Regular Meeting of the Policy Board of Directors
Tuesday, December 20, 2022
1:30 PM
Central Coast Community Energy
70 Garden Court, Suite 300
Monterey, CA 93940
IMPORTANT NOTICE REGARDING COVID-19 MEETING REQUIREMENTS The special procedures in place to minimize the spread of the COVID-19 virus may supersede general meeting procedures and delay distribution of materials to members, although every effort will be made to ensure comments and materials received prior to the meeting end will be made part of the record.
Based on guidance from the California Department of Public Health and the California Governor’s Office, in order to minimize the spread of the COVID-19 virus, please do the following:
1. You are strongly encouraged to observe the live stream of the CCCE Policy Board of Director’s meeting at: https://3cenergy.hylandcloud.com/203agendaonline/Meetings/Search?dropid=4
2. The CCCE Board Room remains open. If you attend the CCCE Policy Board of Director’s meeting in person:
a. You will be required to (i) wear a mask during the meeting and (ii) maintain appropriate social distancing, i.e., maintain a 6-foot distance between yourself and other individuals. b. Additional seating with audio of the CCCE Policy Board of Director’s meeting will be available in the CCCE Main Conference Room, located at 70 Garden Court, Suite 300, Monterey, CA 93940. Meetings are accessible to people with disabilities. Individuals who need special assistance or a disability-related modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the meeting materials, should contact Heather Vowell, Board Clerk, at 831-641-7216 or [email protected]. Requests should be made as soon as possible but at least 72 hours prior to the scheduled meeting.
3. If you choose not to attend the CCCE Policy Board of Director’s meeting but wish to make a comment on a specific agenda item, you may please submit your comment as set out below. The timing of public comment shall be at the discretion of the Chair. Options for public comment are as follows:
a. To have your comments distributed to the Board prior to the meeting submit your comment via email by 5:00 p.m. on the Tuesday before the meeting. All comments received after 5:00pm on the Tuesday before the meeting will be retained as part of the record and distributed to the Board after the meeting. Please submit your comment to the Clerk of the Board at [email protected]. To assist the Clerk in identifying the agenda item relating to your public comment please indicate in the Subject Line, the meeting body (i.e., Policy Board Agenda) and item number (i.e., Item No. 3).
You may participate through ZOOM. For ZOOM participation please join by computer audio at:
https://us02web.zoom.us/s/82977357049
OR the following phone number(s):
US: +1 669 900 6833 or +1 669 219 2599
Enter this Meeting ID number: 829 7735 7049 when prompted. Please note there is no Participant Code, you will just hit # again after the recording prompts you.
You will be placed in the meeting as an attendee; when you are ready to make a public comment if joined by computer audio, please Raise your Hand; and by phone please push *9 on your keypad.
If you have anything that you wish to be distributed to the Board, please provide 15 copies and hand them to a member of CCCE staff or Heather Vowell, Board Clerk, who will distribute the information to the Board members and other staff.
The public may comment on a specific item listed on this agenda when the Board considers that item. In addition, the members of the public may request and receive copies without undue delay of any documents that are distributed to the Board, unless there is a specific exemption under the Public Records Act that prevents the disclosure of the record. (Cal. Gov’t Code Section 54957.5) In compliance with Government Code Section 54957.5, non-exempt writings that are distributed to a majority or all of the Board in advance of a meeting and that relate to an agenda item will be made available at CCCE’s offices located at 70 Garden Court, Suite 300, Monterey, CA 93940 during normal business hours and are also available on the CCCE website located at:
https://3cenergy.hylandcloud.com/203agendaonline
AGENDA
. Welcome & Roll Call
. Corrections and Additions
The Board Clerk will announce agenda corrections and proposed additions of emergency, urgency, or continued items, which will be acted on by the Board as provided in Sections 54954.2 of the California Government Code.
. Public Comment on the Consent Agenda and Matters Not Listed on the Agenda The public may provide comments on the Consent Agenda or any item within the Board's jurisdiction but not on the Agenda. The Board may not take action at this meeting on any item not listed on the Agenda other than to refer the matter to staff or set it for a future meeting. Speakers are limited to 3 minutes each.
CONSENT AGENDA
1. Approve the Minutes from the December 14, 2022 Special Meeting of the Policy Board (Action Item)
2. Consider Finding, Pursuant to AB 361 and in order for the Policy Board of Directors to Continue Meeting Remotely, that the COVID-19 Pandemic State of Emergency Declared by Governor Newsom is Still In Effect; The Policy Board of Directors has Reconsidered the Circumstances of the State of Emergency; and the Monterey County Health Officer Continues to Recommend Social Distancing Measures for Meetings of Legislative Bodies (Action Item)
CLOSED SESSION
3. CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6) Agency designated representatives: Derek Johnson, Mona Miyasato, or Carlos Palacios Unrepresented employee: CEO Robert M. Shaw
REGULAR AGENDA
4. Approve and Authorize Execution of the Employment Agreement Between Central Coast Community Energy and Robert M. Shaw for Service as Chief Executive Officer (Action Item) Board Member Reports & Comments (Information Only)
Adjournment
Special Meeting of the Policy Board of Directors
Wednesday, December 14, 2022
9:00AM
Central Coast Community Energy
70 Garden Court, Suite 300
Monterey, CA 93940
MINUTES
The meeting was called to order at 9:00am with 11 members attending via teleconference pursuant to AB 361 and a quorum established.
Directors present via teleconference: Adams, Baron, Brooks, Carbone (arrived at 9:03am), Kosmicki, Martin, Marx, McPherson (arrived at 9:02am), Nomura, Velazquez, Waage, Vice Chair Williams, Chair McShane Directors Absent: Brunner (arrived at 9:05am), Morales, Orona, Patino, Quiroz-Carter The Chair opened the public comment period on items not listed on the agenda.
No public comments were received.
The Chair closed public comment period.
Clerk announced that there were no changes or additions to the agenda.
CONSENT AGENDA
The Chair opened the public comment period.
No public comments were received.
The Chair closed public comment period.
MOTION: Moved by Director McPherson, Seconded by Director Kosmicki to approve the Consent Agenda.
ACTION: The Motion Carried with a roll call vote: 13/0/5 AYES: Adams, Baron, Brooks, Carbone, Kosmicki, Martin, Marx, McPherson, Nomura, Velazquez, Waage, Vice Chair Williams, Chair McShane
NOES: None
ABSENT: Brunner, Morales, Orona, Patino, Quiroz-Carter
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1. Approved Minutes from the November 28, 2022 Special Meeting of the Policy Board as submitted.
2. Found, Pursuant to AB 361 and in order for the Policy Board of Directors to Continue Meeting Remotely, that the COVID-19 Pandemic State of Emergency Declared by Governor Newsom is Still In Effect; The Policy Board of Directors has Reconsidered the Circumstances of the State of Emergency; and the Monterey County Health Officer Continues to Recommend Social Distancing Measures for Meetings of Legislative Bodies
3. 2023 Policy Board of Directors Meeting Calendar (Information Only)
CLOSED SESSION
The Chair opened the public comment period.
No public comments were received.
The Chair closed public comment period
Recessed into closed session at 9:06am
4. PUBLIC EMPLOYMENT - Government Code § 54957 (b)(1)
Title: CEO
Reconvened into Open session at 9:38am
Clerk reconfirmed the quorum.
General Counsel reported that the Policy Board appointed Robert M. Shaw as the Chief Executive Officer for Central Coast Community Energy.
MOTION: Moved by Vice Chair Williams, Seconded by Director McPherson to appoint Robert M. Shaw as CEO of Central Coast Community Energy
.
ACTION: The Motion Carried with a roll call vote: 13/1/4 AYES: Adams, Baron, Brooks, Brunner, Carbone, Martin, Marx, McPherson, Nomura, Velazquez, Waage, Vice Chair Williams, Chair McShane
NOES: Kosmicki
ABSENT: Morales, Orona, Patino, Quiroz-Carter
REGULAR AGENDA
5. Adopted a Resolution Amending the Regular Meeting Schedule of the Policy Board of Directors for 2022 The Chair opened the public comment period.
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No public comments were received.
The Chair closed public comment period.
MOTION: Moved by Director Carbone, Seconded by Director Marx to approve.
ACTION: The Motion Carried with a roll call vote: 12/1/5 AYES: Adams, Brooks, Carbone, Kosmicki, Martin, Marx, McPherson, Nomura, Velazquez, Waage, Vice Chair Williams, Chair McShane
NOES: Baron
ABSENT: Brunner, Morales, Orona, Patino, Quiroz-Carter
Adjourned at 9:44am
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Staff Report Item 2
TO: CCCE Policy Board of Directors
FROM: Tom Habashi, Chief Executive Officer
SUBJECT: Consider Finding, Pursuant to AB 361 and in order for the Policy Board of Directors to Continue Meeting Remotely, that the COVID-19 Pandemic State of Emergency Declared by Governor Newsom is Still In Effect; The Policy Board of Directors has Reconsidered the Circumstances of the State of Emergency; and the Monterey County Health Officer Continues to Recommend Social Distancing Measures for Meetings of Legislative Bodies (Action Item) DATE: December 20, 2022
RECOMMENDATION:
This recommends the Policy Board (“Board”) find, pursuant to AB 361 and for the Board to continue meeting remotely, that the COVID-19 pandemic State of Emergency declared by Governor Newsom is still in effect; the Board has considered the circumstances of the State of Emergency; and the Monterey County Health Officer continues to recommend social distancing measures for meetings of legislative bodies.
BACKGROUND:
On September 16, 2021, Governor Newsom signed AB 361. This legislation amends the Brown Act to allow Brown Act bodies to meet via teleconference during a proclaimed state of emergency in accordance with teleconference procedures established by AB 361 rather than under the Brown Act's more narrow standard rules for teleconference meetings.
DISCUSSION/ANALYSIS:
AB 361 provides that if a state or local health official recommends social distancing, a legislative body may meet remotely after September 30, 2021, provided that the legislative body finds 1) the Governor's proclaimed state of emergency is still in effect; 2) the legislative body has reconsidered the circumstances of the state of emergency, and 3) either the Monterey County Health Officer continues to recommend social distancing measures for meetings of legislative bodies or the state of emergency continues to directly impact the ability of the members to meet in person. 4 of 21
The Monterey County Health Officer has recommended social distancing measures for meetings of legislative bodies, so the Board were able to meet remotely the first time after September 30, 2021. To continue meeting remotely, the Boards must make the findings outlined above.
Accordingly, staff recommends making the appropriate findings. This action will be required every 30 days to keep meeting remotely. A special meeting may be necessary for that purpose.
FISCAL IMPACT:
There is no fiscal impact associated with this action.
CONCLUSION:
The Board’s consideration and finding that the COVID-19 pandemic State of Emergency declared by Governor Newsom is still in effect; the Board has reconsidered the circumstances of the State of Emergency; and the Monterey County Health Officer continues to recommend social distancing measures for meetings of legislative bodies will allow the Board to continue meeting remotely under the procedures established by AB 361.
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Staff Report Item 4
TO: CCCE Policy Board of Directors
FROM: Steve McShane, Policy Board of Directors, Chair
SUBJECT: Approve and Authorize Execution of the Employment Agreement Between Central Coast Community Energy and Robert. M. Shaw for Service as Chief Executive Officer DATE: December 20, 2022
RECOMMENDATION:
Approve and authorize execution of the Employment Agreement Between Central Coast Community Energy and Robert. M. Shaw for Service as Chief Executive Officer.
BACKGROUND:
In September 2022, Tom Habashi, current Chief Executive Officer, announced his retirement from Central Coast Community Energy, effective March 30, 2023.
The joint powers agreement specifies the role of the Operations and Policy Boards in the selection of the Chief Executive Officer. Previously, the Executive Committee established a framework for meeting the joint powers agreement requirements. That process was discussed by the Operations Board at its September 2022 meeting and consisted of a nationwide candidate search, a public input process, and an ad hoc panel of the Operations Board (Directors Palacios, Miyasato, and Johnson) to conduct interviews and recommend those candidates to the Policy Board ad hoc panel (McShane, Williams, McPherson) for final interviews. A community survey was created to receive staff, Community Advisory Council, and community feedback as a strategy to identify key characteristics and qualities of the ideal CEO candidate.
The recruitment was advertised via various platforms that included LinkedIn, Government Jobs, Central Energy Jobs, and Indeed. A pool of high-quality candidates was screened based on applicants’ qualifications and work history, with the assistance of a subject matter expert who specializes in sustainability, community choice aggregation administration, and renewable energy.
The recruitment resulted in multiple highly qualified candidates for Operations Board ad hoc Committee consideration. After the first round of interviews, the Operations Board ad hoc Committee identified two candidates to move forward to the Policy Board ad hoc Committee for final selection. 6 of 21
The Policy Board ad hoc committee interviewed the recommended candidates and made the final selection of Robert M. Shaw to fill the CEO position. On December 14, 2022, the Policy Board made the appointment.
DISCUSSION/ANALYSIS:
Mr. Shaw was determined to be the most qualified candidate to succeed Mr. Habashi as CEO and ensure the continued success of CCCE as a transformative and innovative leader in decarbonization, renewable energy deployment, and electrification programs. Mr. Shaw is currently serving in the Chief Operating Officer role for Central Coast Community Energy and has twenty years of experience serving public entities, including five with Central Coast Community Energy. In his time with Central Coast Community Energy, Mr. Shaw has helped lead CCCE through the most volatile energy markets in 20 years while still expanding engagement in CCCE's innovative and impactful electrification programs. Mr. Shaw's leadership in various roles at CCCE has helped build the agency as a standard-bearer for CCAs in California.
Upon approval, Mr. Shaw will be installed as Chief Executive Officer 30 days before Mr. Habashi’s last day to ensure a period of overlap and formal handoff. The agreement is for an initial five-year term. The terms and conditions of the proposed employment agreement are comparable to other CEO positions within the Community Choice Aggregators: East Bay Community Energy, Marin Clean Energy, Peninsula Clean Energy, Sonoma Clean Power, and Silicon Valley Clean Energy.
Key terms of the agreement include:
Annual compensation of $400,000, adjusted annually for inflation With a positive first year evaluation, annual compensation shall adjust to an average of the compensation to the CEOs of East Bay Community Energy, Marin Clean Energy, Peninsula Clean Energy, Sonoma Clean Power, and Silicon Valley Clean Energy A year of severance if terminated without cause
Benefits mirror those reflected in the current CEO contract, including:
o 240 hours of paid time off (“PTO”) annually (2-year maximum accrual) o 40 hours of executive leave annually (no carryover)
o Holidays, medical insurance, 10% retirement match into 401(a)/457(b), and other benefits available to other CCCE employees
FISCAL IMPACT:
The FY 22/23 fiscal impact associated with the proposed Agreement has been approved as part of the FY 22/23 Operating Budget. Future impacts will be reflected in the annual proposed Operating Budget. 7 of 21
CONCLUSION:
The Policy Board’s approval of the Agreement installs Robert. M. Shaw as CCCE’s next Chief Executive Officer effective 30 days prior to Mr. Habashi’s last day and ensures CCCE is well positioned for a seamless transition that continues CCCE’s position as the leading CCA in California.
ATTACHMENT(S):
1. Employment Agreement Between Central Coast Community Energy and Robert. M. Shaw for Service as Chief Executive Officer
2. CEO Community Survey Summary
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EMPLOYMENT AGREEMENT BETWEEN
CENTRAL COAST COMMUNITY ENERGY AND
ROBERT M. SHAW FOR SERVICE AS CHIEF EXECUTIVE OFFICER
This Employment Agreement (“Agreement”) is entered into between Central Coast Community Energy (“CCCE”), a joint powers authority under California Government Code section 6500 et seq., and Robert M. Shaw (“Employee”).
WHEREAS, in anticipation of the announced retirement of the current Chief Executive Officer (“CEO”), Tom Habashi, the CCCE Operations and Policy Boards (“Boards”) have conducted a thorough recruitment and selection process for a new CEO, in accordance with Section 3.4 of the Joint Exercise of Powers Agreement (“JPA”);
WHEREAS, the Boards have selected Employee to serve as its CEO upon Mr. Habashi’s retirement; WHEREAS, CCCE wishes to enter this Agreement to establish the terms of Employee’s transition into the role of CEO and
NOW, THEREFORE, in consideration of the mutual promises and conditions in this Agreement it is agreed as follows:
1. DUTIES AND AUTHORITY. Subject to the terms of this Agreement, Employee shall serve as CEO of CCCE, with power and authority to perform all duties of the CEO as described in Section 3.4 of the JPA and all subsequent resolutions and other actions of the Boards related to the responsibilities of the office.
2. TERM. This Agreement shall commence on the date this Agreement is fully executed after approval by the CCCE Policy Board (“Board”) (the “Commencement Date”). Employee’s installation as CEO shall be 30 days prior to Tom Habashi’s last day of employment as CCCE’s current CEO (“Installation Date”) and continue for five (5) years after that date. This term indicates only the maximum length of this Agreement and is not a guarantee of employment for any period of time.
3. COMPENSATION. Beginning upon the Installation Date, Employee shall receive an annual salary of four hundred thousand dollars ($400,000.00) to be paid in accordance with CCCE’s standardized payroll practices.
Employee’s compensation shall, without requiring any further amendment to this Agreement, be automatically adjusted for inflation effective on the anniversary of the Installation Date and each year thereafter over the Term. Such adjustment shall be computed by multiplying the applicable compensation amount by the annual percent change to the Consumer Price Index for all Urban Consumers (“CPI-U”) for the San Francisco-Oakland-Hayward CA Area for the immediately preceding year as published by the Bureau of Labor Statistics, United States Department of Labor, Washington DC, currently available at:
http://www.bls.gov/regions/west/ca_sanfrancisco_msa.htm 9 of 21
a. Annual Salary Adjustment Upon Successful 1-Year Review. With the demonstration of a successful first year performance, as determined by the Policy Board, Employee’s annual compensation shall be increased to the then existing average CEO compensation of the following Community Choice Aggregators: East Bay Community Energy, Marin Clean Energy, Peninsula Clean Energy, Sonoma Clean Power, and Silicon Valley Clean Energy. Such adjustment pursuant to this section 3.a shall not require further amendment to this Agreement to be effective.
4. TERMINATION.
a. Termination by CCCE. Employee serves at the pleasure of the Board and is an at-will employee. The Board may terminate this Agreement with or without cause at any time. i. Termination for Cause. The Board may terminate this Agreement for Cause if:
(1) Employee is convicted of a felony; (2) failure to substantially perform essential job functions; or (3) a material breach of this Agreement. In event of a termination for Cause, Employee shall be entitled to any earned but unpaid compensation and accrued PTO per Section 6 of this Agreement. ii. Termination without Cause. If the Board terminates this Agreement for any reason other than Cause, as defined in Section 4(a)(i), then in addition to any compensation that has been earned but unpaid, and accrued PTO per Section 6 of this Agreement, Employee shall be entitled to severance pay in the amount of one (1) year of Employee’s current salary at the time of termination, less any taxes and withholding as may be necessary pursuant to law.
iii. Termination upon Death. If Employee dies during the Term, this Agreement shall be terminated upon the date of Employee’s death. All checks for accrued salary, accrued PTO or other items shall be designated in writing by Employee pursuant to Government Code Section 53245 or, if no delegation is made, to Employee’s estate.
b. Resignation by Employee. Employee may terminate this Agreement by providing no less than 60 days written notice of resignation. Upon request and at its sole discretion, the Board may reduce the required notice period and accelerate the effective date of such a resignation. In the event of such a resignation, Employee shall be entitled to any earned but unpaid compensation and accrued PTO per Section 6 of this Agreement.
5. RESTRICTIONS ON OUTSIDE BUSINESS ACTIVITIES. Employee shall devote their full energy, interest, ability, and productive time to the performance of this Agreement and shall not, without CCCE’s prior written consent, tender services to others for any kind of compensation, or engage in any other business activities.
6. PAID TIME OFF. Employee shall be entitled to 240 hours Paid Time Off (“PTO”) annually.
Upon Employee’s separation from CCCE, any accrued PTO shall be paid out at the then applicable hourly rate of pay for each accrued PTO hour based on the pay rate in effect for the Employee on the last day worked or spent on authorized leave. The accumulated balance of PTO will be subject to the limit 10 of 21
established by CCCE employment policy at the time of separation. Except as provided in this Agreement, PTO shall be subject to any CCCE PTO policy applicable to employees generally. a. Executive Leave. Employee shall be further entitled to forty (40) hours of Executive Leave each calendar year. Executive Leave must be used within each calendar year and no carry over to future years is permitted. No payout is permitted for any unused Executive Leave.
b. Holidays. Employee shall be provided with paid holidays in conformance with those established for other CCCE employees.
c. Payout of Accrued PTO. Any PTO accrued as a regular employee of CCCE as of the Commencement Date shall be paid out at Employee’s current hourly rate.
7. BENEFITS.
a. Medical. Employee is eligible for health, vision, dental, and other medical benefits in the same manner as other CCCE employees.
b. Retirement. Employee participates in CCCE’s PARS 401(a) retirement plan (“401(a) Plan”) through which CCCE and Employee each contribute 10% of total taxable income to the 401(a) Plan. The combined contribution of CCCE and Employee is referred to herein as the “Total Combined Contribution”. Employee also elects to contribute to a 457(b) Deferred Compensation Plan (“457(b) Plan”). In the event that the Total Combined Contribution to the Employee’s 401(a) Plan reaches or exceeds the annual compensation limit set by law, any remainder CCCE contribution, or portion thereof, which would otherwise be due from CCCE notwithstanding the annual compensation limit, shall be directed, without interruption, to the Employee’s 457(b) Plan. c. Other. Employee is eligible for all other benefits made available to other CCCE employees.
8. TRAVEL EXPENSES. Costs associated with travel shall be reimbursed subject to CCCE’s Travel and Meeting Reimbursements for Employees Policy.
9. ANNUAL REVIEW. Employee’s performance shall be reviewed annually. Employee shall recommend, subject to Policy Board approval, professional development and annual agency goals. Costs associated with professional development shall be proposed as part of the annual budget.
10. MISCELLANEOUS. This Agreement is the full and complete integration of the Agreement between CCCE and Employee with respect to the subject matter addressed herein, superseding all prior written or oral agreements, understandings, commitments, and practices. Any modifications to this Agreement must be made in writing and approved by the CCCE Policy Board. The unenforceability, invalidity, or illegality of any provision(s) of this Agreement shall not render the other provisions unenforceable, invalid, or illegal. Waiver by either CCCE or Employee of any portion of this Agreement shall not constitute a waiver of any other portion thereof. Any arbitration, mediation, or litigation arising out of this Agreement shall occur only in Monterey County. This Agreement shall be governed by, and interpreted in accordance with, California law.
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IN WITNESS WHEREOF, CCCE and Employee execute this Agreement:
By: ____________________________________ Date: ________________ Robert M. Shaw
By: ____________________________________ Date: ________________ Policy Board Chair
Approved As To Form:
By: ____________________________________ Date: ________________ General Counsel
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CEO
Survey
Summary
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What leadership qualities should the incoming CEO possess? What professional characteristics will enable the incoming CEO to be successful at Central Coast Community Energy (CCCE)?
Which field of expertise would be most desirable for the incoming CEO to possess?
How important is it for the CEO to have working knowledge / experience serving a community with similar demographics and resources?
Communication
Innovative
Honesty
Transparency
Integrity 42%
27%
31%
27%
24%
58%
56%
56%
45%
35%
Competence
Collaborative
Vision
Ethical
Accountable
65%
49%
42%
22%
Energy Programs Design
& Impelementation
45%
Long-range Resource
Planning
Renewable Resource
Development
Community Relations
Finance/Budgetary
35%
25%
33%
Very Important
Somewhat Important
Extremely Important
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How important is it to have a CEO who is familiar with energy policy, energy regulation and emerging energy technologies?
What are the top issues and opportunities you think the new CEO will face?
How important is it to you to have a CEO who is familiar with the CCCE service area and resides in it?
30%
63%
6%
Very Important
Somewhat Important
Extremely Important
65%
56%
42%
40%
Keeping rates
affordable
49%
Grid reliability
Reaching 100% clean
& renewable energy
Innovative program
design & development
Community
Engagement
Very Important 27%
Somewhat Important
Extremely Important 25%
33%
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› To keep energy cost low and dependable. To be efficient in using renewable and non-renewable resources. To use to the best advantage the local resources, solar, wind, oil, nuclear to supply energy needs that are sound and affordable. › Take personal responsibility for mistakes or shortcomings. › Leadership, vision, and an ability to take qualified risks that put CCCE is the front of the CCA cohort- as a leader. Innovation will lead to more funding. › A reasonable, affordable plan which is then effectively implemented to achieve 100% clean energy within the next 10 years.
› Someone who sees the whole customer, not just the electricity consumer. DERs can be a part of the solution.
› A progressive plan to encourage more distributed retail solar and wind. Recognizing the need to move away from centralized power sources that makes us vulnerable. › Honesty, integrity, transparency
› A willingness to consider a diversity of perspectives, care and tending to the organization and community, fresh thinking about values and how they drive CCCE’s mission › I would prefer to hire someone local. The leadership quality and commitment to and knowledge of the community outweigh the knowledge of energy policy, energy regulation and emerging energy technologies. Knowledge can be acquired - leadership and interpersonal qualities cannot.
› Strong enough to resist special interest groups that see supply of electric power as a leverage tool within a broad ideological strategy to change economic, political, and social systems.
› Leadership
› A humble and expert leader. Someone who can connect disparate communities, departments, and staff members. Someone who values and fosters collaboration and encourages others to be part of the conversation.
› expand service area and achieve all goals
› A collaborative approach that seeks out ways of harnessing the positive support CCCE has in the community.
› To continue to “form” this new organization and stabilize operational systems, continuing the successful legal and financial positioning and work it has taken to stand up and sustain a CCA in California. Following that to best serve member agencies and residents, the new CEO should gain a deep understanding of the climate change impacts and opportunities in the region and look beyond procurement as the main tool to minimize emissions.
Additionally, consider energy efficiency and strategic distributed renewables as a smart investment for long-term cost efficiency due to the expense of the massive grid expansion required for 100% electrification. Look for opportunities like funding partners or staff to What do you expect from a CCCE CEO?
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map the potential for community microgrids that can reduce emissions while providing schools, medical facilities and community centers reliable power during climate change induced events (heat, wind, wildfire), especially in low-income communities who don’t have the resources to identify and develop those priority locations. Another one here is providing a central public agency energy manager to help member agencies maximize their energy efficiency, vehicle electrification, etc. Understanding the targets and goals of member agency CAPs and in partnership developing and funding strategies to achieve those. For example, while the vehicle electrification process will happen at some point in California due to state regs, local CAPs are identifying a much more rapid transition to achieve scientifically demanded targets and CCCE could increase investment in low income rebates and consumer support.
› Keep the lights on!
› A person with integrity, commitment to getting to a 100% carbon free future, and open to actively working on ways to engage more challenging next steps in the transition to net zero (such as incentivizing various agricultural and mass transit options). › This person needs to create a positive working environment where everyone at CCCE feels empowered to do their best.”
› I expect someone who will lead us in a path of 100% renewable energy while also considering those living in lower income and marginalized communities as well. › I would expect someone who is deeply committed to the concept of community-based utility systems, as opposed to corporate, large-scale utilities. At the same time, there also needs to be a commitment to local generation and microgrids to decrease reliance on distribution from outside corporations.
› an outside perspective and new ideas, especially about community engagement › In addition to the above qualities, I expect the CEO to actively and SUCCESSIVELY oppose PGE’s ongoing attempts to increase their transmission/distribution rates to offset the savings that CCCE generates. This is politics at the state and local level. › Competency
› Possibly from the oil and gas sector
› Competency to perform the duties; long range planning to maintain/stabilize rates and service reliability.
› I would expect the CEO to motivate customers to switch from fossil fuels to electricity by obtaining electricity contracts that strongly contribute to the goal of the lowest-cost-per-kilowatt-hour “clean energy portfolio” of renewable energy generation, energy storage, and energy-efficiency upgrades. The already-present opportunity for “clean energy portfolios” to provide significantly lower price-per-kilowatt-hour is demonstrated by the following research citations that (1) show that electricity from utility-scale solar & onshore wind is half the price of offshore wind -- and one-fifth the price of residential-rooftop solar https://www.lazard.com/perspective/levelized-cost-of-energy-levelized-cost-of-storage-and-levelized-cost-of-hydrogen/ AND THAT (2) show that clean energy portfolios will soon provide cheaper electricity than existing fully-depreciated natural-gas power plants: https:// rmi.org/clean-energy-is-canceling-gas-plants/
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› Leadership in attracting and maintaining a great team of highly competent staff › I’m going to be a little biased given I live in the area. I’m currently in the middle of my MBA and I admit I did look into the CCCE as a potential future job opportunity › I feel having a CEO who can highlight what the effective vision and purpose of the CCCE is for the community’s and can convey the CCCE’s strategic direction is going to be critical to develop meaningful purpose for the organization and the people it serves › The CEO needs to consider putting the communities first. This includes potentially delaying a project if it means the lights will stay on longer and may even include expending more funds to ensure those same lights stay on when the project switches over to renewables.
Understanding there’s multiple means of power sources including our fan favorite fossil fuels that exist already, down to renewables like offshore wind that could exist in San Luis County, onshore winds that could exist in San Benito County, and integrating community installed solar systems into the grid in ways where it feels like I’ve played a part in powering the county. I feel would be great to also integrate a method of having energy saving resources via batteries and finding ways to make this cost effective for communities who install their own power sources
› We may not have hydro power via drinking water, but we do have ocean tides and future desalination plants that could be harnessed to provide some limited hydro power. I’m thinking outside of the box here but ultimately, I’d like to see communities resilient to fires, able to have a reliable grid, with potential for underground lines, and forming partnerships with agencies we would never think are related to power and energy like the department of forestry or businesses that power our local franchisees › One critical thing many people forget is businesses like ag also are our communities and we ought to have partnerships and relationships with all of them › A firm commitment to serving the needs, goals, vision, and aspirations of the communities that the organization was formed to serve. The vision and aspirations for the organization include robust local economic development (meaningful investments in the community), environmentally sound policies for energy procurement and risk management, and transparent decision-making that prioritizes the local concerns. › I want the next CEO who has experience within the organization since it began and a vision to lead it to the future.
› I hope the new CEO is able to keep rates low in the San Benito County area. With PG&E rates rising homeowners need all the help they can get. › Innovation, creativity, commitment to the community - visionary leadership focused on decarbonization.
› Keep CCCE relevant - the energy world is constantly evolving and CCCE will need to keep evolving too. Some past choices may no longer serve the organization or the community.
This will take risks and will require bold leadership. Maintaining the status quo is no longer acceptable
› I expect the CEO to be responsive to community priorities and values. I expect the CEO to take equity seriously and invest in understanding and authentically engaging communities 18 of 21
of concern. I expect the CEO to have the leadership, financial and technical skill set to effectively achieve the CCCE objective of 100% RE by 2030. I expect the CEO to be collaborative in nature and innovative in approach. I expect the CEO to communicate effectively and not alienate any members of our community. › That the new CEO has leadership experience in a CCA or utility, has a strong vision to move to 100% renewables and develop robust programs to help our region move away from fossil fuels, has strong budget and financial skills, and will work with and engage the community to make CCCE successful.
› A highly skilled and experienced leader in the utilities field who is transparent, collaborative and willing to learn and grow. Listens to their board, committees and community. Someone who can work with the many resources in the community. Who can maintain and grow the agency while reaching out and working close with all sectors/entities that are stakeholders in moving to 100% renewable energy sources and use.
› A working knowledge of CAC and municipal government. Someone who focuses on the big picture and uses the talented team we have to do their jobs without micromanaging but still offering direction and oversight so that he/she is accountable. › A firm commitment to environmental justice, learning from the community, and a creative and open mindset.
The most important thing a new CEO should know about the CCCE service area is:
› We need to use all the energy sources at our command in a way that is responsible. That means having a solid infrastructure to deliver oil, gas, and nuclear in a way that is clean and dependable while continuing to find ways to utilize and develop renewable resources.
There is an environmental cost no matter how we acquire the energy we use. We need to take that into account in how we move forward. Building large solar farms and constructing enormous wind turbines can be more disruptive to the environment than having an oil pump and burning oil to generate electricity.
› Social responsibility is paramount
› Its varying demographics and service access challenges across urban, urban-rural connected and rural areas. This knowledge will afford the CEO an opportunity to lead CCCE towards a just future for all ratepayers.
› Isolation is not cause for insularity.
› The need for new, underground, utilities that can be owned by CCCE instead of PG&E. › Most 3CE customers have no idea about 3CE.
› A lot of different demographics
› It is diverse in all regards: culturally, economically, with regard to load profiles, community priorities, and more.
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› THAT >95% Renewable is achievable by 2028 for the entire state without increasing rates with the right CEO
› The community was sold on CCCE due to the promise of local economic development as a significant benefit. The value of community reinvestment needs to be part of the equation in making energy procurement decisions.
› We are a region that has demonstrated impact through innovation and collaboration across many sectors. We have areas with strong sustainability values. We also have the largest per-capita population of undocumented immigrants 80K in Monterey Bay Area and over 130,000 residents here make an average $21K/year in counties where median home prices are $850K. CCCE investment in local community microgrids and developing some sort of low-income electrification rate that doesn’t raise energy burden for these communities as we electrify needs to be centered, and also points to opportunities for economic development through CCCE programs
› We are conservative!
› Many people are ready to more fully engage in the net zero transition and are looking for regional leadership.
› We have a growing gap between the wealthy and poverty in Central Coast, but specifically in Santa Cruz County. We want someone who is a champion for a community, not in the wallet of the elite.
› The service area is made up of many small communities, all of which need a voice in how CCCE continues to develop. Many communities are rural and isolated and are not well served by the large utility company.
› we have “tons” of carbon free potential... we can lead the country! › We who live in the area believe that PGE has abused their public trust and that their monopoly on distribution is not being managed for the benefit of their customers, but rather the reverse. Their intent is to put money in the pockets of their top management at the expense of both their customers and their shareholders. This mentality will slow down the adoption of electricity as our main energy source owing to its ever-increasing expense.
Above all we need reliable, low-cost energy.
› Given the current trends for demand, I believe we will eventually have no choice but to return to nuclear energy as our main source of energy. It can be done safely. Plan for this and you will be light years ahead when it happens. Politics and negative public opinion (courtesy of the oil cos) will be huge obstacles, but reality will win. Renewables can help, but they are not dependable and predictable.
› Not everyone agrees with shoving green energy down their throats › We need LONG term vision. We should not be in quite the hurry of transition as laid out by the Governor. Such a rush will create painful mistakes. › Be realistic. Can’t achieve zero carbon emissions overnight without the technology/ capability. Will take years to achieve.
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› The competitiveness of the pricing of Central Coast agricultural products and tourism services will be significantly increased when the Central Coast’s electricity costs are lower and when all-electric vehicles and appliances replace fossil-fuel ones: https://www. consumerreports.org/hybrids-evs/evs-offer-big-savings-over-traditional-gas-powered-cars/ AND https://energyinnovation.org/wp-content/uploads/2022/05/Most-Electric-Vehicles-Are-Cheaper-Off-the-Lot-Than-Gas-Cars-From-Day-One.pdf AND https://rmi.org/all-electric-new-homes-a-win-for-the-climate-and-the-economy/ › We have the ability to develop renewable investments within our territory and communities › How potential policies impact communities and what each community is willing to support.
For example south Monterey County and Santa Barbara county still drill for oil. There are some communities near there not willing to part with these resources. Finding new ways to creatively get community buy in will be critical and also being open to ideas around the use of fossil fuels in a way that still reduces use but also satisfies community goals › Just my 2 cents. I’d love to give the CEO of CCCE a spin, but I get it if you prefer someone with longevity or have a record of results driven practices versus an up and coming MBA student. Best of luck in your search!
› The CCCE service territory is socio-economically diverse, with an incredible wealth of renewable resources that can be developed and harnessed to create a reliable, low-cost, carbon-free, and equitable energy system that benefits the entire community, while honoring the local commitment to environmental stewardship.
› What’s most important to the residents’ quality of life. › Ability to know what community you are serving. Having the mindset of a servant leadership is key to having a successful partnership.
› We are a diverse, rural region with a strong commitment to climate action. › Climate change is here and hitting hard. It is only going to get worse and the agility of CCCE will be key to ensuring that we transition efficiently and in time. New ways of doing things will be necessary. The current CEO has done an outstanding job of creating a fiscally sound organization and now we need a CEO to create an environmentally sound organization. › The community wants a say, through a clear and fair process, in how this CCA is planned and operated. They want their values to be reflected in the agency. › That is it a diverse mix of small and medium-sized cities and rural areas with a strong commitment to sustainability.
› It is diverse, has many local resources with an engaged population that wants to reduce GHG emissions. Has tremendous individuals, community groups, and other entities that can help CCCE reach their goals.
› Every area has a different community culture and different needs. Needs to be able to respect these differences while still needing an organization that represents us all. › It is made up of a diverse demographic with varying interests but a shared priority of resiliency and perseverance.
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