City Council and Authorities Concurrent
July 16, 2024

Recorded by: _L_o_ri_e_G_a_r_c_ia _________ _ *Date 0111712024 ~ Continuation ~ Update (Continued from page 3, Form 523L)
All the wood panels and stained glass window are trimmed with molding. Above the stained glass window a wide strip of ornamental molqing, further decorates the front door. Set over the entry door is a wood-framed, rectangula,; horizontally orientated, transom window (original) comprised of a pane of clear glass. A narrow molded sill separates the transom from the door. As is typical in Queen Anne homJs, the door surround is comprised of wide back-banded trim. All the trim on the entry is original.

Also opening towards Madison Street and accessed by seven (7) wood steps, which lead from a walkway that connects to the front walkway and to the driveway, is a secondary entry located on the south side-elevation. Set at the rear of the side porch into the plain angled wall of the south side-elevation's bay, this door also leads into the main living space of the house (i.e., the parlor). (Note:

Commonly found in Queen Anne cottages, this side door is frequently referred to as a "coffin" door, due to the Victorian funeral practice of having the service at home rather than a mortuary and then exiting from this side door to proceed to the cemetery.) This wooden door is inset with two small, vertically oriented molded rectangular panels surmounted by a hon'zontally oriented molded rectangular panel set in the lower half, with a large single pane clear glass window set into the top half. The door surround is comprised of wide back-banded trim. Both the door and trim are original. Located between the driveway and the house, exterior access to the basement level (new) is provided by six (6) concrete steps that lead to a door opening into it. ' Slightly inset from the walls of the main house, a full width, narrow, rear porch (original) is sheltered by a /ow-pitched, hipped roof. This style of rear porch is common on Queen Anne houses. Characteristic to this architectural style they were usually built as separate attachments rather than integrated into the overall design. As shown on the 1901 and 1915 Sanborn Fire Insurance maps, originally the porch was smaller and projected from the north end of the rear faqade but by 1915 had it been enlarged to its current size ..

Alterations to the rear faqade post-1990, which included the construction of a large, partially roofed, double tiered wooden rear deck, also involved the installation of pair of glass sliding doors flanked by tall windows, opening into the rear porch and providing entrance into the house from the rear yard. Wide trim surrounds the door/window unit. Access to the doors is by five (5) wide wooden steps, which lead to the open lower portion of a rear deck, followed by three (3) full-width steps to the upper deck level. The doors are located off the upper portion of the deck, which is sheltered by a reed roof. This roof is supported by a square post in the center and on each end by the highest level of a tiered wall. This tiered wall, which is slightly inset and attached to the rear porch, surrounds the rear deck to either side of the lower steps from the yard The wall is sheathed on both the inside and outside surfaces with material that resembles the narrow horizontal siding on the o,igina/ walls of the house and the walls have an array of framed openings that resemble windows. The sliding doors, deck, and walls are not original.

Characteristic of the Queen Anne style, fenestration is simple, rectangular in form, vertically oriented, single 1-over-1, double-hung windows, trimmed with wide boards. Fenestration of the main story is rectangular in form consisting of tall, ve,tical/y oriented, 1-over1, double-hung wooden windows with projecting sills and trimmed with wide back-banded boards. The windows have a molded apron and are supported by decorative brackets. With exception of the stained glass panel set into the small bathroom window, all the main story windows are original. Fenestration of the angled bay on the front faqade, consists of a large, square, fixed, clear glass window surmounted by a smaller, horizontally orientated, rectangular window with a narrow trim board separating the two Each angled side 's cut-away side window is a rectangular, vertically orientated, 1-over-1 double-hung window. Fenestration of the south-side's angled bay is identical to that of the angled bay on tl1e front faqade with the exception that the south-side bay has only one cut-away window. (Both angled bay's windows are original.) An arched window flanked by two louver-vented, rectangular openings (Palladian in design), is centered in the front faqade gable face whil~ the side gable fa ce features a centered Bullseye window. Trimmed with wide boards, the front gable face window has a projecting sill and molded apron while the Bullseye window set into the side gable face only has wide trim. Both are original and character-defining features. Originally a pair of narrow, vertically orientated wooden windows, framed by wide trim was located in the street-facing po1tion of the front angled bay's lower, basement level and a single window located at this level in the front faqade 's angled wall. Although set into the original openings, when the basement's post-2000 conversion to living space occurred, new windows replaced the original ones. The windows on the basement level of both side-elevations also underwent alteration and currently display new rectangular double-hung windows, both single and paired, trimmed with wide boards. At that time, window wells added in front of the windows on the side elevations in order to allow egress.

The property is in good condition and with the exception of the alterations to the basement windows, for its conversion into living space, and to the rear, including the addition of a pair of sliding entry doors and the construction of a large double-tiered deck with surrounding walls, appears to have had little external change since its construction ca. 1898.

DPR 523L (1/95) *Required information
State of California C The Resources Agency Primary#
DEPARTMENT OF PARKS AND RECREATION HRI #

BUILDING, STRUCTURE, AND OBJECT RECORD
Page--2._of_lL
B1 . Historic Name: None
B2. Common Name: None
*NRHP Status Code NIA
*Resource Name or# (Assigned by recorder) Kerse/1/Mabie House B3. Original Use: Single family residential B4. Present Use: Single family residential *B5. Architectural Style: Queen Anne Cottage
*B6. Construction History: (Construction date. alterations . and date of alterations) The residence was constructed ca. 1898. Post 1990, original clear glass window in main entry door replaced with stained glass window; Duri/flg the1990s, original 1 and1 ½ story bam in rear demolished and new 2-car garage constructed; new foundation constructed and basement convert(Jd to living space with addition of new basement windows and windows walls; rear entry altered and new sliding doors installed and double-tier deck constructed.
*B7.
*B8.

Moved? ~ No D Yes D Unknown Date: ___ _
Related Features: None
Original Location:
89a.
"'810.

Architect: Not known b. Builder: Morrison Bros. Builders and Contractors (Kenneth & Angus Morrison).

Significance: Theme Architecture and Shelter Area Santa Clara Old Quad Period of Significance 1899-1941 Property Type Residential Applicable Criteria none (Discuss importance in terms of historical or architectural context as defined by theme, period. and geographic scope. Also address integrity.) The parcel located at 1059 Madison Street is a portion of a larger parcel that had originally been identified as Block 1 North, Range IV West, of the original survey of the City of Santa Clara. This survey was done July 1866 by J. J. Bowen and recorded on August 22 of that same year. (It is this survey that forms the basis for the part of Santa Clara known as the "Old Quad.'; As shown in J. J. Bowen's survey, in 1866 Block 1 North, Range IV West (B1 N, R4W) was bordered to the north by Benton, to the west by Madison to the east by Monroe and to the south by Franklin Street. According to the list of property owners and their improvements, which accompanied the survey, this block was an undivided 92415 sq. ft. tract with the only improvement being a fence and the owner of the tract was shown to be I. R. Mills.

When the Plat of Santa Clara was drawn in the period between 1873 and 1875, the block, which had been surveyed nine years earlier, was still an undivided tract but it was now owned by John H. Dibble. Born in Pittsburgh Pennsylvania in 1819 and raised in Ohio. where he /eamed the tinsmith trade, John H. Dibble, came to California via the Isthmus of Panama in 1854.and arrived in San Francisco on the Steamer George Law on August 31st. A widower, in San Francisco he met and married Susan Lent the sister of William Lent, a wealthy mining man. (By 1856, William Lent had purchased a 94-acre farm in Santa Clara and built the house, later to be known as "New Park," after its purchase by James P. Pierce (the site of today's Carmelite Monastery). In April 1857, John and Susan [Lent] Dibble also moved to Santa Clara, where John established a Stove and Hardware store with a tin and sheet iron shop on Main Street. On January 29, 1860 Susan passed away and five months later on June 21st, John H. Dibble married Lucy Parker, his third wife.

John H. Dibble quickly become a respected merchant in Santa Clara and purchased several parcels of land in the "downtown" business (Continued on page 6, Form 523L)
811. Additional Resource Attributes: (List attributes and codes) HP2 - Single Family Property
*812. References: CensusofCanada, 1851. 1861, 1871, 1881;Garcia, Lorie. "Santa Clara: From Mission to Municipality," 1997; Kersell family information; Map of the Town of sa·nta Clara, drawn by C. E. Moore, 1893, McAlester, Virginia Savage, "A Field Guide to American Houses," Revised ed., 2013; Mission City Me,morial Park (Kerse/1 & Mabie), Polk and Husted City Directories, 1890-1974; San Jose Mercury Herald 10121/1918, 11125/1920:

Sanborn Fire Insurance Maps, 1887, 1891, 1901, 1915, 1930, 1950; Santa Clara County California Great Register, 1890, Santa Clara Historic House Tour 1988, 2000, Sunday Mercury & Herald 03/31/1907; The Evening News 1125/1892, 10/10/1894, 01/05/ 1903, 04/13/1913, 10123/1918; United States Census, 1860. 1870, 1880, 1900, 1910, 1920, 1930, 1940;
B13. Remarks:
*814. Evaluator: Lorie Garcia
*Date of Evaluation: January 17, 2024
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DPR 523B (1/95) *Required information
State of California - The Resources Agency

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*Recorded by: _L_o_rie_ G_a_rc_i_a _________ _ *Date 01/17/2024 ~ Continuation ~ Update (Continued from page 5, Form 523B)
district (the block between Franklin, Main, Liberty and Jackson Streets) and the entire block between Madison, Benton, Monroe, and Franflin Streets in the residential area and it was on this block that he had his home. Prominently involved in both its civic and poliftcal institutions, he was a founding member of the I. 0. 0. Fin Santa Clara, a member of the Columbian Fire Company and by 1881, had alreadf served seven years on the Town Board of Trustees (1864-1870 and 1873) and five years on the Board of Education.

In 1886, for $2,500, John H. Dibble sold a quarter-block parcel at the block's SW comer, which had been subdivided from the original block, to Samuel Oberdeemer_. the prominent Santa Clara pharmacist, who operated Oberdeemel's Pharmacy on Franklin Street. The 1891 Sanborn Fire Insurance map shows that by then that parcel had been divided into 2 lots, with Oberdeeme!'s house constructed on the lot at the comer of Madison and Franklin Streets, while the second lot was undeveloped. In 1892, four years prior to his death on January 13, 1896, John H. Dibble gave his son, 20-year-old Charles, of all of his business properties and gave his daughter, Julia, the remaining three-quarters of Block 1 North, Range IV West, the residential block on which the family home was located.

As shown on the December 1893 Map of the Town of Santa Clara, drawn by C. E. Moore, the City Surveyor, the lot that two years earlier had been the undeveloped Jot fronting on Franklin St(eet between Oberdeemer's lot and the property owned by Julia Dibble, was now owned by H. Leonard. The Vice-President and Manager of the Bank of Santa Clara, H. M. Leonard had his residence here but in 1894 he was convicted of embezzlement from the Bank of Santa Clara, which had led to its failure in May 1893, and he lost the house when the Court awarded all of his assets, including this property, to the bank. By 1895, David Henderson, who had been named the new President of the re-organized bank, had moved into the home.

Following her father's death in 1896, Julia Dibble divided the quarter-block parcel at the block's NW comer into three individual lots, two fronting on Madison Street and one facing Benton. Over the next few years, the Morrison Brothers (Kenneth and Angus Morrison), well-known Santa Clara contractors and builders, would constrvct residential structures on each property, which would then be individually sold. As shown on the 1901 Sanborn Map, by then a house had been built on the lot facing Benton Street (1356 Benton St.) and of the lots facing Madison Street, the largest lot, at the comer of Madison and Benton Streets, had had two houses constructed on if (1095 and 1075 Madison St. and the subject residence (1059 Madison St) had been built on the adjacent lot.

In 1897, the home at 1095 Madison St had been purchased by 22-year-old, newly-wed, Henry A. Menzel who moved into it with his 19- year old wife, Jessie. A plumber, Henry worked in his father's business, the Robert A. Menzel plumbing and hardware business, located at the comer of Main and Franklin Streets. The following year, James and 39-year-old Alice Hare had bought the home at 1075 Madison and moved into it. Forty-two-year-old James was employed as a motorman on the San Jose and Santa Clara trolley line and Alice Iola Hare was a writer and photographer, who today is recognized as an important early California female photographer. (As early as 1901, advertisements would start appearing in the business section of the Santa Clara News: "Unmounted views a specialty.

Mrs. Alice Hare, phone Clay 253. Residence 1075 Madison street, Santa Clara .") The subject residence at 1059 Madison Street was the last home to be constructed and it was purchased in August 1899 by James Kersell and his wife, Isabella (Beattie), Kersell.

In May 1850 James Kerse/1 was bom in Dumfries, Waterloo, Ontario, Canada. Here ·28-year-old James Kersell married Isabella "Bella " Beattie on December 31, 1877 and in September, 1881 their daughter, Isabel, was bom. In 1884, James, Isabella and their young daughter left Waterloo, Ontario, Canada and immigrated to the United States. Here the Kersel/s settled in Santa Clara, where they moved into a house on Liberty Street near Mai[I Street. (During the following years, members of both the Kerse/1 and Beattie families would immigrate from Canada. with six of Isabella's brothers following her to California and three originally settling in Santa Clara; William in 1888, Murray in 1890 and Dr. David A. Beattie in 1894.) On July 11 1892, Isabella Kersell purchased the 144.66' x 150' parcel located at the northeast comer of Main and Benton Streets from the Saxe family heirs.

At the time of the purchase of the property on the NE corner of Benton and Main Streets, James was employed as a tinner, for D. H.

Shields and Co., and the City Directories show that by 1893 James Kerse/1 was not only working as a plumber and a tinner, but had an interest with Robert Menzel in his plumbing and hardware business. After purchasing the Saxe property James and Isabella resided in the residence on the NE comer of Main and Benton Streets, which had been the Saxe home (1075 Benton St.), prior to the construction of their new home. By 1894, the Isabella and James Kerse/1 had moved into their new residence at 1141 Main Street that had been built for them on a 50' x 150' lot fronting on Main Street, which they had sectioned off from northern end of the parcel (Continued on page 7, Form 523L)
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DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
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Trinomial

*Recorded by: _ L_o_ri_e_G_a_r_c_ia _________ _ *Date 01/17/2024 ~ Continuation ~ Update (Continued from page 6, Form 523L)
purchased from Dr. Saxe's heirs two years previously. Three years later, in 1897, Isabella deeded the residence at 1075 Benton Street to hffr brother, Dr. David A. Beattie, and he moved into it, establishing both his home and medical office there. Then in 1899, the Kersells sold their t;ome at 1141 Main Street to Annie B. Smith, and moved to a new home at 1059 Madison Street.

When they moved into their Madison Street home, James Kersell was the owner of his Plumbing and Tinning business, located in the Widney Building on Franklin near Jackson Streets. However, by the end of 1902 he had sold this business and had gone to work as the Business Manager for the C. C. Morse & Co., one of the two la1gest seed companies in the United States. It was in this capacity that he oversaw the management of the C. C. Morse Seed Warehouse in Santa Clara (736 Franklin St.), which was continually shipping seeds all over the country and to places throughout the world as far away as Australia. James Kersell would continue to be employed by the C. C. Morse Seed Company until he passed away. He died on October 20, 1918 in his and Isabella's home at 1059 Madison Street and two days later it was here that the services for 68-year-old James Kersell were held.

A lifelong and leading member of the Presbytetian Clwrch, James Kersell's services were conducted by the Reverend C. V. Bedford of Santa Clara's Presbyten·an Church and among his pallbearer's were his close friends James E. Glendenning, John Cameron Morrison, J. Beny and David N. Wallace, all of whom were well-known Santa Clara businessmen of Scotch/Canadian ancestry.

Following James Kersell's death, his widow, Isabella, continued living in their home for a few years and then in 1924, sold the property to Alexander Mabie, who, moved into 1059 Madison Street with his wife, Ma,y. The Kersells would have been very well acquainted with Alexander and Maty Mabie, prior to Isabella's sale to them of 1059 Madison Street. Like the Kerse/1 and Beattie families, Alexander Mabie and his wife, Maty, had emigrated from Canada, both James Kersell and Alexander Mabie were Elders in Santa Clara's Presbyterian Church, both were the owners of important businesses in town and Mary's brother; Bliss, and his family lived in a home on Main Street across from that of the Kersells.

Born in New Brunswick, Canada in 1859, Alexander Mabie had arrived in 1880. A master blacksmith, following his arrival in Santa Clara, he went to work in this trade. Three years later, Alexander married Mary F. Morrison, the oldest daughter of A. J. Morrison. Bom in Canada in 1858, she had arrived in Santa Clara with her family two years prior to Alexander. A. J. Morrison and his sons, John and Bliss, were blacksmiths and worked in the cam·age and blacksmith shop that A. J. owned on the NE comer of Franklin and Washington Streets. By the mid-1880s, Alexander Mabie had established his own blacksmith shop, near the SW corner of Franklin and Lafayette Streets, which manufactured carriages and wagons along with all types of the necessaty metal worked products produced by a blacksmith. In the early 1890s Alexander took Bliss Morrison as a pa11ner and the business became known as Mabie & Mortison.

Following their marriage, Alexander and Mary Mabie had lived in several places close to his business. finally settling into a home at 1071 Alviso Street, (next door to Sophie Larder). During the 1890s they wero joined by her youngest sister, Olive (Ollie), who would live with them until 1907, when she married Thomas Mabie from New York. An article in the Sunday Mercury Herald, titled "New Yorker marties Santa Clara Belle,'' reported on her mam·age and said they would live in New York as he had "valuable interests" there. By the next year Alexander and Mary Mabie had moved into a home at 1072 Washington Street. They would live in this home until they moved to 1059 Madison Street.

A(the time Alexander and Mary Mabie moved into 1059 Madison Street, he no longer owned his Blacksmith shop but had been employed as a blacksmith/mechanic for the Paeific Manufacturing Company for eleven years. Up until the first part of the 2cJn Century, Blacksmiths were seen as important members of their communities as along with creating essential evetyday products for use in the home and in the fields, by making carriages and wagons they played a major role in the transportation industry Their Blacksmith shops were not just workplaces, but being open during the summer and comfortably wann in the winter, became gathering places where stories were exchanged and local news was shared and over the years, local businessmen and residents could often be found passing the time at Alexander's Blacksmith shop. For Alexander Mabie being the owner of a blacksmith shop lasted until 1913 when, due to the quickly changing technology and the changes in the transportation industty, 53-year-old Alexander made the transition into the first generation of mechanics. At that time, he sold his business and went to work as a blacksmith/mechanic for the Pacific Manufacturing Company.
(Continued on page 8, Form 523L)
DPR 523L (1/95) * Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET

Primary#
HRI#
Trinomial
*Resource Name or# (Assigned by recorder} Kerse/1/Mabie House *Recorded by: _ L_o_ri_e_G_a_r_c_ia _________ _ *Date 01/17/2024 ~ Continuation ~ Update (Continued from page 7, Form 523L)
The 1930 Census shows that by now, 70-years-old Alexander Mabie was still working as a mechanic for t/Je P. M. Co. and /Je and Mary wert:l living alone at 1059 Madison Street. However, by 1935 they l1ad been joined by his niece, Jean Rockwell. Then on September 14, 1936, Mary M1bie passed away and Jean took over acting as the housekeeper for her uncle, Alexander. By April 1940, besides Alexander Mabie and Jean Rockwell, a nurse, Rose Kauffman was living here, most likely to help care for 81-year-old Alexander. On March 6, 1941, Alexander Mabie passed away and was buried next to Mary in Santa Clara's Mission Memorial Park.

After Alexander died, 41-year-old Jean Rockwell inherited t/Je home at 1059 Madison Street. She never married and continued to live /Jere, working at various jobs until she retired in 1963. Following J1ere retirement, Jean Rockwell continued living at 1059 Madison Street until she passed away on October 4, 1976, when she was 76 years old.

During the years she lived here, Jean Rockwell saw the drastic changes made to the area and block on which she lived, caused by the City of Santa Clara's 1960s-70s period of Urban Redevelopment. The razing of the 8 downtown blocks had eradicated all six blocks between Benton, Libe1ty (Homestead), Lafayette and Franklin and the two blocks between Benton, Libe1ty, Jackson and Monroe, with Franklin Street completely removed between Monroe and Lafayette Streets. What had been the residential block on which 1059 Madison Street is located became a block with commercial deyelopment on the half of the block fronting on Franklin Street and the pa,t fronting on Monroe Street. Only the homes that were on the original quaner-block parcel at the block's NW come,; which Julia Dibble divided into parcels and sold after her father's death in 1896, remained residential propenies with the residences that had been built on them at the end of the 191h Century and one of these was 1059 Madison Street.

In 1982, the home at 1059 Madison Street was purchased by Kurt and Allison Beckman. The Beckmans spent six years restoring the house before renting it in 1988 to Conrad and Janet O'Brien. Then in 1989, Kurt and Allison Beckman sold the subject residence at 1059 Madison Street to Valerie and Paul Gordon. After living here for 18 years, during which she also did extensive restoration work. in 2017 Valerie Gordon sold 1059 Madison Street to the current owners, Adalbert Wysocki and Hui/in Koh.

Historic Evaluation
In order to be considered historically or culturally significant, a property must satisfy certain requirements. It must be 50 years old or older (except in cases of exceptional significance); it must retain historic integrity; it must meet one or more of the National Register of Historic Places criteria for significance, and/or the California Register of Historic Resources criteria for significance, and/or the criteria for listing in a local historic resource inventory.

Age Requirement.

Constructed ca. 1899, the subject residence at 1059 Madison Street is over 50 years old and thus meets the age requirement.

Integrity Requirement.

Integrity refers to a property's ability to convey its significance. Significance is conveyed by the retention of a resource's visual and physical characteristics and its surroundings. The National Register of Historic Places criteria recognize seven aspects to integrity.

These are location, design, setting, materials, lorkmanship, feeling and association. To retain historic integrity, a property will always possess several and usually most of these aspects. Both the California Register of Historic Resources and the City of Santa Clara Criteria for Local Significance follow the National Register integrity criteria.

While the architectural integrity of the original stnicture has been slightly diminished by alterations made post 1990, the most significant of the visual and character defining features of the historic building have been preserved and retained. The residence at 1059 Madison Street retains its original location and the property is well maintained. The historical use of the building has not changed and it remains a single-family home. The subject property is set within a historic residential setting in the area of Santa Clara known as the "Old Quad," and, while the block in which it is located has been compromised by redevelopment, the immediate streetscape retains qualities that reflect the period in which the house was constructed. (Continued on page 9, Form 523L)
DPR 523L (1/95) ,<·Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
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Trinomial

*Recorded by: _ L_o_ri_e_G_a_r_c_ia ____ _____ _ *Date 01/17/2024 ~ Continuation ~ Update (Continued from page 8, Form 523L)
The subject property retains enough of its historic character and appearance to be recognizable as a historic property and to convey the rrason for its significance (integrity).

National Register of Historic Places Criteria.

There are not any events associated with the residence at 1059 Madison Street which have made a significant cont,ibution to the broad patterns of history or cultural heritage. It would therefore appear that the building would not be eligible for the National Register of Historic Places based on Criterion A (associated with events that have made a significant contribution to the broad patterns of our history). The building has had six owners over the 125 years of its existence and none appear to reach the level of significant influence required under Criterion B to be considered eligible for the National Register. Neither do any of the occupants appear to be significant to the history of the region, Nation or State of California. It would therefore appear that the building at 1059 Madison Street would not be eligible for the National Register based on Critenon B (associated with the lives of persons significant in our past).

Although slightly altered, all of the character-defining features of its original ca. 1898 construction as a "Queen Anne cottage" in the Shape subtype identified as "Hipped Roof With Lower Cross , Gables" and Decorative Detailing subtype identified as "Spindlework" of the Queen Anne architectural style remain: such as its rectangular plan and hipped roof with lower cross gables, consisting of a small front facing gable with returns over a fu/1-heigl?t angled front bay and a side-facing gable and full-height angled bay; its use of "spindlework" detailing including the use of octagon butt shingles to sheathe the gable face and a spindlework fneze; cut-away windows with carved comer brackets; A frieze consisting of Eastlake decorative blocks across both the offset partial width front porch and side porch and the delicate fumed posts, which support both porch roofs. Thus, under National Register Criterion C the residence at 1059 Madison Street could be considered to "embody the distinctive characteristics of a type, period, or method of construction" and "represent[s] a significant and distinguishable entity whose components may lack individual distinction" and due to its proximity to other historically significant homes in the area, it does contnbute to a potentially eligible Historic District. Therefore, it does appear that the building may be eligible for the National Register of Historic Places under Cnterion C.

California Register of Historic Resources Criteria
The Critena for listing in the California Register of Histon·cal Places are consistent with those for listing in the National Register.

However, they have been modified to better reflect the history of California at both a local and State level. Criterion 1 is the California Register equivalent of the National Register Criterion A (events) and California Register Critenon 2, the equivalent of National Register Criterion B (persons). In the late 1880s, several Canadian immigrants of Scottish background started arriving in Santa Clara, where they became leading businessmen, landowners and professional men. The prope,ty at 1059 Madison Street is associated with two of these Canadian immigrant families who am·ved in the early 1880s and who made significant contributions to the economic and cultural growth of the City of Santa Clara. Thus, it is associated with the lives of persons important to local l1istory and does appear to be eligible for the California Register on a lo9al level based on Criterion 1 and Criterion 2. Crite,ion 3 addresses the distinctive characteristics of a type, period, region, or m.ethod of construction. The subject home was originally constructed ca. 1898 as a "Queen Anne cottage" in the Shape subtype identified as "Hipped Roof With Lower Cross Gables" and Decorative Detailing subtype identified as "Spindlework" of the Queen Anne architectural style. The Queen Anne architectural style, which became a dominant style in California, is associated with the period from';/the mid-1880s thru the first decade of 1900s and this subtype is associated with the period of 1895-1905. It is a nice example of a "Queen Anne Cottage" and is characterized by being a one-story home with a hipped roof with lower cross gables, front and side facing full-height angled bays, cut-away windows with carved brackets and pendants, "Spindlework'' detailing, partial-width front and side porches with turned columns, which project from the main body of the house, a rectangular plan, narrow horizontal wood sheathing, and rectangular, double-hung windows with wide flat trim. Although the property has been slightly altered, the most significant of the character-defining features of its original construction remain. Therefore, it does appear to reach the level of significance necessary to be individually eligible for the California Register under Criten·on 3.

City of Santa Clara Criteria for Local Significance
(Continued on page 10, Form 523L)
DPR 523L (1/95) *Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

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*Recorded by: _L_o_ri_e_G_a_r_c_ia ________ _ _ *Date 01/17/2024 ~ Continuation ~ Update (Continued from page 9, Form 523L)
In 2004, The City of Santa Clara adopted Criteria for Local Significance. Under these criteria, "any building, site, or property in the city that \s 50 years old or older and meets certain criteria of architectural, cultural, historical, geographical or archaeological significance is potentially eligible,'; to be a "Qualified Historic Resource." The evaluator finds that the property meets the following criteria:

Criteria for Historically or Cultural Significance:

To be histoncally or culturally significant a property must meet at least one of the following critena:

1. The site, building or property has character, interest, integrity and reflects the heritage and cultural development of the city, region, state or nation.

The Kersell!Mabie house has interest, integnly and character and reflects the type of residential structures that were constructed in the late nineteenth century for members of Santa Clara's business and professional community.

3. The property is associated with an important individual or group, who contributed in a significant way to the political, social, and/or cultural life of the community. '
Built by Kenneth and Angus Morrison, the residence at 1059 Madison Street was first owned by James Kersell and his wife, Isabella (Beattie) Kersell, who were considered "wellknown citizens" of Santa Clara and then by Alexander Mabie and his wife, Mary (Mom·son) Mabie all of whom had immigrated here from Canada at the beginning of the 1880s. They were among the group of immigrants from Canada who am·ved in Santa Clara in the last decades of the nineteenth century. As leading businessmen, landowners and professional men_. these Canadian immigrants of Scottish ancest1y, who were ardent supporters of Santa Clara's Presbytenan Church, were greatly involved In Santa Clara's social and cultural life, making significant contributions to both its economic and cultural growth

5. A building's direct association with broad patterns of local area history, including development and settlement patterns, early or important transportation routes or social, political, or economic trends and activities.

Bordered by Franklin Street, which provided easy access to the San Jose and Santa Clara Trolley line, the area in which this home is located was primarily developed as a residential block in the late Nineteenth Century and settled by people whose employment was in Santa Clara 's "downtown" business district. Constructed ca. 1898, this home at 1059 Madison Street was first owned by James Kersell and his wife. James Kersell was a prominent "downtown '' business owner, whose business was located on Franklin and Jackson Streets and who for decades contnbuted to the economic life of community. Its second owner, Alexander Mabie, was also a Santa Clara businessman who was also well-known in the community for both his social and business activities.

The subject property does meet Criteria 1, 3 and 5 for Historically or Cultural Significance of the City of Santa Clara Criteria for Local Significance. However, it does not meet Crit~ria 2 or 4 for Historically or Cultural Significance.

Criteria for Architectural Significance:

To· be architecturally significant a property must.meet at least one of the following criteria: 4

1. The property characterizes an architectural style associated with a particular era and/or ethnic group.

When an 1883 issue of "California Architect and Building News" introduced what came to be known as the Queen Anne style to the Bay area, it marked a dramatic change from the rigorously vertical Italianate and San Francisco Stick- style houses. The Queen Anne house is a concoction of volumes and textures. There is no single roof line but a picturesque composition of merging shapes. They avoid flat, plain, walls and have distinctive decorative detailing (Gingerbread). Constructed ca. 1898 and tn·mmed with Spindlework, cut-work, Eastlake decoration and windows with cut-away comers and pendants, the residence at 1059 Madison Street is a splendid example of the small one-story Queen Anne dwelling, commonly called a Queen Anne Cottage.

2. The property is identified with a particular architect, master builder or craftsman. (Continued on page 11, Form 523L)
DPR 523L (1/95) *Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: _ L_o_ri_e_G_a_r_c_ia ______ _ __ _ *Date 01/17/2024 ~ Continuation Ix! Update (Continued from page 10, Form 523L)
This residence was constructed ca. 1898 by Morrison Bros. Contractors and Builders. Angus and Kenneth Momson were well-known, masfer Santa Clara contractors and builders, who in the late 19th and early 20tl1 Century constructed government, educational, commercial and re,sidential stnictures in Santa Clara, San Jose, Stockton and Santa Barbara. Along with the numerous residences that they constmcted in Santa Clara, they built Fremont grammar school, Washington elementary school, Santa Clara High School and in 1911 , they constructed the new City Hall on the comer of Franklin and Washington Streets.

7. A building's notable or special attributes of an aesthetic or functional nature. These may include, massing, proportion, materials, details, fenestration, ornamentation, artwork or functional layout.

Described as a veritable billboard for textural effect, the Queen Anne Architectural style used several devices to avoid a smooth wall appearance. Among these were the use of patterned shingles and being ornamented with a concoction of mil/work made possible by the development of machine lathes. The Queen Anne Cottage at 1059 Madison Street is a more elaborate example of this than most of Santa Clara's Queen Anne Cottages. It not only has angled bays with cut-away windows, it uses angled walls in the main body of the house. While most of the Queen Anne homes in town use fish scale shingles, this home displays the use of octagon shingles, which are more rarely found. It also abounds with Spindlework, Eastlake, and cutwork ornamentation along with a prolific use of carved molding making this /10me a physical example of the items, which a builder could pure/Jase, that are illustrated in Universal Design Book published at the tum of the 2Qlh Century.

The subject property does meet Criterion 1, 2 and 7 for Architectural Significance of the City of Santa Clara Criteria for Local Significance. However, it does not meet Criteria for Architectural Significance 3, 4, 5. or 6.

Criteria for Geographic Significance:

To be geographically significant a property must meet at least one of the following criteria:

No.1 . A neighborhood, group or unique area directly associated with broad patterns of local area history.

The subject property is located in the area of tl?e Old Quad that in the late nineteenth century developed into a residential area for important businessmen, due to its close proximity to Santa Clara's 'Downtown. " Owned by a prominent businessman, the residence at 1059 Madison Street is one of those residential properties and reflects the neighborhood's role in the broad patterns of Santa Clara's early development.

No. 2. A building's continuity and compatibility with adjacent buildings and/or visual contribution to a group of similar buildings .

Constructed ca. 1898 as a Queen Anne cottage, this house remains as an excellent example of the 1 and 1 ½ storied Queen Anne Architectural style homes built in this Santa Clara neighborhood in the late 19th Century and is important to the integrity of the historic area in which it is located. Within a 10 year period, five Queen Anne homes were constructed across the street from each other on the 1000 Madison Street block faces (either side Madison Street going south from Benton Street), accounting for the continuity of the building styles in the adjacent neighborhood. Currently, four of these homes, two fronting on the west side of Madison Street (1080 & 1086) and two on its east side (1059 & 1075) are listed on, the City of Santa Clear's list of Architecturally and/or Historically Significant Properties.

The subject property does meet Criterion 1 and 2 for Geographic Significance, of the City of Santa Clara Criteria for Local Significance.

However, it does not meet Criteria for Geographic Significance 3 or 4.

Criteria for Archaeological Significance:

As the property at 1059 Madison Street contains no known or unknown prehistoric or historic archaeological resources, it would not be Archaeologically Significant under any of the five of the City of Santa Clara's Criteria for Archaeological Resources. However, should any prehistoric or historic archaeological resources be uncovered in the future, this would be subject to change. (Continued on page 12, Form 523L)
DPR 523L (1 /95) * Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET

Primary#
HRI#
Trinomial
*Resource Name or# (Assigned by recorder) Kerse/1/Mabie House *Recorded by: _L_or_ie_G_a_rc_ia _________ _ *Date 01/17/2024 ~ Continuation ~ Update (Continued from page 11, Form 523L)
Conclusions and Recommendations I
Currently, this proberty is on The City of Santa Clara Architecturally or Historically Significant Properties list. In this update of the January 19, 1980 Historic Resources Inventory for the City of Santa Clara, the evaluator finds 1059 Madison Street to be a an example of a splendid example of the Queen Anne cottage subtype of the Queen Anne architectural style and , as it has undergone only minimal alteration since the time of its designation as a Historically Significant Property for the City of Santa Clara, to retain sufficient integrity to qualify as a historic property. It appears to continue to be, based on compliance with the National Register of Historic Places Criteria, the California Register of Historic Resources Criteria and the City of Santa Clara's Local Significance Criteria, eligible for listing on the City of Santa Clara Architecturally or Historically Significant Properties List.

DPR 523L (1 /95) *Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial
Page ---1:_L of 25 *Resource Name or# (Assigned by recorder) Kerse/1/Mabie House *Recorded by: _ Lo_r_ie_G_a_rc_ia ___________ *Date 01/17/2024 ~ Continuation ~ Update

HISTORIC MAPS

BENTON STREET
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FRANKLIN STREET
1866 J.J. Bowen Survey of the Town of Santa Clara
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Plat of Santa Clara circa 1873-75
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1893 C.E. Moore Map of the Town of Santa Clara
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DPR 523L (1/95) *Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET

Primary#
HRI#
Trinomial
*Resource Name or # (Assigned by recorder) Kerse/1/Mabie House *Recorded by : ----=L'-'-o-'--'ri--'- e_G=---a=r'---'c'--'-ia'--'--- ---- ----- *Date 01/17/2024 ~ Continuation ~ Update

SANBORN FIRE INSURANCE MAPS
1891 SANBORN MAP
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DPR 523L (1 /95)
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1901 SANBORN MAP

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1930 SANBORN MAP
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*Required information
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State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Page ~ of 2 5
Primary#
HRI#
Trinomial
*Resource Name or# (Ass igned by recorder) Kerse/1/Mabie House *Recorded by: _Lo_r_ie_G_a_r_c_ia ___ ____ _ _ *Date 01/17/2024 ~ Continuation ~ Update DPR 523L (1/95)
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SANBORN FIRE INSURANCE MAPS
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*Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: _L_o_rie_G_a_rc_i_a ___ _ ________ *Date 01/17/2024 ~ Continuation ~ Update

HISTORIC PHOTOS
Top: L., 1904 Alice Hare photo of 1059 Madison Street, showing side porch and corner of front facing bay with cut-away window; R. , December 2023 photo taken from same angle, illustrating how unmodified the house is today.

Below: Photo of the subject house as it appeared in the 1988 Historic house Tour booklet.

DPR 523L (1 /95)

QUEEN ANNE COTTAGE
1059 Madison Street
*Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary #
HRI#
Trinomial
Page --1.2..__ of ~ * Resource Name or# (Assigned by recorder) Kerse/1/Mabie House * Recorded by: _ Lo_r_ie_G_a_r_ci_a _ _ ____ ___ _ _ *Date 01/1 7/2024 ~ Continuation ~ Update
Additional Photos

BENTON STREET
.... indicates 1059 Madison Street
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2022 Google aerial view of 1059 Madison Street and the block on which it is located, showing the placement of the residence and detached garage on the ,property along with the large street trees.

DPR 523L (1/95) * Req uired info rmati on
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI #
Trinomial

*Recorded by: _L_o_ri_e_G_a_r_c_ia _ ___________ _ *Date 01/17/2024 ~ Continuation ~ Update Additional Photos - South Side-Elevation
Photo No: 100_3396
View: S side-elevation gabled bay
Photo Date: December, 2023; Camera Facin : N.

Photo No: 100_3395
View: S side-elevation from bay to garage
Photo Date: December, 2023; Camera Facin : ENE.

DPR 523L (1/95)
Photo No: 100_3404
View: S side-elevation from rear towards atreet
Photo Date: December, 2023; Camera Facing: WSW.
*Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: _L....:.o_ri...:.. e_G=-a=.cr---=c-'--'ia"----------- ------- *Date 01/17/2024 ~ Continuation Update Photo No: 100_3392
Additional Photos - North Side-Elevation
Photo No: 100_3308; View: Partial Front Fac,ade & N side-elevation showing angled wall between Front and N side-elevation walls, with window, brackets, pendant and s indlework frieze; Photo Date: December, 2023; Camera Facin : ENE. --;.'--~,\~t=frri~_··~-
Photo No: 100_3409
·-:..:""!•. ~. '
View: Partial N side-elevation from rear porch towards street Photo Date: December, 2023; Camera Facin : WSW.

View: Partial N side-elevation & Rear Fat;;ade from rear deck wall towards street
Photo Date: December, 2023; Camera Facing: WSW.

DPR 523L (1 /95) *Required information
·J. ,:,,
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: _ L_o_ri_e_G_a_r_c_ia _ _____ ______ _ *Date 01/17/2024 ~ Continuation [ Update Additional Photos - Rear Fa~ade and Deck
Photo No: 100_3406
View: Rear Fai,ade with double tiered deck and deck walls Photo Date: December, 2023; Camera Facin : WSW.

Photo No: 100_3438
View: Rear porch looking towards driveway showing side wall Photo Date: December, 2023; Camera Facing: SSE.

DPR 523L (1/95)
Photo No: 100_3433
View: Rear porch showing deck side & rear walls & roofing Photo Date: December, 2023· Camera Facin : NNW.
*Required information
.---
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: _ L_o_rie_ G_a_r_c_ia ____________ _ *Date 01/17/2024 ~ Continuation ~ Update DPR 523L (1/95)
Additional Photos - Front Entry Porch
Photo No: 100_3321
View: Front Entry porch and entry steps and porch's Eastlake frieze Photo Date: December, 2023; Camera Facin : ESE.
~i;::c~;-~::: ~ : . i,- .. ,
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I \ ·. . . . Photo No: 100_3320; View: Looking out through open end showing porch columns with brackets, frieze and balustrade. Photo Date: December, 2023; Camera Facing:

WNW.
*Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: _::L:.::: o~ri~e....::G:::.:a:=.:r--=cc:.:: ia=--- - - --- --- --- *Date 01 /17/2024 x Continuation ~ Update ~~\ i.:::L-- -~~,1 ~t}\. ~ -- , 1 t'.,~r- , , ,, ~~~L- -~--- ~~\ -·. . . ~
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Photo No: 100_3342
View: Side porch tand steps, columns &
Eastlake frieze; Photo Date: December, 2023;
Camera Facing: SSE
Photo No: 100_3360
Additional Photos - Side Porch Details
Photo No: 100_3374
View: Side porch balustrade & column base
Photo Date: December, 2023; Camera
Facing: S
Photo No: 100_3433
Photo No: 100_3378
View: Side porch column top & brackets,
frieze, lattice & wisteria: Photo Date:

December, 2023· Camera Facin : S
View: Interior rear porch looking toward garage showing 1 full and 1/2 column and 1 Eastlake block: Photo Date: December, 2023; Camera Facing:E
View: Exterior rear of side porch towards street from driveway showing 1 full column & 1 Eastlake block; Photo Date : December, 2023; Camera Facin : WSW.

DPR 523L (1 /95) •·Required information
.-
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: _Lo_r_ie_ G_a_rc_ia ____________ *Date 01/17/2024 ~ Continuation ~ Update Photo No: 100_3133
View: Front door; Photo Date:
1212023; Camera Facin : ENE
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,~- ---
~ - -
Photo No: 100_3390
View: Typical window; Photo Date:
12/2023; Camera Facing: NNW
DPR 523L (1 /95)
Additional Photos - Doors & Windows
ng: N
Photo No: 100_3396
View: Side gable window; Photo Date:
12/2023; Camera Facing: ENE
Photo No: 100_3429
View: Rear Sliding doors
Photo Date: December, 2023; Camera Facing: WSW
Photo No: 100_3353
View: Front gable Palladian window and louvered vents
Photo Date: 12/2023; Camera Facin : ENE
*Required information
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: Lorie Garcia *Date 01/17/2024 ~ Continuation ~ Update --- -------------- Additional Photos - Spindlework and Cutwork Decoration
Photo No: 100_3308
View: Front Porch brackets and Eastlake frieze
Photo Date : December, 2023; Camera Facing: E
Photo No: 100_3349
View: Cutwork Brackets and Pendant
Photo Date: December, 2023; Camera Facin : NNE.

DPR 523L (1/95)
Photo No: 100_3327
View: Cutwork Brackets and Spindlework frieze
Photo Date: December, 2023; Camera Facin : E.
*Required information
.-
State of California - The Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CONTINUATION SHEET
Primary#
HRI#
Trinomial

*Recorded by: ----' L-'-o_rie-'---G_a_r_c_ia ____________ _ *Date 01/17/2024 ~ Continuation Additional Photos - Garage and Rear Yard
Photo No: 100_3401
View: Garage Facade
Photo Date: December, 2023; Camera Facing: ENE
Photo No: 100_3413
View: Rear Yard Gazebo
Photo Date: December, 2023; Camera Facing: NNE
Photo No: 100_3420
View: Rear yard from deck, south towards Monroe St.

Photo Date: December, 2023; Camera Facin :S
Photo No: 100_3425
View: Rear yard from deck, looking north towards Monroe St.

Photo Date: December, 2023; Camera Facin : N.
~ Update
DPR 523L (1/95) *Required information
Secretary of Interior's Standards for Rehabilitation

1. A property will be used as it was historically or be given a new use that requires minimal change to its distinctive materials, features, spaces, and spatial relationships.

2. The historic character of a property will be retained and preserved. The removal of distinctive materials or alteration offeatures, spaces, and spatial relationships that characterize a property will '
be avoided.

3. Each property will be recognized as a physical record of its time, place, and use. Changes that create a false sense of historical development, such as adding conjectural features or elements from other historic properties, will not be undertaken.

4. Changes to a property that have acquired historic significance in their own right will be retained and preserved.

5. Distinctive materials, features, finishes, and construction techniques or examples of craftsmanship that characterize a property will be preserved.

6. Deteriorated historic features will be repaired rather than replaced. Where the severity of deterioration requires replacement of a distinctive feature, the new feature will match the old in design, color, texture, and, where possible, materials. Replacement of missing features will be substantiated by documentary and physical evidence.

7. Chemical or physical treatments, if appropriate, will be undertaken using the gentlest means possible. Treatments that cause damage to historic materials will not be used.

8. Archeological resources will be protected and preserved in place. If such resources must be disturbed, mitigation measures will be undertaken.

9. New additions, exterior alterations, or related new construction will not destroy historic materials, features, and spatial relationships that characterize the property. The new work will be differentiated from the old and will be compatible with the historic materials, features, size, scale and proportion, and massing to protect the integrity of the property and its environment.

10. New additions and adjacent or related new construction will be undertaken in such a manner that, if removed in the future, the essential form and integrity of the historic property and its environment would be unimpaired.
10-Year Preservation Plan: 1059 Madison Street,
Santa Clara, CA 95050 (Mills Act application)
Overview: 1059 Madison Street is a downtown Santa Clara Queen Anne Cottage home that was built around 1898. It has undergone significant preservation work and still retains many of its original features and character. As owners of this beautiful home, we are committed to maintaining the historical features of the home in order to preserve its unique aesthetics and original characteristics.

Year Item Projected Timeline Cost Notes
2025 Exterior paint Summer2025 20000
and finishing
2025 Fumigation/pest After exterior paint 2400
control
2025 Inspection and After fumigation 3500
regular
maintenance
2026 Restore porch May 2026 500
flooring and
stairs
2026 Refurbish Summer 15000
hardwood floors
throughout main
level
2027 Exterior lighting April - May 2027 5000
enhancements
2027 Inspection and Summer 3500
regular
maintenance
2028 Restore original June 2028 20000
windows
2029 Driveway Spring 2029 10000
improvements
2030 Rehabilitate box Spring 2030 5000
hedge, trees,
shrubs (front)
2031 Replace gutters Spring 2031 10000
2032 Fence update June 2032 15000
2033 Roof August 2033 50000
replacement
Regular maintenance (~1 OK/year) includes but is not limited to following:

1. Maintenance of yard and its upkeep. Cost: $1,200/year.

2. Maintenance of plumbing issues, taps, electric wiring, leaks.

3. Regular maintenance covering accidental damage.

4. Regular maintenance to adhere to the latest city codes whenever possible and permitted.

5. Regular 2-year inspection.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-312 Agenda Date: 4/4/2024

REPORT TO HISTORICAL AND LANDMARKS COMMISSION

SUBJECT
Consideration of a Historical Preservation Agreement (Mills Act Contract) for 1059 Madison Street (Continued from the March 7, 2024 HLC Meeting)

BACKGROUND
Property owners Adalbert Wysocki and Huilin Kohare applied for a Historical Preservation Agreement (Mills Act Contract) (File No. PLN23-00507) for the property located at 1059 Madison Street. Enacted in 1972, the California Mills Act legislation grants participating local governments the authority to enter into contracts with owners of qualified historic properties who actively participate in the restoration and maintenance of their historic properties while receiving property tax relief. Santa Clara participates in the Mills Act Program. A requirement of the Mills Act Contract is that the building must be a qualified structure, listed on either a local, State, or National register. The property is currently listed on the City’s Historic Resource Inventory (HRI) for age and the architectural integrity of the residential structure.

The subject property is a 7,798 square-foot lot located midblock on Madison Street between Franklin Street and Benton Street. Constructed in 1898, the existing residence on the property is a 2,658 square-foot, one-story house designed in the Queen Anne architectural style. The property has a detached garage that was legally constructed in 1997. The property has been altered since its original construction, including the removal of a chimney in 1995 and a basement addition in 1997.

The property owners submitted the requisite application, including a historic survey (DPR 523A Form) of the property, a Statement of Justification for the request, and a 10-Year Restoration and Maintenance Plan for evaluation of the proposed workplan to restore, rehabilitate, and maintain the property.

The Historical and Landmarks Commission (HLC) provides Mills Act Contract recommendations to the City Council for their final determination. Approved contracts are executed between the City and the property owner and recorded with the County for a minimum ten-year term. Contracts are automatically renewed each year and are transferred to new owners when the property is sold.

On March 7, 2024, the HLC moved to continue this item to the April 4, 2024 meeting in order to receive comment and ask questions of the homeowner.

DISCUSSION
The Mills Act Program allows a qualified property owner to receive a potential property tax reduction and use that savings to assist in offsetting the costs to rehabilitate, restore, and maintain their property. To qualify for the program, the property and/or building must be listed on either a local, State, or National register. The property owner must also have a plan to restore and rehabilitate the City of Santa Clara Page 1 of 3 Printed on 4/25/2024
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24-312 Agenda Date: 4/4/2024
property.

A Department of Parks and Recreation (DPR) 523A Form was prepared by Lorie Garcia of Beyond Buildings on January 17, 2024, assessing the historical significance of the property based on National and State (California) Register criteria and the City’s local criteria for significance. The evaluator found the structure at 1059 Madison Street to be in overall good condition except for the alterations to the basement windows, the rear sliding entry doors, and the double-tiered deck. The evaluator stated that the residence appears to have had little external change since its construction in 1898. The evaluator concluded that the property continues to retain enough of its historic character and appearance to be recognizable as a historic resource and to convey the reason for its significance as a Historically Significant Property on the City’s HRI.

The property owners submitted a Statement of Justification and 10-Year Plan for restoration and maintenance of the property. The Restoration and Maintenance Plan includes repainting and refinishing the exterior, fumigation, and pest control, restoring porch flooring and stairs, refurbishing floors throughout, window restoration, roof replacement, and exterior improvements to the gutters, driveway, landscaping, lighting, and fencing. The property owners will obtain Significant Property Alteration permits for the work described in the Restoration and Maintenance Plan as required by the Historic Preservation Ordinance.

Staff finds that the work proposed in the 10-Year Restoration and Maintenance Plan adheres to the Secretary of the Interior’s Standards for Rehabilitation. The proposed improvements, and the owner’s statement of justification, support the preservation, protection, and maintenance of a locally designated significant structure.

ENVIRONMENTAL REVIEW
The Mills Act Program is exempt from CEQA environmental review requirements per CEQA Section 15061(b) (3). The activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.

PUBLIC CONTACT
No public notice is required for a Mills Act Contract and no public inquiries have been made regarding the project.

RECOMMENDATION
Staff recommends that the Historical and Landmarks Commission determine the project to be exempt from CEQA pursuant to CEQA Section 1561(b)(3) and find that the Mills Act Application and associated 10-Year Plan for restoration and maintenance accomplish the intent of preserving and maintaining the historical significance of the property; and therefore, recommend City Council approval of a Mills Act Contract, and the adoption of a 10-Year Restoration and Maintenance Plan associated with the Historical Preservation Agreement for the property located at 1059 Madison Street.

Prepared by: Daniel Sobczak, Associate Planner
Reviewed by: Sheldon Ah Sing, Development Review Officer City of Santa Clara Page 2 of 3 Printed on 4/25/2024
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24-312 Agenda Date: 4/4/2024
Approved by: Lesley Xavier, Planning Manager

ATTACHMENTS

1. Legal Property Description

2. Historic Survey (DPR 523A Form)

3. Secretary of Interior Standards for Rehabilitation

4. Statement of Justification

5. 10-Year Restoration and Maintenance Plan

6. Draft Historic Property Preservation Agreement (Mills Act Contract) City of Santa Clara Page 3 of 3 Printed on 4/25/2024
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Statement of Justification: 1059 Madison Street
Adalbert Wysocki and Huilin Koh
1059 Madison Street
Santa Clara, CA 95050
December 16, 2023
We are the owners of 1059 Madison Street, Santa Clara, a significant piece of the historical “Old Quad'' neighborhood. Our home was built in 1898 and we were lucky enough to purchase it in December 2017. Our intention, when we bought this home, was to commit to preserving the original aesthetics so that it stays as a Queen Anne Cottage in all of its original glory. The previous owner meticulously maintained it and we gave her our word that we would continue its legacy. Today, our house remains as a treasure of the past and a symbolic part of Santa Clara history. We are very proud of the fact that twice our home has been a part of the Santa Clara Historic Home tour.

We would like apply for a Mills Act in order to continue its historical legacy. We will use the funds made available to us from the reduction in property taxes to maintain our home’s distinctive character and glory.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-252 Agenda Date: 7/16/2024

REPORT TO COUNCIL

SUBJECT
Action on Agreements with Advanced Lighting Services Inc. and American Power Solutions Inc. for Citywide LED Lighting Retrofit and Replacement for City Facilities and As-Needed Services

COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure

BACKGROUND
The Department of Public Works (DPW) Facilities Division (Facilities) oversees maintenance and repairs for approximately 1,100,000 square feet of buildings throughout the City. To provide services in a timely and efficient manner, Facilities periodically uses various vendors to assist with the workload.

California Assembly Bill 2208 (AB 2208) was signed into law in September 2022 and phases in a ban that will prohibit the sale of fluorescent bulbs in California. Fluorescent light bulbs, including compact and linear types, contain mercury which poses both environmental and health concerns. AB 2208 is being implemented in two phases.

Phase 1: Beginning January 2024, screw or bayonet base type compact fluorescent lamps will be prohibited for sale or distribution in California.

Phase 2: Beginning January 2025, pin-base type compact fluorescent lamps will be prohibited for sale and distribution in California.

Many City buildings utilize pin-base type compact fluorescent lamps. To comply with AB 2208, the City will need to begin retrofitting or replacing fixtures to LED throughout City buildings. Energy savings rebates and potential loans are being considered in partnership with Silicon Valley Power (SVP) to help offset the expenses related to AB 2208.

The scope of services for the LED Lighting Retrofit and Replacement Project (Project) will include a site survey of numerous City buildings to determine the best course of action and then replacing or retrofitting linear fluorescent fixtures with LED fixtures. The project will be implemented based on available funding in the budget, with work commencing in the largest buildings such as City Hall, the Police Department, libraries, the Senior Center, the Community Recreation Center, and others.

DISCUSSION
Pursuant to City Code Section 2.105.140(c), a formal Request for Proposals (RFP) was conducted, with the award recommendation based on “best value.” On March 13, 2024, staff published the RFP for the LED Lighting Retrofit and Replacement Project on the City’s e-procurement platform. A total of City of Santa Clara Page 1 of 3 Printed on 7/12/2024
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24-252 Agenda Date: 7/16/2024
nine proposals were received from the following firms:

1. Advanced Lighting Services Inc.

2. American Power Solutions Inc.

3. American Wholesale Lighting Inc.

4. Brighton Energy Inc.

5. Cupertino Electric Inc.

6. Everwatt Lights LLC

7. MM Energy and Lighting

8. Sactown Contractors Corp

9. Star Energy Management Inc.

Proposals were independently reviewed by a three-member evaluation team made up of DPW representatives. Advanced Lighting Services Inc., American Power Solutions Inc., American Wholesale Lighting Inc., and Star Energy Management Inc. were asked to participate in oral interviews.

Staff recommends awarding agreements to Advanced Lighting Services Inc. (ALS) and American Power Solutions Inc. (APS) for having submitted the best value proposals. Both companies have committed enough resources for the initial phase of the Project. Work in this phase is scheduled to begin in Summer 2024, with an estimated completion date of early 2025. Staff will then evaluate funding options to complete additional City buildings. It is anticipated that additional funding will also be requested during the budget process in future years.

Under the proposed agreements, ALS and APS will provide citywide LED retrofit and replacement services on a per-building request basis. For each building, both contractors will provide an assessment, which will include a count of retrofits or replacements, and a proposal to perform the work based on the hourly rates and pricing for the bulbs and fixtures established in the agreements.

The contractor with the lowest total cost and most advantageous project timeline will be awarded the work for that designated building.

Rates are fixed for the initial two-year term and are subject to price adjustments thereafter.

Contractors’ requests for rate increases must be tied to a relevant market index and are subject to the City's approval. After the initial term, the City has a one-year option to extend the term of the agreements. Prevailing wages are included in these agreements.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(a) as it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.

FISCAL IMPACT
The amount to be paid to ALS and APS for the initial two-year term shall not exceed a combined aggregate amount of $500,000. In the Adopted FY 2024/25 and FY 2025/26 Capital Improvement Program Budget, funding is budgeted in the City Buildings - Upgrade Lighting to LED Project in FY 2024/25 for anticipated LED retrofit and replacement services. Costs beyond FY 2024/25 are subject to appropriation of funds by the City Council.

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24-252 Agenda Date: 7/16/2024

COORDINATION
This report has been coordinated with the Finance Department and the City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Authorize the City Manager to negotiate and execute agreements with Advanced Lighting Services Inc. and American Power Solutions Inc. to provide Citywide LED Lighting Retrofit and Replacement Services for an initial two-year term starting on or around July 15, 2024 and ending on or around July 14, 2026, with an aggregate maximum compensation not-to-exceed $500,000, in final forms approved by the City Attorney; and

2. Authorize the City Manager to execute amendments to the agreement to make minor modifications and to extend the term up to one year after the initial term, subject to the appropriation of funds and in final forms approved by the City Attorney.

Reviewed by: Craig Mobeck, Director of Public Works
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Draft Agreement with Advanced Lighting Services Inc.

2. Draft Agreement with American Power Solutions Inc.

City of Santa Clara Page 3 of 3 Printed on 7/12/2024
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Agreement with Advanced Lighting Services, Inc. Page 1
Rev. 07-01-18
EBIX Insurance No. S200005423

AGREEMENT FOR SERVICES

BETWEEN THE

CITY OF SANTA CLARA, CALIFORNIA,
AND
ADVANCED LIGHTING SERVICES, INC.

PREAMBLE
This Agreement is entered into between the City of Santa Clara, California, a chartered California municipal corporation (City) and Advanced Lighting Services, Inc., a California corporation, (Contractor). City and Contractor may be referred to individually as a “Party” or collectively as the “Parties” or the “Parties to this Agreement.”

RECITALS
A. City desires to secure the services more fully described in this Agreement, at Exhibit A, entitled “Scope of Services”;
B. Contractor represents that it, and its subcontractors, if any, have the professional qualifications, expertise, necessary licenses and desire to provide certain goods and/or required services of the quality and type which meet objectives and requirements of City; and,
C. The Parties have specified herein the terms and conditions under which such services will be provided and paid for.

The Parties agree as follows:

AGREEMENT TERMS AND CONDITIONS

1. AGREEMENT DOCUMENTS
The documents forming the entire Agreement between City and Contractor shall consist of these Terms and Conditions and the following Exhibits, which are hereby incorporated into this Agreement by this reference:

Exhibit A1 – Scope of Services
Exhibit B1 – Compensation
Exhibit B2 – Rate Schedule
Exhibit C – Insurance Requirements
Exhibit D – Labor Compliance Addendum
Exhibit E – Notices of Exercise of Option Extend Agreement Form Agreement with Advanced Lighting Services, Inc. Page 2
Rev. 07-01-18
Exhibit F – Work Authorization Form
This Agreement, including the Exhibits set forth above, contains all the agreements, representations and understandings of the Parties, and supersedes and replaces any previous agreements, representations and understandings, whether oral or written. In the event of any inconsistency between the provisions of any of the Exhibits and the Terms and Conditions, the Terms and Conditions shall govern and control.

2. TERM OF AGREEMENT
A. Unless otherwise set forth in this Agreement or unless this paragraph is subsequently modified by a written amendment to this Agreement, the term of this Agreement shall begin on July 15, 2024 and terminate on July 31, 2026.

B. After the Initial Term, the City reserves the right, at its sole discretion, to extend the term of this Agreement for up to one (1) additional one-year term through July 31, 2027 (“Option Period”), subject to the budget appropriation. See Exhibit E for Notice of Exercise of Option to Extend Agreement Form.

3. SCOPE OF SERVICES & PERFORMANCE SCHEDULE
Contractor shall perform those Services specified in Exhibit A within the time stated in Exhibit A. Time is of the essence.

4. WARRANTY
Contractor expressly warrants that all materials and services covered by this Agreement shall be fit for the purpose intended, shall be free from defect and shall conform to the specifications, requirements and instructions upon which this Agreement is based. Contractor agrees to promptly replace or correct any incomplete, inaccurate or defective Services at no further cost to City when defects are due to the negligence, errors or omissions of Contractor. If Contractor fails to promptly correct or replace materials or services, City may make corrections or replace materials or services and charge Contractor for the cost incurred by City.

5. QUALIFICATIONS OF CONTRACTOR - STANDARD OF CARE
Contractor represents and maintains that it has the expertise in the professional calling necessary to perform the Services, and its duties and obligations, expressed and implied, contained herein, and City expressly relies upon Contractor’s representations regarding its skills and knowledge. Contractor shall perform such Services and duties in conformance to and consistent with the professional standards of a specialist in the same discipline in the State of California.

Agreement with Advanced Lighting Services, Inc. Page 3
Rev. 07-01-18

6. COMPENSATION AND PAYMENT
Contractor shall be paid in accordance with Exhibits B1 (“COMPENSATION”) and B2 (“RATE SCHEDULE”).

7. TERMINATION
A. Termination for Convenience. City shall have the right to terminate this Agreement, without cause or penalty, by giving not less than Thirty (30) days’ prior written notice to Contractor.

B. Termination for Default. If Contractor fails to perform any of its material obligations under this Agreement, in addition to all other remedies provided by law, City may terminate this Agreement immediately upon written notice to Contractor.

C. Upon termination, each Party shall assist the other in arranging an orderly transfer and close-out of services. As soon as possible following the notice of termination, but no later than ten (10) days after the notice of termination, Contractor will deliver to City all City information or material that Contractor has in its possession.

8. ASSIGNMENT AND SUBCONTRACTING
City and Contractor bind themselves, their successors and assigns to all covenants of this Agreement. This Agreement shall not be assigned or transferred without the prior written approval of City. Contractor shall not hire subcontractors without express written permission from City.

Contractor shall be as fully responsible to City for the acts and omissions of its subcontractors, and of persons either directly or indirectly employed by them, as Contractor is for the acts and omissions of persons directly employed by it.

9. NO THIRD PARTY BENEFICIARY
This Agreement shall not be construed to be an agreement for the benefit of any third party or parties and no third party or parties shall have any claim or right of action under this Agreement for any cause whatsoever.

10. INDEPENDENT CONTRACTOR
Contractor and all person(s) employed by or contracted with Contractor to furnish labor and/or materials under this Agreement are independent contractors and do not act as agent(s) or employee(s) of City. Contractor has full rights to manage its employees in their performance of Services under this Agreement.

Agreement with Advanced Lighting Services, Inc. Page 4
Rev. 07-01-18

11. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, manufacturing procedures, data, drawings, descriptions, documents, discussions or other information developed or received by or for Contractor and all other written information submitted to Contractor in connection with the performance of this Agreement shall be held confidential by Contractor and shall not, without the prior written consent of City, be used for any purposes other than the performance of the Services nor be disclosed to an entity not connected with performance of the Services. Nothing furnished to Contractor which is otherwise known to Contractor or becomes generally known to the related industry shall be deemed confidential.

12. OWNERSHIP OF MATERIAL
All material, which shall include, but not be limited to, data, sketches, tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps, calculations, photographs, reports, designs, technology, programming, works of authorship and other material developed, collected, prepared or caused to be prepared under this Agreement shall be the property of City but Contractor may retain and use copies thereof. City shall not be limited in any way or at any time in its use of said material. However, Contractor shall not be responsible for damages resulting from the use of said material for work other than Project, including, but not limited to, the release of this material to third parties.

13. RIGHT OF CITY TO INSPECT RECORDS OF CONTRACTOR
City, through its authorized employees, representatives or agents shall have the right during the term of this Agreement and for four (4) years from the date of final payment for goods or services provided under this Agreement, to audit the books and records of Contractor for the purpose of verifying any and all charges made by Contractor in connection with Contractor compensation under this Agreement, including termination of Contractor. Contractor agrees to maintain sufficient books and records in accordance with generally accepted accounting principles to establish the correctness of all charges submitted to City. Any expenses not so recorded shall be disallowed by City. Contractor shall bear the cost of the audit if the audit determines that there has been a substantial billing deviation in excess of five (5) percent adverse to the City.

Contractor shall submit to City any and all reports concerning its performance under this Agreement that may be requested by City in writing. Contractor agrees to assist City in meeting City’s reporting requirements to the State and other agencies with respect to Contractor’s Services hereunder.

14. HOLD HARMLESS/INDEMNIFICATION
A. To the extent permitted by law, Contractor agrees to protect, defend, hold harmless and indemnify City, its City Council, commissions, officers, employees, volunteers and agents from and against any claim, injury, Agreement with Advanced Lighting Services, Inc. Page 5
Rev. 07-01-18
liability, loss, cost, and/or expense or damage, including all costs and attorney’s fees in providing a defense to any such claim or other action, and whether sounding in law, contract, tort, or equity, in any manner arising from, or alleged to arise in whole or in part from, or in any way connected with the Services performed by Contractor pursuant to this Agreement – including claims of any kind by Contractor’s employees or persons contracting with Contractor to perform any portion of the Scope of Services – and shall expressly include passive or active negligence by City connected with the Services. However, the obligation to indemnify shall not apply if such liability is ultimately adjudicated to have arisen through the sole active negligence or sole willful misconduct of City; the obligation to defend is not similarly limited.

B. Contractor’s obligation to protect, defend, indemnify, and hold harmless in full City and City’s employees, shall specifically extend to any and all employment-related claims of any type brought by employees, contractors, subcontractors or other agents of Contractor, against City (either alone, or jointly with Contractor), regardless of venue/jurisdiction in which the claim is brought and the manner of relief sought.

C. To the extent Contractor is obligated to provide health insurance coverage to its employees pursuant to the Affordable Care Act (“Act”) and/or any other similar federal or state law, Contractor warrants that it is meeting its obligations under the Act and will fully indemnify and hold harmless City for any penalties, fines, adverse rulings, or tax payments associated with Contractor’s responsibilities under the Act.

15. INSURANCE REQUIREMENTS
During the term of this Agreement, and for any time period set forth in Exhibit C, Contractor shall provide and maintain in full force and effect, at no cost to City, insurance policies as set forth in Exhibit C.

16. WAIVER
Contractor agrees that waiver by City of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement. Neither City’s review, acceptance nor payments for any of the Services required under this Agreement shall be constructed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement.

Agreement with Advanced Lighting Services, Inc. Page 6
Rev. 07-01-18

17. NOTICES
All notices to the Parties shall, unless otherwise requested in writing, be sent to City addressed as follows:

City of Santa Clara Department of Public Works - Facilities Attention: Ken Winland
1500 Warburton Avenue
Santa Clara, CA 95050
and by e-mail at [email protected]
And to Contractor addressed as follows:

Advanced Lighting Services, Inc.

Attention:
6681 Sierra Lane
Suite A
Dublin, CA 94568
and by e-mail at *_______________@XXX
The workday the e-mail was sent shall control the date notice was deemed given.

An e-mail transmitted after 1:00 p.m. on a Friday shall be deemed to have been transmitted on the following business day.

18. COMPLIANCE WITH LAWS
Contractor shall comply with all applicable laws and regulations of the federal, state and local government, including but not limited to “The Code of the City of Santa Clara, California” (“SCCC”). In particular, Contractor’s attention is called to the regulations regarding Campaign Contributions (SCCC Chapter 2.130), Lobbying (SCCC Chapter 2.155), Minimum Wage (SCCC Chapter 3.20), Business Tax Certificate (SCCC section 3.40.060), and Food and Beverage Service Worker Retention (SCCC Chapter 9.60), as such Chapters or Sections may be amended from time to time or renumbered. Additionally Contractor has read and agrees to comply with City’s Ethical Standards (http://santaclaraca.gov/home/showdocument?id=58299).

19. CONFLICTS OF INTEREST
Contractor certifies that to the best of its knowledge, no City officer, employee or authorized representative has any financial interest in the business of Contractor and that no person associated with Contractor has any interest, direct or indirect, which could conflict with the faithful performance of this Agreement. Contractor is familiar with the provisions of California Government Code section 87100 and Agreement with Advanced Lighting Services, Inc. Page 7
Rev. 07-01-18
following, and certifies that it does not know of any facts which would violate these code provisions. Contractor will advise City if a conflict arises.

20. FAIR EMPLOYMENT
Contractor shall not discriminate against any employee or applicant for employment because of race, sex, color, religion, religious creed, national origin, ancestry, age, gender, marital status, physical disability, mental disability, medical condition, genetic information, sexual orientation, gender expression, gender identity, military and veteran status, or ethnic background, in violation of federal, state or local law.

21. NO USE OF CITY NAME OR EMBLEM
Contractor shall not use City’s name, insignia, or emblem, or distribute any information related to services under this Agreement in any magazine, trade paper, newspaper or other medium without express written consent of City.

22. GOVERNING LAW AND VENUE
This Agreement shall be governed and construed in accordance with the statutes and laws of the State of California. The venue of any suit filed by either Party shall be vested in the state courts of the County of Santa Clara, or if appropriate, in the United States District Court, Northern District of California, San Jose, California.

23. SEVERABILITY CLAUSE
In case any one or more of the provisions in this Agreement shall, for any reason, be held invalid, illegal or unenforceable in any respect, it shall not affect the validity of the other provisions, which shall remain in full force and effect.

24. AMENDMENTS
This Agreement may only be modified by a written amendment duly authorized and executed by the Parties to this Agreement.

25. COUNTERPARTS
This Agreement may be executed in counterparts, each of which shall be deemed to be an original, but both of which shall constitute one and the same instrument.

Agreement with Advanced Lighting Services, Inc. Page 8
Rev. 07-01-18
The Parties acknowledge and accept the terms and conditions of this Agreement as evidenced by the following signatures of their duly authorized representatives.

CITY OF SANTA CLARA, CALIFORNIA
a chartered California municipal corporation
Approved as to Form: Dated:

GLEN R. GOOGINS
City Attorney
JŌVAN D. GROGAN
City Manager
City of Santa Clara
1500 Warburton Avenue
Santa Clara, CA 95050
Telephone: (408) 615-2210
Fax: (408) 241-6771
“CITY”
ADVANCED LIGHTING SERVICES, INC.
a California corporation
Dated:

By (Signature):

Name:

Title:

Principal Place of
Business Address:

Email Address:

Telephone: ( )
Fax: ( )
“CONTRACTOR”
Agreement with Advanced Lighting Services, Inc./Exhibit A-Scope of Services Page 1 Rev. 07-01-18
EXHIBIT A1

SCOPE OF SERVICES
The Services to be performed for the City by the Contractor under this Agreement are set forth below.

The Scope of Services, including Exhibit A, Contractor’s proposal response dated April 12, 2024 provide context, supplemental information, and are incorporated by reference to the extent not inconsistent with the Agreement.

1. GENERAL

1.1. Contractors shall provide light-emitting diode (LED) lighting retrofit or replacement services for buildings citywide, including all labor, materials, equipment, and tools required, in support of the Department of Public Works Facilities Division (Facilities).

1.2. Contractor shall work corroboratively with staff to plan and implement the retrofit or replacement schedule. The City may add or remove buildings or areas at its discretion.

2. BACKGROUND

2.1. California Bill AB2208, signed into law in September 2022, bans the sale and distribution of fluorescent bulbs in California starting from January 1, 2024.

The bill specifically targets screw or *bayonet base type compact fluorescent lamps, with a phase-out of pin-base type compact fluorescent lamps starting from January 1, 2025.

2.2. The City has numerous office buildings with 2’, 4’ and 8’ fluorescent t-8 fixtures that will need to be retrofitted or replaced. These buildings such as City Hall, Libraries, Police Department, Senior Center, Corporation Yard, etc. will include some public areas and some office areas.

3. GENERAL SCOPE REQUIREMENTS

3.1. Contractor shall provide services to (1) retrofit existing fixtures with LED or (2) replace fixture with new LED fixture that is like size, shape, and finish. All lighting must be an equivalent or greater than existing lighting output.

3.2. Upon execution of contract Contractor shall schedule a project kickoff meeting with the City Project Manager, which will include the following at a minimum:

3.2.1. Project plan review

3.2.2. Meeting schedule for project

3.2.3. Identify all key project personnel for Contractor and City Agreement with Advanced Lighting Services, Inc./Exhibit A-Scope of Services Page 2 Rev. 07-01-18

3.2.4. Establish lines of communication

3.2.5. Schedule time for site walks to complete and provide an assessment of lighting fixtures at City sites to confirm light retrofit and/or light fixture replacement count data. The assessment shall be completed and approved by the City prior to work commencing.

3.3. Contractor shall coordinate all activities regarding rebates with Silicon Valley Power.

3.4. The City will not pay for trip charges or fuel surcharges.

3.5. Contractor shall comply with all applicable federal, state, and local statutes, instructions, guidelines, regulations, policies, and rules (including all changes and amendments), related to services specified herein.

3.6. All work shall be performed in a professional manner within the standards of the industry and original equipment manufacturer of equipment, using proper equipment, methods, materials, and personnel. Damage to City property resulting from the services provided shall be repaired or items replaced by Contractor to the satisfaction of the City at no expense to the City in a timely manner.

3.7. Contractor shall be responsible for all training and certification of their staff engaged in the performance of the services specified herein.

3.8. All contractor vehicles shall contain signage that includes contractor’s company name on both left and right sides of each vehicle. The markings shall be sufficient for City staff to clearly identify contractor when they are on City property.

3.9. Contractor shall adhere to all applicable local, state, and federal health and safety polices and regulations when performing services for the City of Santa Clara.

4. WORK AUTHORIZATION PROCESS
Contractor acknowledges that Contractor is one of two firms selected to the perform the Services, pursuant to two (2) separate agreements (collectively, the “LED Lighting Retrofit and Replacement Project Agreements”). Specific will be assigned as set forth below.

4.1. Assessment and Proposal: After completion of a site assessment Contractor shall prepare and provide to the City Project Manager a site assessment report and proposal to complete the work. The proposal shall include:

Agreement with Advanced Lighting Services, Inc./Exhibit A-Scope of Services Page 3 Rev. 07-01-18

4.1.1. A work plan that includes a detailed description by task of the services to be performed including a breakout of fixtures that require replacement or retrofit,

4.1.2. A project timeline/schedule with discussion on any activities that may impact the project timeline/schedule.

4.1.3. A list of City responsibilities.

4.1.4. A final acceptance criteria.

4.1.5. An itemized cost proposal showing:

4.1.5.1. Hours and hourly rates as listed in Exhibit B2.

4.1.5.2. Bulbs

4.1.5.3. Fixtures

4.1.5.4. Miscellaneous parts/materials

4.1.6. All submitted pricing shall be in accordance with the prices/rates authorized in Exhibit B2 of this Agreement and the Proposal shall include sufficient information for the City to determine the rates are in accordance with the Agreement.

4.1.7. Costs for any additional equipment, parts, or services required for the completion of the work as detailed in Contractor’s proposal but not reflected in the Contractor’s cost proposal shall be the responsibility of the Contractor and at no additional cost to the City.

4.2. Award of Work:

4.2.1. The City will review proposals received from both Contractors awarded LED Lighting Retrofit and Replacement Project Agreements.

4.2.2. Award will be based on the lowest total cost and most advantageous project timeline.

4.3. Work Authorization

4.3.1. If the completion of the work in the Proposal will not result in total costs (including all previously authorized work) exceeding the maximum compensation in Section 1 of Exhibit B1 of the Agreement, services may be authorized as set forth in this Section.

4.3.2. Work Authorization shall be issued in substantially the same format as Exhibit F. Each Work Authorization shall describe the work and deliverables the Contractor must provide, the time limit within the Agreement with Advanced Lighting Services, Inc./Exhibit A-Scope of Services Page 4 Rev. 07-01-18
Contractor must complete the work and deliverables, the completion acceptance criteria, warranty provisions, and the compensation total for the work.

4.3.3. Subject to the terms and conditions of this Agreement Contractor and City will negotiate the specific scope and requirements of each Work Authorization. Upon execution by the Parties, the Work Authorization shall become an Approved Work Authorization.

4.3.4. Each Approved Work Authorization shall have a purchase order attached to it.

4.3.5. Only the City’s Facilities Manager, Assistant Director of Public Works, or Director of Public Works may, on behalf of the City, execute a Work Authorization. Purchase orders are issued by the Finance Department.

4.3.6. Contractor shall not begin work and the City will not compensate the Contractor until the City has executed the Work Authorization for such work where applicable (“Approved Work Authorization”) and issued a purchase order.

4.3.7. An Approved Work Authorization must be consistent with – and cannot alter – the terms and conditions of this Agreement. The terms and conditions of this Agreement shall prevail over any and all terms and conditions contained in an Approved Work Authorization – evben if the Approved Work Authorization expressly states that it is intended to control. Any conflicting terms and conditions in an Approved Work Authorization are invalid and unenforceable.

4.4. Changes to Work Authorization

4.4.1. Contractor shall notify the City immediately when a situation occurs that may result in a change to the total project cost specific line items in an Approved Work Authorization or purchase order. Contractor shall provide the reason for the change specific to each Approved Work Authorization or purchase order.

4.4.2. If Contractor requires changes to a fixed price Work Authorization, Contractor shall only be permitted to request changes with justification such as additional scope requested by City or unanticipated field conditions. For such changes, Contractor shall submit justification demonstrating that changes in cost are associated with changes in scope. Contractor shall not be entitled to additional compensation for issues such as errors in calculation of original pricing, changes in staff, or other changes that are not directly related to changes requested by the City.

Agreement with Advanced Lighting Services, Inc./Exhibit A-Scope of Services Page 5 Rev. 07-01-18

4.4.3. In the event that unanticipated site conditions or other issues result in costs that exceed the Approved Work Authorization or changes to line items in an Approved Work Authorization or purchase order, Contractor shall submt to the City an updated Proposal for review and approval from the City in advance of performing the work. The City will issue a new or amended Work Authorization or purchase order (as applicable) to authorize such additional Services. Each changed Work Authorization and purchase order shall amend the Services and be incorporated into the Services by reference.

4.5. Each Approved Work Authorization and purchase order shall be incorporated into the Agreement by reference and subject to the terms and conditions and the Services contained therein shall be included within the Services.

4.6. Proposals, pricing, and quotes are not confidential and will not be treated as confidential even if marked confidential when submitted.

4.7. Contractor shall not initiate work before a Work Authorization has been approved and/or a purchase order has been issued and the City has directed Contractor to perform Services.

5. STAFF QUALIFICATIONS

5.1. Contractor shall designate a project manager and an onsite supervisor to be assigned to the City and be available during the entire length of the contract.

The project manager shall serve as the City’s main point of contact for all matters and shall obtain the City’s Project Manager to use personnel that were not submitted. The City also reserves the right to request a different project manager and/or Contractor’s personnel to be assigned at any time during the length of the contract.

5.2. All Contractor’s personnel shall be fully trained and qualified to perform the services specified herein.

5.3. City reserves the right to conduct background checks on all employee’s assigned to the City.

5.3.1. Additionally, there will be a separate background check for Contractor’s employees assigned to sites for the Santa Clara Police Department (SCPD). This background check will be conducted by SCPD.

6. STORAGE FACILITIES, EQUIPMENT, AND SPARE MATERIALS
Contractor shall maintain adequate storage at their own facilities to perform this contract, including a sufficient stock of materials required to complete the project. The City will work with Contractor on potential storage solutions.

Agreement with Advanced Lighting Services, Inc./Exhibit A-Scope of Services Page 6 Rev. 07-01-18

7. MEETINGS
Contractor shall be available to meet, when deemed necessary, with City staff at a mutually agreed upon time and place to review and discuss any items related to all work performed under this contract.

8. GENERAL REQUIREMENTS
Contractor shall provide services to (1) retrofit existing fixtures with LED (this option includes disconnecting the existing ballast) or (2) replace fixture with new LED fixture that is like size, shape, and finish. All lighting must be an equivalent or greater than existing lighting output.

9. WORKMANSHIP/PERFORMANCE

9.1. Contractor shall warrant all work provided against any defects in workmanship or product and shall satisfactorily correct, at no cost to the City, any such defect that may become apparent within a period of one year after completion of work. The warranty period shall commence upon date of acceptance by the City.

9.1.1. In the event of failure, Contractor shall respond within 24 hours of City contacting Contractor.

9.1.2. Warranty shall cover all labor, travel, parts, shipping, etc.

10.WARRANTY REQUIREMENTS FOR PRODUCTS

10.1. The warranty period for all products shall be for a period of one (1) year, or within the manufacturers’ warranty, whichever is the later period. The warranty period shall commence upon date of acceptance by the City.

10.2. Warranty shall cover all parts, shipping, travel, and labor. Warranty response and correction shall be a priority for the Contractor and issues addressed and completed within a reasonable time frame as agreed to by the City and Contractor.

11. REPORTING REQUIREMENTS
Contractors shall submit to the City a monthly activity report identifying all work completed and the locations of the work. The City may change reporting frequency, at its discretion.

Agreement with Advanced Lighting Services, Inc./Exhibit B1-Compensation Page 1 Rev. 07-01-18
EXHIBIT B1

COMPENSATION

1. MAXIMUM COMPENSATION

1.1. The maximum compensation shall be as set forth in each Approved Work Authorization (Maximum Work Authorization Compensation). No services will be performed unless both Parties execute an Approved Work Authorization outlining the services requested and the compensation agreed for such services.

1.2. Contractor shall fully complete all work required by the Approved Work Authorization for no more than the maximum work authorization compensation.

1.3. City shall only be liable for charges expressly authorized in the Approved Work Authorization.

1.4. As specified in Section 4 of Exhibit A (“SCOPE OF SERVICES”), Contractor is one of two firms selected to perform the Services, pursuant to two (2) separate agreements (collectively, the “LED Lighting Retrofit and Replacement Project Agreements”). Under no circumstance shall the total compensation for all Approved Work Authorizations to both firms exceed the total compensation of $500,000 approved by City Council on July 14, 2024.

2. RATES
Compensation under each Work Authorization and/or purchase order shall be in accordance with the rates set forth herein.

2.1. Contractor shall submit Proposals invoice all Services at the rates listed in Exhibit B2 (“Rate Schedule”) herein.

2.2. Rates listed in Exhibit B2 are fully burdened and will remain fixed for the initial two-year term of the Agreement.

2.3. Rate Increase: Rate adjustments may be requested prior to one-year option to renew the contract after the initial term. Rate increase requests must be tied to prevailing wage, CPI, PPI, or relevant industry specific index. Rate adjustments are subject to City's approval.

3. INVOICE REQUIREMENTS

3.1. Contractor shall invoice the City at the completion of each project and in a format approved by the City. City shall pay Contractor within thirty (30) days of City’s receipt of an approved invoice.

3.2. Invoice shall include at a minimum the following:

3.2.1. Approved Work Authorization Number

3.2.2. Date of Service

3.2.3. Project/Service Description
Agreement with Advanced Lighting Services, Inc./Exhibit B1-Compensation Page 2 Rev. 07-01-18

3.2.4. Address of Serviced Location

3.2.5. Part Description

3.2.6. Unit Price/Hourly Rate

3.2.7. Quantity/Number of Hours

3.2.8. Etc.

Agreement with Advanced Lighting Services, Inc./Exhibit B2-Rate Schedule Page 1 Rev. 07-01-18
EXHIBIT B2

RATE SCHEDULE

1. RATES

1.1. Contractor shall charge, and the City shall pay for actual services rendered and authorized according to the process outlined in Section 4 of Exhibit A1.

The rates applicable for the services are listed below in Table B2-1.

1.2. In cases where services are required but not listed below, Contractor shall submit rates for approval but the City in advance, in writing before performing services. For avoidance of doubt, any changes to the rates in Table B2-1 must be authorized in accordance with Section 2.2 of Exhibit B1. Rate changes are not permitted as part of the Work Authorization process.

Table B2-1: Rates
Labor Cost for Lamp Retrofit
Description Labor Rate Per Bulb
2' Bulb $18.50
2' Bulb U Bend Bulb $18.50
3' Bulb $18.50
4' Bulb $18.50
8' Bulb $18.50
Labor Cost for Fixture Replacement
Description Labor Rate Per Bulb/Fixture
2' - 1 Bulb $165.00
2' - 2 Bulb $165.00
2' - 2 U Bend Bulb $165.00
3' - 1 Bulb $165.00
4' - 1 Bulb $165.00
4' - 2 Bulb $165.00
4' - 3 Bulb $165.00
4' - 4 Bulb $165.00
8' - 2 Bulb $165.00
Price for Bulbs and Other Items
Description Unit Price
2' Bulb $6.30
2' Bulb U Bend Bulb $29.50
3' Bulb $6.35
4' Bulb $5.85
8' Bulb $17.50
Sockets/Lamp Holders $2.80
2' Bulb Lamp Recycling Fee $0.38
Agreement with Advanced Lighting Services, Inc./Exhibit B2-Rate Schedule Page 2 Rev. 07-01-18
Description Unit Price
2' Bulb U Bend Bulb Lamp Recycling Fee $1.75
3' Bulb Lamp Recycling Fee $0.55
4' Bulb Lamp Recycling Fee $0.75
8' Bulb Lamp Recycling Fee $1.75
Keystone 2' Fixture Strip $38.00
Keystone 2' Fixture 2x2 U Bend $54.00
3' Fixture Strip $38.00
4' Fixture Strip 1x4 $58.00
8' Fixture Strip $74.00
Cost Markup % Miscellaneous Materials/Hardware
Description Markup %
Miscellaneous Hardware 15%
Miscellaneous Materials 10%
Hourly Rate for As-Needed Services
Description Hourly Rate
Standard Rate $198.00
Agreement with Advanced Lighting Services, Inc./Exhibit C-Insurance Requirements Page 1 Rev. 07-01-18

EXHIBIT C

INSURANCE REQUIREMENTS
Without limiting the Contractor’s indemnification of the City, and prior to commencing any of the Services required under this Agreement, the Contractor shall provide and maintain in full force and effect, at its sole cost and expense, the following insurance policies with at least the indicated coverages, provisions and endorsements:

A. COMMERCIAL GENERAL LIABILITY INSURANCE

1. Commercial General Liability Insurance policy which provides coverage at least as broad as Insurance Services Office form CG 00 01. Policy limits are subject to review, but shall in no event be less than, the following:
$1,000,000 Each Occurrence
$2,000,000 General Aggregate
$2,000,000 Products/Completed Operations Aggregate
$1,000,000 Personal Injury

2. Exact structure and layering of the coverage shall be left to the discretion of Contractor; however, any excess or umbrella policies used to meet the required limits shall be at least as broad as the underlying coverage and shall otherwise follow form.

3. The following provisions shall apply to the Commercial Liability policy as well as any umbrella policy maintained by the Contractor to comply with the insurance requirements of this Agreement:
a. Coverage shall be on a “pay on behalf” basis with defense costs payable in addition to policy limits;
b. There shall be no cross liability exclusion which precludes coverage for claims or suits by one insured against another; and c. Coverage shall apply separately to each insured against whom a claim is made or a suit is brought, except with respect to the limits of liability.

B. BUSINESS AUTOMOBILE LIABILITY INSURANCE
Business automobile liability insurance policy which provides coverage at least as broad as ISO form CA 00 01 with policy limits a minimum limit of not less than one million dollars ($1,000,000) each accident using, or providing coverage at least as broad as, Insurance Services Office form CA 00 01. Liability coverage shall apply to all owned, non-owned and hired autos.

In the event that the Work being performed under this Agreement involves transporting of hazardous or regulated substances, hazardous or regulated Agreement with Advanced Lighting Services, Inc./Exhibit C-Insurance Requirements Page 2 Rev. 07-01-18
wastes and/or hazardous or regulated materials, Contractor and/or its subcontractors involved in such activities shall provide coverage with a limit of two million dollars ($2,000,000) per accident covering transportation of such materials by the addition to the Business Auto Coverage Policy of Environmental Impairment Endorsement MCS90 or Insurance Services Office endorsement form CA 99 48, which amends the pollution exclusion in the standard Business Automobile Policy to cover pollutants that are in or upon, being transported or towed by, being loaded onto, or being unloaded from a covered auto.

C. WORKERS’ COMPENSATION

1. Workers’ Compensation Insurance Policy as required by statute and employer’s liability with limits of at least one million dollars ($1,000,000) policy limit Bodily Injury by disease, one million dollars ($1,000,000) each accident/Bodily Injury and one million dollars ($1,000,000) each employee Bodily Injury by disease.

2. The indemnification and hold harmless obligations of Contractor included in this Agreement shall not be limited in any way by any limitation on the amount or type of damage, compensation or benefit payable by or for Contractor or any subcontractor under any Workers’ Compensation Act(s), Disability Benefits Act(s) or other employee benefits act(s).

3. This policy must include a Waiver of Subrogation in favor of the City of Santa Clara, its City Council, commissions, officers, employees, volunteers and agents.

D. COMPLIANCE WITH REQUIREMENTS
All of the following clauses and/or endorsements, or similar provisions, must be part of each commercial general liability policy, and each umbrella or excess policy.

1. Additional Insureds. City of Santa Clara, its City Council, commissions, officers, employees, volunteers and agents are hereby added as additional insureds in respect to liability arising out of Contractor’s work for City, using Insurance Services Office (ISO) Endorsement CG 20 10 11 85 or the combination of CG 20 10 03 97 and CG 20 37 10 01, or its equivalent.

2. Primary and non-contributing. Each insurance policy provided by Contractor shall contain language or be endorsed to contain wording making it primary insurance as respects to, and not requiring contribution from, any other insurance which the Indemnities may possess, including any self-insurance or self-insured retention they may have. Any other insurance Indemnities may possess shall be considered excess insurance only and shall not be called upon to contribute with Contractor’s insurance.

Agreement with Advanced Lighting Services, Inc./Exhibit C-Insurance Requirements Page 3 Rev. 07-01-18

3. Cancellation.
a. Each insurance policy shall contain language or be endorsed to reflect that no cancellation or modification of the coverage provided due to non-payment of premiums shall be effective until written notice has been given to City at least ten (10) days prior to the effective date of such modification or cancellation. In the event of non-renewal, written notice shall be given at least ten (10) days prior to the effective date of non-renewal.
b. Each insurance policy shall contain language or be endorsed to reflect that no cancellation or modification of the coverage provided for any cause save and except non-payment of premiums shall be effective until written notice has been given to City at least thirty (30) days prior to the effective date of such modification or cancellation. In the event of non-renewal, written notice shall be given at least thirty (30) days prior to the effective date of nonrenewal.

4. Other Endorsements. Other endorsements may be required for policies other than the commercial general liability policy if specified in the description of required insurance set forth in Sections A through D of this Exhibit C, above.

E. ADDITIONAL INSURANCE RELATED PROVISIONS
Contractor and City agree as follows:

1. Contractor agrees to ensure that subcontractors, and any other party involved with the Services who is brought onto or involved in the performance of the Services by Contractor, provide the same minimum insurance coverage required of Contractor, except as with respect to limits. Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this Agreement. Contractor agrees that upon request by City, all agreements with, and insurance compliance documents provided by, such subcontractors and others engaged in the project will be submitted to City for review.

2. Contractor agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Contractor for the cost of additional insurance coverage required by this Agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

Agreement with Advanced Lighting Services, Inc./Exhibit C-Insurance Requirements Page 4 Rev. 07-01-18

3. The City reserves the right to withhold payments from the Contractor in the event of material noncompliance with the insurance requirements set forth in this Agreement.

F. EVIDENCE OF COVERAGE
Prior to commencement of any Services under this Agreement, Contractor, and each and every subcontractor (of every tier) shall, at its sole cost and expense, provide and maintain not less than the minimum insurance coverage with the endorsements and deductibles indicated in this Agreement. Such insurance coverage shall be maintained with insurers, and under forms of policies, satisfactory to City and as described in this Agreement. Contractor shall file with the City all certificates and endorsements for the required insurance policies for City’s approval as to adequacy of the insurance protection.

G. EVIDENCE OF COMPLIANCE
Contractor or its insurance broker shall provide the required proof of insurance compliance, consisting of Insurance Services Office (ISO) endorsement forms or their equivalent and the ACORD form 25-S certificate of insurance (or its equivalent), evidencing all required coverage shall be delivered to City, or its representative as set forth below, at or prior to execution of this Agreement.

Upon City’s request, Contractor shall submit to City copies of the actual insurance policies or renewals or replacements. Unless otherwise required by the terms of this Agreement, all certificates, endorsements, coverage verifications and other items required to be delivered to City pursuant to this Agreement shall be emailed to:
[email protected]
Or mailed to:

EBIX Inc.

City of Santa Clara Department of Public Works – Facilities Division P.O. Box 100085 – S2
Duluth, GA 30096
Telephone number: 951-766-2280
Fax number: 770-325-0409
H. QUALIFYING INSURERS
All of the insurance companies providing insurance for Contractor shall have, and provide written proof of, an A. M. Best rating of at least A minus 6 (A- VI) or shall be an insurance company of equal financial stability that is approved by the City or its insurance compliance representatives.

Agreement with Advanced Lighting Services, Inc./Exhibit D-Labor Compliance Page 1 Rev. 07-01-18

EXHIBIT D

LABOR COMPLIANCE ADDENDUM
This Agreement is subject to the requirements of California Labor Code section 1720 et seq. requiring the payment of prevailing wages, the training of apprentices, and compliance with other applicable requirements.

I. Prevailing Wage Requirements

1. Contractor shall be obligated to pay not less than the General Prevailing Wage Rate, which can be found at www.dir.ca.gov and are on file with the City Clerk’s office, which shall be available to any interested party upon request. Contractor is also required to have a copy of the applicable wage determination posted and/or available at each job site.

2. Specifically, contractors are reminded of the need for compliance with Labor Code Section 1774-1775 (the payment of prevailing wages and documentation of such), Section 1776 (the keeping and submission of accurate certified payrolls) and 1777.5 in the employment of apprentices on public works projects. Further, overtime must be paid for work in excess of 8 hours per day or 40 hours per week pursuant to Labor Code Section 1811-1813.

3. Special prevailing wage rates generally apply to work performed on weekends, holidays and for certain shift work. Depending on the location of the project and the amount of travel incurred by workers on the project, certain travel and subsistence payments may also be required.

Contractors and subcontractors are on notice that information about such special rates, holidays, premium pay, shift work and travel and subsistence requirements can be found at www.dir.ca.gov .

4. Only bona fide apprentices actively enrolled in a California Division of Apprenticeship Standards approved program may be employed on the project as an apprentice and receive the applicable apprenticeship prevailing wage rates. Apprentices who are not properly supervised and employed in the appropriate ratio shall be paid the full journeyman wages for the classification of work performed.

5. As a condition to receiving progress payments, final payment and payment of retention on any and all projects on which the payment of prevailing wages is required, Contractor agrees to present to City, along with its request for payment, all applicable and necessary certified payrolls (for itself and all applicable subcontractors) for the time period covering such payment request. The term “certified payroll” shall include all required documentation to comply with the mandates set forth in Labor Code Section 1720 et seq, as well as any additional documentation requested by the City or its designee including, but not limited to: certified Agreement with Advanced Lighting Services, Inc./Exhibit D-Labor Compliance Page 2 Rev. 07-01-18
payroll, fringe benefit statements and backup documentation such as monthly benefit statements, employee timecards, copies of wage statements and cancelled checks, proof of training contributions (CAC2 if applicable), and apprenticeship forms such as DAS-140 and DAS-142.

6. In addition to submitting the certified payrolls and related documentation to City, Contractor and all subcontractors shall be required to submit certified payroll and related documents electronically to the California Department of Industrial Relations. Failure to submit payrolls to the DIR when mandated by the project parameters shall also result in the withholding of progress, retention and/or final payment.

7. No contractor or subcontractor may be listed on a bid proposal for a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1(a)].

8. No contractor or subcontractor may be awarded a contract for public work on a public works project, unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5. Contractors MUST be a registered “public works contractor” with the DIR AT THE TIME OF BID. Where the prime contract is less than $15,000 for maintenance work or less than $25,000 for construction alternation, demolition or repair work, registration is not required.

9. All contractors/subcontractors and related construction services subject to prevailing wage, including but not limited to: trucking, surveying and inspection work must be registered with the Department of Industrial Relations as a “public works contractor”. Those you fail to register and maintain their status as a public works contractor shall not be permitted to perform work on the project.

10. Should any contractor or subcontractors not be a registered public works contractor and perform work on the project, Contractor agrees to fully indemnify the City for any fines assessed by the California Department of Industrial Relations against the City for such violation, including all staff costs and attorney’s fee relating to such fine.

11. This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

J. Audit Rights
All records or documents required to be kept pursuant to this Agreement to verify compliance with this Addendum shall be made available for audit at no cost to City, at any time during regular business hours, upon written request by the City Attorney, City Auditor, City Manager, or a designated representative of any of these officers. Copies of such records or documents shall be provided to City for audit at City Hall when it is Agreement with Advanced Lighting Services, Inc./Exhibit D-Labor Compliance Page 3 Rev. 07-01-18
practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records or documents shall be made available at Contractor’s address indicated for receipt of notices in this Agreement.

K. Enforcement

1. City shall withhold any portion of a payment; including the entire payment amount, until certified payroll forms and related documentation are properly submitted, reviewed and found to be in full compliance. In the event that certified payroll forms do not comply with the requirements of Labor Code Section 1720 et seq., City may continue to hold sufficient funds to cover estimated wages and penalties under the Agreement.

2. Based on State funding sources, this project may be subject to special labor compliance requirements of Proposition 84.

3. The City is not obligated to make any payment due to Contractor until Contractor has performed all of its obligations under these provisions. This provision means that City can withhold all or part of a payment to Contractor until all required documentation is submitted. Any payment by the City despite Contractor’s failure to fully perform its obligations under these provisions shall not be deemed to be a waiver of any other term or condition contained in this Agreement or a waiver of the right to withhold payment for any subsequent breach of this Addendum.

City or the California Department of Industrial Relations may impose penalties upon contractors and subcontractors for failure to comply with prevailing wage requirements.

These penalties are up to $200 per day per worker for each wage violation identified; $100 per day per worker for failure to provide the required paperwork and documentation requested within a 10-day window; and $25 per day per worker for any overtime violation.

Agreement with Advanced Lighting Services, Inc./Exhibit E-Notice of Option to Extend Agreement Page 1 Rev. 07-01-18

EXHIBIT E

NOTICE OF EXERCISE OF OPTION TO EXTEND AGREEMENT
AGREEMENT TITLE:

CONTRACTOR:

DATE:

Pursuant to Section __ of the Agreement referenced above, the City of Santa Clara hereby exercises its option to extend the term under the following provisions:

OPTION NO. # of #

NEW OPTION TERM
Begin date:

End date:

CHANGES IN RATE OF COMPENSATION
Percentage change in CPI upon which adjustment is based:

Pursuant to Section ___ of the Agreement the rates of compensation are hereby adjusted as follows:
(use attachment if necessary)
MAXIMUM COMPENSATION for New Option Term:

For the option term exercised by this Notice, City shall pay Contractor an amount not to exceed the amount set forth above for Contractor’s services and reimbursable expenses, if any. The undersigned signing on behalf of the City of Santa Clara hereby certifies that an unexpended appropriation is available for the term exercised by this Notice, and that funds are available as of the date of this signature.

Approved as to Form:

Dated:

GLEN R. GOOGINS
City Attorney
JŌVAN D. GROGAN
City Manager
City of Santa Clara
1500 Warburton Avenue
Santa Clara, CA 95050
Telephone: (408) 615-2210
Fax: (408) 241-6771
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Agreement with Advanced Lighting Services, Inc./Exhibit F-Work Authorization Form Page 1 Rev. 07-01-18

EXHIBIT F

SAMPLE WORK AUTHORIZATION FORM
This work authorization (“Work Authorization”) is made pursuant to the Agreement for Service between the City of Santa Clara and [Enter Contractor’s Name] (“Agreement”).

This Work Authorization is governed by the provisions of the Agreement and is hereby incorporated into that Agreement by reference. All Services shall be using the terms and rates included in the Agreement. In the event of any inconsistency between the terms and conditions of the Work Authorization and the Agreement, the terms and conditions of the Agreement shall govern and control.

PART A: GENERAL INFORMATION

WORK AUTHORIZATION
NUMBER:

Original
First Revised
Second Revised
Other Contract No.

Contractor Name/Address:

Expiration Date of Agreement:

Contractor’s Project Manager: Name: Email:

City’s Project Manager Name: Email:

Period of Performance for this
Work Order:

Start Date: Expected Completion Date:

Maximum Compensation for this Work Authorization
Contractor Representative Name (Print)
Contractor Representative Signature
Contractor Representative Signature Date
City Project Manager Name (Print)
Authorized City Representative (Print)
City Representative Signature
City Representative Signature Date
* Authorized City Representatives include Public Works Facilities Manager, Public Works Director □
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Agreement with Advanced Lighting Services, Inc./Exhibit F-Work Authorization Form Page 2 Rev. 07-01-18
PART B: SERVICES TO BE PERFORMED

1. REVISED WORK AUTHORIZATION
No
If yes, provide a brief description of the change(s).

2. SCOPE OF SERVICES TO BE PERFORMED
The Contractor shall perform the service(s) described below in accordance with all of the terms and conditions of the Agreement. (Insert a detailed Scope of Services below or attach as a separate file.) Scope of Services and cost proposal shall meet all of the provisions of Exhibit A and Exhibits B1 and B2. □
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Agreement with Advanced Lighting Services, Inc./Exhibit F-Work Authorization Form Page 3 Rev. 07-01-18

3. COMPENSATION
a. Basis of Compensation: Time & Materials Fixed Fee
b. Payment Schedule:

Monthly Completion of Deliverable/Milestone Completion of Services
c. Payment Terms. See Exhibit B1 for payment of terms.

4. ACCEPTANCE CERTIFICATE
Acceptance Certificate not required.

Acceptance Certificate required.
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Agreement with American Power Solutions Page 1
Rev. 07-01-18
EBIX Insurance No. S200005416

AGREEMENT FOR SERVICES

BETWEEN THE

CITY OF SANTA CLARA, CALIFORNIA,
AND
AMERICAN POWER SOLUTIONS, INC.

PREAMBLE
This Agreement is entered into between the City of Santa Clara, California, a chartered California municipal corporation (City) and American Power Solutions, Inc., a California corporation, (Contractor). City and Contractor may be referred to individually as a “Party” or collectively as the “Parties” or the “Parties to this Agreement.”

RECITALS
A. City desires to secure the services more fully described in this Agreement, at Exhibit A, entitled “Scope of Services”;
B. Contractor represents that it, and its subcontractors, if any, have the professional qualifications, expertise, necessary licenses and desire to provide certain goods and/or required services of the quality and type which meet objectives and requirements of City; and,
C. The Parties have specified herein the terms and conditions under which such services will be provided and paid for.

The Parties agree as follows:

AGREEMENT TERMS AND CONDITIONS

1. AGREEMENT DOCUMENTS
The documents forming the entire Agreement between City and Contractor shall consist of these Terms and Conditions and the following Exhibits, which are hereby incorporated into this Agreement by this reference:

Exhibit A – Scope of Services
Exhibit B1 – Compensation
Exhibit B2 – Rate Schedule
Exhibit C – Insurance Requirements
Exhibit D – Labor Compliance Addendum
Exhibit E – Notice of Exercise of Option to Extend Agreement Form Agreement with American Power Solutions Page 2
Rev. 07-01-18
Exhibit F – Work Authorization Form
This Agreement, including the Exhibits set forth above, contains all the agreements, representations and understandings of the Parties, and supersedes and replaces any previous agreements, representations and understandings, whether oral or written. In the event of any inconsistency between the provisions of any of the Exhibits and the Terms and Conditions, the Terms and Conditions shall govern and control.

2. TERM OF AGREEMENT
A. Unless otherwise set forth in this Agreement or unless this paragraph is subsequently modified by a written amendment to this Agreement, the Initial Term of this Agreement shall begin on July 15, 2024 and terminate on July 31, 2026.

B. After the Initial Term, the City reserves the right, at its sole discretion, to extend the term of this Agreement for up to one (1) additional one-year term through July 31, 2027 (“Option Period”), subject to the budget appropriation. See Exhibit E for Notice of Exercise of Option to Extend Agreement Form.

3. SCOPE OF SERVICES & PERFORMANCE SCHEDULE
Contractor shall perform those Services specified in Exhibit A and within the time stated in Exhibit A. Time is of the essence.

4. WARRANTY
Contractor expressly warrants that all materials and services covered by this Agreement shall be fit for the purpose intended, shall be free from defect and shall conform to the specifications, requirements and instructions upon which this Agreement is based. Contractor agrees to promptly replace or correct any incomplete, inaccurate or defective Services at no further cost to City when defects are due to the negligence, errors or omissions of Contractor. If Contractor fails to promptly correct or replace materials or services, City may make corrections or replace materials or services and charge Contractor for the cost incurred by City.

5. QUALIFICATIONS OF CONTRACTOR - STANDARD OF CARE
Contractor represents and maintains that it has the expertise in the professional calling necessary to perform the Services, and its duties and obligations, expressed and implied, contained herein, and City expressly relies upon Contractor’s representations regarding its skills and knowledge. Contractor shall perform such Services and duties in conformance to and consistent with the professional standards of a specialist in the same discipline in the State of California.

Agreement with American Power Solutions Page 3
Rev. 07-01-18

6. COMPENSATION AND PAYMENT
Contractor shall be paid in accordance with Exhibits B1 (“COMPENSATION”) and B2 (“RATE SCHEDULE”).

7. TERMINATION
A. Termination for Convenience. City shall have the right to terminate this Agreement, without cause or penalty, by giving not less than Thirty (30) days’ prior written notice to Contractor.

B. Termination for Default. If Contractor fails to perform any of its material obligations under this Agreement, in addition to all other remedies provided by law, City may terminate this Agreement immediately upon written notice to Contractor.

C. Upon termination, each Party shall assist the other in arranging an orderly transfer and close-out of services. As soon as possible following the notice of termination, but no later than ten (10) days after the notice of termination, Contractor will deliver to City all City information or material that Contractor has in its possession.

8. ASSIGNMENT AND SUBCONTRACTING
City and Contractor bind themselves, their successors and assigns to all covenants of this Agreement. This Agreement shall not be assigned or transferred without the prior written approval of City. Contractor shall not hire subcontractors without express written permission from City.

Contractor shall be as fully responsible to City for the acts and omissions of its subcontractors, and of persons either directly or indirectly employed by them, as Contractor is for the acts and omissions of persons directly employed by it.

9. NO THIRD PARTY BENEFICIARY
This Agreement shall not be construed to be an agreement for the benefit of any third party or parties and no third party or parties shall have any claim or right of action under this Agreement for any cause whatsoever.

10. INDEPENDENT CONTRACTOR
Contractor and all person(s) employed by or contracted with Contractor to furnish labor and/or materials under this Agreement are independent contractors and do not act as agent(s) or employee(s) of City. Contractor has full rights to manage its employees in their performance of Services under this Agreement.

Agreement with American Power Solutions Page 4
Rev. 07-01-18

11. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, manufacturing procedures, data, drawings, descriptions, documents, discussions or other information developed or received by or for Contractor and all other written information submitted to Contractor in connection with the performance of this Agreement shall be held confidential by Contractor and shall not, without the prior written consent of City, be used for any purposes other than the performance of the Services nor be disclosed to an entity not connected with performance of the Services. Nothing furnished to Contractor which is otherwise known to Contractor or becomes generally known to the related industry shall be deemed confidential.

12. OWNERSHIP OF MATERIAL
All material, which shall include, but not be limited to, data, sketches, tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps, calculations, photographs, reports, designs, technology, programming, works of authorship and other material developed, collected, prepared or caused to be prepared under this Agreement shall be the property of City but Contractor may retain and use copies thereof. City shall not be limited in any way or at any time in its use of said material. However, Contractor shall not be responsible for damages resulting from the use of said material for work other than Project, including, but not limited to, the release of this material to third parties.

13. RIGHT OF CITY TO INSPECT RECORDS OF CONTRACTOR
City, through its authorized employees, representatives or agents shall have the right during the term of this Agreement and for four (4) years from the date of final payment for goods or services provided under this Agreement, to audit the books and records of Contractor for the purpose of verifying any and all charges made by Contractor in connection with Contractor compensation under this Agreement, including termination of Contractor. Contractor agrees to maintain sufficient books and records in accordance with generally accepted accounting principles to establish the correctness of all charges submitted to City. Any expenses not so recorded shall be disallowed by City. Contractor shall bear the cost of the audit if the audit determines that there has been a substantial billing deviation in excess of five (5) percent adverse to the City.

Contractor shall submit to City any and all reports concerning its performance under this Agreement that may be requested by City in writing. Contractor agrees to assist City in meeting City’s reporting requirements to the State and other agencies with respect to Contractor’s Services hereunder.

14. HOLD HARMLESS/INDEMNIFICATION
A. To the extent permitted by law, Contractor agrees to protect, defend, hold harmless and indemnify City, its City Council, commissions, officers, employees, volunteers and agents from and against any claim, injury, Agreement with American Power Solutions Page 5
Rev. 07-01-18
liability, loss, cost, and/or expense or damage, including all costs and attorney’s fees in providing a defense to any such claim or other action, and whether sounding in law, contract, tort, or equity, in any manner arising from, or alleged to arise in whole or in part from, or in any way connected with the Services performed by Contractor pursuant to this Agreement – including claims of any kind by Contractor’s employees or persons contracting with Contractor to perform any portion of the Scope of Services – and shall expressly include passive or active negligence by City connected with the Services. However, the obligation to indemnify shall not apply if such liability is ultimately adjudicated to have arisen through the sole active negligence or sole willful misconduct of City; the obligation to defend is not similarly limited.

B. Contractor’s obligation to protect, defend, indemnify, and hold harmless in full City and City’s employees, shall specifically extend to any and all employment-related claims of any type brought by employees, contractors, subcontractors or other agents of Contractor, against City (either alone, or jointly with Contractor), regardless of venue/jurisdiction in which the claim is brought and the manner of relief sought.

C. To the extent Contractor is obligated to provide health insurance coverage to its employees pursuant to the Affordable Care Act (“Act”) and/or any other similar federal or state law, Contractor warrants that it is meeting its obligations under the Act and will fully indemnify and hold harmless City for any penalties, fines, adverse rulings, or tax payments associated with Contractor’s responsibilities under the Act.

15. INSURANCE REQUIREMENTS
During the term of this Agreement, and for any time period set forth in Exhibit C, Contractor shall provide and maintain in full force and effect, at no cost to City, insurance policies as set forth in Exhibit C.

16. WAIVER
Contractor agrees that waiver by City of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement. Neither City’s review, acceptance nor payments for any of the Services required under this Agreement shall be constructed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement.

Agreement with American Power Solutions Page 6
Rev. 07-01-18

17. NOTICES
All notices to the Parties shall, unless otherwise requested in writing, be sent to City addressed as follows:

City of Santa Clara Department of Public Works - Facilities Attention: Ken Winland
1500 Warburton Avenue
Santa Clara, CA 95050
and by e-mail at [email protected]
And to Contractor addressed as follows:

American Power Solutions
Attention:
14355 Industry Circle
La Mirada, CA 90638
and by e-mail at *_______________@XXX
The workday the e-mail was sent shall control the date notice was deemed given.

An e-mail transmitted after 1:00 p.m. on a Friday shall be deemed to have been transmitted on the following business day.

18. COMPLIANCE WITH LAWS
Contractor shall comply with all applicable laws and regulations of the federal, state and local government, including but not limited to “The Code of the City of Santa Clara, California” (“SCCC”). In particular, Contractor’s attention is called to the regulations regarding Campaign Contributions (SCCC Chapter 2.130), Lobbying (SCCC Chapter 2.155), Minimum Wage (SCCC Chapter 3.20), Business Tax Certificate (SCCC section 3.40.060), and Food and Beverage Service Worker Retention (SCCC Chapter 9.60), as such Chapters or Sections may be amended from time to time or renumbered. Additionally Contractor has read and agrees to comply with City’s Ethical Standards (http://santaclaraca.gov/home/showdocument?id=58299).

19. CONFLICTS OF INTEREST
Contractor certifies that to the best of its knowledge, no City officer, employee or authorized representative has any financial interest in the business of Contractor and that no person associated with Contractor has any interest, direct or indirect, which could conflict with the faithful performance of this Agreement. Contractor is familiar with the provisions of California Government Code section 87100 and Agreement with American Power Solutions Page 7
Rev. 07-01-18
following, and certifies that it does not know of any facts which would violate these code provisions. Contractor will advise City if a conflict arises.

20. FAIR EMPLOYMENT
Contractor shall not discriminate against any employee or applicant for employment because of race, sex, color, religion, religious creed, national origin, ancestry, age, gender, marital status, physical disability, mental disability, medical condition, genetic information, sexual orientation, gender expression, gender identity, military and veteran status, or ethnic background, in violation of federal, state or local law.

21. NO USE OF CITY NAME OR EMBLEM
Contractor shall not use City’s name, insignia, or emblem, or distribute any information related to services under this Agreement in any magazine, trade paper, newspaper or other medium without express written consent of City.

22. GOVERNING LAW AND VENUE
This Agreement shall be governed and construed in accordance with the statutes and laws of the State of California. The venue of any suit filed by either Party shall be vested in the state courts of the County of Santa Clara, or if appropriate, in the United States District Court, Northern District of California, San Jose, California.

23. SEVERABILITY CLAUSE
In case any one or more of the provisions in this Agreement shall, for any reason, be held invalid, illegal or unenforceable in any respect, it shall not affect the validity of the other provisions, which shall remain in full force and effect.

24. AMENDMENTS
This Agreement may only be modified by a written amendment duly authorized and executed by the Parties to this Agreement.

25. COUNTERPARTS
This Agreement may be executed in counterparts, each of which shall be deemed to be an original, but both of which shall constitute one and the same instrument.

Agreement with American Power Solutions Page 8
Rev. 07-01-18
The Parties acknowledge and accept the terms and conditions of this Agreement as evidenced by the following signatures of their duly authorized representatives.

CITY OF SANTA CLARA, CALIFORNIA
a chartered California municipal corporation
Approved as to Form: Dated:

GLEN R. GOOGINS
City Attorney
-ƿ9$1'*52*$1
City Manager
City of Santa Clara
1500 Warburton Avenue
Santa Clara, CA 95050
Telephone: (408) 615-2210
Fax: (408) 241-6771
“CITY”
AMERICAN POWER SOLUTIONS, INC.
a California corporation
Dated:

By (Signature):

Name:

Title:

Principal Place of
Business Address:

Email Address:

Telephone: ()
Fax: ( )
“CONTRACTOR”
Agreement with American Power Solutions, Inc./Exhibit A-Scope of Services Page 1 Rev. 07-01-18

EXHIBIT A

SCOPE OF SERVICES
The Services to be performed for the City by the Contractor under this Agreement are set forth below.

The Scope of Services, including Exhibit A, Contractor’s proposal response dated April 5, 2024 provide context, supplemental information, and are incorporated by reference to the extent not inconsistent with the Agreement.

1. GENERAL

1.1. Contractors shall provide light-emitting diode (LED) lighting retrofit or replacement services for buildings citywide, including all labor, materials, equipment, and tools required, in support of the Department of Public Works Facilities Division (Facilities).

1.2. Contractor shall work corroboratively with staff to plan and implement the retrofit or replacement schedule. The City may add or remove buildings or areas at its discretion.

2. BACKGROUND

2.1. California Bill AB2208, signed into law in September 2022, bans the sale and distribution of fluorescent bulbs in California starting from January 1, 2024. The bill specifically targets screw or *bayonet base type compact fluorescent lamps, with a phase-out of pin-base type compact fluorescent lamps starting from January 1, 2025.

2.2. The City has numerous office buildings with 2’, 4’ and 8’ fluorescent t-8 fixtures that will need to be retrofitted or replaced. These buildings such as City Hall, Libraries, Police Department, Senior Center, Corporation Yard, etc. will include some public areas and some office areas.

3. GENERAL SCOPE REQUIREMENTS

3.1. Contractor shall provide services to (1) retrofit existing fixtures with LED or (2) replace fixture with new LED fixture that is like size, shape, and finish. All lighting must be an equivalent or greater than existing lighting output.

3.2. Upon execution of contract Contractor shall schedule a project kickoff meeting with the City Project Manager, which will include the following at a minimum:

3.2.1. Project plan review

3.2.2. Meeting schedule for project

3.2.3. Identify all key project personnel for Contractor and City Agreement with American Power Solutions, Inc./Exhibit A-Scope of Services Page 2 Rev. 07-01-18

3.2.4. Establish lines of communication

3.2.5. Schedule time for site walks to to complete and provide an assessment of lighting fixtures City sites to confirm light retrofit and/or light fixture replacement count data. The assessment shall be completed and approved by the City prior to work commencing.

3.3. &RQWUDFWRUVKDOOFRRUGLQDWHDOODFWLYLWLHVUHJDUGLQJUHEDWHVZLWK6LOLFRQ9DOOH\ Power.

3.4. The City will not pay for trip charges or fuel surcharges.

3.5. Contractor shall comply with all applicable federal, state, and local statutes, instructions, guidelines, regulations, policies, and rules (including all changes and amendments), related to services specified herein.

3.6. All work shall be performed in a professional manner within the standards of the industry and original equipment manufacturer of equipment, using proper equipment, methods, materials, and personnel. Damage to City property resulting from the services provided shall be repaired or items replaced by Contractor to the satisfaction of the City at no expense to the City in a timely manner.

3.7. Contractor shall be responsible for all training and certification of their staff engaged in the performance of the services specified herein.

3.8. All contractor vehicles shall contain signage that includes contractor’s company name on both left and right sides of each vehicle. The markings shall be sufficient for City staff to clearly identify contractor when they are on City property.

3.9. Contractor shall adhere to all applicable local, state, and federal health and safety polices and regulations when performing services for the City of Santa Clara.

4. WORK AUTHORIZATION PROCESS
Contractor acknowledges that Contractor is one of two firms selected to the perform the Services, pursuant to two (2) separate agreements (collectively, the “LED Lighting Retrofit and Replacement Project Agreements”). Specific will be assigned as set forth below.

4.1. Assessment and Proposal: After completion of a site assessment Contractor shall prepare and provide to the City Project Manager a site assessment report and proposal to complete the work. The proposal shall include:

Agreement with American Power Solutions, Inc./Exhibit A-Scope of Services Page 3 Rev. 07-01-18

4.1.1. A work plan that includes a detailed description by task of the services to be performed including a breakout of fixtures that require replacement or retrofit,

4.1.2. A project timeline/schedule with discussion on any activities that may impact the project timeline/schedule.

4.1.3. A list of City responsibilities.

4.1.4. A final acceptance criteria.

4.1.5. An itemized cost proposal showing:

4.1.5.1. Hours and hourly rates as listed in Exhibit B2.

4.1.5.2. Bulbs

4.1.5.3. Fixtures

4.1.5.4. Miscellaneous parts/materials

4.1.6. All submitted pricing shall be in accordance with the prices/rates authorized in Exhibit B2 of this Agreement and the Proposal shall include sufficient information for the City to determine the rates are in accordance with the Agreement.

4.1.7. Costs for any additional equipment, parts, or services required for the completion of the work as detailed in Contractor’s proposal but not reflected in the Contractor’s cost proposal shall be the responsibility of the Contractor and at no additional cost to the City.

4.2. Award of Work:

4.2.1.1. The City will review proposals received from both Contractors awarded LED Lighting Retrofit and Replacement Project Agreements.

4.2.1.2. Award will be based on the lowest total cost and most advantageous project timeline.

4.3. Work Authorization

4.3.1. If the completion of the work in the Proposal will not result in total costs (including all previously authorized work) exceeding the maximum compensation in Section 1 of Exhibit B1 of the Agreement, services may be authorized as set forth in this Section.

4.3.2. Work Authorization shall be issued in substantially the same format as Exhibit F. Each Work Authorization shall describe the work and Agreement with American Power Solutions, Inc./Exhibit A-Scope of Services Page 4 Rev. 07-01-18
deliverables the Contractor must provide, the time limit within the Contractor must complete the work and deliverables, the completion acceptance criteria, warranty provisions, and the compensation total for the work.

4.3.3. Subject to the terms and conditions of this Agreement Contractor and City will negotiate the specific scope and requirements of each Work Authorization. Upon execution by the Parties, the Work Authorization shall become an Approved Work Authorization.

4.3.4. Each Approved Work Authorization shall have a purchase order attached to it.

4.3.5. Only the City’s Facilities Manager, Assistant Director of Public Works, or Director of Public Works may, on behalf of the City, execute a Work Authorization. Purchase orders are issued by the Finance Department.

4.3.6. Contractor shall not begin work and the City will not compensate the Contractor until the City has executed the Work Authorization for such work where applicable (“Approved Work Authorization”) and issued a purchase order.

4.3.7. An Approved Work Authorization must be consistent with – and cannot alter – the terms and conditions of this Agreement. The terms and conditions of this Agreement shall prevail over any and all terms and conditions contained in an Approved Work Authorization – evben if the Approved Work Authorization expressly states that it is intended to control. Any conflicting terms and conditions in an Approved Work Authorization are invalid and unenforceable.

4.4. Changes to Work Authorization

4.4.1. Contractor shall notify the City immediately when a situation occurs that may result in a change to the total project cost specific line items in an Approved Work Authorization or purchase order. Contractor shall provide the reason for the change specific to each Approved Work Authorization or purchase order.

4.4.2. If Contractor requires changes to a fixed price Work Authorization, Contractor shall only be permitted to request changes with justification such as additional scope requested by City or unanticipated field conditions. For such changes, Contractor shall submit justification demonstrating that changes in cost are associated with changes in scope. Contractor shall not be entitled to additional compensation for issues such as errors in calculation of original pricing, changes in staff, or other changes that are not directly related to changes requested by the City.

Agreement with American Power Solutions, Inc./Exhibit A-Scope of Services Page 5 Rev. 07-01-18

4.4.3. In the event that unanticipated site conditions or other issues result in costs that exceed the Approved Work Authorization or changes to line items in an Approved Work Authorization or purchase order, Contractor shall submt to the City an updated Proposal for review and approval from the City in advance of performing the work. The City will issue a new or amended Work Authorization or purchase order (as applicable) to authorize such additional Services. Each changed Work Authorization and purchase order shall amend the Services and be incorporated into the Services by reference.

4.5. Each Approved Work Authorization and purchase order shall be incorporated into the Agreement by reference and subject to the terms and conditions and the Services contained therein shall be included within the Services.

4.6. Proposals, pricing, and quotes are not confidential and will not be treated as confidential even if marked confidential when submitted.

4.7. Contractor shall not initiate work before a Work Authorization has been approved and/or a purchase order has been issued and the City has directed Contractor to perform Services.

5. STAFF QUALIFICATIONS

5.1. Contractor shall designate a project manager and an onsite supervisor to be assigned to the City and be available during the entire length of the contract.

The project manager shall serve as the City’s main point of contact for all matters and shall obtain the City’s Project Manager to use personnel that were not submitted. The City also reserves the right to request a different project manager and/or Contractor’s personnel to be assigned at any time during the length of the contract.

5.2. All Contractor’s personnel shall be fully trained and qualified to perform the services specified herein.

5.3. City reserves the right to conduct background checks on all employee’s assigned to the City.

5.3.1. Additionally, there will be a separate background check for Contractor’s employees assigned to sites for the Santa Clara Police Department (SCPD). This background check will be conducted by SCPD.

6. STORAGE FACILITIES, EQUIPMENT, AND SPARE MATERIALS
Contractor shall maintain adequate storage at their own facilities to perform this contract, including a sufficient stock of materials required to complete the project. The City will work with Contractor on potential storage solutions.

Agreement with American Power Solutions, Inc./Exhibit A-Scope of Services Page 6 Rev. 07-01-18

7. MEETINGS
Contractor shall be available to meet, when deemed necessary, with City staff at a mutually agreed upon time and place to review and discuss any items related to all work performed under this contract.

8. GENERAL REQUIREMENTS
Contractor shall provide services to (1) retrofit existing fixtures with LED (this option includes disconnecting the existing ballast) or (2) replace fixture with new LED fixture that is like size, shape, and finish. All lighting must be an equivalent or greater than existing lighting output.

9. WORKMANSHIP/PERFORMANCE

9.1. Contractor shall warrant all work provided against any defects in workmanship or product and shall satisfactorily correct, at no cost to the City, any such defect that may become apparent within a period of one year after completion of work.

The warranty period shall commence upon date of acceptance by the City.

9.1.1. In the event of failure, Contractor shall respond within 24 hours of City contacting Contractor.

9.1.2. Warranty shall cover all labor, travel, parts, shipping, etc.

10. WARRANTY REQUIREMENTS FOR PRODUCTS

10.1. The warranty period for all products shall be for a period of one (1) year, or within the manufacturers’ warranty, whichever is the later period. The warranty period shall commence upon date of acceptance by the City.

10.2. Warranty shall cover all parts, shipping, travel, and labor. Warranty response and correction shall be a priority for the Contractor and issues addressed and completed within a reasonable time frame as agreed to by the City and Contractor.

11. REPORTING REQUIREMENTS
Contractors shall submit to the City a monthly activity report identifying all work completed and the locations of the work. The City may change reporting frequency, at its discretion.

Agreement with American Power Solutions, Inc./Exhibit B1-Compensation Page 1 Rev. 07-01-18
EXHIBIT B1

COMPENSATION

1. MAXIMUM COMPENSATION

1.1. The maximum compensation shall be as set forth in each Approved Work Authorization (Maximum Work Authorization Compensation). No services will be performed unless both Parties execute an Approved Work Authorization outlining the services requested and the compensation agreed for such services.

1.2. Contractor shall fully complete all work required by the Approved Work Authorization for no more than the maximum work authorization compensation.

1.3. City shall only be liable for charges expressly authorized in the Approved Work Authorization.

1.4. $VVSHFLILHGLQ6HFWLRQRI([KLELW$
³6&23(2)6(59,&(6´
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one of two firms selected to perform the Services, pursuant to two (2) separate agreements (collectively, the “LED Lighting Retrofit and Replacement Project Agreements”). Under no circumstance shall the total compensation for all Approved Work Authorizations to both firms exceed the total compensation of $500,000 approved by City Council on July 14, 2024.

2. RATES
Compensation under each Work Authorization and/or purchase order shall be in accordance with the rates set forth herein.

2.1. Contractor shall submit Proposals invoice all Services at the rates listed in Exhibit B2 (“Rate Schedule”) herein.

2.2. Rates listed in Exhibit B2 are fully burdened and will remain fixed for the initial two-year term of the Agreement.

2.3. Rate Increase: Rate adjustments may be requested prior to one-year option to renew the contract after the initial term. Rate increase requests must be tied to prevailing wage, CPI, PPI, or relevant industry specific index. Rate adjustments are subject to City's approval.

3. INVOICE REQUIREMENTS

3.1. Contractor shall invoice the City at the completion of each project and in a format approved by the City. City shall pay Contractor within thirty (30) days of City’s receipt of an approved invoice.

3.2. Invoice shall include at a minimum the following:

3.2.1. Approved Work Authorization Number

3.2.2. Date of Service
Agreement with American Power Solutions, Inc./Exhibit B1-Compensation Page 2 Rev. 07-01-18

3.2.3. Project/Service Description

3.2.4. Address of Serviced Location

3.2.5. Part Description

3.2.6. Unit Price/Hourly Rate

3.2.7. Quantity/Number of Hours

3.2.8. Etc.

Agreement with American Power Solutions, Inc./Exhibit B2-Rate Schedule Page 1 Rev. 07-01-18
EXHIBIT B2

RATE SCHEDULE

1. RATES

1.1. Contractor shall charge, and the City shall pay for actual services rendered and authorized according to the process outlined in Section 5 of Exhibit A1.

The rates applicable for the services are listed below in Table B2-1.

1.2. In cases where services are required but not listed below, Contractor shall submit rates for approval but the City in advance, in writing before performing services. For avoidance of doubt, any changes to the rates in Table B2-1 must be authorized in accordance with Section 2.2 of Exhibit B1. Rate changes are not permitted as part of the Work Authorization process.

Table B2-1: Rates
(INSERT RATE TABLE HERE)
Agreement with American Power Solutions, Inc./Exhibit C-Insurance Requirements Page 1 Rev. 07-01-18

EXHIBIT C

INSURANCE REQUIREMENTS
Without limiting the Contractor’s indemnification of the City, and prior to commencing any of the Services required under this Agreement, the Contractor shall provide and maintain in full force and effect, at its sole cost and expense, the following insurance policies with at least the indicated coverages, provisions and endorsements:

A. COMMERCIAL GENERAL LIABILITY INSURANCE

1. Commercial General Liability Insurance policy which provides coverage at least as broad as Insurance Services Office form CG 00 01. Policy limits are subject to review, but shall in no event be less than, the following:
$1,000,000 Each Occurrence
$2,000,000 General Aggregate
$2,000,000 Products/Completed Operations Aggregate
$1,000,000 Personal Injury

2. Exact structure and layering of the coverage shall be left to the discretion of Contractor; however, any excess or umbrella policies used to meet the required limits shall be at least as broad as the underlying coverage and shall otherwise follow form.

3. The following provisions shall apply to the Commercial Liability policy as well as any umbrella policy maintained by the Contractor to comply with the insurance requirements of this Agreement:
a. Coverage shall be on a “pay on behalf” basis with defense costs payable in addition to policy limits;
b. There shall be no cross liability exclusion which precludes coverage for claims or suits by one insured against another; and c. Coverage shall apply separately to each insured against whom a claim is made or a suit is brought, except with respect to the limits of liability.

B. BUSINESS AUTOMOBILE LIABILITY INSURANCE
Business automobile liability insurance policy which provides coverage at least as broad as ISO form CA 00 01 with policy limits a minimum limit of not less than one million dollars ($1,000,000) each accident using, or providing coverage at least as broad as, Insurance Services Office form CA 00 01. Liability coverage shall apply to all owned, non-owned and hired autos.

In the event that the Work being performed under this Agreement involves transporting of hazardous or regulated substances, hazardous or regulated Agreement with American Power Solutions, Inc./Exhibit C-Insurance Requirements Page 2 Rev. 07-01-18
wastes and/or hazardous or regulated materials, Contractor and/or its subcontractors involved in such activities shall provide coverage with a limit of two million dollars ($2,000,000) per accident covering transportation of such materials by the addition to the Business Auto Coverage Policy of Environmental Impairment Endorsement MCS90 or Insurance Services Office endorsement form CA 99 48, which amends the pollution exclusion in the standard Business Automobile Policy to cover pollutants that are in or upon, being transported or towed by, being loaded onto, or being unloaded from a covered auto.

C. WORKERS’ COMPENSATION

1. Workers’ Compensation Insurance Policy as required by statute and employer’s liability with limits of at least one million dollars ($1,000,000) policy limit Bodily Injury by disease, one million dollars ($1,000,000) each accident/Bodily Injury and one million dollars ($1,000,000) each employee Bodily Injury by disease.

2. The indemnification and hold harmless obligations of Contractor included in this Agreement shall not be limited in any way by any limitation on the amount or type of damage, compensation or benefit payable by or for Contractor or any subcontractor under any Workers’ Compensation Act(s), Disability Benefits Act(s) or other employee benefits act(s).

3. This policy must include a Waiver of Subrogation in favor of the City of Santa Clara, its City Council, commissions, officers, employees, volunteers and agents.

D. COMPLIANCE WITH REQUIREMENTS
All of the following clauses and/or endorsements, or similar provisions, must be part of each commercial general liability policy, and each umbrella or excess policy.

1. Additional Insureds. City of Santa Clara, its City Council, commissions, officers, employees, volunteers and agents are hereby added as additional insureds in respect to liability arising out of Contractor’s work for City, using Insurance Services Office (ISO) Endorsement CG 20 10 11 85 or the combination of CG 20 10 03 97 and CG 20 37 10 01, or its equivalent.

2. Primary and non-contributing. Each insurance policy provided by Contractor shall contain language or be endorsed to contain wording making it primary insurance as respects to, and not requiring contribution from, any other insurance which the Indemnities may possess, including any self-insurance or self-insured retention they may have. Any other insurance Indemnities may possess shall be considered excess insurance only and shall not be called upon to contribute with Contractor’s insurance.

Agreement with American Power Solutions, Inc./Exhibit C-Insurance Requirements Page 3 Rev. 07-01-18

3. Cancellation.
a. Each insurance policy shall contain language or be endorsed to reflect that no cancellation or modification of the coverage provided due to non-payment of premiums shall be effective until written notice has been given to City at least ten (10) days prior to the effective date of such modification or cancellation. In the event of non-renewal, written notice shall be given at least ten (10) days prior to the effective date of non-renewal.
b. Each insurance policy shall contain language or be endorsed to reflect that no cancellation or modification of the coverage provided for any cause save and except non-payment of premiums shall be effective until written notice has been given to City at least thirty (30) days prior to the effective date of such modification or cancellation. In the event of non-renewal, written notice shall be given at least thirty (30) days prior to the effective date of nonrenewal.

4. Other Endorsements. Other endorsements may be required for policies other than the commercial general liability policy if specified in the description of required insurance set forth in Sections A through D of this Exhibit C, above.

E. ADDITIONAL INSURANCE RELAT('3529,6,216
Contractor and City agree as follows:

1. Contractor agrees to ensure that subcontractors, and any other party involved with the Services who is brought onto or involved in the performance of the Services by Contractor, provide the same minimum insurance coverage required of Contractor, except as with respect to limits. Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this Agreement. Contractor agrees that upon request by City, all agreements with, and insurance compliance documents provided by, such subcontractors and others engaged in the project will be submitted to City for review.

2. Contractor agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Contractor for the cost of additional insurance coverage required by this Agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

Agreement with American Power Solutions, Inc./Exhibit C-Insurance Requirements Page 4 Rev. 07-01-18

3. The City reserves the right to withhold payments from the Contractor in the event of material noncompliance with the insurance requirements set forth in this Agreement.

F. (9,'(1&(2)&29(5$*(
Prior to commencement of any Services under this Agreement, Contractor, and each and every subcontractor (of every tier) shall, at its sole cost and expense, provide and maintain not less than the minimum insurance coverage with the endorsements and deductibles indicated in this Agreement. Such insurance coverage shall be maintained with insurers, and under forms of policies, satisfactory to City and as described in this Agreement. Contractor shall file with the City all certificates and endorsements for the required insurance policies for City’s approval as to adequacy of the insurance protection.

G. (9,'(1CE OF COMPLIANCE
Contractor or its insurance broker shall provide the required proof of insurance compliance, consisting of Insurance Services Office (ISO) endorsement forms or their equivalent and the ACORD form 25-S certificate of insurance (or its equivalent), evidencing all required coverage shall be delivered to City, or its representative as set forth below, at or prior to execution of this Agreement.

Upon City’s request, Contractor shall submit to City copies of the actual insurance policies or renewals or replacements. Unless otherwise required by the terms of this Agreement, all certificates, endorsements, coverage verifications and other items required to be delivered to City pursuant to this Agreement shall be emailed to:
[email protected]
Or mailed to:

EBIX Inc.

City of Santa Clara Department of Public Works – Facilities Division P.O. Box 100085 – S2
Duluth, GA 30096
Telephone number: 951-766-2280
Fax number: 770-325-0409
H. QUALIFYING INSURERS
All of the insurance companies providing insurance for Contractor shall have, and provide written proof of, an A. M. Best rating of at least A minus 6 (A- 9, RUVKDOO
be an insurance company of equal financial stability that is approved by the City or its insurance compliance representatives.

Agreement with American Power Solutions, Inc./Exhibit D-Labor Compliance Page 1 Rev. 07-01-18

EXHIBIT D

LABOR COMPLIANCE ADDENDUM
This Agreement is subject to the requirements of California Labor Code section 1720 et seq. requiring the payment of prevailing wages, the training of apprentices, and compliance with other applicable requirements.

I. Prevailing Wage Requirements

1. Contractor shall be obligated to pay not less than the General Prevailing Wage Rate, which can be found at www.dir.ca.gov and are on file with the City Clerk’s office, which shall be available to any interested party upon request. Contractor is also required to have a copy of the applicable wage determination posted and/or available at each job site.

2. Specifically, contractors are reminded of the need for compliance with Labor Code Section 1774-1775 (the payment of prevailing wages and documentation of such), Section 1776 (the keeping and submission of accurate certified payrolls) and 1777.5 in the employment of apprentices on public works projects. Further, overtime must be paid for work in excess of 8 hours per day or 40 hours per week pursuant to Labor Code Section 1811-1813.

3. Special prevailing wage rates generally apply to work performed on weekends, holidays and for certain shift work. Depending on the location of the project and the amount of travel incurred by workers on the project, certain travel and subsistence payments may also be required.

Contractors and subcontractors are on notice that information about such special rates, holidays, premium pay, shift work and travel and subsistence requirements can be found at www.dir.ca.gov.

4. Only bona fide apprentices actively enrolled in a California Division of Apprenticeship Standards approved program may be employed on the project as an apprentice and receive the applicable apprenticeship prevailing wage rates. Apprentices who are not properly supervised and employed in the appropriate ratio shall be paid the full journeyman wages for the classification of work performed.

5. As a condition to receiving progress payments, final payment and payment of retention on any and all projects on which the payment of prevailing wages is required, Contractor agrees to present to City, along with its request for payment, all applicable and necessary certified payrolls (for itself and all applicable subcontractors) for the time period covering such payment request. The term “certified payroll” shall include all required documentation to comply with the mandates set forth in Labor Code Section 1720 et seq, as well as any additional documentation requested by the City or its designee including, but not limited to: certified Agreement with American Power Solutions, Inc./Exhibit D-Labor Compliance Page 2 Rev. 07-01-18
payroll, fringe benefit statements and backup documentation such as monthly benefit statements, employee timecards, copies of wage statements and cancelled checks, proof of training contributions (CAC2 if applicable), and apprenticeship forms such as DAS-140 and DAS-142.

6. In addition to submitting the certified payrolls and related documentation to City, Contractor and all subcontractors shall be required to submit certified payroll and related documents electronically to the California Department of Industrial Relations. Failure to submit payrolls to the DIR when mandated by the project parameters shall also result in the withholding of progress, retention and/or final payment.

7. No contractor or subcontractor may be listed on a bid proposal for a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1(a)].

8. No contractor or subcontractor may be awarded a contract for public work on a public works project, unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5. Contractors MUST be a registered “public works contractor” with the DIR AT THE TIME OF BID. Where the prime contract is less than $15,000 for maintenance work or less than $25,000 for construction alternation, demolition or repair work, registration is not required.

9. All contractors/subcontractors and related construction services subject to prevailing wage, including but not limited to: trucking, surveying and inspection work must be registered with the Department of Industrial Relations as a “public works contractor”. Those you fail to register and maintain their status as a public works contractor shall not be permitted to perform work on the project.

10. Should any contractor or subcontractors not be a registered public works contractor and perform work on the project, Contractor agrees to fully indemnify the City for any fines assessed by the California Department of Industrial Relations against the City for such violation, including all staff costs and attorney’s fee relating to such fine.

11. This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

J. Audit Rights
All records or documents required to be kept pursuant to this Agreement to verify compliance with this Addendum shall be made available for audit at no cost to City, at any time during regular business hours, upon written request by the City Attorney, City Auditor, City Manager, or a designated representative of any of these officers. Copies of such records or documents shall be provided to City for audit at City Hall when it is Agreement with American Power Solutions, Inc./Exhibit D-Labor Compliance Page 3 Rev. 07-01-18
practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records or documents shall be made available at Contractor’s address indicated for receipt of notices in this Agreement.

K. Enforcement

1. City shall withhold any portion of a payment; including the entire payment amount, until certified payroll forms and related documentation are properly submitted, reviewed and found to be in full compliance. In the event that certified payroll forms do not comply with the requirements of Labor Code Section 1720 et seq., City may continue to hold sufficient funds to cover estimated wages and penalties under the Agreement.

2. Based on State funding sources, this project may be subject to special labor compliance requirements of Proposition 84.

3. The City is not obligated to make any payment due to Contractor until Contractor has performed all of its obligations under these provisions. This provision means that City can withhold all or part of a payment to Contractor until all required documentation is submitted. Any payment by the City despite Contractor’s failure to fully perform its obligations under these provisions shall not be deemed to be a waiver of any other term or condition contained in this Agreement or a waiver of the right to withhold payment for any subsequent breach of this Addendum.

City or the California Department of Industrial Relations may impose penalties upon contractors and subcontractors for failure to comply with prevailing wage requirements.

These penalties are up to $200 per day per worker for each wage violation identified; $100 per day per worker for failure to provide the required paperwork and documentation requested within a 10-day window; and $25 per day per worker for any overtime violation.

Agreement with American Power Solutions, Inc./Exhibit E-Notice of Option to Extend Agreement Page 1 Rev. 07-01-18

EXHIBIT E

NOTICE OF EXERCISE OF OPTION TO EXTEND AGREEMENT
AGREEMENT TITLE:

CONTRACTOR:

DATE:

Pursuant to Section __ of the Agreement referenced above, the City of Santa Clara hereby exercises its option to extend the term under the following provisions:

OPTION NO. # of #

NEW OPTION TERM
Begin date:

End date:

CHANGES IN RATE OF COMPENSATION
Percentage change in CPI upon which adjustment is based:

Pursuant to Section ___ of the Agreement the rates of compensation are hereby adjusted as follows:
(use attachment if necessary)
MAXIMUM COMPENSATION for New Option Term:

For the option term exercised by this Notice, City shall pay Contractor an amount not to exceed the amount set forth above for Contractor’s services and reimbursable expenses, if any. The undersigned signing on behalf of the City of Santa Clara hereby certifies that an unexpended appropriation is available for the term exercised by this Notice, and that funds are available as of the date of this signature.

Approved as to Form:

Dated:

GLEN R. GOOGINS
City Attorney
Jƿ9$1'*52*$1
City Manager
City of Santa Clara
1500 Warburton Avenue
Santa Clara, CA 95050
Telephone: (408) 615-2210
Fax: (408) 241-6771
□
Agreement with American Power Solutions, Inc./Exhibit F-Work Authorization Form Page 2 Rev. 07-01-18

EXHIBIT F

SAMPLE WORK AUTHORIZATION FORM
This work authorization (“Work Authorization”) is made pursuant to the Agreement for Service between the City of Santa Clara and [Enter Contractor’s Name] (“Agreement”). This Work Authorization is governed by the provisions of the Agreement and is hereby incorporated into that Agreement by reference. All Services shall be using the terms and rates included in the Agreement. In the event of any inconsistency between the terms and conditions of the Work Authorization and the Agreement, the terms and conditions of the Agreement shall govern and control.

PART A: GENERAL INFORMATION

WORK AUTHORIZATION
NUMBER:

Original
First Revised
Second Revised
Other Contract No.

Contractor Name/Address:

Expiration Date of Agreement:

Contractor’s Project Manager: Name: Email:

City’s Project Manager Name: Email:

Period of Performance for this
Work Order:

Start Date: Expected Completion Date:

Maximum Compensation for this Work Authorization
Contractor Representative Name (Print)
Contractor Representative Signature
Contractor Representative Signature Date
City Project Manager Name (Print)
Authorized City Representative (Print)
City Representative Signature
City Representative Signature Date
* Authorized City Representatives include Public Works Facilities Manager, Public Works Deputy Director
□
□
□ - □ -
-
-
-
- - -
Agreement with American Power Solutions, Inc./Exhibit F-Work Authorization Form Page 3 Rev. 07-01-18
PART B: SERVICES TO BE PERFORMED

1. REVISED WORK AUTHORIZATION
No
If yes, provide a brief description of the change(s).

2. SCOPE OF SERVICES TO BE PERFORMED
The Contractor shall perform the service(s) described below in accordance with all of the terms and conditions of the Agreement. (Insert a detailed Scope of Services below or attach as a separate file.) Scope of Services and cost proposal shall meet all of the provisions of Exhibit A and Exhibits B1 and B2.
□
□
Agreement with American Power Solutions, Inc./Exhibit F-Work Authorization Form Page 4 Rev. 07-01-18

3. COMPENSATION
a. Basis of Compensation: Time & Materials Fixed Fee
b. Payment Schedule:

Monthly Completion of Deliverable/Milestone Completion of Services c. Payment Terms. See Exhibit B1 for payment of terms.

4. ACCEPTANCE CERTIFICATE
Acceptance Certificate not required.

Acceptance Certificate required.
□
□
□ □
□ □
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-43 Agenda Date: 7/16/2024

REPORT TO COUNCIL

SUBJECT
Action on the Scope of Work with CLEAResult Consulting, Inc. for electrification consulting services and increase in maximum compensation for the shared service agreement with the Northern California Power Agency (NCPA)

COUNCIL PILLAR
Deliver and Enhance High-Quality Efficient Services and Infrastructure

BACKGROUND
On March 1, 2022, the City of Santa Clara (City) entered into Confirmation No. 0236 with the Northern California Power Agency (NCPA) to have CLEAResult Consulting, Inc. (CLEAResult) implement Silicon Valley Power’s (SVP) Electric Vehicle (EV) Charging Technical Assistance Program (EV Technical Assistance Program) and provide electrification consulting services under the NCPA Support Services Program Agreement. The EV Technical Assistance Program provides 1-on-1 support to multifamily and commercial property owners to implement EV charging infrastructure. EV Technical Assistance Program participants receive a custom EV Charging Planning Report that recommends one or more installation options, cost estimates, and site layouts. CLEAResult also assists EV Technical Assistance Program participants to apply for rebates. The City approved Amendment No. 1 to Confirmation No. 0236 on January 24, 2024 increasing the budget to $417,723 and extending services through December 2025.

To date, CLEAResult has enrolled 37 commercial and multifamily property owners including the Santa Clara Unified School District into the site assessment portion of the EV Charging Technical Assistance Program. SVP has also hosted four educational workshops. CLEAResult has been pivotal in moving 22 projects through the project implementation pipeline, which begins with EV infrastructure planning.

Separately, in January 2021, the City developed a Fleet Electrification Plan including SVP. This plan outlines steps, both short and long-term, to switch the City's fleet to zero-emission vehicles. It assigns specific departments to carry out these steps and the timelines needed for implementation. In 2023, California legislators passed the Advanced Clean Fleets (ACF) Regulation requiring state and local government and private fleets to ensure 50 percent of vehicle purchases are zero-emission beginning in 2024 and 100 percent of vehicle purchases are zero-emission by 2027. The City’s Fleet Electrification Plan will be updated to reflect the new ACF compliance requirements. Currently, SVP’s EV Charging Technical Assistance does not provide customer fleet electrification planning support.

The proposed modified scope with CLEAResult will support implantation of the Fleet Electrification Plan.

DISCUSSION
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24-43 Agenda Date: 7/16/2024
SVP recommends that fleet planning services be added to the task order with CLEAResult so that CLEAResult can provide a comprehensive EV program that coordinates both EV infrastructure and fleet electrification planning. Integrated planning provides customers with holistic support, including access to workshops, personalized guidance, and essential planning tools.

The added services are as follows:
· Medium-Heavy Duty Fleet Electrification Workshop Series: City fleet operators will attend six workshops and receive tools and templates to complete a fleet electrification roadmap.

Participants will receive 1-on-1 support to develop their fleet electrification plans. These workshops will help fleet operators plan proactively for integrating medium and heavy-duty fleets into the grid, and they will also be beneficial for distribution and capacity planning. · Customer-facing Fleet Planning Engagement Tool “ChooseEV”: This is an online education hub for fleet operators to compare vehicle models, estimate fleet conversion savings, identify incentives (such as rebates), and estimate EV charging needs. The ChooseEV tool allows SVP to identify potential fleet operators interested in transitioning their fleet to electric vehicles.
· City of Santa Clara Fleet Electrification Plan Refresh: CLEAResult will update the City’s plan to align with new state regulations and goals. This update will help revise cost estimates, identify where fleet chargers are needed and adjust the transition schedule to meet new regulations and technological advancements.

Staff recommends a three-year term, subject to the term of the NCPA shared services agreement with CLEAResult.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(5) of Title 14 of the California Code of Regulations in that it is an administrative activity that will not result in direct or indirect physical changes in the environment.

FISCAL IMPACT
The additional cost of expanding the Scope of Work with CLEAResult will not exceed $212,730, increasing the not-to-exceed maximum compensation from $417,723 to $630,453. Funding for this contract was included in the Electric Department’s FY 2024/25 Operating budget in the Electric Operating Grant Trust Fund.

COORDINATION
This report has been coordinated with the Finance Department and City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

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24-43 Agenda Date: 7/16/2024

RECOMMENDATION
Authorize the City Manager to execute an Amended Confirmation No. 0236, in substantially the form attached to this Report to Council, with CLEAResult for EV Charging Outreach and Technical Assistance under a shared service agreement with the Northern California Power Agency increasing the maximum budget by $212,730 (from $417,723 to $630,453) for an additional term of up to three years, subject to the review and approval as to form by the City Attorney.

Reviewed by: Manuel Pineda, Chief Electric Utility Officer Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. SVP CLEAResult Amended Statement of Work

2. City of Santa Clara Fleet Electrification Plan
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AMENDED STATEMENT OF WORK FOR EV CHARGING OUTREACH AND TECHNICAL

ASSISTANCE FOR SILICON VALLEY POWER

1. Statement of Work. THIS AMENDED STATEMENT OF WORK FOR ELECTRIC VEHICLE (“EV”)

CHARGING OUTREACH AND TECHNICAL ASSISTANCE SERVICES TO SILICON VALLEY POWER (this “SOW”) is pursuant to the terms and conditions of that certain Multi-Task Consulting Services Agreement between the Northern California Power Agency (“NCPA”) and CLEAResult Consulting Inc. (“CLEAResult”), dated December 18, 2020 (the “Agreement”), as amended.

Capitalized terms not defined in this SOW are as defined in the Agreement. This SOW supersedes the previous statement of work attached to Confirmation No. 0236 dated 1/24/2024.

2. General Scope. As required in the Agreement, this SOW defines the Services. The Parties intend for CLEAResult to perform electrification education and technical assistance services for Silicon Valley Power, a member of NCPA (“SVP”). The Parties acknowledge and agree that there are no installation services included under this SOW and that no work is allowed under this SOW that would qualify as a public works project under the California Public Contracts Code.

3. Term. The term of this SOW is from the date of signature by CLEAResult on a purchase order issued by NCPA (“Purchase Order”) (“the Effective Date”) through December 17, 2025.

4. Budget. The budget for this SOW is not-to-exceed (“NTE”) $606,453.00. The tables below provide the estimated budget per task. As requested or approved by SVP in writing (email is sufficient), CLEAResult may shift budget between tasks to meet the needs of SVP and SVP’s customers.

Table 1. EV Charging Infrastructure Technical Assistance (Extension) Task No. Task Name Budget

1.1 Strategy & Program Management $50,000

1.2 Marketing, Outreach & Education $80,000

1.3 EV Site Assessments $170,378

1.4 Vendor & Trade Ally Management $17,438

1.5 Installation Support $57,657
Total $375,473
Table 2. Electrification Education – Electrification Assessments (Extension) Task No. Task Name Budget

2.1 Program Management $14,850

2.2 Up to 100 Home Electrification Assessments $27,400
Total $42,250
Table 3. Electrification Education – Fleet Electrification and Fleet Cohort Task No. Task Name Budget

3.1 Fleet Market Assessment and Outreach $12,500

3.2 City of Santa Clara Fleet Electrification Plan Refresh $38,280

3.3 Fleet Electrification Cohort (up to 7 fleets) $89,950 Total $140,730

Table 4. ChooseEV Online Customer Engagement Tools
Task No. Task Name Budget

4.1 Commercial Fleet Tools & Services (through
December 17, 2025)
$48,000
Total $48,000
A. Billing Rates. This SOW is based upon a combination of fixed-price and time and materials charges and CLEAResult will bill for completed fixed-price activities, authorized hourly services and expenses monthly. Hourly billing increments will be by the quarter hour. For example, only, Services of 15 minutes of time or fewer will be billed as 15 minutes, 16 to 30 minutes will be billed as 30 minutes, etc. Annually on each anniversary of the Purchase Order date, the rates will increase by 3% The following customer definitions are applicable to Table 3 below only i. Small multifamily customer – A multifamily property where 1 electrical meter (e.g. the “house” meter) is evaluated for EV charging installation.
ii. Medium multifamily customer – A multifamily property where 2-3 electrical meters are evaluated for EV charging installation
iii. Large multifamily customer:
a. A multifamily property where 4 or more electrical meters are evaluated for EV charging, or
b. Any multifamily property with more than 50 dwelling units iv. Small business customer – Any non-multifamily, business service address with maximum annual electric demand <= 200 kW
v. Large business customer – Any non-multifamily, business service address with maximum annual electric demand > 200 kW

Table 5. EV Charging Infrastructure Technical Assistance (Extension) – Client Fee Activity
12/18/20 –
12/17/21
12/18/21 –
12/17/22
12/18/22 –
12/17/23
12/18/23 –
12/17/24
12/18/24 –
12/17/25

1.3 EV Site Assessment - Small
multifamily customer $2,100 $2,163 $2,228 $2,295 $2,364

1.3 EV Site Assessment - Medium
multifamily customer $2,750 $2,833 $2,917 $3,005 $3,095

1.3 EV Site Assessment - Large
multifamily customer (a) $4,000 $4,120 $4,244 $4,371 $4,502

1.3 EV Site Assessment - Large
multifamily customer (b) $3,750 $3,863 $3,978 $4,098 $4,221

1.3 EV Site Assessment - Small
business customer $2,300 $2,369 $2,440 $2,513 $2,589

1.3 EV Site Assessment - Large
business customer $3,750 $3,863 $3,978 $4,098 $4,221
Table 6. EV Charging Infrastructure Technical Assistance (Extension) – Customer Copay Activity 12/18/20 –
12/17/21
12/18/21 –
12/17/22
12/18/22 –
12/17/23
12/18/23 –
12/17/24
12/18/24 –
12/17/25

1.3 EV Site Assessment - Small
multifamily customer
$0 $0 $0 $0 $0

1.3 EV Site Assessment - Medium
multifamily customer
$0 $0 $0 $0 $0

1.3 EV Site Assessment - Large
multifamily customer (a)
$0 $0 $0 $0 $0

1.3 EV Site Assessment - Large
multifamily customer (b)
$250 $250 $250 $250 $250

1.3 EV Site Assessment - Small
business customer
$0 $0 $0 $0 $0

1.3 EV Site Assessment - Large
business customer
$250 $250 $250 $250 $250

Table 7. Electrification Education – Electrification Assessments (Extension) – Client Fee Activity
12/18/20 –
12/17/21
12/18/21 –
12/17/22
12/18/22 –
12/17/23
12/18/23 –
12/17/24
12/18/24 –
12/17/25

2.2. Home Electrification Survey - InPerson* $350 $361 $371 $382 $394

2.2. Home Electrification Survey - Virtual $250 $258 $265 $273 $281 * CLEAResult will follow all applicable federal, state, and local health guidelines regarding in-person events.

Table 8. Electrification Education – Electrification Assessments (Extension) – Customer Copay Activity
12/18/20 –
12/17/21
12/18/21 –
12/17/22
12/18/22 –
12/17/23
12/18/23 –
12/17/24
12/18/24 –
12/17/25

2.2. Home Electrification Survey - InPerson* $50 $50 $50 $50 $50

2.2. Home Electrification Survey - Virtual $50 $50 $50 $50 $50 * CLEAResult will follow all applicable federal, state, and local health guidelines regarding in-person events.

Table 9. Electrification Education – Fleet Electrification and Fleet Cohort Activity Client Fee

3.1 Fleet Market Assessment & Outreach $12,500

3.2 City of Santa Clara Fleet Electrification Plan Refresh $38,280

3.3 Fleet Electrification Cohort, per fleet $12,850
Table 10. ChooseEV Online Customer Engagement Tools
Activity
Rate (Through
End Date)

4.1 Commercial / Fleet Tools & Services $48,000
Table 11. Time & Materials Hourly Rates
Activity
12/18/20 –
12/17/21
12/18/21 –
12/17/22
12/18/22 –
12/17/23
12/18/23 –
12/17/24
12/18/24 –
12/17/25
Director $201 $207 $213 $220 $226
Sr. Manager $165 $170 $175 $180 $186
Manager $131 $135 $139 $143 $147
Program Analyst $100 $103 $106 $109 $113
Account Manager $118 $122 $125 $129 $133
Sr. Energy Advisor $96 $99 $102 $105 $108
I I I
I I I

Activity
12/18/20 –
12/17/21
12/18/21 –
12/17/22
12/18/22 –
12/17/23
12/18/23 –
12/17/24
12/18/24 –
12/17/25
Energy Advisor $76 $78 $81 $83 $86
Sr. Engineer $177 $182 $188 $193 $199
Engineer $136 $140 $144 $149 $153
Sr. Designer $116 $119 $123 $127 $131
Incentive Processor $57 $59 $60 $62 $64
Contact Center Representative $45 $46 $48 $49 $51
Estimated Direct Expenses
Marketing, Email, Digital, Printing (billed
at cost) $5,000.00

CLEAResult will provide NCPA with itemized invoices for services each period by Task No., and in accordance with the terms of the Agreement.

B. Payment. NCPA will make payment in accordance with the terms of the Agreement.

5. SVP Obligations.
a. Review and approval of program documents and marketing collateral b. Customer account information for program marketing and outreach c. Electricity consumption data for customers participating in the program d. Upon request, consultation with principal estimator on EV projects with likely distribution upgrade needs
e. Enter a Subscription Agreement for the ChooseEV Online Customer Engagement Tools, as required in the Agreement
f. Supply previously developed fleet electrification plan as basis for refresh

6. Tasks. CLEAResult shall perform the following:
a. Task 1: EV charging Infrastructure Technical Assistance Task Description Due Date

1.1 Strategy &
Program
Management
a. Host kickoff meeting with SVP to review workplan
b. Prepare program strategy document detailing target audience, goals, and marking and delivery approach (“Strategy Plan”)
c. Prepare program documents, including as necessary application, participation and data sharing agreement, and report template d. Prepare initial marketing collateral in accordance with SVP’s brand guidelines (“Marketing Collateral”). All collateral developed for the program belongs to Silicon Valley Power.
e. Provide content calendar, approved outreach language, graphics and all design files to SVP
f. Launch program, deploying customer-facing application and marketing g. Provide monthly progress reports to SVP
h. Meet monthly, or less frequently if SVP prefers, to review progress and resolve any issues
Ongoing

1.2 Marketing,
Outreach &
Education
a. Execute program strategy according to Strategy Plan
b. Maintain and enhance Marketing Collateral
c. Host customer webinars for prospective participants in the program to educate customers about the benefits of installing EV charging and the customer services provided by the program.
d. Conduct direct phone, email, and in-person outreach to educate and enroll eligible SVP customers
Ongoing

Task Description Due Date

1.3 EV Site
Assessments
For each site assessment:
a. Conduct pre-assessment meeting with eligible SVP customer to learn about their property, any objectives they have for an EV charging project, and schedule the site assessment
b. Prepare for assessment by gathering and reviewing remotely accessible data, which may include aerial photos, customer electricity consumption data, utility distribution infrastructure capacity, and digitized single line drawings
c. Conduct an onsite or virtual site assessment, as determined by customer preference, and collect information about the location, dimensions, and capacity of parking and electrical infrastructure d. Analyze data collected and prepare one or more EV charging solutions for the customer that describe the scope for EV charging and supporting infrastructure, including available incentives e. Consult with SVP engineering team for input on projects that appear to require a transformer upgrade
f. Provide report to SVP and make required revisions as requested by SVP before delivering to the customer.
g. Provide report to customer and host an online meeting with the customer to review the report and determine next steps for them to select a solution and move forward with installation
Ongoing, with
customer
solutions
delivered within
30 days of site
assessment

1.4 Vendor &
Trade Ally
Management
a. Solicit applications from local electrical contractors, screen the applications and develop a qualified installer (“Trade Ally”) list b. Monitor customer satisfaction with Trade Allies and address any performance issues by Trade Ally training or disciplinary action, which may include removal from the Trade Ally list
c. Either utilize an existing electric vehicle supply equipment (EVSE) qualified product list (QPL) or develop a new qualified list through a request for qualifications that is specific to SVP’s needs d. Monitor the EVSE and update annually
Ongoing

1.5 Installation
Support
a. Provide customer list of Trade Allies (defined below) to perform installation
b. Assist customers with the process of requesting and reviewing bids from Trade Allies or customers own identified contractors c. Review design documents when requested by customer to confirm alignment with scope and identify potential issues and make costsaving recommendations d. Engage with the customer and selected installation contractor as needed throughout installation to address questions and troubleshoot installation or permitting issues
e. Upon completion, verify proper charger installation and commissioning of the chargers and evaluate customer satisfaction with the project Ongoing

b. Task 2: Electrification Education – Electrification Assessments Task Description Due Date

2.1 Program
Management
a. Prepare program documents, including as necessary application, participation and data sharing agreement, and report template b. Provide monthly progress reports
c. Meet with SVP as needed to review progress and resolve any issues
d. Respond to customer pre- or post-assessment questions (up to 30 minutes per customer, then SVP email approval required to continue)
Ongoing

2.2 Home
Electrification
Assessments
For each site assessment:
a. Collect and review customer utility usage data
b. Discuss and document the customer objectives, such as emission reductions, cost savings, indoor air quality or others
c. Conduct an onsite* or virtual electrification assessment, as determined by customer preference, to collect information about the customer heating, cooling, hot water, and cooking appliances d. Evaluate customer data to identify electrification measures, estimate costs, and identify any available incentives
e. Deliver home electrification assessment report to customer that identifies electrification opportunities
Ongoing, with
customer reports
delivered within 14
days of site
assessment
* CLEAResult will follow all applicable federal, state, and local health guidelines regarding in-person events. c. Task 3: Electrification Education – Fleet Electrification and Fleet Cohort Task Description Due Date

3.1 Fleet Market
Assessment
and Outreach
a. Identification and segmentation of fleets in Company’s service territory, with estimates of potential electricity use (kWh and kW) presented as a Microsoft PowerBI map and database
b. Outreach to prioritized customers to enroll up to 7 fleet owners/managers in a Fleet Electrification Cohort
Database access
within 6 weeks of the
Effective Date

3.2 City of Santa
Clara Fleet
Electrification
Plan Refresh
a. Participation in a Fleet Electrification Cohort, as described in Task

1.3 b. Goal Refresh and Stakeholder Engagement
c. Vehicle Replacement Plan Refresh
d. Charging Infrastructure Scope Refresh
e. Funding Sources Refresh
f. Total Cost of Ownership (TCO) and Emissions Refresh
g. Fleet Electrification Plan Report Refresh
Plan Refresh
completed within 4
weeks of Effective
Date

3.3 Fleet
Electrification
Cohort
a. Deliver up to six, interactive, virtual workshops, 90 minutes in length
b. Provide participants with these tools and templates to complete a fleet electrification roadmap
c. Provide participants one-on-one support with troubleshooting, questions, and analysis
d. EV Site Assessments, where applicable, to be provided under Task 1
Cohort completed by
9/30/2025

d. Task 4: ChooseEV Online Customer Engagement Tools
Task Description Due Date

4.1 Commercial /
Fleet Tools &
Services
a. Electric Vehicle Fleet ("EV”) Benefits Landing Page
b. Vehicle Models & Savings
c. Advanced Fleet Conversion Savings Estimator & Charging Planner d. Simple Fleet Conversion Savings Estimator & Charging Planner e. EV & Plug-in Hybrid Electric Vehicle (PHEV) Model Review Tool f. Commercial Charging Equipment Review Tool
g. Tax Credits and Incentives
h. Case Studies
Configuration within
4 weeks of the
Effective Date
City of
Santa Clara Fleet
Electrification Plan
Prepared by the Center for Sustainable Energy
for the City of Santa Clara
January 2021
Center for ,A'\ Sustainable
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SILICON
VALLEY
POWER. CITY OF SANTA CLARA
~ TheCentero f What's Possible
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858-244-1177
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Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 3 Contents
About the Fleet Electrification Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Step 1: Assess Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Step 2: Apply for EV Infrastructure Funding Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Step 3: Assess Existing Energy Patterns and Vehicle Replacement . . . . . . . . . . . . . . . . . . . . . 10 Step 4: Procure Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Step 5: Workforce Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Step 6: Successful Greenhouse Gas Reductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Lessons Learned from Similar Fleets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Chapter 1: Funding Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Current Funding Utilizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Fleet Replacement Budgets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Low Carbon Fuel Standard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Cap & Trade Allowance Revenue. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 CEC EV Blueprint Phase II. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Estimated Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Vehicles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Chargers and Infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Lighting and Auxiliary Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Upfront Cost Mitigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Infrastructure Mitigation Tactics and Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Incentive Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Ongoing Cost Mitigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Low Carbon Fuel Standard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Summary of Funding Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Short Term. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Medium Term. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Long Term. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Chapter 2: EV Charging Analysis............................................36 Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Electrical Load Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Charging Analysis: Police Administration Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Charging Analysis: Fire Station #2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Charging Analysis: Central Park Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 4 Site Charging Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Energy Efficiency Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Load Management Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Intelligent Power Optimization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Integrated Solar Generation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Battery Buffering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Fleet Management and Telematics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Distributed Energy Resource Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Potential DER Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Applicable Time-of-Use Rates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Net Energy Metering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Energy Code (Title 24) Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Chapter 3: EV Fleet Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Identification of Electric Replacement Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Light-Duty Fleet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Medium-/Heavy-Duty Fleet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Other Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 EV Replacement Timeline Proposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Light-Duty Fleet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Medium-/Heavy-Duty Fleet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Other Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 EV Replacement Cost Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Light-Duty Fleet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Medium-/Heavy-Duty Fleet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Other Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 Chapter 4: Workforce Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Fleet Management & Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Understanding EVs and Building a Case for Procurement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Planning Vehicles with Infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Tracking EVs: GPS Fleet Management Software Integration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 Regulatory Legislation: Light-, Medium- and Heavy-Duty ZEVs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Funding Opportunities for Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Fleet Technicians . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Introduction to EV Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Vehicle Safety, Maintenance and Operations (M&O). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 EV Infrastructure Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Installers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 5 Demand Response and Load Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 First and Second Responder Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 First Responders: Fire and Police. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Second Responders: Tow Truck Operators. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 K-12 and Adult Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Introduction to EV Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Green Jobs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Training Resources Available. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 Chapter 5: Greenhouse Gas Emissions Reductions Analysis . . . . . . . . . . . . . . 93 Greenhouse Gas Emission Reductions Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Light-Duty Fleet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 Medium-/Heavy-Duty Fleet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 Other Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Appendix A: Public Safety Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Appendix B: Replacement Table for Existing Lighting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Appendix C: General Purpose Vehicle Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Appendix D: Public Safety Vehicle Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 Appendix E: Energy Code Requirements for Parking Lot Lighting . . . . . . . . . . . . . . . . . . . . . 105 Appendix F: Number of Chargers and Connectors to be Installed at Each Site to Support Fleet Electrification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 6 City of Santa Clara
Fleet Electrification Plan
About the Fleet Electrification Plan
This Fleet Electrification Plan proposes specific, actionable short- and long-term steps derived from the fleet and infrastructure analyses conducted by the Center for Sustainable Energy (CSE). The short-term actions prioritize early wins that can generate support and build momentum for the long-term actions. The plan also identifies specific departments responsible for implementation and timelines for specific actions. The steps listed in the implementation plan are consistent with the City of Santa Clara’s Climate Action Plan (CAP).

About City of Santa Clara and Silicon Valley Power
Silicon Valley Power (SVP) the City of Santa Clara’s municipal electric utility, has been providing electricity to city customers since July 1896.

SVP provides affordable, reliable electricity and power infrastructure to city residents and businesses. The utility is recognized as a leader in the renewable power space and regarded as a trusted energy advisor that customers can depend on. Silicon Valley Power’s business model demonstrates the value of the nonprofit, community-owned utility and its accountability to shared community ideals.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 7 Executive Summary
Ground transportation fleets are one of the most visible greenhouse gas emitters to Santa Clara communities being served by government operations. According to the City of Santa Clara’s 2013 Climate Action Plan, the transportation sector was the second largest contributor of community greenhouse gas emissions in 2008, generating approximately 523,000 metric tons of carbon dioxide equivalent (CO2 e).

In order to reduce transportation emissions, CSE recommends the following steps to electrify the municipal fleet and taking advantage of currently available electric vehicle and charging infrastructure funding opportunities. Funding, electrical vehicle infrastructure and vehicle procurement recommendations are made from earliest to latest in the fiscal year (July 1–June 30) with short-, medium- and longterm action items defined as follows:

Short term (1-3 years)
Medium term (3-5 years)
Long term (5-10 years)
The greenhouse gas emissions analysis and workforce development recommendations are ongoing items that should be implemented throughout the fleet lifetime. The recommendations capture a snapshot in time of where the City of Santa Clara currently is in the fleet electrification journey and offers steps to consider based on fleet electrification best practices and lessons learned from similar fleets that have completed the fleet electrification process.

Step 1: Assess Funding
While upfront costs of electric vehicles (EVs) are decreasing, as the technology advances and the number of available models increases, fleet vehicle replacement and infrastructure build-out remains expensive. This plan highlights funding opportunities available from various sources for both plug-in EVs and EV infrastructure (EVI).

As the fleet electrification plan gets underway, the City of Santa Clara should do the following.
• Continue to quantify and redeem any earned Low Carbon Fuel Standard (LCFS) credits
• Determine the current budget for fleet replacements and charging installations • Identify high-priority sites and vehicles to be replaced • Procure and install charging equipment at highest-priority sites • Acquire subscriptions to charger networking services
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 8 The city should review opportunities from the Clean Vehicle Rebate Project (CVRP) for light-duty replacement options and the Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) for medium- and heavy-duty options. If the city procures vehicles on the HVIP list, affiliated vendors should be contacted. In procuring light-duty vehicles, the city can apply for any CVRP eligible vehicle incentives within three months of acquisition. For charging infrastructure incentives, the city should connect with the California Electric Vehicle Infrastructure Project (CALeVIP). Lastly, the city should purchase subscriptions to vehicle monitoring services prior to the deployment of their electric fleet.

Listed below are significant short-, medium- and long-term action items for the City of Santa Clara when considering fleet electrification.

Short-Term Actions
• Assess the nearest-term vehicle replacements and determine which will be prioritized in Year 1 and succeeding years.
• By the end of Year 3, procure and install 86 charging connectors at identified sites, leveraging CALeVIP incentives as possible in Year 1. • By the end of Year 3, procure, deploy and monitor vehicles across identified sites, leveraging HVIP and CVRP as possible through Years 1–3. • Quantify and claim LCFS credits on EVI.

Medium-Term Actions
• Assess moderate-term vehicle replacements and determine which will be prioritized in each year.
• By the end of Year 5, procure and install charging connectors as appropriate to the number of vehicles at identified sites.
• By the end of Year 5, procure, deploy and monitor vehicles across identified sites, leveraging HVIP and CVRP as possible.
• Quantify and claim LCFS credits on EVI.

Long-Term Actions
• Assess long-term vehicle replacements and determine which will be prioritized in each year.
• By the end of Year 10, procure and install charging connectors as appropriate to the number of vehicles at identified sites.
• By the end of Year 10, procure, deploy and monitor vehicles across identified sites, leveraging HVIP and CVRP as possible.
• Quantify and claim LCFS credits on EVI.

For a detailed version of the funding analysis, see Chapter 1: Funding Analysis.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 9 Step 2: Apply for EV Infrastructure
Funding Programs
Existing and near-term EV infrastructure incentive programs identified as part of Step 1 should be reviewed to determine funding availability and timelines. Some, such as CALeVIP, are first-come, first-served programs that have dedicated project timelines that must be closely followed in order to receive funding; these must be known beforehand and incorporated into planning efforts. Visit CALeVIP’s Peninsula-Silicon Valley Incentive Project website for the latest details on funding.

The city’s EVI installation process should progress as follows:
• Determine which sites to prioritize for near-term fleet adoption • Assess each site to determine the available electrical capacity, available physical space and the number of ADA stalls that will be needed for California Building Code compliance
• Begin make-ready process (trenching, conduit, stub-outs) • Install chargers
• Procure vehicles
Short-Term Programs
The most relevant EV charger incentive program is the Peninsula-Silicon Valley Incentive Project, which can support up to 20 Level 2 chargers or six direct current fast chargers (DC fast chargers or DCFCs), at up to $4,500 per Level 2 connector and $70,000 per DC fast charger. Buying down the initial price of the chargers will be important in improving the overall business case of the equipment needed to support the nearest-term fleet electrification.

Additional cost recovery can be projected by factoring in Low Carbon Fuel Standard (LCFS) credits that can be sold on the credit market – credits are around $0.16/kWh at the time of writing.

CSE advises that for each cycle of vehicle procurement, chargers should be purchased and installed before vehicles are delivered in order to maximize vehicle service time.

Taking delivery of vehicles before charger installation can result in stranded assets or significant inconvenience if problems arise with the charger installations.

Medium-/Long-Term Programs
It is difficult to gauge the future availability of electric vehicle infrastructure incentive programs or funding mechanisms. The most reliable source of funding may come from two sources: LCFS credit trades and/or public charging revenue from city-owned chargers. CSE recommends that chargers installed at facilities with frequent public visitations (e.g., city hall, police stations, parks and recreation areas, etc.) be made available to the public during normal business hours. By doing so, a small margin can be built in to cover the costs of delivering on-peak power to public vehicles, while fleet vehicles charge overnight to take advantage of off-peak Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 10 power. Though these funding sources are unlikely to be substantial, careful pricing of public sessions and frequent trading of LCFS may prove to generate enough cash flow to provide a moderate funding source for additional stations.

For a detailed version of the EV Charging Analysis, see Chapter 2: EV Charging Analysis.

Step 3: Assess Existing Energy Patterns
and Vehicle Replacement
Determine which of the vehicles recommended for replacement consideration will be replaced with an EV in the short term. While 8- and 13-year replacement schedules are used to frame this plan, these ages should be treated as a general guidepost, and evaluating vehicles on a case-by-case basis is recommended.

Vehicles with mileage below the average of their class should be evaluated for necessity. Identifying opportunities to achieve transportation needs with fewer vehicles will improve the cost favorability of new vehicles.

EV suitability for emergency services and detective vehicles should be assessed on a case-by-case basis.

Identify vehicles that can be replaced with a lighter class or if transportation needs can be achieved with fewer vehicles. Telematics systems may prove helpful in determining the latter case.
• Bid on short-term replacement vehicles and consider state-leveraged price agreements in California procurement contracts.
• Identify applicable incentives and other funding sources. Apply for incentives that allow for pre-approval.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 11 Light-Duty Fleet
Short-/Medium-/Long-Term Replacements
The figure below describes the light-duty vehicles recommended for replacement consideration in the short, medium and long term.

Figure 1. Light Duty Replacements
Table 1 presents proposed short-term EV replacement options by vehicle class for each plug-in EV technology type (BEV – battery electric vehicle; PHEV – plug-in hybrid electric vehicle), with recommended vehicle models indicated in bold.

Table 1. Proposed Light-Duty EV Replacements by Vehicle Class and Type Class Proposed BEV Proposed PHEV
Sedan, Compact* Chevrolet Bolt EV Hyundai Ioniq Plug-in Hybrid† Sedan, Midsize Hyundai Ioniq Electric Hyundai Ioniq Plug-in Hybrid Sedan, Full Size Tesla Model S Kia Niro Plug-in Hybrid‡ Sport Utility Vehicle, Small Hyundai Kona Electric Ford Escape Plug-In Hybrid * For compact vehicles in which a subcompact replacement is suitable, the all-electric MINI Cooper SE Hardtop 2 door is a cost competitive option, with expected total cost of ownership within 10% of the Hyundai Ioniq Plug-in Hybrid. † This midsize model is more fuel efficient and cost-effective than compact PHEVs currently on the market. ‡ While full size sedans currently on the market are all in the high-price luxury space, the Kia Niro Plug-in Hybrid, which the EPA classifies as a small station wagon, has the passenger and cargo space equivalent to that of a large sedan and may be suitable for similar applications.

As the light-duty (LD) truck and van EV markets develop over the coming years, CSE recommends revisiting vehicle availability to examine the feasibility of electric replacements at that time.

Term Short Term Medium Term Long Term
Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Vehicle
Age & Class
7+ year-old sedans
and small SUVs
7+ year-old standard SUVs,
trucks, vans and 4–6-yearold vehicles of all classes
up to 3-year-old
vehicles of all
classes Turnover of light-duty
fleet completed. Consider
replacement of 2021–2023
acquisitions.

Vehicle
Count and
Cumulative
Percent
42–43
(17%)
42–43
(34%)
39 (50%)
39 (65%)
39 (81%)
23–24
(90%)
23–24
(100%)
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 12 Medium-/Heavy-Duty Fleet
Short-/Medium-/Long-Term Replacements
The figure below describes the medium-duty (MD) and heavy-duty (HD) vehicles recommended for replacement consideration in the short, medium and long term.

Figure 2. MD/HD Replacement Timing
Table 2 presents proposed short-term EV replacement options by vehicle class for each plug-in EV technology type, with recommended vehicles indicated in bold.

Some models include an “or equivalent” label, suggesting that equivalent models from other manufacturers may prove more suitable for specific assignments upon communication with a manufacturer/retailer or more cost-competitive upon acquisition price negotiations. For these models, expanding bidding across a variety of manufacturers eligible for HVIP is recommended, including BYD, GreenPower, Lightning Systems, Motiv and Phoenix.

Table 2. Proposed Medium-/Heavy-Duty EV Replacements by Vehicle Class Class Proposed BEV Proposed PHEV
Aerial Truck, MD/HD — Altec JEMs ePTO*
Step Van, MD Motiv EPIC E-450 Step Van
(or equivalent) —
* Electric power take-off devices (ePTO) are a mild-hybrid technology that can reduce emissions from MD/HD aerial utility and work trucks. ePTO devices use rechargeable on-vehicle batteries to power truck-mounted equipment such as aerial platforms and digger derricks or other power tools without running the engine, allowing for idle and fuel reductions. HVIP-eligible Altec models with ePTO included include the JEMs 4e4 and 6e6 (MD) and JEMs 12E8 and 1820/18E20 (HD), though the devices can be installed on various truck models and are expected to be cost-effective (see Chapter 3: EV Replacement Cost Estimates).

As the MD/HD EV markets develop over the coming years, CSE recommends revisiting vehicle availability to examine the electric replacements.

For a detailed version of the EV Fleet Analysis, see Chapter 3.

Term Short Term Medium Term Long Term
Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Vehicle
Age & Class
More than
12-year-old MD
step/cargo vans,
MD/HD aerial
trucks
More than 12-year-old MD
bookmobiles and flatbed
trucks, MD/HD dump, utility
and specialty trucks and 9- to
11-year-old vehicles of all classes
4–8-year-old vehicles of all classes
Vehicle
Count and
Cumulative
Percent
3 (2%)
3 (4%)
10 (10%)
10 (17%)
10 (23%)
18–19
(34%)
18–19
(46%)
18–19
(58%)
18–19
(70%)
18–19
(82%)
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 13 Step 4: Procure Vehicles
Short-Term Acquisitions
The EV Fleet Analysis indicates that most of the vehicles primed for near-term replacement are light-duty vehicles, which are eligible for rebates through the CVRP program. Due to the structure of the program, the City of Santa Clara should identify which of the vehicles specified as short-term replacements are desired to be replaced, then submit purchase orders for vehicles. After this, CVRP funding can be requested up to three months after vehicle purchase, for up to 30 rebates per calendar year. If the city replaces a medium- or heavy-duty vehicle in the short term, HVIP funding should be pursued as soon as voucher requests open, which varies each year. It is advised to check the website for the exact dates as program funding is limited and incentives are popular. (Note: CSE highly recommends installing charging infrastructure well before vehicles are delivered to allow time for any unforeseen complications.)
Medium-Term Acquisitions
Vehicles noted as medium-term replacement candidates are a diverse mixture of light-, medium- and heavy-duty vehicles, which are anticipated to have suitable replacements coming to market within the next few years. As noted above, CVRP and HVIP funding should be monitored closely, and vehicle procurement should coincide with funding availability. Due to the longer time horizon associated with vehicles in this category, the feasibility of electric replacements may require reevaluation over time to include any additional vehicle options that have come on the market.

Long-Term Acquisitions
Long-term vehicle candidates are difficult to specifically project, as the electric vehicle landscape is likely to look significantly different at the end of the mediumterm replacement window. Reevaluation will be required to reflect a new diversity of options across all sectors, including expected technological developments within the heavy-duty electric vehicle sector and an expanded range of light- and mediumduty vehicles composed of offerings within each major body style, with improved ranges and faster charging times.

For a detailed version of the EV Fleet Analysis, see Chapter 3.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 14 Step 5: Workforce Development
Workforce development in fleet operations should be a constant, ongoing process for the City of Santa Clara. The electric vehicle field is rapidly evolving and will require a dynamic workforce to ensure that the city is aware of the current state of the field. This plan divides the workforce into four primary categories and lists the knowledge each should have.

1. Fleet Management and Administration: Fleet managers, decision-makers and procurement specialists
• Know the basics behind EVs and how they differ from internal combustion engine (ICE) vehicles
• Quantify the fuel and maintenance savings associated with electric vehicles • Outline, adopt and frequently update a fleet transition policy • Seek to minimize fueling costs by leveraging networked equipment, load shifting strategies, load management strategies or all the aforementioned • Implement fleet management solutions to track and monitor EVs, using the data to build out a clear picture of how vehicles are being used and if the vehicle in each role is appropriate for its use case and duty cycle • Monitor developments in light-, medium- and heavy-duty EV legislation at the state level

2. Fleet Technicians: Service personnel, mechanics and vehicle managers • Know the basics behind EVs and how they differ from ICE vehicles • Undergo safety training associated with high-voltage work and EV emergencies
• Familiarize themselves with EV maintenance procedures • If desired, train in advanced EV diagnostics and repair • Receive high-level vehicle-specific training as part of the vehicle acquisition
• As applicable/eligible, receive training through either the EVITP or the NAFTC Infrastructure Training Program

3. EV Infrastructure Technicians: Charger installers, maintainers and service personnel
• As applicable/eligible, receive training through either the EVITP or the NAFTC Infrastructure Training Program
• Understand the basic and routine maintenance tasks needed to keep chargers in good working order
• Maintain and adjust demand response and load management schedules, as needed
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 15

4. First and Second Responders
• Undergo safety training to become familiar with the appropriate protective equipment, response procedures and precautions needed when working with high-voltage lines and other hazardous equipment • Undergo safety training on how to recover and tow alternative-fuel vehicles without incurring additional damage
For a detailed version of the workforce development recommendations, please see Chapter 4: Workforce Development.

Step 6: Successful Greenhouse Gas
Reductions
Light-Duty Fleet
Short-Term Reductions
The greenhouse gas (GHG) emission reductions potential from the electrification of 85 of the city’s sedans and small SUVs in the short term is expected to be roughly 986 metric tons (MT) of CO2
e over an 8-year ownership period. The average annual
GHG emissions from the current fleet range from 0.7 to 3.4 MT per vehicle. EV replacements range from 59–89% cleaner than current vehicles, presenting GHG reduction potential of up to 3 MT per vehicle annually, or up to 24 tons over an 8-year ownership period.

Medium- and Long-Term Reductions
Because the specific models and fuel efficiency of medium- and long-term EV acquisitions is unknown, a rough estimate of their emission reductions potential is calculated using conservative factors that characterize average emission rates of current vehicles. Assuming replacements of each class are half BEVs and half PHEVs (to align with the Zero Emission Purchasing Mandate), with fixed emission rates and mileage, the medium- and long-term electrification of the city’s remaining 163 light-duty non-patrol vehicles might be expected to save roughly 3,500 MT of CO2
e over an 8-year ownership period.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 16 Medium-/Heavy-Duty Fleet
Short-Term Reductions
Short-term EV replacements are expected to emit 66% less GHGs than the current renewable diesel-fueled vehicles. The emission reductions potential from the electrification of one of the city’s MD step vans in the short term is expected to be roughly 56 MT of CO2
e over a 13-year ownership period.

GHG savings from each aerial truck with ePTO are expected to be nearly 6 MT annually, assuming PTO operation at four hours per day and 250 days per year. This equates to 72 MT per vehicle over a 13-year ownership period and represents 362 MT of savings potential from five short-term MD/HD aerial truck replacements.

Medium-/Long-Term Reductions
Because the specific models and fuel efficiency of medium- and long-term EV acquisitions is unknown, a rough estimate of their emission reductions potential is calculated using conservative factors that characterize average emission rates of current MD/HD vehicles. Assuming fixed emission rates and mileage, the mediumand long-term electrification of the city’s remaining 152 medium- and heavy-duty non-public safety vehicles would be expected to save over 10,000 MT of CO2 e over a
13-year ownership period.

Projecting the same ePTO savings rates onto the city’s 11 aerial trucks that aren’t scheduled for short-term replacement results in an estimated additional 796 MT of savings potential (though all-electric aerial truck options may become available in the medium- or long-term, enabling further GHG savings from vehicle mileage).

For a detailed version of the Greenhouse Gas Analysis, see Chapter 5.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 17 Lessons Learned from Similar Fleets
Common lessons learned from city government fleets throughout California include creating the following: 1) vehicle replacement plan, 2) domicile location plan for each vehicle and 3) hiring a full-time employee or equivalent to manage incentives and coordinate city departments involved in the fleet electrification process.

Vehicle Replacement and Domicile Location Plan
A vehicle replacement plan for all vehicles and equipment should be created for Years 1-5 and 6-10. CSE analyzed the city’s current vehicle and equipment inventory and where assets are parked or based (see Chapter 2: EV Charging Analysis). The city can use the EV Charging Analysis to begin creating the vehicle replacement and domicile location plan. Other items to consider when creating the plans include domicile location for newly purchased zero-emission vehicles, where the newly purchased vehicles will be charged and mapping out the infrastructure needs if the city plans to scale. All of the city’s vehicles located at city hall should be electric for visibility and public charging purposes. Raceways for electrical wiring should be installed for initial electric vehicle supply equipment (EVSE) as well as future EVSE, meaning one for every space, with adequate panels to support both current and future EVSE. If renovations are planned for any of the locations, plan for the projects to be expanded to include EVSE or stub-outs for future EVSE and storage.

Beginning January 1, 2021, AB 841 requires that publicly funded EVSE projects have one or more technicians (electricians) that are certified by the EVITP (Electric Vehicle Infrastructure Training Program) installing the Level 2/DCFC. Further, recent California Division of Measurement Standards (DMS) regulations require significant enhancements to public EVSE. Technicians that install or repair public EVSE must be registered with each county’s weights and measures department (January 1, 2022, for DCFC). Even more arduous California Air Resources Board (CARB) regulations begin January 1, 2022, for public DCFC and January 1, 2023, for public EVSE.

Neither fleet nor workplace EVSE/DCFC are currently subject to DMS and CARB regulations (other than CARB reporting). The city should explore charging for employee parking areas as a means to recover EVSE costs.

The city should become familiar with the new regulations for public charging before committing to expand public charging. If the city decides to provide public charging, it will need a dedicated support team just for the public charging or a maintenance subscription to an EVSE monitoring service.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 18 Hire a Full-time Resource
Fleet electrification requires coordination and communication across multiple departments including fleet and facility services within the city, as well as site operators, permitting and building code specialists and fire department personnel.

A full-time resource person to oversee permitting processes, apply for incentives, manage electric vehicle infrastructure installation and operations and submit proper reporting required of city government fleets will help the city to fully prepare as California transitions to zero-emission vehicles. Chapter 1: Funding Analysis Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 19 Chapter 1: Funding Analysis
The Funding Analysis includes an overview of current funding sources and uses for fleet vehicles and charging infrastructure from the City of Santa Clara and recommendations on how the city can mitigate costs associated with EV charging infrastructure construction and maintenance. It covers 1) incentive programs for charging stations and distributed energy resources, 2) additional opportunities for reducing construction and maintenance costs, 3) costs saved over time when implementing the EV Fleet Analysis and EV Charging Analysis recommendations on load mitigation strategies and 4) estimated revenue on a per-vehicle basis, given by average per-vehicle annual operational savings.

Current Funding Utilizations
Fleet Replacement Budgets
The City of Santa Clara maintains a budget for their annual fleet replacements, which can be utilized to address vehicles in imminent need of replacement. For the 2020-2021 fiscal year, this totals approximately $2.35 million.

Table 3. General Fund Departmental Fleet Replacement Budgets (2020- 2021 Fiscal Year)
Low Carbon Fuel Standard
The City of Santa Clara is currently claiming an estimated $2.5 million in Low Carbon Fuel Standard credits annually from a combination of sources. These funds are already being used to subsidize additional projects that can generate LCFS credits, including EV charging station installations.

Department Type FY 2020-2021
Fire Heavy Emergency $210,000
Fire Light Vehicle $35,000
Finance Light Vehicle $64,000
Parks & Rec Equip. $24,000
Parks & Rec Medium Vehicle $125,000
Police Light Vehicle Non-Patrol $908,000
Police Light Vehicle Patrol $432,000
Public Works Equip. $12,500
Public Works Light Vehicle $126,000
Public Works Medium Vehicle $408,000
Grand Total $2,344,500
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 20 Cap & Trade Allowance Revenue
The City of Santa Clara has earmarked approximately $2 million from their AB 32 cap-and-trade revenues to implement workplace charging, replace fleet vehicles and develop job training.

CEC EV Blueprint Phase II
If awarded the Phase II Blueprint Grant from the California Energy Commission (CEC), Silicon Valley Power would be eligible for a grant of $2.5 million or 75% of project costs, whichever is less, to begin implementing the recommendations outlined in the Phase I blueprint. These include a wide range of actions, from adjusting building codes and developing submetering procedures to designing and implementing EVSE rebate programs. The Phase I blueprint specifically outlines implementing city-funded and owned charging as an action item, as well as electrifying the city’s fleets.

Estimated Costs
Vehicles
The EV Fleet Analysis report notes the costs of replacing short-term vehicles with plug-in EV alternatives. Overall, there is an estimated $3.05 million total cost of ownership associated with procuring and operating 86 vehicles identified as ideal candidates for short-term replacements.

Table 4. Total Cost of Ownership
These estimated total costs of ownership assume that the City of Santa Clara is able to leverage both the Clean Vehicle Rebate Project (CVRP) for light-duty replacement options and the Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) for medium- and heavy-duty options Duty Type Number of Vehicles Total Cost of Ownership
Light 85 $2,906,249
Medium/Heavy 1 $143,270
Total 86 $3,049,519
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 21 Chargers and Infrastructure
To support the 86 short-term vehicles outlined above, CSE recommended a 1:1 charger-to-vehicle ratio. These allocations are broken out by site and estimated replacement schedule.

Table 5. Upfront Cost for Short-Term Charging Needs
The total estimated upfront cost of procuring and installing chargers at each of the sites, in order to support the short-term charging needs of the fleet, is approximately $626,411.

Lighting and Auxiliary Systems
While a lack of site audits makes it difficult to specifically identify opportunities for energy efficiency retrofits at city facilities with short-term EV charging installations, satellite imagery was used to visually assess sites and make extremely high-level recommendations on lighting projects that might present a beneficial savings-to-investment ratio at each site.

Facility
(Address) Duty Type Number of Vehicles
Energy
Consumption
(kWh)
Power
Consumption
(kWh)
Cost
City Hall
(1500 Warburton) Light 20 8476.6 144.0 $145,600
Electric Admin
(881 Martin) Light 1 491.3 7.2 $7,280
Fire Station #1
(777 Benton) Light 3 2775.2 21.6 $21,840
Police
Administration
(601 El Camino)
Light 29 30017.4 208.8 $211,120
Police
Administration
(601 El Camino)
Medium 1 1893.1 11.5 $7,611
Street Corp Yard
(1700 Walsh) Light 25 14047.2 180.0 $182,000
Water Utility Yard
(1705 Martin) Light 7 7697.0 50.4 $50,960
Total 86 20 623.5 $626,411
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 22 Given the high energy savings and relatively low upfront cost associated with LED lighting retrofits, undertaking projects to reduce baseline energy loads at sites that may not already have LED lighting, such as the Street Corp Yard/Water Utility Yard, may free up minor electrical capacity and expenses that could be used to continue building out the EV charging network. However, the scope and scale of potential projects cannot be quantified without a detailed site walk.

Upfront Cost Mitigation
This section explores methods of limiting the upfront costs associated with procuring and deploying plug-in EVs and supporting charging, including construction considerations, incentive programs and ongoing cost recovery.

Infrastructure Mitigation Tactics and Strategies
When installing EV infrastructure, it’s important to carefully plan installations in ways that minimize cost, including oversizing installations to provide expandability and minimizing conduit and trenching runs.

Minimizing Conduit Runs
In the process of installing EV charging, trenching and running conduit can make up a significant portion of the overall cost of the project. The Department of Energy estimates that trenching alone can cost up to $100 per foot. Siting an EV charging installation as close to the panel as possible in order to minimize conduit runs, or opting for externally run conduit, can save significant amounts of installation cost and labor.

Site Observed Technology
City Hall
(1500 Warburton)
4-6 LED parking lot lighting pairs observed (shoebox fixtures).

Lollipop fixtures present; may be LED. Google street view and satellite imagery date 2020.

Electric Admin
(881 Martin)
Shoebox fixtures observed, may be LED. Google street view and satellite imagery date 2020.

Fire Station #1
(777 Benton)
Wall packs observed, may be LED. Google street view and satellite imagery date 2019.

Police Administration
(601 El Camino)
~20 LED parking lot lights observed (shoebox fixtures). Wall packs observed on building, may be LED. Google street view and satellite imagery date 2020.

Street Corp Yard
(1700 Walsh)
HID street lighting observed in lot. HID floodlights observed in rear lot and at front. HID wall packs observed on main building walls, with potential failed photocells or manual controls. High potential for electricity savings. Google street view and satellite imagery date 2020.

Water Utility Yard
(1705 Martin)
LED street lighting observed at entrance. Photocell equipped flood light on same pole. Shares pass through to Street Corp Yard. Potential for electricity savings. Google street view and satellite imagery date 2020.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 23 Ensuring Capacity for Future Installations
As trenching and conduit are extremely expensive, if demand for EV charging at a given site rapidly increases to the point that an installation needs to be expanded, avoiding the need to duplicate the original work could save significant cost. The Rocky Mountain Institute (RMI) advocates for estimating the future utilization of a site and then, as possible, sizing the charging panel and any necessary electrical upgrades to that future utilization rather than the immediate need. For example, the Street Corp Yard, in the short term, is expected to require a total of 180 kW. At full fleet electrification, the site is expected to require more than 1 MW of charger power, thus, per RMI’s advice, the panel, transformers and conduit should be sized in order to accommodate this future 1 MW of power, rather than incrementally upgrading all of the necessary equipment each time. Future-proofing the site, while increasing the cost of the equipment needed, can more than pay for itself in avoided work if the site anticipates use increasing substantially.

Demand-Managed Charging
An option that leverages both minimizing conduit runs and future power needs is demand-managed charging. Also known as adaptive charging or chargemanagement systems, these are a newer development that essentially allows several vehicles to share power coming from a single circuit. These systems enable chargers to split or rotate charging power between several units in order to stay within overall panel limits. The simplest systems consist of a rotational charger that uses a timer to switch power to each of multiple chargers connected to the circuit; while more advanced systems are able to react to driver inputs and deliver power where it is most needed while minimizing demand.

In both cases, the effect is the same. By taking advantage of technology allowing for slower, but strategically dispensed charging, a small 40A circuit typically only able to support one or two non-managed charging plugs may be able to support an increased number of charging plugs. This effect of making a single conduit and trenching run easily able to expand to a larger number of charging stations can leverage both tactics outlined above.

Incentive Programs
CSE has identified the following resources for financial incentive opportunities relevant to the needs of the City of Santa Clara fleet. This list includes both state and federal incentives and should serve as a starting point for assessing a strategy for supporting the fleet’s electrification.

Vehicles
Programs for reducing the upfront cost of light- and medium-duty vehicles (up to Class 6 trucks) are outlined in the EV Fleet Analysis and covered only briefly in this section. It’s assumed that each vehicle proposed for short-term recommendations can claim the maximum available tax credit and is additionally able to take advantage of the corresponding rebate program (HVIP for medium/ heavy duty vehicles or CVRP for light-duty vehicles).

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 24 Clean Vehicle Rebate Project (CVRP)
California Clean Fuel Reward Program
Federal Electric Vehicle Tax Credit
Program Clean Vehicle Rebate Project
Eligible Costs Fuel cell, plug-in hybrid or battery electric vehicles Incentive Levels
Fuel cell vehicle: $4,500
Plug-in hybrid: $1,000
Battery electric vehicle: $2,000
Cost Applicability Rebate, 30 vehicles per year
Funding Availability and Status Ongoing
Administrator CSE
Program CARB Clean Fuel Reward Program
Eligible Costs Fuel cell, plug-in hybrid or battery electric vehicles Incentive Levels To be announced in Q4 2020
Cost Applicability Upfront
Funding Availability and Status High, program to launch in late 2020/early 2021.

Administrator CARB, Southern California Edison (statewide contractor) Program Federal Electric Vehicle Tax Credit
Eligible Costs Fuel cell, plug-in hybrid or battery electric vehicles Incentive Levels Up to $7,500 in tax credits; Chevrolet, Tesla no longer eligible Cost Applicability Upfront in leases
Funding Availability and Status
Ongoing, based on claims and procurement from fleet
managers; Need to work with dealer/OEM fleet to take
advantage of benefit
Administrator Internal Revenue Service
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 25 Chargers and Infrastructure
California Electric Vehicle Incentive Project: Peninsula-Silicon Valley Incentive Project
The CALeVIP program is able to reduce the upfront cost for almost all of the major aspects of EV charging and is able to partially reimburse costs, including design and engineering (sans local permitting fees), electrical upgrades and make-ready, optional energy storage equipment, networking service agreements and maintenance agreements. To ensure project eligibility, equipment should be selected from the existing eligible equipment list and network providers should be reviewed to ensure compliance with CALeVIP requirements. For fleet usage, chargers must primarily serve light-duty vehicles, but may serve medium- or heavy-duty vehicles as a secondary usage. Additional information is available by reviewing the Peninsula-Silicon Valley Incentive Project Implementation Manual or by visiting the CALeVIP Peninsula-Silicon Valley Incentive Project landing page.

The following table illustrates the estimated upfront cost of installing charging and the maximum projected rebate available to the City of Santa Clara under the CALeVIP program.

Program CALeVIP: Peninsula-Silicon Valley Incentive Project Eligible Costs EV charging stations, installation and some ongoing costs
Incentive Levels
Level 2 and DCFC at workplaces, MUDs and public properties Level 2 port: $4,500 (up to a max of 20 ports) (Approx.) 50 - 99.9 kW DC fast charger: $50,000 per charger (up to amaximum of 6)
100+ kW DC fast charger: $70,000 per charger (up to a
maximum of 6)
Cost Applicability Upfront, some ongoing
Funding Availability and Status High, program launched in Q4 2020 Administrator CSE
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 26 Table 6. Estimated EV Infrastructure Costs and Maximum CALeVIP Rebates *Required and calculated for all chargers funded by CALeVIP Carl Moyer Memorial Air Quality Standards Attainment Program (Moyer Program)
The Carl Moyer Memorial Air Quality Standards Attainment Program (Moyer Program) was implemented in 1998. The current program is authorized under Senate Bill 513 (SB 513). SB 513 provides funding for infrastructure projects such as alternative fueling stations for on-road and off-road vehicles and equipment (California Air Resources Board, 2017). Moyer Program project types include:
• Replacement: replacing a vehicle with a newer, lower-polluting or zeroemission vehicle Facility
(Address)
Duty
Type
Number of
Vehicles
Estimated
Procurement and
Install Cost
Estimated
Annual
Network
Fee*
Estimated
Rebate
Estimated
Net Cost
City Hall
(1500 Warburton) Light 20 $145,600 $200 x 20 =
$4,000
$4,500 x 20 =
$90,000 $59,600
Electric Admin
(881 Martin) Light 1 $7,280 $200 x 1 =
$200
$4,500 x 1 =
$4,500 $2,980
Fire Station #1
(777 Benton) Light 3 $21,840 $200 x 3 =
$600
$4,500 x 3 =
$13,500 $8,940
Police
Administration
(601 El Camino)
Light 29 $211,120 $200 x 20 =
$4,000
$4,500 x20 =
$90,000 $125,120
Police
Administration
(601 El Camino)
Medium 1 $7,611 $200 x 1 =
$200 N/A $7,811
Street Corp Yard
(1700 Walsh) Light 25 $182,000 $200 x 20 =
$4,000
$4,500 x20 =
$90,000 $96,000
Water Utility Yard
(1705 Martin) Light 7 $50,960 $200 x 7 =
$1,400
$4,500 x 7 =
$31,500 $20,860
Total 86 $626,411 $14,400 $319,500 $321,311
Program Carl Moyer Memorial Air Quality Standards
Attainment Program
Eligible Costs Vehicles (diesel only), infrastructure
Incentive Levels
Funds are available at up to 50% of eligible cost for general projects, 60% for publicly accessible projects, 65% for projects with solar or wind systems attached and 75% for publicly accessible projects with solar/wind systems attached.

Covers battery charging stations, hydrogen fueling stations and natural gas fueling stations.

Cost Applicability Upfront
Funding Availability and Status Moderate, funding availability is determined by local air district Administrator Bay Area Air Quality Management District (distributed by CARB)
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 27 • Repower: replacing a vehicle’s motor with a newer, lower-polluting or zeroemission unit • Retrofit: replacing equipment on a vehicle’s motor in order to reduce the motor’s emissions
• Vehicle Retirement: removing a vehicle from service
• Infrastructure: constructing fueling or charging infrastructure The program applies to on-road and off-road heavy-duty, diesel-powered vehicles including school buses, heavy-duty trucks and buses, transit fleet vehicles, drayage trucks, solid waste vehicles, public agency/utility vehicles and emergency vehicles.

Moyer Program funds are implemented through local air districts (in this case, the Bay Area Air Quality Management District) and may already be earmarked for other projects.

Due to the uncertainty of funding and the case-by-case nature of the funding source, this analysis does not include an estimation of the savings offered by Moyer Program funds.

Alternative Fuel Vehicle Refueling Property Tax Credit
While Silicon Valley Power/City of Santa Clara is ineligible to leverage the tax credit, it is available for other non-governmental entities that may be able to install charging before December 31, 2020, and represents a maximum of a $30,000 tax credit per site to reduce the cost of EV charger installations Lighting and Auxiliary Systems
At this point, LED lighting has become a standard for installation, and few incentives are available for retrofitting incandescent, high-intensity discharge (HID) or induction lamps with LED fixtures. Silicon Valley Power itself offers a commercial lighting incentive for LED T12/T8 troffer fixtures, as well as LED low- and high-bay fixtures. Parking lot lights and exterior fixtures (e.g., wall packs, “lollipop” posts and bollard lighting) are not included on the 2020-2021 rebate application. Lighting controls beyond those required by building code are eligible for rebates if savings are modeled in the SVP Lighting Rebate Calculator.

Program Alternative Fuel Vehicle Refueling Property Tax Credit Eligible Costs Charging infrastructure
Incentive Levels
Commercial fueling equipment, including hydrogen or
electricity: 30% of cost, maximum $30,000 per site (~$100,000 maximum).

Cost Applicability Tax credit
Funding Availability and Status Extended to December 31, 2021 Administrator Internal Revenue Service
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 28 Ongoing Cost Mitigation
Two primary incentive programs exist to partially reduce ongoing cost expenditures: the CALeVIP Peninsula-Silicon Valley Incentive Project and the Low Carbon Fuel Standard credit program.

Low Carbon Fuel Standard
Under the Low Carbon Fuel Standard program, electricity dispensed from EV charging infrastructure generates tradeable credits, which fluctuate in value based on supply and demand, as well as between fuels due to the carbon intensity difference between diesel, gasoline and alternative fuels.

Throughout this section, each figure relies on some basic assumptions:
• The raw values of the cost per kWh of electricity are aligned with those used in the analyses from the EV Fleet and Charging Analyses: $0.164 for lightduty vehicles and $0.176 for medium- and heavy-duty vehicles. • The 2022 fuel carbon intensity compliance year was used in the CARB LCFS credit calculator to reflect a conservative estimate for LCFS-per-kWh value. • In the same calculator, an average trading price of $198 per LCFS credit was used, reflecting the value of a credit during the week of the analysis: October 12–18, 2020.

The following table summarizes these assumptions and illustrates the expected LCFS generation (on a per-kWh basis) for each vehicle type and fuel.

Program CALeVIP: Peninsula-Silicon Valley Incentive Project Incentive Levels
Level 2 and DCFC at workplaces, MUDs and public properties Level 2 port: $7,500 (up to a max of 10 ports) (Approx.) DC fast charger: $50,000 per (up to a maximum of ~4) (Approx.) Cost Applicability Upfront, some ongoing (including up to 5 years of networking fees and/or service contracts)
Funding Availability and Status Program launched in December 2020 Eligible Equipment Charging infrastructure
Administrator CSE
Program Low Carbon Fuel Standard
Incentive Levels
Owners/site hosts of EV charging infrastructure are eligible to generate credits based on the amount of electricity vended from their stations. Credit values vary based on the annual carbon intensity targets and the demand for credits within the credit market.

Cost Applicability Ongoing
Funding Availability and Status In 2019, Low Carbon Fuel Standard credit prices average $191 Eligible Equipment Charging infrastructure
Administrator CARB
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 29 Table 7. Expected LCFS Generation for Each Vehicle Type and Fuel The following table illustrates the difference between the cost per kWh of a vehicle’s electric fuel and the corresponding LCFS incentive: that is, the net cost of fueling a vehicle given the assumed values above.

Table 8. Difference Between Cost per kWh of EV fuel and Corresponding LCFS Incentive
However, these values do not include the expected savings on fuel and maintenance that result from the operation of an electric vehicle over a conventional gasoline or diesel vehicle. The EV Fleet Analysis quantified these savings on a dollars-pergallon-equivalent ($/eGal) basis; that is, the amount of savings realized for each gallon-equivalent of conventional fuel used. Stated another way, this is given by the formula:
$ Savings = × $ Savings
eGallons
Annual Mileage
Miles per Gallon
The following table quantifies these results.

LCFS Credit per kWh (Assumed $198/Credit)
2020 est. Electric
$/kWh 2020 2022 2024 2026 2028 2030
Light Duty
(Gasoline) $0.164 $0.16 $0.15 $0.15 $0.14 $0.14 $0.13
Medium/
Heavy Duty
(Gasoline)
$0.176 $0.16 $0.15 $0.15 $0.14 $0.14 $0.13
Medium/
Heavy Duty
(Diesel)
$0.176 $0.26 $0.26 $0.25 $0.24 $0.23 $0.23
Net Revenue per kWh (Assumed $198/Credit)
Vehicle Class 2020 2022 2024 2026 2028 2030
Light Duty
(Gasoline) ($0.004) ($0.014) ($0.014) ($0.024) ($0.024) ($0.034) Medium/Heavy
Duty (Gasoline) ($0.016) ($0.026) ($0.026) ($0.036) ($0.036) ($0.046) Medium/Heavy
Duty (Diesel) $0.084 $0.084 $0.074 $0.064 $0.054 $0.054 Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 30 Table 9. Expected EV Operational Savings Over Gas or Diesel Fuels The average annual kWh consumption within each duty type is listed below, along with the estimated per-vehicle annual fueling loss or revenue (after accounting for LCFS resale).

Table 10. Estimated Per-Vehicle Annual Fueling Loss or Revenue (Accounting for LCFS Resale)
The above tables illustrate that while in most cases revenue from selling LCFS credits is not expected to completely cover the cost of electricity, the expected fuel and maintenance savings make the value proposition a significant net positive to SVP. Replacing diesel-fueled medium- and heavy-duty vehicles with electric equivalents allows for the possibility of generating some small LCFS revenue, based on the assumed pricing of both electricity and LCFS credits.

To further bolster the overall value proposition, CSE anticipates that at least some chargers should be made available for public use for a fee, as fleet vehicles are expected to charge at no cost. The following two figures plot the average cost persession against the number of annual public sessions that would need to take place in order to present a break-even scenario solely on energy costs, per light-duty or medium-duty EV added to the city fleet.

Vehicle Class
Average
Annual
Mileage
Vehicle MPG Savings
($/eGal)
Average Per-Vehicle
Annual Operational
Savings
Light Duty
(Gasoline) 3,538 30 $2.13 $250.49
Medium Duty
(Gasoline) 2,287 10.1 $1.60 $362.30
Heavy Duty
(Diesel) 2,489 7.3 $1.44 $490.98
Vehicle Class Average
kWh
2022
LCFS
Estimate
Average Per-Vehicle
Annual Revenue
(AAR)
(LCFS Generation - Total
kWh Cost)
Average Net Annual
Operational Savings
(AAR + Annual
Operational Savings)
Light Duty
(Gasoline) 958.9 ($0.014) ($13.42) $237.07
Medium Duty
(Gasoline) 6483.1 ($0.026) ($168.56) $193.74
Heavy Duty
(Diesel) 5,361.5 $0.084 $396.75 $887.73
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 31 Figure 3. Annual Public Charging Sessions to Breakeven on Energy Costs, per Light-Duty Gas EV Added
Figure 4. Annual Public Charging Sessions to Breakeven on Energy Costs, per Medium-Duty Gas EV Added
0 5
10 15
$14$15 $10$11$12$13 $1$2$3$4$5$6$7$8$9
Annual Public Sessions
Annual Cost per Session
Light Duty
0 50
100
150
200
$1$2$3$4$5$6$7$8$9$10$11$12$13$14$15
Annual Public Sessions
Annual Cost per Session
Medium Duty
11 J
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I
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Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 32 These figures illustrate that in order to make fleet charging revenue-neutral from solely an operational cost perspective, each average light-duty EV added to a fleet, at an average of $7 per public charging session, would require two additional public charging sessions over the course of a year. Similarly, each added medium-duty gasoline EV would require 25 public charging sessions (each averaging $7 net revenue) to balance out in terms of operational costs.

However, it should be restated that the small gap between LCFS revenue and electricity expenditures is vastly outweighed by the net benefit to SVP when considering fuel and maintenance savings realized by switching to electric vehicles.

Examining the nearest-term fleet vehicle replacements, the 2022 fuel carbon intensity compliance year was used to reflect a conservative estimate for LCFSper-kWh value. In the same calculator, an average trading price of $198 per LCFS credit was used, reflecting the value of a credit during the week of the analysis:

October 12–18, 2020. Each kWh of electricity used to charge a light-duty vehicle is worth approximately $0.16 in LCFS credits, while each kWh used to charge a medium- or heavy-duty vehicle is worth $0.26 in LCFS credits.

Table 11. Annual Electricity Charges vs. Potential LCFS Revenue Based on electric rates from the EV Fleet analysis, annual electricity charges for fueling the vehicles would total around $10,748, which when combined with potential annual LCFS revenue, would make the chargers roughly revenue neutral.

However, this excludes any networking fees that would be required to receive funding through the CALeVIP program or desired by the city: this typically represents an annual cost of approximately $240 per port. If the maximum Facility
(Address)
Duty
Type
Energy Consumption
(kWh)
Energy
Cost
Potential Annual
LCFS Revenue
City Hall
(1500 Warburton) Light 8,476.6 $1,390 $1,356
Electric Admin
(881 Martin) Light 491.3 $81 $79
Fire Station #1
(777 Benton) Light 2,775.2 $455 $444
Police
Administration
(601 El Camino)
Medium 30,017.4 $4,923 $4,803
Police
Administration
(601 El Camino)
Light 1,893.1 $333 $492
Street Corp Yard
(1700 Walsh) Light 14,047.2 $2,304 $2,248
Water Utility Yard
(1705 Martin) Light 7,697.0 $1,262 $1,232
Total 65,397.9 $10,748 $10,654
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 33 CALeVIP funding is obtained, this represents an additional annual cost of $17,280 for a minimum of two years past installation.

Summary of Funding Analysis
Overall, the city has strong options and the ability to reduce the costs of vehicles, infrastructure and ongoing EV operation. Due to the overall uncertainty associated with the rapidly developing EV market, only the short-term vehicles have quantified costs associated with them; however, this section will briefly touch on high-level guidance for medium- and long-term electrification plan funding.

Short Term
In summary, the estimated costs and predicted funding mechanisms for a shortterm EV infrastructure deployment for the city fleet (excluding public safety vehicles) are as follows.

Table 12. Estimated Costs and Predicted Funding Mechanisms for ShortTerm EV Infrastructure In the nearest-term, CSE highly recommends taking advantage of the CALeVIP Peninsula-Silicon Valley incentive project, which, if able to be fully leveraged, would reduce the costs of near-term charging installations by more than 50%.

Echoing the findings from the EV Fleet Analysis, CVRP and HVIP should both be leveraged to the maximum extent possible to reduce the upfront costs of, respectively, light-duty and medium/heavy-duty vehicle procurement. In the short term, ongoing costs can be partially recouped by LCFS revenue, but in order to break even will certainly need to rely on active public EV charging usage.

Facility
(Address)
Number
of Ports
Estimated
Cost
Maximum
CALeVIP
Funding
Estimated
Tax Credit
Estimated
Net
Upfront
Costs
Estimated
Energy
Costs
Potential
Annual
LCFS
Revenue
City Hall
(1500 Warburton) 20 $145,600 $4,500 x 20
= $90,000 $30,000 $25,600 $1,390 $1,356
Electric Admin
(881 Martin) 1 $7,280 $4,500 x 1 =
$4,500 $2,184 $596 $81 $79
Fire Station #1
(777 Benton) 3 $21,840 $4,500 x 3 =
$13,500 $6,552 $1,788 $455 $444
Police
Administration
(601 El Camino)
29 $211,120 $4,500 x20
= $90,000 $30,000 $91,120 $4,923 $4,803
Police
Administration
(601 El Camino)
1 $7,611 $4,500 x 1 =
$4,500 $2,283 $828 $333 $492
Street Corp Yard
(1700 Walsh) 25 $182,000 $4,500 x20
= $90,000 $30,000 $62,000 $2,304 $2,248
Water Utility Yard
(1705 Martin) 7 $50,960 $4,500 x 7 =
$31,500 $15,288 $4,172 $1,262 $1,232
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 34 Medium Term
Looking to the future, an increasing number of medium- and heavy-duty vehicles are expected to become eligible for electrification. The CALeVIP program and any award from the CEC EV Blueprint Phase 2 are expected to have been completed within the region by this time, therefore, LCFS and public charging will likely become the primary cost recovery mechanisms. A potential cost breakdown follows.

Table 13. Estimated Costs and Predicted Funding for Medium-Term EV Infrastructure
Long Term
The longest-term vehicle replacements lean toward medium- and heavy-duty vehicles, which may position the fleet well to claim a significant number of LCFS Facility Duty Vehicles Estimated
Cost
Estimated
Conventional
Fuel Cost
Estimated
Energy
Cost
Potential Annual
LCFS Revenue
Building
Maintenance Yard Light 1 $7,280 $413 $126 $123
Cemetary Light 3 $21,840 $367 $113 $110
Cemetary Medium 1 $7,611 $147 $134 $198
Central Library Light 1 $7,280 $43 $13 $13
City Hall Light 21 $152,880 $9,872 $3,027 $2,953
Don Von Raesfeld
Power Plant Light 2 $14,560 $1,298 $398 $388
Fire Station #1 Light 2 $14,560 $2,353 $721 $704
Fire Station #2 Light 1 $7,280 $227 $70 $68
Parks & Rec Service
Center Light 19 $138,320 $9,270 $2,842 $2,773
PD Radio Shop Light 1 $7,280 $59 $18 $18
Police
Administration Light 29 $211,120 $28,516 $8,743 $8,350
Police
Administration Medium 2 $15,222 $72 $66 $97
Street Corp Yard Heavy 5 $47,555 $5,495 $3,467 $5,121
Street Corp Yard Light 27 $196,560 $12,907 $3,957 $3,861 Street Corp Yard Medium 11 $83,721 $12,514 $11,389 $16,825 Substation Electric
Utility Light 2 $14,560 $466 $143 $139
Substation Electric
Utility Medium 2 $15,222 $2,370 $2,157 $3,187
Water Utility Yard Heavy 10 $95,110 $9,922 $6,260 $9,247 Water Utility Yard Light 7 $50,960 $3,021 $926 $904
Water Utility Yard Medium 4 $30,444 $5,003 $4,553 $6,726 151 $1,139,365 $104,334 $49,124 $61,985
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 35 credits. However, while heavy-duty vehicles, which appear to be exclusively dieselpowered, may recoup more LCFS revenue than the electricity costs they require, the large number of medium-duty vehicles will likely require significant additional public charger utilization. It’s possible that, due to technology shifts, charging hardware installed as part of the short-term implementation plan may need to be expanded or upgraded to support faster charging speeds.

Table 14. Estimated Long-Term Vehicle Replacements
Facility Light Medium Heavy Grand Total
Building Maintenance Yard 1 1 2
Central Library 1 1
City Hall 2 2
Don Von Raesfeld Power Plant 2 1 3
Electric Admin 1 1
Fire Station #1 1 1 2
Orland Electric Utility 2 2
Parks & Rec Service Center 11 15 26
Police Administration 22 1 23
Street Corp Yard 4 30 10 44
Substation Electric Utility 11 1 12
Water Utility Yard 1 33 16 50
Grand Total 47 93 28 168
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 36 Chapter 2: EV Charging
Analysis
The implementation of electric vehicle (EV) charging across various city sites could potentially add up to 4.68 MW to peak demand on the local grid. Energy efficiency and load management measures could reduce this peak demand, helping to limit grid impacts and reducing the energy costs associated with demand charges. The purpose of the EV Charging Analysis is to evaluate the impact of EV charging on city facilities and evaluate strategies to reduce EV impact. These efforts will include the following.
• Identify opportunities to free up capacity for EV charging through energy efficiency measures such as parking lot lighting upgrades and controls • Evaluate the maximum load and total energy expected for managed and unmanaged scenarios
• Identify load management strategies to reduce demand charges while maximizing the amount of charging available
• Provide guidance on the addition of distributed energy resources (DERs) to mitigate added EV load
• Approximate the upfront cost of near-, medium- and long-term charging installations
• Provide guidance on the timelines and priorities for installing charging installations, both for fleet and for public use.

Methodology
Energy efficiency recommendations were based on best practices for heating, ventilation and air conditioning (HVAC) efficiency, expected fixture wattage and standard LED replacements. Energy savings were not offered for potential HVAC measures because of too many unknowns. Energy savings per light fixture were given in Appendix B to estimate the potential reduction at a specific site.

Unmanaged electric vehicle load profiles specific to City of Santa Clara were created based on typical workplace charging patterns. Connector quantities were based on number of vehicles specific to each site.

Charging station power consumption was paired with load profile data and inputted into Energy Toolbase1
to establish estimated annual costs. Load
management strategies for EV charging are based on available industry solutions gleaned from CSE’s experience administering electric vehicle infrastructure incentive projects across California and in the Pacific Northwest. 1 https://www.energytoolbase.com/
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 37 Distributed energy solutions used utility 15-minute interval load profiles in Energy Toolbase to choose an optimum size for solar photovoltaic (PV) and energy storage systems. PV assumptions considered an optimal tilt of 10° and azimuth of 180° (south facing).

Charger upfront costs were determined using data from CALeVIP projects undertaken in Fresno, San Bernardino, Los Angeles and Orange counties. The data notes that, on average, each Level 2 connector costs approximately $6,711 to install, in addition to the upfront costs of the charger itself. As the number of connectors at a site increases, the installation-cost-per-connector does tend to decrease due to the ability to use a single trenching effort to install several connectors. However, in order to provide a conservative estimate for charger costs, an installation cost of $6,711 per connector will be added to the estimated total cost of units for each site.

Electrical Load Analysis
Excluding public safety vehicles, Santa Clara expects to begin replacing 405 light-, medium- and heavy-duty vehicles across 15 sites. Using 2019 average mileage data, the annual added energy consumption is calculated to be 1,207 MWh. If vehicle charging is left unmanaged, a large amount of EVs can be plugged in at once, straining the grid and incurring higher demand charges. Although unlikely, many vehicles charging at once could add as much as 3.92 MW of demand on the grid. The addition of public safety vehicles such as police cars and fire trucks could add an additional 270 MWh annually and 0.76 MW load. Vehicle mileage, energy consumption and power consumption across the fleet can be found in Appendix C and D of this document.

Charging station assumptions are shown in the following tables.

Table 15. Added Load Due to EV Replacement
Table 16. Added Load Due to Public Safety Vehicles
There are various automatic and manual charging strategies the city can employ when installing chargers and charging vehicles. These strategies are detailed in the Load Management Strategies section of this report. Using interval data from Year Number of EVs
(Cumulative)
Yearly Energy
Consumption (MWh)
Power Consumption
(MW)
2021 91 81 0.70
2023 237 353 1.98
2026 377 1053 3,54
2030 405 1207 3.92
Year Number of EVs
(Cumulative)
Yearly Energy
Consumption (MWh)
Power Consumption
(MW)
2021 16 19 0.12
2023 58 171 0.56
2026 67 236 0.68
2030 71 270 0.76
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 38 building electrical meters, we can project the impact of added electrical load from EV charging stations.

CSE ran simulations on three Santa Clara facilities: Police Administration Building, Fire Station #2, and Central Park Library. CSE used average daily mileage for each vehicle class and assumed a typical EV charging pattern with vehicles returning to the lot toward the end of the workday. The analysis was performed using the Energy Toolbase2
energy modeling tool with the CB-1 rate tariff.

Power ratings can vary across technologies and can be limited by existing electrical infrastructure and available parking spaces. CSE chose the following representative charger technologies.

Light Duty: Enel X JuiceBox 32A
The Enel X JuiceBox 32A charger is our representative model for light-duty Level 2 charging stations. Commonly found at sites such as shopping malls, public parking lots and workplaces, the JuiceBox is a single-connector unit able to output around

7.2 kW with options for connecting to a backend network to enable additional functionality, including data monitoring and remote troubleshooting. This can be done either through Enel X’s proprietary JuiceNet software ($60/month) or another compatible network utilizing the common OCPP protocol.

Medium Duty: ClipperCreek HCS-60
The ClipperCreek HCS-60 is our representative model for a medium-duty Level 2 charging station. Capable of charging at up to 11.5 kW on a 48-amp circuit, this station is a simple, reliable option for charging situations that do not require the need to bill users, such as fleet applications. Alternatively, if billing is desired in the future, several companies offer robust aftermarket solutions to control and manage charging stations, including billing options.

Heavy Duty: ClipperCreek CS-100
The ClipperCreek CS-100 is our representative model for a heavy-duty Level 2 charging station. Capable of charging at up to 19.2 kW on a 100-amp circuit, this station is a simple, reliable option for charging situations that do not require the need to bill users, such as fleet applications. Alternatively, if billing is desired in the future, several companies offer robust aftermarket solutions to control and manage charging stations, including billing options.
2 https://www.energytoolbase.com/
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 39 Table 17. Electric Vehicle Charging Assumptions
Charging Analysis: Police Administration
Building
The Police Administration Building has a total of 84 general purpose vehicles to be replaced by 2030, in addition to 50 public safety vehicles. Peak demand for the building occurs toward the end of the workday, between 4-6 p.m. If all 134 vehicles are replaced with equivalent EVs, charging will represent a substantial portion of the building’s power consumption. Unmanaged EV charging could increase demand by as much as 98.6 kW.

Figure 5. Police Admin Building Unmanaged Demand Profile Vehicle Class Charging Technology Demand
(kW)
Energy
Consumption
(kWh/mile)
Approximate
Unit Cost
Light Duty Enel X Juicebox 32 7.2 0.22 $569
Medium Duty Clipper Creek HCS-60 11.5 1.92 $900
Heavy Duty Clipper Creek CS-100 19.2 1.92 $2,800
Replacement Term:
• Short (2021-2022)
• Med (2023-2025)
• Long (2026-2030)
• Long+ (After 2030)
0 50
100
150
200
250
300
350
400
450
Long Term
Added Load
Medium Term
Added Load
Short Term
Added Load
Base Load
12:00AM
1:00AM
2:00AM
3:00AM
4:00AM
5:00AM
6:00AM
Demand (kW)
7:00AM
8:00AM9:00AM
10:00AM
11:00AM
12:00PM
1:00PM
2:00PM
3:00PM
4:00PM
5:00PM
6:00PM
7:00PM
8:00PM9:00PM
10:00PM
11:00PM
-
-
-
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 40 Table 18. Police Administration Vehicle Summary
Table 19. Police Administration Public Safety Vehicle Summary The Police Department has both public safety and general use vehicles. CSE simulated a managed charging profile that would allow public safety vehicles to charge as needed throughout the day, but would shift general use vehicle charging to off-peak hours after 10 p.m. Due to the volume of vehicles and importance of keeping vehicles charged for public safety, CSE recommends a telematics strategy to track vehicle status and establish charging queues. Telematics strategies and providers are detailed in the Load Management Section.

In this simulation, the managed charging strategy saved $3,024 per year in demand charges and decreased peak demand by 53 kW.

Class Replacement
Term Vehicle Count Annual miles (2019 Average) Demand (kW) Energy Usage (kWh) Light Long 22 6,553 158.4 30,996.12
Light Medium 29 8,550 208.8 53,312.05
Light Short 29 4,814 208.8 30,017.44
Medium Long+ 1 179 11.52 343.68
Medium Medium 2 97 23.04 372.48
Medium Short 1 986 11.52 1,893.12
Class Replacement
Term Vehicle Count Annual miles (2019 Average) Demand (kW) Energy Usage (kWh) Light Long 4 5,089 28.8 4,376.33
Light Medium 29 14,905 208.8 92,934.61
Light Short 16 5,640 115.2 19,402.89
Medium Medium 1 1,124 11.52 2,158.08
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 41 Figure 6. Police Admin Building Unmanaged Demand Profile Table 20. Police Administration Building Power Consumption 0 50
100
150
200
250
300
350
400
450
12:00AM
1:00AM
2:00AM
3:00AM
4:00AM
5:00AM
6:00AM
Demand (kW)
7:00AM
8:00AM9:00AM
10:00AM
11:00AM
12:00PM
1:00PM
2:00PM
3:00PM
4:00PM
5:00PM
6:00PM
7:00PM
8:00PM9:00PM
10:00PM
11:00PM
Long Term
Added Load
Medium Term
Added Load
Short Term
Added Load
Base Load
Energy Use
(kWh)
Max Demand
(kW) Charge ($)
Total Other Energy Demand Total
Base Load 1355013 302 $858 $156,034 $24,000 $180,892
Unmanaged Load 1608092 402 $858 $185,177 $35,923 $221,957 Managed Load 1608092 349 $858 $185,177 $32,899 $218,933 -
-
-
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 42 Charging Analysis: Fire Station #2
Fire Station #2 has one light-duty, general use vehicle and three heavy-duty public safety vehicles. The Fire Station has a relatively small electrical footprint, with a peak demand of 54 kW. Charging multiple vehicles simultaneously would nearly double the peak demand to 90.84 kW. Thus, a conversion to electric vehicles will likely require infrastructure upgrades to the fire station.

Figure 7. Fire Station #2 Unmanaged Demand Profile
Table 21. Fire Station #2 Vehicle Summary
Table 22. Fire Station #2 Public Safety Vehicle Summary Due to the critical nature of the Fire Station, a charge management strategy that keeps vehicles topped off will take priority over avoiding demand charges. Each of these vehicles requires on average about one hour per day of DC fast charging. An effective charge management strategy could avoid all vehicles charging at once, minimizing the cost of infrastructure upgrades. A managed charging scenario that distributes demand throughout the day and limits charging to one vehicle at a time could decrease peak demand by 27 kW and save $2,711 per year on demand charges.

Replacement Term:
• Short (2021-2022)
• Med (2023-2025)
• Long (2026-2030)
• Long+ (After 2030)
0 20
40 60
80 100
0:00
1:15
2:30
3:45
5:00
6:15
7:39
8:45
10:00
11:15
12:30
13:45
15:00
16:15
17:30
18:45
20:00
21:25
22:30
23:45
Long Term
Added Load
Medium Term
Added Load
Short Term
Added Load
Base Load
Demand (kW)
Class Replacement
Term Vehicle Count Annual miles (2019 Average) Demand (kW) Energy Usage (kWh) Light Medium 1 1976 7.2 424.84
Class Replacement
Term Vehicle Count Annual miles (2019 Average) Demand (kW) Energy Usage (kWh) Heavy Long+ 1 3,573 19.2 6,860.16
Heavy Medium 2 3,714 38.4 14,261.76
-
-
-
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 43 Figure 8. Fire Station #2 Managed Demand Profile
Table 23. Fire Station #2 Power Consumption
0 20
40 60
80 100
0:00
1:15
2:30
3:45
5:00
6:15
7:39
8:45
10:00
11:15
12:30
13:45
15:00
16:15
17:30
18:45
20:00
21:25
22:30
23:45
Long Term
Added Load
Medium Term
Added Load
Short Term
Added Load
Base Load
Demand (kW)
Energy Use
(kWh)
Max Demand
(kW) Charge ($)
Total Other Energy Demand Total
Base Load 194214 54 $858 $22,364 $4,691 $27,913
Unmanaged Load 215894 91 $858 $24,859 $8,017 $33,735
Managed Load 215894 64 $858 $24,861 $5,305 $31,023
-
-
-
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 44 Charging Analysis: Central Park Library
Central Park Library has one light-duty and one heavy-duty vehicle. The light-duty vehicle has very low mileage, and most of the added demand will come from the heavy-duty EV. The two vehicles add very little to the baseline load of the library, and an investment in load management may not be worthwhile.

Figure 9. Central Park Library Unmanaged Demand Profile Table 24. Central Park Library Vehicle Summary
Replacement Term:
• Short (2021-2022)
• Med (2023-2025)
• Long (2026-2030)
• Long+ (After 2030)
Long Term
Added Load
Medium Term
Added Load
Short Term
Added Load
Base Load
Demand (kW)
0 100
200
300
400
500
12:00AM
1:00AM
2:00AM
3:00AM
4:00AM
5:00AM
6:00AM
7:00AM
8:00AM9:00AM
10:00AM
11:00AM
12:00PM
1:00PM
2:00PM
3:00PM
4:00PM
5:00PM
6:00PM
7:00PM
8:00PM9:00PM
10:00PM
11:00PM
Class Replacement
Term Vehicle Count Annual miles Demand (kW) Energy Usage (kWh) Heavy Duty Long
(2026–2030) 1 2,322 19.6 4,411.8
Light Duty Medium
(2023–2025) 1 377 7.2 81.055
-
-
-
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 45 Site Charging Analysis
Overall, four sites indicate that their fleets will be excellent candidates for nearand medium-term electrification. In descending order of total short- and mediumterm replacement population, they are: Police Administration, Street Corp Yard, City Hall and the Water Utility Yard.

Figure 10. Overall Fleet Composition by Location and Replacement Term All four of these sites have fleets with significant opportunity for short-term electrification. City Hall has 20 vehicles that could be electrified within the next two years, representing 47% of its fleet. Police Administration has 30 vehicles primed for near-term electrification (46 including public safety vehicles – 35% of its entire fleet) and the Street Corp Yard has 26 vehicles – 20% of its fleet. Finally, the Water Utility Yard has 10 vehicles with short-term electrification potential (8% of its fleet).
0 20
40 60
80 100
120
140
160
Short

N/A - EV
Medium
Long+
Long
Building Maintenance Yard
Cemetery
Central Library
City Hall
Don Von Raesfeld Power Plant
Electric Admin
Fire Station #1
Fire Station #2
Fire Station #6Fire Station #9
Orland Electric Utility
Parks & Rec Service Center
PD Radio Shop
Police Administration
Rescue 92
Street Corp Yard
Substation Electric Utility
Water Utility Yard
-
-
-
-
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 46 Figure 11. Number of Fleet Vehicles with Short Replacement Terms, by Location and Duty Cycle
Opportunities for moderate-term electrification follow a similar pattern, with 21 of the 43 City Hall fleet vehicles predicted for moderate-term electrification (48%), 61 Police Administration vehicles (including 30 public safety vehicles, or 46%), 50 Street Corp Yard vehicles (including 8 public safety vehicles, or 40%) and 18 Water Utility Yard vehicles (23%).

Medium -
Short
Light -
Short
Heavy -
Short
City Hall
Electric Admin
Fire Station #1
Police Administration
Street Corp Yard
Substation Electric Utility
Water Utility Yard
0 10
20 30
40 50
-
- - -

I ' I I I I I I I I
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 47 Figure 12. Fleet Composition by Location, Duty Cycle and Medium Replacement Term
Public charging could be made available at several of these sites and would ideally comprise many of the same locations made available for fleet charging during normal business hours. As based on the above load management models, the fleet vehicles would be anticipated to be in use during the bulk of business hours.

Potential sites could include any sites that are open and accessible to the general public, including the Police Administration Building, City Hall (which currently has seven Blink chargers), Central Park Library and Mission City Memorial Park.

Table 25 tabulates the upfront cost of installing charging to support each site’s individual fleet electrification timelines. This does not include ongoing costs, such as networking or maintenance.
0 10
20 30
40 50
60 70
Heavy Duty –
Medium
Medium Duty -
Medium
Light Duty –
Medium
Building Maintenance Yard
Cemetery
Central Library
City Hall
Don Von Raesfeld Power Plant
Fire Station #1
Fire Station #2
Parks & Rec Service Center
PD Radio Shop
Police Administration
Rescue 92
Street Corp Yard
Substation Electric Utility
Water Utility Yard
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 48 Table 25. Estimated Upfront Cost of EV Charger Installation by Site to Support Recommended Electrification
Adhering to the best-case 1:1 connector-to-vehicle ratio, the majority of charger costs will be incurred in the moderate to long time scale (between approx. 2023–2030).

Approximately is $627,000 required to support the nearest-term electrification recommendations at sites with opportunities for electrification before 2023, excluding any public safety vehicles (e.g., patrol cars). If public safety vehicles are included, this total increases to approximately $743,000 to support the additional vehicles.

The vehicle breakouts above indicate that it may be most cost-effective in the short term to begin by installing the lower-power Level 2 chargers to support the adoption of widely available electrified light-duty vehicles. As more medium- and heavy-duty vehicles begin to make economic sense, some of these chargers may be able to be supplanted by higher-power infrastructure better able to support the larger vehicles while leveraging the existing conduit.

Facility Short Term Medium Term Long Term Long+ Term Total Cost Building Maintenance Yard $7,280 $14,891 $22,171
Cemetary $29,451 $29,451
Central Library $7,280 $9,511 $16,791
City Hall $145,600 $152,880 $14,560 $313,040
Don Von Raesfeld Power Plant $14,560 $14,560 $7,611 $36,731 Electric Admin $7,280 $7,280 $14,560
Fire Station #1 (Non-Safety) $21,840 $14,560 $14,891 $51,291 Fire Station #2 (Non-Safety) $7,280 $7,280
Orland Electric Utility $14,560 $14,560
Park & Rec Service Center $138,320 $179,023 $15,222 $332,565 PD Radio Shop $7,280 $7,280
Police Administration $218,731 $226,342 $160,160 $7,611 $612,844 Street Corp Yard $182,000 $327,836 $285,972 $66,588 $862,396 Substation Electric Utility $29,782 $78,010 $15,222 $123,014 Water Utility Yard $50,960 $176,514 $294,565 $116,054 $638,093 Non-Safety Totals $626,411 $1,139,365 $1,087,983 $228,308 $3,082,067 Fire Station #1 (Safety) $9,511 $19,022 $28,533
Fire Station #2 (Safety) $19,022 $9,511 $28,533
Police Administration (Safety) $116,480 $218,731 $29,120 $364,331 Street Corp Yard (Safety) $74,188 $38,044 $112,232
Fire Station #6 (Safety) $9,511 $9,511
Fire Station #9 (Safety) $9,511 $9,511
Rescue 92 (Safety) $9,511 $9,511
Safety Totals $116,480 $330,963 $76,675 $38,044 $562,162 GRAND TOTALS $742,891 $1,470,328 $1,164,658 $266,352 $3,644,229 Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 49 Energy Efficiency Recommendations
The existing demand and energy loads at the selected city facilities will be composed of several major end-use categories: indoor and outdoor lighting, HVAC, office equipment and light machinery. Without site audits to identify what equipment is in place, assumptions have been made about likely end-use technologies and hours of operation.
• Indoor lighting: Indoor spaces are likely to already have LED lighting installed, but in cases where LED is not installed, the most likely existing lighting will be linear fluorescent fixtures, compact fluorescent (CFL) and in some areas even halogen spotlights.
• Outdoor lighting: Lighting technologies and wattages likely to be found on city properties include high-pressure sodium (HPS) fixtures ranging from 100–400 watts, low-pressure sodium (LPS) ranging from 35–180 watts, metal halide (MH) ranging from 100–400 watts and LED ranging from 35–150 watts. In some rare cases there may be induction lamps and ballasts installed on pole tops, however, most municipalities have removed induction installations and replaced them with LEDs for operation and maintenance purposes. For the purposes of this report, induction fixtures are not considered.
• HVAC: Site may have packaged rooftop air conditioners with gas heat, heat pumps, chilled water systems with fan coils or water-source heat pumps.

Controls will likely be digital programmable thermostats or a central building energy management system.
• Office Equipment: Sites may have computer workstations, on-site servers, copy machines and other office-related plug loads.
• Light Machinery: Sites such as fire stations are likely to have air compressors and a large amount of equipment charging to be ready for an emergency call.

The largest impact on energy consumption and site demand through energy efficiency measures is usually achieved in the lighting and HVAC end uses.

Any existing lighting technologies that are not already LED should be replaced with appropriate LED solutions. Existing outdoor lighting is likely controlled primarily with fixture-level photocells mounted on top of the fixtures. In some cases, there may be a supervisory timer installed on lighting circuits to prevent lights from turning on during daylight hours. Because local birds perch on pole top lights the controls may not perform as expected due to buildup of bird droppings on photocells, resulting in lights staying on during daytime hours where no timers are used.

The city can expect to see demand reductions between 65% and 74% in electrical demand per outdoor lighting fixture by replacing existing HID lighting technologies, with LED equivalents and 30% to 40% savings in indoor spaces where linear fluorescent lamps are being replaced with LEDs. Additional energy savings Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 50 can be achieved with more aggressive lighting controls in parking lots and parking garages, such as motion sensing, bi-level lighting. When parking lots or garages are empty or have no movement, the LED lights will decrease to 40% of full lighting levels resulting in both electrical demand and energy consumption while still maintaining necessary lighting levels for basic safety. When movement is detected, the lighting will come up to 100%. University campuses have experimented with bi-level lighting and found that safety improved. A parking patron in one zone of the parking lot will be alerted to the presence of a person in a different zone when the lighting level increases, heightening the patron’s awareness of a potential threat.3
The figure below represents the percent power required for lighting during occupied and unoccupied times when utilizing bi-level controls.

Figure 13. Percent Lighting Power Required Utilizing Bi-Level Controls Bi-Level Controls – % Lighting Power
Bi-level lighting control will require a selection of fixtures with built-in controls and sensors. If bi-level lighting control is not utilized, the city should seek to maximize impact while minimizing lighting replacement cost by retrofitting existing fixtures. Retrofit of existing HID fixtures involves removal of the existing HID lamp and ballast and installing a retrofit LED lamp in the existing socket rather than replacing the entire fixture.

A table can be found in Appendix B that provides a quick reference for replacement of existing HID lighting fixtures and linear fluorescent lamps with LED equivalents and the associated electrical demand savings as well as LED lighting specifications the city should expect for appropriate replacement products.

HVAC equipment should be on a regular service schedule to ensure best performance of the equipment, and all operating schedules should be verified to ensure equipment is not operating during hours they are not required and temperature setpoints are strictly controlled. Estimating energy savings and demand reduction for equipment that has not been surveyed is challenging, however, 3 UC Davis, Bi-Level Exterior Lighting Systems, http://greenbuildings.berkeley.edu/pdfs/bp2009_ucdavis_lighting.pdf 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Unoccupied Occupied Unoccupied
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 51 regular maintenance schedules, filter replacements and strict controls as a regular practice will maximize the efficiency of the existing equipment on all buildings.

Load Management Strategies
Electric vehicle charging installations can carry significant construction and permitting costs. Additionally, new chargers may expose the site host to costly electric bills from demand spikes during periods of high concurrent charger utilization. CSE encourages the city to carefully weigh the potential cost savings associated with EV load management strategies against the needs of the potential customers at each site. Sensible consideration of site end users, anticipated driver dwell times and the desired customer experience will play an important role in selecting a suitable solution at each city property. The city can reduce exposure to both factors by integrating load management strategies at new EV charging stations.

Overall, the most probable sites that will benefit from load managed EV charging will revolve around vehicles with large fleets that all need to charge relatively simultaneously. From the tables above, this will likely consist of Police Administration, Corp Yard and City Hall in the near term, with the Parks and Rec Service Center coming later.

Intelligent Power Optimization
Technology providers place a large bank of chargers onto low-amperage circuits.

Software either prompts drivers for a future “charge completion” time or relies on vehicle state-of-charge status to intelligently prioritize and distribute power while remaining within the host circuit’s capacity. For example, a bank of three Level 2 chargers requires three individual 30-amp circuits. If the existing local electrical panel does not contain the needed capacity for three 30-amp circuits, the site must upgrade the electrical infrastructure. Alternatively, intelligent power optimization strategies could allow the site host to install all three chargers on a single existing 40-amp circuit, relying on software to selectively charge the fleet of connected vehicles based on priority. Chargers can also be configured with time-of-use management in mind, limiting charging to off-peak hours and peak shaving to limit excessively high demand. Some even feature more advanced capabilities such as demand response and vehicle-to-grid.

Solution providers
• Powerflex4
• Evercharge5
• Liberty Plugins6
• Greenlots7
• Enel X8
4 https://www.powerf lex.com/
5 https://evercharge.net
6 http://www.libertyplugins.com
7 https://greenlots.com/
8 https://evcharging.enelx.com/
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 52 Integrated Solar Generation
Technology providers pair solar photovoltaic systems with battery storage systems for an off-grid stand-alone EV charging solution. Some providers may also feature a grid interconnection option for redundant power supply. These are stand-alone, transportable charging stations that are held in place by gravity, not requiring any bolting or gluing and are sized to fit in any standard parking space. Vehicles park on the unit itself, so there is no loss of parking, and they can charge multiple vehicles at once.

Solution providers
• Paired Power9
• BEAM10 (Formerly Envision Solar)
Battery Buffering
Technology providers pair EV charging stations with energy storage systems, using the battery as the buffer between the electric grid and EV charging needs.

Batteries trickle charge from the grid, ideally during inexpensive off-peak periods and discharge to EV customers at a high-power rate as needed. One technology provider, Freewire, claims that their Boost Charger enables charging using the same infrastructure as Level 2 chargers at up to a 40% lower cost of installation versus other fast chargers.11 These also can be mobile units, reaching vehicles anywhere.

Solution providers
• Freewire12 Boost Charger
• Freewire Mobi
Fleet Management and Telematics
Technology providers control EV charging on a fleetwide level. These systems monitor electric vehicle metrics such as state of charge (SOC), charge completion time, charging station availability, charger queues and depot power consumption.

Data is reported back to a computer dashboard at the charging depot. • Fleet Telematics: Reports on vehicle data such as SOC, vehicle location, odometer and battery health. Rules and notifications can be chosen, such as notifying the fleet manager when a vehicle drops below a set SOC. State of charge can also be used to prioritize the charging order, moving vehicles with a low SOC to the front of the line. Multiple types of fleets can be configured, such as delivery vehicles, service vehicles, school buses, transport buses or trucks. Plug-in hybrid metrics can also be monitored to minimize gas usage. • Charge Scheduling: Users can automatically or manually configure a charging schedule to ensure the lowest possible charging cost and full state of charge for each vehicle. Fleet manager approval can be required for charging during peak rates. They can provide real-time updates of arrival times and 9 https://pairedpower.com
10 https://beamforall.com/
11 https://freewiretech.com/products/dc-boost-charger/
12 https://freewiretech.com/
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 53 expected completion times as well as adapt to unforeseen circumstances such as late arrivals.
• Energy Management: Any utility rate schedule can be loaded into the software to avoid charging during peak times. More advanced grid services such as demand response and vehicle-to-grid are also available.

Solution Providers
• Amply13
• Fleetcarma14
• Samsara15
• Geotab16
• Driivz17
Distributed Energy Resource Solutions
In addition to energy efficiency and load management strategies, the implementation of distributed energy resources (DERs), such as solar photovoltaic (PV) and energy storage systems (ESS), can be a solution to reduce strain on the local Silicon Valley Power grid and lower facility utility consumption and costs. Carport solar paired with local battery storage would capture free energy during the day from the sun, store the energy in a battery and discharge it when needed for either electric vehicle charging or typical building loads. This section highlights some items to consider when exploring DER solutions for city properties that are incorporating on-site EV charging. Using NREL’s PVWatts18 map feature, it was determined that adequate parking lot space exists at each site identified below for a significant size solar array using carport solar.

Figure 14: Carport Solar PV

13 https://www.amplypower.com/
14 https://www.f leetcarma.com/
15 https://www.samsara.com/f leet/telematics/electric-vehicles 16 https://www.geotab.com/f leet-management-solutions/electric-vehicles/ 17 https://driivz.com/solutions/electric-vehicle-service-provider/ 18 https://pvwatts.nrel.gov/
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 54 Figure 15: Solar + Storage EV Charging19
Potential DER Solutions
Utility 15-minute interval data was provided for multiple sites by city staff, and two sites were picked for this DER analysis: Fire Station 2 (1900 Walsh Ave) and Police Admin Building (601 El Camino Real). Both sites have unique baseline energy profiles and were identified in the EV Fleet Analysis as candidates for implementing four EVs at Fire Station 2 and 134 EVs at the Police Admin Building.

This analysis looked at potential DER solutions for three different scenarios at each site addressing the following electrical consumption from the time period of February 1, 2019 through January 31, 2020.
• Building load only
• Building load plus EV charging load
• EV charging load only
The EV charging load accounts for the number of total vehicles to be implemented in the “Long+” time period, meaning the total EVs identified at a single site.

This will allow for a look at the possible future DER potential at each site. The assumptions for sizing a solar array are considering an optimal tilt of 10° and azimuth of 180° (south facing). All future considerations for DER implementation should be developed by a consultant with detailed site information. These scenarios will not be scalable and will be unique to each site due to several varying factors. 19 https://labs.utdallas.edu/essl/projects/large-scale-vehicle-charging-problem/ Grid Solar Panels
Energy Storage Plug-in Electric Vehicles
DC Microgrid
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 55 The data below represent proposed DER benefits at each site for the three scenarios. Energy Toolbase20 Optimizer, an online tool for sizing PV and storage capacities, was utilized to model project financials including utility bill offset.

Figure 16. Building Load Only
Figure 17. Building Load + EV Load
Figure 18. EV Load Only
The results of this analysis show that implementing solar PV has potential for a positive payback, while energy storage does not make financial sense at this 20 https://www.energytoolbase.com/
Estimated Base
Load
Proposed PV
Capacity
Estimated Annual
PV Production
Potential Electric
Bill Offset
Fire Station 2 54 kW
194,838 kWh 40 kW-DC 58,451 kWh 26%
Police Admin Bldg 304 kW
1,353,486 kWh 273 kW-DC 406,046 kWh 28%
Annual Energy Cost Estimated Capital
Investment
Anticipated Annual
Cost Savings
Anticipated
Payback
Fire Station 2 $27,081 $169,887 $7,047 24.1 Yrs
Police Admin Bldg $175,652 $1,133,221 $49,527 22.9 Yrs
Estimated Base
Load
Proposed PV
Capacity
Estimated Annual
PV Production
Potential Electric
Bill Offset
Fire Station 2 72 kW
216,524 kWh 40 kW-DC 64,957 kWh 24%
Police Admin Bldg 402 kW
1,606,565 kWh 320 kW-DC 481,971 kWh 27%
Estimated Annual
Energy Cost
Estimated Capital
Investment
Anticipated Annual
Cost Savings
Anticipated
Payback
Fire Station 2 $30,999 $187,659 $7,438 25.2 Yrs
Police Admin Bldg $215,268 $1,327,099 $57,863 22.9 Yrs
Estimated Base
Load
Proposed PV
Capacity
Estimated Annual
PV Production
Potential Electric
Bill Offset
Fire Station 2 19 kW
21,678 kWh 4 kW-DC 8,672 kWh 19%
Police Admin Bldg 137 kW
kWh 850 kW-DC 126,540 kWh 35%
Estimated Annual
Energy Cost
Estimated Capital
Investment
Anticipated Annual
Cost Savings
Anticipated
Payback
Fire Station 2 $5,170 $33,869 $969 35 Yrs
Police Admin Bldg $42,924 $355,925 $14,978 23.8 Yrs
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 56 time due to the existing CB-1 General Service Demand Metered tariff structure.

The lack of a time-of-use (TOU) component does not allow these city sites to take advantage of load shifting or energy arbitrage, the major benefits of an ESS.

Considering there is a high daytime load, as highlighted in the Charging Analysis section of this report, solar PV is a great solution for offsetting grid consumption.

It should be noted that projected charging profiles, as previously mentioned, do not account for actual peaks that could exist during real operating conditions.

A developer assigned to sizing PV and storage capacity for a given site will utilize detailed site and energy profile data to optimize DER performance. A full engineering analysis of existing and future interval data incorporating DERs and available Silicon Valley Power tariffs would be necessary to identify financial benefits of switching rates. The general suggestion based on our analysis is to pursue solar PV, and if a utility rate change is explored, battery storage technologies could be technically and financially feasible after additional analysis.

Applicable Time-of-Use Rates
As mentioned in the previous section, the lack of financial benefits for both solar PV and energy storage can be attributed to the lack of a time-of-use billing rate where expensive peak energy can be offset by on-site generation and storage capturing any excess generation. The figure below is from the CB-1 rate schedule where varying demand and energy charges are called out.

Figure 19: Silicon Valley Power CB-1 Rate Schedule21
Customer Charge
per meter per month
Non-Time of Use Time of Use
$69.51 $69.51
Demand Charge
All kW of Billing
Demand, per KW
$8.40
Time of Use
Peak Off-Peak
$8.40 $0.00
Energy Charge
All kWh, per kWh
Non-Time of Use
Time of Use
Peak Off-Peak
$0.11167 $0.12795 $0.09837
The peak TOU period is Monday through Saturday, except holidays (New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day), beginning at 6 a.m. and ending at 10 p.m., while off-peak times are all other times. It should be noted that a cost is associated with swapping the physical utility meters at each site, which was not identified in this rate schedule, in order to apply TOU billing. The following figure highlights the potential utility bill savings for Fire Station 2 and the Police Admin Building if a TOU-based CB-1 rate is pursued.

A more in-depth analysis would be needed to calculate the potential savings for both energy (kWh) and demand (kW) on an annual basis.
21 https://www.siliconvalleypower.com/home/showdocument?id=6251 Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 57 Figure 20. Potential Utility Bill Savings
Net Energy Metering
If solar PV is pursued by the City of Santa Clara, it should also explore the benefits of switching to a net energy metering (NEM) rate.22 This would allow for bi-directional metering to measure the total amount of grid energy being consumed by the site as well as any excess energy from the PV system when generation exceeds current building demand. For every kilowatt-hour sent to the grid, Silicon Valley Power will credit that specific metered account at a rate of $0.05332/kWh, also known as the Payment Rate for Excess Energy. It should be noted that the rate schedule states that the cost of the meter is covered by the utility. Following is a figure representing the potential value of excess PV generation at the two sites analyzed.

Figure 21. Potential Value of Excess PV Generation
Energy Code (Title 24) Considerations
Chapter 6 of the Title 24 California Code of Regulations, Part 6 (Energy Standards) covers the requirements for parking lot lighting. These requirements include the power limits for parking lot lighting, outdoor lighting zones, mandatory requirements, luminaire cutoff requirements and lighting controls. Title 24 Code can become complex for any given site and the information below should be considered a general catchall for lighting upgrades. Our recommendation is for the city to address compliance with a codes expert for each specific site. 22 https://www.siliconvalleypower.com/home/showdocument?id=58854 Total EV Demand
Monthly Peak
Demand Cost
Avoided
Potential Annual
Savings
Fire Station 2 19 kW $159.60 $3,032
Police Admin Bldg 137 kW $1,150.80 $13,806
Proposed PV
Capacity
Estimated Over
Generation
Potential Annual
Savings
Fire Station 2
(Bldg Only) 40 kW-DC 7,659 kWh $408
Fire Station 2
(Bldg + EV) 40 kW-DC 8,653 kWh $461
Fire Station 2
(EV Only) 5 kW-DC 7,995 kWh $426
Police Admin Bldg
(Bldg Only) 273 kW-DC 12,664 kWh $675
Police Admin Bldg
(Bldg + EV) 320 kW-DC 20,619 kWh $1,099
Police Admin Bldg
(EV Only) 85 kW-DC 68,100 kWh $3,631
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 58 Outdoor Lighting Zones (Sec 6.3)
The idea of the Energy Standards is to base allowable outdoor lighting power on the brightness of the surrounding conditions. The standards have lighting power allowances for new lighting installations and specific alterations that fall into certain zones in which the project is located. There are five zone categories of outdoor lighting: LZ0, LZ1, LZ2, LZ3 and LZ4. A full summary of each zone is in Section 6.3, Table 6-2 in Appendix E.

The parking lot lighting being altered in this city project is assumed to be categorized as LZ1, developed portions of government designated parks and recreation areas, or LZ3, wildlife preserves.

Mandatory Requirements (Sec 6.4)
The Energy Code requirements for outdoor lighting apply to hardscape areas, such as parking lots. This typically consists of the paved, gravel or dirt portions of an outdoor building site. The installer is required to sign the appropriate Installation Certificate to verify the correct installation. See Section 6.4.1 and 6.4.2, Mandatory Measures in Appendix E.

Luminaire Cutoff Requirements (Sec 6.4.1)
The standards include a new threshold metric based on initial luminaire lumens for the backlight, uplight and glare (BUG) rating requirement. All outdoor luminaires that emit 6,200 lumens or greater must comply with BUG. See Section 6.4.1 in Appendix E for explanation and exceptions.

Requirement of Outdoor Lighting Controls (Sec 6.4.2)
The primary requirements for outdoor controls are as follows: lights off during daytime, scheduling controls and motion sensing controls. See Section 6.4.2 in Appendix E for a full explanation of each of these controls and exceptions. The Certificate of Acceptance document for outdoor lighting controls must also be submitted to the local enforcement agency to prove the installed outdoor lighting controls pass the acceptance test.

Prescriptive Method for Compliance (Sec 6.5)
The prescriptive requirements for outdoor lighting apply only to hardscape areas.

A lighting installation is compliant if it’s installed lighting power is less than the allowed lighting power for the site. The Energy Code specifies different lighting power allowances for different lighting zones. Additionally, different lighting power allowances are defined for asphalt and concrete sites. See for Hardscape Lighting Power Allowances, Table 6-3 in Appendix E.

Alterations for Outdoor Lighting (Sec 6.6)
The Energy Standards apply to alterations and additions to outdoor lighting systems, and the application of the Energy Standards to alterations depends on the scope of the proposed improvements. Lighting alterations generally refers to replacing the entire luminaire. For the different alteration scenarios. see Section 6.6 in Appendix E.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 59 Chapter 3: EV Fleet Analysis
Identification of Electric Replacement
Options
Using the fleet data provided by the City of Santa Clara, the Center for Sustainable Energy (CSE) identified the range of current vehicle classes to frame the scope of research. To ensure proposed vehicles will suit city assignments, like-for-like electric vehicle (EV) replacement options are recommended such that EVs will be within the same vehicle classes as existing fleet vehicles. For each vehicle class, currently available EVs were assessed for their feasibility as replacement options.

Feasibility was determined by the criteria outlined in the city’s Green Fleet Policy:

1. Vehicles must be within the top 10% of fuel economy and lowest emissions within the vehicle class/type.

2. Vehicles must be cost competitive (within 10% in total life cycle costs of standard fueled vehicles) for the class/type needed for specific assignments.

Cost competition is determined by comparing the average expected life cycle cost (including acquisition, operation and maintenance) of vehicles in each class in the current fleet compared to the expected cost of new EV replacements, assuming similar usage (see EV Replacement Cost Estimates for further detail). In cases where multiple models for a given class/type fit the criteria, the most cost-effective option is recommended.

This analysis incorporates a buffer in the Green Fleet Policy cost competitiveness criteria, including vehicles within 20% in expected life cycle cost of standard fueled vehicles. This will allow for the recommendation of near cost competitive vehicles that may prove to be competitive if additional savings from fleet pricing and additional funding/incentive opportunities are realized.

Though the City of Santa Clara is not bound by state fleet policies, CSE proposes blending the city’s fuel efficiency and cost criteria with California’s “zero-emission vehicle and hybrid first” purchasing mandate23 for its state fleet, which requires prioritization of light-duty (LD) vehicles and designated medium-duty (MD) and heavy-duty (HD) vehicles in the order of all-battery electric vehicles (BEVs) or fuel-cell electric vehicles (FCEVs), plug-in hybrid electric vehicles (PHEVs) and (non-plug-in) hybrid electric vehicles (HEVs), when all are available on the state contract and can meet operational needs.

This blended approach will recommend pure zero-emission vehicles24 (ZEVs) when there is a cost competitive option currently available. If pure ZEV and 23 https://www.dgsapps.dgs.ca.gov/dgs/sam/DocumentsDetail/DetailByChapter/4100 24 Pure ZEVs include BEV and FCEV technology types.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 60 PHEV options are both available, but only the PHEV is cost competitive, the PHEV is recommended.

Models of both plug-in25 technologies are presented in this section, with recommended options indicated in bold. For vehicle classes with no current cost competitive alternatives, the most fuel-efficient models of each technology are presented with neither in bold.

Light-Duty Fleet
Light-duty electric sedan and SUV models and their fuel efficiency information were derived from the U.S. Environmental Protection Agency (EPA) Fuel Economy Dataset.26 Because the market for original equipment manufacturer-produced electric trucks, cargo vans and large passenger vans are currently limited in the U.S., models in these classes were identified from a literature review of available electric up-fit manufacturers. Because these vehicles are generally less cost competitive than conventional OEM models, in order to increase likelihood of cost competition this literature review focused on vehicles that are rebate-eligible or those with state-leveraged price agreements in place via a state procurement contract. Table 23 presents proposed EV replacement options by vehicle class for each plug-in EV technology type, when available. Proposed models were determined by the methodology described above and recommended options are indicated in bold. Some models include an “(or equivalent)” label, suggesting that equivalent models from other manufacturers may prove more suitable for specific assignments upon communication with a manufacturer/retailer or more cost competitive upon acquisition price negotiations. For these models, expanding bidding across a variety of HVIP-eligible manufacturers including Motiv, Lightning Systems and Phoenix is recommended.
25 While FCEVs are currently available in California, they are generally of higher price and lower fuel economy than BEVs or PHEVs of the same class (https://www.fueleconomy.gov/feg/pdfs/guides/FEG2020.pdf ). Similarly, medium- and heavy-duty FCEVs are not expected to reach price parity with conventionally fueled vehicles until 2030 (https://ww3.arb.ca.gov/regact/2019/act2019/apph.pdf). 26 https://www.fueleconomy.gov/feg/download.shtml
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 61 Table 26. Proposed Light-Duty EV Replacements by Vehicle Class and Type Class* Proposed BEV Proposed PHEV
Sedan, Compact† Chevrolet Bolt EV Hyundai Ioniq Plug-in Hybrid‡
Sedan, Midsize Hyundai Ioniq Electric Hyundai Ioniq Plug-in Hybrid Sedan, Full Size Tesla Model S Kia Niro Plug-in Hybrid§ Sport Utility Vehicle, Small Hyundai Kona Electric Ford Escape Plug-In Hybrid Sport Utility Vehicle, Standard
5-Passenger Tesla Model X Volvo XC90
Sport Utility Vehicle, Standard 7+
Passenger|| - -
Truck, Compact or 1/2 Ton Pickup - XL Hybrid Ford F-150 PHEV Truck, 3/4 Ton Pickup/Utility Motiv EPIC E-450 Work Truck Body (or equivalent) XL Hybrid Ford F-250 PHEV
Van, 1/2 Ton Passenger Lightning Electric Ford
Transit Passenger Van Chrysler Pacifica PHEV
Van, 3/4 Ton Passenger Lightning Electric Ford
Transit Passenger Van -
Van, 1/2, 3/4- or 1-Ton Cargo Lightning Electric Ford
Transit Cargo Van -
*All classes contain vehicles of age to be considered for short-term replacement (see EV Replacement Timeline Proposal). †For compact vehicles in which a subcompact replacement is suitable, the all-electric MINI Cooper SE Hardtop 2 door is a cost competitive option, with expected total cost of ownership within 10% of the Hyundai Ioniq Plug-in Hybrid. ‡ This midsize model is more fuel efficient and cost-effective than compact PHEVs currently on the market. § While full size sedans currently on the market are all in the high-price luxury space, the Kia Niro Plug-in Hybrid, which the EPA classifies as a small station wagon, has the passenger and cargo space equivalent to that of a large sedan and may be suitable for similar applications. || For 7-passenger SUVs in which a minivan replacement is suitable, the Chrysler Pacifica PHEV is a cost competitive option, with expected total cost of ownership within 10% of current f leet vehicles.

As presented in Table 23, while electric options are currently available for most lightduty vehicle classes, only sedans and small SUVs are currently recommended for replacement. EVs are usually found to be cost competitive when their higher upfront acquisition costs are offset by savings from operation and maintenance costs. Because these savings accrue with usage, high-mileage vehicles will accrue more operation and maintenance savings than low-mileage vehicles. With the city’s small service territory, the average mileage for these other vehicle classes didn’t prove to be high enough to accrue savings at a rate that yielded them cost competitive.

The electric vehicle market is still burgeoning with many new models expected to become available in the short term. Limited information is available about release dates and pricing for many expected models, but several light-duty trucks, vans and full-size SUVs are likely to be less expensive than the nonoriginal equipment manufacturer (i.e., up-fit) options currently on the market.

For example, Ford expects to release all-electric versions of its F-150 and Transit Van in 2022, with additional manufacturer-made LD/MD pickups expected in the short- and medium-term from over 10 manufacturers including GMC, Tesla and several start-up companies. Whether or not these will be cost competitive for low-mileage vehicles is currently unknown due to limited pricing information, though acquisition costs are expected to continue dropping into the future as EV technology advances. Further, second-generation models may be more likely to Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 62 have competitive pricing options, so cost competitive models in these classes may be expected in the medium term. Upcoming models for short- and medium-term replacement consideration in are presented in Table 27.

Table 27. Expected Upcoming Light-Duty EV Replacements by Vehicle Class Medium-/Heavy-Duty Fleet
Medium- and heavy-duty truck and van models were derived from a literature review of available electric MD/HD vehicle manufacturers. Because medium-/ heavy-duty EVs generally aren’t cost competitive without financial incentives, especially without high mileage, CSE staff have identified MD/HD replacement options with cost-effectiveness as a priority. Therefore, most proposed vehicles are eligible for the California Air Resources Board’s (CARB’s) Hybrid and ZeroEmission Truck and Bus Voucher Incentive Project27 (HVIP), and many have 27 https://www.californiahvip.org/
Class Potential Replacement
Vehicle Estimated Release Year
Sport Utility Vehicle, Standard
5-Passenger
Toyota/Subaru
D-segment-class SUV TBD
Sport Utility Vehicle, Standard
7+ Passenger Rivian R1S 2021
Truck, Compact or 1/2 Ton
Pickup Ford F-150 Electric 2022
Truck, 3/4 Ton Pickup
Ford F-150 Electric 2022
Rivian R1T 2021
Tesla Cybertruck 2022
Van, 1/2 Ton, Passenger Volkswagen I.D. Buzz 2022
Van, 1/2 Ton, Cargo
Mercedes-Benz eVito Available in EU, US TBD
Volkswagen I.D. Buzz Cargo 2022
Van, 3/4 Ton Passenger
Mercedes-Benz eSprinter Available in EU, US TBD
Volkswagen I.D. Buzz 2022
Ford Transit BEV 2022
Van, 3/4 & 1 Ton, Cargo
Mercedes-Benz eSprinter Available in EU, US TBD
Volkswagen I.D. Buzz Cargo 2022
Ford Transit BEV 2022
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 63 state-leveraged price agreements via a state procurement contract (both discussed further in EV Replacement Cost Estimates). Table 28 presents proposed EV replacement options by vehicle class for each EV technology type, when available, excluding public safety and other specialty vehicle classes. Proposed models were determined by the methodology described above and recommended options for the short-term replacements (see EV Replacement Timeline Proposal are indicated in bold. Some models include an “(or equivalent)” label, suggesting that equivalent models from other manufacturers may prove more suitable for specific assignments upon communication with a manufacturer/retailer or more cost competitive upon acquisition price negotiations. For these models, expanding bidding across a variety of HVIP-eligible manufacturers including BYD, GreenPower, Lightning Systems, Motiv and Phoenix is recommended.

Table 28. Proposed Medium-/Heavy-Duty EV Replacements by Vehicle Class Class* Proposed BEV Proposed PHEV
Aerial Truck, MD*/HD* - Altec JEMs ePTO†
Chipper Truck, MD - -
Dump Truck, MD*/HD* - -
Flat Bed Truck, MD* Motiv EPIC E-450 Flat Bed
Truck (or equivalent) -
Pickup Truck, MD Motiv EPIC E-450 Work Truck
(or equivalent) XL Hybrids Ford F–250 PHEV
Tanker Truck, MD SEA Ford F-650 or F-750 EV
(or equivalent) -
Tanker Truck, HD Lion Electric Lion 8
(or equivalent) -
Utility Truck, MD* Motiv EPIC E-450 Work Truck
(or equivalent) XL Hybrids Ford F–250 PHEV
Utility Truck, HD* Lion Electric Lion 8
(or equivalent) -
Bookmobile, MD* Motiv F-59 Bookmobile -
Bookmobile, HD Motiv F-53 Winnebago -
Cargo Van, MD Chanje V8100 Panel Van
(or equivalent) -
Step Van, MD* Motiv EPIC E-450 Step Van
(or equivalent) -
* Class contains vehicles of age to be considered for short-term replacement (see EV Replacement Timeline Proposal). † Electric power take-off devices (ePTO) are a mild-hybrid technology that can reduce emissions from MD/HD aerial utility and work trucks. ePTO devices use rechargeable on-vehicle batteries to power truck-mounted equipment such as aerial platforms and digger derricks or other power tools without running the engine, allowing for idle and fuel reductions. HVIP-eligible Altec models with ePTO included include the JEMs 4e4 and 6e6 (MD) and JEMs 12E8 and 1820/18E20 (HD), though the devices can be installed on various truck models and are expected to be cost-effective (see EV Replacement Cost Estimates).

While several MD/HD classes with vehicles of age to be considered for short-term replacement don’t currently have cost competitive options at the city’s mileage levels, even with available incentives, battery costs are expected to decrease over the coming years. Recent analyses project that MD/HD electric trucks will reach Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 64 total cost of ownership (TCO) parity with comparable diesel trucks by 202428 or 2025.29 Further, upcoming models from makers that do not currently have HVIPeligible offerings, such as Daimler, Nikola, Tesla, Toyota, Workhorse and Volvo are projected to have releases over the next several years30 that may include cost competitive MD/HD offerings in additional vehicle classes. Further, pilot programs indicate all-electric vehicles serving aerial,31 dump/chipper32 and other applications may become available in the medium term. Table 29 presents upcoming models, many of which are expected to be suitable for a diverse set of applications.

Table 29. Potential Upcoming Medium-/Heavy-Duty EV Replacements by Vehicle Class
Other Considerations
Though like-for-like EV replacement options within the same vehicle classes are analyzed here, identifying vehicles that can be replaced with a lighter class will often present additional opportunities to reduce petroleum use and resulting emissions. Further, identifying opportunities to achieve transportation needs with fewer vehicles will improve the cost favorability of new vehicles by reducing upfront acquisition costs while increasing per-vehicle miles, allowing for increased accumulation of savings from operation and maintenance costs. Telematics systems can be installed in fleet vehicles to enhance monitoring capabilities in support of right-sizing the fleet and optimizing vehicle use. Telematics enables detailed tracking of vehicle usage characteristics such as daily mileage and length and location of trips, which are difficult to otherwise understand. These factors are crucial to informed decision-making regarding which vehicles are essential to maintain and prime candidates for EV replacement.
28 https://ww3.arb.ca.gov/regact/2019/act2019/apph.pdf
29 https://www.atlasevhub.com/materials/medium-and-heavy-duty-vehicle-electrification/ 30 https://atlaspolicy.com/wp-content/uploads/2019/07/Electric-Buses-and-Trucks-Overview.pdf 31 https://www.altec.com/altec-collaborates-on-first-fully-electric-vehicle-in-the-us/ 32 https://insideevs.com/news/338000/shenzhen-companies-ordered-500-byd-electric-dump-trucks/ Class Potential Replacement
Vehicle Estimated Release Year
MD Truck
Freightliner eM2 106 2021
Volvo FL Electric 2021
HD Truck
Freightliner eCascadia 2021
Peterbilt 220EV, 520EV,
579EV 2021
Volvo VNR & FE Electric 2021
Tesla Semi 2021
MD Van Workhorse C650 & C1000 2021
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 65 Communication with a manufacturer or authorized retailer may be necessary to ensure utility trucks, cargo vans or other vehicles with specialized applications are appropriately equipped to handle specific assignments, which may represent additional costs.

An impactful area for fuel-efficient vehicle replacements that is excluded from the primary analysis are police patrol vehicles. While not an all-electric option, the Ford Police Interceptor Utility is a currently available pursuit-rated hybrid SUV.

Ford also offers a plug-in hybrid special service sedan that is designed for detective and other non-pursuit law enforcement applications.

As the LD truck and van and MD/HD EV markets develop over the coming years, CSE recommends revisiting each in turn to reexamine the feasibility of electric replacements at that time.

EV Replacement Timeline Proposal
The recommended vehicle replacement age for light- and medium-/heavy-duty fleets are informed by a Utilimarc assessment33 of the energy utility industry.

This assessment used national total cost of ownership information including acquisition, maintenance, utilization and depreciation data from across the industry to predict the optimal replacement age to achieve the lowest annualized total lifetime costs for each vehicle class.

The outputs of this assessment include 2–5-year life cycle ranges for the vehicles analyzed in each class and these are used to guide the replacement timeline proposal. Due to the relatively low annual mileage of the city’s fleet compared to the fleet in the Utilimarc assessment, we’d expect city vehicles to both retain their resale value longer than average and incur maintenance and repair costs slower than average. Therefore, the upper bound of the recommended life cycles is used as a replacement guidepost, which averaged 8 years for light-duty vehicles and 13 years for medium-/heavy-duty. Though this replacement schedule is slightly more aggressive than the city’s current schedules, it is expected to result in overall cost savings by minimizing annualized total lifetime vehicle costs of the current fleet and will allow for a faster rate of cycling in fuel-efficient EVs. 33 Appendix A: 2016 Industry Replacement Summary (https://www.sdge.com/sites/default/files/regulatory/SDGE-221-Fleet%20Services%20 C.%20Herrera%20with%20Appendices%20Redacted_0.pdf)
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 66 Light-Duty Fleet
The proposed replacement schedule for short-, medium- and long-term replacements are characterized as follows.
• Short-term replacement candidates (within 0-2 years): 7+ year-old gasolineor diesel-powered vehicles with current cost-effective electric alternatives • Medium-term replacement candidates (within 2-5 years): 7+ year-old gasoline- or diesel-powered vehicles without current cost-effective electric alternatives and 4–6-year-old gasoline- or diesel-powered vehicles with either electric alternatives either currently available or expected in the next 5 years • Long-term replacement candidates (within 5-10 years): gasoline- or dieselpowered vehicles either 0–3 years old or vehicles of any age without current or expected cost-effective alternatives
Figure 22 illustrates the proposed replacement schedule for the light-duty fleet (excluding police patrol vehicles, which are assessed separately). Vehicles are grouped by their recommended replacement term and then split evenly across years within that term.

Figure 22. Proposed Light-Duty Replacement Schedule
Replacement schedules are applied using a 1/1/2021 baseline and short-term candidates are described in Table 30. These vehicles were identified using the following criteria.
• Duty = light
• Acquisition Date = before 1/1/2015
• Fuel Type = gasoline or diesel
• Class = all with EV replacements projected within 20% of current average life cycle cost, excluding police patrol vehicles = sedans and small SUVs These filters produced a list of 85 vehicles—roughly one-third of the non-patrol petroleum-fueled LD fleet—that are prime candidates for replacement in the short term.

Term Short Term Medium Term Long Term
Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Vehicle
Age & Class
7+ year-old sedans
and small SUVs
7+ year-old standard SUVs,
trucks, vans and 4–6-year-old
vehicles of all classes
0–3-year-old
vehicles of all
classes Turnover of LD fleet
completed. Consider
replacement of 2021–2023
acquisitions.

Vehicle
Count and
Cumulative
Percent
42–43
(17%)
42–43
(34%)
39 (50%)
39 (65%)
39 (81%)
23–24
(90%)
23–24
(100%)
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 67 Table 30. Short-Term Replacement Candidates by Vehicle Class Note: Police patrol and electric f leet vehicles are excluded.

In addition to cost savings resulting from replacing aging petroleum-fueled vehicles with efficient EVs, the city aims to remain at the forefront of clean technology adoption and play an active role in meeting the state’s air quality, climate and public health protection goals. State policies related to light-duty vehicles and used as a benchmark to frame and evaluate city progress are described in Table 31.

Table 31. Light-Duty External Policy Guidelines
Policy & Target Requirements* Source Notes
Executive Order
(EO) B-16-12:

Zero Emission
Purchasing
Mandate
Target: State agencies
Requires at least
25% of LD purchases
are ZEV by 2020,
with at least half
of those being pure
ZEV
State
Administrative
Manual†
Section
4121
City requirement: No
Proposals accommodate goal:

Yes
2016 ZEV Action Plan
Target: State agencies
Increases EO
B-16-12 purchasing
requirement by
5% each year such
that 50% of new LD
purchases are ZEV
by 2025
State
Administrative
Manual Section
4121
City requirement: No
Proposals accommodate goal:

Yes
ZEV & Hybrid First
Purchasing Mandate
Target: State agencies
Requires following
priority structure for
LD purchases when
feasible: BEV/FCEV,
PHEV, HEV, other
State
Administrative
Manual Section
4121.1
City requirement: No
Proposals accommodate goal:

Partial‡
AB 236 Petroleum
Reduction Goal
Expansion
Target: State agencies
Petroleum reduction
target of 50%
(compared to a 2015
baseline) by 2030.

DGS§ 43% City requirement: No
Proposals accommodate goal:

Yes||
* State policies related to purchasing requirements include exemptions for vehicles having special performance requirements necessary for the protection of public safety and welfare.
† https://www.dgsapps.dgs.ca.gov/dgs/sam/DocumentsDetail/DetailByChapter/4100 ‡ ZEV mandate priority structure is blended with city’s Green Fleet Policy fuel efficiency and cost criteria. § https://www.dgs.ca.gov/Press-Releases/Page-Content/News-List-Folder/State-Announces-New-Purchasing-Policies-to-Reduce-Greenhouse-Gas-Emissions || Assuming half of EV acquisitions are all-electric (per EO B-16-12) and 54% of PHEV miles are fueled by electricity (equal to the lowest expected of recommended PHEV models per the EPA Fuel Economy dataset: https://www.fueleconomy.gov/feg/download.shtml) Class Count Percent of Total
Light-Duty Fleet
Percent of Class in
Light-Duty Fleet
Sedan, Compact 32 13% 97%
Sedan, Midsize 17 7% 77%
Sedan, Full Size 18 7% 75%
Sport Utility Vehicle,
Small 18 7% 43%
Total 85 34% -
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 68 Medium-/Heavy-Duty Fleet
The proposed replacement schedule for short-, medium- and long-term replacements are characterized as follows.
• Short-term replacement candidates (within 0–2 years): 12+ year-old gasolineor diesel-powered vehicles with current cost-effective electric alternatives • Medium-term replacement candidates (within 2–5 years): 9–11-year-old gasoline- or diesel-powered vehicles with either electric alternatives either currently available or expected in the next 5 years.
• Long-term replacement candidates (within 5–10 years): gasoline- or dieselpowered vehicles either 4–8 years old or vehicles 4+ years old without current or expected cost-effective alternatives
Figure 23 illustrates the proposed replacement schedule for the medium- and heavy-duty fleet (excluding public safety vehicles). Vehicles are grouped by their recommended replacement term and then split evenly across years within that term.

Figure 23. Proposed MD/HD Replacement Schedule
Short-term replacement candidates are described in Table 32. These vehicles are identified using the following criteria.
• Duty = medium or heavy
• Acquisition Date = before 1/1/2010
• Fuel Type = gasoline or diesel
• Class = all with EV or ePTO replacements projected within 20% of current average life cycle cost = MD/HD aerial trucks, MD step/cargo vans These filters produced a list of six vehicles—roughly 4% of the non-public safety petroleum-fueled MD/HD fleet—that are prime candidates for replacement in the short term.

Term Short Term Medium Term Long Term
Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Vehicle
Age & Class
12+ year-old MD
step/cargo vans,
MD/HD aerial
trucks
12+ year-old MD bookmobiles
and flatbed trucks, MD/HD
dump, utility and specialty
trucks and 9–11-year-old
vehicles of all classes
4–8-year-old vehicles of all classes
Vehicle
Count and
Cumulative
Percent
3 (2%)
3 (4%)
10 (10%)
10 (17%)
10 (23%)
18–19
(34%)
18–19
(46%)
18–19
(58%)
18–19
(70%)
18–19
(82%)
-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 69 Table 32. Short-Term Replacement Candidates by Vehicle Class State policies related to medium-/heavy-duty vehicles and used as a benchmark to frame and evaluate city progress are described in Table 33.

Table 33. Medium-/Heavy-Duty External Policy Guidelines Policy & Target Requirements* Source Notes
ZEV & Hybrid
First Purchasing
Mandate
Target: State agencies
Requires
following priority
structure for MD/
HD purchases
in designated
categories when
feasible: BEV/FCEV,
PHEV, HEV, other
State
Administrative
Manual†
Section
4121.9
City requirement: No
Proposals accommodate goal:

Partial‡
AB 236 Petroleum
Reduction Goal
Expansion
Target: State agencies
Petroleum reduction
target of 50%
(compared to a 2015
baseline) by 2030
DGS§ City requirement: No
Proposals accommodate goal:

Yes||
Advanced Clean
Trucks
Target: Manufacturers
Manufacturers are
required to sell ZEVs
as an increasing
percentage of their CA
MD/HD truck sales
starting in model
year 2024 (5–9%
depending on class)
and increasing to
30–50% in 2030
Advanced
Clean Trucks
Regulation34
Requirement continues
increasing past 2030 with
a goal of a full ZEV fleet by
2045.

City requirement: No35
Proposals accommodate goal:

Yes
* State policies related to purchasing requirements include exemptions for public safety and welfare vehicles with special performance requirements.
† https://www.dgsapps.dgs.ca.gov/dgs/sam/DocumentsDetail/DetailByChapter/4100 ‡ ZEV mandate priority structure is blended with city’s Green Fleet Policy fuel efficiency and cost criteria. § https://www.dgs.ca.gov/Press-Releases/Page-Content/News-List-Folder/State-Announces-New-Purchasing-Policies-to-Reduce-GreenhouseGas-Emissions || Assuming EV acquisitions are all-electric or ePTO.

Most of the city’s (non-public safety) MD/HD vehicles—82%—are less than 11 years 34 https://ww2.arb.ca.gov/rulemaking/2019/advancedcleantrucks 35 While there is currently no vehicle procurement requirement of the city, CARB has indicated a potential f leet procurement regulation that aligns with ACT with a goal of a full ZEV f leet by 2040, per personal communication with CARB.

Class Count Percent of Total
MD/HD Fleet
Percent of Class in
MD/HD Fleet
Aerial Truck, MD 2 1% 29%
Aerial Truck, HD 3 2% 33%
Step/Cargo Van, MD 1 1% 14%
Total 6 4% -
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 70 old, leading them to be classified as medium- and long-term replacement candidates.

This puts the recommended replacement periods in alignment with the point at which the EV market is projected to reach cost parity with the traditional vehicle market. In the short term, the city’s use of renewable diesel, rather than petroleumbased diesel, to fuel the MD/HD fleet plays a significant role in meeting petroleumreduction goals and reducing GHG emissions (discussed further in Chapter 5) until the age of the fleet and the market are better suited for electric replacement.

Other Considerations
While 8- and 13-year replacement schedules are used to frame this study, these ages should be treated as a general guidepost and evaluating vehicles on a caseby-case basis is recommended. For comparison, the state of California has its own fleet replacement schedule criteria36 that similarly recommends replacement at the most economical mileage and age thresholds. The state’s schedule is more aggressive than the Utilimarc schedule recommended here, with LD vehicles eligible for replacement after 5–8 years, MD vehicles after 6 years and HD vehicles after 11 years.

When assessing vehicle replacement timelines, statewide rebate program guidelines should be considered to ensure maximum rebate eligibility. The CVRP provides rebates (see Chapter 1) for eligible LD public fleet vehicles at a maximum of 30 rebates per calendar year. HVIP incentive funding for MD/HD electric vehicles becomes available annually at which point the program accepts voucher requests until funding is exhausted. It is recommended that the city submit voucher requests soon after funding becomes available to ensure that vehicle acquisitions can receive incentives before funding is exhausted. Fleets can request up to 200 vouchers per calendar year. It is recommended that rebate programs be taken advantage of to the extent possible in the short term, as rebate program eligibility are subject to change each year.

Emergency services and detective vehicles are included in this replacement timeline, though EV suitability for these vehicles should be evaluated on a case-bycase basis.

Timelines assume cost competitive EV options will be available in the medium term. As markets develop over the coming years, CSE recommends revisiting each in turn to reexamine the feasibility of electric replacements at that time. 36 https://www.dgsapps.dgs.ca.gov/documents/sam/SamPrint/new/sam_master/sam_master_file/chap4100/4126.pdf Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 71 EV Replacement Cost Estimates
Replacing the city’s fleet with EVs is a significant investment, and though monetary incentives are available to offset the initial cost of these vehicles, in many cases the additional upfront cost compared to conventionally fueled vehicles will pay for itself within an 8- or 13-year vehicle life cycle due to the lower operation and maintenance costs of EVs.

Costs are analyzed for the short-term recommended fleet acquisitions outlined in the previous sections and compared to the costs of vehicles they would replace in the current fleet. Total cost of ownership (TCO) for proposed EVs and the current fleet are estimated as follows.

TCO = (Acquisition Cost - Rebate Amount) + Operation Costs + Maintenance Costs These variables are described in Table 34 and additional inputs are detailed in Table 35.

Table 34. Variable Descriptions
* Collected from manufacturer websites (Accessed May 2020). † Contract ID: 1-19-23-22 A-D (https://www.caleprocure.ca.gov/pages/LPASearch/lpa-search.aspx) ‡ https://cleanvehiclerebate.org/eng/eligible-vehicles
§ https://www.californiahvip.org/how-to-participate/#Eligible-Vehicle-Catalog || LD: https://www.fueleconomy.gov/feg/download.shtml. MD/HD: Collected from manufacturer websites.

Variable Description
Proposed EV Current Fleet
Acquisition Cost LD: Model-specific MSRP*
MD/HD: Model-specific state contract price†
Class average acquisition cost (from city
data)
Rebate Amount Current CVRP amounts ($1,000–2,000)‡
or
HVIP ($80K–150K)§
amounts N/A
Annual Operation
Costs
Product of model-specific fuel economy|| classspecific fleetwide average 2019 mileage (from city data) and fuel costs
Product of class-specific fleetwide average
2019 fuel use (from city data) and fuel costs
Annual
Maintenance Costs
Product of class- and fuel-specific cost-per-mile
factors and fleetwide class-specific average 2019
mileage
Product of class- and fuel-specific cost-permile factors and fleetwide class-specific average 2019 mileage
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 72 Table 35. Input Values and Sources
Input Value Description Source
Years of Operation LD: 8
MD/HD: 13
High-end of recommended
LD vehicle life cycle range
Utilimarc Utility Fleet
Assessment †
Electricity Cost*
($/kWh)
LD: $0.164
MD/HD: $0.176
Average expected rate over
life cycle (large commercial
service class)
Silicon Valley Power Rates
and Fees‡
Gasoline Cost*
($/gallon)
LD: $3.48
MD/HD: $3.75
Average expected cost over
life cycle City of Santa Clara data
Diesel Cost*
($/gallon)
PLD: N/A
MD/HD: $3.91
Average expected cost over
life cycle City of Santa Clara data
Maintenance Cost
($/mile)
LD ICE:§
$0.15–0.23
LD EV: $0.13–0.22
MD/HD ICE: $0.20–0.35
MD/HD EV: $0.14–0.22
Based on vehicle class and
technology/fuel type
Various via AFLEET Tool||
Background Data
* Fuel costs assume acquisition in 2022, 8 or 13 years of operation, fixed annual mileage and a 3% fuel price increase annually from a 2019 baseline. † Appendix A: 2016 Industry Replacement Summary (https://www.sdge.com/sites/default/files/regulatory/SDGE-221-Fleet%20Services%20 C.%20Herrera%20with%20Appendices%20Redacted_0.pdf)
‡ https://www.siliconvalleypower.com/businesses/rates-and-fees § ICE (internal combustion engine) = gasoline- or diesel-fueled vehicles || https://greet.es.anl.gov/af leet_tool
As noted, though EVs currently have higher upfront costs compared to conventional vehicles, the accumulation of savings from their lower operation and maintenance costs can make them competitive when assessing the total cost of ownership over the vehicle life cycle. The maintenance cost ranges detailed in Table 32 are lower for EVs. Vehicles recommended for short-term replacement include expected maintenance savings of 5% and 11% for LD PHEVs and BEVs, respectively, and 39% for MD/HD BEVs. The electricity costs of fueling EVs can be compared to the costs of fueling gasoline or diesel vehicles by translating the price per kWh of electricity into a gallon-equivalent metric, or eGallons.37 An eGallon represents how much the electricity will cost to drive an EV the same distance that a gallon of gas or diesel would go in a comparable conventional car. Since these values vary based on the fuel efficiency of each vehicle, EV operation costs per eGallon are displayed in Table 33 using illustrative models for example. Lightduty operation savings are illustrated by comparing the 2019 Hyundai Kona EV to the conventional gas-powered Kona FWD. Medium- and heavy-duty vehicles are illustrated using the efficiency of the Motiv EPIC E-45038 and the Lion Electric Lion 839 compared to 2019 conventional MPG averages.40 When viewing electricity costs in terms of dollars per eGallon, EV operation cost savings become clear.

The average electricity cost expected to drive these illustrative EVs the range of an eGallon (e.g., 30 miles for LD and 7.3 miles for HD) ranges from $1.35 to $2.47.

These costs are 37–61% less than the cost per gallon of conventional fuel, resulting in savings per eGallon of up to $2.13. GHG savings estimates (which are further described in the Chapter 5) are included to exhibit the environmental benefits associated with converting to an electric fleet. The illustrative EVs in Table 36 37 Based on U.S. Department of Energy methodology, an eGallon is equal to the product of three factors: the MPG of a comparable conventional car, the kWh per mile of the EV and dollars per kWh of electricity (https://www.energy.gov/sites/prod/files/2013/06/f1/eGallon-methodologyfinal.pdf) 38 https://www.motivps.com/products/epic-e450/
39 Contract ID: 1-19-23-22A Attachment C (https://www.caleprocure.ca.gov/pages/LPASearch/lpa-search.aspx) 40 https://ww2.arb.ca.gov/sites/default/files/2019-09/fy1920fundingplan-appa.pdf Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 73 are estimated to emit between 16 and 19 fewer pounds of GHGs than conventional vehicles each eGallon, meaning each gallon of gas or diesel offset by electric-fueled driving represents GHG reductions of 66–77%.

Table 36. Illustrative EV Operation Costs and GHG Savings *Comparisons based on $3.48/gal. gas for LD, $3.75/gal. gas for MD and $3.91/gal. diesel for HD Light-Duty Fleet
The costs of short-term replacements of the city’s light-duty fleet are estimated based on the current fleet makeup and currently available cost competitive models recommended. As described in Table 34 and Table 35, acquisition costs will assume MSRP pricing and include CVRP rebates ranging from $1,000–$2,000. Estimated upfront vehicle acquisition costs, operation and maintenance costs and TCO for the recommended models are presented in Table 37. Cost comparisons are made to class averages from the current fleet and GHG savings estimates (which are further described in Chapter 5) are included to exhibit the environmental benefits associated with converting to an electric fleet.

Light Duty Medium Duty Heavy Duty
Conventional Fuel
Economy (MPG) 30 10.1 7.3
EV Fuel economy
(miles/kWh) 3.6 0.8 0.5
Electricity Cost
($/kWh) $0.16 $0.18 $0.18
Electricity Cost
($/eGal) $1.35 $2.15 $2.47
EV Operation Cost
Savings ($/eGal)*
$2.13
(-61%)
$1.60
(-43%)
$1.44
(-37%)
EV GHG Savings
(lbs/eGal)
18 (-77%)
16 (-66%)
19 (-67%)
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 74 Table 37. Light-Duty EV Replacement Cost Estimates
As displayed in Table 37, the acquisition costs of recommended EVs range from 5–36% higher than vehicles of equivalent classes in the current fleet, but after accounting for expected savings from operation and maintenance over the life cycle of the vehicle, the total cost of ownership can be comparable, with expected ranges between +6% to -11% of current fleet vehicles. This is illustrated further in Figure 24 by comparing expected costs of the Hyundai Ioniq BEV to midsize sedans in the current fleet.

Sedan, Compact Sedan, Midsize Sedan, Full Size Sport Utility Vehicle, Small
Model Hyundai Ioniq PHEV Hyundai Ioniq BEV Kia Niro PHEV Hyundai Kona BEV MSRP $26,500 $33,045 $29,490 $36,950
Potential Rebate $1,000 $2,000 $1,000 $2,000
Acquisition Cost $25,500 $31,045 $28,490 $34,950
Incremental Cost $2,142
(+9%)
$4,439
(+17%)
$1,326
(+5%)
$9,182
(+36%)
Class Avg. Annual
Mileage 2,202 3,221 3,946 4,530
8-Year Operation
and Maintenance
Costs
$3,478
(-23%)
$4,440
(-36%)
$6,498
(-46%)
$6,490
(-54%)
8-Year Operation
and Maintenance
Savings
$1,046 $2,461 $5,447 $7,762
8-Year TCO $28,978
(+4%)
$35,485
(+6%)
$34,988
(-11%)
$41,440
(+4%)
8-Year GHG
Reductions (MT) 3 7 17 24
Short Term Vehicle
Count 32 17 18 18
Overall, 8-Year TCO $927,297 $603,247 $629,786 $745,919 Overall, 8-Year GHG
Reductions (MT) 110 127 313 437
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 75 Figure 24. 8-Year Total Cost of Ownership Comparison
Medium-/Heavy-Duty Fleet
The costs of short-term replacements of the city’s medium-/heavy-duty fleet are estimated based on the current fleet makeup and currently available cost competitive models recommended. As described in Table 34 and Table 35, costs will assume state-contracted pricing when available, and include HVIP pointof-sale rebates ranging from $80,000–$150,000. Estimated upfront vehicle acquisition costs, operation and maintenance costs and TCO for the recommended models are presented in Table 38. Cost comparisons are made to class averages from the current fleet and GHG savings estimates (which are further described in Chapter 5) are included to exhibit the environmental benefits associated with converting to an electric fleet. Aerial trucks are analyzed separately. $20,000
$24,000
$28,000
$32,000
$36,000
$40,000
Sedan,
Midsize
Hyundai
Ioniq BEV
01 2345 67 8
Annual Cost per Session
Total Cost of Ownership
$31,045
(+17%)
$35,485
(+6%)
$26,606
$33,507
+- +- + +-
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 76 Table 38. Medium-/Heavy-Duty EV Replacement Cost Estimates * Compared to a new conventional (non-electric) E-450 cab & chassis. Cost difference decreases when including unknown body costs.

Altec JEMs ePTO devices for aerial trucks are expected to cost roughly $53,000 for MD applications and $74,000 for HD applications.41 Assuming four hours of idle per day, 260 days per year, they are expected to pay for themselves in five years in MD applications and nine years in HD applications and accrue savings after this period. 42 Additionally, HVIP rebates of $20,000–$40,000 can help offset upfront costs of Altec models with JEMs ePTO installed.

Other Considerations
Telematics can be installed in acquired EVs to track the usage characteristics in order to measure costs and benefits of fleet conversion, including additional benefits such as fuel savings from idling, and to help optimize both vehicle utilization and charging schedules.
41 https://www.gsaadvantage.gov/ref_text/GS30F026GA/0V4NO8.3QV0ON_GS-30F-026GA _GS30F026GADEC2019.PDF 42 https://www.eei.org/issuesandpolicy/electrictransportation/FleetVehicles/Documents/EEI_UtilityFleetsLeadingTheCharge.pdf Step/Cargo Van, MD
Model Motiv Epic E-450 Step Van
Price Estimate (cab & chassis) $201,239
Potential Rebate $80,000
Acquisition Cost $121,239
Incremental Cost* $86,239
(+246%)
Class Avg. Annual Mileage 3,958
13-Year Operation and Maintenance Costs $22,031
(-76%)
13-Year Operation and Maintenance
Savings $71,152
13-Year TCO $143,270
(12%)*
13-Year GHG Reductions (MT) 56
Short Term Vehicle Count 1
Overall, 13-Year TCO $143,270
Overall, 13-Year GHG Reductions (MT) 56
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 77 Police Patrol Vehicles
While not an all-electric option, the Ford Police Interceptor Utility is a currently available pursuit-rated hybrid SUV that has the potential to significantly reduce fuel use and operation costs. It has an EPA-estimated fuel economy rating of 24 miles per gallon, roughly 40% better than previous non-hybrid Interceptor models.

This represents about 265 gallons of gas and $750 of fuel costs per vehicle annually at the 15,433 average mileage for the city’s current Ford Interceptors in 2019.

Additionally, an onboard battery can charge electrical equipment, reducing the need to idle the engine to do so, which could decrease idling fuel use by over 50%.

Ford estimates this idle reduction could save 933 gallons of fuel annually for each vehicle, equal to $2,640 of gas at 2019 city costs, assuming 4.9 hours of idling per shift, two shifts per day and daily use.43
Additional Cost Reduction Opportunities
While upfront costs for the LD fleet are analyzed by MSRP, additional upfront savings may be realized in the light-duty fleet through fleet pricing (e.g., savings from purchasing in volume or savings from purchasing through state-contracted procurement agreements). State-contracted pricing is available for several electric models, though these prices and availability are subject to change and the current contract44 is renegotiated annually, with the current contract expiring April 30, 2021.

State-contracted pricing for MD/HD vehicles has historically been renegotiated every other year. The current contract45 referenced for pricing in this analysis expires on June 26, 2021, at which point models and pricing is subject to change.

While CVRP rebates ranging from $1,000–2,000 are incorporated in this analysis, EVs domiciled in a disadvantaged community are eligible for increased rebates from the CVRP (+$2,500)46 and HVIP (increased amount determined at the time of voucher request). Disadvantaged community status is assigned at the census tract level. Fleet vehicles domiciled in census tract 6085505202 in central Santa Clara are eligible for these increased rebates.47
Additional grant funding for MD/HD vehicles may be available through the Carl Moyer Memorial Air Quality Standards Attainment Program (Carl Moyer Program) via the Bay Area Air Quality Management District.48 This program provides grants for clean vehicle replacements or power system conversions of MD/ HD fleet vehicles (and fueling infrastructure), covering up to 50% of vehicle costs for fleets with 10 or more vehicles. Though Santa Clara is within the air district’s jurisdiction and is therefore eligible, priority is given to projects in impacted communities and those under consideration per AB 617, all of which fall outside of the city.
43 https://www.ford.com/cmslibs/content/dam/brand_ford/en_us/brand/resources/general/pdf/brochures/2020_PI_Utility_MiniBrochure2_lr.pdf 44 https://www.dgs.ca.gov/PD/Resources/Page-Content/Procurement-Division-Resources-List-Folder/Statewide-Contract-Fleet-Vehicles 45 Contract ID: 1-19-23-22 (A-D) https://www.caleprocure.ca.gov/pages/LPASearch/lpa-search.aspx 46 https://cleanvehiclerebate.org/eng/f leet/eligibility 47 https://oehha.maps.arcgis.com/apps/View/index.html?appid=c3e4e4e1d115468390cf61d9db83efc4 48 https://www.baaqmd.gov/funding-and-incentives/funding-sources/carl-moyer-program Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 78 HD trucks that are scrapped and replaced are eligible for incentives up to $200,000 from the Volkswagen Program for Zero Emission Class 8 Freight and Port Drayage Trucks.49 Funding from this program becomes available on August 18, 2020, and is awarded on a first-come, first-served basis.

Federal tax credits of up to $7,500 are available for new EV acquisitions.50 While municipal fleets are not eligible to claim this tax credit directly, if vehicles are leased rather than purchased, the leasing company may claim the credit and often pass part of the savings on the consumer.51
CARB’s Low Carbon Fuel Standard program52 offers credits for EV charging that can be sold for revenue to further offset costs. Additional funding opportunities are discussed in the Funding Analysis.

Cost Estimates
Communication with a manufacturer or authorized retailer may be necessary to ensure utility trucks, cargo vans or other vehicles with specialized applications are appropriately equipped to handle specific assignments, which may represent additional costs.

Average annual mileage and life cycle costs are based on vehicle class averages.

Cost totals and differentials of individual vehicles will vary such that highermileage vehicles will have additional savings and vice versa.

This approach compares costs of existing conventional vehicles to new electric vehicles. Cost competition based on a comparison of new EVs to new conventional vehicles might result in different findings depending on the net difference in expected higher average MSRP and lower average operation and maintenance costs of new conventional vehicles.
49 https://xappprod.aqmd.gov/vw/zero-emission.html
50 https://www.fueleconomy.gov/feg/taxevb.shtml
51 https://cleanvehiclerebate.org/eng/ev/incentives/state-and-federal 52 https://ww2.arb.ca.gov/our-work/programs/low-carbon-fuel-standard Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 79 Chapter 4: Workforce
Development
As the City of Santa Clara installs and
deploys electric vehicle infrastructure
and vehicles, fleet staff must be able
to address electric vehicle incidents as
well as maintain daily operations. In the
workforce development section, CSE
will provide resources and guidance that
inform current fleet staff as well as first responders about available training and educational material and events for handling electric vehicles and infrastructure.

Through the resources provided in this section, fleet staff, first responders and emergency personnel should be able to find the appropriate channels and information in order to:

1. Identify training and educational opportunities.

2. Understand potential hazards unique to individual alternative fuels.

3. Safely respond to an incident in which an electric vehicle is present.

The document is divided into four parts: 1) fleet management and administration, 2) fleet technicians, 3) EV infrastructure training, 4) first and second responder training and 4) K-12 and adult education. In addition to training and educational opportunities, CSE recommends collecting rescue data sheets from the original equipment manufacturer (OEM) and include information regarding type of drive and the location of high-voltage components inside every electric vehicle.

Fleet Management & Administration
Fleet managers should address the following.
• Continue maintaining a familiarity with the basics of EV technology and operation
• Understand how to quantify, compare and report savings from owning and operating EVs over ICE vehicles
• Know how to minimize upfront vehicle and infrastructure costs by leveraging any existing incentives
– Understand how to claim incentives when procuring and operating an electric vehicle
• Know how to plan infrastructure development to best support newly electrified fleet vehicles
• Understand the primary upfront and ongoing costs associated with electric vehicles
Santa Clara’s fleet staff must be
able to address electric vehicle
incidents as well as maintain
daily operations.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 80 Understanding EVs and Building a Case for
Procurement
Know the Basics Behind EVs and How They Differ from ICE Vehicles Several excellent sources of information are available that allow for self-guided or professional education on electric vehicles, covering topics ranging from the history behind electric vehicles and to how to leverage time-of-use rates to maximize fuel cost savings to the nascent technologies within the industry and how the field is likely to evolve. Topics to ensure familiarity with include:
• Charging power levels and vehicle connector types
• Vehicle range, efficiency and power
• Electrical power rates and EV fueling considerations
• EV general maintenance
Understand the Fuel and Maintenance Savings Associated with Electric Vehicles
Fleet managers must examine the service life ownership costs of procured vehicles.

Generally, electric vehicles present a higher upfront cost due to the utilization of newer technology, but as illustrated in Tasks 2 and 4, can provide significant savings in terms of fuel and maintenance costs. The improved efficiency, cheaper fuel and ability to charge vehicles using power generated on-site can limit cash flow out of the organization. Additionally, the lower maintenance requirements associated with EVs can limit vehicle service visits, allowing for greater uptime.

Introduction Resources
• Department of Energy Electric Vehicle Basics (website, self-guided) • West Virginia University (professional online training) • DeAnza College (online/in-person training)
• Chabot College (online/in-person training)
Planning Vehicles with Infrastructure
Install Infrastructure to Support Fleet Transition Policy Fleet staff should make sure charging infrastructure is in place ahead of vehicle deployments planned through Fleet Transition Policy.

Minimize Fueling Costs
Charge Management Strategy 1: Use Networked Equipment
Networked equipment allows chargers to connect to back-end monitoring software, which allows for remote troubleshooting and energy monitoring. Ensuring that chargers are connected to a monitoring service will provide data that can help:
• Identify when to add more infrastructure
• Understand EV driver behavior and design solutions to increase utilization Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 81 • Identify issues/problems with equipment
• Monitor instantaneous electrical load (load shifting) and accrued load (LCFS, GHG emissions)
Integration with a fleet management software is recommended. The charging system should have the functionality to optimize charging during the day, delay charging during peak periods and schedule charging for after 10 p.m.

Charge Management Strategy 2: Load Shifting
To offset electricity costs and maximize renewable energy utilization, EV chargers should be programmed to charge vehicles between the hours of 10 a.m. and 2 p.m., when solar production is at its peak. Seasonality can be factored in to take advantage of extended solar production in summer. During all parts of the year, reducing EV charging when the facility is reaching its peak energy demand can prevent EV charging loads from significantly adding to the peak load.

As more renewable energy and storage are added, the management strategy may need to be updated to best take advantage of these resources. Fleet management, user departments and utility staff will need to work together to development management strategies that consider both the fleet operational needs and utility system impacts.

Charge Management Strategy 3: Load Management
Demand management refers to hardware or software that has the ability to reduce the amount of power that electric vehicles are drawing from the grid. This can take the form of on-site battery storage that helps to supply chargers with power; a charging unit that can ration power between a number of vehicles, prioritizing those that need it most; or even completely off-grid generation, such as connecting chargers to a solar panel and battery bank.

All three of these solutions can be utilized, either independently or together, to reduce the overall ongoing costs of fueling electric vehicles.

Tracking EVs: GPS Fleet Management Software
Integration
In order to better tailor vehicles to specific duties and routes, we recommend that the City of Santa Clara monitor an initial batch of EV deployments to assess several factors that may indicate the vehicles are well-suited for their placement, including the following.
• Number of charge occurrences: how often is this vehicle being charged? If the frequency is high, it may indicate that the vehicle is being driven hard or for long distances, and an alternative model may need to be considered (or may need to be supported by DC fast charging).

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 82 • Time of charge occurrences (and state of charge): when is this vehicle being charged? Ideally, a vehicle will be charged at its “home” garage and able to leverage inexpensive off-peak electricity overnight.
• Vehicle service area: maintaining an awareness of where vehicles are spending most of their time away from the “home” garage can aid in assessing if off-site EV charging at satellite locations may be useful.

Additionally, conventional OBD-II monitors may not be compatible with the onboard diagnostics of EVs due to the difference in the metrics that the systems monitor during normal vehicle operation. Some fleet management software also offers OBD-II/CANbus protocol devices that can monitor these unique and important data feeds. The city should evaluate how telematics can be fully integrated into fleet management decision-making.

Monitoring telematics may require new staff or training to manage all of the data. The city could look to its planning department for staff skill in geographic information systems. West Valley College also offers training in geospatial analysis.

Regulatory Legislation: Light-, Medium- and HeavyDuty ZEVs As the legislative and regulatory landscape continues to change as the state peruses widespread transportation electrification, city staff need to stay abreast of these changes.

For the state’s fleets, Governor Jerry Brown issued Executive Order B-16-2012, 53 which requires California’s fleets to increase the procurement of zero-emission vehicles (ZEVs) over time. Specifically, the order requires at least 25% of the state’s light-duty fleet vehicle purchases be ZEVs by 2020. Executive Order B-48-1854 was issued by Governor Brown in 2018 and builds on this policy by requiring that California deploy 5 million EVs by 2030.

Legislation has been passed that requires timelines for state fleets to transition to EVs. Senate Bill (SB) 49855 (Skinner, 2017) requires the Department of General Services to ensure that at least 50% of light-duty vehicle purchases each fiscal year be ZEVs, beginning in fiscal year 2024-25. Additionally, Assembly Bill (AB) 73956 (Chau, 2017) establishes requirements for state fleets to purchase medium- and heavy-duty (MD/HD) ZEVs. Specifically, the legislation requires that starting in 2026, at least 15% of new vehicles with a gross vehicle weight rating of at least 19,000 pounds be ZEVs. The requirement increases to 30% starting in 2031. 53 Office of California Governor Edmund G. Brown Jr. (2012). EXECUTIVE ORDER B-16-2012. Retrieved July 22, 2020, from https://www. ca.gov/archive/gov39/2012/03/23/news17472/index.html
54 State of California’s Office of Planning and Research. Zero-Emission Vehicles. Retrieved July 22, 2020, from https://opr.ca.gov/planning/ transportation/zev.html
55 California State Senate (2017). SB-498 Vehicle f leets: zero-emission vehicles. Retrieved July 22, 2020, from https://leginfo.legislature.ca.gov/ faces/billTextClient.xhtml?bill_id=201720180SB498
56 California State Assembly (2017). AB-739 State Vehicle Fleet: Purchases. Retrieved July 22, 2020, from http://leginfo.legislature.ca.gov/faces/ billNavClient.xhtml?bill_id=201720180AB739
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 83 For smaller jurisdictions like cities and counties, landmark climate legislation including AB 3257 (Nunez, 2006) and SB 3258 (Pavley, 2016) enables these jurisdictions to adopt climate action plans to enforce regional emissions reduction requirements. For example, the San Francisco Climate Action Plan proposed discouraging low-efficiency vehicles by charging higher registration fees and promoting more efficient vehicles by offering grants and benefits like highoccupancy vehicle (HOV) lane access.

Building on early executive orders and regulations, Governor Gavin Newsom issued Executive Order N-79-20 in fall 2020, setting more aggressive targets. The executive order calls for the following items.
• CARB is directed to propose regulations to achieve the following targets:
– 100% of in-state sales of new passenger vehicles and trucks should be ZEVs by 2035.
– 100% of in-state medium- and heavy-duty trucks and buses should be ZEVs by 2045 where feasible.
– 100% of in-state drayage trucks should be ZEVs by 2035. – 100% of in-state off-road vehicles and equipment operations should be zero-emission by 2035 where feasible.
• CARB, California Energy Commission and California Public Utilities Commission are directed to accelerate deployment of ZEV fueling and charging infrastructure and identify ways to provide benefits to low-income and disadvantaged communities.
• The Governor’s Office of Business and Economic Development (GO-Biz) is directed to develop a Zero-Emission Vehicle Market Development Strategy by January 31, 2021, to be updated every three years.
• The California State Transportation Agency is directed to identify near-term actions and investment strategies for improving clean transportation by July 15, 2021.
• The Labor and Workforce Development Agency is directed to develop a Just Transition Roadmap by July 15, 2021.
• The California Environmental Protection Agency and California Natural Resources Agency are directed to prepare an action plan on the transition away from oil production by July 15, 2021.

City staff should be aware of these targets and guidance documents as they are developed, although not all will have a direct regulatory impact on the city fleet.

One regulation that the city should pay special attention to is CARB’s proposed Advanced Clean Fleets59 rule-making. Starting in spring 2021, government agencies will have to report on vehicles with a GVWR greater than 8,500 lbs. This will influence the development of regulations that require zero-emission truck 57 California Air Resource Board (2018). AB 32 Global Warming Solutions Act of 2006. Retrieved July 22, 2020, from https://ww2.arb.ca.gov/ resources/fact-sheets/ab-32-global-warming-solutions-act-2006 58 California State Senate (2016). SB-32 California Global Warming Solutions Act of 2006: emissions limit. Retrieved July 22, 2020, from https:// leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201520160SB32 59 https://ww2.arb.ca.gov/sites/default/files/2020-09/200922presentation_ ADA.pdf Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 84 purchases, with initial focus on truck types and use cases that are most suitable. A full transition will be required by 2045.

Funding Opportunities for Training
Clean Transportation Program (formerly Alternative and
Renewable Fuel and Vehicle Technology Program)
Implemented by the California Energy Commission, the Clean Transportation Program partners with California Community Colleges, the California Employment Development Department and the Employment Training Panel to develop and expand training programs for existing and new workers within the state’s clean transportation field.

This funding helps make available free or low-cost training available through various channels throughout the state.

California Employment Training Panel (ETP)
The Employment Training Panel (ETP) offers contracts to employers, labor groups and training agencies to help keep the state’s labor force up to date on technology trends and competitive in the market. ETP establishes funding priorities for each fiscal year, based on state labor markets and employer need. Historically, training in green or clean technology has been a “priority industry” eligible for an increased reimbursement. However, at time of writing in late 2020, the ETP has changed its training prioritization to focus on fields designated as critical or essential, in response to the ongoing COVID-19 crisis. This prioritization will last through the end of the 2020-2021 fiscal year (ending July 1, 2021).

The ETP’s AB 118 Pilot Training Program supports development and employment of renewable alternative fuels and clean vehicle technologies in the marketplace.

Contracts under ETP’s AB 118 Pilot Training Program will only fund training related to alternative and renewable fuel and vehicle technology. ETP’s AB 118 supported trainings have included:
• Zero-emission vehicle infrastructure including electric vehicle (EV) charging and hydrogen fueling infrastructure manufacturing, installation, maintenance and repair
• Electric vehicle and hydrogen vehicle technologies including vehicle and vehicle component manufacturing
• Mass transit fleet conversion efforts directly supporting EV and hydrogenbased fuel technologies inclusive of vehicle and fueling/charging infrastructure operation, servicing and maintenance
• First and second responder training supporting EV and hydrogen-based fuel technologies, inclusive of vehicle and fueling/charging infrastructure City staff should contact the ETP’s Economic Development Unit at (916) 327-4391 to discuss how ETP funds could be used for city training needs.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 85 Community Colleges
In addition to associates degrees and certificate program in relevant fields, community colleges can offer workforce training to keep staff up to speed on the latest technologies. Local colleges with automotive programs included Chabot College, De Anza College and Evergreen College. The city can contact the advanced transportation and logistics sector lead to discuss opportunities.60 Fleet Technicians
Fleet technicians should address the following.
• Continue maintaining a familiarity with the basics of EV technology and operation
• If on-site vehicle maintenance is desired: Pursue advanced training certifications to allow mechanics to conduct more advanced maintenance or repairs on electric vehicles
Introduction to EV Technology
Understanding the Basics
Several excellent sources of information are available that allow for self-guided or professional education on electric vehicles, covering topics ranging from the history behind electric vehicles and how to leverage time-of-use rates to maximize fuel cost savings to the nascent technologies within the industry and how the field is likely to evolve. Topics to ensure familiarity with include:
• Charging power levels and vehicle connector types
• Vehicle range, efficiency and power
• Electrical power rates and EV fueling considerations
• EV general maintenance
Introduction Resources
• Department of Energy Electric Vehicle Basics (website, self-guided) • West Virginia University (professional online training) • DeAnza College (online/in-person training)
• Chabot College (online/in-person training)
60 https://atleducation.org/contact/
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 86 Vehicle Safety, Maintenance and Operations (M&O)
Safety Training Associated with High-Voltage Work and EV Emergencies
EVs and EV chargers have significant hazards associated with their installation and usage, primarily the presence of high-voltage electricity (240-480 volt).

While uncommon, there is also the possibility of fires, toxic fumes or thermal runaway in the event of a problem with the charge controller. Fleet technicians should, at a minimum, be familiar with the procedure of responding to and controlling such emergencies.

Familiarity with EV Maintenance
EVs generally have less maintenance requirements than conventional vehicles. EV powerplants are extremely simple when compared with an internal combustion engine; there are very few moving parts, which translates into a marked decrease in friction, wear and the near-total elimination of lubricating fluid within the motor.

Due to the motor’s ability to act as an engine brake on demand, brake pads and discs have been observed to wear much more slowly. The items requiring replacement on electric vehicles are typically low-cost and easily installed, including changing windshield wipers and cabin filters once a year, as well as the occasional bulb. Tires still need regular rotation, balancing and replacement. These items should not require new training for fleet technicians.

When inspecting the vehicle for damage, typical wear and tear are found in the body undercarriage, wheels and/or tires. Commercial trucks are required to have the Basic Inspection of Terminals (BIT)61 every 90 days. Fire, refuse and street sweeper BIT inspections occur more often, with inspection intervals half that of commercial trucks. Conventional patrol car inspections occur every 45 days with service and brake checks.

High-Level Maintenance Training as Part of Vehicle Acquisition Basic maintenance and troubleshooting training should be included with procurement and provided by the manufacturer for the city’s technicians. The training should include what can be safely worked on by fleet technicians and what they cannot and should not work on. Most EVs have extended warranties on battery packs and other high-voltage components. Any necessary repairs would typically be done by manufacturer-trained repair staff.

Training in Advanced Diagnostics and Repair
EVs differ from conventional vehicles in several ways – but one of the most unique is the shifting of the control and regulation of the fueling process from a gas dispenser to onboard the vehicle (i.e., moving the “flow rate” regulation from the gas pump to the vehicle’s charge controller). In this way, while the mechanics of the EV drivetrain are much simpler than those in ICE vehicles, the fueling process becomes uniquely integrated into the vehicle’s onboard systems. 61 https://www.chp.ca.gov/CommercialVehicleSectionSite/Documents/O%20chp800h.pdf Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 87 Due to the constant presence of extremely high-voltage electricity throughout EV systems, CSE strongly recommends that only technicians trained in specific EV service work on the internal mechanics or physical troubleshooting of electric vehicles.

Safety, Maintenance and Operations Resources
• Electric Drive Vehicle Career and Technical Education Training • Electric Drive Vehicle Infrastructure Training
EV Infrastructure Training
Installers
Technicians who work on public Level 2 chargers installed after January 1, 2021, and public DCFC installed after January 1, 2022, must be registered with the county’s weights and measures department. The contractor’s employees should be trained and registered with local weights and measures department as well. If the city is self-installing and plans to maintain infrastructure, the fleet staff should consist of a core of well-trained electricians and electrician helpers. As a best practice, technicians should also be EVITP certified.

The Electric Vehicle Infrastructure Training Program (EVITP) is a nonprofit, volunteer, brand neutral, national EV industry collaborative training program that addresses the technical requirements, safety imperatives and performance integrity of industry partners and stakeholders, including the following. • Automobile manufacturers
• Investor-owned and municipal utilities
• Electric vehicle supply equipment/EVSE (“charging station”) manufacturers • Electrical energy storage device manufacturers
• State and local electrical inspectors
• Electrical contractors and electrical workers
• First responders
The curriculum includes information on the following.
• Level 1 (120V), Level 2 (220V) residential charging
• Commercial/institutional Level 2 charging
• DC fast charging
• Medium duty (MD) commercial/institutional
• Heavy duty (HD) commercial/industrial
• Site assessment and load calculations (core)
• Maintenance, troubleshooting and repair
• Wireless conductive energy transfer
Minimum requirements for the EVITP certification include California statecertified general electricians who have completed 8,000 hours of on-the-job Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 88 training and pass the state exam. AB 841 (2020) requires EVITP certifications for installers of state-funded electric vehicle infrastructure.

The Santa Clara County Electrical JATC and other training centers offer EVITP training.

Maintenance
CSE recommends educating all staff on the basic maintenance and charging procedures associated with EV chargers. Overall, EV chargers are relatively simple equipment, but the city can still benefit from staff conducting regular maintenance checks and adhering to best practices for long-term care. Network providers frequently offer service and maintenance contracts, which can significantly ease the process of troubleshooting and repairing any error codes or faults; however, the following items represent the more common, day-to-day maintenance practices important in keeping your EV chargers in excellent working condition. • Keep the cords and connectors off the ground
• Keep troubleshooting contact information up-to-date and clearly visible on the charger
• Ensure the charger is clean, and screens are easily visible and legible • Maintain a log of charger maintenance incidents and repairs • Monitor the online user dashboard for faults and trouble codes at least once per day
Demand Response and Load Management
Most network-connected chargers are able to conduct demand response, which allows the charger to limit output current during times of high building or site usage, thus avoiding any demand fees levied on high power consumption. Adaptive charging systems (also known as load-managed, or charge-management systems) are a newer development that essentially allows several vehicles to share power coming from a single circuit by distributing charging power to vehicles while staying within overall panel limits. More advanced systems are able to react to driver inputs and deliver power to vehicles that need it the most while remaining within the circuit’s limits. CSE recommends identifying and training individuals on demand-response or load-managed charging systems, who can be responsible for making sure that chargers are functioning as intended and serve as points of contact to train other employees. Charging station management may fall under a facilities energy manager position instead of a fleet staff member. The Association of Energy Engineers’ Certified Energy Manager (CEM) is the most widely recognized professional certification.62
62 https://www.aeecenter.org/certifications/certifications/certified-energy-manager Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 89 First and Second Responder Training
First Responders: Fire and Police
CSE recommends creating rescue data sheets for each electric vehicle, including information regarding type of drive and the internal location of high-voltage components. First responders receive extensive training, but to ensure the safety of the fleet, fleet operators and employees, CSE recommends checking with local fire and police training departments regarding electric vehicle incident trainings received by first responders.

The California Training Officers Association’s Fire Service Training and Education Program (FSTEP) includes a 16-hour curriculum for alternative fuel (including hybrid, electric and hydrogen) safety. Although these trainings are available, many departments have not completed them as there are other priority training topics and limited training periods.

Second Responders: Tow Truck Operators
Like first responders, second responders should receive electric vehicle incident training to learn about working with high-voltage components of electric vehicles.

While the risk of an explosion of the high-voltage battery is very low, handling precautions are recommended. The city could encourage local tow companies to take a training.

Emergency Responder Resources
• California FSTEP courses
• First Responder Alternative Fuel Vehicle Safety Training • EV Safety Training- Towing and Roadside Assistance:
• National Fire Protection Association (NFPA) Alternative Fuel Vehicles Training Program
• Triangle Alternative Fuels First Responder Online Training Modules K-12 and Adult Education
Introduction to EV Technology
Building an electrified green fleet is a great opportunity to lower vehicle total cost of ownership, reduce criteria pollution and improve the health of the community.

With fleet electrification the city can support EV education throughout the community.

Meeting CAP and GHG Goals
California has enacted several policy initiatives and regulations that facilitate and require the transition to fleet electrification. All are designed to help better Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 90 the future of communities by improving local air quality, curbing the impacts of climate change and stimulating the economy by using clean technologies. Some of the initiatives enable smaller local entities like cities and counties to enforce their own regional GHG emission reduction requirements.

Supporting STEM education in schools
The Silcom Valley region is known for its high-tech employment opportunities.

Although many regional schools have science, technology, engineering and math (STEM) programs, there could be more opportunities to support curriculum on electric vehicles. The American Society for Engineering Education has public guidance on Engaging Middle and High School Students in Learning STEM through Electric Vehicles.63
The Switch Lab (https://www.theswitchlab.com/), based in Sonoma County, offers a full curriculum focused on building an electric vehicle, trains instructors and sells the construction kits.

Community
The city could partner with existing efforts to increase awareness, and ultimately adoption, of plug-in hybrids and electric vehicles. With already high EV adoption in the regional, specific focus on disadvantaged and low-to-moderate income communities could be made. Although the 2020 pandemic has limited in-person events, the city could consider hosting a National Drive Electric Week event or partner with outreach from the Clean Vehicle Rebate Project.

Green Jobs
By continuing to build up its fleet electrification process, the City of Santa Clara is both directly and indirectly contributing to the growth of jobs within the energy and sustainability fields. A 2013 study of clean energy policies and green jobs notes that local climate actions have “moderate and positive effects on the number of green jobs” over a relatively short-term period.64 Examining the City of Santa Clara’s fleet electrification goals, which include a smooth, carefully planned transition to electric vehicles, the successful installation of semi-private fueling infrastructure at city facilities and the deployment of skilled and trained EV technicians to conduct basic maintenance, there is high potential for existing employees to build on their existing skill sets to fill their same roles within a newly electrified fleet. CSE also anticipates the opportunities for additional sustainability staff growing as the fleet increases in size. The fleet electrification project (and associated workforce development) would position the City of Santa Clara as a model and example for other regional cities to follow, as well as an incubator for the development of skilled EV professionals and fleet managers. 63 https://www.asee.org/public/conferences/78/papers/18158/view 64 Yi, H. (2013). Clean energy policies and green jobs: An evaluation of green jobs in US metropolitan areas. Energy policy, 56, 644-652.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 91 Training Resources Available
In-Person Training
Several regional community colleges offer in-person training specifically geared toward developing EV professionals.
• De Anza College offers a stand-alone course on Plug-in Electric Vehicle Technology, which covers much of the material required for understanding the vital characteristics of electric vehicles. Core objective of the course is to ensure that students are able to safely maintain and service a plug-in electric vehicle. • Evergreen Valley College offers a pair of courses – AUTO 181A and AUTO 181B – that serve to lay and build upon the fundamentals of alternative fuel, hybrid and electric vehicles. 181A is a fundamentals course; 181B provides hands-on training with basic diagnostic and repair services for hybrid, plugin hybrid and fully electric vehicles. • City College of San Francisco offers an introductory course to familiarize students with the basics of EV motors and batteries, develop service safety procedures and diagnostic skills and perform manufacturer-guided routine maintenance.

Online Modules
National Alternative Fuels Training Consortium (NAFTC)
The National Alternative Fuels Training Consortium (NAFTC) at West Virginia University (WVU) is the only nationwide alternative fuel vehicle and advanced technology vehicle training organization. The NAFTC develops curricula and disseminates training about alternative fuels, alternative fuel vehicles and advanced technology vehicle education. All courses and workshops can be customized to fit audience needs.

NAFTC courses and workshops are offered in both traditional classroom and online learning formats. Participants learn by using educational discussions, videos and assessments as well as lab and shop activities. As a result, participants are on the leading edge of alternative fuels, alternative fuel vehicles and advanced technology vehicle education.

EV-specific courses include:
• A Basic Understanding of Battery-Electric and Hybrid-Electric Vehicles: A twoday course dedicated to exploring the basic engineering principles, operation and maintenance of battery electric and hybrid vehicles. Must be scheduled. • Electric Drive Vehicle Automotive Technician Training: A five-day course designed to provide an in-depth look at hybrid, plug-in hybrid and battery electric vehicles, along with useful background on components and troubleshooting/maintenance techniques. Must be scheduled. • Electric Drive Vehicle Career and Technical Education Training: A five-day course, similar to the technician training above, with the inclusion of Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 92 accessing the onboard diagnostic systems and troubleshooting vehicle faults.

Must be scheduled.
• Electric Drive Vehicle Infrastructure Training: A two-day course designed to provide an understanding of the technical components and installation process of electric vehicle charging stations, including the power “levels,” what triggers the need for electrical panel upgrades, permitting and relevant electrical considerations. Must be scheduled.
• First Responder Alternative Fuel Vehicle Safety Training: Composed of specific trainings for firefighters, emergency medical services personnel and law enforcement officers, these courses outline the emergency response considerations associated with EVs and other alternative-fuel vehicles, including protective equipment, proper vehicle securing methodology and fire response to battery fires. Scheduled by WVU.
• EV Safety Training: Towing and Roadside Assistance: A four-hour workshop illustrating the towing and recovery procedures for electric vehicles and other alternative-fuel vehicles. Scheduled by WVU.

National Fire Protection Association (NFPA) Alternative Fuel Vehicles Training Program
The National Fire Protection Association (NFPA) has a self-paced online training Alternative Fuel Vehicles Training Program for Emergency Responders. The course teaches emergency responders including firefighters and emergency medical services (EMS) professionals how to safely deal with emergency situations involving alternative-fuel passenger vehicles, trucks, buses and commercial fleet vehicles. Upon completing the program, students receive a certificate for their successful completion. For more details, visit their website.

Triangle Alternative Fuels First Responder Online Training Modules
The Triangle Alternative Fuels First Responder Training offers free, self-paced curriculum for the fire and rescue community. For more details, visit their website.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 93 Chapter 5: Greenhouse
Gas Emissions Reductions
Analysis
Greenhouse Gas Emission Reductions
Analysis
Greenhouse gas (GHG) emission reductions that may be expected from electrifying the city’s fleet can be estimated as the difference between emissions from the current fleet and the anticipated future electric fleet.

GHG Reductions = GHG emissions from current vehicles - GHG emissions from new EVs GHG emissions from the current fleet can be estimated using city data related to fuel consumption and emissions factors (or carbon intensity) for the gasoline or diesel fueling those vehicles. GHG emissions from the electric fleet expected in the short term can be estimated using three inputs: fuel economy data for proposed EV replacements, carbon intensity of the electricity (or electricity and gasoline for PHEVs, which use both fuels) that will fuel acquired vehicles and expected miles traveled. Emissions from current vehicles and new EVs are calculated as follows.

GHG Emissions = Fuel carbon intensity × Fuel consumption rate × Vehicle miles traveled Fuel economy data for the electric fleet and the proportions of PHEV miles expected to be fueled by electricity and gas comes from the EPA or manufacturer websites. Data on the carbon intensity of fuels used in California are from CARB’s Low Carbon Fuel Standard (LCFS) program. It is measured in terms of CO2- equivalent (CO2e) emissions produced per unit of fuel used. Miles traveled are based on current vehicle usage from the city’s data. These variables are further described in Table 39. CARB emission factors characterizing vehicle averages are used for medium- and long-term replacements, for which fuel economy information is unknown.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 94 Table 39. Input Values and Descriptions
Input Value* Description Source
Electricity Carbon
Intensity 299 gCO2e/kWh CA grid average
LCFS Current Fuel
Pathway Lookup
Table †
Gasoline Carbon
Intensity 10,799 gCO2e/gal. 2019 CA benchmark Current LCFS Regulation ‡
Diesel Carbon
Intensity 12,663 gCO2
e/gal. 2019 CA benchmark Current LCFS
Regulation
Renewable Diesel
Carbon Intensity 4,473 gCO2
e/gal. 2019 CA volumeweighted average LCFS Data Dashboard§ Fuel Consumption
Rate – Current Various gal./mile
Class-specific values
based on 2019 fuel use
and mileage
City of Santa Clara
data
Fuel Consumption
Rate – EV Various kWh/mile Model-specific or class average values EPA,|| manufacturer
websites or CARB¶
Vehicle Miles
Traveled Various Class-specific values based on 2019 usage City of Santa Clara
data
* All carbon intensity values converted from gCO2e/MJ using energy densities reported in CARB Current Low Carbon Fuel Standard Regulation. † Accessed 8/17/20 (https://ww2.arb.ca.gov/resources/documents/lcfs-pathway-certified-carbon-intensities). ‡ Accessed 8/17/20 (https://ww2.arb.ca.gov/our-work/programs/low-carbon-fuel-standard/lcfs-regulation). § Based on 34.5 gCO2e/MJ. Accessed 8/18/20 (https://ww3.arb.ca.gov/fuels/lcfs/dashboard/dashboard.htm). || EPA Fuel Economy Dataset. Accessed 4/22/20 (https://www.fueleconomy.gov/feg/download.shtml). ¶ CARB Funding Plan for Low Carbon Transportation Investments (https://ww2.arb.ca.gov/sites/default/files/2019-09/fy1920fundingplan-appa.pdf).

Light-Duty Fleet
The GHG emission reductions potential from the electrification of 85 of the city’s sedans and small SUVs in the short term is expected to be roughly 986 metric tons (MT) of CO2e over an 8-year ownership period. The average annual GHG emissions from the current fleet range from 0.7 to 3.4 MT per vehicle. EV replacements range from 59–89% cleaner than current vehicles, presenting GHG reduction potential of up to 3 metric tons per vehicle annually, or up to 24 tons over an 8-year ownership period. Per-vehicle and total GHG reduction estimates by vehicle class are presented in Table 40.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 95 Table 40. GHG Reduction Estimates for Short-Term LD EV Replacements Because the specific models and fuel efficiency of medium- and long-term EV acquisitions is unknown, a rough estimate of their emission reductions potential is calculated using factors that characterize average emission rates of current vehicles.

These emissions factors were obtained from CARB’s Funding Plan for Low Carbon Transportation Investments.65 Future sedan and SUV savings are estimated using emission factors for electric light-duty passenger cars – 93 and 198 gCO2 e/mi for
BEVs and PHEVs, respectively. Future truck and van savings are estimated using emission factors for electric light heavy-duty66 vehicles – 326 and 695 gCO2 e/mi for
BEVs and PHEVs, respectively. Assuming replacements of each class are half BEVs and half PHEVs (to align with the Zero Emission Purchasing Mandate), with fixed emission rates and mileage, the medium- and long-term electrification of the city’s remaining 163 light-duty non-patrol vehicles might be expected to save roughly 3,500 metric tons of CO2e over an 8-year ownership period.
65 Table A-12: https://ww2.arb.ca.gov/sites/default/files/2019-09/fy1920fundingplan-appa.pdf. 66 Classification for vehicles with GVWR 8,501–14,000 lbs.

Current Fleet Sedan, Compact Sedan, Midsize Sedan, Full Size SUV, Small Average Annual
Mileage 2,202 3,221 3,946 4,530
Average Annual
Fuel Use (gal.) 68 109 259 315
Average Annual GHG
Emissions Per Vehicle
(MT)

0.7 1.2 2.8 3.4
EV Replacement Hyundai Ioniq
PHEV Hyundai Ioniq BEV Kia Niro PHEV Hyundai Kona BEV
Average Annual
Mileage 2,202 3,221 3,946 4,530
Average Annual
Fuel Use (kWh) 353 818 682 1,245
Average Annual
Fuel Use (gal.) 18 - 39 -
Average Annual
GHG Emissions Per
Vehicle (MT)

0.3 (-59%)

0.2 (-79%)

0.6 (-78%)

0.4 (-89%)
Annual GHG
Reductions Per
Vehicle (MT)

0.4 0.9 2.2 3.0
8-Year GHG
Reductions Per
Vehicle (MT)
3 7 17 24
Short-Term Vehicle
Count 32 17 18 18
Total 8-Year GHG
Reductions (MT) 110 127 313 437
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 96 Medium-/Heavy-Duty Fleet
The City of Santa Clara has already taken a significant step in reducing GHG emissions from their MD/HD fleet by fueling their 79 diesel-powered vehicles exclusively with renewable diesel. Depending on the feedstock of the renewable diesel in use, it emits between 48–83% less GHGs than conventional diesel.67 Even still, electrification presents opportunities for further savings. Short-term EV replacements are expected to emit 66% less GHGs than the current renewable diesel-fueled vehicles. The emission reductions potential from the electrification of one of the city’s MD step vans in the short term is expected to be roughly 56 metric tons of CO2
e over a 13-year ownership period. GHG reduction estimates by vehicle class are presented in Table 41 and ePTO benefits are discussed below.

Table 41. GHG Reduction Estimates for Short-Term MD/HD EV Replacements GHG savings from aerial trucks with ePTO also can be assessed using CARB emission factors and usage assumptions.68 Using emission rates of ePTO and renewable diesel PTO69 – 5,899 and 11,462 gCO2
e/hr, respectively – and assuming
PTO operation at four hours per day and 250 days per year, each vehicle is expected to save nearly 6 metric tons of GHGs annually. This equates to 72 metric tons per 67 Based on Neste-produced renewable diesel certified by CARB’s Low Carbon Fuel Standard. Accessed 7/30/20 (https://ww2.arb.ca.gov/ resources/documents/lcfs-pathway-certified-carbon-intensities). 68 Table A-28: https://ww2.arb.ca.gov/sites/default/files/2019-09/fy1920fundingplan-appa.pdf. 69 Based on the conventional diesel emission rate (32,450 g/hr) scaled down by 65% to represent the lower carbon intensity of renewable diesel.

Current Fleet Step Van, MD
Average Annual Mileage 3,958
Average Annual Fuel Use (gal.) 1,477
Average Annual GHG Emissions Per Vehicle
(MT) 6.6
EV Replacement Motiv Epic E-450 Step Van
Average Annual Mileage 3,958
Average Annual Fuel Use (kWh) 7,599
Average Annual GHG Emissions Per
Vehicle (MT)

2.3 (-66%)
Annual GHG Reductions Per Vehicle (MT) 4.3
13-Year GHG Reductions Per Vehicle (MT) 56
Short Term Vehicle Count 1
Total 13-Year GHG Reductions (MT) 56
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 97 vehicle over a 13-year ownership period and represents 362 metrics tons of savings potential from 5 short-term MD/HD aerial truck replacements. Projecting these same savings rates onto the city’s remaining 11 aerial trucks that aren’t scheduled for short-term replacement results in an estimate of an additional 796 metrics tons of savings potential (though all-electric aerial truck options may become available in the medium- or long-term, enabling further GHG savings from vehicle mileage).

Because the specific models and fuel efficiency of medium- and long-term EV acquisitions is unknown, a rough estimate of their emission reductions potential is calculated using factors that characterize average emission rates of current MD/HD vehicles. These emissions factors were obtained from CARB’s Funding Plan for Low Carbon Transportation Investments.70 Future savings are estimated using the most conservative MD/HD BEV emissions factor from this source – 326 gCO2
e/mi. Assuming fixed emission rates and mileage, the medium- and long-term electrification of the city’s remaining 152 medium- and heavy-duty non-publicsafety vehicles would be expected to save over 10,000 metric tons of CO2 e over a
13-year ownership period.

Other Considerations
Police Patrol Vehicles
Additional GHG savings can be realized by replacing police patrol vehicles with the currently available Ford Police Interceptor Utility hybrid. As previously described, the increased fuel economy and idle-reduction benefits from this hybrid Interceptor represents potential gas savings of 1,198 gallons per vehicle annually compared to previous non-hybrid models. This equates to 12.9 metric tons of GHG savings per year from each vehicle.

GHG Estimation
Emissions are estimated using a statewide average electricity emissions factor, which offers less precise outputs than using an emissions rate specific to the Silicon Valley Power grid mix. The carbon intensity of SVP electricity can be incorporated when it becomes available.

Future emissions are projected based on estimates created with current vehicle usage and carbon intensity inputs. Actual emission reductions achieved in the future may differ depending on vehicle usage at that time and changes in the carbon intensity of California’s petroleum and electric fuel. Also, average annual mileage and fuel consumption are based on vehicle class averages. GHG emission reductions from individual vehicles will vary such that higher-mileage and less fuel-efficient vehicles will see more emission savings and vice versa. 70 Table A-12: https://ww2.arb.ca.gov/sites/default/files/2019-09/fy1920fundingplan-appa.pdf.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 98 Appendices
Appendix A: Public Safety Vehicles
Facility Duty Replacement
Term
Number
of
Vehicles
Cost Energy
Cost
LCFS
Recoup
Police
Administration Light* Short* 16 $116,480 $3,182 $3,104
Street Corp Yard Medium* Medium* 1 $7,611 $127 $188
Police
Administration Medium* Medium* 1 $7,611 $380 $561
Police
Administration Light* Medium* 29 $211,120 $15,241 $14,870 Street Corp Yard Heavy* Medium* 7 $66,577 $4,674 $6,905 Fire Station #1 Heavy* Medium* 1 $9,511 $2,110 $3,117
Fire Station #2 Heavy* Medium* 2 $19,022 $2,510 $3,708
Rescue 92 Heavy* Medium* 1 $9,511 $583 $861
Police
Administration Light* Long* 4 $29,120 $718 $700
Street Corp Yard Heavy* Long* 4 $38,044 $8,669 $12,806
Fire Station #6 Heavy* Long* 1 $9,511 $2,015 $2,977
Fire Station #1 Heavy* Long+* 2 $19,022 $3,778 $5,581
Fire Station #2 Heavy* Long+* 1 $9,511 $1,207 $1,784
Fire Station #9 Heavy* Long+* 1 $9,511 $989 $1,461
*Denotes a public safety vehicle
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 99 Appendix B: Replacement Table for
Existing Lighting
RFP Language for LED Lighting Replacements
All HID lighting replacement options shall meet or exceed the following specifications.
• Universal voltage
• 4000K light temperature
• 80+ CRI
• 10-year warranty
• 100,000 hour expected life
• For applications where occupancy sensing is required, the fixture shall be dimmable or bi-level capable and include required occupancy or motionsensing devices.

In addition to the lighting replacement specifications above, any HID retrofit option shall meet or exceed the following specifications. • Direct wire for ballast bypass installation
• For lamp replacement using existing HID base, medium or mogul base as applicable
• For applications where occupancy sensing is required, the retrofit lamps shall be dimmable and compatible with occupancy or motion-sensing devices.

When replacing linear fluorescent lamps in parking structures, replacement options shall meet or exceed the following specifications. • Universal voltage
• Direct wire for ballast bypass installation
Existing Replacement Suggestions
Nominal HID
Wattage
MH Input
Wattage
HPS Input
Wattage
LED Retrofit
Wattage
MH to LED
kW Demand
Savings per
fixture
HPS to LED
kW Demand
Savings per
fixture
100 125 130 35 0.090 (72%) 0.095 (73%)
150 173 188 50 0.123 (71%) 0.138 (73%)
250 295 295 80 0.215 (73%) 0.215 (73%)
400 456 457 150 0.306 (67%) 0.307 (67%)
Existing Replacement Suggestions
Existing Indoor Fixture Fixture Input Wattage
Direct Wire LED
Replacement Lamp
Wattage
Fluorescent to LED
kW Demand Savings per
fixture
2 x 4 ft 32-watt T8 lamps 59 36 0.023 (39%)
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 100 • 4000K light temperature
• 80+ CRI
• 10-year warranty
• 100,000 hour expected life
• For applications where occupancy sensing is required, the fixture shall be dimmable or bi-level capable and include required occupancy or motionsensing devices.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 101 Appendix C: General Purpose Vehicle
Summary
Replacement Term:
• Short (2021-2022)
• Medium (2023-2025)
• Long (2026-2030)
• Long+ (After 2030)
Facility Duty Replacement
Term
Number of
Vehicles
Average
Mileage
Energy
Consumption
(kWh)
Power
Consumption
(kW)
Building
Maintenance Yard Light Long 1 928 199.5 7.2
Building
Maintenance Yard Light Medium 1 3,587 771.2 7.2
Building
Maintenance Yard Medium Long 1 1,937 3719.0 11.5
Cemetery Light Medium 3 1,065 686.7 21.6
Cemetery Medium Medium 1 396 760.3 11.5
Central Library Heavy Long 1 2,322 4458.2 19.2
Central Library Light Medium 1 377 81.1 7.2
City Hall Light Long 2 4,641 1995.6 14.4
City Hall Light Medium 21 4,088 18455.8 151.2
City Hall Light Short 20 1,971 8476.6 144.0
Don Von Raesfeld
Power Plant Light Long 2 3,625 1558.8 14.4
Don Von Raesfeld
Power Plant Light Medium 2 5,644 2426.9 14.4
Don Von Raesfeld
Power Plant Medium Long+ 1 784 1505.3 11.5
Electric Admin Light Long 1 1,392 299.3 7.2
Electric Admin Light Short 1 2,285 491.3 7.2
Fire Station #1 Light Long 1 0.0 7.2
Fire Station #1 Light Medium 2 10,231 4399.3 14.4
Fire Station #1 Light N/A - EV 2 2,279 980.0 14.4
Fire Station #1 Light Short 3 4,303 2775.2 21.6
Fire Station #1 Medium Long 1 2,885 5539.2 11.5
Fire Station #2 Light Medium 1 1,976 424.8 7.2
Orland Electric
Utility Light Long 2 - 0.0 14.4
Parks & Rec
Service Center Light Long 11 2,730 6455.4 79.2
Parks & Rec
Service Center Light Medium 19 4,243 17331.2 136.8
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 102 Facility Duty Replacement
Term
Number of
Vehicles
Average
Mileage
Energy
Consumption
(kWh)
Power
Consumption
(kW)
Parks & Rec
Service Center Medium Long 13 2,827 70563.8 149.8
Parks & Rec
Service Center Medium Long+ 2 508 1948.8 23.0
PD Radio Shop Light Medium 1 509 109.4 7.2
Police
Administration Light Long 22 6,553 30996.1 158.4
Police
Administration Light Medium 29 8,550 53312.0 208.8
Police
Administration Light Short 29 4,814 30017.4 208.8
Police
Administration Medium Long+ 1 179 343.7 11.5
Police
Administration Medium Medium 2 97 372.5 23.0
Police
Administration Medium Short 1 986 1893.1 11.5
Street Corp Yard Heavy Long 7 5,228 70264.3 134.4
Street Corp Yard Heavy Long+ 3 3,527 20313.6 57.6
Street Corp Yard Heavy Medium 5 2,409 18501.1 76.8
Street Corp Yard Light Long 4 3,478 2991.1 28.8
Street Corp Yard Light Medium 27 4,157 24130.5 194.4
Street Corp Yard Light Short 25 2,613 14047.2 180.0
Street Corp Yard Medium Long 25 4,005 192238.1 288.0
Street Corp Yard Medium Long+ 5 3,712 35639.0 57.6
Street Corp Yard Medium Medium 11 3,064 64711.7 126.7
Substation Electric
Utility Heavy Long 1 2,680 5145.6 19.2
Substation Electric
Utility Light Medium 2 2,027 871.6 14.4
Substation Electric
Utility Medium Long 9 2,933 50676.5 103.7
Substation Electric
Utility Medium Long+ 2 1,173 4504.3 23.0
Substation Electric
Utility Medium Medium 2 2,822 5418.2 11.5
Water Utility Yard Heavy Long 11 2,350 49630.1 211.2
Water Utility Yard Heavy Long+ 5 2,653 25471.2 96.0
Water Utility Yard Heavy Medium 10 2,054 31549.4 153.6
Water Utility Yard Light Long 1 5,373 1155.2 7.2
Water Utility Yard Light Medium 7 3,753 5647.6 50.4
Water Utility Yard Light Short 7 5,114 7697.0 50.4
Water Utility Yard Medium Long 24 4,388 202214.4 276.5
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 103 Facility Duty Replacement
Term
Number of
Vehicles
Average
Mileage
Energy
Consumption
(kWh)
Power
Consumption
(kW)
Water Utility Yard Medium Long+ 9 3,722 64320.5 103.7
Water Utility Yard Medium Medium 4 3,855 22206.7 34.6
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 104 Appendix D: Public Safety Vehicle
Summary
Replacement Term:
• Short (2021-2022)
• Medium (2023-2025)
• Long (2026-2030)
• Long+ (After 2030)
Facility Duty Replacement
Term
Number of
Vehicles
Average
Mileage
Energy
Consumption
(kWh)
Power
Consumption
(kW)
Street Corp Yard Heavy Long 4 6,414 49,255.68 76.8
Street Corp Yard Heavy Medium 7 1,976 26,559.36 134.4
Fire Station #1 Heavy Long+ 2 5,590 21,463.68 38.4
Fire Station #1 Heavy Medium 1 6,243 11,986.56 19.2
Fire Station #2 Heavy Long+ 1 3,573 6,860.16 19.2
Fire Station #2 Heavy Medium 2 3,714 14,261.76 38.4
Fire Station #6 Heavy Long 1 5,963 11,448.96 19.2
Fire Station #9 Heavy Long+ 1 2,926 5,617.92 19.2
Rescue 92 Heavy Medium 1 1,724 3,310.08 19.2
Police
Administration Light Long 4 5,089 4,376.33 28.8
Police
Administration Light Medium 29 14,905 92,934.61 208.8
Police
Administration Light Short 16 5,640 19,402.89 115.2
Street Corp Yard Medium Medium 1 376 721.92 11.52
Police
Administration Medium Medium 1 1,124 2,158.08 11.52
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 105 Appendix E: Energy Code Requirements
for Parking Lot Lighting
SECTION 6.3 Outdoor Lighting Zones
Table 6-2: Lighting Zone Characteristics and Rules for Amendments by Local Jurisdictions
SECTION 6.4 Mandatory Requirements

6.4.1 Luminaire Cutoff Requirements
The 2019 standards include a new threshold metric based on initial luminaire lumens for the BUG rating requirement. All outdoor luminaires that emit Zone Ambient
Illumination
Statewide Default
Location
Moving Up to Higher
Zones
Moving Down to Lower
Zones
LZ0 Very Low
Undeveloped areas of
government designated
parks, recreation areas and
wildlife preserves.

Undeveloped areas of
government designated
parks, recreation areas and
wildlife preserves can be
designated as LZ1 or LZ2 if
they are contained within
such a zone.

Not applicable
LZ1 Low
Developed portion of
government designated
parks, recreation areas and
wildlife preserves. Those
that are wholly contained
within a higher lighting zone
may be considered by the
local government as part of
that lighting zone.

Developed portion of a
government designated park,
recreation area or wildlife
preserve can be designated
as LZ2 or LZ3 if they are
contained within such a
zone.

Not applicable
LZ2 Moderate Rural areas, as defined by
the 2010 U.S. Census.

Special districts within a
default LZ2 zone may be
designated as LZ3 or LZ4
by a local jurisdiction.

Examples include special
commercial districts or
areas with special security
considerations located
within a rural area.

Special districts and
government designated
parks within a default LZ2
zone maybe designated as
LZ1 by the local jurisdiction
for lower illumination
standards, without any size
limits.

LZ3 Moderately
High
Urban areas, as defined by
the 2010 U.S. Census.

Special districts within
a default LZ3 may be
designated as a LZ4 by
local jurisdiction for high
intensity nighttime use,
such as entertainment or
commercial districts or
areas with special security
considerations requiring
very high light levels.

Special districts and
government designated
parks within a default LZ3
zone may be designated
as LZ1 or LZ2 by the local
jurisdiction, without any
size limits.

LZ4 High None Not applicable. Not applicable.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 106 6,200 lumens or greater must comply with backlight, uplight and glare (“BUG”) requirements contained in Section 5.106.8 of the CalGreen Code (Title 24, Part 11).

The BUG ratings assume that the light emitted from the luminaire is providing useful illuminance on the task surfaces rather than scattering the light in areas where the light is not needed or intended, such as toward the sky. These BUG ratings also increase visibility because high amounts of light shining directly into observer’s eyes are reduced, thus decreasing glare. Additionally, light pollution into neighbors’ properties is reduced. The BUG requirements vary by outdoor lighting zones and outdoor lighting zones are described in Section 6.2.2.

Luminaire manufacturers are aware of the technical details of the BUG ratings and can typically provide to designers and contractors the BUG ratings for their luminaires. In the rare occasions where the luminaire manufacturer cannot provide the BUG rating, the BUG rating of the luminaire can be calculated with outdoor lighting software if the luminaire photometric data is available.

Luminaires are exempted from the BUG rating requirements for the following applications as these applications are desirable to project light sideways or upwards.
• Signs
• Lighting for building facades, public monuments, statues and vertical surfaces of bridges
• Lighting required by a health or life safety statute, ordinance or regulation that may fail to meet the uplight and glare limits due to application limitations
• Temporary outdoor lighting that does not persist beyond 60 consecutive days or more than 120 days per year.
• Replacement of existing pole mounted luminaires that are spaced more than six times the mounting height of the existing luminaires and the replacement luminaire wattage is less than the wattage of the original luminaires. In addition:
– Where the existing luminaire does not meet the luminaire uplight and glare zonal lumen limits.
– Where no additional poles are being added to the site. – Where new wiring to the luminaires is not being installed. • Luminaires that are intended to light the right of way on publicly maintained roads, sidewalks or bikeways.

6.4.2 Requirements of Outdoor Lighting Controls
The primary requirements for outdoor controls are as follows.

1. Lights Off During Daytime: All outdoor lights shall be automatically controlled so that lights are turned off when daylight is available.

2. Scheduling Controls: All outdoor lights shall be automatically controlled by a time-based scheduling control.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 107

3. Motion Sensing Controls: Outdoor luminaires greater than 40 watts and mounted less than 24 ft. and above the ground shall be motion controlled, so that the lighting power of each luminaire shall be automatically reduced by at least 50%. This applies to luminaires providing general hardscape lighting, outdoor sales lot lighting, vehicle service station hardscape lighting or vehicle service station canopy lighting.

Exceptions to all outdoor lighting controls. All lighting control requirements do not apply to any of the following lighting applications.

1. Lighting where a health or life safety status, ordinance or regulation prohibits outdoor lighting to be turned OFF or reduced.

2. Lighting in tunnels required to be illuminated 24 hours per day and 365 days per year.

Table 6-3: General Hardscape Lighting Power Allowance
Type of
Power
Allowance
Lighting
Zone 0‡
Lighting
Zone 1‡ Lighting Zone 2‡ Lighting Zone 3‡ Lighting Zone 4‡ Asphalt/
Concrete
Asphalt/
Concrete Asphalt Concrete† Asphalt Concrete† Asphalt/Concrete Area Wattage
Allowance
(AWA)
No
allowance*

0.018 W/
sq. ft.

0.023 W/
sq. ft.

0.025 W/
sq. ft.

0.025 W/
sq. ft.

0.03 W/sq.
ft.

0.03 W/sq.
ft.

Linear
Wattage
Allowance
(LWA)
Low 0.15 W/lf 0.17 W/lf 0.4 W/lf 0.25 W/lf 0.4 W/lf 0.35 W/lf Initial
Wattage
Allowance
(IWA)
Moderate 180 W 250 W 250 W 350 W 350 W 400 W
*Continuous lighting is explicitly prohibited in Lighting Zone 0. A single luminaire of 15 watts or less may be installed at an entrance to a parking area, trail head, fee payment kiosk, outhouse or toilet facility, as required to provide safe navigation of the site infrastructure. Luminaires installed shall meet the maximum zonal lumen limits as specified in 130.2(b). † Where greater than 50% of the paved surface of parking lot is finished with concrete. This does not extend beyond the parking lot and does not include any other general hardscape area.
‡ Narrow band spectrum light sources with a dominant peak wavelength greater than 580 nm – as mandated by local, state or federal agencies to minimize the impact on local, active professional astronomy or nocturnal habitat of special local fauna, shall be allowed a 2.0 lighting power allowance multiplier.

Table 140.7-A from the Energy Standards
The allowed lighting power for general hardscape lighting is calculated using the following components.

1. Area Wattage Allowance (AWA), which is the area of the illuminated hardscape and is expressed in watts per sq. ft.

2. Linear Wattage Allowance (LWA), which is the length of the perimeter of the illuminated hardscape and is expressed in watts per linear foot

3. Initial Wattage Allowance (IWA), which is a flat allowance for each property and is expressed in watts.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 108 To determine the total allowed power for general hardscape lighting, use the equation:
(Hardscape area x AWA) + (Hardscape perimeter x LWA) + (IWA).

SECTION 6.6 Alterations and Additions for Outdoor Lighting

6.6.1 Outdoor Lighting Alterations – With an Increase of Lighting Loads For alterations that increase the connected lighting load in a lighting application listed in Table 140.7-A or 140.7-B, the added or altered luminaires in the application zone must meet all the applicable requirements of §130.2(c) and §140.7.

6.6.2 Outdoor Lighting Alterations – With no Increase of Lighting Loads, and small changes to existing luminaires
For alterations in parking lots or outdoor sales lots that do not increase connected lighting load, but do replace the larger of five luminaires or 10% of the existing luminaires where the luminaire is mounted less than 24 feet above the ground, the replaced luminaires are required to meet the applicable controls requirements of §130.2(c)1 and §130.2(c)3.

For applications where the luminaire is mounted greater than 24 feet above the ground, the replaced luminaires are required to meet the applicable controls requirements of §130.2(c)1 and either comply with §130.2(c)2 or be controlled by lighting control systems (including motion sensors).

6.6.3 Outdoor Lighting Alterations – With no Increase of Lighting Loads, and sizable changes to existing luminaires
For alterations that do not increase connected lighting load, but do replace the larger of five luminaires or 50% of the existing luminaires in a lighting application listed in Table 140.7-A or 140.7-B, the replaced luminaires must also meet the requirements of §140.7 in addition to the control requirements mentioned in the previous paragraph.

6.6.4 Outdoor Lighting Alterations – With no Increase of Lighting Loads, and other small changes to existing luminaires
For alterations that do not increase connected lighting load and replace less than five luminaires or less than 10% of the existing luminaires, the requirements to comply are minimal – comply with the luminaire cutoff (“BUG”) requirements of Section 130.2(b) and applicable installation and acceptance requirements of Section 130.4.

Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 109 Appendix F: Number of Chargers and
Connectors to be Installed at Each Site
to Support Fleet Electrification
* Indicates public safety vehicles, broken out separately due to the extreme duty requirements and other special considerations.

Site Short Term
(2021-2022)
Medium Term
(2023-2025)
Long Term
(2026-2030)
LD L2
Connectors
MD L2
Connectors
HD L2
Connectors
LD L2
Connectors
MD L2
Connectors
HD L2
Connectors
LD L2
Connectors
MD L2
Connectors
HD L2
Connectors
Building
Maintenance
Yard
1 1 1
Cemetery 3 1
Central Library 1 1
City Hall 20 21 2
Don Von
Raesfeld Power
Plant
2 2
Electric Admin 1 1
Fire Station #1 3 2 1* 1 1
Fire Station #2 1 2*
Fire Station #6 1*
Orland Electric
Utility 2
Parks & Rec
Service Center
19 11 13
PD Radio Shop 1
Police
Administration 29 + 16* 1 29 + 29* 2 22 + 4*
Rescue 92 1*
Street Corp
Yard 25 27 11 5 + 7* 4 25 7 + 4*
Substation
Electric Utility 2 2 9 1
Water Utility
Yard 7 7 4 10 1 24 11
Total 45 + 16* 1 0 116 + 29* 20 15 + 11* 47 + 4* 73 20
Center for Sustainable Energy City of Santa Clara Fleet Electrification Plan 110

SILICON
VALLEY
POWER. CITY OF SANTA CLARA
~ The Center of What's Possible
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-42 Agenda Date: 7/16/2024

REPORT TO COUNCIL

SUBJECT
Action to Ratify Amendment One to the Oracle Public Sector Technical Support Services Agreement and Authorize the City Manager to Execute Technical Support Services Renewal Orders with Oracle America, Inc. for Software License Updates and Support of Systems Used by Silicon Valley Power

COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure

BACKGROUND
The City of Santa Clara’s Electric Department, Silicon Valley Power (SVP), uses various enterprise software applications required to support the electric services provided to customers in Santa Clara.

Many of these applications are supported by the Oracle Relational Database Management System (RDMS), ensuring efficient data management. These key applications supported by Oracle RDMS include:
· Geographic Information Systems (GIS): SVP uses GIS, including ArcGIS and ArcFM (Feeder Map) to geographically map and monitor electric networks and facilities. · Advanced Metering Systems (AMI): This system is part of SVP’s Smart Meter program and is the foundation for storing power usage records of electric customers. · Cascade: Used to store records associated with asset maintenance and inspection of electrical elements.
· Power Base: Used to program, test, and store data for distribution grid relay equipment. · nMarket: Tracks millions of dollars in power purchased and sold, moved, or generated. It also generates accurate reports for financial settlements.
· SuperOS/Tropos: Stores network traffic data of outdoor Wi-Fi radios on the SVP network for monitoring and trouble shooting.

Database management is foundational to SVP’s operations, managing high volumes and a diverse range of information. The Oracle RDMS is scalable, robust and secure, making it ideal for the utility industry and compatible with many software platforms. By continuing annual technical services and support, SVP ensures that the database management solution evolves and improves to meet current and future requirements. This will enable SVP to maintain a reliable distribution grid and ensure prudent financial monitoring.

DISCUSSION
On January 14, 2019, the City Manager executed the Oracle Public Sector Technical Support Services Agreement (Agreement). This agreement allowed the City to place annual support orders for hardware and software for a five-year period. On May 12, 2020, the City Council authorized the City of Santa Clara Page 1 of 3 Printed on 7/12/2024
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24-42 Agenda Date: 7/16/2024
City Manager to execute these annual support orders.

However, the May 2020 City Council approval did not include the authority to extend the term of the Agreement. To ensure there was no interruption with the Oracle RDMS that supports SVP’s critical applications, the City Manager signed Amendment One to the Agreement to extend its term through January 13, 2029. Staff requests that the City Council ratify the City Manager’s execution of Amendment One to the Agreement.

Table 1
The following table outlines amounts paid to Oracle under the Agreement.

Fiscal Year Amount Paid
2018/19 $104,787.03
2019/20 $218,137.31
2020/21 $226,671.09
2021/22 $253,139.28
2022/23 $270,884.00
2023/24 $221,749.24
2024/25 $317,466.86
TOTAL $1,612,834.81
In addition to the amount in Table 1, staff further requests that the City Manager is authorized to execute Technical Support Orders totaling up to $2,387,165.19 for a total aggregate maximum authorization of $4,000,000 for the period of January 14, 2019, through January 13, 2029, and to negotiate and execute future amendments provided that those amendments do not increase the maximum authorization or extend the term. The Technical Support Services Orders can be renewed annually or terminated if the needs of SVP or the City change. This maximum compensation accounts for regular price increases as well as for anticipated future requirements of additional applications that will be supported by Oracle RDMS.

This recommendation to extend the term of the Agreement is consistent with the City Code Section

2.105.280(b)(2), which states that a competitive procurement is not necessary when a product or service is “required to ensure operation or function to match other products with respect to the repair, expansion or completion of a system, existing structure or program currently in use by the City, including, but not limited to, utility and technology purchases required to achieve interoperability with existing systems or programs.”

ENVIRONMENTAL REVIEW
The actions being considered do not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378 (b)(5) of Title 14 of the California Code of Regulations in that Oracle’s database management system facilitates SVP’s provision of electrical services; therefore, the proposed actions are administrative activities that will not result in direct or indirect physical changes in the environment.

FISCAL IMPACT
City of Santa Clara Page 2 of 3 Printed on 7/12/2024
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24-42 Agenda Date: 7/16/2024
The cost of this service for FY 2024/25 is estimated not to exceed $350,000. Sufficient funds are available in the Electric Department Utility Operations Division SVP System Support operating budget for FY2024/25. Funds required for this agreement in future years will be subject to future appropriation of funds. Staff has recommended authorization up to $4,000,000 over ten years (including amounts paid for previous periods) to allow for additional database needs as SVP is expanding use of electronic programs such as outage management and rebate management.

COORDINATION
This report has been coordinated with the Finance Department and City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION

1. Ratify the City Manager execution of Amendment One to the Oracle Public Sector Technical Support Services Agreement (Agreement) with Oracle America, Inc. to extend the term from five years to ten years;

2. Authorize the City Manager or designee to execute Technical Support Services Renewal Orders (Orders) with Oracle America, Inc. with a maximum authorization of $4,000,000 funded by the Electric Utility Fund for the ten-year period ending January 13, 2029, for software licenses, updates, and support, subject to the appropriation of funds and approval as to form by the City Attorney; and

3. Authorize the City Manager or designee to take any actions as necessary to implement and administer the Agreement and Orders including negotiating and executing amendments that do not increase the total maximum compensation or extend the term, subject to the approval as to form by the City Attorney.

Reviewed by: Manuel Pineda, Chief Electric Utility Officer Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Oracle Public Sector Technical Support Services Agreement

2. Amendment One to the Oracle Public Sector Technical Support Services Agreement City of Santa Clara Page 3 of 3 Printed on 7/12/2024
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20-467

REPORT TO COUNCIL

SUBJECT
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
Agenda Date: 5/1 2/2020
Action on an Annual Technical Services Support Order with Oracle America, Inc. for Software License Update and Support of Systems Used by Silicon Valley Power (SVP) [Council Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure]

BACKGROUND
The City of Santa Clara's Electric Department, Silicon Valley Power (SVP), uses various enterprise software applications required to support electric services provided to customers in Santa Clara.

Many of these applications are supported by the Oracle Relational Database Management System and include:
• Geographic Information Systems (GIS) including ArcGIS and ArcFM (Feeder Map) are used to geographically map and monitor electric network and facilities • Advanced Metering Systems (AMI) is deployed with SVP's Smart Meter program and is the foundation for storing power usage records of electric customers • Cascade is used to store records associated with asset maintenance and inspection of electric elements
• Power Base is used to program, test, and store data for distribution grid relay equipment • nMarket is used to track millions of dollars in power purchased and sold, moved, or generated and to generate accurate reports for financial settlements • SuperOS/Tropos is used to store network traffic data of outdoor Wi-Fi radios on the SVP network for monitoring and trouble shooting

DISCUSSION
Database management is foundational to the needs of SVP to manage the high volume and great variety of information. The Oracle system is a scalable, robust and secure database management solution that is widely used in the utility industry and, therefore, can be used with many software platforms. By continuing the annual technical services and support, SVP assures that the database management solution is continually evolving and improving to support current products and future requirements ensuring that SVP maintains a reliable distribution grid and practices prudent financial monitoring.

The Support Order is an annual agreement. It can be renewed annually or terminated if the needs of SVP or the City change.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a "project" within the meaning of the California Environmental Quality Act ("CEQA") pursuant to CEQA Guidelines section 15378 (b)(4) in that it is a City of Santa Clara Page 1 of 2 Printed on 4/26/2024
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20-467 Agenda Date: 5/12/2020
fiscal activity that does not involve commitment to a specific project which may result in potential significant impact on the environment.

FISCAL IMPACT
The cost of this service will not exceed $226,671. Sufficient funds are available in the Electric Department Utility Operations Division SVP System Support operating budget for FY2019/20. Funds required for this agreement in future years will be subject to future appropriation of funds.

COORDINATION
This report has been coordinated with the Finance Department and City Attorney's Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City's official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City's website and in the City Clerk's Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk's Office at (408) 615-2220, email [email protected] <mailto:[email protected]>.

RECOMMENDATION
Authorize the City Manager to execute an annual Technical Services Support Order with Oracle America, Inc. for Software License Update and Support of systems used by Silicon Valley Power (SVP), and authorize this Agreement to be renewed annually, subject to the appropriation of funds.

Reviewed by: Manuel Pineda, Chief Electric Utility Officer Approved by: Deanna J. Santana, City Manager

ATTACHMENTS

1. Oracle Technical Support Services
City of Santa Clara Page 2 of 2 Printed on 4/26/2024
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uocu;:,1gn t:nve1ope 1u: 1u.io.i·100-LAH..,-4U4t:-t:l-l4A-t:l/Ut:l t -lr4tltoo II I.
]~,t_~-~=I ORACLE PUBLIC SECTOR TECHNICAL

SUPPORT SERVICES AGREEMENT
This Oracle Public Sector Technical Support Services Agreement (this "Agreement") is between Oracle America, Inc. ("Oracle") and the entity identified below in the signature bloc!< ("You").

1. DEFINITIONS

1.1 "Agreement" refers to this Oracle Public Sector Technical Support Services Agreement (including any amendments thereto). This Agreement governs Your use of the Technical Support Services (defined below) ordered from Oracle.

1.2 "Hardware" refers to the computer equipment, including components, options and spare parts.

1.3 "Integrated Software" refers to any software or programmable code that is (a) embedded or integrated in the Hardware and enables the functionality of the Hardware or (b) specifically provided to You by Oracle and specifically listed (i) in accompanying documentation, (ii) on an Oracle webpage or (iii) via a mechanism that facilitates installation for use with Your Hardware. Integrated Software does not include and You do not have rights to (a) code or functionality for diagnostic, maintenance, repair or technical support services; or (b) separately licensed applications, operating systems, development tools, or system management software or other code that is separately licensed by Oracle. For specific Hardware, Integrated Software includes Integrated Software Options separately ordered.

1.4 "Operating System" refers to the software that manages Hardware for Programs and other software.

1.5 "Products" refers to Programs, Hardware, Integrated Software and Operating System.

1.6 "Programs" refers to (a) the software owned or distributed by Oracle that You have ordered, (b) Program Documentation and (c) any Program updates acquired through technical support. Programs do not include Integrated Software or any Operating System or any software release prior to general availability (e.g., beta releases)

1. 7 "Program Documentation" refers to the Program user manual and Program installation manuals. Program Documentation may be delivered with the Programs. You may access the documentation online at http://oracle.com/documentation.

1.8 "Separate Terms" refers to separate license terms that are specified in the Program Documentation, readmes or notice files and that apply to Separately Licensed Third Party Technology.

1.9 "Separately Licensed Third Party Technology" refers to third party technology that is licensed under Separate Terms and not under the terms of this Agreement.

1.10 "Technical Support Services" refers to technical support services which You have ordered in accordance with this Agreement.

1.11 "You" and "Your" refers to the entity that has executed these General Terms.

2. AGREEMENT TERM
Orders may be placed under this Agreement for five years from the Effective Date (indicated below in Section 18),

3. TECHNICAL SUPPORT

3.1 If ordered, annual Technical Support Services (including first year and all subsequent years) for Programs is provided under Oracle's Software Technical Support Policies in effect at the time the Technical Support Services are provided. You agree to cooperate with Oracle and provide the access, resources, materials, personnel, information and consents that Oracle may require in order to perform the Technical Support Services. The Support_Technical Support Services Agreement - US Public Sector_v043015_US_ENG US-TSSA-8141357-City of Santa Clara-03DEC20l 8-aksnair-vA Page I of7
uocu;::,1gn t:nve1ope ru : t LJ.ji'.:j.j ·1 m:i-LA·1 L,-4U4t:-t1.j4A-t1, ut:1 / .jr4o, no Oracle Software Technical Support Policies are incorporated in this Agreement and are subject to change at Oracle's discretion; however, Oracle policy changes will not result in a material reduction in the level of Technical Support Services provided for supported Programs during the period for which fees for Technical Support Services have been paid. You should review the policies prior to entering into the order for the applicable Technical Support Services. You may access the current version of the Oracle Software Technical Support policies at http://oracle.com/contracts. If You decide to purchase Technical Support Services for any Program license within a license set, You are required to purchase Technical Support Services at the same level for all licenses within that license set. You may desupport a subset of licenses in a license set only if You agree to terminate that subset of licenses. The technical support fees for the remaining licenses will be priced in accordance with the technical support policies in effect at the time of termination. Oracle's license set definition is available in the current technical support policies. If You decide not to purchase technical support, You may not update any unsupported Program licenses with new versions of the Program.

3.2 If ordered, annual Technical Support Services (including first year and all subsequent years) for Hardware is provided under Oracle's Hardware and Systems Support Policies in effect at the time the Technical Support Services are provided. You agree to cooperate with Oracle and provide the access, resources, materials, personnel, information, and consents that Oracle may require in order to perform the Technical Support Services. The Oracle Hardware and Systems Support Policies are incorporated in this Agreement and are subject to change at Oracle's discretion; however, Oracle will not materially reduce the level of Technical Support Services provided during the period for which fees for Technical Support Services have been paid. You should review the policies prior to entering into the order for Technical Support Services. You may access the current version of the Oracle Hardware and Systems Support Policies at http://oracle.com/contracts.

3.3 The Technical Support Services start date set forth in Your order shall serve as the commencement date of the Technical Support Services and the Technical Support Services ordered will be provided through the end date specified in Your order for the applicable Programs and/or Hardware.

4. OWNERSHIP
Oracle or its licensors retain all ownership and intellectual property rights to the Programs, Operating System, Integrated Software and anything developed or delivered under this Agreement.

5. WARRANTIES, DISCLAIMERS AND EXCLUSIVE REMEDIES

5.1 Oracle warrants that the Technical Support Services ordered and provided under this Agreement will be provided in a professional manner consistent with industry standards. You must notify Oracle of any Technical Support Service warranty deficiencies within 90 days from performance of the deficient Technical Support Services.

5.2 FOR ANY BREACH OF THE ABOVE WARRANTY, YOUR EXCLUSIVE REMEDY AND ORACLE'S ENTIRE LIABILITY SHALL BE REPERFORMANCE OF THE DEFICIENT TECHNICAL SUPPORT SERVICES;

OR, IF ORACLE CANNOT SUBSTANTIALLY CORRECT THE DEFICIENCY IN A COMMERCIALLY

REASONABLE MANNER, YOU MAY END THE DEFICIENT TECHNICAL SUPPORT SERVICES AND RECOVER THE FEES YOU PAID TO ORACLE FOR THE DEFICIENT TECHNICAL SUPPORT SERVICES.

5.3 TO THE EXTENT NOT PROHIBITED BY LAW, THIS WARRANTY IS EXCLUSIVE AND THERE ARE NO

OTHER EXPRESS OR IMPLIED WARRANTIES OR CONDITIONS, INCLUDING WARRANTIES OR CONDITIONS OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE.

6. INDEMNIFICATION

6.1 To the extent not prohibited by law and subject to sections 6.5, 6.6 and 6.7 below, if a third party makes a claim against either You or Oracle ("Recipient" which may refer to You or Oracle depending upon which party received the Material), that any information, design, specification, instruction, software, data, hardware, or material (collectively, "Material") furnished by either You or Oracle ("Provider" which may refer to You or Oracle depending on which party provided the Material) and used by the Recipient infringes the third party's intellectual property rights, the Provider, at the Provider's sole cost and expense, will defend the Recipient against the claim and indemnify the Recipient from the damages, liabilities, costs and expenses awarded by the court to the third party claiming infringement or the settlement agreed to by the Provider, if the Recipient does the following:
a. notifies the Provider promptly in writing, not later than 30 days after the Recipient receives notice of the claim (or sooner if required by applicable law);.

Support_ Technical Support Services Agreement - US Pub I ic Sector_ v043015 _ US_ENG US-TSSA-8141357-City of Santa Clara-03DEC2018-al<snair-vA