2-13-15 EBC Small Hydropower in New England

EBC Dam Management Program

Small Hydropower

Developments in New England

Environmental Business Council of New England

Energy Environment Economy

Welcome

Chad Cox, P.E.

Chair, EBC Dam Management

Committee

Civil Engineer / Principal

GZA GeoEnvironmental, Inc.



Introduction to Program

William Felton

Program Chair & Moderator

Partner / Client Business Development

Willis



Stephen Mockler

Director of Major Projects

Brookfield Renewable Energy Group



New Development, Acquisitions

and the Challenges for Small

Hydropower

Brookfield Renewable A Leader in Renewable Power Generation

Brookfield Renewable Energy

Westborough MA, February 13, 2015

Meeting between Brookfield and EBC New England

6 6 CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING STATEMENTS

This presentation contains forward-looking statements and information, within the meaning of Canadian securities laws and forward-looking statements within the meaning of Section 27A of the U.S. Securities Act of 1933, as amended, Section 21E of the U.S. Securities Exchange Act of 1934, as amended, safe harbor of the United States Private Securities Litigation Reform Act of 1995 and in any applicable Canadian securities regulations, concerning the business and operations of Brookfield Renewable. Forward-looking statements may include estimates, plans, expectations, opinions, forecasts, projections, guidance or other statements that are not statements of fact. Forward-looking statements in this presentation include statements regarding the quality of Brookfield Renewables assets and the resiliency of the cash flow they will generate, Brookfield Renewables anticipated financial performance, future commissioning of assets, contracted portfolio, technology diversification, acquisition opportunities, expected completion of acquisitions, future energy prices and demand for electricity, economic recovery, achievement of long term average generation, project development and capital expenditure costs, diversification of shareholder base, energy policies, economic growth, growth potential of the renewable asset class, the future growth prospects and distribution profile of Brookfield Renewable and Brookfield Renewables access to capital. Forward-looking statements can be identified by the use of words such as plans, expects, scheduled, estimates, intends, anticipates, believes, potentially, tends, continue, attempts, likely, primarily, approximately, endeavours, pursues, strives, seeks, or variations of such words and phrases, or statements that certain actions, events or results may, could, would, might or will be taken, occur or be achieved. Although we believe that our anticipated future results, performance or achievements expressed or implied by the forward-looking statements and information in this presentation are based upon reasonable assumptions and expectations, we cannot assure you that such expectations will prove to have been correct. You should not place undue reliance on forward-looking statements and information as such statements and information involve known and unknown risks, uncertainties and other factors which may cause our actual results, performance or achievements to differ materially from anticipated future results, performance or achievement expressed or implied by such forward-looking statements and information.

Factors that could cause actual results to differ materially from those contemplated or implied by forward-looking statements include, but are not limited to: our limited operating history; the risk that we may be deemed an investment company under the Investment Company Act; the fact that we are not subject to the same disclosure requirements as a U.S. domestic issuer; the risk that the effectiveness of our internal controls over financial reporting could have a material effect on our business; changes to hydrology at our hydroelectric stations or in wind conditions at our wind energy facilities; the risk that counterparties to our contracts do not fulfill their obligations, and as our contracts expire, we may not be able to replace them with agreements on similar terms; increases in water rental costs (or similar fees) or changes to the regulation of water supply; volatility in supply and demand in the energy market; exposure to additional costs as a result of our operations being highly regulated and exposed to increased regulation; the risk that our concessions and licenses will not be renewed; increases in the cost of operating our plants; our failure to comply with conditions in, or our inability to maintain, governmental permits; equipment failure; dam failures and the costs of repairing such failures; exposure to force majeure events; exposure to uninsurable losses; adverse changes in currency exchange rates; availability and access to interconnection facilities and transmission systems; health, safety, security and environmental risks; disputes, governmental and regulatory investigations and litigation; local communities affecting our operations; losses resulting from fraud, bribery, corruption, other illegal acts, inadequate or failed internal processes or systems, or from external events; risks relating to our reliance on computerized business systems; general industry risks relating to operating in the North American, Brazilian and European power market sectors; advances in technology that impair or eliminate the competitive advantage of our projects; newly developed technologies in which we invest not performing as anticipated; labour disruptions and economically unfavourable collective bargaining agreements; our inability to finance our operations due to the status of the capital markets; the operating and financial restrictions imposed on us by our loan, debt and security agreements; changes in our credit ratings; changes to government regulations that provide incentives for renewable energy; our inability to identify sufficient investment opportunities and complete transactions; risks related to the growth of our portfolio and our inability to realize the expected benefits of our transactions; our inability to develop existing sites or find new sites suitable for the development of greenfield projects; risks associated with the development of our generating facilities and the various types of arrangements we enter into with communities and joint venture partners; Brookfield Asset Managements election not to source acquisition opportunities for us and our lack of access to all renewable power acquisitions that Brookfield Asset Management identifies; our lack of control over our operations conducted through joint ventures, partnerships and consortium arrangements; our ability to issue equity or debt for future acquisitions and developments will be dependent on capital markets; foreign laws or regulation to which we become subject as a result of future acquisitions in new markets; and the departure of some or all of Brookfields key professionals.

We caution that the foregoing list of important factors that may affect future results is not exhaustive. The forward-looking statements represent our views as of the date of this presentation and should not be relied upon as representing our views as of any date subsequent to January 30, 2015, the date of this presentation. While we anticipate that subsequent events and developments may cause our views to change, we disclaim any obligation to update the forward-looking statements, other than as required by applicable law. For further information on these known and unknown risks, please see Risk Factors included in our Form 20-F.

7 Brookfield Asset Management Experienced Investor and Asset Manager

Brookfield is a global alternative asset manager with approximately $200 billion in

assets under management

PROPERTY RENEWABLE POWER INFRASTRUCTURE PRIVATE EQUITY

$113 billion AUM $19 billion AUM $31 billion AUM $23 billion AUM

Over 350 million sq. ft1:

office, retail, industrial,

multifamily and other

investments

235 hydro facilities,

28 wind farms

~6,700 MW

Ports, rails, toll roads,

natural gas pipelines,

transmission lines,

timberlands and

agrilands

Private equity in our

areas of expertise,

residential development

and service activities

1) Includes active developments and current projects in planning

Note: AUM above excludes Asset Management and Services, Cash and Financial Assets and Other Assets totaling $6 billion

Property, Infrastructure and Private Equity include BIM assets under management

8 Brookfield Renewable Overview

One of the largest public pure-play renewable power businesses in the world

100 years of experience in power generation

Over 1,300 employees with strong operating, regulatory and power marketing experience

$19B POWER GENERATING ASSETS

235 generating

facilities

84% HYDROELECTRIC GENERATION

Situated on

72 river systems

~6,700 MEGAWATTS OF CAPACITY

13 markets

in 5 countries

9 Established global operating platform

BREP maintains integrated operating platforms on three continents

with local operating and marketing expertise

North America

~$15 billion AUM > 5,700 MW 900 employees

Europe

~$1 billion AUM 330 MW 75 employees

Latin America

~$3 billion AUM 670 MW 340 employees

10

10

Key Items For Development & Acquisition

Indication Insight & Understanding of Key Stakeholders & Challenges Impacting Development

Clear Understanding of Costs & Revenue Knowledge of Critical Information Available Information & Time Schedule Knowledge of Key Material / Insight Necessary Summary of Key Factors for Successful Development & Acquisitions

Investors Are Looking For

Investors want a return on their investment Investors need certainty & information risks understood

Keep your Investors hat on!

11

The Objective

New Renewable Energy

Federal and State Agency

Missions

Legislation and Mandates

The specific Rules, Regulations,

Interpretations Also Known as the weeds!

Least likely to succeed Most likely to succeed

Analyze opportunities with the OBJECTIVE in mind, and determine how to make the regulations work.

12

12

ENVIRONMENT

for HYDRO

DEVELOPMENT

ILP / TLP

Law

yers

Key Stake Holders & Items Involved With Development & Acquisitions

13

Development-Acquisition Costs Vs Revenue

Cost & Risk To Build/Operate VS Revenue

Need to understand cost to build/acquire and risks around cost increases

Need to understand revenue stream and upside/downside scenarios as well as market & generation trends/expectations

14

14

Successful Development - Information and Time

- Make a Build or No Build Decision at the lowest possible cost

- Gather and analyze information move through decision gates

Information

Accurate and complete

Allows risks to be evaluated

Improve cost estimates of key

project variables

Update total project cost

estimate

Time

Directly relates to the financial

and human capital consumed

At each gate, need to

demonstrate that project has

sufficient value to justify

continued spending

Both Information and Time must be well managed as they

directly impact the Cost of Development and ultimately Project Cost

15

15

Development Process Gates Development costs increase as additional information is obtained

Origination Prospect Feasibility Advanced Construction

$M Outreach program NOI/PAD preparation FERC Study Plan determination Interconnect application and studies Completion of first EA studies Site technical assessment

Develop cost data base for major project components & use as a sanity check on project cost estimates

Continued stakeholder outreach Completion of EA studies Interconnection Agreement Issuance of FERC license USACE Access MOU

Final optimization design

Tender process Contract terms Marketing terms Finance terms

TIME

16

16

Project Development & Acquisition Process

Project $

TIME

Initial estimate

New information

Updated estimate -

Project cost investment limit - $60M

$50M

$58M

$55M

What else

may change?

Time Pressures = >Preliminary Permit expiration dates

>License expiration dates

>Construction Contract key dates

>Limited Due Diligence Time

Acquisition Process Possibly The Complete

Opposite From Development

17

17

BRP Key Elements for Project Development & Acquistition

Principle aspects of a project or acquisition that must be investigated and understood:

Land (Site Control) - Long-term rights necessary to construct and operate a power

generating facility and an understanding of lands as part of an acquisition.

Permits and Licenses - All material permits and licenses are obtained or sufficient

certainty to obtain as scheduled. Completed environmental assessment process or

sufficient certainty to complete as scheduled;

Stakeholders Alignment of critical stakeholders to the project has been achieved or an understanding of key stake holders involved with an operating asset to be acquired;

Engineering - Firm price, schedule and contract with equipment suppliers and

reputable contractors;

Interconnection (Transmission) Studies complete and certainty of interconnection capacity availability. Certainty in applicable transmission, interconnect and upgrade

costs and an understanding of any expiration of IAs associated with an existing assets

Revenue Long term Power Purchase Agreement or acceptable view of relevant wholesale market.

Relicensing Understanding of upcoming relicensing criteria and possible impact.

Environmental Understanding of potential environmental issues (fish passage) and impacts to capital spending and operations

18

18

Examples of Information Required

Drawings and original design info

Site meetings to review Preliminary Permit plans ok to drill a hole in the dam?

Ongoing stakeholder input

Navigation

Fish passage

Sediment issues

Flood control

Relicensing items

Each of these will be evaluated as a risk

Can they be managed and resolved in a timely and cost effective way?

Post / re-license issuance - Operating items impacting revenues

Once in development or acquisition required planning documents, design revisions, final acceptance of operating plans, changing regulations/stake

holders over the anticipated life of the projects

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19

Factors that will facilitate development & acquisition investment

Start with Point People who develop an understanding of the project challenges From both the Developer and REG and Other perspectives Critical decision points time, technical requirements, resources

available

Investment depends on managing risks and costs

Clear and consistent rules similar interpretation among Federal Agency Regions Uncertainty and surprises can materially impact a project

Differences between Government agency Missions and various regions challenge new development at sites such as USACE.

Predictable time schedules The shorter the better, but predictable will help for new development, longer time periods better for

acquisitions

Environmental impacts Local regulations (USACE, Wind Ordinances, Etc) Known ESA & other environmental impacts to development or operations

Maximize coordination between agencies Any steps that improve the process by sharing information or approvals

Expense of construction / operation versus relatively low power prices

Managing multiple critical path items and achieving required timeframes. Time passes quickly and its important to stay ahead of the curve

Communicate, Coordinate, Communicate

Noreen E. Kuziak

Director, Underwriting

The Hartford Steam Boiler Inspection and

Insurance Company



Risk and Hydropower Development and Operations

February 13, 2015 EBC Dam Management Program Small Hydropower Developments in New England Noreen E. Kuziak, CPCU, ARe

Risk and Hydropower Development and

Operations

Agenda

Focus:

How different aspects of a hydroelectric plant translate into insurance pricing,

terms and conditions. To that end, well discuss:

1. Information Upfront

2. Design Attributes of Dams and Penstocks

3. Catastrophe Considerations Flood and Earthquake

4. A Word About Risk Management

5. Questions to ask about Builders Risk or Operational

2/18/2015 22 2014 The Hartford Steam Boiler Inspection and Insurance Company. All rights reserved.

Information Upfront

To get started, an Insurance Company should be asking for the following upfront:

Latest FERC Report

Latest 12D Report

Any other inspection reports

Power Purchase Agreement purchase of replacement power?

Details about any claims

Information about all of the equipment how large, how many, make / model

Flood, Soil or Seismic Reports if available

This will give anyone a good understanding of the plant before an onsite

inspection.


Design Attributes of Dams and Penstocks

FERC Reports and 12D reports requirement to insure dam

Dewater Inspection reports requirement to insure penstocks and turbines.

Loss History of entire facility. If operational today, then were there losses during

the builders risk?

Construction

Timber and Embankment dams including Earthen / Earth.

Translation: Proceed with caution.

Is dam / penstock in need of repair?

Age

Built before or after 1981 were FERC standards / regulations in place?

Most dam losses will occur within the first 5 years after construction.

Values Reported

Replacement Cost or how calculated. Should not be an even figure.

Dam sublimit if lack of information.


Catastrophe Considerations: Flood

This is a significant focus for an underwriter as I need to understand how

the water moves and functions.

What is the elevation of the river (normal levels) vs the flood elevation vs

the elevation of the powerhouse? Has the station ever flooded?

Are Waterway subject to tides? Storm surge?

Flood zone Identification of Flood Zone A will result in a different

deductible and additional premium

Flood risk may change over time. Understand any changes that have

occurred, such as flood control dam is built, levees are installed, etc.

May request additional reports: Elevation drawings, flood analysis,

inundation maps, dam inspection / condition reports

Emergency Procedures When to evacuate


Catastrophe Considerations: Earthquake

EQ must be considered in New England; however, not same concern as

other parts of the world. No active volcanoes!

Actively Seismic Need seismic reports and study as part of submission

Different deductible, terms, conditions may be applied

Liquefaction strength and stiffness of soil is substantially reduced due

to an applied stress like earthquake.

Deforestation can make ground unstable.

Soil study looking for stability of soil.


Risk Management

Routine maintenance and sound risk management practices will make the

risk more acceptable for different lines of business. Some general items:

Infrared testing - #1 cause of fire - Electrical

Transformer Oil and Gas Analysis (DGA)

Spares on hand

Containment of flammables / oil

Lets look at some examples of hazards that I would focus on:

Fire hazards, particularly transformers and oil

Misc hazards, as all hydros are unique

Construction of plant, security (fencing, is there public access?)


Transformers

Spare step up stored inside

station, no containment, no

protection.

Top of step up transformer in

underground station

Located in blast resistant fire

rated vault with spill

containment and suppression

system.

Transformer with barrier walls,

containment, concrete wall to

the station.


Fire Hazards Inside the Station

Oil reservoirs and storage

inside station

Fire rated room, automatic

suppression system

Oil storage in station

Fire rated room but no spill

containment

Fire door not automatic

Fire damper in oil storage

room wall good

Fire damper held open by

rope instead of fusible link

- bad


Miscellaneous Station Hazards

The station should have

excellent housekeeping

with very limited

combustible storage

Cable tunnels may require

a suppression system.

They should have a fire

detection system. They

may require fire barriers.

Cable penetration in fire

barriers should have a

listed penetration seal.


Minimum Fire Protection for Small Stations

Fire alarm panel with

remote monitoring.

How far away is the fire

station? Response time of

FD?

Fire detection where

needed

Ample fire extinguishers of

the correct type


Typical Focus Areas for Equipment

Electrical testing

Age, obsolescence,

design

Auto or remote reset

Location

Maintenance

Spares


Upfront: need blueprints, site

diagram, project plan timeframe?

NFPA 241 requirements to be

followed?

Site access control and security

Crane availability

Fire fighting systems ready /

installed?

What can cause a delay in

completion of the project?

Details of excavation and tunneling

Who is installing the equipment?

Will the OEM be starting and testing

the equipment?

Protection of equipment before,

during and once completed

Adequate lay down space?

Electrical Testing who, and to what

extent? (Electrical fires are the #1

loss leader.)

Questions to ask for a Builders Risk

Property Equipment


Questions to ask for an Operational Risk

If needed, do you have an Emergency Action Plan?

What electrical and mechanical testing is being performed?

What spares are on hand?

How is the station operated? Local? Remote?

Is there proper mechanical and electrical protection?

Equipment nameplate data? Is there an OEM warranty or service plan?

Major upgrade, repair, rebuild, inspection dates?

What if plant cannot produce power?


In Summary

On each and every submission, this is what I am going to do:

Ask for hard copy information upfront

Conduct an onsite inspection.

Evaluate the property

Evaluate the equipment

Determine any last questions / get responses

Assess overall risk, and provide best deductible, terms and conditions


You can contact me at:

[email protected]

860-722-5697

Thank you very much

for your attention

Michael Kerr

Co-Founder and CEO

New England Hydropower Company LLC



New Small Hydropower

Technologies


www.nehydropower.com 38


www.nehydropower.com

Michael Kerr, CEO and Co-Founder


Small Hydropower Developments in New England

February 13, 2015

Restoring North Americas original renewable energy resource

39



Should We Build More Large Dams? The Actual Costs of

Hydropower Megaproject Development published in March in Energy Policy. The study, by Atif Ansar, Bent Flyvbjerg, Alexander Budzier and Daniel

Lunn, draws upon cost statistics for 245 large dams built between 1934 and 2007.

Instead of building enormous, one-of-a-kind edifices like large

dams, the studys authors recommend agile energy alternatives like wind, solar and mini-hydropower facilities. Were stuck in a 1950s mode where everything was done in a very bespoke, manual way, Mr. Ansar said over the phone. We need things that are more easily standardized, things that fit

inside a container and can be easily transported.

New York Times Aug 22, 2014 by Jacques Leslie

40

Current Comment



Traditional Hydropower targets sites

greater than 1 MW



NEHC Targets the Long tail, ~54000 NPDs



Data Abounds



More than 80,000 Dams in the U.S.



And so much New Stream Development

Potential

Ref: nhaap.ornl.gov



10,000 Dams in New England



Over 1,500 Dams in Connecticut

Alone



Who We Are

New England Hydropower Company (NEHC) is an owner, developer and operator of small-scale hydropower facilities based in Beverly,

MA

With:

a skilled experienced team of employees and partners experienced in small hydro permitting and development

a target market of the 15,000 low head, non powered existing dams in the North East and a further 39,000 across the US

a strong reputation with U.S. Department of Energy, Energy Efficiency and Renewable Energy (EERE), U.S. Fish and Wildlife as

well as State Agencies

NEHC is creating a new profitable market segment in small scale hydro

48



40-year plus useful life

Inherent efficiency with gearing ~70%

Capacity factor in NE typically 55%

Run of river no river flow change

Slow rotor speed at 30-40 rpms

Fish friendly

Low turbidity, low erosion

Durable, low maintenance and debris tolerant

49

The Reason It Works

Proven Technology, New Application



Hanover Pond Dam Meriden, CT

Owner: Town of Meriden

River: Quinnipiac River

Power Potential: 192 kW

Generation: 898,000 kWh

Mean Flow: 4.92 m3/sec

Head: 4.87 m (16 ft.)

53% capacity utilization

FERC prelim. permit held by NEHC

City and CL&P PPA

First commercial ASG in the U.S.



UK Project Installed by NEHC Partners in The

Lake District

51



UK Project Installation By NEHC Partners



Pershore U.K.



Many Qualified Sites in New England

Enough to power over 40,000 homes

Meets 0.5% of home usage needs in New England

Does it count?

Enough to build a business

A valid contribution to the fight to reverse

climate change

Chad Cox

Civil Engineer / Principal

GZA GeoEnvironmental, Inc.



Eels and Small

Hydropower Sites

Eels and Small Hydropower Sites (a slippery problem)

Chad W. Cox, P.E. Civil Engineer / Principal

GZA GeoEnvironmental, Inc. Norwood, MA

American eel Anguilla rostrata

Duane Raver/USFWS

What is it?

Maryland Fishery Resources Office, USFWS

What is it?

Why is it Important/Whats to be Done?

American eels are of interest to fisheries agencies

Mitigations may be requested/required for accommodating American eels similar to other migratory fish, including:

Trash racks (3/4 bar spacing) Downstream passage Upstream eelpass structures

What do we need to do?

Trashracks (Hydrothane) with Spacing

What do we need to do?

Automatic Trash Rake

Permanent Eelpass

Removable Eelpass

Eels and Small Hydropower Sites (a slippery problem)

Chad W. Cox, P.E. Civil Engineer / Principal

GZA GeoEnvironmental, Inc. Norwood, MA

Amy Barad

Program Director

Massachusetts Clean Energy Center



MassCEC and Commonwealth

Hydropower Program

Commonwealth Hydropower

Environmental Business Council February 13, 2015

Amy Barad Program Director

Massachusetts Clean Energy Center

A program of the Massachusetts Clean Energy Center

a quasi-public state agency dedicated to advancing Massachusetts clean energy sector

Funded by the MA Renewable Energy Trust

surcharge on the electric bills of customers of the investor-owned utilities

Welcome to Commonwealth Hydro

Improve the efficiency and ecological compatibility of hydropower assets that are (or are likely to be) qualified for the MA RPS

Result in good return (incremental generation) for our investment (ratepayer funds)

Projects completed in a timely fashion (< 3 yrs)

Promote opportunities to generate hydropower in conduits

Program Goals

Upgrades to existing facilities

New conduit facilities, i.e., those eligible for a FERC conduit exemption

Commercially-available technology

Facility Types Supported

Grants for Design & Construction

Max $500,000 per facility; min 50% cost share

Up to $100,000 of total for Design phase

Grants for Feasibility Studies

Maximum $40,000 per facility

Minimum 10% grantee cost share for conduit

Minimum 20% grantee cost share for others

Types of Support

Cost-Effectiveness Metric:

Grant $_____

Incremental kWh/year must be

Maximum grant is the lesser of

$40,000 or

Estimated incremental kWh/yr x 20 yrs x $0.01/kWh

Note: grant maxes out at 200,000 kWh/yr

Funding Limit Feasibility Studies

Facility has an active license or exemption

Ok if project will require a minor amendment

Facility has a clear order from FERC indicating that FERC does not have jurisdiction

New facility would be eligible for a conduit exemption

Facility is on a FERC-licensed canal

Eligibility FERC Status Options

Facility is already qualified for MA RPS, or

Applicant provides documentation of consultation with MA Dept of Fish and Game indicating:

No obvious obstacles to MA RPS qualification (including Low Impact Hydro Institute certification)

For Feasibility Studies issues that may need to be addressed in the study to facilitate qualification

Note: Construction Phase funds will not be released until facility is qualified for MA RPS

Eligibility MA RPS Status Options

Owner commitment & water rights

Time to completion

Financial need (D&C), as demonstrated by

Stated financial threshold for investment

Demonstration of how requested amount enables project to meet threshold

Other Considerations

Applications evaluated as received (until 4/20/15)

Remaining funds updated on website

Multiple applications pending simultaneously may be in competition if funds are insufficient

Cost-effectiveness, quantity of incremental gen

Time to completion

Soundness of project plan

Other benefits

Application Process

Add new minimum flow turbine

Replace crossflow turbines with Kaplan

Add automated controls for better pond regulation

Install new trash rack and automated rake

Rewind generator

Study tailrace modifications for improved generation and fish passage

Project Examples

Study of technology options for water and wastewater treatment plants

Screening tool free! http://www.mass.gov/eea/agencies/massdep/climate-energy/energy/water-utilities/hydropower-project-screening-tool.html

Follow up with CommHydro feasibility study

Conduit Projects

MA Clean Energy Employer reviews pool of undergrad/recent grad/grad student resumes

Employer selects students to interview

Employer provides meaningful paid internship part-time work for 10 weeks

MassCEC reimburses employer $10/hour at end of internship

Info for summer round available March 1

MA Clean Energy Internship Program

What opportunities do you see for increasing MA RPS-qualified hydropower in MA?

What obstacles are you encountering?

What modifications to CommHydro would make the program more useful to you?

Are there any innovative technologies that you would like to pilot at your hydropower facility?

Wed like to hear from YOU

Questions? Comments?

Amy Barad

[email protected]

617-315-9310

Panel Discussion

Moderator: William Felton, Willis

Stephen Mockler, Brookfield Renewable Energy

Noreen Kuziak, HSBI&IC

Michael Kerr, New England Hydropower

Chad Cox, GZA GeoEnvironmental, Inc.

Amy Barad, MassCEC

Caleb Slater, MA Division of Fisheries & Wildlife




Small Hydropower

Developments in New England



Documents

2-13-15 EBC Small Hydropower in New England