14. FY 22-23 Budget (Action Item) — Ava Community Energy Board of Directors, June 15, 2022

Staff Report Item 14
Staff Report Item 14
TO: East Bay Community Energy Board of Supervisors
FROM: Nick Chaset, CEO
SUBJECT: EBCE Budget Fiscal Year 2022-2023 (Action Item) DATE: June 15, 2022
________________________________________________________________________ Recommendation
Adopt a Resolution approving the presented budget for fiscal year 2022-2023.

Background and Discussion
EBCE’s fiscal year is from July 1 through June 30. Staff is presenting a proposed draft budget for fiscal year 2022-2023.

This budget presents changes to EBCE’s value proposition by recommending an increase from 1% to 3% discount relative to PG&E rates for EBCE’s Bright Choice product and decreasing the premium of the Renewable 100 product from $0.01 to $0.0075.

This budget also presents a large net position surplus as a base-case scenario. Staff is recommending a method to manage this surplus to increase EBCE’s value to the community through four processes:

1. Significant contributions to working capital and reserves to ensure agency solvency in the event of possible risk contingencies

2. Increase value proposition customer discount and establish on-bill credits as levels of net position surplus are realized through the year

3. Increase renewable procurement with short and long-term investments

4. Meaningful increases to Local Development and donation of a local public health grant This presented budget is based on feedback from a draft version presented at the Finance, Administrative, and Procurement Committee on April 15, 2022, the Board of Directors on May 18, 2022, and the Executive Committee on May 27, 2022. The budget outlines staff’s best expected estimates for costs and revenues anticipated for the next fiscal year based on load, market prices, and PCIA charges.

Staff Report Item 14
Summary of EBCE Budget FY 2022-2023
FY 2022-23

FINAL BUDGET

OPERATING ACTIVITY

REVENUE & OTHER SOURCES
GASB 62 Unrecognized Revenue Balance 15,814,000
Operating Revenue
Electricity Sales 792,008,000
Uncollectables (15,841,000)
Other Operations Revenue (6,229,000)
Total Operating Revenue 769,938,000

EXPENSES & OTHER USES
Energy Operating Expenses
Cost of Energy 523,996,000
Data Management/Customer Service 7,834,000
PG&E Service Fees (Billing/Metering) 2,715,000
CAISO Scheduling Coordinator 696,000
Total Energy Operating Expenses 535,241,000
Overhead Operating Expenses
Personnel 15,712,000
Marketing & Communications 2,876,000
Legal, Policy, & Regulatory Affairs 2,488,000
Other Professional Services 2,292,000
General & Administrative 3,884,000
Depreciation 180,000
Total Overhead Operating Expenses 27,432,000
Total Operating Expenses 562,673,000

NON-OPERATING ACTIVITY

NON-OPERATING REVENUE
Interest Income 262,000
Grants 0
Other Non-Operating Revenue 15,000
Total Non-Operating Revenue 277,000

Attachments
A. Presentation of EBCE Budget FY 2022-2023
B. Resolution to approve the budget for the 2022-2023 fiscal year as presented C. Public Health Grant Overview
D. Public comment report to proposed FY 2022-2023 value proposition Budget Proposal for
Fiscal Year 2022-2023
JUNE 15, 2022
PRESENTED BY:

NICK CHASET, CEO
Attachment Staff Report Item 14A
2 Executive Summary
• In the face of rising energy costs, EBCE is able to continue to serve our local community and customers with cost competitive & cleaner energy while providing local jobs and equitable programs.
• Rates are up and PCIA is down, driven by a historic increase in market energy prices starting in 2021 and forecasted to persist in 2022-2023.
• With EBCE rates indexed to PG&E rates, we are forecasting significant headroom to operate and a strong financial surplus, helping to offset calendar 2021, which operated at a loss. • Budget includes the following:
o Significant contributions to working capital and reserves o Improvements to the Value Proposition (increased discount and bill credits) o Increased renewables procurement (short-term and new long-term investments) o Meaningful increase to local development budget and local public health grant o Expand on staff expertise, build more depth, and scale operations further o Investment in EBCE's new headquarters in a downtown Oakland DAC Attachment Staff Report Item 14A
3 Summary Budget for Fiscal Year 2021-2022
Notes:

YTD* reflects actuals through April 30, 2022
FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST

OPERATING ACTIVITY

REVENUE & OTHER SOURCES
GASB 62 Unrecognized Revenue Balance 15,814,000 15,814,000 15,814,000 Total Operating Revenue 769,938,000 499,697,000 561,702,000

EXPENSES & OTHER USES
Total Energy Operating Expenses 535,241,000 454,577,000 477,372,000 Total Overhead Operating Expenses 27,432,000 17,320,000 13,842,000 Total Operating Expenses 562,673,000 471,897,000 491,214,000

NON-OPERATING ACTIVITY
Total Non-Operating Revenue 277,000 1,692,000 2,996,000 Total Non-Operating Expenses 44,790,000 14,873,000 17,911,000 NET NON-OPERATING ACTIVITY (44,513,000) (13,181,000) (14,915,000) TOTAL REVENUES 770,215,000 501,389,000 564,698,000
TOTAL EXPENSES 607,463,000 486,770,000 509,125,000
NET INCREASE(DECREASE) IN POSITION 162,752,000 14,619,000 55,573,000

RESERVE BALANCE
Beginning Reserve Balance TBD 90,218,000 90,218,000
# Operating Target (50%) 281,337,000 235,949,000 245,607,000 Attachment Staff Report Item 14A
4 Methodology Change of Base Case
• On June 3, 2022 PG&E released its June 2023 PCIA and rate forecast filing update • Methodology used for PCIA filing assumes lower energy market price benchmarks (MPB’s) than previous ppt o Exact MPB prices are redacted in the June report and the rate index used by PG&E is proprietary o EBCE has calculated the implied price curve and has derived an updated budget base case using PG&Es filed values as a point of comparison
• In our May 2022 Presentation, our PCIA and Rate forecast relied on energy forward prices from Bloomberg as derived by various sources—NYMEX, S&P, market surveys—then processed with cQuant software o Generally reliable process with back-testing – this is EBCE's standard approach for price forecasts o Current highly volatile market conditions add large variances between different price assumptions Revenue Price Curve: MPB cQuant P50
Cost Price Curve: MPB cQuant P50
Total Net Operating Revenue 769,938,000 932,867,000
Total Energy Operating Expenses 535,241,000 634,475,000 Total Overhead Operating Expenses 27,432,000 27,432,000 Net Non-Operating Activity (44,513,000) (44,513,000)
Net Increase (Decrease) Position 162,752,000 226,447,000 Base-Case Scenario Comparison
Attachment Staff Report Item 14A
5 Budget Base Case Assumptions
Revenues
• Increase to customer value proposition by
o Bright Choice from 1% to 3% discount to PG&E
o R100 from $0.01 to $0.0075 above PG&E
o Estimated revenue reduction of $17.4MM
• $50 bill credit applied to all CARE & FERA customers in Q1/Q2 of FY 22-23 totaling an estimated $6.23MM in
one time bill savings
• Assumes current rates and PCIA are unchanged
through 2022
• Rates and PCIA for 2023 are non-stressed, or as
forecasted, MPB energy rates
• 2.0% uncollectable rate
• No recognition of GASB 62 revenue ($15,814,000)
• Non-operating revenue assumes 0.25% interest
earned on treasury backed cash balance accounts
Energy Costs
• Costs are derived from a blend of contracted and
open positions for all energy, attributes, and RA
o Open prices are non-stressed, or as forecasted
MPB approximates
• Renewable Energy has additional 5% above recent
board approved calendar 2022 and 2023 Bright
Choice targets.
o 2022: Renewables 45% --> 50%; CF 63% --> 68%
o 2023: Renewables 49% --> 54%; CF 66% --> 71%
o Adds $3.3MM to costs (Each 1% is ~$667,000)
Other Costs
• Additional staffing requirements of 19 FTE
• New building use date assumed in January 2023
o $7MM capital improvement costs
• Program funding increased by 143% to $20.6MM
• $15MM 5 year Pediatric Asthma Public Health Grant
Attachment Staff Report Item 14A
6 Budget Proposed Surplus Allocations
Net Position Estimated using PG&E PCIA/Rate forecast (June Filing) = $162.8MM Proposed Budget Surplus Waterfall Allocation:
1) Working Capital Needs: $50MM*
2) Reserve Account Funding: $75MM*
3) 50/50% split of any excess to:**
o Incremental Long-Term Renewable Energy/Clean Energy Storage Investments: ~$20MM o One-time On-Bill Credits to Customers: ~$20MM
*Allocations to be made after the end of the fiscal period ending June 30, 2023 **Assuming a budget surplus that is materially consistent with this forecast, staff would plan for an even allocation. Formal action would be brought forth to the board in Q3 of the fiscal year (Jan-Mar 2023) to formally adopt in conjunction with a mid-year budget update. This timing would allow for staff to have good visibility into calendar 2023 rates and forecasted surplus.

Attachment Staff Report Item 14A
7 Energy Price Risk Scenarios
• In a rising energy cost environment, indexing to PG&E rates, creates more headroom for EBCE to operate.

However, in addition to customer energy costs increasing, it increases EBCE energy costs, reserve requirements, and general operating risk
• In a low energy price environment, indexing to PG&E rates, reduces headroom for EBCE to operate. Customer energy costs are going down and EBCE faces considerable competitive rate pressure. • From a budgeting perspective, a mismatch of forecast and actuals presents considerable risk:
• Scenario 1: Rate forecasts are low and actual energy prices are high o Hedges perform well but open position is costly
o Rates/PCIA will adjust favorably next year but we have a very significant working capital drain bc rates may not be sufficient to cover energy costs, creating near-term liquidity risk. • Scenario 2: Rate forecasts are high and actual energy prices go down o Hedges perform poorly but open position is at a low cost o Rates/PCIA will adjust unfavorably next year. Near term liquidity and net position are strong, but we have to reserve for future corrections due to overcollections.
• In a rising price environment as financial results are particularly strong, it is critical that EBCE reserve significantly. As price revert to historical levels in the future, hedges are expected to perform poorly and will put EBCE under tighter financial conditions
Attachment Staff Report Item 14A
8 Budget Energy/Rate/PCIA Scenarios
• While no forecast proves to be fully reliable, EBCE evaluates a number of short and long-term forward price curves through 3rd parties and further computationally simulates risk on multiple curves. The curves reflect a variety of renewable generation, storage adoption, climate, and policy scenarios. • The current base-case budget is based on forward MPB energy costs over the fiscal period • The Stress-Case Scenarios offer estimated outcomes if different revenue and cost curves materialize o High price P95 revenues and costs curves present strong net position in the fiscal year, but could present risk in FY 2023-24 as high prices are generally not considered sustainable long-term o Low price P5 scenario still presents a strong net position comparable to the MPB base-case o A combination of base-cases yields a moderate net position o Low revenue curves (MPB and P5) with a high price cost curve can yield negative net positions, but could present a stronger FY 2023-24 as a beneficial balance could accrue in PCIA’s Portfolio Allocation Balancing Account (PABA) Revenue Price Curve: MPB P50 P95 P5 MPB MPB P5
Cost Price Curve: MPB P50 P95 P5 P50 P95 P95
Total Net Revenues 769,938,000 932,867,000 1,065,796,000 746,097,000 769,938,000 769,938,000 746,097,000 Net Energy Costs 535,241,000 634,475,000 757,573,000 537,405,000 634,475,000 757,573,000 757,573,000 All Other Costs 71,945,000 71,945,000 71,945,000 71,945,000 71,945,000 71,945,000 71,945,000 Net Position 162,752,000 226,447,000 236,278,000 136,747,000 63,518,000 (59,580,000) (83,421,000) Avg $/MWh Cost $67.39 $102.97 $146.80 $68.62 $102.97 $146.80 $146.80 Base-Cases Stress-Case Scenarios
Attachment Staff Report Item 14A
9 Energy Prices and Risk Bands (P5-P95)
Attachment Staff Report Item 14A
10 Budget Operating Revenues
• Increase to value proposition
o Bright Choice from 1% to 3% discount to PG&E
o Renewable 100 from $0.01 to $0.0075 above PG&E
o $50 bill credit to all CARE & FERA customers in July-Sept 2022, shown as Other Operations Revenue reduction
• Assumes current rates and PCIA are unchanged through 2022 • Rates and PCIA for 2023 are non-stressed, or as expected, energy rates with the MPB scenario • 2.0% uncollectable rate
• No recognition of GASB 62 revenue ($15,814,000)
• Current Year Other Operations Revenue is CAPP payments and damages from project default FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST

REVENUE & OTHER SOURCES
GASB 62 Unrecognized Revenue Balance 15,814,000 15,814,000 15,814,000 Operating Revenue
Electricity Sales 792,008,000 508,636,000 552,587,000
Uncollectables (15,841,000) (8,939,000) (10,352,000)
Other Operations Revenue (6,229,000) 0 19,467,000
Total Operating Revenue 769,938,000 499,697,000 561,702,000 Attachment Staff Report Item 14A
11 COMPARISON OF CCA RATES OVER TIME
CCA 2020 2021 2022
2022
w/new value
proposition
EBCE -1.00% -1.00% -1.00% -3.00%
MCE Clean Energy 2.94% 18.30% -12.69%
CleanPowerSF -1.00% 2.25% 0.00%
San Jose Clean Energy -1.00% -0.25% 0.00%
Clean Power Alliance 3.99% 18.41% 22.59%
CCA 2020 2021 2022
2022
w/new value
proposition
EBCE 8.51% 9.13% 6.79% 4.85%
MCE Clean Energy 10.96% 27.06% -5.90%
CleanPowerSF 7.51% 11.38% 6.79%
San Jose Clean Energy 7.51% 8.69% 8.00%
Clean Power Alliance 23.98% 28.68% 22.52%
Base Product comparison to IOU for prominent
residential rate
100% Renewable Energy Product comparison to IOU for
prominent residential rate
Attachment Staff Report Item 14A
12 Value Proposition Changes
• The proposed changes to the value proposition are intended to:
o Establish a discount rate that is sustainable through future market cycles, which is essential in establishing a clear and consistent value proposition to our customers o Prioritize CARE/FERA customer with pre-emptive bill credits ($6.23MM immediate savings) o Cautious fiscal management by ensuring a budget surplus before issuing a more expansive customer-wide bill credit
o If results end up aligning with forecasts, EBCE projects a budget of $18.9M for incremental customer bill credits which would equate to delivering BC customers an annualized 5% discount and RE100 customers an annualized $0.0025 premium. o To offer RE100 price parity with PG&E, while also giving Bright Choice customers their share of surplus, would require an additional $12MM in bill credits Change in Value Proposition Relative to PG&E
Bright Choice Discount BC Customer Savings (MM) Renewable 100 Premium R100 Customer Savings (MM) Total Savings (MM) 1% $6.40 $0.0100 $0.00 $6.40
2% $12.80 $0.0100 $0.00 $12.80
3% $19.20 $0.0075 $4.58 $23.78
4% $25.60 $0.0050 $9.16 $34.76
5% $32.00 $0.0025 $13.74 $44.74
6% $38.40 $0.0000 $18.32 $56.72
Attachment Staff Report Item 14A
13 Budget Energy Expenses
Energy Costs
• Costs are derived from a blend of contracted and open positions for all energy, attributes, and RA
o Open prices are MPB non-stressed, or as
forecasted
o FY 22/23 are 24% higher than FY 21/22 on
average
• Renewable Energy has additional 5% above recent
board approved calendar 2022 and 2023 Bright Choice
targets.
o 2022: Renewables 45% --> 50%; CF 63% --> 68%
o 2023: Renewables 49% --> 54%; CF 66% --> 71%
o Adds $3.2MM to costs (Each 1% is ~$620,000)
• Note: We are in a period of historically high energy
pricing and significant uncertainty/volatility
o Forecasted market energy costs in 2022 and
2023 are approximately double the historical 12-
year average
FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST
Energy Operating Expenses
Cost of Energy 523,996,000 442,337,000 465,885,000
Data Management/Customer Service 7,834,000 8,645,000 8,039,000 PG&E Service Fees (Billing/Metering) 2,715,000 2,752,000 2,712,000 CAISO Scheduling Coordinator 696,000 843,000 736,000
Total Energy Operating Expenses 535,241,000 454,577,000 477,372,000 Attachment Staff Report Item 14A
14 Budget Overhead Expenses
• Personnel costs will be discussed more in-depth on the next slide • Increase in Marketing costs is Local Development marketing activity needs • Increase in Legal, Policy , & Regulatory affairs is due to a couple of factors o Possible membership expansion (Stockton)
o Additional volume of consulting/vendor agreements and power contracts • Larger staffing demand, from Personnel costs, increases in Professional Services with HR/recruiting and additional project support
• Increase to G&A is primarily driven by expected increase operating expenses related to the new building
• Depreciation increases due to new building use expected in January, 2023 FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST
Overhead Operating Expenses
Personnel 15,712,000 10,171,000 8,019,000
Marketing & Communications 2,876,000 1,686,000 1,239,000 Legal, Policy, & Regulatory Affairs 2,488,000 1,592,000 1,174,000 Other Professional Services 2,292,000 850,000 929,000
General & Administrative 3,884,000 2,961,000 2,421,000
Depreciation 180,000 60,000 60,000
Total Overhead Operating Expenses 27,432,000 17,320,000 13,842,000 Attachment Staff Report Item 14A
15 Budget Non-Operating Activity
• Non-Operational Revenue: Interest earned on Treasury
backed cash account balances (estimated at 0.25%) and
BlocPower loan (5.5% on $1.0MM)
• Other Non-Operational Revenue: SaaS services provided to SVCE
• Borrowing Interest Expenses: Expected costs associated with expanded credit facility
• Local Development Funding: Capital transfer to Local
Development Fund
• Grant: Fund 5 year grant to establish and support EBCE Pediatric Asthma Center
• Capital Expenditures: New building improvement costs
to allow for use
FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST

NON-OPERATING REVENUE
Interest Income 262,000 798,000 159,000
Grants 0 894,000 2,509,000
Other Non-Operating Revenue 15,000 0 328,000
Total Non-Operating Revenue 277,000 1,692,000 2,996,000

NON-OPERATING EXPENSES
Borrowing Interest 1,440,000 898,000 906,000
Local Development Funding 21,350,000 8,475,000 8,475,000 Grant 15,000,000 0 0
Capital Expenditures 7,000,000 5,500,000 8,530,000
Total Non-Operating Expenses 44,790,000 14,873,000 17,911,000 NET NON-OPERATING ACTIVITY (44,513,000) (13,181,000) (14,915,000) Attachment Staff Report Item 14A
16 Budget: Local Development Fund
• 2022-2023 Local Development budget set at
$21.35M
• Allocating budget for capital
intensive infrastructure development
projects
• Allocating EBCE capital to reduce cost of
ownership for building and vehicle
electrification
• Initiating programs to accelerate heavy and
light duty vehicle adoption as well as
eMobility
• Increased funding for Community Grants
• $1.4M in Program marketing in the MAS
budget
• Unspent Local Development
budget carries forward year to year
Local Development Areas of Emphasis Budget Allocation
Transportation Electrification $12.75M
Building Electrification $4.7M
Energy Efficiency No Direct EBCE Cost
Community Resilience/Local RE $660k
Community Grants $3M (granted over 3 years)
Sponsorships/Memberships $250k
FY 2022-23 FY 2021-22 FY 2020-21 FY 2019-2020
BEGINNING BALANCE 12,583,481 10,067,572 4,870,737 0

REVENUE & OTHER SOURCES
Transfer from Operating Fund 21,350,000 8,475,000 6,340,000 6,275,000 Grants/Credits - - 395,000 -
Total Revenues & Other Sources 21,350,000 8,475,000 6,735,000 6,275,000

EXPENSES & OTHER USES
Actual Program Expenses - 1,959,091 1,538,165 1,404,263 Expected Remaing Expenses 33,933,481 4,000,000 - -
Total Expenses & Other Uses 33,933,481 5,959,091 1,538,165 1,404,263 ENDING BALANCE - 12,583,481 10,067,572 4,870,737
Attachment Staff Report Item 14A
Transportation Electrification
17 • Transportation is the largest source of emissions of GHG and particulate matter from Light, Medium and Heavy-duty vehicles
• EBCE is developing publicly available charging infrastructure tailored to renters and low-income communities to ensure these residents can transition to EVs (currently developing the first 3 charging hubs)
• Goods movement is particularly important with Port impacts to communities and access through the territory and into the Central Valley
• EBCE will continue assisting Cities to electrify fleets; providing fleet electrification technical assistance and offering to develop and operate charging infrastructure for Cities with "Charging as a Service" product
• With more vehicle models becoming available EBCE will develop programs to facilitate the buying process and make EVs accessible across all customer income levels • Partner with local agencies and local business to increase access to eMobility solutions • Provide capital to reduce cost of ownership through credit enhancements across multiple vehicle classes Attachment Staff Report Item 14A
Charging Infrastructure Deployment
18 Development Capital for Charging Infrastructure
• Equitable Public Fast Charging Hubs($3M)
• Funds to support EBCEs efforts to build a network of public fast chargers across the communities we serve with an emphasis on siting these chargers close to high densities of multi-family housing where home charging is often not accessible
• Medium/Heavy Duty Charging Station pilot ($1M)
• Funds to support investments in fast chargers infrastructure to support goods movement electrification with an emphasis supporting electrification of trucking and drayage • Municipal Fleet Charging as a Service Projects ($2M)
• Funds to support municipal fleet electrification through provision of Charging as a Service Fleet Technical Assistance
• Municipal Fleet TA ($250k)
• M/H Duty Fleet TA ($500k)
Attachment Staff Report Item 14A
Electric Vehicle and eMobility Innovation Fund
19 Invest in vehicle adoption and eMobility
• Lower costs and improve experience to accelerate EV adoption with emphasis on access for low and moderate income consumers ($2M)
• Funds to support one or more projects to drive consumer adoption of EVs. Ex: supporting electrification of rideshare services to direct consumer leasing/purchase of EVs • Heavy duty loan loss reserve / credit enhancement to reduce barriers to electric Drayage ownership ($2M)
• Funds to support one or more projects to directly support conversion of older diesel drayage to all electric • Partner with local transit agencies and local businesses to increase access to microMobility and eMobility solutions ($2M)
• Funds to support one or more projects to increase access to electric microMobility/eMobility The specific details of each of these initiatives are under development and will be brought to the Board as they are ready to implement
Attachment Staff Report Item 14A
Community Resilience
20 Continue to deploy Energy Resilient Public Facilities across EBCE communities
• Independent Engineer for Phase 2 Municipal Critical Facility Projects ($500k) • EBCE PPA development and negotiation for Phase 1 Procurement ($100k) • Salesforce PPA billing capability ($60k)
Phase 1 Update: EBCE is finalizing the Phase 1 portfolio of projects and will be issuing RFO for Resilience projects in June. Initiating Phase 2 enrollment with other Cities to build on Phase 1 success and deliver more resilience across the community.

Attachment Staff Report Item 14A
Energy Efficiency
21 Launch and run CPUC Funded Energy Efficiency Program • Launch Commercial pay for Performance Program Pending approval of EBCE AL • 3-year Program budget of $13.5M ($4.5M/year)
• Expected CPUC Approval July/August
• Planned program launch within 6 months of CPUC approval • Incentives paid on measured, cost-effective savings
• Higher payments during peak periods
• Program will target combined demand response and energy efficiency installations Commercial P4P Pilot learnings: Pilot program over-subscribed, incentives to be paid 12 months after project completion. Implementors awaiting additional EE funds.

Attachment Staff Report Item 14A
Building Electrification
22 Electrifying buildings is key to meeting climate action plans and improving indoor air quality.

LMI Electrification
• Year 2 of BlocPower funding commitment ($650k)
• Scaling BlocPower program upon phase 1 success ($500k) Clean Cooking with Induction
• Induction lending Program - ($200k)
• EBCE HQ Clean Cooking Demonstration Center - ($500k)
• Local point of sale partnership for residential adoption ($200k) • Commercial electrification Technical Assistance ($150k) Accelerating Building Electrification
• Municipal Electrification TA ($250k)
• Building Electrification Credit enhancement ($2M)
• BE Workforce Development ($250k)
Attachment Staff Report Item 14A
Community Grants
23 EBCE will continue working with community-based organizations and local businesses to deliver benefits across the EBCE service area
• Community Grants ($3M over 3 years)
Funding
Category
Transportation
Electrification
Building
Electrification
Community
Resilience
Energy
Efficiency
Program
Enrollment
Workforce
Development
Education /
Awareness
• Staff will work with BOD
and CAC to determine
funding priorities and
manage grants
Attachment Staff Report Item 14A
Thank You!
@PoweredbyEBCE
[email protected]
24 Questions? Give us a call:
1-833-699-EBCE (3223)
Español
ebce.org/es
中文
ebce.org/cn
Attachment Staff Report Item 14A
25 Budget Overhead Expenses—Personnel
• FY 2020-21 Budget was established at 37 FTE
o No COLA was allocated that fiscal year
o Personnel transitions left vacancies
• FY 2021-22 Budget was initially approved at 43 FTE and expanded mid-year to 49 o 2.5% COLA and up to 5% merit-based/promotional compensation allotted o Currently at 45 FTE and interviewing for an additional 4 roles • FY 2022-23 Budget seeks to increase to 68 FTE to accommodate additional work requirements in all areas. Additional headcount will expand on internal expertise/skills, build more depth, and scale operations:
o 3.5% COLA and up to 10% merit-based/promotional compensation pool o 5 Marketing, 4 Local Programs, 3 Operations, 3 Technology, 2 Power Resources, 2 Legal FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST
Salaries & Wages 11,598,000 7,058,000 7,016,000
Retirement 1,544,000 993,000 971,000
Health Care/Benefits 2,292,000 1,196,000 628,000
Payroll Expenses 277,000 174,000 142,000
Total 15,711,000 9,421,000 8,757,000
Attachment Staff Report Item 14A
26 Budget Overhead Expenses—Marketing & Account
Services
• Data Manager: Change orders to data management system, reduced through contract negotiations this year
• Required Mailings: Joint Rate Mailer w/ PG&E, Power Content Label, New Account Noticing
• Advertising: Active community presence activities, sponsorships, local events • Promotional Items: Give away items
• Communications: Public relations, media, newsletters, consultants, minor software needs (like for website maintenance and updates)
• $1.4MM of the $2.9MM is Local Development Marketing needs and is distributed across the categories
FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST
Data Manager 100,000 185,000 65,000
Required Mailings 520,000 395,000 552,000
Advertising 986,000 569,000 530,000
Promotional Items 25,000 10,000 23,000
Communications 1,233,000 455,000 403,000
Total 2,864,000 1,614,000 1,573,000
Attachment Staff Report Item 14A
27 Budget Overhead Expenses—Legal, Policy, &
Regulatory Affairs
• Legal Consultants: Outside general counsel for procurement, analysis, and general operations
• Legislative Consultants: Retainer for Weideman Group legislative advocacy • Other Consultants: Economic analysis in regulatory and legislative cases and communications consultant
• Sponsorships & Memberships: Occasional sponsorships for policy related events and Bar dues
FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST
Legal Consultants 2,135,000 1,315,000 1,315,000
Legislative Consultants 132,000 132,000 132,000
Other Consultants 144,000 120,000 108,000
Sponsorships & Memberships 75,000 25,000 25,000
Total 2,486,000 1,592,000 1,580,000
Attachment Staff Report Item 14A
28 Budget Overhead Expenses—Other Professional Services • Accounting: Accounting and auditing for financial compliance • Human Resources Consulting: Support for additional HR demand for increased staffing recruitment, professional development, and training • IT Consulting: Technical network assistance
• Other Consultants: Technical consulting for Power Resources and Technology & Analytics; as well as operational compliance support and other various tasks FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST
Accounting 265,000 250,000 276,000
Human Resources Consulting 1,000,000 100,000 41,000
IT Consulting 75,000 40,000 81,000
Consultants 953,000 460,000 549,000
Total 2,293,000 850,000 947,000
Attachment Staff Report Item 14A
29 Budget Overhead Expenses—General & Administrative
• Operational Expenses: Service fees, supplies, membership dues, operational services, and other relevant G&A
• Software, Subscriptions, SaaS: Increase covers additional software needs for Power Resource and Technology operations, as well as essential subscriptions for ongoing operations • Small Equipment: Computers, printers, devices, other essential office related equipment • Rent & Utilities: Decrease because paying rent for only part of year, but expect some increase in utilities with new building space
• Conferences & Professional Development: Trainings, conferences, and related expenses • Board & Director Fees: Monthly stipends for board members FY 2022-23 FY 2021-22 FY 2021-22
DRAFT BUDGET BUDGET YTD* + EST
Operational Expenses 1,048,000 877,000 867,000
Software, Subscriptions, SaaS 2,099,000 1,406,000 1,405,000 Small Equipment 210,000 107,000 57,000
Rent & Utilties 330,000 471,000 563,000
Conferences & Prof. Development 130,000 40,000 33,000
Board & Director Fees 65,000 60,000 43,000
Total 3,882,000 2,961,000 2,968,000
Attachment Staff Report Item 14A
The Problem: Across the communities EBCE serves, a staggering 18% of children suffer from asthma – 33% above the statewide average. The highest rates (up to 21% in Ashland and Cherryland) are concentrated along the 880 and 580 corridors. In West Oakland, 1 in 2 new cases of pediatric asthma is attributable to high levels of air pollution from fossil fuel combustion in cars and trucks.

Why EBCE: Since our founding, addressing the legacy of fossil fuel pollution has been one our foundational goals. EBCE has invested tens of millions into new, local clean energy projects – from wind turbines to rooftop solar + storage to electric vehicle to mitigate pollution. And now is the right time to consider other opportunities to systematically address the effects of air pollution on our most vulnerable neighbors.

The Opportunity: Partner with UCSF Benioff Children’s Hospital Oakland (BCH Oakland) – the East Bay’s only Children’s Hospital – to invest $15M over 5 years to fund the development of a world class pediatric asthma program focused on serving children across the East Bay (and beyond)
Grant to Establish a World Class Pediatric Asthma
Program to Serve the East Bay
Attachment Staff Report Item 14A
Through the creation of the East Bay Community Energy Asthma Program, UCSF Benioff Children’s Hospital Oakland will secure the staff, equipment and spaces needed to reach deep into our community and provide underserved families with world-class asthma care and education.

More specifically, the program will:
• More powerfully connect BCH Oakland’s existing asthma care delivery channels – including the Pulmonology Clinic, primary care, inpatient care, emergency department and new allergy services – into a well-coordinated and easily accessible program that connects families with more preventative and timely treatment services.
• Provide patients with access to the social workers, mental health care providers and patient navigators they need to effectively manage their condition.
• Expand education and community outreach, including through local schools and local primary care providers, to connect patients to better care and additional management resources. • Prioritize prevention through BCH Oakland’s multi-disciplinary team, by pre-empting common triggers such as allergies and mental health challenges.

Grant to Establish a World Class Pediatric
Asthma Program to Serve the East Bay
Attachment Staff Report Item 14A
Grant to Establish a World Class Pediatric
Asthma Program to Serve the East Bay
This investment will also endow the East Bay Community Energy Distinguished Professorship in Asthma.

This endowed professorship would allow UCSF Benioff Children’s Hospitals to appoint a nationally recognized physician scientist to play a leadership role in the East Bay Community Energy Asthma Program.

Specifically, the Distinguished Professor will:
• Collaborate with leading experts from across UCSF’s pulmonology, allergy and immunology divisions to conduct research focused on improving outcomes for children with asthma across the East Bay. • Conduct research in underexplored priority areas. The exact focus will depend on the physician scientist appointed/recruited. Possible areas of investigation may include the association and interaction of asthma and sickle cell disease; and how environment, stress and genetics contribute to the higher rates and worse outcomes of Black children affected by asthma.

Next Steps: If the East Bay Community Energy Board of Directors approves the allocation of funding towards this new initiative, EBCE staff will engage with UCSF Children’s Hospital Oakland to develop a detailed proposal and associated grant agreement that will be brought back to the Board for review and approval at some point in 2022 (or 2023 at the latest).

Attachment Staff Report Item 14A
Attachment Staff Report Item 14B
RESOLUTION NO. R-2022-xx

A RESOLUTION OF THE BOARD OF DIRECTORS

OF THE EAST BAY COMMUNITY ENERGY AUTHORITY TO APPROVE THE BUDGET FOR THE 2022-2023 FISCAL YEAR
WHEREAS, The East Bay Community Energy Authority (“EBCE”) was formed as a community choice aggregation agency (“CCA”) on December 1, 2016, Under the Joint Exercise of Power Act, California Government Code sections 6500 et seq., among the County of Alameda, and the Cities of Albany, Berkeley, Dublin, Emeryville, Fremont, Hayward, Livermore, Piedmont, Oakland, San Leandro, and Union City to study, promote, develop, conduct, operate, and manage energy-related climate change programs in all of the member jurisdictions. The cities of Newark and Pleasanton, located in Alameda County, along with the City of Tracy, located in San Joaquin County, were added as members of EBCE and parties to the JPA in March of 2020.

WHEREAS, EBCE operates on a fiscal year budget cycle from July 1st through June 30th;
WHEREAS, draft versions of EBCE’s budget for fiscal year 2022-2023 were presented to the Finance, Administrative and Procurement subcommittee on April 15, 2022, the Board of Directors on May 18, 2022, and the Executive Committee on May 27, 2022 (the “Prior Presentations”);
WHEREAS, staff has incorporated feedback from the Prior Presentations and prepared a revised proposed budget, set forth in Exhibit A (the “Proposed Budget”);

NOW, THEREFORE, THE BOARD OF DIRECTORS OF THE EAST BAY COMMUNITY ENERGY AUTHORITY DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The Board of Directors hereby approves and adopts the Proposed Budget, as set forth in Exhibit A, as EBCE’s fiscal year 2022-2023 budget.

ADOPTED AND APPROVED this 15th day of June, 2022.

Diane Martinez, Chair
ATTEST:

Adrian Bankhead, Clerk of the Board
Attachment Staff Report Item 14B

EXHIBIT A
EBCE FISCAL YEAR 2022-23 BUDGET
(as adopted on 6/15/2022)
FY 2022-23

FINAL BUDGET

OPERATING ACTIVITY

NON-OPERATING ACTIVITY

NON-OPERATING REVENUE
Interest Income 262,000
Grants 0
Other Non-Operating Revenue 15,000
Total Non-Operating Revenue 277,000

NON-OPERATING EXPENSES
Borrowing Interest 1,440,000
Local Development Funding 21,350,000
Grant 15,000,000
Capital Expenditures 7,000,000
Total Non-Operating Expenses 44,790,000
NET NON-OPERATING ACTIVITY (44,513,000)
TOTAL REVENUES 770,215,000
TOTAL EXPENSES 607,463,000
NET INCREASE(DECREASE) IN POSITION 162,752,000
World-Class Asthma Care
A Case for Support Prepared for East Bay Community Energy Defining the Challenge
Asthma is the most common chronic childhood disease in the United States. Across the country, about 7 million kids – 9% of all school-aged children – suffer from asthma. In California, that figure rises to over 12%. Nearly one third of California’s asthma cases can be tied to air quality.

In Alameda County, the statistics paint an even more distressing picture: 18% of children have asthma – 6% higher than the state average, and twice the national average. A staggering 40% of children who visit UCSF Benioff Children’s Hospital Oakland for primary care suffer from asthma. And 5% of our emergency department visits – over 7,200 patients annually – are for asthma care.

Across Alameda County, asthma rates vary, from a low of 12% in Piedmont to a high of 21% in Ashland and Cherryland, communities north of Hayward. The highest rates of asthma in the county are concentrated along the interstate 880 corridor: In Oakland, San Leandro, Castro Valley, Hayward and nearby communities, the rates of child and adolescent asthma exceed the county-wide average.

Within Oakland alone, there are stark differences in asthma rates based on exposure to traffic-related air pollution, socioeconomics, and race. Tragically, Black children in Oakland are 5 times more likely to die from asthma than non-Black children. In West and Downtown Oakland, where more than 70% of the population is people of color, 1 in 2 new childhood asthma cases were attributable to traffic-related air pollution, compared with 1 in 5 cases in the Oakland Hills, where more than 70% of the population is white.

Across the board, too many children in Alameda County struggle with asthma – a condition which can pose immense barriers to quality of life.

Enhancing Access to Care
UCSF Benioff Children’s Hospital Oakland has played a critical role in preventing and treating asthma exacerbations in our community. This has included robust, community-engaged asthma management capacity building; as well as asthma-focused primary care, emergency care, and treatment within our Pulmonology Clinic.

A key component is our commitment to reaching into underserved communities across the East Bay. In addition to offering asthma care at our main hospital and emergency department in Oakland, we provide asthma care at our Federally Qualified Health Clinic, where 92% of our patients live below the poverty line. At our school-based clinics in Oakland, we serve a population where more than half of our students are non-white; half speak non-English languages at home; and three quarters are eligible for free and reduced-price lunches.

Attachment Staff Report Item 14C
UCSF BENIOFF CHILDREN'S HOSPITALS | 0 2
For those patients with more severe asthma related medical needs, our Pulmonology Clinic delivers leading clinical care and education to help East Bay children and teens manage their asthma. And in recent years, we are seeing more and more patients: Since 2019, our caseload has gradually increased by 4% each year.

However, we are still not able to meet the level of demand from the community. Most recently, we introduced allergy services at UCSF Benioff Children’s Hospital Oakland to provide additional critical preventive and treatment options for allergy triggered asthma.

What sets our asthma care apart is that we combine critical community engagement and top-notch primary care with the groundbreaking asthma research being conducted at UCSF. With additional investment, we are uniquely positioned to provide East Bay children with comprehensive asthma care and immediate access to cutting-edge treatments developed through research.

A Unique Opportunity
Tackling asthma is a complex challenge that requires a bold solution. At a time when the gap between those who can and cannot afford care has never been more acute, we must invest in health equity and ensure everyone can access the same outstanding care.

Our vision is to scale and enhance our asthma program to more dramatically advance asthma care for underserved populations in the East Bay and foster research and discovery into new and better treatments.

That means growing our multidisciplinary team of experts across our asthma care delivery channels to reach into the community and provide easily accessible, holistic care. It also means providing families with the education and resources they need to manage their child’s asthma and asthma triggers effectively at home and avoid asthma exacerbation and emergency room visits.

Attachment Staff Report Item 14C
East Bay Community Energy Distinguished Professorship in Asthma This endowed professorship would allow UCSF Benioff Children’s Hospitals to appoint a nationally recognized physician scientist to play a leadership role in the East Bay Community Energy Asthma Program. Specifically, the Distinguished Professor will:
 Collaborate with leading experts from across UCSF’s pulmonology, allergy and immunology divisions to conduct research focused on improving outcomes for children with asthma across the East Bay.
 Conduct research in underexplored areas, such as the association and interaction of asthma and sickle cell disease; and how environment, stress and genetics contribute to the higher rates and worse outcomes of Black children affected by asthma.  More powerfully connect our existing asthma care delivery channels – including the Pulmonology Clinic, primary care, inpatient care, emergency department and new allergy services – into a well-coordinated and easily accessible program that connects families with more preventative and timely treatment services.
 Provide patients with access to the social workers, mental health care providers and patient navigators they need to effectively manage their condition.  Expand education and community outreach, including through local schools and local primary care providers, to connect patients to better care and additional management resources.  Prioritize prevention through our multi-disciplinary team, by pre-empting common triggers such as allergies and mental health challenges.

UCSF BENIOFF CHILDREN'S HOSPITALS | 0 3
The East Bay Community Energy Asthma Program
With $15 million provided over 3 to 5 years, UCSF Benioff Children’s Hospital Oakland would establish the East Bay Community Energy Asthma Program and the East Bay Community Energy Distinguished Professorship in Asthma. The program’s goal: to vastly improve access to high-quality asthma care and prevention for underserved communities in the East Bay Area.

East Bay Community Energy Asthma Program
With a funded East Bay Community Energy Asthma Program, we can secure the staff, equipment and spaces we need to reach deep into our community and provide underserved families with world-class asthma care and education. More specifically, the program will:

Attachment Staff Report Item 14C
Recognition
In recognition of this gift, UCSF Benioff Children’s Hospital Oakland would use the East Bay Community Energy Asthma Program name on our website, on the program’s community outreach and education materials, and in any other digital or print materials, as well as in the official title of the Distinguished Professor and in their scientific publications.

Our families come to us for compassion, innovation, and hope – and supporters like East Bay Community Energy make that possible. Together, there is no limit to what we can achieve for children. Thank you for your consideration.

UCSF BE NIOFF C H ILDR EN'S HOSPITALS | 0 4
Attachment Staff Report Item 14C
Public Comment Period: May 19 - June 3, 2022
Overview of Public Process and Summary of Comments
As part of EBCE’s rate setting process, staff hosted an open public comment period regarding our proposed value proposition changes for fiscal year 2022 - 2023. Staff opened this session with the email shown in Image 1, below.

Image 1: Introduction and webinar invitation email, sent on May 19, 2022 Attachment Staff Report Item 14D
In addition to the email to EBCE’s subscribers, staff advertised the webinar and public comment period via Facebook, Instagram, NextDoor, and Twitter. Sharing statistics are in Table 1, below.

After the webinars, the recordings were added to EBCE’s rates website at ebce.org/rates.

Webinar and Public Comment Marketing and Communications Source Post Number of Views or
Opens
Number of Clicks or
Interactions
Facebook Post 5/20 57 Reached 3 Links Clicked
Facebook Event
5/26 Webinar
211 Reached 2 Event Responses
Facebook Event
5/31 Webinar
272 Reached 2 Event Responses
Attachment Staff Report Item 14D
Instagram 41 Reached 4 Likes
NextDoor 10,464 Impressions 9 Likes
14 Comments
Twitter 104 Impressions 5 Likes
1 Retweet
Email Blast 5/19 2,611 Opened 159 Clicks
Zoom Webinar 5/26 10 Registered 6 Attended
4 Public Comments
Zoom Webinar 5/31 10 Registered 6 Attended
1 Public Comment
Table 1: Event advertising and customer participation
At the top of the webinar, staff offered a one question poll: “How did you find out about the webinar?” In both the Thursday, May 26 and Tuesday, May 31 webinars, most customers found out about the webinar via an email from EBCE, while one attendee each day found out about the webinar via EBCE’s website.

Attachment Staff Report Item 14D
5/26 Webinar: 5 out of 6 through email blast, 1 via EBCE website 5/31 Webinar: 5 out of 6 through email blast, 1 via EBCE website Summary Overview of Comments
Five verbal comments and six written comments were received, which are summarized below.

Comments and questions were received from the following individuals and/or organizations:

Verbal Comments Written Comments
Audrey Ichinose- East Bay Clean Power
Alliance and California Alliance for
Community Energy, Berkeley
B. Ng- large internet backbone, Fremont
Chris Gilbert- community member, Berkeley Chris Gilbert- community member, Berkeley Blair Beekman- community member, Fremont Kathy Dervin- community member, Berkeley Tom Kelly- community member, Berkeley Tom and Jane Kelly- community members, Berkeley
Jim Lutz- community member, Oakland Nancy Van Zwalenburg and Richard Bermack- community members
Richard Rollins- community member,
Berkeley
Comments included:

Greenhouse gas reductions
● Focus on GHG emissions reductions and improve EBCE’s Bright Choice power mix ● Invest in eliminating the production of electricity from natural gas plants/ reduce reliance on system power
● Use funds to address the underlying causes of asthma
Cost
● Support for an increased Bright Choice discount
● Support low income households with bill credit if funds allow ● Offer Renewable 100 at the same price as PG&E and discount Bright Choice to 2.25% below PG&E rates instead of 3% below
● Maintain the current Renewable 100 premium and use the excess revenue to add funding for other activities
● Subsidize Renewable 100 for low income customers
● Adopt cost of service rates
● Offer discount to all ratepayers
Attachment Staff Report Item 14D
Community and Programs
● Align community grants with EBCE’s mission
● Increase the budget for local development and spend the money that has been dedicated to local programs
● Support urban forestry
● Provide incentives for induction ranges
Individual Comments are summarized in more detail below.

Verbal Public Comments
Public comments were gathered at two webinars. Links to the staff presentation and the comments can be found on our website at ebce.org/rates and here:
● Thursday, May 26 at 6pm
● Tuesday, May 31 at 12pm
5/26/2022 Webinar Summary of Public Comments
● Audrey Ichinose- East Bay Clean Power Alliance (EBCPA) and California Alliance for Community Energy (CACE), South Berkeley
Ms. Ichinose thinks we should treat the rates for Bright Choice and Renewable 100 differently. She feels that there is no need to change the premium for Renewable 100, but supports an increased discount for Bright Choice. She said that leaving the Renewable 100 rate at the current premium would add funding for other activities, while maintaining strong budgetary stability, and maintaining our commitment to renewable energy. In order to increase adoption of Renewable 100, she suggested a process similar to Clean Power Alliance, who provides subsidies to income qualified residents for their renewable service.

Ms. Ichinose feels that EBCE should concentrate our resources in the area it knows best: emissions reductions. The urgency of this task is underscored by a report in the Washington Post that indicated EPA data dramatically underestimates air pollution in the Bay Area where people of color and low income families live. She stated that we should focus on electrifying heavy trucks. She proposes a compromise for the children’s hospital grant: EBCE can crowdfund donations to the asthma program at the children’s hospital or use a billing process to solicit donations, rather than providing the grant. ● Chris Gilbert- community member, Berkeley
Mr. Gilbert is happy that EBCE is proposing lowering rates. He recommends setting Renewable 100 at the same cost as PG&E and discounting Bright Choice to 2.25% instead of 3%. He feels that being able to offer Renewable 100 at the same price as PG&E’s standard product would be a huge accomplishment. He encourages not Attachment Staff Report Item 14D
spending money on local sponsorships or the children’s hospital grant. Instead, he feels that funds should be spent on energy related needs like electrification. ● Blair Beekman- community member, Fremont
Mr. Beekman is supportive of the proposed rate discounts. He expressed gratitude for making these changes during a period of inflation and cost of living increases. He also noted support for divesting from fossil fuels and state representatives like Scott Wiener that are working towards this goal.
● Tom Kelly- community member, Berkeley
Mr. Kelly noted that our JPA agreement states EBCE will lower GHG emissions, not necessarily increase renewable energy procurement. Mr. Kelly plans to provide written comments as well. He requested data on the volatility in energy markets for natural gas, solar, wind, and anything else in our power mix. He noted that asthma is created from natural gas plants, so he encourages using funds to shut these down and increase renewables rather than spending money on the children’s hospital grant. He also requested a figure of how much money has been spent from the local development budget.
5/31/2022 Webinar Summary of Public Comments
● Jim Lutz- community member (also member of EBCE CAC), Oakland Mr. Lutz sees the primary value of EBCE as a provider of cleaner energy with local control. He noted that the Bright Choice savings and Renewable 100 premium are hard to view on the bill as PG&E’s charges include delivery charges, transmission charges, and other fees.

Written Public Comments
Full Written Comments
● 5/31/2022: B Ng, Large Internet Backbone, Fremont
● 6/1/2022: Tom and Jane Kelly, Berkeley
● 6/2/2022: Richard Rollins, Berkeley
● 6/2/2022: Chris Gilbert, Berkeley
● 6/2/2022: Kathy Dervin, Berkeley
● 6/2/2022: Nancy Van Zwalenburg and Richard Bermack
Summary of Written Comments
● B Ng- large internet backbone, Fremont
As a large energy user in Fremont, Mr. Ng is supportive of the increased 3% Bright Choice discount. Inflation and higher energy costs affect their ability to hire more, perform capital improvements and their bottom line.

Attachment Staff Report Item 14D
● Chris Gilbert- community member, Berkeley
Mr. Gilbert recommends focusing our efforts on carbon content and GHG emissions. He does not support the $15 million grant to the Children’s Hospital. He feels that EBCE should address the causes of asthma such as fossil fuel power plant generation and in-home gas use.
● Kathy Dervin- community member, Berkeley
Ms. Dervin recommends EBCE pass estimated profits back to ratepayers, support low income households and invest in energy efficiency measures and procuring clean energy faster. She recommends EBCE improve the Bright Choice power mix. She also suggests that EBCE build their rates on a cost of service model, rather than pegging them to PG&E’s rates. Ms. Dervin would like to see the local development budget increase and for EBCE to spend the money that has been dedicated to local programs.

In order to reduce our reliance on natural gas, she recommends offering incentives/ rebates for induction cooktops. Instead of providing the children’s hospital grant, she suggests investing the money in reducing the production of electricity in natural gas. One recommendation is to reduce EBCE’s reliance on system power. Ms. Dervin supports funding urban forestry programs to increase the tree canopy in our service territory. She also feels that community grants should be more closely aligned with EBCE’s mission. ● Tom and Jane Kelly- community member, Berkeley
Mr. and Mrs. Kelly recommend improving EBCE’s Bright Choice power mix immediately.

They also suggest that EBCE follow a cost of service model rather than pegging our rates to PG&E. They recommend that EBCE offer a meaningful discount to all ratepayers and provide an additional credit to income qualified customers if funds allow.

Mr. and Mrs. Kelly want EBCE to increase the local programs budget and spend the money that has already been dedicated to local programs. They do not support the $15 million grant to the Children’s Hospital and recommend that EBCE focus on eliminating a major trigger for asthma, the production of electricity in natural gas plants. They note that EBCE relies on system power, which comes mainly from natural gas plants. Their recommendations for spending the grant funds include improving the quality of the power mix, providing incentives for induction ranges and supporting urban forestry programs. They feel that community grants should only be made to organizations that have a “nexus” to the mission of EBCE.
● Nancy Van Zwalenburg and Richard Bermack- community members Ms. Van Zwalenburg is happy to hear of the anticipated surplus of funds. She supports Tom and Jane Kelly’s recommendations, which she summarized here- ○ Improve EBCE’s Bright Choice power mix immediately
○ Offer a meaningful discount to all ratepayers and possibly, at the end of the fiscal year, provide an additional bill credit to income-qualified customers. ○ Spend the money that has been dedicated to local development. ○ Spend money on eliminating the production of electricity in natural gas plants.

Attachment Staff Report Item 14D
○ Make any community grants to organizations that have a nexus to the mission of EBCE.
● Richard Rollins- community member, Berkeley
Mr. Rollins stated that EBCE’s Bright Choice service is not competitive with PG&E in terms of carbon emissions intensity. He noted that the JPA stated an intent to have a lower GHG intensity than PG&E and recommends using funds for this purpose. He also recommends EBCE move to a cost of service pricing model rather than pegging to PG&E rates. Mr. Rollins expressed concern for the $15 million grant to the Children’s Hospital. He feels that EBCE should focus its expertise on addressing the underlying causes of asthma. He supports allocating the proposed local development and grant funding for clean energy projects, building and vehicle electrification and energy related benefits to community members.

Attachments

1. PDF of Presentation made during webinars

2. Written Comments
Attachment Staff Report Item 14D
2022-2023 EBCE
Value Proposition:

Public Comment
MAY 31, 2022
Attachment Staff Report Item 14D
Public Meeting Reminders
• Thank you for participating in our public meeting
• The video and audio from this meeting will be posted on our website • We will provide a brief introduction to the proposed policy and then allow for your comments
– Everyone will be muted until the public comment period • Please be prepared to provide:
– Your name
– Organization, if applicable
– City of residence or business location
– Your comment
2 Attachment Staff Report Item 14D
3 What is EBCE?
East Bay Community Energy (EBCE)
is our local power supplier
committed to providing Alameda
County and the city of Tracy with
more renewable energy at lower
rates. EBCE reinvests earnings back
into the community to create local
jobs, administer customer
programs, and catalyze sustainable
development.

Attachment Staff Report Item 14D
How it Works
4 EBCE BUYS CLEAN POWER
EBCE buys from, and is building, clean
power plants. EBCE sells the energy to
customers at low rates.

PG&E DELIVERS THE POWER
EBCE’s power is delivered to customers
by PG&E. Customers
pay PG&E for power delivery
as they always have.

YOU GET THE POWER

AND ALL THE BENEFITS
You benefit from cleaner energy,
low rates, local governance,
and innovative programs.

Attachment Staff Report Item 14D
Definitions
5 Attachment Staff Report Item 14D
EBCE Service Plan Choices - Today
6 BRIGHT CHOICE
Rates 1% below PG&E, working towards
100% carbon-free in 2030
RENEWABLE 100
100% California solar & wind
energy at 1 cent per kilowatt-hour
above PG&E rates
Attachment Staff Report Item 14D
Default Service
7 Jurisdiction Commercial Residential

CARE/FERA/
Medical Baseline
Albany, Hayward, Pleasanton Renewable 100 Renewable 100 Bright Choice Berkeley, San Leandro, Dublin
Bright Choice (Renewable 100 in
October 2022) Renewable 100 Bright Choice
Emeryville Bright Choice (Renewable 100 in
October 2022)
Bright Choice (Renewable 100 in
October 2022) Bright Choice
Piedmont Bright Choice Renewable 100 Bright Choice
Livermore, Newark, Oakland, Tracy,
Union City, and County of Alameda Bright Choice Bright Choice Bright Choice Attachment Staff Report Item 14D
Additional Terms
• Rates – what EBCE charges customers for electricity,
currently updated when PG&E changes their
generation rates or fees
• (Rate) Value proposition – the cost comparison to
PG&E rates based on EBCE product
– EBCE brings additional value to our community. This is only about the direct financial value to our customers.

EBCE has saved Bright Choice customers over
$30 million since 2018
Attachment Staff Report Item 14D
2022-2023
Recommendations
9 Attachment Staff Report Item 14D
10 2022-2023 Forecast
● Energy prices are high this year
● PG&E raised their generation rates
○ EBCE sets our rates based on PG&E rates - today offering a 1% discount compared to PG&E
● EBCE’s rates to procure power have also increased, but not as much as PG&E’s rates
Attachment Staff Report Item 14D
EBCE Staff Recommendation
11 Value proposition update:
● Bright Choice from 1% to 3% discount to PG&E
● Renewable 100 from $0.01 to $0.0075 above PG&E
● $50 bill credit to all CARE & FERA customers in a high-bill month 2022-2023
Plus - Potential for an annual on-bill credit to customers depending on market conditions
Attachment Staff Report Item 14D
Residential Bill Estimates
12 2021-2022 (Today) 2022-2023 (after July)
Bright Choice Discount 1% 3%
Average Residential Bright Choice
Electric Bill
$134 $132
Monthly Savings to PG&E $0.60 ($7.20 annually) $1.80 ($20 annually) Renewable 100 Premium $0.01 per kWh $0.0075 per kWh (¾ of one cent) Average Residential Renewable 100
Electric Bill
$138.50 $137.50
Monthly Renewable 100 Premium $3.90 $2.90
Average residential customer uses 390 kWh per month
Attachment Staff Report Item 14D
Small Commercial Bill Estimates
13 2021-2022 (Today) 2022-2023 (after July)
Bright Choice Discount 1% 3%
Average Bright Choice Electric Bill $575 $570
Monthly Savings to PG&E $2.60 ($31 annually) $7.90 ($95 annually) Renewable 100 Premium $0.01 per kWh $0.0075 per kWh
Average Renewable 100 Electric Bill $596 $592
Monthly Renewable 100 Premium $18 $13.50
Average Small Commercial (B1) customer uses 1,800 kWh per month Attachment Staff Report Item 14D
Large Commercial Bill Estimates
14 2021-2022 (Today) 2022-2023 (after July)
Bright Choice Discount 1% 3%
Average Bright Choice Electric Bill $43,270 $42,790
Monthly Savings to PG&E $238 $713
Renewable 100 Premium $0.01 per kWh $0.0075 per kWh
Average Renewable 100 Electric Bill $45,130 $44,725
Monthly Renewable 100 Premium $1,625 $1,220
Average Large Commercial (B19) customer uses 162,700 kWh per month and has a demand of 487 kW
Attachment Staff Report Item 14D
Public Comment
Period
15 Attachment Staff Report Item 14D
How to Participate
• Click on the chat bubble
• Enter your name, city, and organization into the chat box • Note that everyone on the call will see what you type into the chat box • We will call on each speaker in the order we received the chat, we’ll then disable the mute feature for each speaker
• Please be conscientious of the time. Every speaker will be allowed three minutes.
• Note that this webinar is being recorded and will be posted to our website
16 Attachment Staff Report Item 14D
Thank You for Participating
• EBCE staff’s next steps:
– Post this webinar, including the audio recording of your comments, on our website at ebce.org/rates
– Summarize all public comments in the staff report to Board – Present summary and value proposition recommendation at Board of Directors meeting on June 15 as part of the next fiscal year’s budget • Additional comment opportunities:
– Written comments may be emailed to [email protected] • All comments are due by Friday, June 3, 2022 at 8 AM
17 Attachment Staff Report Item 14D
Comments
Welcome at:

[email protected]
18 Attachment Staff Report Item 14D
Attachment Staff Report Item 14D
6/1/2022
Dear Members of the EBCE Board of Directors,
East Bay Community Energy is requesting public input on its electricity rates for fiscal year 2022-2023. I am writing to share our recommendations on the topic.

EBCE staff state that they expect to achieve record profits in the upcoming fiscal year. As a result, EBCE staff have made the following recommendations:
• Reduce EBCE rates relative to PG&E rates by making Bright Choice a 3% discount to PG&E and Renewable 100 a premium $0.0075 above PG&E
• Provide a $50 bill credit to all EBCE customers on CARE & FERA (income qualified)
• Increase annual funding for local programs by 143% to $20.6 million • Invest $15 million with UCSF Benioff Children’s Hospital Oakland to fund the development of a pediatric asthma program
• Fund community grants ($2.25 million over 3 years)
Please keep in mind that EBCE was established to provide three very important differences to PG&E service:
1) Reduce greenhouse gas (GHGs) emissions below PG&E;
2) Provide “competitive” rates;
3) Invest in energy projects that provide jobs and benefits to those in EBCE’s service territory.

1. The California Energy Commission reports that in 2020, the GHGs in EBCE’s power mix for Bright Choice were 3.5 times greater than PG&E (590 lbs.

CO2/MWh vs. 160 lbs. CO2/MWh). EBCE’s current power mix is slightly better but is still expected to exceed PG&E for the next several years UNLESS EBCE improves the greenhouse gas free content of its power mix.

Recommendation: improve EBCE’s Bright Choice power mix – in line with all other northern California CCAs – immediately.

2. EBCE’s rates for electricity are higher than they could be, especially in light of the power mix for Bright Choice, i.e. 56% carbon free (2020), the lowest of all northern California CCAs. In the graph below, two CCAs (MCE Clean Energy and Central Coast Community Energy) build their rates on a “cost of service” model, rather than EBCE’s approach which is to peg rates to Attachment Staff Report Item 14D
6/1/2022
PG&E’s rate structure. The cost of power for EBCE has no relationship to PG&E’s power costs.

Recommendation: offer a meaningful discount to all ratepayers. If, at the end of the fiscal year, the net reserves are strong, provide an additional bill credit to income qualified customers.

3. Let’s not only increase the budget for local programs, but actually spend the money that has already been dedicated to local development. To date, EBCE has spent very little on local programs.

4. Rather than spending money on treating children with asthma, let’s spend that money on eliminating a major trigger for asthma, namely the production of electricity in natural gas plants. EBCE relies far too much on “system power” which comes mainly from natural gas generation plants.

Let’s spend that money on:
- Improving the quality of the power mix and eliminating our reliance on natural gas.
- Providing incentives for the purchase of induction ranges. Natural gas combustion in the home is a trigger for those who suffer from asthma. Incentives for CARE/FERA could cover the entire cost of an induction range, smaller incentives could be provided for those who are not income qualified.
- Support Urban Forest programs in member jurisdictions to get more trees into neighborhoods that have too little tree canopy. Trees provide oxygen, improve air quality, and provide shade to reduce the heat island effect.

Attachment Staff Report Item 14D
6/1/2022
These three programs alone would provide better air quality throughout EBCE’s service territory and improve the health of so many who suffer from asthma and other respiratory impairments.

5. If community grants are made, they should be made to those organizations that have a “nexus” to the mission of EBCE. Two organizations that come to mind are Rising Sun Center for Opportunity and Strategic Energy Innovations (Climate Corps fellows). Providing each member jurisdiction with a Climate Corps Fellow, for example, would be a great investment and would help city and county staff achieve their climate goals.

Sincerely,
Tom and Jane Kelly
Berkeley
Attachment Staff Report Item 14D
June 2, 2022
Via email to Board of Directors via email to [email protected] Copy to Community Advisory Committee via email to [email protected] Copy: [email protected]
Re: EBCE Rates, Fiscal Year 2022-2023 Budget, and Value Proposition EBCE Directors,
I agree with EBCE’s recent comment in the Direct Current indicating that the FY 2022-2023 Budget “holds a lot of potential.” However, when reviewing the May 18, 2022 Staff Report, I am concerned that the report does not accurately reflect community values.

1. Value Proposition - Emissions Intensity and Carbon Free Content The staff report focused almost exclusively on the monetary aspects of the “value proposition” and does not mention the emissions intensity or carbon-free content of EBCE’s Bright Choice product. When reviewing the latest available Power Content Labels for EBCE and PG&E it is evident that EBCE’s Bright Choice is not competitive with PG&E in terms of CO2e emissions intensity or carbon-free content. The Joint Powers Agreement1(page 1, Recital 6 (c)) states that the parties seek to:

Develop an electric supply portfolio with a lower greenhouse gas (GHG) intensity than PG&E, and one that supports the achievement of the parties’ greenhouse gas reduction goals and the comparable goals of all participating jurisdictions...

EBCE Bright Choice PG&E Base Plan
% carbon free 2, 3 55 83.5
Emissions intensity 2 590.9 lbs. CO2e/MWh 160 lbs CO2e/MWh Comment: The EBCE FY 2022-2023 Budget should allocate funds to make Bright Choice emissions intensity comparable to or better than PG&E’s. This was one of the primary reasons EBCE was formed and the budget should reflect this priority. As a point of comparison, Peninsula Clean Energy’s basic offering has an emission intensity of only 13 lbs. CO2e/MWh.4

2. Value Proposition - Basis for Rates
EBCE’s focus on monetary aspects of value continues to ignore the actual cost of energy and service provided by EBCE. Instead, EBCE’s only reference is the CPUC approved rates for PG&E.

While the EBCE May 18, 2022 staff report argued for rate stability, it ignored the linkages to PG&E rates which increased 8% in January 2022 and 9% in March 2022. EBCE rates can and

Page 1 ends

Attachment Staff Report Item 14D
should be lower. It is past time for EBCE to move to a cost basis for rates as other northern California CCAs (MCE and Central Coast Community energy) have done.

Comment: The EBCE FY 2022-2023 Budget should be based on EBCE’s cost of energy and not the CPUC-approved rates for PG&E.

3. FY 2022-2023 Budget - Local Development Funding and Community Grants The proposed $35.6M budget allocation to local programs and community grants is welcomed.

However, consistent with the community priorities when EBCE was established, the local development funding and community grants should be focused on clean energy projects, jobs, and energy-related benefits to community members.

Of particular concern is EBCE’s proposed $15M investment in a pediatric asthma program at the UCSF Benioff Children’s Hospital Oakland. EBCE should focus its expertise and monetary resources on addressing the underlying causes of community asthma rather than on development of programs and facilities for asthma care.

EBCE should focus on the causes of asthma by increasing support for building electrification to remove gas appliances that contribute to poor indoor air quality (especially in many low-income residences),.supporting electrification of Port of Oakland operations (trucks, drayage vehicles, etc.) to reduce fossil fuel emissions from vehicles, and fund a feed-in-tariff that will incentivize distributed renewable energy within EBCE’s member jurisdictions (this will contribute to local jobs, reduced emissions, and improved local resilience).

Comment: The EBCE FY 2022-2023 Budget should allocate the proposed $35.6M Local Development and Grant funding for clean energy projects, building and vehicle electrification, and energy-related benefits to community members. These types of energy-related services are aligned with the expertise of EBCE staff and the energy-related priorities of member jurisdictions.

Thank you for this opportunity to comment.

Respectfully,
Richard Rollins, Berkeley
____________________________________________________________________________ 1 Joint Powers Agreement
https://res.cloudinary.com/diactiwk7/image/upload/fl_sanitize,q_auto/east-bay-community-energy-authorit y-jpa-agreement-12-14-19-with-newark-pleasanton-tracy-1.pdf 2 Power Content Labels
EBCE: https://www.energy.ca.gov/filebrowser/download/3862 PG&E: https://www.energy.ca.gov/filebrowser/download/3882 3 Carbon free content expressed as the sum of PCC1 renewable, large hydro, and nuclear as stated on the Power Content Labels
4 PCE Power Content Label: https://www.energy.ca.gov/filebrowser/download/3881

Page 2 ends

Attachment Staff Report Item 14D
6/3/22, 2:38 PM East Bay Community Energy Mail - EBCE Public Comment Inbox EBCE proposed rates 1/2
EBCE Public Comment Inbox EBCE proposed rates
1 message
Chris Gilbert Thu, Jun 2, 2022 at 1:08 PM
To: [email protected], Clerk of the Board <[email protected]> June 2, 2022
Via email to Board of Directors via email to [email protected] Copy to Community Advisory Committee via email to [email protected] Copy: [email protected]
Re: EBCE Rates, Fiscal Year 2022-2023 Budget, and Value Proposition EBCE Directors,
I am writing in response to the invitation for public comment re: the proposed EBCE staff recommendations for the coming budget year.

In particular I refer to: EBCE's staff report for the May 18 Board meeting including these recommendations:

Reduce EBCE rates relative to PG&E rates by making Bright Choice a 3% discount to PG&E and Renewable 100 a premium $0.0075 above PG&E
Provide a $50 bill credit to all EBCE customers on CARE & FERA (income qualified)
Increase annual funding for local programs by 143% to $20.6 million Invest $15 million with UCSF Benioff Children’s Hospital Oakland to fund the development of a pediatric asthma program
Fund community grants ($2.25 million over 3 years)
A glaring hole in this list is the lack of mention of carbon content and/or GHG emissions. It is crucial to EBCE’s reputation as well as in addressing climate change that this metric be included in any staff recommendation. I refer to letters submitted by Richard Rollins and Tom & Jane Kelly for details on how EBCE is behind other CCAs and PG&E in this regard.

Attachment Staff Report Item 14D
6/3/22, 2:38 PM East Bay Community Energy Mail - EBCE Public Comment Inbox EBCE proposed rates 2/2
And, as I said in a separate letter, $15 million to Children’s Hospital for pediatric asthma program seems misguided. Why treat the symptoms when EBCE is unique in being able to address the causes: fossil fuel power plant generation & in-home gas use, both of which can be lessened by getting people as rapidly as possible off of fossil fuels and onto clean electricity. In general donations to non-related causes should be reined in, as EBCE has a responsibility to apply its skill and knowledge to the task at hand: providing clean energy at an affordable rate to all customers.

With regards,
Chris Gilbert
Berkeley, CA
Attachment Staff Report Item 14D
6/3/22, 2:43 PM East Bay Community Energy Mail - EBCE Public Comment Inbox EBCE 2022-2023 rate setting process 1/1
EBCE Public Comment Inbox EBCE 2022-2023 rate setting process Nancy Van Zwalenburg Thu, Jun 2, 2022 at 7:39 PM
To: [email protected]
Cc: Richard Bermack
Dear Members of the EBCE Board of Directors,
It is wonderful that EBCE anticipates record profits in the upcoming year. What an opportunity that money provides! We would like to voice our support for all of the recommendations made by Tom and Jane Kelly for the use of that money, namely:

1. Improve EBCE's Bright Choice power mix immediately.

2. Offer a meaningful discount to all ratepayers and possibly, at the end of the fiscal year, provide an additional bill credit to income-qualified customers.

3. Spend the money that has been dedicated to local development.

4. Spend money on eliminating the production of electricity in natural gas plants.

5. Make any community grants to organizations that have a nexus to the mission of EBCE.

Nancy Van Zwalenburg
Richard Bermack
Attachment Staff Report Item 14D
June 2, 2022
To: EBCE Board Members
I am writing with some suggestions on the topic of EBCE’s electricity rates for the 22-23 budget year as I understand that EBCE staff expect to achieve record income/profits in the upcoming fiscal year.

As a Berkeley resident, currently in the Renewable 100% product (and with a rooftop solar system), I would like to see more attention to:
• passing some of the estimated profits back to ratepayers in your service area, • more support for low income households in the CARE and FERA programs and, • investing in energy efficiency and achieving clean energy faster (esp relative to PG&E).

I have included some suggested budget changes for your consideration:
• Reduce EBCE rates relative to PG&E rates by making Bright Choice a 3% discount to PG&E and Renewable 100 a premium $0.0075 above PG&E
• Provide a $50 bill credit to all EBCE customers on CARE & FERA (income qualified) • Increase annual funding for local programs by 143% to $20.6 million • Invest $15 million with UCSF Benioff Children’s Hospital Oakland to fund the development of a pediatric asthma program
• Fund community grants ($2.25 million over 3 years)
As I recall, EBCE was established with three very important differences to PG&E service:
1) Reduce greenhouse gas (GHGs) emissions below PG&E;
2) Provide “competitive” rates; and,
3) Invest in clean energy projects (“local development”) that provide jobs and benefits to those in EBCE’s service territory with an eye towards job development for low income workers and labor.

Attachment Staff Report Item 14D
1 The California Energy Commission reports that in 2020, the GHGs in EBCE’s power mix for Bright Choice were 3.5 times greater than PG&E (590 lbs. CO2/MWh vs. 160 lbs. CO2/MWh).

EBCE’s current power mix is slightly better but is still expected to exceed PG&E for the next several years UNLESS EBCE improves the greenhouse gas free content of its power mix.

Recommendation: improve EBCE’s Bright Choice power mix – in line with all other northern California CCAs – immediately.
2 EBCE’s rates for electricity are higher than they could be, especially in light of the power mix for Bright Choice, i.e. 56% carbon free (2020), the lowest of all northern California CCAs. In the graph below, two CCAs (MCE Clean Energy and Central Coast Community Energy) build their rates on a “cost of service” model, rather than EBCE’s approach which is to peg rates to PG&E’s rate structure. The cost of power for EBCE has no relationship to PG&E’s power costs. 3 To date, EBCE has spent very little on local development programs. I would like to see you increase the budget for these programs, and actually spend the money that has already been dedicated to local development.

It is important to progressively Improve the quality of the power mix and reduce our reliance on natural gas (which many cities in EBCE’s service area are interested in doing, and this is becoming a greater state goal as well). It would be good if you would provide incentives/rebates for the purchase of induction ranges (which I beliece MCE and Sonoma Clean Power are doing). Natural gas combustion in the home is a health hazard. Indoor emissions can be a trigger for those who suffer from asthma. With public education and outreach, Incentives for CARE/FERA could cover the entire cost of an induction range, with smaller incentives could be provided for those who are low income but not enough to be income qualified.

Rather than spending money on treating children with asthma, how about investing that money on eliminating a major trigger for asthma, namely the production of electricity in natural gas plants. EBCE relies far too much on “system power” which still comes largely from natural gas generation plants.

I would support you allocating additional funding for Urban Forestry programs in member jurisdictions to get more trees into targeted neighborhoods that have too little tree canopy. Trees provide oxygen, improve air quality, and provide shade to reduce the growing effects of urban heat islands (and some can help sequester carbon).

If community grants are made, it seems to me that they should be more closely aligned with the mission of EBCE. I have seen some funding go to no doubt worthwhile community groups and projects but have wondered—what does this have to do with EBCE’s mission? Two organizations that make that connection are Rising Sun Center for Opportunity and Strategic Energy Innovations which supports local Climate Corps fellows. Providing each member jurisdiction with a Climate Corps Fellow, for example, would be a great investment and would help city and county staff make more progress on their climate goals.

Attachment Staff Report Item 14D
Thank you for your attention to these suggestions as you consider the 2022-23 EBCE budget.

Sincerely,
Kathy Dervin
Berkeley, Ca
Attachment Staff Report Item 14D
Public Comments
Summary Report
June 15, 2022
Attachment Staff Report Item 14D
2022 Process
Webinars Written Comments
Thursday, May 26 at 6pm
● 10 registered, 6 attendees
● 4 verbal comments
● Streamed live to Facebook
Tuesday, May 31 at 12pm
● 10 registered, 6 attendees
● 1 verbal comment
● Streamed live to Facebook
Opened on May 19
Closed at 8am on Friday, June 3
● 6 written comments received
Attachment Staff Report Item 14D
Respondent Demographics
City of Residence/Business Written Verbal
Berkeley 4 3
Oakland 1
Fremont 1 1
Undeclared 1
TOTAL 6 5
Unique respondents = 9
Attachment Staff Report Item 14D
Outreach and Interactions
Source Number of Views or Opens Number of Clicks or Interactions Facebook Post 5/20 57 reached 3 links clicked
Facebook Event - 5/26 Webinar 211 reached 2 event responses Facebook Event - 5/31 Webinar 272 reached 2 event responses Instagram 41 reached 4 likes
NextDoor 10,464 impressions 9 likes, 14 comments
Twitter 104 impressions 5 likes, 1 retweet
Email Blast 5/19 2,611 opens 159 clicks
Attachment Staff Report Item 14D
Summary of Comments
Comments Occurrence
GHG Reductions:
● Focus on GHG emissions reductions and improve EBCE’s Bright Choice power mix ● Invest in eliminating the production of electricity from natural gas plants/reduce reliance on system power ● Use funds to address the underlying causes of asthma
5 3
5 Cost:
● Support for an increased Bright Choice discount
● Support low income households with bill credit if funds allow ● Offer Renewable 100 at the same price as PG&E and discount Bright Choice to 2.25% below PG&E rates ● Maintain the current Renewable 100 premium and use the excess revenue to add funding for other activities ● Subsidize Renewable 100 for low income customers
● Provide rates based on cost of service
● Offer discount to all ratepayers
4 2
1 1
1 3
2 Community and Programs:
● Align community grants with EBCE’s mission
● Increase the budget for local development and spend the money that has been dedicated to local programs ● Support urban forestry
● Provide incentives for induction ranges
4 3
2 2
Attachment Staff Report Item 14D

Ava Community Energy Board of DirectorsJune 15, 2022

Ava Community Energy Board of Directors
June 15, 2022