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Project Title:

MadiSUN Megawatts
Solar Market Pathways



FOA#DE-FOA-0001071
Topic Area A: Solar Deployment Case Studies (Plan and Programs)


Technical Point of Contact: Mr. Niels Wolter, Madison Solar Consulting



Business Point of Contact: Ms. J eanne Hoffman, City of Madison


Team Members:

City of Madison
Madison Solar Consulting
Sustainable Resource Group
Renew
Alpha Group
Cullen Weston Pines Bach
Meier Engineering Research












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Technical Volume
Cover Page 1
Table of Contents 2
Project Overview 3
Technical Description, Innovation, and Impact 5
Workplan 12
Technical Qualifications and Resources 24
Appendix -
Identified Stakeholder Groups 26
Soft Cost Reductions 28
Comprehensive Planning Example 29
Energy Modeling Overview 30
Project Team Resumes
J eanne Hoffman, BOC 32
Niels Wolters, TOC 33
Tyler Huebner 34
Michael Vickerman 35
Shilpa Sankaran 36
Bryant Moroder 37
Chris Kunkle 38
J effrey Vercauteren 39
Paul Meier 40
Ben Kaldunski 41
Letters of Commitment
Madison Mayor Paul Soglin 42
Madison Planning Director Katherine Cornwell 43
Meier Engineering Research LLC 44
Renew 45
Cullen Weston Pines Bach 46
Ben Kaldunski 47
Calthorpe Associates 48
Letters of Support
Members of the Wisconsin Legislature 49
Dane County Executive J oseph Parisi 50
Monona Mayor Bob Miller 51
Wisconsin Energy Institute 52
Stonehouse Development 53
Sustain Dane 54
Madison College 55
Sustainable Atwood 56
IBEW Local 2304 57
H&H Solar 58





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PROJECT OVERVIEW

The City of Madison, Wisconsins MadiSUN Megawatts project proposes to conduct a three-
year community-driven multi-stakeholder process to formulate a plan to deploy nearly 60
megawatts of solar within the City by 2025. This would be a 30-fold increase in approximately
10 years. Led by City departments and featuring an established team of experts on Wisconsin
solar energy and market engagement, our project will pursue four main strategies to reduce soft
costs and increase options for people to participate in solar energy projects. The plan will
explore deployment among four distinct solar markets within our jurisdiction: government,
customer, community and shared solar, and utility-owned.

Our unique planning process will take place in five over-arching steps which will be well-
documented, repeatable for hundreds of cities throughout the nation, and widely disseminated by
the project team. These process steps are:































Scenario planning for Madisons solar energy future
using robust technology

Engaging the community and key stakeholders around
the potential solar deployment scenarios to inform and
gather feedback
Utilizing the City of Madisons formal Comprehensive
Planning process in 2016 to integrate solar deployment into
Madisons next 20 years of urban development (see below)
Developing the MadiSUN Megawatts Solar Deployment
Plan based on scenarios, community and stakeholder
feedback, and the Comprehensive Plan outcome
Implement & Share: Implement the solar deployment plan
within the City, and share our process and results widely
through existing and new channels to facilitate repeatable
and scalable success in other communities.
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Project Goals:

The MadiSUN Megawatts project proposed here aims to achieve the following targeted goals.


Critical Success Factors:
This is a prime time to build on Madisons previous work (see Background below) and deploy a
smart, strategic and multi-stakeholder approach for the City to deliver a balanced plan that
ensures solar will be an option for all stakeholders of the community. To achieve these
outcomes, MadiSUN Megawatts has identified the following critical success factors:
Integrate with current City processes: Utilize City staff expertise in facilitating community
engagement and leverage familiarity with planning exercises that solicit ideas and inputs
from multiple stakeholders in the community.
Create stakeholder transparency: Offer all stakeholders access to the simultaneous realities of
the solar marketplace and the rapidly evolving electricity delivery business model. See
identified stakeholder groups in Appendix A
Explore scenarios: Allow for the energy modeling at city-scale to simulate the utility
territory of various deployment levels. Create opportunities to explore an unlimited number
of virtual energy planning scenarios not restricted by a business-as-usual mindset.
Build from existing work: Leverage efforts and innovations already underway in addition to
augmenting lessons learned from previous DOE programs (e.g., Rooftop Solar Challenge)
and incorporates unique local efforts and assets
Develop an economically feasible plan: Explore the optimization of economic and
environmental benefits to the community and the local utility providers.
Leverage cutting-edge tools: Creating a seamless transfer of data across existing software to
be used in a new way that can be replicated in cities of all sizes across the U.S.

Background:

The foundation for MadiSUN Megawatts began in 2007, when Madison, designated a Solar
America City by DOE, launched several activities that led to important solar achievements.
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Madison has received Solar America Communities grants in 2007 and 2009, and was part of a
Rooftop Solar Challenge SunShot grant in 2012. Our activities under these grants included the
creation of a Solar Agent to provide residential and business assistance, improved permitting
and zoning code, deployment of website portal and solar mapping tool at www.madisun.org,
convening the Grow Solar conference, launching Solar Group Buying projects, coordination of
regional streamlined solar permitting effort, and exploration of 3rd party owned feasibility on all
City-owned properties. In 2013, the City designated $1 million towards renewable energy and
energy efficiency projects in an effort to more aggressively pursue these options.

Status of Solar Market:
Past DOE support, supportive utility policies and statewide incentive programs, and City
initiatives have brought Madisons solar market to an early development level with
approximately 350 solar installations to date. However, the growth of the market has come in
fits and starts over the past five years due to policy and incentive programs changing
unpredictably, and a comprehensive planning process as identified in this application would set
the stage for continuous, predictable, and accelerated growth in Madisons solar market.

DOE Impact
Without the DOE funds, the necessary inclusion of outside expertise to support Planning staff,
energy modeling and scenario planning tools and other critical project implementation resources,
achieving project goals would be unattainable through City resources alone. However, the
project has delivered a matching commitment of cash and in-kind contribution equal to 28.8% as
a demonstration of our strong commitment to the process.

Our strategy is to use the funding to augment efforts and innovations already underway to create
impact. In addition to leveraging DOE programs (e.g., Rooftop Solar Challenge), we will
incorporate unique local efforts and assets. With some modifications and integration the
software we are utilizing can be used to develop accurate solar planning scenarios for use in
interactive community meetings and integrated into the planning process and planning scenario
tools. Tools like this are central to our innovative planning and implementation strategy. The
resulting process, tool, and data integration can be replicated in cities of all sizes across the U.S.

This effort will be conducted by a cross-sector team of City staff, non-profits, other stakeholders,
and local consultants. However, funding for this robust collaboration is not available within the
community. If funded, the results of our work will be shared widely and have special
significance for other mid-sized cities. There are 48 other US cities with populations between
200,000 - 300,000.

TECHNICAL DESCRIPTION, INNOVATION, AND IMPACT

Project Description
The MadiSUN Megawatts project is a 3-year process consisting of three phases of activities:

Phase I - Engagement & Analysis: Engage the public and convene multiple stakeholder groups
supported by technical experts to assess current solar market drivers and activities that address
the following four barriers to adoption:
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1) Lack of Market Awareness
2) Lack of Affordable Solar Financing Mechanisms
3) Necessity for utility engagement
4) Lack of key supportive Solar Policies

A gap analysis will ultimately converge into a set of potential future scenarios using planning
tools and will be further analyzed in Phase II.

Phase II Assessment and Planning: This Phase will involve an integrated process, where the
scenarios developed in Phase I will be evaluated by the stakeholder groups and further
developing into an emerging roadmap for achieving targeted outcomes. With the assistance of
the MadiSUN Megawatts team, City staff will integrate the scenarios into the Comprehensive
Planning community engagement process and final Comprehensive Plan. Early market
awareness activities will be implemented to create market momentum and build toward Phase
III.

Phase III Deployment and Implementation: Supported through the creation of an integrated
deployment plan (roadmap), vetted by all of the stakeholder groups, the team will conduct early
implementation to roll-out the programs and accelerate solar adoption in Madison. This will
include marketing campaigns, financing program roll-out, and coordination with utilities long-
term plans. The team will also prepare a case study detailing the MadiSUN Megawatts approach.

The following principles will guide the MadiSUN Megawatts efforts throughout the
project:
Build a shared sense of ownership around the development of the citys solar energy
future
Quantify projected impacts of significant solar investments
Expand access to solar energy and make the most efficient and effective solar
deployment
Aggressively reduce barriers to opportunity for solar ownership
Create economic resiliency for the region by developing a balanced and reliable energy
system that accommodates many future possible scenarios for significant solar
deployment

Relevance
Several factors make MadisSUN MegaWatts a relevant and important candidate for Solar Market
Pathways support:

Soft cost reduction - Supporting a menu of the most viable PV implementation strategies, with
the best cost structures and community and utility support will also have the added effect of
lowering soft costs for customer owned and sited systems by an estimated 40%.
1
Soft costs will
decline due to our activities that directly target soft cost reductions (See Appendix B) and
increase installations volumes, making Madisons solar businesses and their suppliers and their
regulators more efficient
1
Estimate based on 2013 NREL report Non-Hardware (Soft) Cost-Reduction Roadmap for Residential and Small
Commercial Solar Photovoltaics, 2013-2020
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Replicability: Madison is deeply committed to documenting and broadly disseminating the plan
and program processes and results. A successful demonstration of accelerating significant solar
deployment by developing integrated solar plans using the Citys Comprehensive Planning
process could be replicated by any community or region in the United States. The City of
Madisons Planning Department is excited to give presentations and publish papers about the on-
going solar planning efforts as well as distribute the final project results to national planning and
related organizations and publications such as the American Planning Association, American
Institute of Architects and US Green Building Council.

We will also create an easy-to-use, transparent online portal for stakeholder engagement and
community resources, including legal and policy background information; and designed for other
municipalities and regions to replicate the Madison process, similar to a portal in the state of
California for net-zero energy homes.
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We expect to present findings, results and a toolkit via established municipal networks in which
Madison actively participates, such as US Conference of Mayors, Mayors Innovation Project,
and Wisconsin League of Municipalities. RENEW Wisconsin, a project partner, is a member of
the RE-AMP network which covers eight Midwestern states with over 160 non-profit and
foundation members and provides multiple potential venues to disseminate results. RENEW is
also a charter member of the Wisconsin Distributed Resources Collaborative which is populated
by all the investor-owned utilities in Wisconsin plus a number of other key stakeholders which
could lead to replication in-state. Lastly, we look forward to working with the selected National
Coordinator team to share our results, learn from other Solar Pathway awardees, and share
results through other channels identified by DOE.

Strength of team - The MadiSUN Megawatts team and our partners bring the necessary technical
expertise to comprehensively examine and assess the feasibility of policies and strategies needed
to achieve the goals for solar deployment, soft cost reduction, and replicability. Our collective
experiences with DOE SunShot and working on the city-scale energy planning provide us with
additional advantages.

Type/Size of Utility - Madison is served by two investor-owned utilities, Madison Gas & Electric
(MG&E) and Wisconsin Power & Light (WP&L or Alliant). MG&E serves about 80% of
Madison and Alliant serves about 20%. In particular, MG&E has been a cooperative partner in
many energy-related and broader economic development initiatives with the City for many years.
MG&E has the highest electrical rates in Wisconsin and the highest net metering cap in the state
(100 kW) enabling a larger customer group to cost-effectively deploy solar.

Market realities The installed cost of solar continues to decline across the county, while the
average price of electricity in Wisconsin, across all three sectors, has increased at the 6th highest
rate in the nation (91%) since 1990 .MG&Es retail electric rates for residential customers have
increased over 20% since 2007 and are now the highest in Wisconsin and among the highest in
the Midwest. Beyond the comparatively favorable payback period for solar installed in the
MG&E service territory, customer support for renewable energy is strong in the area, as
evidenced by the fact that over 10,000 MG&E customers currently subscribe to the utilitys
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http://www.californiaznehomes.com/#.
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voluntary renewable energy purchasing program, Green Power Tomorrow. At least half of
Wisconsins 16 technical colleges currently offer an Alternative Energy Career Program, further
developing the states robust installer network

Customer demand Over 1,000 households and business have taken advantage of MadiSUN
programs including free solar site assessments and solar group buying opportunities. This
demonstrates significant interest in property-owned solar.

Innovation & Impacts

Three of the most innovative elements of the MadiSUN Megawatts efforts are:

1. Solar deployment across multiple market segments within a defined geographic territory.
To reach our goal of 60 megawatts of solar by 2025, our plan will explore solar deployment
in four market segments:

Government
(City of Madison directed projects)
End-use customers
(residential, commercial & industrial,
non-profit)
Community and shared solar Utility-owned solar

By focusing our geographic boundaries tightly on the City of Madison, our process can focus on
identifying ways to reduce costs and greatly expand deployment across this variety of market
segments.

2. Comprehensive planning integration - In 2016, the City of Madison will update its
Comprehensive Plan using a process of extensive community engagement and technical
analysis. The Comp Plan establishes an urban development strategy and policies to guide
the future growth and development of the community over the next two decades. This
established City-led process will take place in 2016, and occurs once every 10 years, which
makes the timing of this project extremely valuable. Based on a clearer understanding of the
solar adoption barriers identified in Phase I activities, the Comprehensive Plan will establish
community goals, objectives, policies and strategies for solar. (See Appendix C)

Leading up to and throughout the Comp Plan process, MadiSUN Megawatts will create a
replicable process to support a seamless integration of solar planning through the use of
scenario planning, expert analysis, and multi-stakeholder engagement. In addition the
MadiSUN Megawatts will produce a deployment plan that compliments the outcomes of the
Comprehensive Plan by recommending specific pathways to achieving the goals, objective,
strategies and policy outcomes of the Comprehensive Planning Process.

Integrating this effort into the Comp Plan achieves efficiencies and coordination with both
community engagement efforts and the resulting analysis, to inform a deployment plan and
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future solar program design. Additionally, the plan includes strategic stakeholder
engagement to address barriers, that are carefully planned for exchange of information which
will provide a continuous feedback loop to inform each track throughout the project. This
effort creates broad awareness of communities existing energy conditions, Madisons energy
profiles and helps build a shared understanding of the issues. The community engagement
process will also help to further reveal the barriers that limit residents utilization of solar.

More importantly, this plan drives future City decisions on regulation, investments, and
partnerships over the long term. With DOE funding of this proposal, solar energy would be
an established stakeholder committee in this Plan for the first time ever in Madison and
possibly the first time nationally.

3. Cutting-Edge Scenario Planning Software Deployment - Given the complexity of the four
adoption barriers addressed in this project and the number of factors that could be influenced
by various decisions made throughout the process (e.g., land use, transportation, zoning), we
chose to use a scenario planning strategy.

The software and data-driven scenarios allow the team to dynamically view the potential
futures that could result from these factors and allow for deeper analytical decision-making.
It also helps decision-makers identify hidden weaknesses and inflexibilities in the system,
while enabling real-time adjustments to optimize the final plan for solar deployment. The
use of scenario tools is illustrated in the process diagram below:


Various scenario-based software tools (See Appendix D) will be used in an analytical and
engaging process throughout the project. In Phase I, we will leverage the scenario building
tools to solicit input from key stakeholders and the community. The output of this will feed
Phase II, by informing and creating a number of scenarios that illustrate the total solar energy
generation, building energy, utility impacts, environmental impacts, financial costs, and other
factors that can change depending on key levers identified. These results will also look for
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opportunities to directly integrate solar into the Citys Comprehensive Plan by illustrating
how the solar scenarios affect land use, water, transportation, and codes for the next 10 years.
Some of these scenarios may also be used to enable stakeholders to visualize the possible
energy futures and participate in decision-making, and ultimately guide the development of a
deployment plan in Phase III and early engagement activities.

Outcomes
This innovative approach to creating a multi-stakeholder, analytical, integrated, and dynamic
planning process enhances the viability of achieving targeted outcomes in each of the 4
deployment strategies at the following levels.

Type Madison Area
Today
2025 without
MadiSUN
Megawatts
2025 with
MadiSUN
Megawatts
Government 0.5 MW 3 MW 8 MW
Customer-Sited 1.9 MW 5 MW 22 MW
Community & Shared
Solar
0 MW 2 MW 20 MW
Utility Owned 0.2 MW 1 MW 10 MW

Total 2.6 MW 11 MW 60 MW

MadiSUN MegaWatts approach will create targeted improvements that when implemented:

1. Create a replicable planning process, that is fair and balanced to community,
government, and business stakeholders alike - leveraging both analysis through unique
software tools and traditional planning methods
2. Drive market demand through targeted community-based social marketing, education
efforts, and marketing campaigns
3. Address evolving utility pricing models that will face cities across the U.S through a
variety of deployment strategies.
4. Push solar closer to grid parity by addressing soft-costs through a variety of financing
models, within the context of Wisconsins complex policy and regulatory framework

Feasibility
Madisons current solar adoption rate is lower than it should be considering the communitys
strong support for clean energy. In our neighboring state of Minnesota, investor-owned utilities
are required to source 1.5% of overall electricity supply from solar by 2020. The MadiSUN
Megawatts target of 2.5% by 2025 is a reasonable benchmark by comparison. Additionally,
solar PV in Wisconsin grew 85% annually from 2002 to 2010. Our initiative aims to re-establish
that growth rate with the City of Madison leading the way through the following deployment
strategies:
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1. Government Solar (Led by City of Madison) - The City currently owns and operates 137
kW of solar electric systems and is actively considering opportunities to advance solar adoption
on city facilities to help it achieve an aggressive goal of obtaining 25% of its electricity from
clean energy sources by 2025. MadiSUN Megawatts will use a 2013 report completed with
Solar Rooftop Challenge funding to evaluate 49 potential sites and recommend deployment
strategies in the plan. Dane County is also a leader in solar energy and has plans to expand solar
installations. Dane County is a key stakeholder in our planning process as well.

2. Customer Solar - City residents, business and not-for profits already have almost 200 net
metering systems with MGE and nearly 150 other solar installations in the Madison area. They
have an estimated capacity of 1.9 MW to date. These systems are generally self-financed by the
property owner.

The City has committed $100,000 to develop a solar financing mechanism with the expectation
of a leveraging a 20:1 match from Financial Institution partners to increase customer-owned
solar. Results from the analysis of various supportive programs and policies will be integrated
through the planning process. The MadiSUN Megawatts program will also develop other
financing and financing support mechanisms to reduce first cost barriers and financing soft costs.

3. Community & Shared Solar - This approach aggregates customer contributions to finance
arrays that connect directly into the utilitys distribution grid. This pathway empowers the 80%
of electric utility customers who are unable to host a solar electric system. In Madison, shared
solar infrastructure is likely to be owned by utilities instead of customers or third party
developers.

A local utility has been in early discussions with RENEW, a project team member, to explore the
feasibility of launching a shared solar service to its customers. Nearly 10% of MGEs customers
participate its green power program (at a cost over 25% the base rate). Thus the Madison
community is demonstrating strong support for renewable energy. The opportunity to share
ownership with MGE is likely to have huge uptake within this population of customers. A shared
solar service could be a undertaken in 2016.

In addition to utility-enabled community solar, entities in Madison are pursuing solar financed
within the community by neighbors and other lenders. This approach leverages community
sources of capital to underwrite local solar generation. Community-financed solar schemes have
been deployed at a small scale in Madison. Those schemes include: Peer-to-peer lending; Third
party-owned solar systems supplying hosts with solar renewable energy credits; and, a new
business model for cooperative ownership of behind-the-meter systems. With a feasibility
analysis complete, the deployment will articulate, which specific models make the most sense
given the policy and regulatory environment. The community solar plan will also include
recommendations regarding programs and policies that are need for the successful
implementation of community-financed solar.

4. Utility-owned solar - The prospect of utility-owned solar is growing as costs decline rapidly.
Our team will engage the electric utilities serving Madison to work with their plans and capacity
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needs to incorporate solar electric deployment into their future capacity plans. Utilities like to
own generating assets and they get a financial return on those assets, know how to best integrate
them into the grid, how to maintain them, and could add their output to their green power rate.
Currently MGE generates most of its power, about 70%, from coal. EPA regulations and
Madisons customer sentiment are positive forces that will aid our work with utilitys.
WORKPLAN
The objective of MadiSUN Megawatts is to use a proactive approach, technical expertise and
innovative methods for stakeholder engagement, scenario planning and feasibility analysis to
achieve the defined goals (Refer to page 4) through a 3 year, 3 phase approach..
Phase I - Engagement & Analysis: In Phase I, the MadiSUN Megawatts team will convene and
organize a multiple stakeholder processes that create and examine the feasibility of various
scenarios by combining community priorities with expert insights. Importantly, stakeholders
will have an unprecedented access to knowledge and information critical to future solar energy
planning
Public Engagement
Using surveys and other tools to engage and measure the public awareness and
knowledge of solar, we will identify the level of market needs currently met and unmet.
To verify the findings from these activities and solicit additional public input, we will
present the results as potential scenarios by convening representative focus groups and
sharing early results from the preliminary assessments provided through our partner
engagement efforts. By the end of Year 1, we will have completed a gap analysis of
awareness and perceived barriers; and established quantitative measures with preliminary
goals and strategies developed and supported through public engagement activities.
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(ALSO SUBMITTED AS A MICROSOFT WORD DOCUMENT)
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Utility Engagement
Our ability to proactively engage the utilities on regulatory, rate setting and other
important matters to address the complex issues of aligning customer and utility interests
depends on the ability to create a neutral platform for all stakeholders to be involved. By
the end of Year 1, we will develop a vision and values and principles narrative that can
serve as a working platform for achieving consensus with the local utilities.

Partner Engagement
Using multi-stakeholder committees facilitated and supported by members of the
MadiSUN Megawatts team, we will provide preliminary analysis regarding policy and
financial strategies needed to achieve the 60 MW goal. Potential strategies and policies
that will be explored may include the following:

Example Policies:
Utility buyback rates (net metering &
tariffs)
Interconnection rules
Local permitting standards
Virtual net metering
Third-party ownership financing
Applicability of State incentives (Focus
on Energy & others)
Group purchasing
Renewable Portfolio Standard

Example Strategies:
Customer education
Community assessment and planning
Solar marketing
Increasing installers project
volume/efficiencies
Financing options
Urban off grid
Stakeholder support at the Public
Service Commission
Optimal siting for utility benefits
Utility leasing to customers

The assessments are completed in concert with public and utility engagement activities to inform
and provide a real-time feasibility analysis to guide emerging scenarios. By the end of Year 1,
we will deliver 3-5 preliminary options for solar deployment with support from key stakeholders
and backed-up by cost/benefit analysis, infrastructure assessment and other feasibility
assessment of additional barriers (i.e. policy and financial).

Phase II - Planning & Awareness: In Phase II, the scenarios from Phase I will be integrated
into the City of Madisons 2016 update of the Citys Comprehensive Plan. The Comprehensive
planning process provides a framework for both extensive community engagement and technical
analysis. We believe that significantly more public involvement as greater participation yields
the highest likelihood of success.

Utilizing sophisticated scenario modeling tools and the technical expertise for energy planning
from the committees, MadiSUN Megawatts will work with City of Madison planning staff to
create an exciting dynamic that allows the community to both understand and advocate for
feasible solutions.

To accomplish this we will develop a shared understanding of the issues around Madisons
energy future by presenting preliminary scenarios from Phase I that identify existing community
energy conditions and define Madisons energy profile into the Comprehensive planning process.
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In addition, the community engagement process of the Comprehensive planning process will
allow participants to help establish community goals for solar adoption based upon scenarios that
allow them to dynamically view the potential futures that could result from various deployment
strategies.

The resulting impact of this broader community consensus building exercise makes difficult
future decisions involving complex trade-offs more acceptable and increases the speed of
programs and policies that leader to faster solar deployment. This approach will serve as a
foundation for an approach that offers easy to replicate strategies for solar planning coordination
and analysis that can be used by other cities and regions in the future.

Simultaneously, the team will work with the local utilities to achieve consensus on major issues
defined in Phase I. In addition, we will begin implementing early market awareness activities to
create market momentum and build toward Phase III.

By the end of Year 2, we will have:
Involved and educated thousands of citizens in helping refine the solar scenarios and
develop a solar section for the City of Madison Comprehensive Plan.
Work with the utilities and other stakeholders to formulate and define the realities that
effect future scenarios probabilities

Phase III Deployment and Implementation: Supported by the development an integrated
plan (roadmap), vetted by all of the stakeholder groups, the team will conduct early
implementation to roll-out the programs and accelerate solar adoption in Madison. This will
include marketing campaigns, financing program roll-out, and coordination with electric utilities
as defined in the outcomes of Phase II planning.

By the end of Year 3, we will have:
Started implementation of programs/policies accelerating solar ownership options within
each of the four deployment strategies.
Produce a report, which will be integrated in the final deployment plan and distributed to
decision-maker, partners, stakeholders and local units of government.
Integrating roadmap recommendations into long-term utility plans and short-term
deployment plans.
Complete a case study report that summarizes the project teams approach and results.

WORK BREAKDOWN STRUCTURE

PHASE 1: ENGAGEMENTAND ANALYSIS

TASK 1: Market Engagement

Task Summary: Conduct an in-depth examination of commercial, residential and industrial
awareness knowledge and interest in solar energy and related issues. In addition, we will engage
with the utilities to determine the appropriate level of participation in the project. The importance
of this activity is to identify the major gaps in perspectives and knowledge and to help interpret
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and share the priorities for solar energy within the broader Madison community. Findings from
this will be delivered to the public and partners. The results will also be critical to the creation of
alternative future scenarios for deeper technical analysis and as well as prompting community
education and enagement.
Subtask 1.1 (M1-M4): Develop and implement a plan for outreach to identify various
community stakeholder groups and leaders. Update solar education material on the City of
Madison solar website prior to engagement to provide reference and background for community
participants. Continue posting fresh content as it is created throughout the project subtasks, and
leveraging the portal for online exchange of information as needed.

Subtask 1.2: (M5-M8) Conduct one-on-one interviews with community leaders; and pilot
survey questions with community subsets. Revise and launch surveys and organize stakeholder
specific focus groups to confirm survey findings and solicit additional input to help establish
priorities for solar energy within the broader Madison community. Create a cooperative
voluntary agreement with the utilities that frames clear objectives and principles for solar energy
planning.

Subtask 1.3: (M9-12) Analyze community awareness findings and conduct gap analysis.
Provide data charts summarizing results for technical teams. Present results in document for
public through story-boards, infographics and other appropriate communication means to share
findings. Establish a process for utilities engagement on regulatory, rate setting and other
important matters that to address the complex issues of aligning customer and utility interests
Risk/Barriers: The most significant risk in this task managing dominator and potential for
sample bias. To address dominate personas, we will use appropriate facilitator techniques in
focus groups to provide equal opportunities for participation. Community groups will be asked to
develop and deploy strategies to address lack of participation by under-represented viewpoints.
TASK 2: Policy and Financial Analysis

Task Summary: The objective of the assessment is to fully understand the current policy and
financial landscape for solar deployment, both in Madison and throughout Wisconsin. A
committee of industry, financial, and community partners, and led by the Project Team will
prepare a synthesis report identifying policy and financing limitations as well as practical
solutions within the context of the intricate federal, state, local, and utility (investor-owned,
municipal-owned, and cooperative) regulatory framework and market demand. This analysis is
critical for both the preliminary scenario development and for the Comprehensive Planning
process.

Subtask 2.1 (M1-M3): Conduct initial assessment of existing policy landscape, including a
review of utility policies across the three relevant sectors (investor-owned, municipal-owned,
and cooperative). Review financing mechanisms used by the solar industry that are permissible
under Wisconsin law. Conducts an initial assessment of the solar financing feasibility by
collecting information using meetings/interviews, focus groups, online surveys, etc with: current
and prospective system owners, area solar installers and developers, area banks, local and
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national solar lenders, the local utilities, community groups, environmental groups and local
government.

Subtask 2.2 (M3-M6): Identify and convene multi-stakeholder committee, consisting of
members of the Project Team and other key stakeholders. This committee will review and
provide input on the preliminary policy/financing analysis conducted by members of the Legal
and Financial Project Team Leads.

Subtask 2.3 (M6-M12): Under direction of the multi-stakeholder committee, prepare and
finalize report to inform the preliminary scenario plans and the Comprehensive Planning process.
The synthesis report will identify the feasibility of various financial mechanism and current
policy/regulatory limitations that discourage solar in the state and provide practical solutions to
remove these barriers. The synthesis report will also identify creative financing solutions
currently being used elsewhere that are permissible under Wisconsin law.

Risk/Barriers: The most realistic risk to this task is a lack of meaningful engagement from
financial institutions. The primary cause of this potential disinterest is the relatively small
penetration of solar currently in the community and general misperception that solar is not cost-
effective in the Midwest. Our strategy to overcome this potential barrier is to identify financing
models that are appealing both to lenders and to installers and system owners, and educating
financial institutions on the merits of the innovative models being used in other states.

TASK 3: Scenario Planning

Task Summary: Scenario planning allows the MadiSUN Megawatts project to examine the
economic costs and benefits of using solar in the Madison metro area by comparing a baseline
scenario (business as usual) for the city under current policies, generation mixes and price
assumptions against various target penetration solar. Using the technical expertise of the team
and other solar experts, sophisticated energy planning tools and outcomes from market
assessment, the team will construct and prepare virtual solar energy scenarios for sharing with
the broader community in Phase II.
Subtask 3.1. (M1-M3) Organize a team of solar energy experts to refine general priorities
into detailed benchmarks, and also use engineering models to design Madison-specific solar
technology alternatives. Compile detailed financial data will be from (FERC Form 1 data) for
local utilities generation portfolio and distribution system. These Madison-specific benchmarks,
technologies, and cost data will be imported to the Juice Box platform and the cost/benefit solar
analysis tool.
Subtask 3.2: (M4-M8) Facilitate the appropriate alignment of inputs and outputs from Juice
Box platform and EMT, a cost/benefit solar modeling Excel tool, to be integrated with Citys
broader planning efforts and scenario planning tools. Specifically, the project team and City
planning staff will gather inputs required for scenarios. In addition, in order to achieve the
innovative, holistic scenario planning tool, the team will need to conduct software and model
customization. In this sub-task, all software teams will work together to integrate the solar and
energy planning component into the front-end interface and back-end modeling function.
Additionally, some customization of each tool will need to be performed to meet the specific
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needs of this project (e.g., creating simulation of MG&E territory). Ultimately, the newly
created solution will be a tool other cities and regions can use to mesh solar into a larger
planning process.

Subtask 3.3: (M9-M12) Run EMT and Juice Box software to construct virtual solar energy
scenarios considering variables such as changes to gross annual energy demand associated with
long range planning forecasts and trends, review existing programs and plans, along with the
results of the policy and financial assessments. Share the results of scenario planning and gather
utility feedback. Prepare the scenario outcomes for presentation into the Comprehensive
planning process.

RISK/BARRIERS: Systems integration of software platforms will be a challenge to developing
scenarios. The team has had several preliminary discussions with the developers to address as
many technology related integration issues as possible. The team will conduct a review process
with the tool creators early in the project to address outstanding or unforeseen issues in advance.

PHASE 2: PLANNING AND ASSESSMENT

TASK 4: Scenario Planning/Market Engagement

Task Summary: The integration of the solar energy planning into the comprehensive planning
process will require dedicated support and assistance from the MadiSUN Megawatts team. The
team will provide continue to provide technical expertise and support the integration of the
scenario planning approach into various participation processes for public and stakeholder input.
The objective is to educate the community about Madisons energy future while establishing
community goals for solar energy including objectives, strategies and policies consist with the
format of the Comprehensive Plan.
Subtask 4.1 (M13-M15): Support the City process for selecting and establishing a multi-
stakeholder solar committee, a sub-committee of the Comprehensive Planning appointed by the
Mayor and approved by City Council. Present the findings from Phase 1 preliminary financial
and policy assessments and scenario outcomes. Begin work with utilities to identify options to
mitigate potential business loss from customer distributed generation.

Subtask 4.2 (M16-M21): Present Phase I scenarios integrated with planning scenario tools,
disseminate solar facts and other information related to solar knowledge gaps Solicit community
input through various forms of community and stakeholder input processes such as open
neighborhood planning meetings. Continue work with utilities to identify options to mitigate
potential business loss from customer distributed generation.
Subtask 4.3 (M22-M24): Using outcomes from the public input process support and assist the
stakeholder committee in the development of the draft, community review, revision process and
the final adoption of the solar energy section of the comprehensive plan through technical
support, expertise and other means. In addition, work with Planning staff to identify
opportunities to align goals, objectives, strategies and policies with other components (i.e. Land
Use, Economic Development, Community Facilities, etc) of the Comprehensive Plan. Work
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with utilities to identify voluntary improvements to streamline solar installations and reduce
costs.
Subtask 4.4: (M13-24) Informed by the emerging community vision as defined by the
Comprehensive Planning process, conduct additional assessments on legal and financial
deployment strategies emerging from Phase I and present findings for Phase III deployment
planning.
Risk/Barriers: The current risk is in development of a new technology. While we will be
leveraging existing, proven software platforms, the customization and integration will be new.
Technically, the task is feasible. However, the feasibility of conducting this task on time and on
budget will need to be determined early in the project as both software developers are further
engaged and scope adjusted accordingly.
Task 5: Policy and Financial Analysis

Task Summary: This task includes follow-through with the Comprehensive Plan synthesis
report during Phase 2, with the primary goal of helping communicate pro-solar policy and
financing options and resolving lingering issues. During this period, Project Team members will
also collaborate with Planning staff, the multi-stakeholder committee and other participants in
the Comprehensive Planning process to provide legal assistance on as needed basis and provide
technical assistance in preparing the solar energy chapter of the Comprehensive Plan.

Subtask 5.1 (M12-M22): The Legal and Financial Team Leads will assist in translating and
disseminating information contained within the policy and financing report (completed during
Task 2) through the existing public engagement phases of the Comprehensive Planning process.
The Legal and Financial Team will address legal/regulatory concerns on an as needed basis,
throughout this process.

Subtask 5.2 (M22-M24): With support from Planning staff, synthesize community input and
other relevant objectives/strategies into the Comprehensive Plan.

Risks/Barriers: The risk associated with Task 5 is a lack of interest from the community on
solar energy during this process. While we are confident in the communitys support for solar,
there may be a misperception within the community about the practicality of solar ownership. To
overcome this potential barrier, we will maximize the Citys existing planning infrastructure and
utilize planning staff expertise to educate the community on the various alternatives to solar
ownership.

Phase 3: DEPLOYMENTAND IMPLEMENTATION

TASK 6: Scenario Planning: Once the market need is defined and an integrated set of goals,
vision, and parameters for market roll-out is established, it is critical to develop an integrated
deployment plan. The plan will accommodate many future possible scenarios for significant
solar deployment and integrated with local utilities long-term planning.

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Subtask 6.1 (M25-27) With input from stakeholder committee, review the outcomes of the
Comprehensive Plan and review the final assessment of emerging regulatory and financial
issues. Recalibrate scenarios with planning scenario tools by integrating the outcomes of the
Comprehensive Plan process.

Subtask 6.2 (M28-36) Draft the final deployment plan including recommendations for specific
program design with operations details and estimated budget implications. Draft plan will be
aligned with goals, deployment strategies and soft-cost reduction associated with 2 to 4
recalibrated scenarios for solar deployment. Assist utilities efforts to integrate key elements of
deployment plan into a 10 year utility plans to replace up to 20MW of power generation mix
with solar as well as short-term programs. Deliver the final deployment plan to stakeholders and
public. Complete a case study report for DOE that that summarizes the project teams approach.

Risk/Barriers: After a two year process, we must be concerned that meeting fatigue will
endanger any additional planning process. Our team will establish a clear communication plan to
demonstrate the value and process for input so that participants understand the value of
contributions and look for early win opportunities to demonstrate progress.
TASK 7: Policy and Financial Analysis

Task Summary: Upon completion of the Citys Comprehensive Plan, the Legal and Financial
Project Team Leads, with support from the multi-stakeholder committees from phase 1, will
provide additional feasibility analysis and recommendations that will guide the deployment plan.

Subtask 7.1 (M24-30): With input from stakeholder committee, review the outcomes of the
Comprehensive Plan prepare a final assessment of emerging strategies and scenarios with
evolving policy landscape. In addition, we will review and recommend the most effective and
efficient financing mechanisms and provide a final assessment of associated soft cost-reduction
potential based on the outcomes of Phase II to be incorporated into the final deployment plan.

Subtask 7.2 (M31-36): Present a final policy and financial assessment to decision makers
including: local elected officials (beginning with City of Madison Common Council), state
legislators, the Public Service Commission of Wisconsin, utility representatives, and rural
electric cooperative utility board members. The goal of this task is to increase awareness of
policy implications and financial barriers. Develop the most viable opportunities into two to four
operating financing programs. The new financing programs will include operations manuals
that details each programs design and operations, with the goal of replication by other local
units of government.

Risks/Barriers: One potential barrier to this task is disinterest from local government officials.
There may also be reluctance from local units of government to embrace the reports
recommendations. To overcome this barrier, the Project Team will collaborate with Market
Engagement activities to ensure that decision-makers are aware of the public process behind
effort. The Legal and Finance team will overcome this challenge by individualized follow-up
contacts and advice based on a communitys unique needs. Lastly, we will reference best-
practices and models as a way to demonstrate probability of success.

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TASK 8: Market Engagement

Task Summary: Building upon the momentum created in Phase II, the market engagement
strategy will progress to a deeper mass market campaign. The focus will be on bridging the gap
between the early adopters and early majority users of solar. The goals of this task are to educate
the market, create awareness, and create a sense of community pride. Additionally, this will
bring a market demand directly to the solar supply chain, which would inherently reduce costs
and time to market for these businesses.

Subtask 8.1 (M25-36): Plan and implement educational campaigns. This would involve the use
of social media as an ongoing tool to push content about solar, and the development of a short
video to quickly tell the story about solar, with the goal of viral distribution. Additionally, this
sub-task includes 2-3 community Q&A sessions to create a physical social connection, while
answering real questions from residents. Finally, this sub-task would include a 2-5 day tour of
early adopter consumer and business sites with solar installations.

Subtask 8.2 (M27-M36) Plan and implement MadiSUN Megawatts program campaign. This
would include the use of traditional media as a primary outlet to tell the story about convey value
of the program. It would also include grassroots campaigns (e.g., local events, festivals, etc).
Finally, this would also involve a channel strategy to reach commercial customers, leveraging
business groups such as the Chamber of Commerce.

Subtask 8.3: (M27-36) Plan and implement community-based social marketing tools and
competitions (e.g., OPower). The competition would encourage consumer and business
participants to both implement solar and create energy efficiency opportunities to optimize
building energy performance as a whole.

Risk/Barriers: The risk for this task will be negative market perceptions and slower than
expected adoption. While we cannot predict the actual results, we plan to use strategies proven
by both our team and others (such as Steven Thomas Technology Adoption Lifecycle).

Data Management Plan

The MadiSUN MegaWatts team is anticipating to generate limited amounts of original data. The
Team will use surveys, focus groups, and scenario planning exercises, all of which will generate
some original data. This data is likely to be of limited use to others. At this time, we do not
anticipate that any data will be protected. All data that is used in the Teams deliverables will be
collected using common software (i.e., MicroSoft Excel or similar).

The data will be provided in the deliverables appendicies as appropriate. When the data is not
appropriate to be included in the deliverables, it will be shared with all interested parties using
MicroSoft SharePoint during the duration of the Teams contract plus at least 12 months, and be
shared with the National Coordinator. The Teams reports will note how to access the data
directly from the SharePoint site.

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Project Schedule Q
1

(
J
a
n

2
0
1
5
)

Q
2

Q
3

Q
4

Q
5

Q
6

Q
7

Q
8

Q
9

Q
1
0

Q
1
1

Q
1
2

Develop an outreach plan for engagement
Assess community knowledge and awareness gaps
Summarize findings of community
Assess policy and financial barriers
Review preliminary assessments with stakeholder committee
Prepare a feasibility report
Compile data for modeling
Prepare modeling for scenario planning
Construct virtual scenarios
Establish solar committee for Comp Plan
Engage public in community input process
Draft solar comprehensive planning section
Update feasibility analysis
Present assessment to decision-makers and stakeholders
Recalibrate scenario models
Finalize the deployment plan
Implement recommended policy, programs and campaigns

Project Management Plan

We will use two Principal Investigators as project managers.

Program Manager, Niels Wolter, Madison Solar Consulting. Mr. Wolter had the same role in the
US DOE supported Solar Rooftop Challenge activities for Wisconsin. Mr. Wolter will:

Direct and monitor the activities of the MadiSUN Megawatts Project Team
Ensure that project objectives/milestones and timelines are met
Attend and support many of the Teams activities
Coordinate with and report to the National Coordinator/US DOE
Oversee the Data Management Plan

Financial/Compliance Manager, Jeanne Hoffman City of Madison. Ms. Hoffman filled this role
for US DOE supported solar city projects. .Ms. Hoffman will:

Ensure compliance with DOE reporting requirements
Ensure compliance with federal financial guidelines
Provide high level oversight of the project
Update project scope of work with the National Coordinator/DOE (as needed)

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All PIs and Subproject Leads will have monthly conference calls, lead by Niels Wolter.
Between calls, a team email list will be used for ongoing communications. A Sharepoint site
will be used to share documents among team members and the National Coordinator. As needed
the team will have additional conference calls on particular issues with the concerned team
members.

The teams subproject leads all have expertise in each others project areas and will contribute
significantly to each others areas. This includes managing risks. For example, RENEW and
CWPB understand the solar project political risks better than anyone in Wisconsin. The team
will work together to manage risks and to modify strategies, and perhaps, the teams scope of
work as the MadiSUN MegaWatts project is implemented. Barriers and risks will be discussed in
every monthly Team conference call.
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Milestone Summary Table
Recipient Name: City of Madison
Project Title: MadiSUN Megawatts
Task
Number
Task Title
or
Subtask Title
(If
Applicable)
Milestone Type
(Milestone or
Go/No-Go
Decision Point)
Milestone
Number*
(Go/No-Go
Decision
Point
Number)
Milestone
Description
(Go/No-Go Decision
Criteria)
Milestone Verification
Process
(What, How, Who, Where)
Anticipated
Date
(Months from
Start of the
Project)
Anticipated
Quarter
(Quarters from
Start of the
Project)
Task 1
Market
Engagement
Milestone 1
Completed gap assessment
report
Key metricsdelivered and integrated
into scenario planning (quantitative
goals, strategies)
12 Q4
Task 2
Policy and
Financial Analysis
Milestone 2
Completesynthesis
assessment on policy and
financial options
Key metricsdelivered and integrated
into scenario planning (financial and
regulatory barriers) verified by
committees
12 Q4
Task 3 Scenario Planning Go/No-Go Decision 3
Construct virtual solar
energy scenarios
3-5 detailed optionsfor solar
deployment (cost/benefit analysis,
infrastructureassessment) with
agreement fromall key stakeholders
12 Q4
Task 4 Scenario Planning Go/No-Go Decision 4
Completed solar goals,
policies, objectives and
strategies
City adoption of solar in
Comprehensiveplan
24 Q8
Task 4
Market
Engagement
Milestone 5
Determining effectiveness
of driving participation in
MadiSUN Megawatts
Number of community participants
in various project activities
(committeemtgs, websitehits,
planning mtgs, etc.)
24 Q8
Task 6 Scenario Planning Milestone 6
Complete10 year
deployment plan with
detailed recommendations
2-4 final scenarios with agreement
fromall key stakeholders
36 Q12
Task 7
Market
Engagement
Milestone 7
Determining effectiveness
of outreach activities
Websitehits; Inbound inquiries
(email and phone); Program
participation (e.g., tours,
competition); Social mediametrics;
Video views
36 Q12
Task 8
Financial and
Policy Analysis
Milestone 8
Distribution to local
governmentsand other
stakeholders
Correspondencebetween project
teamand decision-makers
representing local units of
government and other stakeholders
36 Q12
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Technical Qualifications and Resources

The assembled Project Team brings unique qualifications and expertise that will enable this
project to be implemented successfully. The City of Madison has successfully managed federal
grants from Department of Energy and other agencies, and our co-Principal Investigators have
managed DOE Solar America Cities and SunShot grants in recent years. The additional project
team members comprise the leading experts on solar energy policy, technical details, and City-
scale deployment and market engagement.

Subproject lead will manage each of the projects components:

Market
Engagement
Lead: Sustainable Resource Group and
Alpha
Supporting: RENEW, Madison
Solar Consulting
Policy and
Financing

Lead: Collins Weston Pines & Bach
LLC and Madison Solar Consulting
Supporting: RENEW
Scenario
Planning
Lead: RENEW Wisconsin, City of
Madison Meier Engineering Research
Supporting: Calthorpe,
Sustainable Resource Group,
Alpha, Ben Kaldunski

RENEW Wisconsin - Since 1991, RENEW Wisconsin has been the voice for renewable energy
in Wisconsin. We have advocated for and led the development of many policies and programs in
the state which have formed the foundation of our renewable energy marketplace, including a
state renewable energy standard of 10%, incentives for customer renewables, standards for wind
project siting, and consistent information sharing and public outreach regarding renewable
energy. We were a subcontractor to the Midwest Renewable Energy Associations SunShot grant
from 2012 focused on utility engagement and policy aspects.

Madison Solar Consulting - Madison Solar consulting bring almost most 20 years of experience
helping develop Wisconsin solar electric market by providing financial, technical, economic,
policy, marketing and implementation support services to solar electric projects, and programs in
the Midwest. Founder Niels Wolter lead Wisconsins market development and incentive
program, under Focus on Energy, for solar electric systems for the programs first eight years
Mr. Wolters was CO PI of the Grow Solar Wisconsin team during the first phase of the Solar
Rooftop Challenge.

Alpha - Alpha is an advisory firm specializing in sustainable development and energy efficient
technology adoption. As pioneers in zero energy buildings, Alpha has implemented multi-
stakeholder plans and marketing strategies that have resulted in market transformation. Our
principals are currently leading a North American collective impact effort as part of the Net-Zero
Energy Coalition, to drive mass market adoption of zero energy communities, leveraging
partnerships with nonprofits, builders, product manufacturers, utilities, and governments.

Sustainable Resource Group LLC Sustainable Resource Group is a consulting firm that
specializes implementing opportunities that create more sustainable places. Through a
collaboration and sustained commitment to renewable energy, Sustainable Resource Group has
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implemented several outstanding projects in partnership with the City of Madison over the past 5
years. This includes helping establish one of the first group solar buying programs in Wisconsin
and delivering a multi-jurisdictional effort to streamline solar permitting processes, working with
staff throughout the City of Madison and elsewhere to adopt and develop best practices

Cullen Westen Pines & Bach LLP - At Cullen Weston Pines & Bach LLP, our attorneys
represent varied interests and clients in complex energy transactions involving entity formation,
contract negotiations, permitting and regulatory approvals, and project financing, construction,
and operation. The firm has been directly involved in the development of hundreds of millions of
dollars of new investment in energy infrastructure over the past three decades. Likewise, in ou
government relations practice, we have been at the forefront of the energy policy debate in
Wisconsin and have a track record of working with diverse stakeholders to accomplish shared
policy goals. We believe this experience, coupled with our understanding of Wisconsin energy
policy and market drivers, will provide substantial value as the City of Madison develops a 21't
century solar deployment model and planning process that other local units of government can
replicate.

Meier Energy Consulting LLC - Meier Engineering Research LLC is the developer of Juicebox
software. Juice Box is an energy simulation platform designed for direct stakeholder
engagement. Juice Box uses real world data and rigorous analysis to translate national and
regional energy objectives into local infrastructure investments. To assist your efforts, MER will
be to deploying and supporting Juice Box software to facilitate design-making among solar
energy experts, community leaders, and city planners. In addition, Juicebox may be used as part
of a broader educational forum for deliberation among stakeholders, industry, community
leaders, and engaged citizens.

Calthorpe Associates Calthorpe Associates is a skilled inter-disciplinary staff of architects,
landscape architects, planners, and urban designers Calthorpe Associates provides an integrated
set of services. The firm's expertise ranges from urban infill and redevelopment plans to new
towns and regional growth strategies, from housing and retail development to commercial and
civic design. This wide-ranging experience provides a unique capability that facilitates the
development of plans that are grounded in what can be called practical innovation.

Ben Kaldunski Mr. Kaldunski is pursuing an M.S. in energy Analysis & Policy at the
University of Wisconsin-Madison where he is working closely with Dr. Paul Meier on energy
and economic modeling that supports and compliments his Juice Box software. Dr. Meier is
overseeing his thesis research project, which seeks to determine the economic viability of solar
PV-based microgrids as an alternative to traditional electrical generation resources. Mr.
Kaldunski has developed a dynamic spreadsheet model we have named the Excel/Energy
Modeling Tool (EMT) that allows the user to test different combinations of microgrids and test a
wide range of variables that are held constant in the Juice Box simulation. For example, the EMT
user can test different prices for solar PV ($/kW), the vale of avoided GHG emissions ($/ton),
and many other benefit categories. The EMT displays net benefits for three stakeholder groups
(ratepayers, electric utilities and society at large) to identify the best options for all parties.


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APPENDIX A

Identified Stakeholder Groups
1000 Friends of Wisconsin
Alliant Energy
Capital Region Advocacy Network for Environmental Sustainability
(CRANES)
Chamber of Commerce
Citizen Utility Board
Dane Buy Local
Full Spectrum Solar, H&H
IBEW local 158
Local Governments (Dane, Monona, Middleton, Fitchburg)
Madison College
Madison Metropolitan Sewage District
Madison Originals
Madison Gas and Electric
Public Service Commission
Sierra Club
State Energy Office
State Legislature
Stonehouse Development
Sustain Dane
Sustainable Atwood
Urban Land Interests
WI Technology Council
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Wisconsin Department of Natural Resources
Wisconsin Energy Institute
Wisconsin Environmental Initiative
Wisconsin Interfaith Power & Light


































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APPENDIX B

MadiSUN Megawatts will directly and indirectly reduce all soft costs through the tasks defined
below
3
(Table below).

Soft Cost Programs Expected
Impacts
MadiSUN Megawatts Tasks
Access to Capital Opening new ownership, and
financing opportunities (PPAs,
loans, loan loss reserve funds,
community ownership, etc.) will
increase installation volumes and
reduce costs
Financing (Community Solar,
Volume Purchase, Utility Owned
Solar, Loan Loss Reserve Funds?,
other TBD))
Policy (Third Party Ownership,
other TBD)
Customer Acquisition Better educated and prepared
prospective system owners wanting
larger systems reduces acquisition
costs
Market Engagement (Media
series, web-based decision making
tool, other to be determined)
Permitting and Inspection More projects allow installers and
City staff to get more familiar with
each other, the process, the
technologies and find efficiencies
City of Madison will continue to
work to find efficiencies
Interconnection An implementation plan developed
with the local utilities will better
ensure that all parties are well
informed regarding interconnection
implications and grid limitations
Market Engagement
(Monitoring and optimizing solar
installations through coordination
with local utilities)
Supply chain, system design,
installation labor, costs, and
indirect corporate costs, and
installer profit
Greater system installation
volumes, and larger average system
size reduce these costs
Effected as an outcome of all
MadiSUN Megawatts activities









3
Note that solar electric systems are currently sales tax exempt in Wisconsin - so we have reduced that
soft cost.
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APPENDIX C
COMPREHENSIVE PLANNING EXAMPLE

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APPENDIX D

ENERGY MODELING TOOL OVERVIEW

1. EMT - EMT, an Excel-based solar modeling tool, allow Madison Megawatts team to test
various financial and environmental impacts of different levels of solar deployment. The user can
also identify benefits provided to utilities (i.e. grid investment deferral, efficiency gains and fuel
price hedging) to highlight the value proposition for utilities who see solar as a threat to their
business model.

The applications for this project include:

Map electricity density to find hotspots within the City of Madison
Identify city blocks with high solar potential
Match electricity hotspots with high solar potential
Test electricity rate impacts of solar deployment scenarios
Quantify benefits to ratepayers, utility and society at large
Test different utility business models
Quantify the benefits provided by solar (clearly describe the monetized benefits to
different stakeholders)
Provides necessary input variables for use in the Juicebox scenario modeling tool (see
below)

The EMT Modelling Tool has been developed specifically for Madisons largest utility territory
for a Research Project by a UW-Madison graduate student. EMT can be adapted to other cities
and utilities with relatively minimal data entry requirements.

2. Juice BoxTM , developed by Paul Meier, Associate Scientist at the Wisconsin Energy
Institute, is a software platform that provides instantaneous access to energy planning
capabilities. Juice Box is designed to provide user-friendly scenario-building, whereby energy
strategies and objectives can be translated into local infrastructure investments. Interactive
scenario-building and data-transparency features are layered over the real-world details of
existing and proposed energy infrastructure, creating an educational environment for multi-
stakeholder deliberation.

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Juice Box is designed as a networked multi-user platform, such that scenarios can be co-
constructed and shared among networks of collaborators. Juice Box provides energy, economic,
and environmental accounting powered by the MyPower electricity sector model, which has
been used for many simulation, public outreach, and research efforts over the last decade.

To aid in evaluation of solar power scenarios and cost/benefit analysis, Meier Engineering
Research will license this software to the City of Madison as part of the proposed DOE-funded
effort.

3. UrbanFootprint: The City of Madisons Department of Planning intends to deploy this
software for its future comprehensive planning process. The geospatial UrbanFootprint platform
serves as a complete scenario development and analysis ecosystem and includes powerful data
organization tools as well as scenario creation and analytical capability. It is built with 100%
open source software products and is designed to work via a cutting edge web-based interface.
The tool allows for detailed mapping and painting of land use and transport futures and can
work at regional, subregional, and local planning scales. It includes the ability to analyze
scenarios based on a full range of fiscal, environmental, and public health metrics.





31
Resume
Jeanne Hoffman
Facilities and Sustainability Manager
City of Madison/Engineering Division
jhoffman@cityofmadison.com
Professional Experience:
5/07 Present: Facilities and Sustainability Manager, City of Madison/Engineering Division. She
is the team leader of city architects and engineers to remodel and construct the City's inventory of
300 buildings in a sustainable manner. She also works with all agencies in helping them achieve
sustainability goals. As the staff to the Madison Sustainability Committee, Jeanne works with
community partners to help the community better understand sustainability. She is responsible for
implementing the Madison Sustainability Plan.
Jeanne Hoffman has played a leadership role securing funding, engaging community partners, and
carrying out the City of Madisons community-scale solar initiatives, including:
2007 - Designated Solar America Cities by DOE, Solar Agent offers consumer assistance,
improved permitting, revamped zoning code
2009 - Launched web-based solar mapping tool, expanded Solar Agent assistance to
businesses, launched Group Buying program, continued work on improving solar
permitting and zoning, Launched website portal - www.madisun.org
2012 - Joined Grow Solar Wisconsin, a SunShot supported program, hosted Grow Solar
conference, launched Solar Group Buying projects, coordinated regional streamline solar
permitting effort, explored 3rd party owned feasibility on all City-owned properties
2014 - Completed 134 kW of City-owned solar, and planning to launch residential solar loan
product
5/03-5/07: Mayoral Aide to Madison Mayor Dave Cieslewicz. Jeannes duties covered planning
and development, environment and transportation issues.
10/02-05/03: Deputy Campaign Manager, Dave Cieslewicz
06/96-09/02: Executive Director, Bicycle Federation of Wisconsin.
Education:
9/89-5/93: University of Wisconsin Stout; BS in Business Administration Marketing
Specialization in International Business
Minor Literature
32
NIELS R. WOLTER, MADISON SOLAR CONSULTING/NIELS WOLTER LLC
PROFESSIONAL EXPERIENCE
Almost 20 years of experience helping develop Wisconsin solar electric market
Lead Wisconsins market development and incentive program, under Focus on Energy,
for solar electric systems for the programs first eight years
CO PI for Grow Solar WI, USDOE SunShot effort to open solar markets in WI, which
included the Cities of Madison, Milwaukee and Marshfield
Designed Wisconsin commercial solar site assessment program developing the
economic analysis model, report format and training materials
Designed and managed Wisconsins Solar Electric Installer System Inspection program
Board and Executive committee member and lead of the Policy committee, of RENEW
Wisconsin and current on Wisconsins solar policy issues, business models, etc.
Working with private developers and owners of solar electric projects at sites around the
Midwest using different ownership models and financing structures
Co-Founder and Moderator of the Wisconsin Interconnection Collaborative, which
rewrote Wisconsins rules for interconnection RE systems to the grid
Member of the Public Service Commission of Wisconsins Solar Collaborative Work
Group, co-lead of the technology subcommittee, which investigated Wisconsin's
potential for developing utility-scale solar electric systems projects.
Currently Owner, Madison Solar Consulting, Madison Wisconsin
Providing financial, technical, economic, policy, marketing and implementation support
services to solar electric projects, and programs in the Midwest.
Solar electric project feasibility assessments that include the following variables:
Regulatory and legal climate
Solar resource/site limitations
Technologies
Project costs
Electric rates
Site usage and demand
Project generation benefits
Ownership
Solar energy credit markets
Environmental benefits
Insurance costs
O&M costs
Incentives, etc.
Works with prospective solar electric project owners to:
Develop ownership and financing strategies
Develop project strategies including: site layout, incentive, ownership, utility
interconnection, utility relations, incentive program relations, etc.
Manage project risks
Complete incentive applications and manager incentive program relations
Develop and issue Request for Proposals (RFPs) and manage the RFP process
Help select among technology and siting options
Oversee the installation process (as the owners agent)
PROFESSIONAL AFFILIATIONS:
Executive Committee: RENEW Wisconsin
Member North East Technical College Solar Energy Technology Program Advisory Committee
and Madison College Renewable Energy Technology Program Advisory Committee
Founding member, and former steering committee member and Executive Committee Member:
Wisconsin Distributed Resources Collaborative
Former Board Member: Midwest Renewable Energy Association
33
TYLER HUEBNER
Executive Director, RENEW Wisconsin
222 S. Hamilton St Madison, WI 53703 608-255-4044 ext 1
tyler.huebner@renewwisconsin.org
PROFESSIONAL EXPERIENCE
6/13-Present Executive Director, RENEW Wisconsin. Responsible for achieving organizations mission of
leading and accelerating the transformation to Wisconsin's renewable energy future through
advocacy, education, and collaboration.
Develop and deliver RENEWs grant projects and policy activities to increase renewable energy
Manage staff and volunteers
Serve as spokesperson for the organization
Manage financial, budget, fundraising, and legal compliance
Work effectively with Board of Directors to set and achieve vision, mission, and annual goals
4/12-5/13 Advanced Program & Policy Analyst, State of Wisconsin Division of Energy Services, Madison,
WI. I conducted administrative monitoring and grant compliance reviews for the 20 agencies which
implement Wisconsins Weatherization Assistance Program (WAP). WAP provides energy-saving
upgrades to the homes of low-income clients.
9/09-8/11 Energy Technology Program Specialist GS-13, U.S. Department of Energy, Energy Efficiency &
Renewable Energy Division, Weatherization & Intergovernmental Program, Washington, DC.
I managed two grant programs totaling $120 million in funding within the Weatherization Assistance
Program. The programs installed renewable energy and advanced efficiency technologies and used
innovative financing mechanisms to advance weatherization. Managing three staff, my team and I
built these two programs from inception to fully operational grant programs that funded and
administered over 100 grants nationally.
8/07-9/09 Associate Consultant, ICF International, San Francisco, CA
ICF International is a full-service consulting firm with over 4,000 employees globally. The clean
energy team in San Francisco develops solutions to help utility companies administer successful
energy-saving programs for their customers and improve sustainability of Fortune 500 firms.
www.icfi.com. I supported the development of over $300 million in utility demand side management
(energy efficiency) programs for 7 major investor-owned utilities across the country. I also supported
the ENERGY STAR program as an account manager for West Coast energy efficiency program
administrators.
EDUCATION
9/06-6/07 Stanford University, Stanford, CA GPA: 3.81/4.00
Master of Science in Atmosphere & Energy Program, Dept. of Civil & Environmental Engineering.
8/01-12/05 The University of Iowa, Iowa City, IA GPA: 4.00/4.00
Bachelor of Science in Electrical Engineering with Honors and Highest Distinction.
Minor in Business Administration.
PUBLICATIONS
Sept/Oct 2011 DOEs WAP: Two New Programs Push the Envelope. Home Energy magazine (cover story).
Available at http://www.homeenergy.org/show/article/nav/programdesign/id/1710.
12/2009 Rapid Deployment Energy Efficiency Toolkit: Planning & Implementation Guides (Final). Co-
author with ICF colleagues through EPA ENERGY STAR contract. Available at
http://www.epa.gov/cleanenergy/energy-programs/suca/rdeetoolkit.html.
34
MICHAEL VICKERMAN
Program & Policy Director, RENEW Wisconsin
222 S. Hamilton St Madison, WI 53703 608-255-4044 ext 2
mvickerman@renewwisconsin.org
PROFESSIONAL EXPERIENCE
2012-2014 Policy & Program Director, RENEW Wisconsin, Madison, WI
1994-2012 Executive Director, RENEW Wisconsin, Madison, WI
Michael Vickerman is Program and Policy Director of RENEW Wisconsin, an independent nonprofit 501(3)
organization that leads and organizes businesses and individuals who seek more clean renewable energy in
Wisconsin. Before assuming that position in March 2012, Mr. Vickerman had been RENEWs Executive Director,
a position he has held since 1994. As the organizations executive director, Mr. Vickerman was responsible for all
aspects of the organization's program, communications, fundraising and administration.
Under Mr. Vickerman's direction, RENEW has advocated, and mobilized political support for, several major pro-
renewable policies, including a statewide 10% renewable requirement by 2015, a state of Wisconsin renewable
energy purchasing initiative (92,000 MWH/year), the establishment of a public benefits fund dedicated to
renewable energy sources, and utility tariffs designed to encourage customer generation of renewable energy.
In his 20-year +association with RENEW Wisconsin, Mr. Vickerman has acquired extensive experience with
renewable electricity, ranging from broad policy mandates and customer-driven green pricing programs to such
technical issues as interconnection requirements and renewable energy credit trading. In September 2003 he was
appointed to the state Energy Task Force, on which he served as the Renewables Workgroup co-chair. The Task
Force was charged with developing proposals for enlarging the share of renewable power sources feeding
Wisconsins electricity mix. In that capacity he co-chaired the Renewables Workgroup. These proposals were
presented to then-Governor Doyle in November 2004, introduced as legislation in November 2005 (Senate Bill
459), and passed by the Legislature and enacted in March 2006 (2005 Wisconsin Act 141).
Mr. Vickerman has also appeared before the Public Service Commission in a number of renewable energy
interventions throughout his tenure with RENEW.
Several of Mr. Vickermans recent accomplishments are listed below:
Spearheaded the Wind for Wisconsin coalition, whose campaign to establish uniform siting standards for wind
energy systems resulted in the passage of 2009 Act 40. Mr. Vickerman is a member of the Wind Siting Council, a
stakeholder body convened by the Public Service Commission (Commission) to provide input and advice to the
agency in shaping a statewide wind siting rule as required under 2009 Act 40.
Formed the Wisconsin Wind Working Group in March 2007 and served continuously as chief facilitator. The
WWWG is a working group composed of wind industry professionals (developers, manufacturers, contractors,
installers, utilities), environmental and renewable energy advocates, Focus on Energy renewable energy program
staff and subcontractors, and state agency personnel directly involved with wind energy development.
Co-directed (with Niels Wolter of MSB Energy Associates) a collaborative effort, involving utility distribution
engineers, renewable energy installers and contractors, equipment manufacturers and state agency representatives,
to revise state standards governing the interconnection of small parallel generators with utility distribution systems
that resulted in a revised set of standards (PSC 119) that took effect February 2004.
EDUCATION
1974-78 University of Wisconsin-Madison, Madison, WI
Bachelor of Arts (B.A.), History/Art History
1071-1560
35
11/12-
present
Alpha Group SF
Founder & Principal - Advisory firm specializing in sustainable development and energy efficient
technology adoption and market transformation. Sample projects include:
Prospect Silicon Valley: Launching the first Silicon Valley-based commercialization catalyst
for technology of smart, clean, and connected cities.
Net-Zero Energy Coalition: (Interim Executive Director) Working with the Canadian-based
coalition to develop a 3-year strategic plan and plans for the 2014 North American
Leadership Summit.
11/08-11/12 ZETA Communities
Cofounder, VP Strategic Communications
Cofounded company as the first sustainable, modular, multifamily builder in California
Raised $15 million in capital from venture and private equity investors; Built over 100,000
square feet of high performance and net-zero energy buildings; Grew to over $10 million in
revenue in second year of production
Developed and launched a nationally recognized brand, growing market awareness and
adoption of modular and net-zero energy
Developed a proprietary energy management software to control and optimize building
energy
8/05-11/08 Sankaran Consulting
Principal - Consultancy focused on building and launching socially responsible and sustainable
start-up companies. Sample projects include:
Global Homes International Led team in development of ultra- low cost and sustainable
building technology for developing countries.
Institute at Fort Baker - Developed start-up business plan including competitor and market
research, positioning, organizational development
Coalition of Greater Mission Neighborhoods Retained as facilitator for meetings of
organizational leaders throughout the San Francisco Mission and Bernal neighborhoods
6/03- 8/05 Noverus Partners
Principal, Strategy Director - Global 1000 Corporations
7/00-6/03 Sapient Corporation
Corporate Marketing / Senior Strategy Consultant
6/95-7/00 Pricewaterhouse Coopers
Senior Associate
OTHER
EXPERIENCE
Delivered talks, lectures, and panel presentations to a variety of groups, including American
Institute of Architects, West Coast Green, Net-Zero Energy Coalition, University of Wisconsin-
Madison Graduate Sustainability program, Build it Green, California Public Utilities Commission,
Association of Women in Water, Energy, Environment
Published articles in Builder & Developer Magazine, Green Builder Magazine;
Quoted in dozens of publications such as Fast Company, Inc, San Francisco Business Times,
Builder Magazine, Multifamily Developer, Sacramento Business Journal
EDUCATION University of Wisconsin, Madison, BBA Marketing & Management, 1995
Shilpa Sankaran t 415.336.3621 e shilpa@alphagroupsf.com
4137 Nakoma Rd., Madison, WI 53711
1071-1560
36
Bryant Moroder
29 Farwell St. Madison, WI 53704
(608) 577-1150, bryant.moroder@gmail.com
Sustainable Resource Group LLC Madison, WI
June, 2010 Current
Bryant Moroder is Principal and Founder of Sustainable Resource Group, a consulting firm that thrives
on helping individuals, organizations and communities understand and implement opportunities that
create more sustainable places and products. Through his entrepreneurial spirit, collaborative approach
and multi-disciplinary experiences, Mr. Moroder consistently delivers project that provide social,
environmental and economic benefits for his clients. Mr. Moroder has been involved in numerous projects
ranging from economic and business development to sustainable design and project management for
private business, non-profit organization, and the public sector clients.
Sampling of recent solar projects includes:
Developed strategic marketing plans and provided project implementation support for the City of
Madisons Solar Program, MadiSUN. Specifically targeted the commercial business sector and
reached hundreds of local businesses.
Conducted research, program planning and implementation services for three solar volume
purchasing projects in Wisconsin. This lead to the purchase of over 50 of residential owned solar
PV arrays at below-market cost.
Lead local and regional efforts to streamline solar permitting processes in eleven jurisdictions and
activities to improve solar financing options for homeowners in Central and South-Central
Wisconsin.
Sustain Dane
November, 2002 May, 2010 Madison, WI
Executive Director
Directed and managed the organization through the transition from a volunteer-based
organization to a five-person, high-performing staff with a significantly expanded volunteer base
and various types of partnerships with over 100 organizations.
Served duties associated with executive management with a specific emphasis on managing
improvements in strategic planning, governance structure and procedures, general human
resource management, fiscal budgeting and planning, regulatory compliance, communications
and program development.
Built the long-term financial stability of the organization by developing a variety of income
sources, increasing financial controls and increasing annual budget from less than $25,000 to
$300,000.
Education
University of Wisconsin-Madison
Graduated with a Bachelors degree in Management and Marketing, Certification in International
Business, 2002
Additional Experiences
Supported the development and implementation of the City of Madison internal sustainability
efforts. Supported training of 40+city of Madison employees and served as a core member of a
strategic planning team to plan, facilitate and support over 30+green projects over the course
of several years.
Co-created a patent pending water conservation product and established a business venture that
now exceeds $500,000 in annual sales with a nation-wide distribution network.
In 2008, named a Green Hero in environmental sustainability by Madison Magazine.
Participant in Leadership Greater Madison 12, a one-year advanced leadership training provided
by Greater Madison Chamber of Commerce on civic matters.
1071-1560
37
Cullen
Weston
Pines
& Bach
ALimitedLibility
Partumhip
a!{:r {
Attonrcys at LcLw
122 W est Washington Avenue
Suire 900
Madison, Wisconsin 53703
(608) 2s1-0r01
(608) 251-2883 Fax
www.cwpb.com
kunkle@cwpb.com
CUnIS KUNKLE
EDUCATION
};4ay 2011.
UNIVERSITY OFWISCONSIN -
Madison
Bachelor of Arts, Political Science
EXPERlENC
October 2011,
-
Present
Government Relations Coordinator - Cut-LsN WEsroru Ptrups & Becu LLP (Madison, WI)
. Represent a variety of environmental, energy, and business clients before the legislative
and executive branches.
r Develop comprehensive legislative strategies and public relations campaigns.
.
Coordinate various interest group coalitions, focused on shared policy or regulatory
goals.
Provide paralegal support for the firm's Energy and Telecommunications practice.
May 2011.
-
October 2011
Intern - Martin Schreiber & Associates (Madison, WI)
. Conducted legislative and policy research.
. Coordinated scheduling for important committee proceedings, press events, and
individual meetings.
February 201.0
-}.1.ay
2011.
Intern
- Wisconsin State Legislature (Madison, WI)
Office of State Assemblywoman Sandy Pasch
.
Conducted legislative and policy research.
. Addressed concerns of constituents, both verbally and in writing.
.
Developed office efficiencies designed to streamline administrative processes.
38
1071-1560
Cullen
Weston
Pines
8 Bach
ALimited Libility
Prtuership
4:-;1
Attorneys at Law
122 West Washington Avenue
Suite 900
Madison, Wisconsin 53703
(608) 251-0101
(608) 251-2883 Fax
www.cwpb.com
vercauteren@cwpb.com
IEFFREY
L. VERCAUTEREN
UNIVERSITY OF NOTRE DAME LAW SCHOOL
Juris
Doctor, Cum Laude (Muy 2008)
UNIVERSITY OF WISCONSIN
-
MADISON
Bachelor of Arts, Political science, Conferred with Distinction (May 2005)
CUTLEN WESTON PINES & BACH LLP
Associate (August 2008-Present)
Tr nsctional Experience
Negotiated power purchase agreement and asset purchase agreement related to the
construction of a new hydroelectric generating facility.
. Represented limited liability company in negotiation of limited partnership agreement for
creation of project financing investment fund.
r Advised two large corporations on potential joint venture entity options and complex
project financing and structure to maximize federal and state financial incentives for project.
. Represented wind energy developer in acquisition of wind energy faclllty, including
negotiating acquisition, limited liability company, and services agreements, and providing
due diligence review.
. Drafted and negotiated power purchase agreement, retail energy agreements, and limited
liability company agreement for commercial wind energy facility.
o Negotiated supply, construction, operations and maintenance, and lease and easement
agreements for two biogas generation facilities.
Regulatory Experience
. Represented client in Federal Energy Regulatory Commission and Wisconsin Department
of Natural Resources licensing and permitting processes for new hydroelectric generating
facility.
r Intervened on behalf of developer in utility wind energy facility construction proceeding
before the Public Service Commission of Wisconsin.
G oa ernntent l Relations E xp e rie nce
r Represented telecommunications providers in preserving key state regulatory authority
during the passage of an omnibus telecommunications bill.
Represented large energy efficiency company in passing legislation expanding authority of
municipalities to create energy efficiency programs.
. Led effort on behalf of wind energy developers to negotiate revisions to uniform wind
siting rules by the Public Service Commission of Wisconsin.
39
1071-1560
Paul J. Meier, P.E., Ph.D.
Meier Engineering Research LLC
302 Hoel Avenue, Stoughton, WI 53589
Telephone: (608) 371-4219, Email: meier.paulj@gmail.com
EDUCATION
Purdue University, Civil Engineering, Bachelor of Science, 1994
Clemson University, Environmental Systems Engineering, Masters of Science, 1996
University of Wisconsin Madison, Energy Analysis and Policy Certificate, 2002
University of Wisconsin Madison, Land Resources, Doctor of Philosophy, 2002
.
EMPLOYMENT
Principal, Meier Engineering Research LLC. Stoughton, WI 2002 present
Associate Scientist, Wisconsin Energy Institute. UWMadison. 2012 present
Director, Wisconsin Energy Institute. UWMadison. 2006 2012
Research Assistant, University of Wisconsin Madison. 1999 2002.
Senior Project Engineer - Environmental Resources Management. Chicago, IL 1995 1999.
RESEARCH
Expertise in full life-cycle assessment of energy systems to evaluate economic feasibility,
emissions inventories, and the impacts of policy. Meier has authored electricity and
transportation models which uniquely account for net benefits from both supply-side and end-use
technology investments.
PUBLICATIONS
P.J . Meier, E.Frost, J . Detlor, T. Runge, D. Reinemann, B. Dale (2014) High-penetration electric
vehicle scenarios market and emission impacts for electricity and transportation sectors. In
preparation.
S. Plachinski, T. Holloway, P.J . Meier, G. Nemet, C.Voigt, J . Oberman (2014) Quantifying the
Emissions and Air Quality Co-benefits of Lower-Carbon Electricity Production. Atmospheric
Environment 94 (2014) 180-191.
P.J . Meier, T. Holloway, M. Luedke, E. Frost, E. Scotty, S. Williams, E. Bickford (2013) Does
Natural Gas Make Sense for Freight? Environmental Implications of the Pickens Plan.
National Center for Freight & Infrastructure Research & Education, CFIRE 04-22.
T. Holloway, P.J . Meier, G. Nemet, S. Plachinski, J . Oberman (2012) Quantifying the Air
Quality Co-benefits of Lower-Carbon Electricity Production. Wisconsins Focus on Energy
Environmental and Economic Research and Development Program Report.
G.F. Nemet, T.A. Holloway, and P.J . Meier (2010), Implications of incorporating air-quality co-
benefits into climate change policymaking, Environ. Res. Lett. 014007, doi:10.1088/1748-
9326/5/1/014007.
P.J . Meier, J . Erickson, J . Mapp (2005), Measuring Emission Benefits with Hourly Production
Models Why Simple Estimates of Emission Reductions May Be Wrong. Proceedings of the
International Energy Program Evaluation Conference (IEPEC).
P.J . Meier, P.P. Wilson, G.L. Kulcinski, P.L. Denholm, (2005) U.S. Electric Industry Response
to Carbon Constraint - A Life-Cycle Assessment of Supply-Side Alternatives. Energy Policy,
33/9 pp. 1099-1108.
40
Ben G. Kaldunski
Work Experience
Media Assistant
NASA Air Quality Applied Sciences Team (AQAST) (December 13 Present)
Under the supervision of Dr. Tracey Holloway my duties include producing original stories and press
releases for the AQAST Media website, layout design, content development and distribution of AQAST
quarterly newsletters, and media outreach in support of AQAST research activities
Market Reporter & Analyst
Argus Media Air Daily (March 11 May 13)
I wrote 530+stories on state and federal environmental policy and markets published in Air Daily,
conducted research, develop and daily reporting for 16 daily price indexes of various environmental
commodities, and covered Congressional hearings and industry conferences in Miami, DC and New York.
Energy & Environmental Policy Intern
Center for American Progress (DC Office) (September 10 December 10)
I was responsible for daily monitoring and analysis of news and political trends related to energy policy,
writing and editing columns for the award winning Climate Progress blog, and was a co-author of a report
on the economic impact of severe weather events in 2010, entitled The Year of Living Dangerously.
Education
University of Wisconsin-Madison, Nelson Institute (Expected graduation in May 2015)
M.S. in Environmental Resources and Energy Analysis & Policy Certificate
Coursework focuses on energy economics and regulatory analysis to stimulate the development of
renewable energy and low-carbon technologies. My thesis research will focus on evaluating the feasibility
of providing all of Madisons electric power supply from renewables. My thesis is being supported by a
$1,000 grant from the Wisconsin Distributed Resources Collaborative (WIDRC).
University of Minnesota, School of Journalism (Graduated in May 2010)
Double B.A. in Journalism & International Studies and Minor in Business Administration
Cumulative GPA of 3.7, 6 time recipient of Deans List honors
Activities & Accomplishments
Founding Contributor, Carbon Colored Glasses: I contributed 5 original articles to a the Carbon
Colored Glasses website, which launches in May 2014. The website provides information on a range of
topics related to energy and climate change.
Freelance Author for the Smart Grid Observe: Covered the Microgrid Virtual Summit in December 2013
and authored the following stories Experts Forecast Robust Microgrid Development Through 2020and
Multiple Value Propositions Drive Growth in Energy Storage Markets
Trip Leader Bike & Build CUS 2013 (J anuary 13 August 13)
Led 29 young adults on a 3,800 mile cycling tour from Virginia Beach to Cannon Beach, Oregon. Our
group raised $152,000 to distribute to affordable housing organizations along our route
Winner of IRSEP Scholarship (J uly 08 J une 09)
Studied at the University Sains Malaysia as the winner of a full academic scholarship where my
coursework focused on learning the Bahasa Melayu language along with religion and economic
development of SE Asian nations. I travelled extensively in Indonesia, Laos, Cambodia, Thailand,
Vietnam, India and New Zealand chaired the 2009-2010 IRSEP selection committee after returning to the
University of Minnesota.
41
42
Department of Planning & Community & Economic Development
Planning Division
Katherine Cornwell, Director
Madison Municipal Building, Suite LL-100
215 Martin Luther King, J r. Boulevard
P.O. Box 2985
Madison, Wisconsin 53701-2985
Phone: (608) 266-4635
Fax (608) 267-8739
www.cityofmadison.com
TO: Dr. David Danielson, Assistant Secretary, US Dept. of Energy
FROM: Katherine Cornwell, LEED-AP - Planning Director
DATE: July 10, 2014
RE: MadiSUN Megawatts Application to DOE/EEREs Solar Market Pathways Program
In 2015-16, the City of Madison Planning Division will lead the City in updating its Comprehensive Plan which was first
adopted in 2006. The Comprehensive Plan is the primary policy tool used by the Madison Plan Commission, the
Common Council, and the City administration to make regulatory, partnership and investment decisions that support
the citys sustainable and resilient growth and quality of life for residents. Therefore, the Planning Division is eager to
enhance the plan through use of new scenario-planning software and incorporate community energy planning as a key
tenet of the plan. This tool will enable us to forecast a wide range of outcomes resulting from varied land use
scenarios. For the first time, we will be able to analyze and predict how a pattern of development may affect human
health, environmental resources, infrastructure costs, municipal revenues, and other outcomes.
Of greatest relevance to the MadiSUN Megawatts proposal is the possibility, for the first time in Madison, and possibly
nationally, of integrating planning for renewable energy, specifically solar electric, into the Comprehensive Planning
process. The software will enable the City to identify locations where greatest solar advantage intersects with high
electrical usage. It will enable us to plan locations for community solar installations. By inputting various zoning and
other policy assumptions, we will be able to see how to achieve the maximum advantage for solar growth.
Since the timing of the two planning processes coincide, the Planning Division is eager to merge the MadiSUN
Megawatts stakeholder process with the Comp Plan update. We commit to work together with the MadiSUN partners
to merge planning for solar electric deployment into the Comprehensive Plan. During the 2015 pre-planning period,
the MadiSUN team will work with Planning staff and consultants to develop scenarios for solar deployment. During
2016, the MadiSUN team will accompany the Comprehensive Plan team as we take our planning proposals out to the
community. During this stage, the combined teams will present planning options to the public and listen to the publics
response. We will work with the MadiSUN team to align solar goals, strategies and policies with more general plan
components. During 2017, Planning staff will work together with the City of Madison Sustainability Coordinator to
help implement recommended policy changes, investment decisions, and partnership development to advance the
solar deployment plan. In future years, we will share information about the combined planning process and its results
with such organizations as the American Planning Association, American Institute of Architects and US Green Building
Council.
The Planning Division will commit significant staff time to this three year process. Several Comprehensive Planners, a
Graphic Designer, and two GIS Specialist plus a portion of the Directors and other staff time will be allocated to the
project. We estimate the value of this time to be $83,178 (includes salary and benefits).
We are fully committed to developing a model, replicable approach to community energy planning that will accelerate
local efforts to adopt and sustain solar as part of our nations energy portfolio. I urge you to fund this innovative
application.
1071-1560
43
J uly 7, 2014
Dr. David Danielson
Assistant Secretary
US Department of Energy
RE: Support for the City of Madison in response to DE-FOA-0001071 Solar Market Pathways
Dear Dr. Danielson:
I am writing this letter to commit to assisting the City of Madison in its proposal to the U.S. Department of Energy
Solar Market Pathways Funding Opportunity Announcement (DE-FOA-0001071).
Through Meier Engineering Research LLC, I am the owner and developer of J uicebox software. J uice Box is an
energy simulation platform designed for direct stakeholder engagement. J uice Box uses real world data and
rigorous analysis to translate national and regional energy objectives into local infrastructure investments. To assist
your efforts, I am committing to deploying and supporting J uice Box software to facilitate design-making among
solar energy experts, community leaders, and city planners. In addition, J uicebox may be used as part of a broader
educational forum for deliberation among stakeholders, industry, community leaders, and engaged citizens.
J uice Box provides energy, economic, and environmental accounting powered by the MyPower electricity sector
model, which has been used for many simulation, public outreach, and research efforts over the last decade. The
myPower model has been used to provide realistic simulation for educational purposes, as part of public outreach
efforts in seven states, including for Madison Gas & Electric, Public Service Commission of Wisconsin, Xcel
Energy, and Alliant Energy. In addition, the myPower model has been by Meier and collaborators in recent
research projects to quantify economic and environmental impacts associated with future scenarios for U.S.
electricity production. Currently, myPower is being used to simulate the long term impacts of increased building
demands, renewable portfolios, and other changes to the electricity system for the Eastern U.S., under an NIH
funded research project.
As part of this effort, MER will implement solar energy performance and utility financial information specific to
the Madison area of study. In addition, MER will provide license to J uicebox software for 1 year at no cost. I will
also assist the design of effective approaches to stakeholder engagement around energy issues. I estimate that
MERs cost sharing contribution (in the form of data compilation, stakeholder engagement assistance, and 1-year
licese fee waiver) is 80% of the sponsored budget for this project.
Please contact me with any questions by phone at (608) 371-4219 or by email at meier.paulj@gmail.com.
Sincerely,
Paul J . Meier, P.E., Ph.D.
Principal, Meier Engineering Research LLC
1071-1560
44
1071-1560
222 S Hamilton St, Madison, WI 53703
TO: Dr. David Danielson, Assistant Secretary, US Dept. of Energy
FROM: Tyler Huebner, Executive Director (tyler.huebner@renewwisconsin.org)
DATE: J uly 10, 2014
RE: Commitment to the City of Madison in response to DE-FOA-0001071 Solar Market Pathways
I am writing this letter to commit RENEW Wisconsin to supporting the City of Madisons proposal to the
U.S. Department of Energy Solar Market Pathways Funding Opportunity Announcement (DE-FOA-
0001071) and committing to the roles defined for RENEW Wisconsin in the proposal and as outlined
below.
Since 1991, RENEW Wisconsin has been the voice for renewable energy in Wisconsin. We have
advocated for and led the development of many policies and programs in the state which have formed the
foundation of our renewable energy marketplace, including a state renewable energy standard of 10%,
incentives for customer renewables, standards for wind project siting, and consistent information sharing
and public outreach regarding renewable energy. We were a subcontractor to the Midwest Renewable
Energy Associations SunShot grant from 2012 focused on utility engagement and policy aspects.
For this proposal, RENEW Wisconsin will:
Lead the Utility Engagement component of the outreach and planning process, to include
education and engagement with the electric utilities in the planning process, about community
shared solar programs they can offer to their customers, and the feasibility of utility-scale solar
options in and around Madison.
Contribute to the Policy work, including utility policies such as value of solar, decoupling, and
other approaches towards broad distributed generation deployment which mitigates utilities
concerns; identifying voluntary interconnection improvements that can streamline and reduce
costs of solar installations; and continue our public education around supportive state-level
policies such as renewable energy standards and clarifying third-party ownership
Adding our expertise to the scenario planning process and translating those results to the relevant
stakeholders including the City, the utilities, and others
Co-developing the solar deployment plan based on the stakeholder process
Disseminating the process as-it-happens and once its completed to a variety of stakeholders
including the RE-AMP network throughout the Midwest, the Wisconsin Distributed Resources
Collaborative, at numerous conferences and events, and through electronic and printed materials.
RENEW Wisconsins hourly rates are $100 per hour for our principals, Tyler Huebner and Michael
Vickerman. This labor rate covers our labor costs and general overhead. A breakdown of our
organizations budget and hourly rates are available upon request.
We look forward to our role in this innovative project and collectively moving the U.S. towards the
SunShot goals for solar costs and deployment targets with our focus in Madison to expand solar 30-fold
in approximately 10 years.
45
Cullen
Weston
Pines
& Bach
ALimitedLiability
Prtnership
SMC:jp
Attorneys ar. LeLw
122 West Washington Avenue
suire 900
Madison, Wisconsin 53703
(608) 2s1-0101
(608) 251-2883 Fax
www.cwpb.com
Attorney Susan M. Crawford
crawford@cwpb.com
|uly
1,0,201,4
Dr. David Danielson
Assistant Secretary
US Dept. of Energy
RE: Support for the City of Madison in response to DE-FOA-0001,071 Solar Market Pathways
Dear Dr. Danielson:
I am writing this letter to commit to assisting the City of Madison in its proposal to the U.S. Department of
Energy Solar Market Pathways Funding Opportunity Announcement (DE-FOA-0001071).
At Cullen Weston Pines & Bach LLP, our attorneys represent varied interests and clients in complex energy
transactions involving entity formation, contract negotiations, permitting and regulatory approvals, and
project financing, construction, and operation. The firm has been directly involved in the development of
hundreds of millions of dollars of new investment in energy infrastructure over the past three decades.
Likewise, in ou government relations practice, we have been at the forefront of the energy policy debate in
Wisconsin and have a track record of working with diverse stakeholders to accomplish shared policy goals.
We believe this experience, coupled with our understanding of Wisconsin energy policy and market drivers,
will provide substantial value as the City of Madison develops a 21't century solar deployment model and
planning process that other local units of government can replicate.
As part of this effort, we will serve as technical experts on legal and regulatory issues and will assist the City
of Madison and Project Team in collaborating with industry stakeholders and preparing the policy report,
which will be used by local governments as they consider investing in solar energy. We will participate in
this effort before, during, and after the City's Comprehensive Planning process.
To reinforce our interest in this innovative proposaf our firm will provide a 20% cost-share for our work
with this project. Accordingly, we intend to reduce our assumed blended hourly rate of fi212.50by 20%,
resulting in a blended hourly rate of $170. Based on the scope of our work, we anticipate requiring 300 hours
to complete our assignments. After our cost-share commitment of fi12,750 we will require a total federal
grant funding of $51,000.
If you would like to discuss the matter further, I can be reached by phone at (608) 251-0101 or by email at
La:y{o:4kwp.c-o-lL
Sincerely,
CULLEN WESTON PINES & BACH LLP
^L
Susan M. Crawford
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J uly 10, 2014 1071-1560
Dr. David Danielson
Assistant Secretary
DOE/EERE
RE: Support for the City of Madison in response to DE-FOA-0001071 Solar Market Pathways
Dear Dr. Danielson:
I am writing this letter to commit to assisting the City of Madison in its proposal to the U.S. Department of Energy
Solar Market Pathways Funding Opportunity Announcement (DE-FOA-0001071).
I am pursuing an M.S. in energy Analysis & Policy at the University of Wisconsin-Madison where I work closely
with Dr. Paul Meier on energy and economic modeling that supports and compliments his J uice Box software. Dr.
Meier is overseeing my thesis research project, which seeks to determine the economic viability of solar PV-based
microgrids as an alternative to traditional electrical generation resources. I have developed a dynamic spreadsheet
model we have named the Excel/Energy Modeling Tool (EMT) that allows the user to test different combinations
of microgrids and test a wide range of variables that are held constant in the J uice Box simulation. For example, the
EMT user can test different prices for solar PV ($/kW), the vale of avoided GHG emissions ($/ton), and many other
benefit categories. The EMT displays net benefits for three stakeholder groups (ratepayers, electric utilities and
society at large) to identify the best options for all parties.
I am committing to deploying and supporting the EMT to facilitate design-making among solar energy experts,
community leaders, and city planners. I am exploring the potential to link the EMT with dynamic maps using
ArcGIS online to allow web users to see the impact of their choices in their community. I have already performed
significant work with data from the Dane County Land Information Office to create a large set of solar potential
and electricity use maps for the City of Madison that could be linked to the EMT to provide community members
and planners with a powerful tool to support the expansion of solar energy in Madison and other cities. The EMT
may be used as part of a broader educational forum for deliberation among stakeholders, industry, community
leaders, and engaged citizens.
As part of this effort, I will work with Dr. Meier to implement solar energy performance and utility financial
information specific to the Madison area for use in the EMT and J uice Box. I develop the EMT to align with the
goals of this proposal and assist with the development and implementation of stakeholder engagement around
energy issues. I estimate that the cost of my contribution to this project will be $12,000 based on 20 hours of labor
per week from September 1, 2014 to May 31, 2014 (780 total ours) at $15/hour.
Please contact me with any questions by phone at (612) 387-2965 or by email at ben.kaldunski@gmail.com.
Sincerely,
Ben Kaldunski, M.S. Candidate
University of Wisconsin-Madison, Nelson Institute for Environmental Studies
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J uly 11, 2014
Dr. David Danielson
Assistant Secretary
US Dept of Energy
Office of Energy Efficiency & Renewable Energy
RE: MadiSUN Megawatts Solar Pathways Application
Dear Dr. David Danielson
Calthorpe Associates is pleased to join the MadiSUN Megawatts team and apply our expertise in land use
planning, modeling, and software development to this exciting project. We see this project as a significant
opportunity to advance the land use and energy planning practices by integrating advanced renewable
generation planning and analytics with city-wide land use and development planning.
Our modeling tools, including the open source UrbanFootprint software platform, are designed to
operationalize more informed and sustainable land use and infrastructure planning processes by
combining robust data about the existing environment with a toolset that allows for the testing of
alternative land use futures for a range of environmental, fiscal, public health, and transportation metrics.
The integration of solar energy and distributed generation planning into this framework can serve to
bridge the gap between land use and energy practitioners and agencies and lead to more energy-aware
land use plans and policies.
To complete this work to the satisfactory level, we are prepared to commit up to 233 hours at our standard
rate of $150/hr to achieve the desired outcomes detailed in the MadiSUN Megawatts proposal as well as
the goals of the Solar Market Pathways program
Calthorpe Associates will contribute up to $6,400 in software development costs to this effort provided
we are retained for the project.
Sincerely,
J oe DiStefano
Principal, Calthorpe Associates
1071-1560
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5211 SCHLUTER ROAD MONONA, WI 53716-2598
CITY HALL (608) 222-2525
FAX (608) 222-9225
http://www.mymonona.com
July 7, 2014
Dr. David Danielson
Assistant Secretary
DOE/EERE
Dear Dr. Danielson:
As Mayor of the City of Monona, WI, I am writing to express my support for the application by the MadiSUN
Megawatts team to DOEs Solar Market Pathways program. Monona is Madisons metropolitan neighbor and is
located within the electrical service territory of Madison Gas & Electric. We have a strong interest in pursuing the
goals of the MadiSUN proposal to reduce the costs of solar electrical installations and increase the adoption of
solar throughout the region.
Guided by our Sustainability Committee, Monona has worked to become a sustainable community. We are a Green
Tier Legacy Community and have adopted The Natural Step as a framework for City operations. In 2009, Monona
became an Energy Independent Community and developed a 25X25 plan to generate 25% of electrical and
transportation fuels from renewable resources by 2025.
In 2012, Monona entered into a partnership agreement with Falcon Energy Systems, a Colorado investment group,
according to which the City leased roof space to Falconowned solar arrays in exchange for renewable energy
credits. The solar installations are located on our City Hall, Public Library, Public Works Garage, and our Well #3.
As a result of this contract, the City will save over $75,000 in the first 6 years and has the option to purchase the
installations at the end of Year 6, realizing a return on investment within 8-10 years. Along with other clean energy
projects, the completion of this 156 kW solar system has enabled Monona to achieve more than half our 25X25 goal.
Monona remains committed to its goals of fossil fuel reduction and environmental stewardship, and we would
welcome the opportunity to participate in the stakeholders process envisioned by the MadiSUN Megawatts project.
We believe that our lease arrangement can serve as an excellent example of one way our region can deploy solar
electric and achieve greater energy independence. At the same time, the stakeholder process would enable Monona
to explore additional approaches to solar adoption.
I encourage you to fund the MadiSUN Megawatts application to help promote clean energy in Wisconsin.
Also, I invite you to visit our City of Monona website (http://mymonona.com/) to learn more about our solar project
and our community.
Sincerely,
Bob Miller
Mayor
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J uly 7, 2014
Dr. David Danielson
Assistant Secretary
US Dept of Energy
Office of Energy Efficiency & Renewable Energy
RE: MadiSUN Megawatts Solar Market Pathways Application
I am writing to express support for MadiSUN Megawatts application to DOE/EERE to
support a stakeholder process promoting adoption of photovoltaic systems within the
Madison area. I believe that the economic competitiveness of Wisconsin, which has
the second highest electricity prices in the Midwest, is at risk unless we diversify our
electrical sources. Wisconsins reliance on coal-burning power plants means our state
is in danger of paying even higher rates as these plants become increasingly
expensive to operate. Along the path to energy innovation, Wisconsin has slipped
behind other states. Better planning and more investment in new technologies are
needed to shield the states economy from the risk of fossil fuels volatility.
While more coal plants are being converted to natural gas, the silver bullet solution
may not be natural gas, despite Wisconsin utilities betting heavily on it. Current gas
prices are low in part due to over-production, with drilling companies losing money and
likely to retreat if prices dont go up. And the history of commodity pricing suggests
they will at some point.
The Wisconsin Energy Institute at the University of Wisconsin-Madison is a world-class leader in
clean energy research, education and outreach. WEI is guided by a commitment to American
energy independence and we are driven by UW-Madisons legacy of solving large-scale societal
challenges. Especially because the proposed project is focused on promoting solar electricity
within our hometown of Madison, WEI is interested in being a participant in the proposed
stakeholder process and contributing especially to the policy analysis part of the process. We
believe that the process can help to jumpstart solar adoption in Madison and throughout
Wisconsin. I encourage you to fund the MadiSUN Megawatts proposal
Sincerely,
Gary Radloff
Director, Midwest Energy Policy Analysis
Wisconsin Energy Institute
1071-1560
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SUSTAIN DANE | 131 W. Wilson St | Suite 200 | Madison, WI 53703
608-819-0689 | www.sustaindane.org
1071-1560
July 7, 2014
Dr. David Danielson
Assistant Secretary
DOE/EERE
RE: MadiSUN Megawatts Solar Market Pathways Application
Sustain Dane is a 501(c)3 non-profit in Madison, WI that envisions the Greater Madison Region as a
national model for sustainability and sustainability innovation. We work toward our vision by
fostering a rich and diverse community of sustainability champions. Our programs and
partnerships provide the tools, knowledge and network for individuals to make positive change
happen in their own sphere of influence be it at home, at school, at work or any other community
they identify with. Having an effective transportation system for all will allow many existing efforts
to expand exponentially in their impact.
Since Sustain Dane began in 1997, the organization has led and collaborated on numerous and
varied initiatives to advance sustainability within the Madison Region. Of particular relevance to
the MadiSUN Megawatts Solar Market Pathways application, Sustain Danes MPower program
assists businesses and schools to reduce their reliance on fossil fuels by connecting them with tools
for energy efficiency and renewables. Since 2009, we have worked with over 70 area businesses
that have collectively implemented over 325 sustainability projects, impacting energy efficiency,
employee engagement, transportation/fleet, and waste and water reduction. The collective
measurable impacts from these projects are an avoided 26.1 kilotons in CO2 emissions and a cost
savings of over $1,657,000 annually.
Sustain Dane looks forward to participating in the MadiSUN Megawatts stakeholder process to
promote adoption of solar electrical systems in our community. We can help by connecting our
business, institutional, and residential clients to the stakeholder process; by conducting outreach
within the community sustainability networks we have helped to create; and, by contributing our
staffs expertise to help promote solar adoption within a community that we believe is ready invest
in renewables.
We encourage DOE to fund the MadiSUN Megawatts proposal!
Sincerely,
Jessie Lerner
Executive Director
Sustain Dane
Jessie@sustaindane.org
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1071-1560
Dr. David Danielson
Assistant Secretary
US Dept of Energy
Office of Energy Efficiency & Renewable Energy
RE: MadiSUN Megawatts Solar Market Pathways Application
Sustainable Atwood is pleased to forward this letter supporting the MadiSUN Megawatts
application to DOE/EEREs Solar Market Pathways program. We also stand ready to contribute
to a community stakeholders process advancing solar electric systems especially the small
scale systems that Sustainable Atwood has helped to promote.
Sustainable Atwood is a Madison-based group dedicated to providing neighborhood-scale
solutions to sustainability problems. Of great relevance to the MadiSUN application, we have
helped make clean energy more affordable and protected the urban forest at the same timeweve
helped get solar on sunny roofs with money from people with shady roofs. The sunny-roof people
pay the money back over time with a little bit of interest. When the money is repaid, it often goes
right back in to other local solar projects. By keeping local money circulating on local projects,
more and more people get a chance to be part of solarizing our Atwood Neighborhood and other
neighborhoods who have followed suit.
Thanks to over ten solar lenders and four homeowners, weve added nearly 15 kilowatts of
residential solar to our neighborhood and greater Madison area. We are further developing this
and other community solar models that broaden the access for individuals and organizations to
lower cost distributed-generation solar opportunities.
Our experience has been that Madison residents are eager to go solar. The community
stakeholder process planned by MadiSUN Megawatts (and funded by DOE) will help residents
and businesses learn about the costs and benefits of solar and explore alternatives to solar
participation. The community is ready and the time is right for this process. I urge DOE to fund
this application!
Sincerely,
Twink J an McMahon
Please visit our website to learn more about Sustainable Atwood:
http://sustainableatwood.org/solar/projects/#sthash.J WqvMhpQ.dpuf
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