MCE Board Orientation
Special Meeting & Public Workshop
March 11, 2026
4:00 p.m.
MCE Concord Office
2300 Clayton Road, Suite 1500
Concord, CA 94520
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 Ave., San Rafael, CA 94901, and in Concord at 2300 Clayton Road, Suite 1500, Concord, CA 94920.
DISABLED ACCOMMODATION: If you are a person with a disability who requires an accommodation or an alternative format, please contact MCE at (888) 632-3672 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
3. Public Open Time
4. MCE History and Statewide Context
5. Board Responsibilities and Expectations
6. MCE Overview
7. Strategic Plan for Energy Services
6:30pm Dinner Break
Agenda Page 2 of 2
8. Power Resources Overview
9. Finance Overview
10. Oath of Office
11. Next Steps and Resources
a. Board Member Resource Guide
b. Glossary of Terminology and Key Acronyms
c. Staff Contact List
12. Adjourn
MCE Board
Orientation 2026 MARCH 11, 2026
MCE History
and Statewide
Context
Opt-out model through AB 117 (Migden, 2002)
25 operational CCAs today
15 million+ customers
200+ towns, cities, and counties
Community Choice
Aggregation (CCA)
3 Community Choice Aggregation (CCA)
• Opt-out model through AB 117 (Migden, 2002)
• 25 operational CCAs today
• 15 million+ customers
• 200+ towns, cities, and counties
• Founded in 2016 by MCE and five other
CCAs.
• Represents interests in the legislature and at
state regulatory agencies
• California Public Utilities Commission
• California Energy Commission
• California Air Resources Board
California Community Choice
Association (CalCCA)
Research Institutions
Validate CCAs
“CCAs in California have played
an important role in
accelerating the state’s
transition to zero-carbon
electricity… [and] purchased
twice as much renewable
energy than required by the
state from 2011 to 2019.”
“California CCAs have
emphasized procurement of in-state renewable energy… [and] have signed long-term contracts
for new renewable energy
projects.”
“In 2018 the state updated its
renewables goals… with [a]
…goal of 33[%] by 2020. Almost
all the California CCAs exceeded
that…
In 2019, they provided an
average of about 50[%]
renewable power… large
utilities averaged less than
40[%]…”
4 How MCE Was Created — and Nearly Stopped
First CCA in California, formed in 2008
Did you know MCE was…?
• Sparked by local advocates
• Shepherded by a handful of local elected officials and government staff • Supported by grants, limited county funds, and a working capital bank loan • Faced significant PG&E opposition including $46M on a ballot initiative, misinformation campaigns, financing barriers, and legal challenges. Blocked at local banks, targeted by intensive misinformation advertising and mailing campaign & opt-out calls
Threatened litigation against municipal partners
Hired critics to present misinformation to local governments Formed a false local grassroots group for opposition
Bussed in recipients of non-profit PG&E fund recipients to speak in opposition to MCE 5
Evolving Challenges
• Advocacy support was key to overcoming startup challenges • Ballot initiative narrowly failed one month before launch • Enrollment challenges continued through early growth
• Challenges have shifted primarily to regulatory playing field • California Public Utilities Commission & California Energy Commission scope over CCAs was initially narrow – now a growing challenge
6 Why This History Matters Today
• Local governments created MCE
• Communities choose to participate
• Policy and regulatory decisions directly affect MCE success • Board leadership continues to shape agency direction
7 MCE’s Growth
2010 2012 2013 2015 2016 2018 2020 2021 2022
Service
starts in
Marin
County
Service offered
to all of Marin
County
Richmond
Benicia
El Cerrito
San Pablo
Napa County
American Canyon
Calistoga
Lafayette
Napa
St. Helena
Walnut Creek
Yountville
Concord
Danville
Martinez
Moraga
Oakley
Pinole
Pittsburg
San Ramon
Contra Costa County
Solano County
Vallejo
Pleasant Hill
Fairfield
2025
Hercules
8 14,600
customers
107,000
74% enrolled
51,000
87% enrolled
95,000
87% enrolled
242,000
89% enrolled
64,000
94% enrolled
10,600
92% enrolled
44,000
87% enrolled
10,000
43,000
81% enrolled
Not-for-Profit
Public Agency
38 Board Member
Communities.
Elected officials.
No tax dollars.
4 Bay Area
counties
590,000
Accounts
1.5 million
customers
9 Questions?
mceCleanEnergy.org
[email protected]
Board
Responsibilities
and Expectations
• CPUC
- Renewable Portfolio Standard (annual)
- Resource Adequacy (annual & monthly)
- Emissions Performance Standard (annual)
- AMI Privacy Audit (annual)
- AMI Privacy Report (triennial)
• CA Air Resources Board - Mandatory Reporting
Regulation
• CA Energy Commission - Integrated Energy Policy
Report
• CA Secretary of State - Form 635 (quarterly)
• CA Energy Commission - QFER (quarterly)
• US Energy Information Administration - EIA-861A
(annual)
• CA Fair Political Practices Commission - Form 700
(annual)
• CAISO - Officer Certification Form (annual)
Agency Compliance
Obligations
2 As elected representatives of their communities, Board members are busy with many work and community
commitments. MCE employs professional staff with
specialized expertise and full-time engagement on
MCE operations that Board members can rely on and
trust to focus on MCE’s continued success with their
communities.
The Board convenes in four ways: • Board meetings – 3rd Thursdays • Executive Committee – 1st Mondays • Finance Committee – 4th Thursdays • Technical Committee – 1st Fridays There are also Ad Hoc Committees as needed.
Current 2026 Ad Hoc Committees: • Contracts • Governance Assessment Board & Committees
3 Executive Committee
Current Meeting Schedule:
First Monday of each month at 12:00pm
Generally, this standing committee hears
and approves general issues related to
MCE including: • Legislation and regulatory compliance • Human resources • Finance and budgeting, debt, rate setting • Agenda setting for the regular MCE Board meetings and annual Board retreat
• Strategic planning • Outreach and marketing • Contracts with vendors 4 Finance Committee
Generally, this standing committee hears
and approves financial issues related to
MCE including: • Monthly investment reports and quarterly financials
• Annual audit • Rate setting proposals • Annual budget and budget adjustments • Entering into debt • Financial controls • Contracts for financial vendors 5 Current Meeting Schedule:
Fourth Thursday of each month at 10:00am
Technical Committee
Generally, this committee hears and
approves procurement and programs
issues related to MCE including: • Electricity supply • Distributed generation • Greenhouse gas emissions • Energy efficiency • Procurement risk management • Other topics of a technical nature 6 Current Meeting Schedule:
First Friday of each month at 10:00am
Board Meetings
7 Current Meeting Schedule: Third Thursday of each month at 6:30pm Meeting packets are emailed and posted online one week in advance In-person participation requested at one of four locations:
Contra Costa: 2300 Clayton Road, Suite 1500, Concord (MCE Office) Marin: 1125 Tamalpais Avenue, San Rafael (MCE Office)
Napa: 955 School Street, Napa, City Hall Committee Room (City Hall)* Solano: 1200 Harry Price Drive, Fairfield, ARC Conference Room (Fairfield Adult Recreation Center)* In addition, some meetings per year will be in a single location, typically, the first meeting of the year and the annual Board Retreat.
*Napa and Solano locations may change, please check current agenda for locations. 8 Website
Walkthrough
Virtual Participation per Brown Act
9 MCE supports teleconferencing per Gov Code 54953(b)
• The address must be noticed on the agenda.
• Agendas must be noticed at the location 72 hours in advance of a regular meeting or 24 hours in advance of a special meeting.
• Locations must be open and accessible to the public for the duration. • Attendance and votes must be taken by roll call.
• During the teleconference, at least a quorum must participate from locations within the boundaries of the territory over which the MCE exercises jurisdiction.
There are remote provisions in the Brown Act that provide more flexibility, however due to MCE’s hybrid nature meeting across offices, we rarely qualify as they require a quorum in a single location.
Quorum & Option to Delegate Vote
Quorum
• MCE needs 20 communities present at each Board meeting. • Certain agenda items will need 20 communities voting yes to pass the agenda item.
Vote Delegation
• The terms of MCE’s JPA provide the option of delegating your Board vote to another community.
• For example, several cities in Napa County have delegated their vote to Napa County’s representative. Mill Valley and Tiburon have delegated in the past. • We currently have 34 Board members representing 38 communities. 10 • Include MCE on the cover page
• Report financial interests
consistent with MCE’s Conflict of
Interest Code disclosure
categories
• Send a copy to MCE
Form 700 – Due April 1st!
11 MCE Disclosure Categories
Disclose income and investments from vendors that:
• Provide operational services to MCE;
• Generate electricity (which encompasses wind, solar, geothermal, hydroelectric, ocean, garbage, and biomass); and
• Design, build, manufacture, or service equipment that is utilized by electric power suppliers.
Disclose interests in real property (not primary residence) located:
• Within MCE’s service area; or
• Within 2 miles of the boundaries of MCE’s service area. 12 Questions?
mceCleanEnergy.org
[email protected]
Who is MCE?
3 MCE Value Proposition
4 Cleaner energy, local control, and community benefits — with competitive, stable rates. • Cleaner energy: MCE provides significantly more renewable electricity than PG&E (69% vs. 23%, per the California Energy Commission 2024 Power Content Label). • Community-first, not-for-profit: Revenues are reinvested locally in bill discounts, customer rebates, clean energy projects, and workforce development, not shareholder profit. Governed by locally elected officials with transparent public meetings and Board oversight.
• Competitive, stable rates: Historically stable rates, with income-qualified discounts, bill assistance, and customer programs.
Our
Values
Accessibility Innovation Equity
Fiscal
Responsibility Inclusivity Sustainability
6 Accessibility Innovation
Your Energy
Choices
Choice is Power
Default Service 100%
MCE
Deep Green
RENEWABLE
60%
MCE
Light Green
RENEWABLE
23%
PG&E
RENEWABLE
8 MCE Customer Overview
9 Commercial
51%
Residential …
MCE Load by Class
Commercial…
Reidential…
MCE Customer Count by Class
MCE
87%
PG&E
13%
Participation Rate: Residential
MCE
90%
PG&E
10%
Participation Rate: Commercial
MCE Participation Rate
10 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
MCE AVERAGE
MCE Electric Account Participation Rate by Community
As of February 2026 CONTRA COSTA, MARIN, NAPA & SOLANO
Deep Green Participation Rate
11 0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
MCE Deep Green Account Participation Rate by Community
As of February 2026
MCE AVERAGE
CONTRA COSTA, MARIN, NAPA & SOLANO
MCE Cares
Credit
The MCE Cares Credit was established in April 2021, as a targeted cost relief effort to support vulnerable residential and small business customers affected most by the COVID-19 pandemic.
Highlights
• The program has provided a $20/month credit to
households and a $25/month credit to small businesses
for over 30,000 customers on an annual basis, totaling
over $15.8 million in savings over its tenure.
• During the February 2026 Board meeting your Board
approved an extension of the Cares Credit program for
fiscal year 2026/2027 and an increase in the budget
funding to $10 million. The new funding amount is
expected to provide savings to over 50,000 customers
within the fiscal year.
13 $47.6 million in bill savings compared to
PG&E
$15.8 million in bill discounts through
Board-approved MCE Cares credit (over
30,000 low-income homes and small
businesses)
$8.4 million of customer debt eliminated
through Arrearage Management Program
(low-income homes)
$606,000 in bill discounts through the
Percentage of Income Payment Plan pilot
$82.8 Million in MCE
Customer Discounts
and Savings
13 Sample Bill
With PG&E
Service
14 Sample Bill with MCE Service
15 1
2 1 - PG&E Electric Delivery Charges
This PG&E charge includes the cost
of moving energy from the grid to
your home and maintaining the
electric lines
2 - MCE Electric Generation Charge
This MCE charge includes the cost of sourcing
electricity to match your home’s needs. It replaces the fee that PG&E would collect if it was providing your
generation service. This is not an additional charge.
Understanding
MCE Rates
MCE does not
set rates for
electric delivery
or natural gas.
• MCE sets rates for electricity
generation only.
• MCE typically sets its rates once a year. • MCE’s rates are released to the public with a 30-day review and comment
period. All rate changes are reviewed
publicly by MCE’s Board of Directors
and approved in a voting meeting.
• MCE’s Board is considering a 14% rate
reduction and 0.62 ¢/kWh credit, applied
through December 31, 2026. Pending
Board approval in March, new rates will
be effective April 1. 16
What is the
Power
Charge
Indifference
Adjustment
(PCIA)?
An exit fee PG&E collects from CCA customers for electricity contracts signed before communities chose MCE service.
• Designed so remaining PG&E customers are not left paying for past energy contracts
• Applies to all CCA customers statewide
• Set annually by the California Public Utilities Commission • Charges apply monthly ($/kWh) and vary by customer
“vintage” (the year a community joined MCE).
Why PCIA Matters
• Influences customer rates
• Largest factor in cost comparisons between MCE and PG&E • Drives public perception of savings
• Determined outside MCE control
• Major focus of statewide advocacy
Why MCE Advocates for PCIA Reform
18 PCIA calculations rely on forecasts and limited transparency • Unable to verify connection to actual contract costs
• Independent verification not possible
• Volatility creates uncertainty for customers and local governments • Higher PCIA reduces customer savings from local energy choice Statewide Reform Efforts
• MCE partnering with CalCCA to advance AB 1761 (Rogers) for PCIA transparency
• Bill would require greater access to data allowing independent visibility to basis of PCIA charges
• Ultimately, the bill would help verify customers are only paying their fair share of legacy energy costs
Where PCIA Shows
on Customer Bills
19 34
3 - Generation Credit
The amount PG&E would have charged you if it
provided your generation service.
Because you’re getting your electricity from MCE,
PG&E credits this fee back to you.
4 - Power Charge Indifference Adjustment
(PCIA)
PG&E collects this fee to cover the cost of energy
that it had contracted to purchase on your behalf
prior to your becoming an MCE customer.
Residential Cost Comparison- Current
Electric Generation $64.02 $69.07 $53.84
PG&E Electric Delivery $129.35 $129.35 $129.35
Additional PG&E Fees $16.29 $16.29 -$4.02
Average Total Monthly Cost $209.67 $215.14 $179.26
60%
RENEWABLE
MCE
Light Green
100%
RENEWABLE
MCE
Deep Green
23%
RENEWABLE
PG&E
20 Total cost differences are
significantly influenced by
PCIA charges (“Additional
PG&E Fees”).
Residential Cost Comparison- 2026 Rate Change
Electric Generation $51.62 $59.81 $53.94
PG&E Electric Delivery $129.35 $129.35 $129.35
Additional PG&E Fees $16.29 $16.29 -$4.02
Average Total Monthly Cost $197.26 $205.45 $179.26
60%
RENEWABLE
MCE
Light Green
100%
RENEWABLE
MCE
Deep Green
23%
RENEWABLE
PG&E
21 Energy
Affordability
energy
efficiency
Energy Burden: the percentage of gross
household income spent on energy costs.
• 35% of the burden experienced by low-income households could be alleviated by energy efficiency
• 51% of cold and flu incidents could be
reduced by improving indoor air quality
MCE reduces your
energy burden with
Energy
Spending
Household
income
Total Energy
Burden
22 California’s Duck Curve
23 • Midday Overgeneration:
Solar produces more energy
than needed in the middle of
the day.
• Steep Evening Ramp-Up:
Rapid increase in demand in
the evening when solar
production drops (4-9pm).
• Grid Stability:
Renewables like solar and
wind are intermittent.
• Meeting Peak Load Demand:
Challenging to meet high
evening demand, California
currently relies on gas-fired
power plants.
Net Electricity Demand in California
Hour
Megawatt
(in thousands)
Solar energy generation and customer usage patterns create imbalance in electricity supply and demand.
Strategies to Address Peak Load
• Customer education to
drive behavior change
• Energy storage paired
with solar
• Demand response
programs to reduce
usage during peak
times
• More baseload power
supply: geothermal,
bioenergy, hydro
6 a.m. – 4 p.m.
OFF-PEAK
$
4 p.m. – 9 p.m.
PEAK
$$
9 p.m. – 6 a.m.
OFF-PEAK
$
When demand increases, energy costs rise and fossil
fuel plants need to switch on
24 Peak load is the time when electricity demand is highest, typically during late afternoon and evening hours when many customers use energy at the same time.
Discount Programs
• CARE, FERA, and Medical Baseline
Allowance are provided in full to
MCE customers;
• Discount programs remain the
same with MCE service. Includes:
California Arrearage Payment
Program, Percentage of Income
Payment Plan, and PG&E employee
discounts.
no need
to reapply
25 Rooftop Solar Customers- Net Energy Metering (NEM)
MCE PG&E
Monthly surplus generation credited at retail rate
Surplus annual generation
is credited at $0.02 + the
wholesale rate
Surplus annual generation
is credited at the
wholesale rate
Billing: Monthly charges
and credits for generation
Billing: Monthly and
annual true-up
60% or 100% renewable
energy service when you
use energy from the grid
33% renewable energy
service when you use
energy from the grid
26 Rooftop Solar Customers- Solar Billing Plan (SBP)
MCE PG&E
Charges for electricity imported from the electric grid at retail time-of-use rates
Solar export credits at the
applicable Energy Export
Credit Value + MCE Solar
Bonus Credit, equal to
10% of the total Energy
Export Credits
Solar export credits at the
applicable Energy Export
Credit Value
Billing: Monthly charges
and credits for generation
Billing: Monthly charges
and credits for generation
60% or 100% renewable
energy service when you
use energy from the grid
33% renewable energy
service when you use
energy from the grid
27 Where does
the power
come from
Local Renewable Energy Projects
48 MW
31 MW FIT and FIT+
17 MW PPA
42 MW solar
6 MW bioenergy
22 projects
29 MCE Solar One
• Online in 2017
• One of the Bay Area’s largest
public-private solar partnerships
• Chevron remediated brownfield
site
• 341 jobs supported
• 50% local hire requirement
• Partners: City of Richmond, sPower,
Cenergy Power, Chevron,
RichmondBUILD
10.5MW
ground mounted
solar in Richmond
30 2024 Power Content
Renewable (%) 23% 69% 100%
Bioenergy 3 2 0
Geothermal 0 2 0
Small Hydro 1 4 0
Solar 14 44 50
Wind 4 17 50
Large Hydro 12 31 0
Natural Gas 2 0 0
Nuclear 63 0 0
Unspecified/Other 0 0 0
PG&E MCE Light
Green
MCE Deep
Green
Solar
Biogas
Wind
Union Job
Local Hire
Geothermal
Energy Storage
31 Daggett Solar +
Energy Storage
• Online in 2023
• Solar system – Single-axis tracker
• Lithium-ion battery energy storage system
• 500+ Union construction Jobs
• The site will sustain at least a dozen permanent
onsite roles
• MCE has a share of the overall project, which is
currently the largest solar power and battery
storage facility in California
110MW solar +
60MW battery in
San Bernardino, CA
32 Voyager Wind II
43.2MW
• Online in 2018
• 428,401 total labor hours during construction
• 3,200 acres
• 54 wind turbines
• Project provides jobs for 6 wind turbine
technicians, 1 site supervisor, and 5 balance of
plant and administrative support personnel
wind in Kern
County, CA
33 Little Bear
Solar Complex
160MW
• Online in 2020
• 1,200 acres of four separate solar generation
sites
• MCE’s largest solar project
• Produces power for 65,000 homes per year
• Represented roughly 500 new jobs and over
380,000 labor hours during construction phase
solar in
Fresno, CA
34 The Power of MCE
metric tons of
GHGs eliminated
since 2010
500K
60% renewable
since 2017,
100%
renewable option
95%
carbon-free
since 2022
$
reinvested in MCE
400M
communities since
2010
$4.5B
committed to
building new CA
renewable projects
48MW
of new renewable
projects built in our
service area
of labor hours
supported
3.3M
7,100
jobs created
35 Community
Engagement
Outreach Priorities
• Tell MCE’s story
• Promote positive behavior change
• Build equitable communities
• Educate our communities
• Benefits of electrification
• Bill savings opportunities
• Available rebates and incentives
• Emissions reductions opportunities
37 Key Strategies
• Attend community events
• Provide community sponsorships
• Co-design initiatives with partners
• Increase adoption of MCE’s services and
programs
• Focus on priority partners in:
• Workforce and economic development
• Education and youth engagement
• Older adult and disability justice
• Public health
• Transportation and housing
• Environmental justice
• Spanish-speaking communities
“MCE’s Because of youth Campaign
can help elevate… our student’s
voices… by making them feel valued
and valuable and that their work
matters.”
Build capacity and trust with local groups
to develop sustainable and continuous
relationships
- Rebecca Floyd
Project Coordinator with
Solano County Office of
Education
38 Case Studies
• Training the Next Generation
• $380,000 grant for Marin workforce
training
• Because of Youth
• Uplifting and empowering youth climate
activism
• Community Power Coalition
• 160 CBOs that support equity and
environmental justice
• 6 meetings a year
• Community Partnership Program
• Year 2 just launched
• $200,000 allocated to date
• CBOs and municipalities
• Now includes Community Benefit Funds
($170,000 available for 2026 partners)
Training the Next
Generation Grant
Because of Youth
39 Community Power
Coalition
Community
Partnership Program
Community Support
Support for CBOs, businesses, community events, and general information • Email us at [email protected]
Support for talking points, newsletters, and social media content • Email us at [email protected]
40 Jenna Tenney
Director of Communications and
Community Engagement
[email protected]
(925) 378-6747
ES
ES
*Se habla español
Jared Blanton
VP of Public Affairs
[email protected]
(925) 378-6747
ES
Customer Service Center
Please direct customers to our in-house service center. • www.mceCleanEnergy.org
• Email us at [email protected]
• Call us at (888) 632-3674
• In-house service center hours Mon. – Fri. 9am – 5pm
• Virtual or in-person appointments
You may contact our Vice President of Customer Operations directly for any customer inquiries you receive.
41 Zae Perrin
VP of Customer Operations
[email protected]
(925) 378-6743
ES
ES
*Se habla español
Questions?
mceCleanEnergy.org
[email protected]
El Cerrito At A Glance
Community Benefits Customer Enrollment 1
MCE Board
Member Quinto
attending ribbon
cutting for the
1MW Fallon Two
Rock Solar Project
EV Rebates Distributed2
$260,000
EV Charging
Rebates Distributed $21,000
EV Ports Installed3
6 Energy Efficiency
Rebates Distributed $244,213
MCE Participation Rate 91.5%
Deep Green 10.8%
Solar 13%
CARE Discount 12%
Medical Baseline 2%
• El Cerrito city staff are participating in a new Contra Costa staff working group led by MCE. This quarterly group brings together a coalition of sustainability staff across MCE member communities in Contra Costa County.
• Proud sponsors of El Cerrito’s 4th of July Festival.
1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
3 Ports installed at public parking lots for small businesses, schools, multifamily housing, and public agencies Hercules At A Glance
Community Benefits Customer Enrollment 1
MCE staff at the
Hercules Bay Front
Festival and Run
with MCE Board
Chair Scales-Preston
EV Rebates Distributed2
$56,000
Energy Efficiency
Rebates Distributed $29,300
MCE Participation Rate 91.8%
Deep Green 0.2%
Solar 16.4%
CARE Discount 16.3%
Medical Baseline 4.6%
• As a kickoff to the Hercules enrollment MCE was a proud sponsor of the annual Hercules Bay Front Festival and Run.
• MCE proudly sponsored the First Annual Hercules Lunar New Year Parade in 2025
1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
Lafayette At A Glance
Community Benefits Customer Enrollment 1
MCE staff tabling
at Lafayette’s
Senior Symposium
EV Rebates Distributed2
$119,000
Energy Efficiency
Rebates Distributed $498,657
Metric Ton of
CO2 Reduced 8,677
MCE Participation Rate 90.3%
Deep Green 7.9%
Solar 20.1%
CARE Discount 4.5%
Medical Baseline 3.9%
• Lafayette Earth Day
• Lafayette Community Service
• Community Foundation – Senior Symposium
1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
Pleasant Hill At A Glance
Community Benefits Customer Enrollment 1
Sustainable Contra
Costa Green
Businesses Awards
Ceremony at
Pleasant Hill
Community Center
EV Rebates Distributed2
$233,500
Energy Efficiency
Rebates Distributed $799,743
Metric Ton of
CO2 Reduced 3,061
MCE Participation Rate 90.5%
Deep Green 5.9%
Solar 14.9%
CARE Discount 10.8%
Medical Baseline 4.2%
• Pleasant Hill Earth Day Festival
• Mayor's Conference
• Pleasant Hill Juneteenth Celebration
• Sustainable Contra Costa Gala
• Contra Costa Green Business Award
• Justice for Seniors- Contra Costa Senior Legal Services Fundraiser 1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
3 Ports installed at public parking lots for small businesses, schools, multifamily housing, and public agencies Richmond At A Glance
Community Benefits Customer Enrollment 1
MCE and Partners
Unveil Virtual
Power Plant at a
newly built all-electric clean
energy home in
Richmond
EV Rebates Distributed2
$1 Million
EV Charging
Rebates Distributed $453,000
EV Ports Installed3
122
Energy Efficiency
Rebates Distributed $2.2 Million
MCE Participation Rate 83.8%
Deep Green 7.2%
Solar 11%
CARE Discount 30.2%
Medical Baseline 2.7%
• MCE partnered with SparkPoint Contra Costa County in 2025 to host a focus group as part of MCE’s Charged by Public Power Program. Eight participants provided insights to expand access to clean transportation • Transformative Climate Communities (TCC): In partnership with GRID Alternatives and the City, MCE continued its targeted work in energy efficiency and electrification for single-family homes. 1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
3 Ports installed at public parking lots for small businesses, schools, multifamily housing, and public agencies San Pablo At A Glance
Community Benefits Customer Enrollment 1
EV charging
stations at the City
of San Pablo
EV Rebates Distributed2
$229,000
EV Charging
Rebates Distributed $66,500
EV Ports Installed3
21 Energy Efficiency
Rebates Distributed $297,873
MCE Participation Rate 87.6%
Deep Green 5%
Solar 4.5%
CARE Discount 38.9%
Medical Baseline 2.2%
• San Pablo EDC received $12,500 for MCE’s 2025 Community Partnership Program to support MCE's Small Business Energy Advantage program • Partnered with City of San Pablo to host a bilingual focus group as part of MCE’s Charged by Public Power Program. 24 participants provided insights to help expand access to clean transportation solutions
1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
3 Ports installed at public parking lots for small businesses, schools, multifamily housing, and public agencies Solano County At A Glance
Customer Benefits1 Customer Enrollment
Supervisor Vasquez
presenting at the
Solano Farm Bureau
49 EV Rebates Distributed2 $18,000
Energy Efficiency
Rebates Distributed $29,266
Metric Ton of
CO2 Reduced 9,963
MCE Participation Rate 84.25%
Deep Green 4.1%
Solar 23.5%
CARE Discount 11%
Medical Baseline 5.9%
• County enrolled in MCE’s Strategic Energy Management program which aims to reduce energy usage by up to 15%
• Solano County Office of Education Youth Resiliency Summit and Academic Decathlon ($7,000)
• Solano Economic Development Corporation was a recipient of MCE’s Community Partnership Program in 2025 ($10,000), providing outreach to 1,000+ Solano residents and businesses related to energy efficiency and EV Charging 1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
3 Ports installed at public parking lots for small businesses, schools, multifamily housing, and public agencies Walnut Creek At A Glance
Community Benefits Customer Enrollment 1
MCE staff at Contra
Costa County’s
Electrification Fair
in Walnut Creek
EV Rebates Distributed2
$386,000
EV Charging
Rebates Distributed $230,216
EV Ports Installed3
112
Energy Efficiency
Rebates Distributed $175,791
MCE Participation Rate 90.2%
Deep Green 7.3%
Solar 10.6%
CARE Discount 8.26%
Medical Baseline 3.9%
• Walnut Creek’s municipal facilities are enrolling in MCE’s Strategic Energy Management program, with an estimated 15% energy reduction at participating locations.
• Proud sponsors of Sustainable Walnut Creek, the City’s Earth Day Celebration, and Climate March & Rally.
1 Cumulative statistics since joining MCE
2 Funds distributed directly to customers
3 Ports installed at public parking lots for small businesses, schools, multifamily housing, and public agencies Strategic
Plan for
Energy
Services
Strategic Plan Contents
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
Why Customer Programs Exist
Reduce Costs, Improve Reliability, and
Deliver Local Benefits
• Reduce peak demand and energy costs,
promoting grid reliability
• Lower customer bills and improve
affordability, fostering equity
• Accelerate decarbonization
8 Core Outcomes
1. Manage Grid & Market Risk
• Reduce 4–9 pm peak demand
• Lower Resource Adequacy exposure
• Improve reliability
2. Improve Customer Affordability
• Bill savings
• Rebates & incentives
• Income-qualified access
3. Advance Community & Climate Goals
• Electrification
• Workforce development
• Local reinvestment 9
Home Energy Savings participants and MCE staff
How Programs Are
Funded
MCE customer and EV rebate recipient
• MCE ratepayer reinvestment
• California Public Utilities Commission
(CPUC) energy efficiency funding
• $79 million awarded for 2024-2027
• Local, State, and Federal Grants
• $14.5 million secured since 2019
These investments allow MCE to tailor
programs to different customer and system
needs.
10 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 11
Serving Different Customer Needs
Households Local Businesses Workforce
Development
12 Grid & Reliability
Resources
Supporting Households
SINGLE FAMILY & MULTIFAMILY
• Reduce energy bills
• Replace fossil fuel equipment (electrification)
• Enable smart energy use
Home Energy Savings
14 No-cost home upgrades (attic insulation, duct seal, heat pump HVAC, heat pump water heater, etc.) to income
qualified customers.
Impact to Date
• 2,000+ low- and moderate- income homes upgraded
• Average bill savings: $143 per year
2026 Goals
• 325 no-cost energy efficiency upgrades
• 100 no-cost electrification upgrades
2026 Funding
• CPUC: $2,995,000
• Strategic Growth Council grant: $520,000
• Chevron Grant: $35,000
347 homes upgraded in 2025
Electrification Incentives
15 Rebates to market rate customers for each energy-efficient HPWH or HP HVAC unit installed and low to no cost HPWHs, HP HVAC, induction stoves and HP dryers for low/moderate
income.
Impact to Date • Over 800 heat pump water heaters installed residential and municipal sites.
Goal by April 2027 • Provide incentives for 685 electrification and electrification readiness measures, such as heat pump water heaters,
induction stoves, or electric repairs in single family or multifamily properties.
Funding • MCE Local Programs Fund: $1,164,000 cumulative spend (Apr. 2021 – Dec. 2025)
Multifamily Energy
Savings
Provides technical assistance and
financial incentives for energy efficiency
and electrification upgrades at
affordable multifamily properties.
Impact to Date
• 4,800 units upgraded
• Distributed over $1.2 million in incentive
payments to customers
2026 Goal
• Up to 200 units with electrification
upgrades as part of 50-200 units
receiving energy efficiency upgrades
2026 Funding
• CPUC: $897,000
16 New Beginnings Center induction range Emerson Arms mini-split heat pumps Venetia Oaks mini-split heat pumps
MCE Sync: EV Smart-Charging App
$50
• Works with most EV makes & models
• $50 sign-up bonus
• Up to $10 per month cash back for charging
during low-carbon events
• Saves $40 or more per year just by charging
during off-peak hours Sign-up bonus
Automates EV charging to help
residential customers use the least
expensive and cleanest energy on the
grid
Saves
$40
or more per year
just by charging
during off-peak
hours
mceCleanEnergy.org/mce-sync
17 MCE Sync
18 Impact to Date
• 4,500 enrolled EVs (70% smart charging)
• 94% of energy delivered off-peak
Goals by March 2027
• Increase participation to 7,200 EVs
• 1,000 customers on a dynamic rate
Funding
• MCE Local Programs Fund: $2,081,000 cumulative
spend (Jul. 2021 – Dec. 2025)
MCE Sync app
Optimized for Smart
Solar Charging • Maximizes NEM credits by exporting solar production to the grid during peak hours
• Lowers electricity bills by using solar for EV
charging during off-peak hours
• Charge whenever needed using the least
expensive and cleanest electricity on the grid
MCE Sync works with any home
PV without hardware
mceCleanEnergy.org/mce-sync
19 MCE EV Instant
Rebate
Impact to Date
• 3,011 rebates
Goal by April 2027
• 876 new rebates
Funding
• MCE Local Programs Fund: $9,264,000
cumulative spend (Mar. 2023-Dec. 2025)
“My wife and I save at least
$500 a month on gas!”
Providing Access to EVs for Income
Qualified Customers
Point of sale rebates: $3,500 – new vehicle; $2,000
– used vehicle
– Damian
MCE customer and
EV rebate participant
20 Supporting
Local Businesses
• Lower operating costs
• Improve building performance
• Support economic resilience
Small Business Energy Advantage
22 Site assessments, financial incentives, and energy
efficiency education to small businesses in Environmental and Social Justice communities.
Impact to Date
• 182 projects
• Annual bill savings: $85,000+
2026 Goals
• 325 projects
2026 Funding
• CPUC: $538,257
Energy Management
23 Provides technical support and incentives to help
commercial, industrial, and agricultural customers
reduce energy use through operational improvements
and long-term energy management. Incentives based
on energy savings over 1–6 years.
Impact to Date
• 29 total participants in 2025 (12 new in 2025 vs. 5
new in 2024)
• 4 capital projects completed
2026 Goals
• 20 capital projects
2026 Funding
• CPUC: $1,775,805 1,092 MWh
76,440 therms
2026
Forecasted
Savings
1,520 MWh
1M + therms
2025
Energy
Savings
Commercial and Residential Flex Market
24 Incentives based on metered energy savings, instead of traditional energy efficiency methods, which utilize deemed or custom models.
As a result, these programs do not limit the technology or energy saving strategies implemented, allowing for a flexible path to meet customer needs, MCE’s EE resource needs, and grid reliability.
Impact to Date:
• 124 commercial projects
• $2.6 million in annual energy bill savings
• 8 residential projects (76 reservations)
2026 Goals:
• 2,432,717 kWh and 416,639 Therms savings
2026 Funding:
• CPUC $6,733,937
EV Charging
Accomplishments to date:
• Over 1,400 new charging ports
Goal by April 2027:
• 400 new charging ports installed
Funding Sources:
• MCE Local Programs Fund
• California Energy Commission grant ($1,200,000)
• Marin Community Foundation grant ($180,000)
• U.S. Department of Energy grant ($1,000,000)
$4,500
Deep Green
Level 2 Charging Port Incentives
25 $4,000
Light Green
$500
Priority Population
Adder
EV charging incentives and no-cost technical
assistance to workplaces, multifamily properties
and community-serving public locations.
Cumulative MCE Expenditures
$7,884,000
(Mar. 2019-Dec. 2025)
Workforce
Development
Green Workforce Pathways
Supports the new and existing green workforce through residential electrification training and job placement. Customer programs only succeed if a trained local workforce exists to install and maintain these technologies.
Accomplishments to date:
• 23 contractors received electrification training stipends • 15 Minority-Owned, Women-Owned, and Disadvantaged Business Enterprise Contractors attended the E-Contractor Academy
• 60 job seekers placed in paid work experience
• Over 200 job seekers provided with job placement support services 2026 Goals
• 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 services supporting job placement 2026 Funding
• CPUC: $620,920 Green Workforce Pathways participant 27 Grid & Reliability
Resources
Customer-sited technologies
increasingly function like power
plants — helping manage peak
demand and control long-term
costs.
29 What is a Virtual Power Plant?
DERs VPP
Power Flow
± 0.50%
VPP
VPP Flex
30 Integrates eligible customer programs under a singular umbrella of the VPP. We will schedule the VPP in CAISO
markets, just as we do today with traditional power plants.
Customers will be paid for their participation. MCE will begin enrolling new participants and growing its engagement with VPP Partners beginning in 2026.
Goals by 2029
• Up to 30 resource types integrated
• 3 MW load shift
• 20% cost recovery
Funding
• MCE Resiliency Fund
• California Energy Commission grant: $10M ($5M MCE
match)
VPP home unveiling, Richmond
Energy Storage
31 Funding for battery storage systems paired with solar at homes and critical facilities. Batteries provide power during grid outages and reduce customer usage during evening peak hours.
Impact to Date
• 1.25 MWh of new storage installed or in development across 13 critical facilities (schools, fire stations, medical centers, etc.) • 1.3MWh of new storage at 76 homes
DOE Grant Goal
• 900 kWh in new storage at municipal sites
Funding
• MCE Resiliency Fund: $4,384,000 cumulative expenditures (Apr. 2020-Dec. 2025)
• Marin Community Foundation grant: $750,000 (no MCE
match)
• DOE Federal Earmark Funding: $1,000,000 ($500,000 MCE match)
Battery installation at Pittsburg High
School
Customer
Programs
Lower Peak
Demand
Lower
Resource
Adequacy &
Market Costs
Greater Rate
Stability
How Programs Support Rate Stability
Investments in customer programs today help reduce long-term electricity costs.
32 Questions?
mceCleanEnergy.org
[email protected]
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;
Claire Trombadore, U.S. EPA Pacific Southwest Region Division Director, Dawn Weisz, MCE CEO, Jim Becker, RCF Connects CEO, Eduardo Martinez, City of Richmond Mayor, Shanelle Scales-Preston, Contra Costa County Supervisor and MCE Board Chair, and Patty Monahan, California Energy Commissioner, unveil 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....................................................................................................... 23 Virtual Power Plant Strategies .................................................................................................... 24 Building Electrification................................................................................................................. 30 Electric Vehicles ............................................................................................................................ 35 Energy Efficiency .......................................................................................................................... 38 Section 6: Risk Mitigation................................................................................................................ 43 Appendix A Disadvantaged & Low-Income Communities......................................................... 46 Appendix B Tribal Communities .................................................................................................... 48 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 85% renewable MCE TBD2
2030 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.
2 MCE agency targets reflect Board-adopted policy at the time of establishment and may be revisited by the Board independent of state-mandated requirements. 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 2022, 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.
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 1 MW Cooley Quarry Project providing power to Local
Sol. Located in Novato, CA.
22 Last Update: January 2026
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.
23 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
24 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.
25 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.
26 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:
27 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
28 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. 29 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. 30 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.
31 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 32 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.
33 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.
34 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.
35 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:
36 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.
37 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
38 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 39 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.
40 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 41 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;
42 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.
43 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 44 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 45 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.
46 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)
47 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)
48 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 49 Last Update: January 2026
● U.S. Native History & Building Relationships with Native Communities for Effective Climate Work Video
● Native Land Resource on Territory Acknowledgement
1 Power
Resources
Overview
Agenda
2 Resource Planning Overview
• MCE Demand Projections and Resource Mix
• What drives MCE’s power procurement?
• Regulatory Requirements
• Power Content
Energy Markets Overview
• California Independent System Operator (CAISO)
Resource Planning Overview
MCE 10-Yr Demand Projection
4 0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035
GWh
Baseline Retail Net Load Electric Vehicle Load Building Electrification Distribution Losses Net Energy Metering Energy Efficiency Total Net Load
MCE Projected Resource Mix
5 -
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035
GWh
Biomass/LFG Solar Solar + Storage
Wind Small Hydro Geothermal
Large Hydro/ACS TBD Renewables/Carbon Free Total Net Load Power Procurement to meet Compliance
6 Integrated Resource Planning (IRP) : MCE is mandated by the California Public Utilities Commission (CPUC) to procure over 720 MW of new qualifying capacity by 2032 to meet reliability and emission reduction goals of the state.
Renewable Portfolio Standard (RPS): State Mandated program that requires Load Serving Entities (LSEs) to serve 60% of their retail sales using renewable resources by 2030.
Resource Adequacy (RA): A CPUC program that requires LSEs to secure a certain amount of capacity to maintain grid reliability.
Portfolio Targets for Power Content
7 Product Renewable
Target
GHG-Free Target
MCE Light Green 60% 95%
MCE Deep Green 100% 100%
ENERGY MARKETS
OVERVIEW
8 9
38 Balancing Authorities
Serve the Western Grid
• Balancing authorities balance
supply with demand at all times.
• When this balance is achieved,
grid frequency is 60 Hz.
• The California Independent
System Operator (CAISO) is the
balancing authority for
approximately 80% of CA.
CAISO Uses Markets to Help Balance
Supply and Demand
Demand Bids
Supply Offers
CAISO Market Engine
Transmission Model
& Constraints
Resource Capabilities
Demand Forecast &
Reserve Requirements
Schedules and Prices
Power Balance Constraint
Looks for least-cost, feasible solution
5 MCE Actively Participates in CAISO Markets
0 10
20 30
40 50
60 70
80 90
100
0 200
400
600
800
1,000
1,200
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 MW MCE's CAISO Supply and Demand $/MWh
Illustrative 24-Hour Example
Geo Bio Wind Hydro Solar + Storage Pure Hedge Demand Demand Price Questions?
mceCleanEnergy.org
[email protected]
Finance
Overview
Finance Department Goals
Minimize costs by proactively managing risks
Ensure fiscal strength through effective rate setting and program evaluation Allow MCE to cost-effectively deliver on its mandates
Leverage MCE’s credit strength
Apply best-in-class Finance practices
Maximize Investment results within Board approved investment policy 2 Audited Financial Results for
Fiscal Years 2020 - 2025
• MCE’s Change in Net position (income) was $13 million for FY 2025. • MCE carries no debt at this time.
• FY runs April – March.
3 $419 $441
$476
$645
$783
$842
$349
$414
$462
$604 $624
$828
$162 $189 $203 $244
$404 $417
$70 $28 $14 $41
$160
$0 $13
$300
$600
$900
2020 2021 2022 2023 2024 2025
Millions
Total Income Total Expenses Cumulative Net Position Change in Net Position A- with Stable Outlook
Affirmed in December 2025
A with Stable Outlook
Affirmed in December 2025
Both ratings are investment grade and allow MCE to
negotiate better terms with counterparties.
Credit
Ratings
4 Clean Energy Prepay Bonds Program
• MCE has issued $2.6 billion in tax exempt prepay bonds to reduce the cost of energy for customers
• Bonds are non-recourse to MCE and were issued through California Community Choice Financing Authority (CCCFA), which MCE helped establish. • Bonds were certified as “Green Climate Bonds” by Kestrel Verifiers • Savings reset after the end of the initial period
5 Series Date Completed Par Value Total Savings In Initial Period Initial Period Duration 2021A November 2021 $0.6 billion $14.5 million 5 years
2023G December 2023 $1 billion $41.3 million 6 years
2025B June 2025 $1 billion $64.6 million 10 years
Total $2.6 billion $120.4 million
Additional Resources
Additional resources can be found on MCE’s website:
https://mcecleanenergy.org/key-documents/
6 mceCleanEnergy.org
[email protected]
Thank you!
Board Member Resource Guide
NOTE: These materials are current at the time of the orientation, but they are regularly updated. You can request the most recent versions from [email protected].
1. Acronyms, Key Legislation, and Terminology
2. Board and Committees
a. Roster (Board Offices and Committees)
b. Executive Committee Overview
c. Finance Committee Overview
d. Technical Committee Overview
3. MCE Overview
a. California’s CCA Story (video)
b. 2022 Integrated Resources Plan (10-year energy procurement plan)
4. Key Documents
a. Finance and Budgets
b. Policies (Finance, Internal Operations, Customer Operations, Power Resources, Communications)
5. Principles and Guidelines
a. Responsible Green Hydrogen
b. Responsible Biomass Electricity Development
c. Renewable Energy Development Community Benefit Funds
6. Formation Documents
a. Ralph M. Brown Act
b. Operating Rules & Regulations
c. Voting Shares
d. Joint Powers Agreement
e. Amendment to Implementation Plan
f. Implementation Plan
GLOSSARY OF TERMINOLOGY AND KEY ACRONYMS
Quick Navigation (click for definition)
AB 32 – Global Warming Solutions Act of 2006
AB 117 – Community Choice Aggregation Enabling Legislation SB 790 – Charles McGlashan Community Choice Aggregation Act SB 350 - Clean Energy and Pollution Reduction Act of 2015 Bundled and Unbundled Customers
CAISO – California Independent System Operator
CalCCA -California Community Choice Association
Capacity
CAM – Cost Allocation Mechanism
CARB – California Air Resources Board
CARE – California Alternative Rates for Energy
CCA – Community Choice Aggregation
CEC – California Energy Commission
CPUC – California Public Utilities Commission
Day-Ahead Market
DER – Distributed Energy Resources
DR - Demand Response
Distributed Generation
Duck Curve
EE – Energy Efficiency
FERA – Family Electric Rate Assistance
FERC – Federal Energy Regulatory Commission
Fossil Fuels
GHG - Greenhouse Gas
IOU – Investor-Owned Utility
LSE – Load Serving Entity
NEM – Net Energy Metering
PCIA – Power Charge Indifference Adjustment
Peak and Off-Peak
PPA – Power Purchase Agreements
RA – Resource Adequacy
RECs – Renewable Energy Certificates
RPS – Renewable Portfolio Standard
Tiered Rates
Time-of-Use
Back to Top 2
Key Legislation
AB 32 – Assembly Bill 32, the Global Warming Solutions Act of 2006 AB 32 is an environmental law in California that established a timetable to bring California into near compliance with the provisions of the Kyoto Protocol.
AB 117 – Assembly Bill 117 Community Choice Aggregation Enabling Legislation AB 117 is the California legislation passed in 2002 that enabled community choice aggregation, authored by then Assemblywoman Carole Migden.
SB 790 – Senate Bill 790, Charles McGlashan Community Choice Aggregation Act SB 790, authored by state Senator Mark Leno, was passed in 2012. This bill instituted a code of conduct, associated rules, and enforcement procedures for IOUs regarding how they interact with CCAs. This bill also clarified a CCA’s equal right to participating in ratepayer-funded energy efficiency programs.
SB 350 – Senate Bill 350, Clean Energy and Pollution Reduction Act of 2015 SB 350 established California’s 2030 greenhouse gas reduction target of 40% below 1990 levels. It sets 2030 targets for energy efficiency and renewable electricity, along with other actions aimed at reducing emissions across the energy and transportation sectors as a step towards the 2050 goals of reducing emissions to 80% below 1990 levels.
How California’s Energy System Works
CAISO – California Independent System Operator
The CAISO maintains reliability and accessibility to the California transmission grid, and is sometimes referred to as the “air traffic controller” of the grid. The CAISO manages, but does not own, the transmission system, and oversees grid maintenance.
CARB – California Air Resources Board
CARB is the State’s agency established by California’s Legislature in 1967 to: 1) attain and maintain healthy air quality; 2) conduct research to determine the causes of and solutions to air pollution; and 3) address the issue of motor vehicles emissions. Today CARB is tasked with implementing the State’s efforts to reduce and track the reduction of greenhouse gases (GHGs) emitted statewide, by overseeing the AB 32 Scoping Plan and managing major GHG-related programs like Cap-and-Trade and the Low Carbon Fuel Standard. CARB with guidance from the Governor and Legislature controls how revenues from these programs are spent to further the State’s GHG reducing efforts.
CPUC – California Public Utilities Commission
The CPUC, also simply called “the Commission,” is the entity that regulates privately-owned utilities in the state of California, including electric power, Back to Top 3
telecommunications, railway, for-hire passenger carriers, natural gas and water companies. The CPUC has limited jurisdiction over CCAs.
CEC – California Energy Commission
The CEC is California’s primary energy policy and planning agency. It has responsibility for activities that include forecasting future energy needs, promoting energy efficiency through appliance and building standards, and supporting renewable energy technologies.
FERC – Federal Regulatory Energy Commission
The federal agency that regulates interstate electricity markets, transmission, and wholesale energy sales. FERC oversees regional grid operators like CAISO.
Core Terminology
Bundled & Unbundled Renewable Energy Certificates (RECs) All renewable-based electricity generators produce two distinct products, physical electricity and renewable energy certificates (RECs). At the point of generation, both product components can be sold together or separately, as a bundled or unbundled product. In response to customer and community feedback, MCE is committed to having no more than 3% of its total energy supply represented by unbundled RECs.
Bundled Customers & Unbundled Customers
Bundled customers receive both electricity generation and delivery services from a single provider (PG&E). Unbundled customers receive electricity generation and generation services from different providers. MCE customers are unbundled because they purchase electricity generation from MCE and PG&E delivers it.
Day Ahead Market
The Day-Ahead Market is the wholesale electricity market operated by CAISO in which electricity is bought and sold one day before it is delivered. Load-serving entities, including CCAs and IOUs, submit forecasts of expected demand and schedule resources to meet that demand at prices determined through a competitive market process.
Demand Response
Programs that encourage or automatically enable customers to reduce or shift their electricity use outside of peak hours or during times of grid stress. By moving usage away from high-demand periods, DR helps maintain grid reliability, lower system costs, and reduce the need for additional generation resources.
Duck Curve
The “Duck Curve” refers to the daily pattern of electricity demand in California, where midday demand drops due to high solar generation and then rises steeply in the Back to Top 4
evening as solar production declines and customer usage increases. This creates operational and cost challenges for grid operator (CAISO) and load-serving entities, particularly during the sharp evening ramp.
Fossil Fuels
Fossil fuels are non-renewable energy sources—primarily coal, petroleum (oil), and natural gas—formed over millions of years from the buried, decayed remains of prehistoric plants and animals. They contain high amounts of carbon and hydrogen, which release energy and greenhouse gases when burned to power vehicles, generate electricity, and heat homes.
Greenhouse Gas (GHG)
Gases in the atmosphere — such as carbon dioxide (CO₂), methane (CH₄), and nitrous oxide (N₂O) — that trap heat and contribute to climate change. Reducing GHG emissions is a central goal of California’s energy and environmental policies. MCE’s mission is to eliminate fossil-fuel greenhouse gas emissions.
Peak and Off-Peak
“Peak” refers to periods when electricity demand is highest — typically late afternoon and early evening — and electricity prices are generally more expensive. “Off-peak” refers to periods when demand is lower and electricity prices are typically less expensive. These time periods influence grid reliability, market prices, and certain customer rate structures.
Tiered Rates
A rate structure in which the retail price of electricity increases incrementally as a customer reaches certain thresholds (or ‘tiers’) of total monthly usage. In other words, at ‘Tier 1’ (up to XXX kWh/month), a customer pays $0.0X/kWh; while at ‘Tier 2’ usage (above XXX kWh/month) a customer pays $0.XX/kWh.
Key Acronyms
CalCCA – California Community Choice Association
CalCCA is a trade association consisting of the currently operating CCAs around the state of California. Other groups that are considering CCA or in the process of launching can join as affiliate members.
CAM – Cost Allocation Mechanism
CAM is a mechanism for passing through Resource Adequacy costs of generation resources – generally new resources brought online by an investor-owned utility (IOU) such as PG&E – to customers that do not receive generation service from the IOU. The generation facility is supposed to fulfill a system or local area reliability need.
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CARE – California Alternate Rates for Energy
CARE is a program that allows low-income energy customers to receive a 30-35 percent discount on their electric and natural gas bills. Customers may be eligible for CARE if they are enrolled in public assistance programs such as Food Stamps and Temporary Assistance for Needy Families (TANF). There are no changes to the CARE discount for CCA customers.
CCA – Community Choice Aggregation
CCA refers to the statutory authority of cities and counties to procure energy on behalf of electricity customers within their jurisdictions. In other words, CCA allows cities and counties to aggregate the buying power of individual electricity customers within their borders to secure an alternative energy supply. MCE is the first operational CCA in California.
DER – Distributed Energy Resource
DER is a relatively new term that refers to a broad number of energy resource types (roof-top solar, fuel cells, energy storage, demand response, electric vehicles, energy efficiency controls, etc.) that are deployed along the distribution grid level. DERs can be controlled in aggregate to behave like localized generation resources there by increasing local grid reliability while meeting the constraints of broader grid reliability needs.
DG – Distributed Generation
DG refers to small, modular power sources sited at the point of power consumption.
One example of residential distributed generation is an array of solar panels installed on a home’s roof.
DR – Demand Response
DR is a way of controlling customers’ electricity demand through either voluntary or obligatory programs via either manual or automated control systems. While there are many different flavors of DR designed to attain distinct types of benefits, DR is generally intended to shift electricity demand to better align with the real-time electricity supply.
EE – Energy Efficiency
EE is a way of managing and restraining the growth in energy consumption. It refers to using less energy to provide the same service. For example: In the summer, efficient windows keep the heat out so that the air conditioner runs less often which helps save electricity.
FERA – Family Electric Rate Assistance
FERA is a monthly bill discount program that is eligible to customers who income qualify and have three or more individuals living in their household.
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Hedge Contracts
A financial agreement that locks in electricity prices to reduce exposure to market volatility. Hedge contracts help MCE manage rate stability by reducing the risk of sudden wholesale price spikes.
IOU – Investor Owned Utility
IOU refers to an electric utility provider that is a private company, owned by shareholders. The three IOUs in California are Pacific Gas and Electric (PG&E), Southern California Edison (SCE) and San Diego Gas and Electric (SDG&E).
LSE – Load-Serving Entity
LSEs are a categorization term that refers to investor-owned utilities (IOUs), electric service providers (ESPs), and CCAs, all of which offer generation service in the IOU’s service territory. POUs are excluded from this categorization.
NEM – Net Energy Metering
NEM is a rate category for customers with onsite energy generation (e.g. rooftop solar), in which the amount a customer pays each month is the ‘net’ amount between what they generate and what they use. NEM allows a customer to be credited when their renewable generation system generates more power than is used on-site. The customer continues to pay for electricity when more power is used on site than the system produces.
PCIA – Power Charge Indifference Adjustment
The PCIA is an “exit fee” that is intended to protect bundled utility customers from paying the “stranded costs” associated with the IOU previously procuring energy on behalf of the customer now being served by a CCA. When customers leave bundled service to purchase electricity from an alternative supplier, such as MCE, the IOU, which had previously contracted for wholesale energy generation to serve these customers, is able to charge these departing customers the cost of that power.
PPA – Power Purchase Agreement
This is the method through which MCE procures wholesale electricity. These agreements are signed with electric generators to ensure enough energy is purchased on behalf of MCE customers behalf.
PV – Photovoltaic
PV is solar electric generation by conversion of light into electrons. The most commonly known form of solar electric power is roof panels on homes.
RA – Resource Adequacy
RA refers to a statewide mandate for all load-serving entities (LSEs) to procure a certain quantity of electricity resources that will ensure the safe and reliable operation of the grid in real time, over the course of the calendar year (117%). RA also provides Back to Top 7
incentives for the siting and construction of new resources needed for reliability in the future.
RPS – Renewable Portfolio Standard
The RPS was created in 2002 under Senate Bill 1078 and most recently modified by SB (1X) 2 (2011). A RPS is a requirement that all Load-Serving Entities (LSEs) maintain a minimum percentage of renewable electricity resources within their broader generation supply portfolio. California’s RPS currently requires: 60% renewable electricity by 2030 (SB 100) and 100% zero-carbon electricity by 2045.
Staff Contact List
Executives
Dawn Weisz, Chief Executive Officer
[email protected] | (415) 464-6020
Vicken Kasarjian, Chief Operating Officer
[email protected] | (415) 464-6659
Jamie Tuckey, Chief Customer Officer
[email protected] | (415) 464-6019
Legal
Catalina Murphy, General Counsel
[email protected] | (415) 464-6014
Legislative Affairs
Stephanie Chen, Vice President of Legislative Affairs
[email protected] | (415) 464-6664
Board Matters
Justine Parmelee, Vice President of Internal Operations [email protected] | (925) 378-6750
Jesica Brooks, Lead Board Clerk and Executive Assistant [email protected] | (415) 464-6015
Finance
Maira Strauss, Chief Financial Officer
[email protected] | (415) 464-6667
Customer Service
Zae Perrin, Vice President of Customer Operations
[email protected] | (925) 378-6743
Human Resources
Shaheen Khan, Vice President of Human Resources, Diversity, and Inclusion [email protected] | (925) 378-6748
Public Affairs
Jared Blanton, Vice President of Public Affairs
[email protected] | (415) 250-1192
Power Resources
Vidhi Chawla, Vice President of Power Resources
[email protected] | (925) 378-6731