MCE & City of Vallejo
November 28, 2023
Dave Garti, Community Development Manager
1 Who is MCE?
2 OUR MISSION Confront the climate crisis by eliminating fossil fuel greenhouse gas emissions,
producing renewable energy, and
creating equitable community benefits.
Not-for-Profit Public Agency
33 Board Members. Elected officials. No tax dollars.
Solano County Marin County
Contra Costa County
4 Napa County
How Electric Service Works
5 Your Dollars at Work
Energy
Efficiency
Audits, Rebates,
Usage Reduction
• $2.4M in rebates
• Over 1,200
customers served
Electric
Vehicles
Vehicle and Charging
Station Rebates
• Over 1,100 EV
charging ports
installed
• 150 vehicle rebates
Electrification
Heat Pump Installs and
Contractor Training
• 25+ contractors
engaged and 125
pumps installed
Equity, Health,
& Safety
Health, Safety, and
Resiliency Upgrades
• 200 portable
batteries distributed
Energy
Resiliency
Distributed Resources,
Demand Response,
Virtual Power Plant,
and Behavioral
Programs
• Shifting load out of
peak hours
Sample Bill
7 With PG&E
Service
With PG&E
Service
MCE charges
replace PG&E’s
MCE charges
replace PG&E’s
Clean Energy Leadership
100% renewable
compared to 49% from
traditional service
95% greenhouse
gas-free
Met State goals
13 years early
Local Renewable Energy Projects
9 48 MW
22 Projects
19 MW FIT
13 MW FIT+
16 MW PPA
42 MW solar
6 MW bioenergy
Solar
Biogas
Union Job
Local Hire, Workforce Development,
or Prevailing Wage Requirement
The Power of MCE
300K metric tons of GHGs eliminated since 2010
60% renewable since 2017
95% carbon-free in 2023
$246 M reinvested in MCE communities since 2010
$3 B committed to building new CA renewable projects
48 MW of new renewable projects built in our service area
2.9 M labor hours supported
6,300 jobs created
10 MCE and City of Vallejo
Partnership
11 Programs and Community
12 Program Highlights
● Over $925,000 received from Energy
Sustainability programs
Community Engagement and
Sponsorships
● Sponsor of Pista Sa Nayon and Maker Faire
● Sponsor of Community Based
Organizations
● Members of Vallejo Chamber of
Commerce
Partnership Opportunities
13 Partnership Opportunities with Vallejo
● Energy Efficiency Programs
● Facilitating Climate Action Planning
● Meeting with Staff
● Information Sharing
● Grant Funding Opportunities
● Community Engagement and Outreach
● 4 to 9 Campaign
● Cobranding Campaign
Thank You!
Dave Garti
Community Development Manager
[email protected]
14 Appendix
15 Understanding MCE Rates
• MCE sets rates for electricity generation
only. MCE does not set rates for electric
delivery, or natural gas.
• MCE typically sets its rates once a year.
• MCE’s rates are released to the public
with a 30-day review and comment
period. All rate changes are reviewed
publicly by MCE’s Board of Directors
and approved in a voting meeting.
16 Customer Highlights
17 • Over 10,360 Customers served
by MCE – 88.4% Participation
Rate
• 31% of customers overall
participating in CARE utility bill
discount program
• 9.2% of customers overall
participating in Deep Green
Power Purchasing
Long-term forecasting ensures proper planning
• Annual
assessment of
energy needs
• Meeting state
mandates for
118% of peak
load
• Focusing on
clean resources
18 Power Purchasing: Authoritative Bodies
19 • California Energy Commission (CEC):
– MCE must submit periodic load forecasts to the CEC. The CEC takes MCE’s monthly peak demand estimates and
adjusts values based on the California system peak
demand.
• California Public Utilities Commission (CPUC):
– The CPUC receives adjusted peak demand data from the
CEC and annually provides MCE with its monthly Resource Adequacy (RA) requirements.
• California Independent System Operator (CAISO):
– The CAISO develops RA requirements for the entire
California system, including local areas, on an annual
basis.
Infrastructure Planning
20 • CAISO conducts annual transmission
planning process to identify potential
system limitations and areas that need
reinforcements over a 10-year horizon.
• “The annual planning process, set out in
CAISO’s federal tariff, provides for the
approval of new transmission
infrastructure and triggers permitting
and construction activities.”
• Plan is closely coordinated with CPUC
and CEC.
Source: https://www.caiso.com/about/Pages/Blog/Posts/2021-22- Transmission-Plan-approved-by-ISO-Board.aspx
Image Source: California Independent Systems Operator
PARTICIPATORY
BUDGETING
Flor Magallanes
Administrative Analyst I, City Manager’s Office
BACKGROUND
Council Direction 08/29-
• Outreach beyond PB votes must be
conducted to affected residents and
businesses of 5
th Street.
• Return to Council (45 days) with
community feedback for
5 th Street.
COMMUNITY MEETING
• Hosted by Councilmember Arriola with the
support of City Staff on Saturday,
September 30, at the Norman C. King
Community Center.
• Approximately 35 residents attended the
community meeting.
Presenters included:
• David Belef, Participatory Budgeting
Budget Delegate & Proposal Author
• Mark Helmbrecht, City of Vallejo
Transportation Program Superintendent
• Flor Magallanes, Administrative Analyst I-
Participatory Budgeting
COMMUNITY FEEDBACK
• Traffic calming measures impacting
businesses on 5th Street.
• Police services to battle crime/safety
• Removal of abandoned vehicles
• Addressing homelessness
• Prioritizing road repairs
• City communications
• Future community outreach during PB
proposal development
• City’s design for improvements along 5th
Street would consider and accommodate the
access needs of all businesses and residents
along 5
th Street.
• Large delivery trucks will be able to access
Lippincott Supply’s driveway on 5th Street
coming from and back to Sequoia Avenue.
• Neighborhood and City collaboration in
project development
• Improve City communication with respect to
the project and future Participatory Budgeting
projects.
SOLUTIONS
RECCOMENDATION
1. Adopt a resolution to accept the results of the Participatory Budgeting Cycle 8 vote and allocate funding to the “Complete Our Streets! Safety First at 5th Street” project.
CONTACT(S)
Flor Magallanes
Office of the City Manager
707-648-4041
[email protected]
Consider and Provide Direction
to Staff Relating to Requests of
the Economic Vitality
Commission to: 1) Amend
Chapter 2.36 of the Vallejo
Municipal Code Relating to the
EVC; 2) Consider the Frequency
of EVC meetings; and 3) Consider
a Budget Request by the EVC
• Michael Nimon, Economic Development
Director
EVC Background
– One of 20 commissions in the City
– Has been meeting every other month
– Staffed by ED Director and ED Program Manager
– Work plan adopted in 2021 (subsequently
adopted by council in 2022)
EVC Proposed Request 1
Budget allocation of $10,392 to fund items that
advance the work plan (e.g. professional
development and training, marketing)
EVC Proposed Request 2
Amendment to the Vallejo Municipal Code to
rename a commission to the Economic
Development Commission and to revise the
purpose to “recommend to Council policies and
programs that enhance job growth, result in
increased private investment, and assist in sales tax
growth.”
EVC Proposed Request 3
Amendment to the Vallejo Municipal Code to
provide the EVC an opportunity to support Council
by conducting due diligence and their
recommendation on community organizations that
request funding to support economic development
initiatives
EVC Proposed Request 4
Amendment to the Vallejo Municipal Code to
request monthly meetings rather than bi-monthly
meetings starting in January 2024
Staff recommendation
Accept the EVC requests with the exception of
proposed request 4 (frequency of scheduled
meetings)
UPDATE - PUBLIC SAFETY
STAFFING EMERGENCY
Jason Ta, Interim Chief of Police
November 28, 2023
1 STATUS OF PHASES
• Partially Implemented
• Muni Code update required (CAO & VPD)
• “Condition Blue” in process
– If the number of CFS pending reaches a pre-determined number, officers will only respond to priority 1 and high-level priority 2 calls • Highest Calls for Service (CFS)
Phase #1 Service Model Reduction
2 - Alarm activation - Mental distress
- Suspicious persons/vehicles - Trespassing
- Traffic-related offenses
Phase #2 Rotation of Officers to Patrol Shifts
• Completed
Phase #3 Collapsing Traffic & Detective Divisions
• Traffic Division collapsed (July 2023)
• Starting in January (shift change), detectives will
rotate to patrol weekly
• Starting in January, Officer assigned to Kaiser will
return to patrol
Phase #4 Modifying Patrol Shifts to 12-hours or
Another Staffing Model
• VPOA not voluntarily changing to 12-hour shifts
3 • Solano Co. Sheriff is open to developing a plan to
provide contract services once an MOU is executed
with VPOA
Outside Assistance
4 CURRENT STAFFING NUMBERS
Total Sworn Staffing 75 76
Modified Duty Officers 2 2
Off on Worker’s Comp. 9 10
Sworn Working Full Duty 64 64
Anticipated Officers Resigning 5 4
Officers Starting /Final Offers 2 0
5 Officers Working Patrol 35 33
Supervisors Working Patrol (Sgts) 5 5
11-14-23 Current
RECRUITMENT & RETENTION
(Stephanie Sifuentes, HR Director)
Police Officer Applications
6 6989
17 24
77 35220
10 17
102225
12 0
10 20
30 40
50 60
70 80
11/28/202311/14/202310/24/202310/10/20239/26/20239/12/20238/29/2023 Recruit Entry Lateral
Current Lookback
Period
Nov. 13th – Nov. 26th
Police Officer Backgrounds Since 7/13/2023
7 24
7 1 1
18 12
1 2
20 13
2 4
18 16
2 5
14 18
4 5
0 5
10 15
20 25
30 In process Non-Select Withdrew Hired
9/26/2023 10/10/2023 10/24/2023 11/14/2023 11/28/2023
• 5 Officers currently in police academies
– 1 will graduate in February 2024
– 4 will graduate in April 2024
Police Academy
8 • Oral Panel Interviews on Nov. 29th and Dec. 13th
• WSTB Physical Agility Exam on Dec. 2nd and Dec. 5th
Recruitment Efforts
9 POLICE FACILITIES
Dispatch Center
• Exploring temporary dispatch structure at 111 Amador
10 Police Headquarters
• Current Direction – Tear down and rebuild at 111
Amador
CONTACT(S)
Jason Ta, Interim Chief of Police
11