MCE Board of Directors Meeting
Special Meeting & Public Workshop
Wednesday, January 28, 2026
10:00 a.m.
1125 Tamalpais Avenue, San Rafael, CA 94901
68-1050 Mauna Lani Point Dr, Suite H204, Waimea, HI 96743 (City of Walnut Creek) Public comments may be made in person or remotely via the details below.
Remote Public Meeting Participation
Video Conference: https://t.ly/mIv5w
Phone: Dial (669) 900-9128, Meeting ID: 890 0487 7785, Passcode: 525690 Materials related to this agenda are available for physical inspection at MCE’s offices in San Rafael at 1125 Tamalpais Avenue, San Rafael, CA 94901 and in Concord at 2300 Clayton Road, Suite 1500, Concord, CA 94520.
DISABLED ACCOMMODATION: If you are a person with a disability who requires an accommodation or an alternative format, please contact MCE at (888) 632-3674 or [email protected] at least 72 hours before the meeting start time to ensure arrangements are made.
Agenda Page 1 of 2
1. Roll Call/Quorum
2. Welcome and Introductions (Discussion)
3. Strategic Plan for Energy Services (Discussion)
4. Integrated Resource Planning (Discussion)
Lunch Break
5. Customer Rates, Billing, and Cost Context (Discussion)
6. Adjourn
Agenda Page 2 of 2
The Board of Directors may discuss any or all of the items listed on the agenda irrespective of how the items are described.
January 28, 2026
TO: MCE Board of Directors
FROM: Jamie Tuckey, Chief Customer Officer
RE: Strategic Plan for Energy Services (Agenda Item #03) ATTACHMENTS: A. Strategic Plan for Energy Services
B. Staff Report - Customer Programs Update (January 15, 2026) C. Strategic Plan for Energy Services - Presentation
Dear MCE Board Members:
Summary:
MCE’s Strategic Plan for Energy Services is a high-level roadmap that outlines how MCE will advance its mission and vision through electricity service options, customer programs, equity strategies, and risk management. The plan is designed to provide a shared framework for Board direction and cross-department implementation, with clear linkages to measurable goals, key performance indicators (KPIs), and the external policy and market context shaping MCE’s work.
Background:
The Strategic Plan for Energy Services describes MCE’s:
• Agency priorities and goals for the planning horizon, including emissions reduction, equity, affordability, fiscal prudence, operational excellence, and governance. • Service area and how membership and community characteristics inform service delivery and program design.
• Approach to energy equity, including language access, supplier diversity, partner engagement, and priority populations.
• Electric supply options and procurement strategy, including state policy drivers (e.g., renewable/carbon-free targets, resource adequacy changes, and hourly emissions reporting reforms).
• Customer programs that reduce greenhouse gas emissions, support grid reliability, lower bills, and deepen customer engagement, including Virtual Power Plant strategies, building electrification, EV initiatives, and energy efficiency. • Risk mitigation strategies.
Staff updates the Strategic Plan for Energy Services annually, with interim refinements as needed to reflect major policy changes, market dynamics, Board direction, program evaluations, and emerging risks. The January 2026 update reflects current conditions and priorities heading into the FY 2026/27 budget cycle.
Fiscal Impact:
None. Staff will bring forward FY 2026/27 budget proposals that build from the priorities and strategies outlined in the Strategic Plan for Energy Services for Board review and action through the annual budget process.
Recommendation:
Discussion only.
Strategic Plan for
Energy Services
1 Last Update: January 2026
Strategic Plan for Energy Services
Updated January 2026
1125 Tamalpais Avenue, San Rafael, CA 94901
2300 Clayton Road, Suite 1150, Concord, CA 94520
(888) 632-3674
[email protected]
www.mceCleanEnergy.org
Cover photos, left to right:
3 MW Silveira Ranch solar in Novato;
Shanelle Scales-Preston, Contra Costa County Supervisor and MCE Board Chair, helps inaugurate a newly renovated home, part of MCE's Virtual Power Plant pilot in Richmond; MCE customers and Marina Bay HOA Board Members Afsar Ali (left) and Mike Mahoney (right) flank Joy Massey, MCE Manager of Transportation Electrification, celebrating installation of their new EV charging station.
2 Last Update: January 2026
Table of Contents
Section 1: Overview............................................................................................................................3 Introduction......................................................................................................................................3 Vision & Mission...............................................................................................................................3 Values................................................................................................................................................3 2026 Agency Priorities & Goals ....................................................................................................4 Our Impact........................................................................................................................................6 Section 2: Member Communities .....................................................................................................7 Current Members.............................................................................................................................7 Future Member Potential ...............................................................................................................8 Communities Eligible for MCE Service.........................................................................................8 Section 3: Energy Equity ...................................................................................................................9 Language Access .......................................................................................................................... 10 Supplier Diversity ......................................................................................................................... 11 Community Power Coalition....................................................................................................... 11 Priority Populations...................................................................................................................... 14 Section 4: Electric Supply Options ................................................................................................ 16 State and Regional Goals and Policies ...................................................................................... 18 Current Offerings.......................................................................................................................... 20 Future Endeavors.......................................................................................................................... 22 Section 5: Customer Programs....................................................................................................... 24 Virtual Power Plant Strategies .................................................................................................... 25 Building Electrification................................................................................................................. 31 Electric Vehicles ............................................................................................................................ 36 Energy Efficiency .......................................................................................................................... 39 Section 6: Risk Mitigation................................................................................................................ 44 Appendix A Disadvantaged & Low-Income Communities......................................................... 47 Appendix B Tribal Communities .................................................................................................... 49 3 Last Update: January 2026
Section 1: Overview
Introduction
MCE’s Strategic Plan for Energy Services is a roadmap outlining our continued commitment to sustainable, innovative energy solutions and equitable community engagement. At MCE, we recognize that the success and impact of our work is not confined to any single department or team. Instead, it's a collective effort that spans from our Board of Directors and across all MCE departments, with each staff member playing a crucial role in bringing our mission to life and helping achieve our strategic goals.
MCE’s Strategic Plan for Energy Services is an evolving document, and staff aims to update it annually, at minimum. Where applicable, the plan includes goals, key performance indicators (KPIs), metrics, impacts, and results.
Vision & Mission
MCE’s vision is to lead California to an equitable, clean, affordable, and reliable energy economy by serving as a model for community-based renewable energy, energy efficiency, and cutting-edge clean-tech products and programs.
MCE’s mission is to confront the climate crisis by eliminating fossil fuel greenhouse gas emissions, producing renewable energy, and creating equitable community benefits.
Values
● Innovation: We fight climate change with leading edge, community-centered programs and policies.
● Equity: We prioritize environmental and economic justice for communities of concern.
● Accessibility: We serve our communities and customers through open and transparent engagement.
● Inclusivity: We celebrate diverse identities at work and in our communities. ● Sustainability: We strive for a sustainable workplace, community, and planet. ● Fiscal Responsibility: We invest in financial strength to deliver stable rates and programs.
4 Last Update: January 2026
2026 Agency Priorities & Goals
1. Priority: Reduce greenhouse gas emissions through strategic programs and energy service options, maximizing both renewable and carbon-free sources.
Goals:
a. Increase or maintain customer enrollments in Light Green, Deep Green, and Local Sol energy service.
b. Innovate with new technologies to boost electrification, improve grid resiliency, and reduce customer costs (i.e.: VPP, localized energy storage, EVs, renewable hydrogen), when economically feasible.
c. Increase participation in customer programs, prioritizing programs that shift load away from 4-9pm to better align MCE’s load and generation, minimize cost exposure, and maximize renewable energy use, when economically feasible.
d. Align procurement and energy services with new hourly emissions reporting by improving 24/7 load matching and reducing reliance on high-emitting hours.
e. Increase new build power supply by advancing clean resource development (solar + storage, geothermal, long-duration storage) that better matches evening needs, when economically feasible.
f. Reduce curtailments.
2. Priority: Foster equity by focusing on inclusive participation and equitable access to clean energy, programs, and benefits.
Goals:
a. Advance equity-informed policies to ensure the clean energy transition doesn’t leave historically underrepresented communities behind. b. Deepen the impact of MCE’s Community Power Coalition. c. Improve language access and culturally relevant outreach using findings from the 2025 language study, with measurable increases in
engagement/enrollment among limited-English-proficiency customers. d. Increase participation of priority populations in programs that lower bills and improve health/safety,
3. Priority: Strengthen energy affordability by expanding access to cost-saving programs and advocating for fair rates to lower customer costs.
Goals:
a. Strengthen the grid and the western energy market to get energy where it is needed most, avoid waste, and reduce costs.
b. Advocate for fair and equitable PCIA and related rate structures that do not disproportionately burden Community Choice Aggregation (CCA) customers. c. Expand bill savings through high-impact, cost-effective customer programs with measurable bill savings and peak cost reduction.
d. Reduce MCE’s exposure to peak market prices and Resource Adequacy costs by scaling daily load shifting and increasing flexible load dispatch capability. 5 Last Update: January 2026
e. Increase customer adoption of automation (smart charging, thermostats, battery controls) to deliver reliable savings without requiring behavior change.
4. Priority: Amplify our impact by using our funds wisely, providing competitively priced energy to our customers, and pursuing diverse funding, innovative finance strategies, and prudently diversified investments.
Goals:
a. Grow and diversify external funding to expand program reach without putting pressure on rates.
b. Advance “value-stacking” and revenue recovery by integrating distributed energy resources in the Virtual Power Plant into California Independent System Operator (CAISO) markets.
5. Priority: Inspire others to take action to confront the climate crisis and create energy equity, by telling our story and increasing recognition from regulators, decision-makers and customers.
Goals:
a. Increase customer and community understanding of MCE’s value through targeted storytelling.
b. Improve transparency and public trust in program outcomes by publishing clear, accessible reports on savings, emissions impacts, and benefits. c. Utilize the network of community partners to create new opportunities for disseminating information about MCE.
6. Priority: Achieve operational excellence and foster an engaging employee experience by leveraging advanced technology, enhancing cross-team collaboration, and refining processes to ensure peak efficiency and effectiveness.
Goal:
a. Attract and retain staff at all levels with competitive market-based compensation, robust benefits, retention incentives, and growth opportunities.
7. Priority: Strengthen governance practices and support shared understanding with the Board, staff, and public to ensure transparency, accountability, informed oversight, and alignment with MCE’s mission.
Goals:
a. Enhance Board education and decision support on rates and PG&E fees, procurement risks, regulatory changes, and program results using consistent report outs.
b. Increase clarity and consistency of governance processes (roles, delegated authority, contracting transparency) to support accountability and timely decision-making.
c. Proactively address misinformation and strengthen public confidence through clear, timely explanations.
6 Last Update: January 2026
Our Impact
California’s community choice model was spearheaded by MCE and is a growing statewide commitment to locally led efforts for a sustainable future. From individual lifestyle adjustments to large-scale industrial changes, MCE communities are building a cleaner, greener, and more resilient environment that works for everyone.
In 2010, local advocates launched MCE as California’s first Community Choice Aggregation (CCA) electricity provider to give their communities a true, renewable alternative that was not-for-profit and governed at the local level.
Today, MCE serves over 1.5 million people with clean energy service and cutting-edge energy programs across 38 communities. Discover what we’ve accomplished in our 2025 Impact Report.
● 600,000 customer accounts
● 48 MW new renewable projects built locally
● 7,100 California jobs supported
“As soon as I found out MCE was going to build a solar
farm in Richmond, I called everyone I knew asking how
I could get [hired] on the project. I’m trying to make my community a better place, and what better way than to
actually build a solar farm in my backyard. Working on
MCE Solar One and working for RichmondBUIlD has
definitely changed my life. Now I'm working for
RichmondBUILD, giving back to my community, and
I’m also going back to college. I didn’t think I would be here, that’s for sure. I hope that I can be that light for others.” - Jonathan Brito, RichmondBUILD
7 Last Update: January 2026
Section 2: Member Communities
As a Joint Powers Authority, MCE’s Board of Directors is composed of local elected public officials representing each of the communities we serve.
Current Members
There are 38 member communities across four Bay Area counties - Contra Costa, Marin, Napa, and Solano.
● Contra Costa County, Concord, Danville, El Cerrito, Hercules, Lafayette, Martinez, Moraga, Oakley, Pinole, Pittsburg, Pleasant Hill, Richmond, San Pablo, San Ramon, Walnut Creek
● Marin County, Belvedere, Corte Madera, Fairfax, Larkspur, Mill Valley, Novato, Ross, San Anselmo, San Rafael, Sausalito, Tiburon
● Napa County, American Canyon, Calistoga, Napa, St. Helena, Yountville ● Solano County, Benicia, Fairfield, Vallejo
8 Last Update: January 2026
Future Member Potential
Eight communities in Contra Costa and Solano counties, listed below, are eligible for MCE membership but have not applied. MCE’s Board of Directors will evaluate any future membership requests.
Communities Eligible for MCE Service
County Community Population Household Count
Contra Costa Brentwood 66,000 21,000
Contra Costa Clayton 11,000 4,000
Contra Costa Orinda 19,000 7,700
Contra Costa Antioch 117,000 37,000
Solano Dixon 19,000 6,700
Solano Rio Vista 10,000 5,200
Solano Suisun City 29,000 9,800
Solano Vacaville 102,000 35,000
*Source: U.S. Census Bureau (2024)
MCE Solar One Ribbon Cutting
9 Last Update: January 2026
Section 3: Energy Equity
At MCE equity means ensuring all communities, especially those historically underserved or affected by environmental and economic injustices, have fair access to clean, affordable, and reliable energy. MCE actively addresses disparities by working to make renewable energy and clean technologies accessible to everyone, regardless of socio-economic status, race, ethnicity, or location.
MCE fosters equity by tailoring programs, policies, outreach, and decision-making processes to meet the diverse needs of our communities. This ensures equitable participation and benefits, particularly addressing historical injustices that have created “sacrifice zones” in frontline and fenceline communities. It means actively working to:
● Advocate for and implement policies and programs that reduce environmental and health impacts of energy production and consumption, especially in disproportionately pollution-affected communities.
● Identify and address disparities in energy access and costs, especially in underserved and industrially-impacted communities.
● Ensure equitable distribution of benefits from clean energy, such as reductions in air pollution and greenhouse gas emissions, cleaner renewable electricity, increased access to energy efficiency programs, cost savings, and benefits from new technologies.
● Proactively incorporate diverse community voices and needs in decision-making processes, ensuring that energy solutions are tailored to the unique contexts of all served communities.
● Foster economic opportunities by prioritizing job creation, training, and workforce development in underrepresented groups and partnering with organized union labor on utility scale projects.
These commitments are aligned with decades of activism and environmental justice work throughout the country. Of particular importance is MCE’s alignment with the 17 Principles of Environmental Justice (1991). Among them are the declarations that with our programs, policies, and power purchase we:
● Protect our ecological environment,
● Write public policy based on mutual respect and justice for all people, ● Invest in ethical, balanced and responsible uses of land and renewable resources; ● Protect from nuclear;
● Allow for equal partners in every level of decision making; ● Allow for workers in a safe and healthy work environment; ● Educate generations on social and environmental issues with appreciation of diverse cultural perspectives and
● Be careful with how we consume resources, reduce waste, and reprioritize our lifestyles to ensure the health of the natural world for present and future generations.
Other recent examples of how MCE is centering equity in programs and energy services are detailed in MCE’s 2025 Impact Report.
10 Last Update: January 2026
Language Access
In 2024, nearly one in three calls
to MCE’s service center were in
Spanish. Spanish is the most
prevalent language among non-English speakers in MCE’s area, followed by Chinese and
Vietnamese. In 2025, MCE
conducted a language study
across its service area to better
understand customer needs,
communication preferences,
and effective outreach channels
for individuals with limited
English proficiency, particularly
Spanish-speaking customers.
The language access study was conducted with one focus group in each of MCE’s member counties for a total of 24 participants. It was determined that:
• Roughly 8% of households in MCE’s service area are linguistically isolated, meaning no one aged 14 or older speaks English proficiently.
• Working with local partners, including nonprofits and community organizations, is an effective strategy to build trust especially with non-English speaking communities.
The results of this study are helping MCE better serve people who face language barriers by working alongside local partners to reach non-English speaking customers and people with diverse abilities.
In addition to this study, MCE has created a variety of resources for Spanish-speaking customers and community partners to better facilitate engagement with non-English-speaking customers. This includes:
• Spanish Language Toolkit to help community partners discuss MCE • Quarterly Communications Toolkit distributed to partners and member communities in both English and Spanish, including social media, newsletter, and general informational content
• Increased sensitivity to cultural differences in MCE translations. In-house Spanish-speaking staff oversee translations from a vendor to ensure they meet MCE’s best practices and are incorporating appropriate language, slang, and terms that are relevant to the Spanish-speaking people in MCE’s service area.
Left to Right: MCE staff Kiara Donato, Malena Data Ernani, El Timpano, Hugo Mata, Soluna Outreach Solutions, who conducted MCE’s Language Study.
11 Last Update: January 2026
Survey Feedback:
• “The kindness of the person who assisted me when I called customer service helped me build trust.”
• “Everything on the bill should be clear so that we can understand the costs.” • “They should teach us how to read the electricity bill but also the meter so we can know we’re being charged fairly.”
Supplier Diversity
MCE submits an annual Supplier Diversity Report to the CPUC every March that outlines our voluntary work. Our supplier diversity efforts help businesses whose owners are women, minority, LGBTQ, and/or disabled veterans to access opportunities in California’s energy sector. By leading our supplier diversity workshops and training sessions over several years, MCE has helped many businesses receive certification in the state’s Supplier Diversity Clearinghouse to access utility contracts and more easily grow their local businesses.
In 2024, MCE spent more than $40 million on small local and diverse businesses. “Our mission at Niemela Pappas & Associates, a top, female-owned lobbying firm in Sacramento, is to provide our clients with innovative and out of the box strategic government relations services and counsel at the California state legislative and administrative levels. Our lobbying firm supports MCE’s mission in that we value being able to lobby to advance policies that promote clean energy. At the encouragement of MCE, and to demonstrate our firm’s commitment to equality and diversity, we were motivated to become a certified business through the CPUC. This certification has opened doors for us and has helped us to continue our relationships with organizations that value supplier diversity.”— Emily Pappas, Partner, Niemela Pappas & Associates Community Power Coalition
MCE’s Community Power Coalition (ComPow) is a network of 115 community-based organizations (CBOs) that advise MCE on areas including environmental, social, and racial justice issues as they intersect with the work of delivering renewable energy to our communities. These organizations also help MCE to raise awareness and reach new audiences.
In 2025, MCE hosted 6 Community Power Coalitions meetings. Cumulatively, 230 people were engaged to discuss topics including MCE youth programming, Community Partnership Program, Affordability, Charged by Public Power, Climate Justice Engagement and Education for enhancing language accessibility, and MCE’s CPUC Energy Efficiency Application for 2028-2031.
● Goal: Create bi-directional pathways for community partners to engage in climate crisis conversations and partnerships.
12 Last Update: January 2026
○ KPI: Increase environmental justice CBO engagement by 15% in cumulative attendance.
○ Results: In 2025, MCE launched the Environmental Justice Tiger Team which engaged directly with local partners to listen, learn, and integrate their perspective into both internal processes and public programming on a going-forward basis. Conversations were held with 15 organizations to identify shared opportunities, understand the priorities of each group, discuss barriers to progress, and explore ways we can support one another’s work. ○ Results: This effort combined with increased engagement at the Community Power Coalition met our increased attendance KPI.
● Goal: Facilitate engagement and education opportunities for existing and new partners to build energy-adjacent partnerships (between MCE, CBOs, policymakers, and local municipalities) to advance climate equity goals. ○ KPI: Identify and engage 2-3 new organizations (or re-engage non active partners) per county.
○ Results: 15 new organizations or organizations, who had not previously attended 2 or more ComPow meetings in the last two years, re-engaged or joined this year including:
● CoBiz Richmond
● Communities for a Better Environment
● Community Foundation of Lafayette
● Contra Costa Crisis Center
● Hijas del Campo
● Interfaith Climate Network of Contra Costa County
● Napa Bike Coalition
● Puertas Abiertas
● Quit Carbon
● Rich City Rides
● Richmond Community Foundation
● Solano County
● Solano Hispanic Chamber
● Town of Moraga
● UpValley Family
● Vallejo First Cooperation
● Goal: Ensure MCE’s Community Power Coalition membership reflects the diversity of our service area by amplifying the voices of underrepresented groups and better understanding the needs of all communities.
○ KPI: Analyze the demographics and focus areas of Com Pow member organizations to identify gaps in representation, such as farmworkers, youth, BIPOC communities, workforce development, and environmental justice groups. Use findings to guide outreach and recruitment of new members. 13 Last Update: January 2026
○ Results: Prior to each ComPow the CDM team identified 5-7 organizations who expressed interest in key topics and conducted personalized outreach. As a result, MCE saw an increase in diverse organizations joining ComPow. ● Goal: Strengthen MCE brand and create engagement touchpoints in our service area. ○ KPI: Measure brand familiarity increase of meeting attendees in post-survey participation following the annual listening sessions and annual symposium. ○ Results:
■ 92% of MCE ComPow Survey respondents responded yes to “When your customers or clients have questions about electricity or utilities do you think about connecting them to MCE?” (N=13)
■ 92% of survey respondents expressed that as a result of your networking at ComPow Symposium, they plan to partner/follow up with a new organization. (N=13)
■ 92% of survey respondents expressed interest in joining future ComPow meetings. (N=13)
Local Voices and Testimonials from Community Power Coalition “Participating in the 2025 ComPow Symposium was an
energizing experience. Serving on the workforce development panel gave me the chance to exchange ideas with leaders across the clean energy sector and to see firsthand how organizations like MCE are shaping a more equitable and resilient future. The event offered valuable insights, new connections, and a deeper appreciation for the innovative approaches emerging in our industry.”- Steven King, SEI “Cuando entendemos la importancia de la energía limpia y la compartimos en nuestras comunidades, cuidamos el planeta y mejoramos la vida de todos.”- Edith Yesenia Arevalo de
Sanabria, La Clínica de la Raza
“Participar en este evento ha sido una experiencia increíble.
Me inspiró a seguir contribuyendo a nuestra comunidad y a apoyar iniciativas como las de MCE, que generan un impacto positivo real.”- Maritza Castillo, La Clínica de la Raza 14 Last Update: January 2026
“Attending MCE’s 2025 Community Power Coalition
Symposium last Friday was an incredible opportunity
to build new partnerships and explore emerging
technologies that are shaping our clean energy
future. I left even more committed to advancing
climate solutions in our community.”- Jesus Rosas,
Solano Economic Development Corporation
Priority Populations
MCE identifies and serves communities and groups with specific challenges or energy needs through inclusive program and service offerings. State-designated Disadvantaged Communities (CalEnviroScreen) and Low-Income Communities (AB 1550) are identified based on specific criteria that reflect economic, health, and environmental challenges. These areas often face higher pollution levels, limited access to clean energy, and socioeconomic barriers that exacerbate health and environmental risks.
Prioritizing these communities and customer groups ensures targeted support to those most in need, aiming to reduce disparities, improve health outcomes, and enhance access to clean, affordable energy.
Priority Communities
Richmond, Pittsburg, Concord, and Vallejo are the greatest areas of concern within MCE’s service area, based on state designations as disadvantaged and/or low-income communities.
The following communities have the greatest area of concern by member county:
● Richmond, Pittsburg, and Concord in
Contra Costa County;
● Vallejo and Fairfield in Solano County;
● San Rafael and Novato in Marin County;
and
● Napa in Napa County
A complete list of member communities with
designations from CalEnviroScreen, AB 1550, and
the Climate and Economic Justice Screen Tool, is
in Appendix A.
Vulnerable Populations
● People with lower incomes including those that qualify for discount and assistance programs
● People dependent on electric-powered medical devices
● Non-English speakers
Homeward Bound of Marin, in partnership with
MCE and AES, delivered nearly $400,000 in
energy upgrades to two Marin homeless shelters.
15 Last Update: January 2026
● Multifamily properties, which frequently provide housing for lower-income individuals, families, and multigenerational families.
● Tribal communities: MCE’s service area includes unceded lands of Indigenous groups including Me-Wuk (Coast Miwok and Bay Miwok), Muwekma Ohlone, Wappo, Karkin, Lisjan, Wintun and South Patwin peoples.
● Older adults
● Youth
● Customers in High Fire Threat Districts
Critical Facilities
Critical facilities help maintain community safety, health, and welfare, especially during emergencies or power outages. These facilities include, but are not limited to:
● Emergency Services: Fire stations, police stations, emergency operations centers, and other facilities for public safety and emergency response. ● Healthcare Facilities: Hospitals, clinics, and other medical centers. ● Public Transportation Hubs: Key transportation infrastructure like bus depots and train stations.
● Shelters and Community Centers: Locations that serve as emergency shelters or aid distribution centers, including schools, community centers, and senior care facilities. ● Utilities and Infrastructure: Water treatment plants, sewage facilities, telecommunications centers, and other utilities for public health and safety. “West Marin Medical Center is very
grateful to MCE for their partnership in
installing battery storage at our facility.
MCE made it possible for us to install
battery storage which was otherwise
challenging to find for our community
clinic. This new project will not only save
us money, but will provide us with clean
back-up energy for critical needs like
vaccine refrigeration during outages.” —
Dr. Colin Hamblin, owner and physician
at West Marin Medical Center.
16 Last Update: January 2026
Section 4: Electric Supply Options
Sheep graze at the 1 MW Fallon Two Rock Solar project in Tomales, West Marin.
Through the CCA model, MCE is the primary and default electricity provider within our service area, aggregating the electricity needs of more than 600,000 customer accounts —
87.2% of the eligible residents, businesses, and municipal facilities in 2025 — with a peak load of approximately 1,400 MW. This collective approach is not just about negotiating and buying power, it’s about reshaping the energy landscape in line with our community’s values and need to champion sustainability, competitive rates, and local empowerment.
MCE’s energy procurement hinges on three pillars:
1. Consumer Choice and Stable Competitive Rates: By pooling the energy needs of our customers, MCE engages in strategic negotiations with power generators. This collective bargaining strength enables us to secure electricity at competitive and stable rates, often surpassing the offerings of traditional utilities in both cost and quality.
2. Commitment to Carbon-Free and Renewable Energy: MCE is steadfast in our commitment to procuring electricity from cleaner sources like solar and storage, wind, geothermal, biogas, and hydropower.
3. Enhanced Local Control and Benefits: MCE’s model embodies local empowerment in energy decision-making. By choosing where and how our electricity is produced, MCE fosters local economic growth and job creation, while also contributing to the reduction of greenhouse gas emissions. Our approach ensures that the community’s voice is central in shaping an energy future that is equitable, sustainable, and resilient.
MCE’s energy procurement objectives are detailed in MCE’s Integrated Resource Plan and are considered with a ten-year planning period that takes into account numerous dimensions:
17 Last Update: January 2026
● Load forecasts based on the number and types of customers, potential service territory expansions, opt-out rates, electrification trends, demand-side resources, and weather;
● Renewables and emissions targets;
● Agency-wide budgetary considerations and customer rate implications; ● Long-term contracting requirements and goals for new steel in the ground; ● Grid reliability needs and capacity requirements, including regulatory procurement mandates and compliance regulations;
● Goals for local resources, local resiliency, and local workforce development; and ● Goals for more equitable communities.
Renewable Energy Prepayment Transactions
MCE has been a leader in 100% renewable energy prepayment transactions since completing its first such transaction in 2021. By prepaying for renewable energy Power Purchase Agreements (PPAs) through non-recourse tax-exempt bonds, MCE can reduce the cost of energy from these fixed-price contracts by 10-13%. MCE’s $600 million inaugural issue in 2021 and a subsequent $1 billion issue in late 2023 will save customers an estimated $10 million/year in renewable energy costs during the first 6 years. In 2025, MCE completed a third prepay, which is estimated to save ratepayers over $64 million in total.
MCE was the impetus behind the creation of the California Community Choice Financing Authority (CCCFA), the Joint Power Authority established to be the conduit issuer of the tax-exempt bonds. Over $19 billion in prepayment transactions have been issued by CCCFA since 2021 saving CCA customers over $126 million annually. CCCFA is the third largest issuer of tax-exempt bonds in the US in 2023, behind only the State of California and City of New York.
This leadership in renewable energy prepayment transactions exemplifies MCE's commitment to drive California towards an equitable, clean, affordable, and reliable energy economy, leveraging innovative financial strategies.
MCE’s 43 MW Voyager Wind project.
18 Last Update: January 2026
State and Regional Goals and Policies
California’s Renewable and Carbon-Free Energy Goals
California is aiming for 100% renewable and/or carbon-free energy by 2045, guided by SB 100 (2018) and SB 1020 (2022). While some renewables such as geothermal and bioenergy may emit minimal carbon, the state aims to balance environmental goals with affordability.
In addition to these statewide mandates, MCE has historically adopted agency-specific power supply targets that exceed minimum state requirements, reflecting Board direction at the time they were established. These agency targets are policy choices, not state mandates, and may be revisited by the Board over time based on affordability, reliability, and market conditions.
The table below summarizes both state-mandated targets and MCE-established policy targets for transparency. Staff anticipates returning to the Board in 2026 to discuss whether adjustments to MCE’s agency-specific targets are warranted to help manage customer rates while continuing to meet all state requirements.
Target Year Power Supply Target1 Established By MCE Status 2029 75% renewable MCE TBD
2030 80% renewable MCE TBD
60% renewable California Renewable
Portfolio Standard/SB 100
(2018)
Achieved since
2017
2035 90% renewable and
carbon-free
California SB 1020 (2022) Achieved since
2017
2035 100% renewable and
carbon-free for all state
agencies by 2035
California SB 1020 (2022) Not applicable
2040 95% renewable and
carbon-free
California SB 1020 (2022) Achieved since
2022
2045 100% renewable and
carbon-free
California SB 100 (2018) On track
1 Targets are for all retail electricity sales unless otherwise indicated. Any targets that include renewable and carbon-free refer to power supply from a combination of renewable and carbon-free sources.
19 Last Update: January 2026
Resource Adequacy
The CPUC established the
Resource Adequacy (RA)
policy framework in 2004,
aimed at ensuring the safe
and reliable operation of the
grid in real-time. This policy
mandates electricity
providers, like MCE, to
procure resources amounting
to 118% of their forecasted
peak demand. This extra 18%
acts as a reserve, ensuring
that even during unexpected
demand surges or resource
shortfalls, there’s always
sufficient power available to
meet customer needs, and
may increase in 2026.
In 2025, the CPUC’s RA framework underwent significant changes, requiring MCE to secure RA capacity on an hourly basis, moving away from the current peak-hour for any given month.
Hourly Emissions Reporting
The California Energy Commission’s (CEC) Power Source Disclosure Program will require MCE to report emissions on an hourly basis, in addition to annually, starting in 2028. The CEC has also adopted more near-term changes affecting annual reporting as early as 2026 that will account for line losses. These Power Source Disclosure Program reforms collectively attempt to accurately reflect the extent to which a Load Serving Entity has procured sufficient energy on both an annual and hourly basis to meet its energy needs. This granular approach to emissions reporting aligns with the state’s move towards more precise and transparent environmental accountability.
Strategic Implications for MCE
With the more granular emissions and RA accounting frameworks, MCE is increasingly focusing its procurement strategy on identifying and securing clean resources with generation profiles aligning closely with MCE’s hourly energy and capacity needs, including procuring sufficient excess energy to account for line losses and battery charging needs as energy storage starts to play a more prominent role in MCE’s portfolio. In instances where MCE’s procurement does not align with these hourly needs, a higher attribution of emissions to our energy portfolio is expected.
The increased demand for carbon-free renewables within California and the broader western region may lead to a rise in costs for these resources, including new builds.
To maintain consistency and clarity in reporting and messaging regarding emissions, MCE will align its internal goals with the regulatory changes. This may involve developing parallel MCE’s 110 MW Daggett Solar Plus Storage project.
20 Last Update: January 2026
reporting metrics to reconcile MCE's internal targets and objectives with the new external regulatory requirements.
Current Offerings
As of December 2025, MCE’s participation rate—meaning all electric customers within our service area—is at an all-time high of 87.2%, representing more than 601,000 accounts.
MCE offers four electricity service options: Light Green, Deep Green, Local Sol, and Green Access. To ensure transparency, each year MCE provides the Power Content Label, required by the CEC, with a breakdown of energy sources and a comparison to California’s “grid average” power mix. The Power Content Label is released each fall or winter for the previous calendar year.
21 Last Update: January 2026
Light Green
Established in 2010, Light Green is MCE’s primary service option. Customers initiating new electricity service within MCE’s service area or starting MCE service as part of a new member community enrollment are automatically enrolled in Light Green unless they choose a different plan.
Light Green has maintained at least 60% renewable energy content since 2017, surpassing the state goal 13 years ahead of schedule, and 95% carbon-free since 20222, almost two decades ahead of state goals.
As of December 2025, approximately 586,094 accounts are enrolled in Light Green, up from 564,760 in 2024.
Deep Green Equity Focus
Established in 2010, Deep Green is MCE’s most popular 100% renewable energy service option. Deep Green costs $0.0125 per kWh more than MCE's Light Green service. Half of the premium is allocated to a Local Development Fund to support new programs and renewable projects within our service area. In Fiscal Year 2024/25, $1 million was added to the Local Development Fund. To promote equitable access to renewable energy, CARE and FERA customers, who have lower income, are not charged the premium.
As of January 2026, 38,729 customers (6.7% of our customer base) are enrolled in Deep Green and just over 5,400 of those are CARE or FERA customers.
Local Sol Equity Focus
Established in 2017, Local Sol is 100%
solar energy sourced from a 1 MW solar
farm in Novato. Local Sol guarantees
stable rates directly tied to a 20-year Feed-In Tariff contract, initially costing about 30% more than Deep Green. From 2023-
2025, Local Sol was the most affordable
service option, including PG&E service,
aside from Green Access, which is limited
to a small set of specific customer groups.
The Feed-In Tariff contract for Local Sol
expires in 2037, prompting MCE to assess
Local Sol’s future as the date approaches.
2 MCE uses the CEC Power Content Label reported emissions factor (lbs of CO2e emitted per megawatt-hour) to calculate its carbon-free percentage equivalent. GHG intensity figures exclude biogenic CO2 and emissions from geothermal sources and grandfathered imports of firmed-and-shaped energy. For detailed information about all GHG emissions from California's retail electricity suppliers, visit the CEC webpage. Resource Adequacy (RA) is not reflected in the CEC Power Content Label, which reports only delivered retail energy and does not account for individual load serving entity RA contracts. RA is procured to meet CAISO reliability requirements and is not attributed to MCE’s retail energy portfolio for emissions reporting purposes. 1 MW Cooley Quarry Project providing power to Local
Sol. Located in Novato, CA.
22 Last Update: January 2026
As of December 2025, Local Sol was at full capacity, serving over 335 residential customers.
Green Access Equity Focus
Established in 2021, Green Access is 100% renewable energy at a 20% discount available to households who meet the income eligibility requirements for the CARE and FERA programs and are in one of the top 25% most disadvantaged communities statewide or the census tracts in the highest 5% of CalEnviroScreen's Pollution Burden. This includes Pittsburg, Richmond, and Vallejo in MCE’s service area. Green Access is sourced from a 23 MW Cottonwood Solar project in Kern and Kings County. Green Access is funded through the CPUC Disadvantaged Communities-Green Tariff program.
As of December 2024, there were more than 5,800 customers enrolled in Green Access who had received $3.9 million in discounts.
Future Endeavors
Fossil-Free 24/7 Load Matching Pilot
MCE continues to explore and develop a pilot program to offer a 100% fossil-free product with hourly load matching for municipal customers, as approved by MCE’s Board in 2025. If successful, it may become part of MCE’s electricity service offerings in the future.
Green Hydrogen
MCE is interested in green hydrogen as a long-duration storage resource to diversify beyond lithium-ion batteries and utilize excess solar energy that may otherwise be curtailed. Given the state-wide push for hydrogen development, staff is engaging in regional coordination efforts to secure funding, assess partnerships, and ensure community engagement and concerns are proactively addressed. MCE’s Responsible Green Hydrogen Principles outline the green hydrogen projects MCE seeks partners for - including guidance regarding community, environment, and safety.
The Alliance for Renewable Clean Hydrogen Energy Systems (ARCHES) is the State of California’s initiative to accelerate renewable hydrogen projects and the necessary infrastructure. Alongside over 400 other groups, MCE is a founding member and a participant in the Power Working Group to develop a strategy to adopt responsible green hydrogen projects. However, the current administration resulted in the cancellation of the $12.6B ARCHES contract with the Department of Energy, sending a chilling effect through the entire ecosystem.
Asset Ownership
In response to volatile pricing and supply chain challenges that impact the reliability and efficiency of traditional contract-based resource acquisition, MCE is considering direct ownership of renewable energy generation, storage, resource adequacy, and grid enhancing technologies that optimize the efficiency, capacity, and reliability of electricity transmission networks.
MCE’s steps toward asset ownership include:
• Securing Investment Grade Credit Ratings (Fitch “A-” and S&P “A” both with Stable Outlooks);
23 Last Update: January 2026
• Adopting a Bond Resolution allowing MCE to quickly access the bond market if needed to finance an acquisition;
• Establishing a Debt Policy to guide the situations where MCE may issue tax-exempt or taxable bonds to finance capital projects;
• Establishing and funding of an Asset Acquisition Account for equity contributions toward the purchase of a capital asset.
Asset ownership, in part or in whole, could introduce additional risks that MCE would not be exposed to normally through purchase contracts with third parties. However, these risks could be offset by operational contracts, and the incremental value and savings gained through asset dispatch and control, lower operational and financing costs and project life cycle benefits. Asset ownership is the next logical step for MCE in our journey to lead California to an equitable, clean, affordable, and reliable energy economy.” 24 Last Update: January 2026
Section 5: Customer Programs
The purpose of MCE’s Customer Programs is to reduce greenhouse gas (GHG) emissions, create more equitable communities, promote grid reliability, and deepen customer engagement. Customer Programs are funded by MCE, the California Public Utilities Commission, grants, and federal funding.
Grants and Federal Funding Awarded Since 2019
Grantor Name Prime
or sub
Amount Purpose
California Energy
Commission (CEC)
Virtual Power Plant
(VPP) Approaches
for Demand
Flexibility
Prime $5,000,000 Expand the VPP
Strategic Growth
Council
Transformative
Climate
Communities
Sub $3,000,000 Electrification in
Richmond
Department of
Housing and Urban
Development
2022 Earmark Prime $2,000,000 EV Charging Stations
Department of
Energy
Charged by Public
Power
Prime $1,000,000 EV Community Focus
Groups
Department of
Housing and Urban
Development
2023 Earmark Prime $850,000 Panel upgrades and
other services
Marin Community
Foundation
Resiliency Grant Prime $750,000 Solar + Storage for
critical facilities,
Marin
Department of
Housing and Urban
Development
2022 Earmark Prime $750,000 Expand Healthy
Homes
Department of
Energy
2022 Earmark Prime $500,000 Expand Energy
Storage
Marin Community
Foundation
Climate Justice
Initiative
Prime $380,000 Green Workforce,
Marin
Marin Community
Foundation
EV Grant Prime $180,000 Multifamily EV
charging, Marin
Chevron Community
Investment
Prime $35,000 Richmond
Electrification
CEC Advanced Energy
Communities
Sub $33,333 VPP Pilot
Total: $14,518,333
25 Last Update: January 2026
Reducing GHG Emissions
MCE’s programs reduce GHG emissions and minimize grid strain by helping customers lower the amount of energy used in their homes and businesses. By reducing energy use during target peak hours, we help balance supply and demand, mitigating the need for more polluting energy sources (i.e. “gas-fired peaker plants”). Additionally, MCE’s programs support clean transportation electrification, transitioning us away from fossil fuel dependency, which is a vital step in reducing our carbon footprint.
Fostering Equity
MCE’s programs address the disproportionate burden of environmental pollution and the unequal access to climate-smart technology by prioritizing customers who may not otherwise have the opportunity to participate in the Just Transition to a clean energy economy.
Promoting Grid Reliability
With the growing impacts of climate change, such as more frequent and intense climate events from heatwaves, droughts, and wildfires, and the resulting power outages, customer programs are crucial in helping promote grid reliability by reducing overall energy consumption and shifting energy use out of peak hours.
Deepening Customer Engagement & Relationships
MCE’s programs promote MCE as a trusted advisor to serve customers as a partner and resource in managing their energy needs, one that offers support and solutions beyond the role of electricity provider. This relationship-building is essential for creating a sense of community and shared purpose in tackling energy and environmental challenges.
Virtual Power Plant Strategies
MCE’s Virtual Power Plant (VPP) strategy exemplifies our commitment to delivering efficient, sustainable, and equitable energy solutions. A VPP is a network of decentralized energy resources (DERs) that work together as a single power plant, orchestrated through advanced technology to optimize energy production, storage, and consumption. By integrating resources such as rooftop solar, batteries, smart thermostats, heat pumps, and EV chargers, VPPs enhance electricity distribution for efficient and sustainable energy use, especially during peak hours.
MCE’s VPP initiatives vary from fully dispatchable systems, allowing MCE direct control for precise management, to non-dispatchable systems that use price signals to encourage customers to reduce their energy use. These strategies, coupled with performance-based incentives and automated EV charging tools, contribute significantly to stabilizing the grid to prevent power outages and promoting sustainable energy use.
Our approach to the VPP is deeply rooted in equity, ensuring that advanced energy technologies are not only accessible but are also actively deployed in low-income and historically underserved communities. This strategy democratizes access to clean energy technology, addresses energy insecurity, and provides stable, affordable energy solutions to those most in need.
26 Last Update: January 2026
MCE CEO, Dawn Weisz and Alexandra McGee, VP of One of the first homes to be completely refurbished as Strategic Initiatives with a VPP-connect EV charger. part of MCE’s Richmond VPP project.
State and Regional Efforts
Grid reliability remains a priority focus of state policymakers, regulators, and system operators since the heat events in August 2020 and September 2022. To enhance grid stability, California continues to develop policies, programs and tools intended to reduce customer energy use during high-demand periods, including demand flexibility, DER integration and VPP participation.
The CPUC is assessing the future of demand flexibility in the new Demand Response proceeding opened in 2025. In 2025, CAISO also launched the new Demand and Distributed Energy Market Integration initiative to explore enhancements to market participation models for distributed resources, including VPPs.
MCE’s advocacy in these proceedings has largely been to ensure that MCE’s load-modifying programs and VPP can serve our customers' needs, lower costs, support grid reliability, and advance decarbonization goals.
Current offerings
MCE Sync Equity Focus
MCE Sync, launched in 2021, is an app–based load shifting program that helps customers automate EV charging at home using the least expensive and cleanest energy. The program provides customers with an enrollment bonus and significant energy savings and incentives for charging during the lowest carbon times. Since its launch, the program has expanded to enable more EV drivers to benefit from VGI (Vehicle to Grid Integration) functionality and incentives that reduce the cost of EV charging at home, with a marketing focus on low- to moderate-income populations.
In 2024, MCE launched a Dynamic Pricing Pilot aimed at saving drivers money, while testing the capability of pairing managed charging with dynamic signals to improve grid stability, lower energy costs, and boost renewable energy use in California.
In 2025, MCE launched a pilot to offer free smart home EV chargers to income qualified customers for whom vehicle compatibility is a barrier to enrolling MCE Sync. This pilot is expected to continue through 2026.
27 Last Update: January 2026
Category Details
Goals - Enroll 7,200 EVs by March 2027
- 70% smart charging enabled
- 20% daytime charging
- 92% home charging delivered off-peak
- 1,000 dynamic pricing enrollments
- 20 EV charger rebates
Progress to Date - 4,500 enrolled EVs (as of December 2025) - 70% smart charging enabled
- 16% daytime charging
- 600 dynamic pricing enrollments
- Average monthly customer savings: $8
- Total customer incentives: $273,392
- 94% home charging delivered off-peak
- 5 EV charger rebates
Funding - MCE: $926,692 proposed budget for Fiscal Year 2026/27 Implementer - ev.energy
Peak Flex Market
Peak Flex Market, launched in 2021, helps balance electricity supply and demand and support grid reliability by encouraging program participants to reduce demand during the peak hours of 4-9pm. This program was previously focused on event-based Demand Response but with new funding authorized by CPUC in late 2025, the program will focus on daily load shifting in 2026 and beyond.
Peak Flex Market works as an open market of qualified aggregators, each with a portfolio of projects delivering their own daily load shifting solutions. Starting in 2026, with the transition to CPUC funding this program will be able to provide additional funding for some of MCE’s current Distributed Energy Resource programs, such as MCE Sync and the Energy Storage Program, to further extend our services to customers.
Peak Flex pays aggregators for daily load shifting out of peak periods using Advanced Metering Infrastructure (AMI) data and individual device data to measure results.
Category Details
Goals 4 MW of flexible load with 1,000,000 kWh of shifted load in 2026 Progress to Date In 2022, which was the latest year with major summer events which required load shifting:
28 Last Update: January 2026
- 2,194 sites participated
- 6 participating aggregators
- 15 demand response events called
- $80,000 in customer incentives
- 42,000 kWh saved during 4-9pm peak
- Max hourly reduction: 3MW
Funding - CPUC: $4,000,000 through 2026-2027
Implementer - Alternative Energy Systems Consulting (AESC) Energy Storage Equity Focus
MCE’s Energy Storage Program, launched in 2020, supports residential and non-residential customers by providing rebates, monthly bill credits, and financing to install battery energy storage systems paired with solar. In exchange, customers discharge the battery daily from 4- 9pm to reduce peak loads and mitigate high energy costs. Non-residential customers may also qualify for annual performance-based payments.
Although MCE funding for this program has been fully allocated, additional funding from the Department of Energy (DOE) Earmark and the Marin Community Foundation allowed us to continue recruiting new customers in 2025. As of January 2026, all available battery storage funds have been fully allocated to customers, and the program is closed to new enrollments.
Category Details
Goals - Install 1 MWh of non-residential energy storage projects, funded with the DOE Earmark, by 2028
Progress to Date - Over 2.5 MWhs of storage installed at 76 homes and 13 critical facilities
- An additional 1.3MWh in development across 7 new commercial sites
Funding - MCE: $9,000,000 MCE Resiliency Fund
- CPUC: Over $1 million in awards reserved for customer projects through the CPUC’s Self-Generation Incentive Program (SGIP) - Marin Community Foundation grant: $750,000
- DOE Federal Earmark: $500,000
Implementer - MCE
29 Last Update: January 2026
“We are always looking for ways to improve the quality
of life for our residents. Battery backup during power
outages is very important to our senior residents and
gives them peace of mind.” — Kit Krauss, Board Chair
of the Two Valleys Community Land Trust
Solar Storage Credit
MCE offers customers with solar and storage at their home a monthly bill credit ($10-$20) in exchange for automating battery discharge down to a 20% reserve margin daily from 4-9 p.m.
Category Details
Goals - Enroll 2,447 solar + storage residential customers (20% of those identified) by the end of 2026
Progress to Date - 1,560 customers enrolled as of January 2026 Funding - MCE: $360,000
Implementer - MCE
Richmond VPP Pilot Equity Focus
MCE was asked to join a collaborative effort to develop a Virtual Power Plant pilot in the City of Richmond, one of California’s environmental justice communities, in 2022. The pilot uses a variety of networked residential and commercial DERs like rooftop solar, batteries, EV chargers, smart thermostats, and heat pumps to shift participant demand in real time. MCE uses a first of its kind custom-built Distributed Energy Resources Management System (DERMS), licensed in perpetuity to MCE, to shift and shape customer load to times of day when the energy is cleanest and least expensive for participants. Customers are compensated for their load shifting based on MCE’s VPP Tariff.
Participants include previously abandoned, blighted homes acquired by RCF Connects and then fully rehabbed into 21st century all-electric homes (Zero Net Carbon Ready, ZNCR).
These ZNCR homes are sold for less-then-market rates to first-time, lower-income homeowners to simultaneously support grid reliability while aiding in community revitalization - showcasing how technology and equity can work hand in hand. Other participants include lower income residents MCE previously subsidized solar cost for, and local business and multi-family facilities which received energy system improvements. 30 Last Update: January 2026
Category Details
Goals - Up to 100 residential and 20 commercial participants by January 2026
Progress to Date - 33 residential participants and 1 multifamily (serving 144 units) completed, 12 DER types installed
- 3 Zero Net Carbon Ready (ZNCR) homes fully rebuilt and sold to first-time lower-income homebuyers; 2 more in progress
- 9 DER types successfully integrated with the DERMS
- $382,826 invested in DER technologies and incentives invested in Richmond, a state-identified Disadvantaged and Low-income community
Funding - MCE: $208,729
- CEC: $5,000,000
Implementer - MCE, Serious Controls, Zero Net Energy Alliance, Community Energy & Equity Resources (CEER) LLC
A brief video overview of MCE’s virtual power plant concept VPP FLEX Equity Focus
The California Energy Commission awarded MCE a $5,000,000 VPP FLEX grant to expand the VPP pilot to MCE’s full service area. This will allow MCE to weave together all eligible customer programs under a singular umbrella of the VPP. 31 Last Update: January 2026
MCE will update the DERMS to be OpenADR 3.0 certified, integrate the VPP with CAISO markets to capture CCA revenues, and implement a value sharing plan between MCE and participants. VPP FLEX scales MCE’s efforts in three key ways:
1. Adaptation of MCE’s existing programs to be VPP-ready
2. Integration of existing third party or customer owned DERS into MCE’s VPP ecosystem
3. Deployment of new DERs at commercial, public, industrial, or other non-residential facilities
Importantly, there is no “one size fits all” for DER installation. Collectively, we will schedule the VPP in CAISO markets, just as we do today with traditional power plants. Residents will be paid for their participation through the VPP Tariff. Ultimately, the VPP provides load-shifting and cost reduction, which benefits all customers. MCE will begin enrolling new participants and growing its engagement with VPP Partners beginning in 2026.
Category Details
Goals - Adapt eligible MCE Programs to be VPP-ready by expanding from 9 DERMS-integrated DERs to 15 (low target) or up to 30 (high target) by 2029
- Coordinate a 3 MW load shift by 2029
- Demonstrate a 20% cost recovery by 2029
Funding - MCE: $5,000,000 ($1,250,000 proposed budget for Fiscal Year 2026/27)
- CEC: $5,000,000
Implementer - MCE
- Major Partners: Serious Controls, CEER, Lawrence Berkeley National Labs
Building Electrification
MCE is at the forefront of promoting building electrification as a key strategy to reduce greenhouse gas emissions and transition to a cleaner energy future. Our programs support the adoption of electric heat pumps, water heating solutions, and other electric technologies that enhance energy efficiency and reduce reliance on fossil fuels.
MCE developed a “Reach Code Toolkit” in partnership with Marin County, designed to help municipalities interested in adopting building codes that go beyond the California Building Standards Code in terms of supporting the adoption of electric equipment. Staff has served in an advisory role to the County of Marin’s all-electric reach code steering committee since 2022.
32 Last Update: January 2026
The Bay Area Regional Network (BayREN) also has a program to promote reach code development.
State & regional goals & policies
BAAQMD NOx Appliance Ban
In 2023, the Bay Area Air Quality Management District (BAAQMD) adopted rules that regionally prohibit the sale of new natural gas water heaters, furnaces and large commercial water heaters starting in 2027, 2029, and 2031 respectively.
CPUC Energy Efficiency Motion to Eliminate Natural Gas Incentives In April 2023, the California Public Utilities Commission adopted a decision to eliminate incentives for natural gas energy efficiency measures.
Self Generation Incentive Program Heat Pump Water Heater Program In 2022, the California Public Utilities Commission adopted additional incentives and guidance to promote the distribution of electric heat pump water heaters in broader support of the state’s decarbonization goals. MCE’s programs will apply for these funds to complement our rebates.
Current offerings
Green Workforce Pathways Equity Focus
To meet California’s climate goals and realize a just and equitable transition from fossil fuels to a low-carbon energy economy, contractors need education and support to expand their businesses to electric technologies, scale their workforce, and create sustainable green jobs.
MCE’s Green Workforce Pathways program supports both residential service contractors and job seekers. For contractors, MCE offers funding to attend industry training opportunities as well as connections to vetted job seekers. For job seekers, MCE creates pathways into sustainable, long-term careers.
Green Workforce Pathways provides:
● Industry outreach and networking and feedback opportunities to energy efficiency industry professionals, workforce development groups, community-based organizations, and local governments
● Education and technical support to upskill the electrification workforce ● Matching and funding for job seekers with local contractors for industry development ● Recruitment and mentorship support
● Career development support for job seekers, including interview and resume skills Category Details
Goals In 2026:
- Enroll up to 13 contractors to support the paid work experience participants
- 15 electrification training stipends
- 3 in-person electrification trainings hosted for job seekers 33 Last Update: January 2026
- 14 job seekers placed in paid work experience
- 80 job seekers provided with supporting job placement services - 2 training improvement projects
Progress to Date - 5 online electrification workshops with 340 registrants - 2 in-person electrification trainings
- 15 local contractors completed individualized field meetings to build electrification skills and get support growing their business - 11 local contractors enrolled and available to provide on-the-job experience to local job-seekers
- 16 contractors received stipends to attend manufacturer training - 190 trainees received supportive job placement services - 52 trainees have participated in paid work experience with local contractors
- 50% of trainees placed with local contractors were hired into permanent jobs
- 15 minority-, women-, and veteran-owned small contractors completed an electrification and business development training sponsored by MCE.
Funding - CPUC: $500,493 for 2026
Implementers - Strategic Energy Innovation, Association for Energy Affordability, LIME Foundation
Green Workforce Pathways participants and contractor.
Home Energy Savings Equity Focus
MCE's Home Energy Savings program delivers energy savings, improves comfort, enhances indoor air quality, and contributes to greenhouse gas emissions reductions. This program offers no-cost assessments and home upgrades to eligible homeowners and tenants residing in single-family dwellings within MCE's service area. To ensure equitable reach, the program focuses on homeowners and renters in specific neighborhoods with a higher concentration of lower-middle-income customers.
34 Last Update: January 2026
The program specifically targets moderate-income customers whose household income falls under 400% of the Federal Poverty Guidelines. These customers typically exceed the income limit for services provided by programs like the Energy Savings Assistance program.
However, their income constraints still prevent them from participating in market rate programs, placing them in the lower-middle income bracket.
The program offers the following services: initial energy assessment and education with single point of contact customer service, and energy-efficient and electrification measures, such as heat pump water heaters or heat pump space heaters, installed in single-family homes.
Category Details
Goals - 325 home energy efficiency upgrades in 2026
- 100 homes with electrification upgrades
Progress to Date - 2,105 single family homes upgraded with energy efficiency and/or electrification from 2019-2025
- 123 homes received no-cost electrification measures
Funding - CPUC: $2,800,000 annually
- California Strategic Growth Council grant3: $3,000,000 - Chevron grant funds: $35,000
Implementer - Franklin Energy
“My motivation to participate in the program is
because I will reduce my electricity bill, I won’t
be using more gas, and because they [installed
a] magnificent [heat pump space conditioner].
My experience with MCE has been marvelous.
The [installer has been] very educated, kind,
and respectful. You have a great program and I
invite [everyone] to participate in this
stupendous program so as not to further
contaminate the planet.” – Teresa, Home
Energy Savings customer in Pittsburg, CA
3 The City of Richmond was awarded $35M by the California Strategic Growth Council to support 10 disadvantaged, unincorporated and tribal communities with capital improvement projects to reduce emissions, improve public health and expand economic activity. GRID Alternatives will provide solar installs and MCE will provide energy efficiency through Home Energy Savings.
35 Last Update: January 2026
Multifamily Energy Savings Equity Focus
The Multifamily Energy Savings program provides no-cost comprehensive energy efficiency assessments, assists with contractor solicitations and project planning to ensure quality work, disburses rebates for individual unit and whole-building upgrades for energy efficiency and electrification upgrades that reduce energy costs and improve home comfort. The program addresses many social and economic challenges that can hinder energy improvements in multifamily buildings, including both common areas and individual tenant units. Typical barriers include costs, coordinating numerous stakeholders, and lack of technical knowledge needed to assess needs and evaluate options.
Category Details
Goals - 2-5 properties and 50-200 units with energy efficiency upgrades in 2026
- Up to 200 units with electrification upgrades
Progress to Date - 5,300 multifamily units received energy efficiency improvements - 328 units received no-cost electrification measures
Funding - CPUC: $1,100,194 for 2026
Implementer - Association for Energy Affordability
Electrification Incentives
To grow the heat pump water heater (HPWH) industry ahead of regional and statewide policy implementation, MCE offers up to $1,500 in rebates to market rate customers for each energy-efficient HPWH unit installed and low to no cost HPWHs for low/moderate income.
Category Details
Goals - 685 electrification and readiness installs by April 2027 Progress to Date - 700 electrification and electrification readiness measures (heat pump HVAC, water heater, heat pump dryers, induction
cooktops) installations completed4
Funding - MCE Local Programs Fund Proposed Budget: $942,000 in 2026 Implementer - AEA, Franklin Energy, AESC, MCE
4 Electrification installations support the goals of CPUC-funded programs, e.g. MFES, HES, and Flex Market. The number of installations listed in this chart are also included within the installation numbers listed in the MFES, HES, and Flex Market programs and should not be combined for reporting purposes.
36 Last Update: January 2026
Emergency Water Heater Loaner Incentive
MCE is closing the Emergency Water Heater Loaner Incentive program in FY 2026/27 due to low participation and to redirect funds towards other electrification programs with higher customer demand.
Electric Vehicles
State & regional goals & policies
In alignment with state and regional goals, MCE is actively supporting the transition to zero-emission vehicles. This aligns with Governor’s Executive Order N-79-20, targeting 100% zero-emission new vehicle sales by 2035, with medium- and heavy- duty vehicles to follow in 2045.
In addition, California’s Advanced Clean Cars II regulation, adopted by the California Air Resources Board in 2022, requires more zero-emission vehicles to be sold starting in 2026, accelerating EV adoption statewide. This policy reinforces the importance of MCE’s investments in electric vehicle adoption through customer incentives for electric vehicles and charging infrastructure, helping reduce upfront costs for our local communities.
Market trends
While EV adoption is expected to temporarily cool off in 2026, due to policy, competition, and incentive changes, global and statewide progress in EV adoption is expected to continue with new technology and affordable vehicle models entering the market. MCE’s EV strategy in 2026 will continue to address barriers to adoption, including EV education, affordability, and charging availability and reliability, with a focus on priority populations.
The combination of imposed tariffs and end of the Federal EV Tax Credits have resulted in a sharp drop in EV adoption in October and November (reports of 30-40% nationwide). There was a large spike in July - September and then a quick drop off. MCE's EV Instant Rebates program has seen the same trends. However, it is important to mention that even with the drop off, sales were still higher than this time last year. Industry forecasts point to a 20% decline in EV sales in 2026.
Tariffs have increased production costs for automakers, driving up costs and impacted vehicle affordability. The absence of the Federal EV Tax Credit has further impacted affordability. In the short term, some OEMs extended manufacturer incentives to cushion the loss.
EV affordability is driving automakers to focus on smaller, more affordable EVs, Hybrids, and Extended Range EVs (EREVs). EREVs are different from EVs, in that they work like a fully electric plug-in vehicle but have a small onboard gas engine that acts as a generator to charge the EV battery. The EPA considers this a Plug-In Hybrid (PHEV). Additionally, some automakers are weighing production for US market vs foreign markets, to compete with EU and China.
How MCE programs can respond:
37 Last Update: January 2026
• Add language about EREVs to EV Basics and future collateral • Enhance focus on EV education, focus on drive experience, technology, in addition to cost savings
• Continue to support EV infrastructure and reliability to ease range anxiety concerns • Increase storytelling to increase positive consumer perspective of EVs • Explore policy levers for addressing EV affordability Current offerings
EV Charging Equity Focus
To support California’s goal of 5 million EVs
on the road by 2030, California estimates a
need for more than 1 million public and
shared charging ports by 2030. While the
interim target of 250,000 chargers by 2025
has largely been met, significant gaps
remain in where charging infrastructure is
available. Approximately 80% of EV
charging occurs at home, and MCE is
focused on installing EV chargers at
multifamily properties and workplaces,
which are lagging in EV adoption.
Installation of charging equipment is
typically much more expensive at
multifamily homes compared to single-family homes, deterring residents and property managers from installing them.
MCE’s EV Charging program, launched in
2018, provides EV charging station rebates, with bonus incentives for stations connected to 100% renewable energy service, free technical assistance to support the property manager, and tenant education and engagement to speed up EV adoption.
The program offers:
● Up to $4,500 per networked Level 2 charging port
● Up to $5,500 in DACs and low-income communities in Contra Costa County through a CEC-funded grant with the Contra Costa Transportation Authority ● Free Level 2 charging ports at affordable multifamily properties in Marin through a Marin Community Foundation grant
● Up to $2,500 per networked Level 1 charging port
● Support to align and combine with other incentives
Category Details
Goals - 400 new charging ports by April 2027
MCE’s Joy Massey, Manager of Customer Programs, and
Board Members from Marina Bay HOA in Richmond stand in
front of newly installed EV chargers.
38 Last Update: January 2026
Progress to Date - 1,400 new charging ports at 142 locations Funding - MCE:
- Local Programs Fund $5,700,000 from 2019-2026
- Proposed Budget for FY 2026/27: $2,289,137
- Marin Community Foundation: $180,000
- CEC: $1,500,000
- DOE: $986,461
Implementer - CLEAResult
EV Instant Rebate Equity Focus
MCE’s service area density of electric vehicle (EV)
ownership is among the highest in the nation at 6%.
Switching to an EV saves the average household
$1,000 annually5. However, the higher upfront cost of
an EV keeps them out of reach for lower-income
households, who could greatly benefit from lower fuel
and maintenance costs. MCE’s EV Instant Rebate
program lowers the cost of purchasing or leasing EVs
for income-qualified customers.
Launched in May 2023, the program offers up to
$3,500 in savings ($3,500 for new and $2,000 for
used) on the purchase or lease of an eligible EV at participating dealerships. MCE’s EV Instant Rebate may be combined with other available incentives to reduce the final vehicle cost by up to $18,000 depending on vehicle and customer eligibility.
In FY 2026/27, efforts to strengthen the income verification process will include mandatory quarterly income verification for a percentage of program participants with rebate claw backs for customers who don’t meet requirements.
Category Details
Goals - 876 new Participants by April 2027
Progress to Date - 2,381 Low Income Customers purchased or leased an EV with an MCE rebate
Funding - MCE: $6,900,000 2023-2026
- Proposed Budget for FY 2026/27: $3,594,500
Implementer - Energy Solutions
5 https://www.epa.gov/greenvehicles/what-if-one-your-cars-was-electric EV rebate recipient, Sandra
39 Last Update: January 2026
Bidirectional Vehicle Tariff Pilot
MCE’s Bidirectional Vehicle tariff is a three-year pilot, launched in 2025, that provides customers a credit for energy exported from a compatible EV to their property (Vehicle-to-Home) or directly to the grid (Vehicle-to-Grid) during peak time periods of the day. As a pilot, MCE reserves the right to limit the number of customers enrolled in the tariff. This technology is still in an early phase of development and is not yet commercially available to most customers. MCE is actively tracking the availability and adoption of this technology to determine when it makes sense to invest in the data collection tools needed to implement this tariff.
The pilot tariff offers the following incentives:
● 2025 Incentive Rates
○ Summer: $0.26/kWh
○ Winter: $0.20/kWh
● Maximum Monthly Bill Credits
○ Residential: $70 ($90 if located in a state-designated disadvantaged community)
○ Commercial: $300 ($400 if located in a state-designated disadvantaged community)
MCE Sync Equity Focus
This program is described under the Virtual Power Plant section above.
Energy Efficiency
State & regional goals & policies
Equity Segment Programs
In 2021, the California Public Utilities Commission created an Equity Segment within its ratepayer funded energy efficiency portfolio programs. The goal of the Equity Segment is to provide the benefits of energy efficiency programs, beyond energy savings, to communities and customers historically underserved by similar programs. Equity Segment programs are exempt from traditional CPUC cost-effectiveness requirements. Equity Segment and Market Support program budgets are limited to 30 percent of a portfolio administrator’s budget.
Affordability
Executive Order N-5-24 (2024)
In October 2024, Governor Newsom issued Executive Order N-5-24 in response to recent increases in electric bills outpacing inflation. Executive Order N-5-24 requires the California Public Utilities Commission to take additional steps to ensure public purpose programs like its energy efficiency portfolio programs do all that they can to improve electric affordability.
Layering Program Funding
In June 2023, the California Public Utilities Commission adopted a Decision allowing and encouraging ratepayer funded program administrators of energy efficiency programs to supplement program funds with outside funding sources to the greatest extent possible. The 40 Last Update: January 2026
CPUC allows program administrators to layer in additional funds without including them in cost-effectiveness calculations.
Equitable Building Decarbonization
In November 2024, the California Energy Commission approved funding in Northern, Central and Southern California for direct-install energy efficiency and building decarbonization measures serving historically underserved households. The goal of the program is to reduce greenhouse gas emissions from buildings, improve resiliency from extreme heat, improve air quality, strengthen energy affordability, improve grid reliability and to support the local workforce. The California Energy Commission approved MCE as a partner on the Northern California Regional team. In September 2025, the California Energy Commission approved MCE’s proposed designation of Richmond and the Contra Costa Refinery Corridor as priority communities to serve.
Zonal Decarbonization
Senate Bill (2024)
Requires the California Public Utilities Commission to authorize no more than 30 cost-effective, zonal decarbonization pilot projects in environmental and social justice communities across the state. Pilot projects will combine measures to electrify end uses and gas corporations may cease to offer gas service in pilot communities.
Building Appliance Rules
Bay Area Air District Rules 9-4 & 9-6 (2023)
In 2023, the Bay Area Air District adopted rules to limit the sales of natural gas space and water heating appliances to decrease harmful nitrogen oxides pollution starting in 2027. In 2025, the Bay Area Air District sought public feedback on flexibility focused amendments to the adopted rules that still support a transition to zero-emissions appliances.
Meter-Based Savings
Assembly Bill 802 (2015)
Requires the California Public Utilities Commission to incorporate meter-based performance into its determinations of goals, energy efficiency portfolio cost-effectiveness, and authorized budgets.
Normalized Metered Energy Consumption
Since 2015, the California Public Utilities Commission has consistently reaffirmed its preference for continuing to expand the deployment of energy efficiency programs that use normalized metered energy consumption (NMEC) to measure energy savings. This preference is included in the Commission’s move to a Total Systems Benefit Metric.
Integrated Demand Side Management
In June 2023, the California Public Utilities Commission authorized energy efficiency portfolio administrators to use a portion of its budget on integrated demand side management measures that support grid reliability. In September 2025, the California Public Utilities Commission approved MCE’s proposed integrated demand side management program.
41 Last Update: January 2026
Market Trends
Non-residential customers are often the biggest energy users and face some of the highest energy costs. Many focus first on production, quality, safety, and routine maintenance, so energy efficiency upgrades can get overlooked, even when they can improve safety and save money. These customers can benefit from specialized support to identify the right opportunities and feel confident that recommendations are accurate, practical, and likely to deliver the expected savings and incentives.
MCE helps customers reduce their energy consumption and costs while supporting core business objectives, including improvements in facility operations, reliability, and efficiency.
Current offerings
Energy Management: Rebates to Complete Capital Projects Energy Management provides MCE’s agricultural, industrial, and large commercial customers with site energy audits, project development support, and rebates for installing energy saving equipment.
Category Details
Goals - 1,265,995 kWh and 190,742 Therms savings in 2026 Progress to Date - 333 measures have been installed since 2021 that produce more than 8.7 million kWh in energy savings annually
Funding - CPUC: $1,554,000 for 2026
Implementer - CLEAResult
Strategic Energy Management
Strategic Energy Management offers a long-term approach to help businesses save money, earn financial incentives, and better manage their energy usage. Participants can access cohort-style training, onsite assessments, individual coaching, and peer-to-peer learning to build a stronger energy culture within their organization. Strategic Energy Management has a special focus on finding opportunities to change how existing equipment is used (as opposed to installing new equipment) that have little to no-upfront cost but result in significant bill savings for the customer. Strategic Energy Management projects report on annual savings with detailed energy models to capture changes made to equipment or operations from the previous year.
Category Details
Goals - 1,166,722 kWh and 225,897 Therms savings in 2026 42 Last Update: January 2026
Progress to Date - 30 customers currently participating - 1,632,171 kWh and 233,644 Therms saved to date
Funding - CPUC: $1,483,895 for 2026
Implementer - CLEAResult
Flex Market
MCE's Commercial and Residential Efficiency Market Programs provide energy efficiency incentives directly to project developers or contractors known as aggregators. The incentives are based on metered energy savings, instead of traditional energy efficiency programs, which utilize deemed or custom models. As a result, these programs do not limit the technology or energy saving strategies implemented, resulting in the opportunity to maximize energy efficiency and load-shifting projects.
As the incentive is paid directly to the aggregator, the value is passed along to the customer in the way that best drives the success of the project, either by buying down upfront costs or through performance-based payments.
Category Details
Goals - 19,003,809 kWh and 60,828 Therms savings in 2026 - Commercial: 18,803,422 kWh; 30,845 Therms
- Residential: 200,387 kWh; 29,983 Therms
Progress to Date - 116 projects with over 1.21 GWh of savings Funding - CPUC Energy Efficiency: $7,543,720 for 2026
- (Commercial $6,733,937, Residential $809,783)
Implementer - Alternative Energy Systems Consulting (AESC) Small Business Energy Advantage Equity Focus
MCE’s Small Business Energy Advantage program
serves MCE’s small and medium businesses
located in Disadvantaged Communities and low-income neighborhoods with the goal of delivering meaningful bill savings and other non-energy
benefits. The program objectives include:
● Filling gaps in services that are not currently
provided by other MCE programs;
43 Last Update: January 2026
● Providing solutions that compliment or
leverage existing programs in MCE’s
service area;
● Sustained energy efficiency benefits, as
well as those focused during the summer peak period of 4-9pm June – September; ● Providing on-going technical support, commissioning, and training; ● Reducing cost barriers to install EE measures by offering incentives that result in little or no customer copays;
● Increasing equitable access to program resources through strategic outreach and engagement strategies that focus on marketing efforts in DAC and Low-income communities; and
● Focusing on Non-Energy Benefits (“NEBs”), including methodologies to quantify their value.
Category Details
Goals - 325 Projects in 2026
Progress to Date - 160 projects completed since October 2024 Funding - CPUC: $970,000 for 2026
Implementer - Resource Innovations
MCE’s Senior Business Development Manager,
Martin Bond, with SBEA outreach staff at a local
business.
44 Last Update: January 2026
Section 6: Risk Mitigation
MCE is committed to proactively addressing risks that could impact the success of our programs and initiatives.
MCE regularly reviews risks, updates mitigation strategies, and engages staff and stakeholders to ensure a proactive approach to challenges such as market volatility, supply barriers, and regulatory risks. MCE’s Risk Oversight Committee includes MCE’s Executive Team, leadership from the Finance, Power Resources, Legal and Policy Departments, and consultants. It meets quarterly to monitor key market indicators, agency performance, and compliance with the MCE Energy Risk Management Policy. By embedding risk management into our planning, we can continue delivering equitable, reliable, and sustainable energy solutions.
Erosion of CCA Autonomy
Increasing legislative and regulatory oversight threatens the independence of CCAs.
Examples include:
● CPUC interference in service expansion plans based on Resource Adequacy (RA) compliance.
● Centralized procurement efforts reducing CCAs' procurement autonomy and risking over-procurement or misalignment with specific resource needs, increasing costs and reducing flexibility.
● Legislative mandates, such as AB 3264, requiring CPUC oversight of demand-side programs funded solely by CCAs, and judicial rulings expanding CPUC jurisdiction over CCAs.
● Mitigation: Advocate for CCA interests in regulatory and legislative arenas, engage stakeholders to highlight the value of local decision-making, and collaborate with industry groups to protect CCA autonomy.
Regulatory Complexity and Expanding Scope
Shifts in state or federal regulations may affect compliance, increase costs, and stifle innovation. The increasing scope of regulations, such as Load Management Standards (LMS) and stricter reporting requirements, creates operational and compliance challenges. ● Mitigation: Maintain active engagement in regulatory proceedings for more flexible solutions, build internal capacity for compliance, and invest in technology to streamline regulatory reporting.
Supply and Demand Imbalance
To meet its projected load growth and its renewable energy, zero-carbon energy and greenhouse gas emissions requirements, California has estimated that it needs 165 GW of 45 Last Update: January 2026
new resources by 20456. The "duck curve," caused by midday solar oversupply and evening demand peaks, challenges grid stability.
● Mitigation: Expand programs like Virtual Power Plants, promote demand-side flexibility, off-peak energy use and energy efficiency, and enhance storage and solar integration to match supply with demand.
Financial Constraints
Rising procurement costs, supply shortages, and increasing demand from electrification could strain resources. Changes to PG&E’s Power Charge Indifferent Adjustment fees could increase MCE customer costs, reducing competitiveness.
● Mitigation: Build and maintain robust financial reserves, pursue diverse funding sources, and invest in cost-saving strategies like renewable energy prepayment transactions.
● Mitigation: Defer revenue ($70 million) to recognize in years where results may not be strong, work with rating agencies to continue MCE’s investment grade credit ratings, and negotiate collateral thresholds with suppliers to reduce collateral postings.
Governance, Trust, and Public Confidence
As a public agency governed by a large, rotating Board of local elected officials, MCE operates in a complex governance environment that requires clear roles, consistent information to support policy making, and shared understanding among the Board, staff, and public. Misalignment around expectations, information flow, or governance processes can create confusion, slow decision-making, and affect stakeholder and public confidence and understanding.
● Mitigation: Strengthen governance practices and public understanding by:
○ Providing clear, consistent, and timely information to the Board to support informed oversight and decision-making.
○ Reviewing governance practices, structure, and decision-making processes to ensure they align with best practices for large public agencies and joint powers authorities.
○ Offering ongoing orientation and education for Board members to support shared understanding of MCE’s operational, financial, and regulatory context. ○ Engaging in open, public dialogue to address questions or concerns, correct misinformation, and reinforce public trust in MCE’s governance and leadership.
○ Ensuring accuracy and simple messaging in MCE communications.
Market Dynamics
Volatility in energy markets could impact procurement strategies. ● Mitigation: Diversify energy procurement, leverage long-term contracts, seek opportunities for asset ownership and monitor market trends. 6 CAISO 20-Year Transmission Outlook, published 7/31/2024:
https://www.caiso.com/generation-transmission/transmission/transmission-planning 46 Last Update: January 2026
Technology Risks
Emerging technologies may face adoption, scalability, or cost barriers. ● Mitigation: Pilot emerging technologies before scaling, collaborate with industry experts, and prioritize proven solutions while exploring new innovations.
Climate and Grid Resiliency
Climate events like wildfires and extreme weather may disrupt grid reliability and energy access.
● Mitigation: Expand DERs, enhance local resilience, and support customers with backup energy solutions.
47 Last Update: January 2026
7 Number of census tracks in California’s top 25% most disadvantaged Appendix A
State-Designated Disadvantaged & Low-Income Communities County Community Designation & # of Census Tracks7
Contra Costa
● 36 CalEnviroScreen census tracts
● 92 AB 1550 census tracts
● 36 CEJST census tracts
● 31 Department of Water
Resources (DWR) Disadvantaged
Communities census tracts
● 17 Federally Designated IRS
Opportunity Zones census tracts
Richmond CalEnviroScreen (10), AB 1550 (16), CEJST (11), DWR Disadvantaged Communities (8), IRS Opportunity
Zones (1)
North Richmond CalEnviroScreen (1), AB 1550 (1), CEJST (1), DWR Disadvantaged Communities (1), IRS Opportunity
Zones (1)
Martinez CalEnviroScreen (1), CEJST (1)
Concord CalEnviroScreen (2), AB 1550 (15), CEJST (6), DWR Disadvantaged Communities (3), IRS Opportunity
Zones (4)
Baypoint CalEnviroScreen (4), AB 1550 (4), CEJST (3), DWR Disadvantaged Communities (2), IRS Opportunity
Zones (2)
Pittsburg CalEnviroScreen (7), AB 1550 (12), CEJST (7), DWR Disadvantaged Communities (5), IRS Opportunity
Zones (3)
Antioch CalEnviroScreen (5), AB 1550 (14), DWR
Disadvantaged Communities (5), IRS Opportunity
Zones (4)
Oakley CalEnviroScreen (1), AB 1550 (2), CEJST (1)
San Pablo CalEnviroScreen (5), CEJST (5), DWR Disadvantaged Communities (3), IRS Opportunity Zones (1)
Crocket AB 1550 (1)
Pinole AB 1550 (2)
Tara Hills AB 1550 (1)
El Sobrante AB 1550 (3)
El Cerrito AB 1550 (4), CEJST (1), DWR Disadvantaged
Communities (1), IRS Opportunity Zones (1)
Brentwood AB 1550 (3)
Bethel Island AB 1550 (1)
Byron AB 1550 (1)
48 Last Update: January 2026
Martinez CalEnviroScreen (1), AB 1550 (6), DWR
Disadvantaged Communities (1)
Walnut Creek DWR Disadvantaged Communities (2)
Solano
● 13 CalEnviroScreen census tracts
● 31 AB 1550 census tracts
● 18 CEJST census tracts
● 20 Department of Water
Resources (DWR) Disadvantaged
Communities census tracts
● 9 Federally Designated IRS
Opportunity Zones census tracts
Fairfield CalEnviroScreen, AB 1550 (10), CEJST (8), DWR Disadvantaged Communities (8), IRS Opportunity
Zones (3)
East Solano County CalEnviroScreen
Vallejo CalEnviroScreen, AB 1550 (18), CEJST (10), DWR
Disadvantaged Communities (10), IRS Opportunity
Zones (6)
Vacaville AB 1550 (3), DWR Disadvantaged Communities (2) Marin
● 29 AB 1550 census tracts
● 3 CEJST census tracts
● 4 Department of Water Resources
(DWR) Disadvantaged
Communities census tracts
● 1 Federally Designated IRS
Opportunity Zones census tracts
West Marin AB 1550 (5)
Fairfax AB 1550 (1)
San Anselmo AB 1550 (1)
Greenbrae AB 1550 (1)
San Rafael AB 1550 (10), CEJST (2), DWR Disadvantaged
Communities (3), IRS Opportunity Zones (1)
Novato AB 1550 (7)
Marin City CEJST (1), DWR Disadvantaged Communities (1) Mill Valley AB 1550 (4)
Napa
● 14 AB 1550 census tracts
● 4 CEJST census tracts
● 3 Department of Water
Resources (DWR)
Disadvantaged Communities
census tracts
● 2 Federally Designated IRS
Opportunity Zones census tracts
Calistoga AB 1550 (1)
Yountville AB 1550 (1)
Napa AB 1550 (11), CEJST (4), DWR Disadvantaged
Communities (3), IRS Opportunity Zones (2)
Lake
Berryessa/Knoxville
AB 1550 (1)
49 Last Update: January 2026
Appendix B
Indigenous Communities on Unceded Territories and Indigenous Serving Organizations MCE staff works to educate itself on indigenous communities on unceded territories and indigenous serving organizations in MCE Service Area: MCE’s service area sits in the territory of the Miwok (Coast Miwok and Bay Miwok), Ohlone (including Lisjan, Karkin, Muwekma) and Wintun People (South Patwin).
Marin:
● Coast Miwok Tribal Council of Marin, Marin: council focused on cultivating the Miwok unique identity and heritage, rights protection, the sustainability and development of Miwok traditional culture, economic development, education, and workforce training ● Marin Coast Miwoks, Marin: small, local organization that is fundraising to build Miwok statues in Marin and cemetery repairs for their ancestors ● Marin American Indian Alliance is an inter-tribal cultural and educational organization based out of San Rafael
Napa:
● Suscol Intertribal Council, Napa County: develops a sustainable open space that will serve as a prototype to preserve and protect Native American culture and traditions.
Council promotes communication between indigenous peoples and the general public and preserve human rights for indigenous people with other NGOs globally Contra Costa:
● Federated Indians Graton Rancheria, San Pablo: governs and supports the Coast Miwok and Southern Pomo people in the Graton Rancheria reservation area ● California Indian Environmental Alliance, El Cerrito: Promotes tribal sovereignty and self advocacy, youth leadership, tribal health
● Confederated Villages of Lisjan: provide cultural consultations ● Lytton Band of Pomo Indians owns and operates the Lytton Casino in San Pablo and has recently re-acquired land in Sonoma County for housing ● American Indian Cultural and Education Program is run out of Martinez and is focused on education of Native students and their families in Contra Costa County Solano:
● Tribal TANF Solano – resources for Indian children, office located in Fairfield ● Yocha Dehe Wintun Nation – mostly in Yolo County and Colusa County (Capay Valley), but ancestral lands include present-day Solano County and have programs here. Have also partnered with Solano County Resources Conservation District.
More Resources:
● California Tribal Groups Map
● Indigenous Voices and Reading Circle: Chapter Events — Climate Reality Bay Area 50 Last Update: January 2026
● U.S. Native History & Building Relationships with Native Communities for Effective Climate Work Video
● Native Land Resource on Territory Acknowledgement
January 15, 2026
TO: MCE Board of Directors
FROM: Alice Havenar-Daughton, VP of Customer Programs
RE: Customer Programs Update (Agenda Item #11)
Dear MCE Board Members:
Summary:
The following tables provide key metrics on current MCE Customer Programs. CPUC-funded energy efficiency programs operate on a calendar year basis, whereas MCE-funded programs operate on a fiscal year basis. Accordingly, program results are presented in alignment with each funding cycle.
Detailed information on each program is provided below the tables.
1. ENERGY EFFICIENCY
Home Energy Savings
2025 (Q1-Q3):
• 293 low- or moderate-income homes upgraded
• 64 no-cost heat pumps installed
• Program expenditures Q1-Q3 2025: $2,636,968
• Value of no-cost projects delivered to customers: $1,396,804 • Lifecycle Gross GHG Emissions Reductions: 3,308 MT/CO2e Results from prior years (2019-2024):
• 1,700 single family homes upgraded
• Saved participants over 500,000 kWh and over 7,000 therms • Program expenditures 2019-2024: $9,800,000
• Customers save an average of $143 per year on energy bills Results from Richmond Rising Grant (2023-present):
• 36 homes received solar installs
• 41 homes received energy efficiency upgrades
• 30 homes received electrification upgrades
Funding CPUC ($2,8000,000 annually), California Strategic Growth Council grant ($3,000,000), Chevron grant ($35,000)
Multifamily Energy Savings
2025 (Q1-Q3):
• 147 units at 5 properties upgraded
• Lifecycle Gross GHG Emissions Reductions: 109 MT/CO2e Results from prior years (2013-2024):
• 4,700+ multifamily units upgraded
• Saved participants more than 1.4 million kWh and 108,000 therms (approximately $666,240 in annual energy bill savings)
• Distributed nearly $1.2 million in incentive payments to customers Funding CPUC ($1,706,03 annually)
Flex Market Commercial Efficiency
2025 (Q1-Q3):
• 49 projects approved for installation
• Forecasted to save 1,618,000 kWh annually (approximately $485,400 in annual energy bill savings)
• Lifecycle Gross GHG Emissions Reductions: 475 MT/CO2e Results from prior years (2021-2024):
• Installed 103 projects that are forecasted to save over 8,650,000 kWh annually (approximately $2,595,000 in annual energy bill savings) Funding CPUC ($6,733,937 annually)
Flex Market Residential Efficiency
2025 (Q1-Q3):
• Launched in mid-2025, focusing on heat pump water heaters • 54 projects approved for installation
• GHG Emissions Reductions will be reported once installations have been completed Funding CPUC ($809,783 annually)
Small Business Energy Advantage
2025 (Q1-Q3):
• 136 businesses upgraded
• Over $397,000 in incentives
• GHG Emissions Reduction methodology is still being developed for this program and will be reported in future reports
Results from prior years (2024):
• Provided 40 small businesses with over $135,000 in incentives to install efficient equipment Funding CPUC ($973,276 annually)
Strategic Energy Management
• 2025 (Q1-Q3): 7 participating multifamily properties forecasted to save 166,448 kWh and 5,000 therms annually (approximately $55,000 in annual energy bill savings) • 21 participating non-residential customers forecasted to save 1,166,000 kWh and 96,000 therms annually (approximately $568,680 in annual energy bill savings) • Lifecycle Gross GHG Emissions Reductions: 827 MT/CO2e Results from prior years (2020-2024):
• Distributed over $240,000 in incentives to 12 participants • Saved over 3.7 million kWh of electricity and over 315,000 therms annually (approximately $1,828,200 in annual energy bill savings)
Funding CPUC ($1,775,805 annually)
Green Workforce Pathways
2025 (Q1-Q3):
• Placed 12 jobseekers with local electrification contractors in MCE's service area • 16 contractors provided with stipends to attend manufacturer training • Launched the Contractor Finder Tool on MCE’s website
• Hosted the E-Contractor Academy at MCE's Concord Offices and at the UA Local 342 JATC in Concord
o 16 participants representing 13 small, minority, women-owned construction businesses, ranging across different trades from general, electrical, plumbing to HVAC, solar and seismic engineering
• GHG emissions reductions are not tracked for this program because it is a workforce program and does not directly influence the installation of equipment Marin Community Foundation Grant:
• Launched the LIME Foundation's Next Gen Trades Academy in San Rafael • ABC7 aired a broadcast segment in January 2026
Results from prior years (2021-2024):
• Placed 48 job seekers with local electrification contractors in MCE's service area • Supported 139 job seekers in career readiness workshops Funding CPUC ($1,055,940 annually), Marin Community Foundation Grant ($380,000)
2. TRANSPORTATION ELECTRIFICATION
MCE Sync
• 3,022 vehicles with Smart Charging enabled
Current Fiscal Year (April 1- Dec. 16, 2025):
• Off peak charging: 4,797,114 kWh
• Shifted out of peak: 728,434 kWh
• Annual GHG Emissions Reductions: 78 MT/CO2e
• Customer savings (avg): $61/EV
• Customer incentives (avg): $67.42
• Customer incentives (total): $296,656
Chargewise Pilot:
• 522 vehicles on a Dynamic Rate with Smart Charging enabled • 98% of charging shifted out of peak periods
• 30% of charging occurred during the day (9am-3pm)
• Participants earned an average of $19/month in dynamic rate credits in addition to the average monthly savings of $11/month on their electricity bill • Participating customers have earned approximately $120,000 in dynamic rate credits Funding MCE Resiliency Fund FY 2025/26 ($926,692)
EV Rebates
Current Fiscal Year:
Instant Rebates:
• 1,031 rebates issued for EV purchase or lease using $2,718,500 in MCE rebates o 443 new vehicles ($1,550,500 in MCE rebates)
o 588 used vehicles ($1,168,000 in MCE rebates)
• Lifecycle Gross GHG Emissions Reductions: 3,155 MT/CO2e Results from prior years (2022-2024):
EV Instant Rebates:
• 1,367 rebates for EV purchase or lease using $4,170,000 in MCE rebates o 1,007 new vehicles ($3,498,000 in MCE rebates)
o 360 used vehicles ($672,000 in MCE rebates)
EV Rebate Program (2019-2022):
• 347 rebates issued for EV purchase or lease using $1,211,000 in MCE rebates Funding MCE Local Programs Fund FY25/26 ($4,566,480)
EV Charging Program
Current Fiscal Year:
• 152 new charging ports installed, 749 under reservation • $621,000 in MCE incentives provided
• GHG Emissions Reductions are not tracked for this program because of the administrative burden of tracking charging station usage data
Results from prior years (2018-2024):
• 1,232 new charging ports installed using $2,390,000 in MCE incentives Charge up Contra Costa (2022-present):
• 92 ports installed in low-income communities in Contra Costa using $545,000 in grant funding
• 128 additional ports under construction
Funding MCE Local Programs Fund FY 2025/26 ($1,710,745), CEC Grant – Charge Up Contra Costa ($1,200,000), Marin Community Foundation Grant ($180,000) Charged by Public Power
• Launched in 2024
• Collected over 600 survey responses
• Reached 131 focus group participants
• Starting project host site identification
• GHG Emissions Reductions are not tracked for this program because of the administrative burden of tracking charging station usage data
Funding DOE Grant ($1,000,000)
3. BUILDING ELECTRIFICATION
Heat Pump Water Heater Incentives
Current Fiscal Year:
• 216 heat pumps installed
• $463,570 in MCE incentives
• Lifecycle Gross GHG Emissions Reductions: 192 MT/CO2e Results from prior Years (2022-2024):
• 600 heat pumps installed using $854,000 in MCE incentives Funding MCE Local Programs Fund FY 2025/26 ($800,000)
Emergency Water Heater Loaner Program
• Launched in 2024
• 10 heat pump water heaters installed using emergency loaners since the program • Lifecycle Gross GHG Emissions Reductions: 9 MT/CO2e
Funding MCE Local Programs Fund FY 2025/26 ($142,000)
4. ENERGY STORAGE PROGRAM
Energy Storage for Residents and Critical Facilities
• Program closed to new applicants
Results from prior Years (2020-2024):
• 1.25 MWh of non-residential storage installed at 13 sites • 1.24 MWh of residential storage installed at 76 homes • Annual Gross GHG Emissions Reductions: 482 MT/CO2e
Funding MCE Resiliency Fund FY 2025/26 ($306,000), Marin Community Foundation Grant ($750,000), Self Generation Incentive Program Funding (>$1,000,000)
Department of Energy Storage Grant
Current program status:
• 12 applications received
• 2 sites selected for federal funding
Funding DOE Grant ($500,000), MCE Match Funding ($500,000) Solar Storage Credit Program
• 1,469 active customers
Funding MCE Operational Funds FY 2025/26 ($250,000)
Program Participation by Community
The following tables summarize community participation by county across MCE’s customer programs.
Contra Costa County
Community Home
Energy
Savings
Multi-Family
Energy
Savings
Flex Market
Commercial
Efficiency
Small
Business
Energy
Advantage
Strategic
Energy
Management
MCE
Sync
EV
Rebate
EV
Charging
Energy
Storage
Concord ✓ ✓ ✓ ✓ ✓ ✓ ✓
Danville ✓ ✓ ✓ ✓ ✓ ✓ ✓
El Cerrito ✓ ✓ ✓ ✓ ✓ ✓ ✓
Hercules ✓ ✓
Lafayette ✓ ✓ ✓ ✓
Martinez ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Moraga ✓ ✓ ✓ ✓ ✓ ✓
Oakley ✓ ✓ ✓ ✓ ✓ ✓
Pinole ✓ ✓ ✓ ✓ ✓ ✓
Pittsburg ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Pleasant
Hill
✓ ✓ ✓ ✓
Richmond ✓ ✓ ✓ ✓ ✓ ✓ ✓
San Pablo ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
San Ramon ✓ ✓ ✓ ✓ ✓ ✓ ✓
Walnut
Creek
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Uninc.
Contra
Costa
County
✓ ✓ ✓ ✓
Marin County
Community Home
Energy
Savings
Multi-Family
Energy
Savings
Flex Market
Commercial
Efficiency
Small
Business
Energy
Advantage
Strategic
Energy
Management
MCE
Sync
EV
Rebate
EV
Charging
Energy
Storage
Belvedere ✓ ✓ ✓ ✓
Corte
Madera
✓ ✓ ✓ ✓ ✓
Fairfax ✓ ✓ ✓ ✓ ✓ ✓
Larkspur ✓ ✓ ✓ ✓ ✓
Mill Valley ✓ ✓ ✓ ✓ ✓ ✓ ✓
Novato ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Ross ✓ ✓
San
Anselmo
✓ ✓ ✓ ✓ ✓
San Rafael ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Sausalito ✓ ✓ ✓ ✓ ✓
Tiburon ✓ ✓ ✓ ✓
Uninc.
Marin
County
✓ ✓ ✓ ✓ ✓ ✓
Napa County
Community Home
Energy
Savings
Multi-Family
Energy
Savings
Flex Market
Commercial
Efficiency
Small
Business
Energy
Advantage
Strategic
Energy
Management
MCE
Sync
EV
Rebate
EV
Charging
Energy
Storage
American
Canyon
✓ ✓ ✓ ✓ ✓
Calistoga ✓ ✓ ✓
City of
Napa
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
St. Helena ✓ ✓ ✓ ✓
Yountville ✓ ✓ ✓
Uninc.
Napa
County
✓ ✓ ✓ ✓ ✓
Solano County
Community Home
Energy
Savings
Multi-Family
Energy
Savings
Flex Market
Commercial
Efficiency
Small
Business
Energy
Advantage
Strategic
Energy
Management
MCE
Sync
EV
Rebate
EV
Charging
Energy
Storage
Benicia ✓ ✓ ✓ ✓ ✓
Fairfield ✓ ✓ ✓ ✓ ✓ ✓
Vallejo ✓ ✓ ✓ ✓ ✓ ✓
Uninc.
Solano
County
✓ ✓ ✓
Detailed Program Information
1. Home Energy Savings
Description: MCE's Home Energy Savings program aims to improve the comfort, efficiency and indoor air quality of low- and moderate-income households living in single family homes. The program offers free energy assessments and education with single point-of-contact customer service and free energy-efficient and electrification measures.
The program serves homeowners and renters whose household income is 200%-400% of the Federal Poverty Guidelines. This typically exceeds the income limit for services provided by programs like PG&E’s Energy Savings Assistance program. However, income constraints often prevent this group from participating in market-rate programs.
Richmond Rising is an initiative funded by a $35M grant awarded to the City of Richmond by the Strategic Growth Council. MCE was a sub awardee for this grant to expand Home Energy Savings and the installation of rooftop solar in Richmond.
2. Multifamily Energy Savings Program
Description: MCE’s Multifamily Energy Savings program helps transform multifamily homes into healthier, more energy efficient, all-electric spaces. The program is designed to make electrification and energy upgrades easier by breaking down common barriers like high upfront costs, complex decision-making, and the technical expertise needed to get started. The program offers free energy assessments for common areas and units, support with contractor selection and project planning and rebates for in-unit and common area measure upgrades such as ENERGY STAR® appliances, efficient lighting, insulation, windows, and water fixtures, electrification upgrades including heat pumps, induction stoves, electric dryers, and panel upgrades.
3. Efficiency Flex Market
Description: MCE's Commercial Flex Market programs provide energy efficiency incentives directly to project developers or contractors known as aggregators. The incentives are based on metered energy savings, instead of traditional energy efficiency programs that utilize deemed or custom models. These programs do not limit the technology or energy saving strategies implemented, resulting in the opportunity to maximize energy efficiency and load-shifting projects. Because the incentive is paid directly to the aggregator, the value is passed along to the customer in the way that best drives the success of the project, either by reducing upfront costs or getting paid based on energy savings performance.
MCE’s Residential Flex Market was relaunched in 2025 after contractors shared that the previous incentive process made it hard to manage cash flow between project completion and the later measurement period used to calculate payments. The updated program now provides an upfront rebate at installation based on estimated savings, plus a performance bonus a year later based on the project’s actual energy savings.
4. Small Business Energy Advantage
Description: MCE's Small Business Energy Advantage program helps small businesses in underserved communities become more resilient by providing equitable access to bill-reducing energy efficient upgrades that improve health, comfort, and safety. Unlike traditional programs, MCE's Small Business Energy Advantage program focuses on businesses that have historically been overlooked, ensuring real-world impacts and lasting community benefits.
The program offers free energy assessments and tailored education for all enrolled businesses, no-cost and low-cost energy efficiency upgrades, ongoing support, including project planning, installation, and post-installation follow-up to ensure satisfaction and connect businesses to additional resources.
5. Strategic Energy Management
Description: The Strategic Energy Management program offers a long-term approach to help multifamily properties and businesses save money, earn financial incentives, and better manage their energy usage. Participants can access free onsite assessments, cohort-style training, individual coaching, and peer-to-peer learning to build a stronger energy culture within their organization. The program offers customized opportunities to change how existing equipment is used (rather than installing new equipment) so the customer can see significant bill savings with little to no-upfront cost.
6. Green Workforce Pathways
Description: MCE’s Green Workforce Pathways program supports both residential service contractors and job seekers. For contractors, the program provides no-cost training on cutting-edge clean technologies and connections to vetted job seekers to help grow their business. For job seekers, the program offers individualized career support services and opportunities for paid positions with local energy contractors.
7. MCE Sync
Description: MCE Sync is a load-shifting app that helps EV drivers automate their EV charging at home to use the least expensive and cleanest energy on the grid. On average, 80% of EV charging happens at home, with every EV adding around 50% to a resident’s overall electricity usage. As the EV market continues to grow, the importance of smart EV charging will be even more significant.
Shifting electricity load toward lower-cost energy hours when more renewables are available bolsters grid resiliency from outages during critical periods.
In late 2024, MCE partnered with EV.Energy to launch ChargeWise, a CEC grant funded pilot. The ChargeWise Pilot deploys dynamic rates that align charging to wholesale electricity prices.
Customers who opt into this pilot can take advantage of very low daytime pricing to earn EV charging credits. The customers are provided a credit for the difference between their based electricity rate and the dynamic rate offered by the pilot.
8. EV Charging
Description: MCE’s EV Charging program provides multifamily properties and businesses with EV charging rebates, along with free technical assistance. The program offers:
• Up to $4,500 per networked Level 2 charging port plus $500 per L2 charging port for projects located in state-designated priority population areas and up to $875 per networked Level 1 charging port
• Stackable rebates with other regional EV charging programs • Technical assistance including a customized EV Charging Planning Report, which includes a site assessment, load study, available incentives, recommended vendors, and user pricing
9. Charged by Public Power
Description: MCE's Charged by Public Power program supports the planning and deployment of EV chargers and clean mobility options — such as bikeshare and carshare — in nine historically underserved communities across MCE’s service area. Priority communities include Concord, Fairfield, Napa, Pittsburg, Richmond, San Pablo, San Rafael, Unincorporated Contra Costa County, and Vallejo.
To ensure community-driven decision-making, the program established the Community Electric Transportation Council (CETC), which includes representatives from local governments, transit agencies, and community-based organizations. The CETC plays a key role in shaping inclusive engagement strategies, assessing transportation needs through surveys and focus groups, and informing the design and placement of EV chargers based on direct community input.
10. Heat Pump Water Heater Incentives
Description: To help increase adoption, MCE offers rebates to contractors for each energy-efficient heat pump water heater unit they install in the home of an MCE market-rate customer and slightly higher incentives for equipment installed in low- and moderate-income homes or multifamily properties. This can be combined with other energy efficiency rebates to further reduce costs.
11. Emergency Water Heater Loaner Program
Description: Approximately 90% of water heater replacements are emergency replacements. The urgency of restoring hot water to a home compresses a customer’s timeframe in deciding whether to switch to a heat pump water heater or continue burning fossil fuels. Customers are often unwilling to go without hot water during the time it takes to complete the retrofit requirements. The ability to provide an emergency replacement heat pump water heater solution that doesn’t inconvenience the customer is essential to moving California toward its carbon-neutral goals.
MCE’s Emergency Water Heater Incentive provides contractors $1,500 to help cover the cost of installing and maintaining a temporary loaner water heater (gas or electric) as part of the customer’s permanent heat pump water heater installation.
12. Energy Storage for Residents and Critical Facilities Description: MCE’s Energy Storage Program provided rebates, monthly bill credits and for battery energy storage systems paired with solar, in exchange for allowing MCE to discharge the battery daily from 4-9pm to manage peak loads and mitigate high energy costs. The program is currently closed to new customers, but staff are continuing to support some customers through the installation process which includes PG&E project approval (Permission to Operate) and to provide performance payments to non-residential batteries for 7 years post installation.
13.Department Of Energy (DOE) Energy Storage Grant
Description: In 2025, MCE offered a grant to our municipal customers to support the installation of storage on municipal sites funded by a DOE Energy Storage Grant that was awarded to MCE. The batteries will be used to provide resiliency and to offset peak demand.
14. Solar Storage Credit Program
Description: MCE offers customers with solar and storage at their home a monthly bill credit ($10- $20) in exchange for automating their battery to discharge down to a 20% reserve margin daily from 4-9 p.m., except to prepare for or during a power outage.
Recommendation:
Discussion only.
Strategic
Plan for
Energy
Services
MCE Budget
Workshop #1
January 28, 2026
Overview
Service area and how membership and community characteristics inform service delivery and program design.
2 Energy equity, including language access, supplier diversity, partner engagement, and priority populations.
Risk Mitigation strategies.
Customer Programs.
Electric supply options and procurement strategy, including state policy drivers (e.g., renewable/carbon-free targets, resource adequacy changes, and hourly emissions reporting reforms).
2026 Agency
Priorities
1. Reduce greenhouse gas emissions
2. Foster equity
3. Strengthen energy affordability
4. Amplify our impact by using our funds
wisely
5. Inspire others to take action
6. Achieve operational excellence and
foster an engaging employee
experience
7. Strengthen governance practices and
support shared understanding
3 Risks and Mitigation Summary
4 Risks Mitigation Efforts
Erosion of CCA autonomy Regulatory and legislative advocacy, demonstrate local decision-making value, and partner with industry groups.
Regulatory complexity &
expanding scope
Engage in regulatory proceedings, build internal compliance capacity, and invest in technology to streamline regulatory reporting.
Supply & demand
imbalance
Virtual Power Plant strategies, large scale solar + storage, energy efficiency.
Financial constraints Financial reserves, diverse funding sources, cost-saving strategies, investment-grade credit ratings, and fair rates.
Risks and Mitigation Summary Cont.
5 Risks Mitigation Efforts
Governance, trust & public
confidence
Board education, transparent public dialogue, and accurate, simple messaging.
Market dynamics Diverse procurement, long-term contracts, possible asset ownership, market monitoring.
Technology risks Pilot new technologies, partner with industry experts, prioritize proven solutions.
Climate & grid resiliency Distributed energy resources, local resilience, and customer-sited storage.
Energy Service Options
6 Service Option Description Customers Enrolled
(Approximate)
Light Green Default service (60% renewable) 586,000
Deep Green 100% renewable (+$0.0125/kWh,
CARE/FERA no premium) 38,700
Local Sol 100% local solar (Novato Cooley
Quarry, fully subscribed) 335
Green Access
100% renewable, 20% discount for
Disadvantaged Community +
CARE/FERA
5,800
NEW Pilot: 24/7 Green Hourly matched, municipal pilot
(Board-approved 2025) To be determined
As of December 2025, MCE’s participation rate—all electric customers within our service area—is at an all-time high of 87.2%, representing more than 601,000 accounts.
Customer
Programs:
Funding, Strategy, and Impact
Funding Overview
MCE customer and EV rebate recipient
• MCE Ratepayer Funds
• California Public Utilities Commission
(CPUC): $79 million awarded for 2024-
2027
• Grants and Federal Funding: $14.5 million
secured since 2019
8 Deep Green Community Reinvestment
The program development fund is supported
by the Deep Green Premium.
Half of 1.25¢/kWh is allocated to this fund.
$9 million worth of investments to date
directly from this program for EVs,
community housing grants, and heat pump
water and space heating.
Richmond resident and EV rebate recipient 9
Home Energy Savings participants and MCE staff
10 Customer
Program Pillars
1. Virtual Power Plant Strategies
2. Building Electrification
3. Electric Vehicles
4. Energy Efficiency
MCE’s customer programs are organized around
four core strategies to reduce GHG emissions, foster
equity, promote grid reliability, and deepen
customer engagement and relationships.
Virtual Power
Plant (VPP)
Energy Storage
12 Sub-Program
Cumulative
MCE
Expenditures
FY
2025/26
Budget
Proposed
FY 2026/27
Budget
% Change
Energy
Storage
Program
$4,384,000
(Apr. 2020-
Dec. 2025)
$506,000 $236,800 53% decrease as
we get closer to all
projects closing
out
DOE Grant
Match
Funds
$0 $200,000 $100,000 Total match
obligation over the
duration of the
grant is $500,000
Progress to date: 1.3 MWh of new storage in development across 7 commercial sites
DOE Grant Goal: 900 kWh in new storage at municipal sites Funding Sources:
• MCE Resiliency Fund
• Marin Community Foundation grant
• DOE Federal Earmark Funding
Battery installation at Pittsburg High
School
MCE Sync
13 Cumulative MCE
Expenditures
FY 2025/26
Budget
Proposed
FY 2026/27
Budget
% Change
$2,081,000
(Jul. 2021-Dec.
2025)
$926,692 $926,692 No change
• Goals by March 2027:
• Increase participation to 7,200 EVs (4,500 as of
Dec. 2025)
• 1,000 customers on a dynamic rate
• Funding Sources: MCE Local Programs Fund and
California Energy Commission grant
MCE Sync app
Peak Flex
14 Cumulative
MCE
Expenditures
FY 2025/26
Budget
Proposed
FY 2026/27
Budget
% Change
$62,000
(Apr. 2024-
Dec. 2025)
$100,000 $0 Shift program to
CPUC EE Funds
Plan Highlights: Transitioning from an event-based
model to a daily dispatch model for 2026-2028
Funding Sources:
• CPUC EE Funds
Peak Flex participant, City of Fairfield water
treatment plant
VPP Flex
15 Cumulative
MCE
Expenditures
FY 2025/26
Budget
Proposed
FY 2026/27
Budget
% Change
$209,000
(Apr. 2024-Dec.
2025)
$1,000,000 $1,000,000 No change
Plan Highlights:
Goals by 2029:
• Up to 30 resource types integrated in the Distributed Energy Resource Management System (DERMS)
• 3 MW load shift
• 20% cost recovery
Funding Sources:
• MCE Resiliency Fund
• California Energy Commission grant
VPP home unveiling, Richmond
Building Electrification
Green Workforce Pathways
Plan Highlights:
Goals for 2026:
• Enroll up to 13 contractors to support the paid
work experience participants
• 15 electrification training stipends
• 3 in-person electrification trainings for job
seekers
• 14 job seekers placed in paid work experience
• 80 job seekers provided with supporting job
placement services
• 2 training improvement projects that align with
GWP goals
Funding Sources:
• CPUC Energy Efficiency Funds
• Marin Community Foundation grant
Green Workforce Pathways participant 17
Electrification Incentives
18 Sub-Program Cumulative MCE
Expenditures
FY 2025/26
Budget
Proposed
FY 2026/27
Budget
% Change
Electrification
Incentives
$1,164,000
(Apr. 2021-Dec.
2025)
$800,000 $942,000 18% increase allowing the total number of measures to increase from 512 to 685.
Emergency
Water Heater
Loaner
Program
$13,000
(June 2024-Dec.
2025)
$142,000 $0 Proposed closure of the Emergency Water Heater Loaner Program in FY 26/27 due to low participation
and to direct funds towards other electrification
programs with higher customer demand.
Plan Highlights:
Goal by April 2027:
• Provide incentives for 685 electrification and electrification readiness measures, such as heat pump water heaters, induction stoves, or electric repairs
Funding Sources:
• MCE’s Local Programs Fund
Home Energy Savings
Home Energy Savings participant
• Plan Highlights:
• Goal for 2026:
• 100 no-cost electrification upgrades as
part of 325 homes receiving energy
efficiency upgrades
• Funding Sources:
• CPUC Energy Efficiency Funds
• Strategic Growth Council grant
• Chevron Grant
19 Multifamily Energy
Savings
Marina Bay Northshore Housing, Richmond
• Plan Highlights:
• Goal for 2026:
• Up to 200 units with electrification
upgrades as part of 50-200 units
receiving energy efficiency upgrades
• Funding Sources:
• CPUC Energy Efficiency Funds
20 Transportation
Electrification
EV Charging
22 Cumulative
MCE
Expenditures
FY 2025/26
Budget
Proposed
FY 2026/27
Budget
% Change
$7,884,000
(Mar. 2019-Dec.
2025)
$1,710,745 $2,289,137 34% increase
Plan Highlights:
Goal by April 2027:
• 400 new charging ports installed
Funding Sources:
• MCE Local Programs Fund
• California Energy Commission grant
• Marin Community Foundation grant
• U.S. Department of Energy grant
MCE EV Charging Rebate Recipient,
The Meadows of Napa Valley
Electric Vehicle Charging Program
FY25/26 FY26/27
# Per unit incentive # Per unit incentive
L2 343
Old: $3,000 (+$500 DG)
New: $4,000 (+$500 DG, +$500
DAC)
312 $4,000 (+$500 DG, +$500 DAC)
L1 Outlet 16 $750 (+$150 DG) 46 $2,000 (+$500 DG)
Technical
Assistance
reports
72 $3,435 Standard
$5,366 Complex
$6,976 Complex with Data
Logging
75 $3,641 Standard
$5,688 Complex
$7,396 Complex with Data
Logging
Implementation
(includes TA
report cost)
$622,245 $672,997
- Overall program management
- project verification and rebate processing
-rebate reservation
Higher budget adds:
-project completion support for some projects
-more customer education
EV Instant Rebate
24 Cumulative
MCE
Expenditures
FY
2025/26
Budget
Proposed
FY 2026/27
Budget
% Change
$9,264,000
(Mar. 2023-Dec.
2025)
$4,566,480 $3,594,500 21% decrease reflecting
the cooling market for
EV purchases, lower
vehicle total cost limits.
Total number of
projected rebates
dropping from 1,200 in
FY 25/26 to 876 in FY
26/27
Plan Highlights:
Goal by April 2027:
• 876 new rebates
Funding Sources:
• MCE Local Programs Fund
EV instant rebate recipient
Energy Efficiency 2026 Goals • Energy Management for Large Commercial and Industrial
Customers • 2,432,717 kWh and 416,639 Therms
• Efficiency Flex Market • Commercial: 18,803,422 kWh; 30,845 Therms
• Residential: 200,387
kWh; 29,983 Therms
• Small Business Energy Advantage • 325 projects in Disadvantaged Communities or Low-Income
Neighborhoods
25 Budget Impact and Options
26 Option Budget Impact Program Impact
1 Close or scale back EV Instant
Rebate Program
Savings of up to $3,594,500 Up to 876 income-qualified customers do not receive a rebate for the purchase
of an EV.
2 Close the EV Charging Program
to new applicants
Savings of around $800,000 Projects with existing reservations will still need to close out. Larger budget
implications in the coming FYs if we stop
taking in new project reservations.
3 Eliminate Electrification
Incentives
Savings of $942,000 685 electrification measures not installed in customer homes. Will also impact
MCE’s ability to spend down CPUC EE
funds.
Total Potential Savings (all options): Up to $5,336,500 Program Impacts and Expenditures
27 Program FY 2026/27
Proposed
Budget
MCE Cumulative
Expenditures
Program Impacts (inception to date)
1 EV Instant
Rebate Program
$3,594,500 $9,264,000
(Mar. 2023-Dec. 2025)
• 2,381 low-income customers purchased or
leased an EV with an MCE rebate
• GHG emissions reductions: 7,286 MT CO2e
2 EV Charging
Program
$2,289,137 $7,884,000
(Mar. 2019-Dec. 2025)
• 1,400 new charging ports at 142 locations
• GHG emissions reductions not tracked
3 Electrification
Incentives
$942,000 $1,177,000
(Apr. 2021-Dec. 2025)
• 700 electrification and electrification
readiness measures (heat pump HVAC,
water heater, heat pump dryers, induction
cooktops) installations completed
• GHG emissions reductions: 623 MT CO2e
mceCleanEnergy.org
[email protected]
Discussion
28 Integrated
Resource
Planning
January 28, 2026
MCE Budget
Workshop #1
What is the IRP?
2 • IRP = Integrated Resource Plan
• Key Goal: Identify a diverse portfolio of resources to meet grid reliability needs & support CA’s Greenhouse Gas
(GHG) emissions reductions goals.
• The IRP is overseen by the California Public Utilities Commission (CPUC) and is the process by which the
CPUC sets resource planning targets for Load Serving
Entities (LSEs) within its jurisdiction.
How Does the IRP Work?
3 The IRP has two tracks which impact MCE procurement, budget, and ratepayers:
1. Planning
• Builds Preferred System Plan (PSP) based on forecasts, policy goals, and statewide emissions targets.
• Load Serving Entities (LSEs) prepare individual plans that are aggregated and evaluated against PSP.
2. Procurement
• CPUC evaluates and determines if there is a need for additional procurement to fill identified shortfalls.
• This can (and has) lead to mandatory procurement orders.
IRP Process Explained
4 1. Load Forecasting:
• CPUC utilizes demand and reliability forecasts from California Energy Commission and CAISO to create long-term (10-20 years) forecast
2. Portfolio Modeling and System Needs
• CPUC models multiple resource portfolios based on requirements (reliability, emissions targets, cost) to identify system needs (capacity, resource types, transmission, etc.)
3. Preferred System Plan
• Utilizes modeling to create long-term procurement blueprint (resource mix, timing, etc.) that meets reliability and emissions targets
4. LSEs Develop Individual Conforming Portfolios
• LSEs allocated share of system plan and required to develop conforming portfolio demonstrating ability to meet state targets
How Does MCE Participate in the IRP
5 • MCE regularly engages in advocacy in CPUC-related proceedings to advocate for reasonable forecast and planning assumptions as well as fair procurement obligations
• Submit IRP plans to the CPUC every two years:
• After development of the PSP, the CPUC allocates portion of the PSP to individual LSEs like MCE
• MCE is required to create and submit a “conforming portfolio” for submission to the CPUC
• Conforming Portfolio outlines MCE’s model demonstrating that it can meet share of statewide reliability need and GHG targets.
MCE’s 2022 IRP (example)
For the 2022 IRP Cycle, MCE developed one
Conforming Portfolio that:
• Included plans for:
• 1091 MW of new capacity by 2035
• 85% renewable energy content by 2029
• 12% large hydroelectric energy by 2029
• Was consistent with MCE operational and
policy guidelines (Operational IRP)
• Satisfied all CPUC assigned emissions
limitations, energy, and reliability
requirements
6 MCE’s Procurement Update
7 2022 IRP Conforming Portfolio Projected by 2035 Contracted Capacity** Wind 265 MW 151 MW
Solar+Storage 212 MW Solar/
153 MW Storage
312 MW Solar/
263 MW Storage
Storage 400 MW 415 MW
Geothermal 109 MW 127 MW
Long Duration Storage 90 MW 35 MW
Demand Response 15 MW 15 MW*
* RA only
**Contracted capacity may include new or existing projects MCE’s Portfolio Content
8 Impacts of IRP on MCE
9 • The IRP process is used to demonstrate that MCE can, and plans to, meet reliability and GHG targets as set by the state.
• Directly impacts MCE’s operation strategy and budget:
• Influences and constrains (but does not dictate) MCE’s future procurement efforts
• Can result in procurement mandates if the PUC determines that the state requires new capacity to meet reliability and emissions requirements
• Has a direct (but not 1:1) impact on MCE’s procurement costs budget and rate impacts for MCE and its customers
IRP Impacts – Past Procurement Orders
10 • 2019 - IRP Procurement Order (D.19-11-016)
• Ordered 3,300 MW of new capacity by 2023 in tranches
• MCE share: 87.5 MW of Qualifying Capacity*
• 2021 - Mid Term Reliability (MTR) Order (D.21-06-035) • Ordered 11,500 MW of new capacity by 2026 in tranches between 2023 & 2026 and with certain requirements (i.e. Long Lead Time (LLT) Resources, Diablo Canyon Replacement, etc.)
• MCE share: 332 MW of Qualifying Capacity
• 2023 - Supplemental MTR Order (D.23-02-040)
• Ordered an additional 4000 MW to come online between 2026-2027 and extended LLT deadline to June 1, 2028
• MCE share: 122 MW of Qualifying Capacity
* Technology Specific discount factors are applied to Contracted Capacity by the CPUC to calculate Qualifying Capacity.
IRP Impacts – New
Procurement Order • In mid-January, the CPUC issued a
Proposed Decision based on prior
analysis identifying a need for
new capacity to meet state
reliability needs. • Orders 6,000 MW of new
capacity by 2032.
• Require all CPUC-jurisdictional
LSEs to procure proportional
shares of the 6,000 MW from
2029–2032.
• Drivers: Data center load
growth and transportation
electrification.
For MCE,
~60 MW in 2030 &
~120 MW in 2032
11 What IRP Does NOT Do
The IRP does NOT:
• Select individual projects or contracts that MCE must procure • MCE’s procurement authority resides with this Board,
and however the Board delegates such authority.
• All future contracts for resources will continue to follow that approval process.
• Determine specific or exact cost impacts for MCE
• Account for MCE or individual LSEs internal goals and constraints
• Align perfectly with market timing or contract availability to ensure least cost, optimal portfolios for individual LSEs 12 Next Steps
MCE does not
set rates for
electric delivery
or natural gas.
• MCE is beginning to engage in 2026
IRP Cycle
• Just received final templates and
requirements from CPUC
• Currently scheduled to be due
June 1, 2026
• MCE plans to bring IRP to Technical
Committee and Board for approval in
Q2 2026 before submitting to CPUC
13 Thank you!
mceCleanEnergy.org
[email protected]
Customer Rates,
Billing, and Cost
Context
MCE Budget Workshop #1
January 28, 2026
Who Controls What on the Bill?
2 MCE
Generation rates
Service Product
MCE-funded programs and discounts
PG&E
Transmission and Distribution rates
PCIA
Public Purpose Programs
Wildfire Mitigation and Recovery
The Customer
Rate Selection
Usage Patterns
Electrification upgrades, Energy
Efficiency additions or Battery Storage
Sample MCE Customer Bill
3 What Makes up an Energy
Bill?
1. PG&E-assigned Account Number
2. PG&E Electric Delivery Charges
3. MCE Electric Generation Charge
4 4. Detailed Summary of PG&E Fees
Sample MCE Customer Bill
5 5. Rate Schedule – Time of Use, Electric
Vehicle, Net Energy Metering
6. Baseline Credit – Discount provided
for a specific usage amount based on
location, season, and electrification
7. Generation Credit – The amount PG&E
would have charged a Bundled
Generation Customer.
• Bundled customers receive
generation services from PG&E.
Unbundled customers receive
generation services from their local
CCA.
8. PCIA
9. Franchise Fee Surcharge
Sample MCE Customer Bill
PG&E Base Services Charge – Effective March ‘26
6 • Applies to all PG&E residential customers, including MCE (not generation-related)
• Restructures PG&E T&D charges by moving some
costs from per-kWh rates into a flat monthly charge
• Not a new fee — required by state law (AB 205)
• Covers grid infrastructure and maintenance, billing,
call center, customer service, public purpose, and
energy programs
• Monthly Charges (Average)
• ~$24 most customers
• ~$12 FERA / deed-restricted housing
• ~$6 CARE
• Customer Impact
• PG&E per-kWh delivery rates decrease
• Low-usage customers may pay slightly more;
higher-usage customers may pay slightly less
7 11. Rate Identification Number
12. Deep Green
13. Local Utility Users Tax
14. Energy Commission Tax
Sample MCE Customer Bill
Rates versus Costs
8 Rates are what service
providers charge per unit of
energy consumed.
• Time of Use
• Net Energy Metering
• Electric Vehicle
• Small/Medium Business
Costs are what the customer
ultimately pays for their
consumption, which is a
combination of multiple factors:
• Rate schedule (ETOUC vs. EV)
• Usage Patterns
• Service option (Light Green vs. Deep
Green)
• Discount programs (CARE, FERA)
• PCIA Vintage
• Utility User Tax
• Baseline credit territory
Breakdown of Rates
9 Bundled Rate: Combined total electricity rates charged to non-CCA customers.
Unbundled Rate: Bundled rate minus IOU generation costs. *For CCA customers, PG&E shows its bundled rate charged on the bill and then removes the generation portion through a credit
PG&E rates
effective as of
January 1,2026
Breakdown of a Rate Schedule
10 Transmission and Distribution: the cost for
maintaining the grid and delivering energy. The
same T&D rates are charged for all IOU and CCA
customers. *Base services charge will be extracted
and identified separately here.
Public Purpose Programs: fund CARE, FERA,
and other CPUC programs. Many MCE programs
are funded by the PPP.
Wildfire-related Charges: recover PG&E costs
for system hardening, mitigation, and wildfire
settle payouts.
Power Charge Indifference Adjustment:
bundled customers receive the most recently
available vintage (2025/26)
Generation: the cost of sourcing electricity for a
home’s needs. PG&E “refunds” CCA customers
for these services through a generation credit.
PG&E rates effective as of January 1,2026
What Causes Bills to go Up and Down?
11 $0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
0 100
200
300
400
500
600
Average Total Billed Average Total Usage (kWh)
Seasonality
MCE Charges ($)Usage (kWh)
*Based on average residential MCE customer
MCE Time of Use Rate Rates as of January 1, 2023
What Causes Bills to go Up and Down?
12 • Time-of-Use rates influence customer behavior by signaling when electricity costs are highest • Specialty rate offerings (EV, EELEC) offer stronger time-of-use rate signals *MCE customer, 500 kWh usage, summer ETOUC rates as of January 1st 2026 Customer Behavior
What Causes Bills to go Up and Down?
13 PCIA
*MCE customer, 500 kWh usage, summer ETOUC rates as of January 1st 2026 Affordability
Beyond Rates
• Discount programs
• Income-qualified rates
• Bill assistance
• Demand flexibility programs
14 PCIA by Vintage, Effective Jan. 1, 2026
15 • *2017 Vintage
($.03661/kWh) is used in
MCE’s Joint Rate Mailer and
MCE-PG&E Joint Cost
Comparisons
• Weighted average PCIA:
$0.03783 per kWh
Vintage Current PCIA
MCE
Customer
Count
% of
Total Community
2009 $ 0.02973 6,160 1.0% Marin County
2010 $ 0.03366 2,385 0.4% Marin County
2011 $ 0.03492 86,952 14.4% Marin County
2012 $ 0.03676 18,504 3.1% Richmond
2013 $ 0.03708 19,581 3.2% Richmond
2014 $ 0.03686 43,635 7.2%
Benecia, El Cerrito, San Pablo, Uninc. Napa
County
2015 $ 0.03680 375 0.1%
2016 $ 0.03687 83,477 13.8%
Napa (City), American Canyon, Lafayette,
Walnut Creek, Yountville
*2017
$ 0.03661 215,016 35.6%
Concord, Danville, Martinez, Moraga,
Oakley, Pinole, Pittsburg, San Ramon,
Uninc. Contra Costa
2018 $ 0.03679 2,580 0.4%
2019 $ 0.03725 10,925 1.8% Uninc. Solano
2020 $ 0.03632 57,810 9.6% Pleasant Hill, Vallejo
2021 $ 0.05264 38,421 6.4% Fairfield
2022 $ 0.05272 6,343 1.0% Fairfield NEM
2023 $ 0.05380 2,317 0.4%
2024 $ 0.05660 9,221 1.5% Hercules
2025 $ (0.01011) 909 0.2% Hercules NEM
• PG&E typically changes rates multiple times a year and has submitted filings to the CPUC for rate increases in 2027, 2028, 2029, and 2030.
• CalCCA has filed comments highlighting concerns about the magnitude and volatility of the PCIA increase, and its growing role in driving customer bills.
Current Cost Comparison
16 *Amounts shown are based on a typical residential customer using 438 kWh per month on the E-TOU-C rate as of January 1, 2026. Actual costs will vary depending on usage and rate.
MCE Value Beyond Price
17 Rate stability: MCE has prioritized stable, predictable generation rates through disciplined procurement and long-term planning, helping shield customers from short-term market volatility and year-to-year rate swings.
Significantly higher renewable content: MCE currently provides approximately three times more renewable energy than PG&E (69% vs. 23%). Source: California Energy Commission
Community reinvestment, not shareholder profit: As a not-for-profit public agency, MCE reinvests revenues back into member communities for bill discounts and savings, EV and electrification incentives, local battery storage, renewable projects, and workforce development.
Local control and public accountability: MCE is governed locally by member agencies, with transparent public meetings and direct Board oversight, ensuring customer and community interests remain the priority.
18 Next Steps
• Workshop #2 on 2/11/26
• Determine possible
reinvestment in the MCE
Cares Credit Program for
Fiscal Year 2026/27
• Determine MCE
Generation Rates for Fiscal
Year 2026/27
mceCleanEnergy.org
[email protected]
Thank you!