Laserfiche WebLink
Community Choice Aggregation Feasibility Analysis Alameda County <br />June, 2016 6 MRW & Associates, LLC <br /> Advanced controls for lighting and platforms that integrate advanced building <br />information & energy management systems. <br /> Increased use of over 50 market ready funding and financing products that can be used <br />to implement sustainability projects in all market sectors. <br /> High Opportunity Programs and Projects (HOPPs) being submitted in response to <br />AB802, such as the Residential Pay-for-Performance HOPP being proposed by PG&E <br />may provide an opportunity to drive higher participation Property Assessed Clean <br />Energy (PACE) programs currently operating throughout Alameda. <br />CCA Supplies <br />The CCA’s primary function is to procure supplies to meet the electrical loads of its customers. <br />This requires balancing energy supply and demand on an hourly basis. It also requires procuring <br />generating capacity (i.e. the ability to provide energy when needed) to ensure that customer loads <br />can be met reliably.19 In addition to simply meeting the energy and capacity needs of its <br />customers, the CCA must meet other procurement objectives. By law, the CCA must supply a certain portion of its sales to customers from eligible renewable resources. This Renewable <br />Portfolio Standard (RPS), requires 33% renewable energy supply by 2020, increasing to 50% by <br />2030. The CCA may choose to source a greater share of its supply from renewable sources than <br />the minimum requirements, or may seek to otherwise reduce the environmental impact of its <br />supply portfolio. The CCA may also use its procurement function to meet other objectives, such as sourcing a portion of its supply from local projects to promote economic development in the <br />county. <br />The Alameda CCA would be taking over these procurement responsibilities from PG&E for <br />those customers who do not opt out of the CCA to remain bundled customers of PG&E. To <br />retain customers, the CCA’s offerings and rates must compete favorably with those of PG&E. <br />The CCA’s specific procurement objectives, and its strategy for meeting those objectives, will be <br />determined by the CCA through an implementation plan, startup activities and ongoing <br />management of the CCA. The purpose of this study is to assess the feasibility of establishing a <br />CCA to serve Alameda County based on a forecast of costs and benefits. This forecast requires <br />making certain assumptions about how the CCA will operate and the objectives it will pursue. To address the uncertainty associated with these assumptions, we have evaluated three different <br />supply scenarios and have generally made conservative assumptions about the ways in which the <br />CCA would meet the objectives discussed above. In no way does this study prescribe actions to <br />be taken by the CCA should one be established. <br />The three supply scenarios that we considered are: <br /> <br />19 The California Public Utilities Commission (CPUC) requires that load serving entities like CCAs demonstrate that they have procured resource adequacy capacity to meet at least 115% of their expected peak load. Since Alameda <br />falls within the Greater Bay Area Local Reliability Area, it must also meet its share of local resource adequacy requirements.