2075 Woodside Road | Redwood City, CA 94061
(650) 260-0005 | peninsulacleanenergy.com
Regular Meeting of the Board of Directors of the
Peninsula Clean Energy Authority (PCEA)
AGENDA
Thursday, September 25, 2025
6:30 pm
PLEASE NOTE: This meeting will be held in a hybrid format with both in-person and Zoom participation options for members of the public;
Board members shall appear in person.
In-Person Meeting Locations:
PCEA Lobby, 2075 Woodside Road, Redwood City, CA 94061
Los Banos City Hall, Conference Room A, 520 J Street, Los Banos, CA 93635 Zoom, Virtual Meeting Link: https://pencleanenergy.zoom.us/j/87496649657 Meeting ID: 874-9664-9657 Passcode: 2075 Phone: +1 (669) 444-9171 Introduction
This meeting of the Board of Directors will be held at the Peninsula Clean Energy Lobby: 2075 Woodside Road, Redwood City, CA 94061 and Los Banos City Hall, Conference Room A, 520 J Street, Los Banos, CA 93635 and by teleconference pursuant to California Assembly Bill 2449 and the Ralph M. Brown Act, CA Gov’t Code. Section 54950, et seq. Members of the Board are expected to attend the meeting in person and should reach out to General Counsel for Peninsula Clean Energy, Jennifer Stalzer, with questions or accommodation information ([email protected]). For information regarding how to participate in the meeting remotely, please refer to the instructions at the end of the agenda. In addition, a video broadcast of the meeting can be viewed at https://www.peninsulacleanenergy.com/meetings-events following the meeting.
Public Participation
The PCEA Board meeting may be accessed through Zoom online at https://pencleanenergy.zoom.us/j/87496649657. The webinar ID is: 874-9664-9657 and the passcode is 2075. The meeting may also be accessed via telephone by dialing +1(669) 444-9171. Enter the webinar ID: 874-9664-9657, then press #. (Find your local number:
https://pencleanenergy.zoom.us/u/kTlH1Ocod). Peninsula Clean Energy uses best efforts to ensure audio and visual clarity and connectivity. However, it cannot guarantee the connection quality.
Members of the public can also attend this meeting physically at the Peninsula Clean Energy Lobby at 2075 Woodside Road, Redwood City, CA 94061 or Los Banos City Hall, Conference Room A, 520 J Street, Los Banos, CA 93635.
Written public comments may be emailed to PCEA Board Clerk, Nelly Wogberg ([email protected]) and such written comments should indicate the specific agenda item on which the member of the public is commenting.
Spoken public comments will be accepted during the meeting in the Board Room(s) or remotely through Zoom at the option of the speaker. Please use the “Raise Your Hand” function in the Zoom platform, or press *6 if you phoned into the meeting, to indicate that you would like to provide comment. 1 1. Acceptance of Diversity, Equity, Accessibility, and Inclusion (DEAI) Annual Report for 2025 and Approval of a Resolution to Transition the Remaining and Ongoing DEAI Action Plan Items into PCE's Strategic Plan for 2026-2030
2. Approval of Proposed Reduction to the ECO100 Rate
3. Approval of Amendments to the Zero-Carbon Intensity Low Carbon Fuel Standard Tariff
4. Approval of Amendments to the Records Retention Policy 20(d)
5. Approval of Minutes from the July 24, 2025 Board of Directors Meeting
6. Chair Report (Discussion)
7. CEO Report (Discussion)
8. Community Advisory Committee Report (Discussion)
9. Update on Legislative Activities (Discussion)
10. Discussion on Peninsula Clean Energy AI Chatbot: A New Tool for Customers (Discussion)
Please note that Peninsula Clean Energy Board of Directors meetings are a limited public forum, and all public comment must relate to something that is within the subject matter jurisdiction of the Board. If comments do not relate to the subject matter jurisdiction of the Board, we will stop the comment and move on to the next speaker. General Counsel will assist in identifying comments that are not related to the subject matter jurisdiction of the Board.
ADA Requests
Individuals who require special assistance or a disability related modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the meeting, should contact Nelly Wogberg, Board Clerk, by 10:00 a.m. on the day before the meeting at ([email protected]). Notification in advance of the meeting will enable PCEA to make reasonable arrangements to ensure accessibility to this meeting, the materials related to it, and your ability to comment.
Closed Captioning is available for all PCEA Board meetings. While watching the video broadcast in Zoom, please enable captioning.
CALL TO ORDER / ROLL CALL / APPROVE TELECONFERENCE PARTICIPATION UNDER AB 2449
This item is reserved to approve teleconference participation request for this meeting by Director pursuant to Brown Act revisions of AB 2449 due to an emergency circumstance to be briefly described.
PUBLIC COMMENT
This item is reserved for persons wishing to address the Board on any PCEA-related matters that are not otherwise on this meeting agenda. Public comments on matters listed on the agenda shall be heard at the time the matter is called. Members of the public who wish to address the Board are customarily limited to two minutes per speaker. The Board Chair may increase or decrease the time allotted to each speaker.
ACTION TO SET AGENDA AND TO APPROVE CONSENT AGENDA ITEMS
REGULAR AGENDA
2 11. Update on 2025 Reach Codes (Discussion)
12. Update on Brand Strategy and Naming Exploration (Discussion)
13. 2020-2025 Strategic Plan Review of Accomplishments and Close Out (Discussion)
14. Board Members’ Reports (Discussion)
15. Account Services Quarterly Update
16. Data and Technology Department Quarterly Update
17. Energy Supply Procurement Quarterly Update
18. Regulatory Policy Team Quarterly Update
19. Acronym List
20. Report on California Community Power (CCP) Joint Powers Authority
21. Social Media FAQ's
INFORMATIONAL REPORTS
ADJOURNMENT
Public records that relate to any item on the open session agenda are available for public inspection. The records are available at the Peninsula Clean Energy offices or on PCEA Website at:
https://www.peninsulacleanenergy.com.
JOINING INSTRUCTIONS
3 Instructions for Joining a Zoom Meeting via Computer or Phone Best Practices:
Please mute your microphone when you are not speaking to minimize audio feedback If possible, utilize headphones or ear buds to minimize audio feedback If participating via videoconference, audio quality is often better if you use the dial-in option (option 2 below) rather than your computer audio
Options for Joining
Videoconference with Computer Audio - see Option 1 below Videoconference with Phone Call Audio - see Option 2 below Calling in via Telephone/Landline - see Option 3 below
Videoconference Options:
Prior to the meeting, we recommend that you install the Zoom Meetings application on your computer by clicking here https://zoom.us/download.
If you want full capabilities for videoconferencing (audio, video, screensharing) you must download the Zoom application.
Option 1 Videoconference with Computer Audio:
From your computer, click on the following link that is also included in the meeting calendar invitation: https://pencleanenergy.zoom.us/j/87496649657 The Zoom application will open on its own or you will be instructed to open Zoom.
After the application opens, the pop-up screen below will appear asking you to choose ONE of the audio conference options. Click on the Computer Audio option at the top of the pop-up screen.
Click the blue, "Join with Computer Audio" button.
In order to enable video, click on "Start Video" in the bottom left-hand corner of the screen. This menu bar is also where you can mute/unmute your audio.
Option 2 Videoconference with Phone Call Audio
From your computer, click on the following link that is also included in the meeting calendar invitation: https://pencleanenergy.zoom.us/j/87496649657 The Zoom Application will open on its own or you will be instructed to Open Zoom. 4 After the application opens, the pop-up screen below will appear asking you to choose ONE of the audio conference options. Click on the Phone Call option at the top of the pop-up screen.
Please dial +1 (669) 444-9171.
You will be instructed to enter the meeting ID: 874-9664-9657 followed by #.
You will be instructed to enter in your participant ID. Your participant ID is unique to you and is what connects your phone number to your Zoom account.
After a few seconds, your phone audio should be connected to the Zoom application on your computer.
In order to enable video, click on "Start Video" in the bottom left-hand corner of the screen. This menu bar is also where you can mute/unmute your audio.
Audio Only Options:
Please note that if you call in/use the audio only option, you will not be able to see the speakers or any presentation materials in real time.
Option 3: Calling in via Telephone/Landline:
Please dial +1 (669) 444-9171.
You will be instructed to enter the meeting ID: 874-9664-9657 followed by #.
You will be instructed to enter your Participant ID followed by #. If you do not have a participant ID or do not know it, you can press # to stay on the line.
You will be instructed to enter the meeting passcode 2075 followed by #. 5 DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: Majority Vote
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Shalini Swaroop, Chief Operating Officer
SUBJECT: Acceptance of Diversity, Equity, Accessibility, and Inclusion (DEAI) Annual Report for 2025 and Approval of a Resolution to Transition the Remaining and Ongoing DEAI Action Plan Items into PCE's Strategic Plan for 2026-2030 Item No. 1
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
RECOMMENDATION
Accept the Diversity, Equity, Accessibility, and Inclusion (DEAI) Annual Report for 2025 and adopt a resolution recognizing the successful implementation of Peninsula Clean Energy’s Diversity, Equity, Accessibility, and Inclusion (DEAI) Action Plan, with 94% of identified actions as complete and ongoing as of September 2025, and direct staff to transition the remaining ongoing and evolved items into annual departmental objectives and the Agency’s 2026–2030 Strategic Plan.
BACKGROUND
The Board approved Peninsula Clean Energy’s DEAI Policy in October 2022, affirming the Agency’s responsibility to eliminate disparities and ensure that its programs, policies, and practices are inclusive and accessible for all customers. In May 2023, the Board adopted a companion DEAI Action Plan outlining 44 specific actions across six focus areas:
organizational culture, staffing and recruitment, training and development, energy program design, marketing and account services, and vendor/supplier diversity.
The DEAI Action Plan was designed to launch and embed DEAI practices across the organization. The intention of the DEAI Action Plan was to be a living document that evolved over time as different initiatives were launched and completed. Over the past two years, staff have reported regularly to the Board on progress, including May 2024 and September 2025 updates.
DISCUSSION
As of September 2025, over 90% of the actions identified in the DEAI Action Plan are complete and some are ongoing. This includes major accomplishments such as:
Adoption of DEAI policies and governance structures, including creation of a DEAI Council and appointment of a DEAI staff lead.
6 Integration of DEAI metrics into staff performance reviews and recruitment practices, resulting in a workforce that is 70 percent from ethnically diverse or underrepresented groups.
Completion of Agency-wide training on DEAI principles and accommodations with expanded professional development budgets.
Development of community engagement tools and program accessibility standards.
Improvements in customer accessibility through multilingual services, WCAG-compliant websites, and translated outreach materials.
Embedding supplier diversity into procurement processes, including contract templates, evaluation criteria, and reporting requirements.
Of the remaining actions, several have evolved into broader initiatives that are now incorporated into the forthcoming 2026–2030 Strategic Plan; for example, the organizational energy equity definition, while a few will be carried forward as ongoing departmental objectives, such as expanding technology-enabled language access once our Salesforce system migration is complete.
With nearly all actions complete or ongoing, PCE has made significant progress, and staff recommends that the Board approve ongoing workstreams into annual planning and the 2026–2030 Strategic Planning process. This ensures that DEAI remains embedded in the Agency’s core operations and that future DEAI goals and reporting is centralized under the new Strategic Plan framework.
ATTACHMENTS:
PCE_DEAI_Action_Plan_Implementation_Update_Sept_2025.docx 7 RESOLUTION NO. _____________
PENINSULA CLEAN ENERGY AUTHORITY, COUNTY OF SAN MATEO, STATE OF
CALIFORNIA
ACCEPTANCE OF DIVERSITY, EQUITY, ACCESSIBILITY, AND INCLUSION (DEAI) ANNUAL REPORT FOR 2025 AND APPROVAL OF A RESOLUTION TO TRANSITION THE
REMAINING AND ONGOING DEAI ACTION PLAN ITEMS INTO PCE'S STRATEGIC PLAN FOR 2026-2030
RESOLVED, by the Peninsula Clean Energy Authority, State of California, that WHEREAS, the Board of Directors adopted Peninsula Clean Energy’s Diversity, Equity, Accessibility, and Inclusion (DEAI) Policy in October 2022, affirming the agency’s responsibility to eliminate disparities and ensure its programs, policies, and practices are inclusive and accessible to all customers; and
WHEREAS, in May 2023 the Board adopted the DEAI Action Plan, a framework of 44 specific actions designed to embed DEAI principles into Peninsula Clean Energy’s workforce, operations, governance, and programs; and
WHEREAS, staff have provided regular updates on implementation of the DEAI Action Plan, including reports in May 2024 and September 2025; and
WHEREAS, as of September 2025, over 90% of the DEAI Action Plan actions have been completed, with the remainder either evolved into broader organizational frameworks or in progress to be carried forward as departmental objectives; and WHEREAS, staff recommends transitioning remaining and ongoing DEAI-related activities into Peninsula Clean Energy’s annual Objectives and Key Results (OKRs) process and into the forthcoming 2026–2030 Strategic Plan to ensure continued accountability and integration; NOW, THEREFORE, BE IT RESOLVED, that the Board of Directors of Peninsula Clean Energy Authority hereby:
1. Directs staff to transition all remaining and ongoing DEAI actions into the agency’s annual departmental planning processes and the 2026–2030 Strategic Plan; and
2. Reaffirms the agency’s commitment to ensuring diversity, equity, accessibility, and inclusion remain central to Peninsula Clean Energy’s mission, values, and operations. 8 DEAI Action Plan
Implementation Update Sept 2025
Peninsula Clean Energy
DIVERSITY
EQUITY
ACCESSIBILITY
INCLUSION 9
Background on Peninsula Clean Energy’s Diversity,
Equity, Accessibility, and Inclusion (DEAI) Action Plan The Peninsula Clean Energy (PCE) Strategic Plan 2020-2025 stated an all-encompassing goal to “Ensure organizational excellence by adhering to sustainable business practices and fostering a workplace culture of innovation, diversity, transparency, and integrity.” This is reflected in PCE’s Inclusive and Sustainable Workforce Policy, originally adopted in December 2016, that further states “PCE recognizes that an inclusive and sustainable workforce helps PCE meets its core mission and goals more effectively, serve its customers in a more culturally sensitive manner, and reflect the businesses we partner with and the community we serve more comprehensively.” These actionable statements relate to embedding diversity, equity, accessibility, and inclusion (DEAI) within PCE’s organization.
PCE’s ongoing journey to integrate these DEAI principles within its organization became more significant starting in 2020 when efforts were initiated by the Community Advisory Committee (CAC) in light of the community’s focus on anti-racism initiatives. PCE has since then accelerated efforts to improve and enhance DEAI initiatives within the organization and outwardly to the communities it serves.
In May 2021, PCE released a Request for Proposal (RFP) seeking consultant assistance for Diversity, Equity, Accessibility, and Inclusion services. PCE selected GCAP Services, Inc. (GCAP), a certified Small Business (SB) and Disadvantaged Business Enterprise (DBE) firm, to provide expertise in developing a DEAI program with achievable goals and actions that PCE can implement and monitor over time.
Continual progress has been made on the DEAI Action Plan with the leadership of the DEAI Council and the internal subject matter experts within staff. As of September 2025, with over 90% of the required actions complete, staff recommends that the Board transitions the remaining ongoing, evolved, and uncompleted actions into annual department and staff planning. Further DEAI initiatives will be enumerated as part of the objectives and key results in PCE’s 2026-2030 strategic plan in order to better integrate all of PCE’s goals and reporting into one comprehensive framework moving forward.
10 3
Exhibit 1: PCE DEAI Area of Focus & DEAI Goal Description Area of Focus DEAI Goal Description
Organizational Culture
and DEAI Commitment
Advance and promote diversity, equity, accessibility, and inclusion within PCE’s workforce, business practices,
policies, and programs.
Human Resources,
Staffing, and
Recruitment
Create a workforce that is more representative and inclusive of people of all backgrounds; provide equitable access to employment opportunities for underrepresented and
underserved members of the communities PCE serves.
Training and
Development
Require employees to complete DEAI related training and promote and encourage Board and Citizen Advisory
Committee members to complete DEAI related training to
increase awareness of DEAI within the organization.
Energy Program
Development and
Implementation
Define energy equity and set goals and metrics for achieving it through our programs. Increase input and feedback from diverse communities, especially low-income and
disadvantaged groups, to improve equity in program
development and implementation.
Marketing and Account
Services
Improve awareness, communication, and accessibility of PCE customer service, energy supply, and energy programs, especially among low-income and disadvantaged
populations, and limited English proficiency groups.
Vendor and Energy
Supplier Diversity and
Social Responsibility
Ensure that the vendors and suppliers that do business with PCE are environmentally conscious and have equitable
business practices. Establish a level playing field by creating opportunities and eliminating barriers to equal participation for all vendors.
11 4
Commitment to DEAI
The collaborative development of a DEAI policy with internal and external stakeholders demonstrates PCE’s commitment to diversity, equity, accessibility and inclusion. As part of the growing interest in environmental, social, and governance factors, DEAI has become a vital part of an organization’s performance. As a Community Choice Aggregation (CCA) program that provides clean energy services to its local communities, PCE ensures DEAI is a priority during decision making.
Peninsula Clean Energy (PCE) has a vision of a sustainable world with clean energy for everyone. We recognize there are longstanding systemic barriers that impede the advancement of fair and inclusive policies and limit the full participation of historically underserved and disadvantaged communities. This includes our stakeholders that face the most adverse impacts from economic, health, and environmental burdens. PCE recognizes that we have an obligation to maximize our efforts to eliminate disparities and ensure that our programs, policies, and practices are inclusive and accessible for everyone in the geographic markets we serve.
This excerpt from the DEAI policy communicates PCE’s values, philosophy, and culture surrounding the significance of upholding diversity, equity, accessibility, and inclusion. PCE must continue to communicate the importance of DEAI to team members and other stakeholders to support cultivating a culture of organizational excellence. 12 5
Gap Analysis
To ensure that key aspects of PCE’s internal and external DEAI initiatives were considered for the Action Plan, a detailed gap analysis was conducted to review all ideas and assess the feasibility for the agency. A gap analysis is an assessment method that helps measure the performance of an organization in a specific area to determine whether objectives are being met, and if not, what steps should be taken to meet them. In the context of DEAI, the gap analysis was customized to PCE’s commitment to achieve and enhance DEAI initiatives within the organization.
The gap analysis consisted of: information and data collected from the surveys, interviews, policy updates, organizational document reviews, and workshops to help identify areas for improvement as well as the finding/gap, recommendations, and final goal derived from the analysis. The PCE DEAI Action Plan identifies six major areas of focus, which are depicted in Exhibit 2: PCE’s DEAI Areas of Focus.
Each of these areas are accompanied by a main goal that is outlined with the plan’s elements— goal, actions, steps, timeline, lead, metrics, and recommendations—that will help achieve these objectives. The areas of improvement are reflected from the key observations of the DEAI organizational assessment that consists of the surveys, interviews, and all related DEAI activities.
Exhibit 2: PCE’s DEAI Areas of Focus
Organizational
Culture and DEAI
Commitment
Human
Resources,
Staffing, and
Recruitment
Training and
Development
Energy Program
Development &
Implementation
Marketing and
Account Services
Vendor and
Energy Supplier
Diversity and
Social
Responsibility
13 6
DEAI Action Plan
Implementation
Update
September 2025
14 Area of Focus
Organizational Culture and DEAI Commitment
Goal: Advance and promote diversity, equity, accessibility, and inclusion within PCE’s workforce, business practices, policies, and programs.
Background:
Through the gap analysis, “Organizational Culture and DEAI Commitment” has been identified as an area of focus to be addressed in the DEAI Action Plan. The goal is stated as the following “Advance and promote diversity, equity, accessibility, and inclusion within PCE’s workforce, business practices, policies, and programs.” By focusing on this goal, PCE will be able to ensure its company culture is interwoven with its commitment to DEAI.
PCE is working towards an organizational culture that ensures all employees feel empowered to bring their authentic selves and new ideas and perspectives to the table. Also, PCE strives to be a steward for its community members by providing sustainable, clean energy through accessible and equitable programs and services. An organizational culture is very important to an organization’s overall excellence. It defines how the organization does business and how it is perceived by all internal and external stakeholders. This includes communicating to external stakeholders Peninsula Clean Energy’s commitment to advocate for regional and state policies supporting environmental and energy justice. By integrating a commitment to DEAI within the organization’s culture, PCE has created a foundation of principles to cultivate a successful culture that will have a lasting, positive impact on its workforce and communities it serves.
Actions Steps Status Lead Metrics Recommendations
Adopt DEAI Policy
Finalize and approve
Peninsula Clean Energy DEAI
Policy
Notify relevant stakeholders of
the new DEAI Policy
Complete DEAI Project
Team
Board of Directors
approved the Policy on
10/27/22
Policy has been
distributed and
communicated to
relevant stakeholders
Post DEAI Policy to public
website and share with CBO
partners.
Make DEAI Policy available
in other languages such as
Spanish and Chinese
Make DEAI Policy accessible
in large print format
15 8
Actions Steps Status Lead Metrics Recommendations
Adopt DEAI Action Plan
Finalize and approve
Peninsula Clean Energy DEAI
Action Plan
Notify relevant stakeholders
on the new DEAI Action Plan
Complete DEAI Project
Team
Board of Directors has
approved and adopted
the Action Plan
Action Plan has been
distributed and
communicated to
relevant stakeholders
Report at least annually
on progress of
implementation of the
Action Plan to the Board
of Directors and Citizens
Advisory Committee
Post DEAI Action Plan to
public website
Make DEAI Action Plan
available in other languages
such as Spanish and Chinese
Make DEAI Action Plan
accessible in large print
format
Form DEAI Council
Create Council guidelines that
include the following
information: membership and
terms, roles and
responsibilities, and
expectations
Complete DEAI Project
Team
The Council is a
composition of diverse
members from different
ethnicities, gender,
generation, department,
and other dimensions of
diversity
Utilize DEAI Action Plan as
first endeavor
Allocate proper funding in
the annual budget to support
Council initiatives
Involve members of the
Council in discussions and
decision-making affecting
policy, process, systems, and
resources to ensure a
diversity of perspectives are
heard
Appoint a DEAI Lead
Develop the role and
responsibilities of the DEAI
Lead, including estimated time
commitment (FTE)
Appoint DEAI Lead and
ensure individual understands
role and responsibilities
Empower the DEAI lead to
advance DEAI measures in
the Action Plan and to support
the DEAI policy across the
organization
Complete
COO and
DEAI Project
Team
DEAI Lead is appointed
and has started DEAI
initiatives and policies
Assign responsibilities to a
staff member (preferably not
Human Resources
personnel) to lead DEAI
initiatives and policies
16 9
Actions Steps Status Lead Metrics Recommendations
Establish a DEAI Action
Plan Dashboard within
the Strategic Plan, and
incorporate into the
annual staff
performance review
process
Deploy a visual, user-friendly
dashboard to track DEAI
Action Plan initiatives and
include information on the
following: alignment to
Strategic Plan and DEAI
Policy, lead department/staff,
progress status, next steps,
recommendations to improve,
etc.
Integrate accountability for
implementing actions outlined
in the DEAI Acton Plan into
staff annual performance
review process
Evolved
Reporting will be
included in PCE 2026-
2030 Strategic Plan
DEAI Lead
and Council
Strategic Plan
Dashboard has been
deployed and is tracked
on an on-going basis
All DEAI Action Plan
initiatives have been
assigned to a lead
department/staff to follow
through
Staff annual review
process has been
updated to include a
requirement for specific
reporting on each DEAI
action assigned to
specific staff
Deploy a dashboard that is
easily manageable by the
agency (see Appendix C for
an example)
Consider incorporating into
existing Strategic Plan
Dashboard
Dashboard should be
reviewed regularly with
executive leadership team for
awareness, feedback.
Create a DEAI Glossary Create a glossary to define
DEAI terms
Complete DEAI Project
Team
Glossary updated and
new terms added
Update on new DEAI
webpage
Post glossary on the website
See Appendix B for current
DEAI definitions that are
taken from the DEAI Policy
Additional definitions may
include, but are not limited to
the following terms:
o Equity vs. Equality
o Anti-Racism
o Power Dynamics
o Energy Equity
o Implicit Bias
17 10
Actions Steps Status Lead Metrics Recommendations
Annually review and
ensure that Peninsula
Clean Energy’s
Legislative and
Regulatory Policy
Platform section on
environmental justice
and affordability is
meaningfully
implemented
Proactively engage with
environmental justice
organizations to understand
common ground and
determine legislative and
regulatory mutual benefit
Review legislative and
regulatory policy platforms of
other CCAs
Review clean energy
legislation as directed by
Peninsula Clean Energy’s
Legislative and Regulatory
Policy Platform section on
environmental justice and
affordability.
Annually update Peninsula
Clean Energy’s Legislative
and Regulatory policy
platform
Complete and Ongoing
Government
Affairs,
Regulatory
Team
Legislative and
regulatory policy platform
with energy and
environmental justice
items approved
Legislative priorities of
environmental and
energy justice advocates
have been identified and
Peninsula Clean Energy
has actively determined
our level of support for
them
Participate in CalCCA
Legislative Committee
Participate in or monitor
CPUC, CARB, and CEC
proceedings regarding
energy affordability and
environmental justice, in
dialog with
environmental justice
networks
Consult with environmental
justice networks on their
energy regulatory priorities to
the extent practicable
Advocate for Peninsula Clean
Energy positions that support
these priorities and also align
with other Peninsula Clean
Energy’s other regulatory
policy priorities.
Complete and Ongoing Regulatory
Policy
Create and update list of
regulatory policy priorities
identified by
environmental justice
networks annually
Identify how Peninsula
Clean Energy regulatory
policy may promote
these priorities, where
aligned with Peninsula
Clean Energy other
policy priorities
Work with relevant CalCCA
working groups
Develop direct relationships
with environmental justice
networks
18 11
Actions Steps Status Lead Metrics Recommendations
Establish DEAI
Framework for Goal
Setting and Decision
Making
Develop a list of DEAI
questions to consider and ask
before producing
organizational goals, policies,
programs, practices, and
decisions
Complete DEAI Council
All employees are aware
of these DEAI questions
and have implemented
into daily practices
Consider including the
following questions:
o Who is this work positively
or negatively impacting?
o Have you considered
gender, race, religion,
physical ability, location,
socioeconomics, etc.?
o Who could be excluded by
this work?
o Does this work impact
groups differently?
o What does the data say?
o Has this work been
communicated
transparently?
o Could this work hinder
feeling of belonging,
especially in
underrepresented groups?
o How will you ensure criteria
is fair and transparent?
19 12
Area of Focus
Human Resources, Staffing, and Recruitment
Goal: Create a workforce that is more representative and inclusive of people of all backgrounds; provide equitable access to employment opportunities for underrepresented and underserved members of the communities PCE serves.
Background:
The gap analysis identified “Human Resources, Staffing, and Recruitment” as a DEAI area of focus with a sizeable number of external and internal stakeholders believing that PCE staff does not fully reflect the diversity of the communities it serves. The goal for this area is to “Create a workforce that is more representative and inclusive to people of all backgrounds; provide more equitable access to employment opportunities for underrepresented and underserved members of the communities PCE serves.” By striving to achieve this goal, PCE will achieve greater workforce diversity to better represent customers and allow the organization to better understand and serve their needs. A diverse workforce will allow PCE to understand various markets and reach customers they otherwise may not have. Additionally, a diverse and inclusive environment tends to bring employees a sense of belonging, improves employee morale, and overall helps with retention.
Actions Steps Status Lead Metrics Recommendations
Finalize and Adopt
DEAI Revisions to the
Strategic Plan,
Employee Handbook,
Policy 9, and Policy 10
Peninsula Clean Energy
reviews and revises GCAP’s
suggested edits
Obtain Board of Directors
approval
Inform Peninsula Clean Energy
staff, especially hiring
managers, on the changes
Complete DEAI Council
Board approval obtained
Revised documents
published and available
to Peninsula Clean
Energy employees and
external stakeholders
When creating,
updating, revising
policies and
procedures, ensure
they are in alignment
with the DEAI Policy
20 13
Actions Steps Status Lead Metrics Recommendations
Increase the diversity of
our staff team
Research and diversify places
we advertise our job
opportunities
Analyze workforce needs,
qualifications and work with
hiring managers to determine
bona-fide qualifications
Gather current data to
understand the ethnic, gender,
disability, veteran composition
of our communities so that
Peninsula Clean Energy can
strive to be reflective within its
workforce
Identify and remove artificial
barriers to entry
Collaborate with leadership to
find better ways to increase
diversity
Complete and Ongoing
As of 2025, 70% of PCE’s
workforce identifies as an
under-represented
minority.
Leadership
and Human
Resources
Number of open and
filled positions with
diverse employees
Outreach to diverse
communities during
recruitment
Monitor changes in
diversity of the candidate
pool throughout the
interview and hiring
process
Leadership, especially
hiring managers,
increased diversity in the
workforce
Prioritize open
management positions,
especially senior
manager roles
Use S.M.A.R.T.
(specific, measurable,
attainable, relevant, and
time-bound) goals to
establish your strategic
diversity goals
Actively Outreach to a
Diversity of
Communities/Groups in
Recruitment Process
Review current outreach
process and identify gaps
Add non-traditional outreach
sources (e.g., websites
supporting professional and
technical groups) focused on
underrepresented and
historically marginalized people
Develop a plan for recruitment
engagement that focuses on
building trusted, long-term
relationships with under-served
and historically marginalized
people
Collaborate with relevant
groups to enhance diversity of
applicants
Complete & Ongoing Human
Resources
Measure current level of
effort and results for
diversity recruiting
Compare level of effort
after collaborating
through additional
avenues
Number of partnerships
with various
organizations that
support
underrepresented groups
Reach out to
professional networks,
online and social media,
diversity websites, job
boards to expand
outbound reach
Support professional
and technical groups
focused on diverse
persons, people with
disabilities, Veterans,
and the LGBTQAI+
community
21 14
Actions Steps Status Lead Metrics Recommendations
Ensure Salary
Transparency
Post salary ranges on all job
announcements and
advertisements
Consider a salary
administration policy
Communicate salary
administration policy
Complete Human
Resources
Conduct a market salary
survey and identify salary
ranges for different job
and department
classifications
Salary administration
guidelines developed
Be transparent with
staff by communicating
salary changes and
how they can achieve
the next level in their
position
Enhance DEAI in the
Application and
Interview Process
Train hiring managers on how
to mitigate bias during the
hiring/promotions processes,
and how to best utilize DEAI
human resource tools and
methods
Track diversity metrics for
recruiting, hiring, promotion,
and internal transfers
Add preference for candidates
who are fluent in Peninsula
Clean Energy priority
languages to job
announcements in customer-facing teams
Complete & Ongoing Human
Resources
Track job candidate
pools by demographic
categories including age,
gender, race, disability,
veteran status, and job
level
Percentage and number
of managers and
interviewers who have
completed training on
how to mitigate bias
during the hiring process
Review all job postings
for gender neutral
language and other
DEAI considerations to
attract diverse
candidates
Consider redacting
name/identifying
information from
resumes during
screening process
Use the training plan to
guide Peninsula Clean
Energy in developing
training course in house
or using an outside
trainer; See Appendix D
for proposed Training
Plan
22 15
Actions Steps Status Lead Metrics Recommendations
Integrate DEAI Metrics
in Employee
Performance Reviews
Review current performance
review process for employees
and require reporting on each
specific DEAI action assigned
to each staff member
Complete & Ongoing Human
Resources
Revised employee
performance review form
Clear integration of DEAI
Action Plan task
assignments with annual
performance review
Add a question to the
employee annual
review form asking the
employee to report on
the status of
implementation of DEAI
Action Plan items
assigned to their team,
and how the employees
has utilized the DEAI
Decision Guidelines in
their work NOTE: make
a broader question
Leverage employee
performance reviews to
ask what they believe
could be improved upon
or what is working well
in regard to DEAI
initiatives
Launch a Self-ID
Campaign
Develop a voluntary
demographics data survey
Ask current employees to
complete the voluntary survey
Utilize survey as a tool on
employment applications
Complete & Ongoing Human
Resources
Optional Self-ID survey
tool developed
Optional Self-ID survey
completed by existing
Peninsula Clean Energy
employees
Optional Self-ID added to
employment application
Make the survey
optional and voluntary,
however, ensure to
encourage participation,
sharing specific benefits
to employees to Self-ID
Go beyond regular
demographics data and
include Disability,
Veteran, language
ability and LGBTQAI+
statuses
Communicate clearly to
all staff who will have
access to the
information collected in
the self-ID campaign
and how it will be used
23 16
Area of Focus
Training and Development
Goal: Require employees to complete DEAI related training and promote and encourage Board and Citizen Advisory Committee members to complete DEAI related training to increase awareness of DEAI within the organization.
Background:
While PCE staff and management are supportive of DEAI, the gap analysis identified the need for “Training and Development” to strengthen DEAI understanding for all staff. As well, PCE executives and managers need to consistently model inclusive leadership skills. Formalizing DEAI training will establish deeper awareness and help transform mindsets to create an inclusive culture where all employees are welcomed and encouraged to thrive, ultimately benefitting customers and business results for PCE.
Actions Steps Status Lead Metrics Recommendations
Finalize and Approve
DEAI Training Plan
(See Appendix D)
Review, revise, and finalize the
Peninsula Clean Energy DEAI
Training Plan
Complete & Evolved to
Provide Trainings Beyond
Originally Envisioned
Leadership and
Human Resources
Training Plan is
finalized and
implementation has
been started
Use surveys to track
feedback from each
training class topic and
leverage the data and
information to improve
future trainings and
facilitation methods
Select Training Method
& Develop Training
Courses
Review and evaluate best
training methods
Determine budget and required
resources
Develop curriculum for training
Complete Human Resources
Training budget and
materials have been
developed
First round of
classes conducted
within 12 months
Number of
attendees by class
Prioritize roll-out of
training courses for
highest value and
broadest impact to
Peninsula Clean
Energy
Offer training to Board
of Directors and
Citizens Advisory
Committee members
as well as staff
24 17
Actions Steps Status Lead Metrics Recommendations
Provide Training on
How to Respond to an
Accommodations
Request
Develop practices and guidelines
to respond to external and
internal accommodation
requests such as telephone calls
in different languages,
reasonable accommodations for
public meetings, etc.
Complete Human Resources
All managers have
completed the
training
All managers
understand how to
respond to
accommodation
requests
appropriately and
promptly
Number of
accommodation
requests received
from employees and
the public
Ask leaders for input
on what requests they
have received in the
past and include those
areas to address
Provide Training on
Community
Engagement for
Program Planning
Develop practices and guidelines
to help staff engage community
leaders and organizations by:
o Identifying and researching
the target audience
o Researching local
community leaders or
organizations that serve the
audience
o Including local community
leaders in program design
Formalizing community
partnerships in program
implementation
Complete Community
Relations
All Programs and
Marketing Teams
have completed the
training
All Programs and
Marketing Team
Leads understand
how to engage
community leaders
and organizations in
program design and
implementation
Utilize the Community
Engagement for
Program Development
Worksheet Template in
the training (See
Program Development
and Implementation
section)
25 18
Actions Steps Status Lead Metrics Recommendations
Ensure Professional
Development
Opportunities are
Available and
Accessible
Survey staff to understand what
types of professional
development they are interested
in and what barriers, if any, deter
them from participating in
professional development
opportunities
Gain leadership buy-in to
integrate new professional
development opportunities
Establish or update the
Professional Development
Program and share with
employees
Complete & Ongoing Human Resources
Percentage of staff
who pursue
professional
development
opportunities by
demographically
tracked data
Professional
development
included in annual
employee
performance
reviews
Create a resource
page about
professional
development
opportunities to share
with staff
Implement a “Diversity
Dialogue” series with
outside speakers
26 19
Area of Focus
Energy Program Development and Implementation
Goal: Define energy equity and set goals and metrics for achieving it through our programs. Increase input and feedback from diverse communities, especially low-income and disadvantaged groups, to improve equity in program development and implementation.
Background:
Energy programs are a priority area for the agency and every effort will be made to address diversity, equity, accessibility, and inclusion for program development and implementation. The gap analysis identified a need to increase input and feedback from diverse communities throughout program design and delivery to improve equity overall. By conducting meaningful public participation throughout the program development phases, stakeholders are given the opportunity to influence decisions that affect their daily lives and PCE will make better and more easily implementable decisions that reflect public interests and values and are better understood by the public. Note that reducing greenhouse gas emissions in the most effective ways possible can also be considered important for equity as vulnerable communities are most impacted by climate change.
Actions Steps Status Lead Metrics Recommendations
Create Organizational
Definition of and Goals
for Energy Equity and
Incorporate into
Programs
Research energy equity
frameworks and definitions
Create energy equity
definition, goals, and
metrics for Peninsula
Clean Energy
Solicit input from
community stakeholders,
CAC, and Board and
finalize based on feedback
Implement, including
evaluating current and
future programs for how
well they meet these goals
and what changes need to
be made
Evolved to Reflect Equity and
Vulnerable Customers
Definition in PCE Strategic
Plan 2026-2030
DEAI
Council,
Director of
Programs,
Programs
Team,
Director of
Account
Services
Energy equity definition,
goals, and metrics
drafted
Community input
incorporated from
partners, CAC, and
Board
Definition, goals, and
metrics finalized
Changes made to
programs and budgets
as needed to meet
goals
Engage all members
of the Programs Team
in this effort
Include Account
Services to evaluate
the role of rate
structures as well
27 20
Actions Steps Status Lead Metrics Recommendations
Develop and Finalize a
Worksheet Template for
“Community
Engagement in Program
Development”
Leverage the DEAI Lens to
help develop the worksheet
template to:
o Identify and research
target audience(s)
o Research local
community leaders or
organizations that serve
diverse communities
o Include local community
leaders in program design
o Formalize community
partnerships in program
implementation as
needed
Complete Community
Relations
Worksheet template is
completed and
approved by the
appropriate staff
Refer to Appendix G:
“Implementing Equity”
Make worksheet
template a required
element for all internal
business plans for
Peninsula Clean Energy
Energy Programs
Engage with Community
Leaders and
Community Based
Organizations in the
Early Stages of Public
Facing Program
Development
Utilize the Community
Engagement Worksheet when
engaging with community
leaders and organizations
Integrate community feedback
into regular program
development process
Complete & Ongoing
Programs
and
Community
Relations
Completed Community
Engagement
Worksheet prior to
program development
and implementation
Community feedback is
incorporated into
program design, as
appropriate
Include section on
community feedback
and how it was
incorporated into
program design when
bringing programs to
leadership and the
Board for approval as
appropriate
Outreach to diverse
community groups and
leaders
Include as a required
action during program
development
Train program
managers to understand
and complete each step
in the process in a
meaningful way (See
Training and
Development section)
28 21
Actions Steps Status Lead Metrics Recommendations
Review Current
Programs for Gaps &
Inequities and
Continuously Refine
Programs to Better
Align with Customer
Needs
Re-examine the following
program elements:
o Target audience (conduct
additional research if
needed)
o Program qualifications
and eligibility
requirements
o Community outreach
partners (leaders and
organizations) and
methods
o Effort required to
participate in programs
(e.g. time burden)
Identify gaps and inequities in
current programs
Evaluate community feedback
opportunities throughout
program lifecycle and
opportunities to integrate
feedback
Evaluate distribution of benefits
from each program
Develop plan to address gaps
and inequities
Complete
Programs
and DEAI
Council
All current Peninsula
Clean Energy programs
have been reviewed for
proper community
engagement
All program inequities
are identified and have
a plan to be addressed
or a clear justification
for why it is not being
addressed
Review of each
program at least once
per year for ways to
improve equitable
access and alignment
with customer needs
Utilize Community
Engagement Worksheet
to re-examine current
programs
Ask for customer
feedback on existing
programs and customer
journey
Learn from and share
best practices on equity
in programs with other
CCAs
29 22
Actions Steps Status Lead Metrics Recommendations
Implement Peninsula
Clean Energy language
and technology access
guidelines for entire
customer journey for
Peninsula Clean Energy
programs
Map customer journey for all
programs
Identify language and
technology isolation in target
audiences for all Peninsula
Clean Energy programs
Implement language and
technology access policy for
enrollment forms, confirmation
emails, customer support,
terms and conditions and other
forms of communication
Establish alternative methods
for interacting with Peninsula
Clean Energy other than online
Not Fully Completed due to
delay in Salesforce Migration
Programs
and
Community
Relations
Documents that have
been tagged for
translation are available
in target languages
Customer support
available in
recommended
languages according to
language access policy
for programs according
to target audience
Consider dedicating
staff time to provide
program customer
service in target
languages
Recruit contractors with
language fluencies
30 23
Area of Focus
Marketing and Account Services
Goal: Improve awareness, communication, and accessibility of PCE customer service, energy supply, and energy programs, especially among low-income and disadvantaged populations, and limited English proficiency groups.
Background:
The gap analysis identified a need to enhance DEAI within PCE’s “Marketing and Account Services” area. PCE should work on developing and implementing targeted communication efforts that are meaningful to the diverse communities it serves in order to improve awareness of PCE’s customer service, energy supply and energy programs, especially with low income and limited English proficiency groups. PCE should identify and utilize appropriate means of communication and provide materials in different languages to reach its diverse customer base. In soliciting community input, PCE must be open to feedback and constructive criticism. PCE’s outreach and communication strategy should aim to be dynamic, adjusting with changes in the target audience and the needs and interests of the communities served by PCE.
Actions Steps Status Lead Metrics Recommendations
Ensure that customer
awareness surveys
include and are
reflective of Peninsula
Clean Energy’s diverse
customer base
Ensure market survey vendors
are making appropriate efforts
to reach survey respondents
who fully reflect the economic
and ethnic diversity of our
customer base
Conduct focus groups in
Peninsula Clean Energy priority
languages with target
audiences to understand what
areas Peninsula Clean Energy
should focus on and prioritize
to best understand the needs
and issues target audiences
are facing
Complete & Ongoing
Marketing and
Community
Relations
Peninsula Clean Energy
market survey participants
fully reflect the economic
and ethnic diversity of our
customer base for the target
audience being surveyed
Peninsula Clean Energy
focus groups are held in
Peninsula Clean Energy
priority languages in diverse
geographies of our service
area
Offer survey in
different languages
Survey is
accessible and
available in multiple
formats (online
form, paper/pencil,
verbal, etc.)
31 24
Actions Steps Status Lead Metrics Recommendations
Ensure Peninsula Clean
Energy Public Website
is Accessible
Review the Web Content
Accessibility Guidelines
(WCAG) and audit Peninsula
Clean Energy’s current website
for compliance with standards
(Q1 2023)
Identify areas of non-compliance of the current
website, set priorities, and
develop a timetable and plan to
remedy (Q2 2023)
Ensure that customer-facing
applications and forms are
available per Peninsula Clean
Energy’s language and
technology access policy (Q4
2023)
Review and update Peninsula
Clean Energy brand guidelines
for accessibility (Q2 2023)
Complete Marketing and
Community
Relations
Peninsula Clean Energy’s
public website, including
attachments, meets the
WCAG requirements
Ensure Peninsula Clean
Energy website is available
in Peninsula Clean Energy
priority languages
Include proper alt
text for images
Ensure links have
unique and
descriptive names
Design forms with
accessibility in
mind
Investigate adding
auto translate for
pdfs on website
Develop a DEAI
Webpage
Create a webpage dedicated to
DEAI information. Include DEAI
Policy, DEAI Action Plan, DEAI
activities, etc.
Complete
Marketing and
Community
Relations
Webpage is developed and
available to the public
Post DEAI
statement on
Peninsula Clean
Energy home page
as well as next to
Peninsula Clean
Energy mission,
vision, values
32 25
Actions Steps Status Lead Metrics Recommendations
Increase Accessibility in
Public Meetings
Develop a “Meeting
Accessibility” statement
Include the statement in the
agenda template for Board of
Directors, committee meetings,
and all other public meetings
Utilize accessibility methods for
different types of meetings
(virtual, in-person, etc.)
Ensure access for physically
disabled members of the public
in accordance with ADA
requirements
Complete
Board Clerk,
Marketing and
Community
Relations
Number of
recommendations and steps
implemented
Number of accommodations
request received and
responded to.
Meet with accessibility
community groups to
explore accessibility in
these areas:
Venue (such as
facilities,
telephone, virtual
meeting software,
etc.)
Technology (such
as captioning, ASL
interpreting, braille,
large print, etc.)
Materials (such as
meeting links,
captioning links,
graphics, etc.)
Presentations
(such as
documents,
audio/visual media,
no flashing, high
contrast, font size,
etc.)
Other (such as
screen sharing,
polls/surveys, etc.)
33 26
Actions Steps Status Lead Metrics Recommendations
Increase Accessibility
and Diversity in
Outreach Materials and
Customer Notifications
Ensure documents are
accessible (simple to
understand, adheres to
language and technology
access policy, large print, using
terminology that is gender
neutral and respectful, etc.)
Utilize imagery that mirrors the
diversity of the communities we
serve
Complete & Ongoing
Marketing and
Community
Relations,
Account
Services
Implementation of steps and
recommendations
Outreach materials and
customer notifications are
available in languages
required by Peninsula Clean
Energy language and
technology access policy
Identify priority
documents to be
translated first;
what documents
are the most
requested?
Identify PDFs on
website that can be
posted directly on
webpage in html
that auto translates
into various
languages
Outreach to
regulatory bodies
to consider making
PCL/JRM
templates in other
languages
Develop Peninsula
Clean Energy Language
and Technology Access
Guidelines
Survey other agencies’
language and technology
access policies for best
practices
Identify metrics used to quantify
language and technology
isolation across our service
territory, if available
Draft/amend guidelines that
incorporates best practices and
addresses language and
technology access needs of our
customers
Complete
Marketing and
Community
Relations
Language and Technology
access guidelines are
finalized, implementation
started
Circulate language
and technology
access policy to
appropriate CBO
partners/stakehold
ers to gather
feedback prior to
finalization
34 27
Actions Steps Status Lead Metrics Recommendations
Ensure CSRs provide
quality customer service
in all Peninsula Clean
Energy priority
languages
Review Calpine contract to see
what is included for translation
vs. Bilingual CSR coverage
Strengthen contract
requirements when possible for
bilingual CSRs in priority
Peninsula Clean Energy
languages (2025)
Complete Account
Services
Request data from call
center vendor on how many
callers requested service in
a different language and
whether they were served
by a bilingual CSR in that
language vs translator
Customer experience and
feedback
Consider internal
bilingual CSR to
handle escalated
calls and program
support
Consider asking
call center vendor
for post-call
optional customer
satisfaction survey
Ensure customer email
inquiries in Peninsula
Clean Energy priority
languages receive
accurate responses in
same time frame as
inquiries in English
Develop a procedure for
handling written inquiries in
languages other than English
When developing the
procedure, determine whether
to utilize Peninsula Clean
Energy staff who have fluency
in languages other than English
when crafting responses
Make an internal document for
frequently asked billing
questions, translated into
Peninsula Clean Energy priority
languages
Complete Account
Services
Time frame for non-English
responses compared to
English responses
Survey other CCAs
through CalCCA
working groups to
determine best
practices for
responding to
customer inquiries
in languages other
than English
Brief staff and their
supervisors with
fluency in other
languages on
process/turnaround
time expectations
to answer customer
inquiries
35 28
Area of Focus
Vendor and Energy Supplier Diversity and Social Responsibility Goal: Ensure that the vendors and suppliers that do business with PCE are environmentally conscious and have equitable business practices. Establish a level playing field by creating opportunities and eliminating barriers to equal participation for all vendors.
Background:
The need for greater supplier diversity was identified in the gap analysis. To accomplish this, PCE must promote diversity and the involvement of women- and minority-owned, and other diverse businesses in its supply chain. In addition to helping small, minority-, and women-owned companies participate in PCE’s procurement process, a diverse supply chain benefits PCE by providing multiple sources from which to buy goods & services, which promotes healthy competition between PCE’s existing and potential diverse vendors by improving pricing and service levels.
During the development of the PCE DEAI Policy, it was suggested in many of the workshops that the vendors and suppliers that do business with PCE should also have similar values in DEAI for their companies. The goal that was developed is to “Ensure that vendors and suppliers that do business with PCE are environmental conscious and have equitable business practices.” Assessing suppliers and vendors on DEAI principles demonstrates that PCE takes these topics seriously and strengthens the commitment to DEAI. When vetting the commitment level of suppliers and vendors, business decision-makers at PCE should focus on what kind of diversity, equity, and inclusion reports and sustainability reports a firm has, which is typically available on their websites. This extra step in ensuring a supplier or vendor is ethical and committed to DEAI will lead into more creative, innovative, and effective solutions and products, which is something important to PCE’s mission of providing clean energy at lower rates to residents of the communities it serves.
Actions Steps Status Lead Metrics Recommendations
Finalize and Adopt the
Recommendations in
the Legislation &
Regulatory Analysis
Report
(See Appendix E)
Review GCAP
recommendations in the
Legislation & Regulatory
Analysis Report
Complete Power
Resources
Approved
recommendations
completed
Review and monitor
legislative and regulatory
requirements on an
ongoing basis
36 29
Actions Steps Status Lead Metrics Recommendations
Finalize and Adopt
Recommended
Revisions of Peninsula
Clean Energy’s
Contracting Documents
and Templates
Review contracting documents
and templates (Contracting
Template, RFO, RFP, and
Supplier Diversity
Questionnaire) to identify
potential bias and inequities in
the language
Review and finalize GCAP
suggested edits and updates to
the contracting documents and
templates
Integrate DEAI principles and
commitment into documents
and templates
Complete Power
Resources
Revised documents
published and available to
Peninsula Clean Energy
employees engaged in
procurement activities
All contracting documents
and templates have DEAI
commitment
Review and update
these documents on a
regular basis to keep
current with legislative
and regulatory
requirements
Notify Primes of
commitment to DEAI
Add Qualitative
Questions to RFO
Template for Utility
Scale Procurements
Regarding
Environmental
Stewardship,
Disadvantaged
Community Outreach,
Workforce
Development,
Responsible
Procurement, and
Supplier Diversity
Conduct research on best
practices w/r/t qualitative
questions to ask during
procurement process
Seek input from Community
Relations and Supplier
Diversity Lead on questions to
add to RFO template
Survey relevant Peninsula
Clean Energy policies (Policy
#9, #10, DEAI Policy) to
brainstorm questions to add to
template
Integrate questions into
Qualitative Assessment tab of
RFO template
Complete
Power
Resources,
Community
Relations
Questions integrated into
Qualitative Assessment
tab of RFO Template for
renewable energy
Survey other CCAs and
industry organizations
for common questions
asked during
procurement processes
to add to qualitative
review
Conduct review of
template
37 30
Actions Steps Status Lead Metrics Recommendations
Adopt Supply Chain
Code of Conduct
Conduct research human rights
and industry organizations best
practices for ethical supply
chain principles
Draft Supply Chain Code as an
attachment to Policy #10:
Inclusive and Sustainable
Workforce
Integrate Supply Chain Code
into Power Purchase
Agreements (PPA)
Complete Power
Resources
Supply Chain Code
adopted by Board
Supply Chain Code
integrated into PPA
Conduct periodic review
to update Supply Chain
Code to remain current
with industry best
practices
Develop and Implement
Diverse Subcontractor
Reporting
Develop a small, local, and
diverse supplier form for
proposers/bidders to
completewhen submitting
proposers/bids or as part of the
contract award process (see
monthly paid subcontractor
report template)
Develop annual data request
for subcontractor spending to
send to all primary vendors
Develop a reporting
mechanism to monitor
commitments and payments to
subcontractors certified by the
CPUC Supplier Clearinghouse
and other diverse businesses
Not Complete Power
Resources
Number and percentage
of diverse vendors and
their subcontractors that
were awarded work with
Peninsula Clean Energy
Establish a diverse
supplier subcontractor
report for Peninsula
Clean Energy contracts
(See Appendix F)
Peninsula Clean Energy
can consider annual
reporting requirements
in its solicitations and
resulting contracts
Peninsula Clean Energy
can request all first-level
subcontractors be listed
on a form for all
proposal/bids
Peninsula Clean Energy
can require that diverse
contractor/subcontractor
data be provided
38 31
Actions Steps Status Lead Metrics Recommendations
Develop Outreach
Materials on how to do
Business with Peninsula
Clean Energy and a GO
156 FAQ document
Create separate Supplier
Diversity page on website
Develop website content with
information on how to do
business with Peninsula Clean
Energy; Include step-by-step
information on how a
vendor/supplier (especially
diverse suppliers) are able to
work with Peninsula Clean
Energy
Develop collateral for a GO 156
FAQ
Complete & Ongoing
Power
Resources,
Marketing
and
Community
Relations
Supplier Diversity
webpage created with
relevant resources
How to do Business
content is posted on the
website
Increase of small,
women-owned, minority-owned businesses
interested in doing
business with Peninsula
Clean Energy
Increase Visibility of
Solicitations Webpage
Move the “Solicitations”
webpage link to a more visible
area of the Peninsula Clean
Energy website
Complete
Marketing
and
Community
Relations
Number of clicks to
solicitation page currently
and after placing in a
more featured area
Create a link, such as
“Business Opportunities”
that is accessible on the
main menu
39 32
Actions Steps Status Lead Metrics Recommendations
Conduct Supplier
Diversity Training for All
Staff
Identify best practices to
improve supplier
diversity/outreach to diverse
suppliers during RFP/RFO
process, including pulling
vendor lists from the CPUC’s
Supplier Clearinghouse and
posting solicitations to the
Supplier Clearinghouse bid
board
Create training content based
off best practices
Include in training how best to
utilize edited contracts and
solicitation documents
Include in training content how
to conduct outreach to
“qualified but not yet certified”
suppliers to encourage them to
go through certification process
Conduct training at a lunch and
learn
Complete & Ongoing Power
Resources
Staff training completed
Tactics to increase
supplier diversity utilized
whenever there is a
procurement
$ and % of diverse spend
tracked in annual supplier
diversity reports
Collaborate and seek
input from staff
regarding how to
incorporate diverse
supplier outreach into
their specific solicitation
processes
Survey other CCAs for
training material used for
similar trainings
Encourage
Vendors/Suppliers to
Practice Equity
Add required question
regarding DEAI and supplier
diversity practices to RFP/RFO
template
Complete Power
Resources
RFO and RFP templates
updated
Share Policy 9: Ethical
Procurement Conduct
and DEAI Policy with
vendors and suppliers
Measure customer
satisfaction with
customer service
provided by vendors
Include questions about
customer service offered by
vendors in any relevant
customer facing surveys
Complete
Programs,
Account
Services,
Marketing
Identify and address any
customer service issues
with vendors
Hold vendors
accountable via the
contracting process for
how they treat public
members utilizing
Peninsula Clean Energy
programs and services
40 33
41 DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: Majority Vote
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Justin Kudo, Associate Director, Rates and Strategic Analysis SUBJECT: Approval of Proposed Reduction to the ECO100 Rate Item No. 2
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
RECOMMENDATION
Approval of the proposed change to ECO100 rates, reducing the premium from 1.5 cents per kilowatt-hour (kWh) to 1 cent per kWh.
BACKGROUND
On June 27, 2024, the Board voted to increase the additional rate associated with ECO100 service from 1 cent per kWh to 1.5 cents per kWh, effective January 1, 2025. ECO100 matches customer energy usage with 100% renewable resources, rather than PCE’s baseline portfolio of 60% renewable and 40% carbon-free energy. This change was made based on a review of ECO100’s operating costs, which includes staff hours, Green-e certification, and replacing carbon-free resources with renewable resources.
Key to this evaluation and recommendation was a significant increase in renewable energy premiums during 2024 and 2025. While exact contract prices and terms are not public information, the California Public Utilities Commission (CPUC) provides an aggregated Market Price Benchmark for renewable energy premiums, which was last updated in October 2024 and demonstrated the anticipated cost increase of renewable energy (see graph below). 42 The increased price of renewable resources significantly raised the forecast operational costs of ECO100, and a rate of 1.5 cents per kWh was recommended in June 2024 to ensure cost recovery from participating ECO100 customers. Several other CCAs made similar increases to their 100% renewable energy products last year as well.
DISCUSSION
Staff have continued to monitor the program costs and revenues associated with ECO100 to ensure proper cost recovery of the program from participating customers. Over the course of 2025, renewable premiums have dropped towards previous pre-2024 levels and are not expected to increase significantly through 2029. The forthcoming October 2025 CPUC Renewable Market Price Benchmark will likely show a large decrease in actual prices for 2025 and the 2026 forecast.
In consideration of the current trajectory of energy prices, Staff proposes returning to the original $0.01 per kWh rate. Staff will continue to monitor costs and revenues associated with ECO100 to ensure adequate cost recovery of the program. Staff believes this updated rate should be sufficient until at least 2027, and likely longer.
As part of Green-e certification, PCE is obligated to provide advance notice to program participants of any changes to ECO100 rates. Staff’s proposal would change rates effective January 1, 2026, which provides enough time for this notification process, and would simplify messaging of annual program specifications. Customers enrolled in ECO100 would receive emailed and/or mailed notices summarizing the downward pricing change.
On September 8th, 2025, PCE's Executive Committee unanimously recommended that PCE's Board of Directors adopt the proposed changes to PCE's ECO100 rates.
FISCAL IMPACT
Decreasing ECO100 premiums by $0.005 per kWh would decrease revenue by approximately $1 million annually based on current ECO100 participation, and will result in a $500,000 variance to the FY 2026 budget assuming a January 1, 2026 effective date. 43 RESOLUTION NO. _____________
PENINSULA CLEAN ENERGY AUTHORITY, COUNTY OF SAN MATEO, STATE OF
CALIFORNIA
APPROVAL OF PROPOSED REDUCTION TO THE ECO100 RATE
RESOLVED, by the Peninsula Clean Energy Authority of the County of San Mateo, State of California, that
WHEREAS, Peninsula Clean Energy (PCE) was formed on February 29, 2016; and WHEREAS, promoting renewable energy usage and reducing greenhouse gas emissions are organizational priorities for PCE; and
WHEREAS, revisions to PCE's ECO100 rates will better align premiums with incremental service costs; and
NOW, THEREFORE, IT IS HEREBY DETERMINED AND ORDERED that the Board approves reducing PCE's ECO100 rate adder to $0.01/kWh, effective January 1st, 2026. 44 DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: Majority Vote
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Justin Kudo, Associate Director of Rates and Strategic Analysis SUBJECT: Approval of Amendments to the Zero-Carbon Intensity Low Carbon Fuel Standard Tariff
Item No. 3
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
RECOMMENDATION
Approval of the revised Zero-Carbon Intensity Low Carbon Fuel Standard Tariff (Tariff), as set forth in Exhibit A.
BACKGROUND
The Zero-Carbon Intensity Low Carbon Fuel Standard (ZCILCFS) Tariff provides local transit agencies with dedicated resources from 100% renewable energy, necessary to meet eligibility requirements for the Low Carbon Fuel Standards (LCFS) program operated by the California Air Resources Board (CARB). The program uses a cap-and-trade type system, where fuels with lower carbon emissions can earn additional revenues.
The ZCILCFS Tariff was adopted by PCE’s Board on April 25, 2024, to provide eligible public transit agencies, such as Caltrain, with a zero-carbon intensity fuel pathway. Enrolled customers receive 100% renewable energy at ECOplus rates, as opposed to the higher-priced ECO100 rates.
This Tariff advances PCE’s goal of reducing greenhouse gas emissions in San Mateo County by supporting the electrification of public transit on the Peninsula. In October 2024, Caltrain became the first public transit agency to enroll in this Tariff.
DISCUSSION
In September 2024, Caltrain transitioned its passenger rail system from a diesel fleet to an all-electric fleet. It was the first such transition in the Western United States. The new electric trains receive power through an overhead contact system that connects to the electric grid at the San Jose Diridon station and the South San Francisco station. PCE serves the traction power station in South San Francisco and San Jose Clean Energy serves the traction power station in San Jose.
Caltrain’s new electric fleet generates electricity through regenerative braking. Like electric 45 vehicles, regenerative braking takes the kinetic energy which would typically be lost to friction and heat during braking and uses it to generate electricity. However, the mass of passenger trains generates significantly more kinetic energy than can be easily stored or used concurrently. While Caltrain continues to be a large consumer of electricity overall, their trains intermittently send excess regenerative braking energy to the grid (exports).
Energy exports are typically handled through the Net Billing Tariff (NBT), under which exports would be valued at an “Energy Export Credit” rate associated with the wholesale value of energy during each hourly interval of each month. However, regenerative braking is not defined as an eligible renewable resource in the California Public Utilities Code, which disqualifies it from NBT. This means that such exports are currently uncompensated by PG&E, San Jose Clean Energy or PCE.
In February 2025, Staff conducted extensive analysis of this policy issue and determined that it is appropriate to compensate transit agencies for exports from regenerative braking systems, as such exports reduce PCE’s procurement costs. Concurrently, AB 1372 (Papan), would reclassify regenerative braking as a renewable energy resource and therefore it would become eligible for NBT and associated export compensation. AB 1372 recently became a two-year bill, but staff’s recommended tariff amendments will address this issue in advance of any further action on AB 1372, providing fair compensation regardless of if or when the bill moves forward. It should be noted that, if this tariff amendment is approved by the Board, it is anticipated that PCE and SJCE will be removed from reference in the bill.
Another important issue is that PG&E’s billing system does not currently allow the NBT export compensation structure for commercial customers, which precludes the recommendations above. This is planned to be fixed by PG&E in April 2026.
SUMMARY OF PCE TARIFF CHANGES
The proposed amendments to the ZCILCFS Tariff create several Special Conditions, proposed to become effective October 2025 and designed to provide both interim and permanent solutions for providing export compensation for regenerative braking:
1. An interim solution would credit exports at a flat rate of $0.06/kWh, which Staff has calculated as the average value of electricity produced by regenerative braking using current forward prices and available export data. This would remain in effect until PG&E’s billing systems allow for crediting exports on an hourly basis.
2. A permanent solution (unless modified) would go into effect once supported by PG&E’s billing systems, which would credit exports based on the average forward value of electricity used by the NBT program for other self-generating customers, such as those with solar.
3. Both the interim and permanent solution would be superseded if regenerative braking exports are reclassified as eligible for NBT by PG&E, at which point PCE would bill the customer according to NBT. This limits the need for further amendments to the Tariff if regenerative braking is made eligible for NBT by the Legislature.
Other minor grammatical changes were made to the existing Tariff provisions to make the language clearer, but these do not have a material impact.
On September 8th, PCE's Executive Committee unanimously recommended that PCE's Board of Directors adopt the proposed tariff revisions.
46 FISCAL IMPACT
The exports received by PCE would be purchased at a wholesale market rate for electricity and would offset purchases otherwise made through the California Independent System Operator (CAISO). As these prices should be approximately equivalent, Staff considers any fiscal impact de minimis.
ATTACHMENTS:
Green Transit Tariff Effective October 2025 (Clean).docx Caltrain Support Letter 7-25-25.pdf
47 RESOLUTION NO. _____________
PENINSULA CLEAN ENERGY AUTHORITY, COUNTY OF SAN MATEO, STATE OF
CALIFORNIA
APPROVAL OF AMENDMENTS TO THE ZERO-CARBON INTENSITY LOW CARBON
FUEL STANDARD TARIFF
RESOLVED, by the Peninsula Clean Energy Authority of the County of San Mateo, State of California, that
WHEREAS, Peninsula Clean Energy (PCE) was formed on February 29, 2016; and WHEREAS, electrifying transportation systems and reducing greenhouse emissions through distributed energy generation are organizational priorities for PCE; and WHEREAS, exporting energy from regenerative braking can provide reduced load and energy costs for Peninsula Clean Energy procurement costs; and WHEREAS, compensation of energy exports at wholesale market rates otherwise applied to exported energy under Net Billing Tariff is fair and reasonable for zero-emission electricity; NOW, THEREFORE, IT IS HEREBY DETERMINED AND ORDERED that the Board approves the attached amendments to the Zero-Carbon Intensity Low Carbon Fuel Standard Green Tariff to support the electrification of public transit and sustainable technologies in the Peninsula Clean Energy service territory.
48 2 5
Peninsula Clean Energy Authority
Zero-CI Low Carbon Fuel Standard Green Tariff
The Zero-CI Low Carbon Fuel Standard Tariff (Tariff) provides eligible public transit agencies with dedicated 100 percent solar and/or wind energy resources that meet California’s Renewable Portfolio Standard (“RPS”) for Portfolio Content Category 1 (PCC1), to support eligibility in the Low-Carbon Fuel Standard (LCFS) program administered by the California Air Resources Board (CARB).
Additionally, this tariff allows for surplus electricity generated through regenerative braking and delivered to PCE (exported) to be compensated at prevailing export rates.
APPLICABILITY
Eligibility: This Tariff is available to public transit agencies enrolled in Peninsula Clean Energy service. Only meters serving exclusively transportation electric load are eligible.
The customer must also be certified as a Fuel Reporting Entity in the LCFS program, making the customer eligible to earn LCFS credits.
Enrollment and Cap: This Tariff is available to customers on a first-come, first-served basis, and has a maximum enrollment capacity of 100,000 MWh annually. Customers must request to be enrolled.
RATES
Usage: Customers will be charged for their electric usage (imports) at their otherwise applicable rate schedule.
SPECIAL CONDITIONS
1. Regenerative Braking: Effective October 1
st, 2025, customers with surplus electricity
created through regenerative braking may receive export compensation. Surplus generation must be metered by PG&E and exported to PCE through an appropriate PG&E export-eligible interconnection agreement. Upon verification of exports and settlement with CAISO, customers are eligible for export compensation. Electricity exports will be credited using standard Net Billing Tariff Floating Vintage Generation export rates. These credits may only be netted out against customer usage charges within the same billing period and are ineligible for cash payment.
2. Interim Export Compensation: Notwithstanding Special Condition #1, until PG&E billing systems are upgraded to support interval export billing for commercial customers, exports will be compensated at a rate of $0.06/kWh.
3. Net Billing Tariff / Solar Billing Plan: If the customer is enrolled in PG&E’s Net Billing Tariff program, export compensation will instead be managed according to PCE’s Solar Billing Plan Tariff.
49 PENINSULA CORRIDOR JOINT POWERS BOARD
1250 San Carlos Avenue
San Carlos, CA 94070 (650) 508-6200
July 25, 2025
Shawn Marshall
Chief Executive Officer
Peninsula Clean Energy
2075 Woodside Rd
Redwood City, CA 94061
Lori Mitchell
Director
San Jose Clean Energy
200 E. Santa Clara St.
San José, CA 95113
Re: Support for Caltrain Rate Amendment
Dear Ms. Marshall and Ms. Mitchell,
On behalf of the Peninsula Corridor Joint Powers Board (Caltrain), I am writing to express our gratitude to our Community Choice Aggregator (CCA) partners, Peninsula Clean Energy (PCE) and San Jose Clean Energy (SJCE), for your incredible support of public transit and to voice our support for the rate amendments before your respective Board and City Council regarding Caltrain’s regenerative braking energy. Caltrain could not be where it is today, up 75% in ridership over last year, without your help in supplying 100% renewable energy to power the electrification of Caltrain. Our collaboration not only helps improve air quality, but also demonstrates the power of community-facing organizations working together to benefit the public.
We deeply appreciate the work of your staff to develop an option to compensate Caltrain for the energy our trains regenerate and send back to the grid. Caltrain is supportive of the proposed flat interim credit of $0.06/kWh effective no later than November 1, 2025 followed by transitioning those credits to standard Net Billing Tariff Floating Vintage Generation rates when Solar Billing Plan becomes available to non-residential customers. This compensation framework reflects a thoughtful, phased approach that values Caltrain’s energy exports while minimizing unnecessary administrative burden to the CCAs .
With the approval of this rate amendment by the PCE Board and and San José City Council, BOARD OF DIRECTORS 2025
STEVE HEMINGER, CHAIR
RICO E. MEDINA, VICE CHAIR
MARGARET ABE-KOGA
PAT BURT
DAVID CANEPA
DAVID COHEN
JEFF GEE
SHAMANN WALTON
MONIQUE ZMUDA
MICHELLE BOUCHARD
EXECUTIVE DIRECTOR
50 July 25, 2025
Caltrain commits that we will not sponsor any legislation that would adversely impact CCA autonomy in its rate setting authority. We feel that this local solution achieves the goals of supporting regional transit, renewable energy innovation, and an environmentally sound future. We would also like to thank Assemblymember Papan for her leadership on this issue and her tremendous support for public transit and renewable energy generation.
We are very grateful for your willingness to work with us on solutions that can compensate clean, efficient systems like Caltrain for the power we return—furthering sustainability in public infrastructure.
Thank you for your continued partnership, and for helping make a cleaner, smarter future for Bay Area mobility possible. We look forward to working together to deepen this collaboration as Caltrain’s electrified service continues.
Please contact Devon Ryan, Government and Community Affairs Officer (650-730-6172, [email protected]), with any questions.
Sincerely,
Michelle Bouchard
Executive Director
cc: Peninsula Corridor Joint Powers Board of Directors
San José City Council
Peninsula Clean Energy Board of Directors
51 DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: Majority Vote
TO: Honorable Peninsula Clean Energy Authority Executive Committee FROM: Jennifer Stalzer, General Counsel
SUBJECT: Approval of Amendments to the Records Retention Policy 20(d) Item No. 4
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
RECOMMENDATION
Approval of Amendments to the Records Retention Policy 20(d) (Action)
BACKGROUND
In 2018, PCE's Records Retention Policy (Policy Number 20 d.) was adopted by the Board.
The Records Retention Policy is now being updated to reflect the organization's growth in the context of California Public Records Act (CPRA) compliance.
DISCUSSION
The Records Retention Policy, Policy 20(d), is being revised to reflect the robust nature of PCE's work, as well as the addition of several new departments, programs, and initiatives since 2018. The Policy continues to adhere to the CPRA and recognize PCE's position as a public entity. The edited and expanded Retention Policy describes and categorizes records as they are currently utilized and maintained by PCE. The revisions were authored in conjunction with PCE leadership, including a number of PCE's directors with specific records expertise who provided input on the revised policy.
The revised policy has been reviewed and recommended for approval by the Executive Committee on September 8, 2025. Minor edits (reflected in the attached redline, third attachment) were made after Executive Committee approval and the final draft (fourth attachment) is now before this Board for its review and approval.
FISCAL IMPACT
While there is no immediate fiscal impact, implementation of the revised Records Retention Policy, especially during early implementation, may require additional staff time.
ATTACHMENTS:
2018 PCE-Policy-20.d-PCE-records-retention-policy.pdf
PCE Records Retention Policy Clean 082225 Executive Committee Version.docx 52 PCE Records Retention Policy Redlines Post EC
PCE_Records_Retention_Policy_Final 091825.docx
53 RESOLUTION NO. _____________
PENINSULA CLEAN ENERGY AUTHORITY, COUNTY OF SAN MATEO, STATE OF
CALIFORNIA
APPROVAL OF AMENDMENTS TO THE RECORDS RETENTION POLICY 20(D) RESOLVED, by the Peninsula Clean Energy Authority of the County of San Mateo, State of California, that
WHEREAS, Peninsula Clean Energy (PCE) was formed on February 29, 2016; and WHEREAS, promoting organizational efficiency and compliance are strategic priorities for PCE; and
WHEREAS, PCE's Records Retention Policy (Policy 20(d)) was originally approved by the Board on December 20, 2018; and
WHEREAS, PCE's records footprint has expanded significantly over the past eight years; and WHEREAS, the expansion and revision of PCE's Records Retention Policy, Policy 20(d), are required to increase organizational efficiency and compliance; and NOW, THEREFORE, IT IS HEREBY DETERMINED AND ORDERED that the Board approves PCE's Records Retention Policy, Policy 20(d) as revised. 54 Policy Number: 20 d.
Board Adoption: December 20,2018
Records Retention Policy
Overview and Purpose –
PCE will retain its records for set periods of time in order to ensure adequate and manageable recordkeeping. Records outside the specified retention periods may be discarded according to the procedures in this policy. Records may be kept in electronic or paper format (or both).
a. Retention periods
Record Type Retention Period Sample Descriptions
Executed contracts 10 years after termination Power supply contracts, contracts withvendors or
consultants
Vendor invoices 2yearsafter contract
completion
Vendor invoices for payment
Non-disclosure
agreements
In perpetuity NDA withvendor, employee,
Board member or advisor
Board-approved decisions In perpetuity Resolutions, meeting minutes, and other items approved at
regular or
special Board meetings
Boardandcommittee
meeting materials
In perpetuity Agendas, staff reports, and other
material provided to Board
members for meetings
Board-approved budgets In perpetuity Final, approved budgets Document drafts 30 days after final version is
approved
Draftof contracts, programs,
RFPs, etc.
General electronic
correspondence
2 years Relevantemail correspondence
at staff discretion
Customer-specific usage
information and data
2 to 10 years, but no longer than
reasonably necessary
Electronic information and
reporting from Director of
Customer Care, customer bill
analyses, customer consentfor
third-party disclosures
Marketing material 2 years after public distribution Flyers, brochures, electronic ads General educational or
informational material
2 years Brochures, reports, electronic
information
Personnel information 5 to 10 years after employee
end date
Offer letter, resume, evaluations
55
2. Procedures for discarding records
a. When records are no longer required to be kept under the requirements above, they may be discarded.
b. PCE will undertake a record purge at least every five years, identifying those records that may be discarded. The Office Manager will oversee the purge, in consultation with PCE’s legal counsel.
c. Records with confidential or sensitive information will be discarded in a secure manner, such that the confidential or sensitive information is no longer viewable or accessible after being discarded.
56 Policy 20 d.
Peninsula Clean Energy - Records Retention Policy
Peninsula Clean Energy (PCE) Records will be retained according to the following schedule.
After the required retention date has passed all documents or electronic files will be deleted or discarded. If PCE is required to retain records not listed herein or retention timelines for those records that are listed herein change due to updates in law, PCE will retain those records pursuant to the current law. This Policy shall replace the Records Retention policy adopted December 20, 2018.
Record Type Required Retention Sample Descriptions
Executed Agreements
Operational, including vendor
agreements (non-energy) – 10
years after termination date of
the agreement
Agreements with vendors or
consultants for goods and/or
services including leases and
property agreements
Energy Procurement
agreements – In perpetuity
Power supply agreements
Invoices from Vendors
Operational agreements – 2
years after term ends
Vendors or consultant invoices for
payment for goods and services
Energy Procurement
Agreements – In perpetuity
Power Agreements and vendor
invoices for payment
Customer Program
Implementers – In perpetuity
Customer program Implementer
invoices for payment
Participation Agreements Program participation
agreement – 5 years after
termination of the agreement
or fulfillment of incentive
Program participation agreements
and associated eligibility
documentation.
Unsuccessful Bids and
Proposals
Non-Energy Procurement – 2
years after close of solicitation Requests for Proposals (RFPs), Open Season Bids, other competitive
procurements
Energy Procurement – 5 years
after close of solicitation
Non-Disclosure
Agreements
In perpetuity NDA with vendor, employee, Board
member or advisor
57 Board/Committee
Approved Decisions In perpetuity
Resolutions, meeting minutes,
and other items approved at
regular or special
Board/Committee meetings
Board and
Committee Meeting
Materials
In perpetuity
Agendas, staff reports, and other
material provided to Board
members in preparation for
meetings, “in place” materials
Board Approved
Budgets
In perpetuity Final, approved budgets
Drafts of Documents 30 days afterthe final
version is approved
Draft of agreements, programs, RFPs,
etc. Duplicate versions of drafts should
be deleted immediately.
General Electronic (E-mail) Correspondence
1 year Email correspondence
Instant/Direct
Messaging
90 days Slack Messages
Customer Data Requests 5 years
Cost comparisons, bill analyses,
usage history, billing history,
including ad hoc requests
Customer Information 10 years Customer lists, program data, account balances (identifiable
info/PII)
Data Analytics
Platform Information
(Dashboard, Reports)
In perpetuity Detailed customer information
AMI Data Lists and
Reports supporting CPUC
Savings Claims
7 years orlonger, as
required by the California
Public Utilities Commission Non-aggregated customer AMI data Other AMI Data Lists and
Reports
Deletion afterstaff use is
completed
Non-aggregated customer AMI data
Process Data 5 years
Non-aggregated, non-AMI
customer data pulled from PCE’s
Data Analytics Platform
58 Marketing Material 2 years after date of public
distribution
Flyers, brochures, electronic
advertisements
General Educational or
Informational Material
2 years Brochures, reports, electronic
information
Employee Files 7 years after end of employment Resume, offer letter, change of status, benefits, evaluations, new
hire forms
Recruitment Files
3 years afterthe end of
employment for recruited
position
Application, supporting materials,
job announcement, testing
materials, rating sheets, interview
notes
Timecards and Other
Payroll Records
Current year of employment + 3
years
Timecards and employee wage
records
I-9 Forms
The longer of 3 years after
employee hire date or 1 year
after termination or end of
employment
Forms retained for I-9 work
authorization
Background Checks
5 years from consent or report
issued, unless continuing
consent obtained Background consent forms, reports
Employee Leaves of
Absence
3 years after employee end date Forms, leave plans, etc. related to an employee leave of absence
Workers’ Compensation
Related Records
7 years after termination/end of
employment
Employer’sreport of injury and
related records
Miscellaneous
Personnel Information
7 years after termination/end of
employment
Benefit plan documents, training
materials
Procedures for discarding records
a. When records are no longer required per the requirements above, they may be discarded. b. PCE will undertake a record purge annually, identifying those records that may be discarded. The Board Clerk will oversee the purge, in consultation with PCE’s legal counsel. c. When available, records may be automatically purged consistent with available auto-delete functions (e.g., auto-delete features on Gmail, Slack). d. Records with confidential or sensitive information will be discarded in a secure manner, such that confidential or sensitive information is no longer viewable or accessible after being discarded. 59 Policy 20 d.
Peninsula Clean Energy - Records Retention Policy
Peninsula Clean Energy (PCE) Records will be retained according to the following schedule.
After the required retention date has passed all documents or electronic files will be deleted or discarded. If PCE is required to retain records not listed herein or retention timelines for those records that are listed herein change due to updates in law, PCE will retain those records pursuant to the current law. This Policy shall replace the Records Retention policy adopted December 20, 2018.
Record Type Required Retention Sample Descriptions
Executed Agreements
Operational, including vendor
agreements (non-energy) – 10
years after termination date of
the agreement
Agreements with vendors or
consultants for goods and/or
services including leases and
property agreements
Energy Procurement
agreements – In perpetuity
Power supply agreements
Invoices from Vendors
Operational agreements – 2
years after term ends
Vendors or consultant invoices for
payment for goods and services
Energy Procurement
Agreements – In perpetuity
Power Agreements and vendor
invoices for payment
Customer Program
Implementers – In perpetuity
Customer program Implementer
invoices for payment
Participation Agreements Program participation
agreement – 5 years after
termination of the agreement
or fulfillment of incentive
Program participation agreements
and associated eligibility
documentation.
Unsuccessful Bids and
Proposals
Non-Energy Procurement – 2
years after close of solicitation Requests for Proposals (RFPs), Open Season Bids, other competitive
procurements
Energy Procurement – 5 years
after close of solicitation
Non-Disclosure
Agreements
In perpetuity NDA with vendor, employee, Board
member or advisor
60 Board/Committee
Approved Decisions In perpetuity
Resolutions, meeting minutes,
and other items approved at
regular or special
Board/Committee meetings
Board and
Committee Meeting
Materials
In perpetuity
Agendas, staff reports, and other
material provided to Board
members in preparation for
meetings, “in place” materials
Board Approved
Budgets
In perpetuity Final, approved budgets
Drafts of Documents 30 days afterthe final
version is approved
Draft of agreements, programs, RFPs,
etc. Duplicate versions of drafts should
be deleted immediately.
General Electronic (E-mail) Correspondence
1 year Email correspondence
Instant/Direct
Messaging/Text/SMS
Messaging
90 days Slack, Teams, Zoom Messages1
Customer Data Requests 5 years
Cost comparisons, bill analyses,
usage history, billing history,
including ad hoc requests
Customer Information 10 years Customer lists, program data, account balances (identifiable
info/PII)
Data Information In perpetuity Detailed customer information; data warehouse
AMI Data Lists and
Reports supporting CPUC
Savings Claims
7 years orlonger, as
required by the California
Public Utilities Commission Non-aggregated customer AMI data Other AMI Data Lists and
Reports
Deletion afterstaff use is
completed
Non-aggregated customer AMI data
1Employees should not use personal text messaging and/or email accounts to conduct PCE-related business.
61 Process Data 5 years
Non-aggregated, non-AMI
customer data supporting PCE’s
Data Analytics Platform
Marketing Material 2 years after date of public
distribution
Flyers, brochures, electronic
advertisements
General Educational or
Informational Material
2 years Brochures, reports, electronic
information
Employee Files 7 years after end of employment Resume, offer letter, change of status, benefits, evaluations, new
hire forms
Recruitment Files
3 years afterthe end of
employment for recruited
position
Application, supporting materials,
job announcement, testing
materials, rating sheets, interview
notes
Timecards and Other
Payroll Records
Current year of employment + 3
years
Timecards and employee wage
records
I-9 Forms
The longer of 3 years after
employee hire date or 1 year
after termination or end of
employment
Forms retained for I-9 work
authorization
Background Checks
5 years from consent or report
issued, unless continuing
consent obtained Background consent forms, reports
Employee Leaves of
Absence
3 years after employee end date Forms, leave plans, etc. related to an employee leave of absence
Workers’ Compensation
Related Records
7 years after termination/end of
employment
Employer’sreport of injury and
related records
Miscellaneous
Personnel Information
7 years after termination/end of
employment
Benefit plan documents, training
materials
Procedures for discarding records
a. PCE records will be retained and disposed of in accordance with this schedule and applicable law. b. Records may be preserved beyond the stated retention period when required by law or operational need after consultation with the General Counsel. 62 c. Drafts should be deleted when a final version has been completed and saved per the retention schedule above.
d. PCE will undertake a periodic record review to identify those records that may be discarded. PCE Staff, including administrative staff and IT, will oversee the purge, in consultation with PCE’s General Counsel.
e. When available, records may be automatically purged consistent with available auto-delete functions (e.g., auto-delete features on Gmail, Slack, Teams, etc.). f. Records with confidential or sensitive information will be discarded in a secure manner, such that confidential or sensitive information is no longer viewable or accessible after a record is discarded.
63 Policy 20 d.
Peninsula Clean Energy - Records Retention Policy
Peninsula Clean Energy (PCE) Records will be retained according to the following schedule.
After the required retention date has passed all documents or electronic files will be deleted or discarded. If PCE is required to retain records not listed herein or retention timelines for those records that are listed herein change due to updates in law, PCE will retain those records pursuant to the current law. This Policy shall replace the Records Retention policy adopted December 20, 2018.
Record Type Required Retention Sample Descriptions
Executed Agreements
Operational, including vendor
agreements (non-energy) – 10
years after termination date of
the agreement
Agreements with vendors or
consultants for goods and/or
services including leases and
property agreements
Energy Procurement
agreements – In perpetuity
Power supply agreements
Invoices from Vendors
Operational agreements – 2
years after term ends
Vendors or consultant invoices for
payment for goods and services
Energy Procurement
Agreements – In perpetuity
Power Agreements and vendor
invoices for payment
Customer Program
Implementers – In perpetuity
Customer program Implementer
invoices for payment
Participation Agreements Program participation
agreement – 5 years after
termination of the agreement
or fulfillment of incentive
Program participation agreements
and associated eligibility
documentation.
Unsuccessful Bids and
Proposals
Non-Energy Procurement – 2
years after close of solicitation Requests for Proposals (RFPs), Open Season Bids, other competitive
procurements
Energy Procurement – 5 years
after close of solicitation
Non-Disclosure
Agreements
In perpetuity NDA with vendor, employee, Board
member or advisor
64 Board/Committee
Approved Decisions In perpetuity
Resolutions, meeting minutes,
and other items approved at
regular or special
Board/Committee meetings
Board and
Committee Meeting
Materials
In perpetuity
Agendas, staff reports, and other
material provided to Board
members in preparation for
meetings, “in place” materials
Board Approved
Budgets
In perpetuity Final, approved budgets
Drafts of Documents 30 days afterthe final
version is approved
Draft of agreements, programs, RFPs,
etc. Duplicate versions of drafts should
be deleted immediately.
General Electronic (E-mail) Correspondence
1 year Email correspondence
Instant/Direct
Messaging/Text/SMS
Messaging
90 days Slack, Teams, Zoom Messages1
Customer Data Requests 5 years
Cost comparisons, bill analyses,
usage history, billing history,
including ad hoc requests
Customer Information 10 years Customer lists, program data, account balances (identifiable
info/PII)
Data Platform
Information
In perpetuity Detailed customer information; data
warehouse
AMI Data Lists and
Reports supporting CPUC
Savings Claims
7 years orlonger, as
required by the California
Public Utilities Commission Non-aggregated customer AMI data Other AMI Data Lists and
Reports
Deletion afterstaff use is
completed
Non-aggregated customer AMI data
1Employees should not use personal text messaging and/or email accounts to conduct PCE-related business.
65 Process Data 5 years
Non-aggregated, non-AMI
customer data supporting PCE’s
Data Analytics Platform
Marketing Material 2 years after date of public
distribution
Flyers, brochures, electronic
advertisements
General Educational or
Informational Material
2 years Brochures, reports, electronic
information
Employee Files 7 years after end of employment Resume, offer letter, change of status, benefits, evaluations, new
hire forms
Recruitment Files
3 years afterthe end of
employment for recruited
position
Application, supporting materials,
job announcement, testing
materials, rating sheets, interview
notes
Timecards and Other
Payroll Records
Current year of employment + 3
years
Timecards and employee wage
records
I-9 Forms
The longer of 3 years after
employee hire date or 1 year
after termination or end of
employment
Forms retained for I-9 work
authorization
Background Checks
5 years from consent or report
issued, unless continuing
consent obtained Background consent forms, reports
Employee Leaves of
Absence
3 years after employee end date Forms, leave plans, etc. related to an employee leave of absence
Workers’ Compensation
Related Records
7 years after termination/end of
employment
Employer’sreport of injury and
related records
Miscellaneous
Personnel Information
7 years after termination/end of
employment
Benefit plan documents, training
materials
Procedures for discarding records
a. PCE records will be retained and disposed of in accordance with this schedule and applicable law. b. Records may be preserved beyond the stated retention period when required by law or operational needs after consultation with the General Counsel. 66 c. Drafts should be deleted when the final version has been completed and saved per the retention schedule above.
d. PCE will undertake a periodic record review to identify those records that may be discarded. PCE Staff, including administrative staff and IT, will oversee the purge, in consultation with PCE’s General Counsel.
e. When available, records may be automatically purged consistent with available auto-delete functions (e.g., auto-delete features on Gmail, Slack, Teams, etc.). f. Records with confidential or sensitive information will be discarded in a secure manner, such that confidential or sensitive information is no longer viewable or accessible after a record is discarded.
67 DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: Majority Vote
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Nelly Wogberg, Board Clerk
SUBJECT: Approval of Minutes from the July 24, 2025 Board of Directors Meeting Item No. 5
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
RECOMMENDATION
Approval of Minutes from the July 24, 2025 Board of Directors Meeting.
ATTACHMENTS:
07-24-2025 BOD Draft Minutes.pdf
68 Regular Meeting of the Board of Directors of the
Peninsula Clean Energy Authority (PCEA)
Minutes
Thursday, July 24, 2025
6:30 p.m.
Zoom Video Conference and Teleconference
CALL TO ORDER
Meeting was called to order at 6:34 p.m. in virtual teleconference, in the Peninsula Clean Energy Authority lobby, in the Los Banos City Hall conference room A, and 17907 Holli Blue Rd., Champion, MI 49861.
SWEARING IN OF NEW BOARD MEMBERS
Jennifer Stalzer, General Counsel, presided over the swearing-in ceremony for Board Alternates Teresa Proano from Daly City and Gary Brizzee from Los Banos.
ROLL CALL
Participating:
Lisa Gauthier, San Mateo County
Jackie Speier, San Mateo County, participating from Michigan Rick DeGolia, Atherton
Tom McCune, Belmont
Coleen Mackin, Brisbane
Donna Colson, Burlingame, Chair
Teresa Proano, Daly City
Carlos Romero, East Palo Alto
Suzy Niederhofer, Foster City
Patrick Jonsson, Half Moon Bay
Leslie Ragsdale, Hillsborough
Gary Brizzee, Los Banos, participating from Los Banos
Betsy Nash, Menlo Park
Bob Nguyen, Millbrae
Craig Taylor, Portola Valley
Elmer Martinez Saballos, Redwood City
Marty Medina, San Bruno, Vice Chair
Adam Loraine, San Mateo
Hassan Aburish, Woodside
Absent:
Ken Gonzalez, Colma
Christine Boles, Pacifica
John Dugan, San Carlos
James Coleman, South San Francisco
A quorum was established.
69 PUBLIC COMMENT: None
ACTION TO SET THE AGENDA AND APPROVE REMAINING CONSENT AGENDA ITEMS Public Comment: None
MOTION: Director Gauthier moved, seconded by Director Niederhofer to set the Agenda, and approve Agenda Item Numbers 1-5.
1. Approval of Four Member Agency Energy Grants Agreements in the Amount of $3,876,862 for Clean Energy Projects Pursuant to the 2023 Surplus Funds Allocation
2. Approval of Resolution Approving Peninsula Clean Energy's 2024 Power Source Disclosure Annual Report, Confirming the Accuracy of the Information Provided in the 2024 Power Source Disclosure Report and Delegating Authority to the Chief Executive Officer, or Designee, to Submit the Attestation to the California Energy Commission
3. Approval of EV Ready Program Fund Reservation Agreements with (1) GoPowerEV in an Amount Not-to-Exceed $1,500,000 and (2) Spring Valley Homeowners Association in an Amount Not-to-Exceed $263,500 for a Total Not-to-Exceed of $1,763,500 in Customer EV Incentives
4. Approval of a Contract Amendment in the Amount $400.000 with CLEAResult to Provide Technical Assistance Services in the EV Ready Program Through June 30, 2027
5. Approval of the Minutes for the June 26, 2025 Meeting MOTION PASSED: 19-0 (Absent: Colma, Pacifica, San Carlos, South San Francisco)
JURISDICTION BOARD MEMBER YES NO ABSTAIN ABSENT
San Mateo County Director Gauthier X
San Mateo County Director Speier X
Atherton Director DeGolia X
Belmont Director McCune X
Brisbane Director Mackin X
Burlingame Director Colson X
Colma Director Gonzalez X
Daly City Director Proano X
East Palo Alto Director Romero X
Foster City Director Niederhofer X
Half Moon Bay Director Jonsson X
Hillsborough Director Ragsdale X
Los Banos Director Brizee X
Menlo Park Director Nash X
Millbrae Director Nguyen X
Pacifica Director Boles X
Portola Valley Director Taylor X
70 Redwood City Director Martinez Saballos X
San Bruno Director Medina X
San Carlos Director Dugan X
San Mateo Director Loraine X
South San Francisco Director Coleman X
Woodside Director Aburish X
Total 19 4
REGULAR AGENDA
6. Chair Report
Chair Colson gave a report including an update on the general counsel position, and the Board Standing Committee Review Ad-Hoc Committee.
7. CEO Report
Shawn Marshall, Chief Executive Officer, gave a report including operational challenges that led to a Home Upgrade Program restructure, customer outreach for PG&E’s new bill payment, AMP Customer Outreach, legislative updates, board education opportunities, and draft upcoming meeting topics.
8. Community Advisory Committee Report
Jason Mendelson, Community Advisory Committee (CAC) Chair, provided a recap of the July 10, 2025 CAC meeting, including a recommendation for the process on selecting a banking partner.
9. Discussion of HB-1 Reconciliation Bill and Trump Administration Executive Order 14315: Impacts on PCE Procurement and Programs (Discussion)
Shawn Marshall, CEO, introduced the discussion of HB-1 and EO 14315 as well as staff from Thorn Run Partners: Jim Davenport, Partner, and Kyler Phillips, Public Policy Manager. Roy Xu, Senior Director of Power Resources, Rafael Reyes, Senior Director of Energy Programs and Peter Levit, Senior Programs Manager for Distributed Energy Resources, continued the presentation.
Public Comment: None
10. Approval of a Resolution Delegating Authority to the Chief Executive Officer to Execute two Power Purchase Agreements for the IP Darden III and IP Darden IV Solar Plus Storage Projects with IP Darden III, LLC and IP Darden IV, LLC with a Delivery Term of At Most Twelve (12) Years and a Commercial Operation Date of June 1, 2028, in a Total Amount Not-to-Exceed $319 Million (Action)
71 Mehdi Shahriari, Senior Manager, Planning and Analytics and Roy Xu, Senior Director of Power Resouces, gave a presentation on the Power Purchase Agreements with Darden III, LLC and IP Darden IV, LLC. Colin Cardwell from Intersect Power also introduced himself and Intersect Power.
Public Comment: None
MOTION: Director DeGolia moved, seconded by Director Taylor to Approve the Resolution Delegating Authority to the Chief Executive Officer to Execute two Power Purchase Agreements for the IP Darden III and IP Darden IV Solar Plus Storage Projects with IP Darden III, LLC and IP Darden IV, LLC with a Delivery Term of Up to Twelve (12) Years and a Commercial Operation Date of June 1, 202, in a Total Amount Not-to-Exceed $333 Million.
MOTION PASSED: 19-0 (Absent: Colma, Pacifica, San Carlos, South San Francisco)
JURISDICTION BOARD MEMBER YES NO ABSTAIN ABSENT
San Mateo County Director Gauthier X
San Mateo County Director Speier X
Atherton Director DeGolia X
Belmont Director McCune X
Brisbane Director Mackin X
Burlingame Director Colson X
Colma Director Gonzalez X
Daly City Director Proano X
East Palo Alto Director Romero X
Foster City Director Niederhofer X
Half Moon Bay Director Jonsson X
Hillsborough Director Ragsdale X
Los Banos Director Brizee X
Menlo Park Director Nash X
Millbrae Director Nguyen X
Pacifica Director Boles X
Portola Valley Director Taylor X
Redwood City Director Martinez Saballos X
San Bruno Director Medina X
San Carlos Director Dugan X
San Mateo Director Loraine X
South San Francisco Director Coleman X
Woodside Director Aburish X
Total 19 4
11. Board Members’ Reports
Chair Colson reminded Board members to look at the information reports for helpful information. 72 Director Loraine noted that Peninsula Clean Energy will be at the Silicon Valley Youth Climate Action Event on August 9th and that many are partnering in that event and offered for others to join in Campbell. Director Ragsdale also endorsed this
ADJOURNMENT
Meeting was adjourned at 8:30 p.m.
73 DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Shawn Marshall, Chief Executive Officer
SUBJECT: CEO Report (Discussion)
Item No. 7
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
This report is provided monthly to the Board of Directors and is informational only.
DISCUSSION
During the Board meeting, CEO Shawn Marshall will provide an update on a variety of PCE topics, including but not limited to: the Self Generation Incentive Program (SGIP) update, PCE office facility update, Pre-pay #2 briefing session, October Board retreat plans, and other upcoming events of interest.
PCE In the Community
9/20 Bayview HOA EV Charging Ribbon Cutting, Millbrae
9/26 Salute to Seniors: 2025, Los Banos
9/27-28 Mid-Autumn Festival, Millbrae
10/2 The Friendship Club Community Updates Workshop, Daly City 10/11 Halloween Trunk or Treat, Los Banos
10/17 Dos Palos Ribbon Cutting, Los Banos
10/18 Peninsula Green@Home, San Mateo County
10/18 350 Silicon Valley Home is Where the Change Is, Redwood City 10/21 PCE Rebates Presentation, Burlingame
10/27 Belle Haven Home Upgrade Workshop, Menlo Park
10/28 Belle Haven Home Upgrade Workshop, Menlo Park
PCE Staffing Update
Welcome to...
Stephen Campbell, Senior Analyst, Innovation Strategy, started August 19 Deci Raisa Lim, Data Engineer, Data and Technology, starting October 2 Congratulations to...
74 Jana Kopyciok- Lande, promoted to Director of Innovation and Strategy Open Positions - Please share!
Associate Manager / Manager, Energy Programs, VPPs
75 DATE: August 14, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Marc Hershman, Director of Government Affairs
SUBJECT: Update on Legislative Activities (Discussion)
Item No. 9
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
With the conclusion of the scheduled 2025 legislative session in Sacramento, Peninsula Clean Energy Director of Government Affairs, Marc Hershman, and our lobbyist in Sacramento, Mark Fenstermaker, Principal and Co-Founder of Pacific Policy Group, will provide the Board of Directors with an oral report on our 2025 legislative activities and results.
DISCUSSION
“We must do more to lower energy costs,” said Assembly Speaker Robert Rivas as he opened the 2025-26 legislative session. Similarly, Senate pro tem Mike McGuire said at the time “we need to lower energy costs.”
These themes continued throughout the legislative session, which closed with a flurry of activity on climate and other energy issues. Along the way, the Legislature also grappled with shifting priorities, including wildfire impacts in Southern California and new initiatives emerging from Washington, D.C.
The state Legislature returned from summer recess on August 18 and, in its first week back, focused on responding to redistricting changes in other states. Lawmakers quickly passed, and Governor Newsom signed, a bill placing on the November 2025 statewide ballot a proposal for a new Congressional district map to take effect for the November 2026 election.
This effort, now designated Proposition 50, could well dominate political attention in California and the nation for the next two months.
Energy legislation and Peninsula Clean Energy priority bills were front and center during the last remaining weeks of the 2025 session. On the very last day of the session, which turned out to be a necessary additional day, the Legislature passed 6 bills with climate and energy implications.
Here is an update on several key legislative and regulatory issues where PCE has been actively engaged:
76 Pathways Initiative / Formerly SB 540 (Becker) / Passed as AB 825 (Petrie-Norris) by vote of 34-0 in Senate and 67-2 in Assembly
In the last week of the legislative session, the broad coalition of CCAs, including Peninsula Clean Energy, along with labor, business, and environmental groups held together and expanded. A copy of the floor alert signed by PCE and circulated in support of the bill is attached to this report.
The bill was amended several times during the session, but the final version is much closer to the language as originally introduced (which PCE supported) than to the version that passed out of the Senate earlier in the year. As enacted, the measure authorizes CAISO to transition its markets into a regional organization under the Pathways initiative. Key anticipated benefits include lower energy costs, improved grid reliability, and enhanced decarbonization both within California and across the western region.
The legislation also builds in oversight and safeguards. California cannot unilaterally and quickly withdraw from the market, but participation is conditioned on oversight by both CAISO and the CPUC. A last-minute amendment requires the CPUC to issue a formal decision confirming that California’s statutory requirements for participation in an independent regional organization are met before CAISO can move forward. In addition, CAISO must wait until January 1, 2028 before officially joining the Regional Organization.
Affordability packages, formerly AB 825 (Petrie-Norris) + SB 254 (Becker), passed as SB 254 (Becker, Wahab and Petrie-Norris)
This bill, which merged Senate and Assembly proposals, seeks to address many of California’s highest-priority climate and energy issues. SB 254 recapitalizes the wildfire fund that serves as an insurance pool for Investor-Owned Utilities (IOUs) by splitting costs evenly between ratepayers and shareholders, requires IOUs to securitize their debts, increases oversight of IOU profits, streamlines permitting for certain clean energy projects, and tightens timelines for energizing new developments.
A major concern for CCAs in earlier versions of the bill was the proposed creation of a Statewide Demand Side Management Program Review Task Force within the Energy Commission. Had it been adopted, this provision could have subjected locally designed CCA programs — including PCE initiatives — to review or even second-guessing by a state-appointed body lacking local expertise, undermining local program authority. Due to strong advocacy by PCE and CalCCA, this proposal was removed from the final version of SB 254.
Cap-and-Trade/Invest Re-authorization / AB 1207 (Irwin, Rivas, Limon, McGuire) Governor Newsom and legislative leaders have been publicly sharing their interest in reauthorizing the State’s cap-and-trade legislation, which the Governor re-titled as “cap-and-invest” in his 2025 budget. The program, put in place through 2030, has seen flagging market interest. The August 2025 auction realized approximately $107 million less revenue than the similar auction in 2024. Some have cited market uncertainty as the reason for the lower revenues.
In the session’s waning moments, the Legislature passed AB 1207, which extends the state’s cap-and-trade program through 2045 by the necessary two-thirds vote. Along with the extension legislation, SB 840 was passed. This bill applies cap-and-trade funds to high-speed 77 rail, and other programs that address greenhouse gas emissions.
Self-Generation Incentive Program (SGIP)
The CPUC's Self-Generation Incentive Program (SGIP) provides incentives to support businesses and homeowners for adopting distributed energy resources (DR).
Previously, CPUC rules excluded CCA customers from accessing certain SGIP funds. PCE, along with other CCAs and CalCCA, engaged legislators and regulators to correct this inequity so that low-income customers could benefit and lower their energy bills.
On August 29, the CPUC issued a Proposed Decision updating several program provisions.
Most importantly, the decision removes the “Qualified Demand Response” requirement for low-income CCA customers to participate in the Residential Solar and Storage Equity program. This change creates a clearer pathway for low-income CCA customers to receive funding and helps mitigate the financial harms caused by the earlier rules. Legislative pressure was likely instrumental in driving this regulatory fix.
We will continue to engage on this issue as the proposed decision does not help certain CCA customers who applied to an earlier round of SGIP funding.
FISCAL IMPACT
None
ATTACHMENTS:
Updated PCE Support for Workable Pathways Process -- Aug 15, 2025 (1).docx SB540_9.5_NASCAR.pdf
SB_540.Joint_Statement.AsmUE.July16.pdf
AB825_Support Letter_9.10.25.pdf
PCE SB 254 Support Letter -- Sept 11, 2025.docx
AB825_Coalition_RequestforSignature.pdf
September 2025 Bill Matrix.docx
78 2075 Woodside Road | Redwood City, CA 94061 | 866-966-0110 | PenCleanEnergy.com August 15, 2025
The Honorable Scott Wiener
California State Senate
1021 O Street, Suite 8620
Sacramento, CA 95814
Re: Support for an Expanded Regional Energy Market (SB 540 – Becker) Dear Senator Wiener,
On behalf of Peninsula Clean Energy Authority (PCE), a community choice aggregator (CCA) serving approximately 800,000 Californians in San Mateo County and the City of Los Banos in Merced County, we write to respectfully request that you help pass a workable version of SB 540 before the end of the legislative year to allow California to participate in an expanded regional energy market.
California's push to decarbonize its electricity grid is among the most ambitious in the world, with a legal mandate to achieve 100% clean electricity by 2045. Doing this cost-effectively and reliably within California's borders alone presents significant challenges, especially given the limitations of in-state land, transmission, and resource diversity. That is why a historic coalition of labor, business, climate advocates, clean energy advocates, public utilities, community choice aggregators and consumer advocates from across the state came together to support SB 540 as it was originally conceived.
California is facing skyrocketing electricity costs and climate-driven threats to the reliability of our electric grid. That is why we must fix and pass a workable version of SB 540 this year that enables the California Independent System Operator (CAISO) to join an expanded regional energy market which will lower ratepayers’ electric bills, improve the reliability of our grid, and increase California’s access to affordable clean power.
Under SB 540 California would retain full control over its energy policies, including climate laws, procurement, transmission and resource adequacy.
Participation in an expanded regional power market is one of our best opportunities to meaningfully lower electricity costs for consumers and businesses. A recent independent study for the California Energy Commission (CEC) found that by participating in an expanded regional power market with a large footprint, California could lower energy costs by more than $1 billion annually.
Participation in a broad regional power market will also increase our access to affordable clean power, helping to improve the reliability of our grid, avoid power outages, and meet our clean energy and 79 climate goals. Additionally, while recent federal legislation drastically cut clean energy programs in California, participating in a regional market will help counter these cuts by lowering the cost of developing and delivering clean energy.
California already participates in the Western Energy Imbalance Market (WEIM), a much narrower version of a regional market. The WEIM covers last-minute energy sales and has delivered over $2 billion in savings for California alone. A workable version of SB 540 will extend this successful approach to a broader market, increasing the affordability, reliability, and clean energy benefits California receives.
The time to act is now. If we do not enact a workable version of SB 540 this year, other western partners will join the Markets + power market instead of ours, erasing the affordability, reliability, and clean energy benefits Californians would receive from participating in a broad western regional market.
SB 540 was held in the Assembly in July pending final negotiations among the Governor, Speaker, and pro Tem. We strongly urge you to let leadership know how important it is to you, your constituents, and our customers to pass a workable SB 540 this year so we can realize the affordability, reliability, and clean energy benefits of an expanded regional market.
If you have any questions, please contact Mike Mielke with our Policy and Government Affairs team.
Mike can be reached at [email protected]; 202-607-1064.
Sincerely,
Marc Hershman
Director of Government Affairs
80 ALERT: Pass a workable version of SB540 NOW September 5, 2025 1 81
ALERT: Pass a workable version of SB540 NOW September 5, 2025 2 Pass a Workable Version of SB 540 NOW
For Affordable, Reliable, Clean Energy
We urge the Legislature to pass a workable SB 540 that lowers electric bills, strengthens grid reliability, and expands access to affordable clean power. A workable bill protects California consumers and works for our western state partners — the broader the market footprint, the more it will benefit California consumers and energy goals. SB 540 will provide:
● Lower Electricity Costs for Californians: SB 540 lowers energy costs for consumers and businesses by more than $1 Billion annually. A recent independent study done for the California Energy Commission found that participating in a regional energy market with a large footprint would lead to increased energy supply, greater market efficiency and less curtailment and waste of renewable energy.
● Improve Grid Reliability and Reduce Power Outages: SB 540 improves the reliability of our electricity grid and reduces blackouts by connecting California to a broader regional electricity market, giving the grid operator access to a wider pool of energy resources, strengthening our ability to handle climate-driven disruptions and reducing the risk of blackouts.
● More Affordable Clean Energy: A regional energy market will help California develop more renewable energy we can use or sell to other states, and expanding our access to clean electricity supply from other Western states will reduce our reliance on fossil fuels for grid reliability, helping to improve our air quality and further our climate goals.
Act Now to Protect California’s Climate Leadership
California has a critical choice to make. Passing a workable SB 540 this year will lower costs for ratepayers, improve grid reliability, and expand access to affordable clean energy. But if we don’t pass a workable SB 540 this year, we risk losing these benefits as other Western states join a competing Arkansas-based market instead of ours.
The time is now. Urge legislative leaders to act—California’s affordability, reliability, and clean energy future depend on it.
82 July 16, 2025
Contact: Ned Wigglesworth
[email protected]
JOINT COALITION STATEMENT
AMEND AND PASS SB 540
For More Affordable, Reliable Clean Energy for California SACRAMENTO – A coalition of labor, business, environmental groups, clean energy advocates, public utilities, community choice aggregators and consumer advocates released the below joint statement in response to the announcement that discussions would be held among decision-makers and stakeholders over legislative recess to amend and ultimately pass SB 540:
“We want to thank the Governor, Speaker, Senate pro Tem, author Senator Becker and Assemblymember Petrie-Norris for all the work and leadership on this issue, and for their commitment to work on the bill over recess to get it right.
California is facing skyrocketing electricity costs and climate-driven threats to the reliability of our electricity grid. California must fix and pass a workable version of SB 540 this year to lower electricity costs for consumers and businesses, increase reliability of the grid, and further our clean energy goals – or our state will pay the price.
The move to pull SB 540 from consideration for the moment will allow decision-makers and stakeholders to get this done in a way that ensures California consumers and businesses can reap the benefits: more than $1 Billion annually in savings for Californians1 , increased grid
reliability and fewer blackouts2
, and more clean energy.
We need to get this done right this year. If we do not, other participants will join another regional market, we will lose this unique opportunity and California consumers, businesses and clean energy goals will pay the price.”
SB 540 authorizes the state to participate in a regional electricity market, provided it protects California consumers and energy policies. California would keep full control over its energy policies, including climate laws, procurement, transmission, and resource adequacy. #-#-#
Advanced Energy United
Balancing Authority of Northern California (BANC)
CA & NV State Association of Electrical Workers (IBEW)
California Chamber of Commerce
California Coalition of Large Energy Users (CLEU)
California Community Choice Association (CalCCA)
California Environmental Voters
1 Brattle Group: “Updated Day-Ahead Market Impact Study (Slide 9)”, (Prepared for California Energy Commission, June 5, 2025).
2 Stanford Climate & Energy Policy Program: “Grid Regionalization in the West: Reliability Benefits from Increased Cooperation in Electricity Markets and Operations”, (Prepared for California Energy Commission, January 24, 2025). 83 California Large Energy Consumers Association (CLECA) California Municipal Utilities Association (CMUA)
Central Coast Community Energy
Ceres
Clean Energy Buyers Association (CEBA)
Climate Hawks Vote
Data Center Coalition
Environmental Defense Fund (EDF)
Independent Energy Producers Association (IEPA)
Leap
MCE
Natural Resources Defense Council (NRDC)
PacifiCorp
Peninsula Clean Energy
Pioneer Community Energy
San Diego Community Power
Sierra Nevada Brewing Company
Silicon Valley Clean Energy (SVCE)
Silicon Valley Leadership Group (SVLG)
TechNet
Western Freedom
Western Resource Advocates (WRA)
84 SUPPORT: AB 825 - (Petrie-Norris; Rivas; Becker) as amended, September 10, 2025 1 DATE: September 10, 2025
TO: The Honorable Assemblymember Cottie Petrie-Norris;
The Honorable Assembly Speaker Robert Rivas;
The Honorable Senator Josh Becker
RE: SUPPORT: AB 825 (Petrie-Norris; Rivas; Becker) as amended, September 10, 2025 On behalf of a broad coalition of labor, business, climate advocates, clean energy advocates, public and private utilities, community choice aggregators (CCAs) and consumer advocates from across the state, we offer our strong support of AB 825 (as amended, September 10, 2025). Your leadership resulted in a bill that lowers electric bills, strengthens grid reliability, and expands access to affordable clean power.
As amended, AB 825 builds on the recommendations of the West-Wide Governance Pathways Initiative (“Pathways Proposal”) by authorizing participation in a new independent Regional Organization. This voluntary Regional Organization would be responsible for establishing energy market rules that benefit the customers of all participating entities. California’s participation would be voluntary, and California would keep full control over its energy policies, including climate laws, procurement, transmission, planning, and resource adequacy.
AB 825, as amended, will provide:
• Lower Electricity Costs for Californians: AB 825 lowers energy costs for consumers and businesses by more than $1 Billion annually. A recent independent study done for the California Energy Commission found that participating in a regional energy market with a large footprint would lead to increased energy supply, greater market efficiency and less curtailment and waste of renewable energy.
• Improve Grid Reliability and Reduce Power Outages: AB 825 improves the reliability of our electricity grid and reduces blackouts by connecting California to a broader regional electricity market, giving the grid operator access to a wider pool of energy resources, strengthening our ability to handle climate-driven disruptions and reducing the risk of blackouts. A Stanford Woods Institute study found 85 SUPPORT: AB 825 - (Petrie-Norris; Rivas; Becker) as amended, September 10, 2025 2 that participating in a regional energy market could reduce grid stress by 40% during California’s highest-risk periods.
• More Affordable Clean Energy: A regional energy market will help California develop more renewable energy we can use or sell to other states, and expanding our access to clean electricity supply from other Western states will reduce our reliance on fossil fuels for grid reliability, helping to improve our air quality and further our climate goals.
On behalf of Californians, we appreciate your commitment to the state's energy goals and dedication to making energy more affordable. AB 825 will advance western energy market cooperation and create a structure that engenders confidence and trust - providing the maximum climate, reliability and affordability benefits to customers.
For these reasons, the coalition supports AB 825 and urges an “AYE” vote.
Sincerely,
Daniel Chandler
350 Humboldt
Will Brieger
350 Sacramento
Edson Perez
Advanced Energy United (AEU)
Shannon Kellogg
Amazon
Alexander L. Jackson
American Clean Power – California (ACP)
Jim Shetler
Balancing Authority of Northern California (BANC)
Jon Kendrick
California Chamber of Commerce (CalChamber)
Cathy DeFalco
California Choice Energy Authority (CalChoice)
Meredith Alexander
California Coalition of Large Energy Users (CLEU)
Beth Vaughn
California Community Choice Association (CalCCA)
Melissa Romero
California Environmental Voters
Sam Harper
California Large Energy Consumers Association
(CLECA)
Sarah Bridges
California Manufacturers & Technology Association
(CMTA)
Derek Dolfie
California Municipal Utilities Association (CMUA)
Neal Lauzon
California & Nevada State Association of Electrical
Workers (IBEW)
Das Williams
Central Coast Community Energy
Kelly Trombley
Ceres
Greg Wade
Clean Energy Alliance
Nidhi Thakar
Clean Energy Buyers Association (CEBA)
Gina Goodhill
Clean Power Alliance
Adam Sweeney
Climate Action California
86 SUPPORT: AB 825 - (Petrie-Norris; Rivas; Becker) as amended, September 10, 2025 3 RL Miller
Climate Hawks Vote
Glen Garfunkel
Climate Reality - Silicon Valley Chapter
Hunter Stern
Coalition of California Utility Employees (CCUE)
Khara Boender
Data Center Coalition
Susan Nedell
E2
Rachel McMahon
EDF Power Solutions
Scott Farris
EDP Renewables
Cathy Cockrum Dean
Elevate California
Katelyn Roedner-Sutter
Environmental Defense Fund (EDF)
Dylan Sullivan
Google
Jan Smutny-Jones
Independent Energy Producers Association (IEPA)
Collin Smith
Leap
Paul Habib
Los Angeles Department of Water and Power
(LADWP)
Stephanie Chen
MCE
Jonathan Noble
Microsoft
Victoria Rome
Natural Resources Defense Council (NRDC)
Jane Cirrincione
Northern California Power Agency (NCPA)
Steven Halligan
Orange County Power Authority
Melissa Cosio
Pacific Gas and Electric (PG&E)
Michael Wilding
Pacific Power
Varner Seaman
Pattern Energy
Mike Mielke
Peninsula Clean Energy
Sam King
Pioneer Community Energy
Pam Sporborg
Portland General Electric (PGE)
Kelsey Johnson
Rivian
Paul Lau
Sacramento Municipal Utility District (SMUD)
Patrick Welch
San Diego Community Power
Joseph Zanze
San Diego Gas and Electric (SDG&E)
Jakob Evans
Sierra Club California
Monica V. Padilla
Silicon Valley Clean Energy (SVCE)
Ahmad Thomas
Silicon Valley Leadership Group (SVLG)
Stephanie Doyle
Solar Energy Industries Association (SEIA)
Brady J. Van Engelen
Southern California Edison (SCE)
Jose Torres
TechNet
87 SUPPORT: AB 825 - (Petrie-Norris; Rivas; Becker) as amended, September 10, 2025 4 Liz Forsburg Pardi
The Nature Conservancy
Daniel Barad
Union of Concerned Scientists (UCS)
Kathleen Staks
Western Freedom
Scott Miller
Western Power Trading Forum (WPTF)
Vijay Satyal
Western Resource Advocates (WRA)
cc: The Honorable Members of the State Senate
The Honorable Members of the State Assembly
Grant Mack, Deputy Legislative Secretary, Office of Governor Gavin Newsom 88 2075 Woodside Road | Redwood City, CA 94061 | 866-966-0110 | PenCleanEnergy.com September 11, 2025
The Honorable Cottie Petrie-Norris
California State Assembly
State Capitol
Sacramento, CA 95814
RE: SB 254 (Becker and Petrie-Norris) – SUPPORT WITH COMMENTS Dear Chair Petrie-Norris:
On behalf of Peninsula Clean Energy (PCE), a community choice aggregator (CCA) serving approximately 800,000 Californians in San Mateo County and the City of Los Banos in Merced County, we are writing to express our support for SB 254, as amended on September 10, 2025.
SB 254 represents a critical step forward in addressing California’s clean energy, affordability, and wildfire challenges. PCE supports your leadership in advancing affordable, reliable, and clean electricity for Californians by creating new financing pathways and accelerating the delivery of transmission infrastructure essential for meeting the state’s climate and clean energy goals. The bill also makes important progress in wildfire mitigation.
The bill accelerates transmission buildout needed to achieve the state’s 100 percent clean energy and electrification targets. It reduces the cost of capital for large-scale transmission projects, and it also introduces new public-interest financing alternatives. By shifting more financing toward public or blended models, the bill helps reduce long-term ratepayer burdens while supporting both affordability and reliability by funding projects that enhance deliverability of renewables and spread costs more equitably. The bill also extends the Wildfire Mitigation Plan cycle, and ensures OEIS has clear authority to review and approve revisions. These provisions can help direct resources more strategically and reduce unnecessary cost burdens while keeping communities safer.
Implementation Concerns
While PCE supports SB 254, we urge attention to the following issues in terms of administrative implementation to ensure the bill’s intent goals for affordability and equity are fully realized:
1. Promote Inclusive and Transparent Governance and Balanced Decision-Making: The new GO-Biz Transmission Infrastructure Accelerator will select 'accelerator projects,' but the statute does not guarantee that project decisions will reflect the diversity of California’s energy landscape or the needs of all ratepayers. To address this, we believe CPUC / CEC / GO-Biz should:
Create a formal advisory council or stakeholder committee with designated LSE seats. 89 Require project criteria and selection decisions be subject to public notice and comment. Ensure that the resource portfolios of all LSEs, including CCAs, are explicitly considered in accelerator project evaluations.
2. Ensure Non-Wires Alternatives (NWA) Are Considered: The Accelerator may default to large 'steel-in-the-ground' projects, even where DERs, DSM, or DR could meet needs more cost-effectively. To address this, we believe state agencies should:
Require every candidate transmission project to undergo a least-cost, best-fit screening that includes NWAs.
Mandate publication of NWA assessment results before financing approval. Harmonize NWA assessments with the IRP and DRP processes.
3. Prevent Double Recovery on Tax-Credited Costs: SB 254 creates a 20% transmission expenditure tax credit through 2035. Without strong enforcement, utilities could attempt to recover ROE or rate base returns on those same costs. To prevent this we suggest that:
CPUC should adopt regulatory accounting rules that bar any project portion receiving the tax credit from also being included in the rate base.
Utilities must report annually on tax credits claimed and corresponding cost exclusions. GO-Biz and the I-Bank should coordinate with CPUC to verify compliance before reimbursement or financing.
We appreciate your leadership on this important legislation. With thoughtful implementation, SB 254 can accelerate clean energy delivery, and help mitigate catastrophic wildfires while protecting California’s ratepayers. We look forward to working with you, your staff, and state agencies to ensure these goals are met.
If you have any questions, please contact Mike Mielke with our Policy and Government Affairs team. Mike can be reached at [email protected]; 202-607-1064.
Sincerely,
Marc Hershman
Director of Government Affairs
cc: The Honorable Josh Becker
The Honorable Robert Rivas
The Honorable Mike McGuire
90 RE: REQUEST for SIGNATURE on AB 825 (Petrie-Norris; Rivas; Becker) September 16, 2025 4 September 16, 2025
The Honorable Gavin Newsom
Governor of California
1021 O Street, Suite 9000
Sacramento, CA 95814
RE: REQUEST for SIGNATURE on AB 825 (Petrie-Norris; Rivas; Becker) Dear Governor Newsom,
The undersigned entities represent an unprecedented coalition of labor, business, climate advocates, clean energy advocates, public and private utilities, community choice aggregators (CCAs) and consumer advocates from across the state. We respectfully request your signature on AB 825, “The Pathways Bill” to bring the West together in the need for clean, affordable, and reliable electricity.
AB 825 builds on the recommendations of the West-Wide Governance Pathways Initiative (“Pathways Proposal”) by authorizing participation in a new independent Regional Organization. This voluntary Regional Organization would be responsible for establishing energy market rules that benefit the customers of participating entities across the West. California’s participation is voluntary, and California would keep full control over its energy policies, including climate laws, procurement, transmission, planning, and resource adequacy.
As policymakers across the country grapple with how to address skyrocketing energy costs, climate-driven reliability threats, and surging electricity demand, California is presented with the unique opportunity to bring the western interconnection together through the implementation of AB 825. 91 RE: REQUEST for SIGNATURE on AB 825 (Petrie-Norris; Rivas; Becker) September 16, 2025 4 Implementation of this bill will lower energy costs for consumers, reduce the risk of power outages, and enable more clean energy resources to be built in California and across the region.
Lowering Costs for the West
The success of the Western Energy Imbalance Market (WEIM) is a clear example of the benefits of broad regional energy market participation - serving 80% of the West, it has delivered over $7 billion in savings ($3B to CA) since 2014.1 AB 825 will build upon this success to advance western energy market cooperation and create a structure that engenders confidence and trust - providing the maximum climate, reliability and affordability benefits to customers. Through market expansion, AB 825 lowers California energy costs for consumers and businesses by more than $1 Billion annually.
Keeping the Lights On
With power outages an ever present-threat, AB 825 would enhance the reliability of the regional power grid by enabling more efficient and coordinated management of energy supply and demand across the Western region. With better access to shared resources, grid operators will be better equipped to draw on a wider resource pool during peak demand periods, reduce the likelihood of blackouts, and support the resilience of the grid in the face of growing challenges such as extreme weather events and climate-driven disruptions.2 A Cleaner Future
A consolidated western energy market will maximize use of existing clean energy generation and enable a faster, more affordable clean energy future. AB 825 makes more clean energy available both in California and around the West by reducing curtailment (deliberately reducing output below what could have been produced), a growing problem for solar and wind power generators in California. With 80% of energy customers in the West now served by utilities with net-zero carbon energy mandates, the demand for clean energy resources will continue to grow.
A Golden State Opportunity
On behalf of Californians, we appreciate your commitment to the state's energy goals and dedication to making energy more affordable and reliable. For all of the above reasons, we respectfully request your signature.
Sincerely,
Will Brieger
Legislation & Policy Team Chair
350 Sacramento
Edson Perez
Senior Principal
Advanced Energy United (AEU)
1 https://www.westerneim.com/Pages/About/QuarterlyBenefits.aspx 2 Mareldi Ahumada-Paras, Michael Mastrandrea, and Michael Wara, Stanford Woods Institute for the Environment, “Grid Regionalization in the West: Reliability Benefits from Increased Cooperation in Electricity Markets and Operations” (August 2024).
Shannon Kellogg
VP, AWS Americas Public Policy, Amazon
Amazon
Alexander L. Jackson
Executive Director
American Clean Power – California (ACP)
92 RE: REQUEST for SIGNATURE on AB 825 (Petrie-Norris; Rivas; Becker) September 16, 2025 4 Franki Gracey
Senior California Policy Organizer
BlueGreen Alliance
Jon Kendrick
Policy Advocate
California Chamber of Commerce
(CalChamber)
Meredith Alexander
Principal Consultant
California Coalition of Large Energy Users
(CLEU)
Beth Vaughn
Chief Executive Officer
California Community Choice Association
(CalCCA)
Melissa Romero
Policy Advocacy Director
California Environmental Voters
Sam Harper
Consultant
California Large Energy Consumers Association
(CLECA)
Sarah Bridges
Vice President of Government Relations
California Manufacturers & Technology
Association (CMTA)
Derek Dolfie
Director of Energy
California Municipal Utilities Association
(CMUA)
Neal Lauzon
Business Manager & CEO
California & Nevada State Association of
Electrical Workers (IBEW)
Das Williams
Senior Advisor of Policy and Legislative Affairs
Central Coast Community Energy (CCCE)
Kelly Trombley
Sr. Director, State Policy
Ceres
Priya Barua
Senior Director, Market Access
Clean Energy Buyers Association (CEBA)
Gina Goodhill
Senior Director, Government Affairs
Clean Power Alliance
Adam Sweeney
Chapter Chair
Climate Action California
RL Miller
Founder
Climate Hawks Vote
Hunter Stern
Business Representative
Coalition of California Utility Employees (CCUE)
Khara Boender
Senior Manager, State Policy
Data Center Coalition
Rachel McMahon
Director, Legislative & Regulatory Affairs
EDF Power Solutions
Jack Wadleigh
Regulatory Affairs & Market Development,
Western Region
EDP Renewables
93 RE: REQUEST for SIGNATURE on AB 825 (Petrie-Norris; Rivas; Becker) September 16, 2025 4 Cathy Cockrum Dean
President & Founder
Elevate California
Katelyn Roedner-Sutter
California State Director
Environmental Defense Fund (EDF)
Dylan Sullivan
Energy Market Development
Google
Jan Smutny-Jones
Chief Executive Officer
Independent Energy Producers Association
(IEPA)
Collin Smith
Regulatory Affairs Manager
Leap
Paul Habib
Director of Legislative and Intergovernmental
Affairs
Los Angeles Department of Water and Power
(LADWP)
Stephanie Chen
Vice President of Legislative Affairs
MCE
Jonathan Noble
Senior Director, State & Local Government
Affairs
Microsoft
Victoria Rome
California Director, Government Affairs
Natural Resources Defense Council (NRDC)
Jane Cirrincione
Assistant General Manager, Legislative and
Regulatory Affairs
Northern California Power Agency (NCPA)
Melissa Cosio
Government Relations
Pacific Gas and Electric (PG&E)
Marc Hershman
Director of Government Affairs
Peninsula Clean Energy
Pam Sporborg
Portland General Electric (PGE)
Director of Transmission and Market Services
Paul Lau
CEO and General Manager
Sacramento Municipal Utility District (SMUD)
Patrick Welch
Associate Director of Legislative Affairs
San Diego Community Power
Eugene “Mitch” Mitchell
Sr. Vice President & Chief Legislative Officer
San Diego Gas and Electric (SDG&E)
Monica V. Padilla
Chief Executive Officer
Silicon Valley Clean Energy (SVCE)
Stephanie Doyle
Director, State Affairs, California
Solar Energy Industries Association (SEIA)
Brady J. Van Engelen
Senior Advisor, Government Relations
Southern California Edison (SCE)
94 RE: REQUEST for SIGNATURE on AB 825 (Petrie-Norris; Rivas; Becker) September 16, 2025 4 Jose Torres
Deputy Executive Director | California & the
Southwest
TechNet
Daniel Barad
Co-Director, Western States
Union of Concerned Scientists (UCS)
Kathleen Staks
Executive Director
Western Freedom
Scott Miller
Executive Director
Western Power Trading Forum (WPTF)
Vijay Satyal
Deputy Director, Regional Markets
Western Resource Advocates (WRA)
CC:
The Honorable Assemblymember Cottie Petrie-Norris;
The Honorable Assembly Speaker Robert Rivas;
The Honorable Senator Josh Becker
95 Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 1 Bill Summary Status PCE
Position
CalCCA
Position
Comments
AB 259 (B. Rubio)
Brown Act
Exemption: Remote
Participation
This bill would extend the January 1, 2026,
sunset to January 1, 2030, that allows members
of a local legislative body to appear remotely,
under certain circumstances, without having to
provide their location and other requirements
of the Brown Act.
2-year bill. The proposed
policy of this bill
was codified in SB
707 (Durazo)
AB 303 (Addis)
Battery Energy
Storage Facilities
Existing law, until June 30, 2029, authorizes a
person proposing an eligible facility, including
an energy storage system capable of storing 200
megawatt hours or more of energy, to submit
an application for certification with the State
Energy Resources Conservation and
Development Commission of the site and
related facility. Existing law specifies that the
issuance by the commission of the certificate is
in lieu of any permit, certificate, or similar
document required by any state, local, or
regional agency, or federal agency to the extent
permitted by federal law, except as provided.
Existing law establishes the procedures by
which the commission is to review the
application. This bill would specify that energy
storage systems do not include battery energy
storage systems for the above-described
purposes. This bill contains other related
provisions and other existing laws.
2-year bill. Oppose
96 Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 2 Bill Summary Status PCE
Position
CalCCA
Position
Comments
AB 306 (Schultz)
Building
Regulations: state
building standards
Existing law requires the Building Standards
Commission to approve and adopt building
standards and to codify those standards in the
California Building Standards Code (code).
Existing law authorizes any city or county to
make changes in those building standards that
are published in the code, including to green
building standards. Existing law requires the
governing body of a city or county, before
making modifications or changes to those green
building standards, to make an express finding
that those modifications or changes are
reasonably necessary because of local climatic,
geological, or topographical conditions. This bill
would, from October 1, 2025, to June 1, 2031,
inclusive, prohibit a city or county from making
changes that are applicable to residential units
to the above-described building standards
unless a certain condition is met, including that
the commission deems those changes or
modifications necessary as emergency
standards to protect health and safety.
2-year bill Oppose
Unless
Amended
Oppose
Unless
Amended
The proposed
policy was codified
in AB 130, a
budget trailer bill.
AB 526 (Papan)
Geothermal Energy
Generation
This bill would require the Energy Commission,
in coordination with the PUC, Air Resources
Board, and other state agencies, to develop a
strategic plan for the development of new in-state geothermal energy. The bill would also This bill was held
on the Assembly
Appropriations
Suspense File and is
now dead.
Support Support This bill is
sponsored by
Sonoma Clean
Power.
97 Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 3 Bill Summary Status PCE
Position
CalCCA
Position
Comments
require the Energy Commission, on or before
June 1, 2026, to evaluate and quantify the
maximum feasible capacity of new in-state
geothermal energy to achieve reliability,
ratepayer, employment, and decarbonization
benefits, and to establish megawatt in-state
next-generation geothermal planning goals for
2035 and 2045
AB 527 (Papan)
CEQA: Geothermal
Exploratory
Projects
This bill proposes to create a categorical
exemption from CEQA for geothermal
exploratory wells.
Awaiting Governor
signature or veto.
Passed Legislature
Support This bill is
sponsored by
Sonoma Clean
Power.
AB 531 (Rogers)
Environmental
Leadership
Development
Projects:
Geothermal
This bill would expand the types of facilities
eligible to be certified as environmental
leadership development projects by the Energy
Commission, which enjoy CEQA streamlining
benefits, to include geothermal powerplants
and geothermal field development projects
Awaiting Governor
signature or veto.
Passed Legislature
Support This bill is
sponsored by
Sonoma Clean
Power and co-authored by Asm.
Papan
AB 706 (Aguiar-Curry)
BioMAT
The renewable feed-in tariff law, in part,
requires the PUC to direct the electrical
corporations, collectively, to procure at least
250 megawatts of cumulative rated generating
capacity from developers of bioenergy projects
that commence operation on or after June 1,
2013. Pursuant to this requirement, the PUC has
2-year bill. Support This bill seeks to
create a funding
source that can
reduce the cost of
BioMAT and and
BioRAM.
98 Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 4 Bill Summary Status PCE
Position
CalCCA
Position
Comments
established and revised the Bioenergy Market
Adjusting Tariff (BioMAT) program. On March
18, 2016, the PUC issued Resolution E-4770 to
order investor-owned utilities to each hold a
solicitation for contract with facilities that can
use biofuel from high hazard zones to address
an Emergency Proclamation using the Bioenergy
Renewable Auction Mechanism (BioRAM)
program. This bill would establish the fire fuel
reduction program to support sufficient
procurement, transport, and beneficial use of
forest biomass waste to reduce fuel for wildfires
by up to 15,000,000 bone-dry tons of forest
biomass waste per year. The bill would establish
the FOREST and Wildfire Prevention Fund in the
State Treasury, and would continuously
appropriate the fund to the Natural Resources
Agency for this program, as specified. The bill
would require the fire fuel reduction program to
grant funding priority to BioRAM and BioMAT
fleets in operation on or before January 1, 2031.
The author
successfully ran
legislation in 2021
(AB 846) to make
CCAs eligible
under BioMAT.
AB 729 (Zbur)
IOUs: Climate
Credits
The California Global Warming Solutions Act of
2006 designates the State Air Resources Board
as the state agency charged with monitoring
and regulating sources of emissions of
greenhouse gases. The act authorizes the state
board to include the use of market-based
2-year bill Support
99 Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 5 Bill Summary Status PCE
Position
CalCCA
Position
Comments
compliance mechanisms in regulating those
emissions. The implementing regulations
adopted by the state board provide for the
direct allocation of greenhouse gas allowances
to electrical corporations and gas corporations
pursuant to a market-based compliance
mechanism. This bill would require that the
electric California Climate Credit be provided to
residential, small business, and emissions-intensive trade-exposed retail customers of electrical corporations on the bills of those
customers for the months of August and
September of each year unless otherwise
directed by the commission, as specified.
AB 740
(Harabedian)
Virtual Power
Plants
Existing law requires the CEC, in consultation
with specified entities, to adopt a biennial
integrated energy policy report containing
certain information, including an overview of
major energy trends and issues facing the state.
This bill would require the CEC, on or before
November 1, 2026, to adopt a virtual power
plant deployment plan. The bill would require
the Energy Commission, in developing the plan,
to take certain actions, and would require that
the plan meet specified requirements. The bill
would require the plan adopted pursuant to
Awaiting Governor
signature or veto.
Passed Legislature
Support
100
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 6 Bill Summary Status PCE
Position
CalCCA
Position
Comments
these provisions to be included in the above-described integrated energy policy report.
AB 825 (Petrie-Norris)
CAISO:
Independent
Regional
Organization
Existing law provides for the establishment of
an Independent System Operator (ISO) as a
nonprofit public benefit corporation and
requires the ISO to ensure efficient use and
reliable operation of the electrical transmission
grid consistent with achieving planning and
operating reserve criteria no less stringent than
those established by the Western Electricity
Coordinating Council and the North American
Electric Reliability Council. Existing law, the
Clean Energy and Pollution Reduction Act of
2015, provides for the transformation of the ISO
into a regional organization, with the approval
of the Legislature, pursuant to a specified
process. That process provides that
modifications to the ISO’s governance structure,
through changes to its bylaws or other
corporate governance documents, will not
become effective until the ISO, the Public
Utilities Commission (PUC), the State Energy
Resources Conservation and Development
Commission (Energy Commission), the State Air
Resources Board (state board), the Governor,
and the Legislature take specified actions on or
before January 1, 2019. This bill would delete
Awaiting Governor
signature or veto.
Passed Legislature
Support Support AB 825 was
amended on
September 10 to
incorporate the
policy proposal
formed by the
Pathways
Initiative. AB 825
subsumed SB 540
as the bill to allow
CAISO to
participate in a
new regional
organization to
manage EDAM
and WEIM
101
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 7 Bill Summary Status PCE
Position
CalCCA
Position
Comments
the above-described provisions providing for
the transformation of the ISO into a regional
organization. The bill would authorize the ISO
and the electrical corporations that are
participating transmission owners whose
transmission systems are operated by the ISO to
use voluntary energy markets governed by an
independent regional organization, only if
specified requirements are satisfied. The bill
would authorize the ISO, on or after January 1,
2028, to implement tariff modifications
accepted by the Federal Energy Regulatory
Commission to operate the energy markets
whose rules are governed by an independent
regional organization if the governing board of
the ISO has adopted a resolution, as specified,
finding that each of the specified requirements
have been, or will be, adopted by the
independent regional organization. The bill
would require the PUC to make a determination
through a formal decision in an existing or new
proceeding that these requirements have been
satisfied before electrical corporations
participate in an energy market governed by an
independent regional organization. The bill
would require the ISO to maintain the necessary
technical capability to operate energy markets,
102
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 8 Bill Summary Status PCE
Position
CalCCA
Position
Comments
as specified, and would require the ISO to
continue its functions and responsibilities as a
balancing authority, as provided.
AB 941 (Zbur)
CEQA: Electrical
Infrastructure
Projects.
This bill would require the PUC to determine
whether to certify the environmental impact
report for an electrical infrastructure project
that is a priority project, as defined, no later
than 270 days after the commission determines
that an application for an electrical
infrastructure project is complete.
This bill was held
on the Assembly
Appropriations
Suspense File and is
now dead.
Support
SB 57 (Padilla)
Data Centers:
Special Rates
Existing law vests the Public Utilities
Commission with regulatory authority over
public utilities, including electrical corporations.
Existing law authorizes the commission to fix
the rates and charges for every public utility and
requires that those rates and charges be just
and reasonable. This bill would authorize the
commission to assess the extent to which
electrical corporation costs associated with new
loads from data centers result in cost shifts to
other electrical corporation customers, as
provided. The bill would require the commission
to submit an assessment completed pursuant to
that authorization to the relevant policy
committees of the Legislature and to publicly
post a copy of the assessment on the
Awaiting Governor
signature or veto.
Passed Legislature
The final
amendments to
this bill changed it
to a CPUC study of
cost-shifts
attributed to data
centers, but that
study is optional.
103
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 9 Bill Summary Status PCE
Position
CalCCA
Position
Comments
commission’s internet website on or before
January 1, 2027.
SB 239 (Arreguín)
Brown Act
Exemption:
Subsidiary Bodies
This bill would authorize a subsidiary body,
defined as one that serves exclusively in an
advisory capacity and has no final decision-making authority, to use similar alternative teleconferencing provisions and would impose
requirements for notice, agenda, and public
participation, as prescribed. To use
teleconferencing pursuant to this act, the bill
would require the legislative body that
established the subsidiary body by charter,
ordinance, resolution, or other formal action to
make specific findings by 2/3 vote before the
subsidiary body uses teleconferencing for the
first time and every 12 months thereafter.
The author placed
this bill on the
Inactive File
The proposed
policy of this bill
was codified in SB
707 (Durazo)
SB 254 (Becker)
FERA Customers
Existing law, the Ralph M. Brown Act, requires, with
specified exceptions, that all meetings of a
legislative body, as defined, of a local agency be
open and public and that all persons be permitted
to attend and participate. The act generally
requires for teleconferencing that the legislative
body of a local agency that elects to use
teleconferencing post agendas at all teleconference
locations, identify each teleconference location in
the notice and agenda of the meeting or
proceeding, and have each teleconference location
be accessible to the public. Existing law also
requires that, during the teleconference, at least a
quorum of the members of the legislative body
participate from locations within the boundaries of
Awaiting Governor
signature or veto.
Passed Legislature
Support This bill subsumed
many of the policy
proposals
originally
considered in AB
825. The main
components of
this bill focus on
recapitalizing the
IOU insurance
104
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 10 Bill Summary Status PCE
Position
CalCCA
Position
Comments
the territory over which the local agency exercises
jurisdiction, except as specified. Existing law, until
January 1, 2026, authorizes specified neighborhood
city councils to use alternate teleconferencing
provisions related to notice, agenda, and public
participation, as prescribed, if, among other
requirements, the city council has adopted an
authorizing resolution and 2/3 of the neighborhood
city council votes to use alternate teleconference
provisions, as specified This bill would authorize a
subsidiary body, as defined, to use alternative
teleconferencing provisions and would impose
requirements for notice, agenda, and public
participation, as prescribed. The bill would require
the subsidiary body to post the agenda at each
physical meeting location designated by the
subsidiary body, as specified. The bill would require
the members of the subsidiary body to visibly
appear on camera during the open portion of a
meeting that is publicly accessible via the internet
or other online platform, as specified. The bill would
also require the subsidiary body to list a member of
the subsidiary body who participates in a
teleconference meeting from a remote location in
the minutes of the meeting. This bill contains other
related provisions and other existing laws.
pool known as the
Wildfire Fund.
Importantly, this
bill did not contain
the Demand Side
Management
Council previously
contained in AB
825, a provision
that PCE opposed.
SB 282 (Wiener)
Residential Heat
Pump Systems:
Water Heaters and
HVAC: Permit
Streamlining
This bill would require the commission, on or
before January 1, 2027, to establish a statewide
certification program for licensed contractors of
residential heat pump water heaters and heat
pump HVAC systems to obtain a heat pump
installation certification. The bill would
authorize a licensed contractor with a heat
pump system installation certification described
This bill was held
on the Assembly
Appropriations
Suspense File and is
now dead.
This bill is co-sponsored by
SPUR, Bay Area Air
District, and
Building Decarb
Coalition
105
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 11 Bill Summary Status PCE
Position
CalCCA
Position
Comments
above to self-certify that the installation of a
residential heat pump water heater or heat
pump HVAC system meets all relevant code
requirements without any requirement that an
inspector be present for the installation, and
would require a city, including a charter city,
county, or city and county to accept the
certification for those purposes, as specified.
SB 283 (Laird)
Battery Energy
Storage Facilities:
Emergency
Response Plans and
Emergency Action
Plans
Existing law requires the State Fire Marshal,
before the next triennial edition of the
California Building Standards Code adopted
after January 1, 2025, to propose to the Building
Standards Commission (commission) updates to
the fire standards relating to requirements for
lithium-based battery systems, as provided. This
bill would require the commission and the
Office of the State Fire Marshal to review and
consider the most recently published edition of
the National Fire Protection Association (NFPA)
855, Standard for the Installation of Stationary
Energy Storage Systems, for incorporation into
the next update of the California Building
Standards Code adopted after July 1, 2026. This
bill contains other related provisions and other
existing laws.
Awaiting Governor
signature or veto.
Passed Legislature
Support
if
Amended
SB 302 (Padilla) This bill would align California’s tax code with provisions in the Inflation Reduction Act that
Awaiting Governor
signature or veto.
Support
106
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 12 Bill Summary Status PCE
Position
CalCCA
Position
Comments
County Sealers: EV
Chargers
expand financing options for clean energy
developers. In other states, developers may
exclude, when reporting their gross income,
earnings from the sale of clean energy tax
credits, which accrue under the law once
projects are up and running.
Passed Legislature
SB 314 (Padilla)
Electric Vehicle
Supply Equipment:
Weights &
Measures
This bill would authorize an EVSE that has been
audited or tested by the manufacturer or
supplier to be used commercially without
further testing during the remainder of the
inspection period adopted by the Secretary of
Food and Agriculture, but not until it has been
sealed by a sealer. The bill would, until January
1, 2028, among other things, exempt an EVSE
installed in a workplace for the exclusive use of
its employees, or installed in a residence,
including a multifamily residential dwelling, for
the exclusive use of the residents, from
specified laws, and would authorize an EVSE,
following installation, to be used in connection
with the sale of electricity as a motor vehicle
fuel without being placed into service by a
service agency or sealer, a specified.
This bill was held
on the Assembly
Appropriations
Suspense File and is
now dead.
SB 330 (Padilla) Enables the Governor to establish one or more pilot projects to develop, finance, or operate
electrical transmission infrastructure that meet
certain criteria, including: being identified by
2-year bill Support The main thrust of
this bill was
codified in SB 254
(Becker)
107
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 13 Bill Summary Status PCE
Position
CalCCA
Position
Comments
Transmission
Infrastructure
Financing
the ISO in its transmission planning process,
provides a significant reduction in cost, and is
implemented under a PLA. Authorizes the
Governor to designate existing state agencies,
local public agencies, tribal organizations, or
joint powers authorities to implement the pilot
projects
SB 332 (Wahab)
PUC
Commissioners
This bill would require the Energy Commission
to select a research institute, as defined, to
conduct a comparative analysis of the benefits
and challenges of transitioning the electrical
corporations to a public entity, nonprofit public
benefit corporation, or mutual benefit
corporation in order to identify a recommended
model, as provided. The bill would require the
research institute to complete the analysis on or
before January 1, 2029, and, upon completion,
to submit the analysis to the Legislature and the
Energy Commission. The bill would require the
Energy Commission to make a draft of the
analysis available to the public for comment
before submitting the final draft to the
Legislature.
Held on the
Assembly
Appropriations
Suspense File and is
now dead.
SB 540 (Becker)
Western Regional
Organization
This bill attempts to codify the West-Wide
Pathways recommendation to authorize CAISO
to relinquish its singular control of the Western
Energy Imbalance Market (EIM) and Western
2-year bill Support Support The main
provisions of this
bill were codified
108
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 14 Bill Summary Status PCE
Position
CalCCA
Position
Comments
Enhanced Day Ahead Market (EDAM) so that
those two markets could be governed by an
independent western regional organization. The
bill would establish the Regional Energy Market
Oversight Council, which would be responsible
for ensuring that participation in regional
energy markets serves the interests of the state.
The bill would require the council to approve or
disapprove initial participation in the
independent regional organization by electrical
corporations and any other participating load-serving entities and determine whether electrical corporations and any other
participating load-serving entities should be
required to withdraw from an energy market
governed by the independent regional
organization. The bill would require the council
to convene a duly noticed public meeting to
make a finding of approval or withdrawal of
participation in the independent regional
organization and would require the council to
disapprove of initial participation in the
independent regional organization, or order
withdrawal, if the council makes any of specified
findings.
in AB 825 (Petrie-Norris)
SB 541 (Becker) Existing law requires the Energy Commission, in consultation with the Public Utilities
Awaiting Governor
signature or veto.
Oppose While the bill
underwent some
109
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 15 Bill Summary Status PCE
Position
CalCCA
Position
Comments
Load Shifting:
Dynamic Pricing
Commission (PUC) and the Independent System
Operator, to adopt a goal for load shifting to
reduce net peak electrical demand and adjust
this target in each biennial integrated energy
policy report thereafter. This bill would require
the Energy Commission, as part of each
integrated energy policy report, to allocate the
load shifting needed to reach the above-described load-shifting goal, including biennial adjustments to the goal, to each retail supplier,
based on the commission’s estimate of its load-shifting potential, including consideration of the relative share of statewide load of each retail
supplier. The bill would require the Energy
Commission, on or before July 1, 2028, and
biennially thereafter, to evaluate and publish
the amount of load shifting that each retail
supplier achieved in the prior calendar year, and
the amount of load shifting that each retail
supplier is expected to achieve in future years,
in comparison to the load shifting allocated to
the retail supplier, as specified.
Passed Legislature
helpful
amendments,
remains
concerned with
provisions that
require the CEC to
include in the next
IEPR an analysis of
load-shift
potential for each
retail seller.
SB 707 (Durazo)
Open Meetings:
Brown Act
Requirements
This bill is an omnibus proposal for exemptions
to the Brown Act for local public meetings
including extending until 1/1/30 the AB 2449
sunset, authorizing virtual meetings for
subsidiary bodies, neighborhood councils, and
Awaiting Governor
signature or veto.
Passed Legislature
110
Status of 2025 Legislative Session Bills
As of September 16, 2025
With Peninsula Clean Energy and CalCCA Adopted Positions 16 Bill Summary Status PCE
Position
CalCCA
Position
Comments
multijurisdictional bodies. For multijurisdictional
bodies, an in-person quorum must be
established, each remote attending member
must be identified in the agenda, a member
receiving compensation must participate from a
physical location accessible to the public, the
remote participating members must be at least
20 miles round trip from the in-person meeting
location.
SB 842 (Stern)
Firm Zero-Carbon
Resources
This bill would require the PUC, on or before
December 31, 2026, to produce a report
identifying opportunities and needs to provide
for local reliability with firm zero-carbon
resources over the short term, midterm, and
long term, as provided. The bill would require
the report to include, among other things,
characterization of the resource attributes vital
for local reliability and identification of barriers,
including market barriers, to deploying firm
zero-carbon resources to enhance local
reliability.
Referred to the
Assembly
Committee on
Appropriations
Position
Under
Consider
ation
111
DATE: August 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Executive Committee FROM: Jayden Hanan, Account Services Specialist Leslie Brown, Director of Account Services
SUBJECT: Discussion on Peninsula Clean Energy AI Chatbot: A New Tool for Customers (Discussion)
Item No. 10
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
RECOMMENDATION
No action necessary. This report provides information on a forthcoming customer service offering, an AI chatbot.
BACKGROUND
As part of Peninsula Clean Energy's focus on excellent customer service, PCE has been working on new ways for customers to receive rapid responses to their questions. One of the tools we will soon launch is a web-based AI chatbot through our HappyFox platform, which we use to manage our email conversations with customers. Through HappyFox, we are able to keep a record of all interactions we have with each customer to provide context for future interactions. The chatbot supplements our call center customer service offerings by providing access to information after business hours, including nights, weekends and holidays. The addition of a chatbot on PCE's website also allows customers to access information without the time-investment of an email or phone call if that is preferred.
DISCUSSION
Overview
PCE's chatbot enables customers to receive nearly instant answers to their questions via AI technology. Customers may ask an unlimited number of questions to the chatbot and can do so anonymously without providing their email or phone number. Each chatbot response contains PCE’s phone and email contact information, should the customer wish to speak to a staff member during business hours instead. After hours, customers will have the option to generate a service ticket in HappyFox to receive an email response or return call from one of our call center advisors (CSAs). When a customer generates a ticket in this way, our CSAs will be able to view the entirety of their conversation with the chatbot, providing important context for their subsequent conversation with the customer. 112
For security reasons, the AI chatbot will not have access to customer data, so it will be limited to answering general questions only. The AI chatbot is limited to pulling information from the PCE website and any other informational documents we choose to provide to it for learning. It does not learn from customer interactions, and may occasionally search the broader web for questions that are not answered by the information we provide to it. For account-specific information such as a rebate status or net energy metering (NEM) credit balance, customers will still need to contact one of our live CSAs.
The chatbot is equipped to handle questions in any language via Google translation services.
This will help us better address the needs of customers who speak languages other than English and Spanish.
We are currently in an internal testing period and anticipate launching the chatbot in Q4 2025.
Next Steps
Following the website chatbot’s launch, PCE plans to also launch a "live-chat" service option for customers. Similar to the chatbot, the HappyFox-hosted live chat option will be located on the PCE website but will allow customers to receive account-specific information if they choose to provide their account details. Any account-specific information shared will not be given to the AI Chatbot, and the AI chatbot will not be learning from any customer interactions whatsoever, only specific content we feed to it. The live chat feature will have set operating hours during PCE’s typical business hours. The HappyFox software will allow our CSA team to see customers’ questions as they’re typing them, as well as any previous interactions our team has had with the customer via email, live chat, or chatbot. This form of modern communication augments customers' access to our CSA's via phone or email and is preferred by some customer segments. The live chat feature will launch in Q1 2026.
Implementing a chatbot on our website will allow PCE to continue to deliver on our commitment to customer-centricity. Coupled with our forthcoming live chat feature, the chatbot will allow PCE’s support team to better meet customers where they are and increase accessibility overall. This will enable customers to receive answers to their questions at any time on any day of the week, no longer limited by our business hours. Due to the repetitive nature of many of the questions our customer support team infields, we believe the chatbot will serve as a great tool for our customers as we have trained and curated its knowledge using our most frequently asked questions and information from our website. Going forward, we predict this feature will lower the call volume for basic questions, as customers can find answers quickly via the chatbot.
FISCAL IMPACT
Expands available time of CSAs to respond to more complex customer questions and take on expanded customer advisory services without having to hire additional staff members. 113
DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: Majority Vote
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Blake Herrschaft, Senior Programs Engineer
SUBJECT: Update on 2025 Reach Codes (Discussion)
Item No. 11
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
Reach codes are amendments to the CA State building code adopted by local jurisdictions to advance sustainability goals. Along with PCE consultant, TRC, Peninsula Clean Energy has provided technical assistance to member agencies wishing to adopt reach codes since 2019.
This has resulted in substantial greenhouse gas emission reductions, and has saved customers money during construction, and on their energy bills.
Beneficial impacts of the program include:
21 member agencies have adopted reach codes since 2019
Over 2,000 buildings have been built as all-electric and/or with additional EV charging access
Building owners and customers have avoided over $80 million in construction costs By building to low-carbon standards in the first place, over $31 million of potential PCE incentive costs have been saved.
As the updated 2025 California State Building Code is adopted this Fall, new model ordinances have been developed for consideration and use by PCE member agencies.
DISCUSSION
Inspired by many of PCE’s leading local agencies, California's 2025 statewide building code is a significant advance for cleaner, affordable construction. For many building types, no reach codes for new construction will be needed.
New State code includes:
EV charging in multifamily buildings providing charging access to every residence Single-family and most commercial buildings are likely to build all-electric to code The state code has started to require electrification when some gas equipment is replaced in commercial buildings, but only for very specific cases in very specific 114
buildings.
Where gaps remain, local reach codes can fill in:
The 2025 building code does not address decarbonization of existing single-family homes, which represent 50% of building emissions in PCE's service territory Multi-family water heating will still benefit from local ordinances, especially where large multi-family projects are planned
Additional standards for existing commercial will be needed to meet local climate goals Benefits of electric appliances
Electric equipment improves indoor air quality, especially electric cooking equipment. Gas stoves have been linked to 12.7% of cases of childhood asthma in the US.
All-electric homes are less expensive to build that mixed-fuel homes due to the reduction in materials and system costs associated with gas piping. For existing buildings, there are specific opportunities for cost neutral electrification policies during renovations, remodels, and equipment replacement. The model codes outlined below focus on those opportunities.
Heat pump space and water heating systems are at least four times as efficient as the equivalent methane gas system. For this reason, all-electric homes typically reduce customers home energy bills, especially if the customer selects an electrification-friendly electric rate.
Analysis by Silicon Valley Clean Energy has shown average bill savings to be “roughly $32 per month.” Peninsula Clean Energy’s whole-home electrification pilot at low-income homes confirmed savings in six (6) real-world homes.
From a greenhouse gas emissions perspective, electrifying new and existing buildings will need to happen at significant scale in order to meet local and state emissions reduction targets.
Model ordinances available for continued progress
Model codes are available at www.bayareareachcodes.com. Cost-effective policy options include:
Available now for existing single-family homes:
AC to heat pump – incentivizes installing heat pumps when installing air conditioners “Flexpath” – flexibly encourages decarbonization during renovations Pre-wiring – requires common sense electrical pre-wiring during home improvement projects
Commercial AC to heat pump – incentivizes heat pumps when replacing certain AC systems
Local agencies are encouraged to review these codes now for consideration and possible adoption before the end of the year, which would align with the incoming State code in January 2026. Multi-family new construction model code will be released in Q1 2026.
Ordinance Considerations for 2026-2031
1. Gas water heater to heat pump water heater (HPWH). In preparation for the 2027 Air District rules requiring electrification at replacement for most water heaters, some cities are considering adopting a similar requirement ahead of time. Other cities have requested a 115
standard to be developed in case the 2027 implementation date for the Air District is pushed back.
2. Building benchmarking standards, which measure building energy use, and require owners to improve energy efficiency at specific trigger points over time. Berkeley recently passed an ordinance on this topic, which PCE staff is tracking closely.
Navigating AB 130 (formerly AB 306)
On June 30, 2025, AB 130 was signed into law. In an effort to increase housing production, the assembly bill limits changes to residential building code requirements from October 1, 2025 - January 1, 2031. However, the bill offers multiple strategies that jurisdictions can use to move forward on building codes:
1. Commercial buildings – only residential construction is impacted by AB 130
2. For all types of buildings, most cities can likely still adopt reach codes as planned. An important exception appears to allow jurisdictions with specific General Plan language to adopt residential reach codes at any time. Jurisdictions are encouraged to speak to their legal counsel to determine applicability of that exception.
3. Codes falling outside the building standards process. Some policy actions being taken at other cities would not be governed by the building code updates. Most notably, building benchmarking standards.
FISCAL IMPACT
Funding for PCE's Reach Code work is included in the Board-approved Community Energy Programs budget.
116
DATE: September 12, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Gwendolyn Rose, Director of Marketing & Community Relations SUBJECT: Update on Brand Strategy and Naming Exploration (Discussion) Item No. 12
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
Over the past nine years, Peninsula Clean Energy has built a strong foundation with our customers and communities. Our name and identity have helped establish us as a credible, straightforward, and transparent provider of clean electricity. That clarity was critical in our early years, and it contributed to important milestones: a 97% customer participation rate, more than $200 million in rate savings and other local economic benefits, and a demonstrable role in decarbonizing the electricity supply.
As we enter our second decade, however, the work before us becomes more complex and more personal. The next chapter of decarbonization is not just about cleaning the supply of electricity—it is about enabling people to make changes in their homes, their buildings, and their modes of transportation. These are big, often costly decisions that touch people’s daily lives and sense of security. Meeting this challenge requires deeper awareness and trust, a stronger emotional connection, and a brand that helps people see themselves as partners in the transition.
It was in this context that staff began, in early 2024, to update Peninsula Clean Energy's brand strategy. We conducted a brand audit, tested messages with customers, and clarified our brand essence, architecture, and fit. This work confirmed that while our current brand conveys accuracy and clarity, it does not spark imagination or connection. Our Agency's name, in particular, poses challenges: it is long, geographically limiting, and is often and easily confused with PG&E. These findings led us to launch a structured naming exploration process to evaluate whether a new Agency name could better support our long-term goals.
DISCUSSION
The purpose of this exploration is to carefully assess whether an updated name and identity would strengthen our ability to meet long-term goals. This work has focused on four main needs:
1. Support our mission to help decarbonize homes, buildings, and transportation. 117
2. Deepen connection with customers, who will increasingly be asked to make big personal changes.
3. Reduce confusion with PG&E, which remains common in the community.
4. Allow for clearer storytelling and imagery that conveys both our role and our aspirations.
To guide this process, we formed a Naming Committee that includes Board members and executive leadership. The Committee has met regularly since March to review progress and help shape the direction of the work.
With the Committee’s oversight, we engaged Lexicon Branding to support the process. The work has unfolded in several phases:
Discovery: More than 70 interviews and surveys with staff, Board members, the CAC, and community partners.
Creative Framework: A set of criteria describing what any potential name would need to do.
Name Development & Review: Multiple rounds of options, reviewed and discussed by the Committee and then sent for early screening.
Early Screening: Initial legal, linguistic and trademark checks to determine availability and identify possible concerns.
Customer Research: Testing with key customer groups to understand first impressions and alignment of certain names with values.
We’ve gone through a structured process, and customer research initially indicates a promising direction. Further due diligence is underway on the finalist name options, including legal, linguistic, and domain reviews.
Next Steps
Complete legal, linguistic, and domain reviews on the finalist names.
Prepare materials so the Board has the information needed to weigh options.
Return in October with a recommendation for Board consideration.
The Naming Committee will continue to guide the final stages of this work. The October Board retreat will give the full Board the opportunity to review the findings in detail and decide whether adopting a new name, and which one, is the right step for Peninsula Clean Energy.
FISCAL IMPACT
A potential name change would require investments across several areas, including updates to digital platforms, revisions to customer-facing materials, and changes to event signage, etc.
Additional funding would also be needed to introduce a new name through brand awareness activities, which would in many cases coincide with the Agency's 10 year celebrations in 2026.
The Fiscal Year budget currently includes an estimated $300,000 for brand and awareness efforts. While this provides a starting point, it will not fully cover the costs of a name change.
Because a major awareness campaign was already planned for our 10-year anniversary, many of the necessary activities can be integrated into that effort—helping to reduce 118
duplication and maximize impact. Even so, additional resources may be required to fully support a successful transition over the remainder of this fiscal year and into next. Staff is currently gathering additional cost information to have a more complete picture of the combined 2026 cost of implementing a new name, 10-year anniversary events and a long-planned brand awareness campaign. Please note that many of these costs will be one-time investments.
STRATEGIC PLAN
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
119
DATE: July 22, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Shalini Swaroop, Chief Operating Officer
SUBJECT: 2020-2025 Strategic Plan Review of Accomplishments and Close Out (Discussion)
Item No. 13
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
Since adopting PCE's ambitious 2020–2025 Strategic Plan in April 2020, the Board and Executive Committee have received annual updates tracking progress against stated goals related to Power Resources, Community Energy Programs, Marketing & Community Relations, Account Services, Public Policy, Finance, Data & Technology, and Organizational Excellence. Over this period, Peninsula Clean Energy pivoted from early implementation to disciplined, portfolio-scale execution, using Board-approved dashboards and work plans to adjust goals and tactics as market, regulatory, and financial conditions evolved.
Three themes anchored Board and Executive Committee discussions. First, on renewable supply, PCE advanced from a broad “24/7 renewable” ambition to a more durable, affordability-first path: maintaining the annual 100% renewable objective while maximizing hourly matching, supported by a rapidly expanded and diversified portfolio. Since 2020, PCE has executed more than 1.4 GW of renewable and storage contracts, including 600 MW of new renewables and 500 MW of storage with over 900 MW already online. Governance and operations matured in parallel. PCE maintained an A+ compliance culture in procurement, strengthened energy risk policies and hedging, expanded scheduling coordinator capabilities, completed implementation of the CPUC Slice-of-Day framework, and enhanced power optimization and compliance tools.
Second, on community decarbonization, the Board adopted an aspirational 2035 decarbonization goal focused on transportation and buildings, followed by a feasibility analysis that defined realistic adoption ranges and program priorities. Staff then stood up and scaled program offerings: expanded building-electrification incentives and high-touch customer support; influential reach codes for new construction and EV charging; right-sized charging standards and targeted multifamily deployment; expanded incentives and advisory services for vehicles and fleets; and new financing mechanisms, including on-bill financing and third-party tools. Early adoption remains modest, but the foundational policy wins, program designs, and programmatic pipelines position PCE to accelerate participation and impact in the next five years of effort.
120
Third, PCE bolstered enterprise resilience to deliver at scale. The agency diversified counterparties and resources; overhauled the energy risk policy and began work on an enterprise-wide risk policy; launched automated portfolio-optimization and hedging models; and integrated grid-scale batteries. It implemented a cost-of-service ratemaking framework, maintained strong liquidity and enhanced credit standing, and formalized Data & Technology as a standalone function to support analytics, systems governance, cybersecurity, and self-service reporting. Organizationally, PCE built its People & Culture (human resources) capacity, advanced innovation and governance practices, and improved Board materials and onboarding to sustain knowledgeable and transparent oversight.
Upcoming 2026–2030 goals and objectives extend, not reset, the 2020–2025 trajectory by locking in the 2030 annual 100% renewable target with additional long-term procurement while advancing hourly matching; scaling distributed energy resources (DERs) from pilots to deployment via local solar, customer-sited storage, and at least one 10 MW virtual power plant; expanding equity programs using external funding and community based organization partnerships; and bolstering organizational excellence (rate design, risk policy, data/technology) to maintain affordability and reliability.
These initiatives directly leverage the last strategic plan's groundwork: 1.4 GW in executed contracts, a diversified supplier base, more sophisticated scheduling coordinator operations, a new Distributed Energy Resources Management Software (DERMS), impactful reach-code leadership, and right-sizing standards, translating portfolio growth into faster customer adoption, measurable grid-emissions reductions, and durable cost control under the new Strategic Plan which will come before the Board in October for discussion and November for adoption.
DISCUSSION
Below are department-level report outs summarizing major wins, measurable progress against key performance indicators, and work still underway. Each section distills what was presented in Board and Executive Committee packets from 2020–2025, focusing on outcomes, scale, and lessons learned.
Organizational Priorities
100% Renewable Energy on an Annual Basis by 2030
Peninsula Clean Energy remains on track to achieve its goal of delivering 100 percent renewable energy on an annual basis by 2030. Since 2020, the agency has contracted more than 1.4 gigawatts of renewable and storage capacity, including 600 MW of new renewable generation and 500 MW of storage. Of this, over 900 MW is already online, with the remainder under development.
These procurements, representing more than $1 billion in transactions, demonstrate steady progress toward the 2030 commitment and provides a solid foundation for PCE’s leadership in 24/7 hourly matching of renewable supply and load. Together, these achievements show that Peninsula Clean Energy is well positioned to meet its renewable energy goal while maintaining affordability and reliability for customers. 121
2035 Decarbonization Goal
In September 2021, the Board adopted PCE’s aspirational goal of achieving 100 percent decarbonization by 2035, focused on reducing emissions from transportation and buildings.
Staff analysis completed in 2022 found the technical potential to electrify 50–60 percent of vehicles and 25–35 percent of single-family and small multifamily homes by 2035, provided there is sustained local investment alongside private, state and federal support.
Since then, PCE has implemented the core recommendations of that plan. Expanded building electrification incentives and high-touch customer support were introduced in 2022 and 2024, while PCE’s model reach codes were adopted into the State's building code for both new construction electrification, and EV charging. In transportation, right-sized charging standards became part of State code and CEC programs, while vehicle incentives, EV advisor services, government fleet initiatives, and e-bike programs have all expanded. On the financing side, PCE launched an on-bill finance program in 2022 that has been highly successful and replicated by other CCAs, issued RFPs for third-party financing tools, and is exploring project finance partnerships.
While Peninsula Clean Energy has established the foundation and secured key policy wins for building and vehicle electrification, actual adoption is still at the early stages. Today, approximately 10 percent of vehicles are electric and the equivalent of 1 percent of single-family homes are electrified. Today, Achieving the 2035 goal will require a dramatic increase in participation and sustained investment, as well as favorable policy conditions. The technical potential exists, but success depends on scaling programs quickly and aligning regulatory and market forces to drive widespread adoption.
Power Resources
Power Resources closed the 2020–2025 Strategic Plan period on target for all five KPIs — annual renewable content and emissions factors for both ECOplus and ECO100, and the share of summer peak load served by new capacity. The central achievement was the contracting of 600 MW of new renewable generation and 500 MW of new storage, part of a total of more than 1.4 GW contracted since 2020. This portfolio growth has expanded PCE’s resources tenfold, from roughly 100 MW in 2020 to close to 1,000 MW by 2025.
Beyond scale, PCE advanced its capabilities as a sophisticated energy buyer and portfolio manager. The agency issued five Requests for Proposals and one Request for Information for long-term renewable and storage procurement, while building in-house expertise in resource planning and portfolio optimization. The Energy Risk Policy was overhauled to strengthen governance, and the hedging strategy was revised in response to market volatility, including development of an automated hedging model. PCE also implemented the CPUC’s Slice of Day resource adequacy framework, supported by new optimization tools that ensured compliance at both year-ahead and month-ahead intervals.
The portfolio itself is now far more resilient and diverse. In 2020, 80 percent of PCE’s supply came from just two hedge counterparties; by 2025, PCE procures from 26 counterparties, including 17 long-term PPAs. PCE also became a Scheduling Coordinator in 2021, integrated three grid-scale batteries into its portfolio, and launched a Congestion Revenue Rights strategy that grew from $2.4 million in revenues in 2021 to $14.2 million in 2024. PCE 122
maintained Green-e certification for ECO100 and achieved zero emissions factors in its Power Content Label reporting for 2024 and 2025.
Finally, the Power Resources team itself grew from four to eleven professionals, creating depth, resilience, and the capacity to manage a rapidly expanding portfolio. These achievements underscore that PCE is not only on track for its renewable energy goals, but is also shaping industry standards and demonstrating leadership in the clean energy transition.
Community Energy Programs
Community Energy Programs delivered some of the most visible results of the 2020–2025 Strategic Plan, achieving three of five KPIs: greenhouse gas reductions in buildings, the number of electric appliances installed, and the share of funds directed to low-income customers. Challenges remain in reducing transportation-related emissions and meeting EV charging port targets, though we expect to surpass the goal once projects in the pipeline are completed. Similarly, progress on local resource development has been slower than anticipated, but current projects put us on track to surpass the objective in the next five year planning horizon.
Buildings: Peninsula Clean Energy now runs the largest building electrification program in the Bay Area, with whole-home pilots demonstrating tangible bill savings for participants. Our emphasis on “right-sizing” retrofits to avoid costly electric service upgrades has become a model for the state and was ultimately adopted into state benchmarking practices. Local reach codes, initially championed by PCE and its member jurisdictions, have been influential in shaping statewide adoption and integration into the California building code, significantly accelerating electrification momentum.
Electric Vehicle Charging : PCE’s reach codes established 100 percent EV access requirements in multifamily new construction, ensuring that the highest-need segment is prioritized. This benchmark has now been incorporated into the state’s building code in large part due to PCE’s local success. Two-thirds of new EV charging deployments are now located in multifamily housing, and our work on right-sizing charging infrastructure has set the cost-effectiveness benchmark, adopted by the California Energy Commission and other agencies. While installation numbers remain below target due to market and utility delays, the pipeline is strong, and we expect to ultimately exceed the 2025 goal.
Distributed Resources: PCE advanced distributed energy at both the institutional and residential levels. The GovPV program now spans 36 sites with more than 5 MW of capacity, 12 of which are already complete. When fully built, the program is expected to deliver nearly $50 million in savings to participating agencies under its innovative financing model. On the residential side, more than 200 income-qualified households are benefiting from new and no-cost solar and storage installations, enhancing resilience and affordability for vulnerable customers. In parallel, we initiated a virtual power plant through a new Distributed Energy Resource Management System (DERMS) platform, laying the groundwork for more advanced demand management and grid support over the next five years. Together, these programs demonstrate Peninsula Clean Energy’s leadership in scaling decarbonization solutions that are both affordable and replicable.
Marketing & Community Relations
123
Marketing & Community Relations achieved one of three KPIs, meeting strong participation rate goals while aided awareness and favorability targets remained below goal levels. PCE maintained high participation rates with Los Banos and San Mateo County consistently above 85% and overall enrollment reaching nearly 96% in 2024–2025. PCE-aided awareness rose to 41% in 2023, progressing toward the 60% target, while favorability among customers aware of PCE remained consistently high. Residential engagement was broad through programs, campaigns, and events, while engagement with small and medium businesses was more limited but remains a priority for growth.
The team advanced a customer-first approach, launching a Voice of Customer listening engine to systematically gather insights and expanding electrification resources through digital content and events. Brand visibility was strengthened with a new website, a refreshed social media strategy, and implementation of modern marketing tools including ActiveCampaign, Bynder, and Blastpoint. The brand refresh also progressed, aligning PCE’s identity with customer expectations and future growth.
Community engagement expanded significantly, with nearly 500 events reaching 24,000 people since 2020 and the outreach grant program growing from 5 grantees in 2020 to 16 in 2025, distributing $2.2 million across 19 organizations. School programming engaged 7,800 students and educators, while Community Advisory Committee satisfaction improved by 17% between 2021 and 2024. Visibility was further elevated through national and regional media coverage, amplified thought leadership on electrification, and positioning of staff as industry leaders through conferences, publications, and CalCCA awards.
With a strong foundation of customer insights, modernized tools, and proven engagement strategies, Marketing & Community Relations is well positioned for the 2026–2030 Strategic Plan to launch a broad brand awareness campaign, deepen trust with diverse customer groups, expand partnerships, and align brand identity with customer expectations and strategic objectives.
Account Services
PCE achieved three of five KPIs in Account Services during the 2020–2025 Strategic Plan, meeting targets for participation rate, external partner relations, and key account management. Progress has been made on customer data access and analytics, as well as residential and small business engagement, though both remain areas for further development.
Over the plan period, Account Services deepened relationships with key commercial accounts, including bringing more than 25 MWh of load back from the Direct Access program. The team supported Caltrain’s electrification planning, expanded outreach to vulnerable customers with over 20 percent of contacted households enrolling in the statewide Arrearage Management Plan, and rolled out UtilityAPI to simplify customer data access. Operational improvements included streamlining the annual Net Energy Metering cash-out process and relaunching collections programs to capture previously uncollected revenue. The launch of an in-house contact center has been particularly impactful, reducing customer opt-outs and providing higher-quality support, which has translated into greater customer satisfaction and retention across our service area.
Public Policy
124
Public Policy achieved two of five KPIs during the 2020–2025 Strategic Plan — legislative and regulatory impact — while progress on coalition building and fostering CCA growth continues to develop, and challenges persisted with PCIA containment. PCE made strong progress on legislative and regulatory impact during the 2020–2025 Strategic Plan period, building staff capacity and increasing our influence with state and federal leaders. Our team advanced thought leadership on right-sizing electrification and 24/7 carbon-free supply, ensuring that climate progress remains both affordable and accessible.
At the same time, challenges persisted with the California Public Utilities Commission’s handling of the Power Charge Indifference Adjustment, which continues to create financial pressure for CCAs and their customers. Coalition building and CCA growth efforts moved forward but faced headwinds from broader political and regulatory dynamics. Looking ahead, Peninsula Clean Energy will continue to strengthen its policy presence and advocate for reforms that protect customers while advancing decarbonization goals.
Finance
PCE closes the 2020–2025 Strategic Plan period with a strong financial position, achieving four of five key performance indicators: change in net position, days cash on hand, credit rating, and investment performance. Despite rising energy costs, the agency maintained a healthy operating surplus, deferred $127 million to the Rate Stabilization Fund to help lower customer rates, and ended the period with 385 days cash on hand.
Moody’s upgraded Peninsula Clean Energy’s credit rating to A3 in December 2024, reflecting prudent fiscal management and strong liquidity. A diversified investment structure exceeded benchmarks, while the agency completed a prepay transaction delivering 12% cost savings.
The Energy Risk Policy was updated to strengthen governance, and a new cost-of-service ratemaking framework was implemented to reinforce fiscal stability. Challenges remain with managing the average cost of energy, but the agency is well positioned to continue sound financial stewardship.
Organizational Excellence
PCE achieved all four of its organizational excellence KPIs during the 2020–2025 Strategic Plan period: staff satisfaction, innovation impact, organizational policies, and governance. The Agency built its first dedicated Human Resources function, which has grown into a strategic People & Culture team, and implemented an HR Information Software system to support recruitment, performance management, and leadership development. Employee engagement and satisfaction was strengthened through annual surveys, improved benefits, competitive compensation, and enhanced retirement programs.
With respect to innovation and governance, the Agency created a new Innovation Strategy Team and adopted cost-of-service ratemaking. It also completed 90% of its DEAI Action Plan, improved Board communications and orientation materials, and began updating governance documents. These efforts reflect Peninsula Clean Energy’s continued commitment to supporting staff, fostering innovation, and maintaining effective governance practices.
Data/Technology
125
PCE met all five of its Data & Technology KPIs, reflecting significant progress in strengthening systems, analytics, and IT management. The agency enhanced oversight of organizational systems with greater standardization and centralization, laying a stronger foundation for future scalability and efficiency.
The data warehouse platform was expanded with improved integration, governance, and automated workflows, supported by new code repository and review practices. Analytics tools and dashboards were revamped to increase self-service capabilities and deliver deeper insights. On the IT side, support was streamlined through a centralized ticketing system, asset management was improved for lifecycle planning, and new security measures — including enhanced access controls and an incident response plan — were implemented to safeguard data.
There is much to celebrate and be proud of over the last five years at Peninsula Clean Energy, despite a worldwide pandemic, persistent supply chain and cost issues, significant leadership changes and the emergence of challenging State and Federal policies. PCE staff remains committed to the directional goals articulated in the 2020-2025 strategic plan, which are foundational to the Agency's 2026-2030 Strategic Plan which will be adopted by the Board of Directors in the next few months.
ATTACHMENTS:
2020-2025 Strategic Plan Goals.docx
126
Peninsula Clean Energy 2020–2025 Strategic Plan Goals
Top Two Strategic Priorities
1. Procurement. 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. Programs. 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.
Additional Strategic Plan Goals
3. Procurement. Secure sufficient, low cost, clean sources of electricity that achieve Peninsula Clean Energy’s priorities while ensuring reliability and meeting regulatory mandates.
4. Programs. Implement robust energy programs that reduce GHG emissions, align energy supply and demand, and provide benefits across the community.
5. Finance. Employ sound fiscal strategies to promote long-term organizational sustainability.
6. Account Services. Ensure high customer retention and satisfaction, maintain strong key account relationships and improve commercial customer access to energy data and analytics
7. Marketing and Outreach. Develop a strong brand reputation that drives participation in Peninsula Clean Energy’s programs and ensures customer satisfaction and retention.
8. Public Policy. Strongly advocate for public policies that advance Peninsula Clean Energy’s organizational priorities.
a. Regulatory: Educate and engage regulatory policymakers to develop policies that support Peninsula Clean Energy’s organizational priorities.
b. Legislative: Engage state and federal legislators to pass legislation and promote policies that advance Peninsula Clean Energy’s organizational priorities and defeat legislation and policy initiatives that would hinder them.
9. Data and Technology: Increase capabilities and efficient use of data to enable energy-related analyses, program impact measures, and customer insights. Streamline organization-wide IT hardware and software management, and safeguard customer and company information.
10. Organizational Excellence. Ensure organizational excellence by adhering to sustainable business practices and fostering a workplace culture of innovation, diversity, transparency, and integrity. 127
DATE: September 12, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Leslie Brown Director of Account Services
SUBJECT: Account Services Quarterly Update
Item No. 15
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
The purpose of the Account Services team is to provide customer billing support through direct customer interaction, as well as oversee the various processes related to the management of PCE’s customer data. This includes relationships with our back-office data manager, Calpine Energy Solutions, and PG&E.
DISCUSSION
The following is a quarterly update from the Account Services team for the third quarter of 2025.
Chatbot Tool
The Account Services team has been developing and testing an AI chatbot that will be deployed on the PCE website in the coming months. The AI chatbot is an addition to our current ticketing software, HappyFox. The chatbot is intended to connect customers with answers to common questions quickly and will be available 24/7. The chatbot rollout will be followed by the implementation of a new live chat feature on our website. The live chat will be staffed by our Customer Success Advisor (CSA) team and will be capable of providing answers to more complex and account-specific questions. We anticipate these new features will increase accessibility and improve the overall customer experience.
Customer Opt-outs Trending Down
Over the course of the year, staff have been tracking a trend of lower customer opt outs that is heading toward a four-year low. Total opt outs from January through June (306) were the lowest total for the first six months of any year since PCE’s launch, and through the end of August we’re on pace for our lowest annual opt out total since 2021. Los Banos is also on track to have its lowest annual number of opt outs, with each month of 2025 setting a new record monthly low. This substantial shift can be attributed to both the formation of our in-house contact center team and increased on the ground community engagement via PCE's 128
Community Relations Team. Our in-house Customer Success Advisors (CSA's) came on board in October of 2024 and after several weeks of training began taking over live customer calls in December 2024. Their care and attention to detail has greatly elevated our customer experience and retention. We look forward to reporting the success of our in-house contact center’s first year of operations in future reports.
Enrollment Statistics
Peninsula Clean Energy’s participation rate is currently 97.1% 129
Customer Savings
Beginning in February 2025, Peninsula Clean Energy’s lower rates provided electric generation cost savings of 10% compared to PG&E default generation service. Customers with a Power Charge Indifference Adjustment (PCIA) vintage of 2021 or 2022, which includes most of Los Banos customers, have enjoyed savings of 25%-30% in electric generation costs due to negative PCIA rates for those vintages.
To date, customers have saved at over $210 M on the generation portion of their bills. The typical residential customer is saving about $72 a year on their bills due to being our customer.
Collection Efforts
The latest group of pre-collections notices went out in June and since then we’ve collected over $9,000. The addition of this new process in PCE’s collections efforts has resulted in over 150 customers avoiding being sent to our collections partner Optio Solutions, and over $36,000 in unpaid balances collected since June 2024. The majority of payments have been received electronically through Square, with a handful of customers mailing in checks.
Optio Solutions has continued collection efforts on our behalf for customers that have not responded to our pre-collections communications, and since June has collected over $8,000 of bad debt. Year-to-date, Optio Solutions has collected over $16,000 on our behalf. CARE and FERA customers remain in the pre-collections process and are not pursued for collection by Optio Solutions.
Contact Center Updates
As we approach the completion of our first year of operation, the in-house contact center 130
continues to achieve significant milestones, proving our commitment to delivering exceptional customer support.
Since our go live date, the team has successfully answered 4,136 calls and responded to over 3,000 emails. Our Customer Success Advisors (CSA's) remain dedicated to addressing customers' needs. In addition to resolving day to day inquiries, our CSA’s have the opportunity to have in depth conversations with our customers. Through these interactions, the team has helped customers better understand PCE programs and supported them in taking the next steps to apply. The CSA’s also work hard to retain customers who call with the intention of opting out. They take the time to explain who we are and the benefits of remaining with Peninsula Clean Energy. Most times turning a potential opt out into a happy customer. Their continued efforts reflect a customer-first mindset and a willingness to go above and beyond to ensure a positive and informed outcome.
The CSA’s have also taken on additional training to serve as Electric Vehicle Advisors. Since June, they have assisted more than 80 customers with EV related questions. These interactions provided tailored guidance on Peninsula Clean Energy rebates as well as available Federal rebates. This shows the growing demand for EV support and the team's ability to deliver this service to our customers.
Over the past three months, we successfully re-enrolled three customers. These customers proactively reached out to rejoin after being inactive as PCE customers for over 12 months.
Additionally, the team has implemented a customer satisfaction survey process. At the end of each call, CSA’s transfer customers to a survey to gather feedback on their experience.
Although not all customers completed the survey, the responses we did receive reflected a 100% satisfaction rate. This is clear evidence that our customers are highly satisfied with Peninsula Clean Energy and the service they receive.
See contact center statistics from June 2025 through August 2025 attached.
Intern Wrap-up
This summer, under the supervision of Senior Analyst Masha Doubrovskaia, Account Services hosted intern Daniel Lin who eagerly took on the task of revitalizing and improving our data visualization dashboards. PCE has an enormous amount of customer data at its fingertips, and Daniel’s work helped clean, organize, and visualize this data into usable, presentable dashboards for PCE staff. The dashboards provide easily accessible snapshots of enrollment statistics for leadership, make responding to common data requests more efficient, and allow staff to identify and track new trends. The improvements he made include:
Visualized usage and energy sales by territory and product, usage by electric service provider, and updated the ranking query for our top 200 commercial accounts Identified a data gap which will result in more complete usage data Automated a recurring data request that will regularly save staff time Developed new methodologies that will be incorporated into agency-wide dashboards The work and documentation Daniel left will allow PCE staff to continue to maintain and build 131
upon these dashboards as strategy and priorities evolve. See a sample of his dashboards attached.
Joint Meeting with PG&E and PCE
On August 28, Peninsula Clean Energy hosted about 15 staff from both PCE and PG&E for a morning of collaboration and relationship building. Presenters from both organizations shared updates on strategic priorities, including large load interconnections and electrification programs. PG&E's electrification team was particularly impressed by Rafael Reyes’ presentation of PCE’s findings that most homes in San Mateo County can fully electrify without service panel upgrades, while PCE staff gained an early look at a geospatial electrification resource soon to be available to PG&E partners like PCE. The PG&E Peninsula Regional Team also provided insights on current and planned efforts in San Mateo County.
The event was organized by PCE’s Account Services team in partnership with our PG&E CCA Relations Manager. Their strong collaboration delivers daily benefits to PCE customers, and this meeting laid the groundwork for deeper coordination between PCE and PG&E where priorities align to better serve our shared communities. We look forward to continuing these meetings in the future as appropriate.
ATTACHMENTS:
ContactCenterStatsJune2025toAugust2025.pdf
132
133
DATE: September 25, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Kim Le, Director of Data and Technology
SUBJECT: Data and Technology Department Quarterly Update Item No. 16
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
Data and Technology at Peninsula Clean Energy (PCE) is made up of two teams, each playing a crucial role in the organization’s operations. The Data Team is responsible for managing large volumes of data from various sources, such as customer load usage and energy market data, and ensuring accuracy and accessibility for analysis, reporting, and decision-making. The IT Team oversees the management of our software and hardware systems and ensures the smooth operation of our technology infrastructure and platforms.
DISCUSSION
This report provides a high-level overview of the Data and IT Team accomplishments from the past quarter, reflecting PCE’s continued commitment to enhancing data management, strengthening technological infrastructure, and improving operational efficiency.
The Data Team
Over the past quarter, the Data Team has continued to strengthen PCE’s data capabilities, delivering meaningful enhancements to infrastructure, analytics, and cross-departmental collaboration.
Key accomplishment include:
Data Integration & Pipeline Reliability – This quarter we improved the accuracy and timeliness of our data pipelines. Key reports are being moved from manual file transfers to automated APIs, and we added monitoring and alerts to catch issues quickly and reduce downtime.
Data Quality & Governance – We resolved issues that had caused duplicate or missing charge data and standardized access controls. These changes make it easier and more secure to ensure the right teams have access to the right data. 134
Analytics & Tools – Our small team delivered cleaner, easier-to-use dashboard tools. We also created an invoice download tool with automated notifications and repaired data tables to ensure analytics reports run smoothly.
Team & Capacity – To keep pace with growing data and reporting needs, the team is doubling in size from one to two data engineers and will soon welcome a new team member in early October.
The IT Team
This past quarter, the IT Team focused on strengthening cybersecurity and ensuring smooth day-to-day technology operations. Progress was made across IT security, infrastructure, internal support, and planning for future needs.
Key accomplishment include:
Security & Compliance – We advanced our posture with stronger cybersecurity coverage, device and network monitoring, and plans for sandboxed testing. We also aligned on upcoming retention policies and continued policy and guideline improvements.
Software Portfolio – We kicked off a company-wide software audit to catalog tools, owners, and approvals, introducing a request process and risk scoring.
Device & Operating System (OS) Management – We prepared organization-wide OS upgrades and security updates (Windows and macOS), renewed device management, and tightened settings. We also continued to work on laptop builds, warranty handling, and a physical inventory.
Network & Access – We refined VPN deployment and documentation, enforced guest Wi-Fi filtering, and evaluated SSO direction. We also validated IP whitelisting needs.
Conference Rooms & Readiness – We helped develop a user-friendly troubleshooting guide for meeting rooms and ran pre-meeting checks with the Admin Team for cameras, audio, displays, and projectors to improve hybrid meeting reliability.
Service Desk & Knowledge – We expanded staff-facing how-to guides and internal runbooks, making support faster and more self-service. New ticket categories and clearer workflows improved triage and response.
Operations & Support – We improved onboarding/offboarding (including intern wrap-up) on the IT side, managed new-hire equipment, and coordinated repairs without disruption.
The AI Initiatives
Our AI Initiatives continue to focus on building safe, responsible, and practical use of AI across the organization. This quarter we advanced guidelines, training, and tool evaluations to help staff adopt AI effectively and securely.
Key accomplishment include:
Guidelines & Governance – We drafted clear AI User Guidelines and set a staged rollout plan. The guidelines emphasize approved tools, no sensitive data, and user responsibility for 135
outputs, with periodic reviews to keep pace with the landscape. Guidance reinforces minimal data exposure and careful records practices.
Training & Adoption – We designed a mandatory AI Essentials course and follow-on Core and Advanced sessions. Live demos and office hours support a “learn together” culture, with power-user check-ins to surface best practices and guardrails. We aim to make it clear and approachable for all experience levels.
136
DATE: September 11, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Kelly Lew-Quintal, Risk Manager
SUBJECT: Energy Supply Procurement Quarterly Update
Item No. 17
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
BACKGROUND
In November 2024, the Board of Directors (Board) approved Policy Number 23 (Energy Risk Policy) which requires that a summary of all short-term energy procurement contracts (terms of less than five (5) years) be reported to the Board quarterly.
DISCUSSION
This memo summarizes all short-term energy procurement contracts entered into by the Chief Executive Officer or the Senior Director of Power Resources since the Board meeting in May 2025.
Execution
Month
Purpose Counterparty Term
May Purchase of Hedge Energy Morgan Stanley Capital Group Inc. 3 months May Purchase of Hedge Energy Morgan Stanley Capital Group Inc. 3 months May Sale of Hedge Energy Morgan Stanley Capital Group Inc. 3 months May Purchase of Hedge Energy Triolith Energy Fund, LP 3 months May Purchase of Hedge Energy Triolith Energy Fund, LP 3 months May Sale of Hedge Energy NextEra Energy Marketing, LLC 3 months May Sale of PCC1 Energy NRG Business Marketing LLC 2 months May
Purchase of Resource
Adequacy
Orange County Power Authority 12 months
June Purchase of Hedge Energy BP Energy Company 1 month June Sale of Resource Adequacy BP Energy Company 1 month July
Purchase of Resource
Adequacy
Shell Energy North America (US),
L.P.
1 month
July Sale of Resource Adequacy Calpine Energy Services, L.P. 1 month July
Purchase of Resource
Adequacy
Big Beau Solar, LLC 1 month
137
August Sale of Import Allocation Rights City of Riverside 12 months August Sale of Resource Adequacy Clean Energy Alliance 2 months August Purchase of Resource
Adequacy
Ava Community Energy Authority 1 month
August Sale of Resource Adequacy Central Coast Community Energy 2 months August Purchase of Resource
Adequacy
Central Coast Community Energy 2 months
August Sale of Import Allocation Rights City of Riverside 12 months August Sale of Resource Adequacy Clean Energy Alliance 12 months
STRATEGIC PLAN
The above contracts were executed in May 2025, June 2025, July, 2025, and August 2025 to support the Power Resources Objective 2 for Procurement: Procure power resources to meet regulatory mandates and internal priorities at affordable cost. 138
DATE: September 16, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Jeremy Waen, Senior Director of Regulatory Policy SUBJECT: Regulatory Policy Team Quarterly Update
Item No. 18
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
DISCUSSION
California Public Utilities Commission (CPUC)
Power Charge Indifference Adjustment (PCIA) Reform
On June 26, 2025, the CPUC adopted Decision 25-06-049, which set a new methodology for how Resource Adequacy (RA) transactions inform the Market Price Benchmark (MPB) used to calculate the Power Charge Indifference Adjustment (PCIA). The PCIA is intended to reflect the difference between the original contract price and the current market value of resources in the Investor-Owned Utilities’ (IOU) generation portfolios. Any above-market costs appear on CCA customer bills as PCIA charges.
The CPUC’s new decision alters how capacity contracts factor into the MPB by including outdated pricing for multi-year contracts, rather than relying solely on current-year transactions. In the near term, this change reduces the capacity value within the MPB and is expected to significantly increase PCIA charges for PCE customers, though the precise cost impacts are still unclear. Over the longer term, the new methodology may provide somewhat greater stability by dampening year-to-year swings in RA market valuations.
Despite strong comments from PCE and CalCCA highlighting the methodological flaws and inconsistencies with mark-to-market principles, the CPUC adopted the revised approach. The Commission also narrowed the set of transactions eligible for inclusion in the MPB, excluding trades between affiliates, swaps, and sleeve contracts, further reducing the representativeness of the benchmark.
The CPUC is expected to open a second phase of this proceeding to address the PCIA portfolio more broadly. PCE is actively working within CalCCA to develop proposals that could mitigate these impacts and improve fairness for CCA customers.
Integrated Resource Planning (IRP)
139
The CPUC convened a series of workshops on stakeholder proposals to improve the proposed Reliable Clean Power Procurement Program (RCPPP). In addition to commenting on CPUC staff proposals, PCE advanced three key recommendations: (i) guarantee CCAs the right to self-procure and opt out of central IOU procurement, (ii) streamline compliance filings, and (iii) protect early-moving load-serving entities from penalties if a new procurement requirement is adopted. The CPUC has not yet indicated next steps for developing the RCPPP, so further proposal development is on hold. Given the significant implications for PCE’s procurement strategy and compliance obligations, PCE will remain actively engaged in the process.
California Independent System Operator (CAISO)
The CAISO continues to implement stakeholder processes that are likely to have critical impacts on PCE’s operations, particularly relating to our procurement objectives. Timely updates from these processes include:
1. Resource Adequacy (“RA”) Modeling and Program Design:
CAISO is advancing reforms to its separate RA program, which operates in parallel with the CPUC’s program and applies to all California load-serving entities, including publicly owned utilities not regulated by the CPUC. Key issues under review include resource counting, Planning Reserve Margin requirements, outage substitution, and, in a later phase, rules governing Import Capability allocations.
To date, PCE has successfully advocated for alignment between the CAISO and CPUC programs so that compliance with CPUC requirements should also satisfy CAISO’s. PCE is also playing a leading role in shaping substitution rules to create a more liquid RA market and in advancing reforms to the import capability framework.
2. Demand and Distributed Energy Market Integration (“DDEMI”): PCE is actively participating in efforts to develop new models that allow Demand Response and behind-the-meter distributed resources to bid into CAISO markets and earn revenues for responding to dispatch instructions. Once complete, these simplified, lower-barrier participation models could help DERs more fully capture the value they provide to the grid by operating in alignment with system needs.
STRATEGIC PLAN
(Public Policy Objective A, Key Tactic 1, and Key Tactic 2; Public Policy Objective C, Key Tactic 3)
140
DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Executive Committee FROM: Nelly Wogberg, Board Clerk
SUBJECT: Acronym List
Item No. 19
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
ATTACHMENTS:
ACRONYMS - as of 02-01-2024.pdf
141
COMMONLY USED ACRONYMS AND KEY TERMS
AB xx – Assembly Bill xx
ALJ – Administrative Law Judge
AMP - Arrears Management Plans
Apple Valley Choice Energy
AQM – Air Quality Management
Ava – Formally East Bay Community Energy
BAAQMD – Bay Area Air Quality Management District
BLPTA – Buyer Liability Pass Through Agreement
CAC – Citizens Advisory Committee
CAISO – California Independent System Operator
CalCCA – California Community Choice Association
CAM – Cost Allocation Mechanism
CAP – Climate Action Plan
CAPP – California Arrearage Payment Program
CARB – California Air Resources Board, or California ARB CARE - California Alternative Rates for Energy Program
CBA – California Balancing Authority
3CE- Central Coast Community Energy (Formerly Monterey Bay Community Power-MBCP) CCA – Community Choice Aggregation (aka Community Choice Programs (CCP) or CCE – Community Choice Energy (CCE)
CCCFA – California Community Choice Financing Authority CC Power – California Community Power
CEC – California Energy Commission
Clean Energy Alliance – CCA in
CPA – Clean Power Alliance
Clean Power SF
CPP - Critical Peak Pricing
CPSF – Clean Power San Francisco
CPUC – California Public Utility Commission (Regulator for state utilities) (Also PUC) CSD – California Department of Community Services and Development CSGT - Community Solar Green Tariff
Customer Centricity - culture, framework and business strategy based on providing a positive customer experience and building long-term relationships DA – Direct Access
DAC-GT - Disadvantaged Communities Green Tariff
DER – Distributed Energy Resources
Desert Community Energy
DG – Distributed Generation
DOE – Department of Energy
DR – Demand Response
DRP – Demand Response Provider
DRP/IDER – Distribution Resources Planning / Integrated Distributed Energy Resources EBCE – East Bay Community Energy now known as Ava Community Energy ECOplus – PCE’s default electricity product, 50% renewable and 50% carbon-free (in 2021) ECO100 – PCE’s 100% renewable energy product 142
EDR – Economic Development Rate
EE – Energy Efficiency
EEI – Edison Electric Institute; Standard contract to procure energy & RA EIR – Environmental Impact Report
ELCC – Effective Load Carrying Capability
EPIC – Energy for Palmdale’s independent Choice
ESP – Electric Service Provider
ESS – Energy Storage Systems
ESSA – Energy Storage Services Agreement
ERRA – Energy Resource Recovery Account
EV – Electric Vehicle
EVSE – Electric Vehicle Supply Equipment (Charging Station) FERA- Family Electric Rate Assistance Program
FERC – Federal Energy Regulatory Commission
FFS – Franchise Fee Surcharge
GHG – Greenhouse gas
GHG-Free – Greenhouse gas free
GTSR – Green Tariff Shared Renewables
GWh – Gigawatt Hours (Energy) = 1000 MWh
Heavy Duty Vehicle – large vehicles such as busses and long-haul trucks HPWH – Heat Pump Water Heater
HP HVAC – Heat Pump Heating, Ventilation, and Air Conditioning HR xx – House of Representatives Bill xx
IDER – Integrated Distributed Energy Resources
IGFC – Income Graduated Fixed Charge
IOU – Investor-Owned Utility (e.g. PG&E, SCE, SDG&E)
IIJA – Infrastructure Investment and Jobs Act
IRA – Inflation Reduction Act
IRP – Integrated Resource Plan
IVR – Interactive Voice Response
ITC – Investment Tax Credit (it’s a solar tax credit)
JCC – Joint Cost Comparison
JPA – Joint Powers Authority
JRC – Joint Rate Comparison
JRM – Joint Rate Mailer
kW – kilowatt (Power)
kWh – Kilowatt-hour(Energy)
Lancaster Energy
Light Duty Vehicle - passenger vehicles such as cars and small pickup trucks LDS – Long Duration Storage
LDES – Long Duration Energy Storage
LIHEAP- Low Income Home Energy Assistance Program
Load Shaping – changing when grid energy is used
LSE – Load Serving Entity
MCE – Marin Clean Energy
Methane Gas - formerly known as ‘natural gas’
Microgrid – building or community energy system
Mid Duty Vehicle – vehicles such as passenger vans
MW – Megawatt (Power) = 1000 kW
MWh – Megawatt-hour (Energy) = 1000 kWh 143
MTR – Mid-Term Reliability
MUD – Multi-unit Dwelling
NBCs – non-bypassable charges
NBT – Net Billing Tariff
NEM – Net Energy Metering
NERC – North American Electric Reliability Corporation
NDA – Non-Disclosure Agreement
NG – Natural Gas
OBF – On-bill Financing
OBR – On-bill Repayment
OCPA – Orange County Power Authority
OES – Office of Emergency Services
OIR – Order Instituting Rulemaking
PACE – Property Assessed Clean Energy
PCC – Portfolio Content Category (aka “buckets”) – categories for RPS compliance PCC1 – Portfolio Content Category 1 REC (also called bucket 1 REC) PCC2 – Portfolio Content Category 2 REC (also called bucket 2 REC) PCC3 – Portfolio Content Category 3 REC (also called bucket 3 REC or unbundled REC) PCEA – Peninsula Clean Energy Authority
PCIA – Power Charge Indifference Adjustment
PCL – Power Content Label
Pioneer Community Energy
PLA – Project Labor Agreement
POU – Publicly Owned Utility
Pomona Choice Energy
PPA – Power Purchase Agreement
PPSA – Project Participation Share Agreement (CC Power) PRIME – Pico Rivera innovative Municipal Energy
PSPS – Public Safety Power Shutoff
PV – Photovoltaics(solar panels)
Rancho Mirage Energy Authority
RA – Resource Adequacy
RE – Renewable Energy
REC – Renewable Energy Credit/Certificate
Redwood Coast Energy Authority
RICAPS - Regionally Integrated Climate Action Planning Suite RPS – California Renewable Portfolio Standard
S xx – US Senate Bill xx
SB xx – CA Senate Bill xx
Santa Barbara Clean Energy
SBP – Solar Billing Plan
SCP – Sonoma Clean Power
SDCP – San Diego Community Power
SJCE – San Jose Clean Energy
San Jacinto Power
SJVAPCD - San Joaquin Valley Air Pollution Control District SMD – Share My Data, interval meter data
SQMD – Settlement Quality Meter Data
SVCE – Silicon Valley Clean Energy
TOB – Tariff on Bill 144
TOU Rates – Time of Use Rates
Valley Clean Energy
VGI – Vehicle-Grid Integration
V2G – Vehicle-to-Grid
VPP – Virtual Power Plant
WECC – Western Energy Coordinating Council
WREGIS – Western Renewable Energy Generation Information System WSPP – Western Systems Power Pool; standard contract to procure energy and RA WWGPI - West-Wide Governance Pathways Initiative
145
DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Nelly Wogberg, Board Clerk
SUBJECT: Report on California Community Power (CCP) Joint Powers Authority Item No. 20
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
ATTACHMENTS:
CA Community Power Board Report - August 20, 2025.pdf
146
California Community Power
901 H St, Ste 120 PMB 157, Sacramento, CA 95814 | cacommunitypower.org A Joint Powers Agency whose members are:
Ava Community Energy | Central Coast Community Energy | CleanPowerSF | Peninsula Clean Energy | Redwood Coast Energy Authority | San José Clean Energy | Silicon Valley Clean Energy | Sonoma Clean Power | Valley Clean Energy
TO: Board of Directors and Alternates DATE: 8/28/25
FROM: Alex Morris – General Manager
SUBJECT: Report on Regular Board of Directors Meeting – August 20, 2025 The California Community Power (CC Power) Board of Directors held a meeting on Augst 20, 2025, via Zoom. Details on the Board packet, presentation materials, and public comment letters can be found under the Meetings tab at the CC Power website: Meetings and Agendas – ca community power
Highlights of the meeting included the following:
• Matters subsequent to posting the Agenda. None.
• Public Comment. None.
• Consent Agenda - The Board approved the following items:
o Minutes of the Regular Board Meeting held on June 18, 2025 • Regular Agenda Items:
o Strategic Plan Refresh – Scope and Timeline (Discussion Item): The Board reviewed and discussed a project plan for augmenting the CC Power Strategic Plan, referred to as a ‘strategic plan refresh’. The goal of this refresh is to consider and potentially select offerings, services, capabilities, or functional abilities for which CC Power will plan and prepare to provide in future years, e.g. 2030. This refresh effort builds upon and is not intended to deviate from the existing strategic plan, under which CC Power’s members are required to ‘opt-in’ to projects of interest based on a phased project-exploration approach. The next step of the refresh involves surveying members about planning horizons and potential priorities. The Board’s will discuss these matters at the in-person CC Power Member Forum in October. An Ad Hoc Committee of Lori Mitchell (San Jose Clean Energy), Howard Chang (Ava Community Energy), Monica Padilla (Silcon Valley Clean Energy), and Mitch Sears (Valley Clean Energy) will oversee this effort. The refresh is expected to conclude in late 2025 or early 2026.
o Draft Policy on Operating Capital and Reserves (Discussion Item) – General Manager Morris and Treasurer Mitch Sears (Valley Clean Energy) introduced a draft policy for Board discussion. The draft policy stipulates how CC Power would accrue working capital and how excess funds, if any, from different categories of CC Power’s operations would be retained, returned to members, or applied forward to reduce future invoicing needs. Based on estimates, the draft policy, if enacted, would direct a ‘reserves’ target of approximately $1.3M. This target would cover specified discretionary and non-project costs for up to six months. Other costs, including 147
2 power project costs, would be excluded from this ‘reserves’ calculation because such costs are recovered directly from participating members through stand-alone project agreements or are discretionary. Feedback from the Board discussion will be incorporated, and a draft final policy will be brought to the board at a future meeting.
o General Manager Report: The Tumbleweed Energy Storage project is under active construction and planned for operations in April 2026. The Goal-Line Energy Storage Project was terminated and settled pursuant to Board authorization. Funds from this $4.5M settlement will be returned to members based on project shares.
Updates on numerous other topics were provided, including on the in-person Member Forum in October, 2025-2026 fiscal year invoicing, various joint-action exploration and learning activities, and actions taken under the General Manager’s delegated signing authority.
148
DATE: September 19, 2025
MEETING DATE: September 25, 2025
VOTE REQUIRED: None
TO: Honorable Peninsula Clean Energy Authority Board of Directors FROM: Brianna Arroyo, Administrative Assistant
SUBJECT: Social Media FAQ's
Item No. 21
PENINSULA CLEAN ENERGY AUTHORITY
JPA Board Correspondence
ATTACHMENTS:
PCE_ How to handle comments on Nextdoor.pdf
PCE_Social media talking points.pdf
149
How to handle comments on Nextdoor
What qualifies as an incendiary comment?
● The post contains aggressive or accusatory language.
● The post spreads misinformation about PCE’s programs, services, or billing—or about clean energy. ● The post escalates negativity within the Nextdoor community, even if the original post is not negative.
How do I know if PCE should respond?
Does the comment contain misinformation that could harm PCE’s reputation? Is the comment receiving significant, negative attention (likes, replies, etc.)? Does responding to the post align with PCE’s values and commitment to candor, transparency, and community support?
Is someone asking a question related to PCE’s billing or services? It may be helpful to respond proactively, even if the original comment isn’t particularly negative. This early intervention can help prevent misinformation and keep the community conversation on track.
I found an incendiary comment. What should I do next?
1. Notify the Marketing team.
Send an email with the subject line: “Nextdoor comment for review” with a direct link to the post and any necessary screenshots to the following PCE team members:
● Aleisha Juarez, [email protected]
● Kerstin Grune (cc’d), [email protected] ● Gwen Rose (cc’d), [email protected]
● Kirsten Andrews-Schwind (cc’d), [email protected] ● Jayden Hanan (cc’d), [email protected]
2. Be prepared to take action.
Given Nextdoor’s limited access, we may ask you to respond via your personal profile. If the Marketing team confirms that a response is necessary, we will provide you with the appropriate post copy.
Helpful reminders
● When you see a negative Nextdoor comment, be a calm observer and collect details for escalation. ● Do not engage with incendiary comments, unless the Marketing team provides you with post copy. ● Responses on behalf of PCE should always reflect the organization’s values. ● Stay ahead of the negativity: Responding to questions early can help keep the tone positive and prevent the situation from escalating.
150
Social media FAQs
Here are some helpful tips for responding to frequently asked questions about Peninsula Clean Energy (PCE) on social media. Frame your response in a way that is accurate, concise, and friendly—all while staying true to PCE’s mission and values. Feel free to adapt these prompts to your own voice, keeping it casual, personable, and polite.
Depending on the social media platform, your response could also encourage people to contact PCE Support for more information at [email protected] or 1-866-966-0110.
What is Peninsula Clean Energy (PCE)? How is PCE different from PG&E? PCE is your local, not-for-profit electricity provider. PCE provides the majority of the electricity supply—97% in fact—for San Mateo County and Los Banos.
PCE provides you with clean electricity, while PG&E delivers it to you through their wires. It’s kind of like ordering takeout from your favorite restaurant (PCE) and having a food delivery service (PG&E) deliver it to your door.
Does PCE cost more than PG&E?
No! PCE’s rates are competitive with or even lower than PG&E’s, so you save money with PCE. You can compare PCE’s and PG&E’s rates here:
https://www.pge.com/assets/pge/docs/account/alternate-energy-providers/pce-sm_rateclasscomparison.pdf Why was I automatically enrolled?
Your city or county voted to join PCE to bring cleaner, affordable energy to your community.
Can I opt out of PCE?
Yes, you can opt out. However, PCE’s rates are typically lower than PG&E’s, so opting out of PCE will make your electricity bill go up.
I opted out of PCE and my bill went down.
When you opted out of PCE, PG&E put you on a special temporary rate (TBCC) for six months. Recently, this rate has been lower than PCE’s, which is probably why your bill went down. However, after six months, you’ll be switched back to PG&E’s regular rates, which are at least 5% higher than PCE’s. So, even though it seems like you’re saving money now, your bill will likely go up in the long term.
What clean energy options do I have?
You are automatically enrolled in ECOplus, which is 100% clean, 50% from renewable sources, and cheaper than PG&E. If you want to do even more good for the environment, you can upgrade to ECO100, which is 100% renewable energy for a small additional cost.
I have solar power. Why do I still have fees?
PCE only charges for the electricity you use beyond what your solar panels generate. If your panels produce less energy than your household needs, you’ll see charges for the extra electricity you pulled from the grid.
However, if your solar panels generate more energy than you use, PCE gives you a credit! Why did my bill go up after switching to PCE?
Your bill increase is likely due to PG&E’s delivery rates, not PCE. In fact, PCE has frozen rates multiple times to keep costs stable and put savings back in customers’ pockets. 151