AGENDA
ORANGE COUNTY POWER AUTHORITY
MEETING OF THE BOARD OF DIRECTORS
Tuesday, May 21, 2024
10:00 a.m.
This meeting will proceed as an in-person meeting at 3349 Michelson Drive, Irvine, CA 92612, Snyder Room (M-08) in Suite 200. In addition, as a convenience to the public, the Orange County Power Authority is also providing an option for members of the public to remotely view and participate in the meeting. Further details are below. Please note that, in the event of a technical issue causing a disruption in the remote participation option, the meeting may continue unless otherwise required by law.
Public Comments: Any member of the public may provide comments to the Orange County Power Authority Board of Directors on any agenda items by requesting to speak during Item 4, or on any matter not appearing on the agenda but within the jurisdiction of the Board by requesting to speak during Item
5. When providing comments to the Board, it is requested that you provide your name and city of residence for the record. Commenters are requested to address their comments to the Board as a whole through the Chair. Comments may be provided in the following manner:
To provide comments during the meeting, in-person attendees, please fill out the public speaker slip and provide it to the clerk at the beginning of the meeting. Before Items 4 and 5, the Chair or Clerk will ask members of the public to join the queue to provide public comment. The queue will remain open for a reasonable amount of time to allow members of the public sufficient time to request to speak and inform the Board of the number of speakers. After such time, the queue will be closed and the members of the public who have joined the queue to speak will be recognized at the appropriate time may speak. To join the queue on Zoom video conference by computer or mobile phone, use the “Raise Hand” feature. If joining the meeting using the Zoom dial-in number, you can raise your hand and join the queue by pressing *9. Members of the public will not be shown on video but will be able to speak when called upon.
Comments shall generally be limited to three minutes when speaking, provided that the Chair may equally reduce each speaker’s time to accommodate a large number of speakers or a large number of agenda items.
Written Communications: If you have a written communication that you wish to be distributed to the Board, please provide it via e-mail to [email protected]. Written communications are public records and, if received by 5:00 p.m. on the day prior to the meeting, will be distributed to the Board prior to the meeting by either e-mail or hard-copy, posted on the Authority’s website and noted, but not read, at the meeting. Communications received after the 5:00 p.m. deadline will be retained in the Authority’s records.
The public may participate using the following remote options:
ZOOM WEBINAR
Please click the link below to join the webinar:
Launch Meeting - Zoom
Dial-in: 1-669-900-6833
Webinar ID: 867 8986 0788
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. ROLL CALL
4. PUBLIC COMMENTS ON AGENDA ITEMS
Opportunity for members of the public to address the Board on any items on the agenda.
5. PUBLIC COMMENTS ON NON-AGENDA ITEMS
Opportunity for members of the public to address the Board on any items not on the agenda but within the jurisdiction of the Board.
6. DIRECTOR ANNOUNCEMENTS & REPORTS ON CONFERENCES/EVENTS
ATTENDED
Board Members may briefly provide information to other members of the Board and the public, ask questions of staff, or report on conferences, events, or activities related to Authority business. There is to be no discussion or action taken on comments made by Board Members unless authorized by law.
7. COMMITTEE REPORTS
1. COMMUNITY ADVISORY COMMITTEE UPDATE
Recommended Action:
Receive and file.
8. CONSENT CALENDAR
All items listed under the Consent Calendar are considered to be routine and may be enacted by one motion. Prior to the motion to consider any action by the Board of Directors, any public comments on any of the Consent Items will be heard. There will be no separate action unless members of the Board of Directors request specific items be removed from the Consent Calendar.
1. MINUTES FOR THE REGULAR BOARD MEETING OF APRIL 30, 2024 Recommended Action:
Approve as submitted.
2. MARKETING AND COMMUNICATIONS UPDATE FOR MARCH – APRIL 2024
Recommended Action:
Receive and file the Marketing & Communication update for March-April 2024
3. APPROVE UPDATE TO BOARD AND COMMITTEE COMPENSATION &
REIMBURSEMENT POLICY
Recommended Action:
Approve Amendments to Policy No. 5, Board of Directors and Community Advisory Committee Members’ Compensation and Expense Reimbursement Policy to update provisions related to reimbursement for meals.
4. REGULATORY AND LEGISLATIVE UPDATE
Recommended Action:
Receive and file.
5. TREASURER’S REPORT – FISCAL YEAR ENDED MARCH 31, 2024 AND Q1 2024 CHECK REGISTER
Recommended Action:
Receive and file.
9. REGULAR CALENDAR
The following items call for discussion or action by the Board of Directors. The Board may discuss and/or take action on any item listed below if the Board is so inclined.
1. APPROVAL OF REVISED OCPA SALARY GRADES AND EMPLOYEE
SALARY RANGES
Recommended Action:
Approve the revised OCPA Salary Grades and Employee Salary Ranges as proposed in Attachment 1.
10. STAFF REPORT
Staff may briefly provide information to the Board and the public. The Board may engage in discussion if the specific subject matter of the report is identified, but the Board may not take any action. There is to be no other discussion or action taken unless authorized by law.
11. STRATEGIC PLAN PRESENTATION AND DISCUSSION
Recommended Action:
1. Review 2023-26 Strategic Plan and additional considerations presented by staff.
2. Provide guidance and direction to staff regarding 2024 priorities.
12. ADJOURNMENT
Compliance with the Americans with Disabilities Act
Board of Directors meetings comply with the protections and prohibitions of the Americans with Disabilities Act. Individuals with a disability who require a modification or accommodation, including auxiliary aids or services, in order to participate in the public meeting may contact 949- 263-2612. Requests for disability-related modifications or accommodations require different lead times and should be provided at least 72-hours in advance of the public meeting.
Availability of Board Documents
Copies of the agenda and agenda packet are available at www.ocpower.org. Late-arriving documents related to a Board meeting item which are distributed to a majority of the Board prior to or during the Board meeting are available for public review as required by law. Public records, including agenda-related documents, can be requested electronically at [email protected] or by mail to 15642 Sand Canyon Avenue, P.O. Box 54283, Irvine, CA 92619-4283. The documents may also be posted at the above website. Such public records are also available for inspection, by appointment, at 3349 Michelson Drive, Suite 200, Irvine, CA 92612. Please contact [email protected] to arrange an appointment.
MINUTES
REGULAR MEETING
BOARD OF DIRECTORS
ORANGE COUNTY POWER AUTHORITY
Tuesday, April 30, 2024
OCPA Board Regular Meeting of April 30, 2024 Page 1
1. CALL TO ORDER
Chair Jung called to order the Regular Meeting of the Orange County Power Authority Board of Directors at 10:00 a.m. on Tuesday, April 30, 2024.
2. PLEDGE OF ALLEGIANCE
Director McKeon led the Pledge of Allegiance.
3. ROLL CALL
Present: Director Casey McKeon City of Huntington Beach Director Tammy Kim City of Irvine
Director Kathleen Treseder City of Irvine
Vice Chair Susan Sonne City of Buena Park
Chair Fred Jung City of Fullerton
4. PUBLIC COMMENTS ON AGENDA ITEMS – None.
5. PUBLIC COMMENTS ON NON-AGENDA ITEMS – None.
6. DIRECTOR ANNOUNCEMENTS & REPORTS ON CONFERENCES/EVENTS
ATTENDED
Vice Chair Sonne reported that she attended the CalCCA Annual Conference.
Director Treseder reported that she and Director Kim held a Coffee and Conversation event in Irvine and CEO Mosca provided the state of OCPA.
7. COMMITTEE REPORTS
1. COMMUNITY ADVISORY COMMITTEE UPDATE
Chair Ziemer provided the report from their April 8, 2024, Committee Meeting.
She further reported that she and Committee Member Futch had also attended the CalCCA Annual Conference.
8. CONSENT CALENDAR
ACTION
Director Kim made the motion, seconded by Director Treseder to:
OCPA Board Regular Meeting of April 30, 2024 Page 2
Approve consent calendar items 8.1 – 8.6.
The motion carried unanimously by the following 5-0 vote:
Ayes: Chair Jung, Vice Chair Sonne, Director Treseder,
Director Kim, Director McKeon
Noes: None
Absent: None
1. MINUTES FOR THE REGULAR BOARD MEETING OF MARCH 19, 2024 Action Taken:
Approved as submitted.
2. RISK OVERSIGHT COMMITTEE UPDATE
Action Taken:
Received and filed.
3. REGULATORY AND LEGISLATIVE UPDATE
Action Taken:
Received and filed.
4. APPROVE UPDATES COMMUNITY ADVISORY COMMITTEE
MEMBERSHIP CRITERIA
Action Taken:
Approved updates to the Community Advisory Committee Membership Criteria, including a proposed attendance policy.
5. AUTHORIZE USE OF VARIOUS TELECONFERENCING OPTIONS
UNDER THE BROWN ACT
Action Taken:
Authorized the Board of Directors and Committee members to use any manner of teleconferencing legally and logistically available under the Brown Act, including teleconferencing under AB 2449 (2022).
6. APPROVE AMENDED POLICY NO. 18, INVESTMENT POLICY
Action Taken:
Approved Amendment to Policy No. 18, Investment Policy.
OCPA Board Regular Meeting of April 30, 2024 Page 3
9. REGULAR CALENDAR
1. APPROVE FURNITURE AND INSTALLATION SERVICE AGREEMENT Regulatory and Legislative Manager Halligan provided a brief summary of this item.
Chair Jung asked if the Calpine subsidy would cover most of this agreement.
CEO Mosca confirmed that Calpine’s $200,000 subsidy would cover most of this agreement.
Director Kim made the motion, seconded by Vice Chair Sonne to:
Authorize the CEO to execute agreements with GM Business Interiors for Furniture and Installation Services with a not-to-exceed amount of $250,000, in accordance with OCPA’s Procurement Policy regarding Cooperative Agreements.
The motion carried unanimously by the following 5-0 vote:
Ayes: Chair Jung, Vice Chair Sonne, Director Treseder,
Director Kim, Director McKeon
Noes: None
Absent: None
2. RATIFY RATES EFFECTIVE MARCH 20, 2024
CFO Law provided a brief summary of this item.
Director Kim left the dais at 10:18 a.m. and returned at 10:21 a.m.
Vice Chair Sonne made the motion, seconded by Director Treseder to:
Ratify rates effective March 20, 2024.
The motion carried unanimously by the following 4-0-1 vote:
Ayes: Chair Jung, Vice Chair Sonne,
Director Treseder, Director McKeon
Noes: None
Absent: Director Kim
3. APPROVAL OF OCPA SALARY GRADES AND EMPLOYEE SALARY
RANGES, EMPLOYEE BENEFITS PROGRAM UPDATES, AND
EMPLOYEE PERSONNEL POLICIES MANUAL UPDATES
CFO Law provided a brief summary of this item.
OCPA Board Regular Meeting of April 30, 2024 Page 4
Chair Jung requested that the item be tabled until the Budget Ad Hoc Committee can review the proposed items. He would like to only have the Power Resources Director's salary be approved.
Director Treseder would like to invest in the existing employees.
Chair Jung made the motion, seconded by Director Kim to:
1. Approve the OCPA Salary Grade and Employee Salary Range as proposed for the position of Power Resources Director only as listed on Attachment 1. The remaining positions would be addressed after the Budget Ad Hoc Committee reviewed the figures.
2. Approve updates and revisions to the OCPA Employee Benefits Program, as proposed in Attachment 2.
3. Approve modifications to OCPA’s Employee Personnel Policies Manual, as specified in Attachment 3.
The motion carried unanimously by the following 5-0 vote:
Ayes: Chair Jung, Vice Chair Sonne, Director Treseder,
Director Kim, Director McKeon
Noes: None
Absent: None
4. CREATION OF BUDGET AND FINANCE AD-HOC COMMITTEE FOR
DEVELOPMENT OF FY2024/25 BUDGET AND 5-YEAR PROJECTION
CFO Law provided a brief summary of this item.
Chair Jung requested volunteers for this Budget Ad Hoc Committee. Vice Chair Sonne and Director Kim requested to be on this committee and were appointed by Chair Jung.
Vice Chair Sonne made the motion, seconded by Director Treseder to:
Establish a temporary ad-hoc advisory committee related to development of FY2024/25 Budget and 5-Year Projection and appoint Vice Chair Sonne and Director Kim to the committee.
The motion carried unanimously by the following 5-0 vote:
Ayes: Chair Jung, Vice Chair Sonne, Director Treseder,
Director Kim, Director McKeon
Noes: None
Absent: None
OCPA Board Regular Meeting of April 30, 2024 Page 5
5. FISCAL YEAR 2024/2025 BUDGET FRAMEWORK
CFO Law provided a brief summary of this item.
Chair Jung thanked CFO Law and the staff for their great work.
Director Kim also had questions on the additional proposed positions but would hold them for the Budget Ad Hoc Committee.
Action Taken:
Received and filed.
10. STAFF REPORT
CEO Mosca provided several highlights from his agenda staff report. He further reported that the Strategic Plan Workshop would be held after the May 21, 2024, Board Meeting.
He was informed that the CalCCA Annual Conference was well attended and had great topics and networking opportunities. He further reported that the Request for Proposals for the Community Power Plan was on the website.
Director Treseder requested that staff contact environmental justice communities to participate in the Community Power Plan process.
11. ADJOURNMENT
There being no further business to come before the Board, Chair Jung adjourned the April 30, 2024, Orange County Power Authority Board Regular meeting at 11:08 a.m.
Submitted by:
Pat Jacquez-Nares, Authority Secretary
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.2
-------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Joe Mosca, Chief Executive Officer
Subject: MARKETING & COMMUNICATIONS UPDATE FOR MARCH – APRIL 2024 Date: May 13, 2024
--------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Receive and file the Marketing & Communications update for March-April 2024.
BACKGROUND
Following is a summary of the Public Outreach efforts for the months of March - April 2024.
Highlights include:
• Joining the OC Hispanic Chamber podcast, “Our Community,” for an interview about OCPA and community energy.
• Hosting 20 local, state and federal elected staff members for the second annual Staffers Luncheon;
• Launching the short-form Unplugged Video Series on Instagram and YouTube; • Attending the Cal-CCA Lobbying Trip to Washington D.C.; • Sponsoring and participating in the City of Irvine CicloIrvine open streets event; • Participating in 10 community outreach events in Buena Park, Costa Mesa, Fullerton, and Irvine
• Distributing the April quarterly newsletter to 2,429 subscribers • Continued the omnipresent Facebook ad campaign, increasing followers to over 1.2K • Launching the “Flip The Switch” campaign across print, digital, and out-of-home advertising platforms in OCPA member cities, with translations in Chinese, Vietnamese, and Korean languages.
Please review the attached public outreach information for additional details on these highlights and the various communications, marketing, and community outreach events. If you would like more information on these events or would like to invite us to your future events, please contact our team at (949) 767-8700. Your community input is important; we look forward to collaborating with you.
FISCAL IMPACT
None
ATTACHMENT
Attachment A: Public Outreach March-April 2024
1 Public Outreach Update
March - April 2024
PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
• Published 2 columns/op-eds
• Hosted second annual Staffers Luncheon
• Participated in Coffee & Conversations with Directors Kim and Treseder • Sponsored CicloIrvine, displayed 5 co-branded bus shelters in Irvine • Attended Cal-CCA Lobbying Trip to Washington D.C.
• Attended the Cal-CCA Conference
• Attended/Participated in 10 community outreach events • Made presentations to the Fullerton City Council and at Sustain SoCal’s “Building Sustainable Communities”
• Interviewed on the OC Hispanic Chamber’s podcast
• Launched “Flip the Switch” marketing awareness campaign • Released one community newsletter (April) and published two blog posts • Continued omnipresent ad campaign on Facebook, increasing followers to over 1.2K 2 Highlights
PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
MEDIA RELATIONS
3 ● Published OC Leader Board in
Orange County Business Journal
● Director Kathleen Treseder
published an Op-Ed in Voice of OC
● Announced appointment of CEO
Joe Mosca
● Submitted newsletter article for
CalCCA quarterly newsletter
Media Sentiment – March - April 2024
● 19 clips (online/print/broadcast)
● 95% positive
PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
PRINT + ONLINE DISPLAY
● Irvine World News
● North County News
● Orange County Register
● World Journal
● Korea Daily
● Korea Times
● Nguoi Viet Daily
● US News Express
OUT OF HOME
● Bus shelters
● Billboards
● Gyms
● Theaters
● Cable / Connected TV
● EV Charging Stations
FLIP THE SWITCH ADVERTISING CAMPAIGN - LAUNCHED APRIL 1 4 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
STAFFERS LUNCHEON
Hosted 20 local, state and federal elected staff members for a briefing at OCPA’s 2nd Annual Staffers Luncheon 5 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
COFFEE & CONVERSATIONS
OCPA Directors Tammy Kim and Kathleen Treseder invited CEO Joe Mosca to participate in an event to discuss benefits of community energy, answer questions and help residents re-enroll ● 54 Attendees + Virtual Attendees
● 4 residents re-enrolled with OCPA
6 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
● Created a video and social graphic to
promote the Coffee & Conversations event
○ Instagram and Facebook: 587
views, 54 likes, 4 shares, 1 comment
○ YouTube: 787 views
○ LinkedIn: 105,889 impressions, 32
likes, 2 shares, 1 comment
● Included a story in OCPA’s April newsletter
● Sent dedicated email invitation to OCPA’s
subscriber list
COFFEE & CONVERSATIONS PROMOTION
7 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
● 5 Co-Sponsored Bus Shelters in Irvine
● Social Media Promotion
CICLOIRVINE SPONSORSHIP
8 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
Cal-CCA LOBBYING TRIP IN WASHINGTON D.C.
9 OCPA Board Chair Fred Jung, CEO Joe Mosca and Regulatory and Legislative Manager Steven Halligan traveled to Washington, DC as part of a joint advocacy trip with other California CCAs PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
CAL-CCA CONFERENCE
Joined 750 attendees at the 2024 CalCCA Annual Conference in San Jose 10 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
March
● Save Our Youth Career Panel in Costa Mesa
● City of Fullerton’s City Hall on the Go
● Spring Eggstravaganza in Buena Park
● Holi Music Festival in Irvine
● Women Shaping Cleantech: Past, Present, Future
April
● “Building Sustainable Communities” with Sustain Socal ● Sponsored the Fullerton State of the City Address
● Quail Hill Earth Day event
● Roots Academy Earth Day event
● Park Place’s Earth Day + Pet Adoption event
COMMUNITY OUTREACH EVENTS
11 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
OC HISPANIC CHAMBER “OUR COMMUNITY” PODCAST
12 OC Hispanic Chamber of Commerce Reuben Franco interviewed Saul Viramontes at OC Talk Radio PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
Launched the first video in our new short-form video
series answering frequently asked questions and
providing helpful resources to customers
• Instagram: 465 organic views, 28 likes, 3
comments
• YouTube: 36 views
OCPA UNPLUGGED VIDEO SERIES
13 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
1. Southern California Association of Governments (SCAG) Honorable Mention Award for Green Region Initiative:
Climate Action and Resource Conservation
2. OCPA CFO Tiffany Law recognized as honoree in the
Orange County Business Journal’s CFO of the Year
Awards
3. OCPA CFO Tiffany Law recognized as a nominee for the Los Angeles Times B2B CFO Leadership Awards
AWARDS & RECOGNITION
14 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
● Presented to the Fullerton City Council
● Presented at Sustain SoCal’s Building
Sustainable Communities Bridges event
● Presented at the Coffee & Conversations town
hall in Irvine
PRESENTATIONS
15 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
• 2,429 emails sent
• 54.4% open rate (average open for government-related is
28.77%)
• 2.8% click through rate
• Top 5 website pages clicked
- YouTube Flip the Switch video
- CicloIrvine
- Coffee and Conversations
- OCPA Marketplace
- Views from OC Goes Solar blog
QUARTERLY COMMUNITY NEWSLETTER - APRIL
16 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
Published two blog posts:
• Views from OC Goes Solar
• Beyond the Bin: Creative Ways for
Reducing, Reusing and Recycling in
Today’s World
BLOG POSTS
17 PUBLIC OUTREACH UPDATE MARCH - APRIL 2024
● Total Reach: 131,266
● Total Impressions: 689,391
● Total Clicks: 16,290
● Total Followers: 1,200
FACEBOOK OMNIPRESENT CAMPAIGN
18 THANK
YOU!
19 ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.3
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Joe Mosca, Chief Executive Officer
Subject: APPROVE UPDATE TO BOARD AND COMMITTEE COMPENSATION &
REIMBURSEMENT POLICY
Date: May 21, 2024
---------------------------------------------------------------------------------------------------------------------
RECOMMENDATIONS
Approve Amendments to Policy No. 5, Board of Directors and Community Advisory Committee Members’ Compensation and Expense Reimbursement Policy to update provisions related to reimbursement for meals.
BACKGROUND
Section 3.8 of OCPA’s Joint Powers Agreement provides that the OCPA Board of Directors shall adopt policies for compensation and reimbursement to Directors for attendance at meetings or other service on behalf of OCPA. Relatedly, California Government Code section 53232.2 authorizes local public agencies to adopt written policies authorizing reimbursement for actual and necessary expenses incurred in the performance of official duties and to establish reimbursement rates for the agency.
On February 9, 2021, the Board of Directors adopted Policy No. 5, which governs the compensation and reimbursement of expenses for members of the Authority’s Board of Directors, including reimbursement for meals while attending a conference, seminar, or meeting outside of OCPA’s service area or an OCPA-related business meeting within OCPA’s service area.
Currently, Policy No. 5 requires OCPA to apply specific limits to reimbursement for each meal based on the type of meal (breakfast, lunch, dinner) for which reimbursement is submitted. The proposed amendments would update the policy to utilize the total maximum daily rate for meals based on the federal General Service Administration (“GSA”) guidelines. This approach reduces the administrative burden on OCPA staff when processing reimbursements, while continuing to follow federally established daily limits for meals. The proposed amendments would also:
(1) update the references to the GSA website throughout the policy; and (2) clarify that reimbursable tips for meals should not exceed 20%.
FISCAL IMPACT
There is none at this time.
ATTACHMENTS
1. Proposed Amendments to Policy No. 5, Board of Directors and Community Advisory Committee Members’ Compensation and Expense Reimbursement Policy
ORANGE COUNTY POWER AUTHORITY
Policy Number 005: Board of Directors and Community
Advisory Committee Members’ Compensation and Expense
Reimbursement Policy
Approved: 11/20/2023 | Revised: 06/21/2024
This Policy governs compensation and reimbursement of expenses for members of the Authority’s Board of Directors and Community Advisory Committee (Committee Members). The Policy applies to both regular members of the Board and alternate members, as well as Committee Members as specified herein.
DIRECTORS’ COMPENSATION
Pursuant to this Policy adopted by the Board of Directors, the Authority is authorized to compensate Board members in the amount of $300 for (1) attending each meeting of the Board of Directors, and (2) otherwise providing a day of service to the Authority. Pursuant to Section 3.8 of the Authority’s Joint Powers Agreement, the Authority’s compensation to Board members shall not be less than the amount provided to directors of the Orange County Sanitation District (OCSD). In compliance with OCSD’s current ordinance relating to OCSD director compensation, on January 1 of each year, beginning with January 1, 2025, the amount of compensation for attending each meeting of the Board of Directors or otherwise providing a day of service to the Authority shall increase automatically by five percent (5%) unless said increase is waived by the OCSD board of directors or OCSD’s ordinance is repealed or amended to eliminate such automatic increases. The Policy limits compensation to a specified maximum number of days per month. The Board of Directors may, from time to time, amend the Policy to change the amount of compensation and/or the maximum number of compensable days per month.
The following activities are compensable.
Compensable Activities
1. Meetings
Each regular Director shall be entitled to compensation for attendance at (1) each meeting of the Board of Directors; (2) each meeting of a standing committee on which the Director serves; (3) each meeting of an ad hoc committee to which the Director has been duly appointed; (4) each meeting of any joint governmental board, committee, or association to which the Director has been appointed as the Authority’s representative; and (5) attendance at California Community Choice Association (CalCCA) annual conferences. Each alternate Director shall be entitled to compensation for attendance at a meeting when, and only when, the alternate Director attends the meeting in place of the regular Director.
2. Required Training
Each Director shall be entitled to compensation for attendance at the ethics training required by Government Code Section 53235 and the sexual harassment training and education required by Government Code Section 12950.1.
3. Other Activities
The Chair of the Board of Directors and Chief Executive Officer may, on a case-by- case basis, authorize compensation of individual Directors for a day of service when participating in the following types of activities: (1) meetings with representatives of local, regional, state, or national government on issues affecting the Authority; (2) meetings, conferences, and seminars relating to the business and operation of community choice aggregation entities, (3) ceremonial events sponsored by the Authority; (4) ceremonial events sponsored by another organization; (5) meetings of agencies, nonprofit organizations, or service clubs where the Director makes a presentation on behalf of the Authority; and (6) meetings with Authority staff, including telephone conferences when physical attendance is impractical.
4. Considerations
The Board Chair and the Chief Executive Officer shall approve compensation under Section 3 above only for activities that provides a benefit to the Authority. Benefits include, but are not necessarily limited to, the acquisition of information, education, training, and skills that will further the Authority’s mission and purpose. Other benefits include positive changes to federal and state statutes and regulations that govern the Authority, and maintenance of positive relations with the public and other governmental agencies.
Limitation
In no event shall a Director receive compensation for more than one meeting or other activity on the same day. Directors may not be compensated for more than six meetings per month.
Non-Compensable Activities
Notwithstanding the section above, Board members shall not receive compensation for the following activities: (1) attendance at meetings or events of nonprofit organizations or service clubs, except when the Board Chair and Chief Executive Officer have authorized the Director to make a presentation on behalf of the Authority as described above; (2) Authority sponsored employee events including, but not limited to, the annual employee holiday luncheon and retirement events; (3) parades, festivals, holiday events, or retirement dinners; (4) meetings, without Authority staff present, with existing or potential contractors, vendors, or consultants; (5) meetings of partisan political organizations; (6) meetings, tours, and similar events conducted at the request of the Board member; or (7) any activity not described above.
REIMBURSEMENT OF DIRECTORS’ AND COMMITTEE MEMBERS’ EXPENSES Approved Activities
In accordance with the terms of this Policy, the Authority will reimburse Directors for certain expenses incurred in connection with the compensable activities described above in Directors Compensation; provided, however, that alternate Directors shall be authorized to attend CalCCA conferences and shall be eligible for reimbursement of associated expenses as set forth below, whether or not the alternate Director is attending the conference in place of the regular Director. The Authority will not reimburse Directors for any other expenses.
In accordance with the terms of this Policy, the Authority will reimburse Committee Members for certain expenses set forth below incurred solely in connection with their attendance at CalCCA annual conferences. The number of Committee Members eligible to attend a CalCCA annual conference and receive reimbursement under this Policy shall be determined prior to each CalCCA annual conference by the Chief Executive Officer, in consultation with the Board Chair. To be eligible to receive reimbursement for expenses incurred in connection with attendance at a CalCCA annual conference, the Committee Member must successfully complete ethics training required by Government Code Section 53235 and the sexual harassment prevention training and education required by Government Code Section 53237.1. The Authority will not compensate or otherwise reimburse any expenses of Committee Members.
Reimbursable Expenses
1. Transportation
In travelling to and from events, Directors and Committee Members must use the most economical form of transportation that is reasonably consistent with the Director’s or Committee Member’s travel and scheduling requirements.
2. Mileage for Personal Vehicles
a. The Authority will reimburse Directors and Committee Members for use of personal vehicles based on actual miles traveled at the then-current “standard mileage rate” adopted by the U.S. Internal Revenue Service for use in deducting the cost of operating an automobile for business purposes. The Authority will not reimburse Directors or Committee Members for any other personal vehicle expenses. b. When calculating mileage traveled by a Director or Committee Member to attend an event, the Authority will use the lesser of (1) the distance from the administrative headquarters of the Director’s or Committee Member’s appointing member agency to the event, and (2) the actual distance traveled. Mileage reimbursements shall not exceed the cost of the lowest available airfare.
3. Other Transportation Expenses
a. When travel by personal vehicle is impractical, the Authority will reimburse Directors and Committee Members for the actual cost of (1) regularly-scheduled travel by airplane, train, bus, or other commercial carrier, (2) rental cars, and (3) taxis and other comparably-priced for-hire vehicles. The Authority will also reimburse Directors and Committee Members for related necessary travel expenses such as baggage fees, toll charges, and parking fees. Directors and Committee Members must take advantage of any government or group rates offered by a transportation provider.
b. Before deciding to travel by air, each Director and Committee Member must consider the total cost of alternatives, including the cost of ground transportation and any necessary lodging. Each Director and Committee Member should also consider alternative departure times, departure and arrival airports, dates, departure times, and stopovers to minimize airfare. Directors and Committee Members should request travel arrangements as early as possible to take advantage of lower airfares. c. Generally, the Authority will reimburse Directors and Committee Members only for air travel in coach class. When necessary based on a Director’s or Committee Members’ physical needs and/or the need to conduct meaningful work during a flight, the Board Chair has the discretion to approve reimbursement of first-class air travel. For trips that will exceed 24 hours, Directors and Committee Members must use their personal cars to travel to and from the airport, and utilize long-term airport parking, rather than pay for a taxi or other transportation to and from the airport.
4. Lodging
a. The Authority will reimburse Directors and Committee Members for actual and necessary lodging expenses incurred in attending a conference, seminar, or meeting (for Committee Members, attendance is limited to annual CalCCA conferences).
Directors and Committee Members must take advantage of any government rate or group rate for lodging whenever possible. If there is no government or group rate, the Authority will reimburse Directors and Committee Members for lodging up to the per diem rate used by the U.S. Internal Revenue Service as the maximum allowable deduction for business-related lodging expenses. The per diem rates are set by the General Service Administration (“GSA”) for federal employees. The rates are set forth at https://www.gsa.gov/travel/plan-book/per-diem-ratesGSA.gov/per diem.
b. Lodging in connection with an activity that lasts only one day is considered “necessary” when the travel time to and from the activity exceeds two hours.
5. Meals
The Authority will reimburse Directors and Committee Members for actual and necessary dining expenses incurred while attending (1) a conference, seminar, or meeting outside of the Authority, or (2) an Authority-related business meeting within the Authority. The Authority will reimburse Directors and Committee Members up to the applicable daily total GSA per diem rate for each separate meals as set forth at https://www.gsa.gov/travel/plan-book/per-diem-ratesGSA.gov/per diem. Reasonable tipping up to 20% of the meal is acceptable.
6. Incidentals
The Authority will reimburse Directors and Committee Members for actual and necessary incidental expenses incurred while attending a conference, seminar, or meeting outside the Authority, up to the applicable GSA per diem rate set forth at https://www.gsa.gov/travel/plan-book/per-diem-ratesGSA.gov/per diem. Reimbursable expenses include tips given to drivers, porters, bellhops, baggage carriers, and hotel housekeepers.
7. Travel Arrangements
Each Director and Committee Member must utilize Authority staff to arrange all travel, lodging, and event registrations. The Chief Executive Officer shall designate an Authority employee responsible for making these arrangements. The Chief Executive Officer shall designate a single travel agency for use in making all travel arrangements.
Expenses That Are Not Reimbursable
The Authority will not reimburse Directors or Committee Members for the costs of: (1) barber and/or beauty shop services; (2) fines for traffic or parking violations; (3) any person accompanying a Director or Committee Member on a Authority-approved trip or event; (4) personal telephone calls; (5) fitness/health facility use; (6) massages; (7) alcoholic beverages; (8) entertainment (movies, sporting events, etc.); or (9) vehicle expenses other than the standard mileage charge.
Reimbursement Procedure
Each Director or Committee Member seeking reimbursement must file with the Secretary of the Board an expense report no later than three weeks after the conclusion of the compensable or reimbursable activity. The report shall attach detailed, actual receipts for all expenses. The report shall document that each expense meets the requirements for reimbursement set forth in this Policy.
Without limiting the foregoing, each report shall identify the compensable activity and the date, nature, and purpose of each expense for which reimbursement is sought. For reimbursement of a personal vehicle expense at the standard mileage rate, the expense report shall identify the date of the travel, the actual miles traveled, and the business purpose of the travel. The Chief Executive Officer shall prepare a standard form of expense report for use by Directors and Committee Members in seeking reimbursement.
Board Reports
Each Director and Committee Member seeking reimbursement of expenses incurred in connection with an activity shall provide a brief report of the activity at the next regular meeting of the Board of Directors or Community Advisory Committee, as applicable.
Other Expenses
Any expense that does not meet the requirements of this Policy may be reimbursed only if the Board of Directors approves the expense at a public meeting before the expense is incurred.
PENALTIES
Any Director or Committee Member that misuses public resources or falsifies an expense report required by this Policy is subject to the following penalties: (1) loss of reimbursement privileges; (2) restitution of the Authority; (3) civil penalties for misuse of public resources pursuant to Government Code Section 8314; and/or (4) prosecution for misuse of public resources pursuant to Penal Code Section 424.
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.4
-------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Steven Halligan, Regulatory and Legislative Manager Approved By: Joe Mosca, Chief Executive Officer
Subject: REGULATORY AND LEGISLATIVE UPDATE
Date: May 21, 2024
--------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Receive and File.
REGULATORY UPDATE
Orange County Power Authority (OCPA) staff are monitoring several ongoing regulatory proceedings at the California Public Utilities Commission (CPUC), California Independent System Operation Corporation (CAISO), and California Energy Commission (CEC). A brief description of the proceeding and any current status updates are provided below.
Demand Flexibility – R.22-07-005 (Income Graduated Fixed Charge) The CPUC issued an OIR on July 22, 2022, to advance customer demand flexibility through electric rates to support reliability, decarbonization, and affordability. The Phase 1 Scoping Memo and Ruling, dated November 2, 2022, set forth the schedule, including two tracks for (1) establishing an income-graduated fixed charge (IGFC) for residential rates (Track A), and (2) streamlining the adoption of demand flexibility rates for IOUs (Track B).
On Thursday, May 9, 2024, the Commission voted 4-0 to implement an IGFC. Under the adopted policy customers will be charged $24, $12, or $6 per month for non-CARE/FERA customers, FERA customers and CARE customers respectively. In exchange for the fixed charge customers will see a rate reduction of between 8-18%, depending on the season and time of day. These charges and rate reductions are on the delivery side of a customer's bill. The program will be implemented for SCE customers in late 2025. OCPA is currently studying the impact this policy will have on OCPA customers.
Disconnections – R.18-07-005
This proceeding was opened in 2018 to address rising disconnection rates from customer nonpayment of electric bills. After issuing several decisions instituting various rules and programs, Phase 2 is now addressing issues to further prevent disconnections, especially following the COVID pandemic.
During the pandemic, the Commission directed the IOUs to suspend rules that allocate customers’ partial past-due payments first to the IOUs before CCAs (the “waterfall” method). Instead, the IOUs were ordered to allocate such payments proportionally between CCAs and IOUs until September 2024. The March 22, 2024, Administrative Law Judge (ALJ) Ruling asks whether the proportional allocation method should become permanent. CalCCA filed reply comments on May 3, 2024, recommending continuing the proportional allocation method to ensure equity between bundled and unbundled customers is consistent with D.21-11-014.
Integrated Resource Planning (IRP) - R.20-05-003 (Central Procurement Entity/AB 1373 implementation)
The IRP proceeding considers the CPUC’s electric procurement policies and programs to ensure safe, reliable, and cost-effective electricity supply. The proceeding evaluates system, local, and flexible reliability needs ten years out, authorizes procurement, and reviews LSEs’ procurement plans.
A Scoping Ruling was issued on April 18, 2024, outlining the IRP proceeding schedule moving forward. The Scoping Ruling includes AB 1373 implementation, allowing the Commission to request that the Department of Water Resources (DWR) serve as the Central Procurement Entity (CPE) for certain long lead-time resources. The ALJ quickly followed on April 26, 2024, with a ruling seeking comments on this issue.
The ruling also seeks comments on a range of issues including timelines, contract structures, contract review processes, cost allocation, allocation of benefits/attributes, and implementation of a non bypassable charge. OCPA is working with CalCCA to prepare comments due May 24, 2024, with replies due June 5, 2024. Energy Division hosted a WS on the ruling on May 7, 2024.
Renewables Portfolio Standard (RPS) Program – R.18-07-003 & R.24-01-017 The RPS proceeding monitors compliance by “retail sellers,” including IOUs, CCAs and ESPs, within the RPS program. Current RPS rules require 60 percent of retail sales to be from RPS-eligible resources by 2030, and at least 65 percent of the procurement a retail seller counts toward the RPS requirements to be from long-term contracts (ten years or more in duration). In addition, the RPS proceeding is the venue in which the PCIA/RPS Voluntary Allocation and Market Offer (VAMO) is being considered.
The Commission opened a new proceeding, R.24-01-017 to continue implementation and administration of the RPS program.
A delay in the receipt of Renewable Energy Credits (RECs) for renewable transitions, including the IOU Voluntary Allocation and Market Offer (VAMO) contracts is affecting LSE’s across the state including most CCA’s. The delays stem from a software issue in the WREGIS, which issues the RECs. These delays could impact compliance deadlines at the CEC (Power Source Disclosure, Power Content Label, and Renewable Portfolio Standards), the CPUC (Joint Rate Mailer, Renewable Portfolio Standards), and California Air Resources Board (CARB) (Mandatory Reporting Requirements). CalCCA sent a letter on May 6, 2024 to all CEC and CPUC Commissioners, and CARB Chair Liane Randolph, proposing a postponement of the regulatory compliance deadlines until the WREGIS issues are resolved. A WREGIS stakeholder meeting was held on May 7, 2024, to discuss the impact of the delays. The impact was also discussed at the CEC’s May 8, 2024, Business Meeting at which CEC staff and WREGIS staff presented to CEC Commissioners on the REC delays and the impacts on LSE compliance filings.
Energy Resource Recovery Account (ERRA) Compliance
Energy Resource Recovery Account (ERRA) Compliance applications are filed annually by the IOUs for review of costs associated with Utility Owned Generation (UOG) operations and fuel procurement, Portfolio Allocation Balancing Account (PABA) entries, economic dispatch of electric resources, and contract administration. IOUs are required to demonstrate compliance with CPUC decisions and the California Public Utilities Code.
Southern California Edison (SCE) filed its 2023 ERRA Compliance application on April 2, 2024.
Protests are due May 2, 2024. CalCCA filed a protest that laid out the issues that require further investigation including whether SCE passed on any CAISO penalties to customers, how SCE is handling delays in RECs from WREGIS for 2023, significant errors related to PCIA contracts, and details on SCE’s internal ERRA/Portfolio Allocation Balancing Account (PABA) audit.
ERRA Forecast
ERRA Forecast Applications are filed annually by IOUs to forecast energy procurement-related revenue requirements, which includes forecast allocation of costs across PCIA vintages.
OCPA continues to monitor the SCE ERRA forecasts to ensure accuracy of forecast account balances and rates and cost calculations in workpapers and to ensure costs are attributed to the proper PCIA vintages and properly between bundled and unbundled customers. 2025 ERRA forecasts are expected in May 2024.
General Rate Case (GRC)
In four-year cycles, IOUs submit General Rate Case (GRC) applications for authority to adjust rates and charges for electric and gas service based on a future Test Year (TY). The revenue requirements include electric and gas distribution system costs, administrative expenses, and customer service costs.
OCPA continues to participate in the SCE GRC to ensure accuracy and reasonableness of forecast of costs, ensure revenue requirements are properly allocated to PCIA vintages, and ensure costs are properly allocated across major work categories. SCE filed 2025 GRC intervenor testimony on February 29, 2024.
LEGISLATIVE UPDATE
In the State Legislator the deadline for policy committees to hear bills introduced in their house was May 10. Of the 94 pieces of legislation being tracked, 19 did not pass out of committee by the deadline. The next deadline is May 17 for fiscal committees to hear and report to the floor bills introduced in their house. The deadline for bills to pass out of their house is May 24.
A complete list of legislation is attached.
Budget Update
The Governor and Legislature reached an agreement on early budget actions to reduce the existing shortfall by $17 billion. It includes $3.6 billion in reductions to one-time funding, $5.2 billion in revenue and borrowing, $5.2 billion in delays, and $3.4 billion in cost shifts. This includes:
• Delays: Investments in Strategic Reliability Assets, Oroville Pump Storage, and Distributed Electricity Backup Assets.
• Fund shifts: General Fund to Greenhouse Gas Reduction Fund • Reductions: Drayage Infrastructure Pilot Project, ZEV manufacturing grants, Climate Innovation Program, Food Production Investment Program, Industrial Decarbonization Program, Hydrogen Grants, California Electric Homes Program, Clean Energy Reliable Investment Plan, Capacity Building Grant, Regional Climate Collaboratives, Climate Adaptation and Resilience Planning Grants.
The May Revise is expected to be released May 10, 2024. The budget must be passed by the legislature by June 15.
FISCAL IMPACT
None
ATTACHMENTS
A) 2024 OCPA Legislative Tracker
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 1834 Garcia POUs and the SRRP The bill appears to clarify that the identified reliability needs for the POU is determined by the POU and not DWR or CPUC. 16-May-24
Assembly-Appropriations
Amended 4/15/24
AB 1852 Pacheco
Joint powers agencies: Clean
Power Alliance of Southern
California: meetings.
Extends a sunset for another five years to allow non-elected alternate board members to participate in closed session CPA board meetings when the primary board member is unable to attend. The provisions in law are specific to Clean Power Alliance and do not apply to other local agencies.
Senate-Rules
4/4/24: Passed by
Assembly floor 70-0
3/20/24: Passed by
Asm. Local Government
8-0, ordered to consent
calendar
AB 1912 Pacheco
Electricity: measures
imposing mandated
programs and requirements:
third-party review.
This bill would require a 3rd party review (specifically UC Berkeley) of legislation that would propose new IOU mandated programs or requirements to be completed prior to a policy committee hearing the bill.
16-May-24
Assembly-Appropriations
Amended 3/18/24
3/13/24: Passed Asm.
U&E 13-0 w/
Committee amends
AB 1918 Wood Trinity Public Utility District,
Rooftop Exemption
Exempts buildings in service territory of a public utility district from being required to meet CEC building standards if the electricity they receive is already carbon free. 16-May-24 Assembly-Appropriations
4/2/24: Passed by Asm.
B&P 18-0 as amended
Amended 3/18/24
3/13/24: Passed Asm.
U&E 15-0 as amended
AB 1999 Irwin Electricity: fixed charges.
Repeals the provisions of AB 205 (2022, Ting) that authorizes the PUC to establish fix charges to residential customers and requires that fixed charge "authorization" to occur no later than 7-1-
24. The provisions alo require the fixed charges to be established on an income-graduated basis, with no fewer than 3 income thresholds, and so that low-income ratepayers would see a lower average monthy bill without making changes in usage.
15-May-24
Assembly-Utilities
& Energy Amended 5/8/24
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 2037 Papan EVSEs and accuracy
Allows a county sealer to test and certify EV charging stations. If the sealer determines a EVSE is inaccurate, they must notify the owner/operator of the station, and may choose to close the station. During the closure, people can park at the station for free. 4/10/24: Passed Asm.
Approps 14-0
Amended 3/14/24
3/12/24: Passed Asm.
Privacy & Consumer
Protection 10-0
Amended 3/6/24
AB 2054 Bauer-Kahan CEC Commissioners; future
employment prohibition
This bill would prohibit a member of the Energy Commission from being employed by an entity subject to regulation by the Energy Commission for a period of 3 years after ceasing to be a member of the Energy Commission. The bill would prohibit a member of the Energy Commission from accepting a gift from an entity subject to regulation by the Energy Commission. By expanding the application of an existing crime, this bill would impose a state-mandated local program. 16-May-24
Assembly-Appropriations
Amended 4/8/24
4/3/24: Passed by Asm
U&E 12-2
Amended 3/21/24
AB 2092 Mathis Energy: small modular
reactors: feasibility study
This bill would require the PUC to conduct a feasibility study on the use of small modular reactors, as defined, for energy generation in the state, including, among other things, an evaluation of the benefits of small modular reactors in comparison with other renewable resources used, or planned for use, in the state. The bill would require the PUC to submit a report on the results of the feasibility study to the Legislature on or before January 1, 2027. 16-May-24
Assembly-Appropriations
Amended 3/18/24
3/13/24: Passed Asm
U&E 15-0
AB 2109 Carrillo, Juan
Electricity: surcharge
exemption: industrial
process heat recovery
This bill would specify that the enhancement or increased efficiency of equipment occurring in the normal course of business includes industrial process heat recovery technology that meets prescribed requirements. The bill would prohibit nonbypassable or departing load surcharges from applying to a reduction in kilowatt-hours of electricity that an electrical corporation customer consumes from the electrical grid in a metered interval due to industrial process heat recovery technology that meets prescribed requirements. 16-May-24
Assembly-Appropriations
Amended 4/22/24
AB 2256 Friedman Net energy metering. Repeal Net Billing Tariff 15-May-24 Assembly-Appropriations
Amended 4/29/24
Amended 4/1/24
Amended 3/11/24
AB 2292 Petrie-Norris
Electrical transmission
facilities: certificates of
public convenience and
necessity.
Stop PUC from having to consider cost effective alternatives while considering an application for a certificate of public convenience and necessity for an electric transmission facility Assembly-Floor 4/3/24: Passed by Asm. U&E 14-0 OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 2329 Muratsuchi
Low Income Energy
Assistance Program - Spot
Bill
This bill would require the PUC and Energy Commission to jointly authorize the establishment of the California Affordable Decarbonization Authority as a nonprofit public benefit corporation and to take all necessary measures to create the authority. 16-May-24
Assembly-Appropriations
Amended 3/21/24
AB 2331 Gabriel Voluntary carbon market
disclosures
This bill claries the definiton of voluntary carbon offsets by excluding renewable energy certs issues through an accounting system of a governmental rgulatory body, a VPP agreement, or a LCFS credit.
Assembly-Floor Amended 3/21/24
AB 2368 Petrie-Norris CAISO outage review
Requires CAISO to review any outatge that affects ar least 10% of customers of an entity and report if the outage is due to insufficient procurement of generation resources. 15-May-24 Assembly-Appropriations
Amended 3/21/24
AB 2427 McCarty Curbside EV charging
This bill would require the office to develop a model permitting checklist, model zoning ordinances, and best practices for permit costs and permit review timelines to help local governments permit curbside charging stations as part of the office’s development of the Electric Vehicle Charging Station Permitting Guidebook or any subsequent updates. The bill would also require the office to consult with local governments, electric vehicle service providers, and utilities while developing the above-described materials. 15-May-24
Assembly-Appropriations
4/10/24 Passed by
Asm. Local Goverment
9-0
Amended 4/2/24
AB 2453 Villapudua
Weights and measures:
electric vehicle chargers and
electric vehicle supply
equipment
Would authorize a measuring instrument used to measure the amount of electricity transferred from an electric vehicle charger to be used in connection with the sale of electricity as a motor vehicle fuel without first being tested if it is a type approved by the department, is calibrated and sealed by the manufacturer, and is unalterable
Assembly-Floor
AB 2462 Calderon Public Utilities Commission:
written reports: energy
This bill would require that report to also consider how the adoption of electrification may impact total energy costs borne by consumers, as specified, and contain recommendations that may take longer than 12 months to implement, but could lead to substantial reductions in monthly electricity bills. The bill would also expand the above-described goals to additionally include goals for encouraging beneficial electrification. 16-May-24
Assembly-Appropriations
Amended 4/8/24
4/3/24: Passed by Asm.
U&E 16-0
Amended 4/1/24
Amended 3/21/24
AB 2513 Pellerin Gas stoves warning label
This bill would prohibit a person from selling, attempting to sell, or offering to sell to a consumer in this state a gas stove, as defined, that is manufactured or sold online on or after January 1, 2025, or sold in a store on or after January 1, 2026, unless the gas stove bears a label attached in a conspicuous location and, for online sales, unless the internet website prominently posts a warning, that sets forth a specified statement relating to air pollutants that can be released by gas stoves and that is attached to the gas stoves, among other requirements.
Assembly - Floor Amended 4/3/24
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 2537 Addis Monitoring offshore wind
and CA’s ocean
Creates a fund to provide grants to local communities and tribal communities to participate in the planning around offshore wind. 16-May-24
Assembly-Appropriations
Amended 4/10/24
4/8/24 Nat. Resources
hearing cancelled at
request of author
Amended 3/21/24
AB 2559 Petrie-Norris
Local planning: electric
vehicle service equipment:
permitting delays
Require Go-Biz to create and maintain a website to collect info for delays/denials in permitting of EVSE. Establish working group. 15-May-24
Assembly-Appropriations
4/10/24 Passed by
Asm. Local Goverment
9-0
AB 2661 Soria
Electricity: transmission
facility planning: water
districts
Cost assessment for deploying solar in central valley and incorporate in next CAISO portfolio.
Water districts can own and operate solar/storage. 16-May-24 Assembly-Appropriations
AB 2666 Boerner IOU rate of return Requires the IOUs to refund revenues collected in excess of their rate of return, to refund those revenues to its ratepayers.
15-May-24
Assembly-Appropriations
Amended 3/21/24
AB 2683 Boerner PAO and general rate cases Requires the PAO to advocate for lower rates in every general rate case. 15-May-24 Assembly-Appropriations
Amended 3/21/24
AB 2779 Petrie-Norris
CAISO transmission planning
reporting
Requires CAISO tranmission plans to include the new use of grid enhancing technologies deemed reasonable by CAISO in that plan and the cost of efficiecy savings of the deployment of those technologies.
Senate Amended 3/21/24
AB 2815 Petrie-Norris
Clean Transportation
Program: electric vehicle
charging stations
Would provide grants under the Clean Transportation Program for repairs to EV charging infrastructure 16-May-24
Assembly-Appropriations
AB 2847 Addis Utility application for cost
recovery requirements
his bill would require an electrical corporation’s or gas corporation’s application requesting authorization for or recovery of capital expenditures to include its best estimate of the application’s impact on its annual revenue requirement for each year that the capital expenditures described in the application are expected to remain in the application’s rate base if the application is approved or conditionally approved and to include the net present value of those impacts. The bill would further require the commission to require the electrical corporation or gas corporation to provide supporting workpapers and calculations for the estimates.
Assembly-Floor
4/3/24: Passed by Asm.
U&E 13-2
Amended 3/21/24
AB 2891 Friedman LSE electrical demand
forecast
Requires the CEC to develop requirements and standards for load modifying programs.
Currently, there are no standards and requirements leaving individual applications for such efforts in the hands of one staff person's opinion at the CEC. 16-May-24
Assembly-Appropriations
Amended 3/21/24
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 3006 Zbur
Offshore wind
infrastructure; Workforce
needs
Adds offshore wind to the definition of "infrastructure" to the Governor's five year infrastructure plan and directs the CEC and WDB to jointly determine immediate and long-term workforce needs.
16-May-24
Assembly-Appropriations
Amended 4/8/24
4/3/24: Passed by Asm.
U&E 16-0
Amended 4/1/24
Amended 3/21/24
AB 3107 Connelly Microgrids: study
This bill would require the Energy Commission to conduct a study on the benefits of microgrids for local governments and communities and would require the Energy Commission, on or before January 1, 2027, to submit a report on that study to the Legislature. The bill would repeal its provisions on January 1, 2031.
15-May-24
Assembly-Appropriations
AB 3111 Calderon DERs and aggregated DERs:
Reporting to CEC
Requires applicants for large new customer-sited solar and storage projects to notify the public and the California Energy Commission (CEC) of the installation and scope of these facilities. 15-May-24 Assembly-Appropriations
4/3/24: Hearing
postponed by
committee
AB 3130 Quirk-Silva Public officers; financial
interest
Expands the fincial conflict of interest law to include additional family members. Assembly-Floor Amended 4/1/24 Amended 3/21/24
AB 3136 Reyes
Bureau of Environmental
Justice
This bill would continue in existence, within the Department of Justice, the Bureau of Environmental Justice for the purpose of protecting people and communities that endure a disproportionate share of environmental pollution and public health hazards. The bill would require the bureau to ensure fair treatment of people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies, pursuant to the existing authority of the Attorney General, as specified. The bill would require the Attorney General to ensure the bureau is staffed with a minimum of 12 attorneys and an appropriate number of support staff. 16-May-24
Assembly-Appropriations4/2/24: Passed by Asm.
Judiciary 11-0
AB 3238 Garcia
Electrical infrastructure;
endangered species
Streamlines endangered species under CESA + streamlined CEQA for electrical infrastructure projects
16-May-24
Assembly-Appropriations
Amended 4/8/24
4/3/24: Passed by Asm.
U&E 13-1
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 3246 Garcia
Transmission conductor;
technology
This bill would require the commission, on or before January 1, 2026, to update the above-described general order to provide an exemption that would instead authorize an electrical corporation to seek the commission’s approval of advanced reconductoring, as defined, of its existing electrical transmission facilities through the commission’s informal advice letter process, as specified. The bill would require this advice letter to contain certain information, including, among other information, an estimate of the increased capacity expansion. 16-May-24
Assembly-Appropriations
Amended 3/18/24
AB 3247 Irwin
Public Advocate’s Office:
appointment of the director
Requires the director of the Public Advocate’s Office (PAO) to be alternately appointed for 4- year terms by the Speaker of the Assembly and the President pro Tempore of the Senate.
Senate
4/3/24: Passed by Asm.
U&E 16-0
AB 3256 Irwin
Memorandum and balancing
accounts: reports to the
Legislature
Would require the California Public Utilities Commission determine whether investor-owned utility balancing accounts have achieved their intended purpose, and whether future cost increases are justified if the intended purpose has not been achieved. 15-May-24
Assembly-Appropriations
AB 3263 Calderon
Electrical corporations:
financing orders: wildfire
mitigation expenses
This bill would, in addition to expenses related to catastrophic wildfires, authorize the use of a financing order to recover the costs of wildfire mitigation efforts, operational and maintenance expenses related to an electrical corporation’s wildfire mitigation plan, wildfire risk mitigation costs, and vegetation management costs and expenses.
15-May-24
Assembly-Appropriations
AB 627 Jackson
California Hybrid and Zero-Emission Truck and Bus
Voucher Incentive Project
Implements a sliding scale voucher program; requires CARB to issue vouchers for new clean vehicles and for retrofits of existing vehicles and would focus the vouchers on smaller fleets.
Senate-Pending
Referral
AB 637 Jackson Zero-emission vehicles: fleet
owners: rental vehicles
Requires CARB to authorize a fleet owner's rental of a ZEV, or ZEVs, for a cumulative total of 260 days per year to be
considered ownership of one ZEV.
Senate-Pending
Referral
AB 817 Pacheco
Open meetings:
teleconferencing: subsidiary
body.
Allows a subsidiary body of a local agency to teleconference without meeting all of the teleconferencing requirements of the Brown Act until January 1, 2026, Senate-Pending
Referral
SB 1003 Dodd Safe, timely and affordable
infrastructure upgrades
Direct the Office of Electrical Infrastructure Safety to consider the timeliness of investor-owned utility electrical infrastructure upgrades when reviewing the utilities’ wildfire mitigation plans to ensure that the maximum amount of risk from utility sparked wildfires is reduced in the shortest amount of time.
16-May-24
Senate-Appropriations
Amended 3/21/24
3/19/24: Passed by
Sen. EU&C 17-0
Amended 3/7/24
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 1006 Padilla
Electricity: transmission
capacity: reconductoring
and grid enhancing
technologies
CPUC must ensure CA on track to deliver specified transmission capacities by certain dates and annually report to Legislature. CPUC must conduct study on cost savings + efficiencies from using reconductoring and other grid enhancing tech to improve grid reliability 16-May-24
Senate-Appropriations
Amended 3/18/24
SB 1018 Becker
Exception to “over the
fence” rule to further use of
renewables
This bill would revise the definition of “electrical corporation” to exclude a corporation or person employing certain solar or wind generating technology if the electrical energy is transmitted exclusively and directly through private electric lines to a facility owned by a different corporation or person that uses the energy only for (1) an electrolyzer technology facility that produces hydrogen from water, or (2) a facility using the electricity to provide industrial process heat, but not for departing electric load, as specified. The bill would also make various nonsubstantive changes.
Senate-Floor
SB 1054 Rubio
Climate Pollution Reduction
in Homes Initiative: natural
gas: customer credit
Energy Commission/CPUC supervises the Climate Pollution Reduction in Homes, requiring gas corporations to award grants; use 15% of its revenues to the CPRG in Homes Initiative 13-May-24 Senate-Appropriations
SB 1062 Dahle Biomass procurement
mandate
Requries IOUs and POUs to procure 125 mw of biomass from facilities that have converted to advanced bioenegy technology facilities. 13-May-24
Senate-Appropriations
Amended 4/3/24
SB 1095 Becker Cozy Homes clean up act
This bill would also require the department, if necessary, by July 1, 2026, to update rules and regulations that facilitate the use of electricity-powered space and water heating technologies for manufactured homes, mobilehomes, and multifamily manufactured homes when necessary to replace fuel-burning appliances with electric appliances. 16-May-24
Senate-Appropriations
Amended 4/8/24
4/4/24: Passed by Sen.
Judiciary 11-0
Amended 3/21/24
3/20/24: Passed by
Sen. Housing 7-1
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 1130 Bradford Annual FERA reporting
This bill would expand eligibility for the FERA program by eliminating the requirement that a household consist of 3 or more persons. The bill would require the commission, by March 1, 2025, and each year thereafter, to require the state’s 3 largest electrical corporations to report on their efforts to enroll customers in the FERA program. The bill would require the commission, by June 1, 2025, and each year thereafter, to review each electrical corporation’s report to ensure it has sufficiently enrolled eligible households in the FERA program commensurate with the proportion of households the commission determines to be eligible within the electrical corporation’s service territory. If the commission, in its review of a report, determines an electrical corporation has not sufficiently enrolled eligible households in the FERA program, the bill would require the commission to require the electrical corporation to develop a strategy and plan to sufficiently enroll eligible households within 3 years of the adoption of the strategy and plan.
16-May-24
Senate-Appropriations
4/8/24- Placed on
Suspense file
3/19/24: Passed Sen.
EU& C 15-0
SB 1142 Menjivar
Disconnections payment
plans
Requires IOUs to offer to customer before disconnection a payment plan of a minimum of 24 months; limits initial IOU ask to 20% of past due bill 13-May-24 Senate-Appropriations
Amended 3/18/24
SB 1165 Padilla Transmission; environmental
leadership projects
The bill would authorize an electrical corporation that files an application with the PUC to authorize the new construction of any electrical transmission facility to simultaneously submit to the Energy Commission an application for certification of the facility, as specified. The bill would authorize the Energy Commission to recover the reasonable administrative costs incurred from evaluating an application, as specified. The bill would provide that the Energy Commission’s certification of a facility proposed by an electrical corporation satisfies and replaces the PUC’s obligations under CEQA with respect to that facility. The bill would prohibit the PUC from approving an application until after the Energy Commission has issued a decision on certification of the proposed facility. Because these provisions would be part of the Public Utilities Act and a violation of these requirements or a PUC action implementing these requirements would therefore be a crime, the bill would impose a state-mandated local program.
13-May-24
Senate-Appropriations3/2/24: Passed Sen.
EU&C 15-1
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 1177 Bradford Diversity, equity, and
inclusion employment plan
This bill would require the above-described entities with annual gross California revenues exceeding $25,000,000, and would require the above-described entities with annual gross California revenues exceeding $15,000,000, but not more than $25,000,000, to include certain information as part of each annual report or data submission described above, including, among other information, data regarding the diversity of contractor or subcontractor workforces, as provided.
Senate-Floor
Amended 4/9/24
Amended 4/2/24
3/19/24: Passed Sen.
EU& C 14-0
SB 1206 Becker
Authorize GO-Biz;
application submissions;
battery hubs
This bill would, until January 1, 2030, authorize GO-Biz to undertake measures that are necessary or useful to prepare and submit an application to receive funding from next generation battery hub programs, as defined. The bill would require that grants made from any funding received from next generation battery hub programs under its provisions support projects in California, including, but not limited to, in the San Francisco Bay area and the Sacramento Valley, that advance progress toward resource adequacy goals and the targets of the scoping plan and the California Renewables Portfolio Standard Program. The bill would also require that grants made from any funding received from next generation battery hub programs under its provisions prioritize projects that meet any of the specified conditions, including that the project help reduce costs and increase access to batteries. Prior to the submission of any applications to receive funding from next generation battery hub programs, the bill would require a partnership entered into pursuant to the above-described provisions to adopt a community benefits plan that includes specified elements. The bill would require GO-Biz to submit a report to the relevant budget and policy committees of the Legislature on or before March 1, 2030, and annually thereafter, regarding the status of any partnership entered into pursuant to the above-described provisions.
13-May-24
Senate-Appropriations
Amended 4/3/24
SB 1210 Skinner Utility connection charges
for new construction
This bill would, for new housing construction, require the above-described utilities to publicly post on their internet websites (1) the amount of any charge issued for a service connection, capacity, or other point of connection charge by the housing unit’s address, and (2) the schedule of fees for a service connection, capacity, or other point of connection charge, as specified. The bill would, for new housing construction, require each utility to ensure that its internet website allows an applicant for a service connection to, among other things, receive a reasonable estimate regarding when the utility will complete the applicant’s service connection. To the extent that this bill imposes new requirements on certain local agencies, the bill would impose a state-mandated local program.
Senate-Floor Amended 4/9/24
Amended 3/18/24
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 1221 Min
Gas corporations: gas
distribution infrastructure:
zero-emission alternatives
This bill would require each gas corporation, by July 1, 2025, to annually file a map containing certain information, including the location of all potential gas distribution line replacement projects identified in its distribution integrity management plan and other foreseeable gas distribution pipeline replacements. The bill would require the commission, by January 1, 2026, to do various things, including the establishment of criteria and methodology for determining the cost-effectiveness of zero-emission alternatives, as defined, the determination of the appropriate rate of return and recovery period that a gas corporation is eligible to receive their costs to implement zero-emission alternatives, the designation of priority neighborhood decarbonization zones taking into consideration certain factors, and the adoption of a long-term gas distribution system planning process to evaluate and implement zero-emission alternatives for gas distribution line replacement projects and other capital investments in the gas distribution system. The bill would require the commission to evaluate the costs and benefits of thermal energy networks and identify potential implementation barriers. The bill would prohibit a gas corporation from involuntarily laying off employees as a result of the implementation of zero-emission alternatives.
13-May-24
Senate-Appropriations
Amended 3/18/24
SB 1292 Bradford Income Graduated Fixed
Charge
This bill would require the commission, on or before July 1, 2027, but no sooner than 2 years after the adoption of the income-graduated fixed charge for default residential rates, to submit a report to the relevant policy committees of both houses of the Legislature on the electrical corporations’ implementation of the fixed charge, as specified. The bill would prohibit the commission from authorizing a fixed charge other than the income-graduated fixed charge for default residential rates until 30 days after the report is submitted. 13-May-24
Senate-Appropriations
SB 1311 Stern
Energy: reliability planning
assessment: integrated
energy policy report
CPUC and CEC must report on process timelines for transmission and grid infrastructure capacity including expected completion dates. Demand forecast in IEPR incorporate weather variability
16-May-24
Senate-Appropriations
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 1326 Jones IGFC; fixed charge cap
This bill would require the PUC to require each electrical corporation to offer default rates to residential customers with at least 2 usage tiers, as provided. The bill would eliminate the requirement that the fixed charges be established on an income-graduated basis as described above, repeal related findings and declarations of the Legislature, and authorize the commission to instead authorize fixed charges that, as of January 1, 2015, do not exceed $10 per residential customer account per month for customers not enrolled in the CARE program and $5 per residential customer account per month for customers enrolled in the CARE program. The bill would authorize the maximum allowable fixed charge to be adjusted by no more than the annual percentage increase in the Consumer Price Index for the prior calendar year, as specified.
Senate-Appropriations
4/3/24: Failed passage
in Sen. EQ,
reconsideration
granted
SB 1351 Padilla Electricity: state policy
Requires the PUC, CEC, and CARB, in consultation with CAISO and as part of a public process, on or before January 1, 2026, to issue a report to the Legislature that contains a clean energy infrastructure development plan setting out the infrastructure and processes necessary CA to hit policy goals
13-May-24
Senate-Appropriations
Amended 4/10/24
SB 1374 Becker NEM aggregation
This bill would require, no later than July 1, 2025, the commission to ensure that any contract or tariff established by the commission pursuant to the above described provisions for renewable electrical generation facilities configured to serve either multiple customers with meters on a single property, or multiple meters of a single customer on a property or a set of contiguous properties owned, leased, or rented by the customer, meets certain requirements, including that eligible customer-generators are authorized to elect to aggregate the electrical load, as specified.
16-May-24
Senate-Appropriations
4/2/24: Pulled from
Sen. U&E hearing
agenda by author
Amended 3/18/24
SB 1393 Niello Advanced Clean Fleets:
Appeals Advisory Committee
This bill establishes the Advanced Clean Fleets Regulation (ACF) Appeals Advisory Committee to review appeals of denied requests for exemptions from the requirements of the ACF Regulation.
Senate-Appropriations
4/3/24: Failed passage
in Sen. EQ,
reconsideration
granted
SB 1418 Archuleta Hydrogen fueling stations;
permitting
Extends the requirement for local governments to administratively approve hydrogen fueling stations from 2030 to 2035. Also requires all local governments to adopt an ordinance to create streamlined permitting for hydrogen-fueling stations.
Senate-Appropriations
Amended 4/8/24
4/3/24 Passed by Sen.
Local Government 4-0
Amended 3/18/24
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 1420 Caballero Retail hydrogen
requirements
Requires that hydrogen fueling stations funded by the state have 33.3% of renewable hydrogen which increases to 100% from renewable and clean hydrogen by 2045. Defines renewable hydrogen and allows linear generations using renewable fuels as an RPS-eligible resource.
Incorporates renewable hydrogen into RPS and SB 100. Gives renewable hydrogen projects AB 205 CEQA streamlining provisions. Deletes prohibition against biomass facilities. 13-May-24
Senate-Appropriations
4/3/24: Passed by Sen.
EQ 5-0
Amended 3/20/24
SB 1422 Allen Disclosures: Travel
DISCLOSURE Act
Adds additional FPPC reporting requirements for organizations that sponsor travel events. 16-May-24 Senate-AppropriationsAmended 4/9/24
Amended 3/20/24
SB 1474 Allen Intervener compensation
Amends the definition of substantion contribution for purposes of being eligible for intervenor compensation and it expands the definition of participant. 13-May-24 Senate-Appropriations
Amended 3/20/24
SB 1480 Allen
Low-Income Oversight
Board: membership and
duties.
This bill would expand the membership of the board to 12 members by adding one member selected by the commission who is a representative of a low-income telecommunications provider. The bill would expand the duties of the board to include monitoring and evaluating implementation of all programs provided to low-income telecommunications customers. The bill would require the commission, in conjunction with the board, to ensure that the financial burden, rather than the energy burden, of low-income electricity, gas, water, and telecommunications customers is reduced. The bill would also require the commission, on or before January 1, 2026, to adopt a process by which a consumer enrolled in a commission-administered low-income utility program receives a notification at enrollment providing information about other utility assistance programs for which the consumer may be presumptively eligible, and information about how to apply for those programs. The bill would require the commission to work with the Low Income Oversight Board to develop an outreach strategy to improve enrollment of eligible households across low-income utility assistance programs.
16-May-24
Senate-Appropriations
Amended 4/9/24
4/2/24 Passed by Sen.
EU&C 13-1
SB 1508 Stern Energy storage requirements
Directs the CPUC to adopt targets for LSEs to procure cost-effective energy storage systems, including LDS, multiday energy stroage systems, and emerging energy storage technologies. 13-May-24 Senate-Appropriations
Amended 3/18/24
OCPA Bill - Tracker - 2024 Legislative Session - Updated 05/10/2024 ACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 233 Skinner Bidirectional Vehicles
This bill would require the Energy Commission, in consultation with the state board, and the PUC, on or before June 30, 2024, to convene a stakeholder workgroup to examine challenges and opportunities associated with using a battery electric vehicle and bidirectional electric vehicle service equipment as a mobile battery to power a home or building or to provide electricity to the electrical grid, and require the Energy Commission, in consultation with the stakeholder workgroup, on or before January 1, 2026, to submit a report to the Governor and Legislature that includes, among other things, specified information related to the bidirectional capability of battery electric vehicles and electric vehicle service equipment, as specified.
Assembly-Floor-Inactive
SB 284 Wiener
IOU subcontracting
requirement.
At the core of this bill is the provision to prohibit an IOU from requiring a contractor to enter into a collectivr bargaining agreement with ANY labor organization as a condition for bidding on contracting work. Essentially, his bill trying to prevent the IOU from forcing a contractor and their workers to change their union representation to be eligible for the bid.
Assembly-Labor &
Employment
SB 382 Becker
Electrical system disclosures
when a single family home is
sold
This bill would, on or after January 1, 2026, require a seller of a single-family residential property to deliver a specified disclosure statement to the prospective buyer regarding the electrical systems of the property.
Assembly
1/18/2024 In Assembly.
Read first time. Held at
Desk.
SB 938 Min
Electrical and gas
corporations: rate recovery:
political activities and
advertising.
This bill prohibits an electrical or gas corporation from spending money on certain political activities from funds collected by ratepayers.
Senate-Appropriations
Amended 3/21/24
SB 983 Wahab Alternative Fuels
Infrastructure Taskforce
Would form a new Alternative Fuels Infrastructure Taskforce to examine how to encourage more alternative fueling installations on current gas station sites. 16-May-24 Senate-Appropriations
Amended 3/21/24
3/19/24: Passed by
Sen. EU&C 13-0 and re-referred to Rules
SB 993 Becker Clean energy development
incentive rate tariff.
Requires the PUC to develop a special tariff (set of electricity rates) to support the development of green hydrogen and the electrification of industrial heat by providing attractive rates at times when we have abundant clean energy (and high rates at other times). This tariff will offer these new customers pricing to help them be cost-competitive, but only if they operate in a way that relies on clean energy, avoids new grid infrastructure costs, and helps us maintain a reliable grid.
16-May-24
Senate-Appropriations
OCPA Bill Tracker - 2024 Legislative Session - Updated 5/10/2024
INACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 1829 Patterson
Electricity: certificate of
public convenience and
necessity: transmission lines
Requires PUC to issue a decision on an application for a certificate of public convenience and necessity within 18 months of the filing of a completed application for building or upgrading transmission
Assembly-Utilities &
Energy
AB 2008 Wallis
Hard to Decarbonize
Program (Renewable
Propane, Hydrogen)
This bill would require the commission, upon appropriation by the Legislature for the bill’s purpose, to establish and implement the Reliable Energy Needs for Everyone in the West Program to provide financial incentives for purchasing renewable propane, renewable hydrogen, or renewable dimethyl ether to customers in heating dominant climate zones in California where combustion fuels will continue to be the lowest cost and most effective means for providing space and water heating to buildings, as provided.
Assembly-Utilities &
Energy
Amended 3/6/24
AB 2205 Patterson, Joe
Electricity: mandatory rate
reduction.
This bill would require the commission to reduce the kilowatt-per-hour rate for electricity charged to ratepayers by not less than 30%.
Assembly-Utilities &
Energy
AB 2208 Zbur Offshore wind infrastructure;
GO bonds
Creates the CA Ports Development and Offshore Wind Infrastructure Bond Act of 2024 and places $1 billion on the the November 2024 statewide ballot Assembly-Natural
Resources
Amended 3/21/24
AB 2266 Petrie-Norris
California Hybrid and Zero-Emission Truck and Bus
Voucher Incentive Project
Codifies the California Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP). Assembly-Transportation AB 2495 Muratsuchi Joint agency report;
geographic needs
Requires the CPUC, CEC, and CARB to map geographic needs for energy resources and evaluate decarbonization needs from across the economy. 17-Apr-24 Assembly-Utilities &
Energy
Amended 4/8/24
Amended 3/21/24
AB 2619 Connolly Net energy metering.
This bill would require all eligible customer-generators of large electrical corporations receiving service under the 2nd standard contract or tariff to be subject to a specified version of the tariff developed by the commission in a specified rulemaking. The bill would require the commission to develop a new standard contract or tariff providing for net energy metering for eligible customer-generators of large electrical corporations, and would require every other electric utility to revise its standard contract or tariff providing for net energy metering. The bill would require every electric utility to make the standard contract or tariff available to all new eligible customer-generators beginning on January 1, 2027.
17-Apr-24
Assembly-Utilities &
Energy
AB 2626 Dixon Advanced clean fleets; local
govt compliance Delays local gov implementation for Advanced Clean Fleets by 10 yrs. Assembly-Transportation OCPA Bill Tracker - 2024 Legislative Session - Updated 5/10/2024
INACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 2805 Essayli Electricity: fixed charges:
repeal This bill would repeal income graduated fixed charges. Assembly-Utilities & Energy AB 2940 Muratsuchi
California Environmental
Quality Act: environmental
leadership development
projects: transmission
projects
Defines new transmission projects as “environmental leadership development projects,” allowing for a streamlined CEQA process
Assembly-Natural
Resources
AB 2965 Addis
Weights and measures:
Department of Food and
Agriculture
Spot bill related to Ag/weights & measures Assembly-Pending Referral
AB 3011 Bains
Electricity: rates:
unreasonable hardship.
This bill would require the commission to ensure that each electrical rate schedule does not cause an unreasonable hardship on senior citizens, renters, families with minor children, medically vulnerable customers, or economically vulnerable residential customers in hot climate zones, as specified. The bill would provide that any electrical rate schedule that imposes rates on those identified customers above baseline rates during any hour where the temperature is above 90 degrees Fahrenheit for the duration of the hour is considered an unreasonable hardship.
Assembly-Utilities &
Energy
AB 3016 Petrie-Norris
Renewable electrical
generation facilities:
interagency coordination
Go Biz must create and oversee a process for interagency coordination for all state and local agencies with known or likely environmental review or permitting jurisdiction relating to proposed renewable electrical generation facilities
Assembly-Utilities &
Energy
AB 3181 Pellerin Electricity outages; circuit
review
This bill would require, if one or more customers served by an electrical distribution circuit experiences 4 or more discrete electrical outages, as defined, during a single calendar year, the electrical corporation that owns and operates that circuit to perform a review of that circuit to determine the cause of the outages and implement system improvements to reduce the anticipated risk of future outages on that circuit below the threshold level of 4 outages per calendar year. The bill would require the electrical corporation to make the findings of the circuit review, the scope of work expected to be performed to reduce the anticipated risk of future outages on that circuit, and the expected reduction in the risk of future outages resulting from that work available to the impacted customers and the city, county, or city and county in which the circuit is located.
Assembly-Utilities &
Energy
OCPA Bill Tracker - 2024 Legislative Session - Updated 5/10/2024
INACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions AB 3219 Sanchez Advanced Clean Fleets: Local
Gov
This bill would provide that the requirements of the Advanced Clean Fleets Regulation do not apply to the purchase by a local government of vehicles with a gross vehicle weight rating greater than 8,500 pounds if the price of the zero-emission version of a vehicle is more than an unspecified percentage of the price of a comparable internal combustion engine version of that vehicle.
Assembly-Transportation Amended 3/11/24
AB 3269 Essayli NEM-intent bill NEM spot bill Assembly-Pending Referral
SB 1085 Nguyen
Offshore energy production:
wildlife impacts: report
Requires the Department of Fish and Wildlife to prepare and submit a report to the Legislature on or before January 1, 2029, regarding the environmental impact on marine mammals and wildlife from offshore energy production off the California coas Senate-Natural
Resources and Water
SB 1148 Blakespear Microgrids and multi-unit
dwellings
This bill would add an exception from the requirement that every residential unit be individually metered for electrical service for a multifamily site, as defined, that includes deployment of an electrical generation and energy storage facility and that meets specified requirements, including, among other things, that deployment of the electrical generation and energy storage facility is capable of providing backup electricity to the multifamily site using renewable energy resources, that the owner of the multifamily site does not increase rent in association with the costs of the deployment’s components or lease agreement, that each tenant’s electricity costs are less than what the effective fully bundled rate would have been if billed by the relevant load-serving entity, and that the owner bills the nonresidential meters and residential tenants for electricity usage directly, as measured by private submeters installed by the owner for each individual unit at the site, as specified.
16-Apr-24
Senate-Energy,
Utilities and
Communications
Amended 4/4/24
OCPA Bill Tracker - 2024 Legislative Session - Updated 5/10/2024
INACTIVE
Bill Author Topic Summary Hearing Date Location Past Actions SB 1305 Stern
Virtual Power Plants; LSE
requirements
This bill would require the PUC, in coordination with the State Energy Resources Conservation and Development Commission and the Independent System Operator, to take specified actions in relation to virtual power plants, as defined. The bill would require the PUC, on or before March 1, 2026, to begin a proceeding to determine targets for each electrical corporation to procure generation from cost-effective virtual power plants, and would require the PUC, on or before October 1, 2026, to finalize its proceeding and issue a decision adopting virtual power plant procurement targets to be achieved by each electrical corporation on or before December 31, 2028, and on or before December 31, 2033. The bill would, upon the PUC adopting virtual power plant procurement targets, require each electrical corporation, beginning January 30, 2028, and each year thereafter, to file a report with the PUC on its progress toward complying with the virtual power plant procurement targets.
22-Apr-24
Senate-Energy,
Utilities and
Communications
Amended 3/18/24
SB 1312 Nguyen IGFC repeal Repeal IGFC
Senate-Energy,
Utilities and
Communications
SB 1314 Nguyen IGFC repeal Repeal IGFC (Urgency Clause) Senate-Energy,
Utilities and
Communications
SB 1370 Dahle Biomass spot bill Biomass spot bill Senate-Rules SB 1510 Stern EV charging permitting Spot Bill Senate-Rules
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.5
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Tiffany Law, Chief Financial Officer
Approved by: Joe Mosca, Chief Executive Officer
Subject: TREASURER’S REPORT – FISCAL YEAR ENDED MARCH 31, 2024 AND Q1 2024
CHECK REGISTER
Date: May 21, 2024
---------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Receive and file.
BACKGROUND
The Treasurer’s Report, representing the financial statement of the Orange County Power Authority (OCPA), should be presented to the governing body quarterly. This report is prepared in accordance with Generally Accepted Accounting Principles (GAAP) in the United States. It includes the statement of net position, the related statement of revenues, expenses, and changes in net position, as well as the statement of cash flows.
OCPA has prepared unaudited financial statements for the year-to-date period from July 1, 2023, to March 31, 2024. These statements are accompanied by budgetary comparisons, an investment summary, a schedule of outstanding debt, and a check register.
ANALYSIS AND DISCUSSION
The unaudited financial statements for the fiscal year ending March 31, 2024, demonstrate strong financial performance for the first nine months of FY 2023/24. The results have exceeded the expectations set by the Amended FY2023/24 Operating Budget, with a net position increase significantly above mid-year projections. In its first full year of both commercial and residential operations, OCPA has achieved a fiscal year-to-date bottom line of $66 million as of March 31, 2024. This represents a surplus of approximately $13 million, or 25%, above the amended budget.
Additionally, OCPA’s Rate Stabilization Reserves have grown to $104 million.
There were no unusual transactions of note during this period of reporting.
FISCAL IMPACT
There is no financial impact from receiving the report.
ATTACHMENT
A. Treasurer’s Report ending March 31, 2024
B. Q1 2024 Check Register
1 ACCOUNTANTS’ COMPILATION REPORT
Management
Orange County Power Authority
Management is responsible for the accompanying financial statements of Orange County Power Authority (a California Joint Powers Authority) which comprise the statement of net position as of March 31, 2024, and the related statement of revenues, expenses, and changes in net position, and the statement of cash flows for the period then ended in accordance with accounting principles generally accepted in the United States of America. We have performed a compilation engagement in accordance with Statements on Standards for Accounting and Review Services promulgated by the Accounting and Review Services Committee of the AICPA. We did not audit or review the accompanying statements nor were we required to perform any procedures to verify the accuracy or completeness of the information provided by management. Accordingly, we do not express an opinion, conclusion, nor provide any assurance on these financial statements.
Management has elected to omit substantially all of the note disclosures required by accounting principles generally accepted in the United States of America in these interim financial statements.
Orange County Power Authority’s annual audited financial statements include the note disclosures omitted from these interim statements. If the omitted disclosures were included in these financial statements, they might influence the user’s conclusions about the Authority’s financial position, results of operations, and cash flows. Accordingly, these financial statements are not designed for those who are not informed about such matters.
We are not independent with respect to the Authority because we performed certain accounting services that impaired our independence.
Maher Accountancy
San Rafael, CA
April 30, 2024
1101 Fifth Avenue, Suite 200 San Rafael, CA 94901 415 459 1249 mahercpa.com ASSETS
Current assets
Cash and cash equivalents - unrestricted 79,353,122$
Cash - restricted 600,000
Investments 19,950,557
Accounts receivable, net of allowance 25,014,338
Accrued revenue 18,516,771
Other receivables 1,656,176
Prepaid expenses 81,261
Deposits 295,268
Total current assets 145,467,493
Noncurrent assets
Cash - restricted 5,000,000
Lease asset, net of amortization 918,417
Total noncurrent assets 5,918,417
Total assets 151,385,910
LIABILITIES
Current liabilities
Accrued cost of electricity 35,395,095
Accounts payable 782,147
Other accrued liabilities 892,792
User taxes and energy surcharges due to other governments 1,214,306 Lease liability 32,429
Total current liabilities 38,316,769
Noncurrent liabilities
Loan payable 7,527,841
Accrued interest and financing costs 251,883
Lease liability 885,988
Total noncurrent liabilities 8,665,712
Total liabilities 46,982,481
NET POSITION
Unrestricted 104,403,429
Total net position 104,403,429$
ORANGE COUNTY POWER AUTHORITY
STATEMENT OF NET POSITION
As of March 31, 2024
See accountants' compilation report. 2
OPERATING REVENUES
Electricity sales, net 299,426,052$
OPERATING EXPENSES
Cost of electricity 226,624,242
Contract services 5,640,286
Staff compensation 1,784,552
Other operating expenses 695,200
Total operating expenses 234,744,280
Operating income (loss) 64,681,772
NONOPERATING REVENUES (EXPENSES)
Investment income 1,466,175
Interest and financing expense (281,111)
Nonoperating revenues (expenses), net 1,185,064
CHANGE IN NET POSITION 65,866,836
Net position at beginning of period 38,536,593
Net position at end of period 104,403,429$
ORANGE COUNTY POWER AUTHORITY
STATEMENT OF REVENUES, EXPENSES
AND CHANGES IN NET POSITION
Nine Months Ended March 31, 2024
See accountants' compilation report. 2
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts from customers 307,404,805$
Receipts from market settlements 3,636,435
Other operating receipts 1,466,303
Payments to suppliers for electricity (226,625,381)
Payments for goods and services (6,264,194)
Payments of staff compensation and benefits (1,710,528) Payments of taxes and energy surcharges to other governments (6,113,082) Net cash provided (used) by operating activities 71,794,358
CASH FLOWS FROM NON-CAPITAL FINANCING ACTIVITIES
Payments of interest and related expenses (160,150)
CASH FLOWS FROM INVESTING ACTIVITIES
Interest income received 1,442,175
Purchase of investments (19,950,556)
Net cash provided (used) by investing activities (18,508,381) Net change in cash 53,125,827
Cash and cash equivalents at beginning of period 31,827,295 Cash and cash equivalents at end of period 84,953,122$
Reconciliation to the Statement of Net Position
Cash and cash equivalents (unrestricted) 79,353,122$
Restricted cash, current 600,000
Restricted cash, noncurrent 5,000,000
Total cash at end of period 84,953,122$
ORANGE COUNTY POWER AUTHORITY
STATEMENT OF CASH FLOWS
Nine Months Ended March 31, 2024
See accountants' compilation report. 2
RECONCILIATION OF OPERATING INCOME (LOSS) TO NET
CASH PROVIDED (USED) BY OPERATING ACTIVITIES
Operating income (loss) 64,681,772$
Adjustments to reconcile operating income (loss) to net cash provided (used) by operating activities
(Increase) decrease in:
Accounts receivable (1,645,613)
Other receivables 1,639,769
Accrued revenue 3,546,691
Prepaid expenses 11,275,298
Deposits 1,445,695
Increase (decrease) in:
Accrued cost of electricity (9,344,524)
Accounts payable 270,404
Other accrued liabilities (39,727)
User taxes and energy surcharges due to other governments (35,407) Net cash provided (used) by operating activities 71,794,358$
ORANGE COUNTY POWER AUTHORITY
STATEMENT OF CASH FLOWS (continued)
Nine Months Ended March 31, 2024
See accountants' compilation report. 2
1 ACCOUNTANTS’ COMPILATION REPORT
Board of Directors
Orange County Power Authority
Management is responsible for the operating fund and program fund budget comparison reports of Orange County Power Authority (OCPA), a California Joint Powers Authority, for the period ended March 31, 2024, and for determining that the budgetary basis of accounting is an acceptable financial reporting framework. We have performed a compilation engagement in accordance with Statements on Standards for Accounting and Review Services promulgated by the Accounting and Review Services Committee of the AICPA. We did not audit or review the accompanying statement nor were we required to perform any procedures to verify the accuracy or completeness of the information provided by management. Accordingly, we do not express an opinion, a conclusion, nor provide any assurance on this special purpose budgetary comparison statement.
The special purpose statement is prepared in accordance with the budgetary basis of accounting, which is a basis of accounting other than accounting principles generally accepted in the United States of America. This report is intended for the information of the Board of Directors of OCPA.
Management has elected to omit substantially all of the note disclosures required by accounting principles generally accepted in the United States of America in these interim financial statements.
OCPA’s annual audited financial statements include the note disclosures omitted from these interim statements. If the omitted disclosures were included in these financial statements, they might influence the user’s conclusions about the Authority’s financial position, results of operations, and cash flows.
Accordingly, these financial statements are not designed for those who are not informed about such matters.
We are not independent with respect to OCPA because we performed certain accounting services that impaired our independence.
Maher Accountancy
San Rafael, CA
April 30, 2024
1101 Fifth Avenue, Suite 200 San Rafael, CA 94901 415 459 1249 mahercpa.com YTD Actual
YTD Amended
Budget
YTD Budget
Variance
(Under) Over
YTD Actual as
a Percent of
Budget
Annual
Amended
Budget
Annual
Amended
Budget Variance
OPERATING REVENUES
Electricity Sales, net 299,426,052$ 297,783,571$ 1,642,481$ 100.6% 380,430,000$ (81,003,948)$
OPERATING EXPENSES
Cost of Energy 226,624,242 236,279,573 (9,655,331) 95.9% 296,657,000 (70,032,758) Data Manager 1,904,723 1,902,082 2,641 100.1% 2,539,000 (634,277)Utilities Service Fees 408,514 461,514 (53,000) 88.5% 606,000 (197,486) Staffing Costs 1,784,552 2,365,837 (581,285) 75.4% 3,980,000 (2,195,448) Contract Services 1,097,236 1,350,993 (253,757) 81.2% 1,716,000 (618,764) Legal Services 414,791 491,392 (76,601) 84.4% 675,000 (260,209) Marketing and Customer Enrollment 1,644,570 1,706,568 (61,998) 96.4% 2,246,000 (601,430) Other G&A 668,891 678,391 (9,500) 98.6% 967,000 (298,109) Energy Programs (Transfer to Programs Fund) 750,000 750,000 - 100.0% 750,000 - Total operating expenses 235,297,519 245,986,350 (10,688,831) 310,136,000 (74,838,481) Operating income (loss) 64,128,533 51,797,221 12,331,312 70,294,000 (6,165,467)
NONOPERATING REVENUES (EXPENSES)
Investment and miscellaneous income 1,466,175 1,302,912 163,263 N/A 1,760,000 (293,825) Interest and financing expense (307,420) (333,741) 26,321 92.1% (495,000) 187,580 Capital Outlay - (25,000) 25,000 0.0% (100,000) 100,000 Nonoperating revenues (expenses), net 1,158,755 944,171 214,584 1,165,000 (6,245) CHANGE IN NET POSITION 65,287,288$ 52,741,392$ 12,545,896$ 71,459,000$ (6,171,712)$
ORANGE COUNTY POWER AUTHORITY
OPERATING BUDGET COMPARISON REPORT
Nine Months Ended March 31, 2024
See accountants' compilation report. 2
YTD Actual
YTD
Budget
YTD
Budget
Variance
(Under)
Over
YTD
Actual as a
Percent of
Budget
Annual
Budget
Annual
Budget
Remaining
REVENUE AND OTHER SOURCES
Transfer in - from Operating Budget 750,000$ 750,000$ -$ 100.0% 750,000$ -$
EXPENDITURES AND OTHER USES
Energy Program expenditures 170,452 750,000 (579,548) 22.7% 750,000 579,548 Net change in fund balance 579,548$ -
Fund balance at beginning of period -
Fund balance at end of period -$
ORANGE COUNTY POWER AUTHORITY
PROGRAM BUDGET COMPARISON REPORT
Nine Months Ended March 31, 2024
Budget Item
Actual /
Budget % Comment
Electric Sales Revenue 100.6% Year-to-date energy sales are more than forecast by approx. $1.6M or 0.6%. Sales revenue includes revenues actually billed to customers as well as estimated customer usage during the reporting period that is not yet billed.
Cost of Energy 95.9% The variance is affected by increased energy purchases required to provide for greater than expected customer load. Also affecting the variance is the timing difference between projected and actual delivery of Renewable Energy Certificates (RECs) and fluctuating market prices.
Data Manager 100.1% These are Calpine fees charged on a per active account basis.
Service Fees - SCE 88.5% These are SCE fees charged on a per customer basis.
Personnel 75.4% Staffing expenses are under budget due to the timing delay of new hires.
Professional Services 81.2% This category includes accounting and audit, rates and financial & planning analysis, portfolio management, scheduling coordinator, HR including recruitment services and compensation study, IT, and other consultants.
Legal Costs 84.4% This category includes outside legal costs for general counsel, energy procurement transactional support, labor, clerk support, regulatory, member agency withdrawal, and RA appeal services.
Marketing and customer enrollment 96.4% This category includes advertising, strategic marketing & communications, digital marketing and website development and hosting, collateral marketing, translation, sponsorships & memberships, promotional items, required customer notifications printing and mailing.
Other General & Administrative 98.6% This category includes ordinary G&A including rent, CalCCA membership, general business insurance, small equipment and software, travel, business meals, professional development, and office supplies.
Interest and financing expenses 92.1% This category includes interest and fees related to Letters of Credit posted for collateral on energy supply.
ORANGE COUNTY POWER AUTHORITY
BUDGETARY COMPARISON REPORT
Nine Months Ended March 31, 2024
Return of Investments YTD Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun INVESTMENTSUS Bank - Treasury-indexed products
Funds Invested - Average Balance na na 27,689,609$ 45,574,510$ 41,915,584$ 46,939,592$ 52,852,658$ 62,382,708$ 75,991,168$ Gains/Losses/Interest 1,399,797$ 108,278$ 184,174$ 163,955$ 189,715$ 213,592$ 235,807$ 304,276$ Average APY 4.86% 4.86% 4.87% 4.86% 4.86% 4.86% 4.80%
OTHER INTEREST
Interest Earnings - checking and savings 56,933$ 14,088$ 17,549$ 25,296$ -$ -$ -$ -$ -$ -$ Gains/Losses/Interest - Other 9,445$ -$ -$ 458$ -$ -$ -$ -$ 8,987 $ -$ Total 1,466,175$
ORANGE COUNTY POWER AUTHORITY
Investment Summary
July 1, 2023 through March 31, 2024
CITY OF IRVINE
On January 2021, OCPA borrowed $2,500,000 from the City of Irvine for working capital costs associated with OCPA's pre-launch.On September 2021, OCPA borrowed $5,000,000 from the City of Irvine for cash collateral in the credit facility associated with OCPA'slaunch.The loan repayment date for the above is January 1, 2027. Interest is due on the loan in an amount based on the gross earnings for the respective quarter as reported in the City Treasurer's pooled investment portfolio report. Also included as a loan payable are formation related costs - $152,380 paid directly from the City to the vendors. OCPA will reimburse the City no later than January 1, 2027. Interest does not accrue on the formation costs advanced by the City. OCPA paid $124,538.70towards the outstanding principal on September 12, 2022.Principal Maturity Interest Rate Payments Outstanding Principal 152,380$ January 2027 0.00% 124,539$ 27,841$
7,500,000$ January 2027
Variable - City
Treasurer's report -$ 7,500,000$
US BANKCREDIT FACILITY
On September 2021, OCPA and US Bank (formerly MUFG Union Bank, N.A.) entered into a Revolving Credit Agreement for a $35 million credit facility, OCPA has outstanding borrowings of $0 as of March, 2024On May 2023, US Bank acquired MUFG Union Bank, N.A.US Bank (formerly MUFG Union Bank, N.A.) has also issued a $2,611,948 Letter of Credit to Pacific Gas & Electric; a $2,977,000 Letter of Credit to Southern California Edison Company; a $3,500,000 Letter of Credit to Shell; a $625,000 Letter of Credit to California ISO; a $2,597,157 Letter of Credit to Marsh Landing, and a $3,060,750 Letter of Credit to Nextera.Credit Facility Letter of Credit Borrowing Unused Credit 35,000,000$ 15,371,855$ -$ 19,628,146$
ORANGE COUNTY POWER AUTHORITY
SCHEDULE OF OUTSTANDING DEBT
As of March 31, 2024
Date Vendor Description Amount
01/02/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 12/08/23 - 12/13/23 13,557.01 01/02/2024 Calpine Energy Solutions November 2023 services {po:1003} 211,223.41 01/02/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 12/08/23 - 12/13/23 and 9/08/23-9/14/23 394,337.88 01/02/2024 US Bank Credit Card Zoom - Recording Services 318.90 01/02/2024 US Bank Credit Card Amazon - Office Supplies 18.27 01/02/2024 US Bank Credit Card Checkr - Employee background check 384.20 01/02/2024 US Bank Credit Card Go to Com - Phone Forwarding Service for Call Center 439.70 01/02/2024 US Bank Credit Card Vista Print - Staff Business Cards 188.58 01/02/2024 US Bank Credit Card Smith AI - Phone Forwarding Service For Call Center 235.00 01/02/2024 US Bank Credit Card Southwest Airline - airfare 257.59 01/02/2024 US Bank Credit Card Amazon - Office Supplies 41.12 01/02/2024 US Bank Credit Card Panini Kabob Grill Irvine - Board Lunch 160.00 01/02/2024 US Bank Credit Card Adobe - Software License 65.41 01/02/2024 US Bank Credit Card Adobe - Software License 65.41 01/02/2024 US Bank Credit Card Adobe - Software License 65.41 01/02/2024 US Bank Credit Card Perimeter 81 LLC - Network 56.14 01/02/2024 US Bank Credit Card IHOP - Staff breakfast 129.28 01/02/2024 US Bank Credit Card Google Suite 12.00
01/02/2024 US Bank Credit Card Zoom - Recording Services 318.90 01/02/2024 US Bank Credit Card Ellies Table - Coffee With LOCC Staff C. Medina 11.64 01/02/2024 US Bank Credit Card Herb & Ranch - Coffee with Irvine City Staff Member 3.40 01/02/2024 US Bank Credit Card Huntington Beach Chamber - Tickets State of City Event 110.00 01/02/2024 US Bank Credit Card Southwest Airline - airfare 294.80 01/02/2024 US Bank Credit Card Ralphs - Food 14.84
01/02/2024 US Bank Interest and Service Charges October - December interest payment on credit line account 9,844.94 01/02/2024 US Bank Interest and Service Charges Letter of Credit - Southern California Edison 563.50 01/02/2024 US Bank Interest and Service Charges Letter of Credit - California Independent System 3,800.00 01/02/2024 US Bank Interest and Service Charges Letter of Credit - Marsh Landing LLC 9,955.77 01/02/2024 US Bank Interest and Service Charges Letter of Credit - Southern California Edison 10,848.33 01/02/2024 US Bank Interest and Service Charges Letter of Credit - Pacific Gas and Electric 10,012.47 01/02/2024 US Bank Interest and Service Charges Letter of Credit - Grace Orchard Energy Center 11,732.88 01/02/2024 US Bank Interest and Service Charges Letter of Credit - Shell Energy North America 13,416.67 01/03/2024 Halligan Steven Mileage reimbursement 55.15
01/03/2024 Orange County Printing Company Orange County Letters {po: 1007} 1,098.89 01/03/2024 The Woman's Club of Fullerton 2023 Women's Leadership Forum - Silver Sponsor 500.00 01/03/2024 United Language Group, Inc. Huntington Beach Notice Translations 2,349.49 01/08/2024 American Express AMEX - Adjustment to reconcile account, prior month bank service fees (52.25) 01/08/2024 American Express Amtrak Transportation - Owen Lee - Salinas to San Luis Obispo 119.00 01/08/2024 American Express Uber trip - Transportation 20.97 01/08/2024 American Express Lyft - Transportation 44.72 01/08/2024 American Express Amtrak - Transportation - Owen Lee - Santa Ana to San Luis Obispo 119.00 01/08/2024 American Express Uber trip - Transportation 15.19 01/08/2024 American Express Uber trip - Transportation 14.99 01/08/2024 American Express Sonesta - Hotel - Owen Lee 655.78 01/08/2024 American Express Uber trip - Transportation 41.94 01/08/2024 American Express AC Hotel - Hotel - Gabriele Friedman 840.29 01/08/2024 American Express Hawaiian Airlines - Flight - Gabriele Friedman 475.15 01/08/2024 American Express Starbucks - Board Meeting Refreshments 97.15 01/08/2024 American Express AMEX - Cashback Program Fee - 9 Months 90.00 01/08/2024 American Express AMEX - New Membership Fee - 9 Months 26.25 01/08/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 12/14/23 - 12/19/23 3,887.02 01/08/2024 Orange County Printing Company Huntington Beach Notification Postcards {po: 1007} 10,625.70 01/08/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 12/14/23 - 12/19/23 and 9/15/23-9/21/23 113,306.11 01/10/2024 Lincoln Financial Group 1/10/24 Retirement debit 401A 16,724.90 01/10/2024 Lincoln Financial Group 1/10/24 Retirement debit 457B 5,191.95 01/11/2024 Clean Peaks Energy Services, LLC Consultant services - November 2023 -- {po:1027} 19,160.00 01/12/2024 Stericycle, Inc. Paper shredding service 349.53 01/16/2024 ABM Industry Groups, LLC January Parking 660.00 01/16/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 12/20/23 - 12/27/23 25,054.85 01/16/2024 LBA IV-PPI, LLC January 2024 Rent 19,000.00
01/16/2024 METHOD TECHNOLOGIES (INC) Support Options - Laptop setup {po: 1017} 246.00 01/16/2024 METHOD TECHNOLOGIES (INC) Support Options - MS Suite and other software {po: 1022} 1,997.95 01/16/2024 Pisenti & Brinker LLP Final Progress bill for audit ended June 30, 2023 {po: 1018} 12,000.00 01/16/2024 Reveille Inc. December 2023 OCPA FY Marketing and PR Budget-- {po: 1025} 71,762.30 01/16/2024 SDRMA February employee benefit charges 15,201.92 01/16/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 12/20/23 - 12/27/23 , 9/22/23-9/28/23 and 1/1/23 - 1/31/23 78,202.90 01/16/2024 US Bank Interest and Service Charges US Bank - Analysis Service Charge 3,880.69 01/19/2024 Best Best & Krieger December 2023 - Regulatory - CPUC {po: 1002} 20,761.50 01/19/2024 Best Best & Krieger December 2023 - Financial/Power Procurement {po: 1002} 5,806.50 01/19/2024 Best Best & Krieger December 2023 - Public Records Requests {po: 1002} 6,662.50 01/19/2024 Best Best & Krieger December 2023 - Huntington Beach Withdrawal {po: 1002} 4,020.00 01/19/2024 Best Best & Krieger December 2023 - County Withdrawal {po: 1002} 1,106.00 01/19/2024 Best Best & Krieger December 2023 - Special Counsel{po: 1002} 1,817.00 01/19/2024 Best Best & Krieger December 2023 - General Counsel {po: 1002} 13,646.60 01/19/2024 CITY OF BUENA PARK - UUT December Utility User Tax 87,001.85 01/19/2024 CITY OF HUNTINGON BEACH - UUT December Utility User Tax 299,000.51 01/19/2024 CITY OF IRVINE - UUT December Utility User Tax 126,891.12 01/19/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 183.79 01/19/2024 Karbone Inc. Brokerage fees - Townsite Solar, LLC 168,750.00 01/19/2024 Maher Accountancy January 2024 - Treasurer and Accounting Services {PO:1031} 21,000.00 01/19/2024 Maher Accountancy October-December 2023 Pass-Through Bill.com fees { {PO:1005} 482.08 01/19/2024 NewGen Strategies & Solutions, LLC December 2023 - Financial & Economic Consulting services {po: 1028} 4,851.25 01/19/2024 Orange County Printing Company Buena Park Letter {po: 1007} 984.57 01/19/2024 Orange County Printing Company HB Notification Post Cards {po: 1007} 12,304.65 01/19/2024 Orange County Printing Company Buena Park Letter {po: 1007} 634.74 01/19/2024 Orange County Printing Company Buena Park Letter {po: 1007} 684.36 01/19/2024 Southern California Edison December Capacity 485,562.30 01/19/2024 Tullett Prebon Americas Corp. Broker Fees - Tenaska Power Services Co. 3,445.00 01/19/2024 Zodiac Solutions, LLC December 2023 Fees {po: 1012} 1,800.00 01/22/2024 AES December 2023 capacity purchases 562,500.00 01/22/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 12/01/23 - 12/31/23 3,279.86 01/22/2024 Golden Communications Inc Sustaining Professional Services and Consulting Fees, Monthly Managed Web Services, and Additional Labor - December 2023 {po: 1004} 2,199.00 01/22/2024 Marsh Landing, LLC December Capacity Purchases 705,250.00 Orange County Power Authority
PAYMENTS ISSUED JANUARY 1, 2024 THROUGH MARCH 31, 2024
Orange County Power Authority
PAYMENTS ISSUED JANUARY 1, 2024 THROUGH MARCH 31, 2024
01/22/2024 Pacific Energy Advisors Inc. December 2023 - Monthly Services {po: 1008} 42,531.60 01/22/2024 San Diego Gas & Electric December 2023 RECs 18,998.10 01/22/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 12/28/23 - 1/03/24 255,298.12 01/22/2024 US Bank Interest and Service Charges Letter of Credit - California Independent System 150.00 01/23/2024 California Community Choice Association CALCCA January - March 2024 membership dues 98,635.50 01/23/2024 Calpine Energy Services L.P. December capacity 722,250.00 01/23/2024 Calpine Energy Services L.P. August 2023 RECs 4,850.00 01/23/2024 Constellation Energy Generation, LLC November energy purchases 4,024,323.50 01/23/2024 Morgan Stanley Capital Group December Energy Purchases 2,157,769.20 01/23/2024 Morgan Stanley Capital Group September 2023 RECs 357,085.15 01/23/2024 Shell Energy North America November Energy Purchases 4,283,064.00 01/23/2024 Shell Energy North America November Capacity Purchases 504,500.00 01/23/2024 Sunrise Power Company LLC December capacity purchase 1,906,250.00 01/23/2024 Transalta Energy Marketing Us Inc. November Energy Purchases 1,095,125.40 01/24/2024 Lincoln Financial Group 1/24/24 Retirement debit 401A 19,108.60 01/24/2024 Lincoln Financial Group 1/24/24 Retirement debit 457B 6,033.18 01/24/2024 The Energy Authority Inc. (Service Fees) December Resource Management Monthly Fees {PO:1011} 14,620.00 01/29/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 103.00 01/29/2024 Powerex January Energy Purchases 79,166.67
01/29/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 1/04/23 - 1/10/24 194,318.06 01/30/2024 California Public Utilities Commission September 2022 - Adequacy compliance filing violation 415,406.40 01/30/2024 California Public Utilities Commission CPUC Citation - August 2023 Deficiency 147,408.00 01/30/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 100.00 01/30/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 1,017.55 01/30/2024 Littler Mendelson, PC December legal services {po: 1016} 187.50 01/30/2024 Orange County Business Council OCBC - Annual Dinner & Board Installation 2,750.00 01/30/2024 Orange County Printing Company Buena Park Letter {po: 1007} 644.17 01/30/2024 Orange County Printing Company Buena Park Letter {po: 1007} 925.24 01/31/2024 California Department of Tax and Fee Administration October-December 2023 Electric Energy Surcharge 198,113.00 02/01/2024 Kantola Training Solutions Llc Harassment Training Sessions 750.00 02/01/2024 US Bank Credit Card Checkr - Employee background check 66.61 02/01/2024 US Bank Credit Card Amazon - Office Supplies 43.09 02/01/2024 US Bank Credit Card Go to Com - Phone Forwarding Service for Call Center 290.51 02/01/2024 US Bank Credit Card Amazon - Office Supplies 15.99 02/01/2024 US Bank Credit Card Amazon - Office Supplies 4.39 02/01/2024 US Bank Credit Card Amazon - Office Supplies 28.23 02/01/2024 US Bank Credit Card Amazon - Office Supplies 20.46 02/01/2024 US Bank Credit Card Smith AI - Phone Forwarding Service For Call Center 235.00 02/01/2024 US Bank Credit Card Google Suite - Social Media/YouTube account 12.00 02/01/2024 US Bank Credit Card Starbucks - Holiday Gift Cards 261.00 02/01/2024 US Bank Credit Card World Market - Holiday Gifts for Staff 283.41 02/01/2024 US Bank Credit Card Costco - Snacks for Board & Committee Meetings 86.43 02/01/2024 US Bank Credit Card Bear Coast Coffee - Business Meeting 5.00 02/01/2024 US Bank Credit Card Bear Coast Coffee - Business Meeting 10.25 02/01/2024 US Bank Credit Card Paul Martin's - Staff Holiday Dinner 2,472.95 02/01/2024 US Bank Credit Card North Italia - Business Lunch 26.95 02/01/2024 US Bank Credit Card Puestos - Board Holiday Lunch 650.61 02/02/2024 Calpine Energy Solutions December 2023 services {po:1003} 212,356.46 02/02/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 140.00 02/05/2024 ABM Industry Groups, LLC November 13 nightly billing 300.00 02/05/2024 ABM Industry Groups, LLC February Parking 660.00 02/05/2024 Association of California Cities Sponsorship - 2024 Affiliate Membership 5,000.00 02/05/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 1/11/24 - 1/18/24 165,631.99 02/05/2024 Energy Development & Construction Corporation November RECs purchases 21,312.00 02/05/2024 Friedman, Gabriele December expense reimbursement 152.09 02/05/2024 Integrated Impressions Multiple items 23,324.63 02/05/2024 LBA IV-PPI, LLC February 2024 Rent 19,000.00 02/05/2024 Miss Fountain Valley Scholarship Foundation, Inc 2024 Silver Sponsorship 1,500.00 02/05/2024 Southern California Edison (Non-Energy) Mass enrollment fee & monthly service fees through December 2023 {po: 1020} 163,587.18 02/05/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 1/11/24-1/18/24 & 10/06/23-10/12/23 1,306,619.35 02/06/2024 American Express AMEX - Cash back credit (35.76) 02/06/2024 American Express Uber trip - Transportation 34.20 02/06/2024 American Express Uber trip - Transportation 5.00 02/06/2024 American Express Uber trip - Transportation 68.99 02/06/2024 American Express Uber trip - Transportation 9.91 02/06/2024 American Express Uber trip - Transportation 17.98 02/06/2024 American Express Uber trip - Transportation 9.90 02/06/2024 American Express Sonesta - Hotel - Owen Lee 705.30 02/06/2024 American Express Uber trip - Transportation 34.91 02/06/2024 American Express Uber trip - Transportation 74.26 02/06/2024 American Express Amtrak Train - Transportation 77.00 02/06/2024 American Express Amtrak Train - Transportation 120.00 02/06/2024 American Express Uber trip - Transportation 14.85 02/06/2024 American Express Sonesta - Hotel - Gabriele Friedman 889.14 02/06/2024 American Express Uber trip - Transportation 4.00 02/06/2024 American Express Panini Kabob- Board meeting and team building lunch 300.00 02/06/2024 American Express From Your Flowers - Flowers - staff anniversary 63.55 02/06/2024 American Express From Your Flowers - Flowers - staff anniversary 63.55 02/06/2024 American Express Southwest Airlines - Lobby days - Sacramento - Jung 299.96 02/06/2024 American Express Southwest Airlines - Lobby days - Sacramento - Treseder 319.96 02/06/2024 American Express Southwest Airlines - Lobby days - Sacramento - Sonne 357.96 02/06/2024 American Express Southwest Airlines - Lobby days - Sacramento - Kim 427.96 02/06/2024 American Express VistaPrint - staff business cards 114.73 02/06/2024 American Express OCBC - member full registration 1,480.00 02/06/2024 American Express Southwest Airlines - SCBC advocacy day - Sacramento - Gabe Dima-Smith 269.97 02/07/2024 Lincoln Financial Group 2/05/24 Retirement debit 457B 5,807.54 02/07/2024 Lincoln Financial Group 2/05/24 Retirement debit 401A 17,425.00 02/08/2024 ABM Industry Groups, LLC February parking 120.00 02/08/2024 ABM Industry Groups, LLC January parking 60.00 02/08/2024 Little Saigon TV Network, Inc. Bronze Sponsorship - Little Saigon TV New Year Celebration 1,000.00 02/08/2024 NewGen Strategies & Solutions, LLC January 2024 - Financial & Economic Consulting services {po: 1028} 14,957.50 02/08/2024 Orange County Printing Company 2023 Year in Review Infographic{po: 1007} 439.62 02/08/2024 Orange County Printing Company Consumer Brochure {po: 1007} 3,082.73 02/08/2024 Orange County Printing Company 2023 Year in Review Posters {po: 1007} 367.43 Orange County Power Authority
PAYMENTS ISSUED JANUARY 1, 2024 THROUGH MARCH 31, 2024
02/08/2024 Orange County Printing Company Buena Park Letter{po: 1007} 687.05 02/08/2024 The Energy Federation Inc. Marketplace - Rebates {po:1026} 12,936.00 02/08/2024 The Energy Federation Inc. Marketplace - Rebates {po:1026} 6,724.00 02/08/2024 The Energy Federation Inc. Phone support for Marketplace {po:1026} 349.06 02/09/2024 CITY OF BUENA PARK - UUT January Utility User Tax 90,915.10 02/09/2024 CITY OF HUNTINGON BEACH - UUT January Utility User Tax 315,090.73 02/09/2024 CITY OF IRVINE - UUT January Utility User Tax 114,897.90 02/12/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 1/19/24 - 1/25/24 686.15 02/12/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 394.58 02/12/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 1/19/24-1/25/24 & 10/13/23-10/19/23 201,678.64 02/14/2024 Clean Peaks Energy Services, LLC Consultant services - December 2023 -- {po:1027} 14,617.50 02/14/2024 US Bank Interest and Service Charges February 2024 Monthly Analysis Charge 5,412.11 02/16/2024 Lincoln Financial Group Retirement fees 889.36 02/16/2024 Lincoln Financial Group Retirement fees 1,557.39 02/20/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 1/01/24 - 1/31/24 and 2/1/24 7,843.14 02/20/2024 High Desert Power Project LLC January Capacity 625,000.00 02/20/2024 Marsh Landing, LLC January Capacity Purchases 703,587.50 02/20/2024 Powerex January Rec's 121,396.74
02/20/2024 Powerex February Energy Purchases 79,166.67
02/20/2024 Southern California Edison January Capacity 514,621.70 02/21/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 206.37 02/21/2024 Lincoln Financial Group 2/20/24 Retirement debit 401A 21,227.60 02/21/2024 Lincoln Financial Group 2/20/24 Retirement debit 457B 6,812.60 02/22/2024 Golden Communications Inc Sustaining Professional Services and Consulting Fees, Monthly Managed Web Services, and Additional Labor - January 2024 {po: 1004} 2,199.00 02/23/2024 Best Best & Krieger January 2024 - Regulatory - CPUC{po: 1002} 2,265.00 02/23/2024 Best Best & Krieger January 2024 - Huntington Beach Withdrawal {po: 1002} 581.00 02/23/2024 Best Best & Krieger January 2024 - County Withdrawal{po: 1002} 41.50 02/23/2024 Best Best & Krieger January 2024 - Public Records Requests {po: 1002} 756.00 02/23/2024 Best Best & Krieger January 2024 - Financial/Power Procurement {po: 1002} 4,938.50 02/23/2024 Best Best & Krieger January 2024 - Special Counsel {po: 1002} 3,735.00 02/23/2024 Best Best & Krieger January 2024 - General Counsel {po: 1002} 7,615.00 02/23/2024 Best Best & Krieger January 2024 - Investigation {po: 1002} 44,937.00 02/23/2024 Calpine Energy Services L.P. January Capacity 309,750.00 02/23/2024 Constellation Energy Generation, LLC December energy purchases 4,737,358.65 02/23/2024 Morgan Stanley Capital Group October 2023 RECs 53,651.25 02/23/2024 Pacific Energy Advisors Inc. January 2024 - Monthly Services {po: 1008} 39,610.62 02/23/2024 Shell Energy North America December Capacity Purchases 504,500.00 02/23/2024 Shell Energy North America December Energy Purchases 4,409,337.60 02/23/2024 Sunrise Power Company LLC January capacity purchase 1,906,250.00 02/23/2024 Transalta Energy Marketing Us Inc. December Energy Purchases 1,156,049.10 02/23/2024 Tullett Prebon Americas Corp. Broker Fees - Commercial Energy of Montana Inc. 28,350.00 02/26/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 2/2/24 - 2/07/24 24,959.20 02/26/2024 City of Buena Park Candy Caneland - Sponsorship 250.00 02/26/2024 Friedman, Gabriele January expense reimbursement 161.18 02/26/2024 Grammarly, Inc. Grammarly for business - annual subscription 2,610.00 02/26/2024 Hawaii State Tax Collector Letter ID # L1333617792 322.29 02/26/2024 Maher Accountancy February 2024 - Treasurer and Accounting Services{ {PO:1031} 21,000.00 02/26/2024 Orange County Printing Company 3% less envelopes {po: 1007} 3,066.00 02/26/2024 Reveille Inc. January 2024 OCPA FY Marketing and PR Budget-- {po: 1025} 64,810.84 02/26/2024 SDRMA March employee benefit charges 13,773.97 02/26/2024 The Assn of Women in Water, Energy, Environ Membership application. Level: Individual Membership (Nonprofit/Govt/Not Affiliated) for Linda Kraemer 135.00 02/26/2024 The Energy Federation Inc. Rebate {po:1026} 349.96 02/28/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 100.00 02/29/2024 Energy Development & Construction Corporation December RECs purchases 10,476.00 02/29/2024 Southern California Edison (Non-Energy) Mass enrollment fee & monthly service fees through December 2023 outstanding amount {po: 1020} 63,555.90 03/01/2024 US Bank Credit Card Zoom - Recording services 338.90 03/01/2024 US Bank Credit Card Stericycle - Shredding services 349.53 03/01/2024 US Bank Credit Card Go to Com - Phone Forwarding Service for Call Center 337.02 03/01/2024 US Bank Credit Card Dell - Wireless keyboards x 5 457.88 03/01/2024 US Bank Credit Card Panini Kabob - Lunch with Barbara Delgleize 65.98 03/01/2024 US Bank Credit Card Zoom - Recording Services 338.90 03/01/2024 US Bank Credit Card Baekjeong Korean - OCPA goals lunch with chair 96.01 03/01/2024 US Bank Credit Card Smith AI - Phone Forwarding Service For Call Center 235.00 03/01/2024 US Bank Credit Card Google Suite - Social Media/YouTube account 12.00 03/01/2024 US Bank Credit Card Paris Baguette - Board meeting 60.05 03/04/2024 ABM Industry Groups, LLC March parking 780.00 03/04/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 2/8/24 - 2/14/24 25,431.89 03/04/2024 Clean Peaks Energy Services, LLC Consultant services - January 2024 - {po:1027} 16,515.00 03/04/2024 Fullerton Mayor's Prayer Breakfast Fullerton Mayor's Prayer Breakfast 1,000.00 03/04/2024 Jung, Fred Expense reimbursement - Parking and cab expenses 72.00 03/04/2024 LBA IV-PPI, LLC March 2024 Rent {PO:1030} 19,000.00 03/04/2024 Lee, Owen Expense reimbursement from February 2023 to July 2023 2,763.80 03/04/2024 Maher Accountancy Audit Assistance for Reporting period 2022/23 { {PO:1005} 15,000.00 03/04/2024 METHOD TECHNOLOGIES (INC) Support Options - MS Suite and other software {po: 1022} 2,114.43 03/04/2024 Orange County Printing Company County letters {po: 1007} 679.09 03/04/2024 Orange County Printing Company Missing mailers {po:1007} 1,291.61 03/04/2024 Orange County Printing Company County letters {po:1007} 1,003.75 03/05/2024 Calpine Energy Solutions December 2023 services {po:1003} 213,587.26 03/07/2024 American Express AMEX - Cash back credit (24.44) 03/07/2024 American Express Hawaiian Airlines - Transportation - February Board Meeting- Gabriele 676.17 03/07/2024 American Express Uber Trip - Transportation 70.08 03/07/2024 American Express Uber Trip - Transportation 38.93 03/07/2024 American Express Amtrak Train - Transportation 119.00 03/07/2024 American Express Lyft Trip - Transportation 85.00 03/07/2024 American Express Uber Trip - Transportation 11.34 03/07/2024 American Express Amtrak Train - Transportation 109.00 03/07/2024 American Express Uber Trip - Transportation 18.88 03/07/2024 American Express Sonesta - Hotel - Owen Lee 520.79 03/07/2024 American Express Uber Trip - Transportation 41.94 03/07/2024 American Express Uber Trip - Transportation 53.75 03/07/2024 American Express Uber Trip - Transportation 8.06 03/07/2024 American Express Sonesta - Hotel - Gabriele 848.50 03/07/2024 American Express Hawaiian Airlines - Transportation - March Board Meeting- Gabriele 764.61 03/07/2024 American Express Southwest Airlines - Transportation - Airticket to San Jose (From Santa Ana) - Leyna 365.97 Orange County Power Authority
PAYMENTS ISSUED JANUARY 1, 2024 THROUGH MARCH 31, 2024
03/07/2024 American Express Southwest Airlines - Transportation - Airticket to San Jose (From Santa Ana) - Agustin 365.97 03/07/2024 American Express Southwest Airlines - Transportation - Airticket to San Jose (From San Diego) - Michelle 253.96 03/07/2024 American Express Paris Baguette Irvine - Team Meeting - Breakfast 60.06 03/07/2024 American Express Sheraton Grand Hotel Sacramento - Hotel - Lobby Days - Sacramento 324.48 03/07/2024 American Express Paris Baguette Irvine - Team Meeting - Breakfast - Credit (60.06) 03/07/2024 American Express Ralph's - Snacks - CAC Meeting 72.10 03/07/2024 American Express Southwest Airlines - Transportation - Flight Change 141.00 03/07/2024 American Express Sheraton Grand Hotel Sacramento - Hotel 602.43 03/07/2024 American Express Sheraton Grand Hotel Sacramento - Hotel 672.21 03/07/2024 American Express Starbucks - Breakfast - Board Meeting 95.35 03/07/2024 American Express Pizza Supreme Being - Lunch 127.06 03/07/2024 American Express Syllabusx - Climate Change Preparedness Conference 2,570.00 03/07/2024 American Express Signia San Jose - Hotel 14,684.00 03/07/2024 American Express Sheraton Grand Hotel Sacramento - Hotel - Credit (301.21) 03/07/2024 American Express Georgie's Donuts - Breakfast - L&R and M&C Committee Meetings 34.40 03/07/2024 American Express Amazon - Office Supplies 41.96 03/07/2024 American Express Amazon - Office Supplies 26.93 03/07/2024 American Express Amazon - Office Supplies 26.93 03/07/2024 American Express Amazon - Office Supplies 264.86 03/07/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 14.85 03/07/2024 Lincoln Financial Group 3/7/24 Retirement debit 457B 5,722.41 03/07/2024 Lincoln Financial Group 3/7/24 Retirement debit 401A 18,530.42 03/11/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 2/15/24 - 2/22/24 & 3/1/23 - 3/31/23 16,527.63 03/13/2024 Best Best & Krieger February 2024 - County withdrawal {po: 1002} 2,080.50 03/13/2024 Best Best & Krieger February 2024 - Financial/power procurement {po: 1002} 1,743.00 03/13/2024 Best Best & Krieger February 2024 - Special counsel {po: 1002} 2,988.00 03/13/2024 Best Best & Krieger February 2024 - Huntington Beach withdrawal {po: 1002} 996.00 03/13/2024 Best Best & Krieger February 2024 - General counsel {po: 1002} 10,774.00 03/13/2024 Best Best & Krieger February 2024 - Regulatory CPUC {po: 1002} 6,950.00 03/13/2024 CITY OF BUENA PARK - UUT February Utility User Tax 88,594.27 03/13/2024 CITY OF HUNTINGON BEACH - UUT February Utility User Tax 295,765.57 03/13/2024 CITY OF IRVINE - UUT February Utility User Tax 164,710.65 03/13/2024 Clean Peaks Energy Services, LLC Consultant services - February 2024 - {po:1027} 11,287.50 03/13/2024 NewGen Strategies & Solutions, LLC February 2024 - Financial & Economic Consulting services {po: 1028} 6,408.75 03/13/2024 North Orange County Chamber 2024 Fullerton State of the City Address & Luncheon 1,500.00 03/13/2024 Orange County Printing Company County Letter mailing {po:1007} 34.57 03/13/2024 Orange County Printing Company County Letter mailing {po:1007} 26.81 03/13/2024 Orange County Printing Company Post enrolment envelopes {po:1007} 62.98 03/13/2024 Orange County Printing Company County Letter mailing {po:1007} 894.45 03/13/2024 Orange County Printing Company 100% Renewable Letter mailing {po:1007} 27,906.00 03/13/2024 Orange County Public Affairs Association Sponsorship Table of 8 600.00 03/13/2024 United States Postal Services (Trust/EPS Account) Postage added to USPS Account 25,000.00 03/14/2024 SDRMA April employee benefit charges 19,863.81 03/14/2024 US Bank Interest and Service Charges March 2024 Monthly Analysis Charge 5,244.78 03/15/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 12.31 03/15/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 210.00 03/18/2024 California ISO (Settlement Invoices) CAISO CAISO CRR period for 2/01/24 - 2/29/24 117,197.42 03/18/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 2/23/24-2/29/24 & 11/22/23-11/30/23 65,432.48 03/20/2024 CPS HR Consulting 24-01 Orange County Power Authority-Chief Exec Officer Phases I - III - {po:1029} 30,000.00 03/20/2024 Marsh Landing, LLC February Capacity Purchases 701,750.00 03/20/2024 Powerex March Rec's 79,166.67
03/20/2024 Powerex February Rec's 160,402.20
03/20/2024 Southern California Edison February Capacity 514,621.70 03/21/2024 High Desert Power Project LLC February Capacity 625,000.00 03/21/2024 Lincoln Financial Group 3/21/24 Retirement debit 457B 5,766.30 03/21/2024 Lincoln Financial Group 3/21/24 Retirement debit 401A 18,664.02 03/22/2024 Friedman, Gabriele February expense reimbursement 172.74 03/22/2024 Maher Accountancy March 2024 - Treasurer and Accounting Services { {PO:1031} 21,000.00 03/22/2024 OneOC BP Collaborative Annual Membership 1,000.00 03/22/2024 Orange County Printing Company Post enrolment envelopes {po:1007} 604.57 03/22/2024 Pacific Energy Advisors Inc. February 2024 - Monthly Services {po: 1008} 40,160.68 03/22/2024 The Fullerton Collaborative Membership - Fullerton Collaborative 1,450.00 03/25/2024 3PR Trading Inc. Vintage 2023 RECS purchase 895,000.00 03/25/2024 Calpine Energy Services L.P. February Capacity 309,750.00 03/25/2024 Constellation Energy Generation, LLC January energy purchases 7,923,196.30 03/25/2024 Morgan Stanley Capital Group November 2023 RECs 400,655.00 03/25/2024 Orange County Printing Company Postage on county letters {po:1007} 673.94 03/25/2024 Orange County Printing Company Sales tax on county letters {po:1007} 421.96 03/25/2024 Reveille Inc. February 2024 OCPA FY Marketing and PR Budget-- {po: 1025} 65,286.14 03/25/2024 Shell Energy North America January capacity purchases 504,500.00 03/25/2024 Shell Energy North America January energy purchases 5,633,251.26 03/25/2024 Sunrise Power Company LLC February capacity purchase 1,906,250.00 03/25/2024 The Energy Authority Inc. (CAISO and ENERGY) CAISO period 3/01/24-3/07/24 & 12/01/23-12/07/23 339,749.16 03/25/2024 United Language Group, Inc. OCPA Post-Enrollment Letters | Multiple Languages translation service 4,400.65 03/26/2024 Fullerton Museum Center Association Fullerton Museum Center Punk Exhibit & Mike Ness Day EventSponsorship 5,000.00 03/26/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 9.79 03/27/2024 ABM Industry Groups, LLC April parking 780.00 03/27/2024 BRAUN BLAISING & WYNNE, P.C. February - Fractional share of the Joint CCA BioMAT Invoice 982.46 03/27/2024 LBA IV-PPI, LLC April 2024 Rent {PO:1030} 19,000.00 03/27/2024 Orange County Business Council Bronze Level Annual Investment - (02/24 to 01/25) 2,500.00 03/27/2024 Orange County Printing Company HB 60 day NEM return notices {po:1007} 2,838.13 03/27/2024 The Energy Federation Inc. February Rebate {po:1026} 93.00 03/28/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 100.00 03/29/2024 Energy Development & Construction Corporation January 2024 RECs purchases 14,166.00 03/29/2024 Igoe (Med-iBank) Medical and/or Dependent Care FSA Monthly Participation Fee 1.35 SUBTOTAL 59,876,314.56
1/4/2024 December 16 - 31 -Paychex Service Fee 221.10
1/4/2024 December 16 - 31 - Payroll Taxes 19,402.99
1/4/2024 December 16 - 31 -Salaries, Wages, Fringe Benefits 56,404.62 1/19/2024 January 1 - 15 - Payroll Taxes 22,569.18
1/19/2024 January 1 - 15 -Paychex (Futa Payroll Taxes) 846.71 1/19/2024 January 1 - 15 -Salaries, Wages, Fringe Benefits 67,508.64 Orange County Power Authority
PAYMENTS ISSUED JANUARY 1, 2024 THROUGH MARCH 31, 2024
2/5/2024 January 16-31 - Payroll Taxes 17,359.13
2/5/2024 January 16-31 - Paychex Service Fee 259.30
2/5/2024 January 16-31 -Salaries, Wages, Fringe Benefits 58,495.23 2/20/2024 February 1-15 -Paychex Service Fee 433.25
2/20/2024 February 1-15 - Payroll Taxes 25,120.98
2/20/2024 February 1-15 -Salaries, Wages, Fringe Benefits 73,068.75 3/5/2024 February 16-29 -Salaries, Wages, Fringe Benefits 62,171.08 3/5/2024 February 16-29 - Payroll Taxes 18,504.77
3/5/2024 February 16-29 -Paychex Service Fee 193.50
3/19/2024 March 1 - 15 -Paychex Service Fee 379.35
3/19/2024 March 1 - 15 - Payroll Taxes 22,338.14
3/19/2024 March 1 - 15 -Salaries, Wages, Fringe Benefits 72,216.62 SUBTOTAL 517,493.34
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 9.1
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Tiffany Law, Chief Financial Officer
Owen Lee, Director of Finance & Data Analytics
Approved By: Joe Mosca, Chief Executive Officer
Subject: APPROVAL OF REVISED OCPA SALARY GRADES AND EMPLOYEE SALARY RANGES
Date: May 21, 2024
---------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Approve the revised OCPA Salary Grades and Employee Salary Ranges as proposed in Attachment 1.
BACKGROUND
On December 13, 2022, the Board approved the first OCPA Employee Salary Ranges. The maximum salary (control point) was generally benchmarked against the mid-point salary value from the Clean Power Alliance’s (CPA) 2020 salary survey, which was conducted by Mercer, a leading Human Resources and Compensation consulting firm. This benchmarking also accounted for variations in job responsibilities.
In August 2023, OCPA, in collaboration with four other Community Choice Aggregators (CCAs) - Central Coast Community Energy, San Diego Community Power, Sonoma Clean Power, and Peninsula Clean Energy - engaged Mercer for a special project: the CCA 2023 Custom Compensation Survey Study. The purpose of this study was to analyze and update OCPA’s Employee Salary Ranges and Benefits Program to ensure competitiveness across CCAs and various industries. This effort aims to attract and retain talented staff. In early February 2024, Mercer finalized their survey study report for OCPA. It is important to note that OCPA salaries were initially determined based on another CCA's 2020 mid-point salary level. Due to inflation and shifts in the current job market, salaries have increased significantly in recent years. It is now an employee-driven market, and finding and retaining qualified candidates, especially for more technical positions, has become particularly challenging. Moreover, retaining our dedicated and hardworking team members is crucial, as the time and cost of training and replacing them are significant, resulting in a loss of experience and productivity. Given these factors, it is imperative that OCPA adjusts its salary ranges according to the latest market trends to maintain its competitive edge.
On April 30, 2024, the Board approved the OCPA Salary Grade and Employee Salary Range as proposed for the Director of Power Resources position (Grade PW5) only. The remaining positions will be addressed after the Budget and Finance Ad Hoc Committee reviews the figures. The Board also approved updates and revisions to the OCPA Employee Benefits Program and modifications to OCPA’s Employee Personnel Policies Manual.
On May 12, 2024, staff discussed the OCPA Salary Grades and Employee Salary Ranges with the Budget and Finance Ad Hoc Committee (Committee) and obtained their feedback. The following are the proposed revisions:
1. Removed four potential salary grades and employee ranges for future Directors, as listed below. Staff will return to the board with justifications for approval when the agency needs to hire those directors.
2. Created a special salary grade (FB5: Finance/Business Intelligence/Data – Director) with a 70% salary range spread to establish the minimum salary range for OCPA’s Director of Finance and Data Analytics position. This adjustment acknowledges the actual roles and responsibilities that exceed the defined market parameters by 20%, reflecting a combination of finance and business intelligence/data functional areas.
3. Reclassified OCPA’s Senior HR Analyst to salary grade HA3: HR/Administration - Senior Professional. To maintain morale, staff proposed retaining the current board-approved maximum salary level for this role, which exceeds Mercer’s suggested maximum for this position.
4. Due to its uniqueness, a standalone salary grade (BC3: Board Clerk – Senior Professional) was created for OCPA’s Board Clerk & Assistant to the CEO position, a role that exists exclusively in CCAs and the Public Sector. On May 14, 2024, staff obtained the updated 50th percentile Total Cash Compensation (TCC) benchmark for the Public Sector from Mercer’s advisor (as shown below). Staff proposed keeping the current board-approved maximum salary level for this role, as it exceeds Mercer’s suggested maximum for this position.
5. Renamed Mercer’s functional area from ‘Technology/Data’ to ‘Business Intelligence/Data’ to reflect the nature of the data analytics and data warehouse system development and maintenance work more accurately.
6. Removed the IT Specialist, an approved FY23/24 full-time position, from the proposed staffing plan for FY24/25, as this role was outsourced to an IT consulting firm, SDI Presence, in March 2024.
7. Staff incorporated the feedback and revised the proposed OCPA Salary Grade and Employee Salary Range. The number of roles retaining their current board-approved maximum salary level has increased from six to seven. The proposed salary grades will be reduced from 33 to
30. Of these, 20 salary grades are currently in use, leaving 10 salary grades available for future positions.
ANALYSIS AND DISCUSSION
OCPA is committed to delivering high levels of renewable energy and impactful programs at competitive rates. Overseeing annual net revenues exceeding $382 million, OCPA adeptly manages the market risks inherent in the sector. The agency's agility is a testament to its proficiency in navigating the complexities of the ever-evolving energy industry, marked by intricate political and regulatory landscapes. This dynamic capability is bolstered by OCPA's strategic analysis of over 250 million rows of hourly data from extensive datasets, derived from more than 260,000 meters annually. With a focus on efficiency and expertise, OCPA operates with a highly specialized, compact team. For the fiscal year 2023/24, the amended staffing expenses, including benefits, are projected to account for merely 1% of net revenue, illustrating the agency's lean operational model. Notably, OCPA is free from the burden of long-term pension liabilities.
Mercer’s Key Methodology
The study covers 39 roles within 8 functional areas. With the exception of executive roles, each functional area comprises levels of Director, Manager, and Professional, with the latter including Expert, Senior, Intermediate, and/or Entry levels. The functional areas covered are:
1. Executive
2. Customer Service/Care
3. Finance
4. Human Resources/Administration
5. Marketing/Program Management
6. Power
7. Regulatory Affairs
8. Technology/Data
The scope for executive roles includes industry, size (0.5x to 2.0x revenue), and geography.
Non-executive roles are scoped based on industry and geography, without considering size.
Comparison of OCPA with four markets:
1. CCAs – Analysis based on customer data from the six participating CCAs1.
2. General Industry – Utilization of survey data published by Mercer.
3. Energy/Utilities – Utilization of survey data published by Mercer.
4. Public Sector – Utilization of survey data published by Mercer.
Compensation market data comprises:
1. Base salary.
2. Total Cash Compensation (TCC), including base salary and short-term incentives, such as bonuses.
3. Benefits, covering retirement savings, health group plans, paid leave, and life and disability insurance coverage.
Mercer’s Benchmarking Assessment Summary – Base Salary and TCC Mercer benchmarked 15 OCPA positions, comparing OCPA’s compensation to market data. This data is customized to each employee's actual roles and responsibilities, which may be scoped slightly lower or above the defined market parameters. Complete results of the compensation portion of the study are provided in Mercer’s CCA 2023 Custom Compensation Survey Study (Attachment 2).
1 Central Coast Community Energy, San Diego Community Power, Sonoma Clean Power, Peninsula Clean Energy, Clean Power Alliance, and Ava Community Energy.
• CCAs: On average, OCPA’s base salary and TCC fall slightly below the 25th percentile compared to other CCAs. Variation exists by functional area, job, and individual employee, which may be justified by differences in experience, qualifications, or performance. • General Industry: Similar to the CCAs market, OCPA's base salary and TCC fall slightly below the 25th percentile compared to other general industry entities. While the base salary is competitive for most functional areas, OCPA’s overall base salary is 15-20% below the market median, primarily due to below-market executive pay. Its TCC is also less competitively positioned.
• Energy/Utilities: OCPA's base salary and TCC fall substantially below the 25th percentile compared to other entities within the energy/utilities sector. The base salary is 15-20% below the market median, and its TCC is less competitively positioned. • Public Sector: OCPA's base salary and TCC are slightly above the 25th percentile compared to other public sector entities. Despite OCPA's base salary being at or above the market for most functional areas, its overall base salary is 15-20% below the market median, primarily due to below-market executive pay.
The chart below summarizes the benchmarking results, clearly showing that OCPA struggles to compete for talent, with its base salary and TCC predominantly placing around the 25th percentile across four markets.
OCPA’s Proposed Salary Grades and Ranges
Establishing OCPA's Salary Grades ensures equitable and transparent compensation, with each position assigned to a specific salary grade. This strategy enhances recruitment and retention by offering clear career progression paths. It simplifies salary administration and aligns with market standards, thereby motivating employees with clear advancement opportunities and performance incentives, supporting OCPA's objectives and growth.
Following the review of Mercer’s survey study and feedback from Mercer's Advisor, OCPA's proposed salary range methodology is outlined as follows:
• The high end, or maximum, of the salary range is determined by the highest 50th percentile of TCC from appropriate industry benchmarks, excluding exceptionally high or outlier benchmarks.
• The low end, or minimum, of the salary range2
is based on the CPA’s 2023 Salary Range
Spread percentages, with C-level, Power Director, and Finance and Business Intelligence/Data Director positions at 70%, Directors at 56%, and Manager/Professional at 44%. • To maintain morale, staff proposed maintaining the current board-approved maximum salary level for seven roles whose current salary maximum exceeds Mercer’s proposed maximum for these roles.
• The proposed ranges utilize TCC benchmarks from appropriate industries instead of base salary benchmarks, thus eliminating the need to design a short-term incentive or bonus structure.
• Mercer’s Median Deviation Summary data is utilized for the existing 15 OCPA positions. • Mercer’s Compensation Market data is utilized for vacant or future OCPA positions.
This methodology establishes a framework for equitable and consistent compensation decisions.
It recognizes the unique expertise of many OCPA employees and facilitates career advancement opportunities. Specifically tailored to meet OCPA's requirements, this flexible and sustainable structure supports the agency's growth and transformation.
The chart below shows the proposed 30 salary grades, including their ranges, salary range spreads, and the appropriate industry benchmarks, as derived from Mercer’s survey study results. Currently, 20 of these salary grades are in use (highlighted in yellow), leaving 10 salary grades available for future positions. A detailed chart, including the board-approved 25 full-time equivalents (FTEs) for FY2023/24, is included in the attached Proposed OCPA Salary Grades and Employee Salary Ranges (Attachment 1).
2 Minimum = Maximum / (1 + Salary Range Spread)
FISCAL IMPACT
The proposed actions on OCPA salary grades and employee salary ranges provide a framework for equity and performance-related salary increases. However, they are not anticipated to have a fiscal impact on staffing costs for FY 2023/24, as the current actual staffing costs are lower than the approved amended budget, due to slower-than-expected hiring.
Staff will incorporate projections for annual staffing costs in the upcoming FY2024/25 budget development, set for Board approval in June 2024. These projections will account for potential cost-of-living adjustments, recruitment of newly approved headcounts, the full-year financial effects of existing staff, merit-based salary increases, and changes in employee benefit costs driven by labor policies and market conditions.
Range
Spread Appropriate Industry Benchmarks
Grade Functional Area Role Minimum Maximum %
1 CEO Chief Executive Officer 70% Note: Based on CCA and Public Sector markets analysis, the proposed salary range for the CEO Grade is $396.8k to 674.5k.
2 CFO Chief Financial Officer $ 262.4 $ 446.0 70% CCA and Public Sector markets only 3 COO Chief Operating Officer $ 210.3 $ 357.5 70% CCA and Public Sector markets only 4 CS4 Customer Service/Care - Manager $ 114.0 $ 164.2 44% All 4 markets 5 CS2 Customer Service/Care - Intermediate Professional $ 86.0 $ 123.9 44% All 4 markets 6 CS1 Customer Service/Care - Entry Professional $ 59.7 $ 85.9 44% All 4 markets 7 FB5 Finance/Business Intelligence/Data - Director $ 176.5 $ 300.0 70% All 4 markets 8 FN4 Finance - Manager $ 139.0 $ 200.2 44% All 4 markets 9 FN3 Finance - Senior Professional $ 104.5 $ 150.5 44% All 4 markets 10 FN2 Finance - Intermediate Professional $ 72.6 $ 104.5 44% All 4 markets 11 HA4 HR/Administration - Manager $ 110.4 $ 159.0 44% CCA, General Industry, and Public Sector markets only 12 HA3 HR/Administration - Senior Professional $ 100.2 $ 144.3 44% OCPA Current Salary Range 13 HA2 HR/Administration - Intermediate Professional $ 66.9 $ 96.3 44% CCA, General Industry, and Public Sector markets only 14 HA1 HR/Administration - Entry Professional $ 55.3 $ 79.6 44% CCA, General Industry, and Public Sector markets only 15 BC3 Board Clerk - Senior Professional $ 87.2 $ 125.6 44% OCPA Current Salary Range 16 MP5 Marketing/Program Management - Director $ 155.5 $ 242.9 56% OCPA Current Salary Range 17 MP4 Marketing/Program Management - Manager $ 147.3 $ 212.1 44% All 4 markets 18 MP3 Marketing/Program Management - Senior Professional $ 115.3 $ 166.1 44% OCPA Current Salary Range 19 MP2 Marketing/Program Management - Intermediate Professional $ 87.2 $ 125.6 44% OCPA Current Salary Range 20 MP1 Marketing/Program Management - Entry Professional $ 74.4 $ 107.2 44% All 4 markets 21 PW5 Power - Director/Executive $ 188.8 $ 320.9 70% CCA market only 22 PW4 Power - Manager $ 154.0 $ 221.7 44% CCA market only 23 PW3 Power - Senior Professional $ 128.8 $ 185.5 44% CCA market only 24 PW2 Power - Intermediate Professional $ 96.7 $ 139.2 44% CCA market only 25 RA4 Regulatory Affairs - Manager $ 131.7 $ 189.6 44% CCA, General Industry, and Public Sector markets only 26 RA3 Regulatory Affairs - Senior Professional $ 100.2 $ 144.3 44% OCPA Current Salary Range 27 BD4 Business Intelligence/Data - Manager $ 144.7 $ 208.3 44% All 4 markets 28 BD3 Business Intelligence/Data - Senior Professional $ 115.5 $ 166.3 44% All 4 markets 29 BD2 Business Intelligence/Data - Intermediate Professional $ 100.2 $ 144.3 44% OCPA Current Salary Range 30 BD1 Business Intelligence/Data - Entry Professional $ 64.2 $ 92.4 44% All 4 markets 20 salary grades are in use
Board Negotiation
Salary Range
(in '000)
ATTACHMENT
1. Proposed OCPA Salary Grades and Employee Salary Ranges (Revised)
2. Mercer’s CCA 2023 Custom Compensation Survey Study
Proposed OCPA Salary Grades and Employee Salary Ranges (Revised) Range
Spread Appropriate Industry Benchmarks
Grade Functional Area Role Approved 25 OCPA Positions for FY23/24 Minimum Maximum % 1 CEO Chief Executive Officer Chief Executive Officer 70% Note: Based on CCA and Public Sector markets analysis, the proposed salary range for the CEO Grade is $396.8k
to 674.5k.
2 CFO Chief Financial Officer Chief Financial Officer $ 262.4 $ 446.0 70% CCA and Public Sector markets only 3 COO Chief Operating Officer Chief Operating Officer $ 210.3 $ 357.5 70% CCA and Public Sector markets only 4 CS4 Customer Service/Care - Manager $ 114.0 $ 164.2 44% All 4 markets 5 CS2 Customer Service/Care - Intermediate Professional Community Engagement Manager $ 86.0 $ 123.9 44% All 4 markets 6 CS1 Customer Service/Care - Entry Professional $ 59.7 $ 85.9 44% All 4 markets 7 FB5 Finance/Business Intelligence/Data - Director Director of Finance & Data Analytics $ 176.5 $ 300.0 70% All 4 markets 8 FN4 Finance - Manager Finance Manager $ 139.0 $ 200.2 44% All 4 markets 9 FN3 Finance - Senior Professional Financial & Administrative Analyst $ 104.5 $ 150.5 44% All 4 markets 10 FN2 Finance - Intermediate Professional $ 72.6 $ 104.5 44% All 4 markets 11 HA4 HR/Administration - Manager $ 110.4 $ 159.0 44% CCA, General Industry, and Public Sector markets only 12 HA3 HR/Administration - Senior Professional Senior HR Analyst $ 100.2 $ 144.3 44% OCPA Current Salary Range 13 HA2 HR/Administration - Intermediate Professional $ 66.9 $ 96.3 44% CCA, General Industry, and Public Sector markets only 14 HA1 HR/Administration - Entry Professional Administrative Assistant $ 55.3 $ 79.6 44% CCA, General Industry, and Public Sector markets only 15 BC3 Board Clerk - Senior Professional Board Clerk & Assistant to the CEO $ 87.2 $ 125.6 44% OCPA Current Salary Range 16 MP5 Marketing/Program Management - Director Director of Communications & External Affairs $ 155.5 $ 242.9 56% OCPA Current Salary Range 17 MP4 Marketing/Program Management - Manager $ 147.3 $ 212.1 44% All 4 markets 18 MP3 Marketing/Program Management - Senior Professional Management Analyst $ 115.3 $ 166.1 44% OCPA Current Salary Range 19 MP2 Marketing/Program Management - Intermediate Professional Energy Programs Analyst $ 87.2 $ 125.6 44% OCPA Current Salary Range 20 MP1 Marketing/Program Management - Entry Professional $ 74.4 $ 107.2 44% All 4 markets 21 PW5 Power - Director/Executive Director of Power Resources $ 188.8 $ 320.9 70% CCA market only 22 PW4 Power - Manager Trading Manager $ 154.0 $ 221.7 44% CCA market only 23 PW3 Power - Senior Professional Risk Management / Energy Contract & Compliance Analyst $ 128.8 $ 185.5 44% CCA market only 24 PW2 Power - Intermediate Professional $ 96.7 $ 139.2 44% CCA market only 25 RA4 Regulatory Affairs - Manager Regulatory & Legislative Manager $ 131.7 $ 189.6 44% CCA, General Industry, and Public Sector markets only 26 RA3 Regulatory Affairs - Senior Professional External Affairs Manager (x2) $ 100.2 $ 144.3 44% OCPA Current Salary Range 27 BD4 Business Intelligence/Data - Manager Rates & Billing Operations / Data & Systems Manager $ 144.7 $ 208.3 44% All 4 markets 28 BD3 Business Intelligence/Data - Senior Professional $ 115.5 $ 166.3 44% All 4 markets 29 BD2 Business Intelligence/Data - Intermediate Professional Data Analyst (x2) / Data & Systems Analyst $ 100.2 $ 144.3 44% OCPA Current Salary Range 30 BD1 Business Intelligence/Data - Entry Professional $ 64.2 $ 92.4 44% All 4 markets 20 salary grades are in use
Board Negotiation
Salary Range
(in '000)
A business of Marsh McLennan
welcome to brighter
Community Choice Aggregator (CCA)
2023 Custom Compensation
Survey Results
Prepared for Orange County Power Authority
January 2024
Enclosed is the 2023 CCA Custom Compensation
Survey. This custom survey provides data on the
current compensation and benefits in positions among
selected community choice aggregator organizations.
The survey also provides market perspective data for
General Industry, the Utilities/Energy Industry, and the Public Sector.
Thank you for your participation. If you have any
questions, please contact Joe Ziomek or Phil Wagner.
Joe Ziomek ([email protected])
Philip Wagner ([email protected])
1 About Mercer
Mercer delivers advice and technology-driven solutions
that help organizations meet the health, wealth and
career needs of a changing workforce. Whether it’s
helping companies prepare for the future of work,
designing affordable, accessible health outcomes or
helping to enable financial security for life, Mercer is making a difference in the lives of more than 115 million people every day, through three lines of business:
Health—delivering innovative solutions that address the health and wellness needs of our clients and their
employees; Wealth— driving better outcomes for our
clients, for people and for society; and Career—helping organizations design and execute sophisticated
workforce strategies.
Mercer has 25,000+ colleagues located in 170+ offices
globally serving Clients in 130 countries.
CCA Custom
Compensation Survey
Table of Contents
2 Section 1: Survey Information 3
Participants 4
Positions Covered 5
Key Methodology Notes 6
Section 2: Market Data Report 7
Section 3: Orange County Power Authority Compensation Comparison Summary 16 Summary and Key Takeaways: Full Organization 17
Overall Positioning Summary 18
Overall Positioning Summary by Market Perspective 19
Market Ratio Comparison by Role 20
Median Deviation Summary by Employee 24
Section 4: Benefits Valuation Analysis 25
Comparison to CCA Peer Group 26
Comparison to General Industry 50
Comparison to Utilities / Energy Industry 76
Comparison to Public Sector 102
Appendix: Detailed Methodology 127
Copyright © 2023 Mercer (US) LLC. All rights reserved.
Survey Information
3 • Participant List
• Job List
• Key Methodology Notes (full methodology detail is in appendix) 4 Survey Information
Participants
5 1. Chief Executive Officer
2. Chief Financial Officer
3. Chief Operations Officer
4. General Counsel
5. Chief Administration Officer
28. Chief Communications
Officer
21. Director
39. Manager
22. Senior Professional –
(Board Clerk / Executive
Assistant)
23. Intermediate Professional –
(Administrative Assistant)
31. Entry Professional
Executive
Customer Service / Care
18. Director
38. Manager
19. Intermediate Professional
20. Entry Professional
Regulatory Affairs
11. Director
37. Manager
12. Attorney
13. Senior Professional
Power
6. Director
7. Manager
8. Expert Professional
9. Senior Professional
10. Intermediate Professional
Marketing / Program Management
14. Director
15. Manager
29. Expert Professional
30. Senior Professional
16. Intermediate Professional
17.Entry Professional
HR / Administration
32. Director
24. Manager
25. Senior Professional
33. Intermediate Professional
34. Entry Professional
Technology / Data
26. Director
35. Manager
36. Senior Professional
27. Intermediate Professional
Finance
The 2023 custom survey covers 39 roles across 8 job families *Jobs in bold are new additions from the previous study • Mercer has gathered compensation and benefits data from four market perspectives:
1. A custom analysis of data provided by the seven participating CCAs
2. General industry data from Mercer published survey sources
3. Energy/utilities industry data from Mercer published survey sources
4. Public sector data from Mercer published survey sources • Additional compensation benchmarking notes:
– Executive roles are scoped by the four industries noted above, by size (0.5x – 2.0x revenue) and by geography – Non-executive roles are scoped by industry and geography (no size) – The report includes market data for base salary and total cash compensation (TCC = base salary plus short-term incentives)
– Date is effective July 1, 2024
• This report draft also includes a BVA (benefits valuation analysis) comparison to all four market perspectives All market compensation data in this report has been customized for the report participant according to the above-described scoping (i.e. the market data will differ between each participant’s report due to size and geography variation)
6 Survey Information
Key Methodology Notes
Copyright © 2023 Mercer (US) LLC. All rights reserved.
Compensation Market Data
• This section contains market compensation data, by job, for the following elements:
• Number of survey observations
• Median Short-term Incentive (“STI”) eligibility
• Base Salary 25th, 50th and 75th percentiles
• Total Cash Compensation 25th, 50th and 75th percentiles • These data points are provided for all 39 survey jobs and all four perspectives, where available • In some cases, insufficient data are available for a specific job or perspective • For the custom CCA perspective, three (3) data points are required to show average/mean; four (4) data points are required to show median; five (5) are required to show 25th and 75th percentiles • For the published survey perspectives, two additional data points are required for each comparison 7 Compensation Market Data: Executive
8 All values shown in $’000s
CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th Chief Executive Officer 7 7 $371.2 $404.8 $410.1 $443.1 $371.2 $406.3 $410.1 $443.1 Chief Financial Officer 5 5 $305.2 $329.0 $312.8 $317.5 $305.2 $331.0 $312.8 $317.5 Chief Operations Officer 6 6 $324.8 $346.8 $335.0 $349.4 $324.8 $359.0 $341.9 $389.8 General Counsel 1 1 - - - - - - - -
Chief Administration Officer 1 1 - - - - - - - -
Chief Communications Officer 1 1 - - - - - - - -
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Chief Executive Officer 49 $578.9 $674.9 $838.9 61.0% $578.9 $810.5 $992.1 8 $453.9 $534.9 $639.9 25.0% $453.9 $624.6 $836.9 16 $460.2 $653.6 $791.3 13.0% $460.2 $674.5 $1,005.6 Chief Financial Officer 72 $347.4 $434.9 $506.6 71.0% $376.7 $472.9 $578.5 11 $324.3 $368.6 $459.3 36.0% $330.5 $421.6 $476.1 21 $291.6 $405.4 $545.1 10.0% $291.6 $405.4 $573.5 Chief Operations Officer 41 $383.9 $445.8 $518.7 68.0% $390.7 $465.6 $587.3 5 - $393.4 - 20.0% - $393.4 - 7 $345.6 $357.5 $498.0 57.0% $345.6 $357.5 $590.2 General Counsel 23 $325.1 $411.0 $509.5 83.0% $347.4 $421.2 $633.3 7 $320.6 $364.2 $402.6 57.0% $341.2 $398.4 $562.3 8 $357.6 $431.9 $577.8 - $381.1 $486.0 $577.8 Chief Administration Officer 7 $269.4 $296.0 $344.5 71.0% $295.3 $343.1 $585.7 7 $296.8 $368.7 $481.4 71.0% $299.1 $664.7 $842.5 5 - $395.6 - 60.0% - $395.6 - Chief Communications Officer 16 $200.4 $223.9 $256.8 81.0% $242.0 $268.8 $345.7 5 - $258.8 - 60.0% - $320.7 - 6 - $350.5 - 17.0% - $350.5 - Compensation Market Data: Customer Service / Care
9 All values shown in $’000s
CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Customer Service / Care Director 1,141 $142.6 $171.6 $201.5 81.0% $150.5 $183.3 $227.1 26 $181.5 $191.3 $217.0 50.0% $185.8 $198.3 $226.9 76 - $101.8 - - - $101.8 - Customer Service / Care Manager 2,948 $99.3 $120.1 $145.5 71.0% $103.3 $127.8 $157.8 151 $129.1 $141.6 $161.8 97.0% $149.7 $164.2 $191.5 76 - $84.8 - - - $84.8 - Customer Service / Care
Intermediate Professional 8,802 $81.9 $97.3 $114.1 50.0% $88.8 $105.7 $132.6 454 $96.1 $117.1 $145.1 66.0% $101.4 $123.9 $151.2 8 - - - - - - - Customer Service / Care Entry
Professional 1,760 $69.2 $79.5 $94.1 59.0% $73.0 $82.3 $101.8 52 $70.4 $79.4 $100.6 87.0% $72.6 $85.9 $106.6 - - - - - - - - CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th Customer Service / Care Director 3 4 - $200.1 - - - $203.5 - - Customer Service / Care Manager 1 1 - - - - - - - -
Customer Service / Care
Intermediate Professional 4 5 - $113.7 $115.5 - - $113.7 $115.5 - Customer Service / Care Entry
Professional 2 2 - - - - - - - -
Compensation Market Data: Finance
10 All values shown in $’000s
CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Finance Director 2,979 $163.3 $185.9 $210.8 69.0% $169.4 $196.7 $228.2 348 $196.5 $215.6 $241.5 91.0% $212.6 $250.3 $296.1 91 $175.2 $189.4 $202.2 2.0% $175.2 $189.4 $202.2 Finance Manager 2,979 $142.0 $161.7 $183.3 69.0% $147.3 $171.1 $198.5 444 $155.3 $174.5 $201.1 89.0% $164.7 $200.2 $237.7 556 $131.7 $151.0 $174.3 9.0% $131.7 $151.0 $175.8 Finance Senior Professional 2,640 $108.4 $120.8 $137.6 54.0% $110.5 $123.4 $142.0 944 $110.1 $119.8 $133.3 83.0% $117.3 $129.2 $145.3 1,251 $94.4 $106.1 $115.4 15.0% $94.4 $106.4 $115.9 Finance Intermediate Professional 2,834 $83.4 $93.9 $104.9 42.0% $84.0 $95.2 $106.9 487 $87.2 $94.6 $103.0 77.0% $92.0 $100.7 $109.8 1,267 $79.9 $88.0 $98.2 8.0% $79.9 $88.3 $98.4 CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th Finance Director 3 3 - $206.4 - - - $209.8 - -
Finance Manager 3 3 - $161.8 - - - $167.3 - -
Finance Senior Professional 4 7 - $177.9 $150.5 - - $177.9 $150.5 - Finance Intermediate Professional 5 7 $96.5 $102.5 $104.5 $107.6 $96.5 $104.3 $104.5 $107.9 Compensation Market Data: HR / Administration
11 All values shown in $’000s
CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th HR / Administration Director 5 5 $189.7 $207.5 $213.9 $229.8 $213.9 $215.0 $217.5 $229.8 HR / Administration Manager 2 3 - - - - - - - -
HR / Administration Senior
Professional 4 7 - $119.1 $118.0 - - $121.9 $118.0 -
HR / Administration Intermediate
Professional 4 7 - $83.5 $80.6 - - $85.0 $83.8 -
HR / Administration Entry
Professional 4 6 - $69.7 $69.2 - - $70.4 $70.8 -
CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th HR / Administration Director 2,524 $172.0 $194.6 $222.1 77.0% $181.2 $210.9 $251.3 253 $182.8 $212.2 $239.6 82.0% $196.4 $246.8 $301.9 59 $146.0 $190.9 $215.9 34.0% $146.0 $197.1 $218.0 HR / Administration Manager 4,345 $131.3 $150.4 $171.4 72.0% $135.8 $159.0 $186.1 358 $136.6 $161.3 $183.1 88.0% $145.2 $179.7 $214.2 128 $119.2 $141.3 $159.6 11.0% $119.2 $141.3 $159.6 HR / Administration Senior
Professional 4,399 $98.0 $113.0 $129.4 - $98.9 $114.7 $133.5 237 $95.8 $108.2 $117.2 83.0% $98.0 $114.0 $126.4 758 $85.4 $95.4 $115.9 - $85.4 $95.4 $116.1 HR / Administration Intermediate
Professional 6,056 $83.0 $95.1 $109.8 - $83.5 $96.3 $112.3 340 $84.0 $95.2 $106.1 67.0% $85.4 $98.8 $111.3 407 $67.6 $77.2 $88.3 - $67.6 $77.2 $88.9 HR / Administration Entry
Professional 6,574 $64.1 $78.4 $94.9 39.0% $64.1 $79.6 $96.8 295 $66.9 $75.2 $89.8 73.0% $69.2 $79.0 $94.0 1,443 $53.9 $63.3 $74.8 1.00% $53.9 $63.3 $74.8 Compensation Market Data: Marketing / Program Management 12 All values shown in $’000s
CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Marketing / Program Management
Director 7,625 $184.3 $209.2 $236.8 71.0% $195.4 $230.0 $266.6 299 $194.6 $212.6 $239.5 74.0% $211.8 $239.5 $278.8 55 $177.4 $194.2 $204.8 - $177.4 $196.4 $219.7 Marketing / Program Management
Manager 8,571 $146.2 $170.0 $195.7 67.0% $154.8 $181.5 $210.8 500 $162.6 $186.6 $205.8 84.0% $177.7 $212.1 $238.0 723 $104.6 $151.7 $195.8 1.0% $104.6 $151.7 $195.8 Marketing / Program Management
Expert Professional 26,382 $145.0 $161.7 $183.2 62.0% $151.1 $170.2 $194.0 1,509 $143.7 $159.2 $172.7 74.0% $154.7 $174.4 $195.7 781 $132.2 $154.7 $174.9 8.0% $132.2 $154.7 $174.9 Marketing / Program Management
Senior Professional 28,582 $114.4 $129.7 $149.7 59.0% $117.8 $135.3 $157.7 1,125 $119.8 $134.9 $150.0 75.0% $126.0 $145.3 $166.3 781 $114.9 $134.5 $152.0 8.0% $115.0 $134.5 $152.0 Marketing / Program Management
Intermediate Professional 18,526 $88.9 $102.0 $117.8 52.0% $90.7 $104.7 $122.0 465 $94.4 $111.4 $126.7 64.0% $97.7 $116.1 $135.2 1,148 $68.9 $87.4 $103.6 3.0% $68.9 $87.4 $103.6 Marketing / Program Management
Entry Professional 6,886 $74.7 $86.4 $101.0 44.0% $75.9 $88.0 $104.2 331 $91.0 $98.7 $113.5 58.0% $92.3 $107.2 $124.1 402 $57.4 $62.9 $75.5 2.0% $57.4 $62.9 $75.5 CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th Marketing / Program Management
Director 7 13 $203.8 $212.5 $217.7 $227.1 $203.8 $216.6 $217.7 $232.1 Marketing / Program Management
Manager 5 17 $156.7 $161.6 $158.6 $168.6 $156.7 $167.1 $158.6 $168.6 Marketing / Program Management
Expert Professional 2 3 - - - - - - - -
Marketing / Program Management
Senior Professional 5 17 $141.1 $149.4 $153.3 $170.8 $141.1 $151.7 $164.7 $170.8 Marketing / Program Management
Intermediate Professional 6 12 $99.3 $107.3 $104.5 $109.8 $99.3 $108.5 $107.0 $112.6 Marketing / Program Management
Entry Professional 5 16 $76.8 $81.4 $81.4 $86.9 $81.0 $82.2 $81.4 $86.9 Compensation Market Data: Power
13 All values shown in $’000s
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Power Director / Executive - - - - - - - - 6 - $393.4 - 83.0% - $445.3 - - - - - - - - - Power Manager - - - - - - - - 70 $153.6 $167.0 $180.4 86.0% $165.2 $176.1 $195.2 - - - - - - - - Power Expert Professional - - - - - - - - 38 - $136.4 - - - $158.5 - - - - - - - - - Power Senior Professional - - - - - - - - 113 $109.1 $119.4 $129.2 96.0% $118.6 $126.2 $139.2 - - - - - - - - Power Intermediate Professional - - - - - - - - 43 - $94.4 - - - $101.6 - - - - - - - - - CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
N/A N/A
CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th Power Director / Executive 5 5 $272.4 $310.3 $320.9 $326.5 $279.7 $320.1 $320.9 $336.8 Power Manager 5 11 $201.3 $218.5 $221.6 $236.1 $221.6 $224.6 $221.7 $246.2 Power Expert Professional 1 1 - - - - - - - -
Power Senior Professional 4 14 - $178.7 $176.3 - - $183.3 $185.5 - Power Intermediate Professional 5 12 $116.5 $134.8 $139.2 $147.7 $116.5 $134.8 $139.2 $147.7 Compensation Market Data: Regulatory Affairs
14 All values shown in $’000s
CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Regulatory Affairs Director 1,186 $197.4 $221.7 $243.2 93.0% $221.3 $258.0 $297.6 129 $200.0 $221.2 $235.2 95.0% $221.1 $272.5 $298.2 26 $201.7 $219.8 $228.3 23.0% $201.7 $219.8 $228.3 Regulatory Affairs Manager 1,345 $145.8 $171.1 $195.2 - $154.5 $189.6 $229.0 194 $164.0 $188.6 $209.6 86.0% $176.5 $218.0 $251.5 23 $119.0 $159.9 $174.9 - $119.0 $159.9 $186.6 Regulatory Affairs Attorney 1,060 $190.6 $219.7 $266.7 67.0% $196.0 $236.5 $311.3 161 $223.2 $259.3 $296.7 93.0% $254.0 $338.6 $391.7 130 $171.8 $211.2 $247.6 12.0% $171.8 $211.4 $247.6 Regulatory Affairs Senior
Professional 2,868 $111.2 $125.3 $143.2 80.0% $117.0 $133.8 $153.6 404 $113.8 $123.4 $134.6 86.0% $122.2 $134.6 $147.5 63 - $123.8 - - - $123.8 - CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th Regulatory Affairs Director 5 8 $208.0 $220.3 $209.9 $236.0 $209.9 $225.1 $221.5 $240.1 Regulatory Affairs Manager 3 4 - $158.6 - - - $158.6 - - Regulatory Affairs Attorney - 0 - - - - - - - -
Regulatory Affairs Senior
Professional 6 12 $125.1 $138.1 $136.2 $149.6 $125.1 $141.7 $136.2 $157.1 Compensation Market Data: Technology / Data
15 All values shown in $’000s
General Industry Utilities / Energy Public Sector
- Base Salary STI Elig % TCC Base Salary STI Elig % TCC Base Salary STI Elg % TCC Job Title Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Obs 25th 50th 75th 50th 25th 50th 75th Technology / Data Director 6,322 $196.3 $220.4 $246.7 82.0% $209.7 $244.5 $283.4 360 $191.2 $215.6 $246.5 84.0% $215.6 $254.4 $295.9 337 $164.1 $190.7 $222.1 15.0% $164.2 $190.9 $226.0 Technology / Data Manager 9,163 $163.9 $185.0 $208.3 74.0% $172.4 $199.0 $230.3 506 $167.6 $185.8 $205.6 90.0% $179.0 $208.3 $236.7 605 $155.9 $181.8 $206.1 13.0% $155.9 $182.3 $208.6 Technology / Data Senior
Professional 6,068 $121.5 $138.0 $159.6 66.0% $123.7 $143.5 $166.9 450 $118.6 $129.9 $145.8 88.0% $127.4 $141.2 $155.1 1,001 $117.4 $130.6 $150.9 20.0% $117.4 $130.7 $151.2 Technology / Data Intermediate
Professional 3,922 $93.1 $107.3 $124.1 55.0% $94.3 $109.7 $128.8 267 $95.6 $104.9 $117.5 83.0% $101.2 $112.4 $124.7 544 $81.4 $95.3 $112.4 19.0% $81.4 $95.4 $113.3 Technology / Data Entry
Professional 1,382 $80.2 $90.2 $100.6 55.0% $80.9 $91.4 $103.6 105 $83.8 $89.3 $98.2 68.0% $83.8 $92.4 $100.6 167 $69.6 $91.2 $97.7 28.0% $69.6 $91.2 $97.7 CCA Perspective
- Base Salary TCC
Job Title CCA Obs* 25th Avg. 50th 75th 25th Avg. 50th 75th Technology / Data Director 4 4 - $232.6 $234.1 - - $237.1 $243.0 - Technology / Data Manager 1 1 - - - - - - - -
Technology / Data Senior
Professional 5 9 $161.2 $157.9 $165.8 $166.3 $165.8 $160.6 $166.3 $174.7 Technology / Data Intermediate
Professional 4 9 - $135.1 $133.7 - - $137.3 $138.0 -
Technology / Data Entry
Professional 3 5 - $101.9 - - - $102.3 - -
CCA: Number of CCA’s reporting. Obs: Number of CCA observations / employees reported.
Copyright © 2023 Mercer (US) LLC. All rights reserved.
Comparison
• In this section, we have provided a gap analysis between your organization’s pay and the market data provided in the prior section
• The market data in this section is customized not only to your organization’s size/location, but also to each incumbent’s role
• In your submission, you were given an option to identify that an individual’s role was scoped slightly lower or higher than the market definition. The data in this section reflects those elections 16 17
Overall Summary: OCPA’s Positioning vs. CCAs
In aggregate, OCPA’s pay is slightly below the CCA perspective market 25%ile. There is variation by job family, job and individual employee; this variation may be appropriate based on individual experience, qualifications or performance
Additional Observations
• Base Salary: Overall, OCPA is 15-20% below market median for the three supplemental perspectives (general industry, utilities/energy and public sector). However, this aggregate positioning is driven disproportionately by below-market executive pay. • Total Cash Compensation: When incorporating market values for short-term incentives, OCPA’s pay is positioned less competitively against market, particularly against the general industry and utilities/energy perspectives
• Benefits: OCPA’s total benefits package is slightly below the CCA peer group median as well as the public sector perspective, but aligned with median of utilities/energy and above median against general industry. The value of OCPA’s retirement package is particularly strong, while other areas are below market.
Benchmarking Assessment
Summary and Key Takeaways: Full Organization
Base Base TCC
ALL
n = 15 employees
Executive
n = 2
HR/Administration
n = 2
Mktg/Prog. Mgmt
n = 3
Technology/Data
n = 2
Power
n = 0
Regulatory Affairs
n = 3
Finance
n = 2
Customer Service/Care
n = 1
Base TCC Base TCC
CCA Perspective General Industry Utilities/Energy Public Sector Job Family CCA Comparison: Below Market
Overall positioning is just slightly
below the +/- 10% range (89% of
CCA market on base salary)
General Industry: At Market
Except Executives
Most families positioned
competitively, with aggregate
positioning largely driven by below-market positioning for executives Utilities/Energy: Below Market
Most families below market on base
and TCC
Public Sector: At/Above Market
Except Executives
Most families at/above market.
Aggregate positioning again driven
by below-market positioning for
executives
Below market At market Above market
Overall Positioning Summary
Executive Summary / Gap Analysis
TCC
Number of employees in each job family may not add up to aggregate “n” count because of data availability within each function and role. 18 vs. CCAs
19 25th %ile
50th %ile
75th %ile
Max
Min
vs. CCAs vs. General Industry vs. Utilities/Energy vs. Public Sector OCPA Total Cash
OCPA Base Salary
Key: Executive Summary / Gap Analysis
Overall Positioning Summary by Market Perspective
Notes: Market data bars is shown only where 25th percentile, median and 75th percentile data is available. Values are ‘000’s. 20 50th %ile – 75th %ile
Market Data
25th %ile – 50th %ile
Market Data
OCPA Average
Key
Market Ratio Comparison by Role (Base Salary) CCA Average CCA Perspective
$75
$100
$125
$150
$175
$200
$225
$250
Cust. Svc.
Int. IC
Finance Dir. Finance Sr.
IC
HR/Admin
Mgr.
HR/Admin Sr.
IC
Mkt/PM Dir. Mkt/PM Sr.
IC
Mkt/PM Int.
IC
RA Mgr. RA Senior IC Tech/Data
Int. IC Base Salary (in '000s)
Position in Market Range (CCA) - Non-Executives
$200
$250
$300
$350
$400
$450
CEO CFO Base Salary (in '000s)
Position in Market Range (CCA) - Executives
Notes: Market data bars is shown only where 25th percentile, median and 75th percentile data is available. Values are ‘000’s. 21 50th %ile – 75th %ile
Market Data
25th %ile – 50th %ile
Market Data
OCPA Average
Key
Market Ratio Comparison by Role (Base Salary)
General Industry Perspective
$200
$300
$400
$500
$600
$700
$800
$900
CEO CFO Base Salary (in '000s)
Position in Market Range (General Industry) - Executives $75
$95
$115
$135
$155
$175
$195
$215
$235
$255
Cust. Svc.
Int. IC
Finance Dir. Finance Sr.
IC
HR/Admin
Mgr.
HR/Admin Sr.
IC
Mkt/PM Dir. Mkt/PM Sr.
IC
Mkt/PM Int.
IC
RA Mgr. RA Senior IC Tech/Data
Int. IC Base Salary (in '000s)
Position in Market Range (General Industry) - Non-Executives Notes: Market data bars is shown only where 25th percentile, median and 75th percentile data is available. Values are ‘000’s. 22 50th %ile – 75th %ile
Market Data
25th %ile – 50th %ile
Market Data
OCPA Average
Key
Market Ratio Comparison by Role (Base Salary)
Utilities/Energy Perspective
$200
$250
$300
$350
$400
$450
$500
$550
$600
$650
$700
CEO CFO Base Salary (in '000s)
Position in Market Range (Util/Energy) - Executives
$75
$125
$175
$225
$275
Cust. Svc.
Int. IC
Finance Dir. Finance Sr.
IC
HR/Admin
Mgr.
HR/Admin Sr.
IC
Mkt/PM Dir. Mkt/PM Sr.
IC
Mkt/PM Int.
IC
RA Mgr. RA Senior IC Tech/Data
Int. IC Base Salary (in '000s)
Position in Market Range (Util/Energy) - Non-Executives Notes: Market data bars is shown only where 25th percentile, median and 75th percentile data is available. Values are ‘000’s. 23 50th %ile – 75th %ile
Market Data
25th %ile – 50th %ile
Market Data
OCPA Average
Key
Market Ratio Comparison by Role (Base Salary)
Public Sector Perspective
$200
$300
$400
$500
$600
$700
$800
CEO CFO Base Salary (in '000s)
Position in Market Range (Public Sector) - Executives
$50
$100
$150
$200
$250
Cust. Svc.
Int. IC
Finance Dir. Finance Sr.
IC
HR/Admin
Mgr.
HR/Admin Sr.
IC
Mkt/PM Dir. Mkt/PM Sr.
IC
Mkt/PM Int.
IC
RA Mgr. RA Senior IC Tech/Data
Int. IC Base Salary (in '000s)
Position in Market Range (Public Sector) - Non-Executives 24 Legend <-25% -25% to -10% -10% to 10% 10% to 25% >25% Note: deviation comparison is to 50th when data point is available, otherwise defaults to average Median Deviation Summary
By Employee
Base Match Base TCC Base TCC Base TCC Base TCC
Survey Match Title CCA Position Title Salary Adj. Avg. 50th Dev. Avg. 50th Dev. 50th Dev. 50th Dev. 50th Dev. 50th Dev. 50th Dev. 50th Dev.
Chief Executive Officer Chief Executive Officer $326 100% $405 $410 -20.5% $406 $410 -20.5% $675 -51.7% $811 -59.8% $535 -39.1% $625 -47.8% $654 -50.1% $674 -51.7% Chief Financial Officer Chief Financial Officer $326 110% $362 $344 -5.3% $364 $344 -5.3% $478 -31.9% $520 -37.3% $405 -19.6% $464 -29.7% $446 -26.9% $446 -26.9% Customer Service / Care
Intermediate Professional
Community Engagement
Manager $105 100% $114 $115 -9.1% $114 $115 -9.1% $97 7.9% $106 -0.6% $117 -10.3% $124 -15.3% - - - - Finance Director Director of Finance and Data
Analytics $211 120% $248 - -14.6% $252 - -16.0% $223 -5.2% $236 -10.4% $259 -18.3% $300 -29.6% $227 -7.0% $227 -7.0% Finance Senior Professional Financial and Administrative Analyst $105 100% $178 $151 -30.2% $178 $151 -30.2% $121 -13.1% $123 -14.9% $120 -12.3% $129 -18.7% $106 -1.0% $106 -1.3% HR / Administration Manager Senior Human Resources
Analyst $115 100% - - - - - - $150 -23.5% $159 -27.7% $161 -28.7% $180 -36.0% $141 -18.6% $141 -18.6% HR / Administration Senior
Professional
Board Clerk and Assistant to
CEO $121 100% $119 $118 2.5% $122 $118 2.5% $113 7.1% $115 5.5% $108 11.9% $114 6.1% $95 26.8% $95 26.8% Marketing / Program Management
Director
Director of Communications
and External Affairs $211 100% $213 $218 -2.9% $217 $218 -2.9% $209 1.0% $230 -8.1% $213 -0.6% $240 -11.8% $194 8.8% $196 7.6% Marketing / Program Management
Senior Professional Management Analyst $137 100% $149 $153 -10.6% $152 $165 -16.8% $130 5.7% $135 1.2% $135 1.5% $145 -5.7% $135 1.8% $135 1.8% Marketing / Program Management
Intermediate Professional Energy Programs Analyst $100 100% $107 $104 -4.3% $108 $107 -6.6% $102 -2.0% $105 -4.5% $111 -10.2% $116 -13.8% $87 14.4% $87 14.4% Regulatory Affairs Manager Regulatory and Legislative
Manager $151 100% $159 - -4.8% $159 - -4.8% $171 -11.8% $190 -20.4% $189 -20.0% $218 -30.8% $160 -5.7% $160 -5.7% Regulatory Affairs Senior
Professional External Affairs Manager II $110 90% $124 $123 -10.3% $128 $123 -10.3% $113 -2.4% $120 -8.7% $111 -1.0% $121 -9.2% $111 -1.3% $111 -1.3% Regulatory Affairs Senior
Professional External Affairs Manager I $98 90% $124 $123 -19.9% $128 $123 -19.9% $113 -12.9% $120 -18.5% $111 -11.6% $121 -19.0% $111 -11.9% $111 -11.9% Technology / Data Intermediate
Professional Data Analyst II $110 100% $135 $134 -17.8% $137 $138 -20.3% $107 2.5% $110 0.3% $105 4.9% $112 -2.1% $95 15.4% $95 15.3% Technology / Data Intermediate
Professional Data Analyst I $107 100% $135 $134 -20.0% $137 $138 -22.5% $107 -0.3% $110 -2.5% $105 2.0% $112 -4.8% $95 12.3% $95 12.1% CCA Perspective General Industry Utilities / Energy Public Sector Copyright © 2023 Mercer (US) LLC. All rights reserved.
4A. Benefits Valuation Analysis
25 Comparison to CCA Peer Group
About the Report Points of Comparison
To compare your competitive position relative to
the peer group, the charts show where your
organization leads and lags according to the
following criteria:
• Values: Shows the range of dollar values for all
organizations in the peer group
• Rank: Identifies your organization’s plan value
position relative to the peer group values
• Quartile: Shows the distribution of the peer
group’s plan values by showing the 1st and 3rd
quartiles and median dollar values
• Index: Illustrates the relationship of your benefit
values to the median values of the peer group
(the median value equals an index of 100)
Organization A: Organization A represents
OCPA
About the Index
The charts reflect the average of the national
composite workforce. Your position is described
in terms of the index:
•Above Median: Index of 106 and above
•Aligned with Median: Index between 95 and 105
•Below Median: Index of 94 and below
The lines within the chart indicate the values at the
25th, 50th, and 75th percentiles.
What is the BVA?
The report is a tool designed to allow you to assess the competitiveness of your benefit package, as a whole and by plan. It generates a common dollar value for benefit plans with varying plan designs and provisions. Statistical comparisons are then made to create an objective pay neutral analysis comparison of your plans to those of the peer group. This methodology employed in preparing our analysis is based on several key fundamentals:
• Market Replacement Value of Benefit Plans: “Value” is determined from the employee’s perspective, i.e., dollar values represent the employer-enhanced value of the benefits being provided to the employees.
• Plan Design Emphasis: The focus of the BVA is on valuing plan design. We remove other factors such as geographic differentials, claims experience, and negotiating power that can affect the cost of benefit plans, but not value. This results in an objective comparison of one employer versus the peer group. • National Composite Workforce: The report compares your benefit plans with those of your peer group based on a hypothetical national composite workforce / sample census. The composite workforce is a set of generic employee profiles that represents a typical employee population. The workforce composite profiles are derived and calculated from a national cross-section of representative organizations that vary by industry, size, and geography. The same workforce is used for all organizations in the study, so the effect of different employee demographics is removed from the value comparison.
26 Your Rank: 5 out of 7 Index: 99
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
A B C D E F G
Total Benefits
About the Report
Rank - Identifies your organization’s plan value
position relative to the peer group values
Index - Illustrates the relationship of your benefit
values to the median values of the peer group (the
median value equals an index of 100)
Organization A –
Represents Your Company
Organizations B - G –
Represents the remaining
peers. This matches with
the same corresponding
letter in the SPF report
50th Percentile/Median –
the "middle" value among
the peer group
75th Percentile/3rd Quartile –
75% of the peer’s value is
less than this value
25th Percentile/1st Quartile
- 25% of the peer’s value is
less than this value
27 About the Report
Participant Listing
Orange County Power Authority (OCPA) selected the following organizations as peers for the benefits comparison:
28 3CE - Central Coast Community Energy
Clean Power Alliance
East Bay Community Energy
Orange County Power Authority
Peninsula Clean Energy
San Diego Community Power
Sonoma Clean Power Authority
Benefits 2023 Summary Benefits 2023 Summary
Retirement Rank =
2 nd
Index =
140
OCPA’s above-median comparison is a result of providing a matching and non-matching contribution that totals 14%
compared to the median plan providing a total employer
contribution of 10%.
Paid Leave Rank =
3 rd
Index =
101
OCPA’s aligned-with-median position is driven by providing a total number of days that is similar to the median plan.
Medical Rank =
5 th
Index =
97 OCPA’s position is a result of requiring the employees to pay slightly more of the total premium for coverage, offset with offering plan provisions that are competitive compared to the median plan design.
Life &
Disability
Rank =
6 th
Index =
73 OCPA’s below-median position is a result of providing a plan design that is below median for Long-Term Disability
combined with requiring the employees to pay for full
coverage on Short-Term Disability, offset by offering a plan design for Life Insurance that is above the median plan design.
Dental Rank =
7 th
Index =
48 OCPA’s below median comparison is a result of requiring the employees to pay more of the premium compared to the
median plan combined with plan provisions that are slightly below the median designs.
Executive Summary
29 Overall Index Rating
Index of 99
Orange County Power Authority benefits
are 1% below the median value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Orange County Power Authority
BVA Relative Value
$29,495
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Orange County Power Authority’s benefit value is aligned with the median value among the peer group Median
BVA Relative Value
$ 29,709
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Overall Rank
Rank of 5
Orange County Power Authority benefits are
ranked 5 out of 7 organizations when
combining Retirement, Health, Paid Leave and
Life & Disability benefits
Copyright © 2023 Mercer (US) Inc. All rights reserved.
Total Benefits
• Peer Group Position
• OCPA’s overall Total Benefits position is
generated by:
• Above-median comparison is driven by a total
employer contribution for the Defined
Contribution that is above the median plan
design.
• Below-median position is driven by a Dental
plan design that is below the median plan
design, offset by a Medical plan design that is
competitive to the median plan value.
• Aligned-with-median position is driven by
providing a similar number of days off for the
PTO plan, offset slightly by offering one less
day for Holidays.
• Below-median position is driven by a below
median for Long-Term Disability plan design
combined with requiring the employees to pay
for full coverage on Short-Term Disability,
offset by offering a plan design for Life
Insurance that is above the median plan
design.
Key Take Away
OCPA’s overall total benefits position is aligned with the median value as a result of providing plan designs that are above the median plan for Retirement Savings, combined with providing a similar total number of the days off for Paid Leave, offset by the designs for Health Group and the Life & Disability benefits that are below the median plan designs.
30 Your Rank: 5 out of 7 Index: 99
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
A B C D E F G
Total Benefits
Your Rank: 2 out of 7 Index: 140
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A B C D E F G
Retirement Savings
Your Rank: 7 out of 7 Index: 89
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
A B C D E F G
Health Group
Your Rank: 3 out of 7 Index: 101
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
A B C D E F G
Paid Leave
Your Rank: 6 out of 7 Index: 73
$0
$200
$400
$600
$800
$1,000
$1,200
A B C D E F G
Life & Disability
Retirement Savings
Peer Group Position
• OCPA’s above-median comparison is driven by
a total employer contribution for the Defined
Contribution that is at 14% compared to the
median being 10%.
• None of the organizations, including OCPA,
provides an active Defined Benefit or a Stock
Purchase plan to new hires or offers a Stock
Purchase plan.
General Market Commentary
• Over the past five years, this study observed a
23% decrease in organizations offering active
Defined Benefit Retirement Plans.
• As a result, more organizations provide funding
through fixed or discretionary non-matching
contributions to a Defined Contribution Plan, as
reported by 57% of organizations in this study.
• Organizations are also encouraging participation
in pretax savings plans with automatic
enrollment features, reported by 54% of
organizations. The median enrollment
percentage among the peers is 4%.
Key Take Away
OCPA’s above median comparison is a result of the total employer contribution being 14% compared to the median plan design being at 10%.
31 Your Rank: 2 out of 7 Index: 140
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A B C D E F G
Retirement/Savings
Your Rank: N/A Index: N/A
$0
$0
$0
$0
$0
$1
$1
$1
$1
$1
$1
A B C D E F G
Defined Benefit
Your Rank: 2 out of 7 Index: 140
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A B C D E F G
Defined Contribution
Your Rank: N/A Index: N/A
0 0.1
0.2 0.3
0.4 0.5
0.6 0.7
0.8 0.9
1 A B C D E F G
Stock Purchase
Retirement Savings
Defined Contribution
Peer Group Position
• OCPA’s total employer contribution is derived
from a matching contribution totals 4% of pay
and a non-matching contribution of 10%
compared to the median plan that has a 10%
total employer contribution.
• Six peers provide a non-matching contribution,
and one peer provides a matching only plan.
• Total employer contributions for the peer group
range from 10% to 14%.
General Market Commentary
• Offered by 99% of organizations, where the
median total employer contribution is 6%.
• 84% offer employer match.
• 56% offer employer non-match.
• 57% include bonus in the definition of pay.
• 40% offer immediate vesting for employer
contributions.
32 Key Take Away
OCPA’s above-median comparison is a result of
providing matching and non-matching
contributions that total 14% compared to the
median plan providing a total employer
contribution of 10%.
14%
86%
71%
Yes No
Offer employer match
Offer employer non-match
Include bonus in the definition of pay
Median Plan Your Plan Design
Matching
Contribution 100% of the first 4% 100% of the first 4%
Non-Matching
Contribution 6% 10%
Salary Definition Base Pay Base Pay
Excess Plan for
Salary Limits No Yes
Your Rank: 2 out of 7 Index: 140
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A B C D E F G
Defined Contribution
Health Group
Peer Group Position
• OCPA’s below-median position is driven by a
Dental plan design that is below the median plan
value, offset slightly by a competitive Medical
plan design that is aligned with the median plan
value.
• One organization provides an employer-subsidized Flexible Spending Accounts coverage.
• No peers provide an employer-subsidized Post-Retirement Medical.
General Market Commentary
• Health benefit cost jumped 6.3% in 2021 (to an
average of $14,542 per employee), following last
year’s increase of just 3.4%. Smaller employers,
typically fully-insured, were hit with especially
high increases, cost rose by 9.6% on average.
• Employers avoided cost-cutting changes to plan
design in 2021 – in fact, we saw average
deductibles actually decline for some coverage
types. Benefit priorities have shifted in response
to the pandemic’s impact on the workforce.
Many employers view supporting the mental,
emotional and behavioral health of employees
as a business imperative.
Key Take Away
OCPA’s overall Health Group position is below the median value as a result of providing a Dental plan that provides a less rich plan design and a higher cost share for most coverages other than family coverage compared to the median plan, offset slightly by a Medical plan that is competitive with the median plan design.
33 Your Rank: 7 out of 7 Index: 89
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
A B C D E F G
Health/Group
Your Rank: 5 out of 7 Index: 97
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A B C D E F G
Medical
Your Rank: 7 out of 7 Index: 48
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
A B C D E F G
Dental
$0
$100
$200
$300
$400
$500
$600
A B C D E F G
Flexible Spending Accounts
Your Rank: N/A Index: N/A
$0
$0
$0
$0
$0
$1
$1
$1
$1
$1
$1
A B C D E F G
Post-Retirement Medical
Health Group
Medical
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study; OCPA’s PPO plan
was valued.
• OCPA’s position is a result of requiring the
employees to pay slightly more of the total
premium for coverage, offset with offering plan
provisions that are competitive compared to the
median plan design.
• The average employee cost-share for valued
plans is 0% for employee only coverage and 8%
for family coverage.
• One peer varies their cost share by the
employee’s dependent ages.
General Market Commentary
• 74% have a PPO Medical Option with an
average cost share of 19% for employee only
and 24% for family.
• 77% have a HDHP Medical Option with an
average cost share of 13% for employee only
and 17% for family.
• 22% have a HMO Medical Option with an
average cost share of 16% for employee only
and 25% for family.
Key Take Away
OCPA’s competitive position is a result of
providing plan provisions that are competitive with
the median plan, offset slightly with a cost share
that requires the employees to pay more of the
premium.
Median Plan Design Your Plan Design
Plan Type PPO PPO
Employee
Cost-Share
0% Employee Only
8% Family
14% Employee Only
15% Family
Annual Deductible $300 Individual
$600 Family
$500 Individual
$1,000 Family
Out-of-Pocket
Limit
$1,300 Individual
$3,600 Family
$2,000 Individual
$4,000 Family
Coinsurance/
Copayments
10% Inpatient Hospital
$20 Office Visit
$30 Rx
20% Inpatient Hospital
$20 Office Visit
$30 Rx
Employer
HSA/HRA Funding
N/A N/A
34 Your Rank: 5 out of 7 Index: 97
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A B C D E F G
Medical
Your Plan Design
PPO HDHP PPO or POS HMO or EPO
In-Network
Deductible
$500 Individual
$1,000 Family
$1,750/Individual
$3,500/Family
$400/Individual
$800/Family
$0/Individual
$0/Family
In-Network
Inpatient
Hospital
20% Coinsurance 20% Coinsurance 15% Coinsurance $500 Copay In-Network
Office Visits $20 Copay 20% Coinsurance $20 Copay $20 Copay In-Network Out-of-Pocket Limits
$2,000 Individual
$4,000 Family
$4,000Individual
$8,000/Family
$4,700/Individual
$9,400/Family
$3,000/Individual
$6,000/Family
Employer
HSA/HRA
Funding
Not Applicable $1,300/Individual
$1,300/Family Not Applicable Not Applicable
Employee Cost-Share
14% Employee Only
15% Family
0% Employee Only
0% Family
0% Employee Only
0% Family
0% Employee Only
0% Family
*The details on this page do not represent the median value, rather the median plan features for each of the various plan designs offered among the peers and is inclusive of all plans offered (not just the ones with the largest percentage of employee enrollment).
Offer an HDHP
29%
86%
Offer a PPO or POS
Offer an EPO or HMO
100%
Median Medical Plan Features
35 Health Group
Medical
Copyright © 2023 Mercer (US) Inc. All rights reserved.
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study.
• OCPA’s below median comparison is a result of
requiring the employees to pay more of the
premium compared to the median plan
combined with plan provisions that are slightly
below the median designs.
• The median employee cost-share for valued
plans is 0% for employee only and 0% for family
coverage.
General Market Commentary
• Median employee cost share – 40% for
employee only coverage and 47% for family
coverage.
• Median Plan Coverage is 100% for preventive,
80% for basic, 50% for major and 50% for
orthodontia coverage.
• Median annual maximum is $1,500 and median
lifetime orthodontia is $1,500.
Key Take Away
OCPA’s below-median position is a result of
providing plan provisions that are slightly less rich
compared to the peer group median combined
with a cost share that requires the employees to
pay part of the premium compared to the fully
employer-paid median plan.
Median Plan Design Your Plan Design
Plan Type PPO Silent PPO
Employee
Cost-Share
0% Employee Only
0% Employee + Child
0% Employee + Spouse
0% Family
53% Employee Only
50% Employee + Child
50% Employee + Spouse
53% Family
Annual Deductible $50/Individual
$150/Family
$50/Individual
$150/Family
Maximums
(Annual/Lifetime)
$1,500 Annual /
$1,000 Orthodontia
$1,500 Annual /
$500 Orthodontia
Coinsurance 100% Preventive
80% Basic
50% Major
50% Orthodontia
100% Preventive
80% Basic
60% Major
50% Orthodontia
Health Group
Dental
36 Your Rank: 7 out of 7 Index: 48
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
A B C D E F G
Dental
Paid Leave
• Peer Group Position
• OCPA’s aligned-with-median position is driven
by providing a total number of days that is similar
to the median plan.
• Three peers provide a Paid Time Off plan that
combines various elements of Paid Leave and
four peers provide a traditional vacation plan.
• One peer provides a separate Personal Leave
plan.
• Four peers provide a separate Sick Leave plan.
General Market Commentary
• Only 42 percent of respondents with PTO plans
say that most of their employees take all of their
allotted time, down from 51 percent in 2018 —
and 15 percent say employees actually use less
than 50 percent of PTO days.
• More than half report that open
accruals/balances at the time of transition from a
standard vacation/PTO plan were forfeited
(where allowable); about two-fifths paid out
balances and the rest allowed the
accruals/balances to be used for STD top-off
pay.
Key Take Away
OCPA’s position is result of providing a total number of days that is similar to the number of days off as the median plan as a result of being median plan among the peers that provide a PTO plan offset by providing one less Holiday than the median plan.
37 Your Rank: 3 out of 7 Index: 101
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
A B C D E F G
Paid Leave
Your Rank: 2 out of 3 Index: 100
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
A B C D E F G
Paid Time Off
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A B C D E F G
Vacation
Your Rank: 5 out of 7 Index: 92
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
A B C D E F G
Holiday
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
A B C D E F G
Personal Leave
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
A B C D E F G
Sick Leave
Paid Leave
Total Leave
• Peer Group Position
• OCPA’s position is a result of offering a total
number of days off that is more than the median
plan for after ten years of service.
• None of the peers provides an unlimited plan to
any of their employees.
• OCPA provides the following:
- PTO ranging from 22.5 days at hire to 32.5
days after ten years of service.
- 12 Holidays.
• The median plan provides the following:
- Traditional Vacation plan ranging from 15
days at hire to 20 days after fifteen years of
service.
- 17 Holidays.
- 12 Sick days – please note that Mercer’s
methodology is for 35% of the days available
will be used for the Sick Leave value.
38 Years of
Service
Median Total
Leave
Your Total
Leave Difference
1 Year 37.2 Days 35.5 Days -1.7 Days
5 Years 41.2 Days 39.5 Days -1.7 Days
10 Years 41.2 Days 44.5 Days +3.3 Days
Key Take Away
OCPA’s aligned-with-median position is a result
of providing a total number of days that is slightly
below the median plan in the first five years of
service but offset by offering a total number of
days that is more than the median plan after ten
years of service.
Years of
Service
Median Total
Leave
Your Total
Leave Difference
15 Year 41.2 Days 44.5 Days +3.3 Days
20 Years 41.2 Days 44.5 Days +3.3 Days
25 Years 41.2 Days 44.5 Days +3.3 Days
Your Rank: 3 out of 7 Index: 101
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
A B C D E F G
Paid Leave
Paid Leave
Vacation / Paid Time Off
• Peer Group Position
• Three organizations, including OCPA, provide a
Paid Time Off plan whereby vacation days are
included with other elements of paid leave such
as personal leave, holidays, and/or sick leave.
• Four peers provide a traditional vacation plan.
• 100% of the peers allow for carryover, with the
median number of days being about 40 days.
• Two peers allow for selling of time off.
General Market Commentary
• Types of Paid Leave – Please note, some
employers may offer a PTO plan to one group of
employees and Vacation plan to others
• 52% offer a traditional vacation plan
• 50% offer a Paid Time Off (PTO) plan
• 5% offer an Unlimited Time off Plan
• 72% allow carryover of unused days for
traditional plans with a median of 30 days.
• 80% allow carryover of unused days for PTO
plans with a median 30 days.
39 Key Take Away
OCPA’s plan provisions equal the median value.
43%
Offer a Vacation Plan
57%
Offer a PTO Plan
Years of
Service
Median Paid Time
Off Plan Your Plan Design
1 Year 23.5 Days 23.5 Days
5 Years 27.5 Days 27.5 Days
10 Years 32.5 Days 32.5 Days
15 Years 32.5 Days 32.5 Days
20 Years 32.5 Days 32.5 Days
25 Years 32.5 Days 32.5 Days
Your Rank: 2 out of 3 Index: 100
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
A B C D E F G
Paid Time Off
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A B C D E F G
Vacation
Paid Leave
Personal and Holidays
• Peer Group Position
Personal Days
• One peer provides a Personal Leave plan where
the one peer provides 5 days.
Holidays
• All seven provide a separate Holiday plan.
• The holidays range from a minimum of 10 days
to a maximum of 17 days, with a median of 13
days.
General Market Commentary
• Personal Days – Median number of personal
days is 3 days.
• Holidays – Median number of holidays is 10
days.
40 Personal Days Paid Holidays
Key Take Away
OCPA is aligned with the peer group by not providing a Personal Leave, offset by offering fewer holidays compared to the median plan.
Minimum
10 Median
17 Maximum
13 14% 57% 29%
Separate Bank Included In
PTO
Not Offered
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
A B C D E F G
Personal Leave
Your Rank: 5 out of 7 Index: 92
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
A B C D E F G
Holiday
Paid Leave
Sick Leave
• Peer Group Position
• Sick Leave Methodology benefit values are
based on an assumption of only 35% of the
number of days available being valued.
• When informal plans are used or Sick Leave is
left to the discretion of management, 10 days are
used to generate the values.
• Four peers provide a Sick Leave plan; three
peers provide 12 days and one peer provides 10
days.
• Two peers allow for carryover of unused Sick
days.
• The remaining peers include Sick days within
their PTO plan.
General Market Commentary
• Median number of sick days is 10 days.
• 59% of the plans offer carryover leave with either
unlimited carryover or a limited number of days.
• 4% of the plans allow for accumulated sick days
to be cashed out at termination.
41 0%
43%
57%
Yes No
Separate Bank
Included in PTO
Not Offered
Key Take Away
OCPA includes their sick days within the PTO plan.
50%
Offer carryover of Sick
Leave
0%
Offer payout upon
termination
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
A B C D E F G
Sick Leave
*Parental Leave is not included in the relative dollar value, rank, or index positioning as this benefit is not utilized by all employees on an annual basis.
Paid Leave
Parental Leave
• Peer Group Position
• Six peers provide a form of Parental Leave or
Family Leave.
• 100% of those that provide a Parental Leave
policy provide coverage for non-birth parent.
• 100% of those that provide a Parental Leave
policy provide coverage for adoptive parent.
General Market Commentary
• 16% provide a Maternity Leave with the median
benefit being 8 weeks.
• 5% provide Paternity Leave with the median
benefit being 2 weeks.
• 49% provide a Parental Leave benefit with the
median Parental Leave benefit being 6 weeks.
• Of organizations offering Parental Leave, 79% of
organizations allow leave to be used for
Adoption, and 40% of organizations allow leave
to be used for placement of a Foster child.
42 Median Plan Design Your Plan Design
Plan Type Parental Leave Parental Leave
Number of Weeks 5 weeks 0 weeks
Percent of Pay Replaced 100% of pay N/A
Key Take Away
OCPA is below the median by providing no paid parental leave, compared to the median plan which offers 5 weeks at 100% pay replacement.
Offer Parental Leave
100%
0%
Offer Maternity Leave
Offer Paternity Leave
0%
Peer Group Position
• OCPA’s below-median position is a result of
providing a plan design that is below median for
Long-Term Disability combined with requiring
the employees to pay for full coverage on Short-Term Disability, offset by offering a plan design for Life Insurance that is above the median plan
design.
• All peers provide employer-subsidized Life
Insurance and Long-Term Disability plans.
• One peer does not provide an employer-subsidized Short-Term Disability plan.
General Market Commentary
• 98% provide employer paid basic life insurance.
• 78% provide employer paid Short-Term
Disability.
• 80% provide employer paid Long-Term
Disability.
Life & Disability
Key Take Away
OCPA’s below-median position is a result of providing a plan design that is below the median for Long-Term Disability combined with requiring the employees to pay for full coverage on Short-Term Disability, offset by providing an above median plan design for the Life Insurance benefit.
43 Your Rank: 6 out of 7 Index: 73
$0
$200
$400
$600
$800
$1,000
$1,200
A B C D E F G
Life & Disability
Your Rank: 2 out of 7 Index: 162
$0
$100
$200
$300
$400
$500
$600
A B C D E F G
Life Insurance
Your Rank: N/A Index: N/A
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
A B C D E F G
Short-Term Disability
Your Rank: 6 out of 7 Index: 88
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A B C D E F G
Long-Term Disability
0%
Life & Disability
Life Insurance
Peer Group Position
• OCPA’s above-median position is the result of
offering a flat $200,000 pay benefit compared to
the median plan that provides a 2x pay plan with
a maximum payout of $500,000.
• Two peers provide a multiple of pay plan with
ranges from 1x to 2x pay.
• Five peers provides a flat dollar payout with
ranges from $50,000 - $300,000.
• The maximum Benefit amount ranges from
$350,000 - unlimited.
• One peer provides an employer-paid spousal
plan.
• No peers include bonus in the salary definition.
General Market Commentary
• The median plan design being 1.5x pay benefit.
• 15% provide a flat benefit plan.
• 85% provide a percent of pay Life Insurance
plan.
• 86% provide a Basic AD&D benefit equal to the
Basic Life Insurance benefit.
• 9% provide employer paid spouse/dependent
Life Insurance.
Key Take Away
OCPA is above the median plan design as a
result of providing a flat $200,000 compared to
the median plan that provides 2x pay (up to
$500,000).
Note that for employees that earn more than
$100,000, OCPA’s position will begin to drop
below median as a result of the $200,000
maximum.
100%
Offer employer-paid
Basic Life Insurance
14%
Offer employer-paid
Spouse/Dependent
Life Insurance
Median Plan
Design
Your Plan
Design
Multiple of Pay 2x pay Flat $200,000
pay out
Maximum Coverage Amount $500,000 $200,000
Salary Definition Base Pay Base Pay
44 Your Rank: 2 out of 7 Index: 162
$0
$100
$200
$300
$400
$500
$600
A B C D E F G
Life Insurance
82%
75% 82%
Life & Disability
Short-Term Disability
Peer Group Position
• Short-Term Disability benefit values are based
on amounts payable in the first 6 months of
disability; Sick Leave carryover and LTD
commencing before 6 months of disability are
included in Short-Term Disability.
• OCPA‘s requires the employees to pay for the
Short-Term disability benefit thus resulting in a
$0 value.
• None of the peers provide any weeks at a 100%
pay replacement. Two peers provide sick leave
carryover, thus generating a few weeks at the
100% pay replacement.
General Market Commentary
• 78% provide employer-paid coverage
• Typical plan covers 60% of base pay up to 26
weeks with an unlimited weekly benefit
• 42% of participants provide all or a portion of the
disability at 100% pay replacement
Key Take Away
OCPA‘s position is a result of requiring the
employees to pay for the full coverage.
Median Plan Design Your Plan Design
Benefit 26 weeks at a 20% pay
replacement; includes up
to 12 days of sick leave
Salary Definition Base pay
Elimination Period 7 days
Maximum Weekly
Benefit
$1,500
86%
Provide employer-subsidized
Short-Term Disability
45 Your Rank: N/A Index: N/A
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
A B C D E F G
Short-Term Disability
82%
82%
Life & Disability
Long-Term Disability
Peer Group Position
• OCPA’s below-median position is a result of
providing a maximum of $5,000, compared to
the median providing a monthly maximum of
$10,000 even though both organizations provide
a 60% pay replacement.
• Pay replacement ranges from 60% - 70% with
the median pay replacement being 60%.
• Maximum benefit ranges from $5,000-$12,000.
• Six peers use the Family selection for the Social
Security offset, while one peer does not use
either family or individual selection.
General Market Commentary
• The median pay replacement being 60%.
• Median monthly maximum is $10,000.
• The majority of the peers provide a family Social
Security offset.
Key Take Away
OCPA’s position is a result of providing a 60%
pay replacement with a monthly maximum of
$5,000, compared to the median plan providing a
60% pay replacement with a monthly maximum of
$10,000.
Median Plan Design Your Plan Design
Benefit
60% pay replacement 60% pay replacement
Salary Definition Base pay Base pay
Maximum Monthly
Benefit $10,000 $5,000
Social Security Offset
Family Offset Family Offset
100%
Provide employer-subsidized
Short-Term Disability
46 Your Rank: 6 out of 7 Index: 88
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A B C D E F G
Long-Term Disability
82%
82%
*Non-traditional benefits are not included in the relative dollar value, rank, or index positioning.
Prevalence Data
Non-Traditional Benefits
Education Assistance
Peer Group Position
• Three peers indicated they had an Education
Assistance plan.
• All three peers provide a reimbursement
percentage of 100%.
• Reimbursement limits amongst the peers range
from $1,500-$5,000 per year for undergraduate
and graduate.
• Six peers vary their tuition reimbursement based
on grades.
• None of the peers provide tuition reimbursement
to an employee’s spouse or children.
General Market Commentary
• 82% provide educational assistance.
• The median reimbursement limits is $5,250 per
year for both undergraduate and graduate
courses.
• 78% require employees to payback upon
termination
Educational Assistance Median Plan Design
Reimbursement % 100%
Maximum Annual Dollar Limit $3,500
Require Payback upon Termination No
Covers Books Yes
Key Take Away
OCPA is below the median design by not
offering a plan.
43%
0%
Yes No
Student Loan Repayment
Educational Assistance
47 * Percentage based on those that responded.
Non-Traditional Benefits
Additional Benefits
General Market Commentary
• Mercer conducted the 2022 Flexible Working
Policies and Practices survey with 749
respondents and found that the happiest
employees are hybrid workers; 77% report
being able to maintain a reasonable work-life
balance.
• 53% of employers are working to expand the
types of flexibility offered
• 42% offer part-time schedules
• 70% offer flex time (e.g., adjusted
start and stop times)
• 32% have, or are considering
offering, a 4-day workweek to all or
some employees
• 18% offer variable or alternative shifts
• 14% offer phased or flexible
retirement
48 Non-traditional Benefits Yes No Percent
Adoption Benefits 2 5 29%
Business Casual Policy 6 1 86%
Child/Elder Care Assistance 1 4 20%
College Scholarships 0 5 0%
Discount Purchasing 1 4 20%
Employee Assistance Plan 7 0 100%
Executive Company Car 2 4 33%
Financial Planning Assistance 4 3 57%
Flextime 4 3 57%
Formal Training/Professional
Development Program 5 1 83%
Free/Subsidized Parking 6 0 100%
Funeral Leave 6 1 86%
Gambling Addiction Counseling 4 2 67%
Home Computer Offered 6 1 86%
Infertility Services 2 5 29%
Job Sharing 0 5 0%
Lactation Rooms 7 0 100%
Legal Counseling 5 2 71%
Life Insurance - Business
Travel/Accident 2 5 29%
Military Leave 7 0 100%
Non-executive Company Car 1 4 20%
Onsite Child Care 0 5 0%
Onsite Fitness Facility 1 4 20%
Other Employee Company Car 1 4 20%
Paid Maternity Leave 1 6 14%
Paid Parental Leave 5 2 71%
Paid Paternity Leave 1 6 14%
Non-traditional Benefits Yes No Percent
Paid/Subsidized Offsite Fitness
Facility 2 3 40%
Parental/Family Leave 6 1 86%
Pre-Retirement Counseling 1 6 14%
Relocation Allowance 4 2 67%
Sales Employee Company Car 0 5 0%
Satellite Workplace 1 4 20%
Subsidized Eating Facility 0 5 0%
Telecommuting 6 1 86%
Telemedicine 5 2 71%
Wellness Program 4 2 67%
Work at Home Policy 7 0 100%
82%
82%
Appendix
The following supporting documents are being
provided for your reference and were used in the
support of this report.
• Summary of Plan Features – this report displays
participant data imported from Mercer’s national
benefits database and is the basis for the
valuation.
• Methodology – This section details the methods
used by Mercer to value the benefit plans
included in the Summary of Plan Features report
for each comparator organization.
Medical Plan Organization A Organization B Organization C Organization D Plan ID MD0010 MD0020 MD0020 MD0020
General
Plan Type PPO EPO PPO PPO
Plan Type Comments
Plan Status Active Active Active Active
Plan is Out-of-Area Plan No No No No
Plan is a Silent PPO Not Specified Not Specified Not Specified Not Specified Percent Of All Employees Participating
in This Plan
This plan has an HSA/HRA included (If
Yes, data is in the HSA/HRA section, at
bottom)
Yes No Yes Yes
This plan has Post-retirement Medical
Coverage (If yes, data is in the Retiree Medical sections, at bottom) No Yes Yes No
Deductibles
Deductible Levels
Level Individual Individual Individual Individual
In Net %
In Net Amt $1,500.00 $0.00 $1,500.00 $2,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $5,000.00 $3,000.00 $4,000.00
Level Individual + 1 Individual + 1 Individual + 1 Individual + 1 In Net %
In Net Amt $0.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt
Level Family Family Family Family
In Net %
In Net Amt $3,000.00 $0.00 $3,000.00 $4,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $10,000.00 $6,000.00 $8,000.00
Summary of Plan Features
BENEFITS VALUATION ANALYSIS
1 Copyright © 2020 Mercer (US) Inc. All rights reserved.
METHODOLOGY
This section details the methods used by Mercer to value the benefit plans included in the Plan Value Comparisons and Employee Profile Comparisons sections. For each item
discussed, we provide an example illustrating how each plan is valued. Note: Your organization’s plan features may vary somewhat from the examples provided. However, we have
applied these techniques, with adjustments where necessary, to the actual features of your plan.
SECTION CONTENTS
The Methodology contains the following sections:
PRINCIPLES
• Basic methodology
• Market valuation
• Mean use
• Participation
• Personal substitution
NATIONAL COMPOSITE WORKFORCE
▪ Workforce demographics
▪ Target bonuses
▪ Position classification
▪ Cash Compensation
▪ Annual Salary
▪ Bonus
RETIREMENT/SAVINGS
• Defined Benefit plans
• Defined Contribution plans
• Stock Purchase plans
HEALTH/GROUP BENEFITS
• Medical benefits
• Dental benefits
• Dependent Care Spending Accounts
• Health Care Spending Accounts
• Post-retirement Medical benefits
PAID LEAVE
• Paid Time Off
• Vacation
• Holidays
• Personal Leave
• Sick Leave
TIME LOSS BENEFITS
• Life Insurance benefits
• Short-term Disability benefits
• Long-term Disability benefits
49 Copyright © 2023 Mercer (US) LLC. All rights reserved. 4B. Benefits Valuation Analysis
50 Comparison to General Industry
Your Rank: 141 out of 652 Index: 115
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
A 1st Quartile Mean Median 3rd Quartile
Total Benefits
About the Report
Rank - Identifies your organization’s plan value
position relative to the peer group values
Index - Illustrates the relationship of your benefit
values to the median values of the peer group (the
median value equals an index of 100)
Organization A – Represents
Your Company
51 50th Percentile/Median:
The "middle" value among
the peer group
75th Percentile/3rd Quartile:
75% of the peers’ value is
less than this value
25th Percentile/1st Quartile:
25% of the peers’ value is
less than this value
Mean:
The arithmetic average
among the peer group
Benefits 2023 Summary Benefits 2023 Summary
Retirement Rank =
103rd
Index =
157
OCPA’s above-median comparison is driven by a total
employer contribution for the Defined Contribution that is at 14% compared to the median contribution of about 9%.
Paid Leave Rank =
65th
Index =
121
OCPA’s above-median position is driven by providing more Holidays and PTO days compared to the median plan.
Medical Rank =
168th
Index =
109
OCPA’s above-median position is a result of cost share that is more favorable to those employees that select dependent coverage combined with plan provisions that are richer
compared to the median plan, offset by a cost share for employee coverage that is slightly below the median.
Life &
Disability
Rank =
569th
Index =
62 OCPA’s below-median position is a result of providing a plan design that is below median for Long-Term Disability
combined with requiring the employees to pay for full
coverage on Short-Term Disability, offset by offering a plan design for Life Insurance that is above the median plan design.
Dental Rank =
463rd
Index =
69 OCPA’s below median comparison is a result of requiring the employees to pay more of the premium compared to the
median plan combined with plan provisions that are slightly below the median designs.
Executive Summary
52 Overall Index Rating
Index of 115
OCPA benefits are 15% above the median
value for Retirement, Health, Paid Leave
and Life & Disability benefits
OCPA
BVA Relative Value
$ 29,495
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Orange County Power Authority’s
Median
BVA Relative Value
$ 25,703
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Overall Rank
Rank of 141
OCPA benefits are ranked 141 out of 652
organizations when combining Retirement,
Health, Paid Leave and Life & Disability benefits
Copyright © 2023 Mercer (US) Inc. All rights reserved.
Total Benefits
• Peer Group Position
• OCPA’s overall Total Benefits position is
generated by:
• Above-median comparison is driven by a total
employer contribution for the Defined
Contribution that is above the median plan
design.
• Aligned-with-median position is driven by a
Medical plan design that is above the median
plan design, offset by a Dental plan design
that is below the median plan design.
• Above-median position is driven by providing
more days off through the PTO plan
combined with offering more Holidays
compared to the median plan design.
• Below-median position is driven by a below
median for Long-Term Disability plan design
combined with requiring the employees to pay
for full coverage on Short-Term Disability,
offset by offering a plan design for Life
Insurance that is above the median plan
design.
Key Take Away
OCPA’s overall total benefits position is above the median value as a result of providing plan designs that are above the median plan for Retirement Savings and Paid Leave combined with a competitive design with the Health Group median plan, offset by a below median design for the Life & Disability benefits.
53 Your Rank: 141 out of 652 Index: 115
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
A 1st Quartile Mean Median 3rd Quartile
Total Benefits
Your Rank: 103 out of 650 Index: 157
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Retirement Savings
Your Rank: 268 out of 652 Index: 104
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A 1st Quartile Mean Median 3rd Quartile
Health Group
Your Rank: 65 out of 652 Index: 121
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Your Rank: 569 out of 652 Index: 62
$0
$200
$400
$600
$800
$1,000
$1,200
A 1st Quartile Mean Median 3rd Quartile
Life Insurance and Disability
Retirement Savings
Peer Group Position
• OCPA’s above-median comparison is driven by
a total employer contribution for the Defined
Contribution that is at 14% compared to the
median contribution of about 9%.
• 16% of the peers provide an active Defined
Benefit plan to new hires.
• 13% of the peers offer a Stock Purchase plan.
General Market Commentary
• Over the past five years, this study observed a
23% decrease in organizations offering active
Defined Benefit Retirement Plans.
• As a result, more organizations provide funding
through fixed or discretionary non-matching
contributions to a Defined Contribution Plan, as
reported by 57% of organizations in this study.
• Organizations are also encouraging participation
in pretax savings plans with automatic
enrollment features, reported by 54% of
organizations. The median enrollment
percentage among the peers is 4%.
Key Take Away
OCPA’s above the median comparison is a result of the total employer contribution being 14% compared to the overall median employer contribution among all options within the Retirement Category that is about 9%.
54 Your Rank: 103 out of 650 Index: 157
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Retirement/Savings
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Defined Benefit
Your Rank: 39 out of 631 Index: 198
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Defined Contribution
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
A 1st Quartile Mean Median 3rd Quartile
Stock Purchase
Retirement Savings
Defined Benefit
Peer Group Position
• 16% of the peers provide an active Defined
Benefit.
• The remaining organizations, including OCPA,
do not provide an active Defined Benefit plan.
General Market Commentary
• Offered by 17% of organizations, where the most
common plan types are Final Average Pay plans
and Cash Balance plans.
• 52% have a five-year vesting schedule.
• 42% include bonus in the definition of pay.
• 21% have an excess feature removes legislated
limit.
55 Key Take Away
OCPA is aligned with the peer group median by
not providing a Defined Benefit plan.
Final Average
67%
28%
Cash Balance
Other
5%
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Defined Benefit
Median Plan Your Plan
Design
Type of Plan Final Average
3-Year Average
Formula .016 * DP1 *
(CSE up to 43.75).
Salary Definition Total Pay
Employee
Contribution Yes
Retirement Savings
Defined Contribution
Peer Group Position
• OCPA’s above-median contribution is a result of
a total employer contribution that is above the
median plan.
• Total employer contributions for the peer group
range from 0.75% to over 20%.
General Market Commentary
• Offered by 99% of organizations, where the
median total employer contribution is 6%.
• 84% offer employer match.
• 56% offer employer non-match.
• 57% include bonus in the definition of pay.
• 40% offer immediate vesting for employer
contributions.
56 Key Take Away
OCPA’s above-median comparison is a result of
the 14% employer contribution through a
matching and non-matching contribution
compared to the median plan providing a 6%
contribution.
59%
57%
84%
Yes No
Offer employer match
Offer employer non-match
Include bonus in the definition of pay
Median Plan Your Plan Design
Matching
Contribution 100% of the first 6% 100% of the first 4%
Non-Matching
Contribution N/A 10%
Salary Definition Total Pay Base Pay
Excess Plan for
Salary Limits Yes Yes
Your Rank: 39 out of 631 Index: 198
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Defined Contribution
Retirement Savings
Stock Purchase Plan
Peer Group Position
• 13% of the peers offer a Stock Purchase plan • The primary driver of value in a Stock Purchase plan is the level of employer funding via a match
or discount on the purchase of the stock.
• 5% of the peers provide a Stock Purchase plan
where they do not provide a discount or a match.
• Of the remaining peers, 85% provide a discount
ranging from 5% - 15% and 10% of the peers
provide a matching contribution.
General Market Commentary
• Offered by 14% of organizations, where 80% of
these organizations provide a plan with a
discount.
• The median discount is 15%. • 25% include bonus in the definition of pay. • 10% is the median maximum employee contribution.
57 32%
10%
85%
Yes No
Offer a discount
Offer match
Include bonus in the definition of pay
Key Take Away
OCPA is aligned with the peer group by not
offering a Stock Purchase Plan.
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
A 1st Quartile Mean Median 3rd Quartile
Stock Purchase
Health Group
Peer Group Position
• OCPA’s aligned-with-median position is driven
by the Medical plan which is above the median
plan design as a result of plan provisions and a
cost share that is more beneficial to the
employees, offset by the Dental plan design that
is below the median design.
• 23% of the peers provide an employer-subsidized Post-Retirement Medical coverage. • 1.5% of the peers provides an employer-subsidized Flexible Spending Accounts.
General Market Commentary
• Health benefit cost jumped 6.3% in 2021 (to an
average of $14,542 per employee), following last
year’s increase of just 3.4%. Smaller employers,
typically fully-insured, were hit with especially
high increases, cost rose by 9.6% on average.
• Employers avoided cost-cutting changes to plan
design in 2021 – in fact, we saw average
deductibles actually decline for some coverage
types. Benefit priorities have shifted in response
to the pandemic’s impact on the workforce.
Many employers view supporting the mental,
emotional and behavioral health of employees
as a business imperative.
Key Take Away
OCPA is aligned with the median overall value as a result of a Medical plan that is above the median design, offset by the Dental plan that is below the peer group median design.
58 Your Rank: 268 out of 652 Index: 104
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A 1st Quartile Mean Median 3rd Quartile
Health/Group
Your Rank: 168 out of 652 Index: 109
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
A 1st Quartile Mean Median 3rd Quartile
Medical
Your Rank: 463 out of 572 Index: 69
$0
$500
$1,000
$1,500
$2,000
$2,500
A 1st Quartile Mean Median 3rd Quartile
Dental
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
A 1st Quartile Mean Median 3rd Quartile
Flexible Spending Accounts
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
A 1st Quartile Mean Median 3rd Quartile
Post-retirement Medical
Health Group
Medical
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study; OCPA’s PPO plan
was valued.
• OCPA’s above-median position is a result of
cost share that is more favorable to those
employees that select dependent coverage
combined with plan provisions that are richer
compared to the median plan, offset by a cost
share for employee coverage that is slightly
below the median.
• 15% of the peers vary their cost share by salary
for PPO plans and 16% of the HDHP plans vary
their cost share by salary.
General Market Commentary
• 74% have a PPO Medical Option with an
average cost share of 19% for employee only
and 24% for family.
• 77% have a HDHP Medical Option with an
average cost share of 13% for employee only
and 17% for family.
• 22% have a HMO Medical Option with an
average cost share of 16% for employee only
and 25% for family.
Key Take Away
OCPA’s position is above the median plan as a
result of providing plan provisions that are richer
compared to the median plan provisions and a
cost share that is more beneficial for employees
that select dependent coverage, offset slightly by
a higher cost share for employee only coverage.
Median Plan Design Your Plan Design
Plan Type HDHP PPO
Employee
Cost-Share
Varies by Salary
9%-11% Employee Only
19%-23% Family
14% Employee Only
15% Family
Annual Deductible $1,500 Individual
$3,000 Family
$500 Individual
$1,000 Family
Out-of-Pocket Limit $3,000 Individual
$6,000 Family
$2,000 Individual
$4,000 Family
Coinsurance/
Copayments
20% Inpatient Hospital
20% Office Visit
30% Rx
20% Inpatient Hospital
$20 Office Visit
$30 Rx
Employer HSA/HRA
Funding
$350 Individual
$700 Family
N/A
59 Your Rank: 168 out of 652 Index: 109
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
A 1st Quartile Mean Median 3rd Quartile
Medical
Your Plan Design
PPO HDHP PPO HMO
In-Network
Deductible
$500 Individual
$1,000 Family
$2,000/Individual
$4,000/Family
$500/Individual
$1,500/Family
$0/Individual
$0/Family
In-Network
Inpatient
Hospital
20% Coinsurance 20% Coinsurance $250 Copay or
20% Coinsurance
$250 Copay or
10% Coinsurance
In-Network
Office Visits $20 Copay 20% Coinsurance $25 Copay or
20% Coinsurance $20 Copay
In-Network Out-of-Pocket Limits
$2,000 Individual
$4,000 Family
$4,000/Individual
$8,000/Family
$3,000/Individual
$6,000/Family
$2,000/Individual
$4,000/Family
Employer
HSA/HRA
Funding
Not Applicable $500/Individual
$1,000/Family Not Applicable Not Applicable
Employee Cost-Share
14% Employee Only
15% Family
12% Employee Only
16% Family
19% Employee Only
23% Family
15% Employee Only
22% Family
*The details on this page do not represent the median value, rather the median plan features for each of the various plan designs offered among the peers and is inclusive of all plans offered (not just the ones with the largest percentage of employee enrollment).
Offer an HDHP
35%
35%
Offer a PP
Offer a HMO
13%
Median Medical Plan Features
60 Health Group
Medical
Copyright © 2023 Mercer (US) Inc. All rights reserved.
*Based on the total number of plans offered by the peer group, not based on how many peers offer that plan type.
Health Group
Post-Retirement Medical
Peer Group Position
• 22% of the peers provide an employer-subsidized post-retirement medical plan for either Pre-65 coverage and / or Post-65
coverage.
General Market Commentary
• Over the past five years we have seen a 9%
decrease in organizations offering retiree
medical coverage to newly hired employees.
• 25% of the organizations offer an employer
subsidized plan for pre-65 coverage.
• 23% of the organizations offer an employer
subsidized plan for post-65 coverage.
• Many organizations have opted to
grandfather/freeze these plans or provide
access-only plans, which allow retirees to enroll,
but require the retiree to pay the full cost of
coverage.
Key Take Away
OCPA is aligned with the median by not offering a
Post-Retirement Medical plan.
61 Copyright © 2023 Mercer (US) Inc. All rights reserved.
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
A 1st Quartile Mean Median 3rd Quartile
Post-retirement Medical
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study.
• OCPA’s below-median comparison is a result of
requiring the employees to pay more of the
premium compared to the median plan
combined with plan provisions that are slightly
below the median designs.
• The average employee cost-share for valued
plans is 44% for employee only and 49% for
family coverage.
General Market Commentary
• Median employee cost share – 40% for
employee only coverage and 47% for family
coverage.
• Median Plan Coverage is 100% for preventive,
80% for basic, 50% for major and 50% for
orthodontia coverage.
• Median annual maximum is $1,500 and median
lifetime orthodontia is $1,500.
Key Take Away
OCPA’s below-median position is a result of
providing plan provisions that are slightly less rich
compared to the peer group median combined
with a cost share that requires the employees to
pay more of the total premium compared to the
median plan.
Median Plan Design Your Plan Design
Plan Type Silent PPO Silent PPO
Employee
Cost-Share
31% Employee Only
31% Employee + Child
31% Employee + Spouse
31% Family
53% Employee Only
50% Employee + Child
50% Employee + Spouse
53% Family
Annual Deductible $50/Individual
$150/Family
$50/Individual
$150/Family
Maximums
(Annual/Lifetime)
$1,500 Annual /
$1,500 Orthodontia
$1,500 Annual /
$500 Orthodontia
Coinsurance 100% Preventive
80% Basic
50% Major
50% Orthodontia
100% Preventive
80% Basic
60% Major
50% Orthodontia
Health Group
Dental
62 Your Rank: 463 out of 572 Index: 69
$0
$500
$1,000
$1,500
$2,000
$2,500
A 1st Quartile Mean Median 3rd Quartile
Dental
Paid Leave
• Peer Group Position
• OCPA’s above-median position is driven by
providing more Holidays and PTO days
compared to the median plan.
• 49% of the peers provide a Paid Time Off plan
that combines various elements of Paid Leave
and 52% of the peers provide a traditional
vacation plan. (please note that some peers may
provide both through different plans for different
employee segments)
• 20% of the peers provide a separate Personal
Leave plan.
• 54% of the peers provide a separate Sick Leave
plan.
General Market Commentary
• Only 42 percent of respondents with PTO plans
say that most of their employees take all of their
allotted time, down from 51 percent in 2018 —
and 15 percent say employees actually use less
than 50 percent of PTO days.
• More than half report that open
accruals/balances at the time of transition from a
standard vacation/PTO plan were forfeited
(where allowable); about two-fifths paid out
balances and the rest allowed the
accruals/balances to be used for STD top-off
pay.
Key Take Away
OCPA’s above-median position is a result of offering a total number of days off for the PTO plan and Holidays that are greater than the median plans.
63 Your Rank: 65 out of 652 Index: 121
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Your Rank: 73 out of 320 Index: 118
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Paid Time Off
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
A 1st Quartile Mean Median 3rd Quartile
Vacation
Your Rank: 187 out of 588 Index: 109
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
A 1st Quartile Mean Median 3rd Quartile
Holiday
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
A 1st Quartile Mean Median 3rd Quartile
Personal Leave
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
A 1st Quartile Mean Median 3rd Quartile
Sick Leave
Paid Leave
Total Leave
• Peer Group Position
• OCPA’s position is a result of offering a total
number of days off that is more than the median
plan.
• OCPA provides the following:
- PTO ranging from 22.5 days at hire to 32.5
days after ten years of service.
- 12 Holidays.
• The median plan provides the following:
- PTO plan that is 25 days from date of hire for
exempt employees and a range of 20 – 25
days for non-exempt employees after five
years of service.
- 10 Holidays.
64 Years of
Service
Median Total
Leave
Non-Exempt Exempt
Your Total
Leave Difference
1 Year 30/35 Days 35.5 Days +5.5 / +0.5
Days
5 Years 35/35 Days 39.5 Days +4.5 Days
10 Years 35/35 Days 44.5 Days +9.5 Days
Key Take Away
OCPA’s above-median position is a result of
providing a total number of days that is greater
than the median plan.
Years of
Service
Median Total
Leave
Your Total
Leave Difference
15 Year 35/35 Days 44.5 Days +9.5 Days
20 Years 35/35 Days 44.5 Days +9.5 Days
25 Years 35/35 Days 44.5 Days +9.5 Days
Your Rank: 65 out of 652 Index: 121
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Paid Leave
Vacation / Paid Time Off
• Peer Group Position
• 49% of the peers provide a Paid Time Off plan
whereby vacation days are included with other
elements of paid leave such as personal leave,
holidays, and/or sick leave.
• 52% of the peers provide a traditional Vacation
plan. (Four peers provide both a Vacation and
PTO plan).
• 78% of the peers allow for carryover, with the
median number of days being about 30 days.
• 16% peers allow for selling of time off.
General Market Commentary
• Types of Paid Leave – Please note, some
employers may offer a PTO plan to one group of
employees and Vacation plan to others
• 52% offer a traditional vacation plan
• 50% offer a Paid Time Off (PTO) plan
• 5% offer an Unlimited Time off Plan
• 72% allow carryover of unused days for
traditional plans with a median of 30 days.
• 80% allow carryover of unused days for PTO
plans with a median 30 days.
65 Key Take Away
Among the organizations that provide a Paid Time Off plan, OCPA is above the median plan design as a result of
providing more days off among the peer group at all levels of service.
52%
Offer a Vacation Plan
49%
Offer a PTO Plan
Years of
Service
Median
Paid Time Off Plan
Non-Mgrs and Mgrs
Your Plan Design
1 Year 17 / 22 Days 23.5 Days
5 Years 22 / 22 Days 27.5 Days
10 Years 24 / 24 Days 32.5 Days
15 Years 29 / 29 Days 32.5 Days
20 Years 32 / 32 Days 32.5 Days
25 Years 32 / 32 Days 32.5 Days
Your Rank: 73 out of 320 Index: 118
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Paid Time Off
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
A 1st Quartile Mean Median 3rd Quartile
Vacation
Paid Leave
Personal and Holidays
• Peer Group Position
Personal Days
• 20% of the peers provide a Personal Leave plan
where the median plan provides 2 days.
• The range of days offered among those days
that provide personal days is between 1 and 10
days.
Holidays
• 90% of the peers provide a separate Holiday
plan.
• OCPA is above the median as a result of
providing 12 days compared to the median
number of holidays being 11.
General Market Commentary
• Personal Days – Median number of personal
days is 3 days.
• Holidays – Median number of holidays is 10
days.
66 Personal Days Paid Holidays
Key Take Away
OCPA is aligned with the peer group by including Personal Leave within the PTO plan combined with offering one more holiday compared to the median plan.
Minimum
6 Median
22 Maximum
11 15% 47% 38%
Separate Bank Included In
PTO
Not Offered
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
A 1st Quartile Mean Median 3rd Quartile
Personal Leave
Your Rank: 187 out of 588 Index: 109
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
A 1st Quartile Mean Median 3rd Quartile
Holiday
Paid Leave
Sick Leave
• Peer Group Position
• Sick Leave Methodology benefit values are
based on an assumption of only 35% of the
number of days available are valued.
• When informal plans are used or Sick Leave left
to the discretion of management, 10 days are
used to generate the values.
• 44% of the peers include Sick Leave within the
PTO bank.
• 53% of the peers provide a separate Sick Leave
plan where the range of days offered are from 5
– 13.
• 61% of the peers allow for carryover of unused
sick days.
• Four peers allow employees to cash out unused
Sick days where only one of the four peers allow
a 100% payout at either termination or
retirement.
General Market Commentary
• Median number of sick days is 10 days.
• 59% of the plans offer carryover leave with either
unlimited carryover or a limited number of days.
• 4% of the plans allow for accumulated sick days
to be cashed out at termination.
67 3%
44%
53%
Yes No
Separate Bank
Included in PTO
Not Offered
Key Take Away
OCPA is aligned with the peer group median by including Sick Leave within their PTO plan.
61%
Offer carryover of Sick
Leave
4%
Offer payout upon
termination
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
A 1st Quartile Mean Median 3rd Quartile
Sick Leave
*Parental Leave is not included in the relative dollar value, rank, or index positioning as this benefit is not utilized by all employees on an annual basis.
Paid Leave
Parental Leave
• Peer Group Position
• 60% of the peers reported a separate Parental
Leave benefit.
• The remaining peers did not report data for this
benefit.
• 96% of those that provide a Parental Leave
policy provide coverage for non-birth parent.
• 100% of those that provide a Parental Leave
policy provide coverage for adoptive parent.
General Market Commentary
• 16% provide a Maternity Leave with the median
benefit being 8 weeks.
• 5% provide Paternity Leave with the median
benefit being 2 weeks.
• 49% provide a Parental Leave benefit with the
median Parental Leave benefit being 6 weeks.
• Of organizations offering Parental Leave, 79% of
organizations allow leave to be used for
Adoption, and 40% of organizations allow leave
to be used for placement of a Foster child.
68 Median Plan Design Your Plan
Design
Plan Type Parental Leave Family Leave
Number of Weeks 6 weeks 0 weeks
Percent of Pay Replaced 100% of pay 100% of pay
Key Take Away
OCPA is below the median by providing no paid parental leave, compared to the median plan which offers 6 weeks at 100% pay replacement.
Offer Parental Leave
60%
18%
Offer Maternity Leave
Offer Paternity Leave
6%
Peer Group Position
• OCPA’s below-median position is a result of
providing a plan design that is below median for
Long-Term Disability combined with requiring
the employees to pay for full coverage on Short-Term Disability, offset by offering a plan design for Life Insurance that is above the median plan
design.
• 1% of the peers do not provide an employer paid
Life Insurance plan therefore no value is
generated.
• 5% of the peers do not provide an employer paid
Short-Term Disability plan therefore no values
are generated.
• 12% of the peers do not provide an employer
paid a Long-Term Disability plan therefore no
values are generated.
General Market Commentary
• 98% provide employer paid basic life insurance.
• 78% provide employer paid Short-Term
Disability.
• 80% provide employer paid Long-Term
Disability.
Life & Disability
Key Take Away
OCPA’s below-median position is a result of providing a plan design that is below the median for Long-Term Disability combined with requiring the employees to pay for full coverage on Short-Term Disability, offset by providing an above median plan design for the Life Insurance benefit.
69 ### ### #REF! #REF! #REF! #REF!
Your Rank: 569 out of 652 Index: 62
$0
$200
$400
$600
$800
$1,000
$1,200
A 1st Quartile Mean Median 3rd Quartile
Life and Disablity
Your Rank: 7 out of 645 Index: 212
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A 1st Quartile Mean Median 3rd Quartile
Life Insurance
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
A 1st Quartile Mean Median 3rd Quartile
Short-Term Disability
Your Rank: 429 out of 576 Index: 87
$0
$50
$100
$150
$200
$250
$300
A 1st Quartile Mean Median 3rd Quartile
Long-Term Disability
0%
Life & Disability
Life Insurance
Peer Group Position
• OCPA’s above-median position is the result of
offering a flat payout of $200,000 compared to
the median plan that provides a 1.5x pay plan
with a maximum payout of $300,000.
• Amongst broad-based employee benefits, the
multiple of pay ranges from 1x to 4x pay.
• 10% of the peers provide a flat dollar payout.
• The maximum Benefit amount ranges from
$50,000 - $2,500,000.
• 7% of the peers provide employer-paid spouse
and dependent life insurance.
• 2% of the peers require employees to pay 100%
of the plan cost; therefore, no value is generated
General Market Commentary
• The median plan design being 1.5x pay benefit.
• 15% provide a flat benefit plan.
• 85% provide a percent of pay Life Insurance
plan.
• 86% provide a Basic AD&D benefit equal to the
Basic Life Insurance benefit.
• 9% provide employer paid spouse/dependent
Life Insurance.
Key Take Away
OCPA is above the median plan design as a
result of providing a flat payout of $200,000
compared to the median plan that provides a 1.5x
pay with a maximum of $300,000.
98%
Offer employer-paid
Basic Life Insurance
7%
Offer employer-paid
Spouse/Dependent
Life Insurance
Median Plan
Design
Your Plan
Design
Multiple of Pay 1.5x pay Flat $200,000
pay out
Maximum Coverage Amount $300,000 $200,000
Salary Definition Base Pay Base Pay
70 Your Rank: 7 out of 645 Index: 212
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A 1st Quartile Mean Median 3rd Quartile
Life Insurance
82%
75% 82%
Life & Disability
Short-Term Disability
Peer Group Position
• Short-Term Disability benefit values are based
on amounts payable in the first 6 months of
disability; Sick Leave carryover and LTD
commencing before 6 months of disability are
included in Short-Term Disability.
• OCPA‘s requires the employees to pay for the
Short-Term disability benefit thus resulting in a
$0 value.
• 5% of the peers require employees to pay 100%
of the plan cost; therefore, no value is generated
General Market Commentary
• 78% provide employer-paid coverage
• Typical plan covers 60% of base pay up to 26
weeks with an unlimited weekly benefit
• 42% of participants provide all or a portion of the
disability at 100% pay replacement
Key Take Away
OCPA‘s position is a result of requiring the
employees to pay for the full coverage.
Median Plan Design Your Plan Design
Benefit 100% for 8 weeks; 80%
and 60% for the
remaining weeks that
varies by service.
Salary Definition Base pay
Elimination Period 7 days
Maximum Weekly
Benefit
Unlimited
71 Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
A 1st Quartile Mean Median 3rd Quartile
Short-Term Disability
95%
Provide employer-subsidized
Short-Term Disability
82%
82%
Life & Disability
Long-Term Disability
Peer Group Position
• OCPA’s below-median position is a result of
providing a 60% pay replacement with a monthly
maximum of $5,000, compared to the median
providing a 60% pay replacement with a monthly
maximum of $12,500 for all employees.
• 5% of the peers require employees to pay 100%
of the plan cost; therefore, no value is
generated.
• The range of pay replacement is from 40% -
75% median pay replacement is 60%.
• Maximum benefit ranges from $5,000-$20,000.
• 84% of the plans use the Family Social Security
offset; 15% of the peers use the Individual Social
Security offset; and 1% do not use an offset at
all.
General Market Commentary
• The median pay replacement being 60%.
• Median monthly maximum is $10,000.
• The majority of the peers provide a family Social
Security offset.
Key Take Away
OCPA’s position is a result of providing a 60%
pay replacement with a monthly maximum of
$5,000, compared to the median plan providing a
60% pay replacement with a monthly maximum of
$12,500.
Median Plan Design Your Plan Design
Benefit
60% pay replacement 60% pay replacement
Salary Definition Base pay Base pay
Maximum Monthly
Benefit $12,500 $5,000
Social Security Offset
Family Offset Family Offset
72 Your Rank: 429 out of 576 Index: 87
$0
$50
$100
$150
$200
$250
$300
A 1st Quartile Mean Median 3rd Quartile
Long-Term Disability
88%
Provide employer-subsidized
Long-Term Disability
82%
82%
*Nontraditional benefits are not included in the relative dollar value, rank, or index positioning.
Prevalence Data
Non-Traditional Benefits
Education Assistance
Peer Group Position
• Twenty-three organizations, including OCPA,
indicated they had an Education Assistance
plan.
• Two peers provide a reimbursement percentage
other than 100%.
• Reimbursement limits amongst the peers range
from $2,500-$10,000 per year for undergraduate
and $2,500-$12,000 for graduate.
• Nineteen peers vary their tuition reimbursement
based on grades.
• None of the peers provide tuition reimbursement
to an employee’s spouse or children.
• One peer reported offering a Student Loan
refinancing option where the employer provides
up to $1,200 per year with a lifetime maximum of
$7,500.
General Market Commentary
• 82% provide educational assistance.
• The median reimbursement limits is $5,250 per
year for both undergraduate and graduate
courses.
• 78% require employees to payback upon
termination
Educational Assistance Median Plan
Design
Reimbursement % 100%
Maximum Annual Dollar
Limit
$5,250
Require Payback upon
Termination
Yes
Covers Books Yes
90%
0%
Yes No
Student Loan Repayment
Educational Assistance
73 * Percentage based on those that responded.
Non-Traditional Benefits
Additional Benefits
General Market Commentary
• Mercer conducted the 2022 Flexible Working
Policies and Practices survey with 749
respondents and found that the happiest
employees are hybrid workers; 77% report
being able to maintain a reasonable work-life
balance.
• 53% of employers are working to expand the
types of flexibility offered
• 42% offer part-time schedules
• 70% offer flex time (e.g., adjusted
start and stop times)
• 32% have, or are considering
offering, a 4-day workweek to all or
some employees
• 18% offer variable or alternative shifts
• 14% offer phased or flexible
retirement
74 Non-traditional Benefits Yes No Percent
Adoption Benefits 326 219 60%
Business Casual Policy 409 65 86%
Child/Elder Care Assistance 318 204 61%
College Scholarships 175 316 36%
Discount Purchasing 430 95 82%
Employee Assistance Plan 589 10 98%
Flextime 347 144 82%
Formal Training/Professional
Development Program
443 65 87%
Free/Subsidized Parking 395 117 77%
Funeral Leave 540 17 97%
Gambling Addiction Counseling 220 241 48%
Home Computer Offered 132 327 29%
Job Sharing 89 372 19%
Lactation Rooms 450 53 90%
Legal Counseling 382 142 73%
Onsite Child Care 88 406 18%
Onsite Fitness Facility 336 186 64%
Non-traditional Benefits Yes No Percent
Paid/Subsidized Offsite Fitness
Facility
194 301 39%
Parental/Family Leave 499 76 87%
Pre-Retirement Counseling 303 269 53%
Satellite Workplace 118 340 26%
Subsidized Eating Facility 171 309 36%
Telecommuting 365 125 75%
Wellness Program 512 73 88%
Work at Home Policy 430 95 77%
82%
82%
Appendix
The following supporting documents are being
provided for your reference and were used in the
support of this report.
• Summary of Plan Features – this report displays
participant data imported from Mercer’s national
benefits database and is the basis for the
valuation.
• Methodology – This section details the methods
used by Mercer to value the benefit plans
included in the Summary of Plan Features report
for each comparator organization.
Medical Plan Organization A Organization B Organization C Organization D Plan ID MD0010 MD0020 MD0020 MD0020
General
Plan Type PPO EPO PPO PPO
Plan Type Comments
Plan Status Active Active Active Active
Plan is Out-of-Area Plan No No No No
Plan is a Silent PPO Not Specified Not Specified Not Specified Not Specified Percent Of All Employees Participating
in This Plan
This plan has an HSA/HRA included (If
Yes, data is in the HSA/HRA section, at
bottom)
Yes No Yes Yes
This plan has Post-retirement Medical
Coverage (If yes, data is in the Retiree Medical sections, at bottom) No Yes Yes No
Deductibles
Deductible Levels
Level Individual Individual Individual Individual
In Net %
In Net Amt $1,500.00 $0.00 $1,500.00 $2,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $5,000.00 $3,000.00 $4,000.00
Level Individual + 1 Individual + 1 Individual + 1 Individual + 1 In Net %
In Net Amt $0.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt
Level Family Family Family Family
In Net %
In Net Amt $3,000.00 $0.00 $3,000.00 $4,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $10,000.00 $6,000.00 $8,000.00
Summary of Plan Features
BENEFITS VALUATION ANALYSIS
1 Copyright © 2020 Mercer (US) Inc. All rights reserved.
METHODOLOGY
This section details the methods used by Mercer to value the benefit plans included in the Plan Value Comparisons and Employee Profile Comparisons sections. For each item
discussed, we provide an example illustrating how each plan is valued. Note: Your organization’s plan features may vary somewhat from the examples provided. However, we have
applied these techniques, with adjustments where necessary, to the actual features of your plan.
SECTION CONTENTS
The Methodology contains the following sections:
PRINCIPLES
• Basic methodology
• Market valuation
• Mean use
• Participation
• Personal substitution
NATIONAL COMPOSITE WORKFORCE
▪ Workforce demographics
▪ Target bonuses
▪ Position classification
▪ Cash Compensation
▪ Annual Salary
▪ Bonus
RETIREMENT/SAVINGS
• Defined Benefit plans
• Defined Contribution plans
• Stock Purchase plans
HEALTH/GROUP BENEFITS
• Medical benefits
• Dental benefits
• Dependent Care Spending Accounts
• Health Care Spending Accounts
• Post-retirement Medical benefits
PAID LEAVE
• Paid Time Off
• Vacation
• Holidays
• Personal Leave
• Sick Leave
TIME LOSS BENEFITS
• Life Insurance benefits
• Short-term Disability benefits
• Long-term Disability benefits
75 Copyright © 2023 Mercer (US) LLC. All rights reserved. 4C. Benefits Valuation Analysis
76 Comparison to Utilities / Energy Industry
Your Rank: 18 out of 42 Index: 102
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
A 1st Quartile Mean Median 3rd Quartile
Total Benefits
About the Report
Rank - Identifies your organization’s plan value
position relative to the peer group values
Index - Illustrates the relationship of your benefit
values to the median values of the peer group (the
median value equals an index of 100)
Organization A – Represents
Your Company
77 50th Percentile/Median:
The "middle" value among
the peer group
75th Percentile/3rd Quartile:
75% of the peers’ value is
less than this value
25th Percentile/1st Quartile:
25% of the peers’ value is
less than this value
Mean:
The arithmetic average
among the peer group
Benefits 2023 Summary Benefits 2023 Summary
Retirement Rank =
19th
Index =
110
OCPA’s above-median comparison is driven by a total
employer contribution for the Defined Contribution that is at 14% compared to the median contribution of about 13%
Paid Leave Rank =
2 nd
Index =
128
OCPA’s above-median position is driven by providing more Holidays and PTO days compared to the median plan.
Medical Rank =
17th
Index =
103
OCPA’s competitive position is a result of requiring the employees to pay a competitive amount of the total premium for all levels of coverage compared to the median plan
combined with plan provisions that are slightly more favorable compared to the median plan.
Life &
Disability
Rank =
38th
Index =
56 OCPA’s below-median position is a result of providing a plan design that is below median for Long-Term Disability
combined with requiring the employees to pay for full
coverage on Short-Term Disability, offset by offering a plan design for Life Insurance that is above the median plan design.
Dental Rank =
39th
Index =
56 OCPA’s below median comparison is a result of requiring the employees to pay more of the premium compared to the
median plan combined with plan provisions that are slightly below the median designs.
Executive Summary
78 Overall Index Rating
Index of 102
Orange County Power Authority benefits
are 2% above the median value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Orange County Power Authority
BVA Relative Value
$ 29,495
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Orange County Power Authority’s
Median
BVA Relative Value
$ 28,807
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Overall Rank
Rank of 18
Orange County Power Authority benefits are
ranked 19 out of 42 organizations when
combining Retirement, Health, Paid Leave and
Life & Disability benefits
Copyright © 2023 Mercer (US) Inc. All rights reserved.
Total Benefits
• Peer Group Position
• OCPA’s overall Total Benefits position is
generated by:
• Above-median comparison is driven by a total
employer contribution for the Defined
Contribution that is above the median plan
design.
• Below-median position is driven by a Dental
plan design that is below the median plan
design, offset by a Medical plan design that is
competitive to the median plan value.
• Above-median position is driven by providing
more days off within the PTO plan compared
to the median plan combined with offering
more Holidays compared to the median plan
design.
• Below-median position is driven by a below
median for Long-Term Disability plan design
combined with requiring the employees to pay
for full coverage on Short-Term Disability,
offset by offering a plan design for Life
Insurance that is above the median plan
design.
Key Take Away
OCPA’s overall total benefits position is aligned with the median value as a result of providing plan designs that are above the median plan for Retirement Savings and Paid Leave, offset by the designs for Health Group and the Life & Disability benefits that are below the median plan designs.
79 Your Rank: 18 out of 42 Index: 102
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
A 1st Quartile Mean Median 3rd Quartile
Total Benefits
Your Rank: 19 out of 42 Index: 107
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Retirement Savings
Your Rank: 31 out of 42 Index: 94
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
A 1st Quartile Mean Median 3rd Quartile
Health Group
Your Rank: 2 out of 42 Index: 128
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Your Rank: 38 out of 42 Index: 56
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
A 1st Quartile Mean Median 3rd Quartile
Life Insurance and Disability
Retirement Savings
Peer Group Position
• OCPA’s above-median comparison is driven by
a total employer contribution for the Defined
Contribution that is at 14% compared to the
median contribution of about 13%.
• Seventeen peers provide an active Defined
Benefit plan to new hires.
• Seven peers offer a Stock Purchase plan.
General Market Commentary
• Over the past five years, this study observed a
23% decrease in organizations offering active
Defined Benefit Retirement Plans.
• As a result, more organizations provide funding
through fixed or discretionary non-matching
contributions to a Defined Contribution Plan, as
reported by 57% of organizations in this study.
• Organizations are also encouraging participation
in pretax savings plans with automatic
enrollment features, reported by 54% of
organizations. The median enrollment
percentage among the peers is 4%.
Key Take Away
OCPA’s above the median comparison is a result of the total employer contribution being 14% compared to the overall median employer contribution among all options within the Retirement Category that is about 13%.
80 Your Rank: 19 out of 42 Index: 107
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Retirement/Savings
Your Rank: N/A Index: N/A
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
A 1st Quartile Mean Median 3rd Quartile
Defined Benefit
Your Rank: 6 out of 41 Index: 180
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Defined Contribution
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
A 1st Quartile Mean Median 3rd Quartile
Stock Purchase
Retirement Savings
Defined Benefit
Peer Group Position
• Seventeen peers provide an active Defined
Benefit. One peer provides a Defined Benefit
plan for the CEO only and thus was not included
in the values.
• The remaining organizations, including OCPA,
do not provide an active Defined Benefit plan.
• Twelve peers reported a Defined Benefit plan for
which the benefit was either grandfathered or
frozen. Per the valuation methodology,
grandfathered and frozen plans are not included
in the analysis.
General Market Commentary
• Offered by 17% of organizations, where the most
common plan types are Final Average Pay plans
and Cash Balance plans.
• 52% have a five-year vesting schedule.
• 42% include bonus in the definition of pay.
• 21% have an excess feature removes legislated
limit.
81 Key Take Away
OCPA is aligned with the peer group median by
not providing a Defined Benefit plan.
Offer a Defined Benefit plan
41%
29%
Have a frozen or grandfathered Defined
Benefit plan
Include bonus in the definition of pay
12%
Your Rank: N/A Index: N/A
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
A 1st Quartile Mean Median 3rd Quartile
Defined Benefit
Median Plan Your Plan
Design
Type of Plan Final Average
5-Year Average
Formula .015 * DP1 *
(CSE up to 40).
Salary Definition Base Pay
Excess Plan for
Salary Limits Yes
Retirement Savings
Defined Contribution
Peer Group Position
• OCPA’s total employer contribution is derived
from a matching contribution totals 4% of pay
and a non-matching contribution of 10%
compared to the median plan that includes both
an employer match and non-matching
contribution that totals 6.5% of compensation
that includes bonus pay.
• Twenty-two peers provide a matching only plan;
sixteen peers provide matching and non-matching contributions; and two peers provide a non-matching contribution only.
• Total employer contributions for the peer group
range from 2.13% to 15%.
• One peer provides all value through their
Defined Benefit plan.
General Market Commentary
• Offered by 99% of organizations, where the
median total employer contribution is 6%.
• 84% offer employer match.
• 56% offer employer non-match.
• 57% include bonus in the definition of pay.
• 40% offer immediate vesting for employer
contributions.
82 Key Take Away
OCPA’s above-median comparison is a result of
providing a matching and non-matching
contribution that totals 14% compared to the
median plan which provides a total employer
contribution of 6.5% with a salary definition that
includes bonus.
48%
45%
95%
Yes No
Offer employer match
Offer employer non-match
Include bonus in the definition of pay
Median Plan Your Plan Design
Matching
Contribution
50% of the
first 5%
100% of the
first 4%
Non-Matching
Contribution 4% 10%
Salary Definition Base + Bonus Pay Base Pay
Excess Plan for
Salary Limits Yes Yes
Your Rank: 6 out of 41 Index: 180
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Defined Contribution
Retirement Savings
Stock Purchase Plan
Peer Group Position
• The primary driver of value in a Stock Purchase
plan is the level of employer funding via a match
or discount on the purchase of the stock.
• Eight peers provide a Stock Purchase plan
where one peer does not provide a discount or a
match.
• Of the remaining peers, five provide a discount
ranging from 5% to 15% and the remaining
peers provide a matching contribution.
General Market Commentary
• Offered by 14% of organizations, where 80% of
these organizations provide a plan with a
discount.
• The median discount is 15%. • 25% include bonus in the definition of pay. • 10% is the median maximum employee contribution.
83 0%
29%
71%
Yes No
Offer a discount
Offer match
Include bonus in the definition of pay
Key Take Away
OCPA is aligned with the peer group by not
offering a Stock Purchase Plan.
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
A 1st Quartile Mean Median 3rd Quartile
Stock Purchase
Health Group
Peer Group Position
• OCPA’s below-median position is driven by a
Dental plan design that is below the median plan
value, offset slightly by a competitive Medical
plan design that is aligned with the median plan
value.
• Sixteen peers provide an employer-subsidized
Post-Retirement Medical coverage.
• Three peers provides an employer-subsidized
Flexible Spending Accounts.
General Market Commentary
• Health benefit cost jumped 6.3% in 2021 (to an
average of $14,542 per employee), following last
year’s increase of just 3.4%. Smaller employers,
typically fully-insured, were hit with especially
high increases, cost rose by 9.6% on average.
• Employers avoided cost-cutting changes to plan
design in 2021 – in fact, we saw average
deductibles actually decline for some coverage
types. Benefit priorities have shifted in response
to the pandemic’s impact on the workforce.
Many employers view supporting the mental,
emotional and behavioral health of employees
as a business imperative.
Key Take Away
OCPA’s overall Health Group position is below the median value as a result of providing a Dental plan that provides a less rich plan design and a higher cost share compared to the median plan, offset slightly by a Medical plan that is competitive with the median plan design. 84 Your Rank: 31 out of 42 Index: 94
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
A 1st Quartile Mean Median 3rd Quartile
Health/Group
Your Rank: 16 out of 42 Index: 104
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A 1st Quartile Mean Median 3rd Quartile
Medical
Your Rank: 39 out of 42 Index: 56
$0
$500
$1,000
$1,500
$2,000
$2,500
A 1st Quartile Mean Median 3rd Quartile
Dental
$0
$100
$200
$300
$400
$500
$600
A 1st Quartile Mean Median 3rd Quartile
Flexible Spending Accounts
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
A 1st Quartile Mean Median 3rd Quartile
Post-retirement Medical
Health Group
Medical
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study; OCPA’s PPO plan
was valued.
• OCPA’s aligned-with-median position is a result
of cost share and plan provisions that are slightly
more favorable to the employees.
• The average employee cost-share for valued
plans is 12% for employee only coverage and
16% for family coverage.
• Four peers vary their cost share by salary.
• Three peers do not require the employees to pay
for their medical plan.
General Market Commentary
• 74% have a PPO Medical Option with an
average cost share of 19% for employee only
and 24% for family.
• 77% have a HDHP Medical Option with an
average cost share of 13% for employee only
and 17% for family.
• 22% have a HMO Medical Option with an
average cost share of 16% for employee only
and 25% for family.
Key Take Away
OCPA’s competitive position is a result of
requiring the employees to pay a competitive
amount of the total premium for all levels of
coverage compared to the median plan combined
with plan provisions that are slightly more
favorable compared to the median plan.
Median Plan Design Your Plan Design
Plan Type EPO PPO
Employee
Cost-Share
15% Employee Only
18% Family
14% Employee Only
15% Family
Annual Deductible $0 Individual
$0 Family
$500 Individual
$1,000 Family
Out-of-Pocket
Limit
$3,630 Individual
$7,260 Family
$2,000 Individual
$4,000 Family
Coinsurance/
Copayments
$340 Inpatient Hospital
$30 Office Visit
$30 Rx
20% Inpatient Hospital
$20 Office Visit
$30 Rx
Employer
HSA/HRA Funding
N/A N/A
85 Your Rank: 16 out of 42 Index: 104
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A 1st Quartile Mean Median 3rd Quartile
Medical
Your Plan Design
PPO HDHP PPO or POS EPO or HMO
In-Network
Deductible
$500 Individual
$1,000 Family
$2,000/Individual
$4,000/Family
$800/Individual
$1,600/Family
$500/Individual
$1,500/Family
In-Network
Inpatient
Hospital
20% Coinsurance 20% Coinsurance $340 Copay or
15% Coinsurance 10% Coinsurance
In-Network
Office Visits $20 Copay 20% Coinsurance $25 Copay or
20% Coinsurance $20 Copay
In-Network Out-of-Pocket Limits
$2,000 Individual
$4,000 Family
$3,500/Individual
$7,000/Family
$3,300/Individual
$6,600/Family
$3,000/Individual
$6,000/Family
Employer
HSA/HRA
Funding
Not Applicable $750/Individual
$1,500/Family Not Applicable Not Applicable
Employee Cost-Share
14% Employee Only
15% Family
11% Employee Only
13% Family
18% Employee Only
20% Family
16% Employee Only
20% Family
*The details on this page do not represent the median value, rather the median plan features for each of the various plan designs offered among the peers and is inclusive of all plans offered (not just the ones with the largest percentage of employee enrollment).
Offer an HDHP
73%
71%
Offer a PPO or POS
Offer an EPO or HMO
22%
Median Medical Plan Features
86 Health Group
Medical
Copyright © 2023 Mercer (US) Inc. All rights reserved.
Health Group
Post-Retirement Medical
Peer Group Position
• Sixteen peers provide an employer-subsidized
post-retirement medical plan where two peers
provide an employer subsidized plan for Post-65
coverage in addition to Pre-65 coverage.
• Nine peers provide an access plan.
• Access-only plans allow retirees to enroll in
an employer sponsored plan but require the
retiree to pay the full cost of coverage,
therefore no value is generated.
General Market Commentary
• Over the past five years we have seen a 9%
decrease in organizations offering retiree
medical coverage to newly hired employees.
• 25% of the organizations offer an employer
subsidized plan for pre-65 coverage.
• 23% of the organizations offer an employer
subsidized plan for post-65 coverage.
• Many organizations have opted to
grandfather/freeze these plans or provide
access-only plans, which allow retirees to enroll,
but require the retiree to pay the full cost of
coverage.
Key Take Away
OCPA is aligned with the median by not offering a
Post-Retirement Medical plan.
78%
Not Offered
2%
Access Only
20%
Employer
Sponsored
39%
Not Offered
22%
Access Only
39%
Employer
Sponsored
87 Copyright © 2023 Mercer (US) Inc. All rights reserved.
Pre 65 Post 65
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
A 1st Quartile Mean Median 3rd Quartile
Post-retirement Medical
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study.
• OCPA’s below median comparison is a result of
requiring the employees to pay more of the
premium compared to the median plan
combined with plan provisions that are slightly
below the median designs.
• The average employee cost-share for valued
plans is 20% for employee only and 24% for
family coverage.
General Market Commentary
• Median employee cost share – 40% for
employee only coverage and 47% for family
coverage.
• Median Plan Coverage is 100% for preventive,
80% for basic, 50% for major and 50% for
orthodontia coverage.
• Median annual maximum is $1,500 and median
lifetime orthodontia is $1,500.
Key Take Away
OCPA’s below-median position is a result of
providing plan provisions that are slightly less rich
compared to the peer group median combined
with a cost share that requires the employees to
pay more of the total premium compared to the
median plan.
Median Plan Design Your Plan Design
Plan Type Silent PPO Silent PPO
Employee
Cost-Share
16% Employee Only
16% Employee + Child
16% Employee + Spouse
16% Family
53% Employee Only
50% Employee + Child
50% Employee + Spouse
53% Family
Annual Deductible $50/Individual
$150/Family
$50/Individual
$150/Family
Maximums
(Annual/Lifetime)
$1,750 Annual /
$1,000 - Orthodontia
$1,500 Annual /
$500 Orthodontia
Coinsurance 100% Preventive
80% Basic
50% Major
50% Orthodontia
100% Preventive
80% Basic
60% Major
50% Orthodontia
Health Group
Dental
88 Your Rank: 39 out of 42 Index: 56
$0
$500
$1,000
$1,500
$2,000
$2,500
A 1st Quartile Mean Median 3rd Quartile
Dental
Paid Leave
• Peer Group Position
• OCPA’s above-median position is driven by
providing more Holidays and PTO days
compared to the median plan.
• Thirteen peers provide a Paid Time Off plan that
combines various elements of Paid Leave and
twenty-eight peers provide a traditional vacation
plan.
• Six peers provide a separate Personal Leave
plan.
• Twenty-six peers provide a separate Sick Leave
plan.
General Market Commentary
• Only 42 percent of respondents with PTO plans
say that most of their employees take all of their
allotted time, down from 51 percent in 2018 —
and 15 percent say employees actually use less
than 50 percent of PTO days.
• More than half report that open
accruals/balances at the time of transition from a
standard vacation/PTO plan were forfeited
(where allowable); about two-fifths paid out
balances and the rest allowed the
accruals/balances to be used for STD top-off
pay.
Key Take Away
OCPA’s above-median position is a result of offering a total number of days off for the PTO plan and Holidays that are greater than the median plans.
89 Your Rank: 2 out of 42 Index: 128
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Your Rank: 2 out of 14 Index: 127
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Paid Time Off
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
A 1st Quartile Mean Median 3rd Quartile
Vacation
Your Rank: 7 out of 42 Index: 109
$0
$500
$1,000
$1,500
$2,000
$2,500
A 1st Quartile Mean Median 3rd Quartile
Holiday
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
A 1st Quartile Mean Median 3rd Quartile
Personal Leave
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
A 1st Quartile Mean Median 3rd Quartile
Sick Leave
Paid Leave
Total Leave
• Peer Group Position
• OCPA’s position is a result of offering a total
number of days off that is more than the median
plan at every level of service.
• None of the peers provides an unlimited plan to
any of their employees.
• OCPA provides the following:
- PTO ranging from 22.5 days at hire to 32.5
days after ten years of service.
- 12 Holidays.
• The median plan provides the following:
- Traditional Vacation plan ranging from 15
days at hire to 25 days after twenty years of
service.
- 12 Holidays.
- 7 Sick days – please note that Mercer’s
methodology is for 35% of the days available
will be used for the Sick Leave value.
90 Years of
Service
Median Total
Leave
Your Total
Leave Difference
1 Year 29.45 Days 35.5 Days +6.05 Days
5 Years 29.45 Days 39.5 Days +10.05 Days
10 Years 34.45 Days 44.5 Days +10.05 Days
Key Take Away
OCPA’s above-median position is a result of
providing a total number of days that is greater
than the median plan.
Years of
Service
Median Total
Leave
Your Total
Leave Difference
15 Year 39 Days 44.5 Days +10.05 Days
20 Years 39 Days 44.5 Days +5.05 Days
25 Years 39 Days 44.5 Days +5.05 Days
Your Rank: 2 out of 42 Index: 128
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Paid Leave
Vacation / Paid Time Off
• Peer Group Position
• Thirteen peers provide a Paid Time Off plan
whereby vacation days are included with other
elements of paid leave such as personal leave,
holidays, and/or sick leave.
• Twenty-eight peers provide a traditional vacation
plan.
• 95% of the peers allow for carryover, with the
median number of days being about 30 days.
• Ten peers allow for selling of time off.
General Market Commentary
• Types of Paid Leave – Please note, some
employers may offer a PTO plan to one group of
employees and Vacation plan to others
• 52% offer a traditional vacation plan
• 50% offer a Paid Time Off (PTO) plan
• 5% offer an Unlimited Time off Plan
• 72% allow carryover of unused days for
traditional plans with a median of 30 days.
• 80% allow carryover of unused days for PTO
plans with a median 30 days.
91 Key Take Away
Among the fourteen organizations that provide a Paid Time Off plan, OCPA is above the median plan design as a result of providing more days off among the peer group at all levels of service.
68%
Offer a Vacation Plan
32%
Offer a PTO Plan
Your Rank: 2 out of 14 Index: 127
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Paid Time Off
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
A 1st Quartile Mean Median 3rd Quartile
Vacation
Years of
Service
Median
Paid Time Off Plan Your Plan Design
1 Year 12 Days 23.5 Days
5 Years 20 Days 27.5 Days
10 Years 25 Days 32.5 Days
15 Years 30 Days 32.5 Days
20 Years 30 Days 32.5 Days
25 Years 30 Days 32.5 Days
Paid Leave
Personal and Holidays
• Peer Group Position
Personal Days
• Six peers provide a Personal Leave plan where
the median plan provides 2 days.
• The range of days offered among those days
that provide personal days is between 1 and 5
days.
• Three peers combine Personal Leave and Sick
Leave (2 days were used as the assumed
number of days for the value).
Holidays
• All forty-two organizations, including OCPA,
provide a separate Holiday plan.
• OCPA is above the median as a result of
providing 12 days compared to the median
number of holidays being 11.
General Market Commentary
• Personal Days – Median number of personal
days is 3 days.
• Holidays – Median number of holidays is 10
days.
92 Personal Days Paid Holidays
Key Take Away
OCPA is aligned with the peer group by including Personal Leave within the PTO plan combined with offering one more holiday compared to the median plan.
Minimum
9 Median
13 Maximum
11 17% 32% 51%
Separate Bank Included In
PTO
Not Offered
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
A 1st Quartile Mean Median 3rd Quartile
Personal Leave
Your Rank: 7 out of 42 Index: 109
$0
$500
$1,000
$1,500
$2,000
$2,500
A 1st Quartile Mean Median 3rd Quartile
Holiday
Paid Leave
Sick Leave
• Peer Group Position
• Sick Leave Methodology benefit values are
based on an assumption of only 35% of the
number of days available are valued.
• When informal plans are used or Sick Leave left
to the discretion of management, 10 days are
used to generate the values.
• Thirteen peers include Sick Leave within the
PTO bank.
• Twenty-six peers provide a separate Sick Leave
plan where the range of days offered are from 5
– 20.
• Twenty peers allow for carryover of unused sick
days.
• Four peers allow employees to cash out unused
Sick days where only one of the four peers allow
a 100% payout at either termination or
retirement.
General Market Commentary
• Median number of sick days is 10 days.
• 59% of the plans offer carryover leave with either
unlimited carryover or a limited number of days.
• 4% of the plans allow for accumulated sick days
to be cashed out at termination.
93 5%
32%
63%
Yes No
Separate Bank
Included in PTO
Not Offered
Key Take Away
OCPA is aligned with the peer group median by including Sick Leave within their PTO plan.
77%
Offer carryover of Sick
Leave
15%
Offer payout upon
termination
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
A 1st Quartile Mean Median 3rd Quartile
Sick Leave
*Parental Leave is not included in the relative dollar value, rank, or index positioning as this benefit is not utilized by all employees on an annual basis.
Paid Leave
Parental Leave
• Peer Group Position
• Twenty peers reported a separate Parental
Leave benefit.
• The remaining peers did not report data for this
benefit.
• 78% of those that provide a Parental Leave
policy provide coverage for non-birth parent.
• 72% of those that provide a Parental Leave
policy provide coverage for adoptive parent.
General Market Commentary
• 16% provide a Maternity Leave with the median
benefit being 8 weeks.
• 5% provide Paternity Leave with the median
benefit being 2 weeks.
• 49% provide a Parental Leave benefit with the
median Parental Leave benefit being 6 weeks.
• Of organizations offering Parental Leave, 79% of
organizations allow leave to be used for
Adoption, and 40% of organizations allow leave
to be used for placement of a Foster child.
94 Median Plan Design Your Plan
Design
Plan Type Parental Leave Parental Leave
Number of Weeks 6 weeks 0 weeks
Percent of Pay Replaced 100% of pay 100% of pay
Key Take Away
OCPA is below the median by providing no paid parental leave, compared to the median plan which offers 6 weeks at 100% pay replacement.
Offer Parental Leave
44%
12%
Offer Maternity Leave
Offer Paternity Leave
2%
Peer Group Position
• OCPA’s below-median position is a result of
providing a plan design that is below median for
Long-Term Disability combined with requiring
the employees to pay for full coverage on Short-Term Disability, offset by offering a plan design for Life Insurance that is above the median plan
design.
• One peer does not provide an employer paid
Life Insurance plan therefore no value is
generated.
• Two peers do not provide an employer paid
Short-Term Disability plan and a Long-Term
Disability plan therefore no values are
generated.
General Market Commentary
• 98% provide employer paid basic life insurance.
• 78% provide employer paid Short-Term
Disability.
• 80% provide employer paid Long-Term
Disability.
Life & Disability
Key Take Away
OCPA’s below-median position is a result of providing a plan design that is below the median for Long-Term Disability combined with requiring the employees to pay for full coverage on Short-Term Disability, offset by providing an above median plan design for the Life Insurance benefit.
95 ### ### #REF! #REF! #REF! #REF!
Your Rank: 38 out of 42 Index: 56
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
A 1st Quartile Mean Median 3rd Quartile
Life and Disablity
Your Rank: 2 out of 40 Index: 209
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A 1st Quartile Mean Median 3rd Quartile
Life Insurance
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
A 1st Quartile Mean Median 3rd Quartile
Short-Term Disability
Your Rank: 35 out of 41 Index: 85
$0
$50
$100
$150
$200
$250
$300
A 1st Quartile Mean Median 3rd Quartile
Long-Term Disability
0%
Life & Disability
Life Insurance
Peer Group Position
• OCPA’s below-median position is the result of
offering 1x pay benefit compared to the median
plan that provides a 1.5x pay plan with a
maximum payout of $1,000,000.
• Amongst broad-based employee benefits, the
multiple of pay ranges from 1x to 4x pay.
• Two peers provide a flat dollar payout.
• The maximum Benefit amount ranges from
$50,000 - $2,500,000.
• Seven peers provide employer-paid spouse and
dependent life insurance.
• Two peers require employees to pay 100% of
the plan cost; therefore, no value is generated
General Market Commentary
• The median plan design being 1.5x pay benefit.
• 15% provide a flat benefit plan.
• 85% provide a percent of pay Life Insurance
plan.
• 86% provide a Basic AD&D benefit equal to the
Basic Life Insurance benefit.
• 9% provide employer paid spouse/dependent
Life Insurance.
Key Take Away
OCPA is above the median plan design as a
result of providing a flat payout of $200,000
compared to the median plan that provides a 2x
pay for employees earning less than $130,000.
Please note, for those employees that earn more
than $135,000, OCPA’s position will begin to
move towards a below-median comparison as a
result of the maximum payout which is limited to
$200,000 for OCPA compared to the median plan
which has a maximum of $1,000,000.
Median Plan
Design
Your Plan
Design
Multiple of Pay 1.5x pay Flat $200,000
pay out
Maximum Coverage Amount $1,000,000 $200,000
Salary Definition Base Pay Base Pay
96 Your Rank: 2 out of 40 Index: 209
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A 1st Quartile Mean Median 3rd Quartile
Life Insurance
95%
Offer employer-paid
Basic Life Insurance
17%
Offer employer-paid
Spouse/Dependent
Life Insurance
82%
75% 82%
Life & Disability
Short-Term Disability
Peer Group Position
• Short-Term Disability benefit values are based
on amounts payable in the first 6 months of
disability; Sick Leave carryover and LTD
commencing before 6 months of disability are
included in Short-Term Disability.
• OCPA‘s requires the employees to pay for the
Short-Term disability benefit thus resulting in a
$0 value.
• Thirty-four peers provide all or some weeks at
100% pay replacement (includes sick leave
carryover).
• One peer requires employees to pay 100% of
the plan cost; therefore, no value is generated
General Market Commentary
• 78% provide employer-paid coverage
• Typical plan covers 60% of base pay up to 26
weeks with an unlimited weekly benefit
• 42% of participants provide all or a portion of the
disability at 100% pay replacement
Key Take Away
OCPA‘s position is a result of requiring the
employees to pay for the full coverage.
Median Plan Design Your Plan Design
Benefit 100% for 13 weeks; 60%
for the remaining weeks
through LTD.
Salary Definition Base pay
Elimination Period 7 days
Maximum Weekly
Benefit
Unlimited
98%
Provide employer-subsidized
Short-Term Disability
97 Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
A 1st Quartile Mean Median 3rd Quartile
Short-Term Disability
82%
82%
Life & Disability
Long-Term Disability
Peer Group Position
• OCPA’s below-median position is a result of
providing a 60% pay replacement with a monthly
maximum of $5,000, compared to the median
providing a 60% pay replacement with a monthly
maximum of $15,000 for all employees.
• One peer requires employees to pay 100% of
the plan cost; therefore, no value is generated.
• Pay replacement ranges from 50% - 70% with
the median pay replacement being 60%.
• Maximum benefit ranges from $3,000-$25,000.
• Eight peers use the Individual selection for the
Social Security offset, while the remaining peers
use the Family selection.
General Market Commentary
• The median pay replacement being 60%.
• Median monthly maximum is $10,000.
• The majority of the peers provide a family Social
Security offset.
Key Take Away
OCPA’s position is a result of providing a 60%
pay replacement with a monthly maximum of
$5,000, compared to the median plan providing a
60% pay replacement with a monthly maximum of
$15,000.
Median Plan Design Your Plan Design
Benefit
60% pay replacement 60% pay replacement
Salary Definition Base pay Base pay
Maximum Monthly
Benefit $15,000 $5,000
Social Security Offset
Family Offset Family Offset
95%
Provide employer-subsidized
Long-Term Disability
98 Your Rank: 35 out of 41 Index: 85
$0
$50
$100
$150
$200
$250
$300
A 1st Quartile Mean Median 3rd Quartile
Long-Term Disability
82%
82%
*Nontraditional benefits are not included in the relative dollar value, rank, or index positioning.
Prevalence Data
Non-Traditional Benefits
Education Assistance
Peer Group Position
• Twenty-three organizations, including OCPA,
indicated they had an Education Assistance
plan.
• Two peers provide a reimbursement percentage
other than 100%.
• Reimbursement limits amongst the peers range
from $2,500-$10,000 per year for undergraduate
and $2,500-$12,000 for graduate.
• Nineteen peers vary their tuition reimbursement
based on grades.
• None of the peers provide tuition reimbursement
to an employee’s spouse or children.
• One peer reported offering a Student Loan
refinancing option where the employer provides
up to $1,200 per year with a lifetime maximum of
$7,500.
General Market Commentary
• 82% provide educational assistance. • The median reimbursement limits is $5,250 per year for both undergraduate and graduate
courses.
• 78% require employees to payback upon
termination
Educational Assistance Median Plan
Design
Reimbursement% 100%
Maximum Annual Dollar
Limit
$5,250
Require Payback upon
Termination
Yes
Covers Books Yes
90%
0%
Yes No
Student Loan Repayment
Educational Assistance
99 * Percentage based on those that responded.
Non-Traditional Benefits
Additional Benefits
General Market Commentary
• Mercer conducted the 2022 Flexible Working
Policies and Practices survey with 749
respondents and found that the happiest
employees are hybrid workers; 77% report
being able to maintain a reasonable work-life
balance.
• 53% of employers are working to expand the
types of flexibility offered
• 42% offer part-time schedules
• 70% offer flex time (e.g., adjusted
start and stop times)
• 32% have, or are considering
offering, a 4-day workweek to all or
some employees
• 18% offer variable or alternative shifts
• 14% offer phased or flexible
retirement
100
Non-traditional Benefits Yes No Percent
Adoption Benefits 15 23 39%
Business Casual Policy 30 6 83%
Child/Elder Care Assistance 18 21 46%
College Scholarships 10 26 28%
Discount Purchasing 18 18 50%
Employee Assistance Plan 38 1 97%
Executive Company Car 10 23 30%
Financial Planning Assistance 25 11 69%
Flextime 31 7 82%
Formal Training/Professional
Development Program
31 5 86%
Free/Subsidized Parking 25 11 69%
Funeral Leave 38 1 97%
Gambling Addiction Counseling 16 19 46%
Home Computer Offered 6 28 18%
Infertility Services 12 19 39%
Job Sharing 3 34 8%
Lactation Rooms 32 7 82%
Legal Counseling 19 17 53%
Life Insurance - Business
Travel/Accident
30 10 75%
Military Leave 28 1 97%
Non-executive Company Car 6 26 19%
Onsite Child Care 1 36 3%
Onsite Fitness Facility 25 14 64%
Other Employee Company Car 12 20 38%
Paid Maternity Leave 7 28 20%
Paid Parental Leave 20 15 57%
Paid Paternity Leave 6 29 17%
Non-traditional Benefits Yes No Percent
Paid/Subsidized Offsite Fitness
Facility
15 23 39%
Parental/Family Leave 30 6 83%
Pre-Retirement Counseling 18 21 46%
Relocation Allowance 10 26 28%
Sales Employee Company Car 18 18 50%
Satellite Workplace 38 1 97%
Subsidized Eating Facility 10 23 30%
Telecommuting 25 11 69%
Telemedicine 31 7 82%
Wellness Program 31 5 86%
Work at Home Policy 25 11 69%
82%
82%
Appendix
The following supporting documents are being
provided for your reference and were used in the
support of this report.
• Summary of Plan Features – this report displays
participant data imported from Mercer’s national
benefits database and is the basis for the
valuation.
• Methodology – This section details the methods
used by Mercer to value the benefit plans
included in the Summary of Plan Features report
for each comparator organization.
Medical Plan Organization A Organization B Organization C Organization D Plan ID MD0010 MD0020 MD0020 MD0020
General
Plan Type PPO EPO PPO PPO
Plan Type Comments
Plan Status Active Active Active Active
Plan is Out-of-Area Plan No No No No
Plan is a Silent PPO Not Specified Not Specified Not Specified Not Specified Percent Of All Employees Participating
in This Plan
This plan has an HSA/HRA included (If
Yes, data is in the HSA/HRA section, at
bottom)
Yes No Yes Yes
This plan has Post-retirement Medical
Coverage (If yes, data is in the Retiree Medical sections, at bottom) No Yes Yes No
Deductibles
Deductible Levels
Level Individual Individual Individual Individual
In Net %
In Net Amt $1,500.00 $0.00 $1,500.00 $2,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $5,000.00 $3,000.00 $4,000.00
Level Individual + 1 Individual + 1 Individual + 1 Individual + 1 In Net %
In Net Amt $0.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt
Level Family Family Family Family
In Net %
In Net Amt $3,000.00 $0.00 $3,000.00 $4,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $10,000.00 $6,000.00 $8,000.00
Summary of Plan Features
BENEFITS VALUATION ANALYSIS
1 Copyright © 2020 Mercer (US) Inc. All rights reserved.
METHODOLOGY
This section details the methods used by Mercer to value the benefit plans included in the Plan Value Comparisons and Employee Profile Comparisons sections. For each item
discussed, we provide an example illustrating how each plan is valued. Note: Your organization’s plan features may vary somewhat from the examples provided. However, we have
applied these techniques, with adjustments where necessary, to the actual features of your plan.
SECTION CONTENTS
The Methodology contains the following sections:
PRINCIPLES
• Basic methodology
• Market valuation
• Mean use
• Participation
• Personal substitution
NATIONAL COMPOSITE WORKFORCE
▪ Workforce demographics
▪ Target bonuses
▪ Position classification
▪ Cash Compensation
▪ Annual Salary
▪ Bonus
RETIREMENT/SAVINGS
• Defined Benefit plans
• Defined Contribution plans
• Stock Purchase plans
HEALTH/GROUP BENEFITS
• Medical benefits
• Dental benefits
• Dependent Care Spending Accounts
• Health Care Spending Accounts
• Post-retirement Medical benefits
PAID LEAVE
• Paid Time Off
• Vacation
• Holidays
• Personal Leave
• Sick Leave
TIME LOSS BENEFITS
• Life Insurance benefits
• Short-term Disability benefits
• Long-term Disability benefits
101
Copyright © 2023 Mercer (US) LLC. All rights reserved.
4D. Benefits Valuation Analysis
102
Comparison to Public Sector
Your Rank: 26 out of 30 Index: 92
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
A 1st Quartile Mean Median 3rd Quartile
Total Benefits
About the Report
Rank - Identifies your organization’s plan value
position relative to the peer group values
Index - Illustrates the relationship of your benefit
values to the median values of the peer group (the
median value equals an index of 100)
Organization A – Represents
Your Company
103
50th Percentile/Median:
The "middle" value among
the peer group
75th Percentile/3rd Quartile:
75% of the peers’ value is
less than this value
25th Percentile/1st Quartile:
25% of the peers’ value is
less than this value
Mean:
The arithmetic average
among the peer group
Benefits 2023 Summary Benefits 2023 Summary
Retirement Rank =
23rd
Index =
87 OCPA’s below-median comparison is driven by a total
employer contribution for the Defined Contribution that is slightly below the median plan as a result of requiring the employees to contribute up to 10% to reach the full employer contribution.
Paid Leave Rank =
2 nd
Index =
114
OCPA’s above-median position is driven by providing more Holidays and PTO days compared to the median plan.
Medical Rank =
9 th
Index =
113
OCPA’s position is above the median value as a result of providing plan provisions that are richer compared to the median plan provisions combined with requiring the
employees to pay less of the total premium for all coverage levels compared to the median plan.
Life &
Disability
Rank =
25th
Index =
71 OCPA’s below-median position is a result of requiring the employees to pay for full coverage on Short-Term Disability, offset by providing a plan design that is above median for Life Insurance combined with a Long-Term Disability plan design that is aligned with the median plan design.
Dental Rank =
13th
Index =
66 OCPA’s below median comparison is a result of requiring the employees to pay more of the premium compared to the
median plan combined with plan provisions that are slightly below the median designs.
Executive Summary
104
Overall Index Rating
Index of 91
OCPA benefits are 9% below the median
value for Retirement, Health, Paid Leave
and Life & Disability benefits
OCPA
BVA Relative Value
$ 29,495
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Orange County Power Authority’s
Median
BVA Relative Value
$ 31,917
per employee per year relative value for
Retirement, Health, Paid Leave and Life &
Disability benefits
Overall Rank
Rank of 26
OCPA benefits are ranked 26 out of 30
organizations when combining Retirement,
Health, Paid Leave and Life & Disability benefits
Copyright © 2023 Mercer (US) Inc. All rights reserved.
Total Benefits
• Peer Group Position
• OCPA’s overall Total Benefits position is
generated by:
• Below-median comparison is driven by a total
employer contribution for of 14% for the
overall Retirement Savings category
compared to the median plan that provides
about a 16% contribution.
• Below-median position is driven by a Dental
plan design that is below the median plan
design combined with not offering an
employer sponsored Post-Retirement Medical
plan, offset by a Medical plan that is above
the median plan.
• Above-median position is driven by providing
more days off through the PTO plan and
providing a half day more holidays compared
to the median plan designs.
• Below-median position is driven by requiring
the employees to pay for full coverage on
Short-Term Disability, offset by providing a
plan design that is above median for Life
Insurance combined with a Long-Term
Disability plan design that is aligned with the
median plan design.
Key Take Away
OCPA’s overall total benefits position is below the median value as a result of providing plan designs that are below the median plan for Retirement Savings, Health Group and Life & Disability benefits, offset by an above the median plan design for the Paid Leave benefits. 105
Your Rank: 26 out of 30 Index: 92
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
A 1st Quartile Mean Median 3rd Quartile
Total Benefits
Your Rank: 23 out of 30 Index: 87
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
A 1st Quartile Mean Median 3rd Quartile
Retirement Savings
Your Rank: 24 out of 30 Index: 89
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
A 1st Quartile Mean Median 3rd Quartile
Health Group
Your Rank: 2 out of 30 Index: 114
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Your Rank: 25 out of 30 Index: 71
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
A 1st Quartile Mean Median 3rd Quartile
Life Insurance and Disability
Retirement Savings
Peer Group Position
• OCPA’s below-median comparison is driven by
a total employer contribution for the Defined
Contribution that is below the overall employer
contribution when you include those peers that
offer a Defined Benefit plan.
• Twenty-eight peers provide an active Defined
Benefit plan to new hires.
• None of the peers offer a Stock Purchase plan.
General Market Commentary
• Over the past five years, this study observed a
23% decrease in organizations offering active
Defined Benefit Retirement Plans.
• As a result, more organizations provide funding
through fixed or discretionary non-matching
contributions to a Defined Contribution Plan, as
reported by 57% of organizations in this study.
• Organizations are also encouraging participation
in pretax savings plans with automatic
enrollment features, reported by 54% of
organizations. The median enrollment
percentage among the peers is 4%.
Key Take Away
OCPA’s below the median comparison is a result of the total employer contribution being 14% compared to the overall median employer contribution among all options within the Retirement Category that is about 16%.
106
Your Rank: 23 out of 30 Index: 87
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
A 1st Quartile Mean Median 3rd Quartile
Retirement/Savings
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Defined Benefit
Your Rank: 1 out of 20 Index: 248
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Defined Contribution
Your Rank: N/A Index: N/A
$0
$0
$0
$0
$0
$1
$1
$1
$1
A 1st Quartile Mean Median 3rd Quartile
Stock Purchase
Retirement Savings
Defined Benefit
Peer Group Position
• Twenty-eight peers provide an active Defined
Benefit.
• The remaining organizations, including OCPA,
do not provide an active Defined Benefit plan.
• One peer reported a Defined Benefit plan for
which the benefit was grandfathered. Per the
valuation methodology, grandfathered and
frozen plans are not included in the analysis.
General Market Commentary
• Offered by 17% of organizations, where the most
common plan types are Final Average Pay plans
and Cash Balance plans.
• 52% have a five-year vesting schedule.
• 42% include bonus in the definition of pay.
• 21% have an excess feature removes legislated
limit.
107
Key Take Away
OCPA is below the peer group median by not
providing a Defined Benefit plan.
Offer a Defined Benefit plan
97%
3%
Have a frozen or grandfathered Defined
Benefit plan
Include bonus in the definition of pay
14%
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Defined Benefit
Median Plan Your Plan Design
Type of Plan Final Average
3-Year Average
Formula .011 * DP1 * CSE.
Salary Definition Base Pay
Employee
Contributions Mandatory – 4.40%
Cost of Living
Adjustment Yes
Retirement Savings
Defined Contribution
Peer Group Position
• OCPA’s total employer contribution is above the
median as a result of providing a 14%
contribution through a matching and non-matching contribution compared to the median plan that has a contribution that totals 5% of
compensation that includes bonus pay through a
matching and non-matching contribution.
• Six peers provide a matching only plan; eleven
peers provide matching and non-matching
contributions; and two peers provide a non-matching contribution only. • Total employer contributions for the peer group
range from 1% to 8%.
• Ten peers provide all value through their Defined
Benefit plan.
General Market Commentary
• Offered by 99% of organizations, where the
median total employer contribution is 6%.
• 84% offer employer match.
• 56% offer employer non-match.
• 57% include bonus in the definition of pay.
• 40% offer immediate vesting for employer
contributions.
108
Key Take Away
OCPA’s above-median comparison is a result of
providing a matching and non-matching
contribution that totals 14% compared to the
median plan which provides a total employer
contribution of 3.5% with a salary definition that
includes bonus.
59%
41%
59%
Yes No
Offer employer match
Offer employer non-match
Include bonus in the definition of pay
Median Plan Your Plan Design
Matching
Contribution
100% of the first 3%;
50% of the next 2% 100% of the first 4%
Non-Matching
Contribution 1% 10%
Salary Definition Base + Bonus Pay Base Pay
Excess Plan for
Salary Limits No Yes
Your Rank: 1 out of 20 Index: 248
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
A 1st Quartile Mean Median 3rd Quartile
Defined Contribution
Health Group
Peer Group Position
• OCPA’s below-median position is driven a
Dental plan design that is below the median plan
design combined with not offering an employer
sponsored Post-Retirement Medical plan, offset
by a Medical plan that is above the median plan.
• Sixteen peers provide an employer-subsidized
Post-Retirement Medical coverage.
• Four organizations, including OCPA, provides an
employer-subsidized Flexible Spending
Accounts.
General Market Commentary
• Health benefit cost jumped 6.3% in 2021 (to an
average of $14,542 per employee), following last
year’s increase of just 3.4%. Smaller employers,
typically fully-insured, were hit with especially
high increases, cost rose by 9.6% on average.
• Employers avoided cost-cutting changes to plan
design in 2021 – in fact, we saw average
deductibles actually decline for some coverage
types. Benefit priorities have shifted in response
to the pandemic’s impact on the workforce.
Many employers view supporting the mental,
emotional and behavioral health of employees
as a business imperative.
Key Take Away
OCPA’s overall Health Group position is below the median value as a result of providing a Dental plan that provides a less rich plan design and a higher cost share compared to the median plan, offset slightly by a Medical plan that is competitive with the median plan design. 109
Your Rank: 24 out of 30 Index: 89
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
A 1st Quartile Mean Median 3rd Quartile
Health/Group
Your Rank: 9 out of 30 Index: 113
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A 1st Quartile Mean Median 3rd Quartile
Medical
Your Rank: 13 out of 16 Index: 66
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
A 1st Quartile Mean Median 3rd Quartile
Dental
$0
$200
$400
$600
$800
$1,000
$1,200
A 1st Quartile Mean Median 3rd Quartile
Flexible Spending Accounts
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Post-retirement Medical
Health Group
Medical
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study; OCPA’s PPO plan
was valued.
• OCPA’s above-median position is a result of
cost share that is more favorable to employees
at all coverage levels combined with plan
provisions that are richer than with the median
plan.
• The average employee cost-share for valued
plans is 13% for employee only coverage and
19% for family coverage.
• One peer does not require the employees to pay
for their medical plan for all levels of coverage.
General Market Commentary
• 74% have a PPO Medical Option with an
average cost share of 19% for employee only
and 24% for family.
• 77% have a HDHP Medical Option with an
average cost share of 13% for employee only
and 17% for family.
• 22% have a HMO Medical Option with an
average cost share of 16% for employee only
and 25% for family.
Key Take Away
OCPA’s position is above the median value as a
result of providing plan provisions that are richer
compared to the median plan provisions combined
with requiring the employees to pay less of the
total premium for all coverage levels compared to
the median plan.
Median Plan Design Your Plan Design
Plan Type HMO PPO
Employee
Cost-Share
15% Employee Only
19% Family
14% Employee Only
15% Family
Annual Deductible $1,300 Individual
$2,600 Family
$500 Individual
$1,000 Family
Out-of-Pocket
Limit
$4,000 Individual
$9,000 Family
$2,000 Individual
$4,000 Family
Coinsurance/
Copayments
20% Inpatient Hospital
$35 Office Visit
$50 Rx
20% Inpatient Hospital
$20 Office Visit
$30 Rx
Employer
HSA/HRA Funding
N/A N/A
110
Your Rank: 9 out of 30 Index: 113
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
A 1st Quartile Mean Median 3rd Quartile
Medical
Your Plan Design
PPO HDHP PPO or POS EPO or HMO
In-Network
Deductible
$500 Individual
$1,000 Family
$1,500/Individual
$3,000/Family
$350/Individual
$700/Family
$0/Individual
$0/Family
In-Network
Inpatient
Hospital
20% Coinsurance 20% Coinsurance $300 Copay or
20% Coinsurance
$250 Copay or
0% Coinsurance
In-Network
Office Visits $20 Copay 20% Coinsurance $25 Copay or
20% Coinsurance $25 Copay
In-Network Out-of-Pocket Limits
$2,000 Individual
$4,000 Family
$5,000/Individual
$10,000/Family
$4,000/Individual
$8,000/Family
$2,500/Individual
$7,500/Family
Employer
HSA/HRA
Funding
Not Applicable $500/Individual
$1,000/Family Not Applicable Not Applicable
Employee Cost-Share
14% Employee Only
15% Family
7% Employee Only
16% Family
15% Employee Only
19% Family
25% Employee Only
25% Family
*The details on this page do not represent the median value, rather the median plan features for each of the various plan designs offered among the peers and is inclusive of all plans offered (not just the ones with the largest percentage of employee enrollment).
Offer an HDHP
59%
90%
Offer a PPO or POS
Offer an EPO or HMO
66%
Median Medical Plan Features
111
Health Group
Medical
Copyright © 2023 Mercer (US) Inc. All rights reserved.
Health Group
Post-Retirement Medical
Peer Group Position
• Twenty-four peers provide an employer-subsidized post-retirement medical plan where peers provide an employer subsidized plan for
Pre-65 coverage and Post-65 coverage.
• Four peers provide an access-only plan for
either pre-65 and post-65 coverage or pre-65
only.
• Access-only plans allow retirees to enroll in
an employer sponsored plan but require the
retiree to pay the full cost of coverage,
therefore no value is generated.
General Market Commentary
• Over the past five years we have seen a 9%
decrease in organizations offering retiree
medical coverage to newly hired employees.
• 25% of the organizations offer an employer
subsidized plan for pre-65 coverage.
• 23% of the organizations offer an employer
subsidized plan for post-65 coverage.
• Many organizations have opted to
grandfather/freeze these plans or provide
access-only plans, which allow retirees to enroll,
but require the retiree to pay the full cost of
coverage.
Key Take Away
OCPA is below the median by not offering a Post-Retirement Medical plan. 112 Copyright © 2023 Mercer (US) Inc. All rights reserved.
Pre 65 Post 65
Your Rank: N/A Index: N/A
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Post-retirement Medical
3%
Not Offered
14%
Access Only
83%
Employer
Sponsored
28%
Not Offered
20%
Access Only
52%
Employer
Sponsored
Peer Group Position
• The plan with the largest percentage of
employee participation was valued for all
organizations in this study.
• OCPA’s below median comparison is a result of
requiring the employees to pay more of the
premium compared to the median plan
combined with plan provisions that are slightly
below the median designs.
• The median employee cost-share for valued
plans is 6% for employee only and 18% for
family coverage.
• Fourteen peers require the employees to pay the
full cost thus there is a $0 value.
General Market Commentary
• Median employee cost share – 40% for
employee only coverage and 47% for family
coverage.
• Median Plan Coverage is 100% for preventive,
80% for basic, 50% for major and 50% for
orthodontia coverage.
• Median annual maximum is $1,500 and median
lifetime orthodontia is $1,500.
Key Take Away
OCPA’s below-median position is a result of a
higher cost share, offset by competitive plan
provisions.
Median Plan Design Your Plan Design
Plan Type Silent PPO Silent PPO
Employee
Cost-Share
25% Employee Only
25% Employee + Child
25% Employee + Spouse
25% Family
53% Employee Only
50% Employee + Child
50% Employee + Spouse
53% Family
Annual Deductible $50/Individual
$150/Family
$50/Individual
$150/Family
Maximums
(Annual/Lifetime)
$1,250 Annual /
$1,000 Orthodontia
$1,500 Annual /
$500 Orthodontia
Coinsurance 100% Preventive
80% Basic
50% Major
50% Orthodontia
100% Preventive
80% Basic
60% Major
50% Orthodontia
Health Group
Dental
113
Your Rank: 13 out of 16 Index: 66
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
A 1st Quartile Mean Median 3rd Quartile
Dental
Paid Leave
• Peer Group Position
• OCPA’s above-median position is driven by
providing more Holidays and PTO days
compared to the median plan.
• Ten peers provide a Paid Time Off plan that
combines various elements of Paid Leave and
nineteen peers provide a traditional vacation
plan.
• Three peers provide a separate Personal Leave
plan.
• Twenty-eight peers provide a separate Sick
Leave plan.
General Market Commentary
• Only 42 percent of respondents with PTO plans
say that most of their employees take all of their
allotted time, down from 51 percent in 2018 —
and 15 percent say employees actually use less
than 50 percent of PTO days.
• More than half report that open
accruals/balances at the time of transition from a
standard vacation/PTO plan were forfeited
(where allowable); about two-fifths paid out
balances and the rest allowed the
accruals/balances to be used for STD top-off
pay.
Key Take Away
OCPA’s position is result of providing more days within the PTO plan compared to the median PTO plan combined with offering a half day more for Holidays compared to the median plan.
114
Your Rank: 2 out of 30 Index: 114
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Your Rank: 1 out of 11 Index: 135
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Paid Time Off
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
A 1st Quartile Mean Median 3rd Quartile
Vacation
Your Rank: 12 out of 30 Index: 104
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
A 1st Quartile Mean Median 3rd Quartile
Holiday
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
A 1st Quartile Mean Median 3rd Quartile
Personal Leave
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
A 1st Quartile Mean Median 3rd Quartile
Sick Leave
Paid Leave
Total Leave
• Peer Group Position
• OCPA’s position is a result of offering a total
number of days off that is more than the median
plan.
• None of the peers provides an unlimited plan to
any of their employees.
• OCPA provides the following:
- PTO ranging from 22.5 days at hire to 32.5
days after ten years of service.
- 12 Holidays.
• The median plan provides the following:
- Traditional Vacation plan ranging from 15
days at hire to 21 days after ten years of
service.
- 13 Holidays.
- 15 Sick days – please note that Mercer’s
methodology is for 35% of the days available
will be used for the Sick Leave value.
115
Years of
Service
Median Total
Leave
Your Total
Leave Difference
1 Year 33.25 Days 35.5 Days +2.25 Days
5 Years 36.25 Days 39.5 Days +3.25 Days
10 Years 39.25 Days 44.5 Days +5.25 Days
Key Take Away
OCPA’s above-median position is a result of
providing more days in the PTO plan compared to
the median as well as a half-day more for
Holidays.
Years of
Service
Median Total
Leave
Your Total
Leave Difference
15 Year 39.25 Days 44.5 Days +5.25 Days
20 Years 39.25 Days 44.5 Days +5.25 Days
25 Years 39.25 Days 44.5 Days +5.25 Days
Your Rank: 2 out of 30 Index: 114
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
A 1st Quartile Mean Median 3rd Quartile
Paid Leave
Paid Leave
Vacation / Paid Time Off
• Peer Group Position
• Ten peers provide a Paid Time Off plan whereby
vacation days are included with other elements
of paid leave such as personal leave, holidays,
and/or sick leave.
• Nineteen peers provide a traditional vacation
plan.
• 97% of the peers allow for carryover, with the
median number of days being about 30 days.
• Three peers allow for selling of time off.
General Market Commentary
• Types of Paid Leave – Please note, some
employers may offer a PTO plan to one group of
employees and Vacation plan to others
• 52% offer a traditional vacation plan
• 50% offer a Paid Time Off (PTO) plan
• 5% offer an Unlimited Time off Plan
• 72% allow carryover of unused days for
traditional plans with a median of 30 days.
• 80% allow carryover of unused days for PTO
plans with a median 30 days.
116
Key Take Away
Among the eleven organizations that provide a Paid Time Off plan, OCPA is above the median plan design as a result of providing more days off among the peer group at all levels of service.
66%
Offer a Vacation Plan
34%
Offer a PTO Plan
Years of
Service
Median
Paid Time Off Plan Your Plan Design
1 Year 13 Days 23.5 Days
5 Years 20 Days 27.5 Days
10 Years 20 Days 32.5 Days
15 Years 26 Days 32.5 Days
20 Years 26 Days 32.5 Days
25 Years 26 Days 32.5 Days
Your Rank: 1 out of 11 Index: 135
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
A 1st Quartile Mean Median 3rd Quartile
Paid Time Off
Your Rank: N/A Index: N/A
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
A 1st Quartile Mean Median 3rd Quartile
Vacation
Paid Leave
Personal and Holidays
• Peer Group Position
Personal Days
• Three peers provide a Personal Leave plan
where the median plan provides 3 days.
• The range of days offered among those days
that provide personal days is between 1 and 5
days.
Holidays
• All thirty organizations, including OCPA, provide
a separate Holiday plan.
• OCPA is above the median as a result of
providing 12 days compared to the median
number of holidays being 11.5.
General Market Commentary
• Personal Days – Median number of personal
days is 3 days.
• Holidays – Median number of holidays is 10
days.
117
Personal Days Paid Holidays
Key Take Away
OCPA is aligned with the peer group by not including Personal Leave within the PTO plan and slightly above the peer group median for Holidays as a result of providing 12 Holidays.
Minimum
9 Median
15 Maximum
11.5 10% 35% 55%
Separate Bank Included In
PTO
Not Offered
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
A 1st Quartile Mean Median 3rd Quartile
Personal Leave
Your Rank: 12 out of 30 Index: 104
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
A 1st Quartile Mean Median 3rd Quartile
Holiday
Paid Leave
Sick Leave
• Peer Group Position
• Sick Leave Methodology benefit values are
based on an assumption of only 35% of the
number of days available are valued.
• When informal plans are used or Sick Leave left
to the discretion of management, 10 days are
used to generate the values.
• One peer include Sick Leave within the PTO
bank.
• Twenty-eight peers provide a separate Sick
Leave plan where the range of days offered are
from 12 – 24.
• Twenty-seven peers allow for carryover of
unused sick days.
• Two peers allow employees to cash out unused
Sick days at either termination or retirement.
General Market Commentary
• Median number of sick days is 10 days.
• 59% of the plans offer carryover leave with either
unlimited carryover or a limited number of days.
• 4% of the plans allow for accumulated sick days
to be cashed out at termination.
118
0%
3%
97%
Yes No
Separate Bank
Included in PTO
Not Offered
Key Take Away
OCPA is below the peer group median by including Sick Leave within their PTO plan as nine of ten peers that provide a PTO plan offer a separate Sick Leave plan. 96%
Offer carryover of Sick
Leave
7%
Offer payout upon
termination
Your Rank: N/A Index: N/A
$0
$200
$400
$600
$800
$1,000
$1,200
A 1st Quartile Mean Median 3rd Quartile
Sick Leave
*Parental Leave is not included in the relative dollar value, rank, or index positioning as this benefit is not utilized by all employees on an annual basis.
Paid Leave
Parental Leave
• Peer Group Position
• Sixteen peers reported a separate Parental
Leave benefit.
• The remaining peers did not report data for this
benefit.
• 94% of those that provide a Parental Leave
policy provide coverage for non-birth parent.
• 100% of those that provide a Parental Leave
policy provide coverage for adoptive parent.
General Market Commentary
• 16% provide a Maternity Leave with the median
benefit being 8 weeks.
• 5% provide Paternity Leave with the median
benefit being 2 weeks.
• 49% provide a Parental Leave benefit with the
median Parental Leave benefit being 6 weeks.
• Of organizations offering Parental Leave, 79% of
organizations allow leave to be used for
Adoption, and 40% of organizations allow leave
to be used for placement of a Foster child.
119
Median Plan Design Your Plan
Design
Plan Type Parental Leave Family Leave
Number of Weeks 12 weeks 0 weeks
Percent of Pay Replaced 100% of pay 100% of pay
Key Take Away
OCPA is below the median by providing no paid parental leave, compared to the median plan which offers 12 weeks at 100% pay replacement.
Offer Parental Leave
44%
12%
Offer Maternity Leave
Offer Paternity Leave
2%
Peer Group Position
• OCPA’s below-median position is a result of
requiring the employees to pay for full coverage
on Short-Term Disability, offset by providing a
plan design that is above median for Life
Insurance combined with a Long-Term Disability
plan design that is aligned with the median plan
design.
• One peer does not provide an employer paid
Life Insurance plan therefore no value is
generated.
• Nine peers do not provide an employer paid
Long-Term Disability plan therefore no values
are generated.
General Market Commentary
• 98% provide employer paid basic life insurance.
• 78% provide employer paid Short-Term
Disability.
• 80% provide employer paid Long-Term
Disability.
Life & Disability
Key Take Away
OCPA’s below-median position is a result of requiring the employees to pay the full cost of the Short-Term Disability benefit, offset by a Life Insurance plan that is above the median combined with a Long-Term Disability plan that is competitive with the median plan. 120
### ### #REF! #REF! #REF! #REF!
Your Rank: 25 out of 30 Index: 71
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
A 1st Quartile Mean Median 3rd Quartile
Life and Disablity
Your Rank: 1 out of 29 Index: 535
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A 1st Quartile Mean Median 3rd Quartile
Life Insurance
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
A 1st Quartile Mean Median 3rd Quartile
Short-Term Disability
Your Rank: 8 out of 21 Index: 103
$0
$50
$100
$150
$200
$250
A 1st Quartile Mean Median 3rd Quartile
Long-Term Disability
0%
Life & Disability
Life Insurance
Peer Group Position
• OCPA’s above-median position is the result of
offering a flat $200,000 pay benefit compared to
the median plan that provides a flat pay out of
$33,770.
• Amongst broad-based employee benefits, only
seven peers provide a multiple of pay where the
amount ranges from 1x to 2x pay.
• Twenty-one peers provide a flat dollar payout.
• The maximum Benefit amount ranges from
$10,000 - $500,000.
• Three peers provide employer-paid spouse and
dependent life insurance.
• One peer requires employees to pay 100% of
the plan cost; therefore, no value is generated
General Market Commentary
• The median plan design being 1.5x pay benefit.
• 15% provide a flat benefit plan.
• 85% provide a percent of pay Life Insurance
plan.
• 86% provide a Basic AD&D benefit equal to the
Basic Life Insurance benefit.
• 9% provide employer paid spouse/dependent
Life Insurance.
Key Take Away
OCPA is above the median plan design as a
result of providing a flat payout of $200,000
compared to the median plan that provides a flat
$33,770.
97%
Offer employer-paid
Basic Life Insurance
10%
Offer employer-paid
Spouse/Dependent
Life Insurance
Median Plan
Design
Your Plan
Design
Multiple of Pay Flat
$33,770
Flat $200,000
pay out
Maximum Coverage Amount $33,770 $200,000
Salary Definition Base Pay Base Pay
121
Your Rank: 1 out of 29 Index: 535
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
A 1st Quartile Mean Median 3rd Quartile
Life Insurance
82%
75% 82%
Life & Disability
Short-Term Disability
Peer Group Position
• Short-Term Disability benefit values are based
on amounts payable in the first 6 months of
disability; Sick Leave carryover and LTD
commencing before 6 months of disability are
included in Short-Term Disability.
• OCPA requires the employees to pay for the
Short-Term disability benefit thus resulting in a
$0 value.
• Twenty-seven peers provide all or some weeks
at 100% pay replacement (includes sick leave
carryover).
General Market Commentary
• 78% provide employer-paid coverage
• Typical plan covers 60% of base pay up to 26
weeks with an unlimited weekly benefit
• 42% of participants provide all or a portion of the
disability at 100% pay replacement
Key Take Away
OCPA‘s position is a result of requiring the
employees to pay for the full coverage.
Median Plan Design Your Plan Design
Benefit Value is Generated from
Sick Leave carryover
Salary Definition
Elimination Period
Maximum Weekly
Benefit
122
Your Rank: N/A Index: N/A
$0
$100
$200
$300
$400
$500
$600
$700
$800
A 1st Quartile Mean Median 3rd Quartile
Short-Term Disability
100%
Provide employer-subsidized
Short-Term Disability
82%
82%
Life & Disability
Long-Term Disability
Peer Group Position
• OCPA’s aligned-with-median position is a result
of providing a 60% pay replacement with a
monthly maximum of $5,000 compared to the
median providing a 60% and 40% pay
replacement with an unlimited monthly
maximum.
• Nine peers require employees to pay 100% of
the plan cost; therefore, no value is generated.
• Pay replacement ranges from 60% - 70% with
the median pay replacement being 60%.
• Maximum benefit ranges from $240 - $15,000.
• Eight peers use the Individual selection for the
Social Security offset, while the remaining peers
use the Family selection.
General Market Commentary
• The median pay replacement being 60%.
• Median monthly maximum is $10,000.
• The majority of the peers provide a family Social
Security offset.
Key Take Away
OCPA’s position is a result of providing a 60%
pay replacement with a $5,000 monthly maximum
compared to the median plan providing a 60%
pay replacement for 12 months and 40%
thereafter.
Median Plan Design Your Plan Design
Benefit Variable pay replacement
60% for 12 mos / 40%
thereafter
60% pay replacement
Salary Definition Base pay Base pay
Maximum
Monthly Benefit Unlimited $5,000
Social Security
Offset Family Offset Family Offset
123
Your Rank: 8 out of 21 Index: 103
$0
$50
$100
$150
$200
$250
A 1st Quartile Mean Median 3rd Quartile
Long-Term Disability
95%
Provide employer-subsidized
Long-Term Disability
82%
82%
*Nontraditional benefits are not included in the relative dollar value, rank, or index positioning.
Prevalence Data
Non-Traditional Benefits
Education Assistance
Peer Group Position
• Eighteen peers indicated they had an Education
Assistance plan.
• One peer provides a reimbursement percentage
other than 100%.
• Reimbursement limits amongst the peers range
from $700-$3,000 per year for undergraduate
and graduate.
• Seven peers vary their tuition reimbursement
based on grades.
• None of the peers provide tuition reimbursement
to an employee’s spouse or children.
• Nine peers reported offering a Student Loan
refinancing option where the employer provides
an annual maximum contribution that ranges
from $3,000 - $10,000 among those that
reported an employer contribution.
General Market Commentary
• 82% provide educational assistance.
• The median reimbursement limits is $5,250 per
year for both undergraduate and graduate
courses.
• 78% require employees to payback upon
termination
Educational Assistance Median Plan
Design
Reimbursement % 100%
Maximum Annual Dollar
Limit
$5,250
Require Payback upon
Termination
Yes
Covers Books Yes
62%
31%
Yes No
Student Loan Repayment
Educational Assistance
124
* Percentage based on those that responded.
Non-Traditional Benefits
Additional Benefits
General Market Commentary
• Mercer conducted the 2022 Flexible Working
Policies and Practices survey with 749
respondents and found that the happiest
employees are hybrid workers; 77% report
being able to maintain a reasonable work-life
balance.
• 53% of employers are working to expand the
types of flexibility offered
• 42% offer part-time schedules
• 70% offer flex time (e.g., adjusted
start and stop times)
• 32% have, or are considering
offering, a 4-day workweek to all or
some employees
• 18% offer variable or alternative shifts
• 14% offer phased or flexible
retirement
125
Non-traditional Benefits Yes No Percent
Adoption Benefits 1 14 7%
Business Casual Policy 9 4 69%
Child/Elder Care Assistance 12 4 75%
College Scholarships 0 13 0%
Discount Purchasing 4 11 27%
Employee Assistance Plan 25 1 96%
Executive Company Car 1 10 9%
Financial Planning Assistance 9 6 60%
Flextime 17 2 89%
Formal Training/Professional
Development Program
16 2 89%
Free/Subsidized Parking 13 3 81%
Funeral Leave 16 3 84%
Gambling Addiction Counseling 7 6 54%
Home Computer Offered 7 7 50%
Infertility Services 6 19 24%
Job Sharing 10 5 67%
Lactation Rooms 10 3 77%
Legal Counseling 12 5 71%
Life Insurance - Business
Travel/Accident
6 19 24%
Military Leave 18 0 100%
Non-executive Company Car 1 10 9%
Onsite Child Care 7 7 50%
Onsite Fitness Facility 9 5 64%
Other Employee Company Car 0 11 0%
Paid Maternity Leave 2 26 7%
Paid Parental Leave 16 12 57%
Paid Paternity Leave 1 27 4%
Non-traditional Benefits Yes No Percent
Paid/Subsidized Offsite Fitness
Facility
12 3 80%
Parental/Family Leave 20 5 80%
Pre-Retirement Counseling 22 7 76%
Relocation Allowance 9 5 64%
Sales Employee Company Car 0 11 0%
Satellite Workplace 7 6 54%
Subsidized Eating Facility 1 12 8%
Telecommuting 14 3 82%
Telemedicine 25 1 96%
Wellness Program 21 1 95%
Work at Home Policy 9 4 69%
82%
82%
Appendix
The following supporting documents are being
provided for your reference and were used in the
support of this report.
• Summary of Plan Features – this report displays
participant data imported from Mercer’s national
benefits database and is the basis for the
valuation.
• Methodology – This section details the methods
used by Mercer to value the benefit plans
included in the Summary of Plan Features report
for each comparator organization.
Medical Plan Organization A Organization B Organization C Organization D Plan ID MD0010 MD0020 MD0020 MD0020
General
Plan Type PPO EPO PPO PPO
Plan Type Comments
Plan Status Active Active Active Active
Plan is Out-of-Area Plan No No No No
Plan is a Silent PPO Not Specified Not Specified Not Specified Not Specified Percent Of All Employees Participating
in This Plan
This plan has an HSA/HRA included (If
Yes, data is in the HSA/HRA section, at
bottom)
Yes No Yes Yes
This plan has Post-retirement Medical
Coverage (If yes, data is in the Retiree Medical sections, at bottom) No Yes Yes No
Deductibles
Deductible Levels
Level Individual Individual Individual Individual
In Net %
In Net Amt $1,500.00 $0.00 $1,500.00 $2,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $5,000.00 $3,000.00 $4,000.00
Level Individual + 1 Individual + 1 Individual + 1 Individual + 1 In Net %
In Net Amt $0.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt
Level Family Family Family Family
In Net %
In Net Amt $3,000.00 $0.00 $3,000.00 $4,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $10,000.00 $6,000.00 $8,000.00
Summary of Plan Features
BENEFITS VALUATION ANALYSIS
1 Copyright © 2020 Mercer (US) Inc. All rights reserved.
METHODOLOGY
This section details the methods used by Mercer to value the benefit plans included in the Plan Value Comparisons and Employee Profile Comparisons sections. For each item
discussed, we provide an example illustrating how each plan is valued. Note: Your organization’s plan features may vary somewhat from the examples provided. However, we have
applied these techniques, with adjustments where necessary, to the actual features of your plan.
SECTION CONTENTS
The Methodology contains the following sections:
PRINCIPLES
• Basic methodology
• Market valuation
• Mean use
• Participation
• Personal substitution
NATIONAL COMPOSITE WORKFORCE
▪ Workforce demographics
▪ Target bonuses
▪ Position classification
▪ Cash Compensation
▪ Annual Salary
▪ Bonus
RETIREMENT/SAVINGS
• Defined Benefit plans
• Defined Contribution plans
• Stock Purchase plans
HEALTH/GROUP BENEFITS
• Medical benefits
• Dental benefits
• Dependent Care Spending Accounts
• Health Care Spending Accounts
• Post-retirement Medical benefits
PAID LEAVE
• Paid Time Off
• Vacation
• Holidays
• Personal Leave
• Sick Leave
TIME LOSS BENEFITS
• Life Insurance benefits
• Short-term Disability benefits
• Long-term Disability benefits
126
Appendix
Market
Perspective Compensation Data Source Benefits Data Source CCA Market
Perspective Custom CCA survey Custom CCA survey
Public Sector Mercer Benchmark Database
(Public Sector Scope)
Mercer BVA Database
(Public Sector Scope)
Energy/Utilities Mercer Benchmark Database
(Energy/Utilities Scope)
Mercer BVA Database
(Energy/Utilities Scope)
General Industry Mercer Benchmark Database
(All Organizations Scope)
CCA Compensation and Benefits Study
Benchmarking Methodology: Market Perspectives
128
Job Group Revenue Scope Geographic Adjustment
Executive: CCA
Market
Perspective
Data from the seven CCAs is blended with no adjustment or refinement
See next row
Executive:
Other
perspectives
(including Public
Sector, Energy/
Utilities and
General Market)
Industry-scoped Mercer survey data are used with a
revenue of approximately 0.5x – 2.0x around the following revenue figures:
In addition to the revenue scoping, Mercer has adjusted executive data by 50% of the geo adjustments noted below for non-executives. This is based on detailed analysis of actual executive compensation levels in these locations.
Central Coast Community Energy $560m Central Coast Community Energy Monterey, CA 7.5% Orange County Power Authority $275m Orange County Power Authority Irvine, CA 7.0% Peninsula Clean Energy $426m Peninsula Clean Energy Redwood City, CA 14.5% San Diego Clean Energy $1.2b San Diego Clean Energy San Diego, CA 5.5% Sonoma Clean Power $280m Sonoma Clean Power Santa Rosa, CA 6.5% AVA Energy NA AVA Energy Oakland, CA 10.5%
Clean Power Alliance NA Clean Power Alliance Los Angeles, CA 8.0% Non-Executive
(all
perspectives)
• No Revenue Adjustment Mercer has adjusted non-executive data by the following percentages:
Central Coast Community Energy Monterey, CA 15.0%
Orange County Power Authority Irvine, CA 14.0%
Peninsula Clean Energy Redwood City, CA 29.0%
San Diego Clean Energy San Diego, CA 11.0%
Sonoma Clean Power Santa Rosa, CA 13.0%
AVA Energy Oakland, CA 21.0%
Clean Power Alliance Los Angeles, CA 16.0%
Adjustments are based on the Economic Research Institute geographic assessor for salaries ranging from $30,000 to $300,000, as well as Mercer published survey data
• Data is adjusted to reflect the appropriate organizational size and/or geographic location of each participating CCA. Please see below for more details:
CCA Compensation and Benefits Study
Benchmarking Methodology: Scoping and Geography
129
Non-Executive Positions
2 Summarize 3
nationalized data
into key statistics
Apply CCA & level
specific adjustment
to key statistics
1 Gather and nationalize raw data; add market perspective where appropriate Data Adjustment Example
Data CCCE OCPA PCE SCP SDCP AVA CPA
Raw Submitted Data $210,000 $220,000 $230,000 $240,000 $250,000 $260,000 $270,000 Geo Adj. 115.0% 114.0% 129.0% 113.0% 111.0% 121% 116%
Nationalized Data $182,609 $192,982 $178,295 $212,389 $225,225 $214,876 $232,759 National Statistics OCPA-Specific Statistics
25 %ile $187,795.6 114.0% $214,087.0
Average $205,590.7 114.0% $234,373.4
Median $212,389.4 114.0% $242,123.9
75 %ile $220,050.6 114.0% $250,857.7
130
Element Benchmarking Methodology Details
Benchmark
Job Selection
• Mercer and CCAs selected 36 benchmark jobs with the goal of a representative cross-section by function, job level, etc.
Compensation
Elements
• Primary focus on base salary
• Short-term incentives were also collected to understand total cash compensation levels Benefits
Elements
• Retirement/Savings
• Health/Group (medical, post-retirement medical, and dental) • Paid Leave
• Life Insurance and Disability
Aging/Update
Factors
• Data was aged to July 1, 2024 to represent a “lead/lag” strategy • Aging factor is 4%, based on Mercer Compensation Planning Survey data Adjustments • Role-based adjustments of up to 30% were considered based on level, responsibilities, licensure, or education requirements
• Maximum adjustments are capped at +/- 30% (not including aging or geographic differentials) Scoping/
Geography
• See prior pages
CCA Compensation and Benefits Study
Benchmarking Methodology: Additional Detail
131
82%
82%
Benefits: Summary of Plan and Methodology
The following supporting documents are being
provided for your reference and were used in the
support of this report.
• Summary of Plan Features – this report displays
participant data imported from Mercer’s national
benefits database and is the basis for the
valuation.
• Methodology – This section details the methods
used by Mercer to value the benefit plans
included in the Summary of Plan Features report
for each comparator organization.
Medical Plan Organization A Organization B Organization C Organization D Plan ID MD0010 MD0020 MD0020 MD0020
General
Plan Type PPO EPO PPO PPO
Plan Type Comments
Plan Status Active Active Active Active
Plan is Out-of-Area Plan No No No No
Plan is a Silent PPO Not Specified Not Specified Not Specified Not Specified Percent Of All Employees Participating
in This Plan
This plan has an HSA/HRA included (If
Yes, data is in the HSA/HRA section, at
bottom)
Yes No Yes Yes
This plan has Post-retirement Medical
Coverage (If yes, data is in the Retiree Medical sections, at bottom) No Yes Yes No
Deductibles
Deductible Levels
Level Individual Individual Individual Individual
In Net %
In Net Amt $1,500.00 $0.00 $1,500.00 $2,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $5,000.00 $3,000.00 $4,000.00
Level Individual + 1 Individual + 1 Individual + 1 Individual + 1 In Net %
In Net Amt $0.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt
Level Family Family Family Family
In Net %
In Net Amt $3,000.00 $0.00 $3,000.00 $4,000.00
In Net Tier 2 %
In Net Tier 2 Amt
Out of Net %
Out of Net Amt $10,000.00 $6,000.00 $8,000.00
Summary of Plan Features
BENEFITS VALUATION ANALYSIS
1 Copyright © 2020 Mercer (US) Inc. All rights reserved.
METHODOLOGY
This section details the methods used by Mercer to value the benefit plans included in the Plan Value Comparisons and Employee Profile Comparisons sections. For each item
discussed, we provide an example illustrating how each plan is valued. Note: Your organization’s plan features may vary somewhat from the examples provided. However, we have
applied these techniques, with adjustments where necessary, to the actual features of your plan.
SECTION CONTENTS
The Methodology contains the following sections:
PRINCIPLES
• Basic methodology
• Market valuation
• Mean use
• Participation
• Personal substitution
NATIONAL COMPOSITE WORKFORCE
▪ Workforce demographics
▪ Target bonuses
▪ Position classification
▪ Cash Compensation
▪ Annual Salary
▪ Bonus
RETIREMENT/SAVINGS
• Defined Benefit plans
• Defined Contribution plans
• Stock Purchase plans
HEALTH/GROUP BENEFITS
• Medical benefits
• Dental benefits
• Dependent Care Spending Accounts
• Health Care Spending Accounts
• Post-retirement Medical benefits
PAID LEAVE
• Paid Time Off
• Vacation
• Holidays
• Personal Leave
• Sick Leave
TIME LOSS BENEFITS
• Life Insurance benefits
• Short-term Disability benefits
• Long-term Disability benefits
132
A business of Marsh McLennan Copyright © 2023 Mercer (US) LLC. All rights reserved.
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 10
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Joe Mosca, Chief Executive Officer
Subject: CHIEF EXECUTIVE OFFICER’S REPORT
Date: May 21, 2024
--------------------------------------------------------------------------------------------------------------------- Community Power Plan – Request for Proposal (RFP)
The Community Power Plan RFP is closing on May 24. There is interest in this solicitation and we are hoping to be able to find some strong contractors to help us expedite the development of and implementation of new energy programs. The panel will review proposals in June and will be returning with a recommendation for a contract.
E-Bike Safety and Incentive Pilot Program.
OCPA is launching the E-Bike Safety and Incentive Pilot Program, which aims to promote e-bike usage among OCPA customers aged 18 and above. The incentive will be delivered in the form of a voucher, starting at $600 or $1,500 for income-qualified participants. To receive a voucher, all participants must complete e-bike safety training online and in person. The program aims to serve 100 customers.
NEW Office Space Update
As of May 10, our construction schedule is still pointing to a move in date in August. Staff are in the process of finalizing furniture orders, securing contractors for cabling/security, and are working to create a fully functioning boardroom.
Human Resources Update
Recruitments for the important positions of Director of Power Resources and Director of Communications & External Affairs are underway. The highest qualified candidates will participate in a panel interview in early May, with second-round interviews for the finalists expected in late May.
Events & Stakeholder Outreach
The OCPA team attended the following events and community meetings since our last Board meeting:
City Event Date Time
Irvine Future of Business Town
Hall Thursday, May 2nd 9:30 AM - 11:30 AM
Virtual
ECCLPS Symposium -
Environmental and Climate
Change Literacy Projects
Friday, May 3rd All day
Fullerton Fullerton's Mayor
Breakfast Friday, May 3rd 6:45 AM - 9:00 AM
Newport Beach OC Girl Scouts Voice of
Girls Friday, May 3rd 8:00 AM - 9:00 AM
Irvine CicloIrvine - Open Streets
Event Saturday, May 4th 11:00 AM - 4:00 PM
Garden Grove
ACCOC Leadership
Summit & Board
Installation
Wednesday, May
8th 4:30 PM - 8:30 PM
Buena Park Buena Park Collaborative
Meeting Thursday, May 9th 10:00 AM - 11:00 AM
Fullerton
Fullerton Collaborative
Meeting: Empowering
Fullerton
Monday, May 13th 2:30 PM - 3:30 PM
Irvine Irvine Electric Lawn and
Garden Equipment Demo Tuesday, May 14th 2:00 PM – 4:00 PM We are looking forward to many opportunities to engage with the community and key stakeholders, including:
City Event Date Time
Buena Park
Memorial Day
Remembrance Service
- Buena Park
Monday, May 27th 10:00 AM - 11:00
AM
Irvine Irvine Rotary Meeting Wednesday, May
29th 7:15 AM-8:30 AM
Lake Forest
OC Division Meeting
- League of California
Cities
Thursday, June 6th 6:00 PM - 8:30 PM
Attachments:
A) Non-Power Supply Contracts In Excess of $50,000 to Under $100,000 B) Quarterly Contract Tracker as of March 31. 2024
Orange County Power Authority
Non Power Supply Contracts In Excess of $50,000 to Under $100,000 Item No Vendor Term Contract Amount Brief Service Description Remark 1 Method Technologies 02/01/2023-4/30/2024 See Remark IT Support The Initial term is 1 year with an option for a 1-year renewal. The vendor has agreed to
a month-to-month extension after
1/31/2024. No NTE as costs include
monthly fees that will vary month to month
as services and subscriptions will be
added/removed due to the change of active
users and hourly service rates that will be
billed by time and materials. Total expenses
as of 4/30/2024 was $57,057.95
2 Amperon 5/1/2024-4/30/2025 $ 60,000.00 Load forecasting services A one-year term agreement for short and long-term load forecasting services to
support accurate budget projections and
market assumptions.
No. Vendor Start Date End Date NTE Amount Expenses recorded against contract
Remaining NTE
Amount
Notes Contract
Approved by the
Board?
Contract
Reported to the
Board?
RFP
to be Issued?
1 Baker Tilly (Management Partners, Inc.) 7/1/2023 6/30/2024 75,000.00 31,612.50 43,387.50 HR Consulting Support Yes 2 Balance Public Relations 1/1/2023 9/30/2023 121,500.00 121,500.00 - Strategic Consulting and Audit Compliance Advisory Services. Contract expired. Yes 3 Best Best & Krieger 12/16/2020 See Notes See Notes 2,123,348.96 See Notes General Counsel, Financial & Power Procurement, Regulatory, Labor Related, and Special Legal Services. No NTE amount and contract end date. Costs are variable (time and materials).
Yes RFP was issued on 2/24/2023 with one
proposal rec'd on 3/17/2023. Pending for
Board direction.
4 Calpine Energy Solutions 9/14/2021 9/13/2026 See Notes 3,319,494.46 See Notes Data Management & Call Center Services. NTE and Amount Paid depend on the number of active accounts during the month. Yes 5 Golden Communications 3/1/2022 2/28/2024 140,000.00 127,649.00 12,351.00 Digital Services - Strategic Marketing, Branding, Communications, and Public Education and Outreach Campaign/Program, Website Development Svc
Yes See Remark below
6 Hana Park Place/LBA IV-PPI, LLC 2/9/2021 8/31/2024 See Notes 462,706.57 See Notes Office lease Yes Yes 7 Lakeview Business Center LLC (The Irvine Company) 2/19/2024 See Notes See Notes 39,020.11 See Notes New office lease 15310 Barranca Parkway, Irvine, CA 92618. The agreement was signed February 19, 2024 but the commencement date is approximately 22 weeks from that date. It is for 84 months (to end at the end of the month). The lease agreement does not have an NTE. The first 5 months are abated. Security deposit, 1st month rent and operating expense was paid in Apr-24.
Yes
8 Littler Mendelson P.C. 2/22/2024 12/31/2025 94,900.00 - 94,900.00 Labor and Employment Legal Services Yes 9 Maher Accountancy 1/1/2024 12/31/2024 268,000.00 63,450.01 204,549.99 Accounting Service and Annual Financial Audit Support Yes 10 Method Technologies 2/1/2023 4/30/2024 See Notes 57,057.95 See Notes IT Support - The Initial term is 1 year with an option for a 1-year renewal. The vendor has agreed to a month-to-month extension after 1/31/2024. No NTE as costs include monthly fees that will vary month to month as services and subscriptions will be added/removed due to the change of active users and hourly service rates that will be billed by time and materials.
Yes
11 Newgen Strategies & Solutions 7/19/2023 6/30/2025 495,750.00 79,866.25 415,883.75 Rates Strategies, Budget and Projection Modeling, and FP&A Services, add scope of work to validate PS invoices with 6 months term ending 12/31/2023 NTE $75,000
Yes
12 Orange County Printing Company 7/1/2022 6/30/2024 722,201.60 690,620.68 31,580.92 Print House Services. New quotes to be obtained for next Fiscal Year Yes 13 Pacific Energy Advisors, Inc. 6/9/2021 12/31/2024 1,791,800.00 1,419,942.72 371,857.28 Portfolio Management Services; Amendment 1: Added to scope, back-office support invoice validation NTE 75K Yes Yes - For the additional service
scope of back-office support
invoice validation
service for $75k
14 Pisenti & Brinker See Notes See Notes 84,044.00 54,644.00 29,400.00 External Financial Audit Services. Amendment to extend the terms through the issuance of the final audit report for FY23/24 and increase the contract amount to $79,400 (FY21/22 $21k. FY22/23 $29k. FY23/24 $29.4k). Further amendment to increase the contract amount by $4,644 for the FY21/22 audit services due to unexpected out-of-scope work in connection to the member agency and state audits. The total NTE has been adjusted from $79,400 to $84,044.
Yes
15 Reveille, Inc. 7/1/2023 6/30/2025 2,999,686.00 1,080,478.59 1,919,207.41 Strategic Marketing and Branding Material, PR and Social Media Support Yes 16 San Diego Gas & Electric 7/27/2022 See Notes See Notes - See Notes CCA Service Agreement. Contract term from 7/27/2022 to CCA termination date. Billing provided by SDG&E is set forth in SDG&E's community choice aggregation tariff, as stated in SDG&E’s Electric Rule 23 and SDG&E’s rate schedules. Due to the departure of Unincorporated Orange County in 6/2023, the service agreement with SDG&E has been terminated.
Yes
17 SDI Presence LLC 4/1/2024 3/31/2026 387,636.00 - 387,636.00 Managed IT Support. Approved by Board, result of RFP. Eligible for three (3) one-year renewals. Yes 18 Southern California Edison 3/28/2021 See Notes See Notes 836,587.32 See Notes CCA Service Agreement. Contract term from 3/28/2021 to CCA termination date. Billing provided by SCE is set forth in SCE’s community choice aggregation tariff, as stated in SCE’s Electric Rule 23 and SCE’s rate schedules.
Yes
19 The Energy Authority 4/1/2022 9/3/2026 770,960.00 388,800.00 382,160.00 Scheduling Coordinator, Day Ahead Load Forecasting, and CRR Management Services. Full Service from Commencement Date to 9/3/2026. Amendment to add the load forecast service for $12,160.
Yes Yes - For the
additional service
scope of forecast
service fee for
$12,160
20 Zodiac Solutions LLC 3/1/2022 2/29/2024 260,000.00 128,235.00 131,765.00 Project Management - Strategic Marketing, Branding, Communications, and Public Education and Outreach Campaign/Program Yes 21 CPS HR Consulting 6/26/2023 6/30/2024 54,000.00 18,000.00 36,000.00 Professional services for the executive recruitment for the Chief Operating Officer position and the Power Resources Director position
Yes
22 CPS HR Consulting 8/1/2023 7/31/2024 30,000.00 30,000.00 - Professional services for the executive recruitment for the Chief Executive Officer position. Yes 23 The Energy Federation 7/1/2023 6/30/2024 400,000.00 130,452.02 269,547.98 Online marketplace to sell devices Yes 24 Clean Peaks Energy Services 8/14/2023 12/31/2024 187,500.00 118,230.00 69,270.00 Provide project management services related to OCPA’s return of customers receiving retail electricity service within the City of Huntington Beach to SCE.
Yes
Orange County Power Authority Contracts
As of March 31, 2024
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 11
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Joe Mosca, Chief Executive Officer
Subject: STRATEGIC PLAN PRESENTATION AND DISCUSSION
Date: May 21, 2024
---------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
1. Review 2023-26 Strategic Plan and additional considerations presented by staff.
2. Provide guidance and direction to staff regarding 2024 priorities.
BACKGROUND
The strategic planning process creates an opportunity for collaboration between the Board and staff. In 2023, the Orange County Power Authority (OCPA) Board of Directors (Board) participated in a goal-setting workshop to establish objectives to guide the organization. Nearly a year after the first goal-setting workshop, OCPA has enjoyed much success in its key focus areas.
To help maintain the organization's positive momentum, staff are presenting an opportunity to the Board to review the organization's priorities.
Strategic Plan Development Timeline
• June 16, 2023 – Board Goal Setting Workshop
• July 19, 2023 – Approved OCPA Strategic Plan 2023-2026 • April 8 – Community Advisory Committee reviewed the current OCPA Strategic Plan and developed a list of recommendations for Board consideration • May 6 – OCPA Staff reviewed completed objectives and developed new suggestions • May 13 – Draft strategic plan shared with energy and marketing teams for collaboration • May 21 – 2024 Strategic Plan Presentation and Discussion • June 18 – Final 2024 OCPA Strategic Plan proposed to Board The strategic plan created by the Board covers FY2023-24 through FY2025-26. While the focus areas are still very relevant, we have accomplished many of the previously adopted objectives, so we are seeking guidance on new objectives. This yearly review will provide an opportunity for the Board to review and refocus strategic objectives.
ANALYSIS AND DISCUSSION
The Board is encouraged to review various considerations presented by staff and the Community Advisory Committee or request new objectives. Staff will note direction provided and return an updated draft of the strategic plan to the meeting on June 18.
Strategic Workshop Agenda & Goals
• Overview
• Opening remarks - Chair
• Review OCPA Mission and Vision statements
• Review and consider Key Focus Areas
• Make updates to Key Focus Areas, if needed
• Review objectives from 2023-2026, completed and pending • Review new objectives presented by staff
• Create new objectives to guide staff
Ground Rules and Expectations
To make the most of this session, participants should:
• Keep discussions focused on the agenda to maintain productivity • Encourage everyone to contribute their own ideas
• Listen attentively, seek to understand
• Allow each person to finish their thoughts before responding • Feedback should be solution-oriented
• Avoid distractions
There will be no board action taken for this item.
FISCAL IMPACT
N/A
ATTACHMENT
Attachment A – OCPA Strategic Plan 2023-26
Attachment B – Draft OCPA Strategic Plan 2024 update
1 1 Created July 07, 2023. Updated March 31, 2024.
OCPA Mission Statement
Provide renewable energy at competitive rates and equitably reinvest to support sustainable communities.
2 2 Created July 07, 2023. Updated March 31, 2024.
OCPA Vision Statement
Our vision is to think globally and act locally
by empowering our communities with choice in energy needs.
We are committed to transforming the energy landscape,
driving a sustainable future and beyond by empowering
and enabling our communities, and ensuring that
no community is left behind in this transition to renewable energy. 3 3 Created July 07, 2023. Updated March 31, 2024.
Key Focus Areas
Attracting and Increasing Member Agencies
Financial Sustainability
Energy Procurement
Rebuilding Public Trust
Branding/Marketing Communications/Public Outreach & Engagement Recruitment and Retention of a Talented Team
4 4 Created July 07, 2023. Updated March 31, 2024.
GOAL DEADLINE RESPONSIBLE PARTY STATUS
Attracting and Increasing Member Agencies
Conduct an annual survey of potential member agencies’ interests and needs. Q4 2023 CEO
Create and develop an outreach strategy that educates potential new member agencies on the benefits of CCAs. Q4 2023 Communications & External Affairs Ongoing Conduct quarterly meetings with policy staff from potential member agencies to engage in discussions about strategies to reduce greenhouse gas emissions, promote electrifications, and identify funding sources.
Q4 2023 CEO Ongoing
Attract two new member agencies. Annually CEO In Progress 5 5 Created July 07, 2023. Updated March 31, 2024.
GOAL DEADLINE RESPONSIBLE PARTY STATUS
Financial Sustainability
Establish long-term disciplined fiscal and operational strategies to obtain an investment-grade credit rating in 2027. Q4 2023 CFO Complete/Ongoing Ensure rates are sufficient to generate returns and meet expenses, aiming to have the Rate Stabilization Reserves Fund in the range of 30-50% of total operating expenses from FY2024/2025 through FY2026/2027.
Annual Rate
Approval
Timeframe
(December Every
Year)
CFO/CEO Complete/
Ongoing
Conduct an annual rate design workshop with the Board to review and refine rate structures. Q4 Every Year CFO Complete/Ongoing Implement a new forecasting function that integrates software and resources to enhance insights, planning, and reporting capabilities. Q4 2024 Director of Power Services/CFO Perform a comprehensive Cost-of-Service analysis and design retail rates. Q3 2026 CFO
Achieve cost savings in energy procurement through the
implementation of structured financing. 2028 Director of Power Services/CFO/CEO 6 6 Created July 07, 2023. Updated March 31, 2024.
GOAL DEADLINE RESPONSIBLE PARTY STATUS
Energy Procurement
Create/adopt energy procurement policy to guide future power purchase agreements. Q4 2023 Director of Power Services/ CEO Complete Contract for renewable Power Purchase Agreements that will ensure 100% of OCPA’s electric demand by 2030. Ongoing Director of Power Services/ CEO Ongoing Establish contracts for the development of small-scale local distributed storage facilities with a capacity of 1-5 MW each. Q4 2024 Director of Power Services/ CEO Establish precise metrics and effective tools that can proficiently identify, avoid, and mitigate market and credit risks for OCPA. Q1 2024 Director of Power Services/
CFO/CEO
Allocate resources to invest in new renewable and energy storage technologies. Q4 2024 Director of Power Services/ CFO/CEO Forge partnerships with other CCAs to acquire shared resources, mitigate development risks, and capitalize on economies of scale. Q3 2024 Director of Power Services/ CFO/CEO 7 7 Created July 07, 2023. Updated March 31, 2024.
GOAL DEADLINE RESPONSIBLE PARTY STATUS
Rebuilding Public Trust
Complete 24-point Improvement Plan. Q4 2023 CEO/CFO Complete Educate the public on the mission, vision, values, and benefits of OCPA. Ongoing Communications & External Affairs Complete/ Ongoing
Continue building relationships with media outlets, create a steady drumbeat of news and milestones and cultivate an increase in neutral and positive stories.
Ongoing Communications & External Affairs Complete/
Ongoing
Continue building positive relationships with non-governmental organizations, including businesses advocacy and trade associations, multicultural organizations, community-based-organizations and environmental and sustainability.
Ongoing Communications & External Affairs Complete/
Ongoing
Develop a sustained outreach program to elected officials and their staff. Q4 2023 Communications & External Affairs Complete/Ongoing Establish potential grant opportunities for member agencies and customers. Q3 2024 Communications & External Affairs
Launch the development of a community power plan with a focus on engaging member agencies on the type of customer programs that are most useful and relevant and a customer programs implementation plan.
Q2 2024 Communications & External Affairs
8 8 Created July 07, 2023. Updated March 31, 2024.
GOAL DEADLINE RESPONSIBLE PARTY STATUS
Branding/Marketing Communications/ Public Outreach & Engagement Conduct primary research (survey and focus groups) to establish baseline awareness. Q3 2023 Communications & External Affairs Complete Conduct tracking surveys annually in July 2024, 2025, and 2026. Ongoing Communications & External Affairs Develop crisis communications/issues management plan. Q3 2023 Communications & External Affairs Complete Leverage key insights from the primary research to refresh the existing marketing communications/public outreach and engagement plan. Q4 2023 Communications & External Affairs Complete Update public outreach materials (e.g., website, brochures, fact sheets). Q3 2023 Communications & External Affairs Complete Launch new brand campaign that is informed by primary research. Q4 2023 Communications & External Affairs Complete Develop and implement Supplier Diversity Plan that is consistent with state responsibilities and policies in place in member agencies. Q4 2023 Communications & External
Affairs/Regulatory & Legislative/Power
Procurement
Complete
Consider re-naming the entity to attract member agencies outside the region. Develop a naming strategy with creative rationale and new name options (July 2023). Test new names during the July/August 2023 survey and subsequent focus groups in September.
Q4 2023 Communications & External Affairs Complete
9 9 Created July 07, 2023. Updated March 31, 2024.
GOAL DEADLINE RESPONSIBLE PARTY STATUS
Recruitment and Retention of a Talented Team
Recruit permanent Chief Executive Officer. Q4 2023 Board of Directors Complete Retain Executive Search Firm to assist with recruitment of Director of Power Services and Chief Operations Officer. Q3 2023 CEO Complete Recruit Chief Operations Officer. Q2 2024 CEO
Recruitment of open positions. Q4 2024 H.R./CEO Complete/ In Progress
Implementation of Cost-of-Living Increase. Q1 2024 CFO/CEO Complete Collaborate with other California CCAs on a comprehensive classification study and salary survey or pursue the development of a OCPA specific comprehensive classification study and salary survey if no joint effort is possible.
Q4 2023 H.R./CFO/CEO In Progress
Establish and sustain a high-performing agency while developing comprehensive plans for remote, hybrid, and in-person work through internal guidelines.
Q4 2023 H.R./CFO/CEO Complete/
Ongoing
1010 Created July 07, 2023. Updated March 31, 2024.
Rules of Engagement
A set of operating principles to guide conduct, communication, and relationships as the Board fulfills its duties. Rules of Engagement are created to set standards of excellence and best practices for board governance, decision-making, communication, and interaction. Rules of Engagement can also be extended and adopted for an entire organization to guide conduct internally and beyond the organization (community, customers, stakeholders, and general public).
Rules of Engagement are:
• Clear expectations and accountability on how you will conduct yourselves. • Best practices in decision-making, communication, collaboration, and governance. • How you will guide your behavior with each other.
• How you will work together and work with others.
OCPA Board to consider adopting the following Rules of Engagement at the July Board Meeting
1. We will be mindful and ensure our energies focus on our mission statement, goals, and principles.
2. We will function as a team with a commitment to excellence. We will treat each other with trust, respect, and dignity, working together with openness, honesty, and integrity while fostering camaraderie and mutual support.
DRAFT - 2024 Revision
1 1 DRAFT – 2024 Revision – for discussion only
OCPA Mission Statement
Provide renewable energy at competitive rates and
equitably reinvest to support sustainable communities.
2 2 DRAFT – 2024 Revision – for discussion only
OCPA Vision Statement
Our vision is to think globally and act locally
by empowering our communities with choice in energy needs.
We are committed to transforming the energy landscape,
driving a sustainable future and beyond by empowering
and enabling our communities, and ensuring that
no community is left behind in this transition to renewable energy. 3 3 DRAFT – 2024 Revision – for discussion only
Key Focus Areas
Attracting and Increasing Member Agencies
Financial Sustainability
Energy Procurement
Rebuilding Public Trust
Branding/Marketing Communications/Public Outreach & Engagement Recruitment and Retention of a Talented Team
Proposed
Key Focus Areas Strategic Goals
Attracting and Increasing Member Agencies Enrich and Grow the OCPA Community Financial Sustainability Prioritize Fiscal Sustainability & Affordability Energy Procurement Move Toward a More Sustainable Electric Grid Rebuilding Public Trust Raise Awareness of OCPA & Inform People on the Advantages of Clean Energy Branding, Marketing, Communications, Engagement & Public Outreach
Recruitment and Retention of a Talented Team Build an Exceptional Team 4 4 DRAFT – 2024 Revision – for discussion only
Focus Area: Attracting and Increasing Member Agencies OR Enriching and Expanding the OCPA Community
Expected
Completion Date Assigned To
Objective 1 Conduct an annual survey of prospective member agencies’ interests and needs.
Q1 2025 CEA
Objective 2 Conduct quarterly meetings with policy staff from potential member agencies to discuss strategies to reduce greenhouse gas emissions, promote electrification, and identify funding sources.
Quarterly CEA
Objective 3 Host Quarterly Business Roundtables at OCPA to gather insights on programs and offerings that incentivize businesses to endorse the agency.
Quarterly CEA
Objective 4 Host four community town halls to introduce programs and agency updates. Quarterly CEA Objective 5 Produce webinars on billing, programs, and OCPA general information. Quarterly CEA Objective 6 Engage key stakeholders in prospective member agencies to promote OCPA's mission and benefits to member agencies and customers.
Monthly CEA
Objective 7 Develop and implement a strategy for identifying, educating, and enrolling new member agencies.
CEA
5 5 DRAFT – 2024 Revision – for discussion only
Focus Area: Achieve Financial Stability Expected
Completion Date Assigned To
Objective 1 Maintain strong and stable financial growth by ensuring that OCPA rates are sufficient to generate returns and meet expenses.
January 2025 Fintech
Objective 2 Build the Rate Stabilization Reserves Fund to be in the range of 30-50% of total operating expenses starting FY2024/25.
June 2024 Fintech
Objective 3 Partner with a professional load forecasting consultant to develop and maintain 5-year long-term load forecasting and 15-day short-term load forecast, aiming to improve accuracy and mitigate financial risks.
Q4 2024 Fintech
Objective 4 Engage with a professional credit rating consultant to develop strategic planning aimed at obtaining a credit rating in 2027.
Q1 2025 Fintech
Objective 5 Create a comprehensive walkthrough of the OCPA Rate Design, aligning it with the projected 12-month revenue requirement for CY2025.
January 2025 Fintech
Objective 6 Reassess OCPA's Product Offerings, ensuring the integration of the most cost-effective and appropriate renewable resources.Q4 2024 Fintech Objective 7 Develop relationships with financial institutions capable of offering prepay structured financing services on PPAs with power suppliers.
June 2025 Fintech
6 6 DRAFT – 2024 Revision – for discussion only
Focus Area: Energy Procurement OR
Attain 100% Renewable Energy by 2030
Expected
Completion Date Assigned To
Objective 1 Implement the first OCPA Feed-in Tariff Pilot Program, establishing contracts for developing small-scale locally distributed storage facilities with a 1-5 MW capacity each.
Power
Resources
Objective 2 Establish precise metrics and effective tools to proficiently identify, avoid, and mitigate market and credit risks for OCPA.
Power
Resources
Objective 3 Create local partnerships with clean technology companies to advance emerging long-term energy storage and technologies.
Power
Resources
Objective 4 Forge partnerships with other CCAs to acquire shared resources, mitigate development risks, and capitalize on economies of scale.
Power
Resources
Objective 5 Create a roadmap to 100% renewable energy by 2030 with measurable milestones, including mid-term reliability resources.
Power
Resources
Objective 6 Create partnerships with member agencies to identify local development opportunities.
Power
Resources
Objective 7 Release at least two (2) long-term solicitations for renewable energy resources.
Power
Resources
7 7 DRAFT – 2024 Revision – for discussion only
Focus Area: Raising Awareness of OCPA &
Informing People on the Advantages of Clean Energy
Expected
Completion Date Assigned To
Objective 1 Launch the Community Power Plan emphasizing diverse customer engagement, which will support the creation of customer programs in the upcoming years.
January 2025 CEA
Objective 2 Communicate in culturally relevant ways by providing easily accessible information in multiple languages to reach diverse communities.
Monthly CEA
Objective 3 Continue building relationships with media outlets, creating a steady drumbeat of news around milestones, and sustaining balanced and positive stories.
Monthly CEA
Objective 4 Continue building positive relationships with non-governmental organizations, including business advocacy and trade associations, multicultural organizations, community-based organizations, and environmental and sustainability organizations.
Monthly CEA
Objective 5 Develop a sustained outreach program for elected officials and their staff. CEA Objective 6 Establish grant opportunities for member agencies and customers to support electrification and energy efficiency.
June 2025 CEA
Objective 7 Conduct tracking surveys annually in July 2024, 2025, and 2026 to measure awareness and perceptions.
Q3 2024 CEA
Objective 8 Develop and implement a Supplier Diversity Plan that encourages doing business with OCPA and promotes diversity and inclusion for all OCPA communities.
Q1 2025 CEA
Objective 9 Create and implement an outreach plan rengaging customers who previously opted out to encourage re-enrollment of at least 2% of non-OCPA customers.
Q4 2024 CEA
8 8 DRAFT – 2024 Revision – for discussion only
Focus Area: Retain and Recruit Qualified, Talented, And Diverse Members for the OCPA Team
Expected
Completion Date Assigned To
Objective 1 Recruit Chief Operations Officer and all open positions in the 2024/2025 FY approved staffing plan.
June 2025 Admin/HR
Objective 2 Expand employee professional development to include briefings with all OCPA teams for new staff and make learning sessions available to other team members to encourage continued collaboration.
Quarterly Admin/HR
Objective 3 Foster high employee engagement by establishing quarterly team-building opportunities for the OCPA team.
Quarterly Admin/HR
Objective 4 Hold an annual OCPA team offsite meeting to encourage planning, collaboration, and learning.
Q3 2024 Admin/HR
9 9 DRAFT – 2024 Revision – for discussion only
COMPLETED GOALS
July 2023 – May 2024
Key Focus Area Objective Team
Recruitment and Retention of
a Talented Team Recruit permanent Chief Executive Officer. Admin/HR Recruitment and Retention of
a Talented Team
Retain Executive Search Firm to assist with recruitment of Director of Power Services and Chief Operations Officer. Admin/HR
Recruitment and Retention of
a Talented Team Recruitment of open positions. Admin/HR Recruitment and Retention of
a Talented Team Implementation of Cost-of-Living Increase. Fintech Recruitment and Retention of
a Talented Team
Collaborate with other California CCAs on a comprehensive classification study and salary survey or pursue the development of a OCPA specific comprehensive classification study and salary survey if no joint effort is possible.
Fintech/HR
Recruitment and Retention of
a Talented Team
Establish and sustain a high-performing agency while developing comprehensive plans for remote, hybrid, and in-person work through internal guidelines. Fintech/HR Rebuilding Public Trust Complete 24-point Improvement Plan. Fintech/CEA Rebuilding Public Trust Continue building relationships with media outlets, create a steady drumbeat of news and milestones and cultivate an increase in neutral and positive stories. CEA Rebuilding Public Trust
Continue building positive relationships with non-governmental organizations, including businesses advocacy and trade associations, multicultural organizations, community-based-organizations and environmental and sustainability.
CEA
Branding/Marketing
Communications/ Public
Outreach & Engagement
Conduct primary research (survey and focus groups) to establish baseline awareness.
CEA
1010 DRAFT – 2024 Revision – for discussion only
Branding/Marketing
Communications/ Public
Outreach & Engagement
Develop crisis communications/issues management plan. CEA Branding/Marketing
Communications/ Public
Outreach & Engagement
Leverage key insights from the primary research to refresh the existing marketing communications/public outreach and engagement plan. CEA Branding/Marketing
Communications/ Public
Outreach & Engagement
Update public outreach materials (e.g., website, brochures, fact sheets). CEA Branding/Marketing
Communications/ Public
Outreach & Engagement
Launch new brand campaign that is informed by primary research. CEA Branding/Marketing
Communications/ Public
Outreach & Engagement
Consider re-naming the entity to attract member agencies outside the region.
Develop a naming strategy with creative rationale and new name options (July 2023). Test new names during the July/August 2023 survey and subsequent focus groups in September.
CEA
Financial Sustainability Establish long-term disciplined fiscal and operational strategies to obtain an investment-grade credit rating in 2027. Fintech Financial Sustainability
Ensure rates are sufficient to generate returns and meet expenses, aiming to have the Rate Stabilization Reserves Fund in the range of 30-50% of total operating expenses from FY2024/2025 through FY2026/2027.
Fintech
Financial Sustainability Conduct an annual rate design workshop with the Board to review and refine rate structures. Fintech
Energy Procurement Create/adopt energy procurement policy to guide future power purchase agreements.
Power
Resources