HomeMy WebLinkAbout2019-12-04 Utilities Advisory Commission Agenda PacketAMERICANS WITH DISABILITY ACT (ADA)
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NOTICE IS POSTED IN ACCORDANCE WITH GOVERNMENT CODE SECTION 54954.2(a) OR 54956
I.ROLL CALL
II.ORAL COMMUNICATIONS
Members of the public are invited to address the Commission on any subject not on the agenda. A reasonable time
restriction may be imposed at the discretion of the Chair. State law generally precludes the UAC from discussing or
acting upon any topic initially presented during oral communication.
III.APPROVAL OF THE MINUTES
Approval of the Minutes of the Utilities Advisory Commission Meeting held on October 2, 2019
IV.AGENDA REVIEW AND REVISIONS
V.REPORTS FROM COMMISSIONER MEETINGS/EVENTS
VI.GENERAL MANAGER OF UTILITIES REPORT
VII.COMMISSIONER COMMENTS
VIII.UNFINISHED BUSINESS - None
1.Utilities Strategic Plan Update - Continued from October 2019 UAC Meeting
IX.NEW BUSINESS
2.Discussion of Utility Pole Attachment Agreements and Operations Discussion
3.Discussion of Preliminary Rate Change Projections for the Electric, Gas, Water and Discussion
Wastewater Collection Utilities for Fiscal Year 2021
4.Staff Recommendation that the Utilities Advisory Commission Accept a Staff Action
Presentation on 2019 and 2020 State Legislation, and Recommend that the City
Council Adopt the 2020 Utilities Legislative Guidelines
5.Appointment of Commissioners to an Ad Hoc Budget Committee for FY 2021 Action
6.Selection of Potential Topic(s) for Discussion at Future UAC Meeting Action
NEXT SCHEDULED MEETING: January 8, 2020
ADDITIONAL INFORMATION - The materials below are provided for informational purposes, not for action or discussion
during UAC Meetings (Govt. Code Section 54954.2(a)(2)).
Informational Reports 12-Month Rolling Calendar Public Letter(s) to the UAC
Utilities Quarterly Report for Q4 FY 2019
UTILITIES ADVISORY COMMISSION – REGULAR MEETING
WEDNESDAY, December 4, 2019 – 7:00 P.M.
COUNCIL CHAMBERS
Palo Alto City Hall – 250 Hamilton Avenue
Chairman: Michael Danaher Vice Chair: Lisa Forssell Commissioners: Donald Jackson, A.C. Johnston, Greg Scharff, Lauren Segal, and Loren Smith Council Liaison: Tom DuBois
Utilities Advisory Commission Minutes Approved on: Page 1 of 8
UTILITIES ADVISORY COMMISSION MEETING
MINUTES OF OCTOBER 2, 2019 REGULAR MEETING
CALL TO ORDER
Vice Chair Forssell called the meeting of the Utilities Advisory Commission (UAC) to order at 7:00 p.m.
Present: Vice Chair Forssell, Commissioners Jackson, Johnston, Scharff, Segal, and Smith
Absent: Chair Danaher
ORAL COMMUNICATIONS
None.
APPROVAL OF THE MINUTES
Vice Chair Forssell corrected her statement under Item 5 to "Vice Chair Forssell expressed interest in visiting
CPAU facilities at some point and inquired regarding other Commissioners' interest. Dean Batchelor, Utilities
Director, offered to notify Commissioners of opportunities to join existing tours."
In reply to Commissioner Smith's inquiry about further UAC discussion of the agreement with Santa Clara
Valley Water District, Dean Batchelor, Utilities Director, indicated staff agreed to continue the UAC discussion
depending on the results of the Council's study session. The study session went well, and the Council will
discuss the agreement in late November.
Vice Chair Forssell moved to approve the minutes of the September 4, 2019 meeting as amended.
Commissioner Johnston seconded the motion. The motion carried 6-0 with Vice Chair Forssell and
Commissioners Jackson, Johnston, Scharff, Segal, and Smith voting yes, and Chair Danaher absent.
AGENDA REVIEW AND REVISIONS
None.
REPORTS FROM COMMISSIONER MEETINGS/EVENTS
Commissioner Scharff advised that he attended the Northern California Power Agency (NCPA) annual
conference, where he learned the Legislature will not act on the inverse condemnation issue related to
wildfire risk and electrical blackouts will occur during potential wildfire events. Two interesting discussions
during the conference concerned intermittent risks that renewable solar and wind and growth of distributed
generation combined with planned retirement of baseload facilities pose to the ability of the California
Independent System Operation (CAISO) to run the grid and transparency and cost effectiveness in
transmission.
DRAFT
Utilities Advisory Commission Minutes Approved on: Page 2 of 8
GENERAL MANAGER OF UTILITIES REPORT
Dean Batchelor, Utilities Director, delivered the General Manager’s Report.
Recycled Water Council Study Session: On September 23, Council held a study session about water reuse
expansion opportunities from the Regional Water Quality Control Plant and a potential regional treated
wastewater transfer from the plant to Valley Water. Several members of the public spoke; some expressing
a desire for environmental benefits to result from any contractual arrangements or water reuse projects.
Council generally indicated support for the transfer agreement which includes Valley Water payments of $1
million per year and $16 million for a local salt removal facility to improve the recycled water quality, which
will be used in Palo Alto and Mountain View for landscape irrigation and toilet flushing. The agreement is
scheduled for Council consideration on November 18. The consultant report will return to the UAC in January
2020 and to Council for acceptance in February 2020.
White Paper on Impact of Building Electrification on California Gas Systems Released: Over the summer,
Utilities staff participated in a working group to talk through building electrification and impacts on
California’s gas systems, including how to mitigate those impacts. Participants included representatives from
key consumer, labor, equity, utility and environmental organizations. The group was hosted by Gridworks, a
nonprofit that works to convene, educate and empower stakeholders to decarbonize electricity grids.
Gridworks released a white paper to summarize the findings, which we will email to the Commission. The
essential point of the paper is that if California does not carefully manage its transition toward delivering less
gas, there will be unacceptable customer impacts; however, the paper lists strategies to mitigate those
impacts.
HP Solar Ribbon Cutting: The City and HP hosted a ribbon-cutting ceremony earlier this month to celebrate
completion of a new solar array project on the company’s Palo Alto campus. The project combines rooftop
and carport solar photovoltaic (PV) systems, which are projected to generate 2,355 megawatt hours of
energy, or the equivalent to powering 263 average Palo Alto homes each year. HP is selling the electricity
back to the City of Palo Alto Utilities (CPAU) through the Palo Alto CLEAN feed-in tariff program, and this
project is now the largest of six solar projects participating in the CLEAN program.
PG&E Public Safety Power Shutoff: Last week, as a safety precaution, PG&E issued notice of a potential public
safety power shutoff for a large area of California due to gusty wind conditions and high temperatures. While
this ultimately did not impact Palo Alto, City staff shared messaging with community members to help them
prepare for a potential power outage. The City always recommends that people be prepared for unexpected
emergencies and utilize resources at www.cityofpaloalto.org/preparedness.
Utilities Events
Utilities staff recently participated in or hosted the following events:
• Midtown Ice Cream Social - September 15
• EV Technical Assistance Program Soft Launch Workshop - September 18
• SunShares Workshop - September 21
• Emergency Preparedness Event – September 22
• EV Ride and Drive with Acterra During National Drive Electric Week - September 22
Utilities is hosting the following upcoming events:
• Bay Area Home Electrification Expo - Thursday, October 10, from 2-7 pm at the Mitchell Park
Community Center. This is a first-of-its-kind, free, public event for homeowners, renters and building
professionals. Attendees will hear from experts on the importance of switching from fossil fuels to
help California reach its climate goals, and from manufacturer representatives on electric
technologies that can add value and comfort.
• Electric Cars Demystified Workshop - October 23, from 6-8:30 pm at the Palo Alto Art Center.
Utilities Advisory Commission Minutes Approved on: Page 3 of 8
Utilities Undergrounding: On September 16, the City Council amended Rule 20 to allow underground districts
to be self-funded. Other rule amendments will be presented to the Council in November. Staff incorporated
the UAC's comments regarding timeframes for notification and collection into the proposed language for
Rule 20. If the Council approves additional rule amendments in November, staff will begin working with Green
Acres residents.
In response to inquiries, Batchelor advised that the UAC will not review the proposed rule amendments again.
During the Council meeting, Councilmember DuBois added language to Rule 3 to screen pad-mounted
transformers. The threshold for residents' consent to funding underground utilities remains at 60%.
COMMISSIONER COMMENTS
In reply to Commissioner Jackson's query regarding the Request for Proposals (RFP) for Fiber to the Home,
Dean Batchelor, Utilities Director, reported the RFP was issued on September 27. He will forward a copy of
the RFP to Commissioners.
UNFINISHED BUSINESS
None.
NEW BUSINESS
ITEM 1: DISCUSSION: Discussion of Sea Level Rise Adaptation Strategy.
Jeremey Lowe, San Francisco Estuary Institute, reported sea level rise (SLR) has been measured, and
observations align with modeling. Data about the Bay shows a general trend of the Bay water level rising 7
inches per century. Adaptation has to be implemented with mitigations. The State provides guidance on
interpreting scientific projects and incorporating them into planning and policy. SLR is expected to raise the
level of waters around the world 1.92 feet by 2050 and 5-7 feet by 2100. With SLR, the size of king tide and
storm events will increase, and they will occur more frequently. Creeks will flood more often because of SLR.
Potential impacts of SLR include increased storminess, increased rainfall intensity, subsidence and erosion,
rising groundwater, and surface flooding. A horizontal levee combines a built structure, a marsh, and a gentle
slope between the marsh and the levee and improves flood risk management. The South Bay Salt Pond
Project is doing a large amount of restoration work, which will act as a buffer between the Bay and the levees.
The Shoreline Study is looking at a long-term levee approach to flood risk management. Adaptation pathways
are interventions planned in phases over the long term.
Julie Weiss, Policy and Public Education Manager, advised that climate protection is one of the Council's four
priorities. The Council approved a Sea Level Rise Adaptation Policy (Policy) in 2019. Several projects and plans
are underway, including the San Francisquito Creek flood control project and a horizontal levee at the east
end of Embarcadero Road. The Community Services Department has completed a vulnerability assessment
of the impacts of SLR on the Baylands habitat. At 12 inches of SLR, much of the Baylands habitat will be
submerged. At 36 inches, Bay water could impact utilities, the airport, and recreational facilities. When
repairs to the Palo Alto flood basin tide gate are complete, the gate will be adaptable to future levee
improvements. Next fall, the City will begin construction of a secondary outfall pipe from the Regional Water
Quality Control Plant (RWQCP) to accommodate higher amounts of water and to withstand 3 feet of SLR. The
Council recently approved a Green Stormwater Infrastructure Plan. Green stormwater infrastructure mimics
nature by slowing spread and sinking water to reduce fast runoff to the Bay. In the coming decades,
groundwater levels will rise. The Policy seeks to coordinate work across City departments. Actions could
include changing design standards for structures in the flood zone and the SLR inundation area. The Policy
has been vetted by scientists and colleagues in other agencies. A public meeting in March was successful.
Next steps are to contract with a consultant for an SLR vulnerability assessment and to return to Council with
an update or draft SLR plan by the end of 2020.
In reply to Commissioner Johnston's query regarding priorities for utilities, Weiss indicated staff needs to fill
data gaps before they can determine priorities. Lowe suggested the City learn from other communities and
Utilities Advisory Commission Minutes Approved on: Page 4 of 8
incorporate adaptation into capital improvement projects. Phil Bobel, Public Works Assistant Director,
related that staff is thinking quantitatively about groundwater impacts. A preliminary conclusion is SLR will
have a 1:1 correspondence with groundwater at the interface of the Bay and shore. The impact will likely be
seen in the area between the Bay and the El Camino area. The RWQCP is protected by a levee, but the levee
is inadequate, which raises a policy question about assumptions for existing and upgraded levees through
the SAFER project.
In response to Commissioner Smith's question about existing projects relating to a plan for protection, Weiss
explained that existing projects will be a starting point, and the plan will identify additional projects. The
vulnerability assessment will identify gaps in the strategic plan.
In answer to Commissioner Segal's inquiry about using existing information when planning projects, Dean
Batchelor, Utilities Director, advised that staff is looking at incorporating adaptation in the water, gas, and
wastewater group. Weiss added that quarterly meetings for staff from all departments helps staff to
communicate and coordinate information.
Commissioner Scharff assumed it would be less expensive to improve levees than to harden infrastructure.
Bobel remarked that the policy question is whether to rely only on the levee system or to harden
infrastructure as well. In response to Commissioner Scharff's query regarding San Francisco Bay Restoration
Authority funding for projects, Bobel reported sufficient funding has not been identified nationally or
regionally for all the work needed. Weiss added that the City has received Measure A funding for part of the
preliminary design of a horizontal levee and Proposition 1 funding for the next phase. Staff is engaging in
regional discussions about projects and funding.
In reply to Vice Chair Forssell's question about the need for a consultant, Bobel explained that staff cannot
address SLR quickly or the vulnerability assessment in the detail required. The vulnerability assessment
requires a consultant with experience and expertise. Vice Chair Forssell requested updates as the assessment
progresses and more knowledge is gained.
ACTION: None
ITEM 2: DISCUSSION: Disc of Proposed 2019 Energy Reach Code.
Tom Kabat encouraged the UAC to support staff in reducing greenhouse gas (GHG) emissions in ways that
are rapid, far-reaching, and unprecedented. Contractors and installers want to continue using the same
methods and materials. The Reach Code may need to remove the ability for contractors to make the same
stranded-asset mistakes. Gas-free buildings are less expensive to build.
Bret Andersen, Carbon Free Palo Alto, recommended a strong Reach Code and a prohibition of gas in homes.
An all-electric home is more cost effective to build.
Christine Tam, Senior Resource Planner, reported the building sector accounts for 43% of the expected GHG
emissions by 2030. New buildings in the City each year account for less than 1% of the total building stock.
Mandating all-electric new construction today will achieve a 5% reduction for the 80 by '30 goal. Short-term
actions to reach the 80 by '30 goal include efficient water usage, reduction of single-occupancy vehicle travel,
acceleration of electric vehicle (EV) penetration, and increased energy efficiency and electrification. The
California Energy Commission (CEC) adopts California Building Energy Standards every three years, and the
next cycle begins January 1, 2020. All California cities are required to meet building standards. Local
jurisdictions can adopt Reach Codes that exceed the Building Energy Standards. The City adopted Energy
Reach Codes in 2008, 2010, 2013, and 2016. The Green Building Advisory Group provides feedback regarding
priorities for the Green Building Ordinance and the Energy Reach Code. The goal of the Green Building
Ordinance is to design, build, and operate a new generation of efficient, environmentally responsible, and
healthy buildings within the City. Under the 2016 Energy Reach Code, single-family residential buildings need
to be either 10% or 20% more efficient than the base code. Multifamily residential and commercial buildings
Utilities Advisory Commission Minutes Approved on: Page 5 of 8
need to be more efficient than the base code. All-electric buildings are exempt from the Reach Code. The
goals of the 2019 Energy Reach Code are energy efficiency and zero emissions. Staff hosted a green building
summit in February 2018 to identify priorities for the Green Building Ordinance and the Energy Reach Code.
Staff has participated in a statewide cost-effectiveness study and held public engagement meetings in 2019.
The proposed Reach Code will be presented to the Council in November. The City of Berkeley prohibits
natural gas infrastructure in new buildings beginning in 2020, but the ordinance contains many exceptions.
The City of Menlo Park requires all new residential buildings to be electrically heated with a few exceptions.
The City of San Jose requires additional energy efficiency and solar installation with energy storage for mixed-
fuel new construction projects; mixed-fuel projects also need to be all-electric ready. Staff is considering
expanding rebate offerings for air source heat pumps, induction cooktops, efficient electric clothes dryers,
and EV chargers with electric panel upgrades in existing residences; a CLEAN home rebate program for all-
electric new residential buildings that are more efficient than the baseline requirements; and additional
marketing and outreach to educate the community regarding the benefits of all-electric buildings and
additional resources available at the City website. Staff proposes a $2,000 rebate for all-electric single-family
new construction, a $1,000 rebate for all-electric multifamily construction, and a $6,000 rebate for converting
a single-family residence to all-electric appliances. The estimated cost of all rebate programs over three years
is $850,000. Staff also requests additional staffing of 0.75 full-time equivalent (FTE) and a marketing budget
of $100,000 for the first year and $25,000 in the second and third years. Jonathan Abendschein, Assistant
Director of Resource Management, added that staff will discuss these requests internally and with the City
Manager.
In answer to Vice Chair Forssell's request for an estimate of the total amount of carbon saved for the $1
million budget, Tam advised that staff expects to avoid GHG emissions of about 245 metric tonnes per year
through the Reach Code and rebate programs. She would provide the carbon savings generated by rebates
alone at a later time.
In response to Commissioner Johnston's query regarding the source of funding, Abendschein explained that
a portion of funding will come from Low Carbon Fuel Standard revenues. Staff is reviewing a variety of funding
sources that do not result in rate increases.
In reply to Commissioner Scharff's inquiry regarding the rationale for the $2,000 rebate amount for all-electric
new construction, Tam indicated a cost-effectiveness study found the cost to increase efficiency by 12-15%
is approximately $5,000. The rebate amount is approximately half the cost to increase efficiency.
Commissioner Scharff asked if the goal of the rebate program is to incentivize electrification of existing
homes. Tam clarified that GHG reduction is one objective. A second objective is to increase efficiency.
Increasing efficiency creates more headroom for additional electrification and delays upgrades of grid
infrastructure. Cost-effective efficiency saves the customer money over the long term and creates more
capacity for the grid to handle additional load growth. Commissioner Scharff suggested the City should
subsidize actions that will move the City towards its goals and include staffing cost in the cost of the programs.
Expending $300,000 for marketing and staffing to achieve a total rebate amount of $168,000 may not be a
good use of funds. Abendschein clarified that the third rebate program applies to existing buildings, and the
vast majority of funding will be used for existing buildings. An all-electric home may have a lower construction
cost, but the energy bill is higher. Increasing efficiency reduces the bill so that an all-electric home is less
expensive over time. Commissioner Scharff did not believe a $2,000 rebate would be an incentive.
Commissioner Smith noted mobility options at 15% and electrification of vehicles at 25% provide 40% of
possibilities to reduce GHG emissions. Other incentives include an air-source heat pump, induction cooking,
Energy Star electric clothes dryer, and EV charger installation and electric panel upgrades, all of which provide
tremendous opportunities to reduce GHG emissions. Tam reported an existing program offers rebates for
heat pump water heaters, and staff hopes to implement rebate programs for the others. The $6,000 rebate
program will cover projects that utilize a heat pump water heater, air source heat pump, induction cooktop,
clothes dryer, and panel upgrade. In reply to Commissioner Smith's query regarding applying low-carbon fuel
refund credits appropriately, Abendschein related that staff has not made progress on trading California
Utilities Advisory Commission Minutes Approved on: Page 6 of 8
renewable energy credits (REC) for out-of-state RECs. Trading those credits could generate funding for rebate
programs without generating ratepayer impacts, but the public perception of trading credits could be
negative. Commissioner Smith recalled that credits could be lost, which could reduce potential funding for
rebate programs.
In answer to Commissioner Segal's inquiry regarding heat pump systems for large commercial buildings, Tam
elucidated that a building of more than 100,000 square feet needs a very large heat pump system, which
could create a large electrical load. Large heat pump systems occupy a large space and are very heavy.
Commercial buildings under 30,000 square feet can easily be constructed as all electric. The Reach Code could
mandate commercial buildings of less than 30,000 square feet be built to all-electric standards. The Reach
Code is designed to differentiate residential and nonresidential buildings, not to differentiate buildings based
on square footage. Commissioner Segal noted customer satisfaction feedback indicates customers are cost
sensitive and interested in reducing GHG emissions. Therefore, adopting a Reach Code that addresses those
desires is logical, but some type of electrification Reach Code is needed. Tam reported Stanford Research
Park sent a letter commenting on the difficulty of designing life science buildings and large commercial
buildings to be all electric. Commissioner Segal expressed interest in the amount of GHG savings that could
result from an exemption for large buildings and specific types of buildings.
In response to Commissioner Jackson's question regarding Reach Code provisions for replacing gas appliances
in existing buildings with electric appliances, Tam related that the Building Energy Standards do not address
existing buildings. For cities, the Reach Code exceeds the Building Energy Standards required by the CEC.
Local jurisdiction adoption of a Reach Code that addresses existing buildings is difficult. Commissioner
Jackson supported a ban on the use of gas in new construction with some exceptions. Trading RECs could
generate a large amount of revenue that could be used to incentivize conversion of existing homes. He
suggested staff educate the public, including children, about the advantages of all-electric homes and the
environmental impacts of natural gas.
Commissioner Scharff supported an exception for an internal accessory dwelling unit (ADU) and questioned
whether gas cooking, fireplaces, and grills have a material impact on GHG emissions. Abendschein indicated
at some point gas utility infrastructure that serves only small uses is not sustainable. Allowing small uses of
gas may be a good strategy to transition to all-electric appliances. Commissioner Scharff did not believe a
significant number of existing buildings would convert to all electric. The City should allow gas for cooking,
grills, and fireplaces in new construction unless the City plans to close the gas utility.
Commissioner Johnston recommended staff not impose electrification requirements on buildings where
technology is not available. If the City adopts these kinds of Reach Codes, marketing will be needed to
reassure the public that they will have a reliable electric supply.
Vice Chair Forssell expressed interest in a Reach Code that requires all-electric new buildings with few
exemptions. She did not want to disincentivize construction of ADUs. For nonresidential buildings, the list of
exemptions will be lengthy. The rebate programs require a fair amount of staff time and funding; yet, they
provide a fairly low carbon impact. The effectiveness of a $2,000 rebate is unclear. Perhaps staff should use
a similar amount of funds to educate contractors and increase their expertise. Tam advised that staff
considered a one-time $6,000 rebate for disconnecting the gas meter, but most homeowners are more willing
to convert each appliance as it needs to be replaced. Vice Chair Forssell suggested staff explore a different
all-electric rate along with the Reach Code.
ACTION: None
ITEM 3: DISCUSSION: Discussion of Utilities Customer Programs.
Lena Perkins, Acting Senior Resource Planner, reported for more than 30 years CPAU has been offering
customer programs in the areas of efficiency, income qualifications, local renewables, and emerging
technologies. Efficiency encompasses the water, gas, and electric utilities. Since 2015, CPAU has added
Utilities Advisory Commission Minutes Approved on: Page 7 of 8
programs for low-carbon transportation, building decarbonization (fuel switching), and sustainability. Some
required programs include efficiency and local renewables. Staff has some flexibility in designing and
implementing programs. Staff has added CO2 as a prioritization criterion. Evaluation priorities include
customer satisfaction, equity, emissions impact, efficiency savings, and cost effectiveness. Staff utilizes
technology, analytics, customer and community engagement, and regional partnerships to implement
programs. Efficiency savings goals or targets for the electric and gas utilities are adopted every four years.
The fiscal year (FY) 2018 goal for natural gas was almost twice the goal for FY 2017, and the City almost
reached the FY 2018 goal. The City exceeded the FY 2018 electric goal, which was approximately 20% higher
than the FY 2017 goal. The City adopted higher goals because efficiency savings, especially in electricity and
natural gas, save carbon. Electric efficiency programs avoided as much carbon as gas efficiency programs in
FY 2018. Because natural gas is on the grid 97% of the time, saving electricity saves carbon 97% of the time.
Programs 3, 4, 7, 8, and 10 address all five priorities of customer satisfaction, equity, emissions impact,
efficiency savings, and cost effectiveness. Key things that will be different in FY 2020 are an efficiency
concierge program for small and medium businesses, customer usage reports for commercial accounts, and
an internal software tool to track programs and compare program results.
Commissioner Segal commented that economics is a huge factor to prioritize.
Commissioner Scharff believed maintaining low utility rates should be a priority. Perkins noted low rates are
a component of cost effectiveness.
Commissioner Smith requested the rationale for limiting the heat pump water heater rebate program to
income-qualified multifamily residents. Perkins indicated the rebate program is funded with a special grant
from the Bay Area Air Quality Management District (BAAQMD) to retrofit multifamily residences with heat
pump space heaters. In reply to Commissioner Smith's inquiry regarding the income limit for income-qualified
and the focus on multifamily residential, Perkins answered approximately $50,000 for a single person
household. Smith noted an EV charger costs around $500, and a panel upgrade costs approximately $1,500-
$2,500. If someone wants to convert to a heat pump and install an EV charger, the rebate program will not
provide much of an incentive. Perkins reported new programs could address the issue. Single-family residents
need incentives, but multifamily residents are difficult to reach and comprise 40% of Palo Alto's population.
In addition, the majority of multifamily residents are renters. The landlord has minimal incentive to invest in
infrastructure upgrades, especially since the demand for housing is high. Multiple programs target
multifamily residents in order to help an underserved segment of the population. In answer to Commissioner
Smith's query regarding the percentage of single-family homes that is all electric, Perkins indicated the
percentage is in the single digits. Commissioner Smith suggested staff explore programs for single-family
homes built between 1954 and 1958.
Commissioner Johnston remarked that the cost data is helpful. Perkins clarified that all programs except the
EV charger, multifamily concierge, and income-qualified programs are extremely cost effective.
Commissioner Segal felt customer education should be a higher priority than customer satisfaction and
customer service.
In response to Vice Chair Forssell's inquiry regarding future opportunities for the UAC to review the details
of rebate programs, Perkins indicated the UAC could review them at a future meeting. Vice Chair Forssell
believed carbon reduction should be a priority. Programs should target segments of the population that can
provide the most carbon savings for the cost of the program.
ACTION: None
ITEM 4: DISCUSSION: Discussion of Utilities Strategic Plan Update.
Utilities Advisory Commission Minutes Approved on: Page 8 of 8
ACTION: Commissioner Scharff moved to continue Item Number 4 to a subsequent meeting. Commissioner
Segal seconded the motion. The motion carried 6-0 with Vice Chair Forssell and Commissioners Jackson,
Johnston, Scharff, Segal, and Smith voting yes, and Chair Danaher absent.
ITEM 5: ACTION: Selection of Potential Topic(s) for Discussion at Future UAC Meeting.
Commissioner Smith reiterated his request for a continued discussion of trading RECs. Jonathan Abendschein,
Assistant Director of Resource Management, advised that staff hopes to schedule a discussion in December
or January. Staff will be in a good position to take advantage of opportunities to trade RECs in 2020 if an
effective discussion is held by June 2020. Abendschein explained the shrinking opportunity to trade California
RECs for out-of-state RECs.
ACTION: None
NEXT SCHEDULED MEETING: November 13, 2019
Meeting adjourned at 9:54 p.m.
Respectfully Submitted
Tabatha Boatwright
City of Palo Alto Utilities
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 1 of 10
UTILITIES ADVISORY COMMISSION MEETING
MINUTES OF DECEMBER 4, 2019 REGULAR MEETING
CALL TO ORDER
Chair Danaher called the meeting of the Utilities Advisory Commission (UAC) to order at 7:00 p.m.
Present: Chair Danaher, Vice Chair Forssell, Commissioners Jackson, Johnston, Segal, and Smith
Absent: Commissioner Scharff
Dean Batchelor, Utilities Director, shared information regarding the death of City of Palo Alto Utilities (CPAU)
employee Donatus Okhomina and City activities to honor Mr. Okhomina. The UAC observed a moment of
silence in memory of Mr. Okhomina.
ORAL COMMUNICATIONS
None.
APPROVAL OF THE MINUTES
Commissioner Segal moved to approve the minutes of the October 2, 2019 meeting as presented.
Commissioner Jackson seconded the motion. The motion carried 6-0 with Chair Danaher, Vice Chair Forssell
and Commissioners Jackson, Johnston, Segal, and Smith voting yes, and Commissioner Scharff absent.
AGENDA REVIEW AND REVISIONS
None.
REPORTS FROM COMMISSIONER MEETINGS/EVENTS
Commissioner Jackson reported he toured the Regional Water Quality Control Plant on October 5 and
attended the Bay Area Electrification Expo on October 10. After obtaining an energy assessment of his home
and a home electrification readiness report, he began researching his home energy use and found the data
for electricity usage was not computer readable. He hoped MyCPAU or future updates to MyCPAU would
include legible data for detailed electricity usage. He suggested staff include photos or brochures of all types
of induction cooktops at demonstrations of the cooktop as a way to motivate homeowners to purchase them.
Staff also may want to speak with businesses that offer cooking classes about utilizing induction cooktops in
the classes. He suggested staff distribute definitions of significant terms and concepts, such as smart grid and
micro grid, at future workshops. At future workshops, a facilitator should be partnered with a person who
has deep technical knowledge. At the November 4 Council meeting, he and other members of the community
encouraged the Council to require all-electric new construction immediately, which the Council did.
Chair Danaher advised that at the time of the October meeting, he was meeting with European utilities
regarding drive electrification and electric charging networks. The utilities expressed interest in vehicle-to-
home or vehicle-to-grid distributed energy.
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 2 of 10
GENERAL MANAGER OF UTILITIES REPORT
Dean Batchelor, Utilities Director, delivered the General Manager’s Report.
Media Coverage of Utility Rate Increases – Commissioners have likely read or heard about recent media
attention surrounding our preliminary utility rate changes for next fiscal year. The local papers have
highlighted the surplus revenues some of the utility funds generated this past year and have been trying to
incorrectly suggest that these surplus funds were transferred to the General Fund rather than used to reduce
rate increases. Staff are working to correct any inaccurate information reported in the press and clear up the
confusion. We wanted to address this with the Commission so you aware that we are taking action to clarify
misrepresentation of how the City and Utilities generates and allocates funds across business activities. A few
key points:
• Recent surpluses in the utility funds were one-time, unexpected windfalls related to unusually good
hydroelectric conditions and some capital projects that were delayed;
• These one-time surpluses are being used to replenish utility contingency funds including Operating,
Capital, and Hydroelectric Stabilization reserves, that were either below or near their minimum
recommended and guideline levels (for example, due to previous year droughts);
• None of the surpluses were transferred to the General Fund. No unusual or extraordinary transfers were
made to the General Fund;
• Any surpluses related to capital project spending will be held in reserve for future capital spending;
• Because these were one-time surpluses, they cannot be used to reduce long-term rates – the utility’s
ongoing costs have not decreased and are expected to rise in coming years;
• The intention behind rate stabilization funds and reserves is to prevent wide fluctuations and large
increases in rates year over year;
• The preliminary rate increases proposed for FY 2021 are currently lower than what we projected last
year, and in some cases, an increase may not be necessary for specific utility funds. We are still evaluating
these options based on the health of each fund.
Water Reuse Partnership Agreement - On November 18, City Council approved a partnership agreement
with the City of Mountain View and Valley Water to advance water reuse in Santa Clara County. The
agreement provides funding for a small salt removal plant to improve the quality of existing recycled water
used in Palo Alto and Mountain View and enable expanded use of that resource. The agreement will also help
Palo Alto meet its sustainability goals by expanding water reuse regionally, keeping more treated wastewater
out of the San Francisco Bay. The partnership agreement, scheduled for approval by the Valley Water Board
of Directors on December 10, is a first step towards more water sustainability work between Palo Alto,
Mountain View, and Valley Water. Staff are coordinating a joint press event around 1 pm on December 10 at
the Valley Water headquarters. Please join us if available to celebrate this unique long-term agreement!
Gas Safety Awareness Phone Surveys - Over the next couple of weeks, CPAU will be participating in the
federally mandated Gas Overall Awareness Level, or GOAL, survey, which is a nationwide program to assess
public awareness about gas safety. Residents will receive an automated phone call with a request to take a
few minutes to answer some questions. The goal is to ensure that people have adequate information about
gas safety protocols, such as Call Before You Dig, to help us prevent gas emergencies. Palo Alto Utilities
customers and non-customers, including emergency responders, public officials, and excavators in the area
will be selected randomly for polling through this survey. We thank you in advance for helping us meet our
“GOAL” for safety awareness by responding to the survey if you receive the call.
Coming Soon! The MyCPAU New Online Customer Site - CPAU’s new online utility customer site, MyCPAU,
will go live in early 2020. This improved utility account management system offers a fast and secure way to
pay your bill online and set up automatic or recurring payments. MyCPAU will allow customers to view
monthly utility usage, identify opportunities to lower bills, set notification preferences and alerts, and receive
direct digital support from our Customer Service staff. We are excited to roll out this newly improved online
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 3 of 10
service for all our utility customers sometime in the New Year. Stay tuned for your introductory registration
email.
SunShares Program Update - As of November 22, Palo Alto was the number one outreach partner in the Bay
Area SunShares program, with ten contracts signed for rooftop solar installations. The last day for customers
to sign a contract is December 31. Various rebates and discounts on electric vehicles are still available to Bay
Area residents through programs with the American Public Power Association and Drive Clean Bay Area. Find
more information at cityofpaloalto.org/EV.
All-Electric Reach Code - On December 2, City Council approved an all-electric mandate for low-rise
residential new construction projects, effective beginning April 2020. The all-electric mandate was a
proposed motion from the November 4 City Council meeting, when staff proposed a local building reach code
that would incentivize all-electric new construction projects by requiring additional energy efficiency and
electrification readiness for mixed-fuel projects. The staff proposal also would establish an all-electric
mandate by 2022. Requiring all-electric new construction of labs and life science buildings is challenging in
the near term due to technology and energy modeling challenges. During the November 4th hearing, 22
members of the public provide comments, with 21 speakers advocating an immediate mandate for all-electric
new construction projects, and one opposed to such a mandate. In addition to the all-electric mandate for
residential new construction projects, Council also adopted the following motions at the November 4th
meeting: (i) return with a subsequent ordinance in 2020 to require all-electric service for new construction
projects, including accessory dwelling units; (ii) engage the UAC to explore scalable, cost-effective rebates for
retrofitting existing homes to promote more electric utility service. Staff plans to present future customer
rebates and outreach activities targeting existing homes, along with funding sources, to the UAC in the first
quarter of 2020.
Events and Workshops
• On Saturday, November 23, over 100 residents attended a plant pruning and propagation workshop.
Survey results demonstrated very positive feedback.
• This Saturday, December 7, we will host a rainwater harvesting workshop. This class will teach
attendees how to capture rainwater on their property with rain gardens, rain barrels, and cisterns to
help conserve water and reduce runoff volume.
In response to Commissioner Johnston's queries regarding the fiber Request for Proposals (RFP) and follow-
up actions for the Resilience Workshop, Batchelor reported the fiber team is reviewing proposals from four
vendors. Interviews will likely be scheduled in January. If the UAC is interested, a workshop should be
scheduled every year. Staff will prepare and share a report of the Resilience Workshop. Catherine Elvert,
Communications Manager, advised that the RFP was sent to Commissioners in a media update.
In reply to Commissioner Jackson's inquiry about the number of structures that would be affected by a
requirement for electrification during significant remodel projects, Batchelor indicated staff had not
determined a definition of significant remodel. The number of structures affected by an electrification
requirement would depend on the definition.
Vice Chair Forssell requested the raw data from the feedback form completed at the workshop, if available.
In answer to her question about beta testing MyCPAU, Batchelor related that beta testing would begin in
January.
Commissioner Segal requested a report of information from the electrification survey.
COMMISSIONER COMMENTS
None.
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 4 of 10
UNFINISHED BUSINESS
ITEM 1: DISCUSSION: Utilities Strategic Plan Update.
Dave Yuan, Strategic Business Manager, reported staff has created a workgroup for each Strategic Plan
priority. The groups meet regularly and append or amend the Strategic Plan as needed. CPAU employees
receive newsletters quarterly or semiannually and opportunities to provide feedback and volunteer for
specific tasks. Each employee has an individual development plan. Staff is exploring opportunities to provide
group-wide or department-wide training. The recent SEIU contract includes significant pay increases for
critical positions. The City now offers paid paternity leave. CPAU is piloting telecommute schedules and
participating in job fairs and will conduct an employee satisfaction survey. The Human Resources (HR)
Department has dedicated an employee to CPAU recruitment. Since February 2019, the number of vacancies
has decreased by 27 percent. As of December 3, 29 positions are vacant. In the past 12 months, 44 employees
have been hired or promoted. Thirty-nine employees are eligible for retirement, but less than a handful have
submitted retirement notices.
In reply to Vice Chair Forssell's inquiries about paternity leave, Jonathan Abendschein, Assistant Director of
Resource Management, advised that State mandates do not apply to municipal employees. The terms of
maternity and paternity leave may be the same. Yuan added that employees are paid for maternity and
paternity leave.
Yuan continued his presentation, stating staff has conducted customer awareness and interest surveys, which
revealed that customers are interested in electric vehicles (EV), photovoltaics (PV), and smart appliances but
less interested in home energy storage and heat pump water heaters because of their high cost. CPAU staff
participated in development of the Energy Reach Code. CPAU values and priorities are showcased through
posters and photos and useful giveaways. Staff has hosted EV ride and drive events, EV workshops, and the
Municipal Services Center open house and co-hosted with HP a ribbon-cutting ceremony for the largest solar
project in Palo Alto.
In response to Commissioner Johnston's query regarding progress on key performance indicators (KPI), Yuan
related that staff has not collected sufficient data to report on KPIs.
In answer to Commissioner Jackson's comment regarding the KPI statement in the memorandum, Yuan
indicated he would gather KPI data and send it to the UAC. Catherine Elvert, Communications Manager,
added that staff assesses the KPI for collaboration periodically and agreed to provide information to the UAC.
Yuan further reported staff has developed a seven-year roadmap of key critical technology systems. The
second phase of the Automatic Metering Infrastructure (AMI) project is underway. Staff will issue an RFP in
February or March for three critical systems. Vice Chair Forssell will be included in the beta test of MyCPAU;
however, all Commissioners are requested to provide feedback.
In response to Commissioner Smith's query regarding 90 percent of field support staff utilizing paperless tools
by December 2019, Yuan advised that staff would not meet the KPI.
In answer to Commissioner Segal's question of whether CIS and GIS system projects are on schedule, Yuan
indicated the CIS project has been delayed slightly, the GIS project is underway. Commissioner Segal felt the
schedule for the AMI project is aggressive. Yuan explained that AMI could be deployed by 2022 with
completion anticipated in 2023.
Yuan continued the presentation, indicated staff is preparing new reports to prioritize infrastructure needs
and to enhance communications for budget requests and rate adjustments. Staff has created a Capital
Improvement Program (CIP) Reserve Fund so that funding for CIP projects that are deferred does not return
to the Rate Stabilization Reserve Fund.
ACTION: None
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 5 of 10
NEW BUSINESS
ITEM 2: DISCUSSION: Discussion of Utility Pole Attachment Agreements and Operations.
Jim Bujtor, Utilities Engineering, reported the City and AT&T jointly own and maintain the majority of utility
poles in Palo Alto under a Joint Pole Agreement dated 1918. There are slightly less than 6,000 poles Citywide,
and the City individually owns 600 of them. AT&T purchases space for its facilities in the communication zone,
which is roughly the middle of the pole. The City owns the safety clearance zone and the power zone, which
are located at the top of the pole. The City jointly owns with PG&E 100 poles in the Foothills area. Some poles
are not tall enough for new attachments. The average pole age is around 40-50 years. Poles located in
backyard easements are usually shorter. The City abides by the overhead line construction regulations
contained in General Order 95. CPAU replaces approximately 100 poles per year, using poles that are 5 feet
taller when possible. The parties that benefit from pole replacement share proportionately in the cost of
replacement, based on the share of the pole owned. Inspection and maintenance costs are shared
proportionately as well.
In answer to Vice Chair Forssell's inquiry regarding calculation of the proportionate share, Bujtor explained
that the calculation is based on the footage owned.
Jim Fleming, Senior Management Analyst, advised that commercial wireless carriers use City-controlled
spaces on utility poles primarily for the attachment of wireless communication facilities (WCF). In 2010, the
City Attorney's Office developed a Master License Agreement (MLA) for use of City-controlled space on utility
poles, streetlight poles, and in conduit. The Council approved the MLA template in 2011. Six companies have
executed an MLA, and three of those companies are in various stages of processing applications to install
facilities. In 2011, Utility Rate Schedule E-16 was amended to include an annual license fee for mounting
communications equipment on poles. The license fee is $270 per pole per year in addition to energy use
charges. Fleming summarized the key terms and provisions of the MLA. In September 2018, the Federal
Communications Commission (FCC) issued an Order and additional regulations that govern local review of
applications for WCF. The FCC order declared permit fees, rights-of-way use, application fees and attachment
fees unlawful unless they are strictly cost-based and no higher than fees charged to similarly situated
competitors. The FCC Order defined a new subset of WCF called small wireless facilities, and the City must
act on applications for small wireless facilities within 60 days; and determined local aesthetic regulations are
preempted unless they are reasonable, nondiscriminatory, and published in advance. On April 15, 2019, the
Council defined objective design standards for small cell installations. Municipalities have challenged the FCC
Order in federal court, and a decision is anticipated in 2020.
In answer to Commissioner Johnston's inquiry regarding limits on the number of attachments that can be or
have to be approved, Fleming advised that there is no limit. The City can dictate the time, place, and manner
of where facilities are located.
In reply to Commissioner Smith's question about the anticipated number of facilities, Fleming related that
there could be 120 sites, with the majority being owned by Verizon Wireless.
In response to Commissioner Jackson's query regarding carriers' use of City conduits and carriers installing a
second conduit for City use, Fleming advised that carriers may use City conduit if space is available. Conduit
is included in the MLA, and the carriers have to pay a license fee. Most of the time, carriers do not want to
use City conduit. The City does not have a "dig once" policy; therefore, carriers do not have to install conduit
for City use when they are installing conduit for their own projects.
In answer to Commissioner Segal's question about staff planning for fiber to the home when installing new
utility poles, Bujtor clarified that the backbone fiber system is in place, but fiber to the home may use a
different system. The length of the pole determines whether there will be space for additional facilities on
the pole. Dave Yuan, Strategic Business Manager, added that new poles are usually 5 feet longer than the
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 6 of 10
existing poles. In response to Commissioner Segal's question about pole attachments in underground
districts, Fleming explained that an empty communication conduit is installed in new underground districts.
In response to Vice Chair Forssell's query regarding use of the 2 feet of the communication zone not owned
by AT&T, Fleming stated a third party can buy the space for attachments. In addition, AT&T can license a
portion of its 3 feet to other vendors. Based on the length of the pole, the communication zone may not be
5 feet in length.
In reply to Chair Danaher's inquiry about a potential shortage of pole space or conduit with implementation
of 5G technology, Fleming indicated 5G facilities probably will not be installed on all poles. Dean Batchelor,
Utilities Director, noted a large number of poles will have to be replaced If fiber to the home is implemented.
Fleming added that most of the City fiber is attached to the pole in the safety zone. If a carrier wants to build
a new network across the City, the carrier and staff will evaluate each pole to determine whether it can
accommodate new attachments.
In answer to Commissioner Segal's question about installing fiber facilities in the safety zone, Fleming related
that the City controls the safety zone and does not have to work with AT&T to install facilities in the safety
zone.
ACTION: None
ITEM 3: DISCUSSION: Discussion of Preliminary Rate Change Projections for the Electric, Gas, Water and
Wastewater Collection Utilities for Fiscal Year 2021.
Eric Keniston, Senior Resource Planner, reported a wastewater cost of service study is underway and should
be complete in time for staff to utilize it in calculating new wastewater rates to meet the expected July 1st
date for new rates. Fiscal Year (FY) 2021 preliminary rate projections are a 3% increase for the Electric Utility,
a 5% increase for the Gas Utility, a 6% increase for the Wastewater Utility, a 0% increase for the Water Utility,
and a 0% increase for Refuse. In water, gas, and wastewater collection, staff is planning to stagger main
replacement projects but to allocate funds periodically to the CIP Reserve so that the CIP Reserve reflects
project expenditures and fluctuations caused by main replacement projects occurring every other year.
Beginning this year in the Water Fund, there will be a level amount of funding going to the CIP Reserve to
begin establishing this process.
In response to Commissioner Smith's request for cost containment measures provided in the agreement with
Valley Water, Jonathan Abendschein, Assistant Director of Resource Management, explained that Valley
Water's $16 million payment will fund construction of the reverse osmosis facility. If there was no $16 million
payment, sewer and water ratepayers would have to fund the construction. The cost containment measure
is ratepayers not having to fund construction of the plant. In reply to Commissioner Smith's question of
whether the listed cost containment measures apply to the rate projections, Abendschein indicated most of
them do. Almost any of the cost containment measures directly reduce the cost associated with the individual
utility.
Keniston continued the presentation, stating Electric Utility Operations Reserves are projected to fall within
the guideline ranges. FY 2019 was a good year for hydroelectric power, and CPAU was able to sell its surplus
energy, which reduced purchase costs.
In answer to Commissioner Johnston's inquiry about disposition of surplus funds, Keniston advised that
initially surplus funds are deposited into the Operations Reserve and then transferred to the other Reserve
Funds. Staff proposes to repay the $10 million loan from the Special Projects Reserve and increase the
Hydroelectric Stabilization Reserve Fund to the target level.
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 7 of 10
Keniston further reported 40% of electric costs are related to distribution and 60% to supply. Transmission
costs continue to grow rapidly because of the cost to expand the statewide system. Generation costs should
remain stable.
In reply to Vice Chair Forssell's inquiry regarding increased costs from renewable projects coming online,
Abendschein indicated newer contracts for renewable projects are generating some savings. Between 2009
and 2015, many renewable projects were not online, and CPAU benefited from low gas prices. As CPAU
increased its renewable contracts, it was no longer exposed to low gas prices, which raised the cost of the
electric supply.
In response to Commissioner Johnston's noted between FY 2021 and 2022 revenues decrease even though
rates increase. Keniston stated revenue includes hydroelectric revenues, Renewable Energy Certificate (REC)
sales, and other projected revenues. Staff anticipates REC sales will decrease in FY 2022 and less hydroelectric
revenue; revenue will be more normalized by FY 2022. Abendschein clarified that FY 2019 and FY 2020
revenues exceed costs because of the sale of surplus hydroelectric. Staff has questions about the FY 2021
forecast from the Western Area Power Administration. Chair Danaher added that CPAU will not have surplus
hydroelectric power to sell, which will decrease revenue.
Keniston continued the presentation by listing the distribution cost drivers of medical and retirement
benefits, capital investment, and underground construction. Staff projects a 3% rate increase in FY 2021 and
4-5% rate increase thereafter. The main drivers of the rate increase are increased supply costs, increased
operations costs, increased CIP expenses, increased non-retail revenues, and decreased sales. Also, without
the additional hydroelectric revenues a larger rate increase would have been needed. The Electric Supply
Operations and Distribution Operations Reserves are above target levels and projected to remain above
target levels.
In response to Commissioner Segal's query about the rationale for a rate increase if reserve funds are healthy
and revenues exceed costs, Keniston explained that without a rate increase, the balances will begin to fall
below the minimum reserve level. Abendschein added that a one-time surplus can be used to defer rate
increases for a year or two, but a rate increase will be needed eventually. By deferring rate increases, the
reserves decrease such that few funds are available for adverse situations, and greater rate increases are
needed.
Keniston further reported staff projects a 5% rate increase for the Gas Utility in FY 2021 due to decreases in
distribution and increases in CIP cost projections.
In answer to Vice Chair Forssell's inquiry about the impact of reach codes on gas sales, Abendschein indicated
all-electric construction would affect 100-150 projects.
Keniston continued his presentation, advising that 50% of overall gas costs are related to distribution.
Abendschein clarified that the main driver for rate increases over the next five years is investment in the gas
distribution system. Of the 5% rate increase, 3.7% is related to CIP expenses and 1.3% is related to operations
and maintenance (O&M) expenses. Staff has transferred funds from the Rate Stabilization Reserve Fund to
the Gas Operations Reserve Fund. Projected rate increases will slowly increase the Reserve Fund to the target
level.
Lisa Bilir, Acting Senior Resource Planner, reported staff projects a 6% rate increase in FY 2021 for the
Wastewater Collection Utility because of increases in treatment and collection costs. The largest expense
increase is CIP projects. Wastewater costs are divided 50% for treatment and 50% for collection. 2.4% of the
6% rate increase is related to treatment expenses, 1.2% to O&M expenses, and 2.4% to an existing revenue
shortfall. The Wastewater Operations Reserve is projected to remain within target levels.
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 8 of 10
In reply to Commissioner Johnston's question about partner agencies utilizing Palo Alto pipelines for
wastewater, Keniston indicated Los Altos Hills utilizes Palo Alto's collection system starting in the foothills,
and Stanford University enters the collection system along Embarcadero Road.
Bilir further reported staff's projection for a 0% rate increase for the Water Utility. The Operations Reserve
Fund is currently above the maximum guideline but should fall to the target level by the end of FY 2021.
In answer to Vice Chair Forssell's query regarding the cause of the reserve being above target level, Bilir
explained that the chart shows the Operations Reserve but does not show the balances of all the reserves.
When the Operations Reserve reaches the maximum guideline level, the additional funds above that level
are reflected in the unassigned reserve, which can be seen in the stacked bar chart.
Chair Danaher remarked that CPAU cannot change gas commodity prices or PG&E's transmission costs. The
only thing CPAU can do is defer or accelerate construction projects or manipulate reserve fund balances to
fall within target levels.
In response to Commissioner Segal's inquiry about gas billing and cost fluctuations, Keniston advised that the
policy is to reflect the bid week price plus any expected loss or shrink. Reserve funds should absorb the extra
cost. Collecting the extra cost the following month would not be appropriate.
In reply to Vice Chair Forssell's question of customer backlash in response to the gas bill increases, Catherine
Elvert, Communications Manager, did not recall any customer comment.
Commissioner Johnston remarked that explaining the rate increases in light of projected revenues exceeding
projected costs could be a challenge. Abendschein indicated the challenge would be explaining wastewater
and gas rate increases because of the plan to alternate years of CIP projects.
Chair Danaher commended staff for maintaining fund balances within target levels and averaging rate
increases over time.
In answer to Vice Chair Forssell's question about the cost of service study, Bilir reported a consultant is
conducting the study.
ACTION: None
ITEM 4: ACTION: Staff Recommendation that the Utilities Advisory Commission Accept a Staff Presentation
on 2019 and 2020 State Legislation and Recommend that the City Council Adopt the 2020 Utilities Legislative
Guidelines.
Heather Dauler, Senior Resource Planner, reported no landmark or impactful bills were proposed in 2019.
Assembly Bill (AB) 1054 created a new Wildfire Safety Advisory Board and required publicly owned utilities
(POU) to provide the Board with a copy of their Wildfire Mitigation Plans. The Board may offer comments
and an advisory opinion on the Plans but cannot require modifications of the Plans. A Senate bill created a
new Wildfire Forecast Center, which becomes effective January 1. The Center will collect, assess, analyze,
and share fire weather data. A representative of POUs will participate in the Center. PFAS is a group of human-
made chemicals that have been synthesized for heat, water, and lipid resistance. A bill expanded the Water
Board's authority to mandate that water systems test for PFAS; however, the bill does not mandate testing.
Bills that did not pass in 2019, the first year of the two-year legislative cycle, will be carried forward to 2020.
A bill would authorize an existing state entity to procure energy on behalf of independently owned utilities
(IOU) and community choice aggregation (CCA) in order to fill gaps in procurement. As originally written, the
bill included POUs, but that language was deleted from the bill. An Assembly bill would create an enforceable
80% clean energy standard and would make hydroelectric power eligible for Renewable Portfolio Standard
(RPS)in 2030. A Senate bill would require the California Independent System Operator (CAISO) by 2022 to
complete a competitive solicitation for the procurement of pumped hydroelectric and allow cost recovery
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 9 of 10
from all ratepayers in the CAISO grid. The bill did not define ratepayers in the CAISO grid. An analysis noted
the bill would cost ratepayers billions of dollars. A consumer privacy bill would authorize but not require
government agencies to disclose the name, utility usage data, and home address of utility customers to
another government agency when the disclosure is used for scientific research or educational purposes and
when the receiving entity guarantees confidentiality. In 2020, staff anticipates legislation about wildfires,
Public Safety Power Shutoff events, grid hardening, energy storage, distributed energy resources (DER), micro
grids, procurement, decarbonization, transportation electrification. The Guidelines provide direction for Staff
to advocate on behalf of the City without first obtaining Council approval. Staff proposes to revise the existing
Guidelines by adding more information to the advocacy methods and to add the final item.
In response to Commissioner Jackson's inquiry about staff reporting to the UAC, Dauler advised that staff
provides a quarterly information item about the status of bills.
Commissioner Segal suggested revising Number 10 to consider cost but not require cost effectiveness. Dauler
explained that cost effective reductions to an IOU may not be cost effective to a POU. The existing language
allows staff to support the intent of a bill while seeking modifications to it.
In reply to Vice Chair Forssell's question about staff's position on the bill about pumped hydroelectric, Dauler
could not recall staff's exact position. At the time, staff did not know whether mandating CAISO to do this
was the appropriate action or whether costs would be passed onto CPAU.
ACTION: Commissioner Johnston moved to approve staff's recommendation regarding the Legislative
Guidelines. Commissioner Jackson seconded the motion. The motion carried 6-0 with Chair Danaher, Vice
Chair Forssell and Commissioners Jackson, Johnston, Segal, and Smith voting yes, and Commissioner Scharff
absent.
ITEM 5: ACTION: Appointment of Commissioners to an Ad Hoc Budget Committee for FY 2021.
Chair Danaher advised that Commissioners Jackson and Smith have agreed to serve on the committee. Other
Commissioners are welcome to participate in the committee.
Dean Batchelor, Utilities Director, added that Vice Chair Forssell has volunteered to serve on the committee.
ACTION: None
ITEM 6: ACTION: Selection of Potential Topic(s) for Discussion at Future UAC Meeting.
Chair Danaher requested agenda items for a report on the Resilience Workshop and staff's evaluation of
responses to the fiber RFP. Dean Batchelor, Utilities Director, indicated February would be the appropriate
time for an item about the RFP responses because interviews would not be complete before the January
meeting. Commissioner Smith felt sharing the initial results of staff's review with the UAC in January could
be helpful to staff. Batchelor advised that he would prepare an informational report for the UAC. Chair
Danaher noted that Commissioner Jackson has expressed interest in reviewing the RFP responses.
Commissioner Smith agreed that he also would like to review them.
Commissioner Segal requested an update regarding the second transmission line. Batchelor reported
Stanford University is negotiating with SLAC regarding the transmission line. Personally, he preferred to notify
Stanford University that CPAU would pursue a partnership with another entity.
Vice Chair Forssell suggested the discussion of the Resilience Workshop include probability of occurring and
impact.
Commissioner Smith reiterated the need for a discussion of selling surplus renewable energy. Vice Chair
Forssell noted the topic would be part of the February discussion of RPS Compliance Strategy.
Utilities Advisory Commission Minutes Approved on: February 5, 2020 Page 10 of 10
ACTION: None
NEXT SCHEDULED MEETING: January 8, 2020
Meeting adjourned at 9:38 p.m.
Respectfully Submitted
Tabatha Boatwright
City of Palo Alto Utilities
City of Palo Alto (ID # 10776)
Utilities Advisory Commission Staff Report
Report Type: Agenda Items Meeting Date: 12/4/2019
City of Palo Alto Page 1
Summary Title: Item 1 Utilities Strategic Plan Update
Title: Utilities Strategic Plan Update - Continued from October 2019 UAC
Meeting
From: City Manager
Lead Department: Utilities
MEMORANDUM
TO: UTILITIES ADVISORY COMMISSION
FROM: UTILITIES DEPARTMENT
DATE: DECEMBER 4, 2019
SUBJECT: Utilities Strategic Plan Update - Continued from October 2019 UAC Meeting
Over the past year and a half, staff has been actively engaged in implementing the Utilities 2018
Strategic Plan (Staff Report #9022). The four high priority focus areas identified were related to
workforce, internal and external stakeholder collaboration, technology, and management of
finances and resources. These four priorities reflect the needs of the organization and
customers and transformation of the utilities industry. Multiple strategies and tactical actions
were developed to effectively meet each priority. Key performance indicators (KPIs) were also
developed in the 2018 Utilities Strategic Plan. Utilities is not able to report on the KPIs at this
time because the KPIs identified are dependent on new strategic initiatives in the future. They
may require refinement, updates or removal as strategic initiatives are ch anged or completed.
Attached is a list of accomplishments and initiatives in progress for each priority.
Attachments:
•Attachment A: Presentation Strategic Plan Update
Item No. 1
UTILITIES STRATEGIC PLAN UPDATE –
December 2019
Utilities Advisory Commission
December 4, 2019
Implementation
•Updating Strategic Plan internal and external websites
•Meeting regularly with leadership and priority teams
•Reporting quarterly and semi-annually
•Showcasing CPAU’s priorities and values with employees
through posters and logo giveaways
•Referencing strategic priorities in Council reports
•Recognizing employees at All Hands meeting
ft CITY OF
WPALO ALTO
Priority 1: Workforce
We must create a vibrant and competitive environment that
attracts, retains, and invests in a skilled and engaged workforce.
Strategies and First Year Actions:
S1: Establish CPAU as an organization where employees are
proud to work and recruit other strong performers.
A1: Develop individual development plans (IDP)
A2: Review and expand training/education and certificate programs
S2: Improve retention and recruitment efforts
A1: Finalize bargaining agreements
A2: Reduce hiring/processing time
S3: Pursue alternative work and workforce solutions
A1: Promote work-life balance solutions
ft CITY OF
W PALO ALTO
Priority: Workforce
Accomplishments:
•Rolled out the Individual Development Plan
•Developed new Employee Recognition Program
•Contributed to new SEIU and UMPAPA contracts
•Participated in 11 Career Job Fairs at local colleges, trade schools and high schools
Initiatives in Progress:
•Developing new Training Programs
•Conducting Employee Satisfaction Survey
•Adding HR staff for Utilities Recruitments
Key Performance Indicator Goals:
•Employee turnover rate < 10% by 2020 (3-yr average)
•90% of all positions filled annually; 100% of critical positions filled within 90 days
•100% of employees implementing individual development plans
ft CITY OF
~PALO ALTO
Workforce Statistics
Administration Customer
Support Engineering Electric
Operations
WGW
Operations
Resource
Management
Feb 2019 3 4 7 18 8 2.5
Sep 2019 1 1 4 17 6 2
0
2
4
6
8
10
12
14
16
18
20 Vacancies by Division
Administration Customer
Support Engineering Electric
Operations
WGW
Operations
Resource
Management
Eligible 2 6 11 6 9 5
Not Eligible 13 17 28 44 58 17
0
10
20
30
40
50
60
70
80
Retirement Eligibility by Division
Past 12 Months of Recruitments
19 New Hires
19 Promotions
2 Hourly Conversions
2 Re-hires
Priority: Collaboration
We must collaborate with internal teams and external stakeholders to
achieve our shared objectives of enhanced communication, coordination,
education and delivery of services.
Strategies and First Year Actions:
S1: Enhance community communication
A3: Targeted engagement/communication for distributed energy
resources
S2: Strengthen coordination and interaction within City
A2: Improve City processing time to facilitate DER implementation
S3: Foster cooperative culture within the department
A2: Communicate Strategic Plan and key initiatives to all employees
A3: Coordinate AMI outreach plan
S4: Collaborate with outside agencies
ft CITY OF
W PALO ALTO
Priority: Collaboration
Accomplishments:
•Hosted and co-sponsored community Electric Vehicle Ride and Drive events
•Received 2019 National Energy Innovator Award from American Public Power Association for
the Home Efficiency Genie Program
•Conducted a residential Distributed Energy Resource (DER) interest and Key Account and
Small/Medium Business satisfaction surveys
•Organized a community appreciation event for University Downtown
•Co-hosted ribbon-cutting with HP for largest solar project-to-date
•Partnered with other agencies to host the Bay Area Electrification Expo
Initiatives in Progress:
•Partnering with departments and community to develop Green Building Energy REACH codes
•Partnering with VMware to develop a community Microgrid proof-of-concept
•Expanding participation in interdepartmental construction projects
Key Performance Indicator Goals:
•85% or higher “excellent/good” rating in annual customer satisfaction survey
•50% or higher customer awareness for customers affected by CPAU’s key programs/initiatives
•60% or higher employees agree they contributed/involved with decisions directly affecting
their work ft CITY OF
W PALO ALTO
Priority: Technology
We must invest in and utilize technology to enhance the
customer experience and maximize operational efficiency.
Strategies and First Year Actions:
S1: Complete technology roadmap
A1: Engage customers and establish priorities
A2: Begin implementation of technology roadmap
S2: Deploy advanced metering infrastructure (AMI)
A1: Finalize business case
S3: Enhance customer engagement tools
A1: Upgrade My Utilities Account (MUA 2.0)
S4: Improve system operational efficiency
A1: Deploy mobile/field technologies
A3: Supervisory Control and Data Acquisition (SCADA) system
S5: Empower employees with technology
A1: Streamline priority business processes
ft CITY OF
W PALO ALTO
Priority: Technology
Accomplishments:
•Developed a five year Technology Roadmap
•Completed the Business Case for Advanced Metering Infrastructure (AMI)
•Deployed Smart Mobile Workforce application for field staff
•Partnered with I.T. in RFP issuance and selection for ERP, CIS and GIS systems
Initiatives in Progress:
•Launching new customer engagement website (MyCPAU)
•Commencing Phase 2 of the AMI Project to identify system requirements
•Conducting a citywide meter field survey
•Upgrading ERP and GIS systems
Key Performance Indicator Goals:
•Increase My Utilities Account (MUA) users 10% utilization by 5% each year
•Paperless tools for field support staff: 50% by December 2018 / 90% by December 2019
•100% of staff trained on applicable new or upgraded technology
ft CITY OF
W PALO ALTO
Technology Roadmap
CIS,GIS
OMS
Customer Information System
Geographical Information System
Outage Management System
2023 -2025
AMI,
ERP
Advanced Metering Infrastructure
Enterprise Resource Planning System
2020 -2023
MyCPAU
2019
New Utilities
Customer Portal
Priority: Finances and Resources
We must manage our finances optimally and use resources efficiently to meet our
customers’ service priorities.
Strategies and First Year Actions:
S1: Review and update (as needed) Water/Gas/Wastewater infrastructure
maintenance and replacement program
A1: Review maintenance and replacement plans for water utility (priority)
S2: Stabilize CIP funding
A1: Pilot an infrastructure budget development process for one utility for FY 19.
S3: Review and update (as needed) Electric infrastructure maintenance and
replacement program
A1-A3: Review and update replacement plans for electric assets, establish reporting,
establish staffing, tracking, and other resources needed for capital plan
A4: Develop and monitor proactive maintenance programs and identify any data gaps.
S4: Achieve sustainable and resilient energy and water supplies
A1: Assist with achieving the City’s carbon reduction and water management goals
A2: Establish and implement a Distributed Energy Resources plan
A3: Evaluate recycled water, groundwater, and other non-potable water sources
S5: Build community resiliency
A1: Assess community’s resiliency needs and develop resiliency work plan
ft CITY OF
~PALO ALTO
Priority: Finances and Resources
Accomplishments:
•Developed a Distributed Energy Resources work plan
•Reviewed and Updated the Water, Gas and Wastewater Collection CIP replacement schedule
•Hosted Community Resilience Workshops
•Established Capital Reserves for individual utility funds
Initiatives in Progress:
•Developing an inventory for poles, transformers and underground cables
•Improving internal management reporting for infrastructure maintenance and replacement
•Evaluating recycled water reuse opportunities
•Implementing the Sustainability and Climate Action Plan
•Conducting a new water benchmark study
•Establishing management practices for capital reserves to reduce year to year rate variability
Key Performance Indicator Goals:
•90% of critical assets in asset management system by 2022
•80% of critical component replacement; 90% maintenance annually (KPI under review)
•Median or below residential/commercial bills vs. surrounding communities
ft CITY OF
WPALO ALTO
13
Mission: To provide safe, reliable, environmentally sustainable and cost effective services
Strategic Direction:
At CPAU, our people empower tomorrow's ambitions wh ile caring for today 's needs!
We make this possible with our outstanding professional workforce, leading through collaboration and
optimizing resources to ensure a sustainable and resilien t Palo Alto.
S3.1 . Execute technology roadmap .
S2.1 . Enhance communication S3.2. Deploy Advanced Metering
with the community . Infrastructure.
S1 .1. Establish CPAU as S2.2. Foster a culture of S3 .3. Invest in customer technology
cooperative work. infrastructure . an employee-oriented
organization . S2.3. Strengthen coordination S3.4 . Implement uti lity operat ions
S1 .2. Attract and retain skilled and integration across City technolog ies .
employees. departments. S3.5 . Empower employees with
S4 .1 . Promote a replacement before
failure policy.
S4.2 . Balance customer rates and
service with infrastructure improve-
ments and maintenance .
S4.3. Enhance utility-wide planned
maintenance.
S4.4 . Create a sustainable and
resilient energy and water supply.
S4 .5. Support commun ity's
resiliency goa ls.
S1 .3. EvalualB and a.-p S2.4. lnaease parlne, rum,nttechoolog"'5. ~
~-a-lt-em~at-iv_e_w_orkf~~-ce~~-1-ut-io-ns __ ~~~~-co~lla_b_o_ra_tion~-~~~~~~~~~~~~~~~~~~~~~-~ CITY OF
PALO ALTO
UTILITIES
City of Palo Alto (ID # 10840)
Utilities Advisory Commission Staff Report
Report Type: Agenda Items Meeting Date: 12/4/2019
City of Palo Alto Page 1
Summary Title: Item 2 Discussion of Utility Pole Attachment Agreements and
Operations
Title: Discussion of Utility Pole Attachment Agreements and Operations
From: City Manager
Lead Department: Utilities
The Utilities Advisory Commission requested a staff presentation on the City’s Utility Pole
Attachments.
Several agreements govern utility pole access and attachments in Palo Alto. Attached is a brief
presentation summarizing the City’s Joint Pole Attachment and Master License Agreements for
utility poles, distributed antenna systems and small cell wireless, as well as an update on the
FCC’s 2018 small cell order.
Attachments:
• Attachment A: Presentation Utility Poles Overview
1
Overview of Utility Pole
Attachments and Operations
Utilities Advisory Commission
December 4, 2019
Attachment A
2
Background
Joint Pole Agreement
City and AT &T jointly own and maintain the majority of wood
utility poles in Palo Alto under a Joint Pole Agreement (1918)
Total number of poles = ~6,000.Jointly-owned = ~5,400
Poles are in 5’increments (35’,40’,45’,etc .)and classified by
strength (Class 5, 4, 3, 2, 1, H1, H2,etc.)
AT&T purchases space for their facilities (typically 2’-3’in the
Communication Zone)
Other Agreements
Master License Agreement - City-controlled space on poles for
wireless communication facilities (e.g. DAS and small cell)
Dark Optical Fiber Backbone License Agreement, City licenses
dark fiber attached on poles and underground to third parties
3
Joint Pole Zones
•City controls power and safety
clearance zones
•City and AT&T shares the
communication zone, support
structure and footage in ground
•Communication Zone is typically
5’. AT&T purchases 3’ and City
owns 2’.
•AT&T leases their space to
Comcast in the Communication
zone
•Insufficient communication space
may require pole replacement or
special construction practices (i.e.
cross arm)
4
Why are some poles not tall enough
for new attachments?
Typically sized at original installation date –Ave rage
pole age is approximately 40–50 years
Future telecom or other attachments were not
anticipated
Heights generally kept to a minimum to reduce visual
impact
Poles located in backyard easements (25% or 1,500)
Regulations: Although CPAU is not subject to CPUC
jurisdiction, CPAU follows the overhead line
construction regulations in General Order 95
5
Pole Replacements
Replace approximately 100 poles annually due
to deterioration; upsize new poles 5’ taller if
possible
Party(s) benefiting from pole replacement
shares cost proportionately based on share of
pole space owned
Sole benefit for 3rd party => 3rd party pays 100%
of costs
Inspection and maintenance costs shared
proportionately
6
Master License Agreement (MLA)
Background
2010:Wireless carriers sought to install wireless communication
facilities (WCF)on utility and streetlight poles to improve cellular
network coverage and capacity
2011:Council approved MLA template.Agreement provides
third party access to and use of City-controlled space on utility
poles,streetlight poles and in conduit in the public rights-of-
way
2011 to present:Six MLAs executed.Several active projects
MLA includes pole attachment license fees ($270 pole/year)and
energy use charges (rate E-16)
City processes fo r WCF in parallel with MLA:
–Approvals and permitting requirements for WCF administered by other City
Departments (e.g.Planning, Public Works,etc.)
7
MLA Term and Provisions
Term :10 years,with 10 year extension option
Application for pole access
Initial/one-time costs and fees
Construction and installation of facilities,including
pole make -ready work and/or replacement;GO-95
compliance
Moving facilities (e.g. underground utility districts)
CPAU Inspection and Approval
Unauthorized attachment or occupancy
Other: Indemnification, Insurance,Warranties
Performance Bond,etc.
8
MLA Regulatory and Legal Issues
Under federal and California law,and subject to conditions
protecting the City’s public rights-of-way management and
compensation authority and land use authority, City cannot
prohibit wireline and wireless communications facilities from
gaining access to the public rights-of-way and utilities
infrastructure
City can establish reasonable rates, terms and conditions of
access to utilities infrastructure in the public rights-of-way,
including adopting rules and regulations relating to time,place
and manner of attachment to that infrastructure
9
FCC 2018 Small Cell Order
Declared that permit fees,ROW use,application fees
and attachment fees are unlawful unless they are
strictly cost based and no higher than fees charged to
similarly-situated competitors
Revised “shot clocks”for approvals
Restricts local control over aesthetics:
–City adopted an ordinance establishing objective
design standards on 4/15/19 (Staff Report ID
#9959)
Pending legal challenges to FCC Order
10
Questions?
City of Palo Alto (ID # 10826)
Utilities Advisory Commission Staff Report
Report Type: Agenda Items Meeting Date: 12/4/2019
City of Palo Alto Page 1
Summary Title: Item 3 Preliminary Rate Change Projections for FY 2021
Title: Discussion of Preliminary Rate Change Projections for the Electric, Gas,
Water and Wastewater Collection Utilities for Fiscal Year 2021
From: City Manager
Lead Department: Utiliti es
This item is for discussion and no action is requested. Staff will use input from the Utility
Advisory Commission (UAC) on its preliminary rate projections for the Electric, Gas, Water and
Wastewater Collection utilities to guide and finalize its recommended FY 2021 Financial Plans
and proposed rate changes.
The attached presentation describes staff’s preliminary rate projections for the various utilities.
Staff will return to the UAC with proposed Financial Plans and rates between February and April
2019.
Attachments:
•Attachment A: Preliminary Rates Presentation
Item No. 3
1
PRELIMINARY FY 2021 RATE
CHANGES
December 2019
Financial Forecast Summary
•Review four funds: Electric, Gas, Water and Wastewater Collection
•Refuse rate projections included for information
•Review of Financial Reserves
•Staff projects need for Electric, Gas, and Wastewater Collection rate
increases for FY 2021
•Communication plans being prepared
•Wastewater Cost of Service (COSA) update to be completed in FY 2020
•Gas and Water Cost of Service (COSA) updates were completed in FY 2019
FY 2020 Rate Projections – Res/Com
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Electric Utility 4 / 5-9% 4% 4% 4% 3%
Gas Utility * 8 / 2-3% 8% 8% 4%-6% 4%-6%
Wastewater 7% 6% 6% 6% 6%
Water Utility 4 / (1)-3% 2% 3% 6% 6%
Refuse - 3% 3% 3% 3%
Storm Drain 4.5% 2%-3% 2%-3% 2%-3% 2%-3%
Commercial customers may have several rate schedules available to them,
and the rate changes affecting each may be different depending on the
results of updated Cost of Service analysis.
*Gas rate changes are shown with commodity rates held constant. Actual
gas commodity rates will vary monthly with wholesale market fluctuations
FY 2021 Preliminary Projections – Res/Com
FY 2020
(Act) FY 2021 FY 2022 FY 2023 FY 2024
Electric Utility 4 / 5-9% 0-3% 4% 4% 5%
Gas Utility * 8 / 2-3% 0-5% 5% 4% 4%
Wastewater 7% 6% 6% 4% 4%
Water Utility 4 / (1)-3% 0% 0% 5% 5%
Refuse - 0% 3% 3% 3%
Storm Drain 4.5% 2%-3% 2%-3% 2%-3% 2%-3%
*Gas rate changes are shown with commodity rates held constant. Actual
gas commodity rates will vary monthly with wholesale market fluctuations
Ongoing Cost Containment
•Consistent with the Utilities Strategic Plan, cost containment is being
instituted as an ongoing priority and annual cycle
•Fall completion of preliminary out-year rate forecasts
•Review by all Divisions for alignment of multiyear strategies
•Ongoing management review of personnel actions
•Review/revision of position classifications to match evolving needs
•Addition/Deletion of positions to reflect organizational priorities
•Review/approval to fill individual position vacancies in conjunction with
ASD Budget Office and Human Resources
•Regular review of performance metrics and expenditures
•Recently implemented cost control and efficiency measures:
•Sell surplus renewable energy (~1.2M/yr)
•Negotiated discounted price on solar PPA (~$200K/yr)
•Agreement with Valley Water - $250K to $1M/year + up to $16 million in funding
for reverse osmosis facility
•Energy settlement automation – saved staff time, reallocated to other work.
•Established a cross-functional field crew to install water, gas, and sewer services
simultaneously at new construction sites, reducing hours spent in the field. Staff
time freed up to be reallocated to sewer replacements.
•Implemented mobile workforce applications, reducing administrative data entry
time, freeing up staff for other work.
•Scheduled larger CIP projects every other year to achieve efficiencies in project
management and also better bids / lower construction costs
•Expanding use of bank draft to reduce credit card fees, particularly for large
revenue accounts
Cost Containment Examples
•For future exploration:
•Explore outsourcing hedging and risk management to NCPA
•Switch to new customer information system with reduced support costs
•Explore adding batteries to solar resources to improve value
•Increased water and energy end use technical training for Customer Service reps,
reducing transferred phone calls
•Working to cluster gas main replacements to reduce mobilization costs for
construction contractors
•Maximizing water meter life by sample testing accuracy and using them as long as
they are still measuring accurately rather than replacing according to a prescribed
lifetime (e.g. 20 years)
•Evaluating buying materials for pipeline replacement in-house rather than having
contractors buy them – goal is to reduce construction markups
•Worked with NCPA to renegotiate cost savings, value enhancements, and price risk
mitigation measures into the Western contract ahead of 2020 renewal
Cost Containment Examples
ELECTRIC UTILITY
•FY 2021 Proposal: 3% rate increase
•FY 2020 year-end Operations Reserves projected to be within guideline
levels
•Other reserve funds projected to be healthier as well at FY 2020 year-
end:
•$51M in Special Projects Reserve – earlier repayment of a $10M
loan from this reserve in previous years
•$17.4 million in Hydro Stabilization (at target level)
•Goals:
•Bring rates in line with costs, using reserves to smooth rate increases
•Replenish and maintain reserve health over the forecast horizon
Electric Proposal and Goals
Electric Utility Basics
Palo Alto’s primary business
Electric Distribution System
472 miles of distribution line
(45% overhead, 55% underground)
•Nine substations
•2000 overhead transformers
•1100 underground/substation
transformers
Electric Supply Contracts
Cl TY OF
AL
ALTO
Legen d
@ Hydroelectric Projects
@ Solar Projects
CI) Wind Projects
@ Landfill Gas Projects
cityofp ll loalt o . org/Powe rCorn tentlabe l
L Celiltrnl Val ey Project-38%
2. Calaveras Prnject (Calaveras Big Trees State Park]~ 11%
30% Solar
3. Frontier Solar (Newman, CA) -5%
4. EE Kettleman Land IKettleman City, CA}-5%
S . Hayworth Solar Capacity (Bakersfie ld, CA)-6%
6 . Western Antelope Blue Sky Ranch B (La caster, CA) -5%
1. Bevation solar C {Pittsburg, CA}-9%
11% Wind
8. High Winds. I Birds La ndi111g., CA ) -5%
91• S:hiloh I Winds Capaoi.ty (Bird.s Land in g., CA J-6%
10% LandfiU Gas
10. Keller Canyon I..FG [Pittsburg, CA)-1%
11. San Joa c:iuin lF6 (Ul'lden, CA) -3"%
12. Ox Mounta1n [Ha l f Moon Ba'\,'., CA) -4'r.
13. Santa Oruz I..FG [Watsonvil le~ CA ) -1%
14. Johnson Canyon LFG (Capacity Gonzale-.s, CA) -1%
~CITY OF
~PALO ALTO
Electric Utility Cost Structure
Electric Supply: The cost
to buy electricity and
transport it to Palo Alto,
including operational
overhead (e.g. energy
scheduling)
Electric
Distribution: The
cost to distribute
electricity within
Palo Alto, including:
maintaining and
replacing electric
infrastructure,
customer service,
billing,
administration, etc.
Long Term Cost Trends
Annualized
Increase, FY14-
FY20:
Electric
Supply:
1%/yr
Distribution:
3%/yr
Annualized
Increase,
FY20-FY25:
Electric
Supply:
3%/yr
Distribution:
3%/yr
Electric Utility Cost Structure
Electric Supply: The cost
to buy electricity and
transport it to Palo Alto,
including operational
overhead (e.g. energy
scheduling)
Electric
Distribution: The
cost to distribute
electricity within
Palo Alto, including:
maintaining and
replacing electric
infrastructure,
customer service,
billing,
administration, etc.
Electric
Distribution costs
(in green):
$50 million
38%
Electric Supply
costs (in blue):
$82 million
62%
Electric Supply Cost Forecast
Annualized
Increase,
FY14-FY20:
Annualized
Increase,
FY20-FY24:
Transmission:
11%/yr
Generation:
(1)%/yr
Overhead:
2%/yr
Overhead:
2%/yr
Transmission:
4%/yr
Generation:
2%/yr
Supply Cost Drivers
•Overhead costs have decreased as NCPA
has sought revenue by providing services
to more agencies.
•Transmission costs have increased
dramatically – system replacement, new
lines to integrate new generators. CPA
partners with others to advocate for cost
control.
•Renewable projects have come online. In
the longer term, generation costs should
stay fairly stable due to CPA’s long-term
fixed price contracts
Electric Distribution Cost Trends
Annualized
Increase,
FY14-FY20:
Electric
Capital
Investment:
5%/yr
Electric
Distribution
Operations:
3%/yr
Annualized
Increase,
FY20-FY25:
Electric
Capital
Investment:
5%/yr
Electric
Distribution
Operations:
3%/yr
Distribution Cost Drivers
•Medical/retirement benefit costs and
associated overhead costs continue to
increase
•Increased capital investment in the
electric distribution system needed due
to system age
•Underground construction costs have
increased substantially
•Additional contract expense for line
crew until internally staffed
Electric Cost and Revenue Projections
$200
$180
$160
$140
111 $120
C
.2
~ $100
$80
$60
$40
$20
$0
~--E--GHANGES,-:~~~~~~~~~~~~~~~~~~~~
0% 0% 11% 14% 6% 8% 3% 4% 4% 5% 5%
~iN~i~J Electric
Investment
c::::::J Opera ti ons
-Debt Service
-Revenue
LJ'l \.0 I"---00 0) 0 .-1 N M q-LJ'l
.-1 .-1 .-1 .-1 .-1 N N N N N N
0 0 0 0 0 0 0 0 0 0 0
N N N N N N N N N N N
>->- >- >->->->->->->->-u... u... u... u... u... u... u... u... u... u... u...
Actua l s Project i ons O CJTY OF
PALO ALTO
Electric Rate Change Breakdown
Total Rate Increase: 3%
ft CITY OF
WPALO ALTO
• El ectric Supp ly Cost
In creases
• Ope r ati ons cost i ncreases
• CIP expense in c r eases
• In creased non -r eta il
r evenues
• Load loss
Electric Supply Operating Rsv Projections
2
$35
$30
$25
$20
$15
$10
$5
$0
---------
FY 2019 FY 2020
--------------
FY 2021 FY 2022 FY 2023
ft CITY OF
WPALO ALTO
-Reserve Maximum
- -Reserve Target
-Reserve Minimum
--Reserve (Year-End)
FY 2024 FY 2025
Electric Dist Operating Reserve Projections
VI $18 ~-----------------------------------------------------------------------------------------
C
.!2
~ $16
$14 -----------------------------------------------------:=--------------------------- ---- ---- -- -------- -- -- -- -- -- -- ---------------------==------------------=-----------------=--------------------------------
----$12 ------------------.. ------... --
$10 -+------~-""---------------------------------------------------
$8
$6
$4
$2
$0
~ ----------------------------------------
·-··-··-·· -· --------------------------~•---~---· ____ : _________________________ _ .-·· -·
FY 2019 FY 2020 FY 2021 FY 2022
-·· ----.. ---..
FY 2023
ft CITY OF
WPALO ALTO
' _..,-.. ---....--. . . _.-,. .
-Reserve Maximum
~~Reserve-ra rget
-Reserve Minimum
--Reserve (Year-End)
- · Risk Assessment
FY 2024 FY 2025
GAS UTILITY
•Rate Design:
•One-third of the rate is “supply-related:” gas supply, transmission, and
environmental charges. These rates vary monthly according to market-
driven costs that are passed directly to customers
•Two -thirds of the rate is set based on the City’s costs for maintaining its
gas distribution system (gas mains, services, related equipment)
•FY 2021 preliminary proposal:
•5% overall increase due to distribution system rate increases
•Supply-related costs will vary with the market and may result in a total
customer bill increase that is higher or lower than 5%.
•Reduced forecast from last year due to lower distribution and CIP cost
projections.
Gas Utility Projections
Gas Utility Basics
City of Palo Alto gas
distribution system:
•20,000 meters
•205 miles of mains
•18,000 service lines
Map of Western
natural gas
transmission lines
“Malin” gas delivery point
(70% of Palo Alto gas)
“City gate” gas delivery point
(30% of Palo Alto gas)
Redwood pipeline – Palo Alto
has transmission rights
Gas Utility Cost Structure
Gas Distribution: The
cost to distribute gas
within Palo Alto,
including: maintaining
and replacing gas
infrastructure,
customer service,
billing, administration,
etc.
* Market -based pass-through costs.
*
*
*
Long Term Cost Trends
Annualized
Increase,
FY16
-FY20:
Annualized
Increase,
FY20-FY25:
Supply,
Transmission,
Environmental:
23%/yr
Supply,
Transmission,
Environmental:
2%/yr*
Distribution:
(1)%/yr
Distribution:
7%/yr
*Forecast is uncertain and will vary with the markets
Gas Supply Cost Drivers
•Gas supply – some volatility in
gas market prices. Gas prices
have risen in recent years as
supplies have become tighter,
demand has increased
•PG&E gas transmission rates
rising to fund safety
investments in the wake of the
San Bruno disaster
•Cap and trade costs continue to
rise (as intended by design)
•Carbon Neutral Gas Plan
Gas Distribution Costs
Capital
Investment
$5.6 million
20%
Debt Service
$0.2 million
1%
Operations
$22.3 million
79%
• Debt Service D Operations [g] Capital Investment
A c1rv OF
WPALO ALTO
Gas Distribution Cost Trends
Annualized
Increase,
FY16-FY20:
Gas Capital:
-11%/yr*
Gas
Operations:
2%/yr
Annualized
Increase,
FY20-FY25:
Gas Capital:
28%/yr*
Gas
Operations:
2%/yr
•No main replacement project budget in FY 2020, 2022 & 2024 so CIP spending unusually low.
Larger main replacement projects planned in FY’s 2021, 2023 and 2025.
Gas Distribution Cost Drivers
•Health, retirement, and associated
overhead costs continue to increase
•Underground construction costs have
increased substantially as well
•Temporary funding ($1M/yr) for three
years for crossbore investigations
(starting FY 20)
•Increases in overhead transfers
0
100
200
300
400
500
600
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Water ($/FT)Gas ($/FT)Elec U/G ($/FT)Sewer ($/FT)
Underground Construction Costs
Gas Utility Cost Structure
Gas Distribution (in
green): The cost to
distribute gas within
Palo Alto, including:
maintaining and
replacing gas
infrastructure, customer
service, billing,
administration, etc.
* Market -based pass-through costs.
*
*
*
Gas Cost and Revenue Projections
$60 ~~~~~~~~~~~~~~~~~~~~~~~~~
Rate changes (excluding supply-related rate changes)
0% 0% 8% 0% 4% 5% 5%
4% 4% 4% 2%
$4 0 -Revenue
,......., DCapital (/)
C Invest ment 0
:: $30 -
~ DGas Suppl y "--"
00-
$20 -D Operations
•Transf ers
$10 -
• Debt Se rv ice
$0
LO CD r---co (J) 0 ..--N ('() """ LO ..--..--..--..--..--N N N N N N
0 0 0 0 0 0 0 0 0 0 0
N N N N N N N N N N N
Actuals Projections O CJTY OF
PALO ALTO
Gas Rate Change Breakdown
Total Rate Increase: 5%
ft CITY OF
WPALO ALTO
• CIP Expense
increases
• O&M Expense
increase
Gas Operating Reserve Projections
$14
$12
$10
-Ill
C
$8
.2 $6
~ -$4
$2
---------------------------------
--··-··-··----
FY 2019 FY 2020
. _,,,... .. --. .. .__ .---··----··--··--.. _ .. ---.. ---.. __..
FY 2021 FY 2022 FY 2023
ft CITY OF
WPALO ALTO
FY 2024
-Reserve (Year-End)
-Reserve Maximum
-- - -Reserve Target
-Reserve Minimum
-· Risk Assessment
FY 2025
WASTEWATER COLLECTION
•FY 2021 proposal:
•6% overall rate increase
•Future projections (following four years)
•Average 5% per year increases
Wastewater Projections
Wastewater Utility Basics
•Five partners: Stanford, East Palo Alto, Los Altos Hills,
Lost Altos, and Mountain View
•Wastewater drains from partner systems through the
City of Palo Alto Collection System, and into the City
of Palo Alto Regional Water Quality Control Plant
(RWQCP) for treatment
•City of Palo Alto Utilities Department manages
collection system, Public Works manages the RWQCP.
Wastewater Utility Cost Structure
Palo Alto’s share of the cost to
treat sewage at Palo Alto’s
Regional Water Quality
Control Plant
Cost to collect sewage within
Palo Alto, including:
maintaining and replacing
sewer infrastructure,
customer service, billing,
administration, etc.
Long Term Cost Trends
Annualized
Increase,
FY16-20:
Treatment:
7.6%/yr
Collection:
4.0%/yr
Treatment:
5.0%/yr
Collection:
2.1%/yr
Annualized
Increase,
FY 20-25:
Note: Collection capital reflects 2-year average due to alternate years high/low
spending pattern
Treatment Cost Forecast
Annualized
Increase, FY16-
FY20:
Annualized
Increase, FY20-
FY25:
Treatment
Operations:
7.5%/yr
Treatment
Debt Service:
7.7%/yr
Treatment
Operations:
3.6%/yr
Treatment
Debt Service:
10.8%/yr
Treatment Cost Drivers
•Regional Water Quality Control Plant
needs rehabilitation
•Design Completed in August 2019,
Plan to Solicit Bids in 2020
•Cost Drivers:
•Cost of Construction continue to rise
•Material Costs and Electrical Work
are particularly expensive
Wastewater Collection Costs
Capital
Investment
$5.6
million
49% Operations
$5.9
million
51%
D Operations ~ Capital Investment
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Wastewater Collection Cost Trends
Annualized
Increase, FY16-
20:
Collection
System
Capital:
6.8%/yr
Operations:
2.2%/yr
Annualized
Increase, FY20-
25:
Collection
System
Capital:
1.7%/yr
Operations:
2.4%/yr
Note: Collection System Capital reflects 2-year average due to alternate years high/low
spending pattern
Operations and Capital Cost Drivers
•Salary and benefit costs for existing staff
continue to increase
•Underground construction costs have
increased substantially as well
•Capital Spending:
•Large Capital Improvement Projects will
be conducted every two years
•FY 2020 is a large CIP budget year, while
FY 2021 is a lower CIP budget year
Wastewater Projections
Revenue
3% 0% 9% 9% 0% 11% 7% 6% 6% 4% 4%
$0
$5
$10
$15
$20
$25
$30
$35
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Actual Projected
$
(
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)
Collection Capital
Expense
Collection Operations
Collection Debt Service
Treatment Capital
Expense & Debt
Treatment Operations
Wastewater Rate Change Breakdown
Total Rate Increase: 6%
• Treatment Cost Increase
• O&M Expense Increase
• Existing Revenue Shortfall
Wastewater Operations Reserve Projections
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
2019 2020 2021 2022 2023 2024 2025
Actual Projection
(M
i
l
l
i
o
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s
)
Reserve (Year-End)
Reserve Maximum
Reserve Target
Reserve Minimum
Risk Assessment
WATER UTILITY
•FY 2021 proposal:
•0% overall rate increase
•FY 2020 year-end Operations Reserves above guideline levels and
projected to be at target levels by year end FY 2021
•Seeding and establishing level funding for the capital reserve to ensure
reserve health and sufficient funds for critical capital investments
•Future projections
•0% in FY 2022
•Higher increases starting in FY 2023 as SFPUC supply costs rise
Water Projections
Water Utility Basics
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Water Utility Cost Structure
Cost to bring the
water to Palo Alto
Cost to distribute water
within Palo Alto,
including: maintaining and
replacing water
infrastructure, customer
service, billing,
administration, etc.
Long Term Cost Trends
Annualized
Increase,
FY14-FY20:
Annualized
Increase,
FY20-FY25:
Supply:
5.5%/yr
Supply:
3.4%/yr
Distribution:
0.5%/yr
Distribution:
4.3%/yr
Note: Distribution capital reflects 2-year average due to alternate years high/low
spending pattern
Water Supply Cost Drivers
•Water System Improvement Project
(WSIP) a major driver
•2002: advocacy by wholesale
customers results in AB 1823 requiring
SFPUC to adopt and implement the
WSIP
•In 2010 construction began - $4.8B,
one of the largest water projects in
the nation
•Level of service goal: return to service
in 24 hours after an earthquake
Water Supply Cost Drivers
•WSIP spending 96% complete as of Jan
2019
•“Upcountry” system in the Sierras still
needs work.
•Wholesale customers (via BAWSCA)
advocating for improvements in long-
term capital planning
•Necessary and improves reliability, but
supply costs will increase in the future
as a result
Water Supply Rates Forecast
SFPUC rates are artificially low due to a
refund of wholesale revenue over-collected
in previous years. Refund will be delivered
from FY 2020 to FY 2023
Water Distribution Costs
Capital
Investment
$4.5 million
20%
Debt Service
$3.2 million
14%
Operations
___ __. $15.2 million
ft CITY OF
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66%
Water Distribution Cost Trends
Annualized
Increase,
FY14-FY20:
Capital:
-4.3%/yr
Operations:
3.3%/yr
Debt Service:
0.0%/yr
Annualized
Increase,
FY20-FY25:
Capital:
8.4%/yr
Operations:
2.5%/yr
Debt Service:
3.6%/yr
Note: Distribution capital reflects 2-year average due to alternate years high/low
spending pattern
Operations Cost Drivers
•Health, retirement, and associated
overhead costs continue to increase
•Underground construction costs have
increased substantially as well
•There is a planned increase in costs
within the five year forecast period for
generator backup at pumping stations
Capital Cost Drivers
•Construction costs have increased
substantially
•Large one-time costs related to
emergency water supply and reservoir
rehabilitation
Water Cost and Revenue Projections
Rate Changes
$50
i;:::::::::;J Ca p ital Inv estm ent
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$10
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$0
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Act ua ls Proj ect ions
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Water Operating Reserve Projections
Ill
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Actual Projected
$14
$12
$10
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$8
$6
$ 4 ---------------· -----------------------------------------------------------------------------------------------------
$2
$0
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FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
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-Re se rve M axi mum
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City of Palo Alto (ID # 10638)
Utilities Advisory Commission Staff Report
Report Type: Agenda Items Meeting Date: 12/4/2019
City of Palo Alto Page 1
Summary Title: Item 4 Legislative Update Presentation
Title: Staff Recommendation That the Utilities Advisory Commission Accept a
Staff Presentation on 2019 and 2020 State Legislation, and Recommend That
the City Council Adopt the 2020 Utilities Legislativ e Guidelines
From: City Manager
Lead Department: Utilities
Recommendation
Staff requests that the Utilities Advisory Commission (1) accept the staff presentation regarding
2019 and 2020 state legislation, and (2) recommend that the City Council adopt the 2020
Utilities Legislative Policy Guidelines.
Background
The utility industry is a high-profile and heavily regulated industry subject to continuous
legislative action at both the state and federal levels. Such legislation can influence, among
other things, commodity procurement practices, reporting requirements, and policy changes.
At the state level, over two thousand bills are usually introduced each year, many of which
require review to determine if they relate to utilities. The pace at which bills change during the
legislative process, and the speed at which bills may receive a legislative vote requires staff to
respond quickly if the City is to have any influence on the resulting legislation. Often, a
response to an amended bill is required in a matter of a day or two.
These timing constraints preclude a return to the Utilities Advisory Commission (UAC) and/or
Council for approval each time a response is required. Therefore, staff annually develops a
document identifying guidelines to be applied when evaluating and responding to legislation.
While the guidelines are used by staff for evaluating legislation, any advocacy positions taken in
alignment with these guidelines are subject to the approval of the Utilities Director or the
Director’s designee. Although it is impractical to return to the UAC for approval each time staff
wishes to act in a timely, sometimes, very quick manner, the issues under debate are known to
the UAC and Council through written reports and verbal updates from the City Manager, the
Utilities Director, or staff.
Discussion
Item No. 4
City of Palo Alto Page 2
2020 legislative guidelines
On November 1, 2017, the UAC discussed and recommended Council approval of the 2018
Utilities Legislative Guidelines (UAC Report here), so approved by Council on January 22, 2018.
(Council Report here). These guidelines were carried over, unchanged, into 2019 after the
UAC’s recommendation on December 5, 2018. (UAC Report here). The approved guidelines
have worked well for staff and, pending UAC discussion, staff suggests only minor, non -
substantive changes for the 2020 guidelines.
The current guidelines with suggested changes are contained in Attachment A. Attachment B
provides the clean version with the changes accepted. Staff returns to the UAC annually to
discuss legislation and the efficacy of the current guidelines; therefore, staff proposes that once
adopted by Council, the 2020 guidelines remain in effect until the next approved update.
On November 12, 2019, the City Council’s Policy & Services Committee received a staff report
describing the Utilities Department’s process in developing its legislative guidelines and noting
that staff is not suggesting substantive changes in 2020. (P&S Staff Report here) The same
information will be communicated to the full Council in January 2020. If the UAC significantly
modifies the Utilities Department’s 2020 Legislative Guidelines, staff will submit the changes to
Council for approval.
Presentation
In addition to recommending that Council approve the guidelines, staff requests the UAC
receive a presentation regarding legislative highlights from 2019, possible 2020 legislation, and
related staff activity.
Resource Impact
There is no direct resource impact associated with adoption of the legislative guidelines.
However, actions taken that support the efficient use of the City’s assets and resources will help
control costs, implement the Council’s policies and goals, and protect the interests of utility
customers.
Environmental Review
The UAC’s consideration of the legislative guidelines does not meet the California
Environmental Quality Act’s definition of a “project” under Public Resources Code Section
21065, thus no environmental review is required.
Attachments:
• Attachment A: 2020 Utilities Legislative Guidelines_Redlined
• Attachment B: 2020 Utilities Legislative Guidelines_Draft
• Attachment C: Presentation
Attachment A
Recommended for Council Approvaled by the Utilities Advisory Commission on
December 4, 2019
Approved by City Council on XX__, 2020
Utilities Legislative Policy Guidelines: 2018 2020
Update
City of Palo Alto Utilities Department (CPAU) staff will use the below guidelines as well as
the City’s guidelines to help determine any advocacy position or action on Utilities-related
issues. Formal advocacy, such as submitting written letters or comments and meeting with
policymakers and/or staff, requires the approval of the Assistant City Manager/Utilities
General ManagerDirector or his designee.
1. Seek to preserve local government flexibility, discretion, accountability, and oversight of
matters impacting utility programs, services, activities, and rates. Oppose action that could
reduce the authority or ability of local government to determine how best to effectively
operate local programs, services, and activities.hamper or minimize this flexibility or
discretion.
2. Where possible, seek funding and program incentives.
3. Advocate for reasonable government action with minimal customer impact that allows for
flexibility and implementation feasibility.
4. Advocate for locally-designed conservation or efficiency programs. Support reasonable State
conservation or efficiency requirements that consider local populations, environment, and
resources.
5. Inform state and federal policymakers about CPAU’s current programs, services, goals, and
reporting requirements.
6. Oppose unnecessary, unreasonable, impractical, or costly rates or mandates.
7. Collaborate with and support the efforts of regional agencies and associations whose goals
align with CPAUs ours.
8. Advocate for fair cost allocation and support the principle of beneficiary pays.
9. Support efforts to maintain or improve the security and reliability of CPAU’s our
infrastructure.
10. Support government action that cost effectively reduces greenhouse gas emissions.
11. Promote locally-designed residential and commercial electrification programs.
Attachment A
12. Support government action allowing CPAU to maintain customer confidentiality.
Educate key accounts about significant policy actions that could affect their business.
Attachment B
Approved by the Utilities Advisory Commission on December 4, 2019
Approved by City Council on XX, 2020
Utilities Legislative Policy Guidelines: 2020 Update
City of Palo Alto Utilities Department (CPAU) staff will use the below guidelines as well as
the City’s guidelines to help determine any advocacy position or action on Utilities-related
issues. Formal advocacy, such as submitting written letters or comments and meeting with
policymakers and/or staff, requires the approval of the Utilities Director or his designee.
1. Seek to preserve local government flexibility, discretion, accountability, and oversight of
matters impacting utility programs, services, activities, and rates. Oppose action that could
hamper or minimize this flexibility or discretion.
2. Where possible, seek funding and program incentives.
3. Advocate for reasonable government action with minimal customer impact that allows for
flexibility and implementation feasibility.
4. Advocate for locally-designed conservation or efficiency programs. Support reasonable State
conservation or efficiency requirements that consider local populations, environment, and
resources.
5. Inform state and federal policymakers about CPAU’s current programs, services, goals, and
reporting requirements.
6. Oppose unnecessary, unreasonable, impractical, or costly rates or mandates.
7. Collaborate with and support the efforts of regional agencies and associations whose goals
align with CPAUs.
8. Advocate for fair cost allocation and support the principle of beneficiary pays.
9. Support efforts to maintain or improve the security and reliability of CPAUs infrastructure.
10. Support government action that cost effectively reduces greenhouse gas emissions.
11. Promote locally-designed residential and commercial electrification programs.
12. Support government action allowing CPAU to maintain customer confidentiality.
2019 State Legislative Update
UTILITIES ADVISORY COMMISSION
December 4, 2019
2
Agenda
2019/2020 legislation Staff efforts Affirm guidelines
3
Legislation
2019/2020 legislation
4
Key 2019 bills signed into law
No landmark, impactful, or “big” bills in 2019
Electric: New law impacts our IRP reporting, fairly
minimally. Creation of a Wildfire Forecast Center.
Water: Potential for PFAS testing; favorable bills
5
Two year bills of interest
Allowing the State to purchase power Expanding on SB 100
CAISO procuring pumped hydro Sharing customer information for science
6
What’s expected next year?
• •
ft CITY OF
WPALO ALTO
7
Staff Efforts'i ;
I ' •I
ft CITY OF
WPALO ALTO
8
Staff efforts –advocacy and education
January 16-17, 2019 Sacramento
NCPA Strategic Issues Conference
February 4, 2019 Sacramento
CMUA/NCPA Capital Day
April 28 –May 2, 2019 Washington DC
NCPA Federal Policy Conference
November 13, 2019 Oakland
CMUA Strategic Outlook Meeting
L-R: Heather Dauler, Senator Jerry
Hill, Comm. Greg Scharff, Debbie
Lloyd
9
Staff efforts –policy leadership
Lead efforts to improve
association
communication
Assisted internally
in implementing
new 2019 laws
Co-Chair of CMUA
legislative
committee
Participation on policy-related workgroups
10
Guideline Affirmation
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11
Motion
The UAC recommends that the City Council approve the
2020 Utilities Legislative Policy Guidelines.
12
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City of Palo Alto (ID # 10842)
Utilities Advisory Commission Staff Report
Report Type: Agenda Items Meeting Date: 12/4/2019
City of Palo Alto Page 1
Summary Title: Item 5 Appointment of Commissioners to an Ad Hoc Budget
Committee for FY 2021
Title: Appointment of Commissioners to an Ad Hoc Budget Committee for FY
2021
From: City Manager
Lead Department: Utilities
Recommended Motion
Staff recommends that the UAC consider the following Motion:
Appointment of Commissioners to an Ad Hoc Budget Committee for FY 2021
Item No. 5