WestLight Energy Board of Directors
January 23, 2025

Peninsula Clean Energy
2025 Agency Goals/Priorities
List order does not reflect a particular prioritization or department-level goals. 1) Continue to offer 100% carbon free products for all customers and make steady progress toward PCE’s 100% annual renewable goal while balancing the need for customer affordability and sound fiscal management. a. Maintain 100% carbon free EcoPlus/Eco100 product and achieve 60% RPS for EcoPlus based on retail sales in 2025
b. Offer electric generation rates that are between 5%-10% lower than PG&E electric generation rates this calendar year.
2) Successfully engage and educate new Board members and alternates to ensure continued Board/Staff mission and policy alignment, high level of participation and trust, and effective Board and Committee operations. a. Implement multi-faceted Board member orientation strategy in Q1, track Board member participation and engagement throughout the year, and consider a Board survey at the end of 2025.
3) Continue to put our customers first by implementing and scaling a range of value-add customer programs and services that result in increased GHG reductions, growth in program participation, customer satisfaction and retention, use of new on-line tools, and positive feedback from customer surveys and media outlets.
4) Report on results to close out current 2020-2025 Strategic Plan, and adopt new five-year plan (2026-2030) that is aspirational, achievable and adaptable to Agency needs and market conditions over time.
5) Demonstrate state, national and federal policy leadership and subject-matter expertise in the areas of customer affordability, rightsizing to support electrification, cost-effective decarbonization and procurement, DEAI, and innovative DER strategies. Advocate for PCE and CCAs generally and manage policy and cost risks associated with a changing Federal landscape. a. Venues include state legislative and regulatory bodies in partnership with Cal-CCA and independently, Federal agency engagement, participation in state and nationally focused conferences, relevant industry publications, and other earned media.
6) Further develop and formalize PCE’s strategy and innovation function focused on program revenue diversification, DER and other local advanced energy strategies, strategic partnerships and pilots, new generation resources, emergent technologies, and knowledge sharing to encourage replication and market scale. 7) Adopt standards of excellence and continuous improvement across Agency operations and support functions including but not limited to:
a. A high functioning People and Culture department that provides excellent in-house service, DEAI policy integration, and retains and attracts best-in-class talent b. Further develop and optimize use of new in-house call center resources c. Accurate and reliable budgeting, forecasting, financial and risk management that keeps PCE operationally healthy, maintains 200-300 days cash on hand, and keeps PCE out of negative headline news d. Optimize, and in some cases standardize, use of data and technology platforms, including development of a DERMS platform and AI use policy, strategy, tools and training.
e. Ensure cost effective and efficient approach to compliance and regulatory engagement
f. Enhance cross-departmental communication and collaboration, optimizing workflows, ensuring consistent messaging, streamlined processes and effective community engagement.
g. Evaluate and select PCE’s “workplace of choice” office facility by year end