HomeMy WebLinkAboutCM Greenhouse Gas Emmissioins Report and Sustainability Priorities Progress Update____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: November 3, 2025
Disposition: Accepted report, update and roadmap (including Staff’s emissions clarifications
stated in report – slide 14)
Agenda Item No: 7.a
Meeting Date: November 3, 2025
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager’s Office
Prepared by: Cory Bytof
Sustainability Program Manager City Manager Approval: ______________
TOPIC: GREENHOUSE GAS EMISSIONS REPORT AND SUSTAINABILITY PRIORITIES
PROGRESS UPDATE
SUBJECTS: ACCEPT THE GREENHOUSE GAS INVENTORY REPORT FOR 2023, THE FISCAL
YEAR 2023-2025 TWO-YEAR SUSTAINABILITY WORKPLAN PRIORITIES UPDATE,
AND THE COUNTYWIDE BUILDING ELECTRIFICATION ROADMAP
RECOMMENDATION:
Staff recommends that the City Council accept the Greenhouse Gas Inventory and Reduction Strategy
Annual Report for 2023, the Fiscal Year 2023-2025 Two-Year Sustainability Workplan Priorities Update,
and the Countywide Building Electrification Roadmap.
EXECUTIVE SUMMARY:
The City conducts annual greenhouse gas (GHG) emissions inventory reports to gauge progress toward
GHG reduction targets as reflected in the Climate Change Action Plan 2030 (CCAP). The latest report is
for calendar year 2023, which is the latest data available. This report shows the City has achieved a 35%
reduction in GHG emissions since 2005, and a 24% reduction from 1990 levels. Much of this is due to
reductions in emissions from transportation and electricity generation. Many of the action strategies in
the Fiscal Year 2023-2025 Two-Year Sustainability Priority Workplan have been accomplished, such as
hiring a Waste Management Coordinator to conduct Senate Bill (SB) 1383 (2016) compliance activities
and implement the City’s illegal dumping program. Other action strategies have become ongoing efforts,
such as the implementation of the Countywide Electric Vehicle Acceleration Strategy. The City is also
pursuing new action strategies that are being incorporated into the Fiscal Years 2025-2028 Strategic
Plan, including some that are in the Countywide Building Electrification Roadmap, attached to this report.
The City is on track to meet its goal of a 40% reduction by 2030 but will require continuous effort to do
so. The longer-term goal of carbon neutrality by 2045 will be much harder to meet and will require efforts
at all levels of government and the private sector to do so.
BACKGROUND:
State of the Climate
Calendar year 2024 saw record-high greenhouse gas emissions, record-high temperatures across the
globe, record-high ocean heat and sea levels, and continued near-record warmth and sea ice loss in the
Arctic and Antarctica. More can be found in the International State of the Climate Report by the American
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
Meteorological Society and the State of the Global Climate 2024 report by the World Meteorological
Organization.
Progress continues to be made in some areas of climate action, while troubling signs are arising in other
areas, such as the exponential energy use by artificial intelligence (AI) and cryptocurrency companies,
which are putting significant strain on power grids. On the positive front, global solar installations have
increased 64% over the past year. Electric vehicle sales are up 30% worldwide, and Marin County has
the second-highest electric vehicle adoption rate in the state at 11%, with electric vehicles making up
37% of new vehicle sales. Locally, SMART Rail ridership increased significantly, by 38 percent, with
monthly totals now averaging 140 percent of pre-pandemic levels. In 2024, renewable energy continued
to grow within the California Independent System Operator service area, with clean energy accounting
for 62% of California's total power mix, up from 58% in 2023.
California Climate Goals
The State of California has responded to growing concerns over the effects of climate change by adopting
a comprehensive approach to addressing emissions in the public and private sectors with the passage
of the Global Warming Solutions Act of 2006 (Assembly Bill (AB) 32). The AB 32 Scoping Plan was
developed to identify strategies for meeting AB 32 goals and was adopted by the California Air Resources
Board (CARB) in December 2008. Among many other strategies, it encouraged local governments to
reduce emissions in their jurisdictions by 15% below 2005 baseline levels by 2020.
In 2016, the State Legislature passed Senate Bill 32, which set interim targets of 40% reductions below
1990 levels by 2030, and in 2022, it passed Assembly Bill 1279, which commits California to reducing
greenhouse gas emissions 85% below 1990 levels and achieving carbon neutrality by 2045. CARB’s
2022 Scoping Plan lays out a path to achieve the AB 1279 targets.
City’s Climate Change Action Plan
San Rafael’s original Climate Change Action Plan (CCAP) was adopted by the City Council in 2009. In
2011, the City incorporated the CCAP measures into General Plan 2020 as a Sustainability Element. A
Greenhouse Gas Emissions Reduction Strategy was also prepared to provide technical support to the
Sustainability Element. In 2017, then Councilmember Kate Colin and the City Manager’s Office convened
a 20-member community working group to update the CCAP to meet the new interim 2030 State
greenhouse gas reduction targets referenced above. Over 350 San Rafael residents and business
representatives gave input, which resulted in San Rafael’s Climate Change Action Plan 2030, adopted
by the City Council on May 19, 2019.
In September 2021, the City Council adopted a Climate Emergency Declaration and set a new long-term
greenhouse gas reduction target for San Rafael, committing the City to carbon neutrality by 2045.
San Rafael’s CCAP was developed specifically to include strategies to address the three pillars of
sustainable development: environment, equity, and economy. As such, it supports three of the City’s four
Policy Focus Areas: 1) Sustainability, Climate Change, and Disaster Preparedness, 2) Economic Growth,
and 3) Diversity, Equity, Inclusion, and Belonging. The City’s Climate Change Action Plan has also been
integrated into General Plan 2040 and serves as the City’s Greenhouse Gas Reduction Strategy. This
Strategy meets the California Environmental Quality Act (CEQA) for a “qualified” greenhouse gas
reduction strategy. It commits the City to track implementation measures and emissions reductions while
providing a useful streamlining tool for reviewing development and building projects.
Councilmember Llorens Gulati is the current Sustainability Liaison to the City Council. As the Council
Liaison, Councilmember Llorens Gulati meets regularly with staff and the executive leadership of
Sustainable San Rafael to plan and host quarterly public CCAP implementation forums. The Liaison’s
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
role is important in helping staff prioritize requests from the public and in shaping projects and programs
for City Council action.
Greenhouse Gas Inventory
The City measures progress toward GHG reduction goals through the completion of an annual
community greenhouse gas (GHG) inventory report. These reports provide the City Council with an
overview of community-wide emissions as well as the status of City actions accomplished in that same
year. GHG emissions and reductions are calculated for various sectors, including energy, transportation,
waste, and water. This is done using a common protocol local governments use to show in boundary,
activity-based emissions, which primarily focus on the emissions created most directly within the
geographical boundary of the City. Emissions data is typically not available for a year and a half; thus,
inventories have a lag time. The last community inventory was conducted in 2024 for the 2022 calendar
year. Local government emissions are included in the community inventory, though San Rafael’s local
government emissions make up only approximately 1% of community-wide emissions.
The City partners with the Marin Climate and Energy Partnership (MCEP) for conducting the inventories
and developing the reports. MCEP publishes all the results on the MCEP website, MarinClimate.org, and
at MarinTracker.org so that community members can easily access the data using an interactive map.
Two-Year Priorities
Since 2019, City staff have identified key priorities taken from the Climate Change Action Plan on which
to focus limited resources and have created Two-Year Priorities Workplans. These were reviewed with
the City Council Sustainability Liaison and at the Climate Change Action Plan quarterly community forum.
Staff brought the most recent Two-Year Priority Workplan to Council in September 2023, and a progress
update was brought to the City Council on September 16, 2024. New Sustainability priorities will now be
included in the City’s Fiscal Years 2025-2028 Strategic Plan instead of a standalone document, and work
plans will align with and be included in the new Citywide process. Sustainability priorities can be found in
Priority Areas B, C, and G.
ANALYSIS:
Community Greenhouse Gas Inventory Report
The 2023 Community Greenhouse Gas Emissions Inventory Report (Attachment 1) provides the City
Council with an overview of community-wide emissions. The report provides a broad category of best-
estimate community-wide emissions data for the calendar year 2023 based on publicly available data.
This data shows an overall reduction of approximately 35% of community-wide emissions since 2005
and 24% below 1990 levels. Table 1 below shows where the reductions came from.
Table 1: Change in Emissions by Sector, Community
SECTOR % CHANGE
SINCE 2005
Transportation -24%
Built Environment - Electricity -93%
Built Environment – Natural Gas -10%
Waste -46%
Water -100%
Off-Road -42%
Wastewater +11%
TOTAL -35%
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
Changes from 2022 include significant reductions in emissions from transportation and building electricity
use. These generally reflect the use of greener fuels, although there have also been slight reductions in
consumption. For example, most emissions in San Rafael come from passenger vehicles. About 7.3% of
registered vehicles are now electric, and gas-powered vehicles are more fuel-efficient, resulting in fewer
emissions overall. Similarly, electricity is getting less carbon-intensive and more of it is coming from
renewable sources, resulting in fewer emissions in this sector year over year. On the flip side, natural
gas will always remain a high source of emissions, and the use of natural gas went up slightly in 2023,
resulting in higher emissions in that sector from 2022.
Local greenhouse gas inventories are in-boundary inventories, meaning they are an accounting of all
greenhouse gas (GHG) emissions from activities that physically occur within a specific, geographically
defined area during a set time period. The value of an in-boundary, activity-based type of inventory is
that it isolates emissions from local sources, providing a snapshot of sectors and activities that can be
affected to some degree by local government actions and can most reliably be quantified and tracked on
an annual basis. In addition, it allows for a rough aggregation of data to allow for county-wide, regional,
state, and larger groupings of emissions calculations. This can be helpful in understanding California-
wide emissions or comparing them to those of the U.S. at large. One thing it does not do, however, is get
at the larger set of emissions driven by consumption.
Consumption emissions include all the “upstream” or lifecycle emissions from the things individuals buy,
including the mining, manufacturing, packaging, and transportation of products, which carry a lot of
embedded greenhouse gas emissions. A consumption-based inventory would show a very different
picture of San Rafael’s emissions. It could easily triple emissions per capita due to the number of
materials and products we consume, mainly from imported food and goods. In San Rafael, we have
chosen to include consumption messaging – our “carbon footprint” – in our engagement rather than just
rely on an in-boundary inventory. This is a primary focus of the Resilient Neighborhoods program, which
works county-wide to educate residents about this and help them reduce their household carbon footprint.
Per capita emissions can also be a useful metric for measuring progress in reducing greenhouse gases
and for comparing one community’s emissions with neighboring cities and against regional and national
averages. That said, due to differences in emission inventory methods, it can be difficult to produce
directly comparable per capita emissions numbers. Dividing the total communitywide GHG emissions by
residents yields a result of 8.4 metric tons CO2e per capita in 2005. Per capita emissions decreased 39%
between 2005 and 2023, falling to 5.1 metric tons per person. This number is not the same as the carbon
footprint of the average individual living in San Rafael, which includes lifecycle emissions, emissions
resulting from air travel, etc.
In conclusion, San Rafael met its interim goal of a 25% reduction in communitywide GHG emissions from
the 2005 baseline by 2020. However, State targets set by SB 32 and the CCAP referenced above
establish a new baseline of 1990 rather than 2005 for 2030 GHG reduction targets. Translating current
reductions to a 1990 baseline means San Rafael has reduced emissions by 24% since 1990. To meet
the City’s 40% reduction target by 2030 and net-zero target by 2045, San Rafael will need to redouble
efforts and continue to innovate, collaborate, and be at the forefront of local GHG reduction strategies.
Workplan Update
The Sustainability Two-Year Priorities were developed with and based on input from community partners
such as the County of Marin Sustainability Team, Sustainable San Rafael, members of our quarterly
Climate Change Action Plan community forums, the Marin Climate and Energy Partnership, our utility
partners, and others. This allows for county-wide collaboration and resource sharing as well as alignment
with other City and public priorities and work plans. In addition, whenever possible, staff seeks
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
opportunities to develop model work products that other cities or organizations can use as well to extend
their impact beyond San Rafael.
Attachment 3 is a snapshot of the accomplishments and progress in the Two-Year Workplan. Some of
the items worth noting include:
•Completion of an Electric Vehicle Acceleration Strategy and work plan, which is being
implemented in an ongoing fashion
•Adoption of a Green Building Reach Code for existing buildings
•Completion of an Equitable Low Carbon Economy Plan, and subsequent award of a green
workforce development grant
•Progress toward completion of a sea level rise feasibility study in East San Rafael
•Execution of an agreement with Zero Waste Marin to conduct outreach, enforcement, and
procurement responsibilities on behalf of the City to help with implementation of SB 1383, the
Short-Lived Climate Pollutant Law
•Hiring of a Waste Management Coordinator to implement SB 1383 and the City’s illegal dumping
program
•Hiring of a Climate Justice and Engagement Manager to develop and implement equitable
engagement and climate justice strategies Citywide
Other activities completed in the past two years include:
•Development of an “8 Step Guide to Electrification” for homeowners, now included in the Marin
Builder’s Association Home Guide
•Development of staff resources and training to comply with SB 1383
•Completion of a Surplus Equipment Policy
•Adoption of a Reusable Foodware Ordinance
•Completion of several technical studies for sea level rise planning
•Completion of several engagements for the sea level rise feasibility study
•Replacement of seven gas hot water heaters with electric heat pump hot water heaters in
municipal buildings
•Completion of a Citywide Fleet Policy with procurement guidelines, including for electric vehicle
chargers
•Receipt of technical assistance and incentives for electric vehicle chargers at the Public Works
facility from MCE, Pacific Gas and Electric Company, and the Metropolitan Transportation
Commission
•Development of a plan for decentralization of volunteer services
Fiscal Year (FY) 2025-2028 Workplan and Building Electrification Roadmap
The following objectives are included in the City’s FY 2025-2028 Strategic Plan and Sustainability
Division workplans. Objective C.1.4 contains work related to the Countywide Building Electrification
Roadmap (Attachment 3), and this staff report accomplishes one element of the objective by providing
the Roadmap to the City Council for review and acceptance. City staff participated in the development of
the Roadmap and apprised the Council Sustainability Liaison throughout the process. Several of the
items in the Roadmap the City has either already accomplished or is in process. Others will require the
County to take the lead in development and possible future implementation. Activities that require policy
changes or significant funding commitments will be considered and developed through City Council and
public engagement such as was done during development of the City’s building energy reach codes.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
Objective A.2.3: Continue implementation of a comprehensive, citywide illegal dumping program. This
objective will be implemented by the City’s new Waste Management Coordinator in conjunction with a
new Together San Rafael Illegal Dumping team to reduce illegal dumping by 50%. It includes new data
gathering tools, testing out mobile surveillance equipment, developing new outreach campaigns and
materials, educating multifamily owners and managers about new bulky item collection services for
tenants, conducting hot spot campaigns, and administering the crime prevention mini-grant program for
businesses.
Objective C.1.1: Develop and begin implementing a plan to expand facility electric vehicle charging
infrastructure and transition the City’s fleet to zero-emission vehicles. This objective will be implemented
with the Public Works Department and includes new electric vehicle charging infrastructure at the Public
Works facility, securing incentives for chargers and vehicles, and a fleet transition plan developed through
funding from the Metropolitan Transportation Commission.
Objective C.1.2: Work with transportation partners to implement the Electric Vehicle Acceleration
Strategy and reduce community vehicle miles traveled (VMT). This objective involves working countywide
to identify a way to maintain and expand public charging availability at public facilities through a third
party that would manage it and ensure accessibility for all segments of the public. It also involves working
countywide to develop new VMT reduction policies and a public engagement campaign to reduce single
occupancy vehicle trips.
Objective C.1.3: Expand community composting, revise purchasing policies, and collaborate with Zero
Waste Marin and Marin Sanitary Service to implement SB 1383, the Short-Lived Climate Pollutant Law.
The City’s Waste Management Coordinator will implement this objective by leveraging support from our
community partners.
Objective C.1.4: Reduce community building energy use through incentive programs, community
education, and engagement tools as outlined in the Countywide Building Electrification Roadmap
(Attachment 3). Implementation of this objective includes presenting the Countywide Building
Electrification Roadmap to the Council. The Roadmap was developed with input from City staff and
includes actions the City is already undertaking, such as adopting new Green Building Reach Codes and
developing streamlined pathways for compliance and technical assistance. Much of the work in the
Building Electrification Roadmap will be led by the County, and some will be in future years’ objectives.
One item for implementation this coming fiscal year will be to develop a proposal for the incentivization
of building electrification through our Building Division.
Objective C.2.3: Implement existing policy and program commitments in the General Plan 2040, and
implement building code policies to support community resiliency, specifically to address the potential
hazards listed in Goal C.2. Some of these include amendments to ensure relevant building and
development codes are updated to address sea level rise impacts. This will be implemented by the City’s
Climate Adaptation and Resilience Planner.
Objective C.2.4: Develop a Sea Level Rise Adaptation Plan that complies with SB 272. This objective
will be implemented by the City’s Climate Adaptation and Resilience Planner as well, and will include
securing funding from the State to begin the effort. It will be in coordination with the County of Marin and
the San Francisco Bay Conservation and Development Commission, among others.
Objective C.2.5: Explore governance models and a formal collaborative public-private-philanthropic
partnership as a foundation for climate adaptation work. This objective is part of the City’s larger sea level
rise planning effort to determine if the City should pursue a formal arrangement with outside entities to
further the work and leverage support for large funding pools to enable adaptation projects in the future.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
Partners include the County of Marin, Marin Community Foundation, the San Francisco Bay Estuary
Institute, and others.
Objective G.3.5: Develop guidance and train staff on methods for incorporating an equity and climate
justice lens into the development of programs, policies, and projects to ensure no unintended harm is
done by them and to ensure historical injustices are not repeated. Led by the City’s Climate Justice and
Engagement Manager, this objective aims to create systems to ensure all City projects and programs
prioritize equitable outcomes and consider climate justice in the work. It involves planning, engagement,
and agreement on metrics and indicators.
These new objectives will be reported on annually through the City’s Strategic Plan reporting, and more
information will be provided each year with the annual Greenhouse Gas Inventory updates as well.
COMMUNITY OUTREACH:
Staff regularly give presentations with opportunities for feedback to the following organizations: the
Climate Change Action Plan quarterly implementation forums, the San Rafael Chamber of Commerce
Green Business Committee, school groups, and the Marin Climate and Energy Partnership, among
others. Information regularly goes out to the public through the City’s Sustainability email newsletter, the
City Manager’s Snapshot, and through City social media channels.
FISCAL IMPACT:
There is no direct fiscal impact to accepting the reports. Funding for implementation of programs is
generally supported through existing budget resources as well as grants and utility-sponsored programs.
Where required, supplemental funding requests for supplemental General Fund support will be
contingent on separate City Council action through the budget process.
RECOMMENDED ACTION:
Staff recommends that the City Council accept the Greenhouse Gas Inventory and Reduction Strategy
Annual Report for 2023, the Fiscal Year 2023-2025 Two-Year Sustainability Workplan Priorities Update,
and the Countywide Building Electrification Roadmap.
ATTACHMENTS:
1.Greenhouse Gas Emissions Reduction Strategy 2023 Annual Report
2.Sustainability Priority Workplan Update
3.Countywide Building Electrification Roadmap
CITY OF SAN RAFAEL
COMMUNITY GREENHOUSE GAS EMISSIONS
INVENTORY FOR THE YEAR 2023
September 2025
Prepared by the
Marin Climate & Energy Partnership
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
I NTRODUCTION 2
P URPOSE OF INVENTORY 2
GENERAL M ETHODOLOGY 2
COMMUNITY I NVENTORY 4
C OMMUNITY I NVENTORY S UMMARY 4
P ER CAPITA E MISSIONS 6
SIGNIFICANT SOURCES OF E MISSIONS 7
BUILT E NVIRONMENT - E LECTRICITY 7
BUILT E NVIRONMENT - N ATURAL G AS 8
T RANSPORTATION 8
W A STE D ISPOSAL 9
W A TER U SE 10
W ASTEWATER 11
A PPENDIX A -1
San Rafael Greenhouse Gas Emissions Inventory 1
EXECUTIVE SUMMARY
San Rafael publishes annual community greenhouse gas (GHG) emissions
estimates through the Marin Climate & Energy Partnership (MCEP). Annual
inventories help the City to more closely monitor its progress in meeting its
goal to reduce community emissions at least 40% below 1990 emissions by
2030. The City also publishes GHG emissions inventories for municipal
operations approximately every five years. Municipal emissions accounted
for less than 1% of community emissions when the municipal inventory was
last conducted for the year 2022.
This report reviews emissions generated from the community from 2005 through 2023, the most recent year for
which data is available. The inventory shows that emissions dropped from about 473,830 metric tons carbon dioxide
equivalents (MTCO2e) in 2005 to 306,408 MTCO2e in 2023, which is equivalent to 35% below the 2005 baseline and
24% below 1990 levels. The community emissions trend and targets are shown below. San Rafael needs to reduce
emissions by another 64,755 MTCO2e to meet the local and State target for 2030. San Rafael adopted a Climate
Emergency Resolution in 2021 that establishes a goal to achieve net-zero emissions by 2045 or earlier, which aligns
with the State of California’s long-term goal. This is expected to be accomplished by reducing GHG emissions
approximately 85% below 1990 levels and employing sequestration and/or carbon capture strategies to offset the
remaining emissions. San Rafael needs to reduce GHG emissions by another 245,995 MTCO2e to meet the GHG
mitigation target for 2045, as shown in Figure 1.
FIGURE 1: SAN R AFAEL GHG E MISSIONS AND R EDUCTION T ARGETS
Recognizing the need for a collaborative approach to greenhouse gas reductions, City and county leaders launched
the Marin Climate and Energy Partnership (MCEP) in 2007. The City of San Rafael is a member of MCEP and works
with representatives from the County of Marin and the other Marin cities and towns to address and streamline the
implementation of a variety of greenhouse gas reduction measures. Funding for this inventory was provided by the
Marin County Energy Watch Partnership, which administers public goods charges collected by PG&E. Community
inventories are available on the MCEP website at marinclimate.org and are used to update the Marin Sustainability
Tracker.
0
100,000
200,000
300,000
400,000
500,000
600,000
2005 2007 2009 2011 2013 2015 2017 2019 2021 2023
MT
C
O
2e
T HE T AKEAWAY:
C OMMUNITY E MISSIONS A RE
D OWN 3 5 % S INCE 2005 AND
2 4 % SINCE 1990
2030 Goal
2045 Mitigation
Goal
San Rafael Greenhouse Gas Emissions Inventory 2
INTRODUCTION
PURPOSE OF INVENTORY
The objective of this greenhouse gas emissions inventory is to identify the sources and quantify the amounts of
greenhouse gas emissions generated by the activities of the San Rafael community in 2023. This inventory provides
a comparison to 2005 and estimated 1990 emissions and identifies the sectors where significant reductions in
greenhouse gas emissions have occurred. In some instances, previous year emissions were updated with new data
and/or recalculated to ensure the same methodology was employed for all inventory years. In particular, off-road
emissions were revised due to an update in the California Air Resources Board OFFROAD model.
GENERAL METHODOLOGY
This inventory uses the national standard for the accounting and reporting of community-wide greenhouse gas
emissions, the U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions, version 1.2
(July 2019). Quantification methodologies, emission factors, and activity and source data are detailed in the
appendix.
Community emissions are categorized according to seven sectors:
Built Environment - Electricity
Built Environment – Natural Gas
Transportation
Off-Road Vehicles and Equipment
Waste
Water
Wastewater
C ALCULATING E MISSIONS
Emissions are quantified by multiplying the measurable activity data – e.g., kilowatt hours of electricity, therms of
natural gas, gallons of diesel or gasoline, etc. – by emissions factors specific to the greenhouse gas-generating source.
Most emission factors are the same from year to year. Emission factors for electricity, however, change from year
to year due to the specific sources that are used to produce electricity. For example, electricity that is produced from
coal generates more greenhouse gases than electricity that is generated from natural gas and therefore has a higher
emissions factor. Electricity that is produced solely from renewable energy sources, such as solar and wind, has an
emissions factor of zero.
This inventory calculates individual greenhouse gases – i.e., carbon dioxide, methane, and nitrous oxide – and
converts each greenhouse gas emission to a standard metric, known as “carbon dioxide equivalents” or CO2e, to
provide an apples-to-apples comparison among the various emissions. Table 1 shows the greenhouse gases
identified in this inventory and their global warming potential (GWP), a measure of the amount of warming each gas
causes when compared to a similar amount of carbon dioxide over 100 years. Methane, for example, is
approximately 28 times as potent as carbon dioxide over 100 years; therefore, one metric ton of methane is
San Rafael Greenhouse Gas Emissions Inventory 3
equivalent to 28 metric tons of carbon dioxide. Greenhouse gas emissions are reported in this inventory as metric
tons of carbon dioxide equivalents, or MTCO2e.
T ABLE 1: GREENHOUSE GASES
Gas Chemical
Formula Emission Source Global Warming
Potential
Carbon Dioxide CO2 Combustion of natural gas, gasoline,
diesel, and other fuels 1
Methane CH4
Combustion, anaerobic decomposition
of organic waste in landfills, and
wastewater
28
Nitrous Oxide N2O Combustion, wastewater treatment 265
Source: IPCC Fifth Assessment Report (2014), 100-year values
T YPES OF E MISSIONS
Emissions from each of the greenhouse gases can come in a number of forms:
Stationary or mobile combustion resulting from the on-site combustion of fuels (natural gas, diesel,
gasoline, etc.) to generate heat or electricity, or to power vehicles and equipment.
Purchased electricity resulting from the generation of power from utilities outside the jurisdictional
boundary.
Fugitive emissions resulting from the unintentional release of greenhouse gases into the atmosphere, such
as methane from waste decomposition.
Process emissions from physical or chemical processing of a material, such as wastewater treatment.
U NDERSTANDING T OTALS
The totals listed in the tables and discussed in the report are a summation of emissions using available estimation
methods. Each inventoried sector may have additional emissions sources associated with it that were unaccounted
for due to a lack of data or robust quantification methods. For example, greenhouse gas emissions associated with
air travel and the production of goods outside the community’s boundary are not included in the inventory.
Additionally, the community inventory does not include refrigerants released into the atmosphere from the use of
air conditioning in cars and buildings.
San Rafael Greenhouse Gas Emissions Inventory 4
COMMUNITY INVENTORY
COMMUNITY INVENTORY SUMMARY
In 2005, the activities taking place by the San Rafael community resulted in approximately 473,830 metric tons of
CO2e.1 In 2023, those activities resulted in approximately 306,408 metric tons of CO2e, a reduction of 35% from 2005
levels, which is equivalent to 24% below 1990 levels.
The community inventory tracks emissions in seven sectors:
• The Built Environment – Electricity sector represents emissions generated from the use of electricity in San
Rafael homes and commercial, industrial, and governmental buildings and facilities.
• The Built Environment – Natural Gas sector represents emissions generated from the use of natural gas in
San Rafael homes and commercial, industrial, and governmental buildings and facilities. Propane used as a
primary heating source is also included, although it represents less than 1% of emissions in this sector.
• The Transportation sector includes tailpipe emissions from passenger vehicle trips originating and ending
in San Rafael, as well as a share of tailpipe emissions generated by medium and heavy-duty vehicles
traveling on Marin County roads. The sector also includes emissions from Marin Transit and Golden Gate
Transit buses and the SMART train as these vehicles travel within San Rafael’s boundaries. Electricity used
to power electric vehicles is embedded in electricity consumption reported in the Built Environment -
Electricity sector.
• The Waste sector represents fugitive methane emissions that are generated over time as organic material
decomposes in the landfill. Although most methane is captured or flared off at the landfill, approximately
25% escapes into the atmosphere.
• The Off-Road sector represents emissions from the combustion of gasoline and diesel fuel from the
operation of off-road vehicles and equipment used for construction and landscape maintenance.
• The Water sector represents emissions from energy used to pump, treat, and convey potable water from
the water source to the San Rafael water users.
• The Wastewater sector represents stationary, process, and fugitive greenhouse gases that are created
during the treatment of wastewater generated by the community. Emissions created from energy used to
convey and treat wastewater are included in the Built Environment sectors.
Table 2 shows how emissions in each sector have changed since 2005. The greatest reductions have occurred in the
Built Environment – Electricity sector (82,561 MTCO2e), followed by the Transportation sector (63,211 MTCO2e) and
the Built Environment – Natural Gas sector (8,940 MTCO2e). The likely reasons for the largest emissions decreases
are described in the remainder of this report.
1 Baseline and historical emissions are recalculated in the annual inventory to integrate new data and improved
calculation methodologies and to ensure consistent comparison across each year. For this reason, emission levels
may differ from levels reported in previous inventories.
San Rafael Greenhouse Gas Emissions Inventory 5
T ABLE 2: E MISSIONS SUMMARY BY SECTOR (MTCO2 E ), 2005 THROUGH 2023
Year
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t
e
r
Of
f
-Ro
a
d
To
t
a
l
%
Change
from
2005
%
Change
from
19902
1990 (est.)1 403,713
2005 88,767 92,247 266,928 19,075 2,371 484 3,958 473,830 0%
2006 83,610 95,425 266,209 18,913 2,074 485 3,862 470,577 -1%
2007 111,739 92,455 264,388 17,101 2,804 488 3,741 492,715 4%
2008 112,024 93,985 265,598 14,205 2,579 490 3,505 492,386 4%
2009 101,128 92,767 259,960 12,223 2,593 492 3,208 472,371 0%
2010 76,081 93,296 248,651 12,006 1,486 496 2,935 434,951 -8%
2011 71,056 96,073 244,487 11,718 1,053 498 2,845 427,730 -10%
2012 72,706 90,344 241,741 12,149 1,136 503 2,771 421,349 -11%
2013 68,716 89,797 236,978 12,303 1,323 506 2,717 412,340 -13%
2014 61,976 76,304 231,401 12,437 1,189 517 2,673 386,496 -18%
2015 61,260 77,920 226,110 12,887 933 491 2,615 382,215 -19%
2016 49,936 81,715 222,389 15,147 692 551 2,541 372,971 -21%
2017 26,412 85,650 220,291 15,852 202 541 2,458 351,407 -26%
2018 25,961 85,625 218,402 14,054 0 539 2,350 346,932 -27%
2019 25,813 86,037 217,805 13,397 0 538 2,235 345,824 -27% -14%
2020 18,412 79,679 214,924 12,732 0 553 2,236 328,535 -31% -18%
2021 14,955 80,158 209,252 10,513 0 551 2,262 317,691 -33% -21%
2022 12,913 79,615 208,320 10,091 0 542 2,287 313,768 -34% -22%
2023 6,206 83,307 203,717 10,332 0 539 2,308 306,408 -35% -24%
Change
from 2005 -82,561 -8,940 -63,211 -8,743 -2,371 55 -1,650 -167,421 % Change
from 2005 -93% -10% -24% -46% -100% 11% -42% -35%
1 Per California Air Resources Board guidance, 1990 levels are estimated at 15% below 2005 levels.
2 In 2019, San Rafael adopted a Climate Action Plan that established a goal to reduce emissions 40% below 1990 levels by 2030.
This column will track that progress over time.
Figure 2 shows the relative contribution of emissions from these sectors in 2023. Transportation emissions represent
the largest share of communitywide emissions (66%), while the use of natural gas and propane in the Built
Environment accounts for 27% of emissions.
San Rafael Greenhouse Gas Emissions Inventory 6
FIGURE 2: E MISSIONS BY S ECTOR, 2023
P ER CAPITA E MISSIONS
Per capita emissions can be a useful metric for measuring progress in reducing greenhouse gases and for comparing
one community’s emissions with neighboring cities and against regional and national averages. That said, due to
differences in emission inventory methods, it can be difficult to produce directly comparable per capita emissions
numbers. Per capita emission rates may be compared among Marin jurisdictions, although some jurisdictions may
have higher rates due to the presence of commercial and industrial uses.
Dividing the total communitywide GHG emissions by residents yields a result of 8.4 metric tons CO2e per capita in
2005. Per capita emissions decreased 39% between 2005 and 2023, falling to 5.1 metric tons per person. Figure 3
shows the trend in per capita emissions over time. It is important to understand that this number is not the same as
the carbon footprint of the average individual living in San Rafael, which would include lifecycle emissions, emissions
resulting from air travel, etc.
F IGURE 3 : E MISSIONS P ER C APITA
SIGNIFICANT SOURCES OF EMISSIONS
The following sections provide a year-by-year analysis of the changes in source GHG emissions in the Built
Environment, Transportation, Waste, and Water sectors. Whenever possible, each section discusses the change in
Built Environment -
Electricity
2%
Built Environment -
Natural Gas
27%
Waste
3%
Water & Wastewater
<1%Off-Road
1%
Transportation
67%
8.4 8.4 8.7 8.6 8.3
7.5 7.4 7.2 7.0 6.5 6.4 6.2 5.8 5.8 5.8 5.3 5.2 5.2 5.1
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
MT
C
O
2
e
P
e
r
P
e
r
s
o
n
San Rafael Greenhouse Gas Emissions Inventory 7
emissions from previous years and the likely influence of state and local programs or policies and external factors
on reducing emissions.
BUILT E NVIRONMENT - E LECTRICITY
Purchased electricity consumption in homes and businesses in San Rafael decreased about 23% between 2005 and
2023. Greenhouse gas emissions from this electricity use decreased 93% since 2005, as shown in Figure 4. This is
primarily due to the lower carbon intensity of electricity. PG&E has been steadily increasing the amount of renewable
energy in its electricity mix. In 2023, PG&E electricity came from a mix of renewable (33%), large hydroelectric (14%),
and nuclear (53%) energy sources.2 MCE Light Green electricity came primarily from renewable (60%) and
hydroelectric (40%) sources.3 In 2023, about 19.4% of MCE electricity purchased by San Rafael customers was 100%
renewable Deep Green electricity, including electricity purchased by the City for facilities and operations. San
Rafael’s Climate Action Plan target is to reduce electricity emissions 93% below the 2005 level by 2030.
FIGURE 4: ELECTRICITY USE AND EMISSIONS
BUILT E NVIRONMENT - N ATURAL G AS
Natural gas is used in residential, commercial, and industrial buildings to provide space and water heating and to
power appliances. Use of natural gas is highly variable depending on the weather conditions. This variability has led
natural gas consumption in San Rafael to fluctuate from year to year, from a high of 18 million therms in 2011 to a
low of 14.2 million therms in 2014. Reduction in energy use may also be attributed to energy efficiency programs
and rebates, local green building ordinances, and State building codes.
Natural gas consumption increased 5% between 2022 and 2023 and was 10% below the 2005 level. Unlike electricity
emissions, which reflect the power content mix, natural gas emissions track the amount of natural gas consumed
(Figure 5). The Climate Action Plan target is to reduce natural gas consumption and emissions 28% below the 2005
level by 2030.
2 PG&E 2023 Power Content Label, https://www.energy.ca.gov/filebrowser/download/7281. Nuclear and large
hydro sources are considered GHG-free.
3 MCE 2023 Power Content Label, https://www.energy.ca.gov/filebrowser/download/7276.
0
20,000
40,000
60,000
80,000
100,000
120,000
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
400,000,000
MT
C
O
2e
kW
h
s
Electricity Electricity Emissions
San Rafael Greenhouse Gas Emissions Inventory 8
FIGURE 5: NATURAL GAS USE AND EMISSIONS
T RANSPORTATION
Transportation activities accounted for approximately 66% of San Rafael’s emissions in 2023. According to the
transportation model and annual data the City uses to calculate passenger and commercial vehicle miles, vehicle
miles traveled (VMT) have essentially remained the same since 2005.
On-road transportation emissions have decreased 24% since 2005 due to more fuel-efficient and alternatively fueled
cars (Figure 6). As shown in Figure 7, most transportation emissions come from passenger vehicles, which accounted
for 72% of transportation emissions in 2023. Marin County continues to be a leader in zero-emission vehicles (ZEVs)
– second only to Santa Clara County – with 19,221 ZEVs in Marin at the end of 2023, or about 9.3% of registered
automobiles. ZEVs include battery electric cars, plug-in hybrid electric cars, hydrogen fuel cell cars, and zero-emission
motorcycles. San Rafael had 4,326 ZEVs by the end of 2023, or 7.3% of registered light-duty vehicles. San Rafael’s
Climate Action Plan targets 25% of passenger vehicles registered in Marin and traveling in San Rafael to be ZEVs by
2030 and a 46% reduction in transportation emissions.
While it is difficult to pinpoint exactly how each land use and transportation policy affects emissions, the City has
undertaken many efforts to reduce transportation emissions. The City encourages workforce housing and has made
improvements to the transportation network to make it easier for residents to bicycle, walk, and take public
transportation. The City has also promoted electric vehicle adoption by installing chargers and providing free
electricity at select municipal EV charging stations.
0
20,000
40,000
60,000
80,000
100,000
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
MT
C
O
2e
Th
e
r
m
s
Natural Gas Natural Gas Emissions
San Rafael Greenhouse Gas Emissions Inventory 9
FIGURE 6: ON-ROAD TRANSPORTATION VEHICLE MILES TRAVELED AND EMISSIONS
FIGURE 7: TRANSPORTATION EMISSIONS BY VEHICLE CATEGORY, 2023
Note: Public transportation includes emissions from Marin Transit and Golden Gate Transit fixed-route buses and the SMART train.
W ASTE D ISPOSAL
Waste generated by the community increased 2% between 2022 and 2023 and was 20% below the 2005 level by
2023, as shown in Figure 8 (based on countywide disposal data). Total landfilled waste includes alternative daily
cover.4 Emissions from waste disposal decreased 46% due to the lower organic content of landfilled waste and
material used for alternative daily cover (Figure 8). The City’s Climate Action Plan targets a 74% reduction in waste
emissions by 2030.
FIGURE 8: DISPOSED WASTE
4 Alternative daily cover is material other than earthen material placed on the surface of the active face of a municipal solid waste
landfill at the end of each operating day to control vectors, fires, odors, blowing litter, and scavenging.
0
50,000
100,000
150,000
200,000
250,000
300,000
0
100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
MT
C
O
2e
VM
T
VMT On-Road Emissions
Passenger Vehicles
72%
Commercial Vehicles
27%
Public Transportation
1%
San Rafael Greenhouse Gas Emissions Inventory 10
W ATER USE
Per capita water use declined 28% since 2005, as shown in Figure 9, based on Marin Municipal Water District (Marin
Water) district-wide data. Emissions, which are based on an estimate of energy used to pump, treat, and convey
water from the water source to the City limits, dropped 100% between 2005 and 2023 due to the water agencies’
use of carbon-free electricity. Marin Water purchases MCE Deep Green for its electricity needs, and the Sonoma
County Water Agency, which supplies approximately 25% of Marin Water’s water, uses renewable and carbon-free
sources for its electricity. Total water consumption decreased 25% since 2005; the City’s Climate Action Plan targets
a 26% reduction in water consumption by 2030.
FIGURE 9: PER CAPITA WATER USE
0
5,000
10,000
15,000
20,000
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
MT
C
O
2e
To
n
s
Waste Waste Emissions
142 144 145 146
132 126 124 130 139
117 112
101 106 110 107 116
101 100 103
0
20
40
60
80
100
120
140
160
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Ga
l
l
o
n
s
P
e
r
C
a
p
i
t
a
P
e
r
D
a
y
San Rafael Greenhouse Gas Emissions Inventory 11
FIGURE 10: WATER USE AND EMISSIONS
Marin Water provides rebates and programs to reduce water use. Rebates are available to replace fixtures with high-
efficiency clothes washers and to purchase cisterns and rain barrels. Marin Water provides free home and landscape
water-use evaluations as well as free high-efficiency showerheads and faucet aerators. The City of San Rafael actively
promotes water conservation and Marin Water rebates and programs to residents and businesses.
W ASTEWATER
Greenhouse gas emissions are created during the treatment of wastewater generated by the community. These
emissions have increased 11% since 2005 as San Rafael’s population has increased.
Emissions created from energy used to convey and treat wastewater are included in the Built Environment sectors.
The Central Marin Sanitation Agency (CMSA), located in San Rafael, has two anaerobic digesters that process primary
sludge, thickened waste-activated sludge, and organic waste to produce biogas. The biogas is used to generate heat
and renewable electricity via the cogeneration system. CMSA normally produces 100% of the facility’s power needs,
and, at times, exports renewable energy to the grid, which is procured by MCE.
In 2023, the Las Gallinas Valley Sanitary District completed a Secondary Treatment Plant that expanded the
treatment plant’s capacity and the recycled water facility’s capacity from 1.4 million to over 5 million gallons per
day.
0
500
1,000
1,500
2,000
2,500
3,000
0
500
1,000
1,500
2,000
2,500
3,000
3,500
MT
C
O
2e
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Water Use Emissions
San Rafael Greenhouse Gas Emissions Inventory Appendix A-1
APPENDIX: COMMUNITY INVENTORY
Community GHG Emissions Summary Table
Jurisdiction: City of San Rafael Inventory Year: 2023
Population: 59,855 (CA Department of Finance) Date Prepared: March 30, 2024
Number of Households: 23,527 (CA Department of Finance) Reporting Framework: Communitywide Activities
ID
Emissions Type
Source
or
Activity
Included,
Required
Activities
Included,
Optional
Activities
Excluded
(IE, NA,
NO or NE) Notes
Emissions
(MTCO2e)
1.0 Built Environment
1.1 Use of fuel in residential and commercial stationary
combustion equipment Both ● 83,307
1.2 Industrial stationary sources Source NE
1.3 Power generation in the community Source NO
1.4 Use of electricity in the community Activity ● Includes transmission and distribution
losses 6,206
1.5 District heating/cooling facilities in the community Source NE
1.6 Use of district heating/cooling facilities in the community Activity NE
1.7 Industrial process emissions in the community Source NO
1.8 Refrigerant leakage in the community Source NE
2.0 Transportation and Other Mobile Sources
2.1 On-road passenger vehicles operating within the community
boundary Source IE Obtained data for the preferred
activity-based method instead
2.2 On-road passenger vehicles associated with community land
uses Activity ● 147,156
2.3 On-road freight and service vehicles operating within the
community boundary Source IE Obtained data for the preferred
activity-based method instead
2.4 On-road freight and service vehicles associated with
community land uses Activity ● 55,034
2.5 On-road transit vehicles associated with community land uses Activity ●
Emissions calculated for transit
vehicles operating within the
community boundary
1,202
2.6 Transit rail vehicles operating within the community boundary Source ● 325
San Rafael Greenhouse Gas Emissions Inventory Appendix A-2
2.7 Use of transit rail travel by the community Activity NE
2.8 Inter-city passenger rail vehicles operating within the
community boundary Source NO
2.9 Freight rail vehicles operating within the community
boundary Source NO
2.10 Marine vessels operating within the community boundary Source NE
2.11 Use of ferries by the community Activity NE
2.12 Off-road surface vehicles and other mobile equipment
operating within the community boundary Source ● 2,308
2.13 Use of air travel by the community Activity NE
3.0 Solid Waste
3.1 Operation of solid waste disposal facilities in the community Source NE
3.2 Generation and disposal of solid waste by the community Activity ● Includes alternative daily cover 10,332
4.0 Water and Wastewater
4.1 Operation of water delivery facilities in the community Source IE Energy use is included in 1.1 and 1.4
4.2 Use of energy associated with the use of potable water by the
community Activity ● 0
4.3 Use of energy associated with the generation of wastewater
by the community Activity ● Energy use is included in 1.1 and 1.4
4.4 Process emissions from the operation of wastewater
treatment facilities located in the community Source NE
Wastewater treatment facilities are
located in the community, but only
process emissions associated with the
generation of wastewater by the
community are reported in 4.5
4.5 Process emissions associated with the generation of
wastewater by the community Activity ● 539
4.6 Use of septic systems in the community Source NE
5.0 Agriculture
5.1 Domesticated animal production Source NE
5.2 Manure decomposition and treatment Source NE
6.0 Upstream Impacts of Communitywide Activities
6.1 Upstream impacts of fuels used in stationary applications by
the community Activity NE
6.2 Upstream, transmission, and distribution (T&D) impacts of
purchased electricity used by the community Activity IE Transmission and distribution losses
are included in 1.4
6.3
Upstream impacts of fuels used by water and wastewater
facilities for water used and wastewater generated within the
community boundary
Activity IE
6.4 Upstream impacts of select materials (concrete, food, paper,
carpets, etc.) are used by the whole community. Activity NE
San Rafael Greenhouse Gas Emissions Inventory Appendix A-3
Legend
IE – Included Elsewhere: Emissions for this activity are estimated and presented in another category of the inventory. The category where these emissions are included should be
noted in the explanation.
NE – Not Estimated: Emissions occur but have not been estimated or reported (e.g., data unavailable, effort required not justifiable).
NA – Not Applicable: The activity occurs but does not cause emissions; explanation should be provided.
NO – Not Occurring: The source or activity does not occur or exist within the community.
San Rafael Greenhouse Gas Emissions Inventory Appendix A-4
Community Emissions Data Sources and Calculation Methodologies
Sector/ID Emissions Source Source and/or Activity Data Emission Factor and Methodology
1.0 Built Environment
1.1
Stationary
Combustion
Stationary Combustion
(CO2, CH4 & N2O)
Known fuel use (meter readings by PG&E) and estimated fuel
use (American Community Survey 5-Year Estimates, and U.S.
Energy Information Administration Household Site Fuel
Consumption data).
Default CO2, CH4 & N2O emission factors by fuel type (U.S.
Community Protocol v. 1.1, Appendix C, Tables B.1 and B.3). U.S.
Community Protocol v. 1.1, Appendix C, Method BE.1.1 and
BE.1.2.
1.4
Electricity Use
Electricity Use (CO2, CH4
& N2O)
Known electricity use (meter readings by PG&E and MCE) and
estimated direct access electricity consumption.
Verified utility-specific emission factors (PG&E and MCE) and
eGrid subregion default emission factors. U.S. Community
Protocol v. 1.1, Appendix C, Method BE.2.1.
Electric Power
Transmission and
Distribution Losses
(CO2, CH4 & N2O)
Estimated electricity grid loss for the Western region from
eGrid.
U.S. Community Protocol v. 1.1, Appendix C, Method BE.4.1.
2.0 Transportation and Other Mobile Sources
2.2
On-Road
Passenger
Vehicle
Operation
On-Road Mobile
Combustion (CO2)
Estimated passenger vehicle miles traveled associated with
origin and destination land uses (Metropolitan Transportation
Commission, CAPVMT Data Portal 2.0 (mtcanalytics.org)).
CO2 for on-road passenger vehicles quantified in the EMFAC2021
v.1.0.2 model. Passenger vehicle emissions calculated according
to U.S. Community Protocol v. 1.1, Appendix D, Method TR.1.A.
On-Road Mobile
Combustion
(CH4 & N2O)
Estimated vehicle miles traveled associated with origin and
destination land uses (Metropolitan Transportation
Commission, CAPVMT Data Portal 2.0 (mtcanalytics.org).
CH4 and N2O for on-road passenger vehicles quantified in the
EMFAC2021 v.1.0.2 model. Passenger vehicle emissions
calculated according to U.S. Community Protocol v. 1.1, Appendix
D, Method TR.1.A.
2.4
On-Road
Freight and
Service Truck
Freight
Operation
On-Road Mobile
Combustion (CO2)
Estimated commercial vehicle miles traveled within the
boundary (Metropolitan Transportation Commission utilizing
Plan Bay Area 2050).
CO2 for on-road commercial vehicles quantified in the
EMFAC2021 v.1.0.2 model. Emissions allocated utilizing LEHD
data according to U.S. Community Protocol v. 1.1, Appendix D,
Method TR.2.A.
On-Road Mobile
Combustion
(CH4 & N2O)
Estimated commercial vehicle miles traveled within the
boundary (Metropolitan Transportation Commission utilizing
Plan Bay Area 2050).
CH4 and N2O for on-road commercial vehicles quantified in the
EMFAC2021 v.1.0.2 model. Emissions allocated utilizing LEHD
data according to U.S. Community Protocol v. 1.1, Appendix D,
Method TR.2.A.
2.5
On-Road
Transit
Operation
On-Road Mobile
Combustion (CO2)
Estimated vehicle miles traveled within the boundary (Marin
Transit and Golden Gate Transit) and estimated diesel fuel
efficiency for the transit fleet (Golden Gate Transit). Fuel type
provided by Marin Transit and Golden Gate Transit.
Renewable diesel emission factor provided by NEXGEN. U.S.
Community Protocol v. 1.1, Appendix D, Method TR.4.A.
On-Road Mobile
Combustion
(CH4 & N2O)
Estimated vehicle miles traveled within the boundary (Marin
Transit and Golden Gate Transit) and estimated diesel fuel
Renewable diesel emission factor provided by NEXGEN. U.S.
Community Protocol v. 1.1, Appendix D, Method TR.4.B.
San Rafael Greenhouse Gas Emissions Inventory Appendix A-5
efficiency for the transit fleet (Golden Gate Transit). Fuel type
provided by Marin Transit and Golden Gate Transit.
2.6
Passenger Rail
Mobile Combustion
(CO2, CH4 & N2O)
Estimated train-miles by multiplying the number of train cars
per day (in both directions, according to the SMART published
schedule) by the railway track mileage located within the
community boundary (Marin Map). Average Diesel Multiple
Unit fuel efficiency provided by SMART.
U.S. Community Protocol v. 1.1, Appendix D, Method TR.5.
Emission factors from Equation TR.5.2.
2.12
Off-Road
Vehicles and
Equipment
Off-Road Mobile
Combustion (CO2)
Estimated fuel use from OFFROAD v.1.0.1 for Lawn and Garden
and Construction equipment. All categories are allocated by
share of countywide households.
CO2 emissions calculated according to U.S. Community Protocol v.
1.1, Appendix D, Method TR.8. Emission factors provided in Table
TR.1.6.
Off-Road Mobile
Combustion
(CH4 & N2O)
Estimated fuel use from OFFROAD v.1.0.1 for Lawn and Garden
and Construction equipment. All categories are allocated by
share of countywide households.
CH4 and N2O emissions calculated according to U.S. Community
Protocol v. 1.1, Appendix D, Method TR.8. Emission factors
provided in the Local Government Operations Protocol Table
G.11 and G.14.
3.0 Solid Waste
3.2
Solid Waste
Generation
and Disposal
Fugitive Emissions from
Landfilled Waste (CH4)
Estimated landfilled tons based on reporting to CalRecycle by
Marin County Solid and Hazardous Waste JPA and allocated to
jurisdiction based on share of countywide population. Waste
characterization based on the Statewide Waste
Characterization Study (2008, 2014, 2018, and 2021) and
Alternative Daily Cover by Jurisdiction of Origin and Material
Type as reported to CalRecycle.
Emission factors calculated utilizing U.S. Community Protocol for
Accounting and Report of Greenhouse Gas Emissions, Version
1.1, July 2013, Appendix E, Method SW.4.
4.0 Water and Wastewater
4.2
Water Supply
&
Conveyance,
Treatment
and
Distribution
Electricity Use (CO2) Water consumption data provided by Marin Water. Sonoma
County Water Agency (SCWA) delivery amount provided by
SCWA.
Verified utility-specific emission factors (PG&E, MCE, and SCWA).
Emissions calculated according to U.S. Community Protocol v. 1.1,
Appendix F, Method WW.14.
Electricity Use
(CH4 & N2O)
Water consumption data provided by Marin Water. Electricity
consumption data provided by MMWD.
eGrid subregion default emission factors. Emissions calculated
according to U.S. Community Protocol v. 1.1, Appendix F, Method
WW.14.
4.5
Treatment of
Wastewater
Stationary Emissions
from Combustion of
Digester Gas
(CH4)
Known amount of digester gas produced per day and known
percent of methane in digester gas provided by the Central
Marin Sanitation Agency. Known amount of digester gas
produced per day (2016) and known percent of methane in
digester gas (2017) provided by Las Gallinas Valley Sanitary
District.
Emissions calculated according to U.S. Community Protocol v. 1.1,
Appendix F, Method WW.1.a.
San Rafael Greenhouse Gas Emissions Inventory Appendix A-6
Stationary Emissions
from Combustion of
Digester Gas
(N2O)
Known amount of digester gas produced per day and known
percent of methane in digester gas provided by the Central
Marin Sanitation Agency. Known amount of digester gas
produced per day (2016) and known percent of methane in
digester gas (2017) provided by Las Gallinas Valley Sanitary
District.
Emissions calculated according to U.S. Community Protocol v. 1.1,
Appendix F, Method WW.2.a.
Process Emissions from
Wastewater Treatment
Plant without
Nitrification or
Denitrification
The estimated population served by the wastewater treatment
plant is provided by the Central Marin Sanitation Agency.
Emissions calculated according to U.S. Community Protocol v. 1.1,
Appendix F, Method WW.8.
Process Emissions from
Wastewater Treatment
Plant with Nitrification or
Denitrification
Estimated population served by wastewater treatment plant
provided by Las Gallinas Valley Sanitary District (2010 data).
Emissions calculated according to U.S. Community Protocol v. 1.1,
Appendix F, Method WW.7.
Fugitive Emissions from
Effluent Discharge
(N2O)
The estimated population served by the wastewater treatment
plant is provided by the Central Marin Sanitation Agency.
Assumed significant industrial or commercial input.
Emissions calculated according to U.S. Community Protocol v. 1.1,
Appendix F, Method WW.12(alt).
Fugitive Emissions from
Effluent Discharge
(N2O)
The estimated population served by the wastewater treatment
plant is provided by the Las Gallinas Valley Sanitary District.
Assumed no significant industrial or commercial input.
Emissions calculated according to U.S. Community Protocol v. 1.1,
Appendix F, Method WW.12.
SUSTAINABILITY PROGRAM WORKPLAN – FY 2023-2025 STATUS UPDATE
NOVEMBER 3, 2025
2023-2025 ACTION STRATEGIES STATUS
1. Work with City departments to integrate
climate action and resilience into department
goals and projects.
Ongoing.
Convened meetings with multiple departments and have integrated purchasing and
waste management processes across all. Hosted an open house for employees. Hired a
Climate Justice and Engagement Manager to continue efforts and develop long-term
protocols and support mechanisms.
2. Implement SB 1383, including enforcement,
reporting, procurement, and edible food
recovery requirements.
Ongoing.
Signed agreement with Zero Waste Marin for outreach, enforcement, and procurement
support. Conducted internal operations planning, training, and purchasing. Conducted
community outreach. First review by CalRecycle is complete.
3. Explore a Climate Financing District with the
County & other stakeholders to help plan
adaptation and mitigation, combined with
housing security
In progress.
Met with the Finance Director and NHS Advisors, convened a Bay Area-wide climate
finance panel to develop knowledge across jurisdictions. Have been meeting with the
County of Marin, Marin Community Foundation, and other local stakeholders. In the FY
2025-2028 Strategic Plan.
4. Adopt and implement an Electric Vehicle
Strategy Workplan based on the Countywide
EV Acceleration Strategy. Include City fleet as
well as public charging infrastructure, and a
focus on equity.
Adoption completed.
Implementation in progress.
Contracted with the consultant to develop a 5-year plan for medium and heavy-duty
vehicle transition and infrastructure upgrades. Secured contract for PGE EV Fleet
Program for Public Works charging infrastructure. Received awards for technical
assistance from MCE and the Metropolitan Transportation Commission. Participating in
the MCE Charged by Public Power clean vehicle working group. Participating in the PGE
EV Fleet Electrification Advisory Group. Completed new City Fleet Policy. Fleet transition
plan to be complete in FY 26. Working on a shared countywide EV charger operations
and maintenance contract.
SUSTAINABILITY PROGRAM WORKPLAN – FY 2023-2025 STATUS UPDATE
NOVEMBER 3, 2025
5. Work with the County to promote energy
efficiency and electrification of existing
buildings, including investigating the potential
for community Microgrids
In progress.
Completed the development of an existing building's energy efficiency ordinance,
adopted by Council in 2024 and amended in 2025. Helped to develop a countywide
building electrification roadmap. Developing a building electrification incentive and
technical assistance proposal in FY 26.
6. Develop the Equitable Low Carbon Economy
program recommendations and begin work
on relevant projects.
In progress.
Research and recommendations report completed, including priority work plan.
Updated web resources for businesses.
Received a grant for a clean transportation workforce development project for East San
Rafael/Canal, which is underway.
7. Continue the Illegal Dumping program pilots
and bring a suite of solutions to Council for
consideration for long-term dumping
reductions.
In progress.
5 years of pilot programs and data collection completed. New Waste Management
Coordinator approved, funded, and hired. Implementation underway.
8. Complete the grant-funded Canal
Collaboration and SLR Feasibility Assessment
project toward identifying adaptation
priorities to pursue.
In progress.
Feasibility study underway, to be completed in early 2026.
Contracts are in place with two community nonprofits, UC Berkeley, and the consultant
team.
Conducted dozens of engagements and educational activities.
Completed numerous data and mapping studies, deepening our knowledge of
vulnerabilities.
9. Develop a citywide climate resilience plan and
integrate with the Local Hazard Mitigation
Plan and other resilience planning efforts and
documents.
In progress.
Participating in County engagement to determine countywide collaboration and plan
development. Participating in the Bay Conservation Development Commission regional
climate adaptation process.
Funding to be secured in FY 26 for the Regional Shoreline Adaptation Plan.
SUSTAINABILITY PROGRAM WORKPLAN – FY 2023-2025 STATUS UPDATE
NOVEMBER 3, 2025
10. Implement and respond to state laws such as
automated solar permitting, green building,
renewable energy, and others that arise.
Ongoing.
Have been implementing or responding to state laws and regulations, including SB 272,
solar permitting, and green building requirements.
11. Reimagine and rebuild the Volunteer
Program, including development of new
positions in departments and new community
volunteer opportunities, such as increasing
community cleanups and tree and landscape
programs.
In progress.
Volunteer services are being decentralized across the departments that utilize
volunteers, with Human Resources acting now as the administrator. Resources are
being distributed, and the transition will be complete in FY 26.
Marin County’s Building
Electrifi cation Roadmap
Our community’s transition to an all-electric future
9/5/24
MARIN
CLIMATE
-&-
ENERGY
PAR T NE:RS MI P
2
Credits
County of Marin Community Development Agency
•Lead Staff: Brian Reyes, Sustainability Planner
•Support Staff
○Dana Armanino, Planning Manager
○Julie Chew, Media Technician
○Mark Chhabria, Program Coordinator
○Kellen Dammann, Marin County Sustainability Team Marketing and Outreach
○Sabrina Cardoza, Senior Planner
○Molly Kron, Senior Planner
Marin Climate & Energy Partnership (MCEP): Building Electrification
Roadmap Subcommittee
•Town of Corte Madera: Phoebe Goulden, Climate Action and Adaptation Coordinator,
•City of San Rafael: Cory Bytof, Sustainability Program Manager
•City of Novato: Gretchen Schubeck, Sustainability Coordinator
•Towns of Fairfax and San Anselmo: Sean Youra, Climate Action Coordinator
•MCE: Sebastian Conn, Senior Community Development Manager; Jennifer Green, Manager ofCustomer Programs; Madeline Sarvey, Community Affairs Coordinator
•MCEP: Christine O’Rourke, Sustainability Coordinator
Special Thank You to Community Stakeholders participating in the Co-
development of this Roadmap
Marin Climate & Energy Partnership
Marin Clean Energy (MCE)
Transportation Authority of Marin (TAM)
PG&E
BayREN
Canal Alliance
North Marin Community Services
Rising Sun Center for Opportunity
San Rafael Chamber of Commerce
Sustainable San Rafael
Sustainable Mill Valley
Marin Conservation League
Marin/Sonoma Electrification Squad
Good Green Work
Marin Center for Independent Living
Marin Asian Advocacy Project
Multicultural Center of Marin
Sausalito Sustainability Commission
Corte Madera Climate Action Committee
Fairfax Climate Action Committee
San Anselmo Climate Action Commission
Novato Sustainability Commission
Marin Environmental Housing Collaborative
Marin Builders Association
MARIN REALTORS
EAH Housing
Hope Housing of Marin
Eden Housing
Community Land Trust Association of West Marin (CLAM) - West Marin
Seagull Prime Real Estate Fund
Rising Design & Construction
GreenLynx
Samina Saude Design & Consulting
Hassler Heating and Air Conditioning, Inc.
Ready-Set-Replace
Marin Academy, Climate and Justice Class
3
Table of Contents
Credits 2
Executive Summary 4
The Roadmap 6
Template Resolution and Staff Report 7
Sample Resolution 8
Sample Staff Report 11
1.0 Introduction 16
1.1 How to Use 17
1.2 What is Building Electrification? 18
1.3 Benefits 19
1.4 Elevating Equity 20
1.5 Challenges and Solutions 20
2.0 Community Participation and Co-Development Process 24
2.1 Vision, Goal and Equity Principles 24
2.2 Community Engagement Approach and Process 24
2.3 Summary of Workshop Findings 26
3.0 Proposed Actions to Electrify Our Communities 27
3.1 Ten Actions 27
3.2 Ten Actions: A Phased Timeline 28
3.3 Ten Actions: Implementing Tasks 31
4.0 Appendices 53
4.1 Appendix A: Building Stock and Equity Analysis 54
4.2 Appendix B: Examining the Challenges and Solutions to Marin’s All-electric Transition 100
4.3 Appendix C: Community Engagement Findings and Results 107
4.4 Appendix D: Key Actions Worksheet – Descriptions, Details, Equity Considerations, and
Implementing Partners 114
Marin County’s Building Electrification Roadmap
Executive Summary
5
Executive Summary
In response to California AB32 Global Warming Solutions Act of 2006, local governments especially
the twelve cities, towns and unincorporated Marin, developed climate action plans that laid out
a variety GHG emission reduction strategies to implement. Adopting green building reach codes
(building standards that go above and beyond) is one of the best tactics local governments have to
directly reduce emissions.
More commonly known green building approaches focus on energy efficiency and solar PV installs,
but the urgency of the climate crisis has prompted State, regional and local policy makers to also
accelerate emission reductions by rapidly replacing gas combusting appliances and systems in homes
and businesses with clean, all-electric ones. However, the use of building requirements alone are not a comprehensive solution to electrification and reducing emissions. Requirements must be accompanied by incentive, rebate, financing, and workforce development programs as well as new innovative
policies that incent, support, and accelerate gas to electric conversions for all Marin residents and
businesses.
Marin’s Countywide Building Electrification Roadmap is a holistic plan to transition buildings equitably
and rapidly to an all-electric and more energy-efficient future. The roadmap was developed in response
to a 2022 Marin Civil Grand Jury report. It called for the development and coordinated implementation
of a countywide building electrification plan. Most of Marin’s jurisdictions agreed. Starting January
2023, the County of Marin Sustainability Team and Marin Climate and Energy Partnership (MCEP)
began co-developing the roadmap in partnership with a wide range of community stakeholders
including:
1.Elected officials,
2.City/Town government staff,
3.Utilities and public/regional agencies,
4.Community-based organizations,
5.Building and development practitioners and industry, and
6.Youth/student groups
The heart of the roadmap document was broken up into three parts:
1.Ten Actions (indexed A to J) recommended to transition to an all-electric future.
2.A proposed timeline (2024 to 2031) that phases implementation of the ten actions.
3.A detailed discussion on how the ten phased actions can be implemented by organizations andpeople within the community.
The ten actions are as follows and as illustrated on the following page (see The Roadmap):
A.Create a “Central Hub” for easy access to electrification information and resources
B.Implement advanced green building and electrification codes
C.Implement permit streamlining and incentives
D.Provide low-cost financing programs
E.Develop the building energy and electrification workforce pipeline
F.Work with PG&E to improve infrastructure planning and grid interconnections
G.Implement actions in partnership with community-based organizations
H.Implement the Marin Countywide EV Acceleration Strategy
I.Implement a time of listing energy assessment (TLEA) policy
J.Pilot a neighborhood-scale electrification and gas infrastructure decommissioning project
Marin County’s Building Electrification Roadmap
J
I
H
F G
E D
CB
A
Marin County’s Building Electrification Roadmap
A
B
C
D
E
F
G
H
I
J
The Roadmap
Create a “Central Hub” for easy access to
electrification information and resources
Implement advanced green building and
electrification codes
Implement permit Streamlining and
Incentives
Provide low-cost financing programs
Develop the building energy and
electrification workforce pipeline
Work with PG&E to improve infrastructure
planning and grid interconnections
Implement actions in partnership with
community-based organizations
Implement the Marin Countywide EV
Acceleration Strategy
Implement a time of listing energy
assessment (TLEA) policy
Pilot a neighborhood-scale electrification
and gas infrastructure decommissioning
project
• • • • • • • • • •
0
• • •• •• ••
0
• . . ·····••••••••
•
• • •• •• •• ••
.)
.· .. • ··················•••••••••••••••••
··········•••••••••••
• • • • • • • • • • • • • • • • •
0-----
Marin County’s Building Electrification Roadmap
Resolution Adoption Template
(Version for City and Town Staff)
8
Template Resolution and Staff Report
The roadmap can be used by Marin’s City, Town and County staff and council to model and adopt,
whole or in-part, as stand-alone policy and programs. The roadmap’s actions can also be used as an
accompaniment to implement emission reduction strategies found in each jurisdiction’s Climate Action
Plans. Ultimately, it is up to each jurisdiction to determine what and how to implement recommended
actions.
For ease, the following a sample resolution for councils to consider adoption is provided– in the format
County of Marin uses for resolutions – should a jurisdiction decide to adopt the roadmap as policy.
Sample Resolution
[Intentionally left Blank]
9
RESOLUTION NO.___
A RESOLUTION ADOPTING MARIN’S COUNTYWIDE ELECTRIFICATION ROADMAP,
PUBLISHED <DATE>, RECOMMENDING ACTIONS TO TRANSITION BUILDINGS EQUITABLY
AND RAPIDLY TO AN ALL-ELECTRIC FUTURE
WHEREAS, the <City Name, Town Name, Marin County> Climate Action Plan 2030 identifies
reducing building energy use, and specifically natural gas use, as one of the most effective means of
meeting the adopted goal of reducing greenhouse gas emissions to 40% below 1990 levels by the year
2030 for the <City Name, Town Name, unincorporated areas>; and
WHEREAS, an inventory of 2022 greenhouse gas emissions for the <City Name, Town Name,
unincorporated County) found that the use of energy in residential and non-residential buildings within
the <City Name, Town Name, unincorporated County> generates <x%, County = 31%> of the <City,
Town, County’s> total annual greenhouse gas emissions, <x%, County = 88%> of which comes from
the combustion of natural gas in buildings; and
WHEREAS, the <City Council, Town Council, Marin County Board of Supervisors> adopted a
resolution on <Date, County = June 15, 2021> declaring a climate emergency and reaffirming the
<City’s, Town’s, County’s> commitment to reducing greenhouse gas emissions; and
WHEREAS, on June 6, 2022, a Civil Grand Jury Report entitled Electrifying Marin’s Buildings:
A Countywide Approach was published. The report concluded a need for a comprehensive building
electrification plan that lays out countywide strategies local policymakers and the community can
implement. A majority of the twelve jurisdictions across Marin agreed that a more coordinated effort to
plan for an all-electric transition is needed; and
WHEREAS, from January 2023 until August 2024, the County of Marin’s Sustainability Team
and Marin Climate and Energy Partnership (MCEP) engaged and partnered with over 40 community
stakeholders upfront to co-develop an electrification roadmap that put forth actions and subtasks
communities can implement. A total of 20 subcommittee meetings, a 3-part workshop series, and ad-
hoc conversations occurred with stakeholders which included the following:
1.Elected officials,
2.City/Town government staff,
3.Utilities and public/regional agencies,
4.Community-based organizations,
5.Building and development practitioners and industry, and
6.Youth/student groups
WHEREAS, on <DATE>, the County of Marin Sustainability Team, Marin Climate and Energy
Partnership (MCEP), in partnership with community stakeholders published “Marin’s Countywide
Building Electrification Roadmap: Our Community’s Transition to an All-electric Future” that
recommended ten key actions (indexed A to J) and subtasks to implement over a phased timeline
from 2024 to 2031. See below summarizing the ten actions:
•
-
-
-
10
A.Create a “Central Hub” for easy access to electrification information and resources
B.Implement advanced green building and electrification codes
C.Implement permit streamlining and incentives
D.Provide low-cost financing programs
E.Develop the building energy and electrification workforce pipeline
F.Work with PG&E to improve infrastructure planning and grid interconnections
G.Implement actions in partnership with community-based organizations
H.Implement the Marin Countywide EV Acceleration Strategy
I.Implement a time of listing energy assessment (TLEA) policy
J.Pilot a neighborhood-scale electrification and gas infrastructure decommissioning project
NOW, THEREFORE, BE IT RESOLVED, that the Board of Supervisors hereby adopts Marin’s
Countywide Building Electrification Roadmap.
PASSED AND ADOPTED at a regular meeting of the Board of Supervisors of the County of
Marin held on this ___th day of ___________ 20__, by the following vote:
AYES:
NOES:
ABSENT:
PRESIDENT, BOARD OF SUPERVISORS
ATTEST:
CLERK
-■
11
Sample Staff Report
[Intentionally left Blank]
12
<DATE>
Honorable <City Council, Town Council, Board of Supervisors>
<Address>
<City, State, Zip>
SUBJECT: Resolution adopting Marin’s Countywide Electrification Roadmap, published <DATE>, a
plan to transition Marin’s buildings from gas to all-electric.
RECOMMENDATION: Adopt a resolution to implement actions detailed in Marin’s Countywide
Electrification Roadmap.
BACKGROUND: The 2022 greenhouse gas (GHG) emissions inventory identified buildings as
accounting for <x%, County = 31%> of the <City, Town, County’s> total annual greenhouse gas
emissions, <x%, County = 88%> of which comes from the combustion of natural gas in buildings.
Marin Clean Energy (MCE) has a goal of providing 100% renewable and carbon-free electricity to its
customers by 2045, making building electrification one of the most effective approaches our <City,
Town, County> can take to decarbonizing our buildings, and therefore a key strategy in achieving the
goal of reaching the <City, Town, County’s> carbon neutrality target by 20__.
POLICY CONSIDERATIONS: The Countywide Building Electrification Roadmap is consistent with
the actions as laid out in the most recent release of the <City Name, Town Name, County’s> Climate
Action Plan <List all relevant strategies tying back to your jurisdiction’s CAP>:
•<Example: Strategy RE C-2: Encourage residents and businesses to switch to 100%
renewable electricity (MCE Deep Green, MCE Local Sol, and PG&E Solar Choice)>.
PROPOSED RESOLUTION: The proposed resolution adopts the following actions as detailed in the
Countywide Building Electrification Roadmap <Choose from all or any of the following ten actions as
indexed A-J>:
A.Create a “Central Hub” for easy access to electrification information and resources
B.Implement advanced green building and electrification codes
C.Implement permit streamlining and incentives
D.Provide low-cost financing programs
E.Develop the building energy and electrification workforce pipeline
F.Work with PG&E to improve infrastructure planning and grid interconnections
G.Implement actions in partnership with community-based organizations
H.Implement the Marin Countywide EV Acceleration Strategy
I.Implement a time of listing energy assessment (TLEA) policy
J.Pilot a neighborhood-scale electrification and gas infrastructure decommissioning project
-
-
-
■
13
COMMUNITY ENGAGEMENT: The roadmap followed the “Housing Electrification Community
Roadmap Template” framework as developed by Rocky Mountain Institute (RMI), Emerald Cities
Collaborative, and local government staff. The framework for community engagement entailed
prioritizing equity, early and often engagement, and giving the community more meaningful
participation in the co-development of the roadmap.
From January 2023 until August 2024, the County of Marin’s Sustainability Team and Marin Climate
and Energy Partnership (MCEP) engaged and partnered with over 40 community stakeholders
upfront to co-develop an electrification roadmap that put forth ten actions and subtasks communities
can implement. A total of 20 subcommittee meetings, a 3-part workshop series, and ad-hoc
conversations occurred in concert with members of the community. Each MCEP subcommittee
member spent at minimum at total of 25 volunteer hours and each community stakeholder spent at
minimum a total of 7 to 10 volunteer hours to co-develop the actions and provide feedback on the
roadmap.
Prior to writing the roadmap, the ten actions were published online as a survey widely circulated
throughout the community. The survey garnered 385 respondents, providing comment on which
actions are preferred to implement.
EQUITY IMPACT: At the heart of the development process was elaborate engagement with and input
from Marin’s community stakeholders early and often. While dramatically reducing GHG emissions
through electrification policy and programs, it is imperative implementation of actions also ensure that
no communities are unfairly impacted nor are left behind in accessing benefits. Through the
development process, the County met with the building community (e.g., developers, contractors,
realtors), community-based organizations representing seniors aging-in-place, affordable housing
advocates, and those serving equity priority/frontline communities. The proposed resolution seeks to
balance our ambitious climate, housing, and equity obligations with a combination of sound policy and
effective incentive and rebate programs.
The roadmap’s actions were enhanced by integrating equity into the development process and each
recommended action. In the process of creating action for the roadmap, each action was evaluated
for negative impacts and opportunities to benefit those frequently underserved were identified.
The following steps were taken to evaluate and integrate equity into the actions put forth in the
roadmap:
1.A Building Inventory of Marin’s building stock was performed alongside an equity analysis of its
residences. The equity analysis identified the general areas West Marin, North
Marin/Downtown Novato, San Rafael’s Canal District and Downtown, Strawberry and Marin
City as communities most underserved. The intent was not to prefer one community over
another, but rather, identify opportunities to reduce barriers when delivering benefits of
electrification and building upgrades to the community.
2.A three-part community workshop series with stakeholders was conducted. Stakeholders aided
in co-developing the actions as seen on the roadmap.
3.The roadmap integrated equity into each action. Each action was examined and documented
to improve equitable outcomes for those most underserved.
14
ENVIRONMENTAL CONSIDERATIONS:
Climate, Sustainability and Health: Emissions from <City Name, Town Name,
unincorporated County) found that the use of energy in residential and non -residential
buildings within the <City Name, Town Name, unincorporated County> generates <x%, County
= 31%> of the <City, Town, County’s> total annual greenhouse gas emissions, <x%, County =
88%> of which comes from the combustion of natural gas in buildings. In conjunction with
<City Name, Town Name, County of Marin’s> Climate Action Plan, electrification of building
equipment, developing energy reach codes, and providing access to energy and electrification
incentives and rebates are key tactics to eliminate emissions from Marin’s buildings and reach
carbon neutrality by 20__. Electrification of buildings also improves indoor and outdoor air
quality through elimination of combustion equipment that produces nitrogen oxide, carbon
monoxide, and benzene. In addition, electric space and water heating appliances are highly
efficient, so electrification of space and water heating appliances is expected to result in a net
decrease in energy used by buildings in Sacramento.
California Environmental Quality Act (CEQA): <Check with the County first if a Notice of
Exemption needs to be filed. Though, it is anticipated that the resolution is covered by the
general rule that CEQA applies only to projects which have the potential for causing a
significant effect on the environment. Further, the resolution, should one or many action be
implemented, will protect and enhance the environment and Marin County’s natural resources
by reducing local greenhouse gas emissions by reducing the use of fossil fuels through
building code; by encouraging electrification and electric vehicle infrastructure measures
through incentive and rebate programs; by requiring additional energy efficiency, electrification,
and electric vehicle infrastructure measures through state approved building standards>.
RATIONALE: <City Council, Town Council, Board of Supervisors> has adopted a resolution on
<Date, County = June 15, 2021> declaring a climate emergency and reaffirming the <City’s, Town’s,
County’s> commitment to reducing greenhouse gas emissions. The Countywide Building
Electrification Roadmap is responsive to the <Council’s, Board of Supervisor’s> direction and serves
as an accompanying feature to implement the <City’s, Town’s, County’s> Climate Action Plan
especially to building, electric vehicle, and renewable energy strategies that point to the transition of
buildings away from natural gas to all-electric buildings and meet carbon neutrality by 20__.
ECONOMIC IMPACTS: Should all of the actions detailed in the building electrification roadmap be
implemented, expect to have a net positive economic impact, reflecting projected post -electrification
on-bill savings for households across the County; a range of incentives and rebates designed to
assist with the transition; new workforce development opportunities; and, through improved health
and productivity benefits derived from improved indoor and outdoor air quality and reduced indoor
heat impacts. Implementation of the plan is anticipated to leverage state, federal, and local funding
and financing that will benefit Marin’s economy.
■
■
15
FISCAL IMPACT: This action does not impact the General Fund.
REVIEWED BY: ☒ Administrator ☐ N/A
☐Department of Finance ☒ N/A
☒Counsel ☐N/A
☐Human Resources ☒N/A
SIGNATURE:
Attachments
1.Marin Countywide Building Electrification Roadmap
2.Online Community Feedback Survey Results: February 16 to March 5, 2024
16
Why Transition to All-
Electric Buildings?
Three top reasons Marin’s
community can benefit:
Climate and Policy Mandates
Gas is responsible for 85% of
Marin’s building emissions. As a
result, the State (starting in 2030)
and regional air district covering the
nine county SF-Bay Area (starting in
2027) has adopted zero-emission
appliance standards that bans the
selling and installation of gas space
and water heaters.
Health and Safety
Gas-burning appliances and
their continued release of harmful
pollutants within and outside the
home can increase the risk of
respiratory infection, asthma, heart
disease, and death (UCLA, Zhu
et al., 2020). Among the most
vulnerable are children seniors, low-income, and Black and Latino communities. Gas is also a
contributor to residential fires.
Resiliency and Comfort
When coupled with solar, battery
storage, and/or improved insulation,
all-electric buildings improve the
ability to adapt to climate and
natural disaster events. An electrified home is typically well-insulated, which can minimize penetration of
smoke and outdoor air pollutants
during fires. In contrast to the
electrical grid, the gas grid can
take longer to restore after an
earthquake.
1.0 Introduction
Marin’s Countywide Building Electrification Roadmap is
a plan to equitably and rapidly transition buildings to an
all-electric and more energy-efficient future. Much like a
map, it shows steps community actors such as governments,
businesses, utilities, and residents can take to reduce their
contribution to a worsening climate crisis by switching
buildings away from using polluting fossil fuels such as gas.
The roadmap was developed in response to a June 6, 2022,
Marin Civil Grand Jury report1. The report concluded a need
for comprehensive building electrification plan that lays out countywide strategies local policymakers and the community can implement. In response to the Grand Jury report, a
majority of the twelve Marin jurisdictions agreed that a
more thoughtful and coordinated approach to countywide
electrification should take place.
Policies, programs, incentives, and increased market
demand for electric appliances and systems are starting to
drive down greenhouse gas (GHG) emissions and transition
buildings to an all-electric future, yet more is needed. This roadmap details actions the people and communities of Marin can take between now and 2031 to successfully
transition away from burning natural gas (referred to herein
as “gas”) in homes; the predominant source of building
GHG emissions.
Four key sections make up this roadmap:
1.Introduction
a.How to best use the roadmap.
b.What are the benefits of transitioning to all-electric
buildings?
c.Why and how we lead with equity.
d.Summary of the challenges and solutions to
electrification.
2.Community Participation and Co-Development Process
a.A brief on the community’s participation and
contributions to co-developing this roadmap.
3.Proposed Actions to Electrify Our Communities
a.Details impactful actions the community could
implement to make this transition.
4.Appendices
a.Supplementary information that includes
comprehensive analysis, research, and other
relevant resources considered when developing
this roadmap.
1 Civil Grand Jury Report. 2021-2022. Electrifying Marin’s Buildings: A Countywide Approach available for download at
https://www.marincounty.gov/departments/grand-jury/civil-grand-ju-
ry-reports
17
1.1 How to Use
Please read the following as a guide to using the roadmap:
Guide Description
A Recommendation The roadmap does not require or compel, rather, it recommends a series of
implementable actions to transition buildings away from using fossil-fuels, in
particular gas. The roadmap illustrates how and when community stakeholders
can act. Community stakeholders are described in Section 2.0 Community
Participation and Co-Development Process.
Residential Building The roadmap is framed as a countywide electrification roadmap for all
building types. Actions will focus on existing residential homes including
single-family and multi-unit developments. However the same or similar actions
may be applicable to commercial buildings.
Phased Action Timeline Section 3.0: Proposed Actions to Electrify Our Communities is the heart of the
roadmap. Actions are written as policies, programs, or incentives. Ten key
actions are put forth and detailed. The actions were then overlaid on a
timeline between 2024 to 2031. The timeline is reflected as a Gantt chart
broken up into three phases: immediate-, near-, and long-term. The phasing in
of actions on this timeline aligns with regional and State policy and programs.
Communities may opt to take earlier action.
Appendices Supplementary research and analysis. Anything too long or not referenced in
sections 1.0, 2.0, and 3.0 are in the appendices.
Energy Efficiency In the context of this roadmap, electrification also includes energy efficiency
(e.g., insulation, windows) and electrical systems (e.g., electric panels
and service, solar PV, battery back-up). Pairing electrification with energy
efficiency improvements will accelerate building performance, save consumers
on utility costs, and improve grid reliability and health.
Operational Carbon The roadmap proposes actions to reduce carbon emissions resulting from the
use of fuels to heat, cool and power buildings. This is commonly referred to
as a building’s “operational carbon2.” It does NOT cover “upfront carbon”
or carbon resulting from the extraction, manufacturing, transportation, and
assembly of building materials, goods, and services consumed by people.
Policy-relevant Tool The roadmap can be used by Marin’s City, Town and County governments
to model and adopt, whole or in-part, as stand-alone policy and programs.
It can also be used as an accompaniment to implement emission reduction
strategies found in each jurisdiction’s Climate Action Plans3.
2 Operational and upfront carbon is best described by The World Green Building Council’s report on bringing embodied carbon upfront. Accessible at https://worldgbc.org/article/bringing-embodied-carbon-upfront/
3 See Marin Climate & Energy Partnership’s website at https://marinclimate.org/climate-action-plans/ for all jurisdictions’ climate action plans that show communities how to reduce their carbon footprint.
•
18
1.2 What is Building Electrification?
It is the transition of new and existing mixed-fuel (i.e., electric and gas) buildings to all-electric and
energy efficient ones. An “all-electric building,” uses electricity instead of fossil fuels such as gas, to
power building systems (e.g., furnaces, water heaters, electric vehicle (EV) chargers) and appliances
like stoves, pool heaters, dryers, and fire pits (Figure 1). For purposes of this roadmap, when we
discuss electrification projects, we are also including energy efficiency projects (e.g., insulation and
windows) and electrical systems (e.g., electric panels and service, solar PV, battery back-up). The term
“building decarbonization” or removal of carbon emissions from buildings, will also be used in the
roadmap as another way to describe projects that include all-electric, energy efficient systems and
appliances.
Figure 1. All-electric, energy-efficient, and electrical systems and appliances within the home.
Smart Thermostats
can save you up to 23% on annual
heating and cooling costs.
Induction Cooktops
are more energy efficient, provide
precision and control for exact
temperatures, and eliminate harmful
indoor air pollutants from gas stoves.
Insulation and Air Sealing
upgrading can save you 15% on your
yearly heating and cooling costs.
Ductless Mini-Splits
heat and cool your home with an
all-in-one appliance, and avoid
ductwork which can waste as much
as 30% of the energy your HVAC
system produces. Ducted heat pumps
are also options that can save on
energy costs.
Solar + Battery Storage
a back-up solar battery system can keep
your power on during public safety power
shutoffs. Battery systems can store solar
energy for use during peak demand times,
thus saving on electricity costs with time-of-
use utility rates.
Heat Pump Water Heaters
are 2-3x more efficient than
a gas water heater, and you
can save as much as $300
annually by upgrading.
An Optimized Electrical Panel
is critical to supporting a
healthy grid. Try working
within the existing panel
capacity, choose less power-
hungry devices, and/or use
energy management devices
first before increasing panel
size.
Solar Panels
protect you from rising electricity
costs, and federal tax credits can
save you as much as 30% on
installation costs.
Heat Pump Dryers
heat the air to remove moisture from clothes,
reuses the heat, then releases the warm, humid
air through an evaporator instead of a dryer vent
to outside the home. This can reduce energy use
by at least 28% and save on installation costs
because ventilation is not required.
I I I 0
19
1.3 Benefits
All-electric buildings create benefits for
building occupants and communities. Consider
the following:
1.Today’s electric systems andappliances are critical toreducing climate impact andmore efficient when comparedto buildings running on mixedfuels (electric + gas). Moderninduction and heat pump technology
are substantially more efficient, cheaper
to operate when compared to gas or
older electric resistance counterparts,
and, when run on grid or off-grid
renewable energy, can accelerate
the reduction of GHG emissions – air
pollutants responsible for climate
change.
2.Electrified buildings can reducehealth risks. Electrification can create healthier, safer, and more resilient homes and neighborhoods by eliminating indoor and outdoor pollutants such as nitrous
oxides (NOx), particulate matter, carbon monoxide and benzene – gas pollutants known to
cause death, asthma and other respiratory illnesses, heart diseases, and cancer, among other
health issues4. In addition, heat pump technology both heats and cools buildings, providing
critical protection from life-threatening heat events, while filtering out dangerous particulates
during smoke events.
3.The risk of gas pipeline ruptures and fires can be eliminated with the absenceof gas infrastructure. Even in more rural West Marin – where there is an absence of PG&E
gas infrastructure beneath and within buildings – residences and businesses are required to
use large propane tanks or run on inefficient electric resistance systems to power buildings. Inaddition to eliminating the risk of propane tank ruptures across West Marin, the installation ofelectric powered heat pumps can reduce the net costs of using propane, especially when systems
are connected to battery powered generators.
4.Electrified buildings can reduce grid strain. This concept may sound counter intuitive, but
electrical demand can be reduced when efficient electrical appliances and electrical systems are
appropriately designed and installed through demand management.
Equity Described
This report uses the term “equity” or
“equitable” often. Equity can be defined
as “the just and fair inclusion into a society
in which all can participate, prosper, and
reach their full potential” (2022 Race Equity
Action Plan), Marin County Office of Equity).
However, society has been systemically
unfair and not inclusive to all, especially the
disparate treatment of people of color, low-
moderate income (LMI) households and/
or vulnerable communities (e.g., seniors
aging-in-place, disabled, marginally housed,
etc.). Disparities are exacerbated especially
with catastrophic events such as pandemics,
earthquakes, fires, heat waves, floods, and
storm surges.
4 Physicians for Social Responsibility. 2022. Gas stove pollution factsheet. Downloadable at https://psr.org/wp-content/uploads/2022/05/gas-stove-pollution.pdf.
20
1.4 Elevating Equity
The roadmap’s actions were enhanced by integrating equity into the development process and each
recommended action. The roadmap followed the “Housing Electrification Community Roadmap
Template” developed by Rocky Mountain Institute (RMI), Emerald Cities Collaborative, and local
government staff5. In the process of creating an electrification plan, it is best practice to evaluate
impacts and elevate opportunities to benefit those frequently underserved. In the context of this
document, underserved includes people of color, low-moderate income (LMI) households especially
renters in multi-unit developments that are typically cost6- and/or energy7 burdened, and vulnerable
communities8.
The following steps were taken to evaluate and integrate equity into the actions put forth in the roadmap:
1.A Building Inventory of Marin’s building stock was performed alongside an equity analysis
of its residences. (See Appendix A: Building Stock Inventory and Equity Analysis.) The equity
analysis identified West Marin, North Marin/Downtown Novato, San Rafael’s Canal District and
Downtown, Strawberry and Marin City as communities most underserved. The intent is not to prefer
one community over another, but rather, identify opportunities to reduce barriers when delivering
benefits of electrification and building upgrades to the community.
2.A three-part community workshop series with stakeholders was conducted. Stakeholders aided in
co-developing the actions as seen in this roadmap. (See Section 2.0 Community Participation and
Co-Development Process below.)
3.The roadmap integrates equity into each action. Each action was examined to improve equitable
outcomes for those most underserved. (See Section 3.0 Proposed Actions to Electrify Our
Communities below.)
1.5 Challenges and Solutions
All new California homes today are required to be built to modern standards. Newer homes can
accommodate today’s electric appliances while providing increased comfort and energy efficiency.
One of Marin’s biggest barriers to electrifying is not its newly constructed buildings, rather, the
existing – often much older – buildings. This challenge is exacerbated by an electrical grid in need of
modernization.
Six key challenges and solutions to electrifying existing buildings have been summarized (Table 1).
Each challenge listed in the table contains a hyperlink which links to a more detailed policy and
literature review of that topic. (See Appendix B: Examining the Challenges and Solutions to Marin’s All-electric Transition.) Although commercial buildings are not specifically addressed here, there is often an overlap between challenges and solutions for residential homes and commercial buildings.
5 Rocky Mountain Institute and Emerald Cities Collaborative. Accessed 2024. Equitable home electrification toolkit. Accessed 2024 available at https://rmi.org/equitable-home-electrification-toolkit/.
6 According to HUD, affordable housing costs should equal 30% or less of a household’sIncome at https://www.huduser.gov/portal/pdredge/pdr_edge_featd_article_092214.html.
7 According to Dept. of Energy, energy burden is the disproportionate percentage of income spent on energy costs at https://www.energy.gov/scep/slsc/low-income-community-energy-solutions.
8 Vulnerable populations are best described as, but not limited to, seniors aging-in-place, youth, unhoused or marginally housed residents, non-English speaking people, immigrants, people with disabilities, people who are socially isolated, and people with pre-existing health conditions.
21
Table 1. Challenges and potential solutions to electrifying existing homes in Marin.
Challenge Description Potential Solutions
Aging Residential Buildings 71% of residential buildings
countywide are single-family and
94% of these were built before
2000.
Provide electrification and energy
efficiency policies, programs,
and incentives for single-family
residences especially LMI
households and seniors aging-in-
place.
Equity, Renter Protection,
and Displacement
29% of residential buildings
countywide are multi-unit dwellings
of which 84% are renters.
Renters especially those in older
buildings require more repairs,
are vulnerable to no-fault evictions
or temporary displacement by
landlords willing to exploit rent
law loopholes during building
rehabilitations.
Work with local, regional and/or
State policymakers to adopt tenant
protection policies that identify
and close any substantial remodel
loopholes.
Voluntary programs that subsidize
landlords such as direct install by
contractor programs, can include
tenant protection assurances as
part of the terms and conditions of
accepting financial assistance.
Grid Modernization and
Reliability
California’s electric grid is old
and needs upgrading to support
increased demands of today’s
power-hungry buildings. According
to a Berkeley Energy Institute study,
utilities such as PG&E are not
expanding their transmission and
distribution network fast enough
to upgrade their grid infrastructure
and meet the State’s climate and
energy goals.
PG&E, CAISO, and CPUC needs
to help speed up expansion of grid
infrastructure. In the meanwhile,
local and regional government and
policymakers can better coordinate
with PG&E to identify locations,
then speed up timelines to connect
and upgrade customers to the grid.
MCE and Marin local governments
can improve electric grid health by
helping households better manage/
reduce energy demand and
optimize electric service panels and
systems.
22
Challenge Description Potential Solutions
Optimizing Electric Service
Panels (aka “breaker
box”)
With three out of four residential
buildings built before 1980, many
of Marin’s existing homes must
choose to optimize (i.e., manage
existing capacity and appliances)
or upgrade and increase their
electrical breaker box and system.
The additional costs to increase
electrical system sizes can cost
owners from ~$3,000 to $25,000.
A more economical option would
be simply seeking to work within
a building’s existing system’s
electrical capacity.
First, local governments should
focus on existing buildings when
adopting green building and
EV charging infrastructure reach
(above and beyond) codes. Then,
as part of that code, electric
readiness standards should be put
forth, prioritizing panel optimization
over upsizing.
Complimentary electric panel
rebate and incentive programs
should also prioritize panel
optimization over panel upsizing.
Furthermore, these programs
should be designed in a way that
prioritizes underserved households.
Policy and Market Trends Regional (2027) and State (2030)
policy is mandating a ban on
selling and installing of gas
combusting water or space heating
appliances. In addition, U.S. heat
pump sales outpaced gas furnace
sales. Lastly, Marin County new EV
sales are amongst the highest per
capita in the Country.
California communities, especially
Marin, need to rapidly electrify
and prepare its electrical capacity
to meet growing demand. With
one of the lowest rates of home
electrification in the U.S., California
single-family and multi-unit homes
should rapidly scale-up existing and
innovative policies (i.e., sticks) and
incentive programs (i.e., carrots)
that meet climate action obligations
and improve community health and
safety.
Contracting and Permitting
for Electrification Projects
Stakeholder interviews and focus
group workshops revealed a lack of
qualified, knowledgeable and/or
affordable contractors to install all-
electric systems including water and
space heat pumps, EV chargers,
and modern electrical systems and
panels.
There is also a lack of technical
knowledge by the building staff
workforce on new technologies
such as heat pump water heaters or
smart panels. This creates
uncertainty and delays permit
review timelines.
State and regional authorities
have developed and continue
to maintain qualified contractor
lists. Simultaneously, MCE, local
governments, community-based
organizations, businesses, and the
building and trades community can
leverage State and Federal funding
to grow and create a diverse and
skilled workforce. The funding can
be used to retrain existing and
generate a new workforce that
simultaneously has access to high
quality and high road9 jobs.
Continual staff training of building
examiners and inspectors in electric
appliance and system technologies
and installations.
9 “High road jobs” means high industry labor standards and established access to clear training pathways for
23
Findings are based on a literature review of policies and programs already developed and interviews
of government staff, community-based organizations, and building industry across Marin, California,
and the U.S. (See Appendix B: Examining the Challenges and Solutions to Marin’s All-electric
Transition.) Challenges and potential solutions surfaced during community stakeholder workshops and
a public survey were also considered. For more details on community workshops and participation, see
Section 2.0 Community Participation and Co-Development Process below.
The potential solutions in the table above are not yet recommended actions to take. Recommended
actions are put forth in Section 3.0 Proposed Actions to Electrify Our Communities below.
building decarbonization jobs, especially for entry-level and disadvantaged workers. See Rising Sun press release on its convening and promotion of equitable job access in the Bay Area. Available for download at https://risingsunopp.org/wp-content/uploads/Rising-Sun-HRTP-Press-Release.pdf
24
2.0 Community Participation and Co-Development Process
2.1 Vision, Goal and Equity Principles
At the heart of the roadmap was elaborate engagement with and input from Marin’s community members upfront, prior to development of a plan or any decisions made. The County of Marin Community Development Agency and Marin Climate & Energy Partnership (MCEP) embarked on a
stakeholder engagement process that started in earnest in January 2023 and concluded June 2024.
The vision for the electrification roadmap’s engagement process was to provide community
stakeholders10 a forum to participate in co-developing key components of the plan.
The goal was to ensure that an implementable countywide plan was developed through comprehensive
research and by creating a space for robust collaboration between elected officials, City/Town
government staff, public/regional agencies, community-based organization representatives, building
and development practitioners and industry, and youth/student voices.
Implementing actions that deliver equitable outcomes was discussed throughout the process, especially during community workshops. The following summarizes the core equity principles surfaced during
those engagements:
1.Conduct community engagement activities that give participants the opportunity to develop
proposed actions.
2.Prioritize and increase incentive and rebate program access to underserved, hard-to-reach
residences, and families.
3.Develop programs that do not escalate costs for renters and homeowners on fixed incomes or
considered low-to-moderate income. Develop policy solutions that minimize the potential forgentrification and resident displacement.
4.As the workforce grows, ensure there is a diverse community of new and existing contractors
being trained for high quality jobs while simultaneously giving access to wrap-around services
(e.g., transportation and childcare subsidies) and career development opportunities.
2.2 Community Engagement Approach and Process
First, a steering committee was established consisting of MCEP members including sustainability
and community engagement staff with the County of Marin, City of San Rafael, City of Novato,
Town of Corte Madera, Town of San Anselmo, Town of Fairfax, and Marin Clean Energy. The
steering committee met every other week over 14 months to establish an approach and strategy to
developing the electrification roadmap. In addition to recommending when and who to engage in
the community, the committee recommended how to best engage. The committee wanted to ensure a
diversity of interests came together in one room over a series of interactive and productive workshops and conversations. They also emphasized the need for attendance of voices typically excluded from engagement, especially organizations and individuals that represent Marin’s underserved communities.
Second, stakeholders were invited to participate in three planned workshops over a five-month
period. The ask of community stakeholders was to collectively recommend actions to put forth in the
electrification roadmap. Based on need, availability, and capacity, some stakeholders volunteered to
take a more active role in co-development while some lacked capacity and instead preferred to simply
stay informed of the roadmap’s progress or not participate at all. Stakeholders ranged from government
actors and public agencies (e.g., elected officials, city/town/county staff, and utilities), community-
10 In contrast to individuals, stakeholders are organizations or entities who serve the needs of a group of individuals, neighborhoods, or residences and businesses across Marin. Stakeholders serve communities that will be affected by and can affect building policy and programs.
25
based organizations (e.g., those who prioritize underserved residences, environmental/climate
action, and seniors aging-in-place), the building community (e.g., contractors, developers, REALTORS,
architects), and youth and student advocates, among others. See Appendix C: Community Engagement
Findings and Results, Table C-1 for a detailed list of workshop series participants.
Third, a survey (in English and Spanish) of the actions co-developed with workshop participants was
widely distributed for public feedback. Workshop participants and the organizations they represent,
government communications staff and elected officials across 12 jurisdictions, and public regional
agencies (e.g., Marin Health and Human Services, MCE, and Transportation Authority of Marin
(TAM)) helped distribute the survey. As a result, 385 people responded to the survey which asked for their impression of the 10 recommended actions and how they would prioritize implementation. Survey results were published online11 and included in the appendices. (See Appendix C: Community Engagement Findings and Results, Public Survey Process and Results.)
Lastly, feedback loops with stakeholders were established. Progress was publicly shared online12.
In addition, in-person and virtually ad-hoc conversations, progress updates, and presentations to
organizations and their members were given. Four iterations of key components to the roadmap were
co-developed and shared with workshop participants during and after the completion of the workshop
series. (See Appendix D: Key Actions Worksheet – Descriptions, Details, Equity Considerations,
and Implementing Partners.) Workshop and survey findings were consolidated to begin writing the
electrification roadmap herein.
11 County of Marin Community Development Agency Sustainability Division. 2023. Building Electrification Roadmap Survey: Actions to Electrify Our Buildings and Vehicles. Results available for download at https://www.marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap.
12 County of Marin Community Development Agency Sustainability Division. 2023-2024. Marin Countywide Building Electrification Roadmap landing webpage. Available at https://www.marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap.
26
2.3 Summary of Workshop Findings
Nearly 16 months of active engagement resulted in the following (Figure 2):
1.Over 20 steering committee meetings
2.3 in-person stakeholder workshops, attended by 42, 36, 26 people, respectively,
representing community-based organizations (CBOs), building community and practitioners,
government staff, appointed climate commissioners, and regional and public agencies, including
utilities.
3.7.5 to 10 volunteer hours by each participant to learn, share resources, develop key
components of the roadmap, and co-develop actions.
4.10 key actions (with 40 sub-actions) were put forth. (See Section 3.1. Ten Actions.)
5.A public survey of 385 respondents provided comment on the 10 key actions. (See
Appendix C: Community Engagement Findings and Results.)
Figure 2. Stakeholder participation in the co-development of the electrification roadmap.
20+ Steering Committee
42, 36, 26 attendees
City, Town, Government Staff
Three Workshops
CBOs (DACs,
Aging-in-Place,
Environmental)
Climate Commissions
7.5--10 Volunteer hours/person
Building Community
(Realtors, Contractors,
Architects, Designers)
Utilities (PG&E, MCE)
10 Actions w/40 sub-actions recommended 385 respondent survey
8
e
0
27
3.0 Proposed Actions to Electrify Our Communities
This section is the heart of the roadmap. It can be used as a guide for our community to transition to an
all-electric future. It is broken up into three parts:
3.1 Ten Actions to Transition
3.2 Phasing Ten Actions: A Proposed Timeline between 2024 and 2031
3.3 In-depth discussion of the proposed actions and tasks to implement
3.1 Ten Actions
There are ten actions important to unlocking Marin’s path to an all-electric future (Figure 3). These
actions reflect in-depth research of current and anticipated policies and programs, co-development with
community stakeholders, and insight from the broader community.
Figure 3. Recommended ten actions to electrify Marin.
Establish and implement a countywide “Central Hub” of
electrification and energy resources that is accessible to all.A
Evaluate and implement permit discount and streamlining
programs that incent gas to electric conversions.B
Continue advancing new and existing green building,
electrification, EV, and electric system readiness standards in
sync with State mandatory code update cycles.C
Increase residence and business access to low-cost energy,
electrification, and green financing loan programs.D
Coordinate with PG&E to improve infrastructure planning
and speed up interconnection timelines.E
Support and accelerate the growth and improve the quality of
a diverse and skilled building and electrification workforce.F
Increase the frequency of engagement, promotion, and
outreach activities to underserved Marin residences.G
Implement the Marin countywide EV Acceleration Strategy.H
Explore and implement a time of listing energy assessment
(TLEA) policy.I
Explore and implement a pilot neighborhood-scale
electrification and gas infrastructure decommissioning project.J
28
3.2 Ten Actions: A Phased Timeline
Transitioning to an all-electric future is a long-term endeavor that requires advanced planning and
thoughtful implementation. Hence, the ten actions above were overlayed onto a three-phase timeline:
1.Immediate (2024–2025)
2.Near Term (2026–2027)
3.Long Term (2028–2031)
The timeline indicates when, ideally, to implement the roadmap’s actions over the next six to seven
years (Figure 4). However, it can be difficult for a community to implement everything. Government
staff and policymakers should also evaluate staff capacity and identify funding mechanisms to meet
its electrification goals and 2045 climate action obligations. Simultaneously, other actors in the
community should choose which actions they can help with and then decide when and how to support
implementation of actions. All actors should coordinate to avoid duplicating efforts.
2024 2025 2026 2027 2028 2029 2030 2031
A. Establish and implement a countywide “Central Hub” of electrification and energy resources
that is accessible to all.
1. Develop and launch a web-based informational resource hub for community resources.
2. Develop and launch hard copy and in-person promotion and outreach campaigns especially in underserved,
hard to reach communities.
3. Investigate the feasilibility and procure resources to launch a turnkey countywide concierge and/or technical
assist service for residences and businesses.
4. Develop a concierge and/or technical assistance service for residences and businesses while maintaining and
integrating the web-based “central hub.”
5. Launch a concierge technical assistance service for residences and businesses while continuing to maintain
and integrate the web-based “central hub.”
E. Coordinate with PG&E to improve infrastructure planning and speed up interconnection
timelines.
1. Encourage PG&E to meet SB 410 (Becker), “Powering up Californians Act” which holds utilities accountable to
meeting prompt grid interconnection and energization timelines.
2. Proactively coordinate with PG&E on owner/developer planning and communication that helps with PG&E’s
service and distribution planning, increases reliability, and reduces energization timelines for new housing.
B. Evaluate and implement permit discount and streamlining programs that incent gas to electric
conversions.
1.Evaluate jurisdiction feasibility and capacity to implement an electrification streamlining program that speeds
up the permitting process.
2.Evaluate jurisdiction fee structure then implement a subsidized electrification discount program that incentivizes
electric over gas installations.
3. Implement permit programs that either reduces mechanical, electrical, and plumbing (MEP) costs and/or
expedites permit timelines for renovations and appliance upgrades.
C. Continue advancing new and existing green building, electrification, EV, and electric readiness
standards in sync with State mandatory code update.
1. 2025 Code Development: Develop prototype green building codes that all twelve Marin jurisdictions can
consider to adopt.
2. 2026 to 2028 Code Enforcement: Implement adopted green building code.
3. 2028 Code Development: Develop prototype green building codes that all twelve Marin jurisdictions can
consider to adopt.
4. 2029 to 2031 Code Enforcement: Implement adopted green building code.
5. 2031 Code Development: Develop prototype green building codes that all twelve Marin jurisdictions can
consider to adopt.
D. Increase residence and business access to low-cost energy, electrification, and green financing
loan programs.
1.Evaluate existing low-cost financing programs and increase access to residences and businesses through the
central hub and promotional campaigns.
2.Evaluate then consider providing complementary financing options such as a regional tariff on bill financing
program that serves single-family and multi-unit residences.
3.If funded and partners are in place, pilot a loan financing program(s) that serves single-family and multi-unit
residences and/or businesses.
Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4Q1 Q2Q1 Q2Q1 Q2Q1 Q2Q1 Q2Q1 Q2Q1 Q2
3. Explore funding to collect and analyze PG&E energy data that will help measure existing and project future
countywide electrical capacity needs at the neighborhood scale.
4. If funded, analyze and share out report on countywide existing and future electrical capacity needs.
C
B
A
D
E
Figure 4. Gantt chart of ten actions and tasks to implement between CY2024-Q3 and CY2031-Q4.
29
IMMEDIATE Phase 1 NEAR-TERM Phase 2 LONG-TERM Phase 3
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E. Coordinate with PG&E to improve infrastructure planning and speed up interconnection
timelines.
1. Encourage PG&E to meet SB 410 (Becker), “Powering up Californians Act” which holds utilities accountable to
meeting prompt grid interconnection and energization timelines.
2. Proactively coordinate with PG&E on owner/developer planning and communication that helps with PG&E’s
service and distribution planning, increases reliability, and reduces energization timelines for new housing.
F. Support growth, accelerate and improve the quality of a diverse and skilled building energy
and electrification workforce.
1.Continue to fund and expand regional workforce development training programs that benefits a more diverse
trades and contractor workforce.
2.Continue growing the pipeline and visibility of regional qualified contractors.
3. Continue to provide free or subsidized access to training programs for builders, realtors, lenders, and local
building staff.
4. Continue to explore and support new partnerships with public agencies, local governments, businesses, and/or
appliance manufacturers that focus on expanding technology trainings to small, minority-owned businesses.
G. Increase the frequency of existing engagement, promotion, and outreach activities to
underserved Marin residences.
1. Build stronger partnerships with Marin community-based organizations that increases rebate, incentive, and
financing program access to underserved Marin communities.
2. Partner with and consider funding local community-based organizations to communicate energy and
electrification programs and campaigns.
3. In partnership with community-based organizations, perform an annual evaluation, or as needed, of all
roadmap actions to ensure equitable outcomes.
H Continue to implement, or in-part, the Marin Countywide EV Acceleration Strategy.
1. Each jurisdiction should adopt and determine which strategies as per the 2023 Marin Countywide EV
Acceleration Strategy.
I. Explore and map out steps to implement a time of listing energy assessment (TLEA) policy.
1. Conduct a feasibility study and/or survey of stakeholders to implement a voluntary or mandatory energy
assessment and code compliance check at the time of a real estate transaction.
2. If feasible and staff capacity is in place to enforce, identify a Marin jurisdiction(s) to pilot the development of a
TLEA policy.
3. If feasible and staff capacity is in place to enforce, continue implementing a TLEA policy and expand to other
Marin jurisdictions as needed.
3. Explore funding to collect and analyze PG&E energy data that will help measure existing and project future
countywide electrical capacity needs at the neighborhood scale.
4. If funded, analyze and share out report on countywide existing and future electrical capacity needs.
2024 2025 2026 2027 2028 2029 2030 2031
Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4Q1 Q2Q1 Q2Q1 Q2Q1 Q2Q1 Q2Q1 Q2Q1 Q2
J. Explore and map out steps to implement a neighborhood-scale electrification and gas
infrastructure decommissioning project.
1. Support, as needed, Building Decarbonization Coalition’s (BCD) effort to expand neighborhood scale
electrification projects statewide.
2.Evaluate feasibility and funding resources, then identify a location to pilot a neighborhood-scale electrification
demonstration project anywhere within the 12 jurisdictions across Marin.
3. If appropriately funded and staff capacity is in place, develop and implement a pilot neighborhood-scale
electrification demonstration project.
4.If successful and more funding is procured, continue implementing neighborhood-scale electrification pilots in
other locations across Marin.
E. (Continued)
J
I
H
G
F
E
Figure 4. (Continued)
30
IMMEDIATE Phase 1 NEAR-TERM Phase 2 LONG-TERM Phase 3
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31
3.3 Ten Actions: Implementing Tasks
This section will discuss, in detail, how the ten phased actions and tasks in Figure 4, can be
implemented by organizations and people within the community.
Community Implementors
The roadmap is intended to be a shared endeavor. Much like all climate action strategies, a collective
effort is required to successfully implement. All community members (government, elected officials,
public agencies, utilities, community-based organizations, builders, developers, realtors, businesses, and residents, among others) can play a role in implementing actions. They can help participate in community engagements, put on community events, incorporate actions into individual work plans, or
adopt the roadmap as policy.
Each action will be tagged with potential implementing partners:
Local Government (County, City and Town Staff, Elected Councils w/in Marin)
Community-Based Organization (not-for-profit organization providing community services)
Marin Climate & Energy Partnership (interagency collaborative including local
governments, MCE, TAM, and Marin GSA that coordinates climate action)
Residents and neighborhoods
Businesses (local privately owned and/or operating within county)
Marin Clean Energy (Community Choice Aggregation Electricity Provider)
Pacific Gas & Electric (Investor-Owned Utility)
Transportation Authority of Marin (Transportation authority countywide)
Marin Builders Association (Not-for-profit serving the interests of the construction
industry)
Contractor (Individual or Businesses that bid and provide construction project services)
Trades associations (organizations serving the interests of unionized construction
workers and typically run apprenticeship programs)
Realtors (individual) or Marin REALTORS (Not-for-profit association serving the interests
of realtors countywide)
Banks and Lenders (provides financing for real estate transactions or construction projects)
Commercial or nonresidential developer
Housing Developer (Market-rate and Affordable Housing)
BayREN (Regional Energy Network of local governments across the 9 county Bay
Area)
Bay Area Air Quality Management District (Air Quality regulator across the 9 county Bay Area)
LG
CBO
MCEP
RES
BIZ
MCE
PG&E
TAM
MBA
CON
TRA
REAL
LEND
DEV-C
DEV-H
BAY
AIR
--
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-----------
--
-
32
3rd Party Service Provider (For-profit vendor typically providing turnkey, concierge
energy and electrification installation and planning services)
California Public Utilities Commission (Statewide utilities regulator)
TECH Clean California (Statewide initiative funded to increase clean space and water
heater installations)
Zero Waste Marin (countywide joint power authority helping to manage and reduce
waste)
Higher education facilities such as community colleges that can provide training
programs to those who cannot access apprenticeship programs.
3rd
CPUC
TECH
ZWM
EDU
Reading the Actions and Tasks
All actions are illustrated in the following manner:
•Each action starts with elaborating key objective(s), equity considerations, measure(s) of success,
and proposed timeframe to implement.
•Each recommended Action (e.g., “A”) contains Tasks (e.g., “A1”) to implement across three
phases.
•All tasks necessary to implement the action are briefly expanded upon.
In addition, note the following:
•Equity considerations are intended to surface possible solutions to ensure inequities are not
exacerbated or negative impacts mitigated for vulnerable communities. Solving for underlying
and systemic race and social inequities is mostly beyond the scope of this electrification
roadmap.
•This roadmap does not require any one person or organization to implement, nor has any one
organization yet committed to implementing these actions.
•Actions can be implemented as a whole, in-part, or some not at all.
•Though some actions are already a part of an organization’s workplan, some actions are not.
Actions will need to be approved by each organization’s governing structure.
--
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33
Action A. A countywide “Central Hub” of electrification and energy resources.
Potential Implementers LG MCEP CBO MCE BAY 3rd
TAM PG&E
Objective(s)
•Create a countywide hub that connects all residences and business to building energy,
electrification, and EV resources and services.
•Make it easy for residents and businesses to get their building energy, electrification, and EV
related questions answered by clear, concise, and user-friendly access to resources.
•Simplify and consolidate otherwise complicated, disparate, and confusing polices (e.g., building
requirements) and rebate, incentive, and customer service programs (e.g., local, regional, state,
and federal) into one accessible location.
Equity Considerations
•Target campaigns and efforts to benefit low-moderate income (LMI) and hard-to-reach
households, renters, and energy burdened communities such as in rural West Marin, North
Marin, Downtown San Rafael and the Canal, Strawberry, and Marin City.
• Promote regional workforce development programs or initiatives that focus on developing a more
diverse and inclusive trades and contractor workforce. (See Action F regarding workforce
development.)
•Increase awareness of and access to programs, rebates and incentives that first address deferred
maintenance (e.g., termite damage and dry rot).
• Address Split-Incentives – Structure multi-unit residential programs that incentivize and make it
easy for both renters and property owners to install energy efficient and electric systems and
appliances.
Measure(s) of Success
•Made resources readily available and accessible to those searching online. Ensured that the
information is accessible to those individuals that need more hands-on services, language
assistance, or otherwise unable to access digital resources.
•Increased collaboration across all community actors or “Potential Implementers” as listed above.
•All community actors directed inquiries to this hub and designated contacts.
•Used existing and new channels of communications to expand outreach to hard-to-reach
residences and businesses.
Proposed Timeframe
Immediate near-term long-term
Q3 Q3
CY2024 CY2026
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' '
34
Implementation Tasks
□Task A1. Develop and launch a web-based informational resource hub forcommunity resources. Consolidate all existing State, regional and local programs, services,
energy and electrification planning toolkits, incentives, rebates, building code and permit
requirements and process, qualified contractors, financing, research, and other related resources
into one central accessible website. All community actors should coordinate to route all building
energy, electrification, and EV project questions and inquiries through this webpage. Subsidized
rebate and incentives programs constantly change. The County of Marin currently maintains aweb-based central resource hub for resources with links to electrification resources, tools, andinformation.
□Task A2. Develop and launch promotional and outreach campaigns especiallyin underserved, hard-to-reach communities. A web resource is only effective if
people are driven to the site to access the hub’s resources. A coordinated campaign should be
developed with a budget and timeline such that a request for funding can be made by local
governments as well as non-profit/community-based organizations looking for grants or to grant-make. Conducting complimentary, offline outreach and engagement activities is critical. Thisincludes in-person, door-knocking, social media, newsletters, mailer campaigns, and tabling at
community events that target underserved residences.
□Task A3. Investigate the feasibility and procure resources to launch acountywide concierge and/or technical assist service for residences andbusinesses. State, regional, and local governments, utilities, and private companies arecurrently testing a variety of turnkey solutions especially for those who prefer in-person,handholding, help services for more complicated projects, or are unable to access web
resources. Many turnkey products are currently piloting; hence, evaluation should also include
whether using existing over creating a new service will suffice. Any subsidized program will
require funding and staff capacity to develop, launch and maintain. A variety of turnkey projects
are currently being piloted across the State including, but not limited to:
1.Local Governments such as City of Sacramento in partnership with Sacramento MunicipalUtility District (SMUD) have launched XeroHome, a free online tool that can help single-familyand multi-unit homeowners and renters easily estimate the cost of their retrofit project in
minutes, connect residences with contractors, and easily find rebates. The City hopes SMUD
can scale this online tool across its territory and procure funding to provide wrap-around
personal technical assistance services for those unable to access.
2.Utilities such as PG&E and Peninsula Clean Energy (PCE) have launched turnkey solutions.PG&E currently has a single-point of contact (SPOC) for multifamily program, a free “one-stopshop” model for property owners and managers. In 2025, PG&E has allocated funding to
expand a SPOC for residential customers and contractors. PCE currently has an Electrification
Technical Assistance Program that provides free technical assistance to architects, builders,
developers, design engineers, contractors, and energy consultants to install all-electric
systems and EV infrastructure.
3.Third-party services for residents (e.g., QuitCarbon, Onsemble, RockRabbit, CollaborationEnergy, ReadySet Replace, EnergySage, Treehouse, etc.) can be used today; however, note
the long-term viability of these services is unpredictable and may not exist in the future.
□Task A4 + A5. Develop and launch a concierge and/or technical assistanceservice for residences and businesses while maintaining and integrating theweb-based “central hub.” Should the result of task A3 determine that existing technicalservice providers are not sufficient to support local needs, and funding is procured implement a
Marin specific service, then ensure users can access these services through the central hub. The
launch should include funding for offline outreach and engagement activities – as discussed in
Task A2 – to maximize reach.
35
COMMUNITY HIGHLIGHT: Marin Green Home Tours
What residents are doing to green their homes
In October 2022, Sustainable Marin
launched the first Marin Green Home Tour,
a free, virtual event spotlighting 10 homes
across the County. Each home served as
a local showcase of practices aimed to
reduce fossil fuel use, produce and use
clean electricity, conserve water, improve air
quality, and promote community resilience.
Home features included induction cooktops,
heat pump HVAC systems, solar panels
paired with battery storage, electric vehicle
chargers, water harvesting setups, and
drought-resistant landscaping. Homeowners
shared their experiences installing and using these sustainable features.
Several all-electric homes were featured, including new construction, retrofit projects, and
rental properties. The event attracted over 400 attendees during the live sessions, with a much
broader audience accessing the recorded tours via YouTube.
Due to popular demand, a second tour was held in October 2023, and a third is scheduled for
October 24, 2024. For further details, resources, and to view archived videos of the featured
homes, visit the Marin Green Home Tour webpage.
36
Action B. Permit discounting and streamlining that incent gas to electric conversions.
Potential Implementers
Objective(s)
•Prefer and promote the installation of electric and energy efficient systems over gas andinefficient systems.
•Streamline permitting by reducing permit burden of electric appliances including same daypermitting for heat pump water and space heaters, permit discount or waivers, digitizingapplications, and scheduling online inspection and approval processes.
Equity Considerations
•Eliminate or further offset the impact of the potential high cost of permitting for income qualified
residences.
Measure(s) of Success
•Increased permitted installs of electric and energy efficiency appliances and systems.
•Increased the safety of electric appliance and system installs.
•Reduced the number of unpermitted electric and appliance installs.
Proposed Timeframe to Implement
□Task B1. Evaluate jurisdiction feasibility and capacity to implement anelectrification streamlining program that speeds up the permitting process.
Building and safety departments can use same day permitting and remote video inspections for
electric and energy efficient systems and appliances. For example, the State has required same
day streamlined solar PV permitting for jurisdictions of a certain size. Also, the County of Marin
currently performs Solar PV, reroofing, and EV charging station video inspections. If similarprograms were expanded for electrification projects such as for heat pump water heaters, thiscould increase permit compliance and installs.
□Task B2. Evaluate jurisdiction fee structure then implement a subsidizedelectrification discount program that incentivizes electric over gas installations.
Building and safety departments can use fee discounts or waivers to incentivize applicants,
permitting electric and energy efficient system installs (e.g., heat pumps), that may otherwise
avoid obtaining proper permits or install another gas appliance. Incentives can include but are
not limited to permitting discounts or waiver, combined mechanical-electrical-plumbing (MEP)
and electronic inspections. For example, City of St. Helena implemented a “permit holiday sale”
on solar PV. As a result, permit submittals tripled in the same time frame13. Also, Santa Clara
County’s combined mechanical-electrical-plumbing permit application charges a flat rate forup to three items instead of separately14. Hence, a heat pump water heater installation would
13 Interview with St. Helena’s City Assistant Manager. July 2023.
14 Silicon Valley Clean Energy and TRC. 2020. Best practices guide for streamlining electrification permitting.
LG BAY MCE
Immediate near-term long-term
Q3 Q4
CY2024 CY2027
Implementation Tasks
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37
require only one permit application and fee for a water heater replacement and the supporting
electrical work. If similar incentive programs were expanded for electrification projects, this
could increase compliance, quality, and safety of installations.
□Task B3. First pilot, then implement permit programs that simultaneouslyreduce permit costs and speed up permit timelines for renovations andappliance upgrades. Permit discount programs can be funded and piloted to assess
feasibility and impact. County, City, and Town staff, not only has to subsidize the program
but also must train building examiners and inspectors on how to permit and identify emerging
technologies in the field such as heat pumps, EV chargers, and upgraded electrical systems,among others. Building and safety staff should take ongoing trainings and continuing educationclasses such as those offered for free by BayREN. Waiving fees alone will not result in more
installations if the permit process is too slow or challenging to navigate. Simultaneously
reducing cost burden and speeding up permitting is highly recommended as best practice for
implementing an effective program.
COMMUNITY HIGHLIGHT: Marin Clean Energy
Bridging the gap with a heat pump loaner program
Starting Fall 2024, MCE’s emergency
water heater loaner program will provide
funding for participating contractors to
install temporary replacement “loaner”
water heaters while prerequisites to
installing a heat pump water heater
(HPWH) are being arranged. Once
the customer is ready to electrify, the
contractor will uninstall the “loaner” and
replace it with the HPWH. The program
will allow customers whose water heaters
have broken to comfortably transition
to a high efficiency electric HPWH with
minimal disruption to hot water supply. The “loaner” water heaters themselves can then
be reused by future customers. On the customer side, installation of HPWHs will reduce
indoor and outdoor pollution, increase customer safety, and make homes healthier. In
addition, there are several incentive opportunities to reduce total upgrade costs to the
system itself as well as ancillary fixes, making the program economically attractive.
For more information contact Info@MceCleanEnergy.org.
Downloadable at https://www.svcleanenergy.org/wp-content/uploads/2020/02/Best-Practices-Guide-for-Streamlining-Electrification-Permitting_Digital.pdf.
38
Action C. Advancing new and existing green building, electrification, EV, and electric
readiness standards.
Potential Implementers LG CBO DEV-H BAY MCE PG&E
MCEP ZWM
Objective(s)
•Reduce GHG emissions and save energy for consumers by updating local building codes that
exceed State minimum standards (aka “reach codes”) every three years, which aligns with State
mandatory code update cycles.
•Continue developing and implementing proactive green building energy reach codes that are
“cost effective” as defined by the California Energy Commission (CEC).
•Create as much code uniformity as possible across all 12 Marin jurisdictions to minimize
building permit confusion across jurisdictional boundaries.
Equity Considerations
•Include building exceptions, hardship, and feasibility waivers especially for low-income residents
and households with special medical and accessibility needs.
•Ensure new construction and renovations of low-income multi-unit housing projects are not
inhibited.
•Identify sufficient electrification and energy efficiency funding sources for low-income houses.
•Encourage use of programs that subsidize energy efficient, all-electric buildings for new
affordable housing developments (e.g., California Electric Homes Program implemented by
California Energy Commission and TRC).
•Encourage use of housing programs that disincentivize property owners from displacing multi-
unit renters during renovations or rehabilitation (e.g., multi-family energy saving programs
implemented by MCE, BayREN, and PG&E).
•Consider anti-displacement policies as put forth by Strategic Actions for a Just Economy (SAJE) or
Build-it Green.
Measure(s) of Success
•Engaged and partnered with a wide-variety of stakeholders such as government jurisdictions
(local, regional, and State), community-based organizations, businesses, building and trades
associations, MCE, PG&E, Transportation Authority of Marin, among others, when developing
and modeling reach codes countywide.
•Adopted the County’s model green building reach codes that are consistent as possible across
all jurisdictions.
•Incorporated policy that anticipates unintended consequences of electrification.
Proposed Timeframe
*Once Every Three Years
in alignment with State
triennial code cycles
Immediate near-term long-term
Q1 Q4
CY2025 CY2031
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39
Implementation Tasks
□Task C1 + C2. During 2025, develop an update to model green building reachcodes that all twelve Marin Jurisdictions can adopt and enforce between 2026to 2028. The State mandates building code updates once every three years with the next cycle
starting in 2025 and in effect January 1, 2026. Local governments such as in Marin County
are allowed and have historically adopted building codes that exceed those standards while
complying with the Energy Policy and Conservation Action of 1974. The best practice is to
engage all levels of community stakeholders to right-size a building code policy. The Countyof Marin and Marin Climate and Energy Partnership (MCEP) typically coordinate a triennialeffort to engage County, City and Town staff, and community stakeholders to help develop key
components of a model reach code. This coordination has been used by government staff and
electeds to adopt and implement advanced building codes.
In the transition to all-electric appliances, codes should anticipate the following, which are not
typically considered in today’s codes:
1.From 2027 to 2031, the Bay Area Air Quality Management District (BAAQMD) will
begin phasing out space and water heating gas appliances from being sold or installed
in homes and commercial spaces. In addition, the California Air Resources Board (CARB)
will begin banning gas space and water heaters from being sold statewide starting in
2030.
2.Require building electrical systems to be properly optimized or sized for the anticipatedrapid increase in building electrical needs.
3.Avoid the costly oversizing of electric systems and panels, hence, prefer panel
optimization and efficiency (i.e., work within the existing electrical capacity) over panel
upsizing.
4.Ensure the use of low (e.g., CO2 and nature based) in place of high global warming
potential (GWP) refrigerants in equipment such as heat pumps.
5.Work with Zero Waste Marin (ZWM) to develop and implement disposal protocols forgas and heat pump appliances at end-of-life.
6.Ensure the proper handling of refrigerants at end-of-life such as through EPA 608 certified
technicians.
This and subsequent tasks C3, C4, and C5 illustrate the commitment Marin communities make to
exceed green building standards.
□Task C3 + C4. During 2028, develop an update to model green building reachcodes that all twelve Marin Jurisdictions can adopt and enforce between 2029to 2031.
□Task C5. During 2031, develop an update to model green building reach codesthat all twelve Marin Jurisdictions can adopt then enforce between 2031 to2033.
40
Action D. Access to low-cost energy, electrification, and green financing loan programs.
Potential Implementers LG
CBO
BAYMCEPG&E
MCEP
LEND REAL
CPUC
Objective(s)
•Increase access to existing loan programs for single-family and multi-unit residences as well as
commercial properties.
•Consider the creation of new loan programs as needed.
•Expand existing real estate industry training and education to banks/lenders and Marin
REALTORS.
Equity Considerations
•Green financing programs can benefit LMI and credit-constrained customers who otherwise
may not qualify for traditional home equity loans for upgrades. However, care must be taken to
ensure promoted programs are not predatory and do not put LMI households under additionalfinancial pressure.
•Target promotions and campaigns that benefit LMI households and landlords that serve low-
income tenants.
•Ensure financing is available to households who have poor credit.
•Increase access to zero-interest financing for those who can’t afford to take on loan debt.
Measure(s) of Success
•Increased use of green financing loan programs for building renovation projects.
•Socialized energy efficiency and electrification as valuable offerings by local realtors and
banks/lenders.
Proposed Timeframe
Immediate near-term long-term
Q3 Q4
CY2024 CY2027
Implementation Tasks
□Task D1. Evaluate existing low-cost inancing programs and increase access to residents and businesses through the central hub and promotional campaigns.
Information and resources on financing programs accessible to Marin residents and businesses
will be made available through the central hub. (See Action A.) Continue to expand training and
education of banks, lenders and Marin Realtors through BayREN’s Green Labeling Program so
they may be informed and promote green financing options to clients. A variety of financing
products exist today for different types of residence projects, including:
•The State’s Go Green Financing program.
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' I
41
•Energy Efficient Mortgages/Green Mortgages such as Fannie Mae Green Financing
Loans for single- and multi-unit residences.
•PG&Es zero percent energy efficiency financing program for commercial customers.
□Task D2. Evaluate then consider providing complementary financing optionssuch as a regional tariff on-bill financing program that serves single-family andmulti-unit residences. Determine the feasibility with MCE, PG&E and/or CPUC to launch
a tariff on-bill financing program (upgrades repaid through a tariff added to the utility bill over
time) that is accessible to the regional customer base. While monitoring the potential of an on-bill financing project, also advocate for increasing access to other financing options as needed.For example, in 2021, MCE financed 0% interest home battery loans for residents. Currently,
MCE and PG&Es Agricultural and Industrial (AIR) program provides rebates and financing for
agricultural and industrial customers upgrading equipment.
42
Action E. PG&E to improve infrastructure planning and speed up interconnection
timelines.
Potential Implementers
Objective(s)
•Reduce electric service, interconnection, and energization timelines for buildings.
Equity Considerations
•Work with PG&E to identify areas where interconnection upgrades could be costly to residents
and target infrastructure accordingly especially in underserved areas including rural West
Marin, North Marin, Downtown San Rafael and the Canal, Strawberry, and Marin City.
Measure(s) of Success
•Reduced service, distribution, and energization timelines for housing developments.
Proposed Timeframe
PG&E LG DEV-H DEV-C MCEP CPUC
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□Task E1. Encourage PG&E to meet SB 410 (Becker), “Powering Up CaliforniansAct.” This legislation was adopted October 2023 holding utilities accountable to meeting
prompt grid interconnection and energization timelines. Communities can coordinate an
ongoing effort to communicate with PG&E any delayed projects.
□Task E2. Proactively coordinate with PG&E and owners/developers of projectsthat help with service and distribution planning. Collaboration and communication
with PG&E will increase reliability and reduce interconnection and energization timelines for
new housing. Building owners and local governments, especially when developing multi-unit
housing, should communicate electrical capacity and service needs to PG&E as early as possible
in the planning and design phase. Local governments should work with PG&E to developstandardized communication systems for collecting this information.
□Task E3+E4. Explore funding to collect and analyze PG&E energy data, then,use the data to report countywide electrical capacity needs at the neighborhoodscale. The report can assess existing capacity and project future needs. The report can
also map out existing natural gas infrastructure which can help identify ideal locations for
neighborhood-scale electrification and gas infrastructure decommissioning.
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I I
43
Action F. Grow and improve the quality of a diverse and skilled building energy and
electrification workforce.
Potential Implementers LGBAY
MCEP
CBO MCEAIR CON
MBA TRA EDU REAL LEND TECH
BIZ 3rd
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Objective(s)
•Prepare and develop the existing trades workforce to meet the increased demand for energy
and electrification upgrade services.
•Grow and expand the pipeline of new workers to enter the energy and electrification tradesworkforce.
Equity Considerations
•Support and expand regional workforce development training programs for a more diverse
(women-owned, minority-owned, and non-English speaking) and inclusive trades and contractor
workforce.
•Increase training access to a diverse contractor base by bringing programs closer to or at places
of work.
•Adopt regional workforce development initiatives and implement training programs that
increase job quality, labor standards, and equitable access for all workers in the residential
decarbonization market.
Measure(s) of Success
•Launched new or expanded upon existing workforce development programs that brought
trainings to a diverse contractor base.
•Increased number of contractors engaged through outreach.
•Increased number of contractors that attended trainings and networking events.
Proposed Timeframe
Implementation Tasks
□Task F1. Continue to fund and expand regional workforce developmenttraining programs that benefit a more diverse trades and contractor workforce.
Marin lacks a diverse and qualified contractor base to install energy and electrification projects.
Job market development initiatives such as Rising Sun’s Bay Area Residential Decarbonization
High Road Training Partnership are important to setting high labor standards for the regional
trades and contractor community. Programs such as the LIME Foundation’s NextGEN Trades
Academy is an example of existing training programs that focus on skills and professional
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44
development as well as provide wrap-around services (e.g., transportation subsidies) for a new
and more diverse contractor workforce. These programs should be expanded because they can
result in growing the pipeline of new workers in the building electrification workforce.
□Task F2. Continue growing the pipeline and visibility of regional qualifiedcontractors. The Switch Is On by Building Decarbonization Coalition has direct install
programs (i.e., installations subsidized and performed by pre-qualified and approved
contractors) where contractors may apply to and be placed on a qualified contractors list. Third
party service providers providing concierge services such as QuitCarbon or ReadySet Replace
also have a preferred contractors list. All new and existing contractors should be encouraged to
apply and connect with program administrators to become qualified and listed.
□Task F3. Continue to provide free or subsidized access to training programsfor builders, realtors, lenders, and local building staff. Programs such as BayREN’s
Green Labeling and ongoing training and networking events and PG&E’s Energy Center should
continue to be promoted, encouraged, and made available in-person and online. Free access,
continuing education credit, business development opportunities, and on-the-job worksite
trainings should be offered to incent attendance of contractor and trades professionals, realtors,
lenders, and local building and safety government staff.
□Task F4. Continue to explore and support new partnerships with publicagencies, local governments, businesses, and/or appliance manufacturers thatfocus on expanding technology trainings to small, minority-owned businesses.Local government, BayREN, BAAQMD, TAM, MCE, Marin Builders Association, trade unions,community colleges, community-based organizations, and/or manufacturers can come together
and fund the growth of and increase access of energy and electrification trainings for Marin’s
broader workforce and contractor base.
Bigger, more well-known contractor businesses may have the staff capacity to attend training,
but individual, small-minority owned businesses and contractors typically do not have the same
luxury to attend in-person or virtual trainings. Hence, it will be important to bring trainings to
those that have little time or limited access to attend. For example, manufacturers can lead heat
pump water heater installation trainings at locations including community colleges, showrooms,
and big box stores such as Home Depot.
45
COMMUNITY HIGHLIGHT: NextGen Trades Academy
A community partnership that develops a new workforce
In 2023, spearheaded by the
LIME Foundation, a partnership
consisting of MarinCAN, County
of Marin, BayREN, MCE, and the
Transportation Authority of Marin
co-funded the NextGen Trades
Academy. The academy prepares
young adults (ages 18-24) who
may not have the opportunity
to go to college for well-paying
working the construction trades.
The 2023 program provided 16
Marin students with soft job skills
and general construction, green building, green engineering, and electrification trainings. Each
graduate also receives 18-months of follow-up support in their job search.
For more information, see the LIME Foundation’s NextGen Trades Academy webpage.
46
Action G. Frequent engagement, promotion, and outreach to underserved Marin
residences.
Potential Implementers
Objective(s)
•Expand engagement with underserved communities well after the roadmap is published.
•Expand upon opportunities to increase awareness of policies and programs to community
members using the electrification roadmap as a touchpoint.
•Work with community-based organizations, local government, and public agencies to increase
communication channels with “hard-to-reach” community members.
Equity Considerations
•Support community-led planning such as the Marin Climate Justice Collaborative, which includesthe Canal Alliance and Marin City Climate and Resilience and Health Justice, among othercommunity-based organizations, public agencies, and local governments.
•Target and increase promotional activities in communities with high concentrations of LMI,
renting, and energy burdened households such as in rural West Marin, North Marin, Canal,
and Marin City, among others.
•Partner with the County of Marin’s Health and Human Services to engage and promote access
to hard-to-reach communities through their Community Response Teams that was effective in
disseminating critical information during the COVID-19 pandemic.
Measure(s) of Success
•Increased reach to underserved households and/or businesses according to three measures:
•Number engaged,
•Number applied to programs, and
•Number of energy and electrification projects installed.
•Coordinated a public communications campaign across a variety of Marin community-based
organizations, local governments, public agencies, and businesses, among others.
Proposed Timeframe
LG BAY MCEP CBO MCE TAM
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□Task G1. Build stronger partnerships with Marin community-basedorganizations that increase rebate, incentive, and financing program accessto underserved Marin communities. Underserved households in Marin are the last to
take advantage of subsidies including rebates, incentives, or financing dollars. In addition
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47
to structuring programs that increase benefit to those underserved such as measures like
area median income (AMI), it will be important to increase access through focusing outreach
activities. Community-based organization participation and involvement will be critical to
expand communication to “hard-to-reach” communities.
□Task G2. Partner with and consider funding local community-basedorganizations to communicate energy and electrification programs andcampaigns. Community-based organizations serving Marin City, San Rafael, North Marin and
West Marin, among others, have already built capacity, trust and strong community networks.
Partnering with and compensating such organizations to perform outreach and promotionalactivities can speed up and increase access to energy and electrification rebate and incentiveprograms.
□Task G3. In partnership with community-based organizations, perform anannual evaluation, or as needed, of all roadmap actions to ensure equitableoutcomes. Planned ongoing engagement with community-based organizations should be
a part of the electrification roadmap workplan. Furthermore, review of roadmap actions by
community-based organizations that serve underserved residents can help ensure equitable
engagement and access to benefits.
COMMUNITY HIGHLIGHT: Marin Climate Justice
Collaborative
Inverting the pyramid of power
In May 2023, Canal
Alliance and Marin City
Climate Resilience and
Health Justice launched
the Marin Climate Justice
Collaborative (MCJC), a
3 to 5 year community-
led process co-funded by
Strategic Growth Council
(SGC) and Partners for
Places. In contrast to
traditional government
led planning, MCJC
is a resident-driven,
community-informed
effort where the vision,
priorities, vulnerabilities, and stakeholders are defined by and local decisions about climate health
and resilience are made with leaders from Canal and Marin City communities. MCJC will then
develop healthy community plans that should result in built capacity (i.e., funding, staffing, support
services) for residences, community-based organizations (CBOs), and government. The collaboration
is currently under way. Leadership from residents and CBO’s and partnerships with local government
such as City of San Rafael and the County of Marin will be needed to expand climate program and
policy benefits to underserved communities across Marin.
For more information, visit Marin Climate Justice Collaborative’s formation announcement and SGC
Grantee Profile.
L @ Build capacity in :.ii """"" .
CBOs
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48
Action H. Adopt and implement the Marin Countywide EV Acceleration Strategy.
Potential Implementers
Objective(s)
•Local governments adopt and implement, whole or in-part, strategies of the 2023 MarinCountywide EV Acceleration Strategy.
Equity Considerations
•Partner with community-based organizations to increase access and identify quantity and type of
charging infrastructure needs in underserved communities, if any. Work with partner CBOs and
EV charging installers to minimize potential negative impacts of projects including loss of needed
parking and gentrification of communities.
•Use building codes to require charging capability for all residents with parking spaces in multi-
unit buildings that are affordable and have cost parity with those charging in single-family
homes.
•Increase access to voluntary rebate and incentive programs that subsidize property owners whoupgrade EV infrastructure for LMI households and seniors aging-in-place. In return for receiving
subsidies, landlords must agree to provide tenant protections as part of the terms and conditions
of accepting financial assistance.
Measure(s) of Success
•Adopted all, or in-part, the strategies outlined in the 2023 EV acceleration strategy across all
jurisdictions.
Proposed Timeframe
LGMCEPTAM
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□Task H1. Each jurisdiction should adopt and determine which strategies toimplement as per the 2023 Marin Countywide EV Acceleration Strategy.
---
' '
49
Action I. A time of listing energy assessment (TLEA) policy.
Potential Implementers
Objective(s)
•A residential and/or commercial real estate transaction will trigger an energy assessment (akaenergy audit) and disclosure at the time the property is listed.
•Incentivize and/or require energy assessments to baseline and increase the energy efficiency of
aging building stock.
•Design a policy where the seller and buyer find value in performing an energy assessment.
Equity Considerations
•Support and encourage the use of local, legacy, minority, woman-owned and/or BIPOCbusinesses to conduct energy assessments for homeowners.
•Minimize impact to LMI and energy burdened houses such as in rural West Marin, North Marin,
Downtown San Rafael and Canal, Strawberry, and Marin City.
Measure(s) of Success
•Standardized energy assessments as a part of inspection reports and disclosures.
•Increased the number of buildings receiving energy assessments.
•Held community stakeholder meetings between local government, realtors, and community-based
organizations to help shape and phase-in a right-sized policy.
Proposed Timeframe
REAL LG CBO BAY MCEP
Immediate near-term long-term
Q1 Q4
CY2026 CY2031
Implementation Tasks
□Task I1. Conduct a feasibility study to implement an energy assessment andcode compliance check at the time a real estate transaction. A feasibility study
should first be conducted. First, the study should start with a survey to understand a right-sized
policy for the community. Engagement with Marin REALTORS and other individual realtors
should be conducted with the objective of listening and learning. In the meanwhile, a policy
review of model jurisdictions such as City of Berkeley (Time of Listing Ordinance) and City of
Davis (Time of Compliance Check Ordinance) and an estimation of communitywide energy
saving and GHG reduction potential should be conducted.
Second, the study should then assess how to best integrate BayREN’s Home Energy Score (HES)
program as the approved scoring system15. Subsidies to perform the work are currently available
and qualified contractors are listed on the Switch Is On incentives webpage.
15 BayREN’s HES is based on an energy scoring system developed U.S. Department of Energy. BayREN HES program is currently the most widely used to perform energy assessments in the SF-Bay Area. It has recently been approved by the California Public Utilities Commission to launch statewide beginning in 2026.
-----
' '
50
Third, consider the following mechanisms to ensure effective implementation:
1.Type of data acquired (i.e., from Assessor’s, Zillow, and/or Redfin) to track when a
property is listed,
2.In addition to an energy score, also assess other types of code compliance checks to
conduct as determined by the building official,
3.A refundable transfer tax to ensure compliance,
4.Reduce lead times to perform assessments, and
5.Minimize excess costs and timelines disproportionate to the overall cost and closing of areal estate transaction.
Lastly, local or regional government should determine which department(s) should implement,
then, evaluate the staff capacity and funding available to enforce such a policy.
□Task I2. If feasible and staff capacity is in place to enforce, identify a Marinjurisdiction(s) to pilot the implementation of a TLEA policy. It is difficult to get a
consistent policy countywide because each of Marin’s local jurisdictions (12) would need to
separately adopt a policy. Instead consider a pilot of one or two jurisdictions. In addition,
consider starting with a voluntary TLEA policy. That is, incentivize by subsidizing and notrequiring an assessment as part of the initial launch. This should allow time to assess how themarket will react, iron out any implementation wrinkles, quantify potential savings, and whether
requiring an energy assessment will be necessary and impactful.
□Task I3. If feasible and staff capacity remains in place to enforce, continueimplementing a TLEA policy and expand to other Marin jurisdictions as needed.
Marin local governments have a long history of modeling and sharing policy and program
learned lessons with each other. If a pilot proves successful in one or two jurisdictions, then,
other jurisdictions should consider adopting a similar policy. Scaling countywide will create
more policy and market consistency.
51
Action J. A neighborhood scale electrification and gas infrastructure decommissioning
project.
Potential Implementers
Objective(s)
•In contrast to the typical “appliance-by-appliance” or “house-by-house approach,” neighborhoodscale electrification can demonstrate the feasibility of pooling a community’s resources bydecarbonizing entire neighborhoods, street segments, or developments.
•Reduce a neighborhoods total cost of installation, increase ratepayer savings, and ensure
reliability and safety by decarbonizing at scale.
•Decommission gas piping infrastructure so that it does not become a stranded and expensive
asset for communities to maintain and subsidize.
Equity Considerations
•Evaluate prioritizing a pilot in underserved neighborhoods, a demographic typically left out fromrealizing the benefits of decarbonization. This includes communities such as LMI, hard-to-reach
households, renters and energy burdened communities or developments such as in rural West
Marin, North Marin, Downtown San Rafael and Canal, Strawberry, and Marin City.
•Ensure funding is available for deferred maintenance in addition to energy and electrificationupgrades.
Measure(s) of Success
•Procured funding to evaluate and engage a community to consider a project.
•Procured funding and launched a pilot within one of 12 Marin Jurisdictions.
Proposed Timeframe
PG&E RES LG MCEP CBO DEV-H
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□Task J1. Support, as needed, Building Decarbonization Coalition’s (BDC) effortto expand neighborhood scale electrification projects statewide. Building
Decarbonization Coalition is a member-driven, non-profit organization that brings together
industry and government looking to eliminate fossil fuels in buildings. BDC has released aneighborhood scale decarbonization brief and is working to align existing State policy andprioritize funding to support statewide neighborhood scale electrification projects. Local and
regional government as well as community-based organizations can, for example, write letters of
support as need arises.
□Task J2. Evaluate feasibility and funding resources, then identify a locationto pilot a neighborhood-scale electrification demonstration project anywherewithin the 12 jurisdictions across Marin. Neighborhood scale electrification will require
all property owners within a neighborhood or development to agree to participate in a project.
A project will require a community’s willingness and time. Funding from a variety of community
------
I I
52
stakeholders and resources will also be required. Funding must first be procured to assess the
feasibility of launching a pilot and to carefully choose a location based on criteria that is fair
and equitable.
□Task J3. If appropriately funded and staff capacity is in place, develop andimplement a pilot neighborhood-scale electrification demonstration project. The
pilot project will require funding, separate from the feasibility study, likely in the form of grants
from the State level – pending BDC and other entities’ success in lobbying the State to support.
Still, at this point, even if one property owner backs out of the pilot, the project will be at risk of
not moving forward16.
□Task J4. If successful and more funding is procured, continue implementingneighborhood-scale electrification pilots in other locations across Marin.
16 In California, regulated utilities, such as PG&E, have an “obligation to serve” which ensures that the utilities offer
service to anyone who requests it in their service territory. This can result in one hold-out gas user preventing the whole
neighborhood scale project from moving forward. More information is available in the Building Decarbonization Coalition
report “Decarbonizing the Obligation to Serve.”
Marin County’s Building Electrification Roadmap
4.0 Appendices
Marin County’s Building Electrification Roadmap
4.1 Appendix A
Building Stock and Equity Analysis
-~------------ft ------ - - - - - - - - -
Residential Building Inventory and Equity Analysis Highlights
GHG Emissions
26% of GHG emissions
come from the consumption of
gas in buildings.
Housing Stock
Nearly 75% of gas emissions
in buildings come from gas
consumption in residential buildings.
Over 1/2 million
“machines” including vehicles,
appliances, and heating systems
will need to be electrified to meet
our climate reduction targets.
71% of the residential building
stock is comprised of single-family
homes, and 82% of these homes
are owner-occupied making them
easier to electrify because owners
can directly benefit from the
change.
Approximately 75% of homes
were built before 1980 meaning
they are more likely to need
electrical panel upgrades and may
be prime candidates for income
qualified incentive and rebate
programs.
Approximately 6% of homes
were built after 2000 and may
already have air conditioning which
eliminates one of the benefits of
switching to a heat pump system.
17,000+ homes built
between 1980 and 2000 are in
the “sweet spot” for electrification
opportunities because they likely
have 200-amp service and aging
appliances, and systems in need of
replacement.
Equity
1 in 3 households across
Marin are below the statewide
median income of $78,672 of
which the majority are renters.
6% of low-income
residences across West Marin
experience energy burden
compared to Marin’s overall
average of 1%. Due to a lack
of gas infrastructure piped
in via PG&E, West Marin
residences rely mainly on the
purchase of more expensive
bottled gas and fuel oil as
the primary source to heat
their homes making them
more vulnerable to supply
chain disruptions during
emergencies.
57% of all renters in Marin
County are in the extremely
low, very low, and low-income
categories.
10% of Marin’s populations
are considered disabled with
high concentrations in San
Margarita Valley, Novato,
East to Downtown San Rafael,
Marin City, Greenbrae, and
Tiburon. When overlaid with
Social Vulnerability data, San
Margarita Valley, Novato, East
to Downtown San Rafael,
and Marin City are most
likely sensitive to utility
price changes
and building
upgrade costs.
56
Building Stock Analysis
A building inventory report was completed November 2023. The report summarizes findings from
performing a residential and commercial building stock analysis across all twelve of Marin’s City,
Town, and County jurisdictions. Analyses performed separately for each jurisdiction is available upon
request by contacting greenbuilding@marincounty.gov or christine.o@comcast.net.
Building Analysis Summary
I.Building Stock Analysis
MCEP has prepared a study of all residential and commercial buildings countywide and
for all twelve Marin jurisdictions.
The study shows the following:
1.GHG emissions from natural gas (referred to herein as “gas”) consumed
2.Housing tenure
3.Age of building (year built)
4.Type of residential building (single-family, multifamily, etc.)
5.Type of commercial building (retail, restaurant, lodging, industrial, etc.)
6.Gas consumption by end use (space heating, water heating, cooking, etc.)
7.Type of electrification needs (water heating, space heating, cooking, etc.)
8.Number of homes that need to be electrified
II. Countywide Summary of Facts and Observations
•26% of GHG emissions come from the consumption of gas in buildings. It is
essential to reduce these emissions if we are to meet our 2030 emission reduction
targets.
•Over ½ million appliances, equipment and vehicles will need to be electrified
to meet our climate reduction targets.
Residential Building Analysis
•Nearly three-quarters of gas emissions come from residential buildings.
Focusing efforts on this sector is critical to meeting reduction targets.
•71% of the residential building stock is comprised of single-family homes, and
82% of these homes are owner-occupied. These 60,000 homes might be
easier to electrify because the people who own them can make the decision to do
so and they will benefit from the change.
•Approximately three-quarters of homes were built before 1980. Unless
subsequently remodeled, these homes are more likely to have a 100-amp
electrical panel that needs to be upgraded to accommodate a heat pump heating
system or heat pump hot water heater. This adds to the cost of the project.
•Approximately 6% of homes were built after 2000 and may already have air
conditioning (which eliminates one of the benefits of switching to a heat pump
heating system) and/or an instantaneous hot water system (which may be
installed in a smaller space that does not accommodate a larger heat pump hot
water heater).
•The “sweet spot” for electrification opportunities may be the 17,000+ homes
built between 1980 and 2000 because these homes are more likely to have 200-
amp service and aging appliances and systems in need of replacement. Of these,
approximately two-thirds are single family homes and/or are owner-occupied.
•The study suggests countywide efforts should be focused on retrofitting
water heaters first.
1.Consider the following percent of countywide homes that need to electrify
their appliances:
81% water heating
80% space heating
73% ranges/ovens
42% clothes dryers
4% pool heating equipment
3% spa heating equipment
2. Consider how gas is used in countywide homes:
58% water heating
32% space heating
5% cooking
2% clothes dryers
2% pool and spa heating equipment
1% other uses
Commercial Building Analysis
•26% of gas emissions come from consumption in commercial buildings.
•Nearly half of commercial gas is used for space heating and one-third is
used for water heating. Consider how gas is used in commercial buildings:
47% space heating
32% water heating
10% cooking
9% processing
1% cooling
1% other uses
•Approximately 60% of commercial buildings were built between 1941 and
1980. These buildings are most likely at or near the end of their useful life and are
prime candidates for electrification when redeveloped. (Note that 15% of the
buildings in the dataset did not indicate the year built). Consider the year
commercial buildings were built:
Before 1901 – 3%
1901-1920 – 9%
1921-1940 – 10%
1941-1960 – 24%
1961-1980 – 35%
1981-2000 – 15%
2001-2020 – 3%
After 2020 – 1%
III.Data Sources and Methodology
•The residential building analysis utilizes the best available data from:
1.US Census Bureau’s American Community Survey (2021 5-year
estimates),
2.Department of Finance’s E-5 Housing Estimates (2022), and
3.California Residential Appliance Saturation Survey (2019).
•The commercial building analysis utilizes the best available data from:
1.California Commercial End Use Survey (2006)
2.CoStar (2023), a private, subscription-based company that provides
commercial real estate data. Note that CoStar reports ‘Rentable Building
Area”; buildings and spaces that are not rented, such as most schools and
public facilities, are underrepresented in the dataset.
3.15% of the buildings from the CoStar dataset did not indicate the year
built, and thus was excluded from the Year Built analysis.
•The numbers provided in the analysis are estimates only.
Marin Countywide
Building Inventory Analysis
MARIN
CLIMATE;:
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PARTNERSHIP
Disclaimer
Many of the tables in this report are sourced from data from the Census Bureau’s American
Community Survey (ACS), the California Residential Appliance Saturation Survey, and the
California Commercial End-Use Survey, all of which are surveys and as such, are subject to
sampling variability. This means that data is an estimate, and that other estimates could be
possible if another set of respondents had been reached. We use the five-year release of the ACS
to get a larger data pool to minimize this “margin of error” but particularly for the smaller cities,
the data will be based on fewer responses, and the information should be interpreted accordingly.
We also use data from the California Department of Finance (DOF). Data used in these estimation
models come from administrative records of several state and federal government departments
and agencies, and from the local jurisdictions for which the DOF produces population estimates.
We also use data from CoStar, a subscription-based private company that provides commercial
real estate data and analytics. CoStar reports data on building use, building age, and rentable
building area, which is compiled from sales, lease, and loan information and well as public records
like assessor data. Data is incomplete for some properties and may contain errors. Public facilities
are not represented unless they are rented or contain space that is rented.
MARIN
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P A R T NER S HIP
Marin Countywide GHG Emissions 2020
Built Enviroment - Electricity
5%
Passenger Vehicles
43%
Medium and Heavy Duty
Vehicles
10%
Public Transportation
1%
Waste
4%
Water & Wastewater
<1%
Off-Road
2%
Residential Natural Gas
19%
Non-residential Natural Gas
7%
Propane
<1%
Agriculture
9%
Total Emissions
1,400,209 MTCO2e
Source: Marin Climate & Energy Partnership
MARIN
CLIMATE
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~N~RGY
P A R T NER S HIP
Natural Gas Share of GHG Emissions 2020
44%
14%
30%
19%27%
19%
52%
27%
16%18%
31%
18%19%
4%
5%
4%
8%
6%
7%
4%
5%
8%10%
4%
6%7%
0%
10%
20%
30%
40%
50%
60%
Natural Gas Emissions as Percent of Communitywide Emissions
Residential Nonresidential
Source: Marin Climate & Energy Partnership
e, ~ K~+ ~ ':::,..e,4-~o be, 0 ~ .~o o<::-~..'\ ~,?:f or§-orb ·~ N?~ ~:§. s~ <J;;-0 V'~ ~~e ~ ~ ~.::;,e-~1> «.~ ~o ~" <J:.~ v' ,(~ o"' ~~ ,§-$ 0(.) q;,e x.,e-'v ~~ ">~<::-<-:,'l> o"' ~e;
~o' <-:,'l> ~~ (.)
0 5..~ o<-~ ~'l> v ~~ ~
■ ■
Gas (Natural) Consumption by End Use
Space Heating
32%
Water Heating
58%
Dryer
2%
Range/Oven
5%
Pool & Spa Heating
2%Misc
1%
Heating
47%
Water Heating
32%
Cooking
10%
Processing
9%
Cooling
1%Misc.
1%
Residential Commercial
74% / 26% of Countywide Gas Consumed
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019); CoStar (2023); California Commercial End-Use Survey (2006).
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9
Over ½ Million
Appliances,
Equipment and
Vehicles to
Replace
89k space heaters
91k water heaters
82k stoves/ovens
47k dryers
9k spa/pool pumps
Commercial water heaters, furnaces,
boilers and other equipment (cooking,
pool, dryers, etc.)
176,000 light-duty vehicles
19%
7%
43%
11%Medium and heavy-duty vehicles
How many need to
be electrified?
% Total
Emissions
2%Construction, landscaping and agricultural
off-road vehicles and equipment=
1. Residential Building Inventory Analysis
Residential
Natural Gas
Emissions
74%
Non-
residential
Natural Gas
Emissions
26%
Housing Counts by Type
Marin County has
~112,000 housing units
71% are single family
82% of single-family
homes are owned
84% of multifamily
homes are rented
Source: American Community Survey (2021)
60,473
4,488
12,892
24,272
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Single Family Multifamily
Tenure by Housing Type
Owned Rented
MARIN
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■ ■
Housing Counts by Vintage and Type
Marin County has
~112,000 housing units
71% are single family
82% of single-family
homes are owned
84% of multifamily
homes are rented
More likely to need
panel replacement 200A Service Instantaneous Gas Water Heaters
Has AC
Source: American Community Survey (2021)
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
1939 or earlier 1940 to 1959 1960 to 1979 1980 to 1999 2000 to 2019 2020 or later
Vintage by Housing Type and Tenure
Mobile Home
Multifamily Rented
Condo Owned
Single Family Rented
Single Family Owned
MARIN
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P A RT N~RS H I P
■
■
■
■
■
How many homes will need electrification measures?
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019)
Water Heating
91k water heaters
need replacement
81% of homes
Space Heating
80% of homes
89k heaters need
replacement
Cooking
73% of homes
82k cooktops/ovens
need replacement
Dryers
42% of homes
47k dryers need
replacement
Pool Heating
4% of homes
4.4k pool heaters
need replacement
Spa Heating
4% of homes
4.9k spa heaters
need replacement
Residential Gas Consumption by End Use
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019)
Space Heating
32%
Water Heating
58%
Dryer
2%
Range/Oven
5%
Pool & Spa Heating
2%Misc
1%
51,680
59,900
32,990
49,43049,434
3,370 4,020
11,020
12,770
7,030
10,540
3,910
2,570
900
3,160
21,130
13,890
4,840
17,080
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
Space Heating Water Heating Dryer Range/oven Pool Heating Spa Heating
Gas Equipment by Housing Type
Mobile Homes
Multfamily Rented
Multifamily Condo
Single Family Rented
Single Family Owned
Scale of Electrification by Housing Type
89,110 90,800
46,650
81,920
4,410 4,900
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019)
Numbers may not add due to rounding
MARIN
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-
-
■
■
■
■
■
Electrification Needs by Housing Type
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Single Family Town Homes Two to Four Five Plus Mobile Homes
Percent of Homes with Electrification Needs by Housing and
Equipment Type
Space Heating
Water Heating
Dryer
Range/oven
Pool Heating
Spa Heating
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019)
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■I I
■
■
■
■
■
■
2. Commercial Building Inventory Analysis
Residential
Natural Gas
Emissions
74%
Non-
residential
Natural Gas
Emissions
26%
Gas Consumption By End Use in Commercial Buildings
Sources: CoStar (2023); California Commercial End-Use Survey (2006). CoStar data reports Rentable Building Area and underrepresents public facilities and schools
Heating
47%
Water Heating
32%
Cooking
10%
Processing
9%
Cooling
1%
Misc.
1%
MARIN
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Gas Use By End Use and Commercial Building Type
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
Heating Water Heating Cooking Processing Cooling Misc.
Small Office (<30k ft2)
Large Office (>=30k ft2)
Retail
Restaurant
Health
Lodging
Industrial/Warehouse
Miscellaneous
Sources: CoStar (2023); California Commercial End-Use Survey (2006). CoStar data reports Rentable Building Area and underrepresents public facilities and schools
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■
■
■
■
■
■
■
■
Commercial Buildings Year Built
Sources: CoStar (2023); approximately 15% of buildings do not have Year Built data
3%
9%10%
24%
35%
15%
3%
1%
0
100
200
300
400
500
600
700
800
900
1000
Before 1901 1901-1920 1921-1940 1941-1960 1961-1980 1981-2000 2001-2020 After 2020
MARIN
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77
Building Equity Analysis
A Building Equity Report was completed June 2024. The report analyzes demographic data across all
twelve of Marin’s City, Town, and County jurisdictions.
Building Electrification Equity Analysis
Introduction 78
Race and Social Equity 78
Purpose 79
Background 80
Key Indicators 81
Social Vulnerability 82
Income 86
Rent Burden (Multi-unit Properties)87
Energy Burden 90
Age and Disability 91
Equity Challenges and Solutions 94
Case Studies 97
City of Santa Monica: Community Engagement and Equity Principles 97
City of Berkeley: Centering Equity and Guardrails 98
Conclusion 98
78
Introduction
Building electrification is a key policy across California to reduce greenhouse gas
(GHG) emissions and save energy for the consumer. Developing an electrification plan,
or roadmap is prudent because it will prepare the community for this rapid and inevitable
transition.
This study examines the impacts of building electrification through an equity lens,
aiming to ensure an inclusive transition away from natural gas (also referred to as “gas”
herein) to all-electric buildings. Within the context of this report, the term “electrification”
and “all-electric" also includes energy efficiency (e.g. insulation) upgrades.
Race and Social Equity
This report uses the term “equity” or “equitable” often. Equity can be defined as
“the just and fair inclusion into a society in which all can participate, prosper, and reach
their full potential” (Marin County Office of Equity, 2022). However, society has been
systemically unfair and not inclusive to all, especially the disparate treatment to people of
color. Disparities are exacerbated especially with catastrophic events such as pandemics
or climate change. Hence, it is best practice to lead with race (people of color) when
assessing climate policies or programs through an equity lens.
This building electrification equity analysis is leading with an equity lens. It also
considers intersectionality between race and other forms of marginalization. The
interconnected nature of social categorizations (e.g., income, age, disabilities, housing
burden, level of education, etc.) can create overlapping and interdependent systems of
discrimination and disadvantage. When race is intersected with any other disadvantaged
social categorization, the outcomes for that individual or group are worse. If not designed
to advance racial and social equity, a building electrification strategy or action will be
less likely to succeed in reducing disparate impacts to communities of color.
79
The use of census data is well established practice to best analyze race and social
indicators across census tracts. An example of local governments accounting for race and
social indicators is in the development of housing elements. California AB 686 (2017)
requires housing elements to include an analysis of barriers that restrict access to
opportunity and a commitment to specific meaningful actions to affirmatively further fair
housing (AFFH)1. Housing elements are required to identify impacts of systemic issues
such as residential segregation, housing cost burden, and unequal educational or
employment opportunities to the extent these issues create and/or perpetuate
discrimination against protected classes2. In alignment with the County of Marin’s 2023-
2031 Housing Element (County of Marin Community Development Agency Housing and
Federal Grants Division, 2023) this study will analyze data characteristic of similar
geographic populations such as race, low-moderate income (LMI) households especially
those cost burdened3 and/or energy burdened4, and/or other vulnerable communities5
across Marin. For context, these populations will be referred to herein as “underserved.”
Purpose
The purpose of this study is to analyze the impacts of building electrification on
underserved populations across Marin, countywide. It will analyze 2020 census data,
overlay geographic locations to identify key communities/areas to consider deployment
1 “Affirmatively furthering fair housing” is defined to mean taking meaningful actions that “overcome
patterns of segregation and foster inclusive communities free from barriers that restrict access to
opportunity” for communities of color, persons with dis abilities, and others protected by California law.
2 A protected class is a group of people sharing a common trait who are legally protected from being
discriminated against on the basis of that trait.
3 According to HUD, affordable housing costs should equal 30% or less of a household’s
Income. See https://www.huduser.gov/portal/pdredge/pdr_edge_featd_article_092214.html.
4 According to Dept. of Energy, the disproportionate percentage of income spent on energy costs. See
https://www.energy.gov/scep/slsc/low-income-community-energy-solutions.
5 Vulnerable populations are best described as seniors aging-in-place, youth, unhoused or marginally
housed residents, non-English speaking people, immigrants, people with disabilities, people who are
socially isolated, and people with pre-existing health conditions.
80
of focused strategies. It will offer some policy and program approaches that target these
communities but will stop short of recommending actual actions. Actions will be co-
developed with members of the community as part of the countywide building
electrification roadmap. This study does not:
1.Imply one community should be preferred over another,
2.Assess the commercial building stock,
3.Include the building stock inventory and characterization study6, which was
conducted separately from this report, and
4.Put forth solutions needed to overcome equity challenges when electrifying.
Rather, this study analyzes key equity indicators, then recommends best practices
policymakers, public agencies, or community-based organizations may want to take so
they may bolster services to and reduce any unintended consequences a policy or
program may have on underserved communities.
Background
The objective of an electrification plan is to put forth actions that reduce carbon
emissions in buildings by shifting from gas to all-electric energy sources. This includes
changes like installing or decommissioning existing gas infrastructure and/or replacing
gas appliances with high-efficiency all-electric appliances in buildings. In the process of
creating new policies and implementing an electrification plan, it is important to
recognize and address the needs of often overlooked underserved community members.
Alongside an electrification plan, an equity analysis can evaluate demographic data to
6 County of Marin Community Development Agency, Sustainability Division. 2023. Residential and
commercial building stock inventory available at
https://www.marincounty.org/depts/cd/divisions/sustainability/electrify -marin/green-building-
development/electrification-roadmap/building-inventory-equity-analysis.
81
surface existing inequalities and enable equitable access for households to take steps
toward home electrification.
Home electrification and energy efficiency building upgrades may be feasible for
higher-income and property-owning residences but may not be feasible for lower income
and underserved residences. Areas with a higher number of rentals, lower and fixed
income, and/or populations with disabilities, health conditions, or impairments can be
considered underserved. These communities tend to see lower rates of building upgrades
and higher rates of deferred and necessary maintenance (i.e., dry rot, termite damage).
Data will be collected on these equity-priority communities countywide including, but not
limited to, commonly known underserved communities such as Northern Novato, the
Canal District, Marin City, and West Marin. Implementing an electrification plan would
especially be challenging for these communities because of cost barriers and adequate
access to resources.
Key Indicators
This study will analyze Marin’s community, geographic, and demographic data
using six indicators across all census tracts:
1.Social Vulnerability (includes a variety of indicators)
2.Household Income (Median)
3.Rent Burden (Multi-Unit Households)
4.Energy Burden
5.Age
6.Disability (includes a variety of indicators)
These indicators will help identify areas across Marin County that may face
barriers to electrifying and upgrading to more energy-efficient homes. Analyzing these
areas can surface appropriate and equitable electrification and home upgrade strategies.
82
Social Vulnerability
Social vulnerability can be measured the Social Vulnerability Index (SVI). By
identifying vulnerable areas in Marin using this measure, we can better understand a
community’s sensitivity to potential utility rate changes.
Levels of social vulnerability across Marin are delineated by census tract. It is
based on 2020 Center for Disease Control (CDC) and Agency for Toxic Substances and
Disease Registry (ATSDR) data. On a scale of 0.1 to 1.0, the higher the social
vulnerability, the greater the risk of that community being put at a disadvantage if
electrification policies and programs are not designed and implemented effectively. The
CDC and ASTDR use multiple variables to index or measure social vulnerability:
●Socioeconomic Status
○Below 150% poverty
○Unemployed
○Housing cost burden
○No high school diploma
○No health insurance
●Household Characteristics
○Aged 65 & older
○Aged 17 and younger
○Civilian (Person) with a disability
○Single-parent households
○English language proficiency
●Racial & Ethnic Minority Status
○Hispanic or Latino (of any race); Black and African American, not Hispanic
or Latino; American Indian and Alaska Native, not Hispanic or Latino;
Asian, not Hispanic or Latino; Native Hawaiian and other Pacific Islander,
83
not Hispanic or Latino; two or more races, not Hispanic or Latino; other
races, not Hispanic or Latino
●Housing Type & Transportation
○Multi-unit structures
○Mobile homes
○Crowding
○No vehicle
○Group quarters
In contrast to census tracts with the lowest levels of social vulnerability (areas such
as Mill Valley, Tiburon, and Belvedere), tracts with medium-high levels of social
vulnerability are concentrated in the following (Figure 1):
1.Canal District in San Rafael (0.96),
2.St. Vincent’s in San Rafael (0.78),
3.Downtown Novato (0.75), and
4.Marin City (0.70)
84
Figure 1. Social vulnerability index by census tract in Marin County.
Social
Vulnerability
(0.21)
Social Vulnerability Index
~ . . .
Low Low-Medium Medium-High High
0.01 ------------. 0.96
--!l'!lf1.!IZ3
85
Comparing the SVI map with an income distribution map, we find that lower-
income areas and areas with higher social vulnerability overlap (Figure 1 and Figure 2).
These overlaps include Canal District in San Rafael, Marin City, Downtown Novato, and
St. Vincent’s in San Rafael. The social vulnerability map and the low-income map together
illustrate where the greatest need is for equity-based strategies.
Figure 2. 2020 median income by census tract in Marin County (Census Bureau, 2020).
OollarsS
Income
(Median)
(2 . ---~
Lowest Highest
Statewide • • • D D
78 ,672 62k-88.4k 88.4k-117k 117k-t45k 1451<-1721< 172k-250k
n.i..-...,an-1, -"~o,,iyc 0.11.... °""""""~'-s.-."'p-t~ c Coo .....,.0.-1,., ;1,~,0-..s ......... .,s
c-~11.2020~.-1,wffl 2021~(('r"I"'.,....~~~ r..r,1 .. ~2s,1• ~11"'~~·"-d-e-'-. t2Mofflk lt/1112CZ?
86
Income
Low to Moderate income households often have limited access to financial
resources and lack qualifying credit to finance building envelope and appliance
upgrades. By identifying income constrained communities using census data, we can
better understand a community’s economic well-being.
According to the 2020 Census, the Statewide median household income was
$78,672, which puts upwards of 33% of households across Marin County below this
threshold (Figure 2):
1.West Marin ($62-117k),
2.Novato’s Downtown ($62-117k),
3.Marin City ($62-88.4k),
4.Strawberry ($62-117k),
5.Households around Marin General ($62-88.4k),
6.San Rafael’s Downtown ($62-117k), and
7.San Rafael’s Canal District ($62-88.4k)
Families with a lower median income tend to be clustered together. This is partly a
result of historic redlining and restrictive deed covenants. It is also driven by the high cost
of housing in many parts of Marin County. This makes the option of choosing to move out
of these underserved communities difficult. For context, in California the 2020 median
household property value was $538,500 compared to Marin County at $1,050,000.
Finding ways to increase access to incentives and affordable ways to finance
building upgrades to these communities in Marin will be critical to accelerating
electrification and energy efficiency projects. Policymakers and community-based
organizations countywide can develop policies and programs that reduce barriers to
accessing resources. Direct and tiered financial resources to reduce upfront costs to
87
electrification among low-income households are commonly used tactics. Non-financial
resources such as wrap-around services should be used. This includes:
1.Technical support for installs,
2.Improving access to rebates and incentives so that LMI households can
benefit,
3.Considering geographically targeted policies, and
4.Accelerating training programs for a more skilled and diverse contractor
and workforce base.
Rent Burden (Multi-unit Properties)
Residents and individuals who live in multi-unit housing can face a variety of
challenges in making changes to their buildings. By identifying concentrations of renters
using census data, we can better understand a community’s housing security and
potential need for housing assistance and subsidies.
In many cases, renters have limited control over building equipment, technology,
and where their energy sources come from because of the nature of their lease
agreements. Challenges can range from restricted decision-making to financial constraints
that often lead to deferred maintenance and discourage appliance and mechanical
system upgrades. Additionally, the lack of access to information about the benefits of
building energy efficiency and electrification upgrades to both renters and their landlords
further exacerbates the issue of deferring basic repairs. Therefore, it is important to
reduce the barriers both renters and landlords face when upgrading their buildings.
Landlords can face challenges when upgrading their buildings. Financial concerns,
including upfront costs and return on investment, can be deterrents to performing building
upgrades. Additionally, landlords may be uncertain about the compatibility of existing
infrastructure with electric systems and the potential disruption on operations upgrades
88
can cause during the conversion process. Because renters often pay the electric bill
directly, electricity bill savings may not benefit the landlord.
For renters, a major issue to consider is that when landlords undertake
improvements, it has the potential to contribute to displacement. This is because there is
lack of stronger renter protection in Marin. This can enable landlords to justify raising the
rent, temporarily moving tenants out of the property, and/or using substantial remodel
loopholes to evict tenants.
The 2020 United States Census Bureau data shows a contrast between owner and
renter income levels by census tract in Marin County (Figure 3 and Figure 4).
Approximately one-third of Marin residents are renters. In 2022, nearly 44% of renters
have spent over 35% of their income on rent alone rising 3% since 2020 – the early days
of the pandemic7. This leaves very little for discretionary expenses, let alone expenses for
building upgrades. Furthermore, nearly three of every five renters (57%) in Marin are
considered to be extremely low, very low, and low income (15% - 80% AMI). These
renters stretch across the following geographic areas:
1.Northern to Central Coastal Marin,
2.Northern Novato,
3.San Rafael-Canal,
4.Strawberry,
5.Marin General, and
7 County of Marin Community Development Agency, Marin Compass. Housing affordability for
homeowners and renters. Dashboard accessed online, 7/15/2024. Available at
https://data.marincounty.org/stories/s/Housing-Affordability-in-Marin/eixh-kvn2/.
89
6.Marin City
We can encourage and incent landlords to embrace building electrification as a
long-term investment that benefits both their tenants and their bottom lines in these
geographic areas. In contrast, those that own their homes tend to have higher incomes
than those that rent (Figure 3). Hence, renters will face more financial barriers as well as
lack decision making authority when it comes to electrifying and upgrading their homes.
Figure 4. 2020 Median owner’s income by
census tract in Marin County.
Figure 3. 2020 Median renter’s income by
census tract in Marin County.
Dob,$$
West
Marin
Income
(Owner)
Lowest Highest
Statewide • • • L I
78.672 72k•93k 93k-123k 123k•1 45k 145k•197k 19'11<·250k Oolla,. S
Income
(Renter)
Lowest Highest
Statewide ••• n
78,672 354k-93k 93k•123k 123k-145k 145k-197k 197k-218.4k
90
Energy Burden
Energy burden is the disproportionate percentage of income spent on energy
costs8. The Department of Energy created a Low-Income Energy Affordability Data (LEAD)
mapping tool, allowing policy and program-makers to make data driven decisions based
on LMI household energy characteristics. By identifying concentration of energy burdened
areas using the LEAD Mapping tool, we can better understand a community’s energy
security and potential need for energy efficiency programs and other utility related
assistance. Broadly speaking, low-income households tend to experience energy burden
more because their income is more sensitive to price changes relative to more affluent
households.
The national average energy burden for low-income households is 6% (AMI of 0-
80%)9; three times higher than that for higher-income households, which is estimated at
2%. Most of Marin falls below (1%) the national and state energy burden average, which
is at 2%; however, this average mask energy burdens felt within specific communities
across Marin. LMI residences (0-60% AMI) in West Marin face a slightly higher energy
burden (5%) compared to LMI residences across the rest of Marin County (4%). Because
there are relatively few renters in West Marin, much of the burden falls on LMI owners of
properties. This likely reflects a vulnerable population that may be asset rich but aging-in-
place with fixed incomes. In addition, there is no infrastructure that pipes gas across rural
West Marin. Thus, West Marin residences, especially those in the 0 to 60% AMI, face a
higher energy burden because of their reliance on the purchase of more expensive
bottled gas and fuel oil as the primary source to heat their homes. Ultimately, it will be
important to work with community-based organizations and MCE to increase access to
8 Department of Energy. Low-income Energy Affordability Data (LEAD) tool and community energy solutions.
Accessible online at https://www.energy.gov/scep/slsc/low-income-community-energy-solutions.
9U.S. Department of Housing and Urban Development. Income limits. Accessible online at
https://www.huduser.gov/portal/datasets/il.html.
91
subsidized incentives and programs (e.g., solar + energy storage and heat pump water
heater rebates, among others) for West Marin residences to lower their energy burden.
Age and Disability
People with disabilities and seniors aging-in-place may face barriers to electrifying
their homes. By identifying areas with high concentrations of those disabled and aging-in-
place, we can better understand a community’s sensitivity to price changes, are likely in
need of exceptions to building requirements, and./or are prime candidates for hands-on,
turnkey assistance to access the technical complications of implementing electrification
and energy efficiency subsidy programs.
For example, those on a utility medical baseline rate rely on electricity for essential
medical equipment such as breathing devices, medication refrigeration, and life support
apparatus. Seniors, who may not currently live with a disability, likely live on fixed
incomes. This group could also perceive electrification as costly. These practical and
Figure 5. Disability overlaid with Social Vulnerability Index (SVI) by census tract in Marin County.
•
•
ACS Disability by Type Variables CDC/ATSDR Social Vulnerability
Centroids Index 2020 USA
Tract
Percent of popu lation with a
disability
• > 19%
, 13%. nat.onal average
• <6%
Population with a d1sab1lity
> 3,000
2.500
1,700
1,000
< 500
sv,2020 us tract
Overall percenule ranking
~ 0.7501 1.0000
~ 0 5001 0.7500
0 2501 O.S000
0.0000 0.2500
No Data
92
financial barriers make it challenging for Marin residences aging-in-place from embracing
electrification upgrades.
About 10% of Marin’s population is considered disabled10,11. While this is less
than the national average (13%), certain census tracts across Marin exceed the national
average. The Social Vulnerability Index was overlayed with disability data to assess
where these populations may be concentrated (Figure 5)12. The map shows populations
with disabilities concentrated in the following areas:
1.San Margarita Valley,
2.San Rafael’s Downtown,
3.San Rafael’s Canal District,
4.Novato’s Downtown, and
5.Marin City
Overlaying areas with the highest disabled populations and social vulnerability
illustrates parts of the community most vulnerable. Efforts could be focused in these areas
to increase energy efficiency and electrification upgrade subsidies and assistance to
those disabled and/or aging-in-place.
10 U.S. Census Bureau. "Disability Characteristics." American Community Survey, ACS 1 -Year Estimates
Subject Tables, Table S1810, 2022,
https://data.census.gov/table/ACSST1Y2022.S1810?q=disability&g=050XX00US06041. Accessed on
July 12, 2024.
11 Broadly speaking, individuals may experience disability if they have difficulty with certain daily tasks due
to a physical, mental, or emotional condition. The Census Bureau collects disability data by asking
questions about difficulty with daily activities and other functional limitations. For more information on
disability and how its measured see US Census Bureaus resource on disability see
https://www2.census.gov/about/training-workshops/resources/disability-onepager.pdf
12 2020 Social Vulnerability Index (SVI). Created by the Centers for Disease Control and Prevention
(CDC)/Agency for Toxic Substances and Disease Registry (ATSDR)/Geospatial Research, Analysis, and
Services Program (GRASP).,
https://www.arcgis.com/home/item.html?id=80010607e93249b2b6d98147805f1f74#overview.
Accessed on July 12, 2024.
93
The Senior Well-Being Map illustrates 65 years and older demographic
distribution across various locations within Marin County13. Population with high
concentrations of seniors aging-in-place are in the following areas (Figure 6):
1.East to Downtown San Rafael,
2.Novato,
3.Tiburon,
4.Marin City
5.Greenbrae, and
6.San Margarita Valley
The map reveals that while many age-in-place in Marin, they are dispersed across
numerous areas within Marin County, rather than being concentrated in specific parts.
Since all populations inevitably age, it is important to emphasize equity-focused
electrification strategies for those aging-in-place. This approach will ensure accessibility,
fairness, and inclusivity of policies and programs which are often too complicated for
aging populations to implement.
13 2020 ACS Context for Senior Well-being - Centroids., https://coronavirus-
resources.esri.com/maps/f0fab4b2e96a4e65a0207d9724aca38b/about. Accessed on July 12, 2024.
94
Equity Challenges and Solutions
Challenges and solutions to ensure an equitable building electrification roadmap
are illustrated below (Table 1). Recommended solutions are based on this study’s
findings, best practices used by other local governments, and feedback from engagement
with Marin’s community stakeholders14. The following does not reflect a comprehensive
list of recommendations, rather, it serves as a starting point for decision-makers to
develop the roadmap.
14 Electrification Building Workshop Series, Marin’s Transition to an All-electric Future. 8/2/2023 at
https://www.marincounty.org/depts/cd/divisions/sustainability/electrify -marin/green-building-
development/electrification-roadmap.
Figure 6. 2020 senior well-being by census tract.
ACS Context for Senior
Well-Being -Centroids -
Tract
Percent of Popu lation that
is 65 Years and Over
> 25%
16% • nati onal average
-<7%
Popu lati on 65 Yea r s and
Over
0 > 3,000
0 2,500
0 1,800
0 1,300
0 < 700
No Va lue
•
•
-... r, .. "" .. '">~>
":..,. ~
..... ,~, . . \
\
• •NCJl/ato, .
• •
•• San°
• Wldl
••• ~ •
,f ..ttey • • •
95
Table 1. Barriers and recommended solutions to a more equitable building electrification
roadmap.
Theme Barrier Recommended Solutions
Renter
Protection
and
Displacement
Electrification and/or energy
upgrades could give reason for
landlords to pass costs onto their
tenants and may lead to forced
displacement
Landlords can exploit rent law
loopholes to evict tenants during
substantial remodels.
Tenants need to be moved
during active construction.
Alternative, nearby rentals, and
supplemental costs for rent will
need to be negotiated between
tenant and landlord.
Voluntary programs that subsidize
costs to landlords such as direct
install programs, can include tenant
protection assurances (e.g., rent
increase limitations, eviction
protections, information on
tenant/property owner rights and
responsibilities, and temporary
displacement requirements) as part
of the terms and conditions of
accepting financial assistance.
Identify rent law loopholes to close
so that substantial remodels are not
used by property owners as a tool to
evict tenants
Find funding to supplement rent
should renters need to find a nearby
dwelling during construction.
Split
Incentives
and Energy
Upgrades
The building owner (landlord)
pays for the building upgrade
and the tenant (renter) pays the
energy bill. This scenario can
result in renters paying upwards
of 2.7% more on energy bills
than landlords or households
that pay energy bills (Melvin,
2018)
Glean learned lessons from MCEs
multifamily (multi-unit) energy savings
program and/or Marin County
Housing and Federal Grants
Division. Combine efforts with the
Marin County Housing team as they
are currently working on affordable
housing strategies to address rent
protection for multi-unit properties
that undergo electrification.
Subsidized could also be directed at
the landlord to incentivize upgrades.
Community
Engagement
Historically policies have not
included comprehensive
Ensure community members help co-
develop the roadmap. Marin can
96
Theme Barrier Recommended Solutions
community partnership and
involvement in policy and
program development.
use Rocky Mountain Institute’s
Equitable Electrification toolkit and
County of Marin’s Office of Equity
Race Equity Action Plan for
frameworks and best practices when
getting community stakeholders
involved in policy and program
development. The focus on groups
that serve historically underserved
geographic areas is important.
Deferred
Maintenance
Some households, in particular
multi-unit low-income tenants
and fixed income homeowners
have not kept up with basic
repairs and maintenance.
Prior to going through an
electrification or energy upgrade,
focusing outreach, programmatic,
technical, and financial support for
basic repairs will be important to
low-income, seniors aging-in-place,
and other vulnerable households that
live on a limited or fixed income.
Energy
Storage and
Back-up
Power
Households that need electricity
to power medical devices,
refrigerate medicine, and more
may need constant access to a
reliable source of energy.
Local government, utilities, and non-
profit organizations can help LMI
households access subsidized
incentive and rebate programs
especially for battery back-up power
systems.
Workforce Stakeholder interviews and focus
group workshops revealed a lack
of qualified, knowledgeable
and/or affordable contractors to
install all-electric systems including
water and space heat pumps, EV
chargers, and modern electrical
systems and panels.
There is also a lack of technical
knowledge by the building staff
workforce on new technologies
State and regional authorities have
developed and continue to maintain
qualified contractor lists.
Simultaneously, MCE, local
governments, community-based
organizations, businesses, and the
building and trades community can
leverage State and Federal funding to
grow and create a diverse and skilled
workforce. The funding can be used to
retrain existing and generate a new
97
Theme Barrier Recommended Solutions
such as heat pump water heaters or
smart panels. This creates
uncertainty and delays permit
review timelines.
workforce that simultaneously has
access to high quality and high road
jobs15.
Case Studies
Some jurisdictions outside of Marin County have created plans or roadmaps for
building electrification with a focus on equity. Examples are included below as a point of
reference when developing Marin County’s Roadmap.
City of Santa Monica: Community Engagement and Equity Principles
Santa Monica’s Existing Building Electrification Roadmap outlines policy
recommendations to electrify Santa Monica’s existing buildings. The City is working
towards a building electrification strategy that is rooted in equity and access. As part of
this process, they are working closely with three key organizations to cooperatively
develop strategies and goals for building electrification including Santa Monica Black
Lives Association (SMBLA), Community Corporation of Santa Monica (CCSM), and
Climate Action Santa Monica (CASM). This is to ensure that they carry out a public
community engagement process to enable disadvantaged community members to help
develop electrification policies and programs.
15 “High road jobs” means high industry labor standards and established access to clear training pathways
for building decarbonization jobs, especially for entry-level and disadvantaged workers. See Rising Sun
press release on its convening and promotion of equitable job access in the Bay Area. Available for
download at https://risingsunopp.org/wp-content/uploads/Rising-Sun-HRTP-Press-Release.pdf
98
The City also established equity and funding principles including, prioritizing
access to health and safety benefits provided by electrification, supporting anti-
displacement & housing affordability, providing funding and financing, supporting
electrification jobs, and simplifying the installation process. They are also working
towards maximizing incentives for underserved communities to ensure equitable access to
affordable funding mechanisms and work with Federal, State, and Regional program
providers to get dollars flowing to underserved communities.
City of Berkeley: Centering Equity and Guardrails
The City of Berkeley has developed an Existing Buildings Electrification Strategy.
Berkeley's electrification plan is guided by an equity approach, with a focus on
prioritizing underserved communities most impacted by change. They have developed a
set of guard rails to ensure that all residents, particularly underserved communities
impacted by climate change, have equitable access to the health, safety, and economic
benefits of electrification. These guard rails include access to health and safety benefits,
access to economic benefits, maximizing ease of installation, and promoting housing
affordability and anti-displacement. The City of Berkeley is also planning to secure
funding and financing needed for low-income property owners and renters tied to tenant
protections to address split incentive barriers in multi-unit buildings.
Conclusion
Equitable access to building electrification cannot be achieved solely through a
singular policy or program. It requires a comprehensive solution of both building code
requirements and accompanying subsidized programs and incentives. It also requires a
collaborative approach, where policymakers and community members work together to
recognize the diverse needs and barriers of underserved communities countywide. Active
involvement of Marin County stakeholders is required for a successful equitable building
99
electrification roadmap including, but not limited to community-based organizations,
Cities and Towns, businesses, the buildings, development, and trades communities, and
utilities working together to increase electrification and energy efficiency upgrades to
underserved communities. Using publicly available demographic data, primarily through
the U.S. Census Bureau, the following underserved geographic areas should be targeted
for expanding any policy, programs, incentives and subsidies developed:
1.Canal District in San Rafael,
2.St. Vincent’s in San Rafael,
3.Downtown in San Rafael
4.Marin City
5.Downtown Novato/Northern Novato
6.West Marin (Northern to Central Coastal),
7.Strawberry, and
8.Households around Marin General
Through a collective effort, Marin County can greatly expand equitable access to
building energy efficiency and electrification building upgrade benefits.
Marin County’s Building Electrification Roadmap
4.2 Appendix B
Examining the Challenges and Solutions to
Marin’s All-electric Transition
- - - - - - - - - - - -- - - -~
101
4.2 Appendix B: Examining the Challenges and Solutions to Marin’s All-electric
Transition
The following is based on an evaluation of policies and programs implemented, a literature review,
and interviews of government staff across California and the U.S. Challenges and solutions surfaced
during community stakeholder workshops were also included.
Aged Buildings
Much like other California communities, the key building type to address for Marin are existing single-
family residential buildings. According to a study conducted by the County of Marin and for the
development of this roadmap, 71% of residential buildings are single-family homes17. (See Appendix A:
Building Stock Inventory and Equity Analysis.) As a result, most building fossil fuel emissions come from
this building type. Providing helpful policies, programs, and incentives to owners of single-family
residences presents the largest opportunity to reduce GHG emissions countywide.
It will be especially important to upgrade older buildings. Approximately three quarters of all residences
were built before 1980 while only 6% were built after 2000. In addition, 60% of commercial buildings were built between 1941 and 1980. It will be prudent to assess whether these buildings need electrical system upgrades to accommodate appliances such as heat pump space or water heaters, EV chargers,
solar and/or induction stoves. This may add to project costs, as discussed in the Electrical Panels and
Systems section below, so any policy, program or incentive focused on upgrades of older buildings
should anticipate these potential extra expenses.
Equity, Renter Displacement and Tenant Protections
Underserved people – especially low-to-moderate income (LMI) residents and seniors aging-in-place –
living in single or multi-unit homes are more likely to lack the financial resources and tools to access
rebates and incentive programs. Programs and tools such as mailers and in-person promotional
campaigns, language and accessible copy, and in-person or phone hot line assistance are common
tactics already deployed across Marin. They should continue to be used and expanded upon to
increase access. In addition, direct install incentive programs (i.e., installations subsidized and performed by pre-qualified and approved contractors) for LMI renting households need to be retained and expanded upon. This program is the best way to reach renters who do not have the upfront capital
to participate in rebate and incentive programs that require a property owner to apply.
However, electrification and energy efficiency upgrades are often not at the top of the list of building
rehabs for underserved households. A well-designed policy or program should first perform a needs
assessment, then, find new or existing resources to address those immediate needs. Once those needs
are met, then electrification and energy efficiency upgrades are more likely to be considered. The
challenge with implementing a successful program is procuring sustainable funding, then increasing
access to capital for LMI households so they may overcome upfront costs. Fortunately, there are Federal,
State, and regional grants that local governments, private businesses, and not-for-profit community-based organizations in Marin can leverage. Today, many grants require a focus on equitably decarbonizing building. It is critical that funding is prioritized for underserved communities.
Still, single-family homeowners should not be the only recipients of financial and health benefits
when decarbonizing buildings. According to the Building Stock Inventory and Equity Analysis, 29%
of residential buildings are in multi-unit developments (MUDs) of which a majority (84%) are renters.
Renters make up a significant portion of Marin’s community.
In contrast to homeowners, it is difficult for renters to experience the benefits from upgrading their
home because they lack control of building upgrade decisions and there is no motivation for a property
17 County of Marin Sustainability Division. 2024. Building Inventory and Equity Analysis. Available at https://www.marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap/plan.
102
owner to make improvements. The owner is hard pressed to justify an expense for benefits they don’t
directly experience. Consequently, this may result in low uptake of energy efficiency and electrification
upgrades especially for those in affordable housing and deed restricted MUDs. For renters, appropriate
policies, well designed programs, and accessible resources will be needed to incentivize property
owners and renters to consider upgrades. For property owners, a well-designed program that incents
and makes building upgrades easier is important to increased participation.
A primary concern for renter communities is the threat of permanent and temporary displacement
when building upgrades are performed. Most tenants in Marin County are covered by California’s
rent stabilization law (AB1482 or the Tenant Protection Act of 2019), but a loophole in the law that allows tenants to be evicted for substantial remodel work makes tenants vulnerable to displacement due to renovations. Landlords exploit the loophole, often dishonestly, as a means of pushing low-income
renters out of their homes and replacing them with higher paying tenants. It is crucial that the state
and localities with their own rent stabilization or eviction protection ordinances close this loophole
and provide tenants with adequate temporary relocation assistance and the right to return, thereby
enabling electrification and energy efficiency upgrades to be made without putting tenants at risk
of displacement. It is crucial that the state and localities with their own rent stabilization or eviction
protection ordinances close this loophole and provide tenants with adequate temporary relocation
assistance and the right to return, thereby enabling electrification and energy efficiency upgrades
to be made without putting tenants at risk of displacement. Additionally, policies such as local rent stabilization and banning pass-through costs can protect tenants from incurring large rent increases after energy efficiency and electrification upgrades are made.
Though it is outside the scope of this roadmap to close
such loopholes, it must be emphasized that a well-
designed tenant protection policy closes from absorbing
the costs of decarbonization upgrades. Immediate
actions can also be taken to establish programs that
incent multi-unit property owners to make upgrades
while protecting tenants from unintended negative consequences. For example, publicly funded direct installation programs can motivate landlords to decarbonize by providing them with the financial and technical assistance required to make upgrades.
These programs should also include tenant protection assurances (e.g., rent increase limitations,
eviction protections, accessible information on tenant/property owner rights and responsibilities,
and temporary displacement requirements) as part of the terms and conditions of accepting financial
assistance. A program to model is the State California Energy Commission Equitable Decarbonization
program18. The program illustrates ways to protect tenants during building rehabilitations.
18 California Energy Commission. 2023. Equitable Building Decarbonization Direct Install Program Guidelines, Chapter 4.C. Downloadable at https://www.energy.ca.gov/publications/2023/equitable-building-decarbonization-direct-install-program-guidelines.
“... a well designed tenant protection
policy should close any substantial
remodel loopholes”
103
Electric Grid Modernization and Reliability
California’s aging electric grid has been operating in
much the same way for over 100 years, built to meet
the demands of industrial age technology19. Today,
California’s ambitious climate goals require rapid
modernization of the grid to support the surge of new,
all-electric technologies.
The State and utilities are planning for increased electrical load. Plans to modernize the grid have been put forth such as California Independent Systems
Operator (CAISO) releasing a 20-Year Transmission
Outlook report outlining steps to meet clean energy
goals20, or the Clean Energy Transition Plan released
in 202321 by the Governor’s Office. However, the grid
faces many challenges to support aggressive clean
energy and electrification goals. One major challenge
is utilities are not expanding their transmission and
distribution network fast enough to meet the state’s
renewable energy and electrification goals. Simply put,
utilities are lagging in upgrading the grid’s infrastructure. A recent study by Berkeley’s Energy Institute revealed PG&E needs to speed up distribution upgrades through
workforce expansion or investing more in demand
response and battery storage22. This is possible to
achieve, but the study estimated a range of $1-$10
billion to upgrade; costs that will likely get passed onto
rate paying customers. In response, SB 410 (Becker)23
holds utilities accountable to meeting target timelines
to connect and upgrade all customers to the grid and
control costs of grid expansions.
The State and large utilities appear to be addressing grid scale challenges. Still, local governments in Marin and regional utilities such as MCE can do their part by
investing in policies and programs to better steward
electric demand and increase the health of the grid.
Tactics such as energy planning, demand management,
and electrical system optimization for residential and
commercial buildings are currently being deployed.
19 California Public Utilities Commission. Factsheet: California Leads the Nation in Modernizing its Electric Grid. Downloadable at https://www.cpuc.ca.gov/-/media/cpuc-website/files/legacyfiles/s/3343-sgfactsheet0710.pdf.
20 California ISO. 2022. 20-Year transmission outlook. Downloadable at https://www.caiso.com/InitiativeDocuments/Draft20-YearTransmissionOutlook.pdf.
21 Office of the Governor California. 2023. Building the electricity grid of the future: California’s Clean Energy Transition Plan. Downloadable at https://www.gov.ca.gov/wp-content/uploads/2023/05/CAEnergyTransitionPlan.pdf.
22 Energy Institute at Haas. 2023. Can Distribution Grid Infrastructure Accommodate Residential Electrification and Electric Vehicle Adoption in Northern California? Downloadable at https://haas.berkeley.edu/wp-content/uploads/WP327.pdf.
23 Senate Bill SB 410 (Becker, 2023). Powering up Californians Act. Downloadable at https://leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_id=202320240SB410.
Be a Good Steward:
Optimize Your Panel
Most Marin homes may not need
upsizing of its electric service panel.
In fact, most rebate programs encourage
upsizing over more efficient devices. This
paradigm needs to change to save energy
and support a healthy electric grid.
First consider optimization and planning
before performing costly and time-
consuming panel or service upgrades. This
usually entails two approaches:
1.Choose less power-hungry appliances
that fit within a panel’s existing
capacity.
2.Use energy management devices
that share, redirect, and/or shut off
circuits when current power draw
exceeds a set limit.
As a rule of thumb, modern homes with
200-amp panels can meet today’s electrical
demands. Older homes with at least 100-
amp panels can be optimized while those
less than 100-amps may need to upsize.
If upsizing is necessary, planning for an
efficient home saves money.
For more information on circuit sharing devices
on the open market see this technology review
by CalNEXT.
104
Optimizing Electric Service Panels and Systems
As discussed previously, approximately three quarters of all homes were built before 1980 while only
6% were built after 2000. In other words, Marin has old building stock. Older homes tend to have
outdated electrical service panels (also known as a “breaker box”). They are typically undersized
for the power demands of modern homes and appliances. As a result, extra work may be needed to
increase a home’s electrical capacity or “panel upsize.” As a result, upsizing can add to construction
costs ($3,000- to $25,000) and extend installation wait times for a homeowner looking to electrify24.
Consequently, this can discourage much needed building upgrades.
However, most homes do not use all their panel’s capacity. Consider the following studies on space and water heating heat pumps installed in single-family homes statewide:
1.California home projects participating in the TECH Clean California incentives program from
2021 to 2023 found that only 4% needed to upsize their panel.
2.For Marin, homes participating in the TECH program, only 12% upsized their panel25.
3.In Marin, of the projects receiving local Electrify Marin program rebates from 2019-2024, only19% needed a panel upsize when swapping their gas appliance for an electric appliance26.
Hence, most building upgrades in California homes do not require panel upsizing. If upsizing is
considered, it is worthwhile to first research and work with a contractor on “panel optimization.” That is, choosing power-efficient devices that can fit a building’s existing electrical needs. This can result in $3,000 to $25,000 of cost savings on a home upgrade project.
Policy and Market Trends
All-electric appliances (e.g., induction stoves, heat pumps) are not new technology. In contrast to
California, other countries and the American South have historically used electric appliances because
gas piping and infrastructure is either limited or does not exist. In Marin, the more rural westside of
Marin does not have access to gas infrastructure and relies either on expensive propane or older electric resistance appliances to power their buildings.
Recent global policy support and incentives for electric appliances such as heat pumps have
accelerated. As a result, global heat pumps have seen a double-digit growth in 2022 sales27. In the
U.S., 2022 heat pump sales outpaced gas furnace sales. EV infrastructure will require an even larger
infrastructure upgrade to meet electric demand. Across the U.S. South, heat pumps are commonplace.
In 2020, 41% of South Carolina residences used central heat pumps as their primary heat source28. At
77%, Florida has the highest percentage of all-electric homes in the U.S. In 2023, the San Francisco
Bay Area leads the U.S in purchases of passenger car EVs, of which Marin is amongst the leader of
new purchases29.
24 Redwood Energy & NV5, Service Upgrades for Electrification Retrofits. 2022. Downloadable at https://techcleanca.com/resources.
25 TECH Clean California TECH Working Data Set. Downloadable at https://techcleanca.com/public-data/download-data/. Data downloaded and analysis performed 3/14/2024.
26 Electrify Marin – Natural Gas Appliance Replacement Program. Data analysis not published but available upon request at https://www.marincounty.org/electrify.
27 International Energy Administration. Heat Pumps predicted to double in sales globally by 2030 and exceeded 2022 gas Furnace Purchases in the United States. Available at https://www.iea.org/commentaries/global-heat-pump-sales-continue-double-digit-growth.
28 U.S. Energy Information Administration. 2020 Residential Energy Consumption Survey (RECS). Available at https://www.eia.gov/consumption/residential/data/2020/index.php?view=state.
29 California Energy Commission. New ZEV sales in California. 2023 sales dashboard. Available at https://www.energy.ca.gov/data-reports/energy-almanac/zero-emission-vehicle-and-infrastructure-statistics/new-zev-sales.
105
In the West, especially in California, aggressive climate ambitions have focused building and zoning
policies on all-electric buildings and communities. Yet, California still has one of the lowest rates of
home electrification in the U.S., especially for space and water heaters, and the highest use of fossil
fuels in the home. Hence, single-family, and multi-unit homes will require rapid scale-up of existing
and innovative policies (i.e., sticks) and incentive programs (i.e., carrots) that meet climate action
obligations and improve community health and safety.
Workforce Development and High Road Jobs
A common refrain by homeowners and surfaced during the electrification stakeholder workshop
series, is the lack of qualified, knowledgeable and/
or affordable contractors to install all-electric systems
such as water and space heat pumps, EV chargers
and modern electrical panels. In addition, some contractors are not aware of available incentives and
rebates to bring down upfront costs of building upgrades. Unfortunately, not as many property owners
are capitalizing on cost savings and/or contractors are not promoting the install of subsidized electric
systems and appliances. Consequently, more gas appliances are installed today than are needed. Gas
assets installed today will become polluting sources for at least the next decade. They will immediately become stranded, unusable assets as regulatory agencies continue to increase electrification mandates and electric appliances become more efficient and popular.
Moving away from non-gas combusting appliances will require a workforce ready to meet demand.
The following policy trends are driving market transformation:
1.For existing buildings and appliance swaps, regional and State air regulators have mandated
building electrification upgrades. From 2027 to 2031, the Bay Area Air Quality Management
District (BAAQMD) will begin phasing out space and water heating gas appliances from being
sold or installed in homes and commercial spaces30.
2.Recent State green building codes have required newly constructed homes to either install space
or water heat pumps31. State codes are expected to require more electric and energy efficient
appliances as well as EV charging infrastructure as these codes update every three years.
3.The California Air Resources Board (CARB) will begin banning gas space and water heaters
from being sold statewide starting in 2030.
To meet the anticipated need for experienced contractors, the State (i.e., Switch Is On32) and private
3rd party concierge companies serving the SF-Bay Area have developed a qualified contractor’s list
that consumers can easily access and shop online. Still, communities across Marin express the following
pain points with the contractor base countywide:
1.A knowledge gap especially when installing heat pump technology, optimizing electric panels,
and properly leveraging incentives and rebates,
2.Lack of willingness to recommend installation of all-electric appliances over gas appliances,
3.Lack of services to energy burdened rural communities such as West Marin,
4.High bid prices quoted for installing all-electric appliances.
30 Bay Area Air Quality Management District. 2023. Regulation 9 Rule 6: Nitrogen Oxides Emissions from Natural Gas-Fired Water Heaters. Available at https://www.baaqmd.gov/rules-and-compliance/rules/reg-9-rule-6-nitrogen-oxides-emissions-from-natural-gasfired-water-heaters.
31 California Energy Commission. 2022. 2022 Building energy efficiency standards summary. Downloadable at https://www.energy.ca.gov/sites/default/files/2021-08/CEC_2022_EnergyCodeUpdateSummary_ADA.pdf.
32 California Statewide qualified contractor list available at https://switchison.org/.
“Gas appliances today installed will
become polluting sources for at least the
next decade and stranded, unusable
assets...”
106
Contractors are not the only pain point. Local building enforcement staff can delay projects. Staff
may lack the technical knowledge when permitting rapidly evolving technologies such as heat pump
water heaters or smart panels. Consequently, this knowledge gap can delay permit issuance timelines.
According to a heat pump water heater permit streamlining and installation study by TECH Clean
California33, the statewide average for permitting heat pumps was 5.9 days. Ideally, energy and
electrification appliances and systems should be
permitted or expedited within one day. Increased
applications, compliance, and installation of this
technology can be the impact of a streamlined process.
There is also a need to further develop and accelerate the growth of a diverse and skilled contractor
workforce. MCE, local governments, community-
based organizations, and the building and trades
community can access State and Federal funding to
retrain an existing workforce and build a new one to meet rapidly growing demand to electrify and
decarbonize. To grow a skilled workforce, we need to invest in training and good high road34 jobs for
both employees and contractors. High road jobs ensure workers also share in the benefits and career
development opportunities as communities rapidly electrify and decarbonize buildings.
33 TECH Clean California. 2024. Streamlining permitting and installation of heat pump water heaters. Available at https://techcleanca.com/pilots/permitting-pilot/.
34 “High road jobs” means high industry labor standards and established access to clear training pathways for building decarbonization jobs, especially for entry-level and disadvantaged workers. See Rising Sun press release on its convening and promotion of equitable job access in the Bay Area. Available for download at https://risingsunopp.org/wp-content/uploads/Rising-Sun-HRTP-Press-Release.pdf.
“‘High road jobs’ means high industry
labor standards and established access
to clear training pathways for building
decarbonization jobs, especially for
entry-level and disadvantaged workers.”
Marin County’s Building Electrification Roadmap
4.3 Appendix C
Community Engagement Findings and Results
108
4.3 Appendix C: Community Engagement Findings and Results
Community Stakeholders
Over 40 types of stakeholders, of which an estimated 150 people participated in a variety of ways
to contribute to the roadmap’s content (Table C-1). Engagement included active participation by
stakeholders.
1.The County, BayREN, and PG&E helped fund the project.
2.MCEP helped provide volunteer County, City, Town, and public agency staff to steer the entiredevelopment process and document creation.
3.Community-based organizations and advocacy groups, the building community, and businesses
participated in workshops, providing feedback on documents published, surveys distributed, and
invited staff to give ad-hoc presentations to their members.
Other stakeholders were less active such as those opting to stay updated and informed on progress
by local government staff or other organizations, subscribing to newsletter or listserv updates, or
periodically checking in on progress updates publicly published on the 2023/2024 Marin Countywide
Electrification Roadmap webpage35.
Table C-1. Community stakeholders that participated in the development of the electrification roadmap.
Stakeholder Group Stakeholder
Elected Officials •County of Marin Board of Supervisors
•City/Town Council Members
City, Town, County Staff •Building and Planning Directors
•City/Town Managers
•Chief Building Officials
•Planning and Sustainability Staff
Regional and Public Agencies •Marin Climate & Energy Partnership (includes Gov’t + Regional
and Public Agencies)
•Marin Clean Energy (MCE)
•Transportation Authority of Marin (TAM)
•PG&E
•BayREN
35 County of Marin Community Development Agency Sustainability Division. 2023-2024. Marin Countywide Building Electrification Roadmap landing webpage. Available at https://www.marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap.
109
Stakeholder Group Stakeholder
Advocacy and Community
Based Organizations
•Canal Alliance
•North Marin Community Services
•Rising Sun Center for Opportunity
•San Rafael Chamber of Commerce
•MarinCAN
•Sustainable San Rafael
•Sustainable Mill Valley
•Marin Conservation League
•Marin/Sonoma Electrification Squad
•Good Green Work
•Marin Center for Independent Living
•Marin Asian Advocacy Project
•Multicultural Center of Marin
•Sausalito Sustainability Commission
•Corte Madera Climate Action Committee
•Fairfax Climate Action Committee
•San Anselmo Climate Action Commission
•Novato Sustainability Commission
•Marin Environmental Housing Collaborative
Building Community and
Businesses (Developers,
Contractors, Practitioners)
•Marin Builders Association
•MARIN REALTORS
•EAH Housing
•Hope Housing of Marin
•Eden Housing
•Community Land Trust Association of West Marin (CLAM) -
West Marin
•Seagull Prime Real Estate Fund
•Rising Design & Construction
•GreenLynx
•Samina Saude Design & Consulting
•Hassler Heating and Air Conditioning, Inc.
•Ready-Set-Replace
Youth and Student •Marin Academy, Climate and Justice Class
•Dominican University, Business Sustainability Class
Public Survey Process and Results
A digital survey (English and Spanish) of the ten actions, as co-developed with workshop participants,
was widely distributed publicly from February 16, 2024, to March 5, 2024.
Workshop participants and the organizations they represent, government communications staff and elected officials across 12 jurisdictions, and public regional agencies (e.g., Marin Health and Human
Services, MCE, and TAM) were asked to help distribute the survey via their respective newsletter,
social media, and other digital communication channels. As a result, 385 people responded to the
survey which asked for their impression of the ten proposed actions and how they would prioritize
implementation. Survey results were published online. The survey found most respondents were in favor
of implementing the following top 3 actions:
1.A countywide “Central Hub” or one-stop shop for all things electrification and energy savings.
2.Connecting residents to existing low-cost financing programs that especially benefits low-to
110
moderate income households.
3.Programs that reduce permit costs and expedite permit timelines for gas to electric conversions.
For survey results and details on the remaining actions see below or visit The Building Electrification
Roadmap Survey published online36.
36 County of Marin Community Development Agency Sustainability Division. 2023. Building Electrification Roadmap Survey: Actions to Electrify Our Buildings and Vehicles. Results available for download at https://www.marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap/plan.
Buil d ing Elect rification Roadmap Survey: Ac ti ons to Electr ify Our
Buil d ings an d Veh icl es
385 14:27 Closed
Responses Average time to oomplete Status
1. Se lect t h e City o r Town yo u live , work or r es i d e w ithi n the 12 j urisd i ctJions across M a rin?
• Se lvedere 2
• Corte M adera 24
• Fairfa• 2.5
• L>rlspu r 13
• M ill Valley 30
• N<>rato 47
• Ross
• Sa n Anselmo 35
• Sa n Rafael 83
• Sa <1 sa lit o 16
• Tiburon g
• Uninc o r pora te d County o f M arin 95
• I l ive, worl< o r res ide Out side M a... 2
• Other
100
90
80
0
50
I ■ --
111
2. Dev elo p a nd im plement a countywide o ne -s to p sho p fo r all t hi ngs
e lect rification a nd energy sav ings . T h'i s "ce ntra l hub" should be eas ier for
everyone, espec ia l ly t hose who need it most , to learn about and benefi t from ways
t o lower their ene rgy bi l ls and u se cleaner power. The Hub w i ll serve people
look i ng t o u pgrade t hei r home or bui ld i n g , espec ially low-t o -moderate i ncome
households, legacy businesses, rente rs, aind energy-b urdened communit ies . Th e
Hu b may, but is no t l i mit ed t o, provide t h e followi ng :
1) Arn onl ine reso u rce ce nt er: find i nce ntive and reba t e informat io n, exp lo re loan
options t o finance home i mprovements, use onli ne t ools t o p lan and see where
energy ca n be saved, and/or find q ual ified con t racto rs
2) Pe rsona l ass isted serv ice : t echn ical assist ance for resi dences as well as
arch it ects, b u ilders, developers, desi gn en g ineers, con t ractors, and/or energy
co nsultants, phone hotl ine, and/or co ncierge t u rnkey services
3) Expans ion o f ex isti ng o ut reach efforts and crea t ion o f new promot ional
campai g ns.
""""°'""
Passives
Detractors
173
84
128
NPS <I>
3. Eva llua te and imp lement p rog rams that reduce permit costs and expedite
permit t i me li nes for gas to e lect ric conversions. Examples i ncl ude permi t foe
ho li days, discounts and same-day permit approva ls.
""""°'""
Passives
Detractors
218
n
95
NPS <I>
4. Co nnect res idents to exist ing low -cost fi na ncing p rograms that es peci a ll y
ben e fits low-to mode rate in come house ho lds, whi le eval uat i ng t he f eas i bi l it y
of p i loti ng a Marin-spec ific p rog ram that finances sing le-fam ily and multif am i ly
residences .
""""°'""
Passives
Detractors
190
78
117
NPS <I>
112
s. Eva lu a te and consider a neighborhood-scale elect ri fication and gas
i nfrastructu re decomm ission ing projec t w ithi n Ma ri n Co u nt y.
Passives
Det ractors
123
S7
205
NPS <I>
6 . Expand stakeholder engagement to comm unity-based organ izat ions that
represent underserved commun it ies t o bu i ld a more equ it able e lectrifi ca t ion
t ransit ion for low-t o-moderat e i ncome house holds, renters and energy burdened
communities across Mari n.
Passives
Det ractors
152
76
157
NPS <I>
7. Grow, accelerate and improve t he q ual ity of the local and reg iona l bu ild ing
energy and el ec t rification workforce by su pporting a nd expand i ng access t o
p ro g rams t hat t ra i n and develop q ualified cont ractors .
Passives
Det ractors
165
82
138
NPS <1>
R Con t inue advancing green bui lding standa rds fo r exis t ing and newly
const ructed b uild ings t h roug h energy a nd electrifica t ion "reach codes· (above
and beyond st at e standa rds) and re adyi ng o u r elect rical systems across Ma ri n.
Passives
Det ractors
156
69
160
NPS <1>
113
9 . Co nt in ue to impl em ent t h e M ar in Co unt ywide EV A ccelera ti o n St rategy,
launche d February 2023. See h!!12s://m arincli mate.org.ll:l!P.:.
cont en t /u ploads/20 23/06/Ma ri n -EV-Acce lerat ion -St rat egy..p_ill
PKlmOtffl 160
70
155
NPS O>
10 . Encourage an d co ordin ate w ith PG&E to improve infras tructu re p lann in g,
es peci ally elect ric loa d ca p acity p lanni ng, r esiliency, faster i nterconnect ion
t im eli n es and n eighborhood -scale elect rificat ion planni ng p roj ects .
Promotm 229
" ..
NPS O>
11. Evaluate an d cons ider implem ent ing a T im e o f Li sting Energ y Asses sment
(TLEA) p ol icy duri ng r es ident ial r e al estate sa les. A TLEA i s li ke an energy rep o rt
ca rd, ch eckin g a house's en er gy use b efore se lling.
PKlmOtffl 126
55
204
NPS O>
12. In ord er of preference to implement, please rank th e 10 key actions proposed above by using your
mouse to drag boxes or the up and down arrows to sort.
, A countywide "Central H..
2 Low-<ost financing pIog ...
3 ~it programs that inc...
4 Coordination with PG&E. ..
s Growth of the building e .. .
6 Stakeholder engagemen .. .
7 The advancement of gre .. .
8 A neighborhood -seal:' eL
9 The Marin Countywide E. ..
,o A Time of listing Energy _
Marin County’s Building Electrification Roadmap
4.4 Appendix D
Key Actions Worksheet -- Descriptions, Details,
Equity Considerations, and Implementing
Partners
115
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
I-1 Develop, adopt and implement
building reach codes for New
Construction that are all-electric,
energy efficient, cost-effective, increase
electric vehicle charging infrastructure
and creates code consistency across
all Marin jurisdictions.
●Ensure codes do not preempt federal
standards and are justified through
the State’s cost effectiveness studies.
●Create code uniformity by continuing
to support all 12 Marin Jurisdictions to
align with 2022 Marin Model Reach
Codes already developed in
collaboration with the community
●Apply to all building types (residential
and commercial)
●Prepares building stock to get ahead
of California’s ever more stringent
Green Building and Energy Codes
●Support advocacy and California Air
Resources Board’s effort that
encourages a Statewide zero-
emissions standard for residential
new construction within the State
building code standards aka
CALGreen.
●Ensure local code allows for use of
low GWP refrigerants (e.g., CO2,
propane, and other nature-based)
●Exemptions and hardship
and feasibility waivers for
○Low-income households
○Households with special
medical and
accessibility needs
●Ensure development of
Low-income multi-unit
housing is not inhibited.
●Encourage use of programs
that subsidizes building all-
electric for affordable
housing developments
○For example, California
Electric Homes
Program implemented
by California Energy
Commission and TRC
1.Local
Government:
Councils/Electe
ds and Staff
2.Community-
based
Organizations
116
I-2 Develop, adopt and implement
building reach codes for Existing
Single-Family and Multi-unit
Renovations that implement electric
appliance measures, are energy
efficient, cost-effective increase access
to electric vehicle charging
infrastructure and creates code
consistency across all Marin
jurisdictions.
●Create code uniformity by continuing
to support all 12 Marin Jurisdictions to
align with 2022 Marin Model Reach
Codes already developed
collaboration with the community
●Prepares building stock to get ahead
of California’s ever more stringent
Green Building and Energy Codes
●Apply to all Single-family residential of
a certain size or permit valuation
●Apply to Multi-unit Developments
(MUDs) as long as it complements
housing production
●Require Electric Readiness
requirements especially for buildings
built before 1980
●Provide resources on electrical panel
optimization vs upsizing
●Ensure local code allows for use of
low GWP refrigerants (e.g., CO2,
propane, and other nature-based)
●Exemptions and hardship
and feasibility waivers for
○Low-income households
○Households with special
medical and
accessibility needs
●Encourage use of housing
programs that disincentivize
property owners from
displacing multi-unit renters
during renovations or
rehabilitation
○For example, Multifamily
Energy Savings
Assistance (ESA)
program implemented
by investor-owned
utilities (IOUs)
●Consider anti-displacement
policies (e.g. reference
SAJE or Build-it Green)
1.Local
Government:
Councils/Electe
ds and Staff
2.BayREN
3.Community-
based
Organizations
4.PG&E
5.Market-rate and
Affordable
Housing
Developers
6.Marin Clean
Energy (MCE)
117
I-3 Develop a countywide, web-based
“central hub” for community energy
and electrification resources that
provides on and offline information to
residences and businesses pursuing
building upgrade project(s).
●Create a countywide webpage or
“central hub” that connects
residences and business to building
energy, electrification, and EV
resources and services
○Collaborate with and tie-in
existing programs and service
providers
○Consolidation and links to existing
incentives, programs, building
code requirements and service
providers, available to all 12 Marin
jurisdictions
○All 12 Marin jurisdictions and
community-based organizations
should coordinate to route all
building energy, electrification,
and EV projects through this
webpage
○Include collateral such as steps to
electrification and EV
infrastructure for residences and
businesses and links to local,
regional, state and federal
resources
●This action intent is to provide web-
accessible “Low Touch” services
especially those who don’t mind to
DIY and are able to navigate
platforms that can be used from the
convenience of your home such as
○Incentive and rebate information
and applications and qualified
contractor list (e.g., Electrify
Marin, BayREN, SwitchIsOn,
Rewiring America),
○Virtual home energy assessment
tools (e.g., HomeIntel)
○Online energy planning tools (e.g.
Rewiring America, SwitchIsOn)
●Coordinate more regionally such as
●Target campaigns and
efforts to benefit low-
moderate income (LMI) and
hard-to-reach households,
renters and energy
burdened communities such
as in rural West Marin,
North Marin, Downtown San
Rafael and the Canal,
Strawberry, and Marin City
●Support regional workforce
development programs or
initiatives such as LIME
Foundation’s NextGEN
Trades Academy that
focuses on developing a
more diverse and inclusive
trades and contractor
workforce
●Increase awareness of and
access to programs,
rebates and incentives that
first address deferred
maintenance (e.g., termite
damage and rot)
●Address Split-Incentives –
Structure multi-unit
programs that incentivize
and make it easy for both
renters and property owners
to implement energy
efficiency and electrification
systems and appliances
1.Local
Government:
Councils/Electe
ds and Staff
2.Community
Based
Organizations
3.MCE
4.BayREN
5.PG&E
6.Platform and
Service
Providers/Vendo
rs
7.Transportation
Authority of
Marin
118
across MCE territory and/or across
nine-county bay area via BayREN
●A hard copy and in-person promotion
and outreach campaign should follow
the launch of the central hub website
119
I-4 As part of the “central hub”,
investigate the feasibility and
procure resources to launch a
turnkey countywide concierge
and/or technical assist service for
residences and businesses.
●Follow-up to Action #I-3 above
●Build upon the countywide “central
hub” webpage by integrating a high
touch building energy and
electrification service
●Evaluate feasibility and impact of San
Anselmo’s and Fairfax’s Ready-Set-
Replace pilot campaign: an existing
high touch concierge and/or technical
assist service for single and/or multi-
unit homeowners as provided by
Carbon Free Homes
○Determine whether funding is
available or worthwhile to continue
development and implementation
○Note grants and/or a competitive
bidding process will be necessary
if financed by government
●“High touch” services include those
who need technical assistance, full
project and concierge turnkey
installation services, and/or in-person
help
○Concierge services are for
homeowners through third-party
private companies such as
QuitCarbon and Carbon Free
Homes’ Ready-Set-Replace
○Technical assistance for
architects, builders, developers,
design engineers, contractors,
and/or energy consultants can be
made available
○Technical assists programs for
multi-units (e.g., BAMBE program,
MCE Energy Savings program,
PG&E Energy Savings Assistance
program, PG&E SPOC program
for multi-family and single-family
owners and managers)
○Virtual and/or In-person Home
●Target campaigns and
efforts to benefit low-
moderate income (LMI) and
hard-to-reach households,
renters and energy
burdened communities such
as in rural West Marin,
North Marin, Downtown San
Rafael and the Canal,
Strawberry, and Marin City
●Support regional workforce
development programs or
initiatives such as Lime
Foundation's NextGEN
Trades Academy that
focuses on developing a
more diverse and inclusive
trades and contractor
workforce
●Increase awareness of and
access to programs,
rebates and incentives that
first address deferred
maintenance (e.g., termite
damage and rot)
●Address Split-Incentives –
Structure multi-unit
programs that incentivize
and make it easy for both
renters and property owners
to implement energy
efficiency and electrification
systems and appliances
1.Local
Government:
Councils/Electe
ds and Staff
2.Community
Based
Organizations
3.MCE
4.PG&E
5.BayREN
6.Third-Party
Service
Providers/Vendo
rs
7.Transportation
Authority of
Marin
120
Energy Assessment (e.g., Home
Energy Score)
○All-in-one, customizable platforms
(e.g, Petaluma/Sacramento via
XeroHome, Sonoma Clean Power
via YellowTin)
■Platform should have the
ability to quickly:
●Analyze and give energy,
GHGs and costs of
installing efficiency and
electrification measures
per house within several
minutes
●Summarize and connect
user to Federal, State,
utility, regional, and/or
local rebates and
incentives available
●View and connect with a
list of qualified contractors
●Links to all 12 Marin local
building code
requirements and
checklists
●Track community-scale
impact via energy
modeling or energy bill
analysis
●Try to coordinate more regionally
such as across MCE territory or
across nine-county bay area via
BayREN
●More funding and staffing resources
are needed to provide digital and in-
person promotion and outreach
campaigns, which may include:
○Promoting and soliciting through
social media and websites as well
as in newsletters and/or utility-bill
inserts
121
○Working through County Health
and Human Services to engage
and promote access to hard-to-
reach communities through their
Community Response Teams
○Segmenting outreach campaigns
to target audiences
○Attending, tabling and participating
in community-based organization
and industry community events
countywide
○Incorporating and keeping
up-to-date information such as on
regulations, rebates and
incentives, programs, contractor
lists and other services
○Evaluate the feasibility of standing
up a brick-and-mortar location for
in-person resources and education
122
I-5 Expand upon existing promotion
and outreach efforts that increases
access to local, regional, state and
federal energy and electrification
programs and incentives.
●Finding feasible ways to mass
promote and expand outreach
campaigns.
●Partner with, fund and communicate
programs and campaigns through
local community based organizations
that have already built capacity, trust
and strong community networks.
●Streamline and consolidate existing
information while increasing access
to the complex and rapidly evolving
federal (IRA), State (TECH,
SwitchIsOn) utility (PG&E, MCE),
regional (BayREN, BAAQMD), and
local (Electrify Marin) rebates and
incentives available.
●Increase disability, health and ESL
(language) services and inclusion
during community engagements and
creation of promotional collateral.
●Use existing local government
touchpoints with the community to
provide information and education
(e.g., time of renovation, planning or
building permit counter, community
events or campaigns, etc.).
●Target campaigns and
efforts to benefit low-
moderate income (LMI)
households, renters and
energy burdened
communities such as in
rural West Marin, North
Marin, Canal, and Marin
City
●Structure rebate and
incentive programs to
benefit LMI households and
renters especially in
underserved communities
●Increase awareness of and
access to programs and
incentives that first address
deferred maintenance
●Address Split-Incentives:
Structure multi-unit
programs that incent both
renters and property owners
to implement energy
efficiency and electrification
measures
1.Local
Government:
Councils/Electe
ds and Staff
2.BayREN
3.Community
Based
Organizations
4.MCE
5.Transportation
Authority of
Marin (TAM)
123
I-6 Expand stakeholder engagement to
community-based organizations that
represent underserved communities
to build a more equitable electrification
transition.
●Engagement doesn’t end once the
countywide roadmap is finalized.
●Provide periodic and ad-hoc updates
of roadmap to electrification
workshop participants and
community-based organizations
●Work through County Health and
Human Services to engage and
promote access to hard-to-reach
communities through their
Community Response Teams
●Community-based organizations
serving North Marin, Canal, Marin
City and parts of West Marin should
be empowered to set their own vision,
priorities and implementable actions
●Support community led
planning especially by
organizations such as Marin
Climate Justice
Collaborative (Canal
Alliance and Marin City
CRHJ).
1.Community
Based
Organizations
2.Local
Government:
Councils/Electe
ds and Staff
3.Transportation
Authority of
Marin
I-7 Evaluate fee structures and
feasibility of permit programs that
incent gas to electric conversions by
reducing permit costs and
expediting permit timelines for
renovations and appliance upgrades.
●Identify and implement pilots - when
feasible - that can be tested
immediately such as, but not limited
to:
○Permit holidays or discounts
○Same day permitting
●Evaluate jurisdiction fee structure
and feasibility to subsidize such a
program
●Continue and increase training of
examiners and inspectors on how to
permit and identify new heat pump,
electric appliances and systems via
BayREN trainings and support
through other forums
●Simplify permitting such as pairing
plumbing and electrical permits to
make the process faster and cheaper
●Lays the groundwork to appropriately
implement a Time of Sale or Time of
Listing policy, if considered
●Offset the impact of the
potential high cost of
permitting for electrification
○Restructure and
combine mechanical-
electrical-plumbing fees
○Increase permit fees for
natural gas installations
compared to electric
1.Local
Government:
Councils/Electe
ds and Staff
2.BayREN
124
I-8 Lay the groundwork to accelerate
adoption of electric ready systems
for existing buildings by adopting
appropriate codes and standards and
accompanied with rebates and
incentives.
●Critical to work on in advance of the
BAAQMD NOx rules that start in 2027
●Restructure Electrify Marin’s panel
upgrade incentives to prefer panel
optimization and low amp appliances
first, over panel upsizing
●Focus electrical contractor trainings
and socialization on alternatives to
panel upsizing and panel optimization
●Focus electrical systems trainings on
building/code officials
○Clarify State standards and apply
appropriate standards locally
○Work with officials to provide clear
code guidance when approving
installs of circuit sharing devices
such as Automatic Load
Management Systems (ALMS) or
Intelligent Power Management
Technologies (IPMT) such as
smart panels, breakers, relays,
splitters, or control units
●Target outreach and incentives
campaigns to known older residential
and commercial buildings built before
1980
●Evaluate, develop, and adopt a
countywide 2025 model reach
building code which includes:
○More aggressive electric
readiness requirements
Encourages optimizing capacity
over upsizing
●Target campaigns and
efforts to benefit low-
moderate income (LMI) and
hard-to-reach households,
renters and energy
burdened communities such
as in rural West Marin,
North Marin, Canal, and
Marin City.
1.Local
Government:
Councils/Elected
s and Staff
2.BayREN
3.Marin Builders
Association
4.Other contractor
associations
forums across
Marin
125
I-9 Continue to implement Marin
Countywide EV Acceleration
Strategy launched February 2023.
●Take key actions as outlined in the
acceleration plan
●Partner with community-
based organizations to
increase access and
identify charging
infrastructure needs.
●Use building codes to
require charging capability
for all tenants with parking
spaces in multi-unit
buildings that are affordable
and has cost parity with
those charging in single-
family homes.
1.Marin Climate &
Energy
Partnership
(MCEP)
2.Transportation
Authority of
Marin
3.Local
Government:
Councils/Electe
ds and Staff
126
I-10 Encourage and coordinate with
PG&E to improve infrastructure
planning and speed up grid
interconnection timelines, especially
for electric load capacity planning,
resiliency, faster grid interconnection
and neighborhood-scale electrification
planning projects.
●Encourage with PG&E to meet SB
410 (Becker), “Powering Up
Californians Act” which holds utilities
accountable to meeting prompt grid
interconnection and energization
timelines.
●Proactively coordinate w/PG&E on
owner/developer planning and
communication that helps with
PG&Es service and distribution
planning, increases reliability, and
reduces energization timelines for
new housing.
●Explore funding to collect and
analyze PG&E energy data that will
help measure existing and project
future countywide electrical capacity
needs at the neighborhood scale
○Simultaneously collect and
analyze natural gas infrastructure
to identify ideal locations for
neighborhood-scale electrification
and gas infrastructure
decommissioning.
○See action #I-14 for more details
on neighborhood-scale
electrification
●Segment underserved
populations across Marin
when collecting data so we
can understand where the
best opportunities exist to
implement and target pilots
or campaigns.
1.PG&E
2.New Multi-unit
affordable and
market rate
developers
3.Commercial
developers
4.Local
Government:
Councils/Elected
s and Staff
5.MCEP
127
I-11 Support growth, accelerate and
improve the quality of a diverse and
skilled building energy and
electrification workforce by
expanding upon existing and
considering new programs and
initiatives that train and develop
qualified contractors, realtors,
developers and lenders to meet
increased demand.
●Through SwitchIsOn by TECH,
continue to increase the existing list
of qualified contractors that serves
the region and direct customers to
those lists
●Through BayREN continue to provide
free trainings, continuing education
credit, worksite training, and
networking opportunities on energy
efficiency, all-electric technology,
green financing products, and
business development for building,
contracting and trades professionals,
realtors, lenders, and local building
and safety staff (e.g., Green Labeling
Program, in-person and virtual
training and networking programs)
●Attract residential decarbonization
professionals and increase high
quality jobs by supporting the High
Road Training Partnership (HRTP)
and consider adopting the
recommended labor standards that
come out of the partnership
●Support and expand
regional workforce
development programs
such as Lime Foundation’s
NextGEN Trades Academy
that focuses on skills and
professional development
for a more diverse and
inclusive trades and
contractor workforce
●Adopt regional workforce
development initiatives such
as Rising Sun’s Bay Area
Residential Decarbonization
High Road Training
Partnership that increases
job quality and equitable
access for all workers in the
residential decarbonization
market
●Increase access to in-
person or virtual training
and networking
opportunities to the trades
workforce such as
BayRENs ongoing regional
training programs.
1.Community
Based
Organizations
2.MCEP
3.BayREN
4.Local
Government:
Councils/Electe
ds and Staff
5.Local
businesses
6.Trades
associations
7.BAAQMD
8.MCE
9.TECH Clean
California
128
I-12 Evaluate feasibility, staff capacity and
map out steps to implement a Time
of Listing Energy Assessment policy
for residential and/or commercial
buildings.
●Engage with realtors and community-
based organizations to evaluate a
voluntary or required energy audit
disclosure policy
○Compliance check and
resolutions
○Home Energy Score/audit
○Flexible energy and electrification
compliance scoring
●First, conduct a feasibility study
and/or survey.
○The policy should minimize
excess costs and timelines
disproportionate to the overall cost
and closing of the real estate
transaction.
○Evaluate the staff capacity of
enforcing departments or
agencies.
○Evaluate market conditions, taxes
to collect such as a refundable
transfer tax, and lead times to
implement projects
●Learn from and adapt certain
elements of other local governments
such as City of Berkeley’s Time of
Listing ordinance and City of Davis
compliance checks.
●Discuss acquisition of data with data
aggregators such as Redfin, Zillow,
MLS, CoStar, County Tax Assessor’s
●Continue to participate and
support trainings and
regional workforce
development initiatives that
builds regional contractor
base.
●Support and encourage the
use of local, legacy,
minority/Woman-owned
and/or BIPOC businesses
to conduct Energy
Assessments for
homeowners.
1.Local
Government:
Councils/Electe
ds and Staff
2.BayREN
3.Marin
REALTORS
4.Community-
based
organizations
5.MCEP
129
I-13 Evaluate existing and increase
access of low-cost financing
programs that serve Marin single-
family and multi-unit residences.
●Assess and promote existing loan
programs for single-family and multi-
unit residences such as, but not
limited to the State’s Go Green
Financing program and Energy
Efficient Mortgages/Green Mortgages
such as Fannie Mae Green Financing
Loans for single- and multi-unit
residences)
●Continue to expand training and
education of banks/lenders and Marin
REALTORS through BayREN’s
Green Labeling Program
●Target campaigns and
efforts to benefit LMI
households and landlords
serving low-income tenants.
●Green financing programs
can benefit LMI and credit-
constrained customers who
otherwise may not qualify
for traditional home equity
loans for upgrades.
●Ensure financing is
available to households
who have poor credit or
can’t afford taking on debt
1.Local
Government:
Councils/Electe
ds and Staff
2.BayREN
3.PG&E
4.MCE
5.Local Banks and
Lenders
6.Marin
REALTORS
7.Community
Based
Organizations
I-14 Evaluate feasibility and funding
resources, then, identify a location
to pilot a neighborhood-scale
electrification demonstration project
anywhere within the 12 jurisdictions
across Marin County.
●Leverage existing and/or collect new
electricity and gas data to analyze
ideal candidates.
●Coordinate with PG&E and learned
lessons from other Bay Area
jurisdictions to identify criteria to
select an ideal location in Marin
County for gas infrastructure
decommissioning.
●Find funding to implement a
neighborhood-scale electrification
pilot project that include both gas
infrastructure decommissioning
planning and replacement of end-use
appliances
●Consider piloting
underserved neighborhoods
such as LMI, hard-to-reach
households, renters and
energy burdened
communities or
developments such as in
rural West Marin, North
Marin, Canal, and Marin
City
●Need to ensure funding is
available for deferred
maintenance in addition to
energy and electrification
upgrades
1.PG&E
2.Community
members/neigh
borhoods
3.Existing Single-
or Multi-unit
affordable and
market rate
developers
4.Community-
based
Organizations
5.Local
Government:
Councils/Electe
ds and Staff
130
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-1 Investigate the feasibility and
procure resources to launch a
turnkey countywide concierge
and/or technical assist service
for residences and businesses
while continuing to implement and
update the countywide “central hub”
as necessary.
● Follow-up to Action #I-3 and I-4
● Assess and find funding resources
to launch a concierge and
technical assist service, then
continue implementing the service
for homeowners and/or
businesses and updating as
needed
● Procure more funding and staffing
resources as needed to provide
wrap-around support and
outreach efforts
● If feasible, consider standing up a
brick-and-mortar location for in-
person resources and education
● Continue growing qualified
contractor list
●Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
●Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
●Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
●Address Split-
Incentives: Structure
multi-unit programs that
incent both renters and
property owners to
implement energy
efficiency and
electrification measures
1.Local
Government:
Councils/Electeds
and Staff
2.New and Existing
Multi-unit and
Commercial
Developers
3.Community-
based
organizations
4.MCE
5.BayREN
6.Transportation
Authority of Marin
131
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-2 Develop and launch a turnkey
technical assistance service for
residences and businesses while
maintaining and integrating the
web-based "central hub".
●Follow-up to Action #N-1
●If funding was procured and
vendor chosen for concierge and
technical assist service, then
continue implementing the
service for homeowners and/or
businesses and updating as
needed
●Procure more funding and
staffing resources as needed to
provide additional wrap-around
support and outreach efforts
●If feasible, consider standing up a
brick-and-mortar location for in-
person resources and education
●Continue growing qualified
contractor list
●Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
●Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
●Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
●Address Split-
Incentives: Structure
1.Local
Government:
Councils/Electeds
and Staff
2.New and Existing
Multi-unit and
Commercial
Developers
3.Community-based
organizations
4.MCE
5.BayREN
6.Transportation
Authority of Marin
132
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
multi-unit programs that
incent both renters and
property owners to
implement energy
efficiency and
electrification measures
N-3 Continue to update promotion
and outreach efforts and
campaigns as needed
●Continuation of Action #I-5
●Continue finding ways to mass
market, expand outreach, and
streamline and consolidate
existing and new programs and
incentives as they arise
●Continue partnering with and
supporting programs through local
community based organizations
●Continue to use existing local
government touchpoints with the
community to provide timely
information and relevant
education
●Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
●Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
●Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
●Address Split-
Incentives: Structure
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
3.Community
Based
Organizations
4.MCE
133
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
multi-unit programs that
incent both renters and
property owners to
implement energy
efficiency and
electrification measures
N-4 Continue to integrate equity
focused actions developed by
community-based organizations
that represent underserved Marin
communities
●Continuation of Action #I-6
●Modify the countywide
electrification roadmap to
incorporate actions that result in
equitable outcomes
●Continue to support
community led planning
especially by
organizations such as
Marin Climate Justice
Collaborative (Canal
Alliance and Marin City
CRHJ)
1.Community
Based
Organizations
2.Local
Government:
Councils/Electeds
and Staff
N-5 Continue implementing programs
that incent gas to electric
conversions by reducing permit
costs and expediting permit
timelines.
●Continuation of Action #I-7
●Continue implementing pilots
proven to be good approaches to
streamlining the permitting
process
●Continue to train examiners and
inspectors on how to permit new
heat pump, electric appliances
and systems via BayREN and
support through other forums
●Continue to identify ways to
simplify permitting (e.g., combine
permits) that makes the process
faster and less costly to
customers
●Offset the impact of the
high cost of permitting
for electrification
○Restructure and
combine
mechanical-
electrical-plumbing
fees
○Increase permit fees
for natural gas
installations
compared to electric
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
134
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-6 Implement policies and programs
that accelerate adoption of
electric ready systems for
existing buildings in advance of
the BAAQMD NOx rules that start
the following year, in 2027
● Continuation to Action #I-8
● Continue Electrify Marin’s upgrade
incentives to prefer panel
optimization and low amp
appliances first, over panel
upsizing
● Consider increasing Electrify
Marin’s incentive for panel
upgrade kicker
● Continue electrical contractor
trainings and socialization on
alternatives to panel upsizing and
mitigate the need to perform a
service upgrade
● Continue targeted outreach
campaigns to known older
residential and commercial
buildings built before 1980
● Implement and enforce adopted
2025 building reach codes that
includes more aggressive electric
readiness requirements while
encouraging optimizing electrical
capacity over upsizing, where
feasible
●Target campaigns and
efforts to benefit LMI,
hard-to-reach
households, renters
and energy burdened
communities such as in
rural West Marin, North
Marin, Canal, and Marin
City
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
135
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-7 Continue to implement Marin
Countywide EV acceleration
Strategy
● Continuation of Action #I-9
● Take key actions as outlined in
the acceleration plan
●Partner with
community-based
organizations to
increase access and
identify charging
infrastructure need
●Use building codes to
require charging
capability for all tenants
with parking spaces in
multi-unit buildings that
are affordable and has
cost parity with those
charging in single-
family homes
1.MCEP
2.Transportation
Authority of Marin
3.Local
Government:
Councils/Electeds
and Staff
4.MCE
N-8 Continue to coordinate with
PG&E to improve infrastructure
planning and speed up
interconnection timelines
especially electric load capacity
planning, faster interconnection
timelines, and neighborhood-scale
electrification planning projects.
●Continuation of Action #I-10
●Continue proactive
owner/developer planning and
communication that helps with
PG&Es service and distribution
planning
●See action #N-14 for more details
on neighborhood-scale
electrification
●Segment underserved
communities across
Marin when collecting
data so we can
understand where the
best opportunities exist
to implement target
pilots or campaigns
1.PG&E
2.New Mult-unit
affordable and
market rate
developers
3.Commercial
developers
4.Local
Government:
Councils/Electeds
and Staff
5.MCEP
136
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-9 Continue to support the growth
of a diverse and skilled building
energy and electrification
workforce.
●Continuation of Action #I-11
●Through TECH, continue to
increase the existing list of
qualified contractors that serves
the region and direct customers to
those lists
●Through BayREN continue to
provide free trainings, continuing
education credit, and networking
opportunities on energy efficiency,
all-electric technology, green
financing products, and business
development for building,
contracting and trades
professionals, realtors, lenders,
and local building and safety staff
(e.g., Green Labeling Program, in-
person and virtual training and
networking programs
●Re-evaluate the needs on how
local government, community-
based organizations, community
colleges, utilities, public agencies,
BayREN, MCE, TAM, and/or
businesses can come together
and fund the growth of and backfill
program gaps for Marin’s energy
and electrification workforce and
contractor base.
●Continue to participate
in regional workforce
development initiatives
that focus on high road
jobs and diversity in the
contractor base
1.Community
Based
Organizations
2.BayREN
3.Local
Government:
Councils/Elected
s and Staff
4.Local
businesses
5.Trades
associations
6.BAAQMD
7.Contractor
workforce
8.TECH Clean
California
9.TAM
10.Community
Colleges
137
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-10 If feasible and staff capacity is in
place to enforce, identify a Marin
jurisdiction(s) to pilot a Time of
Listing Energy Audit Policy for
residential buildings.
●Continuation to Action #I-12
●Consider starting with voluntary
compliance check and resolutions
and/or Home Energy Score audits
●Consider balancing burdens to the
seller and value proposition to the
buyer.
●Consider mechanisms such as a
refundable transfer tax.
●See #I-12 1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
3.Community-
based
organization
4.Marin Realtors
5.MCEP
N-11 Evaluate then consider providing
complementary financing options
such as a regional tariff on-bill
financing program that serves
single-family and multi-unit
residences.
● Follow-up to Action #I-13
● Discuss feasibility with Marin
Clean Energy, PG&E, and/or
CPUC to launch a tariff on-bill
financing program (upgrades
repaid through a tariff added to
the utility bill over time) accessible
to the regional customer base.
● Evaluate other forms of financing
targeted to certain communities or
specific technologies, For
example:
○In 2021, MCE financed 0%
interest home battery loans for
residents
○Currently MCE and PG&Es
Agricultural and Industrial (AIR)
resources.
●Target campaigns and
efforts to benefit LMI
households and
landlords serving low-
income tenants.
●Green financing
programs can benefit
LMI and credit-
constrained customers
who otherwise may not
qualify for traditional
home equity loans for
upgrades.
●Ensure financing is
available to
households who have
poor credit or can’t
afford taking on debt
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
3.MCE
4.PG&E
5.CPUC
N-12 If funded and partners are in place,
pilot a loan financing program(s)
●Follow-up to Action #I-14
●Continue work with partners such
●Same as #N-11 1.Local
Government:
138
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
that serves single-family and multi-
unit residences and/or businesses.
as MCE, PG&E, and/or CPUC,
local banks, and/or community-
based organizations to provide
appropriate financing products
Councils/Electeds
and Staff
2.BayREN
3.MCE
4.PG&E
5.TECH Clean CA
N-13 Develop a disposal plan for end-
of-life of gas and heat pump
products, appliances, and
refrigerant management.
● Consider codes, campaigns, and
educational materials with the goal
of capturing refrigerants and other
materials for recycling or proper
destruction to ensure they are not
released into the environment
○This may involve stickers on
appliances, contractor
trainings, additional fines and
enforcement for illegal
disposal, etc.
●Will likely require regional
collaboration, coordination and
planning with Zero Waste Marin,
local waste haulers, landfill
operators and County to ensure
appropriate disposal
●It may require the need for a
regional reuse and salvage
market
Unknown 1.Zero Waste Marin
2.Waste Haulers
3.Local
Government:
Councils/Electeds
and Staff
4.Landfill
Operator(s)
N-14 Evaluate feasibility and funding
resources, then, identify a
location to pilot a neighborhood-
scale electrification
●Leverage existing and/or collect
new electricity and gas data to
analyze ideal candidates.
●Coordinate with PG&E and
●See #I-14 1.PG&E
2.Community
members/neighbo
rhoods
139
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
demonstration project anywhere
within the 12 jurisdictions across
Marin County.
learned lessons from other Bay
Area jurisdictions to identify
criteria to select an ideal location
in Marin County for gas
infrastructure decommissioning.
●Find funding to implement a
neighborhood-scale electrification
pilot project that include both gas
infrastructure decommissioning
planning and replacement of end-
use appliances
3.Existing Single- or
Multi-unit
affordable and
market rate
developers
4.Community-
based
Organizations
5.Local
Government:
Councils/Electeds
and Staff
N-15 If feasible, partners are in place,
and necessary, develop and
implement a pilot neighborhood-
scale electrification
demonstration project. within
Marin County.
●Continuation of Action #I-15
●Continue to coordinate with PG&E
and consult with other Bay Area
jurisdictions select an ideal
location in Marin County for gas
infrastructure decommissioning
● Continue to find funding to
implement as needed
●See #I-14 1.PG&E
2.Existing Single- or
Multi-unit
affordable and
market rate
developers
3.Community-
based
Organizations
4.Local
Government:
Councils/Electeds
and Staff
140
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
L-1 Develop, adopt and implement
updated building and EV
infrastructure reach codes for
New Construction of all building
types during the 2028 and 2031
State building code cycles.
●Continuation to Action #I-1
●Ideally develop and adopt during
the 2028 and 2031 code cycle
●Exemptions and
hardship and feasibility
waivers for
○Low-income
households
○Households with
special medical and
accessibility needs
1.Local
Government:
Councils/Electeds
and Staff
L-2 Develop, adopt and implement
updated building and EV
infrastructure reach codes for
Renovations of all building types
during the 2028 and 2031 State
building code cycles.
●Continuation to Action #I-2
●Ideally develop and adopt during
the 2028 and 2031 code cycle
●Exemptions and
hardship and feasibility
waivers for
○Low-income
households
○Households with
special medical and
accessibility needs
●Encourage use of
housing programs that
to disincentivize
property owners from
displacing multi-unit
renters during
renovations or
rehabilitation
○For example,
Multifamily Energy
Savings Assistance
(ESA) program
implemented by
investor-owned
utilities (IOUs)
1.Local
Government:
Councils/Electeds
and Staff
141
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
●Consider anti-
displacement policies
(e.g. reference SAJE or
Build-it Green)
L-3 If successful and necessary,
continue enhancing the “all-in-
one energy and electrification
hub and update the program as
necessary.
●Continuation to Action #N-1
●Re-evaluate the value and need of
the online platform
●If necessary, find more permanent
funding to continue providing
concierge and technical assist
services
●Procure more funding and staffing
resources as needed to provide
wrap-around support and
outreach efforts
●Compliment online platform with
traditional outreach engagements
such as in-person, webinars,
newsletters, media, and promotion
through community-based
organizations and trade
associations
●Continue growing qualified
contractor list
●Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
●Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
●Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
●Address Split-
Incentives: Structure
multi-unit programs
that incent both renters
and property owners to
implement energy
1.Local
Government:
Councils/Electeds
and Staff
2.New and Existing
Multi-unit and
Commercial
Developers
3.Community-based
organizations
4.MCE
5.BayREN
6.Transportation
Authority of Marin
142
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
efficiency and
electrification
measures
L-4 Continue to update promotion
and outreach efforts and
campaigns as needed.
●Continuation of Action #N-2
●Continue finding ways to mass
market, expand outreach, and
streamline and consolidate
existing and new programs and
incentives as they arise
●Continue partnering with and
supporting programs through local
community based organizations
●Continue to use existing local
government touchpoints with the
community to provide timely
information and relevant
education
●Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
●Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
●Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
●Address Split-
Incentives: Structure
multi-unit programs
that incent both renters
and property owners to
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
3.Community Based
Organizations
4.MCE
5.Transportation
Authority of Marin
143
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
implement energy
efficiency and
electrification
measures
L-5 Continue community
engagements to re-evaluate
policy and community needs.
●Continuation to Action #N-3
●Partner with community to re-
assess barriers and solutions
●Look at new policy, program,
financing and revenue generating
mechanisms to fund energy and
electrification projects
●Through BayREN, continue to
increase contractor, building
professionals and local building
staff attendance to free trainings
on installing and permitting of heat
pumps and electrical appliances
and systems
●Ensure community
based organizations
serving LMIs, hard-to-
reach households,
renters and energy
burdened communities
are continually
engaged and partnered
with to develop actions
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
3.Community Based
Organizations
4.MCE
5.Local businesses
6.Trades
associations
7.Contractor
workforce
8.Transportation
Authority of Marin
L-6 Continue implementing and
enhancing permit streamlining
measures that incent electric
over gas installations.
● Continuation to Action #N-4
● Implement and re-evaluate
approaches to continue speeding
up the permitting process
● Continue to train examiners and
inspectors on how to permit new
heat pump, electric appliances
and systems via BayREN
● Continue to identify ways to
simplify permitting
●Continue to find ways
to offset the impact of
the high cost of
permitting for
electrification
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
144
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
L-7 Continue code implementation
and rebates and incentives in
support of installing electric
ready systems for existing
buildings especially during the
2028 and 2031 State building code
development cycles.
● Continuation to Action #N-5
● Develop, implement and enforce
adopted 2028 and 2031 building
reach codes that includes that
advance energy and electrification
for residential and nonresidential
●Target campaigns and
efforts to benefit LMI,
and hard-to-reach
households, renters
and energy burdened
communities such as in
rural West Marin, North
Marin, Canal, and
Marin City
1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
L-8 Continue to implement the Marin
Countywide EV Acceleration
Strategy.
● Continuation of Action #N-6
● Take key actions as outlined in
the acceleration plan
●Partner with community
based organizations to
increase access and
identify charging
infrastructure need
●Continue to ensure
equitable and
affordable access to
EV charging
1.MCEP
2.Transportation
Authority of Marin
3.Local
Government:
Councils/Electeds
and Staff
4.MCE
L-9 Continue to coordinate with
PG&E to improve infrastructure
planning.
●Continuation of Action #N-8
●Continue proactive
owner/developer planning and
communication that helps with
●Segment underserved
communities across
Marin when collecting
data so we can
1.PG&E
2.New Mult-unit
affordable and
market rate
developers
145
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
PG&Es service and distribution
planning
understand where the
best opportunities exist
to implement target
pilots or campaigns
3.Commercial
developers
4.Local
Government:
Councils/Electeds
and Staff
5.MCEP
L-10 Continue to support growth of
the local and regional building
energy and electrification
workforce.
●Continuation of Action #N-8
●Through BayREN, continue to
increase contractor, building
professionals and local building
staff attendance to free trainings
on installing and permitting of heat
pumps and electrical appliances
and systems
●Re-evaluate the needs on how
local government, community-
based organizations, utilities,
public agencies, BayREN and/or
businesses can come together
and fund the growth of and backfill
program gaps for Marin’s
workforce and contractor base. to
best grow Marin’s workforce.
●Continue to participate
in regional workforce
development initiatives
that focus on high road
jobs and diversity in the
contractor base
1.Community Based
Organizations
2.Local
Government:
Councils/Electeds
and Staff
3.Local businesses
4.Trades
associations
5.Contractor
workforce
6.MCEP
L-11 If pilot is successful, continue
implementing a Time of Listing
Energy Audit Policy for residential
buildings and expand to other Marin
●Continuation to Action #N-9
●Work with other Cities and Towns
to develop and adopt policy locally
●See #I-12 1.Local
Government:
Councils/Electeds
and Staff
2.BayREN
146
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
jurisdictions as needed 3.Community-based
organization
4.Marin Realtors
5.MCEP
L-12 If successful, continue to
implement a targeted
neighborhood-scale
electrification pilot
●Continuation to Action #N-13
●Continue coordination with PG&E
and consulting with other
jurisdictions implementing
●Continue to find funding as
needed in order to continue
implementing
●See #I-14 1.PG&E
2.Community
members/neighbo
rhoods
3.Existing Single- or
Multi-unit
affordable and
market rate
developers
4.Community-based
Organizations
5.Local
Government:
Councils/Electeds
and Staff
6.MCEP
L-13 If feasible, begin implementation
of a disposal plan for end-of-life
of gas and heat pump products,
appliances, and refrigerant
management.
●Continuation of Action #N-13
●Implement the plan
●Continue regional collaboration,
coordination and planning with
Zero Waste Marin, local waste
haulers, landfill operators and
County to ensure appropriate
disposal
●It may require the need for a
regional reuse and salvage
market
Unknown 1.Zero Waste Marin
2.Waste Haulers
3.County of Marin
4.Landfill
Operator(s)
5.CalRecycle