Peninsula Clean Energy
Board of Directors
Meeting
September 25, 2025
This Meeting will begin shortly! Thank you!
Agenda
Call to Order / Roll Call
Public Comment (for items not on the Agenda)
• Please note, send any chats to Administrative Assistant, Brianna Arroyo Action to set the Agenda and Approve Consent Items 1-5
• Consent - Public Comment
Regular Agenda
Adjournment
Chair Report (Discussion)
CEO Report (Discussion)
CEO Report: Bayview Terrace HOA Ribbon Cutting
• Largest multi-family EV charger
installation on the West coast
• Great participation included:
Members of our Board
Assemblywoman Papan's office
Congressman Mullin's office
CPUC Commissioner Matt Baker
Bayview HOA chair
SMCAR Reps
PCE partner vendors
Celebrating 143 charge ports installed, one for each parking spot!
1. PCE and SVCE receive Electric
Innovation Award at NY Climate
Week!
2. Self Generation Incentive
Program (SGIP) Update
3. PPAs signed – Darden III/IV
Solar+ Storage and 5-year 13.5
MW Coram wind in Kern County
4. Office Facility Update
CEO Report: General Updates
What is a Community Microgrid?
• Powers multiple customers and critical facilities
within a defined boundary during grid outages
• Relies on clean solar + storage systems connected
directly to the distribution grid (i.e., front-of-the
meter)
What is the MIP?
• CPUC grant program that provides funding for both
the solar + storage system and the distribution
system upgrades
• Focuses on critical facilities in disadvantaged and
vulnerable communities (DVC)
• PCE is preparing two applications for funding by
12/17:
• Community Microgrid in Pescadero
• Community Microgrid in Half Moon Bay
CEO Report: Microgrid Incentive Program (MIP)
CEO Report: Upcoming Board
Education Events
• Prepay educational briefing for
new/interested Board Members
• Mid-October, Doodle will be sent
• CAISO Tour
• Thursday, November 13th
• Diablo Canyon Tour
• Thursday-Friday, December 11-12th
CEO Report: October Board Retreat Plans
October 23 (5:30 pm start)
• Industry trends speaker – Chris Seiple, Vice
Chair of Wood Mackenzie Power and
Renewables Group
• Approve small hydro PPA
• PCE 2.0 - The Evolution Continues
• 2026-2030 5 Year Agency Goals (Discussion)
• New Office Space (Action)
• New Agency Name (Action)
• 10-year Anniversary Planning (Discussion)
• Board Open Discussion - community and
customer feedback, 2026 priorities,
suggestions, etc.
CEO Report: Sept/Oct Community Events
10 • September 26 - Salute to Seniors: 2025, Los Banos
• September 27-28 - Mid-Autumn Festival, Millbrae
• October 2 - The Friendship Club Community Updates Workshop, Daly City
• October 11 - Halloween Trunk or Treat, Los Banos
• October 17 - WWTP Ribbon Cutting, Los Banos
• October 17 - Dos Palos Ribbon Cutting, Los Banos
• October 18 - Peninsula Green@Home, San Mateo County
• October 18 - 350 Silicon Valley Home is Where the Change Is, Redwood City
• October 21 - PCE Rebates Presentation, Burlingame
• October 27 - Belle Haven Home Upgrade Workshop, Menlo Park • October 28 - Belle Haven Home Upgrade Workshop, Menlo Park CEO Report: September
Staffing Update
Welcome:
Steve Campbell, Senior Analyst, Innovation Strategy, started August 19 Deci Raisa Lim, Data Engineer, Data and Technology, starting October 2 Congratulations to:
Jana Kopyciok- Lande, promoted to Director of Innovation and Strategy Now Hiring:
PCE General Counsel
Associate Manager / Manager, Energy Programs, VPPs
Community Advisory Committee:
• Thursday, October 9 at 6:30 p.m.
Audit and Finance Committee:
• Tuesday, October 14, at 8:30 a.m.
Executive Committee:
• Tuesday, October 14, at 10:00 a.m.
Board of Directors Meeting:
• Thursday, October 23 at 6:30 p.m.
Upcoming Meetings – October 2025
Community Advisory Committee Report
Update on
Legislative Activities
(Discussion)
STATE LEGISLATIVE
UPDATE
Mark Fenstermaker
Pacific Policy Group
January 10, 2025
No deficits. A “modest” surplus of $363 million.
Almost $17 billion more in revenue than planned.
Gov. Gavin Newsom’s office laid out its vision today
for how California should spend its considerable
bounty, a total budget of $322 billion — projected to
be the second largest state spending plan ever.
2025 RECAP - BUDGET
May 14, 2025
California faces an additional $12-billion
budget deficit, Newsom says
2025 RECAP – END OF SESSION
SB 237 (Grayson)
Petroleum Supply
SB 254 (Becker)
Wildfire Fund/
Affordability
AB 825 (Petrie-Norris)
Regional Grid
SB 840 (Limon)
GGRF
PCE SUCCESSES
+ $ =
PCE SUCCESSES
SELF-GENERATION
INCENTIVE PROGRAM
PCE SUCCESSES
AB 825:
DEMAND SIDE
MANAGEMENT
COUNCIL
CCAS
LOOKING AHEAD
LOOKING AHEAD
LOOKING AHEAD
QUESTIONS
Happyfox AI
Chatbot Overview
Jayden Hanan, Account Services Specialist, and
Leslie Brown, Director of Account Services
• New customer tool, featured on PCE website
• Available 24/7, instant responses
• Not a replacement for human support, but a
supplement
• Provides important customer insights
• Mobile and desktop compatibility
• Multilingual capabilities
Happyfox AI Chatbot: What is it?
Demonstration
Next Up: Happyfox Live Chat
• Available Q1 2026
• Allows customers to speak with our live CSAs via a chat box featured on our website
• Customers receive quick answers to questions, including account- related inquiries (e.g. rebate status) • Low “barrier to entry”, no phone or email necessary
• Available during regular PCE business hours
Reach Codes
Update
2025 California Building Code Cycle
Blake Herrschaft, Senior Programs Engineer
Agenda
Reach Codes Background
2025 Context
Model Reach Codes
Greenhouse Gas Emissions Savings
Questions
Background
California Building Standards
• Title 24 – The California Building
Standards
• Re-adopted every 3 years
• 2025 Code goes into effect on
January 1, 2026
• 12 Parts
• Part 6 – Energy Code
• Part 11 – Green Building Code
What Are Reach Codes?
Reach Codes are local ordinances adopted by the local government that exceed and enhance the state’s building standards.
Emphasize common-sense, cost-effective options.
Reach Codes can apply to the following:
New Construction Alterations Additions Equipment
Replacement
Current focus – Heat Pumps: “Two-way AC”
• Same as AC but
works in both
directions
• Three times more
efficient than
traditional electric or
gas equipment
• Low cost of operation
• Proven technology
invented in the 1800s
Benefits of Reach Codes & All-Electric Buildings
Support Local Goals Limit local climate risk
• Carbon emissions feed
local catastrophes like
wildfire and drought &
flooding cycles.
Prevent air pollution
• Gas appliances increase
asthma and respiratory
illness risk, especially for
vulnerable residents.
Climate
& Health
Deliver Cost Benefits
• Heat pumps are cheaper than a
combination of AC and gas furnace.
• Heat pumps save $200+ in utility bills
over gas appliances
Lower construction costs
• All-electric buildings have lower
construction costs and streamline
construction.
• Rebates reduce retrofit costs.
Cost
Savings
Prepare for Upcoming Rules
• California to be carbon neutral by 2045.
• Bay Area Air District Rule 9-4 and Rule 9-
6 will limit the sale of gas equipment
starting in 2027.
Future Proofing
• Help residents get homes ready
during common-sense upgrades.
• Provide education on cost savings of
electric options.
Forward-Thinking
• Technical Support for member agencies
• Model Ordinances & Staff Reports
• Adoption Assistance
• Implementation Assistance
• Technical Assistance Program for contractors and developers www.bayareareachcodes.com
Support - PCE/SVCE Reach Code Assistance Program
Sponsored by
Technical consultant
2019-2024 – New Construction Reach Codes
All-electric buildings EV charging for
every new apartment
21 PCE member agencies
have adopted reach
codes
2,000+
Buildings have been
designed all-electric
and/or with added EV
charging
$31 million
In avoided PCE incentives
costs for PCE customers
$80+ million
In avoided retrofit
construction costs for
PCE customers
State Code Progress…Thanks to Our Local Agencies
2019 2022 2025
2025 Context
AB 130 (formerly AB 306)
• Passed as Budget Trailer Bill on June 30, 2025
• Prohibits new state and local building standards on residential buildings from Sept 30, 2025 through 2031
• Key exceptions allow local code amendments that are:
• Equivalent to codes effective before Sept 30, 2025
• In alignment with local general plan goals before June 10, 2025, and incentivize all-electric construction as part of an adopted GHG reduction strategy
• Home hardening codes
• Permit modernization strategies
2025 / 2026 Adoption Timeline
Q4 2024
New building
code drafts
released
Q1 2025
Draft model
reach code
work began
Q3 2025
Model codes
available for
adoption
Q4 2025
Local
agencies
adopt new
statewide
building
code
1/1/2026
New code
goes into
effect
Q1 2026
Multifamily
model reach
code
available
2025 Model Codes
2025 Model Codes Available Today
Single Family Policies
Two-way A/C
› “Time of Installation”
› Requires property owners
installing AC to install
either:
1. A heat pump
2. Efficiency measures
› CALGreen Voluntary
Pathway
Electric Readiness
› “Time of Renovation”
› Targeted to permit
applicants completing a
relevant addition or
alteration.
› Requires electric readiness
(circuits or conduit).
FlexPath
› “Time of Renovation”
› Applies to projects
completing major additions
or alterations to select 1-3:
1. Energy efficiency
measures
2. Electrification measures
3. Solar PV
Commercial
Two-way A/C
› “Time of Installation”
› Expands on a new 2025
requirement to larger units.
› Requires property owners
installing AC to install
either:
1. A heat pump
2. Efficiency measures
2025 Model Codes - Who Has Adopted So Far?
Two-way AC Electric Readiness FlexPath
Menlo Park Menlo Park Menlo Park
Sunnyvale Sunnyvale Sunnyvale
Mountain View Mountain View Mountain View
Moreno Valley Atherton Oakland
Palo Alto Fairfax Carlsbad
California (nonresidential) Portola Valley Corte Madera Portola Valley (previous) San Anselmo Encinitas
San Mateo (previous) San Luis Obispo Fairfax
San Mateo Marin County
Piedmont
San Anselmo
San Luis Obispo
San Rafael
Santa Cruz
Model Codes in Development
Multifamily new construction
• Energy performance standard encouraging
all-electric construction
Existing single-family homes • Gas water heater to heat pump water heater
GHG Reduction Potential of Policy Options
PCE Rebates for Heat Pumps
Heat Pump Water
Heater
$2,500 rebate
Heat Pump
Heating & Cooling
$1,500 rebate
Zero Percent
Loan
$10,000 Loan
Additional: $1,000 for income-qualified, $1,000 for electrical panel upgrade Rebranding &
Agency Naming
Project
Gwen Rose, Director of Marketing
& Community Relations
Why are we exploring
changing the name?
Then:
Transactional
Trust
Education
Now:
Partnership
Deeper trust
Connection
How we show up for
customers is changing
2016
Peninsula Clean Energy
launch
2018–2021
Programs
+ grants launch
2022–2023
Organizational change
+ electrification
focus
2024–2025
Customer focus with high
touch support, contact
center, new website
2026
10-year anniversary:
celebrate past, launch
future
Brand pyramid:
Our blueprint for
who we are and
aspire to be
Challenges with our current name
1. Hard to say, spell and remember
2. Acronym is close to PG&E
3. Tied to geography
4. Misconceptions about 'clean energy’
5. Perceptions of "peninsula" beyond SMC
Customer confusion
Name + logo limitations
From stakeholder input to selection
Name Process
Naming Committee
• John Dugan, San Carlos
• Coleen Mackin, Brisbane
• Betsy Nash, Menlo Park
• Michael Amabile, Los Banos
• James Coleman, South San Francisco
• Rick DeGolia, Atherton
• Marty Medina, San Bruno
• Shawn Marshall, CEO
• Shalini Swaroop, COO
Lexicon Branding
Name selection process
Stakeholder input
Methods:
• Interviews with 15 stakeholders
• 4 surveys:
o Staff
o Board of Directors
o Community Advisory Committee
o CBO partners
Insights that informed the
Creative Framework
Creative Framework: what
our name should accomplish
Name selection process
3 teams generate 100s+ of
names
Preliminary linguistic screening:
• Mandarin
• Spanish (Mexico)
• Tagalog
Name ideation
Two sessions with 20
name solutions
Identify a short list of
names for trademark
review
Determine 5 - 6 name
solutions to present for
research
Name selection process
In-person qualitative focus groups
• 30 customers
• San Mateo County and Los
Banos
• English and Spanish language
First impressions quantitative study
• 500 customers
• Performance profiles for the
names
Customer research
Customer research
Name selection process
Next steps & timeline
• September 2025: Naming Committee selects top two names with a recommendation; additional due diligence on trademark and digital assets
• October 2025: PCE Board discusses top 2 and votes whether to adopt a new name
• Q1 2026: PCE plans for new logo development, visual brand identity, and tactical roll out plan
• Q2 2026: PCE rolls out brand awareness campaigns and 10-year anniversary activities
Naming Process
Questions
2020-2025
Strategic Plan
Close Out
(Discussion)
1. Deliver 100% renewable energy on an annual basis
by 2030 through strategic and cost-effective
procurement of resources that maximize Peninsula
Clean Energy’s 24/7 hourly matching of renewable
energy and load.
2. 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 tie to the core functions and operations of Peninsula Clean Energy.
Our Top Strategic Priorities
Top Two Organizational Priorities
72 Key Performance Indicators (Measured on CY)
2019
Baseline
2020 2021 2022 2023 2024 2025 2030
Target
100% Renewable Annually by 2030
(ECOplus Renewable Content)
52% 51.7% 49.2% 51.8% 51.7% 50% 57.2%1 100%
2035 Decarbonization
(MT GHG reduced)
3,800 14,300 22,800 29,082 40,839 49,131 TBD See
Below 2
On target
Challenges exist
At risk
1 ECOplus percentage for 2025 will be finalized in April 2026. Number provided is based on a combination of actual and forecast data. Beginning in 2025, Peninsula Clean Energy has a minimum 60% renewable target based on its total retail sales (which is a sum of the renewables across its four retail products – ECOplus, ECO100, Green Transit, and Green Access).
2 Peninsula Clean Energy has a 2035 decarbonization target only. Total San Mateo County emissions inventoried in 2019 were 4.1 million MT GHG of which 3.2 million MT GHG are in buildings and transportation. Decarbonization figures for each year are the estimated reductions resulting from PCE programs on a cumulative basis through that year.
Power Resources
Power Resources: Strategic Plan Goals/Objectives
STRATEGIC PLAN GOALS (Updated in April 2024)
1. Deliver 100% Renewable Energy on An Annual Basis by 2030 Through Strategic and Cost-Effective Procurement of Resources that Maximize Peninsula Clean Energy’s 24/7 Hourly Matching of Renewable Energy and Load.
2. Secure sufficient, low cost, clean sources of electricity that achieve Peninsula Clean Energy’s priorities while ensuring reliability and meeting regulatory mandates.
OBJECTIVES
1. Planning: Develop strategies to achieve a reliable power portfolio to meet 100% renewable on an annual basis by 2030 while maximizing 24/7 matching
2. Procurement: Procure power resources to meet regulatory mandates and internal priorities at affordable cost
3. Operations: Manage power portfolio to ensure performance consistent with contractual requirements, regulatory compliance, and internal strategies
4. Innovation & Market Development: Provide a model of leadership for procuring energy resources for a clean energy future
74 *CA RPS eligible resources except Biomass
Power Resources Dashboard
75 Key Performance Indicators (Measured on CY)
2019
Baseline
2020 2021 2022 2023 2024 2025 2025
Target
EcoPlus Annual Renewable Content (%) 52% 51.7
%
49.2% 51.8
%
51.7 %
50% 57.2% 50%
EcoPlus Emissions Factor (lbs. / MWh) 102 13 5 9 12 0 0 16 Eco100 Annual Renewable Content (%) 100% 100% 100% 100% 100% 100% 100% 100% Eco100 Emissions Factor (lbs. / MWh) 0 0 0 0 0 0 0 0
Peninsula Clean Energy's Summer Peak Load Served
by New Capacity (%)*
0 24% 32% 25% 30% 42% 60%*
*
50%
On target
Challenges exist
At risk
* Percentages represent the share of PCE's peak summer demand served by new and repowered projects, including discharge from new storage resources. ** 2025 number will be finalized in November 2025. Number provided is based on a combination of actual and forecast data.
Resources Procured 2020-2025
76 As of Sep 2025, 900MW in operation and 800MW in development
1.4 GW
(~80%
New)
300 MW
Power Resources: Highlights in Numbers
77 Planning
24/7 Goal
2 White-papers
6 RFO/RFIs
for Long Term
Resources
Short-Term
Procurement
16,000,000 MWhs
Energy, PCC1, CF
35,000 MWs RA
500 Transactions
$1B in Value
Operation
26 Counterparties &17
PPAs Delivering Energy
to PCE in 2025
3 Utility-Scaled
Batteries Integrated
and Optimized
1 New Energy Risk
Management Policy
Compliance
100% Compliant on
State’s Procurement
Orders and RPS
0 LB/MWh Emission
Factor on PCL for
2024 & 2025
100% Compliant on
System and Flex
Month-ahead RA
Power Resources: Growth, Operational Maturity, Resilience 78 Director of PR
PR Manager
(Contracts)
PR Assoc.
Manager
(DER)
PR Analyst
(Compliance)
Sr Director of
PR
Sr PR Mgr
(Planning)
PR Analyst
Sr PR Mgr
(Procurement)
PR Analyst
Sr PR Mgr
(Compliance)
PR Analyst
Sr PR Mgr
(Market Ops)
Data Engineer
PR Manager
(Contracts)
PR Specialist
2020
2025
Community Energy
Programs
Programs: Strategic Plan Goals & Objectives
STRATEGIC PLAN GOALS
1. Contribute to Peninsula Clean Energy member jurisdictions reaching a goal to be 100% greenhouse gas free for transportation and buildings by 2035.
2. Implement robust energy programs that reduce GHG emissions, align energy supply and demand, and provide benefits across the community.
OBJECTIVES
1. Signature Programs: Develop market momentum for electric transportation and initiate the transition to clean energy buildings
2. Distributed Energy Resources: Support strategic decarbonization and local power development
3. Community Benefits: Deliver tangible benefits throughout our diverse communities
4. Innovation and Scale: Leverage leadership, innovation, and regulatory action for scaled impact 84 Community Energy Programs Dashboard
85 Key Performance Indicators (Measured on CY)
2019
Baseline
2020 2021 2022 2023 2024 2025
YTD
2025 Target
Transport: GHG Reduced (MT) 2,000 8,200 14,800 20,124 28,972 35,027 41,357 83,000 Buildings: GHG Reduced (MT) 1,800 6,100 8,000 8,958 11,867 14,104 14,946 9,800 EV charging ports installed (#) 0 13 146 370 780 1,448 2,122 3,500 Electric appliances installed (#) 0 0 220 686 2,899 4,751 5,436 1,800 Local Resources (MW) 0 1.47 4.26 5.5 7.2 11.9 13.4 20
Funds for Low Income 11% 47% 19% 43% 26% 23% tbd 20%
1. 2025 targets were updated in September 2022
2. All figures cumulative except Funds for Low Income
3. Overall County GHGs when last inventoried in 2019 were 4,100,000 MT
4. 2025 YTD is through mid-Aug 2025
5. Local resources includes residential and commercial solar and battery capacity
6. GHG measures reflect projected future average annual reductions of actions taken that year (ex:
adopted reach codes, charging installed, EVs acquired, etc.) * EV Charging ports in pipeline: ~3,000
** Local Resources in pipeline: ~15 MW
Reach codes
86 21
PCE Member agencies
adopted reach codes
Reach Codes
2025
State building codes
incorporated PCE approach
$
Avoided retrofit costs
80M
and climbing
Buildings
87 >5,000
Home upgrades
Buildings
>570
Income-qualified upgrades
Electric &/or solar+storage
$30/mo
Projected ave savings
With electrification
Transportation
88 >2,100 EV charging ports
2/3rds in multifamily
Transportation
Vehicles in service territory
10%
70,000+ plug-in EVs
<$3,000 Typical cost, PCE TA
Benchmark for state
Distributed Resources
89 36
Projects – 13 complete
16 agencies
Distributed Resources
5.2 MW
Solar capacity
Storage to be added
$50M Lifetime savings
Projected
Financial Stewardship
Financial Stewardship: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Employ sound fiscal strategies to promote long-term organizational sustainability
OBJECTIVES
1. Fiscal Health: Strengthen and maintain Peninsula Clean Energy’s fiscal health
2. Financial Controls and Management: Implement financial controls and policies that meet or exceed best practices for leading not-for-profit organizations
3. Financial Stability: Practice strategies to ensure long-term financial sustainability 91 Financial Stewardship Dashboard
92 Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 20251 2025
Target
Change in Net Position
($000s)
$48,933 -$8,355 -$13,046 $139,955 $41,574 $9,729 positive Days Cash On Hand 238 257 201 319 395 385 247
Credit Rating
(S&P/Moody’s)
BBB+/
Baa2
BBB+/
Baa2
BBB+/
Baa2 (Pos)
A-/
Baa1
A-/
Baa1
A- (Pos)/
A3
“A” level
Investment Performance
(PFM) / vs. benchmark
0.14% /
+ 8 bps
-4.69% /
+12 bps
0.13% /
0 bps
4.51% /
+3 bps
6.34% /
+ 8 bps
beat
benchmark
Average Cost of Energy
($/MWh)
$61.92 $59.04 $62.75 $73.59 $86.13 $98.09 $112.27
1. Updated forecast as of June 26, 2025
On target
Challenges exist
At risk
• Enhanced liquidity position from ~200 Days
Cash on Hand (DCOH) during Covid to 385 DCOH
in 2025
• Customer savings of at least 5% over 5-year
period, despite financial headwinds; savings
increased to 10%+ in 2024 and 2025; total
customer savings between 2020-2025 = $160M
• Upgraded to “A” rating category by Moody’s
and S&P
• Investment returns exceeded benchmark over
5-year period
• First pre-pay transaction in 2024 to yield
$45.6M in PPA savings over 8 years
• Improved internal processes and procedures
such as budgeting, risk management, financial
policy updates, and cost of service rate setting.
Financial Stewardship: Closing Highlights
Account Services
Account Services: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Ensure high customer retention and satisfaction
OBJECTIVES
1. Customer Care: Ensure High Customer Retention and Satisfaction
2. Operational Excellence: Build and Maintain Strong Partner Relations
3. Customer Data: Improve Access to Energy Data and Analytics 95 Account Services Update
96 Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 2025 YTD 2025 Target
Participation Rate (as of
FY end)1
97% 97% 97% 96% 96% 97% 97%
Customer Data Access &
Analytics
Low N/A Low/Med Med/Low Med Med/High High
External Partner
Relations
Med/High High High High High High High
Key Account
Engagement2,3
Low Low Med/Low Med/High High High High
Residential & SMB
Engagement1
Med/Low Med/Low Med/Low Med Med Med/High High
1. Shared responsibility with Marketing and Community Relations, increased direct outreach to vulnerable customers
2. Increased Engagement with Key Accounts, bringing 25GWh of customer load back from Direct Access services so far this year
3. Supporting Caltrain electrification launch in September 2024 On target
Challenges exist
At risk
• Expanded Key Accounts: Returned 25
MWh of load from Direct Access to PCE
• Supported Caltrain electrification (SSF
charging depot, regenerative braking tariff)
• Connected low-income/vulnerable
customers to CPUC programs (e.g., AMP)
• Rolled out UtilityAPI for unified customer
data access
• Streamlined annual NEM cash-out
process
• Relaunched collections program to
recover closed-account revenue
• Launched in-house Customer Contact
Center to boost support and satisfaction
Account Services: Closeout Highlights
Marketing & Outreach
Marketing/Outreach: Strategic Plan Goals/Objectives
STRATEGIC PLAN GOAL
Develop a strong brand reputation that drives participation in Peninsula Clean Energy’s programs and ensures customer satisfaction and retention
OBJECTIVES
1. Brand Reputation: Elevate Peninsula Clean Energy’s brand reputation as a trusted leader in the community and the industry.
2. Engagement: Educate and engage stakeholders in order to gather input, inspire action, and drive program participation.
99 Marketing & Community Relations Dashboard
100
Key Performance Indicators (Measured on FY)
2020
Baseline 2021 2022 2023 2024 2025 YTD 2025 Target
Participation Rate (as of FY
end)1
97% 97% 97% 96% 96% 96% 97%
PCE Aided Awareness 34% 31%2 39%4 41% 41% 41% 60%
PCE Favorability3 63% 61%2 57%4 58% 58% 58% 80%
Residential & SMB
Engagement1
Med/Low Med/Low Med/Low Med/Low Med/Low High/Low High
1. Shared responsibility with Account Services team
2. Given sample size in 2021, this is statistically equivalent to the 2020 baseline
3. Of those who are aware of Peninsula Clean Energy
4. Statistically different from 2020 baseline
On target
Challenges exist
At risk
• Customer Focus – Shifted to customer-first;
new website, social media, electrification
experiences, Voice of Customer.
• Brand & Platforms – Refreshed brand
strategy; upgraded tools for personalized
communications.
• Engagement – 500 events reaching 24K;
$2.2M in grants; 7.8K students engaged.
• Visibility – Elevated thought leadership with
major media coverage; expanded direct
channels (city/chamber newsletters).
• Awareness – Modest growth; strong
favorability; positioned for broad brand
awareness campaign.
Marketing/Outreach: Closeout Highlights
Public Policy
Public Policy: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Strongly advocate for public policies that advance Peninsula Clean Energy’s organizational priorities.
OBJECTIVES
1. Regulatory: Educate and engage policymakers to develop policies that support Peninsula Clean Energy’s
organizational priorities
2. Legislative: Engage state 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 Peninsula Clean Energy’s organizational priorities and operations.
3. Growth of CCA/Expansion: Take a leadership position in supporting the growth of community energy and CCAs in California
103
Public Policy Dashboard
104
Key Performance Indicators (Measured on FY)
2020 Baseline 2022 2023 2024 YTD 2025 Target
PCIA Containment Low Challenges On Target On Target Challenges Legislative Impact Medium Challenges Challenges /
On Target
On Target On Target
Regulatory Impact High On Target On Target On Target On Target Coalition Building Low On Target On Target On Target Challenges/ On Target
Fostering CCA Growth Medium Challenges /
On Target
Challenges/
On Target
Challenges/
On Target
Challenges/
On Target
Regarding 2025 Targets
1) PCIA Containment: PCE staff interprets this goal as an objective to minimize PCIA-related costs applicable to PCE customers by 2025. With that said, PCIA costs applicable to PCE’s customers will remain long past 2025 and are expected to persist into the 2040s. 2) Legislative Impact: PCE staff interprets this goal as having a high level of influence with our local representatives and CalCCA’s legislative efforts, such that our efforts result in overall positive legislative outcomes in Sacramento. 3) Regulatory Impact: PCE staff interprets this goal as taking the steps necessary to enable the organizations programmatic and procurement objectives by 2025. 4) Coalition Building: PCE staff interprets this goal as having strong local, state and regional relationships to leverage our knowledge and influence towards positive outcomes. 5) Fostering CCA Growth: PCE staff recognizes that CCA growth has slowed in recent years. • Policy staff growth to meet increased State
and Federal focus on energy matters
• Continue to build influence and recognition
for Peninsula Clean Energy with regulators,
legislators, state and federal leadership
• Policy focus on right-sizing of electrification
and 24/7 carbon-free electricity supply to
continue climate progress in an affordable,
accessible manner
• Renewed challenges with the California Public
Utilities Commission over Power Charge
Indifference Adjustment changes with
negative implications for CCA rates and budgets
Public Policy: Closeout Highlights
Data & Technology
Data & Technology: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Data: To increase capabilities and efficient use of data to enable energy-related analyses, program impact measures, and customer insights.
IT: To streamline organization-wide hardware and software management, and safeguard company information.
OBJECTIVES
1. Technology & Systems: Assess the quality and completeness of systems to support the organization’s work.
2. Data Warehouse Platform: To store and analyze data from multiple sources in one place, to provide rapid, accurate, secure, and flexible analysis of large volumes of energy data and associated attributes.
3. Analytics, Dashboards, & Tools: To develop comprehensive analysis and business intelligence tools, in order to guide organizational decision making and program execution.
4. IT Management: To implement of processes and procedures for managing hardware and software integrity.
5. IT Security & Awareness: To protect against cybersecurity threats and malware, and establish staff awareness and best practices. 107
Data & Technology Dashboard
108
Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 2025 2025
Targets
Technology & Systems Moderate Moderate On Target On Target On Target On Target See below Data Warehouse Platform N/A New On Target On Target On Target On Target See below Analytics, Dashboards, &
Tools
N/A New Moderate On Target On Target On Target See below IT Management Minimal Moderate On Target On Target On Target On Target See below IT Security & Awareness Minimal Moderate Moderate On Target On Target On Target See below Regarding 2025 Targets:
The 2025 target goals follow the objectives outlined in the Data & Technology Strategic Plan Goal/Objectives slide. On target Challenges exist
At risk
New
Technology & Systems
• Enhanced oversight of organizational systems; progress toward standardization and centralization
• Established a stronger foundation for technology scalability and efficiency Data Warehouse Platform
• Improved data integration, governance, and automated pipeline workflows • Introduced code repository and review processes to strengthen data development practices
Analytics, Dashboards, & Tools
• Revamped several dashboards and expanded self-service analytics • Enhanced scripting and toolsets to support deeper insights and efficiency IT Management
• Developed an in-house team to streamline and improve IT support with a centralized ticketing system
• Improved asset and device management for lifecycle planning and reliability IT Security
• Strengthened data management practices and access controls for greater data security
• Developed and implemented a data-breach incident response plan Data & Technology: Closeout Highlights
Organizational Excellence
Organizational Excellence: Strategic Plan Goal/Objectives
STRATEGIC PLAN GOAL
Ensure organizational excellence by adhering to sustainable business practices and fostering a workplace culture of innovation, diversity, transparency, and integrity
OBJECTIVES
1. Culture and People: Foster a workplace culture that attracts and develops exceptional and diverse talent and values all people
2. Innovation: Foster a culture of innovation to yield solutions that accelerate our mission
3. External Vendor Policies: Implement vendor policies that embrace diversity and inclusion and that optimize engagement results
4. Governance: Follow best practices for governance and succession to engage and develop qualified, diverse Board Members and Citizens Advisory Committee Members 111
Organizational Excellence Dashboard
112
Key Performance Indicators (Measured on FY)
2020
Baseline
2021 2022 2023 2024 2025 2025 Target
Staff Satisfaction High High On Target On Target On Target On Target See Below Innovation Impact High High On Target On Target On Target On Target See Below Organizational Policies* High High On Target On Target On Target On Target See Below Governance High High Challenges On Target On Target On Target See Below *For external vendors and partners
Regarding 2020 - 2025 Targets
1) Staff Satisfaction: PCE staff interprets this goal based on yearly surveys, assessment of employee satisfaction; evaluation of professional development and training efforts; evaluation of competitive benefits.
2) Innovation Impact: PCE staff interprets this goal as the assessment of the quality of technology, program design, and policy innovation developed by the organization and its impact towards the organization’s goals and the clean energy industry. 3) Organizational Policies: PCE staff interprets this goal as the assessment of progress toward implementation of key policies such as the Sustainable Workforce and Ethical Vendor Standards policies.
4) Governance: PCE staff interprets this goal as facilitating the succession process, providing high quality orientation materials, and eliciting broad support of the organization by new Board Members, Alternates, and Citizen Advisory Committee Members; incorporating DEAI policy when completed.
Organizational Excellence: Closeout Highlights
• Creation of three new Departments – 1) People and Culture, 2) Data and Technology, 3) Innovation Strategy
• New Operational Functions - Risk Management, Rate Strategy, and Call Center • Adopted and completed implementation of PCE DEAI plan – much of it ongoing • Successful transitions of Board and executive leadership (all new C-Suite) • Adopted and updated 15 Agency policies and added new risk management procedures to improve internal controls and clarify operating processes • Implemented more robust Board management including cultivation of leadership through committees, new agenda and minutes management, more Board education opportunities, and new Board member on-boarding process. • Focused on building, maturing and retaining our PCE team. Significant increase in staff satisfaction ratings and retention across the five-year period. 113
Board Member Reports
Adjournment