HomeMy WebLinkAboutStaff Report 2601-58863.Review and Recommend Utilities Advisory Commission FY 2026-2027 Work Plan for City
Council Approval (ACTION: 8:15PM – 9:15PM) Supplemental Report Added
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Utilities Advisory Commission
Staff Report
From: Alan Kurotori, Director Utilities
Lead Department: Utilities
Meeting Date: June 3, 2026
Report #: 2601-5886
TITLE
Review and Recommend Utilities Advisory Commission FY 2026-2027 Work Plan for City Council
Approval
RECOMMENDATION
Staff recommends the Utilities Advisory Commission (UAC) to review, provide feedback, and
recommend City Council approval of the FY 2026 - 2027 Annual Work Plan.
BACKGROUND
In accordance with the 2020 City Boards, Commissions, and Committees Handbook, each Board
and Commission should prepare an annual work plan for proposal to the City Council by the
second quarter of the calendar year. The Council will review the work plan and provide
feedback annually at a dedicated City Council meeting. The annual report should include the
results of the prior year’s plan. When applicable, the City Council would like to see metrics of
community involvement and participation in meetings and activities included in the work plan.
Council expects Boards and Commissions to work on items in the approved work plan. Council
may refer additional items to the Boards and Commissions in response to new developments.
Boards and Commissions should refrain from expending their time and that of the staff liaison
on items that have not been approved by the City Council. If the Board or Commission would
like to add an issue for review after an annual workplan has been approved by the City Council,
a prompt request by the Board or Commission Chair to the City Council is required and the item
will then be addressed by the City Council as a whole.
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FY 2026 UAC Accomplishments
The Council adopted a workplan for the FY 2026 year that included 11 topics1. The UAC over the
past year has considered several items in alignment with the workplan, a few highlights are
below:
Reviewed and recommended approval of FY2027 rates and financial forecasts for water,
gas, wastewater collection, and electric utilities including the Utilities capital plans and
budgets in each of these utilities (Topic 1 & 5)
As recommended by the UAC And referred by the City Council, reviewed the recent Gas
Cost of Service Analysis (COSA), ensured alignment of cost and customer class variables,
resulting in the adoption of the UAC’s recommended revised report. (Topic 1 & 8)
Discussion of implementation plan for voluntary residential electric time-of-use rates
and pilot rollout (Topic 1)
Reviewed and through rate setting recommended implementation of credit card service
charges (Topic 1)
Review electric portfolio and recommended approval of purchase of battery energy
storage capacity from Trolley Pass Project LLC (Topic 3)
Held a discussion on data centers and large load customers in Palo Alto, providing
feedback to staff to guide future work in this policy area (Topic 3)
Provided feedback and recommended approval of Reliability and Resiliency Strategic
Plan Strategies 4 and 5 (Topics 6 & 9)
Reviewed strategies and progress of key capital projects providing feedback on key
performance indicators for project and program evaluation in the future - fiber-to-the-
premises and grid modernization projects (Topics 5 & 10)
Recommended approval of revised Utilities Legislative Policy Guidelines (Topic 7)
Provided feedback on Gas Transition Study scoping and preliminary analysis of
infrastructure impacts associated with gas decommissioning (Topics 9 & 11)
In addition, to the highlights above, the UAC worked to refine its role and how it provides its
advice to City Council that staff expect to build upon in FY 2027. The UAC successfully aided in
the Finance Committee’s discussion of rate setting and has identified a desire to collaborate
more closely with potentially scheduling a joint session in the next year.
ANALYSIS
Staff is working to prepare a draft UAC workplan for FY 2026-2027 based on standing items for
the Commission. In addition, Utilities Advisory Commissioners were surveyed for proposed FY
2026-2027 priorities for the UAC to consider. A draft workplan and responses received will be
published May 28, 2026. Upon development and approval of the UAC workplan by the
Commission, it will be brough forward to the City Council for review and approval to ensure
1 City Council, February 2, 2026, Item 7
https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=85342&dbid=0&repo=PaloAlto&searchid=c819f75e
-9f1b-487c-914f-fe8131bdca15
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alignment of priorities and resources in Fall 2026. The revised workplan should align with the
Palo Alto Municipal Code Purpose and duties for the UAC 2.23.0503.
Achieve Near-Term Priority Housing Milestones
Cubberley Acquisition and Renovation Funding
Enhance Business Vibrancy
Government Efficiency
FISCAL/RESOURCE IMPACT
ATTACHMENTS
AUTHOR/TITLE:
3 Palo Alto Municipal Code 2.23.050 https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0-
61366
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Utilities Advisory Commission
Supplemental Memo
From: Alan Kurotori, Director of Utilities
Meeting Date: June 3, 2026
Item Number: 3
Report #:2605-6417
TITLE
SUPPLEMENTAL REPORT: Review and Recommend Utilities Advisory Commission FY 2026-2027
Work Plan for City Council Approval
BACKGROUND/ANALYSIS
Attached are 1) a draft workplan for FY 2026-2027 and 2) a compilation of all suggested
workplan items submitted by six of the Commissioners.
Draft workplan for FY 2026-2027:
This draft workplan takes on a new format, to align with the City Council priorities and
objectives setting annual process. Each objective is intended to reflect what the action of the
UAC would be during the course of the year and have been referenced back to the duties of the
UAC as outlined in the Palo Alto Municipal Code (PAMC). Staff did work to address some of the
feedback Commissioners provided in the draft workplan objectives to align with what is
achievable in a 12 month time period, given current resources, and the City Council’s priorities
and adopted objectives for 2026.
In addition to the objectives a few themes were apparent as priorities across the majority of
Commissioner feedback that would consistently inform the completion of the objectives:
affordability and competitiveness of Palo Alto Utility rates, and reliability of utility services and
infrastructure.
Commissioner Suggested Workplan Items:
Six Commissioners submitted workplan feedback by today May 28, 2026 and these are included
in Attachment B in alphabetical order. In reviewing the inputs, there appears to be broad
alignment in a few topic areas:
A cohesive energy transition plan, as work continues to evaluate the transition of the
gas utility to inform timelines for electric grid capacity and investments.
Water cost and management by regional bodies (SFPUC and BAWSCA)
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Fiber to the Premises and an opportunity to advise on key performance indicators (KPIs)
and any investment beyond the initial pilot area prior to continued build out in the
Phase I area
Review of CIP investments, specifically in the wastewater utility area, to meet utility
service needs and inform rates
Review how UAC operates as a body and its effectiveness in advisory to the City Council
ATTACHMENTS
Attachment A – FY 2026-2027 DRAFT UAC Workplan
Attachment B – Commissioner Workplan Feedback
APPROVED BY:
Alan Kurotori, Director of Utilities
Staff: Kaylee Burton, Utilities Administrative Assistant
UAC Purpose & Duties:
The purpose of the utilities advisory commission shall be to advise
the city council on present and prospective long‐range planning and
policy and major program and project matters relating to the electric
utility, gas utility, water utility, wastewater collection utility, fiber
optics utility and recycled water matters, excluding daily operations.
See PAMC UAC Purpose & Duties 2.23.050
Line
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Review and recommend to City Council FY 2028 rate changes to Water (including advise on a new Cost of Service Study), Gas, Electric
(including Time of Use Rates), Wastewater Collection, and Fiber Optic Services. (PAMC 2.23.050.(b).(4))
Utility Advisory Commission Annual Workplan ‐ FY 2027 [DRAFT]
City Council Priorities 2026:
FY 2027 DRAFT OBJECTIVES
Staff expects to complete the gas transition study including capital investment criteria for a managed transition ‐ enables review of
baseline infrastructure maps that explore potential targeted electrification utilizing selection criteria aligned with state level
(CPUC/SB1221) frameworks. (PAMC 2.23.050.(b).(1).(A) & 2.23.050.(b).(4))
Advise on updates to ensure Water Utility regulatory compliance such as but not limited to the Risk and Resiliency Assessment (RRA)
and emergency response and preparedness plan. (PAMC 2.23.050.(b).(2))
Review and advise on reserve policies changes informed by the Baker Tilly Utility Reserve Assessment, that balance the need to be
attractive to private markets and rates that are affordable to residents and competitive to businesses, for inclusion in the FY 2028 rate
setting. (PAMC 2.23.050.(b).(4))
Procure New Power Purchase Agreements or other supplies to ensure electric supply contracts are cost‐effective, and aligned with the
City's long‐term electric portfolio strategy. (PAMC 2.23.050.(b).(2))
Advise on funding and financing strategies for S/CAP for City Council consideration (see S/CAP 2026‐2027 Work Plan Item CA13) and
advise on revision to current Carbon Neutral and Cap and Invest (C&I) funding City Council spending resolutions to clarify uses balancing
S/CAP strategies, long term affordability, and decarbonization incentives. (PAMC 2.23.050.(b).(5)
Annual report on customer survey results, communication methods, and new initiatives for the year (e.g. implementation of leak
notifications), including review of effectiveness of engagements to inform continued iterative changes. (PAMC 2.23.050.(b).(5).(c))
Provide advise to the BAWSCA Board Director (Vice Mayor Stone) clearly communicating UAC's recommendation for Palo Alto’s
perspectives and priorities regarding San Francisco Public Utilities Commission water policies. (PAMC 2.23.050.(b).(1).(B))
Review Fiber to the Premises (FTTP) pilot results including use of key performance indicators (KPI) to inform a recommendation to
continue the build out of the whole FTTP phase 1 expansion geographic area. (Examples of KPIs include: take rate, customer satisfaction,
cost per passing, financial forecast projection) (PAMC 2.23.050.(b).(5))
Develop policies and fee and rate structures specifically for large electric load growth including but not limited to a financial charge for
the reservation of electric system capacity, expansion of the large non‐residential electric rate (E‐7) or new rate structure for large
commercial loads within Palo Alto. (PAMC 2.23.050.(b).(1) and 2.23.050.(b).(4))
Recommend FY 2028 and five year capital improvement program including projects to be included, timing of the projects, pace of
infrastructure replacements, and use of financing mechanisms vs pay‐go to ensure affordability across the five year rate projections and
financial plans. (PAMC 2.23.050.(b).(4))
Review and evaluate preliminary results of the E‐1 Electric Utility time of use rate design on energy usage patterns to inform further
implementation to the full Palo Alto community, financial impacts. (PAMC 2.23.050.(b).(2) and 2.23.050.(b).(4))
Report on and seek advisory positions on legislative proposals at the local, state and federal level impacting any of the five utilities
through new laws, regulations, or ordinances. (PAMC 2.23.050.(b).(3))
2.23.050 Purposes and duties.
(a) The purpose of the utilities advisory commission shall be to advise the city council on present and prospective long-
range planning and policy and major program and project matters relating to the electric utility, gas utility, water utility,
wastewater collection utility, fiber optics utility and recycled water matters, excluding daily operations.
(b) The utilities advisory commission shall have the following duties:
(1) Advise the city council on long-range planning and policy matters pertaining to:
(A) Development of the electric utility, gas utility, water utility, wastewater collection utility, fiber optics utility, and the
recycled water resource;
(B) Joint action projects with other public or private entities which involve, affect or impact the electric utility, gas utility,
water utility, wastewater collection utility, fiber optics utility, and the recycled water resource;
(C) Environmental aspects and attributes of the electric utility, gas utility, water utility, wastewater collection utility, fiber
optics utility, and the recycled water resource;
(D) Water and energy conservation, energy efficiency, and demand side management; and
(E) Recycled water matters not otherwise addressed in the preceding subparagraphs (A) through (D);
(2) Review and make recommendations to the city council on the consistency with adopted and approved plans, policies,
and programs of any major electric utility, gas utility, water utility, wastewater collection utility, fiber optics utility, or the
recycled water resource;
(3) Formulate and review legislative proposals regarding the electric utility, gas utility, water utility, wastewater collection
utility, fiber optics utility and the recycled water resource, to which the city is a party, in which the city has an interest, or by
which the city may be affected;
(4) Review the electric utility, gas utility, water utility, wastewater collection utility, and fiber optics utility capital
improvement programs, operating budgets and related reserves, and rates, and the recycled water program, budget, and
rate, and thereafter forward any comments and recommendations to the finance committee or its successor;
(5) Provide advice upon such other matters as the city council may from time to time assign.
The utilities advisory commission shall not have the power or authority to cause the expenditure of city funds or to bind the
city to any written, oral or implied contract.
(c) The utilities advisory commission may, subject to its city council-approved bylaws and at the discretion of the city
council, foster and facilitate engagement with the general public, not excluding representatives of commerce and industry, in
regard to the utility matters referred to in subsections (b)(1)(A) through (E).
(Ord. 5096 § 1, 2010: Ord. 4938 § 1, 2007: Ord. 4027 § 1 (part), 1991)
ATTACHMENT B
Utility Advisory Commissioner Suggestions for Workplan Objectives
Suggestions received as of May 28, 2026
Review the attached report which includes a list of suggestions from the UAC Commissioners
regarding the Commission Annual Workplan. The previously published staff report noted that
Commissioner input would be published as a late packet report for the June 3 Utility Advisory
Commission meeting. The suggested changes for the workplan are typically discussed at the
Commission in relationship to changes to the annual workplan that ultimately is sent to the full
City Council for approval.
Staff received responses from 5 Commissioners regarding the Annual Workplan for the UAC.
The responses are listed below in alphabetical order.
Croft:
1. Time of Use Rates: Roll out and promote TOU rates to the full Palo Alto community,
conduct new COSA if needed to fine tune rates. Design and extend offering for NEM
customers. Measures/metrics of Success:
# of households signed up
% of households signed up (5% goal in within the year)
Average, high and low $ savings / excess spend on electricity / month by
participating households
Quantify shifts in usage
Implement and report on initiatives to help customers shift load (eg. Point
customers to efficient timer-equipped appliances, develop case studies, educate
re: residential battery storage)
2. Electric Affordability / Advantageous Regional Pricing: Pursue ways to limit electricity
price increases and maintain substantially cheaper prices than surrounding cities, while
remaining carbon neutral. Keeping rates low will help affordability, encourage
electrification and be attractive to commercial tenants, supporting PA’s employment,
daytime population and tax base. Measures/metrics of Success:
Price discount relative to surrounding PG&E communities (maintain or improve)
Long term price trajectory stays under inflation
Electricity portfolio review: Add PPAs to fill out power needs, % exposure to
market purchases and impact on rates
Explore investing in positive NPV battery projects
Add efficient (not wasteful) electric load provided it doesn’t increase prices:
o Recruit small-medium datacenters
o Enabling more EV charging in PA (residential and employee charging,
charging stations)
o Transition gas use to electric (residential, commercial, government)
ATTACHMENT B:
Utility Advisory Commission Suggestions for Workplan Objectives
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3. Utility Modernization and Communication: Develop means of communicating regularly
by email or text with all customers to build awareness of utility initiatives, incentives,
the AMI portal, SCAP goals, and notification in emergencies. For customers refusing to
giving contact info, develop annual mailer. Implement water and gas leak notifications
for all customers (opt-out). Measures/metrics of Success:
% of customers with email/cell # on file (goal: 100%)
% of customers visiting MYCPAU (goal: at least 50% within the next year)
% of customers registered to receive leak notifications (goal 100% - opt out)
Report to UAC on communications completed and result/response
Provide households/businesses with an annual report on usage, opportunities to
decarbonize, efficiency opportunities, other important utility initiatives
Gupta:
1. Rate Affordability & Transparency: Combined median bill on track from $442.60 →
~$638/mo by FY 2031 (+~44%), before Baker Tilly (additional +2–8% to +20–26%), gas
decommissioning recovery, or further SFPUC pass-through. No standing combined-bill
view exists.
#Action Cadence Owner Target
1.1 Direct staff to include a combined-bill
scorecard in every rate report brought to
UAC
Recurring Staff Every rate
report
1.2 Receive a phased Baker Tilly implementation
plan with explicit dollar ceilings and forward
UAC's recommendation
One-time Staff →
UAC
Before FY
2028 rate
adoption
1.3 Direct staff to publish a bill-burden analysis
by income segment (10th/25th/50th/75th
percentile + State Low-Income threshold)
Annual Staff Timed for
Rate
Assistance
Program
scoping
1.4 Adopt an annual UAC CIP prioritization
review through an affordability lens
Annual UAC +
Staff
Each budget
cycle
1.5 Direct staff to present a resident
communication plan ahead of every major
rate decision
Recurring Staff Ahead of
each major
rate decision
2. SFPUC & BAWSCA: Water rates ~52% cumulative FY27–FY31, with SFPUC 6–7× forecast
misses, an 8.5-year Design Drought lacking 1,100-year tree-ring analog, and a 2025 WSA
ATTACHMENT B:
Utility Advisory Commission Suggestions for Workplan Objectives
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Amendment whose cost to Palo Alto was presented ~5× lower than the audited-data
calculation. Palo Alto does no independent vetting.
#Action Cadence Owner Target
2.1 Direct staff to apply more defensible
reliability assumptions in UWMP and water
planning (document SFPUC inputs;
sensitivity-test against observed-data and
Bay-Delta Plan scenarios)
One-time Staff Starting with
current
UWMP cycle
2.2 Adopt a recurring UAC docket to review
BAWSCA/SFPUC rate filings, CIP, drought
modeling, MPQ changes
Recurring UAC +
Staff
Every UAC
meeting
where action
arises
2.3 Recommend that Council revisit the 2025
WSA Amendment and adopt a cost-causer-
pays principle for future BAWSCA cost-shifts
One-time Council Before
BAWSCA Dec
2026
deadline
2.4 Convene a UAC-hosted public water forum
including Drekmeier alongside BAWSCA /
SFPUC staff
One-time UAC During FY
2026–27
2.5 Lead UAC outreach to fellow BAWSCA
member agencies on shared regional review
Ongoing UAC Starting Q1
FY 2027
3. Energy Transition Coherence: Gas and electric being planned under different implicit
electrification assumptions, with no published reconciliation. $71M over 5 years in gas
CIP alongside $375–$450M Grid Mod; decommissioning costs removed from rate
forecast; no stranded-asset range.
#Action Cadence Owner Target
3.1 Direct staff to produce a single integrated
20-year energy-transition plan reconciling
Grid Mod sizing with gas decommissioning
timeline
One-time Staff By end of FY
2027
3.2 Direct staff to publish a stranded-asset range
(2040 / 2045 / 2050) before further
discretionary gas CIP
One-time Staff Before next
gas CIP
approval
3.3 Direct staff to design a small-scale gas
decommissioning pilot (defined assets reach
end of life without replacement; customers
transitioned to electric)
One-time Staff Design in FY
2026–27;
pilot launch
FY 2028
3.4 Direct that Grid Mod CIP include adoption-
triggered investment gates
One-time Staff Before FY
2028 CIP
adoption
3.5 Adopt a UAC practice of classifying every gas
CIP item discretionary vs. mandatory
Annual UAC +
Staff
Each CIP
review
4. Wastewater: Steepest cumulative rate trajectory of any utility (~57% FY27–FY31);
Headworks Replacement doubled to ~$103M, slipped to 2031; $153.8M SRF debt. UAC's
ATTACHMENT B:
Utility Advisory Commission Suggestions for Workplan Objectives
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charter covers collection only; treatment sits at the regional RWQCP without dedicated
commission oversight. Emerging PFAS and microplastics regulation is on a clear federal +
California trajectory; current CIP is being designed without baseline data.
#Action Cadence Owner Target
4.1 Recommend that Council convene a formal
wastewater governance review (UAC, Public
Works, or dedicated commission)
One-time Council During 2026
4.2 Adopt a standing Headworks oversight
cadence at UAC
Quarterly UAC +
Staff
Through 2031
completion
4.3 Direct staff to establish a budgeted
microplastics + PFAS influent/effluent
monitoring program at RWQCP
Annual Staff Annual public
reporting
5. Fiber to the Premises: Council approved the program in 2022 and appropriated
reserves; the pilot has slipped from 2024 → 2025 → service launch in/around March
2026 (now). The work for FY 2026–27 is ensuring staff has the resources and visibility to
succeed on both build/operate and marketing, so the pilot generates the data Phase 1
needs and the program reaches citywide.
#Action Cadence Owner Target
5.1 Adopt a standing FTTP execution scorecard
at every UAC meeting with KPIs and
thresholds defined in advance
Monthly UAC +
Staff
Every UAC
meeting
5.2 Adopt a standing FTTP marketing scorecard
at every UAC meeting with its own KPIs
defined in advance
Monthly UAC +
Staff
Every UAC
meeting
Mauter:
Review the performance of the recycled water utility and advise on any modifications to City
strategy around recycled water.
Review the capital improvement plans and operating expenses for the wastewater utility in
support of preparing for future rate increases and identifying potential cost saving measures.
Metz:
1. Gas Utility Long-term business strategy: Develop a comprehensive 10–20-year business
plan for the gas utility that addresses strategic, financial, operational, organizational and
resource concerns, and incorporates external forces including electrification,
sustainability, future costs and the revenue stream to the City of Palo Alto.
FY 2027 Success Metrics:
Completion of a draft strategic plan and submission to City Council
2. Electric Utility business strategy and strategic planning process: Develop a flexible
scenario-based business strategy that incorporates impacts on CPAU of increased and
ATTACHMENT B:
Utility Advisory Commission Suggestions for Workplan Objectives
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highly uncertain demand from data centers and other loads, both within CPAU territory
and throughout CAISO: How should CPAU respond? How will it manage and shape
future demand to minimize surprises for the benefit of ratepayers? How will it manage
generation and delivery of electricity, and maintain required reserves?
FY 2027 Success Metrics:
Completion of a draft strategic plan and submission to City Council
Establishment of process for rapid assessment of future demand impacts, and
revision of strategy and generation / delivery options.
3. Improve UAC operational effectiveness: Improve how UAC operates so that UAC can
better advise City Council. UAC often receives recommendations for action only a few
days before meetings on topics that require much more than 1 week of review and
analysis for informed decision-making and effective action. UAC needs an operational
process that anticipates recurring deliverables and provides adequate review structure
and lead time for proper review, assessment, and decision-making.
FY 2027 Success Metrics:
Completion of a plan for improving UAC operation.
Implementation of the improved process and structure for selected issues, e.g.,
use of ad hoc committees for pre-assessment before UAC action.
Process review and refinement.
4. Emergency preparedness: As agreed in 2025, advance emergency preparedness as part
of the Reliability, Resiliency, and Adaption standing topic.
FY 2027 Success Metrics:
Completion of actions agreed in 2025:
o Determination of the “design emergencies” to be used as the basis for CPAU
emergency preparedness.
o Establishment of CPAU’s risk assessment framework in coordination with
OES.
o Determination of CPAU’s roles and specific actions in each such emergency.
o Completion of action planning and implementation in coordination with OES.
5. Increase FTTP cash flow: Accelerate cash flow for CPAU’s FTTP program. Under the
current pilot approach, with large expenses and no revenue, FTTP is a cash sink. It
would be valuable to find ways to generate revenue now. Approaches might include
increased sales focus to rapidly sign-up customers, or faster-to-provision “last foot”
technology, such as radio, that could be installed and provisioned immediately to “light
up” our network of dark fiber throughout the City.
FY 2027 Success Metrics:
Revenue
Cash flow improvement.
Number of new customers signed up.
ATTACHMENT B:
Utility Advisory Commission Suggestions for Workplan Objectives
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Phillips:
1. Approve a comprehensive long-term strategy for PA Natural Gas consistent with the
Palo Alto SCAP.
2. Achieve a clear go/no go decision on Fiber to the Premises
3. Have a clear strategy for addressing potential demand for data centers within Palo Alto
including guidelines for when attracting data centers should be encouraged.
4. Review Reserve Management Polices and potentially change as needed.
5. Clearly communicate PA concerns regarding SFPUC Water Policies to BAWSCA and the
SFPUC.
1. GridMod — In my view, our $450M GridMod project — and the Electric strategy behind
it — should be Goal #1 of UAC. It’s the City’s biggest capex project (with RWQCP), yet
the need is not well enough understood, nor are the benefits. There’s a familiar claim
that half the project needs doing regardless, but that delineation is unclear. Nor is it
clear which parts of the grid are most in need of investment. I think UAC has seen no
heatmap showing hotspots and bottlenecks at the substation and feeder level. Time has
passed (2-3yrs) since the GridMod plan was devised, and in that time the cost and
availability of grid components have changed significantly — tariffs, shortages, upward
price pressure, etc. Meanwhile, the cost and viability of distributed resources (DER) like
BESS and grid storage (batteries) have changed. IMO, there’s need for more scrutiny of
GridMod and our electric strategy in light of all this — including on Commercial
customers, who represent the bulk of CPAU load, which is something UAC has long
asked for.)
2. Water — Water cost trends, environmental policy (e.g., BayDelta Plan) and Palo Alto's
stance toward SFPUC and regional water planning — these comprise the #2 priority.
UAC should make specific recommendations to Council on topics like:
What Palo Alto objectives should be vis-a-vis SFPUC and BAWSCA, and how
to advance them?
How to foster region-wide discussion on drought planning and AltWater
investment?
3. Gas Abandonment Plan — We should accelerate plans for shutting down gas. If it's a
City objective to transition off gas, then by when? And under what conditions would we
proceed? With what carrot/stick measures? What amount of Gas reserves will we need
to subsidize the switchover, and how will that impact rate increases? Discussions on
this topic to date have seemed vague.
4. Fiber — We should be in position to recommend a clear “Go, No go” decision on FFTP by
end FY’27. IMO this will require discussion more candid — about pricing, marketing,
take rates, etc. — than Staff has been willing/able to conduct in public meetings
5. UAC Internal Improvements — I put this at #5 … but IMO it hovers over all UAC
priorities. Items to discuss:
more use of TACs
improving staff reports & presentations
ATTACHMENT B:
Utility Advisory Commission Suggestions for Workplan Objectives
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bringing more structure and monthly tracking to Director’s Report
clarifying the Advisory function to Council
improving UAC Minutes — more concise, more automated, better
highlighting of follow-up items