Peninsula Clean Energy
Board of Directors
Meeting
May 22, 2025
This meeting will begin shortly. Thank you!
Agenda
Call to Order / Roll Call
Public Comment (for items not on the Agenda)
• Please note, send any chats to Administrative Assistant, Brianna Arroyo Action to set the Agenda and Approve Consent Items 1-3
• Consent - Public Comment
Regular Agenda
Closed Session
Adjournment
Chair Report (Discussion)
CEO Report (Discussion)
CEO Report: General Matters
• FY 25-26 Budget process is on track for Board approval in June • PCIA Rulemaking underway – Track 1 and 2
• Risk Management next steps
• Pacifica Community Center GovPV project is live! Expected to save over $1M lifetime
• Program RFPs open soon: Gov PV 3; Residential Solar+Storage • July /August public meetings
CEO Report: May Legislative Update
• Committees on Appropriations Suspense Hearings: May 23 • Pathways Initiative SB 540 (Becker): Suspense
• NEM/NBT AB 942 (Calderon): Floor
• BESS Bills AB 303 (Addis) - Dead/ SB 283 (Laird): Suspense • Caltrain/Regenerative Braking AB 1372 (Papan): Two-year Bill • Affordability Initiative SB 254 (Becker): Suspense
• State Budget Update:
• $12 Billion Deficit
• Cap-and-Invest
6 House of Representatives Vote:
• Tax Aspects
• Next Steps
U.S. Senate Vote:
• California's Electric Vehicle
Mandate
CEO Report: Federal Impacts Update
Four of our member cities have reached
a near 100% community participation
rate
• Atherton 99.7%
• Hillsborough 99.4%
• Menlo Park 99.2%
• San Mateo 99.1%
Customer participation across our service
territory is 97.3%
CEO Report: Community Participation Rate
CEO Report: Winter Month Opt-Outs 2021 to 2025
CEO Report: PCE is Learning with Blue Ocean Brain
• Blue Ocean Brain is an online
learning platform with 1300+
microlearning lessons
• Launched for all PCE staff (April) and
BOD members (May 23!)
• Microlearning lessons take 7-15
minutes. Topics include:
➢ DEAI
➢ Leadership Development
➢ Business Topics
➢ Communication
➢ Productivity
• PCE weekly lesson calendar
specifically aligned with internal
relevant conversations
CEO Report: Board/Staff Educational Opportunities
• May 29th - 2025 Local Energy Codes Dinner Event: "Maintaining Momentum in Uncertain Times" with SVCE in Mountain View • May 30th – Day-long trip to CAISO in Folsom (~8:00 am – 4:00 pm) • September 28-29th – Overnight trip to Diablo Canyon in SLO • Nov. TBD - Day-long trip to CAISO in Folsom
If interested, let Nelly know asap to be included in the Doodle CEO Report: Staffing Updates
Congratulations!
• Moya Enright, promoted to Senior Manager, Power Market Operations • Masha Doubrovskaia, promoted to Senior Analyst, Account Services Welcome Summer Interns – starting on June 2, 2025
• Serena Meghani, Northeastern University, Voice of the Customer Project - Marketing • Daniel Lin, University of Illinois Urbana-Champaign, Data Analyst - Account Services • Nathan Lee, University of California Davis, Municipal Buildings - Programs We're Hiring!
• Senior Analyst, Innovation Strategy
https://peninsulacleanenergy.bamboohr.com/careers/62
12 CEO Report: May and June Community Events
13 • May 22nd & 23rd - Pacheco High School Wax Museum,
Los Banos
• May 29th – Jefferson High School Presentation,
Virtual / Daly City
• May 31st – Summer Kickoff, Los Banos
• June 11th – Tenant Electrification Workshop,
San Mateo
• June 12th - Senior Community Resource & Health Fair,
East Palo Alto
• June 13th - Edgewood's Health Fair, Redwood City
• June 28th – Woodland Creek Ribbon Cutting,
East Palo Alto
Upcoming Meetings – June 2025
Audit and Finance Committee:
• Monday, June 9, at 8:30 a.m.
Executive Committee:
• Monday, June 9, at 10:00 a.m.
Community Advisory Committee:
• Thursday, June 12 at 6:30 p.m.
Board of Directors Meeting:
• Thursday, June 26 at 6:30 p.m.
Please note: July meetings will proceed as scheduled, August meetings may be cancelled Community Advisory Committee
Report
Approval of
Appointments to the
Executive and
Audit and Finance
Committees
Executive Committee:
(3 appointments)
• Lisa Gauthier, County of San Mateo
• Rick Degolia, Atherton
• Coleen Mackin, Brisbane
• Donna Colson, Burlingame
• Leslie Ragsdale, Hillsborough
• Betsy Nash, Menlo Park
• Anders Fung, Millbrae
• Marty Medina, San Bruno
• Adam Loraine, City of San Mateo
Audit and Finance Committee
(2 appointments)
• Tom McCune, Belmont
• Donna Colson, Burlingame
• Carlos Romero, East Palo Alto
• Michael Amabile, Los Banos
• Elmer Martinez Saballos, Redwood City
Approval of Appointments to Executive Committee and
Audit and Finance Committee
17 Authorize Energy
Storage Agreement
for the Wright
Energy Storage
Project
Roy Xu, Senior Director of Power Resources
Sara Maatta, Senior Manager of Power Resources
Recommendation
Approve Resolution Delegating Authority to Chief Executive Officer to Execute an Energy Storage Services Agreement for the Wright Battery Energy Storage System with Stellar Wright BESS LLC, with a Delivery Term of Twenty (20) Years Starting at the Commercial Operation Date on or About June 1, 2026, in an Amount Not-to-Exceed $332 Million (Action).
Agenda
1. Background
2. Project Overview
3. Project Values
4. Introduce: Stellar Renewable Power
5. Recommendation
Background
History on Wright Solar & Wright BESS
• Wright Solar (200MW) is located outside of the City of Los Banos and became operational in January 2020.
• Peninsula Clean Energy is the sole off-taker of the generation from Wright Solar under a 25-year contract.
• Adding a battery system at the Wright Solar site has been contemplated since the inception of the solar project back in 2017:
o Existing Merced County CUP for Wright Solar already includes a battery option and will require only minor modifications o Interconnection agreement is also compatible with adding a battery • Solar Benefits Agreement in place since 2015 to ensure Merced County receives direct economic and community benefits
• An additional $5,000 annually will be added to the current $25,000 annual payment made to Merced County
Project Overview
Wright Battery Energy Storage System (BESS) Overview
Project Owner KKR / The Global Atlantic Financial Group (GAFG) Developer Stellar Renewable Power, LLC
Project Company Stellar Wright BESS LLC
Location Co-located with Wright Solar in Merced County
Technology Lithium Iron Phosphate (LFP)
Containerized Stationary Enclosure
Capacity 80 MW (4-hour)
Term 20 years
Delivery Start June 1, 2026
Total Contract Cost $332 Million (Not to Exceed)
Important Facts:
Common Ownership
& Shared Facilities
Wright BESS & Wright Solar have common
upstream ownership and will share the same site,
permit, and interconnection to the grid.
Wright Solar Project
Los Banos
Environmental Analysis
Wright Solar
Wright BESS
• Project is entirely located on existing
Wright Solar site
• No environmental impacts due to
adding a battery: routine temporary
construction impacts only (noise, dust,
etc)
• Minor Modification to CUP was filed in
January 2025; Merced County and
Planning Department review in
progress, expected approval by June
2025
• No additional CEQA required; already
contemplated in original CEQA analysis
Labor and Job Creation
Phase Job Type Estimated Jobs Notes
Construction &
Installation
Direct Construction
Labor
40-60 (peak workforce) Electricians, general laborers,
equipment operators, project
managers, engineers, etc.
Indirect / Support
Services
20-30 (peak workforce) Jobs in local supply chains
(equipment suppliers,
transportation, hospitality,
etc.)
Total (Peak) 60-90
Post-Construction
(Operations)
Permanent O&M Staffing 2-5 (full-time) Technicians, site managers, administrative staff
Ongoing Contracted /
Indirect Services
3-5 (part-time/periodic) Maintenance contractors,
equipment testing/monitoring,
security, landscaping etc.
Total (Annual) 5-10
Construction will be conducted using a project labor agreement (PLA) or other similar agreement providing terms and conditions of employment with applicable labor organizations Safety
• Battery will be built in accordance with a BESS-specific safety plan (requirement in the ESA) and set by the most current safety standards and in compliance with the National Fire Protection Agency Standard 855 (NFPA 855). • The project plan will be approved by the Merced County Fire Department. • Battery will be installed in separate modular containers specifically designed to house batteries, which is the current industry standard for safety and fire suppression. • Battery chemistry will use Lithium Iron Phosphate (LFP) which is the current industry standard for utility-scale lithium batteries and is known for its safety and resistance to thermal runaway.
Project Values
Project Values to Peninsula Clean Energy
Local Project
2026 Mid-Term Reliability Compliance
Less Solar Curtailment to Optimize the Value of Solar Generated Adds New Capacity During Peak Demand to Support the Grid Charging & Discharging Arbitrage
Ancillary Services
Resource Adequacy
1 2
3 4
5 6
7 Wright BESS will reduce curtailment and shift solar
production into higher-value hours
Expected Solar Generation
Actual Solar Generation
Curtailed Solar
Battery Charging
Battery Discharging
Wright – Solar Only Wright – With BESS
Hour of Day Hour of Day
Wright BESS will reduce curtailment and shift solar
production into higher-value hours
Expected Solar Generation
Actual Solar Generation
Curtailed Solar
Battery Charging
Battery Discharging
Wright – Solar Only Wright – With BESS
Hour of Day Hour of Day
Pricing Structure & Benchmarking
• Peninsula Clean Energy will pay for 80 MW of storage products at a fixed $/kilowatt-month rate with no escalation for 20 years o Given current uncertainties with import tariffs and tax credits, a risk sharing mechanism is built into the contract, with a Not-to-Exceed cap
• Price benchmarking performed:
o Compared to similar projects recently contracted by PCE o Compared to similar project offered into PCE's 2024 RFO, and o Compared to ongoing bilateral negotiation with similar projects Wright BESS has unique values to Peninsula Clean Energy and is competitively priced against alternatives in the market Introduce:
Stellar Renewable Power
Wright Solar & BESS Ownership Structure
Wright Solar
Wright BESS
Wright BESS
Wright Solar
Sponsor Tax Equity
global-atlantic-financial-group-vector-logo
global-atlantic-financial-group-vector-logo
Given the ownership structure and locational constraints, Stellar is the only company that can build and offer PCE the Wright BESS project. Furthermore, PCE is the only
commercially viable Buyer for this project.
Wright BESS
Developer &
Operator
Stellar Renewable Power
Strong Financial
Sponsor and Access to
Capital:
• Backed by KKR ($500B
under management)
• Invested billions in
renewable assets since
2011
• Developed, owned, and
operated 5+ GW solar
and storage facilities
Strategic
Partnerships:
• Dedicated to meeting
delivery timelines
leveraging deep industry
relationships with
suppliers, OEMs, and EPC
partners
• Will contract with
project partners as soon
as project is awarded
Long Term Asset
Owner:
• Stellar is positioned as a
long-term asset owner,
emphasizing stability and
commitment to the
projects it undertakes
Experienced
Team:
• 100+ years combined
development and
construction expertise
• Leadership team has
contracted over 100
PPAs over careers
• Built 10+ GW of
renewable capacity in
the US
• Ultra-focused on
commitment to delivery
35 Recommendation
Recommendation
Approve Resolution Delegating Authority to Chief Executive Officer to Execute an Energy Storage Services Agreement for the Wright Battery Energy Storage System with Stellar Wright BESS LLC, with a Delivery Term of Twenty (20) Years Starting at the Commercial Operation Date on or About June 1, 2026, in an Amount Not-to-Exceed $332 Million (Action).
Contract for a
Distributed Energy
Resource Management
System (DERMS)
Peter Levitt, Senior Programs
Manager, Distributed Energy
Resources
1. Context
2. What is a DERMS?
3. RFP for Customer Demand Flexibility Solutions
4. Overview of Lunar Energy
5. Contract Structure
6. Next Steps
Agenda
Context
PCE Next Strategic Plan 2026 - 2030
As part of PCE’s next Strategic Plan, PCE has developed four Strategic Policies that describe priorities to guide PCE’s work over the next five years. The following DER Strategic Policy has been developed:
Over the next five years, PCE will prioritize efforts to accelerate the development of carbon-free distributed energy resources (DERs) in order to support further innovation and market transformation of distributed energy technologies, accelerate greenhouse gas (GHG) reductions, and provide customer and community resilience.
Potential activities:
• DER Project Development
• Financial Services
• Consulting & Technical Assistance
• Policy Advocacy
This DER Framework further develops the proposed DER activities for 2025 – 2030 Proposed Distributed Energy Resources (DER) Goals
1. Grow PCE’s behind-the-meter Local Power Portfolio by 15 MW of solar and 35 MWh of storage capacity leveraging scalable and self-sustaining financing solutions
2. Move towards a Whole-Home Energy Approach by integrating electrification, solar + storage, and EV offerings in a streamlined manner in major PCE program
3. Develop a Virtual Power Plant (VPP) that aggregates 10 MW of dispatchable capacity from customer-sited resources in PCE’s service area to the benefit of the customer, PCE and the grid
4. Explore business models to foster the development of front-of-the-meter Distribution Resources in PCE’s service area
5. Investigate additional behind-the-meter DER ownership models to scale DER growth
6. Make PCE DER programs more accessible to customers through technical assistance services
7. Engage in policy advocacy on DER value maximization and value stacking What is a Distributed Energy
Resource Management
System?
What is a DERMS?
• VPPs use a Distributed Energy Resource Management System (DERMS) to control devices at a customer site
• A DERMS is a centralized software system that monitors, controls, and optimizes BTM DERs to provide reliable, clean, and cost-effective power
Benefits of a DERMS Platform
Customer
Benefits
• Lower energy costs
• Improve electrification financials
• Provide resilience
PCE Benefits
• Support PCE's renewable energy and GHG goals
• Reduce energy and Resource Adequacy (RA)
costs
• Deepen customer relationships
Grid and
Societal
Benefits
• Defer distribution grid upgrade needs
• Support local economic development
Resource Adequacy Value
46 Load Modification
• Reduce PCE’s RA obligation
• Daily load shift
• CEC peak demand forecast
CAISO Market Integration
• Meet PCE’s RA obligation
• Event-based
• CAISO market participation via
Proxy Demand Response (PDR)
Program Integration
DERMS
47 Our aim is to ensure we can shift load with many of the devices we deploy under our energy programs Solar +
Battery
Savings
GovPV
Residential
Solar +
Storage
Appliances
Home
Upgrade
Event-Based DR
Gov BE (incl. Behavioral)
Commercial Building
Energy Management
Systems
EV
Managed
Charging
Gov EV/
Fleets
Distributed Generation &
Storage Buildings Electric Vehicles
* Existing PCE programs in green, potential future programs in blue What is the local potential?
Technology Number of
Devices
Nameplate
Capacity (MW)
Estimated Load Shift
Capacity (MW)
Solar PV 24,398 206 n/a
Energy Storage 5,448 50 17.5
Electric Vehicles 57,197 257.4 11.4
Heat Pump Water Heaters 430 0.215 0.086
Heat Pump HVAC 1,416 2.8 1.13
Technology Number of
Devices
Nameplate
Capacity (MW)
Estimated Load Shift
Capacity (MW)
Solar PV 15,639 242 n/a
Energy Storage 1,039 7.8 2.73
Electric Vehicles 2,879 13 0.576
Heat Pump Water Heaters 7 0.004 0.001
Heat Pump HVAC 126 0.252 0.101
San Mateo County
Merced County
Total Load Shift Potential
San Mateo County: 30 MW
Merced County: 3.4 MW
RFP for a DERMS Platform
RFP Process
RFP Issued
• Sept.11, 2024
RFP Responses
• Oct. 30, 2024
• 17 proposals
Shortlist
• Nov. 20, 2024
• 5 proposals
Interviews
• Dec. 2 – 13, 2024
Final Comparison
• Dec. 16 – end of Jan.
2025
• 3 proposals
Request for
Contract Approval
• May 2025
• Lunar Energy
50 Lunar Energy
• DERMS provider and battery
manufacturer
• Offer the Gridshare platform
• International background (UK),
local presence (Mountain View)
• Ava Community Energy’s DERMS
provider
Lunar Energy Capabilities
52 Experience
• 100,000 devices worldwide
• Focus on load modification pathway
but open to CAISO market integration
• Focus on residential customers
• Focus on energy storage device
integration, followed by EVs
Capabilities
DERMS Contract
Contract Structure and Budget
54 MSA
Scope: Legal terms and conditions
Scope 1
Scope: Gridshare delivery, service fees and performance guarantees Budget: $700,000
Scope 2
Scope: CCA-Administered Programs
Budget: $2.4 million
Scope 3
Scope: Load-Modification
Agreement
Budget: TBD
Scope 4
Scope: New 3rd Party-Administered Programs
Budget: TBD
Budget Principles
1. Fixed platform fees and volumetric fees for device integration
2. Volumetric fees apply once devices are integrated under the DERMS platform
3. Better economics due to collaboration with SVCE
55 Fee Type Description 5-year Budget
Scope Platform fees One-time setup fee, annual platform fee, one-time CRM integration fee
$700,000
Lunar Connected Capacity Fee Ongoing fee for integration of device under the platform
$1,300,000
Device Partner fees Set-up fees and ongoing API fees $1,100,000 $3,100,000
Performance Guarantees
1. Ability to terminate the contract for cause and for convenience
2. Timelines for technical support response and resolution, categorized by severity level
3. Load shift performance guarantees
4. Performance credits paid by Lunar if timeline and load shift performance guarantees are not met
56 Next Steps
Next Steps and Timeline
June/ July 2025
• Scope 1:
Platform launch
• Scope 2:
Integration of
PCE Solar +
Battery Savings
Program (SGIP)
By EOY 2025
• Scope 3: Load
Modification
Agreement
• Scope 4: New
3 rd-party
administered
programs
Through 2026
• Integration of
existing PCE
energy
programs (HUP,
GovPV etc.)
• Potential
development of
new programs
Recommendation
Approval of a main services agreement (MSA) and two sub-contracts (“Scopes”) with Lunar Energy for a DERMS platform with a term of 5 years and a not-to-exceed budget of $3.1 million • Scope 1: Delivery of the Gridshare platform
• Scope 2: Integration of PCE-administered programs
Questions and Comments
Jana Kopyciok-Lande
[email protected]
Peter Levitt
[email protected]
Peninsula Clean Energy
Board of Directors Meeting
May 22, 2025
62 Process Recap
▪ Strategic planning process to focus PCE’s efforts through 2030 ▪ Tonight’s focus is on Board-driven (staff-engaged) issues and soliciting any final Board input on these issues
Revisit several issues discussed in January
Add some critical framing
Add mission & vision updates
▪ Summer phase will be a staff-driven process to develop Agency Goals, Objectives, and Key Results
Strategic Policy:
Procurement
Strategic Policy:
Programs & Equity
Strategic Policy:
Distributed Energy Resources
Strategic Policy:
Operational Excellence
Agency Goals
(5-year)
Objectives and Key Results (OKRs)
(3 – 24 months)
Mission
To provide affordable, clean electricity and support local solutions that lower costs, reduce pollution, and strengthen community resilience.
Vision
A carbon-free future where everyone thrives through clean energy that’s accessible and affordable to all.
Guiding Principles
Environmental Impact + Customer-Focused Approach + Economic Development + Driving Innovation ● Align with our Strategic Plan update
● Reflect our brand refresh
● Reconnect to purpose, impact, and future direction
Why refresh PCE’s Mission & Vision?
Strategic
Plan
Brand
refresh
65 The Role of Mission & Vision
Mission: The What and Why of PCE
▪ Clearly articulates purpose and impact
▪ Motivates and unites our team
▪ Resonates with customers and
communities
Vision: The Future
▪ Defines the future we’re working toward
▪ Reflects equity, innovation, and
prosperity
▪ Aligns all stakeholders around our long-term impact
66 By a large margin, the Board Executive Committee, Board Ad Hoc Strategic Planning Committee, Community Advisory Strategic Planning Committee, and Staff supported the adoption of a refreshed mission statement:
“To provide affordable, clean electricity
and support local solutions that lower
costs, reduce pollution, and strengthen
community resilience.”
Current Statement: To reduce greenhouse gas emissions by expanding access to sustainable and affordable energy solutions.
Mission Statement Refresh
67 PCE staff, in consultation with others, took the most popular elements of possible vision statements to configure this new proposal:
“A carbon-free future where everyone
thrives through clean energy that’s
accessible and affordable to all.”
Current Statement: A Sustainable World for Everyone
Vision Statement
Guiding
Principles
68 69
Environmental Impact. PCE was founded on the vision of a sustainable world for everyone; a world in which energy choice could dramatically reduce harmful greenhouse gas emissions by accelerating the transition from a fossil-based grid to one that runs principally on carbon-free and renewable resources. PCE will continue to be a champion for the environment in our procurement and program initiatives.
PCE will expand its focus to include environmental justice in its decision-making and new clean energy technologies that leverage local renewables to support energy resilience and reliability.
Guiding Principles
70 Customer-Focused Approach. PCE would not exist without its customers.
Keeping customer and community needs at the forefront of decision-making and program design while seeking to provide affordable energy is central to PCE’s continued success and will be at the core of what will differentiate PCE from other providers in the future. PCE’s customers are not only the clients it serves, they are also PCE’s critical partners in the transition to a clean energy future.
Guiding Principles
71 Economic Development. In its quest to expand renewable energy production, support electrification, and reduce greenhouse gases, PCE will also serve as an economic engine for its service area. It will do this by considering affordability in rate-setting, investing in local decarbonization and electrification efforts, supporting the development of new renewable projects (additionality), and expanding the “green economy,” including local workforce development and local jobs.
Guiding Principles
72 Driving Innovation. PCE will continue to be an innovator and thought leader in the CCA industry — recognized locally, statewide and nationally for its leading-edge renewable procurement strategies, scalable and replicable building and transportation policies and programs, workforce DEAI initiatives, and distributed energy resource and advanced energy projects that can be replicated for greatest environmental, economic, and customer impact — and that show the way towards broad market change.
Guiding Principles
Strategic
Policies
73 Maintain a 100% zero-carbon power resource portfolio while working towards delivering 100% renewable energy on an annual basis by 2030 through strategic and cost-effective procurement of resources that maximize PCE’s 24/7 hourly matching of renewable energy and load.
This policy statement encompasses the following key elements:
▪ Continued commitment to achieving industry-leading renewable energy targets. ▪ Built-in flexibility on the 24/7 hourly matching goal to balance against cost impacts on PCE’s customers. ▪ An emphasis on strategic procurement to minimize cost and risk exposure to PCE, minimize cost pressures for customers, and maintain PCE’s financial health. ▪ A target of 60% minimum Renewable Portfolio Standard (RPS) of PCE's annual retail sales prior to 2030, with flexibility on the remaining portfolio composition to balance incremental gains toward the 100% renewable goal while maintaining cost-competitiveness. 74 Strategic Policy: Procurement
This Strategic Policy is likely to evolve as PCE Staff develop its Integrated Resource Plan (IRP) to submit to the CPUC later in 2025.
75 PCE’s policy is to reduce GHGs as quickly as possible by continuing to deliver programs and services that benefit PCE customers, including designing certain programs and services with equity and vulnerable customers’ needs in mind by:
▪ Prioritizing rate affordability for all customers, and offering targeted discounts for some equity customer segments with greatest need
▪ Offering certain programs specifically designed for equity customers and, where programs have broad customer participation, providing tiered levels of support that enhance access and assistance for more vulnerable customers
▪ Initiating policy initiatives and seeking third-party funding for programs that benefit vulnerable and equity customers and improve affordability and access to PCE services and benefits ▪ Engaging equity customers and communities by working with community-based organization (CBO) partners to support equity customers, engage diverse and vulnerable communities, and solicit feedback on ways to improve PCE’s equity services
Strategic Policy: Programs & Equity
76 Over the next five years, PCE will prioritize efforts to accelerate the development of carbon-free distributed energy resources (DERs) in order to further innovation and market transformation of distributed energy technologies, accelerate greenhouse gas (GHG) reductions, and provide customer and community resilience, including:
▪ Expanded DER project development support.
▪ Expanded customer access to capital in support of DER/electrification projects. ▪ Expanded technical assistance and support for local resiliency projects. ▪ Drive relevant policy development and advocacy.
Strategic Policy: Distributed Energy Resources
77 PCE will invest in its people, infrastructure, systems, and processes to enhance efficiency, resiliency, and adaptability. PCE will ensure that its operations are aligned with industry best practices; leverage technology; support a high-performing workforce equipped to meet the evolving customer and stakeholder needs; and achieve its diversity, equity, access, and inclusion commitments. Operational enhancements drive PCE’s ability to partner effectively with the customers and communities it serves, adhere to the guiding principles, and advance its mission impact.
This policy includes specific guidance around:
▪ Maintaining effective and strong governance
▪ Scaling process optimization through effective use of technology ▪ Empowering an agile and diverse workforce
▪ Driving decisions with good data
▪ Ensuring cybersecurity and IT resilience
▪ Promoting equity and accessibility in operations
▪ Effectively managing risk and maintaining compliance
Strategic Policy: Operational Excellence
Next Steps
▪ May: Incorporate Board feedback
from tonight
▪ June-August: Develop 5-Year
Agency Goals, Objectives, and Key
Results with staff
▪ August-September: Compile all and
vet with various PCE Committees
▪ October: Present new 2026-2030
Strategic Plan for Board review and
adoption at October 23rd Board
Retreat
78 Thank you! Lester Olmstead-Rose
[email protected]
79 Board Members’ Reports
Peninsula Clean Energy
Closed Session
Staff and members of the public, please exit the Peninsula Clean Energy Lobby Peninsula Clean Energy
Adjournment
Peninsula Clean Energy