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Home My WebLink About05/10/2023 3:30 CC AGENDA PACKET (03 BAKERSFIELDBAKERSFIELD CITY COUNCIL THE SOUND OF�wruwy�bia'�'{eY AGENDA MEETING OF MAY % 2023 Council Chambers, City Hall, 1501 Truxtun Avenue Amended Regular Meeting 3:30 PM REGULAR MEETING - 3:30 PM 1. ROLL CALL 2. PUBLIC STATEMENTS a. Agenda Item Public Statements b. Non-Agenda Item Public Statements 3. REPORTS a. Community Choice Aggregation (CCA) Presentation and recommended action. Staff recommends that Council receive and file presentation and consider undertaking a feasibility study to examine its effectiveness. b. Public Safety Update - Police Department Calls for Service Priorities and Response Times. Staff recommends the City Council receive and file the update and report. 4. ADJOURNMENT (03 ADMINISTRATIVE REPORT BAKERSFIELD THE SOUND OF"n&40?1f'r0l,r MEETING DATE: 5/10/2023 Reports 3. a. TO: Honorable Mayor and City Council FROM: Christian Clegg, City Manager DAT E: 5/10/2023 WARD: SUBJECT: Community Choice Aggregation (CCA) Presentation and recommended action. STAFF RECOMMENDATION: Staff recommends that Council receive and file presentation and consider undertaking a feasibility study to examine its effectiveness. BACKGROUND: In accordance with the City's ongoing commitment to look at innovative ideas, Council Member Smith made a referral to review the effectiveness of city energy and Community Choice Aggregation (CCA). The purpose of Community Choice Aggregation is to allow participating local governments to procure energy supply service and distributed energy resources for eligible energy customers in the community. This is not to replace our power provider or to municipalize power but to give the city's residents and customers of PG&E the opportunity to opt out of the PG&E as the main touch point, however PG&E will still maintaining transmission and distribution service from the existing lines. CCA allows local governments to work together through a shared purchasing model to put out for bid the total amount of electricity being purchased by eligible customers within the jurisdictional boundaries of participating municipalities. CCA, is also known as Community Choice Energy, municipal aggregation, governmental aggregation, electricity aggregation, and community aggregation, is an alternative to the investor- owned utility energy supply system in which local entities in the United States aggregate the buying power of individual customers within a defined jurisdiction in order to secure alternative energy supply contracts. The CCA chooses the power generation source on behalf of the consumers. By aggregating purchasing power, they are able to create large contracts with generators, something individual buyers may be unable to do. The main goals of CCAs have been to allow consumers greater control of their energy mix, mainly by offering alternative generation portfolios than local utilities. Potentially eligible customers will have the opportunity to have more control and to potentially lower their overall energy costs, to spur clean energy innovation and investment, to improve customer choice and value, and to protect the environment, thereby fulfilling an important public purpose. Other benefits of a CCA include local control and transparency, local economic benefits and job creation, allocating a funding source for local programs that respond to community needs, potential for improved air quality, enhanced public participation — energy democracy and an innovation platform. If council approves a feasibility study, the report will include the effectiveness of a CCA and if the city can have a successful implementation of the CCA. It is a 1.5-year to 2-year process with the study and going to California Public Utility Commission for final approval. The feasibility study can be funded by the General Fund as the City has appropriation to analyze innovative ideas and concepts. ATTACHMENTS: Description Type F:-Iira:lselirntatioir s. ..jbirn:held Iby ClM0 l:-1ira:lselirntatio n Rec'd & Placed on file at City5/10/2023 Council Meeting of: Gate: ¢—! # a , Agenda (tern:_._REPO7, C_t__._..._._. Submitted key:_. f rew 0 r i Commu6ilty GhoiceEnergy r B keIIII sllfi 10, r Y What "'is " n unity Choice Energy? cal program that buys andcan generate electricity for businesses andresidents Enabled by state law in 2002 Partners with investor-owned utilities like P -to deliver electricity andservices The fault service in its service -t rritory �a� 5/10/2023 What is Community Choice Energy .? �W V/lil'/////IYIllYe. ,i M%.Ir,��;p;{p,11Y!N .//,UfIAIIIIYGF/b.01i1/il@.V/R1..fIII.lA11/I(N///EIIAANi IY/litil/NN1Nli 4(k llllllll Yi✓//IIIItlIhN llII tOFIWIIAIIIII kVY/O�INVY IYv�G/ YA 114Vn IWNYtw'k/MfllY�i✓IIItl6✓,�(iY,!4/NilildilllF soVurice delivery y U°xr orineIr V CCA UTILITY YOU LwyIng ,Ind budding (rAIveriirv) berw'h ting horn (Aectn Icltyr Supply r��enrwnIw :,llI'li III Vi (Is, affoIc�h:'A, R:rHhng r;usta°>mor, Io ca: (".orctrr', Cclr°a$C"er enerw COMMUn"Ity Choice Strength operational0 25 Over 200 Cities ® Over 20 counties Hundreds officials 4 2 5/10/2023 Where is it already Over half the state's °hr1'� �... population has or 1 Community Choice u Energy n6 N i p renewable ner y in California ' %%i'1/l%/O%i/r' %%�� '�'ii�i✓ � developed byC s �,011,101 3 5/10/2023 The Diversity of C programs a communityneeds CCA Programs and pChoices b, �jtll�Jllal�@'IPNIW��'�r(��ar<rhV�IWfd �I� 1�{ , ' �'W61� � ��INJYi�IoJN��r�YFb�iNP�i�1��ft~�I�Nh�VNM I �111� 11�� =I MONSOON 1,11 U &IIV mom'Yr��9IIIIb>'; �"i �i�9�,. ��P�iV��r7ftWI./;ilf4'kIV 'ld �lYkiN.!K�PI �ll .1,.' l)un��Nu�a�l��1�Iw�il Ip�ryp��C �, �I'�Yp IklYnklYr�� 1�i WQ44I�ro I��rk,e��;!V��waTrlm� i �r �I� k 'm + iV is i 1'!�� 6r1P'GiI�V� pi'0d1 tilt a YP�m I�d un i f� lDld fi lI 111,10 1 'I lla A, api 7 HighlightsCCA Local Program Visit: tt :H l- . erg/ rr g,r r b.ig lic gil for details. • Workforce Development Programs • Zero Percent Purchase Programs • Electric School Bus Incentives ® Glean Backup Power for Critical Medical Facilities • Affordable Electric Vehicle Charging Access • All-electric Affordable Housing • Community Benefits Grants 0. 8 4 /10/ 03 $ 125 Mi' llion Rough estimate the amount thatl the Bakersfieldr r, and that would be redirected to local control with Community i .* *Rough estimate based on Bakersfield population of about 400K 9 What are some f Comn"Itunity ChoiceEnergy? Competitive, or t I rates Local control & transparency Local economic benefits & job creation • Achieving clean energy • Programs that respond to communityd5 • Potential for improved ait quality • Enhanced public participation energy democracy • Innovation platform 10 5 5/10/2023 CCA Actionin the Valley e Los Banos (Merced Stockton/SanI TracyI ) Another i r hi"�` 1 11 j Governance Model Options • Single Jurisdiction ( i r i Id Enterprise Fun ) ® Greatest degree of autonomy, but Bakersfield bears all start-up costs • 2-year timeframe (minimum) • Central Valley Jointr t rit ® Less autonomy, but shared start-up costs for a Central Valley CCA ® Longer timeframe in order to recruit member cities (3-4 years) ® Join an existing ® Easiest start-up, very little cost if any, but diluted decision-making autonomy (a seat at an existing governing board) • Full municipalization ® Unwilling seller; multi million-dollar cost; timeframe measured in decades 12 6 /10/202;3 mz Milestones 0 Feasibility Study — 4 to 6 months Implementation Plan Filing — 2 to 4 months e One-year hold pursuant to CPUC F-4 07 — 12 months 0 Community outreach and pre--launch start-up activities — 4 to 6 months Total minimum ti lire tl 2.5 years (Single Jurisdiction) For a Joint Powers Authority add one to throe years 1:3 Feasibillity Study OverviewI A best practices CCA Feasibilityshould: 0 Perform a deep dive into Utility provided data, energy trends, state and local regulatory '.... and legal issues, pricing models, regional demographics, regional and state weather patterns, and any other issues of particular concern to the community. 4 Contain statistically sound and vetted modeling, including random variable sampling (aka stochiastic modeling). • Be transparent and neutral. • Performed by experts with experience in energy modeling and analysis. 14 7 5/1 Q/2,O23 Worth a watchminutes'. Released Fall 2022 P O ��ecwal �r��h i��rr��ar�� Pdrr��' �YN��/ "m'tmrr��Nar�ualhV�" ��°N1 U � ��uk�4� �� tl, ..... . ...............................I ,......... .. CALIFORNIA'S CCA STORY Narr"atc,"d by Peter, Coyote 15 Thank youl, r,s rfr y Woody Hastings Rob England Phase Out Polluting Fuels Program Manager Central Valley Regional Organizer 310-968-2757 661-364-7101 woody@theclimatecenter.org rob@theclimatecenter.org 16 8 5/10/2023 Recmimendatioll 1 . Authorize staff to initiate a feasibility study 2. Authorize staff to dispense with standard bidding procedures and solicit proposals to conduct a feasibility study IVII II�I11IV VII 17 9 (03 BAKERSFIEI.D ADMINISTRATIVE REPORT THE SOUND OF,5vW IAl e4tft MEETING DATE: 5/10/2023 Reports 3. b. TO: Honorable Mayor and City Council FROM: Greg Terry, Chief of Police DAT E: 5/5/2023 WARD: SUBJECT: Public Safety Update - Police Department Calls for Service Priorities and Response Times. STAFF RECOMMENDATION: Staff recommends the City Council receive and file the update and report. BACKGROUND: The Bakersfield Police Department receives thousands of requests for service annually. Each of the requests for service is triaged and assigned a priority (1-9) to ensure that the most urgent and serious emergencies are responded to as quickly as possible. Bakersfield Police Department staff will provide City Council with an update on the processes utilized and report out on Priority 1 and Priority 2 response times in 2022. ATTACHMENTS: Description Type a F:-1ira:s( irrtatio n Rec'd & Placed on file at City 5/10/2023 Council Meeting of: Date: , /l _9:.ICJ Agenda Item:_.._ 75..._... z ...........---- Submitted by: ...__......._...---.............. --- CITY COUNCIL UPDATE 1 Call Number assigned Priority 1—9 « Coll Entered o In-Progress,Occurring at the time of;the call.' Date and time of the W Emergencies o Call Dispatched request for service - Just Occurred;within' ,Report Calls « Officer Arrived the previous 20 Dame/Address of minutes, complainant W Animal Control Calls * Officer Cleared 0 Report;Occurred more Type of incident * Administrative Calls than20 minutes earlier Location of incident 2 :1. 5/10/2023 1(Emergency) Death trr serious Aheady Q_nA injury;imminently life- #of Incidents` 2015--IACP Rec,Revision In Progress:Incident or Crime is threatening w violent 2022—26,882 Increased staffing C occurring at the time of the call -Res n in Comm Gtr Just Occurred:incident or Crirrre Crime, 2021--27,563 Coosponse"reams Requiresimmediate Return Sworn to occurred within the previous 20 ' ShotSpottar minutes dispatch, Cal-"VIP 2(Urgent) • Serious concern for life ysrits,-RIPA and/or serious concern for property damage #of Incidents In Progress or loss 2022-56,173 Improved oats Analytics Drone first Responder In progress or just 2021—62,281 occurred. Co,d1ng Qthvr Qptfons 988%Mental Health Primary Response 914 IMPACT Team 3 3(Priority) b Potential for Injury Already Clone present #of Incidents « Annuitants—Traffic • Potentially hazardous' 2022-53,379 '. and Training: conditions present 2021-54,897 * Increased Staffing Potential for property . City App damage or loss 4 Animal Control Calls— #of Incidents High Priority 2022—5,668 Comin Other Options 2021—4,752 « Automation of online 5 • No threat to life or telephonic reporting. property #of Incidents' * Differential response No hazardous 2022 12,825 to non-injury conditions present 2021,--13,009 collisions. 4 2 5/1.0/2023 I INS EMMEMEM 6 M Property Crime occurred earlier #of incidents Police Service 2022-41,853 &Iready Don Technician response 2021—39,000 Creation of ORT Unit Onlin e or telephone report 7 Animal Calls—Lower #of Incidents Priority 2022..3,070 Comin C►tlrerC7ptions 2021--6,963 Automation of online 6 Telephone Reportin6 Unit #of Incidents telephonic reporting or Online Report 2022-36,575 2021—27,655 9 Low Priority or It of Incidents Administrative Calls 2022-16,224 2021 -13,137 5 IN National Standard for PSAP(Public Safety Answering 2021 20�22 Points)is to answer: Percent Answered within 15 seconds 79,1% $f.6% o 90 of 911 calls within 15 seconds, Percent Answered within 20 seconds 85,7% 91.7%, 95%of 911 calls within 20 seconds, 2029 2022 Total Telephone Calls 776847 745,423 911 Calls 292,183 271,040 Dispatched Incidents 249,257 257,645 6 3 5/10/202.3 SWEIMM MWEEM • There is no national standard for police response general response time measured in the life of a call. times. • Priorities and definitionsvary across police agencies. • Crimes are not equal in the harm they cause. • a> , • Apprehension and crime deterrence are impacted by response times, • Public fear/satisfaction is significantly Impacted by Total time would be inclusive of officer travel time. response times, San Francisco PD 8.6 minutes 49 sq mi, San Diego PD 8.7 minutes 342 sq,mi. San Jose PD 7.3 minutes 181 sq mi, Ventura PD 4.4 minutes 32 sq.mi. 7 PRIORITY I- RESPONSE TIMES 0:10:05 0:08:38 0:01:12 t 0 W N ud No- do 0:05:46 as 0:()4:19 0:02:53 0:01:26 0:00:00 North Central South Hill Metro Walley MON 2 02 1 Respronse:Tirne KWM 2022 Response'rinie 2021-2022 Median Average-Citywide 8 5/1.0/2023 PRIORITY 2_ RE P E'TIMES 0:52:36 0:50:24 O:43:12 n ra:28:n8 0:2:1:36 0:M2a 0Y07:12 North centl M South Wh Metro Valley UM 2021 Response Time NOW 2022 Response Firrort -2021-2022.Median Average-Cityrmck,� 5