• Subtitle
New SV Clean Energy
PowerPoint Template
SVCE Data Center Rate
Principles and Features
October 2026
Item 3
PRESENTATION
2 • SVCE must offer a standard product which meets State-mandated renewable requirements to all new and existing customers. GreenStart is SVCE’s default product, which is 100% clean and indexed to PG&E’s standard rates.
• SVCE may also offer custom rate products (Board-approved Non-Standard Pricing Policy). • Customers may elect to opt-out of SVCE and receive generation services from PG&E or a wholesale direct access (DA) provider.
• Local cities and/or the county are responsible for land use decisions including where data centers are located
• Air District and/or the local jurisdiction sets requirements for back-up generation and restrictions.
SVCE’s Role in Serving Load
SVCE is the default load serving entity (LSE) in its own territory Item 3
PRESENTATION
Data Center Rate Principles
Staff seeks to discuss the principles that will guide the creation of a Data Center-specific rate
Safeguard against cost-shifting
from large load sites to other
customers, or vice versa.
Data Center Rate is
universally applicable.
Want to serve the load, so it
must create value for
customers.
“Data Centers Pay their
Way”
“Uniform Criteria, Uniform Treatment” “Economies of Scale” Item 3
PRESENTATION
[I] [I] [I]
e
e-e
• National and regional issue
• Local proximity can matter to companies (latency)
• Major public concerns on cost-shifting, noise, water, and more Why do we need a DC rate?
3) Risk Management
2) Potential Financial
Impact
1) Data Center
Proliferation
• Only a few in current forecast
• Concentrated, high-volume energy users
• Current default rate is B20T
• Large loads free to come-and-go from SVCE service under existing rules
• SVCE customer base would bear costs associated with data centers that depart (or never show up)
Item 3
PRESENTATION
Data Centers Look Riskier
Due to their size, Data Centers present unique or novel risks to SVCE and its customer base Cost-Shift Risk Margin Risk Concentration Risk
• Current rate forecasts show
negative margins
• DC size results in outsized
losses for negative margin
• Costs borne for load that
leaves or doesn’t materialize is
‘peanut-buttered’
• Nation-wide sentiment that
D.C. should pay its own way
• One 50MW facility = 10% of
SVCE current load
• Arrivals/departures impact
planning, revenue, procurement
Item 3
PRESENTATION
Current Option vs. New Proposal
B20T
Current Option for Loads > 1MW
Data Center Rate
Proposed Option for DC Loads
• GreenStart rate - set based on a forecast of
costs
• Shares in existing SVCE procurement
portfolio, pre-pays, and reserves
• Can show up or depart SVCE service with no
warning/protections
• Priced relative to PG&E equivalent rate;
potential to generate negative margins
• Market-based rate – conveys actual costs,
changes hourly
• Exists as its own product category for
procurement; no reserves or pre-pay benefit
• Sets parameters for how long DC customers
must stay in SVCE service
• Includes admin fees in addition to covering all
costs; cannot generate negative margin
Item 3
PRESENTATION
• Direction for SVCE ratemaking of D.C. rate
based on BOD-approved operating guidelines
Principles Translate to Rate Features
Features
Objectives
Principles
• Actions/steps/activities to satisfy the
guiding principles
• Objectives point toward necessary
features of a rate
• These must be included to achieve
stated goals
What does that look
like in a rate?
How should we do
that?
What’s our goal?
Item 3
PRESENTATION
8 Principle #1 – No Cost-shifting
Objectives Features
Guarantee positive contribution to reserves, programs,
and clean position.
• Cost+ structure
• Admin adders
• Clean level meets org targets
“Safeguard against cost-shifting from data center sites to other customers, and vice versa.” Item 3
PRESENTATION
9 Principle #1 – No Cost-shifting
“Safeguard against cost-shifting from data center sites to other customers, and vice versa.” Objectives Features
Guarantee positive contribution to reserves, programs,
and clean position.
• Cost+ structure
• Admin adders
• Clean level meets org targets
Ensure SVCE is kept whole for current or future
costs/risks to serve this load (in case of departure or load not showing up)
• Term length
• Pre-funding
• Billing floor
• Early termination fees
Item 3
PRESENTATION
10 Principle #1 – No Cost-shifting
Objectives Features
Guarantee positive contribution to reserves, programs,
and clean position.
• Cost+ structure
• Admin adders
• Clean level meets org targets
Ensure SVCE is kept whole for current or future
costs/risks to serve this load (in case of departure or load not showing up)
• Term length
• Pre-funding
• Billing floor
• Early termination fees
Withold the benefits (or costs) of SVCE past procurement and reserves
• Market Access/Index structure
• Treat as separate product
“Safeguard against cost-shifting from data center sites to other customers, and vice versa.” Item 3
PRESENTATION
11 Principle #2 – Universally Applicable
“A data center product/rate should be universally applicable.” Objectives Features
Establish a clearly defined criteria for size of load • Loads above 25 MW Item 3
PRESENTATION
12 Principle #2 – Universally Applicable
“A data center product/rate should be universally applicable.” Objectives Features
Establish a clearly defined criteria for size of load • Loads above 25 MW Establish a clearly defined criteria for timing
• Applies to new load after the
state date of this rate
• Includes load that exists and
grows above threshold
Item 3
PRESENTATION
13 Principle #2 – Universally Applicable
“A data center product/rate should be universally applicable.” Objectives Features
Establish a clearly defined criteria for size of load • Loads above 25 MW Establish a clearly defined criteria for timing
• Applies to new load after the
state date of this rate
• Includes load that exists and
grows above threshold
Remove the ability to exploit ‘loopholes’ or otherwise
avoid/opt for an alternate rate
• Clearly define terms, e.g. ‘site’
and ‘D.C.’
• Avoid customer ‘split metering’
• If offering NSPP, SVCE will
uphold all D.C. rate principles
Item 3
PRESENTATION
14 Principle #3 – Create Value
“SVCE wants to serve Data Center Load – it must create value for customers.” Objectives Features
Make this rate attractive
• Consistent and fair admin fees
• Admin fee ceiling
Item 3
PRESENTATION
15 Principle #3 – Create Value
“SVCE wants to serve Data Center Load – it must create value for customers.” Objectives Features
Make this rate attractive
• Consistent and fair admin fees
• Admin fee ceiling
Maintain protections for SVCE as outlined in these
Principles and Objectives
• Defined term; pre-payment
• Index+; early termination fee
• Product separation
Item 3
PRESENTATION
16 Principle #3 – Create Value
“SVCE wants to serve Data Center Load – it must create value for customers.” Objectives Features
Make this rate attractive
• Consistent and fair admin fees
• Admin fee ceiling
Maintain protections for SVCE as outlined in these
Principles and Objectives
• Defined term; pre-payment
• Index+; early termination fee
• Product separation
Offer contractual NSPP (GreenPrime Direct) deal as
alternative
• NSPP provides similar
economic protections for SVCE
• Additional customer value in
custom procurement (“BYOG”)
Item 3
PRESENTATION
17 Good News: the State Also Thinks this Makes Sense
AB2383 (Zbur) was signed by the governor on 9/16, codifying many of the requirements SVCE staff had been considering for a Data Center rate/tariff. • Requires data center tariff that complies with AB 2383 to be effective by Jan 1, 2028
• Defines applicable business types (D.C.), site parameters, term • Sets requirements but gives CCAs flexibility - MW minimum threshold, pre-payment type/amount, minimum payments, early termination penalty
• Requires that supply must be compliant with state's clean energy goals
• Requires D.C. contribute equitably to reliability, other generation-funded programs
This legislation levels the
competitive playing field.
All utilities/LSEs, including
PG&E, subject to the same
rules.
Item 3
PRESENTATION
Customer Value
Structural
Ratepayer / SVCE
Protections
Enrollment and Term
Rate Features Relative to Legislation
Principle 1
No Cost-Shift
State-wide
Legislative Correlation
Principle 2
Universally Applicable
Principle 3
Proposed SVCE Features Create Value
Specify Business Type
Applicability (MW)
Applicability (Start Date)
Term Length
Market Index
Admin Fees
Separate Product (Clean)
Separate Product (Reserves)
Pre-Funding
Early Term Penalty
Monthly Minimum
Monthly Maximum (Admin)
Always Offer GPD
Item 3
PRESENTATION
e
e e
© &
O e
e
&
&
Q
@ e
o
Customer Value
Structural
Ratepayer / SVCE
Protections
Enrollment and Term
Draft Rate Features with Values
Value Description Proposed SVCE Features
Specify Business Type Data Center Language in legislation Applicability (MW) 25 Max allowable minimum
Applicability (Start Date) Jan 1, 2027 First to market
Term Length 10 years Language in legislation
Market Index Pass through Energy, RA, CAISO, RECs @ then-current Admin Fees 10% Incremental to Energy + RA + CAISO
Separate Product (Clean) Dedicated attributes for product Separate Product (Reserves) Does not share reserves
Pre-Funding 10% Collateral; % of Energy, RA, CAISO, RECs, CF Early Term Penalty Costs All remaining admin fees + un-recouped costs Monthly Minimum $500k Minimum customer bill
Monthly Maximum (Admin) Varies by Size Indicative of $150/MWh market price Always Offer GPD NSPP applies to DC
Item 3
PRESENTATION
©
©
$-
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
1 2
DC Rate (New) vs. B20T (Current) Gen Rates
PCIA
B20T Revenue
Admin
CF
RPS
CASIO
RA
Energy
DC Rate (New) vs. B20T (Current)
DC Rate B20T
• Comparison assuming costs for 2026
• B20T is currently supported by reserves
• DC Rate customers will continue to be assessed the
appropriate PCIA
$/MWh
DC Rate B20T
Gen + PCIA $0.12172 $0.09640
T & D $0.12794 $0.12794
Total Rate $0.24966 $0.22434
2026 Example $/kWh (Illustrative)
Item 3
PRESENTATION
Closing - Recap of Principles
Safeguard against cost-shifting
from data center sites to other
customers, or vice versa.
Data Center Rate is
universally applicable.
Want to serve DC load –
create value for customers.
“Data Centers Pay
Their Way”
“Uniform Criteria, Uniform Treatment” “Economies of Scale” Staff seeks input from the Exec Comm related to the adoption of principles, objectives, and their associated features as it pertains to the creation of a Data Center-specific rate/tariff. • Positive reserve contributions
• SVCE and customers kept
whole
• Withold past procurement /
reserves
• Defined criteria for size
• Defined criteria for timing
• Close potential loopholes for
avoiding this tariff/rate
• Make rate attractive
• Maintain protections for SVCE
• Always offer NSPP
Item 3
PRESENTATION
22 Next Steps
October November December 2027 and Beyond
Discussion with ROC
(Principles)
Discussion with Exec
(Principles and Values)
Presentation to BOD
For Adoption of Policy
and Rate Principles
Final Tariff Creation
(Based on Principles)
Determine DC Rate
Start Date
Item 3
PRESENTATION
t t t
23 Data Center customers
over 25MW
Data Center Rate Policy Decision
Staff will be requesting that the Board, at its November meeting, adopt principles that constitute a policy decision for this specific customer type.
This differs from the norm.
• They will be treated as a separate and distinct customer type. • They will not share in SVCE’s broader procurement activities, hedges, pre-pays, financial reserves, or clean attributes.
• They will pay all costs associated with power, clean attributes, RA, and administration without subsidy.
• They will not be able to freely come into or exit SVCE service. • They will pay their portion of the Power Cost Indifference Adjustment. • This policy decision may lead to competitive risk.
Data Center customers
starting service after
1/1/2027
Who?
When?
What is different for Data Center customers?
Item 3
PRESENTATION
Recommendation
Staff requests the Executive Committee recommend the Silicon Valley Board of Directors adopt a rate-pricing policy specific to new data center customers in alignment with recent legislation AB2383 and the following guiding principles:
• Safeguard against cost-shifting from data center sites to other customers, or vice versa.
• Data Center Rate is universally applicable.
• Create Value for customers
Item 3
PRESENTATION
Use color
change to
indicate new
topic, etc.
(Optional!)
Questions?
Item 3
PRESENTATION
• Subtitle
New SV Clean Energy
PowerPoint Template
SVCE Staffing
Assessment
Executive Committee
October 23, 2026
Item 4
PRESENTATION
2026 SVCE Staffing Assessment
Internal Assessment:
2 1. Determine if SVCE is right-sized and aligned to meet its mission and core functions.
2. Financial Levers – Assess all Operating Expenses including Personnel Costs
3. Benchmark SVCE to peer CCAs
4. Plan for future needs
Today's Objective:
Seek Executive Committee feedback on additional analysis and/or general direction.
Item 4
PRESENTATION
Staff Size and Key Drivers
SVCE staff has grown over the years to support increased complexity of power operations, expanded programs and maturity of organization. • Decarbonization Roadmap and
Programs
• Power Resources – Operations of
Renewable Projects
• Regulatory, Planning, Policy and
Compliance
• Financial Planning
• Administration & Operations
• Data Analytics
• Risk Management
• Stakeholder Engagement
Item 4
PRESENTATION
Executive Team
Power
Resources and
Operations
Regulatory,
Planning, Policy
and Legislative
Finance,
Analytics, Risk
and Operations
Customer
Success
All teams are critical to our mission
SVCE's Mission
Reduce dependence on fossil
fuels by providing carbon free,
affordable, and reliable
electricity and innovative
programs for the SVCE
community.
Strategic Focus Area #5
Attract & Retain Employees
Goal # 10
Hire, retain and develop high-performing talent via competitive benefits and rewarding work
culture
Item 4
PRESENTATION
5 Customer Success (CS) Power Resources (PRO) Regulatory, Planning, Policy and Legislative
(RPPL)
Finance, Data and Risk
Management
& Operations*
Department
Leads
Justin Zagunis
Pamela Leonard
Peyton Parks
Kris Van Vactor
Zak Liske
Maren Wenzel
Bena Chang
Zoe Elizabeth
Amrit Singh
Scott Wrigglesworth
Nik Zanotto
Chelsea Rawls
Core
Functions
Programs design,
management, and
implementation.
Marketing, Communication,
and community outreach.
Energy Services – rates,
billing, customer issues, key
account management.
Power supply planning,
origination and wholesale
market procurement.
Portfolio operations,
management, optimization
and scheduling.
Compliance, power Contract
Administration and
Settlements
Longterm planning, energy
and demand forecasting,
policy and regulatory
advocacy.
Legislative affairs and
advocacy.
Decarbonization planning,
stakeholder advocacy and
member agency affairs.
Finances, Investments,
Accounting, Prepays, Data
Analytics and Risk
Management
Operations: -
Information Technology
Cyber Security
Contracts
Building Management
Human Resources
FTEs 21 13 11 18
Core Functions by Department
Executive Team: CEO – Monica Padilla, General Counsel – Michael Callahan and Board Clerk – Andrea Pizano, Sr.
Admin Assistant – Tatiana Makoni
*Starting in 2026, Operations became its own department Item 4
PRESENTATION
Personnel cost are a small percent of
total budget
Non-commodity operating expenses represent 12% of budget. Personnel costs are 44% of total operating expenses, or 5.3% of total operating expenses.
All figures exclude program allocation of reserves, and exclude program use of reserves for program implementation and rebates.
Item 4
PRESENTATION
Personnel Cost have grown over time
Fiscal Year 2025-26 Budgeted Personnel Cost is ~$18M
FY FTE Request Summary FTE
Authorized in the FY25-26 Annual
Budget
67 Authorized in the 2026 Stub
Budget
1 Current Authorized FTE Total 68
FY 25-26 Budget Salary,
Retirement and Benefits
FY 25-26 ESTIMATED ACTUAL
Salary Retirement and Benefits
(for FY25-26 books not closed,
not audit financials)
$18,870,370
$16,700,000
Current Budgeted Staffing
• 68 Full-time Employees (5 Vacancies), 2 Part-time Employees, 3 intern positions, 3 Climate Corps Fellows
Item 4
PRESENTATION
8 Spend per FTE has remained relatively flat
Item 4
PRESENTATION
Cost Breakdown
Salaries make up the majority of Personnel related expenses • Historically, salaries were budgeted at the 75th
Percentile of a pay grade including contingency. (the
case in the chart to the left).
• Actual salaries have come in 15-20% below budget
due to:
• Position vacancy
• Positions compensated below the 75th percentile
• Budget Contingency
• 2027 salaries will be budgeted at current actual
salaries by position, with proposed increases
(pending budget approval by the Board).
Item 4
PRESENTATION
10 Peer Benchmarking
• Purpose
• Size
• Functions
• Compensation and Benefits
• Other
10 Item 4
PRESENTATION
11 Commonalities
• Load Serving Entity – legislative
and regulatory mandates around
clean energy procurement,
reliability obligations, compliance
reporting to regulators.
• Wholesale market participant
• Finances and Rate setting
• Governance Oversight – either
Board of Directors or City Council
Benchmark to Peer CCAs
Each CCA is unique with a different mission and staffing strategy Differences
• Mission and value proposition
• Level of decarbonization and
energy efficiency programs
• Clean targets
• Maturity of systems and processes
• Outsourcing vs done in-house
• Governance
• Customers - size of load and
communities served
Item 4
PRESENTATION
12 SVCE Staffing Relative to its Peers
This chart shows the areas in which other CCAs devote resources for staffing in relative terms. (without respect for their size)
Note: There are different reasons for the variance in program staffing for each CCA, as each CCA takes a unique approach, but may be due to different territory sizes, program portfolios, organizational objectives, and decisions on in-housing certain functions.
Item 4
PRESENTATION
13 Staffing metrics across CCAs
Whether MWh, Customers, Revenue and Load Expense per FTE all tell a similar story 1) It takes some minimum
staffing level to run a
CCA
2) Some CCAs outsource
vs in-house to varying
degrees
3) Larger CCAs have
greater economy of
scale
(a reason to be large)
Note: There are different reasons for the variance in program staffing for each CCA, as each CCA takes a unique approach, but may be due to different territory sizes, program portfolios, organizational objectives, and decisions on in-housing certain functions.
Item 4
PRESENTATION
14 Size, Spend and Staff
Size in sales, spending and staffing level all are factors in O&M Costs • Bigger CCAs can obtain/leverage
economy of scale in a way a smaller
CCA may not be able.
• Some CCAs of similar staffing spend
more/less.
• Some CCAs of similar sales spend
more in-house vs outsourced.
Note: There are different reasons for the variance in program staffing for each CCA, as each CCA takes a unique approach, but may be due to different territory sizes, program portfolios, organizational objectives, and decisions on in-housing certain functions.
Item 4
PRESENTATION
15 Employer of Choice
• Competitive Benefits
• Hybrid Work Standard
• Balanced Workforce
• Development, continuous learning and focus on growth
15 Item 4
PRESENTATION
Competitive Benefit Summary
SVCE’s benefits package is competitive with peer CCAs and supports a balanced approach to attracting and retaining specialized talent in a high-cost region.
Competitive with peers:
• SVCE’s strongest relative offerings include dependent medical support, employer-funded supplemental accounts, retirement, starting PTO, and professional development.
Targeted investment:
• Resources are concentrated in benefits that support employees’ immediate healthcare needs, long-term financial security, time away from work, professional capability, and the market's prevailing hybrid work model.
Responsible talent strategy:
• A strong benefits package helps SVCE successfully compete for talent without relying solely on salaries or attempting to match private-sector Silicon Valley compensation.
Flexible work policy:
• SVCE provides a flexible hybrid work policy for employees allowing for a key attraction and retention tool.
Item 4
PRESENTATION
SVCE Hybrid Work Standard
A Purpose-Driven Approach to In-Person Collaboration
Our Standard:
• Minimum expectation of 20 in-person days annually for all employees, increasing the current agency-wide expectation from 12 days.
• Includes 8 agency-wide days and 12 department collaboration days. • Additional onsite expectations apply based on role, operational coverage, and stakeholder needs.
Why We Do It:
• Create predictable, meaningful opportunities for collaboration, learning, mentorship, relationship-building, and agency connection.
• Maintain onsite support for operations and stakeholders. • Make responsible use of SVCE’s office investment while preserving the flexibility employees value.
What We Aim to Achieve:
• Increase overall office utilization
• Give departments flexibility to schedule in-person work when it will have the greatest impact. • Maintain a sustainable hybrid model.
• Provide excellent stakeholder and customer service.
Item 4
PRESENTATION
Hybrid Work: Competitive Landscape
SVCE’s thoughtful hybrid approach balances meaningful in-person collaboration with the flexibility to recruit and retain the best talent, regardless of proximity, while remaining competitive with peer CCAs and higher-paying Silicon Valley employers.
Peer CCA Landscape
• 7 of 9 peer CCAs reviewed require regular onsite attendance, commonly 1 to 3 days per week or a reduced monthly requirement dependent on commuting time/distance. • 2 peers are fully remote, with limited quarterly in-person requirements. • SVCE’s 20-day annual standard provides more flexibility than recurring weekly mandates while creating predictable opportunities for meaningful in-person engagement.
Why Flexibility Is Crucial
• SVCE recruits in one of the nation’s highest-cost and highest-wage labor markets. • Average wages in the San Jose–Sunnyvale–Santa Clara region are approximately 71% higher than the national average, reflecting the intense regional competition for talent. • Only 45% of SVCE employees live within a reasonable commuting distance (40mi), making flexibility an important part of attracting and retaining talent in a high-cost region • Certain roles require high level of expertise and industry knowledge, making recruitment in the area very challenging
Item 4
PRESENTATION
2026 Workforce Demographics: Key Insights
Balanced gender representation and pay equity:
• SVCE’s workforce is 52% female and 48% male
• Relatively balanced representation across the four highest pay bands Racially and ethnically diverse workforce:
• 48% of employees identify with a racial or ethnic group other than White/Caucasian • 7 of SVCE's 10 most recent hires from 2025/2026 identify as a race or ethnicity other than White/Caucasian
Predominantly Millennial workforce:
• Millennials represent 63% of employees while Generation Z represents another 24% • SVCE’s younger workforce, relative to the broader U.S. labor market, provides a strong foundation for developing future talent and supporting long-term succession planning.
SVCE’s balanced and diverse workforce positions the agency well to develop talent, support equitable opportunity, and plan for future leadership needs.
Item 4
PRESENTATION
We invest in our team and culture
Core Values SVCE focuses on the individual employee to build a strong culture consistent with our Core Values.
• Support the whole employee through competitive benefits, workplace flexibility, and programs that respond to employees’ evolving needs. • Develop future talent through continuous learning, leadership development, meaningful feedback, and opportunities for growth. • Create connection and belonging through intentional collaboration, agency-wide experiences, and recognition of employee contributions. • Build a culture of trust and accountability where employees understand expectations, feel supported, and are empowered to deliver excellent service.
Collaboration
We accomplish more together.
Effectiveness
We focus on meaningful results.
Continuous
Learning
We invest in growth and
improvement.
Stakeholder
Service
We center the needs of those we
serve.
Item 4
PRESENTATION
21 Future Staffing Needs
• Drivers
• Succession planning gaps and future critical skill development • Critical role risk (mitigate single points of failure) • Optimal talent mix
• New programs/initiatives or services
• Strategic plan and organizational priorities
• Alignment with Financial Levers Playbook
21 Item 4
PRESENTATION
22 Next Steps
• Stub Fiscal Year – October to December 2026
• FTEs – fill vacancies (5)
• 1 new headcount approved
• COLA/Merit - no change, to be prorated over FY 2027 budget • Benefits – no change
• December 2026: Board Approval of Fiscal Year 2027 – January to December 2027
• FTEs – fill vacancies, if any
• New requests – TBD
• COLA/Merit - TBD
• Benefits - TBD
22 Item 4
PRESENTATION
Thank You!
March 2026
Item 4
PRESENTATION
24 Appendix
24 Item 4
PRESENTATION
25 Organization Chart
Item 4
PRESENTATION
26 Organization Chart
Item 4
PRESENTATION
• Subtitle
New SV Clean Energy
PowerPoint Template
Competitive Community
Grants Awardees Update
October 23, 2026
Item 5
PRESENTATION
2 A. Competitive Community Grants Update
1. Grant Program Overview
2. Evaluation Process
3. Selected Projects
B. Request support to recommend to the Board approval of an increase in the Competitive Community Grant Program funding of $25,750
Purpose of Presentation
• Receive an update on Competitive Community Grants selected awardees Item 5
PRESENTATION
3 Community Grants Program Overview
Eligible Organizations: Nonprofits, Community-Based Organizations (CBOs), and Schools Eligible Projects: Electric vehicles for community use and associated chargers, building electrification including all-electric facilities upgrades, and energy resilience projects including solar + battery
Education and Outreach: Projects must include an education and outreach component that engages wide audiences including teachers, guardians, and constituents Technical Assistance: Grantees can opt-in for Technical Assistance. Technical Assistance is provided by CLEAResult for building electrification and energy resilience projects. Technical Assistance is provided by SVCE in-house for EV/EVI projects.
Item 5
PRESENTATION
Program Funding Breakdown
$3.5M
$1.2M for Community
Orgs $2 M for Schools $300,000 for Technical Assistance Item 5
PRESENTATION
5 Evaluation and Selection Process
Program launched in Spring 2026 and received applications in Summer 2026 Review Process
• 15 total applications received
• 8 shortlisted for review
• Panel consisted of 3 external
subject matter experts and 1
SVCE staff member
• Selected 2 community
organization projects and 2
school projects
Selection Criteria
• Long-term community impact
and benefits
• Significance of SVCE funding
to complete project
• Project feasibility
• Strength of education and
outreach plan
Item 5
PRESENTATION
6 Project Summaries: Community Organizations
Sunnyvale Community Services
• Requested: $525,750
• 1160 Kern Ave, Sunnyvale CA 94085
• Purchase two refrigerated electric delivery vans and install charging infrastructure to support food delivery services for homebound clients. Vans will be wrapped with SVCE signage and a QR code to a website with electrification education materials.
Electrical Training Alliance of Silicon Valley
• Requested: $700,000
• 1855 Barber Ln, Milpitas, CA 95035
• Install solar and add battery storage at its training facility to provide hands-on training in clean-energy technologies for apprentices and journeymen.
Note: Minimum budget for the two projects exceeds program budget by ~$25K. Staff plan to request additional funds at the November 2026 Board meeting.
Item 5
PRESENTATION
7 Project Summaries: Schools
Morgan Hill Unified School District (MHUSD)
• Requested: $1,000,000
• Live Oak High School, 1505 E Main Ave., Morgan Hill, CA 95037 • Add battery storage to existing solar and replace HVAC equipment at Live Oak High School to create a resilient, all-electric learning environment. Partner with Climate Action Pathways for Schools (CAPS) to implement an apprenticeship program where students learn from installed clean-energy technologies.
Mountain View Los Altos Union High School District (MVLA) • Requested: $1,000,000
• 201 Almond Avenue, Los Altos, CA 94022
• 3535 Truman Avenue, Mountain View, CA 94040
• Implement a vehicle-to-grid (V2G) technology, battery storage, and community resilience project that provides backup power to two campus gyms designated as Red Cross emergency response sites during outages and emergencies.
Item 5
PRESENTATION
8 Recommendation
Recommend the Silicon Valley Clean Energy Board of
Directors approve an increase of $25,750 for the Competitive Community Grants Program.
Item 5
PRESENTATION
Thank you!
9 Item 5
PRESENTATION
10 Appendix
Item 5
PRESENTATION
11 Grants History
1. 2020 Community Resilience Grant Program, $5M
• Noncompetitive grants for Member Agencies
• Concluded
2. 2022 Decarb Engagement & Demonstration Grant, $3.6M
• Competitive grants for Member Agencies and community organizations • Scheduled to conclude this year
3. 2024 Round of Grants, $10.5M
• Noncompetitive grants for Member Agencies (released in 2024, currently underway) • Competitive grants for Member Agencies (released in 2024, currently underway) • Competitive grants for community organizations such as schools, faith-based institutions, and nonprofits
Item 5
PRESENTATION
12 Community Org Original Proposed Original Request Scaled Project Scaled Request Electrical Training
Alliance of Silicon
Valley
Solar array, battery
storage, 6 dual EV
charging stations, 6
upgraded dual EV
charging stations
$1,000,000 Solar install +
$500k for battery
storage
$700,000
Sunnyvale
Community
Services
2 passenger
vehicles for case
workers, 2
refrigerated delivery
vans, 1 box truck
$902,750 Infrastructure,
charger, 2 delivery
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Appendix
Community organization scaled project breakdown
Item 5
PRESENTATION
• Subtitle
New SV Clean Energy
PowerPoint Template
SVCE Operating Rules
and Regulations
Michael Callahan
October 23, 2026
Item 6
PRESENTATION
• Summary of Operating Rules and
Regulations (ORR)
• Recent Updates to ORR
• Recommended Options
Overview
2 Item 6
PRESENTATION
• A primary governing document
authorized in SVCE’s Joint Powers
Authority (JPA) Agreement and
includes:
“rules, regulations,
policies, bylaws and
procedures governing the
operation of the Authority”
(JPA Agreement, Section
2.5.11)
• Amendments must be
approved by the Board of
Directors (JPA Agreement,
Section 4.6)
Summary of
ORR
3 Item 6
PRESENTATION
• Board officer appointments and duties
• Committee establishment, structure,
composition, and responsibilities
• Meeting procedures and governance
practices
• Director reimbursement and Board
expectations
• Procedures for amendment of the
ORR
• Parliamentary procedures
Summary of
ORR
4 Item 6
PRESENTATION
• Creation of Nominating Committee process
for Board leadership and Executive
Committee appointments
• Randomized voting
• Addition of Board best-practices
• Establishment of minimum Board service
requirements for Chair, Vice Chair, and
Executive Committee membership
• Clarification of committee attendance
requirements and removal procedures
• Inclusion of Finance and Administration
Committee and Audit Committee
responsibilities (from existing policies)
• Adoption of Rosenberg's Rules of Order as
the Authority's parliamentary procedure
Recent Updates
to ORR
5 Item 6
PRESENTATION
Option 1: Recommend formation
of an Ad Hoc Committee to
conduct a comprehensive review of
the Operating Rules and Regulations
(ORR) and propose amendments for
Board consideration;
Option 2: Direct staff to review
the ORR and return with any
recommended amendments for
Executive Committee and Board
consideration; or
Option 3: Recommend not
undertaking a review of ORR at
this time
Recommended
Options
6 Item 6
PRESENTATION
7 Questions?
Item 6
PRESENTATION