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HomeMy WebLinkAbout2016-01-27 E-PACKET AGENDA CITY COUNCIL CITY OF SOUTH SAN FRANCISCO REGULAR MEETING MUNICIPAL SERVICES BUILDING COUNCIL CHAMBERS 33 ARROYO DRIVE SOUTH SAN FRANCISCO, CA WEDNESDAY, JANUARY 27, 2016 7:00 P.M. PEOPLE OF SOUTH SAN FRANCISCO You are invited to offer your suggestions. In order that you may know our method of conducting Council business,we proceed as follows: The regular meetings of the City Council are held on the second and fourth Wednesday of each month at 7:00 p.m. in the Municipal Services Building, Council Chambers, 33 Arroyo Drive, South San Francisco, California. The City Clerk will read successively the items of business appearing on the Agenda. As she completes reading an item,it will be ready for Council action. MARK ADDIEGO Mayor PRADEEP GUPTA KARYL MATSUMOTO Vice Mayor Councilwoman RICHARD A. GARBARINO LIZA NORMANDY Councilman Councilwoman FRANK RISSO KRISTA MARTINELLI City Treasurer City Clerk MIKE FUTRELL JASON ROSENBERG City Manager City Attorney PLEASE SILENCE CELL PHONES AND PAGERS HEARING ASSISTANCE EQUIPMENT AVAILABLE FOR USE BY THE HEARING IMPAIRED AT CITY COUNCIL MEETINGS In accordance with California Government Code Section 54957.5, any writing or document that is a public record, relates to an open session agenda item, and is distributed less than 72 hours prior to a regular meeting will be made available for public inspection in the City Clerk's Office located at City Hall. If however, the document or writing is not distributed until the regular meeting to which it relates, then the document or writing will be made available to the public at the location of the meeting, as listed on this agenda. The address of City Hall is 400 Grand Avenue,South San Francisco, California 94080. CALL TO ORDER ROLL CALL PLEDGE OF ALLEGIANCE AGENDA REVIEW PRESENTATIONS • El Nino Presentation. (Justin Lovell, Public Works Administrator). PUBLIC COMMENTS For those wishing to address the City Council on any Agenda or non-agendized item, please complete a Speaker Card located at the entrance to the Council Chamber's and submit it to the City Clerk. Please be sure to indicate the Agenda Item #you wish to address or the topic of your public comment. California law prevents the City Council from taking action on any item not on the Agenda (except in emergency circumstances). Your question or problem may be referred to staff for investigation and/or action where appropriate or the matter may be placed on a future Agenda for more comprehensive action or a report. When your name is called,please come to the podium, state your name and address (optional)for the Minutes. COMMENTS ARE LIMITED TO THREE (3) MINUTES PER SPEAKER. Thank you for your cooperation. COUNCIL COMMENTS/REQUESTS CONSENT CALENDAR 1. Motion approving the Minutes of meetings of January 11, 2016 and January 13, 2016. 2. Motion confirming payment registers for January 27, 2016. 3. Motion to accept the demolition of Greenhouse Buildings Project as complete in accordance with plans and specifications. (Total construction cost $91,850.00). (Sam Bautista — Principal Engineer). 4. Resolution approving an Ambulance Billing Services Agreement and a Lockbox Services Agreement; and authorizing the City Manager to execute an Ambulance Billing Services Agreement with Novato Fire Protection District and a Lockbox Services Agreement with the City's current banking services provider Wells Fargo Bank, for a combined total not to exceed $294,096 for Fiscal Years FY 2015-16, FY 2016-17 and FY 2017-18. (Gerald Kohlmann, Fire Chief). REGULAR CITY COUNCIL MEETING JANUARY 27,2016 AGENDA PAGE 2 ADMINISTRATIVE BUSINESS 5. Resolution approving an amendment to an existing Consulting Services Agreement with Carollo Engineers of Walnut Creek, California for engineering services for the Water Quality Control Plant (WQCP) Digester Design Project in an amount not to exceed $319,814. (Eric Evans, Associate Civil Engineer). 6. Resolution supporting the South City Shuttle Project and authorizing the submittal of an application for San Mateo County Shuttle Program Funding in the amount of $365,507 for Fiscal Year 2016-17 and 2017-18 and committing a matching contribution of$121,836 from South San Francisco Local Measure A Funds. (Justin Lovell, Public Works Administrator). 7. Study Session: Community Choice Aggregation. (Mike Futrell, City Manager). 8. Study Session: Grand Avenue Library Renovation Project Update. (Brian McMinn, Public Works Director). PUBLIC HEARING 9. Motion to waive reading and introduce an Ordinance making revisions to Chapter 13.16 of the South San Francisco Municipal Code and establishing an Underground Utility District along Spruce Avenue from Railroad Avenue to the North Edge of Spruce Elementary School between Lux Avenue and Park Way and presentation of a list of potential future Underground Utility Projects (CIP Project No. stl204). (Sam Bautista, Principal Engineer and Kathleen Phalen, Swinerton Management). ITEMS FROM COUNCIL—COMMITTEE REPORTS AND ANNOUNCEMENTS 10. City Council Committee Assignments. (Mayor Addiego). ADJOURNMENT REGULAR CITY COUNCIL MEETING JANUARY 27,2016 AGENDA PAGE3 MINUTES DRA", ` SPECIAL MEETING CITY COUNCIL o OF THE CITY OF SOUTH SAN FRANCISCO P.O. Box 711 (City Fall, 400 Grand Avenue) South San Francisco, California 94083 Meeting to be held at: DOMINIC'S AT OYSTER POINT 360 Oyster Point Boulevard South San Francisco, CA MONDAY, JANUARY 11, 20I 6 9:00 A.M. 1. Call to Order. TIME: 9:01 A.M. 2. Roll Call. PRESENT: Councilmembers Garbarino, Matsumoto and Normandy, Vice Mayor Gupta and Mayor Addiego. ABSENT: None. 3. Agenda Review. Mayor Addiego removed the Committee Assignments "Item 5(a)" as he required additional time to make Committee designations. He also proposed taking items out of turn to accommodate the schedule of attendance by staff and consultants. The minutes below reflect the order in which items were heard by the Council with the original agenda item number reflected in the header. 4. Public Comments—comments are limited to items on the Special Meeting Agenda. None. 5. Items for Discussion: a. Committee Assignments. Item not heard. b. [5(h)] Staff reports/informational flyers, including adding detailed cost/expense explanations for agendized items, and detailed maps and drawings for construction or other projects. Councilman Garbarino requested that staff reports reflect a complete picture of the basis of staff's recommendation. He suggested inclusion of a more robust financial breakdown on bids and cost estimates as well as detailed maps of property locations. Councilmembers agreed and referenced certain instances in which staff reports conflicted with their recollection of events. One such example related to a Fueling Station. Councilman Gupta noted that he would like to be able to search for City documents electronically. City Clerk Martinelli advised of the City's Laserfiche System supported by IT and maintained in the City Clerk's Office and utilized by certain other City Departments. She noted that the program is imperfect in that naming conventions are not precise; however,most significant City records are available and searchable by keywords. She agreed to work with IT to bring access to this program to Councilmembers. C. [50]) Criteria for presentations to Council. Vice Mayor Gupta suggested the establishment of criteria for presentations at the beginning of Council meetings. Councilmembers agreed and determined that presentations would be placed on the agenda at the discretion of the Mayor. d. [5(g)] Council expenses (clothing, subscriptions, memberships, etc.). Councilwoman Normandy noted a lack of clarity on policy related to Councilmernber expenses. Councilmembers agreed that a more detailed policy would be helpful and noted that the Budget Subcommittee reviews Council's budget semiannually. e. [5(f)] Special events for 2016, including discussion of a South San Francisco Celebration Week. Vice Mayor Gupta noted the increase in City activities drawing more attention to the City. He suggested that some of these activities might be combined into a Celebration Week for the City. Councilmember Normandy sought clarification as to the budget location of certain events and promotions, including the Super Community Program for Super Bowl 50. SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 2 City Manager Futrell noted that participation in the Super Community Program was funded through the City Manager's Budget. Councilwoman Matsumoto observed that many of the new programs, including the City's Birthday Party, were primarily attended by the City's usual base of engaged residents, but that new-comer participation was not prevalent. Mayor Addiego believed that the Birthday Celebration had about 20%participation by residents new to City activities. Along with Mayor Garbarino, he suggested the new events were opportunities for Councilmembers to reach out and bring new resident attendees into the fold. City Manager Futrell advised Council of a proposed September event supported by the Parks and Recreation Department that would involve a concert and potentially reincorporate the food booths sponsored by local nonprofits. The event would not rise to the level of Day in the Park, however. Council concluded that it would like to review the events proposed for 2016 and weigh in on the options. f, [5(c)] Additional Police Resources. Mayor Addiego sought Councilmembers' opinions related to the possible use of drones and Equestrian Mounted Patrol by the Police Department. Councilmembers were amenable to having the Police Chief review both options. However, Councilwoman Matsumoto added the caveat that any proposed use of drones should be incident activated only. 9. [5(d)] Funding for the Arts. Mayor Addiego suggested that Council review and consider a proposal that 1% of Transient Occupancy Tax ("TOT") revenue be designated for the Arts. Council concluded that this proposal might be worth consideration in the future. However, current circumstances were not favorable for such an option. h. [5(e)] Support for non-profits, including outreach to Homeowner Associations (HOAs). Mayor Addiego recounted recent experiences of local nonprofits and homeowners associations that had difficulty organizing under the respective laws governing each type of entity. He invited Council consideration of a City service that would assist such entities in navigating the processes related to formation. As part of this discussion he mentioned the Community Outreach Group and suggested that it should either become a nonprofit or be formally included in the Council budget. SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 3 i. [5(1)] Operation of City Manager's Office, including written procedures for front office staff, orientation for new and existing employees, policy for written and/or oral invitations to all board and commission members to city events, and distribution to all Councilmembers of information requested by one Councilmember. Councilman Garbarino noted that his experience related to the flow of information from City Manager Office staff had improved, however he raised concerns related to consistency of response. He further requested that paper invitations be sent to individuals without email. He opined that an orientation for staff people related to the functions of the City Council might be helpful. Councilmembers also noted a desire to be informed of certain projects in a more timely fashion. City Manager Futrell advised that the Human Resources Department was working on developing a more robust orientation for new hires that would include information pertaining to City Departments and functions, He farther advised that his staff was rounding out with three (3) recent hires, including an Assistant to the City Manager, Jennifer Shimabukuro. Jennifer recently started and part of her role would include responsibility for Council protocol related items. He had also hired an Assistant City Manager, Marian Lee, and Admin II, Jessica Cooper. Both of these new hires would be starting in the very new future. Mr. Futrell believed that with these additions, Council's concerns would be addressed. j. [5(i)] On-line retrieval of Council documents. Councilman Gupta noted that this item was covered under item 5(b) above and did not require farther hearing. k. [5(k)] Criteria for projects that should come to Council before decisions are made if only for information and as a courtesy. The Mayor noted that this item was covered under item 5(i) above and did not require further hearing. 1. [5(m)] City website. Councilmembers discussed difficulties related to the City's website and the need for it to be updated more routinely. City Manager Futrell and City Clerk Martinelli addressed some of the structural limitations related to the City website prograrn that affect ease of use for employees tasked with accomplishing website updates. Council acknowledged the new website has a much better aesthetic look than the previous SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 4 website, and hoped the issue of updating the website could be worked through, In. [5(n)] Street Parking Requirements. Mayor Addiego discussed parking issues related to multiple families living in one residence due to the current cost of housing. He suggested that it might be time to revisit the concept of permitted residential parking in the City. Councilman Garbarino expressed concerns related to double parking and dangerous driving in the Downtown area. He suggested that additional Police enforcement might be appropriate in the area. n. [5(b)] Council Goals/Objectives. i. Top three items you would like the City to accomplish in 2016, ii. Projects individual Councilmembers plan to work on. Councilmembers addressed items 5(n) (i-ii) as follows Councilwoman Matsumoto noted she would like to see a cohesive strategic plan supported by Council. She would also like to have the issues concerning Oyster Point resolved. Finally, she wanted to identify and target sites for workforce housing as well as consider potential funding mechanisms. Councilwoman Normandy noted the issues of parking and traffic in the City. She stated concerns regarding the inefficient timing of signal lights,particularly during peak commute hours. The Councilwoman also addressed upcoming Downtown Projects, including Sares Regis and noted a need to get out ahead of possible traffic related issues concerning this and other projects. Finally she mentioned the need for social media etiquette training. Vice Mayor Gupta expressed a desire to make sure that options related to Measure W are thoroughly studied and implemented. He suggested that extra attention should be paid to getting it right. The Vice Mayor also stated a priority related to minimizing glitches related to Downtown building projects. He preferred that staff anticipate rather than react to circumstances related to the projects. Finally,he wanted to resolve issues out at the Harbor. Councilman Garbarino also commented on issues related to the traffic signals and timing, specifically at Westborough, Chestnut and Antoinette Lane. The Councilman also stated a desire to resolve issues concerning Oyster Point. Next the Councilman put emphasis on getting the Measure W implementation process right with an emphasis on transparency. Finally, he stated he would like to revisit the option of drive-through businesses in the City. SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 5 Mayor Addiego echoed the sentiments of his fellow Councilmembers noting concerns related to traffic and parking. He also stressed the need for programs addressing graffiti abatement and general clean-up in the City. He agreed with Councilman Garbarino's suggestion to revisit the Drive-through ordinance and looked forward to thoughtful implementation of Measure W. Recess: 12:00 P.M. Meeting resumed: 12:30 P.M. 0. Update on Measure W progress and plans. City Manager Futrell presented the staff report outlining options for Measure W funding in both the short and long term. City Manager Futrell first introduced Director of Finance Richard Lee who reviewed Measure W financial accountability. He advised that although technically part of the General Fund, staff recommended administratively separating Measure W revenue to enhance transparency and accountability relative to the funds. He further reported on the Measure W Citizens Oversight Committee and its roles and responsibilities. By July 1, 2016, the Council must adopt a resolution establishing the composition of the Committee and defining its scope of responsibilities. Finally, Director Lee provided an update on financial projections and bonding capacity. Muni Services, the City's sales tax consultant projected that the Measure W half-cent sales tax would generate$7.0 million/year in revenues. Through bonds, this income stream would yield the ability to bond up to $135 million, Staff had analyzed Measure W bond capacity and residual income using the indebtedness benchmarks of$120 million, $125 million, $130 million and $135 million. Next Council provided feedback on certain potential Measure W programs for seniors, youth and disabled residents. These included programming at the Library and in the Recreation Division. Council determined it would prefer to fund these worthwhile programs with the General Fund and use Measure W for larger programs like streets, child care and the facilities needed to improve or expand City Programs. City Manager Futrell next introduced Consultants from Group 4 Architecture to discuss improvements to City Facilities. Group 4 presented four (4) options for development of a new City Center or Campus to address needs in the Police, Fire, Library, Parks and Recreation, Information Technology, Finance and Human Resources Departments. The Four Options were as follows: Option 1: Renovate the Existing Buildings: This would include a renovated Municipal Services Building("MSB") with the Police Department, Fire Station and Parks and Recreation Department still being housed there. It also stated plans for a renovated Main Library on its current location at West Orange Avenue. Option 2: New Library, Parks and Recreation Department at the former Public Utilities Commission ("PUC") site and a new Police Department and Fire Station at the MSB. This SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 6 included plans for a Library/Parks and Recreation site on El Camino at Chestnut Avenue and a renovated MSB to include an updated Police Department and Fire Station. Option 3: Relocate all to the PUC Site: This would include ajoint Library and Parks and Recreation Facility with a separate Public Safety Building, including the Police Department and Fire Station on the PUC site. A new emergency road for egress would be added to the site. Option 4: All at PUC except the Fire Station: This would include ajoint Library and Parks and Recreation Facility with the Police Department, Infon-nation Technology Department and Human Resources Department in a separate building. No emergency access road was included. The Fire Station would be renovated at the current MSB site. After discussion, Councilmembers expressed a preference for study of Option 4. They farther recommended study of what was coined "Option 5"to include the facilities specified in Option 4 in a campus like configuration at the current MSB location with inclusion of certain properties immediately abutting it. This Option required staff to look into acquiring the abutting properties. Recess: 2:26 P.M. Meeting resumed. 2:36 P.M. P. [5b.] Council Goals/Objectives - Continued iii. City Manager's six priorities for 2016. iv. What three accomplishments are you most proud of that the City achieved in 2015? V. What are the top three trends in the community that need attention? City Manager Futrell addressed his priorities for 2016. He noted that at last year's retreat he presented a strategic plan that was reviewed with Council. This document was updated at the Department Head Retreat in December. He described the plan as a high level perspective-type document that suggested direction, but did not dictate implementation. His goal was to work collaboratively with Council on a document that would reflect their strategic plan. He summarized his priorities as follows: maintain, train and support a high performance team; 2)build and maintain a sustainable City with robust recreation and learning systems; 3) 3) maintain a robust internal and external communication strategy; 4)Work with HOAs to curb crime; 5) a Vibrant Downtown; and 6) a Competitive building process. In regard to the strategic direction, Council advised the City Manager it would prefer to hold-off on spending related to the Downtown Plan. Councilmembers cited examples of successful developments that unfolded without City encouragement. Councilmembers next addressed the accomplishments they were most proud of in 2015. SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 7 Finally, Councilmembers addressed the top three trends perceived in the community that needed attention. Councilmembers identified traffic as a concern- specifically, poor timing at signal lights and the need for the installation of meters at certain locations. They wanted staff to consider the installation of meters at the Smart and Final Parking Lot, They also noted the need for workforce and affordable housing. Increasing green space in the City by revisiting the concept of Pocket Parks was also referenced. Councilmembers further expressed a desire to address the burglary and graffiti trends in the City. Cleaning up trash around the City and focusing on beautification efforts were also mentioned. q. Update on the Office of the City Clerk. i. Office responsibilities/duties. ii. Recent accomplishments. ii. New Programs including Public Records Act Automation and Agenda Management. iii. Discussion of staff plan and positions. City Clerk Martinelli presented the staff report. She thanked Council for the opportunity to discuss the functions of her Office as it was the first time since her election nine(9) years ago that this dialogue was had. She began by outlining the duties of the City Clerk's Office, including general, state mandated and City-wide. She further referred Council to the City Clerk Job Description, which described the Clerk's role as an elected official serving in a department head capacity. She noted the elected City Clerk in South San Francisco does not serve the function of administrative assistant to the City Council, accordingly, items related to Council scheduling and secretarial support were not handled in the Office of the City Clerk. Clerk Martinelli continued to relay recent accomplishments in the Clerk's Office, including those related to a) electronic records management and the City's records retention schedule and b) records security through storage at an offsite facility as opposed to the City's Corporation Yard Warehouse. She advised this transition included an audit of over 4000 boxes in storage, Clerk Martinelli next described two (2) programs the City Clerk's Office had been working on over the past few months that were primed to go live in the early parts of 2016, including WebQA for Public Records Act processing and Legistar for Automated Agenda Management. In coordination with the Information Technology Department the City Clerk's Office had worked with the vendors to build out the systems and looked forward to the efficiencies each would bring to the City. Councilmembers raised the issue of agenda placement on the City's website. City Clerk Martinelli explained that the two types of meeting agendas—regular and special are maintained in separate programs, Granicus and eblink respectively. The previous website architecture allowed for separate links to each type of agenda on the homepage, The City Clerk shared Council's frustration over the current number of clicks required to navigate to either type of agenda and noted efforts to minimize these were stymied by the current website architecture. She agreed to work with Information Technology staff to find a solution that would minimize SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 8 the number of clicks needed to access City Council agendas working within the confines of the new website system. Councilmembers questioned electronic delivery of agenda packets under the forthcoming Automated Agenda Management System. City Clerk Martinelli explained the new system would use lLegislate as opposed to lAnnotate, the current electronic delivery system. She noted that lLegislate is part of a suite of products tailored to ensure efficient electronic agenda delivery. She stated that larger attachments and bound reports would be uploaded to the system but might still be presented to Council in hard copy to facilitate ease of reading. This is standard practice in local cities that had implemented automated agenda management some time ago. The City Clerk next reviewed the history of staffing in the City Clerk's Office, including her original 2008 proposal for two (2) new positions, including the Assistant City Clerk and City Clerk Records Technician. These proposals were in addition to the already established Deputy City Clerk. Given a hiring freeze and budget concerns in the 2008-2009 time frame, only the position of Assistant City Clerk was presented and approved. Since that time, the responsibilities, duties and demands on the City Clerk's Office have grown substantially. As a result of this,the City Clerk proposed the position of City Clerk Records Technician to Council in November 2015 and the position was approved. As a result of a study requested by a City Clerk's Office employee, a consultant has recommended to abolish the position of Assistant City Clerk and replace it with an additional Records Tech position. As part of this reorganization and to make salary structures accurate and consistent throughout the Department, the City Clerk intends to study the Deputy City Clerk salary and reopen the City Clerk contract negotiation with a Council subcommittee for presentation to Council in the near future. 6. Adjournment. Being no further business, Mayor Addiego adjourned the meeting at 4:28 P.M. Submitted: Approved: Krista Jo inell', Ci erk Mark N. Addiego, Mayor i y o South San .sco City of South San Francisco SPECIAL CITY COUNCIL MEETING JANUARY 11,2016 MINUTES PAGE 9 MINUTES CITY COUNCIL CITY OF SOUTH SAN FRANCISCO CISCO REGULAR MEETING ZIFO MUNICIPAL SERVICES BUILDING COUNCIL CLAMBERS 33 ARROYO DRIVE SOUTH SAN FRANCISCO, CA WEDNESDAY, JANUARY 13, 201 G 7:00 P.M. CALL TO ORDER TIME: 7:01P..M. ROLL CALL PRESENT: Councilmembers Normandy, Garbarino and Matsumoto, Vice Mayor Gupta and Mayor Addiego. ABSENT None. PLEDGE OF ALLEGIANCE Led by Jim McGuire. AGENDA REVIEW Item No. 10 was pulled from the Agenda and will be presented at a meeting date to be determined. PRESENTATIONS Let's Move Cities, Towns, and Counties Five Gold Medal Award presented to the Mayor and City Council. (Kelli Jo Cullinan, Recreation. Supervisor). Recreation Supervisor Culllinan presented the Five Gold Medal Award from Let's Move Cities, Towns, and Counties to Council for its dedication to addressing the problem of obesity in young children through programs in the Parks and Recreation Department. Mayor Addiego thanked Director Sharon Ranals and the Parks and Recreation staff for their work on this issue. 0 Presentation of New Employees. (Mich Mercado, Human Resources Manager). The following new employees were introduced to Council: Gregory Johnson, Public Works Maintenance Worker Paul Rubino, Public Works Maintenance Worker Braden Christensen, Environmental Compliance Inspector Daniel Garza, Environmental Compliance Inspector Brian Crurne, Maintenance Program Manager Stefanie Dumpit, Preschool Teacher Angela Duldulao, Management Analyst II, Parks and Recreation Nicholas Michels, Police Recruit Jason Smith, Police Recruit Gabriel Rodriguez, Deputy City Clerk Jennifer Shimabukuro, Assistant to the City Manager PUBLIC COMMENTS San Mateo County Harbor District General Manager Steve McGrath came for-ward to introduce himself to Council and the community. HIP Housing Executive Director Kate Comfort-Harr gave a brief presentation on housing needs and programs and thanked Council and the City for support of her organization's home share program. She presented the agency's new calendar, which featured a drawing by South San Francisco third grader, Madison Wooden. COUNCIL COMMENTS/REQUESTS Councilwoman Matsumoto recognized Elaine Garbarino for all of her work on the Community Outreach Program. She also noted that certain Town Hall type community meetings might be better attended if certified letters were sent to would-be participants. The Councilwoman next requested a quarterly report of ambulance service billings and payments due. Councilwoman Matsumoto closed by requesting that the meeting be adjourned in honor of Charles Theophilus Derwin, the son of Portola Valley Mayor, Maryann Moise Derwin. Vice Mayor Gupta announced he was chosen as Chairman for the ABAG Regional Committee. Mayor Addiego relayed certain topics that came up at the Council Special Meeting for Retreat on January 11, 2016. Of particular importance to him were comments made by Councilman Garbarino regarding dangerous traffic circumstances in the Downtown area. He requested that Police Department staff look into this situation and suggested that a tougher enforcement plan might be warranted. CONSENT CALENDAR 1. Motion approving the Minutes of meetings of November 18, 2015, December 7, 2015, December 9, 2015, December 16, 2015 and January 6,2016. REGULAR CITY COUNCIL MEETING JANUARY 13,2016 MINUTES PAGE 2 2. Motion confirming payment registers for January 13, 2016. 3. Resolution 1-2016 approving the Annual Impact Fee and Sewer Capacity Charge Report for Fiscal Year 2014-15 and making the required 5-year findings for Unexpended Funds for the Childcare Impact Fee and Traffic Impact Fee pursuant to the Mitigation Fee Act, (Richard Lee, Finance Director). 4. Resolution No. 2-2016 authorizing the City Manager to execute Agreements with the State Board of Equalization for Implementation of a Local Transactions and Use Tax; and a Resolution No. 3-2016 authorizing the Examination of Sales or Transactions and Use Tax Records. (Richard Lee, Finance Director). 5, Resolution No. 4-2016 increasing the number of Bicycle and Pedestrian Advisory Committee (BPAC) members from seven (7) to nine (9) members. (Lawrence Henriquez, Associate Civil Engineer). 6. Motion to accept the Pump Station No. 4 Jib Crane Repair Project (Project No. ss1505) as complete in accordance with the plans and specifications (total construction cost $91,781.23). (Sam Bautista, Principal Engineer and Kathleen Phalen, Swinerton Management), 7. Resolution No. 5-2016 authorizing the acceptance of$9,000 in Grant Funding from Pacific Library Partnership to support a "Wearables for Wellness" Health Technology Collection at the Main Library and amending the Library Department's 2015-2016 Operating Budget. (Adam Elsholz, Interim Library Director). 8. Resolution No. 6-2016 amending the Salary Schedule for the Deputy City Clerk Job Classification in the Confidential Bargaining Unit effective January 13, 2016, (LaTanya Bellow, HR Director). 9. Resolution No. 7-2016 approving an Agreement with MuniServices, LLC for Transient Occupancy Tax and Commercial Parking Tax Audit Services in an amount not to exceed $58,500, authorizing the City Manager to execute said Agreement, and amending the Fiscal Year 2015-2016 Adopted Budget. (Richard Lee, Finance Director). Item No. 2 — Councilwoman Matsumoto had questions about certain items reflected on the warrants. She requested further explanation of newsletter editing and proofreading services, several line item departmental classifications, and inquired about consulting services included in the expenses, Item No. 3 — Regarding the childcare impact fee, Vice Mayor Gupta emphasized the shortage of Child Care Services in South San Francisco, highlighting current and future needs for budgeting and meeting local families' needs. Councilman Garbarino encouraged staff and Council to develop creative solutions to ameliorating the current wait-list circumstances. City Manager Futrell responded Measure W and Big Lift Grant Funding should assist with this, and assured Council City staff would continue researching opportunities for expansion. REGULAR CITY COUNCIL MEETING JANUARY 13,2016 MINUTES PAGE Councilwoman Matsumoto requested an update on the Big Lift Grant Funding Program, Item No. 4 — Vice Mayor Gupta believed additional information on the Resolution increasing the number of BPAC members would have been helpful. He understood there was a need for expanded membership, however. Item No. 6 --Vice Mayor Gupta agreed with the need for maintenance of the Crane,but was curious to know more information about the project failure and hear future preventative action plans. Principal Engineer Bautista replied there will be forensic testing conducted to explore the reasons why it may have failed. Item No. 7 — Councilwoman Matsumoto expressed her support for the "Wearables for Wellness" Health Technology Collection. Item No. 8 — Councilwoman Normandy inquired about the Bryce Consulting Services position analysis in the City Clerk's Office. Director of Human Resources LaTanya Bellow advised the position analysis was requested by an employee. Accordingly, the City followed its standard procedures in studying the position with the help of an independent consultant. Bryce Consulting has performed this work for the City on several occasions and any outcomes required to be reported to employees and the unions are so reported. Councilwoman Normandy queried the relevance to the current item of the City Clerk's Office Update Presentation at the Council Special Meeting for Retreat on January 11, 2016. City Clerk Martinelli advised that the bulk of her Retreat Presentation was directed at updating Council on the functions and plans for her Office. The length of the presentation was due to the significance of the functions and the desire to relay the daily operations of the Clerk's Office to new Councilinembers and staff. The timing of the presentations was coincidental. However, the retreat presentation did touch on staffing generally. Accordingly, the Records Technician Position and Deputy City Clerk Position at issue in this Resolution were discussed. City Clerk Martinelli further advised Council that all items presented at regular and special Council meetings, including the pamphlet she presented to Council at the Retreat, are available via the online agenda system. Items presented at Council meetings, as opposed to in the Council agenda packet, are added to the record of the meeting and are available to the public in this fashion. Item No. 9 —Councilman Garbarino and Mayor Addiego asked if the Transient Occupancy Tax and Commercial Parking Tax Audit Services are undertaken annually. Finance Director Lee stated he would consult with the former Director regarding past practices. Councilwoman Matsumoto recommended staff include a representative from the hotel industry in this process and expressed concern over transparency, conflicts of interest, and recurring contracts potentially reflecting favoritism. She requested data measuring how South San Francisco compares with other cities' Transient Occupancy Tax and Commercial Parking Tax within San Mateo County. Finance Director Lee confirmed the City is competitive and consistent with other cities. Motion — Councilman Garbarino/Second — Vice Mayor Gupta: to approve the Consent Calendar. Unanimously approved by roll call vote. REGULAR CITY COUNCIL MEETING JANUARY 13,2016 MINUTES PAGE 4 ADMINISTRATIVE BUSINESS 10. Resolution amending an existing Consulting Services Agreement with Carollo Engineers for the Water Quality Control Plant (WQCP) Digester Design Project in an amount not to exceed$339,814. (Eric Evans, Associate Civil Engineer). Item not heard. 11. Resolution No. 8-2016 amending the FY 2015-2016 Public Works Operating Budget by $25,000 for Engineering Studies at the Oyster Point Marina and Park. (Brian McMinn, Public Works Director) City Manager Futrell urged the importance of performing Engineering Studies at Oyster Point Marina and Park to prepare for upcoming King Tides which occasionally fill part of the area's parking lot and walkway. This recommendation has been pushed in response to a request from the Regional Water Quality Control Board. City Manager Futrell stated that since this area includes part of the cap for the former landfill underneath it, a topographical study will need to be conducted to develop a conceptual design and cost estimate for future work. He added staff is hoping to address this as a partnership between the City and Harbor District. Councilman Garbarino was interested in seeing the scope of work involved, Public Works Director McMinn stated staff is working with a consultant to determine the scope of the project adding the topographic survey should help determine recommendations and studies aligned with the expectations of Regional Board, Vice Mayor Gupta welcomed cooperation with the Harbor District, questioned the efficacy of the monitoring wells, and asked if there were any environmental or public concerns. City Manager Futrell stated the landfill was capped in a responsible way and is constantly monitored. Staff advised Council the priority is to move forward, understand the issues, and then evaluate short-term and long-term steps with the Regional Board and Harbor District. Motion Councilman Garb arino/S econd—Councilwoman Normandy: to approve Resolution No. 8- 2016. Unanimously approved by roll call vote. ITEMS FROM COUNCIL—COMMITTEE REPORTS AND ANNOUNCEMENTS None. ADJOURNMENT Being no further business the meeting was adjourned in memory of Charles Theophilus Derwin at 8:47 P�M. S 'tted: Approved: o Krista J. a elli, City Clerk Mark Addiego, Mayor City o C v 0 f S Mn Francisco City of South San Francisco REGULAR CITY COUNCIL MEETING JANUARY 13,2016 MINUTES PAGE 5 Listing of City Payments for Council Review S I certify that the payments shown on this payment register are accurate and sufficient funds were available for payment.* DATED 1121/20 . FINANCE DIRECTOR *Note.- Items below do not include payroll related payments Checks: Date Amount 01/08/16 452,183.86 01/13/16 1,125,668,15 01/15/16 280,251.68 01/19/16 801,762.45 01/20/16 279,180.71 Electronic Payments: Date Amount To Description Total Payments $ 2',939,0,46.85 ---------------------- <-° k mor) N N 4') 0 C) W CJ (n L:) (P? 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C) C? 0 M r°° d Lo `,I-' Cif N '�Y C) '+-«i,4 N d C CB 7 C d co ti7' <-- r LO Ln C7 co M M- I'� tS3 c7"i r^ Ln ,Y' M t-- CC7 + Imo.. 013 LU % b4 m co L) � z 1 +V 4 �o Q) LU LU 2i Q� 4 0 a o w a < 0 U) 5 w U) �- a (D J t2 w co U) y rD < Z :3 < 0 o Z CL° w 0 w LL ! N w Z "2 (� Z � Q 0-1 a. w �" co f�o Z 0 0 � U � � � r) ca Y C) to r. = J cts , w Q O 0 N hw°� CL N f— LL m 4 c*Y d1 V) c� Cq Z CL KL CL CL w 0 CL J �Cf) ca > o co d m U U � � a) 0 w s Staff Report DATE: January 27, 2016 TO: Mayor, Vice Mayor, and Councilmembers FROM: Brian McMinn, Director of Public Works/City Engineer SUBJECT: MOTION TO ACCEPT THE DEMOLITION OF GREENHOUSE BUILDINGS PROJECT AS COMPLETE IN ACCORDANCE WITH THE PLANS AND SPECIFICATIONS (TOTAL CONSTRUCTION COST $91,850) RECOMMENDATION It is recommended that the City Council, by motion, accept the Demolition of Greenhouse Buildings Project (Project No, pk1603) as complete in accordance with the plans and specifications. (Total construction cost $91,850) BACKKGROUND/DISCUSSION The Demolition of Greenhouse Buildings Project removed the last of the buildings associated with the old greenhouse site. Due to asbestos and lead in the building materials determined by a hazardous material survey, abatement of these hazardous materials was completed prior to the dismantling of the buildings. The project was awarded to ZI,Construction Corporation of Walnut Creek,California on November 4, 2015 and construction was completed by December 22, 2015. The total cost incurred to date for the project is summarized as follows: Projected Actual ZL Construction Corporation Construction Contract $ 84,850 $ 84,850 Construction Contingency (10%) $ 8,485 $ 0 Lead/Asbestos Monitoring (Ninyo & Moore) $ 8,000 $ 4,100 Construction Administration (5%) $ 4,243 $....2,900 Total Project Construction Budget $105,578 $ 91,850 FUNDING Funding for this project is included in the City of South San Francisco's 2015-2016 Capital Improvement Program (Project No. pk 1603). Staff Report Subject: MOTION TO ACCEPT THE DEMOLITION OF GREENHOUSE BUILDINGS PROJECT AS COMPLETE IN ACCORDANCE WITH THE PLANS AND SPECIFICATIONS (TOTAL CONSTRUCTION COST $91,850) Page 2 of 2 CONCLUSION Staff recommends acceptance of the project as complete.Upon acceptance, a Notice of Completion will be filed with the County of San Mateo Recorder's office. At the end of the thirty day lien period, the retention funds will be released to the contractor. By: Approved. Brian McMinn 1 ike utrell Director of Public Works/City Engineer City Manager rth/sb s ZIF0 Staff Report DATE: January 27, 2016 TO: Mayor, Vice Mayor and Councilmembers FROM: Gerald Kohlmann, Fire Chief SUBJECT: A RESOLUTION APPROVING AN AMBULANCE BILLING SERVICES AGREEMENT AND A LOCKBOX SERVICES AGREEMENT; AND AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMBULANCE BILLING SERVICES AGREEMENT WITH NOVATO FIRE PROTECTION DISTRICT AND A LOCKBOX SERVICES AGREEMENT WITH THE CITY'S CURRENT BANKING SERVICES PROVIDER WELLS FARGO BANK, FOR A COMBINED TOTAL NOT TO EXCEED $294,096 FOR FISCAL YEARS FY 2015-16, FY 2016-17 AND FY 2017-18 RECOMMENDATION It is recommended that the City Council adopt a resolution approving an ambulance billing services agreement and a lockbox services agreement; and authorizing the City Manager to execute an ambulance billing services agreement with Novato Fire Protection District and a lockbox services agreement with the city's current banking services provider Wells Fargo Bank for a combined total not to exceed $294,096 allocated over multiple fiscal years,including FY 2015-16, FY 2016-17 and FY 2017-18. BACKGROUND/DISCUSSION The South San Francisco Fire Department (SSFFD) has been operating its own ambulance service since the early 1970's. In 1995, due to increasing Emergency Medical Services (EMS) call volume and growing complexities with ambulance billing processes, staff saw the need to outsource billing services. As a result of the contractor selection process, City Council adopted Resolution 119-95, which executed an agreement with Allied Information and Services Corporation (AIS) for ambulance claim coding and billing. Through a series of mergers and take-overs, AIS ultimately became Advanced Data Processing, Inc. (ADPI), which is the vendor that SSFFD uses today. Following the 1995 agreement, new contracts with AIS were executed in 2001 and 2004. The current agreement with ADPI was executed in 2009 for an initial period of three years, and has automatically renewed each year since then. Staff recognized the time span between the contract originally approved by Council was now protracted and that the percentage-based contractor compensation had risen above the threshold currently requiring Council approval. In order to address the extended time period, the value of the contractor agreement, and to explore current providers of billing services, staff generated a Request for Proposal (RFP). Staff Report To: Mayor, Vice Mayor and Councilmembers Re: Ambulance Billing Services Agreement Date: January 27, 2015 Page 2 On September 18, 2015, SSFFD released a RFP for ambulance billing services through regular mail service and posted in the bids and RFP page of the South San Francisco website. Eight proposals were received by the closing date of October 16, 2015 and reviewed by fire staff consisting of Bertha Aguilar, Management Analyst; Richard Walls, EMS Captain; and Luis Da Silva, Fire Marshal. Three of the most promising proposals were forwarded to the South San Francisco Information Technology (IT) Department for their review and feedback. The three proposers were invited to an in-person interview and presentation opportunity. Components of the RFP were; • Responsiveness of the proposal related to the scope of work. • Quality, quantity and relevance of Consultant's experience, resources and creativity. • Provide list of references with at least one being a municipal reference. • Staff size and qualifications. • Fees proposed for services to be performed. • Additional information as determined by proposer. The three firms with the most promising proposals were: • Health Services Integration • Wittman Enterprises, LLC. • Novato Fire Protection District Following the interviews, staff provided additional review of each proposer's presentation materials and conducted additional research. From this process, staff selected the Novato Fire Protection District (NFPD)to recommend to Council. Similar to South San Francisco, NFPD has five fire stations and operates their own ambulances. NFPD has a ten year ambulance billing history and currently provides billing services to seven other California fire agencies. NFPD is familiar with reimbursement programs at the State and Federal level that, as a public agency and a taxing entity, can benefit South San Francisco. NFPD staff is recognized as subject matter experts on the advancement of reimbursement programs such as the Ground Emergency Medical Transportation Program (GEMT) and Intergovernmental Transfer Program (IGT). NFPD applies fire-agency oriented processes to maximize ambulance transport revenues. The NFPD billing process consists of the standard 30, 60 and 90 day notices. NFPD is prepared to recommend other collection strategies depending upon our payment experience. Other strategies may include additional notices, or outsourcing the collection of aged accounts to a third-party collections agency. The level of effort provided by the collections agency can be defined by Council direction. Staff Report To: Mayor, Vice Mayor and Councilmembers Re: Ambulance Billing Services Agreement Date: January 27, 2015 Page 3 CONTRACT AMOUNT, TERM AND PRICING The cost of the new ambulance billing services contract will be paid through an expense account in the fire department budget, which is offset by ambulance revenues attributed to the fire department. The expense of utilizing an ambulance billing service provider is recovered not only by their basic billing function, but through their expertise at accurately representing (coding) services delivered and their ability to collect payer information when not adequately available during the actual incidents. It is staff's assessment that NFPD has an excellent capability to perform these functions. The cost of ambulance billing as proposed by NFPD is a flat rate of $18 per patient. At an estimated number of patient transports for FY 2016-17 of 4,200, this will be an annualized cost of$75,600, which will be a total of$171,792 over the two year contract and remainder of fiscal year 2017-18. Exhibit E, Billing Services Cost Breakdown, describes the cost of the agreement aligned with Fiscal Years while the contract is in effect. In our situation, flat rate billing affords three benefits over percentage-based fee structures; less cost to the city, easily tracked and audited, and is reimbursable through GEMT for Medicaid patients. For fiscal year 14-15 and 15-16 projected ADPI costs would amount to $159,424 while NFPD would amount to $94,266. These costs are based on actual ambulance transports and revenues through October 30, 2015. The contract term is for two years, with an option, at the City's discretion, to renew for two additional two year terms. The standard professional services contract and a business associate agreement, required for Health Insurance Portability and Accountability Act (HIPAA) compliance are attached and have been agreed to by NFPD. FUNDING As previously noted, an RFP process has not been completed since the 1995 City Council action. Therefore funding for a new contract was not included in the FY 2015-16 Adopted Budget. Staff is requesting funding in the amount of $294,096 which covers the term of the contract, ongoing billing services by ADPI for claims received prior to April 1, 2016; and lockbox services (see Exhibit E: Billing Services Cost table for breakdown). The City will be required to obtain a banking lockbox where all payments are mailed, received by bank staff, scanned and then deposited into the City's account. A lockbox is an industry standard requirement for billing companies to reduce the potential of fraudulent activity. The ongoing cost for the lockbox is estimated to be $8,900. Billing and lockbox services funding will be included in the assumptions for future fiscal years as ongoing expenses in the amount of $84,500. There is no net impact to the General Fund as these costs will be offset by revenues. TRANSITION The current ambulance billing contractor will remain engaged in primary billing services until the end of March 2016, at which point, the primary billing services (routing of patient care Staff Report To: Mayor, Vice Mayor and Councilmembers Re: Ambulance Billing Services Agreement Date: January 27, 2015 Page 4 reports) will be performed by the successor contractor. The current billing contractor will continue collection efforts for open accounts where they initiated billing actions, The City of South San Francisco Finance Department (Finance) will establish additional. revenue and receivable accounts for revenues generated by the successor contractor's collection actions. Billing activity from the current and successor contractor will be posted to these separate revenue and receivable accounts to track revenue sources and payment status. Finance will represent the SSFFD to expand banking services in order to provide a lockbox for South San Francisco revenues. CONCLUSION It is recommended that the City Council adopt a resolution approving an ambulance billing services agreement and a lockbox services agreement; and authorizing the City Manager to execute an ambulance billing services agreement with Novato Fire Protection District and a lockbox services agreement with the City's current banking services provider for a combined total not to exceed $294,096 allocated over multiple fiscal years, including FY 201.5-16, FY 2016-17 and FY 2017-18.. : ..__. .. Approved/Mike Battalion Chief Chas Campagna Futre 1. For Gerald Kohlmann City Manager Fire Chief Attachments. Resolution Exhibit A: Standard.Contractual Services Agreement Exhibit B: Business Associate Agreement Exhibit C: NFPD Proposal Exhibit D: NFPD Compensation Requirements Exhibit E: Billing Services Breakdown Table GK:rw/bla 2593949.1 RESOLUTION NO. CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION APPROVING AN AMBULANCE BILLING SERVICES AGREEMENT AND A LOCKBOX SERVICES AGREEMENT; AND AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMBULANCE BILLING SERVICES AGREEMENT WITH NOVATO FIRE PROTECTION DISTRICT AND A LOCKBOX SERVICES AGREEMENT WITH THE CITY'S CURRENT BANKING SERVICES PROVIDER WELLS FARGO BANK, FOR A COMBINED TOTAL NOT TO EXCEED $294,096 FOR FISCAL YEARS FY2015-16, FY2016-17 AND FY2017-18 WHEREAS, the South San Francisco Fire Department (SSFFD) has been operating its own ambulance service since the early 1970's, and first employed paramedics in 1975; and WHEREAS, beginning in 1995, in order to accommodate increasing ambulance service volume and regulatory complexity, pursuant to Resolution 119-95 the City Council authorized an agreement with a third-party ambulance billing contractor; and WHEREAS, on September 18, 2015, SSFFD issued an ambulance billing Request for Proposal (RFP) through regular mail service and posted in the bids and RFP page of the South San Francisco website; and WHEREAS, eight responsive proposals were received by the final filing date of October 16, 2015, and reviewed within the fire department; and three of the most promising proposals were forwarded to the South San Francisco Information Technology Department for their technical review and feedback; and WHEREAS, the proposals were evaluated on the following: responsiveness of the proposal related to the scope of work; quality, quantity and relevance of consultant's experience and creativity; four references with at least one being a municipal reference; staff qualifications; fees proposed for services to be performed; and additional information as determined by the proposer; and WHEREAS, after review of three most promising proposers' presentation materials during their interviews and after conducting additional research, staff recommends Novato Fire Protection District(NFPD)to provide the City with ambulance billing services; and WHEREAS, NFPD has provided billing services for themselves and seven other California fire agencies for ten years; and applies fire-agency oriented processes to maximize ambulance transport revenues, and WHEREAS, NFPD is familiar with reimbursement programs at the State and Federal 1 level that, as a public agency, can benefit South San Francisco; NFPD staff is recognized as subject matter experts on the advancement of reimbursement programs such as the Ground Emergency Medical Transportation Program (GEMT), and WHEREAS, NFPD conducts billing operations similar to other billing providers with the standard 30, 60, and 90 day notices; NFPD is prepared to recommend other collection strategies such as additional notices, and outsourcing the collection of aged accounts to a third party collection agency which can be defined by Council direction, and WHEREAS, the cost of ambulance billing services as proposed by NFPD would be a flat rate of$18 per patient transport; and WHEREAS, staff recommends entering into a two year contract with NFPD; WHEREAS, staff expects to initiate transfer of Patient Care Reports (PCR) to NFPD's billing system beginning on April 1, 2016; and WHEREAS, staff recommends that the City continue its current relationship with Advanced Data Processing Incorporated (ADPI) to allow for a smooth transition to a new billing contractor and continue revenue collection activities for the PCRs currently in their billing queue; and WHEREAS, staff also recommends that the City's Finance Director obtain a lockbox with the City's current banking services provider; and WHEREAS, funding for FY15-16 is anticipated to be $45,168 for continued billing activity by ADPI, transmittal of all PCRs to NFPD starting on April 1, and setup of a lockbox; and WHEREAS, funding for FY16-17 is anticipated at an amount of$109,500 which will pay for continued collection activity prior to April 1, 2016 by ADPI, monthly dues for use of a lockbox and full billing and revenue collection activities by NFPD; and WHEREAS, funding needs for FY17-18 will be $87,125, which will close the ADPI collection cycle, and be the second contract year with NFPD as well as continued lockbox monthly service fees. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of South San Francisco hereby takes the following actions: 1. Authorizes the City Manager to enter into a two year ambulance billing services agreement with Novato Fire Protection District (NFPD) at a cost of $18 per transport, subject to approval as to form by the City Attorney. 2. Authorizes the Finance Director to engage lockbox services with the City's current banking services provider Wells Fargo Bank. 2 1 Authorizes the expense of a combined total of$294,096 over the life of the ambulance billing contract for services with NFPD, setup and monthly fees of banking lockbox and a continued relationship with ADPI. 4. Authorizes the City Manager to take any other related actions consistent with the intent of this Resolution. I hereby certify that the foregoing Resolution was introduced and adopted by the City Council of the City of South San Francisco at a special meeting held on the 27th day of January, 2016 by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: City Clerk 3 NFPD #6138-011316 Staff Report- Exhibit A CONSULTING SERVICES AGREEMENT BETWEEN THE CITY OF SOUTH SAN FRANCISCO AND NOVATO FIRE PROTECTION DISTRICT FOR AMBULANCE BILLING SERVICES THIS AGREEMENT for consulting services is made by and between the City of South San Francisco ("City") and Novato Fire Protection District("Consultant") (together sometimes referred to as the "Parties") as of January 27, 2016 (the "Effective Date"). Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Work attached as Exhibit A, attached hereto and incorporated herein, at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail. 1.1 Term of Services. The term of this Agreement shall begin on March 1, 2016 and shall end on March 30„ 2018 the date of completion specified in Exhibit A, and Consultant shall complete the work described in Exhibit A prior to that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect the City's right to terminate the Agreement,as provided for in Section 8. 1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged in the geographical area in which Consultant practices its profession. Consultant shall prepare all work products required by this Agreement in a substantial, first-class manner and shall conform to the standards of quality normally observed by a person practicing in Consultant's profession. 1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons. 1.4 Time. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Sections 1.1 and 1.2 above and to satisfy Consultant's obligations hereunder. Section 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed $166,320 notwithstanding any contrary indications that may be contained in Consultant's proposal, for services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Consultant's proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City in the manner specified herein. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person. Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant's estimated costs of providing the services required hereunder, including salaries and Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 1 NFPD #6138-011316 Staff Report- Exhibit A benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement. 2.1 Invoices. Consultant shall submit invoices, not more often than once per month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information: • Serial identifications of progress bills(i.e., Progress Bill No. 1 for the first invoice,etc.); • The beginning and ending dates of the billing period; • A task summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion; • At City's option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense; • The total number of hours of work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder, as well as a separate notice when the total number of hours of work by Consultant and any individual employee, agent, or subcontractor of Consultant reaches or exceeds eight hundred (800) hours, which shall include an estimate of the time necessary to complete the work described in Exhibit A; • The amount and purpose of actual expenditures for which reimbursement is sought; • The Consultant's signature. 2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements above to pay Consultant. City shall have no obligation to pay invoices submitted ninety(90)days past the performance of work or incurrence of cost. 2.3 Final Payment. City shall pay the last ten percent (10%) of the total sum due pursuant to this Agreement within sixty (60) days after completion of the services and submittal to City of a final invoice, if all services required have been satisfactorily performed. 2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement. In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment. 2.6 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes. Contractor represents and warrants that Contractor is a resident of the State of California in accordance with California Revenue & Taxation Code Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 2 NFPD #6138-011316 Staff Report- Exhibit A Section 18662, as may be amended, and is exempt from withholding. Contractor accepts sole responsible for verifying the residency status of any subcontractors and withhold taxes from non-California subcontractors as required by law. 2.7 Payment upon Termination. In the event that the City or Consultant terminates this Agreement pursuant to Section 8, the City shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets in order to verify costs incurred to that date. 2.8 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator. Section 3. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance listed below against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Consultant and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Consultant shall provide Certificates of Insurance, attached hereto and incorporated herein as Exhibit B, indicating that Consultant has obtained or currently maintains insurance that meets the requirements of this section and under forms of insurance satisfactory, in all respects, to the City. Consultant shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant's bid. Consultant shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s). 4.1 Workers' Compensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers' Compensation Insurance and Employer's Liability Insurance for any and all persons employed directly or indirectly by Consultant. The Statutory Workers' Compensation Insurance and Employer's Liability Insurance shall be provided with limits of not less than ONE MILLION DOLLARS ($1,000,000) per accident. In the alternative, Consultant may rely on a self-insurance program to meet those requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self-insurance program meets the standards of the Labor Code shall be solely in the discretion of the Contract Administrator(as defined in Section 10.9). The insurer, if insurance is provided, or the Consultant, if a program of self-insurance is provided, shall waive all rights of subrogation against the City and its officers, officials, employees,and volunteers for loss arising from work performed under this Agreement. 4.2 Commercial General and Automobile Liability Insurance. 4.2.1 General requirements. Consultant, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000.00) per occurrence, combined single limit coverage for risks associated with the work contemplated by this Agreement. If a Commercial General Liability Insurance or an Automobile Liability form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting there from, and damage to property resulting from activities contemplated under this Agreement, including the use of owned and non-owned automobiles. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 3 NFPD #6138-011316 Staff Report- Exhibit A 4.2.2 Minimum scope of coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 or GL 0002 (most recent editions) covering comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (ed. 12/90) Code 8 and 9. No endorsement shall be attached limiting the coverage. 4.2.3 Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy: a. The insurance shall cover on an occurrence or an accident basis, and not on a claims-made basis. b. Any failure of Consultant to comply with reporting provisions of the policy shall not affect coverage provided to City and its officers, employees, agents, and volunteers. 4.3 Professional Liability Insurance. 4.3.1 General requirements. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000) covering the licensed professionals' errors and omissions. Any deductible or self-insured retention shall not exceed ONE HUNDRED FIFTY THOUSAND DOLLARS $150,000 per claim. 4.3.2 Claims-made limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form: a. The retroactive date of the policy must be shown and must be before the date of the Agreement. b. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the Agreement or the work, so long as commercially available at reasonable rates. C. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Consultant must provide extended reporting coverage for a minimum of five (5)years after completion of the Agreement or the work. The City shall have the right to exercise, at the Consultant's sole cost and expense, any extended reporting provisions of the policy, if the Consultant cancels or does not renew the coverage. d. A copy of the claim reporting requirements must be submitted to the City prior to the commencement of any work under this Agreement. 4.4 All Policies Requirements. 4.4.1 Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII. 4.4.2 Verification of coverage. Prior to beginning any work under this Agreement, Consultant shall furnish City with complete copies of all policies delivered to Consultant by the insurer, including complete copies of all Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 4 NFPD #6138-011316 Staff Report- Exhibit A endorsements attached to those policies. All copies of policies and certified endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf. If the City does not receive the required insurance documents prior to the Consultant beginning work, it shall not waive the Consultant's obligation to provide them. The City reserves the right to require complete copies of all required insurance policies at any time. 4.4.3 Notice of Reduction in or Cancellation of Coverage. A certified endorsement shall be attached to all insurance obtained pursuant to this Agreement stating that coverage shall not be suspended, voided, canceled by either party, or reduced in coverage or in limits, except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City. In the event that any coverage required by this section is reduced, limited, cancelled, or materially affected in any other manner, Consultant shall provide written notice to City at Consultant's earliest possible opportunity and in no case later than ten (10) working days after Consultant is notified of the change in coverage. 4.4.4 Additional insured; primary insurance. City and its officers, employees, agents, and volunteers shall be covered as additional insureds with respect to each of the following: liability arising out of activities performed by or on behalf of Consultant, including the insured's general supervision of Consultant; products and completed operations of Consultant, as applicable; premises owned, occupied, or used by Consultant; and automobiles owned, leased, or used by the Consultant in the course of providing services pursuant to this Agreement. The coverage shall contain no special limitations on the scope of protection afforded to City or its officers, employees, agents, or volunteers. A certified endorsement must be attached to all policies stating that coverage is primary insurance with respect to the City and its officers, officials, employees and volunteers, and that no insurance or self-insurance maintained by the City shall be called upon to contribute to a loss under the coverage. 4.4.5 Deductibles and Self-Insured Retentions. Consultant shall disclose to and obtain the approval of City for the self-insured retentions and deductibles before beginning any of the services or work called for by any term of this Agreement. Further, if the Consultant's insurance policy includes a self-insured retention that must be paid by a named insured as a precondition of the insurer's liability, or which has the effect of providing that payments of the self-insured retention by others, including additional insureds or insurers do not serve to satisfy the self-insured retention, such provisions must be modified by special endorsement so as to not apply to the additional insured coverage required by this agreement so as to not prevent any of the parties to this agreement from satisfying or paying the self-insured retention required to be paid as a precondition to the insurer's liability. Additionally, the certificates of insurance must note whether the policy does or does not include any self-insured retention and also must disclose the deductible. During the period covered by this Agreement, only upon the prior express written authorization of Contract Administrator, Consultant may increase such deductibles or self-insured retentions with respect to City, its officers, employees, agents, and volunteers. The Contract Administrator may condition approval of an increase in deductible or self-insured retention levels with a requirement that Consultant procure a bond, guaranteeing payment of losses and related investigations, claim administration, and defense expenses that is satisfactory in all respects to each of them. 4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 5 NFPD #6138-011316 Staff Report- Exhibit A 4.4.7 Wasting Policy. No insurance policy required by Section 4 shall include a "wasting" policy limit. 4.4.8 Variation. The City may approve a variation in the foregoing insurance requirements, upon a determination that the coverage, scope, limits, and forms of such insurance are either not commercially available, or that the City's interests are otherwise fully protected. 4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option exercise any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant's breach: a. Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement; b. Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or c. Terminate this Agreement. Section 5. INDEMNIFICATION AND CONSULTANT'S RESPONSIBILITIES. Consultant shall indemnify, defend with counsel selected by the City, and hold harmless the City and its officials, officers, employees, agents, and volunteers from and against any and all losses, liability, claims, suits, actions, damages, and causes of action arising out of any personal injury, bodily injury, loss of life, or damage to property, or any violation of any federal, state, or municipal law or ordinance, to the extent caused, in whole or in part, by the willful misconduct or negligent acts or omissions of Consultant or its employees, subcontractors, or agents, by acts for which they could be held strictly liable, or by the quality or character of their work. The foregoing obligation of Consultant shall not apply when (1) the injury, loss of life, damage to property, or violation of law arises wholly from the gross negligence or willful misconduct of the City or its officers, employees, agents, or volunteers and (2) the actions of Consultant or its employees, subcontractor, or agents have contributed in no part to the injury, loss of life, damage to property, or violation of law. It is understood that the duty of Consultant to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply. By execution of this Agreement, Consultant acknowledges and agrees to the provisions of this Section and that it is a material element of consideration. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PIERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PIERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions,which would otherwise be the responsibility of City. Section 6. STATUS OF CONSULTANT. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 6 NFPD #6138-011316 Staff Report- Exhibit A 6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes services rendered pursuant to this Agreement. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits. 6.2 Consultant No Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent or to bind City to any obligation whatsoever. Section 7. LEGAL REQUIREMENTS. 7.1 Governinq Law. The laws of the State of California shall govern this Agreement. 7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder. 7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program. 7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals, including from City, of what-so-ever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from City. 7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person's race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby. Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement. Section 8. TERMINATION AND MODIFICATION. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 7 NFPD #6138-011316 Staff Report- Exhibit A 8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant. Consultant may cancel this Agreement for cause upon 30 days' written notice to City and shall include in such notice the reasons for cancellation. In the event of termination, Consultant shall be entitled to compensation for services performed to the date of notice of termination; City, however, may condition payment of such compensation upon Consultant delivering to City all materials described in Section 9.1. 8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if City grants such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period. 8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties. 8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant's unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the professional reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not assign or subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator. 8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the termination of this Agreement. 8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City's remedies shall include, but not be limited to, the following: 8.6.1 Immediately terminate the Agreement; 8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; 8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or 8.6.4 Charge Consultant the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the work. Section 9. KEEPING AND STATUS OF RECORDS. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 8 NFPD #6138-011316 Staff Report- Exhibit A 9.1 Records Created as Part of Consultant's Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties without prior written consent of both parties unless required by law. 9.2 Consultant's Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement. 9.3 Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds TEN THOUSAND DOLLARS ($10,000.00), the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3)years after final payment under the Agreement. 9.4 Records Submitted in Response to an Invitation to Bid or Request for Proposals.All responses to a Request for Proposals (RFP) or invitation to bid issued by the City become the exclusive property of the City. At such time as the City selects a bid, all proposals received become a matter of public record, and shall be regarded as public records, with the exception of those elements in each proposal that are defined by Consultant and plainly marked as "Confidential," "Business Secret"or"Trade Secret." The City shall not be liable or in any way responsible for the disclosure of any such proposal or portions thereof, if Consultant has not plainly marked it as a "Trade Secret" or "Business Secret," or if disclosure is required under the Public Records Act. Although the California Public Records Act recognizes that certain confidential trade secret information may be protected from disclosure, the City may not be in a position to establish that the information that a prospective bidder submits is a trade secret. If a request is made for information marked "Trade Secret" or "Business Secret," and the requester takes legal action seeking release of the materials it believes does not constitute trade secret information, by submitting a proposal, Consultant agrees to indemnify, defend and hold harmless the City, its agents and employees, from any judgment, fines, penalties, and award of attorneys fees awarded against the City in favor of the party requesting the information, and any and all costs connected with that defense. This obligation to indemnify survives the City's award of the contract. Consultant agrees that this indemnification survives as long as the trade secret information is in the City's possession, which includes a minimum retention period for such documents. Section 10 MISCELLANEOUS PROVISIONS. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 9 NFPD #6138-011316 Staff Report- Exhibit A 10.1 Attorneys' Fees. If a party to this Agreement brings any action, including arbitration or an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys' fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose. 10.2 Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County San Mateo or in the United States District Court for the Northern District of California. 10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement. 10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement. 10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties. 10.6 Use of Recycled Products. Consultant shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper. 10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a "conflict of interest," as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq. Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq. Consultant hereby warrants that it is not now, nor has it been in the previous twelve (12) months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous twelve (12) months, Consultant warrants that it did not participate in any manner in the forming of this Agreement. Consultant understands that, if this Agreement is made in violation of Government Code §1090 et.seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code § 1090 and, if applicable,will be disqualified from holding public office in the State of California. 10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials. 10.9 Contract Administration. This Agreement shall be administered by Gerald Kohlmann, Fire Chief ("Contract Administrator"). All correspondence shall be directed to or through the Contract Administrator or his or her designee. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 10 NFPD #6138-011316 Staff Report- Exhibit A 10.10 Notices. All notices and other communications which are required or may be given under this Agreement shall be in writing and shall be deemed to have been duly given (i) when received if personally delivered; (ii) when received if transmitted by telecopy, if received during normal business hours on a business day (or if not, the next business day after delivery) provided that such facsimile is legible and that at the time such facsimile is sent the sending Party receives written confirmation of receipt; (iii) if sent for next day delivery to a domestic address by recognized overnight delivery service (e.g., Federal Express); and (iv) upon receipt, if sent by certified or registered mail, return receipt requested. In each case notice shall be sent to the respective Parties as follows: Consultant Battalion Chief Peterson Novato Fire Protection District 95 Rowland Way Novato, CA 94945 City: Fire Chief Gerald Kohlmann EMS Captain Rich Walls 480 North Canal Street 480 North Canal Street South San Francisco, CA 94080 South San Francisco, CA 94080 10.11 Professional Seal. Where applicable in the determination of the contract administrator, the first page of a technical report, first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible for the report/design preparation. The stamp/seal shall be in a block entitled "Seal and Signature of Registered Professional with report/design responsibility,"as in the following example. Seal and Signature of Registered Professional with report/design responsibility. 10.12 Integration. This Agreement, including all Exhibits attached hereto, and incorporated herein, represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations,or agreements, either written or oral pertaining to the matters herein. 10.13 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. 10.14 Construction. The headings in this Agreement are for the purpose of reference only and shall not limit or otherwise affect any of the terms of this Agreement. The parties have had an equal opportunity to participate in the drafting of this Agreement; therefore any construction as against the drafting party shall not apply to this Agreement. The Parties have executed this Agreement as of the Effective Date. Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 11 NFPD #6138-011316 Staff Report- Exhibit A CITY OF SOUTH SAN FRANCISCO Consultants City Manager, Mike Futrell Novato Fire Protection District Attest: Krista Martinelli, City Clerk Approved as to Form: City Attorney 2514799.1 Consulting Services Agreement between [Rev2.132014] Executed:January 13,2016 City of South San Francisco and Novato Fire Protection District 12 NFPD #E138-011316 Staff Report- Exhibit A Contract- Exhibit A EXHIBIT A SCOPE OF SERVICES Statement of Work: This documents the mutual understanding of the Parties as to the scope of services contemplated by the Parties hereto commencing on April 1, 2016 and completing on March 30, 2018. A. Objective: The objective of this project is to maximize the timely collection of revenue due from the provision of emergency medical services provided by the City. Furthermore, the objective is to provide for continuing review and improvement to the overall billing process. It is the intent of the Parties that they shall make all reasonable efforts to collect for any emergency medical services provided by the City to residents or nonresidents of the City. Consultant, in the course of identifying payment sources and a patient's ability to pay for services, shall approach patients in a courteous, sensitive and professional manner. Consultant shall follow the City's established policies / practices regarding the direct billing of residents of the City. B. Project organization: The basic project organization shall be: DISTRICT PROJECT MANAGER, in cooperation with the CITY PROJECT MANAGER, shall provide and oversee an integrated billing process for emergency medical services within the City. Through the use of the Consultant's staff, Consultant shall process the patient care report forms through a data processing system in order to produce invoicing and corresponding reports. Through the use of Consultant's staff, Consultant shall post all monies received by the City and produce the necessary balance billing, account registers and accounting documents as outlined for the City. The City will identify and maintain the `lock box account' that the Consultant will post all monies to. C. Project staffing: Staffing for the project shall be the responsibility of Consultant. The CITY shall provide sufficient liaison personnel time to insure that report information is received by the Consultant on a regular and timely basis. D. Outline of authorized work: Consultant shall produce invoicing (billing) for all qualified emergency medical responses within the City, with corresponding completed report forms. Consultant shall produce cumulative and detailed accounts receivable reports in generally accepted accounting format. Invoicing and/or reports shall be produced on a monthly basis or in Consulting Services Agreement between DATE City of South San Francisco and Novato Fire Protection District-Exhibit A Page 13 of 13 13 NFPD #E138-011316 Staff Report- Exhibit A Contract- Exhibit A such other time frame as mutually agreed. Consultant shall provide all necessary personnel, equipment and products necessary for producing said invoicing and reports. Consultant shall review and make recommendations, for change, if necessary, with respect to current report forms content, data collection procedures therefore and billing amounts for related services. Consultant shall serve as the City representative in negotiation for payments with various Health Maintenance Organizations, Preferred Provider Organizations, and Medicare / Medi-Cal. Consultant shall provide on-site training for the City personnel relating to proper billing information procedures at City's request. Consultant shall utilize TRITECH Software as a means to receive ambulance billing information. E. Deliverables: Consultant shall produce and cause delivery of all invoices, statements and reports as required. (See list of reports in Section F-4). In addition, Consultant shall provide City with a report on its review of the report form, billing amounts and other items. This report shall be provided to City no later than sixty (60) days after the commencement of the contract. Consultant believes they will improve the billing process for service. F. Work Plan: To accomplish the objective, authorized work, and deliverables of this Scope of Services the following is agreed upon as the necessary action steps: 1. Action Steps The following is an outline of steps to be taken by Consultant and City: a) On a minimum time frame of twice per week, City will provide to the Consultant a report of all calls that generated Ambulance Order numbers in the Data system within the City. b) On a minimum time frame of twice per week, Consultant will receive and screen via TRITECH the Patient Care report forms for ambulance billing information within City. c) On a minimum time frame of twice per week, Consultant staff shall compare the Ambulance Order report generated and provided by City with the information received from TRITECH and report missing Patient Care Report information to City. d) Consultant staff shall input all pertinent data to Consultant data processing system. e) Consultant staff shall process the accounts and produce statements, invoices and reports as required. f) City shall receive all payments due and forward facsimiles (photocopies) of the Consulting Services Agreement between DATE City of South San Francisco and Novato Fire Protection District-Exhibit A Page 14 of 14 14 NFPD #E138-011316 Staff Report- Exhibit A Contract- Exhibit A deposit information to Consultant staff on a routine basis. g) Consultant shall post or credit the monies which City receives on accounts and shall produce all corresponding reports and balance billing. h) Consultant will meet at least monthly with CITY PROJECT MANAGER or designee to discuss the project process and to review the projects reports. 2. Review Points Consultant and City will review local demographic data and actual costs and Consultant will make recommendations for change in billing procedures if necessary. 3. City Participation City will provide a billing liaison person during normal business hours to Consultant. 4. Reports Accounts Established Report: Commencing April 1, 2016, and thereafter by the 10th of the month, City may request a report listing of all accounts established in the system for the previous month or any specified period. This listing will include the following: • Alphabetized order by Patient name • Account Number • Date of Service • Total Charges Charge Summary Report: Commencing May 1, 2016, and thereafter by the 10th of the month a report listing of a summary of all charges by type of service for the previous month will be delivered to the City. Credit Summary Report: Commencing May 1, 2016 >, and thereafter by the 10th of the month a report listing of a summary of all payments received by type of payer for the previous month will be delivered to the City. Charge Adjustments Report: Commencing May 1, 2016, and thereafter by the 10th of the month a report listing of a summary of all charge adjustments made by type of service for the previous month will be delivered to the City. Credit Adjustments Report: Commencing May 1, 2016 and thereafter by the 10th of the month a report listing of a summary of all payment adjustments made by type of payer for the previous month will be delivered to the City. Closing Balance Summary: Commencing May 1, 2016, and thereafter by the 10th of the month a report listing the beginning balance, charges, credits, and adjustments, and the ending balance for the previous month will be delivered to the City. Consulting Services Agreement between DATE City of South San Francisco and Novato Fire Protection District-Exhibit A Page 15 of 15 15 NFPD #E138-011316 Staff Report- Exhibit A Contract- Exhibit A Paver Aging Report: Commencing July 1, 2016, and thereafter by the 10th of the month a report listing each type of payer showing amounts owed by due date status. The due dates should be in monthly increments for four months, followed by a two month period, followed by accounts over 180 days will be delivered to the City. The line item reserved for patients being billed should only include direct bill patients that are actually billed based on City policies and practices. Payer Summary Report: Commencing July 1, 2016 for the period of April 1, 2016 through June 30, 2016 and thereafter by the 10th of the month following the end of a calendar quarter a report summarizing the number of calls, charges, adjustments, and payments by payer type will be delivered to the City Non Active Accounts: Commencing August 1, 2016 and thereafter by the 10th of the month a report detailing accounts that have had no activity or response for 120 days will be identified and delivered to the City. RENUMERATION PROVISIONS A. DISTRICT: DISTRICT, commencing on May 1, 2016, will invoice City on a Monthly basis on the 1st of the Month for payment as described in the Consulting Services Agreement dated January 27, 2016. B. CITY: City, commencing on May 1, 2016, will forward payments to the Consultant no later than thirty (30) days after receipt of invoices for services. Consulting Services Agreement between DATE City of South San Francisco and Novato Fire Protection District-Exhibit A Page 16 of 16 16 NFPD #E138-011316 Staff Report- Exhibit A Contract- Exhibit B EXHIBIT B INSURANCE CERTIFICATES See attached 17 NFPD #E138-011316 Staff Report- Exhibit B South r nci Fire Department Business i Agreement Between South r nci sco Fire Department and Novato it Protection District ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... This Business Associate Agreement ("Agreement") between South San Francisco Fire Department and Novato Fire Protection District is executed to ensure that Novato Fire Protection District will appropriately safeguard protected health information ("PHI") that is created, received, maintained, or transmitted on behalf of South San Francisco Fire Department in compliance with the applicable provisions of Public Law 104-191 of August 21, 1996, known as the Health Insurance Portability and Accountability Act of 1996, Subtitle F — Administrative Simplification, Sections 261, et seq., as amended ("HIPAA"), and with Public Law 111-5 of February 17, 2009, known as the American Recovery and Reinvestment Act of 2009, Title XII, Subtitle D — Privacy, Sections 13400, et seq., the Health Information Technology and Clinical Health Act, as amended (the "HITECH Act"). A. General Provisions 1. Meaning of Terms. The terms used in this Agreement shall have the same meaning as those terms defined in HIPAA. 2. Regulatory References. Any reference in this Agreement to a regulatory section means the section currently in effect or as amended. 3. Interpretation. Any ambiguity in this Agreement shall be interpreted to permit compliance with HIPAA. B. Obligations of Business Associate Novato Fire Protection District agrees that it will: 1. Not use or further disclose PHI other than as permitted or required by this Agreement or as required by law; 2. Use appropriate safeguards and comply, where applicable, with the HIPAA Security Rule with respect to electronic protected health information ("e-PHI") and implement appropriate physical, technical and administrative safeguards to prevent use or disclosure of PHI other than as provided for by this Agreement; 3. Report to South San Francisco Fire Department any use or disclosure of PHI not provided for by this Agreement of which it becomes aware, including any security incident (as defined in the HIPAA Security Rule) and any breaches of unsecured PHI as required by 45 CFR §164.410. Breaches of unsecured PHI shall be reported to South San Francisco Fire Department without unreasonable delay but in no case later than 60 days after discovery of the breach; 18 NFPD #E138-011316 Staff Report- Exhibit B 4. In accordance with 45 CFR 164.502(e)(1)(ii) and 164.308(b)(2), ensure that any subcontractors that create, receive, maintain, or transmit PHI on behalf of Novato Fire Protection District agree to the same restrictions, conditions, and requirements that apply to Novato Fire Protection District with respect to such information; 5. Make PHI in a designated record set available to South San Francisco Fire Department and to an individual who has a right of access in a manner that satisfies South San Francisco Fire Department's obligations to provide access to PHI in accordance with 45 CFR §164.524 within 30 days of a request; 6. Make any amendment(s) to PHI in a designated record set as directed by South San Francisco Fire Department, or take other measures necessary to satisfy South San Francisco Fire Department's obligations under 45 CFR §164.526; 7. Maintain and make available information required to provide an accounting of disclosures to South San Francisco Fire Department or an individual who has a right to an accounting within 60 days and as necessary to satisfy South San Francisco Fire Department's obligations under 45 CFR §164.528; 8. To the extent that Novato Fire Protection District is to carry out any of South San Francisco Fire Department's obligations under the HIPAA Privacy Rule, Novato Fire Protection District shall comply with the requirements of the Privacy Rule that apply to South San Francisco Fire Department when it carries out that obligation; 9. Make its internal practices, books, and records relating to the use and disclosure of PHI received from, or created or received by Novato Fire Protection District on behalf of South San Francisco Fire Department, available to the Secretary of the Department of Health and Human Services for purposes of determining Novato Fire Protection District and South San Francisco Fire Department's compliance with HIPAA and the HITECH Act; 10. Restrict the use or disclosure of PHI if South San Francisco Fire Department notifies Novato Fire Protection District of any restriction on the use or disclosure of PHI that South San Francisco Fire Department has agreed to or is required to abide by under 45 CFR §164.522; and 11. If South San Francisco Fire Department is subject to the Red Flags Rule (found at 16 CFR §681.1 et seq.), Novato Fire Protection District agrees to assist South San Francisco Fire Department in complying with its Red Flags Rule obligations by: (a) implementing policies and procedures to detect relevant Red Flags (as defined under 16 C.F.R. §681.2); (b) taking all steps necessary to comply with the policies and procedures of South San Francisco Fire Department's Identity Theft Prevention Program; (c) ensuring that any agent or third party who performs services on its behalf in connection with covered accounts of South San Francisco Fire Department agrees to implement reasonable policies and procedures designed to detect, prevent, and mitigate the risk of identity theft; and Business Associate Agreement 19 NFPD #E138-011316 Staff Report- Exhibit B (d) alerting South San Francisco Fire Department of any Red Flag incident (as defined by the Red Flag Rules) of which it becomes aware, the steps it has taken to mitigate any potential harm that may have occurred, and provide a report to South San Francisco Fire Department of any threat of identity theft as a result of the incident. C. Permitted Uses and Disclosures by Business Associate The specific uses and disclosures of PHI that may be made by Novato Fire Protection District on behalf of South San Francisco Fire Department include: 1. The preparation of invoices to patients, carriers, insurers and others responsible for payment or reimbursement of the services provided by South San Francisco Fire Department to its patients; 2. Preparation of reminder notices and documents pertaining to collections of overdue accounts; 3. The submission of supporting documentation to carriers, insurers and other payers to substantiate the healthcare services provided by South San Francisco Fire Department to its patients or to appeal denials of payment for the same; and 4. Other uses or disclosures of PHI as permitted by HIPAA necessary to perform the services that Novato Fire Protection District has been engaged to perform on behalf of South San Francisco Fire Department. D. Termination 1. South San Francisco Fire Department may terminate this Agreement if South San Francisco Fire Department determines that Novato Fire Protection District has violated a material term of the Agreement. 2. If either party knows of a pattern of activity or practice of the other party that constitutes a material breach or violation of the other party's obligations under this Agreement, that party shall take reasonable steps to cure the breach or end the violation, as applicable, and, if such steps are unsuccessful, terminate the Agreement if feasible. 3. Upon termination of this Agreement for any reason, Novato Fire Protection District shall return to South San Francisco Fire Department or destroy all PHI received from South San Francisco Fire Department, or created, maintained, or received by Novato Fire Protection District on behalf of South San Francisco Fire Department that Novato Fire Protection District still maintains in any form. Novato Fire Protection District shall retain no copies of the PHI. If return or destruction is infeasible, the protections of this Agreement will extend to such PHI. Agreed to this day of , 2016. Business Associate Agreement 20 NFPD #E138-011316 Staff Report- Exhibit B South San Francisco Fire Department Novato Fire Protection District Signature: Signature: Title: Title: Date: Date: Business Associate Agreement 21 i aiu . Staff Report - Exhibit C VA NOVATO FIRE PROTECTION DISTRICT EMS Ambulance Billing Services RFP SUBMITTAL SAW F'RA%�' el" '� w FIRE REQUEST FOR PROPOSAL (RFP) EMS Ambulance Billing Services SUBMITTAL DEADLINE Date: October 16, 2015 Time: 3:OOPM prevailing time Location: City of South San Francisco Fire Department Administration Attn: Management Analyst, Bertha Aguilar 480 N Canal Street South San Francisco, CA 94080 ORIGINAL 22 OVAT NOVATO FIRE PROTECTION DISTRICT "FABLE OF CONTENTS j A. Statement of Qualifications........................................................................................................3 B. Detailed Presentation of Tasks.................................................................................................1 l C. Compensation Requirements ...................................................................................................15 1111. Contract Exceptions.................................................................................................................16 Em APPENDIX..............................................................................................................................17 Exhibit 1: Personnel resumes Exhibit 2: EMS Billing Process Flowchart; confidential and proprietary information � 'r u u I� � 2 - 25 uR �d auw� u i u � a a Pu P a au u l l c ir u OVAT NOVATO FIRE PROTECTION DISTRICT j a. Emergency Medical Services (EMS) Billing Department Firm Name: Novato Fire Protection District Site: Administration Building Address: 95 Rowland Way, Novato CA 94945 Telephone: 415-878-2690 Facsimile: 415-878-2660 b. Overview Background. The Novato Fire Protection District (District) is presided over by a Board of Directors which serves in staggered four-year terms and consists of five elected community members. The Board of Directors appoints the Fire Chief who is responsible for the day-to-day operations of the District, and who oversees all District Divisions, Operations, Administration, and Fire Loss Management. At present, the District facility consists of six sites; one administrative building and five fire stations as shown in the table below. TABLE 1: CURRENT FACILITY Site Address Administration Building 95 Rowland Way, Novato CA 94945 Fire Station 61 7025 Redwood Blvd., Novato CA 94945 Fire Station 62 450 Atherton Ave., Novato CA 94945 Fire Station 63 65 San Ramon Way, Novato CA 94945 Fire Station 64 319 Enfrente Rd., Novato CA 94949 Fire Station 65 5 Bolling Cir., Novato CA 94949 EMS Billing Services Once the District had established its own fully operational EMS Billing Services Division (Division) in 2005, it began to see increased revenue as a result of those efforts. The program became so successful that word began to circulate in the community and soon the District was entering into Joint Powers Agreements with other fire service agencies for outside assistance with their Ambulance and/or First Responder billing. Each agency utilizing these services has stated that they realized increased revenue of at least 25% beyond what their previous contracted billing services provider had been retrieving for them. They have also stated that their customer service needs were being met far better with our services than with their previous service provider. Over the past ten years, the Division has had an opportunity to fine tune its processes and procedures regarding many aspects of billing services, including, but not limited to, the following: Billing; receivables; debt collection; integration/support of client ePCR applications; production of itemized billing statements based on client data and fee schedules; detail-oriented research and follow up regarding PCR data; monthly reporting on uR� ���d ua�uaw�ll� u u 'ir u u � uu o o Ela a Pu o Eu P �I a Nau.a u o Il plilllluu c3 uo Eir u o E �o� 3 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j rr � rf r / current/delinquent accounts; payment posting; refund processing; quarterly analyses; in-service training; coordination of disputed claim; excellent communication with both internal and external customers. Even the Division's Cost Report was approved by the DHS and CMS as a template document for the GEMT program, and members of the Division have been sought after as a subject matter expert for presentations at events such as the International Association of Fire Chiefs Annual EMS Conference, Cal Fire Chiefs Association Annual Conference, and CFED West Annual Conference. The Division currently provides enhanced EMS Billing services to six fire service agencies in the Northern California area. c. Staffing EMS Billing Organizational Chart m ® m dda Contact Information District Liaison to District Alternate Ted Peterson Shannon Wager Battalion Chief EMS Billing Analyst 1petersonLnovatofire.org swa er ,novatofire.org 415.878.2690 415.878.2690 Hours of Operation Monday—Friday 8:OOam-5:OOpm (Pacific Time) EMS Billing Services 800 Number: 855.222.8848 C Ly of South Sain ��:ranc.isc.o ire I epaitmen I imIau.a a5ncc e I[3,H ng `^ev t e "-, 4 of Z5 OVAT NOVATO FIRE PROTECTION DISTRICT j Director of EMS: Battalion Chief Ted Peterson (one at 20%; this is a median value as involvement will range from 10%-80% depending on the stage of the project). See Appendix: Exhibit 1 Essential Functions Knowledge/Shills/Abilities Planning, organizing, budgeting and strategy of Excellent written and verbal skills with the EMS Billing Services Division while demonstrated experience in conveying detailed supporting the organizational priorities and policies and procedures; EMS System Delivery; values of the District; member of a high Ambulance Billing; EMS Education and performing Chief Officer team; model the Fire Training; Public Access Defibrillator Program; Chief's established mission, vision, goals and Wellness Fitness Initiative; Workers objectives; overall medical oversight, Compensation; Recruitment; Public Education; supervision, and performance evaluation; Hiring; Physical Resources; organizational recruitment program development; revenue vision; leadership; analysis; teamwork increase and grant applications (where possible); Minimum Position Qualifications instruction in EMS topics at annual fire service BA Business Administration; Paramedic (and other) conferences; oversight of ongoing Certification; EMT Certification; 10 years of intensive personnel training and experience with the fire service for 10 years; management/procurement of state of the art 10-15 years of managerial experience in equipment for enhanced District service to the emergency medical services community; ongoing oversight and management Preferred Position Qualifications of training and certification for EMS Billing MA Business Administration Services Division employees EMS Billing Manager: Shannon Wager (one at 70%). See Appendix: Exhibit 1 Essential Functions Knowledge/Shills/Abilities Manage up to seven (7)individuals and the Excellent written and verbal skills with billing system; reliable attendance is vital to the demonstrated experience in conveying detailed success of the division;participate in Quality policies and procedures; online payer systems Improvement activities including audits,peer such as, Medi-Cal, UGS (Medicare), and review and data collection activities;participate others; coding and compliance;policies and in continuing-education activities as student, procedures; MS Office—Basic to Intermediate instructor, and proctor; serve as a company Minimum Position Qualifications representative promoting positive customer High School diploma or GED equivalent; three relationships through proactive involvement in (3) years ambulance billing; managerial public business and community activities; follow experience; expertise with Medicare, Medi-Cal up on denials and appeals on claims when and commercial billing needed; serve as a resource for facilities having Preferred Position Qualifications questions about billing to federal funded Over three(3) years in hospital/ambulance agencies; ensure that all government guidelines billing; AA/AS in a related field and one year are being followed during the billing process; of experience in administrative analysis or serve as a mediator to resolve conflict within the operations or an equivalent combination of department and other duties as required/assigned education and experience; expertise in TriTech/tevixMD software; Certified Professional Coder(CPC) uR� ���d ua�uaw�ll� u u 'ir u u � uu o o Ela a Pu o Eu P �I a Nau.a u o Il plilllluu c uo Eir u o E �o� 5 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j Administrative Clerk: TBD/Agency* (one at 100%) Essential Functions Knowledge/Skills/Abilities Input EMS reports on the computer; prepare and Accounting principles and procedures, HIPAA mail ambulance bills to customers including guidelines and requirements, medical terms; gathering billing data; enter data on computer, correct English usage, arithmetic, general office review EMS reports and fee schedules to obtain practices; basic knowledge of MS Office billing amounts, and print billing notices; ability (Word, Excel) and use of computer equipment; to deal well with upset people; contact with other proper accounting procedures with regard to departments; furnish and obtain information; use ambulance billing payables and receivables of general office equipment; follow established Minimum Position Qualifications accounting policies and procedures; monitor High School Diploma or GED; at least six staff office area; straighten up area if needed; months of accounting, business or related provide back-up coverage and assist in daily training; one year of related work experience; office routine; takes Meeting minutes; monitor may substitute additional experience for and maintain staff office equipment/Orders office required education supplies; follow written and verbal instructions, Preferred Position Qualifications and other duties as assigned Medical coding certification, experience and skills Supervisor/Payment Poster: TBD/Agency* (one at 100%) Essential Functions Knowledge/Skills/Abilities Supervise five(5) EMS billing personnel Basic math skills; basic money handling skills; (Payment Poster 2, Collection Specialists 1 & 2, basic knowledge of the patient accounting Charge Clerks 1 & 2); review PCRs and PCS for system; familiarity with EOBs; analytical and accuracy and completion; receive payments from problem-solving skills; ability to type 45 the Cashier's representatives throughout the WPM; ten key by touch hospital, third party payer lockbox and mail Minimum Position Qualifications correspondence; accurately post payments and High School Diploma or GED; one to two adjustments to accounts in the patient accounting years health care business office experience or system on a daily basis (including unidentified related field required payments); research and respond by telephone and Preferred Position Qualifications in writing to patient inquiries regarding billing AA Business/Management; MS Office— issues and problems, and other duties as assigned Intermediate Level experience Payment Poster: TBD/Agency* (one at 100%) Essential Functions Knowledge/Skills/Abilities Receive payments; accurately post payments and Basic math skills; basic money handling skills; adjustments to accounts on a daily basis basic knowledge of the patient accounting (including unidentified payments); balance all system; familiarity with EOBs; analytical and payments and transactions on a daily basis; problem-solving skills; ability to type 45 process billings to patients and third party WPM; ten key by touch reimbursement claims; process patient statements, Minimum Position Qualifications key data,post transactions, and verify accuracy of High School Diploma or GED; one to two input to reports generated; resubmit claims as years medical billing & accounting experience necessary; uR� ���d ua�uaw�ll� u u 'ir u u � uu o o Ela a Pu o Eu P �I a Nau.a u o Il plilllluu c uo Eir u o E �o� 6 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j , Essential Functions, Cont'd Preferred Position Qualifications receive and receipt cash items and third party AA Accounting; MS Office—Intermediate level reimbursements;post and reconcile payments to experience patient ledgers; duties as assigned Charge Clerk: TBD/Agency* (two at 100% each) Essential Functions Knowledge/Skills/Abilities Bill all primary third party claims on the Effective written and verbal communication electronic billing system, or,print to paper if skills; knowledge of computer software appropriate, with necessary edits to ensure programs and use of basic office equipment; compliant billing practices; report any variances analytical and problem-solving skills; ten key in workload to the Supervisor; review claims for by touch required; type 45 WPM; current accuracy and completeness and provide medical terminology, medical documentation, documentation required for complete billing; CPT/HCPCS coding, hospital billing, and accurately document claim mail date to reflect insurance processing requirements;prior certified vs. overnight delivery (for manual experience with charge entry, charge and chart claims) on the collection audit trail of each auditing and other services in the hospital account to initiate follow-up process; identify setting is a plus; it is necessary to be a good recurring errors and corrections being made to problem solver, be detail oriented and possess claims and report these to the Supervisor; make the ability to multi-task is necessary recommendations to resolve problems; complete Minimum Position Qualifications all secondary billing and rebilling; ensure required High School Diploma or GED; one to two attachments, such as remittance advices or years' health care business office experience explanation of benefit forms, are appropriately or related field required; medical management attached, if required; assist staff members and computer applications patients in addressing patient inquiries or billing Preferred Position Qualifications inconsistencies; other duties as assigned Five years ambulance billing and medical terminology preferred; bilingual English/Spanish; coursework in health information management, medical coding, or health care operations is a plus; Collections Specialist: TBD/Agency* (two at 100% each) Essential Functions Knowledge/Skills/Abilities Perform telephone collections based on work files Working knowledge of insurances -PPO, assigned for self-pay accounts; verify and update EPOS, HMO, Medicare, Medi-Cal, Indemnity, patient demographics and insurance on existing Workers' Compensation; must possess patient accounts (if appropriate); file claims for excellent customer service and communication rebilling and follow-up with insurance companies; skills along with good math skills; ability to resolve inquiries, complaints and concerns read, understand and follow verbal and/or regarding charges/account discrepancies; track written instructions; strong ability to interact and communicate collection issues within the and communicate with people over the patient account using standard abbreviations; bill telephone, often in stressful situations; medical appropriate insurance companies using electronic insurance claims procedures and and paper claim forms; make adjustments to documentation; type 40-50 WPM, accounts as necessary; � 'r u u l l � l of 25 uR �d auw� u i u � a a P a au u l lu c ir u OVAT NOVATO FIRE PROTECTION DISTRICT j , Essential Functions, Cont'd Knowledge/Shills/Abilities, Cont'd prepare lists of delinquent accounts for collection; possess computer skills: Internet Explorer, receive and handle telephone calls and walk-in Microsoft Outlook, Microsoft Word and public; compile information; prepare reports; Microsoft Excel; ability to navigate Health work bankruptcy accounts when applicable; file Plan websites; working knowledge of paperwork and monitor payment for deceased computerized registration, billing and patients with the patient's estate;prepare patient collection procedures; familiarity with ICD-9 refunds and adjustment requests, when applicable; and CPT coding prepare charge correction paperwork for account Additional Requirements charges/billing discrepancies, as needed; Excellent attendance record; work at additional tasks as assigned by maintaining a cooperative working supervisor/manager. relationship with staff and clinical departments; maintains organizational, employee and patient confidentiality at all times. Minimum Position Qualifications High School Diploma or GED; two to three years medical group practice or hospital billing and/or collection experience required The following apply to all applicable positions: Aye-Related Competencies: Human development knowledge/skills-ability to work with patients of all ages and provide an explanation of payer benefits; Age-specific patient needs that employee is required to understand and meet-patient may require voice elevation, repetitive information and require understanding Information Management: Treat all information and data within the scope of the position with appropriate confidentiality and security; respect the dignity, confidentiality and privacy of patients Risk Management: Cooperates fully in all risk management activities and investigations * These individuals will be sourced using a nationally recognized service provider (Agency) which specializes in providing temporary medical billing personnel for both short and long-term contracts. Individual requirements will be based on the scope of services for each position as noted above. The Agency will provide personnel with certifications and qualifications equivalent to our current EMS billing personnel; Agency employees are already trained and certified to current EMS billing practices and procedures. This eliminates the need for any District training prior to beginning of the contract with the District. District EMS Billing personnel will provide training specific to the use of our current EMS billing software. This training will be done "on the job" after the beginning of the contract with the District. D; y of South Sain I�'ir ndsco )epai tirn en L� II"Iflbu.d a9nce Seiirvuzce I�acto r 8 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j rr rr r rr d. Relevant Experience: Ambulance Billing/Collection Reporting/Analytical Services In May 2005, the District created its own in-house ambulance billing division, under the direction of the Emergency Medical Services Director, Battalion Chief Ted Peterson. The ambulance billing division bills insurance companies, government medical coverage plans, and/or patients for ambulance transport, advanced life support and basic life support services. The rates that the District collects are federally regulated and adopted by the District's Board of Directors. In August of 2010, the District delivered a presentation on first responder billing to the Sacramento Metropolitan Fire Protection District (Sac Metro). That fire agency implemented the recommended District strategies and realized a six million dollar ($6,000,000)increase in ambulance revenue for fiscal year 2011/2012. To date, seven (7) fire service agencies have entered into a Joint Powers Agreement (JPA)with the District to collect their ambulance funds and for the past ten (10) years, the District has demonstrated that its ability to focus on process, and ability to structure rates has led to an increase in revenue of at least 25% for each fire service agency to which it has provided EMS Billing Services. For the past ten years the District has been successfully providing billing services for its own EMS Division as well as for those of other fire service agencies. As such, the District has gained a competitive edge in the business of EMS billing services with strategically priced bill rates, honed skills in conducting the billing process, and the provision of excellent customer service to its current fire service agency clientele. It will continue to utilize its current EMS Billing policies, procedures and strategies which have proven to be effective and successful. In addition, the District maintains awareness of emerging trends regarding State and Federal reimbursement opportunities via daily newsletters, as well as webinars, seminars and conferences. The District has the unique experience of being one of only two fire agencies that have negotiated with both the State Department of Health Care Services and the Federal Centers for Medicare/Medicaid Services on items of reimbursement to fire service agencies. With a strong focus on attention to detail, excellent communication skills, and ongoing maintenance of experienced billing staff, the team dedicated to the District for EMS Billing Services will become a strong resource for the District's management team. D; y of South Sain I�'ir ndsco )o pai tirn en L� IIrnbu. aonc e S eiivv ces I ago� 9 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j rr rr r rr d. Relevant Experience: Ambulance Billing/Collection Reporting/Analytical Services References Client Name: Corte Madera Fire Department Address: 342 Tamalpais Drive, Corte Madera, CA 94925 Contact Information: Roger Sprehn, Fire Chief 415-927-5197 /rsprehna,tcmmail.om To/From: 2007 -Present Service Type; Size: Ambulance; 1200 transport All Service Deadlines Met: Yes Gross Collection Rates: 45.55% Net Collection Rates: 93.39% Extras Added After the Contract: None Client Name: City of Albany Fire Department Address: 1000 San Pablo Ave, Albany, CA 94706 Contact Information: Lance Calkins, Fire Chief 510-528-5770 /lcalkinsa,alban cog To/From: 2008 -Present Service Type; Size: Ambulance/First Responder; 1200 transport All Service Deadlines Met: Yes Gross Collection Rates: 40.30% Net Collection Rates: 88.21% Extras Added After the Contract: None Client Name: City of Sanger Fire Department Address: 17007 1h Street, Sanger, CA 93657 Contact Information: Greg Tarascou, Fire Chief 559-875-6568 / ue�zta,ci.sanzer.ca.us To/From: 2014 -Present Service Type; Size: Ambulance/First Responder; 2400 transports All Service Deadlines Met: Yes Gross Collection Rates: 23.32% Net Collection Rates: 69.32% Extras Added After the Contract: None Client Name: Kingsburg Fire Department Address: 1460 Marion Ave, Kingsburg, CA 93631 Contact Information: Tim Ray, Fire Chief 559-897-6531/ FireChiefa.cityofkin s �z-ca.gov To/From: 2015 -Present Service Type; Size: Ambulance/First Responder; 1500 transports All Service Deadlines Met: Yes Gross Collection Rates: 44.97% Net Collection Rates: 92.53% Extras Added After the Contract: None D; y of South Sain I�'ir ndsco )epai tirn en L� II"dm.Vlnce I[pl'lllhng Seiirvuzce ge 1I of 25 OVAT NOVATO FIRE PROTECTION DISTRICT B DETAILED PRESENTATION OF TASKS* j The Novato Fire Protection District (District) exists to care for, protect and serve its communities. This is its Mission Statement and the philosophy that governs its actions. The California fire service is one of the communities it belongs to, and serves; as a result, the District's EMS Billing Services Division is always interested in assisting other fellow fire agencies to maximize revenues and provide excellent customer service without losing sight of the fact that the patients served are people, not numbers on a page. The City's requirements will be translated into a"complete and accurate design document" with the creation of a Standard Operating Procedures Manual specific to the City's project needs and goals; the final product will include the required scope of services as identified in the RFP document, as well as any other requirements discussed during the contractual negotiation process. EMS Billing Services Process (Proprietary and Confidential) A flowchart outlining the District's EMS Billing Services process may be found in the Appendix, Exhibit 2; note that this information is not to be copied and/or distributed for any reason. Account Write Off Procedure (Proprietary and Confidential) 1. District identifies accounts with no activity for 90 days i.e. returned mail, Patient or Insurance stopped making payments 2. District sends list to City to identify accounts to be placed elsewhere i.e. Collection Agency, County 3. City sends account list to District which identifies what account goes where (2-week turnaround) 4. District will forward all accounts that are deemed to go to the Collection Agency 5. District will note all other accounts as written off as bad debt in the billing system 6. Collection Agency will send list back to District which they can identify and District will verify balance owed 7. District will write off all Collection Agency accounts in the billing system Records Maintenance 1. Files The District maintains EMS Billing Services files using electronic and paper storage both on- and off-site. 2. Record Retention The District retains EMS Billing Services records for seven (7) years. None. uR� ���d ua�uaw�ll� u u 'ir u u � uu o o Ela a Pu o Eu P �I a Nau.a u o Il plilllluu c uo Eir u o E ge II I of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j The District would require the City to complete the Medicare packet; assist with connection of EPCR to District office, set up a lockbox account and assist with introductions to local hospital IT staff. Identify the accounts to be written off, sent to collections and process refund requests within 30 days of notice. The EMS Billing Manager is a Certified Ambulance Compliance Officer (CACO) by the National Academy of Ambulance Coding (NAAC). All ambulance billers are Certified Ambulance Coders (CAC) by NAAC as well. The EMS Billing Manager and Team Leads conduct audits of the coders to assure compliance to National standards. In addition, the District is audited on an annual basis by an independent outside agency; during the external audit the EMS Billing division participates. Of note it has received a CAFR award for the past seven (7)years. All audits would be open to the City; the District will partner with the City to make adjustments over the life of the agreement in order to maximize revenue for the City. The Novato Fire Protection District offers medical billing services only to Fire Agencies and does so at cost. The District process is not computer driven solely as some vendors are. The EPCRs are individually read by our subject matter experts to be sure to maximize and capture every procedure available. The City should not lose revenue because a Firefighter Paramedic forgot to check a box. The District truly looks at medical billing for Fire Agencies as a service we provide in the same manner as we look at mutual aid for fire suppression. We have developed an expertise and are willing to share the resources within the Fire community. The District is the recognized subject matter expert on the Ground Emergency Medical Transportation (GEMT) Program and has use both Certified Public Expenditures (CPE) and Intergovernmental Transfer (IGT) Programs to capture revenue for the Fire Service. The District is the only Consultant/Firm that negotiated with the California Department of Healthcare Services (DHCS), the Federal Centers for Medicare and Medicaid Services (CMS) as well as created legislation, lobbied at the State Capital, testified for legislation all to gain access to Federal monies for the California Fire Service. The District taught the classes throughout California during the role out of the GEMT Program. The District engages the Incident Command System (ICS) to manage enhanced and expanded EMS billing services. Utilization of this process for large scale projects has enabled the District to set industry standards in efficacy due to its implementation for project management. Using the ICS, separation of duties/tasks by subject matter expert, i.e. Payment Poster, Collections Specialist, Charge Clerk, Supervisor, etc. allows for the strategic completion of each part of the � 'r u u pi l l ge II2 of 25 uR �d auw� u i u � a a Pu P a au l l lu c ir u OVAT NOVATO FIRE PROTECTION DISTRICT j process. This allows the Manager and Director to step in only when needed should a routine issue require escalation to a higher level of authority and provides these individuals with more time for oversight and management of the project. The system is designed to review all needs of a project, with clear authority, tight controls and responsibilities, and specific timelines. For example, use of the ICS facilitated the District's ability to complete the accreditation process in nine (9) months; a task which usually takes at least two (2) years for other agencies. The software program used by the District offers the ability to run many types of reports in a standard format. All requirements listed in the Scope of Services, Item 2. a. through m. with the exception of 1. (Meeting Attendance; see below) are standard to most, if not all, billing software programs. The District can offer customization of certain reports in-house and always has the option to order a customized report directly from the software program vendor. Meeting Attendance The District is a recognized leader in medical billing within the Fire Service and as such will assign a subject matter expert to attend all meetings with the City. iaa ii i o ii iii o 0 o is The District retains all records for a minimum of the required seven (7) years. They are kept on site and digitally in the `cloud' in two separate locations. The onsite materials are digitized and copies kept in an offsite location. A. The District asks for a 90-day window to migrate all billing and collection services. The cutover time allows also the ePCR to be mapped to our billing software. District recommends to the City to select a date to cutover and all new bills created from that date moving forward be sent to District. The current Consultant would retain all accounts prior to that date and be expected to work those accounts for 90 days. B. During the 90 days District would assist the City in completing a new Medicare packet which is needed any time billing companies are switched. The plan would be as stated in Item 8 above but reversed. The District has a good track record, up and down the state, of analyzing a Fire Agency's data and finding ways to be more efficient and to maximize revenue. Although software can run reports, it is more important to understand the `why' of an issue in order to change behaviors. The District understands the Fire Service culture because we live it on a daily basis. After analyzing and uR� ���d ua�uaw�ll� u u 'ir u u � uu o o Ela a Pu o Eu P �I a Nau.a u o Il plilllluu c3 uo Eir u o E ge II 3 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j trending data we can see what changes can be made to the documentation process from the field and can, and do, come out and conduct training to the Firefighters as to the `why' this piece of data is important to them. We know that once the Firefighters understand or see the `why' compliance or behavior change comes much easier. *Proposal document missing Item 3 (l,2,4,5,6,7,8,9,10, 11); sections renumbered accordingly (l,2,3,4,5,6,7,8,9,10) Do y of South Sain I�'ir nd sco )o pai tirn en L� IIrnbu. a5nc e �ueiivv c E ge II 4 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT C Compensation Requirements j Per the RFP submittal requirements, reference separate, sealed envelope plainly marked "Compensation Proposal for Ambulance Billing Services". uR� ���d ua�uaw�ll� u u 'ir u u � uu o o Ela a Pu o Eu P �I a Nau.a u o Il plilllluu c uo Eir u o E ge II 5 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT D Contract Exceptions j None at this time � 'r u pi l l ge II6 of 25 uR �d auw� u i u � a a P P a au u l l lu c ir u OVAT NOVATO FIRE PROTECTION DISTRICT j E Appendix - Exhibit 1: Personnel resumes - Exhibit 2: EMS Billing Process Flowchart; proprietary District information � 'r u i u ge II l of 25 uR �d auw� u i u � a a Pu P a au u l l c ir u OVAT NOVATO FIRE PROTECTION DISTRICT j EXHIBIT 1 : Personnel Resumes Dty of South Sain I�'ir� iinds o )epaii Pu romL� Iiirnbu a9iince I[�pl,llllouncy Seiir�vuzce ge II 8 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j RESUME Ted Peterson Battalion Chief Novato Fire Protection District(2003-Present) Director of Emergency Medical Services (EMS) Director of EMS Summary I am responsible for the planning, organizing, budgeting and strategy of the EMS Division while supporting the organizational priorities and values. As a member of a high performing Chief Officer team I model the Fire Chief's established mission, vision, goals and objectives. My main areas of responsibility where I hold overall medical oversight, supervision, and performance evaluation are as follows: - Ambulance Billing - EMS Education and Training - EMS System Delivery - Hiring - Physical Resources - Public Access Defibrillator Program - Public Education - Recruitment - Wellness Fitness Initiative - Workers Compensation The Novato Fire Protection District (NFPD) is an Internationally Accredited Agency by the Centers for Public Safety Excellence. The following are some of the aspects concerning the NFPD, - An annual budget of $30 million dollars with $13 million in reserves and is responsible for the life safety of 76,731 citizens over 72 square miles; an ethnically diverse community with a population that includes 4.60% Asian, 7.3% Hispanic, 2.7% African-American, 4% American Indian, and 84.9% Caucasian residents - 86 paid firefighters, paramedic/firefighters, civilians and sworn personnel in the Fire Loss Management Division - Other Employees; executive assistant, public information officer, a part time physician, human resource manager, IT analyst, and other non-sworn clerical and billing personnel - Operates five (5) Fire Stations capable of responding 5 Engine Companies, 3 Wildland Engines, 1 Truck Company, 1 Rescue Unit, 1 Hazardous Materials Unit, USAR Team and 3 All Risk Command Vehicles - Responds to approximately 4,800 emergency incidents annually; approximately 75% of these alarms are EMS in nature - Offers the community an engine-based ALS service from all five of our fire management zones along with ALS transportation D; y of South Sain I�'ir ndsco )epai tirn en L� IIrnbu laoince I[pl'lllhng Seiirvuzce ge 1I of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j Development of an EMS system which is supported by intensive training and the purchase of state of the art equipment; this has produced an environment were 60% of a certain type of cardiac arrests patients are brought to the hospital with pulses returned. Professional Background I have been in the fire service for 10 years; eight of which I have proudly been serving as Battalion Chief, Director of EMS. My strengths are in organizational vision, leadership, analysis, teamwork and seeking opportunities for partnership. I developed a recruitment program that when implemented increased the number of perspective employees applying to the NFPD 1000 percent. I am responsible for the Ambulance Billing Division that, since its inception in 2005, has increased ambulance revenue to the NFPD by $2.5 million dollars. The NFPD now offers billing services to six other fire departments who have all realized an increase in revenue. While responsible for Workers Compensation I put into place practices and actions that decreased the District's cost by $300,000.00. I co-authored a grant to the California Community College Chancellors' Office that was funded to create the first Paramedic to RN Bridge Program in California. I have presented classes on EMS Leadership, Workers Compensation, Ambulance Billing and Budgeting at both the California Fire Chief s Association and the International Association of Fire Chief s EMS Section Conferences. I have 20 years in the private sector, before joining the Fire Service, of EMS education and patient care. I held many positions with overall medical oversight of system performance evaluation, personnel performance evaluation, mentorship, recruitment and retention, new business development, supervision, management and ownership of two companies. EXPERIENCE Battalion Chief, Director of EMS, Novato Fire Protection District, (2003-present) EMS Educator/CQI Coordinator, Novato Fire Protection District, (2001-2003) Emergency Medical Services Specialist— Counties of Sacramento and Marin (2001) Vice President— CE3000.COM, Inc. 1999-2009 Vice President— Samaritan Training Center, Inc. (1996-1999) Program Director—Napa Valley College, EMS Program (2005-2010) Instructor—College of Marin (2005-present) Instructor—Napa Valley College(1988-present) Operations Supervisor/Paramedic—Piner Napa Ambulance Service(1980-1998) EDUCATION Bachelor of Arts, Business Administration, California Coast University, 2007 Paramedic Certification, Stanford University, 1984 EMT Certification, Napa Valley College, 1980 HONORS Novato Fire Protection District, Award of Excellence, 2010 Novato Fire Protection District, Award of Excellence, 2009 American Red Cross, Real Heroes Award, Education, 2009 Do of South Sain I�'ir nd sco )o pai tirn en L� IIrnbu lalinc e �ueiivv c E ge 20 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j HONORS Cont'd Piner Ambulance Employee of the Year, 1993 California Emergency Medical Services Employee of the Year, 1991 TRAINING, CERTIFICATES, MEMBERSHIPS Executive Board Member, California Fire Chiefs Association, EMS Section Member, Title 13 Taskforce, California EMS Authority Member, California State Trauma Advisory Committee Member, International Association of Fire Chiefs Member, American Ambulance Association Member, California Ambulance Association Member, National Association of EMS Educators Member, Marin County EMS System Committees: policy and procedure, trauma advisory, data taskforce, EMS Forum, CQI, STEMI California State Licensed Emergency Medical Technician—Paramedic Advanced Leadership Issues in Emergency Medical Services S404-Safety Officer Fire Management 2-1) FEMA EMI ICS 100, 200, 300 Introduction to Emergency Management Earthquake Pediatric Advanced Life Support Provider and Instructor Advanced Cardiac Life Support Provider and Instructor EMT 1 Certified Instructor, Napa Valley College and College of Marin � 'r u Ambulance a i u ge 2 II of 25 uR �d auw� u i u � a a Pu P l l c ir u OVAT NOVATO FIRE PROTECTION DISTRICT j RESUME Shannon Wager WORK EXPERIENCE: May 2005 to Present EMS BILLING SPECIALIST Novato Fire Protection District, Novato, California Duties: Responsible for 2 temporary employees; overseeing and/or completing all Ambulance billing for five fire agencies, medical collections, accounts receivable, medical records, refunds, customer service, monthly reports to the board, Medicare packets, HIPPA, internal auditing and mailing of claims and statements. July 2003 to May 2005 ACCT/ADMIN CLERK III Novato Fire Protection District, Novato, California Duties: Responsible for all parts of accounts payable,payroll, and monthly cash disbursements reports to the board. May 2002 to July 2003 TEAM LEADER Marin Medical Practice Concepts, Novato, California Duties: Responsible for 7 employees, 12 clients, and all aspects of medical billing for primary care. April 1998 to October 2002 MEDICAL 'BILLING AN OFFICE MANAGER Santa Rosa Medical Group, Santa Rosa, California Duties: Responsible-for all medical billing, medical collections, accounts payable, accounts receivable, medical records, and office operations. February 1996 to May 2000 ER TECH Petaluma Valley Hospital, Petaluma, California Duties: Responsible-for stocking, cleaning patient beds and areas, answering phones,putting orders in the computer, doing patient assessments, and working with the public. EDUCATION: - Ambulance Coding Recertification: 2010, 2011, 2012, 2013 and 2014; National Academy of Ambulance Coding - Ambulance Coding Certification: 2009, National Academy of Ambulance Coding - Medical Assisting- Coding and Reimbursement Certification: 2008, Santa Rosa Junior College, Santa Rosa, California - Associates Degree in Art and Science, 2000, Santa Rosa Junior College, Santa Rosa, California - High School Diploma, 1994, Ursuline High School, Santa Rosa, California. � 'r u Ambulance a i u ge 22 of 25 uR �d auw� u i u � a a Pu P l l c ir u OVAT NOVATO FIRE PROTECTION DISTRICT j RESUME Cont'd Shannon Wager AREAS OF KNOWLEDGE: Medical Billing; Phones; Organizing; Accounts Payable; Accounts Receivable; Collections; Payroll; Deposits; Filing; Scheduling; Office Operations; CPR; First Aid; Spread Sheets REFRENCES: Available upon request � 'r u Ambulance a i u ge 23 of 25 uR �d auw� u i u � a a Pu P l l 3 ir u OVAT NOVATO FIRE PROTECTION DISTRICT j EXHIBIT 2: EMS Billing Process Dty of South Sain I�'ir� ndsco )epai tirn en L� IIrnbu la5nce I[�pl,lllhng Seiir�vuzce ge 24 of 25 OVAT NOVATO FIRE PROTECTION DISTRICT j EMS Billing Process CONFIDENTIAL INFORMATION Receipt of PCR from Client Missing data Yes No Yes Resolved purl, � url, No No Payment Yes Resolved No 11uu � I III � City of South Sain ��:ranc.Isc.o Ire I epaitmen I imIau.a46unc.e II3,IIIIng `^ev t e "age Z5 of Z) i aiu . Staff Report - Exhibit D VA NOVATO FIRE PROTECTION DISTRICT EMS Ambulance Billing Services RFP SUBMITTAL SAW F'"J� r +' ,o "y7rr 'Swu %'� w FIRE REQUEST FOR PROPOSAL (RFP) EMS Ambulance Billing Services City of South San Francisco Fire Department Administration Attn: Management Analyst, Bertha Aguilar Compensation Proposal For Ambulance Billing Services DISTRICT COPY 47 OVAT NOVATO FIRE PROTECTION DISTRICT Fee Options Initial 1St Renewal 2nd Renewal A or B Term Term Term (2 Years) (2 Years) (2 Years) A. Percent Percentage of Actual Collected Revenue 4.6% 4.6% 4.6% B. Flat Rate Per Call Fee for Transport $18.00 $18.00 Up to $19.80 Per Call Fee for Treat and No Transport $18.00 $18.00 Up to $19.80 48 D; y of Souadlh Sain I�'ir ndsco )epai Pornen IIrrrNm ll nc e I[pl,lllhng Seiirvuc e cge II of Il EXHIBIT E AMBULANCE SERVICES COST BREAKDOWN Q l - Q3 Q4 Total ADPI $52,303 $18,919 $25,000 $2,625 $98 847 ........ ......... ......... ......... ......... ......... ......... ......... ......... ......... ..... ..... ..... NFPD* $0 $21,024 $75,600 $56,700 $171,792 Successor** $0 $0 $0 $18,900 $18,900 ......... ......... ......... ......... Lockbox*** $0 $5,225 $8,900 $8,900 $23,025 Subtotal $52,303 $45,168 $109,500 $87,125 Grand Total $97,471 $109,500 $87,125 $294,096 * 1168 transports estimated for Q4. FY 16-17 and 17-18 calculation based on 4,200 transports per fiscal year.- ** Funding allocated to ensure continuity into next contract. *** Includes initial setup fee in Q4 for lockbox. 49 government Code Section 54957.5 SB 343 Agenda 01.27.16 Item 9 4 [ EVISED RESOLUTION NO. CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION APPROVING AN AMBULANCE BILLING SERVICES AGREEMENT AND A LOCKBOX SERVICES AGREEMENT; AND AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMBULANCE BILLING SERVICES AGREEMENT WITH NOVATO FIRE PROTECTION DISTRICT AND A LOCKBOX SERVICES AGREEMENT WITH THE CITY'S CURRENT BANKING SERVICES PROVIDER WELLS FARGO BANK, FOR A COMBINED TOTAL NOT TO EXCEED $294,096 FOR FISCAL YEARS FY2015-16, FY2016-17 AND FY2017-18; A!SJ_ 11JNQ ..N.............Q............. -r1J­E__- 015­16 0PERAT1PQBL)QQE`1' 1N THE AMQ .J 'T0Y F'- S97,4'.71 WHEREAS, the South San Francisco Fire Department (SSFFD) has been operating its own ambulance service since the early 1970's, and first employed paramedics in 1975; and WHEREAS, beginning in 1995, in order to accommodate increasing ambulance service volume and regulatory complexity, pursuant to Resolution 119-95 the City Council authorized an agreement with a third-party ambulance billing contractor; and WHEREAS, on September 18, 2015, SSFFD issued an ambulance billing Request for Proposal (RFP) through regular mail service and posted in the bids and RFP page of the South San Francisco website; and WHEREAS, eight responsive proposals were received by the final filing date of October 16, 2015, and reviewed within the fire department; and three of the most promising proposals were forwarded to the South San Francisco Information Technology Department for their technical review and feedback; and WHEREAS, the proposals were evaluated on the following: responsiveness of the proposal related to the scope of work; quality, quantity and relevance of consultant's experience and creativity; four references with at least one being a municipal reference; staff qualifications; fees proposed for services to be performed; and additional information as determined by the proposer; and WHEREAS, after review of three most promising proposers' presentation materials during their interviews and after conducting additional research, staff recommends Novato Fire Protection District (NFPD) to provide the City with ambulance billing services; and WHEREAS, NFPD has provided billing services for themselves and seven other California fire agencies for ten years; and applies fire-agency oriented processes to maximize ambulance transport revenues, and 1 REVISE'D WHEREAS, NFPD is familiar with reimbursement programs at the State and Federal level that, as a public agency, can benefit South San Francisco; NFPD staff is recognized as subject matter experts on the advancement of reimbursement programs such as the Ground Emergency Medical Transportation Program (GEMT), and WHEREAS, NFPD conducts billing operations similar to other billing providers with the standard 30, 60, and 90 day notices; NFPD is prepared to recommend other collection strategies such as additional notices, and outsourcing the collection of aged accounts to a third party collection agency which can be defined by Council direction, and WHEREAS, the cost of ambulance billing services as proposed by NFPD would be a flat rate of$18 per patient transport; and WHEREAS, staff recommends entering into a two year contract with NFPD; WHEREAS, staff expects to initiate transfer of Patient Care Reports (PCR) to NFPD's billing system beginning on April 1, 2016; and WHEREAS, staff recommends that the City continue its current relationship with Advanced Data Processing Incorporated (ADPI) to allow for a smooth transition to a new billing contractor and continue revenue collection activities for the PCBs currently in their billing queue; and WHEREAS, staff also recornmends, that the City's Finance Director obtain a lockbox with the City's current banking services provider; and WHEREAS, fikiii-f4ig 4bi 12 staff recor'ninends' the FY 15-16 ())crating Byd&pt in thq� aniount of$9'. nued billing activity 7 4-71 for conti --j 2= = : � -- by ADPI, transmittal of all PCRs to NFPD starting on April 1, and setup of a lockbox; and WHEREAS, funding for FY 16-17 is anticipated at an amount of$109,500: which will pay for continued collection activity prior to April 1, 2016 by ADPI, monthly dues for use of a lockbox and full billing and revenue collection activities by NFPD; and WHEREAS, funding needs for FY 17-18 will be $87,125, which will close the ADPI collection cycle, and be the second contract year with NFPD as well as continued lockbox monthly service fees. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of South San Francisco hereby takes the following actions: 1. Authorizes the City Manager to enter into a two year ambulance billing services agreement with Novato Fire Protection District (NFPD) at a cost of $18 per transport, subject to approval as to form by the City Attorney. 2 REVISED 2. Authorizes the Finance Director to engage lockbox services with the City's current banking services provider Wells Fargo Bank. 3. Authorizes the expense of a combined total of $294,096 over the life of the ambulance billing contract for services with NFPD, setup and monthly fees of banking lockbox and a continued relationship with ADPI. 4� AuAhorizes a In, , amendment to the 11Y 15-b6 g D�qdgLt. _in tjap agioupt of b ADEL t E9714,'L] tg provide ffi r continued bill _8_acti -y— jiqnsrni tal of all PCRs to NFPfsU lin ).ckb�ox with 'Wells �L`Lkrj�,Aj Ban -,jx—g ---------- ------------- 5, Authorizes the City Manager to take any other related actions consistent with the intent of this Resolution. I hereby certify that the foregoing Resolution was introduced and adopted by the City Council of the City of South San Francisco at a special meeting held on the 27th day of January, 2016 by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: City Clerk 2597174.1 3 s 14 Staff ReVort DATE: January 27, 2016 TO-, Mayor, Vice Mayor, and Councilmembers FROM: Brian McMinn, Director of Public Works/City Engineer SUBJECT: A RESOLUTION APPROVING AN AMENDMENT TO AN EXISTING CONSULTING SERVICES AGREEMENT WITH CAROLLO ENGINEERS OF WALNUT CREEK,CALIFORNIA FOR ENGINEERING SERVICES FOR THE WATER QUALITY CONTROL PLANT DIGESTER DESIGN PROJECT IN AN AMOUNT NOT TO EXCEED $319,814 RECOMMENDATION It is recommended that the City Council adopt a resolution approving an amendment to an existing consulting services agreement with Carollo Engineers of Walnut Creek,California for engineering services for the Water Quality Control Plant (WQCP) Digester Design Project ("Project") in an amount not to exceed $319,814. BACKGROUND/DIS CU S SION At the City Council meeting of July 23,2014,Carollo Engineers was awarded a consulting services agreement for the design of major improvements at the South San Francisco/San Bruno Water Quality Control Plant(WQCP). During the design, staff identified several important improvements that were not included in the original design agreement. Some unforeseen design difficulties also arose. These items are summarized below. • Design of access bridges and staircases on the new and upgraded digester structures. • Evaluation of boiler alternatives., including installation options, due to the existing boiler being a discontinued model. • Replacement of the existing corroded shelter structure over gas pumping equipment. Flow to existing gas flare is restricted. Evaluate the condition of the existing pipe; design an upgrade or replacement of the pipe. • Provide additional assistance in making arrangements for State Revolving Fund financing due to expiration of the original application and conformance to updated State requirements. • Prepare and submit revised Local Limits Evaluation Report to the Regional Water Quality Control Board for permit compliance. 0 Expand corrosion evaluation to include all pump stations. Additionally, staff became aware of a relatively new technology that allows for processing of a greater amount of waste using fewer digester tanks. Installation of this system at the WQCP will result in the following benefits: Staff Report Subject: A RESOLUTION APPROVING AN AMENDMENT TO AN EXISTING CONSULTING SERVICES AGREEMENT WITH CAROLLO ENGINEERS OF WALNUT CREEK,CALIFORNIA FOR ENGINEERING SERVICES FOR THE WATER QUALITY CONTROL PLANT DIGESTER DESIGN PROJECT IN AN AMOUNT NOT TO EXCEED $319,814 Page 2 of 3 0 Instead of rebuilding two digester tanks per the existing design, only one new tank would be necessary. This would result in an estimated capital cost savings of at least$3,000,000 and annual operational savings of over $100,000/year. 0 This capital cost savings would go toward installation of a gas scrubbing system for natural gas produced by the digesters and burned as fuel in the on-site electrical generator. By burning cleaner fuel, the City would save approximately S120,000/year in energy costs. Maintenance costs of the generator engine would also decrease by approximately $30,000/year. 0 Increased digestion capacity resulting from the new technology would allow the WQCP to accept food waste in the future. The additional.natural gas produced from food waste could allow the WQCP to satisfy all of its energy needs, and end its reliance on PG&E. FUNDING Approval of this Amendment would increase the existing consulting services agreement not-to- exceed amount as shown below. Existing Agreement Not-to-Exceed Amount $ 1,171,799 Pm posed Amendment I Amount $ 319,814 Total Proposed Not-to,-Exceed Agreement Amount $ 1,491,613 When City Council first approved the original consulting services agreenient during the July 23,2014 meeting, a contingency budget of$5 8,590 was also approved.This amount will remain unchanged as a result of this amendment, and will continue to be available for unforeseen expenses. Examples of possible unforeseen expenses include additional evaluation of available technologies and adjusting the design to incorporate new components if exact replacements are no longer on the market or perfom.iing additional structural investigation on existing structures. This consulting agreement amendment will enable the consultant to complete tasks necessary for WQCP improvements, and to enter a new pre-design phase to determine how best to implement the new digester and gas scrubbing technology. Sufficient unencumbered funding is available in the project budget for this proposed amendment. CONCLUSION Staff recommends approval of the amendment to this existing consulting services agreement with Carollo Engineers in order to allow the design effort, including extra work items, to proceed to completion. The additional design would help the WQCP to save electrical and operational costs. Staff Report Subject: A RESOLUTION APPROVING AN AMENDMENT TO AN EXISTING CONSULTING SERVICES AGREEMENT WITH CAROLLO ENGINEERS OF WALNUT CREEK, CALIFORNIA FOR ENGINEERING SERVICES FOR THE WATER QLJALITY CONTROL PLANT DIGESTER DESIGN PROJECT IN AN AMOUNT NOT TO EXCEED $319,814 Page 3 of 3 By: Approved: Brian McMinn ike Futrell/ Director of Public Works/City Engineer City Manadei Attachments: Resolution Carollo Engineers Amendment I Scope of Services (Exhibit A) Carollo Engineers Amendment I Budget (Exhibit B) July 23, 2014 Staff Report PowerPoint Presentation ce/sb RESOLUTION NO. CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION AMENDING AN EXISTING CONSULTING SERVICES AGREEMENT WITH CAROLLO ENGINEERS FOR THE WATER QUALITY CONTROL PLANT DIGESTER DESIGN PROJECT IN AN AMOUNT NOT TO EXCEED $319,814 WHEREAS, on July 23, 2014, the City Council awarded a consulting services agreement to Carollo Engineers of Walnut Creek, California (Consultant) for design of major improvements at the South San Francisco/San Bruno Water Quality Control Plant (WQCP) in the amount of$1,171,799; and WHEREAS, the Consultant has performed satisfactorily in completing the design to the 90% level; and WHEREAS, several unforeseen technical difficulties arose during the course of the design which have necessitated extra effort for their resolution; and WHEREAS, in August of 2015, staff becarne aware of a new technology that can greatly increase the efficiency of' the Water Quality Control Plant (WQCP), such that some features of the original design need not be built, at an estimated capital cost savings of at least $3,0,00,000 and operational savings of at least $100,000 per year; and WHEREAS, the capital cost savings can be invested in equipment that cleans the natural gas produced by the WQCP, such that the plant's generator can produce more electricity, resulting in energy and maintenance savings of approximately $150,000 per year; and WHEREAS, the new technology will allow the WQCP to accept and process food waste in the future, such that the plant would no longer rely on PG&E for electrical power; and WHEREAS, in view of the very significant present and future cost savings from the new technology and gas cleaning equipment, and in consideration of the City's goal of decreasing its carbon footprint in a cost effective manner, staff has determined that a partial redesign of the WQCP is worthwhile; and WHEREAS, in order to resolve technical difficulties in the current design, and to detennine the best way to adopt the new technology, additional engineering services from the Consultant are needed; and WHEREAS, to allow this work to proceed, staff recommends approving an amendment to the existing consultant agreement with Carollo Engineers for the WQCP Digester Design Project in an amount not to exceed $319,814; and -I- WHEREAS, funding for the Project is ]included in the City of South San Francisco Capital Improvements Program ("CIP") and sufficient funds are available to cover the amendment cast. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of South San Francisco that the City Council hereby authorizes the amendment of the existing consulting services agreement with Carollo Engineers of Walnut Creek, California in an amount not to exceed $319,814. BE IT FURTHER RESOLVED that the City Council of the City of South San Francisco hereby authorizes the City Manager to execute an amendment to the consulting services agreement on. behalf of the City upon timely submission of Carollo"s signed contract amendment and all other required documents, subject to approval as to form by the City Attorney. I hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of South San Francisco at a meeting held on the day of 2016 by the following vote: AYES:. NOES: ABSTAIN: ABSENT: ATTEST: City Clerk -2- .......... Repoft Exliibit A ATTACHMENT A SCOPE OF SERVICES AMENDMENT NO. 1 December 8, 2015 The purpose of this Scope of Services is to document the changes associated with Amendment No. I to be performed for specific tasks outlined below as part of the WQCP Digester Design Project. TASK 1 — Project Management and Meetings Task 1.1 — Project Management Carollo shall provide additional project administration and management necessary for the additional scope of services outlined in this Amendment. Deliverables: 0 invoices and monthly progress letter reports. Task 1.2 — Meetings Carollo shall attend two additional progress meetings. Carollo shall prepare meeting notes after each meeting to document key discussion issues, action items, and decisions made. Deliverables: 0 Meeting agenda, presentation materials, and meeting notes. TASK 3 — Final Design of Digester Nos. 1-3 Task 3.2 — Digester Access Evaluation and Design At the City's request, Carollo shall evaluate alternatives to access Digester Nos. 1-3 using spiral stairways and providing access bridges between these digesters. Carollo shall design separate spiral stairway access for Digester Nos. 1-3,access bridge between Digester Nos. I and 2, and access bridge between Digester Nos, 2 and 3. Deliverables: � Email summarizing digester access evaluation and design documents for the selected alternative. Task 3.3 ~- Boiler Replacement �EValUation At the City's request, Cairollo shall evaluate the following three alternatives for replacing the existing Boiler Nos. 1and 2 (fire tube boilers)with new fire tube boilers: I) locate new boilers inside Digester Control Building No. 1 by making major modifications tothe building; 2)construct a new cogeneration compressor facility and extend the new Digester Control Building Nu. 3 to include o new boiler between the Sludge Storage Tank and Digester No. 3;and 3) construct a new boiler building elsewhere mmthe plant site. DeNverables/ w Email summarizing new boiler replacement alternatives to include sizing, layout, advantages and disadvantages, and cost and schedule impacts, Task 3.^¢ — Go-Gen Compressor Structure Upgrade At the City's request,Carollo shall perform field assessment of the existing cog-gen compressor structure tn evaluate deficient and corrosive elements. Caro|lm shall meet with plant staff tq discuss key findings. Carollo shall design replacement of the existing cladding with new metal cladding similar to the existing using a quality manufacturer's standard coating and corrosion protection system. The new cladding and roof gutters will reuse the existing girts and pur|inx. Primary and secondary structural steel will be recoated in the field. Pipes and conduits supported by the structure,will not be modified, An allowance will be included for replacing preformed channels and other minor pipe supports in kind. Deliverables: p Additional design drawings and specifications for this work, Task 3.5 — Digester Gas Line Analysis and Design At the City's request, [aro|Uo shall evaluate the existing digester gas line system and its impact om digester flare operation. Carol|osha|| meet with plant staff to discuss key findings. Plant staff will perform field investigation tm confirm potential sags lwthe digester gas line. [armUo shall design removal of the back pressure control valves associated with Digester Nos, 4 and 5 to remove this bottleneck from the digester gas lines for these digesters. Qe8mmnmbles: m Email summarizing digester gas line analysis, TASK 6 ~_ SRF Loan Assistance Task 5.1 — SRF Loan Assistance [aroNo shall provide additional coordination with City and SVVR[8tm manage the SRF loan application. �arollo shall also provide assistance services to the City in responding to additional questions from SVVRCB during the application process, &JmfiverabAas: w Additional responses to SWRCB concerning additional questions on application packages, TASK 7 _ Regulatory Assistance Task 7.1 — Regulatory Assistance Carollo shall provide assistance to the City in preparing draft letters concerning extension of project permits for BAAQMD and BCDC. City will be responsible for submitting the final letterto the affected agencies along with the appropriate fee, ifrequired, De8verable�s: m Draft project extension letters, Task 7.2 — Local Limits Evaluation Assistance At the City's request, Carollo's permitting consultant, Larry Walker Associates, shall work with City and plant staff to prepare a revised Local Limits Evaluation Report and submit this report to the Regional Water Quality Control Board in order tm comply with Provision V|.[.4.a.ivof the current NPDESpermit. Deliverables: a Revised Local Limits Evaluation Report. Task 7'3 — Contaminated Soil Management P�lan At the City's request, [aro|io's environmental consultant, Engineering Science Associates,shall prepare a Contaminated Soil Management Plan (Plan)to address the requirements of the initial Study/Mitigated Negative Declaration (|S/K8ND). The Plan will include protocols for all earthwork activities that might encounter suspected contamination, emergency contact information, and minimum personal protective equipment requirements for ondte construction workers, The Plan would be included in the hid documents and incorporated into the overall site Soil Management Plan that will be implemented by contractors working at the site. {3afimerab/es: � Contaminated soil management plan. 3 -5�- TASK 8 — WQCP and Pump Station Condition Assessment Task 8-1 — WQCP Condition Assessment At the City's request, Carollo shall perform corrosion condition observation of the following treatment plaint structmrec one primary clarifier, one secondary clarifier, and one dissolved air flotation thickener. CaroOu shall conduct on-site field observation of one primary clarifier, one secondary clarifier, and one dissolved air flotation thickener. Plant staff will be responsible for draining each tank for CaroUm'a observation. Deliverables: m Verbal discussion of on-site observation findings. Task ,8.4 —Additional Pump Station Condition Assessment A%the City's request, Cmru||o shall conduct a corrosion condition assessment of the following additional pump stations: Pump Stations 1, 2,3,4, 5, 6' 7' 8' 18' 14, and LindenviNe Pump Station. All deliverables of this task will be included with the deliverables for Task 8.2. Tosk 8.4.1 —Record Review and Inventory Development Carollo shall review the record drawings and asset management and master planning reports Lodevelop an inventory of significant metallic assets in the Pump Stations. Adroft inventory will be provided for the City's review.The inventory will include asset age, redundancy, criticality for operations and any known repair or rehabilitation history.The inventory will befinalized using the City's draft inventory comments. DeliverabAes: • Draft inventory for City's review. • Final inventory prepared using City's Draft inventory comments. Task 8.41—On-Site Assessment Carollo shall conduct a three-day on-site assessment with visual evaluation of major inventory items to assess their condition, the irate of deterioration, and develop e rehabilitation strategy. |ris assumed that access to the facility elements and any required confined space entry supervision will be provided by City and/or plant staff, Testing will be limited to ultrasonic thickness gauge measurements. |f accessible,the pump station wet wells will also beobserved. Deliverables: -6- • Field notes summarized in electronic format. • Photographs linked to inventory items. Task 8.4.3—Evaluation and Prioritization Carollo shall evaluate the rehabilitation needs and prioritize the rehabilitation work, Prioritization will be based on the asset's condition, its criticality, operational cons ide rations, and City's input.The prioritization will consider ongoing maintenance work and group assets together that can be worked on simultaneously to minimize impact onoperations. Prior to developing the ranked inventory, Carollo shall conduct a one-day workshop to review the initia I ranked inventory with City and plant staff, It should be noted that anticipated seismic performance will not be used aum ranking criterion. |tisanticipated that this workshop will he conducted simultaneously with the workshops scheduled in Task 8.1.3 and Task 8.2.3. Deliverables: * Draft and Final Condition Assessment amdPrioritiaatiomReports.ThisreportwiNsumrnarizc identified areas of concern, assessment mathodo|u8y and assessment findings. Recommendations will include prioritized initial repair and rehabilitation projects, periodic preventative maintenance practices, and anticipated construction and periodic preventive maintenance costs. TASK 9 — Omnivore Digester System Cost Evaluation Task ,9.1 — Omnivore Digester System Cost Evaluation Carolto will prepare a Technical Memorandum, (TM)to evaluate and compare the estimated costs of the proposed combined Ornnivore/Conventional Digestion Process vs. conventional-only Digestion Process for improvements at the SSF/S8VVQCP. This evaluation will include: • Attend a meeting at the WQCP with Ainaergia and City/plant staff to perform a site visit of the existing digestion facilities and to meet and discuss/conHirm evaluation criteria listed inthe assumptions below to be used for the proposed combined Omnivore/Conventional Digestion Process • Coordinate and work with Anuer8iatn obtain their proposal for equipment requirements, electrical requirements, material specifications (i.e. sizing, materials mfconstruction, etc), maximum SRT/HRT recommended, maximum ratio of sludge to external feed stock, equipment layout and pricing to construct and operate & maintain Digester 0a 1 a an Omnivore digester. Review Anaergia proposals and require modifications as necessary to achieve same approximate level of quality, redundancy, and safety factors used for rest mf plant, as specified by Plant staff. • Prepare preliminary life cycle (a.k.a. present worth) coot estimates, including construction, O&M (power, chemical, and labor mosts), and other ancillary costs, of the options presented below, impacts of co-cligestion and associated gas production will not be included iin current analysis 5 -7- because City has no current plans to hncorpwratesuch processes mrincrease cogeneration capacity. o Digester Improvement Project utilizing one Omnivore digester(No. 1)and three conventional digesters (Nos. 3,4, and 5). o Digester Improvement Project utilizing five conventional digesters (Nos. 1—5).This is the current project. o Digester Improvement Project utilizing four conventional digesters (Nos. B'4' and 5, and Nu. 1). m Prepare a draft TM summarizing assumptions, cost comparisons, and pros and cons comparisons for the above analysis,The City will have the opportunity Lo review and comment onthedraft before it is finalized. It is assumed that any requested revisions, and any additional evaluation necessary for such revisions, will be very minor. Assumptions. ~ For Omnivore evaluation, it will be assumed that a total of four digesters are necessary to provide the required level of redundancy for the plant,with, one being the Omnivore digester, Were the Omnivore process tw fail nr not operate au efficiency as anticipated,this digester will be designed such that itcould still be operated as standard conventional digester, • It will be assumed that existing Digester Nos. 4 and 5 will remain unchanged, Digester Nu. 1vvl|| be constructed as the Omnivore digester with same dimensions as currently planned (to allow its use esa standard conventioma| digester), and Digester No. 3 will be rehabilitated as currently planned, This allows the equipment associated with Digester No. 2 to be removed from, Digester Control Building No. 1 and provides space for the replaced digester heating equipment that will be required for the digester(see below), The equipment and electrical building associated with the Omnivore process would be housed im the footprint of existing Digester No, 2 after it is demolished, Access from the access road north of Digester No. 1 t DCB No. I may be hampered with the piping between the tank and the Omnivore equipment, Digester Nos, 3, 4amd 5vvou|d remain in service during construction of Digester No. 1. Once Digester No, 1 is constructed and operational, modifications for Digester No. 3 and Digester Control Building No. 3 can be completed. The complicated construction associated with D[B Nu. 3vvou|d remain. • The space freed up with the demolition of the existing digester gas miixing compressors may be used for future external feedstock receiving; its use for the Omnivore process is limited by construction sequemcinglsswms- it cannot be demolished until the digester mixing system for Digester No. 3 is replaced with the UW1mixer. • Digester No. 3 would not be the Omnivore digester because itis more difficult toaccess, space required for ancillary equipment is less readily available, even with demolition of Digester No. 3,and the space needed for its associated heating equipment would be difficult to provide in the space used for Digester Control Building No. 3. Placing its associated heating equipment in DCB No. 1vvou|d result in the same (or more)space constraints currently found in that building. Freeing up space in DCB No.I and using it only for one digester will provide more access,even with the larger heating equipment required for the Omnivore process. Q -8- w It will be assumed that the following will be required to implement the Omnivore process: • New Electrical Building constructed of CMU (based on d i rection/decis ions for digester project)to house new MCC buckets/starters for three hydraulic or electric mixers, one recuperative thickening screw press, one variable speed recuperative thickening pump, and one polymer system consisting ofa skid-mounted polymer blending unit and emulsion polymer tote. Bu!ilding will be provided with HVAC for protection of electrical equipment,similar to electrical buildings recently constructed omsiLe. • Newcamopy-covwredstruoturetmhuuuehydraw|icpumps,scwevvpreos, recuperm1ive thickening pump, and polymer system, Structure will be similar to existing cogeneration compressmrarea. • New heat exchanger to accommodate thicker sludge and maximum digester feed allowed to maintain Omnivore-recommended SRT and HRT This will allow plant to accommodate current sludge flow and future external feedstock to leverage the Omnivore digester tu its full potential, • New sludge heating recirculation pump and hot water pump to accommodate thicker sludge and maximum digester feed allowed to maintain Omnivore-irecom mended SRT and yNT. Assume that pumps will he larger than existing but that associated starters will fit|n existing MCC bucket spaces. • New positive displacement sludge transfer pump and larger exposed piping to dedicated belt filter press to accommodate thicker sludge. Pump housed in D[B No. l. Modifications to sludge transfer/belt filter press feed programming to accommodate dedicated Omnivore sludge, Gravity-fed sludge transfer piping system and sump as currently designed will be provided to allow for standard digester operation and sludge transfer to sludge storage tank. • Digester No. 1 roof will be flexible membrane-type by Anaergia (similar to Victor Valley installation) nr steel cover 1obe decided byAoaergia. Concrete dome design tu accommodate three roof-molunted mixers and service boxes may not be feasible structurally. • Gas piping from 1m Digester No. I togas manifold will be updzed assuming maximum digester feed allowed 10 maintain Ommivore-recmrmmendedSRT and HRT with the Anaergia-recommeocled maximum external feedstock content. • Nm changes tn sludge feed system required beyond what b already io current design. � Construction costs for Omnivore option will lmdwde 30 percent contingency to allow for modifications that may be required but are yet unknown, Costs for electrical, instrumentation, and comtroJvvU8 he based on a percentage of direct costs. Costs for new electrical building will be based on cost/sq ft from recently constructed electrical buildings on site. Costs for new canopy structure over Omnivore equipment will be based on construction cost/sq ft from similar facilities at other treatment plants. Deliverables: � Draft and Flna|TMs concerning Omnivore Digester System Cost Evaluation. 7 TASK 10 — Predesign of High Solids Digestion and Digester Gas Conditioning Systems Task 10.1 — Project Management and Meetings Task 10.1.1 - Project Management Carollo will provide the necessary project administration and management to complete this project.This will include managing the project budget and schedule, as well as preparing a monthly status letter report to include with the monthly invoice. Deliverables: a Input to invoices and monthly progress letter reports, Task 10.1.2 - Project Meetings Carollo will attend two meetings for this project, Project Meeting No, 1 will be the kickoff meeting to review and discuss key design criteria and assumptions. Project Meeting No. 2 will be a review meeting to discuss City and plant staff comments on the draft Preclesign Report. Meeting notes will be prepared and submitted approximately seven days after each meeting. Deliverables: 0 Meeting minutes, Task 10.2 — Preclesign of High Solids Digestion System In November 2015, Carollo completed a high level cost comparison of conventional digestion to high solids digestion (HSD)for the City's Water Quality Control Plant (WQCP). Due to its high level nature,the cost evaluation was based on several assumptions about the HSD system and equipment layout, The City now seeks to confirm or modify those assumptions and subsequently develop a preliminary design of the HSD system utilizing three conventional digesters and one high solids digester.The subtasks below describe the scope elements included in the predesign of the HSID system, Task 10.2.1 — Basis of Design/Design Criteria Carollo will work with the City and plant staff to develop the basis of design for the following: • Digester Feed:Quantity of sludge and external feedstock to be fed to the digesters, and how that feed will be proportioned to the conventional and high solids digesters, • Digester Gas Production: Range of digester gas that could be produced depending on digester feed. • High Solids Digestion System: Solids retention time, hydraulic retention time, range of solids concentration for digester contents and thickened sludge depending on digester feed, expected polymer doses and polymer consumption for recuperative thickening system, 8 -10- • Digester Heating System: Heat requirements for overall digester system and high solids digester. • Digested Sludge Storage and Transfer: Bequinemmemtsfory|udQestoraBeand transfer to dewaterimgequipmnemt. • Dewatering System: Hydraulic and solids loading capacity, polymer feed units capacity, and belt filter press feed pump capacity associated with H5D. The WQCP's current digestion system includes a considerable level of redundancy and operational flexibility through various cross-connections. The Basis of Design for the HSD system will include the VVQ�CP's requirements for redundancy and cross-connections tn systems used primarily for the convembonM digesters. From the Basis of Design, Carollo will develop preliminary design criteria (equipment/process type, number,size, and capacity)for the following systems and equipment: • High Solids Digester Tank • High Solids Digester Mixing • High Solids Digester Cover Fan/Blower • Recuperative Thickener • Thickener Feed Pump and Thickener Discharge Pump • Thickener Polymer System • Thickener Compressor • High Solids Digester Sludge Recircu|atOnPump • High Solids Digester Heat Exchanger • High Solids Digester Hot Water Pump • High Solids Digester Sludge Transfer Pump • Hot Water Boiler Nos. 1 and 2 The preliminary design criteria will be used to develop preliminary layouts, Deliverables: 0 Basis ofdesign information, Task 10'2.2 — Preliminary Layouts Preliminary layouts will be developed to show how the components of the high solids digester system will fit on the plant site and how the system will be configured, Preliminary layouts will include: � Overall layout in digester area 9 -31- • Preliminary plan/section of high solids digester(tank, mixers,gas appurtenances access • Preliminary plan/section cf recuperative thickening system (t6ickemer,thickener feed and discharge, polymer) • Layout in Digester Control Building No. I (high solids digester sludge recirculation and transfer pumps, hot water pump, heat exchanger, and hot water boilers) • Preliminary yard and digester area piping(piping associated with HSD system, dewaterin8feed line from H5D system todevvaterin8 building, digester gas lines between HSDoysteno and gas system, sludge feed lines toH3D system,sludge transfer lines) Dm8verable�s: 0 Preliminary layouts. Task 10.2.3 — Process Flow Diagrams Process flow diagrams will be developed tu show how the high solids digester system will tie into the overall digestion system and major control elements required for system control. Process flow diagrams will include: • Overall digestion system • High solids digester(digester feed, digester gas, sludge heating, sludge transfer, mixing, cover fan/blower) • Recuperative thickener(thickenor, polymer, feed and discharge pumps, compressor) Deliverables: 0 Process flow diagrams, Task 10.2.4 — Electrical Requirements The electrical requirements for the HSDsysLem and necessary modifications tothe existing electrical system to accommodate NSD will bedetermined. im addition toestimating the electrical loads associated with the HSQsystem equipment,the motor control centers (K8C[u)that will house the new starters and VFDs (if any)will beidentified. Deliverables: 0 Electrical load estimates and Laymmts. Task 10'2'5 — Preliminary Sequencing The sequencing requirements for the HSD system, relative towork required for the remaining conventional digesters, will be studied and a preliminary sequencing plan will be developed. The 10 -12- sequencing plan willi be based on the assumption that three digesters must remain, in service during the * Preliminary sequencing plans. Task 10.2.6 — Preliminary Construction Cost Estimate Once the pnedesi8n is complete, the construction cost estimate developed previously will be updated to reflect the preliminary design. Deliverables: 0 Preliminary construction cost estimate, Task 10'3 — Rredesigin of Digester Gas Conditioning System In February 2014, Caro|8o provided the City with a high level cost estimate of implementing a digester conditioning system at the City's VVC\[P. Due to its high level nature,the cost estimate was based on several assumptions about the digester gas conditioning system and equipment layout. The City now seeks to confirm or modify those assumptions and subsequently develop a preliminary design of the digester gas conditioning system.Theombtacks below describe the scope elements imc|uded in the Aredesi8nof the digester gas conditioning system, Task 10.3.1 — Basis K)f Design/Design Criteria Caro|Uovvl|K work with the City and plant staff todevelop the basis nf design forthefollowing: * Digester Gas Production: Estimate quantity and quality of digester gas avadable for cogeneration use from 2 years of plant data. ~ Digester Gas Conditioning System: Sizing of hydrogen sulfide removal vessels,gas compression and moisture removal equipment,glycol chiller, and oi|oxawe removal vessels. From the Basis of Design, [aro||u will develop preliminary design criteria (equipment/process type, number, size, and capacity)for the Yo|Uowimg systems and equipment: • HuS removal system • Digester gas compression system • Moisture removal system • Si|oxome removal system The preliminary design criteria will beused tn develop preliminary layouts. De8oenabAms: 11 -13- 0 Basis of design criteria. Task 10.3.2 — Preliminary Layouts Preliminary layouts will bedeveloped tu show how the components of the digester gas conditioning system will fit on the plant site and how the system will be configured, Preliminary layouts will include: • Overall layout in digester area • Preliminary�p|am/sectl000f the digester gas conditioning system • Preliminary yard and major utility piping associated with, digester gas conditioning system Deliverables: 0 Preliminary layouts. Task 10.3.3 — Process Flow Diagrams Process flow diagrams will be developed tmshow how the digester gas conditioning system will tie into the overall cogeneration system and major control elements required for system control, Process flow diaBramsvxiU| include: m Overall digester gas conditioning system, including hydrogen sulfide removal system, digester gas compressors, moisture removal, and Si|oxane removal system. Qefiverab/es: ~ Process flow diagrams. Task 10.3.4 — Electrical Requirements The electrical requirements for the digester gas conditioning system and necessary modifications to the existing electrical system Lo accommodate the digester gas conditioning system will be determined. In addition to estimating the electrical loads assocUatedwith the digester gas conditioning system equipment,the M[Cs that will house the new starters will beidentified. De8wemab/es: w Electrical load estimates and layouts. Task 10.3.5 — Preliminary Sequencing The sequencing requirements for the digester gas conditioning system will be studied and a preliminary sequencing plan will hedeveloped, Defivemables: � Preliminary sequencing plans. 12 -14- Task 10.3.6 — Preliminary Construction Cost Estimate Once the predes|gn is complete, the construction cost estimate developed previously will be updated to reflect the preliminary design. Deliverables: a Preliminary construction cost estimmtes. Task 10.4 — Predesign Report Task 10.4.1 — Draft Pred.esign Report CanmU|ovv0 prepare draft Prmdmoigm Report (in PDF format)to summarize the findings of Tasks 2 and 3. It 'is assumed the City will take up to two weeks to review and comment on,the draft reportand submit one set of collated comments in Excel file format tnCaroUo for review. [aroUo will then provide responses to the comments within one week after receipt and attend Progress Meeting No. 2 with City and plant staff toneviem/and address the comments. Deliverables: e Draft PredmnigmReport. Task 10.4-2 — Final PreKfesign Report Carollo wiH finalize the Predesign Report (in PDF format) by incorporating appropriate comments from the City and plant staff and submit the report within ten days after Project Meeting No. 2. C)e0vem»bA*o: m Final PredeyignReport. /&nou/npt/onv/ � The following items are not included im this Task: • Market analysis for external digester feedstock, • 0udgedevvaterimg system analysis (existing capacity, impacts om system from HSD, modifications required, process flow diagroms). • Control philosophies, • Cogeneration system modifications, 13 -15- gn F- �° � �� ur HIM w �w a rf q a ¢nla hoeNIm c+� U¢F n a NI'N I� .. no.aa¢a as a o acs tl UtlW Qy a a+l a n W cl P G a o l¢ a o 6 cs l a H l v o V v,.., a s a o a el I m �� q� c Ar rvFr rv�� bl ry eaY¢ a �'�n�° rei�r'PV cza chi hc. N e`v n.— _. r.ala`xi h� p 0.'n ca tnYa v�wry.�+Iw aWd —.—T° IMR as a.a..o .oCSPPCJ m to .6i i.,� mpl� ala 9 ml� ¢ ��yy© oltis �G av a a..aaraa efayM E II 4 0 o rn e S n, _ a o E�� n a'E�a �w E � skill,054E' AEg WIN 5 6 m w em l m n � NN aid ,y e �m �m 6 N e e tl .ry can: a a All.. s" m ,�rt.r acv a a a I s -Staff Report DATE: July 23, 2014 TO Mayor and City Council. FROM: Brian McMinn,Director of Public Works/City Engineer SUBJECT: A RESOLUTION AWARDING A CONSULTING SERVICES AGREEMENT TO CAROLLO, ENGINEERS OF WALNUT CREEK., CALIFORNIA FOR ENGINEERING SERVICES FOR THE WQCP DIGESTER DESIGN PROJECT IN AN AMOUNT NOT TO EXCEED $1,1.71,799 RECOMMENDATION It is recommended that the City Council adopt a resolution awarding a consulting services agreement to Carollo Engineers of Walnut Creek,California for engineering services for the WQCP Digester Design Project("Project")in an amount not to exceed. $1,171,799. EACKCII OtTNL/DISCUSSION As detailed in the 2011 South. San Francisco/San Bruno Water Quality Control Plant (WQCP) Facility Plan Update,and as further detailed in a Feb.uaxy20l.4 engineerinng pre-design report,three of the five existing anaerobic digesters are in need of improvements. [digesters 1 and 2 are structurally deteriorated and scisnnically unsafe,and need to be replaced. Digester 3 is under-capacity and should be enlarged. Internal and external equipment that operate all three digesters are deteriorated and/or lacking energy efficiency. Staff issued a Request for Proposals (RFP) for the Project on -March 11, 2014 both in local newspapers and eBidboard.. Two interested consultants attended a walk-through of the 'WQCP digester structures on March 25, 2014, Staff contacted other firms during the proposal period to confirm their awareness ofthe RFP. These firms said that.they did not currentlyhave sufficient staff' resources to devote to this project, Only one proposal,from Carollo Engineers,was received on the due date of April 8, 2014. After reviewing the submitted proposal and interviewing the consultant, staff`recommends Carollo Engineers to undertake the Project based upon their extensive knowledge of tlnc WQCP digesters, theirs- experience in designing similar structures at other wastewater treatment plannts, and their previous good performance on other City projects. This consulting agreement would result in design of the recommended improvements and preparation of bid documents for construction, hmprovemrents identified in the separate 'WQCP Minimize Blending Project will be included in the bid package The scope of work in this consultant agreement additionally includes an evaluation of corrosion of existing steel structures at the WQCP and associated wastewater pump stations, with recommended courses of action to repair and prevent corrosion-related damage, Staff Report Subject: A RESOLUTION AWARDING A CONSULTING SERVICES AGREEMENT TO CAROLLO ENGINEERS OF WALNUT CREEK, CALIFORNIA FOR ENGINEERING SERVICES FOR THE WQCP DIGESTER DESIGN PROJECT IN AN AMOUNT NOT TO EXCEED $1,171,799 Page 2 of 2 Selection of consulting services is not based on the lowest bidder, but on the firm's expertise and experience. Once the most qualified firm is determined,staff opens that firm's fee proposal and negotiates any changes deemed necessary to obtain a reasonable cost for the scope of work, Because this project is locally funded, there are no Disadvantaged Business Enterprise(DBE) requirements, FUNDING The Project is listed in the City's FY 2014-2015 Capital Improvement Program (CIP) and there are sufficient funds to cover the Project cost. Staff is requesting that a contingency be established in the budget to cover costs that may result from unforeseen complications during the project. No compensation beyond the not to exceed amount will be authorized without a mutually agreed upon level of effort and corresponding contract amendment, Shown below is the proposed cost estimate, Design & Bidding Services (Carollo Engineers) S 1,171,799,00 Engineering Administration (5%) $ 58,590,00 Contingency(5%) $ 58,_590,00 Total $ 1488,979.00 CONCLUSION Staff recommends awarding a consulting services agreement to Carollo Engineers based on their qualifications,experience,and understanding of the Project. Award of this agreement will allow for the preparation of construction documents for the WQCP Digester Design and Construction Project, as identified in the FY 2014-15 GIP. Approved: Brian McMinn Mike Futrell Director of Public Works/City Engineer City Manager Attachments: Resolution Carollo Engineers Scope of Services (Exhibit A) Carollo Engineers Budget (Exhibit B) eelbm RESOLUTION NO. CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION AWARDING A CONSULTING SERVICES AGREEMENT TO CAROLLO ENGINEERS OF WALNUT CREEK, CALIFORNIA FOR ENGINEERING SERVICES FOR THE WQCP DIGESTER DESIGN PROJECT IN AN AMOUNT NOT TO EXCEED $1,171,799 WHEREAS, in April 2011, the So-nth San Francisco/San Bruno Water Quality Control Plant (WQCP) Facility Plan Update specifies that replacement and rehabilitation of existing anaerobic digesters is critical for ongoing wastewater treatment reliability and efficiency; and WHEREAS, a detailed scope of work of the necessary improvements was described in an engineering pre-design report completed in Fcbivary 2014; and WHEREAS, on March I I th, 2014, staff issued a Request for Proposals ("RFP"-) for consulting firms to provide design services for digester repairs and replacement, and WHEREAS, on April 8, 2014, staff received a proposal from one (J) firin in response to the RFP; and WHEREAS, after reviewing the proposal and inter-viewing the fin-n, Carollo Engineers was chosen based on their project -understanding., qualifications and expertise, interview presentation, and experience; and WHEREAS, staff recommends awarding the consultant agreement for the WQCP Digester Design Project ("Project") to Carollo Engineers ("Carollo") of Walnut Creek, California in an amount not to exceed $1,171,799; and WHEREAS, funding for the Project is included in the City of South San Francisco Capital Improvements Program ("CIP") and sufficient funds are available to cover the Project cost. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of South San Francisco that the City Council hereby awards a consulting services agreement for the WQCP Digester Design Project to Carollo Engineers of Walnut Creek, California, in an amount not to exceed $I,171,7'99. BE IT FURTHER RESOLVED that the City Council of the City of South San FraDCiSCO authorizes the Finance Depariment to establish the Project Budget consistent with the information contained in the staff report, BE IT FURTHER RESOLVED that the City Council of the City of South San Francisco hereby authorizes the City Manager to execute the consulting services -I- -20- agreement on behalf of the City iipon timely submission of Carollo',s signed contract and all other required documents, subject to approval as to form by the;City Attoll-ley, I hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of South San 'Francisco at a Meeting held on the day of 2014 by the following vote.- AYES: NOES: ABSTAIN: ABSENT� ATTEST; City Clerk. 2300440.1 _2- -21- Exhibit A SOUTH SAN FRANCISGO/SAN BRUNO WQCP DIGESTER DESIGN PROJECT SCOPE OF SERVICES (July 9, 201 4) The following scope of services is provided for the WQCP Digester Design Project. It also includes scope of services for regulatory assistance and Water Quality Control Plant and Pump Station Condition Assessment, Task I —Project Management and Meetings Task 1.1 —Project Management Carollo,shall provide project administration and management necessary to perform planning, execution,, monitoring, and reporting of final design,tasks. Carollo shall prepare a monthly progress letter report for attachment to the monthly invoice to track and report status of budget expenditures and key work products completed during that billing period. Deliverables: 0 Invoices and monthly progress letter reports, Task 1.2 -Meetings Carollo shall attend seven (7) mionthly progress meetings during final design. A decision log will be maintained during the course of the project and updated monthly. Carollo shall prepare meeting notes after each meeting to document key discussion issues, action items, and decisions made. Deliverables: • Meeting agenda, presentation materials, and meeting, notes, • Decision log, 'Task 2 — Surveying and Geotechnical Report Task 2.1 —Surveying and Mapping Aerial surveying and mapping of the project site was completed in September 2011 for the Wet Weather Improvements Project, Therefore, no additional surveying and mapping will be required for the WQCP Digester Design Project as the 2011 mapping work will be sufficient for use on this project, Carollo and its surveying consultant, Towill, shall establish three temporary bench marks on the project site for use by the contractor to perform staking work for the construction of thi's project. Exhibit A-Scope of,SerNices-V3.docx Page-I -222- Deliveirables* 0 Temporary bench mark data (one electronic copy). Task 2.2— Geotechnical Report Carollo and its geotechnical consultant, Fugro,West, shall perform a geotechnical study of the project site that encompasses the anticipated locations of the new structures. Fugro,shall perform field investigation and gather information of the project site, acquire drilling permits from the County, perform utilities checking, perform three (3) boring investigations at select locations of the proposed new digesters and digester control building, perform associated field and laboratory tests, and prepare a geotechnical report in support of the proposed design improvements concerning structural foundation design and temporary shoring requirements during construction. Fugro shall also perform review of the 90 percent design documents and prepare a letter confirming that the final bid documents are in compliance with the final geotechnical investigations. The geotechnical report will initially be submitted as a preliminary document. As the design reaches approximately 95 percent completion the report will be reissued in final form incorporating updates made during design, Deliverables: 0 Draft geotechnical report (one hard copy and one electronic pdf copy). 0 Final geotechnical report (one hard copy and one electronic pdf copy) Task 3—Final Design of Digester Nos. 1-3 Task 3A — Final Design CaroHo shall prepare biddable drawings and specifications for the following major design elements and will incorporate this design with the Wet Weather Improvements Project as a single design package: Replace existing Digester Nos. 1 and 2 with new concrete digesters, new concrete dome covers, and new linear motion mixers. 0 Retrofit existing Digester No. 3 with a new fixed steel dome cover, a new linear motion mixer, and concrete wall extension, Make improvements to the existing heating system to improve operation of Digester Nos, I to 5 Replace Digester No. 3 Control Building with a new CMU BwHing of similar size. Provide new heat exchanger inside this building. Replace two existing boilers and two sludge transfer pumps in Digester Control Building No, 1 with new boilers and pumps of similar size and capacity, Replace two existing fans in thls building with larger capacity fans. Exhibit A- 'Scrape of Services-V3.diocx Page-.2 -4- -23- Provide: associated civil, architectural, and electrical and instrumentation improvements necessary for Digester Nos, 1 to 3 and associated digester control buildings. Drawings will be prepared using Carollo's standard CAD format and inducle, general sheets, typical details, demolition, civil, architectural, structural, mechanical, HVAC, process, and electrical/instrumentation drawings. Specifications will be prepared using Carollo's standard CSI format and include front-end specifications to be provided by the City for markup by Carollo and technical specifications by Carollo. Carollo shall prepare and submit progress submittals at the 50, 90, and 100 percent design stages. City comments will be incorporated into the design as appropriate. Deliverables- 50 and 90 percent design submittals (five hard copies of half-size drawings and specifications), Construction cost estimates as part of the 50, 90, and 100 percent design submittals. Preliminary construction schedule at the 90 percent design stage. Biddable construction drawings and specifications (100 percent design). Task 4— Bid1 Period Services Task 4.1 — Bid Period Services Carollo shall provide the following services during the bid period of this project: • Attend and conduct a pre-bid meeting with prospective bidders, • Respond to bidder questions and prepare up to two addenda, 0 Review bids and make recommendation to the City for award. Deliverables: * Responses to bidder questions, * Two addenda. * Letter of recommendation concerning bid award. Task 5— SRF Loan Assistance 'Task 5.1 — SIRF Loan Assistance ,SRF loan assistance services are currently being provided by CaroHo for the Wet"Weather Improvements Project and the WQCP Digester Design Project For this project, Carollo shall provide supplemental SRF loan assistance services that cover both projects assuming that one design package will be prepared. These include; Exbibi t A- Scope of Services-V3.d oex Page-3 -24- • Continue coordination with SWRCB staff for the SRF loan process. • Provide additional support to respond to SWRCB comments on five SRF apjpl cation packages; General Information Package, Financial Security Package, Technical Package, Environmental Package, and Finial Budget Approval Package. • Incorporate Buy-American and Disadvantaged Business Enterprises (DBE) requirements into the bid documents, These are new requirements needed for design projects that were implemented after January 2014. • Provide periodic updates to City an SRF loan process,. Deliverables: 0 Additional responses to SWRC13 comments on application packages,, 10 Modify design documents to incorporate Buy-American and DBE requirements, Task 6 — Coordinate with Wet Weather Improvements—Phase 2 Design Project Task 6.1 —Design Coordination The WQCP Digester Design Project will be incorporated into the Wet Weather Improvements— Phase 2 Design Project as a single package The Wet Weather Improvements —Phase 2 Design Project was completed and placed on hold since June 2013, This task involves restarting the'Wet Weather Improvements— Phase 2 Design Project and incorporating this with the WQCP Digester Design Project to produce a single design package for competitive bidding.. The following will be provided for this task.- Review design drawings that can be used by the WQCP Digester Design Project and make updates to these drawings to reflect a single design package. It is anticipated that the majority of the "General" drawings, "Civil" drawings, and "Typical Details" will be modified and/or updated to reflect this change. Review design specifications that can be used by the WQCP Digester Design Project and make updates to these specifications to reflect a single design package It is anticipated that the majority of the "Front End Documents", "Work Sequence, Specifications", and some of the major"structural", "mechanical", and "electrical and instrumentation" specifications will be modified and/or updated to reflect this change, Structural Design Drawings — Update the structural design so the project meets the 2014 design building codes. Deliverables: 9 Updated design drawings and specifications, Exbibit A-Scope of Services-V3.doex Page-4 _16- -25- Task 7— Regulatory Assistance Task 7A —Regulatory Assistance Carollo and its permitting consultant, Larry Walker Associates, shall provide on-call regulatory, assistance to the City and plant Staff to update them about Bay Area permitting issues and regulatory updates. On a monthly basis when new information is available, Larry Walker Associates shad provide plant staff with an update of the following-, • Bay Area Clean Water Agency (BACWA) Meeting Notes — Provide meeting notes from BACWA committee meetings, including but not limited to: Permits Committee Meetings, Collection System Committee Meetings, Executive Board Meetings, and Laboratory Committee, Meetings. • Regulatory 'Updates—Provide written notices of upcoming regulatory changes, public hearings to attend, and comments that should be submitted. • NPDES Permit Compliance— Respond to questions about permit compliance and provide review/edit draft documents prepared by the City and plant staff. • Pretreatment Program Compliance—Answer questions, about pretreatment program regulations, review/edit draft documents, and assist with response to audit findings, Deliverables. Meeting notes, Regulatory updates. Responses to questions and edits to draft documents Task 8 — WQCP and Pump Station Condition Assessment The City and plant staff have identified a number of areas within the WQCP and several pump stations where corrosion, is threatening the reliability of operations. An example of assets that are deteriorating and can threaten plant operations are transformers and switchgears that if not rehabilitated could suddenly fail and disrupt operations, In addition, there are also safety considerations such as significant corrosion damage present at the Dewatering Building Cake Hopper that is reaching the point where the elevated work platforms are becoming unsafe. To address this issue, CaroUc,shall conduct a corrosion condition assessment of the WQCP and selected pump stations (Pump Stations 9(San Mateo Ave) and 11 (Shaw Road), and the transformer at Pump Station 14) using non-destructive testing methods to help the City prioritize rehabilitation projects for future implementation. The information gathered would result in an inventory of critical assets, their condition, and preliminary rehabilitation costs.Additionally the rehabilitation work would be priiontized, and the impact on plant operations would be evaluated. Exhibit A-Scope of Services-V3.docx Page-5 -26- Task 8.1 —WQCP Condition Assessment Task 8.1 1 -Record Review and Inventory D��/o rnent CaTo|oshaQ review record drawings and asset management and master planning reports to develop nn inventory of significant metallic assets for the VVQCP� City and plant staff has initially identified the following assets that will be used at the starting point for the inventory, w 12KV service entrance n Existing main service w Transformers K, K1, K2. and K3 a E�e/trica� boxes at the RAS pump station a Electrical load center at the north side of the Generator Building a 5VV pump station = Cake hopper * DAFT sludge thickeners a Effluent pump station 0 Ferric chloride secondary containment 0, Flare � F{eadvvorkm building and trash racks p Headworkm grit room w Influent pump station = Pond pump station w Primary Clarifier, Nos. 1 and w RASpumpstation w Sludge dmwater)ng building m Sodium bimu|f|tm storage A draft inventory list will be provided for the City's review, The inventory will include asset age, redundancy, criticality for WQCP operations and known repair and rehabilitation history, The inventory will be finalized using the �City'a draft inventory uomnnemto. 0 Draft inventory for Owner's review. m Final inventory prepared using Owner's Draft inventory comments Carollo shali conduct a two-day or-si-te, assessment with visual evaluation of major invertory ftems to assess their condition, the rate of deterioration, and develop a rehabilitation strategy It Js assumed that access to the facility elements and any required oonfined space entry supervision MI be provided by plant staff, Testing will be limited to u|tramom)mthichneus gauge measurements. re Field notes summarized in electronic format. Exhibit A-8coyomf Scvices-V3.dooc Page-6 -8- -27- 6 Photographs Iinked to inventory items, 8.1,3- Evaluation and Phoritization Carollo shall evaluate the rehabilitation needs and prioritize the rehabilitation work, Prioritization, will be based on the asset's condition, its criticality, operational considerations, and City's preference The prioritization will consider ongoing maintenance work and group assets together that can be worked on simultaneously to minimize impact on operations. Prior to developing the ranked inventory, Carollo shall conduct a one-day workshop to review the Initial ranked inventory with plant staff,, It should be noted that anticipated seismic performance will not be used as a ranking criterion. It is anticipated that this workshop will be conducted simultaneously with the workshop in Task 8,2.3, Deliverables: Draft and Final Condition Assessment and Prioritization Reports, This report will summarize identified areas of concern, assessment methodology, and assessment findings. Recommendations will include prioritized initial repair and rehabilitation projects, periodic preventive maintenance practices, and anticipated construcUon and periodic preventive maintenance costs. Task 8.2—Pump Station Condition Assessment The task pertains to Pump Station 9 Gain Mateo Ave,), and Pump Station 11 (Shaw Road), and the transformer at Pump Station 14, Task 8.2.1 - Record Review and Inventor v Develooment Carollo shall review the record drawings and asset management and master planning reports to develop an inventory of significant metallic assets in the Pump Stations, A draft inventory will be provided for the City's, review. The inventory will include asset age, redundancy, criticality for operations and any know repair or rehabilitation history. The inventory will be finalized using the City's draft inventory comments Deliverables: * Draft Inventory for City's Review. * Final Inventory prepared using City's Draft Inventory comments, Task 8.2.2,— On-Site Assessment Carollo shall conduct a one-day on-site assessment with visual evaluation of major inventory items to assess their condition, the rate of deterioration, and develop a rehabilitation strategy, It is assumed that access to the facility elements and any required confined space entry supervision will be provided by plant staff, Testing will be limited to ultrasonic thickness gauge measurements. If accessible, the PUMP station wet veils will also be observed, Exhibit A-Scope of Sendees-V3,doex Page-7 -28- m Field notes summarized in electronic format. 0 Photographs linked ln inventory items. &Z3 -Evaluation and Prioritization Carollo shall evaluate the rehabilitation needs and prioritize the rehabilitation work, Prioritzation will be based on the aSSetrS condition, its criticality, operational considerations, and City's input, The prioritization will consider ongoing maintenance work and group assets together that can be worked on simultaneously to minimize impact anoperations, Prior tP developing the ranked inventory, CaroUu shall conduct a one-day workshop tnreview the initial ranked inventory wJh plant staff It should be noted that anticipated seismic performance will not be used as a ranking criterion. It is anticipated that this workshop will bm conducted simultaneously with the workshop in Task 8.1,3. w Draft and Final Condition Assessment and Prioritization Reports,This report will summarize identified areas of concern, assessment methodology, and assessment findings. Recommenclafions will include p6oritized iNt�al repair and rehabilitation projects, periodic preventive maintenance practices, and anticipated construction and periodic prevmrfivm maintenance costa. Task 8.3—Cake Hopper Evaluation 7ask 8,3,1 — Detailed Assessment Ca/n||o shall review available record drawings and reports prior toconducting a, detaAed condition assessment of the coke hopper This task will include ultrasonic, thickness �gauQe measurements to evaluate the ronuuim/mg steel plate and determine the safety of the structure's work platforms, The interior mf the cake hopper will beobserved to assess the steel surface condition. It is assumed that City will provide access and clean the omKe hopper interior prior to inspection It is amounnmd that access ls the facility elements and any required confined space entry supervision will be provided by p|moi staff, It should be noted that anticipated seismic performance vviU not be a ranking criterion. � Field motes summarized in electronic;format. � Photographs linked to inventory items. Task 8.3,2— Rehabilitation Attematives Evaivation CaroHo shall develop alternatives to rehabilitate the Cake Hopper based on the detailed condition assessment findings, Alternative coatings suitable for the aggressive and abrasive environment will be considered. Exhibit A Scope of6crvicen-V3.duex Rage 8 -K0- -29- Two rehabilitation alternatives will be presented in a 4-hour workshop with City and' plant staff. Rehabilitation approach, anticipated construction cost, duration of shutdown, impact on operations during construction will be presented, Deliverables„ 0 Workshop handouts and meeting minutes. Task S,3.3— Recommended Alternative The recommended alternative will be finalized based on the workshop outcome Additional engineering will be performed to confirm the feasibility of major decisions made during the workshop. Deliverables. preliminary Design Report summarizing the recommended rehabilitation alternative. The report wall include design criteria, recommended materials, construction constraints and tentative schedule, and estimated construction cost. The report will also include recommended periodic maintenance activities and their approximate costs. Exhibit A.-Scope of Services-V3.docx Page-9 �11- -30- Ca P- Z,'In o L ;s -)T ONO m V,.P C, m 0 0 WE zrl Ot ig C U31 0- 2 C w Gi 6 lE CI- ON 6 C 0 n4 01 C, X ro b :1 m o Ct- Lu z be Cl C 0 0 ... 1c, Z .qq ll� N. 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MWr / // Ok �f�i �/// / ii r f O / J l fl IBM /, ,, / 11 // / i o' i l / „ 1 r,,0" 'Few In! % MN rraiiia/ii/i�/iar,, LAP NO INC f, r ��/ r/ n AN 10 "I JE ago /%/i// 1 f °n r ji ' / f% %/ / / 1 fAJ J J f „ d ARV '0111 '1 ro, mi!mad1 J, A� ��/r/rrr,//� %o r ,,,,rGi/ci ji/ pr / AUR11 /; „/ f r,o r ; r Ulli l�Il% / f /% rr r%r �/ 'aq%,o//i// f �� i II/, / VOV /0lGe0JrH yr o, i% J �j %�/v%„ it �// r r/ , / 11 s 4po Staff Repoft DATE: January 27, 2016 TO: Mayor, Vice Mayor, and Councilmembers FROM: Brian McMinn, Director of Public Works/City Engineer SUBJECT: A RESOLUTION SUPPORTING THE SOUTH CITY SHUTTLE PROJECT AND AUTHORIZING THE SUBMITTAL OF AN APPLICATION FOR SAN MATEO COUNTY SHUTTLE PROGRAM FUNDING IN THE AMOUNT OF$365,507 FOR FISCAL YEARS 2016-2017 AND 2017-2018 AND COMMITTING A MATCHING CONTRIDTION OF $121,836 FROM SOUTH SAN FRANCISCO LOCAL MEASURE A FUNDS RECOMMENDATION It is recommended that the City Council adopt a resolution supporting the South City Shuttle Project; authorizing the submittal of an application for the San Mateo County Shuttle Program Funding in an amount of S365,507 and committing a matching contribution of$121,836 from South San Francisco Local Measure A Funds. In 1988, San Mateo County voters approved a half-cent transaction sale and use tax(Original Measure A) to be collected and distributed by the San Mateo County Transportation Authority (TA) to be used for highway and transit improvements in San Mateo County for 25 years. In 2004, the San Mateo County voters approved the continuation of the half-cent use tax for another 25 years and implemented the 2004 Transportation Expenditure Plan beginning in January 1, 2009 (New Measure A). New Measure A expenditures included using the half-cent sales and use tax revenue to support local and employer-based shuttle programs, South City Shuttle Operations In February 2014, staff applied for$376,045 for the South City Shuttle operations, Subsequently in May 2014, the TA Board awarded the City with $282,034 in Shuttle Program funds and the City Council committed to a$97;0 11 match using local Measure A funds, With the Shuttle Program funds,operations of the South City Shuttle began on November 4, 2014 with funding available through June 30, 2016. The current route begins and ends at the South San Francisco BART station making 15 trips a day. The route circles parts of South San Francisco including Sunshine Gardens, Hillside Boulevard, Linden Avenue, and Grand Avenue. The Shuttle provides access to Terrabay Recreation Center, Downtown South San Francisco, Grand Avenue Library, Magnolia Senior Center, Orange Park, Main Library, Rotary Plaza,the Municipal Services Building,and Kaiser Medical Center.The South City Shuttle route Staff Report Subject: A RESOLUTION SUPPORTING THE SOUTH CITY SHUTTLE PROJECT AND AUTHORIZING THE SUBMITTAL OF AN APPLICATION FOR SAN MATEO COUNTY SHUTTLE PROGRAM FUNDING IN T14E AMOUNT OF $365,507 FOR FISCAL YEARS 2016-2017 AND 2017-2018 AND COMMITTING A MATCHING CONTRIBTION OF$121,836 FROM SOUTH SAN FRANCISCO LOCAL MEASURE A FUNDS Page 2 of 3 provides service to areas of South San Francisco that previously lost public bus service as part of Samtrans service changes in.January 2014., The South City Shuttle has proven to be a community asset for its first 14 months of operations. Since July 2015,the South City Shuttle has averaged 17 riders per hour,well above the performance standard of 10 riders per hour. Since the Shuttle's inception,ridership has averaged 12 riders an hour at a cost of $8.28 per rider. As more people ride the shuttle, the cost per rider will drop even further. Call for Projects The San Mateo County Transportation Authority (TA), jointly with the City/County Association of Governments of San Mateo County(C/CAG), issued a Call for Projects on December 14, 2015 for the San Mateo County Shuttle Program. C/CAG funding is from Congestion Relief Funds and the TA funding is from the Measure A 1/2 cent sales tax.There is approximately$10 million available($9 million from Measure A and $1 million from C/CAG) for the two year funding cycle of fiscal years 2016-2017 and 2017-2018. The current funding for the South City Shuttle is through Measure A. Staff believes if awarded for the next two years, the funding will come from Measure A. Staff is completing the application for the two year funding cycle for funds to continue operations of the South City Shuttle. The South City Shuttle augments public transportation options to the City's senior and public transit dependent population. The application for Shuttle Program funding requires a resolution of support from the City Council. FUNDING The projected cost for the shuttle over the next two years is estimated to be $487,343. If approved, new Measure A or C/CAG congestion relief funds would cover 75%, ($365,507) of the costs of the Project. The proposed city match for the two years is $121,836,providing the remaining 25% match for the two year period,which equals approximately$61,000 a year. Staff proposes that matching funds come from the City's local Measure A fund. If awarded Shuttle Program funding,staff will return at a later date to seek approval to accept the funding and appropriate the required matching funds. CONCLUSION Supporting the application for the San Mateo County Shuttle Program will give the City an opportunity to continue providing a free public transportation option to the South San Francisco community. Staff Report Subject: A RESOLUTION SUPPORTING THE SOUTH CITY SHUTTLE PROJECT AND AUTHORIZING THE SUBMITTAL OF AN APPLICATION FOR SAN MATEO COUNTY SHUTTLE PROGRAM FUNDING IN THE AMOUNT OF $365,507 FOR FISCAL YEARS 2016-2017 AND 2017-2018 AND COMMITTING A MATCHING CONTRIBTION OF$121,836 FROM SOUTH SAN FRANCISCO LOCAL MEASURE A FUNDS Page 3 of 3 V1 By. Approved: Brian McMinn Mike Futrell Director of Public Works/City Engineer City Mana er Attachments: Resolution Timetable and Map of South City Shuttle PowerPoint Presentation ji/ RESOLUTION NO, CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA RESOLUTION SUPPORTING THE SOUTH CITY SHUTTLE PROJECT; AUTHORIZING THE SUBMITTAL OF AN APPLICATION FOR THE SAN MATEO COUNTY SHUTTLE PROGRAM FUNDING IN THE AMOUNT OF $365,507 FOR FISCAL YEARS 2016-2017 AND 2017-2018 AND COMMITTING A MATCHING CONTRIBTION OF$121,836 FROM SOUTH SAN FRANCISCO LOCAL MEASURE A FUNDS WHEREAS, there is a need to provide additional public transportation options within the City of South San Francisco (City); and WHEREAS, the South City Shuttle is a project to provide shuttle service beginning and ending at the South San Francisco Bay Area Rapid Transit (BART) station circling the City and rn aking stops at key public facilities (Project); and WHEREAS, the estimated Project cost to implement the South City Shuttle is $487,343, which includes a required local match of twenty-five percent; and WHEREAS, the City wishes to continue to sponsor the South City Shuttle Project; and WHEREAS, the City seeks $365,507 in grant funding to continue the Project; and WHERAS, the City commits a matching contribution of$121,836 for the Project; and WHEREAS, on June 7, 1988,the voters of San Mateo County approved a ballot measure to allow the collection and distribution by the San Mateo County Transportation Authority(TA) of a half-cent transactions and use tax in San Mateo County for 25 years,with the tax revenues to be used for highway and transit improvements pursuant to the Transportation Expenditure Plan presented to the voters (Original Measure A); and WHEREAS, on November 2, 2004, the voters of San Mateo County approved the continuation of the collection and distribution by the TA the half-cent transactions and use tax for an additional 25 years to implement the 2004 Transportation Expenditure Plan beginning January 1, 2009 (New Measure A); and WHEREAS, the Board of Directors of the City/County Association of Governments (C/CAG) of San Mateo County at its February 14, 2002 meeting approved the Congestion Relief Plan and subsequently reauthorized the Congestion Relief Plan in 2007, 2010, and 2015; and WHEREAS, a component of the C/CAG Congestion Relief Plan is to support Local and Employer Based Shuttle Programs; and WHEREAS, the TA and C/CAG issued a joint Call for Projects for the San Mateo County Shuttle Program on December 14, 2015; and - I - WHEREAS, the TA and C/CAC require a governing board resolution from the City in support of the City's application for$365,507 from the San Mateo County Shuttle Program for South City Shuttle, and WHEREAS, the TA and C/CAG require a governing board resolution from the City committing the City to the completion of the South City Shuttle. NOW,THEREFORE,BE IT RESOLVED that the City Council of the City of South San Francisco hereby: 1. Directs staff to submit an application for funding from the San Mateo County Shuttle Program for $365,507 for the South City Shuttle Project.. 2. Authorizes the City Manager to execute a funding agreement with the San Mateo County Transportation Authority to encumber any Measure A Local Shuttle Prograun funds and/or City/County Association of Governments Local Transportation Services Program funds awarded for the Project. 3. Commits the City to a matching contribution of$121,836 for the Project and the operation of South City Shuttle Project, if awarded the requested funds from the San. Mateo County Shuttle Program. 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I. BACKGROUND/OVERVIEW In 2002, passage of Assembly Bill 117, concerning Community Choice Aggregation, allowed CCAs to operate in California. This legislation enables California cities, counties, public agencies, and joint powers agencies to aggregate the electricity demand of its constituents and to procure electricity that meets their desired electricity supply portfolio, while still having the local utility (Pacific Gas & Electric (PG&E), in South San Francisco's case) provide transmission, distribution, billing, and repair services. In a jurisdiction that offers a CCA, enrollment in the CCA is automatic for electricity account holders. Customers who do not want to participate and prefer to purchase power from PG&E can opt out of the CCA program. CCA participation rates are high, partially due to this opt-out approach, allowing CCA agencies to compete for competitive energy contracts in California's monopoly-dominated energy markets. Energy transmission, distribution, repair, most customer service, and billing would continue to be administered by PG&E under a local CCA program. In 2010, Marin Clean Energy (MCE) launched California's first CCA. MCE is a joint powers authority (JPA) currently consisting of all jurisdictions in Marin County, the City of Richmond, unincorporated Napa County, and the cities of Benicia, San Pablo, and El Cerrito. The mission of MCE is to address climate change by reducing energy-related greenhouse gas (G H G) emissions, while also securing energy supply, price stability, energy efficiencies, and local economic and workforce benefits. Consistent with that mission, MCE sources energy from fifty percent renewable sources (compared to PG&E's twenty-seven percent renewable energy portfolio) at rates that are currently slightly less than PG&E. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 2 of 14 Given the success of MCE to procure renewable supplies of electricity at competitive rates, many communities throughout California are joining, creating or studying CCAs. Sonoma County and the City of Lancaster(Los Angeles County)launched CCA programs in 2015. Nine other counties, including Alameda and San Francisco, are exploring CCAs. Both the Marin and Sonoma programs also offer a one hundred percent renewable option, at a higher cost. Since the Marin and Sonoma programs have started, the rates for both programs have been competitive with PG&E. Typical residential rates for both programs are shown in the tables below, compared to PG&E rates (rates current as of September 2015): Table 1: Marin Clean Energy Comparison Light Green PG&E (50% Savings Renewable) Electricity Cost $.20968 $.20650 $.0031 ($/kWh) kWh Average Monthly $9801 $9653 $1.48/ Bill ($) . . month Table 2: Sonoma Clean Power Comparison C1eanStart PG&E (36% Savings Renewable Electricity Cost $.21168 $.1975 $.014 / ($/kWh) kWh Average Monthly $107.98 $100.75 $7.23 / Bill ($) month A. San Mateo County Efforts San Mateo County began studying CCA formation in 2014, under the name Peninsula Clean Energy (PCE). In February 2015, the San Mateo County Board of Supervisors approved $350,000 for a CCA technical feasibility study. Every city in San Mateo County, as well as the County itself, participated in the study, which was completed in September 2015 (Attachment 1 to this staff report). The San Mateo County study examined the actual energy use county-wide, and evaluated three supply scenarios based on impact on electrical rates, greenhouse gas reductions, and renewable energy mix. The supply scenarios were developed for the purpose of demonstrating potential operating outcomes of a new CCA program under a broad range of resource mixes, which generally reflect key objectives of the San Mateo communities in terms of cost savings and Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 3 of 14 environmental benefits. Prior to the procurement of any particular energy products, PCE would have an opportunity to refine its desired resource mix. Following are the results of the study for Year 1 of PCE operations on a countywide basis. Table 3: San Mateo County PCE Technical Study Summary (Countywide Results) m Scenario 1: / / Scenario 3: m .. Low Cost j �� 100% Renewable 35%Renewable �f p` 100%Renewable Illlli� I u Average 6% savings / ® / Average 2% increase ��I 111111 q�J II VIII IIIII�,, I —$5.40/month ( ) � (—$1.80/month) u I II III �III�I III Additional Reduction of ul: �j �l��u�lyh 1 211,000 metric tons % 204,000 metric tons Based on the current market prices, the Technical Study indicated that PCE could provide both customer cost savings and significant GHG reductions. Scenarios 1 and 2 provide the potential for customer cost savings relative to PG&E. Costs increased with the Scenario 3 supply portfolio, due to the exclusive use of renewable energy resources. Scenarios 2 and 3 both provide environmental benefits, with reduced GHG emissions. Scenario 3 yielded the most significant emissions benefits, resulting from a zero portfolio emissions rate. Scenario 1, which was designed to minimize customer costs, resulted in projected GHG emissions increases compared to PG&E. It is important to consider the Power Charge Indifference Adjustment (PCIA) charge, which is a monthly charge assessed by PG&E to cover generation costs acquired prior to a customer's change in service provider. This fee is collected by PG&E and is effectively a monthly "exit fee" assessed to customers who receive their generation services from another provider. In December 2015, the California Public Utilities Commission (CPUC) approved a ninety-five percent increase to the PCIA. In the PCE Technical Study, the County's consultant assumed a seventy-five percent (approximate) increase in the PCIA fee when calculating projected costs for each scenario. In addition, the sensitivity analysis examined the effect of a fifty percent increase or a fifty percent decrease in the PCIA fee from the assumed increase. The analysis showed that the program would still be cost competitive even if the PCIA fee rose fifty percent higher than the projected seventy-five percent increase (a total increase of 112.5%). The recently approved ninety-five percent increase by the CPUC is twenty percent higher than the technical study's original projection, which is well within the parameters of the sensitivity analysis. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 4 of 14 Current energy prices are lower than what was assumed in the technical study; therefore, the County anticipates that the overall change to the financial projections in the technical study will be very minimal (one percent difference in cost savings or less). The PCE technical study recommended that the County should proceed with creation of a CCA. Below is a snapshot of what other cities in San Mateo County are doing, or have done, in response to this recommendation. As of the writing of this report, Atherton, East Palo Alto, Half Moon Bay, Menlo Park, San Mateo, and the County have passed resolutions to join a JPA for the PCE program. Table 4 indicates that eleven of the other cities, plus the County will join the JPA, with others potentially joining as well. Table 4: City Status *041#IM 1111(u I I 'ffllli County 10/6/2015 10/20/2015 11/3/2015 11/17/2015 Atherton 11✓4✓ 1 1 ✓16✓ 015 1✓ f111,6,,,,,; Belmont 10/13/2015 Jan/Feb(TBD) Brisbane 1✓2 % 16.., Burlingame 1/4/2016 1/19/2016 2/1/2016 Colma 11✓12✓ 15 Daly City 10/26/2015 1/25/2016 2/8/2016 East Palo Alto 1f1✓2o/l/'O%15 12✓IS/ 5 """ 1;✓12126,,, 1 19✓ 16 Foster City 11/16/2015 Half Moon Bay 1,1✓17f215 """ 1119✓216,.. Hillsborough 1/11/2016 Menlo Park 1fY✓2l✓ 1%15 1,1✓10/x(115 II12/2111;6,,, 1✓2 / (116 Millbrae 2/9/2016 2/9/2016 2/23/2016 Pacifica 1✓11✓201 Portola Valley 12/9/2015 1/27/2016 2/10/2016 Redwood City 1✓2 / 16.., San Bruno 10/13/2015 1/26/2016 San Carlos 11✓ 1 1 1f 5/2016//// San Mateo 11/2/2015 1/4/2016 Woodside 12/ ✓ 11 Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 5 of 14 B. South San Francisco Perspective South San Francisco is the second largest electricity user in the County, accounting for approximately fifteen percent of total countywide electric consumption.i The breakdown of South San Francisco electricity consumption by customer classification is shown in Figure 1 below. Figure 1: Customer Classification Breakdown Agriculture and Street Lighting,<1% Pumping,<1% Residential,16% Small Commercial,10% Large Commercial& Industrial,56 i II Medium Commercial, 17% 1 This percentage does not include Direct Access customers,which are large commercial users who purchase energy directly,not through PG&E.There are seventy-three Direct Access accounts in South San Francisco. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 6 of 14 Table 5: PCE Technical Study Summary (South San Francisco Only) Scenario 1: / % Scenario 3: Low Cost /� 100% Renewable i 35%Renewable ^�� 100%Renewable Average 7% savings Average 2% (—$5.13/month) ;, cost increase (—$1.50/month) Additional Reduction of 30,501 metric tons N 25,493 metric tons 1. PCE Proposal: Impact to South San Francisco Resident and Business Utility Costs South San Francisco residential electric consumption is approximately 375 kWh per month, compared to the countywide average of 450 kWh per month. Similar to the countywide results, South San Francisco residential customers would have a reduction in monthly costs compared to PG&E (ranging from approximately $3.00 to $5.00) under Scenarios 1 and 2. Under the 100% renewable scenario, residential customers would expect a monthly cost increase compared to PG&E (approximately $1.50). Commercial and industrial users would expect a similar percentage cost savings under Scenarios 1 and 2, and increase under Scenario 3. 2. PCE Proposal: Impact to South San Francisco Greenhouse Gases (GHGs) The City of South San Francisco's Climate Action Plan (CAP), was adopted February 12, 2014, and sets a goal of reducing GHG emissions by fifteen percent below baseline (2005) levels by 2020. Greenhouse gasses contribute to the greenhouse effect of the atmosphere by trapping heat, contributing to the warming of the planet, and altering the earth's climate systems. South San Francisco's reduction goal is consistent with the goals of Assembly Bill 32, which requires California to reduce its GHG emissions to 1990 levels by 2020 — a reduction of approximately fifteen percent below emissions expected under a "business as usual" scenario. While South San Francisco is implementing many CAP measures and strategies to reduce GHGs, inventories through 2013 indicate that additional reductions are needed in order to meet the goal of fifteen percent below baseline by 2020. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 7 of 14 Table 6 below provides a summary of the estimated GHG emissions in South San Francisco from 2005 to 2013.2 The City's annual emissions have only decreased 2.5 percent since 2005. An additional 12.5 percent reduction in emissions is needed to meet the 2020 goal. Table 6: GHG Emissions Summary: 2005-2013 a a 6 X1,1 1 51 4 ,,,,,,,, � 3 ,321„�� ® .e °ui�uu u` mii tattc macatc nfatc atn dd °�v rdtic%,iit tcn tads,,, tcti toh ;,,,,, tads 68; 42;mtie ivneeded,,; II"" � IIIII � � 3.2% 3.8% 3.2% 2.5% 15% A reduction in GHGs is critical to preserving public health and air quality, and slowing the effects of global climate change. In addition to these critical environmental and health factors, there are financial incentives for South San Francisco to meet the CAP emission reduction goals, in terms of eligibility and priority for grant funding for future sustainability efforts. For example, the Metropolitan Transportation Commission (MTC) provides a range of grant funding opportunities for planning and sustainability projects in order to reduce transportation- related pollution, which have helped fund significant City efforts in the past, such as the Downtown Station Area Specific Plan (DSASP). MTC programs include the One Bay Area Grant (OBAG) program provides funding for projects that support focused growth and link land use and transportation investment, and the Climate Initiatives Program provides grants and support to local communities for reducing transportation-related emissions. The Bay Area Air Quality Management District (BAAQMD) provides grant funding for projects that improve air quality. The City was awarded a California Strategic Growth Council (SGC) grant for the preparation of the CAP. Demonstrated efforts toward meeting the City's GHG reduction goals can help maintain and increase our eligibility and priority for such grant funding opportunities. As shown in Table 6 above, joining a CCA could reduce GHGs in South San Francisco by 10,860 to 25,493 metric tons in Year 1 of operations, under energy supply Scenarios 2 and 3. This reduction is a significant contribution toward meeting our GHG reduction goal of fifteen percent below 2005 levels by 2020. Scenario 2 would contribute sixteen percent toward South San Francisco's total GHG reduction goal, and Scenario 3 would contribute thirty- seven percent toward meeting the City's GHG reduction goal. Similar to the countywide 2 It is important to note that the City's baseline GHG inventory(2005)did not include emissions from Genentech's energy and gas usage.However,for the purposes of considering the PCE program,it is important to consider and include Genentech's emissions,since a significant portion of Genentech's energy usage(seventy-five percent)is through PG&E,and would thus be eligible for participation in the PCE. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 8 of 14 results, Scenario 1, which was designed with the primary purpose of reducing customer costs, results in a projected emissions increase. (All numbers are approximate, based on a 2013 GHG emissions inventory). II. DISCUSSION A. Benefits of Joininz PCE If the City were to join PCE, the following services and programs would be available to South San Francisco electricity rate payers. • Consumer Choice: Joining PCE would provide South San Francisco residents and businesses with a choice in regard to their energy provider and the degree to which their energy comes from renewable and non-nuclear sources. • Competitive Electricity Rates: PCE customers will receive cleaner electricity at rates that are projected to be slightly lower than those of PG&E. While lower rates are not guaranteed from year-to-year, it is reasonable to anticipate rate savings to continue into 2016 because PG&E's electricity generation rates are projected to increase. • Renewable Incentive Programs: PCE may be able to offer a solar net energy metering (NEM) program that provides better rates than comparable PG&E programs. This program is already operating successfully in Marin County under MCE. • Access to PG&E and PCE Energy Efficiency Programs: Because PG&E will still provide PCE customers with transmission and generation services, they are still PG&E customers and are expected to still have access to the energy efficiency and other cost-saving programs provided by PG&E. In addition, PCE will operate its own energy efficiency programs. Customers who are eligible for the PG&E CARE (California Alternate Rates for Energy) program, which provides deeply discounted energy bills to qualifying households, would continue to be eligible and would receive the CARE discount under the PCE program. • Support of Community Programs and Projects: As a non-profit public agency, PCE will allocate a portion of revenues to local projects and programs within its service area. • GHG Reduction: As described above,joining PCE could reduce GHG emissions in the City, in accordance with our CAP goals. B. Risks of Joininz PCE Staff has studied potential risks, as has the City Attorney, relying on studies of the Marin County MCE program, as the most established CCA in California, and the San Mateo County PCE technical study completed in September 2015, as well as a comprehensive review of PCE's proposed Joint Exercise of Powers Agreement (PCE JPA, Attachment 2 to this staff report). Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 9 of 14 In the opinion of the City Attorney, after analyzing the PCE JPA, the possible legal and financial risks to the City and its citizens in joining the PCE are as follows. 1. Legal Risks to the City The PCE JPA expressly provides for limited liability for its member cities, as well as directors, officers, and employees of the PCE. The JPA states that "the debts, liabilities or obligations of the [PCE] shall not be debts, liabilities or obligations of the individual [member cities] unless the governing board of [the City] agrees in writing to assume any of the debts, liabilities or obligations of the [PCE]." This language in the JPA will generally protect the City from any actions or liabilities of the PCE. To further mitigate any potential legal risks to the participants, the PCE has stated in the JPA that it is committed to acquiring "insurance coverage as is necessary to protect the interests of the [PCE], the [member cities], and the public." Additionally, the JPA explicitly states that "[n]o current or former Director, officer, or employee will be responsible for any act or omission by another Director, officer, or employee" and the PCE "shall defend, indemnify and hold harmless the individual current and former Directors." Thus, the City is generally shielded from possible liability resulting from the actions of the representatives of other member cities as well. It is worth noting, however, that member cities of JPAs are not automatically insulated from tort liability for the actions of the JPA entity and its members, per Government Code section 895.2. If the PCE were to: (1)be sued for negligence or wrongful acts or omissions; (2)have a significant adverse judgment levied against it; and (3) the PCE's insurance was not sufficient to satisfy the judgment, the member cities' assets may be found reachable by the injured party. Because all three of these conditions must occur to subject the City to the PCE's liability, this is a remote possibility. 2. Financial Risks to the City The PCE's initial costs have been fully covered by San Mateo County, and thus, most of the financial risk lies with the County. The County expects, and the JPA provides, that this expenditure will be returned in the form of customer charges once the PCE is fully functional. If the PCE venture fails prior to roll out, however, the County will lose its investment, but the member cities are insulated from this loss by the terms of the PCE JPA. Although the City's financial risks are limited during the evaluation and pre-implementation stages of the PCE, the JPA outlines a few specific situations where the City might incur costs if it chooses to withdraw from the JPA or the PCE fails after formation. Prior to the launch of the PCE, a report from an electrical utility consultant will be provided to the prospective member cities outlining the PCE's estimated electrical rates, greenhouse gas emissions, and estimated renewable energy use. If the report shows that the PCE will be unable to offer customers: Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 10 of 14 (1)rates that are equal to or lower than PG&E's, or (2)power generation that emits less greenhouse gas than PG&E or uses more renewable energy than PG&E, then, the City will be free to withdraw within fifteen (15) days, without any financial obligation. It is likely, when considering the varied options the PCE is expected to make available to customers, as detailed above, however, that at least one level will meet both of the required offerings (lower rates or lower GHGs/more renewable energy), and the City will not be able to withdraw from the PCE under this specific provision. After formation and implementation of the PCE, the JPA states that there may be continuing financial obligations to any member city that chooses to withdraw, or is involuntarily terminated by a two-thirds vote of the other PCE member directors. The JPA specifically provides that a withdrawing or terminated member city "shall remain responsible for any claims, demands, damages, or other financial obligations" arising from participation in the PCE through the date of its withdrawal or termination. The major financial obligation specifically outlined in the JPA is for "losses from the resale of power contracted for by the [PCE] to serve the [City's] load." However, this section of the JPA also explicitly provides that, upon notice of a member city's desire to withdraw, the PCE is obligated to provide a minimum waiting period during which the member would be required to remain a part of the PCE in order to withdraw without financial consequence. Thus, the City is free to withdraw from the PCE at any time and pay for the power already contracted for on its behalf or remain in the PCE until such time that the City has fully used, or the PCE has re-allocated, the City's share of the contracted power. Finally, the PCE JPA provides that a withdrawing member city is additionally responsible for costs or obligations associated generally with any specific program the City agreed to be a part of prior to the date of its withdrawal. 3. Financial Risks to PCE Customers The second financial risk category is not to the City itself but to the local utility customers. In the event of a CCA failure, unless they proactively opt out, customers rejoining PG&E could face increased charges, exit fees, and re-entry costs. In order to protect its investment and discourage opting out, the PCE may institute exit fees for any customer that chooses to opt out after the sixty-day free period. Additionally, PG&E typically institutes both a re-entry fee and market rate energy charge for any customer returning to the utility, as well as a mandated one- year commitment to remain with PG&E after returning. (See PG&E Electrical Rule 23.) The CPUC has required each CCA to post a bond of$100,000 to "cover such costs as potential re-entry fees [for customers], penalties for failing to meet operational deadlines, and errors in forecasting." (CPUC Decision 05-12-041.) Although this bond is meant to cover re-entry fees imposed by the investor-owned utilities (IOUs), among other things, it is unlikely that it would be used on an ad hoc basis, but only if the PCE fails altogether and all local customers return to the IOU. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 11 of 14 Thus, in the unlikely scenario that customers become dissatisfied or disenchanted with the PCE, and choose to leave after the free opt out period, they could potentially face fees from both the PCE and PG&E. 4. Re_ulatory Risks The CPUC oversees the creation and inception of all CCAs and promulgates all regulations that apply to energy generation and supply in the state. To date, the CPUC has been generally supportive of CCA formation and operation and is guided by the increase-in-utility-competition and customer-rate-reduction principles outlined in Public Utilities Code. In 2012 the CPUC adopted a Code of Conduct for the IOUs relative to CCA formation and implementation, as well as an expedited complaint procedure available to CCAs in response to disruptive and deceptive conduct by the IOUs. (See CPUC Decision 12-12-036.) Most regulatory risks will impact the PCE as a whole and are unlikely to affect the City individually or directly. However, it is possible that future CPUC regulations and state or federal legislation may alter the relationship and responsibility of member communities with regard to multi-community CCAs, especially if customers become dissatisfied with CCAs and elected officials are forced to react to concerns voiced by their constituents. G PCE Governance 1. Joint Powers Agreement As discussed in the risk analysis section, the JPA is a legally and financially separate entity from the jurisdictions that it serves. The JPA will be governed by a Board of Directors comprised of elected officials and an alternate from the PCE member jurisdictions. The Board of Directors will be responsible for setting electricity rates, program policy, and also developing an implementation plan to be submitted to the CPUC. 2. Voting Structure Each member city has one vote on behalf of their city, and the County is granted two votes. The JPA does provide for an additional vote weighted by shares based upon the annual energy used by each member city or the County, in relation to all the PCE members' total energy usage, as indicated in Table 7 on the next page. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 12 of 14 Table 7: Approximate JPA Voting Weights Portola Valley 5% Colma .5% Woodside 1% Brisbane 1.5% Hillsborough 1.5% Half Moon Bay 1.5% Atherton 1.5% East Palo Alto 2% Millbrae 2.5% Belmont 2.5% Pacifica 3% Foster City 4.5% San Carlos 4.5% San Bruno 5% Unincorporated County 6% Burlingame 6% Daly City 6.5% Menlo Park 7.5% San Mateo 12.5% South San Francisco 15% Redwood City 15.5% The weighted vote would only be used in unusual circumstances. If a member agency is not satisfied with the outcome of an initial vote, the agency may call for a second vote using the weighted shares method. This protects the interests of large energy users, such as South San Francisco. D. Impacts on South San Francisco City Government Costs As an electric customer and ratepayer, the City of South San Francisco would have the choice of purchasing electricity for municipal accounts from PCE or PG&E. In 2015, the City spent nearly $1.4 million on electricity bills, excluding the City's solar accounts, and used approximately 8.3 million kWh with PG&E. Using current electric rate comparisons, staff estimates that the annual potential financial impact could result in a four percent cost savings to the City in Year 1 under Scenario 2 (the Balanced Cost + Environmental Benefits Scenario), or approximately $56,000 Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 13 of 14 savings. Using current emissions factors, enrolling municipal accounts in PCE would reduce GHG emissions by approximately 600 metric tons by Year 10 of PCE program operations, helping to contribute to overall community-wide GHG reductions in the City. E. CEQA and Environmental Compliance The action of a local government to join PCE is an administrative action that will not result in a direct physical change to the environment or a reasonably foreseeable indirect change to the environment, and thus is not a project as defined by the California Environmental Quality Act (CEQA) Guideline Section 15378. CEQA Guidelines Section 15378(b)(5) states that a project does not include "Organization or administrative activities of governments that will not result in direct or indirect physical changes in the environment." Per CEQA Guidelines Section 15378, there cannot be a project unless the proposed action will result in "either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment." III. POTENTIAL NEXT STEPS San Mateo County's PCE has asked interested cities to take action on joining the JPA by February 2016. This allows PCE the time to organize and begin operations by the summer, the most favorable time to complete new energy supply contracts. If the City Council finds PCE membership beneficial and elects to proceed, next steps for the City could include: • If the City Council wishes to pursue PCE membership, a town hall meeting will be held on February 3 to solicit community comments on joining the program; • A public hearing at the regularly scheduled City Council meeting of February 24 to adopt a resolution formally requesting membership in PCE and to conduct the first reading of an ordinance specifying that the City intends to implement a CCA program by approving participation in the PCE Joint Exercise of Powers Agreement (PCE JPA); • A second reading of the ordinance at the regularly scheduled City Council meeting of March 9; and • Signing on to the PCE JPA and assigning a City Councilmember to sit on the Board. Following the JPA formation process, the PCE will establish a Board of Directors. The Board of Directors is usually comprised of a representative from each member city (and the county) within the CCA jurisdiction. The Board will set the PCE's policies and electricity rates. Following JPA formation, PCE will also develop an implementation plan to be certified by the CPUC, which will outline how PCE will function, set rates,procure electricity, and carry out all other functions required under CPUC regulations. The County is in the process of developing a comprehensive communications and outreach plan for PCE in 2016; the goal of this plan is to inform electricity customers in PCE's service territory about the organization and their electricity options. Staff Report Subject: COMMUNITY CHOICE AGGREGATION STUDY SESSION Date: January 27, 2016 Page 14 of 14 If the City Council wishes to join, but elects to defer participation until the 2017 procurement cycle in or to extend the public input process ors y additional items, the technical analysis of the PCE program would need to be updated, and future terms, conditions, and the rights and structure of PCE membership for new communities may be different than they are today. Staff is seeking policy direction from the City Council on the following: 1. Should the City continue pursuing membership in.PCE? 2. If yes, should the City hold public outreach meetings prior to considering a formal vote on PCE membership? 3. Are there any areas that staff should further investigate or clarify? By: ® ' Approved: Adena Fried rAg ike Futrell Senior Planner City Manag ATTACHMENTS: 1. PCE Technical Study P. 1 2. PCE JPA Agreement p. 84 3. PowerPoint Presentation p. 103 Attachment 1 Peninsula Clean Energy Technical Study 1 onm nnnni nnnnnnnnn ......11nn.€ 000000i 000000i€ 00000nnno 0000nni 00000nnnn 000000000 CC , 10001 00001 c m00i0 00010 0000000000 0000001 0000001 000000000 0000001€ u � ��Willi ioiiaillia iliizi This Technical Study was prepared for the County of San Mateo for purposes of understanding the potential benefits and liabilities associated with forming a Community Choice Aggregation (CCA) program, which would provide electric generation service to residential and business customers located within San Mateo County. A detailed discussion of the projected operating results related to the CCA program, which has been named Peninsula Clean Energy, are presented herein. 2 � C�� ear'-1 � ��� ii � ������� �� ����� S � �d� � � ������ � � � � ���~� � � �� = A 0Y" A CU �FUC EU4, G Y" A VUS 0 S, UU4, C . �a e o"F C o n en'��s i:..:xl:..:cu"rUvl:..:1 SUMMAlRY,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3 sl:..:crUaUm i: UUm'TlRal�)ucrUaUm ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 8 sl:..:cri0N 2: s'Twl�)Y ml:..:'Ti 101)011 OGY,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 10 SupplyScenarios.—'''''''''''''''''''—''''''''''''''''''''—''''''''''''''''''''—'''''''''''— lO Scenario l: Maximize Rohe Competitiveness while Minimally Exceeding RPS Mondohes---------.. 15 Scenario 2: Minimum 5O% Renewable Energy Content plus Net GHG Reductions....................................... l8 Scenario 3: l00% Renewable Energy Content.....................................................................................................2l Costsand Rates''''''''''''''''''''—''''''''''''''''''''—'''—''''''''''''''''''''—''''''''-24 GreenhouseGas Emissions............................................................................................................................................2b Economic Development Impacts'—''''''''''''''''''''—''''''''''''''''''''—''''''''''''''''''''Z7 Local Economic Development Impact Potential......................................................................................................3O sl:..:cri0N 3: ii:.,cii:..:, Tl:..:ci 11VUCAII PAlRAMl:..:'Tl:..:lRs i:..:c'Tluci'TY caimsumii:rriaUm),,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 32 Hignhco| and Projected Electricity Consumption......................................................................................................32 Projected Customer Mix and Energy Consumption..................................................................................................35 Renewable Energy Portfolio Requirements...............................................................................................................3b CapacityRequirements.................................................................................................................................................38 sl:..:cri0N 4: cos"T oii:::: sl:..:lRvUcl:..:1 ii:..:Iii ii:..:,m ii:..:,im"Ts,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 40 Electricity Purchases.--------------------------------------------------.4O Renewable Energy Purchases''''''''''''''''''''—''''''''''''''''''''—'''—'''''''''''''''''''4O ElectricGeneration—''''''''''''''''''—''''''''''''''''''''—'''''''''''''''''''—''''''''''''-42 Transmission and Grid Services—'''''''''''''''''—''''''''''''''''''''—''''''''''''''''''''—'-42 FinancingCosts''''''''''''''''''—''''''''''''''''''''—''''''''''''''''''''—''''''''''''''''-42 Billing,Metering and Data Management—''—''''''''''''''''''''—'''''''''''''''''''—''''''''''43 Staff and Other Operating Costs—''''''''''''''''''—''''''''''''''''''''—'''''''''''''''''''-44 UncoUecUb|e Accounts....................................................................................................................................................44 ProgramReserves'''''''''''''''''''—''''''''''''''''''''—''''''''''''''''''''—''''''''''''-44 Bonding and Security Requirements...........................................................................................................................44 PG&E Surcharges.—'''''''''''''''''''—''''''''''''''''''''—''''''''''''''''''''—''''''''''''44 sl:..:cri0N 5: cos"T ANI) ANA11 Y&US ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,46 Scenario l Study Results''''''''''''''''''''—''''''''''''''''''''—''''''''''''''''''''—'''''''4b RatepayerCosts—''''''''''''''''''—''''''''''''''''''''—'''''''''''''''''''—''''''''''''''4b 3 GHGImpacts................................................................................................................................................................48 Scenario2 Study Results...............................................................................................................................................50 RatepayerCosts..........................................................................................................................................................50 GHGImpacts................................................................................................................................................................51 Scenario3 Study Results...............................................................................................................................................54 RatepayerCosts..........................................................................................................................................................54 GHGImpacts................................................................................................................................................................56 Ifii'C°rIII II 6. Ifii'II &III°rIII III"rY AN A11 Ifii' .........wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww 58 Power and Natural Gas Prices....................................................................................................................................58 RenewableEnergy Costs...............................................................................................................................................58 CarbonFree Energy Costs............................................................................................................................................58 PG&E Rates.....................................................................................................................................................................59 PG&E Surcharges...........................................................................................................................................................59 Opt-Out Rates.................................................................................................................................................................60 SensitivityResults............................................................................................................................................................60 sl:..:criON 7. IIC III IK AN A11 ......................wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww 64 FinancialRisks to PCE Members...................................................................................................................................64 Deviations between Actual Energy Use and Contracted Purchases.....................................................................65 Legislativeand Regulatory Risk...................................................................................................................................66 Availability of Requisite Renewable and Carbon-Free Energy Supplies............................................................68 MarketVolatility and Price Risk..................................................................................................................................68 Ifii'C°rIII II 8. All,,,"rlfii'IIC III A°rIII Ifii' 0CA II3U Illll lfii' I1)11:.i'II,,, ASS Ifii'SSM Ifii'II "r. ri I 1I R If) 1PAIl "1"Y Allf II II III " IIC A" VI II ... 71 Ifii'C°rIII II 9. 0CA If::' IIC A°rIII II A0"°'rIII III°rIlllfii' wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww 72 CCAEntity Formation.....................................................................................................................................................72 RegulatoryRequirements..............................................................................................................................................72 Procurement.....................................................................................................................................................................73 Financing ..........................................................................................................................................................................73 Organization...................................................................................................................................................................73 CustomerNotices............................................................................................................................................................73 Ratesetting and Preliminary Program Development...............................................................................................73 Ifii'C°rIII II 10. Ifii' AII,,,UA"rIII II AlNI) R ll:..:,COMM I[i'III IIf)Xrll 0 111 ..........wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww 75 Alf P11:ii'Ill llf1ll A. PClfii' PRO FORMA AN A11 lfii'S.............................wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww wwwwwwwwwwwwwwwwwwwwwwwwwwwwwww 78 4 II,x II,, m u r II IIz. SUMMARY This Community Choice Aggregation ("CCA") Technical Study ("Study") was prepared by Pacific Energy Advisors, Inc. ("PEA") for purposes of describing the potential benefits and liabilities associated with forming a CCA program, which would provide electric generation service to residential and business customers located within (i) the twenty (20) municipalities in the County of San Mateo ("County"),and (ii) the unincorporated areas of the County (together, the "San Mateo Communities"). The Study evaluated projected operations of such a CCA program, which has been named Peninsula Clean Energy ("PCE"), over a ten-year planning horizon, drawing from best available market intelligence and PEA's direct experience with each of California's operating CCA programs. This information was used to generate a set of anticipated base case assumptions for PCE operations as well as a variety of sensitivities, which were used to demonstrate how certain changes in the base case assumptions would influence anticipated operating results. For purposes of the Study, PEA and County leadership identified three indicative supply scenarios, which were designed to test the viability of prospective CCA operations under a variety of energy resource compositions. In particular,the three supply scenarios were constructed with the following objectives in mind: • Scenario 1: Maximize PCE rate/cost competitiveness relative to the incumbent investor-owned utility ("IOU"), Pacific Gas & Electric Company ("PG&E"), while ensuring compliance with applicable renewable energy procurement mandates. • Scenario 2: Exceed renewable energy procurement mandates and promote reduced greenhouse gas emissions ("GHGs") within the electric energy sector through the predominant use of non-polluting generating resources. • Scenario 3: Deliver a 100% bundled renewable energy product to all PCE customers based on prevailing market prices. When considering the prospective supply scenarios evaluated in this Study, it should be understood that PCE would not be limited to any particular scenario assessed in this Study; the Study's supply scenarios were developed in cooperation with San Mateo County leadership for the purpose of demonstrating potential operating outcomes of a new CCA program under a broad range of resource mixes, which generally reflect key objectives of the San Mateo Communities. Prior to the procurement of any particular energy products, PCE would have an opportunity to refine its desired resource mix, which may differ from the prospective scenarios reflected herein. When developing these supply scenarios, PEA was directed to exclude unbundled renewable energy certificates,nuclear generation,which represents a significant portion of PG&E's energy resource mix',and coal generation2 from the anticipated resource mix. Based on current market prices and various other operating assumptions,the Study indicates that PCE would be viable under a broad range of market conditions, demonstrating the potential for customer cost savings and significant GHG reductions. In particular,Scenarios 1 and 2 demonstrate the potential for customer cost savings ranging from 2% to 6%, relative to projected PG&E rates, over the ten-year study period. As expected, increased supply costs associated with the Scenario 3 supply portfolio, which specified the exclusive use of ' According to PG&E's 2013 Power Content Label, 22% of total electric energy supply was sourced from nuclear generating facilities; in 2014, a similar proportion of PG&E's total electric energy supply was sourced from nuclear generating facilities: 21%,as reflected in PG&E's Power Source Disclosure Report for the 2014 calendar year. 2 According to the California Energy Commission, approximately 6% of California's total system power mix is comprised of electric energy produced by generators using coal as the primary fuel source: http://energya lmanac.ca.gov/electricity/total—system_power.htmi. 5 bundled renewable energy resources for the entirety of PCE's electric supply, resulted in marginally higher customer costs throughout the study period with premiums ranging from 1% to 2% relative to PG&E. As previously noted,none of the prospective supply scenarios include the use of unbundled RECs; renewable energy products will be exclusively limited to "bundled" deliveries produced by generators primarily located within California, the San Mateo Communities and elsewhere in the western United States. When reviewing the pro forma financial results associated with each of the prospective supply scenarios, as reflected in Appendix A of this Study, line "X" indicates the "Total Change in Customer Electric Charges" during each year of the study period: to the extent that such values are negative, PCE would have the potential to offer comparatively lower customer rates/charges, relative to similar charges imposed by PG&E; to the extent that such values are positive, PCE would need to impose comparatively higher customer charges in order to recover expected costs. Ultimately,the disposition of any projected operating surpluses will be determined by PCE leadership during annual budgeting and ratesetting processes. For example, in the cases of Scenario 1 and Scenario 2, each year of the study period reflects the potential for operating surpluses. Such surpluses could be passed through to PCE customer in the form of comparatively lower electric rates/charges,as reflected in this Study, or PCE leadership could strike a balance between reduced rates and increased funding for complementary energy programs, such as Net Energy Metering,customer rebates (to promote local distributed renewable infrastructure buildout or energy efficiency, for example) as well as other similarly focused programs. PCE leadership would have considerable flexibility in administering the disposition of any projected operating surpluses, subject to any financial covenants that may be entered into by the program. With regard to anticipated clean energy supply and resultant GHG emissions impacts, Scenario 1, which was designed with the primary purpose of minimizing customer costs,resulted in projected emissions increases ranging from 136,000 to 488,000 metric tons per year — the noted range of emissions impacts reflects the minimum (occurring in Year 1 of expected PCE operations) and maximum (occurring in Year 10 of expected PCE operations) impacts over the ten-year study period. Conversely,the predominantly carbon-free energy supply associated with Scenario 2 resulted in annual emissions reductions ranging from 75,000 (Year 1 impact) to 156,000 (Year 10 impact) metric tons. Scenario 3 yielded the most significant emissions benefits, resulting from a zero portfolio emissions rate — annual projected emissions reductions ranged from 130,000 (Year 1 impact) to 266,000 (Year 10 impact) metric tons. With regard to the anticipated GHG emissions impacts reflected under each scenario, it is important to note that such estimates are significantly influenced by PG&E's ongoing use of nuclear generation,which is generally recognized as GHG-free. To the extent that PG&E's use of nuclear generation is curtailed or suspended at some point in the future, PCE's projected emissions reductions would significantly increase. The various energy supply components underlying each scenario are broadly categorized as: • Conventional Supply (generally electric generation produced through the combustion of fossil fuels, particularly natural gas); • "Bucket 1" Renewable Energy Supply (generally renewable generation within CA); • "Bucket 2" Renewable Energy Supply (renewable generation imported into CA); and • Additional GHG-Free Supply (generally power from large hydro-electric generation facilities, which are not eligible to participate in California's Renewables Portfolio Standard, or "RPS", certification program). The following exhibit identifies the projected operating results under each supply scenario in Year 1 of anticipated CCA operation. Additional details regarding the composition of each supply scenario are addressed in Chapter 2. 6 Year 1 Scenario 1 Year 1 Scenario 2 Year 1 Scenario 3 Peninsula ea n Energy Indicative Supply Scenarios: Year 1 aq5ao Bucket 1 RE Supply Conventional Supply Bucket 2 RE Supply Additional GHG-Free Supply iiiiiiiiiiiiiiiiiiiiiillillillillillillilliillI 121111 11 Mill,11 7111111 = 11111!!1 A 1111!1 1 General Environmental Benefits 35%Renewable 50%Renewable 100%Renewable Renewable energy and GHG content 35%GHG-Free 73%GHG-Free 100%GHG-Free Rate Competitiveness Average 6%savings relative to Average 4%savings relative to Average 2%increase relative Incremental renewable/clean energy purchases will impose PG&E rate projections PG&E rate projections to PG&E rate projections upward pressure on PCE customer rates Projected Residential Customer Cost Impacts' Average$5.40 monthly cost Average$4.05 monthly cost Average$1.80 monthly cost Resource choices will influence monthly energy costs savings relative to PG&E rate savings relative to PG&E rate increase relative to PG&E rate 'Average monthly usage for PCE res.customers=450 kWh projections projections projections Assumed PCE Participation 85%customer participation rate 85%customer participation rate 75%customer participation Projected rate savings/increases are assumed to impact assumed across all customer assumed across all customer rate assumed for residential customer participation levels;medium and large commercial groups groups and small commercial customers are assumed to be highly cost sensitive customer groups;50% participation for all other customer groups Comparative GHG Emissions Impacts 0.278 metric tons CO2/M Wh 0.115 metric tons CO2/M Wh Zero emissions rate results in GHG emissions impact relative to assumed PG&E portfolio emissions rate results in emissions rate results in=75,000 =204,000 metric ton additional GHG emissions of metric ton reduction reduction =211,000 metric tons The following exhibit identifies the projected operating results under each supply scenario in Year 10 of anticipated CCA operation. 7 Year 10 Scenario 1 Year 10 Scenario 2 Year 10 Scenario 3 Peninsula Clean Energy ,r� �, p g iuuuuuuu�uuu,1 Indicative Supply V!i �V V uuuuuuuuuuuuuuuuiiiiiiiiiuuuuuuuq �i i�opijijliquiililililililililililillgggqi ililggi Scenarios: Year 10 Bucket 1 RE Supply Conventional Supply Bucket 2 RE Supply Additional GHG-Free Supply General Environmental Benefits 43%Renewable 65%Renewable 100%Renewable Renewable energy and GHG content 43%GHG-Free 85%GHG-Free 100%GHG-Free Rate Competitiveness Average 4%savings relative to Average 2%savings relative to Average 1%increase relative Incremental renewable/clean energy purchases will impose PG&E rate projections PG&E rate projections to PG&E rate projections upward pressure on PCE customer rates Projected Residential Customer Cost Impacts' Average$4.95 monthly cost Average$1.80 monthly cost Average$1.35 monthly cost Resource choices will influence monthly energy costs savings relative to PG&E rate savings relative to PG&E rate increase relative to PG&E rate 'Average monthly usage for PCE res.customers=450 kWh projections projections projections Assumed PCE Participation 85%customer participation 85%customer participation rate 75%customer participation Projected rate savings/increases are assumed to impact rate assumed across all assumed across all customer rate assumed for residential customer participation levels;medium and large commercial customer groups groups and small commercial customers are assumed to be highly cost sensitive customer groups;50% participation for all other customer groups Comparative GHG Emissions Impacts 0.243 metric tons CO2/M Wh 0.066 metric tons CO2/M Wh Zero emissions rate results in GHG emissions impact relative to assumed PG&E portfolio emissions rate results in emissions rate results in =266,000 metric ton reduction additional GHG emissions of =156,000 metric ton reduction =488,000 metric tons PCE's anticipated long-term power contract portfolio is also expected to generate substantial economic benefits throughout the state as a result of new renewable resource development. The prospective PCE long-term contract portfolio, which is reflected in the anticipated resource mix for each supply scenario, includes approximately 330 MW of new generating capacity (all of which is assumed to be located within California and some of which may be located within the County). Based on widely used industry models,such projects are expected to generate up to 10,000 construction jobs and as much as $1.3 billion in total economic output. Ongoing operation and maintenance ("O&M") jobs associated with such projects are expected to employ as many as 130 full time equivalent positions ("FTEs") with additional annual economic output up to $20 million. PCE would also employ a combination of staff and contractors, resulting in additional ongoing job creation (up to 30 FTEs per year) and related annual economic output ranging from $3 to $9 million. Based on the results reflected in this Study and PEA'S considerable experience with California CCAs, the PCE program has a variety of electric supply options that are projected to yield both customer rate savings and environmental benefits. To the extent that clean energy options, including renewable energy and hydroelectricity, are used in place of conventional power sources, which utilize fossil fuels to produce electric power, anticipated PCE costs and related customer rates would marginally increase. However, Scenario 3 indicates that ratepayer costs associated with a 100% bundled renewable energy supply scenario generally approach parity with the default supply option offered by PG&E over the ten-year study period. Ultimately, PCE's ability to demonstrate rate competitiveness (while also offering environmental benefits) would hinge on prevailing market prices at the time of power supply contract negotiation and execution. Depending 8 on inevitable changes to market prices and other assumptions, which are substantially addressed through the various sensitivity analyses reflected in this Study, PCE's electric rates may be somewhat lower or higher than similar rates charged by PG&E and would be expected to fall within a competitive range needed for program viability. As with California's operating CCA programs, PCE's ability to secure requisite customer energy requirements, particularly under long term contracts, will depend on the program's perceived creditworthiness at the time of power procurement. Customer retention and reserve accrual, as well as a successful operating track record, will be viewed favorably by prospective energy suppliers,leading to reduced energy costs and customer rates. As previously noted, it is PEA'S opinion that PCE would be operationally viable under a range of resource planning scenarios, demonstrating the potential for customer savings as well as reduced GHG emissions. 9 II °gym"'nai 1 : II II "'r1RODuc'rIoI In consideration of its response to the County of San Mateo's ("County") Request for Proposals for Services Developing a Technical Study on CCA, PEA was retained by the County to conduct a technical study focused on the prospective formation of a CCA program serving the San Mateo Communities. This Study reflects the results of a comprehensive analysis,which addresses prospective CCA operations under a range of scenarios,including the identification of anticipated rate/cost impacts, environmental benefits, resource composition and economic development among other considerations. When reviewing this Study, it is important to keep in mind that the findings and recommendations reflected herein are substantially influenced by current market conditions within the electric utility industry, which are subject to sudden and significant changes. PEA is an independent consulting firm specializing in providing strategic advice and technical support to various organizations within the California electricity market, particularly aspiring and operating CCA programs. PEA's consultants have been assisting local governments with the evaluation and implementation of CCA programs since 2004, including each of California's operational CCA programs: Marin Clean Energy ("MCE"), Sonoma Clean Power ("SCP") and Lancaster Choice Energy ("LCE"). This Study reflects operating projections that are based on best available information, utilizing transparent, documented assumptions to provide an objective assessment regarding the prospects of CCA operation in the County. However, due to the dynamic nature of California's energy markets, particularly market prices which are subject to frequent changes, the assumptions and projections reflected in this Study should be revisited prior to taking any action(s) or making any decision(s) that may be predicated on information contained in this Study — to the extent that future market price benchmarks materially differ from any of the assumptions noted in this Study, PEA recommends updating pertinent operating projections to ensure well-informed decision making and prudent action. This Study addresses the projected benefits and liabilities related to the formation, implementation and operation of a potential CCA program, PCE,which would provide electric generation services to residential and business customers currently served by the incumbent investor-owned utility, PG&E, within the following San Mateo Communities: Town of Atherton City of Millbrae City of Belmont City of Pacifica City of Brisbane City of Portola Valley City of Burlingame City of Redwood City Town of Colma City of San Bruno City of Daly City City of San Carlos City of East Palo Alto City of San Mateo City of Foster City City of South San Francisco City of Half Moon Bay Town of Woodside Town of Hillsborough Unincorporated San Mateo County City of Menlo Park Under existing rules administered by the California Public Utilities Commission ("CPUC"), PG&E would use its transmission and distribution system to deliver the electricity supplied by PCE in a non-discriminatory manner, as it currently does for its own "bundled service" customers (i.e.,customers who receive both electric generation and delivery services from a single provider) and for "direct access"customers who receive electricity provided by competitive retail suppliers. PG&E would continue to provide all metering and billing services,and customers would receive a single electric bill each month from PG&E — each customer's bill would show PCE charges for generation services as well as charges for PG&E delivery services. Money collected by PG&E on behalf of PCE 10 would be electronically transferred each day to PCE's designated bank account. Following enrollment in the CCA program, PCE customers would continue to be eligible for programs funded through distribution rates and operated by PG&E, including rebate/subsidy programs focused on energy efficiency and distributed solar generation. To fulfill the electric energy requirements of its customers and related compliance obligations, PCE would participate in the electricity market to purchase various energy products from generators, brokers, and/or marketers. In the future, PCE may also produce electricity generated by its own power plants, which could be independently developed or acquired by the CCA. Other programs and services may be offered by PCE as well, such as new programs to promote conservation and/or energy efficiency, locally-situated distributed renewable generation (e.g., photovoltaic solar systems that are installed by a customer "behind the meter" to reduce reliance on offsite energy sources and/or reduce overall energy costs), electric vehicle charging, and customer load shifting (also known as "demand response"). PEA's analysis quantifies the expected benefits and liabilities of the CCA program in terms of overall operating margins, ratepayer costs, reductions in emissions of greenhouse gases ("GHGs", which primarily entail carbon dioxide, or "CO2") from electric generating resources used to supply customers within the San Mateo Communities, and economic development impacts arising from new job creation and local spending. The remaining sections of this report are organized by subject matter as follows: Section 2: Study Methodology— describes the methodological approach used to conduct the Study. Section 3: PCE Technical Parameters — describes the electric consumption patterns and electric resource requirements of prospective PCE customers (i.e.,electricity customers located within the San Mateo Communities). Section 4: Cost of Service Elements — explains the various costs that would be involved in providing electric service through a CCA program. Section 5: Cost and Benefits Analysis — details the estimated benefits and financial liabilities associated with a variety of potential resource scenarios with regard to ratepayer costs, GHG impacts, and local economic development impacts. Section 6:Sensitivity Analyses—describes the variables that are expected to have the largest impact on customer rates and shows the range of impacts associated with key variables. Section 7: Risk Analysis — highlights key risks associated with the formation and operation of a CCA program, including recommended mitigation measures for such risks. Section 8: Fully Outsourced CCA Model Assessment — PEA previously completed and delivered this Assessment to the County of San Mateo;the Assessment is incorporated by reference in this Study but is not attached hereto. Section 9: CCA Formation Activities— summarizes the steps involved in forming a CCA program. Section 10: Evaluation and Recommendations — summarizes Study results and provides recommendations based on PEA's analysis. Appendix A: PCE Pro Forma Analyses— includes pro forma operating projections for each of the three PCE supply scenarios addressed in this Study. 11 Ili,gym'„r II I II : s r UD II--,„„r -�O O OGY The analytical framework for the Study is a cost-of-service model that estimates all costs and anticipated revenues that would be incurred/received in providing CCA services. The Study examines projected economic impacts over a ten-year study period. As detailed in Section 4 (Cost of Service Elements), CCA program costs include those associated with energy procurement as well as administrative,financing and other costs that would be involved in the program's formation and ongoing operation. Total projected costs over each twelve-month period represent the amounts that must be funded through program rates, also known as the "revenue requirement.” Average generation rates of the CCA program, which are calculated by dividing total program costs (dollars) by total program electricity sales (kilowatt hours, kWh; or megawatt hours, MWh), were determined for each year as well as the entirety of PCE's ten-year study period (ten-year averages were calculated on a levelized basis, as further described below) to facilitate comparisons among potential electric supply mixes and against projected PG&E rates. The CCA program would have myriad choices with regard to the types of resources that may comprise its electric supply portfolio. Such choices typically focus on the following portfolio attributes: 1) the proportion of renewable and non-renewable, or conventional, generation sources; 2) specification of a portfolio GHG emissions rate; 3) selection of specific generating technologies (solar photovoltaic, wind, geothermal, etc.); 4) identification of resource locations (local, in-state, regional); 5) preferred power supply structure (power purchase agreement or, potentially, asset development/acquisition); 6) determination of resource scale (larger "utility-scale” projects and/or smaller distributed generating resources); and 7) duration of supply commitments (short-,mid-,long-term). Each of these choices presents economic and/or environmental tradeoffs. Specification of such preferences, which is a fundamental component of the resource planning process,typically occurs during the implementation and operation stages by those charged with leading and overseeing the CCA program. As the CCA continues to operate over time, resource planning will remain an ongoing obligation,enabling the CCA to adapt its planning principles to changing circumstances while promoting the CCA program's overarching policy objectives. For purposes of this Study, PEA developed three representative supply portfolios that were evaluated on the basis of ratepayer cost, renewable energy content, GHG emissions, and economic development impacts. The objective of evaluating alternative supply scenarios is to obtain a robust set of analytical results that can be used to inform decision-makers of the inherent trade-offs that exist among various resource choices while also illustrating a reasonable range of outcomes that could be achieved through CCA implementation and operation. It should be understood that PCE would not be limited to any particular supply scenario assessed in this Study; the supply scenarios reflected in this Study have been developed for the sake of example, taking into consideration key objectives of the aspiring CCA program. tj p Ip IIII y S c e i°i a ir i o s The following supply scenarios are representative of different choices that could be made by PCE with regard to overall renewable energy content, fuel sources and generator locations (of the electric resources used to supply PCE's customers). Each scenario embodies unique portfolio attributes and related ratepayer impacts. Subject to compliance with prevailing law and applicable regulations, California CCAs have a broad range of options when assembling a supply portfolio. The three scenarios discussed in this Study also reflect the inclusion of power supply from both existing generating sources, which may supply the majority of PCE's early stage energy requirements, and new renewable generation projects developed as a result of long-term power purchase agreements entered into by the CCA program,which may play an increasingly prominent role in PCE's mid- and long-term resource planning efforts. With regard to specific sources of supply that may be incorporated by PCE, PEA was directed to exclude potential purchases from coal-fired and nuclear generating resources (utilized 12 by the incumbent IOU) as well as the procurement of unbundled renewable energy certificates from all prospective supply portfolios. In consideration of this direction, such products were omitted during PCE's portfolio analysis. It is also noteworthy that independent development and ownership of generating resources may also be an available supply alternative for the CCA program over the longer-term planning horizon, following years of successful operations, financial reserve accrual and establishment of general creditworthiness. Because the timing of any significant CCA-sponsored resource development and ownership likely falls outside the planning horizon addressed within this Study, PEA has not incorporated CCA-owned resources as a component of the indicative supply scenarios discussed herein. With regard to the three prospective PCE supply scenarios addressed in this Study, such scenarios were designed to evaluate a broad range of portfolio characteristics for purposes of demonstrating the inherent tradeoffs that exist when deciding between available resource options. The prospective supply portfolios were also constructed in consideration of certain key objectives that were communicated to PEA on behalf of the San Mateo Communities. These objectives generally focused on the achievement of rate competitiveness, GHG emissions reductions and increased use of renewable energy resources relative to the incumbent utility. For purposes of this Study, each scenario was constructed as follows: Total Renewable Anticipated GHG Anticipated PCE PCE Supply Primary Objectives of Energy Content3 as % Customer Cost Emissions Savings4 Scenario Supply Portfolio of Total Supply(Year (Year 1;Year 10) Impacts5 (Year 1; 1;Year 10) Year 10) YEAR 1 = Moderate Scenario 1 Cost/rate competitiveness YEAR 1 = 35% YEAR 1 = No Savings with incumbent utility YEAR 10 = 43% YEAR 10 = No YEAR 10 = Moderate Savings Above-RPS renewable YEAR 1 = Yes YEAR 1 = Minimal energy supply plus GHG YEAR 1 = 50% (Moderate) Savings Scenario 2 emissions reductions (relative to incumbent YEAR 10 = 65% YEAR 10 = Yes YEAR 10 = Minimal utility) (Moderate) Savings YEAR 1 = Yes YEAR 1 = Increased 100% PCC1 (bundled) YEAR 1 = 100% (Significant) Costs Scenario 3 renewable energy at prevailing market prices YEAR 10 = 100% YEAR 10 = Yes YEAR 10 = (Significant) Increased Costs Under each of the three supply scenarios, the CCA program would cause new renewable generation projects to be developed through long-term power purchase agreements. It should be recognized that developing generation in California is a difficult and time-consuming process, and developing generation within the San 3 All renewable energy volumes are assumed to be eligible for use in California's Renewables Portfolio Standard ("RPS") program. 4 Anticipated GHG emissions impacts were determined in consideration of the GHG emissions factor associated with PCE's assumed resource mix as compared to the assumed emissions factor associated with PG&E's supply portfolio,which is expected to decline throughout the ten-year study period. 5 Anticipated customer cost impacts were determined in consideration of the projected average PCE customer rate to be paid under each of the three prospective supply scenarios relative to the forecasted average PG&E rate. 13 Mateo Communities and surrounding areas may be even more difficult than in other parts of the state. Major development challenges include siting, permitting,financing and generator interconnection with the transmission system, all of which may take far longer than originally planned. Suitable sites must be identified and placed under control of the developer, and the required land can be quite significant, particularly for photovoltaic solar projects.6 It is also common for proposed generating projects to draw opposition from local residents and interest groups,who may identify various objections to the project (e.g.,habitat destruction/displacement,visual impacts and species mortality). Once a suitable site is secured and the necessary permits are in place, the project must be financed, and that financing will primarily depend upon the perceived creditworthiness of the CCA program, which may take several years to build. As previously noted, PEA has assumed that during the ten year study horizon, generation projects would be developed and financed by third parties under long-term power purchase agreements with PCE. For purposes of this Study, an indicative long-term renewable energy contract portfolio, which emphasizes resource and delivery profile diversity in consideration of reasonably available project opportunities, was assembled for the PCE program. This indicative long-term contract portfolio was applied when analyzing each of the three supply scenarios for purposes of determining the resource planning and financial impacts associated with long-term power supply commitments that could be reasonably pursued by PCE. As reflected in the following table, the indicative supply portfolio phases in a variety of contracting opportunities over time, allowing the CCA program to incrementally increase long-term renewable supply commitments without unnecessarily exposing PCE to renewable energy price risk at a single point in time — this is both a prudent resource and risk management practice in consideration of recent, ongoing price reductions that have been observed by California's renewable energy buyers. The incremental ramp up in contracted renewable energy volumes will also serve the purpose of mitigating credit concerns that may impact the CCA program during early operations and limit the pace at which new long term resource commitments can be made. Based on PEA's experience, California's three operating CCAs, MCE, SCP and LCE, have been successful in pursuing small- (1 to 5 MWs in size) to mid-sized (5-40 MWs in size) renewable energy contracting opportunities during early operations — the developers/owners for such projects have been able to reconcile credit concerns in consideration of the CCA's projected operating results and/or relatively nominal collateral postings. PEA expects that PCE would have a similar experience when pursuing available renewable project options. For example, prior to commencing operations and in the 24 to 36 months thereafter, it is expected that PCE would be able to secure long-term contract commitments with both small- and mid-sized renewable project opportunities on the basis of PCE's projected operating results. California's other operating CCAs have generally been able to pursue similar opportunities with little to no collateral obligations (utilizing the respective CCA's pro forma operating projections as the basis for creditworthiness). After establishing a successful operating track record, PCE should be effective in pursuing larger-scale project opportunities, which may prove to be more cost competitive. PEA expects that larger-scale projects may be available following the accrual of three or more years of successful operating history,including the accumulation of prudent financial reserves and the demonstration of significant customer retention—in general,the opt-out structure provided for by California's CCA legislation is viewed as a risk by many prospective project developers and energy sellers; however, the successful operating track record of California's existing CCAs and the ongoing compilation of data related to customer participation/retention has provided compelling evidence that CCA customer counts and overall program operations will remain stable over time. The indicative portfolio of long-term renewable energy contracts also reflects a significant commitment to renewable project development within the County — a total of 20 MWs of anticipated feed-in tariff ("FIT") 6 Each MW of PV capacity requires approximately five to eight acres, depending upon the location and installation characteristics. 14 projects has been included in the Study in consideration of the San Mateo Communities' interest in promoting local renewable infrastructure buildout and economic development. FIT projects are typically smaller-scale renewable development opportunities, ranging from 50 kW to 1.5 MW in size, so PEA has assumed that numerous projects will comprise the 20 MW allocation reflected in the indicative resource mix. For purposes of the Study, PEA has assumed a uniform portfolio of long-term renewable energy contracts for each of the three indicative supply scenarios. In practical terms,this means that each of the prospective supply scenarios reflects the resource mix described below as well as varying amounts of shorter-term renewable energy purchases to fulfill each scenario's specified renewable resource mix. Assumed prices for such long-term transactions as well as associated capacity factors, which reflect the amount of energy produced by each resource relative to its total, potential generating capacity, were also assembled by PEA in consideration of recent renewable energy transactions and typical operating characteristics associated with the noted renewable resource types. It is also noteworthy that PEA's pricing assumptions reflect significant planned reductions in the federal investment tax credit ("ITC"), which is expected to decrease from 30% to 10% for projects with initial delivery dates occurring after December 31, 2016, as well as growing demand for new renewable energy projects resulting from California's RPS procurement mandate increasing to 50% by 20307 — both of these considerations may impose upward pressure on renewable energy pricing. PEA has addressed this possibility through relatively conservative price assumptions when compared to the current market for renewable energy products. It is possible, of course, that Congress could extend the ITC at its current level, which would mean prices for solar power would be lower than the assumptions used in this study. It is also possible that increased demand,while applying upward pricing pressure in the near term,may promote expanded supply capabilities, which would have the effect of mitigating such price pressures over time. The specific contracting opportunities, which have been incorporated in PCE's indicative long-term renewable energy supply portfolio, are identified in the following table. Resource Type Year of First Capacity Capacity Assumed Price Annual Capacity Delivery (MW) Factor ($/MWh)* Degradation Solar PV, utility o 0 scale 2019 100 30% $65 /o 1 Solar PV, utility 2025 100 30% ° scale $65 /o 1 Wind 2020 100 35% $70 0% Landfill Gas to 2020 10 90% $80 1% Energy Geothermal 2018 45 100% $80 0% Solar PV, multiple FIT 2018 5 22% $100 1% (local) projects 7 On October 7,2015,Governor Brown signed Senate Bill 350,the Clean Energy and Pollution Reduction Act of 2015. SB 350 increases California's RPS to 50% by 2030 amongst other clean-energy initiatives. Many details regarding implementation of SB 350 will be developed over time with oversight by applicable regulatory agencies. 15 Resource Type Year of First Capacity Capacity Assumed Price Annual Capacity Delivery (MW) Factor ($/MWh)* Degradation Solar PV, multiple FIT 2020 5 24% $90 1% (local) projects Solar PV, multiple FIT 2021 5 24% $90 1% (local) projects Solar PV, multiple FIT 2022 5 24% $90 1% (local) projects *Certain pricing assumptions reflect planned reductions to currently applicable incentives, which may result in increased renewable energy prices during the ten-year planning period. To the extent that such incentives are continued at current levels and/or supply significantly increases, actual prices could be lower than reflected herein. It is important to note that a broad range of considerations, including California's recently increased RPS (to 50% by 2030), may influence renewable energy pricing and product availability in future years. When considering the portfolio composition associated with PCE's prospective supply scenarios, it is important to note that several resource types, including clean (e.g., renewable and GHG-free) and conventional (e.g., fossil-fueled,which typically entails the use of natural gas within California) energy sources,would be available to PCE. With regard to renewable energy product options,California's currently effective RPS program allows for the use of three distinct renewable energy products, which are primarily differentiated by uniquely defined delivery attributes. In particular, certain RPS-eligible renewable energy products are referred to as "bundled renewable energy," meaning that the physical electricity and renewable attributes associated with specified quantities of renewable generation are both sold/delivered to the buyer, whereas other RPS-eligible products are referred to as "unbundled," meaning that the renewable attributes are sold separately from the electric commodity. Under the nomenclature of California's RPS, bundled renewable energy products are categorized as Portfolio Content Category 1 ("PCCI" or "Bucket I") or Portfolio Content Category 2 ("PCC2" or "Bucket 2"). In general terms, PCCI products are the most costly, least objectionable and offer the most flexibility when complying with California's RPS procurement mandates. Unbundled renewable energy, or Portfolio Content Category 3 ("PCC3" or "Bucket 3"), has usage limitations under the RPS program and is also the subject of ongoing philosophical debate regarding environmental impacts. For purposes of this Study, PEA was advised to exclude unbundled renewable energy products from PCE's prospective supply portfolios. For purposes of this Study, it was assumed that all additional GHG-free energy (i.e., GHG-free energy obtained from sources that are not RPS-eligible due to size limitations) would be produced/delivered by hydroelectric generators. In consideration of these product options, PCE's three prospective supply scenarios were constructed with the following resource preferences. 16 Total Renewable Total PCC1- Total PCC3- Total GHG-Free Eligible9 Eligible70 PCE Supply Primary Objectives Energy Contents Renewable Energy Renewable Energy Energy Scenario of Supply Portfolio u pl of Total Content as % of Content as % of u % o of otal f Total Supply(Year 1; Supply (Year 1; Year 10) Total Supply(Year Total Supply(Year Year 10) 1;year 10) 1;year 10) Cost rate YEAR 1 = 35% YEAR 1 = 29% YEAR 1 = None YEAR 1 = 35% Scenario 1 competitiveness with incumbent YEAR 10 = 43% YEAR 10 = 39% YEAR 10 = None YEAR 10 = 43% utility Above-RPS renewable energy I (us GHG YEAR 1 = 50% YEAR 1 = 44% YEAR 1 = None YEAR 1 = 63% supply Scenario 2 pp y p emissions reductions YEAR 10 = 65% YEAR 10 = 60% YEAR 10 = None YEAR 10 = 75% (relative to incumbent utility) 100% PCC1 (bundled) YEAR 1 = 100% YEAR 1 = 94% YEAR 1 = None YEAR 1 = 100% Scenario 3 renewable energy at prevailing YEAR 10 = 100% YEAR 10 = 100% YEAR 10 = None YEAR 10 = 100% market prices Scenario Maximize Rate Competitiveness while Minimally Exceeding RIPS Mandates Scenario 1 was structured for the primary purpose of promoting rate competitiveness with PG&E. With regard to renewable energy procurement, resource preferences within Scenario 1 were generally selected to promote compliance with the legal requirements of California's RPS in advance of applicable deadlines.12 In particular, Scenario 1 incorporates a 35% RPS-eligible renewable energy supply from day one of CCA program operations, incrementally increasing after the 2020 calendar year in consideration of California's transition to a 50% RPS mandate. For purposes of Scenario 1, PCC3 and nuclear volumes were excluded from the renewable energy supply portfolio, replacing such volumes with additional PCC1 and PCC2 products. This substitution has the effect of increasing total renewable energy supply costs but will likely minimize philosophical objections related to the use of unbundled renewable energy products, which have become more prominent in recent years. Additional clean energy purchases, which would have the effect of reducing overall portfolio GHG emissions, were not considered in an effort to hold down costs, and related customer rates, to the lowest possible levels. A supply portfolio reflecting such a resource mix would be expected to offer among the lowest s All renewable energy volumes are assumed to be RPS-eligible for purposes of this Study. 9 Portfolio Content Category 1,or "Bucket 1" eligible renewable energy resources,are typically located within California but may also be located outside California,delivering power to California delivery points via specified energy scheduling protocols. 70 Portfolio Content Category 3, or "Bucket 3" eligible renewable energy resources, are typically referred to as "unbundled renewable energy certificates" or "unbundled RECs". Bucket 3 products are produced when metered renewable energy is delivered to the grid and represent the environmental and/or "green attributes" associated with such renewable energy production. However,Bucket 3 products are sold separately from the physical energy commodity without any associated energy delivery obligations for the seller(s) of such products. >> Total GHG-free content equals the proportion of total supply produced by renewable energy resources plus the proportion of total supply produced by non-GHG emitting generating resources,namely non-RPS qualifying hydroelectric generators. 72 State law requires PG&E to increase its renewable energy content to 33% by 2020. Based on PG&E's recent Power Source Disclosure Report, which addressed power purchases and sales completed by the utility during the 2014 calendar year, its current renewable energy content is approximately 27%. An equivalent renewable supply percentage should be reflected in PG&E's 2014 Power Content Label,which will be provided to customers of the utility later this year. 17 ratepayer costs during the study period but also the lowest level of environmental benefits. The expected clean energy content associated with Scenario 1 is identified in the following tables, which reflect the proportionate share of purchases relative to PCE's expected energy requirements. Scenario 1: Proportionate Share of Planned Energy Purchases Relative to PCE's Projected Retail Sales Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr 10 PCC 1Supply 26% 26% 26% 33% 32% 32% 31% 31% 38% 38% PCC 2 Supply 9% 9% 9% 2% 3% 5% 7% 9% 3% 5% PCC 3 Supply 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Total Renewable 35% 35% 35% 35% 35% 36% 38% 40% 42% 43% Energy Supply Additional GHG-Free 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Energy Supply Total Clean 35% 35% 35% 35% 35% 36% 38% 40% 42% 43% Energy Supply Conventional Energy Supply (including 65% 65% 65% 65% 65% 64% 62% 60% 59% 57% CAISO* market purchases) *"CAISO" refers to the California Independent System Operator, the organization responsible for overseeing operation of California's wholesale electric transmission system and related energy markets. As previously noted,each indicative supply scenario reflects a uniform portfolio of long-term renewable energy supply contracts,which incorporates a variety of generating technologies and related energy delivery profiles. In consideration of the expected delivery start dates and energy quantities associated with each prospective contract, PCE's portfolio composition will somewhat change over time, reflecting increased resource diversity. Snapshots of the Scenario 1, Year 1 resource mix as well as the related Year 10 resource mix are shown in the following figures. 18 Figure 1: Scenario 1 Resource Mix, Year 1 ,art Y r W', ,„"fl 1 a r ,MY,I, ,, Figure 2: Scenario 1 Resource Mix, Year 10 �111111 /u I ,ta.lrcP„sn.� rw: Figure 3 shows how composition of the Scenario 1 supply portfolio changes throughout the study period, reflecting planned diversification of PCE's renewable energy supply portfolio through long-term contracting efforts and local infrastructure build out. 19 Figure 3: SmanmNm 1 Load and Resource Projections PENINSULA CLEAN ENERGY Loads and Resources I A00 Year Scenario 2: Minimum 50% Renewable Energy Content plus Net GHG Reductions Scenario 2 reflects more aggressive procurement of renewable energy resources, starting out oto 50% RPS' e|igib|e renewable energy content, increasing to b596byYear 10 of program operations. This renewable energy procurement strategy ensures that PCE will continually exceed California's RPS mandate,even following recent adoption of the 50% renewable energy procurement requirement. In addition tothe noted renewable energy volumes, Scenario 2 assumes that PCE will procure additional GHG'free energy supply to promote the delivery of o resource mix that demonstrates o projected emissions factor that is below PG&E's projected metrics. As with Scenario I, the Scenario 2 supply portfolio excludes the use of PCC3 products and nuclear power. Scenario 2; Proportionate Share mfPlanned Energy Pwrmhmuau Relative to PCE,u Prm'amta6 Retail Sm|au Energy Supply 20 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr 10 Additional GHG-Free 23% 25% 28% 29% 28% 26% 25% 23% 21% 20% Energy Supply Total Clean 73% 75% 78% 79% 80% 81% 82% 83% 84% 85% Energy Supply Conventional Energy Supply (including 27% 25% 22% 21% 20% 19% 18% 17% 16% 15% CAISO market purchases) Figure 4: Scenario 2 Resource Mix, Year 1 Otkaee O'as0aa Flee Crcsed gy Converflona8 Enegy Cantsacts Gonbacts ryry 19°r6 23°r6 a VVVVVV V�� �V ou�u8u u�uuuuuu u�uu, u�u u h�1fld Il 1� f� iN r1� � S h a g t Seem Rere a e[ne y Con I ac is 50% 21 Figure 5: Scenario 2 Resource Mix, Year 10 r r,oth rr inal PPA d rmr n r@i Twat rae i Prr(A;Yg141 m I" %AI SO hurchwr , N", rr'fit r0 fs4�Ma,. rvf4fiJ 1%AA aIJ1Y1 jJ4 PPAµ^r✓.<l.f1 Y t N!"'�//,,. ������yJi�, ^S rr ath Sr.rl ur I>[a'4, ,huw Tr rm RI.nevmWe r,:rarstrFIM 291hu Oth(+:r Ca,bo,,IF k r;a!g,yr C_."ni a"I's 191M Figure 6 shows how composition of the Scenario 2 supply portfolio changes throughout the study period. 22 Figure 6: Scenario 2 Load and Resource Projections PENINSULA CLEAN ENERGY Loads and Resources AWANIU Ree.—We,lonwg T—, R.—ble,Sh.0 Twk'n7 I ffiffiamw Otte CwadF Free Ccmr<mr M mcl Ce firmds. �CAM'9CJ Pu 6ases $­Lo ads 4,000 3,400 31000 .... ..... I 3,500 2 0: 3,0017 1.000 .. ..... 500 0 _ q 3 3 4 5 d 7 8 4 10 Y- Scenario rio 3: % Renewable Energy Content Scenario 3 represents a supply portfolio that relies entirely on renewable energy throughout the study period, relying on a mix of shorter- and longer-term supply agreements to achieve this objective. PCC3 and nuclear power products are not incorporated in this supply scenario, resulting in the exclusive use of bundled renewable energy products (e.g., PCC1 and PCC2). As a result of this planning strategy, the GHG emissions associated with Scenario 3 are assumed to be zero. It is also noteworthy that the exclusive use of bundled renewable energy products results in comparatively higher costs relative to PG&E, which is expected to reduce customer participation below the assumed levels reflected in Scenario 1 and Scenario 2. As a result of this assumption, annual electric energy requirements of the PCE program fall below similar levels reflected in Scenario 1 and Scenario 2 — in particular, Year 1 energy requirements under Scenario 3 are expected to be approximately 1,000 GWh lower relative to Scenarios 1 and 2; annual energy requirements are also expected to decline over time as customer attrition,following ongoing bill/cost reviews and increased awareness regarding the PCE program,occurs throughout the study period. With regard to Scenario 3,it is also assumed that CARE customers within the San Mateo Communities will continue to receive applicable discounts, as provided through the incumbent utility's distribution rates. However,the basic generation rate under Scenario 3, which will be subject to the aforementioned CARE discount, will be somewhat higher than PG&E's projected generation rate, as described below. Based on this observation, PCE may choose to reset applicable CARE rates under Scenario 3 to avoid the imposition of higher costs on this customer group. To the extent that applicable CARE rates are more heavily discounted under Scenario 3, it is assumed that other, non-CARE rates would marginally increase (above projections reflected in this subsection). This expected outcome is illustrated in the following figures. 23 Scenario 3: Proportionate Share of Planned Energy Purchases Relative to PCE's Projected Retail Sales Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr 10 PCC 1Supply 75% 75% 79% 86% 86% 86% 86% 86% 89% 89% PCC 2 Supply 25% 25% 21% 14% 14% 14% 14% 14% 11% 1 1% PCC 3 Supply 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Tota 1 100 100 100 100 100 100 100 100 100 Renewable 100% Energy Supply I % pp Y Additional GHG-Free 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Energy Supply Total Clean 100 100 100 100 100 100 100 100% 100 100 Energy Supply % % % % % % % % % Conventional Energy Supply (including 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% CAISO market purchases) 24 Figure 7: Scenario 3 Resource Mix, Year 1 Figure 8: Scenario 3 Resource Mix, Year 10 ,ffl`om 'NoNFIR Figure 9 shows how composition of the Scenario 3 supply portfolio changes throughout the study period. Figure 9: Scenario Load and Resource Projections PENINSULA CLEAN ENERGY Loads and Resources JPCO Year C o s t s a i"i d R a t e s For each supply scenario, detailed cost estimates were made for the electric power supply costs and all other program costs. Net ratepayer costs or benefits were calculated for each scenario as the difference between the costs ratepayers would pay while taking service under the CCA program and the costs ratepayers would pay under bundled service, oscurrently provided by PG&E. Competitive rates are o key metric for program feasibility as PCE must offer competitive rotes in order to retain customers that are automatically enrolled in the program. Customer retention may also be affected by PCE offering customized rote choices such as voluntary green pricing programs or market based rate options for large end users.13 Certain communities may be interested in defaulting customers to o l00% renewable energy supply option with the ability to opt down to the prevailing PCE resource mix. As previously discussed,the anticipated higher costs of o l00% renewable service option may affect customer participation rates. |n addition, PCE's administrative costs and communication obligations would likely increase os result of administering two default service offerings. Rate compeUvenessisparticularly important during the first year, when opt out notices are being provided to eligible customers and initial impressions are being formed in the community. Generally speaking, if the net cost to the customer of PCE service is below what the customer would pay for PG&E bundled service, the PCE program can be considered to offer competitive rates and would be feasible. Rates that provide for o modest cost increase may also be considered competitive, if the attributes of the electric service being offered are perceived as superior to the electric service offered by PG&E. For instance, o materially higher renewable /» Such customized rate options would require PCE design and administration, working collaboratively with customers and interested mokoho|doo Green pricing participation may also improve PCE's environmental benefits and overall renewable energy content. 26 energy content and/or lower carbon intensity for the electricity sold by PCE may justify a higher price,and PCE rates may be competitive if they are within a defined range of PG&E's. Historically, PG&E generation rates have trended upwards as shown in Figure 10, but the recent decline in wholesale energy costs are expected to result in lower generation rates beginning in 2016. When reviewing the following figure, it is important to note that myriad factors can influence power prices over time, including weather patterns and natural disasters, infrastructure outages, natural gas storage levels and other considerations. All of these factors contribute to the volatile nature of electric power prices. Figure 10: PG&E System Average Generation Rates 90 ' 1 f .1 6. 6,0 6. 5,!I [:'(,.KF Rppor led General ion AveP.�gaRltC The primary measure of ratepayer costs calculated for this study is the difference in total electric rates between the CCA program and PG&E. This measure examines the change in customers' total electric bills,including PG&E delivery charges and PG&E surcharges (namely, "exit fees" associated with PG&E's uneconomic generation commitments). In order to compare ratepayer costs over the ten-year study period, during which electric rates change from year-to-year, PEA calculated levelized electric rates on a per kWh basis for each PCE supply scenario and for PG&E bundled service. In simple terms,a levelized rate allows for the comparative evaluation of a multi-year period through the use of a single value or metric, which reflects the year-over-year changes that may occur over such period of time. The development of a levelized electric rate utilizes net present value analysis to consolidate rate-related impacts, which occur over time, in a single number. For purposes of this Study, a levelized rate represent the constant electric rate that would yield equivalent revenues (in present value terms) if charged to customers in place of the projected series of annual rates occurring throughout the ten-year study period. Levelized costs are commonly used in the electric utility industry to provide an apples- to-apples comparative basis for projects that have cash flows occurring at different points in time. Comparing levelized total electric rates for the CCA program against levelized total electric rates for PG&E service provides a simple measure of ratepayer impacts over the entire ten-year study period. Annual impacts are 27 also provided for each scenario and provide a more detailed picture of ratepayer impacts from year to year of program operations. uir e e r°i 114° o tt s e G a s 'irn u s s u o I i s Each supply scenario was evaluated based on the emissions of greenhouse gases associated with electricity production as compared to similar projections prepared by PG&E (for its own supply portfolio). Based on PEA's review of PG&E's projected annual GHG emissions factors, which have been prepared through calendar year 2020, consideration appears to have been given to the impacts of California's increasing RPS procurement mandates. PG&E's projected emissions factor steadily declines through the 2020 calendar year as additional renewable energy purchases and other prospective clean-energy purchases increase with time. PG&E's GHG emissions factor projections for the five-year period beginning in 2016 through 2020 is identified in the following table 14: Emission Factor (Ibs Emission Factor (Metric Year CO2/MWh) Tons CO2/MWh) 2016 370 0.168 2017 349 0.158 2018 328 0.149 2019 307 0.139 2020 290 0.131 For the balance of the ten-year study period, PEA assumed incremental emission reductions for the PG&E supply portfolio in consideration of increases to California's RPS procurement mandate and other factors, such as the launch of other California-based CCA programs, which may have the effect of reducing PG&E GHG emissions factor(via reductions in short term conventional energy purchases due to declining retail sales).75 PEA's assumed annual GHG emissions factors for the PG&E supply portfolio, over the balance of the ten-year study period, are reflected in the following table: 74 PG&E,Greenhouse Gas Emission Factors: Guidance for PG&E Customers,April 2013. 75 In practical terms, it is not likely that PG&E would materially adjust renewable energy purchases or reduce carbon-free generation (from its hydroelectric and/or nuclear generators) as a result of customer departure following PCE formation. These carbon-free resources would generally remain in the PG&E supply portfolio without near-term adjustments for departing load. Instead,it is more likely that PG&E would reduce the amount of conventional market purchases with comparatively high emissions intensities,which would have the effect of marginally reducing its portfolio emissions factor following customer departures as the relative proportion of clean energy sources in the PG&E supply portfolio would incrementally increase. 28 Emission Factor (Ibs Emission Factor (Metric Year CO2/MWh) Tons CO2/MWh) 2021 280 0.127 2022 272 0.123 2023 264 0.120 2024 256 0.116 2025 248 0.112 The PG&E emission profile was selected as the benchmark for comparison to promote a conservative assessment of direct emissions impacts related to CCA operations (on a head-to-head basis with PG&E's anticipated supply portfolio). The GHG impacts associated with PCE's supply portfolio will likely be evaluated (by members of the public and, potentially, through new emissions reporting requirements that may be incorporated in annual Power Content Label, or "PCL", reporting) relative to the PG&E benchmark, which suggests that the aforementioned comparative methodology is appropriate. For each supply scenario, the difference in GHG emissions produced by the scenario's assumed resource mix and the otherwise applicable PG&E supply portfolio were quantified during each year as well as the entirety of the ten-year study period. The GHG impacts were quantified in terms of total tons of CO2 emissions. ll c o iii°i o u u c II IIII o p in e i i t in II t s A key potential benefit of a CCA program is its ability to promote economic development through investment in and contracts with locally constructed renewable generating infrastructure. Such projects have the potential to stimulate a significant level of new economic activity within California by creating new jobs and spending activities during generator construction, ongoing operation and maintenance. Economic development impacts may also be significant factors when comparing expected operating costs, including generation costs, of the CCA program to electric generation costs under PG&E service, particularly when initial "head-to-head" cost comparisons are comparable. When performing such comparisons, it is important to acknowledge the difficulty in accurately quantifying actual economic benefits related to local project investment, particularly induced economic impacts resulting from the effects of economic multipliers. In qualitative terms, it is reasonable to assume that new development projects would stimulate new economic activity. However, as with any capital project, quantifying the specific location in which such economic benefits may occur, including job creation, is challenging due to numerous uncertainties affecting the proportion of expenditures and employment that would occur within discretely defined geographic boundaries. Certain tools, which rely on the application of industry-specific economic multipliers, have been developed to assist in completing these projections, but decision makers should be aware of the broad range of outcomes that may actually apply when interpreting analytical results. To quantify the economic impacts associated with new renewable generation projects that were incorporated in the indicative long-term renewable energy supply portfolio that was applied in each of the three energy supply scenarios, PEA utilized the National Renewable Energy Laboratory's ("NREL") Jobs & Economic Development Impact ("JEDI") models. NREL is the principal research laboratory for the United States Department of Energy ("DOE") Office of Energy Efficiency and Renewable Energy and also provides research 29 expertise for the Office of Science, and the Office of Electricity Delivery and Energy Reliability. NREL is operated for DOE by the Alliance for Sustainable Energy, LLC.76 NREL JEDI models are publicly available,spreadsheet-based tools that were specifically designed to "estimate the economic impacts of constructing and operating power plants, fuel production facilities, and other projects at the local (usually state) level. JEDI results are intended to be estimates, not precise predictions. Based on user-entered project-specific data or default inputs (derived from industry norms), JEDI estimates the number of jobs and economic impacts to a local area that can reasonably be supported by a power plant,fuel production facility,or other project."17 Unique JEDI models have been developed for a variety of resource types,including wind, solar, geothermal, biogas and various other generating technologies. Each version of the model may be downloaded free of charge from NREL's website: According to NREL, the JEDI models are peer reviewed and are intended to project gross job estimates. NREL also notes that it "performed extensive interviews with power generation project developers, state tax representatives, and others in the appropriate industries to determine appropriate default values contained within the models." In PEA's opinion, NREL's JEDI models are the appropriate tools to forecast "order of magnitude" local economic development impacts associated with a CCA program serving the San Mateo Communities. Based on the aforementioned indicative long-term renewable energy contract portfolio that was assumed to exist under each of the three supply scenarios, PEA downloaded, populated and ran the appropriate JEDI models to derive estimates of the anticipated jobs and economic development impacts that could be created in relation to the indicative long-term contract portfolio. PEA utilized each set of economic development projections to assemble an aggregate economic impact analysis for the complete long-term contract portfolio. However, all economic development estimates within this report are presented with the understanding that subtle changes in certain expenditures (and jobs) may result in significant changes to actual economic development impacts. Key output from the JEDI models is presented within three specific categories: jobs, earnings and economic output. Within each of these broadly defined categories, JEDI models approximate the impacts of economic multipliers by quantifying the "ripple effect" that occurs as a result of new local economic activity. JEDI models initially estimate direct economic impacts at the project site and apply economic multipliers, derived from the U.S. Bureau of Economic Analysis, the U.S. Census Bureau and other sources, to approximate impacts within the supply chain (manufacturing job creation, as an example) as well as induced economic impacts (spending that occurs as a result of activity within the first two categories) related to the project. JEDI models also address job creation and economic impacts on a temporal basis, quantifying related impacts during two specific phases of the project lifecycle: 1) construction; and 2) ongoing operation and maintenance. Forecasted economic impacts associated with the indicative long-term contract portfolio are presented in aggregate form, inclusive of all anticipated development/contract opportunities, by summing the project- specific impacts calculated by the JEDI models. This approach facilitates a high-level understanding of the prospective economic impacts that could be created through such contracts but does not address temporal nuance related to the timing and creation of economic benefits associated with specific projects. For example, the unique economic impacts of projects that will begin operation/delivery during the period extending from 2018 through 2025 have been aggregated and presented within a single scenario-specific summary table. When reviewing economic development projections within this Study, it is important to distinguish between economic impacts related to the construction period and the ongoing operation and maintenance period. All 76 National Renewable Energy Laboratory website,http://www.nrel.gov/about/,September 2, 2015. 17 National Renewable Energy Laboratory website: _ _ ,September 2,2015. 30 job creation estimates are presented as full time equivalent positions ("FTEs"). Projections related to the construction period are intended to capture annual economic benefits received during the defined construction term (24 months, for example). Economic impacts during the ongoing operation and maintenance period are presented on an annual basis and are projected to persist throughout the project lifecycle. Aggregate jobs and economic development impacts associated with the indicative long-term contract portfolio, which would result in the assumed development and construction of approximately 330 MW of new renewable generating capacity within the state are reflected in the following table. Economic Development Impacts Summary: Indicative Supply Portfolio (Secured via Long-Term Contract) Jobs Earnings Output During Construction Period ($ - Millions) ($ - Millions) Project Development and Onsite Labor Impacts 3,250 - 4,250 210 - 265 375 - 450 Construction and Installation Labor 1,250 - 1,750 85 - 115 Construction Related Services 2,000 - 2,500 125 - 150 Power Generation and Supply Chain Impacts 3,250 - 3,750 175 - 225 550 - 600 Induced Impacts 1 ,500 - 2,000 75 - 100 225 - 275 Total Construction Period Impacts 8,000 - 10,000 460 - 590 1,150 - 1,325 During operating years (Annual) Onsite Labor Impacts 50 - 80 3 - 6 3 - 6 Local Revenue and Supply Chain Impacts 20 - 30 1 - 2 5 - 1 0 Induced Impacts 10 - 20 0 - 1 2 -4 Total Operating Impacts (Annual) 80 - 130 5 - 10 10 - 20 Peninsula Clean Energy - Internal Staff 10 - 30 1 - 3 3 - 9 Notes: Earnings and Output values are expressed in million dollar increments (2015). Construction period jobs reflect full-time equivalent (FTE) positions during the duration of the construction period (1 FTE = 2,080 hours). For example, if 10,000 construction jobs are expected over a 24-month construction period, an annual equivalent of 5,000 construction jobs would be created through anticipated development activities. Such jobs will not exist following completion of construction activities. Economic impacts "During operating years" represent annual, ongoing impacts that occur as a result of generator operation and related expenditures. With respect to operating jobs, such statistics represent annual, ongoing FTEs during the entire project lifecycle, which may extend up to thirty (30) years in duration. Totals may not add up due to independent rounding. As reflected in the previous table, the indicative long-term contract supply portfolio, which is assumed to exist in each of the CCA program's three planning scenarios, would result in significant economic benefits throughout the state and, potentially, within the San Mateo Communities. It is also noteworthy that all jobs reflected in the previous table are assumed to be additive relative to the status quo. More specifically, PEA assumes that jobs created through new generator development and construction as well as ongoing maintenance activities will not displace existing jobs. Furthermore, it is also reasonable to assume that PCE would have little impact on the current PG&E workforce, including those individuals employed to operate and maintain the utility's distribution infrastructure, provide customer service, operate existing generating facilities and myriad other responsibilities within the utility. To date, PEA is not aware of any specific evidence linking CCA formation and operation to 31 diminished utility employment. In practical terms, the significant majority of utility functions remain unchanged following CCA formation while the responsibilities associated with a very small subset of utility positions may change somewhat in consideration of the coordination required between the incumbent utility and CCA suppliers. With respect to the prospective generating facilities that have been incorporated in PCE's indicative long-term contract portfolio, PEA assumed that the significant majority of such facilities would be developed in optimal renewable resource areas throughout California. PEA assumed the development of 20 MW of locally situated renewable generating projects during the study period — such projects are discussed below. With regard to anticipated development projects occurring outside of the San Mateo Communities, PEA assumed that virtually all plant equipment, including turbines and other materials, would be procured outside of the San Mateo Communities. This equipment typically represents the largest single line item expenditure in generator construction. Requisite labor, including general site preparation and ancillary facility construction activities (concrete footings and structures not directly involved in the generation process) would also draw from California's broader regional workforce. In total, PCE's indicative long-term contract portfolio is projected to result in the creation of approximately 8,000-10,000 new jobs during the aggregate construction period required to complete the assumed 330 MW of new generating projects. During the construction period,individuals working directly on the projects,including electricians, engineers, construction workers and heavy equipment operators, attorneys and permitting specialists, would be responsible for as much as $450 million in new economic output of which as much as $265 million would be collected in the form of salaries and wages. Workers involved with supply chain activities, such as turbine manufacturing and assembly, cement producers and heavy equipment rental companies would be responsible for up to $600 million in new economic activity of which approximately $225 million would be collected in the form of salaries and wages. Furthermore, spending by the aforementioned individuals (as a result of salary and wage collection) would "induce" other local economic impacts at local businesses, including restaurants, grocery stores, gas stations and other providers of goods and services, totaling as much as $275 million of which approximately $100 million would be collected as salaries and wages. In total, the locally developed generation projects identified under PCE's indicative long-term contract portfolio would result in $1.1 to $1.3 billion in new economic output throughout the state and local economy during the construction process. During ongoing operation of the renewable generators, it is projected that as many as 130 new jobs would be created with a total annual economic impact ranging from $10 to $20 million. It is anticipated that these jobs would remain effective as long as the generating facilities remain operational, resulting in significant, lasting impacts to San Mateo County's local economy. Local Economic Development Impact Potential The primary source of local jobs and economic development impacts would be derived through projects developed under PCE's anticipated Feed-In Tariff ("FIT") program, which would promote the construction of locally situated,smaller-scale (i.e.,up to 1 MW of total generating capacity,per project) renewable generating projects over time. For purposes of this Study and in consideration of a similar FIT program offered by MCE, PEA assumed that PCE would eventually (by year five of program operation) support the development of approximately 20 MW of locally situated renewable generating capacity, which will likely utilize the photovoltaic solar generating technology. Based on applicable JEDI modeling results, the prospective PCE FIT program would result in the creation of approximately 370 local jobs during generator construction with an additional 500 jobs induced (during the construction period) through associated economic activity. As previously noted, these construction jobs are 32 temporary, but there is also a nominal level of ongoing job growth associated with generator maintenance and operation, which is projected to be approximately six full-time equivalent employees during each year of facility operation (which may continue for 25-30 years). Project development would also generate approximately $22 million in earnings for those working on the FIT projects,which is expected to create a total economic stimulus approximating nearly $39 million (in consideration of economic multiplier effects created by the spending of earnings/wages). Supply chain and induced impacts would also be significant totaling approximately $26 million and $71 million, respectively. It is also anticipated that PCE would employ 10 to 30 internal staff, depending on decisions related to outsourcing/insourcing of requisite activities, during program implementation and ongoing operation. These estimates were derived by PEA in consideration of direct experience working with California's operating CCA programs. Depending on staffing levels, aggregate direct salaries for such staff are estimated to range from $1 to $3 million per year with a total of $3 to $9 million in total annual local economic activity generated by PCE staff. These local economic development impacts are subsumed in the aggregate economic development impact totals reflected in the previous table. It is also noteworthy that PEA, at the request of the PCE Project Advisory Committee, attempted to contact NREL regarding certain wage-related assumptions that are included in the various JEDI models, specifically whether or not prevailing wages are reflected in such assumptions. In spite of PEA's efforts, NREL has been non-responsive. To the extent that prevailing wage requirements are imposed in any project-specific power purchase agreement, it is reasonable to assume that earnings and related economic development impacts may somewhat increase to the extent that NREL's wage assumptions are lower than applicable prevailing wages. 33 II °gym„no, i : I i--. rII„ m H II 11CA11... I PAIRAN n-E.IRS rRIci ry caiNsump„rIoI ) i s t o ir i c a a I°i d ir o IIII e c t t uir i c i t y C o i i s tj ui IIII i1i o I°i Total electric consumption for eligible customers within the San Mateo Communities was provided by PG&E for the 2013 and 2014 calendar years. The PG&E historical data was used as the basis for the study's customer and electric load forecast. Based on PEA'S review of the PG&E data set,there were 298,435 electric customers within the potential CCA service territory. These customers consumed approximately 4,318 million kilowatt- hours of electricity during the 2014 calendar year. It is noteworthy that the aforementioned customer account and usage statistics include approximately 550 accounts, which are currently served through direct access service arrangements with third party suppliers. These customers account for approximately 10% of the aforementioned energy consumption, or approximately 400 million kWh annually, within the San Mateo Communities. Such usage has been excluded from the projections reflected in this Study — under direct access service arrangements, which are no longer available to California consumers78, individual customers engage in shorter-term contract arrangements for the provision of electric generation service. By enrolling direct access accounts in the PCE program, such customers would be potentially exposed to duplicate generation charges or may be in violation of existing supply agreements. In consideration of these potential issues, direct access accounts have been excluded from PCE's prospective customer base. Figure 1 1 shows how potential electric customers are distributed throughout the San Mateo Communities: the largest customer populations within the potential CCA jurisdiction include the City of San Mateo, Daly City, Redwood City, South San Francisco and the unincorporated areas of the County. 18 Consideration of Senate Bill 286 (Hertberg),which would have expanded eligibility of direct access service within California, subject to the provision of increased levels of renewable energy supply,was recently suspended by the California legislature and is now a two-year bill. In consideration of this suspension, the participatory cap on direct access service remains capped/fixed at current levels, precluding new customer accounts from enrolling in such service options. 34 Figure 11: Geographic Distribution of Customers COILMA ks RCAIRTOILA VALLEY 111�1�1 4l4VOODSIIDE iiiioti BRISBANE kiiiiss, ATHHEIRTCAN 111�o12121 HHIIILILSBOROUGIH HALF NBCAON BAY EAST IRALO ALTO MILILBIRAE BEILMONT FOSTEIR CITY SAN CAIRILOS ME PARK PACIIIFICA BUIRLIINGA►S+E SAN BIRUNO UNINCORPORATED SOUTH SAN FRANCISCO REIDWOOID CITY DALY Cllr SAN MATECA Figure 12 shows the distribution of electric consumption by municipality. The geographic distribution of energy consumption is somewhat different when compared to the service account data in Figure 1 1 above, indicating disproportionately higher use in certain San Mateo Communities (as a result of differentiated account composition, particularly higher concentrations of larger commercial and/or industrial account types,within such jurisdictions). 35 Figure 12: Geographic Distribution of Electric Consumption POIRTOILA VALLEY III COILMA iiiioi 4l4V OODSIIIDE kiiiiss BRISBANE t11�o12121211 HILLSBOROUGH HALF NBCAON BAY t11�1�121221211 ATI HEIRTON EAST(PALO ALTO MILILBIRAE BEILMONT PACIFICA FOSTEIR CITY SAN CAIRILOS SAN BIRUNO UNINCORPORATED BU RLIINGA►S+'Ii E DALY CITY ME IPARK SAN MATECA SOUTH SAN FRANCISCO REDWOOD CITY 0% 2% 4% 6% 8% 10% 12% 14 1.6% 18 In deriving the load projections used for the Study, adjustments to the base forecast were made to remove customers identified as taking service under direct access'9 as it was assumed that direct access customers would remain with their current electric service provider. Further adjustments were made to estimate customer opt-out rates during the statutory customer notification period when eligible customers would be offered CCA service and provided with information enabling them to opt out of the program. PEA assumed a 15% customer opt- out rate, which is generally consistent with the reported opt-out rates observed during recent expansions of the Marin Clean Energy program, when evaluating supply Scenario 1 and supply Scenario 2. For supply Scenario 3, which relies exclusively on bundled renewable energy products to serve the electric energy requirements of PCE customers, expected rate increases (when compared to PG&E) are assumed to drive participation levels down relative to Scenarios 1 and 2. For Scenario 3, PEA assumed more conservative participation levels, incorporating a 25% opt-out assumption for all residential and small commercial customers and a 50% opt-out assumption for all other customers groups, including medium commercial, large commercial, industrial and agricultural customers. Additionally, annual customer attrition for Scenario 3 was assumed at I%. Sensitivities using different opt-out rates are presented in Section 6. Going forward, potential customers and energy consumption were projected to increase by 0.5% annually, consistent with statewide projections and reflecting impacts from the significant emphasis being placed on energy efficiency in the state. The most recent baseline sales forecast for the PG&E planning area projects an 79 Direct access allows customers to choose to receive generation service from competitive electricity providers. Currently,direct access service is not available to new customers within California. Proposed legislation may lead to the reopening of this service option at some point in the future. 36 average growth in energy consumption of 1.29% between 2013 and 2025.20 Adjusting the long term growth rate for estimates of incremental self-generation (e.g., rooftop photovoltaic systems) and achievable energy efficiency yields an annual net energy consumption increase of approximately 0.3% for the PG&E planning area.21 A slightly higher growth rate (0.5%) was used for the PCE sales forecast in consideration of the above average growth expected for the PCE area. P2 uir o IIII e c t e d C tt s t o i uir M i x a ui„ ui„i uir 9 y C o i„i s tt ui IIII °i1i o i„i The projections for enrolled customers (excluding direct access customers) and annual electricity consumption for the major customer classifications are shown in the following table. Hourly electricity consumption and peak demand were estimated using hourly load profiles published by PG&E for each customer classification. Customer Classification Customer Accounts Energy Consumption Share of Energy (MWh) Consumption (%) Residential 269,061 1,457,637 37% Small Commercial 23,072 469,021 12% Medium Commercial 2,665 613,398 16% Large Commercial 1,333 933,305 24% Industrial 43 378,422 10% Ag and Pumping 275 25,095 1% Street Lighting 1,432 24,052 1% TOTAL 297,881* 3,900,930* 100% *These totals exclude accounts that currently receive generation service under direct access arrangements. As a result,the account totals and annual energy consumption statistics reflected in the "Total" line item are slightly less than the overall account totals and energy usage reported at the beginning of Section 3. The hourly load forecast indicates a peak demand of approximately 682 MW and a minimum demand of approximately 300 MW. The minimum demand establishes the requirement for baseload energy (constant production level), while the difference between the peak demand and the minimum demand would be met by peaking and dispatchable, load following resources. Figure 13 shows the hourly load projections for the CCA program in Year 1 of program operations. 20 Kavalec,Chris,2015. California Energy Demand Updated Forecast, 2015-2025. California Energy Commission,Electricity Supply Analysis Division. Publication Number: CEC-2002014-009-CMF,Table 6. 21 Ibid.,Table 26 37 Figure 13: Hourly Electric Lmm6 Profile for San Mateo County Reii,iewa�b��e �Iloirlfo�Ho Reqtjiireirneii�i t s Current |ovv requires that specified percentages of annual retail electricity sales be supplied from qualified renewable energy resources. Senate Bill Xl 2 (/\pri|, 2011) established o3396Renevvob|es Portfolio Standard by 2020 with certain interim procurement targets applying in each of three "Compliance Periods": Compliance Period l began on January l, 2011 and concluded on December 3l, 2Ol3 (o three-year period)/ Compliance Period 2 began on January 1, 2014 and will continue through December 3l, 2Olb (o three-year period; the current compliance period); and Compliance Period 3 (o four-year period), which will commence on January l, 2Ol7 and conclude on December 3l, 2O2O. S8Xl 2 also specified additional requirements for the types of renewable energy products that may be used to demonstrate compliance with California's RPS. According to the currently effective RPS program, there are three Portfolio Content Categories rPCCs^ or ^8uckets^\ that have been defined in consideration of the unique product attributes associated with typical renewable energy products. * PCCl, or Bucket l, renewable products are produced by RPS-certified renewable energy generators located within the state or by out-of-state generators that can meet strict scheduling requirements, ensuring de|iverobi|ity to California. For purposes of demonstrating RPS compliance, there are no limitations with regard to the use of PCCl products. 38 • PCC2, or Bucket 2, renewable products are generally "firmed/shaped" transactions through which the energy produced by an RPS-certified renewable energy generator is not necessarily delivered to California, but an equivalent quantity of energy from a different, non-renewable generating resource is delivered to California and "bundled" (or associated via an electronic transaction tracking system) with the renewable attribute produced by the aforementioned RPS-certified renewable generator. As noted, PCC2 products rely on electronic transaction tracking systems to substantiate the delivery of specified quantities of RPS-eligible renewable energy. • PCC3, or Bucket 3, renewable products refer to unbundled renewable energy certificates, which are sold separately from the associated electric energy (with no physical energy delivery obligations imposed on the seller of such products). Under RPS rules, limitations apply with regard to the use of PCC2 and PCC3 products. A more detailed description of the renewable product procurement specifications applicable under the currently effective RPS program are described in the following table. Compliance Calendar Overall PCC1 PCC2 PCC3 Period Year Procurement Target Procurement Procurement Procurement (% of Total Retail (% of Total RPS (% of Total RPS (% of Total RPS Sales) Procurement) Procurement)* Procurement) CP 1 2011 20.0% >_50.0% <_50.0% <_25.0% CP 1 2012 20.0% >_50.0% <_50.0% <_25.0% CP 1 2013 20.0% >_50.0% <_50.0% <_25.0% CP 2 2014 21.7% >_65.0% <_35.0% <_15.0% CP 2 2015 23.3% >_65.0% <_35.0% <_15.0% CP 2 2016 25.0% >_65.0% <_35.0% <_15.0% CP 3 2017 27.0% >_75.0% <_25.0% <_10.0% CP 3 2018 29.0% >_75.0% <_25.0% <_10.0% CP 3 2019 31.0% >_75.0% <_25.0% <_10.0% CP 3 2020 33.0% >_75.0% <_25.0% <_10.0% *Note that PCC2 products may be used in place of PCC3 products. Beyond the 2020 calendar year,California's RPS procurement target was recently increased to 50% by 2030 - Governor Brown signed SB 350 (De Leon and Leno), the Clean Energy and Pollution Reduction Act of 2015, on October 7, 2015; SB 350 increases California's RPS procurement target to 50% by 2030 amongst other clean-energy initiatives. Many details related to SB 350 implementation will be developed over time with oversight by designated regulatory agencies. However, it is reasonable to assume that interim annual renewable energy procurement targets will be imposed on CCAs and other retail electricity sellers to facilitate progress towards the 50% RPS; PEA also expects that additional detail regarding renewable energy product eligibility, including any restrictions and/or requirements regarding the use of such products, will also become clearer during upcoming implementation efforts. For purposes of this Study, PEA assumed straight-line progress when moving from the 33% RPS mandate in 2020 to the 50% RPS mandate in 2030, or 1.7% annual increases in California's renewable energy procurement target during the ten-year transition period. With respect to the applicability of various renewable energy products that may be eligible under the prospective 50% RPS, PEA assumed a similar product mix to that which will be allowed under the current RPS program in calendar year 2020: minimum 75% PCCI content; maximum 10% PCC3 content. Again, final details related to the implementation of SB 350 will not be certain 39 until implementation of this legislation commences in coordination with assigned regulatory agencies. With regard to any voluntary (above-RPS) renewable energy procurement activities, PEA has assumed that the CCA program would have discretion in how it meets such voluntary, internally imposed targets reflected in the prospective planning scenarios. The following table illustrates PEA's assumed RPS procurement rules as California transitions to a 50% RPS by 2030. Compliance Calendar Overall PCC1 PCC2 PCC3 Period Year Procurement Target Procurement Procurement Procurement (% of Total Retail (% of Total RPS (% of Total RPS (% of Total RPS Sales) Procurement) Procurement)* Procurement) TBD 2021 34.7% >_75.0% <_25.0% <_10.0% TBD 2022 36.4% >_75.0% <_25.0% <_10.0% TBD 2023 38.1% >_75.0% <_25.0% <_10.0% TBD 2024 39.8% >_75.0% <_25.0% <_10.0% TBD 2025 41.5% >_75.0% <_25.0% <_10.0% TBD 2026 43.2% >_75.0% <_25.0% <_10.0% TBD 2027 44.9% >_75.0% <_25.0% <_10.0% TBD 2028 46.6% >_75.0% <_25.0% <_10.0% TBD 2029 48.3% >_75.0% <_25.0% <_10.0% TBD 2030 50.0% >_75.0% <_25.0% <_10.0% The CCA program would be required to demonstrate it has sufficient physical generating capacity to meet its projected peak demand (682 MW) plus a 15%planning reserve margin,in accordance with resource adequacy regulations administered by the CPUC and the CEC. A specified portion of generating capacity must be located within certain local reliability areas and the remaining capacity requirement can be met with generating plants anywhere within the CAISO system. Presently, there are two local reliability areas that would apply to the CCA program: the "Greater Bay Area"and the "Other PG&E Areas". Additionally,the CPUC and CAISO have flexible capacity requirement, which must be satisfied by all California load serving entities, including CCAs,to ensure that certain quantities of reserve capacity are capable of increasing generation levels within specified time periods (to promote system reliability when the production from certain grid-connected generators quickly changes as is becoming increasingly common as a result of California's buildout of intermittent renewable energy resources). Using the most recent data from the 2015 compliance year, the following resource adequacy capacity requirements were assumed to apply to PCE's CCA program to meet the requirements identified above: 40 Capacity Type Percentage of Peak Demand System 75% Greater Bay Area 14% Other PG&E Areas 26% Total 115% Accordingly, the total resource adequacy requirement for PCE's first year of operations would be approximately 784 MW,with approximately 95 MW of the total procured from the Greater Bay Area region, 177 MW procured from any other local reliability area in the PG&E service area,and 512 MW procured from anywhere within the CAISO footprint. PCE would also have a flexible resource adequacy requirement, which ensures that adequate generation resources connected to the grid can ramp-up and produce power in a short amount of time in response to the intermittency of California renewable resources. Requisite resource adequacy products are typically procured/secured through one or more of the following arrangements: 1) short- to medium-term contract arrangements with the owners or controllers of qualifying generating capacity; 2) capacity attributes conferred through long-term power purchase arrangements with specified generators—such contracts typically provide the buyer with both energy and capacity products from one or more specific generating resources identified in the purchase agreement; or 3) direct ownership of generating facilities,which may be eligible to provide requisite resource adequacy capacity. 41 II °gym"'nai : Amos"'r OF: &III,IRVII I II II IIz. IIz II "r This section summarizes the different types of costs that would be incurred by the CCA program in providing electric service to its customers. For each supply scenario, a detailed pro forma was developed that delineates the applicable cost of service elements. These pro forma are shown in Appendix A. °ui i1i ili ° 4Il tj it c 14,u s e s The CCA program would be financially responsible for supplying the net electric demand of all enrolled customers, and it would be able to source that supply from a variety of markets and/or through the program's own generation resources. Energy requirements are ultimately financially settled by the CAISO. The CAISO plays a critical role in balancing supply and demand on a significant portion of California's electric grid and operates short-term markets for energy as well as real-time balancing services to cover inevitable moment-to- moment fluctuations in electricity consumption (resulting from circumstances including but not limited to weather, unexpected changes in customer energy use, unexpected variances in generator operation, infrastructure outages and other situations). The CCA program would interact with the CAISO through an intermediary known as a "Scheduling Coordinator", periodically reporting usage data for its customers and settling with the CAISO for any imbalances (i.e., instances in which the load forecast and/or the planned generator operation differs from expectations, requiring the CAISO to balance any variances through the operation of other system resources) or transactions in the CAISO markets. Bilateral markets exist for longer term purchases, which allow hedging (i.e., contractual protection via specified/fixed product pricing over a mutually agreed upon delivery term) against the fluctuations in CAISO market prices. Longer term purchases can span many years, with the most active trading being for contracts with terms of less than three years in duration. Contracts for new generation resources typically have contract term lengths of twenty (20) years or more, allowing the project developer/owner to utilize the contract's expected revenue stream to support project financing. Electric purchase costs were estimated using the projected energy demand during the industry-defined peak and off-peak time periods. Assumed renewable energy contracts of the CCA, as reflected in the previously described indicative long-term contract portfolio, were subtracted from PCE's expected peak and off-peak energy demands, resulting in a residual energy requirements, or "net short", which was assumed to be met with short and mid-term contract purchases of system energy (produced by conventional generating technologies; within California,the majority of system energy is produced by generators using natural gas as a primary fuel source). Reii,iewaIbIIIe VIII ui° ui Pl tj ii X 1,u s e s Renewable energy purchases may take two forms: 1) physical electric energy bundled with associated renewable/environmental attributes; or 2) unbundled renewable/environmental attributes, which are sold separately from the physical energy commodity. As described in Section 2, unbundled RECs were not incorporated in any of the supply scenarios addressed in this Study; only bundled renewable energy resources, which were assumed to meet the product delivery specifications associated with the PCCI and PCC2 product designations were incorporated in the indicative PCE supply portfolios. Purchases of renewable energy from new resources are typically made under bundled, long-term contract arrangements of 20 years or more. Shorter term purchases are common for existing renewable resources and for unbundled renewable energy certificates. 42 Renewable energy currently sells for a premium relative to the cost of conventional power. However, when compared to the cost of new,natural gas-fueled generation, renewable resources tend to have lower levelized costs.22 Renewable energy purchase costs were estimated using predominantly long-term contracts for new renewable energy projects as specified in the indicative long-term contract portfolio. Short term market purchases of bundled renewable energy were assumed to fulfill PCE's remaining renewable energy needs. With regard to the term renewable energy certificates, or "RECs", it is important to understand that a REC is the only mechanism by which ownership of renewable energy can be demonstrated/substantiated. One REC is created for every whole MWh of metered electricity produced by a registered renewable generating facility. Within the Western United States, a tracking system known as the Western Renewable Energy Generation Information System ("WREGIS") has been developed to facilitate the management of RECs, providing a platform through which RECs can be transferred between buyers and sellers of renewable energy products and also "retired" (meaning, removed from the marketplace) for purposes of demonstrating legal/regulatory compliance or achievement of certain voluntary procurement objectives. All renewable energy production is substantiated via the creation of a REC, which occurs following WREGIS' verification of metered energy production by a registered renewable generating resources. Use of the WREGIS system for purposes of REC accounting serves to minimize concerns regarding double-counting during compliance demonstration and public reporting — in the event that a renewable energy buyer does not possess a REC, it cannot make claims with regard to the associated environmental benefits. Again, some RECs are bundled with the associated electric energy; other RECs are sold apart from the electric commodity — such RECs are appropriately referred to as "unbundled RECs". The transaction documentation associated with each renewable energy purchase should outline applicable product specifications, including whether or not RECs are being sold with or apart from the electric commodity. In selecting its renewable energy product mix, the CCA program should be aware that California law permits the use of a limited quantity of unbundled RECs, or PCC3 product volumes, for purposes of demonstrating RPS compliance — applicable limitations were previously described in Section 3. Such products currently represent lower-cost options when compared to PCC1 and PCC2 products due to the administrative simplicity associated with such transactions. In recent years,there has been robust philosophical debate regarding the advantages and pitfalls of unbundled REC use, particularly the environmental benefits associated with such products. Significant research and documentation has been prepared regarding this topic,and PCE is encouraged to review such information prior to engaging in unbundled REC transactions. Organizations including the Center for Resources Solutions (the program administrator for the Green-e Energy program), the United States Environmental Protection Agency, the United States Federal Trade Commission and The Climate Registry, amongst others, have all completed research and/or issued positions regarding the use of unbundled RECs. Furthermore,Assembly Bill 1 1 10 (Ting), which was introduced to the California legislature on February 27, 2015 but is now a two-year bill, was intended to promote the inclusion of GHG emissions intensity reporting by retail electricity suppliers (in annual Power Content Label communications). If AB 1 1 10 moves forward next year, it could impose a retail-level emissions calculation methodology that may eliminate all GHG emissions benefits associated with unbundled RECs. This is also an important consideration as PCE assembles its renewable energy supply portfolio, due to the fact that any GHG benefits conferred through unbundled REC transactions would be excluded from customer reporting, resulting in the reporting of higher than anticipated portfolio emission levels for entities that procured such products. In light of the perceived risks and general controversy associated with the use of unbundled 22 See for example, Table 62, Estimated Cost of New Renewable and Fossil Generation in California, California Energy Commission,March 2015. 43 RECs, leadership within the San Mateo Communities advised PEA to exclude Bucket 3 products from each of the prospective supply scenarios. Generation projects developed or acquired by the CCA program could also supplement energy purchases. Generation costs would include development costs,capital costs for land, plant and equipment, operations and maintenance costs, and, if applicable, fuel costs. Capital costs for publicly owned utilities such as a CCA are typically financed with long-term debt, and the annual debt service would be an element of annual CCA program costs. For purposes of this Study, PEA's analysis did not contemplate the utilization of CCA- owned/developed generating resources during the ten-year study period for reasons previously described. The CAISO charges market participants, including CCA (via the CCA's selected scheduling coordinator) for a number of transmission and grid management services that it performs. These include costs of managing transmission congestion, acquiring operating reserves and other "ancillary services", and conducting CAISO markets and other grid operations. The CAISO charges are both directly related to PCE's operations, but there are other grid charges that are shared across all load serving entities on a pro rata basis. These costs would be assessed to the Scheduling Coordinator for the CCA program, and are assumed to be directly passed through to the CCA program with no markup. C i ui„i ui„i c i u1°1 s u s The CCA program would need capital to cover start-up costs, working capital, and any generation or other project financing. The analysis assumes short term financing with the exception of generation projects which would be financed with long term debt. Start-up costs are estimated at $2.7 million, which would fund the program for approximately six months prior to commencement of service to customers. Start-up activities include costs for staffing and professional services, security deposits, the CCA bond/financial security requirement, communications and customer notices, data management, and other activities that must occur before the program begins providing electricity to customers. These costs would be recovered from program revenues after service commences. A breakdown of estimated start-up costs is shown in the following table. 44 Estimated CCA Program Start-Up Costs Cost Item Amount Staff $734,000 Consulting and Legal Services $600,000 Feasibility Study $150,000 JPA Formation/Development $50,000 Implementation Plan $75,000 Power Procurement Solicitation and Contract $75,000 Marketing and Communications $337,000 Customer Noticing and Mailers $335,00 PG&E Service Fees $37,500 Miscellaneous Administrative and General $193,000 Financial Security/Bond Carrying Cost $115,000 Total $2,700,000 Working capital requirements are estimated at $20 million, which would cover the timing lag between when invoices for power purchases must be paid and other operating expenses incurred prior to when cash is received from customers. Typical invoicing timelines for wholesale power purchase contracts require payment for the prior month's purchases by the 20'" of the current month. Customer payments are typically received within sixty to ninety days following electricity delivery. The timing difference between cash outflows and inflows represents the working capital requirement. The possibility exists to negotiate payment timelines with power suppliers in order to reduce the initial working capital requirement. For example, both SCP and LCE have negotiated an additional 30 days in the supplier payment timeline,which would significantly reduce the working capital figure described above. i1i IIII IIII 1i ui° Meteiriii,iq aii,i I ta Maii,iaqeirneii i t PG&E provides billing and metering services for all CCA programs and charges the CCA for such services in accordance with applicable tariffs, which are regulated by the CPUC. PG&E posts the meter data to a data server that the CCA program would be able to access for its power accounting and settlements. PG&E uses systems to exchange billing, payment, and other customer data electronically with competitive retail electric providers such as CCAs. While PG&E issues customer bills and processes customer payments,the CCA program will have a large amount of data to manage and must be able to exchange data with PG&E using automated processes. PEA included costs for third party data management as well as PG&E charges for billing and metering in this cost of service category. 45 t ui„i d 0 t III°i e ir 0 p e ir a t i ul„1 s t s Internal staffing and/or contractors would be required to manage PCE's day-to-day operations. These activities include program management, financial administration, resource planning, marketing and communications, regulatory compliance and advocacy, and other general administration. Such costs were estimated for PCE based on a review of the publicly available budgets adopted by the currently operating CCA programs: Marin Clean Energy, Sonoma Clean Power, and Lancaster Choice Energy. Additional costs were included for administration of certain demand side programs anticipated to be offered by PCE. These programs may include customer self-generation (net energy metering) program incentives, electric vehicle charging programs, energy efficiency and demand response programs. Included in the pro forma projections for this cost element is an assumed $1,000,000 annual budget to support the administration of such programs. PCE may also qualify for additional funding for administration of energy efficiency programs through application to the CPUC. ui°i c o IIII IIII e c t uo 119 IIII e A c c o tj ui i t s CCA rates must account for the small fraction of customers who do not pay their electric bill. PG&E attempts to collect the CCA's charges, but some accounts must be written off as uncollectible. An allowance for uncollectible accounts has been included as a program cost element. P! uir o 9 ir a i n R e s e ir v e s A reasonable revenue surplus was factored in to estimated CCA program rates to fund a reserve account that would be used for contingencies or as a rate stabilization tool. Financing also requires generation of revenue surpluses that accumulate as reserves,as lenders typically require maintenance of debt service coverage ratios that would necessitate setting rates to yield revenues in excess of program costs. The CCA program would be required to provide a security deposit to PG&E and post a bond or other form of financial security with the CPUC as part of its registration process. The security deposit covers approximately one month of PG&E charges for billing and metering services. The CCA bond or financial security requirement, which is posted with the CPUC, is intended to cover the potential reentry costs if customers were to be involuntarily returned to PG&E. The currently effective financial security requirement is $100,000, but PG&E and other investor owned utilities have advocated changes to the methodology that could, under certain market conditions, result in extremely large financial security requirements. PEA'S estimate of the CCA Bond amount reflects the currently applicable specification ($100,000). However, the CCA program should actively monitor applicable regulatory proceedings, which may result in changes to this bond amount. Risks associated with such changes are discussed in additional detail within Section 7 of this Study. P'G& S tj uir c 4,i a ir 9 e s CCA customers will pay the CCA's rates for generation services, PG&E's rates for non-generation services (transmission, distribution, public purpose, etc.), and two surcharges that are currently included in PG&E's generation rates: the Franchise Fee Surcharge and the Power Charge Indifference Adjustment ("PCIA"). These surcharges are not program costs per se, but they do impact how a customer's bill will compare between PG&E bundled service and CCA service. The franchise fee surcharge is a minor charge that ensures PG&E collects the same amount of franchise fee revenues whether a customer takes generation service from a CCA or from PG&E. The PCIA is a substantial 46 charge that is intended to ensure that generation costs incurred by PG&E before a customer transitions to CCA service are not shifted to remaining PG&E bundled service customers (following a customer's departure from PG&E to CCA service). For purposes of this Study, PEA'S assumed surcharges reflect the most recent advice provided by PG&E and assumed changes to the PG&E supply portfolio over time. 47 II ° .no, Ii : Amos"'r AND rS AINA11,YS11 This section contains a quantitative description of the estimated costs and benefits for each representative supply scenario. Each scenario was evaluated using the three criteria described in Section II. Ratepayer costs and benefits are evaluated on the basis of the total electric rates customers would pay under CCA service as compared to PG&E bundled service. Total electric rates include the rates charged by the CCA program plus PG&E's delivery charges and other surcharges. Environmental benefits are evaluated on the basis of reductions in GHG (CO2) emissions relative to the reference case. Local economic benefits are evaluated on the basis of jobs and economic activity created by the CCA program's investments in local generation resources. When assessing the comparative environmental impacts associated with each of PCE's prospective supply scenarios,it is important to consider the potential changes that could result from PG&E's reduced or discontinued use of nuclear electricity produced by the Diablo Canyon Power Plant ("DCPP"). DCPP currently produces approximately 18,000 GWh, or more than 20% of PG&E's total power content, per year, but licenses for the facility's two reactor units expire in 2024 and 2025, respectively. At this point in time, there is uncertainty regarding PG&E's ability to successfully relicense these units under the current configuration,which utilizes once- through cooling as part of facility operations. Environmental concerns regarding the use of once-through cooling may present relicensing challenges for PG&E, which could result in temporary or permanent discontinued operation of DCPP. Under this scenario, which falls towards the outer years of the study period, PCE's actual GHG emissions impact would dramatically improve under each of the prospective supply scenarios. It is also noteworthy, that discontinued DCPP operation (without the addition of equivalent generating capacity within the region) may also impose upward pressure on market energy prices and resource adequacy products. PEA recommends that the San Mateo Communities continue to monitor the relicensing status of DCPP as expiration of the existing licenses approaches. When reviewing PCE's scenario results, it is important to keep in mind the planned phase-in strategy for the prospective CCA customer base, which is expected to occur over a two-year period. Such a strategy will allow the CCA program to "walk before its runs," gaining operational experience while the initial customer base remains relatively small (when compared to the total prospective customer population). This approach will also create an opportunity for the CCA program to debug" potential customer service and billing issues that may arise during initial operations and will also reduce credit/collateral concerns during initial power contracting efforts. Ratepayer Costs The primary objective of Scenario 1 is to promote maximum CCA customer savings, if possible, while offering such customers an RPS-compliant resource mix that does not include the use of unbundled RECs. As expected, projected CCA customer rates in Scenario 1 are lower than similar rate projections for PG&E throughout the ten-year study period, with annual comparative benefits ranging from 4% to 6%. Levelized rates over the study period are projected to be 5% lower than projected PG&E rates. For a typical household using 450 kWh per month, a 5% rate difference would result in a cost reduction of approximately $6.18 per month. Projected average rates for the PCE customer base are shown in the following figure and table, comparing total ratepayer impacts under the PG&E bundled service and CCA service options. 48 Figure 14: Scenario 1 Annual Ratepayer Costs AVERAGE TOTAL COST COMPARISON 28.4 26.4 24.4 22.4 .. . , �� .. .. .. —PC E Service o. c 20.0 U PG&E Service 18.4 16.4 14.4 Year Scenario 1: Annual Total Delivered Rate Comparison Year PG&E PCE Percent Total Total Difference (0/kWh) (0/kWh) Levelized 22.7 21.6 -5% 1 20.0 18.8 -6% 2 20.4 19.2 -6% 3 21.1 19.9 -6% 4 21.8 20.7 -5% 5 22.5 21.5 -4% 6 23.0 22.0 -4% 7 23.7 22.8 -4% 8 24.4 23.4 -4% 9 25.1 24.1 -4% 10 25.8 24.7 -4% 49 GHG Impacts The anticipated GHG impacts associated with Scenario 1 result in relatively significant increases when compared to PG&E's projected emissions profile. Because the assumed Scenario 1 resource mix includes renewable energy purchases that generally track with RPS procurement mandates but no additional GHG-free purchases (i.e., all non-renewable energy purchases would be sourced from the California market with an attributed emissions profile generally equivalent to a typical natural gas generator). The following figure and table provide additional detail regarding the respective GHG emissions profile associated with the assumed PCE and PG&E supply portfolios. Figure 15: Scenario 1 — Annual GHG Emissions Comparison ATTRIBUTED PORTFOLIO EMISSIONS 1,200,000 PG&E I I PCE c 1,000,000 H 800,000 600,000 0 g 400,000 W N 200,000 Year Scenario 1: Annual GHG Emissions Factor Comparison (Metric Tons COs/MWh) Year PG&E PCE 1 0.158 0.278 2 0.149 0.278 3 0.139 0.278 4 0.131 0.278 5 0.127 0.278 6 0.123 0.272 7 0.120 0.265 8 0.116 0.258 50 Year PG&E PCE 9 0.112 0.250 10 0.109 0.243 Figure 16: Scenario 1 — Annual Renewable Energy Content Comparison RENEWABLE ENERGY CONTENT IIII PCIE IRIE IEWAl6ILIE POIRTFJILII0 0 PG&IE IRIE NEW A16ILIE P0IRTFJILII0 50% ,.45% c 'u 40% 0 35% 0 30% 0 25% 20% s1 15% c 10% 5% 0 1 2 3 4 S 6 8 9 10 Year Scenario 1: Annual Renewable Energy Portfolio Content Year PG&E PCE 1 27% 35% 2 27% 35% 3 30% 35% 4 33% 35% 5 35% 35% 6 36% 36% 7 38% 38% 8 40% 40% 9 42% 42% 51 Year PG&E PCE 10 43% 43% Ratepayer Costs The primary objective of Scenario 2 is twofold: promote rate competitiveness with PG&E while reducing GHG emissions associated with the CCA program's supply portfolio. For purposes of the Study, this objective is achieved through the inclusion of renewable energy purchases that significantly exceed applicable compliance mandates (doing so without the use of unbundled RECs) as well as additional GHG-free energy purchases, which would be produced by non-RPS-eligible hydroelectric generators located within California and/or the Pacific Northwest. Under Scenario 2, projected CCA customer rates are initially lower than similar rate projections for PG&E and maintain that general relationship throughout the study period — the relationship between PCE and PG&E rates demonstrates marginal customer savings ranging from 2% to 4%. Levelized rates over the study period are projected to be 3%lower than projected PG&E rates. However,in consideration of typical market volatility within the electric power sector and eminent PG&E rate volatility,these results should be reasonably interpreted as reflecting the outcome of general rate parity throughout the study period. For a typical household using 450 kWh per month, a 3% rate difference would result in a cost reduction of approximately $4.36 per month. Projected average rates for the PCE customer base are shown in the following figure and table, comparing total ratepayer impacts under the PG&E bundled service and CCA service options. Figure 17: Scenario 2 Annual Ratepayer Costs AVERAGE TOTAL COST COMID104 BISON 28.4 26.4 24.4 ................... 22.4 c 20.0 PCE Service PG&E Service 18.4 16.4 14.4 I 2 3 4 5 6 7 6 9 10 Year 52 Scenario 2: Annual Total Delivered Rate Comparison Year PG&E PCE Percent Total Total Difference (0/kWh) (0/kWh) Levelized 22.7 22.1 -3% 1 20.0 19.1 -4% 2 20.4 19.6 -4% 3 21.1 20.3 -4% 4 21.8 21.1 -3% 5 22.5 22.0 -2% 6 23.0 22.6 -2% 7 23.7 23.3 -2% 8 24.4 24.0 -2% 9 25.1 24.7 -2% 10 25.8 25.4 -2% GHG Impacts As a result of the significant proportion of GHG-free resources that were incorporated in Scenario 2, the CCA program is able to demonstrate meaningful GHG emissions reductions when compared to PG&E's projected emissions profile. The following figure and table provide additional detail regarding the respective GHG emissions profile associated with the assumed PCE and PG&E supply portfolios. 53 Figure 18: Scenario 2 — Annual GHG Emissions Comparison ATTRIBUTED PORTFOLIO EMISSIONS 600,000 0 PG&E I I ICE ,Z 500,000 'r 400,000 ,A 300,000 &A E&A 200,000 Uj N 0 100,000 1 2 3 4 S 6 7 a 9 10 Year Scenario 2: Annual GHG Emissions Factor Comparison (Metric TonsCO2/MWh) Year PG&E PCE 1 0.158 0.115 2 0.149 0.106 3 0.139 0.096 4 0.131 0.088 5 0.127 0.084 6 0.123 0.080 7 0.120 0.077 8 0.116 0.073 9 0.112 0.070 10 0.109 0.066 54 Figure 19: Scenario 2 — Annual Renewable Energy Content Comparison RENEWABLE ENERGY CONTENT IIII PCIE IRIE IEWAl6ILIE POIRTFJILII0 0 PG&IE IRIE NEW A16ILIE P0IRTFJILII0 70% c 60% c UO 50% 0 40% O 30% s1 20% c 10% 0 1 2 3 4 S 6 8 9 10 Year Scenario 2: Annual Renewable Energy Portfolio Content Year PG&E PCE 1 27% 50% 2 27% 50% 3 30% 50% 4 33% 50% 5 35% 53% 6 36% 55% 7 38% 58% 8 40% 60% 9 42% 63% 10 43% 65% 55 Ratepayer Costs Scenario 3 is aptly characterized as an aspirational supply scenario under which the entirety of PCE's energy requirements would be sourced from bundled renewable energy resources. As reasonably expected, the relatively high supply costs of bundled renewable energy products would impose incremental rate increases for PCE customers relative to the incumbent utility. Under Scenario 3, projected CCA customer rates remain above similar rate projections for PG&E throughout the study period —the relationship between PCE and PG&E rates demonstrates annual rate increases ranging from 1% to 3%. Levelized rates over the study period are projected to be 2% higher than projected PG&E rates. For a typical household using 450 kWh per month, a 2% rate difference would result in a cost increase of approximately $1.86 per month. This customer impact is particularly insightful when considering the voluntary, 100% renewable energy option that PCE may offer to its customers. Scenario 3 is also useful when comparing PG&E's anticipated voluntary green options,which have been named Green Tariff Shared Renewables (GTSR) and Enhanced Community Renewables (ECR),to a similar option that may be offered by PCE. Under PG&E's proposed programs, bundled customers would have the option to voluntarily purchase up to 100% of their respective electric energy requirements from new and existing solar generating facilities located throughout the PG&E service footprint (as is the case under PG&E's GTSR option) or within proximity to the participating customer (under PG&E's ECR option) — in previous communications, PG&E has generically defined the location of such facilities as "local", however it appears as though the proximity of targeted solar projects to participating customers may vary considerably throughout the PG&E service territory. According to PG&E, program launch is anticipated in early 2016 with two available supply variations: 50% solar energy content; and 100% solar energy content. The anticipated initial cost premium associated with PG&E's GTSR option is estimate to range from $0.02 to $0.03 per kilowatt-hour, declining over time.23 Based on this cost estimate, it appears as though PG&E's voluntary GTSR option will be considerably more expensive than the 100% renewable supply scenario reflected in Scenario 3. The cost associated with PG&E's ECR option appears to be based on the direct development cost of new projects, which may widely vary, depending on unique project locations. PEA recommends that the San Mateo Communities continue to monitor the following PG&E website, which indicates that more details will be available soon. Projected average rates for the PCE customer base are shown in the following figure and table, comparing total ratepayer impacts under the PG&E bundled service and CCA service options. 23 56 Figure 20: Scenario 3 Annual Ratepayer Costs AVERAGE TOTAL COST COMPARISON 28.4 26.4 n 244 ... s . 22.4 o. c 20.0 ���� IP�CE Service U PG&E Service 18.4 16.4 14.4 I 2 3 4 5 6 7 6 9 10 Year Scenario 3: Annual Total Delivered Rate Comparison Year PG&E CCA Percent Total Total Difference (0/kWh) (0/kWh) Levelized 23.2 23.7 2% 1 20.5 20.9 2% 2 20.9 21.3 2% 3 21.6 22.0 2% 4 22.3 22.9 3% 5 23.0 23.8 3% 6 23.5 24.3 3% 7 24.3 25.0 3% 8 25.0 25.7 3% 9 25.7 26.2 2% 10 26.5 26.8 1% 57 GHG Impacts Through the exclusive use of bundled renewable energy resources, Scenario 3 suggests that the CCA program could achieve substantial GHG emissions reductions when compared to PG&E's projected emissions profile. The following figure and table provide additional detail regarding the respective GHG emissions profile associated with the assumed PCE and PG&E supply portfolios. Figure 21: Scenario 3— Annual GHG Emissions Comparison ATTRIBUTED PORTFOLIO EMISSIONS 400,000 PG&E I I PCE 300,000 250,000 200,000 0 E 150,000 CW 100,000 O 50,000 1 2 3 4 5 6 7 8 9 Tp Year Scenario 3: Annual GHG Emissions Factor Comparison (Metric Tons COs/MWh) Year PG&E PCE 1 0.158 0.000 2 0.149 0.000 3 0.139 0.000 4 0.131 0.000 5 0.127 0.000 6 0.123 0.000 7 0.120 0.000 8 0.116 0.000 9 0.112 0.000 10 0.109 0.000 58 Figure 22: Scenario 3 — Annual Renewable Energy Content Comparison RENEWABLE ENERGY CONTENT IIII PCIE IRIE IEWAIBILIE POIRTFJILII0 0 PG&IE IRIE NEW A16ILIE P0IRTFJILII0 120% r a00% 0 0 80% 0 0 60% 40% 3 Q)20% 0 1 2 3 4 S 6 8 9 10 Year Scenario 3: Annual Renewable Energy Portfolio Content Year PG&E PCE 1 27% 100% 2 27% 100% 3 30% 100% 4 33% 100% 5 35% 100% 6 36% 100% 7 38% 100% 8 40% 100% 9 42% 100% 10 43% 100% 59 II °gym"'r1I0II IIz-,IIII"'IIII"'r IIII III, The economic analysis uses base case input assumptions for many variable factors that influence relative costs of the CCA program. Sensitivity analyses were performed to examine the range of impacts that could result from changes in the most significant variables (relative to base case values). The key variables examined are: 1) power and natural gas prices; 2) renewable energy prices; 3) low carbon energy prices; 4) PG&E rates; 5) PG&E surcharges; and 6) customer participation/opt-out rates. P! uir ui°i IIII t tj uir IIII s IIP! uir i c e s Electric power prices in California are substantially influenced by natural gas prices, as natural gas-fired generation is predominantly used as the marginal resource within the state's system dispatch order. Changes in natural gas prices will also tend to change the power purchase costs of the CCA program. To the extent that PCE's selected supply portfolio excludes the use of conventional energy supply, the potential impact related to price volatility within the natural gas market will be minimized. Such changes also influence PG&E's rates, but the relative cost impacts will differ depending upon the proportionate use of conventional resources utilized by the CCA program relative to PG&E. For the CCA program,the non-renewable portion of the supply portfolio will be influenced by changes in natural gas and wholesale power prices. The PG&E resource mix includes resources that are influenced by natural gas prices such as utility-owned natural gas fueled power plants, so-called "tolling" agreements with independent generators, and certain other contracts that are priced based on an avoided cost formula. The PG&E resource mix also includes energy sources that are not affected by natural gas prices, including renewable resources as well as PG&E's hydro-electric and nuclear assets. Sensitivity to changes in natural gas and power prices were tested by varying the base case assumptions to create high and low cases. The high case reflects a 50% increase in this input relative to the base case and the low case reflects a 25% decrease relative to the base case. ui°i e w a III IIII VIII ui°i e ir 9 y C o s t s There can be wide variation in renewable energy costs due to locational factors (wind regime, solar insulation, availability of feedstock for biomass and biogas facilities, etc.), transmission costs, technological changes, federal tax policy,and other factors. In fact,the federal investment tax credit,or"ITC",is expected to decrease significantly for projects commencing operations on or after January 1, 2017 — the ITC is expected to drop from 30% to 10%, based on PEA'S understanding, which could impose generally proportionate increases to renewable energy pricing following such a change. Sensitivity to renewable energy cost assumptions was tested by varying the base case costs for renewable power purchase contracts and for the installed costs for renewable generation projects by 25% for the high case and -25% for the low case. The variances were only applied to the CCA's cost structure and not PG&E's in order to test the impact of potential variation in site-specific renewable projects used by the CCA program. uir b o i IIII uir e e IIII l ui°i e ir 9 y C o s t s Specified purchases from carbon free resources or low carbon emissions portfolios generally yields a premium relative to system energy purchases. In consideration of the potential for increased CCA demand for low carbon content energy and the generally fixed supply of the large hydro-electric generation resource base available to California consumers, only a high case was evaluated for this factor. The high carbon free energy cost premium scenario was evaluated at a 300% increase relative to the base case assumption. 60 P G& a t e s The base case forecast for PG&E's generation rates yields a projected average annual increase of approximately 2.5%. The forecast relies on resource mix data provided by PG&E in its most recent long-term procurement plan, and incorporates many of the same core market cost assumptions (natural gas prices, power prices, GHG allowance prices,etc.) as used in the forecast of CCA program rates. Numerous factors can cause variances in PG&E's rates, and low and high cases were developed for this variable. One factor that could have a significant increase on PG&E's rates is the potential closure or rebuilding of DCPP, resulting from regulations prohibiting the use of once-through cooling at the plant. A high case was created that reflects an average annual generation rate increase of 5%. The low case assumes 1.5% annual rate increases for PG&E. Figure 23 illustrates the base, high and low case forecasts of PG&E generation rates and how these projections compare with historical trends. Figure 23: PG&E System Average Generation Rates 7.7.0 7,s'VQs 1',0 L .L, k r µ M� 7�M 7 a�rtr 5,0 fir\ 0 47 6, tiwr L7 t;Y•> ,�Cr" ,.�G`? 7q ,yx C.r '1`� 1J5 YC' 1tJ UJ ^Lr'7 '1: 1C) , ' �I� pa,ri,eel •Bose lroj. m IlighProj ......Low Prop P�� 91111 S tj uir c 114° a ir 9 e s The PCIA and Franchise Fee surcharges directly impact PCE rate competitiveness,and the PCIA has been volatile. In an August, 2015 filing to the CPUC, PG&E projected PCIA levels for 2016 that are approximately 70% higher than current levels.24 Figure 24 shows the projected Franchise Fee Surcharge and PCIA applicable to residential customers as well as historical data illustrating the volatility of these surcharges. 24 PG&E Advice Letter AL-4696-E. 61 Figure 24: PG&E CCA Surcharges for Residential Customers (Cents Per KWh) 2012 2013 2014 2015 2016 IIIIIIIhII IIIIIIIIIII 1111111 IIIIIIIIIII UIIIIII IIIIIIIIIII UIIIIII III�IIIIIIIIII The base case PCIA projections begin with the higher 2016 PCIA charges reported by PG&E and remain relatively flat over the forecast period. High and low cases were run at plus or minus 50% off of the base case. 1t tj t R a t e s Sensitivity of ratepayer costs to customer participation in the CCA program was tested by varying the opt-out rate from 25% in the high case to 5% in the low case. For Scenario 3, the high case was set to 35% for residential and small commercial customers and 60% for all other customer groups, while the low case was set to 15% for residential and small commercial and 40% for the other customer groups. A higher opt-out rate would reduce sales volumes relative to base case assumptions, and increase the share of fixed costs paid by each customer, while a lower opt-out rate would have the opposite effect. The sensitivity analysis produced a range of levelized electric rates for the CCA program and PG&E as shown in the following figure. It should be noted that there is considerable overlap in the range of estimated rates, and while base case estimates show higher rates for the CCA program, any of the CCA Scenarios could potentially result in lower ratepayer costs than under the status quo. 62 Figure 25: Sensitivity Analysis Range of Levelized Electric Rates 26.0 25.0 24.0 hm, 23.0 � 22.0 u 21.0 20.0 19.0 18.0 CCA Scenario 1 CCA Scenario 2 CCA Scenario 3 PG&E Huindlledl The sensitivity to each tested variable is shown in the following table. Natural Gas/Power prices had the greatest impact on CCA rates in Scenarios 1 and 2, while renewable energy costs were the most significant driver of CCA rates in Scenarios 3. Sensitivity Analysis: Levelized Ratepayer Costs (Cents Per KWh) High Low High Low High Low High Low High Rate Base Gas/ Gas/ R.E. R.E. PG&E PG&E High Low Opt Opt Carbon Scenario Case PCIA PCIA Free Power Power Costs Costs Rates Rates Out Out Cost CCA Scenario 1 21.6 22.5 21.1 22.1 21.1 21.6 21.6 22.6 20.6 21.7 21.5 21.6 CCA Scenario 2 22.1 23.0 21.6 22.7 21.4 22.1 22.1 23.0 21.1 22.1 22.0 22.3 CCA Scenario 3 23.7 24.4 23.4 24.8 22.6 23.7 23.7 24.7 22.7 24.0 23.6 23.7 PG&E Bundled (S1,2) 22.7 23.3 22.3 22.7 22.7 24.1 22.0 22.7 22.7 22.7 22.7 22.7 PG&E Bundled (S3) 23.2 23.8 22.8 23.2 23.2 24.6 22.5 23.2 23.2 23.3 23.1 23.2 The sensitivity results for each PCE supply scenario are depicted graphically in the following figures. 63 Figure 26: Scenario 1 Sensitivity Impacts on Levelized Electric Rates Hliigfn Carbon Fire Cost uuuuuuuuuuutlVuuuupppuuuuuuuuuuuuu o 0 0 Low J 1pt 0 lut uuuuuuuuuuuuuul uuuuuuuuuuuuuuuuuuuul u Hliigfn Opt C1 rut uiuuuuuuuuuuuuuuuuuuuul o 0 0 Low PCIIA Hliiglfn PCIIA Low PG&E If Rtes Hliigfn PG&E If Rtes 1111111 CCA Scoirainio 1 Low IR.IE.Costs a PG&E Bundled(S1,2) Hliigfn IRJE.Cost Low Gas/Powe it Hliigfn Gas/Poweir Base Case 18.0 19.0 20.0 21.0 22.0 23.0 24.0 25.4 Levelized Total Electric Rate(Cents Per IKWh) Figure 27: Scenario 2 Sensitivity Impacts on Levelized Electric Rates Hliigfn Carbon Firee Cost ppuuu o 0 0 Low J 1pt J lut Hliigfn Opt C1 rut o 0 0 Low PCIIA Hliiglfn PCIIA. Low PG&E If Rtes Hliigfn PG&E If Rtes 11 11 ° m111i CCA Scoirainio 2 Low IR JE.Costs uuuuu PG&E Bundled(S1,2) Hliiglfn IRJE.Costs Low Gas/Powe it Hliiglfn Gas/Poweir Base Case 18.0 19.0 20.0 21.0 22.0 23.0 24.0 25.4 Levelized Total Electric Rate(Cents Per IKWh) 64 Figure 28: Scenario 3 Sensitivity Impacts on Levelized Electric Rates Hliiglfn Carbon Fire Cost Low J 1pt 0t iMIiVMM iMMMIiMiiiiMMMV Hliiglfn Opt C1 rut u o Low PCIIA Hliiglfn PCIIA. Low PG&E If Rtes Hliigfn PG&E If Rtes 11 ° miiii CCA Scoirainio 3 Low IR..IE.Costs uuuuu PG&E Bundled(S3) Hliiglfn IRJE.Costs Low Gas/Powe it Hliiglfn Gas/Poweir Base Case 18.0 20.0 22.0 24.0 26.4 Levelized Total Electric Rate(Cents Per IKWh) 65 III, rII III 7: IRIISIK AINA11 YS11S CCA formation is not without risk, and a key element of this Study is highlighting risks that may face the CCA program as well as related risk-mitigation measures. Much of the quantitative impacts associated with key risks have been addressed in Section 6, Sensitivity Analyses, while other risk elements were highlighted in PEA'S Alternative CCA Business Model Assessment (the "Assessment"), which was previously provided to San Mateo County. However, there are additional risk elements of which any aspiring CCA program should be aware as well as associated mitigation measures for such risks. In particular, these additional risks include, but are not limited to, the following: • Financial risks to PCE's member municipalities in the unlikely event of CCA failure; • Financial risks that may exist in the event that procured energy volumes fall short of or exceed actual customer energy use; • Reasonably foreseen legislative and regulatory changes, which may limit a CCA's ability to remain competitive with the incumbent utility; • Availability of renewable and carbon-free energy supplies required to meet compliance mandates, PCE program goals, and customer commitments; and • General market volatility and price risk. 1i ui°i a i°i c i a IIII i1i s k s t o IIP 91 M e i ll b e ir s In general terms, the prospective financial risks to PCE members will be limited to the extent that the JPA agreement creates separation,also referred to as a "firewall", between the financial assets and obligations of the JPA and those of its individual members. This approach has been effectively employed by both MCE and SCP at the time that each JPA was created, insulating the respective members of each organization from the financial liabilities independently incurred by the JPA (e.g., power purchase agreements, debt, letters of credit and other operating expenditures). For example, if the JPA was to default on a contract obligation, any termination payments would be owed by the JPA and not the individual members, as individual JPA members would not be responsible for the financial commitments of the JPA. From a practical perspective, each member of the JPA would have a relatively small financial exposure, which would be limited to any early-stage contributions and/or expenditures related to the CCA initiative before joining the JPA. After joining the JPA, each participating municipality would be financially insulated via the JPA agreement, and it is anticipated that the JPA would be financially independent during ongoing CCA operations, meaning that the JPA would be responsible for independently demonstrating creditworthiness when entering into power purchase agreements and financial covenants. Based on PEA'S understanding, qualified legal counsel was engaged during the formation of each operating, multi-jurisdiction CCA to ensure that the associated JPA agreement created the desired financial protections for its members. Other than relatively small upfront costs/contributions that may be incurred by the JPA members during CCA evaluation and JPA formation, financial obligations of the participating communities would be limited to individual customer impacts in the event of outright CCA failure. In such a scenario,the $100,000 CCA bond is intended to cover the costs of returning customers to PG&E service. However,following an involuntary return to bundled service,CCA customers would be individually required to pay the transitional bundled commodity cost, as described in PG&E's Electric Schedule TBCC, which imposes a market-based rate on customers who fail to provide PG&E with six-month advance notice prior to reestablishing PG&E electric service.25 In recent years, the TBCC rate has likely benefited participating customers due to historically low market prices (and the favorable relationship of such prices to PG&E's generation rates). However, inherent price volatility within the 2s 66 electric power sector could result in relatively high customer costs in the short-term, following an involuntary return to bundled service at a time when market prices are higher than PG&E's prevailing generation rates. In practical terms, the likelihood of this risk materially impacting a PCE customer appears to be quite low. In addition to the aforementioned financial risks to the JPA and its respective members,it is also noteworthy that San Mateo County has made significant financial expenditures for the purpose of evaluating prospective PCE operation and completing initial formation activities for the JPA. PEA also understands that the County may choose to make additional contributions for purposes of completing PCE's formative and start-up activities. At the time of JPA formation, PEA understands that the County intends to request repayment of the noted initial expenditures following successful launch of the PCE program and a yet-to-be-defined period of successful operations. Clearly, the repayment of such funding is dependent upon the successful launch and operation of the PCE program. For example, if PCE fails to launch or discontinues business operations prior to repaying initial funding contributed by the County, the County runs the risk of financial losses equivalent to any amounts expended in advance of such circumstances. With regard to the risk of the County losing its initial investment in CCA evaluation and formation, failure to launch the PCE program represents the primary risk in this regard. Once PCE has launched and is serving customers,it is reasonable to assume that the County would be paid back within the first five years of PCE operation. Based on recent discussions and general enthusiasm related to the PCE initiative, it seems reasonable to assume that the PCE program will launch as planned, unless market conditions significantly change such that initial PCE rates are projected to exceed similar rates charged by PG&E. Under Scenario 2, for example, sensitivity analyses suggest that power costs could increase by 14% or PG&E rates could decrease by 1 I% (or a related combination of such impacts) before projected PCE rates would exceed PG&E's projected rates. From a practical perspective, this observation suggests that current operating projections provide considerable safety margins for PCE, allowing for a range of market conditions and/or rate changes before rate competitiveness would be compromised. It is noteworthy that PG&E's 2016 rates will remain unknown until January, and power costs won't be known until PCE issues a related solicitation for such products, which is expected to occur in early 2016. In the event that actual PG&E rate changes and/or proposed power prices fall outside of the aforementioned safety margins, PCE would likely defer program launch and cease incurring startup expenses until projected operations improve, potentially jeopardizing or delaying the reimbursement of County funding provided up to that point. i a ui i s b e t°w e e i t tj a IIII ui i e ir 9 y U s e a i i d C o ui i t uir a c t e d tj uir c I°i a s e s Deviations between actual customer energy use and contracted energy purchases are inevitable. For example, weather variation may impose meaningful day-to-day variances in expected customer energy use,which results in the potential for ongoing imbalances between procured energy volumes and actual electric energy consumption by PCE's customer base. To the extent that such imbalances exist, the CCA may be required to make market purchases during unexpected price spikes and/or sell off excess energy volumes at times when prices are relatively low (when compared to the price paid for such energy), which could impose adverse financial impacts on the CCA program. Again, this is an inevitable risk that is assumed by all energy market participants, but prudent planning and procurement practices can be utilized by the CCA to manage such risk to acceptable levels. In particular,"laddered" procurement strategies can be highly effective in mitigating such risks—this procurement strategy is designed to promote increased cost/rate certainty during the upcoming 1 2- month operating period by securing 90-100% of the CCA's projected energy requirements during this period of time. Beyond the 1 2-month operating horizon, an increasing proportion of the CCA's anticipated energy requirements are left "open" (i.e., are not addressed via contractual commitments) to avoid financial commitments based on reduced planning certainty. For example, the CCA program may decide that it is 67 acceptable to take on market price risk associated with 5% of its expected energy requirements over the upcoming 1 2-month operating period —this strategy would create cost certainty for a significant portion of the CCA's expected energy requirements, allowing the CCA to set rates in consideration of such costs with minimal financial/budgetary risk. For months 13-24, the CCA would reduce forward supply commitments to a level approximating 80-90% of expectations; for months 25-36, the CCA would further reduce forward supply commitments to a level approximating 70-80% of expectations. Forward procurement commitments would continue to "fall down the ladder" in subsequent months, but such open positions are ultimately filled with time. It is also noteworthy that such percentages could always be adjusted in consideration of prevailing market prices and the CCA's overall risk tolerance. This procurement strategy avoids the prospect of over-procurement and minimizes the prospect of surplus energy sales while also allowing the CCA program to take advantage of favorable procurement opportunities that may come about with time. During early-stage CCA operations, this strategy is particularly useful since the CCA is unlikely to know exact customer participation levels. Over time, as the CCA's customer base becomes more stable/predictable, it will become less challenging to predict customer usage patterns. i1i s IIII °i1i v e a ii°i d R e 9 tj IIII a t o i i1i s Ilf California's operating CCAs can attest to the challenges presented by anti-CCA legislation— a range of tactics have been employed over time, pre-dating MCE's launch in May, 2010 and resurfacing thereafter in various forms. Ongoing issues continue to arise with regard to proposed legislation designed to assign/shift costs for purposes of competitively disadvantaging CCA programs and/or limit the autonomy of CCA programs, so that such programs appear more similar to their investor-owned counterparts. Recently, SB 350 and AB 1 1 10 presented such issues. However, California's operating CCAs were able to address many of the potentially detrimental changes included within these bills through effective lobbying and technical support. California's IOUs regularly rely of professional lobbyists to promote their respective interests within the California legislature, and CCAs have successfully employed similar tactics to represent their own interests, which often differ from those of their investor-owned counterparts. Use of lobbyists within proximity to the State Capitol also mitigates logistical challenges that may be encountered when addressing time-sensitive issues that require on-site meeting participation and collaboration. CCAs have also enjoyed similar success in California's regulatory arena by utilizing the expertise of specialized regulatory support, including qualified regulatory counsel and analysts, who have deep and long-standing familiarity with a broad range of regulatory proceedings, assigned commissioners, judges and support staff within jurisdictional agencies. Because certain proceedings have the potential to directly affect the formation and ongoing operation of CCA programs, it is critically important to retain such expertise for purposes of representing the CCAs interests, particularly if the CCA has not yet hired internal regulatory counsel and/or staff. Over time, the CCA program may choose to scale its internal regulatory staffing in consideration of the level of work required to achieve successful regulatory representation and desired outcomes. Regarding recent legislation, on October 7, 2015, Governor Brown signed Senate Bill 350, the Clean Energy and Pollution Reduction Act of 2015, enacting pertinent clean energy mandates reflected in this legislation. In particular, SB 350 increases California's RPS to 50% by 2030 amongst other clean-energy initiatives. Many details regarding implementation of SB 350 will be developed over time with oversight by applicable regulatory agencies. With regard to other relevant changes that have been created by SB 350, CCAs should be aware of the following: • Costs associated with the integration of new renewable infrastructure may be off-set by a CCA if it can demonstrate to the CPUC that it has already provided equivalent resources [Sections 454.51 (d) and 454.52(c)]; 68 • CCAs will be required to submit Integrated Resource Plans to the CPUC for certification while retaining the governing authority and procurement autonomy administered by their respective governing boards [Section 454.52(b)(3)]; • The CPUC is now responsible for ensuring that: (1) IOU bundled customers do not incur any cost increases as a result of customers participating in CCA service options, and (2) CCA customers do not experience any cost increases as a result of IOU cost allocation that is not directly related to such CCA customers (Sections 365.2 and 366.3); • Beginning in 2021, CCAs must have at least 65% of their RPS procurement under long-term contracts of 10 years or more [Section 399.13(b)]; and • CCA energy efficiency programs will be able to count towards statewide energy efficiency targets [Sections 25310(d)(6) and 25310(d)(8)]. In aggregate, the CCA-specific changes reflected in SB 350 are generally positive, providing for ongoing autonomy with regard to resource planning and procurement. CCAs must be aware, however, of the long-term contracting requirement associated with renewable energy procurement. This is not expected to present issues for PCE, but planning and procurement efforts will need to consider this requirement during ongoing operation of the CCA program. AB 1 1 10,which is now a two-year bill,was primarily focused on the addition of GHG emission disclosures within the Power Content Label. During discussion in the recent legislative session, CCA interests were generally concerned that the emissions methodology reflected in the bill was designed in a manner that was not necessarily consistent with retail-level emissions reporting conventions used throughout the electric utility industry and also appeared to diminish the environmental value of certain clean energy products. On September 8, 2015, AB 1 1 10 was ordered to the inactive file at the request of Senator Wolk.26 With this direction in mind, AB 1 1 10 is no longer an issue in the current legislative session. However, PEA recommends that the San Mateo Communities should continue to monitor the legislature's interest in promoting certain reporting changes reflected in AB 1 1 10, as such changes could narrow the potential field of cost-effective supply options that could be pursued by PCE at some point in the future. The AB 1 1 10 GHG emissions reporting methodology may also present methodological conflicts with other programs, such as The Climate Registry, which may be of interest to PCE at some point in the future. Regulatory risks include the potential for utility generation costs to be shifted to non-bypassable and delivery charges. Examples include: 1) the Cost Allocation Mechanism, under which the costs of certain generation commitments made by the investor owned utilities deemed necessary for grid reliability or to support other state policy,are allocated to non-bundled (CCA and direct access)customers;and 2)the PCIA as previously discussed. Another significant regulatory risk relates to changes that may occur with regard to the CCA Bond amount. Currently, the $100,000 bond amount is quite manageable for aspiring CCA initiatives, but this could change dramatically in the event that a larger bond amount, based on market conditions at the time of an involuntary return of customers to bundled service, is established at some point in the future. PEA recommends that the San Mateo Communities actively monitor and participate in, as necessary, related regulatory proceedings to ensure that this item does not become a barrier for CCA formation or ongoing operation. As previously noted,retention of an experienced lobbyist and qualified regulatory expertise will serve to manage and mitigate the aforementioned risks. 26 AB 1 1 10 bill history: 69 i IIII a b i IIII uo t y o�F R e q tj i s e II' uii°i e w a IIII e a ii°i d C a ir II b o i i ir e e IIII uii°i e ir tj III III IIII i1i e s California's recent adoption of a 50% RPS has prompted various questions regarding the sufficiency of renewable generating capacity that may be available to support compliance with such mandates. In particular, both new and existing CCAs,which will be subject to prevailing RPS procurement mandates,represent a growing pool of renewable energy buyers that will be"competing"for requisite in-state resources. While this is certainly a legitimate concern, particularly when considering that the potential for CCA expansion throughout California seems quite significant,it strikes PEA as highly unlikely that any CCA buyer would be unable to meet applicable procurement mandates during the ten-year planning horizon. To date, renewable energy contracting opportunities within California have been abundant, providing interested buyers with cost-competitive procurement opportunities well in excess of compliance mandates and voluntary renewable energy procurement targets that have been established by certain CCAs. Furthermore,to the extent that additional CCA programs continue to form, California's largest buyers of renewable energy, represented by the three investor-owned utilities, will have diminished renewable energy procurement obligations as a result of decreasing retail sales. Certainly, the potential exists for increased supply costs as additional CCA buyers compete for available renewable projects, but the general availability of such projects does not seem to be a significant issue that will face PCE over the ten-year planning horizon. It is also reasonable to assume that California-based project developers will be competing for buyers in the sense that prospective renewable development opportunities (i.e., potential renewable generating capacity) may actually exceed statewide demand. This circumstance has occurred in the past, particularly when California's largest renewable energy buyers, the IOUs, have met applicable renewable energy procurement targets — in these instances, project developers are forced to "compete" for other buyers, including CCAs, which have benefited from very favorable pricing for both short- and long-term transactions. Additionally,as the operational and future CCA's strive to meet high carbon-free energy targets,there is some uncertainty around the availability of hydroelectric generation resources within California and throughout the Pacific Northwest to meet such goals. Outside of renewable energy resources, hydroelectric generation is the lowest cost means of meeting carbon-free objectives (with it in mind that nuclear generation will be excluded from PCE's supply portfolio) but also comes with certain variability in supply. Given the variability of such resources (i.e., wet versus dry year) and unpredictability of the day-to-day energy deliveries, there is risk in achieving carbon content goals. There is also a cost risk associated with the transmission of out-of-state hydroelectric generation into California during certain times of the year when California energy buyers are seeking to import peak hydro season production — this congestion risk could add significant costs to contracted hydroelectric power. To the extent that necessary hydroelectric power supply is not available,the CCA program may choose to incorporate additional renewable energy supply, likely at an increased cost, to ensure that emission reduction commitments can be satisfied. uir III t° t i IIII i t° ui°i P uir i c e lf i s III Wholesale energy markets are subject to sudden and significant volatility, resulting from myriad factors, including but not limited to the following: weather, natural disasters, infrastructure outages, legislation and implementing regulations, and natural gas storage levels. Over the past 24 months (or longer), wholesale energy prices have fallen to near-historic lows, providing a favorable environment for buyers of electric energy. An abundance of domestic natural gas supply, particularly shale gas, and strong storage levels have also suppressed electric energy pricing, which will likely promote the continued trend of relatively low prices for the foreseeable future. However,unexpected circumstances can impose abrupt changes to available pricing,which necessitates a thoughtful, disciplined approach to managing such risk. The following figure, provided by the 70 CA|S{], illustrates historic volatility in the wholesale electricity market, including o nearly 40% reduction in such prices over the past 24momhS.2r Figure 29; Historical Wholesale Electricity Price Curve —Day-ahead —15-Minute --on-5-Minute 530 HIM $0 A p r "May]...J"u"n J"ul...[A u"g"'""""Se p...[Oct N o,v D e c-! Jan � Feb � Mar Apr May Jun 2014 2015 As previously described, o laddered procurement strategy will serve to mitigate wholesale pricing impacts at any single point intime. Much like dollar cost averaging in the financial sector,laddered procurement strategies serve to mask the impacts of periodic price spikes and troughs by blending the financial impacts associated with such changes through a temporally diversified supply portfolio. For example,the following table reflects typical guidelines associated with o laddered procurement strotegy–such strategies generally attempt to balance the interests of near-term planning and budgetary certainty while moderating market price risks otany single point in time. Based on the declining percentages reflected in the following table, this balance could be reasonably achieved while allowing for the inclusion of other,future contracting opportunities as well as planned efficiency and demond'sideimpoc,s. Such strategies have been successfully implemented by other CCA programs and are generally recognized as prudent p|onning/procurementstrotegy. Note that the percentages reflected in this table may vary in consideration of the buyer's unique preferences and tolerance for risk. 27 California ISO Q2 2015 Report on Market Issues and Performance,August 17, 2015. Time Horizon Contracting Guideline (Contractual Commitments/Total Energy Need) Current Year 80% to 100% Year 2 70% to 100% Year 3 60% to 95% Year 4 and Beyond Up to 70% This procurement strategy should also create a certain level of symmetry with market impacts that would also affect incremental procurement completed by the incumbent utility. Ultimately, there is no mitigation tactic that could completely insulate the CCA from market price risk, but a diversified supply portfolio, in terms of transaction timing,fuel sources and contract term lengths, will minimize such risks over time. 72 S�i C-naiN 8: Aii n--..1RNXn��� K~CA BK USUINEE.SS MODEEK ASS iz..ssmiz..�iN r: rH- U1RD_�PAIR ry ADMUiNUs rIRA"rUaiN In June 2015, PEA prepared and delivered on assessment of the fully outsouroed CCA service model at the request of San Mateo County. In general terms, the "fully outsourced mode|^ purported to minimize risks and guarantee benefits typically associated with CCAimp|ementoUon and operation. This approach differs from the approach token by California's operating CCAs which have established internal organizations with the intent of providing CCA as o locally focused/locally situated public service organization for the long term. The existing CCAs have opted for more traditional supplier/service arrangements with long er'stonding, highly experienced organizations and/or through the development of internal staff, who have been assigned responsibility for certain operational functions. Based on PE/\'s research and evaluation, there are certain benefits and risks associated with this approach, which are further articulated in the Assessment, which is incorporated by reference in this Study but not attached hereto. 73 II °gym°n ai : CCA FO "r 1I O if 'm„r II II„Mill, This section provides a high level summary of the main steps involved in forming a CCA program that culminates in the provision of service to enrolled customers. Key implementation activities include those related to 1) CCA entity formation; 2) regulatory requirements; 3) procurement; 4) financing; 5) organization; and 6) customer noticing. Completion of these activities is reflected in the Study's startup cost estimates. ll ui i t i1i °y o ir in a °i1i o i°I Unless the municipal organization that will legally register as the CCA entity already exists, it must be legally established. Municipalities electing to offer or allow others to offer CCA service within their jurisdiction must do so by ordinance. As anticipated for PCE, a joint power authority ("JPA"), the members of which will include certain or all municipal jurisdictions within the San Mateo Communities intending to offer CCA service, will be formed via a related agreement amongst the participating municipalities. Specific examples of applicable JPA agreements are available for currently operating CCA programs, including MCE and SCP, which were formed under this joint structure. Based on PEA'S understanding, specific details related to PCE's JPA agreement are currently under development. tjIIII a t o ir tj i ir e i mite Before aggregating customers,the CCA program must meet certain requirements set forth by the CPUC. In the case of PCE, an Implementation Plan must be adopted by the joint powers authority, and that Implementation Plan must be submitted to the CPUC. The Implementation Plan must include the following: • An organizational structure of the program, its operations, and its funding; • Ratesetting and other costs to participants; • Provisions for disclosure and due process in setting rates and allocating costs among participants; • The methods for entering and terminating agreements with other entities; • The rights and responsibilities of program participants, including, but not limited to,consumer protection procedures, credit issues, and shutoff procedures; • Termination of the program; and • A description of the third parties that will be supplying electricity under the program, including, but not limited to, information about financial, technical, and operational capabilities. A Statement of Intent must be included with the Implementation Plan that provides for: • Universal access • Reliability • Equitable treatment of all classes of customers • Any requirements established by law or the CPUC concerning aggregated service. The CPUC has ninety days to complete a review and certify the Implementation Plan though previous Implementation Plan reviews completed on behalf of other California CCA programs have required far less time. Following certification of the Implementation Plan,the CCA entity must submit a registration packet to the CPUC, which includes: • An executed service agreement with PG&E, which may require a security deposit; and 74 • A bond or evidence of sufficient insurance to cover any reentry fees that may be imposed against it by the CPUC for involuntarily returning customers to PG&E service. As previously noted, the current CCA bond amount is $100,000. The CCA program would be required to participate in the CPUC's resource adequacy program before commencing service to customers by providing load forecasts and advance demonstration of resource adequacy compliance. uir o c tt uir e i III°°i ° Power supplies must be secured several months in advance of commencing service. Power purchase agreements with one or more power suppliers would be negotiated, typically following a competitive selection process. Services that are required include provision of energy, capacity, renewable energy and scheduling coordination. C i ui°i a i°i c i u1"1 Funding must be obtained to cover start-up activities and working capital needs. Start-up funding would be secured early in the implementation process as these funds would be needed to conduct the critical activities leading up to service commencement. Working capital lender commitments should be secured well in advance, but actual funding need not occur until near the time that service begins. r iizati i Initial staff positions would be filled several months in advance of service commencement to conduct the implementation process. Initially,internal staff of the CCA program may be relatively small but this would likely change in the event that the CCA determines to insource various administrative and operational responsibilities and/or develops and administers new programs for its customers. Contracts with other service providers, such as for data management services, would be negotiated and put into effect well in advance of service commencement. tstuuuir IIII °i1is Customers must be provided notices regarding their pending enrollment in the CCA program. Such notices must contain program terms and conditions as well as opt-out instructions and must be sent to prospective customers at least twice within the sixty-day period immediately preceding automatic enrollment. These notices are referred to as "pre-enrollment" notices. Two additional "post-enrollment" notices must be provided within the sixty-day period following customer enrollment during the statutory opt-out period. t s i ui1"1 uii°i �� a IIII i ui i uii°i a 4�� a uir a i IIII IIII o p in e ui i As a California CCA, PCE would have independent ratesetting authority with regard to the electric generation charges imposed on its customers. Prior to service commencement, PCE would need to establish initial customer generation rates for each of the customer groups represented in its first operating phase or for all prospective customers within the CCA's prospective service territory. PCE may decide to create a schedule of customer generation rates that generally resembles the current rate options offered by PG&E. This practice would facilitate customer rate comparisons and should avoid confusion that may occur if customers were to be transitioned to dissimilar tariff options. PCE would need to establish a schedule for ongoing rate updates/changes for future customer phases and ongoing operations. 75 PCE may also choose to offer certain customer-focused programs, such as Net Energy Metering ("NEM"), voluntary green pricing and/or FIT programs, at the time of service commencement. To the extent that PCE intends to offer such programs,specific terms and conditions of service would need to be developed in advance of service commencement. 76 II °gym„r II o IiN 10: II,,, II,,,o UA"nON AND IRIl--, O II--,II A"r II oII This section provides an overall assessment of the feasibility for forming a CCA program serving the San Mateo Communities and provides PEA'S recommendations in the event a decision is made to proceed with development of the PCE program. PEA'S analysis suggests that PCE could provide significant benefits — both economic and environmental — which could be accomplished under certain prospective operating scenarios with customer rates that are competitive, if not lower than, current rate projections for PG&E. Under a reasonable range of sensitivity assumptions, the analysis shows that customer rates are projected to range from approximately 21 to 25 cents per kWh, on a ten-year levelized cost basis, while PG&E rates are projected to range from 22 to 24 cents per kWh on a levelized basis over this same period of time. Under base case assumptions, CCA program rates are projected to range from 21.6 cents per kWh to 23.7 cents per kWh, depending upon the ultimate CCA program resource mix. PG&E's generation rate is projected to be 22.7 cents per kWh,creating the potential for customer savings under two of the three supply scenarios. The following table shows projected levelized electric rates and typical residential monthly electric bills under the base case assumptions. Summary of Ratepayer Impacts Ratepayer Impact Scenario 1 Scenario 2 Scenario 3 PG&E Levelized Electric Rate 21.6 22.1 23.7 22.7 (Cents/KWh) Typical Residential Bill $97 $99 $107 $102 ($/Month)28 It should be noted that there is considerable overlap in the range of estimated rates under the various sensitivity scenarios described in this Study,and while base case estimates generally show highly competitive rates for the CCA program, it is anticipated that Scenarios 1 and 2 are most likely to generate customer rate savings while Scenario 3 is most likely to result in increased customer costs relative to the status quo. With regard to GHG emissions impacts, the ultimate resource mix identified by the CCA program will dictate overall GHG emissions impacts created by PCE operation. Depending upon resource choices made by the CCA program, potential GHG emissions may vary widely relative to PG&E. For example, under Scenario 1, PCE should assume a significant increase in comparative GHG emissions within the San Mateo Communities' electric power sector. Scenarios 2 and 3 are both expected to create significant GHG emissions reductions through the procurement of significant quantities of carbon-free energy. The following table summarizes projected GHG emissions impacts for each of the modeled supply scenarios. 28 Typical residential monthly consumption in the San Mateo Communities is approximately 450 kWh. 77 GHG Emissions Impacts (Ten Year Average) GHG Impact Scenario 1 Scenario 2 Scenario 3 Annual Change in GHG 476,125 -145,036 -301,269 Emissions (Tons CO2/Year) Change in Electric Sector CO2 Emissions in San Mateo County +1 1 1% -34% -100% (%) Projected PCE Portfolio Emissions 0.268 0.086 0 Factor (metric tons/MWh) Projected PG&E Portfolio Emissions Factor (metric 0.128 0.128 0.128 tons/MWh) The following figures illustrate projected GHG emissions under the status quo as well as each of the prospective PCE supply scenarios. Note that the projected GHG emissions trend associated with Scenario 3 coincides with the figure's horizontal access, as there are zero assumed GHG emissions under this planning scenario (resulting from the exclusive use of bundled renewable energy resources). Figure 30: Projected GHG Emissions -PG&E Reference PCE Scenario 1 PCE Scenarios 2 ICE Scenario 3 1,201,000 1pJpp ....................... H 800,000 bUU,UDQ c 0 400,000 UJ U 200,000 m� ^r ""k. n5 �+• 47 �4D '� �$? �} "`rte Year The potential for local generation investment arising from the CCA program appears to offer significant benefits to the local economy. Again, resource decisions will impact the degree to which generation investments yield local benefits as indicated through the analysis of local economic impact associated with the representative supply scenarios. Compared to some other areas in the state, San Mateo County is not the best resource area for solar and wind production, and local projects of this type will tend to have higher costs than projects sited 78 in prime resource areas. Tradeoffs also exist between minimizing ratepayer costs in the short run and expanding use of renewable energy due to the cost premiums that currently exist for renewable energy. Decisions made during the implementation process and during the life of the CCA program will determine how these considerations are balanced. PEA recommends that considerable thought be given upfront to the ultimate goals of the CCA program so that clear objectives are established,giving those responsible for administering the CCA program the opportunity to develop and execute resource management and procurement plans that meet objectives of the San Mateo Communities. In summary,it is PEA's opinion that,based on currently observed wholesale market conditions,anticipated PG&E electric rates and certain of the supply scenarios evaluated in this Study, amongst various other considerations, a CCA program serving customers within the San Mateo Communities could offer both economic (i.e., positive local economic development impacts and overall cost savings for customers of the CCA program) and environmental benefits during initial program operations and, potentially,throughout the ten-year study period. As previously noted, inherent power market volatility suggests that the San Mateo Communities should affirm the appropriateness of assumptions and projections reflected in this Study before taking any action related to CCA program formation. 79 APPEE.INDIN A: PCIE. 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Z Z ZE ZE� z a w m 0� �! - z z ZE 'o I I ZE uu 2-'- I �2 E 0 0 ZOE A z 0 0 Ou 0 1 0 0 0 Ou �O z z -. . u \- m u - - > > > u > j\ Attachment 2 PCE JPA Agreement 84 JOINT EXERCISE OF POWERS AGREEMENT RELATING TO AND CREATING THE PENINSULA CLEAN ENERGY AUTHORITY OF SAN MATEO COUNTY This Joint Exercise of Powers Agreement, effective on the date determined by Section 2.1, is made and entered into pursuant to the provisions of Title 1, Division 7, Chapter 5, Article 1 (Sections 6500 et seq.) of the California Government Code relating to the joint exercise of powers among the Parties set forth in Exhibit B, and establishes the Peninsula Clean Energy Authority ("Authority"), is by and between the County of San Mateo ("County") and those cities and towns within the County of San Mateo who become signatories to this Agreement, and relates to the joint exercise of powers among the signatories hereto. RECITALS A. The Parties share various powers under California law, including but not limited to the power to purchase, supply, and aggregate electricity for themselves and customers within their jurisdictions. B. In 2006, the State Legislature adopted AB 32, the Global Warming Solutions Act, which mandates a reduction in greenhouse gas emissions in 2020 to 1990 levels. The California Air Resources Board is promulgating regulations to implement AB 32 which will require local governments to develop programs to reduce greenhouse gas emissions. C. The purposes for entering into this Agreement include: a. Reducing greenhouse gas emissions related to the use of power in San Mateo County and neighboring regions; b. Providing electric power and other forms of energy to customers at a competitive cost; c. Carrying out programs to reduce energy consumption; d. Stimulating and sustaining the local economy by developing local jobs in renewable energy; and e. Promoting long-term electric rate stability and energy security and reliability for residents through local control of electric generation resources. D. It is the intent of this Agreement to promote the development and use of a wide range of renewable energy sources and energy efficiency programs, including but not limited to Approved [insert date] Page�5 f 14 solar, wind, and biomass energy production. The purchase of renewable power and greenhouse gas-free energy sources will be the desired approach to decrease regional greenhouse gas emissions and accelerate the State's transition to clean power resources to the extent feasible. The Agency will also add increasing levels of locally generated renewable resources as these projects are developed and customer energy needs expand. E. The Parties desire to establish a separate public agency, known as the Peninsula Clean Energy Authority, under the provisions of the Joint Exercise of Powers Act of the State of California (Government Code Section 6500 et seq.) ("Act") in order to collectively study, promote, develop, conduct, operate, and manage energy programs. F. The Parties anticipate adopting an ordinance electing to implement through the Authority a common Community Choice Aggregation (CCA) program, an electric service enterprise available to cities and counties pursuant to California Public Utilities Code Sections 331.1(c) and 366.2. The first priority of the Authority will be the consideration of those actions necessary to implement the CCA Program. AGREEMENT NOW, THEREFORE, in consideration of the mutual promises, covenants, and conditions hereinafter set forth, it is agreed by and among the Parties as follows: ARTICLE 1: DEFINITIONS AND EXHIBITS 1.1 Definitions. Capitalized terms used in the Agreement shall have the meanings specified in Exhibit A, unless the context requires otherwise. 1.2 Documents Included. This Agreement consists of this document and the following exhibits, all of which are hereby incorporated into this Agreement. Exhibit A: Definitions Exhibit B: List of the Parties Exhibit C: Annual Energy Use Exhibit D: Voting Shares Exhibit E: Signatures ARTICLE 2: FORMATION OF PENINSULA CLEAN ENERGY AUTHORITY 2.1 Effective Date and Term. This Agreement shall become effective and Peninsula Clean Energy Authority shall exist as a separate public agency on February 29, 2016 or when the County of San Mateo and at least two municipalities execute this Agreement, whichever occurs later. The Authority shall provide notice to the Parties of the Effective Date. The Authority shall continue to exist, and this Agreement shall be effective, until this Agreement is terminated in accordance with Section 6.4, subject to the rights of the Parties to withdraw from the Authority. Approved [insert date] Page 26 f 14 2.2 Formation. There is formed as of the Effective Date a public agency named the Peninsula Clean Energy Authority. Pursuant to Sections 6506 and 6507 of the Act, the Authority is a public agency separate from the Parties. Pursuant to Sections 6508.1 of the Act, the debts, liabilities or obligations of the Authority shall not be debts, liabilities or obligations of the individual Parties unless the governing board of a Party agrees in writing to assume any of the debts, liabilities or obligations of the Authority. A Party who has not agreed to assume an Authority debt, liability or obligation shall not be responsible in any way for such debt, liability or obligation even if a majority of the Parties agree to assume the debt, liability or obligation of the Authority. Notwithstanding Section 7.4 of this Agreement, this Section 2.2 may not be amended unless such amendment is approved by the governing board of each Party. 2.3 Purpose. The purpose of this Agreement is to establish an independent public agency in order to exercise powers common to each Party to study, promote, develop, conduct, operate, and manage energy, energy efficiency and conservation, and other energy-related programs, and to exercise all other powers necessary and incidental to accomplishing this purpose. Without limiting the generality of the foregoing, the Parties intend for this Agreement to be used as a contractual mechanism by which the Parties are authorized to participate in the CCA Program, as further described in Section 4.1. The Parties intend that other agreements shall define the terms and conditions associated with the implementation of the CCA Program and any other energy programs approved by the Authority. 2.4 Powers. The Authority shall have all powers common to the Parties and such additional powers accorded to it by law. The Authority is authorized, in its own name, to exercise all powers and do all acts necessary and proper to carry out the provisions of this Agreement and fulfill its purposes, including, but not limited to, each of the following powers, subject to the voting requirements set forth in Section 3.7 through 3.7.5: 2.4.1 to make and enter into contracts; 2.4.2 to employ agents and employees, including but not limited to a Chief Executive Officer; 2.4.3 to acquire, contract, manage, maintain, and operate any buildings, infrastructure, works, or improvements; 2.4.4 to acquire property by eminent domain, or otherwise, except as limited under Section 6508 of the Act, and to hold or dispose of any property; however, the Authority shall not exercise the power of eminent domain within the jurisdiction of a Party over its objection without first meeting and conferring in good faith. 2.4.5 to lease any property; 2.4.6 to sue and be sued in its own name; 2.4.7 to incur debts, liabilities, and obligations, including but not limited to loans from private lending sources pursuant to its temporary borrowing powers such as Government Code Sections 53850 et seq. and authority under the Act; Approved [insert date] Page 37 f 14 2.4.8 to form subsidiary or independent corporations or entities if necessary, to carry out energy supply and energy conservation programs at the lowest possible cost or to take advantage of legislative or regulatory changes; 2.4.9 to issue revenue bonds and other forms of indebtedness; 2.4.10 to apply for, accept, and receive all licenses, permits, grants, loans or other aids from any federal, state, or local public agency; 2.4.11 to submit documentation and notices, register, and comply with orders, tariffs and agreements for the establishment and implementation of the CCA Program and other energy programs; 2.4.12 to adopt Operating Rules and Regulations; and 2.4.13 to make and enter into service agreements relating to the provision of services necessary to plan, implement, operate and administer the CCA Program and other energy programs, including the acquisition of electric power supply and the provision of retail and regulatory support services. 2.4.14 to permit additional Parties to enter into this Agreement after the Effective Date and to permit another entity authorized to be a community choice aggregator to designate the Authority to act as the community choice aggregator on its behalf. 2.5 Limitation on Powers. As required by Government Code Section 6509, the power of the Authority is subject to the restrictions upon the manner of exercising power possessed by San Mateo County. 2.6 Compliance with Local Zoning and Building Laws and CEQA. Unless state or federal law provides otherwise, any facilities, buildings or structures located, constructed, or caused to be constructed by the Authority within the territory of the Authority shall comply with the General Plan, zoning and building laws of the local jurisdiction within which the facilities, buildings or structures are constructed and comply with the California Environmental Quality Act("CEQA"). ARTICLE 3: GOVERNANCE AND INTERNAL ORGANIZATION 3.1 Board of Directors. The governing body of the Authority shall be a Board of Directors ("Board"). The Board shall consist of 2 (two) directors appointed by the San Mateo County Board of Supervisors and 1 (one) director appointed by each City or Town that becomes a signatory to the Agreement ("Directors"). Each Director shall serve at the pleasure of the governing board of the Party who appointed such Director, and may be removed as Director by such governing board at any time. If at any time a vacancy occurs on the Board, a replacement shall be appointed to fill the position of the previous Director within 90 days of the date that such position becomes vacant. Directors must be members of the Board of Supervisors or members of the governing board of the municipality that is the signatory to this Agreement. Each Party may appoint an alternate(s) to serve in the absence of its Director(s). Alternates may be either (1) members of the Board of Supervisors or members of the governing board of the municipality that is the signatory to this Approved [insert date] Pageg4gof 14 Agreement, or(2) staff members of the County or any such municipality. 3.2 Quorum. A majority of the appointed Directors shall constitute a quorum, except that less than a quorum may adjourn from time to time in accordance with law. 3.3 Powers and Functions of the Board. The Board shall exercise general governance and oversight over the business and activities of the Authority, consistent with this Agreement and applicable law. The Board shall provide general policy guidance to the CCA Program. Board approval shall be required for any of the following actions: 3.3.1 The issuance of bonds or any other financing even if program revenues are expected to pay for such financing. 3.3.2 The hiring or termination of the Chief Executive Officer and General Counsel. 3.3.3 The appointment or removal of officers described in Section 3.9, subject to Section 3.9.3. 3.3.4 The adoption of the Annual Budget. 3.3.5 The adoption of an ordinance. 3.3.6 The approval of agreements, except as provided by Section 3.4. 3.3.7 The initiation or resolution of claims and litigation where the Authority will be the defendant, plaintiff, petitioner, respondent, cross complainant or cross petitioner, or intervenor; provided, however, that the Chief Executive Officer or General Counsel, on behalf of the Authority, may intervene in, become a party to, or file comments with respect to any proceeding pending at the California Public Utilities Commission, the Federal Energy Regulatory Commission, or any other administrative agency, without approval of the Board as long as such action is consistent with any adopted Board policies. 3.3.8 The setting of rates for power sold by the Authority and the setting of charges for any other category of service provided by the Authority. 3.3.9 Termination of the CCA Program. 3.4 Chief Executive Officer. The Board of Directors shall appoint a Chief Executive Officer for the Authority, who shall be responsible for the day-to-day operation and management of the Authority and the CCA Program. The Chief Executive Officer may exercise all powers of the Authority, including the power to hire, discipline and terminate employees as well as the power to approve any agreement if the total amount payable under the agreement is less than $100,000 in any fiscal year, except the powers specifically set forth in Section 3.3 or those powers which by law must be exercised by the Board of Directors. 3.5 Commissions, Boards, and Committees. The Board may establish any advisory Approved [insert date] Pageg9 f 14 commissions, boards, and committees as the Board deems appropriate to assist the Board in carrying out its functions and implementing the CCA Program, other energy programs and the provisions of this Agreement which shall comply with the requirements of the Ralph M. Brown Act. The Board may establish rules, regulations, policies, bylaws or procedures to govern any such commissions, boards, or committees if the Board deems appropriate to appoint such commissions, boards or committees, and shall determine whether members shall be compensated or entitled to reimbursement for expenses. 3.6 Director Compensation. Directors shall serve without compensation from the Authority. However, Directors may be compensated by their respective appointing authorities. The Board, however, may adopt by resolution a policy relating to the reimbursement by the Authority of expenses incurred by Directors. 3.7 Voting In general, as described below in Section 3.7.3, action by the Authority Board will be taken solely by a majority vote of the Directors present. However, as described below in Section 3.7.4, upon request of a Director, a weighted vote by shares will also be conducted. When such a request is made, an action must be approved by both a majority vote of Directors present and a majority of the weighted vote by shares present. No action may be approved solely by a vote by shares. The voting shares of Directors and approval requirements for actions of the Board shall be as follows: 3.7.1. Voting Shares. Each Director shall have a voting share as determined by the following formula: (Annual Energy Use/Total Annual Energy) multiplied by 100, where (a) "Annual Energy Use" means, (i) with respect to the first year following the Effective Date, the annual electricity usage, expressed in kilowatt hours ("kWh"), within the Party's respective jurisdiction and (ii) with respect to the period after the anniversary of the Effective Date, the annual electricity usage, expressed in kWh, of accounts within a Party's respective jurisdiction that are served by the Authority; and (b) "Total Annual Energy" means the sum of all Parties' Annual Energy Use. The initial values for Annual Energy Use will be designated in Exhibit C, and shall be adjusted annually as soon as reasonably practicable after January 1, but no later than March 1 of each year. These adjustments shall be approved by the Board. (c) The combined voting share of all Directors representing the County of San Mateo shall be based upon the annual electricity usage within the unincorporated area of San Mateo County. For the purposes of Weighted Voting, if a Party has more than one director, then the voting shares allocated to the entity shall be equally divided amongst its Directors. 3.7.2. Exhibit Showing Voting Shares. The initial voting shares will be set forth in Exhibit D. Exhibit D shall be revised no less than annually as necessary to account for changes in the number of Parties and changes in the Parties' Annual Energy Use. Exhibit Approved [insert date] Page�600f 14 D and adjustments shall be approved by the Board. 3.7.3. Approval Requirements Relating to CCA Program. Except as provided in Sections 3.7.4 and 3.7.5 below, action of the Board shall require the affirmative vote of a majority of Directors present at the meeting. 3.7.4. Option for Approval by Voting Shares. Notwithstanding Section 3.7.3, any Director present at a meeting may demand that approval of any matter related to the CCA Program be determined on the basis of both voting shares and by the affirmative vote of a majority of Directors present at the meeting. If a Director makes such a demand with respect to approval of any such matter, then approval of such matter shall require the affirmative vote of a majority of Directors present at the meeting and the affirmative vote of Directors having a majority of voting shares present, as determined by Section 3.7.1 except as provided in Section 3.7.5. 3.7.5. Special Voting Requirements for Certain Matters. (a) Two-Thirds and Weighted Voting Approval Requirements Relating to Sections 6.2 and 7.4. Action of the Board on the matters set forth in Section 6.2 (involuntary termination of a Party), or Section 7.4 (amendment of this Agreement) shall require the affirmative vote of at least two-thirds of Directors present; provided, however, that (i) notwithstanding the foregoing, any Director present at the meeting may demand that the vote be determined on the basis of both voting shares and by the affirmative vote of Directors, and if a Director makes such a demand, then approval shall require the affirmative vote of both at least two-thirds of Directors present and the affirmative vote of Directors having at least two-thirds of the voting shares present, as determined by Section 3.7.1; (ii) but, at least two Parties must vote against a matter for the vote to fail; and (iii) for votes to involuntarily terminate a Party under Section 6.2, the Director(s) for the Party subject to involuntary termination may not vote, and the number of Directors constituting two-thirds of all Directors, and the weighted vote of each Party shall be recalculated as if the Party subject to possible termination were not a Party. (b) Seventy Five Percent Special Voting Requirements for Eminent Domain and Contributions or Pledge of Assets. (i) A decision to exercise the power of eminent domain on behalf of the Authority to acquire any property interest other than an easement, right-of-way, or temporary construction easement shall require a vote of at least 75% of all Directors. (ii) The imposition on any Party of any obligation to make contributions or pledge assets as a condition of continued participation in the CCA Program shall require a vote of at least 75% of all Directors and the approval of the governing boards of the Parties who are being asked to make such contribution or pledge. (iii) Notwithstanding the foregoing, any Director present at the meeting may demand that a vote under subsections (i) or (ii) be determined on the basis of Approved [insert date] PageRf 14 voting shares and by the affirmative vote of Directors, and if a Director makes such a demand, then approval shall require both the affirmative vote of at least 75% of Directors present and the affirmative vote of Directors having at least 75% of the voting shares present, as determined by Section 3.7.1, but at least two Parties must vote against a matter for the vote to fail. For purposes of this section, "imposition on any Party of any obligation to make contributions or pledge assets as a condition of continued participation in the CCA Program" does not include any obligations of a withdrawing or terminated party imposed under Section 6.3. 3.8 Meetings and Special Meetings of the Board. The Board shall hold at least six regular meetings per year, but the Board may provide for the holding of regular meetings at more frequent intervals. The date, hour and place of each regular meeting shall be fixed by resolution or ordinance of the Board. Regular meetings may be adjourned to another meeting time. Special and Emergency Meetings of the Board may be called in accordance with the provisions of California Government Code Sections 54956 and 54956.5. Directors may participate in meetings telephonically, with full voting rights, only to the extent permitted by law. All meetings shall be conducted in accordance with the provisions of the Ralph M. Brown Act (California Government Code Sections 54950 et seq.). 3.9 Selection of Board Officers. 3.9.1 Chair and Vice Chair. The Directors shall select, from among themselves, a Chair, who shall be the presiding officer of all Board meetings, and a Vice Chair, who shall serve in the absence of the Chair. The term of office of the Chair and Vice Chair shall continue for one year, but there shall be no limit on the number of terms held by either the Chair or Vice Chair. The office of either the Chair or Vice Chair shall be declared vacant and a new selection shall be made if: (a) the person serving dies, resigns, or the Party that the person represents removes the person as its representative on the Board or (b) the Party that he or she represents withdraws from the Authority pursuant to the provisions of this Agreement. 3.9.2 Secretary. The Board shall appoint a Secretary, who need not be a member of the Board, who shall be responsible for keeping the minutes of all meetings of the Board and all other official records of the Authority. 3.9.3 Treasurer and Auditor. The San Mateo County Treasurer shall act as the Treasurer for the Authority. Unless otherwise exempted from such requirement, the Authority shall cause an independent audit to be made by a certified public accountant, or public accountant, in compliance with Section 6505 of the Act. The Treasurer shall act as the depository of the Authority and have custody of all the money of the Authority, from whatever source, and as such, shall have all of the duties and responsibilities specified in Section 6505.5 of the Act. The Treasurer shall report directly to the Board and shall comply with the requirements of treasurers of incorporated municipalities. The Board may transfer the responsibilities of Treasurer to any person or entity as the law may provide at the time. The duties and obligations of the Treasurer are further specified in Article 5. Approved [insert date] Page$2 f 14 3.10 Administrative Services Provider. The Board may appoint one or more administrative services providers to serve as the Authority's agent for planning, implementing, operating and administering the CCA Program, and any other program approved by the Board, in accordance with the provisions of an Administrative Services Agreement. The appointed administrative services provider may be one of the Parties. An Administrative Services Agreement shall set forth the terms and conditions by which the appointed administrative services provider shall perform or cause to be performed all tasks necessary for planning, implementing, operating and administering the CCA Program and other approved programs. The Administrative Services Agreement shall set forth the term of the Agreement and the circumstances under which the Administrative Services Agreement may be terminated by the Authority. This section shall not in any way be construed to limit the discretion of the Authority to hire its own employees to administer the CCA Program or any other program. ARTICLE 4: IMPLEMENTATION ACTION AND AUTHORITY DOCUMENTS 4.1 Preliminary Implementation of the CCA Program. 4.1.1 Enabling Ordinance. To be eligible to participate in the CCA Program, each Party must adopt an ordinance in accordance with Public Utilities Code Section 366.2(c)(12) for the purpose of specifying that the Party intends to implement a CCA Program by and through its participation in the Authority. 4.1.2 Implementation Plan. The Authority shall cause to be prepared an Implementation Plan meeting the requirements of Public Utilities Code Section 366.2 and any applicable Public Utilities Commission regulations as soon after the Effective Date as reasonably practicable. The Implementation Plan shall not be filed with the Public Utilities Commission until it is approved by the Board in the manner provided by Section 3.7.3. 4.1.3 Termination of CCA Program. Nothing contained in this Article or this Agreement shall be construed to limit the discretion of the Authority to terminate the implementation or operation of the CCA Program at any time in accordance with any applicable requirements of state law. 4.2 Authority Documents. The Parties acknowledge and agree that the affairs of the Authority will be implemented through various documents duly adopted by the Board through Board resolution. The Parties agree to abide by and comply with the terms and conditions of all such documents that may be adopted by the Board, subject to the Parties' right to withdraw from the Authority as described in Article 6. ARTICLE 5: FINANCIAL PROVISIONS 5.1 Fiscal Year. The Authority's fiscal year shall be 12 months commencing July 1 or the date selected by the Agency and ending June 30. The fiscal year may be changed by Board resolution. Approved [insert date] Page Q3 f 14 5.2 Depository. 5.2.1 All funds of the Authority shall be held in separate accounts in the name of the Authority and not commingled with funds of any Party or any other person or entity. 5.2.2 All funds of the Authority shall be strictly and separately accounted for, and regular reports shall be rendered of all receipts and disbursements, at least quarterly during the fiscal year. The books and records of the Authority shall be open to inspection by the Parties at all reasonable times. The Board shall contract with a certified public accountant or public accountant to make an annual audit of the accounts and records of the Authority, which shall be conducted in accordance with the requirements of Section 6505 of the Act. 5.2.3 All expenditures shall be made in accordance with the approved budget and upon the approval of any officer so authorized by the Board in accordance with its Operating Rules and Regulations. The Treasurer shall draw checks or warrants or make payments by other means for claims or disbursements not within an applicable budget only upon the prior approval of the Board. 5.3 Budget and Recovery of Costs. 5.3.1 Buffet. The initial budget shall be approved by the Board. The Board may revise the budget from time to time as may be reasonably necessary to address contingencies and unexpected expenses. All subsequent budgets of the Authority shall be approved by the Board in accordance with the Operating Rules and Regulations. 5.3.2 Funding of Initial Costs. The County of San Mateo has funded certain activities necessary to implement the CCA Program. If the CCA Program becomes operational, these Initial Costs paid by the County of San Mateo shall be included in the customer charges for electric services as provided by Section 5.3.3 to the extent permitted by law, and the County of San Mateo shall be reimbursed from the payment of such charges by customers of the Authority. Prior to such reimbursement, the County of San Mateo shall provide such documentation of costs paid as the Board may request. The Authority may establish a reasonable time period over which such costs are recovered. In the event that the CCA Program does not become operational, the County of San Mateo shall not be entitled to any reimbursement of the Initial Costs it has paid from the Authority or any Party. 5.3.3 CCA Program Costs. The Parties desire that all costs incurred by the Authority that are directly or indirectly attributable to the provision of electric, conservation, efficiency, incentives, financing, or other services provided under the CCA Program, including but not limited to the establishment and maintenance of various reserves and performance funds and administrative, accounting, legal, consulting, and other similar costs, shall be recovered through charges to CCA customers receiving such electric services, or from revenues from grants or other third-party sources. Approved [insert date] Page 64of 14 ARTICLE 6: WITHDRAWAL AND TERMINATION 6.1 Withdrawal. 6.1.1 Right to Withdraw. A Party may withdraw its participation in the CCA Program, effective as of the beginning of the Authority's fiscal year, by giving no less than 6 months advance written notice of its election to do so, which notice shall be given to the Authority and each Party. Withdrawal of a Party shall require an affirmative vote of the Party's governing board. 6.1.2 Right to Withdraw After Amendment. Notwithstanding Section 6.1.1, a Party may withdraw its membership in the Authority following an amendment to this Agreement adopted by the Board which the Party's Director(s) voted against provided such notice is given in writing within thirty (30) days following the date of the vote. Withdrawal of a Party shall require an affirmative vote of the Party's governing board and shall not be subject to the six month advance notice provided in Section 6.1.1. In the event of such withdrawal, the Party shall be subject to the provisions of Section 6.3. 6.1.3 The Right to Withdraw Prior to Program Launch. After receiving bids from power suppliers, the Authority must provide to the Parties the report from the electrical utility consultant retained by the Authority that compares the total estimated electrical rates that the Authority will be charging to customers as well as the estimated greenhouse gas emissions rate and the amount of estimated renewable energy used with that of the incumbent utility. If the report provides that the Authority is unable to provide total electrical rates, as part of its baseline offering, to the customers that are equal to or lower than the incumbent utility or to provide power in a manner that has a lower greenhouse gas emissions rate or uses more renewable energy than the incumbent utility, a Party may immediately withdraw its membership in the Authority without any financial obligation, as long as the Party provides written notice of its intent to withdraw to the Authority Board no more than fifteen days after receiving the report. 6.1.4 Continuing Financial Obligation; Further Assurances. Except as provided by Section 6.1.3, a Party that withdraws its participation in the CCA Program may be subject to certain continuing financial obligations, as described in Section 6.3. Each withdrawing Party and the Authority shall execute and deliver all further instruments and documents, and take any further action that may be reasonably necessary, as determined by the Board, to effectuate the orderly withdrawal of such Party from participation in the CCA Program. 6.2 Involuntary Termination of a Party. Participation of a Party in the CCA program may be terminated for material non-compliance with provisions of this Agreement or any other agreement relating to the Party's participation in the CCA Program upon a vote of Board members as provided in Section 3.7.5. Prior to any vote to terminate participation with respect to a Party, written notice of the proposed termination and the reason(s) for such termination shall be delivered to the Party whose termination is proposed at least 30 days prior to the regular Board meeting at which such matter shall first be discussed as an agenda item. The written notice of proposed termination shall specify the particular provisions of this Agreement or other agreement that the Party has allegedly Approved [insert date] Page 11 of 14 violated. The Party subject to possible termination shall have the opportunity at the next regular Board meeting to respond to any reasons and allegations that may be cited as a basis for termination prior to a vote regarding termination. A Party that has had its participation in the CCA Program terminated may be subject to certain continuing liabilities, as described in Section 6.3. 6.3 Continuing Financial Obligations; Refund. Except as provided by Section 6.1.3, upon a withdrawal or involuntary termination of a Party, the Party shall remain responsible for any claims, demands, damages, or other financial obligations arising from the Party membership or participation in the CCA Program through the date of its withdrawal or involuntary termination, it being agreed that the Party shall not be responsible for any financial obligations arising after the date of the Party's withdrawal or involuntary termination. Claims, demands, damages, or other financial obligations for which a withdrawing or terminated Party may remain liable include, but are not limited to, losses from the resale of power contracted for by the Authority to serve the Party's load. With respect to such financial obligations, upon notice by a Party that it wishes to withdraw from the CCA Program, the Authority shall notify the Party of the minimum waiting period under which the Party would have no costs for withdrawal if the Party agrees to stay in the CCA Program for such period. The waiting period will be set to the minimum duration such that there are no costs transferred to remaining ratepayers. If the Party elects to withdraw before the end of the minimum waiting period, the charge for exiting shall be set at a dollar amount that would offset actual costs to the remaining ratepayers, and may not include punitive charges that exceed actual costs. In addition, such Party shall also be responsible for any costs or obligations associated with the Party's participation in any program in accordance with the provisions of any agreements relating to such program provided such costs or obligations were incurred prior to the withdrawal of the Party. The Authority may withhold funds otherwise owing to the Party or may require the Party to deposit sufficient funds with the Authority, as reasonably determined by the Authority and approved by a vote of the Board of Directors, to cover the Party's financial obligations for the costs described above. Any amount of the Party's funds held on deposit with the Authority above that which is required to pay any financial obligations shall be returned to the Party. The liability of any Party under this section 6.3 is subject and subordinate to the provisions of Section 2.2, and nothing in this section 6.3 shall reduce, impair, or eliminate any immunity from liability provided by Section 2.2. 6.4 Mutual Termination. This Agreement may be terminated by mutual agreement of all the Parties; provided, however, the foregoing shall not be construed as limiting the rights of a Party to withdraw its participation in the CCA Program, as described in Section 6.1. 6.5 Disposition of Property upon Termination of Authority. Upon termination of this Agreement, any surplus money or assets in possession of the Authority for use under this Agreement, after payment of all liabilities, costs, expenses, and charges incurred under this Agreement and under any program documents, shall be returned to the then-existing Parties in proportion to the contributions made by each. ARTICLE 7: MISCELLANEOUS PROVISIONS 7.1 Dispute Resolution. The Parties and the Authority shall make reasonable efforts to informally settle all disputes arising out of or in connection with this Agreement. Should such Approved [insert date] Page 12 of 14 informal efforts to settle a dispute, after reasonable efforts, fail, the dispute shall be mediated in accordance with policies and procedures established by the Board. 7.2 Liability of Directors, Officers, and Employees. The Directors, officers, and employees of the Authority shall use ordinary care and reasonable diligence in the exercise of their powers and in the performance of their duties pursuant to this Agreement. No current or former Director, officer, or employee will be responsible for any act or omission by another Director, officer, or employee. The Authority shall defend, indemnify and hold harmless the individual current and former Directors, officers, and employees for any acts or omissions in the scope of their employment or duties in the manner provided by Government Code Sections 995 et seq. Nothing in this section shall be construed to limit the defenses available under the law, to the Parties, the Authority, or its Directors, officers, or employees. 7.3 Indemnification of Parties. The Authority shall acquire such insurance coverage as is necessary to protect the interests of the Authority, the Parties, and the public. The Authority shall defend, indemnify, and hold harmless the Parties and each of their respective Board or Council members, officers, agents and employees, from any and all claims, losses, damages, costs, injuries, and liabilities of every kind arising directly or indirectly from the conduct, activities, operations, acts, and omissions of the Authority under this Agreement. 7.4 Amendment of this Agreement. This Agreement may not be amended except by a written amendment approved by a vote of Board members as provided in Section 3.7.5. The Authority shall provide written notice to all Parties of amendments to this Agreement, including the effective date of such amendments, at least 30 days prior to the date upon which the Board votes on such amendments. 7.5 Assignment. Except as otherwise expressly provided in this Agreement, the rights and duties of the Parties may not be assigned or delegated without the advance written consent of all of the other Parties, and any attempt to assign or delegate such rights or duties in contravention of this Section 7.5 shall be null and void. This Agreement shall inure to the benefit of, and be binding upon, the successors and assigns of the Parties. This Section 7.5 does not prohibit a Party from entering into an independent agreement with another agency, person, or entity regarding the financing of that Party's contributions to the Authority, or the disposition of proceeds which that Party receives under this Agreement, so long as such independent agreement does not affect, or purport to affect, the rights and duties of the Authority or the Parties under this Agreement. 7.6 Severability. If one or more clauses, sentences, paragraphs or provisions of this Agreement shall be held to be unlawful, invalid or unenforceable, it is hereby agreed by the Parties, that the remainder of the Agreement shall not be affected thereby. Such clauses, sentences, paragraphs or provision shall be deemed reformed so as to be lawful, valid and enforced to the maximum extent possible. 7.7 Further Assurances. Each Party agrees to execute and deliver all further instruments and documents, and take any further action that may be reasonably necessary, to effectuate the purposes and intent of this Agreement. 7.8 Execution by Counterparts. This Agreement may be executed in any number of Approved [insert date] Page 13 of 14 counterparts, and upon execution by all Parties, each executed counterpart shall have the same force and effect as an original instrument and as if all Parties had signed the same instrument. Any signature page of this Agreement may be detached from any counterpart of this Agreement without impairing the legal effect of any signatures thereon, and may be attached to another counterpart of this Agreement identical in form hereto but having attached to it one or more signature pages. 7.9 Parties to be Served Notice. Any notice authorized or required to be given pursuant to this Agreement shall be validly given if served in writing either personally, by deposit in the United States mail, first class postage prepaid with return receipt requested, or by a recognized courier service. Notices given (a) personally or by courier service shall be conclusively deemed received at the time of delivery and receipt and (b) by mail shall be conclusively deemed given 48 hours after the deposit thereof (excluding Saturdays, Sundays and holidays) if the sender receives the return receipt. All notices shall be addressed to the office of the clerk or secretary of the Authority or Party, as the case may be, or such other person designated in writing by the Authority or Party. Notices given to one Party shall be copied to all other Parties. Notices given to the Authority shall be copied to all Parties. Approved [insert date] Page 14 of 14 Exhibit A Definitions "Act" means the Joint Exercise of Powers Act of the State of California (Government Code Section 6500 et seq.) "Administrative Services Agreement" means an agreement or agreements entered into after the Effective Date by the Authority with an entity that will perform tasks necessary for planning, implementing, operating and administering the CCA Program or any other energy programs adopted by the Authority. "Agreement" means this Joint Powers Agreement. "Annual Energy Use" has the meaning given in Section 3.7.1. "Authority" means the Peninsula Clean Energy Authority. "Authority Document(s)" means document(s) duly adopted by the Board by resolution or motion implementing the powers, functions, and activities of the Authority, including but not limited to the Operating Rules and Regulations, the annual budget, and plans and policies. "Board" means the Board of Directors of the Authority. "CCA" or"Community Choice Aggregation" means an electric service option available to cities and counties pursuant to Public Utilities Code Section 366.2. "CCA Program" means the Authority's program relating to CCA that is principally described in Sections 2.3, 2.4, and 4.1. "Director" means a member of the Board of Directors representing a Party. "Effective Date" means February 29, 2016 or when the County of San Mateo and at least two municipalities execute this Agreement, whichever occurs later, as further described in Section 2.1. "Implementation Plan" means the plan generally described in Section 4.1.2 of this Agreement that is required under Public Utilities Code Section 366.2 to be filed with the California Public Utilities Commission for the purpose of describing a proposed CCA Program. "Initial Costs" means all costs incurred by the County and/or Authority relating to the establishment and initial operation of the Authority, such as the hiring of a Chief Executive Officer and any administrative staff, and any required accounting, administrative, technical, or legal services in support of the Authority's initial activities or in support of the negotiation, preparation, and approval of one or more Administrative Services Agreements. Approved [insert date] 99 Exhibit A (cont.) Definitions "Operating Rules and Regulations" means the rules, regulations, policies, bylaws and procedures governing the operation of the Authority. "Parties" means, collectively, any municipality within the County of San Mateo which executes this Agreement. "Party" means a signatory to this Agreement. "Total Annual Energy" has the meaning given in Section 3.7.1. Approved [insert date] 100 Exhibit B List of Parties Parties: County of San Mateo Approved [insert date] 101 Exhibits C and D Annual Energy Use and Voting Shares ANNUAL ENERGY USE WITHIN PCE JURISDICTIONS AND VOTING SHARES Twelve Months Ended November [date] Party Total kWh Voting Share SAN MATEO COUNTY Total 100 Approved [insert date] 102 Attachment 3 PowerPoint Presentation 103 C C 0 0 IS MEN= m loom i` a MIN= 0 U, IS MEN= ivvvvvvvv vvv �� IIIIIuIuV lllllll IIIIIII II uuV uu VV uuuuuuumuum�m IIIIIIIIIIIIIII I �, Illl I(Iu lllllll m�uum I IIIIVVVVVVVVVVVVV I I uV uVVVVVVV Illlllllliiu Y iiilll II ����� IIIIIIIIIIIIIIIIIIIIIIIIII Illllwl u ulw E o a 0 Lf v o r ANIJ a ry v Q uuuuuuuuw a a c � u o O � • oE = ANJ Jill CD jw Lo cn Urz ANJ Q) U E a) rd � o „ LAI . 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(3.) s V) •— 4-J C: o c� 4-J o W s •- U 0 W ago 01 — o o s 0) 11 E � U c� E�l Q u °' (3.) -0 s (3.) L 01 4J c� 4-J c� Government Code Section 54957.5 SB 343 Son Mateo Coniinunily Ohoice Agenda 01.27.16 I A73 Sixth Ave, Be�rnon�, CA 941002 Item 9 7 SnriMcitcnoCoriiniun0u�yC�-ioice,00,g n C1, Cily of'smffll Stir] Frrtkisco City Council, (I ity Clerk 33 Arroyo Drive, Smi-ilr &.)rn 1"i-incisco,, C,A, 940,80 Dear South San Francisco it Council, On 1 /27/16 you will have the opportunity, to dramatically reduce Greenhouse Gas ernisslams in keeping with your Climate Action Plan by deciding to pirloceed wifli Peninsula Clean Energy for your city. Joining Peninsula Clean Energy (PCE) is the single most powerful action the city can take to reduce Greenhouse Board Gas Emissions (GHG) and meet to rnandated Clintate "Jan Buth Action qoals, according to a recent report from the Sierra Dir. Sue Chow Club. Dr, Michael Closson Janet Creech And it is the rlight thing to do ... for your citizen s and for Gludwyn D'Souza Ania Miler -the planet. With your vote to join PCE, you clan be proud Mike Ferreira that your city has personally contril.wted to as vast Dave Clark reduction in GHG emissions, provided consurners with Kirstein Schwind meaningful choices versus dictated services controlled by Ornar Abm-Chhine an unresponswe mnlopoly, initiated an innovative noin- Taa Shrvini I Ellen lllrlrm son Profit, community-enhancing, organization fhat offers Jacky Lee residents and businesses the opportunity to save, money, Promote local "green" econornic development and p s, and invest in a path to build community assets and resilience in the event of regional failure of the einergy grids. Please decide in favor of Peninsula Clean Energy at the 1/27/16 Council rneeting's study session. Shicerely, 11aJ411111-- CAadwyn d'Souza Spokesperson, ion ,Mateo CWTH-Mffflly Choice `s o L.PFO Staff Relpoft DATE: January 27, 2016 TO Mayor, Vice Mayor, and Councilmembers FROM: Brian McMinn, Director of Public Works/City Engineer SUBJECT: STUDY SESSION: GRAND AVENUE LIBRARY RENOVATIO N PROJECT UPDATE RECOMMENDATION It is recommended that the City Council receive an update on the Grand Avenue Library Renovation Project (Project No. pf1413). BACKGROUND/DISCUSSION The Grand Avenue Library (Library) is a Carnegie Library constructed in 1917, with a "children's wing" added in 1051. In 1997, the Library exterior was scismically upgraded, and included new paint, carpet, public service desk and a new, more accessible floor plan. No major interior structural modifications were done as part of this project. In. 2006, the public restroom was renovated to provide handicap accessibility, with further ADA upgrades in 2013. In fiscal year 2.01512016, City Council approved Capital Improvement Program funds for a renovation to improve the functionality of the facility. The Grand Avenue Library Renovation Project will upgrade paint, flooring, furniture, and technology infrastructure; install exterior and interior wayfinding signage; modify the public entrance and staff cheek-in areas; renovate and expand restroom facilities; install a sink for children's programs with the addition of a public water fountain; construct a study/quiet reading and meeting room; construct an outdoor reading and program room, and address ADA accessibility issues, such as the exterior walkway on the cast side of the building. This walkway, between the current children's room and the retaining wall beneath the City Hall parking lot, will be upgraded to provide for better access, lighting, and security. On August 26, 2015, City Council awarded the construction contract to Southland Construction. of Pleasanton, California in an amount not to exceed $1,032,423. Since issuance of the Notice to Proceed on October 15, 2015, the contractor has progressed with the construction in a very timely manner. However, the contractor has discovered many unforeseen infrastructure issues due to the age and construction of the structure, which must be addressed at this time. These issues include infrastructure, structural, and electrical issues. The City's architect was given all existing Library as-built information; however, in many cases the information did not match the field conditions. Staff Report Subject: STUDY SESSION: GRAND AVENUE LIBRARY RENOVATION PROJECT UPDATE Page 2 of 7 INFRASTRUCTURE ISSUES During the initial stages of construction, when the contractor removed the existing plumbing fixtures that are to be replaced, a waterline broke, which affected City Hall. To prevent the Library plumbing construction from affecting City Hall, an isolation valve was ]installed. Water was restored to the Library and City Hall; however, the original galvanized waterlines in the Library started to leak. Upon opening up the walls to investigate the pipes, it was determined the Library's entire water system was severely corroded on the interior and exterior of the pipes, requiring the water system to be completely replaced. In addition to the water leaks, there were sewage leaks in the lower bathroom, which caused extensive dry rot in the wall and floors. During previous projects to upgrade the public restroom, the scope of work had not included an investigation of the pipes, although the public restroom had ongoing issues of blockage and included a recent sewage leak. The plumbing upgrade cost $40,000 and was paid for out of contingency. Severely corroded water lines(left)and leaking sewage pipe(right), When opening the walls, it was also discovered the walls, ceiling, and floors lack insulation. Existing lath and plaster walls do not have insulation. Insulation is important to regulate beating and cooling in the building, as well as working in Staff Report Subject: STUDY SESSION: GRAND AVENUE LIBRARY RENOVATION PROJECT UPDATE Page 3 of 7 conjunction with an efficient HVAC unit, to provide energy savings. Insulation helps with noise, as well. Staff has raised ongoing complaints about zones in the Library being too hot or too cold, sometimes at the same time. Additional infrastructure issues that should be addressed at this time, including insulation of the facility, a connection for the water fountain as part of the water system upgrade, and valves to mix hot and cold water required by code cost approximately $31,000. STRUCTURAL ISSUES Once the walls were opened, more construction issues arose, such as structural, electrical, and roofing issues. During; the demolition and removal of the existing shectrock, the wooden frames and studs were exposed, revealing the structural deficiencies. It was found that many of the walls in the interior corridor were not adequately secured to the floor or ceiling. "These walls needed to be brought up to code and a new joist installed in the ceiling. Construction of the new study/quiet reading; and. meeting; room required installation of a new beam to support changes to the interior wall configuration. The beam installation required cutting through the existing ceiling to attach it to the roof. Cutting into the ceiling revealed that the entire children's wing's ceiling; was a double-layered sheetrock floating ceiling, inadequately held by thin wood beams. This configuration is very unsafe, because the heavy ceiling could collapse onto Library visitors during; an earthquake. l � u � l Existing unsafe plaster ceiling When exposed, one of the structural ceiling beams was found to be cracked and needed to be replaced. The removal of the seismically-unsafe ceiling and the replacement of the cracked. ceiling beam were addressed at a cost of$41,200 and were paid for out of contingency. Roof leaks and additional structural issues were noted during removal of the suspended ceiling;. When the source of the leak from the roof was investigated, it was found that the 7.5 ton heating, ventilation and cooling (HVAQ unit was not properly attached to the building. A portion of the HVAC unit was sitting on a steel beam, while the other portion of the HVAC unit relied an the roof diaphragm for support. This caused a portion of the roof to buckle, leak, and cause structural. damage to the roof The cost to address these structural issues is approximately $180,000 above what has already been expended from contingency. Staff Report Subject: STUDY SESSION: GRAND AVENUE LIBRARY RENOVATION PROJECT UPDATE Page 4 of 7 HVAC AND ROOFING ISSUES Due to the poorly secured. HVAC unit, noted above, the roof over the children's wing was negatively impacted. When the double-layered sheetrock floating ceiling was removed, it was noted that the roof was leaking and causing dry rot in the roof members. T� 1 r, r r f Water damage and dry rot caused by leaking roof, The reason why no leaks were previously evident on the Library interior is because the upper layer of the double-layered sheetrock floating ceiling prevented water saturation and staining from becoming visible in the bottom layer. A roof study was conducted in 2008 on several city facilities and the Grand Library roof was identified to have two years of life remaining. Staff recommends re-roofing the children's wing as a minimum measure at this tune. During the course of construction, ducts leading to the return air grills on the floor were found to be clogged and deteriorated. Replacing return air ductwork will allow the HVAC system to operate more efficiently. The HVAC unit at the Grand Library is scheduled for replacement this fiscal year and funds have been allocated in the Capital Improvement Program for this purpose. Design of the new system is approximately 80% complete and will be out to bid in February 2016. The new HVAC unit is more efficient than the existing 30 year old unit and we will take advantage of improvements to vents, ducts and electrical wiring as part of a complete HVAC system.. Installation of this unit should occur by late Spring 2016, subject to City Council approval. The cost of replacing the roof and duct repairs not including the HVAC unit is approximately $230,000. ELECTRICAL AND FIRE ALARM ISSUES While the walls were opened and exposed, it also became evident that the existing electrical system would not meet the new needs of the renovated library. Wiring in the older portion of the Library is ungrounded knob and tube wiring and all existing outlets were not grounded. With the increase of the number of computers and technology in the Library, the electrical system must be grounded to protect the equipment. The electrical systern must be rewired to accommodate a Staff Report Subject. STUDY SESSION: GRAND AVENUE LIBRARY RENOVATION PROJECT UPDATE Page 5 of 7 ground wire to each outlet. r � V y Existing non-grounded knob and tube electrical wiring with deteriorated fabric insulation. The existing fire alarm system panel also requires replacement. The fire panel is the original fire panel from the raid-70s and is non-operable. Parts are not available to repair the panel. In addition, Fire Code requires hard-wired lighted emergency signs at ingress/egress locations of the building.. Many of these signs were missing and need to be installed. Due to replacement of the suspended ceiling, all overhead) lighting in the current children's room must be reinstalled. The conduit for the exterior sign electrical wiring requires additional trenching due to drainage conflicts. The cost to address the electrical and fire alarm issues is approximately $218,000. TECHNOLOGY INFRASTRUCTURE ISSUES Prior to the renovation, computers and wireless internet services were heavily used, albeit in a limited fashion due to the lack of sufficient infrastructure to support patron needs. In working with the Information Technology Department and the Peninsula Libraries Automated Network, it has been detennined that 44 data lines need to be upgraded and installed, along with network equipment, in order to provide l G access to the Library's broadband network. It was also determined that all of the data wiring in the facility should be upgraded to accommodate future technology needs, such as a planned. Voice Over Internet Protocol (VOIP) phone communication. In addition, the outdoor room needs data ports and power added for better 11' functionality and security cameras. Upgrades to network equipment, including the new router, switch, rack and Uninterruptable Power Supply (UPS) are already included in project costs. The cost to address additional technology infrastructure needs is $33,400. A:DA ACCESS UPGRADES As construction progressed, various building code upgrades were noted in order to comply with ADA requirements. This includes a specially-designed concrete landing and stairs to provide a Staff Report Subject: STUDY SESSION: GRAND AVENUE LIBRARY RENOVATION PROJECT UPDATE Page 6 of 7 second ADA exit from the main facility, ADA upgrades per the latest code required for the current public restroom, full removal of existing electrical floor boxes which limit ADA access, new doors to meet the width and opener/kick button requirements of the current code. Several of the Library doors are being replaced due to water damage; however other doors are being replaced to comply with the ADA code. The cost to address these upgrades is approximately $93,000. FUNDING Funding for the renovation of the Grand Avenue Library is included in the City of South San Francisco's 2015-2016 Capital Improvement Program The following is the construction budget that was in place at the time of the original contract award: Current Construction Contract Budget: Construction $ 1,032,423 Contingency (10%) $ 103,212 TOTAL $ 1,135,665 The 10% contingency has been used as follows: Plumbing Repairs $ 40,000 Ceiling Repairs $ 44,200 ADA Pathway Changes $ 16,800 TOTAL $101,000 The following table summarizes the necessary change orders to the construction contract, the associated cost, and funding source suggestions. These changes can most efficiently be carried out tinder the current contract since they directly impact the planned work and construction schedule. Item Cost Possible Source of Funding Infrastructure Issues $ 31,000 Other CIP Project Funds Structural Issues $ 180,000 Other CIP Project Funds Electrical $ 152,000 — Other CIP Project Funds ADA Access upgrades $ 93,000 CIP ADA Project Funds TOTAL $ 456,000 The work listed below can be segregated from the current contract and carried out by other specialty contractors. Staff will solicit independent quotes to obtain the most competitive pricing to complete the work. Item Cost Possible Source of Funding Infrastructure Technology Issues $ 33,400 Equipment Replacement Fund Fire Alarm $ 66,000 Equipment Replacement Fund HVAC &Roofing Issues* $ 230,000 Other CIP Project Funds TOTAL —:777—t$ 329,400 *The 14VAC unit replacement is not included here; it is already in the 2015-2016 CIP budget. Staff Report Subject: STUDY SESSION, GRAND AVENUE LIBRARY RENOVATION PROJECT UPDATE Page 7 of 7 CONCLUSION The Grand Avenue Library Renovation Project is a very complex renovation project. As construction progressed, and walls have been opened, various unforeseen and unexpected issues have been discovered. These issues have started as isolated incidents, but, due to the age of the building and the limited existence of useful detailed building plans, have cascaded from an easy fix to some major infrastructure repairs, many of which are either structural or non-compliant with the current building code. In order to complete this project and provide a safe, efficient and effective new facility, staff recommends these issues be addressed in the current project, including bidding out the HVAC, roofing, Infrastructure Technology, and Fire Alarm portions within the project timeframe. 12 By Approved: "JI Brian McMinn /-� ike' utrell Director of Public Works/City Engineer City Manager q 0 Ntaff Repoft DATE: January 27, 2016 TO: Mayor, Vice Mayor, and Councilmembers FROM: Brian McMinn, Director of Public Works/City Engineer SUBJECT: AN ORDINANCE MAKING REVISIONS TO CHAPTER 13.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK. WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO, ST1204E) RECOMMENDATION It is recommended that the City Council open the public hearing,continued from November 18,2015, and then introduce an ordinance that will make revisions to Chapter 13.16 of the South San Francisco municipal code and establish an underground utility district along Spruce Avenue between Railroad.. Avenue and Spruce Elementary School between Lux Avenue and Park Way and provide direction on a list of potential future underground utility projects. BACKGROUND On September 16, 2015, the City Council held a study session to discuss establishing an underground utility district along Spruce Avenue from. Railroad Avenue to .Park Way. The presentation and discussion covered the following items: • Regulatory Background --- California Public Utilities Commission (CPUC) Rule 20A (attached)requires PG&E to allocate work credits to local agencies to fund PG&E's share of undergrounding costs. +CPUC Rule 32 requires telecommunication utilities within an established district to cooperatively follow PG&E's lead and fund their share of the undergrounding costs. South San Francisco Municipal Code Chapter 13.16 authorizes the City Council to hold a public hearing to ascertain if public necessity, health, safety, or welfare requires overhead utility removal and specifies mailing notice to affected property owners and utilities at least thirty(30) days before such hearing. • Qualifying Criteria — To qualify for Rule 20A and Rule 32 funding by the utilities, IL Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO. ST1204) Page 2 of 9 projects must be in the general public interest for one or more of the following reasons: (1)undergrounding eliminates an unusually heavy concentration of overhead utilities;(2) the street or right-of-way is extensively used by the general public and carries a heavy volume of pedestrian or vehicular traffic; (3) the street or right-of-way adjoins or passes through a civic area, public recreation area, or an area of unusual scenic interest to the general public; and/or (4) the street or right-of-way is an arterial or major collector. • District Description—As described at the study session,the proposed district consisted of the properties adjoining Spruce Avenue from the north side of Railroad Avenue to the south side of Park Way, a 2,600 foot corridor containing fifteen commercial properties (including two schools and two churches) and thirty single-family residences. This area satisfies three of the four criteria set forth in Rules 20A and 32.Namely, Spruce Avenue is a minor arterial street used extensively by the general public to carry a heavy volume of pedestrian and vehicle traffic, and it adjoins the downtown civic area. Establishing the District on this street allows the City Council to acknowledge that wheelchair access was considered as a basis for defining the boundaries of the Project because removing the utility poles and their supporting guy wires will reduce the number of sidewalk obstructions along the Spruce Avenue corridor, As described on page 4, staff now recommends minor revisions to this initial description consisting of removing ten residential properties at the north end of the boundary map and adding two propel-ties fronting on side streets but served from Spruce Avenue. • Selection Process — In addition to the proposed Spruce Avenue Underground Utility District, staff evaluated other potential areas for undergrounding,including South Spruce Avenue, Chestnut Avenue,the Downtown Lanes, and multiple city parks,but concluded that Spruce Avenue best met the qualifying criteria and will be feasible to convert the utilities from overhead to underground. • Description of Work — The work consists of moving the existing overhead electric and communication distribution lines into conduit installed in trenches constructed in the street. New laterals supplying electric and communications services are installed in underground trenches running from the distribution lines to the property main panel (for electricity) or directly into the building (for communications). Rule 20A specifies that PG&E use the City's work credits to fund the cost to move its distribution lines underground. The service laterals and electric panels are owned and maintained by the property owners,but Rule 20A allows the City the option of directing that the PG&E work credits are used to install up to 100 feet of service laterals for property owners (a length generally sufficient for properties such as those fronting Spruce Avenue) and to direct Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 1.3.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO, ST1204) Page 3 of,9 PG&E to use up to $1,500 in work credit to convert the electric service panels to accept underground services. PG&E estimates that the current costs for panel conversion are $2,000 for residential properties and $5,000 for commercial properties. Because these current costs exceed the $1,500 limit specified in Rule 20A, PG&E recently obtained CPUC approval to let cities request that PG&E manage the electric panel conversions with all costs paid from the City's work credits. (See attached "Agreement to Perform. Tariff Schedule Related Work—Rule 20A Electric Panel. Service Conversion, Form 79-1113.) • Budget—As of May 2015,the City has accrued nearly$6.2 million in PG&E work credits and may borrow against future allotments to raise this to nearly $7.2 million. This is sufficient to complete PG&E's estimated share of the overhead utility conversions in the proposed district, including service laterals and electric panel conversions. Work credits are not a grant, but rather represent a limit on the value of undergrounding work the City may direct PG&E and the communication utilities to undertake in the future. In addition, the City has $170,000 budgeted in the Fiscal Year 201512016 Capital Improvement Program ("CIP") for project management and other expenses.. • Cost Estimate— The preliminary cost estimate for PG&E's share, to be drawn from the City's Rule 20A work credits,is $2.8 million. This is based on a unit price of$1,000 per linear foot for the distribution lines, $2,,000 per residential panel conversion, $5,000 per commercial panel conversion, and $1,500 per service lateral. The City will need to fund replacement of its fourteen strectlights along the corridor at an estimated total cost of $182,000,or$13,000 per light. This estimated cost does not include escalation to the year of installation, which will likely be Fiscal Year 2018/2019. • Schedule — Rule 20A projects typically take five to seven years to complete. Planning takes up to a year. Once the District is established (in February 2016), and PG&E agreements are executed,PG&E will place the project into a queue for an average time of one year (until February 201.7). Design, of the individual utilities and the joint trench composite takes approximately one and one-half years if the City serves as Lead Agent (until August 2018). Construction takes approximately fifteen months (until November 201.9). Site restoration and final cleanup take another three months (ending in February 2020). • Priority List of Future Projects—Staff recommended that the City develop a priority list of qualified undergrounding projects so that planning can commence on the next project when funds become available. Cities typically review and revise their priority lists on a regular basis, such as annually along with their Capital Improvement Program review.. Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARKWAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIF PROJECT NO. ST1204) Page 4 of 9 Once the Spruce Avenue cost estimate is refined at the end of the design phase, staff expects that the City will have sufficient work credits remaining to start the next undergrounding project. District Establishment—The process to establish the District includes the following steps: 1. The City consults with PG&E and the other affected utilities (already complete); 2. The City develops a boundary map defining the area of the District (already complete); 3, The City mails notices to affected property owners and utilities at least 30 days before the public hearing (mailings went out on October 9h and December 21"); 4. The City Council holds the public hearing to assess the public benefit of establishing the district (public hearing was opened on November 181h); 5. The City Council finds utility undergrounding to be in the general public interest according to one or more of the qualifying criteria; 6. The City Council acknowledges that wheelchair access is in the public interest and has been considered as a basis for defining the boundaries of the proposed district; 7. The City Council adopts an ordinance establishing the District, ordering removal of existing overhead utilities, and forbidding installation of any new overhead utilities within the newly formed district. After the study session on September 16, 2015, staff representatives confirmed with PG&E, AT&T, Comcast, and Wave that all four companies have overhead utilities in the proposed district and will participate in the project. Staff provided the utility companies the boundary map and then walked the proposed district with representatives of each of these utilities to discuss the work to be done. Staff revised the boundary map (attached) after discussions with the utilities' representatives and a request of the owner's representative to exclude 516 Spruce Avenue and now recommends terminating the District one half block short of Park Way, at the north edge of Spruce Elementary School,thereby removing ten residential properties fi-om the District south of Park Way, This revised boundary more precisely delineates the transition from mixed commercial and multi-family residential to single family residential with its corresponding decrease in overhead utility loading, but still includes the school. Two properties that front on Commercial Avenue and on Grand Avenue, but which are served directly from Spruce Avenue distribution lines,have been added to ensure their services will be undergrounded. Side street extents on the east side of Spruce Avenue have been reduced to limit the number of side street poles inadvertently designated for removal. Staff Report Subject. INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13,16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO, ST1204) Page 5 of 9 On October 9, 2015, staff mailed notice of the November 18,2015 public hearing to the affected property owners and enclosed the revised boundary map. On October 14,2015,staff mailed letter notices of the public hearing to the four utilities. Staff mailed letters to each utility to document that each will be responsible for completing the design of its own facilities and the City will be the Lead Agent (also known as the trenching agent) responsible for preparing the trench profile and composite drawings, managing the trenching, installing substructures, and restoring the pavement. On November 10, 2015, staff realized that the public hearing notice incorrectly identified the public hearing location to be the City Council Chambers located in the Municipal Services Building rather than the City Hall conference room. Staff sought direction from the City Attorney's office and Sent Out corrected notices that day, posted notice of the correct location at the Council Chambers, and stationed a staffer at the Council Chamber door on the evening of the public hearing to direct the public to the City Hall venue. At the November 18,2015 public bearing, a resident owning property within the-proposed district expressed concern that not all affected property owners had received the second notice with the correct public hearing location. This resident also expressed concern with statements in the staff report and requirements in the proposed ordinance that would require property owners to bring their interior electrical wiring up to code. This resident further noted that he owned a historic property and wanted assurance that neither his landscaping nor the hundred-year-old public sidewalk adjacent to his home would be damaged. These concerns have been addressed through the following corrections and actions: • The City Council continued the public hearing to its regular January 27, 2016 council meeting to give staff time to investigate,resolve,and correct these issues and to allow the public hearing to be televised.. • Staff corrected the staff report and ordinance to clarify that only deficiencies in the electric panel that the City determines are serious code violations must be corrected by property owners before service can be restored. • Staff representatives from the City's Building and Engineering Divisions went door to door to look at the propel-ties and to discuss any concerns that owners have with the project. Although a number of properties have landscaping and/or hardscape (retaining walls, fences, patios, driveways, etc.) that will need to be protected or restored, these Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13,16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO. ST 1204) Page 6 of 9 features do,not render the work to be infeasible.As the lead agent,the City will engage the contractor who will install the service lateral conduit to the City's specifications; i.e.,the City rather than PG&E will control installation of service laterals. The City may specify that its contractor directionally bore under rather than trench through landscape or hardscape obstructions. No property owners answered a knock at their door. Several tenants expressed mild favorable interest in the project. On December 21,2015,staff mailed to all owners of property within the proposed district of a community meeting to be held on January 6, 2016 from 7 to 8 pin at the Magnolia Center. The notice also provided staff mail, email, and telephone contact information. Enclosed with the notice were the informational brochure and the proposed district boundary map, On December 30, 2015, staff mailed out a second notice to the property owners with the same information and enclosures. On January 6, 2016, the community meeting was held as a Special Meeting. Representatives for three properties attended. These were resident property owners, the son, of an owner of a rental property, and two members of the South San Francisco Unified School District Board of Trustees representing Spruce Elementary. Three Councilmembers and a Planning Commissioner attended. A PG&E representative was available to answer questions regarding construction of underground utilities. Staff gave a short presentation and invited the residents to express their concerns and ask questions. The resident property owner did not have any questions or concerns about the undergrounding project, but spoke with the Public Works Director about drainage and traffic issues on Spruce Avenue, The son of the rental property owner asked that his mother's property at 516 Spruce Avenue be removed from the district. As this property was adjacent to the northern boundary of the proposed district, this was a simple revision and staff revised the boundary map to exclude the property. Staff also notified the attendees of the continued public hearing on January 27, 2016. DISCUSSION Creation qf the Spruce Avenue Underground Utility District As previously described, an undergrounding project needs to meet at least one of the four criteria to be found to be in the general public interest, and this proposed project meets three of the criteria.Wheelchair access is in the public interest and has been considered as a basis for defining the boundaries of the proposed district. Staff has determined that the project is categorically exempt from environmental review pursuant to the California Environmental Quality Act. Staff has agreed with the utilities on a preliminary work schedule and recommends waiving all Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13,16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO. ST1204) Page 7 of 9 administrative fees(such as permit fees or street restoration costs outside of areas impacted by the project). Staff has further agreed with the utilities that the City will serve as the Lead Agent(also known as the trenching agent) for the joint trench design and construction management. Staff recommends that the City request that PG&E manage the service panel conversions on each property by authorizing the City Manager to execute Form 79-1113 — "Agreement to Perform Tariff Schedule Related Work-Rule 20A Electric Panel Service Conversion"(attached),thereby ensuring that all panel conversion costs will be paid from the City's accrued Rule 20A allocation funds. Staff will bring a resolution to the City Council authorizing the City Manager to execute all required PG&E agreements at a future City Council meeting. Staff recommends that the City Council amend the sections of Municipal Code Chapter 13.16 that currently require property owners to complete installation of their service laterals and conversion of their electric service panels to receive underground electric power and communication signals (see section 2 of the attached ordinance). The revised ordinance will instead require property owners to execute Right of Entry agreements such that the City and utility companies and their contractors can use to enter the property to do this inspection and construction work on behalf of the property owner. The City will prepare the Right of Entry agreements and will specify that they grant permission to all entities involved in the undergrounding project to enter the property to complete the necessary work for the duration of the project. These entities that require access include the City, PG&E,AT&T,Comeast,Wave, successors to these companies,and contractors for these companies. The Right of Entry will be limited to the area of the exterior front yards between the street and the electric panel. No entity needs nor will be granted permission to enter inside residences or business. All electric panels are accessible for the building exterior. Property owners will continue to own their service laterals and electric panels and will continue to be responsible for correcting serious deficiencies in electric service panels if City inspectors determine these deficiencies render their panels unsafe for PG&E to reconnect. The extent and magnitude of potential electrical panel deficiencies will not be known until property owners grant the City Right of Entry to allow inspection of the electric panels, but in other cities, only a small minority of properties has had deficiencies requiring correction. Examples of such deficiencies encountered In other cities include an illegal secondary residence drawing power from the primary residence panel or extensively damaged panels from the Loma Prieta earthquake. Potential code deficiencies within the building interiors will not cause PG&E to refuse to reconnect the electric service panel and will not be covered by the City's inspection, Staff recommends that the City designate this District the "Spruce Avenue Underground Utility District." Rule 20A explicitly uses the term "underground utility districts," and this is the commonly understood nomenclature used by local agencies and the utility companies. Use of any Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CTP PROJECT NO. ST1 204) Page 8 of 9 other title, such as "Underground Utility Area" could result in confusion in the future. Underground utility districts are not a separate form of government and remain solely under the jurisdiction of the City(or County) that establishes them. The remaining actions before the City Council to establish the District are to hold the public hearing to receive public comment, then waive the reading and move to introduce the ordinance that establishes the Spruce Avenue Underground Utility District. City Council may then adopt this ordinance at the next regular meeting on February 10,2016. After the District is established, staff will bring one or more resolutions to the City Council to authorize the City Manager to execute the necessary agreements with PG&E for the work. These agreements will be more thoroughly described at that time, but include an agreement to perform tariff related work (authorization to use the City's Rule 20A work credits for the undergrounding project),the panel conversion agreement, and a streetlight agreement. Future Utility Undergrounding Projectv Council is asked to provide direction concerning the following list of potential future undergrounding projects. After the Spruce Avenue Underground Utility District is designed,the City should have a good estimate of its remaining PG&E work credits and can begin planning its next underground district project. Cities typically review and revise their priority lists on a regular basis, but since this is the first such list in the City, staff is actively seeking further suggestions from the Council and the public of any areas that may be evaluated for possible addition to the list. At this time, all linear extents and costs in the listed areas are conceptual and subject to revision. Staff has not completed field surveys of these locations. List of Potential Future Underground 'Utility Projects: 1. Mission Road corn OakAvenue to the South San Francisco BARTentrance—This project would extend approximately 4,000 linear feet and would cost approximately$4.4 million in work credits. Mission Road is a major collector, carrying a heavy volume of traffic to the BART station. 2. Antoinette Zane corn Peninsula Pine Apartments to terminus (in coordination with El Camino Real/ Chestnut Area Specific Plan development conditions of approval) —This project would extend approximately 1,200 linear feet and would cost approximately$1.3 million in work credits. Antoinette Lane adjoins the Centennial Trail,a public recreation area, and will adjoin a potential future civic area. Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO, ST1204) Page 9 of 9 3. Third Cane between Spruce Avenue and Cypress Avenue(in coordination with Downtown Station Area Specific Plan development conditions of approval) — This project would extend approximately 1,200 linear feet and would cost approximately$1.3 million in work credits. This section of Third Lane is in a civic area and has an unusually heavy concentration of overhead.utilities. 4. Fourth Lane between Mal)le Avenue and Cypress Avenue (in coordination with Downtown Station Area Specific Plan development conditions of approval)—This project would extend approximately 2,250 linear feet and would cost approximately$2.4 million in work credits. This section of Fourth Lane is in a civic area and has an unusually heavy concentration of overhead utilities. 5. Chestnut Avenue between Commercial Avenue and Treeside Court—This project would extend approximately 2,300 linear feet and would cost approximately$2,5 million in work credits, Chestnut Avenue is an arterial street. FUNDING The City has nearly $6.2 million of work credits allocated by PG&E for qualified underground, utility conversion projects. The City may borrow another$1 million against its future allotments to raise this to nearly$7.2 million, These work credits will be used to fund.PG&E's share of the cost to underground the distribution lines,install individual property service laterals, and convert the properties' service panels. Rule 20A limits the sen ice lateral installation to 100 feet from the distribution line, but this should be adequate for the properties fronting Spruce Avenue, The City's accrued Rule 20A work credit balance is sufficient to complete the estimated$2.8 million in overhead utility conversions in the proposed Spruce Avenue Underground Utility District. (Note: this estimate is conceptual based on the length of the corridor and may increase depending on the amount of side street undergrounding that may be required. The extent of this additional work will be determined during the design phase.) Work credits are not a grant of moneys to the City,but rather represent a limit to the amount of undergrounding work the City may direct PG&E and the communication utilities to undertake. The other utilities do not allocate work credits,but will pay directly for their share of the costs of distribution lines, service laterals, and property connections. The City has budgeted $170,000 in the fiscal year 2015/16 CIP — Rule 20A project stl204, for project management and construction inspection expenses. The City will need to budget for replacement streetlights on Spruce Avenue, conceptually estimated at$182,000, in a future CIP budget cycle,prior to the start of the undergrounding construction on Spruce Avenue, The City Staff Report Subject: INTRODUCTION OF AN ORDINANCE MAKING REVISIONS TO CHAPTER 13.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY AND PRESENTATION OF A LIST OF POTENTIAL FUTURE UNDERGROUND UTILITY PROJECTS (CIP PROJECT NO, ST1204) Page 10 of 9 will incur minor staff costs to inspect the electric panels within the District to determine if PG&E will be allowed to reconnect the services. If the City determines that electric panels cannot be safely reconnected, property owners are responsible for the cost of a City pen-nit and for fixing their panels. The City may choose to assist with the cost of panel repairs,but is not required to do so. At this time, there are no other known costs that the City will bear. CONCLUSION After holding the public hearing, City Council may waive the reading and introduce the attached ordinance to initiate the process of establishing an underground utility district along Spruce Avenue between Railroad Avenue and the north edge of Spruce Elementary School,between Lux Avenue and Park Way. Council may then adopt this ordinance at the next regular meeting on February 10, 2016. Staff will continue to update the list of feasible sites for future undergrounding projects upon receipt of further suggestions from Council and the public,and will seek Council's priority preferences before beginning planning on any future projects. BY: Approved: Brian McMinn ike Futrex Director of Public Works/City Engineer // City Manager Attachments: Ordinance Spruce Avenue Underground Utility District Boundary Map PG&E Rule 20A Sample PG&E Electrical Form 79-1113 PowerPoint Presentation 2593973.1 ORDINANCE NO. CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA AN ORDINANCE MAKING REVISIONS TO CHAPTER, 13.16 OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE AND ESTABLISHING AN UNDERGROUND UTILITY DISTRICT ALONG SPRUCE AVENUE FROM RAILROAD AVENUE TO THE NORTH EDGE OF SPRUCE ELEMENTARY SCHOOL BETWEEN LUX AVENUE AND PARK WAY (CIP PROJECT ST 1204) WHEREAS, the California Public Utilities Commission ("CPUC") has authorized electric and telecommunication utilities to convert overhead utility lines and facilities to underground facilities pursuant to Electric Rule 20 and Telecommunication Rule 32; and WHEREAS, pursuant to certain criteria, CPUC rules allow participating cities and counties to adopt legislation authorizing the creation of underground utility districts within which existing overhead electric distribution and telecommunication distribution. and service facilities will be converted to underground facilities; and WHEREAS, Chapter 13.16 of the City of South San Francisco ("City") Municipal Code authorizes the City Council, after public hearing, to designate areas within which all existing overhead poles, overhead wires and overhead equipment associated with the distribution of electric power, telecommunication services, cable television, and similar services, should be removed and replaced with underground wires and facilities; and WHEREAS, the Fiscal Year 2015-2016 Capital Improvement Program Project No. st1204 calls for converting the overhead utility lines and facilities on Spruce Avenue to underground facilities; and WHEREAS, each year, Pacific Gas & Electric ("PG&E") notifies the City of the annual allocation and balance of accumulated work credits and the five-year balance of future credits that may be borrowed for conversion of overhead electric distribution lines and facilities to underground facilities, pursuant to CPUC Rule 20A; and WHEREAS, the City desires to establish a Spruce Avenue Underground Utility District ("District"), extending fi-om the north side of Railroad Avenue to the north edge of the Spruce Elementary School, between Lux Avenue and Park Way, more particularly described in Exhibit 1, attached.hereto and incorporated herein by reference; and WHEREAS, PG&E has notified the City that the City has accumulated work credits in the amount of$6,173,446.00 and may borrow future work credits in the amount of$1,018,680.00, yielding a total of$7,192,126.00 in work credits that may be used for qualified underground -utility conversion projects pursuant to CPUC Rule 20A and such -I- credits are sufficient to complete the desired underground utility conversion project along Spruce Avenue; and WHEREAS, upon determining that undergrounding of utilities is required by public necessity, health, safety, or welfare, the City shall establish an underground utility district containing all of the parcels within the district, as identified on a district boundary map,, so that the City may expend the accumulated Rule 20A work credits to fund the utility conversion; and WHEREAS, the City and the affected utilities have consulted and agreed that each utility shall complete the engineering of their respective portion of the Spruce Avenue Underground Utility District project; and WHEREAS, the City and the affected utilities have consulted and agreed that the City shall be responsible for preparation of the trench profile and composite drawings, and that the City shall be designated as "lead agent," also known as "trenching agent," to manage trenching, installation of substructures, pavement restoration, and such other trench-related work; and WHEREAS, the City and the affected utilities have agreed to a work schedule which meets their respective capabilities and the City has further agreed to waive any administrative fees, costs, or special street restoration requirements for the purposes of this project; and WHEREAS, the City notified all affected property owners within the proposed District and invited same to attend a public hearing to discuss foririation of the proposed District; and WHEREAS, the City Council has received the staff report recommending that the area identified in Exhibit I should be designated as an underground utility district within, which all existing overhead poles, overhead wires, and overhead equipment associated with the distribution of electric power, telecommunication services, cable television, and similar services should be removed and replaced with underground wires and facilities; and WHEREAS, a public hearing was duly opened on November 18, 2015 at South San Francisco City Hall and was continued to January 27, 2016 in the Council Chambers of the City of South San Francisco, and a community meeting was held on January 6, 2016 at the Magnolia Center, at which time all interested persons were given an opportunity to be heard, and the City Council did consider any and all objections or protests that were raised by the owners of property within the proposed District, pertaining to designating this area an underground utility district; and WHEREAS, the City Council has determined that, pursuant to Section 13.16,030 of the South San Francisco Municipal Code, the public necessity, health, safety, and welfare requires the removal of overhead wires and overhead structures from Spruce Avenue, between Railroad Avenue and the north edge of the Spruce Elementary School, -2- between Lux Avenue and Park Way, and underground installation of said wires and facilities; and WHEREAS, the City has consulted with the affected -utilities and such utilities have agreed that the proposed underground conversion district, designated the Spruce Avenue Underground. Utility District, as described in Exhibit 1, meets one or more of the four qualifying criteria established by the CPUC for Rule 20A projects, to wit, (1) That Spruce Avenue is extensively used by the general public and carries a heavy volume of pedestrian and vehicular traffic; and (2) That Spruce Avenue adjoins a civic area; and (3) That Spruce Avenue is considered an arterial street as defined in the Governor's Office of Planning and Research General Plan Guidelines; and WHEREAS, the City Council acknowledges that wheelchair access is in the public interest and has been considered as a basis for defining the boundaries of the proposed District; and WHEREAS, upon the recommendation of staff, the City Council has determined that the proposed Spruce Avenue Underground Utility District is categorically exempt from environmental review pursuant to the California Environmental Quality Act; and NOW, THEREFORE, the City Council of the City of South San Francisco does hereby ORDAIN as follows: SECTION 1. Findings The City Council of the City of South San Francisco ("City") finds that the public necessity and safety requires the removal of all existing utility poles, (excepting those poles supporting strectlights and traffic signals), overhead utility wires, and associated overhead structures, and the installation of underground wires and facilities for supplying electric power, communication, or similar associated services within the areas as shown in Exhibit 1, attached hereto, running along Spruce Avenue from Railroad Avenue to the north edge of'Spruce Elementary School, with such area being designated as the Spruce Avenue Underground Utility District. SECTION 2. Amendments to South San Francisco Municipal Code Chapter 13.16 The City Council hereby amends the following sections of the South San Francisco Municipal Code to read as follows (with text in strikeout indicating deletion and double underline indicating addition). Sections and subsections that are not amended by this Ordinance are not included below, and shall remain in full force and effect, -3- A. Revise South San Francisco Municipal Code Section 13.16.070 to read as follows: 13.16.070 Notice to property owners and utility companies. A. Within ten days after passage of an ordinance pursuant to Section 13.16.030, the city clerk shall notify all affected utilities and all persons owning real property within the area designated in the ordinance of the adoption thereof. The city clerk shall further notify such affected property owners of the necessity that, if they or any person occupying such property desire to continue to receive electric, communication or other similar or associated service, they of sue', ae shall execute Right ofEntry agreements with the jIy to allow the_City and its contractors and the. utility companies and their contractors,�permiAgn to work on the ro of ...for the purposes of inspection of the electric service panel construction of the underground service laterals______,conversion _ onv of the electric panel, and reconnection of all utility services Mss provide all, necessary so as to allow the ro o to receive such service from the lines of the supplying utility or utilities at a new location, subject to applicable rules, regulations and tariffs of the respective utility or utilities on file with the Commission, B. Notification by the city clerk shall be made by mailing a copy of the ordinance adopted pursuant to Section 13.16.030, together with a copy of the ordinance codified herein, to the affected utilities and to affected property owners as such are shown on the last equalized assessment roll of the county of San Mateo. B. Revise South San Francisco Municipal Code Section 13.16.090 to read as follows: 1.3.16.090 Responsibility of property owner—Right of Entry. Upon receipt of a request for Right of Entry on a form Provided.&� . flue City,--- _..._ ._ property owner shall execute and return.m._tlae bight of Entry to tJIg-=Qty within ten (101 d_a s _thereb raran�.n permi_ssien.to the_�City and its_contractors nand the Utilities and their contractors to enter the property to coi pl€;teall inspection an_d� ...construction ... ......._®___..__. ...... .a... necessary to receive underground between the Se.-Hiee &,eiluities-M'effed, to in Section P.16.090 and the seizviee 11�----Aifies i n. the building or- structure being served, sha4l 1P.-a—d-M Dy the per-se.n.4 , Oplerating, f, subject to applicable rules, regulations and tariffs of the respective utility or utilities on file with the Commission. FolloR.i comraletion of con strRaction,_t _e...0pQrty....owner_shall own the newly installed der round._service laterals and converted service panels. -- .��un -i—in the -me pr vided far in the ordinanee ado ted pkirstlant to Seefieii 13.16.030, the , -4- C. Revise South San Francisco Municipal Code to add Section 13.16.095 to read as followsi 13.16.095 Res ponsibility.of.proper1y owner—Electric Service panel. If the City's inspection identifies deficiencies i r .......... -n-th-e-p-operty's electric service that render its electric service unsafe to be reconnected, the City -1y ive the prop�y ........... ..............— owner notice as described in Section 13,16.110 that the=promAy owner shall obtain a City pen-nit and shall correct the identified deficiencies within fort y-fivef45 days . City ..........................-..................... ............... D. Revise South San Francisco Municipal Code Section 13.16.110 to read as follows: 13.16.110 Notice--Contents. The noticed given pursuant to Sections 13.16 070 and/or 13.16.0950 shall particularly specify what deficiencies (including, beat not limited to,..submission of a ight of Entry a reer cent are wefk4s-reqwired to be 4enecorrected by the VMRWY owner, and shall state that if the propeily-Q-wrier does not _com lete the work to correct the deficiencies (or subm.LL_tWQ_r_e ire- Right o C_ i Is 4-ft Ae I' Pe o,rilpleted within fody1fiyQJ4,5_) ten days after receipt of such notice., the eity engineer City will enter the property and correct the deficiencies pfe;,,ide saeh required --undefgfettnd facilities, in which case the cost and expense thereof will be assessed against the property benefited and become a lien upon such property. E. Revise South San Francisco Municipal Code Section 13.16.120 to read as follows: 13.16.120 Performance of work by city—Assessment. If upon the expiration of the forty-five...ten--day period specified in Section ._3V ­11-PI OV.-ed, tile 13.16.110, the requifed -u*dC+gr-OttHd f6eilitie-S ih "A 64.Y the property owner has=a&�conjle�tgd the required the City shall forthwith proceed to do the work; provided, however, if such premises are unoccupied and no electric or communication services are being furnished thereto, the city engineer may, in lieu of providing the required underground facilities, order the disconnection of all existing connections used for furnishing electric and communication services to such premises. Upon completion of the work by the city engineer, he shall file a written report with the council setting forth the fact that the required underground facilities have been provided and the cost thereof, together with a legal description of the property against which such cost is to be assessed. The council shall thereupon fix a time and place for hearing protests against the assessment of the cost of such work upon such premises, which time shall be not less than ten days thereafter. SECTION 3. Undergrounding of Utilities in the District -5- A. The affected utility companies, cable television services, and other affected services shall commence work on installation of underground facilities in the District and, as each phase of the project is complete and ready for conversion from overhead to underground utility facilities, all fronting property owners shall be notified by first class letter, postage pre-paid, of the ;schedule for conversion of all utility service lines. B. City hereby applies Rule 20A underground conversion allocation computed pursuant to decisions of the CPUC for the purpose of providing to each premises in the District requiring it a maximum of one hundred (100) feet of individual electric service trenching and conductor, as well as backfill, paving, and conduit, if required, and each other utility serving each property shall provide the funds to complete their service trenching and conductor in accordance with its rules and tariffs on Bile with the CPUC or as required by its Franchise Agreement with the City of South. San Francisco, C. PG&E shall use said underground conversion allowance allocation to manage the conversion of the electric service panels in the District, up to a maximum amount of $1,500.00 per service entrance, excluding pen-nit fees. The City shall request that PG&E manage the conversion of electric service panels in the District to accept underground service in accordance with the option made available by PG&E in its "Agreement to Perform. Tariff Schedule Related Work - Rule 20A Electric Panel Service Conversion" (Form 79-1113) and use Pule 20A credits for any remaining expense. Each property owner shall be responsible for maintenance of the conduit and termination box located on, under, or within any structure on the premises served.. D. Property owners within the District affected by the undergrounding project shall additionally be responsible for executing night of Entry agreements with the City that allow the City, PG&E and their contractor access to inspect the electric panel and connect the premises to the new underground electrical facilities. Property owners are responsible for correcting any existing violations of the City's electrical code identified by the City with regard to their electrical panel. E. {once all services have been converted from overhead to underground, the utility companies, telecommunication companies, cable television services, and other affected services shall remove all poles (except as specified above) and associated overhead facilities in the:District. F. The date by whichh affected property owners within the District must have installed on their premises all electrical facility changes necessary to receive service from the underground facilities of the utilities, and the order to remove all poles, overhead wires, and associated overhead structures, shall be established by a schedule determined at the time a bid is awarded for construction of the project, as required by a phasing plan. G. Once all services have been converted from overhead to underground and all related above-ground structures have been removed within the District, it shall be unlawful for any person to erect, construct, place, keep, maintain, continue, employ or -6- operate any pole, overhead wire or associated overhead structure in any public street, alley or way within the District, pursuant to Section 13,16,040 of the South San Francisco Municipal Code. SECTION 4. Severability If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid or unconstitutional, the remainder of this Ordinance, including the application of such part or provision to other persons or circumstances, shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The City Council of the City of South San Francisco hereby declares that it would have passed each section., subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable. SECTION 5. Publication and Effective Date Pursuant to the provisions of Government Code Section 36933, a summary of this Ordinance shall be prepared by the City Attorney. At least five (5) days prior to the Council meeting at which this Ordinance is scheduled to be adopted, the City Clerk shall (1) publish the Summary, and (2) post in the City Clerk's Office a. certified copy of this Ordinance. Within fifteen (15) days after the adoption of this Ordinance, the City Clerk shall (1) publish the summary, and (2) postt in the City Clerk's Office a. certified copy of the full text of this Ordinance along with the names of those City Council members voting for and against this Ordinance or otherwise voting. This Ordinance shall become effective thirty (30) days from and after its adoption. Introduced at a regular meeting of the City Council of the City of South San Francisco held the 27'h day of January, 2016, Adopted as an Ordinance of the City of South San Francisco at a regular meeting of the City Council held the 10"' day of February, 2016, by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: City Clerk -7- As Mayor of the City of South San Francisco, I do hereby approve the foregoing ordinance this day of 2016. Mark Addiego, Mayor 2595355.1 -8- City of South San Francisco Proposed Spruce Avenue Underground Utility District dB 1/51q 620 TAMARACK/530 RICE 10 60 500 4 , 414 oiq 412 051'500. . �I�,,� A I/ 4 414 `K t/V 4 7'/j �r 319 L 479 305/50 305 25 81 9 ..r ter 8A 11450 6/20 r W 478 t. 601 01 603 79 1011 to 111 5 to 608 1011 08 10 t IS �f qV 05to 7 1804 J O p 11 �f 'l,4, Legend ED Utility District Boundary + PA , I Parcels in District Other Parcels Pacific Gas and Electric Company Revised Cal, P.U.C. Sheet No. 30474-E San Francisco, California Cancelling Revised Cal. P.U.C. Sheet No. 19012-E U39 ELECTRIC RULE INC. 20 Sheet 1 REPLACEMENT OF OVERHEAD WITH UNDERGROUND ELECTRIIC FACILITIES A, PG&E will, at its expense, replace its existing overhead electric facilities with underground electric facilities along public streets and roads, and on public lands and private property across which rights-of-ways satisfactory to PG&E have been ,obtained by PG&E, provided that: 1 The governing body of the city or county in which such electric facilities are and will be located has: a. Determined, after consultation with PG&E and after holding public hearings on the subject, that such undergrounding is in the general public interest for one or more of the following reasons: 1) Such undergrounding will avoid or eliminate an unusually heavy concentration of overhead electric facilities; 2) The street or road or right-of-way is extensively used by the general public and carries a heavy volume of pedestrian or vehicular traffic; 3) The street or road or right-of-way adjoins or passes through, a civic area or public recreation area or an area of unusual scenic interest to the general public; and 4) The street or road or right-of-way is considered' an arterial street or major collector as defined in the Governor's Office of Planning and Research General Plan Guidelines. b. Adopted an ordinance creating an underground district in the area in which both the existing and new facilities are and will be located requiring, among other things, (1) that all existing overhead communication and electric distribution facilities in such district shall be removed, (2) that each property served from such electric overhead facilities shall have installed in accordance with PG&E's rules for underground service, all electrical facility changes on the premises necessary to receive service from the underground facilities of PG&E as soon as it is available, and (3) authorizing PG&E to discontinue its overhead service. c. Acknowledged that wheelchair access is in the public interest and will be (N) considered as a basis for defining the boundaries of projects that otherwise I qualify for Rule 20A under the existing criteria set forth in Section A(1)(a) I above. (N) (Continued) Advice Letter No: 3860-E Issued by Date Filed June 13, 2011 Decision No. Brian K. Cherry Effective July 13,2011 Vice President Resolution No. 1C7 Regulation and Rates -9- Pacific Gas and Electric Company Originaf Cal, P.U.C. Sheet No. 11240-E San Francisco, California Cancelling Cal. P.U C. Sheet No. 11ral U 39 ELECTRIC RULE NO. 20 Sheet 2 REPLACEMENT OF OVERHEAD WITH UNDERGROUND ELECTRIC FACILITIES A. (Gont'd) 2, PG&E's total annual budgeted amount for undergrounding within any city or the (N) unincorporated area of any county shall be allocated as follows: a. The amount allocated to each city and county in 1990 shall be the highest of: 1) The amount allocated to the city or county in 1989, which amount shall be allocated in the same ratio that the number of overhead meters in such city or unincorporated area of any county bears to the total system overhead meters; or 2) The amount the city or county would receive if PG&E's total annual budgeted amount for undergrounding provided in 1989 were allocated in the same ratio that the number of overhead meters in each city or the unincorporated area of each county bears to the total system overhead meters based on the latest count of overhead meters available prior to establishing the 1990 allocations; or 3) The amount the city or county would receive if PG&E's total annual budgeted amount for undergrounding provided in 1989 were allocated as follows: a) Fifty percent of the budgeted amount allocated in the same ratio that the number of overhead meters in any city or the unincorporated area of any county bears to the total system overhead meters; and b) Fifty percent of the budgeted amount allocated in the same ratio (N) that the total number of meters in any city or the unincorporated area of any county bears to the total system meters. (Continued) Advice Letter No: 1300-E Issued by Date Filed June 7, 1990 Decision No. 90-05-032 Gordon R.Smith Effective July 17, 1990 Vice President Resolution No. 2 C 1 and Chief Financial Officer -10- Pacific Gas and Electric Company Original Cal. P.U.C. Sheet No. 11241-E San Francisco, California Cancelling Cal. P U,C. Sheet No. U 39 ELECTRIC RULE NO. 20 Sheet 3 REPLACEMENT OF OVERHEAD WITH UNDERGROUND ELECTRIC FACILITIES A. (Cont'd) 2. (Cont'd.) b. Except as provided in Section 2.c., the amount allocated for undergrounding (N) within any city or the unincorporated area of any county in 1991 and Mater years shall use the amount actually allocated to the city or county in 1990 as the base, and any changes from the 1990 level in PG&E's total annual budgeted amount for undergrounding shall be allocated to individual cities and counties as follows: 1) Fifty percent of the change from the 1990 total budgeted amount shall be allocated in the same ratio that the number of overhead meters in any city or unincorporated area of any county bears to the total system overhead meters; and 2) Fifty percent of the change from the 1990 total budgeted amount shall be allocated in the same ratio that the total number of meters in any city or the unincorporated area of any county bears to the total system meters. c. When a city incorporates, resulting in a transfer of utility meters from the unincorporated area of a county to the city, there shall be a permanent transfer of a prorata portion of the county's 1990 allocation base referred to in Section 2.b. to the city. The amount transferred shall be determined: 1) Fifty percent based on the ratio that the number of overhead meters in the city bears to the total system overhead meters; and 2) Fifty percent based on the ratio that the total number of meters in the city bears to the total system meters. When territory is annexed to an existing city, it shall be the responsibility of the city and county affected, in consultation with the Utility serving the territory, to agree upon an amount of the 1990 allocation base that will be transferred from the county to the city, and thereafter to jointly notify PG&E in writing. (N) (Continued) Advice Letter No.- 1300-E Issued by Date Filed June 7, 1990 Decision No. 90-05-032 Gordon R. Smith Effective July 17, 1990 Vice President Resolution No. 3C1 Finance and Rates -11- " Pacific Gas and Electric Company Revised Cal. P.U C, Sheet No, 19013-E San Francisco, California Cancelling Revised Cal. P U C. Sheet No. 16664-E 61 U 39 ELECTRIC RULE NO. 20 Sheet 4 REPLACEMENT OF OVERHEAD WITH UNDERGROUND ELECTRIC FACILITIES A. (Cont'd.) 2. (Cont"d.) d. However, Section 2 a, b, and c shall not apply to PG&E where the total amount available for allocation under Rule 20-A is equal to or greater than 1.5 times the previous year's statewide average on a per customer basis. In such cases, PG&E's total annual budgeted amount for undergrounding within any city or the unincorporated area of any county shall be allocated in the same ratio that the number of overhead meters in the city or unincorporated area of any county bears to the total system overhead meters. e. Upon request by a city or county, the amounts allocated may be exceeded (N) for each city or county by an amount up to a maximum of five years' I allocation at then-current levels where PG&E establishes additional I participation on a project is warranted and resources are available, Such (N) allocated amounts may be carried over for a reasonable period of time in communities with active undergrounding programs. In order to qualify as a community with an active undergrounding program, the governing body must have adopted an ordinance or ordinances creating an underground district and/or districts as set forth in Section A.1.15. of this Rule. Where there is a (T) carry-over or additional requested participation, as discussed above, PG&E (T) has the right to set, as determined by its capability, reasonable limits on the rate of performance of the work to be financed by the funds carried over. When amounts are not expended or carried over for the community to which they are initially allocated they shall be assigned when additional participation on a project is warranted or be reallocated to communities with active undergrounding programs, (Continued) Advice Letter No: 2280-E-B Issued by Date Filed Judy 31, 2002 Decision No. 02-06-027 Karen A. Tomcala Effective July 19,2002 Vice President Resolution No, E-3757 E-3767 4C2 Regulatory Relations -12- Pacific Gas and Electric Company Revised Cal. P.U.C, Sheet No 16665-E San Francisco, California Cancelling Original Cal. P.U.C. Sheet No. 11242-E U 39 ELECTRIC IRULE NO, 20 Sheet 5 REPLACEMENT OF OVERHEAD WITH UNDERGROUND ELECTRIC FACILITIES A. (Cont'd.) 3. The undergrounding extends for a minimum distance of one block or 600 feet, (L) whichever is the lesser. Upon request of the governing body, PG&E will pay from the existing allocation (T) of that entity for: (T) The installation of no more than 100 feet of each customer's underground (T) electric service lateral occasioned by the undergrounding. (L) The conversion of electric service panels to accept underground service, up to (N) $1,5100 per service entrance, excluding permit fees. (N) The governing body may establish a smaller footage allowance, or may (L) limit the amount of money to be expended on a single customer's electric service, or the total amount to be expended on all electric service installations in a particular project. (L) (Continued) Advice Letter No: 1930-E Issued by Date Filed October 28, 1999 Decision No. DeAnn Hapner Effective December 7, 1999 Vice President Resolution No 5C2 Regulatory Relations -13- Pacific Gas and Electric Company Revised Cal. P.U.C. Sheet No. 1.5611-E San Francisco, California Cancelling Revised Cal. P.U.C. Sheet No. 11243-E U 39 ELECTRIC RULE NO. 20 Sheet 6 REPLACEMENT OF OVERHEAD WITH UNDERGROUND ELECTRIC FACILITIES B. In circumstances other than those covered by A above, PG&E will replace its existing overhead electric facilities with underground electric facilities along public streets and roads or other locations mutually agreed upon when requested by an applicant or applicants when all of the following conditions are met: 1. a. All property owners served from the overhead facilities to be removed first agree in writing to have the wiring changes made on their pireimises so that service may be furnished from the underground distribution system in accordance with PG&E's rules and that PG&E may discontinue its overhead service upon completion of the underground facilities; or b. Suitable legislation is in effect requiring such inecessary wiring changes to be made and authorizing PG&E to discontinue its overhead service. 2. The applicant has: a. Furnished and installed the pads and vaults for transformers and associated equipment, conduits, ducts, boxes, pole bases and performed other work related to structures and substructures indudingi breaking of pavement, trenching, backfillling, and repaving required in connection with the installation of the underground system, all in accordance with PG&E's specifications, or, in lieu thereof, paid PG&E to do so; b. Transferred ownership of such facilities, in good condition, to PG&E; and c. Paid a nonrefundable sum equal to the excess, if any, of the estimated costs, of completing the underground system and building a new equivalent (T) overhead system. 1 The area to be undergrounded includes both sides of a street for at least one block or 600 feet, whichever is the lesser, and all existing overhead communication and electric distribution facilities within the area will be removed. (Continued) Advice Letter No: 1765-E Issued by Date Filed May 11 11998 Decision No. 97-12-098 Thomas E. Bottorff Effective July 1, 1998 Vice President Resolution No. 6C1 Rates Account Services -14- FPacific Gas and Electric Company Revised Cal. P.U.C. Sheet No. 19014-E San Francisco, California Cancelling Revised Cal, P.U,C. Sheet No. 11244-E 181 U 39 ELECTRIC RULE NO. 20 Sheet 7 REPLACEMENT OF OVERHEAD WITH UNDERGROUND ELECTRIC FACILITIES B. (Cont'd) 4. PG&E may, when requested by the city or county and mutually agreed upon by (N) such government entity and PG&E, intitially fund any required engineering/design I costs for conversion projects under this section. In the even such a project I proceeds, the requesting city or county shall reimburse PG&E for such engineering/design costs before PG&E shall be required to commence further work on the project. In the event the project is not approved to proceed within two and one-half years of PG&E's delivery of such engineering/design study, the I requesting city or county shall reimburse PG&E for its costs of such engineering/design study within 90 days of a demand by PG&E. In the event payment is not received PG&E shall! expense such costs as an operational cost and shall reduce the city or county's allocations provided under Section A of this Schedule by the amount. 5. The costs of removal of the overhead poles, lines, and facilities are the responsibility of PG&E and will be paid by PG&E. Such payments shall not (N) operate to reduce Rule 20-A allocations. C. In circumstances other than those covered by A or B above, when mutually agreed upon by PG&E and an applicant, overhead electric facilities may be replaced with underground electric facilities, provided the applicant requesting the change pays, iin advance, a nonrefundable sum equal to the estimated cost of the underground facilities less the estimated net salvage value and depreciation of the replaced overhead facilities. Underground services will be installed and imaintained as provided in PG&E's rules applicable thereto, D. The term "underground electric system" means an electric system with all wires installed underground, except those wires in surface mounted equipment enclosures. Advice Letter No: 2260-E-B Issued by Date Filed July 31, 2002 Decision No. 02-06-027 Karen A. Tomcala, Effective July 19, 2002 Vice President Resolution No. E-3757 E-3767 7C1 Regulatory Relations -15- Pacific Gas and Electric Company Revised Cal. P,U,C, Sheet No. 32145-E San Francisco, California Cancelling Original Cal. P.U.C. Sheet No. 28920-E U 39 Electric Sample Form 79-1113 Sheet 1 Agreement to Perform Tariff Schedule Related Work (T) Rule 20A Electric Panel Service Conversion (T) Please Refer to Attached Sample Form Advice Letter No: 4141-E Issued by Date Filed November 15, 2012 Decision No. 11-05-018 Brian K. Cherry Effective November 15, 2012 Vice President Resolution No. 1 C1 Regulatory Relations -16- Pacific Gas and DISTRIBUTION REFERENCES Electric Cotripany [l Applicant(Original) m — — [] Division(Original) p AGREEMENT TO PERFORM TARIFF O Acctg.Sorvices Project moc: ____ SCHEDULE, ���U����� ������� ~ RULE °����= �= =�.�"�°� 20A ELECTRIC PANEL SERVICE �������������U���� ������ � ��mx��"��m� City/County of . (Applicant) has requested PACIFIC GAS AND ELECTRlC COMPANY, o California corporation(PG&E)to perform the tariff scheduled related work as located and described herein. Electric Panel Service Conversion Program: In order to expedite the completion of Rule 20A Projects, PG&E has offered to manage the electric service conversions, and pay for this work from the Applicant's allocation funds. The underground electric feed that replaces the existing overhead service will be installed in the most economical manner possible, as determined by PG&E. To ensure the success mfthis program,the Applicant agrees to support the Electric Panel Service Conversion Program as follows: Responsibilities of the Applicant: 1, Provide accurate list of owner, parcel#. address, phone number. 2, Mail informational letters to all residents describing the program and their responsibilities, m. PG&E will provide templates for these letters. 1 Obtain Right nf Entry agreements from property owners prior tu scheduling construction. a. PG&E*"U provide the document for each property owner to complete and sign. 4. Provide a liaison for residents and property owners no contact with questions, 5. VVa|w*permit fees. 6. Waive Inspection fees, 7. Facilitate a preliminary job walk with the liaison, building inspector and others. a. Review PG&Eaintended placement of new equipment required for conversions, b, Clarify the inspection and permit requirements and timing, |fnecessary. 8. Provide information enabling the fi0d crews to determine the location of property lines. g. Disclose all special circumstances a. For exairnple� historic buildings, hazardous materials,environmental issues, burial grounds and other items that may affect the overhead-to'underg round conversion. 10. Communicate with the property owners if additional work beyond the conversion will be requined. u. PG&E will pay for the work required to replace the existing overhead electric feed with o new underground feed only. The cost of any additional work required to bring the property up to current codes will be borne by others (property owner orApp|icenV. b, The Applicant will communicate to the property owner all items that must be brought up to code in a time;y manner, and all code issues will bo managed by the Applicant, 11 Disclose work hours and days. Automated Document,Preliminary Statement, Part* Page 1ur2 Form 79-1113 Auvme334x-G/^1*1-s wovembe,2012 -17- IF! Pacific ic Co Gas AGREEMENT TO PERFORM TARIFF SCHEDULED Elevtrmpany RELATED WORK - RULE 2�OA ELECTRIC PANEL 1-1-1-1 ---- --, SERVICE CONVERSION 12. Agree prior to construction regarding the required notifications to residents and property owners. 13. Failure to complete the above requirements may result in construction delays, PROJECT NAME: LOCATION CALIFORNIA City: Executed this day of ., 20— This agreement is effective when accepted and executed by PG&E. 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LM V-4 ....... _._. . _. cy bb to Zj 4 uiouuual�llul� I uuuaaha��,l� u ii ro LM LA cu �aal� ua w 7 ro 1. y al r 1 r/�f 1 i�� /✓� 1 i� rf 11,x,,9//,,U� G6����t 11 �ir" �l 1 y/�����Q(^ ��>pYI7 U 1 I Id Mis M5121lti1 2015 CITY COUNCIL COMMITTEE ASSIGNMENTS Community Coalition Addiego/Gupt,a Community Development Block Grant Garbarino/Matsiumoto Conference, Center Authority Garbarino/Matsumoto Downtown Subcommittee (Ad Hoc) Gupta/Matsumoto FiInance/Budget/Audit/I nvestment Addiego/Garbarino Harbor District Addiego/Normandy Housing Mlatsumioto/Gupta Improving Public Places Matsumoto Kaiser Subcommittee (Ad Hoc) Garbarino/Matsumoto SSF School District Gupta/Normandy BOARDS & COMMITTEES w/ SSF REPRESENTATION Airport/ANIP Addiego Meetings schpidulpd as mquested by SmiiftonnnnMee Airport Land Use Committee ( ►LUC) Normandy/Garbarino (A) '1111nm 4=-6�00 p rn Buirfingamw"Tii D ilCity CouncIil Chainbers,601 Prilinlroser Rd,) i0fflbraec I B01((,my Counicii Chambers,621 imagnoHa Ave,,) Bicycle/Pedestrian Advisory Committee (B/PAC) Matsumoto Dates;'r13D Tkne:7:00-9-100 Ily,nn. Ii-ocatIiorc:San iLqatro City i iai ,couincif cKambers (Appointed by G/CAG Board) Caltrain Moderization Mats urnoto/G arbarl no ow,eets 4"' M imrsday of�every other,rnonflu 6 00-7-30 pm.) Date&! Jainuaipy 22� Maich 26;May y2, Jidy 23,Septern1ber 2C, November 19 Tlnie�.18-00 -7.30 1 Locaftw Eidwaird J, Bac-clIocico AudIifi!m6LHTI,SainiTirains Aidn*fttraVve Offices(2'd jqolom,( '1250,San Carlos A%pe.,San Cam.os City/County Association of Government (C/CAG) Board Matsumoto/Gupta (A), Dates�.Jamrjwy 8; III ebiruary 12„ March '12,Apili 9i May 14;June 11;August 13i Septernber III Oi October 8; November'12i Decernber 10(1114o rineetlings In Jtfly) T me:6:30-9°100 imil, 11:11 ocabom San Mateo COUnty Tii'ansft District-1250 San Carlos Ave,,San Carlos Congestion, Management Environmental Quality (CMEQ) GarbariIno Dates,a January 26!, February 23i, March 30;Apurii 27i May 18;June 29;August 31; Septeii�nber 28�October 26i November 30(No meeHngs in jiuiy& lecernber) Firne:3,100-5=Pan, Locatilorr San Mateo city HaH,Cointerenii;e Roorn C 3310 West 20th Ave.,San Mateo (Appointed by C/CAG Board) Housing Our People Effectively (HOP' ) Leadership Committee Normandy/Garbarino (A) (11weets 2""Wedraesday of every other month;9.00 -11=a,irn.) 1',)ate&:TBD tune.-9,�,00--11.00 wint Locaflom siiucojn Vaiiiey Siikon Vahey Conunurifty Fouridabon, 13010 South ECR,Sair lidiateo JPA-ALS-EMS Garbarino/Gupta (A) T113A League of California Cities-Peninsula Division Council Liaison Garbarinio January 14-,New Mayors&Coiuncii !AeirtM�)ers Acadeiiny, Sacramento February 26 PleywhmuIla IlNvwon Quarteviy Dinner,IlyMmelllraeiao at Shoreffine,MOUntain Viewe,6 8°301pmi Apilii 29--I-ewsilative Acfion Day &ReceptIlon,Sacramento ifty 28 �Fleri�insula Dlvfs�on Quarteidy Dinner, SOUtlhefrl SaUl MatOO COWIty ,6-8M3rn AUgLlSt 27 �Perflnsiiii1a I(�uarterlly Dfniner, llbuc�iaers iat SmreMfne,iWoli,mrwtain),rIew,16-8M;Irn October 2-Peirdnsida MvWon AnnuaV Brealkfa%It,Leagiise AnntmW COVIft'rerme:1 Saiii Jilose October 22-IDenlinsulla CHWsfoin Quarteirly Mniner,SoUthmn dawn Mateo County, 6 Bpin� Revised:March 11,2015 Peninsula Traffic Congestion Relief Alliance Garbarino/Normandy (A) (Mleets Thuiirsda,y of afternate morittis) I.31atew January 15;Aprfl 16 June'18 nrine:8:55.,1,,9:30 aria. III ocatk)m Sfficon Nifallley Corwrasinky,Illaoiurudabon Room 114,San,iloateo Regional Housing Need Allocation Matsumoto/Garbarino TBA Resource Management& Climate Protection Committee Gupta (1111fteets 3"d Wednesday of every a nonft 2:00 -C100 pi,m) Dates,:Jainuary 21, February 18', Mairch 18; Apyfl 15 May 20;June 24;Jtdy 15 August 1% Septern bier'16; October 21;Novernber 18; Decernber'165 III Irne� 2�:00--4:001 p nn I ocatiow Q ound 5I1010r'Conference lRoorn 15:5 Bovelt.111W.,Sain Mateo SFO Airport Community Round Table Addiego]Gupta (A) 111,)kotm 1' bruauy 4�;Ajorfli t;June 3„Selpternber 2'w igovenrbe� 4 Tiiq,ie: 7.-0101 91,00 pxn, Locabow David Chieticuti COMMunity 1450 I!2opIlair Ave,i0fflbrae SIC — Emergency Services Council Gupta/Normandy (A) Datw Same mi V 15; Aprili 115;Juirie,18 Septeiin1beir,17 Time: 5r�30--6,°�30 p.im. Locatiom County Government Centeii,,i Juiry Assembly Room, 400 1 Ch%, 11VOC Water Transit Advocates (WTA) Mats urnoto/Addiego (A) 11 ID CITY SELECTION COMMITTEES *Association of Bay Area Governments (A BAG)— Executive Boardl Gupta Slates: I'1315 flrm 7:00 r 1 0:001 p,nn, 11, oc@Vom JOIMph 5r It 11MetroCentaur,101 8""Sk,5ud11t011`iL1inn:, oalldarid Bay Conservation & Development Committee (BCDC) Addiego Meets 1"&5°a'rhuirsiday of each rnonth: 1 100 jjjp,nru.-2 locaborks Oakland: Apii'H 1116,August 20,Oictolt*r 16„ December 3; Diecernbeii°17 San Francisco: Jarivary 15, February 5; FelbruM 19; March 5„ I 19� Aprfll 2l ifty 7; May 21;Juine 4„Junia 18 July 2, Jt,dy 118;Aa,qpust 6; Septemlber 3p September'l 7'p Octobier,l; Novembe 5; i4overnher 191 *Housing Endowment & Regional Trust(HEART) Normandy (11110eets 4""Wechinesday of eacli,ro rnonth) Data a:Jairiivairy 28; II ebiruary 25�l 125;Apdl 22g May 27" June 24, Thrje:3:010-14:010 pm. Locaflow Sfflirioii,i VaIlley Ciwniinurufty Conference Center,1300 &ECR,San Mateo SamTrans Matsumoto iMeiets V`Wednesday of eadh nnorfth) Dates�January 7; February 4 Mairich 4;Alprill:1-, May 6p June 3,Jully 1;August 5„ Septerriber 2, Gctober'7; IiYoveimber 4 IDelcernber 2 Locaflon:Sarn,irrans Adm0n. Officiois, Echivairld J. Bacickl oiro Auiditodum, 1250 San Carlos Ave,Sarni i S Transportation Authority (SMCTA) Matsumoto Datw January 9" Felbruary 5„ lVarch 5„Apirh 2„May 7 June 41,"Jully 21-� AUgust 61 Septerniber 3,-October 1 a November 5; 15a,m ernber,3 71nnw 5.010 P,rm L OiCafi,VE 11250 5S am Caiii los Avi San Caii,llos (Appointed by SarnTrans Board) "City Selection Committee Appointments January 2014 Meeting Former Ad Hoc Committees: Facilities Naming Farmer's Miarket Revised:Match 11,2515