Presentations — Silicon Valley Clean Energy Board of Directors, September 14, 2022

1 • Subtitle
New SV Clean Energy
PowerPoint Template
Strategic Work Plan Update
Adopt Strategic Focus Areas
September 14, 2022
SVCE Board
Item 3

PRESENTATION
2 May
Board starts CEO
evaluation
May-Aug
Strategic Plan Input
& Updates
September
Approve Budget,
Strategic Focus
Areas
Sep-Oct
CEO evaluation&
Priorities (Sep/Oct)
Present detailed
work plan and
measures (Oct)
Oct-May
Implementation

STRATEGIC PLAN & BUDGET
 April & May & Q3 - Staff input
 May 27 - Executive Committee (strategic plan)
 June 8 - Board (strategic plan)
 June 24 - Executive Committee (strategic plan & budget)  August 10 - Board (budget)
 August 26 – EC update (Strategic Focus Areas)
 September 14 – Strategic Focus Areas and Budget Approval  October 12 – SVCE Work Plan presented to Board – NEW - with re-formatting for customer lens and connection to Strategic Focus Areas Item 3

PRESENTATION
3 No Changes to Mission & Measure
Board supports
keeping the
Mission and the
Overall Measure
the same
MISSION:

Reduce dependence on fossil fuels by providing
carbon free, affordable, and reliable electricity and
innovative programs for the SVCE community
MEASURE:

SVCE, working with SVCE member agencies, aspires to achieve energy and transportation GHG reductions of 30% from the 2015 baseline by 2021, 40% by 2025, and 50% by 2030
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PRESENTATION
4 Strategic Work Plan & Focus Areas
Item 3

NO CHANGE
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PRESENTATION
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Focus
Area
Focus
Area
Focus
Area
Focus
Area
Focus
Area
6 Strategic Work Plan & Focus Areas

DISCUSSION UNDERTAKEN IN

PREVIOUS MEETINGS & BUDGET

DOCUMENT TO BE UPDATED TO

HAVE A CUSTOMER FOCUSED

FRAMEWORK

TO BE PRESENTED TO THE

BOARD IN OCTOBER
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PRESENTATION
Mission
[Goal] [Goal] [Goal] [Goal] [Goal]
[ Go~] [ Goar] [Goal] [ Goar] [ Goar]
r---\ r---\ ("""""t ("""""t r---\
Focus
Area
Focus
Area
Focus
Area
Focus
Area
Focus
Area
7 Strategic Work Plan & Focus Areas

DISCUSSED IN PREVIOUS

MEETINGS & UPDATED TO

REFLECT INFLATION

REDUCTION ACT
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PRESENTATION
Mission
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[ Go~] [ Goar] [Goal] [ Goar] [ Goar]
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Focus
Area
Focus
Area
Focus
Area
Area
8 STRATEGIC FOCUS AREAS
Limited to 5
• Strategic Focus Areas are a lens to spotlight cross-cutting and incremental priorities. They do not replace the workplan and goals. • Useful for Board and CEO establishing priorities
• Prioritizes and drives detailed workplan development
• Workplan currently has 21 Goals and 75 Measures
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PRESENTATION
9 5 Strategic Focus Areas
Changes: combined 2 employee related focus areas; added Inflation Reduction Act (IRA)
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PRESENTATION
10 5 Strategic Focus Areas
Changes: combined 2 employee related focus areas; added IRA 24x7 Clean
Energy
Explore 24x7 clean
energy delivery at
scale, to improve
on the current 100%
clean energy goal
Customer Base
& Electrification
Grow Customer
Base & Offerings,
Emphasize
Electrification
Inflation
Reduction Act
Accelerate
deployment of
currently adopted
decarbonization
strategies and
goals; evaluate and
capitalize on the
Inflation Reduction
Act to further
improve programs
Finance
Leverage Balance
Sheet for
Structured
Financing and use
financing solutions
to increase impact
of decarbonization
program offerings,
especially to lower-income customers
Employee
Be the Employer of
Choice, and
Increase Staffing
Synergy & Overlap
Synergy & Overlap
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PRESENTATION
11 5 Strategic Focus Areas*
Changes: combined 2 employee related focus areas; added IRA 24x7 Clean
Energy
Explore 24x7 clean
energy delivery at
scale, to improve
on the current 100%
clean energy goal
Customer Base
& Electrification
Grow Customer
Base & Offerings,
Emphasize
Electrification
Inflation
Reduction Act
Accelerate
deployment of
currently adopted
decarbonization
strategies and
goals; evaluate and
capitalize on the
Inflation Reduction
Act & California
state budget
climate funds to
further improve
programs
Finance
Leverage Balance
Sheet for
Structured
Financing and use
financing solutions
to increase impact
of decarbonization
program offerings,
especially to lower-income customers
Employee
Be the Employer of
Choice, and
Increase Staffing
Synergy & Overlap
Synergy & Overlap
*Appendix provides more detail on each of these Focus Areas Item 3

PRESENTATION
12 May
Board starts CEO
evaluation
May-Aug
Strategic Plan Input
& Updates
September
Approve Budget,
Strategic Focus
Areas
Sep-Oct
CEO evaluation&
Priorities (Sep)
Present detailed
work plan and
measures (Oct)
Oct-May
Implementation

NEXT STEPS
 April & May & Q3 - Staff input
 May 27 - Executive Committee (strategic plan)
 June 8 - Board (strategic plan)
 June 24 - Executive Committee (strategic plan & budget)  August 10 - Board (budget)
 August 26 – EC update (Strategic Focus Areas)
 September 14 – Strategic Focus Areas and Budget Approval  October 12 – SVCE Work Plan presented to Board – NEW - with re - formatting for customer lens and connection to Strategic Focus Areas Item 3

PRESENTATION
13 REQUEST
Approve Strategic Focus Areas as presented
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PRESENTATION
14 APPENDIX
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PRESENTATION
15 STRATEGIC FOCUS AREAS DETAIL
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PRESENTATION
16 1. 24x7 CLEAN ENERGY
Explore 24x7
clean energy
delivery at scale,
to improve on the
current 100%
clean energy goal
• Explore pathways to measure & achieve
carbon free 24x7 for the entire portfolio
• Implement 24/7 service with Google and
explore with other customers
• Explore VPP opportunities and how we can
demonstrate the “grid of the future”
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PRESENTATION
17 2. CUSTOMER BASE & ELECTRIFICATION
Grow Customer
Base, Offerings, &
Emphasize
Electrification
• Be the Supplier of Choice; attract and retain DA
customers
• Maintain competitive rates; increase customer
offerings and demand side programs
• Expand value proposition emphasizing
electrification
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PRESENTATION
18 3. INFLATION REDUCTION ACT
Accelerate deployment
of currently adopted
decarbonization
strategies and goals;
evaluate and capitalize
on the Inflation
Reduction Act &
California state budget
climate funds to
further improve
programs
• Evaluate clean energy asset ownership to structurally lower costs and lower risk
• Grow our capacity and deploy programs at a much larger scale
• Operationalize equity into programs; utilize SEVI framework in double-down programs
• Assist member agencies in evaluating IRA and California state budget to magnify decarbonization policies and
program impacts
• Evaluate policies related to the utilization of organized labor in utility-scale projects and decarbonization programs and present options to the Board
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PRESENTATION
19 4. FINANCE
Leverage Balance
Sheet for Structured
Financing and use
financing solutions to
increase impact of
decarbonization
program offerings,
especially to lower-income customers
• Continue building strong financial reserves
• Attract and retain DA customers
• Strategically use balance sheet to advance
our mission; providing innovative financing
solutions to customers, particularly to reach
those with barriers to conventional
programs (e.g., low income, renters)
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PRESENTATION
20 5. EMPLOYEES
Be The Employer
of Choice, &
Increase Staffing
• Attract and Hire New Employees, passionate
about our mission and with excellent job
knowledge
• Build and maintain a high-performance
agency; preserve start-up culture of employee
innovation, engagement, and collaboration
• Develop plans for remote, hybrid and in-person work
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PRESENTATION
21 WORKPLAN CHANGES
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PRESENTATION
22 WORKPLAN - 21 Goals and 75 Measures
(to be updated & presented to Board in October 2022)
Each Goal
associated
with
Measures
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PRESENTATION

STRATEGIC PLAN GOALS

1. Build and main tain a high- perform ing team

2. Maintain an enjoya ble and reward ing w or kplace

3. Get g reat at prioritizing, and rebalancing to align wor k plan with higher level goals

4. Plan for resources to meet SVCE's m ission while balancing multiple stakeholder o b jectives

5. A cquire clean and reliable electricity in a cost effective. equitable and su stainable manner

6. Manage- and optim ize power supply re:source-s to meet affordabilit y, GHG reduc tion and reliability objectives

7. Work w ith the communit y to p lan and track achieving energy and transportatio n GHG reductions o f 30% from the 2015 baseline by 20 21, 40% by 2025, and 50% by 20 30

8. Coord ina te deve lo pment o f deca rbon iza tion and resilience strategy. lead design of local policy a nd progra m s. and support p rogra m deployment
9_ Use DAISY to enable data-d riven d ec ision-making across the or ganization

10. Emp o wer customers w ith the awareness. knowledge and resources needed to make effec t ive clean energy cho ices

11. Engage a full r ange of public. p rivate. and no n -profit stakeho lder s to leverage o ur decarbonization efforts

12. Enact com petit ive service offerings and program s that deliver measurable environmental an d economic benefits

13. Commit to main taining a strong finandal p osition
14 . Avoid failures in management of market. credit. liquidit y. operat ional and enterprise risks

15. A d vocate for policies that protect CCA cu stomer investment s and fur ther s dec.arbon ization, g rid reliability. affordability, and social i,quity with fedi,ral and stati, elec ted o ffic ials and regulators

16. Engage regulators. legislators. and local elected officials in representing SVCE priorities

17. Develop and enhance in ternal processes related to Supplier Diversity. St affing and Compliance 18 . Encourage the development o f regulations t hat p roactively support the changing, evolv ing energy market and facilitate g rid innovatio n

19. Drivi, SVCE's local policy objectives by leveraging key stakeholders 20 _ Ensure SVCE's Information Techno logy infrastructure is secure. reliable. and d isaster resilient to provide 24/7/ 365 online access

21. Enable- data-d riven decision-m aking across t he- o rg anization: automate. integrate-. and streamline business processes to m inimize operational risk and m ove o rganization toward industry best practices from it s star tup phase
B. POWER SUPPLY
SVCE's Power Resource Team is responsible for p lanning. acquiring. and managing power supply resources to meet the community's clean energy goals and state-mandated power and reliab ilit y requirements. This is done throug h a balanced approach which considers cost. risk, lo ng -term value, and best fit in meeting community goals. Th is req uires sustainable planning, in novative thinking. prudent risk management and the constant search for the best solutions. Going forward . to b e successfu l SVCE must adapt to new cl imate and social cha llenges: customer specific needs:
sup port region-w id e decarb onizat ion and electrifica tion goals: integrate distributed energ y resources: collaborate and leverage opp ortunities for joint p rocurement: and become technology and data d riven.

GOAL MEASURES
P1an for resources to
~et SVC E's mission
while balancing
mult1pi. stakeholder
objticthtH

1. Integrated Resource
affordable. reliable. and
2030 and beyond (204
~The successful planning and acquisition of clean and reUable energy serves as the foundation of SVCE's mission. Moving forward. we aspire to strengthen and diversify our portfolio with new cost-effective and innovative resources such as long-duration storage." Acquire clean and
,.liable eleetrlc:lty
In a cost effective,
equltable and
sustalnable manner
2 . Develop a platfor m t
d istribut ed energy reso
operations

3. Implement process a
and policy integration l
Policy Teams

1. Achieve SVCE 100% c
RPS mandate of 65%: n
procurement mandates
2 . Meet SVCE's standar
(i.e .• GreenPrime and G1
development o f sustain
GreenPrime Direct and
custom p roduct offerin

3. Pursue joint procure1
resource adequacy and
through CC Power and
power partners
Monica Padilla Director of Power Resource s

GOAL MEASURES
Manag• and op1lml:r:e powu supply ,..sou,cH
to mfft affo,dablllty,
GHG rllClucllon and
r•llablllly obJ•cthlH

1. Manage Power Supply Portfolio and Energy Risk

2. Implement and Operate Power Purchase Agreements
to enhance value to SVCE

3. Ensure SVCE adopts the appropriate tools, systems,
and resources to support portfolio optimization,
risk management, load forecasting, compl iance, and
settlements
New SV Clean Energy
PowerPoint Template
Subtitle
Item 4

PRESENTATION
Item 4

PRESENTATION
Adopt Fiscal Year 2022-2023 (FY
23) Operating Budget and the
Revised Reserves Policy

1. Recap of Key Messages

2. Proposed Budget

3. Minor Variance from the
August 10th Proposed Budget
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PRESENTATION
Budget Framework
at Exec Comm
Present Draft
Budget to Finance
&Admin Comm
August 10
Present Draft
Budget to BOD
Present Recommended
Budget to BOD.

Late August
Incorporate
Changes based
on BOD feedback
March 2023
Mid-Year Budget
Review/ Adjustment
3 1. Good Financial Year
• Forecast shows Zero PCIA and high PG&E Gen Rates
• Year-over-year SVCE revenues increase ~ 25%
• High revenues offset higher Power Supply costs (18%)
• Healthy contribution to reserves of $115.4 million

2. Update Reserve Target Levels to Withstand
Modeled Stress Test Events
• Target increased from 230 days of cash on hand
to 285 days of cash on hand (DCOH)
• Upper target level is increased from 320 DCOH
to 490 DCOH.

3. 3% Overall Customer Discount
• 2% discount for all customers
• Add’l 1% in bill credits to low-income customers
• 1% remains until new PG&E rates are in effect
• Primarily for setting the budget. Revisit (likely in December) once there’s more certainty on PG&E rates.

4. Other Changes
• 10 additional full-time positions
• Adjustment of employee compensation for cost
of living and merit
• Enhancement of employee benefits to remain
competitive with peer CCAs
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PRESENTATION

SILICON VALLEY CLEAN ENERGY
FY 2022-23 OPERATING BUDGET
($ in thousands)
FY 2021-22 FY 2022-23

ADJUSTED PROPOSED
BUDGET BUDGET $ %
Energy Revenues 385,502 483,860 98,358 25.5%
Power Supply Expense 274,979 325,296 50,317 18.3%
Operating Margin 110,523 158,564 48,041 43.5%
Operating Expenses 21,693 28,299 6,606 30.5%
Non-Operating Revenues/(Expenses) 310 639 329 106.0%
Transfers and Other Expenses $27,531 $15,465 $12,066 -43.8% BALANCE AVAILABLE FOR RESERVES $61,609 $115,439 $53,830 87.4%

YEAR OVER YEAR
CHANGE
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PRESENTATION
© Proposed FY 23 vs FY 22 Mid-Year Adjusted Budget
Revenues increase, due to higher margins, outpaces rising energy costs -
I I - 5
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PRESENTATION
Minor change because of updated CC Power costs to reflect projected increases to capitalize on Inflation Reduction Act (IRA) opportunities Organization Previous Amount Adjusted Amount
($000s) ($000s)
CA Community Power (CC Power) 60 150
I
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PRESENTATION
Summary - Despite ongoing
uncertainty, the overall financial
picture looks good for FY22-23
Biggest risks include late-year adjustments to
PCIA / PG&E Gen Rate and significant volatility in . power prices Reserve targets increase to account for risks as
modeled in the stress test analyses
Keep 1% customer discount rate and revisit once
PG&E and PCIA rates are known
Power supply costs increase, but margins showing
favorable improvement
Budget increases for operating expenses other
than power supply needed to advance strategic
focus areas including retaining and attracting
employees, reducing operational risks, and
enhancing operational efficiency.

Many Risks can Deplete Reserves
Market Prices
Reduced Revenues
via Higher PCIA and
Lower PG&E Rates;
Increased Power
Supply Expense
SUPPLY
Project delays;
PPAs Default or
Renegotiate for
Higher Prices
L&R ISSUES PAYMENTS LOAD LOSS CYBER·RISK
IRP, RPS, RA Customer Defaults Direct Access Hardware, Software, R f IP it· and Potential for and Training to combat e orm ena 1es, Expansion Ransomware and PCIA, POLR Phishing
RATE
Rate Increases due
to socialized wildfire
costs, Energy Price
Increases will
ultimately impact
usage and
electrification
7 • Approve the following:
• Resolution 2022-21, Adopting the FY 2022-2023 Operating Budget
• Updated Financial Reserves Policies
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PRESENTATION
8 Item 4

PRESENTATION
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PRESENTATION

1. Revenues
Issue
PG&E's preliminary 2023 rate forecast,
issued in May, is based on outdated
market prices. Results in lower SVCE
revenues than likely the case.

Attempt to calibrate NewGen Model to
likely prices used by PG&E overstates
SVCE Margins by N10%*.
*Using latest version 3.1 - version 2.5 used for Executive Committee presentation.

Proposed Budget
Uses latest market data
in NewGen model and
discounts results (reduce
SVCE Margins) by 10% for
modeling error.

Implications/Reasons
Likely aligns revenues
closer to rates that PG&E
will update in October.

Better aligns revenues
with power supply costs
Primarily for budget
setting purposes.

Additional expenditures
based on headroom
projections will be made
by the Board likely in
December when actual
PG&E and PCIA rates are
known.
10 Healthy SVCE Margins Remain
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PRESENTATION
Current Effective
Rate*
PG&E Gen Rate:

14.30 ¢/kWh
1% SVCE discount t
PG&E ERRA Forecast
2023 Rate**
PG&E Gen Rate:

12.62 ¢/kWh
Proposed Budget
2023 Rate ***
PG&E Gen Rate:

12.79 ¢/kWh
2% SVCE Discount
* Source: PG&E June 2022 Updated Rates
** Source: PG&E 2022 ERRA Forecast (Weighted for SVCE Portfolio Load) *** Using NewGen Model with 7/16/2022 Forward Curves and 10% haircut Above margin analyses ignores minor reductions for franchise fees (0.09 ¢/kWh) 11 •
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PRESENTATION

2. Reserve
Targets
Issue
Ensure SVCE maintains sufficient
reserves to manage risks such as
those modeled under Stress Test
Scenario Two.

Prices collapse reducing revenues
and there's additional draw on
reserves from increase in financial
posting requirements to the
Provider of Last Resort (PG&E).

Use stress test 2 scenario
assumptions and update for Fiscal
Year period (Oct 2022 to Sep 2023) and
latest market data
Proposed Budget
Targets to keep reserves above
120 Days Cash On Hand (DCOH)
for FY 2022-2023 and FY 2023-
2024 (under stress test scenario 2
assumptions)
Resets Upper Reserve Target such
that over the next 5 fiscal years
reserves do not fall below 90
DCOH
Implications/Reasons
FY 23 margins not
guaranteed given true-up
in 2024 for PCIA and
PG&E Gen rate
If adverse conditions
materialize, need 120
days to reshape strategy
and secure additional
liquidity
Increase upper reserve
target to take advantage
of good margin years to
manage risks over 5-year
period
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PRESENTATION
Reserve Targets (DCOH}
Minimum
Goa I (Target)
Maximum (Upper Target)
Derived using stress test scenario 2*:

Current
120
230
320
Draw on reserves in FY 2024 would be N$186 million
New Targets
120
285
490
To end up with 120 DCOH in FY 2024, need to end 2023 with N$288 million in reserves $288 million is equivalent to holding 285 DCOH (@ $1.01 million a day burn rate) * Updated with budget assumptions and modeled over fiscal year as opposed to calendar year 13 •
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PRESENTATION
© Add'I Expenditure - Discount Rate & Programs Funding
Issue Proposed Budget Implications/Reasons -- -

3. Additional Continue to provide Target discount at 3% Reaching new target reserve Expenditure competitively-priced and high- 2% for all customers levels ensures SVCE can valued services to SVCE Additional 1% converted to $ bill credits to CARE withstand adverse risk 1% discount over 12 customers & FERA customers scenarios months N$5 million
1% discount over 9 Funds not needed to cover cost- Board can change the budgeted discount rate, Keeping the discount rate to a months (Jan - of-service flow to customers via once actual PG&E rates are known, which is reasonable level Sep) N$3.6 million lower SVCE rates (discount to expected to occur in late Dec 2022. Until then Enables additional funding for comparable PG&E rates) current 1% discount rate continues. valued customer programs Monthly Average Bill such as decarbonization
Savings of 1% Cost-of-service includes funds Revisit additional funding for programs during efforts Discount: needed to cover operations, Residential - mid-year budget update in March given time Ensures there's more N$0.66 meet reserve targets, and fund needed to ramp up new initiatives to utilize organizational resiliency to Small Commercial decarbonization programs respond to risks over the 5-yr - N$2.39 existing authorized funds planning horizon
Medium
Commercial -
N$26.89 Time SVCE rate change with
PG&E rate change when Board
will have more certainty on
PG&E Gen and PCIA rates
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PRESENTATION

4. Power
Supply
N90% of
Expenses
Issue
Power prices are near record high levels and
market is very volatile
In addition to PG&E Gen Rate and PCIA
uncertainty, power price volatility makes budget
projections more uncertain
Currently hedged N79% for FY 2023
Remaining 21% exposed to volatile market prices
Load Projection for FY2023 is N3.9 Twh, slightly
higher than Mid-Year Budget
Commercial load is to yet to recover pre-Covid levels (-) Offset by increase in number of meters
served by SVCE (+)
Contract delays/negotiations further add
uncertainty
Cost of carbon-free energy is high due to low
hydro conditions. PG&E allocations help
Resource Adequacy requirements are changing,
and costs are high
Proposed Budget
Continue hedging to current ERM
(Energy Risk Management) targets
Staff conducting additional
analyses of hedging targets
based on stress test findings.

Recommendations to be
developed later.

Continue with SVCE 100% clean
policy
Purchasing remaining carbon free
allocations expected to cost
about $1.2 million to $6 million
depending on PG&E allocations.

Implications/Reasons
High hedge targets increase risk
to price collapse; does not
account for correlation of prices
to PCIA and PG&E Gen rate
Need further analysis before
changing policy given
challenges of uncertainty in
modeling PCIA and PG&E Gen
Rates
Maintain high customer value
proposition with 100% clean
energy and serve SVCE mission
Furthers SVCE focus toward
24x7 clean energy goal
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Item 4

PRESENTATION

4. Additional
Costs
Issue
Growth in all areas of the
organization requires
additional staffing
Decarb Programs effort
increasing from N$2M/year to
N$20/year for the next 3 years
Going from hundreds of
rebates to thousands
Increased engagement with
local agencies
Increase employee salaries
for cost-of-adjustment and
merit/promotions
Enhance employee benefits
to remain competitive with
peer CCAs
Budget for BPO, legal costs,
consulting for structed
financing, and cybersecurity
enhancements
Proposed Budget
Add 10 full time staff positions to the
current headcount of 39, bringing new
headcount level to 49 (Details in next slide)

5.3% adjustment for COLA
Based on 6-month rolling average of SF
Bay Area CPI (Dec-21 to June-22)
CEO discretion applied depending on
employee pay relative to market range,
performance, and date of hire
N$350k annual cost increase@ 39 FTE
Any additional increases for merit and
promotions based on CEO discretion
N$330k annual cost increase @ 39 FTE
Employee benefit enhancements (see
detailed slide) - N$370k annual cost increase
Other Additional Costs:

BPO - $1.375 million
Legal - $1.5 million
Structured Finance: $150k
Cybersecurity improvements: $250k
Implications/Reasons
Additional staff needed to:

Scale up programs team for double down
effort (more details in appendix)
Reduce high level of existing employee
workload
Advance strategic focus area goals
Create organization depth for business
continuity
Adjustments to employee compensation and
benefits needed to retain and attract talent
BPO, a key FY 21-22 strategic focus area to
mature operations to industry standards and
reduce operational risks
Sustained investments in cybersecurity
preparedness; FY22-23 efforts include virtual
CISO; Incident Response Tabletop exercises;
and a combined IT audit/ security
assessment, along with continued monitoring
and security tools. 16
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PRESENTATION
© Staffing - Propose 10 Additional Full-time Positions
Current Staffing
39 full-time employee
6 vacancies; 1 on Maternity Leave
5 intern positions
1 currently filled
4 part-time employees
Don Bray transitioned to part-time as Director of
Strategic Development
2 Climate Corps Fellows
21ong~ermindependent
consultants
Personnel Authority
CEO can approve job titles, salary ranges,
and org chart positions
Positions can be swapped / changed and
added within Board-approved budget
Additions will not exceed 10% of
authorized number shown in budget
Changes/ hires communicated in next
CEO report to Board
Per CEO personnel authority, these and existing positions may change to address evolving business needs.

Decarbonization Programs and Policy (3; tbd)
Senior Programs Specialist - Community Programs (1)- to design and implement decarbonization programs
Programs Specialist - Policy (1) - to support state and local policy and government initiatives Program Implementation Manager (1) - to oversee program delivery and effectiveness Additional Staff (tbd)- Will need additional staff over coming 12 months as programs scale up and more clarity is gained on types of resources needed
4PRO (3)
Regulatory Analyst (1) - to support engagement at CPUC, CAISO, CEC Power Data/ Markets Analyst (2) - to support increased data analysis from operational PPAs and Load Forecasting
ESCR (3)
Energy Services Specialists (2) - to support rate implementations and commercial/ industrial offerings
Outreach Specialist (1) - to support outreach directly to member agencies and community groups Finance & Admin (1)
Risk Control Analyst (1)- to support middle office functions and administration of internal controls including implementation of BPO
17 Benefit Current Proposed Supporting Detail
Health Reimbursement
Account (HRA) Cap $6000 / year Cap @ $18k (3x annual) SVCE leading (3CE offers $3600 / year), but balances growing beyond useful limits.

Cash In Lieu of Health Benefits $250 / mo $600 / mo CCA range ($250 - $750); ** Monthly Premium
Contribution $1200 / mo $1500 / mo CCA range ($1200 - $1891) Phone / Internet Allowance $50 / mo (phone only) $120 / mo CCA range ($50 - $150) – combine into a single “remote technology” allowance; **
Paid Parental Leave (bonding) none
120 hours during 1st year
after birth Offered by MCE and PCE
Employee Participation in
Program Incentives none $2500 / FTE
Recommend setting up a budget amount for staff to benefit from similar decarbonization incentives as customers but separated to avoid issues of unfair access. Estimating 50% utilization**
** Benefit may be taxable to employees; SVCE confirming tax status Item 4

PRESENTATION
SVCE is proposing benefit increases to remain competitive with peer CCAs 18 ($ in Thousands)
2022 2023 2024 2025 2026 2027
Operating Revenue (Budget) (Budget) (Forecast) (Forecast) (Forecast) (Forecast) GWh Sales 3,914 3,907 3,782 3,746 3,766 3,767
Electricity Sales, Net $ 384,498 $ 482,930 $ 410,965 $ 394,285 $ 361,155 $ 338,749 Available for PCIA/Gen Rate/Power Supply Cost Changes - - - (13,000) (27,000) (35,000) GreenPrime Electricity Premium 1,005 931 899 873 872 875 Total Operating Revenues 385,502 483,860 411,864 382,158 335,028 304,624 Operating Expense
Power Supply $ 274,979 $ 325,296 $ 302,663 $ 305,570 $ 300,691 $ 285,026 Operating Margin 110,523 158,564 109,201 76,587 34,337 19,598 Data Management 3,249 3,413 3,413 3,583 3,762 3,950
PG&E Service Fees 1,450 1,470 1,544 1,621 1,702 1,787
Staff Compensation 8,535 12,024 13,263 13,694 14,139 14,599 Consultants and other Professional Fees 5,669 8,016 8,417 8,838 9,280 9,744 Communications and Noticing 1,040 993 1,043 1,095 1,150 1,207 General and Administration 1,750 2,382 2,501 2,626 2,758 2,895 Programs 27,381 15,265 8,237 7,903 7,241 6,792
Total Operating Expenses 324,053 368,860 341,081 344,930 340,722 326,001 Operating Income 61,449 115,000 70,784 37,227 (5,694) (21,377) Nonoperating Revenue (Expense)
Other Income 50 50 51 51 52 52
Investment Income 300 592 713 836 904 895
Capital Outlay & Financing Costs (190) (203) (53) (53) (53) (53) Grant Income - - - - - -
Total Non-Operating Revenue (Expense) 160 439 710 834 902 894 Change in Net Position/Available for Reserves 61,609 115,439 71,494 38,061 (4,792) (20,483) Item 4

PRESENTATION
For forecast years
FY23-24 onward:

Revenues are based
on GWh Sales from
the CEC IEPR load
forecast and CalCCA
NewGen Model for
SVCE margin analysis
using latest market
data
Power Supply Costs
are based on updated
portfolio positions and
latest market data
Operating Expenses
are assumed to grow
5% /year
Staffing Headcount is
unchanged from
proposed FY22-23
level
19 ₵
₵
₵
Item 4

PRESENTATION
© NewGen Projection vs PGE ERRA Forecast
Comparing 2023 PCIA / Gen Rates using 3/28 curves
Gen Rate ( /KWH)

PCIA ( /KWH)
Headroom ( /KWH)
* Source: NewGen 3.1
Proposed PGE
ERRA Rate
(3/28)

12.62 1.43

11.19 NewGen
Projection
(3/28)*

13.05 0.93

12.12 Variance

0.43 -0.50

0.93 20
•
•
•
•
•
•
•
•
•
•
Item 4

PRESENTATION
© Stress Test Scenarios
Extreme but plausible scenarios that can deplete reserves and make SVCE uncompetitive.

Ensure adequacy of
reserves and
organizational resiliency
Guide development of
strategic plan
Shape FY 22-23 budget
and reserve targets
Price uncertainty Drives
the first 4 scenarios
Stress Scenarios for CY 2023 to CY2027 (five-year horizon):

1. Significant drop in energy prices including REC
Higher PCIA and lower PG&E Gen Rate

2. Insufficient financial liquidity
Price collapse triggers credit downgrade
Collateral calls from counterparties and CAISO
Increase in POLR (Provider of Last Resort) funding (called FSR - Financial Security Requirement)

3. PPAs default, renegotiate for higher prices, and/or delay start RPS non-compliance penalty
Replacement at higher prices

4. Load loss due to direct access and distributed load

5. Threat to Public Services or Facilities
21 Item 4

PRESENTATION
Projections include unspent program dollars
Reserves Forecast
$500
$450 490 days
$400
$350
1/J $300 C:
~
:E $250 285days
<II- ·=
$200
$150
$100 120days
$50
$0
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
- Total Adjusted Ending Reserves - Target Reserves Maximum Reserves - Minimum Reserves Source.· FY2022-23 Proposed Budget 22
Item 4

PRESENTATION
QI
u
·;;:

0. .c
3:
:1:
..._
<I\-
$140
$120
$100
$80
$60
$40
$20
$300
$250
$200
8 ·;::

0. .c $150
!
......
-v,. $100
$SO
$0
Jan-18
On-Peak NPlS Historical and Simulated Monthly Prices
Off-Peak NPlS Historical and Simulated Monthly Prices
Jan-19 Jan-20 Jan-21 Jan-22 Jan-23 Jan-24 Jan-25
- NP-15 Off-Peak ($/MWh) Historical - NP-15 Off-Peak ($/MWh) MEAN Jan-26
Forward Price Levels elevated compared to history,
driven by gas prices recently due to Ukraine Crisis
$9.00
$8.00
$7. 00
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
- Hen ry Hub 7/ 14/2022
Henry Hub Forward Prices
- Hen ry Hub 2/11/2022 - Actuals
23 Item 4

PRESENTATION
© Energy Risk Management Min/Max Bands
I
We hedge to manage market price risk. 79% of FY 23 load is hedged. However only 72% of CY 23 is hedged.

Period Year
Balance
2022 of Year
Year 2 -
2023 2023
Year 3 -
2024
2024
Year 4 -
2025
2025
Year 5 -
2026
2026
ERM Min ERM Max
Tolerance-LRB Tolerance LRB
" "
80% 110%
70% 90%
55% 80%
50% 80%
50% 80%
SVCETotal
Hedge" Net Open Position Tolerance and Positions
120%
94% 100%
80%
72% 60% 71.7% ---17;;3_4:%r----t~~---1-

66.4%
40%
73% 20%
0%
66% 2022 2023 2024 2025 2026
- SVCE Board-approved Hedging Tolerance Bands, 2021-2026 - SVCE Total Hedge% 58%
24 •
•
•
•
•
•
•
Item 4

PRESENTATION
FY 23 costs are estimated to be higher than FY 22 at the Mid-Year Budget.

Net Energy Supply Costs, Fiscal Year
$350,000,000
$300,000,000
$250,000,000
$200,000,000
$150,000,000
$100,000,000
$50,000,000
$-
Spot Market Costs
■ Renewable Energy Supply
Resource Adequacy
6M
54M
17M
61M
92M
95M
FY2023
■ Contracted Supply Costs
■ Environmental Products
■ CAISO Costs
FY 23 Power Supply Cost N$325.7M:

Load Cost - CAISO energy(+)
Energy hedges (net of CAISO
revenues) (+)
Renewable Energy Supply (PPAs) (-)
Clean Environmental Products -
short-term index+ RECs and carbon-free resources (+)
Resource Adequacy(+)
CAISO non-energy costs (+)
Source: FY2022-23 Early Draft numbers 25
•
•
•
•
Item 4

PRESENTATION
Load Recovery is assumed to be about 50%* offset by increase in new load moving into SVCE portfolio Load is yet to recover to Pre-COVID
levels.

C&I Load is yet to recover
Shelter in place residential load
increase has tapered off due to
return to office and milder
temperatures
This Load loss is offset by some
growth with new meters.
*Prior forecast had assumed 100% recovery by 2022.
4,100,000
3,900,000
3,700,000
Vl 3,500,000 ....
.c
s 3,300,000
~ 3,100,000
2,900,000
2,700,000
2,500,000
Historical Baseline & 2023 Load
2019A 2020A 2021 A 2022 (Budget) 2023 Forecast
- Load - Actuals Average
26 CCA Comparisons
CCA Name FY20-21 Staffing
Accounts Revenue
($MM)
Net Position
($MM)
FY21-22 FY22-23
Silicon Valley Clean Energy 274,000 $242.9 $166.1 39 49 Peninsula Clean Energy 296,000 $228.2 $180.8 32 39
Central Coast Community Energy 430,000 $288.6 $190.0 43 43 Clean Power Alliance 1,033,800 $824.3 $74.2 59 69
East Bay Community Energy 640,000 $424.1 $171.9 49 68
MCE 470,000 $454.7 $189.4 63 76
CCA Discount Rates
CCA Name 2020* 2021* 2022* Proposed FY22-23
Silicon Valley Clean Energy 4% 1% 1% 3%**
Peninsula Clean Energy 5% 5% 5% 5%
Central Coast Community Energy 2% 0% 2% / COS*** 2% / COS*** Clean Power Alliance 0% -17% 0% 0%
East Bay Community Energy 5% 0% 1% 3%
MCE -3% -15% 18% 7%
*2020-2022 discounts are determined from residential rates presented in the respective Joint Rate Mailer **SVCE discount is 1% through CY22, becomes 3% in January 2023 **3CE provides a 2% discount in SCE service territory and bases rates on cost-of-service in PG&E territory Item 4

PRESENTATION
27 14
21 25 25
27 27
31 32
38 39
49 0
10 20
30 40
50 60
0 2
4 6
8 10
12 14
16 18
Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Sep-20 Mar-21 Sep-21 Mar-22 Sep-22 $MM / FTE
Rev ($MM) / FTE Cost ($MM) / FTE FTEs
Item 4

PRESENTATION
Revenue and Energy Costs/ FTE have remained fairly flat over time. 28 Item 4

PRESENTATION
CEO
I
r r ' ' Chief Director of Chief Senior
Operating Strategic Financial Government
Officer (COO) Development Officer and Affairs
and Director ----------------------------------, Director of Manager of Power I Administrative CEO
Resources I Services
4PO I F&A I
J I l
r r r 1 1 1 I I I 1 1
Senior Power Senior Power Power Power Senior Power Senior Risk Deputy Senior Technology Manager of Resources Manager of Resources Supply Supply Manager of Markets/ Manager Director of Financial Services Power Planner Power Manager Program Program Energy Policy Data Analyst F&A Administration Analyst Manager Resources 4PRO Operations 4PRO Manager Manager and 4PRO Services F&A F&A Manager 4PRO 4PRO 4PRO Regulatory F&A
4PRO Analysis
I 4PRO
Wholesale Power l Regulatory & Senior Senior
Energy Settlements Compliance Quantitative Management
Markets l & Manager Analyst Analyst
Manager Compliance 4PRO F&A F&A
4PRO Analyst
4PRO
Associate Power l Senior Risk Control Administrative
Power Markets/ Regulatory Analyst Assistant
Analyst Data Analyst Analyst F&A F&A
4PRO 4PRO 4PRO
Regulatory Human
I Full-Time I Analyst Resources
4PRO Generalist
I Part-Time I F&A
I VACANT I Interim
Administrative
I NEW I Assistant
F&A 29
Item 4

PRESENTATION
I I
Board Clerk / Director of Energy
Executive Services and
Assistant Community Relations

CEO ESCR
I
I I I
Energy Services Energy Services Communications
Lead Lead Manager

ESCR ESCR ESCR
Energy Services Energy Services Senior Marketing
Specialist Specialist Specialist

ESCR ESCR ESCR
Marketing Specialist
ESCR
Marketing Specialist
ESCR
Full-Time
Part-Time
VACANT
NEW
CEO I
I
I
Internal Operations
Program Manager
CEO
I
Interim Com!!1unications
Manager
ESCR
__J
Senior Communications
- Specialist
ESCR
L
ClimateCorps -
Community Outreach
Fellow
ESCR
Outreach Specialist
ESCR
I
Manager of
Community Programs
DPP
Program
Implementation
Manager
DPP
Senior Programs
Specialist
DPP
Senior Programs
Specialist
DPP
Senior Programs
Specialist
DPP
Programs
Specialist
DPP
I
Director of Decarbonization
Programs and Policy
DPP
I
I I
Senior Data Deputy Director of
Analyst Decarbonization Programs &
DPP Policy
DPP
~
Data Senior Public Sector Services
Engineer Manager
DPP r-- DPP
Energy Services Specialist
DPP r--
ClimateCorps - Funding and
Finance Fellow r-- DPP
30 • Director
• Programs-focused team (3
staff)
• Policy and government
support team (3 staff)
• Data team (1 staff, hiring
another now)
•
•
•
•
•
Item 4

PRESENTATION
© Decarb Programs and Policy Staffing - today
Current Staff Recent Re-org
Consolidated staff working to design and manage
programs
Emphasized tie-in for programs to support local
government initiatives and policy
Double Down
Direction from Board to increase efforts 2X over next
few years
Major scale-up in program scope and local policy
support
On top of ongoing and planned current efforts
31 • Need to go from
~$2M/year to ~20M/year
for next three years
• Need to go from hundreds
of rebates to thousands
• Need to meet more with
local agencies to explore
options and provide
support
•
•
•
•
•
Item 4

PRESENTATION
© Decarb Programs and Policy Staffing - future
Significant Increase in
Efforts
More Staff Required
Build capacity for managing additional, larger
programs
Ensure time available for analysis, review and
optimizing efforts
Developing relationships is labor intensive
Tools Required
Simplify and streamline budgeting, tracking and
reporting
Facilitate increased volume of applications
32 •
•
•
•
•
•
Item 4

PRESENTATION
© Decarb Programs and Policy Staffing - needs
Known
Data analysis support - further inform program approaches and respond to policy questions from cities (hiring Data Engineer now)
Program roll-out capacity - move planned but de-prioritized projects forward, add ability to handle new projects that arise, and increase ability to dig deeper into program details to improve the offerings we have (requesting Sr Programs Specialist) Government and policy support - allow for more concurrent analysis of requests from different cities, ramp up conversations sooner, and deeply participate in key state-level proceedings impacting decarbonization (requesting Programs Specialist) Currently Unknown - will evolve over coming 12 months
To reach necessary scale of programs, do we need more staff? Consultants? What is the level of uptake from our cities in policy experimentation and exploration? How much effort is required to implement new tools? Once in place, how much time do they free up? 33
Year COLA
FY17-18 3%
FY18-19 4%
FY19-20 4%
FY20-21 0%
FY21-22 5%
FY22-23 (6 mo
trailing CPI) -
proposed 5.3%
Item 4

PRESENTATION
Proposed 5.3% COLA based on SF Bay Area CPI; smoothed over trailing months Add'I Merit/promotional increases at CEO discretion
Cha.rt 1. Ov,er-the-yea.r percent change in CPl-11.J, San Fra.ncisco-Oa.klla.nd-Haywa.rd, CA, June 20,19-June 2.022
--All ite ms
Percent change - - - - All ite ms less food and energy
8_0 .---------------------------~
7_0 >---------------------------------1
6,_ 0 1-----------------------------#----i
3_0
o_o 1-----+------1--+----+--+-----+---+----+--+----+--+----+------11----+----+--+-----+-----t J un Aug1 Oct Dec Fe b Apr Jun Aug1 Oct Dec Fe b Apr Jun Aug Oct Dec Fe b Apr Jun 2019 2020 2021 2022
Source: U_S_ Bureau of Labor Statistics_
Consumer Price Index, San Francisco Area - U.S. Bureau of Labor Statistics (bis.gov) 34 Headcount Base Salary Cost* COLA (5.3%) Merit (5% avg) Total Annual Salary Cost* 39 $6,582,670 $348,882 $329,134 $7,260,685
*Salary, not including benefits or contingency
Item 4

PRESENTATION
© Budget Impact of COLA & Merit Increase Proposals
Proposed 5.3% COLA to be based on SF Bay Area CPI; smoothed over trailing 6 months Merit increases at CEO discretion
35 Benefit Current Proposed
Total Added Annual
Cost
% of Personnel
Budget Supporting Detail
Health Reimbursement
Account (HRA) Cap $6000 / year Cap @ $18k (3x annual) $0 0% SVCE leading (3CE offers $3600 /
year), but balances growing beyond
useful limits.

Cash In Lieu of Health Benefits $250 / mo $600 / mo $37,800 0.31% CCA range ($250 - $750) ** Monthly Premium
Contribution $1200 / mo $1500 / mo $144,000 1.20% CCA range ($1200 - $1891) Phone / Internet Allowance
$50 / mo (phone
only) $120 / mo $41,160 0.34%
CCA range ($50 - $150) – combine
into a single “remote technology”
allowance **
Paid Parental Leave (bonding) none
120 hours during 1st year after
birth $84,000 0.70% Offered by MCE and PCE
Employee Participation in
Program Incentives none $2500 / FTE $61,250 0.51%
Recommend setting up a budget
amount for staff to benefit from
similar decarbonization incentives as
customers, but separated to avoid
issues of unfair access. Assumes 50%
utilization.**
TOTAL $368,210 3.06%
** Benefit may be taxable to employees; SVCE confirming tax status Item 4

PRESENTATION
SVCE is proposing benefit increases to remain competitive with peer CCAs 36 HRA Balance # of FTEs
Above $18k 6
$10k - $18k 5
$5k - $10k 10
Under $5k 4
Item 4

PRESENTATION
© Staffing I Benefits - Fiscal Impacts
HRA Levels by# of FTEs
37 Since March 2020, the overall arrearage amounts have grown roughly 2.5x.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
31+ Days
•
•
•
Item 4

PRESENTATION
SVCEs Arrearage Total for customers 31+ days late
31+ Days Date Amount
High 11/29/2021 $7.99M
Low 4/17/2020 $2.54M
Current 5/30/2022 $6.45M
Green arrow indicates receipt of
$1.3M in Federal CAPP funds
A second round of CAPP funding is
expected for late summer/fall 2022
Growth at red arrow indicates short-term growth in 31-60 day aging 38 bucket only - will likely decrease
Low Medium High
2022 Additional $660,895 $1,982,290 $3,964,579
2019 Ordinary Loss $414,580 $414,580 $414,580
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
SVCE 2022 Customer Debt Write-off Bookends
• 2019 Average 31+ Day Arrearage of $2.5M
yielded $415k in Write-offs (16.7% of total)
• 2022 Arrearage is $3.9M higher than 2019 after
receiving $1.3M in CAPP payments in March 2022
• Remaining $3.9M used as basis for the following
write-off scenarios:
$1,075,475
$2,396,869
$4,379,159
Item 4

PRESENTATION
f: [ [
Scenario Assumptions
Low 16.7% of $2.5M PLUS 16.7% of $3.9M-same as 'normal' year Medium 16.7% of $2.5M PLUS 50% of $3.9M
High 16.7% of $2.5M PLUS 100% of $3.9M
Data Current 5/30/2022 39

CURRENT STATE

1. Small group of people managing multiple
large transactions (~$275MM annually)

2. Leveraging many consultants & outside
experts

3. Adapting to new regulations continuously

4. Manual and labor-intensive processes
create operational and business
continuity risks

5. Non-integrated data impedes ability to
efficiently and effectively make insightful
data-driven decisions
Item 4

PRESENTATION
BPO is a key initiative under the strategic focus area: Internal Operations & Cyber Risk Management Auditable
Integrated
Data, systems, standards and
processes are audltable, documented,
and incorporate proper controls Automated
Integrated, single source of truth;
common assumptions/Inputs,
connections between functions
Engaged
Full staff engagement, "buy-Inn,
efficacy and efficiency; tools responsive
to needs; appropriate training;
embedded 1n culture
Adaptable
The system Is adaptable to
accommodate changes to business
requirements and technology
Processes, analyses and reporting
are automated, streamlined and
efficient
Secure
Data and systems are centralized
and secure; users have appropriate
levels of access
Right-Sized
The system 1s right-sized for our org
but scalable and extensible to
accommodate ant1c1pated needs
40 •
•
•
•
•
•
•
•
•
Item 4

PRESENTATION
Current: Phase 1 of the project focuses on Deal
Capture and Settlements
$500k year 1 license
$600k implementation
$275k contingency
Phase 2 will focus on portfolio and risk
management integrations
Phase 3 will be defined later but could include:

Customer Relationship Management Including
Program Design and Implementation
Meter Data Forecasting and Analysis
Financial Management and Modeling
ETRM & Regulatory Complianice Mgmt.

Integrated, Automated, and Auditable Business Process
Met•r Dlt•
Foru.t$tin1 • nd
A,..1.,.1,
Fin•rw::i•I
M• n•prnt:nt •nd
A«ounti"'I
Input SV!lems, A1rnlyticijl MQl!el.li &
Models & Flies fool.li I&\ r;:::::==========;-i
Users
Dashboards
Alerts, Metrics, & Reports
Including Compliance
41 Item 4

PRESENTATION
© BPO - Next Steps for Deal Capture and Settlements
System
June/July 2022 • Contract negotiation
• Seek BOD approval
• Work commences
• Project timeline
• Vendor proposals indicate a 6-12-month implementation plan • Implementation complete
42 •
•
•
•
•
•
•
Bilateral Settlements
# of PPAs 13
# of Data Points (Price, Quantity, Amount) 3
# of Intervals per Hour 12
# of Hours per Day 24
# of Days per Month 31
Total Intervals of Data 348,192
CAISO Settlements
# of Relevant CAISO Charge Codes 20
# of Settlement Versions 5
Total Intervals of CAISO Data 34,819,200
Contract Costs Paid to Suppliers $25,000,000
Absolute Value of CAISO Settlements per Month $50,000,000 Total Dollars Settled per Month $75,000,000
Item 4

PRESENTATION
© Value of Deal Capture and Settlements
Scale of SVCE's Wholesale Portfolio
SVCE's wholesale portfolio is scheduled and settled at an hourly and sub-hourly basis
Monthly settlements with suppliers are payables of over $25M per month and based on over 348K rows of data
CAISO settlements have approximately 20 highly
relevant charge codes applicable to SVCE's portfolio and CAISO settles each trading day 5 times resulting in nearly 35M rows of data per month and over $SOM in total
costs and revenues
Sheer magnitude of portfolio requires a Deal Capture and Settlements system
Not manageable with spreadsheets (Excel limit is N1M rows) Significant operational risk if SVCE operates without a scalable system
System is basis for confidence in accuracy of SVCE's portfolio costs and revenues
43 Item 4

PRESENTATION
© Budgeted Contributions to Other Organizations
Organization
CA Community Power (CC Power)
CA Community Financing Agency (CCCFA)
CA Community Choice Association (CalCCA)
TOTAL
Adjusted Amount ($000s)
150
75 400
625
44 SILICON VALLEY CLEAN ENERGY
FY 2022-23 OPERATING BUDGET
($ in thousands)
FY 2022-23

DESCRIPTION

PROPOSED
BUDGET

ENERGY REVENUES
Energy Sales 482,930
Green Prime 931
TOTAL ENERGY REVENUES 483,860

ENERGY EXPENSES
Power Supply 325,296
OPERATING MARGIN 158,564

OPERATING EXPENSES
Data Management 3,413
PG&E Fees 1,470
Salaries and Retirement 12,024
Professional Services 8,016
Marketing & Promotions 862
Notifications 131
Lease 525
General & Administrative 1,857
TOTAL OPERATING EXPENSES 28,299
OPERATING INCOME (LOSS) 130,265

NON-OPERATING REVENUES
Other Income 50
Interest Income 592
Grant Income 0
TOTAL NON-OPERATING REVENUES 642

NON-OPERATING EXPENSES
Financing 3
Interest 0
TOTAL NON-OPERATING EXPENSES 3

TOTAL NON-OPERATING INCOME
(EXPENSES) 639
CHANGE IN NET POSITION 130,904

CAPITAL EXPENDITURES, INTERFUND

TRANSFERS & OTHER
Capital Outlay 200
Transfer to CRCR Fund 0
Transfer to Program Fund 9,765
Nuclear Allocation 1,900
Add'l Programs Allocation 0
Add'l Customer Bill Relief 3,600
Other 0

TOTAL CAPITAL EXPENDITURES, INTERFUND
TRANSFERS & OTHER $15,465
BALANCE AVAILABLE FOR RESERVES $115,439
Item 4

PRESENTATION
45 New SV Clean Energy
PowerPoint Template
Subtitle
Item 5

PRESENTATION
• 10-Year term Resource Adequacy (RA) Agreement with expected delivery from June 1, 2023 through May 31, 2033;
• Up to 75 MWs megawatts (MW) of lithium-ion battery incremental capacity; and
• The total contract amount not-to-exceed $81,477,000.

Delegate authority for CEO to execute with following parameters:

Item 5

PRESENTATION
2 •
•
•
•
•
•
•
•
•
•
Item 5

PRESENTATION
11,500 MWs of additional clean capacity to be procured by 2026 D.21-06-035 adopted by
CPUC on June 24, 2021 to
address reliability needs
Designed to achieve
ambitious greenhouse gas
(GHG) emissions reduction
targets by 2030
Mandates the procurement
of clean and reliability zero-carbon electricity resources Objective of replacing the capacity retiring from the Diablo Canyon Power Plant and several once-through-cooling units
Requirements are allocated to all LSEs in proportion to their overall load on the electric system
The order further distinguishes technology specific procurement requirements such as:

Long-Duration Storage (8-Hour Duration)
Firm Clean Resources (Geothermal)
Paired Energy Producing Capacity (Solar+ Storage)
Zero-Emitting Peak Resources (4-Hour Storage)
3 •
•
•
•
0 50
100
150
200
250
2023 2024 2025 2026
DCPP RA Capacity Procured Firm Resources (e.g. Geothermal) Procured Zero-Emitting Peak resources Procured Long-Duration Storage Procured Zero-Emitting Peak resources Procured (Baldy Mesa) MTR NQC Requirement (MWs) DCPP Requirement (2023 - 2025 Procurement) (MWs)
Item 5

PRESENTATION
@svCE's Mid-Term Reliability Obligation
MTR Requirement No. 1 -
Zero-Emitting Peak
Resources (by 2023)
~!R Requirement No. 2-
Dia blo Canyon Power
Plant (DCPP) Replacement"
(by 2025)
fv'!TR Requirement No 3. -
Firm Clean Resources (by ..... ~ 2026) - New Geothermal V MTR Requirement No 4 -
8-Hour Long Duration ..... ~
Storage (by 2026) V
SVCE re quired · to procure 237 M
years 2023 - 2026 to add ~s to come online over calend
ress vanous capac·t 1 Y needs ar
■
■
41 -
SVCE 237 MW M. id-Term Reliability Obligation
165
-
■
■
■
196
-
I No. 6
No. 3
237
-
I
} No. 4
{
4 •
•
•
•
•
•
Item 5

PRESENTATION
Baldy Mesa was selected via the January 2022 SVCE/3CE/SCP Joint Solicitation for MTR Resources On January 5th, 2022, Silicon Valley Clean Energy, Sonoma Clean Power Authority, and Central Coast Community Energy, or "The Joint CCAs", issued the MTR Procurement Joint CCA RFO
38 other projects offered
Extensive fundamental analysis and evaluation
Shortlisted Baldy Mesa in March 2022
Project was selected because of its near-term operation date, price, and experience of working with AES as a developer
Contract negotiations commenced in April 2022
5 ‒
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‒
‒
‒
‒
‒
‒
‒
‒
‒
Item 5

PRESENTATION
AES Baldy Mesa is a paired Solar+ 4 Hour Storage Resource Selected from the March
2022 Mid-Term Reliability
Solicitation
Meets MTR Requirement #1
Seller: Baldy Mesa Solar, LLC
Developer: AES Clean Energy Development
Technology: 4-Hour Duration Lithium Ion Battery
Project Size: 75 MWs
Product: Resource Adequacy attributes only of Baldy Mesa's Battery Term: 10 Years; (Meets Minimum MTR requirement)
Price: $/kW-Month Fixed Price
Location: San Bernardino County, CA
Expected Commercial Operation Date: June 2023
Other: Contract allows for the ability to add out of state bridge import to meet 2023 gap
6 •
•
•
Item 5

PRESENTATION
Penalties and Additional Procurement Efforts
If SVCE fails to meet its procurement obligations, the following penalties may be imposed:

IOUs will be ordered to backstop with costs assigned to LSEs and/or its customers SVCE will be assessed penalties if it is determined it did not achieve its requirements or made efforts to procure
Deregistration as an LSE
SVCE can pursue other procurement efforts and delay procurement to future months 7 •
•
•
•
•
•
•
Item 5

PRESENTATION
© Future Mid-Term Reliability Procurement
Multi-pronged approach to meeting Mid-Term Reliability requirements Issued new Joint Solicitation with 3CE/SCP/PCE with focus on 2024 tranche (generic clean resources)
Evaluation in process
Diablo Canyon Power Plant Replacement Procurement Focus Regulatory Advocacy - Extension of deadlines given supply chain difficulty and Diablo Canyon Power Plant extension
Possible RFO late Fall 2022
Preserving SVCE's current Power Purchase Agreements to provide MTR value Administrative Law Judge Ruling - Staff is reviewing and will comment 8 •
•
•
Item 5

PRESENTATION
Baldy Mesa will meet a
portion of SVCE's MTR
Requirement No. 1 for Zero-Emitting Peak Resources
Baldy Mesa will also provide
Resource Adequacy to meet
regular RA Requirements
Delegate authority for CEO to execute the
Baldy Mesa RA-only agreement with following
parameters:
10-Year term Resource Adequacy Agreement
with expected delivery from June 1, 2023
through May 31, 2033;
Up to 75 MWs megawatts (MW) of lithium-ion
battery incremental capacity; and
The total contract amount not-to-exceed
$81,477,000.
9 • Subtitle
New SV Clean Energy
PowerPoint Template
Item 6

PRESENTATION
Revised
• Subtitle
New SV Clean Energy
PowerPoint Template
Item 6

PRESENTATION
Revised
•
•
•
•
•
•
Item 6

PRESENTATION
Revised
The IRP is used by
CPUC as an
"umbrella
proceeding"
connecting many
policy issues and
state goals.

The potential for
procurement
orders/ obligations
also make it one of
the most impactful.

LSEs submit IRPs every two years
This is the 3rd IRP cycle
LSE Portfolios are required to show how they plan to meet RA, GHG & RPS goals.

Planning horizon extended to 2035
These plans are "stitched together" to form a Preferred System Plan, which the CPUC confirms will meet all system needs and policy goals Previous two cycles resulted in procurement orders totaling N14.8 GW of NQC capacity
Acronym Key:

LSE: Load Serving Entity
GHG: Green House Gases
RA: Resource Adequacy
MMT: Million Metric Tonnes
CPUC: California Public Utilities Commission
NOC: Net Qualifying Capacity
3 Item 6

PRESENTATION
Revised
California's Ambitious Climate Goals
500
........ Q)
~
0 "----~ ,..
~ 6-------~02.0 Tar9et , ................................................................................ .. u 400
I-2 '
2 -ti') 300 C
0 "in
ti')
E
w 200
l'.J
I
l'.J
ro 100 :J
C
C
<(
' ' ' ' , .2030. Target .................................................. . , ,Executive Order
' S-3-05
' ~ 2050 1 rge llil uuumm
Q,--'-,...-----------------.----------------.---------
2 0 2010
rA, s1L1coN VALLEY ~ CLEAN ENERGY
2020 2030
Figure courtesy of California Climate Change Scoping Plan:
https://ww3.arb.ca.qov/cc/scopinqplan/scopinq plan 2017.pdf 2040 2050
2030: 40% below 1990 levels
2050: 80% below 1990 levels
SB 100: Renewable and carbon-free energy sources must supply 100% of retail electricity demand
by 2045
4 Item 6

PRESENTATION
Revised
500
-0)
e,.j
0 U 400
I-L
z
-.-
en 300 C
0 'ii)
Cl)
E
W 200
l9
l9
ro 100 ::,
C
C
<(
0 ~--~--- ~ =------• 2020 Target
' ' ' ' '
............................................................................................. ............................................................................................. . 2O30.Target .................................................. .. ' , , Executive Order
' S-3-05
' ' ',
' ~ ' 2050 Targe Jij
::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::i 2 00 2010 2020 2030 2040 2050
rA, s1L1coN VALLEY ~ CLEAN ENERGY Figure courtesy of California Climate Change Scoping Plan:
https://ww3.arb.ca.qov/cc/scopinqplan/scopinq plan 2017.pdf 2030 Statewide GHG goal: 260
Million Metric Tons (MMT) of
CO2 equivalent
CARB set a planning range of
30-50 MMT by 2030 for the
electricity sector in 2017. In
2021 the CPUC adopted a 38
MMT target for the sector in
2030.

This cycle LSEs are directed to
explore both 38 MMT and 30
MMT scenarios.

Item 6

PRESENTATION
Revised
30 MMTCase
The CPUC 60,000 j 55,000
believes ~ 50,000
~ 45,000 i: between 34-46 ·;:; 40,000 a
,:'.! 35,000 el
~
- GWof 30,000 new ~
a: " 25
,000 -c,
.. capacity will be tl 20
,000 ,; "
~ 15,000
needed by 2030, 10,000
5,000
-
-
depending on
-
- 0
2022 2023 2024 2025 2026 2028 2030 2032
the GHG-target. 38 MMTCase ■ Gas In the 30 MMT case 60,000 ■ Shed DR
~ 55,000
model primarily adds ~ 50,000 ■ Pumped Storage
~ 45,000
- ■ Battery Storage
-
·u wind (4 GW), solar (6 Customer Solar "' C. 40,000 u "' ~ ■ Solar 35,000 GW), batteries (1 GW) -- ::,
Offshore Wind ~ 30,000 QI
0:

Wind OOS New Tx "O 25,000 to hit GHG targets QI
t 20,000 Wind
QI
ai
V\
■ Biomass 15,000 - ■ Geothermal
10,000
5,000
-
!!!!!!!!!!!!!!! !!!!!!!!!!!!!!! !!!!!!!!!!!!!!! ■ Hydro (Small) 0 - - ■ Gas Capacity Not Retained 2022 2023 2024 2025 2026 2028 2030 2032 6
•
•
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•
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•
Item 6

PRESENTATION
Revised
Due November 1st
3 primary deliverables:

Narrative
Resource Data Template (each portfolio)
Clean System Power Tool (each portfolio)
SVCE is required to file either:
38 MMT and 30 MMT compliant portfolios OR
Portfolio(s) that exceed 30 MMT • [ Current Trajectory [ Current status:

Developing select narrative sections
Portfolio development
rA, s1L1coN VALLEY ~ CLEAN ENERGY 7
• Subtitle
New SV Clean Energy
PowerPoint Template
Item 6

PRESENTATION
Revised
•
•
•
•
•
Item 6

PRESENTATION
Revised
SVCE must balance
core goals of
reliable, clean, and
affordable while
also meeting
compliance
requirements
rA, s1L1coN VALLEY ~ CLEAN ENERGY
In evaluation portfolios SVCE must consider:

Affordability: Does the portfolio remain cost competitive and reasonably balance costs against other goals?
Reliability: Does the portfolio contribute reasonably to total system reliability? Will it meet reliability needs in both the context of the /RP and RA proceedings going forward?
Clean: Does the portfolio provide a viable set of clean energy resources to meet the needs of our customers and the grid? Does the plan put us on a path to carbon-free 24x7?
Risks/ Durability: Does the portfolio reasonably balance portfolio risks, including financial and regulatory?
Compliance: Does the portfolio meet the compliance obligations for all Conforming Portfolios?
9 •
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Item 6

PRESENTATION
Revised
Assessing several potential conforming plans to file
75% RPS by 2030
100% RPS by 2030
100% RPS by 2035
Also completing sensitivity runs - not to be filed - which may inform specific narrative sections
High Electrification Scenario
Offshore Wind
DCPP Extension
All conforming portfolios include SVCE's existing portfolio, PG&E allocations, VAMO allocation and additional short-term RA
All conforming plans use IRP assigned IEPR Forecast - 11% load increase by 2035, 12% peak increase by 2035
rA, s1L1coN VALLEY ~ CLEAN ENERGY 10
•
•
•
Item 6

PRESENTATION
Revised
Results shown in this presentation are draft and subject to change.

Both inputs and results are still being revised. These results have not been fully reviewed and vetted.

Plan
Current SVCE
Portfolio*
75% RPS by 2030
100% RPS by 2035
100% RPS by 2030
Common Themes:

Battery (MW), 2035
175
300
300
300
Generation (MW),
2035
742
1584
1584
~
Hybrid resources often found most economic in near-term 71%
71%
71%
In outer years wind is utilized as system curtailment increases mid-day Increase,
Generation
80%
113%
113%
Replacing hydro with RPS in the 100% RPS cases requires significant generation build rA, s1L1coN VALLEY ~ CLEAN ENERGY *Values represent all SVCE contracts expected online by 2030. 11 •
•
Item 6

PRESENTATION
Revised
75% RPS by 2030, Cumulative Build
1200
1000
800
600
400
200
210 210
0 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
■ Solar for Hybrid ■ Storage for Hybrid ■ Wind, Northern CA ■ Wind, Wyoming rA, s1L1coN VALLEY ~ CLEAN ENERGY
250
2034 2035
RPS target stays at 75% post-2030
but load growth quickens
Wind replaces hybrids as mid-day
curtailment increases
12 •
•
Item 6

PRESENTATION
Revised
1200
1000
800
600
400
200
0 100% RPS by 2035, Cumulative Build
310 250
2m4 2m5 2m6 2m1 2ms 2m9 2mo 2m1 2m2 2m3 2m4 2@5
■ Solar for Hybrid ■ Storage for Hybrid ■ Wind, Northern California ■ Wind, Wyoming ■ Geothermal Additional need for RPS energy
requires significant ramping of
build post 2030
Removes PG&E hydro allocation
starting in 2035
rA, s1L1coN VALLEY ~ CLEAN ENERGY 13
•
•
Item 6

PRESENTATION
Revised
100% RPS by 2030, Cumulative Build
1200
1000 ~~~':,
800
600
430 430 430 430
400
0~
430 430
200
90 110 110
0 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 ■ Solar for Hybrid ■ Storage for Hybrid ■ Wind, Northern California ■ Wind, Wyoming ■ Geothermal rA, s1L1coN VALLEY ~ CLEAN ENERGY
430
250
2035
New wind requirement to achieve
2030 target may be unreasonable
Removes PG&E hydro allocation
starting in 2030
14 •
•
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•
•
•
Item 6

PRESENTATION
Revised
IRP staff has
indicated they
would like to make
the IRP plan
enforceable and
are likely to order
additional
procurement going
forward.
rA, s1L1coN VALLEY ~ CLEAN ENERGY
SVCE may pre-emptively include some "defensive"
arguments for future strategic issues:

The Electricity Sector is rapidly evolving as are individual LSE needs. The IRP must allow flexibility in planning over time.

Highlight that portfolios are illustrative, not ones we will procure to
Procurement dependent on RFO results
Highlight changes to policies/ procurement orders impact our needs
Offshore Wind sensitivity
Diablo Canyon Extension sensitivity
15 •
•
•
•
•
Item 6

PRESENTATION
Revised
Staff will seek board approval on October 12th for SVCE's IRP filing Approval of portfolios to submit
Approval of key messages
Adoption of new policy goals
E.g. match preferred RPS targets to board adopted targets rA, s1L1coN VALLEY ~ CLEAN ENERGY 16
• Subtitle
New SV Clean Energy
PowerPoint Template
Item 6

PRESENTATION
Revised
Item 6

PRESENTATION
Revised
Procurement ordered
based on PSP
(procurement track)
IIRPs "stitched
together" in PSP to
find unmet needs
(planning track)
rA, s1L1coN VALLEY ~ CLEAN ENERGY
LSEs use
assumptions to
develop IIRPs
(planning track)
The IRP is designed to check that LSEs
and the system at large are on track to
ensure system reliability and clean
energy goals in the mid to long-term.

There are two primary "tracks";
planning and procurement.

Ideally, all steps of the process flow
naturally, with each prior step informing
the next.
18 •
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•
Item 6

PRESENTATION
Revised
Last cycle SVCE filed three portfolios:
38 MMT Conforming Preferred
Represents target procurement goals
46 MMT Conforming
For compliance only
Alternate (75% RPS, 38 MMT)
Alternative to check lower hydro reliance
rA, s1L1coN VALLEY ~ CLEAN ENERGY
350
300
250
S 200
~ 150
100
50 0
SVCE 2030 Results (Previous Cycle)
4 Hour Storage Solar
Resource
■ 38 MMT/ 46 MMT ■ 75% RPS
Wind
Build was the same for 38 and 46 MMT
cases, adjustments were made to assumed
short-term hydro contracts to achieve
required share of MMT target
19 Item 6

PRESENTATION
Revised
LSEs are provided
load forecasts
which they must
use for each
conforming
portfolio.

These assumptions
may not match
SVCE's long-term
• view.
rA, s1L1coN VALLEY ~ CLEAN ENERGY
SVCE Assigned 2022 IRP Load
6,000
5,000 --35_4 _
4,000
3,000
.t:: 4,826 5,148
3 2,000 4,482 4,580
l'.)
1,000
(622) - (1,000)
(713) (919) (1,169)
(2,000)
2024 2026 2030 2035
Axis Title
■ Baseline net energy for load GWh ■ Electric Vehicle Load GWh ■ Building Electrification GWh ■ Energy Efficiency GWh
■ Behind-The-Meter Photovoltaics (BTM PV) GWh ■ Behind-The-Meter Storage Losses (BTM Storage) GWh Acronym Key:

BTM PV: Behind the Meter Solar Photovoltaic
IEPR: Integrated Energy Policy Report
CEC: California Energy Commission
All Conforming Plans must use
the assigned load from the CPUC
for energy, peak (RA) and BTM
PV needs. Other load modifiers
are calculated as a share of load.

These forecasts are derived from
the IEPR forecast developed by
the CEC.

To assist with the narrative,
SVCE will also model a High
Electrification scenario which
increases load by 11% and peak
by 4% by 2035.
20 Item 6

PRESENTATION
Procurement ordered
based on PSP
(procurement track)
IIRPs "stitched
together" in PSP to
find unmet needs
(planning track)
rA, s1L1coN VALLEY ~ CLEAN ENERGY
LSEs use
assumptions to
develop IIRPs
(planning track)
The IRP is designed to check that LSEs
and the system at large are on track to
ensure system reliability and clean
energy goals in the mid to long-term.

There are two primary "tracks";
planning and procurement.

Ideally, all steps of the process flow
naturally, with each prior step informing
the next.
21 •
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•
•
•
•
Item 6

PRESENTATION
Last cycle SVCE filed three portfolios:
38 MMT Conforming Preferred
Represents target procurement goals
46 MMT Conforming
For compliance only
Alternate (75% RPS, 38 MMT)
Alternative to check lower hydro reliance
rA, s1L1coN VALLEY ~ CLEAN ENERGY
350
300
250
S 200
~ 150
100
50 0
SVCE 2030 Results (Previous Cycle)
4 Hour Storage Solar
Resource
■ 38 MMT/ 46 MMT ■ 75% RPS
Wind
Build was the same for 38 and 46 MMT
cases, adjustments were made to assumed
short-term hydro contracts to achieve
required share of MMT target
22 • Subtitle
New SV Clean Energy
PowerPoint Template
Item 7

PRESENTATION
Item 7

PRESENTATION

1. Provide a quick status update

PRESENTATION
New Activities and Upcoming Priorities
New Activities:

Initial SVCE 1:1 Technical
Los Altos, Monte Sereno, Vote Date Consultation Jurisdiction Boardmember and Signed LOI upported Outrea Saratoga, Campbell Staff Meetings Selected ch w/
Consultants
scheduled sessions to get
Council direction. Recommended Optional
Several jurisdictions working Campbell X X 11/1
on code customization Cupertino X X 10/11
Gilroy X X 10/17 X
Los Altos X X X X
Upcoming Priorities: Los Altos Hills X X X
Los Gatos X X
Hold council information Milpitas X X 10/18
sessions and vote Monte Sereno X X 10/4 X
Attend the virtual forum on Morgan Hill X X 11/2
September 29th. All council Mountain View X X X
members from SVCE and PCE Santa Clara Co. X X
territories have been invited! Saratoga X X
Sunnyvale X X X 3
•
•
Item 7

SVCE can provide
technical assistance and
outreach support
throughout the process.

Action
Attend first meeting w/SVCE staff
Identify your ideal level of reach
(your goal)
Confirm appropriate staff are
engaged and aware of your goals
Confirm council info sessions and
vote sessions are agendized
Confirm City Manager signed LOI
Vote
Suggested
Completion Done?
Date
2/1/2022
3/31/2022
3/31/2022
4/30/2022
4/30/2022
10/31/2022 4
Item 7

PRESENTATION
•
•
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•
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•
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•
Item 7

New Construction Energy Code (Part 6)
Electric heat pumps are prescribed for:

Residential HVAC
Nonresidential - most include one or both of water heating and HVAC, depending on building type
Residential
Performance credit for all-electric buildings
Required higher ventilation rate for gas stoves
Pre-wiring required for residential dwellings
Energy storage readiness
Nonresidential - Solar PV and Battery Storage required
6 Item 7

PRESENTATION
A gas range is not just a gas range. It is the tailpipe of a complex system.

Source: The Gas Index, 2020
Gas Supply Chain Leaks
PAO~::

PLANT
.. J ~ ■
■
■
•
■
■

GAS TRANSMISSION

PIPELINES

DISTRIBUTION RESIDENTIAL

PIPELINES USERS
7 •
•
Item 7

PRESENTATION
Any natural gas appliances installed today becomes a costly stranded assets •
Illustrative example:

Assume 3500 new housing units are built per year for the next three years with gas cooking and gas water heating. A future incentive program to replace these appliances would cost:
$5.25M for cooktops ($500 incentive)
$21M for water heaters ($2000 incentive)
Plus: Building all-electric today can be less expensive than building mixed fuel. 8 Item 7

PRESENTATION
Type
Building
Electric
Preferred
Mostly-Electric
All-Electric
Gas Ban
No Reach
How it works
Allows mixed-fuel buildings with high energy
performance. Electrification-ready panel and wiring
in mixed-fuel buildings.

Water and space heating must be electric,
exemptions for other appliances. Electrification-ready panel and wiring in mixed-fuel buildings.

All appliances must be electric, with very limited
exemptions.

No gas hookup (via municipal ordinance). Limited
exceptions.

Meet state code minimum requirements.

SVCE Members
2 - Milpitas, Monte Sereno
4 - Campbell (res), Los Altos, Los Altos
Hills (res), Saratoga
5 - County of Santa Clara, Cupertino,
Los Gatos (res), Mountain View,
Sunnyvale
1 - Morgan Hill
1 - Gilroy
9 •
•
•
•
• •
Item 7

PRESENTATION
© 2022 Model Reach Codes - New Buildings
Code Approach
All-Electric Municipal
Ordinance
CALGreen - All-Electric amendment
Benefits
Avoids CEC review and
approval
Flexible (i.e., time-certain or
existing buildings policies can
be included)
Avoids triennial cycle
Avoids CEC review and
approval
Considerations
Must exceed future code updates to
stay relevant (i.e., most effective for
all-electric with limited exceptions)
Requires triennial update or more if
intervening cycle
Model code language for both approaches can be found at BayAreaReachCodes.org 10 •
•
•
Item 7

PRESENTATION
Our 2022 model code is all-electric to help our communities to prepare for an all-electric future.

Member jurisdictions can tailor the codes with exceptions as they deem appropriate.

The model code includes both an energy code amendment and the municipal ordinance option.

Your efforts matter. We look forward to supporting you. 11 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
LOI
Conduct Outreach
Effective
Vote
Potential CEC Submittals
Define Goals
Agendize
Engage Staff
Define Approach
Write Code Language
Council Info Sessions
Item 7

PRESENTATION
Orange text
indicates a
Boardmember task
Goals and Approach Defined
Reach Codes Agendized
City Manager LOI Signed
Staff Responsibilities Defined
Proposed Code language complete
Outreach conducted
Council informed
Final code language complete
Vote complete, same meeting as
state code adoption
Documentation done 12

Silicon Valley Clean Energy Board of DirectorsSeptember 14, 2022

Silicon Valley Clean Energy Board of Directors
September 14, 2022