Resolution No. 2025-xx
Date Approved: May 12, 2025
APPROVED AND ADOPTED this 12th day of May, 2025.
________________________________
Susan Sonne, Chairwoman
Orange County Power Authority
ATTEST:
______________________________
Pat Jacquez-Nares, Authority Secretary
Orange County Power Authority
CONFLICT OF INTEREST CODE
OF
ORANGE COUNTY POWER AUTHORITY
(Amended September 17, 2024 May 12, 2025)
The Political Reform Act (Gov. Code§ 81000, et seq.) requires state and local government agencies to adopt and promulgate conflict of interest codes. The Fair Political Practices Commission has adopted a regulation (2 Cal. Code of Regs. § 18730) that contains the terms of a standard conflict of interest code which can be incorporated by reference in an agency's code. After public notice and hearing Section 18730 may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act. Therefore, the terms of 2 California Code of Regulations Section 18730 and any amendments to it duly adopted by the Fair Political Practices Commission are hereby incorporated by reference. This regulation (attached) and the attached Appendix designating officials and employees and establishing disclosure categories, shall constitute the conflict of interest code of Orange County Power Authority (Authority).
All officials and designated positions required to submit a statement of economic interests shall file their statements with the Board Secretary as the Authority's Filing Officer. The Board Secretary shall make and retain a copy of all statements filed by the Board of Directors and Chief Executive Officer, and forward the originals of such statements to the Clerk of the Board of Supervisors of the County of Orange. The Chief Executive Officer shall retain the original statements filed by all other officials and designated positions and will make all retained statements available for public inspection and reproduction during regular business hours. (Gov. Code§ 81008.)
APPENDIX
CONFLICT OF INTEREST CODE
OF
ORANGE COUNTY POWER AUTHORITY
(Amended September 17, 2024 May 12, 2025)
PART "A"
OFFICIALS WHO MANAGE PUBLIC INVESTMENTS
Officials who manage public investments, as defined by 2 Cal. Code of Regs. §18700.3(b), are NOT subject to the Authority's Code but must file disclosure statements under Government Code Section 87200 et seq. [Regs. § 18730(b)(3)] It has been determined that the positions listed below are Officials who manage public investments1
. These positions are listed here for informational purposes only.
Board of Directors
Board of Directors, Alternate(s) Chief
Executive Officer
Chief Financial Officer
Chief Operating Officer
Treasurer/Auditor Investment
Consultant
App. A-1
1 Individuals holding one of the above-listed positions may contact the Fair Political Practices Commission for assistance or written advice regarding their filing obligations if they believe that their position has been categorized incorrectly. The Fair Political Practices Commission makes the final determination whether a position is covered by § 87200.
DESIGNATED POSITIONS
GOVERNED BY THE CONFLICT OF INTEREST CODE
DESIGNATED POSITIONS' DISCLOSURE CATEGORIES
TITLE OR FUNCTION ASSIGNED
[Position designated 87200 filer]
Controller
1 2
General Counsel 1 2
All Directors (Various Departments/Divisions)
Director of Power Resources
1 2
Director of Communications & External Affairs 1, 2
Director of Finance & Data Analytics 1, 2
–
App. A-2
DESIGNATED POSITIONS
GOVERNED BY THE CONFLICT OF INTEREST CODE
DESIGNATED POSITIONS' DISCLOSURE CATEGORIES
TITLE OR FUNCTION ASSIGNED
All Managers (Various Departments/Divisions)
Regulatory & Legislative Manager 3, 4
External Affairs Manager 3, 4
Community Engagement Manager 5
Energy Programs Manager 5
Finance & Risk Manager 5
Rate and Billings Operations Manager 5
Data & Systems Manager 5
Trading Manager 5
Policy Advisor 5
All Analysts “All” (Various Departments) 5
Energy Programs Analyst 5
Energy Contract & Compliance Analyst 5
Financial Analyst 5
Data Analyst 5
Data Systems Analyst 5
Management Analyst 5
Risk Management Analyst 5
Senior Management Analyst 5
Consultants and New Positions2
2 Individuals serving as a consultant as defined in FPPC Reg 18700.3(a) or in a new position created since the code was last approved that makes or participates in the making of decisions must file under the broadest disclosure category set forth in this code subject to the following limitation:
The Chief Executive Officer may determine that, due to the range of duties or contractual obligations, it is more appropriate to assign a limited disclosure requirement. A clear explanation of the duties and a statement of the extent of the disclosure requirements must be in a written document (Gov. Code §82019; Regs 18219 and 18734). The general manager’s determination is a public record and shall be retained for public inspection in the same manner and location as this conflict of interest code (Gov.
Code §81008).
PART "B"
DISCLOSURE CATEGORIES
The disclosure categories listed below identify the types of economic interests that the designated position must disclose for each disclosure category to which the designated is assigned.3 "Investment" means financial interest in any business entity (including a consulting business or other independent contracting business) and are reportable if they are either located in, doing business in, planning to do business in, or have done business during the previoustwo yearsin the jurisdiction of the Authority.
Category 1: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments.
Category 2: All interests in real property which is located in whole or in part within, or not more than two (2) miles outside, the boundaries of the Authority, including any leasehold, beneficial or ownership interest or option to acquire property.
Category 3: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that are engaged in land development, construction or the acquisition or sale of real property within the jurisdiction of the Authority.
Category 4: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, vehicles or equipment of a type purchased or leased by the Authority.
Category 5: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, vehicles or equipment of a type purchased or leased by the designated position's department, unit or division.
App. B-1
3 This conflict of interest code does not require the reporting of gifts from outside this agency’s jurisdiction if the source does not have some connection with or bearing upon the functions or duties of the position. (Reg. 18730.1)
Declaration for Non-County Local Agencies
I have been designated as the appropriate official to submit this agency's proposed conflict of interest code or code amendment.
I certify that this agency's conflict of interest code accurately designates all positions that make or participate in the making of governmental decisions, and that the disclosure categories assigned to those positions accurately require the disclosure or all investments, business positions, interests in real property, and sources or income that may foreseeably be affected materially by the decisions made by those holding designated positions, I further certify that the code includes all other provisions required by Government Code section 87302,
I certify that the proposed code or code amendment has been reviewed and approved by the agency's governing body and its highest official (chief executive officer, general manager, superintendent, chair, etc,), I declare that the above is true and correct.
Signature
CEO
Orange County Power Authority
Agency
[DATE]
CONFLICT OF INTEREST CODE
OF
ORANGE COUNTY POWER AUTHORITY
(Amended May 12, 2025)
The Political Reform Act (Gov. Code§ 81000, et seq.) requires state and local government agencies to adopt and promulgate conflict of interest codes. The Fair Political Practices Commission has adopted a regulation (2 Cal. Code of Regs. § 18730) that contains the terms of a standard conflict of interest code which can be incorporated by reference in an agency's code. After public notice and hearing Section 18730 may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act. Therefore, the terms of 2 California Code of Regulations Section 18730 and any amendments to it duly adopted by the Fair Political Practices Commission are hereby incorporated by reference. This regulation (attached) and the attached Appendix designating officials and employees and establishing disclosure categories, shall constitute the conflict of interest code of Orange County Power Authority (Authority).
All officials and designated positions required to submit a statement of economic interests shall file their statements with the Board Secretary as the Authority's Filing Officer. The Board Secretary shall make and retain a copy of all statements filed by the Board of Directors and Chief Executive Officer, and forward the originals of such statements to the Clerk of the Board of Supervisors of the County of Orange. The Chief Executive Officer shall retain the original statements filed by all other officials and designated positions and will make all retained statements available for public inspection and reproduction during regular business hours. (Gov. Code§ 81008.)
APPENDIX
CONFLICT OF INTEREST CODE
OF
ORANGE COUNTY POWER AUTHORITY
(Amended May 12, 2025)
PART "A"
OFFICIALS WHO MANAGE PUBLIC INVESTMENTS
Officials who manage public investments, as defined by 2 Cal. Code of Regs. §18700.3(b), are NOT subject to the Authority's Code but must file disclosure statements under Government Code Section 87200 et seq. [Regs. § 18730(b)(3)] It has been determined that the positions listed below are Officials who manage public investments1
. These positions are listed here for informational purposes only.
Board of Directors
Board of Directors, Alternate(s) Chief
Executive Officer
Chief Financial Officer
Chief Operating Officer
Treasurer/Auditor Investment
Consultant
App. A-1
1 Individuals holding one of the above-listed positions may contact the Fair Political Practices Commission for assistance or written advice regarding their filing obligations if they believe that their position has been categorized incorrectly. The Fair Political Practices Commission makes the final determination whether a position is covered by § 87200.
DESIGNATED POSITIONS
GOVERNED BY THE CONFLICT OF INTEREST CODE
DESIGNATED POSITIONS' DISCLOSURE CATEGORIES
TITLE OR FUNCTION ASSIGNED
[Position designated 87200 filer]
Controller
1 2
General Counsel 1 2
All Directors (Various Departments/Divisions) 1 2
Director of Power Resources 1 2
Director of Communications & External Affairs 1 2
Director of Finance & Data Analytics 1 2
App. A-2
DESIGNATED POSITIONS
GOVERNED BY THE CONFLICT OF INTEREST CODE
DESIGNATED POSITIONS' DISCLOSURE CATEGORIES
TITLE OR FUNCTION ASSIGNED
All Managers (Various Departments/Divisions)
Regulatory & Legislative Manager 3, 4
External Affairs Manager 3, 4
Community Engagement Manager 5
Energy Programs Manager 5
Finance & Risk Manager 5
Rate and Billings Operations Manager 5
Data & Systems Manager 5
Trading Manager 5
Policy Advisor 5
Analysts “All” (Various Departments) 5
Consultants and New Positions2
2 Individuals serving as a consultant as defined in FPPC Reg 18700.3(a) or in a new position created since the code was last approved that makes or participates in the making of decisions must file under the broadest disclosure category set forth in this code subject to the following limitation:
The Chief Executive Officer may determine that, due to the range of duties or contractual obligations, it is more appropriate to assign a limited disclosure requirement. A clear explanation of the duties and a statement of the extent of the disclosure requirements must be in a written document (Gov. Code §82019; Regs 18219 and 18734). The general manager’s determination is a public record and shall be retained for public inspection in the same manner and location as this conflict of interest code (Gov.
Code §81008).
PART "B"
DISCLOSURE CATEGORIES
The disclosure categories listed below identify the types of economic interests that the designated position must disclose for each disclosure category to which the designated is assigned.3 "Investment" means financial interest in any business entity (including a consulting business or other independent contracting business) and are reportable if they are either located in, doing business in, planning to do business in, or have done business during the previoustwo yearsin the jurisdiction of the Authority.
Category 1: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments.
Category 2: All interests in real property which is located in whole or in part within, or not more than two (2) miles outside, the boundaries of the Authority, including any leasehold, beneficial or ownership interest or option to acquire property.
Category 3: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that are engaged in land development, construction or the acquisition or sale of real property within the jurisdiction of the Authority.
Category 4: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, vehicles or equipment of a type purchased or leased by the Authority.
Category 5: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, vehicles or equipment of a type purchased or leased by the designated position's department, unit or division.
App. B-1
3 This conflict of interest code does not require the reporting of gifts from outside this agency’s jurisdiction if the source does not have some connection with or bearing upon the functions or duties of the position. (Reg. 18730.1)
Declaration for Non-County Local Agencies
I have been designated as the appropriate official to submit this agency's proposed conflict of interest code or code amendment.
I certify that this agency's conflict of interest code accurately designates all positions that make or participate in the making of governmental decisions, and that the disclosure categories assigned to those positions accurately require the disclosure or all investments, business positions, interests in real property, and sources or income that may foreseeably be affected materially by the decisions made by those holding designated positions, I further certify that the code includes all other provisions required by Government Code section 87302,
I certify that the proposed code or code amendment has been reviewed and approved by the agency's governing body and its highest official (chief executive officer, general manager, superintendent, chair, etc,), I declare that the above is true and correct.
Signature
CEO
Orange County Power Authority
Agency
[DATE]
NOTICE OF INTENTION TO AMEND THE
CONFLICT OF INTEREST CODE OF THE
ORANGE COUNTY POWER AUTHORITY
NOTICE IS HEREBY GIVEN that the Orange County Power Authority (the “Authority”) intends to amend its Conflict of Interest Code (the “Code”) pursuant to Government Code Section 87306.
The Appendix of the Code designates those employees, members, officers, and consultants who make or participate in the making of decisions and are subject to the disclosure requirements of the Authority’s Code. The Authority’s proposed amendment is to include new positions, revise disclosure categories, the revisione of the a titles of existing positions and deletes the individual position titles, delete titles of positions and clarifies real property disclosure.
The proposed amended Code will be considered by the Board of Directors on September 17, 2024May 12, 2025, at 10:00 a 4:30 p.m. at 5310 Barranca Parkway, Suite 250, Irvine, California. Any interested person may be present and comment at the public meeting or may submit written comments concerning the proposed amendment. Any comments or inquiries should be directed to the attention of Board Secretary, 15310 Barranca Parkway, Suite 250, Irvine, CA 92618; (949) 767-8719. Written comments must be submitted no later than 104:30:00 a p.m. on September 17, 2024 May 12, 2025.
The proposed amended Code may be reviewed at, and copies obtained from, the office of the Board Secretary at Orange County Power Authority, 15310 Barranca Parkway, Suite 250, Irvine, California, during regular business hours.
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.1
-------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Tiffany Law, Chief Financial Officer
Approved by: Joe Mosca, Chief Executive Officer
Subject: FISCAL YEAR 2025/2026 BUDGET FRAMEWORK
Date: May 12, 2025
--------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Receive and File.
DISCUSSION
Staff will present the Fiscal Year 2025/2026 Budget Framework, which will include an overview of the general principles guiding the Orange County Power Authority’s (OCPA) budgeting process, along with a timeline for the preparation and adoption of the FY2025/2026 budget.
FISCAL IMPACT
None
ATTACHMENTS
None
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.2
-------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Louis Ting, Director of Power Resources
Steven Halligan, Regulatory and Legislative Manager
Approved by: Joe Mosca, Chief Executive Officer
Subject: SUSTAINABLE WORKFORCE GUIDELINES DISCUSSION
Date: May 12, 2025
--------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Review and provide staff direction.
BACKGROUND
As a public agency committed to advancing clean energy and supporting equitable economic development, Orange County Power Authority (OCPA) recognizes the importance of fostering a sustainable, local workforce to meet its long-term operational and climate goals.
In alignment with California’s clean energy transition, state legislation such as SB 350, SB 100, and AB 841 emphasizes the importance of high-quality jobs, workforce training, and support for underrepresented communities. Several Community Choice Aggregators (CCAs) in California have developed sustainable workforce approaches to ensure the benefits of clean energy programs and activities are equitably distributed across their communities. These approaches often include considerations for local hiring, power procurement practices, and support for local electrical energy projects.
OCPA is seeking feedback on establishing a set of workforce development guidelines that align with the goals of our member agencies. These guidelines aim to support local economic growth, enhance project delivery through a skilled labor pool, and reflect our core values of equity, accountability, and sustainability.
ANALYSIS AND DISCUSSION
OCPA staff have conducted broad outreach and research into the workforce development approaches used by other CCAs and local jurisdictions, including cities and Joint Powers Authorities. OCPA stakeholder outreach has included meetings with multiple environmental and labor groups. OCPA staff will present on findings and potential paths forward and seek feedback from the Board.
In developing these sustainable workforce guidelines, OCPA will consider a range of best practices and frameworks that promote equity, job quality, and workforce development aligned with our mission. Based on extensive research, OCPA staff have found that CCA’s in California have a wide range of approaches - some emphasizing flexible guidelines, especially among newer agencies, while more established entities may have developed more comprehensive workforce strategies over time.
Key considerations in the development of potential guidelines include:
• Job Quality Standards: Encouraging or requiring the use of prevailing wages, benefits, and workplace safety standards to ensure fair compensation and working conditions. • Apprenticeship and Training Programs: Supporting the use of state-certified apprenticeship programs and pre-apprenticeship pipelines that prepare workers— particularly from underserved communities—for careers in the clean energy sector. • Local and Targeted Hire: Including provisions that prioritize the hiring of workers from local jurisdictions, disadvantaged communities, or those facing barriers to employment. • Labor Engagements: Engaging with local labor unions, workforce boards, and community-based organizations to ensure inclusive access to career pathways. • Diversity, Equity, and Inclusion (DEI): Embedding DEI principles by promoting equitable access to job opportunities and advancement within the clean energy workforce. • Alignment with State Policy Goals: Ensuring consistency with California’s Just Transition principles, the state's workforce development initiatives, and guidance from the California Workforce Development Board.
After gathering feedback from the Board, OCPA staff will also seek feedback from the Community Advisory Committee. Once feedback is received, staff will further refine the workforce guidelines and conduct additional stakeholder outreach before returning to the Board with a recommended set of guidelines for approval.
FISCAL IMPACT
None
ATTACHMENTS
None
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.3
-------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Joe Mosca, Chief Executive Officer
Subject: 2025-26 STRATEGIC PLAN DRAFT REVIEW AND PRESENTATION Date: May 12, 2025
--------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
1. Receive presentation and discuss the draft 2025-26 Strategic Plan.
2. Provide staff with further input.
3. Approve the 2025-26 Strategic Plan, as amended.
BACKGROUND
On March 21, 2025, members of the Board of Directors (Board) and staff of the Orange County Power Authority (OCPA) gathered in a workshop to discuss agency priorities, opportunities, and challenges.
During this session, they identified and analyzed various priority topics and challenges within the energy industry, as well as how these relate to OCPA’s goals in the context of the energy and economic landscape for the fiscal year (FY) 2025-26. Following the workshop, staff updated the Draft 2025-2026 OCPA Strategic Plan to incorporate the insights gained from the discussions.
The purpose of the OCPA Strategic Plan is to guide staff and establish objectives for the upcoming fiscal year. This plan is now being presented to the Board and the public for additional input and feedback.
DISCUSSION
Based on the discussion with the Board in March, staff worked on refining the existing strategic plan to reflect a shift in focus towards more detailed planning, community engagement, innovative cost-saving measures, and customer program development in the 2025-26 Strategic Plan update.
Below is a list of changes between the 2024-25 and 2025-26 strategic plans:
New Strategic Goals
The 2025-26 plan introduces new strategic goals such as "Designing and Deploying Community-Aligned Customer Programs" and "Energizing Our Community with Renewable Energy Sources," which were not explicitly listed in the 2024-25 plan.
Community Engagement
The 2025-26 plan emphasizes building partnerships with local leaders, community organizations, and educational institutions, whereas the 2024-25 plan focuses more on conducting surveys, broad awareness, and meetings with policy staff from potential member cities.
Local Generation and Renewable Energy Projects
The 2025-26 plan specifies initiating planning for a 0.5MW local renewable energy project in a Disadvantaged Community (DAC), which is not mentioned in the 2024-25 plan.
Customer Programs
The 2025-26 plan includes increasing resources, such as developing landing pages for low-income residents and expanding grant and program offerings, whereas the 2024-25 plan focuses on launching the Community Power Plan and establishing grant opportunities.
Team Building Initiatives
The 2025-26 plan highlights building a culture of investment in staff and fostering high employee engagement, whereas the 2024-25 plan focuses on recruiting key positions and expanding professional development.
Financial Resilience
The 2025-26 plan includes developing a detailed roadmap for obtaining a credit rating by 2027, while the 2024-25 plan mentions engaging with a professional credit rating consultant.
Innovative Financing
The 2025-26 plan explores innovative financing options like green prepayment bonds, which is not mentioned in the 2024-25 plan.
Community-Aligned Programs
The 2025-26 plan includes finalizing the Community Needs Assessment for the Community Power Plan, which is not explicitly mentioned in the 2024-25 plan.
Risk Mitigation
The 2025-26 plan includes establishing precise metrics and effective tools to identify, avoid, and mitigate market and credit risks, which is also mentioned in the 2024-25 plan but with less detail.
Outreach Programs
The 2025-26 plan includes developing education curricula for elected officials and their staff, which is not explicitly mentioned in the 2024-25 plan.
Following today’s discussion, staff will incorporate final feedback from the Board and finalize the 2025-26 Strategic Plan. Beginning in FY 2025-26, the OCPA Strategic Plan will be listed as a consent calendar item, and each objective's status and progress will be updated monthly.
FISCAL IMPACT
None
ATTACHMENTS
Attachment A – Draft 2025-26 OCPA Strategic Plan
Attachment B – 2024-25 OCPA Strategic Plan (approved on June 18, 2024) 2025-26
Strategic Plan
DRAFT
Mission
Provide renewable energy at competitive rates and
equitably reinvest to support sustainable communities.
Vision
Our vision is to think globally and act locally by empowering our communities with choice, transforming the energy landscape , driving a sustainable future, and ensuring that no community is left behind in this transition to renewable energy.
Susan Sonne, Chair
Councilmember
City of Buena Park
James Mai, Vice Chair
Vice Mayor
City of Irvine
Fred Jung, Board member
Mayor
City of Fullerton
Glenn Grandis, Board member
Councilmember
City of Fountain Valley
William Go, Board member
Councilmember
City of Irvine
Board of Directors
DRAFT
Message from our Chief Executive Officer
As we begin a new chapter in our journey as a Community Choice Aggregate (CCA), I want to reaffirm our strong commitment to transforming the energy landscape in Orange County. At the Orange County Power Authority (OCPA), we believe that access to renewable energy should be sustainable and affordable for all community members. As a not-for-profit organization, our primary mission is to deliver maximum value to you, our customers. With our 2025-2026 Strategic Plan Update, we are focusing on several key priorities:
Enriching and Growing the OCPA Community - We recognize that our strength lies in our community. We will focus on building partnerships, fostering collaboration, engaging our communities meaningfully, and being intentional about our growth.
Prioritizing Fiscal Sustainability and Affordability - We remain dedicated to ensuring that our rates reflect our commitment to sustainability while being financially accessible to all community members.
Designing and Deploying Community-Aligned Customer Programs - Our team is diligently working to create programs that align with our community’s unique goals and needs, ensuring that we meet and exceed your expectations.
Energizing Our Community with Renewable Energy Sources - Our vision for a sustainable future involves actively increasing our reliance on renewable energy sources, reducing our carbon footprint, and enhancing our local energy independence.
Raising Awareness of Community Energy & Advocating for Our Customers - We are committed to educating our community about energy choices and advocating for your needs to ensure you have a voice in the energy landscape.
As we move forward, I am excited about the opportunities. We can build a cleaner, more sustainable energy future for Orange County.
Thank you for being a vital part of this journey.
Warm regards,
Joseph M. Mosca
Joseph M. Mosca
Chief Executive Officer
Meet the OCPA Team
OCPA is comprised of capable and diligent staff who enjoy serving our member communities. OCPA’s success is driven by its staff. By providing clear objectives, reasonable autonomy, and a workplace culture that nurtures growth and inclusion, OCPA’s staff are empowered to succeed and thrive. We are building a culture of investment in one another and a stronger future for our team, our customers, and the communities served by OCPA.
DRAFT
Enrich & Grow the OCPA Community
OCPA engages with local leaders, community organizations, and educational institutions to help foster a deeper understanding of renewable energy and the benefits of CCAs. Staff continuously build and maintain relationships with key stakeholders to ensure ongoing support and collaboration.
Value Statement:
Present an overview of CCAs and OCPA to two (2) organizations per quarter that cover the wider Orange County region or that are focused on non-member cities.
Objectives:
Director of Comms &
External Affairs
October 2025
Director of Comms &
External Affairs
June 2026
Director of Comms &
External Affairs
June 2026
Director of Comms &
External Affairs
December 2025
Responsible Party/
Month Due
Present OCPA to key stakeholders in at least two (2) prospective member cities to promote OCPA’s mission and benefits.
Develop educational tools and programs that promote renewable energy for students of all ages, including school partnerships, curriculum support, internship program, youth ambassador program, and community academy.
Partner with new local CBOs, including food assistance organizations, to promote state-funded low-income programs widely in member cities, including CARE, FERA, and Medical Baseline.
DRAFT
Prioritize Fiscal Sustainability
& Affordability
OCPA will maintain a robust financial strategy that ensures affordable rates and fiscal health. Staff regularly review and adjust financial plans to adapt to market changes, regulatory shifts, legislative mandates, and optimize cost-saving opportunities.
Value Statement:
Initiate planning for a 0.5MW local renewable energy project in a Disadvantaged Community (DAC) to serve income-qualified residential customers without rooftop solar access. The project will provide 100% renewable energy and a 20% bill discount.
Objectives:
Chief Financial Officer
January 2026
Chief Financial Officer
December 2025
Chief Financial Officer
January 2026
Chief Financial Officer
December 2025
Responsible Party/
Month Due
Ensure affordable rates for OCPA customers while covering all expenses and advancing equitable renewable energy initiatives.
• Maintain 2026 Basic Choice rates below SCE’s equivalent generation rates to ensure competitiveness.
• Design OCPA’s 2026 rates to fully cover operational expenses, debt obligations, and reserve contributions.
• Monitor SCE’s 2026 generation rates and Power Charge Indifference Adjustment (PCIA) updates. Develop a comprehensive energy cost mitigation plan for FY2025/26, including scenario analysis for rate volatility and a review of existing power procurement contracts. • Benchmark OCPA rates against other CCAs in the SCE service area to ensure industry competitiveness.
Strengthen Financial Resilience and Credit Rating Preparation. • Accumulate an operating reserve of 30-50% of total FY2025/26 budgetary operating expenses, prioritizing liquidity for operational flexibility. • Develop a detailed roadmap for obtaining a credit rating by 2027.
Explore innovative financing to optimize long-term power procurement costs and educate the board on options.
• Conduct a feasibility study for green prepayment bonds, assessing market conditions, OCPA’s financial readiness, and alignment with power procurement goals. • Host a prepay transaction workshop for the Board to evaluate green bond options, incorporating case studies of successful CCA bond issuances and a clear comparison of costs and benefits.
DRAFT
Design & Deploy Community-Aligned
Customer Programs
OCPA collaborates with member cities to identify and address energy program needs. Staff develop and implement customer programs that meet specific needs/fill specific gaps while enhancing energy efficiency and sustainability in member communities. OCPA tracks and applies for relevant state and federal funding to support local member cities while also creating local grant funding opportunities to support community initiatives.
Value Statement:
Develop a landing page specifically for low-income residents to connect with programs, including EBD-DI and DAC-GT programs, once launched; and market resource to community partners and networks.
Objectives:
Director of Comms &
External Affairs
October 2025
Director of Comms &
External Affairs
April 2026
Energy Programs
Manager
June 2026
Director of Comms &
External Affairs
December 2025
Responsible Party/
Month Due
Finalize the Community Needs Assessment for the Community Power Plan and present the findings and next steps.
Develop three (3) new customer programs consistent with the needs identified in the Community Needs Assessment of the OCPA Community Power Plan.
Continue to expand grant and program offerings with a year-over-year growth goal of 25%, respective to total funds allocated, number of applications received, and number of new recipients.
DRAFT
Energize Our Community with
Renewable Energy Sources
OCPA invests in and develops local renewable energy projects to enhance grid sustainability. OCPA monitors and mitigates risks to ensure the stability and growth of its energy portfolio. Staff will collaborate with technology partners and other CCAs to innovate and share resources.
Value Statement:
Release at least two (2) long-term solicitations for renewable energy resources.
Objectives:
Director of Power
Resources
March 2026
Director of Power
Resources
March 2026
Director of Power
Resources
June 2026
Director of Power
Resources
December 2025
Director of Power
Resources
June 2026
Director of Power
Resources
December 2025
Director of Power
Resources
June 2026
Responsible Party/
Month Due
Implement the first OCPA local generation programs, establishing contracts for developing small-scale distributed storage facilities with a 1-5 megawatt capacity each.
Establish precise metrics and effective tools to proficiently identify, avoid, and mitigate market and credit risks for OCPA.
Create local partnerships with clean technology companies to advance emerging long-term energy storage and technologies.
Forge partnerships with other CCAs to acquire shared resources, mitigate development risks, and capitalize on economies of scale.
Create a more sustainable electric grid with measurable milestones above California’s renewable energy goals.
Create partnerships with member agencies to identify local development opportunities.
DRAFT
Raise Awareness of Community Energy &
Advocate for Our Customers
OCPA continuously engages with the community through diverse events and educational programs to raise awareness about OCPA and the benefits of renewable and carbon-free energy. Staff foster strong relationships with elected policymakers, local businesses, and culturally representative organizations to ensure inclusive outreach.
Value Statement:
Create a Policy Risk Assessment Guide to help OCPA determine the risk involved with different policy decisions at the state and federal level in both the regulatory and legislative arena.
Objectives:
Director of Comms &
External Affairs
June 2026
Director of Comms &
External Affairs
February 2026
Director of Comms &
External Affairs
March 2026
Director of Comms &
External Affairs
December 2025
Regulatory & Legislative
Manager
July 2025
Regulatory & Legislative
Manager
December 2025
Regulatory & Legislative
Manager
December 2025
Responsible Party/
Month Due
Host at least two independent pop-up events in member cities per quarter.
Sponsor and help facilitate a small business mixer to build community and opportunities for education about OCPA and renewable energy solutions.
Develop education curricula for elected officials and their staff; provide this training opportunity annually.
Develop working relationships with culturally representative organizations to ensure representative and equitable outreach in the top threshold languages.
Enhance OCPA’s legislative and regulatory advocacy efforts by developing an advocacy roadmap to engage with key stakeholders and legislators to ensure outcomes consistent with OCPA’s strategic goals.
Develop and implement a regulatory monitoring framework to ensure all departments are consistently informed about regulatory changes and their implications.
Director of Comms &
External Affairs
December 2025
Develop a toolkit of materials for Board member use in engaging with prospective cities about OCPA.
DRAFT
We Are More Powerful Together
2 Billion lbs. of CO2 emissions reduced,
since launch in 2022
www.ocpower.org
DRAFT
Revised June 2024
1 1 Revised June 18, 2024
OCPA Mission Statement
Provide renewable energy at competitive rates and
equitably reinvest to support sustainable communities.
2 2 Revised June 18, 2024
OCPA Vision Statement
Our vision is to think globally and act locally
by empowering our communities with choice,
transforming the energy landscape, driving a sustainable future, and ensuring that no community is left behind
in this transition to renewable energy.
3 3 Revised June 18, 2024
Strategic Goals
Enrich & Grow the OCPA Community
Prioritize Fiscal Sustainability & Affordability
Move Toward a More Sustainable Electric Grid
Raise Awareness of OCPA & Inform People on the Advantages of Clean Energy Strengthen Advocacy Efforts to Bolster Community Power & Amplify OCPA’s Voice Build an Exceptional Team
4 4 Revised June 18, 2024
Focus Area: Enrich and Grow the OCPA Community
Expected
Completion
Date
Assigned To
Objective 1 Conduct an annual survey of prospective member agencies’ interests and needs. Q1 2025 Communications & External Affairs
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 Communications &
External Affairs
Objective 3 Host Quarterly Business Roundtables at OCPA to gather insights on programs and offerings that incentivize businesses to endorse the agency.
Quarterly Communications &
External Affairs
Objective 4 Host four community town halls to introduce programs and agency updates. Quarterly Communications & External Affairs
Objective 5 Produce webinars on billing, programs, and OCPA general information. Quarterly Communications & External Affairs
Objective 6 Engage key stakeholders in prospective member agencies to promote OCPA's mission and benefits to member agencies and customers.
Monthly Communications &
External Affairs
Objective 7 Develop and implement a strategy for identifying, educating, and enrolling new member agencies.
Q3 2024 Communications &
External Affairs
5 5 Revised June 18, 2024
Focus Area: Prioritize Fiscal Sustainability & Affordability 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 Finance & Data
Analytics
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 Finance & Data
Analytics
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 Finance & Data
Analytics
Objective 4 Engage with a professional credit rating consultant to develop a planning roadmap aimed at obtaining a credit rating in 2027.
Q1 2025 Finance & Data
Analytics
Objective 5 Create a comprehensive walkthrough of the OCPA Rate Design, aligning it with the projected 12-month revenue requirement for CY2025.
January 2025 Finance & Data
Analytics
Objective 6 Reassess OCPA's Product Offerings, ensuring the integration of the most cost-effective and appropriate renewable resources.Q4 2024 Finance & Data Analytics
Objective 7 Develop relationships with financial institutions capable of offering prepay structured financing services on Power Purchase Agreements with power suppliers.
June 2025 Finance & Data
Analytics
Objective 8 Establish a new office location to optimize costs, accommodate the requirements of a public agency, and boost organizational efficiency by maintaining our own secure environment.
September
2024
Administration
Objective 9 Partner with cybersecurity professionals leveraging both current and new resources to examine and fortify our technology infrastructure, ensuring protection against evolving threats.
Q1 2025 Administration
6 6 Revised June 18, 2024
Focus Area: Move Toward a More Sustainable Electric Grid Expected
Completion
Date
Assigned To
Objective 1 Implement the first OCPA local generation programs, establishing contracts for developing small-scale distributed storage facilities with a 1-5 megawatt capacity each.
Q4 2024 Power Resources
Objective 2 Establish precise metrics and effective tools to proficiently identify, avoid, and mitigate market and credit risks for OCPA.
Q1 2025 Power Resources
Objective 3 Create local partnerships with clean technology companies to advance emerging long-term energy storage and technologies.
Q2 2025 Power Resources
Objective 4 Forge partnerships with other CCAs to acquire shared resources, mitigate development risks, and capitalize on economies of scale.
Q4 2024 Power Resources
Objective 5 Create a more sustainable electric grid with measurable milestones above California’s renewable energy goals.
Q4 2024 Power Resources
Objective 6 Create partnerships with member agencies to identify local development opportunities.
Q1 2025 Power Resources
Objective 7 Release at least two (2) long-term solicitations for renewable energy resources. Q2 2025 Power Resources 7 7 Revised June 18, 2024
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 Customer Programs
Objective 2 Communicate in culturally relevant ways by providing easily accessible information in multiple languages to reach diverse communities.
Monthly Customer Programs
Objective 3 Establish grant opportunities for member agencies and customers to support electrification and energy efficiency.
June 2025 Customer Programs
Objective 4 Continue building positive relationships with multicultural, business, trade, environmental, non-governmental, and community-based organizations.
Monthly Communications &
External Affairs
Objective 5 Continue building relationships with media outlets, creating a steady drumbeat of news around milestones, and sustaining balanced and positive stories.
Monthly Communications &
External Affairs
Objective 6 Conduct tracking surveys annually in July 2024, 2025, and 2026, to measure awareness and perceptions.
Q3 2024 Communications &
External Affairs
Objective 7 Develop a sustained outreach program for elected officials and their staff. Q1 2025 Communications & External Affairs
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 Communications &
External Affairs
Objective 9 Create and implement an outreach plan re-engaging customers who previously opted out to encourage re-enrollment of at least 2% of non-OCPA customers.
Q4 2024 Communications &
External Affairs
8 8 Revised June 18, 2024
Focus Area: Strengthen Advocacy Efforts to Bolster Community Power & Amplify OCPA’s Voice
Expected
Completion
Date
Assigned To
Objective 1 Ensure OCPA’s policy platform aligns with organizational objectives and strategic priorities.
December
2024
Regulatory,
Legislative, & Policy
Objective 2 Engage a wide range of stakeholders in developing and updating the OCPA Policy Platform.
June 2025 Regulatory,
Legislative, & Policy
Objective 3 Enhance OCPA’s legislative and regulatory advocacy efforts by developing an advocacy roadmap to engage with key stakeholders and legislators to ensure outcomes that are consistent with OCPA’s strategic goals.
June 2025 Regulatory,
Legislative, & Policy
Objective 4 Conduct at least six high-impact advocacy meetings with key legislators and stakeholders.
Annually Regulatory,
Legislative, & Policy
Objective 5 Develop and implement a regulatory monitoring framework to ensure all departments are consistently informed about regulatory changes and their implications.
June 2025 Regulatory,
Legislative, & Policy
9 9 Revised June 18, 2024
Focus Area: Build an Exceptional 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 Administration
/Human Resources
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 Administration
/Human Resources
Objective 3 Foster high employee engagement by establishing quarterly team-building opportunities for the OCPA team.
Quarterly Administration
/Human Resources
Objective 4 Hold an annual OCPA team offsite meeting to encourage continued planning, collaboration, and learning.
Q3 2024 Administration
/Human Resources
Objective 5 Develop a recognition and awards platform for identifying individuals and organizations making significant contributions to sustainability efforts in the community, allowing OCPA to recognize and celebrate local accomplishments.
Q4 2024 Administration
1010 Revised June 18, 2024
COMPLETED GOALS
July 2023 – May 2024
Key Focus Area Objective Team
Recruitment and Retention
of a Talented Team Recruit permanent Chief Executive Officer. Administration/Human Resources Recruitment and Retention
of a Talented Team
Retain Executive Search Firm to assist with recruitment of Director of Power Services and Chief Operations Officer.
Administration/
Human Resources
Recruitment and Retention
of a Talented Team Recruitment of open positions. Administration/Human Resources Recruitment and Retention
of a Talented Team Implementation of Cost-of-Living Increase. Finance & Data Analytics 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 an OCPA-specific comprehensive classification study and salary survey if no joint effort is possible.
Finance & Data
Analytics/ Human
Resources
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 with human resources internal guidelines.
Finance & Data
Analytics/ Human
Resources
Rebuilding Public Trust Complete 24-point Improvement Plan.
Finance & Data
Analytics/
Communications &
External Affairs
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.
Communications &
External Affairs
1111 Revised June 18, 2024
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.
Communications &
External Affairs
Branding/Marketing
Communications/ Public
Outreach & Engagement
Conduct primary research (survey and focus groups) to establish baseline awareness.
Communications &
External Affairs
Branding/Marketing
Communications/ Public
Outreach & Engagement
Develop crisis communications/issues management plan. Communications & External Affairs
Branding/Marketing
Communications/ Public
Outreach & Engagement
Leverage key insights from the primary research to refresh the existing marketing communications/public outreach and engagement plan.
Communications &
External Affairs
Branding/Marketing
Communications/ Public
Outreach & Engagement
Update public outreach materials (e.g., website, brochures, fact sheets). Communications & External Affairs
Branding/Marketing
Communications/ Public
Outreach & Engagement
Launch new brand campaign that is informed by primary research. Communications & External Affairs
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.
Communications &
External Affairs
Financial Sustainability Establish long-term disciplined fiscal and operational strategies to obtain an investment-grade credit rating in 2027.
Finance & Data
Analytics
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.
Finance & Data
Analytics
1212 Revised June 18, 2024
Financial Sustainability Conduct an annual rate design workshop with the Board to review and refine rate structures.
Finance & Data
Analytics
Energy Procurement Create/adopt energy procurement policy to guide future power purchase agreements.
Power Resources
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 9
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Joe Mosca, Chief Executive Officer
Subject: CHIEF EXECUTIVE OFFICER’S REPORT
Date: May 12, 2025
--------------------------------------------------------------------------------------------------------------------- 2025 California Community Choice Association (CCA) Conference From April 28 to 30, over 850 integral energy stakeholders in the California energy market came to the Hyatt Regency in Irvine for the 2025 CalCCA Conference. The conference brings together CCAs from across the state, board members, community advisory committee members, staff, project developers, policymakers, and many technical experts to connect with and learn from each other.
Our board members were featured in the conference program and panel discussions. Staff in attendance enjoyed networking with other CCA staff with similar roles and were able to attend many carefully curated and planned panels. The knowledge gained throughout the program will add value to OCPA and our ratepayers. Additionally, conference participants noted the increased hospitality from OCPA as we helped coordinate an OCPA Bike/Run and suggested entertainment options so our visitors could maximize their visit to Irvine and Orange County.
Disadvantaged Community Green Tariff (DAC-GT) program
Staff are collaborating with the CPUC and SCE to launch the DAC-GT program, pending CPUC approval of the Tier 3 filing in Q2/Q3 2025. OCPA will develop a 0.5 MW local renewable energy project - located in a top 25th percentile Disadvantaged Community (DAC) census tract or within 5 miles of an eligible DAC census tract. This project will supply income-qualified residential customers in DACs lacking rooftop solar access to 100% renewable energy and a 20% bill discount, in addition to the CARE/FERA discount, resulting in approximately 35%-45% total savings on monthly bills.
In early April, OCPA formed an inter-departmental Task Force to manage the program, overseeing Tier 3 filing, CPUC/SCE coordination, annual budget requests, renewable project development, program administration, customer enrollment, marketing, and outreach efforts. Upon CPUC approval, customer enrollment is expected in 2026-2027, advancing access to 100% renewable energy for underserved communities while delivering significant cost savings.
Communications, External Affairs and Customer Programs Updates Communications
The Fullerton Observer and Canary Media picked up on the announcements of OCPA's two new rebate programs.
OCPA’s blog has been named one of the top 25 blogs in Orange County by Feedspot.
OCPA is in great company with OCTA, OC Weekly, and United Way OC. We received a badge promoting this recognition, which is now on our website's homepage. OCPA acquired advertising on bus shelters in Irvine to help sponsor CicloIrvine. One of the locations is attached, showcasing OCPA as a sponsor of this mission-aligned event. Staff will meet with GovDelivery next to discuss utilizing their email platform to share program information with OCPA customers. Numerous CCAs use this platform to send digital versions of their Joint Rate Mailer and other community communications. With the number of customer programs available currently, many of which we need to close out before the fiscal year's end, we want to communicate them as widely as possible. Finally, our new staff photo has arrived. It is now live on the OCPA website.
Community Engagement
OCPA attended the Fountain Valley Chamber of Commerce 2025 Business Awards, where we connected with multiple small business owners in the community, a board member of the Huntington Valley Boys & Girls Club, city staff, and members of the Council. We are now arranging to visit several businesses and discuss a possible Boys and Girls Club visit in the next few weeks.
OCPA staff received a tour of Irvine’s Families Forward food distribution center from CEO Madelynn Hirneise. We discussed mutual goals to reach underserved communities. We will request the placement of our CARE/FERA flyer to educate visitors on the low-income programs available to them for their electricity costs. On April 17, OCPA presented to the Fountain Valley Community Foundation to introduce them to OCPA and address their questions. Between 25 and 50 community stakeholders attended, thanks to Director Grandis for being there and providing the Council’s perspective on why OCPA offers such great value for the community! On April 22, OCPA presented an update to the Fountain Valley Chamber of Commerce.
After this meeting, we will focus on a broader communications strategy emphasizing educating the wider Fountain Valley community.
Additionally, we attended the Arab Heritage Business Mixer, hosted in collaboration with the Arab American Chamber of Commerce OC. We connected with local leaders and business owners from across the region.
OCPA also shared an update with Climate Reality OC via a virtual monthly meeting. Many attendees were familiar with CCAs and asked how they could support community choice in their cities.
OCPA continues working with schools to engage students around renewable energy and jobs in the green economy. We are currently working with the OC Leadership Academy to help them develop a summer academy track that educates students from across the county on renewable energy, energy programs, and community engagement. For Earth Day, OCPA attended two significant events on Saturday, April 19, in Buena Park and Irvine, promoting OCPA and everything Earth Day stands for. We also participated in the Fullerton College Earth Week Fair on Monday, April 21.
External Affairs
OCPA staff and Community Advisory Committee members attended the Fountain Valley Chamber Business Mixer. The event offered an excellent opportunity to connect with local business representatives, community members, and other stakeholders. The presence of CAC members representing Fountain Valley helped strengthen our local ties and highlighted our collaborative approach to outreach.
We continue building relationships and awareness of OCPA in the City of Santa Ana. Last week, a member of the Santa Ana Chamber visited the OCPA offices to tour the facility in preparation for the Government Affairs meeting at our office in May. This will be the committee's first in-person meeting, making it a unique opportunity to connect and engage with the members.
On April 15, we met with city staff in Garden Grove to provide an overview of OCPA.
This follows a positive meeting with city council members who expressed interest in learning more about OCPA.
OCPA was the featured sponsor of the North Orange County Chamber of Commerce business networking event this coming Wednesday, April 23. Hosted in Stanton, this was a terrific opportunity for small businesses to connect. Members from our Programs team attended to gather insight from business owners in Fullerton and Buena Park (both members of NOCCC) for our Community Power Plan.
Customer Programs
Equitable Building Decarbonization Direct Install Program (EBD-DI): Completed a vendor registration as the County of Los Angeles requested for all EBD-DI partners. The MOU between OCPA and the County of Los Angeles is still pending approval from the California Energy Commission.
Bright Futures Grant: The 2025 Bright Futures Grant application is LIVE! This grant opportunity supports local non-profits, schools, and educators to support their efforts to educate communities on the benefits of renewable and community energy. More information and the application can be found at https://www.ocpower.org/bright-futures-grant-2025/. Please share this opportunity. Energy Efficiency Kits: OCPA has put together Energy Efficiency Kits with $50 worth of products (smart plug, LED light bulbs, weatherstripping, and a 7-plug smart strip) available free for CARE/FERA customers, or half off ($25) for all OCPA customers. The site to order kits is now live.
Calpine Community Grant awardee reception: We are working with Calpine on a congratulatory reception to celebrate this year’s Calpine Community Grant recipients.
Once the date, time, and details are solidified, we will invite the board to attend. EV charger rebate program: We are working with our Marketplace vendor to prepare this program for launch in May.
Solar battery rebate program: We are researching options for launching, managing, and tracking this program.
Human Resources Updates
Recruitment
• Submission review for the Origination and Trading Manager and Energy Contracts and Compliance Analyst positions is complete. Selected candidates are notified, and interviews are being scheduled.
• Recruitment will open soon for the remaining position on our Power Resources team, Risk Management Analyst.
• Recruitment and outreach are ongoing to fill a second intern position that will serve on our Communications and External Affairs team.
• Recruitment will soon begin for two previously delayed FinTech positions: Data Analytics Manager and Data Analyst.
Events & Stakeholder Outreach
The OCPA team has attended the following events and community meetings since our last Board meeting.
City Event & Meetings Date Time
Garden Grove Garden Grove Presentation Tuesday, April 15, 2025 1:00 PM - 1:30 PM Fullerton OCPA Pop-Up Tuesday, April 15, 2025 4:00 PM - 7:00 PM Anaheim Hispanic Chamber Mixer Thursday, April 17, 2025 5:00 PM - 6:00 PM Virtual OCPA Presentation to Climate
Reality OC Thursday, April 17, 2025 7:00 PM - 7:30 PM
Fountain
Valley
OCPA Presentation to FV
Community Foundation Thursday, April 17, 2025 7:30 PM - 8:00 PM Buena Park City of Buena Park Earth Day and
Spring Eggstravaganza Saturday, April 19, 2025 7:00 AM - 3:00 PM Irvine City of Irvine Earth Day Event Saturday, April 19, 2025 11:00 AM - 2:00 PM Fullerton Fullerton College Earth Week
2025 Monday, April 21, 2025 10:00 AM - 1:00 PM
Fountain
Valley
FV Chamber Meeting || OCPA
Intro Tuesday, April 22, 2025 11:30 AM - 12:00 PM
Irvine Irvine Rotary Presentation Wednesday, April 23, 2025 N/A Regional Green Valley Recreation
Association Presentation Tuesday, April 22, 2025 6:30 PM - 7:00 PM City Event & Meetings Date Time
Irvine Irvine Rotary - OCPA
Presentation Wednesday, April 23, 2025 7:30 AM - 9:00 AM Stanton North OC Chamber Business
Mixer in Stanton Wednesday, April 23, 2025 12:00 PM - 2:00 PM Buena Park Love Buena Park Saturday, April 26, 2025 7:30 AM - 9:00 AM La Palma Festival of Nations Saturday, April 26, 2025 11:30 AM - 4:30 PM Irvine Induction Cooking Workshop and
Demonstration Wednesday, April 30, 2025 6:00 PM - 7:30 PM Garden Grove Elected Officials Breakfast Thursday, May 1, 2025 8:30 AM - 9:30 AM Fullerton Fullerton Prayer Breakfast Friday, May 2, 2025 6:45 AM - 9:00 AM Irvine CicloIrvine Saturday, May 3, 2025 10:00 AM - 4:00 PM Irvine State of the Great Park Tuesday, May 6, 2025 4:00 PM - 7:00 PM Regional OCBC Government Affairs
Council Meeting Friday, May 9, 2025 9:30 AM - 10:30 AM
We are looking forward to many opportunities to engage with the community and key stakeholders, including:
City Event & Meetings Date Time
Costa Mesa
California Energy Efficiency and
Demand Management Council ||
Spring Symposium
Wednesday, May 14, 2025 N/A
Regional PANC SoCal Networking Event Tuesday, May 20, 2025 5:00 PM - 7:00 PM Costa Mesa Costa Mesa Feasibility Study
with Staff Wednesday, May 21, 2025 2:00 PM - 3:00 PM
Buena Park OCPA Pop-Up Tuesday, May 27, 2025 5:00 PM - 7:00 PM Irvine Community Benefits Grant
Celebration Thursday, June 5, 2025 5:00 PM - 7:00 PM
Attachments:
A) Non-Power Supply Contracts In Excess of $50,000 to Under $100,000 B) Contract Tracker as of March 31, 2025
C) 2025 CalCCA Conference Program
D) Bright Futures Grant Flyer
E) Energy Efficiency Kit Flyer
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 California Community Choice Association 8/1/2023-6/30/2025 $60,075 SCE GRC Special Assessment- Phase 1 No. Vendor Start Date End Date NTE Amount Expenses recorded against contract
Amount for Work
Performed and
Invoiced but Not
Yet Paid
Remaining NTE
Amount
Notes Contract
Approved by the
Board?
Contract
Reported to the
Board?
RFP
to be Issued?
1 Best Best & Krieger 12/16/2020 See Notes See Notes 2,564,868.72 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 Yes RFP was issued on 2/24/2023 with one
proposal rec'd on 3/17/2023. Pending for
Board direction.
2 Calpine Energy Solutions 9/14/2021 9/13/2026 See Notes 5,349,249.03 See Notes Data Management & Call Center Services. NTE and Amount Paid depend on the number of active accounts during the month. Yes 3 Golden Communications 3/1/2024 2/28/2026 39,776.00 8,137.00 31,639.00 Digital Services - Strategic Marketing, Branding, Communications, and Public Education and Outreach Campaign/Program, Website Development Svc. Yes 4 Lakeview Business Center LLC (The Irvine Company) 2/19/2024 See Notes See Notes 126,538.92 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
5 Littler Mendelson P.C. 2/22/2024 12/31/2025 94,900.00 812.50 94,087.50 Labor and Employment Legal Services Yes 6 Maher Accountancy 1/1/2025 12/31/2025 280,500.00 66,000.00 214,500.00 Accounting Service and Annual Financial Audit Support. Contract has been extended for 2025 with a 4.66% increase in the NTE amount ($280,500). Yes Yes 7 Newgen Strategies & Solutions 7/19/2023 6/30/2025 495,750.00 201,560.29 294,189.71 Rates Strategies, Budget and Projection Modeling, and FP&A Services. Yes 8 Orange County Printing Company/ R.R. Donneylley 7/1/2024 12/31/2025 159,750.00 124,427.37 35,322.63 Print House Services Yes 9 Pacific Energy Advisors, Inc. 1/1/2025 12/31/2025 588,000.00 153,270.16 434,729.84 Portfolio Management Services; amended with 10% increased NTE for additional back-office support and feasibility study for potential new members. A new contract for 2025 with a NTE of $588k has been approved by the board on 11/25/2024.
Yes Yes
10 Pisenti & Brinker See Notes See Notes 84,044.00 84,044.00 - 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 RFP to be issued in Q3 2025
11 Reveille, Inc. 7/1/2023 6/30/2025 2,999,686.00 2,228,483.75 771,202.25 Strategic Marketing and Branding Material, PR and Social Media Support Yes 12 SDI Presence LLC 4/1/2024 3/31/2026 387,636.00 75,457.55 312,178.45 Managed IT Support Yes 13 Southern California Edison 3/28/2021 See Notes See Notes 1,711,147.69 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
14 The Energy Authority 4/1/2022 9/3/2026 770,960.00 540,570.95 230,389.05 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
15 CPS HR Consulting 6/26/2023 6/30/2025 54,000.00 27,000.00 27,000.00 Professional services for the executive recruitment for the Chief Operating Officer position and the Power Resources Director position Yes 16 The Energy Federation 7/1/2023 6/30/2025 400,000.00 185,255.38 214,744.62 Online marketplace to sell devices Yes 17 Clean Peaks Energy Services 8/14/2023 12/31/2024 187,500.00 $185,447.50 2,052.50 Provide project management services related to OCPA’s return of customers receiving retail electricity service within the City of Huntington Beach to SCE Yes Yes 18 Amperon 5/1/2024 4/30/2025 60,000.00 60,000.00 - Long-term and short-term load forecast service for risk management Yes 19 Gofarth & Marti, DBA GM Business interiors, a Corporation 5/1/2024 4/30/2026 275,000.00 270,299.54 4,700.46 Furniture for OCPA's new office. The Board approved the contract on 04/30/2024. Amendement to add NTE of $25K in Aug 2024. Yes Yes 20 WeKonnect 5/21/2024 12/31/2024 65,152.29 49,360.25 15,792.04 Cabling access control for OCPA's new office Yes 21 The Energy Coalition 9/17/2024 9/17/2026 500,000.00 69,518.49 430,481.51 Develop the Community Power Plan, technical assistance, grant and program support for OCPA's customer programs Yes 22 Western A/V 8/21/2024 12/31/2024 97,252.55 96,064.84 1,187.71 Board Room System Equipment and Installation for OCPA's new office Yes Orange County Power Authority Contracts
As of March 31, 2025
Program Snapshot
Monday, April 28, 2025
2:00 p.m. CCA Committee Check-In Opens – Lobby Level
13:00 – 4:30 p.m. Staff Committee Meetings – Refer to Electronic Agenda for Room Assignments 3:00 – 7:00 p.m. Registration/Check-in Opens — Lobby Level 5:30 - 7:00 p.m. Opening Reception – Poolside, Ground Level – Sponsored by: Terra-Gen Tuesday, April 29, 2025
7:00 – 9:00 a.m. OCPA-Hosted Local E-Bike Tour and Run (meet in the Lobby at 7:00 a.m.) 7:30 - 5:00 p.m. Sponsor Tables Open – Ballroom Foyer
7:30 a.m. Check-in Open – Ballroom Foyer
7:30-9:00am Breakfast – Foyer & Ballroom
Plenary - Ballroom
9:00 – 9:15 a.m. Welcome
9:15 – 9:40 a.m. Setting the Stage (Opening Address)
9:40 - 10:30 a.m. Into the Unknown: Navigating the Energy Transition in an Uncertain Future 10:30 -11:00 am Break – Foyer & Pavilion
Breakouts – Ballroom, Meeting Rooms and Pavilion
11:00 – 12:00 p.m. West Wide Story: Regional Markets, Local Benefits 11:00 – 12:00 p.m. CivicWell and CCA Legacy: Looking Back, Powering Forward 11:00 – 12:00 p.m. Customer Choice with Incentive Payments: Enhancing the customer experience, creating a more equitable offering and optimizing operations
11:00 – 12:00 p.m. Supercharging Local Electric Transportation: Orange County Case Study 11:00 – 12:00 p.m. Avoided Costs: Containing Rising Rates and Right Sizing Electrification 12:00 - 1:20 p.m. Lunch - Foyer & Ballroom
12:00 – 1:30 p.m. CCA Governing Boards & VIP Luncheon – Pavilion 12:00 – 1:20 p.m. Young Energy Professionals Lunch – Shady Canyon Room Plenary - Ballroom
1:25 – 1:55 p.m. Keynote: The Promise of AI for Community Choice Energy Providers Breakouts – Ballroom, Meeting Rooms and Pavilion
2:00 – 3:00 p.m. AC/D.C.: Federal Government Engagement in a New Administration 2:00 - 3:20 p.m. Implementing Equity: An Interactive Workshop 2:00 – 3:00 p.m. VPP Trends and Technologies: Building a Virtual Power Plant 2:00 – 3:00 p.m. Future Tech for Generation and Storage: Getting to and Beyond SB 100 2:00 – 3:00 p.m. Rumor Has It: Tackling Misinformation
3:00 – 3:30 p.m. Break – Foyer
Breakouts – Ballroom and Meeting Rooms
3:30 - 5:00 p.m. Your Favorite Four Letter Word: PCIA (Primer and Game) 3:30 – 4:30 p.m. VPP Trends and Technologies: Virtual Solutions to Real Energy Challenges 3:30 – 4:30 p.m. Uncorking the Bottleneck: Addressing Barriers to New Resource Development and Interconnection
3:30 – 4:30 p.m. Catching the Data Wave: Managing Customers, Risks, and Opportunities Amidst Increasing Granularity
5:00 - 7:00 p.m. Ideas Expo - Pavilion
6:00 p.m. Reception – Patio – Sponsored by: Calpine Community Energy & Calpine Corp. 7:00 - 9:00 p.m. Dinner Under the Stars - Lawn (Dress Warmly) 9:00 p.m. ‘til late Networking - Warehouse 72 (Cash Bar) Wednesday, April 30, 2025
7:30 a.m.– 5:00 p.m. Sponsor Tables Open – Ballroom Foyer 7:30 - 9:00 a.m. Breakfast – Foyer & Ballroom
Breakouts – Ballroom and Meeting Rooms
9:00 – 10:00 a.m. Creative CCA Financing: Pre-pay Deals, Alternative Investments & Market Dynamics 9:00 – 10:00 a.m. The Complete Market Picture: How Energy and Capacity Markets May Shape Out 9:00 – 10:00 a.m. ‘Choice’ Messaging: Strategies for Communicating CCAs’ Value Proposition 9:00 – 10:00 a.m. Priced In: Keeping Customer Bills Manageable with Electrification Friendly Rate Design 10:00 -10:30 am Break – Foyer
Plenary - Ballroom
10:30 – 10:40 a.m. Welcome to Day 2
10:40 – 11:10 a.m. What’s Next for Green Hydrogen in California? 11:10 – 11:55 a.m. Brass Tacks: CCA CEOs on the Industry’s Current State and Future Direction 11:55 – 12:00 p.m. Parting Words
12:00 - 1:30 p.m. Lunch – Foyer & Ballroom
12:00 – 3:00 p.m. Staff Committee Meetings – Refer to Electronic Agenda for Room Assignments Building
a brighter
future,
together.
Learn more at ocpower.org
The Bright Futures Grant is Orange County Power Authority’s annual community funding opportunity that supports local non-profits, schools, and educators in their efforts to educate communities on the benefits of renewable energy and Community Choice Aggregation.
Grants of up to $20,000 will be awarded
to entities that have creative and effective
approaches to promoting renewable
energy education, particularly in
underrepresented communities and
through multilingual campaigns.
The grant also prioritizes initiatives that bring
multiple partners together to collaborate
on renewable energy education. This
grant opportunity is a unique chance for
organizations to make a meaningful impact on
their communities and create a brighter, more
sustainable future for all.
Previous Bright Futures Grant recipients are
eligible to apply for the 2025 grant cycle.
However, previous grant recipients are ineligible
to receive funds more than two years in a row.
Applications are open from 4/21/25 – 5/23/25
with grants being awarded in Summer 2025.
Please submit your application by 5 p.m.
on Friday, May 23, 2025.
Please send any questions to [email protected]
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+
Scan the QR or visit
ocpower.org/bright-futures-grant-2025/
to view grant eligibility and learn more.
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Orange County Power Authority is a not-for-profit public agency that offers clean power at competitive rates and reinvests in local energy programs.
Since its launch in 2022, OCPA has helped reduced greenhouse gas emissions by more than 2 billion lbs.
Orange County Power Authority (OCPA) is offering customers Energy Efficiency Kits for free or at a reduced cost through the OCPA Marketplace.
The kit is available for no cost to customers enrolled in the California Alternate Rates for Energy (CARE) program or the Family Electric Rate Assistance (FERA) program, and for half price, $25, for all other OCPA customers.
All items are easy to use and install,
and help customers reduce their
carbon footprint and contribute to
a greener future.
Purchase your kit at the
OCPA Marketplace
by June 30th or
while supplies last!
Save Energy and Money –
and Shape a Sustainable Future
LED Lightbulbs (2)
Energy-efficient LED lightbulbs that
provide long-lasting, cost-effective lighting Energy
Efficiency Kit
Valued at approximately $50
Seven Outlet Advanced
Power Strip
Helps reduce energy waste by powering
off electronics that aren’t in use and
preventing “phantom” energy drain
Wi-Fi Smart Plug
Enables smart control of home appliances
from a smartphone or tablet via Wi-Fi or
Bluetooth connection
Rubber Weatherstrip
Helps seal gaps around windows and
doors, preventing drafts and improving
home insulation
Learn more at ocpower.org