Executive Committee Meeting
This meeting will begin shortly.
May 13, 2024
Peninsula Clean Energy
Agenda
• Call to Order / Roll Call
• Public Comment (for items not on the Agenda)
• Action to set the Agenda and Approve Consent Agenda Items Consent Items o Public Comment
• Regular Agenda
• Committee Members Reports
• Adjourn
Chair Report
CEO Report
Proposal to Transition to an
In-House Contact Center
Leslie Brown Director of Account Services
Stephanie Elmore Contact Center Consultant
Presented to PCE Executive Committee
May 13th, 2024
Peninsula Clean Energy
Agenda
• Stephanie Elmore Introduction
• Contact Center Solution (Current and New Proposal)
• Staffing
• Peer Agency Analysis
• Financial Impact
• Implementation Timeline
• Recommendation
6 Peninsula Clean Energy
Stephanie Elmore-Call Center SME
• Over a decade of call center management experience with a focus in escalations and customer service.
• Supported multiple customer service and retention call centers throughout New York, New Jersey, Connecticut, Texas, Virginia and California. • Supervised and trained representatives, monitored calls for quality assurance, and planned and implemented various initiatives, programs, and President’s Club award ceremony and trips.
• Aided in the development of new call centers.
7 Peninsula Clean Energy
Problem: Current Customer Support Architecture
8 General Inquiries Key Accts Programs
info@pce programs@pce
programs
team
Residential
Commercial
Support
Partners
Comm
Method
Customer
Class
EV Home
Upgrade
Appliance
Incentives
Home
Solar
Data Transfers
EV
Charging
support@pce 800 line
Acct Services
Sub-contracted
Call center
Peninsula Clean Energy
Current Service Ecosystem
Phone
Calls
InContact
IVR
ECC Tier
2 CSR
• Calpine/ECC CSRs are the first line of
contact for PCE customers.
• ECC representatives are unable to
provide in-depth explanations beyond
the information available on our
website and scripted talking points.
• PCE does not have immediate
feedback from customers.
• PCE is not allowed to have direct
contact with Calpine agents.
• Quality Assurance concerns & issues.
Peninsula Clean Energy
Current Service Escalation Ecosystem
Phone
Calls
InContact
IVR
Tier 2
CSR
Calpine CSR unable to resolve
customer issue due to limited
information
CSR creates an submits an
Escalation Ticket to our team
Account Services and Programs
review the ticket and resolve the issue
for Calpine.
Ticket and resolution sent back to
Calpine to contact and advise
customer.
This inconsistent
process causes a
delay in when our
customers receive a
resolution.
This loop does not
allow a customer to
receive a same day
resolution; there is a
minimum of a 1 day
turn around.
Peninsula Clean Energy
New In-House Contact Center Service Ecosystem
Phone
Calls
InContact
IVR
PCE
CSR
• PCE is now in direct contact
with our customers. This
instantly creates a
cohesiveness creating
transparency and efficiency for
all PCE Customers.
• Immediate enhanced and
seamless experience for PCE
Customers.
• Improved quality control and
immediate feedback as our
customers can ask questions
and voice concerns real-time
(VOC).
Peninsula Clean Energy
New Contact Center Service Escalation Ecosystem
Phone Calls InContact
IVR
PCE
CSR
Research completed while
speaking with the customer
Resolve customer
issue/concerns during initial call.
Our in-house contact
center is a one stop
shop where we
provide an improved
customer experience
resolving customer
issues and concerns
during their initial call.
Peninsula Clean Energy
Proposed Staffing
• Proposing three CSR’s and one Manager
o Three agents is recommended to effectively manage fluctuations in call volume, scheduling, and to maintain consistent service levels for performance metrics such as average handling time and first call resolution • Bilingual CSR Staff
o Minimum one Spanish speaking representative
o More bilingual staff preferred, including Mandarin
o Live translation service available for all reps
13 Peninsula Clean Energy
Example Training Topics
• History of Peninsula Clean Energy
o Who we are and why we were founded
o Department and Roles
• How Solar Energy Works
o Renewable Energy Fundamentals
o Net Energy Metering (NEM)
o Solar Billing Plan
• Billing
o How to read and Understand your PG&E Bill
o FAQs
o Rates and Billing
• Rate Analysis and Optimization
o Ensuring customers are on the best rates
• Opt Out Retention
• PCE Programs
o Program Qualifications/Eligibility
o Application/Rebate status
o Refer and schedule concierge service follow up as
needed
• General Energy Efficiency
o Advise customers on how to reduce overall energy
use to lower bills
o Help educate customers on the value of shifting
load to off-peak hours
• Commonly Used PCE Acronyms
• Contact Center Etiquette
o Phrases to use and phrases to avoid
o How to de-escalate an upset customer
14 Peninsula Clean Energy
Peer Agencies: Internal Call Center Transition
• MCE Experience
o Improved call retention
o Increased Spanish call volume
o Better/faster service response times (SLA)
• CPSF Experience
o Improved customer experience
o Direct communication between Supervisors and CSRs
• Sonoma Experience
o Building rapport with their customers
o Improved quality control
Peninsula Clean Energy
Financial Impact
16 Peninsula Clean Energy
May 23, 2024
Board approval to
move forward with
in-house contact
center transition
Jul 1, 2024
Convert from
contracted Contact
Center Manager to
regular employee
status
Aug 2024
Recruit and hire a
team of 3 customer
service
representatives.
Sept - Oct 2024
Training of contact
center
representatives
Nov 2024
Transfer calls from
Calpine to the new
in-house contact
center having our
new representatives
handle all live calls.
Proposed Timeline
May 2024 November 2024
Peninsula Clean Energy
Staff Recommendation
Staff Recommends supporting the plan to transition to an in-house contact center solution to enhance overall customer experience and support PCE’s decarbonization program goals.
18 PCE Strategic Plan (2020-2025)
Mid-Point Update for FY and CY 2024
Executive Committee Presentation
May 13, 2024
Peninsula Clean Energy
Our Top Strategic Priorities
20 1. Deliver 100% Renewable Energy on An Annual Basis by 2030 Through Strategic and Cost-Effective Procurement of Resources that Maximize Peninsula Clean Energy’s 24/7
Hourly Matching of Renewable Energy and Load.
a) Language updated at March and April 2024 Board
meetings
2. Contribute to Peninsula Clean Energy member jurisdictions reaching the State's 2045 goal to be 100% greenhouse
gas free for transportation and buildings by 2035.
These primary organizational goals are augmented by other Strategic Plan goals that tie to the core functions and operations of Peninsula Clean Energy.
Peninsula Clean Energy
Organizational Priorities
21 Key Performance Indicators (Measured on CY)
2019
Baseline
2020 2021 2022 2023 2030 Target
100% Renewable Annually by 2030
(ECOplus Renewable Content)
47.0% 51.7% 49.2% 51.8% 51.7% 100%
2035 Decarbonization
(MMT GHG reduced)
3,800 14,300 23,100 27,500 38,381 See Below*
On target
Challenges exist
At risk
*Peninsula Clean Energy has a 2035 decarbonization target only. Total San Mateo County emissions inventoried in 2019 were 4.1 million MT GHG of which 3.2 million MT GHG are in buildings and transportation. Decarbonization figures for each year are the estimated reductions resulting from PCE programs on a cumulative basis through that year.
Peninsula Clean Energy
Power Resources Update
22 Key Performance Indicators (Measured on CY)
2019
Baseline
2020 2021 2022 2023 2025
Target
EcoPlus Annual Renewable Content (%) 52% 51.7% 49.2% 51.8% 51.7% 60% EcoPlus Emissions Factor (lbs. / MWh) 102 13 5 9 12 16
Eco100 Annual Renewable Content (%) 100% 100% 100% 100% 100% 100% Eco100 Emissions Factor (lbs. / MWh) 0 0 0 0 0 0
Peninsula Clean Energy's Summer Peak
Load Served by New Capacity (%)*
0 24% 32% 25% 30% 50%
On target
Challenges exist
At risk
*Percentages represent the share of PCE's peak summer demand served by new and repowered projects, including discharge from new storage resources.
Peninsula Clean Energy
Power Resources: Strategic Plan Goals/Objectives
STRATEGIC PLAN GOALS
1. Deliver 100% Renewable Energy on An Annual Basis by 2030 Through Strategic and Cost-Effective Procurement of Resources that Maximize Peninsula Clean Energy’s 24/7 Hourly Matching of Renewable Energy and Load.
2. Secure sufficient, low cost, clean sources of electricity that achieve Peninsula Clean Energy’s priorities while ensuring reliability and meeting regulatory mandates.
OBJECTIVES
1. Planning: Develop strategies to achieve a reliable power portfolio to meet 100% renewable on an annual basis by 2030 while maximizing 24/7 matching
2. Procurement: Procure power resources to meet regulatory mandates and internal priorities at affordable cost
3. Operations: Manage power portfolio to ensure performance consistent with contractual requirements, regulatory compliance, and internal strategies
4. Innovation & Market Development: Provide a model of leadership for procuring energy resources for a clean energy future
23 *CA RPS eligible resources except Biomass
Peninsula Clean Energy
Power Resources: Mid-Year Highlights
Planning:
• Updated PCE's 100% annual renewable goal and the 24/7 matching goal to account for changes in market conditions and the need to balance costs impacts to PCE customers • Presented PCE Ownership v. Long-term Contracting analysis to the Board Procurement:
• Negotiated and executed the 55MW/4hr Wallace standalone storage project (Prologis) • Met 2023 Month-ahead and 2024 Year-ahead Resource Adequacy requirements • Cost-effectively achieved ECOPlus product content requirement for CY 2023 Operation:
• Arica Solar + Storage Project (100MW Solar + 50MW Storage) came online in April, 2024 • Successful transition to the new Scheduling Coordinator, Customized Energy Solutions (CES) • Filled the new Market Operations Manager position with internal candidate • Completed the draft Enterprise Risk Management Policy 24 Peninsula Clean Energy
Community Energy Programs Update
25 Key Performance Indicators (Measured on CY)
2019
Baseline
2020 2021 2022 2023 2024
YTD
2025 Target
Transportation: GHG Reductions (MT) 2,000 8,200 14,800 18,600 26,666 28,192 83,000 Buildings: GHG Reductions (MT) 1,800 6,100 8,000 8,900 11,715 12,062 9,800 EV charging ports installed (#) 0 13 146 348 749 935* 3,500 Electric appliances installed (#) 0 0 219 616 2,752 3,060 1,800 Local Resources (MW) 0 1.47 4.26 5.54 7.2 7.8** 20
Funds for Low Income 11% 47% 19% 43% 26% n/a 20%
1. 2025 targets were updated in September 2022
2. All figures cumulative except Funds for Low Income
3. Overall County GHGs when last inventoried in 2019 were 4,100,000 MT
4. GHG measures reflect projected future average annual reductions of actions taken that year (ex:
adopted reach codes, charging installed, EVs acquired, etc.) * EV Charging ports in pipeline: ~4,000
** Local Resources in pipeline: ~18 MW
Peninsula Clean Energy
Programs: Strategic Plan Goals & Objectives
STRATEGIC PLAN GOALS
1. Contribute to Peninsula Clean Energy member jurisdictions reaching a goal to be 100% greenhouse gas free for transportation and buildings by 2035.
2. Implement robust energy programs that reduce GHG emissions, align energy supply and demand, and provide benefits across the community.
OBJECTIVES
1. Signature Programs: Develop market momentum for electric transportation and initiate the transition to clean energy buildings
2. Distributed Energy Resources: Support strategic decarbonization and local power development
3. Community Benefits: Deliver tangible benefits throughout our diverse communities
4. Innovation and Scale: Leverage leadership, innovation, and regulatory action for scaled impact 26 Peninsula Clean Energy
Programs: Mid-Year Highlights
Appliances & Zero Percent Loans
• >100 installs per month, strong contractor participation • Low-Income program reaches >300 homes, whole home pilots • Launch of new turnkey service in-progress
Electric Vehicle Charging
• Innovation in approach, $4,000 average per port (vs PG&E $18k) • 2/3rds in multifamily, highest need segment
Distributed Resources
• GovPV Rnd 1: 12 sites, 1.7 MW solar, in-progress, $17M lifetime savings • GovPV Rnd 2a: 20+ sites, 4 MW, in-progress
27 Peninsula Clean Energy
Marketing & Community Relations Update
28 2020
Baseline 2021 2022 2023 2024 YTD 2025 Target
Participation Rate (as of FY
end)1
97% 97% 97% 96% 96% 97%
PCE Aided Awareness 34% 31%2 39%4 41% Survey in May
'24 60%
PCE Favorability3 63% 61%2 57%4 58% Survey in May
'24 80%
Residential & SMB
Engagement1
Med/Low Med/Low Med/Low Med/Low Med/Low High
1. Shared responsibility with Account Services team
2. Given sample size in 2021, this is statistically equivalent to the 2020 baseline
3. Of those who are aware of Peninsula Clean Energy
4. Statistically different from 2020 baseline
On target
Challenges exist
At risk
Peninsula Clean Energy
Marketing/Outreach: Strategic Plan Goals/Objectives
STRATEGIC PLAN GOAL
Develop a strong brand reputation that drives participation in Peninsula Clean Energy’s programs and ensures customer satisfaction and retention
OBJECTIVES
1. Brand Reputation: Elevate Peninsula Clean Energy’s brand reputation as a trusted leader in the community and the industry.
2. Engagement: Educate and engage stakeholders in order to gather input, inspire action, and drive program participation
29 Peninsula Clean Energy
Marketing/Outreach: Mid-Year Highlights
Media Relations
• Announced the Board’s approval to freeze electricity rates in the face of rising PG&E rates • Articles on EV programs and electrification efforts in Canary Media and Grist • Interviews in Redwood City Pulse, The Almanac, San Mateo Daily Journal Community Relations
• Awarded 16 grants totaling $530,000 including 5 new CBO partners • Participated in 30 events and workshops, reaching nearly 2,200 people • Partnered with San Mateo County Office of Education Career and Technical Education program on green career field trips for 470 students, provided stipends and coaching for new Youth Climate Ambassador cohort and partnered with the San Mateo Community College District, on electrification exhibits Marketing Communications
• Sent 18 communications by email + direct mail (+850,000 messages total) about our 0% rate increase, AMP, and energy programs
• Launched webpages to support our city services and Member community webpages to highlight the economic savings, benefits and key projects
• Created new videos to celebrate community projects and program awards 30 Peninsula Clean Energy
Account Services Update
31 Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 YTD 2025 Target
Participation Rate (as of FY
end)1
97% 97% 97% 96% 96% 97%
Customer Data Access &
Analytics
Low N/A Low/Med Med/Low Med High
External Partner Relations Med/High High High High High High Key Account Engagement2,3 Low Low Med/Low Med/High High High Residential & SMB
Engagement1
Med/Low Med/Low Med/Low Med Med High
1. Shared responsibility with Marketing and Community Relations, increased direct outreach to vulnerable customers
2. Increased Engagement with Key Accounts, bringing 25GWh of customer load back from Direct Access services so far this year
3. Supporting Caltrain electrification launch in September 2024 On target
Challenges exist
At risk
Peninsula Clean Energy
Account Services: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Ensure high customer retention and satisfaction
OBJECTIVES
1. Customer Care: Ensure High Customer Retention and Satisfaction
2. Operational Excellence: Build and Maintain Strong Partner Relations
3. Customer Data: Improve Access to Energy Data and Analytics 32 Peninsula Clean Energy
Account Services: Mid-Year Highlights
• Worked with Finance team to evaluate and implement rate freeze at 2023 levels for first half of 2024.
• Increased engagement with Key Accounts- we have brought over 25MWh of customer load that was previously being served in the Direct Access program. • Supporting Caltrain's electrification planning and rollout with the SSF charging depot to be served by PCE starting in September 2024.
• Increased engagement with Low Income/vulnerable customers to connect eligible customers with CPUC's Arrearage Management Plan (AMP). Over 20% of customers followed through with successful AMP enrollment post PCE outreach. Subsequent direct outreach campaigns are being coordinated with Marketing
• Streamlining annual NEM cash-out process to apply earned credits to customer accounts for a majority of customers. Lowering processing costs for PCE and increasing customer uptake via direct bill credit,
• Building out proposal and plan to transition PCE external Call Center support services to an internal team to enhance customer experience and better support PCE program deployment 33 Peninsula Clean Energy
Public Policy Update
34 Key Performance Indicators (Measured on FY)
2020 Baseline 2022 2023 2024 YTD 2025 Target
PCIA Containment Low Challenges On Target On Target See Below Legislative Impact Medium Challenges Challenges /
On Target
On Target See Below
Regulatory Impact High On Target On Target On Target See Below Coalition Building Low On Target On Target On Target See Below Fostering CCA Growth Medium Challenges /
On Target
Challenges/
On Target
Challenges/
On Target
See Below
Regarding 2025 Targets
1) PCIA Containment: PCE staff interprets this goal as an objective to minimize PCIA-related costs applicable to PCE customers by 2025. With that said, PCIA costs applicable to PCE’s customers will remain long past 2025 and are expected to persist into the 2040s. 2) Legislative Impact: PCE staff interprets this goal as having a high level of influence with our local representatives and CalCCA’s legislative efforts, such that our efforts result in overall positive legislative outcomes in Sacramento. 3) Regulatory Impact: PCE staff interprets this goal as taking the steps necessary to enable the organizations programmatic and procurement objectives by 2025. 4) Coalition Building: PCE staff interprets this goal as having strong local, state and regional relationships to leverage our knowledge and influence towards positive outcomes.
5) Fostering CCA Growth: PCE staff recognizes that CCA growth has slowed in recent years.
Peninsula Clean Energy
Public Policy: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Strongly advocate for public policies that advance Peninsula Clean Energy’s organizational priorities.
OBJECTIVES
1. Regulatory: Educate and engage policymakers to develop policies that support Peninsula Clean Energy’s organizational priorities
2. Legislative: Engage state legislators to pass legislation that advances Peninsula Clean Energy’s organizational priorities and defeat legislation that would hinder Peninsula Clean Energy’s organizational priorities and operations.
3. Growth of CCA/Expansion: Take a leadership position in supporting the growth of community energy and CCAs in California
35 Peninsula Clean Energy
Public Policy: Mid-Year Highlights
• PCE staff and recently retained lobbyist have taken first steps to engage with our federal legislative delegation on policy and funding of programs • PCE continues to shape IRP/RA reform to better align with our 24/7 objective • PCE continues to advocate for increased affordability throughout its engagement • Even further expansion of DAC-GT program to serve more low income customers 36 Peninsula Clean Energy
Financial Stewardship Update
37 Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 YTD 2025 Target
Days Cash On Hand
(Unrestricted)
238 257 201 319 367 247
Credit Rating BBB+/
Baa2
BBB+/
Baa2
BBB+/
Baa2 POS
A-/
Baa1
A-/
Baa1
“A” level
Change in Net Position
($000s)
$48,933 -$8,355 -$13,046 $139,955 $84,389 positive
Investment Performance
(PFM)
0.14% -4.79% 0.03% 2.97%1 beat
benchmark
Average Cost of Energy
($/MWh)
$61.92 $59.04 $62.75 $73.59 $92.60 $112.27
1. Represents 1 year return; exceeded benchmark by 10 bps On target
Challenges exist
At risk
Peninsula Clean Energy
Finance: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Employ sound fiscal strategies to promote long-term organizational sustainability
OBJECTIVES
1. Fiscal Health: Strengthen and maintain Peninsula Clean Energy’s fiscal health
2. Financial Controls and Management: Implement financial controls and policies that meet or exceed best practices for leading not-for-profit organizations
3. Financial Stability: Practice strategies to ensure long-term financial sustainability 38 Peninsula Clean Energy
Finance: Mid-Year Highlights
• FY 2023-2024 financial performance on track to produce healthy operating surplus
• Diversified investment management structure
• Updated rate setting methodology
• Preparing for Prepay transaction
39 Peninsula Clean Energy
Data & Technology Update
40 Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 YTD 2025 Target
Technology & Systems Moderate Moderate On Target On Target On Target See Below Data Warehouse Platform N/A New On Target On Target On Target See Below Analytics, Dashboards, & Tools N/A New Moderate On Target On Target See Below IT Management Minimal Moderate On Target On Target On Target See Below IT Security & Awareness Minimal Moderate Moderate On Target On Target See Below Regarding 2025 Targets:
The 2025 target goals follow the objectives outlined in the Data & Technology Strategic Plan Goal/Objectives slide.
On target
Challenges exist
At risk
New
Peninsula Clean Energy
Data &Technology: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
• Data: To increase capabilities and efficient use of data to enable energy-related analyses, program impact measures, and customer insights.
• IT: To streamline organization-wide hardware and software management, and safeguard company information.
OBJECTIVES
1. Technology & Systems: Assess the quality and completeness of systems to support the organization’s work.
2. Data Warehouse Platform: To store and analyze data from multiple sources in one place, to provide rapid, accurate, secure, and flexible analysis of large volumes of energy data and associated attributes.
3. Analytics, Dashboards, & Tools: To develop comprehensive analysis and business intelligence tools, in order to guide organizational decision making and program execution.
4. IT Management: To implement of processes and procedures for managing hardware and software integrity.
5. IT Security & Awareness: To protect against cybersecurity threats and malware, and establish staff awareness and best practices.
41 Peninsula Clean Energy
Data & Technology: Mid-Year Highlights
Data
• Data Platform Enhancements with Integrations
• Algorithm Refinement (EV Detection, Address Matching) • Dashboard Tools (DAC-GT Automation, GovPV Billing)
IT
• Streamlining IT Onboarding
• Upleveling Security Awareness
• Enhancing Hybrid Conference Rooms Capabilities
42 Peninsula Clean Energy
Organizational Excellence Update
43 Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 YTD 2025 Target
Staff Satisfaction High High On Target On Target On Target See Below Innovation Impact High High On Target On Target On Target See Below Organizational Policies* High High On Target On target On target See Below Governance High High Challenges On Target On Target See Below *For external vendors and partners
Regarding 2025 Targets
1) Staff Satisfaction: PCE staff interprets this goal based on yearly surveys, assessment of employee satisfaction; evaluation of professional development and training efforts; evaluation of competitive benefits.
2) Innovation Impact: PCE staff interprets this goal as the assessment of the quality of technology, program design, and policy innovation developed by the organization and its impact towards the organization’s goals and the clean energy industry. 3) Organizational Policies: PCE staff interprets this goal as the assessment of progress toward implementation of key policies such as the Sustainable Workforce and Ethical Vendor Standards policies.
4) Governance: PCE staff interprets this goal as facilitating the succession process, providing high quality orientation materials, and eliciting broad support of the organization by new Board Members, Alternates, and Citizen Advisory Committee Members; incorporating DEAI policy when completed.
Peninsula Clean Energy
Org. Excellence: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Ensure organizational excellence by adhering to sustainable business practices and fostering a workplace culture of innovation, diversity, transparency, and integrity
OBJECTIVES
1. Culture and People: Foster a workplace culture that attracts and develops exceptional and diverse talent and values all people
2. Innovation: Foster a culture of innovation to yield solutions that accelerate our mission
3. External Vendor Policies: Implement vendor policies that embrace diversity and inclusion and that optimize engagement results
4. Governance: Follow best practices for governance and succession to engage and develop qualified, diverse Board Members and Citizens Advisory Committee Members 44 Peninsula Clean Energy
Organizational Excellence: Mid-Year Highlights
45 • Implementation of new HR software to enhance recruitment process • Completed compensation study
• Staff satisfaction survey underway
• Organizational Development Roadmap to be completed Summer 2024 • Hired Associate Director of Innovation Strategy
• Hybrid Cost of Service Rate Setting Adopted
• Annual DEAI Update to the Board coming in May
• Improved Board communications and orientation materials • Updates underway in Board governance documents
Committee Members’ Reports
Adjournment