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Home My WebLink AboutIIJA-BIL Grid Resilience and Innovation Partnerships (GRIP) AEA Submitted Application Package - GRIP 3 - Transforming Alaskas Rural Microgrids - May 2023RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 1 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME ALASKA ENERGY AUTHORITY Technical and business points of contact: Business Point of Contact:ƵƌƟƐdŚĂǇĞƌ͕ǆĞĐƵƟǀĞŝƌĞĐƚŽƌ͕ ĐƚŚĂǇĞƌΛĂŬĞŶĞƌŐǇĂƵƚŚŽƌŝƚǇ͘ŽƌŐ͕ϵϬϳͲϳϳϭͲϯϬϬϵ Technical Point of Contact: ZĞďĞĐĐĂ'ĂƌƌĞƩ͕ZƵƌĂůWƌŽŐƌĂŵƐDĂŶĂŐĞƌ͕ ƌŐĂƌƌĞƩΛĂŬĞŶĞƌŐǇĂƵƚŚŽƌŝƚǇ͘ŽƌŐ͕ϵϬϳͲϳϳϭͲϯϬϰϮ EĂŵĞƐŽĨĂůůƚĞĂŵŵĞŵďĞƌŽƌŐĂŶŝǌĂƟŽŶƐ͗ ůĂƐŬĂDƵŶŝĐŝƉĂů>ĞĂŐƵĞ EŽŶͲƉƌŽĮƚ͕ůŽĐĂůŐŽǀĞƌŶŵĞŶƚĂƐƐŽĐŝĂƟŽŶ ůĂƐŬĂĞŶƚĞƌĨŽƌŶĞƌŐǇĂŶĚWŽǁĞƌ hŶŝǀĞƌƐŝƚǇƌĞƐĞĂƌĐŚĐĞŶƚĞƌ ůĂƐŬĂEĂƟǀĞdƌŝďĂů,ĞĂůƚŚŽŶƐŽƌƟƵŵ EŽŶͲƉƌŽĮƚ͕dƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐĞƌǀŝĐĞƐ ůĂƐŬĂŶĞƌŐǇƵƚŚŽƌŝƚǇ ŽŶŶĞƌƌŝĐŬƐŽŶ͕ŝƌĞĐƚŽƌŽĨWůĂŶŶŝŶŐ ůĂƐŬĂŶĞƌŐǇƵƚŚŽƌŝƚǇ ƵĚƌĞǇůƐƚƌŽŵ͕ŝƌĞĐƚŽƌŽĨZĞŶĞǁĂďůĞŶĞƌŐǇ ĂŶĚŶĞƌŐǇĸĐŝĞŶĐǇ ůĂƐŬĂŶĞƌŐǇƵƚŚŽƌŝƚǇ dŝŵ^ĂŶĚƐƚƌŽŵ͕ŚŝĞĨKƉĞƌĂƟŶŐKĸĐĞƌ ůĂƐŬĂDƵŶŝĐŝƉĂů>ĞĂŐƵĞ EŝůƐŶĚƌĞĂƐƐĞŶ͕ǆĞĐƵƟǀĞŝƌĞĐƚŽƌ ůĂƐŬĂĞŶƚĞƌĨŽƌŶĞƌŐǇĂŶĚWŽǁĞƌ :ĞƌĞŵǇ<ĂƐƉĞƌ ůĂƐŬĂEĂƟǀĞdƌŝďĂů,ĞĂůƚŚŽŶƐŽƌƟƵŵ ƵƐƟŶDĂĚĚĞŶ EĂŵĞƐŽĨƚŚĞƐĞŶŝŽƌͬŬĞǇƉĞƌƐŽŶŶĞůĂŶĚƚŚĞŝƌŽƌŐĂŶŝǌĂƟŽŶƐ͗ WƌŽũĞĐƚůŽĐĂƟŽŶ;ƐͿ͗ůĂƐŬĂ͕ƐƚĂƚĞǁŝĚĞZƵƌĂů͕dƌŝďĂůĐŽŵŵƵŶŝƟĞƐƚŚĂƚĂƌĞĨƵŶĐƟŽŶŝŶŐĂƐƉŽǁĞƌ ƉƌŽĚƵĐƟŽŶŝƐůĂŶĚƐ͘ůůƉƌŽũĞĐƚƐƚŚĂƚǁŝůůƵůƟŵĂƚĞůǇďĞĨŽƌǁĂƌĚĞĚƵŶĚĞƌƚŚŝƐĂƉƉůŝĐĂƟŽŶǁŝůůďĞ ŝƐůĂŶĚĞĚĨƌŽŵƚŚĞůĂƐŬĂŶZĂŝůďĞůƚ͕ǁŚŝĐŚŝƐůĂƐŬĂ͛ƐŵĂŝŶƉŽǁĞƌŐĞŶĞƌĂƟŽŶƚƌĂŶƐŵŝƐƐŝŽŶƐǇƐƚĞŵ͘ ŶǇƐƚĂƚĞŵĞŶƚƐƌĞŐĂƌĚŝŶŐĐŽŶĮĚĞŶƟĂůŝƚǇ͗ None PROJECT TITLE ZƵƌĂůůĂƐŬĂDŝĐƌŽŐƌŝĚdƌĂŶƐĨŽƌŵĂƟŽŶ dKW/Z^ϯ 'ƌŝĚ/ŶŶŽǀĂƟŽŶWƌŽŐƌĂŵ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 1 ALASKA ENERGY AUTHORITY Project Overview ĂĐŬŐƌŽƵŶĚŽĨKƌŐĂŶŝǌĂƟŽŶĂŶĚĞǀĞůŽƉŵĞŶƚĂƐĞůŝŶĞ͗ dŚĞůĂƐŬĂŶĞƌŐǇƵƚŚŽƌŝƚǇ;ͿŝƐƚŚĞ^ƚĂƚĞ͛ƐĞŶĞƌŐǇŽĸĐĞĂŶĚƉƌŝŵĂƌǇĂŐĞŶĐǇĨŽƌƐƚĂƚĞǁŝĚĞ ĞŶĞƌŐǇƉŽůŝĐǇĂŶĚƉƌŽŐƌĂŵĚĞǀĞůŽƉŵĞŶƚ͘ ͛ƐŵŝƐƐŝŽŶŝƐƚŽƌĞĚƵĐĞƚŚĞĐŽƐƚŽĨĞŶĞƌŐǇŝŶůĂƐŬĂ͘ŵĂŶĂŐĞƐĂďƌŽĂĚƉŽƌƞŽůŝŽŽĨƐƵƉƉůǇ ĂŶĚĚĞŵĂŶĚƐŝĚĞĞŶĞƌŐǇƉƌŽũĞĐƚƐĂŶĚƚĂŬĞƐĂǁŚŽůĞͲĐŽŵŵƵŶŝƚǇĂƉƉƌŽĂĐŚŝŶĂĚĚƌĞƐƐŝŶŐĞŶĞƌŐǇ ĐŽƐƚƌĞĚƵĐƟŽŶŝƐƐƵĞƐ͘ƉƌŽǀŝĚĞƐƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞ͕ƚƌĂŝŶŝŶŐ͕ĞŶĞƌŐǇƉůĂŶŶŝŶŐ͕ƉƌŽũĞĐƚ ĚĞǀĞůŽƉŵĞŶƚͬŵĂŶĂŐĞŵĞŶƚ͕ĂŶĚĞŵĞƌŐĞŶĐǇŵĂŝŶƚĞŶĂŶĐĞƐĞƌǀŝĐĞƐ͘ĨĂĐŝůŝƚĂƚĞƐĐŽŽƌĚŝŶĂƟǀĞ ĂĐƟǀŝƟĞƐďĞƚǁĞĞŶƉůĂŶŶŝŶŐ͕ƉƌŽũĞĐƚƐ͕ĨƵŶĚŝŶŐƐŽƵƌĐĞƐ͕ĂŶĚĂƐƐŝƐƚƐůŽĐĂůĂŶĚdƌŝďĂůŐŽǀĞƌŶͲ ŵĞŶƚƐŝŶƚŚĞŵŽǀĞƚŽƉƌŽũĞĐƚͲƌĞĂĚǇƐƚĂƚƵƐ͘ĂůƐŽƐƵƉƉŽƌƚƐŽǁŶĞƌƐĂŶĚŽƉĞƌĂƚŽƌƐŽŶĐĞƚŚĞŝƌ ƉŽǁĞƌƐǇƐƚĞŵƐĂƌĞƵƉĂŶĚƌƵŶŶŝŶŐ͕ǁŝƚŚĂƌŽďƵƐƚƐǇƐƚĞŵŽĨĐĂƉĂĐŝƚǇĂƐƐŝƐƚĂŶĐĞ͘WŽǁĞƌƐǇƐƚĞŵƐ ŝŶůĂƐŬĂĂƌĞƐŵĂůůĂŶĚŝƐŽůĂƚĞĚ͘ůĂƐŬĂŶŐƌŝĚƐŽīƚŚĞŵĂŝŶZĂŝůďĞůƚĂƌĞůŝŶĞĂƌǁŝƚŚůŝƩůĞƚŽŶŽ ƌĞĚƵŶĚĂŶĐǇ͕ĂƌĞĂůŵŽƐƚĞǆĐůƵƐŝǀĞůǇƌĞůŝĂŶƚŽŶĚŝĞƐĞůŐĞŶĞƌĂƟŽŶ͕ĂŶĚĂƌĞŵŝĐƌŽŝŶƐŝǌĞĐŽŵƉĂƌĞĚ ǁŝƚŚŐƌŝĚƐŝŶƚŚĞĐŽŶƟŐƵŽƵƐhŶŝƚĞĚ^ƚĂƚĞƐ͘ DŽƐƚƌƵƌĂůĐŽŵŵƵŶŝƟĞƐŝŶůĂƐŬĂĂƌĞĂĐĐĞƐƐŝďůĞŽŶůǇďǇĂŝƌĂŶĚƌŝǀĞƌ͘dŚĞǇĂƌĞƉŽǁĞƌͲŝƐͲ ůĂŶĚĞĚ͕ƌĞůǇŝŶŐƐŽůĞůǇŽŶĚŝĞƐĞůŐĞŶĞƌĂƟŽŶƐǇƐƚĞŵƐ͘DĂŶǇŽĨƚŚĞƐĞĐŽŵŵƵŶŝƟĞƐŚĂǀĞĂŐŝŶŐ ĂŶĚĨĂŝůŝŶŐƉŽǁĞƌŚŽƵƐĞƐĂŶĚĚŝƐƚƌŝďƵƟŽŶ͘dŚĞƐĞƐǇƐƚĞŵƐĂƌĞĨƵĞůĞĚďǇůĂƌŐĞďƵůŬĨƵĞůƐƚŽƌĂŐĞ ĨĂĐŝůŝƟĞƐ͕ŵĂŶǇŽĨǁŚŝĐŚŚĂǀĞďĞĞŶŝŶƐĞƌǀŝĐĞĨŽƌƵƉƚŽϲϬǇĞĂƌƐǁŝƚŚŽƵƚƐŝŐŶŝĮĐĂŶƚƵƉŐƌĂĚĞƐ͘ ŵĂŶĂŐĞƐĂĐŽŶƐŝƐƚĞŶƚĂƐƐĞƐƐŵĞŶƚƐĐŚĞĚƵůĞƚŽĚĞƚĞƌŵŝŶĞĂƚͲƌŝƐŬĨĂĐŝůŝƟĞƐĂŶĚƵƉŐƌĂĚĞ ŽƌƌĞƉůĂĐĞŵĞŶƚŶĞĞĚƐ͘ƵĞƚŽĐŽŵŵƵŶŝƚǇƌĞŵŽƚĞŶĞƐƐ͕ŵŽƐƚĚŝĞƐĞůƉŽǁĞƌŚŽƵƐĞƐĐĂŶŶŽƚďĞ ĞŶƟƌĞůǇƌĞŵŽǀĞĚĨƌŽŵĂŵŝĐƌŽŐƌŝĚĚƵĞƚŽůŝĨĞͲƐĂĨĞƚǇĐŽŶĐĞƌŶƐ͘,ŽǁĞǀĞƌ͕ƚŚĞƌĞĂƌĞƐĞǀĞƌĂů ĐŽŵŵƵŶŝƟĞƐƚŚĂƚĐŽƵůĚƌĞƉůĂĐĞƚŚĞďĂƐĞůŽĂĚĚŝĞƐĞůƉŽǁĞƌƉƌŽĚƵĐƟŽŶǁŝƚŚƌĞŶĞǁĂďůĞĞŶĞƌŐǇ ;ƐĞĞ&ŝŐƵƌĞϭͿ͘dŽƉƌŽƉĞƌůǇƵƉŐƌĂĚĞĂŶůĂƐŬĂŶŵŝĐƌŽŐƌŝĚ͕ƚŚĞƌĞŶĞǁĂďůĞƉŽǁĞƌƐŽƵƌĐĞǁŽƵůĚ ŶĞĞĚƚŽďĞďƵŝůƚŽƵƚĂŶĚƚŚĞŶƉƌŽƉĞƌůǇŝŶƚĞŐƌĂƚĞĚƚŽƚŚĞďĂĐŬͲƵƉĚŝĞƐĞůƉŽǁĞƌƐŽƵƌĐĞ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 1 ALASKA ENERGY AUTHORITY &ŝŐƵƌĞϭ͗WŽƚĞŶƟĂůƌĞŶĞǁĂďůĞĞŶĞƌŐǇƉƌŽũĞĐƚƐŝŶůĂƐŬĂ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 2 ALASKA ENERGY AUTHORITY dŚĞƌĞůŝĂŶĐĞŽŶĚŝĞƐĞůŶĞŐĂƟǀĞůǇŝŵƉĂĐƚƐƚŚĞĞĐŽŶŽŵǇĂŶĚƉƵďůŝĐŚĞĂůƚŚŽĨƌƵƌĂů͕ĚŝƐĂĚǀĂŶƚĂŐĞĚ ĐŽŵŵƵŶŝƟĞƐ͘dŚŝƐƉƌŽũĞĐƚƉƌŽǀŝĚĞƐƉĂƚŚǁĂǇƐƚŽŶĞĐĞƐƐĂƌǇŝŵƉƌŽǀĞŵĞŶƚƐƚŚĂƚǁŝůůƚƌĂŶƐĨŽƌŵ ĐŽŵŵƵŶŝƟĞƐ͕ĚŝƐƉůĂĐŝŶŐŵŝůůŝŽŶƐŽĨŐĂůůŽŶƐŽĨĚŝĞƐĞůĂŶĚƌĞĚƵĐŝŶŐƚŚĞĐĂƌďŽŶĞŵŝƐƐŝŽŶƐƚŚĞƌĞŽĨ͘ &ŝŐƵƌĞϭƉƌŽǀŝĚĞƐĂŵĂƉŽĨůĂƐŬĂĐŽŵŵƵŶŝƟĞƐǁŝƚŚŵŝĐƌŽŐƌŝĚƐƚŚĂƚĂƌĞĞůŝŐŝďůĞĨŽƌWŽǁĞƌŽƐƚ ƋƵĂůŝǌĂƟŽŶ;WͿ͕ǁŚĞƌĞĐŽƐƚƐĂƌĞƐŝŐŶŝĮĐĂŶƚůǇŚŝŐŚĞƌƚŚĂŶƚŚĞŝƌƵƌďĂŶĐŽƵŶƚĞƌƉĂƌƚƐ͘ Project Goal: dŚĞŐŽĂůŽĨƚŚĞƐĞƚƌĂŶƐĨŽƌŵĞĚĐŽŵŵƵŶŝƚǇŵŝĐƌŽŐƌŝĚƐŝƐƚŽƌĞƉůĂĐĞƚŚĞďĂƐĞůŽĂĚĚŝĞƐĞůƉŽǁĞƌ ƉƌŽĚƵĐƟŽŶǁŝƚŚƌĞŶĞǁĂďůĞĞŶĞƌŐǇ͘,ǇĚƌŽ͕ƐŽůĂƌ͕ĂŶĚǁŝŶĚĂƌĞƚŚĞƉƌŝŵĂƌǇƌĞŶĞǁĂďůĞƉŽǁĞƌ ƐŽƵƌĐĞƐĨŽƵŶĚƚŽďĞƐƵĐĐĞƐƐĨƵůŝŶůĂƐŬĂ͘/ŶĂĚĚŝƟŽŶ͕ŵĂŶǇŽĨƚŚĞƉŽƐƐŝďůĞŚǇĚƌŽƉƌŽũĞĐƚƐǁŽƵůĚ ƉƌŽĚƵĐĞŵŽƌĞƉŽǁĞƌƚŚĂŶĐŽƵůĚďĞƵƐĞĚďǇƚǇƉŝĐĂůĐŽŵŵƵŶŝƚǇĚĞŵĂŶĚ͘dŚŝƐĞǆĐĞƐƐƉŽǁĞƌ ǁŽƵůĚďĞƵƐĞĚĨŽƌĐŽŵŵƵŶŝƚǇŚĞĂƚĂŶĚǁŽƵůĚĞŶĂďůĞŝŶĐƌĞĂƐĞĚĐĂƉĂĐŝƚǇĨŽƌĞŶĞƌŐǇƐƚŽƌĂŐĞ͕ ǁŚŝĐŚŝƐĂĐƌŝƟĐĂůƌĞƐŽƵƌĐĞŝŶƌƵƌĂůůĂƐŬĂ͘dŚŝƐƵƐĞŽĨĞǆĐĞƐƐĞůĞĐƚƌŝĐŝƚǇĨŽƌŚĞĂƚƌĞĚƵĐƟŽŶǁŽƵůĚ ĚŝƐƉůĂĐĞŚĞĂƟŶŐŽŝů͕ǁŽŽĚďƵƌŶŝŶŐ͕ĚŝĞƐĞů͕ĂŶĚŽƚŚĞƌƚǇƉĞƐŽĨĨƵĞů͘ dŚŝƐƉƌŽũĞĐƚƌĞƐƚƐŽŶŵƵůƟƉůĞĐƌŝƟĐĂůƐƵĐĐĞƐƐĨĂĐƚŽƌƐ͗;ϭͿ&ĞĂƐŝďŝůŝƚǇŽĨƉƌŽũĞĐƚƚĞĐŚŶŽůŽŐŝĞƐŝŶ ƌƵƌĂůůĂƐŬĂĐŽŵŵƵŶŝƟĞƐ͖;ϮͿWƌŽĐĞƐƐŝŶŶŽǀĂƟŽŶ͕ĂŶĚƚŚĞĐŽŵďŝŶĂƟŽŶŽĨƚĞĐŚŶŽůŽŐŝĞƐ͖;ϯͿ WĂƌƚŶĞƌĐŽŶƚƌŝďƵƟŽŶƐ͕ĂŶĚĂƉƉƌŽƉƌŝĂƚĞůĞǀĞůƐŽĨĂŶĂůǇƐŝƐ͖;ϰͿŽƐƚŽĨŵĂƚĞƌŝĂůƐĂŶĚƐĞƌǀŝĐĞƐ͕ĂŶĚ ƐƵƉƉůǇĐŚĂŝŶĂǀĂŝůĂďŝůŝƚǇ͖ĂŶĚ;ϱͿ^ƵƐƚĂŝŶĂďŝůŝƚǇŽĨŽƉĞƌĂƟŽŶƐ͕ĂŶĚƉůĂŶŶŝŶŐĨŽƌŵĂŝŶƚĞŶĂŶĐĞĂŶĚ ŽƉĞƌĂƟŽŶƐ͘WƌŽũĞĐƚůŽĐĂƟŽŶƐǁŝůůďĞĚĞƚĞƌŵŝŶĞĚďĂƐĞĚŽŶůĞǀĞůŽĨĚŝƐĂĚǀĂŶƚĂŐĞĂŶĚƉŽƚĞŶƟĂů ƚŽŵĞĞƚƚŚĞĐƌŝƟĐĂůƐƵĐĐĞƐƐĨĂĐƚŽƌƐ͘dŚĞƉƌŽũĞĐƚƐĞůĞĐƟŽŶƚĞĂŵǁŝůůĞǀĂůƵĂƚĞƚŚĞĂǀĂŝůĂďŝůŝƚǇŽĨ ƐŬŝůůĞĚǁŽƌŬĨŽƌĐĞʹĂŶĚƉŽƚĞŶƟĂůƚŽŽīĞƌƐŬŝůůƐƚƌĂŝŶŝŶŐĂƐƉĂƌƚŽĨĂĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐƉůĂŶ ʹĂŶĚŽǀĞƌĂůůďĞŶĞĮƚƚŽƚŚĞĐŽŵŵƵŶŝƚǇƚŚĂƚŝŶĐůƵĚĞƐůŽǁĞƌŝŶŐĐŽƐƚƐĂŶĚĂĚĚƌĞƐƐŝŶŐĞŶǀŝƌŽŶͲ ŵĞŶƚĂůũƵƐƟĐĞĨĂĐƚŽƌƐ͘ dŚĞh͘^͘ŶĞƌŐǇ/ŶĨŽƌŵĂƟŽŶĚŵŝŶŝƐƚƌĂƟŽŶϭ;/ͿŚŝŐŚůŝŐŚƚƐŬĞǇĚĂƚĂƉŽŝŶƚƐ͕ǁŚŝĐŚƚŚŝƐƉƌŽũĞĐƚ ǁŝůůĐŽŶƚƌŝďƵƚĞƐŽůƵƟŽŶƐƚŽ͕ϭͿůĂƐŬĂƌĂŶŬƐƐĞĐŽŶĚŽŶůǇƚŽ,ĂǁĂŝŝŝŶƚŚĞƐŚĂƌĞŽĨŝƚƐƚŽƚĂůĞůĞĐͲ ƚƌŝĐŝƚǇͲͲϭϰйŝŶϮϬϮϮͲͲŐĞŶĞƌĂƚĞĚĨƌŽŵƉĞƚƌŽůĞƵŵ͖ĂŶĚϮͿŝŶϮϬϮϮ͕ůĂƐŬĂŐĞŶĞƌĂƚĞĚĂďŽƵƚϯϯйŽĨ ŝƚƐƚŽƚĂůĞůĞĐƚƌŝĐŝƚǇĨƌŽŵƌĞŶĞǁĂďůĞĞŶĞƌŐǇƐŽƵƌĐĞƐ͘dŚĞƐƚĂƚĞŚĂƐĂŶŽŶͲďŝŶĚŝŶŐŐŽĂůƚŽŐĞŶĞƌĂƚĞ ϱϬйŽĨŝƚƐĞůĞĐƚƌŝĐŝƚǇĨƌŽŵƌĞŶĞǁĂďůĞĂŶĚĂůƚĞƌŶĂƟǀĞĞŶĞƌŐǇƐŽƵƌĐĞƐďǇϮϬϮϱ͘ K/ŵƉĂĐƚ͗ dŚĞŝŶĐƌĞĚŝďůĞƌĞŵŽƚĞŶĞƐƐŽĨƌƵƌĂůůĂƐŬĂŶĐŽŵŵƵŶŝƟĞƐŚĂƐƚŚĞĞīĞĐƚŽĨĞǆƚƌĞŵĞůǇŚŝŐŚƉƌŽũĞĐƚ ĐŽƐƚƐ͘dŚŝƐ͕ĂůŽŶŐǁŝƚŚƚŚĞĨĂĐƚƚŚĂƚƚŚĞƌƵƌĂůĐŽŵŵƵŶŝƟĞƐĂƌĞƉĂǇŝŶŐǀĞƌǇŚŝŐŚĞŶĞƌŐǇĐŽƐƚƐ͕ ŚĂƐŵĂĚĞƉƌŽũĞĐƚĨƵŶĚŝŶŐĂĚŝĸĐƵůƚƉƌŽĐĞƐƐ͘dŚĞ^ƚĂƚĞŽĨůĂƐŬĂ͕ůŽĐĂůĂŶĚdƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐ͕ ĂŶĚƵƟůŝƟĞƐĐĂŶŶŽƚďĞĂƌƚŚŝƐĐŽƐƚĂůŽŶĞ͕ĂŶĚůĂĐŬƐƵĸĐŝĞŶƚƌĞƐŽƵƌĐĞƐƚŽĞŶĂďůĞĂƚƌĂŶƐŝƟŽŶƚŽ ůŽǁĞƌĐĂƌďŽŶĞŶĞƌŐǇƐŽƵƌĐĞƐƚŚĂƚǁŝůůƌĞĚƵĐĞĞŵŝƐƐŝŽŶƐĂŶĚůŽǁĞƌĐŽƐƚƐ͘KĨƵŶĚŝŶŐǁŽƵůĚ ƵŶůŽĐŬĚŽǌĞŶƐŽĨĐŽŵŵƵŶŝƚǇƉƌŽũĞĐƚƐƚŚĂƚŚĂǀĞŐĂƚŚĞƌĞĚĞŶŽƵŐŚĨƵŶĚŝŶŐĨŽƌĞŶŐŝŶĞĞƌŝŶŐĂŶĚ ĚĞƐŝŐŶďƵƚĂƌĞǁĂŝƟŶŐĨŽƌĨƵŶĚŝŶŐƐŽƵƌĐĞƐƚŽĐŽŵƉůĞƚĞƉƌŽĐƵƌĞŵĞŶƚĂŶĚĐŽŶƐƚƌƵĐƟŽŶ͘&Žƌ ƌĞĨĞƌĞŶĐĞ͕ŚĂƐŵĂŶĂŐĞĚƚŚĞƵƟůŝǌĂƟŽŶŽĨΨϯϬϬŵŝůůŝŽŶƚŽŝŵƉůĞŵĞŶƚŵŽƌĞƚŚĂŶϭϬϬƉƌŽũͲ ĞĐƚƐĨƌŽŵϮϬϬϴƚŽϮϬϮϮ͕ƚŚƌŽƵŐŚŝƚƐZĞŶĞǁĂďůĞŶĞƌŐǇ'ƌĂŶƚWƌŽŐƌĂŵ;Z&Ϳ͕ǁŚŝĐŚŚĂĚǀĂƌŝĂďůĞ ĂŶĚůŝŵŝƚĞĚĨƵŶĚŝŶŐďĂƐĞĚŽŶĂǀĂŝůĂďůĞ^ƚĂƚĞĂƉƉƌŽƉƌŝĂƟŽŶƐ͘dŚĞZ&͕ŝŶĚŝƌĞĐƚƐƵƉƉŽƌƚŽĨƌƵƌĂů͕ ŵĂũŽƌŝƚǇƚƌŝďĂů͕ĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐŚĂƐƉƌŽǀŝĚĞĚŵŽƌĞƚŚĂŶϴϬйŽĨƚŽƚĂůĨƵŶĚŝŶŐ ƚŽǁĂƌĚƐƉƌŽũĞĐƚƐŝŶƚŚŽƐĞƌƵƌĂůĐŽŵŵƵŶŝƟĞƐ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 2 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 3 ALASKA ENERGY AUTHORITY ŽŵŵƵŶŝƚǇĞŶĞĮƚƐWůĂŶ͗ :ŽďYƵĂůŝƚǇĂŶĚƋƵŝƚǇʹdŚĞŽŵŵƵŶŝƚǇĞŶĞĮƚƐWůĂŶŝĚĞŶƟĮĞƐƚŚĞƉŽƚĞŶƟĂůĨŽƌƉƌŽũĞĐƚĂĐƟǀͲ ŝƟĞƐŝŶĂŶĞƐƟŵĂƚĞĚƚǁĞŶƚǇƌƵƌĂů͕ĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐǁŝƚŚŝƐůĂŶĚĞĚŵŝĐƌŽͲŐƌŝĚƐƚŚĂƚ ĂƌĞƌĞůŝĂŶƚŽŶĚŝĞƐĞůƉŽǁĞƌŐĞŶĞƌĂƟŽŶ͘dŚĞƐĞƐǇƐƚĞŵƐĂƌĞĞŵŝƐƐŝŽŶƐͲŝŶƚĞŶƐŝǀĞ͕ĞǆƉĞŶƐŝǀĞ͕ĂŶĚ 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ĞĐƚƐ͘ĂĐŚƉƌŽũĞĐƚǁŝůůďĞůŽĐĂƚĞĚŝŶĂƌƵƌĂůĐŽŵŵƵŶŝƚǇǁŚĞƌĞƚŚĞŵĂũŽƌŝƚǇŽĨƚŚĞƉŽƉƵůĂƟŽŶŝƐ /ŶĚŝŐĞŶŽƵƐ͘WƵďůŝĐĞŶŐĂŐĞŵĞŶƚǁŝůůĨĞĂƚƵƌĞǁĂǇƐŝŶǁŚŝĐŚƚŚĞƉƌŽũĞĐƚĂĐƟǀŝƟĞƐŵĂǇŚĂǀĞĂŶĐŝůͲ ůĂƌǇĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐʹďĞǇŽŶĚƚŚĞĚŝƌĞĐƚŝŵƉĂĐƚŽĨƚŚĞĞŶĞƌŐǇŝŵƉƌŽǀĞŵĞŶƚƐʹƚŚĂƚŝŶĐůƵĚĞ ǁŽƌŬĨŽƌĐĞĂŶĚĞŶƚĞƌƉƌŝƐĞĚĞǀĞůŽƉŵĞŶƚ͕ƐŬŝůůƐƚƌĂŝŶŝŶŐ͕ĂŶĚƌĞƐŝůŝĞŶĐĞƉůĂŶŶŝŶŐ͘ Long-Term Constraints:ĚŽĞƐŶŽƚĂŶƟĐŝƉĂƚĞĂŶǇůŽŶŐͲƚĞƌŵĐŽŶƐƚƌĂŝŶƚƐŽƌŝŵƉĂĐƚƐƚŽ ƉĂƌƟĐŝƉĂƟŶŐĐŽŵŵƵŶŝƟĞƐ͘dŚĞĚĞƉůŽǇŵĞŶƚŽĨƌĞŶĞǁĂďůĞƉŽǁĞƌƐǇƐƚĞŵƐĂŶĚĐĂƌďŽŶͲƌĞͲ ĚƵĐŝŶŐƚĞĐŚŶŽůŽŐŝĞƐŝŶůĂƐŬĂŚĂƐďĞĞŶĂĐĐŽŵƉůŝƐŚĞĚǁŝƚŚŽƵƚĚŝŵŝŶŝƐŚŝŶŐĂĐĐĞƐƐƚŽŶĂƚƵƌĂů ƌĞƐŽƵƌĐĞƐ͕ŶŽƌŝŶƚĞƌĨĞƌĞŶĐĞǁŝƚŚdƌŝďĂůĐƵůƚƵƌĂůƌĞƐŽƵƌĐĞƐ͘ǆƚĞŶƐŝǀĞƐƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚ ĞŶƐƵƌĞƐĐŽŶƟŶƵĞĚĂĐĐĞƐƐƚŽǁĂƚĞƌĂŶĚƐƵďƐŝƐƚĞŶĐĞƌĞƐŽƵƌĐĞƐ͘WƌŽũĞĐƚĐůĞĂŶƵƉĐŽƐƚƐ͕ŝŶĐůƵĚŝŶŐ ǁĂƐƚĞ͕ǁŝůůďĞďĂĐŬŚĂƵůĞĚŽƵƚŽĨĐŽŵŵƵŶŝƟĞƐŽƌƌĞƉƵƌƉŽƐĞĚƚŚƌŽƵŐŚĂŐƌĞĞŵĞŶƚƐǁŝƚŚůŽĐĂů ŐŽǀĞƌŶŵĞŶƚ͘ &ŝŐƵƌĞϮ͗ZĞŶĞǁĂďůĞŶĞƌŐǇ/ŶǀĞƐƚŵĞŶƚŝŶůĂƐŬĂďǇŶĞƌŐǇ^ŽƵƌĐĞ͕ϮϬϭϬͲϮϬϮϬ WƌŝŵĂƌǇŶĞƌŐǇ^ŽƵƌĐĞ /ŶǀĞƐƚŵĞŶƚ ;ΨŵŝůůŝŽŶƐͿ % of Total ,ǇĚƌŽĞůĞĐƚƌŝĐ ΨϯϯϬ ϰϴй tŝŶĚ ΨϮϰϬ ϯϱй ŝŽŵĂƐƐ ΨϯϬ ϱй 'ĞŽƚŚĞƌŵĂů;dĞƐƟŶŐĂŶĚ ƐƐĞƐƐŵĞŶƚͿ ΨϯϬ ϰй ^ŽůĂƌ ΨϭϬ Ϯй KƚŚĞƌZĞŶĞǁĂďůĞƐ ΨϱϬ ϳй Total ΨϲϵϬ ϭϬϬй ZĞŶĞǁĂďůĞŶĞƌŐǇ/ŶǀĞƐƚŵĞŶƚŝŶůĂƐŬĂďǇŶĞƌŐǇ^ŽƵƌĐĞ͕ ϮϬϭϬͲϮϬϮϬ ΨϲϵϬŵŝůůŝŽŶŝŶǀĞƐƚĞĚ ϮϲϬWƌŽũĞĐƚƐ ϭϲϬŽŵŵƵŶŝƟĞƐ ϰϰϴŵŝůůŝŽŶWŽƵŶĚƐŽĨKϮKīƐĞƚ Annually ϭϱͲϮϬŽŶƐƚƌƵĐƟŽŶ:ŽďƐƉĞƌ ŵŝůůŝŽŶ/ŶǀĞƐƚĞĚ /ŶǀĞƐƚŵĞŶƚŝŶůĂƐŬĂZĞŶĞǁĂďůĞŶĞƌŐǇ WƌŽũĞĐƚƐ͕ϮϬϭϬͲϮϬϮϬ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 3 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 4 ALASKA ENERGY AUTHORITY ůŝŵĂƚĞZĞƐŝůŝĞŶĐĞ^ƚƌĂƚĞŐǇ͗ůĂƐŬĂĞǆƉĞƌŝĞŶĐĞƐƚŚĞŝŵƉĂĐƚƐŽĨĐůŝŵĂƚĞĐŚĂŶŐĞĂƚĂŚŝŐŚĞƌƌĂƚĞ ƚŚĂŶƚŚĞƌĞƐƚŽĨƚŚĞŶĂƟŽŶ͕ďƵƚĂŶĚĐŽŵŵƵŶŝƚǇƉĂƌƚŶĞƌƐŚĂǀĞĞǆƚĞŶƐŝǀĞĞǆƉĞƌŝĞŶĐĞŝŵƉůĞͲ ŵĞŶƟŶŐƌĞƐŝůŝĞŶƚƉƌŽũĞĐƚƐƚŚĂƚĐĂŶǁŝƚŚƐƚĂŶĚĐŚĂŶŐĞĂŶĚŚŝŐŚŝŵƉĂĐƚĞǀĞŶƚƐ͘ƉƌŽũĞĐƚƉůĂŶŶŝŶŐ ƚĂŬĞƐŝŶƚŽĂĐĐŽƵŶƚĐůŝŵĂƚĞǀĂƌŝĂďŝůŝƚǇĂŶĚĐŚĂŶŐĞ͕ĂŶĚŝŶĐůƵĚĞƐƌĞƐŝůŝĞŶĐĞĂƐƉĂƌƚŽĨŝƚƐŽǀĞƌĂůů ƐƚƌĂƚĞŐǇŝŶĚĞǀĞůŽƉŝŶŐƉƌŽũĞĐƚƐ͘ŬĞǇĐŽŵƉŽŶĞŶƚŽĨƚŚŝƐƐƚƌĂƚĞŐǇŝƐƚŽǁŽƌŬǁŝƚŚƉĂƌƚŶĞƌƐƚŚĂƚĂƌĞ ĂƚƚŚĞĨŽƌĞĨƌŽŶƚŽĨĐůŝŵĂƚĞƌĞƐŝůŝĞŶĐĞ͕ŝŶĐůƵĚŝŶŐƚŚĞĞŶĂůŝŽŵŵŝƐƐŝŽŶ͕ĂŶŝŶĚĞƉĞŶĚĞŶƚĨĞĚĞƌĂů ĂŐĞŶĐǇĚĞƐŝŐŶĞĚƚŽƉƌŽǀŝĚĞĐƌŝƟĐĂůŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ĂŶĚĞĐŽŶŽŵŝĐƐƵƉƉŽƌƚƚŚƌŽƵŐŚŽƵƚůĂƐŬĂ͘ dĞĐŚŶŝĐĂůĞƐĐƌŝƉƟŽŶ͕/ŶŶŽǀĂƟŽŶ͕ĂŶĚ/ŵƉĂĐƚ Relevance and Outcomes ĞƐĐƌŝƉƟŽŶŽĨƚŚĞWƌŽũĞĐƚ͗ŚĂƐƐƵĐĐĞƐƐĨƵůůǇŵĂŶĂŐĞĚŚƵŶĚƌĞĚƐŽĨŐƌŝĚŝŵƉƌŽǀĞŵĞŶƚ ƉƌŽũĞĐƚƐŝŶƌƵƌĂůůĂƐŬĂ͛Ɛ͕ƚŚĞŵĂũŽƌŝƚǇŽĨǁŚŝĐŚŚĂǀĞĚĞůŝǀĞƌĞĚďĞŶĞĮƚƐƚŽĚŝƐĂĚǀĂŶƚĂŐĞĚ ĐŽŵŵƵŶŝƟĞƐ͘ĞŶǀŝƐŝŽŶƐƚŚĞ͞ZƵƌĂůůĂƐŬĂDŝĐƌŽŐƌŝĚdƌĂŶƐĨŽƌŵĂƟŽŶ͟ƚŽƐŝŐŶŝĮĐĂŶƚůǇ ŝŶĐƌĞĂƐĞŝƚƐƐĐĂůĞĂŶĚƐĐŽƉĞ͕ĂŶĚƉƌŽƉŽƐĞƐƚŽŝŵƉůĞŵĞŶƚĂĐĂƌĞĨƵůůǇŵĂŶĂŐĞĚƉƌŽĐĞƐƐƚŽ ŝĚĞŶƟĨǇ͕ǀĞƚ͕ĂŶĚƐƵƉƉŽƌƚƚŚĞĚĞƉůŽǇŵĞŶƚŽĨŵƵůƟƉůĞƌĞŶĞǁĂďůĞĞŶĞƌŐǇƉƌŽũĞĐƚƐŝŶƌƵƌĂů ĐŽŵŵƵŶŝƟĞƐ͘dŚŝƐĞīŽƌƚǁŝůůůĞǀĞƌĂŐĞ͛ƐƚĞĐŚŶŝĐĂůĞǆƉĞƌƟƐĞĂŶĚƉƌŽŐƌĂŵŵĂŶĂŐĞŵĞŶƚ͕ ĂƐǁĞůůĂƐĞǆƉĞƌŝĞŶĐĞǁŽƌŬŝŶŐŝŶƌƵƌĂůůĂƐŬĂ͕ƚŽĞŶŐĂŐĞƉĂƌƚŶĞƌƐ͕ƐƚĂŬĞŚŽůĚĞƌƐ͕ĂŶĚƉƌŽũĞĐƚ ƉƌŽƉŽŶĞŶƚƐŝŶĂŶĞĸĐŝĞŶƚĂŶĚĞīĞĐƟǀĞƐǇƐƚĞŵŽĨƉƌŽũĞĐƚĞǀĂůƵĂƟŽŶĂŶĚĚĞƉůŽǇŵĞŶƚ͘dŚŝƐ ƉƌŽũĞĐƚǁŝůůĞŶĂďůĞƚŽƚƌĂŶƐĨŽƌŵůĂƐŬĂ͛ƐƌƵƌĂůŵŝĐƌŽŐƌŝĚƐ͕ŵĂŬŝŶŐĂƐŝŐŶŝĮĐĂŶƚŝŶǀĞƐƚŵĞŶƚ ƚŽǁĂƌĚůĂƐŬĂ͛ƐĨƵƚƵƌĞĂŶĚŚĞůƉŝŶŐƚŽŵĞĞƚŝƚƐƌĞŶĞǁĂďůĞĞŶĞƌŐǇŐŽĂůƐĂŶĚĐĂƌďŽŶŶĞƵƚƌĂůŝƚǇ͘ ƉƌŽƉŽƐĞƐƚŽŵĂŶĂŐĞĂƐŵƵĐŚĂƐΨϱϬϬŵŝůůŝŽŶƚŚƌŽƵŐŚĂĐŽŵƉĞƟƟǀĞ͕ĨŽĐƵƐĞĚĂƉƉůŝĐĂƟŽŶ ƉƌŽĐĞƐƐƚŚĂƚŵŽǀĞƐƉƌŽũĞĐƚƐĨƌŽŵĐŽŶĐĞƉƚƚŚƌŽƵŐŚƉĞƌŵŝƫŶŐƚŽĐŽŶƐƚƌƵĐƟŽŶ͘ ǁŝůůŝŶŝƟĂƚĞĂĐĂůůĨŽƌĞǆƉƌĞƐƐŝŽŶƐŽĨŝŶƚĞƌĞƐƚƚŚƌŽƵŐŚĂƌĞƋƵĞƐƚĨŽƌĂƉƉůŝĐĂƟŽŶƉƌŽĐĞƐƐƚŚĂƚ ĐĂƉƚƵƌĞƐĐƵƌƌĞŶƚŶĞĞĚƐŽĨƌƵƌĂů͕ĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘>ŽĐĂůĂŶĚdƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐ͕ƵƟůŝͲ ƟĞƐ͕ĂŶĚƉƌŝǀĂƚĞƐĞĐƚŽƌƉƌŽũĞĐƚƉƌŽƉŽŶĞŶƚƐǁŝůůƉƌŽǀŝĚĞƌĞůĞǀĂŶƚŝŶĨŽƌŵĂƟŽŶƚŚĂƚŝƐĐŽŶƐŝƐƚĞŶƚǁŝƚŚ ƉƌŽŐƌĂŵŐŽĂůƐ͘ƉƌŽũĞĐƚƌĞǀŝĞǁƚĞĂŵǁŝůůǀĞƚƚŚĞƐĞƉƌŽƉŽƐĂůƐƚŽĚĞƚĞƌŵŝŶĞǁŚĞƌĞŐƌĞĂƚĞƐƚŝŵƉĂĐƚ ĐĂŶďĞĂĐŚŝĞǀĞĚ͘ǇĂĐƟŶŐĂƐĂŶŝŶƚĞƌŵĞĚŝĂƌǇ͕ĂŶĚůĞǀĞƌĂŐŝŶŐŝƚƐĐŽŶƐŝĚĞƌĂďůĞĞǆƉĞƌƟƐĞǁŽƌŬŝŶŐ ŝŶĂŶĚǁŝƚŚĚŝƐĂĚǀĂŶƚĂŐĞĚůĂƐŬĂĐŽŵŵƵŶŝƟĞƐ͕ǁŝůůŵĂǆŝŵŝǌĞƚŚĞŽƉƉŽƌƚƵŶŝƚǇĨŽƌĐŽŵŵƵŶŝƚǇ ĞŶŐĂŐĞŵĞŶƚĂŶĚƉƌŽǀŝĚĞĂŶĞĸĐŝĞŶƚǁĂǇŝŶǁŚŝĐŚƚŽŵĞĞƚƚŚĞŶĞĞĚƐŽĨŵĂŶǇĐŽŵŵƵŶŝƟĞƐĂƚŽŶĐĞ͘ ZƵƌĂůůĂƐŬĂDŝĐƌŽŐƌŝĚdƌĂŶƐĨŽƌŵĂƟŽŶǁŝůůƌĞƐƵůƚŝŶĂŶĞƐƟŵĂƚĞĚƚǁĞŶƚǇƉƌŽũĞĐƚƐĂĐƌŽƐƐƚŚĞ ƐƚĂƚĞ͕ŵĂŶĂŐĞĚƚŚƌŽƵŐŚĂŵƵůƟͲƐƚĂŐĞ͕ŵƵůƟͲǇĞĂƌƉƌŽĐĞƐƐƚŚĂƚĚĞůŝǀĞƌƐƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚ ĂŶĚƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞĂůŽŶŐĂĐŽŵŵƵŶŝƚǇ͛ƐĞŶĞƌŐǇƉĂƚŚǁĂǇ͕ĨƌŽŵĐŽŶĐĞƉƚƚŚƌŽƵŐŚĞŶŐŝͲ ŶĞĞƌŝŶŐĂŶĚĚĞƐŝŐŶƚŽĐŽŶƐƚƌƵĐƟŽŶ͘dŚŝƐŝŶƚĞŶƐŝǀĞĞīŽƌƚǁŝůůŝŶĐůƵĚĞĂĐŽŚŽƌƚĂƉƉƌŽĂĐŚƚŽ ƐŝŵŝůĂƌůǇƐŝƚƵĂƚĞĚƉƌŽũĞĐƚƐ͕ĂůůŽĨǁŚŝĐŚĐŽŶƚƌŝďƵƚĞƚŽƚŚĞƉƌŽũĞĐƚ͛ƐŽǀĞƌĂůůŐŽĂůƐŽĨƌĞƐŝůŝĞŶĐĞ͕ ĐĂƌďŽŶƌĞĚƵĐƟŽŶ͕ĂŶĚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐ͘ Grid Outcomes: dŚŝƐƉƌŽũĞĐƚŝƐŵĞĂŶƚƚŽƚƌĂŶƐĨŽƌŵƌƵƌĂůŵŝĐƌŽͲŐƌŝĚƐ͕ŝƐŽůĂƚĞĚƐǇƐƚĞŵƐƐĞƌǀŝŶŐ ĐŽŵŵƵŶŝƟĞƐǁŝƚŚĨĞǁĞƌƚŚĂŶϭϬ͕ϬϬϬƌĞƐŝĚĞŶƚƐ͕ǁŚŝĐŚĐƵƌƌĞŶƚůǇƌĞůǇŽŶĚŝĞƐĞůĨŽƌƚŚĞŵĂũŽƌŝƚǇŽĨ ƚŚĞŝƌƉŽǁĞƌƉƌŽĚƵĐƟŽŶ͘dŚĞƉƌŽũĞĐƚ͛ƐŐƌŝĚͲďĞŶĞĮƫŶŐŽƵƚĐŽŵĞƐĂƌĞůĂƐŬĂͲƉƌŽǀĞŶĐŽŶĐĞƉƚƐŽĨ ŚŽǁƚŽĞīĞĐƟǀĞůǇŝŶƚĞŐƌĂƚĞƌĞŶĞǁĂďůĞƐŝŶƚŽŵŝĐƌŽŐƌŝĚƐ͕ƚŚĞƌĞďǇĞŶƐƵƌŝŶŐůŽǁĞƌĐĂƌďŽŶĞŵŝƐƐŝŽŶƐ ĂŶĚŵŽƌĞƌĞƐŝůŝĞŶƚƐǇƐƚĞŵƐ͘dŚŝƐƉƌŽũĞĐƚǁŝůůƚƌĂŶƐĨŽƌŵĐŽŵŵƵŶŝƚǇƌĞƐŝůŝĞŶĐĞďǇŝŵƉůĞŵĞŶƟŶŐĂ ƐŚŝŌŝŶŐĞŶĞƌĂƟŽŶĂŶĚĐŽŶƚĞŵƉůĂƟŶŐŶĞǁĂŶĚĚŝīĞƌĞŶƚůŽĂĚƐĐĞŶĂƌŝŽƐ͘ǁŝůůƉƌŝŽƌŝƟǌĞƉƌŽũͲ ĞĐƚƐƚŚĂƚĚĞŵŽŶƐƚƌĂƚĞŐƌŝĚŝŵƉƌŽǀĞŵĞŶƚƐƌĞůĂƟǀĞƚŽϭͿĐƵƌƌĞŶƚĂŐĞ͕ϮͿƐǇƐƚĞŵŝŶĞĸĐŝĞŶĐǇĂŶĚ ƌĞůŝĂďŝůŝƚǇ͕ϯͿŚŝŐŚŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƉĞƌĂƟŽŶĂůĐŽƐƚƐ͕ĂŶĚϰͿĐĂƌďŽŶĞŵŝƐƐŝŽŶƐ͘WƌŽũĞĐƚƐǁŝůů ĐŽŶƚƌŝďƵƚĞƚŽĂĐůĞĂŶĞŶĞƌŐǇƚƌĂŶƐŝƟŽŶĂŶĚĂŶƟĐŝƉĂƚĞĂŶĚŵŝƟŐĂƚĞĐůŝŵĂƚĞĚŝƐƌƵƉƟŽŶ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 4 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 5 ALASKA ENERGY AUTHORITY Technologies Used: dŚĞƉƌŽũĞĐƚǁŝůůƵƟůŝǌĞƚŚƌĞĞƉƌŽǀĞŶƌĞŶĞǁĂďůĞĞŶĞƌŐǇƚĞĐŚŶŽůŽŐŝĞƐƚŚƌŽƵŐŚ ƚŚĞĚĞƉůŽǇŵĞŶƚŽĨƐŵĂůůŚǇĚƌŽ͕ƐŽůĂƌ͕ĂŶĚǁŝŶĚƉŽǁĞƌ͘dŚŝƐƉƌŽũĞĐƚǁŝůůĐŽŶƚƌŝďƵƚĞƚŽƚŚĞĚŝǀĞƌƐŝͲ ĮĐĂƟŽŶŽĨĐŽŵŵƵŶŝƚǇŐĞŶĞƌĂƟŽŶƉŽƌƞŽůŝŽĂŶĚĨĂĐŝůŝƚĂƚĞĐůĞĂŶĞŶĞƌŐǇĚĞǀĞůŽƉŵĞŶƚĂƐƉĂƌƚŽĨŝƚƐ ƐǇƐƚĞŵďĞŶĞĮƚƐ͘ŚĂƐŝĚĞŶƟĮĞĚďĂƩĞƌǇĂŶĚƐƚŽƌĂŐĞĂƐĂĐƌŝƟĐĂůƐƵĐĐĞƐƐĨĂĐƚŽƌĨŽƌŝŶƚĞŐƌĂƟŽŶ ŝŶƚŽĞǆŝƐƟŶŐĂŶĚŝŵƉƌŽǀĞĚƐǇƐƚĞŵƐ͘dĞĐŚŶŽͲĞĐŽŶŽŵŝĐĂŶĂůǇƐŝƐǁŝůůĂĐĐŽŵƉĂŶǇƚŚŝƐŝŶƚĞŐƌĂƟŽŶ͕ƚŽ ĞŶƐƵƌĞĞĸĐĂĐǇŽĨŽƉĞƌĂƟŽŶƐĨŽƌďŽƚŚƚƌĂŶƐŵŝƐƐŝŽŶĂŶĚĚŝƐƚƌŝďƵƟŽŶǁŝƚŚŝŶƚŚĞƐĞŝƐŽůĂƚĞĚƐǇƐƚĞŵƐ͘ Principles:ŝƐĐŽŵŵŝƩĞĚƚŽůŽǁĞƌŝŶŐƚŚĞĐŽƐƚŽĨƉŽǁĞƌŝŶůĂƐŬĂ͕ĂŶĞƋƵŝƚǇͲĚƌŝǀĞŶĂƉƉƌŽĂĐŚ ŝŶĐůƵĚĞƐƉƌŝŶĐŝƉůĞƐŽĨĞŶƐƵƌŝŶŐƐƚƌŽŶŐĞƌĂĐĐĞƐƐƚŽĞĐŽŶŽŵŝĐĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůďĞŶĞĮƚƐ ƚŽĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘dŚŝƐƉƌŽũĞĐƚǁŝůůƌĞůǇŽŶĞǆƚĞŶƐŝǀĞƉĂƌƚŶĞƌĂŶĚƐƚĂŬĞŚŽůĚĞƌ ĞŶŐĂŐĞŵĞŶƚƚŽĐŽĂůĞƐĐĞĂƌŽƵŶĚƉƌŽŐƌĂŵŐŽĂůƐĂŶĚŽďũĞĐƟǀĞƐ͕ĂŶĚƚŽĚĞůŝǀĞƌƉƌŽũĞĐƚƐƚŚĂƚĂƌĞ ĐŽŶƐŝƐƚĞŶƚǁŝƚŚĞƋƵŝƚǇĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƟĐĞ͘ƌĞĐŽŐŶŝǌĞƐƚŚĞŶĞĞĚĨŽƌƉĂƌƚŶĞƌƐŚŝƉƐƚŚĂƚ ĞŶŚĂŶĐĞƌĞůŝĂďŝůŝƚǇ͕ĂůůͲŚĂǌĂƌĚƐƌĞƐŝůŝĞŶĐĞ͕ĂŶĚĞĸĐŝĞŶĐǇŽĨƚŚĞĞůĞĐƚƌŝĐŐƌŝĚ͘ KďũĞĐƟǀĞƐ͗͛ƐƉƌŽũĞĐƚŽďũĞĐƟǀĞƐĂƌĞƚŽƌĞĚƵĐĞǀƵůŶĞƌĂďŝůŝƚǇ͕ŝŶĐƌĞĂƐĞƌĞƐŝůŝĞŶĐĞ͕ůŽǁĞƌĐĂƌďŽŶ ĞŵŝƐƐŝŽŶƐ͕ĚĞĐƌĞĂƐĞƉŽǁĞƌĐŽƐƚƐ͕ĂŶĚŝŵƉƌŽǀĞƉƵďůŝĐŚĞĂůƚŚĂŶĚƐĂĨĞƚǇ͘dŚĞƐĞŽďũĞĐƟǀĞƐĂƌĞĐŽŶƐŝƐͲ ƚĞŶƚǁŝƚŚƚŚĞ&K͛ƐŐŽĂůƐƚŽĂĚǀĂŶĐĞĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐ͕ǁŚŝĐŚĂůŝŐŶǁŝƚŚƚŚĞ^ƚĂƚĞ͛ƐĞŶĞƌŐǇƉŽůŝĐǇ ŐŽĂůƚŽƌĞĂĐŚϱϬйƌĞŶĞǁĂďůĞĞŶĞƌŐǇďǇϮϬϮϱ͘ƚƚŚĞƐĂŵĞƟŵĞ͕ǁŝůůĐĂƚĂůǇǌĞƉƌŝǀĂƚĞƐĞĐƚŽƌ ĂŶĚŶŽŶͲĨĞĚĞƌĂůƉƵďůŝĐĐĂƉŝƚĂů͕ďǇĐŽŶƚƌŝďƵƟŶŐϱϬйŽĨƚŚĞŽǀĞƌĂůůƉƌŽũĞĐƚĨƵŶĚŝŶŐƚŚƌŽƵŐŚƐƚĂƚĞ ĨƵŶĚƐ͘WƌŽũĞĐƚƐǁŝůůďĞĚĞǀĞůŽƉĞĚĂƚͲƐĐĂůĞďǇŝĚĞŶƟĨǇŝŶŐůŽĐĂƟŽŶƐǁŚĞƌĞƐŝŐŶŝĮĐĂŶƚĞĐŽŶŽŵŝĐďĞŶĞͲ ĮƚƐĐĂŶďĞŽďƚĂŝŶĞĚ͕ŝŶĐůƵĚŝŶŐƚŚŽƐĞƚŚĂƚƌĞĚƵĐĞƚŚĞƚƌĂŶƐĂĐƟŽŶ ĂůĐŽƐƚƐĨŽƌůŽĐĂůďƵƐŝŶĞƐƐĞƐ͘ ZĞůĞǀĂŶĐĞŽĨWƌŽũĞĐƚƚŽ'ŽĂůƐĂŶĚKďũĞĐƟǀĞƐŽĨƚŚĞ&K͗dŚŝƐƉƌŽũĞĐƚĂůŝŐŶƐǁĞůůǁŝƚŚƚŚĞŐŽĂůƐ ĂŶĚŽďũĞĐƟǀĞƐŽĨKʹŵŽƌĞƚŚĂŶϮϬϬĐŽŵŵƵŶŝƟĞƐŝŶůĂƐŬĂƌĞůǇŽŶƌƵƌĂůŵŝĐƌŽͲŐƌŝĚƐĨŽƌ ƚŚĞŝƌůŝĨĞ͕ŚĞĂůƚŚ͕ĂŶĚƐĂĨĞƚǇ͘ŚĂƐĐƌĞĂƚĞĚĂŶŝŶŶŽǀĂƟǀĞ͕ĐůŝŵĂƚĞͲƌĞƐƉŽŶƐŝǀĞ͕ĂŶĚĞƋƵŝƚĂďůĞ ĂƉƉƌŽĂĐŚƚŽĚĞůŝǀĞƌŝŶŐŝŵƉƌŽǀĞĚĞŶĞƌŐǇŽƵƚĐŽŵĞƐĨŽƌĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘WƌŽũĞĐƚƐ ƚŚĂƚĂƌĞĨƵŶĚĞĚƚŚƌŽƵŐŚǁŝůůĞĂƐŝůǇŝŶƚĞƌĐŽŶŶĞĐƚƚŽŶĞǁĐůĞĂŶĞŶĞƌŐǇ͕ŝŵƉƌŽǀĞƐǇƐƚĞŵ ĐŽƐƚͲĞīĞĐƟǀĞŶĞƐƐ͕ĂŶĚŝŶĐƌĞĂƐĞƌĞůŝĂďŝůŝƚǇ͘dŚŝƐƉƌŽũĞĐƚŵĞĞƚƐƚŚĞ&K͛ƐŝĚĞŶƟĮĞĚŽƵƚĐŽŵĞƚŽ 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ƟĂůĨŽƌĨƵƚƵƌĞŝŶǀĞƐƚŵĞŶƚƐďǇŝŶĚƵƐƚƌǇ͕ĐŽŵŵƵŶŝƟĞƐ͕ĂŶĚƉƌŝǀĂƚĞĐĂƉŝƚĂů͘ǁŝůůǁŽƌŬǁŝƚŚƚŚĞ ůĂƐŬĂ/ŶĚƵƐƚƌŝĂůĞǀĞůŽƉŵĞŶƚĂŶĚǆƉŽƌƚƵƚŚŽƌŝƚǇ;/ͿƚŽĞǀĂůƵĂƚĞƚŚŝƐĐƌŝƚĞƌŝĂĂŶĚŝĚĞŶͲ ƟĨǇĂĚĚŝƟŽŶĂůŝŶǀĞƐƚŵĞŶƚƉĂƌƚŶĞƌƐ͕ǁŚŝĐŚǁŝůůďĞƉĂƌƚŽĨĂƌĞƉůŝĐĂďůĞŵŽĚĞů͘ ǆƉĞĐƚĞĚKƵƚĐŽŵĞƐŽĨƚŚĞWƌŽũĞĐƚ͗dŚŝƐƉƌŽũĞĐƚǁŝůůƐƚƌĞŶŐƚŚĞŶƚŚĞŶĂƟŽŶ͛ƐĞŶĞƌŐǇƉƌŽƐƉĞƌŝƚǇ͕ ŝŵƉůĞŵĞŶƟŶŐƉƌŽǀĞŶĞŶĞƌŐǇƚĞĐŚŶŽůŽŐŝĞƐƚŚĂƚŚĞůƉƚŽŵĞĞƚĐůŝŵĂƚĞŐŽĂůƐǁŚŝůĞĚĞůŝǀĞƌŝŶŐ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 5 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 6 ALASKA ENERGY AUTHORITY ĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐƚŚĂƚŝŶĐůƵĚĞƉůĂŶŶŝŶŐĂŶĚŝŵƉůĞŵĞŶƚĂƟŽŶƚŚĂƚŝƐŝŶĐůƵƐŝǀĞŽĨůĂďŽƌĂŶĚ ĐŽŵŵƵŶŝƟĞƐ͕ĞƋƵŝƚĂďůĞĂƉƉƌŽĂĐŚĞƐƚŽǁŽƌŬĨŽƌĐĞĂŶĚďƵƐŝŶĞƐƐĚĞǀĞůŽƉŵĞŶƚ͕ĂŶĚůŽǁĞƌƐĐŽƐƚƐ ĂŶĚĞŵŝƐƐŝŽŶƐĨŽƌĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘ǆƉĞĐƚĞĚŽƵƚĐŽŵĞƐŽĨƚŚŝƐƉƌŽũĞĐƚĂƌĞĨƵŶĚĂͲ ŵĞŶƚĂůůǇŝŵƉƌŽǀĞĚŐƌŝĚĂŶĚĐŽŵŵƵŶŝƚǇƌĞƐŝůŝĞŶĐĞ͘ &ĞĂƐŝďŝůŝƚǇ dĞĐŚŶŝĐĂů&ĞĂƐŝďŝůŝƚǇŽĨƚŚĞWƌŽƉŽƐĞĚdĞĐŚŶŽůŽŐǇ͗ůĂƐŬĂŚĂƐƚŚĞƉŽƚĞŶƟĂůĨŽƌƐŽŵĞŽĨƚŚĞ ŵŽƐƚƐŝŐŶŝĮĐĂŶƚƚƌĂŶƐĨŽƌŵĂƟŽŶĨƌŽŵĚŝĞƐĞůƉŽǁĞƌŐĞŶĞƌĂƟŽŶƚŽƌĞŶĞǁĂďůĞƐŝŶƚŚĞŶĂƟŽŶ͕ĂŶĚ ĂůƌĞĂĚǇŚĂƐĐŽŵŵƵŶŝƟĞƐƚŚĂƚŚĂǀĞƚĂŬĞŶƚŚĞƐĞƐƚĞƉƐ͘tŚŝůĞŽǀĞƌĂůůĂĚŽƉƟŽŶŝƐŚŝŐŚĂŶĚƚŚĞ /ŝĚĞŶƟĮĞƐϯϯйŽĨůĂƐŬĂ͛ƐĞůĞĐƚƌŝĐŝƚǇŐĞŶĞƌĂƟŽŶĐŽŵĞƐĨƌŽŵƌĞŶĞǁĂďůĞƐŽƵƌĐĞƐ͕ƚŚĞŝƐŽůĂƚĞĚ ŶĂƚƵƌĞŽĨŝƚƐŵŝĐƌŽŐƌŝĚƐŵĂŬĞƐƚƌĂŶƐĨŽƌŵĂƟŽŶĂĐŽŵŵƵŶŝƚǇͲďǇͲĐŽŵŵƵŶŝƚǇĞīŽƌƚ͘&ƵŶĚĞĚƉƌŽũͲ ĞĐƚƐƵŶĚĞƌƚŚŝƐĂǁĂƌĚǁŝůůƵƐĞƚĞĐŚŶŽůŽŐǇƚŚĂƚŚĂƐďĞĞŶĚĞƉůŽǇĞĚǁŝƚŚƐƵĐĐĞƐƐŝŶůĂƐŬĂ͕ǁŝƚŚ ƉƌŽǀĞŶŝŶŶŽǀĂƟŽŶƚŚĂƚŝƐĂĚĂƉƚĞĚƚŽƌĞŵŽƚĞ͕ŝƐŽůĂƚĞĚƐǇƐƚĞŵƐƚŚĂƚĨĂĐĞĐŚĂůůĞŶŐŝŶŐǁĞĂƚŚĞƌ ĂŶĚŽƉĞƌĂƟŽŶĂůĞǆƚƌĞŵĞƐ͘dŚĞĨŽůůŽǁŝŶŐƐĞĐƟŽŶĚĞƐĐƌŝďĞƐƌĞŶĞǁĂďůĞƐƚŚĂƚĂƌĞĂƉƉůŝĐĂďůĞƚŽ ĂŶĚƉƌŽǀĞŶĨŽƌƌƵƌĂůŵŝĐƌŽŐƌŝĚƐ͕ďĂƩĞƌǇƐǇƐƚĞŵƐƚŚĂƚĐŽŵƉůĞŵĞŶƚƚŚĞŝƌƵƐĞ͕ĂŶĚŝŶƚĞŐƌĂƟŽŶ ĞǆƉĞƌƟƐĞƚŚĂƚŚĂƐďĞĞŶĚĞŵŽŶƐƚƌĂƚĞĚďǇƉƌŽũĞĐƚƉĂƌƚŶĞƌƐ͘ Hydroelectric ͲĞƚǁĞĞŶϮϬϭϬĂŶĚϮϬϮϬ͕ŚǇĚƌŽĞůĞĐƚƌŝĐƉƌŽũĞĐƚƐƌĞƉƌĞƐĞŶƚĞĚŶĞĂƌůǇŚĂůĨŽĨ ƌĞŶĞǁĂďůĞĞŶĞƌŐǇƉƌŽũĞĐƚŝŶǀĞƐƚŵĞŶƚŝŶůĂƐŬĂ͘,ǇĚƌŽĞůĞĐƚƌŝĐƉƌŽũĞĐƚƐƐƵĐŚĂƐůƵĞ>ĂŬĞŝŶ ^ŝƚŬĂ͕ůůŝƐŽŶƌĞĞŬŝŶsĂůĚĞǌ͕ĂŶĚĞǆƉĂŶƐŝŽŶŽĨͲŽǁŶĞĚƌĂĚůĞǇ>ĂŬĞŝŶ,ŽŵĞƌǁĞƌĞĂŵŽŶŐ ƚŚĞůĂƌŐĞƐƚƉƌŽũĞĐƚƐŝŶůĂƐŬĂŝŶƚĞƌŵƐŽĨĐŽŶƐƚƌƵĐƟŽŶĐŽƐƚĂŶĚŐĞŶĞƌĂƟŽŶĐĂƉĂĐŝƚǇ͘dŚĞƐƚĂƚĞ ĂůƐŽƐĂǁƉƌŽũĞĐƚƐƚŚĂƚƵƐĞĚ͞ůĂŬĞƚĂƉ͟ŝŶĨƌĂƐƚƌƵĐƚƵƌĞƌĞƋƵŝƌŝŶŐŶŽĚĂŵĂŶĚ͞ƌƵŶͲŽĨͲƌŝǀĞƌ͟ŚǇĚƌŽ͘ WindͲKǀĞƌƚŚĞƉĂƐƚĚĞĐĂĚĞ͕ǁŝŶĚƉƌŽũĞĐƚƐƌĞƉƌĞƐĞŶƚĞĚϯϱйŽĨŝŶǀĞƐƚŵĞŶƚŝŶƌĞŶĞǁĂďůĞƐ͘ >ĂƌŐĞǁŝŶĚƉƌŽũĞĐƚƐĚĞǀĞůŽƉĞĚďĞƚǁĞĞŶϮϬϭϬĂŶĚϮϬϮϬŝŶĐůƵĚĞǀĂƌĞĞŬŝŶ,ĞĂůǇ͕&ŝƌĞ/ƐůĂŶĚ ŝŶŶĐŚŽƌĂŐĞ͕WŚĂƐĞ//ŽĨ<ŽĚŝĂŬ͛ƐWŝůůĂƌDŽƵŶƚĂŝŶĚĞǀĞůŽƉŵĞŶƚ͕ĂŶĚƚŚĞ^ŶĂŬĞZŝǀĞƌƉƌŽũĞĐƚŝŶ EŽŵĞ͘DĂŶǇǁŝŶĚƉƌŽũĞĐƚƐĚĞǀĞůŽƉĞĚŽǀĞƌƚŚĞƉĂƐƚĚĞĐĂĚĞĐŽŶƚƌŝďƵƚĞĚƚŽůĂƐŬĂ͛ƐƌŽůĞĂƐĂ ůĞĂĚĞƌŝŶŝŵƉůĞŵĞŶƟŶŐǁŝŶĚͲĚŝĞƐĞůŚǇďƌŝĚƐǇƐƚĞŵƐ͘/ŶǀĞƐƚŵĞŶƚƐŝŶǁŝŶĚͲĚŝĞƐĞůŚǇďƌŝĚƐǇƐƚĞŵƐ ŝŶƌƵƌĂůĐŽŵŵƵŶŝƟĞƐŝŶĐůƵĚĞĚĞīŽƌƚƐƐƵĐŚĂƐŚĂŶŝŶŝŬtŝŶĚ'ƌŽƵƉ͛ƐƉƌŽũĞĐƚ͕ǁŚŝĐŚŝŶĐŽƌƉŽͲ ƌĂƚĞĚƚŚĞƌŵĂůƐƚŽǀĞƐĨŽƌƌĞƐŝĚĞŶƟĂůŚĞĂƟŶŐƵƐŝŶŐĞǆĐĞƐƐǁŝŶĚŐĞŶĞƌĂƟŽŶ͘ŶŚĂŶĐĞŵĞŶƚƐŝŶ ĞŶĞƌŐǇƐƚŽƌĂŐĞƉƌŽǀŝĚĞĚŽƉƉŽƌƚƵŶŝƚǇĨŽƌĨƵƌƚŚĞƌŝŶǀĞƐƚŵĞŶƚ͘ SolarͲ^ŽůĂƌƉƌŽũĞĐƚƐĂĐĐŽƵŶƚĞĚĨŽƌϮйŽĨŝŶǀĞƐƚŵĞŶƚŝŶůĂƐŬĂŝŶƌĞŶĞǁĂďůĞĞŶĞƌŐǇďĞƚǁĞĞŶϮϬϭϬ ĂŶĚϮϬϮϬ͕ŝŶĐůƵĚŝŶŐƚŚĞƐƚĂƚĞ͛ƐĮƌƐƚƵƟůŝƚǇͲƐĐĂůĞƐŽůĂƌĨĂƌŵƐĐŽŶƐƚƌƵĐƚĞĚŝŶ,ĞĂůǇĂŶĚtŝůůŽǁ͘^ŽůĂƌ ŐĞŶĞƌĂƟŽŶŝŶƚŚĞƐƉƌŝŶŐĂŶĚĨĂůůŝƐŽŌĞŶŝŵƉƌĞƐƐŝǀĞŝŶŶŽƌƚŚĞƌŶůĂƟƚƵĚĞƐǁŚĞƌĞĐůĞĂƌƐŬŝĞƐ͕ĐŽŽů ƚĞŵƉĞƌĂƚƵƌĞƐ͕ĚƌǇĂŝƌĂŶĚďƌŝŐŚƚ͕ƌĞŇĞĐƟǀĞƐŶŽǁĂůůƐƵƉƉŽƌƚƐŽůĂƌŐĞŶĞƌĂƟŽŶ͘^ŽůĂƌƉŚŽƚŽǀŽůƚĂŝĐ 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VOLUME 7 ALASKA ENERGY AUTHORITY ƚŽƚŚĞĞǀĞŶƚ͘/Ŷ,ŽŵĞƌ͕ƚŚĞŶĞǁďĂƩĞƌǇĞŶĞƌŐǇƐƚŽƌĂŐĞƐǇƐƚĞŵǁŝůůďĞƵƐĞĚƚŽďĂůĂŶĐĞƐǇƐƚĞŵ ĚĞŵĂŶĚƐǁŝƚŚŝƚƐŐƌĞĂƚĞƌĂďŝůŝƚǇƚŽĚĞůŝǀĞƌŽƌƌĞĐĞŝǀĞĞŶĞƌŐǇ͘dŚŝƐĂůƐŽĂůůŽǁƐďĂƐĞͲůŽĂĚĞĚ ƚŚĞƌŵĂůƵŶŝƚƐƚŽďĞƌƵŶŵŽƌĞĞĸĐŝĞŶƚůǇǁŚŝůĞĂůůŽǁŝŶŐĨŽƌŝŶĐƌĞĂƐĞĚŝŶƚĞŐƌĂƟŽŶŽĨƵƟůŝƚǇƐĐĂůĞ ŶŽŶͲĚŝƐƉĂƚĐŚĂďůĞƌĞŶĞǁĂďůĞĞŶĞƌŐǇƐŽƵƌĐĞƐ;ŝ͘Ğ͕͘ǁŝŶĚΘƐŽůĂƌͿ͘ dŚĞƌƵƌĂůĂƉƉůŝĐĂƟŽŶŝƐĚĞŵŽŶƐƚƌĂƚĞĚ͕ĂƐǁĞůů͘WƌŝǀĂƚĞĐŽŵƉĂŶŝĞƐŚĂǀĞƐƵĐĐĞƐƐĨƵůůǇĚĞƉůŽǇĞĚĂ ŚǇďƌŝĚƐŽůĂƌнƐƚŽƌĂŐĞŵŝĐƌŽŐƌŝĚϮƚŽƐƵƉƉŽƌƚƚŚĞƌĞƐŝĚĞŶƚƐŽĨ^ŚƵŶŐŶĂŬ͕ĂƌĞŵŽƚĞĐŽŵŵƵŶŝƚǇ ĂďŽǀĞƚŚĞƌĐƟĐŝƌĐůĞŝŶůĂƐŬĂ͘&ƵŶĚĞĚďǇƚŚĞhŶŝƚĞĚ^ƚĂƚĞƐĞƉĂƌƚŵĞŶƚŽĨŐƌŝĐƵůƚƵƌĞ;h^Ϳ ĂŶĚEŽƌƚŚǁĞƐƚƌĐƟĐŽƌŽƵŐŚ;EtͿƚŚĞŵŝĐƌŽŐƌŝĚǁĂƐĚĞƐŝŐŶĞĚƚŽĂĚĚƌĞƐƐƚŚĞŶƵŵĞƌŽƵƐ ĐŚĂůůĞŶŐĞƐŽĨŽƉĞƌĂƟŶŐŝŶĞǆƚƌĞŵĞĐŽŶĚŝƟŽŶƐĂŶĚďƌĞĂŬƚŚĞĐŽŵŵƵŶŝƚǇ͛ƐĚĞƉĞŶĚĞŶĐĞŽŶŝƚƐ ĞǆƉĞŶƐŝǀĞĂŶĚƉŽůůƵƟŶŐĚŝĞƐĞůŐĞŶĞƌĂƚŽƌƉŽǁĞƌƉůĂŶƚ͘dŚĞŵŝĐƌŽŐƌŝĚ͛ƐϮϮϱͲŬtƐŽůĂƌĂƌƌĂǇŝƐ ĂďůĞƚŽŽīƐĞƚŵƵĐŚŽĨ^ŚƵŶŐŶĂŬ͛ƐĞŶĞƌŐǇŶĞĞĚƐ͕ǁŚŝůĞďĂƩĞƌǇƐǇƐƚĞŵƐĞĂĐŚƐƚŽƌĞĞǆĐĞƐƐĞŶĞƌŐǇ ĨŽƌůĂƚĞƌƵƐĞ͘hŶŝƋƵĞůǇĚĞƐŝŐŶĞĚƚŽĞŶĂďůĞĂ͞ĚŝĞƐĞůƐŽī͟ŽƉĞƌĂƟŽŶ͕ƚŚĞƐǇƐƚĞŵĂƵƚŽŵĂƟĐĂůůǇ 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ENERGY AUTHORITY ĞƐĐƌŝƉƟŽŶŽĨWƌĞǀŝŽƵƐtŽƌŬĂŶĚWƌŝŽƌZĞƐƵůƚƐ͗ĞƚǁĞĞŶϮϬϬϴĂŶĚϮϬϮϮƚŚĞƐƚĂƚĞůĞŐŝƐůĂͲ ƚƵƌĞĂƉƉƌŽƉƌŝĂƚĞĚΨϯϬϬŵŝůůŝŽŶĨŽƌZĞŶĞǁĂďůĞŶĞƌŐǇ&ƵŶĚ;Z&ͿŐƌĂŶƚƐ͕ƚŚĂƚĂƌĞŵĂŶĂŐĞĚďǇ ͘͘dŚŽƐĞƐƚĂƚĞŵŽŶŝĞƐůĞǀĞƌĂŐĞĚĂƉƉƌŽǆŝŵĂƚĞůǇΨϮϱϬŵŝůůŝŽŶŝŶƉƌŝǀĂƚĞĂŶĚĨĞĚĞƌĂůĨƵŶĚƐ ƚŽĐŽŵƉůĞƚĞƉƌŽũĞĐƚĨƵŶĚŝŶŐ͘dŚĞZ&ŝƐŵĂŶĂŐĞĚďǇŝŶĐŽŽƌĚŝŶĂƟŽŶǁŝƚŚĂŶŝŶĞͲŵĞŵďĞƌ Z&ĚǀŝƐŽƌǇŽŵŵŝƩĞĞ͘dŚĞƉƌŽŐƌĂŵƉƌŽǀŝĚĞƐŐƌĂŶƚĨƵŶĚŝŶŐĨŽƌƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƋƵĂůŝͲ ĨǇŝŶŐĂŶĚĐŽŵƉĞƟƟǀĞůǇƐĞůĞĐƚĞĚƌĞŶĞǁĂďůĞĞŶĞƌŐǇƉƌŽũĞĐƚƐ͘^ŝŶĐĞŝƚƐŝŶĐĞƉƟŽŶϮϳϭZ&ŐƌĂŶƚƐ ŚĂǀĞďĞĞŶĂǁĂƌĚĞĚĂŶĚĨƵŶĚĞĚǀŝĂůĞŐŝƐůĂƟǀĞĂƉƉƌŽƉƌŝĂƟŽŶƐƚŽƚĂůŝŶŐΨϯϬϬŵŝůůŝŽŶ͘dŚĞƐĞĨƵŶĚƐ ŚĂǀĞďĞĞŶŵĂƚĐŚĞĚďǇůŽĐĂůĂŶĚƉƌŝǀĂƚĞĐŽŶƚƌŝďƵƟŽŶƐƚŚĂƚŚĂǀĞůĞǀĞƌĂŐĞĚ͛ƐŝŶǀĞƐƚŵĞŶƚ͘ KǀĞƌϭϬϬŽƉĞƌĂƟŶŐƉƌŽũĞĐƚƐŚĂǀĞďĞĞŶďƵŝůƚǁŝƚŚZ&ĐŽŶƚƌŝďƵƟŽŶƐ͕ĐŽůůĞĐƟǀĞůǇƐĂǀŝŶŐŵŽƌĞ ƚŚĂŶϯϬŵŝůůŝŽŶŐĂůůŽŶƐŽĨĚŝĞƐĞůĞĂĐŚǇĞĂƌ͘dŚĞƐĞŝŶǀĞƐƚŵĞŶƚƐŚĂǀĞƌĞƐƵůƚĞĚŝŶƚŚĞƌĞĚƵĐƟŽŶŽĨ Ϯϲϲ͕ϲϭϬŵĞƚƌŝĐƚŽŶƐŽĨĐĂƌďŽŶĞƋƵŝǀĂůĞŶƚ͘ƚŽŶĞƉŽŝŶƚ͕ůĂƐŬĂǁĂƐŝŶǀĞƐƟŶŐŵŽƌĞƉĞƌĐĂƉŝƚĂŝŶ ƌĞŶĞǁĂďůĞĞŶĞƌŐǇƚŚĂŶĂŶǇŽƚŚĞƌƐƚĂƚĞ͘ŚĂƐŝĚĞŶƟĮĞĚŶĞĂƌůǇĂĚŽǌĞŶƉƌŽũĞĐƚƐƚŚĂƚŚĂǀĞƚŚĞ ĞŶŐŝŶĞĞƌŝŶŐĂŶĚƉůĂŶŶŝŶŐĂůƌĞĂĚǇŝŶƉůĂĐĞƚŽŵŽǀĞƋƵŝĐŬůǇŝŶƚŽĐŽŶƐƚƌƵĐƟŽŶ͕ŝĨĨƵŶĚĞĚ͘ŝƐ ĂŶĂĐƟǀĞƉĂƌƟĐŝƉĂŶƚĂŶĚƉƌŽũĞĐƚŵĂŶĂŐĞƌŝŶŵĂŶǇŽĨƚŚĞƉƌŽũĞĐƚƐ͘dŚĞĐŽŵƉůĞƚĞĚƐƚƵĚŝĞƐŚĂǀĞ ƐŚŽǁŶƚŚĂƚŵĂŶǇŽĨƚŚĞƉƌŽũĞĐƚƐĂƌĞǀŝĂďůĞĂŶĚƌĞĂĚǇĨŽƌŝŵƉůĞŵĞŶƚĂƟŽŶ͘ ŚŝŐŚůŝŐŚƚŽĨ͛Ɛ ƉƌŽŐƌĂŵƐƵĐĐĞƐƐŝƐƚŚĞ ŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞ ŝŶƚĞŐƌĂƚĞĚǁŝŶĚͲŚǇĚƌŽͲ ƉŽǁĞƌͲĚŝĞƐĞůƐǇƐƚĞŵĂƚ WŝůůĂƌDŽƵŶƚĂŝŶ͕ǁŚŝĐŚ ƉƌŽǀŝĚĞƐƚŚĞƌĞƐŝĚĞŶƚƐŽĨ <ŽĚŝĂŬ/ƐůĂŶĚ͕ƚŚĞƐĞĐŽŶĚͲ ůĂƌŐĞƐƚŝƐůĂŶĚŝŶƚŚĞh͘^͕͘ ǁŝƚŚĂůŵŽƐƚϭϬϬйƌĞŶĞǁͲ ĂďůĞĂŶĚƌĞůŝĂďůĞĞŶĞƌŐǇ͘ tŝŶŶĞƌŽĨƚŚĞĞƉĂƌƚŵĞŶƚ ŽĨŶĞƌŐǇĂŶĚƚŚĞEĂƟŽŶĂů ZƵƌĂůůĞĐƚƌŝĐŽŽƉĞƌĂƟǀĞƐƐŽĐŝĂƟŽŶ͛ƐtŝŶĚŽŽƉĞƌĂƟǀĞŽĨƚŚĞzĞĂƌǁĂƌĚ͕ƚŚĞƉƌŽũĞĐƚŝƐĂ ŵŽĚĞůĨŽƌĂĚǀĂŶĐŝŶŐǁŝŶĚƉŽǁĞƌŝŶƌĞŵŽƚĞĂƌĞĂƐ͘dŚŝƐƉƌŽũĞĐƚǁĂƐĨƵŶĚĞĚƚŚƌŽƵŐŚ͘/Ŷ ĮŐƵƌĞϯ͕ƉƌŽǀŝĚĞƐĂŶŽƚĞǁŽƌƚŚǇĞǆĂŵƉůĞŽĨĂƐƵĐĐĞƐƐĨƵůŚǇĚƌŽƉƌŽũĞĐƚŝŶ^ŽƵƚŚĞĂƐƚůĂƐŬĂ͘ ĐĐĞƐƐƚŽEĞĐĞƐƐĂƌǇ/ŶĨƌĂƐƚƌƵĐƚƵƌĞ͗ǀĞƌǇĐŽŵŵƵŶŝƚǇŝƐƵŶŝƋƵĞ͕ďƵƚŚĂƐĂĐĐĞƐƐƚŽůŽĐĂůůǇ ƐŽƵƌĐĞĚƉŽƚĞŶƟĂůƌĞŶĞǁĂďůĞĞŶĞƌŐǇƐŽůƵƟŽŶƐ͘ŚĂƐŝĚĞŶƟĮĞĚĂĚŝǀĞƌƐĞŐĞŶĞƌĂƟŽŶŵŝǆŝŶ ĂůůĐŽŵŵƵŶŝƟĞƐ͘dŚĞŵĂũŽƌŝƚǇŽĨŽīͲŐƌŝĚĐŽŵŵƵŶŝƟĞƐƌĞůǇŽŶďĂƌŐĞƐĞƌǀŝĐĞƚŽĚĞůŝǀĞƌĨƵĞů͕ ƐƵƉƉůŝĞƐ͕ĂŶĚůĂƌŐĞƌĐŽŶƐƚƌƵĐƟŽŶŵĂƚĞƌŝĂůƐ͕ǁŚŝůĞĂŝƌƚƌĂǀĞůƉƌŽǀŝĚĞƐǇĞĂƌͲƌŽƵŶĚĂĐĐĞƐƐĨŽƌ ƉĂƐƐĞŶŐĞƌƐ͕ĐĂƌŐŽ͕ĂŶĚƐĞƌǀŝĐĞƐ͘ƐƐĞŶƟĂůůǇ͕ƚŚĞƚƌĂŶƐƉŽƌƚĂƟŽŶƐǇƐƚĞŵŝƐĐƌŝƟĐĂůƚŽĚĞůŝǀĞƌ ƉƌŽũĞĐƚƐ͕ďƵƚƚŚĞŚŝŐŚĐŽƐƚĂŶĚůŽŐŝƐƟĐƐŵƵƐƚďĞŵĂŶĂŐĞĚĞīĞĐƟǀĞůǇƚŽĞŶƐƵƌĞƚŚĞƟŵĞůŝŶĞƐƐ ŽĨƉƌŽũĞĐƚĚĞůŝǀĞƌǇ͘ƵƌƌĞŶƚŵŝĐƌŽͲŐƌŝĚƐǇƐƚĞŵƐŚĂǀĞĚŝƐƚƌŝďƵƟŽŶŝŶƉůĂĐĞ͕ƐĞƌǀŝŶŐƌĞƐŝĚĞŶƚƐŝŶ ĐŽŵŵƵŶŝƟĞƐůĂƌŐĞ;ϭϬ͕ϬϬϬͿĂŶĚƐŵĂůů;ϯϴͿ͘ĂŶĚƉĂƌƚŶĞƌƐŚĂǀĞĚĞůŝǀĞƌĞĚƉƌŽũĞĐƚƐŝŶĞǀĞƌǇ ĐŽŵŵƵŶŝƚǇŝŶůĂƐŬĂĂŶĚƵŶĚĞƌƐƚĂŶĚƚŚĞŶĞĐĞƐƐĂƌǇŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘dŚĞĂƐƐĞƐƐŵĞŶƚŽĨŶĞĐĞƐƐĂƌǇ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞǁŽƵůĚďĞŝŶĐůƵĚĞĚŝŶƉƌŽũĞĐƚŝĚĞŶƟĮĐĂƟŽŶĂŶĚƐĐŽƌŝŶŐŵĞƚƌŝĐƐ͘ hƐĞŽĨǆŝƐƟŶŐ/ŶĨƌĂƐƚƌƵĐƚƵƌĞ͗ĂŶƟĐŝƉĂƚĞƐƵƟůŝǌĂƟŽŶŽĨĞǆŝƐƟŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŽƚŚĞ ŐƌĞĂƚĞƐƚĞǆƚĞŶƚƉŽƐƐŝďůĞ͕ĂŶĚƉƌŽũĞĐƚĂƉƉůŝĐĂŶƚƐǁŝůůĚĞƐĐƌŝďĞƵƟůŝǌĂƟŽŶŽĨĐƵƌƌĞŶƚĚŝƐƚƌŝďƵƟŽŶŽƌ ƚƌĂŶƐŵŝƐƐŝŽŶŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘ƵƌƌĞŶƚŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŶĐůƵĚĞƐƵƟůŝƟĞƐĂŶĚŽƉĞƌĂƚŽƌƐ͕ĂŶĚǁŝůů S U C C E S S S T O R Y Location: Hydaburg, Prince of Wales Island Total Project Cost: $31,300,000 REF: $4,000,000 PPF Loan: $19,130,000 Capacity: 5 MW Borrower: Haida Energy HiilangaayHydroelectric Project Financed by REF and PPF, the Hiilangaay Hydroelectric Project is a small dam constructed on Melon Lake near Hydaburg on Prince of Wales Island. Commissioned in January 2020, Hiilangaay is providing 100% clean renewable energy and has already displaced more than 110,000 gallons of costly imported diesel the isolated communities use for electrical generation. Haida Energy sells the output from its 5-megawatt (MW) turbines to Alaska Power & Telephone for distribution across Prince of Wales Island. &ŝŐƵƌĞϰ͗ǆĂŵƉůĞŽĨƉƌŽũĞĐƚƐƵĐĐĞƐƐ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 8 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 9 ALASKA ENERGY AUTHORITY ƉƌŝŽƌŝƟǌĞƉƌŽũĞĐƚƐƚŚĂƚŝŶǀĞƐƚŝŶƚŽĐƵƌƌĞŶƚǁŽƌŬĨŽƌĐĞĂŶĚƉŽǁĞƌƐǇƐƚĞŵŽƉĞƌĂƚŽƌƐ͘/ŶĚĞƉĞŶĚĞŶƚ ƉŽǁĞƌƉƌŽĚƵĐĞƌƐŵƵƐƚĚĞŵŽŶƐƚƌĂƚĞĐŽůůĂďŽƌĂƟŽŶĂŶĚƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚĞǆŝƐƟŶŐƵƟůŝƚǇŽǁŶĞƌƐ͘ ĐĐĞƐƐƚŽ^ŬŝůůĞĚtŽƌŬĨŽƌĐĞ͗ůĂƐŬĂ͛ƐƵƟůŝƟĞƐĂƌĞĞǆƉĞƌŝĞŶĐĞĚŽƉĞƌĂƚŽƌƐŽĨƉŽǁĞƌƐǇƐƚĞŵƐƚŚĂƚ ĞǆƉĞƌŝĞŶĐĞĐŚĂůůĞŶŐŝŶŐĐŽŶĚŝƟŽŶƐ͘dŚĞůŽĐĂůĂŶĚƌĞŐŝŽŶĂůǁŽƌŬĨŽƌĐĞŝƐƐŬŝůůĞĚ͕ĂŶĚƌĞŐƵůĂƌůǇ ƉƌŽǀŝĚĞĚƚƌĂŝŶŝŶŐŽƉƉŽƌƚƵŶŝƟĞƐ͘/ŶƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚƚŚĞůĂƐŬĂsŽĐĂƟŽŶĂůĂŶĚdĞĐŚŶŝĐĂůƐĐŚŽŽů ;sdͿŽīĞƌƐƚŚĞWŽǁĞƌWůĂŶƚKƉĞƌĂƚŽƌƚƌĂŝŶŝŶŐƉƌŽŐƌĂŵƚŚĂƚŝŶĐůƵĚĞƐĞŶŐŝŶĞŵĂŝŶƚĞͲ ŶĂŶĐĞ͕ƚƌŽƵďůĞƐŚŽŽƟŶŐĂŶĚƚŚĞŽƌǇ͕ĞůĞĐƚƌŝĐĂůƐǇƐƚĞŵƐĂŶĚŐĞŶĞƌĂƚŽƌƐ͕ŝŶƚƌŽĚƵĐƟŽŶƚŽĞůĞĐƚƌŝĐĂů ĚŝƐƚƌŝďƵƟŽŶƐǇƐƚĞŵƐ͕ĚŝĞƐĞůĞůĞĐƚƌŝĐƐĞƚŽƉĞƌĂƟŽŶ͕ĐŽŶƚƌŽůƉĂŶĞůƐ͕ƉĂƌĂůůĞůŝŶŐŐĞŶĞƌĂƚŽƌƐĞƚƐ͕ 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TECHNICAL VOLUME 10 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 11 ALASKA ENERGY AUTHORITY KǀĞƌĂůů/ŵƉĂĐƚ͗dŚĞƵƟůŝǌĂƟŽŶŽĨĂĚǀĂŶĐĞĚƚĞĐŚŶŽůŽŐŝĞƐ͕ƐǇƐƚĞŵƐŽĨŝŶƚĞŐƌĂƟŽŶ͕ĂŶĚĂŶĂůǇƐŝƐ ǁŝůůƌĞƐƵůƚŝŶůŽǁĞƌƉƌŽũĞĐƚĐŽƐƚƐ͕ŵŽƌĞƌĞƐŝůŝĞŶƚƐǇƐƚĞŵƐ͕ĂŶĚŚŝŐŚĞƌƌĞŶĞǁĂďůĞƐĂĚŽƉƟŽŶƌĂƚĞ͘ dŚŝƐŚŝŐŚůĞǀĞůŽĨŝŶŶŽǀĂƟŽŶǁŝůůŵĂǆŝŵŝǌĞƚŚĞƌĞĚƵĐƟŽŶŽĨĐĂƌďŽŶĞŵŝƐƐŝŽŶƐ͘ ^ƵƉƉŽƌƚZĞƐŝůŝĞŶĐĞ'ŽĂůƐ >ŽĐĂůͬdƌŝďĂů͗dŚĞŵŝĐƌŽŐƌŝĚƚƌĂŶƐĨŽƌŵĂƟŽŶƉƌŽũĞĐƚƐǁŽƵůĚĮƌƐƚƐƵƉƉŽƌƚůŽĐĂůĐŽŵŵƵŶŝƚǇƌĞƐŝůͲ ŝĞŶĐĞ͕ďƵƚĂůƐŽƐƚĂƚĞƌĞƐŝůŝĞŶĐĞ͘dŚĞƌƵƌĂůŵŝĐƌŽŐƌŝĚĐŽŵŵƵŶŝƟĞƐĐŽŶƐŝĚĞƌĞĚĨŽƌƚŚŝƐƉƌŽũĞĐƚĂƌĞ dƌŝďĂů͕ĂŶĚĂƌĞƵŶĚĞƌƐĞƌǀĞĚĐŽŵŵƵŶŝƟĞƐŝŶŶĞĞĚŽĨĂƌĞƐŝůŝĞŶƚƉŽǁĞƌƐǇƐƚĞŵ͘ǇƚƌĂŶƐĨŽƌŵŝŶŐ ƚŚĞĐŽŵŵƵŶŝƚǇƚŽĐůĞĂŶĂŶĚƌĞůŝĂďůĞĞŶĞƌŐǇ͕ƚŚĞĐŽŵŵƵŶŝƚǇǁŽƵůĚďĞĚŝƌĞĐƚůǇďĞŶĞĮƩĞĚ͘dŚŝƐ ƉƌŽũĞĐƚƌĞƐƉŽŶĚƐƚŽϮϯŝĚĞŶƟĮĞĚϱĐůŝŵĂƚĞĂĐƟŽŶƉůĂŶƐ͕ĂĚĂƉƚĂƟŽŶƉůĂŶƐ͕ĂŶĚŝŵƉĂĐƚĂƐƐĞƐƐͲ ŵĞŶƚƐǁŝƚŚĂƐƐŽĐŝĂƚĞĚƌĞƐƉŽŶƐĞƐƚƌĂƚĞŐŝĞƐ͘>ŽĐĂůĂŶĚdƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐŚĂǀĞĂĐƟǀĞůǇǁŽƌŬĞĚ ƚŽĚĞǀĞůŽƉƌĞƐŝůŝĞŶĐĞŐŽĂůƐ͕ŝŶĐůƵĚŝŶŐĂĐƟŽŶƐƚŚĂƚƌĞĚƵĐĞĐĂƌďŽŶĞŵŝƐƐŝŽŶƐĂŶĚƉƌŽŵŽƚĞƌĞŶĞǁͲ ĂďůĞĞŶĞƌŐǇŝŶƚĞŐƌĂƟŽŶ͘ 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ĂůƚĞƌĂƟŽŶ͕ŵĂŝŶƚĞŶĂŶĐĞĂŶĚͬŽƌƌĞƉĂŝƌŽĨƉƵďůŝĐŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŶƚŚĞhŶŝƚĞĚ^ƚĂƚĞƐĂŶĚƚŚĂƚƵǇ ŵĞƌŝĐĂƵŝůĚŵĞƌŝĐĂ;ͿƌĞƋƵŝƌĞŵĞŶƚƐĂƉƉůǇ͘ǁŝůůĞŶƐƵƌĞƚŚĂƚƐƵďͲĂǁĂƌĚĞĞƐĐŽŵƉůǇ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 12 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 13 ALASKA ENERGY AUTHORITY ǁŝƚŚĂŶĚͬŽƌŚĂǀĞƚŚĞŶĞĐĞƐƐĂƌǇǁĂŝǀĞƌƐŝŶƉůĂĐĞ͕ůŝŵŝƚĞĚĂƐƚŚĞǇĂƌĞ͘ƵŶĚĞƌƐƚĂŶĚƐƚŚĞ ĐŚĂůůĞŶŐŝŶŐůĂŶĚƐĐĂƉĞǁŝƚŚŝŶǁŚŝĐŚƉƌŽũĞĐƚƐŵƵƐƚďĞĐŽŶĚƵĐƚĞĚ͕ŝŶĐůƵĚŝŶŐƟŵĞůŝŶĞƐĂŶĚĞŶǀŝͲ ƌŽŶŵĞŶƚĂůĐŽŶƐŝĚĞƌĂƟŽŶƐŝŶůĂƐŬĂ͕ĂƚƚŚĞĞŶĚŽĨƚŚĞƐƵƉƉůǇĐŚĂŝŶ͕ĂŶĚǁŝůůĐŽŵƉůǇǁŝƚŚ͕ ĂƐǁĞůůĂƐĂůůŽƚŚĞƌĨĞĚĞƌĂůƌĞƋƵŝƌĞŵĞŶƚƐ͘ dĞĐŚŶŝĐĂů^ĐŽƉĞ^ƵŵŵĂƌǇ͗dŚĞƉƌŽũĞĐƚ͛ƐǁŽƌŬƐĐŽƉĞŝƐĚŝǀŝĚĞĚŝŶƚŽƉĞƌĨŽƌŵĂŶĐĞƉĞƌŝŽĚƐƚŚĂƚ ĂƌĞĚŝƐĐƌĞƚĞĂŶŶƵĂůĚĞĐŝƐŝŽŶƉŽŝŶƚƐďĂƐĞĚŽŶƚŚĞ^ƚĂƚĞŽĨůĂƐŬĂ͛ƐĮƐĐĂůǇĞĂƌ͕ǁŝƚŚƚŚĞĮƌƐƚǇĞĂƌ ĂĚũƵƐƟŶŐĨŽƌƉƌŽũĞĐƚĂǁĂƌĚ͘ WĞƌĨŽƌŵĂŶĐĞWĞƌŝŽĚϭ͗&zϮϰ ϭ͘^ƵŵŵĂƌǇŽĨtŽƌŬʹdŚŝƐĮƌƐƚǇĞĂƌŽĨƚŚĞƉƌŽũĞĐƚǁŝůůĨŽĐƵƐŽŶĮŶĂůŝǌŝŶŐƉůĂŶŶŝŶŐĂŶĚƐƚƌĂƚĞŐŝĐ ĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞƉĂƌƚŶĞƌƐŚŝƉƐĂŶĚƉƌŽŐƌĂŵĚĞůŝǀĞƌǇ͕ǁŚŝĐŚŝŶĐůƵĚĞƌŽďƵƐƚƐƚĂŬĞŚŽůĚĞƌ 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Ϯ͘ŶĚZĞƐƵůƚʹ'ƌĂŶƚƐƵďͲĂǁĂƌĚƐĐŽŵƉůĞƚĞĚƚŽĂƉƉƌŽǆŝŵĂƚĞůǇƚǁĞŶƚǇƌƵƌĂůĐŽŵŵƵŶŝƟĞƐ͘ ϯ͘ĞĐŝƐŝŽŶWŽŝŶƚͲǁŝůůĞǀĂůƵĂƚĞƉƌŽũĞĐƚĐŽŶƚƌŝďƵƟŽŶƐƚŽŵĞĞƟŶŐŐŽĂůƐŽĨĐĂƌďŽŶĂŶĚĐŽƐƚ ƌĞĚƵĐƟŽŶ͕ĂŶĚĂǀĂŝůĂďůĞŶŽŶͲĨĞĚĞƌĂůŵĂƚĐŚ͘ ϰ͘ŽŵŵƵŶŝƚǇĞŶĞĮƚƐWůĂŶDŝůĞƐƚŽŶĞʹǁŝůůĐŽŵƉůĞƚĞĐŽŵŵƵŶŝƚǇďĞŶĞĮƚĂƐƐĞƐƐŵĞŶƚƐĂŶĚ ĂŐƌĞĞŵĞŶƚƐŝŶĞĂĐŚƉƌŽũĞĐƚĐŽŵŵƵŶŝƚǇ͕ŝŶĐŽůůĂďŽƌĂƟŽŶǁŝƚŚŐƌĂŶƚĞĞĂŶĚƉĂƌƚŶĞƌƐ͘ WĞƌĨŽƌŵĂŶĐĞWĞƌŝŽĚϯ͗&zϯϬ ϭ͘^ƵŵŵĂƌǇŽĨtŽƌŬʹWƌŽũĞĐƚĂǁĂƌĚƐǁŝůůďĞƌĞǀŝĞǁĞĚďĂƐĞĚŽŶĂŶŶƵĂůŵŽŶŝƚŽƌŝŶŐ͕ĂŶĚƉƌŽũĞĐƚ ĐůŽƐĞͲŽƵƚƐ͘WĂƌƚŶĞƌƐǁŝůůŚŽůĚĂǁŽƌŬƐŚŽƉǁŝƚŚĂůůĂǁĂƌĚĞĞƐƚŽĚĞƚĞƌŵŝŶĞƐƚƌĞŶŐƚŚƐĂŶĚ ǁĞĂŬŶĞƐƐĞƐŽĨƚŚĞƉƌŽŐƌĂŵ͕ĂŶĚƚŽĮŶĂůŝǌĞĂŶĂůǇƐŝƐŽĨŐŽĂůƐ͕ŽďũĞĐƟǀĞƐ͕ĂŶĚŽƵƚĐŽŵĞƐ͘ Ϯ͘ŶĚZĞƐƵůƚʹƉƉƌŽǆŝŵĂƚĞůǇƚǁĞŶƚǇĐŽŵŵƵŶŝƟĞƐǁŝůůŚĂǀĞŚĂĚƉƌŽũĞĐƚƐŝŵƉůĞŵĞŶƚĞĚĂŶĚ ĮŶĂůŝǌĞĚ͕ǁŝƚŚĞǆƉĞĐƚĞĚŽďũĞĐƟǀĞƐĂĐŚŝĞǀĞĚ͘ ϯ͘ĞĐŝƐŝŽŶWŽŝŶƚʹ&ŝŶĂůƌĞƉŽƌƟŶŐǁŝůůƐĂƟƐĨǇƚŚĞƚĞƌŵƐŽĨƚŚĞĂŐƌĞĞŵĞŶƚǁŝƚŚK͘ ϰ͘ŽŵŵƵŶŝƚǇĞŶĞĮƚƐWůĂŶDŝůĞƐƚŽŶĞʹdŚĞƉƌŽũĞĐƚƚĞĂŵǁŝůůƌĞƉŽƌƚŽŶĞƋƵŝƚĂďůĞďĞŶĞĮƚƐ ĚĞůŝǀĞƌĞĚƚŽĐŽŵŵƵŶŝƟĞƐ͕ĂƐǁĞůůĂƐĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƟĐĞĂŶĚĐůŝŵĂƚĞĐŚĂŶŐĞŵĞƚƌŝĐƐƚŚĂƚ ĚĞŵŽŶƐƚƌĂƚĞŽƵƚĐŽŵĞĚĞůŝǀĞƌǇ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 13 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 14 ALASKA ENERGY AUTHORITY t^ĂŶĚdĂƐŬĞƐĐƌŝƉƟŽŶ^ƵŵŵĂƌǇ͗ tŽƌŬƉůĂŶͬdĂƐŬͬ ^ƵďͲdĂƐŬ ĞƐĐƌŝƉƟŽŶ zϭtŽƌŬƉůĂŶ &ŽƌŵĂƟŽŶĂůĂĐƟǀŝƟĞƐĨŽĐƵƐĞĚŽŶƉĂƌƚŶĞƌƐŚŝƉƐ͕ƐƚĂŬĞŚŽůĚĞƌƐ͕ĂŶĚƉƌŽĐĞƐƐ dĂƐŬϭ͘ϭ WĂƌƚŶĞƌƐŚŝƉƚĞĂŵƌŽůĞƐĂŶĚƌĞƐƉŽŶƐŝďŝůŝƟĞƐĮŶĂůŝǌĞĚ͕ƉƌŽũĞĐƚƐĐŽƉŝŶŐ ^ƵďͲƚĂƐŬϭ͘ϭ͘ϭ &ŝŶĂůŝǌĞĂůůƉĂƌƚŶĞƌĂŐƌĞĞŵĞŶƚƐĂŶĚƉƌŽũĞĐƚƐĐŽƉĞ dĂƐŬϭ͘Ϯ ^ƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚĂŶĚŽƵƚƌĞĂĐŚ ^ƵďͲƚĂƐŬϭ͘Ϯ͘ϭ ŽŶĚƵĐƚŽƵƚƌĞĂĐŚƚŽĚŝƐĂĚǀĂŶƚĂŐĞĚ͕ƌƵƌĂůĐŽŵŵƵŶŝƟĞƐ ^ƵďͲƚĂƐŬϭ͘Ϯ͘Ϯ /ŶŝƟĂƚĞƚĂƌŐĞƚĞĚĂƉƉůŝĐĂƟŽŶƐƵƉƉŽƌƚĨŽƌŬŶŽǁŶƉƌŽũĞĐƚƐ dĂƐŬϭ͘ϯ ƉƉůŝĐĂƟŽŶĚĞǀĞůŽƉŵĞŶƚĂŶĚƌĞǀŝĞǁƉƌŽĐĞƐƐ ^ƵďͲƚĂƐŬϭ͘ϯ͘ϭ ƌŝƚĞƌŝĂĂŶĚŵĞƚƌŝĐƐĚĞǀĞůŽƉĞĚĨŽƌĞǀĂůƵĂƟŶŐƉƌŽũĞĐƚďĞŶĞĮƚƐ ^ƵďͲƚĂƐŬϭ͘ϯ͘Ϯ ZĞǀŝĞǁƉƌŽŐƌĂŵĨŽƌŵĞƌŝƚĂŶĚĮŶĂůŝǌĞƌĞƋƵĞƐƚĨŽƌĂƉƉůŝĐĂƟŽŶ zϮͲzϲtŽƌŬƉůĂŶ WƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚĂŶĚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐƵƉƉŽƌƚĂĐƟǀŝƟĞƐ dĂƐŬϮ͘ϭ ŽŶĚƵĐƚƌĞƋƵĞƐƚĨŽƌĂƉƉůŝĐĂƟŽŶƐ ^ƵďͲƚĂƐŬϮ͘ϭ͘ϭ ZĞǀŝĞǁĂŶĚĂǁĂƌĚŚŝŐŚƐĐŽƌŝŶŐƉƌŽũĞĐƚƐ dĂƐŬϮ͘Ϯ ŽŚŽƌƚĚĞǀĞůŽƉŵĞŶƚĂŶĚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚĂŐƌĞĞŵĞŶƚƐ ^ƵďͲƚĂƐŬϮ͘Ϯ͘ϭ ƌŝŶŐƉƌŽũĞĐƚŐƌĂŶƚĞĞƐƚŽŐĞƚŚĞƌĂƐƉĂƌƚŽĨĐŽŚŽƌƚ͕ǁŝƚŚƋƵĂƌƚĞƌůǇƚĞĐŚͲ ŶŝĐĂůƐƵƉƉŽƌƚ ^ƵďͲƚĂƐŬϮ͘Ϯ͘Ϯ tŽƌŬǁŝƚŚĐŽŵŵƵŶŝƟĞƐŽŶĞƋƵŝƚĂďůĞƉƌŽũĞĐƚďĞŶĞĮƚƐ dĂƐŬϮ͘ϯ /ŶŝƟĂƚĞƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚĂŶĚEWƉƌŽĐĞƐƐ ^ƵďͲƚĂƐŬϮ͘ϯ͘ϭ tŽƌŬǁŝƚŚĐŽŵŵƵŶŝƟĞƐŽŶƉƌŽƉĞƌEWĚŽĐƵŵĞŶƚĂƟŽŶ͕ĮŶĂůĞŶŐŝͲ ŶĞĞƌŝŶŐĚĞƐŝŐŶĂŶĚƉĞƌŵŝƫŶŐ ^ƵďͲƚĂƐŬϮ͘ϯ͘Ϯ ŽŶĚƵĐƚƉƌŽũĞĐƚĮŶĂŶĐŝŶŐƌĞǀŝĞǁĨŽƌůĞǀĞƌĂŐĞĚĨƵŶĚŝŶŐ zϳtŽƌŬƉůĂŶ WƌŽũĞĐƚĞǀĂůƵĂƟŽŶĂŶĚĂŶĂůǇƐŝƐŽĨŽƵƚĐŽŵĞƐ dĂƐŬϳ͘ϭ &ŝŶĂůŝǌĞĂůůƉƌŽũĞĐƚĂǁĂƌĚƐĂŶĚĂĐƟǀŝƟĞƐ ^ƵďͲƚĂƐŬϳ͘ϭ͘ϭ ŶƐƵƌĞĐŽŵƉůĞƟŽŶŽĨĂůůƉƌŽũĞĐƚƐĂŶĚĮŶĂůŝǌĞƌĞƉŽƌƟŶŐ dĂƐŬϳ͘Ϯ ZĞǀŝĞǁŝŵƉĂĐƚŽĨƉƌŽũĞĐƚƐŽŶŐŽĂůƐĂŶĚŽƵƚĐŽŵĞƐ ^ƵďͲƚĂƐŬϳ͘Ϯ͘ϭ WĂƌƚŶĞƌƐƌĞǀŝĞǁŐŽĂůƐ͕ŽďũĞĐƟǀĞƐ͕ĂŶĚŽƵƚĐŽŵĞƐĂŐĂŝŶƐƚƉƌŽũĞĐƚƌĞƉŽƌƟŶŐ ^ƵďͲƚĂƐŬϳ͘Ϯ͘Ϯ ǀĂůƵĂƚĞĐŽŵŵƵŶŝƚǇďĞŶĞĮƚĂƌƌĂŶŐĞŵĞŶƚƐĂŶĚŝŵƉĂĐƚ dĂƐŬϳ͘ϯ WƌŽĚƵĐĞĮŶĂůƐƵŵŵĂƌǇŽĨĮŶĚŝŶŐƐ ^ƵďͲƚĂƐŬϳ͘ϯ͘ϭ ^ŚĂƌĞĮŶĚŝŶŐƐŽŶƉƌŽũĞĐƚǁĞďƐŝƚĞĂŶĚŝŶƉƵďůŝĐĨŽƌƵŵƐ ^ƵďͲƚĂƐŬϳ͘ϯ͘Ϯ ^ŚĂƌĞĮŶĚŝŶŐƐǁŝƚŚƉƌŽũĞĐƚŐƌĂŶƚĞĞ͕ƉĂƌƟĐŝƉĂƟŶŐĂŶĚƌƵƌĂůĐŽŵŵƵŶŝƟĞƐ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 15 ALASKA ENERGY AUTHORITY DŝůĞƐƚŽŶĞ^ƵŵŵĂƌǇ͗ &ŝŐƵƌĞϱƉƌŽǀŝĚĞƐĞǆŝƐƟŶŐĂŶĚƉŽƚĞŶƟĂůůǇǀŝĂďůĞƉƌŽũĞĐƚƐ͘ Quarter Milestone Measure sĞƌŝĮĐĂƟŽŶ ϭ WĂƌƚŶĞƌƐĞƐƚĂďůŝƐŚƚĞĂŵŝŶŐĂŐƌĞĞŵĞŶƚƐ͘ WƌŽŐƌĞƐƐ ŽĐƵŵĞŶƚ Ϯ͕ϯ WƌŽŐƌĂŵĚĞǀĞůŽƉĞĚ WƌŽŐƌĞƐƐ ŶŶŽƵŶĐĞŵĞŶƚ ϰ WƌŽŐƌĂŵƌĞůĞĂƐĞĚ͕ƌĞƋƵĞƐƚĨŽƌĂƉƉůŝĐĂƟŽŶƐ WƌŽŐƌĞƐƐ ƉƉůŝĐĂƟŽŶƐ ϱ ŽŵŵƵŶŝƚǇďĞŶĞĮƚĂŐƌĞĞŵĞŶƚƐŝŶƉůĂĐĞ͘ WƌŽŐƌĞƐƐ ŽĐƵŵĞŶƚ ϲ͕ϳ ƉƉůŝĐĂƟŽŶƐƌĞĐĞŝǀĞĚĂŶĚĞǀĂůƵĂƚĞĚĨŽƌŵĞƌŝƚĐƌŝƚĞƌŝĂ͘ WƌŽŐƌĞƐƐ ƉƉůŝĐĂƟŽŶƐ ϴ ƉƉƌŽǆŝŵĂƚĞůǇƚǁĞŶƚǇĐŽŵŵƵŶŝƚǇĂǁĂƌĚƐƌĞƐƵůƚŝŶƉƌŽũĞĐƚ ŝŵƉůĞŵĞŶƚĂƟŽŶ͘ dĞĐŚŶŝĐĂů ŐƌĞĞŵĞŶƚ ϵͲϮϰ WƌŽũĞĐƚƐĂƌĞŝŵƉůĞŵĞŶƚĞĚ dĞĐŚŶŝĐĂů ŽĐƵŵĞŶƚ ϭϬ KƵƚƌĞĂĐŚĐŽŶĚƵĐƚĞĚ͘ WƌŽŐƌĞƐƐ ŶŶŽƵŶĐĞŵĞŶƚ ϭϯ ^ƵƌǀĞǇĂŶĚŝŶƚĞƌǀŝĞǁƌĞƐƵůƚƐƌĞĐĞŝǀĞĚĂŶĚƌĞǀŝĞǁĞĚ͘ WƌŽŐƌĞƐƐ ϵϬйƌĞƐƉŽŶƐĞ ϭϰ ^ƚĂŬĞŚŽůĚĞƌůŝƐƚĞŶŝŶŐƐĞƐƐŝŽŶĐŽŶĚƵĐƚĞĚ͘ WƌŽŐƌĞƐƐ tŽƌŬƐŚŽƉŚĞůĚ ϭϱ ŽŚŽƌƚĞǀĂůƵĂƟŽŶĮŶĂůŝǌĞĚ͘ WƌŽŐƌĞƐƐ ϵϬйƌĞƐƉŽŶƐĞ ϭϲ WƌĞůŝŵŝŶĂƌǇƌĞǀŝĞǁŽĨĮŶĚŝŶŐƐŝƐƌĞůĞĂƐĞĚďǇƚŚĞƉƌŽũĞĐƚƚĞĂŵ͘ dĞĐŚŶŝĐĂů ŽĐƵŵĞŶƚ Ϯϱ ^ƵƌǀĞǇĂŶĚŝŶƚĞƌǀŝĞǁƌĞƐƵůƚƐƌĞĐĞŝǀĞĚĂŶĚƌĞǀŝĞǁĞĚ͘ WƌŽŐƌĞƐƐ ϴϬйƌĞƐƉŽŶƐĞ Ϯϲ ^ƚĂŬĞŚŽůĚĞƌůŝƐƚĞŶŝŶŐƐĞƐƐŝŽŶĐŽŶĚƵĐƚĞĚ͘ WƌŽŐƌĞƐƐ tŽƌŬƐŚŽƉŚĞůĚ Ϯϳ ŽŚŽƌƚĞǀĂůƵĂƟŽŶĮŶĂůŝǌĞĚ͘ WƌŽŐƌĞƐƐ ϴϬйƌĞƐƉŽŶƐĞ Ϯϴ WƌŽũĞĐƚĚĞůŝǀĞƌƐƐƵŵŵĂƌǇŽĨŽƵƚĐŽŵĞƐƚŽK͘ dĞĐŚŶŝĐĂů ŽĐƵŵĞŶƚ Type of Project Cost of ŶĞƌŐǇΨͬ ŬtŚ ͞ŶƟĐŝƉĂƚĞĚŶŶƵĂů 'ĂůůŽŶƐŽĨŝĞƐĞů &ƵĞůKīƐĞƚďǇ Proposed Project” WƌŽũĞĐƚ^ƚĂƚƵƐ sŝůůĂŐĞ ,ǇĚƌŽ ΨϬ͘ϲϭ ϭϭϱ͕ϬϬϬ ZĞĂĚǇĨŽƌŽŶƐƚƌƵĐƟŽŶ sŝůůĂŐĞ ,ǇĚƌŽ ΨϬ͘ϲϭ ϮϬ͕ϬϬϬ &ĞĂƐŝďůŝƚǇ^ƚƵĚǇŽŵƉůĞƚĞ ŽŶŶĞĐƚƐDƵůƟƉůĞsŝůůĂŐĞƐ ,ǇĚƌŽ ΨϬ͘ϰϱ ϭ͕ϱϱϴ͕Ϭϯϯ ŽŶĐĞƉƚĞƐŝŐŶ͕ĂŶĚ&ZWĞƌŵŝƟŶŐ sŝůůĂŐĞ ,ǇĚƌŽ ΨϬ͘ϴϬ ϰϬ͕ϬϬϬ WĂƌƟĂůůǇŽŶƐƚƌƵĐƚĞĚ sŝůůĂŐĞ ,ǇĚƌŽ ΨϬ͘ϲϴ ϭϯϬ͕ϬϬϬ ZĞĂĚǇĨŽƌŽŶƐƚƌƵĐƟŽŶ sŝůůĂŐĞ ,ǇĚƌŽ ΨϬ͘ϳϬ ϯϳ͕ϬϬϬ ZĞĂĚǇĨŽƌŽŶƐƚƌƵĐƟŽŶ sŝůůĂŐĞ tŝŶĚͬ^ŽůĂƌͬĂƩĞƌǇ ΨϬ͘ϯϴ Ϯ͕ϰϰϴ͕Ϯϵϯ ŽŶĐĞƉƚ DƵůƟƉůĞ/ŶĚŝǀŝĚƵĂůsŝůůĂŐĞƐ ^ŽůĂƌͬĂƩĞƌǇ ΨϬ͘ϳϱ ϴϬ͕ϬϬϬ ŽŶĐĞƉƚŽŶƉĞƌǀŝůůĂŐĞďĂƐŝƐ;ϭϬƚŽƚĂůͿ DƵůƟƉůĞ/ŶĚŝǀŝĚƵĂůsŝůůĂŐĞƐ tŝŶĚͬĂƩĞƌǇ ΨϬ͘ϳϱ ϴϬ͕ϬϬϬ ŽŶĐĞƉƚŽŶƉĞƌǀŝůůĂŐĞďĂƐŝƐ;ϭϬƚŽƚĂůͿ sŝůůĂŐĞ ,ǇĚƌŽ ΨϬ͘ϲϱ ϮϬ͕ϭϯϴ ZĞĂĚǇĨŽƌŽŶƐƚƌƵĐƟŽŶ ŽŶŶĞĐƚƐϮsŝůůĂŐĞƐ ,ǇĚƌŽ ΨϬ͘ϲϲ ϭϲ͕Ϭϭϰ ŽŶĐĞƉƚ sŝůůĂŐĞtŝŶĚǆƉĂŶƐŝŽŶ tŝŶĚͬĂƩĞƌǇ ΨϬ͘ϯϳ ϰϬϬ͕ϬϬϬ ZĞĂĚǇĨŽƌŽŶƐƚƌƵĐƟŽŶ ŽŶŶĞĐƚƐϮsŝůůĂŐĞƐ tŝŶĚΘůĞĐƚƌŝĐŽŝůĞƌ ΨϬ͘ϱϮ ϭϲϱ͕ϬϬϬ ĞƐŝŐŶĂŶĚWĞƌŵŝƫŶŐ ŽŶŶĞĐƚƐϮsŝůůĂŐĞƐ tŝŶĚͬĂƩĞƌǇ ΨϬ͘ϲϬ ϮϳϬ͕ϬϬϬ ZĞĂĚǇĨŽƌŽŶƐƚƌƵĐƟŽŶ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 16 ALASKA ENERGY AUTHORITY 'ŽͬEŽͲ'ŽĞĐŝƐŝŽŶWŽŝŶƚƐ dŚĞĨŽůůŽǁŝŶŐƐƵŵŵĂƌǇŽĨƉƌŽũĞĐƚͲǁŝĚĞ'ŽͬEŽͲ'ŽĚĞĐŝƐŝŽŶƉŽŝŶƚƐŝŶĐůƵĚĞƐĚĞĐŝƐŝŽŶƉŽŝŶƚƐĂŶĚ ŽďũĞĐƟǀĞĐƌŝƚĞƌŝĂďǇďƵĚŐĞƚƉĞƌŝŽĚ͕ǁŚŝĐŚĂƌĞĚĞƐĐƌŝďĞĚŵŽƌĞĨƵůůǇŝŶƚŚĞ^KWK͘ Period ĞĐŝƐŝŽŶWŽŝŶƚ KďũĞĐƟǀĞƌŝƚĞƌŝĂ &zϮϰ WƌŽŐƌĂŵĚĞǀĞůŽƉĞĚ ZĞƋƵĞƐƚĨŽƌƉƉůŝĐĂƟŽŶƐǁŝƚŚĨĞĂƐŝďůĞ͕ŝŵƉĂĐƞƵů ƉƌŽũĞĐƚƐĞůĞĐƟŽŶĐƌŝƚĞƌŝĂĚĞǀĞůŽƉĞĚ͘ &zϮϱ ƉƉƌŽǆŝŵĂƚĞůǇϮϬƉƌŽũĞĐƚƐ ĨƵŶĚĞĚ ^ŝŐŶĞĚƉƌŽũĞĐƚĂŐƌĞĞŵĞŶƚƐǁŝƚŚϮϬĐŽŵŵƵŶŝƟĞƐ͘ &zϮϲ WƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚ WƌŽũĞĐƚƐƚŚĂƚŚĂǀĞĐůĞĂƌĞĚƉƌŽŐƌĞƐƐĐƌŝƚĞƌŝĂǁŝƚŚ ĐŽŵƉůĞƚĞĚĨĞĂƐŝďŝůŝƚǇƌĞƉŽƌƚƐĂƌĞŵŽǀĞĚĨŽƌǁĂƌĚ͘ &zϮϳ WƌŽũĞĐƚĐŽŶƐƚƌƵĐƟŽŶ WƌŽũĞĐƚƐƚŚĂƚŚĂǀĞĐůĞĂƌĞĚƉƌŽŐƌĞƐƐĐƌŝƚĞƌŝĂǁŝƚŚ ĐŽŵƉůĞƚĞĚĚĞƐŝŐŶĂŶĚƉĞƌŵŝƫŶŐĂƌĞŵŽǀĞĚĨŽƌǁĂƌĚ͘ &zϮϴ WƌŽũĞĐƚĐŽŶƐƚƌƵĐƟŽŶ WƌŽũĞĐƚƐƚŚĂƚŚĂǀĞĐůĞĂƌĞĚƉƌŽŐƌĞƐƐĐƌŝƚĞƌŝĂǁŝƚŚ ŐƌŽƵŶĚďƌĞĂŬŝŶŐĐŽŶƐƚƌƵĐƟŽŶĂƌĞŵŽǀĞĚĨŽƌǁĂƌĚ͘ &zϮϵ WƌŽũĞĐƚĐŽŶƐƚƌƵĐƟŽŶ WƌŽũĞĐƚƐƚŚĂƚŚĂǀĞĐůĞĂƌĞĚƉƌŽŐƌĞƐƐĐƌŝƚĞƌŝĂĂŶĚĂƌĞŽŶ ďƵĚŐĞƚĂŶĚŽŶƐĐŚĞĚƵůĞĂƌĞŵŽǀĞĚĨŽƌǁĂƌĚ͘ ŶĚŽĨWƌŽũĞĐƚ'ŽĂů͗ 'ŽĂůϭ͗>ŽǁĞƌƚŚĞĐŽƐƚƐŽĨĞŶĞƌŐǇŝŶƌƵƌĂů͕ĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘ ͻ dŚĞƉƌŽũĞĐƚǁŝůůƌĞƐƵůƚŝŶƌĞĚƵĐĞĚƉŽǁĞƌĐŽƐƚƐŽĨĂƚůĞĂƐƚϭϬйŝŶϮϬƌƵƌĂů͕ĚŝƐĂĚǀĂŶƚĂŐĞĚ ĐŽŵŵƵŶŝƟĞƐ͘ 'ŽĂůϮ͗ZĞĚƵĐĞŐƌĞĞŶŚŽƵƐĞŐĂƐĞŵŝƐƐŝŽŶƐŽĨŵŝĐƌŽŐƌŝĚƐǇƐƚĞŵƐ͘ ͻ dŚĞƉƌŽũĞĐƚǁŝůůƌĞƐƵůƚŝŶƚŚĞƌĞĚƵĐĞĚƵƐĞŽĨŝŵƉŽƌƚĞĚĚŝĞƐĞů;ďǇĂƚůĞĂƐƚϱϬйͿĂŶĚŝŶĐƌĞĂƐĞĚ ƵƐĞŽĨůŽĐĂůůǇƐŽƵƌĐĞĚƌĞŶĞǁĂďůĞƐ͕ĨŽƌĂŶŽǀĞƌĂůůĐĂƌďŽŶƌĞĚƵĐƟŽŶ͘ 'ŽĂůϯ͗ĞƉůŽǇƐŽůƵƟŽŶƐƚŚĂƚůĞǀĞƌĂŐĞƉƌŽĐĞƐƐ͕ĮŶĂŶĐŝĂů͕ĂŶĚƚĞĐŚŶŽůŽŐǇŝŶŶŽǀĂƟŽŶ͘ ͻ WƌŽũĞĐƚƉĂƌƚŶĞƌƐǁŝůůĚĞůŝǀĞƌŝŶŶŽǀĂƟǀĞĂƉƉƌŽĂĐŚĞƐƚŽƉƌŽũĞĐƚĚĞůŝǀĞƌǇƚŚĂƚŝŶĐůƵĚĞƉƌŽĐĞƐƐ ŵĂŶĂŐĞŵĞŶƚ͕ůĞǀĞƌĂŐŝŶŐŽĨĮŶĂŶĐŝĂůĐĂƉŝƚĂů͕ĂŶĚƚĞĐŚŶŽůŽŐǇƚŚĂƚƌĞƐƉŽŶĚƐƚŽůĂƐŬĂ͛Ɛ ĐŚĂůůĞŶŐŝŶŐĐŝƌĐƵŵƐƚĂŶĐĞƐ͘ WƌŽũĞĐƚ^ĐŚĞĚƵůĞ͗ ;^ĞĞĨŽůůŽǁŝŶŐƉĂŐĞͿ dĞŶĂŬĞĞ^ƉƌŝŶŐƐ͕ůĂƐŬĂ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME17ALASKA ENERGY AUTHORITYWork planĞƐĐƌŝƉƟŽŶ12345678910111213141516171819202121232425262728Y1 Workplan&ŽƌŵĂƟŽŶĂůĂĐƟǀŝƟĞƐTask 1.1WĂƌƚŶĞƌƐĮŶĂůŝǌĞĚSub-task 1.1.1 Partner agreementsTask 1.2^ƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚSub-task 1.2.1KƵƚƌĞĂĐŚƚŽĐŽŵŵƵŶŝƟĞƐSub-task 1.2.2dĂƌŐĞƚĞĚĂƉƉůŝĐĂƟŽŶƐTask 1.3ƉƉůŝĐĂƟŽŶĚĞǀĞůŽƉŵĞŶƚĂŶĚƌĞǀŝĞǁƉƌŽĐĞƐƐSub-task 1.3.1ƌŝƚĞƌŝĂĂŶĚŵĞƚƌŝĐƐĚĞǀĞůŽƉĞĚSub-task 1.3.2ZĞǀŝĞǁƉƌŽŐƌĂŵ͕ƌĞƋƵĞƐƚĨŽƌĂƉƉůŝĐĂƟŽŶƐDŝůĞƐƚŽŶĞƐƌĞĂĐŚĞĚ'ŽͬEŽͲ'ŽĞĐŝƐŝŽŶWƌŽŐƌĂŵƌĞĂĚǇĨŽƌƌĞůĞĂƐĞY2- 6 WorkplanWƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚĂŶĚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚTask 2.1ŽŶĚƵĐƚƌĞƋƵĞƐƚĨŽƌĂƉƉůŝĐĂƟŽŶƐSub-task 2.1.1ZĞǀŝĞǁĂŶĚĂǁĂƌĚTask 2.2ŽŚŽƌƚĚĞǀĞůŽƉŵĞŶƚĂŶĚďĞŶĞĮƚƐSub-task 2.2.1ŽŚŽƌƚĞƐƚĂďůŝƐŚĞĚĨŽƌdSub-task 2.2.2ŽŵŵƵŶŝƚǇďĞŶĞĮƚĂŐƌĞĞŵĞŶƚƐSub-task 2.2.3ŽŚŽƌƚǁŽƌŬŝŶŐŐƌŽƵƉŵĞĞƟŶŐTask 2.3WƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚSub-task 2.3.1dƚŽƵŶĂǁĂƌĚĞĚĂƉƉůŝĐĂŶƚƐSub-task 2.3.2WƌŽũĞĐƚĮŶĂŶĐŝŶŐƌĞǀŝĞǁDŝůĞƐƚŽŶĞƐƌĞĂĐŚĞĚ'ŽͬEŽͲ'ŽĞĐŝƐŝŽŶWƌŽũĞĐƚƐĨƵŶĚĞĚY7 WorkplanWƌŽũĞĐƚĞǀĂůƵĂƟŽŶĂŶĚĂŶĂůǇƐŝƐŽĨŽƵƚĐŽŵĞƐTask 7.1&ŝŶĂůŝǌĞƉƌŽũĞĐƚĂǁĂƌĚƐĂŶĚĂĐƟǀŝƟĞƐSub-task 7.1.1ŶƐƵƌĞĐŽŵƉůĞƟŽŶŽĨƉƌŽũĞĐƚƐTask 7.2ZĞǀŝĞǁŝŵƉĂĐƚSub-task 7.2.1WĂƌƚŶĞƌƐĂƐƐĞƐƐŐŽĂůƐĂŶĚŽƵƚĐŽŵĞƐSub-task 7.2.2ǀĂůƵĂƚĞĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐTask 7.3WƌŽĚƵĐĞĮŶĚŝŶŐƐSub-task 7.3.1^ŚĂƌĞŽŶǁĞďƐŝƚĞĂŶĚƉƵďůŝĐůǇSub-task 7.3.2^ŚĂƌĞǁŝƚŚƉƌŽũĞĐƚƐƉŽŶƐŽƌƐĂŶĚĐŽŵŵƵŶŝƟĞƐDŝůĞƐƚŽŶĞƐƌĞĂĐŚĞĚ'ŽͬEŽͲ'ŽĞĐŝƐŝŽŶǀĂůƵĂƟŽŶĮŶĂůŝǌĞĚ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 18 ALASKA ENERGY AUTHORITY Project Management: KǀĞƌĂůůĂƉƉƌŽĂĐŚƚŽĂŶĚŽƌŐĂŶŝǌĂƟŽŶĨŽƌŵĂŶĂŐŝŶŐƚŚĞǁŽƌŬ͗ǁŝůůĂŐŐƌĞƐƐŝǀĞůǇŵĂŶĂŐĞƚŚĞ ƉƌŽũĞĐƚƚŽĞŶƐƵƌĞĐŽŶƐŝƐƚĞŶĐǇŽĨƚŚĞŝŶƚĞƌƌĞůĂƚĞĚĐŽŵŵƵŶŝƚǇͲůĞǀĞůƉƌŽũĞĐƚƐĐŽŶƚƌŝďƵƟŶŐƚŽƚŚĞ ƉƌŽƉŽƐĞĚŽƵƚĐŽŵĞƐŽĨƚŚĞŽǀĞƌĂůůĞīŽƌƚ͘ǁŝůůŵĂŝŶƚĂŝŶĨƌĞƋƵĞŶƚĐŽŵŵƵŶŝĐĂƟŽŶǁŝƚŚƐƚĂŬĞͲ ŚŽůĚĞƌƐƚŚƌŽƵŐŚĂůůƐƚĂŐĞƐŽĨƚŚĞƉƌŽũĞĐƚĂŶĚĞƐƚĂďůŝƐŚƉƌŽũĞĐƚƐƵƉƉŽƌƚŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŽĞŶƐƵƌĞ ƐƵĐĐĞƐƐ͘ǁŝůůĞŶĨŽƌĐĞĂƉƉƌŽƉƌŝĂƚĞƐƚĂŶĚĂƌĚƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚƉƌĂĐƟĐĞƐĂŶĚƉƌŽĐĞƐƐĞƐ͕ĂŶĚ ĐŽŶƚƌŽůĨŽƌƉĞƌĨŽƌŵĂŶĐĞ͕ƐĐŽƉĞ͕ĂŶĚďƵĚŐĞƚ͘ǁŝůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌŝŶŝƟĂƟŽŶ͕ƌĞƉŽƌƟŶŐ͕ŵŽŶŝͲ ƚŽƌŝŶŐĂŶĚŵĞĂƐƵƌŝŶŐƉƌŽũĞĐƚŽƵƚĐŽŵĞƐ͕ĂŶĚƉƌŽũĞĐƚĐůŽƐĞͲŽƵƚ͘ǁŝůůǁŽƌŬǁŝƚŚƚŚĞĨŽůůŽǁŝŶŐ ƉĂƌƚŶĞƌƐ;ĚĞƐĐƌŝďĞĚĨƵƌƚŚĞƌďĞůŽǁͿƚŽŝŵƉůĞŵĞŶƚƚŚŝƐƉƌŽŐƌĂŵĂŶĚƐƵƉƉŽƌƚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐ͗ ͻ ůĂƐŬĂDƵŶŝĐŝƉĂů>ĞĂŐƵĞ;D>ͿʹŵĞŵďĞƌƐŚŝƉŝŶĐůƵĚĞƐĂůůůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐŝŶůĂƐŬĂ ͻ ůĂƐŬĂEĂƟǀĞdƌŝďĂů,ĞĂůƚŚŽŶƐŽƌƟƵŵ;Ed,ͿʹƉƌŽǀŝĚĞƐƉƌŽũĞĐƚƉůĂŶŶŝŶŐĂŶĚĞŶĞƌŐǇ ĚĞƉůŽǇŵĞŶƚƚŽůĂƐŬĂ͛ƐdƌŝďĂůĐŽŵŵƵŶŝƟĞƐ͘ ͻ ůĂƐŬĂĞŶƚĞƌĨŽƌŶĞƌŐǇĂŶĚWŽǁĞƌ;WͿʹĐŽŶĚƵĐƚƐƚĞĐŚŶŽͲĞĐŽŶŽŵŝĐĂŶĂůǇƐŝƐĨŽƌƌƵƌĂů ŵŝĐƌŽͲŐƌŝĚƉƌŽũĞĐƚĨĞĂƐŝďŝůŝƚǇ͘ The roles of each project team member: ǁŝůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌƉƌŽŐƌĂŵŵĂŶĂŐĞŵĞŶƚ͕ ŝŵƉůĞŵĞŶƚĂƟŽŶ͕ĂŶĚƌĞƉŽƌƟŶŐ͕ĂƐǁĞůůĂƐƉĂƌƚŶĞƌĂŶĚƐƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚ͘ĚĚŝƟŽŶĂů ƌŽůĞƐŚĂǀĞƚŚĞĨŽůůŽǁŝŶŐƌĞƐƉŽŶƐŝďŝůŝƟĞƐƉĞƌĨŽƌŵĞĚďǇĚŝǀĞƌƐĞƚĞĂŵŵĞŵďĞƌƐ͗ ͻ WƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚĂŶĚŝĚĞŶƟĮĐĂƟŽŶʹǁŝůůǁŽƌŬǁŝƚŚWĂŶĚEd,ƚŽŝĚĞŶƟĨǇ ĨĞĂƐŝďůĞƉƌŽũĞĐƚƐĂŶĚƚŽƉƌŽǀŝĚĞƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞƚŽƉƌŽũĞĐƚƐŝŶŶĞĞĚŽĨĚĞǀĞůŽƉŵĞŶƚ͘ ͻ ^ƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚʹǁŝůůǁŽƌŬǁŝƚŚD>ƚŽĚĞǀĞůŽƉĂƐƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚ ƐƚƌĂƚĞŐǇƚŚĂƚĨŽĐƵƐĞƐŽŶƌƵƌĂů͕ĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐĂŶĚŝŶĐůƵĚĞƐŵƵŶŝĐŝƉĂůĂŶĚdƌŝďĂů ŐŽǀĞƌŶŵĞŶƚƐ͕ĂŶĚƉƵďůŝĐĂŶĚĐŽŽƉĞƌĂƟǀĞƵƟůŝƟĞƐ͘ ͻ ƉƉůŝĐĂƟŽŶƐƵƉƉŽƌƚʹD>ǁŝůůƉƌŽǀŝĚĞĂƉƉůŝĐĂƟŽŶƐƵƉƉŽƌƚĨŽƌƉƌŽũĞĐƚŐƌĂŶƚĞĞƐ͕ƚŽŽǀĞƌĐŽŵĞ ĐĂƉĂĐŝƚǇďĂƌƌŝĞƌƐƚŚĂƚŵŝŐŚƚĞǆŝƐƚŝŶĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘ ͻ WƌŽũĞĐƚƌĞǀŝĞǁĂŶĚĂŶĂůǇƐŝƐʹǁŝůůĐŽŶǀĞŶĞĂƉƌŽũĞĐƚƌĞǀŝĞǁďŽĂƌĚĐŽŵƉƌŝƐĞĚŽĨƉƌŽũĞĐƚ ƉĂƌƚŶĞƌƐĂŶĚƚĞĐŚŶŝĐĂůĞǆƉĞƌƚƐƚŽƌĞǀŝĞǁƉƌŽũĞĐƚƐĨŽƌĨĞĂƐŝďŝůŝƚǇĂŶĚŝŵƉĂĐƚ͘ ͻ /ŶŶŽǀĂƟǀĞĮŶĂŶĐŝŶŐʹǁŝůůǁŽƌŬǁŝƚŚ/ƚŽĚĞǀĞůŽƉĂŶĚŝŵƉůĞŵĞŶƚĂƉƌŽĐĞƐƐŽĨ ƉƌŝǀĂƚĞĂŶĚƉƵďůŝĐĐĂƉŝƚĂůŵŽďŝůŝǌĂƟŽŶŝŶƐƵƉƉŽƌƚŽĨƉƌŽũĞĐƚĚĞůŝǀĞƌǇ͘ ͻ WƌŽũĞĐƚĚĞƉůŽǇŵĞŶƚĂŶĚƐƵƉƉŽƌƚʹǁŝůůǁŽƌŬǁŝƚŚĞŶĂůŝŽŵŵŝƐƐŝŽŶĂŶĚEd,ŽŶ ĞīĞĐƟǀĞǁĂǇƐƚŽƐƵƉƉŽƌƚƉƌŽũĞĐƚŝŵƉůĞŵĞŶƚĂƟŽŶ͕ŝŶĐůƵĚŝŶŐƚŚƌŽƵŐŚƉƌŽĐƵƌĞŵĞŶƚĂŶĚ ƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚƐƵƉƉŽƌƚ͘ ͻ WƌŽũĞĐƚĞǀĂůƵĂƟŽŶʹǁŝůůĂŶŶƵĂůůǇĐŽŶǀĞŶĞƉƌŽũĞĐƚƉĂƌƚŶĞƌƐƚŽĐŽŶĚƵĐƚĂƚŚŽƌŽƵŐŚ ĂŶĂůǇƐŝƐŽĨƉƌŽũĞĐƚƐďŽƚŚĨŽƌƚŚĞŝƌƚĞĐŚŶŝĐĂůŵĞƌŝƚĂŶĚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐ͘dŚŝƐǁŝůůďĞĂĚĞĚŝͲ ĐĂƚĞĚĞīŽƌƚŝŶǇĞĂƌĨŽƵƌŽĨƚŚĞƉƌŽũĞĐƚ͘ ͻ ZĞƉŽƌƟŶŐĂŶĚĐŽŵƉůŝĂŶĐĞʹǁŝůůĞǆƉĞĐƚƋƵĂƌƚĞƌůǇƌĞƉŽƌƟŶŐĨƌŽŵĂůůƐƵďͲĂǁĂƌĚĞĞƐ͕ĂŶĚ ƉƌŽǀŝĚĞƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞƚŚƌŽƵŐŚEd,ĂŶĚD>ƚŽĞŶƐƵƌĞĐŽŵƉůŝĂŶĐĞ͘ ŶǇĐƌŝƟĐĂůŚĂŶĚŽīƐͬŝŶƚĞƌĚĞƉĞŶĚĞŶĐŝĞƐĂŵŽŶŐƉƌŽũĞĐƚƚĞĂŵŵĞŵďĞƌƐ͗dŚĞƌĞĂƌĞŵƵůƟƉůĞ ƐƚĂŐĞƐĂƚǁŚŝĐŚĐƌŝƟĐĂůŚĂŶĚŽīƐĂŶĚŝŶƚĞƌĚĞƉĞŶĚĞŶĐŝĞƐŽĐĐƵƌ͘ ͻ WƌŽũĞĐƚƐĞůĞĐƟŽŶʹWƌŽũĞĐƚƚĞĂŵŵĞŵďĞƌƐǁŝůůďĞŝŶǀŽůǀĞĚŝŶƐŽůŝĐŝƟŶŐĂŶĚŝĚĞŶƟĨǇŝŶŐƉƌŽũͲ ĞĐƚƐ͕ƌĞǀŝĞǁŝŶŐƉƌŽũĞĐƚƐĨŽƌŐƌĞĂƚĞƐƚĨĞĂƐŝďŝůŝƚǇĂŶĚŝŵƉĂĐƚ͕ĂŶĚƐĞůĞĐƟŶŐĂǁĂƌĚƐ͘ ͻ WƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚʹWƌŽũĞĐƚƚĞĂŵŵĞŵďĞƌƐǁŝůůĞƐƚĂďůŝƐŚǁŽƌŬŝŶŐƌĞůĂƟŽŶƐŚŝƉƐǁŝƚŚ ƉƌŽũĞĐƚƉƌŽƉŽŶĞŶƚƐ͕ĂŶĚŝŶĐůƵĚĞƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞĂĐƟǀŝƟĞƐĂƐƉĂƌƚŽĨƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚ͕ ŝŶĐůƵĚŝŶŐǁŽƌŬĨŽƌĐĞĚĞǀĞůŽƉŵĞŶƚ͕ŵŽĚĞůŝŶŐĂŶĚĂŶĂůǇƐŝƐ͕ĂŶĚƉƌŽũĞĐƚŝŵƉůĞŵĞŶƚĂƟŽŶƐƵƉƉŽƌƚ͘ ͻ ĞŶĞĮƚƐƚƌĂĐŬŝŶŐʹWƌŽũĞĐƚƚĞĂŵŵĞŵďĞƌƐǁŝůůǁŽƌŬǁŝƚŚƌĞĐŝƉŝĞŶƚƐƚŽĞƐƚĂďůŝƐŚƐǇƐƚĞŵƐƚŽ ƚƌĂĐŬƚĞĐŚŶŝĐĂůĂŶĚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐ͕ǁŚŝĐŚǁŝůůŝŶĐůƵĚĞĂǀŽŝĚĞĚĚŝĞƐĞůƵƐĞ͕ĐŽƐƚƐĂǀŝŶŐƐ͕ ĂŶĚůŽĐĂůĂŶĚdƌŝďĂůďĞŶĞĮƚƐ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 19 ALASKA ENERGY AUTHORITY dŚĞƚĞĐŚŶŝĐĂůĂŶĚŵĂŶĂŐĞŵĞŶƚĂƐƉĞĐƚƐŽĨƚŚĞŵĂŶĂŐĞŵĞŶƚƉůĂŶ͕ŝŶĐůƵĚŝŶŐƐǇƐƚĞŵƐĂŶĚƉƌĂĐ- ƟĐĞƐ͕ƐƵĐŚĂƐĮŶĂŶĐŝĂůĂŶĚƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚƉƌĂĐƟĐĞƐ͗ŝƐƚŚĞ^ƚĂƚĞ͛ƐƉƌŝŵĂƌǇĂŐĞŶĐǇ ƌĞƐƉŽŶƐŝďůĞĨŽƌůŽǁĞƌŝŶŐƚŚĞĐŽƐƚŽĨĞŶĞƌŐǇŝŶůĂƐŬĂ͘ŚĂƐĞǆƉĞƌŝĞŶĐĞĚƐƚĂīĂŶĚŵĂŶĂŐĞŵĞŶƚ ƐǇƐƚĞŵƐŝŶƉůĂĐĞƚŽĂĚŵŝŶŝƐƚĞƌƚŚŝƐŵŝĐƌŽŐƌŝĚƚƌĂŶƐĨŽƌŵĂƟŽŶ͕ĂŶĚƚŚĞŽǀĞƌĂůůƉƌŽŐƌĂŵŵĂŶĂŐĞͲ ŵĞŶƚ͘ŚĂƐĂĨƵůůƐƵŝƚĞŽĨŚŝŐŚůǇƋƵĂůŝĮĞĚŝŶĚŝǀŝĚƵĂůƐ͕ĂŶĚĂƐƚƌŽŶŐƐǇƐƚĞŵŽĨŝŶƚĞƌŶĂůĐŽŶƚƌŽůƐ ŝŶƉůĂĐĞƚŚĂƚĨĂĐŝůŝƚĂƚĞƐŵĞĞƟŶŐĂůůĐŽŵƉůŝĂŶĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͛͘ƐĮŶĂŶĐŝĂůĂŶĚƉƌŽũĞĐƚŵĂŶĂŐĞͲ ŵĞŶƚĐĂƉĂďŝůŝƟĞƐĂƌĞĚĞŵŽŶƐƚƌĂƚĞĚďǇƌĞĐĞŝƉƚŽĨƵŶƋƵĂůŝĮĞĚĂƵĚŝƚŽƉŝŶŝŽŶƐĨŽƌďŽƚŚŽƵƌĂŶŶƵĂů &ŝŶĂŶĐŝĂů^ƚĂƚĞŵĞŶƚƐĂŶĚ&ĞĚĞƌĂů^ŝŶŐůĞƵĚŝƚƌĞƉŽƌƚ͕ůŽĐĂƚĞĚŽŶ͛ƐǁĞďƐŝƚĞ͘ƉƌŽǀŝĚĞƐ ŐƌĂŶƚƐĂŶĚůŽĂŶƐĨŽƌƋƵĂůŝĮĞĚĞŶĞƌŐǇŝŶĨƌĂƐƚƌƵĐƚƵƌĞƉƌŽũĞĐƚƐĂŶĚŽǁŶƐĞŶĞƌŐǇŝŶĨƌĂƐƚƌƵĐƚƵƌĞĨŽƌ ƚŚĞďĞŶĞĮƚŽĨůĂƐŬĂŶƐ͘ŚĂƐƚŚĞůĞŐĂůĂƵƚŚŽƌŝƚǇƚŽĞŶƚĞƌŝŶƚŽĂĮŶĂŶĐŝĂůĂƐƐŝƐƚĂŶĐĞƌĞůĂƟŽŶƐŚŝƉ ǁŝƚŚƚŚĞh͘^͘ĞƉĂƌƚŵĞŶƚŽĨŶĞƌŐǇ͕ĂŶĚŝƐĞǆƉĞƌŝĞŶĐĞĚǁŝƚŚŵĂŶĂŐŝŶŐĨĞĚĞƌĂůĂǁĂƌĚƐ͕ŝŶĐůƵĚŝŶŐ ŵŽƐƚƌĞĐĞŶƚůǇƚŚĞEĂƟŽŶĂůůĞĐƚƌŝĐsĞŚŝĐůĞ/ŶĨƌĂƐƚƌƵĐƚƵƌĞ;Es/ͿĚĞƉůŽǇŵĞŶƚ͕ĂŶĂǁĂƌĚŽĨΨϱϮ ŵŝůůŝŽŶ͘ĚĚŝƟŽŶĂůůǇ͕ĂƐĂŶĂƵƚŚŽƌŝƚǇŽĨƚŚĞ^ƚĂƚĞ͕ƉƌŽĚƵĐĞƐĂŶĂŶŶƵĂůĮŶĂŶĐŝĂůƌĞƉŽƌƚ͘ The approach to project risk management: ǁŝůůƉƌŽĂĐƟǀĞůǇŵĂŶĂŐĞƉƌŽũĞĐƚƌŝƐŬƚŚƌŽƵŐŚ ĐŽŶƟŶƵŽƵƐƌŝƐŬŝĚĞŶƟĮĐĂƟŽŶ͕ĞǀĂůƵĂƟŽŶ͕ŵŝƟŐĂƟŽŶ͕ŵŽŶŝƚŽƌŝŶŐ͕ĂŶĚŵĞĂƐƵƌĞŵĞŶƚ͘ZŝƐŬƐǁŝůůďĞ ƌĞŐŝƐƚĞƌĞĚƚŽƚƌĂĐŬŝƐƐƵĞƐŝĚĞŶƟĮĞĚĂŶĚĂŶĂůǇǌĞĚƚŽĞǆĂŵŝŶĞŚŽǁƉƌŽũĞĐƚŽƵƚĐŽŵĞƐŵŝŐŚƚĐŚĂŶŐĞ ĚƵĞƚŽƚŚĞŝŵƉĂĐƚŽĨƚŚĞĞǀĞŶƚ͘dŚĞƉƌŽũĞĐƚƚĞĂŵǁŝůůĚĞǀĞůŽƉƉůĂŶƐƚŽƌĞĚƵĐĞŽƌŵĂŶĂŐĞƚŚĞ ŝŵƉĂĐƚƐŽĨƚŚĞƌŝƐŬ͕ĂƐŝƚŝƐŝĚĞŶƟĮĞĚ͘/ĚĞŶƟĮĞĚƌŝƐŬƐǁŝůůďĞŵŽŶŝƚŽƌĞĚĨŽƌĂŶǇŶĞĐĞƐƐĂƌǇƌĞĂƐƐĞƐƐͲ ŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐƚƌŝŐŐĞƌĐŽŶĚŝƟŽŶƐĂŶĚĐƌŝƟĐĂůŝƚǇ͘dŚĞƌŝƐŬŵĂŶĂŐĞŵĞŶƚƉƌŽĐĞƐƐǁŝůůďĞŝŶƚĞƌŶĂůůǇ ĂƵĚŝƚĞĚƚŽĚĞƚĞƌŵŝŶĞƚŚĞĂĐĐƵƌĂĐǇŽĨƚŚĞŝĚĞŶƟĮĐĂƟŽŶ͕ƐĞǀĞƌŝƚǇ͕ĂŶĚŝŵƉĂĐƚŽĨƚŚĞĞǀĞŶƚ͘ WůĂŶĨŽƌƐĞĐƵƌŝŶŐĂƋƵĂůŝĮĞĚǁŽƌŬĨŽƌĐĞĂŶĚŵŝƟŐĂƟŶŐƌŝƐŬƐƚŽƉƌŽũĞĐƚƉĞƌĨŽƌŵĂŶĐĞŝŶĐůƵĚŝŶŐ but not limited to community or labor disputes:dŚĞƉƌŽũĞĐƚƚĞĂŵǁŝůůŐŽƚŚƌŽƵŐŚĂƉƌŽĐĞƐƐ ŽĨƐƚƌĂƚĞŐŝĐǁŽƌŬĨŽƌĐĞƉůĂŶŶŝŶŐƚŚĂƚŝŶĐůƵĚĞƐĂŶƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨĚĞŵŽŐƌĂƉŚŝĐĐŚĂŶŐĞƐ͕ĐŽƐƚ ƌĞĚƵĐƟŽŶƐ͕ƚĂůĞŶƚŵĂŶĂŐĞŵĞŶƚ͕ĂŶĚŇĞǆŝďŝůŝƚǇ͘dŚĞƉƌŽũĞĐƚŝƐƌĞƐƉŽŶƐŝǀĞƚŽĐƵƌƌĞŶƚĐŽŶĚŝƟŽŶƐ͕ ǁŚĞƌĞĂƋƵĂůŝĮĞĚǁŽƌŬĨŽƌĐĞŝƐĐƌŝƟĐĂůĨŽƌƉƌŽũĞĐƚĚĞůŝǀĞƌǇ͕ďƵƚƚŚĞĂǀĂŝůĂďŝůŝƚǇŽĨƐŬŝůůĞĚǁŽƌŬĞƌƐ ŚĂƐďĞĞŶƌĞĚƵĐĞĚ͘ĂŶĚƉĂƌƚŶĞƌƐǁŝůůǁŽƌŬǁŝƚŚƉƌŽũĞĐƚƉƌŽƉŽŶĞŶƚƐƚŽĚĞƐŝŐŶǁŽƌŬĨŽƌĐĞ ƐƚƌĂƚĞŐŝĞƐƚŚĂƚůŝŵŝƚǀĂĐĂŶĐŝĞƐĂŶĚŽǀĞƌƐƚĂĸŶŐ͕ĞŶƐƵƌĞĐƌŝƟĐĂůĐŽŵƉĞƚĞŶĐŝĞƐ͕ŝŶĐůƵĚĞĐŽƐƚ ĞĸĐŝĞŶĐǇƚŚĂƚŝƐŵĂŶĂŐĞĂďůĞ͕ĂŶĚŵĂŝŶƚĂŝŶĂǁŽƌŬĨŽƌĐĞƚŚĂƚŝƐĂŐŝůĞ͕ƌĞƐŝůŝĞŶƚ͕ĂŶĚŇĞǆŝďůĞ͘ dŚĞƉƌŽũĞĐƚ͛ƐŽŵŵƵŶŝƚǇĞŶĞĮƚƐWůĂŶŽƵƚůŝŶĞƐǁĂǇƐŝŶǁŚŝĐŚƚŚĞƉƌŽũĞĐƚǁŝůůǁŽƌŬǁŝƚŚĂŶĚ ƚŚƌŽƵŐŚůĂƐŬĂ͛ƐůĂďŽƌĞĐŽƐǇƐƚĞŵƚŽƐƚƌĞŶŐƚŚĞŶǁŽƌŬĨŽƌĐĞƉĞƌĨŽƌŵĂŶĐĞĂŶĚŵŝƟŐĂƚĞĚŝƐƉƵƚĞƐ͘ dŚŝƐŝŶĐůƵĚĞƐƉƌŽǀŝƐŝŽŶƐƚŚĂƚŵĂǆŝŵŝǌĞůŽĐĂůůĂďŽƌĂŶĚĐŽŵƉĞƟƟǀĞǁĂŐĞƐ͘ ĚĞƐĐƌŝƉƟŽŶŽĨŚŽǁƉƌŽũĞĐƚĐŚĂŶŐĞƐǁŝůůďĞŚĂŶĚůĞĚ͗WƌŽũĞĐƚĐŚĂŶŐĞƐǁŝůůďĞŵĂŶĂŐĞĚǁŝƚŚĂ ƐǇƐƚĞŵĂƟĐƉƌŽĐĞƐƐĨŽƌƌĞƋƵĞƐƟŶŐ͕ůŽŐŐŝŶŐ͕ĞǀĂůƵĂƟŶŐ͕ĂŶĚĂƉƉƌŽǀŝŶŐ;ŽƌĚĞŶǇŝŶŐͿƐĐŽƉĞ͕ƐĐŚĞĚƵůĞ͕ ĂŶĚďƵĚŐĞƚĐŚĂŶŐĞƐƌĞƋƵĞƐƚĞĚĚƵƌŝŶŐƚŚĞƉƌŽũĞĐƚĂĐĐŽƌĚŝŶŐƚŽƚŚĞƚĂďůĞŽŶƚŚĞĨŽůůŽǁŝŶŐƉĂŐĞ͘ KǀĞƌĂůůWƌŽũĞĐƚDĂŶĂŐĞŵĞŶƚĂŶĚWůĂŶŶŝŶŐ;ůůƵĚŐĞƚWĞƌŝŽĚƐͿ dŚĞƌĞĐŝƉŝĞŶƚǁŝůůƉĞƌĨŽƌŵƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚĂĐƟǀŝƟĞƐƚŽŝŶĐůƵĚĞƉƌŽũĞĐƚƉůĂŶŶŝŶŐĂŶĚĐŽŶƚƌŽů͕ ĮŶĂŶĐŝĂůŵĂŶĂŐĞŵĞŶƚ͕ĚĂƚĂŵĂŶĂŐĞŵĞŶƚ͕ŵĂŶĂŐĞŵĞŶƚŽĨƐƵƉƉůŝĞƐĂŶĚͬŽƌĞƋƵŝƉŵĞŶƚ͕ƌŝƐŬŵĂŶĂŐĞͲ ŵĞŶƚ͕ĂŶĚƌĞƉŽƌƟŶŐĂƐƌĞƋƵŝƌĞĚƚŽƐƵĐĐĞƐƐĨƵůůǇĂĐŚŝĞǀĞƚŚĞŽǀĞƌĂůůŽďũĞĐƟǀĞƐŽĨƚŚĞƉƌŽũĞĐƚ͘ dĂƐŬϬ͘ϬʹWƌŽũĞĐƚDĂŶĂŐĞŵĞŶƚĂŶĚWůĂŶŶŝŶŐ͗dŚĞZĞĐŝƉŝĞŶƚƐŚĂůůĚĞǀĞůŽƉĂŶĚŵĂŝŶƚĂŝŶƚŚĞ WƌŽũĞĐƚDĂŶĂŐĞŵĞŶƚWůĂŶ;WDWͿ͘dŚĞĐŽŶƚĞŶƚ͕ŽƌŐĂŶŝǌĂƟŽŶ͕ĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌƌĞǀŝƐŝŽŶŽĨ ƚŚĞWDWĂƌĞŝĚĞŶƟĮĞĚŝŶƚŚĞ&ĞĚĞƌĂůƐƐŝƐƚĂŶĐĞZĞƉŽƌƟŶŐŚĞĐŬůŝƐƚĂŶĚ/ŶƐƚƌƵĐƟŽŶƐ͘ǁŝůů ŵĂŶĂŐĞĂŶĚŝŵƉůĞŵĞŶƚƚŚĞƉƌŽũĞĐƚŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞWDW͘dŚĞWDWƐŚĂůůďĞƌĞǀŝƐĞĚĂŶĚ ƌĞƐƵďŵŝƩĞĚĂƐŽŌĞŶĂƐŶĞĐĞƐƐĂƌǇ͕ĚƵƌŝŶŐƚŚĞĐŽƵƌƐĞŽĨƚŚĞƉƌŽũĞĐƚ͕ƚŽĐĂƉƚƵƌĞĂŶǇŵĂũŽƌͬƐŝŐŶŝĨͲ ŝĐĂŶƚĐŚĂŶŐĞƐƚŽƚŚĞƉůĂŶŶĞĚĂƉƉƌŽĂĐŚ͕ďƵĚŐĞƚ͕ŬĞǇƉĞƌƐŽŶŶĞů͕ŵĂũŽƌƌĞƐŽƵƌĐĞƐ͕ĞƚĐ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 20 ALASKA ENERGY AUTHORITY Approach to Quality Assurance/Control:ǁŝůůĞƐƚĂďůŝƐŚĂĐƵƐƚŽŵŝǌĞĚƋƵĂůŝƚǇŵĂŶĂŐĞͲ ŵĞŶƚƉůĂŶƚŽĂƐƐƵƌĞƋƵĂůŝƚǇƐƚĂŶĚĂƌĚƐĂŶĚƉƌŽĐĞƐƐĞƐĂƌĞĂŐƌĞĞĚƵƉŽŶĂŶĚĨŽůůŽǁĞĚ͘<ĞǇ ƉƌŽũĞĐƚƋƵĂůŝƚǇŵĞĂƐƵƌĞŵĞŶƚƐǁŝůůďĞŝĚĞŶƟĮĞĚĂŶĚĚĞĮŶĞĚ͕ƌĞƐƉŽŶƐŝďŝůŝƟĞƐǁŝůůďĞĂƐƐŝŐŶĞĚ ƚŽĂƉƉƌŽƉƌŝĂƚĞƐƚĂīĂŶĚƉĂƌƚŶĞƌƐ͕ĂŶĚĂĐŚĞĐŬůŝƐƚǁŝůůďĞĐƌĞĂƚĞĚƚŽĞŶƐƵƌĞƚŚĞƉůĂŶŚĂƐďĞĞŶ ŝŵƉůĞŵĞŶƚĞĚ͘ DĂŝŶƚĂŝŶŝŶŐĐŽŵŵƵŶŝĐĂƟŽŶƐĂŵŽŶŐƉƌŽũĞĐƚƚĞĂŵŵĞŵďĞƌƐ͗/ŶƚĞƌŶĂůĐŽŵŵƵŶŝĐĂƟŽŶƐ ƐƚƌĂƚĞŐŝĞƐĂŶĚƚĂĐƟĐƐǁŝůůďĞŽƌŐĂŶŝǌĞĚďǇƚǇƉĞ͕ĨƌĞƋƵĞŶĐǇ͕ĂŶĚĂƵĚŝĞŶĐĞƚŽĞŶƐƵƌĞƌĞůĞǀĂŶƚ ŝŶĨŽƌŵĂƟŽŶŝƐƐŚĂƌĞĚǁŝƚŚĂƉƉƌŽƉƌŝĂƚĞƐƚĂŬĞŚŽůĚĞƌƐďĂƐĞĚŽŶƚŚĞŝƌƌŽůĞƐĂŶĚƌĞƐƉŽŶƐŝďŝůŝƟĞƐ͕ ĂƐĚĞƐĐƌŝďĞĚďĞůŽǁ͘ Type Method &ƌĞƋƵĞŶĐǇ Purpose Lead Audience ƵĚŝĞŶĐĞ͗/ŶƚĞƌŶĂůWƌŽũĞĐƚdĞĂŵKŶůǇ WƌŽũĞĐƚ hƉĚĂƚĞ DĞĞƟŶŐ ĂŝůǇ ŝƐĐƵƐƐƉƌŽũĞĐƚƐƚĂƚƵƐĂŶĚĂŶǇ ŝŵŵĞĚŝĂƚĞŝƐƐƵĞƐ͘ WƌŽũĞĐƚ ŵĂŶĂŐĞƌ /ŶƚĞƌŶĂůƉƌŽũĞĐƚ ƚĞĂŵ dĂƐŬhƉĚĂƚĞ WƌŽũĞĐƚ ŵĂŶĂŐĞŵĞŶƚ ƐŽŌǁĂƌĞ ĂŝůǇ WƌŽǀŝĚĞĚĂŝůǇƉƌŽŐƌĞƐƐŽŶ ĂƐƐŝŐŶĞĚƚĂƐŬƐ͘ WƌŽũĞĐƚ ŵĂŶĂŐĞƌ /ŶƚĞƌŶĂůƉƌŽũĞĐƚ ƚĞĂŵ ƵĚŝĞŶĐĞ͗/ŶƚĞƌŶĂůWƌŽũĞĐƚdĞĂŵ͕WDKĂŶĚWƌŽũĞĐƚ'ƌĂŶƚĞĞ WƌŽũĞĐƚ ZĞǀŝĞǁ DĞĞƟŶŐ ƚƐĐŚĞĚƵůĞĚ ŵŝůĞƐƚŽŶĞƐ ǀĂůƵĂƚĞĚĞůŝǀĞƌĂďůĞƐ͕ĚŝƐĐƵƐƐ ŶĞǆƚƐƚĞƉƐ͘ WƌŽũĞĐƚ ŵĂŶĂŐĞƌ /ŶƚĞƌŶĂůƉƌŽũĞĐƚ ƚĞĂŵ͕ĂŶĚ ƉƌŽũĞĐƚŐƌĂŶƚĞĞ WƌŽũĞĐƚ ĞǀĂůƵĂƟŽŶ DĞĞƟŶŐ ƚƉƌŽũĞĐƚ ĐŽŶĐůƵƐŝŽŶ ZĞŇĞĐƚŽŶƉƌŽũĞĐƚƉĞƌĨŽƌŵĂŶĐĞ ĂŶĚŝĚĞŶƟĨǇůĞƐƐŽŶƐůĞĂƌŶĞĚ͘ WƌŽũĞĐƚ ŵĂŶĂŐĞƌ /ŶƚĞƌŶĂůƉƌŽũĞĐƚ ƚĞĂŵ͕ĂŶĚ ƉƌŽũĞĐƚŐƌĂŶƚĞĞ WƌŽũĞĐƚ^ƚĂƚƵƐ WƌŽũĞĐƚ ŵĂŶĂŐĞŵĞŶƚ ƐŽŌǁĂƌĞ tĞĞŬůǇ WƌŽǀŝĚĞƵƉĚĂƚĞƐŽŶƉƌŽũĞĐƚƐƚĂƚƵƐ ĂŶĚŚŝŐŚůŝŐŚƚĂŶǇŝƐƐƵĞƐ͕ĐŚĂůůĞŶŐĞƐ͕ ƉƌŽďůĞŵƐ͕ĚĞĐŝƐŝŽŶƐĂŶĚͬŽƌĐŚĂŶŐĞƐ͘ WƌŽũĞĐƚ ŵĂŶĂŐĞƌ /ŶƚĞƌŶĂůƉƌŽũĞĐƚ ƚĞĂŵ͕ĂŶĚ ƉƌŽũĞĐƚŐƌĂŶƚĞĞ Responsible WƌŽĐĞƐƐ^ƚĞƉ ĞƐĐƌŝƉƟŽŶ ZĞƋƵĞƐƚŽƌ ϭ͘/ĚĞŶƟĨǇŶĞĞĚĨŽƌ ĐŚĂŶŐĞ͘ ^ƵďŵŝƚĐŽŵƉůĞƚĞĐŚĂŶŐĞƌĞƋƵĞƐƚĨŽƌŵƚŽƚŚĞƉƌŽũĞĐƚ ŵĂŶĂŐĞƌ͘ Project Manager Ϯ͘>ŽŐĐŚĂŶŐĞŝŶĐŚĂŶŐĞ ƌĞƋƵĞƐƚůŽŐ͘ DĂŝŶƚĂŝŶůŽŐŽĨĂůůƐƵďŵŝƩĞĚĐŚĂŶŐĞƌĞƋƵĞƐƚƐƚŚƌŽƵŐŚŽƵƚ ƚŚĞƉƌŽũĞĐƚ͛ƐůŝĨĞĐǇĐůĞ͘ WƌŽũĞĐƚDĂŶĂŐĞƌ͕ dĞĂŵ͕ZĞƋƵĞƐƚŽƌ ϯ͘ ǀĂůƵĂƚĞĐŚĂŶŐĞ͘ ŽŶĚƵĐƚƉƌĞůŝŵŝŶĂƌǇĂŶĂůǇƐŝƐŽĨƉŽƚĞŶƟĂůŝŵƉĂĐƚŽĨĞĂĐŚ ĐŚĂŶŐĞƚŽƌŝƐŬ͕ƐĐŽƉĞ͕ƐĐŚĞĚƵůĞ͕ĂŶĚĐŽƐƚ͘^ĞĞŬĐůĂƌŝĮĐĂƟŽŶĂƐ ŶĞĞĚĞĚĨƌŽŵƚĞĂŵĂŶĚĐŚĂŶŐĞƌĞƋƵĞƐƚŽƌ͘ Project Manager ϰ͘^ƵďŵŝƚĐŚĂŶŐĞ ƌĞƋƵĞƐƚƚŽ͘ ^ƵďŵŝƚĐŚĂŶŐĞƌĞƋƵĞƐƚĂŶĚƉƌĞůŝŵŝŶĂƌǇĂŶĂůǇƐŝƐƚŽĨŽƌ ƌĞǀŝĞǁ͘ ϱ͘ DĂŬĞĮŶĂůĚĞĐŝƐŝŽŶ ƚŽĂƉƉƌŽǀĞŽƌĚĞŶǇ ĐŚĂŶŐĞƌĞƋƵĞƐƚ͘ ŝƐĐƵƐƐƉƌŽƉŽƐĞĚĐŚĂŶŐĞĂŶĚĚĞĐŝĚĞǁŚĞƚŚĞƌŝƚǁŝůůďĞ ĂƉƉƌŽǀĞĚďĂƐĞĚŽŶĂůůƐƵďŵŝƩĞĚŝŶĨŽƌŵĂƟŽŶ͘ Project Manager ϲ͘ŽŵŵƵŶŝĐĂƚĞ ĚĞĐŝƐŝŽŶ͘ ŽŵŵƵŶŝĐĂƚĞĚĞĐŝƐŝŽŶƚŽƌĞƋƵĞƐƚŽƌ͕ƚĞĂŵŵĞŵďĞƌƐ͕ĂŶĚ ƐƚĂŬĞŚŽůĚĞƌƐ͘ Project Manager ϳ͘ /ŵƉůĞŵĞŶƚĐŚĂŶŐĞ͘ /ĨĐŚĂŶŐĞŝƐĂƉƉƌŽǀĞĚďǇ͕ƵƉĚĂƚĞĂŶĚƌĞͲďĂƐĞůŝŶĞƉƌŽũĞĐƚ ĚŽĐƵŵĞŶƚĂƟŽŶĂƐŶĞĐĞƐƐĂƌǇ͘ dĂƐŬϬ͘ϭͲ<ŝĐŬͲKīDĞĞƟŶŐ͗ǁŝůůƉĂƌƟĐŝƉĂƚĞŝŶĂƉƌŽũĞĐƚŬŝĐŬŽīŵĞĞƟŶŐǁŝƚŚƚŚĞKǁŝƚŚŝŶ ϯϬĚĂǇƐŽĨƉƌŽũĞĐƚŝŶŝƟĂƟŽŶ͘ RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 21 ALASKA ENERGY AUTHORITY dĞĐŚŶŝĐĂůYƵĂůŝĮĐĂƟŽŶƐĂŶĚZĞƐŽƵƌĐĞƐ WƌŽũĞĐƚƚĞĂŵ͛ƐƵŶŝƋƵĞƋƵĂůŝĮĐĂƟŽŶƐĂŶĚĞǆƉĞƌƟƐĞ͕ŝŶĐůƵĚŝŶŐƚŚŽƐĞŽĨŬĞǇƐƵďͲƌĞĐŝƉŝĞŶƚƐ͘ ŝƐĂŶŝŶĚĞƉĞŶĚĞŶƚĂŶĚƉƵďůŝĐĐŽƌƉŽƌĂƟŽŶŽĨƚŚĞ^ƚĂƚĞŽĨůĂƐŬĂ͕ĞƐƚ͘ϭϵϳϲ͘ŝƐŐŽǀĞƌŶĞĚ ďǇĂďŽĂƌĚŽĨĚŝƌĞĐƚŽƌƐǁŝƚŚƚŚĞŵŝƐƐŝŽŶƚŽ͞ƌĞĚƵĐĞƚŚĞĐŽƐƚŽĨĞŶĞƌŐǇŝŶůĂƐŬĂ͘͟ŝƐƚŚĞ ^ƚĂƚĞŶĞƌŐǇKĸĐĞĂŶĚůĞĂĚĂŐĞŶĐǇĨŽƌƐƚĂƚĞǁŝĚĞĞŶĞƌŐǇƉŽůŝĐǇĂŶĚƉƌŽŐƌĂŵĚĞǀĞůŽƉŵĞŶƚ͘ tŚĞƚŚĞƌďƵŝůĚŝŶŐŵŽĚĞƌŶĂŶĚĐŽĚĞͲĐŽŵƉůŝĂŶƚďƵůŬĨƵĞůƚĂŶŬĨĂƌŵƐ͕ƵƉŐƌĂĚŝŶŐƚŽŚŝŐŚͲĞĸͲ ĐŝĞŶĐǇŐĞŶĞƌĂƚŽƌƐŝŶƌƵƌĂůƉŽǁĞƌŚŽƵƐĞƐǇƐƚĞŵƐ͕ŽƌŝŶƚĞŐƌĂƟŶŐƌĞŶĞǁĂďůĞĞŶĞƌŐǇƉƌŽũĞĐƚƐ͕ ĞŵƉŚĂƐŝǌĞƐĐŽŵŵƵŶŝƚǇͲďĂƐĞĚƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚ͛͘ƐĐŽƌĞƉƌŽŐƌĂŵƐǁŽƌŬƚŽĚŝǀĞƌƐŝĨǇ ĞŶĞƌŐǇůĂƐŬĂ͛ƐĞŶĞƌŐǇƉŽƌƞŽůŝŽ͕ůĞĂĚĞŶĞƌŐǇƉůĂŶŶŝŶŐĂŶĚƉŽůŝĐǇ͕ŝŶǀĞƐƚŝŶůĂƐŬĂ͛ƐĞŶĞƌŐǇŝŶĨƌĂͲ 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THAYER Experience and Achievements Alaska Energy Authority 2019-Present The Alaska Energy Authority (AEA) is a public corporation of the State of Alaska governed by a board of directors with the mission to “reduce the cost of energy in Alaska.” AEA is the state's energy office and lead agency for statewide energy policy and program development. Position: Executive Director x The Executive Director serves as the Chief Executive Officer of the Authority, responsible for all business and operations. I work closely with the Board as it sets Authority policies, goals, and objectives, and is responsible for the execution of Board directives. I have developed a close relationship with the Governor, Commissioners of principal State departments, the Legislature, business community, and the public to advance the mission of the Authority. Achievements: Increased the profile and developed a strategic action plan to advance the goal and objectives of the Authority x Worked with the Board to establish long-range vision, strategies, goals, policies, and plans; including leading the strategic planning process and working with the Board and Legislature to implement the strategy to achieve that vision. x Strengthening the working relationship with the five utilities is like shuttle diplomacy. A few of the key issues during the three years have included purchase of develop a strategy and bonding package for a $170 million upgrade for the transmission lines from Homer to Anchorage (closes 11/30/22), purchase SS/Q line ($17 million), Battle Creek diversion and construction delays and construction claims, ligation on the SQ line, and Governor’s goal of reducing the cost of power. Managing expectations of the Board, Governor ’s Office, Legislature and our five utility partners has proved to be challenging (and rewarding). x Oversight responsibility of the Authority’s rural energy programs, including energy system upgrades, loan programs, alternative/renewable energy, energy efficiency, and the Power Cost Equalization program. x Reviewed and analyzed legislation, laws, regulations, and other public policies that may affect the Authority’s mission and programs and recommends changes when appropriate. x Developing and maintaining professional/cooperative relationships with local, state, and federal agencies, and Authority business partners. x Working with legislative or other government agencies regarding policies, programs, and budgets. Alaska State Chamber of Commerce 2015-2019 The Alaska Chamber is a non-profit, membership funded advocacy organization founded in 1953. The Chamber membership is comprised of companies, associations, and individuals from every business sector in Alaska. The Chamber’s core mission is to make Alaska the best place to do business through its advocacy for and defense of sound business policies based on the principles of free enterprise, personal responsibility, and limited government. Position: President and CEO x As the President & Chief Executive Officer, I serve as the top administrative officer, principal spokesman, chief advocate in Juneau and Washington DC, chief finance officer and team leader. Achievements: Raised the profile of the Alaska Chamber x Coordinated and guided the work of staff, lobbyists, counsel, committee, and volunteers in marshaling and expressing the Chamber’s business perspective on public policy issues which has increased the profile of the Alaska Chamber statewide through outreach and tackling tough legislative positions that benefit and promote business. x Lead efforts to develop and manage coalitions involving other business associations, advocacy groups local chambers and the US Chamber to achieve Chamber goals. x Grew Chamber membership for the last three straight years. x Developed and implemented a financial plan that has increased Chamber reserves by 15 percent within three years. State of Alaska, Department of Administration 2012 – 2014 With 1,100 employees and an annual budget of $350 million, DoA facilitates state government operations by providing policy leadership and management services in essential areas, including finance/accounting, payroll, human resources/retirement benefits, information technology, labor negotiations, legal services, procurement/facilities, and risk management. Positions: Commissioner & Deputy Commissioner x Served as the chief executive officer of DoA and as a member of Governor Sean Parnell’s cabinet. Unanimously confirmed by the Alaska State Legislature. x Advised Governor on IT, pensions, healthcare, and labor relations with the Legislature and business community. x Responsible for development and implementation of all DOA policies and programs. Hired and managed two deputy commissioners and ten division directors. Achievements: Reducing the Cost of Government x Reformed PERS/TERS (state/local government pension programs) to reduce annual state contribution and ensure long-term solvency. Annual savings are more than $300 million. x Restructured AlaskaCare (state healthcare program) to reduce state contribution without reducing core benefits. Annual savings are more than $60 million. x Negotiated with the state’s eleven public employee’s unions to limit automatic merit increases, reduce leave accruals, and cap benefit cash-outs, all without work stoppages. Annual savings are more than $20 million. x Worked with Legislature to revamp state procurement statutes to increase transparency and competition. Applied new statutes and best practices to major telecom procurement, which reduced annual state expenses by 50%. Previous Experience x 2009-2012: Deputy Commissioner, State of Alaska, Department of Commerce, Community, and Economic Development x 2004-2009: Director, Corporate and External Affairs, ENSTAR Natural Gas Company x 2002-2004: President & CEO, Thayer & Associates (political and corporate communications consulting) x 2001-2002: External Affairs Advisor, Alaska Gas Producers Pipeline Team (BP, Phillips, Exxon) x 1997-2000: Special Assistant, U.S Congressman Don Young (R-Alaska) x 1993-1996: Professional Staff, U.S House Committee on Natural Resources x 1991-1992: Management Specialist, Federal Bureau of Investigation (FBI) Education x University of Alaska Fairbanks, Fairbanks, AK. Bachelor of Arts in Political Science and Business/Justice x National Renewable Energy Lab (NREL), Golden CO, Executive Energy Leadership Academy x University of Wisconsin, Institute of Organizational Management, U.S. Chamber x State of Alaska, Real Estate License Community Activities CURRENT x Alaska Board of Marine Pilots, Chair x Don Young Institute for Alaska, Chair x Alaska Leaders Archives, Treasurer PAST x Alaska Gas Line Development Corporation, Director x Alaska Housing Finance Corporation, Director x Alaska Retirement Management Board, Trustee x Alaska Royalty Oil and Gas Development Advisory Board, Director x Abused Women Aid in Crisis (AWAIC), Director and Treasurer x Committee of 100 Top Chamber Executives, U.S. Chamber x Council of State Chamber Executives x Selected as “Top 40 under 40” community leader CLAY CHRISTIAN MBA, MS, CPA, CIA clay.christian@gmail.com • Cell: 301-706-1061• LinkedIn Profile • Chief Financial Officer • Chief financial officer with a long career of leadership for organizations undergoing major transitions. Creative and sound decision-making through changes in strategic direction, mergers and acquisitions, fundraising, debt and equity financing, performance improvement, financial audit restatements, and information systems. Focus areas include capital programs, investment, restructuring and alignment, asset management, procurement, real estate and construction, contract management, optimization, compliance, team building, and continuous training and process improvement. Deep experience with public and private partnerships, government sponsored entities, not-for-profit companies, investment tax credit, and qualified opportunity zone business development programs. Certified Public Accountant, Certified Internal Auditor, and Big 4 public auditor. • CORE COMPETENCIES • Chief Financial Officer • Strategic Planning • Risk Management • Capital Development • Not-for-Profit Mergers and Acquisitions • Financial and Management Reporting • Change Management • Optimization Excellent Written & Verbal Communication Skills • Leadership • Team Building and People Development Information Systems • Internal Controls • Training • Continuous Process Improvement • KEY ACHIEVEMENTS • Chief Financial Officer for Alaska Infrastructure Development and Export Authority (AIDEA) and Alaska Energy Authority (AEA) Vice President, Finance for 130-year-old company, Crowley Fuels, Alaska Interim-Controller for start-up $3 billion Water Street Tampa real estate development Independent consultant through Cross Services LLC for numerous companies undergoing substantial change (Fannie Mae, Muni Mae, Capital Petroleum Group, and above Water Street Tampa) Worked remotely through pandemic and delivered outstanding results Strong engagement with public auditors through new audits, consolidations, and financial restatements Frequent meetings with boards, executives, general counsel, and operational leaders Strategic and financial transformations • PROFESSIONAL AND CONSULTING EXPERIENCE • Chief Financial Officer: Alaska Infrastructure Development and Export Authority (AIDEA) and Alaska Energy Authority (AEA) – Anchorage, Alaska 2023 – Present Leading team of more than 22 professionals for both entities who manage more than $3 billion in investment, federal, and state programs. Vice President, Finance: Crowley Fuels – Anchorage, Alaska 2021 – 2023 Lead for more than 20 professionals; equity raise of $120m; capital improvements of $20m; budgeting, forecasting, optimization, financial and compliance audits, investor presentations. CLAY CHRISTIAN • clay.christian@gmail.com • Cell: 301-706-1061 • Page 2 Private Equity Investment Firm (Cross Services LLC) – Remote to Tampa, Florida 2019 – 2021 Privately held $3B real estate investment, backed by wealthy individuals. Interim controller; overseeing financial reporting, compliance, and leading accounting transformation on behalf of RSM and Deloitte, global public accounting firms. Capitol Petroleum Group (Cross Services LLC) – Washington, DC Metro Area 2011 – 2018 Privately held $1B firm focused on wholesale and retail motor fuel sales in East Coast markets. Led first-ever comprehensive audits of companies, developed compliance program and financial reporting system. Worked closely with mezzanine investors and bankers through budgeting, forecasting, financial restatements, and consolidations. Designed and developed systems using SQL programs, created executive dashboards, trained accounting department, and implemented cloud-based applications to replace legacy systems. Miscellaneous Clients (Cross Services LLC) – Washington, DC Metro Area 2009 – 2011 My private consulting firm, focusing on investment and capital raises for several non-public clients. Municipal Mortgage & Equity LLC (Cross Services LLC) – Baltimore, Maryland 2007 – 2009 Real estate management company with portfolio of municipal and mortgage revenue bonds. Led team of 40 examining accounting and reporting of more than 20 business units subject to consolidation as variable interest entities. Designed and conducted cash flow modeling, valuation, and consolidation for 2,200 not-for-profit entities in affordable housing program. Fannie Mae (Cross Services LLC) – Washington, DC Metro Area 2005 – 2006 Largest government sponsored entity providing mortgage capital to lenders, making housing more accessible and affordable. Led team to review accounting policies and information systems for mortgage-backed securities programs and investments in not-for-profit affordable housing organizations. Designed and developed SQL database to monitor and report operating performance. • EARLIER EXPERIENCE • Freddie Mac – Washington, DC Metro Area Senior Director, Sarbanes-Oxley Compliance CohnReznick – Washington, DC Metro Area (lead CPA firm to low-income housing tax credit industry) Senior Manager, Consulting and Audit Sodexo – Washington, DC Metro Area (global leader in food and facilities management services) Senior Director, Strategic Information Analysis Director, Internal Audit Ernst & Young – Boston, Massachusetts (global leader in public accounting) Manager, Consulting and Audit • EDUCATION AND CERTIFICATIONS • MBA and MS, Accounting – Northeastern University, Boston, Massachusetts MS, Economics and BA, Geography – West Virginia University, Morgantown, West Virginia Certified Public Accountant – CPA (Massachusetts License No. 16762) Certified Internal Auditor – CIA (Certificate No. 25966) Pamela J. Ellis Phone: (907) 771-3981 | Email: PEllis@akenergyauthority.org EDUCATION x Master Class for Data Warehouse and Business Intelligence University of Alaska Anchorage (Fall Semester 2015) x Bachelor of Arts, Major in Accounting / Minor in Management College of Saint Benedict – Saint Joseph, Minnesota (1987-1989) University of San Diego – San Diego, California (1985-1986) EXPERIENCE Alaska Energy Authority - Anchorage, Alaska Controller | December 19, 2022 to Present Supervisor: Curtis Thayer x Duties include supervision of the daily accounting functions, finance staff; Develop, design and implement policies, procedures, internal controls and work processes; oversees the Finance section for the Alaska Energy Authority (AEA); Direct supervision of a Project Controller and Assistant Controller; conducts and oversees research and implementation of new accounting standards; controls budget and expenditures for both the AEA operations and capital budgets with restrictions by funding source; Manages federal receipts by reviewing federal grant applications for sufficient federal budget authorization and funding for match requirements; manages federal grant applications and ensures that finance components of the federal financial assistance award applications are properly completed; Manages the financial transactions of awarded federal grants and assures compliance with all federal financial reporting requirements; Reviews and assists with the publication and audit, by external auditors, of the AEA annual Single Audit; Manages the receipt and expenditure of all other funding sources of AEA. Including state funds and community grants that are managed by AEA on behalf of communities; reviews all AEA sub-recipient grants for initial or amendment. Reviews and approves all sub-recipient awards close outs; and responsible for the annual financial statements for AEA. Oversees the annual financial audit with external auditors. Municipality of Anchorage - Anchorage, Alaska Assistant Controller (Acting Controller 2011 & 2019) | February 2008 to Present December 16, 2022 Supervisors (Controllers/CFOs (when Acting for over 6 months)): Teresa Peterson, David Ryan, Lucinda Mahoney (CFO 2011), Nanette Spear, Tom Fink, Tammy Clayton, Alex Slivka (CFO 2019), and Mollie Morrison. x Supervision of up to seven staff accountants and up to four Contractors (Supervisory backfill during SAP implementation) as Assistant Controller and up to twenty-three staff accountants and four supervisors as Acting Controller for the Controller Division; x Duties of the Assistant Controller include review and creation of year-end workpapers, Detail Statements, capital asset schedules, footnotes, required supplementary schedules (RSI’s), and statistical tables for the Annual Comprehensive Financial Report (ACFR). Coordination with internal and external auditors including audit field work and audit of the detailed statements and ACFR. As Acting Controller created the Letter of Transmittal and MD&A for the ACFR. Created audit finding recommended corrective action plans. Creation of the GASB 34 conversion entries and all required documentation. Recording of all debt financing activities at the governmental fund level and processing the conversion to the government-wide level for government-wide financial statement presentation. x Create and post in the General Ledger (GL) all required GL transactions required for G.O. debt refunding’s. Review all new G.O. debt GL postings for MOA’s Governmental Funds. Offer consultation with the Public Finance Division in regard to capitalization of capital assets for upcoming G.O. Bond issues. x Incorporation of three discretely presented component units and one trust fund in the form of four separate stand-alone audited financial statements into the government-wide financial statements for MOA. x Creation of a full set of stand-alone financial statements for CIVICVentures LLC (a blended component unit), including the MD&A, financial statements (in the full accrual and modified accrual presentation) with a two-year comparison and footnotes. Maintenance of inventory documentation and capital asset schedules. Participation in the annual audit. x Oversight of all daily accounting functions of Governmental Funds (to include the General Fund), Enterprise Funds, Internal Service Funds, Fiduciary Funds, and Suspense Funds (such as the Cash Pool Fund and the Employee Pay and Benefits Fund). Oversight of the MOA’s capital asset and construction work in progress (CWIP) daily accounting activities. The Assistant Controller supervises the Fixed Asset Accountant and Infrastructure Accountant for MOA. Daily review and approval of journal entries, fund certifications of Municipal Assembly documents, and reconciliations. Creation and management of month and year-end processing schedules. Responsible for period close coordination with other Finance Directors. Hold weekly meetings as required. Process the year-end split payroll postings and perform extensive reconciliations before posting. x Subject matter expert (SME) of the General Ledger (GL), Controlling Module (CO), Asset Management Module (AM), and the Projects Module of SAP. x Assist with implementation of all new GASB pronouncements. Review and update of Finance policy and procedures. Creation of internal control documentation and oversight of internal controls regarding the GL and creation of the ACFR per GAAP. Acting Controller as required. Fund / Reconciliation Accounting Supervisor | February 2005 to January 2008 Budget Coordinator Finance & CFO Departments Supervisors: Teresa Peterson, Wanda Tankersley, Michelle Drew, and David Richards x Supervised five Senior Staff Accountants. Two reconciliation accountants and three fund accountants. Oversight of the MOA’s daily accounting activities of the General Funds, Enterprise Funds, Special Revenue Funds, Debt Service Funds, Internal Service Funds and Trust Funds (Fiduciaries). To include review of all fund certifications created for the CFO for pending assembly legislation. Oversight of MOA’s capital asset module and creation of MOA’s capital asset footnote for the ACFR. Creation of various footnotes, RSI’s, and statistic tables of the ACFR. Review of MOA’s bank reconciliations, investment reconciliations, subledger to general ledger reconciliations and unclaimed property filings. Assist four Finance Divisions of the Finance Department and the CFO Department with review and creation of their annual operating budgets. Assist with review and updates to the intergovernmental cost allocation plans (IGCs) and methodologies for the Finance and CFO Departments. Acting Controller as required. General Fund Accountant | April 2004 to January 2005: Supervisor: Guy Baily x Create workpapers, detail statements, RSI’s, and statistical tables for all of MOA’s General Funds. Review and MOA wide department generated journal entries and creation of journal entries for all of MOA’s General Funds. Create fund balance worksheets for the General Funds of MOA. Reconcile all balance sheet accounts of the MOA General Funds and create year-end workpapers. Grant Fund Accountant | October 2001 to March 2004 Supervisor: Catherine Gettler-Amyott x Create monthly and quarterly grant reports for state, state pass thru federal, and federal grants awarded to MOA. Reconcile the GL to grant reports and make correcting entries in the GL as required. Receipt all grant proceeds and create year-end accrual / deferral entries. Create workpapers for the generation of the Single Audit. This was for MOA’s Capital Project Funds, Enterprise Funds and Special Revenue Funds. Assist in audit requests when being audited by external or internal auditors. Reconciliation Accountant | April 2001 to September 2001 Supervisor: David Richards x Reconciled the Accounts Payable subledger and Accounts Receivable subledger to the General Ledger. Reconciled the revenue postings to all Governmental Capital Project Funds and created corrective entries. PROFESSIONAL BOARDS AND PROFESSIONAL CERTIFICATES Governmental Finance Officers Association – Member Municipal Audit Committee – Member (when serving as the Acting Controller) Lost Lake Run Board Member GFOA certificate for Excellence in Financial Accounting and Reporting (2019 and 2020). COMPUTER SKILLS Microsoft Word Microsoft Excel Microsoft PowerPoint Microsoft Outlook PeopleSoft Financial Systems Corel WordPerfect Corel Quattro Pro IBM Lotus Yardi Property Management Software Microsoft Dynamics NAV 365 Business Central Intuit Turbo Tax Intuit QuickBooks Pro SAP (to include completion of 1 semester SAP course at UAA on Hana, BW, and NetWeaver) Kronos and NEOGOV Libra Accounting Software Skyline Software Systems Onsite Manager Various Web Based Reporting Systems Rebecca Garrett, PMP AEA Rural Programs Manager rgarrett@akenergyauthority.org Professional Work Experience State of Alaska, Alaska Energy Authority, Rural Energy Group Rural Programs Manager September 2022 - Present Oversee the Rural Programs Projects Managers and Grants section. Manage Rural Power System Upgrade (RPSU) Program. Manage Bulk Fuel Upgrade (BFU) Program. Manage rural power system construction projects. Collaborate with other agency staff, rural community entities, and federal agencies to coordinate diverse interests in rural power system projects. Seek out and apply for funding for agency and partner energy projects. State of Alaska, Alaska Energy Authority, Rural Energy Group Project Manager/Program Manager February 2018 – September 2022 Manager Rural Power System Upgrade (RPSU) Program. Manage rural power system construction projects. Manage the active construction of 3 heat recovery systems around the state of Alaska. Manage State Clean Diesel (DERA) program for Alaska Energy Authority. Manage the DERA rural powerhouse engine replacement projects. Offer technical assistance to communities that need efficiency upgrades and/or are experiencing problems with the power system. Assist rural communities with funding opportunities and questions to expand the reach of energy projects and programs. State of Alaska, Alaska Energy Authority, Rural Energy Group Assistant Project Manager June 2014 – January 2018 Manage end use (conservation) projects. Manage rural power system construction. Manage the construction of heat recovery systems around the state of Alaska. Manage State Clean Diesel (DERA) program for Alaska Energy Authority. Offer technical assistance to communities that need efficiency upgrades and/or are experiencing problems with the power system. Assist rural communities with funding opportunities and questions to expand the reach of energy conservation. Coordinate the Rural Energy Conference every 18 months (2002-2016). State of Alaska, Alaska Energy Authority, Rural Energy Group Project Development/Project Manager January 2009 - June 2014 Manage end use efficiency (conservation) projects. Develop and present regional energy fairs around the state with a focus on energy efficiency. Assist rural communities with funding opportunities and questions to expand the reach of energy conservation. Coordinate the Rural Energy Conference every 18 months (2002-2016). Monitor section needs and lobby for additional support when necessary. State of Alaska, Alaska Energy Authority, Alternative Energy and Energy Efficiency Section Program/Project Manager September 1999 – January 2009 Manage end use efficiency (conservation) program. Develop and present regional energy fairs around the state with a focus on energy conservation. Assist rural communities with funding opportunities and questions to expand the reach of energy efficiency. Authorize and release the Energy Cost Reduction RFP. Administer each project that results from the Cost Reduction RFP analysis. Facilitate bi-weekly section meetings, and collaborate with Accounting and Procurement. Oversee 20 projects with budgets totaling over $20 million all over the state of Alaska. Coordinate the Rural Energy Conference every 18 months (2002-2016). Work History State of Alaska - Alaska Energy Authority, Rural Programs Manager September 2022 - Present State of Alaska - Alaska Energy Authority, Project/Program Manager February 2018 – September 2022 State of Alaska - Alaska Energy Authority, Assistant Project Manager June 2014 – January 2018 State of Alaska - Alaska Energy Authority, Project Development January 2009 – June 2014 State of Alaska - Alaska Energy Authority, Energy Efficiency Program May 2001 – May 2009 State of Alaska - Alaska Energy Authority, Training Program Manager May 1997 – May 2001 State of Alaska – Division of Energy, Administrative Clerk III March 1997 – May 1997 Avis Rent-a-Car, Assistant Manager – Rental Counter September 1992 – December 1997 Certifications Project Management Professional (PMP) May 2018 Project Management Institute September 2015 Meeting Professionals International March 2007 Notary Public May 1997 – present E-Writing, Business and Technical Writing March 2006 Post Baccalaureate Course Work University of Alaska, Fairbanks May 2021 Sustainable Energy Occupational Endorsement University of Alaska, Anchorage September 2006 – May 2007 Organizational Behavior (BA 300), Technical Writing (ENGL 212) University of Alaska, Fairbanks March 1998 Cultural Awareness Education BA History, University of Alaska, Anchorage May 1996 Dimond High School, Anchorage Alaska June 1991 Volunteer Experience State of Alaska, Polling Place Worker, Anchorage AK August 2020 -Seasonal Primary and Election day worker at local polling station Gladys Wood Elementary School, Volunteer, Anchorage AK September 2006 – 2013 Parent working in the classroom and Parent-Teacher Organization Audrey Alstrom, P.E. (907)Ͳ771Ͳ3058|aalstrom@akenergyauthority.org|http://bit.ly/AAlstromLinkedIn SKILLS Projectmanagerwithexperienceinprogramdevelopmentandmanagementinruralenergyandacademia. x TechnicalAnalyses x EconomicModeling x PersonnelManagement x CommunityandBrandBuilding x DataManagement x TechnicalWriting x CrossͲculturalCommunication x Familiarwith:AutoCAD,ArcGIS,CRM tools EDUCATIONANDLICENSES Exec.MasterofPublicAdministration–Evan’sSchoolofPublicPolicy&Governance,UniversityofWashington ProfessionalEngineering(P.E.)License–StateofAlaska BachelorofScience,CivilEngineering–UniversityofAlaskaAnchorage AssociateofArts,General–UniversityofAlaskaFairbanks,KuskokwimCampus PROFESSIONALEXPERIENCE Director–AlternativeEnergyandEnergyEfficiency,AlaskaEnergyAuthority,2022–present ResponsibleforthemanagementandoversightoftheAlternativeEnergyandEnergyEfficiency(renewableenergy) departmentandprojects.Providesrenewableenergyexpertiseandguidancetointernalstaffandexternal stakeholdersontherelevantrenewabletechnology,aswellasprovidingtechnicalassistanceinthedevelopmentof grantapplicationsforpotentialprojects.Managestheplanning,design,andconstructionofrenewableenergy projectsthroughoutAlaska. SeniorDirector,UAAAlaskaNativeScience&EngineeringProgram,2014–2022 ResponsibleforANSEP’sUniversityandGraduateprograms.Advancedpositiveandeffectiverelationsbetween externalpartners,suchasstateandfederalagencies,industrialfirms,community/civicgroups,foundations,other universities,AlaskaNativeRegionalCorporationsandtheirNonprofitorganizations,publicschoolsanduniversity resources.Workedcollaborativelywithpublicschooladministrators,professors,students,parents,humanresource directors,andcurriculumandstaffdevelopmentspecialists,topromoteprograms.Oversawhiring,training, supervisionandevaluationof30+programstaffandprogramconsultants.Managedannualbudgetforcomponent andmademajorbudgetaryandresourceallocationdecisions.Identifiedfundraisinganddevelopment opportunities.Developedandimplementedmiddleschoolcomponenttoexpandfrom2campsperyearto14. 2 ProgramManagerͲHydroelectric,AlaskaEnergyAuthority,2013–2014 Responsibleformanagementanddevelopmentofhydroelectricprogram.Oversawandmanagedannualbudgetfor program.Evaluatedpotentialprojectproposalsforfundingofvariousenergysupplyoptionsbyassessingeconomic benefitsandcosts,technicalandenvironmentallyfeasibility.Providedtechnicalprojectmanagementandoversight oftheplanning,designandconstructionofruralenergypowersystems.CoͲauthorof“CantheStateofAlaska MatchitsEnergyDemandthroughInstalledHydropowerCapacity?”April2014. Asst.ProjectManagerͲHydroelectric,AlaskaEnergyAuthority,2010–2013 Providedtechnicalassistanceinplanning,review,andimplementationforreconnaissance,feasibility,permitting, designandconstructionphasesofhydroelectricdevelopmentofAEAͲfundedhydroelectricprojectsunder guidanceofhydroelectricprojectmanager.Responsibleandprovidedtechnicalsupportfor35projects,totaling $25million.HelpedscreenandlaunchAEAhydrodatabase. SummerEngineer,ConocoPhillipsAlaska,Summers2008&2009 InitiatedthestartͲupandturnoverofaChemicalSystemsUpgradeprojectbyworkingwithprojectteam,assigning responsibilities,completinganduploadingprojectdocumentstogroupserver.Completedeconomicevaluationsof PrudhoeBayUnitRenewalCasesinregardtopossiblegassalesusingCOP’sEconomicModelingTool.Reviewed43 projects,recommended13forconsideration. GeneralIntern,CH2MHill,2007–2008 WorkedinEngineeringDesignGroupWestundersupervisionofcivilengineerinenvironmentalandtransportation design.UsedAutoCADandMicroStationtohelpdesignroads,walkways,andutilitiesforvariousclientprojects. *Additionalexperienceworkingwiththelocalfishingindustry,AlaskaNativevillagecorporations,andcityand tribalgovernments. HONORSANDORGANIZATIONS AmericanSocietyofCivilEngineers,2006–present YukonͲKuskokwimComprehensiveEconomicDevelopmentStrategyWorkingGroup,2019–present AlaskaNativeScienceandEngineeringProgram,alumni CiulamtaTraditionalDrummersandDancers,foundingmember UniversityofHawaii,U.S.Dept.ofDefenseHighPerformanceCertificate AlakanukTraditionalCouncilBoardMember AlakanukSchoolsAdvisorySchoolBoardMember Page 1 Conner Erickson Director of Planning Alaska Energy Authority CONTACT 813 W. Northern Lights Blvd Anchorage, AK 99503 907-771-3025 cerickson@akenergyauthority.org Alaska Energy Authority EDUCATION AND TRAINING University of Denver, Denver, CO – Bachelor of Arts, 2010 Major: B.A. Economics w/ Honors Major: B.A. International Studies Minor: Leadership Studies Cum Laude RESEARCH AND PROFESSIONAL EXPERIENCE 2023 – Present Director of Planning • Alaska Energy Authority Administrator for the Renewable Energy Grant fund, a competitively solicited grant program, funded via state appropriations, which seeks to provide financial assistance to thoroughly vetted renewable energy projects across multiple project phases, including pre-construction. Administrator for the Power Project Fund Revolving Loan program, a patient capital loan program which seeks to provide low-cost financing to smaller-sized utility-scale energy development across the state. Co-manage multiple state applications for federal funding opportunities within the Bipartisan Infrastructure Law of 2021, including but not limited to a $60 million competitive formula grant program aimed at grid resilience measures, and a $4.5 million revolving loan fund capitalization program. Perform bill analyses concerning the impact to the Alaska Energy Authority for proposed legislation by members of the legislature. 2021 – 2023 Planning Manager • Alaska Energy Authority Assisted in administering the Renewable Energy Fund Program, along with the Director of Planning. Successfully secured $19.75 million in state funding in support of 38 projects across Round 13 and Round 14 of the grant program. Administered the Power Project Revolving Loan Fund including but not limited to loan analysis and processing, loan due diligence, presentations to loan committee and AEA Board of Directors, loan loss reserve calculations, loan action follow-up and responding to audit requests. Grew outstanding loan portfolio by $2.7 million. Recapitalized available loan fund balance by $2.8 million through processing of committed, idle loan applications. Performed various ad-hoc economic analyses relating to prospective energy projects. Page 2 2020 – 2021 Economist • Alaska Energy Authority Performed various ad-hoc economic analyses relating to prospective energy projects and asset sales as requested by various state departments and offices. Conducted quality control / quality assurance on the economic evaluations of those applications to the Renewable Energy Fund as performed by third party, contracted economists. Performed economic and financial evaluations for applications to the Power Project Loan Fund. 2020 Sr. Business Analyst • Northern Air Cargo, LLC Served as the dedicated business analyst for Northern Air Cargo. In this capacity, provide business intelligence support via the reporting of operational and financial data of air cargo and maintenance operations. Budget analytics were provided primarily utilizing SAP Business Objects, for data querying, reporting and visualization . Provided analytical support including but not limited to budget creation and month-end variance analysis, integration of P&L into SAP Business Objects, and ad-hoc analysis as requested from executive level personnel. Acted as the dedicated capital analyst, managing capital expenditure planning and reporting for all business units. Created, reported on, and administered Northern Air Cargo’s 5 year capital plan through management of data submissions via regular consultation with business unit managers on their capital needs and requirements, including airline operations, ground services operations, and facility operations. 2016-2020 Sr. Analyst • Alaska Communications Provided business intelligence support to the Enterprise (B2B) sales team by combining disparate data sources into comprehensive real-time dashboards supporting daily business operations. Utilized multiple dataset types, including ETL, in combination with Transact-SQL, Excel, and PowerBI to provide such support. Provided real-time analytics for an array of requests utilized in formulating business strategy, corporate growth tactics, and internal and external reporting requirements. Translated using a combination of power-queries, macros, and dynamic formulae the Sales commissions payment agreement into spreadsheet form. Administered and maintained commission workbooks for monthly commission processing. Worked closely with C-suite executives, Compliance, and Human Resources personnel in this capacity. SYNERGISTIC ACTIVITIES Renewable Energy Fund Program Administrator, Alaska Energy Authority, 2020 – Present Power Project Fund Revolving Loan Program Administrator, Alaska Energy Authority, 2021 – Present Business Intelligence Dashboard Data Administrator, Alaska Communications, 2018 - 2020 Level 1 Microsoft Access Certification, 2016 Feasibility consultant on 30+ international projects with an aggregate project value of $700+ million, Wert-Berater, Inc., 2012 - 2016 Graduate Pioneer Leadership Program, University of Denver, 2010 Page 1 Karen Bell Manager of Planning Alaska Energy Authority CONTACT 813 W. Northern Lights Blvd Anchorage, AK 99503 907-771-3951 kbell@akenergyauthority.org Alaska Energy Authority EDUCATION AND PROFESSIONAL TRAINING Johns Hopkins University – Master of Science, 2021 Major: Applied Economics Fordham University – Bachelor of Science, 2001 Major: Business Administration Concentration: Economics Minor: Mathematics National Association of Business Economics – Professional Certificate, 2022 Economics of Strategy and Managerial Decision Making PROFESSIONAL EXPERIENCE STATE OF ALASKA - ALASKA ENERGY AUTHORITY • Manager of Planning, March 2023 – Present • Economist, May 2022 – March 2023 Assists with the administration of the Power Project Loan Fund including reviewing applications, performing due diligence, determining eligibility, conducting financial feasibility analyses, preparing written summaries for loan packets, and calculating loa n loss reserves. Prepares the Request for Application for the Renewable Energy Fund (REF) grant program, including updating the assumptions in the economic evaluation model, preparing fuel price forecasts, and calculating household energy burden by community. Reviews REF grant applications and economic evaluations for accuracy and reasonableness. Participates in the scoring of REF application and preparation of the recommendation to the Alaska State Legislature. Prepares Request for Proposals and participates in scoring proposals from potential contractors. MUNICIPALITY OF ANCHORAGE – ANCHORAGE HEALTH DEPARTMENT • Program Manager, November 2020 – December 2021 Principle officer responsible for the administration of the Municipality’s funding from the U.S. Department of Housing and Development (HUD). Directed the allocation and procurement of $13 million in funding during 2020 and 2021. Responsible for federal reporting, monitoring of contractors, and managing grant budgets. Developed program specific policies and procedures and ensured compliance by grantees. Directed and oversaw the work of a four person staff. Contracted by the Municipality from August 2021 to December 2021 to onboard my successor. Page 2 MUNICIPALITY OF ANCHORAGE – ANCHORAGE WATER & WASTEWATER UTILITY • Regulatory Affairs Manager, December 2013 – November 2020 Responsible for the oversight of the Utility’s participation in regulatory proceedings. Directed and oversaw the work of a three person staff. Developed revenue requirement studies, cost of service studies, financial models, statistical analyses, and cost benefit analyses. Provided written and oral testimony before the Regulatory Commission of Alaska in support of revisions to rates, changes to provisions of service, and changes to Alaska Administrative Code. Filled role of Acting Chief Financial Officer during 2017 and 2018. Played integral role in the development of the long-range financial plan and budget 2017- 2020. Presented to the Anchorage Assembly, Utility Board of Directors, and Community Councils in support of Utility initiatives. • Utility Financial Analyst, July 2010 – December 2013 Analyzed financial data and developed pro forma financial statements based on rate making theory to better reflect the current operating environment. Assisted in the preparation of revenue requirements studies. Prepared discovery responses during rate cases. MACY’S CORPORATE • Planner, March 2007 – April 2010 Responsible for the allocation of merchandise to support over $300 million in annual revenue. Developed merchandise strategies for 600+ locations based on history, climate, and customer demographics. Forecasted sales and inventory by location and negotiated with vendors to mitigate loss. • Manager, Merchandise Information Organization, September 2003 – March 2007 Oversaw functions of the Allocation and Order Management departments and eight person staff. Supported enterprise system rollouts by creating business requirements, user testing, troubleshooting, and documenting business scenarios. Developed and implemented training curriculum throughout the organization. • Financial Analyst, July 2001 – September 2003 Developed and executed pricing strategies in support of financial, product, a nd marketing objectives. SYNERGISTIC ACTIVITIES Renewable Energy Fund Program, Alaska Energy Authority, 2022 – Present Power Project Fund Revolving Loan Program, Alaska Energy Authority, 2022 – Present Administrator for the Municipality of Anchorage’s HUD Grants, 2020 -2021 National Association of Business Economic Member, 2021 – Present Society for Benefit-Cost Analysis Member, 2021 - Present Society of Depreciation Professionals, Depreciation Fundamentals Program Participant Institute of Public Utilities, Fundamentals of Regulation Workshop & Advanced Regulatory Studies Program Participant Karin St. Clair AEA Grants Manager 907-771-3081 kstclair@akenergyauthority.org PProfessional Experience Alaska Energy Authority – Grants Manager - Dec 2011-2016 & Aug 2019-Present Maintain grants management database. Prepare reports from grants management software. Ensure data integrity in databases. Evaluate grantee proposal, plans and justifications to include cost factors. Process grant applications and obtain outstanding materials. Monitor and ensure timely receipt of reports from grantees. Monitor and administer federal and state grants and contracts. Collect and analyze grant data. Maintain electronic and physical files related to all aspects of the grant cycle. Prepare, scan, and verify historical documents for electronic conversion. Prepare grant agreements, notification letters, applications, and letters of inquiry. Communicate with Federal, State, and local agencies regarding award compliance. Review contracts for completeness, accuracy, and conformance with state regulations. Provide technical guidance to internal and external stakeholders on grant administration and financial policies, procedures, statutes, and regulations. Serve as liaison between the project managers and outside funding agencies; provides assistance in resolving issues and conflicts with funding agencies; participates in meetings and discussions in which decisions affecting projects are made. Inform grantees regarding regulation changes impacting grant opportunities. Process amendments, modifications, extensions, and terminations of contracts and subcontracts Alaska Energy Authority – Project Controls - Jul 2016-Jan 2020 Track status reporting, financial reporting, milestones, and deliverables of projects. Track and audit internal controls and guidelines associated with project controls. Monitor budget, scope, and milestones. Provide leadership and training to team members on internal controls and guidelines associated with project controls. Recommend and execute corrective actions to handle project compliance. Identify upcoming project milestones and customer requirements so that Project Managers can ensure satisfaction of project milestones and customer requirements. Monitor and implement approved project management plan changes. Management of less complex projects and close outs. Identify all funding sources and develop a monitoring system for funding opportunities. Assist communities in writing grant applications. Assist in writing grant applications for agency. Alaska Energy Authority – Administrative Assistant - Jun 2011-Dec 2011 Provided administrative support for various departments, including answering telephones, assisting visitors, resolving various problems, and assisting with inquiries. Prepared, transcribed, composed, typed, edited, and distributed agendas and minutes of numerous meetings. Scheduled and coordinated meetings, teleconferences, appointments, events, and other similar activities for staff, including travel and lodging arrangements. Assisted with Round V Grant Application data entry and file setup. Scanned, labeled, and tracked grant documents in award database (Navision). Entered milestones for grants in Navision. Created and maintained grant files and related paper documents. Tracked grant applications for Commercial Audit Program. Communicated with auditors and commercial owners regarding project progress and missing information. Prepared reimbursement paperwork for the finance department First National Bank Alaska - Administrative Assistant - 2009-2010 Prepared and assigned daily reports to Merchant Representatives. Logged and tracked the completion of reports by Merchant Representatives. Attended weekly staff meeting and transcribed meeting minutes. Arranged travel for Merchant Representatives. Monitored daily in town travel of merchant representatives. Monitored and ordered all supplies for department. Scheduled all trainings as well as reserved rooms and equipment needed. Composed and prepared mass mailings to merchants. Performed credit checks, acquired financial statements and business licenses for potential merchants. Worked with the IT Department in developing a new program for Merchant Services using Access and Excel. Responsible for merchant billing and collections. Answered multi-line phones, receive daily mail and incoming deliveries Law Offices of Thom F. Janidlo Anchorage - Administrative Assistant - 2006-2009 Scheduled all attorney court hearings, client meetings and consultations. Transcribed during appropriate trial setting conferences and client meetings. Transcribed and prepared legal court documents. Performed legal research to assist attorneys with preparation of court documents. Maintained accurate records for attorney’s billable hours. Identified more efficient and cost saving methods for ordering office supplies. Initiated the use of a credit card machine to assist in payment processing. Suggested the use of a scanner to replace paper processes, minimizing paper waste and expense. Answered multi-line phones, received daily mail and courier services. Computerized/Manual Accounts Payable/Receivable. Credit and Collections. Month-End- Closings. Account Reconciliation. Monthly Payroll Processing. Statement Billings. Customer Service/Client Relations. Office Management Education Project Management Institute- Project Management Foundation 2016 International Correspondence School- Medical Office Assistant Certificate 1999 Northwest College- General studies 1991-1992 Related Activities - Thompson Grants - Federal Grants Forum for State & Local Governments 2021 - Jim Hale - Writing for the Workplace (one day seminar) 2014 - Gil Tran, Senior Technical Manager, OMB - OMB’s Grant Reform and the Uniform Guidance (one day seminar) 2014 - Colleen Campbell, State of Alaska Single Audit Coordinator - State Single Audit Presentation (one day seminar) 2014 - Grants Management Workshop - Grants Management Certificate (two day workshop certificate attached) 2012 Page 1 Nils Andreassen Executive Director Alaska Municipal League CONTACT 1310 Tarn Court Juneau, AK 99801 x 907-351-4982 x nils@akml.org x www.akml.org EDUCATION AND TRAINING University of Saskatchewan, Saskatoon, Saskatchewan x Governance and Entrepreneurship in Northern and Indigenous Areas x Master of Arts x (Completion expected in December 2023) University of Bradford, Bradford, United Kingdom x Peace and Development Studies x Bachelor of Arts, First Honours x 2005 RESEARCH AND PROFESSIONAL EXPERIENCE 2018–Present Executive Director • Alaska Municipal League Supervise staff of twelve and support board of twenty-nine. Set strategic direction and implement member directed activities. Respond to 165 cities and boroughs, advocate for policy issues. Also serve as a Trustee of the Alaska Municipal League Joint Insurance Association, and as executive director of the Alaska Municipal League Investment Pool, overseeing $460 million in assets. Responsible for: x Alaska Remote Seller Sales Tax Commission, and $20 million in annual tax collection x Alaska Infrastructure Coordinating Committee, to maximize federal investment x Cities of Opportunity, evaluating social determinants of health x Annual Local Government Conference, with 1,000 attendees from across Alaska x Stakeholder Engagement, DOE Alaska Energyshed Tech Stack 2009–2018 Executive Director • Institute of the North Principal Investigator for the Arctic Council’s Arctic Energy Summit, Principal Investigator for Page 2 Control Number 2565-1547 the Arctic Council’s Arctic Maritime, and Aviation Transportation Infrastructure Initiative. Supervise staff of two to five people; manage funding of between $500,000 and $1,500,000 annually; and develop strategic plan and implementation process for the Institute of North. Support the high-level mission of the organization board of directors, and community outreach. Responsible for all fundraising, project development and project implementation. 2005–2009 VISTA Program Coordinator • Rural Alaska Community Action Program Coordination of VISTA Village Council Management Program in ten rural communities, development of community planning curriculum for VISTA members. Coordination of environmental activities for 20 AmeriCorps members in rural Alaska, overseeing completion of Fire Smart Alaska program. 2006-2007 Adjunct Professor • University of Alaska, Anchorage Preparation of lesson plans for weekly class of upper-level students covering topics that deal with the international political economy. Lecturing, providing a forum for discussion of issues and fielding questions. PUBLICATIONS x Alaska’s Arctic, An Overview, https://institutenorth.org/products-outcomes/alaskas- arctic-an-overview/ x Lessons from the Arctic; The role of Regional Government in International Affairs, Thomas S. Axworthy, Sara French, Emily Tsui, Chapter 18, Page 297. x Numerous letters to the editor and commentary in various publications SYNERGISTIC ACTIVITIES x Commissioner for Denali Commission x National League of Cities Board of Directors x Commonwealth North Board Member x National Association of Counties Western Interstate Region Board of Directors x Member, Alaska Energy Security Task Force x Board Member, RurAL CAP DDustin M. Madden, CEM [4500 Diplomacy Dr., Anchorage, Alaska 99508]|[(907) 304-2142]|[dmmadden1@anthc.org] Employment Experience Rural Energy Program Manager, Alaska Native Tribal Health Consortium (2020–Present) x Manage a team of 9 employees and $1.5 million annual operating budget x Oversee project managers implementing a portfolio of approximately $25 million in renewable energy and energy efficiency projects in more than 50 rural Alaskan communities with funding from 16 different Federal, State, regional and philanthropic organizations x Oversee development of new renewable energy and energy efficiency projects, including project prioritization, feasibility work, engineering design, funding strategies, and grant applications x Responsible for hiring, team development, strategic planning, process improvement, coordination with internal departments and external partners and funding agencies. Policy Researcher / Data Scientist,Cold Climate Housing Research Center (2012-2020) x Develop and update energy efficiency standards for Alaska, including commercial and residential new construction standards, energy rating software standards, and residential renewable energy modeling software standards x Conduct energy and economic analyses of energy efficiency programs and standards in Alaska, including Home Energy Rebate Program, low-income Weatherization Assistance Program, Village Energy Efficiency Program, Alaska Building Energy Efficiency Standard x Conduct economic analyses of renewable energy and energy efficiency projects x Contribute to project development: generate ideas for new projects, write scopes of work, create budgets, and assist with grant applications x Use Python / Pandas, SQL, and Excel to perform complex quantitative analyses of commercial and residential energy cost and consumption data x Contribute to the development of energy software tools such as AkWarm,BMON Building Monitoring System,Alaska Mini-Split Heat Pump Calculator, etc. Science Teacher, Cook Inlet Tribal Council, Inc. (2007-2012) x Develop and teach culturally relevant curricula for Alaska Native students in the Anchorage School District. Certifications, Areas of Expertise, and Tools Certified Energy Manager | Python / Pandas | SQL | BEopt AkWarm-R and AkWarm-C | Alaska Retrofit Information System | Tableau Education University of Alaska Southeast (2008-2010) Sitka, AK / Distance Master of Arts in Teaching Cumulative GPA: 3.97 / 4.00 Stanford University (2000-2004) Stanford, CA B.S. in Earth Systems Cumulative GPA: 3.65/4.00 Coursework includes: environmental policy, economics, energy efficiency, renewable energy AAdditional Educational Experiences University of California, Berkeley:InArch Summer Institute (2011) Berkeley, California Learned architectural design principles and became proficient in digital and analog tools, including Rhino 3D, Adobe Products (Illustrator, Photoshop, InDesign), physical modeling and hand drafting. Additional Leadership Experience Founder, Alaska Midnight Sun Tango Camp, LLC (2018-Present) Anchorage, AK Board Member, Alaska Center for Appropriate Technology (2019-2021) Southcentral Alaska Board MemberAlternate, Railbelt Reliability Council Implementation Committee (2021-2022) Alaska Awards 2021 Federal Energy and Water Management Award 2021 ANTHC Employee of the Year Selected Presentations and Publications Madden, D. (2023). Using Renewable Energy to Subsidize Water and Sewer Systems in Rural Alaska. Alaska Tribal Conference on Environmental Management. Muradur Rashedin, Barbara Johnson, Subhabrata Dev, Erin Whitney, Jennifer Schmidt, Dustin Madden, and Srijan Aggarwal (2022).Rural Alaska Water Treatment and Distribution Systems Incur High Energy Costs: Identifying Energy Drivers Using Panel Data Analysis for 78 Communities.ACS ES&T Wa- ter 2022 2 (12), 2668-2676. DOI: 10.1021/acsestwater.2c00417 Wiltse, N., Madden, D., (2019). Home Energy Rebate Program Impacts Report and Weatherization Program Impacts Report.Cold Climate Housing Research Center. Madden, D. (2019). Energy Efficiency Measures Implemented in the Home Energy Rebate Program.Cold Climate Housing Research Center. Wiltse, N., Madden, D. (2018). 2018 Alaska Housing Assessment.Cold Climate Housing Research Center. Madden, D. (2017). Building 6 Star Homes in Southcentral Alaska.2017 EE Now Conference. Hill, D., Badger, C., Wiltse, N., Madden, D. (2016). Energy Efficiency Program Evaluation and Financing Needs Assessment.Vermont Energy Investment Corporation and Cold Climate Housing Research Center. Kasper CV 5/17/2023 1 Jeremy L. Kasper, Ph.D. Director, Alaska Center for Energy and Power Marine Scientist, Pacific Northwest National Laboratory, Coastal Sciences Division University of Alaska Fairbanks, Room 405 Usibelli 1764 Tanana Loop, Fairbanks, AK 99775-5860 Phone: 907-474-5194; Fax: 907-474-7041; Email: jlkasper@alaska.edu Professional Preparation University of Alaska Fairbanks Oceanography Ph. D., 2010 Reed College Physics B. A., 1999 Recent Professional Appointments 2023 – present Director, Alaska Center for Energy and Power 2022 – 2023 Interim Director, Alaska Center for Energy and Power 2020 – present Marine Scientist, Pacific Northwest National Laboratory 2019 – 2023 Research Associate Professor, Alaska Center for Energy and Power 2018 – 2022 Deputy Director of Research, Alaska Center for Energy and Power 2014 – 2022 Program Director, Alaska Hydrokinetic Energy Research Center 2014– 2022 Co-Director, Pacific Marine Energy Center 2018 – 2019 Research Associate Professor, Institute of Northern Engineering Recent Relevant Published Research Products (Reports, Publications and Data Sets) 1. Wilson, M., T. Ravens, A. King, E. Brown, J. Kasper, in press, Site Suitability Analysis of Riverine Hydrokinetic Energy Resources on the Kuskokwim River, Alaska, Renewable Energy 2. Dallman, A.R et al. 2021, Overcoming Wave Energy Converter (WEC) Grid Integration Challenges: Coupling Wave Forecasting, WEC Array Controls, and Power Production, Sandia Report SAND2022-13615. Sandia National Laboratories, Albuquerque, NM. 3. Coe, R.G., et al. 2021, Modeling and predicting power from a WEC array, OCEANS 2021: San Diego – Porto, 2021, pp. 1-10, doi: 10.23919/OCEANS44145.2021.9706128. 4. Marsik, T., R. Bickford, C. Dennehy, R. Garber-Slaght, J. Kasper. 2021, Impact of Intake and Exhaust Ducts on the Recovery Efficiency of Heat Recovery Ventilation Systems. Energies 14, no. 2: 351. https://doi.org/10.3390/en14020351 5. Browning, E.A.*, J. L. Kasper, P. X. Duvoy, and E. J. Brown, 2021, A time series and spectral analysis of turbulence effects on current energy converter power generation. Proc. Eur. Wave Tidal Energy Conf., vol. 99775, pp. 2091-1-2090–9. 6. Wise, M.*, M. Al-Badri, B. Loeffler and J. Kasper, 2021, A Novel Vertically Oscillating Hydrokinetic Energy Harvester. 2021 IEEE Conference on Technologies for Sustainability (SusTech), pp. 1-8, doi: 10.1109/SusTech51236.2021.9467425. 7. Kulchitsky, A., J. Johnson, J. Kasper, P. Duvoy, 2019, Integrated DEM and SPH Model of Woody Debris Interaction with River Infrastructure. Proceedings of the 8th International Conference on Discrete Element Methods. 8. Date Set: Igiugig Village Council, 2017, Next Generation RivGen Power System: Kvichak River, AK Overwinter Ice Study [data set]. Retrieved from https://dx.doi.org/10.15473/1492960. 9. Tschetter, T.*, J. L. Kasper and P. X. Duvoy, 2016, Yakutat Area Wave Resource Assessment, Final Report to the Alaska Energy Authority, 37 pp. 10. Kasper, J. L., J. B. Johnson, P. X. Duvoy, N. Konefal, and J. Schmid, 2015, A Review of Debris Detection Methods, Northwest National Marine Renewable Energy Center, U. S. Department of Energy Report, 15 pp. To: Curtis Thayer, Alaska Energy Authority RE: GRIP - Transforming Rural Alaska Microgrids May 9, 2023 The Alaska Municipal League (AML) is a member-based service organization that works to strengthen Alaska’s 165 cities and boroughs. AML is a committed partner of this project, including to conduct a large portion of the work that is focused on the implementation of the Community Benefits Plan. AML has responded to Executive Order 14008 and the federal prioritization of tackling climate change, environmental justice, and inequity by providing a suite of services that help local governments meet associated goals. AEA can count on AML member services that include: 1. Review of available federal indices that provide criteria related to disadvantage, including the Justice 40 map and database, DOE’s Energy Justice tool, and EPA’s EJScreen. 2. AML staff can provide an equity assessment prior to or at the outset of a project, to ensure that more than 40% of project benefits are directed toward low-income and disadvantaged communities. 3. AML will include project sponsors in outreach to university and labor apprenticeships, skills training, and workforce development opportunities through an established network. 4. AML has initiated a broadly applicable engagement with the Alaska AFL-CIO to ensure that project sponsors have access to trade unions in the state, are able to commit to ensuring the free and fair opportunity to join a union, and include appropriate wage and benefit direction within their project. 5. AML will review applicable federal guidance on public engagement to ensure that project design and implementation includes appropriate and robust public participation. 6. AML will develop a model statement of policy and procedures that can be utilized by project sponsors to reflect commitments to diversity, equity, inclusion, and access. AML staff will be available to consult on implementation and adoption by project sponsors. 7. AML will manage the energy cohorts and ensure a robust program of technical assistance and capacity building is in place to support project beneficiaries, including through partnerships. AML has in place the necessary compliance and subrecipient protocols in place to manage federal funds and to respond to AEA’s reporting and grant management needs. We have submitted the required subrecipient budget justification, as well. AML staff work regularly with municipal officials in Alaska communities and depend on them to provide input into AML processes reflective of the needs of local governments. Over the last several years, AML has played a significant role in strengthening the effectiveness of federal and state relief and investment into Alaska local governments and Tribes. AML is pleased to make this commitment and is looking forward to the completion of a successful project. Sincerely, Nils Andreassen Executive Director May 10, 2023 To Whom It May Concern: On behalf of the Alaska Native Tribal Health Consortium (ANTHC), please accept this letter expressing ANTHC’s commitment topartnerwith the Alaska Energy Authority (AEA)on theproposed “Transforming Rural Alaska Microgrids” project. If funded, ANTHC will serve as a subrecipient of funding awarded to AEA under the Department of Energy (DOE) Grid Resilience and Innovation Partnerships (GRIP) Program, opportunity #DE-FOA-0002740. Through this partnership with AEA, ANTHC will ensure that project benefits are made accessible to Alaska Native villages and that these benefits are distributed equitably to Alaska Native communities. Should DOE elect to fund AEA’s proposal, ANTHC is prepared to devote Rural Energy Program personnel time to the following project tasks: 1. Participating cooperatively with both the Alaska Municipal League (AML) and AEA in program design, including developing the application process, evaluation criteria, and the initial midway program evaluation; 2. Providing ongoing outreach to Tribal governments and other Tribal entities across the State of Alaska to ensure that Tribal Stakeholders are aware of the opportunities offered through the program and remain engaged throughout the project development and implementation process; 3. Creation of an easy-to-access technical assistance program - modeled after ANTHC’s current partnership with the DOE Office of Indian Energy and the Denali Commission – whereby the Rural Energy Program will provide technical assistance to prospective program applicants including, but not limited to, initial evaluations of project feasibility (technical and economic), HOMER microgrid modeling, existing energy infrastructure evaluation, economic modeling and renewable resource assessments; 4. Facilitation of quarterly working group meetings for sub grantee cohorts where subgrantees can share best practices for project management and implementation, receive support helping ensure they can meet all Federal reporting requirements, and grow their respective technical and project management capacity; and 5. Working cooperatively with the Alaska Center for Energy and Power (ACEP) to conduct two techno- economic evaluations of the proposed program’s results, one at the projects midway point and another at its conclusion. The Rural Energy Program at ANTHC routinely works with communities and local stakeholders to make public health services more affordable through diverse energy projects. ANTHC is eager to lend its expertise and input to assist AEA in implementing this exciting opportunity for our Tribal partners. Sincerely, David Beveridge ANTHC Vice President of Environmental Health, Engineering, & Facilities Services Alaska Center for Energy and Power • University of Alaska Fairbanks • 1764 Tanana Loop – ELIF Suite 404 P.O. Box 755910 • Fairbanks, Alaska 99775-5910 • Tel: (907) 474-5402 • Fax: (907) 474-5475 May 17, 2023 Secretary Jennifer Granholm Department of Energy 1000 Independence Ave SW Washington, D.C. 20585 RE: DE-FOA-0002740 – Alaska Energy Authority Secretary Granholm, AEA’s Transforming Alaska’s Rural Microgrids project is aligned with the work of the Alaska Center for Energy and Power’s (ACEP) work to increase the adoption of carbon-reducing energy technologies and lower energy costs in rural Alaska communities, many of which are considered disadvantaged. Therefore, ACEP strongly supports this project, knowing the difference it will make for stakeholders that we work with, and residents in our rural communities. The University of Alaska Fairbanks’ Alaska Center for Energy and Power is an applied research organization specializing in research on islanded microgrid systems in Alaska. Since its establishment in 2008, ACEP has worked closely with AEA, AML and ANTHC as well as other state, local and federal entities to carry out and document successful renewable energy projects throughout the state. This includes working with AEA on efforts such as the Renewable Energy Fund and the Emerging Energy Technology Fund, which helped propel the deployment of renewable energy in the state. Specifically if this is funded, ACEP could work with AEA and project partners on the following topics: 1) Program Design 2) Techno-Economic Studies 3) Dynamical Studies 4) Data Collection and Analytics 5) Project Identification and Development 6) Testing and Evaluation of Technologies in ACEP’s Energy Technology Facility 7) Developing metrics and methods for ensuring replicability and scaling of efforts 8) Dissemination of Project Outcomes through means such as technical reports; video and other methods of storytelling and peer-reviewed publications As an entity that works closely with AEA and to address the needs of rural communities, we know full-well that there is immense need for which current resources are simply insufficient. AEA’s approach to grid resilience is responsive to both, and we believe that AEA is capable of delivering on its goals and objectives effectively, including through close cooperation with organizations like ours. Respectfully, Jeremy Kasper, PhD Director Alaska Center for Energy and Power University of Alaska Fairbanks 809 Second Avenue, P.O. Box 889 Seward, AK 99664 phone: (907) 224-3322 fax: (907) 224-4400 www.avtec.edu AVTEC, as an employer and service provider, complies with Alaska Human Rights Law and federal civil rights laws. Individuals with disabilities who require reasonable accommodations are welcome to contact AVTEC at admissions@avtec.edu; or (907)224-3322, or for individuals with hearing impairments via Alaska Relay at 711 or (800)770-8973. AVTEC is a division of the State of Alaska, Department of Labor and Workforce Development. May 12, 2023 Secretary Jennifer Granholm Department of Energy 1000 Independence Ave SW Washington, D.C. 20585 RE: DE-FOA-0002740 –Alaska Energy Authority Secretary Granholm, The Alaska Vocational Technical Center (AVTEC) fully supports the application of the Alaska Energy Authority (AEA), Transforming Alaska’s Rural Microgrids. AEA is known for its expertise in delivering technical assistance and critical projects in rural Alaska, which we know to result in improved living conditions. AEA is a strong partner with a robust system of evaluation and analysis that can be applied to the delivery of this project. As an entity that works closely with AEA and to address the needs of rural communities, we know full-well that there is immense need for which current resources are simply insufficient. AEA’s approach to grid resilience is responsive to both, and we bel ieve that AEA is capable of delivering on its goals and objectives effectively, including through close cooperation with organizations like ours. AVTEC is the State of Alaska’s agency that provides post-secondary career and technical workforce training and has been collaborating with the AEA for many years to deliver power generation training to Alaskans from rural villages across the state. The programs at AVTEC are accredited by the Council on Occupational Education (COE), a demonstration of quality in training. We have the ability to enhance our workforce development capacity with the curriculum needed to train Alaskans to deploy the energy systems of the future and with a student completion of training rate of over 90%, AVTEC has the expertise to serve a diverse student population to success. We are excited at the possibility to partner with AEA on this project and bring our curriculum flexibility and student service expertise to provide the workforce training that will be necessary to achieve resilience in Alaska’s rural and disadvantaged communities. This project is aligned with our work to increase the adoption of carbon-reducing energy technologies and lower energy costs in rural Alaska communities, many of which are considered disadvantaged. We strongly support this project, knowing the difference it will make for stakeholders that we work with, and residents in our rural communities. Respectfully, Cathy LeCompte, Director AVTEC 809 2nd Avenue/P.O. Box 889 Seward, AK 99664 Cc: David Crane, Director, Grid Deployment Office –Office of Clean Energy Demonstrations +9:-:8:; $&$+ !!$$!" #$& !&"!$+ 9888 !#!!( %!&"!-//:8=@= .22888:?<83%!$+'&"$&+ $&$+$!" - )$- !/%!%'##"$&"&##&"!"&%!$+'&"$&+45- /%!")!"$&%*#$&%!($!&!%%%&!! $&#$"&%!$'$%-))!")&"$%'&! #$"((!"!&"!%/% %&$"!#$&!$)&$"'%&%+%& "('&"!!!+%%&&!##&"& ($+"&%#$"&/ %!!&&+&&)"$%"%+)&&"$%%&!%"$'$" '!&%-)!") &&&$% !%!"$)'$$!&$%"'$%$% #+!%'!&/0%##$" &"$$%!%$%#"!%(&""&-!)(&&!($"!&%"%! "&(%&(+-!'!&$"'"%""#$&"!)&"$!,&"!%"'$%/ )$- !/%!"!2#$"&&$"!%"$&' $#$%!&!&)!&+% &(&$%!& $!&$&"!/)$ !%&$!&$&("# !&"'!-)%& $"!!&&+&&("#%&" '!&+"!" ("# !&&$&+45"$"'$ $"!/%#$&""'$:8:92:8:>$#"$&- #$"(!-*#!!-!'#$!"'$$"!0% !$%&$'&'$-!'!!$+%+%& %-%#$"$&+"$"'$" '!&%/ %#$"&%!)&"'$")!)"$&" #$"(!$%&$'&'$!$'!$+'$!! $'$%" '!&%/#+-)$0%:8::2:8:>&$&!"'%%"!$")! " '!&+!$%&$'&'$!("&!"$&($!)!$+%+%& %!($+ " '!&+/ %&$"!+%'##"$&&%#$"&-!")!&$!&) "$%&"$%&&) )"$)&-!$%!&%!"'$$'$" '!&%/!+"'"$+"'$"!%$&"!"&% #$"#"%/ %#&'+- !! 1$%!& .($!-$&"$-$#"+ !&3"!!$+ "!%&$&"!% 612 W. Willoughby Ave., Suite B P.O. Box 21989, Juneau, AK 99802 Phone (907) 586-4360 www.seconference.org Email info@seconference.org SOUTHEAST ALASKA REGIONAL DEVELOPMENT ORGANIZATION May 3, 2023 Secretary Jennifer Granholm Department of Energy 1000 Independence Ave SW Washington, D.C. 20585 RE: DE-FOA-0002740 – Alaska Energy Authority Dear Secretary Granholm: Southeast Conference supports application of the Alaska Energy Authority (AEA), Transforming Alaska’s Rural Microgrids. Southeast Conference is the State of Alaska Regional Development Organization for Southeast Alaska and the US Economic Development Administration’s (EDA), designated Economic Development District (EDD) for the region. Southeast Conference is responsible for developing a Comprehensive Economic Development Strategy (CEDS) for Southeast Alaska that is designed to identify regional priorities for economic and community development. One the critical areas to Rural southeast Alaska is Energy. This project would support many of the energy objectives identified in our 2021-2025 CEDS including promoting beneficial electrification and creating energy systems that provide sustainable, affordable, renewable energy. AEA, the State of Alaska’s Energy Office, is known for its expertise in delivering technical assistance and critical projects in rural Alaska, which we know to result in improved living conditions. AEA is a strong partner with a robust system of evaluation and analysis that can be applied to the delivery of this project. As an entity that works closely with AEA and to address the needs of rural communities, we know full-well that there is immense need for which current resources are simply insufficient. AEA’s approach to grid resilience is responsive to both, and we believe that AEA is capable of delivering on its goals and objectives effectively, including through close cooperation with organizations like ours. Thank you in advance for your fullest support possible of AEA’s application for Transforming Alaska’s Rural Microgrids. This project will make a difference for our stakeholders and residents in our rural communities. Sincerely, Robert Venables Executive Director 122 1st Avenue Fairbanks, AK 99701 907-452-8251 www.tananachiefs.org May 01, 2023 Secretary Jennifer Granholm Department of Energy 1000 Independence Ave SW Washington, D.C. 20585 RE: DE-FOA-0002740 – Alaska Energy Authority Secretary Granholm, Tanana Chiefs Conference fully supports the application of the Alaska Energy Authority (AEA), Transforming Alaska’s Rural Microgrids. AEA is known for its expertise in delivering technical assistance and critical projects in rural Alaska, which we know to result in improved living conditions. AEA is a strong partner with a robust system of evaluation and analysis that can be applied to the delivery of this project. As an entity that works closely with AEA and to address the needs of rural communities, we know full-well that there is immense need for which current resources are simply insufficient. AEA’s approach to grid resilience is responsive to both, and we believe that AEA is capable of delivering on its goals and objectives effectively, including through close cooperation with organizations like ours. Tanana Chiefs Conference is the inter-tribal consortium representing 37 federally recognized tribes across Alaska’s interior. For the past 50 years, TCC has been a voice advocating for tribal sovereignty, tribal unity and the priorities of interior villages. As part of our commitment to supporting our tribes, TCC has been actively assisting with energy sovereignty and energy security projects in our region since 2008 when global oil prices took some of their steepest climbs in living memory. Tribes in the Tanana Chiefs Conference region have been leading the state in rural microgrids with high penetration, solar- diesel-battery systems since Hughes Village Council first broke ground on their 120kW solar system in 2018. TCC is actively working on 2 large-scale solar projects in Galena and Manley Hot Springs with 7 more communities developing their own large-scale solar projects as the technology matures and becomes more wide spread. The larger goal of TCC’s infrastructure department is to install community scale Solar-Battery systems in all of the microgrids in the TCC region and generate 100’s of MWhs of clean, solar electricity thus providing resiliency in rural Alaska. This project is aligned with our own work to increase the adoption of carbon-reducing energy technologies and lower energy costs in rural Alaska communities, many of which are considered disadvantaged. We strongly support this project, knowing the difference it will make for stakeholders that we work with, and residents in our rural communities. Respectfully, Dave Pelunis-Messier Infrastructure Division Director, Tanana Chiefs Conference Cc: David Crane, Director, Grid Deployment Office – Office of Clean Energy Demonstrations RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 1 ALASKA ENERGY AUTHORITY Statement of Project Objectives (SOPO) Rural Alaska Microgrid Transformation A. OBJECTIVES The project’s objectives are multi-faceted and align with the Department’s and Administration’s priorities. Alaska Energy Authority’s (AEA) project objectives are to reduce vulnerability, increase resilience, lower carbon emissions, decrease power costs, and improve public health and safety. These objectives are consistent with the FOA’s goals to advance community benefits, which align with the State’s energy policy goal to reach 80% renewable energy by 2040. At the same time, AEA will catalyze private sector and non-federal public capital by contributing 50% of the overall project funding through non-federal funds. Projects will be developed at- scale by identifying locations where significant economic benefits can be obtained, including those that reduce the transactional costs for local businesses. Specific objectives include to deliver projects: x that reduce the cost per kwh by more than 10% x that lower maintenance and operations costs x that leverage locally sourced renewables, including wind, solar, and hydro. x that lower the diesel fuel use by 50% or more. x in collaboration with project partners and communities x utilizing broad technical, economic, financial, and project management expertise x that maximize stakeholder engagement, workforce development, and community benefits. B. SCOPE OF WORK The first year of the project will focus on finalizing planning and strategic development of the partnerships and program delivery, including robust stakeholder engagement and public outreach. Program requirements will be structured similar to AEA’s Renewable Energy Fund, which has a grant review team and process that will efficiently review projects based on merit criteria that corresponds to GRIP priorities and AEA’s goals. AEA will evaluate project contributions to meet goals of carbon and cost reduction, and available non-federal match. AEA will complete its teaming agreement with Alaska Municipal League (AML), Alaska Native Tribal Health Consortium (ANTHC), and Alaska Center for Energy and Power (ACEP) to finalize the project components that include equity assessment, labor engagement, and implement a skills and workforce development strategy. This will result in a fully developed program, ready for a request for applications. The program will be released for application and projects will be identified per the requirements. AEA expects to make approximately 20 subawards for transformative projects. The project partners will implement a project development support process, to provide RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 2 ALASKA ENERGY AUTHORITY grantees with necessary technical assistance, and develop a cohort approach to project management. AEA will complete community benefit assessments and agreements in each project community, in collaboration with grantee and partners. AEA will evaluate project contributions to meeting goals of carbon and cost reduction, and available non-federal match. Project awards will be reviewed based on annual monitoring, and project close-outs. Partners will hold a workshop with all awardees to determine strengths and weaknesses of the program, and to finalize analysis of goals, objectives, and outcomes. Approximately twenty communities will have had projects implemented and finalized, with expected objectives achieved. Final reporting will satisfy the terms of the agreement with DOE. The project team will report on equitable benefits delivered to communities, as well as environmental justice and climate change metrics that demonstrate outcome delivery. C. TASKS TO BE PERFORMED All Budget Periods Overall Project Management and Planning The recipient will perform project management activities to include project planning and control, financial management, data management, management of supplies and/or equipment, risk management, and reporting as required to successfully achieve the overall objectives of the project. Task 0.0 – Project Management and Planning: The Recipient shall develop and maintain the Project Management Plan (PMP). The content, organization, and requirements for revision of the PMP are identified in the Federal Assistance Reporting Checklist and Instructions. AEA will manage and implement the project in accordance with the PMP. The PMP shall be revised and resubmitted as often as necessary, during the course of the project, to capture any major/significant changes to the planned approach, budget, key personnel, major resources, etc. Task 0.1- Kick-Off Meeting: AEA will participate in a project kickoff meeting with the DOE within 30 days of project initiation. Budget Period 1 (Year 1): Formational activities focused on partnerships and stakeholders. Task 1.1- Partnership team roles and responsibilities finalized, project scoping Subtask 1.1.1- AEA will finalize partner agreements with AML, ANTHC and ACEP that will outline the roles and responsibilities of each party and finalize the project scope. Task 1.2- Stakeholder engagement and outreach Subtask 1.2.1- AEA and partners will conduct outreach to disadvantaged, rural communities to engage decision makers and utility representatives on the program, benefits, and opportunities. RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 3 ALASKA ENERGY AUTHORITY Subtask 1.2.2- AEA will initiate targeted application support by making calls, sending emails, and connecting with established contacts and offering support for existing, known projects. Task 1.3- Application development and review process Subtask 1.3.1- The team will develop and finalize criteria and metrics for evaluating project benefits. Subtask 1.3.2- The team will review the program for merit and finalize the solicitation or request for applications from interested communities for microgrid transformation projects. The application and scoring criteria will be reviewed and approved by DOE before being released. Quarter/ timeframe Milestone Type 1 Partners establish teaming agreements. Progress 2,3 Program Developed Progress 4 Program released, request for applications Progress FY 24 Request for Applications with feasible, impactful project selection criteria developed and approved by DOE Go/no go Continuation: The recipient is NOT authorized to initiate any scope in the next budget period without the DOE Contracting Officer’s prior written approval in accordance with the award terms and conditions. Budget Period 2 (Years 2-6): Project development and community benefit support activities Task 2.1- Conduct request for applications: Subtask 2.1.1- The team will review applications for completeness and alignment with project goals and objectives based on the previously developed metrics and will award high scoring projects. Task 2.2 - Cohort development and community benefit agreements Subtask 2.2.1 - AEA will bring project grantees together as part of a cohort, with quarterly technical support to share best practices and lessons learned, in order for the projects to develop as efficiently as possible. Subtask 2.2.2- The team will work with representatives from the selected communities on how to structure the project to maximize community benefits. Task 2.3 - Initiate project development and NEPA process Subtask 2.3.1 - AEA will work with the selected rural communities on proper NEPA documentation, final engineering, design, and permitting. RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 4 ALASKA ENERGY AUTHORITY Subtask 2.3.2 - The team will conduct project financing review and work with each individual community on leveraging funding. Quarter/ timeframe Milestone Measure 5 Community benefit agreements in place. Progress 6,7 Applications received and evaluated for merit criteria Progress 8 Approximately twenty community awards result in project implementation. Technical FY 25 AEA has copies of signed grant agreements for twenty projects. Go/No Go 9-24 Projects are implemented Technical 10 Outreach conducted Progress FY 26 Projects that have cleared progress criteria with completed feasibility reports are moved forward. Go/No Go 13 Survey and interview results received and reviewed. Progress 14 Stakeholder listening session conducted. Progress 15 Cohort evaluation finalized. Progress 16 Preliminary review of findings is released by the project team. Technical FY 27 Projects that have cleared progress criteria with completed design and permitting are moved forward. Go/No Go FY28 Projects that have cleared progress criteria with groundbreaking construction are moved forward. Go/No Go FY 29 Projects that have cleared progress criteria and are on budget and on schedule are moved forward. Go/No Go Continuation: The recipient is NOT authorized to initiate any scope in the next budget period without the DOE Contracting Officer’s prior written approval in accordance with the award terms and conditions. Budget Period 3 (Year 7): Project evaluation and analysis of outcomes. Task 7.1- Finalize Project Awards and Activities: Subtask 7.1.1- AEA will ensure completion of all projects through a final project inspection and will finalize reporting to DOE. Task 7.2- Review impact of projects on goals and outcomes Subtask 7.2.1 Partners will review goals, objectives, and outcomes against project reporting to ensure project completion and alignment with the agreed upon plan. Subtask 7.2.2- The team will evaluate community benefit arrangements and impact by comparing outcomes against pre project data. RURAL ALASKA MICROGRID TRANSFORMATION | TECHNICAL VOLUME 5 ALASKA ENERGY AUTHORITY Task 7.3- Produce final summary of findings Subtask 7.3.1 - The team will share findings on a public facing project website and in public forums so that the project can be easily replicated, and information can be shared with decision makers. Subtask 7.3.3 - AEA will share findings with project partners and participating rural communities. Quarter Milestone Measure Verification 25 Survey and interview results received and reviewed. Progress 80% response 26 Stakeholder listening session conducted. Progress Workshop held 27 Cohort evaluation finalized. Progress 80% response 28 Project delivers summary of outcomes to DOE. Technical Document D. DELIVERABLES In addition to the reports specified in the "Federal Assistance Reporting Checklist," the Recipient will provide the following to the DOE Project Officer: x Subtask 0.0 Project Management Plan (PMP) x Subtask 1.1.1 Final Partner Agreements x Subtask 1.3.2 Request for application and scoring criteria x Subtask 2.1.1 Signed project agreements between AEA and 20 disadvantaged communities x Subtask 3.1.1 NEPA documentation for each site x Subtask 3.1.1 Engineered design documents for all construction projects x Subtask 3.1.1 Copies of all necessary permits x Subtask 7.1.1 Close-out documentation and final reporting x Subtask 7.3.1 Link to public facing website with project outcomes E. BRIEFINGS AND TECHNICAL PRESENTATIONS x Detailed project status update briefings at events in the contiguous United States once per year and via communication/conferencing media approximately once per year. Briefings will explain the plans, progress, and results of the project. x Technical paper(s) and presentations as appropriate at technical society meetings, or at technical exchange meetings. Award Number:5/19/2023Award Recipient:Alaska Energy Authority(May be award recipient or sub-recipient)Section A - Budget SummaryFederal Cost Share Total Costs Cost Share % Proposed Budget Period DatesBudget Period 1$15,883,607 $15,883,607 $31,906,144 49.78% 01/01/2024 - 05/30/2025Budget Period 2$199,932,841 $199,932,841 $400,793,211 49.88% 06/01/2025 - 5/30/2030Budget Period 3$32,915,003 $32,915,004 $65,993,813 49.88% 01/01/2030 - 12/31/2031Budget Period 4$0 $0 $0 0.00%Budget Period 5$0 $0 $0 0.00%Total$248,731,451 $248,731,452 $498,693,168 49.88%Section B - Budget CategoriesCATEGORY Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 Total Costs % of Project Comments (as needed)a. Personnel$3,718,800 $7,879,767 $4,164,927 $0 $0 $15,763,494 3.16%b. Fringe Benefits$0 $0 $0 $0 $0 $0 0.00%c. Travel$366,000 $732,000 $366,000 $0 $0 $1,464,000 0.29%d. Equipment$100,000 $0 $0 $0 $0 $100,000 0.02%e. Supplies$80,000 $160,000 $80,000 $0 $0 $320,000 0.06%f. ContractualSub-recipient$25,766,979 $388,562,253 $59,398,059 $0 $0 $473,727,291 94.99%Contractor$944,640 $1,489,280 $944,640 $0 $0 $3,378,560 0.68%FFRDC$0 $0 $0 $0 $0 $0 0.00%Total Contractual $26,711,619 $390,051,533 $60,342,699 $0 $0 $477,105,851 95.67%g. Construction$0 $0 $0 $0 $0 $0 0.00%h. Other Direct Costs$0 $0 $0 $0 $0 $0 0.00%Total Direct Costs$30,976,419 $398,823,300 $64,953,626 $0 $0 $494,753,345 99.21%i. Indirect Charges$929,725 $1,969,912 $1,040,187 $0 $0 $3,939,823 0.79%Total Costs$31,906,144 $400,793,211 $65,993,813 $0 $0 $498,693,168 100.00%Instructions and SummaryDate 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 DOE contact! Do not modify this template or any cells for 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 five budget periods, consult your DOE contact before adding additional budget period rows and 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. Time (Hrs)Hourly Rate($/Hr)Total Budget Period 1Time (Hrs)Hourly Rate($/Hr)Total Budget Period 2Time (Hrs)Hourly Rate($/Hr)Total Budget Period 3Time (Hrs)Hourly Rate($/Hr)Total Budget Period 4Time (Hrs)Hourly Rate($/Hr)Total Budget Period 51Sr. Engineer (EXAMPLE!!!)2000 $85.00 $170,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 2400 $190,0002Technicians (2) 4000 $20.00 $80,000 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 4000 $80,0002 thru 7Circuit Rider Technician195 $67.65 $13,192 390 $71.67 $27,951 195 $75.69 $14,760 $0 $0 780 $55,9032 thru 7Circuit Rider Technician195 $82.60 $16,107 390 $87.49 $34,121 195 $92.40 $18,018 $0 $0 780 $68,2462 thru 7Circuit Rider Technician195 $78.27 $15,263 390 $82.92 $32,339 195 $87.56 $17,074 $0 $0 780 $64,6761 thru 7Circuit Rider Technician3900 $78.26 $305,214 7800 $82.92 $646,776 3900 $87.56 $341,484 $0 $0 15600 $1,293,4741 thru 7Comms Directors585 $97.28 $56,909 1170 $103.06 $120,580 585 $109.10 $63,824 $0 $0 2340 $241,3131 thru 7Contracting Officer390 $85.15 $33,209 780 $90.21 $70,364 390 $95.75 $37,343 $0 $0 1560 $140,9151 thru 7Contracting Officer1950 $85.15 $166,043 3900 $90.21 $351,819 1950 $95.50 $186,225 $0 $0 7800 $704,0871 thru 7Director AEEE390 $131.04 $51,106 780 $138.85 $108,303 390 $146.85 $57,272 $0 $0 1560 $216,6801 thru 7Director of Planning195 $103.48 $20,179 390 $109.63 $42,756 195 $118.83 $23,172 $0 $0 780 $86,1061 thru 7Economist1170 $102.15 $119,516 2340 $108.22 $253,235 1170 $115.00 $134,550 $0 $0 4680 $507,3001 thru 7Executive Director195 $183.43 $35,769 390 $194.32 $75,785 195 $205.22 $40,018 $0 $0 780 $151,5721 thru 7GIS780 $78.26 $61,043 1560 $82.91 $129,340 780 $87.78 $68,468 $0 $0 3120 $258,8511 thru 7Infrastructure Engineer390 $105.32 $41,075 780 $111.58 $87,032 390 $118.00 $46,020 $0 $0 1560 $174,1272 thru 7Program Project Manager780 $100.08 $78,062 1560 $106.03 $165,407 780 $113.23 $88,319 $0 $0 3120 $331,7891 thru 7Program Project Manager3900 $105.32 $410,748 7800 $111.58 $870,324 3900 $117.84 $459,576 $0 $0 15600 $1,740,6481 thru 7Program Project Manager3900 $105.32 $410,748 7800 $111.58 $870,324 3900 $117.84 $459,576 $0 $0 15600 $1,740,6481 thru 7Program Project Manager3900 $105.32 $410,748 7800 $111.58 $870,324 3900 $117.84 $459,576 $0 $0 15600 $1,740,6481 thru 7Program Project Manager3900 $105.32 $410,748 7800 $111.58 $870,324 3900 $117.84 $459,576 $0 $0 15600 $1,740,6481 thru 7Program Project Manager3900 $105.32 $410,748 7800 $111.58 $870,324 3900 $117.84 $459,576 $0 $0 15600 $1,740,6481 thru 7Program Project Manager3900 $105.32 $410,748 7800 $111.58 $870,324 3900 $117.84 $459,576 $0 $0 15600 $1,740,6481 thru 7Rural Assistance Manager390 $102.24 $39,874 780 $108.32 $84,490 390 $115.00 $44,850 $0 $0 1560 $169,2131 thru 7Rural Programs Manager780 $123.12 $96,034 1560 $130.43 $203,471 780 $137.75 $107,445 $0 $0 3120 $406,9492 thru 7Senior Infrastructure Engineer390 $110.35 $43,037 780 $116.97 $91,237 390 $124.35 $48,497 $0 $0 1560 $182,7701 thru 7Chief Operating Officer 390$160.73 $62,685 780 $170.28 $132,818 390 $179.83 $70,134 $0 $0 1560 $265,637Total Personnel Costs36660 $3,718,800 73320 $7,879,767 36660 $4,164,927 0 $0 0 $0 146640 $15,763,494Additional Explanation (as needed):Position TitleINSTRUCTIONS - PLEASE READ!!!1. List project costs solely for employees of the entity completing this form. All personnel costs for subrecipients and contractors must be included under f. Contractual.2. All personnel should be identified by position title and not employee name. Enter the amount of time (e.g., hours or % of time) and the base hourly rate and the total direct personnel compensation will automatically calculate. Rate basis (e.g., rate negotiated for each hour worked on the project, labor distribution report, state civil service rates, etc.) must also be identified.3. If loaded labor rates are utilized, a description of the costs the loaded rate is comprised of must be included in the Additional Explanation section below. DOE must review all components of the loaded labor rate for reasonableness and unallowable costs (e.g. fee or profit). 4. If a position and hours are attributed to multiple employees (e.g. Technician working 4000 hours) the number of employees for that position title must be identified. 5. Each budget period is rounded to the nearest dollar.SOPO Task #Rate BasisProject Total DollarsBudget Period 4Budget Period 5a. PersonnelProject Total HoursBudget Period 1Budget Period 2Budget Period 3Detailed Budget Justification Labor TypeTotal Project Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate TotalEXAMPLE!!! Sr. Engineer$170,000 20% $34,000 $10,000 20% $2,000 $10,000 20% $2,000 $10,000 20% $2,000 $10,000 20% $2,000 $38,000$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0Total:$0 $0 $0 $0 $0 $0 $0 $0 $0 $0$0Detailed Budget Justification b. Fringe BenefitsAdditional Explanation (as necessary): Please use this box (or an attachment) to list the elements that comprise your fringe benefits and how they are applied to your base (e.g. Personnel) to arrive at your fringe benefit rate.INSTRUCTIONS - PLEASE READ!!!1. Fill out the table below by position title. If all employees receive the same fringe benefits, you can show "Total Personnel" in the Labor Type column instead of listing out all position titles. 2. The rates and how they are applied should not be averaged to get one fringe cost percentage. Complex calculations should be described/provided in the Additional Explanation section below. 3. The fringe benefit rates should be applied to all positions, regardless of whether those funds will be supported by Federal Share or Recipient Cost Share.4. Each budget period is rounded to the nearest dollar.______ A fringe benefit rate has been negotiated with, or approved by, a federal government agency. A copy of the latest rate agreement is/was included with the project application.*______ There is not a current federally approved rate agreement negotiated and available.***Unless the organization has submitted an indirect rate proposal which encompasses the fringe pool of costs, please provide the organization’s benefit package and/or a list of the components/elements that comprise the fringe pool and the cost or percentage of each component/element allocated to the labor costs identified in the Budget Justification (Form EERE 335.1).**When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided in the Sample Rate Proposal at https://www.energy.gov/eere/funding/downloads/sample-indirect-rate-proposal-and-profit-compliance-audit, or a format that provides the same level of information and which will support the rates being proposed for use in the performance of the proposed project. A federally approved fringe benefit rate agreement, or a proposed rate supported and agreed upon by DOE for estimating purposes is required at the time of award negotiation if reimbursement for fringe benefits is requested. Please check (X) one of the options below and provide the requested information if not previously submitted.Budget Period 2Budget Period 3Budget Period 1Budget Period 4Budget Period 5 SOPO Task #Purpose of Travel Depart From DestinationNo. of DaysNo. of Travelers Lodging per Traveler Flight per Traveler Vehicle per Traveler Per Diem Per Traveler Cost per TripBasis for Estimating CostsDomestic Travel1EXAMPLE!!! Visit to PV manufacturer 2 2 $250 $500 $100 $160 $2,020 Current GSA rates2Rural site visits 3 trips per year per site; 2 people per trip - Assume 20 sites. Rural travel estimated at $1,500 per trip with an overnight stay.ANC Rural Alaska 2 240 $250 $1,100 $150 $360,000 Previous experience2 One out of state conference per year ANC Out of state 5 2 $1,000 $1,500 $500 $6,000 Previous experience$0$0International Travel$0Budget Period 1 Total$366,000Domestic Travel3 thru 6Rural site visits 3 trips per year per site; 2 people per trip - Assume 20 sites. Rural travel estimated at $1,500 per trip with an overnight stay.ANC Rural Alaska 2 480 $250 $1,100 $150 $720,000 Previous experience3 thru 6 One out of state conference per year ANC Out of state 5 4 $1,000 $1,500 $500 $12,000 Previous experience$0$0International Travel$0Budget Period 2 Total$732,000Domestic Travel7Rural site visits 3 trips per year per site; 2 people per trip - Assume 20 sites. Rural travel estimated at $1,500 per trip with an overnight stay.ANC Rural Alaska 2 240 $250 $1,100 $150 $360,000 Previous experience7 One out of state conference per year ANC Out of state 5 2 $1,000 $1,500 $500 $6,000 Previous experience$0$0International Travel$0Budget Period 3 Total$366,000Domestic Travel$0$0$0$0International Travel$0Budget Period 4 Total$0Domestic Travel$0$0$0$0International Travel$0Budget Period 5 Total$0PROJECT TOTAL$1,464,000INSTRUCTIONS - PLEASE READ!!!1. Identify Foreign and Domestic Travel as separate items. Examples of Purpose of Travel are subrecipient site visits, DOE meetings, project mgmt. meetings, etc. Examples of Basis for Estimating Costs are past trips, travel quotes, GSA rates, etc. 2. All listed travel must be necessary for performance of the Statement of Project Objectives.3. Only travel that is directly associated with this award should be included as a direct travel cost to the award. 4. Federal travel regulations are contained within the applicable cost principles for all entity types. 5. Travel costs should remain consistent with travel costs incurred by an organization during normal business operations as a result of the organizations written travel policy. In absence of a written travel policy, organizations must follow the regulations prescribed by the General Services Administration. 6. Columns E, F, G, H, I, J, and K are per trip.7. The number of days is inclusive of the day of departure and the day of return.8. Recipients should enter City and State (or City and Country for International travel) in the Depart from and Destination fields.9. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed): Rural project sites are unknown. 3 trips per year to each project site, 2 people per trip. Typically it will be a project manager and circuit rider to inspect the project progress and offer any training opportunities.c. TravelDetailed Budget Justification Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 SOPO Task #Equipment Item QtyUnit Cost Total Cost Basis of Cost Justification of need3,4,5EXAMPLE!!! Thermal shock chamber2 $70,000 $140,000 Vendor Quote - Attached Reliability testing of PV modules- Task 4.3Office set-up 10 $10,000 $100,000 Previous experience 10 new staff office set-up$0$0$0$0 1,2$0Budget Period 1 Total$100,000$0$0$0$0$0$0Budget Period 2 Total$0$0$0$0$0$0$0Budget Period 3 Total$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0Budget Period 5 Total$0 TOTAL EQUIPMENT $100,000d. EquipmentDetailed Budget JustificationINSTRUCTIONS - PLEASE READ!!!1. Equipment is generally defined as an item with an acquisition cost greater than $5,000 and a useful life expectancy of more than one year. Please refer to the applicable Federal regulations in 2 CFR 200 for specific equipment definitions and treatment. 2. List all equipment below, providing a basis of cost (e.g. contractor quotes, catalog prices, prior invoices, etc.). Briefly justify items as they apply to the Statement of Project Objectives. If it is existing equipment, provide logical support for the estimated value shown. 3. During award negotiations, provide a contractor quote for all equipment items over $50,000 in price. If the contractor quote is not an exact price match, provide an explanation in the additional explanation section below. If a contractor quote is not practical, such as for a piece of equipment that is purpose-built, first of its kind, or otherwise not available off the shelf, provide a detailed engineering estimate for how the cost estimate was derived.4. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 3Budget Period 2Budget Period 1Budget Period 4Budget Period 5 SOPO Task #General Category of Supplies QtyUnit Cost Total Cost Basis of Cost Justification of need4,6EXAMPLE!!! Wireless DAS components10 $360.00 $3,600 Catalog price For Alpha prototype - Task 2.41,2 Misc. Supplies 40 $2,000.00 $80,000 Previous experience 20 staff members - $2,000/pp per year$0$0$0$0$0$0Budget Period 1 Total $80,0003 thr 6 Misc. Supplies 80 $2,000.00 $160,000 Previous experience 20 staff members - $2,000/pp per year$0$0$0$0$0$0$0Budget Period 2 Total$160,0007 Misc. Supplies 40 $2,000.00 $80,000 Previous experience 20 staff members - $2,000/pp per year$0$0$0$0$0$0$0Budget Period 3 Total$80,000$0$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0$0$0Budget Period 5 Total$0TOTAL SUPPLIES $320,000Detailed Budget Justification INSTRUCTIONS - PLEASE READ!!!1. Supplies are generally defined as an item with an acquisition cost of $5,000 or less and a useful life expectancy of less than one year. Supplies are generally consumed during the project performance. Please refer to the applicable Federal regulations in 2 CFR 200 for specific supplies definitions and treatment. 2. List all proposed supplies below, providing a basis of costs (e.g. contractor quotes, catalog prices, prior invoices, etc.). Briefly justify the need for the Supplies as they apply to the Statement of Project Objectives. Note that Supply items must be direct costs to the project at this budget category, and not duplicative of supply costs included in the indirect pool that is the basis of the indirect rate applied for this project.3. Multiple supply items valued at $5,000 or less used to assemble an equipment item with a value greater than $5,000 with a useful life of more than one year should be included on the equipment tab. If supply items and costs are ambiguous in nature, contact your DOE representative for proper categorization. 4. Add rows as needed. If rows are added, formulas/calculations may need to be adjusted by the preparer. 5. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 1e. SuppliesBudget Period 2Budget Period 3Budget Period 4Budget Period 5 SOPO Task #Sub-RecipientName/OrganizationSub-Recipient Unique Entity Identifier (UEI) Purpose and Basis of CostBudget Period 1Budget Period 2 Budget Period 3Budget Period 4Budget Period 5Project Total2,4EXAMPLE!!! XYZ Corp.Partner to develop optimal lens for Gen 2 product. Cost estimate based on personnel hours.$48,000 $32,000 $16,000$96,0001 thru 7 Anchorage Municipal League (AML) Cost estimate based on personnel hours $128,049 $889,724 $150,871$1,168,6441 thru 7 Alaska Center for Energy and Power (ACEP) Cost estimate based on personnel hours $138,930 $927,529 $163,806$1,230,2651 thru 7 Alaska Native Tribal Health Consortium (ANTHC) Cost estimate based on personnel hours $500,000 $495,000 $333,382$1,328,3822 thru 7 Rural Alaskan Community/Village/Tribe/Utility Future request for proposal and potential projects know to AEA$25,000,000 $386,250,000 $58,750,000$470,000,000$0$0$0$0$0Sub-total $25,766,979 $388,562,253 $59,398,059 $0 $0 $473,727,291SOPO Task #Purpose and Basis of CostBudget Period 1Budget Period 2 Budget Period 3Budget Period 4Budget Period 5Project Total6Contractor for developing robotics to perform lens inspection. Estimate provided by contractor.$32,900 $86,500$119,4001 thru 7 IIJA Program Coordinator15 hours/month @ 124/hour. Coordination of all IIJA programs across the agency$44,640 $89,280 $44,640$178,5602,3,4,5 State of Alaska Department of Natural Resouces Permitting $200,000 $400,000 $200,000$800,0002,3,7 EconomistCompetitive bid. Analysis of applications and awards, program evaluation support$200,000 $200,000$400,0001 thru 7 OutreachCompetitive bid. Program specific outreach and report development $100,000 $200,000 $100,000$400,0002,3,7 Engineering SupportCompetitice bid. Engineering service for application review, technical feasibility, design review.$200,000 $400,000 $200,000$800,0002,3,4,5 Legal ServicesState of Alaska or competitive bid $100,000 $200,000 $100,000$400,0001,2,3,4,5 State of Alaska Department of Law Internal legal services $100,000 $200,000 $100,000$400,000Sub-total $944,640 $1,489,280 $944,640 $0 $0 $3,378,560SOPO Task #Purpose and Basis of CostBudget Period 1Budget Period 2 Budget Period 3Budget Period 4Budget Period 5Project Total$0$0Sub-total $0 $0 $0 $0 $0 $0$26,711,619 $390,051,533 $60,342,699 $0 $0 $477,105,851Detailed Budget Justification f. ContractualINSTRUCTIONS - PLEASE READ!!!1. The entity completing this form must provide all costs related to sub-recipients, contractors, and FFRDC partners in the applicable boxes below. 2. Sub-recipients (partners, sub-awardees): Subrecipients shall submit a Budget Justification describing all project costs and calculations when their total proposed budget exceeds either (1) $100,000 or (2) 25% of total award costs. These sub-recipient forms may be completed by either the sub-recipients themselves or by the preparer of this form. The budget totals on the sub-recipient's forms must match the sub-recipient entries below. A subrecipient is a legal entity to which a subaward is made, who has performance measured against whether the objectives of the Federal program are met, is responsible for programmatic decision making, must adhere to applicable Federal program compliance requirements, and uses the Federal funds to carry out a program of the organization. All characteristics may not be present and judgment must be used to determine subrecipient vs. contractor status. 3. Contractors: List all contractors supplying commercial supplies or services used to support the project. For each Contractor cost with total project costs of $100,000 or more, a Contractor quote must be provided. A contractor is a legal entity contracted to provide goods and services within normal business operations, provides similar goods or services to many different purchasers, operates in a competitive environment, provides goods or services that are ancillary to the operation of the Federal program, and is not subject to compliance requirements of the Federal program. All characteristics may not be present and judgment must be used to determine subrecipient vs.contractor status. 4. Federal Funded Research and Development Centers (FFRDCs): FFRDCs must submit a signed Field Work Proposal during award application. The award recipient may allow the FFRDC to provide this information directly to DOE, however project costs must also be provided below.5. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):ContractorName/OrganizationEXAMPLE!!! ABC Corp.FFRDCName/OrganizationTotal Contractual SOPO Task #General Description Cost Basis of Cost Justification of need3 EXAMPLE ONLY!!! Three days of excavation for platform site$28,000 Engineering estimate Site must be prepared for construction of platform.Budget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0TOTAL CONSTRUCTION $0Detailed Budget Justificationg. ConstructionPLEASE READ!!!1. Construction, for the purpose of budgeting, is defined as all types of work done on a particular building, including erecting, altering, or remodeling. Construction conducted by the award recipient is entered on this page. Any construction work that is performed by a contractor or subrecipient should be entered under f. Contractual.2. List all proposed construction below, providing a basis of cost such as engineering estimates, prior construction, etc., and briefly justify its need as it applies to the Statement of Project Objectives.3. Each budget period is rounded to the nearest dollar.Overall description of construction activities: Example Only!!! - Build wind turbine platformAdditional Explanation (as needed):Budget Period 1Budget Period 2Budget Period 5Budget Period 3Budget Period 4 SOPO Task #General Description and SOPO Task # Cost Basis of Cost Justification of need5EXAMPLE!!! Grad student tuition - tasks 1-3$16,000 Established UCD costs Support of graduate students working on project Budget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0TOTAL OTHER DIRECT COSTS $0Detailed Budget Justificationh. Other Direct CostsAdditional Explanation (as needed):INSTRUCTIONS - PLEASE READ!!!1. Other direct costs are direct cost items required for the project which do not fit clearly into other categories. These direct costs must not be included in the indirect costs (for which the indirect rate is being applied for this project). Examples are: tuition, printing costs, etc. which can be directly charged to the project and are not duplicated in indirect costs (overhead costs).2. Basis of cost are items such as vendor quotes, prior purchases of similar or like items, published price list, etc.3. Each budget period is rounded to the nearest dollar.Budget Period 1Budget Period 3Budget Period 2Budget Period 4Budget Period 5 Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 TotalProvide ONLY Applicable Rates:Overhead Rate 0.00% 0.00% 0.00% 0.00% 0.00%General & Administrative (G&A) 0.00% 0.00% 0.00% 0.00% 0.00%FCCM Rate, if applicable 0.00% 0.00% 0.00% 0.00% 0.00%OTHER Indirect Rate 25.00% 25.00% 25.00% 0.00% 0.00%Indirect Costs (As Applicable):Overhead Costs $929,725$1,969,912 $1,040,187$3,939,823G&A Costs$0FCCM Costs, if applicable$0 OTHER Indirect Costs$0Total indirect costs requested: $929,725 $1,969,912$1,040,187 $0 $0 $3,939,823i. Indirect CostsINSTRUCTIONS - PLEASE READ!!!1. Fill out the table below to indicate how your indirect costs are calculated. Use the box below to provide additional explanation regarding your indirect rate calculation. 2. The rates and how they are applied should not be averaged to get one indirect cost percentage. Complex calculations or rates that do not do not correspond to the below categories should be described/provided in the Additional Explanation section below. If questions exist, consult with your DOE contact before filling out this section. 3. The indirect rate should be applied to both the Federal Share and Recipient Cost Share.4. NOTE: A Recipient who elects to employ the 10% de minimis Indirect Cost rate cannot claim resulting cost as a Cost Share contribution, nor can the Recipient claim "unrecovered indirect costs" as a Cost Share contribution. Neither of these costs can be reflected as actual indirect cost rates realized by the orgnaization, and therefore are not verifiable in the Recipient records as required by Federal Regulation (200.306(b)(1))5.. Each budget period is rounded to the nearest dollar.Explanation of BASE AEA is in the process of developing an indirect cost allocation plan (ICAP) and is working with independent contractor to develop a cost model to track and allocate indirect costs for federal cost recovery. AEA will seek approval of the ICAP by their cognizant agency as required. AEA understands that this process will take up to two years for development of the ICAP and the required approval. Currently, AEA utilized the 10% de minimis rate in accordance with 2 CFR 200.414(f). AEA fully expects to have an approved ICAP and indirect cost rate by July 1, 2025 and therefore, for budgetary purposes only, AEA has used an estimated rate of 25%. AEA will only request reimbursement based on the 10% de minimis rate or an approved indirect cost rate. Detailed Budget Justification You must provide an explanation (below or in a separate attachment) and show how your indirect cost rate was applied to this budget in order to come up with the indirect costs shown.A federally approved indirect rate agreement, or rate proposed (supported and agreed upon by DOE for estimating purposes) is required if reimbursement of indirect costs is requested. Please check (X) one of the options below and provide the requested information if it has not already been provided as requested, or has changed. Example: Labor + Fringe______ An indirect rate has been approved or negotiated with a federal government agency. A copy of the latest rate agreement is included with this application and will be provided electronically to the Contracting Officer for this project.__X___ The organization does not have a current, federally approved indirect cost rate agreement and has provided an indirect rate proposal in support of the proposed costs.__X___ This organization has elected to apply a 10% de minimis rate in accordance with 2 CFR 200.414(f). Organization/Source Type (Cash or In Kind) Cost Share Item Budget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Total Project Cost ShareABC CompanyEXAMPLE!!!CashProject partner ABC Company will provide 20 PV modules for product development at the price of $680 per module$13,600$13,600State of Alaska 250000000 Subject to legislative approval, the state of Alaska will invest in this project$37,190,906 $141,265,622 $70,906,800$249,363,328Financial Institutions$0Economic Development Corps$0Guarauntee Agencies$0Private Investment$0$0$0$0$0$0TOTAL COST SHARE $37,190,906 $141,265,622 $70,906,800 $0 $0 $249,363,328$498,693,16850.0%Additional Explanation (as needed): Projects will provide match, this program will be developed and then projects selected. Therefore all the sources of match are not known at this time.Cost ShareDetailed Budget JustificationPLEASE READ!!!1. A detailed presentation of the cash or cash value of all cost share proposed must be provided in the table below. All items in the chart below must be identified within the applicable cost category tabs a. through i. in addition to the detailed presentation of the cash or cash value of all cost share proposed provided in the table below. Identify the source organization & amount of each cost share item proposed in the award. 2. Cash Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) for costs incurred and paid for during the project. This includes when an organization pays for personnel, supplies, equipment, etc. for their own company with organizational resources. If the item or service is reimbursed for, it is cash cost share. All cost share items must be necessary to the performance of the project. Contractors may not provide cost share. Any partial donation of goods or services is considered a discount and is not allowable. 3. In Kind Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) where a value of the contribution can be readily determined, verified and justified but where no actual cash is transacted in securing the good or service comprising the contribution. In Kind cost share items include volunteer personnel hours, the donation of space or use of equipment, etc. The cash value and calculations thereof for all In Kind cost share items must be justified and explained in the Cost Share Item section below. All cost share items must be necessary to the performance of the project. If questions exist, consult your DOE contact before filling out In Kind cost share in this section. Contractors may not provide cost share. Any partial donation of goods or services is considered a discount and is not allowable. 4. Funds from other Federal sources MAY NOT be counted as cost share. This prohibition includes FFRDC sub-recipients. Non-Federal sources include any source not originally derived from Federal funds. Cost sharing commitment letters from subrecipients and third parties must be provided with the original application.5. Fee or profit, including foregone fee or profit, are not allowable as project costs (including cost share) under any resulting award. The project may only incur those costs that are allowable and allocable to the project (including cost share) as determined in accordance with the applicable cost principles prescribed in FAR Part 31 for For-Profit entities and 2 CFR Part 200 Subpart E - Cost Principles for all other non-federal entities.6. NOTE: A Recipient who elects to employ the 10% de minimis Indirect Cost rate cannot claim the resulting indirect costs as a Cost Share contribution. 7. NOTE: A Recipient cannot claim "unrecovered indirect costs" as a Cost Share contribution, without prior approval. 8. Each budget period is rounded to the nearest dollar. Cost Share Percent of Award:Total Project Cost: Award Number:Federal Non-Federal Federal Non-Federal Total(a) (b) (c) (d) (e) (f) (g)1.Budget Period 1-$5,284,762 $37,190,906$31,906,1442.Budget Period 2$259,527,589$141,265,622$400,793,2113.Budget Period 3-$4,912,987 $70,906,800$65,993,8134.Budget Period 4$0 $0$05.Budget Period 5$0 $0$06.Totals$249,329,840$249,363,328$498,693,168Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5$3,718,800 $7,879,767 $4,164,927 $0 $0$15,763,494$0 $0 $0 $0 $0$0$366,000 $732,000 $366,000 $0 $0$1,464,000$100,000 $0 $0 $0 $0$100,000$80,000 $160,000 $80,000 $0 $0$320,000$26,711,619 $390,051,533 $60,342,699 $0 $0$477,105,851$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$30,976,419 $398,823,300 $64,953,626 $0 $0$494,753,345$929,725 $1,969,912 $1,040,187 $0 $0$3,939,823$31,906,144 $400,793,211 $65,993,813 $0 $0$498,693,1687.$0SF-424A (Rev. 4-92) Section B - Budget CategoriesApplicant Name:Alaska Energy Authority0Budget Information - Non Construction ProgramsOMB Approval No. 0348-0044Section A - Budget SummaryGrant Program Function or ActivityCatalog of Federal Domestic Assistance NumberEstimated Unobligated FundsNew or Revised Budgeth. Other6.Object Class CategoriesGrant Program, Function or ActivityTotal (5)a. Personnelb. Fringe Benefitsc. Traveld. Equipmente. Suppliesf. Contractualg. ConstructionAuthorized for Local Reproductioni. Total Direct Charges (sum of 6a-6h)j. Indirect Chargesk. Totals (sum of 6i-6j)Program IncomePrevious Edition UsablePrescribed by OMB Circular A-102 RURAL ALASKA MICROGRID TRANSFORMATION | SUMMARY FOR PUBLIC RELEASE ALASKA ENERGY AUTHORITY ZƵƌĂůůĂƐŬĂDŝĐƌŽŐƌŝĚdƌĂŶƐĨŽƌŵĂƟŽŶ dŽƉŝĐƌĞĂƐϯ͗'ƌŝĚ/ŶŶŽǀĂƟŽŶWƌŽŐƌĂŵ dŚĞůĂƐŬĂŶĞƌŐǇƵƚŚŽƌŝƚǇ;ͿŝƐƚŚĞ^ƚĂƚĞ͛ƐĞŶĞƌŐǇŽĸĐĞĂŶĚƉƌŝŵĂƌǇĂŐĞŶĐǇĨŽƌƐƚĂƚĞ- ǁŝĚĞĞŶĞƌŐǇƉŽůŝĐǇĂŶĚƉƌŽŐƌĂŵĚĞǀĞůŽƉŵĞŶƚ͛͘ƐŵŝƐƐŝŽŶŝƐƚŽƌĞĚƵĐĞƚŚĞĐŽƐƚŽĨĞŶĞƌŐǇŝŶ ůĂƐŬĂ͘ŵĂŶĂŐĞƐĂďƌŽĂĚƉŽƌƞŽůŝŽŽĨƐƵƉƉůǇĂŶĚĚĞŵĂŶĚƐŝĚĞĞŶĞƌŐǇƉƌŽũĞĐƚƐĂŶĚƚĂŬĞƐĂ ǁŚŽůĞͲĐŽŵŵƵŶŝƚǇĂƉƉƌŽĂĐŚŝŶĂĚĚƌĞƐƐŝŶŐĞŶĞƌŐǇĐŽƐƚƌĞĚƵĐƟŽŶŝƐƐƵĞƐ͘/ŶƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚƚŚĞ ůĂƐŬĂDƵŶŝĐŝƉĂů>ĞĂŐƵĞ;D>Ϳ͕ůĂƐŬĂEĂƟǀĞdƌŝďĂů,ĞĂůƚŚŽŶƐŽƌƟƵŵ;Ed,Ϳ͕ĂŶĚƚŚĞůĂƐŬĂ ĞŶƚĞƌĨŽƌŶĞƌŐǇĂŶĚWŽǁĞƌ;WͿ͕ƉƌŽƉŽƐĞƐƚŽƚƌƵůǇƚƌĂŶƐĨŽƌŵƵƉƚŽƚǁĞŶƚǇƌƵƌĂůůĂƐŬĂŶ ĐŽŵŵƵŶŝƚǇŵŝĐƌŽŐƌŝĚƐĨƌŽŵĚŝĞƐĞůƉŽǁĞƌŐĞŶĞƌĂƟŽŶƚŽĐůĞĂŶ͕ƌĞŶĞǁĂďůĞĞŶĞƌŐǇ͘ dŚĞŐŽĂůŽĨƚŚĞƐĞƚƌĂŶƐĨŽƌŵĞĚĐŽŵŵƵŶŝƚǇŵŝĐƌŽŐƌŝĚƐŝƐƚŽƌĞƉůĂĐĞƚŚĞďĂƐĞůŽĂĚĚŝĞƐĞůƉŽǁĞƌ ƉƌŽĚƵĐƟŽŶǁŝƚŚƌĞŶĞǁĂďůĞĞŶĞƌŐǇ͘,ǇĚƌŽ͕ƐŽůĂƌ͕ĂŶĚǁŝŶĚĂƌĞƚŚĞƉƌŝŵĂƌǇƌĞŶĞǁĂďůĞƉŽǁĞƌ ƐŽƵƌĐĞƐĨŽƵŶĚƚŽďĞƐƵĐĐĞƐƐĨƵůŝŶůĂƐŬĂ͘/ŶĂĚĚŝƟŽŶ͕ŵĂŶǇŽĨƚŚĞƉŽƐƐŝďůĞŚǇĚƌŽƉƌŽũĞĐƚƐǁŽƵůĚ ƉƌŽĚƵĐĞŵŽƌĞƉŽǁĞƌƚŚĂŶĐŽƵůĚďĞƵƐĞĚďǇƚǇƉŝĐĂůĐŽŵŵƵŶŝƚǇĚĞŵĂŶĚ͘dŚŝƐĞǆĐĞƐƐƉŽǁĞƌ ǁŽƵůĚďĞƵƐĞĚĨŽƌĐŽŵŵƵŶŝƚǇŚĞĂƚĂŶĚǁŽƵůĚĞŶĂďůĞŝŶĐƌĞĂƐĞĚĐĂƉĂĐŝƚǇĨŽƌĞŶĞƌŐǇƐƚŽƌĂŐĞ͕ ǁŚŝĐŚŝƐĂĐƌŝƟĐĂůƌĞƐŽƵƌĐĞŝŶƌƵƌĂůůĂƐŬĂ͘dŚŝƐƵƐĞŽĨĞǆĐĞƐƐĞůĞĐƚƌŝĐŝƚǇĨŽƌŚĞĂƚƌĞĚƵĐƟŽŶǁŽƵůĚ ĚŝƐƉůĂĐĞŚĞĂƟŶŐŽŝů͕ǁŽŽĚďƵƌŶŝŶŐ͕ĚŝĞƐĞů͕ĂŶĚŽƚŚĞƌƚǇƉĞƐŽĨĨƵĞů͕ƚŚĞƌĞďǇŵĂǆŝŵŝǌŝŶŐĞŶǀŝƌŽŶ- ŵĞŶƚĂůďĞŶĞĮƚƐŝŶĐůƵĚŝŶŐĐĂƌďŽŶƌĞĚƵĐƟŽŶ͘ dŚŝƐƉƌŽũĞĐƚƌĞƐƚƐŽŶĐƌŝƟĐĂůƐƵĐĐĞƐƐĨĂĐƚŽƌƐƚŚĂƚůĞǀĞƌĂŐĞ͛ƐĞǆƉĞƌŝĞŶĐĞǁŝƚŚĚĞůŝǀĞƌŝŶŐ ƉƌŽũĞĐƚƐŝŶƌƵƌĂůůĂƐŬĂ͗ ;ϭͿ&ĞĂƐŝďŝůŝƚǇŽĨƉƌŽũĞĐƚƚĞĐŚŶŽůŽŐŝĞƐŝŶƌƵƌĂůůĂƐŬĂĐŽŵŵƵŶŝƟĞƐ ;ϮͿWƌŽĐĞƐƐŝŶŶŽǀĂƟŽŶ͕ĂŶĚƚŚĞĐŽŵďŝŶĂƟŽŶŽĨƚĞĐŚŶŽůŽŐŝĞƐ ;ϯͿWĂƌƚŶĞƌĐŽŶƚƌŝďƵƟŽŶƐ͕ĂŶĚĂƉƉƌŽƉƌŝĂƚĞůĞǀĞůƐŽĨĂŶĂůǇƐŝƐ ;ϰͿŽƐƚŽĨŵĂƚĞƌŝĂůƐĂŶĚƐĞƌǀŝĐĞƐ͕ĂŶĚƐƵƉƉůǇĐŚĂŝŶĂǀĂŝůĂďŝůŝƚǇ ;ϱͿ^ƵƐƚĂŝŶĂďŝůŝƚǇŽĨŽƉĞƌĂƟŽŶƐ͕ĂŶĚƉůĂŶŶŝŶŐĨŽƌŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƉĞƌĂƟŽŶƐ ͛ƐĂƉƉƌŽĂĐŚƚŽƐƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚǁŝůůƌĞƐƵůƚŝŶƉƌŽũĞĐƚůŽĐĂƟŽŶƐƚŚĂƚǁŝůůďĞĚĞƚĞƌ- ŵŝŶĞĚďĂƐĞĚŽŶůĞǀĞůŽĨĚŝƐĂĚǀĂŶƚĂŐĞĂŶĚƚŚĞĨĞĂƐŝďŝůŝƚǇŽĨŵĞĞƟŶŐƚŚĞĐƌŝƟĐĂůƐƵĐĐĞƐƐĨĂĐƚŽƌƐ͘ dŚĞƉƌŽũĞĐƚƐĞůĞĐƟŽŶƚĞĂŵǁŝůůĞǀĂůƵĂƚĞƚŚĞĂǀĂŝůĂďŝůŝƚǇŽĨĂƐŬŝůůĞĚǁŽƌŬĨŽƌĐĞĂŶĚƉŽƚĞŶƟĂůƚŽ ŽīĞƌƐŬŝůůƐƚƌĂŝŶŝŶŐĂƐƉĂƌƚŽĨĂĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐƉůĂŶ͘dŚŝƐǁŝůůůŽǁĞƌĐŽƐƚƐĂŶĚĂĚĚƌĞƐƐĂŶǇ ĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƟĐĞĨĂĐƚŽƌƐƚŚĂƚŵĂǇĞǆŝƐƚ͕ǁŚŝůĞĞŶƐƵƌŝŶŐĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐ͘WƌŽũĞĐƚƐǁŝůů ďĞƐĞůĞĐƚĞĚǀŝĂĂƌĞƋƵĞƐƚĨŽƌĂƉƉůŝĐĂƟŽŶǁŝƚŚƐĐŽƌŝŶŐƚŚĂƚƚĂŬĞƐŝŶƚŽĂĐĐŽƵŶƚĚŝƐĂĚǀĂŶƚĂŐĞĚ ĐŽŵŵƵŶŝƟĞƐ͛ĐƌŝƚĞƌŝĂ͕ƚŚĞĂďŝůŝƚǇƚŽƌĞƉůĂĐĞϭϬϬйŽĨďĂƐĞůŽĂĚĚŝĞƐĞůŐĞŶĞƌĂƟŽŶ͕ƌĞĚƵĐĞƚŚĞ ĐŽƐƚŽĨĞŶĞƌŐǇ͕ĐƌĞĂƚĞĐůĞĂŶĞŶĞƌŐǇũŽďƐ͕ĂŶĚŵŝƟŐĂƚĞŚĞĂůƚŚĂŶĚƐĂĨĞƚǇƌŝƐŬƐ͘ ůĂƐŬĂŝƐŝŶĂĐƌŝƟĐĂůƉŽƐŝƟŽŶƚŽůĞǀĞƌĂŐĞĂǀĂŝůĂďůĞĨĞĚĞƌĂůŝŶĨƌĂƐƚƌƵĐƚƵƌĞĨƵŶĚŝŶŐƚŽŵĂŬĞĂƚƌĂŶƐ- ĨŽƌŵĂƟǀĞŝŵƉĂĐƚŽŶƚŚĞĞŶĞƌŐǇƐǇƐƚĞŵƐŽĨĚŝƐĂĚǀĂŶƚĂŐĞĚ͕ƌƵƌĂůĐŽŵŵƵŶŝƟĞƐ͘ŝƐƉƌŽƉŽƐŝŶŐ ĂĐĂƌĞĨƵůůǇŵĂŶĂŐĞĚƉƌŽĐĞƐƐƚŽŝĚĞŶƟĨǇ͕ǀĞƚ͕ĂŶĚƐƵƉƉŽƌƚƚŚĞŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƉƌŽũĞĐƚƐŝŶƌƵƌĂů ĐŽŵŵƵŶŝƟĞƐ͘dŚŝƐĞīŽƌƚǁŝůůůĞǀĞƌĂŐĞ͛ƐƚĞĐŚŶŝĐĂůĞǆƉĞƌƟƐĞĂŶĚƉƌŽŐƌĂŵŵĂŶĂŐĞŵĞŶƚ͕ĂƐ ǁĞůůĂƐĞǆƉĞƌŝĞŶĐĞǁŽƌŬŝŶŐŝŶƌƵƌĂůůĂƐŬĂ͕ƚŽĞŶŐĂŐĞƉĂƌƚŶĞƌƐ͕ƐƚĂŬĞŚŽůĚĞƌƐ͕ĂŶĚƉƌŽũĞĐƚ ƉƌŽƉŽŶĞŶƚƐŝŶĂŶĞĸĐŝĞŶƚĂŶĚĞīĞĐƟǀĞƐǇƐƚĞŵŽĨƉƌŽũĞĐƚĞǀĂůƵĂƟŽŶĂŶĚĚĞƉůŽǇŵĞŶƚ͘ REDUCING THE COST OF ENERGY IN ALASKAPrime Applicant: Alaska Energy Authority (AEA)Project Title: Transforming Alaska's Rural MicrogridsProject Impact/Takeaway:The majority of Alaska's rural microgrids are powered by diesel generators, and this project will transform participating communities by facilitating the transition to locally sourced renewablesProject goals:Lowering the cost of energy in disadvantaged communities while reducing carbon emissions.Technology:This project will utilize local wind, solar, and hydro matched with battery storage systems.Impact:The combined use of these technologies will reduce rural community reliance on fossil fuels.Total Project Costs$500,000,000Federal Share$250,000,000Match$250,000,000 REDUCING THE COST OF ENERGY IN ALASKAAlaska Energy Authority (AEA) Transforming Alaska's Rural Microgrids REDUCING THE COST OF ENERGY IN ALASKAAlaska Energy Authority (AEA) Transforming Alaska's Rural MicrogridsPrincipal Investigator•Rebecca GarrettKeyPersonnel•Audrey Alstrom•Conner Erickson•Karen Bell•Karin St. ClairKeyPartners•Alaska Center for Energy and Power (ACEP),•Alaska Municipal League, (AML)•Alaska Native Tribal Health Consortium (ANTHC)Proposed Project Duration•96 monthsProject Team and Outcomes Award Number:19-May-23Award Recipient:Alaska Municipal League(May be award recipient or sub-recipient)Section A - Budget SummaryFederal Cost Share Total Costs Cost Share % Proposed Budget Period DatesBudget Period 1$128,049 $0 $128,049 0.00%Example!!! 01/01/2014 - 12/31/2014Budget Period 2$889,724 $0 $889,724 0.00%Budget Period 3$150,871 $0 $150,871 0.00%Budget Period 4$0 $0 $0 0.00%Budget Period 5$0 $0 $0 0.00%Total$1,168,644 $0 $1,168,644 0.00%Section B - Budget CategoriesCATEGORY Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 Total Costs % of Project Comments (as needed)a. Personnel$85,566 $560,226 $101,713 $0 $0 $747,505 63.96%b. Fringe Benefits$28,117 $184,094 $33,422 $0 $0 $245,633 21.02%c. Travel$2,725 $64,520 $2,020 $0 $0 $69,265 5.93%d. Equipment$0 $0 $0 $0 $0 $0 0.00%e. Supplies$0 $0 $0 $0 $0 $0 0.00%f. ContractualSub-recipient$0 $0 $0 $0 $0 $0 0.00%Vendor$0 $0 $0 $0 $0 $0 0.00%FFRDC$0 $0 $0 $0 $0 $0 0.00%Total Contractual $0 $0 $0 $0 $0 $0 0.00%g. Construction$0 $0 $0 $0 $0 $0 0.00%h. Other Direct Costs$0 $0 $0 $0 $0 $0 0.00%Total Direct Costs$116,408 $808,840 $137,155 $0 $0 $1,062,403 90.91%i. Indirect Charges$11,641 $80,884 $13,716 $0 $0 $106,241 9.09%Total Costs$128,049 $889,724 $150,871 $0 $0 $1,168,644 100.00%Instructions and SummaryDate 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 DOE contact! 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. If using this form for invoice submission, fill out tabs a. through j. with total costs for just the proposed invoice and fill out tab k. per the instructions on that tab.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, vendors, 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 five budget periods, consult your DOE 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 3 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. Time (Hrs)Pay Rate($/Hr)Total Budget Period 1Time (Hrs)Pay Rate($/Hr)Total Budget Period 2Time (Hrs)Pay Rate($/Hr)Total Budget Period 3Time (Hrs)Pay Rate($/Hr)Total Budget Period 4Time (Hrs)Pay Rate($/Hr)Total Budget Period 51Sr. Engineer (EXAMPLE!!!)2000 $85.00 $170,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 2400 $190,000 Actual Salary2Technicians (2) 4000 $20.00 $80,000 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 4000 $80,000 Actual SalaryProject Coordinator (Y1, 2, 8) 1950 $40.38 $78,741 1950 $41.39 $80,710 1950 $48.00 $93,600 $0 $0 5850 $253,051Actual, adjusted for annual increaseProject Manager (Y1, 2, 8) 97.5 $70.00 $6,825 97.5 $71.75 $6,996 97.5 $83.21 $8,113 $0 $0 293 $21,934Actual, adjusted for annual increaseProject Coordinator (Y3) $0 1950 $42.42 $82,719 $0 $0 $0 1950 $82,719Actual, adjusted for annual increaseProject Manager (Y3) $0 97.5 $73.54 $7,170 $0 $0 $0 98 $7,170Actual, adjusted for annual increaseProject Coordinator (Y4) $0 1950 $43.48 $84,786 $0 $0 $0 1950 $84,786Actual, adjusted for annual increaseProject Manager (Y4) $0 97.5 $75.38 $7,350 $0 $0 $0 98 $7,350Actual, adjusted for annual increaseProject Coordinator (Y5) $0 1950 $44.57 $86,912 $0 $0 $0 1950 $86,912Actual, adjusted for annual increaseProject Manager (Y5) $0 97.5 $77.27 $7,534 $0 $0 $0 98 $7,534Actual, adjusted for annual increaseProject Coordinator (Y6) $0 1950 $45.69 $89,096 $0 $0 $0 1950 $89,096Actual, adjusted for annual increaseProject Manager (Y6) $0 97.5 $79.20 $7,722 $0 $0 $0 98 $7,722Actual, adjusted for annual increaseProject Coordinator (Y7) $0 1950 $46.83 $91,319 $0 $0 $0 1950 $91,319Actual, adjusted for annual increaseProject Manager (Y7) $0 97.5 $81.18 $7,915 $0 $0 $0 98 $7,915Actual, adjusted for annual increase$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0Total Personnel Costs2048 $85,566 12285 $560,226 2048 $101,713 0 $0 0 $0 16380 $747,505Additional Explanation (as needed): Salaries are based on one full time project coordinator, dedicated to project support and implementation, starting at our current coordinator mid-level salary positions, adjusted by 2.5% each year as a COLA. The project manager position is based on current salaries, and represents 5% of annual hours, with the same salary adjustment of 2.5%. Position TitleINSTRUCTIONS - PLEASE READ!!!1. List project costs solely for employees of the entity completing this form. All personnel costs for subrecipients and vendors must be included under f. Contractual.2. All personnel should be identified by position title and not employee name. Enter the amount of time (e.g., hours or % of time) and the base pay rate and the total direct personnel compensation will automatically calculate. Rate basis (e.g., actual salary, labor distribution report, state civil service rates, etc.) must also be identified.3. If loaded labor rates are utilized, a description of the costs the loaded rate is comprised of must be included in the Additional Explanation section below. DOE must review all components of the loaded labor rate for reasonableness and unallowable costs (e.g. fee or profit). 4. If a position and hours are attributed to multiple employees (e.g. Technician working 4000 hours) the number of employees for that position title must be identified. 5. Each budget period is rounded to the nearest dollar.SOPO Task #Rate BasisProject Total DollarsBudget Period 4Budget Period 5a. PersonnelProject Total HoursBudget Period 1Budget Period 2Budget Period 3Detailed Budget Justification Labor TypeTotal Project Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate TotalEXAMPLE!!! Sr. Engineer$170,000 20% $34,000 $10,000 20% $2,000 $10,000 20% $2,000 $10,000 20% $2,000 $10,000 20% $2,000 $38,000Project Coordinator $ 78,741.00 32.86% $25,874 $ 515,551.19 32.86% $169,410 $ 93,598.30 32.86% $30,756$0 $0 $226,041Project Manager $ 6,825.00 32.86% $2,243 $ 44,686.22 32.86% $14,684 $ 8,112.78 32.86% $2,666 $0 $0$19,592$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0Total:$85,566 $28,117 $560,237 $184,094 $101,711 $33,422 $0 $0 $0 $0$245,633Detailed Budget Justification b. Fringe BenefitsAdditional Explanation (as necessary): AML's fringe rate is based on actual average experience across all employees. It includes Social Security of 6.20%, Medicare of 1.45%, Unemployment of 1.00%, a health insurance and life insurance that is 19%, and deferred compensation retirement benefit of 5%. The total of these is 32.86%. INSTRUCTIONS - PLEASE READ!!!1. Fill out the table below by position title. If all employees receive the same fringe benefits, you can show "Total Personnel" in the Labor Type column instead of listing out all position titles. 2. The rates and how they are applied should not be averaged to get one fringe cost percentage. Complex calculations should be described/provided in the Additional Explanation section below. 3. The fringe benefit rates should be applied to all positions, regardless of whether those funds will be supported by Federal Share or Recipient Cost Share.4. Each budget period is rounded to the nearest dollar.______ A fringe benefit rate has been negotiated with, or approved by, a federal government agency. A copy of the latest rate agreement is/was included with the project application.*__x____ There is not a current federally approved rate agreement negotiated and available.***Unless the organization has submitted an indirect rate proposal which encompasses the fringe pool of costs, please provide the organization’s benefit package and/or a list of the components/elements that comprise the fringe pool and the cost or percentage of each component/element allocated to the labor costs identified in the Budget Justification (Form EERE 335.1).**When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided in the Sample Rate Proposal at http://www1.eere.energy.gov/financing/resources.html, or a format that provides the same level of information and which will support the rates being proposed for use in the performance of the proposed project. A federally approved fringe benefit rate agreement, or a proposed rate supported and agreed upon by DOE for estimating purposes is required at the time of award negotiation if reimbursement for fringe benefits is requested. Please check (X) one of the options below and provide the requested information if not previously submitted.Budget Period 2Budget Period 3Budget Period 1Budget Period 4Budget Period 5 SOPO Task #Purpose of Travel Depart From DestinationNo. of DaysNo. of Travelers Lodging per Traveler Flight per Traveler Vehicle per Traveler Per Diem Per Traveler Cost per TripBasis for Estimating CostsDomestic Travel1EXAMPLE!!! Visit to PV manufacturer 2 2$250 $500 $100 $160 $2,020 Current GSA ratesPlanning meeting Juneau Anchorage 2 2 $360$400 $250 $2,020 Most recent experience.Planning meeting Juneau Anchorage 1 1$180 $400 $125 $705 Most recent experience.$0$0International Travel$0Budget Period 1 Total$2,725Domestic TravelRural site visits to each participating community Anchorage Rural Alaska 401 $360 $750 $200 $52,400 Most recent experience.Planning meetings Juneau Anchorage 6 2$360 $400 $250 $12,120 Most recent experience.$0$0International Travel$0Budget Period 2 Total$64,520Domestic TravelEvaluation meetings Juneau Anchorage 2 2$360 $400 $250 $2,020 Most recent experience.$0$0$0International Travel$0Budget Period 3 Total$2,020Domestic Travel$0$0$0$0International Travel$0Budget Period 4 Total$0Domestic Travel$0$0$0$0International Travel$0Budget Period 5 Total$0PROJECT TOTAL$69,265INSTRUCTIONS - PLEASE READ!!!1. Identify Foreign and Domestic Travel as separate items. Examples of Purpose of Travel are subrecipient site visits, DOE meetings, project mgmt. meetings, etc. Examples of Basis for Estimating Costs are past trips, travel quotes, GSA rates, etc. 2. All listed travel must be necessary for performance of the Statement of Project Objectives.3. Federal travel regulations are contained within the applicable cost principles for all entity types. Travel costs should remain consistent with travel costs incurred by an organization during normal business operations as a result of the organizations written travel policy. In absence of a written travel policy, organizations must follow the regulations prescribed by the General Services Administration. 4. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):c. TravelDetailed Budget Justification Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 SOPO Task #Equipment Item QtyUnit Cost Total Cost Basis of Cost Justification of need3,4,5EXAMPLE!!! Thermal shock chamber2 $70,000 $140,000 Vendor Quote - Attached Reliability testing of PV modules- Task 4.3$0$0$0$0$0$0Budget Period 1 Total$0$0$0$0$0$0$0Budget Period 2 Total$0$0$0$0$0$0$0Budget Period 3 Total$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0Budget Period 5 Total$0PROJECT TOTAL $0d. EquipmentDetailed Budget JustificationINSTRUCTIONS - PLEASE READ!!!1. Equipment is generally defined as an item with an acquisition cost greater than $5,000 and a useful life expectancy of more than one year. Please refer to the applicable Federal regulations in 2 CFR 200 for specific equipment definitions and treatment. 2. List all equipment below, providing a basis of cost (e.g. vendor quotes, catalog prices, prior invoices, etc.). Briefly justify items as they apply to the Statement of Project Objectives. If it is existing equipment, provide logical support for the estimated value shown. 3. During award negotiations, provide a vendor quote for all equipment items over $50,000 in price. If the vendor quote is not an exact price match, provide an explanation in the additional explanation section below. If a vendor quote is not practical, such as for a piece of equipment that is purpose-built, first of its kind, or otherwise not available off the shelf, provide a detailed engineering estimate for how the cost estimate was derived.4. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 3Budget Period 2Budget Period 1Budget Period 4Budget Period 5 SOPO Task #General Category of Supplies QtyUnit Cost Total Cost Basis of Cost Justification of need4,6EXAMPLE!!! Wireless DAS components 10 $360.00 $3,600 Catalog price For Alpha prototype - Task 2.4$0$0$0$0$0$0$0Budget Period 1 Total $0$0$0$0$0$0$0$0$0Budget Period 2 Total$0$0$0$0$0$0$0$0$0Budget Period 3 Total$0$0$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0$0$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justification INSTRUCTIONS - PLEASE READ!!!1. Supplies are generally defined as an item with an acquisition cost of $5,000 or less and a useful life expectancy of less than one year. Supplies are generally consumed during the project performance. Please refer to the applicable Federal regulations in 2 CFR 200 for specific supplies definitions and treatment. 2. List all proposed supplies below, providing a basis of costs (e.g. vendor quotes, catalog prices, prior invoices, etc.). Briefly justify the need for the Supplies as they apply to the Statement of Project Objectives. Note that Supply items must be direct costs to the project at this budget category, and not duplicative of supply costs included in the indirect pool that is the basis of the indirect rate applied for this project.3. Multiple supply items valued at $5,000 or less used to assemble an equipment item with a value greater than $5,000 with a useful life of more than one year should be included on the equipment tab. If supply items and costs are ambiguous in nature, contact your DOE representative for proper categorization. 4. Add rows as needed. If rows are added, formulas/calculations may need to be adjusted by the preparer. 5. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 1e. SuppliesBudget Period 2Budget Period 3Budget Period 4Budget Period 5 SOPO Task #Sub-RecipientName/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total2,4EXAMPLE!!! XYZ Corp.Partner to develop optimal lens for Gen 2 product. Cost estimate based on personnel hours.$48,000 $32,000 $16,000$96,000$0$0$0$0$0$0Sub-total $0 $0 $0 $0 $0 $0SOPO Task #Vendor Name/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total6EXAMPLE!!! ABC Corp.Vendor for developing robotics to perform lens inspection. Estimate provided by vendor.$32,900 $86,500$119,400$0$0$0$0$0Sub-total $0 $0 $0 $0 $0 $0SOPO Task #FFRDCName/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total$0$0Sub-total $0 $0 $0 $0 $0 $0Total Contractual$0 $0 $0 $0 $0 $0Detailed Budget Justification f. ContractualAdditional Explanation (as needed):INSTRUCTIONS - PLEASE READ!!!1. The entity completing this form must provide all costs related to subrecipients, vendors, and FFRDC partners in the applicable boxes below. 2. Subrecipients (partners, sub-awardees): Subrecipients shall submit a Budget Justification describing all project costs and calculations when their total proposed budget exceeds either (1) $100,000 or (2) 50% of total award costs. These subrecipient forms may be completed by either the subrecipients themselves or by the preparer of this form. The budget totals on the subrecipient's forms must match the subrecipient entries below. A subrecipient is a legal entity to which a subaward is made, who has performance measured against whether the objectives of the Federal program are met, is responsible for programmatic decision making, must adhere to applicable Federal program compliance requirements, and uses the Federal funds to carry out a program of the organization. All characteristics may not be present and judgment must be used to determine subrecipient vs. vendor status. 3. Vendors (including contractors): List all vendors and contractors supplying commercial supplies or services used to support the project. For each Vendor cost with total project costs of $250,000 or more, a Vendor quote must be provided. A vendor is a legal entity contracted to provide goods and services within normal business operations, provides similar goods or services to many different purchasers, operates in a competitive environment, provides goods or services that are ancillary to the operation of the Federal program, and is not subject to compliance requirements of the Federal program. All characteristics may not be present and judgment must be used to determine subrecipient vs. vendor status. 4. Federal Funded Research and Development Centers (FFRDCs): FFRDCs must submit a signed Field Work Proposal during award application. The award recipient may allow the FFRDC to provide this information directly to DOE, however project costs must also be provided below.5. Each budget period is rounded to the nearest dollar. SOPO Task #General Description Cost Basis of Cost Justification of need3 EXAMPLE ONLY!!! Three days of excavation for platform site$28,000 Engineering estimate Site must be prepared for construction of platform.Budget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justificationg. ConstructionPLEASE READ!!!1. Construction, for the purpose of budgeting, is defined as all types of work done on a particular building, including erecting, altering, or remodeling. Construction conducted by the award recipient is entered on this page. Any construction work that is performed by a vendor or subrecipient should be entered under f. Contractual.2. List all proposed construction below, providing a basis of cost such as engineering estimates, prior construction, etc., and briefly justify its need as it applies to the Statement of Project Objectives.3. Each budget period is rounded to the nearest dollar.Overall description of construction activities: Example Only!!! - Build wind turbine platformAdditional Explanation (as needed):Budget Period 1Budget Period 2Budget Period 5Budget Period 3Budget Period 4 SOPO Task #General Description and SOPO Task # Cost Basis of Cost Justification of need5EXAMPLE!!! Grad student tuition - tasks 1-3$16,000 Established UCD costs Support of graduate students working on project Budget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justificationh. Other Direct CostsAdditional Explanation (as needed):INSTRUCTIONS - PLEASE READ!!!1. Other direct costs are direct cost items required for the project which do not fit clearly into other categories. These direct costs must not be included in the indirect costs (for which the indirect rate is being applied for this project). Examples are: tuition, printing costs, etc. which can be directly charged to the project and are not duplicated in indirect costs (overhead costs).2. Basis of cost are items such as vendor quotes, prior purchases of similar or like items, published price list, etc.3. Each budget period is rounded to the nearest dollar.Budget Period 1Budget Period 3Budget Period 2Budget Period 4Budget Period 5 Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 TotalProvide ONLY Applicable Rates:Overhead Rate 0.00% 0.00% 0.00%General & Administrative (G&A) 0.00% 0.00% 0.00%FCCM Rate, if applicable 0.00% 0.00% 0.00%OTHER Indirect Rate 10.00% 10.00% 10.00%Indirect Costs (As Applicable):Overhead Costs$0G&A Costs$0FCCM Costs, if applicable$0 OTHER Indirect Costs $11,641 $80,884 $13,716$106,241Total indirect costs requested: $11,641 $80,884 $13,716 $0 $0 $106,241Additional Explanation (as needed): AML is a non-Federal entity that has never received a negotiated indirect cost rate, and is not a State, Local Government, or Indian Tribe. AML elects to charge a de minimiis rate of 10% of modified total direct costs. Detailed Budget Justification You must provide an explanation (below or in a separate attachment) and show how your indirect cost rate was applied to this budget in order to come up with the indirect costs shown.A federally approved indirect rate agreement, or rate proposed (supported and agreed upon by DOE for estimating purposes) is required if reimbursement of indirect costs is requested. Please check (X) one of the options below and provide the requested information if it has not already been provided as requested, or has changed. De minimis______ An indirect rate has been approved or negotiated with a federal government agency. A copy of the latest rate agreement is included with this application, and will be provided electronically to the Contracting Officer for this project.___x___ There is not a current, federally approved rate agreement negotiated and available*. *When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided by your DOE contact, or a format that provides the same level of information and which will support the rates being proposed for use in performance of the proposed project. Additionally, any non-Federal entity that has never received a negotiated indirect cost rate, except for those non-Federal entities described in Appendix VII to Part 200—States and Local Government and Indian Tribe Indirect Cost Proposals, paragraph D.1.b, may elect to charge a de minimis rate of 10% of modified total direct costs (MTDC) which may be used indefinitely.As described in §200.403 Factors affecting allowability of costs, costs must be consistently charged as either indirect or direct costs, but may not be double charged or inconsistently charged as both. If chosen, this methodology once elected must be used consistently for all Federal awards until such time as a non-Federal entity chooses to negotiate for a rate, which the non-Federal entity may apply to do at any time. i. Indirect CostsINSTRUCTIONS - PLEASE READ!!!1. Fill out the table below to indicate how your indirect costs are calculated. Use the box below to provide additional explanation regarding your indirect rate calculation. 2. The rates and how they are applied should not be averaged to get one indirect cost percentage. Complex calculations or rates that do not do not correspond to the below categories should be described/provided in the Additional Explanation section below. If questions exist, consult with your DOE contact before filling out this section. 3. The indirect rate should be applied to both the Federal Share and Recipient Cost Share.4. Each budget period is rounded to the nearest dollar.Explanation of BASE Organization/Source Type (Cash or In Kind) Cost Share Item Budget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Total Project Cost ShareABC CompanyEXAMPLE!!!CashProject partner ABC Company will provide 20 PV modules for product development at the price of $680 per module$13,600$13,600$0$0$0$0$0$0$0$0$0$0Totals $0 $0 $0 $0 $0 $0$1,168,6440.0%Additional Explanation (as needed):Cost ShareDetailed Budget JustificationPLEASE READ!!!1. A detailed presentation of the cash or cash value of all cost share proposed must be provided in the table below. All items in the chart below must be identified within the applicable cost category tabs a. through i. in addition to the detailed presentation of the cash or cash value of all cost share proposed provided in the table below. Identify the source organization & amount of each cost share item proposed in the award. 2. Cash Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) for costs incurred and paid for during the project. This includes when an organization pays for personnel, supplies, equipment, etc. for their own company with organizational resources. If the item or service is reimbursed for, it is cash cost share. All cost share items must be necessary to the performance of the project. Any partial donation of goods or services is considered a discount and is not allowable. 3. In Kind Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) where a value of the contribution can be readily determined, verified and justified but where no actual cash is transacted in securing the good or service comprising the contribution. In Kind cost share items include volunteer personnel hours, the donation of space or use of equipment, etc. The cash value and calculations thereof for all In Kind cost share items must be justified and explained in the Cost Share Item section below. All cost share items must be necessary to the performance of the project. If questions exist, consult your DOE contact before filling out In Kind cost share in this section. Vendors may not provide cost share. Any partial donation of goods or services is considered a discount and is not allowable. 4. Funds from other Federal sources MAY NOT be counted as cost share. This prohibition includes FFRDC sub-recipients. Non-Federal sources include any source not originally derived from Federal funds. Cost sharing commitment letters from subrecipients and third parties must be provided with the original application.5. Fee or profit, including foregone fee or profit, are not allowable as project costs (including cost share) under any resulting award. The project may only incur those costs that are allowable and allocable to the project (including cost share) as determined in accordance with the applicable cost principles prescribed in FAR Part 31 for For-Profit entities and 2 CFR Part 200 Subpart E - Cost Principles for all other non-federal entities.6. NOTE: A Recipient who elects to employ the 10% de minimis Indirect Cost rate cannot claim the resulting indirect costs as a Cost Share contribution. 7. NOTE: A Recipient cannot claim "unrecovered indirect costs" as a Cost Share contribution, without prior approval. 8. Each budget period is rounded to the nearest dollar. Cost Share Percent of Award:Total Project Cost: Award Number:Federal Non-Federal Federal Non-Federal Total(a) (b) (c) (d) (e) (f) (g)1.Budget Period 1$128,049 $0$128,0492.Budget Period 2$889,724 $0$889,7243.Budget Period 3$150,871 $0$150,8714.Budget Period 4$0 $0$05.Budget Period 5$0 $0$06.Totals$1,168,644 $0$1,168,644Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5$85,566 $560,226 $101,713 $0 $0$747,505$28,117 $184,094 $33,422 $0 $0$245,633$2,725 $64,520 $2,020 $0 $0$69,265$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$116,408 $808,840 $137,155 $0 $0$1,062,403$11,641 $80,884 $13,716 $0 $0$106,241$128,049 $889,724 $150,871 $0 $0$1,168,6447.$0SF-424A (Rev. 4-92) Section B - Budget CategoriesApplicant Name:Alaska Energy Authority0Budget Information - Non Construction ProgramsOMB Approval No. 0348-0044Section A - Budget SummaryGrant Program Function or ActivityCatalog of Federal Domestic Assistance NumberEstimated Unobligated FundsNew or Revised Budgeth. Other6.Object Class CategoriesGrant Program, Function or ActivityTotal (5)a. Personnelb. Fringe Benefitsc. Traveld. Equipmente. Suppliesf. Contractualg. ConstructionAuthorized for Local Reproductioni. Total Direct Charges (sum of 6a-6h)j. Indirect Chargesk. Totals (sum of 6i-6j)Program IncomePrevious Edition UsablePrescribed by OMB Circular A-102 Award Number:19-May-23Award Recipient:ANTHC(May be award recipient or sub-recipient)Section A - Budget SummaryFederal Cost Share Total Costs Cost Share % Proposed Budget Period DatesBudget Period 1$350,144 $0 $350,144 0.00% 01/01/2024 - 05/30/2025Budget Period 2$914,332 $0 $914,332 0.00% 06/01/2025 - 05/30/230Budget Period 3$63,906 $0 $63,906 0.00% 01/01/2030 - 12/31/2031Budget Period 4$0 $0 $0 0.00%Budget Period 5$0 $0 $0 0.00%Total$1,328,382 $0 $1,328,382 0.00%Section B - Budget CategoriesCATEGORY Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 Total Costs % of Project Comments (as needed)a. Personnel$215,791 $555,810 $43,085 $0 $0 $814,686 61.33%b. Fringe Benefits$49,811 $126,837 $10,565 $0 $0 $187,213 14.09%c. Travel$36,180 $108,540 $0 $0 $0 $144,720 10.89%d. Equipment$0 $0 $0 $0 $0 $0 0.00%e. Supplies$0 $0 $0 $0 $0 $0 0.00%f. ContractualSub-recipient$0 $0 $0 $0 $0 $0 0.00%Vendor$0 $0 $0 $0 $0 $0 0.00%FFRDC$0 $0 $0 $0 $0 $0 0.00%Total Contractual $0 $0 $0 $0 $0 $0 0.00%g. Construction$0 $0 $0 $0 $0 $0 0.00%h. Other Direct Costs$0 $0 $0 $0 $0 $0 0.00%Total Direct Costs$301,783 $791,187 $53,649 $0 $0 $1,146,619 86.32%i. Indirect Charges$48,361 $123,145 $10,257 $0 $0 $181,763 13.68%Total Costs$350,144 $914,332 $63,906 $0 $0 $1,328,382 100.00%Instructions and SummaryDate 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 DOE contact! 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. If using this form for invoice submission, fill out tabs a. through j. with total costs for just the proposed invoice and fill out tab k. per the instructions on that tab.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, vendors, 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 five budget periods, consult your DOE 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 3 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. Time (Hrs)Pay Rate($/Hr)Total Budget Period 1Time (Hrs)Pay Rate($/Hr)Total Budget Period 2Time (Hrs)Pay Rate($/Hr)Total Budget Period 3Time (Hrs)Pay Rate($/Hr)Total Budget Period 4Time (Hrs)Pay Rate($/Hr)Total Budget Period 51 thru 7Energy Project Manager II526 $77.34 $40,699 1274 $77.34 $98,531 110 $77.34 $8,469 $0 $0 1910 $147,699 Employee salary, including pool1 thru 7Energy Mechanical Engineer III600 $83.61 $50,166 1800 $83.61 $150,498 200 $83.61 $16,722 $0 $0 2600 $217,386 Employee salary, including pool1 thru 7Utility Operations Specialist IV400 $80.18 $32,072 1200 $80.18 $96,216 $0 $0 $0 1600 $128,288 Employee salary, including pool1 thru 7Energy Mechanical Engineer II400 $70.52 $28,208 1200 $70.52 $84,624 $0 $0 $0 1600 $112,832 Employee salary, including pool1 thru 7Rural Energy Program Manager400 $89.47 $35,788 440 $89.47 $39,367 200 $89.47 $17,894 $0 $0 1040 $93,049 Employee salary, including pool1 thru 7Lead Mechanical Engineer 200 $144.29 $28,858 600 $144.29 $86,574 $0 $0 $0 800 $115,432 Employee salary, including pool$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0Total Personnel Costs2526.2 $215,791 6514 $555,810 510 $43,085 0 $0 0 $0 9550 $814,686Additional Explanation (as needed):Position TitleINSTRUCTIONS - PLEASE READ!!!1. List project costs solely for employees of the entity completing this form. All personnel costs for subrecipients and vendors must be included under f. Contractual.2. All personnel should be identified by position title and not employee name. Enter the amount of time (e.g., hours or % of time) and the base pay rate and the total direct personnel compensation will automatically calculate. Rate basis (e.g., actual salary, labor distribution report, state civil service rates, etc.) must also be identified.3. If loaded labor rates are utilized, a description of the costs the loaded rate is comprised of must be included in the Additional Explanation section below. DOE must review all components of the loaded labor rate for reasonableness and unallowable costs (e.g. fee or profit). 4. If a position and hours are attributed to multiple employees (e.g. Technician working 4000 hours) the number of employees for that position title must be identified. 5. Each budget period is rounded to the nearest dollar.SOPO Task #Rate BasisProject Total DollarsBudget Period 4Budget Period 5a. PersonnelProject Total HoursBudget Period 1Budget Period 2Budget Period 3Detailed Budget Justification Labor TypeTotal Project Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate TotalTotal Personnel (pool excluded) 138,365 36.00% $49,811 352,325 36.00% $126,837 29,346 36.00% $10,565 $0 $0 $187,213$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0Total:$138,365 $49,811 $352,325 $126,837 $29,346 $10,565 $0 $0 $0 $0$187,213Detailed Budget Justification b. Fringe BenefitsAdditional Explanation (as necessary): Please use this box (or an attachment) to list the elements that comprise your fringe benefits and how they are applied to your base (e.g. Personnel) to arrive at your fringe benefit rate.INSTRUCTIONS - PLEASE READ!!!1. Fill out the table below by position title. If all employees receive the same fringe benefits, you can show "Total Personnel" in the Labor Type column instead of listing out all position titles. 2. The rates and how they are applied should not be averaged to get one fringe cost percentage. Complex calculations should be described/provided in the Additional Explanation section below. 3. The fringe benefit rates should be applied to all positions, regardless of whether those funds will be supported by Federal Share or Recipient Cost Share.4. Each budget period is rounded to the nearest dollar.__X__ A fringe benefit rate has been negotiated with, or approved by, a federal government agency. A copy of the latest rate agreement is/was included with the project application.*______ There is not a current federally approved rate agreement negotiated and available.***Unless the organization has submitted an indirect rate proposal which encompasses the fringe pool of costs, please provide the organization’s benefit package and/or a list of the components/elements that comprise the fringe pool and the cost or percentage of each component/element allocated to the labor costs identified in the Budget Justification (Form EERE 335.1).**When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided in the Sample Rate Proposal at http://www1.eere.energy.gov/financing/resources.html, or a format that provides the same level of information and which will support the rates being proposed for use in the performance of the proposed project. A federally approved fringe benefit rate agreement, or a proposed rate supported and agreed upon by DOE for estimating purposes is required at the time of award negotiation if reimbursement for fringe benefits is requested. Please check (X) one of the options below and provide the requested information if not previously submitted.Budget Period 2Budget Period 3Budget Period 1Budget Period 4Budget Period 5 SOPO Task #Purpose of Travel Depart From DestinationNo. of DaysNo. of Travelers Lodging per Traveler Flight per Traveler Vehicle per Traveler Per Diem Per Traveler Cost per TripBasis for Estimating CostsDomestic Travel2 and 3 Technical assistance site visits: cost per community Anchorage, AKVarious remote communities3 2 $386 $1,000 $60 $363 $3,618Current GSA rates for lodging and per diem; flight estimate based on Alaska Airlines to hub community, local carrier from hub to village. $20/day allowance for taxis/shuttles/etc.2 and 310 technical assistance site visits to communities in first budget periodAnchorage, AKVarious remote communities$36,180 Row 8 multiplied by 10 site visits$0$0International Travel$0Budget Period 1 Total$36,180Domestic Travel2 and 3 Technical assistance site visits: cost per community Anchorage, AKVarious remote communities3 2 $386 $1,000 $60 $363 $3,618Current GSA rates for lodging and per diem; flight estimate based on Alaska Airlines to hub community, local carrier from hub to village. $20/day allowance for taxis/shuttles/etc.2 and 330 technical assistance site visits to communities in second budget periodAnchorage, AKVarious remote communities$108,540 Row 16 multiplied by 30 site visits$0$0International Travel$0Budget Period 2 Total$108,540Domestic Travel$0$0$0$0International Travel$0Budget Period 3 Total$0Domestic Travel$0$0$0$0International Travel$0Budget Period 4 Total$0Domestic Travel$0$0$0$0International Travel$0Budget Period 5 Total$0PROJECT TOTAL$144,720INSTRUCTIONS - PLEASE READ!!!1. Identify Foreign and Domestic Travel as separate items. Examples of Purpose of Travel are subrecipient site visits, DOE meetings, project mgmt. meetings, etc. Examples of Basis for Estimating Costs are past trips, travel quotes, GSA rates, etc. 2. All listed travel must be necessary for performance of the Statement of Project Objectives.3. Federal travel regulations are contained within the applicable cost principles for all entity types. Travel costs should remain consistent with travel costs incurred by an organization during normal business operations as a result of the organizations written travel policy. In absence of a written travel policy, organizations must follow the regulations prescribed by the General Services Administration. 4. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):c. TravelDetailed Budget Justification Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 SOPO Task #Equipment Item QtyUnit Cost Total Cost Basis of Cost Justification of need$0$0$0$0$0$0Budget Period 1 Total$0$0$0$0$0$0$0Budget Period 2 Total$0$0$0$0$0$0$0Budget Period 3 Total$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0Budget Period 5 Total$0PROJECT TOTAL $0d. EquipmentDetailed Budget JustificationINSTRUCTIONS - PLEASE READ!!!1. Equipment is generally defined as an item with an acquisition cost greater than $5,000 and a useful life expectancy of more than one year. Please refer to the applicable Federal regulations in 2 CFR 200 for specific equipment definitions and treatment. 2. List all equipment below, providing a basis of cost (e.g. vendor quotes, catalog prices, prior invoices, etc.). Briefly justify items as they apply to the Statement of Project Objectives. If it is existing equipment, provide logical support for the estimated value shown. 3. During award negotiations, provide a vendor quote for all equipment items over $50,000 in price. If the vendor quote is not an exact price match, provide an explanation in the additional explanation section below. If a vendor quote is not practical, such as for a piece of equipment that is purpose-built, first of its kind, or otherwise not available off the shelf, provide a detailed engineering estimate for how the cost estimate was derived.4. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 3Budget Period 2Budget Period 1Budget Period 4Budget Period 5 SOPO Task #General Category of Supplies Qty Unit Cost Total Cost Basis of Cost Justification of need$0$0$0$0$0$0$0Budget Period 1 Total $0$0$0$0$0$0$0$0$0Budget Period 2 Total$0$0$0$0$0$0$0$0$0Budget Period 3 Total$0$0$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0$0$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justification INSTRUCTIONS - PLEASE READ!!!1. Supplies are generally defined as an item with an acquisition cost of $5,000 or less and a useful life expectancy of less than one year. Supplies are generally consumed during the project performance. Please refer to the applicable Federal regulations in 2 CFR 200 for specific supplies definitions and treatment. 2. List all proposed supplies below, providing a basis of costs (e.g. vendor quotes, catalog prices, prior invoices, etc.). Briefly justify the need for the Supplies as they apply to the Statement of Project Objectives. Note that Supply items must be direct costs to the project at this budget category, and not duplicative of supply costs included in the indirect pool that is the basis of the indirect rate applied for this project.3. Multiple supply items valued at $5,000 or less used to assemble an equipment item with a value greater than $5,000 with a useful life of more than one year should be included on the equipment tab. If supply items and costs are ambiguous in nature, contact your DOE representative for proper categorization. 4. Add rows as needed. If rows are added, formulas/calculations may need to be adjusted by the preparer. 5. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 1e. SuppliesBudget Period 2Budget Period 3Budget Period 4Budget Period 5 SOPO Task #Sub-RecipientName/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total$0$0$0$0$0$0Sub-total $0 $0 $0 $0 $0 $0SOPO Task #Vendor Name/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total$0$0$0$0$0Sub-total $0 $0 $0 $0 $0 $0SOPO Task #FFRDCName/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total$0$0Sub-total $0 $0 $0 $0 $0 $0Total Contractual$0 $0 $0 $0 $0 $0Detailed Budget Justification f. ContractualAdditional Explanation (as needed):INSTRUCTIONS - PLEASE READ!!!1. The entity completing this form must provide all costs related to subrecipients, vendors, and FFRDC partners in the applicable boxes below. 2. Subrecipients (partners, sub-awardees): Subrecipients shall submit a Budget Justification describing all project costs and calculations when their total proposed budget exceeds either (1) $100,000 or (2) 50% of total award costs. These subrecipient forms may be completed by either the subrecipients themselves or by the preparer of this form. The budget totals on the subrecipient's forms must match the subrecipient entries below. A subrecipient is a legal entity to which a subaward is made, who has performance measured against whether the objectives of the Federal program are met, is responsible for programmatic decision making, must adhere to applicable Federal program compliance requirements, and uses the Federal funds to carry out a program of the organization. All characteristics may not be present and judgment must be used to determine subrecipient vs. vendor status. 3. Vendors (including contractors): List all vendors and contractors supplying commercial supplies or services used to support the project. For each Vendor cost with total project costs of $250,000 or more, a Vendor quote must be provided. A vendor is a legal entity contracted to provide goods and services within normal business operations, provides similar goods or services to many different purchasers, operates in a competitive environment, provides goods or services that are ancillary to the operation of the Federal program, and is not subject to compliance requirements of the Federal program. All characteristics may not be present and judgment must be used to determine subrecipient vs. vendor status. 4. Federal Funded Research and Development Centers (FFRDCs): FFRDCs must submit a signed Field Work Proposal during award application. The award recipient may allow the FFRDC to provide this information directly to DOE, however project costs must also be provided below.5. Each budget period is rounded to the nearest dollar. SOPO Task #General Description Cost Basis of Cost Justification of needBudget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justificationg. ConstructionPLEASE READ!!!1. Construction, for the purpose of budgeting, is defined as all types of work done on a particular building, including erecting, altering, or remodeling. Construction conducted by the award recipient is entered on this page. Any construction work that is performed by a vendor or subrecipient should be entered under f. Contractual.2. List all proposed construction below, providing a basis of cost such as engineering estimates, prior construction, etc., and briefly justify its need as it applies to the Statement of Project Objectives.3. Each budget period is rounded to the nearest dollar.Overall description of construction activities: Example Only!!! - Build wind turbine platformAdditional Explanation (as needed):Budget Period 1Budget Period 2Budget Period 5Budget Period 3Budget Period 4 SOPO Task #General Description and SOPO Task # Cost Basis of Cost Justification of needBudget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justificationh. Other Direct CostsAdditional Explanation (as needed):INSTRUCTIONS - PLEASE READ!!!1. Other direct costs are direct cost items required for the project which do not fit clearly into other categories. These direct costs must not be included in the indirect costs (for which the indirect rate is being applied for this project). Examples are: tuition, printing costs, etc. which can be directly charged to the project and are not duplicated in indirect costs (overhead costs).2. Basis of cost are items such as vendor quotes, prior purchases of similar or like items, published price list, etc.3. Each budget period is rounded to the nearest dollar.Budget Period 1Budget Period 3Budget Period 2Budget Period 4Budget Period 5 Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 TotalProvide ONLY Applicable Rates:Overhead Rate 25.70% 25.70% 25.70% 0.00% 0.00%General & Administrative (G&A) 0.00% 0.00% 0.00% 0.00% 0.00%FCCM Rate, if applicable 0.00% 0.00% 0.00% 0.00% 0.00%OTHER Indirect Rate 0.00% 0.00% 0.00% 0.00% 0.00%Indirect Costs (As Applicable):Overhead Costs $48,361 $123,145 $10,257$181,763G&A Costs$0FCCM Costs, if applicable$0 OTHER Indirect Costs$0Total indirect costs requested: $48,361 $123,145 $10,257 $0 $0 $181,763i. Indirect CostsINSTRUCTIONS - PLEASE READ!!!1. Fill out the table below to indicate how your indirect costs are calculated. Use the box below to provide additional explanation regarding your indirect rate calculation. 2. The rates and how they are applied should not be averaged to get one indirect cost percentage. Complex calculations or rates that do not do not correspond to the below categories should be described/provided in the Additional Explanation section below. If questions exist, consult with your DOE contact before filling out this section. 3. The indirect rate should be applied to both the Federal Share and Recipient Cost Share.4. Each budget period is rounded to the nearest dollar.Explanation of BASE Additional Explanation (as needed): *IMPORTANT: Please use this box (or an attachment) to further explain how your total indirect costs were calculated. If the total indirect costs are a cumulative amount of more than one calculation or rate application, the explanation and calculations should identify all rates used, along with the base they were applied to (and how the base was derived), and a total for each (along with grand total). Detailed Budget Justification Rate applied to personnel and fringe per ANTHC's federally negotiated rate with HHS (excluding pool)You must provide an explanation (below or in a separate attachment) and show how your indirect cost rate was applied to this budget in order to come up with the indirect costs shown.A federally approved indirect rate agreement, or rate proposed (supported and agreed upon by DOE for estimating purposes) is required if reimbursement of indirect costs is requested. Please check (X) one of the options below and provide the requested information if it has not already been provided as requested, or has changed. __X__ An indirect rate has been approved or negotiated with a federal government agency. A copy of the latest rate agreement is included with this application, and will be provided electronically to the Contracting Officer for this project.______ There is not a current, federally approved rate agreement negotiated and available*. *When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided by your DOE contact, or a format that provides the same level of information and which will support the rates being proposed for use in performance of the proposed project. Additionally, any non-Federal entity that has never received a negotiated indirect cost rate, except for those non-Federal entities described in Appendix VII to Part 200—States and Local Government and Indian Tribe Indirect Cost Proposals, paragraph D.1.b, may elect to charge a de minimis rate of 10% of modified total direct costs (MTDC) which may be used indefinitely.As described in §200.403 Factors affecting allowability of costs, costs must be consistently charged as either indirect or direct costs, but may not be double charged or inconsistently charged as both. If chosen, this methodology once elected must be used consistently for all Federal awards until such time as a non-Federal entity chooses to negotiate for a rate, which the non-Federal entity may apply to do at any time. Organization/Source Type (Cash or In Kind) Cost Share Item Budget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Total Project Cost ShareABC CompanyEXAMPLE!!!CashProject partner ABC Company will provide 20 PV modules for product development at the price of $680 per module$13,600$13,600$0$0$0$0$0$0$0$0$0$0Totals $0 $0 $0 $0 $0 $0$1,328,3820.0%Additional Explanation (as needed):Cost ShareDetailed Budget JustificationPLEASE READ!!!1. A detailed presentation of the cash or cash value of all cost share proposed must be provided in the table below. All items in the chart below must be identified within the applicable cost category tabs a. through i. in addition to the detailed presentation of the cash or cash value of all cost share proposed provided in the table below. Identify the source organization & amount of each cost share item proposed in the award. 2. Cash Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) for costs incurred and paid for during the project. This includes when an organization pays for personnel, supplies, equipment, etc. for their own company with organizational resources. If the item or service is reimbursed for, it is cash cost share. All cost share items must be necessary to the performance of the project. Any partial donation of goods or services is considered a discount and is not allowable. 3. In Kind Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) where a value of the contribution can be readily determined, verified and justified but where no actual cash is transacted in securing the good or service comprising the contribution. In Kind cost share items include volunteer personnel hours, the donation of space or use of equipment, etc. The cash value and calculations thereof for all In Kind cost share items must be justified and explained in the Cost Share Item section below. All cost share items must be necessary to the performance of the project. If questions exist, consult your DOE contact before filling out In Kind cost share in this section. Vendors may not provide cost share. Any partial donation of goods or services is considered a discount and is not allowable. 4. Funds from other Federal sources MAY NOT be counted as cost share. This prohibition includes FFRDC sub-recipients. Non-Federal sources include any source not originally derived from Federal funds. Cost sharing commitment letters from subrecipients and third parties must be provided with the original application.5. Fee or profit, including foregone fee or profit, are not allowable as project costs (including cost share) under any resulting award. The project may only incur those costs that are allowable and allocable to the project (including cost share) as determined in accordance with the applicable cost principles prescribed in FAR Part 31 for For-Profit entities and 2 CFR Part 200 Subpart E - Cost Principles for all other non-federal entities.6. NOTE: A Recipient who elects to employ the 10% de minimis Indirect Cost rate cannot claim the resulting indirect costs as a Cost Share contribution. 7. NOTE: A Recipient cannot claim "unrecovered indirect costs" as a Cost Share contribution, without prior approval. 8. Each budget period is rounded to the nearest dollar. Cost Share Percent of Award:Total Project Cost: Award Number:Federal Non-Federal Federal Non-Federal Total(a) (b) (c) (d) (e) (f) (g)1.Budget Period 1$350,144 $0$350,1442.Budget Period 2$914,332 $0$914,3323.Budget Period 3$63,906 $0$63,9064.Budget Period 4$0 $0$05.Budget Period 5$0 $0$06.Totals$1,328,382 $0$1,328,382Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5$215,791 $555,810 $43,085 $0 $0$814,686$49,811 $126,837 $10,565 $0 $0$187,213$36,180 $108,540 $0 $0 $0$144,720$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$301,783 $791,187 $53,649 $0 $0$1,146,619$48,361 $123,145 $10,257 $0 $0$181,763$350,144 $914,332 $63,906 $0 $0$1,328,3827.$0SF-424A (Rev. 4-92) Section B - Budget CategoriesApplicant Name:Alaska Energy Authority0Budget Information - Non Construction ProgramsOMB Approval No. 0348-0044Section A - Budget SummaryGrant Program Function or ActivityCatalog of Federal Domestic Assistance NumberEstimated Unobligated FundsNew or Revised Budgeth. Other6.Object Class CategoriesGrant Program, Function or ActivityTotal (5)a. Personnelb. Fringe Benefitsc. Traveld. Equipmente. Suppliesf. Contractualg. ConstructionAuthorized for Local Reproductioni. Total Direct Charges (sum of 6a-6h)j. Indirect Chargesk. Totals (sum of 6i-6j)Program IncomePrevious Edition UsablePrescribed by OMB Circular A-102 Award Number:19-May-23Award Recipient:Alaska Center for Energy and Power(May be award recipient or sub-recipient)Section A - Budget SummaryFederal Cost Share Total Costs Cost Share % Proposed Budget Period DatesBudget Period 1$138,930 $0 $138,930 0.00% 01/01/2024 - 05/30/2025Budget Period 2$927,528 $0 $927,528 0.00% 06/01/2025 - 5/30/2030Budget Period 3$163,806 $0 $163,806 0.00% 01/01/2030 - 12/31/2031Budget Period 4$0 $0 $0 0.00%Budget Period 5$0 $0 $0 0.00%Total$1,230,265 $0 $1,230,265 0.00%Section B - Budget CategoriesCATEGORY Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 Total Costs % of Project Comments (as needed)a. Personnel$91,621 $566,433 $108,911 $0 $0 $766,966 62.34%b. Fringe Benefits$32,943 $215,691 $39,159 $0 $0 $287,793 23.39%c. Travel$2,725 $64,520 $2,020 $0 $0 $69,265 5.63%d. Equipment$0 $0 $0 $0 $0 $0 0.00%e. Supplies$0 $0 $0 $0 $0 $0 0.00%f. ContractualSub-recipient$0 $0 $0 $0 $0 $0 0.00%Vendor$0 $0 $0 $0 $0 $0 0.00%FFRDC$0 $0 $0 $0 $0 $0 0.00%Total Contractual $0 $0 $0 $0 $0 $0 0.00%g. Construction$0 $0 $0 $0 $0 $0 0.00%h. Other Direct Costs$0 $0 $0 $0 $0 $0 0.00%Total Direct Costs$127,289 $846,644 $150,090 $0 $0 $1,124,024 91.36%i. Indirect Charges$11,641 $80,884 $13,716 $0 $0 $106,241 8.64%Total Costs$138,930 $927,528 $163,806 $0 $0 $1,230,265 100.00%Instructions and SummaryDate 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 DOE contact! 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. If using this form for invoice submission, fill out tabs a. through j. with total costs for just the proposed invoice and fill out tab k. per the instructions on that tab.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, vendors, 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 five budget periods, consult your DOE 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 3 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. Time (Hrs)Pay Rate($/Hr)Total Budget Period 1Time (Hrs)Pay Rate($/Hr)Total Budget Period 2Time (Hrs)Pay Rate($/Hr)Total Budget Period 3Time (Hrs)Pay Rate($/Hr)Total Budget Period 4Time (Hrs)Pay Rate($/Hr)Total Budget Period 51Sr. Engineer (EXAMPLE!!!)2000 $85.00 $170,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 2400 $190,000 Actual Salary2Technicians (2) 4000 $20.00 $80,000 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 4000 $80,000 Actual Salary1,2,8 Research Engineer (Y1, 2, 8) 2088 $40.38 $84,313 2088 $41.39 $86,421 2088 $48.00 $100,224 $0 $0 6264 $270,959Actual, adjusted for annual increase1,2,8Senior Research Engineer (Y1, 2, 8104.4 $70.00 $7,308 104.4 $71.75 $7,491 104.4 $83.21 $8,687 $0 $0 313 $23,486Actual, adjusted for annual increase3 Project Coordinator (Y3) $0 1950 $42.42 $82,719 $0 $0 $0 1950 $82,719Actual, adjusted for annual increase3 Project Manager (Y3) $0 97.5 $73.54 $7,170 $0 $0 $0 98 $7,170Actual, adjusted for annual increase4 Project Coordinator (Y4) $0 1950 $43.48 $84,786 $0 $0 $0 1950 $84,786Actual, adjusted for annual increase4 Project Manager (Y4) $0 97.5 $75.38 $7,350 $0 $0 $0 98 $7,350Actual, adjusted for annual increase5 Project Coordinator (Y5) $0 1950 $44.57 $86,912 $0 $0 $0 1950 $86,912Actual, adjusted for annual increase5 Project Manager (Y5) $0 97.5 $77.27 $7,534 $0 $0 $0 98 $7,534Actual, adjusted for annual increase6 Project Coordinator (Y6) $0 1950 $45.69 $89,096 $0 $0 $0 1950 $89,096Actual, adjusted for annual increase6 Project Manager (Y6) $0 97.5 $79.20 $7,722 $0 $0 $0 98 $7,722Actual, adjusted for annual increase7 Project Coordinator (Y7) $0 1950 $46.83 $91,319 $0 $0 $0 1950 $91,319Actual, adjusted for annual increase7 Project Manager (Y7) $0 97.5 $81.18 $7,915 $0 $0 $0 98 $7,915Actual, adjusted for annual increase$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0$0 $0 $0 $0 $0 0 $0Total Personnel Costs2192 $91,621 12430 $566,433 2192 $108,911 0 $0 0 $0 16815 $766,966Additional Explanation (as needed): Salaries are based on one full time research engineer, dedicated to project support and implementation, starting at current mid-level salary, adjusted by 2.5% each year as a COLA. The senior research engineer is based on current salaries, and represents 5% of annual hours, with the same salary adjustment of 2.5%. Position TitleINSTRUCTIONS - PLEASE READ!!!1. List project costs solely for employees of the entity completing this form. All personnel costs for subrecipients and vendors must be included under f. Contractual.2. All personnel should be identified by position title and not employee name. Enter the amount of time (e.g., hours or % of time) and the base pay rate and the total direct personnel compensation will automatically calculate. Rate basis (e.g., actual salary, labor distribution report, state civil service rates, etc.) must also be identified.3. If loaded labor rates are utilized, a description of the costs the loaded rate is comprised of must be included in the Additional Explanation section below. DOE must review all components of the loaded labor rate for reasonableness and unallowable costs (e.g. fee or profit). 4. If a position and hours are attributed to multiple employees (e.g. Technician working 4000 hours) the number of employees for that position title must be identified. 5. Each budget period is rounded to the nearest dollar.SOPO Task #Rate BasisProject Total DollarsBudget Period 4Budget Period 5a. PersonnelProject Total HoursBudget Period 1Budget Period 2Budget Period 3Detailed Budget Justification Labor TypeTotal Project Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate TotalEXAMPLE!!! Sr. Engineer$170,000 20% $34,000 $10,000 20% $2,000 $10,000 20% $2,000 $10,000 20% $2,000 $10,000 20% $2,000 $38,000Research Engineer $ 78,741.00 38.50%$30,315 $ 515,551.19 38.50%$198,487 $ 93,598.30 38.50%$36,035 $0 $0 $264,838Senior Research Engineer $ 6,825.00 38.50%$2,628 $ 44,686.22 38.50%$17,204 $ 8,112.78 38.50%$3,123 $0 $0 $22,955$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0Total:$85,566 $32,943 $560,237 $215,691 $101,711 $39,159 $0 $0 $0 $0$287,793Detailed Budget Justification b. Fringe BenefitsAdditional Explanation (as necessary): UAF's fringe benefit rate of 14.3% is calculated on total salary and wages and includes the employer contribution towards health insurance (medical and dental), disability and group life insurance, and paid time off (PTO).INSTRUCTIONS - PLEASE READ!!!1. Fill out the table below by position title. If all employees receive the same fringe benefits, you can show "Total Personnel" in the Labor Type column instead of listing out all position titles. 2. The rates and how they are applied should not be averaged to get one fringe cost percentage. Complex calculations should be described/provided in the Additional Explanation section below. 3. The fringe benefit rates should be applied to all positions, regardless of whether those funds will be supported by Federal Share or Recipient Cost Share.4. Each budget period is rounded to the nearest dollar.______ A fringe benefit rate has been negotiated with, or approved by, a federal government agency. A copy of the latest rate agreement is/was included with the project application.*__x____ There is not a current federally approved rate agreement negotiated and available.***Unless the organization has submitted an indirect rate proposal which encompasses the fringe pool of costs, please provide the organization’s benefit package and/or a list of the components/elements that comprise the fringe pool and the cost or percentage of each component/element allocated to the labor costs identified in the Budget Justification (Form EERE 335.1).**When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided in the Sample Rate Proposal at http://www1.eere.energy.gov/financing/resources.html, or a format that provides the same level of information and which will support the rates being proposed for use in the performance of the proposed project. A federally approved fringe benefit rate agreement, or a proposed rate supported and agreed upon by DOE for estimating purposes is required at the time of award negotiation if reimbursement for fringe benefits is requested. Please check (X) one of the options below and provide the requested information if not previously submitted.Budget Period 2Budget Period 3Budget Period 1Budget Period 4Budget Period 5 SOPO Task #Purpose of Travel Depart From DestinationNo. of DaysNo. of Travelers Lodging per Traveler Flight per Traveler Vehicle per Traveler Per Diem Per Traveler Cost per TripBasis for Estimating CostsDomestic Travel1EXAMPLE!!! Visit to PV manufacturer 2 2$250 $500 $100 $160 $2,020 Current GSA ratesPlanning meeting Fairbanks Anchorage 2 2$360 $400 $250 $2,020 Most recent experience.Planning meeting Fairbanks Anchorage 1 1$180 $400 $125 $705 Most recent experience.$0$0International Travel$0Budget Period 1 Total$2,725Domestic TravelRural site visits to each participating community Anchorage Rural Alaska 401 $360 $750 $200 $52,400 Most recent experience.Planning meetings Fairbanks Anchorage 6 2$360 $400 $250 $12,120 Most recent experience.$0$0International Travel$0Budget Period 2 Total$64,520Domestic TravelEvaluation meetings Fairbanks Anchorage 2 2$360 $400 $250 $2,020 Most recent experience.$0$0$0International Travel$0Budget Period 3 Total$2,020Domestic Travel$0$0$0$0International Travel$0Budget Period 4 Total$0Domestic Travel$0$0$0$0International Travel$0Budget Period 5 Total$0PROJECT TOTAL$69,265INSTRUCTIONS - PLEASE READ!!!1. Identify Foreign and Domestic Travel as separate items. Examples of Purpose of Travel are subrecipient site visits, DOE meetings, project mgmt. meetings, etc. Examples of Basis for Estimating Costs are past trips, travel quotes, GSA rates, etc. 2. All listed travel must be necessary for performance of the Statement of Project Objectives.3. Federal travel regulations are contained within the applicable cost principles for all entity types. Travel costs should remain consistent with travel costs incurred by an organization during normal business operations as a result of the organizations written travel policy. In absence of a written travel policy, organizations must follow the regulations prescribed by the General Services Administration. 4. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):c. TravelDetailed Budget Justification Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 SOPO Task #Equipment Item QtyUnit Cost Total Cost Basis of Cost Justification of need3,4,5EXAMPLE!!! Thermal shock chamber2 $70,000 $140,000 Vendor Quote - Attached Reliability testing of PV modules- Task 4.3$0$0$0$0$0$0Budget Period 1 Total$0$0$0$0$0$0$0Budget Period 2 Total$0$0$0$0$0$0$0Budget Period 3 Total$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0Budget Period 5 Total$0PROJECT TOTAL $0d. EquipmentDetailed Budget JustificationINSTRUCTIONS - PLEASE READ!!!1. Equipment is generally defined as an item with an acquisition cost greater than $5,000 and a useful life expectancy of more than one year. Please refer to the applicable Federal regulations in 2 CFR 200 for specific equipment definitions and treatment. 2. List all equipment below, providing a basis of cost (e.g. vendor quotes, catalog prices, prior invoices, etc.). Briefly justify items as they apply to the Statement of Project Objectives. If it is existing equipment, provide logical support for the estimated value shown. 3. During award negotiations, provide a vendor quote for all equipment items over $50,000 in price. If the vendor quote is not an exact price match, provide an explanation in the additional explanation section below. If a vendor quote is not practical, such as for a piece of equipment that is purpose-built, first of its kind, or otherwise not available off the shelf, provide a detailed engineering estimate for how the cost estimate was derived.4. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 3Budget Period 2Budget Period 1Budget Period 4Budget Period 5 SOPO Task #General Category of Supplies QtyUnit Cost Total Cost Basis of Cost Justification of need4,6EXAMPLE!!! Wireless DAS components 10 $360.00 $3,600 Catalog price For Alpha prototype - Task 2.4$0$0$0$0$0$0$0Budget Period 1 Total $0$0$0$0$0$0$0$0$0Budget Period 2 Total$0$0$0$0$0$0$0$0$0Budget Period 3 Total$0$0$0$0$0$0$0$0$0Budget Period 4 Total$0$0$0$0$0$0$0$0$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justification INSTRUCTIONS - PLEASE READ!!!1. Supplies are generally defined as an item with an acquisition cost of $5,000 or less and a useful life expectancy of less than one year. Supplies are generally consumed during the project performance. Please refer to the applicable Federal regulations in 2 CFR 200 for specific supplies definitions and treatment. 2. List all proposed supplies below, providing a basis of costs (e.g. vendor quotes, catalog prices, prior invoices, etc.). Briefly justify the need for the Supplies as they apply to the Statement of Project Objectives. Note that Supply items must be direct costs to the project at this budget category, and not duplicative of supply costs included in the indirect pool that is the basis of the indirect rate applied for this project.3. Multiple supply items valued at $5,000 or less used to assemble an equipment item with a value greater than $5,000 with a useful life of more than one year should be included on the equipment tab. If supply items and costs are ambiguous in nature, contact your DOE representative for proper categorization. 4. Add rows as needed. If rows are added, formulas/calculations may need to be adjusted by the preparer. 5. Each budget period is rounded to the nearest dollar.Additional Explanation (as needed):Budget Period 1e. SuppliesBudget Period 2Budget Period 3Budget Period 4Budget Period 5 SOPO Task #Sub-RecipientName/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total2,4EXAMPLE!!! XYZ Corp.Partner to develop optimal lens for Gen 2 product. Cost estimate based on personnel hours.$48,000 $32,000 $16,000$96,000$0$0$0$0$0$0Sub-total $0 $0 $0 $0 $0 $0SOPO Task #Vendor Name/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total6EXAMPLE!!! ABC Corp.Vendor for developing robotics to perform lens inspection. Estimate provided by vendor.$32,900 $86,500$119,400$0$0$0$0$0Sub-total $0 $0 $0 $0 $0 $0SOPO Task #FFRDCName/OrganizationPurpose and Basis of CostBudget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Project Total$0$0Sub-total $0 $0 $0 $0 $0 $0Total Contractual$0 $0 $0 $0 $0 $0Detailed Budget Justification f. ContractualAdditional Explanation (as needed):INSTRUCTIONS - PLEASE READ!!!1. The entity completing this form must provide all costs related to subrecipients, vendors, and FFRDC partners in the applicable boxes below. 2. Subrecipients (partners, sub-awardees): Subrecipients shall submit a Budget Justification describing all project costs and calculations when their total proposed budget exceeds either (1) $100,000 or (2) 50% of total award costs. These subrecipient forms may be completed by either the subrecipients themselves or by the preparer of this form. The budget totals on the subrecipient's forms must match the subrecipient entries below. A subrecipient is a legal entity to which a subaward is made, who has performance measured against whether the objectives of the Federal program are met, is responsible for programmatic decision making, must adhere to applicable Federal program compliance requirements, and uses the Federal funds to carry out a program of the organization. All characteristics may not be present and judgment must be used to determine subrecipient vs. vendor status. 3. Vendors (including contractors): List all vendors and contractors supplying commercial supplies or services used to support the project. For each Vendor cost with total project costs of $250,000 or more, a Vendor quote must be provided. A vendor is a legal entity contracted to provide goods and services within normal business operations, provides similar goods or services to many different purchasers, operates in a competitive environment, provides goods or services that are ancillary to the operation of the Federal program, and is not subject to compliance requirements of the Federal program. All characteristics may not be present and judgment must be used to determine subrecipient vs. vendor status. 4. Federal Funded Research and Development Centers (FFRDCs): FFRDCs must submit a signed Field Work Proposal during award application. The award recipient may allow the FFRDC to provide this information directly to DOE, however project costs must also be provided below.5. Each budget period is rounded to the nearest dollar. SOPO Task #General Description Cost Basis of Cost Justification of need3 EXAMPLE ONLY!!! Three days of excavation for platform site$28,000 Engineering estimate Site must be prepared for construction of platform.Budget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justificationg. ConstructionPLEASE READ!!!1. Construction, for the purpose of budgeting, is defined as all types of work done on a particular building, including erecting, altering, or remodeling. Construction conducted by the award recipient is entered on this page. Any construction work that is performed by a vendor or subrecipient should be entered under f. Contractual.2. List all proposed construction below, providing a basis of cost such as engineering estimates, prior construction, etc., and briefly justify its need as it applies to the Statement of Project Objectives.3. Each budget period is rounded to the nearest dollar.Overall description of construction activities: Example Only!!! - Build wind turbine platformAdditional Explanation (as needed):Budget Period 1Budget Period 2Budget Period 5Budget Period 3Budget Period 4 SOPO Task #General Description and SOPO Task # Cost Basis of Cost Justification of need5EXAMPLE!!! Grad student tuition - tasks 1-3$16,000 Established UCD costs Support of graduate students working on project Budget Period 1 Total$0Budget Period 2 Total$0Budget Period 3 Total$0Budget Period 4 Total$0Budget Period 5 Total$0PROJECT TOTAL $0Detailed Budget Justificationh. Other Direct CostsAdditional Explanation (as needed):INSTRUCTIONS - PLEASE READ!!!1. Other direct costs are direct cost items required for the project which do not fit clearly into other categories. These direct costs must not be included in the indirect costs (for which the indirect rate is being applied for this project). Examples are: tuition, printing costs, etc. which can be directly charged to the project and are not duplicated in indirect costs (overhead costs).2. Basis of cost are items such as vendor quotes, prior purchases of similar or like items, published price list, etc.3. Each budget period is rounded to the nearest dollar.Budget Period 1Budget Period 3Budget Period 2Budget Period 4Budget Period 5 Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 TotalProvide ONLY Applicable Rates:Overhead Rate 0.00% 0.00% 0.00%General & Administrative (G&A) 55.00% 55.00% 55.00%FCCM Rate, if applicable 0.00% 0.00% 0.00%OTHER Indirect Rate 10.00% 10.00% 10.00%Indirect Costs (As Applicable):Overhead Costs$0G&A Costs$0FCCM Costs, if applicable$0 OTHER Indirect Costs $11,641 $80,884 $13,716$106,241Total indirect costs requested: $11,641 $80,884 $13,716 $0 $0 $106,241Additional Explanation (as needed): Facilities and administrative (F&A) costs are negotiated with the Office of Naval Research. The FY23-FY26 predetermined rate for sponsored research at UAF is calculated at 55% of Modified Total Direct Costs (MTDC). MTDC excludes equipment, capital expenditures, charges for patient care, rental costs, tuition remission, scholarships and fellowships, participant support costs and the portion of each subaward in excess of $25,000. A copy of the rate agreement is available at: http://www.alaska.edu/cost-analysis/negotiation-agreements/.Detailed Budget Justification Modified Total Direct CostsYou must provide an explanation (below or in a separate attachment) and show how your indirect cost rate was applied to this budget in order to come up with the indirect costs shown.A federally approved indirect rate agreement, or rate proposed (supported and agreed upon by DOE for estimating purposes) is required if reimbursement of indirect costs is requested. Please check (X) one of the options below and provide the requested information if it has not already been provided as requested, or has changed. ___X__ An indirect rate has been approved or negotiated with a federal government agency. A copy of the latest rate agreement is included with this application, and will be provided electronically to the Contracting Officer for this project.______ There is not a current, federally approved rate agreement negotiated and available*. *When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided by your DOE contact, or a format that provides the same level of information and which will support the rates being proposed for use in performance of the proposed project. Additionally, any non-Federal entity that has never received a negotiated indirect cost rate, except for those non-Federal entities described in Appendix VII to Part 200—States and Local Government and Indian Tribe Indirect Cost Proposals, paragraph D.1.b, may elect to charge a de minimis rate of 10% of modified total direct costs (MTDC) which may be used indefinitely.As described in §200.403 Factors affecting allowability of costs, costs must be consistently charged as either indirect or direct costs, but may not be double charged or inconsistently charged as both. If chosen, this methodology once elected must be used consistently for all Federal awards until such time as a non-Federal entity chooses to negotiate for a rate, which the non-Federal entity may apply to do at any time. i. Indirect CostsINSTRUCTIONS - PLEASE READ!!!1. Fill out the table below to indicate how your indirect costs are calculated. Use the box below to provide additional explanation regarding your indirect rate calculation. 2. The rates and how they are applied should not be averaged to get one indirect cost percentage. Complex calculations or rates that do not do not correspond to the below categories should be described/provided in the Additional Explanation section below. If questions exist, consult with your DOE contact before filling out this section. 3. The indirect rate should be applied to both the Federal Share and Recipient Cost Share.4. Each budget period is rounded to the nearest dollar.Explanation of BASE Organization/Source Type (Cash or In Kind) Cost Share Item Budget Period 1Budget Period 2Budget Period 3Budget Period 4Budget Period 5Total Project Cost ShareABC CompanyEXAMPLE!!!CashProject partner ABC Company will provide 20 PV modules for product development at the price of $680 per module$13,600$13,600$0$0$0$0$0$0$0$0$0$0Totals $0 $0 $0 $0 $0 $0$1,230,2650.0%Additional Explanation (as needed):Cost ShareDetailed Budget JustificationPLEASE READ!!!1. A detailed presentation of the cash or cash value of all cost share proposed must be provided in the table below. All items in the chart below must be identified within the applicable cost category tabs a. through i. in addition to the detailed presentation of the cash or cash value of all cost share proposed provided in the table below. Identify the source organization & amount of each cost share item proposed in the award. 2. Cash Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) for costs incurred and paid for during the project. This includes when an organization pays for personnel, supplies, equipment, etc. for their own company with organizational resources. If the item or service is reimbursed for, it is cash cost share. All cost share items must be necessary to the performance of the project. Any partial donation of goods or services is considered a discount and is not allowable. 3. In Kind Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) where a value of the contribution can be readily determined, verified and justified but where no actual cash is transacted in securing the good or service comprising the contribution. In Kind cost share items include volunteer personnel hours, the donation of space or use of equipment, etc. The cash value and calculations thereof for all In Kind cost share items must be justified and explained in the Cost Share Item section below. All cost share items must be necessary to the performance of the project. If questions exist, consult your DOE contact before filling out In Kind cost share in this section. Vendors may not provide cost share. Any partial donation of goods or services is considered a discount and is not allowable. 4. Funds from other Federal sources MAY NOT be counted as cost share. This prohibition includes FFRDC sub-recipients. Non-Federal sources include any source not originally derived from Federal funds. Cost sharing commitment letters from subrecipients and third parties must be provided with the original application.5. Fee or profit, including foregone fee or profit, are not allowable as project costs (including cost share) under any resulting award. The project may only incur those costs that are allowable and allocable to the project (including cost share) as determined in accordance with the applicable cost principles prescribed in FAR Part 31 for For-Profit entities and 2 CFR Part 200 Subpart E - Cost Principles for all other non-federal entities.6. NOTE: A Recipient who elects to employ the 10% de minimis Indirect Cost rate cannot claim the resulting indirect costs as a Cost Share contribution. 7. NOTE: A Recipient cannot claim "unrecovered indirect costs" as a Cost Share contribution, without prior approval. 8. Each budget period is rounded to the nearest dollar. Cost Share Percent of Award:Total Project Cost: Award Number:Federal Non-Federal Federal Non-Federal Total(a) (b) (c) (d) (e) (f) (g)1.Budget Period 1$138,930 $0$138,9302.Budget Period 2$927,528 $0$927,5283.Budget Period 3$163,806 $0$163,8064.Budget Period 4$0 $0$05.Budget Period 5$0 $0$06.Totals$1,230,265 $0$1,230,264Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5$91,621 $566,433 $108,911 $0 $0$766,966$32,943 $215,691 $39,159 $0 $0$287,793$2,725 $64,520 $2,020 $0 $0$69,265$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$0 $0 $0 $0 $0$0$127,289 $846,644 $150,090 $0 $0$1,124,024$11,641 $80,884 $13,716 $0 $0$106,241$138,930 $927,528 $163,806 $0 $0$1,230,2657.$0SF-424A (Rev. 4-92) Section B - Budget CategoriesApplicant Name:Alaska Energy Authority0Budget Information - Non Construction ProgramsOMB Approval No. 0348-0044Section A - Budget SummaryGrant Program Function or ActivityCatalog of Federal Domestic Assistance NumberEstimated Unobligated FundsNew or Revised Budgeth. Other6.Object Class CategoriesGrant Program, Function or ActivityTotal (5)a. Personnelb. Fringe Benefitsc. Traveld. Equipmente. Suppliesf. Contractualg. ConstructionAuthorized for Local Reproductioni. Total Direct Charges (sum of 6a-6h)j. Indirect Chargesk. Totals (sum of 6i-6j)Program IncomePrevious Edition UsablePrescribed by OMB Circular A-102 RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 1 ALASKA ENERGY AUTHORITY ŽŵŵƵŶŝƚǇĞŶĞĮƚƐWůĂŶ Alaska Energy Authority (AEA) has a successful record partnering both as owner and project ŵĂŶĂŐĞƌŝŶĐŽŵŵƵŶŝƚǇĐĂƉŝƚĂůƉƌŽũĞĐƚƐĂŶĚŝŶĂĚǀĂŶĐŝŶŐ^ƚĂƚĞĞŶĞƌŐǇŐŽĂůƐĂŶĚƉƌŝŽƌŝƟĞƐ͘ ĂůƐŽŚĂƐĞƐƚĂďůŝƐŚĞĚƌĞůĂƟŽŶƐŚŝƉƐǁŝƚŚƚƌŝďĂůĞŶƟƟĞƐ͕ůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐ͕ĂŶĚŽƚŚĞƌ^ƚĂƚĞĚĞƉĂƌƚ- ŵĞŶƚƐ͕ǁŝƚŚĂĨŽĐƵƐŽŶǁŽƌŬĨŽƌĐĞ͕ƉĞƌŵŝƫŶŐ͕ĂŶĚĐŽŵŵƵŶŝƚǇĚĞǀĞůŽƉŵĞŶƚ͘ĂƌůǇĞŶŐĂŐĞŵĞŶƚ with these stakeholders will help to ensure that the project is responsive to local energy plans ĂŶĚŐŽĂůƐ͘ ĂĚŵŝŶŝƐƚĞƌƐƚŚĞWŽǁĞƌŽƐƚƋƵĂůŝǌĂƟŽŶ;WͿƉƌŽŐƌĂŵʹĂŶĞŶĚŽǁĞĚĨƵŶĚƐŽƵƌĐĞǁŝƚŚ ŵŽƌĞƚŚĂŶΨϭďŝůůŝŽŶŝŶĂƐƐĞƚƐʹƚŚĂƚƉƌŽǀŝĚĞƐĞĐŽŶŽŵŝĐĂƐƐŝƐƚĂŶĐĞƚŽĐŽŵŵƵŶŝƟĞƐĂŶĚƌĞƐŝĚĞŶƚƐ ŽĨƌƵƌĂůĞůĞĐƚƌŝĐƵƟůŝƟĞƐǁŚĞƌĞƚŚĞĐŽƐƚŽĨĞůĞĐƚƌŝĐŝƚǇĐĂŶďĞƚŚƌĞĞƚŽĮǀĞƟŵĞƐŚŝŐŚĞƌƚŚĂŶĨŽƌ ĐƵƐƚŽŵĞƌƐŝŶŵŽƌĞƵƌďĂŶĂƌĞĂƐŽĨƚŚĞƐƚĂƚĞ͕͘ĂůŽŶŐǁŝƚŚƚŚĞZĞŐƵůĂƚŽƌǇŽŵŵŝƐƐŝŽŶŽĨ ůĂƐŬĂ;ZͿ͕ĂĚŵŝŶŝƐƚĞƌƐƚŚĞƉƌŽŐƌĂŵƚŚĂƚƐĞƌǀĞƐϴϮ͕ϬϬϬůĂƐŬĂŶƐŝŶϭϵϯĐŽŵŵƵŶŝƟĞƐƚŚĂƚĂƌĞ ůĂƌŐĞůǇƌĞůŝĂŶƚŽŶĚŝĞƐĞůĨƵĞůĨŽƌƉŽǁĞƌŐĞŶĞƌĂƟŽŶ͘ǁŽƌŬƐƚŽĂĚĚƌĞƐƐĂŶĚŽǀĞƌĐŽŵĞĐŚĂů- ůĞŶŐĞƐǁŝƚŚŝŶƚŚĞƐĞĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐŽŶĂŵŽŶƚŚůǇďĂƐŝƐ͘ ĂŶĚůĂƐŬĂ͛ƐƉƵďůŝĐĂŶĚĐŽŽƉĞƌĂƟǀĞƵƟůŝƟĞƐĂƌĞĂĐĐƵƐƚŽŵĞĚƚŽĞŶŐĂŐŝŶŐǁŝƚŚůŽĐĂůŐŽǀĞƌŶ- ŵĞŶƚƐĂŶĚƚƌŝďĂůĞŶƟƟĞƐƚŚƌŽƵŐŚƉĞƌŵŝƫŶŐĂŶĚƌĞŐƵůĂƚŽƌǇƉƌŽĐĞƐƐĞƐĨŽƌƌƵƌĂůĞŶĞƌŐǇƉƌŽũĞĐƚƐ͘ The applicable projects would establish milestones urging earlier dialogue with local govern- ŵĞŶƚƐĂŶĚdƌŝďĂůĞŶƟƟĞƐ͘dŚĞƐĞĐŽŶǀĞƌƐĂƟŽŶƐƐŚŽƵůĚďĞŐŝŶƐƵĸĐŝĞŶƚůǇĞĂƌůǇŝŶŽƌĚĞƌƚŽŝŶĨŽƌŵ ƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚŝŶƌĞƐƉŽŶƐĞƚŽůŽĐĂůĐŽŵŵƵŶŝƟĞƐ͛ŶĞĞĚƐĂŶĚĐŽŶĐĞƌŶƐ͘>ŽĐĂůŐŽǀĞƌŶŵĞŶƚƐ ĂŶĚdƌŝďĂůĞŶƟƟĞƐĂƌĞƵŶŝƋƵĞůǇƐŝƚƵĂƚĞĚƚŽŚĞůƉŝĚĞŶƟĨǇƚŚĞŵŽƐƚĞīĞĐƟǀĞĂĐƟŽŶƐƚŚĞƉƌŽũĞĐƚƐ ĐĂŶƚĂŬĞƚŽǁĂƌĚƉĂƌƚŶĞƌƐŚŝƉƐƚŚĂƚĂĚǀĂŶĐĞǁŽƌŬĨŽƌĐĞŝƐƐƵĞƐ͖ĚŝǀĞƌƐŝƚǇ͕ĞƋƵŝƚǇ͕ŝŶĐůƵƐŝŽŶ͕ĂŶĚ ĂĐĐĞƐƐŝďŝůŝƚǇ͖ĂŶĚƚŚĞŇŽǁŽĨƉƌŽũĞĐƚďĞŶĞĮƚƐƚŽĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘ ĂŶĚƉĂƌƚŶĞƌƵƟůŝƟĞƐŚĂǀĞĞǆƚĞŶƐŝǀĞĞǆƉĞƌŝĞŶĐĞĞŶŐĂŐŝŶŐǁŝƚŚƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐ ŝŶƚŽǁŶŚĂůůƐĂŶĚƐŝŵŝůĂƌĨŽƌŵĂƚƐ͘ŝƐĂƉƵďůŝĐĞŶƟƚǇǁŝƚŚŽďůŝŐĂƟŽŶƐƚŽƌĞĚƵĐĞƚŚĞĐŽƐƚŽĨ ĞŶĞƌŐǇŝŶůĂƐŬĂ͕ŝŶƚŚĞƉƵďůŝĐŝŶƚĞƌĞƐƚ͘/ŶĂĚĚŝƟŽŶ͕͛ƐŝƌĐƵŝƚZŝĚĞƌWƌŽŐƌĂŵƉƌŽǀŝĚĞƐƐŬŝůůĞĚ ůĂďŽƌƚŽĂĚĚƌĞƐƐ͕ĚŝĂŐŶŽƐĞ͕ĂŶĚƌĞƉĂŝƌƌƵƌĂůƉŽǁĞƌŚŽƵƐĞƐ͘/ŶĂĚĚŝƟŽŶ͕ƚŚĞŝƌĐƵŝƚZŝĚĞƌWƌŽŐƌĂŵ ƉƌŽǀŝĚĞƐƚƌĂŝŶŝŶŐĨŽƌůŽĐĂůĐŽŵŵƵŶŝƟĞƐƚŽĐƌĞĂƚĞƐŬŝůůĞĚƉŽǁĞƌƉůĂŶƚůĂďŽƌ͘ƐƌƵƌĂůŵŝĐƌŽŐƌŝĚƐ ƐŚŝŌƚŽǁĂƌĚƐƌĞŶĞǁĂďůĞƐǇƐƚĞŵƐ͕ǁŝůůĞŶƐƵƌĞƚŚĂƚƚŚĞŝƌĐƵŝƚZŝĚĞƌWƌŽŐƌĂŵĂĚĂƉƚƐĂŶĚ ĐŽŶƟŶƵĞƐƚŽƐƵƉƉŽƌƚĂŶĚƚƌĂŝŶůŽĐĂůĐŽŵŵƵŶŝƟĞƐŝŶƚŚĞƵƐĞŽĨŝŵƉƌŽǀĞĚƉŽǁĞƌƐǇƐƚĞŵƐ͘ dŚŝƐƉƌŽũĞĐƚ͛ƐŽŵŵƵŶŝƚǇĞŶĞĮƚƐWůĂŶĂŶƟĐŝƉĂƚĞƐƚŚĂƚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐǁŝůůĂĐĐƌƵĞǁŝƚŚŝŶ ĞĂĐŚƉƌŽũĞĐƚƉĞƌŝŽĚĂƐƉĂƌƚŽĨƉƌŽũĞĐƚĂĐƟǀŝƟĞƐ͕ĂŶĚĂƐƉĂƌƚŽĨŝƚƐŽďũĞĐƟǀĞƐĂŶĚŽƵƚĐŽŵĞƐ͘ ůŝŐŶŝŶŐWƌŽũĞĐƚǁŝƚŚĞƐƚWƌĂĐƟĐĞƐ An EZ>ƐƚƵĚǇŽŶĚŝƐƚƌŝďƵƚĞĚƌĞŶĞǁĂďůĞƐĨŽƌƌĐƟĐĞŶĞƌŐǇ1͕ĨŽƵŶĚƚŚĂƚĐŽŵŵƵŶŝƚǇďƵǇͲŝŶĂŶĚ ŽǁŶĞƌƐŚŝƉŝƐĞƐƐĞŶƟĂů͕ĂƐƚŚŝƐĞǆƚƌĂĐƚĚĞŵŽŶƐƚƌĂƚĞƐĂŶĚƚŚĞƉƌŽũĞĐƚĂŶƟĐŝƉĂƚĞƐĂŶĚƌĞƐƉŽŶĚƐƚŽ͘ ŬŶŽǁƐƚŚĂƚƉƌŽũĞĐƚƐŵƵƐƚďĞĐŽŵŵƵŶŝƚǇͲĚƌŝǀĞŶĂŶĚƐƵƉƉŽƌƚĞĚ͕ǁŝƚŚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ ƵŶĚĞƌƐƚĂŶĚŝŶŐĂŶĚƉĂƌƟĐŝƉĂƟŶŐŝŶƚŚĞǀĂůƵĞƉƌŽƉŽƐŝƟŽŶŽĨŵŽǀŝŶŐƚŽĂƐƚƌŽŶŐĞƌƌĞůŝĂŶĐĞŽŶ ƌĞŶĞǁĂďůĞĞŶĞƌŐǇ͘/ƚŝƐĐƌŝƟĐĂůƚŽŝŶĐůƵĚĞĂŶĚƌĞĐĞŝǀĞďƵǇͲŝŶĨƌŽŵŬĞǇƐƚĂŬĞŚŽůĚĞƌƐůŝŬĞƵƟůŝƚǇ ŵĂŶĂŐĞƌƐ͕ŽƉĞƌĂƚŽƌƐ͕ƉƌŽũĞĐƚĐŚĂŵƉŝŽŶƐ͕ĂŶĚůŽĐĂůŐŽǀĞƌŶŵĞŶƚŽĸĐŝĂůƐ͘ĞǇŽŶĚƉƌŽũĞĐƚĚĞǀĞů- ŽƉŵĞŶƚ͕ĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚŵƵƐƚďĞŽŶŐŽŝŶŐ͕ĂŶĚĐŽŶƟŶƵĞĂŌĞƌƚŚĞƉƌŽũĞĐƚŝƐĚĞƉůŽǇĞĚ ƚŽŵĂŝŶƚĂŝŶĐŽŵŵƵŶŝƚǇƐƵƉƉŽƌƚĂŶĚŽǁŶĞƌƐŚŝƉ͘>ŽŶŐͲƚĞƌŵĞŶŐĂŐĞŵĞŶƚŝƐĂŶĞƐƐĞŶƟĂůĞůĞŵĞŶƚ ŽĨƐƵƐƚĂŝŶĂďŝůŝƚǇ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 1 ALASKA ENERGY AUTHORITY RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 2 ALASKA ENERGY AUTHORITY ͻ &ŽƌĞǆĂŵƉůĞ͕ĂƐƚƌŽŶŐĐŽŵŵƵŶŝƚǇĨŽĐƵƐĞŶĂďůĞĚĂƐƵĐĐĞƐƐĨƵůƉƌŽũĞĐƚŝŶ<ŽŶŐŝŐĂŶĂŬ͗ƚŚĞ ĐŽŵŵƵŶŝƚǇƚƌĂŝŶĞĚĂŶĚƌĞƚĂŝŶĞĚĂůŽĐĂůǁŽƌŬĨŽƌĐĞ͕ďƵŝůƚĐŽŵŵƵŶŝƚǇƚƌƵƐƚƚŚƌŽƵŐŚƉƌĞƐĞŶ- ƚĂƟŽŶƐŝŶǀŝůůĂŐĞŵĞĞƟŶŐƐ͕ĂŶĚƌĞĐĞŝǀĞĚĐŽŵŵƵŶŝƚǇůĞĂĚĞƌĂŶĚƚƌŝďĂůĐŽƵŶĐŝůƐƵƉƉŽƌƚ͘ /Ŷ'ĂůĞŶĂ͕ŚŝƌŝŶŐĂŶĚƚƌĂŝŶŝŶŐĂŶĂůůͲůŽĐĂůǁŽƌŬĨŽƌĐĞƉƌŽǀŝĚĞĚĞŶŚĂŶĐĞĚũŽďƐĂƟƐĨĂĐƟŽŶ͕ ŝŶĐƌĞĂƐĞĚůŽĐĂůĐĂƉĂĐŝƚǇ͕ĂŶĚƐƚƌĞŶŐƚŚĞŶĞĚƚŚĞĐŽŵŵƵŶŝƚǇŽǀĞƌĂůů͘ ŝƐƉůĂŶŶŝŶŐƚŽĞŶƐƵƌĞƚŚĂƚƉƌŽƉŽƐĞĚƐǇƐƚĞŵƐƐŚŽƵůĚďĞĐŽŵŵĞŶƐƵƌĂƚĞǁŝƚŚƚŚĞƚƌĂŝŶŝŶŐ͕ ĞĚƵĐĂƟŽŶ͕ĂŶĚĂǀĂŝůĂďŝůŝƚǇŽĨƚŚĞůŽĐĂůǁŽƌŬĨŽƌĐĞ͕ƚŚƌŽƵŐŚƚŚĞŽŶͲŐŽŝŶŐƌĞůĂƟŽŶƐŚŝƉǁŝƚŚƚŚĞ ůĂƐŬĂsŽĐĂƟŽŶĂůdĞĐŚŶŝĐĂůĞŶƚĞƌ;sdͿĂŶĚƚŚĞĂƉƉƌŽƉƌŝĂƚĞůĂďŽƌƵŶŝŽŶƐ͘ŬŶŽǁƐƚŚĂƚ the use of community-appropriate technology reduces system failures and the community’s ĚĞƉĞŶĚĞŶĐĞŽŶůŽŶŐͲƚĞƌŵ͕ĞǆƉĞŶƐŝǀĞ͕ĞǆƚĞƌŶĂůĂƐƐŝƐƚĂŶĐĞ͘>ŽĐĂůĐĂƉĂĐŝƚǇǁŝůůĚĞƚĞƌŵŝŶĞŚŽǁ ƐŝŵƉůĞŽƌĐŽŵƉůĞǆƚŚĞƐǇƐƚĞŵƐŚŽƵůĚďĞ͕ĂŶĚǁŚĂƚĂƐƐĞƚƐŝƚĐĂŶŝŶĐůƵĚĞ͘ZŽďƵƐƚŽƉĞƌĂƟŽŶƐ ĂŶĚŵĂŝŶƚĞŶĂŶĐĞƉůĂŶƐŵƵƐƚďĞĐŽŶƐŝĚĞƌĞĚĨƌŽŵƚŚĞƐƚĂƌƚ͕ĂŶĚƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞƉƌŽǀŝĚĞĚ ƚŽĐŽŵƉůĞƚĞĂŶĚŵĂŝŶƚĂŝŶƚŚĞƐĞ͘ŽŵŵƵŶŝƟĞƐŚĂǀĞĨŽƵŶĚƚŚĂƚƐŵĂůů͕ĞĂƐǇͲƚŽͲŵĂŝŶƚĂŝŶƉŝůŽƚ ƐǇƐƚĞŵƐǁŝƚŚƐŽůĂƌƉŚŽƚŽǀŽůƚĂŝĐƐ;WsͿ͕ďĂƩĞƌŝĞƐ͕ĂŶĚͬŽƌǁŝŶĚĐĂŶďĞĂŐŽŽĚƐƚĞƉƉŝŶŐͲƐƚŽŶĞƚŽ ůĂƌŐĞƌ͕ŵŽƌĞĐŽŵƉůĞǆƐǇƐƚĞŵƐǁŝƚŚŚŝŐŚĞƌĐŽŶƚƌŝďƵƟŽŶƐŽĨƌĞŶĞǁĂďůĞĞŶĞƌŐǇ͘ŽŵŵƵŶŝƚǇͲďĂƐĞĚ ƚĞĐŚŶŝĐĂůĐĂƉĂĐŝƚǇŵĂǇďĞŝŶĐƌĞĂƐĞĚŽǀĞƌƟŵĞƚŚƌŽƵŐŚĐŽŵŵƵŶŝƚǇĞĚƵĐĂƟŽŶĂŶĚĞǆƉĂŶĚĞĚ ĞǆƉĞƌŝĞŶĐĞĨƌŽŵŽƉĞƌĂƟŶŐƉŽǁĞƌƐǇƐƚĞŵƐ͘DĂŶǇĐŽŵŵƵŶŝƟĞƐŚĂǀĞďĞĞŶƐƵĐĐĞƐƐĨƵůŝŶĞŶŐĂŐŝŶŐ ůŽĐĂůǇŽƵƚŚ͕ǁŝƚŚĞŶĞƌŐǇƉƌŽǀŝĚĞƌƐŐĂŝŶŝŶŐƚƌĂĐƟŽŶďǇƐƉĞĂŬŝŶŐƚŚƌŽƵŐŚĐƌĞĚŝďůĞ͕ĐŽŵŵƵŶŝ- ƚǇͲďĂƐĞĚĞĚƵĐĂƚŽƌƐ͘ ͻ /Ŷ<ŽƚǌĞďƵĞ͕ŝŶƐƚĂůůŝŶŐƐŵĂůůǁŝŶĚƚƵƌďŝŶĞƐƉƌŽǀŝĚĞĚƚŚĞƚĞĐŚŶŝĐĂůĐĂƉĂĐŝƚǇĨŽƌƐƵďƐĞƋƵĞŶƚ ŝŶƐƚĂůůĂƟŽŶƐŽĨŵƵĐŚůĂƌŐĞƌǁŝŶĚƚƵƌďŝŶĞƐ͕ďĂƩĞƌŝĞƐ͕ĂŶĚƐŽůĂƌWsƐǇƐƚĞŵƐ͘/Ŷ'ĂůĞŶĂ͕ĂĨŽĐƵƐ ŽŶĐŽŵŵƵŶŝƚǇĞĚƵĐĂƟŽŶĂŶĚƚƌĂŝŶŝŶŐĂůůŽǁĞĚƚŚĞĐŽŵŵƵŶŝƚǇƚŽƉĞƌĨŽƌŵŝŶĐƌĞĂƐŝŶŐƉŽƌƟŽŶƐ ŽĨƐǇƐƚĞŵŵĂŝŶƚĞŶĂŶĐĞůŽĐĂůůǇĂŶĚŚĂƐĞŶĂďůĞĚŝƚƚŽƐĞƚŝƚƐƐŝŐŚƚƐŽŶĨƵƚƵƌĞƐŽůĂƌƉƌŽũĞĐƚƐ͘ AEA knows that having a regional or statewide pool of support resources increases the like- ůŝŚŽŽĚŽĨƐƵĐĐĞƐƐ͕ǁŚŝĐŚŝƚƐĐŽŚŽƌƚĂŶĚƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞĂƉƉƌŽĂĐŚǁŝůůƐƵƉƉŽƌƚ͘,ĂǀŝŶŐĂ ŶĞƚǁŽƌŬŽĨŬŶŽǁůĞĚŐĞĂďůĞƉĞŽƉůĞĂĐƟǀĞůǇĞŶŐĂŐĞĚŝŶŽƉĞƌĂƟŶŐƉƌŽũĞĐƚƐ͕ƐƵĐŚĂƐĂŶĞŶĞƌŐǇ ĐŽŽƉĞƌĂƟǀĞ͕ƚŚĂƚĐĂŶƉƌŽǀŝĚĞƚĂƌŐĞƚĞĚĞĚƵĐĂƟŽŶŽƌƚĞĐŚŶŝĐĂůŬŶŽǁůĞĚŐĞ͕ŝŶĐƌĞĂƐĞƐƚŚĞůŝŬĞůŝ- ŚŽŽĚŽĨƉƌŽũĞĐƚƐƵĐĐĞƐƐ͕ĂŶĚĐĂŶĂůůŽǁĐŽŵŵƵŶŝƟĞƐƚŽŝŶƐƚĂůůƐǇƐƚĞŵƐƚŚĂƚƚŚĞǇŵĂǇŶŽƚďĞĂďůĞ ƚŽƐƵƉƉŽƌƚŽŶƚŚĞŝƌŽǁŶ͘ůůŽǁŝŶŐĂƉƌŽĐĞƐƐĨŽƌĐŽŵŵƵŶŝƟĞƐƚŽĂĐĐĞƐƐƚŚŝƐŶĞƚǁŽƌŬǁŝůůƐƚƌĞĂŵ- ůŝŶĞƚŚĞƌĞŶĞǁĂďůĞĞŶĞƌŐǇĚĞǀĞůŽƉŵĞŶƚƉƌŽĐĞƐƐŝŶĐůƵĚŝŶŐƉůĂŶŶŝŶŐ͕ĮŶĂŶĐŝŶŐ͕ŝŶƐƚĂůůĂƟŽŶ͕ĂŶĚ ŽƉĞƌĂƟŽŶƐ͘^ƵĐŚĂŶĞƚǁŽƌŬŝƐĞƐƉĞĐŝĂůůǇŚĞůƉĨƵůĨŽƌƐŵĂůůĐŽŵŵƵŶŝƟĞƐǁŝƚŚůŝŵŝƚĞĚŚƵŵĂŶ ĐĂƉŝƚĂů͘ĨĂĐĞͲƚŽͲĨĂĐĞŬŶŽǁůĞĚŐĞƐŚĂƌŝŶŐŶĞƚǁŽƌŬǁŽƵůĚŝŶĐƌĞĂƐĞƚŚĞŶƵŵďĞƌĂŶĚƐƵĐĐĞƐƐƌĂƚĞ ŽĨĐŽŵŵƵŶŝƚǇƉƌŽũĞĐƚƐ͘ ͻ <ŽŶŐŝŐĂŶĂŬŝƐƉĂƌƚŽĨƚŚĞŚĂŶŝŶŝŬtŝŶĚ'ƌŽƵƉ;t'Ϳ͕ǁŚŝĐŚŚĞůƉƐƐĞĐƵƌĞǁŝŶĚĞŶĞƌŐǇ ƉƌŽũĞĐƚĨƵŶĚŝŶŐ͕ƐŚĂƌĞƐƚƌĂŝŶŝŶŐĞǆƉĞŶƐĞƐ͕ďƵŝůĚƐůŽĐĂůĐĂƉĂĐŝƚǇ͕ĂŶĚƌĞĚƵĐĞƐĞŶĞƌŐǇĐŽƐƚƐ͘dŚĞ t'ŚĂƐďƵŝůƚƉƌŽũĞĐƚƐŝŶĞĂĐŚŽĨŝƚƐƐŝǆŵĞŵďĞƌĐŽŵŵƵŶŝƟĞƐ͕ůĞǀĞƌĂŐŝŶŐƚŚĞĐĂƉĂĐŝƚǇďƵŝůƚ ĨƌŽŵĞĂĐŚƐƵĐĐĞƐƐĨƵůƉƌŽũĞĐƚ͘ ǁŝůůŝĚĞŶƟĨǇĂŶĚƐƵƉƉŽƌƚĐŽŵƉĞƚĞŶƚ͕ƉƌĂĐƟĐĂůƉƌŽũĞĐƚŵĂŶĂŐĞƌƐƚŚĂƚĂƌĞƌĞƋƵŝƌĞĚƚŽĞŶƐƵƌĞ ƚŚĞƉƌŽũĞĐƚ͛ƐƐƵĐĐĞƐƐ͘dŚĞƚĞĐŚŶŝĐĂů͕ĮŶĂŶĐŝĂů͕ŵĂŶĂŐĞƌŝĂů͕ĂŶĚĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚĐŽŵƉŽ- ŶĞŶƚƐŽĨĂƌĞŶĞǁĂďůĞĞŶĞƌŐǇƉƌŽũĞĐƚŵƵƐƚďĞŽǀĞƌƐĞĞŶďǇĞǆƉĞƌŝĞŶĐĞĚƉĞƌƐŽŶŶĞůƚŽŚĞůƉĞŶƐƵƌĞ ĞīĞĐƟǀĞĚĞůŝǀĞƌǇŽĨƉƌŽũĞĐƚƐ͘DĂŶĂŐĞƌƐŵƵƐƚďĞĂďůĞƚŽǀĂůŝĚĂƚĞƉƌŽũĞĐƚƉƌŽƉŽƐĂůƐĨƌŽŵĞŶŐŝ- ŶĞĞƌƐĂŶĚĞǆƚĞƌŶĂůĞŶƟƟĞƐ͕ĐŽŵƉĂƌĞƚŚŽƐĞƉƌŽƉŽƐĂůƐƚŽĐŽŵŵƵŶŝƚǇŶĞĞĚƐ͕ĂŶĚĚĞĐůŝŶĞǁŚĞŶ ŶĞĐĞƐƐĂƌǇ͘^ŽŵĞĐŽŵŵƵŶŝƟĞƐĂůƐŽĨĂĐĞƌĂƉŝĚƚƵƌŶŽǀĞƌŽĨďŽŽŬŬĞĞƉŝŶŐĂŶĚŵĂŶĂŐĞƌŝĂůƐƚĂī͕ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 3 ALASKA ENERGY AUTHORITY ƌĞĚƵĐŝŶŐƚŚĞŝƌĮŶĂŶĐŝĂůĂŶĚŵĂŶĂŐĞƌŝĂůĐĂƉĂĐŝƚǇĨŽƌƉƌŽũĞĐƚƐ͘^ƵĐŚƐĞĞŵŝŶŐůǇŵŝŶŽƌƉƌŽďůĞŵƐ ĐĂŶŚĂǀĞůŽŶŐͲƚĞƌŵŝŵƉĂĐƚƐ͘ ͻ /Ŷ<ŽĚŝĂŬ͕ĞĂƌůǇƌĞŶĞǁĂďůĞƉƌŽũĞĐƚƐĨĂŝůĞĚĚƵĞƚŽŝŶƐƵĸĐŝĞŶƚĞŶŐŝŶĞĞƌŝŶŐĂŶĚƉƌŽũĞĐƚ ŵĂŶĂŐĞŵĞŶƚ͘^ŝŶĐĞƚŚĞŶ͕ĂƌĞŶĞǁĞĚĨŽĐƵƐŽŶƚŚĞƐĞĐŽŵƉŽŶĞŶƚƐŚĂƐĞŶĂďůĞĚƐƵĐĐĞƐƐĨƵů ƉƌŽũĞĐƚƐ͘ ŽŵŵƵŶŝƚǇĂŶĚ>ĂďŽƌŶŐĂŐĞŵĞŶƚ ŶŐĂŐŝŶŐǁŝƚŚůĂďŽƌƵŶŝŽŶƐ͕ůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐ͕ĂŶĚdƌŝďĂůĞŶƟƟĞƐ͘ ĂŶĚƉĂƌƚŶĞƌƐŚĂǀĞĞƐƚĂďůŝƐŚĞĚ͕ůŽŶŐͲƚĞƌŵ͕ĂŶĚŵƵƚƵĂůůǇǀĂůƵĞĚƌĞůĂƟŽŶƐŚŝƉƐǁŝƚŚƚŚĞŽƌŐĂ- ŶŝǌĞĚůĂďŽƌĐŽŵŵƵŶŝƚǇŝŶůĂƐŬĂ͘>ĂƌŐĞƌĚĞǀĞůŽƉŵĞŶƚŽŌĞŶŽĐĐƵƌƐǁŝƚŚŝŶĐŽůůĞĐƟǀĞďĂƌŐĂŝŶŝŶŐ ĂŐƌĞĞŵĞŶƚƐŽĨƚŚĞ/ŶƚĞƌŶĂƟŽŶĂůƌŽƚŚĞƌŚŽŽĚŽĨůĞĐƚƌŝĐĂůtŽƌŬĞƌƐ;/tͿĂŶĚƚŚĞǀĂƌŝŽƵƐƚƌĂĚĞ ƵŶŝŽŶƐ͕ĚĞƉĞŶĚŝŶŐŽŶůŽĐĂƟŽŶ͘tŚŝůĞƚŚŝƐŝƐǀĞƌǇŵƵĐŚĂďŽƵƚƐĐĂůĞ͕ƚŚĞůĂƐŬĂĂƉƉƌŽĂĐŚǁŝůůďĞ ƚŽĞŶŐĂŐĞŝƚƐůĂďŽƌƉĂƌƚŶĞƌƐĞĂƌůǇƚŽŝŶŝƟĂƚĞĚŝƐĐƵƐƐŝŽŶƐƚŽǁĂƌĚůĂďŽƌĂŐƌĞĞŵĞŶƚƐĂŶĚŽǀĞƌĂůů ďĞŶĞĮƚƐŽĨƚŚĞƉƌŽũĞĐƚ͘ůĂƐŬĂDƵŶŝĐŝƉĂů>ĞĂŐƵĞ;D>ͿǁŝůůĞƐƚĂďůŝƐŚĂƌĞůĂƟŽŶƐŚŝƉǁŝƚŚƚŚĞ ůĂƐŬĂŵĞƌŝĐĂŶ&ĞĚĞƌĂƟŽŶŽĨ>ĂďŽƌĂŶĚŽŶŐƌĞƐƐŽĨ/ŶĚƵƐƚƌŝĂůKƌŐĂŶŝǌĂƟŽŶ;&>Ͳ/KͿƚŽĂƐƐĞƐƐ ƚŚĞŝŵƉĂĐƚŽĨƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚŽŶĨƵƚƵƌĞĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐĂŶĚůĂďŽƌĞŶŐĂŐĞŵĞŶƚ͘ ŚĂƐŝŶĐůƵĚĞĚŝŶŝƚƐƟŵĞůŝŶĞĂŶĚŵŝůĞƐƚŽŶĞƐƚŽĚŝƐĐƵƐƐǁŝƚŚŽƌŐĂŶŝǌĞĚůĂďŽƌƚŚĞŶĞĞĚĨŽƌůŽĐĂů ĂŶĚƚĂƌŐĞƚĞĚŚŝƌŝŶŐŐŽĂůƐ͕ĐĂƌĚͲĐŚĞĐŬŶĞƵƚƌĂůŝƚǇ͕ĂŶĚƉŽƐƐŝďůĞƉƌŽǀŝƐŝŽŶƐĂĚǀĂŶĐŝŶŐƉƌŽŐƌĂŵƐƚŽ ĂƩƌĂĐƚ͕ƚƌĂŝŶĂŶĚƌĞƚĂŝŶŶĞǁǁŽƌŬĞƌƐ͘ ΎDŝůĞƐƚŽŶĞ͗WƌŽĚƵĐĞƐƵŵŵĂƌǇŽĨůĂďŽƌƉĞƌƐƉĞĐƟǀĞƐŽŶƌƵƌĂůƌĞŶĞǁĂďůĞĞŶĞƌŐǇĚĞǀĞůŽƉŵĞŶƚ ĂŶĚďĞŶĞĮƚƐƚŚĞƌĞŽĨ͘ D>ŝƐĂĐƌŝƟĐĂůƉĂƌƚŽĨƚŚĞƉƌŽũĞĐƚ͛ƐĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚ͕ĂƐŝƚƌĞƉƌĞƐĞŶƚƐĂůůĐŝƚǇĂŶĚ ďŽƌŽƵŐŚ;ĐŽƵŶƚǇͲĞƋƵŝǀĂůĞŶƚͿŐŽǀĞƌŶŵĞŶƚƐŝŶƚŚĞƐƚĂƚĞ͘tŚŝůĞĂŶĚŽƚŚĞƌƉĂƌƚŶĞƌƐĂƌĞ ĂĐĐƵƐƚŽŵĞĚƚŽĞŶŐĂŐŝŶŐǁŝƚŚůŽĐĂůĂŶĚdƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐƚŚƌŽƵŐŚƉĞƌŵŝƫŶŐĂŶĚƌĞŐƵůĂƚŽƌǇ ƉƌŽĐĞƐƐĞƐĨŽƌĐĂƉŝƚĂůƉƌŽũĞĐƚƐ͕D>ǁŝůůďĞŝŶĂƉŽƐŝƟŽŶƚŽƌĞĂĐŚŽƵƚĚŝƌĞĐƚůǇƚŽŝŶĐŽƌƉŽƌĂƚĞ ŵƵŶŝĐŝƉĂůƉĞƌƐƉĞĐƟǀĞƐĂŶĚƉƌŝŽƌŝƟĞƐŝŶƚŽƚŚĞƉƌŽũĞĐƚĚĞƐŝŐŶĂŶĚŽƵƚƉƵƚƐ͘ƚƚŚĞƐĂŵĞƟŵĞ͕ ůĂƐŬĂEĂƟǀĞdƌŝďĂů,ĞĂůƚŚŽŶƐŽƌƟƵŵ;Ed,ͿƉƌĞƐĞŶƚƐŝŶĐƌĞĚŝďůĞŽƉƉŽƌƚƵŶŝƟĞƐƚŽǁŽƌŬǁŝƚŚ dƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐĂŶĚƌĞŐŝŽŶĂůdƌŝďĂůŽƌŐĂŶŝǌĂƟŽŶƐƚŽĞŶƐƵƌĞƚŚĂƚdƌŝďĂůĞŶŐĂŐĞŵĞŶƚŝƐďĞŶĞ- ĮĐŝĂůƚŽƚŚĞƉƌŽũĞĐƚĂŶĚĐŽŵŵƵŶŝƚǇ͘dŚĞƉƌŽũĞĐƚĂŶƟĐŝƉĂƚĞƐƚŚĂƚĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚǁŝůůďĞ ŝŶŝƟĂƚĞĚĞĂƌůǇĂŶĚĐŽŶĚƵĐƚĞĚŽŌĞŶƚŽŝŶĨŽƌŵƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚĂŶĚŝŵƉůĞŵĞŶƚĂƟŽŶ͘>ŽĐĂů ĂŶĚdƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐĂƌĞƵŶŝƋƵĞůǇƐŝƚƵĂƚĞĚƚŽŚĞůƉŝĚĞŶƟĨǇƚŚĞŵŽƐƚĞīĞĐƟǀĞĂĐƟŽŶƐƚŚĞ ƉƌŽũĞĐƚƐĐĂŶƚĂŬĞƚŽǁĂƌĚƉĂƌƚŶĞƌƐŚŝƉƐƚŚĂƚĂĚǀĂŶĐĞǁŽƌŬĨŽƌĐĞŝƐƐƵĞƐ͖ĚŝǀĞƌƐŝƚǇ͕ĞƋƵŝƚǇ͕ŝŶĐůƵƐŝŽŶ͕ ĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͖ĂŶĚƚŚĞŇŽǁŽĨƉƌŽũĞĐƚďĞŶĞĮƚƐƚŽĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͘ ΎDŝůĞƐƚŽŶĞ͗ƐƚĂďůŝƐŚŵƵŶŝĐŝƉĂůͬdƌŝďĂůǁŽƌŬŝŶŐŐƌŽƵƉƚŽŝŶĨŽƌŵƉƌŽĐĞƐƐĂŶĚĮŶĂůƉƌŽĚƵĐƚ͘ tŽƌŬĨŽƌĐĞĂŶĚŽŵŵƵŶŝƚǇŐƌĞĞŵĞŶƚƐ WĂƌƚŶĞƌƐĂŶƟĐŝƉĂƚĞƚŚĂƚƚŚĞƌĞǁŝůůďĞŽƉƉŽƌƚƵŶŝƟĞƐĨŽƌǁŽƌŬĨŽƌĐĞŽƌĐŽŵŵƵŶŝƚǇƐƚƌĂƚĞŐŝĞƐ ƚŽďĞĞƐƚĂďůŝƐŚĞĚĂƐĂĚŝƌĞĐƚƌĞƐƵůƚŽĨƚŚĞƉƌŽũĞĐƚ͘D>ǁŝůůďĞƌĞƐƉŽŶƐŝďůĞƚŚƌŽƵŐŚŝƚƐƐƚĂŬĞ- ŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚƌŽůĞƚŽǁŽƌŬǁŝƚŚĐŽŵŵƵŶŝƚǇůĞĂĚĞƌƐƚŽŝĚĞŶƟĨǇǁĂǇƐŝŶǁŚŝĐŚƚŚĞƉƌŽũĞĐƚ ďĞŶĞĮƚƐĐĂŶďĞƐƚĂĐĐƌƵĞƚŽƚŚĞĐŽŵŵƵŶŝƚǇ͘dŚŝƐǁŝůůŝŶĐůƵĚĞƉůĂŶŶŝŶŐĨŽƌĞŶǀŝƌŽŶŵĞŶƚĂů ũƵƐƟĐĞ͕ĐĂƌďŽŶƌĞĚƵĐƟŽŶ͕ǁŽƌŬĨŽƌĐĞĚĞǀĞůŽƉŵĞŶƚ͕ƐŚĂƌĞĚƉƌŽĐƵƌĞŵĞŶƚ͕ůŽĐĂůŚŝƌĞ͕ĂŶĚĂƐƐĞƚ ŵĂŶĂŐĞŵĞŶƚ͕ŝŶĐůƵĚŝŶŐŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƉĞƌĂƟŽŶƐƉůĂŶŶŝŶŐĂŶĚƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞ͘D> will reference DOE’s ŽŵŵƵŶŝƚǇĞŶĞĮƚŐƌĞĞŵĞŶƚdŽŽůŬŝƚϮ͕ƌĞĐŽŐŶŝǌŝŶŐƚŚĂƚŝƚĚŽĞƐŶ͛ƚĂƉƉůǇ ƚŚĞƐĂŵĞƚŽĨĞĚĞƌĂůƉƌŽũĞĐƚƐĂƐƉƌŝǀĂƚĞ͕ŝƚƐŝŶƚĞŶĚĞĚƉƵƌƉŽƐĞ͘dŚĞŽƵƚĐŽŵĞŽĨƚŚĞǁŝůůďĞ ƐϰϬйƉĞƌĐĞŶƚŽĨďĞŶĞĮƚƐƐŚŽƵůĚďĞĂůůŽĐĂƚĞĚƚŽĐŽŵŵƵŶŝƟĞƐŽĨĐŽůŽƌ͕/ŶĚŝŐĞŶŽƵƐƉĞŽƉůĞƐ͕ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 4 ALASKA ENERGY AUTHORITY ůŽǁͲŝŶĐŽŵĞĐŽŵŵƵŶŝƟĞƐ͕ĂŶĚŽƚŚĞƌŵĂƌŐŝŶĂůŝǌĞĚŐƌŽƵƉƐ͘ĂĐŚƉƌŽũĞĐƚǁŝůůĞǀĂůƵĂƚĞƚŚĞŽƉƉŽƌ- ƚƵŶŝƚǇĨŽƌǁŽƌŬĨŽƌĐĞĂŐƌĞĞŵĞŶƚƐ͕ĂƐǁĞůů͕ǁŚŝĐŚǁŝůůŚĞůƉĞŶƐƵƌĞĞƋƵŝƚǇĨŽƌǁŽŵĞŶ͕ƉĞŽƉůĞŽĨ ĐŽůŽƌ͕ĂŶĚŽƚŚĞƌŚŝƐƚŽƌŝĐĂůůǇĚŝƐĂĚǀĂŶƚĂŐĞĚŽƌƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚŐƌŽƵƉƐŝŶƚŚĞƉƌŽũĞĐƚ͛ƐŝŵƉůĞ- ŵĞŶƚĂƟŽŶ͘WƌŽũĞĐƚƐƉŽŶƐŽƌƐǁŝůůǁŽƌŬƚŚƌŽƵŐŚĂĨĂĐŝůŝƚĂƚĞĚĐŽŵŵƵŶŝƚǇƐƚĂŬĞŚŽůĚĞƌƉƌŽĐĞƐƐƚŽ ŝĚĞŶƟĨǇǁĂǇƐŝŶǁŚŝĐŚǁŽƌŬĨŽƌĐĞŐŽĂůƐǁŝůůďĞŵĞƚ͘'ŽĂůƐŝŶĐůƵĚĞůŽĐĂůŚŝƌĞ͕ĨĂŵŝůǇͲƐƵƉƉŽƌƟŶŐ ũŽďƐ;ǁĂŐĞƉĂƌŝƚǇͿ͕ŚĞĂůƚŚŝŶƐƵƌĂŶĐĞ͕ĚŝǀĞƌƐĞǁŽƌŬĨŽƌĐĞ͕ĚŝǀĞƌƐĞǁŽƌŬĨŽƌĐĞƉĂƌƟĐŝƉĂƟŽŶ͕ĂŶĚ ƌĞƐŽƵƌĐĞƐĨŽƌĐŽŶƟŶƵŝŶŐĞĚƵĐĂƟŽŶĂŶĚĐĞƌƟĮĐĂƟŽŶƚŚĂƚƌĞƐƵůƚŝŶĂŚŝŐŚůǇƐŬŝůůĞĚǁŽƌŬĨŽƌĐĞ͘ ŽŶƚƌĂĐƚŽƌƐŽůŝĐŝƚĂƟŽŶƐŚŽƵůĚƌĞĨĞƌĞŶĐĞƚŚĞƐĞŐŽĂůƐĂƐƉĂƌƚŽĨĐƌŝƚĞƌŝĂĨŽƌĂŶĂǁĂƌĚ͘ ΎDŝůĞƐƚŽŶĞ͗ŽŵŵƵŶŝƚǇĞŶĞĮƚ^ƚƌĂƚĞŐŝĞƐǁŝůůďĞĞƐƚĂďůŝƐŚĞĚǁŝƚŚĞĂĐŚƉĂƌƟĐŝƉĂƟŶŐĐŽŵŵƵ- ŶŝƚǇ͕ĂŶĚtŽƌŬĨŽƌĐĞŐƌĞĞŵĞŶƚƐǁŝƚŚƉƌŽũĞĐƚƐƉŽŶƐŽƌƐ͘ ƉƉƌŽĂĐŚƚŽĂƉƉƌĞŶƟĐĞƐŚŝƉƐĂŶĚůŽĐĂůŚŝƌŝŶŐŐŽĂůƐ AML will maintain a local workforce availability and hire tracking system throughout the life of ƚŚĞƉƌŽũĞĐƚ͕ĞŶĂďůŝŶŐůŽĐĂůŚŝƌĞŐŽĂůƐƚŽďĞŵĞƚĂŶĚĐƌŽƐƐͲƉƌŽŵŽƟŶŐŚŝƌĞďĞƚǁĞĞŶƉƌŽũĞĐƚƐƚŚĂƚ ŵŝŐŚƚŽĐĐƵƌǁŝƚŚŝŶĂƌĞŐŝŽŶ͘dŚŝƐƐǇƐƚĞŵǁŝůůĂůƐŽƚƌĂĐŬŵƵŶŝĐŝƉĂůĂŶĚƚƌŝďĂůǁŽƌŬĨŽƌĐĞŝŶͲŬŝŶĚ ĐŽŶƚƌŝďƵƟŽŶƐ͕ƐƚĂīƟŵĞƚŚĂƚŝƐĂƉƉůŝĞĚƚŽƚŚĞƉƌŽũĞĐƚƉůĂŶŶŝŶŐĂŶĚŝŵƉůĞŵĞŶƚĂƟŽŶ͘ dŚĞƉƌŽũĞĐƚƚĞĂŵǁŝůůǁŽƌŬǁŝƚŚƚŚĞhŶŝǀĞƌƐŝƚǇŽĨůĂƐŬĂ;hͿ͕sd͕ĂŶĚůĂƐŬĂtŽƌŬƐ WĂƌƚŶĞƌƐŚŝƉƚŽŝĚĞŶƟĨǇǁĂǇƐŝŶǁŚŝĐŚƚƌĂŝŶŝŶŐ͕ĂƉƉƌĞŶƟĐĞƐŚŝƉƐĂŶĚůŽĐĂůŚŝƌŝŶŐĐĂŶďĞŶĞĮƚ ĨƌŽŵŵŝĐƌŽŐƌŝĚŝŵƉůĞŵĞŶƚĂƟŽŶ͘/ŶĂĚĚŝƟŽŶ͕ƚŚĞƉƌŽũĞĐƚǁŝůůƌĞĨĞƌĞŶĐĞƚŚĞůĂƐŬĂtŽƌŬĨŽƌĐĞ /ŶǀĞƐƚŵĞŶƚŽĂƌĚ͛ƐƐƚƌĂƚĞŐŝĞƐĨŽƌǁŽƌŬĨŽƌĐĞĚĞǀĞůŽƉŵĞŶƚ͕ĨŽƵŶĚŝŶŝƚƐCombined Plan for tŽƌŬĨŽƌĐĞ/ŶŶŽǀĂƟŽŶĂŶĚKƉƉŽƌƚƵŶŝƚǇϯ͘ dŚĞhŝƐĂŶŝŵƉŽƌƚĂŶƚŵĞĐŚĂŶŝƐŵĨŽƌǁŽƌŬĨŽƌĐĞĚĞǀĞůŽƉŵĞŶƚ͕ŝŶĐůƵĚŝŶŐĨŽƌĂƉƉƌĞŶƟĐĞƐŚŝƉƐ͘ ϮϬǇĞĂƌƐĂŐŽ͕ƚŚĞhŶŝǀĞƌƐŝƚǇŽĨůĂƐŬĂŶĐŚŽƌĂŐĞ;hͿĐƌĞĂƚĞĚƚŚĞƐƐŽĐŝĂƚĞŽĨƉƉůŝĞĚ^ĐŝĞŶĐĞ ŝŶƉƉƌĞŶƟĐĞƐŚŝƉdĞĐŚŶŽůŽŐŝĞƐ͘dŚĞhŶŝǀĞƌƐŝƚǇŽĨůĂƐŬĂ^ǇƐƚĞŵ͕ƚŚĞhŽŵŵƵŶŝƚǇĂŶĚ dĞĐŚŶŝĐĂůŽůůĞŐĞ͕ĂŶĚƐĞǀĞƌĂůũŽŝŶƚĂƉƉƌĞŶƟĐĞƐŚŝƉƚƌĂŝŶŝŶŐƉƌŽŐƌĂŵƐŚĂǀĞũŽŝŶĞĚƚŚĞhŶŝƚĞĚ ^ƚĂƚĞƐĞƉĂƌƚŵĞŶƚŽĨ>ĂďŽƌ;h^K>ͿZĞŐŝƐƚĞƌĞĚƉƉƌĞŶƟĐĞƐŚŝƉͲŽůůĞŐĞŽŶƐŽƌƟƵŵ͕ǁŚŝĐŚ ƐŝŵƉůŝĮĞƐƚŚĞƉƌŽĐĞƐƐĨŽƌĂŶĂƉƉƌĞŶƟĐĞƚŽĞĂƌŶĐŽůůĞŐĞĐƌĞĚŝƚ͘ ůĂƐŬĂtŽƌŬƐWĂƌƚŶĞƌƐŚŝƉŝƐĂŶŽŶͲƉƌŽĮƚŽƌŐĂŶŝǌĂƟŽŶƚŚĂƚŐŝǀĞƐůĂƐŬĂŶƐĂĐĐĞƐƐƚŽũŽďƐĂŶĚ ĐĂƌĞĞƌƐŝŶƚŚĞĐŽŶƐƚƌƵĐƟŽŶŝŶĚƵƐƚƌǇ͘ůĂƐŬĂtŽƌŬƐĞĚƵĐĂƚĞƐůĂƐŬĂŶƐĂďŽƵƚŐŽŽĚƉĂǇŝŶŐũŽďƐ͕ ƚĞĂĐŚĞƐďĂƐŝĐƐŬŝůůƐ͕ĂŶĚĞƐƚĂďůŝƐŚĞƐƉĂƚŚǁĂǇƐĨŽƌůĂƐŬĂŶƐƚŽůĞĂƌŶƐŬŝůůƐƚŚĂƚůĂƐƚĂůŝĨĞƟŵĞĂŶĚ ĞĂƌŶŐŽŽĚƉĂǇǁŝƚŚŚĞĂůƚŚĐĂƌĞĂŶĚƌĞƟƌĞŵĞŶƚďĞŶĞĮƚƐ͘ůĂƐŬĂtŽƌŬƐǁĂƐĐƌĞĂƚĞĚďǇůĂƐŬĂ͛Ɛ ƵŝůĚŝŶŐĂŶĚŽŶƐƚƌƵĐƟŽŶdƌĂĚĞĂŶĚƚŚĞŝƌĂƉƉƌĞŶƟĐĞƐŚŝƉƚƌĂŝŶŝŶŐƚƌƵƐƚƐŝŶϭϵϵϲ͘ůĂƐŬĂtŽƌŬƐ ƉĂƌƚŶĞƌƐǁŝƚŚŝŶĚƵƐƚƌǇĞŵƉůŽǇĞƌƐ͕ĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƟŽŶƐ͕ĞĚƵĐĂƚŽƌƐĂŶĚƚŚĞ^ƚĂƚĞŽĨůĂƐŬĂ ƚŽĚĞǀĞůŽƉůĂƐŬĂ͛ƐǁŽƌŬĨŽƌĐĞ͘^ĞǀĞƌĂůƚŚŽƵƐĂŶĚůĂƐŬĂŶƐůŝǀŝŶŐŝŶŽǀĞƌϭϰϬĐŽŵŵƵŶŝƟĞƐŚĂǀĞ ŐŽƩĞŶĂƐƚĂƌƚŝŶĐŽŶƐƚƌƵĐƟŽŶƚŚƌŽƵŐŚŽŶĞŽĨƚŚĞŝƌƉƌŽŐƌĂŵƐ͕ŝůůƵƐƚƌĂƚĞĚďĞůŽǁ͘ ͻ ƉƉƌĞŶƟĐĞƐŚŝƉKƵƚƌĞĂĐŚ ͻ ůĂƐŬĂŽŶƐƚƌƵĐƟŽŶĐĂĚĞŵǇ • Helmets to Hardhats • Women in the Trades • Building Maintenance ΎDŝůĞƐƚŽŶĞ͗dƌĂŝŶŝŶŐĂŶĚŽƵƚƌĞĂĐŚŝŶĐůƵĚĞƐƉĂƚŚǁĂǇƐƚŽĂƉƉƌĞŶƟĐĞƐŚŝƉĂŶĚƚƌĂŝŶŝŶŐƉƌŽŐƌĂŵƐ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 5 ALASKA ENERGY AUTHORITY ŽĐƵŵĞŶƚĞĚĐŽŵŵƵŶŝƚǇĂŶĚůĂďŽƌƉĂƌƚŶĞƌƐŚŝƉƐ ŽƚŚD>ĂŶĚEd,ŚĂǀĞŝŶĐůƵƐŝǀĞĂŶĚĚŽĐƵŵĞŶƚĞĚĐŽŵŵƵŶŝƚǇƉĂƌƚŶĞƌƐŚŝƉƐ͘ƐŵĞŵďĞƌ ŽƌŐĂŶŝǌĂƟŽŶƐ͕ƚŚĞƚǁŽŝŶĐůƵĚĞŵƵŶŝĐŝƉĂůĂŶĚdƌŝďĂůŐŽǀĞƌŶŵĞŶƚƐŝŶŝŵƉŽƌƚĂŶƚǁĂǇƐĂŶĚǁŝůů ĞŶƐƵƌĞƚŚĞƐĞƉĞƌƐƉĞĐƟǀĞƐĂŶĚƉƌŝŽƌŝƟĞƐĂƌĞŝŶĐůƵĚĞĚŝŶƉƌŽũĞĐƚĚĞƐŝŐŶĂŶĚŝŵƉůĞŵĞŶƚĂƟŽŶ͕ ĂŶĚƚŚĂƚŽƵƚĐŽŵĞƐĂƌĞĐŽŶƐŝƐƚĞŶƚǁŝƚŚĐŽŵŵƵŶŝƚǇŝŶƚĞƌĞƐƚƐ͘D>ŝƐǁŽƌŬŝŶŐƚŽǁĂƌĚĂƚĞĂŵŝŶŐ ĂŐƌĞĞŵĞŶƚǁŝƚŚƚŚĞůĂƐŬĂ&>Ͳ/K͕ǁŚŝĐŚǁŝůůŝŶĨŽƌŵĨƵƚƵƌĞůĂďŽƌĞŶŐĂŐĞŵĞŶƚ͘>ĂďŽƌĂŐƌĞĞ- ŵĞŶƚƐĂƌĞŽƚŚĞƌǁŝƐĞĚĞǀĞůŽƉĞĚĂƚƚŚĞƉƌŽũĞĐƚůĞǀĞůĂŶĚƐƉĞĐŝĮĐƚŽĐŽŵŵƵŶŝƚǇŶĞĞĚƐ͘D>ǁŝůů work through the Alaska AFL-CIO to provide project sponsors the opportunity to engage labor ĐŽƵŶĐŝůƐǁŝƚŚŝŶƌĞŐŝŽŶĂůĚŝƐƚƌŝĐƚƐ͘ ΎWƌŽǀŝĚĞĚŽĐƵŵĞŶƚĂƟŽŶŽĨƚĞĂŵŝŶŐĂŐƌĞĞŵĞŶƚǁŝƚŚƚŚĞůĂƐŬĂ&>Ͳ/KŝŶĮƌƐƚǇĞĂƌ͘ /ŶǀĞƐƟŶŐŝŶƚŚĞŵĞƌŝĐĂŶtŽƌŬĨŽƌĐĞ dŚŝƐƉƌŽũĞĐƚŚĂƐƚŚĞĂďŝůŝƚǇƚŽƌĞƐƵůƚŝŶŝŶĐƌĞĂƐĞĚŝŶǀĞƐƚŵĞŶƚŝŶŵĞƌŝĐĂ͛ƐǁŽƌŬĨŽƌĐĞ͘dŚŝƐ ƉƌŽũĞĐƚƌĞƐƵůƚƐŝŶũŽďĐƌĞĂƟŽŶĂŶĚďƵƐŝŶĞƐƐĚĞǀĞůŽƉŵĞŶƚ͕ĂŶĚĂƚĞĂŵƐƵďĐŽŵŵŝƩĞĞǁŝůů ǁŽƌŬƚŚƌŽƵŐŚD>ƚŽĞŶŐĂŐĞǁŝƚŚƚŚĞůĂƐŬĂ^ŵĂůůƵƐŝŶĞƐƐĞǀĞůŽƉŵĞŶƚĞŶƚĞƌƚŽŝĚĞŶƟĨǇ ǁĂǇƐŝŶǁŚŝĐŚƚŚŝƐĐĂŶďĞŵĂǆŝŵŝǌĞĚ͕ŶŽƚũƵƐƚŝŶƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚĂŶĚĚĞůŝǀĞƌǇ͕ďƵƚŝŶƚŚĞ ůŽŶŐͲƚĞƌŵ͘h^͛ƐĐŽŶŽŵŝĐZŝƐŬƐƐĞƐƐŵĞŶƚĂƐŚďŽĂƌĚƚƌĂĐŬƐKs/͕ŽŵŵƵŶŝƚǇŝƐƚƌĞƐƐ͕ hŶĞŵƉůŽǇŵĞŶƚ͕ĂŶĚ^ŽĐŝĂůƋƵŝƚǇĂŶĚŝƐĂŐŽŽĚĞǆĂŵƉůĞŽĨǁŚĞƌĞĞĐŽŶŽŵŝĐďĞŶĞĮƚƐŵŝŐŚƚ ĂĐĐƌƵĞ͘/ƚƉƌŽĚƵĐĞƐĂĚĂƐŚďŽĂƌĚĨŽƌůĂƐŬĂƚŚĂƚŝĚĞŶƟĮĞƐĨƵůůǇŚĂůĨƚŚĞƐƚĂƚĞďǇŐĞŽŐƌĂƉŚǇĂƐ ĚŝƐƚƌĞƐƐĞĚ͕ŵŽƌĞƚŚĂŶĂŶǇŽƚŚĞƌƐƚĂƚĞŝŶƚŚĞŶĂƟŽŶ͘dŚĞŵĂũŽƌŝƚǇŽĨƉƌŽũĞĐƚͲĨƵŶĚĞĚĂĐƟǀŝƟĞƐǁŝůů ŽĐĐƵƌŝŶƚŚĞƐĞĚŝƐƚƌĞƐƐĞĚƌĞŐŝŽŶƐŽĨůĂƐŬĂ͘ ƌĞĂƟŽŶĂŶĚƌĞƚĞŶƟŽŶŽĨƋƵĂůŝƚǇũŽďƐ ϭͿWůĂŶƚŽĂƩƌĂĐƚ͕ƚƌĂŝŶ͕ĂŶĚƌĞƚĂŝŶĂƐŬŝůůĞĚĂŶĚǁĞůůƋƵĂůŝĮĞĚǁŽƌŬĨŽƌĐĞ͘ dŚĞŵĂũŽƌŝƚǇŽĨƚŚĞǁŽƌŬŝŶǀŽůǀĞĚǁŝůůďĞďǇƉĂƌƚŶĞƌƐƚĂī͕ĐƵƌƌĞŶƚĂŶĚĨƵƚƵƌĞ͘ŽŶƚƌĂĐƚƐĨƌŽŵ ƚŚĞƉƌŽũĞĐƚƐƉŽŶƐŽƌǁŝůůďĞĂǀĂŝůĂďůĞƚŽƉĂƌƚŶĞƌƐ͕ĚĞƉĞŶĚŝŶŐŽŶƐĐŽƉĞĂŶĚĐŽŵƉĞƚĞŶĐǇ͕ĂŶĚƚŚĞ ŐŽĂůŽĨƚŚĞƉƌŽũĞĐƚƚĞĂŵŝƐƚŽŵĂǆŝŵŝǌĞƚŚĞŝŶǀĞƐƚŵĞŶƚŝŶƚŚĂƚǁŽƌŬĨŽƌĐĞ͘/ŶƚŚŝƐǁĂǇƚŚĞƉƌŽũĞĐƚ ƚĞĂŵĐĂŶĞŶƐƵƌĞƚŚĂƚŝƚŝƐĂďůĞƚŽĨŽƐƚĞƌƐĂĨĞ͕ŚĞĂůƚŚǇ͕ĂŶĚŝŶĐůƵƐŝǀĞǁŽƌŬƉůĂĐĞƐǁŝƚŚĞƋƵĂů ŽƉƉŽƌƚƵŶŝƚǇ͕ĨƌĞĞĨƌŽŵŚĂƌĂƐƐŵĞŶƚĂŶĚĚŝƐĐƌŝŵŝŶĂƟŽŶ͘/ŶĂĚĚŝƟŽŶ͕ƚŚĞƉĂƌƚŶĞƌƐŚĂǀĞĐŽŶƐŝĚĞƌĞĚ ǁĂǇƐŝŶǁŚŝĐŚƚŽŵĂŬĞŝŶǀĞƐƚŵĞŶƚƐŝŶƚƌĂŝŶŝŶŐ͕ĞĚƵĐĂƟŽŶ͕ĂŶĚƐŬŝůůĚĞǀĞůŽƉŵĞŶƚĂŶĚƐƵƉƉŽƌƟŶŐ ƚŚĞĐŽƌƌĞƐƉŽŶĚŝŶŐŵŽďŝůŝƚǇŽĨǁŽƌŬĞƌƐƚŽĂĚǀĂŶĐĞŝŶƚŚĞŝƌĐĂƌĞĞƌƐ͘dŚĞƉƌŽũĞĐƚǁŝůůĂƐƐĞƐƐĐŽůůĞĐ- ƟǀĞďĂƌŐĂŝŶŝŶŐĂŐƌĞĞŵĞŶƚƐĂƐŝĚĞŶƟĮĞĚƚŚƌŽƵŐŚƚŚĞůŝĨĞŽĨƚŚĞƉƌŽũĞĐƚ͘ &ŝŐƵƌĞϭ͗WƌŽŐƌĂŵƐŽīĞƌĞĚďǇůĂƐŬĂtŽƌŬƐWĂƌƚŶĞƌƐŚŝƉ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 6 ALASKA ENERGY AUTHORITY ŝ͘tĂŐĞƐ͕ďĞŶĞĮƚƐ͕ĂŶĚŽƚŚĞƌǁŽƌŬĞƌƐƵƉƉŽƌƚƉƌŽǀŝĚĞĚ͘ dŚĞƉƌŽũĞĐƚƐƉŽŶƐŽƌĂŶĚƉĂƌƚŶĞƌƐĂƉƉƌŽĂĐŚƚŽƋƵĂůŝƚǇũŽďƐŵĞĂŶƐƚŚĂƚƉƌŽũĞĐƚƐƚĂīǁŝůůŚĂǀĞ ;ϭͿĨĂŝƌ͕ƚƌĂŶƐƉĂƌĞŶƚ͕ĂŶĚĞƋƵŝƚĂďůĞƉĂǇƚŚĂƚĞǆĐĞĞĚƐƚŚĞůŽĐĂůĂǀĞƌĂŐĞǁĂŐĞĨŽƌĂŶŝŶĚƵƐƚƌǇ͕ ǁŚŝůĞĚĞůŝǀĞƌŝŶŐ͖;ϮͿďĂƐŝĐďĞŶĞĮƚƐ;Ğ͘Ő͕͘ƉĂŝĚůĞĂǀĞ͕ŚĞĂůƚŚŝŶƐƵƌĂŶĐĞ͕ƌĞƟƌĞŵĞŶƚͬƐĂǀŝŶŐƐƉůĂŶͿ͖ ;ϯͿƉƌŽǀŝĚŝŶŐǁŽƌŬĞƌƐǁŝƚŚĂŶĞŶǀŝƌŽŶŵĞŶƚŝŶǁŚŝĐŚƚŽŚĂǀĞĂĐŽůůĞĐƟǀĞǀŽŝĐĞ͖ĂŶĚ;ϰͿŚĞůƉƐ ƚŚĞĞŵƉůŽǇĞĞĚĞǀĞůŽƉƚŚĞƐŬŝůůƐĂŶĚĞǆƉĞƌŝĞŶĐĞƐŶĞĐĞƐƐĂƌǇƚŽĂĚǀĂŶĐĞĂůŽŶŐĂĐĂƌĞĞƌƉĂƚŚ͘ථ/Ŷ ĂĚĚŝƟŽŶ͕ƚŚĞƉĂƌƚŶĞƌƐǁŝůůŽīĞƌŐŽŽĚũŽďƐƚŚĂƚƉƌŽǀŝĚĞ;ϱͿƉƌĞĚŝĐƚĂďůĞƐĐŚĞĚƵůŝŶŐ͕ĂŶĚĂƐĂĨĞ͕ ŚĞĂůƚŚǇ͕ĂŶĚĂĐĐĞƐƐŝďůĞǁŽƌŬƉůĂĐĞĚĞǀŽŝĚŽĨŚŽƐƟůŝƚǇĂŶĚŚĂƌĂƐƐŵĞŶƚ͘tŝƚŚŐŽŽĚũŽďƐ͕;ϲͿ ĞŵƉůŽǇĞĞƐĂƌĞƉƌŽƉĞƌůǇĐůĂƐƐŝĮĞĚǁŝƚŚƚŚĞůŝŵŝƚĞĚƵƐĞŽĨŝŶĚĞƉĞŶĚĞŶƚĐŽŶƚƌĂĐƚŽƌƐĂŶĚƚĞŵƉŽ- ƌĂƌǇǁŽƌŬĞƌƐ͘tŽƌŬĞƌƐŚĂǀĞĂ;ϳͿƐƚĂƚƵƚŽƌŝůǇƉƌŽƚĞĐƚĞĚƌŝŐŚƚƚŽĂĨƌĞĞĂŶĚĨĂŝƌĐŚŽŝĐĞƚŽũŽŝŶĂ ƵŶŝŽŶƵŶĚĞƌƚŚĞEĂƟŽŶĂů>ĂďŽƌZĞůĂƟŽŶƐĐƚ;E>ZͿ͘ ŝŝ͘ŽŵŵŝƚŵĞŶƚƐƚŽƐƵƉƉŽƌƚǁŽƌŬĨŽƌĐĞĞĚƵĐĂƟŽŶĂŶĚƚƌĂŝŶŝŶŐ͘ dŚĞƉĂƌƚŶĞƌƐǁŝůůĞŶĐŽƵƌĂŐĞƉƌŽũĞĐƚƐƚĂīƚŽƉĂƌƟĐŝƉĂƚĞŝŶƚƌĂŝŶŝŶŐƉƌŽŐƌĂŵƐĂŶĚĞŶĐŽƵƌĂŐĞ ĐŽŶƚƌĂĐƚŽƌƐƚŽŽīĞƌƉĂŝĚƟŵĞĨŽƌĞŵƉůŽǇĞĞƐƚŽƉĂƌƟĐŝƉĂƚĞŝŶƐŬŝůůƐƚƌĂŝŶŝŶŐ͘dŚŝƐǁŝůůŝŶĐůƵĚĞƚŚĞ ƉƌŽǀŝƐŝŽŶŽĨƉĞƌƐŽŶĂůŝǌĞĚ͕ŵŽĚƵůĂƌŝǌĞĚ͕ĂŶĚŇĞǆŝďůĞƐŬŝůůĚĞǀĞůŽƉŵĞŶƚŽƉƉŽƌƚƵŶŝƟĞƐ͕ƐƵĐŚĂƐ ŽŶͲĚĞŵĂŶĚĂŶĚƐĞůĨͲĚŝƌĞĐƚĞĚǀŝƌƚƵĂůƚƌĂŝŶŝŶŐ͘dŚŝƐǁŝůůďĞŝŶĐůƵĚĞĚĂƐƉĂƌƚŽĨƚŚĞĐŽŚŽƌƚƐƵƉƉŽƌƚ ƐǇƐƚĞŵĞƐƚĂďůŝƐŚĞĚƚŚƌŽƵŐŚƚŚĞƉƌŽũĞĐƚ͘dŚĞƉƌŽũĞĐƚǁŝůůŝĚĞŶƟĨǇĂŶĚƉƌŽǀŝĚĞĐŽŶƟŶƵŝŶŐĞĚƵĐĂ- ƟŽŶƉƌŽŐƌĂŵƐĨŽƌĞŵƉůŽǇĞĞƐƚŽĞĂƌŶĐƌĞĚĞŶƟĂůƐĂŶĚĚĞŐƌĞĞƐƌĞůĞǀĂŶƚƚŽƚŚĞŝƌĐĂƌĞĞƌƉĂƚŚǁĂǇƐ͘ ΎDŝůĞƐƚŽŶĞ͗/ŶĐůƵĚĞǁŽƌŬĨŽƌĐĞĞĚƵĐĂƟŽŶĂŶĚƚƌĂŝŶŝŶŐŽƉƉŽƌƚƵŶŝƟĞƐŝŶƚƌĂŝŶŝŶŐĂŶĚƚĞĐŚŶŝĐĂů ĂƐƐŝƐƚĂŶĐĞ͘ ΎWƌŽĚƵĐĞĂŐƵŝĚĞĨŽƌĐŽŵŵƵŶŝƟĞƐƚŚĂƚŝŶĐůƵĚĞƐŵĞƚŚŽĚƐďǇǁŚŝĐŚƚŽƌĞĚƵĐĞĞŵƉůŽǇĞĞƚƵƌŶ- ŽǀĞƌĐŽƐƚƐĨŽƌĞŵƉůŽǇĞƌƐ͕ŝŶĐƌĞĂƐĞƐƉƌŽĚƵĐƟǀŝƚǇĨƌŽŵĂĐŽŵŵŝƩĞĚĂŶĚĞŶŐĂŐĞĚǁŽƌŬĨŽƌĐĞ͕ ĂŶĚƉƌŽŵŽƚĞƐĂƐƚĂďůĞǁŽƌŬĨŽƌĐĞĨŽƌƉƌŽũĞĐƚƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͘ ĚǀĂŶĐŝŶŐŝǀĞƌƐŝƚǇ͕ƋƵŝƚǇ͕/ŶĐůƵƐŝŽŶ͕ĂŶĚĐĐĞƐƐŝďŝůŝƚǇ The project team recognizes the value of a meaningful and targeted approach to advancing ĚŝǀĞƌƐŝƚǇ͕ĞƋƵŝƚǇ͕ŝŶĐůƵƐŝŽŶ͕ĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͘dŚĞĨŽůůŽǁŝŶŐŝƐĂĚĞƐĐƌŝƉƟŽŶŽĨƚŚĞŵĞƚŚŽĚŽůŽŐǇ ƚŚĞƚĞĂŵǁŝůůŝŵƉůĞŵĞŶƚŝŶƉƌŽũĞĐƚĚĞƐŝŐŶĂŶĚŝŵƉůĞŵĞŶƚĂƟŽŶ͘ Equity: WƌŽũĞĐƚƉĂƌƚŶĞƌƐŚĂǀĞƐŚĂƌĞĚĐŽŵŵŝƚŵĞŶƚƐƚŽϭͿďƵŝůĚĂĚŝǀĞƌƐĞǁŽƌŬĨŽƌĐĞ͕ƐƵƉƉŽƌƚĞĚ ďǇĞƋƵŝƚĂďůĞŽƉĞƌĂƟŽŶƐĂŶĚƉŽůŝĐŝĞƐ͕ĂŶĚĞƐƚĂďůŝƐŚĂŶŝŶĨŽƌŵĞĚĐƵůƚƵƌĞƚŚĂƚĚĞůŝǀĞƌƐĂƵƚŚĞŶƟĐ ŝŶĐůƵƐŝǀŝƚǇ͖ϮͿƉƌŽŵŽƚĞĞĐŽŶŽŵŝĐŽƉƉŽƌƚƵŶŝƚǇĨŽƌůĂƐŬĂŶƐƚŚƌŽƵŐŚƚƌĂŶƐƉŽƌƚĂƟŽŶŝŶǀĞƐƚŵĞŶƚƐ͕ ŝŶĐůƵĚŝŶŐǁŽƌŬŝŶŐǁŝƚŚďƵƐŝŶĞƐƐĞƐŽǁŶĞĚďǇůĂĐŬ͕/ŶĚŝŐĞŶŽƵƐ͕WĞŽƉůĞŽĨŽůŽƌ͕ǁŽŵĞŶ͕ĂŶĚ ŽƚŚĞƌƐǁŚŽŚĂǀĞďĞĞŶŚŝƐƚŽƌŝĐĂůůǇĂŶĚͬŽƌĂƌĞĐƵƌƌĞŶƚůǇŵĂƌŐŝŶĂůŝǌĞĚ͖ϯͿƵƟůŝǌĞƚŚĞǀŝĞǁƉŽŝŶƚƐŽĨ ƚŚŽƐĞǁŚŽƌĞƐŝĚĞŝŶƚŚĞĐŽŵŵƵŶŝƟĞƐĂŶĚǁŚŽĂƌĞůŝŬĞůǇƚŽďĞĂīĞĐƚĞĚďǇƚŚĞŽƵƚĐŽŵĞƐŽĨƚŚĞ ƉƌŽũĞĐƚ͖ĂŶĚϰͿŝŶǀĞƐƚŝŶƚŚĞƉƌŽƚĞĐƟŽŶŽĨŵĂƌŐŝŶĂůŝǌĞĚĐŽŵŵƵŶŝƟĞƐĨƌŽŵĞŶǀŝƌŽŶŵĞŶƚĂůŚĂǌĂƌĚƐ͘ Diversity: WƌŽũĞĐƚƉĂƌƚŶĞƌƐŚĂǀĞƐŚĂƌĞĚĐŽŵŵŝƚŵĞŶƚƐƚŽϭͿĂǁŽƌŬĨŽƌĐĞƚŚĂƚŝƐƚĂůĞŶƚĞĚ͕ĚŝǀĞƌƐĞ͕ ĂŶĚĐŽŵŵŝƩĞĚƚŽĨŽƐƚĞƌŝŶŐĂƐĂĨĞ͕ĨĂŝƌ͕ĂŶĚŝŶĐůƵƐŝǀĞǁŽƌŬƉůĂĐĞ͖ϮͿĞŶƐƵƌĞĂůůǀŽŝĐĞƐ͕ƌĞŐĂƌĚůĞƐƐŽĨ ƐŽĐŝĂůŝĚĞŶƟƚǇŽƌƐŽĐŝĂůĚĞŵŽŐƌĂƉŚŝĐƐ͕ĂƌĞŚĞĂƌĚĂŶĚƚŚĞŝƌǀŝĞǁƐŝŶŇƵĞŶĐĞƉƌŽũĞĐƚĚĞĐŝƐŝŽŶƐ͖ϯͿ ǁŽƌŬǁŝƚŚƐƚĂŬĞŚŽůĚĞƌŐƌŽƵƉƐƚŽĂŝĚŝŶĐŽŵŵƵŶŝĐĂƟŽŶǁŝƚŚƚŚĞĐŽŵŵƵŶŝƚǇĂŶĚƉƌŽũĞĐƚƉĞƌƐŽŶŶĞů͘ Inclusion: WƌŽũĞĐƚƉĂƌƚŶĞƌƐŚĂǀĞƐŚĂƌĞĚĐŽŵŵŝƚŵĞŶƚƐƚŽϭͿŝŶĐůƵĚĞƚŚĞĚŝǀĞƌƐĞƉĞƌƐƉĞĐƟǀĞƐ ǁŝƚŚŝŶƚŚŝƐƉƌŽũĞĐƚ͛ƐƐĐŽƉĞĂŶĚĚĞƉůŽǇŵĞŶƚ͖ϮͿůĞǀĞƌĂŐŝŶŐŝŶǀĞƐƚŵĞŶƚƐĂŶĚŝŶĐƌĞĂƐŝŶŐƉĂƚŚ- ǁĂǇƐƚŽŽƉƉŽƌƚƵŶŝƚǇĨŽƌŵŝŶŽƌŝƚǇͲŽǁŶĞĚĂŶĚĚŝƐĂĚǀĂŶƚĂŐĞĚďƵƐŝŶĞƐƐĞŶƚĞƌƉƌŝƐĞƐ͕ĂŶĚĨŽƌ ŝŶĚŝǀŝĚƵĂůƐǁŚŽĨĂĐĞƐǇƐƚĞŵŝĐďĂƌƌŝĞƌƐ͖ϯͿŵĞĂŶŝŶŐĨƵůĞŶŐĂŐĞŵĞŶƚǁŝƚŚĐŽŵŵƵŶŝƟĞƐƚŚĂƚĂƌĞ ĚŝǀĞƌƐĞĂŶĚƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚŝŶƚŚĞĐƌĞĂƟŽŶĂŶĚŝŵƉůĞŵĞŶƚĂƟŽŶŽĨƚŚĞƉƌŽŐƌĂŵƐĂŶĚƉƌŽũĞĐƚƐ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 7 ALASKA ENERGY AUTHORITY ϭ͘:ƵƐƟĐĞϰϬ/ŶŝƟĂƟǀĞ ͛ƐƌƵƌĂůŵŝĐƌŽŐƌŝĚƚƌĂŶƐĨŽƌŵĂƟŽŶŝƐ ĂƐƚĂƚĞǁŝĚĞĞīŽƌƚƚŚĂƚǁŝůůƌĞƐƵůƚŝŶƉƌŽũ- ĞĐƚƐŝŶĂƉƉƌŽǆŝŵĂƚĞůǇϮϬĐŽŵŵƵŶŝƟĞƐ͘ dŚĞƉƌŽũĞĐƚƚĞĂŵŚĂƐƵƟůŝǌĞĚĂǀĂƌŝĞƚǇ ŽĨƚŽŽůƐƚŽĂƐƐĞƐƐĚŝƐĂĚǀĂŶƚĂŐĞ͘W͛Ɛ :^ĐƌĞĞŶŝĚĞŶƟĮĞƐĂƌĞĂƐŽĨƚŚĞƐƚĂƚĞ ĞǆƉĞƌŝĞŶĐŝŶŐůŽǁŝŶĐŽŵĞ͕ĨŽƌŝŶƐƚĂŶĐĞ͘ This is generally consis- tent with where Power ŽƐƚƋƵĂůŝǌĂƟŽŶ;WͿ ĐŽŵŵƵŶŝƟĞƐĨĂůůŝŶ ͛ƐϭϬƌƵƌĂůĞŶĞƌŐǇ ƌŵĂƟŽŶŝƐ ƐƵůƚŝŶƉƌŽũ- ŵƵŶŝƟĞƐ͘ ĂǀĂƌŝĞƚǇ ŐĞ͘W͛Ɛ ŚĞƐƚĂƚĞ ŝŶƐƚĂŶĐĞ͘ ƚŚĂƚŝŵƉĂĐƚƚŚĞĚĂŝůǇůŝǀĞƐŽĨƚŚĞŝƌĐŽŵŵƵŶŝƟĞƐďǇĐƌĞĂƟŶŐŵŽƌĞƚƌĂŶƐƉĂƌĞŶƚ͕ŝŶĐůƵƐŝǀĞ͕ĂŶĚ ŽŶͲŐŽŝŶŐĐŽŶƐƵůƚĂƟŽŶĂŶĚĐŽůůĂďŽƌĂƟŽŶƉƌŽĐĞƐƐ͖ϰͿĞŶƐƵƌĞƚŚĞƉƌŽũĞĐƚŝŶĐůƵĚĞƐƉƌĂĐƟĐĞƐďĂƐĞĚ ŽŶĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚƚŽĂǀŽŝĚŚĂƌŵƚŽĨƌŽŶƚůŝŶĞĂŶĚǀƵůŶĞƌĂďůĞ͖ĂŶĚϱƉƌŽǀŝĚĞƚƌĂŝŶŝŶŐƚŽ ƐƚĂīƚŽƉƌŽŵŽƚĞŝŶĐůƵƐŝŽŶŝŶƚĞƌŶĂůůǇĂŶĚĞǆƚĞƌŶĂůůǇ͘ Accessibility: Project partners have share commitments to 1) strengthen accountability poli- ĐŝĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐ͕ĐƌĞĂƚĞĂŵŽƌĞĂĐĐĞƐƐŝďůĞĂŶĚĚŝƐĂďŝůŝƚǇͲŝŶĐůƵƐŝǀĞǁŽƌŬƉůĂĐĞ͕ĂŶĚĨŽƐƚĞƌĂ ŐƌĞĂƚĞƌƌĞƐƉĞĐƚĨŽƌƌĞůŝŐŝŽƵƐĚŝǀĞƌƐŝƚǇ͖ϮͿĞŶƐƵƌĞƚŚĂƚƌĞĂƐŽŶĂďůĞĂĐĐŽŵŵŽĚĂƟŽŶƐĂƌĞŚĂŶĚůĞĚ with tact and care to provide community members as well as employees the opportunity to ĨƵůůǇƉĂƌƟĐŝƉĂƚĞŝŶƉƌŽũĞĐƚĂĐƟǀŝƟĞƐ͖ϯͿĚĞǀĞůŽƉĂŶĚŝŵƉůĞŵĞŶƚĂƉƌŽĐĞƐƐƚŽ/ŶĐƌĞĂƐĞĂǁĂƌĞŶĞƐƐ of accessibility tools and disability inclusion; 4) review and evaluate disability inclusion policies ĂŶĚƉƌĂĐƟĐĞƐŝŶĐƌŝƐŝƐĂŶĚĞŵĞƌŐĞŶĐǇŵĂŶĂŐĞŵĞŶƚŝŶĐůƵĚŝŶŐ͕ďƵƚŶŽƚůŝŵŝƚĞĚƚŽ͕ƉůĂŶŶŝŶŐĂŶĚ ƌĞƐƉŽŶƐĞĨŽƌƉĂŶĚĞŵŝĐƐ͕ĚŝƐĂƐƚĞƌƐ͕ĂŶĚĞǀĂĐƵĂƟŽŶƐŝŶƚŚĞĚŽŵĞƐƟĐĐŽŶƚĞǆƚ͖ϱͿĞǆĂŵŝŶĞŽƉƟŽŶƐ ƚŽĞŶŚĂŶĐĞƚĞĐŚŶŽůŽŐŝĐĂůĂĐĐĞƐƐŝďŝůŝƚǇ͖ĂŶĚϲͿŝŶĐƌĞĂƐĞĂǁĂƌĞŶĞƐƐŽĨƌĞůŝŐŝŽƵƐĂĐĐŽŵŵŽĚĂƟŽŶƐ͘ &ŝŐƵƌĞϮ͗W:^ĐƌĞĞŶ>Žǁ/ŶĐŽŵĞZĞŐŝŽŶƐŝŶůĂƐŬĂ͘ &ŝŐƵƌĞϯ͗ϭϵϯWŽŵŵƵŶŝƟĞƐƚŚĂƚǁŽƌŬƐǁŝƚŚŵŽŶƚŚůǇ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 8 ALASKA ENERGY AUTHORITY ŝƚǇͬŽƌŽƵŐŚ &/W^Ύ WŽƉ͘ ZƵƌĂů (OMB) EĂƟŽŶĂů^s/Ύ ZĂŶŬŝŶŐ;Ϳ WWΎ ;KdͿ Ύ (HUD) ŝƐƚƌĞƐƐĞĚ ŽŵŵƵŶŝƟĞƐ ůĞƵƟĂŶƐĂƐƚŽƌŽƵŐŚ ϮϬϭϯ ϯ͕ϱϭϱ Yes Moderate to High No Yes No ůĞƵƟĂŶƐtĞƐƚĞŶƐƵƐƌĞĂ ϮϬϭϲ ϱ͕ϳϮϯ Yes Low to Moderate No Yes No Bethel Census Area ϮϬϱϬ ϭϴ͕Ϯϭϲ Yes High Yes Yes Yes Bristol Bay Borough ϮϬϲϬ ϴϳϳ Yes Low to Moderate No No Yes Valdez- Cordova Census Area ϮϬϲϯ ϵ͕ϮϬϮ No Low to Moderate No No Yes Denali Borough ϮϬϲϴ Ϯ͕Ϭϱϵ Yes Low No Yes Yes Dillingham Census Area ϮϬϳϬ ϱ͕ϬϬϬ Yes High No Yes Yes Haines Borough ϮϭϬϬ Ϯ͕ϰϳϰ Yes Low No No Yes Hoonah- Angoon Census Area ϮϭϬϱ Ϯ͕ϭϱϭ Yes Low to Moderate No No Yes Ketchikan Gateway Borough ϮϭϯϬ ϭϯ͕ϵϭϴ Yes Moderate to High No Yes Yes Kodiak Island Borough ϮϭϱϬ ϭϯ͕ϯϰϱ Yes Moderate to High No Yes Yes Kusilvak Census Area Ϯϭϱϴ ϴ͕Ϭϰϵ Yes High Yes No Yes Lake and Peninsula Borough Ϯϭϲϰ ϭ͕ϱϴϳ Yes High No No Yes Nome Census Area ϮϭϴϬ ϭϬ͕ϬϬϴ Yes High No Yes Yes North Slope Borough Ϯϭϴϱ ϵ͕ϴϳϮ Yes Moderate to High No Yes Yes EŽƌƚŚǁĞƐƚƌĐƟĐŽƌŽƵŐŚ Ϯϭϴϴ ϳ͕ϲϳϭ Yes High No Yes Yes Wrangell- Petersburg Census Area Ϯϭϵϱ ϱ͕ϵϭϬ Yes Moderate to High No Yes Yes WƌŝŶĐĞŽĨtĂůĞƐʹ,ǇĚĞƌĞŶƐƵƐ Area Ϯϭϵϴ ϲ͕ϰϮϮ Yes High No No Yes Sitka ϮϮϮϬ ϴ͕ϰϱϴ Yes Low to Moderate No No No Skagway ϮϮϯϬ ϭ͕ϮϰϬ Yes Low No Yes No Southeast Fairbanks Census Area ϮϮϰϬ ϲ͕ϵϭϴ Yes Moderate to High No Yes Yes Wrangell ϮϮϳϱ Ϯ͕ϭϮϳ Yes Moderate to High No No Yes Yakutat ϮϮϴϮ ϲϲϮ Yes Moderate to High No Yes No Yukon- Koyukuk Census Area ϮϮϵϬ ϱ͕ϯϮϳ Yes High Yes No Yes ƌĞŐŝŽŶƐ͕ǁŚĞƌĞŚŝŐŚĐŽƐƚŝƐƌĞůĂƟǀĞƚŽĂŶĂǀĞƌĂŐĞŽĨƚŚƌĞĞƵƌďĂŶĐŽŵŵƵŶŝƟĞƐ͘ǆĐůƵĚŝŶŐƚŚĞ ZĂŝůďĞůƚ͕ǁŚŝĐŚĂĐĐŽƵŶƚƐĨŽƌϳϱйŽĨůĂƐŬĂ͛ƐƉŽƉƵůĂƟŽŶ͕ƚŚŝƐƉƌŽũĞĐƚǁŝůůĨŽĐƵƐŽŶĞůŝŐŝďůĞ ƉƌŽũĞĐƚƐŝŶƌƵƌĂůĐŽŵŵƵŶŝƟĞƐƚŚĂƚĂƌĞĐŽŶƐŝĚĞƌĞĚĚŝƐĂĚǀĂŶƚĂŐĞĚŽƌdƌŝďĂů͘ŝƐĂĚǀĂŶƚĂŐĞĚ ĐŽŵŵƵŶŝƟĞƐǁŝƚŚŝŶƚŚĞZĂŝůďĞůƚǁŝůůďĞĞůŝŐŝďůĞĂƐůŽŶŐĂƐƚŚĞǇĂƌĞĂůƐŽƌƵƌĂů͘ dŚĞƚĂďůĞďĞůŽǁĚĞŵŽŶƐƚƌĂƚĞƐĨŽƌƌĞůĞǀĂŶƚĐĞŶƐƵƐĂƌĞĂƐĂŶĚďŽƌŽƵŐŚƐ;ĐŽƵŶƚǇĞƋƵŝǀĂůĞŶƚͿ͕ ƚŚĞŝƌ&/W^ŝĚĞŶƟĮĐĂƟŽŶĨŽƌƌĞĨĞƌĞŶĐĞ͕ƉŽƉƵůĂƟŽŶ͕ZƵƌĂůƐƚĂƚƵƐĂĐĐŽƌĚŝŶŐƚŽƚŚĞKĸĐĞŽĨ DĂŶĂŐĞŵĞŶƚĂŶĚƵĚŐĞƚ;KDͿ͕ƚŚĞŝƌƐŽĐŝĂůǀƵůŶĞƌĂďŝůŝƚǇŝŶĚĞǆĂĐĐŽƌĚŝŶŐƚŽƚŚĞĞŶƚĞƌƐĨŽƌ ŝƐĞĂƐĞŽŶƚƌŽůĂŶĚWƌĞǀĞŶƟŽŶ;Ϳ͕ǁŚĞƚŚĞƌƚŚĞǇĂƌĞƌĞĂƐŽĨWĞƌƐŝƐƚĞŶƚWŽǀĞƌƚǇĂĐĐŽƌĚŝŶŐ ƚŽhŶŝƚĞĚ^ƚĂƚĞĞƉĂƌƚŵĞŶƚŽĨdƌĂŶƐƉŽƌƚĂƟŽŶ;h^KdͿ͕ǁŚĞƚŚĞƌƚŚĞǇĂƌĞĚŝĸĐƵůƚƚŽĚĞǀĞůŽƉ ĂĐĐŽƌĚŝŶŐƚŽĞƉĂƌƚŵĞŶƚŽĨ,ŽƵƐŝŶŐĂŶĚhƌďĂŶĞǀĞůŽƉŵĞŶƚ;,hͿ͕ĂŶĚǁŚĞƚŚĞƌƚŚĞĞŶĂůŝ ŽŵŵŝƐƐŝŽŶĐŽŶƐŝĚĞƌƐĐŽŵŵƵŶŝƟĞƐǁŝƚŚŝŶŝƐƚƌĞƐƐĞĚ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 9 ALASKA ENERGY AUTHORITY ŶĞƋƵŝƚǇĂƐƐĞƐƐŵĞŶƚǁŝůůďĞĐŽŶĚƵĐƚĞĚĂƐƉĂƌƚŽĨƉƌŽũĞĐƚŝĚĞŶƟĮĐĂƟŽŶĂŶĚĂƐƉĂƌƚŽĨƚŚĞ ĂǁĂƌĚƉƌŽĐĞƐƐ͘dŚŝƐǁŝůůŝŶĐůƵĚĞƌĞǀŝĞǁŽĨĂǀĂŝůĂďůĞĚĂƚĂƐĞƚƐƚŽĞŶƐƵƌĞĚŝƐƚƌŝďƵƟŽŶŽĨƉƌŽũĞĐƚ ďĞŶĞĮƚƐƚŽϰϬйĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͕ĂŶĚƚŽƐƚƌƵĐƚƵƌĞǁĂǇƐŝŶǁŚŝĐŚƉƌŽũĞĐƚƐƉŽŶƐŽƌƐ ĂŶĚĐŽŶƚƌĂĐƚŽƌƐĐĂŶŝŵƉůĞŵĞŶƚƐƚƌĂƚĞŐŝĞƐƚŚĂƚŵĂǆŝŵŝǌĞĞƋƵŝƚĂďůĞďĞŶĞĮƚƐ͘ Ϯ͘/ĚĞŶƟĮĐĂƟŽŶŽĨĂƉƉůŝĐĂďůĞďĞŶĞĮƚƐƚŚĂƚĂƌĞƋƵĂŶƟĮĂďůĞ͕ŵĞĂƐƵƌĂďůĞ͕ĂŶĚƚƌĂĐŬĂďůĞ͘ dŚĞƉƌŽũĞĐƚ͛ƐƚĞĐŚŶŝĐĂůƉŽŝŶƚŽĨĐŽŶƚĂĐƚĂƚǁŝůůƚƌĂĐŬƉƌŽũĞĐƚďĞŶĞĮƚƐƚŚĂƚĂƌĞƋƵĂŶƟĮ- ĂďůĞĂŶĚŵĞĂƐƵƌĂďůĞ͘ĂƐĞůŝŶĞŵĞĂƐƵƌĞƐǁŝůůďĞƐĞĐƵƌĞĚƉƌŝŽƌƚŽƉƌŽũĞĐƚŝŵƉůĞŵĞŶƚĂƟŽŶ͕ĂŶĚ ŵĞĂƐƵƌĞĚĂƚƚŚĞĐŽŶĐůƵƐŝŽŶŽĨĞĂĐŚƉƌŽũĞĐƚĨŽƌĂƉƌĞͲĂŶĚƉŽƐƚͲƉƌŽũĞĐƚĂƐƐĞƐƐŵĞŶƚ͘ ĞŶĞĮƚƐ YƵĂŶƟĮĂďůĞ DĞĂƐƵƌĞ dƌĂĐŬŝŶŐ Decrease in Energy Burden dďƚƵͬDŝůůŝŽŶΨ Site Energy Savings Energy Costs Savings ϮϬϬϵĂƐĞůŝŶĞʹĂŶŶƵĂů ĂŶĚĐƵŵƵůĂƟǀĞ ĞĐƌĞĂƐĞŝŶĞŶǀŝƌŽŶŵĞŶƚĂůĞǆƉŽƐƵƌĞ MMT KϮZĞĚƵĐƟŽŶ ϮϬϬϵĂƐĞůŝŶĞʹĂŶŶƵĂů ĂŶĚĐƵŵƵůĂƟǀĞ Increase in access to low-cost capital Million $ Capital availability AAHA report on access to capital /ŶĐƌĞĂƐĞŝŶũŽďĐƌĞĂƟŽŶĂŶĚƚƌĂŝŶŝŶŐ Job #s Jobs and training ŽƉƉŽƌƚƵŶŝƟĞƐ ^,ƌĞƉŽƌƚͬK>Θt Increase in clean energy jobs and ĞŶƚĞƌƉƌŝƐĞĐƌĞĂƟŽŶ Business #s Business development ^,ƌĞƉŽƌƚͬ<^ Increase in community ownership Municipal code ĚŽƉƟŽŶŽƌ revision ŽŵŵƵŶŝƚǇƌĞƉŽƌƟŶŐͬD> Increased parity in clean energy tech- ŶŽůŽŐǇĂĐĐĞƐƐĂŶĚĂĚŽƉƟŽŶ Municipal code Energy technology reference ŽŵŵƵŶŝƚǇƌĞƉŽƌƟŶŐͬD> ϯ͘ŶƟĐŝƉĂƚĞĚEĞŐĂƟǀĞĂŶĚƵŵƵůĂƟǀĞŶǀŝƌŽŶŵĞŶƚĂů/ŵƉĂĐƚƐŽŶĚŝƐĂĚǀĂŶƚĂŐĞĚ ĐŽŵŵƵŶŝƟĞƐ͘ tŚŝůĞW͛Ɛ:^ĐƌĞĞŶĚŽĞƐŶŽƚŝŶĐůƵĚĞƐƵĸĐŝĞŶƚĚĂƚĂƚŽĂƐƐĞƐƐƚŚĞƉŽƚĞŶƟĂůŝŵƉĂĐƚŽĨƚŚĞ ƉƌŽũĞĐƚƚŽĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐ͕ƚŚĞƉƌŽũĞĐƚƚĞĂŵƌĞĐŽŐŶŝǌĞƐƚŚĞƌĞƐĞĂƌĐŚƚŚĂƚĞǆŝƐƚƐƚŽ ĚĞƐĐƌŝďĞƚŚĞǀĂůƵĞĂŶĚŝŵƉĂĐƚŽĨƌĞŶĞǁĂďůĞĞŶĞƌŐǇĚĞǀĞůŽƉŵĞŶƚŐĞŶĞƌĂůůǇ͘ &ƵĞůƚƌĂŶƐƉŽƌƚĂƟŽŶƚŽƌĞŵŽƚĞůĂƐŬĂŶĐŽŵŵƵŶŝƟĞƐŝƐďĞĐŽŵŝŶŐŵŽƌĞƐƵƐĐĞƉƟďůĞƚŽĐůŝŵĂƚĞͲƌĞ- ůĂƚĞĚĚŝƐƌƵƉƟŽŶƐ͘/ŶƚŚĞƐĞĐŽŵŵƵŶŝƟĞƐ͕ĨƵĞůŝƐƚǇƉŝĐĂůůǇĚĞůŝǀĞƌĞĚďǇďĂƌŐĞ͕ǁŚŝĐŚĨŽƌŝŶůĂŶĚ ĐŽŵŵƵŶŝƟĞƐŝƐŽŶůǇĂǀĂŝůĂďůĞĚƵƌŝŶŐƚŚĞƐƵŵŵĞƌǁŚĞŶƚŚĞƌŝǀĞƌƐĂƌĞĨƌĞĞŽĨŝĐĞ͘ŚĂŶŐĞƐŝŶ ƌŝǀĞƌƉĂƚŚƐ͕ůŽǁǁĂƚĞƌůĞǀĞůƐ͕ŝŶĐƌĞĂƐŝŶŐƐĞĚŝŵĞŶƚƐ͕ŽƌƵŶĞǆƉĞĐƚĞĚƐƚŽƌŵƐĐĂŶƉƵƚƐŚŝƉŵĞŶƚƐ ĂƚƌŝƐŬ͕ůĞĂǀŝŶŐĂĐŽŵŵƵŶŝƚǇǁŝƚŚŽƵƚƚŚĞĞŶĞƌŐǇƐƚŽƌĞƐŶĞĞĚĞĚƚŽŵĞĞƚŚŝŐŚŚĞĂƟŶŐůŽĂĚƐ ĚƵƌŝŶŐƚŚĞůŽŶŐǁŝŶƚĞƌ͘ůƚĞƌŶĂƟǀĞŵĞƚŚŽĚƐŽĨĚĞůŝǀĞƌǇ͕ƐƵĐŚĂƐŝĐĞƌŽĂĚƐĂŶĚǁŝŶƚĞƌͲďĂƐĞĚ ŽǀĞƌůĂŶĚƌŽƵƚĞƐ͕ĂƌĞďĞĐŽŵŝŶŐůĞƐƐƐĞĐƵƌĞĂƐƚŚĞĐůŝŵĂƚĞǁĂƌŵƐ͘dŚĞĞŵĞƌŐĞŶĐǇĂůƚĞƌŶĂƟǀĞͶ ŇǇŝŶŐĚŝĞƐĞůŝŶŽŶƐŵĂůůƉůĂŶĞƐŽƌĞǀĞŶďǇŚĞůŝĐŽƉƚĞƌͶŝŶĐƌĞĂƐĞƐĐŽƐƚƐĞǆƉŽŶĞŶƟĂůůǇ͕ǁŝƚŚƐŽŵĞ ĐŽŵŵƵŶŝƟĞƐƉĂǇŝŶŐŽǀĞƌΨϭϲͬŐĂůůŽŶ;,ƵŐŚĞƐϮϬϮϮͿ͘ƵƌŶŝŶŐĚŝĞƐĞůĂůƐŽƌĞůĞĂƐĞƐŐƌĞĞŶŚŽƵƐĞ ŐĂƐĞƐĂŶĚŽƚŚĞƌƉŽůůƵƚĂŶƚƐ͕ĂĐĐĞůĞƌĂƟŶŐĐůŝŵĂƚĞĐŚĂŶŐĞĂŶĚƌĞĚƵĐŝŶŐůŽĐĂůĂŝƌƋƵĂůŝƚǇ͘dŚĞ ĞīĞĐƚƐŽĨĐůŝŵĂƚĞĐŚĂŶŐĞĂƌĞďĞŝŶŐĞǆƉĞƌŝĞŶĐĞĚĂĐƵƚĞůǇŝŶƌĐƟĐƌĞŐŝŽŶƐůŝŬĞůĂƐŬĂ͕ĂƐŵĞůƟŶŐ ƉĞƌŵĂĨƌŽƐƚĨƵƌƚŚĞƌƌĞĚƵĐĞƐƚƌĂŶƐƉŽƌƚĂƟŽŶŽƉƟŽŶƐĂŶĚƉƵƚƐďƵŝůĚŝŶŐĨŽƵŶĚĂƟŽŶƐĂƚƌŝƐŬ͘ ZĞŵŽƚĞůĂƐŬĂŶĐŽŵŵƵŶŝƟĞƐŚĂǀĞĂŶĚǁŝůůĐŽŶƟŶƵĞƚŽůĞĂĚŝŶĐŽŵŵƵŶŝƚǇͲďĂƐĞĚƌĞŶĞǁĂďůĞ ĞŶĞƌŐǇĚĞǀĞůŽƉŵĞŶƚ͕ƐĞƌǀŝŶŐĂƐĂŶĞǆĂŵƉůĞĨŽƌƐŝŵŝůĂƌĐŽŵŵƵŶŝƟĞƐƚŚƌŽƵŐŚŽƵƚƚŚĞǁŽƌůĚ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 10 ALASKA ENERGY AUTHORITY DĂŶǇĐŽŵŵƵŶŝƟĞƐŚĂǀĞĞǆĐĞůůĞŶƚǁŝŶĚ͕ƐŽůĂƌ͕ŚǇĚƌŽƉŽǁĞƌŽƌďŝŽŵĂƐƐƌĞƐŽƵƌĐĞƐǁĂŝƟŶŐƚŽďĞ ƵƐĞĚ͘ϲϵůĂƐŬĂŶĐŽŵŵƵŶŝƟĞƐŚĂǀĞƐŽĨĂƌŝŶƚĞŐƌĂƚĞĚƐŽŵĞĨŽƌŵŽĨƌĞŶĞǁĂďůĞĞŶĞƌŐǇ4͕ĂŶĚ ďĞƚǁĞĞŶϮϬϭϰĂŶĚϮϬϭϴ͕ϱ͕ϮϭϬŚŽƵƐĞŚŽůĚƐŝŶƌƵƌĂůůĂƐŬĂƌĞĐĞŝǀĞĚďƵŝůĚŝŶŐĞŶĞƌŐǇĞĸĐŝĞŶĐǇ improvements to reduce overall energy demandϱ͘ǀĂƌŝĞƚǇŽĨĨƵŶĚŝŶŐƐŽƵƌĐĞƐĂŶĚƉƌŽŐƌĂŵƐ ĂƌĞĂǀĂŝůĂďůĞƚŽƐƵƉƉŽƌƚĐŽŵŵƵŶŝƟĞƐŝŶƚŚĞĐŽŵƉůĞǆƚƌĂŶƐŝƟŽŶƚŽƌĞŶĞǁĂďůĞĞŶĞƌŐǇZĞŵŽƚĞ ůŽĐĂƟŽŶƐŵĂǇďĞƌŝĐŚŝŶƌĞŶĞǁĂďůĞĞŶĞƌŐǇƐŽƵƌĐĞƐ͕ďƵƚƚŚĞŝŶƚĞƌŵŝƩĞŶƚŶĂƚƵƌĞŵĂŬĞƐƚŚĞŝƌŝŶƚĞ- ŐƌĂƟŽŶŝŶƚŽƚŚĞƉŽǁĞƌŐƌŝĚĂĐŚĂůůĞŶŐĞ͘ ͛ƐĂƉƉƌŽĂĐŚƚŽŝŶŶŽǀĂƟǀĞŵŝĐƌŽŐƌŝĚƐŽůƵƟŽŶƐŝŶĐůƵĚĞƐŐƌŝĚƐƚĂďŝůŝǌĂƟŽŶƚĞĐŚŶŽůŽŐǇƚŚĂƚ ĞŶĂďůĞƐŚŝŐŚƉĞŶĞƚƌĂƟŽŶŽĨƌĞŶĞǁĂďůĞƉŽǁĞƌŐĞŶĞƌĂƟŽŶ͕ĂŶĚĚŝƐƚƌŝďƵƚĞĚĐŽŶƚƌŽůƐǇƐƚĞŵƐ ƚŚĂƚƉƌŽǀŝĚĞŝŶƚĞůůŝŐĞŶƚƉŽǁĞƌŵĂŶĂŐĞŵĞŶƚĂŶĚĞĸĐŝĞŶƚŚǇďƌŝĚƉŽǁĞƌƉůĂŶƚŽƉĞƌĂƟŽŶ͘Ǉ ĂĚĚƌĞƐƐŝŶŐŝŶƚĞŐƌĂƟŽŶŝƐƐƵĞƐ͕ŝƐŵĂǆŝŵŝǌŝŶŐĚĞƉůŽǇŵĞŶƚŽĨůŽĐĂůůǇďĂƐĞĚƌĞŶĞǁĂďůĞĞŶĞƌŐǇ ƌĞƐŽƵƌĐĞƐ͘ ŶĞƌŐǇƉůĂŶŶŝŶŐĐĂŶŽīĞƌĞŶŚĂŶĐĞĚƉƌŽƚĞĐƟŽŶĂŐĂŝŶƐƚƚŚĞƚŚƌĞĂƚƐŽĨŶĂƚƵƌĂůĚŝƐĂƐƚĞƌƐĂŶĚ ƚĞƌƌŽƌŝƐŵƚŽŵĂŬĞŽƵƌĐŽŵŵƵŶŝƟĞƐŵŽƌĞƌĞƐŝůŝĞŶƚ͕ƐƵƐƚĂŝŶĂďůĞĂŶĚůŝǀĂďůĞĨŽƌŐĞŶĞƌĂƟŽŶƐƚŽ ĐŽŵĞ͕ǁŚŝĐŚůŽǁĞƌƐƚŚĞƉƌŝĐĞŽĨŵŝƟŐĂƟŽŶĨŽƌďƵŝůĚŝŶŐŽǁŶĞƌƐ͘dŚĞŵĂŶǇĐŚĂůůĞŶŐĞƐƚŽƉƵďůŝĐ ŚĞĂůƚŚĂŶĚƐĂĨĞƚǇĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůƐƵƐƚĂŝŶĂďŝůŝƚǇŝŶŽƵƌŝŶĐƌĞĂƐŝŶŐůǇĐŽŵƉůĞǆŐůŽďĂůƐŽĐŝĞƚǇ ĐĂůůĨŽƌĂŚŽůŝƐƟĐĂƉƉƌŽĂĐŚƚŽƉƵďůŝĐƉŽůŝĐǇĚĞǀĞůŽƉŵĞŶƚĂŶĚďƵƐŝŶĞƐƐŵŽĚĞůƐ͕ŝŶĐůƵĚŝŶŐŚŽǁǁĞ ĐŽŶƐƚƌƵĐƚďƵŝůĚŝŶŐƐ͘dŚŽƵŐŚƞƵůĐŽŶƐŝĚĞƌĂƟŽŶŽĨ͞ƉĞƌĨŽƌŵĂŶĐĞŐŽĂůƐ͟ƉƌŝŽƌƚŽƚĂŬŝŶŐĂĐƟŽŶŝƐ ŝŵƉŽƌƚĂŶƚĨŽƌďƵĚŐĞƚƉůĂŶŶŝŶŐĂŶĚĨŽƌĞƐƚĂďůŝƐŚŝŶŐƉƌŝŽƌŝƟĞƐ͕ƐƵĐŚĂƐ͗ƉƵďůŝĐŚĞĂůƚŚĂŶĚƐĂĨĞƚǇ͖ ƉƌŽƚĞĐƟŽŶŽĨĞĐŽƐǇƐƚĞŵƐĂŶĚƚŚĞŝŵƉŽƌƚĂŶƚĨƵŶĐƟŽŶƐƚŚĞǇƐĞƌǀĞ͖ĂĐĐĞƐƐŝďŝůŝƚǇĂŶĚŵŽďŝůŝƚǇĨŽƌ ĂůůĐŝƟǌĞŶƐ͖ĂīŽƌĚĂďůĞŚŽƵƐŝŶŐ͖ĂŶĚĞĐŽŶŽŵŝĐƐƵƐƚĂŝŶĂďŝůŝƚǇ͘/ŵƉůĞŵĞŶƚĂƟŽŶŽĨŶĞǁƉŽůŝĐŝĞƐĂŶĚ ƉƌĂĐƟĐĞƐƐŚŽƵůĚƐƚĂƌƚďǇŝĚĞŶƟĨǇŝŶŐƚŚĞŝŶƚĞƌƐĞĐƟŽŶƐĂŶĚƐǇŶĞƌŐŝĞƐƚŚĂƚǁŝůůĂĐŚŝĞǀĞƚŚĞƉĞƌĨŽƌ- ŵĂŶĐĞŐŽĂůƐ;ǁŚŝĐŚŵĂǇĐŚĂŶŐĞͿŝŶƚŚĞŵŽƐƚƌĞƐƉŽŶƐŝďůĞĂŶĚĐŽƐƚͲĞīĞĐƟǀĞǁĂǇƉŽƐƐŝďůĞ͘ h^ZƵƌĂůĞǀĞůŽƉŵĞŶƚŚĂƐĚĂƚĂŝĚĞŶƟĨǇŝŶŐŝƐƚƌĞƐƐĞĚŶĞƌŐǇŽŵŵƵŶŝƟĞƐϲ͕ǁŚŝĐŚĐŽǀĞƌƐĂ ůĂƌŐĞƐǁĂƚŚŽĨůĂƐŬĂ͘dŚĞƐĞĂƌĞƌĞŐŝŽŶƐƚŚĂƚǁŝůůďĞŶĞĮƚŵŽƐƚĨƌŽŵůŽĐĂůůǇƐŽƵƌĐĞĚƌĞŶĞǁĂďůĞ ĞŶĞƌŐǇƉƌŽũĞĐƚƐ͘dŚŝƐǁŝůůďĞƉĂƌƚŽĨƚŚĞƉƌŽũĞĐƚƌĞǀŝĞǁƉƌŽĐĞƐƐĨŽƌĞǀĂůƵĂƟŽŶŽĨĞůŝŐŝďŝůŝƚǇĂŶĚ ĐŽŵƉĞƟƟǀĞŶĞƐƐ͘ ϰ͘ĞŶĞĮƚƐƚŽŝƐĂĚǀĂŶƚĂŐĞĚŽŵŵƵŶŝƟĞƐ͘ ŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐǁŝůůĚŝƌĞĐƚůǇĂŶĚŝŶĚŝƌĞĐƚůǇďĞŶĞĮƚĨƌŽŵƚŚĞŽƵƚĐŽŵĞƐŽĨƚŚĞƉƌŽũĞĐƚ ĂĐƟǀŝƟĞƐ͘ǇŝŶĐůƵƐŝǀĞĞŶŐĂŐĞŵĞŶƚŝŶƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚ͕ƐĐŽƉŝŶŐ͕ĂŶĚŝŵƉůĞŵĞŶƚĂƟŽŶ͕ ĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵŶŝƟĞƐǁŝůůďĞĞǆƉŽƐĞĚƚŽůĞĂƌŶŝŶŐŽƉƉŽƌƚƵŶŝƟĞƐƚŚĂƚǁŝůůĞŶĂďůĞƚŚĞŵƚŽ ŝŵƉƌŽǀĞĐƵƌƌĞŶƚƉƌĂĐƟĐĞƐĂŶĚƉŽůŝĐŝĞƐ͘hƉŽŶĐŽŵƉůĞƟŽŶ͕ƚŚĞƉƌŽũĞĐƚƐǁŝůůƉƌŽǀŝĚĞƉƵďůŝĐŚĞĂůƚŚ ĂŶĚƐĂĨĞƚǇďĞŶĞĮƚƐƚŽĐŽŵŵƵŶŝƟĞƐ͘ ΎDŝůĞƐƚŽŶĞ͗^ƚĂŬĞŚŽůĚĞƌĞǆŝƚŝŶƚĞƌǀŝĞǁƐŝŶĚŝĐĂƚĞďĞŶĞĮƚƐĨƌŽŵƉƌŽĐĞƐƐĂŶĚŽƵƚĐŽŵĞƐ͕ĂŶĚ ŝŶĐŽƌƉŽƌĂƟŽŶŽĨĂƐƐĞƚŵĂŶĂŐĞŵĞŶƚƉƌŝŶĐŝƉůĞƐĨŽƌůŽŶŐͲƚĞƌŵƐƵƐƚĂŝŶĂďŝůŝƚǇ͘ One of the hallmarks of this project will be the high level of technical assistance provided to ƉƌŽũĞĐƚƐƉŽŶƐŽƌƐĂŶĚƚŽƉŽƚĞŶƟĂůĂƉƉůŝĐĂŶƚƐ͘ • A cohort approachʹĂĐŚǇĞĂƌ͛ƐƉƌŽũĞĐƚĂǁĂƌĚĞĞƐǁŝůůƉĂƌƟĐŝƉĂƚĞŝŶĂŶĞǀĞƌͲĞǆƉĂŶĚŝŶŐ ĐŽŚŽƌƚ͕ǁŚŝĐŚǁŝůůĨĞĂƚƵƌĞƚŚĞĂĚĚŝƟŽŶŽĨƉƌŽũĞĐƚĂǁĂƌĚĞĞƐŝŶƚŚĞĨŽůůŽǁŝŶŐǇĞĂƌƐ͘ǁĂƌĚĞĞƐ ǁŝůůƉĂƌƟĐŝƉĂƚĞŝŶƋƵĂƌƚĞƌůǇǁĞďͲďĂƐĞĚƐĞƐƐŝŽŶƐƚŚĂƚƉƌŽǀŝĚĞƌĞƐŽƵƌĐĞƐĂŶĚƚƌĂŝŶŝŶŐƐŽŶ ƉƌŽũĞĐƚĂŶĚŐƌĂŶƚŵĂŶĂŐĞŵĞŶƚ͕ĂƐƐĞƚŵĂŶĂŐĞŵĞŶƚ͕ŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƉĞƌĂƟŽŶƐ͕ĂŶĚŐŽǀĞƌ- ŶĂŶĐĞĂŶĚĮŶĂŶĐŝĂůƐƵƐƚĂŝŶĂďŝůŝƚǇ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 11 ALASKA ENERGY AUTHORITY • Technical assistanceʹWŽƚĞŶƟĂůĂƉƉůŝĐĂŶƚƐ͕ŽƌĂƉƉůŝĐĂŶƚƐǁŚŽƐĞĂƉƉůŝĐĂƟŽŶƐĂƌĞŶ͛ƚĂĐĐĞƉƚĞĚŝŶĂŶ ĂǁĂƌĚĐǇĐůĞ͕ǁŝůůďĞƉƌŽǀŝĚĞĚĂĚĚŝƟŽŶĂůůĞǀĞůƐŽĨƐƵƉƉŽƌƚďǇƉƌŽũĞĐƚƉĂƌƚŶĞƌƐ͘D>ĂŶĚEd,ǁŝůů ƉƌŽǀŝĚĞƉƌŽũĞĐƚĚĞǀĞůŽƉŵĞŶƚĂŶĚĂƉƉůŝĐĂƟŽŶƐƵƉƉŽƌƚƚŽƐƚƌĞŶŐƚŚĞŶĐĂƉĂĐŝƚǇĨŽƌĂƉƉůŝĐĂƟŽŶƐƚŽ ďĞŵŽƌĞƐƵĐĐĞƐƐĨƵů͕ŶŽƚũƵƐƚƚŚƌŽƵŐŚƚŚŝƐƉƌŽŐƌĂŵďƵƚĨŽƌŽƚŚĞƌĨĞĚĞƌĂůŽƉƉŽƌƚƵŶŝƟĞƐ͘ • >ĞǀĞƌĂŐŝŶŐĮŶĂŶĐŝĂůŽƉƉŽƌƚƵŶŝƟĞƐʹ&ƵŶĚĞĚƉƌŽũĞĐƚƐǁŝůůďĞĞǀĂůƵĂƚĞĚďǇĂƚĞĂŵĂƚ/ ĂŶĚŝŶĐŽůůĂďŽƌĂƟŽŶǁŝƚŚƉƌŽũĞĐƚƉĂƌƚŶĞƌƐƚŽĚĞƚĞƌŵŝŶĞĨĞĂƐŝďŝůŝƚǇŽĨůĞǀĞƌĂŐŝŶŐƉƌŝǀĂƚĞ ĐĂƉŝƚĂů͕ŽƌŽƚŚĞƌĨƵŶĚŝŶŐƐŽƵƌĐĞƐ͕ƚŽŵĂǆŝŵŝǌĞƚŚĞĂǀĂŝůĂďůĞĨĞĚĞƌĂůĨƵŶĚŝŶŐĂŶĚƚŽŝŶĐƌĞĂƐĞ ƚŚĞŽǀĞƌĂůůůŽĐĂůĐŽŶƚƌŝďƵƟŽŶ͘dŚŝƐƉƌŽĐĞƐƐǁŝůůĂůƐŽŝĚĞŶƟĨǇǁĂǇƐŝŶǁŚŝĐŚƌĂƚĞƐǁŝůůŚĂǀĞƚŽ ďĞƐƚƌƵĐƚƵƌĞĚĨŽƌĨƵƚƵƌĞŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƉĞƌĂƟŽŶƐ͘ DŽŶŝƚŽƌŝŶŐĂŶĚǀĂůƵĂƟŽŶ ǁŝůůĞŶƐƵƌĞƚŚĂƚŵŝůĞƐƚŽŶĞƐĂƌĞďĞŝŶŐŵĞƚĂŶĚƚŚĂƚĐŽŵŵƵŶŝƟĞƐƌĞĐĞŝǀĞƐƵƉƉŽƌƚŶĞĐĞƐƐĂƌǇ to track and report quarterly progress that includes surveying of stakeholders to determine the ĞǆƚĞŶƚƚŽǁŚŝĐŚƉƌŽũĞĐƚƐĂƌĞŽŶƚƌĂĐŬƚŽĂĐŚŝĞǀĞďĞŶĞĮĐŝĂůŽƵƚĐŽŵĞƐĨŽƌĚŝƐĂĚǀĂŶƚĂŐĞĚĐŽŵŵƵ- ŶŝƟĞƐ͘ŽŵŵƵŶŝƟĞƐǁŝƚŚůŝƩůĞĐĂƉĂĐŝƚǇǁŝůůƌĞĐĞŝǀĞƐƵƉƉŽƌƚĨƌŽŵD>ĂŶĚEd,ƚŽƚƌĂĐŬĂŶĚ ƌĞƉŽƌƚǁŝƚŚŽƵƚĂĚĚŝŶŐƚŽƚŚĞŝƌŽƉĞƌĂƟŽŶĂůďƵƌĚĞŶƐ͘ dŚĞƉƌŽũĞĐƚƚĞĂŵŚĂƐďƵŝůƚŝŶƚŽƚŚĞƉĞƌĨŽƌŵĂŶĐĞƉĞƌŝŽĚƐĂŐĂƉǇĞĂƌĚƵƌŝŶŐǁŚŝĐŚĞǆƚĞŶƐŝǀĞ ƉƌŽĐĞƐƐƌĞǀŝĞǁǁŝůůŝĚĞŶƟĨǇĂŶǇǁĞĂŬŶĞƐƐĞƐŝŶƚŚĞƉƌŽŐƌĂŵĚĞůŝǀĞƌǇ͘WƌŽũĞĐƚƐƉŽŶƐŽƌƐǁŝůůďĞŝŶƚĞƌ- ǀŝĞǁĞĚƚŽůĞĂƌŶĂďŽƵƚĐŚĂůůĞŶŐĞƐĂŶĚƐŽůƵƟŽŶƐ͕ǁŚŝĐŚǁŝůůďĞĂƉƉůŝĞĚƚŽƌĞĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞ ƉƌŽŐƌĂŵ͕ĂƐŶĞĐĞƐƐĂƌǇ͕ƚŽƐƚƌĞŶŐƚŚĞŶŝŵƉůĞŵĞŶƚĂƟŽŶƚŚƌŽƵŐŚƚŚĞůŝĨĞŽĨƚŚĞƌĞƐƚŽĨƚŚĞƉƌŽũĞĐƚ͘ &ŝŐƵƌĞϰ͗h^ZŝƐƚƌĞƐƐĞĚŶĞƌŐǇŽŵŵƵŶŝƟĞƐ͘ RURAL ALASKA MICROGRID TRANSFORMATION | COMMUNITY BENEFITS PLAN 12 ALASKA ENERGY AUTHORITY dŚĞĮŶĂůǇĞĂƌŽĨƚŚĞƉƌŽũĞĐƚǁŝůůĞŶƐƵƌĞƚŚĂƚĂůůŵŝĐƌŽŐƌŝĚĐŽŶǀĞƌƐŝŽŶƐĂƌĞĐŽŵƉůĞƚĞĚŝŶĂƟŵĞůǇ ĂŶĚĞīĞĐƟǀĞŵĂŶŶĞƌ͕ĐŽŶƐŝƐƚĞŶƚǁŝƚŚƐĐŽƉĞĂŶĚŽďũĞĐƟǀĞƐ͘dŚĞƉƌŽũĞĐƚƚĞĂŵǁŝůůĐŽŵƉůĞƚĞ ŝƚƐĞǀĂůƵĂƟŽŶƉƌŽĐĞƐƐǁŝƚŚĂŶŝŶͲƉĞƌƐŽŶǁŽƌŬƐŚŽƉƚŚĂƚŝŶĐůƵĚĞƐĂĐŽŵƉƌĞŚĞŶƐŝǀĞƌĞǀŝĞǁŽĨĂůů ƉƌŽũĞĐƚƐ͕ƉƌŽũĞĐƚĚĞůŝǀĞƌǇ͕ƐƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚ͕ĂŶĚĐŽŵŵƵŶŝƚǇďĞŶĞĮƚƐ͘ ƐƵŵŵĂƌǇŽĨĮŶĚŝŶŐƐǁŝůůďĞƌĞůĞĂƐĞĚĂƐĂƌĞƐƵůƚŽĨƚŚĞƉƌŽũĞĐƚ͕ĚĞǀĞůŽƉĞĚŝŶĐŽůůĂďŽƌĂƟŽŶ ǁŝƚŚƉĂƌƟĐŝƉĂƟŶŐĐŽŵŵƵŶŝƟĞƐĂŶĚƉƌŽũĞĐƚƐƉŽŶƐŽƌƐ͕ĂŶĚƐŚĂƌĞĚǁŝƚŚƚŚŽƐĞĐŽŵŵƵŶŝƟĞƐĂŶĚ ƚŚĞƉƵďůŝĐĂƚůĂƌŐĞ͘dŚŝƐĂƉƉƌŽĂĐŚǁŝůůĞŶƐƵƌĞƚŚĂƚůĞĂƌŶŝŶŐĚƌŝǀĞƐĨƵƚƵƌĞƉĞƌĨŽƌŵĂŶĐĞ͘ ŶĚŶŽƚĞƐ 1 ŚƩƉƐ͗ͬͬǁǁǁ͘ŶƌĞů͘ŐŽǀͬĚŽĐƐͬĨǇϮϯŽƐƟͬϴϰϯϵϭ͘ƉĚĨ ϮŚƩƉƐ͗ͬͬǁǁǁ͘ĞŶĞƌŐǇ͘ŐŽǀͬĚŝǀĞƌƐŝƚǇͬĐŽŵŵƵŶŝƚǇͲďĞŶĞĮƚͲĂŐƌĞĞŵĞŶƚͲĐďĂͲƚŽŽůŬŝƚ ϯŚƩƉƐ͗ͬͬĂǁŝď͘ĂůĂƐŬĂ͘ŐŽǀͬƉĚĨͬt/KͺƉůĂŶͺϮϬϮϮͲϮϬϮϯ͘ƉĚĨ 4 DĐDĂŚŽŶĞƚĂů͘ϮϬϮϮ ϱůĂƐŬĂ,ŽƵƐŝŶŐ&ŝŶĂŶĐĞŽƌƉŽƌĂƟŽŶ͕ϮϬϭϴ ϲŚƩƉƐ͗ͬͬƌƵƌĂůĚĞǀĞůŽƉŵĞŶƚ͘ŵĂƉƐ͘ĂƌĐŐŝƐ͘ĐŽŵͬĂƉƉƐͬǁĞďĂƉƉǀŝĞǁĞƌͬŝŶĚĞǆ͘ &ŝŐƵƌĞϱ͗dǁŝŶ,ŝůůƐ͕ůĂƐŬĂ͘ Prime or Sub Name City State Zip Code + 4 Prime Alaska Energy Authority Anchorage Alaska99503-2401Sub Alaska Municipal League Juneau Alaska99801-1245Sub Alaska Native Tribal Health Consortium Anchorage Alaska99508-5909Sub Alaska Center for Energy and Power Fairbanks Alaska99775-5402Sub Rural Alaska Tribes and Utilities Statewide AlaskaLocations of Work (DE-FOA-0002740) Confirmation Thank you for submitting your grant application package via Grants.gov. 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The following application tracking information was generated by the system: Grants.gov Tracking Number:GRANT13888586 F3N8ZSHJXUH8UEI: Karin St. ClairSubmitter's Name: CFDA Number:81.254 CFDA Description:Grid Infrastructure Deployment and Resilience Funding Opportunity Number:DE-FOA-0002740 Funding Opportunity Description:BIL Grid Resilience and Innovation Partnerships ( GRIP) Agency Name:National Energy Technology Laboratory Application Name of this Submission:Rural Alaska Microgrid Transformation Date/Time of Receipt: https://apply07.grants.gov/apply/spoExit.jsp?p=web/grants/applicants/track-my-application.html&tracking_num=GRANT13888586 TRACK MY APPLICATION – To check the status of this application, please click the link below: It is suggested you Save and/or Print this response for your records. May 18, 2023 05:18:30 PM EDT