Peninsula Clean
Energy Executive
Committee
Meeting
April 13, 2026
This meeting will begin shortly. Thank you!
Agenda
• Call to Order / Roll Call
• Public Comment (for items not on the Agenda)
• Please note, send Zoom chats to Brianna Arroyo, Admin Asst. • Action to set the Agenda and Approve Consent Item 1
• Consent – Public Comment
• Regular Agenda items
• Adjournment
Chair Report
CEO Report
WestLight Energy
Visual Identity &
Brand Expression
Kerstin Grune, Associate
Director of Marketing
Robyn Baker, Creative Director
at Owen
Equitable
Building
Decarbonization
Program
Jana Kopyciok-Lande,
Director of Innovation Strategy
Agenda
1. What is the Equitable Building Decarbonization (EBD) Program?
2. PCE’s Role under the EBD
3. Recommendation
What is the Equitable Building
Decarbonization Program?
Overview of the EBD Program
• Created by the CEC in 2022 pursuant to Assembly Bill (AB) 209 • Goal is to reduce GHG emissions from existing buildings and advance energy equity
• Direct install (DI) program for low-income customers with a statewide budget of $567 million
• Implemented across 3 regions of California – Northern (San Mateo County), Central (Los Banos) and Southern
Scope: Whole-Home Electrification Program
• Very similar to PCE’s Home
Upgrade Service Direct Install
Program
• Electrify at least 2 of 4 end-uses
in a home – space and water
heating, cooking, laundry
• Basic energy efficiency upgrades
and related home remediation
upgrades
• No cost to the customer
• Direct install program
implemented through various
installation contractors
Customer Eligibility
• Single-family and multi-family homes
• Existing buildings constructed before 2020
• Must have an existing fossil-fueled space or water heater • In multi-family buildings, units and common areas can be served • Income-qualified customers:
• Single-family: Income up to 80% of the area median income (AMI) • Multi-family: at least 66% of households have an income of up to 80% AMI • Enrollment in CARE/ FERA or other income-qualified programs (e.g.
LIHEAP)
EBD Initial Community Focus Areas
Northern California
• Contra Costa Refinery Corridor
• East and West Oakland
• East Palo Alto
• Humbolt County
• Morgan Hill and Gilroy
• North and South Sacramento
• Richmond
• East San Francisco
Central California
• Bakersfield
• East Fresno
• Los Banos
• Modesto
• West Fresno
The intent is to expand beyond the Initial Community Focus Areas but not timeline or funding has been set Under-resourced communities with high energy burdens and air pollution, underserved by existing programs PCE’s Role under the EBD
Revenue Diversification for
PCE’s Energy Programs
• Goal of the Innovation Strategy department is to pursue public funding opportunities to grow PCE’s energy
programs
• PCE partnered with two lead applicants on the grant
funding opportunity to bring EBD funding into PCE’s
service area
• Association for Energy Affordability (AEA) – East Palo Alto
• Center for Sustainable Energy – Los Banos
• AEA administers and implements the EBD program
• PCE provides co-funding to allow more customers to take advantage of the program
Up to 90
multi-family
customers
Up to 100
single-family
customers
$5.6 M
Incentives
from EBD
Customer Benefits
$2.4 M
Incentives
from PCE
Up to $8 million in customer incentives!
Recommendation
Recommend that the Board of Directors delegate authority to the Chief Executive Officer (CEO) to execute an agreement with the Association for Energy Affordability (AEA) for the Equitable Building Decarbonization (EBD) Program with a term through November 2029 and a total not to exceed amount of $2,412,000 inclusive of $1,440,000 to serve single-family homes and $972,000 to serve multi-family homes.
Questions? Comments?
Jana Kopyciok-Lande
Director of Innovation Strategy
[email protected]
Enterprise Risk
Management
Program – Top
Risks
Kelly Lew-Quintal, Risk Manager
Nick Bijur, Chief Financial Officer
Status of PCE’s Enterprise Risk Management Program
• Risk Register currently comprised of 21 known risks
• Top 10 Risks based on combination of the highest probability of occurrence and greatest potential impact to PCE
• Risk Owners identified for each Top Risk
• Top Risks further defined, documented and assessed
• Additional potential mitigations identified
• Summary of results to be reviewed annually with the Executive Committee Top 10 Risks At A Glance
PCE rates not competitive Controls in place
Higher rates as compared to PG&E may drive opt-outs and reduced revenues Billing data and customer payments Controls in place
Disruption or inaccurate balances may create operational, financial, and/or reputational risk Cyber security Controls in place
Data breaches, cyberattacks and system disruptions may expose sensitive information Renewable energy procurement costs and
availability Controls in place
Energy market disruptions and supply shortages may impair ability to manage low rates Regulatory and policy risk Controls in place
Changes in regulations or policies may result in non-compliance and/or impact operations Changes to macro-environment Controls in place
Change in externalities may impact operations and/or achievement of PCE goals Supplier / Counterparty contractual risk Controls in place Supplier or counterparty failure may cause operational disruptions Change in law or regulation Controls in place
Changes in laws may affect how CCAs operate and compete with IOUs Public information Controls in place
Misinformation or external narratives may harm reputation and increase opt-outs Legal risk Controls in place
Litigation may create legal, financial, operational, and/or reputational risk 20 Top Risks
PCE rates not competitive Controls in place
Impact Financial risk due to PCE rates being higher than PG&E’s generation rates for a sustained period that may result in customer opt-outs and reduced revenues
Mitigations In
Place
Detailed budgeting process, Energy Risk Policy that limits exposure to energy market volatility, careful review of long-term PPA costs prior to executing, Rate Stabilization Fund, maintaining a value proposition in addition to price Potential
Additional
Mitigations
Further increase PCE’s Rate Stabilization Fund; budget reductions and cost savings initiatives; delay 100% renewable target; continue to advocate for PCIA reform
Billing data and customer payments Controls in place
Impact Operational, financial, and reputational risks due to an economic disruption/delay, inaccurate customer balances, all leading to potential customer opt-outs
Mitigations In
Place PCE has engaged Calpine who validates and reconciles transactions Potential
Additional
Mitigations
Advocating with the CPUC to require IOUs to audit CCA transactions; enhanced relationship with and monitoring of PG&E; engage a back-up vendor
21 Top Risks
Cyber security Controls in place
Impact Operational, financial, and reputational risks due to data breaches, cyberattacks, system disruptions, or unauthorized access to proprietary, sensitive, customer information
Mitigations In
Place
Access management, security monitoring, patch and vulnerability management, incident response and recovery, employee awareness, data protection, vendor management, governance and compliance Potential
Additional
Mitigations
Additional access management, monitoring, patching; enhanced incident response plan, employee awareness and data protection; ensure all vendor certifications; additional governance Renewable energy procurement costs and availability Controls in place Impact Financial and operational risks due to climate events, regulatory and legislative changes, economic and political shifts, resource supply shortages, market disruptions that impact PCE’s ability to manage low rates Mitigations In
Place
Enhanced Energy Risk Management Policy, continued efforts to lock in new resources under long-term agreements, active participation in regulatory and legislative processes
Potential
Additional
Mitigations
Continue to improve practices for planning, procurement and operations to build a resilient renewable portfolio; additional hedging; adjust PCE’s renewable goals
22 Top Risks
Regulatory and policy risk Controls in place
Impact Regulatory and legal risks due to changes to regulatory requirements, erosion of procurement autonomy, impacts on market dynamics that could result in non-compliance or changing compliance requirements Mitigations In
Place Engagement in regulatory and legislative arenas, collaboration with CalCCA who advocates on behalf of the CCA community Potential
Additional
Mitigations
Data analysis capabilities to determine likelihood of conditions that may trigger CPUC action; develop stronger relationships with political decision-makers; enhanced reputation with stakeholders for competence and capability Changes to macro-environment Controls in place
Impact Regulatory, legal, and reputational risks due to changes in external circumstances that may impact operations and/or PCE being able to meet its goals
Mitigations In
Place
Active lobbying, tracking regulatory and legislative decisions and policies, marketing of PCE and advocating with key stakeholders, coordination with peer CCAs and involvement with CalCCA Potential
Additional
Mitigations
Enhanced brand awareness; lower customer rates; broadening of PCE’s value proposition; increased engagement with legislature and regulators; strategic thinking and targeting of customer programs 23 Top Risks
Supplier / Counterparty contractual risk Controls in place Impact Operational, financial, and reputational risks due to operational disruptions Mitigations In
Place Counterparty credit reviews, collateral requirements, RFP vendor selection process Potential
Additional
Mitigations
Enhanced monitoring of suppliers, vendors and counterparties, including periodic assessment reviews Change in law or regulation Controls in place
Impact Regulatory and legal risks due to changes that impact how CCAs conduct operations and compete with IOUs Mitigations In
Place Engagement in regulatory and legislative arenas, collaboration with CalCCA who advocates on behalf of the CCA community Potential
Additional
Mitigations
Deeper political relationship building at the state level; more resources devoted to legislative and regulatory engagement to help build trust
24 Top Risks
Public information Controls in place
Impact Reputational risk due to misinformation on social media or from other outside entities, name change, or backtracking of decisions/commitments that may result in customer opt-outs Mitigations In
Place Active monitoring of social media platforms, communications strategy with stakeholders, legislative monitoring, transparency Potential
Additional
Mitigations
Develop rapid response framework; expand partnerships with trusted local influencers/media and community organizations; establish metrics to track misinformation response; strengthen advocacy Legal risk Controls in place
Impact Legal, financial, operational, and reputational risks due to litigation against PCE Mitigations In
Place
Hiring of a General Counsel, monitoring of active cases, involvement in customer disputes, review of contracts, standardized and documented processes
Potential
Additional
Mitigations
Requirement to review all contracts prior to signing; periodic review of contract compliance; purchase of compliance platform/software; subscription to Westlaw/Lexus
25 Next Steps
• For each Top 10 Risk determine if additional mitigations should be considered to further mitigate risks
• Implement additional risk mitigations if appropriate
• Risk Register and Top 10 Risks will continue to be reviewed periodically to determine if any changes need to be made • Annual update to the Executive Committee, including assessment of risk controls currently in place and any additional risk mitigation steps needed.
Committee Members’ Reports
Adjournment