Agenda packet — Silicon Valley Clean Energy Board of Directors, August 13, 2025 (part 1 of 7)

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Pursuant to the Americans with Disabilities Act, if you need special assistance in this meeting, please contact the Clerk for the Authority at (408) 721-5301 x1005. Notification 48 hours prior to the meeting will enable the Authority to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.105 ADA Title II).

US: +1 669-219-2599
Webinar ID: 893 5926 2468
Members of the public may also attend this meeting in person, or observe this meeting electronically by accessing the meeting via instructions above. Public Comments can be sent in advance of the meeting via email up to three hours before the meeting begins to Board Clerk Andrea Pizano at [email protected] and will be distributed to the Board of Directors. The public will also have an opportunity to provide comments during the meeting. Members of the public participating remotely and using Zoom may comment during public comment or the applicable agenda item by using the Raise Hand feature and you will be recognized by the Chair. Those using the telephone (audio only) feature should press star 9 on your phones to initiate the “Raise Hand” function in Zoom. You will then be announced, unmuted, and your time to speak will begin.

The public may provide comments on any matter listed on the Agenda. Speakers are customarily limited to 3 minutes each, however, the Board Chair may increase or decrease the time allotted to each speaker based on the number of speakers, the length of the agenda and the complexity of the subject matter. Speaking time will not be decreased to less than one minute.

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AGENDA
Call to Order
Roll Call
Public Comment on Matters Not Listed on the Agenda
The public may provide comments on any matter not listed on the Agenda provided that it is within the subject matter jurisdiction of SVCE. Speakers are customarily limited to 3 minutes each, however, the Board Chair may increase or decrease the time allotted to each speaker based on the number of speakers, the length of the agenda and the complexity of the subject matter. Speaking time will not be decreased to less than one minute.

Public Comment on Closed Session
Closed Session
Conference with Legal Counsel – Anticipated Litigation
Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Gov. Code Section 54956.9: (one potential case)
Report from Closed Session
Consent Calendar (Action)
1a) Approve Minutes of the June 11, 2025, Board of Directors Meeting 1b) Receive June 2025 Treasurer Report
1c) Authorize the Chief Executive Officer to Execute Agreement with EcoMetricx for Three Years with a Not to Exceed Amount of $800,000 for Cloud Infrastructure Implementation
1d) Approve SVCE 2024 Annual Power Source Disclosure Report Attestation 1e) Approve an Allocation of Program Fund Dollars of $4.4 million to Expand the Home Rebates Program
1f) Adopt SVCE’s Revised Load Management Standards Compliance Plan 1g) Receive June 2025 Decarbonization Strategy and Programs Quarterly Report
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George Tyson, Chair
Town of Los Altos Hills
Larry Klein, Vice Chair
City of Sunnyvale
Elliot Scozzola
City of Campbell
J.R. Fruen
City of Cupertino
Zach Hilton
City of Gilroy
Sally Meadows
City of Los Altos
Rob Rennie
Town of Los Gatos
Garry Barbadillo
City of Milpitas
Bryan Mekechuk
City of Monte Sereno
Yvonne Martinez Beltran
City of Morgan Hill
Pat Showalter
City of Mountain View
Tina Walia
City of Saratoga
Otto Lee
County of Santa Clara
svcleanenergy.org
333 W El Camino Real
Suite 330
Sunnyvale, CA 94087
1h) Adopt Resolution Amending the Location for Regular Silicon Valley Clean Energy Board of Directors Regular Meetings
1i) Authorize the Chief Executive Officer to Execute a Three-Year Agreement with Maher Accountancy for a Not to Exceed Amount of $1,125,100.00 for Accounting and Audit Support Services
1j) Adopt Resolution Authorizing the Chief Executive Officer to Finalize Negotiations and Execute Master Agreement with J. Aron & Company LLC to Enable the Execution of Energy Transactions
1k) Authorize the Chief Executive Officer to Execute an Amended and Restated Scheduling Coordinator Agreement and an Amended and Restated Agreement to Provide Scheduling Agent and Energy Management Services to Incorporate Resource Optimization Functions into the Service with a Combined Not to Exceed Limit of $1,700,000 through December 31, 2026, and an Annual Renewal Not to Exceed of $1,400,000 for Tenaska Power Services
1l) Authorize the Chief Executive Officer to Execute Agreement for Elevator Modernization and Maintenance Services for Silicon Valley Clean Energy Headquarters in an Amount Not to Exceed $400,000
1m) Receive Finance and Administration Committee Report 1n) Receive Additional Committees Report
1o) Receive California Community Power Report
Special Hearing
2) Public Hearing in Compliance with Government Code § 3502.3 Regarding Vacancy Rates, Recruitment, and Retention Efforts (Discussion) Regular Calendar
3) CEO Report (Informational)
4) Adopt Resolution Authorizing the Chief Executive Officer to Execute the Power Supply Contract with the California Community Choice Financing Authority and Related Supporting Agreements (Action)
5) Authorize the Chief Executive Officer to Execute a 10-Year Power Purchase Agreement with IP Darden III, LLC for Up to 93.01 MW of Solar Photovoltaic Energy and a 91.48 MW Co-located, Four-Hour Battery Energy Storage System (Action)
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GLOSSARY OF TERMS
BTM – Behind the Meter – Customer-sited resources which connect to the distribution system on the customer’s side of the utility’s meter. See also “DER”.

C&I – Commercial and Industrial – Business customers
CAISO – California Independent System Operator – a non-profit independent system operator that oversees the operation of the California bulk electric power system, transmission lines and electricity market generated and transmitted by its members (~80% of California’s electric flow). Its stated mission is to “operate the grid reliably and efficiently, provide fair and open transmission access, promote environmental stewardship and facilitate effective markets and promote infrastructure development. CAISO is regulated by FERC and governed by a five-member governing board appointed by the governor.

CALCCA – California Community Choice Association – Association made up of Community Choice Aggregation (CCA) groups which represents the interests of California’s community choice electricity providers.

CARB – California Air Resources Board – The CARB is charged with protecting the public from the harmful effects of air pollution and developing programs and actions to fight climate change in California.

CARE – California Alternate Rates for Energy Program – A monthly discount of 20% or more on gas and electricity. Participants qualify through income guidelines or if enrolled in certain public assistance programs.

CEC – California Energy Commission
CCCFA – California Community Choice Financing Authority – The California Community Choice Financing Authority (CCCFA) was established in 2021 with the goal to reduce the cost of power purchases for member community choice aggregators (CCAs) through pre-payment structures. The founding members of CCCFA include Central Coast Community Energy, East Bay Community Energy, Marin Clean Energy, and Silicon Valley Clean Energy. CCCFA is a Joint Powers Authority which can help member CCAs save up to 10% or more on power purchase agreements, helping reduce costs for ratepayers and increase available funding for local programs.

CC Power – California Community Power – California Community Power is a Joint Powers Agency comprised of nine CCAs. CC Power allows its member CCAs to combine their buying power to procure new, cost-effective clean energy and reliability resources to continue advancing local and state climate goals.

CP – Compliance Period – Time period to become RPS compliant, set by the CPUC (California Public Utilities Commission)
DA – Direct Access – An option that allows eligible customers to purchase their electricity directly from third party providers known as Electric Service Providers (ESP).

Demand – The rate at which electric energy is delivered to or by a system or part of a system, generally expressed in kilowatts (kW), megawatts (MW), or gigawatts (GW), at a given instant or averaged over any designated interval of time. Demand should not be confused with Load or Energy.

DR – Demand Response – An opportunity for consumers to play a significant role in the operation of the electric grid by reducing or shifting their electricity usage during peak periods in response to time-based rates or other forms of financial incentives.
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Silicon Valley Clean Energy Revised: February 7, 2024
2 DER – Distributed Energy Resource – A small-scale unit of power generation that operates locally and is connected to a larger power grid at the distribution level.

Distribution – The delivery of electricity to the retail customer’s home or business through low voltage distribution lines.
eHub – SVCE’s online customer resource center with the latest information on electric vehicles, home electrification, and solar and battery storage.

ERRA – Energy Resource Recovery Account – ERRA proceedings are used to determine fuel and purchased power costs which can be recovered in rates. The utilities do not earn a rate of return on these costs, and only recover actual costs. The costs are forecast for the year ahead. If the actual costs are lower than forecast, then the utility gives money back, and vice versa.

ESP – Energy Service Provider – An energy entity that provides service to a retail or end-use customer.

FERC – Federal Energy Regulatory Commission – Independent federal agency that regulates the interstate transmission of electricity, natural gas and oil. The CAISO is subject to FERC jurisdiction.

GHG – Greenhouse gas – water vapor, carbon dioxide, tropospheric ozone, nitrous oxide, methane, and chlorofluorocarbons (CFCs). A gas that causes the atmosphere to trap heat radiating from the earth. The most common GHG is Carbon Dioxide, though Methane and others have this effect as well.

GWh – Gigawatt-hour – The unit of energy equal to that expended in one hour at a rate of one billion watts. One GWh equals 1,000 megawatt-hours.

IOU – Investor-Owned Utility – A private electricity and natural gas provider.

IRA – Inflation Reduction Act
IRP – Integrated Resource Plan – A plan which outlines an electric utility’s resource needs in order to meet expected electricity demand long-term.
kW – Kilowatt – Measure of power where power (watts) = voltage (volts) x amperage (amps) and 1 kW = 1000 watts
kWh – Kilowatt-hour – This is a measure of consumption. It is the amount of electricity that is used over some period of time, typically a one-month period for billing purposes. Customers are charged a rate per kWh of electricity used.

LCR – Local (RA) Capacity Requirements – The amount of Resource Adequacy capacity required to be demonstrated in a specific location or zone.

LCFS – Low Carbon Fuel Standard – A CARB program designed to encourage the use of cleaner low-carbon fuels in California, encourage the production of those fuels, and therefore, reduce greenhouse gas emissions.

Load – An end use device or customer that receives power from an energy delivery system. Load should not be confused with Demand, which is the measure of power that a load receives or requires. See Demand.

LSE – Load-serving Entity – Entities that have been granted authority by state, local law or regulation to serve their own load directly through wholesale energy purchases and have chosen to exercise that authority.

Silicon Valley Clean Energy Revised: February 7, 2024
3 MMT – Million Metric Tonnes – Common unit of measurement in regulatory and policy space for California’s GHG emissions.

MAWG – Member Agency Working Group, a group of PIOs from SVCE’s member communities that gather monthly MW – Megawatt – measure of power. A megawatt equals 1,000 kilowatts or 1 million watts.

MWh – Megawatt-hour – measure of energy
NEM – Net Energy Metering – A program in which solar customers receive credit for excess electricity generated by solar panels. The main differences between NEM and FIT programs are the type of rate (flat vs. dependent on time-of-day generation), number of meters required (two vs. one), and flexibility (long-term contract vs. non-binding program enrollment).

PCC1 – RPS Portfolio Content Category 1 – Bundled renewables where the energy and REC are dynamically scheduled into a California Balancing Authority (CBA) such as the CAISO. Also known as “in-state” renewables PCC2 – RPS Portfolio Content Category 2 – Bundled renewables where the energy and REC are from out-of-state and not dynamically scheduled to a CBA.

PCC3 – RPS Portfolio Content Category 3 – Unbundled REC PSPS – Public Safety Power Shutoff – An event in which the IOUs purposely turn off segments of the grid due to high risk of ignition and wildfires.

PCIA or “exit fee” – Power Charge Indifference Adjustment (PCIA) is an “exit fee” based on stranded costs of utility generation set by the California Public Utilities Commission. It is calculated annually and assessed to customers of CCAs and paid to the IOU that lost those customers as a result of the formation of a CCA.

Power Content Label (PCL) – A user-friendly way of displaying information to California consumers about the energy resources used to generate the electricity they sell, as required by AB 162 (Statue of 2009) and Senate Bill 1305 (Statutes of 1997).

PPA – Power Purchase Agreement – A contract used to purchase the energy, capacity and attributes from a renewable resource project.

Prepay – payment in advance by a municipal utility for a number of years of contracted energy, and this prepayment with tax-exempt debt
RA – Resource Adequacy – Under its Resource Adequacy (RA) program, the California Public Utilities Commission (CPUC) requires load-serving entities—both independently owned utilities and electric service providers—to demonstrate in both monthly and annual filings that they have purchased capacity commitments to contribute their share of system reliability. Today LSEs must procure no less than 115% of the peak hour load. In 2023 and 2024, this will increase to 116% and 117% respectively. Beginning in 2025 a new RA program will be implemented requiring LSEs show capacity to meet their hourly reliability needs, the “PRM” adder is still undetermined.

RE – Renewable Energy – Energy from a source that is not depleted when used, such as wind or solar power.

REC – Renewable Energy Certificate – A REC is the property right to the environmental benefits associated with generating renewable electricity. For instance, homeowners who generate solar electricity are credited with 1 solar REC for every MWh of electricity they produce. Utilities obligated to fulfill an RPS requirement can purchase these RECs on the open market.

RPS – Renewable Portfolio Standard – Law that requires CA utilities and other load serving entities (including CCAs) to provide an escalating percentage of CA qualified renewable power (culminating at 33% by 2020) in their annual energy portfolio.

Silicon Valley Clean Energy Revised: February 7, 2024
4 SB 100 – California Senate Bill 100 established a landmark policy requiring renewable energy and zero-carbon resources supply 100 percent of electric retail sales to end-use customers by 2045.

SMUD – Sacramento Municipality Utility District
SCE – Southern California Edison
SDG&E – San Diego Gas & Electric
TOB – Tariff On-bill – Tariff On-Bill Financing is a model in which utilities use a tariff to enable customers to pay back the cost of a solar panel without credit or income level conditions.

TOU – Time-of-Use Rates – The pricing of delivered electricity based on the estimated cost of electricity during a particular time-block. Time-of-use rates are usually divided into three or four time-blocks per 24 hour period (on-peak, midpeak, off-peak and sometimes super off-peak) and by seasons of the year (summer and winter). Real time pricing differs from TOU rates in that it is based on actual (as opposed to forecasted) prices that may fluctuate many times a day and are weather sensitive, rather than varying with a fixed schedule.

Unbundled RECs – Renewable energy certificates that verify a purchase of a MWH unit of renewable power where the actual power and the certificate are “unbundled” and sold to different buyers.

VPP – Virtual Power Plant – A cloud-based energy supply made up of a collection of an aggregation of distributed energy resources (DERs), such as smart EV chargers, smart thermostats, building energy management systems, battery storage systems, solar PV and smart inverters.
24/7 – Goal of supplying consumer energy demand with 100% carbon-free energy at all hours of the day

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Silicon Valley Clean Energy Authority
Board of Directors Meeting
Wednesday, June 11, 2025
7:00 pm
Cupertino Community Hall
10350 Torre Avenue
Cupertino, CA
Gilroy City Hall
Administration Conference Room
7351 Rosanna Street
Gilroy, CA

DRAFT MEETING MINUTES
Call to Order:

Vice Chair Klein called the meeting to order at 7:01 p.m.

Roll Call

Present:

Larry Klein (Vice Chair), Sunnyvale
Elliot Scozzola, Campbell
Shiela Mohan, Cupertino
Zach Hilton, Gilroy (participated remotely)
Sally Meadows, Los Altos
Linda Swan, Los Altos Hills
Rob Rennie, Los Gatos
Garry Barbadillo, Milpitas
Javed Ellahie, Monte Sereno
Yvonne Martinez Beltran, Morgan Hill (participated remotely) Pat Showalter, Mountain View
Otto Lee, Santa Clara County
Tina Walia, Saratoga

Absent:

None.

Public Comment on Matters Not Listed on the Agenda
No speakers.

Consent Calendar
There were no questions or comments from the Board; there were no requests from the public to speak on any matter on the Consent Calendar.
1a) Approve Minutes of the May 14, 2025, Board of Directors Meeting 1b) Approve Minutes of the May 14, 2025, Board of Directors Special Meeting 1c) Approve Minutes of the May 29, 2025, Board of Directors Special Meeting Item 1a Draft Minutes: 6/11/25 BOD Meeting
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1d) Receive April 2025 Treasurer Report
1e) Authorize the Chief Executive Officer to Approve CC Power’s Annual Budget and Dues in an amount Not to Exceed $500,000 for CC Power’s Fiscal Year 2025-2026 and Delegate Authority to the Chief Executive Officer to Enter Agreements Using Approved Funds 1f) Authorize the Chief Executive Officer to Execute Agreement with the Building Decarbonization Coalition for Support with Event Strategy, Planning and Implementation Services and the Neighborhood Electrification Program in an Amount Not-to-Exceed $400,000 Over Two Years 1g) Approve Member Agency Support Programs Budget Consolidation 1h) Receive 2024 Silicon Valley Clean Energy and Electrification Awareness Residential Customer Survey Results
1i) Authorize the Chief Executive Officer to Execute First Amendment to the Bellawatt Inc., SVCE eHub and Appliances Assistant Agreement to Add $223,000 for a New Customer Rate Tool, for a New Not-to-Exceed Amount of $890,500 through 2027 1j) Receive Executive Committee Report
1k) Receive 2025 Legislative Response to Industry Transition Ad Hoc Committee Report 1l) Receive Finance and Administration Committee Report 1m) Receive Audit Committee Report
1n) Receive California Community Power Report
Vice Chair Klein opened Public Comment.

No speakers.

Vice Chair Klein closed Public Comment.

MOTION: Director Walia moved and Director Lee seconded the motion to approve the Consent Calendar, Items 1a through 1n.

The motion carried unanimously by verbal roll call vote.

Regular Calendar
2) CEO Report (Discussion)
Chief Executive Officer (CEO) Monica Padilla addressed the following in her report:
1) Staff promotion announcement for Kaley Dodson, Rotational Power Analyst, who was promoted from Senior Energy Services Specialist;
2) Introduction of new staff members David Shim, Senior Finance and Data Analyst, and Meagan LeBerth, Data and Analytics Intern, who both provided brief welcome comments; 3) An update on legislation from Bena Chang, Director of Government and Legislative Affairs, who provided information on Senate Bill (SB) 540 and Assembly Bill (AB) 306; 4) A presentation from Ashlie Pak, Community Outreach Fellow, with highlights of SVCE’s Youth Education Initiatives which included Student Sponsorship, Education Nonprofit Grant, and the EmpowerSV Scholarship competition.
5) Announcement of the 16th Annual California Climate and Energy Collaborative Forum scheduled for July 9th and 10th, 2025, in San Jose.

Item 1a Draft Minutes: 6/11/25 BOD Meeting

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Vice Chair Klein provided supportive comments regarding SVCE’s Youth Education Initiatives programs.

Vice Chair Klein opened Public Comment.

No speakers.

Vice Chair Klein closed Public Comment.
3) Adopt Resolution to Authorize the Chief Executive Officer to Approve or Execute Agreements with Firms Providing Services to Initiate Silicon Valley Clean Energy to Execute its Fourth Prepay (Action)
Amrit Singh, CFO and Director of Finance and Administration, introduced municipal advisor Michael Berwanger of PFM Financial Advisors LLC and provided a presentation with a request of the Board of Directors to authorize the CEO to execute agreements for a total cost of $1,125,000, which included an approximate 10 percent contingency, with the following firms to provide services to enable SVCE to execute its fourth prepay:

1. PFM Financial Advisors LLC & PFM Swap Advisors - $275,000

2. Chapman & Cutler (Disclosure/Issuer’s Counsel) - $175,000

3. Ballard Spahr (Bond and Tax Counsel) - $250,000

4. Moody’s Investor Service Inc (Credit Rating) - $321,500 In addition to the request to approve or execute the agreements listed above, staff requested the Board of Directors approve engagement with Morgan Stanley as the Prepay Supplier with the following proposed fee structure:
• Bond underwriting fee of $5.50/bond plus underwriter expenses of $0.50/bond • Energy Service Revenue of $1.10 per MWh
• If floating rate debt is issued, up to 12 basis points charge on interest rate swap Highlights from the presentation included prepay background information, prepay goal and structure, prepay structure overview, an overview of the request, and an outline of next steps. CFO and Director of Finance and Administration Singh noted staff was not seeking final approval for the prepay but requesting the Board of Directors authorize the CEO to engage with firms to initiate the documents necessary to structure the prepay; the final execution request would be brought to the Board in August 2025.

Staff responded to questions and comments regarding the prepay structure, diversification of energy supplier and funding recipient, potential savings estimate, initial pricing and re-pricing periods of existing prepays, previous prepay savings, funding of third party prepay costs, customer rate discounts, duration of the prepay and reset period, and financial thresholds of proposed agreements.

Vice Chair Klein opened Public Comment.

No speakers.

Vice Chair Klein closed Public Comment.

MOTION: Director Lee moved and Director Walia seconded the motion to adopt Resolution 2025- 13 authorizing the Chief Executive Officer to approve or execute agreements with firms providing services to initiate Silicon Valley Clean Energy to execute its fourth Prepay, and engagement with Morgan Stanley as the Prepay Supplier.

The motion carried unanimously by verbal roll call vote. 4) Results of Stress Test Analyses (Discussion)
CFO and Director of Administrative Services Singh presented the findings of SVCE’s stress test analyses.

Highlights of the presentation included:

Item 1a Draft Minutes: 6/11/25 BOD Meeting

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1. Review of the enterprise risk management (ERM) framework;

2. Review of key financial risk drivers;

3. 5-year financial Base Case forecast update which included updated projections, comparison with mid-year budget, and uncertainties surrounding the financial projections;

4. Stress test construction; and

5. Comparison of the updated base case with the stress test scenario CFO and Director of Administrative Services Singh reviewed the staff recommendation of no major changes for developing the budget in September and to adjust the budget in December when there is more certainty on next year’s rates.

Staff responded to Board member questions and comments regarding 2024 resource adequacy (RA) and Renewables Portfolio Standard (RPS) pricing, potential effects of fire risks, compliance periods and volatile energy prices, CCA reserve targets, and reserve outlook under base case and stress scenarios.

Vice Chair Klein opened Public Comment.

No speakers.

Vice Chair Klein closed Public Comment.

Vice Chair Klein provided supportive comments to staff for their presentation, board members for their questions and discussion, and subcommittee for input.

5) Authorize the Chief Executive Officer to Execute Agreement for Planning, Architecture, & Design Services for Silicon Valley Clean Energy Headquarters (Action) Jessica Cornejo, Senior Community Strategies Specialist, presented a recommendation for the Board of Directors to authorize the CEO to negotiate, execute and administer changes to a contract for planning, architecture and design services with a vendor to be determined in an amount not-to-exceed $660,000.

The presentation included the following:
• Overview of Request for Proposal process;
• Scope of work, including design, engineering, permitting and construction support; • Updated timeline of headquarters construction; and
• Next steps to finalize the contract
Staff responded to questions and comments regarding space planning for the board chambers at the new headquarters, design concepts, project contracts and integration of state labor standards, and implementation of community design spaces.

Vice Chair Klein opened Public Comment.

No speakers.

Vice Chair Klein closed Public Comment.

MOTION: Director Showalter moved and Director Scozzola seconded the motion to authorize the Chief Executive Officer to execute an agreement for planning, architecture, & design services for Silicon Valley Clean Energy Headquarters.

The motion carried unanimously by verbal roll call vote. 6) Local Agency Action Planning (Informational)
Zoe Elizabeth, Director of Decarbonization Policy and Community Strategies, provided a status update on agency electrification readiness planning which included information on SVCE’s partnerships with member agencies for permit process improvements, prioritization of resources targeting emissions reduction, and proposed 2025 agency commitments for various electrification programs.

Item 1a Draft Minutes: 6/11/25 BOD Meeting

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Vice Chair Klein opened Public Comment.

No speakers.

Vice Chair Klein closed Public Comment.

Directors provided supportive comments to staff regarding their partnership in electrification readiness planning with member agencies.

Board Member Announcements and Direction on Future Agenda Items Director Walia thanked SVCE for providing the City of Saratoga with a competitive grant award in the amount of $493,000 for electrification initiatives.

Director Martinez Beltran thanked Vice Chair Klein and CEO Padilla for attending the ribbon-cutting ceremony at the all-electric Butterfield Fire Station in Morgan Hill.

Vice Chair Klein thanked SVCE staff for tabling at the Sunnyvale Art and Wine Festival event in Sunnyvale.

Vice Chair Klein thanked Alternate Director Mohan and the City of Cupertino for hosting SVCE Board meetings at Cupertino Community Hall and announced that future SVCE Board meetings would be held at the City of Sunnyvale City Hall Council Chambers starting in August 2025 due to renovations at the Cupertino chambers.

Adjourn
Vice Chair Klein adjourned the meeting at 9:15 p.m.

ATTEST:
_____________________________
Andrea Pizano, Board Secretary
Item 1a Draft Minutes: 6/11/25 BOD Meeting
1 TREASURER REPORT
Fiscal Year to Date
As of June 30, 2025
(Preliminary & Unaudited)
Issue Date: August 13, 2025
Table of Contents
Page
Summary 2-3
Statement of Net Position 4
Statement of Revenues, Expenses & Changes in Net Position 5 Statement of Cash Flows 6-7
Actuals to Budget Report 8-11
Monthly Change in Net Position 12
Investments Report 13
Customer Accounts and Aging Report 14
Certificate of Compliance 15
SVCE Managed Account & Security Transactions 16-26
Item 1b June 2025 Treasurer Report
©

SILICONVALLEY

CLEAN ENERGY
2 Item 1b June 2025 Treasurer Report

SILICON VALLEY CLEAN ENERGY AUTHORITY
Financial Statement Highlights ($ in millions)
June 30, 2025

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DaysCash on Hand (DCOH)
500 500 30 M 600M 432
450 485.2 M 408
25 M 500M 400
O
350 350
o
20 M 400M 300 o
250
15 M 300M O
200
10 M 200M 150
120 100
5M 100M 50
0 0M OM Oct Jan Feb Mar May July Sept
NetPosition(Right Y-Axes) Mid-Year Budget (Left Y-Axis)* * Actual (LeftY-Axes)
Minimum Reserves
SVCE Yield-bearing Accounts:

Investment Income*

4.28% S 4,000 K $16.8 M 18D M
S 3,500 K 15.8 M
S 3,000 K 135 M

2.6 M 25 M
SVCE Accounts S 2,500 K 20 113 M M
S 2,000 K 9.0M
S 1,500 K 63 M
S 1,000 K 4.5 M
S 500 K 23 M
SOK 0.0 M
Actual and Accrued Cash Basis Accou nting Returns
Balance Sheet Highlights:
u
c
ro
bO
Ol 1111111
•Incbdes River Bank accounts - Money Ltarket, Collateral and CS; CAMP PFM Rxtfolio “Averageannuaized y ield for the current month. Investment yields are meas ured to maturity at market. > SVCE operations resulted in a change in net position of $18.1 million for the month of June and $93 million for fiscal-year-to-date (FYTD). > Total Net Position increased further to $578.2 million. > SVCE is investing -98% of available funds, recognizing interest/dividend income of S16.8M FYTD. z
a;
Z
RiverCityBank
Accounts
6%
* Accountingreturns investment of income includes unrealized mark-to-market gain or loss of the total inves trrentportfolo as per US GAAP.

ActualandAccrued Cash Bas is excludes mark-to-market gains {losses ). ^■DCOHIncluding Unspent Earmarked Funds
—Maximum Reserves
DCOHExcludingUnspent Earmarked Funds'
^—Target Reserves

2.6 M
/ 2AM
’Does not yet recognize unspent programdolhrs
Tor reconciliation puposes, budget numbers include actual programexpenses and depreciation, excludes GASP87 expenses. •” Changed fromprior months' reporting to illLB trate the s tarting fa cal year net position atOct. 1, 2025, of S485M. Prbr reports show ed an ending month belanee of S498M.

PFM Asset Management
Investment Portfolio
54%
California Asset Management
Program (CAMP)
40%
Change inNet Position*
578.2 M
'Earmarked funds areunspent SVCE programand the buildrig funds.

October, 2024-January, 2025resulte are updatedper the Mid-Year budget revis ions adopted in March 2025.

Apr May June
Actual Cumulative Mid-Year Budget
Nov Dec
Oct Nov Aug Sept
Apr May June July Aug Sept

1.8 M
2,0 M 2,1 M
435 441 447 462
542.3 M

16.8 M
Combined Ending Balance*
Total Interest/Div Earned FYTD
Average Yield to Maturity**
3 Item 1b June 2025 Treasurer Report

SILICON VALLEY CLEAN ENERGY AUTHORITY
Financial Statement Highlights** ($ in millions)
June 30, 2025

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Summary of Actual Results vs. Adopted Budget (includes allocated but unspent program dollars' > Operating margin of $104.7 million (or 30%) fell slightly belowthe Mid-Year Budget expectations of $106.7M (29%) operating margin for the fiscal year to date. > FYTD Power Supply costs are -6.0% belowMid-Year Budget. > Retail GW) sales FYTD landed -6.1% belowMid-Year Budget for the month of June and -2.3% YTD.

Variance Fxplanation:

October-December - revenue and all operating cost were
actualized during the Mid-Year budgeting
January -February- Weaker customer demand wasoffset by
lower power supply cost, liquidated damage payments and reduced operating expenses.

March •Customer demand was in-line with expectations while all componentsof operating expenses remained below MY budget April • Lower demand was offset by reduced power supply cost and other operating expenses, combined with higher investment May - Revenues increased more than power supply cost due to stronger demand, elevating SVCEsoperating margin. Investment income came in below expectations reflecting MTM fluctuations.

June •Weaker summer demand decreased SVCE operating
margin and net income below MY budget level.

Net Increase inAvailableFundBalance
ComparingActuals to Amended Budget YTD Operating Expenses S in millions
June Fiscal YTD
Actual MY Budget | % Dif Actual MY Budget I % Dif Main Drivers:

Revenue 44.0 M 50.2M -123% 345.3 M 362.5 M -4.7% • Later customer dem and and a negative true-up settlem ent, partly offset by liquidated dam age payments.

Power Supply Cost 25.0 M 27.5 M -8.9% 240.5 M 255.7 M -6 0% • Lover YTD costs is m ostly due to lever energy consumption and a decline in energyrattribute prices.

Operating Margin 19.0 M 22.7 M -16.5% 104.7 M 106.7 M -1.9% Operating Expenses (ex Power) 2.4M 3.6 M -33.9% 20.9 M 28.5 M -26.8% • Staffing vacancies, underrunning professional services, and lover m ark eting expenses Other Non-Op. Expen. (Income) -2.6 M -1.8 M 45.3% 0.6 M 7.0 M -91.3% • Reflects budgetary transfers to progam and other finds offset by nvestm ent inccm e and bfl credit trueupe.

Net Increase in /Wailable Fund
Balance 19.2M 20.9 M -8.3% 83.2 M 71.2 M 16.9% • Reflects budgetary transfers to progam and other finds offset by investment incom e and bfl credit trueips CustomerLoad Statistics:

RetailSales - Actual vsMid-Year Budget (GWh)
Res Actaunts Com Accounts Customer Partiapotion (Right Y-Axes| Total Accounts 283,631
Opt-Out Accounts (Month) 21
Opt-Out Accounts (FYTD) 340
Opt-Up Accounts (Month) (6)
Opt-Up Accounts (FYTD) (50)
^^"Lood deviation from the Budget (Rght Y-A»es|
ProgramFunds
*Cuscmer Reliefand Community Resilience Fund
”
The (nanad results in this report are preliminary and sdxjectto change panting closing d the books for Tie iscai year. Any pctenna! changes are note‘.peered to be signicart Beginning Balance End Balance YTD Contributions YTD Expenditures General ProgramFund $ 77.436,658 $ 81,175,015 $ 10,530.000 $ 6,791.643 CRCR Fund* $ 5,437,984 $ 6,534,224 $ 5,370,000 $ 4,273,760 Electrification Discount Fund $ 9,159,383 $ 8,849,258 $ - $ 310,125 Nudear & Hanford Prog. F unds $ 2188,000 $ 7,696,000 $ 5,508,000 $ - Building Fund $ 20,000,000 $ 8,360,354 $ - $ 11,535,464 4 Current Assets
Cash & Cash Equivalents* $ 282,613,151
Accounts Receivable, net of allowance 34,297,938
Investments 47,643,900
Accrued Revenue 31,293,690
Other Receivables 4,710,185
Prepaid Expenses 1,177,708
Deposits 739,800
Total Current Assets 402,476,372
Noncurrent assets
Capital assets, net of depreciation 12,172,722
Investments** 227,250,951
Total Noncurrent Assets 239,423,673
Total Assets 641,900,045
Current Liabilities
Accounts Payable 2,865,449
Accrued Cost of Electricity 44,005,080
Other accrued liabilities 1,912,559
User Taxes and Energy Surcharges due to other gov'ts 1,206,858 Supplier security deposits 225,000
Total Current Liabilities 50,214,946
Noncurrent Liabilities
Supplier security deposits 13,478,125
Total noncurrent liabilities 13,478,125
Total Liabilities 63,693,071
Net investment in capital assets 12,172,722
Unrestricted (deficit) 566,034,252
Total Net Position $ 578,206,974
* May not account for securities acquired towards the end of the month but not yet paid. ** May include securities acquired towards the end of the month but not yet paid.

NET POSITION

SILICON VALLEY CLEAN ENERGY AUTHORITY

STATEMENT OF NET POSITION
As of June 30, 2025
ASSETS

LIABILITIES
Item 1b June 2025 Treasurer Report
5 OPERATING REVENUES
Electricity Sales, Net $335,929,305
GreenPrime electricity premium 1,741,914
Liquidated damages 7,586,727
TOTAL OPERATING REVENUES 345,257,946

OPERATING EXPENSES
Cost of Electricity 240,512,011
Contract services 10,230,897
Staff compensation and benefits 10,957,699
Program incentives 4,183,736
Other operating expenses 2,584,047
Depreciation 563,887
TOTAL OPERATING EXPENSES 269,032,277
OPERATING INCOME(LOSS) 76,225,669

NONOPERATING REVENUES (EXPENSES)
Investment Income 16,789,704
Financing costs (5,273)
TOTAL NONOPERATING REVENUES (EXPENSES) 16,784,431
CHANGE IN NET POSITION 93,010,100
Net Position at beginning of period 485,196,874
Net Position at end of period $578,206,974

SILICON VALLEY CLEAN ENERGY AUTHORITY

STATEMENT OF REVENUES, EXPENSES
October 1, 2024 through June 30, 2025

AND CHANGES IN NET POSITION
Item 1b June 2025 Treasurer Report
6 CASH FLOWS FROM OPERATING ACTIVITIES
Receipts from customers $ 350,568,456
Receipts of liquidated damages 7,586,727
Receipts of security deposits 29,054,225
Payments to suppliers for electricity (266,139,474)
Payments of security deposits (12,450,000)
Payments for other goods and services (17,830,005)
Payments for staff compensation and benefits (10,846,683) Tax and surcharge payments to other governments (6,324,148) Net cash provided (used) by operating activities 73,619,098

CASH FLOWS FROM NON-CAPITAL FINANCING ACTIVITIES
Finance costs paid (1,719)
Net cash provided (used) by financing activities (1,719)

CASH FLOWS FROM CAPITAL AND RELATED

FINANCING ACTIVITIES
Payments of lease liability (406,293)
Acquisition of capital assets (11,748,297)
Net cash provided (used) by capital and related
financing activities (12,154,590)

CASH FLOWS FROM INVESTING ACTIVITIES
Investment income received 14,979,508
Proceeds from investment sales 115,426,085
Purchase of investments (170,729,103)
Net cash provided (used) by investing activities (40,323,510) Net change in cash and cash equivalents 21,139,279
Cash and cash equivalents at beginning of year 261,473,872 Cash and cash equivalents at end of period $ 282,613,151

NONCASH INVESTING ACTIVITIES
Unrealized appreciation (depreciation) and timing differences in investment income $ 1,810,196

SILICON VALLEY CLEAN ENERGY AUTHORITY

STATEMENT OF CASH FLOWS
October 1, 2024 through June 30, 2025
Item 1b June 2025 Treasurer Report
7 Operating Income (loss) $ 76,225,669
Adjustments to reconcile operating income to net cash
provided (used) by operating activities
Depreciation expense 563,887
(Increase) decrease in accounts receivable 8,763,509
(Increase) decrease in accrued revenue (1,714,205)
(Increase) decrease in other receivables 12,181,003
(Increase) decrease in prepaid expenses (551,379)
(Increase) decrease in current deposits 35,419
Increase (decrease) in accrued cost of electricity (20,428,872) Increase (decrease) in accounts payable 1,085,049
Increase (decrease) in accrued liabilities (93,515)
Increase (decrease) in taxes and surcharges due to other governments (472,467) Increase (decrease) in supplier security deposits (1,975,000) Net cash provided (used) by operating activities $ 73,619,098

RECONCILIATION OF OPERATING INCOME (LOSS) TO NET

CASH PROVIDED (USED) BY OPERATING ACTIVITIES

SILICON VALLEY CLEAN ENERGY AUTHORITY
STATEMENT OF CASH FLOWS (Continued)
October 1, 2024 through June 30, 2025
Item 1b June 2025 Treasurer Report
8 $361,224,003
FYTD FYTD FY 2024-25 FY 2024-25 `
OPERATING REVENUES Actual Mid-Year Budget $ % Mid-Year Budget Remaining Budget Energy Sales $335,929,305 $361,224,003 * -$25,294,698 -7% $521,650,000 * $185,720,695 Green Prime Premium 1,741,914 1,234,768 * $507,146 41% $1,884,000 * 142,086 Other Income 7,586,727 * 7,586,727 n/a * (7,586,727)
TOTAL OPERATING REVENUES 345,257,946 362,458,771 (17,200,825) -5% 523,534,000 178,276,054

ENERGY EXPENSES
Power Supply 240,512,011 255,734,158 (15,222,147) -6% 349,478,000 108,965,989 Operating Margin 104,745,935 106,724,613 (1,978,678) -2% 174,056,000 69,310,065

OPERATING EXPENSES
Data Management 2,548,527 2,636,488 (87,961) -3% 3,549,000 1,000,473 PG&E Fees 902,706 1,111,001 (208,295) -19% 1,516,000 613,294 Salaries & Benefits 10,957,699 13,800,486 (2,842,787) -21% 18,805,000 7,847,301 Professional Services 2,981,920 5,554,486 (2,572,566) -46% 7,797,000 4,815,080 Marketing & Promotions 636,062 1,309,509 (673,447) -51% 1,885,000 1,248,938 General & Administrative 2,868,583 4,126,574 (1,257,991) -30% 5,733,000 2,864,417 TOTAL OPERATING EXPENSES 20,895,497 28,538,544 (7,643,047) -27% 39,285,000 18,389,503 OPERATING INCOME/(LOSS) 83,850,438 78,186,069 5,664,369 7% 134,771,000 50,920,562

NON-OPERATING REVENUES
Investment Income 16,789,704 14,464,962 2,324,742 16% 19,756,000 2,966,296 TOTAL NON-OPERATING REVENUES 16,789,704 14,464,962 2,324,742 16% 19,756,000 2,966,296

NON-OPERATING EXPENSES
Financing 1,720 8,884 (7,164) -81% 12,000 10,280

CAPITAL EXPENDITURES, TRANSFERS,
& OTHER
Capital Outlay 6,361 37,500 (31,139) -83% 50,000 43,639 One-Time Customer Bill Credit - - - n/a 35,000,000 35,000,000 Transfer to Programs Fund 10,530,000 10,530,000 - 0% 10,530,000 - Nuclear Allocation 3,708,000 3,708,000 - 0% 3,708,000 - Transfer to Hanford Emissions Mitigation Fund 1,800,000 1,800,000 1,800,000 Transfer to CRCR Fund 5,370,000 5,370,000 - 0% 5,370,000 - Transfer from Electrification Discount Fund (310,125) - (310,125) n/a - 310,125 Transfer from CRCR Fund - customer bill relief (3,707,933) - (3,707,933) n/a - 3,707,933 TOTAL OTHER USES 17,396,303 21,445,500 (4,049,197) -19% 56,458,000 39,061,697

NET INCREASE(DECREASE) IN AVAILABLE
FUND BALANCE $ 83,242,119 $ 71,196,647 $ 12,045,472 17% $98,057,000 $14,814,881 * While the Total Operating Revenues were correctly modeled, the Mid-Year budget incorrectly included actual revenues from Oct-Dec 2024 of $0.6 million from Green Prime Premium and $2.8 million from Other Income in the Energy Sales category. The breakdown of the budgeted Total Operating Revenues among Energy Sales, Green Prime Premium, and Other Income is shown according to the approved Mid-Year budget.

Variance

SILICON VALLEY CLEAN ENERGY AUTHORITY

BUDGETARY COMPARISON SCHEDULE
October 1, 2024 through June 30, 2025
Item 1b June 2025 Treasurer Report
9 BUDGET ACTUAL/
REVENUE & OTHER SOURCES: ACTUAL REMAINING BUDGET
Transfers in - General Programs $ 10,530,000 $ 10,530,000 $ - 100.0% Total $ 10,530,000 $ 10,530,000 $ -
EXPENDITURES & OTHER USES:

Program expenditures 17,552,064 6,791,643 10,760,421 38.7% Net increase (decrease) in fund balance $ (7,022,064) $3,738,357 Fund balance at beginning of period 77,436,658
Fund balance at end of period $81,175,015

BUDGET ACTUAL/
REVENUE & OTHER SOURCES: ACTUAL REMAINING BUDGET
Transfer from Operating Fund $ 5,370,000 $ 5,370,000 $ - 100.0% EXPENDITURES & OTHER USES:

Customer bill relief credit 4,411,000 3,707,933 703,067 84.1% Other program expenditures 825,000 565,827 259,173 68.6% Total Program expenditures 5,236,000 4,273,760 962,240
Net increase (decrease) in fund balance $ 134,000 1,096,240 Fund balance at beginning of period 5,437,984
Fund balance at end of period $6,534,224

SILICON VALLEY CLEAN ENERGY AUTHORITY

BUDGETARY COMPARISON SCHEDULE
October 1, 2024 through June 30, 2025

CUSTOMER RELIEF & COMMUNITY RESILIENCY FUND

GENERAL PROGRAM FUND

BUDGETARY COMPARISON SCHEDULE
October 1, 2024 through June 30, 2025
BUDGET
BUDGET
Item 1b June 2025 Treasurer Report
10 BUDGET ACTUAL/
REVENUE & OTHER SOURCES: BUDGET ACTUAL REMAINING BUDGET Transfer from Operating Fund $ - $ - $ - n/a
EXPENDITURES & OTHER USES:

Program expenditures 850,000 310,125 539,875 36.5%
Net increase (decrease) in fund balance $ (850,000) (310,125) Fund balance at beginning of period 9,159,383
Fund balance at end of period $8,849,258

BUDGET ACTUAL/
REVENUE & OTHER SOURCES: BUDGET ACTUAL REMAINING BUDGET Transfer from Operating Fund * $ - n/a
EXPENDITURES & OTHER USES:

Capital outlay - 11,535,464
Other program expenditures 104,182 (104,182)
11,639,646
Net increase (decrease) in fund balance $ - (11,639,646) Fund balance at beginning of period 20,000,000
Fund balance at end of period $8,360,354

BUILDING FUND

BUDGETARY COMPARISON SCHEDULE
October 1, 2024 through June 30, 2025

ELECTRIFICATION DISCOUNT FUND

BUDGETARY COMPARISON SCHEDULE
October 1, 2024 through June 30, 2025
Item 1b June 2025 Treasurer Report
11 BUDGET ACTUAL/
REVENUE & OTHER SOURCES: ACTUAL REMAINING BUDGET
Transfers in - Nuclear Allocation $ 3,708,000 $ 3,708,000 Transfer in - Hanford Emissions Mitigation Fund $ 1,800,000 $ 1,800,000 $ - 100.0% Total $ 5,508,000 $ 5,508,000 $ -
EXPENDITURES & OTHER USES:

Program expenditures - - -
Net increase (decrease) in fund balance $ 5,508,000 $5,508,000 Fund balance at beginning of period 2,188,000
Fund balance at end of period $7,696,000
BUDGET

NUCLEAR AND HANFORD PROGAM FUNDS

BUDGETARY COMPARISON SCHEDULE
October 1, 2024 through June 30, 2025
Item 1b June 2025 Treasurer Report
12 October November December January February March April May June July August September YTD

OPERATING REVENUES
Electricity sales, net $ 42,272,261 $ 36,066,964 $ 40,444,049 $ 37,228,673 $ 35,529,828 $ 34,904,798 $ 31,391,510 $ 34,317,024 $ 43,774,198 $ - $ - $ - $335,929,305 Green electricity premium $ 216,009 $ 177,897 $ 192,481 $ 188,052 $ 178,307 $ 193,727 $ 206,394 $ 187,690 $ 201,357 $ - $ - $ - 1,741,914 Liquidated damages $ 2,400,000 $ 404,610 $ - $ - $ 4,769,259 $ - $ - $ 7,335 $ 5,523 $ - $ - $ - 7,586,727 Total operating revenues 44,888,270 36,649,471 40,636,530 37,416,725 40,477,394 35,098,525 31,597,904 34,512,049 43,981,078 - - - 345,257,946

OPERATING EXPENSES
Cost of electricity 29,690,455 $ 23,435,665 $ 24,597,864 $ 30,250,162 $ 31,366,058 $ 27,919,533 $ 23,596,328 $ 24,645,113 $ 25,010,833 $ - $ - $ - 240,512,011 Staff compensation and benefits 1,153,708 $ 1,135,297 $ 1,503,015 $ 1,268,232 $ 1,111,324 $ 1,224,232 $ 1,176,748 $ 1,236,271 $ 1,148,872 $ - $ - $ - 10,957,699 Data manager 270,465 $ 270,551 $ 270,449 $ 271,060 $ 271,407 $ 297,492 $ 298,166 $ 299,318 $ 299,619 $ - $ - $ - 2,548,527 Service fees - PG&E 100,000 $ 96,085 $ 104,098 $ 99,430 $ 99,450 $ 99,963 $ 100,000 $ 103,680 $ 100,000 $ - $ - $ - 902,706 Consultants and other professional fees 806,956 $ 771,641 $ 713,688 $ 488,719 $ 758,117 $ 686,305 $ 1,228,117 $ 593,977 $ 732,144 $ - $ - $ - 6,779,664 Other operating expenses 462,895 $ 852,622 $ 1,008,087 $ 522,513 $ 628,025 $ 686,023 $ 840,532 $ 695,796 $ 1,071,290 $ - $ - $ - 6,767,783 Depreciation 53,537 $ 53,341 $ 65,816 $ 65,817 $ 65,679 $ 79,983 $ 79,788 $ 35,349 $ 64,577 $ - $ - $ - 563,887 Total operating expenses 32,538,016 26,615,202 28,263,017 32,965,933 34,300,060 30,993,531 27,319,679 27,609,504 28,427,335 - - - 269,032,277 Operating income (loss) 12,350,254 10,034,269 12,373,513 4,450,792 6,177,334 4,104,994 4,278,225 6,902,545 15,553,743 - - - 76,225,669

NONOPERATING REVENUES (EXPENSES)
Grant income - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - Interest income 428,694 $ 1,712,666 $ 1,742,311 $ 2,102,525 $ 2,556,286 $ 2,024,762 $ 2,554,759 $ 1,112,698 $ 2,555,003 $ - $ - $ - 16,789,704 Financing costs (701) $ (625) $ (549) $ (472) $ (2,125) $ (308) $ (241) $ (164) $ (88) $ - $ - $ - (5,273) Total nonoperating revenues (expenses) 427,993 1,712,041 1,741,762 2,102,053 2,554,161 2,024,454 2,554,518 1,112,534 2,554,915 - - - 16,784,431 CHANGE IN NET POSITION $ 12,778,247 $ 11,746,310 $ 14,115,275 $ 6,552,845 $ 8,731,495 $ 6,129,448 $ 6,832,743 $ 8,015,079 $ 18,108,658 $ - $ - $ - $ 93,010,100

SILICON VALLEY CLEAN ENERGY AUTHORITY

STATEMENT OF REVENUES, EXPENSES

AND CHANGES IN NET POSITION
October 1, 2024 through June 30, 2025
Item 1b June 2025 Treasurer Report
13 Ending Balance of SVCE Accounts: Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep River City Bank Accounts $ 33,363,756 $ 28,561,690 $ 48,885,983 $ 23,794,276 $ 27,049,188 $ 42,937,816 $ 45,927,353 $ 32,564,164 $ 21,348,354 California Asset Management Program (CAMP) $ 206,767,899 $ 229,607,825 $ 216,507,939 $ 249,409,396 $ 240,227,528 $ 233,113,584 $ 233,966,069 $ 255,875,229 $ 260,768,773 PFM Asset Management Investment Portfolio $ 281,807,003 $ 270,469,593 $ 271,357,416 $ 273,147,693 $ 276,597,488 $ 275,221,074 $ 277,682,923 $ 277,661,144 $ 278,632,183 Total Ending Balance $ 521,938,658 $ 528,639,108 $ 536,751,338 $ 546,351,364 $ 543,874,204 $ 551,272,475 $ 557,576,345 $ 566,100,537 $ 560,749,310 Return On Investments:

Annual % Yield Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep River City Bank Accounts 4.58% 4.58% 4.55% 4.53% 4.42% 4.39% 4.36% 4.35% 4.33% California Asset Management Program (CAMP) 5.03% 4.87% 4.73% 4.55% 4.51% 4.47% 4.45% 4.42% 4.40% PFM Asset Management Investment Portfolio * 4.45% 4.45% 4.45% 4.40% 4.33% 4.25% 4.14% 4.30% 4.16% Average Return On Investments: 4.69% 4.64% 4.57% 4.47% 4.41% 4.35% 4.29% 4.36% 4.28% * Yield to Maturity at Market.

Accounting Returns Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep River City Bank Accounts $ 14,385 $ 26,036 $ 36,682 $ 38,759 $ 20,782 $ 21,676 $ 25,765 $ 47,976 $ 28,267 California Asset Management Program (CAMP) $ 908,552 $ 839,926 $ 900,114 $ 901,457 $ 818,132 $ 886,056 $ 852,485 $ 909,160 $ 893,544 Other Interest Income $ 4,447 $ 2,470 $ 2,313 $ 2,322 $ 2,242 $ 2,020 $ 2,181 $ 2,089 $ 2,151 PFM Asset Management Investment Portfolio * $ (498,690) $ 844,234 $ 803,202 $ 1,159,987 $ 1,715,130 $ 1,115,010 $ 1,674,328 $ 153,474 $ 1,631,039 Total Interest and Investment Gains $ 428,694 $ 1,712,666 $ 1,742,311 $ 2,102,525 $ 2,556,286 $ 2,024,762 $ 2,554,758 $ 1,112,699 $ 2,555,002 * Includes change in current market value (month over month), accrued interest and money market dividends (as per US GAAP).

Actual and Accrued Cash Basis Returns Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep River City Bank Accounts $ 14,385 $ 26,036 $ 36,682 $ 38,759 $ 20,782 $ 21,676 $ 25,765 $ 47,976 $ 28,267 Camp Pool Composition (based on market value): $ 908,552 $ 839,926 $ 900,114 $ 901,457 $ 818,132 $ 886,056 $ 852,485 $ 909,160 $ 893,544 Other Interest Income $ 4,447 $ 2,470 $ 2,313 $ 2,322 $ 2,242 $ 2,020 $ 2,181 $ 2,089 $ 2,151 PFM Asset Management Investment Portfolio * $ 945,927 $ 954,874 $ 1,046,439 $ 1,048,124 $ 1,144,192 $ 895,923 $ 1,043,886 $ 1,476,104 $ 952,095 Total Interest and Investment Gains $ 1,873,311 $ 1,823,305 $ 1,985,548 $ 1,990,662 $ 1,985,349 $ 1,805,676 $ 1,924,316 $ 2,435,329 $ 1,876,058 * Includes interest/dividends/coupons received, net realized gains/losses and monthly change in accrued interest.

CAMP Portfolio Statistics
As of June 30, 2025
Beginning of the Month Market Value $ 255,875,229
Ending of The Month Market Value $ 260,768,773
Monthly Distribution Yield 4.40% Weighted Average Maturity (days) 41 PFM Portfolio Statistics
As of June 30, 2025
Portfolio Par Value $ 276,343,980
Portfolio Market Value (icl. Accrued Interest) $ 278,632,183 Yield to Maturity at Cost 4.48%
Yield to Maturity at Market 4.16%
Benchmark Yield* 3.87%
Portfolio Effective Duration (years) 1.35 Weighted Average Maturity (days) 674 *ICE BofA 0-3 Year U.S. Treasury Index
SVCE Investment Policy:
https://svcleanenergy.org/wp-content/uploads/FP-08_Investments.pdf

SILICON VALLEY CLEAN ENERGY AUTHORITY

INVESTMENTS SUMMARY
October 1, 2024 through June 30, 2025

9.08% 8.67%

39.91%

34.32%

3.92% 4.10%

0.00%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0 - 6 Months 6 - 12 Months 1 - 2 Years 2 - 3 Years 3 - 4 Years 4 - 5 Years Over 5 Years Maturity Distribution
U.S. Treasury
Bond / Note
Commercial 36%
Paper
5%
CAMP Pool
0%
Federal Agency
Com MBS
9%
Supra-National
Agency
0%
Corp. & Bank Notes
27%
Certificate of
Deposit
4%
Asset-Backed
Security
19%
SVCE PFM Portfolio Investments
Repurchase
Agreements,

36.2%
Certificates of
Deposit, 27.2%
Commercial
Paper, 34.4%
Bank Note,

0.7%
Money Market
Funds, 0.1%
Corporate
Notes, 1.5%
Camp Pool Composition (based on market value)
Item 1b June 2025 Treasurer Report
14 October November December January February March April May June July August September YTD Retail Sales Actual (GWh) 338.0 306.3 334.6 341.1 312.1 329.2 305.1 315.8 303.8 2,886 Retail Sales MY Budget (GWh) 338.0 306.3 334.6 363.3 341.8 326.0 310.5 310.3 323.6 342.9 348.8 344.1 2,954 Load deviation from the Budget (Right Y-Axes) 0.0% 0.0% 0.0% -6.1% -8.7% 1.0% -1.7% 1.8% -6.1% -2.3% Customer Participation Rate Res 96.1% 96.1% 96.2% 96.1% 96.2% 96.2% 96.2% 96.2% 96.2% Customer Participation Rate Com 96.5% 96.5% 96.4% 96.5% 96.2% 96.4% 96.5% 96.5% 96.5% Total Accounts 281,658 282,096 281,927 281,940 282,098 282,423 282,833 283,264 283,631 283,631 Opt-Out Accounts 41 25 31 66 42 40 50 24 21 340
Opt-Up Accounts -7 17 -23 -9 8 -11 -8 -11 -6 -50

0.07 25.56
SVCE Arrearager Total for customers 31+ days late and 120+ days late Age Summary (as of 7/1/2025) Date Amount
<30 days $30,347,537 High 11/29/2021 $7.99M
<60 days $1,615,949 Low 4/17/2020 $2.54M
<90 days $795,119 Current 7/1/2025 $6.3 M
<120 days $624,218
Older $3,277,889

June 2025 FYTD
Accounts Receivable Days
26 Days
$36,660,713

SILICON VALLEY CLEAN ENERGY AUTHORITY

RETAIL SALES, CUSTOMER ACCOUNTS AND AGING REPORT
Bad Debt % (Actual)

0.35%

TOTAL DUE
Bad Debt % (Budget)

0.75% • Green arrow indicates
receipt of $1.3M in Federal
CAPP funds. • An additional $717K in
CAPP funding provided in
Winter 2023. • Growth at red arrow
indicates short-term PG&E
billing-hold issue in Fall
2022 that was quickly
resolved.
'17-'18 '18-'19 '19-'20 '20-'21 21-'22 22-'23 23-'24 24-'25 Total (L Axes) $308,552 $417,275 $415,187 $639,455 $885,995 $1,484,75 $1,539,43 $1,194,91 % Revenue 0.12% 0.14% 0.14% 0.25% 0.23% 0.33% 0.29% 0.35% Av./Month (R Axes) $25,713 $34,773 $34,599 $53,288 $73,833 $123,729 $128,286 $132,768 $-
$30,000
$60,000
$90,000
$120,000
$150,000
$180,000
$210,000
$240,000
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
SVCE Write-offs By Fiscal Year
Item 1b June 2025 Treasurer Report
16 M
14M
12 M
10 M
8M
6M
4M
2M
0M
>120 Days 1 131+ Days
,Zz O' %\ 6
15 Item 1b June 2025 Treasurer Report
Silicon Valley Clean Energy June 30, 2025
Certificate of Compliance
Acknowledged:PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc.

Note: Pre- and post-trade compliance for the account(s) managed by PFM Asset Management is provided via Bloomberg Financial LP Asset and Investment Management ("AIM").

During the reporting period for the month ended June 30, 2025, the account(s) managed by PFM Asset Management ("PFMAM") were in compliance with the applicable investment policy and guidelines as furnished to PFMAM. 16 Item 1b June 2025 Treasurer Report
Managed Account Security Transactions & For the Month Ending June 30, 2025 Interest Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type
Security Description CUSIP Par
Principal
Proceeds
Accrued
Interest Total
Realized G/L
Cost
Realized G/L
Amort Cost
Sale
Trade Settle Method
BUY
05/27/25 06/03/25 HSBC USA INC
DTD 06/03/2025 4.650% 06/03/2028
40428HR95 260,000.00 (259,877.80) 0.00 (259,877.80)
05/29/25 06/02/25 USAA CAPITAL CORP (CALLABLE)
DTD 06/02/2025 4.375% 06/01/2028
903270DA4 385,000.00 (384,272.35) 0.00 (384.272.35)
06/03/25 06/10/25 BMWLT 2025-1 A3
DTD 06/10/2025 4.430% 06/26/2028
096912AD2 495,000.00 (494,989.11) 0.00 (494,989.11)
06/03/25 06/10/25 BANK OF NY MELLON CORP
(CALLABLE)
DTD 06/10/2025 4.441% 06/09/2028
06406RCH8 415,000.00 (415,000.00) 0.00 (415,000.00)
06/03/25 06/10/25 WFCIT 2025-Al A
DTD 06/10/2025 4.340% 05/15/2030
92970OAM 1,125,000.00 (1,124,981.33) 0.00 (1.124,981.33) 06/03/25 06/13/25 NATIONAL AUSTRALIA BK/NY
DTD 06/13/2025 4.308% 06/13/2028
63252508 760,000.00 (760,000.00) 0.00 (760,000.00)
06/04/25 06/09/25 FHMS K067 A2
DTD 09/01/2017 3.194% 07/01/2027
3137FAWS3 1,725,000.00 (1.688,478.52) (1,224.37) (1,689,702.89) 06/05/25 06/10/25 TARGET CORP (CALLABLE)
DTD 06/10/2025 4.350% 06/15/2028
87612EBU9 340,000.00 (339,996.60) 0.00 (339,996.60)
06/10/25 06/18/25 AUST 8i NZ BANKING GRP NY
DTD 06/18/2025 4.362% 06/18/2028
05253JB75 1,000,000.00 (1,000,000.00) 0.00 (1,000,000.00) 06/12/25 06/16/25 ANALOG DEVICES INC (CALLABLE)
DTD 06/16/2025 4.250% 06/15/2028
032654BD6 1,470,000.00 (1,468,412.40) 0.00 (1,468.412.40) 06/17/25 06/25/25 KCOT 2025-2A A2
DTD 06/25/2025 4.480% 04/17/2028
50117LAB4 300,000.00 (299,963.82) 0.00 (299,963.82)
Transaction Type Sub-Total 8,275,000.00 (8,235,971.93) (1,224.37) (8,237,196.30)

INTEREST
06/01/25 06/01/25 USAA CAPITAL CORP
DTD 06/03/2024 5.250% 06/01/2027
903270097 0.00 18.768.75 18,768.75
06/01/25 06/25/25 FHMS K074 A2
DTD 03/01/2018 3.600% 01/01/2028
3137F4D41 0.00 3,000.00 3,000.00
06/01/25 06/25/25 FHMS K057 A2
DTD 09/01/2016 2.570% 07/01/2026
3137BRO37 0.00 2,508.74 2,508.74
06/01/25 06/25/25 FHMS K058 Al
DTD 11/01/2016 2.340% 07/01/2026
3137BSP64 0.00 507.51 507.51
PFM Asset Management, a division of
U.S. Bancorp Asset Management, Inc.

Account 4025-002 Page 44
17 Item 1b June 2025 Treasurer Report
Managed Account Security Transactions & Interest For the Month Ending June 30, 2025 Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type
Security Description CUSIP
Principal
Par Proceeds
Accrued
Interest Total
Realized G/L
Cost
Realized G/L
Amort Cost
Sale
Trade Settle Method
1 INTEREST
06/01/25 06/25/25 FHMS K063 A2
DTD 03/01/2017 3.430% 01/01/2027
3137BVZ82 0.00 6,359.79 6.359.79
06/01/25 06/25/25 FHMS K065 Al
DTD 07/01/2017 2.864% 10/01/2026
3137F1G36 0.00 961.44 961.44
06/01/25 06/25/25 FNA 2018-M2 A2
DTD 02/01/2018 3.001% 01/01/2028
3136BOYM2 0.00 3.269.81 3,269.81
06/01/25 06/25/25 FNA 2024-M6 A2
DTD 11/01/2024 3.005% 07/01/2027
3136BTGM9 0.00 5,007.50 5,007.50
06/01/25 06/25/25 FHMS K068 A2
DTD 10/01/2017 3.244% 08/01/2027
3137FBBX3 0.00 2,297.83 2,297.83
06/01/25 06/25/25 FHMS KJ28 A2
DTD 02/01/2020 2.308% 10/01/2027
3137FREE7 0.00 3,085.37 3,085.37
06/01/25 06/25/25 FHMS K737 A2
DTD 01/01/2020 2.525% 10/01/2026
3137FOXJ7 0.00 2,209.37 2,209.37
06/01/25 06/25/25 FHMS K079 A2
DTD 08/01/2018 3.926% 06/01/2028
3137FGZT5 0.00 4,907.50 4,907.50
06/01/25 06/25/25 FHMS K075 A2
DTD 04/01/2018 3.650% 02/01/2028
3137F4X72 0.00 4,486.46 4,486.46
06/01/25 06/25/25 FHMS K733 A2
DTD 11/01/2018 3.750% 08/01/2025
3137FJXO7 0.00 1.511.95 1.511.95
06/01/25 06/25/25 FHMS K736 A2
DTD 09/01/2019 2.282% 07/01/2026
3137FNWX4 0.00 1,274.87 1,274.87
06/01/25 06/25/25 FHMS K739 A2
DTD 11/01/2020 1.336% 09/01/2027
3137F64P9 0.00 2,645.13 2,645.13
06/01/25 06/25/25 FHMS K059 A2
DTD 11/01/2016 3.120% 09/01/2026
3137BSRE5 0.00 1,820.00 1,820.00
06/01/25 06/25/25 FHMS K069 A2
DTD 11/01/2017 3.187% 09/01/2027
3137FBU79 0.00 1,958.01 1,958.01
06/01/25 06/25/25 FHMS K076 A2
DTD 05/01/2018 3.900% 04/01/2028
3137FEZU7 0.00 3,900.00 3,900.00
06/01/25 06/25/25 FHMS K054 A2
DTD 04/01/2016 2.745% 01/01/2026
3137BNGT5 0.00 2,306.32 2,306.32
06/01/25 06/25/25 FHMS K066 A2
DTD 08/01/2017 3.117% 06/01/2027
3137F2U3 0.00 2.727.38 2.727.38
PFM Asset Management, a division of
U.S. Bancorp Asset Management, Inc.

Account 4025-002 Page 45
18 Item 1b June 2025 Treasurer Report
Managed Account Security Transactions & Interest For the Month Ending June 30, 2025 Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type
Security Description CUSIP
Principal
Par Proceeds
Accrued
Interest Total
Realized G/L
Cost
Realized G/L
Amort Cost
Sale
Trade Settle Method

I INTEREST
06/08/25 06/08/25 IP MORGAN CHASE BANK NA
(CALLABLE)
DTD 12/08/2023 5.110% 12/08/2026
48125LRU8 0.00 15,330.00 15,330.00
06/10/25 06/10/25 NATIONAL AUSTRALIA BK/NY
DTD 06/09/2022 3.500% 06/10/2025
63254ABD9 0.00 8,750.00 8,750.00
06/10/25 06/10/25 NATIONAL AUSTRALIA BK/NY
DTD 01/10/2024 4.750% 12/10/2025
63253OAF1 0.00 9,500.00 9,500.00
06/11/25 06/11/25 NATIONAL AUSTRALIA BK/NY
DTD 06/11/2024 5.087% 06/11/2027
63253OAJ3 0.00 62.442.93 62,442.93
06/14/25 06/14/25 VISAING (CALLABLE)
DTD 12/14/2015 3.150% 12/14/2025
92826CAD4 0.00 15,750.00 15,750.00
06/15/25 06/15/25 WOART 2023-D A2A
DTD 11/08/2023 5.910% 02/16/2027
98164DAB3 0.00 296.30 296.30
06/15/25 06/15/25 TAOT 2023-D A3
DTD 11/14/2023 5.540% 08/15/2028
89239FAD4 0.00 1,108.00 1,108.00
06/15/25 06/15/25 FORDO 2024-C A2A
DTD 09/20/2024 4.320% 08/15/2027
34532UAB5 0.00 2,154.46 2,154.46
06/15/25 06/15/25 BACCT 2024-Al A
DTD 06/13/2024 4.930% 05/15/2029
05522RDJ4 0.00 4,231.58 4.231.58
06/15/25 06/15/25 AMXCA 2025-2 A
DTD 05/13/2025 4.280% 04/15/2030
025823KP4 0.00 3,975.64 3,975.64
06/15/25 06/15/25 HART 2025-A A3
DTD 03/12/2025 4.320% 10/15/2029
44935CAD3 0.00 6,102.00 6,102.00
06/15/25 06/15/25 KCOT 2024-2A A2
DTD 06/25/2024 5.450% 04/15/2027
50117DAB2 0.00 1,169.72 1,169.72
06/15/25 06/15/25 COPAR 2024-1 A2A
DTD 11/26/2024 4.610% 10/15/2027
14043NAB5 0.00 1,343.58 1,343.58
06/15/25 06/15/25 TAOT 2024-D A2A
DTD 10/17/2024 4.550% 08/16/2027
89239TAB8 0.00 1,921.73 1,921.73
06/15/25 06/15/25 FORDO 2024-D A2A
DTD 11/22/2024 4.590% 10/15/2027
34535VAB0 0.00 1,969.88 1,969.88
06/15/25 06/15/25 CARMX 2022-2 A3
DTD 04/28/2022 3.490% 02/16/2027
14317HAC5 0.00 450.46 450.46
PFM Asset Management, a division of
U.S. Bancorp Asset Management, Inc.

Account 4025-002 Page 46
19 Item 1b June 2025 Treasurer Report
fl
U 1 $
Managed Account Security Transactions & 30, 2025 Interest ror me nonm cnainq June Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type Principal Accrued Realized G/L Realized G/L Sale Trade Settle Security Description CUSIP Par Proceeds Interest Total Cost Aniort Cost Method 1 INTEREST
06/15/25 06/15/25 ALLYA 2024-1 A3
DTD 03/13/2024 5.080% 12/15/2028
02008FAC8 0.00 1,629.83 1,629.83
06/15/25 06/15/25 HART 2023-C A2A
DTD 11/13/2023 5.800% 01/15/2027
44918CAB8 0.00 621.90 621.90
06/15/25 06/15/25 MBART 2025-1 A2A
DTD 01/23/2025 4.500% 02/15/2028
58773DAB0 0.00 7,593.75 7.593.75
06/15/25 06/15/25 KCOT 2024-1A A2
DTD 02/21/2024 5.390% 01/15/2027
50117BAB6 0.00 2,065.48 2,065.48
06/15/25 06/15/25 FORDO 2025-A A2A
DTD 03/25/2025 4.470% 12/15/2027
34535KAB4 0.00 7,748.00 7,748.00
06/15/25 06/15/25 DCENT 2023-Al A
DTD 04/11/2023 4.310% 03/15/2028
254683CY9 0.00 4,669.17 4,669.17
06/15/25 06/15/25 HART 2024-C A2A
DTD 10/16/2024 4.530% 09/15/2027
448976AB6 0.00 3,093.31 3.093.31
06/15/25 06/15/25 AMXCA 2023-3 A
DTD 09/19/2023 5.230% 09/15/2028
025823KD1 0.00 3,595.62 3,595.62
06/15/25 06/15/25 BAAT 2023-2A A3
DTD 11/21/2023 5.740% 06/15/2028
06054YAC1 0.00 4.018.00 4,018.00
06/15/25 06/15/25 NAROT 2025-A A3
DTD 05/27/2025 4.490% 12/17/2029
65481GAD7 0.00 2,772.58 2,772.58
06/15/25 06/15/25 TAOT 2024-B A2A
DTD 04/30/2024 5.410% 03/15/2027
89237NAB3 0.00 1.247.63 1,247.63
06/15/25 06/15/25 ALLYA 2024-2 A3
DTD 09/27/2024 4.140% 07/16/2029
02007NAC2 0.00 2.277.00 2,277.00
06/15/25 06/15/25 HART 2024-B A2A
DTD 07/24/2024 5.150% 06/15/2027
44934OAB7 0.00 1.658.07 1,658.07
06/15/25 06/15/25 FORDO 2024-A A2A
DTD 03/19/2024 5.320% 01/15/2027
34535EAB8 0.00 745.84 745.84
06/15/25 06/15/25 HAROT 2024-1A2
DTD 02/21/2024 5.360% 09/15/2026
437918AB1 0.00 1,467.91 1,467.91
06/15/25 06/15/25 KCOT 2025-1A A2
DTD 02/19/2025 4.610% 12/15/2027
50117FAB7 0.00 2,439.46 2,439.46
06/15/25 06/15/25 BACCT 2023-A2 A2
DTD 12/14/2023 4.980% 11/15/2028
05522RDH8 0.00 1,473.25 1,473.25
PFM Asset Management, a division of
U.S. Bancorp Asset Management, Inc.

Account 4025-002 Page 47
20 Item 1b June 2025 Treasurer Report
CAMt £)
' W
'
1 1 3> Managed Account Security Transactions & Interest For the Month Ending June 30, 2025 silicon vaiiey clean energy - svcc investment: roruono - 4025-002 - (12517950) Transaction Type Principal Accrued Realized G/L Realized G/L Sale Trade Settle Security Description CUSIP Par Proceeds Interest Total Cost Ainort Cost Method 1 INTEREST
06/15/25 06/15/25 WOART 2024-C A2A
DTD 08/20/2024 4.780% 01/18/2028
98164NAB1 0.00 2.812.55 2,812.55
06/15/25 06/15/25 FORDO 2024-B A2A
DTD 06/24/2024 5.400% 04/15/2027
34531OAB5 0.00 4.707.81 4,707.81
06/15/25 06/15/25 TAOT 2024-A A3
DTD 01/30/2024 4.830% 10/16/2028
89238DAD0 0.00 1.348.38 1,348.38
06/15/25 06/15/25 TAOT 2025-A A2A
DTD 01/29/2025 4.480% 11/15/2027
89240JAB7 0.00 6.608.00 6,608.00
06/15/25 06/15/25 HART 2022-C A3
DTD 11/09/2022 5.390% 06/15/2027
44933DAD3 0.00 1.221.48 1,221.48
06/15/25 06/15/25 NAROT 2024-B A2A
DTD 10/23/2024 4.510% 06/15/2027
65479WAB0 0.00 3,916.66 3,916.66
06/15/25 06/15/25 WFCTT 2024-Al A
DTD 03/01/2024 4.940% 02/15/2029
92970OAA3 0.00 3.807.92 3,807.92
06/15/25 06/15/25 COMET 2024-Al A
DTD 09/24/2024 3.920% 09/15/2029
14041NGE5 0.00 4.736.67 4,736.67
06/15/25 06/15/25 WOART 2024-A A2A
DTD 02/14/2024 5.050% 04/15/2027
98164RAB2 0.00 427.64 427.64
06/15/25 06/15/25 AMXCA 2024-1 A
DTD 04/23/2024 5.230% 04/16/2029
02582JKH2 0.00 3,116.21 3,116.21
06/15/25 06/15/25 CHAIT 2023-Al A
DTD 09/15/2023 5.160% 09/15/2028
161571HT4 0.00 3.461.50 3,461.50
06/15/25 06/15/25 FORDO 2023-C A3
DTD 11/21/2023 5.530% 09/15/2028
344940AD3 0.00 1,566.83 1.566.83
06/15/25 06/15/25 WFCTT 2024-A2 A
DTD 10/24/2024 4.290% 10/15/2029
92970OAE5 0.00 2.341.63 2.341.63
06/15/25 06/15/25 HAROT 2024-4 A2
DTD 10/24/2024 4.560% 03/15/2027
43816DAB1 0.00 5,567.97 5,567.97
06/15/25 06/15/25 COPAR 2023-2 A2A
DTD 10/11/2023 5.910% 10/15/2026
14044EAB4 0.00 555.35 555.35
06/15/25 06/15/25 NAROT 2024-A A2A
DTD 05/22/2024 5.470% 12/15/2026
65479UAB4 0.00 1,592.63 1,592.63
06/15/25 06/15/25 BAAT 2024-1A A3
DTD 05/22/2024 5.350% 11/15/2028
09709AAC6 0.00 557.29 557.29
PFM Asset Management a division of
U.S. Bancorp Asset Management. Inc.

Account 4025-002 Page 48
21 Item 1b June 2025 Treasurer Report
Managed Account Security Transactions & Interest For the Month Ending June 30, 2025 Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type
Security Description CUSIP
Principal
Par Proceeds
Accrued
Interest Total
Realized G/L
Cost
Realized G/L
Aniort Cost
Sale
Trade Settle Method

INTEREST
06/15/25 06/15/25 MBART 2023-2 A2
DTD 10/25/2023 5.920% 11/16/2026
58769FAB1 0.00 103.78 103.78
06/15/25 06/15/25 WOART 2025-A A2A
DTD 01/29/2025 4.490% 04/17/2028
98164YAB7 0.00 4,302.92 4,302.92
06/15/25 06/15/25 US TREASURY N/B
DTD 12/16/2024 4.000% 12/15/2027
91282CMB4 0.00 18.000.00 18,000.00
06/15/25 06/15/25 TAOT 2024-C A2A
DTD 07/30/2024 5.160% 05/17/2027
89237OAB6 0.00 949.73 949.73
06/15/25 06/15/25 HDMOT 2023-B A3
DTD 09/27/2023 5.690% 08/15/2028
41285YAC9 0.00 4,433.46 4.433.46
06/15/25 06/15/25 NAROT 2023-B A2A
DTD 10/25/2023 5.950% 05/15/2026
65480MAB9 0.00 423.81 423.81
06/15/25 06/15/25 WOART 2024-B A2A
DTD 05/22/2024 5.480% 09/15/2027
98164HAB4 0.00 831.83 831.83
06/15/25 06/15/25 ALLYA 2023-1 A3
DTD 07/19/2023 5.460% 05/15/2028
02007WAC2 0.00 2,067.49 2,067.49
06/15/25 06/15/25 CHAIT 2024-Al A
DTD 01/31/2024 4.600% 01/16/2029
161571HV9 0.00 2.664.17 2,664.17
06/15/25 06/15/25 AMXCA 2025-1 A
DTD 02/11/2025 4.560% 12/15/2029
02582JKM1 0.00 6,137.00 6,137.00
06/15/25 06/15/25 USAOT 2024-A A2
DTD 07/30/2024 5.250% 03/15/2027
90327VAB4 0.00 2,902.57 2,902.57
06/16/25 06/16/25 GMCAR 2024-1 A3
DTD 01/17/2024 4.850% 12/18/2028
36268GAD7 0.00 444.58 444.58
06/16/25 06/16/25 GMCAR 2025-1 A2A
DTD 01/15/2025 4.440% 01/18/2028
362955AB2 0.00 5,383.50 5,383.50
06/16/25 06/16/25 GMCAR 2024-3 A2A
DTD 07/10/2024 5.350% 06/16/2027
38013KAB6 0.00 1,897.76 1,897.76
06/16/25 06/16/25 GMCAR 2023-4 A3
DTD 10/11/2023 5.780% 08/16/2028
379930AD2 0.00 2.263.83 2,263.83
06/16/25 06/16/25 GMCAR 2024-4 A2A
DTD 10/16/2024 4.530% 10/18/2027
38014AAB7 0.00 2,100.85 2.100.85
06/16/25 06/16/25 GMCAR 2024-2 A2A
DTD 04/10/2024 5.330% 03/16/2027
379931AB4 0.00 446.38 446.38
PPM Asset Management, a division of
U.S. Bancorp Asset Management, Inc.

Account 4025-002 Page 49
22 Item 1b June 2025 Treasurer Report
IB Managed Account Security Transactions & Interest ror ine monm cnaing June ju, 2U23 Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) ^^B Transaction Type Principal Accrued Realized G/L Realized G/L Sale Trade Settle Security Description CUSIP Par Proceeds Interest Total Cost Amort Cost Method

I INTEREST
06/20/25 06/20/25 VALET 2025-1 A2A
DTD 03/25/2025 4.510% 01/20/2028
92868MAB5 0.00 6.765.00 6,765.00
06/20/25 06/20/25 VZMT 2025-3 A1A
DTD 03/31/2025 4.510% 03/20/2030
92348KDY6 0.00 5.675.08 5,675.08
06/20/25 06/20/25 VALET 2024-1 A2A
DTD 11/26/2024 4.650% 11/22/2027
92868RAB4 0.00 5,097.31 5.097.31
06/20/25 06/20/25 BAAT 2025-1A A3
DTD 05/12/2025 4.350% 11/20/2029
05594BAD8 0.00 1,015.00 1.015.00
06/20/25 06/20/25 VALET 2023-2 A2A
DTD 11/21/2023 5.720% 03/22/2027
92867YAB0 0.00 708.65 708.65
06/20/25 06/20/25 PILOT 2025-1A A3
DTD 05/21/2025 4.610% 10/20/2028
73329KAD8 0.00 1,336.90 1,336.90
06/21/25 06/21/25 HAROT 2023-4 A3
DTD 11/08/2023 5.670% 06/21/2028
438123AC5 0.00 921.38 921.38
06/21/25 06/21/25 HAROT 2025-1 A2
DTD 02/11/2025 4.530% 08/23/2027
43814VAB3 0.00 10,192.50 10,192.50
06/21/25 06/21/25 HAROT 2024-3 A2
DTD 08/21/2024 4.890% 02/22/2027
43813YAB8 0.00 2.589.34 2,589.34
06/22/25 06/22/25 PFAST 2024-1A A2A
DTD 12/13/2024 4.450% 01/24/2028
73328EAB7 0.00 1,796.41 1,796.41
06/24/25 06/24/25 HOME DEPOT INC
DTD 06/25/2024 5.100% 12/24/2025
437076CX8 0.00 25,500.00 25.500.00
06/25/25 06/25/25 BMWOT 2024-A A3
DTD 06/11/2024 5.180% 02/26/2029
096919AD7 0.00 3,086.42 3,086.42
06/25/25 06/25/25 CHAOT 2024-3A A2
DTD 06/27/2024 5.530% 09/27/2027
16144LAB2 0.00 1,918.48 1,918.48
06/25/25 06/25/25 BMWOT 2025-A A2A
DTD 02/12/2025 4.430% 10/25/2027
096924AB1 0.00 3,414.79 3,414.79
06/25/25 06/25/25 CHAOT 2024-5A A2
DTD 09/24/2024 4.400% 11/26/2027
16144OAB1 0.00 786.38 786.38
06/25/25 06/25/25 CHAOT 2024-1A A2
DTD 03/27/2024 5.480% 04/26/2027
16144BAB4 0.00 234.18 234.18
06/25/25 06/25/25 CHAOT 2024-2A A2
DTD 04/25/2024 5.660% 05/26/2027
16144CAB2 0.00 1,104.09 1.104.09
PFM Asset Management, a division of
U.S. Bancorp Asset Management. Inc.

Account 4025-002 Page 50
23 Item 1b June 2025 Treasurer Report
Managed Account Security Transactions & For the Month Ending June 30, 2025 Interest PFM Asset Management, a division of Account 4025-002 Page 51 U.S. Bancorp Asset Management. Inc.

Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type
Security Description CUSIP Par
Principal
Proceeds
Accrued
Interest Total
Realized G/L
Cost
Realized G/L
Amort Cost
Sale
Trade Settle Method

INTEREST
06/25/25 06/25/25 CHAOT 2024-4A A2
DTD 07/30/2024 5.250% 09/27/2027
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Transaction Type Sub-Total 0.00 438,272.12 438,272.12

MATURITY
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PAYDOWNS
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24 Item 1b June 2025 Treasurer Report
“1
Managed Account Security Transactions & 30, 2025 Interest ror me montn ending June Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type Principal Accrued Realized G/L Realized G/L Sale Trade Settle Security Description CUSIP Par Proceeds Interest Total Cost Ainort Cost Method

I PAYDOWNS
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PFM Asset Management, a division of
U.S. Bancorp Asset Management, Inc.

Account 4025-002 Page 52
25 Item 1b June 2025 Treasurer Report
Managed Account Security Transactions & Interest For the Month Ending June 30, 2025 Silicon Valley Clean Energy - SVCE Investment Portfolio - 4025-002 - (12517950) Transaction Type
Security Description CUSIP Par
Principal
Proceeds
Accrued
Interest Total
Realized G/L
Cost
Realized G/L
Amort Cost
Sale
Trade Settle Method

PAYDOWNS
06/15/25 06/15/25 HART 2024-B A2A
DTD 07/24/2024 5.150% 06/15/2027
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PFM Asset Management, a division of
U.S. Bancorp Asset Management, Inc.

Account 4025-002 Page 53
26 Item 1b June 2025 Treasurer Report
Managed Account Security Transactions & For the Month Ending June 30, 2025 Interest PFM Asset Management, a division of Account 4025-002 Page 54 U.S. Bancorp Asset Management, Inc.

PAYDOWNS
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(CALLABLE)
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Page 1 of 6 ends

Staff Report – Item 1c
Item 1c: Authorize the Chief Executive Officer to Execute Agreement with EcoMetricx for Three Years with a Not to Exceed Amount of $800,000 for Cloud Infrastructure Implementation
From: Monica Padilla, CEO
Prepared by: Scott Wrigglesworth, Director of Risk and Analytics Rebecca Fang, Manager of Data and Analytics
Date: 8/13/2025

RECOMMENDATION
Staff requests that the Silicon Valley Clean Energy (SVCE) Board of Directors ("Board") authorize the Chief Executive Officer (CEO) to execute a new agreement (Attachment 1) with EcoMetricx for cloud infrastructure implementation services for a total amount not to exceed $800,000 for a period of three years.

BACKGROUND
Since September 2019, SVCE has worked with Camus Energy to develop and maintain Data Analytics In SVCE TerritorY (DAISY), SVCE’s cloud-based data analytics platform hosted on Google Cloud Platform (GCP). Over the years, SVCE and Camus Energy have developed DAISY into a robust platform that serves as a central repository for SVCE’s demand-side data, enabling more efficient and accurate data analytics and reporting to facilitate data-driven decision making across the organization.

Since DAISY primarily serves the demand-side of SVCE’s business, SVCE seeks vendor support to build a similar platform for the supply-side of its business, connect it to DAISY, and create a centralized cloud platform in GCP. This central repository will be named “RADaR” (Repository for Analytics, Data, and Reporting) and will unify data, analytics, and reporting across SVCE. This will ensure a single source of truth for common datasets such as electricity load, enhance SVCE’s analytics capabilities, and set organization-wide standards for documentation, version control, user permissions, and data security.

In addition, SVCE’s contract with Camus Energy will end in September 2025. SVCE is in the process of bringing DAISY in-house to prepare for this, but would benefit from vendor support to align DAISY with the broader RADaR data architecture and continue developing the demand-side of RADaR.

For the reasons above, staff issued a Request for Proposals (RFP) for a Cloud Infrastructure Implementation Partner on March 10, 2025, which closed on April 7, 2025. The RFP scope was structured into 2 tasks: 1) Implementation and 2) Ongoing Services. A key goal of this project was to develop a solution that SVCE could manage and develop internally with a lean maintenance effort; therefore, SVCE sought an implementation partner that would be flexible in order to adapt to existing and new data architecture standards, as well as communicative and transparent throughout the development process.

The RFP garnered a strong response, with 13 proposals submitted. Staff carried out a rigorous evaluation process over multiple months. The primary evaluation criteria were: relevant experience, proposed approach, cost for value, contract exceptions, and cybersecurity. The proposal submitted by EcoMetricx was selected as Item 1c
SILICON VALLEY \3/ CLEAN ENERGY
Agenda Item: 1c Agenda Date: 8/13/2025

Page 2 of 6 ends

the top finalist. SVCE negotiated an agreement with EcoMetricx to build and maintain RADaR over a period of 3 years.

EcoMetricx is a data analytics and cloud engineering firm specializing in energy sector solutions. Established in 2017, the company is a California-based corporation with twenty employees, including certified cloud architects, data engineers, and data scientists. The organization is structured into specialized teams for Cloud Infrastructure, Data Engineering, and Data Science, enabling them to tackle end-to-end data platform implementations. EcoMetricx’s current client list includes energy companies, municipal utilities, and technology firms.

ANALYSIS & DISCUSSION
Current State
(Note: Enlarged Image at end of document)
Demand-side data systems: DAISY, or svce-demand, is SVCE’s existing data platform hosted in GCP. DAISY contains four core GCS buckets, one BQ project, and dashboards within Looker Studio. Permissions to the GCP project are managed using tiered Google Groups, where a subset of SVCE staff (Power Users) have access to directly querying and developing in the project. DAISY is currently being developed in partnership with Camus Energy through September 2025, at which point it will be transitioned over to SVCE.

Supply-side data systems: The organization of data in the supply side consists of a contract management software (Adapt2), a risk and portfolio modeling software (Ascend: PowerSIMM), a load forecasting software (Itron), in-house models, and a range of disparate Excel scripts. There is limited automation among these platforms and most data transfers are manual. The contract management software serves as a source of truth for contracts, counterparty credit ratings, their historical data, and settlements/ associated meter data. The modeling software uses contract data, including historical performance of a contract, and provides modeled outputs of financial scenarios.

Other tools and applications: In addition to the data systems above, SVCE leverages box for file storage, Excel/Python/R for data analysis, ArcGIS Pro for mapping and spatial analysis, Github for version control, and is transitioning to PowerBI for reports and dashboards.

Future State – RADaR
In fall 2024, staff began to scope RADaR, a central repository hosted in GCP which would unify its data warehousing, data analytics, and reporting needs across the organization. RADaR would ensure a single Item 1c
Agenda Item: 1c Agenda Date: 8/13/2025

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source of truth for common datasets, enhance SVCE’s analytics capabilities, and set organization-wide standards for documentation, version control, user permissions, and data security. (Note: Enlarged Image at end of document)
RADaR will consist of three GCP projects: svce-demand, svce-supply, and svce-core. • svce-demand: Also known as DAISY, this is SVCE’s existing GCP project containing primarily demand-side data. Includes Google Cloud Storage (GCS) buckets, BigQuery tables, ETL systems, pre-made queries and routines, and documentation. • svce-supply: This will be a new GCP project containing data for SVCE’s “supply-side”1 business functions. Vendor will develop ETL systems to ingest data from various software into GCS and BigQuery.
svce-core: This will be a new GCP project that brings together summarized data from svce-demand and svce-supply for reporting and analytics across the two sides of business. It will also house data that are utilized by both sides of the business (e.g. settlement-quality load data, weather data, rates data).

Staff Proposal
Staff issued an RFP for a cloud infrastructure implementation partner to co-develop and maintain RADaR.

Based on responses to the RFP, staff recommends contracting with EcoMetricx for cloud infrastructure implementation services via the attached draft agreement (Attachment 1). This will enable staff to leverage vendor expertise to develop RADaR using industry best practices while ensuring that RADaR can be maintained in-house post-implementation.

STRATEGIC PLAN
Approval of the attached agreement is in direct support of the Board-approved Strategic Plan as follows:

Goal 9, “Implement industry best practices to enable data-driven decision making across the organization; enhance systems, standards and procedures to streamline business processes and improve operational effectiveness and reliability (aka SVCE 3.0).”

ALTERNATIVE
Alternatives include selecting a different vendor to perform the needed services, or bringing services in-house. 1 Includes functions such as: deal capture, energy trading and risk management, portfolio management, compliance Item 1c
FUTURE - SVCE Core Data System Architecture - Simplified Illustration Agenda Item: 1c Agenda Date: 8/13/2025

Page 4 of 6 ends

Staff does not recommend these alternatives as the other proposals received either did not meet SVCE’s needs or were not as competitive from a cost-to-value perspective, and SVCE currently does not have the bandwidth and full expertise to perform the services with existing staff within the target timeframe.

FISCAL IMPACT
If approved, the proposed agreement is expected have an execution date of August 14, 2025 with a project start on August 18. The contract will have a three-year contract term with a not-to-exceed amount of $800,000 for the entire term. The cost for year 1 of the agreement is covered in the current budget (given we start in the current FY 2024-25) and the remaining portion of the contract is included in the FY 2025-26 budget request. Appropriations of funds for subsequent years of the agreement will be requested in upcoming budgets.

ATTACHMENT

1. Draft Agreement with EcoMetricx for Cloud Infrastructure Implementation Services (See next pages for enlarged images)
Item 1c

Page 5 of 6 ends

Item 1c
SILICON VALLEY <3/ CLEAN ENERGY
CURRENT - SVCE Core Data System Architecture - Simplified Illustration Agenda Item: 1c Agenda Date: 8/13/2025

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Item 1c
FUTURE - SVCE Core Data System Architecture - Simplified Illustration DA^SY
by Energy Exemplar
/^1PowerSIMM™
Ascend Analytics
1 AGREEMENT BETWEEN THE SILICON VALLEY CLEAN ENERGY AUTHORITY AND

ECOMETRICX, LLC
FOR

CLOUD INFRASTRUCTURE IMPLEMENTATION SERVICES
THIS AGREEMENT (“Agreement”), is entered into this 14 day of AUGUST, 2025, by and between the SILICON VALLEY CLEAN ENERGY AUTHORITY, an independent public agency, ("Authority"), and ECOMETRICX, LLC, a California limited liability company (hereinafter referred to as "Consultant") (collectively referred to as the “Parties” and individually as a “Party”).

RECITALS:

A. Authority is an independent public agency duly organized under the provisions of the Joint Exercise of Powers Act of the State of California (Government Code Section 6500 et seq.) (“Act”) with the power to conduct its business and enter into agreements.

B. Consultant possesses the skill, experience, ability, background, certification and knowledge to provide the services described in this Agreement pursuant to the terms and conditions described herein.

C. Authority and Consultant desire to enter into an agreement for Cloud Infrastructure Implementation services upon the terms and conditions herein.

NOW, THEREFORE, the Parties mutually agree as follows:

1. TERM
The term of this Agreement shall commence on August 18, 2025, and shall terminate on August 17, 2028, unless terminated earlier as set forth herein.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
2 2. SERVICES TO BE PERFORMED
Consultant shall perform each and every service set forth in Exhibit "A" pursuant to the schedule of performance set forth in Exhibit "B," both of which are attached hereto and incorporated herein by this reference.

3. COMPENSATION TO CONSULTANT
Consultant shall be compensated for services performed pursuant to this Agreement in a total amount not to exceed Eight Hundred Thousand dollars ($800,0000) based on the rates and terms set forth in Exhibit "C," which is attached hereto and incorporated herein by this reference.

4. AGREEMENT PERFORMANCE
Consultant and Authority agree that the timeline of performance of the Agreement by Consultant shall be in accordance with the schedule set forth in “Exhibit B.” Notwithstanding the above, the Parties may mutually agree to revise the timeline for performance.

5. STANDARD OF CARE
Consultant agrees to perform all services required by this Agreement in a manner commensurate with the prevailing standards of specially trained professionals in the San Francisco Bay Area under similar circumstances and in a manner reasonably satisfactory to Authority and agrees that all services shall be performed by qualified and experienced personnel. Consultant shall be responsible to Authority for any errors or omissions in the performance of work pursuant to this Agreement. Should any errors caused by Consultant be found in such services or products, Consultant shall correct the errors at no additional charge to Authority by redoing the professional work and/or revising the work product(s) called for in the Scope of Services to eliminate the errors. Should Consultant fail to make such correction in a reasonably timely manner, such correction may be made by Authority, and the reasonable cost thereof shall be charged to Consultant. In addition to all other available remedies, Authority may deduct the reasonable cost of such correction from any retention amount held by Authority or may withhold payment otherwise owed Consultant under this Agreement up to the amount of the reasonable cost of correction.

6. INDEPENDENT PARTIES
Authority and Consultant intend that the relationship between them created by this Agreement is that of an independent contractor. The manner and means of conducting the work are under the control of Consultant, except to the extent they are limited by statute, rule or regulation and the express terms of this Agreement. No civil service status or other right of employment will be acquired by virtue of Consultant's services. None of the benefits provided by Authority to its employees, including but not limited to, unemployment insurance, workers’ compensation plans, vacation and sick leave are available from Authority to Consultant, its employees or agents. Deductions shall not be made for any state or federal taxes, FICA payments, PERS payments, or other purposes normally associated with an employer-employee relationship from any fees due Consultant. Payments of the above items, if required, are the responsibility of Consultant. Consultant shall indemnify and hold harmless Authority and its elected officials, officers, employees, servants, designated volunteers, and agents serving as independent Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
3 contractors in the role of Authority officials, from any and all liability, damages, claims, costs and expenses of any nature to the extent arising from Consultant’s personnel practices. Authority shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to Authority from Consultant as a result of Consultant’s failure to promptly pay to Authority any reimbursement or indemnification arising under this section.

7. NO RECOURSE AGAINST CONSTITUENT MEMBERS OF AUTHORITY Authority is organized as a Joint Powers Authority in accordance with the Joint Powers Act of the State of California (Government Code Section 6500 et seq.) pursuant to a Joint Powers Agreement dated March 31, 2016, and is a public entity separate from its constituent members. Authority shall solely be responsible for all debts, obligations and liabilities accruing and arising out of this Agreement. Consultant shall have no rights and shall not make any claims, take any actions or assert any remedies against any of Authority’s constituent members in connection with this Agreement.

8. NON-DISCRIMINATION
In the performance of this Agreement, Consultant, and any subconsultant under the Consultant, shall not discriminate against any employee, subcontractor or applicant for employment because of race, color, religious creed, sex, gender, gender identity, gender expression, marital status, national origin, ancestry, age, physical disability, mental disability, medical condition, genetic information, sexual orientation, military or veteran status, or other basis prohibited by law, except as provided in Government Code section 12940. Consultant shall have responsibility for compliance with this Section.

9. HOLD HARMLESS AND INDEMNIFICATION
A. General Indemnification. To the fullest extent permitted by law, Consultant shall, at its sole cost and expense, defend, hold harmless and indemnify Authority and its elected officials, officers, attorneys, agents, employees, designated volunteers, successors, assigns and those Authority agents serving as independent contractors in the role of Authority officials (collectively “Indemnitees”), from and against any and all damages, costs, expenses, liabilities, claims, demands, causes of action, proceedings, expenses, judgments, penalties, liens, and losses of any nature whatsoever, including fees of accountants, attorneys, or other professionals and all costs associated therewith and the payment of all consequential damages (collectively “Liabilities”), in law or equity, whether actual, alleged or threatened, which arise out of, are claimed to arise out of, pertain to, or relate to the errors, omissions or willful misconduct of Consultant, its officers, agents, servants, employees, subcontractors, materialmen, consultants or their officers, agents, servants or employees (or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of this Agreement, including the Indemnitees’ active or passive negligence, except for Liabilities arising from the sole negligence or willful misconduct of the Indemnitees as determined by court decision or by the agreement of the Parties. Consultant shall defend the Indemnitees in any action or actions filed in connection with any Liabilities with counsel of the Indemnitees’ choice, and shall pay all costs and expenses, including all reasonable attorneys’ fees and experts’ costs actually incurred in connection with such defense. Consultant shall reimburse the Indemnitees for any and all reasonable legal expenses and costs incurred by Indemnitees in connection therewith.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
4 B. Intellectual Property Indemnification. Consultant hereby certifies that it owns, controls, or licenses and retains all right, title, and interest in and to any intellectual property it uses in relation to this Agreement, including the design, look, feel, features, source code, content, and other technology relating to any part of the services and including all related patents, inventions, trademarks, and copyrights, all applications therefor, and all trade names, service marks, know how, and trade secrets (collectively referred to as “IP Rights”), except as otherwise expressly provided by this Agreement. Consultant warrants that the services to be provided pursuant to this Agreement do not infringe, violate, trespass, or constitute the unauthorized use or misappropriation of any U.S. IP Rights of any third party. Consultant shall indemnify, defend, and hold Indemnitees, harmless from and against any Liabilities by a third party that the services to be provided pursuant to this Agreement infringe or violate any third-party’s IP Rights, provided any such right is enforceable in the United States. Such costs and expenses shall include reasonable attorneys’ fees of counsel of Authority’s choice, expert fees and all other costs and fees of litigation.

C. The acceptance of the services by Authority shall not operate as a waiver of these rights of indemnification. The hold harmless and indemnification provisions of this Section shall apply regardless of whether or not any insurance policies are determined to be applicable to the Liability.

D. Consultant’s indemnifications and obligations under this section shall survive the expiration or termination of this Agreement.

10. INSURANCE
A. General Requirements. On or before the commencement of the term of this Agreement, Consultant shall furnish Authority with certificates showing the type, amount, class of operations covered, effective dates and dates of expiration of insurance coverage in compliance with the requirements listed in Exhibit "D," which is attached hereto and incorporated herein by this reference. Such insurance and certificates, which do not limit Consultant’s indemnification obligations under this Agreement, shall also contain substantially the following statement: "Should any of the above insurance covered by this certificate be canceled or coverage reduced before the expiration date thereof, the insurer affording coverage shall provide thirty (30) days’ advance written notice to the Authority by certified mail, Attention: Chief Executive Officer." Consultant shall maintain in force at all times during the performance of this Agreement all appropriate coverage of insurance required by this Agreement with an insurance company that is acceptable to Authority and licensed to do insurance business in the State of California.

Endorsements naming the Authority as additional insured shall be submitted with the insurance certificates.

D. Subrogation Waiver. Consultant agrees that in the event of loss due to any of the perils for which he/she has agreed to provide comprehensive general and automotive liability insurance, Consultant shall look solely to his/her/its insurance for recovery. Consultant hereby grants to Authority, on behalf of any insurer providing comprehensive general and automotive liability insurance to either Consultant or Authority with respect to the services of Consultant herein, a waiver of any right to subrogation which any such insurer of Consultant may acquire against Authority by virtue of the payment of any loss under such insurance.

E. Failure to Secure or Maintain Insurance. If Consultant at any time during the term hereof should fail to secure or maintain the foregoing insurance, Authority shall be permitted to obtain such insurance in the Consultant's name or as an agent of the Consultant and shall be compensated by the Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
5 Consultant for the costs of the insurance premiums at the maximum rate permitted by law and computed from the date written notice is received that the premiums have not been paid.

F. Additional Insured. Authority, its members, officers, employees and volunteers shall be named as additional insureds under all insurance coverages, except any professional liability insurance, required by this Agreement. The naming of an additional insured shall not affect any recovery to which such additional insured would be entitled under this policy if not named as such additional insured. An additional insured named herein shall not be held liable for any premium, deductible portion of any loss, or expense of any nature on this policy or any extension thereof. Any other insurance held by an additional insured shall not be required to contribute anything toward any loss or expense covered by the insurance provided by this policy.

G. Sufficiency of Insurance. The insurance limits required by Authority are not represented as being sufficient to protect Consultant. Consultant is advised to confer with Consultant's insurance broker to determine adequate coverage for Consultant.

H. Maximum Coverage and Limits. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum Insurance coverage requirements and/or limits shall be available to the additional insureds. Furthermore, the requirements for coverage and limits shall be the minimum coverage and limits specified in this Agreement, or the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured, whichever is greater.

11. CONFLICT OF INTEREST
Consultant warrants that it, its officers, employees, associates and subcontractors, presently have no interest, and will not acquire any interest, direct or indirect, financial or otherwise, that would conflict in any way with the performance of this Agreement, and that it, its officers, employees, associates and subcontractors, will not employ any person having such an interest. Consultant and its officers, employees, associates and subcontractors, if any, shall comply with all conflict of interest statutes of the State of California applicable to Consultant’s services under this Agreement, including the Political Reform Act (Gov.

Code § 81000, et seq.) and Government Code Section 1090. During the term of this Agreement, Consultant may perform similar services for other clients, but Consultant and its officers, employees, associates and subcontractors shall not, without the Authority Representative’s prior written approval, perform work for another person or entity for whom Consultant is not currently performing work that would require Consultant or one of its officers, employees, associates or subcontractors to abstain from a decision under this Agreement pursuant to a conflict of interest statute. Consultant shall incorporate a clause substantially similar to this section into any subcontract that Consultant executes in connection with the performance of this Agreement. Consultant understands that it may be required to fill out a conflict of interest form if the services provided under this Agreement require Consultant to make certain governmental decisions or serve in a staff Authority, as defined in Title 2, Division 6, Section 18700 of the California Code of Regulations.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
6 12. PROHIBITION AGAINST TRANSFERS
Consultant shall not assign, sublease, hypothecate, or transfer this Agreement, or any interest therein, directly or indirectly, by operation of law or otherwise, without prior written consent of Authority.

Any attempt to do so without such consent shall be null and void, and any assignee, sublessee, pledgee, or transferee shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. However, claims for money by Consultant from Authority under this Agreement may be assigned to a bank, trust company or other financial institution and Consultant may also assign this Agreement in the context of a LLC conversion, re-incorporation or re-organization, third party merger or sale of business or sale of all or substantially all of Consultant’s assets provided the third party assignee assumes all of the responsibilities and liabilities of the Agreement that were agreed to by Consultant and notice is provided to Authority within thirty days of assignment, without prior written consent. Written notice of such assignments shall be promptly furnished to Authority by Consultant.

The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Consultant, or of the interest of any general partner or joint venturer or syndicate member or cotenant, if Consultant is a partnership or joint venture or syndicate or cotenancy, which shall result in changing the control of Consultant, shall be construed as an assignment of this Agreement. Control means fifty percent (50%) or more of the voting power of the corporation.

13. SUBCONTRACTOR APPROVAL
Unless prior written consent from Authority is obtained, only those persons and subcontractors whose names are attached to this Agreement shall be used in the performance of this Agreement.

In the event that Consultant employs subcontractors, such subcontractors shall be required to furnish proof of workers’ compensation insurance and shall also be required to carry general, automobile and professional liability insurance in substantial conformity to the insurance carried by Consultant. In addition, any work or services subcontracted hereunder shall be subject to each provision of this Agreement.

Consultant agrees to include within their subcontract(s) with any and all subcontractors the same requirements and provisions of this Agreement, including the indemnity and insurance requirements, to the extent they apply to the scope of the subcontractor’s work. Subcontractors hired by Consultant shall agree to be bound to Consultant and Authority in the same manner and to the same extent as Consultant is bound to Authority under this Agreement. Subcontractors shall agree to include these same provisions within any sub-subcontract. Consultant shall provide a copy of the Indemnity and Insurance provisions of this Agreement to any subcontractor. Consultant shall require all subcontractors to provide valid certificates of insurance and the required endorsements prior to commencement of any work and will provide proof of compliance to Authority.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
7 14. REPORTS
A. Each and every report, draft, work product, map, record and other document, hereinafter collectively referred to as "Report", reproduced, prepared or caused to be prepared by Consultant pursuant to or in connection with this Agreement, shall be the exclusive property of Authority. Consultant shall not copyright any Report required by this Agreement and shall execute appropriate documents to assign to Authority the copyright to Reports created pursuant to this Agreement. Any Report, information and data acquired or required by this Agreement shall become the property of Authority, and all publication rights are reserved to Authority. Consultant may retain a copy of any Report furnished to the Authority pursuant to this Agreement.

B. All Reports prepared by Consultant may be used by Authority in execution or implementation of: (1) The original project for which Consultant was hired; (2) Completion of the original project by others; (3) Subsequent additions to the original project; and/or (4) Other Authority projects as Authority deems appropriate in its sole discretion.

C. Consultant shall, at such time and in such form as Authority may require, furnish reports concerning the status of services required under this Agreement.

D. All Reports shall also be provided in electronic format, both in the original file format (e.g., Microsoft Word) and in PDF format.

E. No Report, information or other data given to or prepared or assembled by Consultant pursuant to this Agreement that has not been publicly released shall be made available to any individual or organization by Consultant without prior approval by Authority.

F. Authority shall be the owner of and shall be entitled upon request to immediate possession of accurate reproducible copies of Reports or other pertinent data and information gathered or computed by Consultant prior to termination of this Agreement or upon completion of the work pursuant to this Agreement.

15. RECORDS
Consultant shall maintain complete and accurate records with respect to costs, expenses, receipts and other such information required by Authority that relate to the performance of services under this Agreement, in sufficient detail to permit an evaluation of the services and costs. All such records shall be clearly identified and readily accessible. Consultant shall provide free access to such books and records to the representatives of Authority or its designees at all proper times upon reasonable advance written notice from Authority, and gives Authority the right to reasonably examine and audit same, and to make transcripts therefrom as necessary, and to allow reasonable inspection of all work, data, documents, proceedings and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a minimum period of five (5) years after Consultant receives final payment from Authority for all services required under this agreement.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
8 16. PARTY REPRESENTATIVES
The Chief Executive Officer (“Authority Representative”) shall represent the Authority in all matters pertaining to the services to be performed under this Agreement. The Chief Operating Officer (Consultant Representative”) shall represent Consultant in all matters pertaining to the services to be performed under this Agreement.

17. CONFIDENTIAL INFORMATION AND DOCUMENTS
A. Consultant covenants that all data, reports, documents, discussion, or other information (collectively “Data”) developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed or released by Consultant without prior written authorization by Authority. Authority represents that all Data received by Consultant from Authority or to which Consultant was provided access to by Authority will not contain any trade secrets or proprietary property of any third party without the need for any third party consent or approvals not yet obtained or that providing such Data to Consultant violates the privacy rights of any third party Authority shall grant such authorization if applicable law requires disclosure. Consultant, its officers, employees, agents, or subcontractors shall not without written authorization from the Authority Representative or unless requested in writing by the Authority’s General Counsel, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement or relating to any project or property located within the Authority.

Response to a subpoena or court order shall not be considered “voluntary,” provided Consultant gives Authority notice of such court order or subpoena. Consultant shall obtain and maintain SOC II, Type II certification no later than September 17, 2026.

B. Consultant shall promptly notify Authority should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the Authority. Authority may, but has no obligation to, represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with Authority and to provide Authority with the opportunity to review any response to discovery requests provided by Consultant. However, Authority’s right to review any such response does not imply or mean the right by Authority to control, direct or rewrite the response.

C. It is understood that Authority is subject to the California Public Records Act (Gov. Code § 7920.000 et seq.). If a request under the California Public Records Act is made to view any documents Consultant provided to Authority, Authority shall notify Consultant of the request and the date that such records will be released to the requester unless Consultant obtains a court order enjoining that disclosure.

If Consultant fails to obtain a court order enjoining that disclosure, Authority will release the requested information on the date specified.

D. In the event Authority gives Consultant written notice of a “litigation hold” or request under the Public Records Act, then as to all data identified in such notice or request, Consultant shall, at no additional cost to Authority, isolate and preserve all such data pending receipt of further direction from the Authority.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
9 E. Consultant warrants it shall NOT ever have access (or require access) to personally identifiable information or confidential data to fulfill the terms of this Agreement, and Consultant shall provide the Python scripts SVCE will require to anonymize any data.

F. Consultant’s covenants under this section shall survive the expiration or termination of this Agreement.

18. NOTICES
Any notice, consent, request, demand, bill, invoice, report or other communication required or permitted under this Agreement shall be in writing and conclusively deemed effective: (a) on personal delivery, (b) on confirmed delivery by courier service during Consultant’s and Authority’s regular business hours, or (c) three Business Days after deposit in the United States mail, by first class mail, postage prepaid, and addressed to the Party to be notified as set forth below:

NOTICES TO AUTHORITY:
333 W. El Camino Real
Suite 330
Sunnyvale CA 94087
Attention: Chief Executive Officer
INVOICES TO AUTHORITY:
[email protected]
TO CONSULTANT:

EcoMetricx, LLC
591 Rockefeller
Irvine CA 92612
Attention: Chief Operating Officer

19. TERMINATION
Except in the case of a Force Majeure Event, in the event either party fails or refuses to perform any of the provisions pertaining to that party’s obligations at the time and in the manner required hereunder, upon written notice received from the non-breaching party, the party alleged to have breached the Agreement shall be deemed in default in the performance of this Agreement. If the alleged breaching party fails to cure the default within the time specified (which shall be determined by the non-Item 1c Attachment 1
Draft Agreement with EcoMetricx, LLC
10 breaching party but shall be not less than 10 days) and according to the requirements set forth in the non-breaching party’s written notice of default, and in addition to any other remedy available to the non-breaching party by law, the non-breaching party Representative may terminate the Agreement by giving the alleged breaching party written notice thereof, which shall be effective immediately. Each party Representative shall also have the option, at its sole discretion and without cause, of terminating this Agreement by giving seven (7) calendar days' prior written notice to the other party as provided herein. Upon receipt of any notice of termination, the party receiving notice of termination shall immediately discontinue performance.

In the event of Authority’s termination of this Agreement due to no fault or failure of performance by Consultant, Authority shall pay Consultant for services satisfactorily performed up to the effective date of termination. Upon termination, Consultant shall immediately deliver to the Authority any and all copies of studies, sketches, drawings, computations, and other material or products, whether or not completed, prepared by Consultant or given to Consultant, in connection with this Agreement. Such materials shall become the property of Authority. Consultant shall have no other claim against Authority by reason of such termination, including any claim for compensation.

20. COMPLIANCE WITH LAWS
Each party shall keep itself informed of and shall comply with all applicable federal, state and local laws, ordinances, codes, regulations and requirements which may, in any manner, affect those employed by either party or in any way affect the performance of Consultant’s services pursuant to this Agreement.

Consultant shall, at all times, observe and comply with all such laws and regulations, including, but not limited to the Americans with Disabilities Act, the Stored Communications Act, 18 U.S.C. Section 2701, et seq., California Civil Code Sections 1798.80 through 1798.84, and the California Consumer Privacy Act, Civil Code Section 1798.100 et seq. Authority, and its officers and employees, shall not be liable at law or in equity by reason of the failure of the Consultant to comply with this paragraph.

Consultant represents and agrees that all personnel engaged by Consultant in performing services are and shall be fully qualified and are authorized or permitted under state and local law to perform such services. Consultant represents and warrants to Authority that it has all licenses, permits, certificates, qualifications, and approvals required by law to provide the services and work required to perform services under this Agreement, including a business license. Consultant further represents and warrants that it shall keep in effect all such licenses, permits, and other approvals during the term of this Agreement.

21. CONFLICT OF LAW
This Agreement shall be interpreted under, and enforced by the laws of the State of California.

The Agreement and obligations of the Parties are subject to all valid laws, orders, rules, and regulations of the authorities having jurisdiction over this Agreement (or the successors of those authorities). Any suits brought pursuant to this Agreement shall be filed with the Superior Court of the County of Santa Clara, State of California.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
11 22. ADVERTISEMENT
Consultant shall not post, exhibit, display or allow to be posted, exhibited, displayed any signs, advertising, show bills, lithographs, posters or cards of any kind pertaining to the services performed under this Agreement unless prior written approval has been secured from Authority to do otherwise.

23. WAIVER
A waiver by either Party of any breach of any term, covenant, or condition contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant, or condition contained herein, whether of the same or a different character.

24. AUTHORITY
The individual(s) executing this Agreement represent and warrant that they have the legal Authority and authority to do so on behalf of their respective legal entities.

25. INSERTED PROVISIONS
Each provision and clause required by law to be inserted into the Agreement shall be deemed to be enacted herein, and the Agreement shall be read and enforced as though each were included herein. If through mistake or otherwise, any such provision is not inserted or is not correctly inserted, the Agreement shall be amended to make such insertion on application by either Party.

26. CAPTIONS AND TERMS
The captions in this Agreement are for convenience only, are not a part of the Agreement and in no way affect, limit or amplify the terms or provisions of this Agreement.

27. AUTHORITY’S RIGHTS TO EMPLOY OTHER CONSULTANTS
Authority reserves the right to employ other consultants in connection with the subject matter of the Scope of Services.

28. EXHIBITS
The Exhibits referenced in this Agreement are attached hereto and incorporated herein by this reference as though set forth in full in the Agreement. If any inconsistency exists or arises between a provision of this Agreement and a provision of any exhibit, or between a provision of this Agreement and a provision of Consultant’s proposal, the provisions of this Agreement shall control.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
12 29. FORCE MAJEURE
Consultant shall not be liable for any failure to perform its obligations under this Agreement if Consultant presents acceptable credible evidence that such failure was due to acts of God, embargoes, inability to obtain labor or materials or reasonable substitutes for labor or materials, governmental restrictions, governmental regulations, governmental controls, judicial orders, enemy or hostile governmental action, civil commotion, fire or other casualty, or other causes beyond Consultant’s reasonable control and not due to any act by Consultant.

30. FINAL PAYMENT ACCEPTANCE CONSTITUTES RELEASE
The acceptance by Consultant of the final payment made under this Agreement shall operate as and be a release of Authority from all claims and liabilities for compensation to Consultant for anything done, furnished or relating to Consultant’s work or services. Acceptance of payment shall be any negotiation of Authority’s check or the failure to make a written extra compensation claim within ten calendar days of the receipt of that check. However, approval or payment by Authority shall not constitute, nor be deemed, a release of the responsibility and liability of Consultant, its employees, subcontractors and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an assumption of such responsibility or liability by Authority for any defect or error in the work prepared by Consultant, its employees, subcontractors and agents.

31. ATTORNEY FEES
In any litigation or other proceeding by which a Party seeks to enforce its rights under this Agreement (whether in contract, tort or both) or seeks a declaration of any rights or obligations under this Agreement, the prevailing Party shall be entitled to recover all reasonable attorneys’ fees, experts’ fees, and other costs actually incurred in connection with such litigation or other proceeding, in addition to all other relief to which that Party may be entitled.

32. SEVERABILITY
If any provision in this Agreement is held by a court of competent jurisdiction to be illegal, invalid, void, or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

33. SUCCESSORS AND ASSIGNS
The terms and conditions of this Agreement shall be binding on the successors and assigns of the Parties to this Agreement.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
13 34. NO THIRD PARTY BENEFICIARIES INTENDED
This Agreement is made solely for the benefit of the Parties to this Agreement and their respective successors and assigns, and no other person or entity may have or acquire a right by virtue of this Agreement.

35. COUNTERPARTS; FACSIMILE/PDF/ELECTRONIC SIGNATURE
This Agreement may be executed in multiple counterparts, all of which shall be deemed an original, and all of which will constitute one and the same instrument. The Parties agree that a facsimile, PDF or electronic signature may substitute for and have the same legal effect as the original signature.

36. DRAFTING PARTY
This Agreement shall be construed without regard to the Party that drafted it. Any ambiguity shall not be interpreted against either Party and shall, instead, be resolved in accordance with other applicable rules concerning the interpretation of contracts.

37. ENTIRE AGREEMENT
This Agreement (including any Exhibits referenced herein) is the final, complete and exclusive agreement between the parties with respect to the subject matter hereof and supersedes and merges all prior contemporaneous representations, discussions, proposals, negotiations, conditions, communications and agreements, whether written or oral, between the parties relating to the subject matter hereof and all past course of dealing or industry custom. Any modification of this Agreement will be effective only by a written document signed by both Authority and Consultant.

38. ACCEPTANCE OF DELIVERABLES.

After User Acceptance Testing is complete, if there are any deliverables identified in the Agreement that are to be developed for and delivered to Authority in connection with the performance of services by Consultant under this Agreement, Authority shall have ten (10) business days from its receipt of any deliverable developed by Consultant and delivered for use by Authority in performance of the services (“Deliverable”) to review and evaluate such Deliverable to determine whether the Deliverable meets the written expectations or requirements (collectively “Specifications”) for that Deliverable as set forth in the Agreement. If no written rejection is given to Consultant by Authority within ten (10) business days following Authority’s receipt of such Deliverable, such Deliverable shall be deemed accepted. If Authority does not accept such Deliverable, Authority shall provide Consultant with a detailed written description of the inaccuracies, inadequacies, inconsistencies, defects, deficiencies or other problems in the Deliverable that led to the rejection. Consultant shall use commercially reasonable efforts to correct any such rejected Deliverable. Consultant shall not be responsible for any delays in the delivery schedule identified in the Agreement (“Delivery Schedule”) that are caused by Authority. Deliverables submitted prior to User Acceptance Testing are not subject to the review process described above.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
14 39. WARRANTY DISCLAIMER

EXCEPT FOR THE WARRANTIES EXPRESSLY SET FORTH IN THE AGREEMENT, CONSULTANT

MAKES NO OTHER WARRANTIES, EITHER EXPRESS OR IMPLIED, UNDER THE AGREEMENT, INCLUDING

WITHOUT LIMITATION, THE CONDITION OF THE SERVICES, WORK PRODUCT OR DELIVERABLES

PROVIDED THEREIN, AND EXCEPT AS EXPRESSLY STATED IN THE AGREEMENT, CONSULTANT EXPRESSLY

DISCLAIMS ALL IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE,

ANY WARRANTIES OF NEED, TITLE OR ACCURACY AND ALL WARRANTIES OF NON-INFRINGEMENT OR

OTHER VIOLATION OF THIRD PARTY RIGHTS INCLUDING ANY WARRANTY THAT MAY ARISE FROM THE COURSE OF DEALING, COURSE OF PERFORMANCE OR USAGE OF TRADE.

40. LIMITATION OF LIABILITY.

To the extent permitted by applicable law, in no event will either Party be liable to the other Party under any legal theory for any special, indirect, consequential, exemplary or incidental damages, however caused, arising from or relating to the Agreement, even if such Party has been advised of the possibility of such damages. In addition, except for Consultant’s indemnification obligations expressly set forth in the Agreement, Consultant’s liability under the Agreement shall not exceed the total amounts of insurance required to be maintained by Consultant under the Agreement. Consultant shall not be liable for any deficiency in performing the services if such deficiency results from a failure by Authority to reasonably cooperate with Consultant or failure of Authority to provide reasonable access to its relevant systems so that Consultant can perform the services. Each Party acknowledges that the limitations of liability herein are a fundamental part of the basis of the bargain hereunder, and neither Party would have entered into this Agreement absent such limitations.

IN WITNESS WHEREOF, the Parties have caused the Agreement to be executed as of the date set forth above.

RECOMMENDED FOR APPROVAL
Scott Wrigglesworth, Director, Risk Management & Analytics

CONSULTANT NAME

ECOMETRICX, LLC
By: __________________________
Name: MARTYN FRICKER
Title: CHIEF OPERATING OFFICER
Date:

Item 1c
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Draft Agreement with EcoMetricx, LLC
15 SILICON VALLEY CLEAN ENERGY

AUTHORITY
A Joint Powers Authority
By: _________________
Name: Monica Padilla
Title: Chief Executive Officer
Date:

APPROVED AS TO FORM:

Counsel for Authority
ATTEST:

Authority Clerk
Item 1c
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Draft Agreement with EcoMetricx, LLC
16 Exhibit A
Scope of Services
This Statement of Work is entered into as of this 14th day of AUGUST, 2025, by and between EcoMetricx, LLC (“Consultant”) and the Silicon Valley Clean Energy Authority (“Authority”) under the terms and conditions of that certain Authority’s Standard Consultant Agreement dated 14 AUGUST, 2025 by and between Consultant and Authority (“Agreement”). Any term that is not defined herein shall have the meaning set forth in the Agreement.

Description of the Requirement
Below are the Authority’s requirements for the services. A full description of these requirements can be found in the Cloud Infrastructure Implementation Partner RFP document.

The Authority seeks services to implement and maintain data architecture which centralizes its data warehousing, data analytics, and reporting needs across the organization. Specifically, the Authority intends to integrate its existing data systems into a central repository hosted in Google Cloud Platform (GCP), to be referred to internally as RADaR.

Current State
Demand-side data systems: DAISY, or svce-demand, is the Authority’s existing data platform hosted in GCP. DAISY contains 4 core GCS buckets, one BQ project, and dashboards within Looker Studio. Permissions to the GCP project are managed using tiered Google Groups, where a subset of Authority staff (Power Users) have access to directly querying and developing in the project. DAISY is currently being developed in partnership with a vendor through September 2025, at which point it will be transitioned over to the Authority.

Supply-side data systems: The organization of data in the supply side consists of a contract management software (Adapt2), a risk and portfolio modeling software (Ascend: PowerSIMM), a load forecasting software (Itron), in-house models, and a range of disparate Excel scripts. There is limited Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
CURRENT - SVCE Core Data System Architecture - Simplified Illustration 17 automation among these platforms and most data transfers are manual. The contract management software serves as a source of truth for contracts, counterparty credit ratings, their historical data, and settlements/ associated meter data. The modeling software uses contract data, including historical performance of a contract, and provides modeled outputs of financial scenarios. See tables below for more detailed information on supply-side workflows.

Item 1c
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Draft Agreement with EcoMetricx, LLC
18 Workflows Inputs Outputs
Dependent
Processes
Process
Medium
Update
Frequency Priority
Risk Oversight Committee Reporting 8 2 0 Excel Daily 1
Budget Formation 6 1 0 Excel Daily 1
Load Forecasting 6 1 5
Itron
Software Quarterly 1
Internal Analytics Engine 5 0 1 Python Daily 1
Renewable Portfolio Standard Compliance 5 3 0
Ascend
Software Quarterly 1
External Portfolio Modeling 4 6 5 Excel Bi-Weekly 1
Internal Net Revenue Modeling 4 1 2 Excel Daily 1
Organization Financial Stress Testing 3 3 0 Excel Daily 1 Projected vs Actuals Clean Energy Position 14 1 0 Excel Daily 2 Bilateral Settlements with Contract
Counterparty 10 2 0
Excel Monthly 2
Resource Adequacy Report 4 1 0 Excel Monthly 2
RA Obligation Report 4 4 0 Excel Monthly 2
Renewable Contract Report 4 1 0 Excel Quarterly 2
CAISO Shadow Settlements 3 1 0
Adapt2
Software Daily 2
Counter Party Credit Report 3 2 1 Excel Daily 3
Slice of Day Resource Adequacy (RA) Unknown Unknown Unknown Excel Daily 3 Climate Registry Information System 4 1 0 Excel Quarterly 4 Historic Customer Data Report 3 1 0 Excel Ad-Hoc 4
RA Contract Report 2 1 0 Excel Ad-Hoc 4
Retail Sales Report 1 1 0 Excel Ad-Hoc 4
Number of Unique Inputs 66
Business
Process
Data
Workflow Input Count Input Data Source Repository Format Process Medium Output Data Settlements CAISO Shadow
Settlements Prices CAISO Adapt2 SQL Database Adapt2 Settled CAISO Data Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
19 CAISO
Shadow
Settlements
CAISO Shadow
Settlements Meter Data CAISO Adapt2 SQL Database
CAISO Shadow
Settlements
CAISO
Settlements CAISO Adapt2 SQL Database
Bilateral
Settlements
with
Contract
Counterparty
Bilateral Settlements
with Contract
Counterparty
Prices CAISO Adapt2 SQL
Database
Excel
Settled
Contract Data
Bilateral Settlements
with Contract
Counterparty
Meter Data CAISO Adapt2 SQL
Database
Supplier
Invoices
Bilateral Settlements
with Contract
Counterparty
CAISO
Settlements CAISO Adapt2 SQL Database
Bilateral Settlements
with Contract
Counterparty
Outage Data CAISO Adapt2 SQL
Database
Bilateral Settlements
with Contract
Counterparty
RECs WREGIS Adapt2 SQL
Database
Bilateral Settlements
with Contract
Counterparty
Contracted
Products Adapt2 Adapt2 SQL Database
Bilateral Settlements
with Contract
Counterparty
RA Invoice Supplier Box Excel File
Bilateral Settlements
with Contract
Counterparty
IST Invoice Supplier Box Excel File
Bilateral Settlements
with Contract
Counterparty
Carbon Free
Invoice Supplier Box Excel File
Bilateral Settlements
with Contract
Counterparty
REC Invoice Supplier Box Excel File
Un-
Integrated
Un-Integrated Telemetry CAISO None None
Un-Integrated Schedules CAISO None None
Financial
Modeling
External
Portfolio
Modeling
External Portfolio
Modeling
Contracted
Products Adapt2 Adapt2 SQL Database Ascend
Ascend Prices
External Portfolio
Modeling Broker Quotes Various; Email Box Excel File Ascend Hourly Power Position Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
20 External Portfolio
Modeling
NP-15 Monthly
Forward Energy
Prices
CAISO Box CSV Ascend Hourly
RA Position
External Portfolio
Modeling Load Forecast Load Forecasting Box Excel File
Ascend
Stochastic
Forwards
BESS Net
Revenue
Optimization
Min Margin of
Over
Procurement
Internal
Analytics
Engine
Internal Analytics Engine Contracted
Products Adapt2 Adapt2 SQL Database
Internal
Python
Model
IAE Analysis
Internal Analytics Engine Consultant Built
Revenue Model Consultants Box Excel File
Internal Analytics Engine
NP-15 Monthly
Forward Energy
Prices
CAISO Box CSV
Internal Analytics Engine Load Forecast Load Forecasting Box Excel File Internal Analytics Engine Ascend Stochastic
Forwards
External Portfolio
Modeling Box Excel File
Risk
Oversight
Committee
Reporting
Risk Oversight
Committee Reporting
Credit Guidance
Limits Unsure
Excel
Weekly Risk
Oversight
Committee
Report
Risk Oversight
Committee Reporting
Contract Credit
Limits Adapt2 Adapt2 SQL Database
Monthly Risk
Oversight
Committee
Report
Risk Oversight
Committee Reporting
Internal Credit
Limit Policies
(ERMP)
Board Approved
Document Adapt2 SQL Database
Risk Oversight
Committee Reporting Credit Ratings Moody's Adapt2 SQL Database Risk Oversight
Committee Reporting Ascend Prices External Portfolio Modeling Box Excel File Risk Oversight
Committee Reporting
Ascend Hourly
Power Position
External Portfolio
Modeling Box Excel File
Risk Oversight
Committee Reporting
Internal Net
Revenue Model
Internal Net
Revenue Modeling Box Excel File
Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
21 Risk Oversight
Committee Reporting
Hedge
Percentages
Load Resource
Balance Box Excel File
Internal Net
Revenue
Modeling
Internal Net Revenue
Modeling
BESS Net
Revenue
Optimization
External Portfolio
Modeling Box Excel File
Excel
Internal Net
Revenue Model
Internal Net Revenue
Modeling IAE Analysis Internal Analytics Engine Box CSV Internal Net Revenue
Modeling Investments MTM Unknown Box Excel File
Internal Net Revenue
Modeling POLR CPUC Box Excel File
Counter
Party Credit
Report
Counter Party Credit
Report
Contract Credit
Limits Adapt2 Adap2 SQL Database
Adapt2
Counter Party
Credit Report
Counter Party Credit
Report
Internal Credit
Limit Policies
(ERMP)
Board Approved
Document Adapt2 SQL Database
Counter Party
Credit Outflow
Counter Party Credit
Report Credit Ratings Moody's Adapt2 SQL Database
Organization
Financial
Stress
Testing
Organization Financial
Stress Testing
Ascend Stochastic
Forwards Ascend Box Excel File
Excel
Days Cash on
Hand
Organization Financial
Stress Testing
Counter Party
Credit Outflow
Counter Party
Credit Report Box Excel File Reserve Predictions
Organization Financial
Stress Testing
Net Revenue at
Scenario
Budget
Formation
Budget Formation Days Cash on
Hand Stress Testing Box Excel File
Excel
Budget
Budget Formation Reserve
Projections Stress Testing Box Excel File
Budget Formation Net Revenue at
Scenario Stress Testing Box Excel File
Budget Formation Internal Net
Revenue Model
Internal Net
Revenue Modeling Box CSV
Budget Formation Operating
Expenses Operational Data Box Excel File
Budget Formation Program
Spending Operational Data Box Excel File
Positions Load
Forecasting Load Forecasting
Historical
Customer Sales
by Class
Demand Side
DAISY Data DAISY Big Query Table Itron Load Forecast
Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
22 Load Forecasting
Historical
Customer Counts
by Class
Demand Side
DAISY Data DAISY Big Query Table
Load Forecasting
Historic Energy
Technology
Adoption
Demand Side
DAISY Data DAISY Big Query Table
Load Forecasting
Forecasted
Energy
Technology
Adoption
Regulator Provided
Data Box Excel
Load Forecasting Historic Load
(Google)
Demand Side
DAISY Data DAISY Big Query Table
Load Forecasting Historic Weather
Data
Demand Side
DAISY Data/R
Package
DAISY Big Query
Table
Slice of Day
Resource
Adequacy
(RA)
Slice of Day Resource
Adequacy (RA)
Slice of Day RA
Position
Projected vs
Actuals
Clean
Energy
Position
Projected vs Actuals
Clean Energy Position Contract Data Adapt2 Adapt2 SQL Database Excel
Clean Position
Projected vs Actuals
Clean Energy Position
RPS Compliant
Contract Compliance Process Box Excel
Projected vs Actuals
Clean Energy Position
Generation
Forecast Box Excel
Projected vs Actuals
Clean Energy Position Meter Data CAISO Adapt2 SQL Database Projected vs Actuals
Clean Energy Position WREGIS RECs WREGIS Adapt2 SQL Database Projected vs Actuals
Clean Energy Position
Contracted
Generation Box Excel
Projected vs Actuals
Clean Energy Position Supplier Invoices Bilateral Settlements Box Excel Projected vs Actuals
Clean Energy Position
Settled CAISO
Data
Shadow
Settlements Box Excel
Projected vs Actuals
Clean Energy Position
Settled Contract
Data
Bilateral
Settlements Box Excel
Projected vs Actuals
Clean Energy Position
T+52/70
Estimated Load Calpine Box Excel
Projected vs Actuals
Clean Energy Position
T+7/9 Estimated
Load CAISO Box Excel
Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
23 Projected vs Actuals
Clean Energy Position Load Forecast Load Forecasting Box Excel Projected vs Actuals
Clean Energy Position Retail Sales Demand Side DAISY Data DAISY Big Query Table Projected vs Actuals
Clean Energy Position Clean Target Board Approved Document Box Excel Compliance
Resource
Adequacy
Report
Resource Adequacy
Report
RA Load Forecast
Template CPUC Box Excel
Excel
PS-23 Report
Resource Adequacy
Report
Historic Month
Hour Peak Load CAISO Box Excel
Resource Adequacy
Report RA Load Forecast Itron Box Excel
Resource Adequacy
Report Historic Load Demand Side DAISY Data DAISY Big Query Table Historic
Customer
Data Report
Historic Customer Data
Report Historic Load Demand Side DAISY Data DAISY Big Query Table Excel
PS-21 Report
Historic Customer Data
Report DA Data Demand Side DAISY Data DAISY Big Query Table Historic Customer Data
Report
Customer Count
Data
Demand Side
DAISY Data DAISY Big Query Table
RA
Obligation
Report
RA Obligation Report RA Contract Data Adapt2 Adapt2 SQL Database
Excel
PS-24 Report
CAISO
RA Obligation Report RA Year Ahead
Template CPUC Box Excel PS
-24 Report
CPUC
RA Obligation Report RA Month Ahead
Template` CPUC Box Excel PS
-25 Report
CAISO
RA Obligation Report
Counter Party
Obligation
Confirm
Email Box Excel PS
-25 Report
CPUC
RA Contract
Report
RA Contract Report RA Contract Data Adapt2 Adapt2 SQL
Database Excel
PS-11 Report
RA Contract Report Non-RPS Deals Adapt2 Adapt2 SQL
Database
Renewable
Contract
Report
Renewable Contract
Report Load Forecast Load Forecasting Box Excel
Excel
PS-17 Report
Renewable Contract
Report Contract Data Adapt2 Adapt2 SQL Database
Renewable Contract
Report REC + Term WREGIS Adapt2 SQL Database
Renewable Contract
Report Retail Sales Demand Side DAISY Data DAISY Big Query Table Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
24 Retail Sales
Report Retail Sales Report Retail Sales Demand Side DAISY Data DAISY Big Query Table Cal-EGGRT PCL Report
Climate
Registry
Information
System
Climate Registry
Information System Retail Sales Demand Side DAISY Data DAISY Big Query Table Excel
PS-03 Report
Climate Registry
Information System Contract Data Adapt2 Adapt2 SQL Database Climate Registry
Information System Supplier Invoices Bilateral Settlements Box Excel Climate Registry
Information System
Green Prime/
Green Start Internal Tracker Box Excel
Renewable
Portfolio
Standard
Compliance
Renewable Portfolio
Standard Compliance
Min Margin of
Over
Procurement
External Portfolio
Modeling Box Excel File
Excel
IRP
Remediation
Plan Data
Renewable Portfolio
Standard Compliance Load Forecast Load Forecasting Box Excel RPS
Compliance
Report
Renewable Portfolio
Standard Compliance Retail Sales Demand Side DAISY Data DAISY Big Query Table RPS Portfolio % Renewable Portfolio
Standard Compliance WREGIS RECs WREGIS Adapt2 SQL Database Renewable Portfolio
Standard Compliance Contract Data Adapt2 Adapt2 SQL Database Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
25 Other tools and applications: In addition to the data systems above, the Authority leverages box for file storage, Excel/Python/R for data analysis, ArcGIS Pro for mapping and spatial analysis, Github for version control, and is transitioning to PowerBI for reports and dashboards.

Future State – RADaR
RADaR will consist of three GCP projects: svce-demand, svce-supply, and svce-core. • svce-demand: Also known as DAISY, this is the Authority’s existing GCP project containing primarily demand-side data. Includes Google Cloud Storage (GCS) buckets, BigQuery tables, ETL systems, pre-made queries and routines, and documentation. • svce-supply: This will be a new GCP project containing data for the Authority’s “supply-side”3 business functions such as deal capture, energy trading and risk management, portfolio management, compliance. Vendor will develop ETL systems to ingest data from various software into GCS and BigQuery.
• svce-core: This will be a new GCP project that brings together summarized data from svce-demand and svce-supply for reporting and analytics across the two sides of business. It will also house data that are utilized by both sides of the business (e.g. settlement-quality load data, weather data, rates data).

Goals
Broadly speaking, the Authority seeks to build RADaR to unify data, analytics, and reporting across the demand- and supply-sides of its business. This will ensure a single source of truth for common datasets such as electricity load, enhance the Authority’s analytics capabilities, and set organization-wide standards for documentation, version control, user permissions, and data security.

The goal of this project is to develop a solution that the Authority can manage and develop internally with a lean maintenance effort. In order for the Authority to quickly transition to internal management and development, the Authority would like to be a passenger to the development carried out by the Consultant.

With these goals in mind, the Authority seeks an implementation partner that is flexible in order to adapt to existing and new data architecture standards, as well as communicative and transparent throughout the development process. The Authority will be given full ownership over the code developed during this project.

Minimum Functionality Requirements
Below are elements that the Authority considers to be essential to RADaR implementation:

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
FUTURE - SVCE Core Data System Architecture - Simplified Illustration 26 Version Control. The combined architecture system should be considered a production-level operational system. As such, all production processes should be subject to version control using a tool or application such as Github. Every piece of code or logic that performs a production-level function should be protected through version control, and the various previous versions should be tracked. This will ensure a level of disaster recovery, along with the ability to debug and recover from failures quickly and efficiently.

Data Versioning. Given the nature of CCA operations and the variable nature of load data, tracking the version of various datasets and outputs is critical. The solution should support tracking of data versioning.

Logs and Tracking. Production processes should be coded to provide minimum logging of events and checkpoints to facilitate debugging. The logging can be in the form of log files stored in Compute Engines, logs stored in Big Query or even logs that use the native GCP logging function, or a combination of the above (depending on the complexity and level of logging required).

Access Control and Permissions. Ensure proper access control and permissions, particularly for access of Personally Identifiable Information (PII) stored in its systems.

The solutions should utilize the Authority’s single sign-on authentication. A least privileged approach will be taken for direct database access with controls for each level of the architecture, such as:
• GCP projects to segregate data across business functions. • GCP buckets to further segregate different data sets in GCS. • Access control policies in BQ that support dataset, and even row and column level access policies, as necessary.

There should be user groups for specific business roles making it easy for the Authority to manage their access control internally.

Data Protection
• Security/Compliance:
o The Authority must adhere to:
▪ California Consumer Privacy Act (CCPA, https://oag.ca.gov/privacy/ccpa) for Customer Data.
▪ North American Electric Reliability Corporation (NERC, https://www.nerc.com/pa/Stand/Pages/default.aspx) in dissemination and display of market information.
▪ Publicly shared data must adhere to the CPUC 15 x15 privacy rule. o SOC2 compliance is required subject to the terms and conditions in the agreement. • Encryption at rest and in-transit.
• Disaster Recovery
o Recovery Point Objective (RPO): <1 day data loss, or other recommended option from the Authority’s original Request for Proposal (RFP).
o Recovery Time Objective (RTO): hours, or other recommended option from the Authority’s original RFP.

Documentation. A key aspect of an easily maintainable system will be documentation. An intranet of information about the system, architecture diagrams, table structures, naming conventions, FAQs, in-built functions, etc. will help the Authority operate and understand the built solution. Similarly rich code documentation can be part of the co-development process to facilitate a stable understanding of the code base. Documentation should be considered an evolving process, with requirements documents leading to design specifications leading to user documentation. If the documentation is Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
27 developed in this manner, and not relegated to the end, or developed in silos, then it makes the documentation effort much more manageable.

Co-Development. A consistent schedule of code walkthroughs during development both before and after implementation will allow the Authority to be educated and familiar with the code base. The Authority will take responsibility on some development pipelines, adapting code developed by the Consultant. A high-fidelity understanding of and participation in development will allow for a smooth transition to internal management and development of the built solution.

Proposed high-level scope of work
The proposed work for RADaR is organized into the following two tasks:

Task 1: Implementation.

Task 2 (Optional): Ongoing Services.

Each of these tasks, their anticipated deliverables and services, and target schedule are described below. (Note that Exhibit B sets out timescales for Consultant delivery of Task 1).

Task 1: RADaR Implementation

1. Authority data systems review
a. Review existing systems, including:
i. svce-demand (DAISY) project in GCP
ii. Github repository
iii. PowerSIMM
iv. Adapt2
v. Internal Analytics Engine (IAE)1
b. Meet with Authority staff to discuss questions

2. Implementation of svce-supply data architecture according to RADaR specifications (Attachments B and C)
a. GCP account/project setup
i. Establish tiered permissions
ii. Create documentation on tiered permissions
iii. Train Authority staff on GCP project management
b. GCS development
i. Set up file structure
ii. Develop pipelines from data systems (e.g. box, Adapt2, PowerSIMM), versioned in Github
iii. Code review and acceptance by Authority staff
iv. Pipe data into GCS
v. Create documentation on each pipeline and GCS bucket, folder, and subfolder vi. Train Authority staff on GCS structure and pipelines c. BigQuery development
i. Develop ETL pipelines from GCS to BigQuery, versioned in Github ii. Code review and acceptance by Authority staff
iii. Load data into BigQuery tables
iv. Create documentation for each pipeline and BigQuery table, including sample queries
v. Train Authority staff on BigQuery pipelines and tables d. Handoff to Authority
i. Provide all documentation produced in the tasks above ii. Provide User Guide
iii. Provide live and recorded trainings
1 Authority’s internal Python model for post-processing, cash flow modeling, reporting Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
28 3. Implementation of svce-core data architecture according to RADaR specifications a. GCP account/project setup
i. Establish tiered permissions
ii. Create documentation on tiered permissions
iii. Train Authority staff on GCP project management
b. BigQuery development
i. Support development of pipelines from svce-demand to svce-core, versioned in Github
ii. Develop pipelines from svce-supply to svce-core, versioned in Github iii. Code review and acceptance by Authority staff
iv. Load data into BigQuery tables
v. Create documentation for each pipeline and BigQuery table, including sample queries
vi. Train Authority staff on BigQuery pipelines and tables

4. RADaR launch
a. Launch proof of concept report in PowerBI
Task 2 (Optional): Ongoing Services
Ongoing services (up to a 3-year contract term) for RADaR may include, but are not limited to, the following.
• Provide collaborative system administration services to RADaR on GCP • Develop and maintain ETL pipelines
• Enhance and/or create pipelines for new/updated sources of data from Authority, PG&E, Calpine, Adapt2, PowerSIMM, and other sources (e.g. weather data) on an ongoing basis. Data formats can change for existing data sources.
• Develop new integrated tools (e.g. manual data entry UI) • Maintain and enhance existing integrated tools (e.g. IAE) • Develop and manage core tables, dashboards, reports
• Provide ongoing support to Power Users2, e.g. query troubleshooting, answering questions related to data, tools, and documentation
Innovative Components
Authority has an organizational focus on leveraging innovative ideas and strategies to pursue our goals. Responses to this RFP are encouraged to include components beyond those mentioned in the RFP if the Bidder believes that they would serve Authority’s goals. Innovative components could include applications and tools outside of what is scoped in the RFP, streamlining of Authority data processes, integration of other high-impact public or third-party datasets, or something else not yet considered by Authority.

Description of work to meet the Task 1 (RADaR Implementation) Requirement Below is the Consultant’s proposed work plan to meet the Authority’s requirements.

The Consultant’s proposed work plan for the RADaR project employs a phased approach with overlapping activities to maintain momentum while managing risk.

Phase 1. Project Kickoff and Planning; and
2 Power Users are a subset of Authority staff who have access to directly querying and developing in GCP projects. There are currently 15 Power Users and this number is expected to remain stable once RADaR is implemented.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
29 Phase 2. Requirements Gathering & Design
The Consultant will:
• Conduct workshops with the Authority’s Risk, Analytics, and Data and IT teams to confirm data sources, analytics use cases, and privacy/security requirements. • Perform an in-depth review of the Authority’s current data landscape, examining the DAISY BigQuery project (demand-side warehouse) to understand its schema and pipelines, reviewing the Authority’s existing codebase for DAISY, and analyzing the supply-side tools in use: Ascend PowerSIMM for risk modeling, Adapt2 for contract management, the Internal Analytics Engine (Python-based), and data feeds such as Itron load forecasts. • Meet with Authority staff to discuss these systems and clarify any questions. • Perform an in-depth review of the Authority’s RADaR Requirements document, meet with Authority staff to discuss these requirements, and make best practice recommendations for topics which require Consultant input
• Use insights from this review to inform the RADaR design – ensuring appropriate integration or transition of these systems, and ensuring that tables are designed to 1) enable efficient querying by relevant Authority staff and 2) be reporting-ready.

Deliverables at the end of these Phases will be:
1a) Authority and Consultant sign-off following project kick-off meeting. 2a) Solution Design Document (data model, architecture diagram, integration plan). 2b) Project charter.
2c) Finalized project plan.
2d) Roles/responsibilities matrix.
2e) Finalized fixed cost for Task 1 (Implementation)
Phase 3. Environment Setup
For all 3 RADaR projects (svce-demand, svce-supply, svce-core), the Consultant will:
• Set up the GCP environments, configuring projects, networks, security controls, and enabling relevant APIs.
• Implement required VPC Service Controls or firewall rules to isolate the data environment. • Implement a tiered permission model (e.g., separate roles for admins, power users, read-only users) as agreed upon by Authority and Consultant.
• Produce a brief Permission Architecture document.
• Conduct a training session for the Authority’s Data and IT staff on managing the GCP project (such as how to add users, monitor IAM roles, etc.) to ensure the Authority can administer the cloud environment confidently.

Deliverables at the end of this Phase will be:
3a) Cloud infrastructure ready with necessary networks, permissions, and tools configured for all 3 GCP projects.
3b) Permission Architecture Document
3c) Recorded training session
Phase 4. Implementation – Data Pipeline Development
The Consultant will, in accordance with the RADaR Specifications and Solution Design Documents:

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
30 • Develop Python scripts and documentation to generate mock datasets for each dataset to be ingested into RADaR
• Engage Authority’s Data staff to review and run the Python scripts, such that all work performed by Consultant leverages only mock data and does not require PII/confidential data.

Consultant will not access PII or confidential data during this project. • Develop ETL pipelines for each data source, building Dataflow jobs or Cloud Functions to periodically pull data (for example, daily smart meter data files, monthly billing data, program enrollment updates) and loading it into BigQuery.
• Address and design data validation steps and error handling for each pipeline. • Create data models (tables, partitions, views) in BigQuery to organize the ingested data. • Develop automated ETL pipelines for each major supply-side data source identified (e.g., Adapt2 contract data, Ascend PowerSIMM outputs, Box file exports of settlements, etc.). • Run each pipeline on a schedule (daily, monthly, as needed) to pull data via the appropriate interface (API, SFTP, or file sync) into GCS.
• Store all pipeline code in GitHub.
• Engage the Authority’s Data Engineering team to participate in code reviews for these pipelines to ensure transparency, knowledge transfer, and approval of code. • Organize GCS buckets with a clear nomenclature (e.g., svce-supply/raw/adapt2/…) • Document each pipeline’s function and GCS directory structure. • Set up automated monitors and alerts (using GCP’s Cloud Monitoring suite) to track daily ETL job runs, data latency, and system errors.
• Train Authority staff on how data is ingested and where to find it in Cloud Storage.

Assist Authority staff in running the ETL pipelines on real data, including debugging and iterating on code if needed.
• Train Authority staff on how monitors and alerts were set up and how to manage them.

Deliverables at the end of this Phase will be:
4a) ETL scripts/code, BigQuery tables and schemas created, approved by Authority 4b) Test mock data loaded for initial sources (to be jointly defined by Authority and Consultant).
4c) Code documentation
4d) Monitors and alerts set up, recorded trainings and documentation Phase 5. Preliminary Analytics and Feedback
The Consultant will:
• Work with Authority to design a proof-of-concept PowerBI dashboard to demonstrate the repository’s value early and ensure that the data is structured appropriately for end-use. • Based on the above, create sample analyses and dashboards, as data becomes available in the warehouse such as a set of standard reports (e.g., load shape analysis, GHG inventory, program uptake metrics) in PowerBI.
• Support Authority staff in troubleshooting data queries and initial report creation • Hold a mid-project review with the Authority to demonstrate interim results and gather feedback.

Deliverables at the end of this Phase will be:
5a) The Authority validating that the proof-of-concept report (e.g., sample load curve or program participation report) meets expectations.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
31 Phase 6. System Integration Testing; and
Phase 7. User Acceptance Testing
The Consultant will:
• Perform thorough testing: unit tests for pipeline code, integration testing for end-to-end data flow, and user acceptance testing with Authority staff on sample reports. • Work with Authority staff to validate data accuracy against source records. • Ensure that all privacy controls (like aggregation thresholds or anonymity checks) function correctly.

Deliverables at the end of this Phase will be:
6a) Test report documenting test cases, results, and issue resolutions.

Phase 8. Deployment and Training; and
Phase 9. Project Closeout
The Consultant will:
• Deploy the pipelines to production schedules.
• Finalize documentation and engage Authority staff for review and acceptance • Conduct live training sessions for the Authority’s team, covering:
o How to run and monitor the system.
o How to use the analytics tools to extract insights.
• Provide recorded video tutorials for key tasks (so new Authority staff in the future can get up to speed).
• Deliver an Operations Manual and a Data Dictionary for the repository • Support Authority users (data analysts, program managers) in their system testing. • Facilitate UAT sessions for the dashboards and analytics queries, ensuring the system meets business needs.
• Promptly address UAT feedback.
• Hand over full ownership all deliverables, including code, to Authority Deliverables at the end of this Phase will be:
8a) Formal UAT sign-off by the Authority, indicating the solution is ready for production. 9a) Final Authority sign-off that the solution can be deployed into production.

Description of work to meet the Task 2 (Ongoing Services) Requirement Below is the Consultant’s proposed work plan to meet the Authority’s requirements.

The Consultant will provide comprehensive ongoing support for the RADaR platform to ensure it continues to operate smoothly and deliver value over time. The Consultant’s support proposal covers maintenance of the data pipelines and infrastructure, regular updates and enhancements, user support, and performance optimization, all under a robust service framework.

The Consultant will establish or support processes to continuously monitor and maintain the RADaR system:

Pipeline Monitoring: The Consultant will set up automated monitors and alerts (using GCP’s Cloud Monitoring suite) to track daily ETL job runs, data latency, and system errors. The Consultant’s team will proactively address data pipeline failures or anomalies, ensuring data freshness and accuracy in the repository.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
32 Bug Fixes and Updates: As data sources or requirements evolve, the Consultant will update pipeline code and configurations, adjusting to format changes in source data files, incorporating new data fields, or optimizing queries. Bug fixes will be addressed with defined SLAs (e.g., critical issues resolved within 1 business day).

Infrastructure Management: The Consultant will manage the GCP resources (e.g., scheduling Dataflow jobs, managing BigQuery storage and partitioning, cost monitoring). Regular maintenance tasks like upgrading pipeline runtime versions, rotating service account keys, and applying security patches will be performed to keep the environment secure and efficient.

On IAE: Upon request by Authority, the Consultant’s team will maintain and enhance the Authority’s Internal Analytics Engine (IAE), ensuring it continues to function smoothly with the new data repository. If new tools are needed (for example, a manual data entry interface for certain workflows), the Consultant can develop those as part of ongoing services.

The Consultant’s team will be available as an ongoing resource to Authority staff who use the RADaR platform:

On-Demand Support: The Consultant will provide services during business hours to answer questions, assist with data pulls or analyses, and troubleshoot Authority user issues with accessing dashboards or data.

Power User Support: The Consultant will provide on-call support to the Authority’s ‘Power Users’ (those staff who directly query or develop on the GCP data platform), answering data questions, assisting with complex query optimization, and ensuring they understand the documentation and tools available. The Consultant can set up a support channel (email or Slack) for quick Q&A, as well as periodic check-ins to address Authority user issues.

Quarterly Training and Onboarding: As the Authority hires new staff or as features are added, the Consultant will conduct periodic training sessions. This ensures Authority users remain proficient in using the data tools (e.g., constructing queries in BigQuery or building visualizations). The Consultant can also offer “office hours” style consultations for advanced analytics questions from the Authority’s analysts.

Usage Reports and Reviews: The Consultant will provide the Authority with quarterly reports on system usage, data volumes, and performance metrics. In joint review meetings, the Consultant will discuss any observed issues, Authority user feedback, or potential improvements. This keeps communication open, and the system aligned with the Authority’s evolving needs.

The Consultant recognizes that the Authority’s needs will grow and change. Under Task 2, the Consultant highlights provision for continuous improvement:

Adding New Data Sources: If the Authority launches new programs or obtains new data streams (for example, EV charger data or customer survey data), the Consultant’s team will integrate those into RADaR. The Consultant will design new pipelines and extend the data schema as needed, ensuring the repository remains comprehensive.

Feature Enhancements: The Consultant will iteratively enhance the analytics capabilities of RADaR.

Potential enhancements include developing new dashboard features, implementing predictive analytics modules (e.g., load forecasting models or customer segmentation analysis), and refining data aggregation logic to support additional use cases.

Performance Tuning: Over time, as data volume grows, the Consultant will optimize system performance. This may involve partitioning or clustering BigQuery tables for faster queries, archiving or summarizing older data to control costs, and right-sizing compute resources for ETL jobs. The Consultant will ensure the platform remains cost-effective and responsive.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
33 Under the ongoing support agreement, the Consultant will work as an extension of the Authority’s team, proactively keeping the RADaR platform reliable, secure, and up to date. The Consultant’s goal is to ensure the Authority realizes the full long-term benefits of the RADaR investment without needing to worry about the underlying technical upkeep.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
34 Exhibit B
Schedule of Performance
This Schedule of Performance by and between EcoMetricx, LLC (“Consultant”) and the Silicon Valley Clean Energy Authority (“Authority”) shall be interpreted and construed in accordance with the terms and conditions of that certain Authority’s Standard Consultant Agreement dated _________, 2025 by and between Consultant and Authority (“Agreement”). Any term that is not defined herein shall have the meaning set forth in the Agreement.

Task Begin Complete
Authority Board Approval Aug 13, 2025 Aug 13, 2025
Task 1, Phase 1. Project Kickoff and Planning Aug 18, 2025 Aug 22, 2025 Task 1, Phase 2. Requirements Gathering & Design Aug 25, 2025 Sep 12, 2025 Task 1, Phase 3. Environment Setup Sep 01, 2025 Sep 19, 2025 Task 1, Phase 4. Implementation – Data Pipeline
Development
Sep 19, 2025 Dec 05, 2025
Task 1, Phase 5. Preliminary Analytics and Feedback Oct 06, 2025 Dec 05, 2025 <THANKSGIVING WEEK> Nov 24, 2025 Nov 28, 2025
Task 1, Phase 6. System Integration Testing Part 1 Dec 08, 2025 Dec 19, 2025 <CHRISTMAS/NEW YEAR WEEKS> Dec 22, 2025 Jan 09, 2026
Task 1, Phase 6a. System Integration Testing Part 2 Jan 12, 2026 Jan 30, 2026 Task 1, Phase 7. User Acceptance Testing Jan 19, 2026 Feb 06, 2026 Task 1, Phase 8. Deployment and Training Feb 02, 2026 Feb 20, 2026 Task 1, Phase 9. Project Closeout 1 (w/o lag) Feb 23, 2026 Feb 27, 2026 Task 1, Phase 9. Project Closeout 2 (with lag for minor delays, extended UAT)
Mar 20, 2026 Apr 03, 2026
Task 2, Year 1 Ongoing Services Aug 18, 2025 Aug 17, 2026 Task 2, Year 2 Ongoing Services Aug 18, 2026 Aug 17, 2027 Task 2, Year 3 Ongoing Services Aug 18, 2027 Aug 17, 2028 Here is Consultant’s estimate of Task 1 hours of support required of Authority staff:

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
35 These schedules may be modified with the written approval and mutual agreement of the Authority and the Consultant.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
RaDAR project- standard schedule Estimated Estimated
Project phase Start Date Duration End Date SVCE Staff SVCE Hours <SVCE Board Approval Wed, Aug 13 N/A Wed, Aug 13 N/A N/A

1. Project Kickoff and Planning Mon, Aug18 Week1 Fri, Aug 22 10 15

2. Requirements Gathering & Design Mon, Aug 25 Weeks 2-4 Fri,Sepl2 10 20

3. Environment Setup Mon,SepOl Weeks 3-5 Fri,Sepl9 3 15

4. Implementation-Data Pipeline Development Mon,Sep08 ‘Weeks 4-12 Fri, Dec05 3 15

5. Preliminary Analytics and Feedback Mon, Oct06 ‘Weeks 8-12 Fri, Dec05 5 10 <THANKSGIVING WEEK> Mon, Nov24 N/A Fri, Nov28 N/A N/A

6. System Integration Testing Part1 Mon, Dec08 ‘Weeks 13-15 Fri, Decl9 3 15 <CHRISTMAS/NEW YEAR WEEKS> Mon, Dec22 N/A Fri,JanO9 N/A N/A 6a. System Integration Testing Part 2 Mon, Janl2 ‘Weeks 13-15 Fri, Jan30 3 6

7. User Acceptance Testing Mon, Janl9 ‘Weeks 14-16 Fri, Feb06 10 50

8. Deployment and Training Mon, Feb02 ‘Weeks 16-18 Fri, Feb20 10 40

9. Project Closeout1(w/o lag) Mon, Feb23 ‘Week 19 Fri, Feb27 N/A N/A 9a. Project Closeout 2(with lag for minor delays, extended UA Mon, Mar30 ‘Week 24 Fri, Apr03 10 10 TOTAL 196
Year1Support (Aug'25) AugOl N/A Aug31 3 0
Year1Support (Sep'25) SepOl N/A Sep30 3 0
Year1Support (Oct’25) OctOl N/A Oct31 3 0
Year1Support (Nov'25) NovOl N/A Nov30 3 0
Year1Support (Dec'25) DecOl N/A Dec31 3 0
Year1Support (Jan'26) JanOl N/A Jan31 3 0
Year1Support (Feb'26) FebOl N/A Feb28 3 0
Year1Support (Mar'26) MarOl N/A Mar31 3 0
Year1Support (Apr'26) AprOl N/A Apr30 10 25
Year1Support (May'26) MayOl N/A May31 10 25
Year1Support (Jun’26) JunOl N/A Jun30 10 25
Year1Support (Jul’26) JulOl N/A Jul31 10 25
TOTAL 100
GRAND TOTAL 296
36 Exhibit C
Schedule of Compensation
Authority shall compensate Consultant for professional services in accordance with the terms and conditions of this Agreement based on the rates and compensation schedule set forth below.

Compensation shall be calculated based on the hourly rates set forth below up to the not to exceed budget amount set forth below.

The compensation to be paid to Consultant under this Agreement for all services described in Exhibit “A” and reimbursable expenses shall not exceed a total of eight hundred thousand dollars (USD 800,000), as set forth below. Any work performed or expenses incurred for which payment would result in a total exceeding the maximum amount of compensation set forth herein shall be at no cost to Authority unless previously approved in writing by Authority.

Task Budget Budget Total
Upfront Payment $80,000
TOTAL UPFRONT PAYMENT $80,000
Task 1, Phase 1. Project Kickoff and Planning $30,000
Task 1, Phase 2. Requirements Gathering & Design $30,000 Task 1, Phase 3. Environment Setup $30,000
Task 1, Phase 4. Implementation – Data Pipeline
Development
$30,000
Task 1, Phase 5. Preliminary Analytics and Feedback $30,000 Task 1, Phase 6. System Integration Testing Part 1 $15,000 Task 1, Phase 6a. System Integration Testing Part 2 $15,000 Task 1, Phase 7. User Acceptance Testing $30,000
Task 1, Phase 8. Deployment and Training $30,000
Task 1, Phase 9. Project Closeout $30,000
TOTAL FOR TASK 1 $270,000
Task 2, Year 1 Ongoing Services (For Authority-Specified Task 1 Requirements)
Included in Task 1 Budgets
Task 2, Year 1 Ongoing Services (For New Authority
Requirements, Not Specified at Agreement Execution Date) $500/Hour
Task 2, Year 2 & Task 2, Year 3 Ongoing Services $400/Hour for up to 187.5 Hours, $500/Hour above 187.5 Hours
Note. The charges above represent a nearshore Consultant option selected by the Authority team because the Consultant’s solution avoids access to PII information for the Authority’s customers.

Invoices. Consultant shall date and submit invoice for the Upfront Payment on the date the Agreement between the Authority and the Consultant is fully executed. This invoice will be payable immediately.

Consultant shall submit invoices for the amounts set out in the table above for Task 1 and Task 2 activities.
- Task 1 invoices will confirm the description of the task per the table above, and Consultant completed deliverables for the task (per Exhibit A). The Authority will pay each Task 1 invoice within thirty (30) calendar days of the date of each Task 1 invoice.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
37 - Task 2 invoices will reference the Contract Year, the applicable rate per hour according to the table above, and the applicable charges. Each invoice will also include a summary of the work performed and the Authority order or instruction for such work to be performed. The Authority will pay each Task 2 invoice within thirty (30) calendar days of the date of each Task 2 invoice.

Authority may dispute a Consultant invoice within thirty (30) days of the date of such invoice. Any invoice not disputed within this thirty (30) day period shall be considered final.

Invoices not paid within thirty (30) days of their due date shall be assessed a 1.5% late fee each month, or the maximum amount allowed by law each month, whichever is less, on the total amount past due.

Reimbursable Expenses. Administrative, overhead, secretarial time or overtime, word processing, photocopying, in-house printing, insurance, and other ordinary business expenses are included within the scope of payment for services and are not reimbursable expenses. Travel & travel-related expenses must be authorized in advance in writing by Authority.

Additional Services. Consultant shall provide additional services outside of the services identified in Exhibit A only by advance written authorization from Authority Representative prior to commencement of any additional services. Consultant shall submit, at the Authority Representative’s request, a detailed written proposal including a description of the scope of additional services, schedule, and proposed maximum compensation. Any changes mutually agreed upon by the Parties, and any increase or decrease in compensation, shall be incorporated by written amendments to this Agreement.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
38 Exhibit D
Insurance Requirements and Proof of Insurance
Consultant shall maintain the following minimum insurance coverage:
(1) Workers' Compensation:

Statutory coverage as required by the State of California. (2) Liability:

Commercial general liability coverage with minimum limits of $1,000,000 per occurrence and $2,000,000 aggregate for bodily injury and property damage.

ISO occurrence Form CG 0001 or equivalent is required.
(3) Professional Liability
Professional liability insurance which includes coverage for the professional acts, errors and omissions of Consultant in the amount of at least $1,000,000. (4) Privacy and Cybersecurity Liability
Privacy and cybersecurity liability (including costs arising from data destruction, hacking or intentional breaches, crisis management activity related to data breaches, and legal claims for security breach, privacy violations, and notification costs of at least $5,000,000 US per occurrence.

Item 1c
Attachment 1
Draft Agreement with EcoMetricx, LLC
Staff Report – Item 1d
Item 1d: Approve SVCE 2024 Annual Power Source Disclosure Report Attestation From: Monica Padilla, CEO
Prepared by: Demarie Weber, Regulatory Compliance Manager Zak Liske, Deputy Director of Power Resources
Date: 8/13/2025

RECOMMENDATION
Staff recommends that the Silicon Valley Clean Energy (SVCE) Board of Directors (“Board”) approve the use of statistics reflected in SVCE’s 2024 annual Power Source Disclosure reports for purposes of preparing SVCE’s 2024 Power Content Label and attest to the veracity of information presented in SVCE’s 2024 Power Source Disclosure report for GreenStart, GreenPrime and GreenPrime Direct service.

BACKGROUND
California Public Utilities Code requires all retail sellers of electric energy, including SVCE, to disclose “accurate, reliable, and simple-to-understand information on the sources of energy” that are delivered to their respective customers.1 Applicable regulations direct retail sellers to provide such communications to customers following each year of operation. The format for requisite communications is highly prescriptive, offering little flexibility to retail sellers when presenting such information to customers. This format has been termed the “Power Content Label” (or PCL) by the California Energy Commission (CEC). Prior to distributing the PCL to its customers, SVCE annually submits a report regarding its specified power purchases to the CEC. This report is a required element of California’s Power Source Disclosure Program (PSD Program) and was timely submitted to the CEC prior to the June 1st reporting deadline. Both the aforementioned annual report and the PCL are required elements of California’s PSD Program, and information reflected in the annual report is contributory to the PCL (with the annual report’s power supply breakout being inserted in the PCL).

Information presented in the PCL includes the proportionate share of total energy supply attributable to various resource types, including both renewable and conventional fuel sources. Starting with the 2024 reporting year, the CEC will be preparing Power Content Labels based on retail sellers’ PSD submissions. Once prepared in mid-September, SVCE’s Marketing and Communications team will post the PCL on SVCE’s website by October 1st ,
2025 and then design and distribute the 2024 PCL to customers by December 31st, 2025.

ANALYSIS & DISCUSSION
During the 2024 calendar year, SVCE successfully delivered a substantial portion of its electric energy supply from various Renewable Portfolio Standard (RPS) eligible energy sources, including wind, solar, geothermal, small hydroelectricity, biomass and biogas. For GreenStart customers, the percentage of supply attributable to RPS eligible sources approximated 43 percent.
2 Overall GreenStart was approximately 79% carbon-free with 1 California Public Utilities Code Section 398.1(b) Note: that Section (b)(1), as referenced in the excerpt from applicable PSD regulations, refers to the completion of annual independent audits. 2 Assembly Bill 1110, passed in 9/26/16, California Energy Commission “Modification of Regulations Governing the Power Source Disclosure Program” 5/15/20, modified the PCL reporting requirements starting with reporting year 2020 to include emissions associated with power supply and treatment of over procurement of resources.

Item 1d
SILICON VALLEY \3/ CLEAN ENERGY
Agenda Item: 1d Agenda Date: 8/13/2025
2 the inclusion of large hydroelectricity and 21% unspecified. For GreenPrime customers, RPS eligible energy comprised 100 percent of the supply portfolio met with RPS-eligible resources. For GreenPrime Direct customers, RPS eligible energy comprised 48 percent of the supply portfolio and overall, 80% carbon-free with 20% unspecified. A simplified version of the key information is depicted below in Attachment 1.

At the time of this report, SVCE has incorporated information from the annual PSD report in the annual Joint Rate Mailers (JRMs) available on its website. As mentioned, the CEC PSD staff will generate the PCLs internally using information from the retail sellers’ submissions of the PSD annual report, and provide the 2024 PCLs to retail suppliers by mid-September 2025. PCL data includes the proportionate share of various resource types for the total energy supply.

A limited number of SVCE’s supply reflect the delivery of unspecified/market power to satisfy a portion of SVCE’s energy requirements – these purchases, as well as electric energy provided by the California Independent System Operator (CAISO) for purposes of grid balancing, have been appropriately identified as “Unspecified Power.” CEC PSD staff calculates the GHG emissions intensity for annual unspecified power each year. The GHG emissions intensity of each electricity portfolio of total power content is expressed in pounds of carbon dioxide equivalent (CO2e) per megawatt hour (MWh). SVCE’s GreenStart product contained 21% of unspecified power, which results in 202 pounds of CO2e per MWh.

Consistent with applicable regulations, SVCE will complete requisite customer communications following the Board’s approval of pertinent information to be included in the 2024 PCL. Customers receiving PCL communications will include those enrolled in the SVCE program as of December 31, 2025 – the distribution list was derived based on prior discussions with designated CEC staff.

While preparing SVCE’s 2024 annual PSD report, staff performed a detailed review of all power purchases completed for the 2024 calendar year. This review included an inventory of all renewable energy transfers within SVCE’s Western Renewable Energy Generation Information System (WREGIS) accounts, pertinent transaction records.

To fulfill its obligations under the PSD Program, SVCE must also provide the CEC with an attestation of its Governing Board regarding the veracity of each annual PSD report. SVCE is proceeding with self-certification of its annual report for the GreenStart, GreenPrime, and GreenPrime Direct product offerings, consistent with PSDP regulations. Evidence of such attestation must be provided to the CEC by October 1st, 2025. Should the Board endorse staff’s recommendation, a copy of this staff report, and related meeting minutes will be forwarded to the CEC, thereby completing SVCE’s obligations under the PSD Program for the 2024 calendar year.

STRATEGIC PLAN
Approval of the 2024 Power Source Disclosure information for use in the Power Content Label is in support of Goal 5: Manage and optimize load and power resources to meet affordability, GHG reduction and reliability objectives.

ALTERNATIVE
Should the Board choose not to endorse the information provided for the power source disclosure, staff will need to file an extension with the CEC and hire an auditor to review SVCE’s data for compliance.

FISCAL IMPACT
N/A

ATTACHMENT

1. Key information in 2024 SVCE Power Source Disclosure Item 1d
Item 1d
Attachment 1
2024 PSD / PCL Data Green Start Green Prime Green Prime Direct
Biomass & Biogas 3% 0% 0%
Geothermal 11% 0% 0%
Eligible Hydroelectric 0% 0% 0%
Solar 21% 50% 0%
Wind 8% 50% 48%
Large Hydroelectric 36% 0% 32%
Nuclear 0% 0% 0%
Emerging Technologies 0% 0% 0%
Other 0% 0% 0%
Natural Gas 0% 0% 0%
Coal & Petroleum 0% 0% 0%
Unspecified Power - Total 21% 0% 20%
PCL GHG Intensity (lbs CO2e/MWh) 202 0 189
Unbundled REC %
0% 0% 0%
Item 1d

Page 1 of 4 ends

Staff Report – Item 1e
Item 1e: Approve an Allocation of Program Fund Dollars of $4.4 million to Expand the Home Rebates Program
From: Monica Padilla, CEO
Prepared by: Justin Zagunis, Director of Customer Success Oswaldo Martinez, Senior Programs Specialist
Date: 8/13/2025

RECOMMENDATION
Staff recommends the Silicon Valley Clean Energy (SVCE) Board of Directors (“Board”) approve an allocation of $4.4 million out of the already-authorized programs funding included in the Fiscal Year 2024-2025 (FY25) budget to expand delivery of Home Rebates incentives (formerly called FutureFit Homes) for heat pumps and other technologies.

BACKGROUND
In November 2020, the Board approved the Building Decarbonization Joint Action Plan (BDJAP), which identified Home Rebates as a key initiative to help drive the decarbonization of existing buildings in support of SVCE’s mission. Launched in October 2022, Home Rebates has supported residential customers by providing rebates for heat pump water heaters, heat pump space heating and cooling systems, dryers, induction cooktops, and prewiring and electrical infrastructure upgrades. Background on and key impacts of this program are shown in Table 1 below.

The strong uptake of this program highlights a growing demand for rebates as more customers become aware of electrification and choose to make the transition in their homes. After the initial allocation, the Board subsequently approved the addition of $3 million in March 2024 and another $3 million in October 2024 to continue the program and expand its reach to serve more customers. With ongoing demand for rebates, this program needs additional funding to further expand and support more customers in electrifying their homes.

Table 1. Program Background and Impact
Home Rebates
Objective • Targets residential customers in single-family homes or multifamily buildings with <4 units
• Provides rebates for heat pump water heating, space heating, prewiring, induction cooking, and removing the gas meter for fully electrified homes Current Budget $10,057,940 (~14% committed to admin costs; remaining for incentives) Impact • 2,041 customers served
• $6 million in rebates distributed
• $1.7 million in rebates currently reserved
• 800 heat pump water heaters installed
• 1,425 heat pump HVAC systems installed
• 150 induction cooktops installed
• 1,060 pre-wired circuits
Item 1e
SILICON VALLEY \3/ CLEAN ENERGY
Agenda Item: 1e Agenda Date: 8/13/2025

Page 2 of 4 ends

Further, recent uncertainty in the availability of financial incentives from federal, state, and regional programs has made it harder for customers to plan for upgrades while minimizing costs. Under the final version of the One Big Beautiful Bill Act (OBBBA), heat pump tax credits are set to expire on December 31, 2025. These credits now also apply to certain high-efficiency gas appliances, broadening eligibility. The looming expiration date adds uncertainty for long-term planning. Additionally, although federal funding for the Home Electrification and Appliance Rebates (HEEHRA) program has not been withdrawn, there is currently no confirmed timeline for the next round of funding in California. As of July 15, 2025, the TECH Clean California program has officially relaunched incentives for both heat pump HVAC systems and heat pump water heaters in single-family homes. This marks a significant step in restoring state-level support for residential electrification. However, these funds are typically subscribed quickly, contributing to ongoing uncertainty for customers and contractors seeking consistent access to incentives. Customers looking to electrify have to navigate these uncertainties.

ANALYSIS & DISCUSSION
The Home Rebates program remains a foundational component of SVCE’s residential decarbonization strategy, having successfully supported a growing number of home electrification projects.

Home Rebates are Consistent in a Changing Rebate Landscape In light of ongoing uncertainty surrounding other incentive programs, Home Rebates continues to serve as a reliable and accessible option for customers. The ebb and flow of state rebates as well as the sunsetting of the federal tax credits have increased reliance on SVCE’s Home Rebates to support electrification upgrades as SVCE rebates have been consistently available. Further, with the announcement of federal tax credits sunsetting at the end of 2025, staff anticipates that customers may rush to make electrification upgrades in 2025 to try to maximize their incentives and tax credits before that deadline. As such, having additional program funds will be key to supporting these customers.

Home Rebates is a Key Mechanism for Supporting Bay Area Air District Rules The Home Rebates program has evolved over time in alignment with policy and technology changes in the market (Figure 1) and remains a core offering of SVCE’s building electrification programs portfolio. Continued investment in Home Rebates is critical to supporting the local market for electric technologies ahead of the Bay Area Air District’s rules, which will begin phasing out NOx-emitting natural gas appliances—starting with a prohibition on the sale of gas water heaters in 2027.

More recently, SVCE has launched additional residential building electrification programs, including: Full-Service Home Upgrades, Zero Interest Financing, and Assisted Home Upgrades. These programs also provide rebates, which mirror the Home Rebates program. In addition, these programs provide connections to trusted contractors, streamlined rebate application services, and direct installation services. As these programs scale, staff will evaluate the effectiveness of stand-alone rebates through Home Rebates relative to other approaches, such as direct installation, in accelerating the transition away from gas appliances. In the meantime, adding funds to Home Rebates ensures a consistent option for customers while these programs get established.

Staff will continue to monitor the performance of the Home Rebates program and return to the Board with recommendations, adjustments, and budget requests as needed.

Item 1e
Agenda Item: 1e Agenda Date: 8/13/2025

Page 3 of 4 ends

Figure 1. Home Rebates Program Growth and Connection to Upcoming Programs Home Rebates Support City-Level Rebates
In addition to SVCE’s rebates, two member agencies have opted to provide local rebates to their residents to help accelerate decarbonization in their communities. This helps significantly lower out-of-pocket costs for residents. SVCE is administering these city rebates via the Home Rebates program on behalf of these respective jurisdictions:
• City of Milpitas – Milpitas secured a $3 million grant from the U.S. Department of Energy’s State and Community Energy Program (Award No. DE-SE0000736.0000). Of this, $2.655 million has been allocated for rebates on electric heat pump water heaters, HVAC systems, induction cooktops, and service panels. Funds must be expended by September 2026. • City of Mountain View – Mountain View allocated $249,999 for residential water heater electrification rebates as part of its “Year of the Water Heater” campaign, with funds to be expended by December 2025.

The current mechanism of administering these rebates on behalf of our member agencies involves SVCE paying the value of the Home Rebate plus the city rebate to the customer, and subsequently receiving reimbursement from the member agencies within 30-60 days. For this reason, it is necessary for SVCE to have adequate funds available in the program budget to make these upfront payments to customers on behalf of the member agencies, while we await reimbursement.

Program Allocation Request
Staff recommends allocating $4.4 million in additional funds to Home Rebates, as shown in Table 2. A portion of these funds (estimated at $550,000) will be allocated towards the administrative costs of implementing the program, while the remaining amount will be used as incentives. The additional funding will ensure program continuity through the end of fiscal year 2025-2026 (FY26) at the current uptake level and will mean that SVCE is well positioned to address any uptick in applications that may occur prior to the federal tax credits closing. Staff will revisit the funding landscape and consider what additional funds or program changes are necessary as the program budget is drawn down further.

Item 1e
Evolution of Home Rebates
Oct '22 May '23 July '23 Feb '24 Oct '24
Program •Added •Post-project •New appliances •$3M added to launch deeper claims allowed included program
incentives for emergency •Pre-wiring incentive •Soft launch of for income-qualified
customers
situations made stand-alone
•$3M added to
program
Assisted Home
Upgrades
Dec '24 Feb'25
•Soft launch of •Transition Full-Service
Home Upgrades fully to
Salesforce
April '25 June '25
Launch Milpitas & Mountain
View City Rebates
Update equipment specs to
align with TECH requirements
Full launch of Assisted Home
Upgrades
•Soft launch of On-Bill Financing Pilot
Agenda Item: 1e Agenda Date: 8/13/2025

Page 4 of 4 ends

Table 2. Program Budget Allocations and Anticipated Impact Home Rebates
Current Budget $10,057,940
Budget Remaining (as of June 2025) $2,332,000
Additional Funding Allocation
(requested in this report)
$4,400,000
• $3,850,000 for Incentives
• $550,000 for Administrative Costs
New Budget $14,457,940
Sample breakdown of program
elements covered by additional
funding (exact impacts will vary,
depending on what customers
request)
• 322 heat pump water heaters
• 889 heat pump HVAC systems
• 52 induction cooktops
• 240 pre-wired circuits
Overall Budget Availability
The Board has authorized funding on an annual basis, or more frequently, to be used for programmatic efforts. The majority of authorized funds have since been allocated to specific programs and have been spent or made available to customers via an active program. This $4.4 million allocation to Home Rebates will be drawn from the remaining funds, $14.3 million, that have been authorized for programs but not yet allocated to a specific effort.

STRATEGIC PLAN
The Home Rebates program is aligned with SVCE’s 2024-2025 Strategic Plan as follows:
• SFA4: Prepare Region for Electrification at Scale: Inform and prepare for upcoming requirements such as Bay Area Air District and California Air Resources Board (CARB) rules to ensure they are implemented sensibly, successfully, and equitably; and continue scaling SVCE efforts. • Goal 7: Support all SVCE communities to decarbonize through local investments that reduce barriers and demonstrate sensible, scalable, and equitable solutions.

ALTERNATIVE
In the absence of additional funds, staff has considered the following options for Home Rebates:

1. Continue to administer the program at current incentive levels until funds are fully reserved, then close down the program.

2. Reduce incentive levels to draw out the current program funds (phase out) and continue to administer the program until funds are fully reserved before closing it down.

If additional funds are not added to the program, staff will pivot to redirecting customers to similar incentive programs offered by other regional or state programs as well as federal tax credits. Staff does not recommend closing the Home Rebates program down at this point given its key role in supporting SVCE’s aforementioned programs and in demonstrating scalability in advance of Bay Area Air District rules.

FISCAL IMPACT
This recommendation to allocate $4.4 million to Home Rebates will have no incremental fiscal impact on SVCE’s budget. The Board has already authorized these funds to be used on programs, this action merely assigns those funds to the Home Rebates program. The expenditure of the funds will be appropriately reflected in future budgets.

Item 1e

Page 1 of 2 ends

Staff Report – Item 1f
Item 1f: Adopt SVCE’s Revised Load Management Standards Compliance Plan From: Monica Padilla, CEO
Prepared by: Justin Zagunis, Director of Customer Success Citlalli Sandoval, Senior Regulatory Advisor
Date: 8/13/2025

RECOMMENDATION
Staff recommends that the Silicon Valley Clean Energy (SVCE) Board of Directors (“Board”) adopt the SVCE Revised Load Management Standards (LMS) Compliance Plan (Attachment 1) and authorize staff to make future nonmaterial changes to the plan, as needed to maintain compliance with the LMS regulations.

BACKGROUND
On March 13, 2024, the Silicon Valley Clean Energy Board of Directors adopted SVCE’s first LMS Plan, which helps to inform and guide SVCE’s demand flexibility efforts. Subsequently, the California Energy Commission’s (CEC) Executive Director requested that all load serving entities (LSEs) subject to the CEC’s LMS regulation file revised versions of their plans. SVCE received its revision request letter on June 19, 2025.

The LMS regulations require load serving entities in California to develop a compliance plan every three years that describes how the load serving entity plans to meet the goals of the Load Management Standards. The goals of the Load Management Standards are to: 1) encourage the use of electrical energy during off-peak hours; 2) control daily and seasonal peak loads; 3) improve equity, efficiency, and reliability; 4) lessen/delay need for new electrical capacity; 5) reduce fossil fuel consumption and 6) reduce greenhouse gas emissions.

The CEC’s Executive Director can request additional information or recommend changes to a plan to make it consistent with the CEC’s interpretation of the LMS regulations.

ANALYSIS AND DISCUSSION
The SVCE LMS Compliance Plan described current and future programs and rates that accomplish the goals of the Load Management Standards, provided the results of an analysis on the impacts of moving to dynamic rates on SVCE’s load, described the resources needed to implement dynamic rates, described the status of SVCE’s progress towards meeting Load Management Standards requirements, and examined dynamic rates from an equity, technology, reliability, and customer-benefit perspective.

However, the CEC’s revision request letter (“Letter”) asks that SVCE “commit to participating in the IOU CalFUSE pilot rates and making them available to customers.”1 The Letter also provides specific language regarding the Statewide Rate Identification Number (“RIN”) Tool for SVCE to insert into its Revised LMS Compliance Plan.
1 Letter to Adam Selvin, former SVCE Director of Energy Services and Community Relations, dated June 19, 2025, p. 3. Accessible at:
https://efiling.energy.ca.gov/GetDocument.aspx?tn=264366&DocumentContentId=101136.

Item 1f
SILICON VALLEY \3/ CLEAN ENERGY
Agenda Item: 1f Agenda Date: 8/13/2025

Page 2 of 2 ends

In its original LMS Compliance Plan, SVCE stated that it may participate in the CPUC’s dynamic rate pilots (also known as the Hourly Flex Pricing pilots or the CalFUSE pilots) because at the time of the drafting and approval of the plan, the implementation specifics of the pilots were still being developed. Since the filing of the original LMS Compliance Plan in 2024, SVCE has received Board of Directors approval to participate in the Hourly Flex Pricing pilots and has already enrolled several customers in the pilot. 2 SVCE’s Revised LMS
Compliance Plan definitively states that SVCE will participate in the Hourly Flex Pricing pilots.

The Revised LMS Compliance Plan also includes language on the Statewide RIN Tool, as requested by the CEC’s Executive Director, specifying that SVCE will continue to work with the other LSEs and the CEC to develop the statewide RIN tool.

The Letter requests that SVCE resubmit its plan, with the recommended revisions, by September 17, 2025.

After the Board of Directors adopts SVCE’s Revised LMS Compliance Plan, staff will resubmit its plan to the CEC.

STRATEGIC PLAN
The LMS Compliance Plan relates to SVCE’s Strategic Plan Goal 5 to “Manage and optimize load and power resources to meet affordability, GHG reduction and reliability objectives”.

ALTERNATIVE
Noncompliance with the Load Management Standards, which may result in the Executive Director of the California Energy Commission filing a formal complaint with the California Energy Commission or seeking injunctive relief.

FISCAL IMPACT
The SVCE Board of Directors adoption of SVCE’s Revised Load Management Standards Compliance Plan will not result in any impact to the current fiscal year (FY 2025) budget.

ATTACHMENTS

1. Public version of SVCE’s Revised Load Management Standards Compliance Plan, which contains redactions of market sensitive information.
2 Approved at the November 13, 2024 Board of Directors meeting.

Item 1f
1 Silicon Valley Clean Energy
2024 Load Management Standards Compliance Plan
Revised August 13, 2025
Item 1f
Attachment 1
2 Table of Contents
I. Executive Summary...............................................................................................................................3 II. Introduction ..........................................................................................................................................4 III. Rates and Programs to Support Load Management Goals...................................................................5 A. Existing Rates ...................................................................................................................................6 B. Existing Programs.............................................................................................................................7 C. Rates Under Consideration ..............................................................................................................9 D. Programs Under Consideration........................................................................................................9 E. Efforts to Reduce GHG Emissions and Fossil Fuel Consumption....................................................10 IV. Progress Towards Meeting LMS Requirements...................................................................................11 A. Market Informed Demand Automation Server (MIDAS) ...............................................................11 B. Rate Identification Number (RIN)...................................................................................................12 V. Background on Development of Marginal Cost-Based Rates, Programs and Rate Structures ...........13 VI. Description of Demand Flexibility Analysis Methodology ..................................................................14 VII. Results.................................................................................................................................................16 A. Cost Effectiveness...........................................................................................................................16 B. Equity Evaluation............................................................................................................................18

1. Program Equity Framework .......................................................................................................19

2. Socioeconomic Vulnerability Index (SEVI) .................................................................................19

3. SVCE Equity Programs................................................................................................................21 C. Technological Feasibility Evaluation...............................................................................................23 D. Grid Benefits Evaluation.................................................................................................................25 E. Customer Class Benefits Evaluation...............................................................................................26 VIII. Marginal Cost Rates Implementation..................................................................................................26 IX. Conclusion...........................................................................................................................................28 List of Tables
Table 1 Scenarios Analyzed .........................................................................................................................15 Table 2 Market Segment Participation Assumptions..................................................................................15 Table 3 Incrementally Addressable Load Assumptions...............................................................................16 Table 4 Scenario Cost Savings as a Percentage of Base Case Costs ............................................................17 Table 5 Energy Cost Impact (Savings) 2024-2027 .......................................................................................18 Table 6 SEVI Quartiles and Key Demographic Information .........................................................................20 Item 1f
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3 Table 7 Programs Designed, Launched, and/or Evaluated Using the Programs Equity Framework and SEVI Metrics........................................................................................................................................................21 Table 8 Total Costs to Implement Real Time Pricing Across the Four Years Analyzed ................................28 List of Figures
Figure 1 Average TOU Usage Across All SVCE Rate Classes...........................................................................6 Figure 2 SVCE Annual Greenhouse Gas Emissions......................................................................................11 Figure 3 Total Load Impact Across Scenarios by Customer Class (2024-2027) with Large Commercial High Scenario Load Impact Callout .....................................................................................................................17 Figure 4 SEVI Quartiles in SVCE’s Territory..................................................................................................19 Figure 5 Housing Type Comparison of SEVI 4 (Worst-off) and SEVI 1 (Best-off) Quartiles .........................20 Figure 6 Near-term Marginal Cost Based Rate Implementation and MIDAS Compliance Timelines..........27 I. Executive Summary
In compliance with California Code of Regulations Title 20 § 1623.1, Silicon Valley Clean Energy (SVCE) has developed its 2024 Load Management Standards (LMS) Compliance Plan (Plan). In this Plan, SVCE considers opportunities to provide customers with access to hourly rates, either through enrollment in marginal cost-based rates or through enrollment in programs that access hourly rates to shape program incentives. While today there is not enough information to know which customers would benefit the most from hourly rates or the potential scale of load shift and its impacts on supply, SVCE expects dynamic rates and/or programs accessing dynamic rates signals to incentivize customers to use energy during off-peak hours. Ultimately, the widespread adoption of dynamic rates will vary and depends heavily on regulatory policies, technical infrastructure, and customer acceptance.

SVCE describes current and future programs and rates that accomplish the objectives of the LMS, provides the results of an analysis on the impacts of moving to dynamic rates on SVCE’s energy costs, describes the resources needed to implement dynamic rates, describes the status of SVCE’s progress towards meeting LMS requirements, and examines dynamic rates from an equity, technology, reliability, and customer-benefit perspective. The development of this Plan helps to inform and guide SVCE’s demand flexibility efforts.

SVCE offers a full range of time-of-use (TOU) generation rates corresponding with Pacific Gas and Electric Company’s (PG&E) TOU delivery rates. This includes a residential electrification rate with a greater price difference between off-peak and on-peak hours than the otherwise applicable TOU rate, resulting in more pronounced incentivization of electricity usage when grid conditions are most favorable. In terms of programs, SVCE offers its customers several programs that advance one or more of the LMS goals. These programs are described in this Plan.

In the Plan, SVCE evaluates the potential impacts of dynamic rates both quantitatively and qualitatively.

However, the quantitative evaluation focuses on modeled impacts to only SVCE’s energy costs due to the fact that there are many unknowns surrounding the implementation of dynamic rates in California and how customers might respond. The high-level model used to quantify the potential impacts of dynamic rates on SVCE’s energy costs examined three different scenarios of hypothetical changes in demand due to real time pricing. The results indicate that dynamic rates will have a minor impact on Item 1f
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4 SVCE’s load in the next couple of years. Additionally, the modeled evaluation did not produce a hypothetical outcome that resulted in operational net cost savings. Further analysis is needed that quantifies the benefits of load shifts to non-peak periods, the benefits by customer class and by appliance/electric vehicle applications, and the benefits of changes to the capacity needs of the grid.

Intangible benefits, such as the opportunity to engage customers, and potential limitations, such as rate access and automation, are difficult to quantify but should be considered as well.

Furthermore, several California Public Utilities Commission (CPUC) dynamic rate pilots have been developed, in which SVCE will participate. The SVCE Board of Directors approved SVCE’s participation in the CPUC dynamic rate pilots, also known as the Hourly Flex Pricing or CalFUSE pilots, on November 13, 2024.1
In terms of continued compliance with the LMS regulations, SVCE has uploaded all its time-dependent generation rates into the CEC’s Market Informed Demand Automation Server and is actively participating in the workshops to develop the statewide Rate Identification Number (RIN) tool.

The abovementioned activities have required and continue to require considerable resources. SVCE provides estimates of the additional resources needed to support the implementation of real time pricing pilots in this Plan and will continue to evaluate the systems and staffing that will be necessary as real-world implementation experience is gained through pilot participation.

II. Introduction
SVCE commenced customer service in April 2017 and is chartered to source clean, competitively priced electricity on behalf of residents and businesses in the participating jurisdictions of Campbell, Cupertino, Gilroy, Los Altos, Los Altos Hills, Los Gatos, Milpitas, Monte Sereno, Morgan Hill, Mountain View, Saratoga, Sunnyvale and unincorporated parts of Santa Clara County. Within these communities, SVCE serves approximately 270,000 residential and commercial electric accounts, which consume approximately 3,800 gigawatt hours per year. SVCE is governed by a board of 13 locally elected officials, who set SVCE’s rates and policies and oversee its operations.

SVCE’s mission is to reduce dependence on fossil fuels by providing carbon free, affordable, and reliable electricity and innovative programs for the SVCE community. Consistent with this purpose, since inception, SVCE has offered its customers a variety of programs to help expedite electrification while providing clean electricity to its customers. From the outset, SVCE has acknowledged that while electrification is vital to decarbonization of the wider economy it must be done in a manner that also balances customer affordability. SVCE has developed and participated in numerous programs as well as the Business EV and E-ELEC rates which help ensure that electric load growth can be managed in a way that benefits the electrical grid’s operations as well as customer affordability. 1 SVCE Board of Directors Meeting Agenda Packet, p. 159. Accessible here: 2024-1113-SVCE-November-BOD-Agenda-Packet-scrubbed.pdf.

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5 SVCE’s efforts to date, and planned efforts going forward as outlined in this Plan, are aligned with the primary goals of the LMS regulations. The California Code of Regulations describes four primary goals associated with the LMS compliance plans2:

Goal 1: Encouraging the use of energy at off-peak hours; Goal 2: Encouraging the control of daily and seasonal loads to improve system efficiency and reliability;
Goal 3: Lessening/delaying the need for capacity additions; and Goal 4: Reducing fossil fuel consumption and greenhouse gas (GHG) emissions.

While each of these goals is unique, they are also all interrelated. Load management provides several value streams to the grid. First, when sufficiently dependable, it allows grid planners to build to a lower peak. Given that the grid infrastructure is built to meet peak demand, it generally follows that achieving Goal 1 dependably will support the achievement of Goal 4. In real time operations, dispatchable load management provides the grid operator tools to ensure they can maintain reliability. Additionally, because marginal energy prices have a strong positive correlation to grid emissions, price signals are an effective means to achieve lower emissions and more efficient use of the existing system.

SVCE’s load management activities to date include both rate and program options. In the future, SVCE's innovative rates and programs are expected to consistently reduce peak demand and shift load to non-peak hours, providing value to the grid and aligning with LMS goals. New rates and programs are also under consideration to accelerate these impacts. These activities are funded through a cumulative $116 million commitment from SVCE’s Board of Directors (Board) to create new and extend existing customer offerings, rebates, and rate-specific incentives to expand the use of clean electricity in homes, transportation, and commercial buildings.

SVCE’s existing rates and programs, and those under consideration, are discussed in the section below.

III. Rates and Programs to Support Load Management Goals SVCE is deeply committed to meeting the LMS goals and expects to continue to use a combination of rates and program incentives to encourage customers to adjust their energy usage behaviors. While the expectation is that the dynamic rate pilots (real time pricing pilots) under development will be effective at encouraging customers to shift their energy usage and could result in long-term behavioral change with significant grid management benefits, initial enrollment is expected to be low due to the complexity and newness of the rates, lack of automation services, and existing levels of customers’ comfort with and understanding of TOU rates. Therefore, SVCE is considering program incentives as well as rates to drive behavior change, and engagement and support to build customer awareness and interest in dynamic rate pilot enrollment. Additionally, SVCE is considering opportunities to amplify the impact of time-varying rates through off-peak use incentives that provide customer savings and help to improve grid reliability by lessening grid stress during peak times. SVCE will be evaluating the load impact of implemented rates and incentives, which will influence the development of future SVCE rates and programs.
2 California Code of Regulations Title 20 § 1623.1(a)(1).

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6 A. Existing Rates
SVCE provides generation service to its customers, while the host investor-owned utility (IOU), PG&E, provides distribution and transmission services. SVCE offers a full range of time-of-use (TOU) generation rates corresponding with PG&E’s TOU delivery rates in order to incentivize daily shifting of load into hours when the grid is being supplied with cleaner energy and can be more efficiently utilized. This helps to lower peak demand and decrease grid infrastructure costs and emissions. Today, approximately 70% of SVCE customer accounts and 90% of SVCE load are enrolled in TOU rates. When considering SVCE’s total average load across all TOU rate classes, approximately 80% is used during off-peak hours.

Figure 1 Average TOU Usage Across All SVCE Rate Classes SVCE’s novel Electric Home rate (E-ELEC) is a customer generation TOU rate specifically designed to support beneficial home electrification that was approved by the Board in December 2022 and launched in January 2023. The SVCE E-ELEC rate provides a discount to SVCE customers that are enrolled in PG&E’s E-ELEC rate; however, rather than applying a fixed generation discount percentage (e.g., 4%) across all energy usage as with other SVCE rates, it increases the cost of energy consumed during peak periods by 10% relative to PG&E’s generation charges, while providing a 30% discount to all energy consumed during off-peak periods. By designing SVCE’s Electric Home rate discount around existing TOU periods, SVCE aimed to more strikingly promote behavioral and programmatic changes to participants’ energy consumption. Participating customer generation discounts have ranged from 2% to 22% based on their energy usage and willingness or ability to shape their daily consumption in response to SVCE’s more pronounced rate, with a median discount of 10% relative to PG&E’s rates. SVCE currently has over 1,200 customers enrolled in the SVCE E-ELEC rate and has funding to support an increased E-ELEC discount for up to 5,000 customers enrolling in the rate through 2027.

With large commercial and industrial customers, SVCE has begun to offer variable pricing structures that utilize CAISO day-ahead hourly energy costs. In 2022, SVCE announced an innovative 24/7 Carbon-Free Energy Agreement with Google. Under a 10-year contract, SVCE will serve Google’s Mountain View and Sunnyvale offices by matching carbon-free electricity (CFE) to Google’s local demand at least 92% of all Item 1f
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7 hours of the year. Service costs are based on dynamic CAISO market prices. This 24/7 CFE service supports active demand management, providing for the integration of day-ahead price signals with Google’s flexible all-electric building and transportation systems, including thermal and battery storage, Electric Vehicle (EV) charging networks, and smart Heating, Ventilation, and Air Conditioning (HVAC).

Google is incented to flex demand based on the dynamic price signal to improve their cost savings and CFE performance. SVCE is evaluating opportunities to replicate and scale this offering to other commercial accounts.

B. Existing Programs
SVCE has launched several programs and initiatives to help shape customer demand. SVCE has historically and will continue to reinforce the importance of using electricity when it is cleanest and least expensive (non-peak hours) in its program design and marketing. Emissions from transportation comprise the largest source of GHG emissions in SVCE’s territory and SVCE expects the shift to electric vehicles to be a significant driver of future load growth. Managing the timing of this load to ensure that the grid can accommodate it with minimal grid impact is of particular importance to SVCE because it will affect the cost of build out and operation of the grid.

SVCE contracted with ev.energy in May 2020 to launch GridShift, a mobile app-based program to manage EV charging, in order to shape customer charging demand and help customers reduce their ongoing EV charging costs. GridShift helps residential customers optimize EV charging by shifting charging to off-peak hours. As this program scales, it will help manage reliability risk associated with transportation electrification by reducing EV charging’s impact on peak load. Ev.energy was recently awarded the California Energy Commission’s (CEC) Responsive, Easy Charging Products with Dynamic Signals (REDWDS) grant, which will support grid signal integration for dynamic rate pilots and strengthen the existing customer charging management and customer interface. SVCE plans to partner with ev.energy to amplify the REDWDS grant impact to grow GridShift enrollment and, once dynamic rate pilots are available, encourage our customers to enroll in the pilot rates. Furthermore, once vehicle-to-grid functionality becomes more prevalent, SVCE’s ability to use the program to benefit the grid reliability will increase. Today, the GridShift app is being used by more than 1,225 EV owners in SVCE’s service area. It shifts charging daily to avoid the worst times of day to charge, when grid conditions result in the greatest emissions and largest costs. SVCE has also layered demand response programmatic features to the Grid Shift program to further minimize charging during Flex Alerts. SVCE continues to evaluate the load modifying impact that GridShift has on everyday charging, avoiding summer peak events, and increasing usage during times of plentiful renewable generation on the grid. 3 Beyond EV charging, SVCE contracted with Sunrun for a Virtual Power Plan (VPP) to further support load shift to nonpeak hours. SVCE defines VPPs as aggregations of distributed energy resources (DERs) that can permit shifting of energy demand or injections of supply to the grid (i.e., can be used to increase or decrease load, as desired). Enrolling smart DERs into VPPs to provide value to the grid and return that value to customers is a critical part of SVCE’s vision for spurring a widespread increase in demand 3 SVCE has released a third-party evaluation report analyzing impacts of the app at https://www.svcleanenergy.org/research-analysis/#1639688703076-c88f0dce-ef3b.

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8 flexibility and DER adoption. The Sunrun contract is part of the Lights on Silicon Valley program, which has installed MW of distributed solar and battery storage systems at single family and multifamily residences in SVCE’s territory. These systems are required to provide resiliency benefits to customers by being able to island from the grid in the event of a power outage, and the batteries will form a VPP to provide grid services to SVCE when not in use for back-up power. Sunrun dispatches these batteries for SVCE daily during the peak period to automatically offset consumption during peak hours. The Lights on Silicon Valley program aims to increase the deployment of behind-the-meter storage and will also help mitigate reliability impacts by reducing SVCE’s demand during system peak periods.

Additionally, to support demand response impacts in SVCE’s territory, SVCE launched an Emergency Load Reduction Program (ELRP) awareness initiative, which provided enrollment outreach to large commercial and industrial customers in its service territory – including customers with significant back-up generation capacity. SVCE led an effort coordinated with PG&E, Olivine, and other CCAs to convince more of these customers to enroll in ELRP. SVCE also chose to allow its eligible residential customers to be automatically enrolled in the A.6 residential ELRP program, leading to approximately 60,000 SVCE accounts being included in the program.

SVCE’s location in the Silicon Valley gives it a unique opportunity to engage with top innovators, startups, and local agencies. SVCE has successfully worked with eight member agencies to commit to solar and/or storage installations by providing $2.9 million through a community resiliency program, further supporting the reduction of load during peak hours and providing dispatchable storage.4SVCE also created an Innovation Onramp program to attract novel pilots that demonstrate scalable solutions to overcoming decarbonization’s major hurdles in cost effective ways. SVCE has funded 12 pilots over the last few years.5 While not all end up achieving their goals, these pilots can unlock paradigm-shifting approaches to intractable problems. This innovation lens also extends to technologies that can reduce need for grid infrastructure upgrades and help manage SVCE’s load (e.g., home outlet splitters to allow EV charging to share an outlet with a dryer – preventing the appliances from being active at the same time and spiking demand). Some of SVCE’s pilots have progressed into longer-term SVCE programs like the Data Hive for access to customer energy data to enable improved DER adoption or the GridShift EV Charging app. Some go on to attract significant outside funding (e.g., CEC grants for to install EV charging technology to serve multifamily residents in disadvantaged and low-income communities).

SVCE will continue to fund innovation pilots to try to unearth advances in thinking that will accelerate the transition to deep decarbonization and help SVCE best manage its load to support grid resilience.

Finally, SVCE has other programs that expedite customer installations of smart appliances. The incorporation of more electric appliances with demand response capabilities can greatly aid in creating a more flexible, efficient, and sustainable energy grid and will be fundamental to the success of responsiveness to dynamic rates in California. Appliances can be programmed to respond to real-time price signals, reducing power consumption during peak hours and shifting energy use to off-peak hours, better aligning with the availability of renewable energy sources on the grid. SVCE’s smart appliance programs are discussed in more detail in Section VII.B. 4 More information on this work can be found at https://svcleanenergy.org/community-resilience/. 5 More information on the 12 pilots can be found at https://svcleanenergy.org/innovation-pilots/.

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9 C. Rates Under Consideration
SVCE sees further opportunity to shift customer electricity usage to nonpeak hours and reduce peak usage through participation in the CPUC’s dynamic rate pilots, which will utilize marginal cost-based rates. SVCE received approval from its Board to participate in the CPUC’s Demand Flexibility AgFit Expansion pilots, which are available to all customer classes and were adopted by the CPUC without an enrollment cap.
6 While there is no enrollment cap to limit participation, there are limited incentives available for automation technology and software. These pilots become available to customers Q4 2024 and will continue to be available still in pilot form or in non-pilot iteration past July 1, 2027.

The result of the CPUC’s pilot evaluation will inform SVCE’s marginal cost-based rate development process. SVCE will utilize the IOU “out-of-the-box” pilot design because that is the only functionality that PG&E has enabled at this time. The focus for the next several years (2024-2028) will be to learn from these CPUC pilots and understand the potential load shift implications, customer benefits by rate class, and system and operational impacts of marginal cost-based rates. Based on these learnings, SVCE may choose to modify the design as appropriate and if the billing system functionality to support modifications exists. Further, SVCE will be evaluating opportunities to incorporate hourly rates into its demand flexibility and VPP programs, including GridShift and other future program offerings. Marketing, education, and outreach plans will be developed to build awareness and understanding as well as encourage customer enrollment where benefits exist.7SVCE anticipates leveraging its engaged customer base to build awareness of dynamic rate pilots through direct and electronic communications.

SVCE will be identifying data streams available for measurement and establishing internal pilot rate goals once the pilot rate structures, program design and launch dates are finalized and SVCE’s participation in the pilots has been authorized by its Board. In the meantime, SVCE is working with Evaluation, Measurement, and Verification (EMV) consultants to identify metrics to capture the value of the pilot rates for our customers and the entity as well as to gain insight into potential improvements. Key metrics under consideration include: load responsiveness, customer class bill impact relative to Other Applicable Tariff (OAT), GHG emissions impact, equity considerations, customer satisfaction/adoption rates/attrition, and SVCE cost recovery.

SVCE’s unique ability to educate, build awareness and interact with its 270,000+ customers with ongoing outreach and engagement through both direct and electronic channels is expected to be very valuable as customers are introduced to dynamic rate pilots. Dynamic rate pilots and programs will be discussed at quarterly community partners meetings, which will be used to gain feedback on SVCE’s energy services, pilot results, and upcoming plans.

D. Programs Under Consideration
As SVCE considers demand flexibility and VPP opportunities to further support load shift, demand response is one use case under consideration. SVCE is currently working with a demand-response aggregator (Autogrid) to engage member agencies in the development of a demand flexibility pilot program. This effort stems from part of a larger Distributed Energy Resources Management System 6 These pilots are also referred to as the Hourly Flex Pricing pilots or the CalFUSE pilots. 7 See, for example, Hourly Flex Pricing Pilot - SVCE.

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10 (DERMS) effort with multiple goals including (1) establishing DERMS at SVCE; (2) enrolling member agency facilities in DERMS; (3) supporting SVCE to use DERMs to dispatch connected DERs; and (4) successful DERMS implementation. The objective of the pilot is to increase supply and reduce load through DERs during times of peak stress.

Additionally, SVCE plans to build upon the Commercial and Decarbonization Pilot Program, launched in the Fall of 2023, by expanding the program in mid-2024. The program seeks to align the energy and sustainability goals of SVCE’s key accounts with SVCE’s own decarbonization and load management goals.

In the near term, the program will focus on gas savings and electrification, but SVCE expects a long-term emphasis on energy management, and finding savings and load shifting opportunities in high cost, GHG-intensive hours.

SVCE is considering performance payments for both customers and vendors that encourage load management as well as GHG emissions. This would be accomplished by leveraging hourly incentive rates, or GHG-weighted incentive rates. Performance-based payments that are time-variable will encourage the program’s contractors and customers to seek load-shaped savings opportunities.

Finally, to help reduce the upfront customer costs associated with retrofit building electrification and allow more customers to be able to participate in the benefits of decarbonization and shifting load, SVCE has been exploring financing options to augment its other programs. With support from the state’s TECH Clean California initiative, SVCE submitted a proposal to the CPUC’s Clean Energy Financing proceeding (Rulemaking 20-08-022) for a tariffed on-bill financing (TOB) pilot. To maximize bill savings, TOB programs will require that the equipment be controlled to follow TOU and future dynamic rates. This approach will inherently optimize these new loads to the benefit of the customer and, provided the dynamic rates are appropriately set based on system costs, SVCE’s load shape. The draft scope includes heat pump water and space heating, along with efficiency improvements, and may ultimately include electrification of all devices in the home. Uniquely, TOB financing leverages the bill savings achieved through electrification and load shifting to offset the upfront costs of electrification upgrades. While deployment of TOB pilots in California is still pending regulatory approval, TOB is increasingly recognized as a powerful financing mechanism accessible to low and moderate-income households and renters, enabling accelerated scaling of electrification and load shifting.

E. Efforts to Reduce GHG Emissions and Fossil Fuel Consumption SVCE annually evaluates the overall progress made to reduce economy-wide GHG emissions within its service territory: 40% from the 2015 baseline by 2025, 50% by 2030, and the statewide target of net-zero emissions by 2045. SVCE strives to help its communities meet these goals through electrifying the buildings and transportation sectors while building new utility-scale renewable generation and battery storage resources to reduce electricity sector emissions. Implementation of innovative rates and programs support electrification while shaping load to help reduce demand at peak hours, thereby reducing dependency on fossil fuel usage.

California has set ambitious clean energy and emission goals – including a goal for all electricity to be generated by carbon-free and renewable sources by 2045. SVCE is ahead of the California targets, with Item 1f
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11 about half of SVCE’s energy supply coming from renewable resources and the remainder historically coming from other carbon-free resources such as hydro power.

In 2022, energy and transportation-related emissions for the SVCE service territory were 3.08 million MT CO2e (excluding fugitive emissions from natural gas usage), 23.4% lower than the 2015 baseline year emissions. In 2023, due to higher vehicle miles traveled compared to prior years, emissions from the transportation sector returned to pre-COVID-19 levels. Despite projected short-term increases in vehicle miles traveled due to continued recovery from COVID-19, SVCE projects that future GHG emissions will decrease. This is attributable both to regional and local electrification efforts and the continued build out of its clean portfolio, which includes long-term PPAs for renewable and battery storage resources amounting to over 1300 MW of capacity, of which all but 119 MW are new incremental capacity for the CAISO system.

Figure 2 SVCE Annual Greenhouse Gas Emissions
IV. Progress Towards Meeting LMS Requirements
A. Market Informed Demand Automation Server (MIDAS)
SVCE’s Plan Attachment A shows the status of SVCE’s compliance with the LMS MIDAS requirements.

Attachment A lists all 163 current time-dependent rates and their associated RINs and demonstrates the availability of SVCE’s rates in MIDAS.

SVCE is responsible for the generation component of a customer’s bill. PG&E is responsible for the distribution and transmission rates charged to SVCE’s customers. SVCE has uploaded and will continue to upload its TOU generation rates and will not calculate the composite rate outside of MIDAS because it Item 1f
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Emissions from Transportation
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12 does not have access to the other rate components for which it is not responsible. At the moment, each service provider uploads its rates separately into MIDAS.

SVCE has been using its back-office data services provider, Calpine, to manually upload SVCE’s TOU rates to MIDAS. To date, this has been an extremely time-consuming process that has been complicated by a range of technical issues. These technical issues have been documented and shared with CEC staff.8For future uploads, because SVCE is using a third-party to connect to MIDAS, infrastructure upgrades will not occur at SVCE. Instead, Calpine will build out the infrastructure to automate the TOU upload process. SVCE plans to have Calpine continue to upload TOU rates following the launch of the CPUC’s dynamic rate pilots.

To support the CPUC’s dynamic rate pilots, SVCE will be offering customers the opportunity to enroll in the dynamic rate pilots that PG&E will be administering and that the SVCE Board has approved. The internal infrastructure needed to support the pilots is not yet completely known. However, SVCE has participated in a series of working sessions with PG&E to understand how the pilots will be administered and the IT systems that will be needed to support SVCE unbundled customer participation. At the time of the writing of this report, SVCE has been instructed by PG&E to email adjustments to the generation rate components of the pilot’s composite dynamic rate (e.g., marginal generation capacity cost adjustment or revenue neutral adder adjustments) to PG&E. From there, PG&E will upload into PG&E’s Pricing Engine, which will ultimately upload SVCE adjusted rates into MIDAS and Calpine.

SVCE has been working with Calpine to test this process. Calpine continues to work closely with PG&E to test Calpine’s receipt of the file as well as the transfer to PG&E’s billing system. IOU billing systems are extremely complex in nature and to date, Calpine has not received all files to verify that there will be no issues with data integration at the time of the planned pilot launches. Calpine will continue to work with PG&E on behalf of SVCE to resolve various outstanding questions about the technical processes that will need to occur to enable the submission of pilot rates into MIDAS.

Once the data integration has been completed, the transfer of data for all pilot rates between Calpine and SVCE will occur. Calpine cannot provide cost estimates to support this process until PG&E provides necessary documentation.

All costs associated with the Pricing Engine provided by GridX are covered by PG&E throughout the life of the pilots. SVCE plans to evaluate load, customer benefits, adoption rates, systems, and processes during the duration of the CPUC pilots to determine the infrastructure it will need post-pilots. At this time, SVCE has not determined if it will continue to use GridX following the pilots’ completion or if they will consider other options to ensure SVCE’s dynamic generation rates are accurately reflected and uploaded into MIDAS.

B. Rate Identification Number (RIN)
In order to provide RIN(s) on customer billing and online accounts using both text and QR code, SVCE will provide PG&E with customer generation, export compensation, and bill protection costs for bill presentment. However, PG&E’s billing system must be updated to reflect the RIN(s) and QR code. PG&E 8 Technical issues have been shared with CEC staff through e-mail communications.

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13 will be leading this development because it is the entity responsible for metering customer usage, and providing bill presentment to SVCE’s customers. SVCE looks forward to working with PG&E and Calpine to agree on:
▪ bill presentment;
▪ implementation plan and timeline;
▪ billing system update plan and current progress; and
▪ proposed text design and QR code design and proposed placement.

At this time, SVCE has not begun to plan for a QR code-linked webpage on its website. MIDAS and related systems’ structures and processes, including the RIN tool, must be finalized first before investing resources to design and implement modifications to the website. However, SVCE does plan on running a robust customer education and awareness campaign that details customer value and access to hourly rates.

In order to support the development of a Single Statewide RIN Access Tool, SVCE staff and third-party service providers (i.e., Calpine) participate in the Statewide RIN Access Tool working group meetings.

SVCE has committed three employees to support the RIN Access Tool working group – a Data Analytics Manager, an Energy Services Specialist, and a Real Time Pricing (RTP) Specialist. SVCE’s focus will be on customer ease of use and an accurate representation of customer rates. Beyond participating in the working group, it is still unclear what ongoing resource commitment will be necessary from SVCE to support the launch of the tool.

SVCE has been working with the other regulated load serving entities (LSEs) on creating the statewide RIN tool pursuant to 20 CCR Section 1623(c). A proposed plan for the tool was submitted to the CEC for review on October 1, 2024. SVCE will continue to work with the other LSEs and the CEC to implement and maintain the statewide RIN tool in a timely manner subject to the tool’s approval by the CEC.

V. Background on Development of Marginal Cost-Based Rates, Programs and Rate Structures
In order to understand the process through which SVCE has considered developing marginal cost-based rates or public programs it is important to clarify SVCE’s role as a generation-only service provider. SVCE service replaces the PG&E generation service on a customer’s bill. All of SVCE’s time-dependent rates are collected through generation rates. SVCE does not have any distribution or transmission rates, time-dependent or otherwise and SVCE’s Board has the sole authority to approve SVCE generation rates. 9 SVCE does not plan on developing marginal cost-based rates in the near-term but instead, if its Board approves, may largely adopt the IOU developed marginal cost-based rate, to be launched by July 1, 2025. Following Board approval, SVCE could plan to provide customers with access to the PG&E developed marginal cost-based rates by July 1, 2027. However, through the duration of the CPUC pilots, SVCE plans to explore opportunities to customize its hourly generation rates and provide customer 9 SVCE’s current rates can be found at: https://svcleanenergy.org/electricity-rates/.

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14 access to marginal cost-based rates through unique program design. SVCE also plans to build customer awareness and incent marginal cost-based rate enrollment.

Uploading time dependent rates into MIDAS has informed SVCE of the significant technical challenges that must be addressed in order to offer rate structures and programs that use a real-time pricing signal to incent behavioral change. Until SVCE has had the opportunity to learn from the hourly pilots launched in 2024, SVCE cannot comment on potential generation rate structures or existing systems and processes. However, it is critical that SVCE has the structures to be able to offer its customers generation rates that are different from PG&E generation rates.

VI. Description of Demand Flexibility Analysis Methodology SVCE explored the potential impacts of real time pricing on SVCE’s energy portfolio costs in order to begin to understand, with the information available at the time this plan was developed, how real time pricing might affect SVCE’s energy costs. SVCE analyzed how potential changes in load would affect the energy cost of serving that load based on forecast market prices. SVCE does not know the exact rates its customers would be paying or know the manner in which its customers would respond to real time pricing. This is due to the fact that to date, none of the real time pricing pilots SVCE plans to participate in have begun enrollment due to pilot start date delays and consolidations with the creation of an entirely new pilot, which is yet to have its implementation details finalized. 10 Because of the lack of information available on which to base assumptions for an analysis of the potential impacts of real time pricing, SVCE developed scenarios for load change based on existing studies of the potential for load shedding. Existing sources were used to develop values that were then used as a proxy for changes in customer energy usage by customer class. The analysis did not attempt to examine possible load shifting outcomes and instead solely examined the potential for load shedding.

The decision was made to only analyze potential load shed, effectively functioning as a demand response resource, because actual load shed represents the most material impact to SVCE’s energy purchase costs. Additionally, load shifting would add a level of complexity to the analysis not warranted given the uncertainty around the inputs to the analysis. Moving to real time pricing will very likely result in load shifting but the maximum potential for load shedding will reveal the maximum range of savings to SVCE’s energy cost portfolio that could be realized.

Three scenarios (Table 1), in addition to a Base Case, were developed to understand how energy portfolio costs could change based on varying levels of customer participation and addressable load. The Base Case represents SVCE’s load forecast based on the average of actual usage by customer class for the past three years (2020-2022). SVCE examined the potential impacts of real time pricing for 2024- 2027, the years during which real time pricing pilots are expected to launch and operate. 10 CPUC Decision 24-01-032, which approved the pilots, requires the IOUs to file Advice Letters containing the implementation plans at the end of March 2024. These will then go through the CPUC’s Advice Letter disposition process.

Item 1f
Attachment 1
15 Table 1 Scenarios Analyzed
Scenario Description
Low • Based on assessment of SVCE customer class behavior and end uses • Best estimate of realistic load shed potential
• Conservative customer participation
Medium • Less conservative assessment of participation and load shed potential High • Based on very robust customer participation and generous load shed potential assumptions
• Extreme bookend of potential; unlikely to be realized First, in order to estimate customer participation and addressable load, SVCE staff leveraged internal knowledge of SVCE’s unique customer class behavior, the results of the 2006 California Commercial End-Use Survey (CEUS), and the 2015 Lawrence Berkeley National Laboratory Demand Response Potential Study.

These sources informed the assumptions developed for market segment participation by customer class and incrementally addressable load by customer class. The percentages of assumed impact for each of the three scenarios are listed in Table 2 and Table 3.

Table 2 Market Segment Participation Assumptions
Scenario
Customer Class Low Medium High
Agricultural 5.0% 10.0% 30.0%
Large Commercial 1.0% 2.5% 5.0%
Lighting and Traffic
Control

0.0% 0.0% 0.0%
Residential 0.0% 0.4% 2.1%
Small Medium
Commercial

0.5% 1.0% 3.0%
Item 1f
Attachment 1
16 Table 3 Incrementally Addressable Load Assumptions
Scenario
Customer Class Low Medium High
Agricultural 5.0% 10.0% 10.0%
Large Commercial 1.0% 8.0% 17.0%
Lighting and Traffic
Control

0.0% 0.0% 0.0%
Residential 0.5% 4.0% 8.0%
Small Medium
Commercial

5.0% 10.0% 15.0%
Second, SVCE staff extrapolated the 8,760 hours of load in each year for 2024-2027 using SVCE’s existing hourly load forecast. The Base Case was then adjusted to create load profiles for each scenario based on the relevant customer participation and addressable load assumptions.

Finally, SVCE uses Ascend Analytics’ PowerSIMM™ platform for portfolio management and utilized the modeled hourly CAISO NP-15 prices provided by Ascend Analytics to calculate the energy costs for each scenario. The energy costs were then calculated by multiplying the changes in load across scenarios by the forward curves. As described in Section VII.D. below, due to on-going uncertainty in the Resource Adequacy (RA) market and regulatory structure, SVCE excluded any quantification of capacity value in the cost analysis.

VII. Results
A. Cost Effectiveness
SVCE examined the cost effectiveness of moving to real time pricing through the lens of the demand flexibility analysis described in Section VI. Although portfolio energy costs are a narrow lens through which to evaluate cost effectiveness, SVCE staff determined that with the current assumptions available and plethora of unknowns, a narrow evaluation of cost effectiveness could be completed for SVCE’s first LMS Plan. When developing future Plans, SVCE will have the results from the various CPUC demand flexibility pilots and plans to use those actual results to inform a more robust evaluation of real time pricing.

For the purposes of this Plan, cost-effectiveness was evaluated as the ratio of dollars saved to dollars spent. SVCE plans to broaden the way it evaluates cost-effectiveness in future LMS Plans by using a cost-effectiveness evaluation metric that is more inclusive of the entire sphere of benefits that could result from dynamic rates (e.g., by using the Total System Benefit test.) The cost impact of the Low, Medium, and High Scenarios were compared to the Base Case costs. As illustrated in Table 4, cost savings across scenarios and years are negligible when compared to the energy Item 1f
Attachment 1
17 portfolio costs of the Base Case. This is due to the fact that even in the High Scenario, load does not shed in significant enough quantities to make a meaningful impact (see Figure 3).

Table 4 Scenario Cost Savings as a Percentage of Base Case Costs Scenario
Year Low Medium High
2024 0.013% 0.110% 0.495%
2025 0.013% 0.109% 0.495%
2026 0.013% 0.110% 0.495%
2027 0.013% 0.110% 0.497%
As would be expected, across all four years, the Low Scenario has the least effect on load (2,121 MWh), the Medium Scenario results in increased load reductions (18,273 MWh), and the High Scenario results in the largest amount of total load reductions (81,904 MWh). When viewing the load impact results by customer class, the greatest load impact occurs in the large commercial class segment. The residential class has the smallest impact on load in both the Low and Medium scenarios. However, under the High Scenario, the agricultural customer class has the smallest impact on load. These results indicate that it may be more beneficial for SVCE to focus its demand flexibility efforts on its large commercial customers.

However, even under the High Scenario, large commercial yields a reduction in Base Case load of only Figure 3 Total Load Impact Across Scenarios by Customer Class (2024-2027) with Large Commercial High Scenario Load Impact Callout
SVCE staff estimates that implementing real time pricing from 2024-2027 would cost in total (see Table 8). This cost estimate is based on SVCE staff’s evaluation of the staffing, systems, and -90,000
-80,000
-70,000
-60,000
-50,000
-40,000
-30,000
-20,000
-10,000
0 Low Medium High
Scenario
Load Impact (MWh)
Agricultural Large Commercial
Residential Small Med Commercial
Item 1f
Attachment 1
Large Commercial Rate Class Load Impact
(2024-2027)
18 marketing costs that would be incurred and is described in further detail in Section VIII. Cost savings for each scenario do not vary significantly year over year. These results indicate that under the most realistic assumptions for market segment participation and addressable load (Low Scenario) SVCE would save in energy costs. The High Scenario would result in slightly over dollars of energy cost savings. These savings represent only 0.5% of total forecast Base Case energy costs across 2024 through 2027. However, many of the costs included in the cost estimate represent one-time upfront costs. If SVCE had examined offering dynamic rates over a time horizon beyond 2027 and accounted for benefits beyond modeled energy costs, then the cost-effectiveness indications would differ. As mentioned above, SVCE is evaluating the use of more inclusive cost effectiveness metrics such as the Total System Benefit test to widen the scope through which the benefits of dynamic rates can be examined.

Table 5 Energy Cost Impact (Savings) 2024-2027
Year Scenario
Low Medium High
2024
2025
2026
2027
All
B. Equity Evaluation
SVCE defines underserved communities, broadly, as those that have historically been excluded from participating in the benefits of electrification and/or have low energy security. SVCE’s underserved communities face multiple barriers that could prevent them from benefiting from the dynamic rate pilots. These households may lack the flexibility to shift their energy use to off-peak times due to rigid schedules and lack of access to smart appliances and technology, or may receive communications about how to shift their energy usage in a language they do not speak. Participation often requires smart meters yet some customers in mobile home parks and multiunit dwellings do not have smart meters. As a result, communities without access to these appliances and technologies cannot participate in dynamic pilots and may face higher overall energy costs. In addition, households that are already struggling with energy insecurity may find it challenging to adapt to the fluctuating prices in the RTP pilots. RTP rate structures must include price protection (e.g., shadow billing) to eliminate financial risk for these customers, which is especially crucial to encourage pilot rate adoption in underserved communities. SVCE knows that other barriers will arise in helping all of its customers benefit from future dynamic rates and plans to learn more about necessary solutions during the upcoming dynamic rate pilots.

SVCE is taking specific steps to address underserved communities and will look for opportunities to address barriers that keep customers from accessing and benefiting from dynamic rate pilots. Today, SVCE provides lower rates for income-qualified customers, has developed a Programs Equity Framework to help incorporate key considerations into its decarbonization program work, and uses the CPUC’s Socioeconomic Vulnerability Index (SEVI) metric to guide program planning and design, rate evaluation, Item 1f
Attachment 1
19 and ongoing community engagement and outreach efforts. These tools and how they will be used to support equitable demand flexibility efforts are described below.

1. Program Equity Framework
SVCE’s decarbonization programs and community outreach are customer-focused and designed to be inclusive of the needs of underserved communities. SVCE utilizes an internally developed Programs Equity Framework to guide a process for learning and considering needs of underserved communities, defining these groups, understanding their current state of DER adoption and barriers, designing programs that serve these groups, and tracking ongoing impacts of SVCE programs. Learnings from the Programs Equity Framework, combined with program evaluation, monitoring, and verification data will be used to guide future program design, including for dynamic rate pilots.

2. Socioeconomic Vulnerability Index (SEVI)
SVCE has identified the SEVI, originally developed as part of the CPUC’s Affordability Report, as the primary equity indicator to be used to identify underserved communities and develop programs and rate evaluations. SEVI captures education attainment, housing burden, linguistic isolation, poverty, and unemployment at the census tract level to paint a picture of energy security and decarbonization participation. SVCE has calculated the SEVI metric for all census tracts in our service territory and grouped the tracts into four quartiles, as shown in Figure 4, below. DACs within SVCE’s service territory, as defined by CalEPA, are exclusively in the SEVI 4 quartile.

Figure 4 SEVI Quartiles in SVCE’s Territory

Item 1f
Attachment 1
20 SVCE has performed an analysis to understand the different demographics in these SEVI quartiles using utility and tax assessor data. Table 6 shows a high-level overview of some example statistics by SEVI quartile that SVCE uses to inform program design.

Table 6 SEVI Quartiles and Key Demographic Information
SEVI 1 SEVI 2 SEVI 3 SEVI 4
Residential
Accounts
53k
(23%)
62k
(27%)
64k
(28%)
44k
(19%)
Population 177k
(19%)
251k
(27%)
245k
(26%)
242k
(26%)

CARE/FERA
Accounts

2.8k
(10%)

4.6k
(17%)

8.2k
(30%)

10.5k
(39%)
Median
Income
$166,000 $145,000 $117,000 $79,000
The goal of using SEVI as a primary indicator is to provide a first pass at identifying varying community and customer demographics, associated decarbonization needs, and to support and track how those needs are being met. SEVI quartiles help SVCE staff think about program design, outreach, and rate evaluation, and to analyze program participation data to better understand how different groups engage with SVCE’s programs.

Figure 6 demonstrates one example of the value of using SEVI as the primary equity indicator.

Housing composition varies among SVCE customers in SEVI 1 (best-off) and SEVI 4 (worst-off) quartiles. Considering that the population in SEVI 4 tends to have lower electrification rates overall is important but understanding the differences in housing composition is critical to decide how best to formulate offerings for this underserved community.

Figure 5 Housing Type Comparison of SEVI 4 (Worst-off) and SEVI 1 (Best-off) Quartiles Item 1f
Attachment 1
Worst-off Quartile; Housing Composition
•MFH •Condo /Townhome •STH
Best-off Quartile: Housing Composition
MFH •Condo /Townhome SFH
21 3. SVCE Equity Programs
Summarized in Table 7 are a sampling of programs that were designed, launched and/or evaluated using the Programs Equity Framework and SEVI metrics. These programs strive to provide underserved communities with electrification opportunities and tools to flex their demand, reduce their electricity bill, and address the LMS goals.

Table 7 Programs Designed, Launched, and/or Evaluated Using the Programs Equity Framework and SEVI Metrics Item 1f
Attachment 1
Transportalion Electrification
Progra ms
Description LMSGoal Status
Charging nsta at'on ncent'ves
Program (CHI P)
ncent'ves for LI and L2 EV charger
"nsta afons at existing
mu tifamily properties. Deeper
'ncent'ves prnv'ded foraffordab e
hous'ng properties.

Goa 4:

Reducine
fassi fue
consum ptlon
and GHG
emissions
Ongoing
Priority Zone DC Fast Charging
Program
Incentivizes EV5E vendorsto
Install DC fast chargers within
specific priority areas In proximity
to older multifamily housing that
would be harderto add chargers
at.

Goal 4:

Reducing
fossil fuel
consum ption
and GHG
emissions
Ongoing
California Electric Vehicle
Infrastructure Project (CALeVIP)
Incentives forDCFC and L2 EV
charger Installations at
multlfamily properties, public
parking lots, or retail locations..

Deeper Incentives for Installations
In disadvantaged and low-income
communities.

Goal 4:

Reducing
fossil fuel
consum ption
and GHG
emissions
Ongoing
CEC REACH Grant EV
Infrastructure Direct Install
Match fu ndlng provided to
Ecology Action to Install EV
charglngtechnology to serve
multlfamily residents in
disadvantaged and low-income
communities.

Goal 4:

Reducing
fossil fuel
consum ption
and GHG
emissions
Ongoing
22 Item 1f
Attachment 1
Buildl ng El ectrification
Progra ms
Description LMSGoal Status
FutureFit Homes Up to $8K Incentives for residents
toInstall heat pump water
heaters* heat pump space
conditioning, panel upgrades and
pre-wiring. Additionalrebates of
$5K for Income-quaIlfied and
CARE/FERA customers.

Goal 4:

Reducing
fossill fuel
consum ption
and GHG
emissions
Ongoing
FutureFit Homes Up to $2CK in 'ncent'vesfor small
aid medium businesses to
rep ace gas app "ances with
electric. Additions rebates of $5K
for non-profit organizations.

Goa 4:

Reducing
toss' fue
consum ption
and GHG
emissions
Ongoing
Clean and Healthy Affordable
MuItifam lly Properties Program
(CHAMP)
Electrify BOOto 1,000 units +
install 125 EVSE ports at existing
deed-restricted affordable
multifamily properties at no cost
to property ownersor tenants.

Buildings will he enrolled in
SVCE's E-ELEC rate.

Goal 4:

Reducing
fossill fuel
consum ption
and GHG
emissions
Design underway
Access'b e F'nanc'ngPi ot D'rect insta ation of
e ectrificat'on upgrades to
se ected low-moderate income
custom ers, with the goa of
achieving customer bill savings
and oad sh'ft'ngto offset upfront
costs of e ectrification upgrades.

Goa 4:

Reducing
toss' fue
consum ption
and GHG
emissions
Design underway
Single-Family Turnkey and
Direct Installation Services
Direct Installation of
electrification upgrades for low-income customers at no-cost and market-rate customerswitfi
transparent costs using 5VCE
contractors. Also indu des
emergency water heater
replacement services.

Goal 4:

Reducing
fossill fuel
consum ption
and GHG
emissions
PlannIng stage
23 C. Technological Feasibility Evaluation
SVCE has evaluated technological feasibility through a near-term perspective: operation of the CPUC pilots to offer real time rates temporarily; and through a long-term perspective: permanent operation of a real time rate offering. In order to support the implementation of the CPUC’s dynamic rate pilots, SVCE will be working through its back-office provider, Calpine, and PG&E to operationally support the dynamic rate pilots and plans to use existing systems that are already available.

Resilience/Other Description LMS Goal Status
Medical Baseline Battery Partnered with a local non-profit to give away (free) portable batteries to
customers on medical
baseline rates living in tier 2
or 3 PSPS area to sustain life-supporting equipment
during power outages.

Goal 2:

Encouraging
the control
of daily and
seasonal
loads to
improve
system
efficiency
and
reliability
Ongoing
Community Resilience Provided grants to member
jurisdictions to improve
resilience to climate change
at their critical facilities.

Included solar and/or battery
storage installations, cool
pavement, and other
measures. Battery
installations have potential
to be enrolled in grid
resilience through DR
platforms.

Goal 3:

Lessening/
delaying the
need for
capacity
additions
Ongoing
Territory-specific heat
wave assessment
Map and track heating
trends across service
territory to develop more
accurate predictions for
space-cooling technology
adoption with special
considerations for load
growth and GHG emissions
impacts. Conclusions will be
used to consider incentives
for HPHVAC systems for
heat-vulnerable customers.

Goal 1:

Encouraging
the use of
energy at
off-peak
hours
Complete
Item 1f
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24 All costs associated with the Pricing Engine will be recovered by PG&E through CPUC-jurisdictional ratepayer funding throughout the life of the pilots. During the period the pilots are operating, SVCE will evaluate the effectiveness of existing processes to determine whether ongoing use of PG&E’s Price Machine, which will cost approximately per year makes operational sense or whether switching to another provider would be more beneficial. However, the systems that will need to be in place to support long-term implementation of real-time rates will be costly and load entities should be able to recover shared categories of costs for the development of systems and processes through a statewide ratepayer mechanism.

Various issues have already arisen that indicate that the technological feasibility of offering permanent long-term dynamic rates depends on numerous changes to the near-term pilot implementation systems.

First, CCAs require the ability to provide customers with unique rates that are different from PG&E’s bundled generation rate – today this will be accomplished through a manual process of submitting emails with adjustments to PG&E; PG&E will then update the Pricing Engine. This cumbersome process is required because the Pricing Engine is a closed system that cannot be accessed by any entity other than PG&E. The lack of automation and long-term systems approach for SVCE to reflect discounted and unique hourly rates in billing systems and in MIDAS must be coordinated amongst the three entities involved with billing: PG&E, Calpine and SVCE. Second, the MIDAS upload is unnecessarily labor-intensive, time consuming and must be automated once the MIDAS systems are more stable. Due to the number of LSEs uploading to MIDAS at approximately the same time, Calpine has experienced the following technological challenges during MIDAS uploads:

1. MIDAS Server Fragility: when MIDAS access is high, the server cuts off rates haphazardly. If Calpine attempts any methods for uploading more than one rate at a time, MIDAS drops about a third of the rates.

2. MIDAS Server Latency: MIDAS receives rates very slowly - about 30 seconds per rate.

Now that modifiers are included in the upload requirements, each CCA upload can take many hours or the better part of a day. Because Calpine is responsible for multiple rate uploads, completing the MIDAS upload requirement can take 3 days or more. This is an additional three days beyond the ten days needed for Calpine to incorporate new/revised rates into their systems.

3. MIDAS Server Congestion: MIDAS can freeze and stop responding when many LSE’s are uploading at the same time. To-date, the only solution suggested has been for users to attempt manual uploads after 8PM or on weekends to avoid peak upload times.

Calpine is working closely with PG&E to test file transfers to PG&E’s billing system but as of the drafting of this Plan, Calpine has not received all files to ensure smooth data integration.

Additionally, although SVCE’s time-dependent generation rates are accurately uploaded to MIDAS, SVCE staff does not control transmission and distribution rate uploads and so cannot validate the compiled customer rates.

Item 1f
Attachment 1
25 Finally, the LMS require SVCE to upload rates into MIDAS prior to their effective rate date. Given today’s TOU billing system processes, and the MIDAS Server challenges described above, it is not possible to provide all customers rates into MIDAS prior to the effective rate date.

Through Calpine, SVCE provides PG&E with customer generation and export compensation and bill protection for pilot bill presentment. However, PG&E’s billing system must be updated to reflect the applicable RIN(s) and QR code. PG&E will be leading this development and SVCE looks forward to working with PG&E and Calpine to agree on:
o bill presentment
o implementation plan and timeline
o billing system update plan and current progress
o proposed text design and QR code design and proposed placement on the bill Finally, broader issues related to CCAs being able to successfully implement hourly rates and or programs that access hourly rates to encourage flexible load shifts post-CPUC pilots were documented in the CPUC’s Demand Flexibility proceeding (Rulemaking 22-07-005). In order to support compliance with the LMS, certain processes regulated by the CPUC that intersect with the LMS must be resolved. It is critical that CCAs have the opportunity to learn from pilots and that there is flexibility to revise pilots as needed improvements arise. The CPUC should continue to facilitate data sharing and data collection between PG&E & SVCE. More specifically, the CPUC should require PG&E to provide billing quality usage data to CCAs at hourly or sub-hourly intervals and require all IOUs to provide non-billing quality hourly customer interval usage data for CCA load forecasting and offering dynamic pricing to unbundled customers.

For the long-term dynamic rate system, the CPUC should require the use of MIDAS as a price portal, with necessary upgrades as determined by the CPUC and CEC. The CPUC should require IOUs to provide CCAs access to customer usage data and if dual enrollment between demand response programs and demand flexible rates is prohibited, the CPUC should require IOUs to provide customer enrollment data in demand response programs. Additionally, the CPUC should ensure equivalent bill presentation between bundled and unbundled customers.

D. Grid Benefits Evaluation
Any reductions to the capacity needs of a portfolio due to real time pricing are indicative of the potential grid benefits of real time pricing. The electrical grid is built to have enough capacity to meet the peak load on the system and if customer demand can be shifted to times when grid conditions are more favorable, or altogether shed, then the grid stands to become more reliable. As described in Section VI, SVCE examined the potential changes to load under three different scenarios representing a low, medium, and high level of real time pricing responsiveness. These load scenarios were also examined for their potential peak savings in order to understand the potential contributions of SVCE’s portfolio to reducing peak demand on the grid.

When compared to the Base Case, the High Scenario resulted in the greatest peak reductions across all months, reducing SVCE’s peak load on average by 3.2 MW. The Medium Scenario reduced the peak load Item 1f
Attachment 1
26 by an average of 0.88 MW, while the Low Scenario reduced the peak by an average of 0.11 MW. In terms of inter-month variability, the greatest peak savings occurred in September.

As a CPUC-jurisdictional load serving entity, SVCE is required to procure RA product to meet the CPUC’s RA program obligations. The RA program ensures that load serving entities have sufficient capacity to meet their peak load along with a reserve margin. SVCE staff considered associating the peak savings across scenarios with the potential dollar value of RA product savings that SVCE could realize. However, given the current RA market volatility in California, SVCE staff determined that any savings amount calculated using today’s pricing would likely not produce results that would be indicative of future outcomes. In addition to general RA market volatility, the RA program in California is currently transitioning to a Slice of Day framework and it is not yet clear how the market will respond and what RA pricing will be under the Slide of Day structure.

Furthermore, load serving entities need clarification from the CEC regarding whether reductions to load resulting from real time pricing would be processed by the CEC and applied to their calculation of a load serving entity’s load, which is used to set CPUC RA obligations. Whether the load impacts of real time pricing will be considered load modification to the forecast or be considered supply-side RA, remains an open question. For the abovementioned reasons, SVCE staff focused only on calculating peak savings, which indicated that the scenario most indicative of realistic real time pricing uptake (Low Scenario) has a very minor impact on SVCE’s Base Case peak load.

E. Customer Class Benefits Evaluation
Today, SVCE has no hourly generation rates available for general customer enrollment. Therefore, it is not possible to quantitatively evaluate customer benefits by customer class. However, there are several unknowns that will directly impact customer adoption rates. First, the final PG&E pilot rate structures and associated pilot implementation details for the CPUC’s real time pricing pilots are not yet known.

Second, customers have limited customer access to behind-the-meter automation technology. Third, the level of customer acceptance of risk to market rates and new, complex rate structures is not known.

Finally, the ease of access to rates prior to, and following the operability of the statewide RIN tool for access to MIDAS is currently still under development.

Following the launch of the CPUC pilot rates, SVCE will evaluate its resulting customer data to better understand potential flexible load shifts and associated savings. Marketing, education and outreach plans to build awareness and understanding based on these results will be used to encourage customer enrollment if clear customer benefits result.

VIII. Marginal Cost Rates Implementation
SVCE is closely tracking the timelines for the implementation of marginal cost-based rates and has developed Figure 6 to illustrate its implementation plan. The figure includes the process for receiving SVCE Board approval of rates.

Item 1f
Attachment 1
27 Figure 6 Near-term Marginal Cost Based Rate Implementation and MIDAS Compliance Timelines SVCE has mapped the resources needed to support marginal cost-based rates in the near term (Table 8). SVCE estimates that it will spend $2.3 million to support pilot implementation of marginal cost-based rates in the near term. These costs are made up of two categories: labor and staffing, including both the start-up costs in Year 2024 and ongoing annual implementation costs through 2027. Other costs include (i) marketing, education, and outreach; (ii) IT and systems; (iii) customer support; (iv) annual bill settlements support; and incentive costs.

Date: 7.1.23 10.1.23 Dec. 23
MIDAS Uploads
Calpine uploads TOU rates; Price Engine uploads hourly rates PG&E RIN Customer Bill Placement Discussion (ongoing)
Date: Jan '24 Feb '24 Mar '24 10.1.24 May '24 June '24
MIDAS Uploads Uploads for TOU updates + new hourly rates TOU/Calpine; RTP/Price Engine
PG&E RIN Customer Bill Placement Discussion
LMS Board Working Session
Advice Letter BOD Approval- AgFIT/CalFUSE Pilots Expansion* Compliance Plan Board Approval, then Submission to CEC
RIN on Customer Billing Statement
AgFIT/CalFUSE Pilots Review - Executive Committee*
AgFIT/CalFUSE Pilots - Board Approval*
* Best estimate at this time
Date: May '25 June '25 May '27 June '27
MIDAS Uploads Uploads: TOU updates + new hourly rates
TOU/Calpine; RTP/Price Engine
Marginal Cost-Based Rate Review: Executive Committee
Marginal Cost-Based Rate Board Approval
Marginal Cost-Based Rate Available to All Cust - Exec Comm Review Marginal Cost-Based Rate Available to All Cust - Board Approval Item 1f
Attachment 1
28 Table 8 Total Costs to Implement Real Time Pricing Across the Four Years Analyzed In order to build out internal infrastructure within SVCE that works to support marginal cost rates adoption, SVCE will review its current billing system’s compatibility with permanent dynamic rate offerings and develop an improvement plan before amending any of SVCE’s existing systems. SVCE will learn from existing pilot rate system processes and plan accordingly.

IX. Conclusion
SVCE’s evaluation of its current and future rate and program offerings in order to support the goals of the LMS indicates that SVCE has already contributed to meeting the LMS goals and is on track to continue encouraging the use of energy at off-peak hours to improve grid system efficiency and reliability and reduce California’s GHG emissions. SVCE’s future plans for offering dynamic rates or programs that respond to dynamic rate signals are tied to the outcomes of the CPUC’s various dynamic rate pilots. SVCE has committed resources to support dynamic rates and plans to continue working with California’s agencies and relevant stakeholders to resolve the technological challenges that could prevent successful long-term implementation and customer uptake of real time rates or slow down the near-term implementation of the pilots.

SVCE acknowledges that real-life results from the CPUC pilots will be more indicative of future outcomes than the assumptions-based modeled energy cost benefit analysis included in this LMS Plan. The results of the CPUC pilots will allow SVCE to expand the lens through which cost effectiveness can be examined.

SVCE hopes to gain information about realized customer and grid benefits and expand the cost-effectiveness perspective it uses to evaluate those benefits in future LMS Plans.

SVCE is excited to partner with the CEC, CPUC, and PG&E to help develop the rates and programs that will move customers to a dynamic-signal incentivized world and help make a meaningful impact to the operations of California’s grid and energy emissions profile. Although the task is not easy, as illustrated by the numerous challenges that have already arisen, with a persistent and collaborate approach, SVCE believes that the LMS goals can continue to be met. SVCE also believes that dynamic rates will be a key tool for optimizing the grid of the future and that they will allow load serving entities to align customer incentives for consumption with their procurement costs more granularly than is possible today. With much of the expected growth in new load over the next 10-20 years coming from building and transportation electrification, SVCE is confident that electricity end users will have more opportunities to shift their usage based on a dynamic price signal.

Cost Summary
Year 2024 2025 2026 2027
Labor/Staffing
Other Costs
Total Annual Costs
Item 1f
Attachment 1
29 Attachment A
Item 1f
Attachment 1
30 [Data will be transmitted to the CEC in a .xlsx file format] Item 1f
Attachment 1

Page 1 of 1 ends

Staff Report – Item 1g
Item 1g: Receive June 2025 Decarbonization Strategy and Programs Quarterly Report From: Monica Padilla, CEO
Prepared by: Justin Zagunis, Director of Customer Success Douglas Bernard, Decarbonization Management Analyst
Date: 8/13/2025

RECOMMENDATION
Staff recommends the Silicon Valley Clean Energy (SVCE) Board of Directors (“Board”) accept the current update of the Decarbonization Strategy and Programs quarterly report, reflecting project statuses as of the end of June 2025.

BACKGROUND
To achieve its mission to reduce dependence on fossil fuels by providing carbon-free, affordable and reliable electricity and innovative programs for the community, SVCE established a decarbonization strategy and programs roadmap (“Roadmap”), which can be found on SVCE’s website: SVCE Decarbonization Strategy and Programs Roadmap. In December 2018, the Board approved the Roadmap, and since that time, staff have been working on implementation of this Roadmap - as well as subsequent joint action plans and other additions to the programs portfolio as approved by the Board. The quarterly report included here presents a summary of all approved program activity to date.

ANALYSIS & DISCUSSION
Attachment 1 is an update of the Decarbonization Strategy and Programs quarterly report. The quarterly update includes a table with a summary of updates from last quarter and the target for next quarter.

STRATEGIC PLAN
This item supports SVCE’s 2024-2025 Strategic Plan Goals 7 and 8, to support “SVCE communities to decarbonize through local investments that reduce barriers and demonstrate sensible, scalable, and equitable solutions” and to “engage customers and community stakeholders to build trust of SVCE and advance decarbonization.”

FISCAL IMPACT
Accepting the June 2025 Update of the Decarbonization Strategy and Programs quarterly report has no fiscal impact.

ATTACHMENTS

1. Decarbonization Strategy & Programs Quarterly Report – June 2025 Update Item 1g
SILICON VALLEY \3/ CLEAN ENERGY
$141 million
in lifetime bill savings

DECARBONIZATION PROGRAMS &

MARKETING HIGHLIGHTS
June 2025 Milestones
Quarterly Report
$130 million
in lifetime program
funding allocation
Item 1g
Attachment 1
June 2025 Quarterly Report
f(f\ SILICON VALLEY <3/ CLEAN ENERGY

7.5x
increase in eHub website
traffic from Power Squad
campaign

DECARBONIZATION PROGRAMS
& MARKETING HIGHLIGHTS
June 2025 Milestones
Quarterly Report
1,698
customers engage
with Go Electric
Advisor service
2,100
homes
partially/fully
electrified through
Home Rebates
Item 1g
Attachment 1
June 2025 Quarterly Report
f(f\ SILICON VALLEY <3/ CLEAN ENERGY
Name Budget Potential Impact
Cumulative Impact To-Date
Last Quarter (Update) Next Quarter (Target)
Multifamily
Retrofits (TE and
BE)
$12.5M
300 to 1,000 MF AH
units electrified
3 multifamily sites enrolled
(250 units)
Selected and executed
Master Services Agreement
with General Contractor.

Start construction at 2 sites.

EV Charging
Incentives
$11.4M
80 MUDs with EVI
(720 ports)
4,000 L1/L2
chargers at
affordable housing
21 sites completed
(182 L1/L2 ports)
32 MUD active
reservations (362 ports)
Saw increase in applications,
bringing total active
reservations to $1.99M. Held
property manager lunch and
learn for over 60 local MUD
owners.

Process 27 total claims.

Hold additional property
manager lunch and learn
event.

Full-Service
Home Upgrades
$11.4M
600 single-family
homes electrified
Completed installations in 4
homes
Began enrolling customers
and scoping projects.

Adjusted program process
for smoother delivery based
on feedback from soft launch
phase.

Complete 10 installations.

Start planning for hard-launch.

Home Rebates $10.05M
2,800 homes
fully/partially
electrified
2,100 homes fully/partially
electrified
Implemented additional
rebates from the Cities of
Milpitas and Mountain View.

Hit 2,400 claims and
upload all historic data into
Salesforce.

Electrification
Rate Discount
$9.5M
5,000 customers
enrolled
5,500 enrolled in pilot,
before SVCE closed v1 in
July 2025 (v2 coming in
2026)
E-ELEC 2.0 approved by
Board. E-ELEC 1.0 pilot
program phased out.

Finalize rate sheet for E-ELEC 2.0. Design
implementation and launch
strategy.

Member Agency
Grants
$6.5M
13-18 member agency
projects focused on
community
engagement and
capital decarb
projects
Selected 8 projects for
competitive grant
Executed 2 grant agreements
for competitive grant,
executed 1 noncompetitive
grant agreement, received 2
applications for
noncompetitive grant.

Propose changes to the
noncompetitive grant in
August Executive
Committee meeting and
finalize in September BOD.

Zero Interest
Financing Pilot
$5.2M
200 customers
finance electrification
Launched pilot
Launched pilot, initial set of
1400 customers emailed
(targeted based on fit with
pilot design/goals).

Contact all target
customers (15k), complete
30 installs.

Community
Energy
Resilience
$5.15M
13 agencies complete
projects
7 completed agency
projects
7 projects still in progress. Closeout 1-2 projects.

C&I
Decarbonization
Program
$5M
8,000 metric tons of
CO2e removed
through carbon
saving measures
11 customers enrolled in the
program, 4 treasure hunts
completed - actively
working on project ideas
with participants
Enrolled 1 additional large
customer and 4 small. Held
second workshop.

Enroll 3 new high profile
customers and schedule
workshop #3.

PROGRAMS PORTFOLIO
Active Programs
See Glossary for program descriptions. Title links to program homepage (if available).

Quarterly Report
View our active rebates here. 1
JUNE 25
Item 1g
Attachment 1
June 2025 Quarterly Report
Name Budget Potential Impact Cumulative Impact To-Date Last Quarter (Update) Next Quarter (Target) Decarbonization
Demonstration
Grants
$3.2M
8 local public facing
electric projects
2 projects complete
Held ribbon cutting for
Morgan Hill fire station
project.

Support 4 grantee
community engagement
efforts.

Permit
Modernization
$3.2M
13 member agencies
improve
electrification
permitting
Permitting agencies have action
plans in place. All agencies have
reduced barriers for heat pump
water heaters and many offer
expedited permitting.

All 13 agency action plans in
place. Work underway in many
agencies: expediting permitting,
training staff, and educating
customers on prewiring.

Continue deploying
resources in all member
agencies.

Emergency
Water Heater
Replacement
$2.6M
700 emergency
water heaters
upgraded
2 emergency water heater
installations completed
Program relaunched in
June 2025 after making
adjustments based on
feedback from soft launch.

Complete installations for 5
projects. Start planning for
hard-launch.

CALeVIP 1.0 $2.5M
85 DCFC
installed
1,100 L2 installed
10 DCFC installed
319 L2 installed
Closed/cancelled
applications that are not moving forward.

Continue making payments
for remaining 3 projects as
they are completed.

Customer
Resource Center
(eHub)
$2.1M
800K email
opens
100K unique web
visits
743K email opens (52%
open rate)
301K web visits
274K Unique Visits, 364K
Unique Opens, Go Electric
Campaign Ended.
50K Unique Visits, 60K
Unique Opens, Launch
Appliance Marketplace
Promotion.

Fast Charger
Incentives
$1.875M
10 DCFC installations
near MUD hotspots
10 of 10 ports are constructed;
2 are not energized currently
Continued to explored
ways to support one site
through ownership
transition.

Complete ownership
transition for one site and
close program.

Existing Building
Policy
Experiment
$1.9M
Spur action on building
electrification and
reduce building gas
combustion
Existing building policies are now
understood and momentum is
building for incorporation into 2025
building code adoption process.

Held workshop for elected
officials. Continued educating
and supporting agency staff on model approaches.

Support many agencies in
customizing ordinances for
adoption.

Contractor
Training
$1.7M
300 contractors
trained
500 graduate
incentives
312 contractors completed
training
243 approved graduate
incentive claims
Integrated program with
Salesforce.

Try new marketing
approaches such as
NextDoor to grow
enrollment to 300.

EV Rebates $1.5M
600 EV purchase
incentives for
income qualified
customers
108 claims paid
Conducted additional email
campaigns. Enrolled 3 new
participating dealerships.

Increase marketing and
education about stacking
federal tax credits while
available.

Programs
Marketing Fund
$1M
4,500 new program
participants
Marketing for 10 programs.

Nearly 3,000 program
participants added. Analytics
configured.

First School of Thought
campaign completed,
$130k spent.

Multilingual Home
Upgrades campaign.

PROGRAMS PORTFOLIO
Active Programs
View our active rebates here.
2 JUNE 25
Item 1g
Attachment 1
June 2025 Quarterly Report
Name Budget Potential Impact
Cumulative Impact
To-Date
Last Quarter (Update) Next Quarter (Target)
GridShift EV
Charging and
Rebates
$973K
Bill/emissions savings and
load shifting capacity
1,584 EVs
enrolled (incl.

ChargeWise)
71 charger
rebates
Iterated on EM&V scope for
GridShift/ChargeWise. Evaluated
ChargeWise results to date and
updated price signal adders.

Finalize EM&V scope for
GridShift/ChargeWise and
begin work. Monitor
ChargeWise results.

Go Electric
Advisor
$892K
3,600 customers use
hotline, 1,200 use tech
assistance, 350 use
electrification plans
1,698 customers use
service
560 contacts incl 47 nonprogram
inquiries, implemented program
plan opportunities.
600 contacts incl 60 non-program inquiries.

Business
Rebates
$750K 20-30 SMBs electrified
9 SMBs
fully/partially
electrified
Soft-launched the Site
Assessment Pilot Program and
completed first Site Assessment.

Complete 15-20 site
assessments and award 2-4
new rebates.

EV Charging
Planning
$725K
60 assessments,
36 projects done,
250 ports installed
126 applications
(112 reports
completed)
Completed Site Solution Reports
for all 22 remaining applications.

Program closed on 6/30.

Program ended.

EM&V $640K
Evaluate 80% of SVCE
programs within 2 years of
launch
11 reports completed
Set up new Task Order for
residential programs. Continued
scoping for additional programs.

Define EM&V scope for 4
additional programs.

SV Building
Electrification
Stronger
Together
$600K
Educate stakeholders
about building
electrification
40 new stakeholders
engaged to date
Hosted second contractor focus
group. Selected CBOs for
program design bench.

Host third contractor focus
group. Host first CBO
Program Design bench
meeting.

Decarbonization
Engagement
Grants
$442K
5 communities engage
residents on climate action
topics
2 projects complete
Held ribbon cutting for Morgan
Hill fire station project which
included new children’s
educational sign.

Monitor and reimburse
agencies as projects move
to completion.

Natural Gas
Phaseout
Feasibility
$300K
Complete 2 whitepapers
to inform local, regional,
and statewide policies
1 whitepaper
(funding
requirements)
completed
Finalized recommendations and
summary presentation.

Present findings to Air
District to inform rule
updates.

Fleet
Electrification
$300K
Complete fleet
electrification and charger
install planning for 15 fleets
14 fleets in progress
4 agencies have completed the
planning program. Remaining 10
agencies are actively proceeding.

Finalize 2 new agency
engineered plans. Recruit
one new fleet into program.

Lights On Silicon
Valley
Power
Supply
Budget
750 SFH and 5 MF projects
657 enrolled SFH at
outset of delivery
period
Capacity from behind-the-meter
solar and storage projects was
delivered to SVCE.

Continued delivery and
adjustments to dispatch as
needed.

Assisted Home
Upgrades
(Rock Rabbit)
$190K
Pilot web app to help
homeowners/contractors
to apply for multiple
incentives simultaneously
61 incentive reports,
22 projects created
Hard Launch complete.
61 incentive reports and 22
projects created.

Receive 50 incentive
applications, and integrate
system into Salesforce.

PROGRAMS PORTFOLIO
Active Programs
View our active rebates here. 3
JUNE 25
Item 1g
Attachment 1
June 2025 Quarterly Report
Name Budget Potential Impact Last Quarter (Update) Next Quarter (Target) Community Grants $3.5M
Fund resiliency, engagement, and
decarbonization projects for
schools, community groups, and
non-profits
Will split schools and community
groups into two separate programs
to provide specialized support.

Onboard fellow to lead program.

Neighborhood
Electrification
$1.5M
Test model to electrify buildings
within a community. Electrify 15
homes and set plans for 24 homes
Program design ongoing.

Complete program design and release
RFP for contractor.

Workforce
Development
Partnerships
$1.3M
Increase capacity to coordinate
and train skilled workforce for
residential electrification jobs
Began scoping program with relevant
stakeholders.

Refine program to fit with CCA needs
across Bay Area (focused on
contractor support and training).

Demand Flexibility
and Virtual Power
Plant programs
$1M
Connectivity to flexible, customer-sided loads to enable bill savings, avoided generation and capacity
costs, reliability and carbon
benefits
Selected vendor. Presented contract
to Board for approval.

Kickoff contract with selected vendor.

Innovation Onramp
(EV Charging Pilot)
$1M
Demonstrate innovative and
scalable solutions to reduce the
cost of EV charging for MF
residents.

Finalized contracts for 3 pilots (2 for
submetering solutions and 1 for direct
wiring). Work commenced in June,
2025.

Ensure all three vendors have
identified sites to implement their
pilot. Establish contact with PG&E to
initiate the MDMA registration process.

E-Bike Rebates $500K 450 e-bikes
Program to be designed; progress
paused due to other projects.

Determine new timeline and next
steps for program launch.

PROGRAMS PORTFOLIO
Planning
View our active rebates here. 4
JUNE 25
Item 1g
Attachment 1
June 2025 Quarterly Report

SILICON VALLEY

CLEAN ENERGY
10/2
12/2
2/23
4/23
6/23
8/23
10/23
12/23
2/24
4/24
6/24
8/24
10/24
12/24
2/25
4/25
6/25
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Rebates claimed:

Current Level of $ Funds Reserved (in 000s)
0 20 40 60 80 100
Commercial business
Government
Multifamily
School/Nonprofit
Incentive program for L1 and L2 EV charging
infrastructure at multifamily properties
0 500 1000 1500 2000
HPWH

HP HVAC
Panel Upgrades
Induction Cooktop
Pre-wiring
Meter Removals
Funds Reserved:

Funds Claimed:

Ports Installed:

Home Rebates
Provide incentives to residents for heat pump
water heaters (HPWH), heat pump HVAC systems,
service panel upgrades, induction cooktops, and
pre-wiring to replace gas appliances.

EV Charging Planning
Assistance in site assessment, preliminary
design, and applying to rebates for charging at
multifamily housing and small and medium
workplace properties.

EV Charging Incentives
Number of Claims

PROGRAMS HIGHLIGHTS
5 $1.1M
$6.3M
$1.99M
182 L1/L2
Rebates reserved:
= 10 Installed EVSE Ports
Cumulative $ Funds Claimed to Date (in 000s)
Cumulative Applications
Completed Assessments
$732k
JUNE 25
Item 1g
Attachment 1
June 2025 Quarterly Report
12/21
6/2
12/2
6/23
12/23
6/24
12/24
3/25
7/28
0 100
200
300
400
500
600
300 Participants Complete
the Course (Phase 2)
Goal:

Funding: $1.5M
Completions
Contractor Training
Provide financial relief to contractors by
expanding their knowledge of electrification
technologies.
= 10 Participants Complete Course
520
Registrations
312
6 PROGRAMS HIGHLIGHTS JUNE 25
2/24/26/28/2
10/2
12/2
2/23
4/23
6/23
8/23
12/23
7/24
1/25
6/25
0 500
1000
1500
2000
GridShift EV Charging
Managed EV charging app that optimizes charging
to reduce associated costs and emissions.

Charger Rebates Issued: 71
Number of Enrolled EVs
1,584
Rebate Goal: $30K
Goal:
120 EV Chargers
added to fleet
Item 1g
Attachment 1
June 2025 Quarterly Report
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10/24 11/24 12/24 1/25 2/25 3/25 4/25 5/25 6/25
0 50,000
100,000
150,000
200,000
652 106
1,442 752
1,939 1,295 3,039 1,728 2,985 1,454
20,080
2,615
148,489
9,004
120,339
9,295 4,814 2,146
Web traffic increased

7.5x due to Power
Squad Ad Campaign
eHub 2.0 Report
Online customer resource center to enable
engagement, education and action related to clean
electricity, EVs and home electrification.

Unique Visits Return Visits
7 PROGRAMS HIGHLIGHTS JUNE 25
Item 1g
Attachment 1
0 June 2025 Quarterly Report

SILICON VALLEY

CLEAN ENERGY
MARKETING HIGHLIGHTS JUNE 25
SVCE’s First Ever All-Residential Programs Webinar
Goal: Promote residential programs
Results:
265 attendees (Over 180 stayed for
the full webinar)
690 registered

4.6/5 avg rating
60% said the webinar made them
more likely to go electric
8 Power Squad Ad Campaign Recap
Goal: Boost eHub website visits from March 24 to June 1 through an engaging ad campaign promoting Power Squad, a team dedicated to helping customers go electric.

Results: The campaign resulted in 540,000 visits to the eHub landing page, with Google PMAX being the top traffic driver. Over 50% of visitors to the Incentives Finder clicked on a SVCE incentive webpage
Item 1g
Attachment 1
June 2025 Quarterly Report
Maximize Your
Energy Savings

SILICONVALLEY

CLEAN ENERGY
Built Environment
Community Energy Resilience: Resources (grants) and tools for member agencies to increase individual and collective capacity to adapt to future power outages. Electric Showcase Awards 2.0: Award program to recognize residential, commercial, and non-profits who are early adopters of existing building electrification. Decarbonization Demonstration Grants: Grants to encourage member agencies and other key groups an opportunity to electrify their facilities. Focus on projects with public visibility for education/awareness purposes. Decarbonization Engagement Grants: Grants for member agencies and other key groups to work on smaller electrification engagement initiatives to engage their communities. Electrification Rate Discount: Custom rate to promote building electrification. Existing Building Policy Experimentation: Assess and support potential policy levers that member agencies can explore to mitigate emissions from existing buildings. Feasibility Assessment of Natural Gas Phase Out by 2045: Feasibility study to identify technical, legal, and economic barriers and opportunities for phasing out natural gas service by 2045 in SVCE's service territory. Contractor Training: Training and financial incentive program for contractors to expand their knowledge and installation of electrification technologies. Go Electric Advisor: Comprehensive one-on-one phone or web assistance to SVCE customers to assist them in applying for electrification incentives, technical assistance, or developing a whole-home electrification plan. Home Rebates: Incentives for various building electrification technologies for single- and small multi-family residential customers. Includes major appliances as well as eventual gas meter removal. Business Rebates: Incentives for projects at a handful of small and medium business properties. Multifamily Retrofits (BE Direct Install): Comprehensive building electrification retrofits with a direct installer for multifamily affordable housing sites. Permit Modernization: Benchmark and streamline member agency permitting and inspection processes to identify barriers and opportunities to electrification. Reach Codes 2.0: Provide model building energy codes supportive of all-electric design and EV infrastructure to member agencies along with consultant support. 10 GLOSSARY JUNE 25
Item 1g
Attachment 1
©
June 2025 Quarterly Report

SILICONVALLEY

CLEAN ENERGY
CALeVIP: Incentives for L2 and DCFC publicly-accessible EV chargers funded by California Energy Commission and SVCE as part of a regional collaboration. EV Charging Incentives: Incentive program for L1 and L2 EV charging at hard-to-reach multifamily properties. Fleet Electrification Program: Competitive application for SVCE’s fleet electrification planning support and funding for site upgrades targeting a broad set of fleet types. EV Charging Planning: Technical assistance for preliminary site design and pertinent rebates for charging at multifamily housing and small and medium workplace properties. Multifamily Retrofits (TE Direct Install): Comprehensive transportation electrification retrofits with a direct installer for multifamily affordable housing sites. Fast Charger Incentives: Competitive grant application for DCFC installations in “priority zones” that support designated multifamily housing clusters. SVTEC: Regional stakeholder meetings focused on information sharing, solving critical issues, and attracting external funding to the SVCE community in support of EV infrastructure deployment.

GLOSSARY
Lights On Silicon Valley: Provide incentives for enrolling solar and battery systems in the SVCE grid services program. Medical Battery Program: Pilot program to deploy ~50 portable batteries to qualified customers who rely on power for medical equipment.

Customer Resource Center (eHub): Online customer resource center and marketplace to enable engagement, education, and action related to clean electricity, EVs, and home electrification.

Mobility
Power Supply
Education & Outreach
Built Environment
SVBEST: Regular regional stakeholder convenings to coordinate program alignment across building decarbonization workstreams. Tariffed On Bill (TOB) Financing: Equitable financing pilot program for electrification for low- moderate income residents focusing cost recovery through on-bill charges that are lower than bill savings.

GridShift EV Charging: Managed EV charging phone app that optimizes charging to reduce associated costs and emissions. Includes incentives for reducing grid peak demand.

SILICONVALLEY

CLEAN ENERGY

Page 1 of 2 ends

Silicon Valley Clean Energy Board of DirectorsAugust 13, 2025

Silicon Valley Clean Energy Board of Directors
August 13, 2025