For recording todays meetings. Please ensure you have silenced your cell phones and other electronic devices. And all documents should be submitted to the clerk. Chairwoman thank you very much. Mr. Clerk, can you please call item number two. Item 12 is approval of the lasco minutes from the may 22nd, 2019, rescheduled meeting. Chairwoman do any commissioners have any changes to the may 17th meeting . None. Chairman seeing none, do any members of the public have any comment on item number two . Seeing none, Public Comment is closed. Is there a motion to approve the minutes . So moved. Chairwoman motion by commissioner singh, and sected by commissioner mar. We can take these minutes without objection. Mr. Clerk, please call item number three. The communitys aggregate community report. Chairwoman we have susan mercelson with updates and state legislation. And mr. Hyam. Im sorry, mr. Global. We were hoping you could switch to number four. Agenda item number 4 is the city of San Franciscos tenure capital plan. Chairman them. Heather graham is here to make a presentation. Good morning, good afternoon, my name is heather green, and im the director of Capital Planning for the city of San Francisco, and our deputy resilience officers. I was asked to present here today to give a little bit of citywide context to the clean power work and the Capital Planning that will happen there. Im here to provide an overview of our citywide Capital Planning. I will try to be brief in my comments, but if you have anything you would like me to pause and talk about further, then im happy to do so. Our tenure capital plan is a constrained 10year plan. We are in year 13, and it captures 39billion of planned i investments. What is helpful here is to know how the capital plan helps us. It helps us to have conversations and to understand priorities as we are gathering input from stakeholders, because this is a plan that is to represent all of the stakeholders. The conversations we have with your offices helps us produce something that really reflects the will of the city. We do this every other year. We just approved the most recent one, as i said, and it is on departments to give us information about their buildings. Their infrastructure needs and so on. Were coordinating and collecting, and were a small office that tries to make sense of everything we receive. And we do some datagathering of our own on the facilities conditions, primarily. And we take all of the requests and organize and prioritize them into the plan, which you guys have all seen. And we make recommendations that Capital Planning committees, and the draft and proposed form goes to the mayor and board, ultimately, for approval. In the capital plan, we have some narrative contents and financial tables. We think about our resilience context, and we have longstanding funding principles that helps us make difficult decisions about what to do first. That is always hard to do. We present an overview of a Capital Outlook, kind of how are we doing against our deferred, aging infrastructure needs. And we have a few ongoing programs, and our two primary debt programs. And then the plan is broken into service area chapters to help it make it more digestable. How do we think about this . Our city has some known resilience challenges, and these are the kinds of things we think about when we think about what is most important. We have risks from earthquakes, from Sea Level Rise and climate change, and af enforcement araffordabilitythat we cant igd the aging infrastructure itself, of course. These are funding principles. The capital plan has tiered funding principles. So you can see most importantly we try to address any legal or regulatory mandate, protect life safety, enhance resilience, and ensure sustainability. These are things were straightup obligated to do as a city. And we want to promote economic development. And in this most recent capital plan, we had some language bowe about equity in the proceeding plan, and we ask departments to tell us how theyre doing that what we hear about their priorities. This is the Capital Outlook i was referring to. Sometimes people ask us, well, how do you know there is so much need in any given direction . And we often point to this backlog, which starts off in the capital plan, like on day one, at 800 million in our general fund department, and this is facilities and rightofway. We know we have a lot to do, and this helps us to make the case for our programs, continued increases over the years. We see the Capital Budget each year. If that meets the capital plan recommended funding level each year, we will just be able to address our annual need in fiscal 27. Were continuing to dig ourselves out, literally. It helps us make the case of dollars towards capital with onetime use, onetime need, and it can benefit us for years to come because as we take better care of ourselves, it becomes more affordable to do so. These are the types of policies we capture in the plan. We make recommendations about the pego program, and it helps us set a norm for funding levels. We have a performance target for our streets that is ambitious but achievable. We have a. D. A. Related policy to improve the infrastructure for those who have accessability challenges, and then we acknowledge, you know, that sometimes enhancements are really urgent, enhancements are those things that are building new or replacing the aging infrastructure. There are two major debt programs we track. They are backed by the city asset, and our g. O. Bonds, and you hear a lot about the latter especially. This gives us a sense of how the plan spending in the city is split. And our Enterprise Departments actually are the largest pot, being the airport port, the m. T. A. , and t. U. C. All of the clean power s. F. , and other spending is reflected in infrastructure and streets chapter, and you can see that 8 billion there, and that is the p. U. C. s 10year number. And infrastructure and street spending is also capture there. Thats the general fund number. Something that we strive to do is to capture all sources as best we can. This helps alleviate the pressure on anyone one source and also acknowledge all of the spending potential across programs, so you can see when we consider all departments, that other debt, that greenpeac greenpeac f the party is much, much bigger. So thats an important way that we look at things, like thinking about all of the different pieces we can bring to bear, so that we use the dollars where they are really needed. Because the color of money can be so important. Another thing that we do, especially for the general fund departments, is to kind of track what the recommended funding levels means for the ability to fund against what we are able to capture as a need. So, for example, we know that our public rightofway has tremendous means, and we are only able, even if we go at the capital plan recommended levels, were only able to fund a little more than half of that need. It is important for us to know what we are able to do and what we are not, so we can be transparent as a city, and deliver on what wecy say werwe say were goingd not others. And just to see how we lay them out, we work with our office of Public Finance in the Controllers Office to look ahead at the full 10 years of our plan and think about where the need is going to hit. So here you see our general fund debt program, the certificates of participation, and both the program and the bond program are constrained. That helps us make, you know, sometimes difficult decisions. The in the case of the c. O. P. Program, it is 3. 25 of annual Fund Discretionary revenue, is the cap on our overall debt. G. O. Bonds were all familiar with. We know that the Affordable Housing bond has gone up to 600 million, and we were able to capture that in the capital plan as well. Having those conversations ahead of time, making sure that theyre documented, making sure it is clear where we need to look, so we can remember we all agreed to Something Like that, has been very helpful, and may be helpful to clear power s. F. As well. And the bond is constrained against our property tax line thats the red line you see there. All of this planning, i like to remind everyone, is really helpful at the ballot box. In terms of continuing to build constituent trust and accountability, having a plan like this helps us to make the case. And what you see here is the light ble blue line is the publication of the First Capital plan, and all of the blue lines are what have passed since then. And as you can see, there is trust problems. On the infrastructure and streets part of the plans thats where clean power s. F. Is. It is a chapter really with just two departments reflected, public works, where we talk about all of the rightofway maintenance that they do, and the p. U. C. , the waste water and hedgy enterprises. We capture the p. U. C. And enterprises at a relatively high level in the capital plan. The p. U. C. Has its own capital team and project managers and so on. They do a lot of work that we benefit from and are able to capture but are not involved necessary day to day in the programming and prioritizing. But we do try to document the system at hand, what the power enterprise is comprised of. And then there are we do have a financial table, which ill show in a second. And the funds identified there, the 360 million for the power enterprise that is planned over the next 10years is spelled out for the following projects upgrading and installing new street lights, improving energyefficiency, providing utility operations to Treasure Island and other developments, and new transmission and distribution facilities. You can see that planned expenditures are broken by power and water, and then the revenues down below for power are called out. And this s, this i is the level documentation that we have. And we have longer descriptions of each of the project programs, which im happy to share with you, if you would rather not have me read out loud, and is available in the plan itself. Thats what we see of clean power s. F. , and we are very much aware that this is evolving and about to grow, and so just talking with the p. U. C. Team here, looking forward to working together and offering any benefits that we can from our years of producing a plan like this. Ill be happy to answer any questions that you have. Chairwoman thank you very much. Colleagues, any questions or comments . None . That was a very thorough presentation. This is opened up for Public Comment. Any members of the public like to speak on this item . Mr. Brooks, good to see you. Good to see you all, too. Eric brooks, San FranciscoClean Energy Advocates and californians for energy choice. So just to kind of reiterate where ive said before, if i were the head of the s. F. P. U. C. , and the power enterprise, that is the plan i would put together because the p. U. C. Is an Enterprise Department that is supposed to focus mainly on a conservative approach and protect ratepayers. So there is nothing wrong with what the s. F. P. U. C. Just showed to you. But it shows that. S. F. P. U. C. Is not the place where were going to get a city buildout that will reverse the climate crisis. Produced locally and regionly by 2030, which is what it is going to take to overcome the crisis. When ab117 was created, it put the elected body in charge of the program, and thats the clean s. F. Board of supervisors. Thats where we need a citywide buildout plan to come from. It is so important that you hire a contractor as soon as you can so we can get that plan planned out so that we dont have to try to put a square peg through a round hole and ask the s. F. P. U. C. To to somethindosomething theyre not designed to do. I know ive said that before, but it bears repeating. According to the puicc, weve only got 10 years left. So we need to do a massive build out of renewables, efficiency, and Battery Storage in this city. The way that is going to happen is through the board of supervisors. Thanks. Chairwoman thank you very much. Next speaker, please. Thank you, chair fewer and commissioners. Jed holton for the 350 bay area. And it is nice to be here and to see everyone. I look forward to diving more into this process and these numbers. Ive never really paid attention to our citys Capital Planning before. Im curious if, you know, 3. 25 people dont like having a lot of debt, but they also complain a lot about the city. If that were jacked up to 3. 50, if we were able to meet our backlog substantially earlier than 2027. To the specific issues of clean power s. F. , and a local buildout of renewables and efficiency, i noticed in the Plan Document that Renewable Development was getting a million a year in the capital plan, and energyefficiency was getting a million a year also. Thats what it looked like in the sheet that was shown. I guess to erics point, a million a year for renewables, and a million a year for efficiency is better than zero, but in terms of looking at a longterm strategic, what we actually need, what we want, it is, of course, not remotely meeting those. So i think this really is this information is what we need to kind of provide to kind of do a gap analysis in terms of where are we now . What are we planning now . Chairwoman how many resources . Exactly. That gap in kind of renewables and efficiency that we still want to add on top of our current Capital Planning would be kind of what we would hope that the contractor that the r. F. Q. Will be able to result in, with a comprehensive plan and developing the work force in San Francisco. Chairwoman thank you very much. Any other public speakers . Seeing none, Public Comment is now closed. We do not have to take action on this item. Thank you very much. Thank you very much, ms. Green. Mr. Clerk, will you call item number three again. Thank you. Item number three is the commune choice aggregation activities report. Chairwoman thank you very much. Mr. Heims . Good afternoon, commissioners. Michael heims, im the director of the clean s. F. Program for the Public Utilities commission. Nice to see you all again. I wanted to make one quick comment before i provide our content here about the last presentation, and more a point of clarification about some of the materials you saw at the very end of that screen. What ms. Green was the existing capital plan for hedge gey power. And some of the values that were noted, one Million Dollars a year, those are related to the hedgy capital plan. Were starting the development of the very first clean power capital plan chairwoman so it will have its on capital plan . Yeah. And having the idea of ms. Green come here was to start a foundation on the Capital Planning process, and were going to build from that, and talk a lot more about what the p. U. C. Is going to do. Chairman chairwoman today im going to cover our usual customer enrollment update that we provide every meeting. And were going to provide a highlevel yearend review. We just finished a fiscal year, and we thought it would be appropriate to take a moment to reflect on what has been accomplished. And were going to provide an update on state legislative activity, which has been hot. So as i think weve reported before, we sc now have now enrolled more than 400,000 customer accounts into clean power s. F. As of this past week, we have a 3. 4 optout rate in the program, or 97 retention rate. Thats about 4 10ths higher than when we reported to you in may. Our super green upgrade rate is 1. 6 particulars, a tenth of a pe percent higher. And thats just 1 lower than our Department Goal for super green when we launched the program. I will comment before we conducted the very large enrollment, we were actually over our goal for that initial enrollment. I think we were at about 6 . So were building it back up, and it is one customer at a time. So as i mentioned, we just wrapped up fiscal year ending 2019. As syth yo i think you know, it has been a really big year for clean power s. F. We have a few slides to reflect on what has been accomplished by the city. First, the total number of accounts enrolled by the program has jumped from 88,000 to more than 400,000 in just one year. That is 312,000 increase, almost 360 year over year growth. And weve maintained low optout rates during this time period. I mentioned 3. 4 . That is lower than the 5 to 7 we had been actually forecasting to. That puts that into context is little bit for you. While managing this large enrollment process, we have managed to continue to get a significant number of costumers to opt up to super green. At the start of the fiscal year, we had about 3420 businesses and homes enrolled, in the past 12 months, weve nearly doubled that number. Thats about an 80 jump year over year. This is an area well be pushing hard on in this upcoming year, increasing these numbers. Were working on an employee upgrade challenge. This is something that were focusing on to coincide with Energy Awareness month in october. Were going to be working with the other Bay Area Community choice aggregation programs to target employees of major 100 Renewable Companies that have signed up in our respective communities, to try to target their employees to upgrade as well. Were going to be expanding our super Green Digital campaign. We intend to continued to hold events and work with advocates. Weve done phone banking in the past with various advocate groups, and well continue that effort. And generally, we want to try to build our super Green Community and awar