FINAL CPRG COALITION MOA 05.28.2024.PDF
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CLIMATE POLLLUTION REDUCTION GRANT COALITION
MEMORANDUM OF AGREEMENT
BETWEEN
THE CITY OF PHOENIX
AND
CITY OF MESA, CITY OF TEMPE, MARICOPA COUNTY
AND OFFICE OF THE GOVERNOR OF THE STATE OF ARIZONA
This CLIMATE POLLUTION REDUCTION GRANT COALITION MEMORANDUM OF AGREEMENT
(“Agreement”) is entered into by and between the CITY OF PHOENIX, an Arizona municipal corporation
(the “City”), and the CITY OF MESA (“Coalition Member”), the CITY OF TEMPE (“Coalition Member”),
MARICOPA COUNTY (“Coalition Member”), and the OFFICE OF THE GOVERNOR OF THE STATE OF
ARIZONA (“Coalition Member”) (individually referred to as “Party” and collectively referred to as the
“Parties”) to set forth the objectives, understandings, and agreements between the Parties from the
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan (“CPRG Coalition”) grant.
RECITALS
WHEREAS the City, upon award of the CPRG Coalition grant, will enter into a Cooperative
Agreement (as defined in 2 CFR § 200.1) with the EPA to serve as lead applicant for the CPRG Coalition
grant.
WHEREAS the Federal award, Funding Opportunity Number EPA-R-OAR-CPRGI-23-07, Assistance
Listing number: 66.046, is subject to, and the City is responsible for complying with, the provisions of
“Cooperative agreement,” “Grant-Specific Programmatic Terms & Conditions” (“Programmatic T&Cs”),
“EPA General Terms and Condition” (“EPA T&Cs”), “EPA Subaward Policy,” 2 CFR Part 200, 2 CFR Part
1500, 40 CFR § 33, and other applicable federal and state laws.
WHEREAS, Maricopa-Pinal County Region Priority Climate Action Plan (PCAP) was developed to
reduce Greenhouse House Gases (GHG) emissions and improve air quality for nearly 5 million people in
the region.
WHEREAS, to implement the PCAP, a coalition was formed which shares a strong and substantial
commitment to measures that would reduce GHG, mitigate air pollution, and engage the community
through workforce development and education.
WHEREAS, each Coalition Member commits to support the goals and objectives of this effort by
implementing performance measurable projects that reduce GHG and improve air quality.
WHEREAS the City desires to make a Subaward to the Coalition Members to implement and
manage grant eligible, performance measurable projects that reduce GHG (“CPRG Activities”) identified
by each Coalition Member, attached as exhibits and incorporated into this Agreement.
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WHEREAS the Coalition Members desire, and are appropriately qualified, to receive a Subaward
from the City to carry out the CPRG Activities; and
WHEREAS the City is authorized to make a Subaward to the Coalition Members to carry out the
CPRG Activities by City Council Ordinance S-50527 dated January 24, 2024.
NOW, THEREFORE, in consideration of the promises and mutual covenants herein contained, and
other good and valuable consideration, the receipt of which is hereby acknowledged, the Parties hereto,
intending to be legally bound, do hereby agree as follows:
AGREEMENT
1.
OVERVIEW.
1.1.
Recitals. The recitals set forth above are incorporated herein by this reference.
1.2.
Definitions. Unless otherwise defined herein, capitalized terms used herein shall have the
meanings given to them in in 2 CFR § 200.1.
1.3.
Roles. For the purposes of this Agreement, the City is the Cooperative agreement
Recipient (“CAR”) and Pass-Through Entity (“PTE”), while the Coalition Members are each
a Subawardee of the City.
1.4.
Purpose. The purpose of this Agreement is to carry out the CPRG Activities and to
establish the roles and responsibilities of the Parties.
1.5
Description of the Subaward. The City is making a Subaward to Coalition Members for
CPRG Activities more fully detailed in Exhibits A, B, C, and D (including an “Approved
Budget”) and incorporated into this Agreement. Coalition Members may seek
reimbursement for approved costs associated with the performance of the CPRG
Activities not to exceed the total amounts as follows:
• Exhibit A, City of Mesa, ONE HUNDRED MILLION, ONE HUNDRED SIX THOUSAND,
ONE HUNDRED SIXTY-FOUR dollars, $100,106,164.
• Exhibit B, City of Tempe, THIRTY-THREE MILLION, FOUR HUNDRED FORTY-FOUR
THOUSAND, SIX HUNDRED TWENTY-FOUR dollars, $33,444,624.
• Exhibit C, Maricopa County, FIFTY-EIGHT MILLION, SEVEN HUNDRED EIGHTY-FIVE
THOUSAND, SEVEN HUNDRED SEVENTEEN dollars, $58,785,717.
• Exhibit D, Office of the Governor of the State of Arizona, THIRTY MILLION, TWO
HUNDRED FIFTY-TWO THOUSAND, SIX HUNDRED TWELVE dollars, $30,252,612.
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1.6.
Description of Funds Managed by Phoenix. The City, as lead applicant, shall be reimbursed
for costs associated with the performance of the City’s CPRG Activities in an amount not
to exceed ONE HUNDRED SIXTY-NINE MILLION, THREE HUNDRED FORTY-THREE
THOUSAND, SIX HUNDRED EIGHTY-NINE dollars, $169,343,689.
The City shall be responsible for the management and disbursement of funds allocated to
other SubCoalition Members as identified in the CPRG Coalition Grant, including the
following:
• Arizona State University, Sustainable Cities Network, ONE MILLION NINE
HUNDRED TWENTY-SIX THOUSAND, ONE HUNDRED FORTY-SEVEN dollars,
$1,926,147.
• Maricopa Community Colleges, TWO MILLION SEVEN HUNDRED FORTY-TWO
THOUSAND, SEVEN HUNDRED SEVENTY dollars, $2,742,770
• Microgrids Projects subgrants awarded to eligible, qualified entities and managed
and reimbursed by the City in a total amount of THIRTY MILLION dollars,
$30,000,000.
• Fleet Projects subgrants awarded to eligible, qualified entities and managed and
reimbursed by the City in a total amount of TWENTY-SIX MILLION, SEVEN
HUNDRED EIGHTY-SIX THOUSAND, FIVE HUNDRED AND FIFTY dollars,
$26,786,550.
1.7
Term. This Agreement shall govern the performance of the Parties from the date attested
to by the City Clerk (the “Effective Date”) through January 31, 2030 (“Expiration Date”),
unless earlier terminated by a Party in accordance with the terms of this Agreement
(“Agreement Term”).
2.
CITY RESPONSIBILITIES.
2.1.
The City, as lead applicant for the EPA Cooperative agreement for the CPRG Coalition
grant shall have sole responsibility for overall grant administration, fiscal management,
and compliance with the Cooperative agreement, including reporting requirements, and
execution of the Work Plan.
2.2
The City shall monitor Coalition Members for compliance with CPRG Coalition Grant
Activities as described in Exhibits A, B, C, D, E, and the CPRG Coalition Grant Work Plan
(“Work Plan”), Exhibit F, on a bi-annual basis based on the federal government’s fiscal
year period of October 1 through September 30. The City will review, both
programmatically and financially, to ensure that the project goals, objectives,
performance requirements, timelines, milestone completion, budgets, and other related
program criteria, are being met and can request written or digital copies of information
reviewed. Monitoring will be accomplished through a combination of office-based
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reviews, onsite monitoring visits, conference calls, and virtual meetings. Monitoring can
involve aspects of the work involved under this Agreement including, but not limited to
the review and analysis of the financial, programmatic, performance, and administrative
issues relative to each Coalition Member, and will identify areas where technical
assistance and other support may be needed. Coalition members agree to be subject to
review and monitoring under this Agreement. All on-site monitoring shall take place
during normal business hours, upon advance written notice, on dates and at times as
mutually agreed upon by the City and the Coalition Member.
2.3.
The City shall be responsible for revisions to the CPRG Coalition Grant Work Plan that was
submitted to the EPA. Revisions may be submitted by the Coalition Members or the City
and must be approved by all Coalition members. The City will notify the requesting
Coalition Member of the approval or disapproval of the revision request within five (5)
business days of receipt from the EPA.
2.4
The City shall be solely responsible for funding reimbursement requests from Coalitions
Members based upon review of compliance with the Coalition Member’s Workplan and
Budget as described in Exhibits A, B, C, and D.
2.5.
The City shall review disbursements from Coalition Members on a form approved by the
City and Coalition Members. Coalition Members will make requests for disbursements
monthly or no less than quarterly. The City will use best efforts to process requests for
disbursements within thirty (30) calendar days of receipt. Upon request in limited
instances to facilitate the completion of a project, the City will use best efforts to process
requests for disbursements within ten (10) working days of receipt.
2.6.
The City shall establish an interest-bearing account for deposit of advances from EPA.
Coalition members shall determine how the interest accrued will be spent in accordance
with requirements of the Cooperative Agreement.
2.7
The City shall comply with all Coalition Member responsibilities established in Section 3
of this Agreement.
3.
COALITION MEMBER RESPONSIBILITIES.
3.1.
Scope of Services. The Coalition Members, who are subgrant recipients, shall be
accountable to the City to complete work in accordance with the Work Plan in Exhibit F
for proper use of the CPRG Coalition grant funds. Any revision to the Work Plan shall be
submitted to the City and Coalition Members for review in a timely manner. Upon
approval of the revision by the City and Coalition Members, the City shall submit the
request for revision to EPA for approval and notify the Coalition Members according to
Section 2.3. Coalition Members will not proceed with the revisions until EPA approval has
been received by the City.
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3.2.
Records Retention and Access. Coalition members shall maintain all records, books,
papers, and other documents related to its performance of CPRG Activities under this
Agreement (including without limitation personnel, property, financial and medical
records) through at least January 31, 2030, and in accordance with the grant award, or
such longer period as is necessary for the resolution of any litigation, claim, negotiation,
audit, or other inquiry involving this Agreement. Coalition Members shall make all
records, books, papers, and other documents that relate to this Agreement available at
all reasonable times for inspection, review, and audit by the authorized representatives
of City, the US Department of Treasury, the US Government Accountability Office, and
any other authorized state or federal oversight office. Coalition Members will allow the
City and its authorized representatives access to these records at any time during normal
business hours.
3.3
Audits and Access to Records. Coalition Members certify compliance with applicable
provisions of 2 CFR §§ 200.501 – 200.521, and continued compliance with these
provisions during the term of this section. If Coalition Members are not required to have
a Single Audit as defined by 2 CFR § 200.501, US Department of Treasury requirements,
or the Single Audit Act, then Coalition Members shall have a financial audit performed
yearly by an independent Certified Public Accountant. Coalition Members shall provide
notice of the completion of any required audits and will provide access to such audits and
other financial information related to the Agreement upon request. Coalition Members
certifies that it will provide City with notice of any adverse findings which impact this
Agreement. This obligation extends for one year beyond the expiration or termination of
this Agreement.
3.3.1 Federal. Consistent with Uniform Guidance (UG) compliance requirements,
including the standards in 2 CFR § 200.318 for the acquisition of property, equipment,
supplies, or services required under this Agreement, Coalition Members shall adopt and
enact procurement procedures to the extent such procedures have not already been
enacted. Coalition Members’ documented procurement procedures must conform to the
procurement standards identified in Subpart D of 2 CFR Part 200 (Procurement
Standards). Such standards include, but are not limited to, the following:
(a) All procurement transactions for property or services shall be conducted in a manner
providing full and open competition, consistent with standards outlined in 2 CFR §
200.320(1) – (3) and (5), which allows for non-competitive procurements only if
either: (1) the item is below the micro-purchase threshold; (2) the item is only
available from a single source; (3) the public exigency or emergency will not permit a
delay from publicizing a competitive solicitation; or (4) after solicitation of a number
of sources, competition is determined inadequate.
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(b) Coalition Members shall maintain oversight to ensure that contractors perform in
accordance with the terms, conditions, and specifications of their contracts or
purchase orders.
(c) Coalition Members shall maintain written standards of conduct covering conflicts of
interest and governing the actions of its employees engaged in the selection, award,
and administration of contracts in conformance with 2 CFR § 200.318(c). Coalition
Members shall immediately disclose in writing to City any potential conflict of interest
affecting the awarded funds in accordance with 2 CFR § 200.112.
(d) Pursuant to 2 CFR § 200.321, Coalition Members shall take all necessary affirmative
steps to assure that minority businesses, women's business enterprises, and labor
surplus area firms are used when possible.
(e) Coalition Members shall “maintain records sufficient to detail the history of
procurement. These records will include but are not necessarily limited to the
following: rationale for the method of procurement, selection of contract type,
contractor selection or rejection, and the basis for the contract price.” 2 CFR §
200.318(i).
3.4
Reporting Requirements. The City will notify the Coalition Members of the CPRG Coalition
grant close out requirements and will obtain necessary information from Coalition
Members to satisfy grant close out reporting requirements. The Coalition Members will
submit to the City, within fifteen (15) calendar days of the end of each calendar quarter,
January 15, April 15, July 15, September 15, in the format prescribed by the City, a
quarterly report of their performance under this Agreement.
3.5.
Budget. Coalition Members shall perform the CPRG Activities in accordance with the
budget period as approved by the City and EPA and attached hereto as Exhibits A, B, C,
and D (Approved Budget) and incorporated herein by this reference.
3.6.
The Coalition Members shall comply with Davis-Bacon Act prevailing wage requirements
and associated U.S. Department of Labor (“DOL”) regulations for all construction,
alteration, and repair contracts and subcontracts awarded with funds under this
agreement and shall provide documentation of Davis-Bacon Act compliance to the City.
3.7.
The Coalition Members shall comply with Build America, Buy America Act (BABA)
provisions of the Infrastructure Investment and Jobs Act (IIJA) (P.L. 117-58, §§70911-
70917). These provisions apply when a Coalition Member uses federal funds for the
purchase of goods, products, and materials on any form of construction, alteration,
maintenance, or repair of public infrastructure in the United States. The Buy America
preference requirement applies to all of the iron and steel, manufactured products, and
construction materials used in an infrastructure project. Coalition members shall provide
documentation of BABA compliance to the City.
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3.8.
During the term of this Agreement, the Coalition Member must conduct an annual audit
in accordance with OMB Circular A-133 (“Audits of States, Local Governments, and Non-
profit Organizations”), if the Coalition Member expends more than five hundred thousand
dollars ($500,000) from Federal awards, in compliance with the Federal Single Audit Act
(31 U.S.C. par. 7501-7507), as amended by the Single Audit Act Amendments of 1996 (P.L.
104 to 156). If the Coalition Member has expended more than five hundred thousand
dollars ($500,000) in Federal funds prior to executing this Agreement, a copy of the
Coalition Member’s audit report for the previous expenditure must be submitted to the
City for review within thirty (30) days of signing this Agreement.
4.
JOINT CITY AND COALITION MEMBER RESPONSIBILITIES.
4.1
SubCoalition Member Management. The City shall be responsible for awarding subgrants
to eligible, qualified entities and for management and disbursement of CPRG Coalition Grant
funds for the Microgrids Projects and Fleet Projects subgrants as described in Section 1.6.
4.1.1 The City and Coalition Members will develop a subgrant application, identify the
amount of annual awards, including minimums and maximums, establish evaluation
criteria that meets CPRG Coalition grant requirements, establish a yearly schedule for
announcement of subgrant opportunities, and identify outreach materials.
4.1.2 The City and Coalition Members will conduct outreach to eligible entities through
available communication methods and best practices, such as website and social media.
4.1.3 The City and Coalition Members will evaluate subgrant applications and award
subgrants based on the criteria established by the Parties.
4.2.
Meetings. Meetings of the Parties shall be convened by the City at least four (4) times
per year. Additional meetings shall be convened at the request of the City or Coalition
Members on an as-needed basis. No meeting shall be held unless all Parties
representatives are given notice a minimum of 10 days in advance, except when the
participants agree to conduct a meeting and waive the meeting notice requirements.
4.3.
Convener. The City shall, in consultation with the Coalition Members prepare agendas
and facilitate meetings. The City may designate other Coalition Members to assume the
duties of Convener in its absence.
4.4.
Quorum. A quorum for the Parties shall consist of not less than three (3) Coalition
members. The Parties representative must be present either in person, phone, or
through a virtual medium to be counted in the quorum. In the event of a Parties
absence, that Party may send a substitute who is authorized, by written proxy, to
participate and vote.
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4.5.
Decision-making. It is the intent of the Parties that decisions affecting more than one
Party may be made with the Parties majority vote of three (3) of the five (5) Coalition
members.
4.6.
Record of Decisions. The Parties decisions and the rationale for approval or denial of
any funding shall be recorded in writing and maintained in adherence with grant
recordkeeping requirements. Minutes of meetings may be recorded.
5.
FEDERAL REQUIREMENTS.
5.1.
General Compliance. The City and Coalition Members shall perform all activities funded
by this Agreement in accordance with this Agreement, Uniform Administrative
Requirements, Cost Principles, and Audit Requirements for Federal Awards, 2 CFR Part
200, and all applicable federal, state, and local requirements, including all applicable
statutes, rules, regulations, executive orders, directives, or other requirements.
6.
FINANCIAL REIMBURSEMENTS AND RECOUPMENT
6.1.
Payment of Funds. The City agrees to reimburse Coalition Members for costs incurred to
carry out CPRG Activities in accordance with the Approved Budget. CPRG Coalition Grant
funds shall not be expended prior to grant award. Costs incurred are only those that are
necessary and allowable to carry out the purposes and activities of the CPRG Activities
and shall not exceed the maximum limits set in the Approved Budget.
6.2 Advance of Funds. The City may, at its sole discretion, advance a Party a portion of the
CPRG Coalition grant funds for costs that will be incurred by a Party in accordance with
the CPRG Coalition Grant Activities and Budget as described in Exhibits A through E under
this Agreement.
6.2.1 The City agrees to advance a Party up to fifty percent (50%) of the Qualifying
Costs/Expenditures. “Qualifying Costs/Expenditures” are defined as those
allowable expenses described in the Detailed Budget Table in Section 5 of Exhibits
A through E under this Agreement. Parties shall submit a written request in a
format agreed upon by the City and Coalition Members. After review, the City has
the sole discretion to approve or decline any request for advancement of funds.
6.2.2 If an advance payment was approved by the City, prior to payment of the
remaining CPRG Coalition grant funds, requested by a party, the Party must
provide documentation to the City that describes how the Qualifying
Costs/Expenditures were spent. The City will review the documentation for
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compliance with the Approved Budget and shall notify the Party as to any
discrepancies and provide an opportunity for the Party to correct discrepancies.
6.3.3 Any advance of CPRG Coalition grant funds is subject to potential cancellation,
recoupment, rescission, payback, or other action if the City determines that the
advanced CPRG Coalition grant funds were unallowable or applicable law requires
such action.
6.3.
Invoices. On or before the fifteenth (15th) day of each month and in any event no later
than sixty (60) days after costs are incurred, Coalition Members shall submit invoices and
associated receipts and documentation, in a format agreed upon by the City and Coalition
Members, for the most recent month ended to the City by electronic mail to Nancy Allen,
nancy.allen@phoenix.gov, setting forth actual expenditures of Coalition Members in
accordance with approved CPRG Activities established in Exhibits A – D and this
Agreement. If an invoice will not be submitted on or before the fifteenth (15th) of the
month, the Coalition Member will notify the City that no invoice is submitted for the
month, by electronic mail to Nancy Allen, nancy.allen@phoenix.gov. The City will review
a submitted invoice for compliance with the Approved Budget. The City shall notify
Coalition Members as to any discrepancies and provide one additional opportunity to
Coalition Members to correct the reimbursement claim. Upon correction of the
discrepancy, the City will disburse the funds without further notice to be paid within thirty
(30) calendar days.
6.4.
Financial Management. The Parties shall maintain a financial management system and
financial records related to all transactions with funds received pursuant to this
Agreement and with any program income earned as a result of funds received pursuant
to this Agreement. The Parties must administer funds received pursuant to this
Agreement in accordance with all applicable federal and state requirements, including
the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for
Federal Awards, 2 CFR Part 200, as required by Assistance Listing 21.027. The Parties shall
adopt such additional financial management procedures as may from time-to-time be
prescribed by City if required by applicable federal or state laws or regulations, or
guidelines from US Department of Treasury. The Parties shall maintain detailed, itemized
documentation and other necessary records of all income received and expenses incurred
pursuant to this Agreement.
6.5.
Limitations on Expenditures. The City shall only reimburse Coalition Members for
documented and approved expenditures incurred during the Agreement Term.
Document and approved expenditures shall be: (i) reasonable and necessary to carry out
the CPRG Coalition Grant Activities; (ii) documented by contracts or other evidence of
liability consistent with the established City, EPA, and Coalition Members procedures; and
(iii) incurred in accordance with all applicable requirements for the expenditure of funds
payable under this Agreement. City may not reimburse Coalition Members for any
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expenditures that are: (i) not documented and approved, (ii) incurred prior to the
Effective Date, (iii) incurred following the expiration or termination of this Agreement.
6.6.
Financial and Other Reports. Coalition Members shall submit to the City such reports and
back-up data as may be required by the City or EPA in a format agreed upon by the City
and Coalition Members. This provision shall survive the expiration or termination of this
Agreement with respect to any reports which Coalition Members are required to submit
to City following the expiration or termination of this Agreement.
6.7.
Improper Payments. Any item of expenditure by a Party under the terms of this
Agreement which is found by auditors, investigators, and other authorized
representatives of the City, EPA, or other federal or state instrumentality to be improper,
unallowable, in violation of federal or state law, or the terms of this Agreement, or
involving any fraudulent, deceptive, or misleading representations or activities of the
Party (an Improper Payment), such payment shall become that Party’s liability, and shall
be paid solely by that Party, immediately upon notification of such, from funds other than
those provided by City under this Agreement or any other agreements between the City
and Coalition Members. This provision shall survive the expiration or termination of this
Agreement.
6.8.
Payment Recoupment. In the event of a finding per Section 6.6, the offending Party shall
reimburse the City upon written demand. If recoupment is not timely made the offending
Party, the Party agrees the City may deduct from future payments any amounts paid to
the offending Party for expenditures found to be improper, unallowable, in violation of
federal or state law, or the terms of this Agreement, or involving any fraudulent,
deceptive, or misleading representations or activities of the offending Party. his provision
shall survive the expiration or termination of this Agreement.
7.
DEFAULT AND TERMINATION.
7.1.
Termination for Cause. The City may terminate this Agreement for cause after three days
written notice. Cause may include, and not be limited to, misuse of funds, fraud, lack of
compliance with applicable rules, laws and regulations, failure to perform on time, or
failure to comply with any of the requirements of this Agreement.
7.2.
Termination by Mutual Agreement. The City and Coalition Members may agree to
terminate this Agreement for their mutual convenience through a written amendment to
this Agreement. The amendment will state the effective date of the termination and the
procedures for proper closeout of the Agreement.
7.3.
Termination Procedures. If this Agreement is terminated, Coalition Members may not
incur obligations after Coalition Members have received the notification of termination.
Coalition Members must cancel as many outstanding obligations as possible. Costs
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incurred after receipt of the termination notice will be disallowed. Coalition Members
shall not be relieved of liability to City because of any breach of an agreement by Coalition
Members. The City may, to the extent authorized by law, withhold payments to Coalition
Members for the purpose of set-off until the exact amount of damages due the City from
Coalition Members is determined.
8.
GENERAL CONDITIONS.
8.1.
Insurance Requirement. Coalition Members must maintain insurance policies with the
minimum limits as described in Exhibit G (“Insurance Requirements”) and incorporated
herein by this reference. Coalition Members may comply with this requirement through
proof of self-insurance.
8.2.
Indemnification. Coalition Members (“Indemnitor”) must defend, indemnify, and hold
harmless the City and its officers, officials (elected or appointed), agents, and employees
(“Indemnitee”) from and against any and all claims, actions, liabilities, damages, losses or
expenses (including but not limited to court costs, attorney fees, expert fees, and costs of
claim processing, investigation and litigation) of any nature or kind whatsoever (“Losses”)
caused, or alleged to be caused, in whole or in part, by the wrongful, negligent or willful
acts, or errors or omissions of Indemnitor or any of its owners, officers, directors,
members, managers, agents, employees or subcontractors (“Indemnitor’s Agents”)
arising out of or in connection with this Agreement. This defense and indemnity
obligation includes holding Indemnitee harmless for any Losses arising out of or recovered
under any state’s Workers’ Compensation Law or arising out of the failure of Indemnitor
or Indemnitor’s Agents to conform to any federal, state, or local law, statute, ordinance,
rule, regulation, or court decree. Indemnitor’s duty to defend Indemnitee accrues
immediately at the time a claim is threatened or a claim is made against Indemnitee,
whichever is first. Indemnitor’s duty to defend exists regardless of whether Indemnitor
is ultimately found liable. Indemnitor must indemnify Indemnitee from and against any
and all Losses, except where it is proven that those Losses are solely a result of
Indemnitee’s own negligent or willful acts or omissions. Indemnitor will be responsible
for primary loss investigation, defense, and judgment costs where this indemnification
applies. In consideration of the award of this Agreement, Indemnitor waives all rights of
subrogation against Indemnitee for losses arising from the Scope of Services performed
by Indemnitor or Indemnitor’s Agents for the City. The obligations of Indemnitor under
this provision survive the termination or expiration of this Agreement.
Each party (as “Indemnitor”) agrees to indemnify, defend, and hold harmless the other
party (as “Indemnitee”) from and against any and all claims, losses, liability, costs, or
expenses (including reasonable attorney’s fees) (“Claims”), but only to the extent that
such Claims which result in vicarious/derivative liability to the Indemnitee are caused by
the act, omission, negligence, misconduct, or other fault of the Indemnitor, its officers,
officials, agents, employees, or volunteers.
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Each party must use its best efforts to cause all contractors (each an “Additional
Indemnitor”) to indemnify, defend, save and hold harmless the other party from and
against any and all Claims caused, or alleged to be caused, in whole or in part, by the
negligent or willful acts or omissions of the Additional Indemnitor [and persons for whom
they are vicariously liable].
8.3.
Venue and Jurisdiction. This Agreement is executed and delivered in the State of Arizona,
and the substantive laws of the State of Arizona (without reference to choice of law
principles) will govern their interpretation and enforcement. Any action brought to
interpret or enforce any provision of this Agreement that cannot be administratively
resolved, or otherwise related to or arising from this Agreement, will be commenced and
maintained in the state or federal courts of the State of Arizona, Maricopa County, and
each of the Parties, to the extent permitted by law, consents to jurisdiction and venue in
such courts for such purposes.
8.4.
Nonwaiver. No action or failure to act by the City constitutes a waiver of any of its rights
or remedies that arise out of this Agreement, nor shall such action or failure to act
constitute approval of or acquiescence in a breach of this Agreement, except as
specifically agreed in writing.
8.5.
Limitation of City Authority. Nothing contained in this Agreement may be deemed or
construed to in any way stop, limit, or impair the City from exercising or performing any
regulatory, policing, legislative, governmental, or other powers or functions.
8.6.
Severability. If any provision of this Agreement is determined to be unenforceable in a
judicial proceeding, the remainder of this Agreement will remain in full force and effect
to the extent permitted by law.
8.7.
Successors and Assigns; Assignment. This Agreement is binding upon the Parties and
respective successors and assign. Coalition Members may not assign or delegate any of
its rights or duties that arise out of this Agreement without City’s prior written consent.
Unless City otherwise agrees in writing, Coalition Members and all assigns are subject to
all City’s defenses and are liable for all Coalition Member’s duties that arise from this
Agreement and all City’s claims that arise from this Agreement.
8.8.
Integration. This Agreement contains the entire agreement between the Parties
pertaining to the subject matter of this Agreement. With respect to that subject matter,
there are no promises, agreements, conditions, inducements, warranties, or
understandings, written or oral, expressed, or implied, between the Parties, other than
as set forth or referenced in this Agreement.
8.9.
Notices. All notices and other communication required or permitted by this Agreement
must be in writing and be either given by: (i) personal delivery; (ii) sent via e-mail, return
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receipt requested; (iii) sent via facsimile transmission; (iv) any commercial air courier or
express delivery service; or (v) United States mail, postage prepaid, addressed as follows:
If to City of Mesa:
Scott Bouchie, Energy and Sustainability Director
City of Mesa
640 N Mesa Drive, MS 5030
Mesa, AZ 85201-1466
Phone: (480) 644-4366
Email: Scott.Bouchie@mesaaz.gov
If to City of Tempe:
Brianne Fisher, Climate Action Manager
City of Tempe
Transportation & Sustainability Department
200 E. 5th Street, 2nd Floor
Tempe, AZ 85281
Phone: (480) 350-8959
Email: brianne_fisher@tempe.gov
If to Maricopa County:
Philip McNeeley, Director
Maricopa County
Air Quality Department
301 W. Jefferson St., Suite 410
Phoenix, AZ 85003
Phone: 602-506-6010
Email: Philip.McNeely@maricopa.gov
If to Office of the Governor of the State of Arizona:
Gabriel Sanchez Munoz, Energy Grants Program Manager
Arizona Governor's Office of Resiliency
1700 W. Washington St
Phoenix, AZ 85007
Phone: (602) 541-3987
Email: gsanchezmunoz@az.gov
If to City:
Nancy Allen, Environmental Programs Administrator
City of Phoenix
Office of Environmental Programs
200 West Washington Street, 14th Floor
Phoenix, AZ 85003-1611
14
Phone: (602) 256-5652
Email: nancy.allen@phoenix.gov
8.10. No Third-Party Beneficiaries. This Agreement is not intended to constitute, create, or give
rise to, or otherwise recognize a joint venture, partnership or formal business association
or organization of any kind, and the rights and obligations of the Parties will be only those
expressly set forth in this Agreement.
8.11. Employment Disclaimer. Coalition Members agree that no person supplied by it in
performance of the Agreement is an employee of the City and further agrees that no
rights of City’s Civil Service, Retirement, or Personnel Rules accrue to any such persons.
Coalition Members shall have total responsibility for all salaries, wages, bonuses,
retirements,
withholdings,
worker’s
compensation
and
occupational
disease
compensation insurance, unemployment compensation other benefits, and taxes and
premiums appurtenant thereto concerning such persons.
8.12. Legal Worker Requirements. Coalition Members warrant their compliance with all federal
immigration laws and regulations and A.R.S. § 23-214(A). The City shall have the right to
inspect Coalition Members records to ensure that compliance with this warranty. The
City may terminate this Agreement for a breach of this warranty.
8.13. Confidentiality and Data Security. All data, regardless of form, including originals, images,
and reproductions, prepared, obtained, or transmitted in connection with this
Agreement is confidential, proprietary information and is the property of the Coalition
Member that generated data from grant eligible, performance measurable projects and
approved CPRG Coalition Activities, as described in Exhibits A through E. Upon request
by the City or other Coalition members, all Coalition Members agree to share necessary
and relevant data generated by the CPRG Activities for purposes of compliance with the
CPRG grant award, the Cooperative Agreement, and other relevant and specific grants
award requirements.
Coalition members agree to appropriately manage their personal identifying information,
financial account information, or other restricted data or information, regardless of
format, including data saved to any computers, electronic devices, or storage drives.
Coalition members agree to encrypt and/or password protect data and information at all
times to avoid unauthorized access. When personal identifying information, financial
account information, or other restricted data or information is no longer needed, the data
or information must be redacted and/or destroyed through appropriate methods to
ensure that the information cannot be viewed, accessed, or reconstructed.
8.14. Amendments. This Agreement may not be amended, modified, or waived as to any
particular provision, except by a written instrument executed by the Parties.
15
8.15. No Israel Boycott. By entering into this Agreement, Coalition Members certify that
Coalition Members are not currently engaged in, and agrees for the duration of the
Agreement, not to engage in a boycott of Israel as defined by A.R.S. § 35-396.
8.16. Conflicts Of Interest. This Agreement is subject to the requirements of A.R.S. § 38-511.
Coalition Members acknowledges that, to the best of its knowledge, information and
belief, no person has been employed or retained to solicit or secure this Agreement upon
a promise of a commission, percentage, brokerage, or contingent fee, and that no
member of the Phoenix City Council or any employee of the City has any financial interest
in the Coalition Members. For breach of violation of this warranty, the City will have the
right to annul this Agreement without liability, including any such commission,
percentage, brokerage, or contingent fee. Upon a finding by the City that gratuities in the
form of entertainment, gifts or inducements were offered or given by Coalition Members,
or any agent or representative of Coalition Members, to any officer or employee of the
City for the purpose of securing this Agreement, or securing favorable treatment with
respect to the awarding, amending, or making of any determination with respect to the
performance of this Agreement, the City may, by one calendar day written notice to
Coalition Members, terminate the right of Coalition Members to proceed under this
Agreement, provided that the existence of the facts upon which the City made such
finding will be an issue and may be litigated in an Arizona court of competent jurisdiction.
In the event of such termination, the City will be entitled to the same remedies against
Coalitions Members as could be pursued in the event of default by Coalition Members.
8.17. Claims Or Demands Against The City. Coalition Members acknowledges and accept the
provisions of Chapter 18, Section 14 of the Charter of the City of Phoenix, pertaining to
claims or demands against the City, including provisions therein for set-off of
indebtedness to the City against demands on the City, and agrees to adhere to the
prescribed procedure for presentation of claims and demands. Nothing in Chapter 18,
Section 14 of the Charter of the City of Phoenix alters, amends, or modifies the
supplemental and complementary requirements of the Arizona Notice of Claim statutes,
A.R.S. §§ 12-821 and 12-821.01, pertaining to claims or demands against the City. If for
any reason it is determined that the City Charter and state law conflict, then state law
shall control. Moreover, nothing in this Agreement shall constitute a dispute resolution
process, an administrative claims process, or contractual term as used in A.R.S. § 12-
821.01(C), sufficient to affect the date on which the cause of action accrues within A.R.S.
§ 12-821.01(A) and (B).
8.18. Contacts With Third Parties. Except for disclosure of information for procurement
purposes, the City and its subcontractors and any Coalition Members or their
subcontractors shall provide advance written notice to the City and all other Coalition
Members, as applicable, before contacting third parties to provide any information not
previously released to the public relating to the services provided under this Agreement.
Should the City or its subcontractors or any of the Coalition Members or their
subcontractors be contacted by any person requesting information or requiring testimony
16
relative to the services provided under this Agreement or any related prior or existing
Agreement with the City, such parties shall promptly inform the City and all other
Coalition Members, as applicable, giving the particulars of the information sought, and
shall not disclose such information or give such testimony without having provided such
prior notice to the City and Coalition Members, as applicable, unless required to do so by
applicable law. Coalition Members agree that the requirements of this provision shall be
incorporated into all subcontractors’ agreements entered into by the Coalition Members.
A violation of this provision may result in immediate termination of this Agreement
without notice. This provision shall survive the expiration or termination of this
Agreement.
[SIGNATURES APPEAR ON FOLLOWING PAGES]
17
IN WITNESS WHEREOF, the Parties have caused this Agreement to the signed by their duly
constituted legal representatives and is effective as of the Effective Date.
CITY OF PHOENIX, a municipal corporation
JEFFREY BARTON, City Manager
___________________________________
NANCY ALLEN
OFFICE OF ENVIRONMENTAL PROGRAMS
ATTEST:
_______________________________
City Clerk
APPROVED AS TO FORM:
Julie M. Kreigh, City Attorney
By: ___________________________
Assistant Chief Counsel
CITY OF MESA
____________________________________
SIGNATURE
____________________________________
PRINTED NAME
____________________________________
TITLE
____________________________________
DATE
18
IN WITNESS WHEREOF, the Parties have caused this Agreement to the signed by their duly
constituted legal representatives and is effective as of the Effective Date.
CITY OF PHOENIX, a municipal corporation
JEFFREY BARTON, City Manager
___________________________________
NANCY ALLEN
OFFICE OF ENVIRONMENTAL PROGRAMS
ATTEST:
_______________________________
City Clerk
APPROVED AS TO FORM:
Julie M. Kreigh, City Attorney
By: ___________________________
Assistant Chief Counsel
CITY OF TEMPE
__________________________________
Corey D. Woods, Mayor of Tempe
____________________________________
SIGNATURE
____________________________________
PRINTED NAME
____________________________________
TITLE
____________________________________
DATE
ATTEST:
_______________________________
Kara A. DeArrastia, City Clerk
APPROVED AS TO FORM:
___________________________
Eric C. Anderson, City Attorney
19
IN WITNESS WHEREOF, the Parties have caused this Agreement to the signed by their duly constituted
legal representatives and is effective as of the Effective Date.
CITY OF PHOENIX, a municipal corporation
JEFFREY BARTON, City Manager
___________________________________
NANCY ALLEN
OFFICE OF ENVIRONMENTAL PROGRAMS
ATTEST:
_______________________________
City Clerk
APPROVED AS TO FORM:
Julie M. Kreigh, City Attorney
By: ___________________________
Assistant Chief Counsel
MARICOPA COUNTY:
Jack Sellers, Chairman
Maricopa County Board of Supervisors
Date
Attest by:
Juanita Garza, Clerk of the Board
Maricopa County
Date
Approved as to Form:
Undersigned counsel has reviewed the foregoing Agreement and determined it is in proper form
and within the powers and authority granted under the laws of the State of Arizona.
Max G. Carpinelli, Deputy County Attorney
Maricopa County
Date
20
IN WITNESS WHEREOF, the Parties have caused this Agreement to the signed by their duly
constituted legal representatives and is effective as of the Effective Date.
CITY OF PHOENIX, a municipal corporation
JEFFREY BARTON, City Manager
___________________________________
NANCY ALLEN
OFFICE OF ENVIRONMENTAL PROGRAMS
ATTEST:
_______________________________
City Clerk
APPROVED AS TO FORM:
Julie M. Kreigh, City Attorney
By: ___________________________
Assistant Chief Counsel
OFFICE OF THE GOVERNOR OF THE
STATE OF ARIZONA
____________________________________
SIGNATURE
____________________________________
PRINTED NAME
____________________________________
TITLE
____________________________________
DATE
21
Exhibit A – City of Mesa, Workplan, Schedule, Budget
1. Description of Work Plan
Project 1: City of Mesa Fleet Electrification and Charging Infrastructure Development (Fleet
Electrification). This measure funds the transition of public fleets to electric vehicles (EVs) and the
installation of EV charging infrastructure (including utility upgrades). Projects include the procurement
of light-duty service municipal vehicles. This measure is highly effective in achieving near-term
pollutant emission reductions.
Project 2: Food Waste to Energy – Pre-processing Facility and Water Reclamation Plant Upgrades.
This project will repurpose a former landfill site by constructing a pre-processing facility for food waste,
which will divert organic waste from local landfills. Associated upgrades to Mesa’s water reclamation
plant will install a receiving station and equipment to inject the processed food waste into existing
anaerobic digesters on site, which will generate biogas from the food waste, providing a renewable
energy source while using existing infrastructure to maximize project benefits.
In addition to the GHG emissions avoided (from landfill, flare, and fossil fuel vehicle use), the project
will extend the life of landfills and provide a local supply of renewable natural gas (RNG), which will be
used to power Mesa’s solid waste vehicle fleet.
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Estimated advance payments shown in this table.
Federal Fiscal
Year
Quarter
Project 1: Fleet Electrification - Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Plan for grant implementation, hire and onboard grant-
funded positions, refine site selection and placement
criteria for EV Charging Stations, identify vehicle ordering
windows, adjust Engineering contracts and Fleet contracts,
as needed to meet grant requirements. Issue Request for
Proposal/Bid, comply with all federal requirements.
Request advance to pay for first phase annual work goal -
$6,128,000.
Quarter 2
Jan-Mar 2025
Annual Goal:
• First phase design work, permitting, and
construction of charging infrastructure and
22
electrical upgrades at ~4 sites for 90 – 120 L2 EV
chargers and 5 – 10 DCFC chargers.
• Use City’s Asset Management System to identify
vehicle needs, purchase 75 electric vehicles.
Quarter 3
Apr-June 2025
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2025
Continue working to meet annual goal.
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Request advance to pay for second phase annual work goal
- $6,021,000.
Annual goal:
• Second phase design work, permitting, and
construction of charging infrastructure and
electrical upgrades at ~8 sites for 90 – 120 L2 EV
chargers and 5 – 10 DCFC chargers.
• Use City’s Asset Management System to identify
vehicle needs, purchase 75 electric vehicles.
Quarter 2
Jan-Mar 2026
Continue working to meet annual goal.
Quarter 3
Apr-June 2026
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2026
Continue working to meet annual goal.
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Request advance to pay for third phase annual work goal -
$6,024,000.
Annual Goal:
• Third phase design work, permitting, and
construction of charging infrastructure and
electrical upgrades at ~6 sites for 90 – 120 L2
chargers and 5 – 10 DCFC chargers.
• Use City’s Asset Management System to put
together vehicle purchase list, purchase 75 electric
vehicles.
Quarter 2
Jan-Mar 2027
Continue working to meet annual goal.
Quarter 3
Apr-June 2027
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2027
Continue working to meet annual goal.
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Request advance to pay for fourth phase annual work goal
- $7,110,000.
Annual Goal:
23
• Fourth phase design work, permitting, and
construction of charging infrastructure and
electrical upgrades for at ~8 sites for 90 – 120 L2
chargers and 5 – 10 DCFC chargers.
• Use City’s Asset Management System to put
together vehicle purchase list, purchase 75 electric
vehicles.
Quarter 2
Jan-Mar 2028
Continue working to meet annual goal.
Quarter 3
Apr-June 2028
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2028
Continue working to meet annual goal.
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Request advance to pay for fifth phase of annual work goal
– $4,625,000.
Annual Goal:
• Fifth phase design work, permitting, and
construction of charging infrastructure and
electrical upgrades – 1 large service center site for
90 – 120 L2 chargers and 5 – 10 DCFC chargers).
• Use City’s Asset Management System to put
together vehicle purchase list, purchase 75 electric
vehicles.
Quarter 2
Jan-Mar 2029
Continue working to meet annual goal.
Quarter 3
Apr-June 2029
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2029
Verify completion of the following Output Goals:
• Have 375 EVis in fleet or ordered and paid for
• Have 550 Level 2 and 25 direct current fast charging
(DCFC) charging stations installed or in final stages
of installment.
• All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
24
Federal Fiscal
Year
Quarter
Project 2: Food Waste To Energy Project –
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Plan for grant implementation, hire, and onboard grant-
funded positions.
Request advance to pay for annual work goal - $7,644,000.
Annual Goal/Planning phase:
• Complete design of food waste and other organic
waste processing facility, wastewater treatment
plant facility upgrades and modular gas upgrading
system.
• Coordinate food waste and other organic waste
sources and diversion program planning.
• Complete a technical review of feedstock
percentages and quality standards to ensure
anaerobic digestion efficacy will be sustained.
• Adjust Engineering contracts and Procurement
contracts, as needed to meet grant requirements.
Quarter 2
Jan-Mar 2025
Continue working to meet annual goal.
Quarter 3
Apr-June 2025
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2025
Receive Council approval for construction contracts and
order long lead time equipment.
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Request advance to pay for annual work goal - $9,172,000.
Annual Goal: Begin construction of the food waste and
other organic waste processing facility, bio slurry receiving
station and add additional biogas treatment capacity at the
wastewater treatment plant.
Quarter 2
Jan-Mar 2026
Continue working to meet annual goal.
Quarter 3
Apr-June 2026
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2026
Continue working to meet annual goal.
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Request advance to pay for annual work goal -
$10,192,000.
Annual Goal: Continue construction of the food waste and
other organic waste processing facility, bio slurry receiving
station and add additional biogas treatment capacity at the
wastewater treatment plant.
25
Quarter 2
Jan-Mar 2027
Finalize food waste and other organic waste contracts,
including tipping fees and scheduling/routing of collection
and delivery vehicles.
Quarter 3
Apr-June 2027
Continue working to meet annual goal.
Quarter 4
Jul-Sep 2027
Continue working to meet annual goal.
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Request advance to pay for annual work goal - $1,020,000.
Annual Goal: Finish construction and begin implementation
of regional food waste and other organic waste collection
and processing program. Begin processing of food waste
and other organic waste to ensure bioslury will meet
quality standards. Treatment of additional biogas
generated at the wastewater treatment plant to pipeline
quality standards for injection of renewable natural gas
into natural gas utility.
Quarter 2
Jan-Mar 2028
Gradually increase amounts of bioslury that will be
introduced to digesters to maximize biogas production.
Quarter 3
Apr-June 2028
Gradually increase amounts of bioslury that will be
introduced to digesters to maximize biogas production.
Quarter 4
Jul-Sep 2028
Gradually increase amounts of bioslury that will be
introduced to digesters to maximize biogas production.
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
100% implementation.
Quarter 2
Jan-Mar 2029
Quarter 3
Apr-June 2029
Final adjustments.
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the City, using the template included as Attachment 2:
26
Please include the outputs, outcomes, and performance measures as identified in the Work Plan.
Project 1: City of Mesa Fleet Electrification and Charging Infrastructure Development
• 375 electric vehicles
• 550 Level 2 charging stations and 25 direct current fast charging (DCFC) charging stations
• 3 staff members hired for project administration and implementation.
Project 2: Food Waste to Energy – Pre-processing Facility and Water Reclamation Plant Upgrades.
• 20,800 tons of food waste diverted from landfills
• 653,240 therms of biogas generated
• 2.6 million gallons of fats, oils, and grease processed
• 4 staff members hired for project implementation
5. Budget
27
MESA FLEET PROJECT ELECTRIFICATION BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
1 FTE Senior Electrical Engineer, Project Manager with 3%/year salary
increases
$111,112
$114,445
$117,879
$121,415
$125,057
$589,908
1 FTE Engineering Grants Compliance Officer
$87,059
$89,671
$92,361
$95,132
$97,986
$462,209
1 FTE Administrative Coordinator
70642
$72,761
$74,944
$77,192
$79,508
$375,047
TOTAL PERSONNEL
$268,813
$276,877
$285,184
$293,739
$302,551
$1,427,164
Fringe Benefits
1 FTE Senior Electrical Engineer, Project Manager
$40,770
$41,994
$43,253
$44,551
$45,888
$216,456
1 FTE Engineering Grants Compliance Officer
$35,886
$36,963
$38,072
$39,214
$40,390
$190,525
1 FTE Administrative Coordinator
$31,980
$32,939
$33,928
$34,945
$35,994
$169,786
TOTAL FRINGE BENEFITS
$108,636
$111,896
$115,253
$118,710
$122,272
$576,767
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
Purchase of electric fleet vehicles (75 vehicles per year @72,000 per
vehicle + 3% annual escalation beginning year two)
$5,400,000
$5,562,000
$5,304,450
$5,460,000
$5,625,000
$27,351,450
$0
TOTAL EQUIPMENT
$5,400,000
$5,562,000
$5,304,450
$5,460,000
$5,625,000
$27,351,450
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
$0
$0
$0
$0
TOTAL CONTRACTUAL
$0
$0
$0
$0
$0
$0
OTHER
Contractors to design and construct charging infrastructure and
electrical upgrades on 4 sites, all CEJST sites
$6,128,000
$6,128,000
Contractors to design and construct charging infrastructure and
electrical upgrades on 8 sites with est CPI escalator. CEJST, except 2 L2
ports in non-CEJST.
$6,021,000
$6,021,000
Contractors to design and construct charging infrastructure and
electrical upgrades on 6 sites with CPI escalator, CEJST except 3 L2 ports
in non-CEJST
$6,024,000
$6,024,000
Contractors to design and construct charging infrastructure and
electrical upgrades on 8 sites with est CPI escalator. CEJST, except 4 L2
+ 1 DC fast charging ports service Police/Fire in non-CEJST.
$7,110,000
$7,110,000
Contractors to design and construct charging infrastructure and
electrical upgrades on 1 non-CEJST large service center site serving
CEJST and non-CEJST utility customers with CPI escalator
$4,625,000
$4,625,000
$0
TOTAL OTHER
$6,128,000
$6,021,000
$6,024,000
$7,110,000
$4,625,000
$29,908,000
TOTAL DIRECT
$11,905,449
$11,971,773
$11,728,887
$12,982,449
$10,674,823
$59,263,381
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$11,905,449
$11,971,773
$11,728,887
$12,982,449
$10,674,823
$59,263,381
28
MESA FOOD WASTE TO ENERGY PROJECT BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
1 FTE Special Projects Manager
$87,059
$89,671
$92,361
$95,132
$97,986
$462,209
1 FTE Engineering Program Manager
$105,807
$108,981
$112,251
$115,618
$119,087
$561,744
1 FTE Engineering Grants Compliance Officer
$87,059
$89,671
$92,361
$95,132
$97,986
$462,209
1 FTE Administrative Coordinator
$70,642
$72,761
$74,944
$77,192
$79,508
$375,047
TOTAL PERSONNEL
$350,567
$361,084
$371,917
$383,074
$394,567
$1,861,209
Fringe Benefits
1 FTE Special Projects Manager
$35,886
$36,963
$38,072
$39,214
$40,390
$190,525
1 FTE Engineering Program Manager
$39,693
$40,884
$42,111
$43,374
$44,675
$210,737
1 FTE Engineering Grants Compliance Officer
$35,886
$36,963
$38,072
$39,214
$40,390
$190,525
1 FTE Administrative Coordinator
$31,980
$32,939
$33,928
$34,945
$35,994
$169,786
TOTAL FRINGE BENEFITS
$143,445
$147,749
$152,183
$156,747
$161,449
$761,574
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
$0
$0
TOTAL EQUIPMENT
$0
$0
$0
$0
$0
$0
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
$0
$0
$0
$0
TOTAL CONTRACTUAL
$0
$0
$0
$0
$0
$0
OTHER
Planning phase: complete wastewater treatment plant
facility design and modular system design, coordinate
food waste sources and diversion program planning.
$7,644,000
$7,644,000
Begin construction of the food waste processing facility,
bio slurry receiving station and add additional biogas
treatment capacity at the wastewater treatment plant.
$9,172,000
$9,172,000
Continue construction of the food waste processing
facility, bio slurry receiving station and add additional
biogas treatment capacity at the wastewater treatment
plant
$10,192,000
$10,192,000
Finish construction and begin implementation of
regional food waste collection and processing program.
Treatment of additional biogas generated at the
wastewater treatment plant to pipeline quality
standards for injection of renewable natural gas into
natural gas utility.
$10,192,000
$10,192,000
100% implementation.
$1,020,000
$1,020,000
$0
TOTAL OTHER
$7,644,000
$9,172,000
$10,192,000
$10,192,000
$1,020,000
$38,220,000
TOTAL DIRECT
$8,138,013
$9,680,833
$10,716,100
$10,731,821
$1,576,016
$40,842,783
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$8,138,013
$9,680,833
$10,716,100
$10,731,821
$1,576,016
$40,842,783
29
Exhibit B – City of Tempe, Workplan, Schedule, Budget
Project 1: Microgrids on Three Municipal Buildings
1. Description of Work Plan
The City of Tempe is proposing developing microgrids on three municipal buildings serving as
Resilience Hubs: Escalante Community Center, Westside Multi-Generational Center, and Tempe Public
Library. This project includes energy audits, energy efficiency retrofits suggested from the audits, hiring
consultants to design and install the microgrids, and developing operations and maintenance for the
three sites.
2. Schedule
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
RFP for Energy Audits. RFP for microgrid design
consultation
Quarter 2
Jan-Mar 2025
Energy Audits started
Quarter 3
Apr-June 2025
Quarter 4
Jul-Sep 2025
Energy retrofits started. Microgrid design consultation
begins
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Quarter 2
Jan-Mar 2026
Quarter 3
Apr-June 2026
Quarter 4
Jul-Sep 2026
RFP for microgrid installation.
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Microgrid installation begins
Quarter 2
Jan-Mar 2027
Quarter 3
Apr-June 2027
Quarter 4
Jul-Sep 2027
30
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Quarter 2
Jan-Mar 2028
Quarter 3
Apr-June 2028
Quarter 4
Jul-Sep 2028
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
O&M
Quarter 2
Jan-Mar 2029
Quarter 3
Apr-June 2029
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The Escalante Multi-Generational Center is located at 2150 E. Orange St., Tempe, AZ 85281. This is in
Census Tract #04013319201, which is considered disadvantaged.
The Westside Multi-Generational Center is located at 715 W. 5th St., Tempe, AZ 85281. This is in
Census tract #04013111204. This tract is not considered disadvantaged but is less than 2 miles away
from a tract that is considered disadvantaged.
The Tempe Public Library is located at 3500 S. Rural Rd., Tempe, AZ 85282. This is in Census tract
#04013111204. This tract is not considered disadvantaged but is less than 2 miles away from a tract
that is considered disadvantaged.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
Project 1: Microgrids on Municipal Buildings ♣ 3 microgrids brought online in Tempe ♣ 10 microgrids
with Coalition members and partners ♣ 6,379,797 kilowatt hours (kWh) of clean electricity generated
(by 2030) ♣ 1 staff member hired for project implementation.
Performance Measures: Tempe will report on the progress of the implementation plan, including the
status of the energy audits, the RFP progress, energy retrofits, microgrid design and installation.
5. Budget
31
TEMPE MICROGRID BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
FTE Project Manager
$80,000
$80,000
$160,000
$0
TOTAL PERSONNEL
$80,000
$80,000
$0
$0
$0
$160,000
Fringe Benefits
FICA
$6,120
$6,120
$12,240
ASRS
$9,816
$9,816
$19,632
Health Life
$15,963
$15,963
$31,926
TOTAL FRINGE BENEFITS
$31,899
$31,899
$0
$0
$0
$63,798
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
$0
$0
TOTAL EQUIPMENT
$0
$0
$0
$0
$0
$0
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
Energy Audit - Escalante
$40,000
$40,000
Energy Audit - Tempe Library
$60,000
$60,000
Energy Retrofits - Escalante
$200,000
$200,000
Energy Retrofits - Westside
$223,000
$223,000
Energy Retrofits - Tempe Library
$490,392
$490,392
Consultant for Microgrid design - Escalante
$254,050
$254,050
Consultant for Microgrid design - Westside
$240,318
$240,318
Consultant for Microgrid design - Tempe Library
$1,007,335
$1,007,335
Solar & Battery installation - Escalante
$2,440,500
$2,440,500
Solar & Battery installation - Westside
$2,303,181
$2,303,181
Solar & Battery installation - Tempe Library
$2,904,000
$2,904,000
TOTAL CONTRACTUAL
$100,000
$913,392
$1,501,703
$7,647,681
$0
$10,162,776
OTHER
O&M - Escalante
$38,100
$38,100
O&M - Westside
$35,956
$35,956
O&M - Tempe Library
$155,699
$155,699
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$229,755
$229,755
TOTAL DIRECT
$211,899
$1,025,291
$1,501,703
$7,647,681
$229,755
$10,616,329
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$211,899
$1,025,291
$1,501,703
$7,647,681
$229,755
$10,616,329
32
Project 2: Battery Electric Buses & Charging Infrastructure
1. Description of Work Plan
City of Tempe is proposing the purchase of ten Battery Electric Buses to be used on the Orbit
Neighborhood Circulator route, specifically on the Mercury and Earth routes. Charging infrastructure will
be located at both Tempe Transportation Center to provide in-route charging and at the East Valley Bus
Operations & Maintenance Facility to provide overnight charging.
2. Schedule
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
RFP for EV charging design consultant, hiring for FTE, RFP
for buses
Quarter 2
Jan-Mar 2025
Quarter 3
Apr-June 2025
EV charging design consultation begins
Quarter 4
Jul-Sep 2025
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Buses ordered
Quarter 2
Jan-Mar 2026
Quarter 3
Apr-June 2026
Quarter 4
Jul-Sep 2026
Electrical upgrades begin
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Quarter 2
Jan-Mar 2027
Quarter 3
Apr-June 2027
Charger installation begins
Quarter 4
Jul-Sep 2027
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Quarter 2
Jan-Mar 2028
33
Quarter 3
Apr-June 2028
Workforce development training begins
Quarter 4
Jul-Sep 2028
Electric bus delivery.
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Quarter 2
Jan-Mar 2029
Quarter 3
Apr-June 2029
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
Buses will be placed on routes through neighborhoods that experience high heat exposure and on high
mileage routes. Five buses would be deployed for the Mercury route which goes through Census tracts
319101, 319103, 319201 and 319202 which are designated as disadvantaged, and have the first, third,
fourth and fifth highest heat priority scores in the City. The remaining 5 buses will be deployed to the
Earth route which is the highest mileage route.
The Tempe Transportation Center is located at 200 E. Fifth St, Tempe, AZ 85281. This will be the
location of the in-route chargers for the buses. This is in Census tract #04013111204. This tract is not
considered disadvantaged.
The East Valley Bus Operations and Maintenance Facility is located at 2050 W. Rio Salado Parkway,
Tempe, AZ 85281. This is in Census tract #04013111204. This tract is not considered disadvantaged.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
Outputs & Outcomes:
10 BEBs ♣ 10 depot and 3 overhead and/or inductive fast chargers ♣ 1 staff member hired for project
implementation.
Performance Measures: Tempe will report on the progress of the implementation plan, including the
status of the RFP progress, the electrical design and consultation, bus procurement, installation of
electrical charging infrastructure, and workforce training.
34
5. Budget
TEMPE ORBIT BUS ELECTRIFICATION BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
Project Manager
$150,000
$150,000
$150,000
$150,000
$150,000
$750,000
$0
$0
TOTAL PERSONNEL
$150,000
$150,000
$150,000
$150,000
$150,000
$750,000
Fringe Benefits
FICA
$11,475
$11,475
$11,475
$11,475
$11,475
$57,375
ASRS
$18,405
$18,405
$18,405
$18,405
$18,405
$92,025
Health/Life
$15,963
$15,963
$15,963
$15,963
$15,963
$79,815
TOTAL FRINGE BENEFITS
$45,843
$45,843
$45,843
$45,843
$45,843
$229,215
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
10 Fast Charge Battery Electric Buses
$12,740,880
$12,740,880
3 Overhead and/or inductive fast chargers at Tempe
Transportation Center (installation included)
$1,800,000
$1,800,000
10 Depot chargers at EVBOM
$1,500,000
$1,500,000
$0
$0
$0
TOTAL EQUIPMENT
$0
$3,300,000
$12,740,880
$0
$0
$16,040,880
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
Electrical upgrades at TTC
$300,000
$300,000
On-route charger design & build at TTC
$2,160,000
$2,160,000
Depot chargers design & build at EVBOM
$2,160,000
$2,160,000
Design Consultant TTC & EVBOM
$500,000
$500,000
TOTAL CONTRACTUAL
$500,000
$4,620,000
$0
$0
$0
$5,120,000
OTHER
Workforce Development (mechanics, operators & COT
staff)
$175,000
$175,000
$350,000
$0
$0
$0
$0
$0
TOTAL OTHER
$0
$0
$175,000
$175,000
$0
$350,000
TOTAL DIRECT
$695,843
$8,115,843
$13,111,723
$370,843
$195,843
$22,490,095
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$695,843
$8,115,843
$13,111,723
$370,843
$195,843
$22,490,095
35
Project 3: Electric Fleet Vehicle & Training purchase
1. Description of Work Plan -
City of Tempe is proposing the purchase of five electric vehicles to replace fossil fuel powered vehicles
in the municipal fleet and for electric vehicle maintenance training for the city’s mechanics.
2. Schedule
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Quarter 2
Jan-Mar 2025
Order placed for 5 vehicles
Quarter 3
Apr-June 2025
Quarter 4
Jul-Sep 2025
EV Training begins
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Quarter 2
Jan-Mar 2026
Quarter 3
Apr-June 2026
Quarter 4
Jul-Sep 2026
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Quarter 2
Jan-Mar 2027
Quarter 3
Apr-June 2027
Quarter 4
Jul-Sep 2027
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Quarter 2
Jan-Mar 2028
Quarter 3
Apr-June 2028
36
Quarter 4
Jul-Sep 2028
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Quarter 2
Jan-Mar 2029
Quarter 3
Apr-June 2029
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The vehicles will be parked at City of Tempe facilities. Fleet vehicles are driven through the city and the
region and will travel through disadvantaged communities.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
Outputs & Outcomes:
5 EVs purchased ♣ EV fleet maintenance training for 33 City mechanics.
Performance Measures: Tempe will report on the progress of the implementation plan, including the
purchase of the vehicles, and workforce training.
37
5. Budget
TEMPE ELECTRIC FLEET VEHICLES & TRAINING BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
$0
$0
$0
TOTAL PERSONNEL
$0
$0
$0
$0
$0
$0
Fringe Benefits
$0
$0
$0
TOTAL FRINGE BENEFITS
$0
$0
$0
$0
$0
$0
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
Five light-duty trucks
$325,000
$325,000
$0
TOTAL EQUIPMENT
$325,000
$0
$0
$0
$0
$325,000
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
EV Maintenance Training for 33 mechanics
$13,200
$13,200
$0
$0
$0
TOTAL CONTRACTUAL
$13,200
$0
$0
$0
$0
$13,200
OTHER
$0
$0
$0
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$0
$0
TOTAL DIRECT
$338,200
$0
$0
$0
$0
$338,200
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$338,200
$0
$0
$0
$0
$338,200
38
Exhibit C – Maricopa County, Workplan, Schedule, Budget
1. Description of Work Plan
a. Fleet Electrification and Charging Infrastructure Development: This measure funds the
transition of public fleets to electric vehicles (EVs) and the installation of EV charging
infrastructure (including utility upgrades). Projects include the procurement of light-, medium-,
and heavy-duty service municipal and public transit vehicles (battery electric buses [BEBs] and
hydrogen fuel cell electric buses [FCEBs]). This measure is highly effective in achieving near-
term pollutant emission reductions.
b. Commercial Lawn Mower Electrification: This measure electrifies commercial lawn mowers
used by government agencies, universities, golf courses, and resorts. It offers a voucher
program providing up to $20,000 towards the cost of a new electric lawn mower for use in
Maricopa County. The high cost of such lawn mowers has slowed the adoption of electric
options, and the vouchers funded through this program will offset that differential, allowing
businesses to benefit from the improved life-cycle costs of more efficient, lower-maintenance,
and cleaner electric equipment. Maricopa County’s well-established program to reduce
pollution from residential lawn equipment by switching to electric products bodes well for its
ability to expand to commercial mowers. In addition to carbon dioxide (CO2) emissions,
pollutants emitted by gasoline powered lawn equipment include fine particulate matter
(PM2.5), ozone-forming NOx, and VOCs. Maricopa County’s Project 10 would result in 113.9
metric tons of VOCs reduced by 2030 (85% of all projects’ VOC reduction) and 683.3 metric tons
of VOCs reduced by 2050 (90% of all projects’ VOC reduction).
c. Low-income HVAC Replacement Program: Operated by Maricopa County, this project replaces
low-efficiency HVAC systems with high-performance heat pumps for low- and moderate-
income households. Implemented in coordination with the City of Phoenix energy efficiency
upgrade programs described below (by referring participants who may qualify for additional
services), this measure supports low-income households that are particularly reliant on a high-
carbon economy and most vulnerable to extreme heat.
d. Fireplace Electrification: Maricopa County will operate a program to replace wood-burning
fireplaces with zero-emission electric fireplace inserts installed by contractors. With approval
from the Maricopa County Air Quality Department (MCAQD) and proof of installation, MCAQD
will pay the contractor the cost of the fireplace inserts and installation (up to $2,000). Maricopa
County plans to install 1,500 electric fireplaces throughout the county, which will reduce PM2.5
emissions by 15 tons by 2030. This program will be particularly beneficial as new PM2.5
regulations take effect, which may lead the MAG region to become a nonattainment area (not
meeting federal standards for air quality).
39
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Begin RFP/procurement processes for programs a, b, c, &
d.
Begin hiring process for all program staffing needs
Quarter 2
Jan-Mar 2025
Begin outreach development for all programs as needed
Continue RFP/procurement processes for all programs
Quarter 3
Apr-June 2025
Begin ordering EVs.
Begin infrastructure installations for EV chargers and
maintenance bays as possible.
Outreach begins for all programs it is needed for.
Begin HVAC, fireplace, and commercial mower voucher
programs
Quarter 4
Jul-Sep 2025
Meet the following approximate output goals for year 1:
• Have 50-80 EVs ordered
• Install 50-80 EV chargers
• Have 50% of service center upgrades in
progress
• Have 20 techs trained
• Issue 50 commercial lawn mower
vouchers
• Install 300 electric fireplaces
• Replace 250 HVAC units
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Continue programs to meet output goals for in Quarter 4.
Quarter 2
Jan-Mar 2026
Continue programs to meet output goals for in Quarter 4.
Quarter 3
Apr-June 2026
Continue programs to meet output goals for in Quarter 4.
Quarter 4
Jul-Sep 2026
Meet the following approximate output goals for year 2:
• Order 50-80 more EVs
• Install 50-80 more EV chargers
• Have 75% of service center upgrades in
progress
40
• Have 20 more techs trained
• Issue 50 more commercial lawn mower
vouchers
• Install 300 more electric fireplaces
• Replace 250 more HVAC units
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Continue programs to meet output goals for in Quarter 4.
Quarter 2
Jan-Mar 2027
Continue programs to meet output goals for in Quarter 4.
Quarter 3
Apr-June 2027
Continue programs to meet output goals for in Quarter 4.
Quarter 4
Jul-Sep 2027
Meet the following approximate output goals for year 3:
• Order 50-80 more EVs
• Install 50-80 more EV chargers
• Have 100% of service center upgrades in
progress
• Have technicians fully trained
• Issue 50 more commercial lawn mower
vouchers
• Install 300 more electric fireplaces
• Replace 250 more HVAC units
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Continue programs to meet output goals for in Quarter 4.
Quarter 2
Jan-Mar 2028
Continue programs to meet output goals for in Quarter 4.
Quarter 3
Apr-June 2028
Continue programs to meet output goals for in Quarter 4.
Quarter 4
Jul-Sep 2028
Meet the following approximate output goals for year 4:
• Order 50-80 more EVs
• Install 50-80 more EV chargers
• Issue 50 more commercial lawn mower
vouchers
• Install 300 more electric fireplaces
• Replace 250 more HVAC units
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Continue programs to meet output goals for in Quarter 4.
Quarter 2
Jan-Mar 2029
Continue programs to meet output goals for in Quarter 4.
Quarter 3
Apr-June 2029
Continue programs to meet output goals for in Quarter 4.
41
Quarter 4
Jul-Sep 2029
Complete the following output goals:
• Have 377 EVs in fleet or ordered and paid for
• Have 377 chargers installed or in final stages of
installment
• Have 250 commercial lawn mower vouchers issued
• Have 1500 electric fireplaces installed
• Have 1,250 HVAC units installed
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the City, using the template included as Attachment 2:
a. Fleet Electrification
• 377 EVs
• 377 Level 2 (L2) charging stations
• 2 staff members hired for project administration and implementation
b. Lawn Mower Electrification
• 250 riding and stand-on lawn mower vouchers distributed
• 1 staff member hired for project implementation
c. Low Income HVAC Replacement Program
• 1,250 HVAC units installed
• 3 staff members hired for project implementation
d. Regional Fireplace Electrification Program
• 1,500 fireplaces replaced with electric equipment
5. Budget
42
MARICOPA COUNTY FLEET ELECTRIFICATION BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
EQS - 1 FTE Office Assistant Specialized
$44,179
$46,388
$48,708
$51,143
$53,700
$244,118
FMD - 1 FTE Project Manager
$67,379
$70,748
$74,285
$77,999
$81,989
$372,400
$0
TOTAL PERSONNEL
$111,558
$117,136
$122,993
$129,142
$135,689
$616,518
Fringe Benefits
EQS - 1 FTE Office Assistant Specialized [Benefits =
$13,632 per FTE + (Salary * 0.1994)]
$22,441
$22,882
$23,344
$23,830
$24,340
$116,837
FMD - 1 FTE Project Manager [Benefits = $13,632 per
FTE + (Salary * 0.1994)]
$27,068
$27,740
$28,445
$29,185
$29,963
$142,401
TOTAL FRINGE BENEFITS
$49,509
$50,622
$51,789
$53,015
$54,303
$259,238
Travel
TOTAL TRAVEL
0
0
0
0
0
0
Equipment
Electric vehicles (Approximately 50 - 80 vehicles per
year) [Maricopa County EV Infrastructure Plan - Page 8].
$1,700,000
$1,700,000
$1,700,000
$1,700,000
$1,700,000
$8,500,000
EV lifts and battery lifting tables (Full facility upgrades
years 1 & 2, final upgrades and maintenance year 3)
$90,000
$95,000
$50,000
$235,000
TOTAL EQUIPMENT
$1,790,000
$1,795,000
$1,750,000
$1,700,000
$1,700,000
$8,735,000
Supplies
EV diagnostic/maintenance safety equipment
(Equipment procurement years 1 & 2, upgrades and
maintenance of equipment years 3, 4, & 5)
$100,000
$50,000
$25,000
$15,000
$10,000
$200,000
TOTAL SUPPLIES
$100,000
$50,000
$25,000
$15,000
$10,000
$200,000
Contractual
Charging Infrastructure Direct Costs (Approximately 70-
80 chargers annually until 377 chargers is reached)
[Maricopa County EV Infrastructure Plan - Page 29].
$597,466
$615,390
$633,852
$652,868
$641,617
$3,141,193
Maintenance and technician training for 40 technicians
(Full staff training/certification programs years 1 & 2,
Recertifications and new staff training years 3, 4, & 5)
$112,000
$118,000
$95,000
$325,000
TOTAL CONTRACTUAL
$709,466
$733,390
$728,852
$652,868
$641,617
$3,466,193
OTHER
Charging Infrastructure Owner Costs (Taxes, Fees,
Contingencies, etc.) [Maricopa County EV Infrastructure
Plan - Page 29].
$113,625
$117,034
$120,545
$124,161
$122,021
$597,386
Service center upgrades (non-capital) (Full facility
upgrades years 1 & 2, final upgrades and maintenance
year 3)
$44,000
$46,000
$25,000
$115,000
TOTAL OTHER
$157,625
$163,034
$145,545
$124,161
$122,021
$712,386
TOTAL DIRECT
$2,918,159
$2,909,182
$2,824,179
$2,674,186
$2,663,630
$13,989,335
Indirect
Costs
Indirect Costs
Charging Infrastructure [Maricopa County EV
Infrastructure Plan - Page 29].
$182,866
$188,352
$194,002
$199,822
$196,379
$961,421
Maricopa County Indirect Cost
$426,256
$420,964
$381,382
$361,947
$349,382
$1,939,931
TOTAL INDIRECT
$609,122
$609,316
$575,384
$561,769
$545,761
$2,901,352
TOTAL
FUNDING
$3,527,281
$3,518,498
$3,399,563
$3,235,955
$3,209,391
$16,890,687
43
MARICOPA COUNTY COMMERCIAL LAWN MOWER ELECTRIFICATION PROGRAM BUDGET BY YEAR
COST-TYPE CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct CostsPersonnel
MCAQD - 1 FTE Senior Planner
$73,092
$76,747
$80,584
$84,613
$88,844
$403,879
$0
$0
TOTAL PERSONNEL
$73,092
$76,746
$80,584
$84,613
$88,843
$403,879
Fringe Benefits
MCAQD - Senior Planner [Benefits = $13,632 per FTE +
(Salary * 0.1994)]
$28,207
$28,936
$29,701
$30,504
$31,348
$148,696
$0
$0
TOTAL FRINGE BENEFITS
$28,207
$28,936
$29,701
$30,504
$31,348
$148,696
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
$0
$0
TOTAL EQUIPMENT
$0
$0
$0
$0
$0
$0
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
$0
$0
$0
$0
TOTAL CONTRACTUAL
$0
$0
$0
$0
$0
$0
Other
Vouchers to incentivize the purchase of commercial
electric lawnmowers (50 lawnmowers a year for a total
of 250 lawnmowers)
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$5,000,000
$0
$0
$0
$0
$0
TOTAL OTHER
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$5,000,000
TOTAL DIRECT
$1,101,299
$1,105,682
$1,110,285
$1,115,117
$1,120,191
$5,552,574
Indirect
Costs
Indirect Costs
MCAQD approved Grants Indirect Rate for FY 2024
$35,799
$37,348
$38,975
$40,682
$42,475
$195,279
$0
TOTAL INDIRECT
$35,799
$37,348
$38,975
$40,682
$42,475
$195,279
TOTAL
FUNDING
$1,137,098
$1,143,030
$1,149,260
$1,155,799
$1,162,666
$5,747,853
44
MARICOPA COUNTY LOW INCOME HVAC REPLACEMENT PROGRAM BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs
Personnel
HSD - 2 FTE Project Managers and 1 FTE Client Specialist
$196,794
$206,634
$216,965
$227,814
$239,204
$1,087,411
$0
$0
TOTAL PERSONNEL
$196,794
$206,634
$216,965
$227,814
$239,204
$1,087,411
Fringe Benefits
HSD - 2 FTE Project Managers and 1 FTE Client Specialist [Benefits =
$13,632 per FTE + (Salary * 0.1994)]
$80,137
$84,144
$88,351
$92,768
$97,407
$442,807
$0
$0
TOTAL FRINGE BENEFITS
$80,137
$84,144
$88,351
$92,768
$97,407
$442,807
Travel
Mileage - 30,000 miles x $0.685/mile
$20,550
$20,550
$20,550
$20,550
$20,550
$102,750
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$20,550
$20,550
$20,550
$20,550
$20,550
$102,750
Equipment
$0
$0
TOTAL EQUIPMENT
$0
$0
$0
$0
$0
$0
Supplies
IT Equipment, Safety Equipment, Office Supplies
$14,400
$0
$0
$0
$0
$14,400
Cell Phone Chargers and Software Licenses
$4,080
$4,080
$4,080
$4,080
$4,080
$20,400
TOTAL SUPPLIES
$18,480
$4,080
$4,080
$4,080
$4,080
$34,800
Contractual
HVAC Units - 1,250 units; total cost of one new unit, labor, and associated
work = $24,000 [Based on historical knowledge from operating the
Emergency HVAC Program with alternate funding].
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$30,000,000
$0
$0
$0
TOTAL CONTRACTUAL
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$30,000,000
OTHER
Marketing and Advertising
$4,500
$0
$0
$0
$0
$4,500
Staff Training & Professional Development
$15,000
$15,000
$15,000
$15,000
$15,000
$75,000
$0
$0
$0
TOTAL OTHER
$19,500
$15,000
$15,000
$15,000
$15,000
$79,500
TOTAL DIRECT
$6,335,461
$6,330,408
$6,344,946
$6,360,212
$6,376,241
$31,747,268
Indirect
Costs
Indirect Costs
Indirect - Maricopa County Human Services [Based on indirect cost
agreement for federal grants]
$61,479
$64,553
$67,780
$71,169
$74,728
$339,709
Indirect - Maricopa County Air Quality Department [Based on MCAQD
Indirect Cost Plan]
$0
$0
$0
$0
$0
$0
TOTAL INDIRECT
$61,479
$64,553
$67,780
$71,169
$74,728
$339,709
TOTAL
FUNDING
$6,396,940
$6,394,961
$6,412,726
$6,431,381
$6,450,969
$32,086,977
45
MARICOPA COUNTY REGIONAL FIREPLACE ELECTRIFICATION PROGRAM BUDGET BY YEAR
COST-
TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Personnel
$0
$0
$0
TOTAL PERSONNEL
$0
$0
$0
$0
$0
$0
Fringe Benefits
$0
$0
$0
TOTAL FRINGE BENEFITS
$0
$0
$0
$0
$0
$0
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
$0
$0
TOTAL EQUIPMENT
$0
$0
$0
$0
$0
$0
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
Contractors for Fireplace Electrification Program (300 fireplace replacements a
year for a total of 1500 replacements)
$600,000
$600,000
$600,000
$600,000
$600,000
$3,000,000
$0
$0
$0
TOTAL CONTRACTUAL
$600,000
$600,000
$600,000
$600,000
$600,000
$3,000,000
OTHER
$0
$0
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$0
$0
TOTAL DIRECT
$600,000
$600,000
$600,000
$600,000
$600,000
$3,000,000
Indirect CosIndirect Costs
MCAQD approved Grants Indirect Rate for FY 2024
$212,040
$212,040
$212,040
$212,040
$212,040
$1,060,200
$0
TOTAL INDIRECT
$212,040
$212,040
$212,040
$212,040
$212,040
$1,060,200
TOTAL
FUNDING
$812,040
$812,040
$812,040
$812,040
$812,040
$4,060,200
46
Exhibit D – Office of the Governor of the State of Arizona, Workplan, Schedule, Budget
1. Description of Work Plan
This measure funds the transition of the state operated fleets to electric vehicles (EVs) and the
installation of EV charging infrastructure (including utility upgrades). The Project would electrify 56 light-
duty sedans each year for a total of 280 sedans, install 140 Level 2 EV chargers, and install 8 Level 3
chargers by 2030.
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Plan for grant implementation by hiring one EV Fleet Program
Manager, identify state fleet vehicles to be replaced, and identify
locations for chargers during first year of program.
Quarter 2
Jan-Mar 2025
Year 1 design, permitting, and construction of charging
infrastructure and procurement of EVs in accordance with state
and federal procurement guidelines.
Quarter 3
Apr-June 2025
Purchase 56 EVs, 35 L2 chargers, and two Level 3 chargers
Quarter 4
Jul-Sep 2025
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Year 2 design, permitting, and construction of charging
infrastructure and procurement of EVs in accordance with state
and federal procurement guidelines.
Quarter 2
Jan-Mar 2026
Purchase 56 EVs, 35 L2 chargers, and two Level 3 chargers
Quarter 3
Apr-June 2026
Quarter 4
Jul-Sep 2026
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Year 3 design, permitting, and construction of charging
infrastructure and procurement of EVs in accordance with state
and federal procurement guidelines.
Quarter 2
Jan-Mar 2027
Purchase 56 EVs, 35 L2 chargers, and two Level 3 chargers
47
Quarter 3
Apr-June 2027
Quarter 4
Jul-Sep 2027
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Year 4 design, permitting, and construction of charging
infrastructure and procurement of EVs in accordance with state
and federal procurement guidelines.
Quarter 2
Jan-Mar 2028
Purchase 56 EVs, 35 L2 chargers, and two Level 3 chargers
Quarter 3
Apr-June 2028
Quarter 4
Jul-Sep 2028
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Year 3 design, permitting, and construction of charging
infrastructure and procurement of EVs in accordance with state
and federal procurement guidelines.
Quarter 2
Jan-Mar 2029
Purchase 56 EVs
Quarter 3
Apr-June 2029
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the City, using the template included as Attachment 2:
• 280 light duty vehicles, 140 Level 2 chargers, eight Level 3 chargers
• Reduction of 13,914 MT of CO2
• As outlined in the schedule and budget sections, the Governor’s Office of Resiliency will report
performance based on the purchase of electric vehicles and installation of EV chargers on an
annual basis.
48
5. Budget
ARIZONA OFFICE OF RESILIENCY FLEET ELECTRIFICATION BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
EV Fleet Program Manager (1 FTE Project Mgr)
$80,000
$83,200
$86,528
$89,989
$93,589
$433,306
starting salary of $80,000 with 4% annual increase
$0
$0
TOTAL PERSONNEL
$80,000
$83,200
$86,528
$89,989
$93,589
$433,306
Fringe Benefits
EV Fleet Program Manager (1 FTE Project Mgr)
$26,400
$27,456
$28,554
$29,696
$30,884
$142,991
$0
$0
TOTAL FRINGE BENEFITS
$26,400
$27,456
$28,554
$29,696
$30,884
$142,991
Travel
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
280 Total EVs
$3,640,000
$3,640,000
$3,640,000
$3,640,000
$3,640,000
$18,200,000
56 EVs per year, est. cost of $65,000 per EV
$0
TOTAL EQUIPMENT
$3,640,000
$3,640,000
$3,640,000
$3,640,000
$3,640,000
$18,200,000
Supplies
140 Level 2 EV Chargers with 2 Cords each
$2,400,216
$2,400,216
$2,400,216
$2,400,216
$0
$9,600,863
35 L2 chargers per year, est. cost of $68,577.59 per
charger
8 Level 3 DC Fast Chargers wtih 2 Cords each
$468,863
$468,863
$468,863
$468,863
$0
$1,875,452
TOTAL SUPPLIES
$2,869,079
$2,869,079
$2,869,079
$2,869,079
$0
$11,476,315
Contractual
$0
$0
$0
$0
TOTAL CONTRACTUAL
$0
$0
$0
$0
$0
$0
OTHER
$0
$0
$0
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$0
$0
TOTAL DIRECT
$6,615,479
$6,619,735
$6,624,161
$6,628,764
$3,764,473
$30,252,612
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$6,615,479
$6,619,735
$6,624,161
$6,628,764
$3,764,473
$30,252,612
49
Exhibit E – City of Phoenix, Workplan, Schedule, Budget
1. Description of Work Plan - Fleet Electrification and Heavy-duty Vehicle Fleet Testing
These projects will fund the transition of public fleets to electric vehicles (EVs) and the installation of
EV charging infrastructure (including utility upgrades) in the city of Phoenix. Projects include the
procurement of light-, medium-, and heavy-duty service municipal vehicles. In addition, the City of
Phoenix will administer additional funding requests to extend this measure to Coalition partners (all
MAG member agencies). This measure also includes associated workforce development for EV-related
jobs, expanding this measure’s transformative impact for the region, because training provides the
skills to not only support the Coalition members’ efforts, but builds the capacity for private investment
in EVs as well.
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Federal Fiscal
Year
Quarter
Description of Activities
1st Year
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Project 6: Hire Project Managers (2FTE), Hire Project Staff
(2FTE), Request for Quote (RFQ) 36 Light Duty Trucks for
Phoenix, RFQ 12 Light Duty SUVs for Phoenix, RFQ
Electrical Hardware for Level 2 Phoenix, RFQ Electrical
Hardware for Level 3 Phoenix, RFQ Electrical Hardware
Level 2 for Coalition, RFQ 30 Light Duty Truck for Coalition,
RFQ 30 Light Duty SUV for Coalition, RFQ Telematic
Tracking Phoenix, Purchase Laptops and Mobile Phones,
RFQ Planning and Development (Coalition), RFQ
Engineering Services (Site Selection for Coalition level 2
charging), RFQ Fuel Force Tracking, RFQ Grand Opening of
Sites, Purchase Community Engagement, Purchase City
Fleet Promotion, (Rows 53-55 Budget) RFQ Training Video,
RFI JOC City Design, RFI JOC City Drawings (Rows 63-66
Budget).
Note: 50% Advance payment may be required for Electrical
Hardware (Rows 35,36,39).
Project 7:
50
Hire Project Manager, Hire Project Staff, RFQ Heavy Duty
Equipment –5 Grapple Trucks, 2 Skid Loaders, 2 Barrel
Trucks 2 Roll Off Trucks, 1 Fire Truck Pumper.
Quarter 2
Jan-Mar 2025
Project 6: Purchase 36 Light Duty Trucks Phoenix, Purchase
12 SUV Phoenix, Purchase 30 Light Duty Coalition Trucks,
Purchase 30 Light Duty Coalition SUV’s, Purchase Electrical
Hardware Level 2 Phoenix, Purchase Electrical Hardware
Level 3 Phoenix, Purchase Electrical Hardware level 2
Coalition, Purchase Engineering Services Coalition (Line
47,48), Purchase EV Service Consulting Coalition (Line 49),
Purchase Fuel Force Tracking Phoenix (Line 50) Purchase
City Design, Purchase City Drawings
Quarter 3
Apr-June 2025
Project 6: Purchase Mechanics Tools and Fire Blankets,
Purchase EV Testing Tools,
Project 7: Purchase 1 Grapple Truck, 1 Skid Loader,1 Barrel
Truck, 1 Roll Off Truck, 1 Fire Pump Truck
Quarter 4
Jul-Sep 2025
Project 6: Purchase Other Community Engagement (Public
Announcements and Advertising Row 64) Purchase Travel
for Training.
Project 7: Purchase Travel for Training
2nd Year
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Project 6: RFQ 36 Light Duty Trucks for Phoenix, RFQ 12
Light Duty SUV Phoenix, RFQ 30 light Duty Trucks Coalition,
RFQ 30 Light Duty SUV’s Coalition, Purchase Electrical
Hardware for Level 2, Purchase Electrical Hardware for
Level 3, Purchase Telematic Tracking, Purchase Engineering
Services, Purchase Planning and Development, Purchase EV
Service Consulting (Lines 47-49) Purchase Fuel Force
Tracking, Purchase Grand Opening of Sites, Purchase
Community Engagement, Purchase City Fleet Promotion,
Purchase JOC City Design, Purchase JOC City Drawings.
Quarter 2
Jan-Mar 2026
Project 6: Purchase 36 Light Duty Trucks for Phoenix,
Purchase 12 Light Duty SUVs for Phoenix, Purchase 30 Light
Duty Trucks for Coalition, Purchase 30 Light Duty SUVs for
Coalition
Quarter 3
Apr-June 2026
Project 6: Purchase Mechanics Tools, Purchase EV Fire
Blankets
Project 7: Purchase 1 Grapple Truck
Quarter 4
Jul-Sep 2026
Project 6: Purchase Travel for Training
Project 7: Purchase Travel for Training
51
3rd Year
10/01/2026 to
09/30/2027
Quarter 1
Oct.-Dec. 2026
Project 6: RFQ 36 Light Duty Trucks for Phoenix, RFQ 12
Light Duty SUVs for Phoenix, Purchase Electrical Hardware
for Level 3, RFQ 30 Light Duty Trucks for Coalition, RFQ 30
Light Duty SUV for Coalition, (39), Purchase Telematic
Tracking, Purchase Fire Blankets, Purchase Contract
Engineering Services, Purchase (JOC) Contract Planning
and Development , JOC Contract EV Service Consulting,
RFQ Fuel Force Tracking, Contract Grand Opening of Sites,
Contract Community Engagement, Contract City Design,
Contract City Drawings
Project 7:
RFQ 1 Grapple Truck, 1 Skid Loader, 1 Barrel Truck, 1 Roll
Off Truck
Quarter 2
Jan-Mar 2027
Project 6: Purchase 36 Light Duty Trucks for Phoenix,
Purchase 12 SUVs for Phoenix, Purchase 30 Light Duty
Trucks for Coalition, Purchase 30 Light Duty SUVs for
Coalition.
Quarter 3
Apr-June 2027
Project 6: Purchase Mechanics Tools, Purchase EV Testing
Tools, Purchase Fire Blankets.
Quarter 4
Jul-Sep 2027
Purchase Grand Opening of Sites, Contract Community
Engagement
Project 7: Purchase 1 Grapple Truck, 1 Skid Loader, 1 Barrel
Truck, 1 Roll Off Truck
4th Year
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Project 6: RFQ 36 Light Duty Trucks for Phoenix, RFQ 12
Light Duty SUVs for Phoenix, Purchase Mechanics Tools,
Purchase EV Testing Tools, RFQ 30 Light Duty Truck for
Coalition, RFQ 30 Light Duty SUV for Coalition, Purchase
Electrical Hardware for Level 2 for Coalition, Purchase
Telematic Tracking, Purchase Fire Blankets, Purchase
Engineering Services, Contract Planning and Development,
Contract EV Service Consulting, Contract Fuel Force
Tracking, Contract Grand Opening of Sites, Contract
Community Engagement, Contract City Design, Contract
City Drawings
Project 7:
RFQ –1 Grapple Truck
Quarter 2
Jan-Mar 2028
Project 6: Purchase 36 Light Duty Trucks Phoenix, Purchase
12 Light Duty SUVs Phoenix, Purchase 30 Light Duty Trucks
Coalition, Purchase 30 Light Duty SUVs Coalition
52
Quarter 3
Apr-June 2028
Project 6: Purchase Mechanics Tools, Purchase EV Testing
Tools, Purchase Fire Blankets.
Quarter 4
Jul-Sep 2028
Project 6: Purchase Travel for Training
Project 7: Purchase 1 Grapple Truck, 1 Skid Loader, 1 Barrel
Truck, 1 Roll Off Truck.
5th Year
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Project 6: RFQ 36 Light Duty Trucks for Phoenix, RFQ 12
Light Duty SUVs for Phoenix, Purchase Mechanics Tools,
Purchase EV Purchase Testing Tools, RFQ 30 Light Duty
Truck for Coalition, RFQ 30 Light Duty SUV for Coalition,
Purchase Electrical Hardware for Level 2 for Coalition,
Purchase Telematic Tracking, Purchase Fire Blankets,
Purchase Contract Engineering Services, Purchase Contract
Planning and Development, Purchase EV Service
Consulting, Purchase Fuel Force Tracking, Purchase Grand
Opening of Sites, Purchase Community Engagement,
Purchase JOC City Design, Purchase JOC City Drawings
Project 7:
RFQ – 1 Grapple Truck
Quarter 2
Jan-Mar 2029
Project 6: Purchase 36 Light Duty Trucks Phoenix, Purchase
12 Light Duty SUVs Phoenix, Purchase 30 Light Duty Trucks
for Coalition, Purchase 30 Light Duty SUVs for Coalition.
Quarter 3
Apr-June 2029
Purchase Final Grand Opening of Sites (Rows 53-55)
Project 7: Purchase 1 Grapple Truck
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the city, using the template included as Attachment 2:
53
Project 6: City of Phoenix Fleet Electrification
• 240 EVs in Phoenix
• 300 EVs with Coalition members and partners
• 203 L2, 40 DCFC, and 8 solar EV charging stations
• 150 L2 charging stations with Coalition members and partners
• 4 staff members hired for project administration and implementation
• Monitor mileage, emissions trends, and any community feedback on deployed vehicles.
Project 7: City of Phoenix Heavy-duty Vehicle Fleet Testing
• 12 heavy-duty EVs
• 2 staff members hired for project implementation
• Monitor mileage, emissions trends, and any community feedback on deployed vehicles.
5. Budget
54
PHOENIX FLEET ELECTRIFICATION BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
Project Manager /2 FTE
$195,562
$201,038
$206,667
$212,453
$218,402
$1,034,122
Project Staff / 2FTE (@$57,179 each with 2.8% COLA)
$114,358
$117,560
$120,852
$124,236
$127,714
$604,719
2.80% Annual COLA %
$0
TOTAL PERSONNEL
$309,920
$318,598
$327,518
$336,689
$346,116
$1,638,842
Fringe Benefits
Project Manager /2 FTE
$68,447
$70,363
$72,333
$74,359
$76,441
$361,943
Project Staff / 2FTE
$40,025
$41,146
$42,298
$43,482
$44,700
$211,652
35% Annual Fringe Benefit %
$0
TOTAL FRINGE BENEFITS
$108,472
$111,509
$114,631
$117,841
$121,141
$573,595
Travel
Project Manager:
$0
Air travel
$1,200
$1,200
$1,200
$1,200
$1,200
$6,000
Hotel
$1,950
$1,950
$1,950
$1,950
$1,950
$9,750
Per Diem, $71. day @3.5 days
$249
$249
$249
$249
$249
$1,245
Taxi
$45
$45
$45
$45
$45
$225
Mileage 500
$328
$328
$328
$328
$328
$1,640
Parking $20 day @4 days
$80
$80
$80
$80
$80
$400
Luggage Fees $25 @2 per year/miscellaneous
$250
$250
$250
$250
$250
$1,250
Meals
$1,000
$1,000
$1,000
$1,000
$1,000
$5,000
Car rental
500
500
500
500
500
$2,500
TOTAL TRAVEL
$5,602
$5,602
$5,602
$5,602
$5,602
$28,010
Equipment
Light Duty Truck 120 total, 24 per year @$80,000.
$1,920,000
$1,920,000
$1,920,000
$1,920,000
$1,920,000
$9,600,000
Light Duty Truck 60 total, 12 per year @$80,000.
$960,000
$960,000
$960,000
$960,000
$960,000
$4,800,000
Light Duty SUV 60 total, 12 per year @ $30,000.
$360,000
$360,000
$360,000
$360,000
$360,000
$1,800,000
Mechanics Tools for Safety/Fire Blankets
$4,300
$4,300
$4,300
$4,300
$4,300
$21,500
EV Testing Tools
$5,000
$5,000
$5,000
$5,000
$5,000
$25,000
Electrical Hardware for Level 2 charging based on the Gannett Fleming Report
$13,921,251
$640,000
$14,561,251
Electrical Hardware Level 3 DCFC / Based on Site Quote / Years 1,2,3 =20+10+10 DCFC /
40 Chargers Total
$10,000,000
$5,000,000
$5,000,000
$20,000,000
Coalition - Light Duty Truck 150 total, 30 per year @$80,000.
$2,400,000
$2,400,000
$2,400,000
$2,400,000
$2,400,000
$12,000,000
Coalition - Light Duty SUV 150 total, 30 per year @ $30,000.
$900,000
$900,000
$900,000
$900,000
$900,000
$4,500,000
Coalition - Electrical Hardware for Level 2 charging (150 total) based on the Gannett
Fleming Report - charger with 2 cords; averge cost is $68,577 from report
$2,057,310
$2,057,310
$2,057,310
$2,057,310
$2,057,310
$10,286,550
TOTAL EQUIPMENT
$32,527,861
$14,246,610
$13,606,610
$8,606,610
$8,606,610
$77,594,301
Supplies
Telematic Tracking and Maintenance Planning
$10,000
$10,000
$10,000
$10,000
$10,000
$50,000
Fire Blankets / 2 per year
$8,600
$8,600
$8,600
$8,600
$8,600
$43,000
Laptop and mobile phone
$3,450
$3,450
TOTAL SUPPLIES
$22,050
$18,600
$18,600
$18,600
$18,600
$96,450
Contractual
Engineering Services / Surveys / Permits / Excavating / Inspections / Data Logging
$45,000
$45,000
$45,000
$45,000
$45,000
$225,000
Planning and Development / Safety / Consulting
$10,000
$10,000
$10,000
$10,000
$10,000
$50,000
EV Service Consulting
$3,000
$3,000
$3,000
$3,000
$3,000
$15,000
Fuel Force Tracking (Internal)
$10,000
$10,000
$10,000
$10,000
$10,000
$50,000
TOTAL CONTRACTUAL
$68,000
$68,000
$68,000
$68,000
$68,000
$340,000
OTHER
Grand Opening of Sites
$5,000
$5,000
$5,000
$5,000
$5,000
$25,000
Community Engagement
$12,000
$12,000
$12,000
$12,000
$12,000
$60,000
City Fleet Promotion
$5,000
$5,000
$10,000
$0
$0
$0
TOTAL OTHER
$22,000
$22,000
$17,000
$17,000
$17,000
$95,000
TOTAL DIRECT
$33,063,905
$14,790,919
$14,157,962
$9,170,342
$9,183,069
$80,366,197
Indirect
Costs
Indirect Costs
EV Operations Training Video x 2
$7,000
$7,000
Community Engagement
$5,000
$5,000
City Design
$320,000
$126,000
$50,000
$50,000
$50,000
$596,000
City Drawings
$124,000
$50,000
$7,000
$5,000
$2,000
$188,000
TOTAL INDIRECT
$456,000
$176,000
$57,000
$55,000
$52,000
$796,000
TOTAL
FUNDING
$33,519,905
$14,966,919
$14,214,962
$9,225,342
$9,235,069
$81,162,197
55
PHOENIX HEAVY DUTY ELECTRIC VEHICLE TESTING BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
Project Manager Full Time Equivalent
$97,781
$100,519
$103,333
$106,227
$109,201
$517,061
Project Staff Full Time Equivalent
$57,179
$58,780
$60,426
$62,118
$63,857
$302,360
2.80% COLA
$0
TOTAL PERSONNEL
$154,960
$159,299
$163,759
$168,345
$173,058
$819,421
Fringe Benefits
Project Manager + Project Staff Full Time Equivalent
$117,794
$121,092
$124,482
$127,968
$131,551
$622,887
Laptop and Mobile Phone
$3,450
$3,450
35% Fringe
$0
TOTAL FRINGE BENEFITS
$121,244
$121,092
$124,482
$127,968
$131,551
$626,337
Travel
Air travel
$800
$800
$800
$800
$800
$4,000
Hotel
$1,500
$1,500
$1,500
$1,500
$1,500
$7,500
Car Rental
$500
$500
$500
$500
$500
$2,500
Meals
$1,000
$1,000
$1,000
$1,000
$1,000
$5,000
Luggage / Miscellaneous
$200
$200
$200
$200
$200
$1,000
$0
$0
$0
$0
TOTAL TRAVEL
$4,000
$4,000
$4,000
$4,000
$4,000
$20,000
Equipment
HEAVY DUTY EV Trucks and Equipment / 12 Total:
$0
5 Grapple Trucks
$450,000
$450,000
$450,000
$450,000
$450,000
$2,250,000
2 Skid Loaders
$125,000
$125,000
$250,000
2 Barrel Trucks
$350,000
$350,000
$700,000
2 Roll Off Trucks
$500,000
$500,000
$1,000,000
1 Fire Truck Pumper
$3,000,000
$3,000,000
$0
TOTAL EQUIPMENT
$4,425,000
$450,000
$1,425,000
$450,000
$450,000
$7,200,000
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
$0
$0
$0
$0
TOTAL CONTRACTUAL
$0
$0
$0
$0
$0
$0
Other
$0
$0
$0
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$0
$0
TOTAL DIRECT
$4,705,204
$734,391
$1,717,242
$750,312
$758,609
$8,665,758
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$4,705,204
$734,391
$1,717,242
$750,312
$758,609
$8,665,758
56
1. Description of Work Plan - Weatherization and Energy Efficiency Repairs
The City of Phoenix will provide home repairs to low- to moderate-income Phoenix owner and tenant
households to reduce their electricity usage by replacing inefficient, damaged, or inoperable materials,
appliances, fixtures, or infrastructure with new, energy efficient models. Following evaluation, one or
more of the following services will be provided: HVAC unit replacement, duct sealing and replacement,
insulation installation, and replacement of appliances. The program will also offer repair or replacement
services for infrastructure and other items in the home that directly affect the feasibility of the project.
Income eligibility guidelines apply to the program.
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Initiate recruitments to hire Project Managers, Project
Management Assistants, and Community Workers; Attend
Conferences/Training, Purchase Badging, Purchase Cell
Phones, Purchase Computer Equipment, Purchase Office
Supplies, Initiate Procurement Services for Translation
Services, Contract Diagnostic, Review, and Repair Services,
Initiate Procurement Services for Legal Services, Purchase
Furniture, Initiate Procurement Services for Print Services,
Refine Program Implementation Model
Quarter 2
Jan-Mar 2025
Hire Project Managers, Hire Project Management
Assistants, Hire Community Workers, Initiate Recruitment
Process to Hire Admin Assistant and Accountant, Attend
Conferences/Training, Purchase Badging, Purchase Cell
Phones, Purchase Computer Equipment, Purchase Office
Supplies, Contract Translation Services, Contract
Diagnostic, Review, and Repair Services, Contract Legal
Services, Purchase Furniture, Purchase Print Services
Quarter 3
Apr-June 2025
Hire Admin Assistant, Hire Accountant, Design Outreach
and Education Materials, Procure Postage/Mailing Services,
Contract Diagnostic, Review, & Repair Services, Purchase
Badging, Purchase Cell Phones, Purchase Computer
Equipment, Purchase Office Supplies
Quarter 4
Jul-Sep 2025
Initiate engagement to solicit program participation,
Annual Program Review/Evaluation
57
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Solicit and enroll participants, Attend
Conferences/Training, Purchase Cell Phones, Purchase
Computer Equipment, Purchase Office Supplies, Purchase
Outreach and Education Materials, Purchase Postage,
Contract Translation Services, Contract Diagnostic, Review,
& Repair Services, Contract Legal Services, Purchase Print
Services
Quarter 2
Jan-Mar 2026
Solicit and enroll participants
Quarter 3
Apr-June 2026
Solicit and enroll participants
Quarter 4
Jul-Sep 2026
Solicit and enroll participants, Annual Program
Review/Evaluation
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Solicit and enroll participants, Attend
Conferences/Training, Purchase Cell Phones, Purchase
Computer Equipment, Purchase Office Supplies, Purchase
Outreach and Education Materials, Purchase Postage,
Contract Translation Services, Contract Diagnostic, Review,
& Repair Services, Contract Legal Services, Purchase Print
Services
Quarter 2
Jan-Mar 2027
Solicit and enroll participants
Quarter 3
Apr-June 2027
Solicit and enroll participants
Quarter 4
Jul-Sep 2027
Solicit and enroll participants, Annual Program
Review/Evaluation
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Solicit and enroll participants, Attend
Conferences/Training, Purchase Cell Phones, Purchase
Computer Equipment, Purchase Office Supplies, Purchase
Outreach and Education Materials, Purchase Postage,
Contract Translation Services, Contract Diagnostic, Review,
& Repair Services, Contract Legal Services, Purchase Print
Services
Quarter 2
Jan-Mar 2028
Solicit and enroll participants
Quarter 3
Apr-June 2028
Solicit and enroll participants
Quarter 4
Jul-Sep 2028
Solicit and enroll participants, Annual Program
Review/Evaluation
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Solicit and enroll participants, Attend
Conferences/Training, Purchase Cell Phones, Purchase
Computer Equipment, Purchase Office Supplies, Purchase
Outreach and Education Materials, Purchase Postage,
58
Contract Translation Services, Contract Diagnostic, Review,
& Repair Services, Contract Legal Services, Purchase Print
Services
Quarter 2
Jan-Mar 2029
Solicit and enroll participants
Quarter 3
Apr-June 2029
Program closeout
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the City, using the template included as Attachment 2:
Project 12: Residential Energy Efficiency
• 800 home energy efficiency repairs
• 9 staff members hired for project administration and implementation
• Track number of homes retrofitted
5. Budget
59
PHOENIX ENERGY EFFICIENCY BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
Program Manager
$102,669
$105,749
$108,922
$112,189
$115,555
$545,084
Project Manager
$88,691
$91,352
$94,092
$96,915
$99,823
$470,873
Project Manager
$88,691
$91,352
$94,092
$96,915
$99,823
$470,873
Admin Asst II
$80,454
$82,868
$85,354
$87,914
$90,552
$427,141
Project Management Assistant
$66,186
$68,172
$70,217
$72,323
$74,493
$351,390
Project Management Assistant
$66,186
$68,172
$70,217
$72,323
$74,493
$351,390
Community Worker III
$53,165
$54,760
$56,403
$58,095
$59,838
$282,260
Community Worker III
$53,165
$54,760
$56,403
$58,095
$59,838
$282,260
Accountant I
$63,045
$64,936
$66,884
$68,891
$70,958
$334,714
TOTAL PERSONNEL
$662,252
$682,120
$702,583
$723,661
$745,370
$3,515,986
Fringe Benefits
Program Manager
$54,754
$56,397
$58,089
$59,831
$61,626
$290,696
Project Manager
$49,316
$50,795
$52,319
$53,889
$55,506
$261,825
Project Manager
$49,316
$50,795
$52,319
$53,889
$55,506
$261,825
Admin Asst II
$46,112
$47,495
$48,920
$50,388
$51,899
$244,815
Project Management Assistant
$40,562
$41,779
$43,032
$44,323
$45,653
$215,349
Project Management Assistant
$40,562
$41,779
$43,032
$44,323
$45,653
$215,349
Community Worker III
$35,496
$36,561
$37,658
$38,787
$39,951
$188,453
Community Worker III
$35,496
$36,561
$37,658
$38,787
$39,951
$188,453
Accountant I
$39,339
$40,519
$41,735
$42,987
$44,276
$208,856
TOTAL FRINGE BENEFITS
$390,953
$402,682
$414,762
$427,205
$440,021
$2,075,623
Travel
Mileage
$670
$670
$670
$670
$670
$3,350
Conference/Training
$10,000
$10,000
$10,000
$5,000
$5,000
$40,000
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$10,670
$10,670
$10,670
$5,670
$5,670
$43,350
Equipment
Badging
$495
$495
Cell Phones
$3,400
$3,400
$3,400
$3,400
$3,400
$17,000
Computer Equipment
$27,000
$3,000
$3,000
$3,000
$3,000
$39,000
TOTAL EQUIPMENT
$30,895
$6,400
$6,400
$6,400
$6,400
$56,495
Supplies
Office Supplies
$1,250
$1,250
$1,250
$1,250
$1,250
$6,250
Outreach & Education Materials
$4,000
$4,000
$4,000
$4,000
$4,000
$20,000
Postage
$1,000
$1,000
$1,000
$1,000
$1,000
$5,000
TOTAL SUPPLIES
$6,250
$6,250
$6,250
$6,250
$6,250
$31,250
Contractual
Translation Services
$3,000
$3,000
$3,000
$3,000
$3,000
$15,000
Diagnostic, Review, & Repair Services
$4,000,000
$4,000,000
$4,000,000
$4,000,000
$4,000,000
$20,000,000
Legal
$2,000
$2,000
$2,000
$2,000
$2,000
$10,000
TOTAL CONTRACTUAL
$4,005,000
$4,005,000
$4,005,000
$4,005,000
$4,005,000
$20,025,000
OTHER
Furniture
$30,000
$30,000
Print Services
$4,000
$2,500
$2,500
$1,000
$500
$10,500
$0
$0
$0
$0
TOTAL OTHER
$34,000
$2,500
$2,500
$1,000
$500
$40,500
TOTAL DIRECT
$5,140,020
$5,115,621
$5,148,165
$5,175,186
$5,209,212
$25,788,203
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$5,140,020
$5,115,621
$5,148,165
$5,175,186
$5,209,212
$25,788,203
60
1. Description of Work Plan - Zero Emission Buses
This project will procure battery electric buses and hydrogen fuel cell electric buses for use by the City
of Phoenix Public Transit Fleet.
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Purchase battery electric buses, Purchase hydrogen fuel
cell electric buses.
Quarter 2
Jan-Mar 2025
Take delivery of pilot buses (first of each type). Inspect for
production quality issues. Make 80%payment
Quarter 3
Apr-June 2025
Verify work completed. Send bus through make-ready,
enter bus into service. Monitor bus performance. Make
20% payment.
Quarter 4
Jul-Sep 2025
Take delivery of remaining bus order. Follow same
acceptance procedure. Enter buses into service. Make
payment for them.
Order battery electric buses, order hydrogen fuel cell
electric buses.
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
No activity.
Quarter 2
Jan-Mar 2026
Take delivery of pilot buses (first of each type). Inspect for
production quality issues. Make 80%payment
Quarter 3
Apr-June 2026
Verify work completed. Send bus through make-ready,
enter bus into service. Monitor bus performance. Make
20% payment.
Quarter 4
Jul-Sep 2026
Take delivery of remaining bus order. Follow same
acceptance procedure. Enter buses into service. Make
payment for them. Order battery electric buses, order
hydrogen fuel cell electric buses.
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
No activity.
Quarter 2
Jan-Mar 2027
Take delivery of pilot buses (first of each type). Inspect for
production quality issues. Make 80%payment
61
Quarter 3
Apr-June 2027
Verify work completed. Send bus through make-ready,
enter bus into service. Monitor bus performance. Make
20% payment.
Advertise for new green transit bus contract.
Quarter 4
Jul-Sep 2027
Take delivery of remaining bus order. Follow same
acceptance procedure. Enter buses into service. Make
payment for them. Order battery electric buses, Order
hydrogen fuel cell electric buses.
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Award new green transit bus contract.
Quarter 2
Jan-Mar 2028
Take delivery of pilot buses (first of each type). Inspect for
production quality issues.
Quarter 3
Apr-June 2028
Verify work completed. Send bus through make-ready,
enter bus into service. Monitor bus performance. Make
20% payment.
Quarter 4
Jul-Sep 2028
Take delivery of remaining bus order. Follow same
acceptance procedure. Enter buses into service. Make
payment for them. Order battery electric buses, order
hydrogen fuel cell electric buses.
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
No activity.
Quarter 2
Jan-Mar 2029
Take delivery of pilot buses (first of each type). Inspect for
production quality issues.
Quarter 3
Apr-June 2029
Verify work completed. Send bus through make-ready,
enter bus into service. Monitor bus performance. Make
20% payment.
Quarter 4
Jul-Sep 2029
Take delivery of remaining bus order. Follow same
acceptance procedure. Enter buses into service. Make
payment for them.
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the City, using the template included as Attachment 2:
62
Please include the outputs, outcomes, and performance measures as identified in the Work Plan.
Project 8: City of Phoenix Zero Emission Buses
• 20 battery electric buses
• 20 fuel cell electric buses
• Monitor mileage, emissions trends, and any community feedback on deployed vehicles.
• Track ridership on routes where transit vehicles are deployed.
63
5. Budget
PHOENIX ZERO EMISSION BUSES BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
$0
$0
$0
TOTAL PERSONNEL
$0
$0
$0
$0
$0
$0
Fringe Benefits
$0
$0
$0
TOTAL FRINGE BENEFITS
$0
$0
$0
$0
$0
$0
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
Battery Electric Buses (10 per year)
$16,214,120
$16,700,544
$32,914,664
Hydrogen Fuel Cell Electric Buses (10 per year)
16190000
$16,675,700
$32,865,700
TOTAL EQUIPMENT
$32,404,120
$33,376,244
$0
$0
$0
$65,780,364
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
$0
$0
$0
$0
TOTAL CONTRACTUAL
$0
$0
$0
$0
$0
$0
OTHER
$0
$0
$0
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$0
$0
TOTAL DIRECT
$32,404,120
$33,376,244
$0
$0
$0
$65,780,364
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$32,404,120
$33,376,244
$0
$0
$0
$65,780,364
64
1. Description of Work Plan – Microgrid on Municipal Buildings
The City of Phoenix is proposing developing up to ten microgrids on municipal buildings serving as
Resilience Hubs throughout the Maricopa/Pinal County Region. This project includes energy audits,
energy efficiency retrofits suggested from the audits, hiring consultants to design and install the
microgrids, and developing operations and maintenance manuals based on best practices.
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Federal Fiscal
Year
Quarter
Description of Activities
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Municipality application selection process begins.
Quarter 2
Jan-Mar 2025
Municipality application selection process ends.
Quarter 3
Apr-June 2025
RFP for Energy Audits. RFP for microgrid design
consultation
Quarter 4
Jul-Sep 2025
Energy Audits started
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Energy retrofits started. Microgrid design consultation
begins
Quarter 2
Jan-Mar 2026
Quarter 3
Apr-June 2026
Quarter 4
Jul-Sep 2026
RFP for microgrid installation.
10/01/2026 to
09/30/2027
Quarter 1
Oct-Dec 2026
Microgrid installation begins
Quarter 2
Jan-Mar 2027
Quarter 3
Apr-June 2027
Quarter 4
Jul-Sep 2027
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Quarter 2
65
Jan-Mar 2028
Quarter 3
Apr-June 2028
Quarter 4
Jul-Sep 2028
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Microgrid Commissioning complete on all sites
Handoff of O&M Manuals
Quarter 2
Jan-Mar 2029
Quarter 3
Apr-June 2029
Quarter 4
Jul-Sep 2029
All funds expended by this quarter.
Final Report
Submission
Oct 2029 to Jan
2030
Final report due within 120 calendar days of grant
expiration.
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the City, using the template included as Attachment 2:
Project 1: Microgrids on Municipal Buildings
• 3 microgrids brought online in Tempe
• 10 microgrids with Coalition members and partners
• 6,379,797 kilowatt hours (kWh) of clean electricity generated (by 2030)
o 1,675,252 kWh generated in Tempe
o 4,704,545 kWh generated from Coalition members and partners
• 1 staff member hired for project implementation in Tempe
5. Budget
66
PHOENIX MICROGRID BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
$0
TOTAL PERSONNEL
$0
$0
$0
$0
$0
$0
Fringe Benefits
$0
$0
$0
$0
$0
$0
TOTAL FRINGE BENEFITS
$0
$0
$0
$0
$0
$0
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
$0
$0
TOTAL EQUIPMENT
$0
$0
$0
$0
$0
$0
Supplies
$0
$0
TOTAL SUPPLIES
$0
$0
$0
$0
$0
$0
Contractual
Coalition Members and Partners Microgrid Expansion
(+10 additional facilities)
$0
Audits
$295,195
$295,195
Retrofit
$2,696,287
$2,696,287
Consultant
$4,432,951
$4,432,951
Installation
$22,575,567
$22,575,567
$0
TOTAL CONTRACTUAL
$295,195
$2,696,287
$4,432,951
$22,575,567
$0
$30,000,000
OTHER
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$0
$0
TOTAL DIRECT
$295,195
$2,696,287
$4,432,951
$22,575,567
$0
$30,000,000
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$295,195
$2,696,287
$4,432,951
$22,575,567
$0
$30,000,000
67
1. Description of Work Plan – Circular Food Economy Project
This project reduces residential household food waste and Greenhouse Gas Emissions (GHG) by
partnering directly with the private sector to build and scale a true circular economy of food model for
the City of Phoenix and Greater Phoenix region. This circular economy of food model for Phoenix and
the Greater Phoenix region will do more than focus on simple composting measures. It is a
comprehensive effort to link residents in food deserts and low-income census tracts with urban farmers,
food aggregators/distributors, and food recyclers. Residents will receive monthly composting services
along with monthly deliveries of fresh, healthy, and culturally relevant produce grown from traditional
and vertical farms. These food producers will utilize liquid fertilizer produced by a modular and solar
powered anaerobic digestion facility.
The project is designed in five yearly phases with expansion from the City of Phoenix to the cities of
Tempe, Glendale, Tolleson, and Avondale covering the western portion of Maricopa County. This project
serves as a complement to the Food Waste project included in the CPRG WorkPlan from the City of Mesa,
which intends to serve the eastern portion of the county.
2. Schedule
The schedule for completion of the CPRG Coalition Grant Activities is from the effective date of this
Agreement through January 31, 2030. Funds awarded must be expended by September 30, 2029.
Federal Fiscal
Year
Quarter
Description of Activities
Year 1
10/01/2024 to
09/30/2025
Quarter 1
Oct-Dec 2024
Food Waste Collection
Purchase $125k collection truck
Purchase 500 collection buckets and receive allocation for 500 in-
home food recyclers for year 1 of program
Begin marketing effort to generate 500 year 1 participants in
program
Anaerobic Digester
Source land for the first anaerobic digester and obtain permits
for construction.
Quarter 2
Jan-Mar 2025
Food Waste Collection
Receive $125k collection truck
Receive 500 collection buckets for year 1 of program
Continue marketing effort to generate 500 year 1 participants in
program
Anaerobic Digester
Install the first anaerobic digester and start the pilot food waste
program. Distribute food waste derived fertilizer to local farms
68
and nurseries. Prepare organic certificate for food waste derived
fertilizer. Start food production in the vertical farm.
Quarter 3
Apr-June 2025
Food Waste Collection
Begin Collection Services (as defined above) for first 250
residents
New Quarterly Participants: 250 HH
Total Participants: 250 HH
Farm box deliveries
Start farm box delivery service for the participating residents.
Anaerobic Digester
Reach the full capacity of the first anaerobic digester, 10 tons per
day. Distribute food waste derived fertilizer via broader sales
channels.
Quarter 4
Jul-Sep 2025
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 250 HH
Total Participants: 500 HH
Begin quarterly reporting for City of Phoenix, with statistics to
include: pounds of food waste diverted from landfill, emissions
avoidance statistics, user interaction with connected, food
recycling bin (the “Quarterly Food Waste Collection Report”)
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Review first-year performance and improve operation efficiency.
Keep operating the anaerobic digester.
Year 2
10/01/2025 to
09/30/2026
Quarter 1
Oct-Dec 2025
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 250 HH
Total Participants: 750 HH
Purchase 1,000 collection buckets and receive allocation for
1,000 in-home food recyclers for year 2 of program
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
69
Anaerobic Digester
Keep operating the anaerobic digester. Develop a broader sales
network for food waste derived fertilizer.
Quarter 2
Jan-Mar 2026
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 250 HH
Total Participants: 1,000 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester.
Quarter 3
Apr-June 2026
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 250 HH
Total Participants: 1,250 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester.
Quarter 4
Jul-Sep 2026
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 250 HH
Total Participants: 1,500 HH
Provide Quarterly and Annual Food Waste Collection Report to
City of Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Review second-year performance and improve operation
efficiency. Keep operating the anaerobic digester.
Year 3
Quarter 1
Food Waste Collection
70
10/01/2026 to
09/30/2027
Oct-Dec 2026
Ongoing Collection Services
New Quarterly Participants: 375 HH
Total Participants: 1,875 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Purchase 1,500 collection buckets and receive allocation for
1,500 in-home food recyclers for year 3 of program
Purchase $125k collection truck
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester and distribute food.
Develop a broader sales network for food waste derived
fertilizer.
Quarter 2
Jan-Mar 2027
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 375 HH
Total Participants: 2,250 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Receive $125k collection truck
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester.
Quarter 3
Apr-June 2027
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 375 HH
Total Participants: 2,625 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester.
Quarter 4
Food Waste Collection
71
Jul-Sep 2027
Ongoing Collection Services
New Quarterly Participants: 375 HH
Total Participants: 3,000 HH
Provide Quarterly and Annual Food Waste Collection Report to
City of Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Review third-year performance and improve operation efficiency.
Keep operating the anaerobic digester.
Year 4
10/01/2027 to
09/30/2028
Quarter 1
Oct-Dec 2027
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 500 HH
Total Participants: 3,500 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Purchase 2,000 collection buckets and receive allocation for
2,000 in-home food recyclers for year 4 of program
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester and distribute food.
Develop a broader sales network for food waste derived
fertilizer.
Quarter 2
Jan-Mar 2028
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 500 HH
Total Participants: 4,000 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester.
Quarter 3
Food Waste Collection
72
Apr-June 2028
Ongoing Collection Services
New Quarterly Participants: 500 HH
Total Participants: 4,500 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Keep operating the anaerobic digester.
Quarter 4
Jul-Sep 2028
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 500 HH
Total Participants: 5,000 HH
Provide Quarterly and Annual Food Waste Collection Report to
City of Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Review forth-year performance and improve operation
efficiency. Prepare the second anaerobic digester. Keep
operating the anaerobic digester.
Year 5
10/01/2028 to
09/30/2029
Quarter 1
Oct-Dec 2028
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 1,250 HH
Total Participants: 6,250 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Purchase 5,000 collection buckets and receive allocation for
5,000 in-home food recyclers for year 5 of program
Purchase $125k collection truck
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
73
Source land for the second anaerobic digester and obtain permits
for construction.
Quarter 2
Jan-Mar 2029
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 1,250 HH
Total Participants: 7,500 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Receive $125k collection truck
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Install the second anaerobic digester and start the second pilot
food waste program. Develop a broader sales network for food
waste derived fertilizer.
Quarter 3
Apr-June 2029
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 1,250 HH
Total Participants: 8,750 HH
Provide Quarterly Food Waste Collection Report to City of
Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
Anaerobic Digester
Reach the full capacity of the second anaerobic digestor, 10 tons
per day. Distribute food waste derived fertilizer via broader sales
channels.
Quarter 4
Jul-Sep 2029
Food Waste Collection
Ongoing Collection Services
New Quarterly Participants: 1,250 HH
Total Participants: 10,000 HH
Provide Quarterly and Annual Food Waste Collection Report to
City of Phoenix
Farm box deliveries
Keep farm box delivery service for the existing and new
participating residents.
74
Anaerobic Digester
Review fifth-year performance and improve operation. Project
future growth opportunities. Keep operating the anaerobic
digester.
Final Report
Submission
Oct 2029 to Jan
2030
Food Waste Collection & Anaerobic Digester
Submit Final Report with 120 calendar days of grand expiration
3. Location – Climate and Economic Justice Screening Tool (CEJST)
The location of CPRG Coalition Grant Activities is in accordance with Exhibit F – Climate and Economic
Justice Screening Tool (CEJST) Census Track IDs.
4. Environmental Results – Outputs, Outcomes, and Performance Measures
The following outputs, outcomes, and performance measures will be tracked and reported on a quarterly
basis with reports submitted to the City, using the template included as Attachment 2:
Project 15: City of Phoenix Circular Food Economy
• 21,900 tons of food waste diverted from landfills
• 1 staff member hired for project implementation
5. Budget
75
PHOENIX CIRCULAR FOOD ECONOMY BUDGET BY YEAR
COST-TYPE
CATEGORY
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TOTAL
Direct Costs Personnel
1 Project Manager 0.0833 FTE @ $80,000/yr
(for the the first month of operation).
$6,667
$6,667
$0
$0
TOTAL PERSONNEL
$6,667
$0
$0
$0
$0
$6,667
Fringe Benefits
Full-time Employees @ 17% of salary
$1,133
$1,133
$0
$0
TOTAL FRINGE BENEFITS
$1,133
$0
$0
$0
$0
$1,133
Travel
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL TRAVEL
$0
$0
$0
$0
$0
$0
Equipment
Expansion if milestones met: 10 ton/day modular
anaerobic digestion facility
New Trucks ($125k per truck)
$125,000
$125,000
$125,000
$375,000
New Buckets ($10 per truck)
$5,000
$10,000
$15,000
$20,000
$50,000
$100,000
TOTAL EQUIPMENT
$130,000
$10,000
$140,000
$20,000
$175,000
$475,000
Supplies
Chemical for anaerobic digestion, covering the first
month
$5,000
$5,000
$0
TOTAL SUPPLIES
$5,000
$0
$0
$0
$0
$5,000
Contractual
10 ton/day modular anaerobic digestion facility
$1,500,000
$1,500,000
Expansion if milestones met: 10 ton/day modular
anaerobic digestion facility
$260,000
$1,500,000
$1,760,000
Delivery of liquid fertilizer, $20/hr for 3hr/day
$21,600
$21,600
$21,600
$21,600
$21,600
$108,000
Liquid fertilizer for small, disadvantaged, and BIPOC
food producers
$229,216
$229,216
$229,216
$229,216
$229,216
$1,146,080
Vertical Farm Food Production
$18,000
$55,620
$114,660
$196,800
$405,412
$790,492
Annual Collection Costs ($19.60-21.18 per household per
month)
$63,540
$254,160
$571,860
$940,800
$1,764,000
$3,594,360
Annual Farm Box Costs ($15.00 per household per
month)
$45,000
$180,000
$405,000
$720,000
$1,350,000
$2,700,000
Annual Tipping Fees ($34.00 per ton)
$388
$1,551
$3,490
$6,205
$11,634
$23,268
One-time Set-up Costs ($15.00 per household)
$7,500
$15,000
$22,500
$30,000
$75,000
$150,000
TOTAL CONTRACTUAL
$2,145,244
$757,147
$1,368,326
$2,144,621
$5,356,862
$11,772,200
OTHER
$0
$0
$0
$0
$0
$0
TOTAL OTHER
$0
$0
$0
$0
$0
$0
TOTAL DIRECT
$2,288,044
$767,147
$1,508,326
$2,164,621
$5,531,862
$12,260,000
Indirect
Costs
Indirect Costs
$0
$0
TOTAL INDIRECT
$0
$0
$0
$0
$0
$0
TOTAL
FUNDING
$2,288,044
$767,147
$1,508,326
$2,164,621
$5,531,862
$12,260,000
76
Attachment 1 – Invoice Template
Invoices received from Coalition members may be in a format that is typically used by each Coalition
Member and each invoice must include the following information.
Coalition Member Remittance Address
Date: Month, Day, Year
City of Phoenix
Ordinance #: TBD
Attn: Nancy Allen
PO: TBD
Office of Environmental Programs
Cost Center: TBD
200 W Washington Street 14th Floor
Vendor #: TBD
Phoenix, AZ 85003
Description
Amount
Personnel
$X.XX
Fringe Benefits
$X.XX
Travel
$X.XX
Equipment
$X.XX
Supplies
$X.XX
Contractual
$X.XX
Other
TOTAL DIRECT
$X.XX
TOTAL INDIRECT
$X.XX
TOTAL DUE
$X.XX
77
Attachment 2 –Report Template
Coalition Member Quarterly Report for insert dates covered.
Quarterly Report Submitted: insert date of submission.
Quarterly reports are due by the 10th of the month following the end of the quarter. The Coalition
Member should describe and summarize technical progress, accomplishments, and milestones achieved
including a description of outputs and outcomes, community engagement, planned activities for the next
quarter and a summary of expenditures to date. Relevant photographs are requested and should be
included wherever possible. The City will compile the information from Coalition Members and submit
to EPA per the grant reporting requirements.
Technical Progress
Accomplishments
Milestones Achieved
Outputs, Outcomes, Performance Measures
Community Engagement
Planned Activities for the Next Quarter
Progress Pictures
Summary of Expenditures to date
Budget
Costs Incurred
this Quarter
Costs Incurred
to Date
Costs Expected
to be Incurred
Next Quarter
Total Remaining
Personnel
Fringe
Benefits
Travel
Equipment
Supplies
Contractual
Other
TOTAL DIRECT
TOTAL
INDIRECT
TOTAL FUNDS
78
Exhibit F - CPRG Coalition Grant Work Plan
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
i
CONTENTS
1.
Overall Project Summary and Approach ...................................................................................................................................... 1
a.
Description of GHG Reduction Measures ................................................................................................................................ 2
b.
Demonstration of Funding Need ............................................................................................................................................. 8
c.
Transformative Impact ............................................................................................................................................................. 9
2.
Impact of GHG Reduction Measures ......................................................................................................................................... 10
a.
Magnitude of GHG Reductions from 2025 through 2030 ...................................................................................................... 10
b.
Magnitude of GHG Reductions from 2025 through 2050 ...................................................................................................... 10
c.
Cost Effectiveness of GHG Reductions ................................................................................................................................... 12
d.
Documentation of GHG Reduction Assumptions .................................................................................................................. 12
3.
Environmental Results – Outputs, Outcomes, and Performance Measures ............................................................................. 12
a.
Expected Outputs and Outcomes ......................................................................................................................................... 12
b.
Performance Measures and Plan ........................................................................................................................................... 16
c.
Authorities, Implementation Timeline, and Milestones ........................................................................................................ 16
4.
Low-Income and Disadvantaged Communities ......................................................................................................................... 17
a.
Community Benefits .............................................................................................................................................................. 17
b.
Community Engagement ....................................................................................................................................................... 21
5.
Job Quality ................................................................................................................................................................................. 21
a.
Educational Programs and Linkage to Supporting Occupations ............................................................................................ 22
b.
Budget Justification ................................................................................................................................................................ 22
6.
Programmatic Capability and Past Performance ....................................................................................................................... 23
a.
Past Performance ................................................................................................................................................................... 23
b.
Reporting Requirements ........................................................................................................................................................ 24
c.
Staff Expertise ........................................................................................................................................................................ 24
Budget ................................................................................................................................................................................................ 24
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
ii
FIGURES
Figure 1: Guide to PCAP Measures and Grant Narrative Titles
1
Figure 2: Alignment with EPA Goals
2
Figure 3: Measures and projects’ timeline and summary of outputs for performance
14
Figure 4: Mobile and nonpoint HAP sources in Maricopa County and Pinal County
15
Figure 5: MCC’s Workforce Program Offerings
22
Figure 6: Past Assistance Agreement Performance
23
Figure 7: CPRG Organizational Chart
25
TABLES
Table 1: Coalition members’ roles and responsibilities, by project
7
Table 2: Magnitude of GHG reductions
11
Table 3: CEJST-designated LIDAC census tracts
17
Table 4: Consolidated budget
24
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
1
1. Overall Project Summary and Approach
The Resilient Maricopa-Pinal County Region Priority Climate Implementation
Plan aims to transform the region through a collaborative effort to
reduce greenhouse gas (GHG) emissions, mitigate air pollution, and
engage the community through workforce development and education.
The challenges of climate change and rapid growth are dramatic here;
in 2023, the region experienced 50% more heat-related deaths than
the prior year (which also set a record for heat-related deaths).1 This
Climate Pollution Reduction Grant (CPRG) application builds on the
region’s ambitious efforts to address the dangers of climate change in
our unique desert environment.
On April 26, 2023, following a vote of the Maricopa Association of
Governments (MAG) Regional Council, MAG submitted a Notice of
Intent to Participate in the CPRG program. MAG worked with agencies
to develop the Maricopa-Pinal County Region Priority Climate Action
Plan (PCAP). The PCAP shows how the region (including 27 cities and
towns, three Native nations, Maricopa County, and portions of Pinal
County) plans to reduce GHG emissions and improve air quality—
striving for a safer future for
the nearly 5 million people who
call this region home.
To implement the PCAP, a
Coalition was formed that
includes the City of Phoenix
(lead applicant), State of
Arizona – Arizona Governor’s
Office of Resiliency, Maricopa
County, City of Mesa, and the
City of Tempe. This Coalition
1 Maricopa County. 2023 Set a New Record for Heat Deaths in a Single Year in
Maricopa County. https://www.maricopa.gov/CivicAlerts.aspx?AID=2888
shares a strong and substantial commitment to the proposed climate
measures.
From an extensive list of measures and projects, six measures that best
align with the goals of the CPRG program are advanced with this
application. Figure 1 above shows the six selected measures, their
alignment with the PCAP, and the abbreviated titles and symbols used
to identify them throughout this application.
Figure 1: Guide to PCAP Measures and Grant Narrative Titles
PCAP Measure Title
Narrative Title
Icon
Development of Microgrids
1: Microgrids
Public Fleet Electrification, Public
Fleet Charging Infrastructure, and
Publicly Available Charging
Infrastructure Development
2: Fleet Electrification
and Charging
Infrastructure
Development
Electrification of Commercial and
Governmental-Owned Lawn and
Garden Equipment
3: Commercial Lawn
Mower
Electrification
Weatherization Assistance
Programs (Residential and
Commercial)
4: Residential Energy
Efficiency
Electrification of Municipal,
Commercial, and Residential
Buildings
5: Fireplace
Electrification
Food Waste Diversion for Biogas
Capture from Landfills and
Wastewater Treatment Plants for
Renewable Energy Generation
6: Food Waste
Conversion
“Climate action is not only a
public health and environmental
imperative—it is central to
ensuring equity and accessibility,
modernizing our economy,
fostering new jobs and talent in
response to emerging markets,
and ensuring Arizona and the
region remains competitive.”
– Phoenix Mayor Kate Gallego
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
2
Each Coalition member has committed to supporting this effort and
each Coalition city has adopted a Climate Action Plan, detailing their
dedication to conserving the region’s environment and addressing
climate threats. The CPRG program offers a paradigm shift by
providing funding to advance the most innovative and effective
measures to reduce GHGs that might otherwise lack funding as the
region manages the demands of being one of the top growth areas in
the nation.2
Figure 2 below shows how each measure aligns with the goals of the
U.S. Environmental Protection Agency’s (EPA’s) CPRG program.
2 MAG. Regional Overview. https://azmag.gov/Programs/Maps-and-
Data/Community-Profiles/Regional-Overview
a. Description of GHG Reduction Measures
Each of the measures proposed in the CPRG program is described
here, followed by major risks and mitigations considered to address
those risks. Additional information on the measures is included
throughout the remaining sections of this Workplan.
1: Microgrids
Climate change has increased the severity of natural disasters and
exacerbated extreme heat in the region. In the event of a disaster,
such as a power outage during a severe heatwave, it is imperative
that residents have access to safe and cool shelter options along with
essential resources. During a multiday blackout event with heat wave
conditions, over 50% of residents in the Phoenix area would require
medical attention;3 building local resilience to address such a scenario
has become increasingly important for communities in the region.
The City of Tempe is proposing microgrids, installing solar and battery
on three buildings serving as Resilience Hubs: Escalante Community
Center, Westside Multi-Generational Center, and Tempe Public
Library. Resilience Hubs provide cooling shelters during outages and
offer daily programming and services to enhance community
resilience, addressing socioeconomic challenges caused by historical
inequities.
Funding requested as part of this measure will expand Tempe’s model
to 10 additional sites in the region, which has garnered interest from
Coalition members and partners. Expanding upon Tempe’s model will
provide a stronger network of Resilience Hubs focused on combating
the preventable deaths due to heat, which increased by 50% in 2023
over the prior year.
Risks. Tempe has developed the microgrid concept and does not
anticipate substantial risk with implementation. The current schedule
3 Brian Stone, Jr., et al. How Blackouts during Heat Waves Amplify Mortality and
Morbidity Risk. https://pubs.acs.org/doi/pdf/10.1021/acs.est.2c09588
Figure 2: Alignment with EPA Goals
Goals
Significant GHG
reductions
9
4
4
9
9
4
Benefits to low-
income and
disadvantaged
communities
4
9
9
4
9
4
Complements
other funding
sources
9
4
4
4
9
9
Innovative,
replicable, and
scalable policies
and programs
4
9
9
9
9
4
Notes: Extent of support for EPA climate goals:
4 strongly supports 9 supports 0 limited support
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
3
identifies 4 years of development and construction, which is
reasonable. Scaling this measure should not introduce additional risk.
2: Fleet Electrification and Charging Infrastructure
Development
Nearly half (45.9%) of GHG emissions in Maricopa County came from
vehicle emissions in 2020.4 Portions of the county are designated as
air quality nonattainment areas for ozone and particulate matter
(PM10). Reducing nitrogen oxides (NOx) and volatile organic
compounds (VOCs) (the precursors to ozone formation) are critical
steps in the region’s attainment efforts, and the CPRG funding for
electrification of municipal fleets advances this goal. Medium- and
heavy-duty vehicles account for 6% of vehicles on the road but
generate 59% of ozone and particle-forming NOx emissions.5 In the
Phoenix region, heavy truck traffic occurs around major highways and
warehouses, which are often situated in low-income areas and thus
exacerbate health disparities.
This measure funds the transition of public fleets to electric vehicles
(EVs) and the installation of EV charging infrastructure (including
utility upgrades). Projects include the procurement of light-, medium-,
and heavy-duty service municipal and public transit vehicles (battery
electric buses [BEBs] and hydrogen fuel cell electric buses [FCEBs]).
This measure is highly effective in achieving near-term pollutant
emission reductions.
This measure will be implemented by all Coalition members. In
addition, the City of Phoenix will administer additional funding
requests to extend this measure to Coalition partners (all MAG
member agencies). This measure also includes associated workforce
4 Maricopa County. County GHG Inventory Report, 2023.
5 American Lung Association. Delivering Clean Air: Health Benefits of Zero-Emission
Trucks and Electricity. https://www.lung.org/getmedia/e1ff935b-a935-4f49-91e5-
151f1e643124/zero-emission-truck-report
6 City of Phoenix. Climate Action Plan.
https://www.phoenix.gov/oepsite/Documents/2021ClimateActionPlanEnglish.pdf
development for EV-related jobs, expanding this measure’s
transformative impact for the region, because training provides the
skills to not only support the Coalition members’ efforts, but builds
the capacity for private investment in EVs as well.
Electric Vehicle Fleets and Charging Infrastructure
EVs benefit the community by using clean energy, resulting in 60% to
80% fewer GHG emissions,6,7,8 lower maintenance and fuel costs, zero
tailpipe emissions, and improved air quality. Today, nearly all
municipal vehicles are powered by gasoline or diesel—costly fuels
that contribute to the region’s air pollution. These fuels are also
stored in above or below ground tanks that require maintenance,
replacement, and cleanup—at significant costs to municipal budgets.
Risks. Coalition members have experience in this area, with many
having EV conversion plans in place that have considered the risks
involved. Among them, finding qualified project managers and
acquiring the proper maintenance certifications is a risk (given the
scope of projects proposed). Workforce training is incorporated as
part of the CPRG application to mitigate this risk, and the City of
Tempe is planning training programs for both EV fleet vehicles and
zero emission buses that provide needed skills for the workforce.
Vehicle availability is another concern; however, as one of the leaders
in EV adoption in the nation, Arizona has the capacity to meet this
need. The increasing costs of EV charging infrastructure is another risk
to program implementation. The City of Mesa, as an example, has a
10-year plan to electrify its light-duty vehicle fleet; however,
uncertainty with infrastructure costs puts this plan at risk. This plan
assists in the purchase of charging infrastructure sooner, allowing for
7 Argonne National Laboratory. Cradle-to-Grave Lifecycle Analysis of U.S. Light-Duty
Vehicle-Fuel Pathways. https://greet.anl.gov/files/c2g_lca_us_ldv
8 Alternative Fuels Data Center. Emissions from Electric Vehicles.
https://afdc.energy.gov/vehicles/electric_emissions.html
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
4
future local dollars to be focused on EV procurement. The Coalition
members will continue to meet regularly to share these best practices
to build the Coalition’s capacity for EV conversion.
Zero Emission Buses
Electric buses (BEBs and FCEBs) produce zero direct emissions,
reducing GHG emissions. As Phoenix strives to reduce its emissions,
transitioning to zero emission buses will move the region toward a
more sustainable and low-carbon transportation sector. Tempe’s
neighborhood circulator buses have the added EV benefit of
eliminating air and noise pollution in neighborhoods. Electric buses
showed the highest reduction in NOx emissions of all projects
included in application, with 82.3 metric tons reduced by 2030 (77%
of total reduction of all projects), and 388.9 metric tons by 2050 (75%
of total reduction of all projects).
Risks. A major concern with transit providers is the lead time for zero
emission buses. Electric buses are in high demand across the country,
which causes longer lead times, although this will be accommodated
through early planning and the certainty of future year planning the
requested CPRG funding will provide. Both Tempe and Phoenix are
discussing energy availability and feasibility with local power providers.
3: Commercial Lawn Mower Electrification
This measure electrifies commercial lawn mowers used by
government agencies, universities, golf courses, and resorts. It offers a
voucher program providing up to $20,000 towards the cost of a new
electric lawn mower for use in Maricopa County. The high cost of such
lawn mowers has slowed the adoption of electric options, and the
vouchers funded through this program will offset that differential,
allowing businesses to benefit from the improved life-cycle costs of
more efficient, lower-maintenance, and cleaner electric equipment.
9 U.S. Energy Information Administration. Residential Energy Consumption Survey Dashboard.
Maricopa County’s well-established program to reduce pollution from
residential lawn equipment by switching to electric products bodes
well for its ability to expand to commercial mowers. In addition to
carbon dioxide (CO2) emissions, pollutants emitted by gasoline-
powered lawn equipment include fine particulate matter (PM2.5),
ozone-forming NOx, and VOCs. Maricopa County’s Project 10 would
result in 113.9 metric tons of VOCs reduced by 2030 (85% of all
projects’ VOC reduction) and 683.3 metric tons of VOCs reduced by
2050 (90% of all projects’ VOC reduction).
Risks. A major impediment to the adoption of electric commercial
lawn mowers is the cost. Maricopa County has done extensive
research on this challenge and has adapted the program to account
for the difference with vouchers. The County will work with Arizona
State University’s (ASU’s) Sustainable Cities Network (SCN), which is
leading the CPRG Community Engagement effort, to promote this
program. Based on its residential lawn and garden program, the
County is confident that awareness of the benefits of the electric
equipment will generate interest, and word of mouth (once
equipment is in use) will promote wide adoption of the commercial
lawn mower electrification program.
4: Residential Energy Efficiency
This measure focuses on home repairs for low- to moderate-income
households to reduce GHG emissions by improving the energy
efficiency of homes.
Low-Income HVAC Replacement Program
Temperatures regularly exceed 110 degrees Fahrenheit in Maricopa
County during summer months, creating an environment that
requires significant use of heating, ventilation, and air conditioning
(HVAC) units. These units are estimated to account for approximately
28% of residential electricity usage throughout Maricopa County.9
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
5
The lack of functional cooling systems during the summer and heating
systems during the winter poses a significant health and safety issue,
and heat deaths in Maricopa County primarily affect low-income
households (with approximately 94% of indoor deaths resulting from
broken air conditioners, or the lack of such units).10 Replacing older,
less-efficient HVAC systems in Maricopa County will also reduce peak
energy demands during heat waves, supporting grid reliability as
other sectors of Maricopa County are electrified. This will also reduce
the energy cost burden for participating households.
Operated by Maricopa County, this project replaces low-efficiency
HVAC systems with high-performance heat pumps for low- and
moderate-income households. Implemented in coordination with the
City of Phoenix energy efficiency upgrade programs described below
(by referring participants who may qualify for additional services), this
measure supports low-income households that are particularly reliant
on a high-carbon economy and most vulnerable to extreme heat.
Risks. Maricopa County has implemented a similar program since
2021. An ongoing challenge has been skilled labor to implement the
program. This risk will be mitigated with the incorporation of
Workforce Development through collaboration with CPRG program
partner Maricopa Community Colleges (MCC) and training to build
capacity, both for the program and to satisfy increasing demand for
trained HVAC equipment installers throughout the region.
Residential Energy Efficiency
The City of Phoenix will provide home repairs to low- to moderate-
income Phoenix owner and tenant households to reduce their
electricity usage by replacing inefficient, damaged, or inoperable
materials, appliances, fixtures, or infrastructure with new, energy
efficient models. Following evaluation, one or more of the following
services will be provided: HVAC unit replacement, duct sealing and
10 Maricopa County. Emergency Home Repair Program Helps Maricopa County
Homeowners in Need. https://www.maricopa.gov/CivicAlerts.aspx?AID=2727
replacement, insulation installation, and replacement of appliances.
The program will also offer repair or replacement services for
infrastructure and other items in the home that directly affect the
feasibility of the project. Income eligibility guidelines apply to the
program. The National Renewable Energy Laboratory estimates that
implementing cost-effective upgrades would lower average utility bills
for Arizona households by $387 annually, with an estimated 18%
residential energy efficiency potential for Arizona.11
Risks. The City of Phoenix is actively implementing a similar program.
Expansion through a CPRG award is balanced by the capacity of
existing vendors to evaluate, plan, and implement the improvements.
As Workforce Development training is offered, this risk will be further
mitigated so that Phoenix can meet the outputs identified for CPRG.
5: Fireplace Electrification
Maricopa County will operate a program to replace wood-burning
fireplaces with zero-emission electric fireplace inserts installed by
contractors. With approval from the Maricopa County Air Quality
Department (MCAQD) and proof of installation, MCAQD will pay the
contractor the cost of the fireplace inserts and installation (up to
$2,000). Maricopa County plans to install 1,500 electric fireplaces
throughout the county, which will reduce PM2.5 emissions by 15 tons
by 2030. This program will be particularly beneficial as new PM2.5
regulations take effect, which may lead the MAG region to become a
nonattainment area (not meeting federal standards for air quality).
Risks. Risks of implementation are low because this is based on the
existing wood-burning fireplace replacement program (although the
new program uses electric fireplace inserts rather than natural gas
inserts). The rate of implementation is similar to today’s program, and
promotion of the program will help mitigate delays in adoption.
11 National Renewable Energy Laboratory. Energy Efficiency Potential in the U.S.
Single-Family Housing Stock. https://www.nrel.gov/docs/fy18osti/68670.pdf.
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
6
6: Food Waste Conversion
This measure includes two ground-breaking approaches to addressing
food waste. According to an EPA report, food waste accounts for as
much as 24% of the material in municipal landfills.12 Wasted food in
landfills is responsible for 58% of landfill methane emissions, and
landfilling food waste fails to promote a circular economy because it
doesn’t use the food’s nutrient value and wastes the energy, land, and
water used to produce the food. 13
City of Mesa Food Waste to Energy – Pre-processing Facility and
Water Reclamation Plant Upgrades
This project will repurpose a former landfill site by constructing a pre-
processing facility for food waste, which will divert organic waste from
local landfills. Mesa will partner with other municipalities and the
private sector to extend food waste processing services. Associated
upgrades to Mesa’s water reclamation plant will install a receiving
station and equipment to inject the processed food waste into
existing anaerobic digesters on site, which will generate biogas from
the food waste, providing a renewable energy source while using
existing infrastructure to maximize project benefits.
In addition to the GHG emissions avoided (from landfill, flare, and
fossil fuel vehicle use), the project will extend the life of landfills and
provide a local supply of renewable natural gas (RNG), which will be
used to power Mesa’s solid waste vehicle fleet.
Risks. This will be Mesa’s first experience with food waste processing
at scale. However, a feasibility study done in conjunction with ASU has
demonstrated the viability of this project. Given the scope and size of
the project, Mesa began implementation in phases, with the first
phase currently under construction. The phased approach is allowing
12 EPA. Quantifying Methane Emissions from Landfilled Food Waste.
https://www.epa.gov/system/files/documents/2023-10/food-waste-landfill-
methane-10-8-23-final_508-compliant.pdf
Mesa to refine the biogas upgrading process from existing gas
produced from municipal sewage, mitigating any potential risks.
City of Phoenix Circular Food Economy
Even with strong public support for diverting organic materials from
landfills into composting processes, a very small percentage of these
materials is currently captured. The City of Phoenix will partner with
the private sector to build and scale a true circular economy. This
project will link residents in food deserts and low-income census
tracts with urban farmers, food aggregators/distributors, and food
recyclers. Residents will receive monthly composting services and, in
return, receive deliveries of fresh, healthy, culturally relevant, and
locally grown produce. Food producers will use liquid fertilizer
produced by a modular and solar-powered anaerobic digestion facility
fed by diverted food waste.
Risks. The Phoenix project’s greatest risk is the number of steps
involved in moving from food waste diversion to food production.
Phoenix has been building capacity to address this risk by implementing
actions in its 2025 Food Action Plan.14 Through seven years of
collaboration, Phoenix has expanded its local network of private sector
sustainability professionals supportive of circular food economy
initiatives. Phoenix will rely on this network to deliver this program.
Together, these projects will address the sectors contributing the
most GHG emissions in the Maricopa-Pinal County region and will
meaningfully reduce those emissions, improve the region’s air quality,
and improve the quality of life for all, including the most vulnerable
populations.
13 Ibid.
14 City of Phoenix. 2025 Food Action Plan.
https://www.phoenix.gov/sustainabilitysite/Documents/FINAL%202025%20Phoenix%
20Food%20Action%20Plan%20Jan%202020.pdf
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
7
Coalition Roles and Responsibilities
On July 26, 2023, EPA notified MAG that it
was selected as the lead planning agency for
the CPRG Planning Grant program for the
Phoenix-Mesa-Chandler Metropolitan
Statistical Area (MSA). In this role, MAG
prepared the PCAP, which was submitted to
EPA by the March 1, 2024, deadline.
The City of Phoenix is the lead applicant for
the CPRG: Implementation Grants General
Competition. The City of Phoenix is the
largest city in the MAG region and fifth
largest city in the nation with a population
of almost 1.7 million people, and has the
institutional capacity and authority to
assume this role. Phoenix’s status as a
Carbon Disclosure Project “A List city” and a
C40 Cities member speaks to the City’s
commitment to reducing GHG emissions.
Table 1 shows the Coalition members roles
and responsibilities by project. The
Coalition members have all signed letters
stating their intent to sign the
Memorandum of Agreement with the City
of Phoenix by July 1, 2024. These Letters of
Intent are included as a separate
attachment. In addition, letters of
commitment and letters of support from
coalition partners and stakeholders
committed to the region’s climate action
are included as a separate attachment.
Table 1: Coalition members’ roles and responsibilities, by project
Measures and Associated Projects
Phoenix
Arizona
Maricopa
County
Mesa
Tempe
1. Microgrid on Municipal Buildings
9
9
9
9
4
2. Maricopa County Fleet
Electrification
4
3. City of Mesa Fleet Electrification
4
4. City of Tempe Fleet Electrification
4
5. City of Tempe Zero Emission Buses
4
6. City of Phoenix Fleet Electrification
4
9
9
9
9
7. City of Phoenix Heavy-duty Electric
Vehicle Fleet Testing
4
8. City of Phoenix Zero Emission Buses
4
9. Arizona Office of Resiliency Fleet
Electrification
4
10. Commercial Lawn Mower
Electrification Program
9
9
4
9
9
11. Low Income HVAC Replacement
Program
9
9
4
9
9
12. Residential Energy Efficiency
4
13. Regional Fireplace Electrification
Program
9 9
4
9
9
14. City of Mesa Food Waste to Energy –
Pre-processing Facility & Water
Reclamation Plant Upgrades
9
9
9
4
9
15. City of Phoenix Circular Food
Economy
4
9
9
9
9
Notes: 4 Lead Coalition Member; 9 Participating Entities
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
8
b. Demonstration of Funding Need
Recognizing the significance and importance of the Bipartisan
Infrastructure Law (BIL)—a “once-in-a-generation investment in our
nation’s infrastructure, competitiveness, and Communities”15—and
the Inflation Reduction Act (IRA), Coalition members have sought
funding from federal programs authorized by the Acts. The City of
Phoenix has pursued discretionary funding from over 40 individual
funding opportunities. To date, it has applied for nearly $3.1 billion
and has been awarded over $195 million—$63 million of which
funded City of Phoenix programs aimed at reducing GHG emissions,
pollution, and impacts of extreme heat and climate change, which
disproportionately affect the region’s most vulnerable residents.
Mesa has received an $11.8 million federal grant to strengthen its
public EV charging network throughout the City; details can be found
at MesaNow.org.16 The Federal Transit Administration awarded Valley
Metro a $13.3 million Low-No Emission grant. These and similar funds
awarded to other Coalition members help advance regional cities’
goals and will be further leveraged with a CPRG award.
Coalition members and partners are making use of funding provided
through the BIL/Infrastructure Investment and Jobs Act (IIJA) and IRA,
as well as other formula and discretionary grant programs to reduce
emissions and address the climate crisis. However, this funding is not
enough to meet the ambitious goals set by these agencies and
accomplish EPA’s goal of “tackling the Climate Crisis.” Even with
previous awards, a substantial need for funding remains throughout
the region, compounded by anticipated ongoing decreases in
revenues.
State revenues in Arizona have declined, and the State is facing a
projected revenue shortfall of $835 million and $879 million for fiscal
15 The White House. Fact Sheet: The Bipartisan Infrastructure Deal.
https://www.whitehouse.gov/briefing-room/statements-releases/2021/11/06/fact-
sheet-the-bipartisan-infrastructure-deal/.
years (FYs) 2023–2024 and 2024–2025, respectively. Local
governments will also experience a decline in revenue of $230 million
annually as a result of the State’s elimination of the residential rental
sales tax, beginning in January 2025. These factors have resulted in
local governments facing significant budgetary shortfalls, in addition
to the State’s revenue shortfalls. These shortfalls affect the ability to
implement climate measures, as programs such as low-income
weatherization and fleet electrification are paused to fund critical
services. The CPRG program provides an opportunity to build on
regional progress to date and to strengthen the commitment to
important climate measures while state and municipal governments
recover.
Arizona Senate Bill 1828 reduced individual income tax rates,
beginning in 2022, to a “flat tax” rate of 2.5%. On June 9, 2023, the
State's Joint Legislative Budget Committee notified the Legislature of
a significant decline in general fund revenue collections, primarily due
to underestimating the impact of the rate reduction. Jurisdictions
receive state-shared income taxes based on actual collections from
2 years prior. The estimated negative impact for FYs 2024–2025,
2025–2026, and 2026–2027 is approximately $36 million, $43 million,
and $41 million, respectively, for Phoenix alone, with all Coalition
members affected.
A CPRG award of $453 million will build on climate mitigation
investments thus far and bolster the commitment the City of Phoenix
and Coalition members have made to carbon neutrality and zero
waste. The Coalition intends to leverage this investment with
incentives from utilities, automakers, and/or charging companies,
along with incentives available under the IIJA and IRA.
16 Details at: https://mesanow.org/news/public/article/3251
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
9
c. Transformative Impact
Each CPRG measure will have a transformative impact in the region:
Microgrids. Tempe’s Resilience Hub Network draws from national
examples of this initiative while offering a model unique to
Arizona’s challenges that will be part of a regional cooling center
network. Partner agencies such as Avondale and Glendale desire
to build microgrid facilities to support the most vulnerable
populations during periods of intense heat and power disruptions.
Fleet Electrification and Charging Infrastructure Development.
Public works fleet conversions (both municipal fleet electrification
and zero emission buses) are an effective means of reducing GHGs
given the high usage rate of the vehicles. Arizona has the eighth-
highest EV registration in the nation, and the workforce training
component of this measure will provide the technical skills
necessary to maintain the fleets and help transition workers to the
“green economy” to support the region’s transformation to EVs.17
Commercial Lawn Mower Electrification. Incentivizing electric
procurement preferences will drive conversion as commercial
users experience electric lawn mowers, which have longer life
spans, decreased fuel and maintenance costs, and quieter
operation.
Residential Energy Efficiency. This measure reduces GHGs while
targeting the needs of the region’s population disproportionately
affected by extreme heat and urban heat island effects.18
Maricopa County’s program provides a low-income HVAC
replacement program and Phoenix’s program provides energy
efficiency repairs.
Fireplace Electrification. CPRG funding will allow for expansion of
efforts to decrease residential wood-burning activities, which
improves air quality from woodsmoke reduction. With an
approximately 15-ton reduction in PM2.5 pollution by 2030, this
17 Alternative Fuels Data Center. Electric Vehicle Registrations by State.
https://afdc.energy.gov/data/10962
program will assist with attainment of the National Ambient Air
Quality Standards.
Food Waste Conversion. Mesa states that with few wastewater
reclamation plant projects collecting RNG nationwide, the City’s
program will provide a replicable model, and the project’s
capacity will enable other municipalities in the region to divert
their food waste—reducing GHG emissions and their landfill
needs. Phoenix’s program, in addition to reducing GHGs,
addresses the growing gap in healthy food resources in the
region, especially for low-income persons, ethnic minorities,
seniors, and children. The program, initiated with CPRG funds, is
anticipated to expand to partner jurisdictions with food deserts
affecting disadvantaged communities.
Comments from Stakeholders and Partners’ letters*:
The Phoenix coalition, representing over half of the population of the
State of Arizona, has developed a comprehensive plan to reduce
greenhouse gas (GHG) emissions and improve air quality in our region.
U.S. Senators Mark Kelly and Krysten Sinema
[W]e believe that the funding of the PCAP will not only contribute to
significant greenhouse gas reductions but also result in tangible
benefits for community health and well-being, aligning with the goals
of the CPRG program and President Biden’s Justice40 Initiative.
Arizona Forward
The Resilient Maricopa-Pinal County Region Priority Climate
Implementation Plan presents a unique opportunity for the region to
harness and expand existing programs and innovate new climate
pollution reduction initiatives for the benefit of nearly 5 million residents.
City of Glendale
*Additional Letters of Commitment and Support are included as other
attachments.
18 EPA. Heat Islands. Heat Islands and Equity. https://www.epa.gov/heatislands/heat-
islands-and-equity
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
10
2. Impact of GHG Reduction Measures
In 2020, the Maricopa-Pinal County region generated approximately
53,392,143 metric tons of CO2 equivalent (MTCO2e).19 The Maricopa-
Pinal County region is uniquely prepared to address climate pollution
given the historic investments that have been made by county,
municipal, and Native nation agencies within the region for climate
action planning. By prioritizing these measures, the CPRG application
identifies opportunities totaling 71,064 metric tons of GHG emissions
reductions by 2030 and the potential for hundreds of millions of
dollars of investment in communities across the region.
The American Lung Association’s State of the Air 2022 report ranked
the Phoenix metropolitan area as the fifth most polluted in the nation
for ozone and the eighth most polluted for annual exposure to
particle pollution. In addition to reducing GHG emissions, the
proposed measures are anticipated to increase regional resiliency (in
terms of urban heat island mitigation), reduce energy demand, and
reduce health impacts—specifically heat-related illnesses and
respiratory diseases related to criteria air pollutants (CAPs) and
hazardous air pollutants (HAPs). The reduction in CAPs for the
proposed measures has been calculated as part of this application,
with reductions by 2030 shown in Table 2.
The methodologies and assumptions supporting the quantification of
the GHG reductions of these measures and associated projects is
described in the Technical Appendix (Techappx_CityofPhoenix.pdf),
and calculations are included in the GHG emission reduction
calculations spreadsheet (GHGcalcs_CityofPhoenix.xlsx).
19 MAG. Maricopa-Pinal County Region Priority Climate Action Plan, February 2024.
a. Magnitude of GHG Reductions from 2025
through 2030
The CPRG application identifies opportunities totaling 71,064 metric
tons of GHG emissions reductions by 2030. Some of the measures will
have an immediate impact on reducing GHGs, given the ability to
effect change in the first year of the program (refer to outputs
quantified by measure and year in Section 3), while others will take
several years to begin accruing benefits because of the need to
design, construct, and implement the improvement. Table 2 provides
the quantification for the period of 2025–2030.
b. Magnitude of GHG Reductions from 2025
through 2050
For the period of 2025–2050, over 337,410 MTCO2e will be
eliminated, demonstrating the magnitude of GHG reductions that may
be realized through the implementation of the measures included in
the CPRG application. Table 2 quantifies the GHG emissions
reductions for the period of 2025–2050.
Not captured in this quantification of GHG emissions reductions are
the durability of measures beyond 2050 (e.g., such as how new
battery equipment purchases can extend expected life of equipment;
EVSE will be available for EV fleet vehicles purchased as part of
ongoing conversion plans; permanent changes to food waste
processing), and the change in approach to electric equipment that
will pave the way for greater conversion in the future. Also not
captured in this table is the expanded capacity of government
agencies and the private sector to build on the workforce
development and expanded awareness and education surrounding
GHG reduction and pollution prevention that a CPRG award will offer
the region.
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
11
Table 2: Magnitude of GHG reductions
Measures and Associated Projects
Magnitude of GHG
ReducƟons
(MTCO2e)
Durability
of GHG
Reductions
VOC
NOX
SOX
CO
PM10
PM2.5
2025–
2030
2025–
2050
Years
Metric tons
1. Microgrid on Municipal Buildings
2,596
17,144
21b.
0.1
1.9
0.9
-
-
0.4
2. Maricopa County Fleet ElectrificaƟon
2,716
11,999
15
6.6
2.2
-0.9c.
87.9
0.8
-0.2
3. City of Mesa Fleet ElectrificaƟon
5,923
22,807
15
5.4
3.2
-0.7
76.4
0.7
-0.1
4. City of Tempe Fleet ElectrificaƟon
114
335
15
0.1
0.1
<0.1
1.5
<0.1
<0.1
5. City of Tempe Zero Emission Buses
3,088
10,573
13
0.2
5.6
-0.2
4.1
<0.1
-0.1
6. City of Phoenix Fleet ElectrificaƟon
7,937
30,334
15
6.1
2.7
-0.9
84.2
0.8
-0.2
7. City of Phoenix Heavy-duty EV Fleet TesƟng
4,571
16,642
15
-
1.9
-0.2
2.3
0.2
-0.1
8. City of Phoenix Zero Emission Buses
17,394
93,077
25d.
2.1
76.7
-2.7
56.2
0.2
-1.1
9. Arizona Office of Resiliency Fleet ElectrificaƟon
3,698
13,914
15
4.2
1.8
-0.3
55.2
0.5
<0.1
10. Commercial Lawn Mower ElectrificaƟon
Program
6,612
23,626
15
114
9.2
-0.2
4,663
0.9
-0.1
11. Low Income HVAC Replacement Program
2,524
9,653
25
0.1
1.8
0.9
-
-
0.3
12. ResidenƟal Energy Efficiency
3,104
12,021
25
0.1
2.2
1.0
-
-
0.4
13. Regional Fireplace ElectrificaƟon Program
1,211
7,695
25
<0.1
-0.1
-0.1
-
-
14.0
14. City of Mesa Food Waste to Energy - Pre-processing
Facility & Water Reclamation Plant Upgrades
3,904
33,562
22
-
-
-
-
-
-
15. City of Phoenix Circular Food Economy
5,672
34,029
25
-
-
-
-
-
-
Totals
71,064
337,411
-
138.9
109.2
-3.3
5031
4.3
13.3
Notes: a. Estimated CAP reductions for 2025–2050 are included in the GHG Calculation Spreadsheet.
b. The life of microgrid components extends beyond the related measure’s GHG reductions reporting period.
c. Negative values for the CAP emissions are a net generation of emissions. Positive values are the reductions.
d. Project 8’s zero emission buses have a 13-year equipment life, however, equipment purchases will double the expected life, resulting in 25-year durability extending
through the related measure’s GHG reductions reporting period.
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
12
c. Cost Effectiveness of GHG Reductions
The cost effectiveness of GHG reductions included in the CPRG
application from 2025–2030 is reported in the callout below.
This cost effectiveness value reflects the immediate and short-term
GHG reduction benefits calculated for all projects, which is affected by
a number of projects whose GHG reduction benefits only begin to
accrue at the end of this 5-year period, on account of the lead time of
the project procurement or construction. However, those GHG
reduction benefits are significant, as reflected in Table 2, which
reports the magnitude of GHG reductions through 2050.
Individual projects’ cost effectiveness varies, depending on a number
of factors. An important consideration for the Coalition members and
partners is the leveraging change that the CPRG provides, by allowing
the region to build the workforce development and institutional
capacity to support, encourage, and implement continued measures
to reduce GHGs and pollution.
d. Documentation of GHG Reduction Assumptions
The technical appendix discusses the methodology and assumptions
used by the Coalition in determining the GHG reductions reported in
the CPRG application (the optional GHG emission reduction
calculations spreadsheet is also included in support of this
application). As part of our reporting, we also quantify the CAPs as
part of our proposed measures and projects.
3. Environmental Results – Outputs, Outcomes,
and Performance Measures
a. Expected Outputs and
Outcomes
The following section shows the
outputs for each of the measures
and related projects and eligible
applicant subrecipients where
known. Expected outputs and
outcomes for each project are
summarized for the five-year
grant reporting period. Taken
together, these elements describe
the outputs and outcomes
anticipated with the program.
1. Microgrids
Project 1: Microgrids on Municipal Buildings
3 microgrids brought online in Tempe
10 microgrids with Coalition members and partners
6,379,797 kilowatt hours (kWh) of clean electricity generated (by 2030)
1 staff member hired for project implementation
2: Fleet Electrification and Charging Infrastructure
Development
Project 2: Maricopa County Fleet Electrification
377 EVs
377 Level 2 (L2) charging stations
2 staff members hired for project administration and implementation
Project 3: City of Mesa Fleet Electrification
375 EVs
550 L2 and 25 direct current fast charging (DCFC) charging stations
3 staff members hired for project implementation
Cost effectiveness of GHG reductions =
(Requested CPRG funding) / (Sum of quantified GHG reductions
from CPRG funding from 2025–2030)
$453,388,273 / 71,064 MTCO2e = $6,380/MTCO2e
Additional outputs and
outcomes are referenced
throughout this document:
1. GHG and CAP/HAP
reductions in Section 2,
Table 2
2. Low-income and
disadvantaged
community outcomes
in Section 4
3. Workforce development
outcomes in Section 5
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
13
Project 4: City of Tempe Fleet Electrification
5 EVs
Project 5: City of Tempe Zero Emission Buses
10 BEBs
10 depot and 3 overhead and/or inductive fast chargers
1 staff member hired for project implementation
Project 6: City of Phoenix Fleet Electrification
240 EVs in Phoenix
300 EVs with Coalition members and partners
203 L2, 40 DCFC, and 8 solar EV charging stations
150 L2 charging stations with Coalition members and partners
4 staff members hired for project administration and implementation
Project 7: City of Phoenix Heavy-duty Vehicle Fleet Testing
12 heavy-duty EVs
2 staff members hired for project implementation
Project 8: City of Phoenix Zero Emission Buses
20 BEBs
20 FCEBs
Project 9: Arizona Office of Resiliency Fleet Electrification
280 EVs
140 L2 and 8 DCFC charging stations
1 staff member hired for project implementation
3: Commercial Lawn Mower Electrification
Project 10: Lawn Mower Electrification (Maricopa County)
250 riding and stand-on lawn mower vouchers distributed
1 staff member hired for project implementation
4: Residential Energy Efficiency
Project 11: Low Income HVAC Replacement Program
1,250 HVAC units installed
3 staff members hired for project implementation
Project 12: Residential Energy Efficiency
800 home energy efficiency repairs
9 staff members hired for project administration and implementation
5: Fireplace Electrification
Project 13: Regional Fireplace Electrification Program
1,500 fireplaces replaced with electric equipment
6: Food Waste Conversion
Project 14: City of Mesa Food Waste to Energy – Pre-processing
Facility and Water Reclamation Plant Upgrades
20,800 tons of food waste diverted from landfills
653,240 therms of biogas generated
2.6 million gallons of fats, oils, and grease processed
4 staff members hired for project implementation
Project 15: City of Phoenix Circular Food Economy
21,900 tons of food waste diverted from landfills
1 staff member hired for project implementation
7: Administration, Community Engagement,
and Workforce Development
Administration
4 staff members hired for GHG measure implementation
Community Engagement
2 staff members hired to lead meaningful community engagement
efforts
Workforce Development
210 trainees enrolled through MCCs’ programs
Figure 3 (next page) details the timeline to procure, construct, and
implement the proposed projects, scaled to show key milestones at
the measure level.
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
14
Figure 3: Measures and projects’ timeline and summary of outputs for performance
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
15
Criteria Air Pollutants and Hazardous Air Pollutants
CAPs were quantified for the measures and projects included in the
CPRG application. The measures and projects resulted in a reduction
of 135.3 metric tons of VOCs, 107.1 metric tons of NOx, 4,980 metric
tons of carbon monoxide (CO), 3.6 metric tons of particulate matter
(PM10), and 13.3 metric tons of PM2.5 for the period of 2025–2030.
The measures and projects did result in an increase of SOx of
2.9 metric tons for the same period as a result of increased electricity
use to power these projects. The reductions by measure can be found
in Table 2.
As estimated by the 2020 EPA National Emissions Inventory, a total of
20,000 tons of HAPs was produced in Maricopa County in 2020.
Similarly, Pinal County reported a total of 6,219 tons of HAPs in 2020.20
Figure 4 shows the breakdown of emission by source for both Maricopa
County and Pinal County (with the graphs size relative to the overall
emissions for each county).
As mobile source HAP emissions make up a significant portion of the
total HAP emissions, the focus on fleet electrification across the
projects would have an outsized impact on reducing HAP emissions
compared to other projects. In addition to reducing GHG emissions,
there would be co-benefits specific to reducing the exhaust and
evaporative emissions from key mobile source air toxics that
contribute to cancer risk and other adverse health risks. Upon
implementation of the projects, immediate local health benefits to
the surrounding community, environment, and ecology would be
realized.
20 EPA. 2020 National Emissions Inventory (NEI) Data. https://www.epa.gov/air-
emissions-inventories/2020-national-emissions-inventory-nei-data
Figure 4: Mobile and nonpoint HAP sources in Maricopa County and
Pinal County
Notes: The Other category includes Stationary Source Fuel Combustion; Industrial
Processes; Waste Disposal, Treatment, and Recovery; and Storage and Transport.
Source: Source: U.S. EPA. 2020 National Emissions Inventory (NEI) Data.
Mobile
Sources
30%
Solvent
Utilization
30%
Natural
Sources
19%
Miscellaneous
Area Sources
16%
Other
5%
Maricopa County
Mobile Sources
14%
Solvent
Utilization
8%
Natural
Sources
41%
Miscellaneous
Area Sources
34%
Other
3%
Pinal County
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
16
b. Performance Measures and Plan
The Coalition members are committed to tracking progress in
achieving the outputs and outcomes shown in Section 3(a) to
demonstrate the substantial GHG reductions and pollution prevention
that a CPRG grant award can deliver to the region.
Section 3(a) identifies the outputs that the City of Phoenix and
Coalition members will use to report to EPA on a semi-annual basis
throughout the grant program, addressing technical progress,
accomplishments, and milestones achieved, including a description of
outputs and outcomes, planned activities for the next 6 months,
progress on Community Engagement and Workforce Development
(discussed in Sections 4 and 5, respectively), and a summary of
expenditures to date.
The City of Phoenix will develop a reporting program to describe the
approach for tracking and measuring how the GHG reduction measures
are achieving the expected outputs and outcomes established in
Section 3(a) of the Workplan and explain how the results of each GHG
reduction measure will be evaluated. Refer to the technical appendix
for the basis of quantifying GHG emission reductions and associated
CAP and HAP accomplished by each GHG measure.
This information will also be
shared with the numerous
stakeholders who were
instrumental in the
development of the PCAP and
CPRG application and who
maintain a vested interest in
the program’s outcomes.
Building on the City of
Phoenix’s Environmental,
Social, and Governance (ESG) dashboard, Coalition members
recommended that a similar dashboard be used to communicate
progress. This information will also be presented in a more publicly
consumable format through a StoryMap, which can inform and
engage the broader community in the region’s progress toward
pollution prevention and EPA’s Strategic Plan goal of “tackling the
Climate Crisis” by reducing emissions that cause climate change.
c. Authorities, Implementation Timeline,
and Milestones
Review of Authority to Implement
In selecting the measures to advance with the CPRG application,
Coalition members considered whether they have existing regulatory
or statutory authority to implement the applicable priority GHG
emissions reduction measures. Any eligible project partners wishing
to participate in those measures where expansion to partners is
possible (i.e., Microgrids and Fleet Electrification and Charging
Infrastructure Development) will consult their local laws, rules, and
ordinances to determine whether additional authority is necessary.
Table 1 identifies the CPRG measures and the Coalition members
implementing the measures. In all instances, no additional authority is
required by implementing agencies.
Section 3(a) and Figure 3 show the timeline for measure
implementation and identify milestones for accomplishing the GHG
reduction benefits of the proposed measures and projects.
The Carbon Disclosure Project has
Phoenix on its A List, ranking the
City as a global leader in
environmental action, ambition,
and transparency. Only 120 cities
(globally) are on the 2023 list.
Carbon Disclosure Project
https://data.cdp.net/
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
17
4. Low-Income and Disadvantaged Communities
The Coalition unifies local, regional, and state agencies in Arizona to
maximize the positive impacts of GHG reduction measures proposed
through this application. An important consideration is the local and
regional benefits and avoided disbenefits of these measures on low-
income and disadvantaged communities (LIDACs) and the greater
population. Outputs, outcomes, and performance measures discussed
in Section 3 will also be evaluated for their impact on LIDACs
(including CAP/HAP emissions reductions).
The U.S. Council on Environmental Quality’s Climate and Economic
Justice Screening Tool (CEJST) was used to identify LIDACs in the MAG
region that may be affected by the suite of GHG reduction measures
proposed by the Coalition (Table 3).
Table 3: CEJST-designated LIDAC census tracts
Region
LIDAC
Tracts
Total
Census
Tracts
% of Total
Census
Tracts
LIDAC
Total
(2019 ACS
5-year)
% of
Total
Population
Population
MAG
272
964
28%
1,262,588
4,628,387
27%
Maricopa
County
258
916
28%
1,178,883
4,328,810
27%
Pinal
County
14
48
29%
83,705
299,577
28%
Phoenix
156
386
40%
724,572
1,633,017
44%
Mesa
36
142
25%
161,564
499,720
32%
Tempe
6
54
11%
27,973
187,454
15%
Note: A comprehensive list of CEJST census tracts for each area affected by GHG
reduction measures is found in separate attachment [Areas_CityofPhoenix.xlsx].
21 NASA DEVELOP. Establishing Heat Priority Scores for Tempe, Arizona.
https://storymaps.arcgis.com/stories/b938ca721ec64036a4760d20763e1141
a. Community Benefits
1: Microgrids
Microgrids are Resilience Hubs, community service facilities upgraded
with solar and battery to support residents and coordinate resource
distribution and emergency services. All three microgrid sites are
located within 1.5 miles of at least one CEJST disadvantaged census
tract. Within 1.5 miles of the Escalante Community Center, there are
10 disadvantaged tracts, or 51,201 people who may benefit from the
improvements. All sites are along Tempe’s free Orbit Shuttle transit
routes. This increases access to hub programming and emergency
services for transportation disadvantaged residents.
Benefits and Avoided Disbenefits
Climate Adaptation and Energy Resilience: Tempe’s three proposed
microgrid sites (which will serve as models for others in the region)
are City-owned facilities located in heat priority areas—census tracts
where urban heat islands and other climate-related conditions result
in high heat exposure, and with concentrations of socially vulnerable
populations.21 Sites will serve as heat relief spaces for community
members and provide refuge to prevent heat-related illnesses and
deaths among vulnerable populations, particularly five of the housing
disadvantaged tracts within 1.5 miles of the Escalante Community
Center. There were 24 heat-related deaths in Tempe in 2023, with
Maricopa County seeing
a 52% increase in such
deaths compared to
2022 totals.22
Energy efficiency
upgrades and microgrids
will enhance local
emergency response
22 Maricopa County Department of Public Health. 2023 Heat Related Deaths Report.
https://www.maricopa.gov/ArchiveCenter/ViewFile/Item/5796
The MAG region suffers from the
extreme weather impacts of climate
change, with 31 consecutive days of
temperatures over 110 degrees
Fahrenheit and a total of 55 days of
temperatures over 110 degrees
in 2023.
National Weather Service Phoenix, 2023
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
18
management capability during grid disruptions and excessive heat
events.
This measure was developed to allow Coalition members and partners
to expand the microgrid concept to as many as 10 additional locations
across the Maricopa-Pinal County region, establishing a network of
centers that will serve needy populations near their homes.
CEJST Categories with Direct Benefits in Tempe: Climate Change
(1 tract), Transportation (3), Health (1)
Plan to Assess, Quantify, Report
Report progress at monthly Tempe Resilience Hub Network
meetings with local stakeholders.
Track and report progress on Tempe’s public-facing Resilience
Hub Network website.
Track functionality of hubs during grid disruption and excessive
heat events. Track use of the project sites (e.g., number of
residents provided with heat relief resources, qualitative
feedback on hub operations during emergencies).
2: Fleet Electrification and Charging Infrastructure
Development
Air pollutants settle and concentrate within the MAG region’s low-
elevation boundaries, exacerbated by high temperatures, sun
exposure, and heavy roadway traffic. The region experiences higher
than average rates of asthma and other respiratory disease when
compared to the national average, with LIDAC communities often
bearing a disproportionate burden of negative health impacts. Areas
near the region’s major roadways experience some of the most
severe levels of respiratory health indices .23 Fleet electrification aims
to reduce contributing air pollutants from mobile sources.
23 Maricopa Association of Governments. Regional Electrification Readiness Strategic
Plan. https://azmag.gov/Programs/Transportation/Regional-and-Subregional-
Studies/Electrification-Readiness
Benefits and Avoided Disbenefits
Improved Air Quality and Public Health: Fleet vehicles operate in LIDAC
neighborhoods throughout the region, and emissions from these
vehicles are concentrated at fleet service centers and along routes.
Electrifying these vehicles results in reduced tailpipe emissions and
ground-level ozone precursors in the 48 LIDAC tracts (17% of the
population) that are equal to or greater than the 90th percentile for
asthma, are low-income, and have a lower percentage of higher
education populations. This
reduces disproportionate
pollution burden and limits
LIDAC residents’ exposure to
harmful transportation-
related emissions along
vehicle routes and at stops
(when vehicles are idling).
Workforce Trainings: The Coalition is partnering with MCC to fund EV
and Alternative Energy Technician programs at local community
colleges throughout the region.
CEJST Categories with Direct Benefits in the Region:
Transportation (137 tracts), Health (100)
Plan to Assess, Quantify, Report
Track ridership on routes where transit vehicles are deployed.
Monitor mileage, emissions trends, and any community
feedback on deployed vehicles.
3: Commercial Lawn Mower Electrification
This commercial lawn mower electrification program will expand
Maricopa County’s current residential lawn and garden electrification
program by incentivizing purchases of electric stand-on and riding lawn
Mesa’s Fleet Electrification project
will build charging infrastructure in
predominantly LIDAC tracts, and
EVs serving the community travel
through all of Mesa’s 142 Justice40
disadvantaged tracts, 17 of which
are health disadvantaged.
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
19
mowers, speeding up a process that has been occurring slowly on
account of higher procurement costs.
Benefits and Avoided Disbenefits
Co-Pollutant Reduction and Improved Air Quality: Gasoline-powered
lawn mowers contribute to ground-level ozone precursor emissions and
other harmful co-pollutants. Incentivizing the use of these mowers
countywide will reduce co-pollutant exposure for LIDAC residents. The
transition to electric equipment reduces user exposure to ground-level
ozone precursors, carcinogens, and other harmful co-pollutants.
CEJST Categories with
Direct Benefits in the
Region: Transportation
(129 tracts), Health (93)
Plan to Assess, Quantify,
Report
Track number of
vouchers distributed and
types of mowers obtained.
4: Residential Energy Efficiency
This measure supports the expansion of regional energy efficiency
repair programs, which provide targeted funding for home energy
efficiency improvements (such as HVAC replacements) for low- to
moderate-income residents.
Benefits and Avoided Disbenefits
Improved Public Health: The threat of extreme heat disproportionately
affects communities of color, lower-income households, older adults,
young children, those in poor health, and outdoor workers.24 In
Maricopa County in 2023, 156 heat deaths occurred indoors, and
approximately 94% of those were the result of having broken air
24 Administration for Children and Families. LIHEAP and Extreme Heat.
https://www.acf.hhs.gov/blog/2022/04/liheap-and-extreme-heat#
conditioning units, or the lack of such units.25 Energy efficiency repairs
will reduce the chance of heat-related illnesses or deaths in LIDAC
neighborhoods.
Reduced Energy Cost and Improved Housing Quality: Energy efficiency
improvements will result in lower energy bills for LIDAC residents
served and lower home maintenance costs. The proposed energy
efficiency projects will help the 452,373 Maricopa County residents
living in 105 housing disadvantaged tracts pay for home
improvements that they may otherwise be unable to afford;
extending the life of the home and maintaining the stock of housing
available to low- and moderate-income households. These upgrades
complement rehabilitation and affordable housing stock preservation
efforts occurring regionally.
Climate Adaptation and Regional Resilience: Providing energy
efficiency improvements to residences in LIDAC neighborhoods
increases regional resilience
to excessive heat events and
other climate change-
induced extreme weather
events. This also reduces the
strain on local emergency
management services during
such events.
Workforce Trainings: This
measure will fund MCC
workforce training programs to increase the availability of skilled
HVAC technicians and increase opportunities for quality jobs both for
existing and future LIDAC residents employed in the field.
25 Maricopa County. 2023 Heat Related Deaths Report.
https://www.maricopa.gov/ArchiveCenter/ViewFile/Item/5796
Operating a commercial lawn
mower for 1 hour emits as much
smog-forming pollution as
driving a new light-duty
passenger car about 300 miles.
California Air Resources Board, Small
Off-road Engines Fact Sheet
There were 645 confirmed heat-
associated deaths in Maricopa
County during the 2023 heat
surveillance season (May to
October), an increase of over 50%
from 2022 and a new record for the
county.
Maricopa County Dept. of Public Health,
2023 Heat Related Deaths Report
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
20
CEJST Categories with Direct Benefits in the Region: Energy
(31 tracts), Housing (105), Health (93), Workforce Development
(151)
Plan to Assess, Quantify, Report
Track number of homes retrofitted and number of HVAC units
replaced (including unit size and energy efficiency ratings).
Analyze trends in heat-related illnesses or deaths.
5: Fireplace Electrification
This measure funds the replacement of wood-burning fireplaces with
electric fireplaces.
Benefits and Avoided Disbenefits
Co-Pollutant Reduction, Improved Air Quality and Public Health: The
MAG region’s unique geography and climate causes particulate
pollution (such as PM2.5) to concentrate in areas of lower elevation.
Residents in the MAG region experience exacerbated respiratory
health effects related to PM2.5 emissions. Many areas where
emissions from wood-burning accumulate are CEJST-designated
disadvantaged census tracts. This measure is a new program that will
complement an existing County program that began in 2018. The
current program is limited to areas with the highest PM2.5
concentrations. The new program will not have a geographical
boundary and will further increase benefits to LIDAC residents.26
CEJST Categories with Direct Benefits in the Region:
Health (100 tracts)
Plan to Assess, Quantify, Report
Track number of fireplaces converted to electric units.
26 Ronald Pope, et al. The Relationship of High PM2.5 Days and Subsequent Asthma-
related Hospital Encounters during the Fireplace Season in Phoenix, AZ.
https://doi.org/10.1007/s11869-016-0431-2
6: Food Waste Conversion
Diverting food waste from landfills and using it as inputs for
sustainable processes (e.g., RNG and liquid fertilizer) avoids
disbenefits associated with landfill emissions.
Benefits and Avoided Disbenefits
Improved Air Quality and Public Health, Community Resilience:
Phoenix’s Circular Food Economy actively involves residents by
providing composting services and fresh produce delivery. These
measure outputs are particularly
beneficial to the 157,244 people residing
in the 39 LIDAC tracts located in “food
deserts,” with reduced access to fresh,
healthy food choices within 1 mile of their
homes. Providing produce delivery will
decrease barriers to healthy foods for
LIDAC residents in these areas.
Mesa’s Food Waste to Energy initiative converts waste into RNG (used
in the City’s solid waste vehicles); switching to RNG will reduce the
carbon intensity of fuel used for these vehicles, with the added
benefit of a reliable, renewable energy source that decarbonizes the
local energy portfolio. The RNG produced will diversify and ensure the
resiliency of Mesa’s natural gas utility system. Food waste conversion
for both projects also diverts waste from landfills, reducing GHG and
co-pollutant emissions.
CEJST Categories with Direct Benefits in Phoenix and Mesa:
Health (149), Transportation (27)
Plan to Assess, Quantify, Report
Track number of residents using composting services.
Mesa’s Food Waste
to Energy Initiative
supports the EPA’s
Renewable Fuel
Standards by creating
biogas.
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
21
Quantify tons of organic waste (including fats, oils, and grease)
diverted from local landfills.
Track amount of RNG created for use in vehicles.
b. Community Engagement
In developing the measures for the CPRG, the PCAP targeted outreach
to LIDACs (e.g., open house locations in or near LIDACs, targeted
doorhangers to LIDACs surrounding open house locations, in-person
and virtual content for open houses, bi-lingual materials, translation
services). The SCN and Coalition members participated in and tracked
results from PCAP community engagement, creating a strong
foundational understanding of regional needs and priorities in
advance of the development of this application.
The Coalition will implement a comprehensive, multiyear engagement
program in partnership with SCN. Since 2009, SCN has engaged with
municipalities, tribes, agencies, and community-based organizations
(CBOs) throughout the MAG region to educate, empower, and
improve communities in ways that deeply align with the CRPG
Program.
Throughout measure development and implementation, SCN will
interview community leaders to inform and execute meaningful and
representative outreach and to establish approaches to measure their
success.
Leveraging Community Partnerships
SCN will leverage its existing workgroup’s seven monthly meetings to
educate, understand, and strategize ways in which it can effectively
engage with LIDAC communities affected by the Coalition’s measures.
The existing, expansive workgroup structure shows the
interconnection and overlap of sustainability efforts (water, energy,
air quality, heat, etc.) and the solutions-multiplier effect of climate
action and mitigation efforts. The Coalition received numerous Letters
of Commitment and Support (included as additional attachments)
from local, regional, and state stakeholders acknowledging the
transformative nature of the proposed suite of measures.
Publicizing Participation Opportunities
The Coalition will identify opportunities to host informational booths
at public events (such as City-sponsored programming, community
festivals, etc.) to engage with the community. These booths will share
information about CPRG, report progress towards implementation,
and/or provide sign-up opportunities for measures with resident
participation components.
Targeted Outreach to LIDAC Communities
The Coalition will use CEJST (and other datasets) to target outreach in
LIDAC communities for measures with public participation opportunities
(e.g., Fireplace Electrification, Residential Energy Efficiency). In-person
outreach will be context-specific, with accessible materials responsive to
cultural, linguistic, and other community characteristics. The Coalition will
partner with CBOs already embedded in LIDAC areas to amplify access to
climate and programmatic information and opportunities.
Online Platform to Increase Public Awareness
The Coalition will create a public-facing StoryMap that describes the
CPRG Program and associated measures. The StoryMap will provide
progress reports on performance measures and inform the public of
actual GHG reductions throughout the grant implementation period.
The Coalition will also provide opportunities for public feedback on
CPRG implementation through online and in-person surveys at key
milestones during the implementation process.
5. Job Quality
The Coalition coordinated with MCC to identify and create
educational programs supporting the CPRG. These programs directly
connect to the development of a highly skilled workforce for the
implementation of the PCAP GHG emission reduction measures. This
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
22
is reflected in the various PCAP-supporting occupations that MCC’s
proposed educational programs target.
MCC identified 13 educational programs supporting the proposed
measures, with many supporting multiple measures. The programs are
dispersed across six campuses (GateWay Community College, Mesa
Community College, Estrella Mountain Community College, Chandler-
Gilbert Community College, Scottsdale Community College, and Rio
Salado College). Figure 5 presents MCC’s educational programs relating
to the proposed measures. Programs that are included are either
existing or will start by spring of 2025.
Figure 5: MCC’s Workforce Program Offerings
Alternative Energy Technician
Sustainable Food Systems
BPI Building Analyst Certification
LEED Green Associate
BPI Healthy Home Evaluator
RESNET Home Energy Rater
BPI Multifamily QC Inspector
Solar Technician CCL
Electric Vehicle CCT
Sustainable Agriculture CCL
Home Energy Professional Energy
Auditor
HVAC Residential Installation and
Service Technician
Facility Management Professional
Notes: BPI – Building Performance Institute, CCL – Certificate of Completion,
CCT – Certificate of Competency
a. Educational Programs and Linkage to Supporting
Occupations
There are 28 Standard Occupational Classifications27 associated with
the educational programs supporting the measures; 90% of these
occupations are classified as part of the “green economy” (i.e.,
generate economic development and job creation while reducing
27 U.S. Bureau of Labor Statistics. Standard Occupational Classification website.
https://www.bls.gov/soc/
28 U.S. Bureau of Labor Statistics. Office of Occupational Statistics and Employment
Projections.
carbon emissions and pollution). As stated by the U.S. Department of
Labor, these green economy activities and technologies are robust
enough to create the demand for unique work and worker occupational
requirements. As a result, the majority of these occupations have
“bright outlooks” (expected to grow rapidly).28
A major factor in the grant proposal is the commitment to paying at
least the median area income for all workers. The annual median
wage for the Phoenix-Mesa-Scottsdale MSA is $46,290.29 Of the 28
occupations supporting the PCAP program measures, 26 have wages
above the MSA’s annual median wage.
MCC focuses its training efforts on minority and low-income populations.
Serving over 99,000 learners, over 60% were minority and 57% were
female. A CPRG award will cover tuition and material expenses for these
programs and be promoted as part of the program’s community
engagement activities, focused on engaging MCC’s traditional cohorts of
low-income and minority populations in the Maricopa County region.30
The initial year of workforce development training is anticipated to
focus on training for municipal employees. As promotion of the
programs and opportunities ramps up, it is anticipated that MCC’s
programs will engage as many as 420 people per year.
b. Budget Justification
MCC’s budget consists of costs for tuition and fees for workforce
development training in applicable programs that have been pre-
approved to be part of the project. Participant costs are included for
50% of total program capacity. A 4% annual escalation is built into
Years 2–5. The cost of these programs has been dispersed across the
applicable projects to truly reflect the GHG reductions’ effectiveness
29 U.S. Bureau of Labor Statistics. May 2022 Occupational Employment and Wage
Estimates.
30 Maricopa County Community College District. Institutional Data 2023-2024 Fast
Facts webpage. https://www.maricopa.edu/about/institutional-data/fast-facts
Resilient Maricopa‐Pinal County Region Priority Climate Implementation Plan
23
measure when considering the workforce development support to
ensure access to the developing green economy that a CPRG award
would bring to the region.
The significance of this workforce development approach is that the
programs are linked to the CPRG, but the opportunities and capacity
for participants to participate in the green economy are not. The
entire Maricopa‐Pinal County region stands to benefit from the
strengthened workforce trained in these skills.
6. Programmatic Capability and Past Performance
As lead applicant, the City of Phoenix will be accountable to EPA and
accepts full responsibility for effectively carrying out the full scope of
work and for ensuring the proper financial management of the grant.
Letters of Intent from Coalition members demonstrate the
commitment of these entities to support Phoenix in that effort.
The City of Phoenix is experienced with successfully delivering these
types of projects, as evidenced by the City’s past performance
administering and delivering federal aid funding and discretionary
grants.
The City of Phoenix and Coalition members are focused on ensuring 100
percent compliance with all grant requirements. To ensure this,
Phoenix, as lead applicant, has identified four full‐time equivalent (FTE)
staffing additions (a full‐time economic development program
manager, project management and project administrative assistants,
and a special projects administrator). Phoenix is confident that these
positions, in addition to the dedicated staff identified in the project
budgets (and summarized by project as outputs in Section 3) will
effectively administer the grant projects, enabling the region to achieve
the identified project outcomes of reduced GHGs and pollution.
a. Past Performance
The Notice of Funding Opportunity (NOFO) requests proof of
programmatic capability and past performance on federally funded or
non‐federally funded assistance agreements. Figure 6 provides two
examples of the City of Phoenix’s programmatic capability and past
performance on two such federally funded projects.
Figure 6: Past Assistance Agreement Performance
Grant Information
American Rescue Plan Act –
Phoenix Resilient Food Systems
Brownfields Assessment Grant
for Brownfields to Healthfields
Assistance agreement no.
Agency assistance listing no.
n/a
21.027
99T35701‐1
66.818
Description
This program addressed food insecurity focusing on low‐
income communities.
This grant focused on community health with food and
healthcare assets in underserved areas.
Contact from funding agency
SLFRF@treasury.gov (no direct contact at Treasury)
Jose Garcia, 213‐244‐1811, Garcia.jose@epa.gov
Successful completion and
management of agreements
The activities are on track to be completed within the grant
period and within budget.
The approved activities were completed within the grant
period (2015–2019) and within budget.
Interim and/or final reports
submitted
Quarterly performance and expenditure reports, as well as
annual recovery plan performance reports, are submitted on
time according to the issued guidelines.
Quarterly reports were submitted on time. Challenges and
delays were documented, and lessons learned were included
in the final report.
Adequate and timely reporting
on outcomes and outputs
Key performance indicators were reported in quarterly performance and expenditure reports, and the annual recovery
plan performance reports.
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
24
b. Reporting Requirements
Responses to the NOFO-specific questions related to funding are also
included in Figure 6. Each of the Coalition members have also
successfully administered federal grants.
c. Staff Expertise
The City of Phoenix was selected by Coalition members to lead the
CPRG program for the Maricopa-Pinal County region because of its
size, experience, and capacity. Phoenix has a 2023–2024 budget of
over $2 billion and has over 14,000 full- and part-time employees.
In 2015, Phoenix voters supported an ambitious General Plan vision
to become the most sustainable desert city on the planet.
This vision was supported with the hiring of Mark Hartman, Chief
Sustainability Officer, in 2014. In 2016, The Phoenix City Council
adopted the 2050 Sustainability Goals that set long-term outcomes
necessary to fulfill this vision. In 2019, Matthew Potzler,
Environmental Air Quality and Climate Specialist, joined the City of
Phoenix and was instrumental in creating Phoenix’s first
community-wide Climate Action Plan. In 2020, the City joined the
C40 Cities Climate Leadership Group, a network of the world’s
major cities committed to addressing climate change.
Supported by the City of Phoenix’s Office of Environmental
Programs and the Office of Sustainability, the City is coordinating
the update for the 2021 Climate Action Plan, and has consistently
raised goals for GHG reductions and focused on making Phoenix
the most sustainable desert city in the world.
Further supporting the City of Phoenix, Coalition members bring
additional knowledge, expertise, and qualifications (as
demonstrated in the résumés included as a separate attachment
with this application). The Coalition member teams have over
324 years of experience with their respective jurisdictions,
demonstrating commitment to the region, and a learned
understanding of working within their jurisdictions to leverage the
resources necessary to successfully deliver the Resilient Maricopa-
Pinal County Region Priority Climate Implementation Plan.
The team’s organizational structure is shown in Figure 7.
Budget
For detailed information on the CPRG budget, refer to the Budget
Narrative (included as a separate attachment to this application) and
the Optional Budget Calculations Spreadsheet (separate attachment).
Table 4 summarizes the budget.
Table 4: Consolidated budget
BUDGET CATEGORIES
FUNDING REQUESTED
(FOR 5-YEAR PERIOD)
Total Personnel
$14,996,282
Total Fringe Benefits
$6,995,708
Total Travel
$199,110
Total Equipment
$221,765,290
Total Supplies
$11,853,815
Total Contractual
$116,642,139
Total Other
$74,962,241
Total Direct
$447,414,584
Total Indirect
$5,973,689
Total Funding
$453,388,273
Resilient Maricopa-Pinal County Region Priority Climate Implementation Plan
25
Figure 7: CPRG Organizational Chart
Coalition
Member
Staff Member and Role
Expertise
City of
Phoenix
(Lead)
Nancy Allen, Co-Lead, Administration
Environmental Programs Administrator with City since 2018; manages teams and technical environmental programs
Kimberly Dickerson, Energy Efficiency
Deputy Neighborhood Services Director with City since 2007; leads team engaged in neighborhood revitalization efforts
Jesus Sapien, Public Transit EV
Public Transit Director with City since 2004; oversees operation of one-half of region’s transit fleet and its annual budget
Melissa Sweinhagen, Public Fleet EV
Assistant Director of Public Works with City since 1999; responsible for City fleet and administrative services divisions
Chris Ewell, Microgrids for Phoenix
Assistant Director of Facilities Management with City since 2000; facilities construction, asset management, and systems
Mark Hartman, Microgrids for Region
Chief Sustainability Officer with City since 2014; responsible for effectively designing and implementing programs and grants
Rosanne Albright, Co-Lead, Food Waste
Environmental Programs Coordinator with City since 1998; manages air quality, brownfields, and food systems programs
Matthew Potzler, Ph.D., Technical Lead
Environmental Quality Specialist with City since 2019; primary author of 2021 Climate Action Plan and visionary data scientist
State of
Arizona
Gabriel Sanchez, CPRG Lead
Energy Grants Program Manager with State since 2023; proficient in GHG inventories and programs and reporting
Julie Cruz, Transportation Lead
Transportation Policy Advisor; with State since 2023; provides strategic guidance to implement the Governor’s priorities
Rosa Ellis, Grant Administrator
Compliance Administrator with State since 2013; responsible for monitoring and reporting on grant-funded projects
Maricopa
County
Philip McNeely, County CPRG Lead
Director of Air Quality Department with County since 2014; oversees air quality grants, programs, and services
David Bruce, Financial Manager
Finance Manager with County since 2007; financial and regulatory grant administrator for air quality-focused grants
Milly Chandler, Lawnmower/Fireplace Elec.
Senior Planner with County since 2017; handles GHG inventories, grants, environmental education, and program execution
Shawn Pierce, HVAC
Deputy Director of Human Services with County since 2020; has managed programs and services including HVAC replacement
Chris McAbee, Charging Infrastructure
Sustainability Manager with County since 2006; oversees County’s facilities management programs and services
Mark Sniff, Vehicle Electrification
Administrator, Equipment Services Department with County since 2018; fleet manager overseeing $23 million annual budget
City of
Mesa
Scott Bouchie, Transport., Waste/Solid Waste
Energy and Sustainability Director with City since 1999; responsible for implementation of Mesa’s Climate Action goals
Sheri Collins, Waste/Solid Waste
Solid Waste Director, with City since 2000, oversees Solid Waste management and diversion programs
Laura Hyneman, Transportation
Environmental and Sustainability Deputy Director with City since 2000; coordinates fleet electrification and climate projects
Mike Lewis, EV Fleets, Charging
Fleet Services Director, with City since 2009, manages all aspects of Mesa's diverse fleet
Sharon Skinner, Grant Administrator
Grants Coordinator with City since 2011; experience in grant funding, research, and development, including evaluation
Lauren Whittaker, Waste/Solid Waste
Sustainability Programs Supervisor with City since 2014; project manager and municipal sustainable solutions champion
Becky Zusy, Grant Administrator
Conservation Coordinator with City since 2000; manages grants across spectrum of federal programs, including EPA grants
City of
Tempe
Brianne Fisher, Grant Administrator
Climate Action Manager with City since 2018; experience supporting Climate Action Plan program and policy development
Eric Iwersen, Transport. Co-Lead
Transportation and Sustainability Director with City since 1996; responsible for transportation and sustainability budgets
Grace Kelly, Microgrids
Energy Manager with City since 1996; manages renewable energy projects and utility-scale solar agreements
Sam Stevenson, Transport. Co-Lead
Transit Manager with City since 2017; leads multimodal transit program, managing equity, demand, and cost considerations
City of Phoenix
1
Exhibit G – Insurance Requirements
1. COALITION MEMBER’S INSURANCE:
Coalition Member (all capitalized terms shall be as defined in the Agreement) must procure insurance
against claims that may arise from or relate to performance of the Approved Activities hereunder by
Coalition Member and its agents, representatives, and employees. Coalition Member must maintain
that insurance until all their obligations have been discharged, including any warranty periods under
this Agreement.
The City in no way warrants that the limits stated in this Paragraph are sufficient to protect the
Coalition Member from liabilities that might arise out of the performance of the Approved Activities
under this Agreement by the Coalition Member, its agents, representatives, or employees and
Coalition Member may purchase additional insurance as they determine necessary.
1.1. SCOPE AND LIMITS OF INSURANCE: Coalition Member must provide coverage with limits of
liability not less than those stated below. An excess liability policy or umbrella liability policy
may be used to meet the liability limits provided that (1) the coverage is written on a “following
form” basis, and (2) all terms under each line of coverage below are met.
1.1.1.1.
Commercial General Liability – Occurrence Form
General Aggregate
$2,000,000
Products – Completed Operations Aggregate
$1,000,000
Personal and Advertising Injury
$1,000,000
Each Occurrence
$1,000,000
• The policy must name “the City of Phoenix, a municipal corporation” as an additional
insured with respect to liability for bodily injury, property damage and personal and
advertising injury with respect to premises, ongoing operations, products and completed
operations and liability assumed under an insured contract arising out of the activities
performed by, or on behalf of the Coalition Member related to the Agreement.
• There shall be no endorsement or modification which limits the scope of coverage or the
policy limits available to the City as an additional insured.
• The City is an additional insured to the full limits of liability purchased by the Coalition
Member.
• The Coalition Member’s insurance coverage must be primary and non-contributory with
respect to any insurance or self-insurance carried by the City.
1.1.2. Automobile Liability
Bodily Injury and Property Damage coverage for any owned, hired, and non-owned
vehicles used in the performance of the Agreement.
2
Combined Single Limit (CSL)
$1,000,000
• The policy must be endorsed to include the City as an additional insured with respect to
liability arising out of the activities performed by, or on behalf of the Coalition Member,
relating to the Agreement.
• The City is an additional insured to the full limits of liability purchased by the Coalition
Member.
• The Coalition Member’s insurance coverage must be primary and non-contributory with
respect to any insurance or self-insurance carried by the City.
1.1.3. Worker’s Compensation and Employers’ Liability
Workers’ Compensation
Statutory
Employers’ Liability:
Each Accident
$100,000
Disease – Each Employee
$100,000
Disease – Policy Limit
$500,000
• Policy must contain a waiver of subrogation against the City.
• This requirement does not apply when Coalition Member is exempt under A.R.S. §23-
902(E), AND when such Coalition Member executes the appropriate sole proprietor
waiver form.
1.2. NOTICE OF CANCELLATION: For each insurance policy required by the insurance provisions of
this Agreement, the Coalition Member must provide to the City, within five (5) business days
of receipt, a notice if a policy is suspended, voided or cancelled for any reason.
1.3. ACCEPTABILITY OF INSURERS: Insurance is to be placed with insurers duly licensed or
authorized to do business in the state of Arizona and with an “A.M. Best” rating of not less than
B+ VI. The City in no way warrants that the required minimum insurer rating is sufficient to
protect the Coalition Member from potential insurer insolvency.
1.4. VERIFICATION OF COVERAGE: Coalition Member must furnish the City with certificates of
insurance (ACORD form or equivalent approved by the City) as required by the Agreement. The
certificates for each insurance policy are to be signed by a person authorized by that insurer to
bind coverage on its behalf.
All certificates and any required endorsements are to be received and approved by the City
before work commences under the Agreement. Each insurance policy required by the
Agreement must be in effect at or prior to commencement of work under the Agreement and
remain in effect for the duration of the Approved Activities. Failure to maintain the insurance
3
policies as required by the Agreement or to provide evidence of renewal is a material breach
of contract.
All certificates required by this Agreement must be sent directly to Nancy Allen,
Environmental Programs Administrator, as provided for in Subparagraph 8.9 of the
Agreement. The City project/contract number and project description must be noted on the
certificate of insurance. The City reserves the right to review complete copies of all insurance
policies required by the Agreement at any time. DO NOT SEND CERTIFICATES OF INSURANCE
TO THE CITY’S RISK MANAGEMENT DIVISION.
1.5. SUBCONTRACTORS: Coalition Member’s certificates shall include all subcontractors as
additional insureds under its policies OR Coalition Member shall be responsible for ensuring
and verifying that all subcontractors have valid and collectable insurance. At any time
throughout the life of the contract, the City reserves the right to require proof from the
Coalition Member that its subcontractors have insurance coverage. All subcontractors
providing services included under the Approved Activities are subject to the insurance
coverages identified above and must include the City as an additional insured. In certain
circumstances, the Coalition Member may, on behalf of its subcontractors, waive a specific type
of coverage or limit of liability where appropriate to the type of work being performed under
the subcontract. Coalition Member assumes liability for all subcontractors with respect to the
Agreement.
1.6. APPROVAL: Any modification or variation from the insurance coverages and conditions in the
Agreement must be documented by an amendment to the Agreement, executed by both
Parties.