Executive Committee Meeting
Wednesday, September 3, 2025
3:00 pm
In Person:
Large Conference Room
Rotunda Building
300 Frank H. Ogawa Plaza
Oakland CA 94612
Or from the following locations:
Hayward City Hall, Conference Room 4A, 777 B St, Hayward, CA 94541 City Council Office, Pleasanton City Hall, 123 Main St., Pleasanton, CA 94566 Stockton City Hall, 425 N El Dorado St., Stockton CA 95202 Via Zoom:
https://avaenergy-org.zoom.us/j/88267670367
Or join by phone:
Dial(for higher quality, dial a number based on your current location):
US: +1 669 900 6833 or +1 253 215 8782 or +1 346 248 7799 or +1 301 715 8592 or +1 312 626 6799 or 877 853 5257 (Toll Free) or 888 475 4499 (Toll Free) Webinar ID: 882 676 70367
Meetings are accessible to people with disabilities. Individuals who need special assistance or a disability-related modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the meeting materials, should contact the Clerk of the Board at least 2 working days before the meeting at (510) 906- 0491 or [email protected].
If you have anything that you wish to be distributed to the Executive Committee, please email it to the clerk by 5:00 pm the day prior to the meeting.
1. Welcome & Roll Call
2. Election of Chair and Vice-Chair
3. Public Comment
This item is reserved for persons wishing to address the Executive Committee on any Ava Community Energy-related matters that are not otherwise on this meeting agenda. Public comments on matters listed on the agenda shall be heard at the time the matter is called.
As with all public comment, members of the public who wish to address the Committee are Ava Community Energy
Executive Committee Page | 2
customarily limited to three minutes per speaker and must complete an electronic speaker slip. The Executive Committee Chair may increase or decrease the time allotted to each speaker.
4. Approval of Minutes from July 2, 2025
5. Customer Programs Strategic Roadmap (Informational Item) Provide an overview of the process for developing a strategic roadmap for the next phase of customer programs within Ava’s territory
6. Slice of Day RA (Informational Item)
Overview of the Resource Adequacy rules in the current “Slice of Day” rule construct
7. Committee Member and Staff Announcements including requests to place items on future Executive Committee Agendas
8. Adjourn
The next Executive Committee meeting will be held on Wednesday, October 1, 2025 at 3pm.
Rotunda Access Instructions
300 Frank H. Ogawa Plaza, Oakland, CA 94612
Directions
Directions to Parking Garage via Car
Parking is available at the Rotunda Garage, which includes four levels and approximately 350 parking spaces. Note that the garage’s parking fee is $4/hr with a maximum of $28 for a full day. Street parking is widely available near the building and free after 6pm.
There are two garage entrances located on 524 16th St (main entrance) and 529 17th St. See a map on the next page and note that both 16th and 17th are one-way streets on either side of the garage. 524 16th St (main entrance):
Turn right from Telegraph onto 16th Street and drive
pass SP+ Parking. Look for the entrance with Rotunda
Parking Lot signage—this is a surface lot with garage
access. Enter the garage and park your vehicle. Take
the elevator or stairs in the garage to the first floor in order to enter through the Rotunda’s 16th street
entrance on the second floor.
After parking, walk across 16th Street toward Telegraph Avenue (also called Peter Van Kleef Way).
529 17th St (one-way street entrance):
Enter the garage via the 17th Street entrance. Once
parked, take the elevator or stairs to the 1st floor of the garage. Exit the garage and walk toward 16th Street
(south direction). You will be walking along Telegraph
Avenue, which borders the Rotunda Building.
As you approach the corner of 16th Street and
Telegraph Avenue (also known as Peter Van Kleef Way),
the Rotunda’s main pedestrian entrance will be on your
left at 524 16th Street.
Enter through the second-floor glass doors, which lead into the main lobby of the Rotunda Building. From there, check in with security and proceed as directed to the meeting rooms on the lower level.
Directions via BART
The closest BART station to the Rotunda Building is 12th Street / Oakland City Center. From there, it’s approximately a 3-minute walk to the building. When exiting the station, use the 14th Street / Ogawa Plaza exit and head towards Frank H. Ogawa Plaza. The Rotunda Building will be in view from the plaza.
Directions via Bike
Cyclists may enter through the main building lobby at the lower level to access bicycle parking. Upon arrival, please check in with the building security desk, and you will be provided with directions to the designated indoor bike parking area.
Check-in at Security Desk
When you arrive at the building, please check in
with the security desk for directions to the Large
Conference Room, where the public meeting will be
held. For closed session, please head to the medium
conference room, both located next to each other
on the lower level. If you have additional questions
or need assistance, an Ava representative will be
stationed and identifiable in the lobby. They can be
reached at: 510-393-0492.
Restrooms
Restrooms are located on the lower level, near both
conference rooms.
Draft Minutes
Executive Committee Meeting
Wednesday, July 2, 2025
3:00 pm
In Person:
Conference Room 5
Ava Community Energy
1999 Harrison St., Suite 2300
Oakland, CA 94612
Or from the following locations:
Hayward City Hall, 777 B St, Hayward, CA 94541
Via Zoom:
https://avaenergy-org.zoom.us/j/88267670367
Or join by phone:
Dial(for higher quality, dial a number based on your current location):
US: +1 669 900 6833 or +1 253 215 8782 or +1 346 248 7799 or +1 301 715 8592 or +1 312 626 6799 or 877 853 5257 (Toll Free) or 888 475 4499 (Toll Free) Webinar ID: 882 676 70367
Meetings are accessible to people with disabilities. Individuals who need special assistance or a disability-related modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the meeting materials, should contact the Clerk of the Board at least 2 working days before the meeting at (510) 906- 0491 or [email protected].
If you have anything that you wish to be distributed to the Executive Committee, please email it to the clerk by 5:00 pm the day prior to the meeting.
1. Welcome & Roll Call
Present: Members: Marquez (Alameda County), Roche (Hayward), Vice-Chair Gonzalez (San Leandro) and Chair Andersen (Piedmont)
Not Present: Members Fugazi (Stockton) and Balch (Pleasanton)
2. Public Comment
(9:29) Public Comment - Tamara Haw asked if Ava has plans for local, renewable, large-scale development beyond solar-on-rooftops.
Ava Community Energy
Executive Committee Page | 2
(10:02) Public Comment – Jessica Tovar spoke in support of making local clean energy investments that will reduce pollution and lower local rate-payer's bills.
3. (12:11) Approval of Minutes from June 4, 2025
Vice-Chair Gonzalez moved approval of the minutes. Member Roche seconded the motion, which was approved 4/0/0/0/2 (yes/no/abstain/recuse/not present).
Yes: Members: Marquez, Roche, Vice-Chair Gonzalez and Chair Andersen No: none
Abstain: none
Recuse: none
Not Present: Members: Fugazi and Balch
4. (14:33) Closed Session Public Comment
There were no speakers for the closed session public comment.
5. (14:35) Closed Session
No speakers.
A. Public Employee Performance Evaluation Pursuant of Code § 54957: Chief Executive Officer
6. (1:00:12) General Report Out of Closed Session
No reportable actions were taken.
Quorum was lost at the end of closed session, leaving 3 members present (quorum is 4). Chair Andersen adjourned the meeting at 4:00pm. The following agenda items were not heard due to loss of quorum:
7. Local Development and Customer Programs Strategic Roadmap Development Overview (Informational Item)
Overview of the process to develop a strategic roadmap on local electrification efforts
8. Committee Member and Staff Announcements including requests to place items on future Executive Committee Agendas
The next Executive Committee meeting will be held on Wednesday, September 3, 2025 at 3pm.
Customer Programs
Strategic Roadmap
Development Overview
Executive Committee | September 2025
Objective of
Presentation Provide an overview of the process for developing a strategic roadmap for the next phase of
customer programs* within Ava’s territory
No action requested at this time
2 * not including commodity supply
Purpose of a
Customer Programs
Roadmap
Looking to create a roadmap for customer programs that helps to:
• Align on high level goal
• Set priorities in achieving goal
• Identify how to measure our goal
• Provide direction with flexibility on what programs to implement through 2032
• Provide a living framework that serves as our guide when making internal decisions, advising the board, and engaging with stakeholders
• Improve planning and transparency
This roadmap will not address:
• Strategy and/or planning associated with our wholesale commodity electricity product
• Specific program implementation details
Working Assumption:
Primary Goal of Ava Customer Programs = Decarbonization • One of the main reasons Ava Community Energy exists is to address climate change brought on by greenhouse gas emissions.
• Setting the goal of decarbonization aligns with the mission of the agency, local Climate Action Plans, and policy targets set by the State.
• All efforts at Ava support energy affordability. This customer programs roadmap will focus on decarbonization as the primary goal.
• As part of upcoming work, we will identify what is most important while achieving the goal of decarbonization - what we are calling our portfolio priorities.
• Examples of potential portfolio priorities could include (NOT EXHAUSTIVE):
• While every customer program offered by Ava should contribute to decarbonization, not every program will address every priority.
▪ For example, the direct install of induction ranges for income qualified customers in areas of high air pollution may not be cost effective to Ava, but it does contribute to decarbonization and supports vulnerable communities. 4 ▪ Addressing vulnerable communities
▪ Cost effectiveness of measures (both for Ava and for the customer) ▪ Public Health
▪ Availability of programs for both residential and commercial customers
▪ Local Economic Development
▪ Resilience
▪ Geographic distribution of benefits
▪ Local clean power generation
▪ Equity
▪ Availability of programs in both transportation and
building electrification
Process and Timeline Overview
5 Develop
Market
Assessment
Identify
Program
Concepts
Determine
how we
measure
success
(metrics)
Filter
Program
Concepts
through
Portfolio
Goals
Finalize a
Strategic
Roadmap
Stakeholder engagement throughout via:
● regular public meetings of the Board and CAC,
● collaboration with municipal staff, and
● engagement with other stakeholders in a format to be determined along with consultant April ‘25 October ‘26
Pre-Development
work
Work to Date
• Presented to Executive Committee, CAC, & Munipals in July • Created staff working group to inform the process and a tiger team to manage the initiative
▪ Tiger Team:
• Annie Henderson, CCO
• JP Ross, VP of Local Development, Electrification and Innovation • Feliz Ventura, Sr Program Manager on Local Development team • Allison Lopez, Associate on Local Development team
• Will be publishing an RFP for a consultant to support steps in developing a Customer Programs Roadmap with the goal of decarbonization
▪ Budget for consultant approved as part of the Local Development allocation for FY25/26
▪ Summary outline of scope of work attached to this agenda item 6 Next Steps
• September 2025
▪ RPF issuance (coming soon)
• October 2025:
▪ Review and selection of consultant through the RFP process • November 2025:
▪ Consultant contract brought to Board for approval
• Jan/Feb 2026:
▪ Update on timing of key work products and initial outline of public engagement based on work with consultant
7 Appendix of reference slides from July
Executive Committee meeting
8 Background
2018-2023
▪ Prior to start of electricity service in 2018, a team of external consultants developed the Local Development Business Plan (LDBP).
▪ It was intended to be a roadmap of efforts to be implemented in the first 5 years of service. It had a broad scope (operations to data architecture to procurement) while also very tactical (risk mitigation strategy to rate design).
2024-2025
▪ Assessment: In December 2024, staff provided an overview of the work completed under this initial plan and recommended that a future plan be more focused and based on stated priorities. Staff also provided an update on the Local Development Fund in March 2025.
▪ Execution: Staff has been focused on ongoing operations, expansion, and execution of committed programmatic initiatives for last several years. ▪ Initial Planning: Ava staff has strategic goals that drive our annual objectives. The goals are focused on: electrification, affordability, culture & workplace, and agency health (financial, regulatory).
2025-2026
▪ Strategy and Planning: Focus of this presentation is on the planning for efforts under the electrification goal - crafting a vision for what work Ava will focus on starting in 2027 specific to customer programs. The strategic Roadmap will guide programmatic decisions, funding, and resourcing to meet Ava’s goal.
2027-2032
▪ Implementation: Staff will design and execute on programs and associated services guided by the strategic Roadmap. Implementation plans will be brought to the board as part of budget and other approvals. 9 2024 2025 2026 2027 2028 2029 2030
Ava Charge (to ~2037)
Ava Bike Electric June 2027
Building Efficiency Accelerator May 2026
Health-e Communities Pilot Dec 2025
HPWH support Mar 2025
CMF April 2026 PPAs to 2051
SmartHome Charging April 2027
Solar + Storage (to 2035)
Current Committed Roadmap of Programs
These are the core areas to target decarbonization:
• Transportation Electrification
• Building Electrification
• Energy Efficiency
• Load Management
• Resilience
11 Proposed Priority
Areas for Market
Assessment
Develop Market
Assessment
• Staff, along with consultant and stakeholder feedback, will develop a list of potential program concepts
• An example program concept could be:
• Mechanism: Financing for used EVs
• Metrics: $$ financed or # EVs financed which lead
to resulting emissions reduction
• Timeline: 3 year program
• Audience: Low-moderate income residential
customers
Within Priority
Areas, what program
concepts or
mechanisms can be
applied to achieve
goals?
12 Identify
Program
Concepts
The Roadmap should be informed by outcome metrics. Program concept metrics may include considerations such as:
• Total CO2 reduction
• Total reduction in NG usage
• # customers benefited
• $$ savings for Ava
• $$ savings for customers
The Roadmap should also consider the composition of programs at a portfolio level and equitable offerings, such as:
• Customer segment/account type
• Market sector/priority area
• Demographic considerations including communities of concern • Geographic diversity
Primary metrics may vary between programs in order to balance the objectives of the portfolio.
• For example, if decarbonization was the primary metric for all programs, the focus would likely be on our largest commercial customers. We would want to balance our portfolio with programs for residential customers in order to bring benefits to a larger number of customers.
Identify Appropriate
Metrics
13 Determine how
we measure
success
(metrics)
Filter Program
Concepts
through Portfolio
Goals
v08.28.25
Summary Outline – Ava Customer Programs Roadmap Scope of Work Overall Approach
● Provides structure for developing a long-term strategic roadmap, while allowing flexibility for iteration.
● Local expertise and context are considered essential, especially in market assessment and stakeholder engagement.
● Timeline: Final Roadmap by October 2026.
Task 1: Project Management & Facilitation
● Oversee the entire planning effort, align with Ava’s goals. ● Coordinate consultant team and Ava staff inputs.
● Facilitate kickoff meeting, regular check-ins, strategic direction meetings. ● Conduct interviews with Ava functional team leads.
● Deliverables: Work plans, project schedule.
Task 2: Refine Roadmap Objectives
● Synthesize existing work into clear roadmap objectives. ● Develop a memo and create a “long list” of potential performance metrics. ● Deliverables: Objectives memo, metrics long list.
Task 3: Internal Assessment
● Review Ava’s capacity and competitive advantages.
● Consider budget, staffing, risk appetite, innovation, constraints. ● Deliverable: Memo summarizing capacity and advantages.
Task 4: Community & Stakeholder Engagement
● Develop and implement engagement strategy.
● Include engagement and information sharing touchpoints throughout the development process.
● Focus: strategic direction and values, not program design. ● Deliverables: Stakeholder map, engagement strategy/timeline, materials, input summaries.
Task 5: Market Assessment
● 5.1 Program Landscape & Gap Analysis
○ Inventory existing electrification/EE/load mgmt./transport programs in Ava’s territory. ○ Deliverable: Program Inventory.
● 5.2 National & Global Program Scan
v08.28.25
○ Identify successful programs elsewhere.
○ Deliverable: National/Global Scan.
● 5.3 Ava Operational Context Analysis
○ Assess regulatory, technology, customer trends, and Ava’s roles (CCA, LSE, JPA, local agency).
● 5.4 Internal Workshop
○ Validate findings with Ava staff, gather insights.
● 5.5 Programmatic Gaps
○ Identify gaps and contextualize opportunities.
● Summary Deliverable: Market Assessment Memo (territory inventory, program scan, gaps summary).
Task 6: Develop Program Concepts
● Build a “long list” of high-level program concepts across four focus areas. ● Concepts include: focus area, delivery, target audience, outcomes, budget, challenges. ● Deliverable: Program concepts long list.
Task 7: Develop Program Metrics
● Define high-level metrics to evaluate program impacts. ● Deliverable: Draft program concept metrics.
Task 8: Workshops – Program Concepts & Metrics
● Host workshops with Ava staff to refine concepts and metrics. ● Deliverables: Agendas, materials, summaries, refinement approach.
Task 9: Refine Program Concepts
● Produce a “short list” of program concepts based on workshop feedback and metrics. ● Deliverable: Short list with estimated performance.
Task 10: Portfolio Development
● Build a balanced portfolio aligned with Ava’s goals and operational envelope. ● Convene forum(s) to propose decarbonization targets and evaluate portfolios.
Deliverables: Draft and final portfolios, workshops, summaries.
Task 11: Customer Programs Roadmap
● Synthesize all prior tasks into an actionable Roadmap (by Oct 2026). ● Includes: long-term goals, program portfolios, metrics, implementation guidance.
Templates for assessment and realignment included.
● Deliverables: Roadmap + 2-page Final Summary Report
Resource Adequacy: Slice of
Day
Shannon Rivers
Sep 3, 2025
Resource Adequacy
• Resource Adequacy (RA):
o A compliance product to ensure there is a plan for adequate resources to match customer demand with available generation at any hour of the day in the CAISO.
o Resource Adequacy is purchased as available capacity per month. 2 3
Resource Adequacy: Previous
Framework
Resource Adequacy – Monthly Peak Requirement
4 • Prior to 2025, Ava had two types of Resource
Adequacy requirements: System and Flexible
System RA
• Interconnected
to CAISO
• Imports: energy
imported from
outside CAISO
area
Flexible RA
• Determined by
resource ability
to increase
output during
load ramp hours
• Battery storage
resources are
flex
• The volume of RA Ava was required to procure
in each month was based on:
o Ava’s peak customer demand and the
planning reserve margin.
• Load serving entities (LSEs) must
demonstrate compliance both to the CPUC
and CAISO, annually and monthly.
• Local RA and Central Procurement Entity
(CPE): Ava was responsible for a Local RA
requirement in 2022 and years prior. Starting
in 2023, CPE is responsible for Local RA
procurement.
Resource Adequacy – Monthly Peak Supply Stack
5 Source: Gridwell Consulting
Single Peak Monthly Requirement Illustration – CAISO System 6 Resource Adequacy: Current
Framework
Resource Adequacy: Slice of Day
• Starting in 2025, RA requirements changed to a Slice of Day structure. • Intent of change to Slice of Day: Minimize customer cost, meet hourly reliability needs, adapt to a changing grid.
7 Requirement
• RA obligations are based on Ava’s hourly
share of CAISO load for the “worst day” of
each month plus a Planning Reserve
Margin (PRM).
• LSE's must demonstrate sufficient
electricity supply across 24 hours of
each month.
• LSE's must procure to their own load
shape.
• Solar and wind resources are based on
exceedance profiles, which is looking at
historic availability based on region and
technology.
• Thermal resources are based on Net
Qualifying Capacity (NQC), the resource
is assigned a value applied to all hours.
• Storage contributes up the Pmax, but is
limited by the storage efficiency, excess
generation is needed to charge storage.
Counting Rules
Resource Adequacy: Slice of Day Supply Stack
8 24-hour Monthly Requirement Illustration – CAISO System Source: Gridwell Consulting
Resource Adequacy: Slice of Day and Storage
• Storage resources in the Slice of Day framework can shift RA from hours of excess to hours of need. • Excess RA from generating resources is required to charge storage for storage capacity to count toward RA compliance obligation.
• Result: LSEs must procure generation RA in excess of RA compliance obligation to “charge” storage for discharge in other hours.
9 Two hypothetical months under Slice of Day:
Two hypothetical months under Slice of Day:
Dohee Kim
Local Clean Energy Alliance
339 15th Street Suite 208 Oakland, CA 94612
[email protected]
Subject: Item 5. Customer Programs Strategic Roadmap (Informational Item) September 3, 2025
Dear Executive Committee of the Ava Community Energy Board, Given the upcoming Customer Programs Strategic Roadmap, the Local Clean Energy Alliance (LCEA) appreciates Ava Community Energy’s commitment to decarbonize while maintaining energy affordability for our local communities during this critical time of state and federal deregulation and rollbacks that are directly harming our renewable energy ecosystem.
As established by the monumental Local Development Business Plan (LDBP) and foundational Joint Powers Authority (JPA) agreement, we urge Ava Community Energy to uphold its original commitment to develop local renewable energy resources with emphasis on healthier and sustainable communities, clean energy jobs and local workforce development, and smart investments in local energy projects that will result in more reliable and self-sufficient energy supplies for our communities.
The transformative LDBP was a landmark strategy, led by a dedicated project team that connected with stakeholders and industry professionals, which continues to guide how Ava Community Energy can meet the public’s energy needs boldly and equitably. But LCEA is deeply concerned by the limited scope, structure, and ambition of the agency’s approach for the Customer Programs Strategic Roadmap.
While the energy landscape shifts dramatically, we must not abandon the objectives of the LDBP, but instead expand upon this visionary roadmap with the proposed customer programs.
We ask the agency to:
● Fully integrate community stakeholders to guide all phases of the RFP. We support the Community Advisory Committee’s (CAC) request in its participation in the selection of a contractor.
● Include review, analysis, and expertise from the initial project team of the LDBP. ● Foster high-road training partnerships, clean energy jobs, family-sustaining wages, and local workforce development for those in the Ava service territory. ● Develop local energy supply and distributed energy resources (DERs). ● Design programs beyond electrification, such as solar installations and community resilience hubs, that directly reinvest into our communities, especially in environmental justice communities, including disadvantaged, disinvested, and heavily pollution-burdened neighborhoods.
● Secure financial stability for the long-term beyond ratepayer dependence. ● Commit to a strong political strategy that counters PG&E and CPUC rate hikes and other challenges.
● Include opportunities in San Joaquin County for local clean energy programs and projects that bring the above community benefits.
The goal to decarbonize must not come at the expense of ratepayer affordability, equity, community design, public health, climate resilience, and local economic development for our communities to truly thrive. Thank you for your continued support.
Clean Power to the People,
Dohee Kim, Campaign Organizer with the Local Clean Energy Alliance (LCEA)