Peninsula Clean Energy
Executive Committee
Meeting
September 8, 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 Item 1
• Consent - Public Comment
Regular Agenda
Adjournment
Chair Report (Discussion)
CEO Report (Discussion)
CEO Report
• Intern Wrap Up
• Staff Retreat – another great year!
• Facilities Update
• Audit and Finance – Prepay#2, S&P 'Positive' Outlook
• Legislative Update
5 ECO100 Rate
Reduction (Action)
Executive Committee
September 8, 2025
ECO100 Rate Reduction
Customers enrolled in ECO100 for 100% renewable energy
sourcing
• Replaces usual resources with 50% CA wind, 50% CA solar • Basic rates + $0.015/kWh surcharge
Green-e Energy certified program
• Meets requirements for programs like LEED, Climate Registry, etc. • Additional requirements on resources, such as operational date, delivery of electricity, validation, etc.
• Additional customer disclosure requirements
7 ECO100 Incremental Program Costs
Incremental
Costs
Staff Hours
Replacing
Carbon-Free
Resources with
Renewables
Green-e
Certification
8 ECO100 Rate History
• $0.01/kWh Surcharge 2016 to • Industry Standard
2024
• $0.015/kWh Surcharge
• Due to Rising Program Costs
• Similar Increases for Other 100%
Renewable Options
2025
9 Renewable Energy Premiums
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
CY2021 CY2022 CY2023 CY2024 CY2025 (Forecast)
CPUC Renewable Energy Market Price Benchmarks ($/MWh) as of Oct 2024 10 Staff Proposal
Reduce ECO100 rate from $0.015/kWh to $0.01/kWh in
January 2026
• Reflects updated market conditions
• Staff will reevaluate in 2027
Reduces 2026 ECO100 revenue forecast by $1.1 million
annually
• Revenue @ $0.015/kWh: $3.4 million
• Updated Revenue @ $0.01/kwh: $2.3 million
11 Recommendation
Recommend to the Board of Directors approval of the proposed change to ECO100 rates, reducing the premium from 1.5 cents per kilowatt-hour to 1 cent per kilowatt-hour.
12 Amendments to PCE’s
Zero-Carbon Intensity
Low Carbon Fuel Standard
Tariff (Action)
Executive Committee
September 8, 2025
Green Transit Tariff
Developed to support sustainable energy options for
electrified rail
• Makes transit agencies eligible for California Air Resources Board’s (CARB) Low-Carbon Fuel Standard (LCFS) Program
• Green Transit tariff operating since 2024
Proposed changes would support regenerative braking
• Provides a path to receive bill credits for excess braking energy 14 Regenerative braking converts
kinetic energy during braking
into electrical energy
Benefits:
• Reduces energy consumption
• Reduces wear on trains
• May export excess electricity
generated to the grid
Regenerative Braking
15 Regenerative Braking
Regenerative Braking exports currently not eligible for Net Energy Metering or Net Billing Tariff
• Not defined as a renewable resource, which is a requirement • Currently regenerative braking energy is “use it or lose it” Proposed changes would allow payment for exported energy • Would effectively treat regenerative braking exports as Net Billing Tariff • Exported energy reduces PCE’s procurement requirements • Export credits would be based on wholesale hourly market value • De minimis financial impact
16 Recommendation
Recommend approval of the revised Zero-Carbon Intensity Low Carbon Fuel Standard Tariff, as set forth in Exhibit A, to PCE's Board of Directors.
17 Amendments to the
Records Retention
Policy 20(d) (Action)
Executive Committee
Jen Stalzer, General Counsel
2026-2030 Strategic Plan
5-Year Agency Goals
Executive Committee
September 8, 2025
Mission
Vision
Guiding
Principles
Strategic
Policies
Where were at…
Environmental Impact
PCE was founded on the vision of a sustainable world for everyone; a world in which energy choice can 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 its procurement and program initiatives. PCE will continue to include environmental justice in its decision-making and new clean energy technologies that leverage local renewables to support energy resilience and reliability.
Where we’re at… Guiding Principles
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 differentiates PCE from other providers in the future. PCE’s customers are not only the clients it serves; they are PCE’s critical partners in the transition to a clean energy future.
Where we’re at… Guiding Principles
Economic Development
In its quest to expand renewable energy production, support electrification, and reduce greenhouse gases, PCE will serve as an economic engine for its service area. This includes maintaining affordable electric generation rates, investing in local decarbonization and electrification efforts, supporting the development of electrified housing and local renewable energy projects, and strengthening the “green economy,” by fostering local workforce development and local jobs.
Where we’re at… Guiding Principles
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 building and transportation programs and policies, workforce DEAI initiatives, and piloted distributed energy resource projects. These efforts, designed to be replicated, will maximize environmental, economic, and customer impact while resulting in broader market change.
Where we’re at… Guiding Principles
Procurement
PCE will 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 that can maximize PCE’s 24/7 hourly matching of renewable energy to PCE’s load while prioritizing reducing grid emissions and customer costs.
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 • Emphasis on strategic procurement to minimize cost and risk exposure to PCE, limit cost pressures for customers, and maintain PCE’s financial health
• Targeted 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
• Operating PCE's resource fleet to reduce grid emissions by displacing fossil fuel generation Where we’re at… Strategic Priorities
Equity Programs
PCE will reduce GHGs as quickly as possible by continuing to deliver programs and services that benefit all customers, including designing certain programs and services with equity and vulnerable customers’ needs in mind by:
• Prioritizing rate affordability for all customers
• Advancing policy initiatives and utilizing external (non-PCE-ratepayer) funding for programs that benefit vulnerable and equity customers, improving affordability and access to PCE services and benefits
• Partnering with community-based organizations (CBOs) as outreach partners to engage diverse and vulnerable communities, support equity customers, and gather feedback on ways to improve its services.
Where we’re at… Strategic Priorities
Distributed Energy Resources (DER)
PCE will accelerate the development of carbon-free distributed energy resources (DERs) to drive innovation and market transformation of distributed and advanced energy technologies, accelerate greenhouse gas (GHG) reductions, and enhance community resilience, including:
• Expanding DER project development support
• Increasing customer access to capital for DER/electrification projects • Providing technical assistance and support for local resiliency projects • Advancing relevant policy development and advocacy
Where we’re at… Strategic Priorities
Organizational Excellence
PCE will invest in its people, infrastructure, systems, and processes to strengthen effectiveness, efficiency, and resiliency. PCE operations will align with industry best practices, leverage technology, and support a high-performing workforce equipped to meet evolving customer and stakeholder needs, while advancing the Agency’s commitments to diversity, equity and inclusion.
Operational enhancements support PCE’s ability to meet its mission and include:
• Maintaining strong and effective Agency governance
• Best in class rate analysis/design and prudent financial management • Scaling project and process optimization through effective use of technology • Empowering an agile, motivated, and diverse workforce • Driving decisions with quality data
• Ensuring cybersecurity and IT resilience
• Promoting equity and accessibility in operations
• Managing risk and maintaining regulatory compliance
Where we’re at… Strategic Priorities
Proposed Five-Year Goals
1. Environmental Impact: Accelerate electrification across energy, transportation, and the built environment to cut electricity-related GHG emissions by [100,000 metric tons annually].
2. Customer-Focused Approach: Maintain customer participation rates above [96%], increase customer participation in energy programs by [200%], achieve at least [60%] brand awareness across our service territory, and achieve high ratings for customer confidence and satisfaction as defined by operational objectives and measured by targeted customer feedback and surveys.
3. Economic Development: Contain costs to keep customer rates below competitors while investing at least [$150 million] in local clean energy projects and advanced energy solutions that reduce carbon emissions, strengthen community resilience, support jobs and housing, and deliver broad economic benefits across PCE's service territory.
4. Driving Innovation: Drive adoption and/or co-development of at least [10] PCE-originated programs, policies, procurement models, technologies, or operational tools by peer CCAs, other utilities, policy makers, or other market participants.
Proposed Five-Year Goals
5. Procurement: By 2030, execute contracts for an additional [500] MW of new clean/renewable resources and minimize the reliance on capacity products from fossil fuel resources while maintaining 100% compliance in an increasingly complex and restrictive regulatory environment.
6. Equity Programs: Secure at least $20 million in external funding to design, launch, and grow equity-focused energy programs that deliver direct benefits to vulnerable customers and communities. Expand PCE’s work with local community partners on effective program design, customer access and feedback.
7. DER: Accelerate distributed energy resource adoption by adding at least 15 MW of local solar, 35 MWh of storage at customer sites, and launching a 10 MW virtual power plant that delivers value to customers, communities, and the grid.
8. Operational Excellence: Implement meaningful improvements in operational effectiveness, efficiency, and resilience and provide evidence through data and performance metrics on an annual basis.
5-Year Goal Statement
Environmental Impact: Accelerate electrification across energy, transportation, and the built environment to cut electricity-related GHG emissions by [100,000 metric tons annually].
5-Year Goal Statement
Customer-Focused Approach: Maintain customer participation rates above [96%], increase customer participation in energy programs by [200%], achieve at least [60%] brand awareness across our service territory, and achieve high ratings for customer confidence and satisfaction as defined by operational objectives and measured by targeted customer feedback and surveys.
5-Year Goal Statement
Economic Development: Contain costs to keep customer rates below competitors while investing at least [$150 million] in local clean energy projects and advanced energy solutions that reduce carbon emissions, strengthen community resilience, support jobs and housing, and deliver broad economic benefits across PCE's service territory.
5-Year Goal Statement
Driving Innovation: Drive adoption and/or co-development of at least [10] PCE-originated programs, policies, procurement models, technologies, or operational tools by peer CCAs, other utilities, policy makers, or other market participants.
5-Year Goal Statement
Procurement: By 2030, execute contracts for an additional [500 MW] of new clean/renewable resources and minimize the reliance on capacity products from fossil fuel resources while maintaining 100% compliance in an increasingly complex and restrictive regulatory environment.
5-Year Goal Statement
Equity Programs: Secure at least $20 million in external funding to design, launch, and grow equity-focused energy programs that deliver direct benefits to vulnerable customers and communities.
Expand PCE’s work with local community partners on effective program design, customer access and feedback.
5-Year Goal Statement
DER: Accelerate distributed energy resource adoption by adding at least 15 MW of local solar, 35 MWh of storage at customer sites, and launching a 10 MW virtual power plant that delivers value to customers, communities, and the grid.
5-Year Goal Statement
Operational Excellence: Implement meaningful improvements in operational effectiveness, efficiency, and resilience and provide evidence through data and performance metrics on an annual basis. • September: Executive Committee
and CAC input will help refine five-year goals
• October: Adoption of Strategic Plan!
Strategic Plan Next Steps
Committee Members’ Reports
Peninsula Clean Energy
Adjournment
Peninsula Clean Energy