AMP'S STRATEGIC PLAN SCOREBOARD GREEN YELLOW RED. 5% Q Irwin. > 90% customer survey Q Irwin 2030 TBD. 5% local sources Q Irwin

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1 To: Honorable President and Members of the Public Utilities Board From: Nicolas Procos, General Manager Re: General Manager s Report October 2017 KEY AMP'S STRATEGIC PLAN SCOREBOARD GREEN YELLOW RED Ahead of schedule or exceeding expectations On schedule or meeting expectations Behind schedule or below expectations KRA GOALS MEASURES FY Responsible 1 2 CUSTOMER PROGRAMS & EXPERIENCE 1.1 Ensure that customers have a 90% customer survey Q Irwin positive experience 1.2 Increase customer energy efficiency 5% Q Irwin 1.3 Provide programs that support Green Alameda programs Q Irwin green Alameda in place 1.4 Provide programs that increase Revenue increase > 1% Q Irwin revenues 1.5 Increase community engagement and good will > 90% customer survey Q Irwin WORKFORCE 2.1 Achieve low OSHA incident rate 1 Q2 Annual Procos 2.2 Maintain zero preventable vehicle 0 Q2 Annual Procos accidents 2.3 Maintain low position vacancy 5% Procos rate 2.4 Develop workforce skills for AMP < 1% turnover rate Q Procos opportunities 2.5 Achieve high employee satisfaction > 90% employee survey Q4 Annual Procos REPORTING PERIODS FY16Q4 FY17Q1 FY17Q2 FY17Q3 FY17Q4 FY18Q SYSTEM RESILIENCY 3.1 Maintain low customer outage Top quartile SAIDI/SAIFI Q4 Annual TBD frequency and duration 3.2 Replace AMP infrastructure 15% of total value of the Q TBD system 3.3 Improve infrastructure project 100% of projects within Q TBD management workflow budget and on schedule 3.4 Complete infrastructure for Alameda Point 100% capacity and reliability 2030 TBD TECHNOLOGY 4.1 Achieve total AMI deployment 100 % deployment Q Procos 4.2 Implement automated distribution All circuits automated 2025 TBD system 4.3 Establish systems inter-operability Defined data is 100 % Q Orbeta accessible 4.4 Maintain sufficient level of cybersecurity ENERGY RESOURCES 5.1 Develop alternative energy opportunities Zero penetration to IT system Q Orbeta 5% local sources Q Irwin 5.2 Define power procurement plan for Fully sourced to meet Q Irwin 2025 load rqmts 5.3 Achieve maximum utilization of 100% Q Irwin REC funds 5.4 Achieve sustainable level of carbon neutral 85% Q Irwin 6 FINANCIAL & ORGANIZATIONAL STABILITY 6.1 Meet all bond covenants Cash on hand = 145 days Q2 Annual Orbeta Bond ratio = Ensure AMP's average rates are competitive 15% below PG&E Q4 Annual Orbeta 6.3 Ensure mutually-agreeable transfer Adequate funding Q3 Annual Orbeta to City 6.4 Ensure balanced budget Cash neutral Q4 Annual Orbeta 6.5 Ensure effective organizational management and a AA bond rating by 2017 AA - bond rating Q Orbeta AMP Strategic Plan Report A

2 AGENDA ITEM NO.: 6.A.2 KRA 1: CUSTOMER PROGRAMS & EXPERIENCE G 1.2 Increase customer energy efficiency I Implementation of REC Expenditures for Energy Efficiency Residential Energy Audits There were eight energy audits performed in the month of October. Online Residential Rebate Platform The abandoned application campaign started on October 1. Customers with incomplete applications waiting in the online rebate system received an explaining how to reach out for assistance and were reminded of the rebate reward card they could receive if purchasing an Energy Star-certified appliance. Energy Plus Alameda Municipal Power s (AMP) non-residential direct-install program continues to focus on committing the remaining 255 MWh needed to reach the program goal. Currently, the program has reached 92 percent of its total kwh goal and is on track to meet the total program energy savings goal by the end of December. Staff is negotiating a two-year extension to continue the program and increase the goal. Summary of Energy Efficiency Programs as of October 28, 2017

3 AGENDA ITEM NO.: 6.A.3 G 1.3 Provide programs that support green Alameda I NREL Top 10 Award for Alameda Green The Alameda Green outreach campaign had been focused on central Alameda and is now moving west to the area near Encinal Basin. The campaign has received 350 new enrollments. The team was not out during the time of the North Bay fires due to poor air quality. 136 customers signed up for Alameda Green in the month of October, bringing the total number of participants to 2, of the sign ups came via the outreach campaign and 36 came via customer service. I EV Promotion Program Defined There are currently 534 participants in AMP s EV discount program. 17 applications were received in the month of October. Staff is beginning development of the EV charger rebate program after the Board approved its funding in September. Residential rebates are being added to the online residential rebate platform while commercial rebates will be processed by staff. The program will officially launch at the beginning of January 2018 and will be accompanied by a marketing outreach campaign. Miscellaneous Economic Development According to commercial realty firm Cushman Wakefield, the largest block of space put on the East Bay Oakland Office real estate market in the third quarter of 2017 was the Wind River Systems campus, located just south of Alameda s Marina Village Business Park. The four-building, 273,000 square foot campus, was sold to the investment firm Simeon Properties. Wind River, a subsidy of Intel Corporation, has leased back two of the buildings and Simeon Properties is actively marketing the remaining 123,445 square feet to prospective lessees. The Little Star Pizza restaurant chain, which includes Little Star Pizza in Albany and San Francisco along with The Star on Grand in Oakland, celebrated its grand opening of the Star on Park in mid-october. Located in the former Capone s Speakeasy at the corner of Central Avenue and Park Street (1400 Park Street), the restaurant ownership reported far-above anticipated opening weekend crowds. G 2.1 Achieve low OSHA incident rate Ongoing. KRA 2: WORKFORCE I Awareness Training On Use Injuries (2/year) Current OSHA incident rate is 1.63.

4 AGENDA ITEM NO.: 6.A.4 G 2.2 Maintain zero preventable vehicle accidents Four avoidable autos in 2017 year-to-date. Current Vehicle Incident Rate: 5.11 G 2.4 Develop workforce skills for AMP opportunities I Formal Professional Training Curriculum ERP staff spoke at an Association of Women in Water, Energy and the Environment panel focused on public power and community choice aggregator services and initiatives. AMP staff attended in-house Excel training. Compliance Superintendent completed 1-day training course on OSHA 7505-Accident Investigation Course in Dublin, CA. Operations staff completed refresher training on Switching Orders Procedure. Interim Engineering Manager completed 3-day training on Front Line Leadership Skills hosted by NCPA in Roseville, CA. This was the second in a two-part series. Engineering staff completed APPA webinar training on Wireless Pole Attachments Affecting Power Pole Owners. AMP staff completed mandatory Emergency Management Plan training. AMP staff completed hydropower tour at Collierville Power Plant. Project Manager completed 1-day Protection Seminar in Pleasanton, CA. Operations staff completed SWPPP Awareness and Near Miss Reporting training. I Annual Volunteer Event Demonstrating our commitment to community service, more than 50 AMP employees volunteered at the USS Hornet from Oct. 3-5, as part of AMP s public power week activities. KRA 3: SYSTEM RESILIENCY G 3.1 Maintain low customer outage frequency and duration There were three reportable outages during the month of October. o An outage affecting 500 customers occurred on 10/9 and was caused by an underground distribution equipment failure. The location was the 2000 block of North Loop and the duration was 61 minutes.

5 AGENDA ITEM NO.: 6.A.5 o An outage affecting 200 customers occurred on 10/18 and was caused by vegetation. The location was 2429 Buena Vista and the duration was 103 minutes. o An outage affecting 21 customers occurred on 10/23 and was caused by an overhead distribution equipment failure. The location was 1214 Chestnut and the duration was 20 minutes. G 3.2 Replace AMP infrastructure Operations installed and commissioned a new Remote Terminal Unit (RTU) at the Service Center replacing an old RTU at Central Subs. This will enhance visibility, communication, and site security. Operations completed silicon treatments on four transmission poles on the Station J line on the Oakland side. I UUD Shovel Ready The first Technical Advisory Committee (TAC) meeting took place October 3. A second meeting is scheduled for November 9. Committee members will field walk proposed districts during the meeting. KRA 4: TECHNOLOGY G 4.1 Achieve total AMI deployment I Pilot Analysis Report I Business Case I Deployment Implementation Metrics (September 2017) Project Figures # of Meters Installed 31,380 34,482 # Meters RTU'd/ # Scheduled Installs 1.54% 2.00% AMI Service Level Realized 99.86% 99% Goal # of Tampers Validated 15/15 80% # of Theft Incidents Discovered 5 3 Average Time for Remote Disconnect/ Connect to Occur <10 seconds 100 seconds

6 AGENDA ITEM NO.: 6.A.6 G 4.2 Implement automated distribution system I GIS Implementation Data migration engagement completed. AMP is continuing data quality assurance and network connectivity. G 4.3 Establish systems inter-operability I IVR to Cloud I VOIP Phones I Northstar Upgrade I Single sign on for SCADA G 4.4 Maintain sufficient level of cybersecurity I Cloud Disaster Recovery Trial/proof of concept in progress. I Core switch for MAN (Municipal Area Network) I Security Assessment I Security Plan Implementation Security plan has been developed. Implementation is on-going. KRA 5: ENERGY RESOURCES G 5.2 Define power procurement plan for 2025 I Acquisition of Resources NCPA resource update: o NCPA staff successfully replaced the 60kV bushing in the Lodi CT1. Even with the repair, it will be out of service until 1/1/2018 because the 200 hour air permit run limit for 2017 has been reached. It has started 69 times and had an 89% availability factor for the calendar year. o A fault in a 300 kva transformer at the Alameda CTs was identified

7 AGENDA ITEM NO.: 6.A.7 during routine maintenance and replaced after a four week interval. Both units are back online. The Alameda CTs have a 1,000 hour runtime limit and are not likely to be run limited in o Geo Plant 1, Units 1 & 2, were out of service during the fires in Santa Rosa because the 230 kv transmission line from the Geysers substation to the Lakeville substation goes through the fire area. Inspection of the steel towers wasn t able to be completed until the fire was largely contained. Plant 1 is back on line. The NCPA Commission has approved a revised revenue allocation policy for all of FY18 and FY19. Ten percent of revenues from new contracts, such as scheduling coordination for Merced Irrigation District, will go to existing members. The remaining ninety percent of revenues will be allocated to members and non-members, such as Lodi Energy Center participants, using the Nextant cost allocation model. If a project becomes an net revenue generator, the Commission will address how those revenues are allocated to members when the cost allocation model is reviewed. AMP s share of Congestion Revenue Rights (CRR) for September totaled approximately $8 thousand. Hydro Update: precipitation was 72.7 inches, the second wettest after , which measured 77.4 inches. With the average measuring 40.8 inches, the percent of average for September 30, 2017 was 178 percent. Calaveras actual rainfall was inches, whereas average wet year rainfall has been 53.6 inches. As water is being dispatched to meet the 80,000 acft end-of-year storage target for New Spicer Meadows, Collierville s Value of Storage was increased from $35/MWh to $50/MWh. The Pool s September Calaveras generation was 21.0 GWh compared to a forecast of 14.8 GWh. The increased generation was due to the heat wave and higher LMPs that occurred the first week of September. KRA 6: FINANCIAL & ORGANIZATIONAL STABILITY G 6.1 Meet all bond covenants I Long-Range Financial Forecast Ongoing financial forecast for capital projects. I AMP Financial Policy Review In progress.

8 AGENDA ITEM NO.: 6.A.8 I Year Capital Requirements Analysis G 6.2 Ensure AMP's average rates are competitive I Comprehensive Rate Design Plan Completed with Budgets. G 6.3 Ensure mutually-agreeable transfer to City I Long-Range Financial Forecast I Alameda Point Financial Plan On hold pending development. G 6.4 Ensure balanced budget I Long-Range Financial Forecast FY2018 not balanced, working on balancing Fy2019 I Year Capital Requirements Analysis G 6.5 Ensure Effective Organizational Management I Develop Business Model Reflecting 2020 Needs Completed with budgets. I Create Partnerships with City Departments Constant relationships and partnerships with other City departments.