REGULAR MEETING of the Board of Directors of the Clean Power … · 2020-06-04 · Clean Power Alliance Board of Directors Page 2 of 3 June 4, 2020 advance of the meeting will enable

REGULAR MEETING of the Board of Directors of theClean Power Alliance of Southern California

Thursday, June 4, 2020 2:00 p.m.

Listen to the Board of Directors meeting (Audio Only): Call: (866) 901-6455 Conference Code: 968-945-126

All Participants must press “#” to join the meeting.

SPECIAL NOTICE REGARDING PUBLIC COMMENT: Pursuant to Paragraph 11 of

Executive Order N-29-20, executed by the Governor of California on March 17, 2020, and as a response

to mitigating the spread of Coronavirus known as COVID-19, the Board of Directors will allow members of

the public to participate and address Board Members during the meeting via teleconference only. Below

are the ways to participate:

• Members of the public are encouraged to submit written comments on any agenda item

to [email protected] up to four hours before the meeting.

• If you desire to provide public comment during the meeting, you must contact staff at (213) 269-

5889 at the beginning of the meeting but no later than immediately before the agenda item is called.

• You will be asked to provide a phone number to call you during the meeting. You will also

be asked for your name (or other identifying information) similar to filling out a speaker card

so that you can be called when it is your turn to speak.

• You will be called during the comment section for the agenda item on which you wish to

speak.

• You may be put on hold until your name is called by CPA staff.

• You will be able to speak to the Committee for the allotted amount of time. Please be

advised that all public comments must comply with our Public Comment Policy.

• Once you have spoken, or the allotted time has run out, the phone call will be discontinued.

Meetings are accessible to people with disabilities. Individuals who need special assistance or a disability-

related modification or accommodation to participate in this meeting, or who have a disability and wish to

request an alternative format for the meeting materials, should contact the Clerk of the Board at least two

(2) working days before the meeting at [email protected] or (213) 269-5870. Notification in

Agenda Page 1

mailto:[email protected]


Clean Power Alliance Board of Directors Page 2 of 3 June 4, 2020

advance of the meeting will enable us to make reasonable arrangements to ensure accessibility to this

meeting and the materials related to it.

PUBLIC COMMENT POLICY: The General Public Comment item is reserved for persons wishing to

address the Board on any Clean Power Alliance-related matters not on today’s agenda. Public comments

on matters on today’s Consent Agenda and Regular Agenda shall be heard at the time the matter is called.

Comments on items on the Consent Agenda are consolidated into one public comment period. As with all

public comment, members of the public who wish to address the Board are requested to complete a

speaker’s slip and provide it to Clean Power Alliance staff at the beginning of the meeting but no later than

immediately prior to the time an agenda item is called.

Each speaker is limited to two (2) minutes (in whole minute increments) per agenda item with a cumulative

total of five 5 minutes to be allocated between the General Public Comment, the entire Consent Agenda,

or individual items in the Regular Agenda. Please refer to Policy No. 8 – Public Comment for additional

information.

CALL TO ORDER AND ROLL CALL

GENERAL PUBLIC COMMENT

CONSENT AGENDA

1. Approve Minutes from May 7, 2020 Board of Directors Meeting

2. Authorize the Executive Director to Execute a Task Order TEA-#5 with TheEnergy Authority for Power Procurement and Advisory Services for theperiod of July 1, 2020 to December 20, 2020 for a Not-To-Exceed Budgetof $175,000

3. Receive and File Community Advisory Committee Monthly Report

REGULAR AGENDA 4. Adopt Resolution No. 20-06-009 to Approve Rate Change for Phases 1 & 2

Non-Residential Customers

5. Approve FY 2020/21 Budget

6. Authorize up to an Additional $1 million Expense for Bill Assistance forResidential and Small Business Customers Impacted by Covid-19 andApprove Budget Amendment to FY 2019/20 Budget

Agenda Page 2

Clean Power Alliance Board of Directors Page 3 of 3 June 4, 2020

7. Approve Three CPA Local Program Categories for 2020-2025; Approve aLocal Procurement Target for 2020-2025; and Direct Staff to FocusImplementation Efforts on Seven Local Program Concepts

MANAGEMENT UPDATE

COMMITTEE CHAIR UPDATESDirector Lindsey Horvath, Chair, Legislative & Regulatory Committee

Director Julian Gold, Chair, Finance Committee

Director Kevin McKeown, Chair, Energy Planning & Resources Committee

BOARD MEMBER COMMENTS

REPORT FROM THE CHAIR

CLOSED SESSION 8. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION

Potential initiation of litigation pursuant to paragraph (4) of subdivision (d) ofGovernment Code Section 54956.9: (1)

ADJOURN – NEXT REGULAR MEETING JULY 9, 2020

Public Records: Public records that relate to any item on the open session agenda for a regular Board

Meeting are available for public inspection. Those records that are distributed less than 72 hours prior to

the meeting are available for public inspection at the same time they are distributed to all, or a majority of,

the members of the Board. Those documents are available for inspection online at

www.cleanpoweralliance.org/agendas.

Agenda Page 3

http://www.cleanpoweralliance.org/

BOARD OF DIRECTORS ITEM 1

REGULAR MEETING of the Board of Directors of the Clean Power Alliance of Southern California

Thursday, May 7, 2020, 2:00 p.m.

MINUTES

The Board of Directors conducted this meeting in accordance with California Governor Newsom’s Executive Order N-29-20 and COVID-19 pandemic protocols. 

I. WELCOME AND ROLL CALLChair Diana Mahmud called the meeting to order at 2:02 p.m. and Clerk of the BoardGabriela Monzon conducted roll call.

Roll Call

1 Agoura Hills Deborah Klein Lopez Director Remote

2 Alhambra Jeff Maloney Alternate Remote

3 Arcadia Sho Tay Director Remote

4 Beverly Hills Robert Wunderlich Alternate Remote

5 Calabasas John Bingham Alternate Remote

6 Camarillo Absent

7 Carson Reata Kulcsar Alternate Remote 8 Claremont Corey Calaycay Director Remote

9 Culver City Joe Susca Alternate Remote

10 Downey Sean Ashton Director Remote

11 Hawaiian Gardens Absent

12 Hawthorne Alex Monteiro Director Remote

13 Los Angeles County Sheila Kuehl Vice Chair Remote

14 Malibu Skylar Peak Director Remote

15 Manhattan Beach Nancy Hersman Dana Murray

Director Alternate Remote

16 Moorpark Janice Parvin Director Remote

17 Ojai Michelle Ellison Alternate Remote

18 Oxnard Carmen Ramirez Director Remote

19 Paramount Vilma Cuellar Stallings Director Remote

20 Redondo Beach Christian Horvath Director Remote

Return to Agenda

Agenda Page 4

Clean Power Alliance Board of Directors Page 2 of 6 May 7, 2020 Minutes

21 Rolling Hills Estates Steve Zuckerman Director Remote

22 Santa Monica Kevin McKeown Director Remote

23 Sierra Madre John Capoccia Director Remote

24 Simi Valley Ruth Luevanos Director Remote

25 South Pasadena Diana Mahmud Chair Remote

26 Temple City Absent

27 Thousand Oaks Bob Engler Director Remote

28 Ventura City Christy Weir Director Remote

29 Ventura County Linda Parks Vice Chair Remote

30 West Hollywood Lindsey Horvath Director Remote

31 Westlake Village Kelly Honig Director Remote

32 Whittier Vicki Smith Alternate Remote

All votes are unanimous unless otherwise stated.

II. GENERAL PUBLIC COMMENTThere was no public comment.

III. CONSENT AGENDA

1. Approve Minutes from March 25, 2020 Board of Directors Special Meeting andApril 2, 2020 Board of Directors Regular Meeting

2. Approve 2019/2020 Legislative Positions

3. Receive and File Quarterly RMT Report Q1 2020

Motion: Director Sean Ashton, Downey Second: Director Corey Calaycay, Claremont Vote: Items 1, 2, and 3 were approved by a roll call vote.

IV. REGULAR AGENDA

4. Approve Renewable Energy Power Purchase and Energy Storage Agreementsand Authorize the Executive Director to Execute the Following Agreements: 15-Year Renewable Energy Power Purchase Agreement with HDSI, LLC; 10-YearRenewable Power Purchase Agreement with Kaweah River Power Authority; and15-year Energy Storage Agreement with Edwards Sanborn Storage II, LLC

Natasha Keefer, Director of Power Planning & Procurement, provided a presentation on the item, highlighting requested actions, background on CPA’s 2019 Request for Offers (RFOs) and portfolio considerations, RFO results, and

Agenda Page 5


compliance obligations. Ms. Keefer further discussed how the projects fit into the context of the broader RFO and provided project overviews, noting that the projects’ benefits outweigh the costs, indicating a positive Net Present Value.

At the request of Chair Mahmud, Ms. Keefer provided clarification on the meaning of a “run of river hydro” reference of the Kaweah project, indicating that those types of facilities are located on existing reservoirs and produce electricity whenever water flows. In response to Chair Mahmud’s clarification of KRPA’s sale of the project to Eagle Creek, and Ms. Keefer characterized Eagle Creek as an experienced owner and operator of hydro-projects and that the sale can be of benefit to CPA as Eagle Creek can ensure facilities are fully optimized.

Motion: Director Christian Horvath, Redondo Beach Second: Director Kevin McKeown, Santa Monica Vote: Item 4 was approved by a roll call vote.

5. Adopt Resolution No. 20-05-006 to Approve 2020 Rates for Phase 1 & 2 Non-Residential Customers, Resolution No. 20-05-007 to Approve 2020 Rates for Phase 4 & 5 Non-Residential Customers, and Resolution No. 20-05-008 to Approve 2020 Rates for Phase 3 & 5 Residential Customers

Matthew Langer, Chief Operating Officer, provided a presentation of the proposed rate changes, noting that a small upward increase in CPA generation rates is recommended to maintain bill comparisons at the current Board-approved level; and discussed the average CPA customer bill, adding that the 7% increase was almost entirely due to increases in SCE transmission and delivery rates. Mr. Langer emphasized that modifying the rate comparisons that the Board adopted in 2019 would cause a significant loss of revenue to CPA and financial uncertainty caused by COVID-19 related impacts to load, revenue, and 2021 PCIA potential increases, meant that a change to the overall rate setting approach, including the subset customer rates, would be risky. Lastly, Mr. Langer touched on the increase of SCE rates and the Peak Management Pricing (PMP) response program.

Directors Ashton and Maloney asked about messaging to the community regarding the increase in Edison transmission rates, with Director Maloney emphasizing an issue of misinformation for residents in Alhambra from the SCE call center.

Mr. Langer indicated that staff developed a multi-pronged strategy for customer education and that monthly check-ins have been scheduled with SCE to provide feedback and training to call center staff, among other efforts to prevent misinformation.

Chair Mahmud expressed concern over Edison’s increase in transmission and distribution costs, noting that increases may continue as Edison conducts improvements on infrastructure and to mitigate wildfire liability. Chair Mahmud remarked that CPA can play a role by increasing its presence at the California Public Utilities Commission (CPUC), as well as address distribution costs by enhancing local generation.

Mr. Langer indicated that staff was evaluating several local procurement and resiliency projects, in addition to behind-the-meter resources and resiliency

Agenda Page 6


projects in member jurisdictions to reduce some of the distribution costs, however, noted that those effects would be indirect and long-term.

Director Kulcsar expressed concern over the subset rate setting approach noting that the City of Carson understood the approach to be temporary. Mr. Bardacke elaborated on CPA’s long-term goal to move to a cost of service-based approach to better align costs with rates. Chair Mahmud added that the Executive Committee discussed a rate change to subset customers, however, a lower rate-setting approach did not appear to be a stable option this year and that CPA should make sure it could sustain a lower level of subset rates in order to avoid putting member agencies in a position of continuously changing electricity providers.

Director Luevanos commented that it is unknown how much of Edison’s costs for resiliency and wildfire mitigation are passed on to customers and CPA can help to ensure that Edison does not pass through all costs whenever possible.

Mr. Bardacke responded that CPA expected to increase engagement at the regulatory level regarding how Edison’s rates are set.

Motion: Director Christian Horvath, Redondo Beach Second: Vice Chair Kuehl, Los Angeles County Vote: Item 5 was approved by a roll call vote.

6. Authorize Expenditure of $1 million in Bill Assistance for Residential and Small Business Customers Impacted by COVID-19 and Approve Amendment to FY 2019/20 Budget

Mr. Bardacke summarized the staff recommendation to authorize an expenditure of $1 million in bill assistance for customers impacted by COVID-19. The proposed bill assistance would be presented as an automatic bill credit for small business customers who signed up for payment plans and an automatic bill credit for residential customers newly enrolled in CARE, FERA, and Medical Baseline programs, or payment plans, and that eligibility requirements for those financial assistance programs have been relaxed. Vice Chair Kuehl asked if targeted outreach can be expanded to reach new audiences, such as those newly unemployed. Mr. Bardacke indicated that staff has found targeted Facebook advertisements in monolingual communities to have been effective and that those outreach efforts can be expanded to target new audiences and emphasize resources for those who are recently unemployed. Chair Mahmud requested that staff report back to the Board on any movement of funds for the program and expressed gratitude for the staff’s quick response with a viable plan.

Motion: Director Corey Calaycay, Claremont Second: Director Kevin McKeown, Santa Monica Vote: Item 6 was approved by a roll call vote.

Agenda Page 7


7. Presentation on FY 2020/21 Budget Priorities

Mr. Bardacke provided an overview of the 2020/21 budget priorities, emphasizing the uncertainty in load forecasting that affects revenue and cost of energy which comprise over 90% of the budget. Mr. Bardacke indicated that priorities for the coming fiscal year includes building additional risk management and analytical capabilities to better manage the $700 million of costs in energy procurement.

Mr. Bardacke stated that the organization will aim to limit short term exposures while preparing internally for heightened risk and economic recovery, and described staffing priorities in the coming year. Mr Bardacke described a FY 2020/21 staff cost benchmark of 1% of revenue and noted that this was one-half or less than the average of other large CCAs. Mr. Bardacke showed an organizational chart that indicated CPA was looking to increase staff headcount to 43 positions over the course of FY 2020/21 and noted that this was subject to meeting the 1% benchmark and management discussion about how to best deploy the staffing budget.

Chair Mahmud commended staff for producing quality work during unprecedented times.

Harvey Eder provided public comment. V. MANAGEMENT UPDATE

Mr. Bardacke provided an overview of the following topics: CPA’s financial performance regarding key indicators on profitability, liquidity, and load forecasting. Mr. Bardacke noted that the decrease in load has been manageable, cashflow has held up well, and the aging of accounts receivable maintained a steady pace. Lastly, Mr. Bardacke shared that the individual customer status reports that are provided to member jurisdictions will now include data on payment plans and CARE/FERA/Medical Baseline customers.

VI. COMMITTEE CHAIR UPDATESLegislative & Regulatory Committee Chair Horvath discussed a letter signed by CPA’s leadership to encourage representation of CCAs in the Governor’s Jobs and Business Recovery Taskforce. Chair Horvath also indicated staff identified a robust legislative agenda, although most legislative efforts have been focused on COVID-19 relief efforts.

Energy Committee Chair McKeown thanked the Board of Directors for their support in approval of Energy Storage and Power Purchase Agreements and discussed the shifting arena in energy projects and recognized the efforts of staff.

Finance Committee Chair Gold was not present.

VII. BOARD MEMBER COMMENTSVice Chair Kuehl touched on the new health orders from Los Angeles County, noting that the plans for a Phase 2 reopening of County facilities will mirror the Governor’s orders.

Agenda Page 8


Director Zuckerman inquired asked for an update on tenant improvements for CPA’s office space and Mr. Bardacke responded that construction plans have not yet been submitted but staff has kept the move on track.

Vice Chair Parks thanked staff for their work in keeping CPA operations flowing smoothly and the Energy Committee for the energy storage and power purchase agreements approved by the Board.

VIII. REPORT FROM THE CHAIRBoard Chair Mahmud discussed the scheduling of the Board Retreat and encouraged Board Members to ensure their member jurisdictions reminded residents and commercial customers of eligibility for COVID-19 relief.

IX. CLOSED SESSION

PUBLIC EMPLOYEE PERFORMANCE EVALUATION: Title: Executive Director Government Code Section 54957

General Counsel Nancy Whang reported that no action was taken but direction was provided to staff.

There was no public comment.

X. ADJOURN – NEXT REGULAR MEETING JUNE 4, 2020

Chair Mahmud adjourned the meeting at 5:28 p.m.

Agenda Page 9

Staff Report – Agenda Item 2

To: Clean Power Alliance (CPA) Board of Directors

From: Natasha Keefer, Director of Power Planning and Procurement

Approved by: Ted Bardacke, Executive Director

Subject: Authorize the Executive Director to execute Task Order TEA-#5 with The Energy Authority (TEA) for Power Procurement and Advisory Services for the period of July 1, 2020 to December 20, 2020 for a not-to-exceed budget of $175,000

Date: June 4, 2020

RECOMMENDATION

Authorize the Executive Director to execute Task Order TEA-#5 with The Energy

Authority (TEA) for Power Procurement and Advisory Services for the period of July 1,

2020 to December 20, 2020 for a not-to-exceed budget of $175,000.

BACKGROUND In December 2017, the Board of Directors authorized execution of a three-year Resource

Management Agreement (RMA) with TEA for a variety of services related to power

procurement and delivery, including scheduling coordination with the California

Independent System Operator (CAISO), power trading activities, load and energy price

forecasting, risk management, and congestion revenue rights (CRR) management. The

RMA was the result of a competitive Request for Proposals (RFP) process that included

11 bidders.

Also, in December 2017, CPA executed a three-year TEA Task Order No. 1 (TEA-#1)

with TEA for Scheduling and Congestion Revenue Rights Management. In February

2019, the Board approved an amendment to TEA-#1 to account for CPA’s four-phase

Return to Agenda

Agenda Page 10


enrollment schedule. TEA continues to perform as CPA’s scheduling coordinator under

TEA-#1, which will expire in December 2020.

In April 2018, the Board authorized the execution of a six-month duration TEA Task Order

No. 2 (TEA-#2) with TEA for power procurement and advisory services with a not-to-

exceed budget of $375,000. At the expiration of TEA-#2 in October 2018, the Board

authorized execution of TEA Task Order No. 3 (TEA-#3) for power procurement and

advisory services to cover the term of October 10, 2018 to June 30, 2019, with a not-to-

exceed budget of $550,000. In June 2019, the Board approved an amendment to TEA-

#3 to increase the not-to-exceed budget to $760,000 and extend the term of the contract

from June 30, 2019 to September 30, 2019. In October 2019, The Board authorized the

execution of TEA Task Order No. 4 (TEA-#4) for power procurement and advisory

services to cover the period of October 1, 2019 to June 30, 2020 for a not-to-exceed

budget of $600,000.

On March 23, 2020, CPA issued a competitive RFP for CAISO Scheduling Coordinator

(SC) Services and CRR Portfolio Management1 in anticipation of the expiration of TEA-

#1 in December 2020. These services would cover a term beginning in July 2020 until

October 31, 2022 and includes a 3-month transition period between providers, if needed.

The scope of services includes a 7-day, 24-hour CAISO market interface, resource

optimization, CAISO settlement validation, and CRR management. In addition, the scope

of services includes several Middle Office functions that are currently being provided

under TEA-#4 and that will continue to be provided for a limited time under TEA-#5.

DISCUSSION In conjunction with the expiration of TEA-#4 at the end of June 2020 and until the

commencement of a new SC Services/CRR Portfolio Management contract, CPA is

seeking a short-term new Task Order (TEA-#5) with TEA for limited Power Procurement

and Advisory Services, focused primarily on Middle Office functions (including

counterparty credit monitoring, deal capture, and cost of energy modeling).

1 CPA received seven responses to the RFP, is currently conducting interviews, and will present its proposed selection to the Board for consideration in July.

Agenda Page 11


Changes to the Task Order reflect a significantly reduced scope of work, particularly in

the areas of load forecasting, procurement services, and compliance, given CPA’s in-

sourcing of key power procurement staff, as well as moving many services from hourly

based to fixed fee based.

Task Order TEA-#5 includes the following services:

• Middle Office Services (Section 1.1) – includes maintaining CPA’s deal capture

and system of record, calculating CPA’s projected power supply costs, providing

counterparty credit monitoring, biweekly reporting on market fundamentals, and

other regular portfolio data reporting. These services will be provided on a fixed

monthly fee.

• Portfolio Management and Procurement Advisory Services (Section 1.2) – ad hoc

transaction procurement and strategy and analysis related to CPA’s energy

portfolio. These services will be provided on a time and materials basis.

FISCAL IMPACT

The cost of Task Order TEA-#5 services is incorporated into the FY 2020/21 budget,

which includes procurement and middle office services costs for the entire fiscal year.

ATTACHMENT 1) Task Order TEA-#5

Agenda Page 12

BOARD OF DIRECTORS ITEM 2 – ATTACHMENT 1

Task Order #5, Page 1 RESOURCE MANAGEMENT AGREEMENT BETWEEN THE ENERGY AUTHORITY, INC. AND

CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA

Task Order TEA-#5 for Power Procurement and Advisory Services

This Task Order TEA #5 for Power Procurement and Advisory Services (“TEA-#5”) is made and entered this 1st day of July, 2020 (the “TEA-#5 Effective Date”) and shall conclude on December 20, 2020 (“Term”), by and between The Energy Authority, Inc. (“TEA”) and Clean Power Alliance of Southern California (“CPA”), and the terms and conditions contained herein are hereby incorporated by reference as part of the certain Resource Management Agreement dated the 28th day of December, 2017 (the “RMA”). TEA and CPA are sometimes referred to herein individually as a “Party,” or collectively as the “Parties.” Defined terms used herein, but not specifically defined, shall have the meanings set forth in the RMA or in the CAISO Tariff. TEA-#5 supersedes and replaces TEA-#4 which expired on June 30, 2020.

Section 1 Scope of Services.

During the term of this TEA-#5, TEA shall provide to CPA certain power procurement and related services (“Services”), as more particularly described herein.

Section 1.1 Middle-Office Services.

TEA will provide the following mid-office services:

Section 1.1.1 Deal Capture and System of Record • Enter Transactions executed by CPA for all product types, except as noted below, into

TEA’s system of record. TEA will provide CPA with access to its Transaction data in afile format that is mutually agreeable to TEA and CPA. Long-term Power Purchase Agreements (“PPAs”) executed by CPA will not be

entered into TEA’s system of record, however, will be manually entered into endof day reports and any reporting related to portfolio performance, financialanalysis, or planning, as appropriate.

• Communicate with CPA staff to validate all new CPA contracts in the system of record.

Section 1.1.2 CPA Cost of Energy Model Support • Support CPA’s Cost of Energy Model by providing updates of CPA’s projected power

supply costs, on an accrual basis. Updates will be provided quarterly (a “Regular Update”)or upon demand (an “On-Demand Update”) in the event that either (i) CPA’s load forecastis revised or (ii) energy market prices move significantly. Work done to support the Costof Energy Model beyond the first On-Demand Update in any rolling thirty (30) day periodwill be billed on a time and materials basis at the current TEA Billing Rates. Standardmodel updates for the Regular Update include the following: Load, peak, and customer count forecast updates Price forecast

• Energy at trading hub, DLAP, plus adjustment for load shaping• Carbon Free and Renewable Energy provided by CPA• Resource Adequacy provided by CPA

Position Management• Energy• Resource Adequacy requirements

o Annual process

Agenda Page 13




o Quarterly, California Public Utilities Commission (“CPUC”) updates

o Update monthly expected resale percentages provided by CPA o Update PPA net qualifying capacity (“NQC”) values

• Environmental Product Position Management and accounting o Update load with historic actuals o Maintain manual log of environmental deals and deliveries to

track delivered volumes in TEA’s system of record o Model PPAs and deals with unique cash flow o Update CPA’s environmental goals and resale/purchase plan

• Maintain connection of CPA Cost of Energy Model to TEA’s Cash Flow at Risk Model

o Update revenues o Check model validity

• Maintain record of key power cost model inputs. • Receive CPA sign-off on changes to power cost model assumptions and calculation

methodology.

Section 1.1.3 Credit and Compliance • Conduct daily monitoring and reporting on CPA’s counterparty credit. • Provide credit limit recommendations consistent with CPA’s Credit Protocols and

provide recommendations for transaction level credit support. • Verify that executed Transactions: (i) match an official delegation of CPA’s Risk

Management Team (“RMT”) or authorized CPA individual, (ii) have undergone review based on CPA’s transaction approval process, and (iii) conform with CPA’s Energy Risk Management Policy and Credit Protocols.

CPA shall provide TEA in writing with the current (i) official delegation of CPA’s RMT and CPA

individual, if any, who are authorized for Transactions, (ii) CPA’s transaction approval process, and (iii) CPA’s Risk Management Policy and Credit Protocols.

Section 1.1.4 Reporting

• TEA will provide the following reports through a secure web-portal: o Counterparty credit report, Realized and Unrealized transactions for Carbon Free,

Power, Renewable Energy Certificates (“RECs”) o Energy Risk Management Policy compliance report o Daily up-to-date cash and forward position reports for all products, including

expected payment date and contract, based upon information available. o Daily activity (with delegation matrix) o System Hedge Limits and Exposure Summary Report o Copies of all CPA’s contracts and agreements related to Transactions o Official record of CPA’s Transactions, including checklist and approvals

• Prepare materials for and participate in two meetings per month providing guidance on market fundamentals and informing CPA on changes occurring in the markets and the underlying drivers of those changes.

• Prepare materials related to Services performed under Section 1.1 for CPA meetings including the Risk Management Team, as requested.

Agenda Page 14




Section 1.2 Portfolio Management and Procurement Advisory Services.

Subject to the terms and conditions of the RMA and in conformance with CPA’s Energy Risk Management Policy, TEA shall provide certain Services on behalf of CPA for Transactions with CPA counterparties, as agent utilizing CPA’s contracts with CPA counterparties supported by CPA credit. For purposes of this TEA-#5, “Transactions” means the purchase and sale of electricity products, including fixed priced energy, Resource Adequacy capacity, renewable energy, carbon free and/or Asset Controlling Supplier energy.

TEA will coordinate with CPA staff, its consultants, and legal counsel on issues affecting procurement, including the following, upon request:

• Provide CPA staff with guidance on the strategy and timing of hedging decisions.• Provide CPA staff with guidance on market fundamentals and inform CPA staff on changes

occurring in the markets and the underlying drivers of those changes beyond the regular reportingdescribed in Section 1.1.

• Work with CPA staff and its legal counsel to provide subject matter expertise on the commercialaspects of power supply transactions, as requested. Provide commercial analysis of alternativepower products and input on confirmation agreements.

• Assist CPA staff with meeting its California Air Resource Board (“CARB”) complianceobligations, including quantifying CPA’s obligation and advising on methods and steps inprocuring and retiring greenhouse gas emissions allowances.

Section 2. Term and Termination of this TEA-#5.

Section 2.1 Term.

This TEA-#5 shall commence on the TEA-#5 Effective Date and shall continue through December 20, 2020 (the “TEA-#5 Term”).

Section 2.2 Termination.

Notwithstanding Section 4.1 and subject to Section 4.2 of the RMA, either Party may terminate all or a portion of services under this TEA-#5 by providing a minimum of fourteen (14) days prior written notice of a designated termination date (the “TEA-#5 Termination Date”) to the other Party (the “TEA-#5 Termination Notice Period”). For the TEA-#5 Termination Notice Period, (i) CPA shall continue to be obligated to pay TEA the Services Fees owed for Services Rendered and owing up to and including the end of the Termination Notice Period, and (ii) TEA shall render Services for both through the TEA-#5 Termination Date.

Section 3. Compensation for Services Provided Under this TEA-#5.

Section 3.1 Fixed Monthly Fee.

For the Services defined in Section 1.1, CPA shall pay to TEA a fixed monthly service fee of Twenty-Six Thousand Seven Hundred Dollars ($26,700.00) (the “Fixed Monthly Fee”).

Section 3.2 Variable Services Fee.

Agenda Page 15




For the Services defined in Sections 1.2, CPA shall pay to TEA an amount determined using the hourly billing rates provided in Section 7 multiplied by the hours of work performed by TEA (the “Variable Services Fee”).

Section 3.3 Service Fee Limit.

The total amount of Service Fees under this TEA-#5, for both the Monthly Fixed Fee and Variable Services Fees (collectively, the “Service Fees”) shall not exceed One Hundred Seventy Five Thousand Dollars ($175,000.00) (the “Service Fees Limit”) without the prior written consent of CPA. If the Service Fees Limit is reached, TEA shall not be obligated to CPA to continue to provide time and materials Services under Section 1.2 or Fixed Monthly Fee Services under Section 1.1 of this TEA-#5, unless and until TEA receives written authorization from CPA as to an additional amount authorized.

Section 4. Controlling Terms and Conditions.

The provisions of this TEA-#5 are subject to the Terms and Conditions of the RMA between the Parties. If any provisions of this TEA-#5 conflict with any provisions in the RMA, the provisions of the RMA shall take precedence.

Section 5. Expenses and Reimbursement.

Actual out-of-pocket expenses for travel and participation in on-site meetings are in addition to the Services Fees outlined in Section 3 herein, however, will be included in the calculation of the Service Fee Limit. Travel costs such as airfare, hotel, ground transportation, or meals (hereinafter, “Expenses”) will be billed in the amount incurred by TEA for actual out-of-pocket cost, without any additional mark-up by TEA. Any Expenses incurred shall be billed for the month in which the Expenses are incurred. Air travel will be purchased at coach class fares, with advance purchase discounted tickets used when scheduling permits. Expense reports detailing all Expenses, along with receipts, shall be presented to CPA for reimbursement.

Section 6. Settlement, Billing, and Payment Terms.

Section 6.1 Direct CPA Counterparties.

During the TEA-#5 Term, TEA shall not be responsible for credit support or payments for Transactions for CPA with counterparties (hereinafter, “Direct CPA Counterparties”), other than obligations related to CAISO, as more particularly described in Task Order 1 for Scheduling Coordinator and CRR Management Services (“Task Order #1”). CPA is responsible for making procurement and credit related decisions, as well as any Credit Risk, with regard to Direct CPA Counterparties, whether or not CPA takes credit recommendations from TEA. For purposes of this paragraph, “Credit Risk” is the risk that a Direct CPA Counterparty may not meet its contractual or financial obligations as they come due and any financial loss in the event of such CPA Counterparty default.

Section 6.2 Hourly Billing and Payments.

TEA billable hourly fees, if any, will be tracked and itemized for each month in which TEA services are performed under this TEA-#5. Itemized fees will include complete and thorough descriptions of specific work performed. TEA will bill CPA on a monthly basis for the amount of fees owed as Service Fees, or

Agenda Page 16




other billable hourly fees (hereinafter, “Compensation”) pursuant to Section 4 of this TEA-#5 plus Expenses, if any. TEA will provide an invoice no later than 30 days following the month in which service was performed. Such billable amounts may be (i) itemized on the same monthly invoice(s) related to Task Order #1, or (ii) billed by TEA on an individual invoice for Services related to TEA-#5.

For Service Fees due under this TEA-#5, CPA shall pay each undisputed invoice no later than thirty (30) days (each an “Invoice Due Date”) after receiving the invoice from TEA. CPA will send payment asdesignated in Section 6.3 herein, or as otherwise designated by TEA.

Section 6.3 Notices and Invoices.

TEA shall submit all correspondences and invoices under the RMA and TEA-#5 to:

Clean Power Alliance Attn: Executive Director 555 West 5th Street, 35th Floor Los Angeles, CA 90013 Email: [email protected] (invoices) Email: [email protected] (notices)

Unless otherwise provided by TEA, CPA will send payment via electronic funds transfer to TEA’s bank account addressed to:

The Energy Authority, Inc. 301 W. Bay Street, Suite 2600 Jacksonville, Florida 32202 Attention: Daina Dean, Accounting

The Parties agree to cooperate to develop and supplement the procedures related to billing and payments for the orderly implementation of Sections 6.1 through 6.3 herein; provided, however, that nothing herein shall require either Party to agree to an amendment to the terms of those sections of this TEA-#5.

Section 6.4 CPA Failure to Pay.

CPA’s failure to make timely payments for undisputed amounts to TEA under this TEA-#5 before or on each Invoice Due Date, may be considered a breach of the payment terms of this TEA-#5. In the event such a breach is not cured within thirty (30) calendar days (the “Cure Period”) following written notice by TEA of the past due invoice amount, then CPA shall be in default (an “Event of Default”). Notwithstanding the forgoing, if the payment of the past due amount would result in the Service Fees Limit being exceeded, then the Cure Period for payment shall be increased to sixty (60) calendar days, to allow payment authorization at the next CPA board meeting. Upon the occurrence of an Event of Default, TEA may, without waiving any other remedies:

(a) Apply a Late Fee amount to invoices past due, as allowable, under Section 6.5 herein; and/or

(b) Give notice of Termination of this TEA-#5 and all Services provided for herein pursuant to theprocess set forth in Section 2.2 herein.

Agenda Page 17






Notwithstanding the forgoing, TEA shall not be obligated to CPA to provide Services under this TEA-#5 beyond either: (i) the TEA-#5 Term, or (ii) the TEA-#5 Termination Date.

Section 6.5 Late Payments.

Any payment for Services under TEA-#5 that is not received by TEA on or before the Invoice Due Date required may incur a late fee and be subject to Cure Period. The late fee shall be calculated by multiplying the total undisputed outstanding balance by the lesser of (i) the Interest Rate (as described in RMA Section 25.2), or (ii) the maximum rate allowable by state law for the number of days which the balance remains outstanding (the “Late Fee”).

Section 7. Billing Rates.

The TEA Billing Rates shown in the table below are applicable to any work performed by TEA under TEA-#5 for which TEA is compensated on the basis of actual hours worked by TEA staff. Billing rates are fixed for the term of this Task Order.

Job Group Billing Rate

$/hour Principal Consultant $315 Senior Consultant / Project Manager $265 Consultant $195 Analyst $155 Clerical $95

Section 8. Functions Performed by CPA.

Unless otherwise mutually agreed to by the Parties, activities not expressly provided for herein are considered not within the scope of services for this TEA-#5 and shall not be performed by TEA, unless otherwise addressed in a separate Task Order or an amendment to this TEA-#5.

Section 9. Amendment.

This TEA-#5 may only be amended by an instrument in writing signed by each Party’s authorized representative.

Section 10. Compliance with CPA Policies.

TEA shall comply with any policies, requirements, forms, or other documents governing contractor conduct (“CPA Policies”) that CPA may issue from time to time, provided that such CPA Polices are timely provided to TEA in writing.

Section 11. No Recourse Against Constituent Members of CPA.

CPA is organized as a Joint Powers Authority in accordance with the Joint Exercise of Powers Act of the State of California (Government Code Section 6500, et seq.) pursuant to the Joint Powers Agreement

Agenda Page 18




and is a public entity separate from its constituent members. CPA shall solely be responsible for all debts, obligations, and liabilities accruing and arising out of this Agreement. Contractor shall have no rights and shall not make any claims, take any actions or assert any remedies against any of CPA’s constituent members in connection with this Agreement.

[Signature Page to Follow]

Agenda Page 19




IN WITNESS WHEREOF, the Parties hereto have caused this TEA-#5 to be executed by their respective duly authorized representatives as of the date written in the first paragraph of this TEA-#5.


By:

Name: Theodore Bardacke

Its: Executive Director

Date: _________________________

ATTEST:

By: _____________________________

Name: Nancy Whang

Title: General Counsel

Date: _________________________

THE ENERGY AUTHORITY, INC.

By:

Name: Joanie C. Teofilo

Its: President and CEO

Date: ______________________

Agenda Page 20



From: Christian Cruz, Community Outreach Manager

Approved By: Ted Bardacke, Executive Director

Subject: Community Advisory Committee (CAC) Report

Date: June 4, 2020

RECOMMENDATION

Receive and file the April and May 2020 report from the Community Advisory Committee

(CAC).

APRIL 16, 2020 MEETING SUMMARY

Operations & Finance Update The CAC received an update on CPA operations, including information on CPA’s COVID-

19 protections in coordination with SCE to assist customers experiencing economic

hardships. These protections include the following:

• Streamlined qualification for CARE/FERA financial assistance programs and

suspension of renewal requirement for customers already enrolled in

CARE/FERA;

• Increased amounts for one-time bill assistance through SCE;

• Bill payment plan options; and

• Suspension of electric service disconnections due to nonpayment of bills.

The CAC provided substantial input and feedback on ideas to develop and implement a

Covid-19 assistance program for CPA customers. There was general support for a

program that provided targeted assistance to pay for energy bills and that was easy for

customers to access and with a low administrative burden for CPA.

Return to Agenda

Agenda Page 21


Community Based Organization Grant Update The CAC received an update on the Community Based Organization (CBO) Outreach

Grant program, which the CAC has been significantly involved in since inception. This

program made available eight grants of up to $20,000 each in 2020 for local CBOs,

nonprofits, and chambers of commerce to partner with CPA and help reach customers in

disadvantaged communities to connect them with financial assistance and local

programs. Staff designed the CBO Grant program to account for early feedback from the

CAC about how to better engage CPA’s hard-to-reach and vulnerable customer

populations. Staff and a voluntary review team of four CAC members reviewed eleven

applications for the CBO Grant program and CPA is moving forward with six grant awards.

Rates Review The CAC also received an update on CPA’s proposed rate adjustments for 2020 that,

except for subset customers, continue to maintain the established rate comparison

ranges to SCE rates. This rate adjustment, on average, will raise CPA customer bills by

approximately 7% due, in large part, to SCE’s increase of its transmission and delivery

rates. The CAC discussed customer messaging around the difference between CPA

charges and SCE charges.

MAY 21, 2020 MEETING SUMMARY Operational Update The CAC received an update on the electric vehicle (EV) charging component of the CPA

Power Response Program, CPA’s newly launched set of customer programs. CPA’s

strategic accounts team has been working with jurisdictions in both LA and Ventura

Counties to enroll qualifying municipal accounts into the EV charger program. To date,

both the Cities of Beverly Hills and Culver City have joined the program with a third

member agency currently considering participation.

CPA COVID-19 Relief Program The CAC received an overview of the Board-approved $1 million COVID-19 Relief

program, which the CAC had previously discussed and supported in concept at its April

meeting.

Agenda Page 22


Staff presented the CAC with an overview of the CPA’s “Stay Engaged” During COVID-

19 Communications Campaign, which has two phases:

• First, updating CPA’s website and the CPA message on customers’ SCE electric

bills with prominent information. in conjunction with social media posts

• Second, distributing additional social media ads, which have proven to be effective

particularly with Spanish and Chinese language audiences, and radio and news

advertisements.

The CAC was in support of this program and engaged in a discussion with staff about

how they can help get the message out to vulnerable customers about CPA’s COVID-19

Relief bill credits.

CPA’s Fiscal Year 2020/21 Outlook The CAC received a detailed review of CPA’s financial outlook for the upcoming 2020/21

fiscal year (FY). The cost of energy has been impacted by the current recession, which

has driven electricity use and energy prices, but Shelter in Place (SIP) and recession

impacts are still uncertain. Additionally, for FY 2020/21, customer programs were

budgeted at $1.36 million. CPA expects to have approximately $5-7 billion of renewable

energy and storage projects under contract over the next fiscal year, however, that is

dependent on future energy demand and pricing.

CAC members have continuously expressed appreciation for the quick action of the

Board and staff to help impacted customers and noted that the fiscal update was very

thorough. CAC members requested that staff provide more detail on the reserve policy.

ATTACHMENTS

1) CAC Meeting Attendance

Agenda Page 23


Community Advisory Committee Attendance 2020

Jan Feb Mar Apr May Jun Jul Aug Sept Oct

East Ventura/West LA County Angus Simmons (Vice Chair) A Vacant Lilian Mendoza A A

San Gabriel Valley Richard Tom A Robert Parkhurst (Vice Chair)

West/Unincorporated Ventura County Lucas Zucker A A Steven Nash

South Bay David Lesser

Emmitt Hayes

Gateway Cities Jaime Abrego Vacant

Westside Cris Gutierrez A David Haake (Chair) A

Unincorporated LA County Neil Fromer A Kristie Hernandez A A A

Major Action Items and Presentations January Executive Director Update GHG Free Procurement Goals and Resources February Integrated Resources Plan Update CBO Grant Update March CPA operations update Local Programs Strategic Plan Update April CPA operations update New Rates May COVID-19 Bill Assistance Program FY 2020/21 Financial Outlook

Agenda Page 24



From: Matthew Langer, Chief Operating Officer

Approved By: Ted Bardacke, Executive Director

Subject: Adopt Resolution No. 20-06-009 to Approve Adjusted 2020 Rates for Phase 1 & 2 Non-Residential Customers

Date: June 4, 2020

RECOMMENDATION Adopt Resolution No. 20-06-009 to approve adjusted 2020 rates for Phases 1 & 2 non-residential customers.

BACKGROUND AND DISCUSSION Southern California Edison (SCE) implemented its 2020 annual generation and Power

Charge Indifference Adjustment (PCIA) rate changes on April 13, 2020. On May 7, 2020,

the CPA Board adopted rate changes in response to SCE’s April 2020 rate change in

order to maintain the same rate comparisons that were adopted by the Board throughout

2019 (1% discount for Lean Power, parity for Clean Power, and 9% premium for 100%

Green Power). SCE will implement another rate change effective June 1, 2020. While this

rate change will mostly impact SCE-controlled delivery rates paid by all customers, it also

includes an increase to the PCIA paid by CPA’s Phase 1 and 2 customers. The staff

recommended rate change, as reflected in Resolution No. 20-06-009 (Attachment 1), will

ensure that the PCIA increase does not result in a net change to Board-adopted rate

comparisons for Phase 1 and 2 customers.

Bifurcation due to ERRA trigger On January 31, 2019, the CPUC approved SCE’s request to recover part of its costs

related to its $825 million 2018 undercollection from departing CPA customers through

the PCIA. This retroactive cost recovery is known as the “trigger.” Implementation of the

trigger by SCE resulted in a one-year increase to the PCIA for customers who enrolled in

Return to Agenda

Agenda Page 25


2019. CPA’s Phase 1 and 2 commercial customers, because they enrolled in 2018, were

charged a lower PCIA by SCE than Phase 4 commercial customers because they did not

pay the trigger and they received a credit in the PCIA to refund overcollections from the

prior year. Therefore, in April 2019 CPA elected to “bifurcate” its commercial rates, so

that customers on the same rate schedule would generally pay the same overall rate after

taking into account the PCIA.

The ERRA trigger was removed from the PCIA in April 2020, but the credit for Phase 1

and 2 customers remained. As a result, CPA continued to bifurcate commercial rates

when it adopted rates in May 2020 to ensure that most customers would continue to pay

the same overall rate regardless of when they were enrolled in CPA.

On May 13, 2020, SCE filed an Advice Letter that removed the credit from the PCIA for

Phase 1 and 2 customers. The resulting PCIA rates are now the same for all commercial

customers, so bifurcated rates are no longer required.

Rate Proposal Staff recommends an adjustment to rates for Phase 1 and 2 customers effective June 8,

2020, to ensure that all commercial customers continue to pay the same net rate after

taking into account the PCIA as they did when the Board adopted rates in May 2020.

Since Phase 1 and 2 customers are now paying a higher PCIA than before, without a rate

adjustment Phase 1 and 2 customers would pay more overall in generation related costs

and rates would fall outside the Board approved rate comparison targets.

Rates Approved May 7, 2020 Proposed Phase 1 and 2 Rates for June 8, 2020

19¢ 19.2¢ 20.8¢ 19¢ 19.2¢ 20.8¢

19.2¢ 19.2¢

Agenda Page 26


FISCAL IMPACT CPA’s May rate change was projected to increase CPA’s revenue by approximately $23

million over the next twelve months. The financial impact of this Phase 1 and 2 rate

adjustment will result in $2.5 million less projected revenue over the next twelve months.

ATTACHMENTS 1) Resolution No. 20-06-009

Rates Approved May 7, 2020 Proposed Phase 1 and 2 Rates for June 8, 2020

19.2¢ 19.2¢ 19.2¢ 19.2¢ 19.2¢ 19.2¢

Slight variation in PCIA PCIA now the same

Agenda Page 27

RESOLUTION NO. 20-06-009

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA TO APPROVE ADJUSTED 2020 RATES FOR PHASES 1 & 2 FOR NON-RESIDENTIAL CUSTOMERS

THE BOARD OF DIRECTORS OF THE CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA DOES HEREBY FIND, RESOLVE, AND ORDER AS FOLLOWS:

WHEREAS, the Clean Power Alliance of Southern California (formerly known as Los Angeles Community Choice Energy Authority) (“Clean Power Alliance” or “CPA”) was formed on June 27, 2017; and

WHEREAS, the CPA Board of Directors directed staff to procure power supply to provide three energy products (36% renewable, 50% renewable, and 100% renewable) and maximize non-emitting energy resources for the non-renewable portions of the portfolio; and

WHEREAS, the CPA Board of Directors also sought to set rates that are lower or competitive with those offered by Southern California Edison (SCE) for similar products and to provide price stability; and

WHEREAS, SCE is implementing Power Charge Indifference Adjustment (PCIA) rate changes requiring adjustments by CPA to realign with previous Rate Structure Approval for Phase 1 & 2 rate schedules for non-residential customers; and

WHEREAS, SCE rate changes are effective as of June 1, 2020.

NOW THEREFORE, BE IT DETERMINED, ORDERED, AND RESOLVED, BY THE BOARD OF DIRECTORS OF THE CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA THAT:

1. The proposed adjusted Phases 1 & 2 rate schedules as presented in Exhibit A are hereby approved effective as of June 8, 2020.

APPROVED AND ADOPTED this ____ day of ___________ 2020.

Diana Mahmud, Chair

ATTEST:

Gabriela Monzon, Secretary

BOARD OF DIRECTORS ITEM 4 - ATTACHMENT 1

Agenda Page 28

Exhibit A to Resolution 20-06-0092020 Phase 1 and 2 Non-residential Rate Schedules

CPA RATE TYPE SEASON TOU PERIOD LEAN CLEAN 100% GREENTOU‐GS‐1‐A Energy Summer ON‐PEAK 0.11299$ 0.11569$ 0.13863$

Energy Summer MID‐PEAK 0.10478$ 0.10731$ 0.12882$ Energy Summer OFF‐PEAK 0.09988$ 0.10231$ 0.12296$ Energy Winter MID‐PEAK 0.06370$ 0.06538$ 0.07970$ Energy Winter OFF‐PEAK 0.05552$ 0.05704$ 0.06992$

TOU‐GS‐1‐B Demand Summer ON‐PEAK 10.79$ 11.01$ 12.90$ Demand Summer MID‐PEAK 3.43$ 3.50$ 4.10$ Energy Summer ON‐PEAK 0.04993$ 0.05133$ 0.06324$ Energy Summer MID‐PEAK 0.04568$ 0.04699$ 0.05815$ Energy Summer OFF‐PEAK 0.04313$ 0.04439$ 0.05511$ Energy Winter MID‐PEAK 0.06370$ 0.06538$ 0.07970$ Energy Winter OFF‐PEAK 0.05552$ 0.05704$ 0.06992$

TOU‐GS‐1‐D Demand Summer ON‐PEAK 14.50$ 14.80$ 17.34$ Demand Winter MID‐PEAK 3.37$ 3.44$ 4.03$ Energy Summer ON‐PEAK 0.07562$ 0.07755$ 0.09395$ Energy Summer MID‐PEAK 0.06683$ 0.06858$ 0.08345$ Energy Summer OFF‐PEAK 0.03712$ 0.03826$ 0.04792$ Energy Winter MID‐PEAK 0.07030$ 0.07212$ 0.08759$ Energy Winter OFF‐PEAK 0.04509$ 0.04640$ 0.05746$ Energy Winter SUPER‐OFF‐PEAK 0.02951$ 0.03049$ 0.03882$

TOU‐GS‐1‐E Energy Summer ON‐PEAK 0.29341$ 0.29983$ 0.35437$ Energy Summer MID‐PEAK 0.10625$ 0.10881$ 0.13058$ Energy Summer OFF‐PEAK 0.06074$ 0.06237$ 0.07617$ Energy Winter MID‐PEAK 0.12577$ 0.12874$ 0.15392$ Energy Winter OFF‐PEAK 0.05103$ 0.05245$ 0.06455$ Energy Winter SUPER‐OFF‐PEAK 0.02621$ 0.02712$ 0.03488$

TOU‐GS‐1‐ES Energy Summer ON‐PEAK 0.41153$ 0.42038$ 0.49561$ Energy Summer MID‐PEAK 0.12134$ 0.12422$ 0.14863$ Energy Summer OFF‐PEAK 0.04146$ 0.04269$ 0.05311$ Energy Winter MID‐PEAK 0.11802$ 0.12083$ 0.14466$ Energy Winter OFF‐PEAK 0.04730$ 0.04864$ 0.06009$

Energy rates are shown in $/kWh and demand rates are shown in $/kW.Agenda Page 29


Energy Winter SUPER‐OFF‐PEAK 0.02382$ 0.02469$ 0.03202$ TOU‐GS‐1‐PRI‐A Energy Summer ON‐PEAK 0.11168$ 0.11435$ 0.13707$

Energy Summer MID‐PEAK 0.10347$ 0.10598$ 0.12726$ Energy Summer OFF‐PEAK 0.09857$ 0.10097$ 0.12140$ Energy Winter MID‐PEAK 0.06238$ 0.06404$ 0.07813$ Energy Winter OFF‐PEAK 0.05421$ 0.05570$ 0.06836$

TOU‐GS‐1‐PRI‐B Demand Summer ON‐PEAK 10.64$ 10.86$ 12.72$ Demand Summer MID‐PEAK 3.28$ 3.35$ 3.92$ Energy Summer ON‐PEAK 0.04908$ 0.05047$ 0.06223$ Energy Summer MID‐PEAK 0.04483$ 0.04613$ 0.05714$ Energy Summer OFF‐PEAK 0.04229$ 0.04353$ 0.05410$ Energy Winter MID‐PEAK 0.06285$ 0.06452$ 0.07869$ Energy Winter OFF‐PEAK 0.05468$ 0.05617$ 0.06891$

TOU‐GS‐1‐PRI‐D Demand Summer ON‐PEAK 14.40$ 14.69$ 17.22$ Demand Winter MID‐PEAK 3.26$ 3.33$ 3.90$ Energy Summer ON‐PEAK 0.07477$ 0.07669$ 0.09294$ Energy Summer MID‐PEAK 0.06599$ 0.06772$ 0.08244$ Energy Summer OFF‐PEAK 0.03628$ 0.03740$ 0.04691$ Energy Winter MID‐PEAK 0.06945$ 0.07126$ 0.08658$ Energy Winter OFF‐PEAK 0.04425$ 0.04553$ 0.05645$ Energy Winter SUPER‐OFF‐PEAK 0.02867$ 0.02963$ 0.03781$

TOU‐GS‐1‐PRI‐E Energy Summer ON‐PEAK 0.29210$ 0.29849$ 0.35280$ Energy Summer MID‐PEAK 0.10494$ 0.10747$ 0.12901$ Energy Summer OFF‐PEAK 0.05943$ 0.06103$ 0.07460$ Energy Winter MID‐PEAK 0.12446$ 0.12740$ 0.15236$ Energy Winter OFF‐PEAK 0.04972$ 0.05111$ 0.06298$ Energy Winter SUPER‐OFF‐PEAK 0.02490$ 0.02579$ 0.03331$

TOU‐GS‐1‐PRI‐ES Energy Summer ON‐PEAK 0.41022$ 0.41905$ 0.49404$ Energy Summer MID‐PEAK 0.12003$ 0.12288$ 0.14706$ Energy Summer OFF‐PEAK 0.04015$ 0.04135$ 0.05155$ Energy Winter MID‐PEAK 0.11671$ 0.11949$ 0.14309$ Energy Winter OFF‐PEAK 0.04599$ 0.04731$ 0.05852$ Energy Winter SUPER‐OFF‐PEAK 0.02251$ 0.02335$ 0.03045$



TOU‐GS‐1‐SUB‐A Energy Summer ON‐PEAK 0.11009$ 0.11273$ 0.13517$ Energy Summer MID‐PEAK 0.10189$ 0.10436$ 0.12537$ Energy Summer OFF‐PEAK 0.09699$ 0.09936$ 0.11950$ Energy Winter MID‐PEAK 0.06080$ 0.06243$ 0.07624$ Energy Winter OFF‐PEAK 0.05263$ 0.05408$ 0.06646$

TOU‐GS‐1‐SUB‐B Demand Summer ON‐PEAK 10.37$ 10.58$ 12.40$ Demand Summer MID‐PEAK 3.01$ 3.07$ 3.60$ Energy Summer ON‐PEAK 0.04837$ 0.04973$ 0.06137$ Energy Summer MID‐PEAK 0.04411$ 0.04539$ 0.05628$ Energy Summer OFF‐PEAK 0.04157$ 0.04280$ 0.05324$ Energy Winter MID‐PEAK 0.06213$ 0.06378$ 0.07783$ Energy Winter OFF‐PEAK 0.05396$ 0.05544$ 0.06805$

TOU‐GS‐1‐SUB‐D Demand Summer ON‐PEAK 14.18$ 14.48$ 16.96$ Demand Winter MID‐PEAK 3.05$ 3.11$ 3.65$ Energy Summer ON‐PEAK 0.07405$ 0.07595$ 0.09208$ Energy Summer MID‐PEAK 0.06527$ 0.06699$ 0.08158$ Energy Summer OFF‐PEAK 0.03556$ 0.03666$ 0.04606$ Energy Winter MID‐PEAK 0.06873$ 0.07052$ 0.08572$ Energy Winter OFF‐PEAK 0.04353$ 0.04480$ 0.05559$ Energy Winter SUPER‐OFF‐PEAK 0.02795$ 0.02890$ 0.03695$

TOU‐GS‐1‐SUB‐E Energy Summer ON‐PEAK 0.29052$ 0.29687$ 0.35091$ Energy Summer MID‐PEAK 0.10335$ 0.10586$ 0.12712$ Energy Summer OFF‐PEAK 0.05785$ 0.05941$ 0.07271$ Energy Winter MID‐PEAK 0.12288$ 0.12578$ 0.15046$ Energy Winter OFF‐PEAK 0.04813$ 0.04950$ 0.06109$ Energy Winter SUPER‐OFF‐PEAK 0.02332$ 0.02417$ 0.03142$

TOU‐GS‐2‐B Demand Summer ON‐PEAK 13.66$ 13.94$ 16.33$ Demand Summer MID‐PEAK 4.53$ 4.63$ 5.42$ Energy Summer ON‐PEAK 0.04825$ 0.04962$ 0.06128$ Energy Summer MID‐PEAK 0.04408$ 0.04536$ 0.05629$ Energy Summer OFF‐PEAK 0.04159$ 0.04283$ 0.05332$ Energy Winter MID‐PEAK 0.06251$ 0.06418$ 0.07834$ Energy Winter OFF‐PEAK 0.03222$ 0.03326$ 0.04212$




TOU‐GS‐2‐E Demand Summer ON‐PEAK 4.27$ 4.36$ 5.11$ Demand Winter MID‐PEAK 0.83$ 0.84$ 0.99$ Energy Summer ON‐PEAK 0.32956$ 0.33672$ 0.39764$ Energy Summer MID‐PEAK 0.06464$ 0.06635$ 0.08088$ Energy Summer OFF‐PEAK 0.03563$ 0.03674$ 0.04619$ Energy Winter MID‐PEAK 0.09358$ 0.09589$ 0.11549$ Energy Winter OFF‐PEAK 0.04116$ 0.04239$ 0.05281$ Energy Winter SUPER‐OFF‐PEAK 0.01981$ 0.02060$ 0.02728$


TOU‐GS‐2‐PRI‐D Demand Summer ON‐PEAK 19.31$ 19.71$ 23.09$ Demand Winter MID‐PEAK 3.80$ 3.87$ 4.54$ Energy Summer ON‐PEAK 0.07299$ 0.07487$ 0.09086$ Energy Summer MID‐PEAK 0.06371$ 0.06540$ 0.07977$ Energy Summer OFF‐PEAK 0.03470$ 0.03579$ 0.04508$ Energy Winter MID‐PEAK 0.05160$ 0.05304$ 0.06529$ Energy Winter OFF‐PEAK 0.04023$ 0.04144$ 0.05170$ Energy Winter SUPER‐OFF‐PEAK 0.01888$ 0.01965$ 0.02617$

TOU‐GS‐2‐PRI‐E Demand Summer ON‐PEAK 4.24$ 4.33$ 5.07$ Demand Winter MID‐PEAK 0.80$ 0.81$ 0.95$



Energy Summer ON‐PEAK 0.32835$ 0.33549$ 0.39620$ Energy Summer MID‐PEAK 0.06343$ 0.06512$ 0.07944$ Energy Summer OFF‐PEAK 0.03443$ 0.03551$ 0.04475$ Energy Winter MID‐PEAK 0.09238$ 0.09466$ 0.11405$ Energy Winter OFF‐PEAK 0.03996$ 0.04116$ 0.05137$ Energy Winter SUPER‐OFF‐PEAK 0.01861$ 0.01937$ 0.02584$

TOU‐GS‐2‐PRI‐R Energy Summer ON‐PEAK 0.21483$ 0.21963$ 0.26046$ Energy Summer MID‐PEAK 0.08977$ 0.09200$ 0.11093$ Energy Summer OFF‐PEAK 0.04029$ 0.04150$ 0.05177$ Energy Winter MID‐PEAK 0.06121$ 0.06285$ 0.07678$ Energy Winter OFF‐PEAK 0.03092$ 0.03194$ 0.04056$

TOU‐GS‐2‐R Energy Summer ON‐PEAK 0.21613$ 0.22096$ 0.26202$ Energy Summer MID‐PEAK 0.09108$ 0.09333$ 0.11249$ Energy Summer OFF‐PEAK 0.04159$ 0.04283$ 0.05332$ Energy Winter MID‐PEAK 0.06251$ 0.06418$ 0.07834$ Energy Winter OFF‐PEAK 0.03222$ 0.03326$ 0.04212$

TOU‐GS‐2‐SUB‐B Demand Summer ON‐PEAK 13.15$ 13.42$ 15.72$ Demand Summer MID‐PEAK 4.02$ 4.10$ 4.81$ Energy Summer ON‐PEAK 0.04632$ 0.04765$ 0.05897$ Energy Summer MID‐PEAK 0.04214$ 0.04339$ 0.05398$ Energy Summer OFF‐PEAK 0.03966$ 0.04085$ 0.05101$ Energy Winter MID‐PEAK 0.06058$ 0.06221$ 0.07603$ Energy Winter OFF‐PEAK 0.03029$ 0.03129$ 0.03981$


TOU‐GS‐3‐B Demand Summer ON‐PEAK 12.32$ 12.57$ 14.73$ Demand Summer MID‐PEAK 4.10$ 4.18$ 4.90$



Energy Summer ON‐PEAK 0.04428$ 0.04555$ 0.05635$ Energy Summer MID‐PEAK 0.04034$ 0.04153$ 0.05164$ Energy Summer OFF‐PEAK 0.03811$ 0.03926$ 0.04898$ Energy Winter MID‐PEAK 0.05279$ 0.05424$ 0.06653$ Energy Winter OFF‐PEAK 0.02987$ 0.03084$ 0.03912$


TOU‐GS‐3‐E Demand Summer ON‐PEAK 4.05$ 4.13$ 4.84$ Demand Winter MID‐PEAK 0.71$ 0.72$ 0.85$ Energy Summer ON‐PEAK 0.28765$ 0.29394$ 0.34735$ Energy Summer MID‐PEAK 0.05946$ 0.06105$ 0.07451$ Energy Summer OFF‐PEAK 0.03314$ 0.03418$ 0.04304$ Energy Winter MID‐PEAK 0.08043$ 0.08245$ 0.09958$ Energy Winter OFF‐PEAK 0.03832$ 0.03947$ 0.04922$ Energy Winter SUPER‐OFF‐PEAK 0.01836$ 0.01909$ 0.02536$


TOU‐GS‐3‐PRI‐D Demand Summer ON‐PEAK 18.31$ 18.69$ 21.89$ Demand Winter MID‐PEAK 3.21$ 3.28$ 3.84$ Energy Summer ON‐PEAK 0.06713$ 0.06887$ 0.08368$ Energy Summer MID‐PEAK 0.05854$ 0.06010$ 0.07340$ Energy Summer OFF‐PEAK 0.03222$ 0.03324$ 0.04193$



Energy Winter MID‐PEAK 0.04805$ 0.04939$ 0.06085$ Energy Winter OFF‐PEAK 0.03739$ 0.03852$ 0.04812$ Energy Winter SUPER‐OFF‐PEAK 0.01743$ 0.01815$ 0.02425$

TOU‐GS‐3‐PRI‐E Demand Summer ON‐PEAK 4.02$ 4.10$ 4.81$ Demand Winter MID‐PEAK 0.68$ 0.69$ 0.81$ Energy Summer ON‐PEAK 0.28651$ 0.29277$ 0.34598$ Energy Summer MID‐PEAK 0.05832$ 0.05988$ 0.07314$ Energy Summer OFF‐PEAK 0.03200$ 0.03301$ 0.04167$ Energy Winter MID‐PEAK 0.07929$ 0.08128$ 0.09821$ Energy Winter OFF‐PEAK 0.03717$ 0.03830$ 0.04785$ Energy Winter SUPER‐OFF‐PEAK 0.01721$ 0.01792$ 0.02399$

TOU‐GS‐3‐PRI‐R Energy Summer ON‐PEAK 0.18663$ 0.19084$ 0.22657$ Energy Summer MID‐PEAK 0.07718$ 0.07913$ 0.09569$ Energy Summer OFF‐PEAK 0.03688$ 0.03800$ 0.04751$ Energy Winter MID‐PEAK 0.05156$ 0.05298$ 0.06506$ Energy Winter OFF‐PEAK 0.02864$ 0.02959$ 0.03765$

TOU‐GS‐3‐R Energy Summer ON‐PEAK 0.18787$ 0.19210$ 0.22804$ Energy Summer MID‐PEAK 0.07841$ 0.08039$ 0.09717$ Energy Summer OFF‐PEAK 0.03811$ 0.03926$ 0.04898$ Energy Winter MID‐PEAK 0.05279$ 0.05424$ 0.06653$ Energy Winter OFF‐PEAK 0.02987$ 0.03084$ 0.03912$


TOU‐8‐SEC‐B Demand Summer ON‐PEAK 15.73$ 16.05$ 18.81$ Demand Summer MID‐PEAK 5.07$ 5.17$ 6.06$ Energy Summer ON‐PEAK 0.03967$ 0.04084$ 0.05076$ Energy Summer MID‐PEAK 0.03578$ 0.03687$ 0.04612$



Energy Summer OFF‐PEAK 0.03400$ 0.03505$ 0.04398$ Energy Winter MID‐PEAK 0.05324$ 0.05469$ 0.06699$ Energy Winter OFF‐PEAK 0.02660$ 0.02750$ 0.03514$

TOU‐8‐SEC‐D Demand Summer ON‐PEAK 22.18$ 22.64$ 26.53$ Demand Winter MID‐PEAK 4.33$ 4.42$ 5.18$ Energy Summer ON‐PEAK 0.06308$ 0.06473$ 0.07875$ Energy Summer MID‐PEAK 0.05501$ 0.05649$ 0.06911$ Energy Summer OFF‐PEAK 0.02880$ 0.02975$ 0.03777$ Energy Winter MID‐PEAK 0.04318$ 0.04442$ 0.05497$ Energy Winter OFF‐PEAK 0.03351$ 0.03455$ 0.04340$ Energy Winter SUPER‐OFF‐PEAK 0.01537$ 0.01603$ 0.02171$

TOU‐8‐SEC‐E Demand Summer ON‐PEAK 4.86$ 4.96$ 5.82$ Demand Winter MID‐PEAK 0.91$ 0.93$ 1.09$ Energy Summer ON‐PEAK 0.29779$ 0.30427$ 0.35940$ Energy Summer MID‐PEAK 0.05508$ 0.05656$ 0.06919$ Energy Summer OFF‐PEAK 0.02887$ 0.02982$ 0.03786$ Energy Winter MID‐PEAK 0.07982$ 0.08182$ 0.09878$ Energy Winter OFF‐PEAK 0.03358$ 0.03462$ 0.04349$ Energy Winter SUPER‐OFF‐PEAK 0.01544$ 0.01610$ 0.02179$

TOU‐8‐SEC‐R Energy Summer ON‐PEAK 0.20991$ 0.21458$ 0.25432$ Energy Summer MID‐PEAK 0.07651$ 0.07844$ 0.09482$ Energy Summer OFF‐PEAK 0.03400$ 0.03505$ 0.04398$ Energy Winter MID‐PEAK 0.05324$ 0.05469$ 0.06699$ Energy Winter OFF‐PEAK 0.02660$ 0.02750$ 0.03514$

TOU‐8‐PRI‐B Demand Summer ON‐PEAK 16.19$ 16.53$ 19.36$ Demand Summer MID‐PEAK 5.06$ 5.16$ 6.05$ Energy Summer ON‐PEAK 0.03702$ 0.03812$ 0.04752$ Energy Summer MID‐PEAK 0.03313$ 0.03415$ 0.04286$ Energy Summer OFF‐PEAK 0.03166$ 0.03266$ 0.04111$ Energy Winter MID‐PEAK 0.05299$ 0.05442$ 0.06661$ Energy Winter OFF‐PEAK 0.02527$ 0.02614$ 0.03347$

TOU‐8‐PRI‐D Demand Summer ON‐PEAK 21.83$ 22.28$ 26.11$ Demand Winter MID‐PEAK 4.61$ 4.71$ 5.51$



Energy Summer ON‐PEAK 0.05882$ 0.06038$ 0.07359$ Energy Summer MID‐PEAK 0.05123$ 0.05263$ 0.06451$ Energy Summer OFF‐PEAK 0.02667$ 0.02756$ 0.03514$ Energy Winter MID‐PEAK 0.04027$ 0.04144$ 0.05141$ Energy Winter OFF‐PEAK 0.03113$ 0.03211$ 0.04047$ Energy Winter SUPER‐OFF‐PEAK 0.01398$ 0.01461$ 0.01997$

TOU‐8‐PRI‐E Demand Summer ON‐PEAK 4.05$ 4.13$ 4.84$ Demand Winter MID‐PEAK 1.01$ 1.03$ 1.21$ Energy Summer ON‐PEAK 0.28843$ 0.29472$ 0.34813$ Energy Summer MID‐PEAK 0.05130$ 0.05270$ 0.06460$ Energy Summer OFF‐PEAK 0.02674$ 0.02763$ 0.03523$ Energy Winter MID‐PEAK 0.07501$ 0.07690$ 0.09294$ Energy Winter OFF‐PEAK 0.03119$ 0.03218$ 0.04055$ Energy Winter SUPER‐OFF‐PEAK 0.01405$ 0.01468$ 0.02005$

TOU‐8‐PRI‐R Energy Summer ON‐PEAK 0.20818$ 0.21281$ 0.25218$ Energy Summer MID‐PEAK 0.07140$ 0.07321$ 0.08862$ Energy Summer OFF‐PEAK 0.03166$ 0.03266$ 0.04111$ Energy Winter MID‐PEAK 0.05299$ 0.05442$ 0.06661$ Energy Winter OFF‐PEAK 0.02527$ 0.02614$ 0.03347$

TOU‐8‐SUB‐B Demand Summer ON‐PEAK 15.97$ 16.30$ 19.10$ Demand Summer MID‐PEAK 5.15$ 5.25$ 6.15$ Energy Summer ON‐PEAK 0.03569$ 0.03675$ 0.04574$ Energy Summer MID‐PEAK 0.03179$ 0.03276$ 0.04107$ Energy Summer OFF‐PEAK 0.03055$ 0.03150$ 0.03960$ Energy Winter MID‐PEAK 0.05392$ 0.05535$ 0.06754$ Energy Winter OFF‐PEAK 0.02532$ 0.02616$ 0.03334$

TOU‐8‐SUB‐D Demand Summer ON‐PEAK 21.54$ 21.99$ 25.76$ Demand Winter MID‐PEAK 5.36$ 5.47$ 6.41$ Energy Summer ON‐PEAK 0.05500$ 0.05645$ 0.06883$ Energy Summer MID‐PEAK 0.04799$ 0.04930$ 0.06045$ Energy Summer OFF‐PEAK 0.02621$ 0.02708$ 0.03441$ Energy Winter MID‐PEAK 0.03941$ 0.04054$ 0.05018$ Energy Winter OFF‐PEAK 0.03075$ 0.03170$ 0.03983$



Energy Winter SUPER‐OFF‐PEAK 0.01402$ 0.01463$ 0.01983$ TOU‐8‐SUB‐E Demand Summer ON‐PEAK 1.51$ 1.55$ 1.81$

Demand Winter MID‐PEAK 0.32$ 0.33$ 0.38$ Energy Summer ON‐PEAK 0.29184$ 0.29817$ 0.35202$ Energy Summer MID‐PEAK 0.04806$ 0.04937$ 0.06053$ Energy Summer OFF‐PEAK 0.02628$ 0.02714$ 0.03449$ Energy Winter MID‐PEAK 0.08046$ 0.08244$ 0.09928$ Energy Winter OFF‐PEAK 0.03081$ 0.03177$ 0.03991$ Energy Winter SUPER‐OFF‐PEAK 0.01409$ 0.01470$ 0.01991$

TOU‐8‐SUB‐R Energy Summer ON‐PEAK 0.19430$ 0.19862$ 0.23539$ Energy Summer MID‐PEAK 0.06633$ 0.06802$ 0.08237$ Energy Summer OFF‐PEAK 0.03055$ 0.03150$ 0.03960$ Energy Winter MID‐PEAK 0.05392$ 0.05535$ 0.06754$ Energy Winter OFF‐PEAK 0.02532$ 0.02616$ 0.03334$

TOU‐PA‐2‐A Energy Summer ON‐PEAK 0.19721$ 0.20162$ 0.23914$ Energy Summer MID‐PEAK 0.07195$ 0.07378$ 0.08937$ Energy Summer OFF‐PEAK 0.03914$ 0.04030$ 0.05014$ Energy Winter MID‐PEAK 0.05851$ 0.06007$ 0.07330$ Energy Winter OFF‐PEAK 0.03256$ 0.03358$ 0.04227$

TOU‐PA‐2‐B Demand Summer ON‐PEAK 9.11$ 9.29$ 10.89$ Demand Summer MID‐PEAK 2.78$ 2.83$ 3.32$ Energy Summer ON‐PEAK 0.04539$ 0.04667$ 0.05760$ Energy Summer MID‐PEAK 0.04068$ 0.04187$ 0.05197$ Energy Summer OFF‐PEAK 0.03914$ 0.04030$ 0.05014$ Energy Winter MID‐PEAK 0.05851$ 0.06007$ 0.07330$ Energy Winter OFF‐PEAK 0.03256$ 0.03358$ 0.04227$

TOU‐PA‐2‐D Demand Summer ON‐PEAK 12.06$ 12.31$ 14.42$ Demand Winter MID‐PEAK 2.13$ 2.17$ 2.54$ Energy Summer ON‐PEAK 0.06792$ 0.06967$ 0.08455$ Energy Summer MID‐PEAK 0.05936$ 0.06093$ 0.07431$ Energy Summer OFF‐PEAK 0.03445$ 0.03551$ 0.04453$ Energy Winter MID‐PEAK 0.04804$ 0.04938$ 0.06077$ Energy Winter OFF‐PEAK 0.03475$ 0.03581$ 0.04488$



Energy Winter SUPER‐OFF‐PEAK 0.02717$ 0.02808$ 0.03583$ TOU‐PA‐2‐D5 Demand Summer ON‐PEAK 12.08$ 12.33$ 14.44$

Demand Winter MID‐PEAK 2.18$ 2.23$ 2.61$ Energy Summer ON‐PEAK 0.11920$ 0.12201$ 0.14586$ Energy Summer MID‐PEAK 0.10455$ 0.10705$ 0.12835$ Energy Summer OFF‐PEAK 0.03484$ 0.03591$ 0.04500$ Energy Winter MID‐PEAK 0.04845$ 0.04980$ 0.06127$ Energy Winter OFF‐PEAK 0.03508$ 0.03615$ 0.04528$ Energy Winter SUPER‐OFF‐PEAK 0.02746$ 0.02838$ 0.03618$

TOU‐PA‐2‐E Energy Summer ON‐PEAK 0.31266$ 0.31945$ 0.37719$ Energy Summer MID‐PEAK 0.05942$ 0.06100$ 0.07439$ Energy Summer OFF‐PEAK 0.03452$ 0.03558$ 0.04461$ Energy Winter MID‐PEAK 0.05839$ 0.05994$ 0.07315$ Energy Winter OFF‐PEAK 0.04298$ 0.04421$ 0.05473$ Energy Winter SUPER‐OFF‐PEAK 0.03421$ 0.03527$ 0.04424$

TOU‐PA‐2‐E5 Energy Summer ON‐PEAK 0.51403$ 0.52497$ 0.61796$ Energy Summer MID‐PEAK 0.10455$ 0.10705$ 0.12835$ Energy Summer OFF‐PEAK 0.03484$ 0.03591$ 0.04500$ Energy Winter MID‐PEAK 0.05873$ 0.06029$ 0.07355$ Energy Winter OFF‐PEAK 0.04325$ 0.04449$ 0.05505$ Energy Winter SUPER‐OFF‐PEAK 0.03444$ 0.03551$ 0.04452$

TOU‐PA‐2‐PRI‐A Energy Summer ON‐PEAK 0.19595$ 0.20033$ 0.23763$ Energy Summer MID‐PEAK 0.07069$ 0.07249$ 0.08786$ Energy Summer OFF‐PEAK 0.03788$ 0.03901$ 0.04863$ Energy Winter MID‐PEAK 0.05725$ 0.05878$ 0.07179$ Energy Winter OFF‐PEAK 0.03130$ 0.03229$ 0.04076$

TOU‐PA‐2‐PRI‐B Demand Summer ON‐PEAK 8.97$ 9.16$ 10.73$ Demand Summer MID‐PEAK 2.64$ 2.70$ 3.16$ Energy Summer ON‐PEAK 0.04449$ 0.04576$ 0.05654$ Energy Summer MID‐PEAK 0.03978$ 0.04095$ 0.05091$ Energy Summer OFF‐PEAK 0.03825$ 0.03939$ 0.04907$ Energy Winter MID‐PEAK 0.05762$ 0.05916$ 0.07223$ Energy Winter OFF‐PEAK 0.03167$ 0.03267$ 0.04120$



TOU‐PA‐2‐PRI‐D Demand Summer ON‐PEAK 11.95$ 12.20$ 14.29$ Demand Winter MID‐PEAK 2.02$ 2.06$ 2.41$ Energy Summer ON‐PEAK 0.06703$ 0.06876$ 0.08348$ Energy Summer MID‐PEAK 0.05846$ 0.06002$ 0.07324$ Energy Summer OFF‐PEAK 0.03356$ 0.03460$ 0.04347$ Energy Winter MID‐PEAK 0.04714$ 0.04847$ 0.05971$ Energy Winter OFF‐PEAK 0.03385$ 0.03490$ 0.04381$ Energy Winter SUPER‐OFF‐PEAK 0.02628$ 0.02717$ 0.03476$

TOU‐PA‐2‐PRI‐D5 Demand Summer ON‐PEAK 11.97$ 12.22$ 14.31$ Demand Winter MID‐PEAK 2.08$ 2.12$ 2.48$ Energy Summer ON‐PEAK 0.11831$ 0.12110$ 0.14480$ Energy Summer MID‐PEAK 0.10366$ 0.10614$ 0.12728$ Energy Summer OFF‐PEAK 0.03395$ 0.03500$ 0.04393$ Energy Winter MID‐PEAK 0.04756$ 0.04889$ 0.06020$ Energy Winter OFF‐PEAK 0.03418$ 0.03524$ 0.04421$ Energy Winter SUPER‐OFF‐PEAK 0.02657$ 0.02747$ 0.03511$

TOU‐PA‐2‐PRI‐E Energy Summer ON‐PEAK 0.31140$ 0.31817$ 0.37568$ Energy Summer MID‐PEAK 0.05816$ 0.05971$ 0.07288$ Energy Summer OFF‐PEAK 0.03326$ 0.03430$ 0.04311$ Energy Winter MID‐PEAK 0.05712$ 0.05865$ 0.07164$ Energy Winter OFF‐PEAK 0.04172$ 0.04293$ 0.05322$ Energy Winter SUPER‐OFF‐PEAK 0.03295$ 0.03398$ 0.04273$

TOU‐PA‐2‐PRI‐E5 Energy Summer ON‐PEAK 0.51277$ 0.52368$ 0.61645$ Energy Summer MID‐PEAK 0.10329$ 0.10577$ 0.12684$ Energy Summer OFF‐PEAK 0.03358$ 0.03462$ 0.04349$ Energy Winter MID‐PEAK 0.05746$ 0.05900$ 0.07205$ Energy Winter OFF‐PEAK 0.04199$ 0.04320$ 0.05354$ Energy Winter SUPER‐OFF‐PEAK 0.03318$ 0.03422$ 0.04301$

TOU‐PA‐3‐A Energy Summer ON‐PEAK 0.18736$ 0.19156$ 0.22725$ Energy Summer MID‐PEAK 0.06172$ 0.06333$ 0.07702$ Energy Summer OFF‐PEAK 0.03286$ 0.03388$ 0.04251$ Energy Winter MID‐PEAK 0.04872$ 0.05007$ 0.06148$ Energy Winter OFF‐PEAK 0.02748$ 0.02839$ 0.03608$



TOU‐PA‐3‐B Demand Summer ON‐PEAK 9.97$ 10.18$ 11.92$ Demand Summer MID‐PEAK 2.71$ 2.76$ 3.24$ Energy Summer ON‐PEAK 0.03834$ 0.03947$ 0.04907$ Energy Summer MID‐PEAK 0.03408$ 0.03512$ 0.04397$ Energy Summer OFF‐PEAK 0.03286$ 0.03388$ 0.04251$ Energy Winter MID‐PEAK 0.04872$ 0.05007$ 0.06148$ Energy Winter OFF‐PEAK 0.02748$ 0.02839$ 0.03608$

TOU‐PA‐3‐D Demand Summer ON‐PEAK 12.06$ 12.31$ 14.42$ Demand Winter MID‐PEAK 2.14$ 2.18$ 2.55$ Energy Summer ON‐PEAK 0.05757$ 0.05909$ 0.07206$ Energy Summer MID‐PEAK 0.05011$ 0.05148$ 0.06314$ Energy Summer OFF‐PEAK 0.02876$ 0.02969$ 0.03761$ Energy Winter MID‐PEAK 0.04296$ 0.04418$ 0.05458$ Energy Winter OFF‐PEAK 0.03340$ 0.03443$ 0.04316$ Energy Winter SUPER‐OFF‐PEAK 0.01551$ 0.01617$ 0.02177$

TOU‐PA‐3‐D5 Demand Summer ON‐PEAK 12.97$ 13.24$ 15.51$ Demand Winter MID‐PEAK 2.74$ 2.79$ 3.27$ Energy Summer ON‐PEAK 0.10524$ 0.10774$ 0.12905$ Energy Summer MID‐PEAK 0.09215$ 0.09439$ 0.11340$ Energy Summer OFF‐PEAK 0.02747$ 0.02838$ 0.03607$ Energy Winter MID‐PEAK 0.04151$ 0.04270$ 0.05285$ Energy Winter OFF‐PEAK 0.03219$ 0.03319$ 0.04171$ Energy Winter SUPER‐OFF‐PEAK 0.01472$ 0.01537$ 0.02083$

TOU‐PA‐3‐E Energy Summer ON‐PEAK 0.27819$ 0.28426$ 0.33586$ Energy Summer MID‐PEAK 0.05018$ 0.05155$ 0.06322$ Energy Summer OFF‐PEAK 0.02883$ 0.02976$ 0.03769$ Energy Winter MID‐PEAK 0.06173$ 0.06334$ 0.07704$ Energy Winter OFF‐PEAK 0.04583$ 0.04711$ 0.05802$ Energy Winter SUPER‐OFF‐PEAK 0.00621$ 0.00668$ 0.01065$

TOU‐PA‐3‐E5 Energy Summer ON‐PEAK 0.47997$ 0.49019$ 0.57712$ Energy Summer MID‐PEAK 0.09215$ 0.09439$ 0.11340$ Energy Summer OFF‐PEAK 0.02747$ 0.02838$ 0.03607$ Energy Winter MID‐PEAK 0.06449$ 0.06616$ 0.08033$



Energy Winter OFF‐PEAK 0.04802$ 0.04935$ 0.06064$ Energy Winter SUPER‐OFF‐PEAK 0.00702$ 0.00750$ 0.01161$

TOU‐PA‐3‐PRI‐A Energy Summer ON‐PEAK 0.18621$ 0.19038$ 0.22587$ Energy Summer MID‐PEAK 0.06057$ 0.06215$ 0.07564$ Energy Summer OFF‐PEAK 0.03170$ 0.03270$ 0.04113$ Energy Winter MID‐PEAK 0.04757$ 0.04889$ 0.06010$ Energy Winter OFF‐PEAK 0.02633$ 0.02721$ 0.03470$

TOU‐PA‐3‐PRI‐B Demand Summer ON‐PEAK 9.83$ 10.03$ 11.75$ Demand Summer MID‐PEAK 2.56$ 2.62$ 3.06$ Energy Summer ON‐PEAK 0.03749$ 0.03860$ 0.04805$ Energy Summer MID‐PEAK 0.03323$ 0.03425$ 0.04295$ Energy Summer OFF‐PEAK 0.03201$ 0.03300$ 0.04149$ Energy Winter MID‐PEAK 0.04787$ 0.04919$ 0.06046$ Energy Winter OFF‐PEAK 0.02663$ 0.02751$ 0.03506$

TOU‐PA‐3‐PRI‐D Demand Summer ON‐PEAK 11.95$ 12.20$ 14.29$ Demand Winter MID‐PEAK 2.03$ 2.07$ 2.43$ Energy Summer ON‐PEAK 0.05671$ 0.05822$ 0.07103$ Energy Summer MID‐PEAK 0.04926$ 0.05061$ 0.06212$ Energy Summer OFF‐PEAK 0.02791$ 0.02882$ 0.03659$ Energy Winter MID‐PEAK 0.04210$ 0.04331$ 0.05356$ Energy Winter OFF‐PEAK 0.03255$ 0.03356$ 0.04214$ Energy Winter SUPER‐OFF‐PEAK 0.01466$ 0.01530$ 0.02075$

TOU‐PA‐3‐PRI‐D5 Demand Summer ON‐PEAK 12.85$ 13.12$ 15.37$ Demand Winter MID‐PEAK 2.62$ 2.68$ 3.13$ Energy Summer ON‐PEAK 0.10441$ 0.10690$ 0.12807$ Energy Summer MID‐PEAK 0.09132$ 0.09354$ 0.11242$ Energy Summer OFF‐PEAK 0.02665$ 0.02753$ 0.03508$ Energy Winter MID‐PEAK 0.04068$ 0.04186$ 0.05187$ Energy Winter OFF‐PEAK 0.03136$ 0.03235$ 0.04072$ Energy Winter SUPER‐OFF‐PEAK 0.01390$ 0.01452$ 0.01984$

TOU‐PA‐3‐PRI‐E Energy Summer ON‐PEAK 0.27704$ 0.28309$ 0.33448$ Energy Summer MID‐PEAK 0.04902$ 0.05037$ 0.06184$ Energy Summer OFF‐PEAK 0.02768$ 0.02858$ 0.03631$



Energy Winter MID‐PEAK 0.06058$ 0.06216$ 0.07565$ Energy Winter OFF‐PEAK 0.04467$ 0.04593$ 0.05664$ Energy Winter SUPER‐OFF‐PEAK 0.00505$ 0.00550$ 0.00926$

TOU‐PA‐3‐PRI‐E5 Energy Summer ON‐PEAK 0.47881$ 0.48902$ 0.57574$ Energy Summer MID‐PEAK 0.09099$ 0.09321$ 0.11202$ Energy Summer OFF‐PEAK 0.02632$ 0.02720$ 0.03469$ Energy Winter MID‐PEAK 0.06333$ 0.06498$ 0.07895$ Energy Winter OFF‐PEAK 0.04687$ 0.04817$ 0.05926$ Energy Winter SUPER‐OFF‐PEAK 0.00586$ 0.00632$ 0.01023$

TOU‐EV‐7 Energy Summer ON‐PEAK 0.21560$ 0.22041$ 0.26132$ Energy Summer MID‐PEAK 0.10632$ 0.10888$ 0.13066$ Energy Summer OFF‐PEAK 0.06987$ 0.07168$ 0.08708$ Energy Winter MID‐PEAK 0.12584$ 0.12880$ 0.15400$ Energy Winter OFF‐PEAK 0.06203$ 0.06368$ 0.07770$ Energy Winter SUPER‐OFF‐PEAK 0.02628$ 0.02719$ 0.03496$

TOU‐EV‐8 Energy Summer ON‐PEAK 0.29646$ 0.30294$ 0.35807$ Energy Summer MID‐PEAK 0.06464$ 0.06635$ 0.08088$ Energy Summer OFF‐PEAK 0.04775$ 0.04911$ 0.06068$ Energy Winter MID‐PEAK 0.10451$ 0.10704$ 0.12856$ Energy Winter OFF‐PEAK 0.05729$ 0.05885$ 0.07209$ Energy Winter SUPER‐OFF‐PEAK 0.01981$ 0.02060$ 0.02728$

TOU‐EV‐SEC‐9 Energy Summer ON‐PEAK 0.26854$ 0.27442$ 0.32442$ Energy Summer MID‐PEAK 0.05508$ 0.05656$ 0.06919$ Energy Summer OFF‐PEAK 0.03886$ 0.04001$ 0.04980$ Energy Winter MID‐PEAK 0.08956$ 0.09176$ 0.11042$ Energy Winter OFF‐PEAK 0.04449$ 0.04576$ 0.05653$ Energy Winter SUPER‐OFF‐PEAK 0.01544$ 0.01610$ 0.02179$

TOU‐EV‐PRI‐9 Energy Summer ON‐PEAK 0.25136$ 0.25688$ 0.30380$ Energy Summer MID‐PEAK 0.05130$ 0.05270$ 0.06460$ Energy Summer OFF‐PEAK 0.03564$ 0.03672$ 0.04587$ Energy Winter MID‐PEAK 0.08473$ 0.08682$ 0.10456$ Energy Winter OFF‐PEAK 0.04016$ 0.04133$ 0.05127$ Energy Winter SUPER‐OFF‐PEAK 0.01405$ 0.01468$ 0.02005$



TOU‐EV‐SUB‐9 Energy Summer ON‐PEAK 0.22839$ 0.23342$ 0.27616$ Energy Summer MID‐PEAK 0.04806$ 0.04937$ 0.06053$ Energy Summer OFF‐PEAK 0.03377$ 0.03478$ 0.04344$ Energy Winter MID‐PEAK 0.08305$ 0.08508$ 0.10236$ Energy Winter OFF‐PEAK 0.03745$ 0.03854$ 0.04784$ Energy Winter SUPER‐OFF‐PEAK 0.01409$ 0.01470$ 0.01991$

AL‐2‐F Energy All_Year NONE 0.03172$ 0.03269$ 0.04097$ AL‐2‐GF Energy Summer ON‐PEAK 0.11299$ 0.11569$ 0.13863$

Energy Summer OFF‐PEAK 0.03172$ 0.03269$ 0.04097$ Energy Winter ON‐PEAK 0.06370$ 0.06538$ 0.07970$ Energy Winter OFF‐PEAK 0.03172$ 0.03269$ 0.04097$

LS‐1 Energy All_Year NONE 0.03123$ 0.03219$ 0.04038$ LS‐3 Energy All_Year NONE 0.03172$ 0.03269$ 0.04097$ TC‐1 Energy All_Year NONE 0.05429$ 0.05575$ 0.06816$



To:

From:

Approved By:

Subject:

Date:

Clean Power Alliance (CPA) Board of Directors

David McNeil, Chief Financial Officer

Ted Bardacke, Executive Director

Approve FY 2020/2021 Budget

June 4, 2020

RECOMMENDATION Approve FY 2020/21 Budget as proposed in Attachment 1.

DISCUSSION Each year CPA develops an annual budget to govern the receipt of revenues, the

incurrence of expenses and capital expenditures during the upcoming fiscal year. The

Proposed FY 2020/21 Budget (Proposed Budget, provided as Attachment 1) has been

developed in accordance with the timeline and priorities summarized in the Proposed FY

2020-21 Budget presentation (provided as Attachment 2) and reflects the input of the

Board, Finance and Executive Committees.

The Proposed Budget reflects the following budget priorities presented to the Board on

May 7, 2020:

1. Developing systems to enhance risk management, cost control and local

program design and delivery

2. Augmenting staff resources in the areas of risk management, data analysis, and

customer programs

3. Focusing on customer programs that leverage available subsidies and meet

CPA’s existing commitments

The Draft FY 2020/21 Budget was reviewed and discussed by the Executive and Finance

Committees in May. On May 27, 2020, the Finance Committee recommended the Board

approve the Proposed Budget.

Return to Agenda

Agenda Page 45


The Proposed Budget incorporates the estimated impacts of Shelter in Place (SIP)

restrictions and the onset of a recession on customer usage, revenue, cost of energy,

and bad debt expense projections.

The Proposed Budget sets forth changes to the following budget line items:

Revenue – electricity net (-$48,783,000, 6% decrease): Budgeted electricity revenues

are based on estimates of customer electricity usage and retail electricity rates. Budgeted

revenues include the rate change approved by the Board in May 2020 and a PCIA-related

rate decrease for Phase 1 and 2 customers (See Item 4). Budgeted revenues include an

allowance for doubtful accounts equal to 1.25% of revenues or $9.4 million. Revenues

are lower than FY 2019/20 budgeted revenues due to the expected impact of SIP and the

current recession on customer demand for electricity and a change in the allowance for

doubtful accounts from 0.5% of revenues to 1.25% of revenues, an increase of 2.5x.

Other revenue (+556,000, +5560% increase): Other revenue includes operating

revenue from sources other than retail electricity sales. Other revenue includes funding

from the California Public Utilities Commission (CPUC) that would support the Community

Solar program. Funding is contingent on approval from the CPUC. Staff expect approval

in the first quarter of FY2020/21. Funding from the CPUC would offset expenditures

budgeted in the Staffing and Technical services budget line items.

Cost of energy (-$54,997,000, 7% decrease): Cost of energy includes expenses

associated with the purchase of system energy, renewable energy, resource adequacy,

and charges by the California Independent System Operator (CAISO) for load, and

services performed by the CAISO. CAISO charges for load are based on customer energy

use and prices at the Default Load Aggregation Point (DLAP). Credits for energy

generation scheduled into the CAISO market and revenues arising from Congestion

Revenue Rights (CRRs) are netted from the cost of energy. CAISO credits for energy

generation are based on wholesale energy deliveries and Locational Margin Prices

(LMPs). CRRs are financial instruments created by the CAISO which enable load serving

entities, such as CPA, to manage price differences between wholesale energy delivery

Agenda Page 46

,


locations and retail use points. Expenditures are lower than those budgeted in FY 2019/20

due to lower expected demand for electricity due to SIP, the current recession and

forecast market energy prices that are low.

Staffing (+$3,145,000; 68% increase): Staffing costs include salaries and benefits

payable in accordance with CPA’s Board-approved Employee Handbook and reflect the

internal benchmark expenditure target of no more than 1% of energy revenue. Increased

costs result from the full year effect of staff hired during FY 2019/20, the full year effect of

benefit changes approved by the Board in September 2019, and planned hiring of

approximately 14 new staff principally in the areas of data systems, risk management,

and customer programs. The proposed budget also includes allowances for a mid-year

cost-of-living increase based on Bureau of Labor Statistics measures and possible merit

increases in accordance with the Board-approved Employee Handbook and for staff who

have separate employment contracts with the Board (e.g. Executive Director and General

Counsel).

The proposed $3.145 million increase in budgeted staffing costs is composed of the

following:

Technical services (+$1,075,000; 64% increase): Technical services comprise

scheduling coordination (SC), short and long-term energy contracting, risk and portfolio

management related services, and planning/support services for customer programs

where engineering or other technical expertise is required. Scheduling coordinators

provide a variety of services including scheduling generating assets and customer energy

use into the CAISO markets, managing CRR purchases and sales, validating CAISO

invoices and providing risk management and energy contract management software.

Draft Staffing Increase DetailAmount ($) % of Total

FY 2019-20 unspent funds (424,000) -13%Planned and potential new hires 1,449,839 46%Full Year Impact of benefit enhancements approved In September 2019 114,000 4%Full Year Impact of staff hired durring FY 2019-20 1,659,000 53%Other Increases 346,161 11%Total Increase 3,145,000 100%

Agenda Page 47


In nearly all cases, contracts for technical services for FY 2020/21 are under negotiation

or RFOs for technical services have not yet occurred. The following table summarizes

budget planning and assumptions.

Approximately 75% of the proposed increase is in program planning support services.

Expenditures to support the Community Solar Program are contingent upon and will be

offset by funding by the CPUC as described in the Other revenue section above. Program

planning support services will also support engineering and other consulting services that

will support the Clean Back Up Power for Essential Facilities program.

The increase in SC and CRR management partly reflects costs associated with

scheduling storage resources that will be coming on-line in 2021. Storage is a

dispatchable resource and will become a key component of CPA’s energy portfolio.

Optimizing revenues for these resources requires specialized expertise and additional

effort on the part of the SC. Part of the increase is also attributable to a budget

contingency for a three-month transition period to a new scheduling coordinator beginning

in the summer of 2020.

The increase in energy planning and risk management services reflects the increasing

complexity of CPA’s energy portfolio and the need to undertake integrated resource

planning and to model and value new energy risk management products. At the same

time, energy planning and risk management costs have been reduced by the insourcing

of load forecasting, while decreased procurement costs reflect the successful insourcing

of procurement activities in the areas of energy hedging, short-term renewable energy

purchases, and the acquisition of resource adequacy.

Other services and contingencies include support for risk management and rate setting.

FY 2019/21 FY 2020/21 Difference ($) Difference (%)Scheduling Coordinator services 534,000 737,000 203,000 38%Energy planning and risk management services 219,000 590,000 371,000 169%Procurement support 610,000 350,000 (260,000) -43%Program planning support services 0 472,222 472,222 n/aProgram planning support services (CPUC funded) 345,000 345,000 Other services and contingencies 414,000 602,778 188,778 46%Total 1,777,000 2,752,000 975,000 55%

Agenda Page 48


Legal services (+$750,000; 68% increase): Legal services support CPA’s contracting,

including contracting for short-term and long-term energy, resource adequacy, and other

non-energy contracting, including banking, finance, and local programs. Legal services

also include support for specific regulatory proceedings (e.g., SCE’s ERRA Applications,

SCE General Rate Case, and other compliance obligations), employment matters,

governance, and general liability management. The majority of the budget in this section

is shown in the following table:

Legal Service Major Providers

Energy Contracting Hall Energy Law

Clean Energy Counsel

Keyes & Fox

Greenberg Glusker

Regulatory Compliance and CPUC Advocacy Braun Blaising Smith Wynne

Keyes & Fox

Employment Law and Compliance Polsinelli

General Liability and Governance Burke Williams & Sorensen

Jarvis Fay & Gipson

The proposed budget increase is due primarily to a projected increase in expenses for

the expansion of CPA’s clean energy contracting into more local projects, intervention in

more CPUC ratemaking proceedings, and contingencies. On a per-hour basis, CPA’s

energy contracting expenses have decreased as a result of diversifying the number of

firms CPA works with and the streamlining of many energy contracting standard

agreements.

Other services (+$61,000; 6% increase): Other services represent professional

services not budgeted under Technical or Legal services and include costs associated

with energy compliance auditing, financial audits and audit support, lobbying services,

non-technical assistance for local programs, and staff support services including

recruitment, payroll and benefits administration, IT support, and labor compliance. Many

of these services are not yet under contract and will be procured through competitive

processes.

Agenda Page 49


The proposed budget increase is due primarily to the full year impact of lobbying services,

additional staff support services due to a projected increase in headcount, and a one-time

project to assist CPA with augmenting its resiliency and business continuity plan. Communications and marketing services (+$277,000; 112% increase): Communications and related services include costs associated with customer outreach,

marketing, branding, website management, translation, advertising, special events and

sponsorships. The increase in marketing expenses reflects a shift of the majority of CPA’s

Community Based Organization Outreach Grant program into FY 2020/21 and a higher

budget for events and sponsorship funding to strengthen CPA’s community partnerships.

Customer notices and mailing services (+$465,000, 116% increase): Notices and

mailing services support ongoing communication with CPA customers. Over 95% of the

increased mailer costs reflect the CEC-required mailing of CPA’s 2019 Product Content

Label (PCL) to all 2019 CPA customers in July 2020.1

Billing data management services (-$49,000; 0.4% decrease): Billing data manager

costs are based on the number of customer meters served by CPA and per-meter rates

charged by CPA’s billing data manager, Calpine. Billing data management costs include

costs associated with the enrollment of Westlake Village and other contingencies.

Service fees – SCE (+$100,000; 5% increase): Service fees are charged by SCE for a

variety of customer billing and administrative services. The increase in Service fees

results from an increase in contingencies.

Local Programs (-$90,000 6% decrease): Local programs represent direct costs

associated with providing energy programs to CPA customers. Direct costs typically

support customer rebates and incentives and payments to third parties for program

implementation. The FY 2020/21 local programs budget supports the CPA Power

Response pilot program administered by Olivine, provides match funds for electric vehicle

1 The 2018 PCL mailing in July 2019 was only sent to the approximately 30,000 customers that CPA had in 2018.

Agenda Page 50


charger incentives administered by the Center for Sustainable Energy/CALeVIP program,

and includes a contingency to allow for flexibility should new program needs arise. Up to

$250,000 of Local Programs funds may be transferred to the COVID-19 Bill Assistance

budget line item at the discretion of the Executive Director.

COVID-19 Bill Assistance (-$1,000,000): The COVID-19 Relief Program provides bill

assistance to help impacted customers manage their electricity payments. The Program

was approved by the board in May 2020 and is available until $1 million of program funds

are credited to customers. Staff expect this $1 million of program funds to be used by the

end of FY 2019/20. Funding for this program if used in FY 2020/21 is authorized by a

transfer from the Local Programs budget line item as described above.

General and administration (+$568,000; 75% increase): General and administration

costs include office supplies, phone, internet, travel, dues and subscriptions, professional

development and other related expenses. One-quarter of the general and administration

costs are membership dues for the CCA trade organization, the California Community

Choice Association (CalCCA), which are remaining flat this coming Fiscal Year. The

majority of the draft budget increase in general and administrative charges are to support

CPA’s increase staff headcount, including a significant increase in budgeted workers

compensation insurance.

Occupancy (+$516,000; 25% increase): Occupancy costs include the costs of leasing

CPA’s offices and other associated costs. The increase in occupancy costs arises from

increased staffing. Occupancy cost per employee is projected to decline after the planned

move to permanent offices and the elimination of the need to rent outside locations for

Board and Committee meetings.

Finance and interest expense (-$90,000; 23% decrease): Finance and interest

expenses represent fees, borrowing and letter of credit costs associated with CPA’s loan

facility. Costs include fees associated with a new credit agreement. CPA’s current

agreement with River City Bank expires in March 2021.

Agenda Page 51


Interest income (-$399,000; 61% decrease): Interest income represents income earned

on funds in savings accounts held by bank and other investment accounts. Decrease in

interest income arises from a decrease in interest rates.

Capital outlay (+$0.00, 0%): Expenditures associated with capital outlay will support the

purchase of furniture, computers, security systems and audiovisual equipment used at

Board and other meetings, and a contingency for leasehold improvements. The maximum

CPA will spend on Capital outlay is a combined total of $1,074,000 over both FY 2019/20

and FY 2020/21.

ATTACHMENTS 1) Proposed FY 2020/21 Budget

2) Proposed FY 2020/21 Budget Presentation

Agenda Page 52


A B C D E FY 2019/20

Budget (Amended)

FY 2020/21 Budget

Difference ($)

Difference (%)

1 Revenue - Electricity net 794,725,000 745,942,000 (48,783,000) -6%2 Other revenue 10,000 566,000 556,000 5560%3 TOTAL REVENUE 794,735,000 746,508,000 (48,227,000) -6%4 TOTAL ENERGY COSTS 738,943,000 683,946,000 (54,997,000) -7%5 NET ENERGY REVENUE 55,792,000 62,562,000 6,770,000 12%

OPERATING EXPENSES6 Staffing 4,646,000 7,791,000 3,145,000 68%7 Technical services 1,677,000 2,752,000 1,075,000 64%8 Legal services 1,099,000 1,849,000 750,000 68%9 Other services 942,000 1,003,000 61,000 6%

10 Communications and marketing services 248,000 525,000 277,000 112%11 Customer notices and mailing services 400,000 865,000 465,000 116%12 Billing data management services 11,930,000 11,881,000 (49,000) -0.4%13 Service fees - SCE 2,215,000 2,315,000 100,000 5%14 Customer programs 1,450,000 1,360,000 (90,000) -6%15 Covid-19 Bill Assistance 1,000,000 - (1,000,000) n/a16 General and administration 757,000 1,325,000 568,000 75%17 Occupancy 414,000 516,000 102,000 25%18 TOTAL OPERATING EXPENSES 26,778,000 32,182,000 5,404,000 24%19 OPERATING INCOME 29,014,000 30,380,000 1,366,000 5%20 Finance and interest expense 388,000 298,000 (90,000) -23%21 Depreciation 12,000 176,000 164,000 1367%22 TOTAL NON OPERATING EXPENSES 400,000 474,000 74,000 19%23 Interest Income 649,000 250,000 (399,000) -61%24 TOTAL NON OPERATING REVENUE 649,000 250,000 (399,000) -61%25 NON OPERATING REVENUE (EXPENSE) 249,000 (224,000) (473,000) 26 CHANGE IN NET POSITION 29,263,000 30,156,000 893,000 3%27 NET POSITION BEGINNING OF PERIOD 15,989,000 45,252,000 29,263,000 183%28 NET POSITION END OF PERIOD 45,252,000 75,408,000 30,156,000 67%29 Other Uses30 Capital Outlay 1,074,000 1,074,000 - 0%31 Depreciation (12,000) (176,000) (164,000) 1367%32 CHANGE IN FUND BALANCE 28,201,000 29,258,000 1,057,000 4%33 Note: Funds may not sum precisely due to rounding34 Contribution to net position / revenue 4.04%

CLEAN POWER ALLIANCE of SOUTHERN CALIFORNIAFiscal Year 2020/2021 BUDGET

Proposed

Agenda Page 53


Item 5Proposed Fiscal Year 2020/2021 Budget

Agenda Page 54

CLEAN POWER ALLIANCE

FY 2020/21 Budget Schedule

April 15 (Executive Committee) – Budget Priorities

April 29 (Finance Committee) – Draft FY 2020/21 Budget

May 7 (Board) – Budget Priorities

May 20 (Executive Committee) – Draft FY 2020/21 Budget

May 27 (Finance Committee) – Draft FY 2020/21 Budget

● June 4 (Board) – Proposed FY 2020/21 Budget

Agenda Page 55


Financial Stewardship and Cost Control

• Budget authorization to collect revenues and incur expenses

• Managerial prioritization and decision making within budget and policy limits

• Competitive hiring and solicitation processes

• Contract approval by the board or in accordance with delegated authorities

• Reporting and transparency

Agenda Page 56


Operational Context

• Revenues include new rates approved by the board in May 2020, a proposed rate change in June 2020 and 2.5x increase in bad debt expense.

• Load, revenue, cost of energy and bad debt expense reflect CPA base case energy use and economic forecast. Shelter in Place and recession impacts are uncertain

• Budget constraints;

o ~92% of expenses is cost of energy

o ~45% of budgeted operating expenses are fixed by regulatory or contract obligation

Agenda Page 57


Budget Priorities

• Systems to Enhance Risk Management, Cost Control and Local Program Design and Deliveryo Begin multi-year investment while continuing to in-source

o Most investment will be in staff who will build and run databases and application protocol interfaces in the three key areas. Data analytics is key to energy risk management and customer programs/demand side management initiatives.

• Staffingo “Catch-up” hiring not completed in 2019/2020; Slow down hiring rate 2020/21;

Benchmark of 1% of revenue for staffing costs

o Build out systems, risk management and customer programs teams

• Programso Focus on existing commitments

o Leverage available subsidies

Agenda Page 58


FY 2020/21 Highlights

• Electricity revenue reflects; new rates approved by the Board in May 2020 and aproposed change in June 2020; lower expected demand resulting from recessionand Shelter in Place (SIP), and 2.5x increase in bad debt expense.

• Other revenue includes funding from the CPUC to support the Community SolarProgram.

• Cost of energy reflects recession-driven lower electricity use and lower forwardenergy prices. Margins (net/total energy revenue) projected to improve from 7% to8.4% aided by rate adjustments and lower forward energy prices.


ProposedA B C D E

FY 2019/20 Budget

(Amended) FY 2020/21

Budget Difference ($) Difference

(%) 1Revenue - Electricity net 794,725,000 745,942,000 (48,783,000) -6%2Other revenue 10,000 566,000 556,000 5560%3 TOTAL REVENUE 794,735,000 746,508,000 (48,227,000) -6%4 TOTAL ENERGY COSTS 738,943,000 683,946,000 (54,997,000) -7%5 NET ENERGY REVENUE 55,792,000 62,562,000 6,770,000 12%

Agenda Page 59



• Increased operating expenses reflect budget priorities including building organizationalcapacity in risk management, data analytics and local programs (rows 6, 7, 9).

• ~45% of operating expenses (rows 11-13) are fixed by regulatory or contract obligation.

• General and administration, marketing, occupancy and some legal and other servicescosts support CPA operational growth and employee headcount (rows 8, 9, 10, 16, 17).

• Customer programs (row 14) represent direct costs (customer rebates and third-partyimplementation). FY 2020/21 Covid-19 Bill Assistance (row 15) is addressed below.

A B C D E F GFY 2019/20 Budget



(%) % of Energy

Cost % of

Revenue OPERATING EXPENSES

6Staffing 4,646,000 7,791,000 3,145,000 68% 1.1% 1.0%7Technical services 1,677,000 2,752,000 1,075,000 64% 0.4%8Legal services 1,099,000 1,849,000 750,000 68% 0.3%9Other services 942,000 1,003,000 61,000 6% 0.1%

10Communications and marketing services 248,000 525,000 277,000 112% 0.1%11Customer notices and mailing services 400,000 865,000 465,000 116% 0.1%12Billing data management services 11,930,000 11,881,000 (49,000) -0.4% 1.6%13Service fees - SCE 2,215,000 2,315,000 100,000 5% 0.3%14Customer programs 1,450,000 1,360,000 (90,000) -6% 0.2%15Covid-19 Bill Assistance 1,000,000 - (1,000,000) n/a 0.0%16General and administration 757,000 1,325,000 568,000 75% 0.2% 0.2%17Occupancy 414,000 516,000 102,000 25% 0.1% 0.1%18 TOTAL OPERATING EXPENSES 26,778,000 32,182,000 5,404,000 24% 4.7% 4.3%

Agenda Page 60



• Change in net position represents a contribution to CPA reserves consistent with Board approved Reserve Policy.

• Growth of reserves is critical to ensuring CPA financial strength, meeting credit covenants and other commitments, satisfying energy suppliers and stakeholders in long term renewable energy projects.

• CPA expects to have $5-7 billion of energy and storage under contract (depending on future prices and energy demand) once it reaches steady state.

• Building CPA reserves and financial strength allows renewable and storage projects to be financed and built while keeping energy costs down.


ProposedA B C D E

FY 2019/20 Budget



(%) 3Plus TOTAL REVENUE 794,735,000 746,508,000 (48,227,000) -6%4Minus TOTAL ENERGY COSTS 738,943,000 683,946,000 (54,997,000) -7%

18Minus TOTAL OPERATING EXPENSES 26,778,000 32,182,000 5,404,000 24%25Plus NON-OPERATING REVENUE (EXPENSE) 249,000 (224,000) (473,000)26Equals CHANGE IN NET POSITION 29,263,000 30,156,000 893,000 3%

Agenda Page 61


Reserve Policy Targets

“CPA shall grow reserves to maintain a minimum reserve target equal to 30% of total operating budget expenditures, with a goal of increasing the reserve to a maximum reserve target of 50% of total operating budget expenditures. Reserves shall not exceed 75% of total operating budget expenditures.” - CPA Reserve Policy

Table A 6/30/2020 6/30/2021Reserve Projections

A Reserve target % 30% 30%B Reserve target maximum 50% 50%C=AxG Reserve target minimum ($) 214,838,400 219,135,300 D=BxG Reserve target maximum 358,064,000 365,225,500 E Estimated Reserves 45,252,000 75,408,000 F=E/G Reserves % 6% 10%

Annual Expenses

GEstimated annual operating expenses and cost of energy for the following fiscal year 716,128,000 730,451,000

Count YearApproximate years to minimum 6 2026Approximate years to maximum 10 2030

Agenda Page 62


COVID-19 Bill Assistance

• $1 million approved by the Board likely to be used by end of June 2020.

• FY 2020/21 Budget contingencies are limited and CPA faces a high level of uncertainty. ~$10 million already budgeted for customer non-payment.

• Proposed FY 2020/21 Budget would allow transfer of up to $250,000 funds between Local Programs and Covid-19 Bill Assistance FY 2020/21 budget line items at the discretion of Executive Director.

Agenda Page 63


Additional Details

Agenda Page 64


CCA Staffing - Budget Comparison Summary

• CCA staffing budgets vary based on size of agency, strategic priorities and stage of development (mature vs start up).

• As a % of revenue, the proposed CPA budget is half or less of the next four largest CCAs.

Clean Power Alliance

Peninsula Clean Energy

Marin Clean Energy

Monterey bay Clean

Energy

East Bay Community

Energy

Fiscal Year, in $0002020-21 (Draft) 2020-21 2020-21

2020-21 (Projection)

2020-21 (Draft)

Revenue 746,508 248,000 445,000 322,584 392,943

Staffing Expense 7,791 6,200 11,800 6,800 7,704

Staffing % of Revenue 1.0% 2.5% 2.7% 2.1% 2.0%

Agenda Page 65


CPA Staffing – Annualized Costs Summary

• Senior positions are mostly filled. New positions are primarily technical and middle management.

• Salary variation partly reflects experience and specialized expertise.• Benefit costs are lower than public sector norms.• Included in budget is a contingency, possible merit increases, and allowance for a mid-

year cost of living adjustment (COLA).• Prior year staff salaries and benefits are reported to the State Controller annually by May

1st (https://publicpay.ca.gov/Reports/SpecialDistricts/SpecialDistricts.aspx).

Annualized Staffing Costs as of 7/1/20Count Salaries Benefits Total Average Salary

Current Staff 29 4,180,000 1,170,000 5,350,000 144,000 Vacant and under consideration 14 1,655,000 463,000 2,118,000 118,000 Total 43 5,835,000 1,633,000 7,468,000 136,000 Increase from Current 48% 40% 40% 40%

Salary Ranges as of 5/1/20 Low HighGeneral Counsel, CFO, COO 206,000 250,000 Directors 130,000 206,000 Managers 80,000 175,000 Analysts & Support Staff 65,000 115,000

Agenda Page 66

https://publicpay.ca.gov/Reports/SpecialDistricts/SpecialDistricts.aspx


FY 2020/21 Org Chart

Community Solar Managers (2)Data/Systems Engineers (2)Admin/Receptionist (1)External Affairs (1)Ventura-based

Existing Staff

Current

Vacancies

29 FTEs

3 FTEs

Executive Director

Board

Clerk of the Board

General Counsel

Chief Operating

Officer

Policy Director

Director of External Affairs

Director of Tech, Data &

People

Chief Financial Officer

Director of Power Plan.

& Proc.

Regional Affairs Mgr (Ventura)

Community Outreach Manager

ControllerFinancial Analyst

Energy Resources Manager

Structured Contracts Manager

Commerical Accounts Executive

Director of Regulatory

Affairs

HR/Admin Associate

Energy Resources Manager

Accounting Manager

Manager of Load

Forecasting

Power Origination

Manager

Executive Assistant

Admin Associate (shared)

Marketing Coordinator

Energy Resource Planner

Mgr. Fin. Planning &

Analysis

Director of Customer Programs

Regulatory Analyst

Mgr Non-Energy

Contracts

Customer Care

Specialist

Power Procurement

Analyst

Customer Programs Manager

Customer Programs Manager

Sr. Mgr Mktg & Cust.

Engagement

FY 2020/21 Planned Positions

11 FTEs

Accountant Accountant

Manager of Market Risk

Contingent on PUC funding

Agenda Page 67


Technical Services - DetailFY 2019/21 FY 2020/21 Difference ($) Difference (%)

Scheduling Coordinator services 534,000 737,000 203,000 38%Energy planning and risk management services 219,000 590,000 371,000 169%Procurement support 610,000 350,000 (260,000) -43%Program planning support services 0 472,222 472,222 n/aProgram planning support services (CPUC funded) 345,000 345,000 Other services and contingencies 414,000 602,778 188,778 46%Total 1,777,000 2,752,000 975,000 55%

• Approximately 75% of the proposed increase is in program planning support services.

• Expenditures to support the Community Solar Program are contingent upon and will be offset by funding by the CPUC. Program planning support services will support engineering and other consulting services that will support the Clean Back-up Power program.

• SC and CRR management partly reflects costs associated with scheduling storage resources that will be coming on-line in 2021. Storage is a dispatchable resource and will become a key component of CPA’s energy portfolio.

• Procurement support cost reductions reflect successful hiring of staff to complete these tasks.

Agenda Page 68



From: Ted Bardacke, Executive Director

Subject: Authorize up to an Additional $1 million Expense for Bill Assistance for Residential and Small Business Customers Impacted by Covid-19 and Approve Amendment to FY 2019/20 Budget

Date: June 4, 2020

RECOMMENDATION

Approve an amendment to the FY2019/20 budget authorizing an additional expense of

up to an additional $1 million for the customer bill assistance program for COVID-19

impacted residential and small business/non-residential customers subject to the

specified program criteria and at the discretion of the Executive Director should CPA meet

its credit covenants and financial objectives for FY 2019/20.

Additional expenses for the customer bill assistance program will be applied in the

following manner:

Bill Credits for Payment Plans ($500,000 additional Allocation, up to $1 million total)

• Automatic $50 bill credit for a small business/non-residential customer (GS-1/GS-

2 account holders) who signs up for a payment plan

• Automatic $25 bill credit for an existing CARE/FERA/MBL1 customer who signs up

for a payment plan

Bill Credits for Customers Newly Enrolled in Financial Assistance Programs ($500,000

Additional Allocation, up to $1 million total)

1 California Alternate Rates for Energy (CARE) reduces electric bills for qualified customers by about 30%. Family Electric Rate Assistance (FERA) reduces electric bills for qualified households by about 18%. Medical Baseline (MBL) provides a higher kWh of electricity per day at the lowest baseline rate for customers requiring the use of electrical-powered medical equipment.

Return to Agenda

Agenda Page 69

• Automatic $25 bill credit for newly enrolled CARE/FERA/MBL customers


BACKGROUND In May 2020, the Board authorized the expenditure of $1 million for COVID-19 bill

assistance, in accordance with the program criteria and customer eligibility specified

above. Demand for the program funds has been robust and may exceed the $1 million

limit before CPA’s June 30, 2020 fiscal year end. At the May 20, 2020 Executive

Committee meeting, staff was requested to develop a proposal to increase program

spending. The Finance Committee discussed and endorsed this proposal at its May 27,

2020 meeting.

DISCUSSION The overall number of CPA customers enrolled in CARE/FERA/MBL and/or who have

signed up for bill payment plans through SCE continues to rise since Shelter in Place

orders were established mid-March. Attachment 1 includes the total number of CPA

customers on CARE/FERA/MBL and on payment arrangements for their electricity bills.

The attached status report also provides the number of COVID-19 Relief Credits that CPA

has issued to customers thus far broken down by customer and credit type. In summary,

as of May 18, 2020, CPA had issued over $480,000 in COVID-19 Relief Credits to over

18,000 customers in need, with approximately 75% of that aid provided to new

CARE/FERA/MBL residential customers and 25% to residential and small businesses on

new payment plans. Approximately $50,000 of bill credits each week are being issued.

CPA may achieve financial surpluses that exceed annual budget targets and contractual

obligations (e.g., credit covenants) in FY 2019/20. The generation of this additional

surplus provides an opportunity to increase the Covid-19 Bill Assistance program using

FY 2019/20 funds should demand for Covid-19 relief exceed the current $1 million

program limit.

Should the achievement of financial surpluses that exceed annual budget targets and

contractual obligations come to pass, CPA’s Executive Director is less likely to use the

Agenda Page 70


discretion provided in the proposed FY 2020/21 budget to move local program funds to

the Covid-19 line item, thus reserving those funds as contingency for other purposes.

FISCAL IMPACT/BUDGET ADJUSTMENT The proposed addition to the bill assistance program would result in up to an additional

$1 million in additional expenses. These additional expenses require an amendment to

the FY 2019/20 Budget. Proposed expenses are budgeted under the existing “COVID-19

Bill Assistance” budget line item (Attachment 2).

ATTACHMENTS 1) COVID-19 Bill Assistance Status Report

2) Amendment to FY 2019/20 Budget

Agenda Page 71

As of 2/24/20 As of 3/16/20 As of 4/20/20 As of 5/18/20Residential 7,334 6,964 7,393 6,180

Non‐Residential 179 173 444 580 Grand Total 7,513 7,137 7,837 6,760

As of 2/24/20 As of 3/16/20 As of 4/20/20 As of 5/18/20CARE 190,320 188,776 191,365 195,457 FERA 3,114 3,109 3,371 3,544

Medical Baseline 11,457 11,313 11,292 11,499 Grand Total 204,891 203,198 206,028 210,500

Customers (#) Credits ($) Percentage (%)Res: New C/F/MBL 14,646 366,150$ 75.25%

Res: New Payment Plans ‐ C/F/MBL 3,525 88,125$ 18.11%Non‐Res: New Payment Plans ‐ Small Biz 646 32,300$ 6.64%

Grand Total 18,817 486,575$ 100.00%

For more information on CPA's COVID‐19 Relief program, please visit cleanpoweralliance.org/covid19

For more information on CARE/FERA/MBL financial assistance programs and payment plans available to

CPA customers through SCE, please visit sce.com/coronavirus

Clean Power AllianceSummary of Customers Receiving Financial Assistance &

COVID‐19 Relief Credit Status ReportDate Prepared: May 26, 2020

All CPA Customers on Payment Plans

All CPA Customers Enrolled in Financial Assistance Programs

CPA Customer COVID‐19 Relief Bill Credits Issued


Agenda Page 72


A B C D E

FY 2019/20 Budget (Amended) Amendment

FY 2019/20 Budget

(Amended) % Change 1 Revenue - Electricity net 794,725,000 794,725,000 0.0%2 Net metering compensation3 Other revenue 10,000 10,000 0.0%4 TOTAL REVENUE 794,735,000 794,735,000 0.0%

Cost of energy 738,943,000 738,943,000 0.0%5 TOTAL ENERGY COSTS 738,943,000 738,943,000 0.0%6 NET ENERGY REVENUE 55,792,000 55,792,000 0.0%

OPERATING EXPENSES7 Staffing 4,646,000 4,646,000 0.0%8 Technical services 1,677,000 1,677,000 0.0%9 Legal services 1,099,000 1,099,000 0.0%

10 Other services 942,000 942,000 0.0%11 Communications and marketing services 248,000 248,000 0.0%12 Customer notices and mailing services 400,000 400,000 0.0%13 Data management services 11,930,000 11,930,000 0.0%14 Service fees - SCE 2,215,000 2,215,000 0.0%15 Local programs 1,450,000 1,450,000 0.0%16 Covid-19 Bill Assistance 1,000,000 1,000,000 2,000,000 100.0%17 General and administration 757,000 757,000 0.0%18 Occupancy 414,000 414,000 0.0%19 TOTAL OPERATING EXPENSES 26,778,000 1,000,000 27,778,000 3.7%20 OPERATING INCOME 29,014,000 (1,000,000) 28,014,000 -3.4%21 Finance and interest expense 388,000 388,000 0.0%22 Depreciation 12,000 12,000 0.0%23 TOTAL NON OPERATING EXPENSES 400,000 400,000 0.0%24 Interest Income 649,000 649,000 0.0%25 TOTAL NON OPERATING REVENUE 649,000 649,000 0.0%2627 CHANGE IN NET POSITION 29,263,000 (1,000,000) 28,263,000 -3.4%28 NET POSITION BEGINNING OF PERIOD 15,989,000 - 15,989,000 0.0%29 NET POSITION END OF PERIOD 45,252,000 (1,000,000) 44,252,000 -2.2%30 Other Uses31 Capital Outlay 1,074,000 1,074,000 0%32 Depreciation (12,000) (12,000) 0%33 CHANGE IN FUND BALANCE 28,177,000 (1,000,000) 27,177,000 -4%34 Note: Funds may not sum precisely due to rounding

CLEAN POWER ALLIANCE of SOUTHERN CALIFORNIAFiscal Year 2019/2020 BUDGET AMENDMENT

PROPOSED

Agenda Page 73



From: Ted Bardacke, Executive Director

Subject: Local Programs Strategic Plan

Date: June 4, 2020

RECOMMENDATION Approve the following key outcomes of the Local Programs for a Clean Energy Future

strategic plan for CPA local programs in the 2020 to 2025 time period:

1. Approve three CPA Local Program Categories: Resiliency and Grid Management,

Electrification, and Local Energy Procurement.

2. Approve a local procurement goal of 175 MW of new renewable energy and

storage capacity for 2020-2025.

3. Direct staff to focus CPA’s planning and implementation efforts on seven program

concepts, as specified in Attachment 1, within the three Program Categories

BACKGROUND Since May 2019, CPA has been engaged in a strategic planning process, which produced

a strategy that will guide CPA’s investments in local programs over the 2020 to 2025 time

period. This process included public stakeholder engagement, input from the Board at

the June 2019 Board retreat and the October and December 2019 Board meetings,

several rounds of review and input from the Community Advisory Committee, and final

review by the Executive Committee on May 20, 2020.

The process was bolstered by technical work provided by a consulting team made up of

ARUP and Cadmus and was informed by several parallel CPA activities,

including planning and implementation work for the CPA Power Response program,

the 2019 Peak Management Pricing pilot program, engagement with

Return to Agenda

Agenda Page 74


the CALeVIP Electric Vehicle (EV) charger incentive program, and the pending funding

application before the CPUC for CPA’s Community Solar/100% Green Discount program.

A full description of this process, analysis, recommendations, and implementation status

of local programs is contained in the Local Programs for a Clean Energy Future strategic

plan (Attachment 1) and summarized in the accompanying presentation (Attachment 2).

DISCUSSION

Staff is recommending that the Board approve the key outcomes of the Local Programs

for a Clean Energy Future strategic plan. Board approval will establish a framework to

guide staff in local program planning, budgeting and implementation, allow the

organization to consider and vet new program opportunities within a coherent framework,

and serve as a signal to customers and others in the energy industry of CPA’s priorities

in the local programs area.

Specifically, the following Board approvals are requested by staff:

1. Establishment of three broad Local Program Categories:

o Resiliency and Grid Management

o Electrification (Transportation and Buildings)

o Local Energy Procurement

2. Establishment of a 2020 – 2025 local procurement goal of 175 MW, or

approximately 7% of CPA’s planned purchases of new renewable energy and

storage capacity, in the same timeframe.1

3. Direction to CPA staff to target its planning and implementation activities for the

following seven program concepts within the three Program Categories.

1 Achievement of this goal would result in approximately $220 million dollars of new investment in Los Angeles and Ventura Counties.

Agenda Page 75


1. Clean Back Up Power for Essential Facilities: Installation of clean energy

generation and storage at essential community facilities that can act as

resilience hubs (Resiliency and Grid Management)

2. Demand Response – Energy Storage: Partnering with customers to utilize

energy storage systems for demand response, reliability, and/or resiliency

(Resiliency and Grid Management)

3. Peak Management Pricing: Incentives for commercial and public agency

customers to reduce their energy consumption during periods of grid stress,

high greenhouse gas (GHG) emissions, and elevated wholesale energy

prices (Resiliency and Grid Management)

4. Public Electric Vehicle Charging: Incentives for publicly accessible electric

vehicle chargers, typically using match funding with other state and regional

programs (Electrification)

5. Building Electrification Code Incentives: Technical assistance and

incentives for cities and counties to develop local building codes to encourage

the electrification and decarbonization of the building sector (Electrification)

6. Community Solar: Develop small-scale local generation projects in

disadvantaged communities (DAC) that provide bill discounts to neighboring

residents (Local Energy Procurement – CPUC funded)

7. 100% Green Discount: Provide low-income customers with additional bill

discounts for renewable energy generated in disadvantaged communities

(Local Energy Procurement – CPUC funded)

Some of the recommended program concepts are already in the process of

implementation while others still need further planning, assessment, and program design

work before being implemented. The table below shows current implementation status:

Agenda Page 76


Program Implementation Status

Clean Back Up Power for Essential Facilities Design and Planning

Demand Response – Energy Storage Evaluation of the CPA Power Response pilot in 2020/2021; Design and Planning for expanded program

Peak Management Pricing Completed Evaluation of 2019 pilot; beginning implementation of and expanded 2020 program

Public EV Charging Designing and Planning of 2021 Ventura County program; Assessment underway of Los Angeles County program

Building Electrification Code Incentives Assessment

Community Solar Awaiting approval from CPUC to begin Implementation

100% Green Discount Awaiting approval from CPUC to begin Implementation

Approval of these seven program concepts does not limit CPA’s focus on just these

programs for the 2020 – 2025 time period. The Draft FY 2020/21 budget, for example,

includes a contingency for short-term efforts that may arise where CPA nimbleness could

address an immediate need in one of the three broad Program Categories (i.e. Resilience

and Grid Management, Electrification, and Local Energy Procurement) that have been

identified as the key areas of focus for CPA. This contingency could also be used for

COVID-19 bill assistance if necessary.

As these program concepts go into more detailed planning and design, staff will explore

specific refinements, including public-agency set-asides, establishment of an application-

based innovation fund, and targeted use of state and federal funds.

ATTACHMENTS 1) Local Programs for a Clean Energy Future Strategic Plan

2) Summary Presentation of Local Programs for a Clean Energy Future

Agenda Page 77

2020

Local Programs for a Clean Energy Future

Agenda Page 78


Acknowledgements

Acknowledgements Clean Power Alliance staff led the development of Local Programs for a Clean Energy Future, with the assistance of Arup North America, Ltd. and The Cadmus Group. The entire project team greatly appreciates the contributions and guidance from the CPA Board, our Community Advisory Committee and the many community members who provided invaluable feedback.

Agenda Page 79

Table of Contents Introduction ................................................................................................................................................................... 3

What is Clean Power Alliance? ............................................................................................................... 4

Local Programs for a Clean Energy Future .....................................................................................6

How We Got Here ......................................................................................................................................................9

The Process ........................................................................................................................................................ 10

CPA Power Response .................................................................................................................................. 12

Clean Energy for All ................................................................................................................................................ 13

Program Evaluation and Categorization ........................................................................................ 14

Prioritization of Programs ........................................................................................................................ 16

Resilience and Grid Management ....................................................................................... 18

Benefits of Resilience and Grid Management ............................................................................. 18

Program 1: Clean Back-Up Power for Essential Facilities .................................................... 20

Program 2: Demand Response – Energy Storage ..................................................................... 21

Program 3: Peak Management Pricing .......................................................................................... 22

Electrification ............................................................................................................................ 23

Benefits of Electrification ......................................................................................................................... 23

Program 5: Public EV Charging ........................................................................................................... 25

Program 6: Building Electrification Code Incentives ............................................................. 26

Local Procurement .................................................................................................................. 27

Benefits of Local Procurement............................................................................................................. 27

Program 9: Community Solar ............................................................................................................... 29

Program 10: 100% Green Discount ..................................................................................................... 30

Putting it into Action ............................................................................................................................................. 31

Local Program Implementation and Delivery ............................................................................ 32

Methods for Amplifying and Extending the Reach of Local Programs for a Clean Energy Future ................................................................................................................................................. 34

Implementation Status ............................................................................................................................. 36

Appendices ................................................................................................................................................................. 37

Appendix A – Demographics of Survey Results ......................................................................... 38

Appendix B – Existing Types of CCA and Utility Programs for Assessment ........... 40

Appendix C – Local Program Planning Tool Result Tables for Programs ................. 42

Agenda Page 80

Clean Power Alliance Local Programs for a Clean Energy Future | 3

Section 1 Introduction

Agenda Page 81

4 | Clean Power Alliance Local Programs for a Clean Energy Future

What is Clean Power Alliance?

Clean Power Alliance (CPA) is Southern California’s locally operated electricity provider (a Community Choice Aggregator, or CCA), offering clean renewable energy at competitive rates. Originally established in 2017 as a Joint Powers Authority, CPA now serves approximately three million people through approximately one million customer accounts across 32 communities in Los Angeles and Ventura Counties.

Figure 1: Map of Clean Power Alliance’s service territory

How CPA service works

Clean Power Alliance purchases clean power from a variety of sources in California and the surrounding region, while Southern California Edison (SCE) delivers the power to customers through its existing infrastructure and remains responsible for customer billing and resolving electricity service issues. CPA customers can choose from Clean Power Alliance’s three rate options, with the default rate chosen by each local community.

Lean Power offers 36% - 40% renewable energy content at a 1-2% overall bill discount compared to SCE base rates.

Clean Power offers 50% renewable energy content at a 0-1% overall bill discount compared to SCE base rates.

100% Green Power offers 100% renewable energy content at a 7-9% overall bill premium compared to SCE base rates.

Agenda Page 82


Customers can switch among CPA rate options at any time. At the end of 2019, customers’ rate selections closely mirrored their communities’ default rate:

Table 1: Percent of customers served by each of CPA’s three rate options as of December

2019

Rate Option % of Customers

100% Green 29%

Clean 52%

Lean 19%

Total 100%

Customers on Financial Assistance Programs (CARE, FERA, Medical Baseline)1

27%

Governance and Leadership

Clean Power Alliance is governed by a Board of Directors comprised of local elected officials from each of its 32 member jurisdictions. Four standing committees support the Board in its decision-making process: Executive, Finance, Legislative & Regulatory, and Energy Planning & Resources. Additionally, Clean Power Alliance has a 15-member Community Advisory Committee of residential and business customers who advise the Board on programmatic actions that impact CPA customers and help educate and advocate for CPA as leaders in their local communities.

CPA operations are led by a growing team of over 30 employees who implement the Board’s direction in all areas including procurement, rates, customer support, policy, and communications. CPA staff represents a diverse set of expertise and come from a variety of backgrounds including energy and clean technology, non-profit, local government, and private sectors.

1 Customers on these rates located in communities that have chosen 100% Green as their default, receive 100% renewable energy at no additional cost, paying CPA exactly the same amount as they would otherwise pay SCE for its base rate.

Agenda Page 83


Local Programs for a Clean Energy Future

What is a Local Program?

Local programs are products, services, or financial incentives offered by CPA to help CPA, its communities and its customers co-manage their relationship with the energy system. These programs can bring local benefits such as customer cost savings, economic and workforce development, improved air quality and public health, and more resilient communities. Local programs can also help CPA manage the risks associated with a rapidly decarbonizing grid and develop resources to continually innovate and deliver reductions in greenhouse gas emissions. Implemented successfully, local programs can provide benefits for both CPA and its customers.

Local Programs for a Clean Energy Future Vision

Robust local programs create an opportunity for customers to be an active part of the clean energy transition. Local Programs for a Clean Energy Future is an important step in what CPA envisions as an ongoing process to empower its communities to join CPA in creating a greener and safer electricity system. CPA was formed by local communities, for local communities, and this group of local programs reflects that conviction.

All of CPA’s customers will be impacted by climate change in the coming years and programs will need to be accessible to all. CPA’s initial areas of focus recognize that different people have different needs and that the organization needs to intentionally strive to serve those who have traditionally had difficulty accessing energy programs, including those living in Disadvantaged Communities, renters, and customers on fixed incomes. Above all, Local Programs for a Clean Energy Future provides vehicles for customers to more actively engage in CPA’s founding mission to provide Los Angeles and Ventura communities with more choice and cleaner energy, and to do so affordably.

Development Process

Local programs must be carefully planned to ensure that they are helping customers equitably, that they are cost-effective for CPA, and that they deliver the community benefits that are part of their core purpose. CPA developed the Local Programs for a Clean Energy Future strategic plan to provide CPA with immediate direction for detailed program planning to develop assets for future program development, such as the program comparison tool described below. This nine-month process included:

Compiling and refining a clear set of stakeholder priorities.

Developing a Program Planning Comparison Tool to prioritize programs and aid in thefuture development, selection and refinement of local programs.

Determining a list of seven local program concepts that CPA will pursue in the 2020 –2025 time period.

Choosing methods for delivering these programs and amplifying their impact.

Some of the local program concepts – Clean Back-Up Power for Essential Facilities, Public EV Charging, Community Solar – are already in various stages of implementation planning. Others are being piloted in the CPA Power Response program launched earlier this year and will be

Agenda Page 84


refined based on lessons learned from the pilot. Still others will require more detailed program design, stakeholder engagement, and identification of internal and external funding sources.

Recommended Programs

Based on stakeholder priorities identified in the Local Programs for a Clean Energy Future development process as well as the quantitative analysis provided by the Program Planning Comparison Tool, the following seven programs most immediately meet CPA’s goals and objectives:

1. Clean Back-Up for Essential Facilities: Installation of clean energy generation and storage at essential community facilities that can act as resilience hubs.

2. Demand Response – Energy Storage: Partnering with customers to utilize energy storage systems for demand response, reliability, and/or resiliency.

3. Peak Management Pricing: Incentives for commercial and public agency customers to reduce their energy consumption during periods of grid stress, elevated wholesale energy prices, and high greenhouse gas (GHG) emissions.

4. Public EV Charging: Incentives for publicly accessible electric vehicle chargers.

5. Building Electrification Code Incentives: Technical assistance and incentives for cities and counties to develop local building codes to encourage the electrification and decarbonization of the building sector.

6. Community Solar: Develop small-scale local generation projects in disadvantaged communities (DAC) that provide bill discounts to neighboring residents.

7. 100% Green Discount: Provide low-income customers with bill discounts for renewable energy generated in disadvantaged communities.

These seven programs fall into three categories that each align with a critical component of CPA’s mission: Resilience and Grid Management, Electrification, and Local Procurement. Together, they represent the aspects of the electricity landscape that CPA has the greatest control over and the areas its customers can most immediately benefit from.

Funding for Local Programs

Local programs require an investment of resources and funding for local programs must be balanced with other CPA fiscal priorities, including providing competitive rates and building and maintaining a healthy level of financial reserves. Investments in local programs may involve a one-time expenditure of resources that can be considered in CPA’s annual budget process. Other investments may commit CPA to expending resources or incurring costs over a longer period of time (10 years or more), requiring evaluation of long-term fiscal impact. Similarly, benefits to CPA and its customers and communities may be immediate or long-term, and payback may be in the form of fiscal benefits and/or other important community benefits that are not easily monetized.

Given that CPA is still in its formative years and must prioritize fiscal stability, funding for local programs over the time period covered by this strategic plan will be limited; the programs that get the most funds will necessarily be those that provide high levels of community and customer benefits and those that provide positive return on investment (ROI) for CPA. To help bridge resource gaps for local programs, CPA may pursue outside funding when those

Agenda Page 85


opportunities align with the priorities outlined in this strategic plan; however, CPA will be cautious about seeking funds that require the development of new administrative infrastructure or re-create programs that are already being adequately delivered by others, including investor-owned utilities (IOUs) or Regional Energy Networks.

CPA will take a similar approach to funding for local procurement, both as a subset of its local programs strategy and as a part of its overall procurement approach. As CPA transitions an increasing share of its energy procurement from short-term to long-term contracts, it will seek to procure local resources whenever possible. However, to help keep its renewable energy products affordable, CPA will be careful to identify local projects with multiple community benefits that justify any above-market energy costs.

Agenda Page 86


Section 2 How We Got Here

Agenda Page 87


The Process

To ensure that CPA’s local programs are driven by the communities they serve, customers and stakeholders were consulted early and often in the development of this strategic plan. Stakeholder feedback was essential in shaping the categories in which CPA identified and grouped programs, and in the evaluation of each program.

Step 1: Stakeholder Engagement

Conducted stakeholder outreach and engagement to create the list of stakeholder priorities. These priorities were used as the principle framework for determining how programs compare to one another to identify which programs would benefit CPA customers the most.

Step 2: Program Categorization

Identified focus areas for programs by consolidating and grouping the universe of potential programs into

discrete program categories that align with stakeholder interests.

Stakeholder Engagement Process and Results

The intention of the stakeholder engagement process was to uncover what stakeholders cared about most, and the challenges that stakeholders face that CPA can help mitigate or solve.

Over the course of two months, CPA conducted four goal-setting workshops across both Los Angeles County and Ventura counties, and conducted an on-line survey in English, Spanish and Chinese. CPA also interviewed 13 grass-roots organizations with on-the-ground experience dealing with environmental, labor, and environmental justice issues. CPA staff also regularly communicated with its largest business and public agency customers to understand their insights and needs.

Stakeholder Priorities: 1. Affordable clean energy2. Job creation3. Decarbonization4. Increase accessibility and

benefits for all5. Local resiliency – community

response to stresses6. Grid resiliency – mitigating grid

shutdowns7. Public health

Each priority has an associated weighting that was determined from stakeholder input. These weightings give a sense of which priorities are most important, and were used to score programs in the Program Planning Comparison Tool (Step 3).

Final Program Categories

Resiliency & Grid Management Demand response, solar paired with

storage

Electrification Transportation and

buildings

Local Procurement Energy generation and resource

adequacy aggregation

Agenda Page 88


Program Planning Comparison Tool

Tool Workflow Program characteristics (e.g. kWh of electricity saved) are inputted in the tool. The tool uses these to calculate a variety of metrics (e.g. tonnes of CO2e saved), which is then normalized into a score out of 10 for each metric. The metric scores are then weighted against stakeholder priorities to output a single, overall weighted score.

Step 3: Program Planning Comparison Tool Development

Built a robust Program Planning Comparison Tool that evaluates and compares programs based on attributes such as program costs, costs to customers, and job creation.

Step 4: Program Evaluation

Filtered and pre-screened potential programs against stakeholder priorities to shortlist 11 programs. Using the tool, CPA evaluated and ranked the 11 programs.

Step 5: Final Local Programs

Of the 11 programs assessed in the tool, selected seven for implementation.

Program Evaluation

CPA used an existing universe of energy programs as the launching point for its local program offerings. After researching hundreds of programs, CPA created a consolidated list of ~30 discrete programs. These programs were then qualitatively scored against stakeholder priorities through a weighting process similar to that used in the comparison tool. The 11 programs that ranked highest or met specific CPA needs were then chosen for in-depth assessment.

Total Weighted

Score

Program Characteristics

• CPA investment • Customer costs • Communities

targeted • Energy impact • Ability to increase

resilience

Metric Scores

• Program NPV* • Customer NPV • Job creation • GHG Benefits • DAC Coverage • Resiliency • Air Pollutants

Stakeholder Priorities

Tool

Tool Capabilities Compare programs for

prioritization Justify investment in a program

by understanding its co-benefits Adjust a program to maximize co-

benefits and cost effectiveness Updatable to changing

circumstances and priorities

* NPV stands for net present value

Agenda Page 89


CPA Power Response

During the development of this strategic plan, CPA was engaged in a parallel process to launch a 12-18 month distributed energy resources (DER) pilot program called CPA Power Response. Concepts and data from the pilot development process informed the broader Local Programs for a Clean Energy Future strategic planning effort, and lessons learned from CPA Power Response will be incorporated into CPA’s future program deployment.

The pilot program incentivizes residential and commercial customers that have already made investments in DER to use those technologies to participate in demand response events during the evening peak hours (generally 4pm-9pm) when electricity is most expensive and most polluting. During up to five events per month, customers will be asked to modify their energy usage in order to relieve strain on the grid during periods of high demand. Customers can save money on their bills by using their DER technologies to reduce their load during high TOU pricing periods. Additionally, this aggregated load reduction can be used by CPA to obtain wholesale market revenues. Customers will receive enrollment incentives for signing up, as well as annual participation incentives that are dependent on customer event response. Higher incentives are available to customers located in disadvantaged communities or that are on low-income qualified rates (CARE/FERA) to broaden the program’s reach.

The CPA Power Response pilot has three technology pillars:

1. Smart Thermostats: Participating residential and small business customers with smart thermostats are asked during events to raise their thermostat set point, collectively reducing HVAC load during periods of high demand.

2. Electric Vehicle (EV) Chargers: Available to commercial customers with at least three Level 2 EV chargers, this program asks participants to allow their EV chargers to operate at a reduced rate of charge during peak events.

3. Battery Storage: Available to any customer, residential or commercial, with a battery energy storage system, this program asks participants to discharge their battery during demand response events.

Power Response will help CPA test marketing and customer acquisition strategies, program design and implementation, and aggregation of demand response as a resource for wholesale and resource adequacy (RA) market participation.

In addition, CPA also set aside a portion of the pilot’s incentive funds for direct installation rebates to help customers pay for the cost of a new battery storage system in exchange for participating in Power Response. This is CPA’s first equipment rebate program. Funds will be awarded in two tranches to allow CPA time to recalibrate the rebate or refine the application process, if needed.

Two of CPA’s Power Response programs, Public EV Charging and Demand Response – Energy Storage, overlap with the programs prioritized in the Local Programs for a Clean Energy Future strategic plan. The CPA Power Response program will explore how to create additional value streams from infrastructure that would be installed via the broader local programs efforts. The third CPA Power Response program component, Smart Thermostats, could be further developed into abroad-based program once CPA evaluates pilot program outcomes.

Agenda Page 90


Section 3 Clean Energy for All

Agenda Page 91


Program Evaluation and Categorization

The stakeholder process generated extensive discussion about the role that CPA should play for its member communities and as a clean energy leader in the State. The programs shortlisted for evaluation in the Program Planning Comparison Tool represent the push and pull of this role, with programs that seek to address targeted CPA constituencies and others that reimagine energy procurement in California. These programs fell into three categories – resilience and grid management; electrification; and local procurement – that overlap with portions of the electricity system that CPA has greatest control over and the areas where CPA customers can most immediately benefit.

Resilience and Grid Management

Program 1: Clean Back-Up Power for Essential Facilities Funding to install solar and storage at municipal facilities that can act as resilience hubs

Program 2: Demand Response – Energy Storage Incentives for commercial facilities to utilize storage for demand response

Program 3: Peak Management Pricing Incentivizes to reduce energy consumption during periods of grid stress

Program 4: Demand Response – Residential Thermostat Incentives to utilize smart thermostats for demand response

Electrification

Program 5: Public EV Charging Incentives for public electric vehicle chargers

Program 6: Building Electrification Code Incentives Assistance and incentives to develop all-electric building codes

Program 7: All-Electric Post-Fire Rebuild Incentives for all-electric rebuilds in fire-impacted areas

Program 8: Natural Gas Appliance Replacement Incentives to displace fossil-fuel use in buildings

Local Procurement

Program 9, Community Solar Local generation projects in DACs that provide bill discounts to neighboring residents

Program 10, 100% Green Discount Bill discounts for low-income customers for local renewable energy

Program 11, Distributed Energy Request for Offers Procure “front of the meter”2 distributed energy resources locally in Los Angeles and Ventura counties

2

2 Power sources that are connected directed to the transmission and distribution system and which serves multiple customers. This is usually contrasted with behind-the-meter systems that provides power on-site before passing through a meter.

Agenda Page 92


As explained in Section 2: How We Got Here, these programs were selected through a quantitative and qualitative screening process that assessed the benefits of each program as well as who each program benefits. CPA wants to serve all customers with its suite of programs and throughout the stakeholder engagement process several groups were identified as historically having restricted access to local program offerings. For each program, CPA considered which group of customers would have access to the program’s benefits. See the table below for a summary of this accessibility analysis.

Table 2: Summary of target market and accessibility analysis

Community Wide and/or CPA Member

Single Family

Multi-Family

Low Income and/or DACs

Commercial Customers

Clean Back-up Power for Essential Facilities

✘

Demand Response – Energy Storage

✘ ✘ ✘ ✘

Peak Management Pricing ✘ ✘

Demand Response – Residential Thermostat

✘ ✘ ✘

Public EV Charging ✘ ✘ ✘ ✘ Building Electrification Code Incentives

✘ ✘ ✘ ✘ ✘

All-Electric Post-Fire Rebuild

✘

Natural Gas Appliance Replacement

✘ ✘

Community Solar ✘ ✘ ✘ 100% Green Discount ✘ ✘ ✘

Distributed Energy Request for Offers

✘

Agenda Page 93


Prioritization of Programs

Each of the 11 programs were input into the tool to calculate its performance against a range of metrics on program benefits. The quantitative and qualitative assessment of each program’s benefits are included in the following pages along with further descriptions of each program.

Metrics in the tool were weighted based on stakeholder priorities to arrive at a total score and ranking for each program.

Table 3: Summary table of the total weighted scores of all programs

Rank Program Total Weighted Score

Selected?

1 Clean Back-Up Power for Essential Facilities 9.6 ✓

2 Demand Response – Energy Storage 6.5 ✓

3 Community Solar 5.6 ✓

4 Public EV Charging 5.1 ✓

5 100% Green Discount 4.1 ✓

6 Building Electrification Code Incentives 3.9 ✓

7 Demand Response – Residential Thermostat 3.4 ✘

8 Distributed Energy Request for Offers 3.0 ✘

9 All-Electric Post-Fire Rebuild 3.0 ✘

10 Peak Management Pricing 2.6 ✓

11 Natural Gas Appliance Replacement 2.2 ✘

CPA ultimately chose to move forward with more than half of the programs evaluated. The programs that were not chosen, as described below, either ranked low on the tool, were duplicative of similar programs that were already available to CPA customers, or had extremely high costs.

The Demand Response – Residential Thermostat program envisioned providing incentives to commercial and residential customers to use smart thermostats in order to shift air conditioning usage to pre-cool spaces during low-energy rate times, rather than turning on during peak demand when rates are higher. However, there are many similar programs throughout the region, including one offered by SCE that increases the setpoint temperature of the air conditioning and turns off completely during peak times. It is also very similar to the CPA Power Response pilot program described earlier, which CPA is still in the process of evaluating. After the results of the CPA Power Response Pilot, CPA may consider expanding this program.

CPA launched a Distributed Energy Request for Offers in October 2019, which was open to front of the meter renewable energy and storage projects less than 10MW located in Los Angeles or Ventura counties. In order to increase the competitiveness of these smaller projects, CPA expanded the evaluation criteria, including extra points for resiliency benefits and unique

Agenda Page 94


technologies. Despite these efforts, the projects that bid into the solicitation were three to five times more expensive than larger projects both inside and outside of Los Angeles and Ventura counties, and quantitative scoring by the local programs comparison tool indicated that in spite of additional benefits this program ranked relatively low compared to other programs that CPA could offer and at very high long-term costs. Therefore, this program was not chosen.

All-Electric Post-Fire Rebuild was envisioned to provide an incentive for homeowners to rebuild energy-efficient homes destroyed during Southern California recent, devasting wildfires. However, in late 2019, SCE launched the “Clean Energy and Resiliency (CLEAR) Rebuild Program,” which offers up to $17,500 in incentives for energy-efficient new home construction projects in areas affected by the Woolsey, Hill, and Thomas fires. These incentives are also be available to CPA customers. CPA therefore decided it was not necessary to provide an additional incentive program for post-fire rebuilding.

Natural Gas Appliance Replacement was envisioned to offer incentives for businesses or homeowners to displace fossil-fuel powered equipment (e.g., water heating and space heating equipment) with efficient electric alternatives. However, the program ranked lowest on the tool of all programs evaluated, with a high upfront cost and low return on investment. It would also largely exclude renters, who often do not own the natural gas appliances that would need to be replaced but who pay the bills associated with them. CPA therefore decided to prioritize the electrification of the building sector through code changes rather than through appliance rebates.

Although the Peak Management Pricing program was ranked 10th in the tool, it is extremely accessible to many commercial customers, requires no material investment for the customer and has fairly low program administration costs. Therefore, CPA will go forward with the Peak Management Pricing program.

Agenda Page 95


‘


Benefits of Resilience and Grid Management

Grid Management

In the last decade, the grid has changed dramatically. More and more solar power – which generates electricity during the day – has been added to the grid and will continue to grow as a significant generation resource for California. Although this clean and affordable solar power provides most of the electricity needs during the day, its energy generation falls to zero when the sun sets, and when net energy demand is the highest (‘peak hours’). Energy demand on the grid peaks during the hours of 4 to 9 pm, when businesses are still operating but workers have started to return home and turn on appliances, heating and cooling systems, lights and plug-in devices. This means that the net load profile (total energy demand minus renewable supply) dips during the day when solar power is online and then rapidly increases when demand is high and solar power is offline.


Agenda Page 96


Figure 2: Net load of California’s grid throughout the day (i.e. the ‘Duck Curve’)

It can be orders-of-magnitude more expensive to procure and deliver energy during the peak hours of the day when demand is high and renewable resources are limited than at other times of the day, driving up CPA costs and customer utility bills. Additionally, during these peak hours, the grid often must rely on fossil-fuel “peaker” plants to meet the rapid increase in load, dramatically increasing localized air pollution and countering the decarbonization benefits of the solar added to the grid.

Therefore, it is not only important how much energy customers use, but also when they use it. To smooth out the net load curve, customers would ideally lower their peak usage from the peak hours of 4 to 9 pm, and/or shift it to midday when solar generation is ample and cheap. This process of altering usage in response to market signals is termed ”demand response”. Demand response helps utilities manage the grid effectively, keep it cleaner, and reduce upward pressure on rates and bills.

Resilience

California has entered an unprecedented age of climate change contributing to extreme weather, destructive wildfires, and community vulnerability. The state, local governments, CCAs and others have launched efforts aimed at protecting California communities and vulnerable populations and preparing them for these ongoing emergencies. These include creating a more dynamic, distributed grid with real-time responsiveness and increased protections for the most vulnerable customers.

Investor-owned utilities have been given authority to enact more preventative grid shutdowns, or public safety power shutoffs (PSPS), to mitigate the risk of wildfires, creating a new layer of uncertainty for customers. Many communities throughout CPA’s service territory experienced these power shutoffs throughout 2019. CPA can help mitigate these disruptions locally through distributed energy resources and demand response, while seeking ways to make communities more resilient in the face of climate change, and the PSPS events and extreme heat that can come with it.

0

5,000

10,000

15,000

20,000

25,000

30,000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

CAIS

O N

et L

oad

(MW

)

Hour

CAISO Net Load - March 31

2015 2016 2017 2018 2019 2020

Agenda Page 97


Program 1: Clean Back-Up Power for Essential Facilities

Overall Program Ranking: #1

Program Description:

CPA will partner with its member agencies to install solar and battery storage at one essential facility in each of CPA’s 32 member jurisdictions. These solar and storage systems will provide community resilience by serving as clean backup power during PSPS events, natural disasters, or other outages, while also providing benefits to CPA during normal operation in the form of load shifting or wholesale demand response revenues.

Benefits to Clean Power Alliance Customers:

Installing solar paired storage at essential facilities with the capability to operate independently from the grid (“islanding”) creates a multitude of benefits that extend beyond the site host to the community at large. Installing these systems at essential community facilities such as first responder stations, community/cooling centers, evacuation shelters, or municipal yards can provide benefits to the greater CPA customer base by continuing fundamental public safety operations during grid disruptions like PSPS events or other emergencies (wildfire, flood, earthquake). The systems can remain islanded for extended periods of time since they do not rely on the grid to recharge, and can eliminate local emissions associated with conventional diesel backup power generation.

This program also benefits CPA’s member agencies by providing a chance for municipal staff to gain knowledge in the process of installing and hosting solar and storage systems.

Existing CCA or Utility Programs:

CCAs across the state are working to increase resiliency, and solar and storage are proving themselves to be a new and emerging part of that. The San Francisco Department of Emergency Management installed rooftop solar and storage at a local high school and designated it a Resiliency Site, where services can be provided during and in the aftermath of emergencies. Redwood Coast Energy Authority is working with various partners, including PG&E and the County of Humboldt, to build a 2.25 MW solar array and battery energy storage system at the California Redwood Coast-Humboldt County Airport that can island from the main grid so that the airport and adjacent Coast Guard facility can run fully on solar and batteries if there is a regional power outage.

Program Design Options:

Collaborate with municipalities or counties that are receiving grants from state programs that have been created specifically for these centers. Collaborate with state and local Offices of Emergency Services.

Pilot in high-fire prone communities before expanding to the full service territory.

Install battery storage systems paired with solar generation as in-front-of the meter microgrids at sites in optimal grid locations to provide CPA with carbon-free energy storage capacity during normal grid conditions.

Utilize California Solar Initiative (CSI) and Self-Generation Incentive Program (SGIP) funds to maximize installations.

Agenda Page 98


Program 2: Demand Response – Energy Storage



This program would offer incentives to commercial and non-residential customers for the installation of energy storage for load-shifting demand response and builds from the battery storage technology pillar and installation rebate funding portion of the Power Response DER pilot.3 Specific residential customers, like multifamily buildings, would also be included.


Behind-the-meter storage benefits both the customer and the grid. Energy storage can be programmed to be optimized against time of use (TOU) energy pricing to help customers save money on their bills. Commercial customers in particular are often charged by their peak demand, and this typically represents 30 to 70% of their total energy bill. Reducing peak demands through energy storage can result in significant reductions in customers monthly payments, and helps CPA reduce customer costs overall by permanently reducing the amount of energy and resource adequacy that must be procured. Customers can go one step further by adding islanding capability to their system, creating a resilient facility that can continue operations during a grid shutdown. Energy storage can also be paired with solar generation, so that the battery is charged with solar energy, allowing it to operate in an islanded mode for an extended time. Providing incentives for customers to invest in these technologies complements existing funds such as SGIP and the Investment Tax Credit (ITC).

Often, even after designing a battery storage system to provide demand reduction or TOU management, batteries will have leftover capacity to participate in demand response events. Those customers can then receive incentives to participate in the CPA Power Response or other demand response programs.


Several CCAs are exploring customer sited battery storage for demand response programs. Four CCAs (East Bay Clean Energy, Peninsula Clean Energy, Silicon Valley Power, and Silicon Valley Clean Energy) released a joint RFP in 2019 for a comprehensive offering to provide RA capacity with demand response through the development of customer-sited battery storage. Marin Clean Energy is also actively seeking to partner with providers to increase local resilience and support active peak load management through the deployment of up to 70 MWhs of customer sited dispatchable battery energy storage systems within their service territory. SCE’s Capacity Bidding Program is also a demand response program, which CPA evaluated when designing its Power Response program.


Add a bonus incentive for pairing with solar, another bonus incentive for islanding capability, and another bonus for customers located in DACs.

Expand program to residential customers to address the steep rise in electricity demand in the evening times, with an additional incentive for CARE customers.

3 See CPA Power Response section on page 12

Agenda Page 99


Program 3: Peak Management Pricing



Peak Management Pricing (PMP) is a behavioral demand response program that offers businesses an opportunity to receive a bill discount for participating. In exchange, customers are asked to respond to elevated price signals during PMP events by reducing their consumption as much as possible. PMP events are triggered based on wholesale CAISO market prices, and typically occur on the hottest days of the summer when grid demand and wholesale prices are highest.

Customers receive a bill discount during the summer months (June-September) in the form of a credit based on their highest monthly on-peak demand, and a per-kilowatt-hour surcharge on top of their normal rate for energy consumed during on-peak hours (4 pm to 9 pm) on PMP event days. Participating customers are notified 24 hours in advance of a PMP event, allowing them to make plans to reduce or shift their load the following day. Customers also benefit from bill protection during their first year on PMP.


Behavioral demand response programs like PMP provide customers that can shed or shift load during peak times with bill credits for participating, and do not require any commitment to respond during events. The program further benefits customers that have installed automated or distributed energy technology to manage their electricity demand throughout the day, providing additional return on these investments. Additionally, reduced demand during peak wholesale hours lowers CPA’s overall cost of procuring energy. As the PMP program grows, those savings could become more significant, allowing that benefit to be passed on to customers.


The IOUs all offer behavioral demand response rate programs but CCA customers cannot take advantage of these programs. CPA’s PMP program was modeled after the SCE Critical Peak Pricing (CPP) program and is intended to provide a competitive offering for CPA customers. While CPP was already the default rate offering for certain large commercial customers, per CPUC direction SCE implemented default CPP in 2019 for small commercial and agricultural customers as well. CPA has not mirrored a default approach, and will instead use an opt-in model.


Make PMP the default rate option for certain types of commercial customers.

Engage in customer targeting for PMP enrollment based on individualized load shape analysis.

Offer direct event dispatch for customers with automated load control systems.

Become an educational resource for customers on load reduction strategies and technologies.

Agenda Page 100


Electrification

Benefits of Electrification

There are many benefits associated with the electrification of the transportation and building sectors. The common benefit in both sectors is decarbonization. With CPA’s overall energy portfolio approximately 60% renewables and growing, its electricity supply is far cleaner than direct combustion of any fossil fuel. Through electrification measures, CPA has an opportunity to capitalize on this ever-greening grid while growing its revenue stream – essentially competing for market share not only with other electricity companies but with the oil and gas sectors as well.

Building and Transportation

Electrification

Agenda Page 101


4

Transport Electrification

The transportation sector is the largest source of California’s greenhouse gas (GHG) emissions. Electrifying passenger vehicles, freight, heavy duty and offers significant potential for accelerated decarbonization in alignment with State goals. Even with the national grid fuel mix, which is much dirtier than California’s, an electric vehicle reduces GHG emissions by more than half over its lifetime as compared to its combustion-powered alternative. 5

In addition to its decarbonization potential, electric vehicles can help solve the inequity of air pollution exposure. Air pollution emitted from vehicles disproportionately affects people of color and low-income groups. On average, African American, Latino and Asian Californians are exposed to 42%, 39% and 21% higher levels of PM2.5 from vehicles than white Californians.6 With zero tailpipe emissions, electric vehicles can help lower local air pollution and mitigate the unequal effects of ground-level ozone and particulate matter pollution on marginalized groups.

Building Electrification

Electrifying the building sector will be an important part of meeting California’s climate goals. This must ultimately include both new construction and existing construction. In existing buildings, electrification is commonly focused on swapping out gas appliances for electric ones, like space and water heaters. In new construction, an all-electric building is typically cheaper to build than a mixed-fuel building, as builders save the cost of piping gas to the building. Additionally, eliminating direct combustion of fossil fuels in homes means cleaner indoor air. The operations of buildings, like the transportation sector, also has broader impacts on regional air pollution. Annually, half a million people across the globe die from the air pollution caused by the energy buildings consume.7 With a cleaner grid and buildings that capitalize on that grid, the health risk posed by building emissions can be lowered to ensure a healthier future for the region.

4 “A Roadmap to Decarbonize California Buildings.” Building Decarbonization Coalition, 2019, www.buildingdecarb.org/resources/a-roadmap-to-decarbonize-californias-buildings. 5 “Cleaner Cars from Cradle to Grave.” Union of Concerned Scientists, 2015, www.ucsusa.org/sites/default/files/attach/2015/11/Cleaner-Cars-from-Cradle-to-Grave-full-report.pdf. 6 Union of Concerned Scientists. Inequitable Exposure to Air Pollution from Vehicles in California. 2019, www.ucsusa.org/sites/default/files/attach/2019/02/cv-air-pollution-CA-web.pdf. 7 “Net Zero Carbon Buildings Declaration.” C40, www.c40.org/other/net-zero-carbon-buildings-declaration.

Figure 3: Emissions from building

includes methane, electricity

generation, fuel combustion and

refrigerants2

Agenda Page 102


Program 5: Public EV Charging



This program provides incentives to non-residential customers to install electric vehicle (EV) chargers that are available for public use. Modeled on successful EV charging programs like the California Electric Vehicle Infrastructure Project (CALeVIP), this program also assumes that greater incentive amounts are provided to customers located in disadvantaged communities.


Electrifying light-duty vehicles, which account for almost three quarters of emissions in the State’s transport sector, is essential in decarbonizing the transportation sector. However, the charging network is not being built at a rapid enough pace to meet current demand or stimulate future demand. In California, even when comparing households of similar income levels, renters are consistently and significantly less likely to own an electric vehicle. Publicly-available electric vehicle chargers are crucial to ensure equitable access to electric vehicles, and to build the long-term infrastructure needed to transition the passenger-vehicle transportation sector for improved air quality and decarbonization.

Public and workplace charging have key benefits to the grid and customer rates, in that they encourages use during the day, which is optimal for using excess solar generation. Therefore, public EV charging offers the potential to act as a sink to stabilize the grid during times of high solar generation, instead of exacerbating the already growing problem of unprecedented loads during the times of 4-9 pm.


There are two key public EV charging programs that are accessible to CPA customers: the California Electric Vehicle Infrastructure Project (CALeVIP) and SCE’s Charge Ready program. SCE’s Charge Ready program primarily covered the cost of EV infrastructure up to 100% for customers in disadvantaged communities (DACs), 50% for multi-unit dwellings and 25% for all other types of customers. The program required a minimum of 10 ports per site and lowers that minimum to five for DAC customers. Similarly, CALeVIP’s Southern California Incentive Project (SCIP) offers $80,000 per DC fast charger (DCFC) or 80% of project costs for DAC customers, and $40,000 to $70,000 per DCFC for other applicants. Unlike SCE’s Charge Ready program, SCIP does not offer incentives for any residential property including multi-family units. SCIP also offers rebates for the charger itself, not just the infrastructure. CPA could follow CALeVIP’s model in program design to encourage day-use of EV chargers while still providing access to restricted groups like multi-family unit owners and renters.


Collaborate with CALeVIP and local air resource boards to expand funding and expedite implementation of EV infrastructure incentives for CPA customers.

Focus on public and workplace non-residential EV charging infrastructure.

Integrate demand response and CPA’s electric vehicle rate structure into incentives and outreach efforts.

Agenda Page 103


Program 6: Building Electrification Code Incentives



This program incentivizes municipalities to adopt local codes that require buildings to receive more of their power from electricity rather than natural gas. This can be done in various ways, either though changes to local building codes or through adoption of a “reach code” whereby a local city or county building department adopts standards that go above the minimum energy efficiency requirements of statewide building standards. Many local jurisdictions have utilized building or reach codes to accelerate building electrification in their communities by adopting local ordinances.


Building electrification has been demonstrated to be highly effective in decarbonizing the building sector, while promoting improved public health. As a result, CPA communities will benefit from cleaner outdoor air quality and a reduction in GHG emissions associated with natural gas. Those that live, work, or frequent decarbonized buildings will also benefit from healthier indoor air quality and cost savings on their utility bills.


Five CCAs – East Bay Community Energy, Marin Clean Energy, Sonoma Clean Power, Silicon Valley Clean Energy, and Peninsula Clean Energy – have been actively helping cities adopt building electrification reach codes in new construction. Silicon Valley Clean Energy (SVCE) and Peninsula Clean Energy (PCE) partnered to develop a Buildings Reach Code program that offers a $10,000 incentive to municipalities in San Mateo County to adopt a reach code. The options they offer include a ‘Mostly Electric’ reach code, an ‘EV Infrastructure’ reach code, and a ‘Ban Natural Gas’ reach code. Seven cities engaged in the program have had their reach code approved; four of the seven are pursuing the ban natural gas option.


Develop one or several model ordinances to streamline the process for municipalities.

Provide funding to municipalities for the development and adoption process of a building electrification code.

Hire a third-party consultant to provide technical assistance to municipalities that want to adopt a building electrification reach code.

Agenda Page 104


Local Procurement

Benefits of Local Procurement

CPA buys over 11,000 gigawatts of energy every year on behalf of its customers. In 2019, approximately 60% of this energy was from renewable sources. Currently the majority of this renewable energy is purchased via short-term contracts from existing sources. But that is changing fast. By 2024, a significant share of CPA’s renewable energy purchases will be via long-term contracts with projects that will be built exclusively for CPA and its customers.

Developing these projects locally - within Los Angeles and Ventura counties - has the potential to bring additional benefits, including job creation and economic development. However, these benefits come with a cost. In CPAs most recent renewable energy solicitation, the local, distributed renewable energy projects submitted were three to five times more expensive than the utility scale projects, which were mostly located outside of Los Angeles and Ventura counties. In addition, these generation-only projects do not necessarily deliver additional benefits such as customer cost savings, improved local air quality, or grid resiliency that other local programs may offer.

Local Procurement

Agenda Page 105


If CPA is to deliver on the number one stakeholder priority identified during this strategic planning process – making the 100% Green rate product more affordable – CPA will need to be judicious in applying additional resources to procurement of local energy resources that have above-market costs and ensure that such projects provide benefits that outweigh the economic benefit of procuring less expensive utility-scale energy from outside of CPA’s service territory.

The local energy procurement programs selected as part of this strategic plan do just that. Community Solar and the 100% Green Discount program bring economic development to underinvested communities at no above-market cost to CPA, while providing bill discounts to low-income customers. Meanwhile, the clean energy back-up power program for essential facilities will help CPA manage the grid and equip its member agencies with new tools to assist their residents during times of community stress.

Combined with planned purchases of local energy storage and some utility-scale options in Los Angeles and Ventura counties, CPA will be responsible for the development of over 175 MW of energy generation and storage capacity over the next five years, or approximately 7% of its total new renewable energy and storage purchases.

Table 4: CPA local procurement opportunities and associated power capacities

Local Procurement Opportunity Capacity

Community Solar 3 MW

100% Green Discount 13 MW

2019 Reliability Request for Offers 100+ MW Local

2019 Request for Offers Utility Scale Track 50+ MW Local

Distributed Energy Request for Offers 2MW

Clean Back-Up Power for Essential Facilities ~10MW

Behind the Meter Resources TBD

Agenda Page 106


Program 9: Community Solar



This program will allow CPA to develop 3.13 MW of solar projects in disadvantaged communities within its service territory and allocate the energy produced by those projects to customers within a five-mile radius. Customers enrolled in the program will receive 100% renewable energy at a 20% discount on their total electricity bill. Public or nonprofit sponsors of the Community Solar projects will also receive a 20% bill discount.


The Community Solar program will reduce energy bills and make local, 100% renewable energy more affordable and accessible to the customers and communities that are often the most impacted by air pollution, climate change and economic inequities. Low-income customers enrolled in the program will receive a 20% bill discount in addition to their existing CARE or FERA discount. In addition to bill discounts, residents will benefit from local economic development and jobs created by the projects. Funding from the CPUC will cover the customer bill discount, the above-market procurement costs for the new renewable energy projects, staff administrative costs, and program marketing, education and evaluation. The source of the CPUC funds are proceeds from California’s Greenhouse Gas Cap-and-Trade program as well as public purpose program funding contributed by all California ratepayers in territories served by IOUs.


The CPUC has allocated a total of 41 MW of Community Solar capacity to IOUs and CCAs across the state. CPA is the first CCA to apply to implement this program and expects its application to be approved in mid-2020.


Work with member agencies, other public agencies, nonprofits, and project developers to identify feasible and high-impact project sites.

Combine solar generation with battery storage for demand response and resilience benefits.

Partner with community-based organizations to promote customer awareness and enrollment in the program and in CARE, FERA and other energy- and cost-saving programs.

Acquire unused program allocations from SCE or other CCAs in SCE’s service territory.

Agenda Page 107


Program 10: 100% Green Discount



This program will allow CPA to develop up to 12.19 MW of renewable energy and allocate the energy produced by those projects to low-income customers living in disadvantaged communities (DACs) anywhere in CPA’s service territory. As with the Community Solar program, customers will get a 20% bill discount on top of their existing CARE or FERA discount. The generating projects may be located in a DAC anywhere in CPA’s or SCE’s service territories.


Like the Community Solar program, this program will reduce energy bills and make locally generated, 100% renewable energy more affordable and accessible to customers in DACs throughout CPA’s service territory. Customers will receive a 20% bill discount in addition to their existing CARE or FERA discount. Funding from the CPUC will cover the customer bill discount, the above-market procurement costs for the new renewable energy projects, staff administrative costs, and program marketing, education and evaluation. The source of the CPUC funds are proceeds from California’s Greenhouse Gas Cap-and-Trade program as well as public purpose program funding contributed by all California ratepayers in territories served by IOUs.


The CPUC has allocated a total of 158 MW of capacity for the Disadvantaged Communities Green Tariff program to IOUs and CCAs across the state. CPA is the first CCA to apply to implement this program and expects its application to be approved in mid-2020.


Combine renewable generation with battery storage for demand response andcommunity resilience benefits.

Partner with community-based organizations to promote customer awareness andenrollment in the program and in CARE, FERA and other energy- and cost-savingprograms.

Acquire unused program allocations from SCE or other CCAs in SCE’s service territory.

Agenda Page 108


Section 4 Putting it into Action

Agenda Page 109


Local Program Implementation and Delivery

As a nimble organization with the flexibility to respond to a dynamic market, CPA can take advantage of a variety of ways to implement its programs. Three basic options, described below, will be of most use to CPA in developing, launching, marketing, and administering its local programs. These options align with best practices learned from other utilities adapted to CPA’s unique service model.

Delivery Option 1. CPA Administers the Local Program

Description: CPA staff administers program with consultant support as needed.

Program Delivery Concept: Where CCAs self-administer local programs, they are typically responsible for the entire process, including program planning and goal-setting, program and portfolio development, marketing and operations, vendor selection and oversight, and monitoring and reporting to any boards, commissions, or local authorities.

Advantages of self-delivery include the potential for customization of program messaging and broader marketing strategies, and the ability to educate customers about program benefits and best practices, especially those related to effective load management and cost reduction.

Larger CCAs like CPA may have an interest and demonstrated capability to manage programs that require more complex technical expertise to deliver. For example, CPA may be best suited for programs that target load management as a resource and/or that involve interactions with power suppliers.

Delivery Option 2. Third-Party Local Program Implementers

Description: CPA contracts a third-party to fully administer the program and periodically report to CPA on performance.

Program Delivery Concept: Ultimately, many local programs are implemented by specialists in the field who know how to plan for and deliver programs to customers.

Using third-parties, particularly with administratively-complicated incentive programs involving equipment installation, can allow CPA to focus on developing performance requirements and program target outcomes while leaving administration to those who have already invested in infrastructure and expertise.

In many instances, third-party program implementers can greatly improve the delivery of local programs by:

Reducing the time-to-market for program launch and delivery;

Increasing overall program cost-effectiveness and contracting synergies through the total volume of equipment purchasing;

Leveraging the wealth of knowledge gained through prior program delivery experience throughout the state/nation; and

Working collaboratively with other stakeholders, vendors, and “trade allies”.

Agenda Page 110


Delivery Option 3. Direct Equipment Install for Clean Energy Equipment

Description: CPA establishes a master services contract with one or more contractors who procure program-specified technology/hardware/software and directly manage the system/equipment that is installed.

Program Delivery Concept: Under this option, CPA would fund the direct installation of clean energy systems for targeted customers. This delivery mechanism would include both installation contracting and bulk purchasing that would lower project implementation costs, reduce the administrative burden on the customer side, and cost-effectively introduce new technologies and approaches into facilities owned and operated by member agencies or others.

With sufficient scale, these types of programs could create deeper partnerships between CPA and its member agencies particularly for local clean energy procurement.

Table 5: Implementation model for each of the 7 programs

Critical Facilities Direct Install

Clean Back-Up Power for Essential Facilities Direct Install

Demand Response – Energy Storage Third Party

Peak Management Pricing CPA Administered

Public EV Charging Third Party

Building Electrification Code Incentives CPA Administered

Community Solar Direct Install/CPA Administered

100% Green Discount CPA Administered

Agenda Page 111


Methods for Amplifying and Extending the Reach of Local Programs for a Clean Energy Future

In addition to having a range of available local program delivery options, CPA also can take advantage of a variety of specific techniques and methods to improve awareness of and participation rates in the Local Programs for a Clean Energy Future. As funding for local programs grows, CPA will consider these strategies in the design of specific programs.

Strategy #1. Public Agency Set-Aside

Description: For non-residential programs, a portion of program funds or capacity could be set aside for CPA’s member agencies to access without having to compete with the private sector for limited funds.

Program Delivery Concept: Within any mass-market program aimed at non-residential customers, CPA could carve out a specific percentage of program funding for members and/or public agencies. This would ensure that CPA’s members have access to funds for projects without having to compete with other agencies, or with private sector customers seeking public funding of projects. These set-asides could also include funding boosts and/or alternative implementation criteria customized for member agencies.

Strategy #2. Innovation Fund

Description: This strategy could provide funding that member agencies, or groups of member agencies, would apply for to incentivize innovation and energy technologies through their own local programs or projects.

Program Delivery Concept: Once CPA has a significant local programs budget, it could make a portion of its local program budget available to member agencies, or a consortium of member agencies, on a competitive basis through on an annual or bi-annual call for projects/programs. This would be like the “call-for-projects” mechanism used by a number of large regional entities in California or that are included in tax measures that fund infrastructure projects. The projects would have to fall within one of CPA’s three local program categories (Resiliency and Grid Management, Electrification, or Local Procurement) and could be used as matching funds or for total program costs. CPA’s Community Advisory Committee could be an ideal venue for vetting these kinds of proposals.

Strategy #3. Statewide Program Funding

Description: Use proceeds from statewide Public Purpose Programs, Public Goods Charges, or other statewide funding streams to subsidize existing CPA programs or launch new ones. This could also include new sources of funding, such as from a bond measure, that may be available to address COVID-19 recovery, resiliency, or climate and fire response planning.

Program Delivery Concept: Although CPA generally expects to utilize earned revenues to fund local programs, CPA is eligible to apply for statewide funds collected from all electricity customers.

Agenda Page 112


Since 1998 all California electric ratepayers within an IOUs service territory have paid a non-bypassable fee or “public goods charge” to fund programs for energy efficiency, renewable energy development, and investment in research and development.

While CCAs can apply for and receive this program funding, CPA would need to generally follow complex rules, prior decisions/resolutions, and requirements around program design and budget. The additional management burden and program complexity added by the initial program design, approval, and evaluation needs to be considered. At this time, the only other CCAs that have chosen to become administrators for these funds are Marin Clean Energy and Lancaster Choice Energy.

In addition to potential CPUC funding, the state or federal government may make new funding available, through a stimulus package or otherwise, to help communities increase their resiliency against wildfires and hotter temperatures due to climate change, and to respond to the economic crises resulting from the COVID-19 global pandemic. Green jobs and green infrastructure could be a key part of the economic recovery strategy. This could include funding for many of the local programs in this plan, including batteries and/or microgrids at critical facilities, electric vehicle infrastructure, and community solar.

Given this context and in order to stay nimble and flexible throughout the 2020 to 2025 timeframe, CPA expects to limit applications for statewide funding to programs that meet certain criteria, such as:

Programs that connect directly with CPA’s mission and the business model

Programs that leverage other CPA activities

Cases where CPA can reach particular customer segments more efficiently than other Program Administrators

Programs where CPA can effectively use research funds to test new concepts/technology and drive innovation.

Agenda Page 113


Implementation Status

The rollout and implementation of any current and future programs will typically undergo four steps: Assessment; Design and Planning; Implementation; and Evaluation.

Assessment: The assessment will include a review of the technical, economic and market feasibility of the program or product. It will try to answer questions such as the percentage of customers that CPA anticipates participating in the program, and the anticipated net present value of the program.

Design and Planning: The design and planning phase will solidify the program goals and targets, and solidify how the program will be funded, delivered, and marketed.

Implementation: The implementation stage will determine if the program will be implemented primarily through staff, outside consultants, contractors, or others. This step will also determine how CPA will track and determine success.

Evaluation: The final step, evaluation, will look at how impactful the program was and identify changes and opportunities to make it more successful.

Given the importance of local programs to CPA’s mission, some of CPA’s proposed local programs are already at various stages of detailed program design and implementation via pilot programs. See below for current status.

Table 6: Implementation status for each of the 7 programs

Program Implementation Status

Clean Back-Up Power for Essential Facilities Design and Planning

Demand Response – Energy Storage Evaluation of the Power Response pilot in 2020/2021; Design and Planning for expanded program

Peak Management Pricing Completed Evaluation of 2019 pilot; beginning Implementation of expanded 2020 program

Public EV Charging Design and Planning of 2021 Ventura County program; Assessment of Los Angeles County program

Building Electrification Code Incentives Assessment

Community Solar Awaiting approval from the CPUC to begin Implementation

100% Green Discount Awaiting approval from the CPUC to begin Implementation

Agenda Page 114


Appendices

Agenda Page 115


Appendix A – Demographics of Survey Results

The survey administered by CPA garnered 317 responses in total, of which 281 were respondents to the English survey, 35 were respondents to the Chinese survey, and 1 was a respondent to the Spanish survey.

Figure A-1: Distribution of respondents by ethnicity

Although the Spanish survey had a low response rate, 11% of all survey respondents who answered optional demographic questions were Latino. 20% of respondents were Asian, and 62% were white. Black or African American, Pacific Islander, Middle Eastern and Native American respondents accounted for 1-3% of respondents who answered the demographic questions.

Agenda Page 116


Figure A-2: Map of the zip-codes of survey respondents

As shown in Figure 2, the survey respondent pool covered Clean Power Alliance’s survey territory, with respondents from all across Ventura and Los Angeles counties. Survey respondents tended towards higher-income levels with 24% of respondents earning greater than $150,000 annually. 5% of respondent households earn $25,000 or less.

Figure A-3: Distribution of respondents by household income level

Agenda Page 117


Appendix B – Existing Types of CCA and Utility Programs for Assessment

CPA used the existing universe of programs as a starting point for developing local programs. The hundreds of available programs that varied in terms of implementation (e.g. by targeted customer or mechanism of delivery) were consolidated into approximately 30 types of programs. These were qualitatively scored in a similar process to that used in the tool so as to prioritize the top programs for more in-depth assessment in the tool.

Energy efficiency programs were not analyzed in the tool, as many energy efficiency programs are already available to CPA customers through SCE and additional programs would have been duplicative.

Below are the program types that were considered for assessment in the tool.


Fund or subsidize solar and storage installation costs at critical facilities

Offer incentives for customers to install solar

Offer incentives for customers to install solar and storage combination

Offer incentives for customers to install storage if the customer agrees to participate in demand response program

Offer incentives for customers to use their own device (smart thermostat, water heater, storage etc.) for demand response

Offer incentivizes for demand response behavioral change (Capacity Bidding, Critical Peak Pricing etc.)

Electrification

Offer incentives for municipal or commercial customers to install public electric vehicle (EV) chargers

Offer incentives for customers to install private EV chargers

Offer incentives for customers to purchase or lease EVs

Offer EV time-of-use rates

Fund or subsidize municipal fleet vehicle replacement with EVs

Offer incentives to replace fossil-fuel equipment and appliances with a renewable or electric alternative

Offer incentives for customers impacted by fires to rebuild their homes as all-electric

Allow customers to borrow a renewable or electric appliance that would displace a fossil-fuel based appliance

Offer incentives for municipalities to develop electric building reach codes

Organize all-electric building showcases for public engagement and education

Agenda Page 118


Organize electric vehicle test-drive events for public engagement and education

Local Procurement

Offer a feed-in tariff (pay distributed energy system owners for the electricity they send to the grid)

Contract small, local and clean distributed energy resources for renewable generation procurement

Offer a discount on 100% renewable electricity rate for certain customers

Fund the installation of a community solar project that offers discounted rates for participating customers

Energy Efficiency

Contract a third-party to implement an energy efficiency program

Provide free or discounted innovative energy efficiency technologies for customers to pilot technologies

Provide a free energy assessment of a customer’s home

Provide a free energy efficiency kit (e.g. light bulbs)

Offer financial payment plans to fund energy efficiency upgrades (e.g. PACE)

Other

Offer technical assistance to municipalities for climate action planning

Offer technical assistance to municipalities for City alternative-fuel vehicles readiness planning

Install municipal solar-powered streetlights for public safety

Offer grants to build community capacity to reduce wildfire risk

Offer grants to community-based organizations to engage underrepresented communities

Agenda Page 119


Appendix C – Local Program Planning Tool Result Tables for Programs

Table 7: Summary of Local Program Planning Comparison Tool Results for Program 1, Clean

Back-Up Power for Essential Facilities

Program Metrics Score

Feasibility 4

Program NPV 0

Customer NPV 10

Job Creation 10

Wage-Impact 6

DAC Population Need 4

DAC Populations Covered 10

Other Disadvantaged Communities 0

GHG (CO2) Benefits 10

Criteria Pollutants 10

Local Resiliency 6

Grid Resiliency 10

Total Weighted Score 9.6

Table 8: Local Program Planning Comparison Tool Results for Program 2, Demand

Response – Energy Storage


Feasibility 4

Program NPV 10

Customer NPV 0

Job Creation 6

Wage-Impact 2






Local Resiliency 2

Grid Resiliency 10


Agenda Page 120


Table 9: Summary of Local Program Planning Comparison Tool Results for Program 3, Peak

Management Pricing


Feasibility 4.5

Program NPV 3

Customer NPV 3

Job Creation 0

Wage-Impact 0






Local Resiliency 0

Grid Resiliency 10


Table 10: Summary of Local Program Planning Comparison Tool Results for Program 4,

Demand Response – Residential Thermostat


Feasibility 4.5

Program NPV 6

Customer NPV 1

Job Creation 0

Wage-Impact 0






Local Resiliency 2

Grid Resiliency 10


Agenda Page 121



Public EV Charging


Feasibility 5

Program NPV 5

Customer NPV 6

Job Creation 3

Wage-Impact 5






Local Resiliency 0

Grid Resiliency 0



Building Electrification Code Incentives


Feasibility 3

Program NPV 8

Customer NPV 4

Job Creation 1

Wage-Impact 3






Local Resiliency 0

Grid Resiliency 0


Agenda Page 122


Table 13: Summary of Local Program Planning Comparison Tool Results for Program 7, All-

Electric Post-Fire Rebuild


Feasibility 3.5

Program NPV 3

Customer NPV 7

Job Creation 6

Wage-Impact 3






Local Resiliency 0

Grid Resiliency 0



Natural Gas Appliance Replacement


Feasibility 4

Program NPV 5

Customer NPV 1

Job Creation 2

Wage-Impact 3






Local Resiliency 0

Grid Resiliency 0


Agenda Page 123



Community Solar


Feasibility 5

Program NPV 8

Customer NPV 8

Job Creation 0

Wage-Impact 6






Local Resiliency 0

Grid Resiliency 10



100% Green Discount


Feasibility 5

Program NPV 8

Customer NPV 8

Job Creation 0

Wage-Impact 2






Local Resiliency 0

Grid Resiliency 5


Agenda Page 124



Distributed Energy Request for Offers


Feasibility 4.5

Program NPV 6

Customer NPV 3

Job Creation 0

Wage-Impact 6






Local Resiliency 0

Grid Resiliency 5


Agenda Page 125

Item 7Approve key outcomes of the Local Programs for a Clean Energy Future strategic plan for CPA’s local programs for 2020-2025


Agenda Page 126


Summary• Local programs will define the CPA brand for most customers

• In May 2019, CPA launched a nine-month strategic planning process to guide the development of local programs for the 2020 – 2025 time period

• Local Programs for a Clean Energy Future (attached) details the process, analysis, recommendations, and implementation status of local programs

• For Board consideration today:

• Establishment of 3 broad program categories• Planning and Implementation of 7 program concepts within those categories• Ratification of a 5-year, 175 MW local procurement goal

• Some program concepts are currently being implemented; others will require another year or more of detailed planning and refinement. Program concepts are not all-encompassing

• Program spending can be an annual budget expenditure or a long-term cost obligation

• Some programs are cost-neutral and/or very low cost. Others require short- or long-term spending, which results in either a long-term positive financial ROI, a social ROI, or both

Agenda Page 127


Process

• Workshop at June 2019 Board Retreat• October 2019 Board Update• December 2019 Board input on programs and

implementation models

• Online Customer Survey• Public Meetings• One-on-one interviews

• Early input on values and framing – several meetings• November 2019 input on strategic direction – pause • March update and refresh

• Synthesis of early stakeholder, Board, CAC input into Values• Creation of quantitative analysis tool; Values became

categories to be analyzed and weighted• Program categories/concepts research, analysis, modelling

• Project Management and Stakeholder Facilitation• Guidance on tool development/modelling• Lessons learned from Power Response, Peak Management

Pricing Pilot, Clean Energy RFO Distributed Track• Category, Program, Implementation Recommendations

Agenda Page 128


Values and Priorities

• Affordable Clean Energy: Reducing the premium between 100% Green Power rate and Clean Power rate

• Job Creation: In general and specifically local

• Decarbonization: Customer-driven GHG reduction

• Increase Accessibility and Benefits for All: A suite of programs that are available to multiple customer classes

• Local Resiliency: Programs that help communities respond to external stress

• Grid Resiliency: Reducing stress on the grid to improve reliability

• Public Health: Promotion of efforts to reduce local criteria pollutants

Agenda Page 129


Two Common Issues

0

5,000

10,000

15,000

20,000

25,000

30,000

1 3 5 7 9 11 13 15 17 19 21 23

CAI

SO N

et L

oad

(MW

)

Hour

CAISO Net Load - March 31

2015 2016 2017 2018 2019 2020

Agenda Page 130


Three Program Categories – Seven Program Concepts

Electrification (Transportation and Buildings)

• Public EV Charging

• Building Electrification Codes Incentives

Resiliency and Grid

Management• Clean Back-

Up Power for Essential Facilities

• Demand Response via Energy Storage

• Peak Management Pricing

Local Energy Procurement

• Community Solar

• 100% Green Discount

Agenda Page 131


Program Comparison Tool

• Compares programs for prioritization

• Analyzes co-benefits delivered by a particular program

• Updatable to changing circumstances and priorities

• Costs• Benefits• Socioeconomic

Inputs• Operational

Considerations

• Energy Impacts• Economic

Impacts• Environmental

Impacts

• CPA NPV• Customer NPV• Job Creation• Wage Impact• DAC coverage• Low Income

coverage• GHG reduction• Criteria Pollutant

Reduction• Local Resiliency• Grid Resiliency• Feasibility

• Composite Score

• Ranking

Agenda Page 132


Program Rankings• Over 30 different program concepts within the three categories were screened

• 11 programs modelled, weighted by Board/CAC/stakeholder values and goals

Program Rank Recommended?1. Clean Back-up Power for Essential Facilities Yes2. Demand Response – Energy Storage Yes3. Community Solar Yes4. Public EV Charging Yes5. Building Electrification Code TA Incentives Yes6. 100% Green Discount Yes7. Demand Response – Residential Thermostat No – Pending CPA Power Response

pilot outcome8. All-Electric Post-Fire Rebuild No – SCE launched program; CPA

customers are eligible9. Distributed Track Request for Offers No – high long-term costs for short-

term benefits10. Peak Management Pricing Program Yes – strong customer demand;

potentially high ROI11. Natural Gas Appliance Replacement No – Need to remove market barriers;

CPUC likely to fund programs

Agenda Page 133


Broad Range of Target Markets

Community Wide and/or CPA Member

Single Family

Multi-Family

Low Income and/or DACs

Commercial Customers

Clean Back-up Power

Storage/Demand Response

Community Solar

EV Chargers

Electrification Building Code

100% Green Discount

Peak Management

Agenda Page 134


Cost Considerations

Initial Cost Long Term Cost

CPA ROI Customer ROI

Social ROI

Clean Back-up Power Low High Low TBD High

Storage/Demand Response TBD TBD High Medium Medium

Community Solar Zero Zero Low High High

EV Chargers Medium Zero Medium TBD Medium

Electric Building Code Low Zero TBD TBD High

100% Green Discount Zero Zero Low High Medium

Peak Management Low Zero TBD Behavior Dependent Low

Agenda Page 135


Local Procurement Goal• At the October 2019 Board Meeting,

staff committed to setting a local procurement goal in spring 2020

• Via the Local Programs Strategy and other procurement and planning efforts, a 175 MW goal for new energy and storage resources in Los Angeles and Ventura Counties is appropriate, achievable, and cost-effective

• The goal represents 7% of total projected new energy and storage resources over the next five years, worth over $200 million dollars of local investment

Local Procurement Opportunity Capacity

Community Solar 3 MW

100% Green Discount 13 MW

2019 Reliability RFO 100+ MW Local

2019 RFO Utility Scale Track 50+ MW Local

2019 RFO Distributed Track 2 MW

Clean Back-up Power for Essential Facilities ~10 MW

Behind the Meter Resource Adequacy TBD

Agenda Page 136


Amplification EffortsPublic Agency Set-Aside for Incentive Programs

• Member jurisdictions and public agencies can be assured of some funding availability

Innovation Fund

• Similar to a “call for projects” for member agencies to be explored as funding is available

Statewide Program Funding Strategy

• Programs directly connected to CPA’s mission and business model• Programs that leverage other CPA activities• Cases where the CPA can reach particular customer segments

more efficiently than other Program Administrators• Cases where CPA can effectively use research funds to test new

concepts/technology and drive innovation

Agenda Page 137


Current Status

Program Status

Clean Back-up Power for Essential Facilities

Design and Planning

Demand Response – Energy Storage

Evaluation of the Power Response pilot in 2020/2021; Design and Planning for expanded program

Community Solar Awaiting approval from the CPUC to begin implementation

EV ChargersDesign and Planning of 2021 Ventura County program; Assessment of Los Angeles County program

Building Electrification Code Incentives

Assessment

100% Green Discount Awaiting approval from the CPUC to begin Implementation

Peak Management Pricing Completed Evaluation of 2019 pilot; beginning Implementation of expanded 2019 program

Agenda Page 138

Staff Report – Management Update

To:

From:

Subject:

Date:

Clean Power Alliance (CPA) Board of Directors

Ted Bardacke, Executive Director

Management Update

June 4, 2020

“Stay Engaged” During COVID-19 Communications Campaign CPA has continued its communications campaign to help customers stay engaged during

COVID-19 and connect those experiencing economic hardship to resources and ways to

save, including CPA’s COVID-19 Relief Program bill credits. A summary of outreach

efforts to date and expected reach is provided below:

• Social media posts and ad campaigns in English, Spanish, and Chinese

(Facebook, Twitter, and LinkedIn)

o Facebook Reach: English = 11,809; Spanish = 31,806; Chinese = 10,382

• 30-second radio ads in English (KCRW), Spanish (Radio Lazer, La Raza, LA

101.9), and Mandarin/Cantonese (KAZN, KMRB) language stations

o Reach: Up to 728,000 listeners

• 10-minute CPA COVID-19 Relief interview with Board Member and Arcadia Mayor

Pro Tem Sho Tay on SinoTV’s “May I Help You?” Mandarin-language show

o Reach: 208 views on YouTube

• Digital ads on The Acorn’s five Ventura County-based news platforms, Ventura

County Star (pending), and Santa Monica Mirror (pending)

o Reach: Up to 100,000 impressions on all five Acorn websites

• Information on CPA COVID-19 bill credits for residents and small businesses

was shared with member jurisdictions, local and ethnic chambers of commerce,

economic development organizations, small business associations, and

legislative offices for further dissemination.

Return to Agenda

Agenda Page 139

https://www.facebook.com/CleanPowerAlliance

https://twitter.com/CleanPowerInfo

https://www.linkedin.com/company/clean-power-alliance

https://www.youtube.com/watch?v=U0d1Bs9mHOg&list=PLtqYHBUpyPc_S7o9ptyZsDkycI0FqeeyE&index=3&t=0s

BOARD OF DIRECTORS MANAGEMENT UPDATE

Financial Performance

CPA’s financial performance was satisfactory in the month of March, showing a loss of

$1.5 million. CPA increased the allowance for doubtful accounts in March by $3.4 million

as a result of Shelter in Place and related economic conditions and recorded bad debt

expense equal to the same amount. Absent this bad debt expense increase, CPA would

have recorded net income of $1.9 million in the month.

For the first three quarters of the year, ending March 2020, energy revenues were 4%

higher than budgeted while energy costs were on budget. Combined with lower operating

expenditures, net income was $26.5 million, $23.6 million ahead of buget forecast. CPA’s

liquidity position remains healthy, allowing it to meet its obligations.

The monthly financial dashboard for March is attached (Attachment 1). CPA benefitted

from both higher revenue and lower energy costs than budgeted in the month.

Annual Joint Rate Comparison/SCE Green Tariff Program CPA and SCE will be sending out their annual Joint Rate Comparison (JRC) mailer in

July to customers enrolled in CPA service as of June 30, 2020. The JRC is a required

part of the CPUC’s Code of Conduct, which governs the IOUs’ conduct relative to CCAs.

It includes information on the power content and rates for each of the organizations’ most

common rate products. Rates published on the JRC mailer represent costs at a single

point in time and do not account for the volatility inherent in the two of the three SCE rate

products published on the JRC mailer. Drafts of the 2020 Residential and Commercial

JRC mailers are provided as Attachment 2.

Of note this year is that SCE’s Green Tariff program for 100% renewables will show a

lower cost than CPA’s 100% Green Power rate and for small business customers SCE’s

Green Tariff will be less costly than SCE’s own base rate. This is due to several technical

factors, including new low-cost solar projects in SCE’s portfolio that are specifically

dedicated to their program, reduced program marketing expenditures, and a PCIA

Agenda Page 140


charged to SCE’s Green Tariff program that will no longer be available to new customers

starting the same day that the JRC is scheduled to be mailed.

This year’s JRC mailer highlights several differences between SCE’s Green Tariff

program, a mandated regulatory program offering renewables to a limited number of

customers, and CPA’s core rate offerings that are available to all CPA customers.

Although the JRC mailer presents CPA’s rates alongside SCE’s programs, they are

fundamentally different and do not represent an apples-to-apples comparison. A

summary of the differences is presented in the table below:

SCE Green Tariff Program CPA Rate Products

Description Mandated regulatory program offering renewables from specific projects to a limited number of customers

Core rate offerings available to all CPA customers and sourced from a diverse portfolio of resources

Current Participation Levels

Estimated at 500-1000 customers

~800,000 customers on Clean and 100% Green rates

Availability Participation capped at 269 MW No participation caps

CPA Customer Choice

6 month waiting period to switch from CPA service to an SCE Green Rate

CPA customers can switch rates at any time

Cost Volatility in renewable costs and PCIA Predictable cost premium

and adjusted for PCIA Financial Viability Not recovering its costs

according to SCE Financially viable

Program Future Uncertain Growing with more jurisdictions opting up to 100% Green in 2020

For this year’s JRC mailer, CPA and SCE agreed to provide new language noting that

SCE’s Green Tariff program is subject to a participation cap, while CPA rates are open to

all customers without limitation. CPA staff may explore future modifications to the

JRC mailer process for 2021, keeping in mind that such modifications may impact the

Agenda Page 141


Code of Conduct and will need to be consistent with AB 1362 (2019), which requires the

CPUC to make a consolidated website for JRCs across the state and other program

information.

CPA Power Response Update CPA Power Response, CPA’s Distributed Energy Resources (DER) pilot program, has

three customer elements: 1) a residential smart thermostat program; 2) a residential and

commercial battery storage program; and 3) a commercial EV charger program. Each of

these programs aim to use existing thermostat, battery storage, and EV charging

infrastructure to shift customer electricity demand away from high-cost, GHG-intense time

periods in exchange for incentive payments.

In April, CPA distributed mailers to 10,000 customers with existing smart thermostats to

encourage enrollment in CPA Power Response and has since seen 237 customers sign

up for this program element, with enrollment in all three elements at over 280 customers.

In May, CPA launched a Direct Install incentive for medium and large non-residential

customers (including municipalities) to purchase and install battery energy storage

systems for participation in CPA Power Response. CPA’s Direct Install incentives may

also be combined with available rebates through the CPUC Self-Generation Incentive

Program (SGIP). Applications for this first round of CPA Direct Install funds are due by

June 15, 2020, and are targeted at systems that will be operational by summer 2021.

CPA plans to conduct a second round of funding later this year.

More information on CPA Power Response and the Direct Install incentive application is

available on CPA’s website. Member agencies interested in enrolling in the EV or Battery

Storage Direct Install programs should contact Jennifer Giles for LA County jurisdictions

([email protected]) and Karen Schmidt for Ventura County jurisdictions

([email protected]).

Agenda Page 142

https://cleanpoweralliance.org/cpa-power-response-program-commercial-customers/




Customer Engagement & Community Based Outreach All in-person events and community outreach have been postponed due to COVID-19

precaution measures. As a result, CPA’s external affairs team has re-focused attention

on digital channels and how to help Community Based Organization (CBO) Outreach

grantees adapt to increase online outreach. On May 5, 2020, CPA held its first training

with the five recipients of the CBO Outreach Grant to provide these community partners

with information, education, messaging, and materials needed to better reach

disadvantaged communities and vulnerable customers in CPA’s service territory.

On June 25, 2020, CPA will host its Quarterly Sustainable Energy Incubator Speaker

Series as a virtual webinar on the topic of Energy Impacts of COVID-19. More details and

a registration link will be announced soon. Opt-Actions

As of May 26, CPA’s commercial (Phases 1, 2, 4, and 5) opt-out rate was 7.01% and

Residential (Phase 3) opt-out rate is 5.82%. Both of these percentages now include opt-

outs from Westlake Village, which began service on June 1. CPA’s customer base has

essentially stabilized in terms of number of accounts and a summary of opt-action data

by jurisdiction is attached (Attachments 3 & 4).

Total opt-out by load is also stable, estimated to be 15.48%, reflecting higher opt-out rates

among large commercial customers. Opt-out rates among new customer accounts

continue to be significantly lower than opt-outs from accounts that were active during the

mass enrollment phases.

Customer Service Center Performance

Incoming calls to CPA’s Customer Service Center have remained steady and low, with a

total call volume through May 27 of 2,448, slightly less than April’s total numbers at 2,901.

Calls from customers in Westlake Village (Phase 5 enrollment) have reduced, while

customers inquiring about financial assistance and other information related to COVID-

Agenda Page 143


19 support have increased. In May, 98.6% of calls were answered within 60 seconds, and

average wait time was 17 seconds, similar to performance in April.

Staffing Update

Tsehai Scott has been hired as CPA’s Human Resources/Administrative Officer. Tsehai

brings over 15 years of private sector HR and office management experience and has

been supporting CPA’s HR and administrative functions on a contract basis since

February 2020. Tsehai will continue to bolster CPA’s administrative team, augment

personnel and HR support currently led by CPA’s Director of Technology, Data, and

People, and assist with transitioning CPA’s office operations to its new permanent space.

She officially began as a full-time employee with CPA on May 22.

Selina Colston has been hired as CPA’s Accounting Manager. Selina previously worked

as an Accounting Consultant for private and public corporations in the Technology,

Entertainment, and Nonprofit sectors. Selina has held managerial accounting roles at

Boingo Wireless, Qantas Airways, and Universal Studios and was a Senior Auditor with

public accounting firm Grant Thornton, LLP. She is an active Certified Public Accountant

in California and received her Bachelor of Science in Business Administration from

California State University, Dominguez Hills. Selina’s main responsibilities as Accounting

Manager include the monthly close, general ledger accounting, and balance sheet

account reconciliations. Her first day with CPA was May 18.

Contracts Executed in May Under Executive Director Authority

NewGen Strategies and Solutions was contracted to provide financial analysis and other

regulatory support for CPA’s intervention in SCE’s 2021 ERRA (rate-setting) proceeding

to ensure that CPA customer interests are properly represented. The NTE for this contract

is $71,240.

EZ Texting was contracted for an NTE of $1,000 to provide text messaging alert services

for customers participating in the Peak Management Pricing program.

Agenda Page 144


Place and Page was contracted to continue to provide graphic design services to CPA in

the upcoming fiscal year for an NTE of $30,000. Place and Page has designed CPA’s

Annual Impact Report and CPA Power Response marketing materials, among other

things, over the past year.

KnowledgeCity was contracted to provide on-line employee training, including mandated

sexual harassment training, for an NTE of $3,745.

SCE Engineers was contracted to audit CPA’s annual Greenhouse Gas emissions

submission to the California Air Resources Board for an NTE of $4,500.

A list of non-energy contracts executed under the Executive Director’s signing authority

is attached (Attachment 5). The list includes all open contracts as well as all contracts,

open or completed, executed in the past 12 months.

ATTACHMENTS 1) March 2020 Financial Dashboard

2) 2020 Residential and Commercial JRC Mailers

3) Residential Opt-Actions Report by Jurisdiction

4) Non-Residential Opt-Actions Report by Jurisdiction

5) Non-energy Contracts Executed under Executive Director Authority

Agenda Page 145

Agr3% Com-Lg

16%

Com-Sm37%

Res44%

in $000,000's Actual Budget Variance % Actual Budget Variance %Energy Revenues $47.5 $46.1 $1.4 3% 596.6 574.5 22.1 4%Cost of Energy $47.1 $44.4 $2.7 6% 553.7 552.7 1.1 0%Net Energy Revenue $0.4 $1.7 -$1.3 -77% 42.9 21.8 21.0 96%Operating Expenditures $1.9 $2.2 -$0.3 -14% 16.4 18.9 -2.5 -13%Net Income -$1.5 -$0.5 -$1.0 26.5 3.0 23.6 797%

March Year-to-Date

Active Accounts

987,000

CUSTOMERS

YTD Sales Volume

8,570 GWh

Cumulative Revenue Net Energy Revenue

Summary of Financial Results

Definitions:Accounts: Active Accounts represent customer accounts of active customers served by CPA per Calpine Invoice.Opt-out %: Customer accounts opted out divided by eligible CPA accounts YTD Sales Volume: Year to date sales volume represents the amount of energy (in gigawatt hours) sold to retail customersRevenues: Retail energy sales less allowance for doubtful accountsCost of energy: Cost of energy includes direct costs incurred to serve CPA’s loadOperating expenditures: Operating expenditures include general, administrative, consulting, payroll and other costs required to fund operationsNet income: Net income represents the difference between revenues and expenditures before depreciation and capital expendituresCash and Cash Equivalents: Includes cash held as bank deposits. Year to date (YTD): Represents the fiscal period beginning July 1, 2019

Opt-Out %

5.8%

Cash & Cash Equivalents

$596.6

$574.5

$743.4

$0$100$200$300$400$500$600$700$800

Jul

Aug

Sep

Oct

Nov De

cJa

nFe

bM

ar Apr

May Jun

Actual Budget

$42.9

$21.8

$55.8

$0

$10

$20

$30

$40

$50

$60

Jul

Aug

Sep

Oct

Nov De

cJa

nFe

bM

ar Apr

May Jun

Actual Budget

YTDMarch2020

• CPA recorded satisfactory results for the period. Expenditures remain within authorizedbudget limits. CPA increased the allowance for doubtful accounts by $3.4 million as aresult of Shelter in Place and economic conditions and recorded bad debt expense equalto the same amount. Bad debt expense is netted from revenue. Absent this bad debtexpense increase, CPA would have recorded net income of $1.9 million in March.

• For year-to-date:

• Revenues of $596.6 million were $22.1 million or 4% above budget. Cost ofenergy of $553.7 million was about flat to budgeted energy costs.

• Operating expenditures of $16.4 million were 13% lower than budgetedprimarily due to lower than budgeted staffing, legal services, and Data & SCEservice fees. Net income of $26.5 million was $23.6 million above budgeted netincome of $3.0 million.

• Management believes that available liquidity and bank lines of credit aresufficient for CPA to continue to meet its obligations.

in $

000,

000’

sFinancial Dashboard

010203040506070

Jul

Aug

Sep

Oct

Nov De

cJa

nFe

bM

ar Apr

May Jun

Unrestricted Restricted

Note: Numbers may not add up due to rounding.

BOARD OF DIRECTORS MANAGEMENT UPDATE - ATTACHMENT 1

Agenda Page 146

Your power choices.Choose the energy source and rate plan that’s right for you.

PO Box 13696Los Angeles, CA 90013

Presorted Standard U.S.

Postage PAID

Los Angeles, CAPermit No 2342

This is an annual mailer from Clean Power Alliance and Southern California Edison (SCE) that allows you to compare your rate choices and the sources of your energy and select the option that best suits you or your family.

For more information: call Clean Power Alliance at 888-585-3788 or visit cleanpoweralliance.org, or call SCE at 800-974-2356 or visit sce.com/cca.

Agenda Page 147


Understanding your energy choices.

2020 Domestic Schedule Rate Comparison SCE

Base rateSCE Green Rate50% renewable

SCE Green Rate100% renewable

Lean Power36% renewable

Clean Power50% renewable

100% Green Power100% renewable

Generation Rate ($/kWh) $0.09609 $0.08832 $0.08056 $0.06989 $0.07181 $0.08910

SCE Delivery Rate ($/kWh) $0.12309 $0.12309 $0.12309 $0.11729 $0.11729 $0.11729

Surcharges ($/kWh) $0.00000 $0.01169 $0.02338 $0.03003 $0.03003 $0.03003

Total Costs ($/kWh) $0.21918 $0.22310 $0.22703 $0.21721 $0.21913 $0.23642

Average Monthly Bill ($) $116.82 $118.91 $121.01 $115.77 $116.80 $126.01

* Generation data for SCE and CPA represents preliminary 2019 data provided through the California EnergyCommission’s Power Source Disclosure program.** Unspecified sources of power mean electricity from transactions that are not traceable to specific generation sources.

Electric Power

Generation Mix*SCE

(Base)SCE Green Rate (50%)

SCE Green Rate (100%)

Lean Power

Clean Power

100% Green Power

Specific Purchases Percent of Total Retail Sales (kWh)

Renewable 35% 67.5% 100% 36% 51% 100%

Biomass & biowaste 0.6% 0.3% 0% 12% 3% 7%

Geothermal 5.9% 3% 0% 0% 2% 10%

Eligible hydroelectric 1% 0.5% 0% 2% 5% 0%

Solar 16% 58% 100% 8% 15% 73%

Wind 11.4% 5.7% 0% 14% 26% 10%

Coal 0% 0% 0% 0% 0% 0%

Large hydroelectric 6.3% 3.2% 0% 0% 13% 0%

Natural gas 19.3% 9.7% 0% 0% 0% 0%

Nuclear 8.2% 4.1% 0% 0% 0% 0%

Other 3.3% 1.7% 0% 0% 0% 0%

Unspecified Power** 28% 14% 0% 64% 36% 0%

Total 100% 100% 100% 100% 100% 100%

The purpose of this mailer is to help you make a comparison between Clean Power Alliance and SCE rates and see the renewable energy mix of each to decide which service and rate works for you. The charts below illustrate the estimated electricity costs for a typical residential customer within Clean Power Alliance’s service territory with an average monthly energy use of 533 kilowatt hours (kWh). This comparison is based on Clean Power Alliance rates approved by the Board of Directors and effective as of May 11, 2020. SCE rate options are based on rates effective April 13, 2020. Both Clean Power Alliance and SCE’s rates are subject to change.

SCE rates current as of April 2020, CPA rates current as of May 2020.Monthly Usage: 533 kWh

SCE’s 50% and 100% rates are open to all customers subject to participation caps. CPA’s 50% and 100% rates are open to all customers.Generation Rate reflects the cost of producing or purchasing electricity to power your home. This rate will vary depending on your service provider and rate plan.SCE Delivery Rate is a charge assessed by SCE to deliver electricity to your home. This rate depends on usage.Surcharges represent the Cost Responsibility Surcharge (CRS) and Franchise Fee (FF) that are applicable to Community Choice Aggregation (CCA) customers and SCE customers that elect a Green Rate. The CRS is a surcharge to recover costs associated with power purchases made on behalf of customers, prior to a customer’s switch to a CCA or SCE Green Rate. The FF recovers taxes owed to a city in exchange for allowing SCE to utilize electrical distribution lines throughout the property of the city. SCE acts as the collection agency for the FF surcharge which is levied by cities and counties for all customers.

If you want to find out which rate you are on or if you have further questions, please contact Clean Power Alliance at cleanpoweralliance.org or (888) 585-3788 and SCE at sce.com/cca or (800) 974-2356.

Agenda Page 148

Understanding your energy choices.

Monthly Usage: 979 kWh

2020 Schedule TOU-GS-1-E Rate Comparison SCE

Base rateSCE Green Rate50% renewable

SCE Green Rate100% renewable

Lean Power36% renewable

Clean Power50% renewable

100% Green Power100% renewable

Generation Rate ($/kWh) $0.09482 $0.08454 $0.07427 $0.07401 $0.07591 $0.09298

SCE Delivery Rate ($/kWh) $0.09732 $0.09732 $0.09732 $0.09152 $0.09152 $0.09152

Surcharges ($/kWh) $0.00000 $0.00904 $0.01807 $0.02474 $0.02474 $0.02474

Total Costs ($/kWh) $0.19214 $0.19090 $0.18966 $0.19027 $0.19217 $0.20924

Average Monthly Bill ($) $188.11 $186.89 $185.68 $186.28 $188.13 $204.85

* Generation data for SCE and CPA represents preliminary 2019 data provided through the California EnergyCommission’s Power Source Disclosure program.** Unspecified sources of power mean electricity from transactions that are not traceable to specific generation sources.

The purpose of this mailer is to help you make a comparison between Clean Power Alliance and SCE rates and see the renewable energy mix of each to decide which service and rate works for your business. The charts below illustrate the estimated electricity costs for a typical commercial customer within Clean Power Alliance’s service territory with an average monthly energy use of 979 kilowatt hours (kWh). This comparison is based on Clean Power Alliance rates approved by the Board of Directors and effective as of May 11, 2020. SCE rate options are based on rates effective April 13, 2020. Both Clean Power Alliance and SCE’s rates are subject to change.

SCE rates current as of April 2020, CPA rates current as of May 2020.

SCE’s 50% and 100% rates are open to all customers subject to participation caps. CPA’s 50% and 100% rates are open to all customers.Generation Rate reflects the cost of producing or purchasing electricity to power your home. This rate will vary depending on your service provider and rate plan.SCE Delivery Rate is a charge assessed by SCE to deliver electricity to your home. This rate depends on usage.Surcharges represent the Cost Responsibility Surcharge (CRS) and Franchise Fee (FF) that are applicable to Community Choice Aggregation (CCA) customers and SCE customers that elect a Green Rate. The CRS is a surcharge to recover costs associated with power purchases made on behalf of customers, prior to a customer’s switch to a CCA or SCE Green Rate. The FF recovers taxes owed to a city in exchange for allowing SCE to utilize electrical distribution lines throughout the property of the city. SCE acts as the collection agency for the FF surcharge which is levied by cities and counties for all customers.

If you want to find out which rate you are on or if you have further questions, please contact Clean Power Alliance at cleanpoweralliance.org or (888) 585-3788 and SCE at sce.com/cca or (800) 974-2356.

Electric Power

Generation Mix*SCE

(Base)SCE Green Rate (50%)

SCE Green Rate (100%)

Lean Power

Clean Power

100% Green Power

Specific Purchases Percent of Total Retail Sales (kWh)

Renewable 35% 67.5% 100% 36% 51% 100%

Biomass & biowaste 0.6% 0.3% 0% 12% 3% 7%

Geothermal 5.9% 3% 0% 0% 2% 10%

Eligible hydroelectric 1% 0.5% 0% 2% 5% 0%

Solar 16% 58% 100% 8% 15% 73%

Wind 11.4% 5.7% 0% 14% 26% 10%

Coal 0% 0% 0% 0% 0% 0%

Large hydroelectric 6.3% 3.2% 0% 0% 13% 0%

Natural gas 19.3% 9.7% 0% 0% 0% 0%

Nuclear 8.2% 4.1% 0% 0% 0% 0%

Other 3.3% 1.7% 0% 0% 0% 0%

Unspecified Power** 28% 14% 0% 64% 36% 0%

Total 100% 100% 100% 100% 100% 100%

CPA_20ComRateComparison.indd 2CPA_20ComRateComparison.indd 2 5/29/2020 5:11:20 PM5/29/2020 5:11:20 PM

Agenda Page 149

Clean Power Alliance ‐ Residential Customer Status Report ‐ May 26, 2020

CPA Cities & Counties Default Option Eligible Accounts Opt Up % Opt Mid % Opt Down % Opt Out %AGOURA HILLS Lean Power 7,535 0.40% 0.21% 0.03% 7.17%ALHAMBRA Clean Power 31,078 0.13% 0.01% 1.23% 3.16%ARCADIA Lean Power 19,951 0.13% 0.09% 0.03% 3.09%BEVERLY HILLS Clean Power 15,290 0.22% 0.03% 1.47% 2.01%CALABASAS Lean Power 9,303 0.19% 0.13% 0.03% 3.61%CAMARILLO Lean Power 26,738 0.41% 0.27% 0.05% 8.83%CARSON Clean Power 25,585 0.09% 0.01% 1.06% 3.08%CLAREMONT Clean Power 12,300 0.50% 0.01% 2.01% 7.43%CULVER CITY 100% Green Power 16,721 0.02% 1.30% 3.95% 4.16%DOWNEY Clean Power 34,487 0.07% 0.00% 1.21% 3.62%HAWAIIAN GARDENS Clean Power 3,271 0.03% 0.00% 1.01% 2.45%HAWTHORNE Lean Power 25,635 0.12% 0.04% 0.02% 1.90%LOS ANGELES COUNTY Clean Power 270,740 0.14% 0.01% 1.51% 3.87%MALIBU Clean Power 5,729 0.24% 0.02% 1.69% 3.28%MANHATTAN BEACH Clean Power 14,279 0.61% 0.01% 2.37% 3.36%MOORPARK Clean Power 11,746 0.31% 0.01% 2.98% 14.27%OJAI 100% Green Power 3,189 0.00% 1.19% 5.05% 8.97%OXNARD 100% Green Power 52,057 0.00% 0.48% 2.82% 6.78%PARAMOUNT Lean Power 13,100 0.04% 0.02% 0.02% 2.03%REDONDO BEACH Clean Power 30,189 0.35% 0.01% 1.89% 2.95%ROLLING HILLS ESTATES 100% Green Power 2,993 0.03% 2.00% 7.45% 6.31%SANTA MONICA 100% Green Power 49,058 0.01% 0.71% 3.28% 5.92%SIERRA MADRE Clean Power 4,921 0.73% 0.02% 2.24% 4.78%SIMI VALLEY Lean Power 42,644 0.16% 0.15% 0.02% 9.78%SOUTH PASADENA 100% Green Power 11,037 0.01% 0.67% 3.39% 4.12%TEMPLE CITY Lean Power 11,832 0.14% 0.06% 0.01% 3.23%THOUSAND OAKS 100% Green Power 47,076 0.03% 1.78% 7.33% 17.03%VENTURA 100% Green Power 41,085 0.01% 1.10% 4.21% 10.55%VENTURA COUNTY 100% Green Power 29,832 0.02% 1.02% 5.31% 12.76%WEST HOLLYWOOD 100% Green Power 23,782 0.02% 0.48% 2.09% 2.53%WESTLAKE VILLAGE Lean Power 3,204 0.16% 0.06% 0.00% 6.43%WHITTIER Clean Power 26,441 0.17% 0.01% 1.69% 4.88%

Total 922,828 0.13% 0.32% 2.10% 5.82%

Default Option Eligible Accounts Opt Up % Opt Mid % Opt Down % Opt Out %100% Green Power 276,830 0.00% 0.97% 4.25% 8.97%Clean Power Power 486,056 0.18% 0.00% 1.56% 4.02%Lean Power 159,942 0.19% 0.13% 0.00% 5.86%Total 922,828 0.13% 0.32% 2.10% 5.82%

Opt Percentage by City & County

Opt Percentage by Default Option


Agenda Page 150

Clean Power Alliance ‐ Non‐Residential Customer Status Report ‐ As of May 26, 2020

CPA Cities & Counties Default Option Eligible Accounts Opt Up % Opt Mid % Opt Down % Opt Out %AGOURA HILLS Lean Power 1,555 0.00% 0.00% 0.26% 7.07%ALHAMBRA Clean Power 4,776 0.00% 0.00% 0.63% 7.56%ARCADIA Lean Power 3,521 0.00% 0.20% 0.00% 3.52%BEVERLY HILLS Clean Power 4,200 0.05% 0.00% 0.74% 2.55%CALABASAS Lean Power 1,239 0.00% 0.00% 0.00% 8.56%CAMARILLO Lean Power 4,732 1.39% 0.19% 0.00% 8.85%CARSON Clean Power 4,653 0.00% 0.00% 0.71% 6.94%CLAREMONT Clean Power 1,572 0.06% 0.00% 0.95% 5.47%CULVER CITY 100% Green Power 3,404 0.00% 0.73% 1.73% 5.05%DOWNEY Clean Power 4,569 0.00% 0.00% 0.70% 4.49%HAWAIIAN GARDENS Clean Power 606 0.00% 0.00% 0.50% 0.99%HAWTHORNE Lean Power 3,891 0.00% 0.03% 0.05% 3.42%LOS ANGELES COUNTY Clean Power 27,362 0.03% 0.00% 0.98% 4.25%MALIBU Clean Power 1,312 4.27% 0.00% 0.38% 4.89%MANHATTAN BEACH Clean Power 1,847 5.25% 0.00% 1.08% 4.71%MOORPARK Clean Power 1,780 1.12% 0.00% 0.96% 7.87%OJAI 100% Green Power 774 0.00% 1.68% 5.17% 7.63%OXNARD 100% Green Power 7,951 0.11% 0.23% 10.17% 10.13%PARAMOUNT Lean Power 3,017 0.07% 0.00% 0.00% 4.91%REDONDO BEACH Clean Power 4,722 0.02% 0.00% 0.97% 3.49%ROLLING HILLS ESTATES Lean Power 526 5.13% 0.19% 0.00% 7.98%SANTA MONICA 100% Green Power 8,653 0.18% 0.83% 3.50% 7.11%SIERRA MADRE Clean Power 498 0.00% 0.00% 2.24% 3.25%SIMI VALLEY Lean Power 5,554 0.22% 0.04% 0.04% 6.93%SOUTH PASADENA Clean Power 1,372 7.66% 0.00% 1.38% 2.33%TEMPLE CITY Lean Power 1,348 0.00% 0.00% 0.00% 1.34%THOUSAND OAKS 100% Green Power 6,969 0.07% 0.20% 4.09% 15.20%VENTURA 100% Green Power 7,911 0.00% 1.83% 5.47% 10.61%VENTURA COUNTY 100% Green Power 6,776 0.09% 1.49% 3.93% 20.75%WEST HOLLYWOOD 100% Green Power 3,945 0.00% 0.28% 1.90% 3.62%WESTLAKE VILLAGE Lean Power 1,085 0.00% 0.00% 0.00% 6.36%WHITTIER Clean Power 3,901 0.00% 0.00% 0.69% 3.21%

Total 136,004 0.32% 0.31% 2.08% 7.01%

Default Option Eligible Accounts Opt Up % Opt Mid % Opt Down % Opt Out %100% Green Power 46,375 0.00% 0.86% 4.89% 10.99%Clean Power Power 63,161 0.46% 0.00% 0.88% 4.56%Lean Power 26,468 0.40% 0.08% 0.00% 5.87%Total 136,004 0.32% 0.31% 2.08% 7.01%

Opt Percentage by City & County

Opt Percentage by Default Option


Agenda Page 151


Vendor Purpose Month NTE Amount Status Notes

NewGen Strategies and Solutions, LLCRegulatory Support for 2021 ERRA forecast proceedings May 2020 $71,240 Active

EZ TextingPeak Management Pricing customer text messaging alerts May 2020 $1,000 Active

Place and Page Graphic Design Services May 2020 30,000$ Active FY2020-21 ContractKnowledgeCity Employee Training May 2020 3,745$ ActiveSCS Engineers CARB GHG Audit for 2019 May 2020 4,500$ Active

Davis Wright Tremaine, LLP Legal Services Agreement (Regulatory Assistance) April 2020 4,000$ Active

Snowflake Inc. Cloud-Native Elastic Data Warehouse Service April 2020 36,000$ Active

Amazon Web Services Cloud-based Database Hosting April 2020 36,000$ Active

Abbot, Stringham and Lynch 2020 Green-E Certification - 100% Green Power Product April 2020 14,000$ Active

Pinnacle Communication Services Security, A/V, & Cabling Infrastructure Design Services April 2020 25,540$ Active

AccuWeather Enterprise Solutions Professional Forecasting Weather Services April 2020 6,400$ Active

ICE Options Analytics LLC Trading Platform Subscription Service March 2020 19,000$ Active

Bold New Directions, Inc. Management Training March 2020 17,995$ Active Increased to $20,328 in May 2020

Greenberg Glusker Legal Services Agreement (PPA Negotiations) March 2020 59,000$ Active

Energy Research Cooperative Data & Systems Strategic Plan February 2020 120,000$ Active

Buchalter Legal Services Agreement (Regulatory Support) February 2020 5,000$ Completed

Clean Energy Counsel Legal Services Agreement (PPA Negotiations/Energy Procurement) January 2020 114,000$ Active

Burke, Williams, Sorenson, LLPLegal Services Agreement (Brown Act, public entity governance issues and other legal services)

January 2020 25,000$ Active

Omni Government Relations & Pinnacle Advocacy, LLC Lobbying Services December 2019 108,000$ Active

Cameron-Cole, LLC 3rd Party Independent GHG Verification Services November 2019 9,000$ Completed

CLG Group Executive Training November 2019 15,000$ Active

Clean Power AllianceNon-energy contracts executed under Executive Director authority

Rolling 12 months -- Open contracts shown in Bold

Agenda Page 152

BOARD OF DIRECTORS

Vendor Purpose Month NTE Amount Status Notes

Clean Power AllianceNon-energy contracts executed under Executive Director authority

Rolling 12 months -- Open contracts shown in Bold

Elite Edge Consulting Accounting system evaluation, selection, and implementation November 2019 100,000$ Active

Extended to 9/30/2020 & NTE increased from

50K to 100K

Surowski Design + Development Web Development Services October 2019 12,000$ ActiveInventure Recruitment Ongoing Recruitment Services October 2019 120,000$ ActiveJLL Real Estate Brokerage Services October 2019 NA Active

Siemens Integrated Resource Planning for 2020 CPUC IRP Compliance October 2019 62,500$ Active 25% cost share with 3

other CCAs

Jarvis, Fay & Gibson, LLPLegal Services Agreement (General Public Law, Commercial Real Estate Leases, and Environmental Matters)

September 2019 30,000$ ActiveIncreased from

$10,000 to $30,000 in February 2020

Keyes & FoxLegal Services Agreement (Energy Procurement & Legislative and Regulatory Issues)

September 2019 25,000$ Active

The Harmon Press Professional Printing Services September 2019 24,000$ ActivePlace and Page Graphic Design Services September 2019 15,000$ CompletedThe Climate Registry 2018 GHG Reporting September 2019 4,000$ ActiveAbbot, Stringham and Lynch 2018 CEC Power Source Disclosure Audit August 2019 12,400$ CompletedWest Coast Mailers Bulk Mailing Services August 2019 20,000$ Active

InterEthnicaWritten Translation Services, Typesetting, and Graphic Design in Spanish, Chinese, and Korean.

August 2019 10,000$ Active

Holland and Hart NTE increase for NextEra PPA August 2019 19,800$ Completed10% increase of

orirginal contract NTE of $18,000

Baker Tilly FY 2018/2019 Financial Audit August 2019 30,000$ Completed

Manatt Phelps Legal Services Agreement (JPA governance research) May 2019 15,000$ Active

Polsinelli Legal services Agreement (Employment Law) March 2019 75,000$ Active

Increased from $18,000 to $75,000 in

January 2020

MANAGEMENT UPDATE - ATTACHMENT 5

Agenda Page 153

Return to Agenda

Documents

REGULAR MEETING of the Board of Directors of the Clean Power … · 2020-06-04 · Clean Power Alliance Board of Directors Page 2 of 3 June 4, 2020 advance of the meeting will enable