Title
Community & Economic Development Advisory Committee (CEDAC) recommending the Board:
1) Receive and file a presentation from the CEDAC “Explore Energy Alternatives” Ad-Hoc Committee on Community Choice Aggregation (CCA); and
2) Approve CEDAC’s recommendation asking the Board to direct staff to explore the feasibility of forming a CCA in El Dorado County, including:
a) Continuing advisory discussions with Pioneer Energy, Lancaster Choice Energy and other CCAs;
b) Contacting the cities of Placerville and South Lake Tahoe and determining their level of interest in participating in a Joint Powers Authority CCA;
c) Developing an Request for Proposal for a Feasibility Study: and
d) Return to the Board with the proposals and cost estimates received for the Feasibility Study to request further direction on how the Board would like to proceed. (Est. Time: 1 Hr.)
FUNDING: General Fund.
Body
DISCUSSION / BACKGROUND
On July 24, 2018 the Board of Supervisors approved CEDAC’s Action Plan (Legistar # 18-1068).
The Action Plan consists of seven projects, including a project to “Explore Energy Alternatives” and Community Choice Aggregation (CCA).
The “Explore Energy Alternatives” Ad-Hoc Committee has been researching Community Choice Aggregation for the past several months, and is now prepared to present their findings and recommendations to the Board of Supervisors for further action.
The findings and recommendations for discussion are presented in the attached PowerPoint presentation (Attachment A).
ALTERNATIVES
The Board could choose to not direct staff to explore the feasibility of forming a CCA at this time.
OTHER DEPARTMENT / AGENCY INVOLVEMENT
Chief Administrative Office-Economic Development, Treasurer Tax Collector, County Procurement and Contracts, County Counsel, City of Placerville, and City of South Lake Tahoe
CAO RECOMMENDATION
The CAO agrees that this is a worthwhile and important program to explore and recommends approval of CEDAC’s recommendation; however, there is concern with adding an additional work effort to existing staff and the impact that this will have on other projects that have previously been identified as priorities.
FINANCIAL IMPACT
Existing staffing resources would be used, however, there is a financial impact associated with the use of staff time for coordination and outreach efforts, research efforts, the development and review of the RFP process and subsequent advisory discussions with the Board of Supervisors. It is estimated that collectively, it would take approximately 60 hours of staff time from the various County departments noted above.
CLERK OF THE BOARD FOLLOW UP ACTIONS
N/A
STRATEGIC PLAN COMPONENT
Economic Development
CONTACT
Don Ashton
Chief Administrative Officer