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22
City of Pleasanton
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CITY CLERK
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2016
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100416
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11/30/2016 2:23:44 PM
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CITY CLERK
CITY CLERK - TYPE
AGENDA REPORT
DOCUMENT DATE
10/4/2016
DESTRUCT DATE
15Y
DOCUMENT NO
21
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Community Choice Aggregation Feasibility Analysis Alameda County <br /> Chapter 5: Macroeconomic Impacts <br /> Each of the three scenarios discussed thus far is next examined for job impacts within Alameda <br /> County. To understand just how job impacts can come about, and the extent of those changes <br /> (plus or minus), a brief description of elements associated with the CCA and how they influence <br /> the existing economy is provided. <br /> How a CCA interacts with the Surrounding Economy <br /> The establishment and operation of a CCA creates a new set of spending (also referred to as <br /> demands) elements as a community changes the type of electricity generation they want to <br /> purchase, where the new mix of generation is (to be) located, adjustments necessary for existing <br /> generating assets of the provider utility, and implications on customers' bills as a result of retail <br /> rate differentials. Some of these new elements have temporary effects, while others have long- <br /> term effects. Investment in locally situated elements(such as operation&maintenance) will <br /> result in the direct creation of jobs, and when a job is created in a sector,there will be a <br /> multiplier response on "backwardly-linked"jobs with supplier businesses. The new elements <br /> include: <br /> • Administration—[direct jobs, long-term effect] county staffing, professional- <br /> technical services and UT-database services <br /> • Net Rate Savings (or bill savings)— [long-term effect] county households have an <br /> increase in their spending ability, county commercial and industrial energy customers <br /> experience a reduction in their costs-of-doing business which makes them each more <br /> competitive, garnering more business that requires more employees, and municipal <br /> energy customers can provide more local services which requires more local government <br /> staff. <br /> • New Renewable Capacity Investment within County— [direct jobs, short-term] <br /> • New Renewable Operations within County—[direct jobs, long-term] <br /> • New Energy-efficiency within County—[direct jobs, short-term] <br /> • Net Generating Capacity and Operations offsets for PG&E outside of county— <br /> [direct jobs, short& long-term] <br /> To frame expectations around how many direct jobs can be created in the county from the above <br /> CCA elements, consideration must be given to (a) how much of the spending associated with the <br /> CCA scenario is fulfilled by a within county business or resident workforce, and(b)what do <br /> these locally-fulfilled dollars represent in terms of current annual county business activity, e.g. is <br /> this a large spending event. <br /> Table 15 presents these considerations,which are shaped in part by assumptions defined by the <br /> MRW study team. For instance, the labor share required on the annual investments (or the <br /> operating budget)was assumed to be 100 percent satisfied by within county resident laborers. <br /> July,2016 33 MRW&Associates,LLC <br />
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