HomeMy WebLinkAboutAEA_DOE_Energy_Futures_Grant_Submission_Package_DE-FOA-0002870-Nov_2023ALASKA ENERGY AUTHORITY | PROJECT SUMMARY | 2870-1538
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
Evaluating Municipal Processes for Efficient Clean Energy Permitting
Applicant: Alaska Energy Authority (AEA)
Project Directors: Conner Erickson, Director of Planning, Alaska Energy Authority;
Nils Andreassen, Executive Director, Alaska Municipal League
Major Participants: Alaska Energy Authority (AEA), Alaska Municipal League (AML), Alaska
Housing Finance Corporation (AHFC), Alaska Department of Transportation & Public Facilities
(DOT&PF); Tanana Chiefs Conference, City of Chevak, City of Fort Yukon, City of Hughes
Project Objectives: Reduce the energy burden (cost) of disadvantaged communities, measured
against current baseline, and increase energy access to affordable clean energy (number of
homes and businesses).
Potential impacts:
• A reduction in annual energy costs within the community.
• An increase in available funds to invest in lowering energy costs.
• The identification and removal of permitting or local barriers, or addition of streamlined
processes, that incentivize clean energy development.
Project Description: 45 communities will conduct governance and financial assessments,
with the support of partnering organizations, to identify technical assistance needs relating to
affordable clean energy development, including the removal of barriers that might exist within
municipal code, permitting, or regulatory processes. Community officials will work individually
and together as a 45-member cohort on strategies for implementing clean energy development
and working with technical experts to identify solutions that are community-specific but proven
to be effective. AML will provide support to communities, including direct technical assistance in
both managerial and financial capacities, to ensure the community has developed the required
skills to effectively plan and implement energy projects, and on-going asset management
support to ensure maximum local capacity is reached and maintained.
The project will result in:
1. 45 municipalities committed to participating in project activities and cohort meetings.
2. Summary document with governance (land-use, permitting, etc.) and financial recommen-
dations, based on evaluation of existing processes.
3. Liquidity analysis and tax implementation, where applicable, and production of a project
funding timeline.
4. Implementation of a community benefits plan that focuses on workforce development
opportunities and equity analysis related to reducing community energy burden.
Community Benefit Plan commitments and goals: Work with municipal and Tribal leaders,
utilities, and regional partners to deliver projects. All participating communities are considered
rural and the majority of residents Indigenous. Public engagement will feature ways in which
the project activities may have ancil¬lary community benefits – beyond the direct impact of the
energy improvements – that include workforce and enterprise development, skills training, and
resilience planning.
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
CONTROL NUMBER2870-1538
PROJECT TITLEEvaluating Municipal Processes for Efficient Clean Energy Permitting
PRIME APPLICANT ORGANIZATIONAlaska Energy Authority (AEA)
Names and contact information for the lead project manager and business points
of contact
•Business Point of Contact -
Conner Erickson, Director of Planning, Alaska Energy Authority
•Lead Project Manager -
Nils Andreassen, Executive Director, Alaska Municipal League
Names of all team member organizations:
•Alaska Energy Authority (AEA)
•Alaska Municipal League (AML)
•Alaska Housing Finance Corporation (AHFC)
•Alaska Department of Transportation & Public Facilities (DOT&PF)
Federal budget requested, as divided among prime and sub-recipients
•Prime: $50,000
•Sub-recipients: $450,000
Any statements regarding confidentiality
•Not applicable
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
PROJECT DESCRIPTION AND OPPORTUNITY
Partners
•Lead jurisdiction (state agency) - AEA will provide administrative and strategic support.
•Subrecipient and CBO partner - AML will be the project manager.
•Additional partners - DOT&PF and AHFC (state agencies)
•The following municipal governments and tribal nonprofit have committed to participating:
–City of Hughes – evaluation of solar to offset diesel generation.
–City of Fort Yukon – flood-impacted community
–City of Chevak – energy plan development that includes decreasing water/sewer costs.
–Tanana Chiefs Conference (CBO) – support regional clean energy planning efforts.
Problem/Opportunity
Barriers the team is addressing
Most rural communities in Alaska are power-islanded, relying solely on diesel generation
systems, many of which have aging and failing powerhouses and distribution. These systems are
fueled by large bulk fuel storage facilities, many of which have been in service for up to 60 years
without significant upgrades and AEA manages a consistent assessment schedule to determine
at-risk facilities and upgrading or replacement needs. There are many communities that could
replace baseload diesel power production with renewable energy. However, Alaska’s rural
municipal governments often lack the capacity and resources to conduct planning and energy
project development. Municipal codes are dated, often from the 1980s, and do not reflect
new or emerging best practices that relate to clean energy adoption. By strengthening munic-
ipal governance, permitting policy, and financial structures, this project will increase available
resources and streamline the regulatory environment for clean energy development.
Project’s innovative solution
Municipal-level support and engagement is a new lens through which to evaluate clean energy
deployment. AML is uniquely positioned to engage and help evaluate the structure of municipal
governance and financials that may lead to efficient and effective clean energy development.
AML will review current municipal code to identify any barriers or improvements, assess tax
and fee structures in place that can lead to greater room for investments, and produce for each
community a municipal roadmap that outlines potential projects, financial models or resources,
and municipal land-use policy that facilitates access to affordable clean energy.
Alignment of solution with strategic goals
This project contributes to the Administration’s effort to address climate change and environ-
mental justice, and the Department ’s goals to achieve 100% renewable energy. This project will
support system resilience, reliability, and affordability.
1.This project establishes collaborative and sustainable partnerships of at least 3-4 local,
tribal, and state governments partners. This team includes seven partners (state agencies,
community benefit organization, local governments, and a Tribal nonprofit).
2.This project develops innovative deployment-focused clean energy plans in and across the
transportation, power, and/or building sectors.
3.This project results in innovative (novel or early action) program designs that maximize
energy affordability and provide other benefits of clean energy including economic develop-
ment and jobs, housing affordability, health, mobility, and energy access.
4.This project ensures all plans have deployment strategies that benefit disadvantaged
communities. The communities partnering with this project are considered disadvantaged.
Existing Support
Alaska’s existing laws and regulations are built on local control, with no statewide building code
or cohesive regulatory environment, especially in rural Alaska communities with microgrids.
Instead, local governments craft their individual processes to respond to jurisdictional needs.
AEA’s management of the Power Cost Equalization program (PCE) provides a strong base from
which to access data and evaluate local processes as it relates to bulk fuel use, efficiency, and
cost. The University of Alaska’s ACEP program continues to provide robust analysis of Alaska’s
energy systems. This project aligns with other planning efforts currently underway, and will link
and leverage with those efforts, including those that AML has a direct role in implementing:
•Alaska’s GHG emissions inventory and climate action plan, funded through EPA’s Carbon
Pollution Reduction Program.
•AEA’s Electric Vehicle Deployment in Rural Alaska; and AHFC’s Building Code Evaluation for
Alaska, which includes reviewing and developing pathways for updated local building codes.
•Alaska DOT&PF’s local transportation project development and DOE’s HeroX Energy Prize to
develop an Energy Project Intake Hub
•Launch Alaska’s DOE Energyshed project, evaluating clean energy projects in Northwest and
Southeast Alaska.
•EPA- and USDA- funded projects to strengthen financial and governance in disadvantaged
communities with water and sewer projects.
Innovation
This project aligns with the goals of SCEP and the FOA to improve energy affordability and access,
and will strengthen local governments’ financial and governance capacity, which will lead to
an enhanced ability to make clean energy investments, increase energy efficiency, and work to
reduce the cost of maintenance and operations. Three communities have committed, and AML
will include as many as 42 additional communities from leveraged programs. AML’s membership
of 165 cities and boroughs (county-equivalent) will benefit indirectly. This project will result in:
•A reduction in annual energy costs within the community.
•An increase in available funds to invest in lowering energy costs.
•The identification and removal of permitting or local barriers, or addition of streamlined
processes, that incentivize clean energy development.
Scale of Impact
AML will conduct an equity assessment within each community. The CBP provides an overview
of DACs in Alaska that would be eligible applicants, and a process for working with municipal
and Tribal leaders, utilities, and regional partners to deliver projects. All participating commu-
nities are considered rural and the majority of residents Indigenous. Public engagement will
feature ways in which the project activities may have ancillary community benefits – beyond
the direct impact of the energy improvements – that include workforce and enterprise develop-
ment, skills training, and resilience planning.
Long-term evaluation and monitoring of project metrics
This project is solely focused on capacity building and a monitoring plan is not included, as
on-the-ground restoration is not proposed. However, AML will develop a monitoring plan
template, for communities whose planning efforts lead to clean energy development.
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EVALUATING MUNICIPAL PROCESSES FOR EF FICIENT CLEAN ENERGY PERMIT TING
ALAS KA ENERGY AUTHORITY | PROJEC T NARRATIVE | 2870-1538
COMMUNITY OPPORTUNITY PROFILE
Partnerships and Letters of Support
Partnerships outlined in the Community Benefits Plan
AEA has partnered with AML to deliver community benefits as part of this project, including to
leverage AML’s member teaming agreement that identifies engagement with the University of
Alaska and Alaska Works Partnership for training, skills, and certifications to facilitate workforce
development.
Recipient past experience working with the partner list
AEA has included AML in project development and implementation, including for its EV
Deployment in Rural Alaska, and proposed to engage AML in implementing its Community
Benefits Plan for a grid deployment proposal. AEA is working with AML and AHFC in its
Solar for All program, to support community and residential solar. AEA and AHFC have long-
standing cooperative activities. AEA has a history of working with local governments, including
supporting the distribution of PCE for high-cost communities and addressing bulk fuel needs
and utility operations through its circuit rider and other programs.
Strategic value and anticipated role of each partner
AEA has included letters of commitment from each partner that describe roles, benefits, and
impacts. AML will be the project manager, with its mission to strengthen local governments
and existing relationships working with this group of communities on systems evaluation and
improvements. Local governments will provide local knowledge and expertise, and a ground-
level view of challenges that municipalities face in Alaska. TCC will provide technical assistance
to communities within its region of purview, including from a Tribal perspective. Finally, Alaska
Works Partnership will ensure a pathway is identified for training and workforce development.
Community Input:
AML has solicited participation from its membership base and identified three participating
communities. Respondents to AML’s inquiry highlighted the need for strategic energy planning
and project development. Municipal staff and elected officials, and stakeholders from under-
served communities will be actively involved throughout the project, including by increasing
organizational and technical capacity of underserved communities to lead and participate in
clean energy development activities by a) assessing community capacity needs and ways in
which capacity could be increased, and b) leveraging staff and member expertise to provide
technical assistance to advance community goals, including by identifying and assisting with
funding opportunities and education.
How community stakeholders will be engaged in the planning process
To contribute to strengthening local governments systems and increase the potential for
clean energy funding to be deployed to underserved communities, AML will employ a cohort
approach to 45 rural municipalities. This community cohort will identify technical assistance
needs as it relates to affordable clean energy development, including the removal of barriers
that might exist within municipal code, permitting, or regulatory processes. AML will work with
municipalities to enhance and improve their capacity for local energy operations and gover-
nance. This will be accomplished through a phased approach with a situational review, direct
technical assistance in both managerial and financial capacities to ensure the community has
developed the required skills to effectively plan and implement energy projects, and on-going
asset management support to ensure maximum local capacity is reached and maintained.
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EVALUATING MUNICIPAL PROCESSES FOR EF FICIENT CLEAN ENERGY PERMIT TING
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
Technical Assistance
AEA believes that this project would benefit from DOE technical assistance, including to provide
additional modeling and analytical support in the evaluation of available energy system data
and the potential for community alternatives that contribute to lowering costs and imple-
menting clean energy and energy efficiency.
INNOVATION AND LEVERAGE
Innovation Ecosystem
Alaska has long been a pioneer in deploying high penetration renewable energy microgrids.4
These microgrid systems—some in continual operation for close to a century—built the busi-
ness case for renewable energy integration well before the rest of the country, and the rest of
the world, moved in this direction. When measured in terms of installed capacity, Alaska ranked
No. 1 in the US as of 2021, with over 3,500 MW installed.
Renewable energy is further incentivized by a highly deregulated utility market with dozens
of utilities, state investment in infrastructure in the past, and modest subsidies that create niche
markets where renewable energy projects are cost-competitive. Alaska’s small and relatively
constant population also translates into a market focused on serving existing customers.
Innovation has been incremental but steady, moving from basic isolated diesel systems to
incorporating distributed energy resources (DER) at increasing levels fueled by a continuous
improvement ethos that leans toward a greater and greater uptake of clean energy resources.
Most microgrids in Alaska are operated by local utilities, with over 100 certificated utilities
active in the state, each serving a relatively small population. Cooperative utilities are the
predominant model in Alaska, again a feature which aligns with much of the world’s utility
structures that lean toward non-profit and government entities. In fact, Alaska’s public and rural
cooperative approach to enhance regional grid resilience is an innovative feature of best prac-
tices that can be demonstrated through this project.
The project ’s innovation ecosystem includes state agencies, local governments, the University of
Alaska, labor, CBOs, and Launch Alaska, an energy transition accelerator. This intergovernmental
and multi-sectoral effort leverages active grid resilience and clean energy project development.
This project brings together statewide and regional partners to support and provide technical
assistance to rural disadvantaged communities. The planning for use of advanced technologies,
systems of integration, and analysis will result in lower project costs, more resilient systems, and
higher renewables adoption rate. This high level of innovation will maximize the reduction of
carbon emissions.
Alaska has the potential for some of the most significant transformations from diesel power
generation to renewables in the nation, and already has communities that have taken these
steps. While overall adoption is high and the EIA identifies 33% of Alaska’s electricity generation
comes from renewable sources, the isolated nature of its microgrids makes transformation a
community-by-community effort.
Scale
45 communities will benefit directly from the project, with over 165 cities and boroughs
benefiting from the lessons learned. AML will provide resources and expertise to all local
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
governments in Alaska, and share outcomes that include models for improving existing munic-
ipal codes, governance and financial systems, and land-use and permitting policy.
Leveraged Funds
AEA has thirty active awards from the Denali Commission, AEA’s current federal cognizant
agency. These awards touch on every aspect of what the agency does. There are awards for
design and construction of Rural Power System Upgrades (RPSU) and Bulk Fuel Upgrades (BFU);
small renewable projects that will be integrated into a remote diesel power system; energy
efficiency upgrades, Utility Clerk, Powerhouse Operator, and Bulk Fuel Operator training; small
maintenance and improvements for both power systems and tank farms; as well as circuit rider
technical assistance and on-site training. AEA is the recipient of DOE formula funding for grid
resilience, and competitive funding for EV deployment. AEA will leverage these awarded funds
to participate in the Energy Futures program, and connect AEA programmatic efforts, planning,
and technical assistance with participating communities.
AML is leveraging the following awarded funding: $100,000 from HeroX/DOE Energy Prize, to
implement an Energy Project Hub; $50,000 from USDA and EPA in support of water and sewer
improvements in communities; $50,000 from EPA’s CPRG program, for Climate Action Plans.
In each community, AML will provide financial tools that ensure that communities are most
effectively leveraging available cash and investments. Communities may choose to participate
in AML’s remote sales tax collection service, which has increased sales tax collection in rural
communities by 20%. New revenues could be applied to clean energy project development.
TECHNICAL QUALIFICATIONS AND WORKPLAN
Technical Scope Summary
The project’s work scope encompasses an 18-month performance period, during which the
project manager will complete the necessary activities to fulfill the project objectives. The
project’s scope includes 1) municipal engagement and technical assistance, 2) review and
analysis of existing governance, financial, and land-use policies, 3) identification of technical
and financial assistance pathways, and 4) maintenance of the community benefits plan. The
project will result in:
1.45 municipalities committed to participating in the project activities and actively partici-
pating in cohort meetings.
2.Summary document with governance (land-use, permitting, etc.) and financial recommen-
dations, based on evaluation of existing processes.
3.Liquidity analysis and tax implementation, where applicable, and production of a project
funding timeline.
4.Implementation of a community benefits plan that focuses on workforce development
opportunities and equity analysis related to reducing community energy burden.
Workplan and Task Description
The project timeline anticipates early community engagement with opportunities for commu-
nity review and feedback at semi-regular intervals. Each community will assist in conducting
their governance and financial assessment, with the support of partnering organizations, within
the first six months. Participating communities will be invited to meet bi-monthly as part of
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
a cohort that will review best practices, asset management, energy efficiency, conservation
measures, and opportunities for carbon reduction. These sessions will be an opportunity to
provide technical assistance, build competency in these areas, and address project implementa-
tion challenges.
Community officials will work individually and together to develop strategies for imple-
menting clean energy development, working with technical experts to identify solutions that
are community-specific but proven to be effective. Strategies will be shared within the cohort
for cross-learning and ideation, as well as creative problem-solving. As potential projects take
shape, communities will work with AML and other partners to identify resources that could be
leveraged to implement identified program needs or projects. This includes local measures and
Tribal collaboration, as well as state and federal resources. The project will conduct an evalua-
tion of process and potential, including to identify ways in which the energy efficiency strategy
of each community can be maintained over time.
This project will include an evaluation phase where community participants will identify stra-
tegic pathways to implementation and sustainability. This may include further development
of an asset management plan, maintenance and operations budget practices, and models for
continuous improvement policies, all of which will be introduced to within their cohort’s tech-
nical assistance. The inclusion in the project, too, of a resource identification phase supported
by knowledgeable partners will result in leveraged future funding and capacity building
opportunities. Rural communities elsewhere in Alaska can utilize this model, which the Alaska
Municipal League will make available.
The project will help to ensure that communities that have struggled to secure public funding
receive the help they need to access resources to support community resilience and infra-
structure improvements that protect public health, safeguard the environment, and mitigate
environmental justice concerns. AML recognizes the historic opportunity presented by federal
investment. In response to this federal infrastructure investment, AML has already launched a
central clearinghouse for Alaska local and Tribal governments, nonprofits, and potential benefi-
ciaries at akfederalfunding.org. The goal of that effort, conducted in partnership with multiple
statewide organizations and the State of Alaska, is to maximize the benefits to Alaska. As part
of the clearinghouse, AML is providing access to a grant writing hotline for use by local and
Tribal governments, so that we can truly maximize the potential for the IIJA funds to provide
significant benefits to Alaskans. This will be extended and focused through this project on
municipalities in underserved communities, in order to ensure the community has identified
ways to access funds that address unserved and underserved populations in disadvantaged
communities, resulting in improved health and safety.
Milestones
1.45 participating communities as part of cohort. – measured by commitment letters secured
and active participation in bi-monthly meetings.
2.Summary of governance and financials recommendations – measured by AML producing
final document, with concurrence by cohort.
3.Produce project funding timeline – measured by completion of liquidity or tax analysis, and
grant identification process complete, with documentation at community level.
4.Project level community benefits plan – measured by the cohort establishing individual
community benefits plans for clean energy projects.
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
End of Project Goal
The project’s goal is to reduce the energy burden (cost) of disadvantaged communities,
measured against current baseline, and increase energy access to affordable clean energy
(number of homes and businesses).
Project Schedule
Task, Sub-task, and Milestone - by month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1. Municipal Engagement
1.1. Direct Participants Committed
1.2. Municipal Energy Futures Cohort established
1.3. MEFG stakeholder calls
M1. 45 municipalities participating in project
2. Review and analysis of existing processes
2.1. Gather municipal codes, permitting,
and fee structure
2.2. Evaluate efficacy of current governance
and financials
M2. Produce summary document of
recommendations
3. Identify pathways to technical and
financial assistance
3.1. Conduct liquidity analysis
3.2. Evaluate potential for tax changes
3.3. Identify state and federal funding
opportunities
M3. Produce a timeline for project funding
4. Maintain community benefit plan
4.1. Summarize workforce development
opportunities
4.2. Evaluate potential for reducing community
energy burden
M4. Produce project level community
benefits plan
Project Management
On behalf of AEA, AML will aggressively manage the project to ensure consistency of the inter-
related community-level projects contributing to the proposed outcomes of the overall effort.
AML will maintain frequent communication with stakeholders, subrecipients, and subcon-
tractors through all stages of the project and establish project support infrastructure to ensure
success. AML will enforce appropriate standard project management practices and processes,
and control for performance, scope, and budget. AML will be responsible for initiation,
reporting, monitoring and measuring project outcomes, and project close-out.
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EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
Team
AEA will provide administrative and strategic support, as well as subject matter expertise, as the
prime applicant. AEA has managed both its Renewable Energy Fund and Emerging Technology
Fund since 2008, and programs like Power Cost Equalization since 1985. AEA annually reviews
the potential for microgrid projects to lower costs and reduce diesel consumption, including
through the use of renewables. AEA has experience with improving, upgrading, and building out
rural microgrids, including through modern distribution systems and controls, Battery Energy
Storage Systems (BESS), Modern and emission efficient diesel back-up powerhouse systems, and
through SCADA controls between renewables and diesel back-ups.
AML will be the project manager and implement coordinating activities that engage local
governments in a robust process of review and analysis. AML has played a significant role in
strengthening the effectiveness of federal and state relief and investment into Alaska local
governments and Tribes. AML has also partnered with the State of Alaska to build better service
delivery at the local level, cultivate State-municipal relationships, and provide local input into
State decision-making. AML has completed timely reporting requirements, including monthly
reports that have required data exports, summaries of engagement, and review of activities.
Final reports have included financial reporting and outcome evaluation.
AML will engage DOT&PF and AHFC to assist in evaluating the intersection of clean energy with
housing and transportation. AHFC is a quasi-state entity that makes mortgages accessible to
Alaskans and provides affordable housing and energy efficiency programs. AHFC implemented
the $242.6 million Home Energy Rebate program from 2008-2016 reporting 26,587 homes
improved with an average energy reduction of 34%. DOT&PF and AML have an existing MOA
and together host the Alaska Transportation Hub, which identifies local transportation projects
and provides technical assistance and grant-writing support to communities.
AML has identified municipal case studies to include in the project, for a total of 45 anticipated.
The following local governments and tribal entity have committed to participating already:
•City of Hughes – evaluation of solar to offset diesel generation.
•City of Fort Yukon – flood-impacted community.
•City of Chevak – energy plan development that includes decreasing water/sewer costs.
•Tanana Chiefs Conference – support regional clean energy planning efforts.
Separately, each participating community will provide a point of contact (POC) who will dedicate
two hours a month to the effort and make available staff to participate in monthly educa-
tion and engagement calls. The POC will coordinate any site visits and access for evaluation.
Municipal officials will participate in the planning and prioritization process. The combination of
activities represents another FTE, provided as an in-kind contribution.
Leadership Support
AEA’s Executive Director and leadership team are committed to increasing the availability of and
access to affordable clean energy deployment in Alaska. This project fits within AEA’s strategic
plan and overall grid resilience efforts. AML members have consistently rated high energy costs
as a concern, including within AML’s policy statement, and this project reflects the consensus
of local governments. AEA and/or AML will coordinate the participation of elected leadership in
briefings to DOE at least 2 times per year.
Relevant, previous work efforts, and demonstrated innovations that lead to project objectives
AEA has successfully managed and completed over three-hundred grants in the last decade
from many different agencies as well as private funds from the Volkswagen Settlement. AEA
was a successful applicant to the BUILD program in 2020 for the Alaska Cargo and Cold Storage
Project. In 2022, the Department of Defense awarded AEA over $12 million to extend power to
the Black Rapids training site near Delta Junction. This wide array of current and past programs,
and grant management experience, ensures that AEA is appropriately prepared to manage this
project, including a sub-award and project delivery and assessment process.
The roles and work of the Project Manager and key personnel at the prime and sub levels
AEA has more than thirty-five professionals on staff, including but not limited to engineers,
planners, project developers, project managers, accountants and finance officers, and policy
analysts. AEA has a team of highly qualified renewable energy project and program managers
that work for Conner Erickson, Director of Planning and Audrey Alstrom Director of Renewable
Energy and Energy Efficiency. Staff assignments will be made as projects and the technologies
they are going to implement become clear.
The technical and management aspects of the management plan
AEA has experienced staff and management systems in place to administer this microgrid
transformation, and the overall program management. AEA has a full suite of highly qualified
individuals, and a strong system of internal controls in place that facilitates meeting all compli-
ance requirements. AEA’s financial and project manage¬ment capabilities are demonstrated
by receipt of unqualified audit opinions for both our annual Financial Statements and Federal
Single Audit report, located on AEA’s website.
AEA will establish a sub-award agreement with AML, which will include project manage-
ment and compliance, as well as Community Benefits Plan implementation. As members of
AML, participating communities will be able to leverage AML’s existing partnerships to deliver
community benefits. AML’s goal is to augment AEA’s capacity, recognizing the scale of activi-
ties currently underway in Alaska, which this project complements. AEA will work with AML to
develop and maintain the Project Management Plan (PMP). AML will manage and implement
the project in accordance with the PMP.
How communications will be maintained among project team members
Internal communications strategies and tactics will be organized by type, frequency, and
audience to ensure relevant information is shared with appropriate stakeholders.
Publication arrangements
AML will be responsible for all project publications, including as applicable and appropriate
recognition of AEA as the project sponsor and DOE as the funding agency.
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ALASKA ENERGY AUTHORITY | COMMUNITY BENEFITS PLAN | 2870-1538
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Community Benefits Plan
The Alaska Energy Authority (AEA) has a successful record partnering both as owner and
project manager in community capital projects and in advancing State energy goals and prior-
ities. AEA also has established relationships with tribal entities, local governments, and other
State departments, with a focus on workforce, permitting, and community development. Early
engagement with these stakeholders will help to ensure that the project is responsive to local
energy plans and goals.
AEA administers the Power Cost Equalization (PCE) program – an endowed fund source with
more than $1 billion in assets – that provides economic assistance to communities and residents
of rural electric utilities where the cost of electricity can be three to five times higher than for
customers in more urban areas of the state. AEA, along with the Regulatory Commission of
Alaska (RCA), administers the program that serves 82,000 Alaskans in 193 communities that are
largely reliant on diesel fuel for power generation. AEA works to address and overcome chal-
lenges within these disadvantaged communities on a monthly basis.
AEA and Alaska’s public and cooperative utilities are accustomed to engaging with local govern-
ments and tribal entities through permitting and regulatory processes for rural energy projects.
The applicable projects would establish milestones urging earlier dialogue with local govern-
ments and Tribal entities. These conversations should begin sufficiently early in order to inform
project development in response to local communities’ needs and concerns. Local governments
and Tribal entities are uniquely situated to help identify the most effective actions the projects
can take toward partnerships that advance workforce issues; diversity, equity, inclusion, and
accessibility; and the flow of project benefits to disadvantaged communities.
AEA and partner utilities have extensive experience engaging with residents and businesses
in town halls and similar formats. AEA is a public entity with obligations to reduce the cost of
energy in Alaska, in the public interest. In addition, AEA’s Circuit Rider Program provides skilled
labor to address, diagnose, and repair rural powerhouses. In addition, the Circuit Rider Program
provides training for local communities to create skilled power plant labor. As rural microgrids
shift towards renewable systems, AEA will ensure that the Circuit Rider Program adapts and
continues to support and train local communities in the use of improved power systems.
This project’s Community Benefits Plan anticipates that community benefits will accrue within
each project period as part of project activities, and as part of its objectives and outcomes.
Aligning Community Capacity and Project Development with Best Practices
An NREL study on distributed renewables for Arctic energy1, found that community buy-in and
ownership is essential, as this extract demonstrates and the project anticipates and responds to.
AEA knows that projects must be community-driven and supported, with community members
understanding and participating in the value proposition of moving to a stronger reliance on
renewable energy. It is critical to include and receive buy-in from key stakeholders like utility
managers, operators, project champions, and local government officials. Beyond project devel-
opment, community engagement must be ongoing, and continue after the project is deployed
to maintain community support and ownership. Long-term engagement is an essential element
of sustainability.
ALASKA ENERGY AUTHORITY | COMMUNITY BENEFITS PLAN | 2870-1538
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• For example, a strong community focus enabled a successful project in Kongiganak: the
community trained and retained a local workforce, built community trust through presen-
tations in village meetings, and received community leader and tribal council support.
In Galena, hiring and training an all-local workforce provided enhanced job satisfaction,
increased local capacity, and strengthened the community overall.
AEA is planning to ensure that proposed systems should be commensurate with the training,
education, and availability of the local workforce, through the on-going relationship with the
Alaska Vocational Technical Center (AVTEC) and the appropriate labor unions. AEA knows that
the use of community-appropriate technology reduces system failures and the community’s
dependence on long-term, expensive, external assistance. Local capacity will determine how
simple or complex the system should be, and what assets it can include. Robust operations
and maintenance plans must be considered from the start, and technical assistance provided
to complete and maintain these. Communities have found that small, easy-to-maintain pilot
systems with solar photovoltaics (PV), batteries, and/or wind can be a good stepping-stone to
larger, more complex systems with higher contributions of renewable energy. Community-based
technical capacity may be increased over time through community education and expanded
experience from operating power systems. Many communities have been successful in engaging
local youth, with energy providers gaining traction by speaking through credible, communi-
ty-based educators.
• In Kotzebue, installing small wind turbines provided the technical capacity for subsequent
installations of much larger wind turbines, batteries, and solar PV systems. In Galena, a focus
on community education and training allowed the community to perform increasing portions
of system maintenance locally and has enabled it to set its sights on future solar projects.
AEA knows that having a regional or statewide pool of support resources increases the like-
lihood of success, which its cohort and technical assistance approach will support. Having a
network of knowledgeable people actively engaged in operating projects, such as an energy
cooperative, that can provide targeted education or technical knowledge, increases the likeli-
hood of project success, and can allow communities to install systems that they may not be able
to support on their own. Allowing a process for communities to access this network will stream-
line the renewable energy development process including planning, financing, installation, and
operations. Such a network is especially helpful for small communities with limited human
capital. A face-to-face knowledge sharing network would increase the number and success rate
of community projects.
• Kongiganak is part of the Chaninik Wind Group (CWG), which helps secure wind energy
project funding, shares training expenses, builds local capacity, and reduces energy costs. The
CWG has built projects in each of its six member communities, leveraging the capacity built
from each successful project.
AEA will identify and support competent, practical project managers that are required to ensure
the project’s success. The technical, financial, managerial, and community engagement compo-
nents of a renewable energy project must be overseen by experienced personnel to help ensure
effective delivery of projects. Managers must be able to validate project proposals from engi-
neers and external entities, compare those proposals to community needs, and decline when
necessary. Some communities also face rapid turnover of bookkeeping and managerial staff,
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reducing their financial and managerial capacity for projects. Such seemingly minor problems
can have long-term impacts.
• In Kodiak, early renewable projects failed due to insufficient engineering and project
management. Since then, a renewed focus on these components has enabled successful
projects.
Community and Labor Engagement
Engaging with labor unions, local governments, and Tribal entities.
AEA and partners have established long-term, and mutually valued relationships with the orga-
nized labor community in Alaska. Larger development often occurs within collective bargaining
agreements of the International Brotherhood of Electrical Workers (IBEW) and the various trade
unions, depending on location. While this is very much about scale, the Alaska approach will be
to engage its labor partners early to initiate discussions toward labor agreements and overall
benefits of the project. Alaska Municipal League (AML) will establish a relationship with the
Alaska American Federation of Labor and Congress of Industrial Organization (AFL-CIO) to assess
the impact of project development on future community benefits and labor engagement. AEA
has included in its timeline and milestones to discuss with organized labor the need for local
and targeted hiring goals, card-check neutrality, and possible provisions advancing programs to
attract, train and retain new workers.
* Milestone: Produce summary of labor perspectives on community energy planning and
project development, and benefits thereof.
AML is a critical part of the project’s community engagement, as it represents all city and
borough (county-equivalent) governments in the state. While AEA and other partners are
accustomed to engaging with local and Tribal governments through permitting and regulatory
processes for capital projects, AML will be in a position to reach out directly to incorporate
municipal perspectives and priorities into the project design and outputs. The project antici-
pates that community engagement will be initiated early and conducted often to inform project
development and implementation. Local and Tribal governments are uniquely situated to help
identify the most effective actions the projects can take toward partnerships that advance
workforce issues; diversity, equity, inclusion, and accessibility; and the flow of project benefits
to disadvantaged communities.
* Milestone: Establish stakeholder working group to inform process and final product.
Workforce and Community Agreements
Partners anticipate that there will be opportunities for workforce or community strategies to
be established as a direct result of the project. AML will be responsible through its stakeholder
engagement role to work with community leaders to identify ways in which the project benefits
can best accrue to the community. This will include planning for environmental justice, carbon
reduction, workforce development, shared procurement, local hire, and asset management,
including maintenance and operations planning and technical assistance. AML will reference
DOE’s Community Benefit Agreement Toolkit2, recognizing that it doesn’t apply the same to
federal projects as private, its intended purpose. The outcome of the CBA will be 40% percent
of benefits should be allocated to communities of color, Indigenous peoples, low-income
communities, and other marginalized groups. Each project will evaluate the opportunity for
workforce agreements, as well, which will help ensure equity for women, people of color, and
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other historically disadvantaged or underrepresented groups in the project’s implementation.
Project sponsors will work through a facilitated community stakeholder process to identify ways
in which workforce goals will be met. Goals include local hire, family-supporting jobs (wage
parity), health insurance, diverse workforce, diverse workforce participation, and resources for
continuing education and certification that result in a highly skilled workforce. Contractor solici-
tation should reference these goals as part of criteria for an award.
* Milestone: Community Benefit Strategies will be established with each participating commu-
nity, which will include a template for Workforce Agreements.
Approach to apprenticeships and local hiring goals
AML will maintain a local workforce availability and hire tracking system throughout the life of
the project, enabling local hire goals to be met and cross-promoting hire between projects that
might occur within a region. This system will also track municipal and tribal workforce in-kind
contributions, staff time that is applied to the project planning and implementation.
The project team will work with the University of Alaska (UA), AVTEC, and Alaska Works
Partnership to identify ways in which training, apprenticeships and local hiring can benefit
from microgrid implementation. In addition, the project will reference the Alaska Workforce
Investment Board’s strategies for workforce development, found in its Combined Plan for
Workforce Innovation and Opportunity3.
The UA is an important mechanism for workforce development, including for apprenticeships.
20 years ago, the University of Alaska Anchorage (UAA) created the Associate of Applied Science
in Apprenticeship Technologies. The University of Alaska System, the UAA Community and
Technical College, and several joint apprenticeship training programs have joined the United
States Department of Labor (USDOL) Registered Apprenticeship-College Consortium, which
simplifies the process for an apprentice to earn college credit.
Alaska Works Partnership is a non-profit organization that gives Alaskans access to jobs and
careers in the construction industry. Alaska Works educates Alaskans about good paying jobs,
teaches basic skills, and establishes pathways for Alaskans to learn skills that last a lifetime and
earn good pay with health care and retirement benefits. Alaska Works was created by Alaska’s
Building and Construction Trade and their apprenticeship training trusts in 1996. Alaska Works
partners with industry employers, community organizations, educators and the State of Alaska
to develop Alaska’s workforce. Several thousand Alaskans living in over 140 communities have
gotten a start in construction through one of their programs, illustrated below.
• Apprenticeship Outreach
• Alaska Construction Academy
• Helmets to Hardhats
• Women in the Trades
• Building Maintenance
* Milestone: Training and outreach includes pathways to apprenticeship and training programs.
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Figure 1: Programs offered by Alaska Works Partnership.
Documented community and labor partnerships
AML has inclusive and documented community partnerships. As member organizations, the
participating communities include municipal and Tribal governments in important ways and will
ensure these perspectives and priorities are included in project design and implementation,
and that outcomes are consistent with community interests. AML is working toward a teaming
agreement with the Alaska AFL-CIO, which will inform future labor engagement. Labor agree-
ments are otherwise developed at the project level and specific to community needs. AML will
work through the Alaska AFL-CIO to provide project sponsors the opportunity to engage labor
councils within regional districts.
* Provide documentation of teaming agreement with the Alaska AFL-CIO in first quarter.
Investing in the American Workforce
This project has the ability to result in
increased investment in America’s work-
force. This project results in an increased
potential for job creation and business
development, and a team subcommittee
will work through AML to engage with the
Alaska Small Business Development Center
to identify ways in which this can be maximized, not just in project development and delivery,
but in the long-term. USDA’s Economic Risk Assessment Dashboard tracks COVID, Community
Distress, Unemployment, and Social Equity and is a good example of where economic benefits
might accrue. It produces a dashboard for Alaska that identifies fully half the state by geography
as distressed, more than any other state in the nation. The majority of project-funded activities
will occur in these distressed regions of Alaska.
Creation and retention of quality jobs
1) Plan to attract, train, and retain a skilled and well qualified workforce.
The majority of the work involved will be by partner staff, current and future. Contracts from
the project sponsor will be available to partners, depending on scope and competency, and the
goal of the project team is to maximize the investment in that workforce. In this way the project
Caption?
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team can ensure that it is able to foster safe, healthy, and inclusive workplaces with equal
opportunity, free from harassment and discrimination. In addition, the partners have considered
ways in which to make investments in training, education, and skill development and supporting
the corresponding mobility of workers to advance in their careers. The project will assess collec-
tive bargaining agreements as identified through the life of the project.
i. Wages, benefits, and other worker support provided.
The project sponsor and partners approach to quality jobs means that project staff will have
(1) fair, transparent, and equitable pay that exceeds the local average wage for an industry,
while delivering; (2) basic benefits (e.g., paid leave, health insurance, retirement/savings plan);
(3) providing workers with an environment in which to have a collective voice; and (4) helps
the employee develop the skills and experiences necessary to advance along a career path. In
addition, the partners will offer good jobs that provide (5) predictable scheduling, and a safe,
healthy, and accessible workplace devoid of hostility and harassment. With good jobs, (6)
employees are properly classified with the limited use of independent contractors and tempo-
rary workers. Workers have a (7) statutorily protected right to a free and fair choice to join a
union under the National Labor Relations Act (NLRA).
ii. Commitments to support workforce education and training.
The partners will encourage project staff to participate in training programs and encourage
contractors to offer paid time for employees to participate in skills training. This will include the
provision of personalized, modularized, and flexible skill development opportunities, such as
on-demand and self-directed virtual training. This will be included as part of the cohort support
system established through the project. The project will identify and provide continuing educa-
tion programs for employees to earn credentials and degrees relevant to their career pathways.
* Milestone: Include workforce education and training opportunities in training and technical
assistance.
* Produce a guide for communities that includes methods by which to reduce employee turn-
over costs for employers, increases productivity from a committed and engaged workforce,
and promotes a stable workforce for projects in the community.
Advancing Diversity, Equity, Inclusion, and Accessibility
The project team recognizes the value of a meaningful and targeted approach to advancing
diversity, equity, inclusion, and accessibility. The following is a description of the methodology
the team will implement in project design and implementation.
Equity: Project partners have shared commitments to 1) build a diverse workforce, supported
by equitable operations and policies, and establish an informed culture that delivers authentic
inclusivity; 2) promote economic opportunity for Alaskans through transportation investments,
including working with businesses owned by Black, Indigenous, People of Color, women, and
others who have been historically and/or are currently marginalized; 3) utilize the viewpoints of
those who reside in the communities and who are likely to be affected by the outcomes of the
project; and 4) invest in the protection of marginalized communities from environmental hazards.
Diversity: Project partners have shared commitments to 1) a workforce that is talented, diverse,
and committed to fostering a safe, fair, and inclusive workplace; 2) ensure all voices, regardless of
social identity or social demographics, are heard and their views influence project decisions; 3)
work with stakeholder groups to aid in communication with the community and project personnel.
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Figure 2: EPA EJScreen Low Income Regions in Alaska.
Inclusion: Project partners have shared commitments to 1) include the diverse perspectives
within this project’s scope and deployment; 2) leveraging investments and increasing path-
ways to opportunity for minority-owned and disadvantaged business enterprises, and for
individuals who face systemic barriers; 3) meaningful engagement with communities that are
diverse and underrepresented in the creation and implementation of the programs and projects
that impact the daily lives of their communities by creating more transparent, inclusive, and
on-going consultation and collaboration process; 4) ensure the project includes practices based
on community engagement to avoid harm to frontline and vulnerable; and 5 provide training to
staff to promote inclusion internally and externally.
Accessibility: Project partners have share commitments to 1) strengthen accountability poli-
cies and procedures, create a more accessible and disability-inclusive workplace, and foster a
greater respect for religious diversity; 2) ensure that reasonable accommodations are handled
with tact and care to provide community members as well as employees the opportunity to
fully participate in project activities; 3) develop and implement a process to Increase awareness
of accessibility tools and disability inclusion; 4) review and evaluate disability inclusion policies
and practices in crisis and emergency management including, but not limited to, planning and
response for pandemics, disasters, and evacuations in the domestic context; 5) examine options
to enhance technological accessibility; and 6) increase awareness of religious accommodations.
Justice 40 Initiative
AEA’s Energy Futures project will strengthen municipal processes for clean energy development
in approximately 45 communities. The project team has utilized a variety of tools to assess
disadvantage. EPA’s EJScreen identifies areas of the state experiencing low income, for instance.
This is generally consistent with where Power Cost Equalization (PCE) communities fall in AEA’s
10 rural energy regions, where high cost is relative to an average of three urban communities.
Excluding the Railbelt, which accounts for 75% of Alaska’s population, this project will focus on
eligible projects in rural communities that are considered disadvantaged or Tribal.
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City/Borough FIPS*Pop.Rural
(OMB)
National SVI*
Ranking (CDC)
APP*
(DOT)
DDA*
(HUD)
Distressed
Communities
Aleutians East Borough 2013 3,515 Yes Moderate to High No Yes No
Aleutians West Census Area 2016 5,723 Yes Low to Moderate No Yes No
Bethel Census Area 2050 18,216 Yes High Yes Yes Yes
Bristol Bay Borough 2060 877 Yes Low to Moderate No No Yes
Valdez- Cordova Census Area 2063 9,202 No Low to Moderate No No Yes
Denali Borough 2068 2,059 Yes Low No Yes Yes
Dillingham Census Area 2070 5,000 Yes High No Yes Yes
Haines Borough 2100 2,474 Yes Low No No Yes
Hoonah- Angoon Census Area 2105 2,151 Yes Low to Moderate No No Yes
Ketchikan Gateway Borough 2130 13,918 Yes Moderate to High No Yes Yes
Kodiak Island Borough 2150 13,345 Yes Moderate to High No Yes Yes
Kusilvak Census Area 2158 8,049 Yes High Yes No Yes
Lake and Peninsula Borough 2164 1,587 Yes High No No Yes
Nome Census Area 2180 10,008 Yes High No Yes Yes
North Slope Borough 2185 9,872 Yes Moderate to High No Yes Yes
Northwest Arctic Borough 2188 7,671 Yes High No Yes Yes
Wrangell- Petersburg Census Area 2195 5,910 Yes Moderate to High No Yes Yes
Prince of Wales – Hyder Census
Area 2198 6,422 Yes High No No Yes
Sitka 2220 8,458 Yes Low to Moderate No No No
Skagway 2230 1,240 Yes Low No Yes No
Southeast Fairbanks Census Area 2240 6,918 Yes Moderate to High No Yes Yes
Wrangell 2275 2,127 Yes Moderate to High No No Yes
Yakutat 2282 662 Yes Moderate to High No Yes No
Yukon- Koyukuk Census Area 2290 5,327 Yes High Yes No Yes
The table below demonstrates for
relevant census areas and boroughs
(county equivalent), their FIPS iden-
tification for reference, population,
Rural status according to the Office of
Management and Budget (OMB), their
social vulnerability index according to
the Centers for Disease Control and
Prevention (CDC), whether they are
Areas of Persistent Poverty according
to United State Department
of Transportation (USDOT),
whether they are difficult
to develop according to
Department of Housing Figure 3: 193 high-cost communities that AEA serves.
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Benefits Quantifiable Measure Tracking
Decrease in Energy Burden Tbtu / Million $Site Energy Savings
Energy Costs Savings 2009 Baseline – annual
and cumulative
Decrease in environmental exposure MMT CO2 Reduction 2009 Baseline – annual
and cumulative
Increase in access to low-cost capital Million $Capital availability AAHA report on access to
capital
Increase in job creation and training Job #s Jobs and training
opportunities ASHBA report/DOL&WD
Increase in clean energy jobs and
enterprise creation Business #s Business
development ASHBA report/AKSBDC
Increase in community ownership Municipal code Adoption or
revision Community reporting/AML
Increased parity in clean energy tech-
nology access and adoption Municipal code Energy technology
reference Community reporting/AML
and Urban Development (HUD), and whether the Denali Commission considers communities
within Distressed.
An equity assessment will be conducted within each community as part of the project’s munic-
ipal support process. This will include review of available datasets to ensure distribution of
project benefits to 40% disadvantaged communities, and to structure ways in which project
sponsors and contractors can implement strategies that maximize equitable benefits.
2. Identification of applicable benefits that are quantifiable, measurable, and trackable.
AML will provide the following template for communities to track project benefits that are
quantifiable and measurable. Baseline measures will be secured prior to project implementa-
tion and available for communities to measure upon implementation of future activities.
3. Anticipated Negative and Cumulative Environmental Impacts on disadvantaged
communities.
While EPA’s EJScreen does not include sufficient data to assess the potential impact of the
project to disadvantaged communities, the project team recognizes the research that exists to
describe the value and impact of renewable energy development generally.
Fuel transportation to remote Alaskan communities is becoming more susceptible to climate-re-
lated disruptions. In these communities, fuel is typically delivered by barge, which for inland
communities is only available during the summer when the rivers are free of ice. Changes in
river paths, low water levels, increasing sediments, or unexpected storms can put shipments
at risk, leaving a community without the energy stores needed to meet high heating loads
during the long winter. Alternative methods of delivery, such as ice roads and winter-based
overland routes, are becoming less secure as the climate warms. The emergency alternative—
flying diesel in on small planes or even by helicopter—increases costs exponentially, with some
communities paying over $16/gallon (Hughes 2022). Burning diesel also releases greenhouse
gases and other pollutants, accelerating climate change and reducing local air quality. The
effects of climate change are being experienced acutely in Arctic regions like Alaska, as melting
permafrost further reduces transportation options and puts building foundations at risk.
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Remote Alaskan communities have and will continue to lead in community-based renewable
energy development, serving as an example for similar communities throughout the world.
Many communities have excellent wind, solar, hydropower or biomass resources waiting to be
used. Sixty-nine Alaskan communities have so far integrated some form of renewable energy4,
and between 2014 and 2018, 5,210 households in rural Alaska received building energy effi-
ciency improvements to reduce overall energy demand5. A variety of funding sources and
programs are available to support communities in the complex transition to renewable energy.
Remote locations may be rich in renewable energy sources, but the intermittent nature makes
their integration into the power grid a challenge.
AEA’s approach to innovative microgrid solutions includes grid stabilization technology that
enables high penetration of renewable power generation, and distributed control systems
that provide intelligent power management and efficient hybrid power plant operation. By
addressing integration issues, AEA is maximizing deployment of locally based renewable
energy resources.
Energy planning can offer enhanced protection against the threats of natural disasters and
terrorism to make our communities more resilient, sustainable and livable for generations to
come, which lowers the price of mitigation for building owners. The many challenges to public
health and safety and environmental sustainability in our increasingly complex global society
call for a holistic approach to public policy development and business models, including how we
construct buildings. Thoughtful consideration of "performance goals" prior to taking action is
important for budget planning and for establishing priorities, such as: public health and safety;
protection of ecosystems and the important functions they serve; accessibility and mobility for
all citizens; affordable housing; and economic sustainability. Implementation of new policies and
practices should start by identifying the intersections and synergies that will achieve the perfor-
mance goals (which may change) in the most responsible and cost-effective way possible.
USDA Rural Development has data identifying Distressed Energy Communities6, which covers a
large swath of Alaska. These are regions that will benefit most from locally sourced renewable
energy projects. This will be part of the project review process for evaluation of eligibility and
competitiveness.
4. Benefits to Disadvantaged Communities.
Disadvantaged communities will directly and indirectly benefit from the outcomes of the project
activities. By inclusive engagement in project development, scoping, and implementation,
disadvantaged communities will be exposed to learning opportunities that will enable them to
improve current practices and policies. Upon completion, the projects will provide public health
and safety benefits to communities.
* Milestone: Stakeholder exit interviews indicate benefits from process and outcomes, and
incorporation of financial, governance, and land use planning principles for long-term
sustainability.
One of the hallmarks of this project will be the high level of technical assistance provided to
project sponsors and to potential applicants.
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Figure 4: USDA RD Distressed Energy Communities.
• A cohort approach – Participating communities will be included in a cohort that involves
them in continual learning opportunities. Community leaders will participate in quarterly
web-based sessions that provide resources and trainings on project and grant management,
asset management, maintenance and operations, and governance and financial sustainability.
• Technical assistance –AML will provide project development and application support to
strengthen capacity for federal funding applications to be more successful.
Monitoring and Evaluation
AEA will ensure that milestones are being met and that communities receive support necessary
to track and report quarterly progress that includes surveying of stakeholders to determine the
extent to which projects are on track to achieve beneficial outcomes for disadvantaged commu-
nities. Communities with little capacity will receive support from AML to track and report
without adding to their operational burdens.
The project team has built into the performance periods a gap year during which extensive
process review will identify any weaknesses in the program delivery. Project sponsors will be
interviewed to learn about challenges and solutions, which will be applied to redevelopment
of the program, as necessary, to strengthen implementation through the life of the rest of the
project.
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Endnotes
1 https://www.nrel.gov/docs/fy23osti/84391.pdf
2 https://www.energy.gov/diversity/community-benefit-agreement-cba-toolkit
3 https://awib.alaska.gov/pdf/WIOA_plan_2022-2023.pdf
4 McMahon et al. 2022
5 Alaska Housing Finance Corporation, 2018
6 https://ruraldevelopment.maps.arcgis.com/apps/webappviewer/index.
Figure 5: Twin Hills, Alaska.
The project will complete its evaluation process with an in-person workshop that includes a
comprehensive review of all activities, planning, stakeholder engagement, and community
benefits.
A summary of findings will be released as a result of the project, developed in collaboration
with participating communities and project sponsors, and shared with those communities and
the public at large. This approach will ensure that learning drives future performance.
ALASKA ENERGY AUTHORITY | LETTERS OF SUPPORT | 2870-1538
EVALUATING MUNICIPAL PROCESSES FOR EFFICIENT CLEAN ENERGY PERMITTING
CONTROL NUMBER2870-1538
PROJECT TITLEEvaluating Municipal Processes for Efficient Clean Energy Permitting
PRIME APPLICANT ORGANIZATIONAlaska Energy Authority (AEA)
LETTERS OF SUPPORT
Honorable Jennifer Granholm
Secretary of Energy
1000 Independence Ave, SW
Washington, DC 20585
RE: Support and Commitment for the project, “Evaluating Municipal Processes for Efficient
Clean Energy Permitting” for funding from the FY2023 Energy Futures Grant Program
September 22, 2023
Dear Secretary Granholm,
On behalf of the Alaska Municipal League (AML), I write to express our strong support for and
commitment to delivering the Alaska Energy Authority’s project submission to the Energy Futures
Grant Program, “Evaluating Municipal Processes for Efficient Clean Energy Permitting project.”
This project brings together a collaborative approach between partners, which we know will
deliver benefits to participating communities and to the state.
Together with the project sponsor, other agencies and local governments have signed on to be a
part of this project that is intersection between clean energy, buildings, and transportation. The
project’s innovation ecosystem includes state agencies, local governments, university experts,
community-based organizations, and an energy transition accelerator. This intergovernmental
and multi-sectoral effort leverages active grid resilience and clean energy project development.
This project brings together statewide and regional partners to support and provide technical
assistance to rural disadvantaged communities that will benefit from EFG support. AML is
excited to be part of this process.
Specifically, AML has agreed to partner as the project manager and be actively engaged with the
project sponsor in this project, “Evaluating Municipal Processes for Efficient Clean Energy
Permitting.” More specifically, AML is prepared to act as a sub-recipient and deliver the project
in cooperation and on behalf of AEA. As a nonprofit corporation that serves to strengthen local
government for its membership of Alaska’s 165 cities and boroughs. We commit to be an available
resource, especially related local codes understanding and implementation, and related to local
zoning and permitting, and to leverage current conversations about project bundling. AML will
comply with all necessary reporting and monitoring requirements.
Again, the AML is proud to show its commitment to AEA in receiving this Energy Futures Grant
and to be a part of this work that will benefit rural, disadvantaged communities across the state.
Respectfully,
Nils Andreassen
Executive Director
(907) 790-5305 / nils@akml.org
Honorable Jennifer Granholm
Secretary of Energy
1000 Independence Ave, SW
Washington, DC 20585
RE: Support and Commitment for the project, “Evaluating Municipal Processes for Efficient Clean
Energy Permitting” for funding from the FY2023 Energy Futures Grant Program
September 22, 2023
Dear Secretary Granholm,
On behalf of Alaska Housing Finance Corporation, I write to express our support for Alaska’s
project submission to the Energy Futures Grant Program, “Evaluating Municipal Processes for
Efficient Clean Energy Permitting project.” This project brings together a collaborative approach
between partners to deliver benefits to participating communities and to the state.
The project supporters link clean energy, buildings, and transportation and include
intergovernmental and multi-sectoral entities that leverage active grid resilience and clean
energy project development. Statewide and regional partners are positioned to provide
technical assistance to rural disadvantaged communities that will benefit from EFG support.
Alaska Housing is a long-time partner of Alaska Energy Authority and will be actively engaged with
AEA on “Evaluating Municipal Processes for Efficient Clean Energy Permitting,” specifically as it
relates to our work with energy efficiency and in the administration of other federal grants for which
our organizations are uniquely positioned to administer.
We believe this grant will benefit rural, disadvantaged communities across the state, and we thank
you for your support.
Respectfully,
Bryan Butcher
CEO/Executive Director
Alaska Housing Finance Corporation
“Keep Alaska Moving through service and infrastructure.”
Department of Transportation and
Public Facilities
OFFICE OF THE COMMISSIONER
Ryan Anderson, P.E., Commissioner
PO Box 112500
Juneau, Alaska 99811-2500
Main: 907.465.3900
dot.alaska.gov
September 28, 2023
The Honorable Jennifer Granholm
Secretary of Energy
1000 Independence Ave, SW
Washington, DC 20585
RE: Letter of Support and Commitment for the project, “Evaluating Municipal Processes for
Efficient Clean Energy Permitting” for funding from the FY2023 Energy Futures Grant Program
Dear Secretary Granholm:
The Alaska Department of Transportation and Public Facilities (DOT&PF) unequivocally
supports the Alaska Energy Authority’s (AEA) project proposal, “Evaluating Municipal
Processes for Efficient Clean Energy Permitting,” submitted for consideration under the Energy
Futures Grant Program. This collaborative project, which involves numerous partners, is poised
to deliver substantial benefits to our participating communities and the state at large.
Our rural communities grapple with aging diesel systems and out-of-date municipal codes from
the 1980s, stifling our shift towards cleaner energy. This project seeks to rectify this by
reviewing and updating municipal codes to enable efficient clean energy deployment. Our
comprehensive approach will equip municipalities with a clear roadmap for clean energy
projects, fiscal models, and enhanced land-use policies.
This project aligns with the Administration's aspirations to combat climate change and push for
environmental justice. With seven esteemed partners onboard, the project sponsor, AEA, will
create innovative clean energy plans that span the transportation, power, and building sectors.
Moreover, the project team plans to incorporate up to 42 communities, indirectly benefiting all of
Alaska’s cities. This endeavor will culminate in a considerable reduction in annual energy costs
and the removal of bureaucratic hurdles hindering clean energy progress. Alaska's existing
legislative framework endorses local control, but our energy landscape remains disjointed. The
project will include equity assessments, recognizing the majority Indigenous populace of our
participating rural communities. This holistic approach will elucidate other potential benefits of
our projects, such as workforce development and skill training.
The transportation sector will significantly benefit from this grant. By modernizing municipal
permitting and processes, we lay the groundwork for quicker adoption of electric and alternative
fuel vehicles and efficient public transit systems. This project will not only promote the use of
renewable energy in transport but also reduce our carbon emissions, curtail our reliance on fossil
fuels, and bolster the resilience of our transportation networks. In essence, this grant is pivotal
for ushering in a sustainable and modern transportation system.
2
“Keep Alaska Moving through service and infrastructure.”
DOT&PF is fully committed to partnering with the project sponsor and commits to offering
expertise in local codes, zoning, and permitting, ensuring project alignment with regulations.
Furthermore, DOT&PF will provide support as requested for specialized tasks and assist in
community outreach and engagement activities.
1. Resource for Local Codes Understanding and Implementation. Provide technical
assistance, ensuring that all aspects of the project align with regulations.
2. Guidance on Local Zoning, Permitting, and Project Bundling. DOT&PF has extensive
experience in navigating the intricacies of local zoning and permitting processes, ensuring
projects are compliant and benefit from streamlined approvals. Recognizing the value of
efficiency, DOT&PF is also keen to leverage ongoing conversations about project bundling.
Our aim is to synchronize multiple smaller projects under one unified umbrella, optimizing
resources and timelines, and maximizing outcomes. DOT&PF will share best practices, liaise
with local stakeholders, and help circumvent potential roadblocks.
3. Workforce Resource and Outreach Assistance. Recognizing that a project's success often
hinges on the people involved, DOT&PF is prepared to offer technical assistance, especially
in areas where specialized skills or local knowledge are required. Our communication teams
will work collaboratively with the project's stakeholders, assisting in community
engagement, public relations, and any necessary educational campaigns. Our vast network
within Alaska ensures that messages are conveyed effectively and receive the desired
traction.
DOT&PF wholeheartedly backs this Energy Futures Grant application and look forward to
fostering positive change for Alaska's rural communities.
Sincerely,
Ryan Anderson, P.E.
Commissioner
cc: Katherine Keith, Deputy Commissioner, DOT&PF
Nils Andreassen, Executive Director, Alaska Municipal League
Tanana Chiefs Conference is a non-profit organization that works toward meeting the health and social service
needs for more than 10,000 Alaska Natives spread across a region of 235,000 square miles in Interior Alaska.
122 1st Avenue, Fairbanks, AK 99701
907.452.8251
www.tananachiefs.org
Honorable Jennifer Granholm
Secretary of Energy
1000 Independence Ave, SW
Washington, DC 20585
September 18, 2023
RE: Support and Commitment for the project, “Evaluating Municipal Processes for Efficient Clean
Energy Permitting” for funding from the FY2023 Energy Futures Grant Program
Dear Secretary Granholm,
On behalf of Tanana Chiefs Conference, I write to express our strong support for Alaska’s project
submission to the Energy Futures Grant Program, “Evaluating Municipal Processes for Efficient
Clean Energy Permitting project.” This project brings together a collaborative approach between
partners, which we know will deliver benefits to participating communities and to the state.
Together with the project sponsor, other agencies and local governments have signed on to be a
part of this project that is intersection between clean energy, buildings, and transportation. The
project’s innovation ecosystem includes state agencies, local governments, university experts,
community-based organizations, and an energy transition accelerator. This intergovernmental
and multi-sectoral effort leverages active grid resilience and clean energy project development.
This project brings together statewide and regional partners to support and provide technical
assistance to rural disadvantaged communities that will benefit from EFG support.
Specifically, the Tanana Chiefs Conference has agreed to partner and be actively engaged with the
project sponsor in this project, “Evaluating Municipal Processes for Efficient Clean Energy
Permitting” through whatever means necessary. This could include assisting with workforce
development, understanding and developing local codes and whatever other means necessary to
assist our communities with the development of these important projects aimed at facilitating clean
permitting.
Tanana Chiefs Conference is proud to show its support for AEA in receiving this Energy Futures Grant
and to be a part of this work that will benefit rural, disadvantaged communities across the state.
Mahsi’ Choo.
TANANA CHIEFS CONFERENCE
Dave Messier
Infrastructure Division Director
Subregions
Upper Kuskokwim
McGrath
Medfra
Nikolai
Takotna
Telida
Lower Yukon
Anvik
Grayling
Holy Cross
Shageluk
Upper Tanana
Dot Lake
Eagle
Healy Lake
Northway
Tanacross
Tetlin
Tok
Yukon Flats
Arctic Village
Beaver
Birch Creek
Canyon Village
Chalkyitsik
Circle
Fort Yukon
Venetie
Yukon Koyukuk
Galena
Huslia
Kaltag
Koyukuk
Nulato
Ruby
Yukon Tanana
Alatna
Allakaket
Evansville
Fairbanks
Hughes
Lake Minchumina
Manley Hot
Springs
Minto
Nenana
Rampart
Stevens Village
Tanana
Key takeaway: Evaluating and improving the structure of municipal
governance and financials that leads to clean energy development.
Topline community benefits: Reduction in energy burdens and
increased access to affordable clean energy.
Prime recipient: Alaska Energy Authority
Principal investigator: Alaska Municipal League
Key Personnel:
•Conner Erickson, Director of Planning, AEA
•Nils Andreassen, Executive Director,
Alaska Municipal League
Requested DOE funds: $496,725
Project summary
This project will improve governance and financial systems of 45
disadvantaged communities to identify and remove barriers to clean
energy development within municipal code, permitting, or regulatory
processes. AML will develop skills and capacity to effectively plan,
implement, and manage and maintain energy projects.
Project impact
Strengthened local government financial and governance systems,
enabling greater ability to deliver clean energy development and
energy efficiency measures.
Project goals:
•45 municipalities committed to participating in project activities
and cohort meetings that result in learning and development of
governance (land-use, permitting, etc.) and financial
recommendations, based on evaluation of existing processes;
•financial analysis and tax implementation, where applicable, and
production of a project funding timeline;
•Implementation of a community benefits plan that focuses on
workforce development opportunities and equity analysis related
to reducing community energy burden.
193 high-cost communities
that AEA serves.
Evaluating Municipal Processes for Efficient Clean Energy Permitting
OMB Number: 4040-0004
Expiration Date: 11/30/2025
* 1. Type of Submission: * 2. Type of Application:
* 3. Date Received: 4. Applicant Identifier:
5a. Federal Entity Identifier: 5b. Federal Award Identifier:
6. Date Received by State: 7. State Application Identifier:
* a. Legal Name:
* b. Employer/Taxpayer Identification Number (EIN/TIN): * c. UEI:
* Street1:
Street2:
* City:
County/Parish:
* State:
Province:
* Country:
* Zip / Postal Code:
Department Name: Division Name:
Prefix: * First Name:
Middle Name:
* Last Name:
Suffix:
Title:
Organizational Affiliation:
* Telephone Number: Fax Number:
* Email:
* If Revision, select appropriate letter(s):
* Other (Specify):
State Use Only:
8. APPLICANT INFORMATION:
d. Address:
e. Organizational Unit:
f. Name and contact information of person to be contacted on matters involving this application:
Application for Federal Assistance SF-424
Preapplication
Application
Changed/Corrected Application
New
Continuation
Revision
F3N8ZSHJXUH8
2870-1538
Alaska Energy Authority
92-6001185 F3N8ZSHJXUH8
813 W Northern Lights Blvd
Anchorage
AK: Alaska
USA: UNITED STATES
99503-2407
Conner
Erickson
9077713025
cerickson@akenergyauthority.org
DocuSign Envelope ID: F21427CA-6F54-45CE-86F9-F9C5C1330F40
* 9. Type of Applicant 1: Select Applicant Type:
Type of Applicant 2: Select Applicant Type:
Type of Applicant 3: Select Applicant Type:
* Other (specify):
* 10. Name of Federal Agency:
11. Catalog of Federal Domestic Assistance Number:
CFDA Title:
* 12. Funding Opportunity Number:
* Title:
13. Competition Identification Number:
Title:
14. Areas Affected by Project (Cities, Counties, States, etc.):
* 15. Descriptive Title of Applicant's Project:
Attach supporting documents as specified in agency instructions.
Application for Federal Assistance SF-424
A: State Government
Dept. of Energy - Office of State and Community Energy Prog
81.041
DE-FOA-0002870
Energy Future Grants (EFG) Creating a Community-Led Energy Future
Evaluating Municipal Processes for Efficient Clean Energy Permitting
View AttachmentsDelete AttachmentsAdd Attachments
View AttachmentDelete AttachmentAdd Attachment
DocuSign Envelope ID: F21427CA-6F54-45CE-86F9-F9C5C1330F40
* a. Federal
* b. Applicant
* c. State
* d. Local
* e. Other
* f. Program Income
* g. TOTAL
.
Prefix: * First Name:
Middle Name:
* Last Name:
Suffix:
* Title:
* Telephone Number:
* Email:
Fax Number:
* Signature of Authorized Representative:* Date Signed:
18. Estimated Funding ($):
21. *By signing this application, I certify (1) to the statements contained in the list of certifications** and (2) that the statements
herein are true, complete and accurate to the best of my knowledge. I also provide the required assurances** and agree to
comply with any resulting terms if I accept an award. I am aware that any false, fictitious, or fraudulent statements or claims may
subject me to criminal, civil, or administrative penalties. (U.S. Code, Title 18, Section 1001)
** The list of certifications and assurances, or an internet site where you may obtain this list, is contained in the announcement or agency
specific instructions.
Authorized Representative:
Application for Federal Assistance SF-424
* a. Applicant
Attach an additional list of Program/Project Congressional Districts if needed.
* b. Program/Project
* a. Start Date:* b. End Date:
16. Congressional Districts Of:
17. Proposed Project:
AK-001 AK-001
Add Attachment Delete Attachment View Attachment
03/01/2024 09/01/2025
496,725.00
0.00
0.00
0.00
0.00
0.00
496,725.00
a. This application was made available to the State under the Executive Order 12372 Process for review on
b. Program is subject to E.O. 12372 but has not been selected by the State for review.
c. Program is not covered by E.O. 12372.
Yes No
Add Attachment Delete Attachment View Attachment
** I AGREE
Curtis
Thayer
Executive Director
9077713009
cthayer@akenergyauthority.org
* 20. Is the Applicant Delinquent On Any Federal Debt? (If "Yes," provide explanation in attachment.)
* 19. Is Application Subject to Review By State Under Executive Order 12372 Process?
If "Yes", provide explanation and attach
DocuSign Envelope ID: F21427CA-6F54-45CE-86F9-F9C5C1330F40
11/3/2023 | 2:53:31 PM AKDT
EERE T 540.132 01 Budget Justification (3 BPs)OMB Control Number: 1910-5162Expiration Date: 04/30/2025Award Number:11/3/2023Award Recipient:Alaska Energy Authority (award recipient)(May be award recipient or sub-recipient)Section A - Budget SummaryFederal Cost Share Total Costs Cost Share % Proposed Budget Period DatesBudget Period 1$496,725 $0 $496,725 0.00%3/01/2024 - 9/01/2025Budget Period 2$0 $0 $0 0.00%Budget Period 3$0 $0 $0 0.00%Total$496,725 $0 $496,725 0.00%Section B - Budget CategoriesCATEGORY Budget Period 1 Budget Period 2 Budget Period 3 Total Costs % of Project Comments (as needed)a. Personnel$40,173 $0 $0 $40,173 8.09%b. Fringe Benefits$0 $0 $0 $0 0.00%c. Travel$0 $0 $0 $0 0.00%d. Equipment$0 $0 $0 $0 0.00%e. Supplies$0 $0 $0 $0 0.00%f. ContractualSub-recipient$446,725 $0 $0 $446,725 89.93%Contractor$0 $0 $0 $0 0.00%FFRDC$0 $0 $0 $0 0.00%Total Contractual $446,725 $0 $0 $446,725 89.93%g. Construction$0 $0 $0 $0 0.00%h. Other Direct Costs$0 $0 $0 $0 0.00%Total Direct Costs$486,898 $0 $0 $486,898 98.02%i. Indirect Charges$9,827 $0 $0 $9,827 1.98%Total Costs$496,725 $0 $0 $496,725 100.00%Instructions and SummaryControl Number: 2870-1538Date of Submission:SUMMARY OF BUDGET CATEGORY COSTS PROPOSEDThe values in this summary table are from entries made in subsequent tabs, only blank white cells require data entryAdditional Explanation (as needed):Alaska Energy AuthorityForm submitted by: Please read the instructions on each worksheet tab before starting. If you have any questions, please ask your EERE contact! Do not modify this template or any cells or formulas! 1. If using this form for award application, negotiation, or budget revision, fill out the blank white cells in workbook tabs a. through j. with total project costs. 2. Blue colored cells contain instructions, headers, or summary calculations and should not be modified. Only blank white cells should be populated. 3. Enter detailed support for the project costs identified for each Category line item within each worksheet tab to autopopulate the summary tab. 4. The total budget presented on tabs a. through i. must include both Federal (DOE) and Non-Federal (cost share) portions.5. All costs incurred by the preparer's sub-recipients, contractors, and Federal Research and Development Centers (FFRDCs), should be entered only in section f. Contractual. All other sections are for the costs of the preparer only.6. Ensure all entered costs are allowable, allocable, and reasonable in accordance with the administrative requirements prescribed in 2 CFR 200, and the applicable cost principles for each entity type: FAR Part 31 for For-Profit entities; and 2 CFR Part 200 Subpart E - Cost Principles for all other non-federal entities. 7. Add rows as needed throughout tabs a. through j. If rows are added, formulas/calculations may need to be adjusted by the preparer. Do not add rows to the Instructions and Summary tab. If your project contains more than three budget periods, consult your EERE contact before adding additional budget period rows or columns. 8. ALL budget period cost categories are rounded to the nearest dollar.BURDEN DISCLOSURE STATEMENTPublic reporting burden for this collection of information is estimated to average 24 hours per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Office of Information Resources Management Policy, Plans, and Oversight, AD-241-2 - GTN, Paperwork Reduction Project (1910-5162), U.S. Department of Energy 1000 Independence Avenue, S.W., Washington, DC 20585; and to the Office of Management and Budget, Paperwork Reduction Project (1910-5162), Washington, DC 20503.
DocuSign Envelope ID: 4100ECBB-B0E7-426D-B60D-76542CE05B4B
11/3/2023 | 2:54:15 PM AKDT