2. Values and Community Perception
● The group expressed a strong interest in clean energy and environmental responsibility. ● They recognize that living in Irvine comes with certain privileges, such as better air quality compared to neighboring cities, and expressed appreciation for that. ● While most currently drive gas-powered vehicles, many expressed a strong interest in switching to electric vehicles (EVs) once they are in a position to purchase their own car.
3. Community Needs and Observations
● Some noted that certain highways and streets in the area are too dark and suggested using electricity for improved lighting in these areas.
Youth Suggestions for Outreach & Engagement
A. Education and Youth Involvement
● Increase youth-focused education efforts by:
o Offering in-school presentations on energy and sustainability. o Sponsoring school clubs that promote clean energy awareness. o Providing more ambassador and internship opportunities for high school and college students.
B. Communication Strategies
● Focus on improving the visibility and appeal of OCPA’s official website — make it more engaging, visual, and youth-friendly.
● Use social media platforms more effectively to reach younger demographics and raise awareness of OCPA programs.
C. Access and Motivation
● Participants observed that many people may lack access, motivation, or clear information on how to adopt clean energy practices.
● They recommended consistent and ongoing customer education — not just one-time outreach or infrequent sessions — to build long-term awareness and behavioral change.
Key Feedback and Insights from Community
& Businesses
These were business leaders in the Hispanic, Korean and Vietnamese Community.
Their biggest concerns:
1. They need financial assistance
2. Cost of energy – they want to pay less in energy
3. Education – how to simplify this information so it is understandable and consumable by multicultural and multilingual audiences. Why it matters needs to be explained.
4. Using cleaner energy
5. Create partnerships with the community to get people curious, engaged and involved.
6. Are there any programs that would help local high schools? For example, Northwood High School in Irvine needs lighting for their new football stadium. If OCPA could assist, this would be a great way to educate and get schools, students, kids, parents and families to learn about and get more engaged and involved with OCPA.
7. To understand and learn about more resources for their communities – such as learning more about rebates or discounted items products on OCPA’s marketplace website.
8. What to use for backup during power outages
9. Hispanic business owners are concerned about inflation, having adequate employees, helping their employees, and retaining them.
10. They are concerned that often the people with the lowest income get stuck buying the least efficient electrical equipment such as buying the window air conditioners that are less efficient and eventually cost more.
11. Equity and social justice issues
12. The leaders need help in identifying easy and simple ways to share this vital information with their senior and older adults’ populations.
13. A lot of Hispanic communities throughout Irvine, Santa Ana and Orange County have relied on shopping malls and centers for air conditioning since they could not afford it in their homes. The closure and conversion of shopping malls to housing negatively impacts low-income households’ access to AC.
The barriers that prevent people from participating in energy programs:
1. Legal and political concerns like being afraid of ICE Raids
2. Distrust in private companies reselling energy (example: Texas). a. Non-efficient energy products are common in lower-income areas because cost barriers prevent upgrades.
3. Access – language and acculturations
4. Sustainability
The following would help them participate in a future program:
1. Cost assistance
2. Free or rebates or less expensive programs
3. Free energy kits
4. Clean Energy Options: Businesses want more choices to align sustainability and environmental goals.
5. Programs & Accessibility: Programs should be practical, easy to use, and communicated in simple, accessible language. Education is critical for long-term adoption and creating curiosity in the community.
6. Hispanic, Korean & Vietnamese residents require more accessible and understandable information on the long-term cost benefits and sustainable investments.
7. Grants & Support
8. Equity & Assistance:
a. Utility assistance remains one of the highest needs, especially among low-income and Hispanic communities.
b. Calls for senior discounts, renter-focused energy kits, and equitable decarbonization programs to support families transitioning to clean energy.
9. Renewable & Backup Power:
a. They were concerned about the lack of renewable generation and backup power during outages (noted from Fullerton).
b. Especially regarding EV charging rebates that exist, education is needed on costs, rebates, and home integration—especially for older housing.
10. Social Media & Visibility: Strong need to leverage social media and video content to educate residents, simplify concepts, show clear steps, and create curiosity and engagement around programs.
Their questions included:
Where does the source of the actual energy come from? They had a challenging time understanding this.
Participants
● Wells Fargo / Vietnamese Chamber of Commerce President ● Vibe Marketing Agency, Julian Castro
● Delhi Center, Oscar Leong
● Korean Chamber Leader & Transworld Business Advisors of OC, Alex Woo ● Korean Chamber Vice President Broker in Irvine Clair Na ● Stanley Suh
● Executive Director of 2-1-1 Orange County, Elizabeth Andrade ● Hispanic Chamber Representative
Listening Session: Breakfast with OCPA
8/25/2025
Attendance:11
● Population: Older adults living in older homes
● Presenter: Nataly Morales, Patty Oh and Eunice Chow
City: Fountain Valley
Meeting:
● Attendees do not know how OCPA works, Nataly and Patty explain what OCPA purchase energy from clean sources, eg. solar, wind and other renewable sources. They further explain that solar is a renewable energy as the panel are made of glass that is recyclable.
● Patty continues to explain that delivery/ infrastructure is still SCE, but the supplier is OCPA. It can be viewed on the monthly bill
● The team also explained that there will be notice coming next year about the switch and the residence will be made aware it.
● The team explained that currently OCPA has a few programs, which include Smart Thermostat for customers and the power pack. This meeting to gather information about what other programs the residents want to have.
● Concerns about how the federal government affects OCPA and the team shared about how OCPA financials work with rate payer funding and overall CCA explanation. An explanation of solar being better two years ago, Patty explained a few reasonings including the CPUC decisions and that OCPA wants to support gaps, Nataly shared the OCPA battery rebate as a small example.
Feedback:
● All attendees express appreciation for the Listening Session as it gives them opportunities to know more about the power supplier that is coming to their city next year 2026.
Programs that they are interested in:
● A program with rebates when they replace their heater to more energy efficient ones, most of them live in older homes that requires this replacement. ● A program that comes to their house to do an analysis where they can save money by using less electricity. Similar to energy advisor
● A program with rebates to buy portable fans. Most homes do not have central air as when it was built, Fountain Valley is not that hot temperatures as it is close to the beach, however recently due to climate change, it is a lot hotter.
Final thoughts:
● They mentioned that a lot of the current SEC programs in place is hard to qualify for them.
Feedback from 1st breakout group
● What are your biggest energy concerns?
○ Need cheaper
○ Need stable
○ Older homes -> water heater needed
○ Pollution -> clean air concerns
○ Cannot use rebate
○ Saving credit -> consuming lower gets you credit or money back like a demand program
● Have you participated in an energy program?
○ 4-9 try to to use large appliances or charging
● What barriers do you think prevent people from participating in energy programs? ○ The ones some they have heard of may be for low-income and they may not qualify for those
○ They did not know of programs
● What would help you participate in the future?
○ Anything to save money
■ One mentioned a 20% discount would be better than 3%
○ Lower rate
○ Trust is built with more face-to-face conversations
Feedback from 2nd Breakout Group (Patty)
● What are the biggest concerns and needs related to electricity in your community? ○ Reliability is important. One lady shared how a recent power outage fried and broke some of her appliances like her computer.
○ Consistent service and price.
● Have you participated in an energy program?
○ One participant shared he is on a plan where he reduces usage during peak times for a discount.
○ Another participant has gotten the tax credit for installing solar and getting an EV. ○ Some were not sure if they participated in an energy program or even what it was.
● What barriers do you think prevent people from participating in energy programs? ○ No time to research programs.
○ Hard to understand.
○ Not being able to trust a new organization.
● What would help you participate in an energy program? ○ Financial incentives that are good enough to make it worthwhile. ○ Easy application and process.
COMMUNITY POWER PLAN VI. Appendix
Appendix D. Tabling
Events
COMMUNITY POWER PLAN VI. Appendix
COMPLETED TABLING EVENTS
Date Location Total Engaged
5/14/2025 RECON LIVE Small Business Diversity Network 20 5/26/2025 Orange County Business Council Meeting on Tariffs 50 5/29/2025 Congresswoman Young Kim’s AAPI Heritage Month Roundtable with Community & Business Leaders
15 6/7/2025 Anaheim Green Expo 25
6/12/2025 Iranian American Chamber Small Business Mixer 100 6/14/2025 Filipino American Chamber Filipino Heritage Day 300 6/14/2025 4th Annual Cool Irvine Eco Fair 480
6/27/2025 City of Lake Forest 2nd Annual Multicultural Festival 100 6/28/2025 Councilmember Melinda Liu’s Senior Expo 200
6/28/2025 Irvine Small Business Dev Day 25
7/4/2025 4th of July Woodbridge Parade 12
7/8/2025 ABAOC Workshop 20
7/10/2025 Business Expo at Fountain Valley Concert in the Park 31 7/17/2025 Fullerton Farmers Market 10
7/19/2025 Irvine Evergreen Chinese Senior Association Monthly Event 25 COMMUNITY POWER PLAN VI. Appendix
Appendix E. Long
Form Community
Needs Survey
(English)
COMMUNITY POWER PLAN VI. Appendix
Appendix F. Short
Form Community
Needs Survey
(English)
Orange County Power Authority Community Needs Survey (Shortened) Estimated time: under 5 minutes
Your feedback will help shape future energy programs and community initiatives.
1. Have you made any of the following energy improvements to your home? (Select all that apply)
Installed energy-efficient appliances or technologies (e.g., A/C, water heater, smart thermostat) Installed EV charger and/or started driving an electric vehicle Installed solar panels and/or battery storage
Completed an energy audit
I have not made any energy improvements
Other (please specify)
2. What types of energy-related solutions do you most want to see in your community? (Select all that apply)
Improving indoor air quality through all-electric buildings Increasing electric vehicles (cars, trucks, buses) to improve outdoor air quality Large-scale renewable energy (e.g., regional solar/wind projects) Rooftop or parking lot solar and other small-scale renewable energy More efficient buildings to reduce energy bills
More comfortable buildings (e.g., better heating and cooling) Clean energy job access and training
Help for low-income families to reduce energy bills
Access to expert energy advice
Backup power during outages
Rewards for reducing electricity use during peak hours
3. Why would you not participate in any energy programs? (Select all that apply)
I am not aware of these programs
The application process is too complicated
Even with the programs, the technology is still too expensive I have not had time to research
I'm ineligible to take advantage of a program
The program ended or incentives ran out by the time I was ready to participate Other (please specify)
4. Where do you get information about local programs?
(Select all that apply)
Websites (e.g. OCPA's Residential Product Marketplace)
Online tools (e.g. Orange County Power Authority Incentive Finder) Social media
Newspapers
Word of mouth (friends, neighbors, colleagues)
Advertisements (online, print, billboards, or radio)
From a local community organization or newsletter
From my city, county or local elected official
Utility bill inserts or advertising
Other (please specify)
5. Are you aware of any of the following local energy programs? (Select all that apply) Incentives for energy-efficient appliances or technologies EV and/or charging incentives
Solar panels and/or battery storage incentives
Rewards for reducing energy during peak hours
Electricity plans with more renewable energy (e.g., OCPA’s 100% Renewable Choice) Assistance with accessing energy incentives or programs I am not aware of any local programs
Other (please specify)
6. What is your home zip code?
7. What city do you live in?
8. Do you rent or own your home?
9. What best describes your housing?
10. What is your age?
11. What is your race or ethnicity? Select all that apply.
American Indian or Alaskan Native
Asian or Asian Indian
Black or African American
Hispanic/Latinx
Middle Eastern or North African
Native Hawaiian or Other Pacific Islander
White
I prefer not to answer
Other (please specify)
12. What is your annual household income?
13. How many people live in your household?
14. Name
15. Email address
By submitting this form, you are consenting to receive marketing emails from: Orange County Power Authority, 15310 Barranca Pkwy, Suite 250, Irvine, CA 92618, US, https://www.ocpower.org. You can revoke your consent to receive emails at any time by using the SafeUnsubscribe® link, found at the bottom of every email. View Privacy Policy Emails are serviced by Constant Contact
COMMUNITY POWER PLAN VI. Appendix
Appendix G.Community
Needs Survey Analysis
Spreadsheet
COMMUNITY POWER PLAN VI. Appendix
View the community needs survey analysis by clicking the button below.
COMMUNITY POWER PLAN VI. Appendix
Appendix H. OCPA
Staff Operational
Alignment Survey
Analysis
OCPA STAFF OPERATIONAL
ALIGNMENT SURVEY ANALYSIS
Survey Participation
Total Participants 6
OCPA departments that received 1+
survey response(s)
100%
SURVEY QUESTIONS AND SUMMARY FINDINGS
General Questions (shared with all departments)
1. As OCPA prepares to launch new customer programs, what priorities should OCPA keep in mind? Rank highest to lowest.
Priority Score
Overall
Ranking
Load Shifting 46 1
Impact on Communities of Concern 39 2
Customer Energy Rate Reduction 37 3
Incremental GHG Impact 33 4
Energy Use Reduction 31 5
Air Pollutant Impact 25 6
Electric Reliability 23 7
Economic Impact 20 8
Extreme Heat Mitigation 16 9
2. What considerations should OCPA keep in mind as it prepares to launch new customer programs? Rank highest to lowest.
Priority Score Overall Ranking
Customer satisfaction 21 1
Benefit to OCPA region 18 2
Cost to OCPA 14 3
Impact on internal staff 7 4
3. Are you familiar with any CCA or utility customer programs that you believe would benefit OCPA as well?
Themes from Survey Responses on Beneficial Programs
When asked about CCA or utility customer programs that could be valuable for OCPA, respondents suggested a range of ideas that can be grouped into several common themes:
● Energy Efficiency & Load Management: Strong interest in programs that reduce consumption and shift load, such as weatherization, HVAC upgrades (including AC-to-heat pump replacement), smart water heaters, and critical peak load management.
● Renewable Energy & Storage: Recommendations for incentives or rebates supporting solar, battery storage, and behind-the-meter technologies that increase resilience and lower costs.
● Transportation Electrification: Suggestions included expanding EV charging programs (with optimized charging rates/tiers) and support for electric bikes, including safety and voucher programs that provide equity benefits for low-income customers.
● Business & Economic Development Support: Energy audits and advisor programs were identified as particularly valuable for commercial customers, helping them understand where to invest, save money, or shift load. ● Equity & Affordability: Respondents emphasized the need for programs that directly benefit low-income renters and reduce the cost of affordable housing development, ensuring vulnerable customers also gain from clean energy transitions.
● Education & Workforce: Ideas included academy and school partnerships to align customer programs with workforce development and community engagement.
Customer Programs/ Communications and External Affairs Questions
1. What types of customer programs have the widest reach or the most customer interest? Rank highest to lowest.
Score Ranking
Energy efficiency 26 1
Electric vehicles 19 2
Demand response 18 3
Education and outreach
programs 18 3
Energy storage 17 5
Renewable energy 16 6
Community solar 16 6
Building electrification 13 8
Energy resilience 11 9
Workforce development 11 9
2. What types of customer energy programs/services do you believe will help your community meet its climate/energy goals? Rank highest to lowest.
Score Ranking
Energy efficiency 25 1
Renewable energy 22 2
Demand response 21 3
Building electrification 21 3
Energy resilience 16 5
Electric vehicles 15 6
Energy storage 14 7
Workforce development 12 8
Community solar 10 9
Education and outreach
programs 9 10
3. What types of program services do you think would most benefit OCPA’s customers? Rank highest to lowest.
Score Ranking
Energy advisor 16 1
Financing 15 2
Bill credits 14 3
Turnkey installation/retrofit for the whole building 7 4 Marketplace for energy-efficient, clean energy appliances 6 5 Education 5 6
4. Which customer groups do you consider to be the most underserved in terms of access to energy services or support? Rank highest to lowest.
Score Ranking
Residential: Renters 21 1
Commercial: Small 17 2
Residential: Homeowners 14 3
Commercial: Large 13 4
Industrial 8 5
Public 7 6
Agricultural 4 7
5. Other Considerations (if any)__________
Themes from Survey Responses on Customer Programs and Communications ● Affordability First: Cost remains the top driver of customer interest. Programs that are affordable while also addressing pollution and GHG impacts have the widest reach.
● Equity & Access: Many programs (e.g., EVs, renewable energy, storage) are seen as impactful but often inaccessible to renters. Given the high renter population in member cities, equity considerations are critical. ● Reliability & Resilience: While not yet a priority for customers, reliability is expected to grow in importance. Energy efficiency and demand response were noted as key tools to support reliability over time.
● Electrification Priorities: Building and transportation electrification are aligned with city climate action plans and are consistently top priorities for municipalities. ● Flexibility & Local Relevance: Programs that provide cities with a menu of options (e.g., Energized Communities) allow for tailored approaches and broader engagement.
● Engagement-Oriented Programs: Even if they don’t drive immediate GHG reductions, programs like e-bike initiatives or portable induction cooktop giveaways are highly effective for outreach, visibility, and engaging diverse customer segments.
Power Resources Questions
1. What are the main goals of the Power Resources department in regards to OCPA’s customer energy programs? Rank in order of highest priority to lowest.
Score Ranking
Meeting regulations 3 1
Power procurement
cost savings etc) 2 2
Reliability 1 3
2. What types of customer programs would support those goals? Rank in order of highest impact to lowest.
Score Ranking
Energy efficiency: residential 5 1
Solar + Storage: commercial 4 2
Electrification: commercial 3 3
Solar + Storage: residential 3 3
Demand response: commercial 2 5
Electrification: residential 2 5
Demand response: residential 1 7
Energy efficiency: commercial 1 7
3. What types of customer programs can reduce OCPA’s use of GHG-emission intensive energy resources? Rank in order of highest impact to lowest.
Score Ranking
Energy efficiency: commercial 8 1
Solar + Storage: commercial 7 2
Energy efficiency: residential 6 3
Electrification: commercial 4 5
Electrification: residential 3 6
Demand response: commercial 2 7
Demand response: residential 1 8
4. Other Considerations (if any)__________
None
FinTech Questions
1. What types of customer programs positively contribute to OCPA’s financial health, operational sustainability, and revenue generation? Rank in order of highest impact to lowest.
2. What types of programs could help customers achieve utility bill savings? Rank in order of highest impact to lowest.
Score Ranking
Solar + Storage: commercial 8 1
Solar + Storage: residential 7 2
Electrification: commercial 6 3
Electrification: residential 5 4
Demand response: commercial 4 5
Demand response: residential 3 6
Energy efficiency: commercial 2 7
Energy efficiency: residential 1 8
Score Ranking
Solar + Storage: commercial 8 1
3. What types of rate structures or financial services can help reduce customer utility bill cost? Rank in order of highest impact to lowest.
Solar + Storage: residential 7 2
Electrification: commercial 2 7
Electrification: residential 1 8
Demand response: commercial 6 3
Demand response: residential 5 4
Energy efficiency: commercial 4 5
Energy efficiency: residential 3 6
Score Ranking
EV Tariff 1 3
Decarb Tariff 2 2
On-bill financing 3 1
4. Other Considerations (if any)__________
None
Regulatory and Legislative Questions
1. Are there customer programs with uncertainty/risks due to impending regulatory or legislative changes?
Demand Response/Load Flexibility (CEC, legislature, and CAISO), EV Charging (Safety regulations, bi-directional ability), ETA/ATA Funding, several changes to funding/tax rebates/etc.
2. Are there potential new customer programs emerging due to regulatory or legislative changes?
Headed towards flexible load requirements on LSE's (dynamic rates and/or Demand response programs).
3. Other Considerations (if any)__________
None
COMMUNITY POWER PLAN VI. Appendix
Appendix I. Communities
of Concern Definition
COMMUNITY POWER PLAN VI. Appendix
COMMUNITIES OF CONCERN DEFINITION
OCPA has adopted the CPUC’s “underserved” methodology, as outlined in Pub. Util. Code Sections 1600 - 1640, enacted by Assembly Bill 841 (Stats. 2020, Ch. 372), for defining communities of concern. Please refer to the tables below for all applicable criteria.
Underserved Community Criteria
Underserved communities must meet one of the following:
Criteria Description
Is a “disadvantaged community” as
defined by subdivision (g) of Section
75005 of the Public Resources Code.
A community with a median household income less than 80% of the statewide average. “Severely disadvantaged community” means a community with a median household income less than 60% of the statewide average.
Is included within the definition of
“low-income communities” as defined
by paragraph (2) of subdivision (d) of
Section 39713 of Health and Safety
Code.
“Low-income communities” are census tracts with median
household incomes at or below 80 percent of the statewide median income or with median household incomes at or below the threshold designated as low income by the Department of Housing and Community Development’s list of state income limits adopted pursuant to Section 50093.
CalEnviroScreen 4.0 Disadvantaged
Community
Is within an area identified as among the most disadvantaged 25 percent in the state according to the California Environmental Protection Agency and based on the most recent California Communities Environmental Health Screening Tool, also known as CalEnviroScreen.
>= 75% free and reduced-price meals Is a community in which at least 75 percent of public school students in the project area are eligible to receive free or reduced-price meals under the National School Lunch Program.
Tribal lands Is a community located on lands belonging to a federally recognized California Indian tribe.
Underserved Business Group as
defined by Government Code Section
12100.63(h)(2)
Includes women, minority, and veteran-owned businesses
or businesses in low-wealth, rural, and disaster-impacted communities included in a state or federal emergency
declaration or proclamation
Underserved Customer Criteria
Sector Description
Residential and public sectors An underserved customer is a member of an underserved community, as defined by Pub. Util. Code Section 1601(e).
Commercial, industrial and agricultural
sectors
Customer must be a member of an underserved community
as defined by Pub. Util. Code Section 1601(e), and must also be an underserved business group as defined by Government Code Section 12100.63(h)(2) to be considered an underserved customer.
COMMUNITY POWER PLAN VI. Appendix
Appendix J. OCPA
Member Operational
Alignment Survey
Analysis
OCPA MEMBER OPERATIONAL
ALIGNMENT SURVEY ANALYSIS
Survey Participation
Total Participants 5
OCPA departments that received 1+ survey response(s) 100% Key Findings
1. What energy-related programs or initiatives do you believe would most benefit your city’s residents and businesses? (Select all that apply)
Score Ranking
Electric vehicle infrastructure and incentives 4 1
Community education and engagement on clean energy 4 1
Incentives for energy-efficient appliances and retrofits 3 3 Solar panel and battery storage programs 3 3
Workforce training for clean energy jobs 3 3
Resilience programs (e.g., backup power systems, microgrids) 1 6 Air quality improvement programs 1 6
2. What are the biggest challenges your city faces when it comes to advancing clean energy or sustainability goals? (Select all that apply) Score Ranking
Lack of funding 4 1
Outreach materials tailored for residents 4 1
Limited staffing or technical capacity 3 2
Community engagement and awareness 3 2
Grant funding or technical assistance 3 2
Guidance on integrating clean energy in city planning 2 3 Help coordinating with utilities or regional agencies 2 3 Infrastructure or permitting delays 2 4
Other (please specify)
3. What types of support or resources from OCPA would be most helpful to your city? (Select all that apply)
Score Ranking
Outreach materials tailored for residents 4 1
Grant funding or technical assistance 3 2
Guidance on integrating clean energy in city planning 2 3 Help coordinating with utilities or regional agencies 2 3
4. Are there any upcoming city projects or priorities where OCPA could partner or support energy-related efforts?
Themes from Survey Responses on Potential City Partnerships When asked about upcoming city projects or priorities where OCPA could partner or support energy-related efforts, respondents highlighted several key themes:
● Community Awareness & Outreach: A continued priority is increasing public awareness of OCPA’s benefits and role in the community. ● Energy Efficiency Upgrades: Cities are considering upgrades to public facilities, including lighting retrofits (e.g., sports courts and fields) and other efficiency measures.
● Electric Vehicle Infrastructure: Expanding EV charging capacity, including upgrading existing stations, was identified as a priority. ● Backup Power & Resiliency: Interest in exploring battery backup and storage solutions to support critical facilities and improve grid reliability. ● Clean Energy & Development: Opportunities exist to integrate renewable energy and green standards into new development and revitalization projects. ● Community Solar Access: Expanding access to solar energy for residents and businesses who cannot install their own systems was noted as a potential area for collaboration.
5. Please share any additional feedback that will help inform OCPA’s future programs.
Grants to support home charging and solar would be beneficial for our community.
COMMUNITY POWER PLAN VI. Appendix
Appendix K. Existing
Programs Matrix
Spreadsheet
COMMUNITY POWER PLAN VI. Appendix
View the existing programs matrix by clicking the button below.
COMMUNITY POWER PLAN VI. Appendix
Appendix L. Sources
for Program Data
COMMUNITY POWER PLAN VI. Appendix
• Streamlined Savings Pathway (SSP) (SCR-PUBL-B4)
- https://socalren.org/agencies/services/streamlined-savings - https://socalren.org/sites/default/files/SCR_2024_Annual%20Report%20Narratives%20 and%20Spreadsheets_SoCalREN_CPUC_AR_2024__041525.pdf?_gl=1*xzpn1z*_up*MQ..*_ ga*NzY3NzIzMzM5LjE3NTQwODAwNTA.*_ga_XDZJ615GJ2*czE3NTQwODAwNTAkbzEkZ-zAkdDE3NTQwODAwNTAkajYwJGwwJGgw - https://cedars.cpuc.ca.gov/documents/download/3381/mainchange_summary%7Cmain%- 7Credline)/
• Small HTR Multifamily Direct Install (SCR-RES-A5)
- https://socalren.org/multifamily/small_multifamily_hard-to_reach_program?_gl=1*15gp-pzo*_up*MQ..*_ga*MTYwNjQzNTUzNC4xNzU0MDgxMjA0*_ga_XDZJ615G-J2*czE3NTQwODM5NzgkbzIkZzAkdDE3NTQwODM5NzgkajYwJGwwJGgw - https://cedars.cpuc.ca.gov/documents/download/3269/mainchange_summary%7Cmain%- 7Credline)/
• Emergency Load Reduction Program (ELRP)
- https://elrp.sce.com/
- https://www.cpuc.ca.gov/industries-and-topics/electrical-energy/electric-costs/demand-re-sponse-dr/emergency-load-reduction-program - https://www.cpuc.ca.gov/industries-and-topics/electrical-energy/electric-costs/demand-re-sponse-dr/emergency-load-reduction-program-data-and-information - https://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M521/K486/521486520.PDF • Residential Energy Advisor aka Home Performance+ (SCE_Res_Equity_001 + SCE_Res_Equi-ty_002) - https://homeperformanceplusca.com/
- https://cedars.cpuc.ca.gov/documents/download/3174/mainchange_summary%7Cmain%- 7Credline)/
• Building Electrification Program
- https://maromaenergyservices.com/california#2e5b4217-7238-4371-a279-b334ecd6d42c - https://goelectric.maromaesa.com/
- https://urldefense.com/v3/__https://docs.cpuc.ca.gov/PublishedDocs/Published/G000/ M387/K107/387107687.PDF__;!!NO21cQ!RK4iRqkr42qlWVYMln4E9yQGSQ6zcsOuJNr8d-mqQw2AyClI1imAlXVO5dS4y$ • Charge Ready Program
- https://www.sce.com/business/smart-energy-solar/charge-ready - https://www.sce.com/sites/default/files/custom-files/PDF_Files/SCE%20Charge%20 Ready%20Program%20Guidelines_NO_CSR_173_final.pdf
• SPARKe Industrial/Ag SEM Program (SCE_3P_SEM_004 & SCE_3P_SEM_004a) - https://cedars.cpuc.ca.gov/documents/download/3435/mainchange_summary%7Cmain%- 7Credline)/
- https://cedars.cpuc.ca.gov/documents/download/3434/mainchange_summary%7Cmain%- 7Credline)/
- https://cascadeenergy.com/Sparke/
• Energy Savings Assistance Whole Home Program
- https://www.sdge.com/residential/pay-bill/get-payment-bill-assistance/assistance-programs/ energy-savings-assistance-whole-home-program#zip
- https://maromaenergyservices.com/california#ebdc9408-10ec-4380-ace7-382d167b5056 • WE&T Workforce Development Program (IREN-WET-002)
COMMUNITY POWER PLAN VI. Appendix
- https://www.iren.gov/152/Workforce-Education-Training - https://cedars.cpuc.ca.gov/documents/download/2989/mainchange_summary%7Cmain%- 7Credline)/
• Low Income Weatherization Program (LIWP) Multi-Family - https://www.capoc.org/wp-content/energy/utility.html
- https://www.csd.ca.gov/Pages/Multi-Family-Energy-Efficiency-and-Renewables.aspx - https://camultifamilyenergyefficiency.org/
- https://camultifamilyenergyefficiency.org/wp-content/uploads/2023/09/LIWP-Program-Over-view.pdf - https://www.csd.ca.gov/Shared%20Documents/LIWP-2022-Multi-Family-2.0-Final-Program-Guidelines.pdf • Low-Income Home Energy Assistance Program (LIHEAP)
- https://www.capoc.org/addressing-immediate-needs/
- https://www.caliheapapply.com/
- https://www.csd.ca.gov/pages/liheapprogram.aspx
- https://www.capoc.org/wp-content/uploads/2024/11/LIHEAP-2025-WX-ENGLISH-APPLICA-TION-combined-2.pdf • Form 5695 - Residential Clean Energy Credit + Energy Efficient Home Improvement Credit - https://www.energy.gov/save/home-upgrades
- https://www.irs.gov/forms-pubs/about-form-5695
- https://www.energystar.gov/about/federal-tax-credits
- https://www.irs.gov/instructions/i5695#:~:text=Qualified%20energy%20property%20is%20 any,furnaces%20and%20hot%20water%20boilers.
• High-Efficiency Electric Home Rebate Act (HEEHRA)
- https://techcleanca.com/incentives/heehrarebates/
- https://www.energy.ca.gov/programs-and-topics/programs/inflation-reduction-act-residen-tial-energy-rebate-programs • Distributed Electricity Backup Assests Program (DEBA) - https://www.empowerinnovation.net/en/custom/funding/view/42470 - https://www.energy.ca.gov/programs-and-topics/programs/distributed-electricity-backup-as-sets-program - https://efiling.energy.ca.gov/GetDocument.aspx?tn=252687 - https://www.energy.ca.gov/solicitations/2023-12/gfo-23-401-bulk-grid-asset-enhancements-grid-reliability - https://www.energy.ca.gov/sites/default/files/2024-01/00_GFO-23-401_Att_00_Application_ Manual_Addendum_01_ada.docx
• TECH Clean California
- https://techcleanca.com/
- https://techcleanca.com/documents/431/TECH-Partner-Flyer-v230307-Digital-1_1.pdf - https://www.switchison.org/techcleanca/hpwh-incentives - https://techcleanca.com/documents/5515/SGIP_Multifamily_Incentives_for_Unitary__Cen-tral_HPWHs_v250114.pdf - https://frontierenergy-tech.my.site.com/contractorsupport/s/article/Small-Multifamily-Incen-tive-Qualifications-for-Heat-Pump-Water-Heaters - https://frontierenergy-tech.my.site.com/contractorsupport/s/article/Commercial-HPWH-Proj-ects-Guide • Clean Truck & Bus Vouchers (Hybrid & Zero-Emission Truck & Bus Voucher Incentive Project - HVIP) COMMUNITY POWER PLAN VI. Appendix
- https://www.californiahvip.org/
- https://californiahvip.org/wp-content/uploads/2024/10/FY23-24-HVIP-Implementation-Manu-al-103124.pdf - https://ww2.arb.ca.gov/our-work/programs/low-carbon-transportation-incen-tives-and-air-quality-improvement-program/funding - https://ww2.arb.ca.gov/resources/fact-sheets/clean-truck-and-bus-vouchers-hvip • Planning & Capacity Building Grants
- https://www.caclimateinvestments.ca.gov/planning-and-capacity-building-grants - https://ww2.arb.ca.gov/our-work/programs/planning-and-capacity-building - https://ww2.arb.ca.gov/sites/default/files/2025-07/Draft_Req%20and%20Criteria_FY23- 24_Planning_RFA_1.pdf
• Access Clean California
- https://www.caclimateinvestments.ca.gov/outreach-education-and-awareness - https://accesscleanca.org/
- https://ww2.arb.ca.gov/our-work/programs/access-clean-california/project-background-ac-cess-clean-california - https://ww2.arb.ca.gov/our-work/programs/low-carbon-transportation-incen-tives-and-air-quality-improvement-program/low-0 • GO ZERO
- https://www.aqmd.gov/home/rules-compliance/residential-and-commercial-building-appli-ances/go-zero - https://www.aqmd.gov/home/go-zero-faqs
• Voucher Incentive Program (VIP)
- https://www.aqmd.gov/home/programs/business/business-detail?title=voucher-incen-tive-program&parent=vehicle-engine-upgrades - https://www.aqmd.gov/docs/default-source/VIP/vip_guidelines90BFCE8BC22B.pdf?s-fvrsn=2769e461_69 - https://www.aqmd.gov/docs/default-source/VIP/vip_application6B39FEC7F3DC.pdf?s-fvrsn=443ae561_64 - https://www.aqmd.gov/docs/default-source/finance-budgets/fy-2025-26/draft-fy-2025-26- budget.pdf?sfvrsn=96659f61_6
- https://ww2.arb.ca.gov/our-work/programs/carl-moyer-memorial-air-quality-standards-attain-ment-program/about • Power Response Home Program
- https://cleanpoweralliance.org/home/
- https://www.autogridflexsaver.net/cpa/terms
- https://cleanpoweralliance.org/homefaq/
- https://files.cleanpoweralliance.org/uploads/2025/06/Clean-Power-Alliance-Adopts-FY25- 26-Budget-Press-Release-6.6.2025.pdf
• Solar and Battery Access Program
- https://cleanpoweralliance.org/solar-and-battery-access/ - https://files.cleanpoweralliance.org/uploads/2025/05/wb_CPA_Fact_Sht_EN_24-1. pdf?_gl=1*1xi6om1*_ga*MTMxMTk2MDE3Mi4xNzU0MDg4NDE0*_ga_D7RGXY-DZY1*czE3NTQ1MTgxOTkkbzIkZzEkdDE3NTQ1MTk4MzAkajYwJGwwJGgw • PCE Demand FLEXmarket (PCE01)
- https://www.peninsulacleanenergy.com/business/rebates-offers-business/flexmarket-pro-gram/ COMMUNITY POWER PLAN VI. Appendix
- https://cedars.cpuc.ca.gov/documents/download/3350/mainchange_summary%7Cmain%- 7Credline)/
• Electrification Technical Assistance Program
- https://www.peninsulacleanenergy.com/business/electric-buildings/design-technical-assis-tance/ - https://allelectricdesign.org/
- https://allelectricdesign.org/wp-content/uploads/2020/11/Technical_Assistance_FAQ_2020- 11-05.pdf
• Solar Battery Savings Program
- https://sdcommunitypower.org/programs/solar-battery-savings/ - https://sdcommunitypower.org/wp-content/uploads/2024/07/Solar-Battery-Savings-Pro-gram-Manual_UPDATED.pdf • Solar Advantage Program aka Disadvantaged Communities Green Tariff (DAC-GT) - https://sdcommunitypower.org/solar-advantage/
- https://www.cpuc.ca.gov/industries-and-topics/electrical-energy/demand-side-management/ customer-generation/solar-in-disadvantaged-communities/the-disadvantaged-communi-ties-green-tariff-dac-gt-program - https://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M504/K172/504172103.PDF - https://sdcommunitypower.org/wp-content/uploads/2024/07/FY2025-29-CIP-FINAL-TO-SUBMIT.pdf • Community Clean Energy Grant Program
- https://sdcommunitypower.org/community-grant-program/ - https://www.sdfoundation.org/wp-content/uploads/2025/02/2025-Community-Clean-Ener-gy-Grant-Guidelines-V3.pdf • Green Workforce Pathways (MCE16)
- https://mcecleanenergy.org/grow-your-business-expertise/ - https://aea.us.org/programs/mce-gwp/
- https://mcecleanenergy.org/green-job-seekers/
- https://www.energizecareers.org/participate.html
- https://cedars.cpuc.ca.gov/documents/download/3378/mainchange_summary%7Cmain%- 7Credline)/
- https://cedars.cpuc.ca.gov/documents/download/1668/mainchange_summary%7Cmain%- 7Credline)/
• Industrial: Deemed Program (MCE10a), Custom Program (MCE10b), SEM Program (MCE10c) - https://mcecleanenergy.org/energy-management/
- https://cedars.cpuc.ca.gov/documents/download/3328/mainchange_summary%7Cmain%- 7Credline)/
• Agricultural: Deemed Program (MCE11a), Custom Program (MCE11b), SEM Program (MCE11c) - https://mcecleanenergy.org/energy-management/
- https://cedars.cpuc.ca.gov/documents/download/3328/mainchange_summary%7Cmain%- 7Credline)/
• 3CE New Construction Electrification (ADU)
- https://3cenergy.org/rebates/new-construction-electrification-program-2/ - https://3cenergy.org/wp-content/uploads/2022/06/FY-2024-25-Recommended-Budget-Book-book-layout.pdf - https://3cenergy.org/rebates/new-construction-electrification-program-2/ • 3CE Ag Electrification Program
COMMUNITY POWER PLAN VI. Appendix
- https://3cenergy.org/rebates/ag-electrification-program-2/ - https://3cenergy.org/wp-content/uploads/2022/06/FY-2024-25-Recommended-Budget-Book-book-layout.pdf • 3CE Reach Code Program
- https://centralcoastreachcodes.org/
- https://3cenergy.org/wp-content/uploads/2022/06/FY-2024-25-Recommended-Budget-Book-book-layout.pdf - http://centralcoastreachcodes.org/wp-content/uploads/2024/10/2024_3CE-Reach-Codes-Slide-Library-Reach-Codes-101.pdf • Energy Pathways Program (SDRN-01-WET-EPP)
- https://cedars.cpuc.ca.gov/documents/download/3287/mainchange_summary%7Cmain%- 7Credline)/
• Bay Area Multifamily Building Enhancement (BAMBE) (BAYREN02) - https://cedars.cpuc.ca.gov/documents/download/3141/mainchange_summary%7Cmain%- 7Credline)/
- https://www.bayren.org/programs-rebates/multifamily-property-owners - https://www.bayren.org/multifamily-property-owners/building-improvements • BayREN Refrigerant Replacement Program (BRRR) (BayREN10) - https://cedars.cpuc.ca.gov/documents/download/3222/mainchange_summary%7Cmain%- 7Credline)/
- https://www.bayren.org/chill
• Decarbonization Showcase (BayREN12)
- https://cedars.cpuc.ca.gov/documents/download/3282/mainchange_summary%7Cmain%- 7Credline)/
- https://www.bayren.org/decarb-showcase OCPA Staff Operational Alignment Survey Analysis • Equitable Building Decarbonization (EBD) Statewide Direct Install Program - https://www.energy.ca.gov/programs-and-topics/programs/equitable-building-decarboniza-tion-program/ebd-statewide-direct - https://efiling.energy.ca.gov/GetDocument.aspx?tn=252682&DocumentContentId=87762 • Commercial Energy Efficiency Program (CEEP) (SCE_3P_2020RCI_005) - https://cedars.cpuc.ca.gov/documents/download/2829/mainchange_summary%7Cmain%- 7Credline)/
- https://willdanefficiency.com/
- https://willdanefficiency.com/rebates
• Comprehensive Energy Efficiency Resource Program (CEER) (SCE-24-Non-3P-001-Com) - https://cedars.cpuc.ca.gov/documents/download/3309/mainchange_summary%7Cmain%- 7Credline)/
• Energy Savings Assistance (SCE-13-ESA)
- https://www.sce.com/save-money/income-qualified-programs/energy-savings-assis-tance-program • Multifamily Residential Direct Install Program (SCE_3P_2024R_MF_001) - https://cedars.cpuc.ca.gov/documents/download/3464/mainchange_summary%7Cmain%- 7Credline)/
- https://www.synergycompanies.com/utility-program/multi-family-direct-install-program • Residential Direct Install (SCE-13-SW-001G)
- https://www.synergycompanies.com/utility-program/sceres - https://www.sce.com/es/save-money/savings-programs/enroll-in-savings-programs/residen- COMMUNITY POWER PLAN VI. Appendix
tial-direct-install-program
• Hard-to-Reach Commercial Direct Install (SCR-COM-E5)
- https://cedars.cpuc.ca.gov/documents/download/3414/mainchange_summary%7Cmain%- 7Credline)/
- https://socalren.org/commercial/hard-to-reach-commercial-direct-install COMMUNITY POWER PLAN VI. Appendix
Appendix M. Sources
of Funding Information
COMMUNITY POWER PLAN VI. Appendix
SOURCES OF FUNDING INFORMATION
The table below lists the sources of funding information that was used to populate the tracking spreadsheet. This list, along with corresponding links, is included in the first tab of the tracking spreadsheet.
Information sources include state and regional agency websites, non-profit aggregator websites, and newsletters that track funding opportunities from multiple sources.
This assessment is designed to identify opportunities beyond those identified in the Existing Programs Assessment. The list was updated with additional sources as they were identified.
Due to recent guidance from the federal administration, many programs initiated through the Bipartisan Infrastructure Law (BIL) and the Inflation Reduction Act (IRA) are no longer active. Some funding that was already provided for state-level implementation is now being repossessed. To improve our understanding of the viability of various federal grant opportunities, we have included the federal grants portal and two websites that track federal funds’ status. The risk associated with federal funding is considered in the prioritization and recommendations analysis.
Sources of Funding Information
Category Description Agency
California State Agencies
CEC Open and Upcoming Solicitations California Energy Commission (CEC) CEC Funding Information California Energy Commission (CEC) CEC Empower Innovation Funding Opportunities California Energy Commission (CEC) SGC Grant Programs Strategic Growth Council (SGC)
CSD Funding Programs CA Dept of Community Services and
Development (CSD)
LCI Funding Opportunities CA State Governor’s Office of Land Use and Climate Innovation (LCI)
CA Climate Investments Resource Portal California Air Resources Board (CARB) CARB Funding Opportunities California Air Resources Board (CARB) Federal Clean Energy Funding Opportunities California Public Utilities Commission (CPUC)
CA Grants Portal All CA State Agencies
Regional Agencies
SCAG Grant Opportunities Southern California Assocation of Governments (SCAG)
South Coast AQMD Grants South Coast Air Quality Management District (AQMD)
South Coast AQMD Incentives South Coast Air Quality Management District (AQMD)
South Coast AQMD Funding South Coast Air Quality Management District (AQMD)
Funding Aggregators
COMMUNITY POWER PLAN VI. Appendix
Category Description Agency
CCEC wEEkly update California Climate and Energy
Collaborative (CCEC)
LARC Monthly Climate Funding Newsletter Los Angeles Regional Collaborative for Climate Action and Sustainability (LARC)
ARCCA Funding Tracker Alliance of Regional Collaboratives for Climate Adaptation (ARCCA)
CA Green Economy Public Funding Tracker UC Berkeley Labor Center EPN funding updates Environmental Protection Network (EPN) Federal Agencies
Federal Grants Portal - Grants.gov All Federal agencies Water Smart Funding Opportunities US Bureau of Reclamation (USBR) Federal Funding Status Updates
Federal Energy and Climate Funding Updates
and Resources
Compiles (crowd-sources) info across
multiple federal agencies
GO-Biz Federal Funding Tracker for Climate and
Energy
The CA Governor’s Office of Business
and Economic Development (GO-Biz)
COMMUNITY POWER PLAN VI. Appendix
Appendix N. Funding
Tracking Spreadsheet
Template and Data
Fields
COMMUNITY POWER PLAN VI. Appendix
The tracking spreadsheet template contains column headings (data fields) for key information about each opportunity. As the spreadsheet is populated, some small revisions may be made to these fields to capture the important aspects of the opportunities and facilitate evaluation and prioritization.
View the tracking template and data fields spreadsheet by clicking the button below.
COMMUNITY POWER PLAN VI. Appendix
Appendix O.Funding
Recommendations
Memo
COMMUNITY POWER PLAN VI. Appendix
FUNDING RECOMMENDATIONS
MEMO
This memo summarizes the process and findings of the OCPA Funding Opportunities Assessment.
Process
The funding opportunities assessment was conducted in two phases. In the first phase, TEC identified sources of funding information and created a tracking spreadsheet. Phase 2 of the funding opportunities assessment validated and reviewed the funding sources identified in Phase 1, and populated the tracking spreadsheet (Appendix N. Funding Tracking Spreadsheet Template and Data Fields) with opportunities aligned to the priorities identified in OCPA’s Community Needs Assessment.
The primary criteria used to decide what was added to the tracking spreadsheet were:
1. If the opportunity aligned with Community Power Plan priorities (e.g., renter-focused electrification + DR, whole-home EE/electrification, refrigeration efficiency, EVSE/managed charging, SEM, and financing/ incentive stacking)
2. Whether either OCPA or a member agency would be eligible to lead, or the opportunity offers a substantial award (~$500k+) where OCPA or a member agency could be funded as a participating partner.
Other considerations that were originally envisioned included total funding available, competitiveness, application complexity, and risk (including federal policy volatility). However, due to the limited number of current opportunities found, we did not use these criteria to eliminate any open opportunities from inclusion on the spreadsheet.
Findings
Key findings from the funding assessment are as follows:
• Federal volatility has reduced near-term access to funding opportunities from the Bipartisan Infra-structure Law (BIL)/Inflation Reduction Act (IRA). Early 2025 federal actions paused or rescinded portions of IRA/Infrastructure Investment and Jobs Act (IIJA) disbursements. Several high-profile clean energy grants were paused or terminated, including portions of the Greenhouse Gas Reduc-tion Fund. Multiple court orders are underway but uncertainty remains high for many national pro-grams. • Despite those federal developments, certain IRA funds allocated for residential rebates in California remain active. High-Efficiency Electric Home Rebate Act (HEEHRA) has resumed and is available via TECH Clean California. HOMES, implemented by the California Energy Commission(CEC), is active, but program details are still in development. Note, however, that both programs are listed on the Exist-ing Programs Spreadsheet and were therefore not included as new funding opportunities. • California state grant programs remain comparatively stable and active. - Round 6 of the Transformative Climate Communities (TCC) program is expected to be released COMMUNITY POWER PLAN VI. Appendix
by the Strategic Growth Council (SGC) in Spring 2026, and second rounds of two resilience-re-lated programs are upcoming from the Governor’s Office of Land Use and Climate Innovation.
Past grants have been in the range of $15-25M, and the community-based, multi-benefit model supports deep, lasting change for awardees. However, few total grants are awarded and the programs are highly competitive. Furthermore, TCC grants are complex and time-consuming applications, although SGC is attempting to make process changes that will reduce the effort required for applications.
- The Electric Program Investment Charge (EPIC) program is confirmed through Dec 31, 2030.
Planning for EPIC 5 (2026–2030) is underway, and future grant funding opportunities (GFOs) will be guided by that plan. Solicitation specifics for 2026+ are not yet known and should be tracked. Many EPIC solicitations are research-focused, often led by universities or by private companies proving new technologies. However, if there are solicitations with a demonstration or deployment orientation, OCPA can be competitive.
• The time from solicitation release to application due date can be short. For example, for currently open solicitations (as of November 3, 2025), applications are due between 3 weeks to a maximum of 3 months away. Many opportunities identified in this process closed during the assessment develop-ment process. We recommend reviewing and updating the tracking spreadsheet regularly. • Some funding opportunities operate on a multiyear or recurring timeline and have not or could not be included on the list. For instance, EPIC funding opportunities for 2026 and beyond aren’t known yet as the EPIC investment plan details for 2026-2030 haven’t been released. Opportunities like this should be tracked for future consideration.
• In general, there are sufficient funding opportunities to support electrification and clean mobility programs. To clarify how these opportunities align with each CPP-recommended program, please refer to the tracking spreadsheet, which includes a matrix linking each program to the corresponding funding sources and eligible measures.
COMMUNITY POWER PLAN VI. Appendix
Appendix P. Cost-Benefit Analysis
COST-BENEFIT ANALYSIS
METHODOLOGY
Purpose
The purpose of the Cost-Benefit Analysis (CBA) is to generate program recommendations for the Orange County Power Authority (OCPA) Community Power Plan based on cost-effectiveness and community benefit. The Community Power Plan will then guide the timing and resource allocation of OCPA’s program investments. The CBA utilized a scoring tool that integrates the community needs, operational alignment, and existing programs assessments to analyze the impact and feasibility of potential programs.
Process
The CBA was carried out in three sequential phases. The first phase focused on developing the CBA scoring tool, which included establishing scoring category weightings and identifying programs for evaluation. The second phase involved convening a scoring committee of subject-matter experts to apply the tool to the identified programs. The final phase synthesized committee input into an overall analysis to generate program recommendations.
DEVELOPING THE CBA SCORING TOOL
Scoring Category Weightings
To evaluate program impact and feasibility, the team first defined a set of scoring categories.
These categories were informed by a review of other community choice aggregator (CCA) community power plans, as well as OCPA’s understanding of program design, community benefits, and implementation feasibility (Appendix P-1). ● Impact Categories: Customer energy rate reduction, energy use reduction, load shifting, impact on communities of concern, economic impact, air pollutant impact, incremental GHG impact, extreme heat mitigation, electric reliability. ● Feasibility Categories: OCPA customer eligibility, uptake of existing programs, program redundancy, OCPA revenue impact, overall investment impact, implementation timeline.
Example Impact Category Evaluation Criteria and Scoring Guidelines Category Evaluation Criteria (Scored 1-5) Scoring Guidelines Customer
Energy Rate
Achieving lower electricity rates
for customers by increasing
Score 5: Significant rate reduction;
clearly documented with strong
Reduction cost-effective energy generation
through the Orange County Power
Authority (OCPA). This includes
optimizing procurement strategies,
leveraging renewable energy
sources, and enhancing
operational efficiencies to provide
more affordable and sustainable
energy solutions.
methodology.
Score 4: Noticeable reduction;
well-documented and credibly estimated.
Score 3: Moderate reduction; some
confidence in methodology.
Score 2: Minimal reduction or highly
uncertain estimate.
Score 1: No measurable reduction or
unsupported claim.
To ensure the tool reflected community priorities, survey data from the community needs and operational alignment assessments was used to create normalized weightings for each impact category. Checklist responses were converted into selection percentages, while ranking-scale responses were assigned higher point values for higher rankings. The combined results were then normalized across categories to generate the final weightings (Appendix P-2).
Example Scoring Matrix
Program Identification
Next, the team identified programs to be evaluated using the scoring tool. Drawing on the existing programs assessment, 11 programs were selected to address gaps and opportunities in the current landscape: (Appendix P-3)
● Codes and standards / reach codes support
● Sector-specific demand response (DR) programs
● Direct-to-renter electrification and DR Program for residents and small businesses ● Strategic energy management (SEM) for industrial facilities ● Comprehensive energy efficiency and electrification program ● Financing and incentive stacking support
● Increase e-mobility access and advanced EV and charging infrastructure programs ● Workforce education and training (WE&T)
● Resilience, decarbonization Showcase and pilot projects ● Refrigeration efficiency and electrification program
● Credit-boosting equity direct install programs
Each program was then assigned an “uptake of existing programs” score, based on survey data grouped into program types (energy efficiency/electrification, demand response, distributed energy resources, electric vehicles, education/outreach). Percentiles were mapped to uptake scores, which were integrated into the CBA tool (Appendix P-2).
With category weightings and programs defined, the tool was ready for evaluation.
SCORING COMMITTEE EVALUATION
The second phase of the CBA centered on convening a scoring committee of independent experts. A call for participation was distributed through the California Community Choice Association (CalCCA) along with a position description outlining qualifications (Appendix P-4).
Six experts from CCAs across the state volunteered, joined by a representative from a non-profit specializing in program implementation, forming a balanced and knowledgeable panel.
Committee members participated in an orientation session to introduce the CBA, explain the scoring methodology, and clarify their role in the OCPA Community Power Plan. Each member was then provided with background materials and an individual scoring sheet (Appendix P-5).
All six committee members submitted their evaluations, which formed the dataset for the final phase of analysis.
FINAL CBA ANALYSIS
The final phase of the CBA involved consolidating the scoring committee’s evaluations. Scores from all six members were averaged for each program and category, resulting in a single representative value per program for both impact and feasibility.
To interpret these results, grading scales were developed using the overall mean and standard deviation of scores. This curve-based approach ensured that programs were evaluated relative to the full distribution of committee assessments.
Impact Scale (mean = 2.77, stdev = 0.21):
● High impact: ≥ 2.98 (≥ mean + 1σ)
● Moderate impact: 2.77 – 2.98 (mean to +1σ)
● Low impact: 2.56 – 2.77 (mean –1σ to mean)
● Minimal impact: < 2.56 (below mean –1σ)
Feasibility Scale (mean = 20.38, stdev = 1.46):
● Highly viable: ≥ 21.84 (≥ mean + 1σ)
● Moderately viable: 20.38 – 21.84 (mean to +1σ)
● Limited viability: 18.92 – 20.38 (mean –1σ to mean)
● Not viable: < 18.92 (below mean –1σ)
Each program was then classified within these impact and feasibility tiers, providing a structured framework for prioritizing OCPA’s potential investments under the Community Power Plan (Appendix P-6).
Impact Analysis
Category Evaluation Criteria (Scored 1-5) Scoring Guidelines Notes Customer Energy Rate Reduction
Achieving lower electricity rates for customers by increasing cost-effective energy generation through the Orange County Power Authority (OCPA). This includes optimizing procurement strategies, leveraging renewable energy sources, and enhancing operational efficiencies to provide more affordable and sustainable energy solutions.
Score 5: Significant rate reduction; clearly documented with strong methodology.
Score 4: Noticeable reduction; well-documented and credibly estimated.
Score 3: Moderate reduction; some confidence in methodology.
Score 2: Minimal reduction or highly uncertain estimate.
Score 1: No measurable reduction or unsupported claim.
Energy Use Reduction
Implementing strategies and technologies to achieve overall net kWh savings, including efficiency improvements and benefits from electrification. This encompasses upgrading infrastructure, promoting energy-efficient appliances, and encouraging sustainable practices that reduce consumption while supporting the transition to cleaner energy sources.
Score 5: Significant usage reduction; clearly documented with strong methodology.
Score 4: Noticeable reduction; well-documented and credibly estimated.
Score 3: Moderate reduction; some confidence in methodology.
Score 2: Minimal reduction or highly uncertain estimate.
Score 1: No measurable reduction or unsupported claim.
Load Shifting
Enhancing grid reliability and efficiency through demand response programs and advanced energy management systems. This involves shifting energy consumption to off-peak periods using smart grid technologies, time-of-use pricing, and automated demand response solutions to reduce strain on the grid and optimize energy distribution.
Score 5: Major reliability benefit; strong support during many critical hours.
Score 4: Noticeable support; helps during several critical hours.
Score 3: Moderate support; limited scope or duration of benefit.
Score 2: Minimal or unclear support; few critical hours affected.
Score 1: No measurable reliability improvement.
Impact on Communities of Concern
Assessing the extent to which the program benefits disadvantaged or underserved communities by improving energy access, affordability, and sustainability. This includes evaluating the financial impact on equity customer participants, such as out-of-pocket costs, and ensuring that programs are designed to promote inclusivity, reduce energy burdens, and enhance long-term economic and environmental resilience for these communities.
Score 5: Clear, high-impact outcome with data.
Score 4: Moderately high with plausible impact.
Score 3: Average performance with gaps.
Score 2: Below average or unclear.
Score 1: No value or not applicable.
Economic Impact
The extent to which the program contributes to job creation, retention, and workforce development in the clean energy sector. This includes direct, indirect, and induced employment opportunities, with a focus on equitable access to high-quality, well-paying jobs, apprenticeship programs, and workforce training initiatives, particularly for disadvantaged or underrepresented communities.
Score 5: Clear, high-impact outcome with data.
Score 4: Moderately high with plausible impact.
Score 3: Average performance with gaps.
Score 2: Below average or unclear.
Score 1: No value or not applicable.
Direct jobs – Employment created by clean energy projects and infrastructure investments.
Indirect jobs – Jobs generated in supply chains supporting clean energy industries.
Induced jobs – Employment growth resulting from increased economic activity due to clean energy investments.
IRA-related metrics
Air Pollutant Impact
The program’s effectiveness in reducing harmful air pollutants (e.g., particulate matter, nitrogen oxides, sulfur dioxide, benzene) that negatively affect local air quality and public health, particularly in disadvantaged communities.
Score 5: Major reduction in pollutants; clear, transformative impact.
Score 4: Strong reduction; well-documented and supported by data.
Score 3: Moderate reduction; benefits evident but mostly estimated.
Score 2: Minimal or uncertain reduction; limited verified benefits.
Score 1: No measurable impact on air quality.
Incremental GHG Impact
The program’s contribution to reducing greenhouse gas (GHG) emissions, including measurable reductions in carbon dioxide (CO₂), methane (CH₄), and other climate pollutants in alignment with state and federal climate goals.
Score 5: Major GHG reduction; very large, well-documented impact.
Score 4: Strong reduction; substantial, clearly demonstrated benefits.
Score 3: Moderate reduction; meaningful but smaller-scale impact.
Score 2: Minimal reduction or highly uncertain benefits.
Score 1: No significant GHG impact.
Extreme Heat Mitigation
The program’s effectiveness in reducing heat-related risks, such as urban heat islands and temperature-related health hazards, through initiatives like cooling centers, high-efficiency HVAC improvements, tree canopy expansion, and reflective infrastructure.
Score 5: Major cooling effect; strong, well-documented evidence of impact.
Score 4: Noticeable cooling; credible evidence supports benefits.
Score 3: Moderate cooling; limited impact or early-stage concept.
Score 2: Minimal or unverified cooling effect.
Score 1: No measurable impact on extreme heat.
Electric Reliability
The program’s impact on grid stability, energy resilience, and outage reduction, including enhancements in local energy storage, microgrid deployment, distributed energy resources (DERs), and demand-side management strategies.
Score 5: Significant rate reduction; clearly documented with strong methodology.
Score 4: Noticeable reduction; well-documented and credibly estimated.
Score 3: Moderate reduction; some confidence in methodology.
Score 2: Minimal reduction or highly uncertain estimate.
Score 1: No measurable reduction or unsupported claim.
Appendix P-1
Feasibility Analysis
Category Evaluation Criteria (Scored 1-5) Quantified Scoring Guidelines Notes OCPA Customer Eligibility
The percentage of OCPA customers eligible to participate or directly benefit from the program, with a focus on equitable access, affordability, and program inclusivity for residential, commercial, and industrial ratepayers.
Score 5: Broad eligibility; nearly all customer types included with wide reach.
Score 4: Strong eligibility; multiple sectors included with minimal exclusions.
Score 3: Moderate eligibility; some limitations in scope or coverage.
Score 2: Limited eligibility; narrow reach or niche focus.
Score 1: Very limited or unclear eligibility.
Uptake of Existing Programs
Historical and projected participation rates based on comparable programs, assessing customer engagement, adoption trends, and potential barriers to implementation to ensure program success and scalability.
Score 5: Very likely to achieve strong participation; assumptions are transparent.
Score 4: Likely to achieve solid participation—minor
uncertainties.
Score 3: Potential for participation is plausible but mixed.
Score 2: Unconvincing participation outlook—limited or
speculative evidence.
Score 1: Participation case is not credible— claims are largely aspirational with little connection to comparable experience or concrete plans.
Program Redundancy
Evaluating whether the proposed program duplicates, overlaps with, or complements existing initiatives, ensuring efficient resource allocation and avoiding unnecessary replication.
Score 5: Entirely unique offering not available from utilities, local governments, or other third-party providers; clearly fills an unmet need.
Score 4: Mostly unique with minimal functional overlap and clearly communicated differentiation.
Score 3: Some overlap with existing programs but delivers added value or improvements (e.g., accessibility, cost-effectiveness).
Score 2: Considerable duplication of existing services with limited added benefit or unclear role for OCPA.
Score 1: Substantially redundant with existing programs, creating risk of confusion or inefficiency.
OCPA Revenue Impact
The projected positive or negative effect on Orange County Power Authority’s (OCPA) financial health, long-term operational sustainability, and overall revenue generation. This includes cost-effectiveness, return on investment, and financial risks associated with program implementation.
Score 5: Very likely to generate meaningful net value for OCPA.
Score 4: Likely positive for OCPA; risks appear manageable.
Score 3: Could be positive, but too many open questions to be confident.
Score 2: Unlikely to deliver material net value; high risk of a neutral outcome.
Score 1: Likely negative net impact or unjustified claims.
Overall Investment Impact
The extent to which OCPA’s investment attracts, leverages, or complements external funding sources, such as federal and state grants, Regional Energy Networks, Investor-Owned Utilities, or contractors, to maximize financial efficiency and program reach.
Score 5: Diversified, credible external funding with minimal uncertainty.
Score 4: Credible indications of outside funding; some
uncertainties remain .
Score 3: Moderate and plausible but reliant on several
assumptions or pending items.
Score 2: Weak prospects; mostly aspirational or early-stage; incremental benefit to OCPA funding is limited or unclear.
Score 1: Depends primarily on OCPA funds.
Implementation Timeline
The estimated duration required to develop, launch, and fully operationalize the program, including key milestones, regulatory approvals, and potential obstacles that may impact deployment.
Score 5: Program can be implemented and fully launched within <5 months, including planning, procurement, and enrollment.
Score 4: Launch achievable in 5–12 months with well-defined project management milestones.
Score 3: 13–18 month timeline with moderate risks or
dependencies.
Score 2: >18 months required for full launch due to regulatory, funding, or operational constraints.
Score 1: No clearly defined timeline or evidence suggests extended delays (>24 months).
Programs will be designated as Near-Term, Medium-Term, and Long Term as noted below:
Score of 5 = Near-Term
Score of 4 or 3 = Medium-Term
Score of 2 or 1 is Long-Term
Appendix P-1
Appendix P-2
View the OCPA CBA Weightings and Uptake Score Calculations by clicking the button below.
Appendix P-2
OCPA Programs For CBA
1. Codes and Standards / Reach Codes Support
○ Why: Helps accelerate regional electrification and efficiency standards by supporting municipalities in policy adoption and enforcement. ○ Successful Models: 3CE Reach Code Program — strong technical support for municipal reach codes; BayREN Code Support — assistance with code adoption and staff training.
○ Action: Provide technical assistance for cities to develop and adopt electrification-focused reach codes, along with training for enforcement staff.
2. Sector-Specific Demand Response (DR) Programs
○ Why: Customers consistently find DR programs easy to understand, low-cost to participate in, and tied to predictable incentives. Expanding DR with tailored options for agriculture and industrial sectors addresses their underserved status while supporting grid reliability.
○ Successful Models: SCE ELRP (Emergency Load Reduction Program) — highly effective for commercial and industrial customers; PG&E SmartAC — scalable residential program with simple enrollment. SCE’s Critical Peak Pricing, an optional rate that offers a discount on summer electricity rates in exchange for higher prices during CPP event days.
○ Action: Design flexible participation agreements and integrate automated load management for industrial pumps, compressors, and processing systems.
3. Direct-to-Renter Electrification and DR Program for residents and small businesses
○ Why: Renters face unique barriers like lack of control over major equipment.
Providing portable, plug-and-play solutions empowers them to participate in energy efficiency, DR, and electrification efforts without landlord intervention. ○ Successful Models: BayREN’s Multifamily Energy Program — effective outreach for multi-unit dwellings; SMUD’s Smart Home Pilot — portable equipment and behavioral engagement strategies.
○ Action: Offer DR integration plus portable induction cooktops, air purifiers, and plug-in heat pump units, combined with app-based engagement and incentives.
4. Strategic Energy Management (SEM) for Industrial Facilities ○ Why: Industrial facilities often cannot retrofit critical equipment, but SEM provides operational efficiency without large upfront costs.
○ Successful Models: SCE SPARKe SEM Program — tailored energy planning and training for industrial and agricultural operations; MCE Industrial Energy Efficiency — custom support for process and operational improvements. ○ Action: Launch cohort-based SEM training, with ongoing technical support and benchmarking to drive measurable savings.
5. Comprehensive Energy Efficiency and Electrification Program ○ Why: Integrating energy efficiency upgrades with building electrification for both residential and commercial customers provides deeper savings, streamlines participation, and ensures equitable access. By coupling rebates with stackable incentives, the program can overcome cost barriers and accelerate adoption across sectors.
Appendix P-3
○ Successful Models: Peninsula Clean Energy (PCE) — integrated programs combining efficiency and electrification measures; BayREN Home+ — combined incentives for heat pumps, induction, and efficiency upgrades; 3CE New Construction Electrification (ADU) — layered electrification and efficiency incentives for new projects.
○ Action: Offer audits, incentives, financing, and application assistance support for residential and commercial customers to implement measures such as lighting, HVAC, refrigeration, heat pumps, and induction appliances. Pair with stackable incentives aligned with TECH Clean California and federal IRA funding to maximize customer benefits and participation.
6. Financing and Incentive Stacking Support
○ Why: Even with enhanced incentives, upfront costs are a major barrier for small businesses and income-qualified customers. Financing and technical guidance enable broader participation.
○ Successful Models: MCE On-Bill Financing — accessible repayment models for residential and commercial customers; SoCalREN Revolving Loan Fund — bridges funding gaps for public agencies
○ Action: Provide on-bill financing, low-interest loans, and expert guidance on stacking local, state, and federal incentives.
7. Increase E-Mobility Access and Advanced EV and Charging Infrastructure Programs
○ Why: Community members face barriers when converting to e-mobility such as high capital costs or limited charging infrastructure. In addition, CCAs would benefit from smart load management to optimize grid integration. ○ Successful Models: SCE Charge Ready — scalable charging programs for residential and commercial sites; Peninsula Clean Energy EV Ready — turnkey solutions for multi-unit dwellings, small businesses, and fleets. Sonoma Community Power E-Bike program — provide safety courses and rebate on purchase of eligible e-bikes.
○ Action: Expand infrastructure support for workplaces, multifamily units, and fleet operators, integrating smart charging and DR participation. Provide safety courses and equipment for e-bikes and develop a program to offer residents either rebates for the purchase of e-bikes or discounted e-bike rentals. Offer diverse solutions for residents and businesses including e-bikes and e-family/cargo bikes.
8. Workforce Education and Training (WE&T)
○ Why: Building a skilled workforce ensures that electrification, DR, and SEM programs can scale effectively while creating equitable job opportunities. ○ Successful Models: I-REN Workforce Development Program — contractor training and certifications; MCE Green Workforce Pathways — connecting local residents to clean energy careers.
○ Action: Partner with community colleges, trade organizations, and unions to create training pipelines in electrification, HVAC, and energy management.
9. Resilience, Decarbonization Showcase and Pilot Projects Appendix P-3
○ Why: Visible, local demonstrations build trust, generate data, and accelerate adoption across sectors.
○ Successful Models: BayREN Decarbonization Showcase — municipal and public agency demonstration sites; 3CE Community Resiliency Projects — solar + storage showcases for resilience.
○ Action: Develop high-profile demonstration projects, such as all-electric municipal facilities, microgrids, industrial/agricultural electrification, or school retrofits, with robust community engagement.
10. Refrigeration Efficiency and Electrification Program ○ Why: Refrigeration systems are significant energy users in grocery stores, restaurants, and other small-to-medium commercial facilities. Upgrading to high-efficiency or electrified refrigeration systems reduces energy costs, supports decarbonization, and improves grid reliability during peak load periods. ○ Successful Models: BayREN Refrigerant Replacement Program (BRRR) — targeted upgrades and refrigerant retrofits; PG&E’s Advanced Refrigeration Program — incentives and technical support for high-efficiency refrigeration equipment.
○ Action: Provide audits, incentives, and direct install options for efficient compressors, advanced controls, and natural refrigerant systems, coupled with maintenance training and support for low-GWP refrigerant conversions.
11. Credit-Boosting Equity Direct Install Program
○ Why: Equity communities often face barriers to financing due to lower average credit scores. This program would partner with a local credit union to deposit incentives into an account that automatically repays a matching loan. Participants would not need to make payments themselves, but the on-time repayment history would still be reported to credit bureaus, helping participants build credit while accessing energy efficiency or electrification upgrades. ○ Successful Models: There are currently no direct models of incentive-backed automatic repayment loans tied to credit building. Comparable structures include on-bill financing programs (e.g., SCE On-Bill Financing), which allow customers to repay upgrade costs through their utility bill. However, those programs do not contribute to credit score improvements because they are not reported to credit bureaus.
○ Action: Collaborate with local credit unions to design a pilot where incentive funds are deposited and automatically applied to loan repayments, ensuring positive credit reporting. At the end of the loan term, participants emerge with both the benefits of energy upgrades and improved credit standing, expanding future financial opportunities.
Appendix P-3
OCPA Program Scoring Committee Job Description
Overview
Orange County Power Authority (OCPA) is developing a Community Power Plan to identify local energy needs and create a program development roadmap. As part of the evaluation process, OCPA will include industry experts on a Program Scoring Committee to help evaluate potential programs. As illustrated in the schematic below, this committee will play a vital role in evaluating and scoring programs that have been internally identified and shortlisted through the Community Needs Assessment (including listening sessions and surveys), Operational Alignment Assessment (including evaluation of OCPA’s internal capacity and strategic alignment), Funding Opportunities Assessment (including identification of public and private funding sources), and the Existing Programs Assessment (including industry research) process.
Committee members will use a standardized and quantified scoring framework to assess each shortlisted program’s impact potential, feasibility, and alignment with OCPA’s strategic priorities, including equity, decarbonization, and ratepayer value. Impact potential captures the breadth and depth of a program’s expected benefits—such as incremental greenhouse gas impact, air Appendix P-4
pollutant impact, energy use reduction, economic impact, and impact on communities of concern. Feasibility considers how realistically and efficiently a program can be implemented, taking into account factors like overall investment impact, OCPA revenue impact, OCPA customer eligibility, uptake of existing programs, and implementation timeline. Together, these dimensions help ensure that the highest-scoring programs are both meaningful in their outcomes and achievable in practice.
The CBA framework will generate a prioritization for each program—ranging from 'High Priority' to 'Not Recommended'—based on scoring committee inputs. These results will guide OCPA in understanding which programs to invest in, when to do so, and how to allocate resources based on cost-effectiveness and community benefit.
Responsibilities
Evaluate Programs Selected by OCPA Staff
● Review a curated set of programs that have been prioritized through based on existing programs and score their impact on identified priorities.
Apply a Quantified Scoring Rubric
● Use a defined scoring framework with specific thresholds to assign numerical scores (1–5) across multiple evaluation criteria such as customer eligibility, GHG reduction, community impact, implementation timeline, and economic viability.
Attend Calibration Session
● Participate in onboarding and a scoring calibration workshop to ensure shared understanding of scoring criteria, guidelines, and procedures.
Submit Individual Scoring
● Complete scoring for each program and provide short written justifications for selected criteria to support transparency and consistency.
Provide Feedback on the Process
● Contribute input on the clarity, fairness, and usability of the scoring rubric for future iterations.
Qualifications & Experience
Ideal candidates should possess:
Experience in one or more of the following areas:
Appendix P-4
● Clean energy programs (e.g., energy efficiency, electrification, DERs) ○ Local government, public-sector planning, or program implementation or evaluation
○ Environmental justice or community-based outreach and equity frameworks ○ Utility operations, rate design, or regulatory compliance ○ Data analysis or cost-benefit modeling
● Familiarity with Community Choice Aggregation (CCA) or local energy programs is preferred but not required.
● Experience using structured evaluation tools or frameworks to assess proposals or initiatives.
● Commitment to equity, sustainability, and transparent public decision-making.
Tangible Work Outputs
Each member will:
● Review and score 5-10 proposed programs.
● Assign numeric scores (1–5) across 14 evaluation categories per program. ● Submit a completed scoring template, including brief notes or justifications for selected scores.
Estimated Time Commitment
Total Time Commitment: 4-6 hours
● Orientation: 30 mins
● Program review and scoring: 3-5 hours
Scoring Timeline:
● OCPA anticipates conducting a single scoring cycle during the third quarter of 2025.
Appendix P-4
Orange County Power Authority
Community Power Plan:
Programs Cost-Benefit Analysis -
Scoring Committee
9/16/2025
1 Appendix P-5
The Energy Coalition
Agenda
● Background
● Cost-Benefit Analysis Orientation
○ Part 1:
■ Programs, Scoring Categories, and Criteria
○ Part 2:
■ Scoring Logic, Getting to Final Priority
● Next Steps
2 Appendix P-5
Background
3 Appendix P-5
The Energy Coalition
Community Power Plan
Orange County Power
Authority is developing a
Community Power Plan (CPP)
to identify local energy needs
and create a program
development roadmap.
The CPP will contain the
following steps:
4 Appendix P-5
The Energy Coalition
Cost-Benefit Analysis (CBA)
● The goal of the CBA is to determine the impact and feasibility of potential programs to produce a final prioritization
● The results from the CBA will be incorporated into the overall program recommendations to guide OCPA in understanding which programs to invest in, when to do so, & how to allocate resources based on cost effectiveness and community benefit
5 Appendix P-5
The Energy Coalition
Scoring Committee Responsibilities
● Review and score 10 (+1) programs (est. 3-5hrs)
○ Use a defined scoring framework with specific thresholds to assign numerical scores (1–5) across multiple evaluation criteria ● Complete scoring for each program and provide short written justifications for selected criteria to support transparency and consistency.
● Feedback: Contribute input on the clarity, fairness, and usability of the scoring rubric for future iterations.
6 Appendix P-5
OCPA Customer Overview
7 Appendix P-5
The Energy Coalition
591,297 236,241
OCPA Customer Demographics
Appendix P-5
The Energy Coalition
OCPA Customer Demographics
Appendix P-5
Cost Benefit Analysis Orientation
10 Appendix P-5
PART 1: Programs, Categories, and
Criteria
11 Appendix P-5
The Energy Coalition
1: Programs to be Evaluated
1. Codes and Standards / Reach Codes
Support
2. Sector-Specific Demand Response (DR)
Programs
3. Direct-to-Renter Electrification and DR
Program for residents and small
businesses
4. Strategic Energy Management (SEM)
for Industrial Facilities
5. Comprehensive Energy Efficiency and
Electrification Program
6. Financing and Incentive Stacking
Support
12 7. Increase E-Mobility Access and
Advanced EV and Charging
Infrastructure Programs
8. Workforce Education and Training
(WE&T)
9. Resilience, Decarbonization Showcase
and Pilot Projects
10. Refrigeration Efficiency and
Electrification Program
11. Credit-Boosting Equity Direct Install
Program
Appendix P-5
The Energy Coalition
2: Scoring Categories & Evaluation Criteria
IMPACT
1. Customer Energy Rate Reduction
2. Energy Use Reduction
3. Load Shifting
4. Impact on Communities of
Concern
5. Economic Impact
6. Air Pollutant Impact
7. Incremental GHG Impact
8. Extreme Heat Mitigation
9. Electric Reliability
13 FEASIBILITY
1. OCPA Customer Eligibility
2. Uptake of Existing Programs*
3. Program Redundancy
4. OCPA Revenue Impact
5. Overall Investment Impact
6. Implementation Timeline
Appendix P-5
The Energy Coalition
2: Scoring Categories & Evaluation Criteria
● Found on ‘Rubric’ Tab Columns A & B
● Evaluation Criteria sets the standard by which a category must be judged
14 Category Evaluation Criteria (Scored 1-5)
Customer Energy Rate
Reduction
Achieving lower electricity rates for customers by increasing cost-effective energy generation through the Orange County Power Authority (OCPA). This includes optimizing procurement strategies, leveraging renewable energy sources, and enhancing operational efficiencies to provide more affordable and sustainable energy solutions.
Energy Use Reduction
Implementing strategies and technologies to achieve overall net energy savings, including efficiency improvements and benefits from electrification. This encompasses upgrading infrastructure, promoting energy-efficient appliances, and encouraging sustainable practices that reduce consumption while supporting the transition to cleaner energy sources.
Appendix P-4 Appendix P-5
The Energy Coalition
3: Scoring Guidelines
● Found on ‘Rubric’ Tab Column C
● Scoring Guidelines: framework that defines criteria and expected levels of performance ○ Committee will use scoring guidelines to provide 1-5 scoring 15 Category Evaluation Criteria (Scored 1-5) Scoring Guidelines Customer Energy
Rate Reduction
Achieving lower electricity rates for customers by
increasing cost-effective energy generation through
the Orange County Power Authority (OCPA). This
includes optimizing procurement strategies,
leveraging renewable energy sources, and enhancing
operational efficiencies to provide more affordable
and sustainable energy solutions.
Score 5: Significant rate reduction;
clearly documented with strong
methodology.
Score 4: Noticeable reduction;
well-documented and credibly
estimated.
Score 3: Moderate reduction; some
confidence in methodology.
Score 2: Minimal reduction or highly
uncertain estimate.
Score 1: No measurable reduction or
unsupported claim.
Appendix P-4 Appendix P-5
PART 2: Scoring Logic, Getting to the
Final Priority
16 Appendix P-5
The Energy Coalition
*Uptake score is pre-calculated (will be determined by the survey data only) Scoring
Categories &
Evaluation
Criteria
Scoring
Guidelines
2 3
5 Impact &
Feasibility
Score = Final
Priority
Programs
to be
Evaluated
1 4
PART 21
Appendix P-5
The Energy Coalition
4: Scoring Logic
18 Identify Program
Codes and
Standards / Reach
Codes Support -
Educational and
Outreach
Programs
Identify
Category
Customer Energy
Rate Reduction
Review Criteria
● Evaluation
Criteria
● Scoring
Guidelines
Committee
Assigns a Score
Score 3: moderate
reduction; some
confidence in
methodology.
Repeat Steps 2-4 for all categories for each program
Appendix P-5
The Energy Coalition
4.1: Scoring Best Practices
19 ● Document your rationale – Take clear notes explaining why you assigned each score for every program type to ensure transparency and consistency. ● Stay objective – Evaluate each program type based on the provided criteria, avoiding personal preferences or organizational biases. ● Prepare to justify outliers – If your score is significantly higher or lower than the group average, you may be asked to explain your reasoning. ● Be consistent – Apply the same standards and level of scrutiny across all program types.
● Focus on evidence – When possible, base your scores on data and assessment findings, but also draw on your knowledge & experience rather than assumptions ● Ask for clarification when needed – If any scoring criteria are unclear, raise questions during the process to maintain scoring accuracy.
Appendix P-5
The Energy Coalition
5: Impact & Feasibility Score = Final Priority
20 Highly Viable
Moderately
Viable Limited Viability Not Viable
High Impact High Priority High Priority Medium Priority Low Priority Moderate Impact High Priority Medium Priority Low Priority Not Recommended Low Impact Low Priority Low Priority Not Recommended Not Recommended Minimal Impact Low Priority Not Recommended Not Recommended Not Recommended Appendix P-4 Appendix P-5
Next Steps
21 Appendix P-5
The Energy Coalition
Next Steps
TEC
● Provide Programs Central Scoring Hub to each committee member Scoring Committee:
● Use TEC provided information to score programs and provide brief justifications for chosen scores by 9/25/2025
● Provide feedback about your experience using the CBA tool 22 Appendix P-5
Questions?
23 Appendix P-5
Appendix P-6
View OCPA's CBA Scoring Committee Spreadsheet by clicking the button below.
Appendix P-6
COMMUNITY POWER PLAN VI. Appendix
Appendix Q.Community
Needs Assessment
Visuals
COMMUNITY POWER PLAN VI. Appendix
Figure 1. Residential and Commercial Customer Awareness of Programs Figure 2. Energy Improvements Made by Residential and Commercial Customers Figure 3. What Electricity Issues are Most Important to Residential and Commercial Customers COMMUNITY POWER PLAN VI. Appendix
Figure 4. Electricity Related Improvements Residential and Commercial Customers Would Most Like to See COMMUNITY POWER PLAN VI. Appendix
Appendix R. Existing
Programs Analysis
Visuals
COMMUNITY POWER PLAN VI. Appendix
Figure 5. Program Types in Assessment vs. OCPA Customers Figure 6. Programs by Type
COMMUNITY POWER PLAN VI. Appendix
Figure 7. Priority Population Served
Figure 8. Delivery Methods
Figure 9. Measures
COMMUNITY POWER PLAN VI. Appendix
Figure 10.Application Process by Sector
• Arduous & Demanding refers to application processes requiring significant documentation, multiple approval steps, and extensive technical or regulatory review. • Moderate indicates processes with a moderate level of documentation and some customized requirements but fewer overall steps than “Arduous & Demanding.” • Straightforward describes processes that may require multiple steps but are clear, well-structured, and easy for applicants to follow without confusion.
• Simple refers to processes with minimal documentation needs and very few steps, typically standardized forms with limited customization.
Figure 11. Funding Sources for Programs Assessed
COMMUNITY POWER PLAN VI. Appendix
Figure 12.Funding By Sector
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.3
-------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Steven Halligan, Regulatory and Legislative Manager Matt Chill, Regulatory Analyst
Approved By: Joe Mosca, Chief Executive Officer
Subject: DIABLO CANYON POWER PLANT OVERVIEW
Date: February 9, 2026
--------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Receive and file.
BACKGROUND
Diablo Canyon Power Plant (DCPP), owned and operated by Pacific Gas & Electric (PG&E) and located in San Luis Obispo County, is California’s last operating nuclear power plant providing nearly 10% of all of California’s electricity. Originally scheduled to be retired in 2024/25, legislation in 2022 extended the operation of the plant until 2029/30. Due to several factors including but not limited to demand growth from data centers, electric vehicles, and decarbonization, and delays in offshore wind development, it expected that the California Legislature will introduce legislation in 2026 to once again extend DCPP.
ANALYSIS AND DISCUSSION
Initial Diablo Canyon Power Plant Extension - 2024/25 to 2029/30 (SB 846 and R.23-01-007) On September 2, 2022, Governor Newsom signed Senate Bill (SB) 846 into law, which ordered the California Public Utilities Commission (CPUC) to consider whether to extend operations by up to five years through October 31, 2029 (Unit 1), and October 31, 2030 (Unit 2). After a CPUC Proceeding Rulemaking (R.) 23-01-007 which determined DCPP should continue to operate, and approval by various state and federal regulatory agencies, DCPP is now expected to continue operations through 2029 and 2030.
Future Potential Extension
Legislation to extend DCPP operations is likely to be introduced in 2026. It is important to examine the various benefits, constraints, and policy considerations of such a decision. The potential decision is inherently complex, and examination across many factors is important for OCPA to consider before taking a stance on any such legislation.
Affordability
As the state grapples with energy affordability, it is paramount to consider the ratepayer cost impacts of an additional extension of DCPP. To effectively accomplish this, it is recommended that the state implement a comprehensive cost benefit analysis that compares the pros and cons of extending DCPP versus alternative investment pathways to meet energy demand and reliability.
Notably, such an analysis should be conducted by an independent third party without ownership stake in DCPP like PG&E or a vested interest in any potential alternative pathway. Currently, it is likely that DCPP remains a highly cost-effective resource through 2035 or 2040; however, given the magnitude of financial, reliability, and environmental impacts that a DCPP extension will yield, further economic analysis must be conducted by the state prior to making a final determination.
Safety
While there are existing safety requirements and monitoring, as a condition for any further extension of DCPP, the state should require a comprehensive assessment of the plant from a safety perspective by an independent auditor. As part of SB 846, the state required an update to safety analysis of DCPP. A similar analysis should occur prior to any future DCPP extensions, and such an assessment should require stakeholder engagement and study inputs from relevant agencies such as the California Geological Survey.
Reliability and Planning Purposes
DCPP is a highly unique energy resource to the state in that it provides GHG-free electricity in addition to baseload power, meaning it supplies a relatively constant and dependable flow of electricity every hour of every day of the year. Further reliability analysis will be essential to confirm this is still a critical need through a 2035 or 2040 DCPP extension. However, there are expected to be huge energy demand increases through transportation, building electrification, and data center proliferation. The state may not be in a position where it can feasibly retire DCPP from a reliability perspective. If the state decides to continue operations of DCPP it must also include the electricity produced by DCPP in all current and future planning.
Greenhouse Gas Reduction and Goals
DCPP provides about 10% of statewide electricity and nearly 20% of California’s GHG-free energy.16 During operation, DCPP produces virtually no greenhouse gas emissions since the electricity generation process does not involve the combustion of fossil fuels or any other processes that otherwise result in the release of greenhouse gases.
Attribute and Cost Allocation Considerations
D.23-12-036 determined that the CPUC will allocate the resource adequacy (RA) benefits of DCPP to all load serving entities (LSE) in each utility’s territory through a process that mirrors the Cost Allocation Mechanism (CAM) process, subject to the CPUC’s jurisdiction. This process for DCPP seeks to ensure that costs and benefits of DCPP’s extended operation flow to customers as consistently as possible. As such, both RA allocations and costs of DCPP are allocated to LSEs based on their coincident peak demand. This represents the fairest allocation mechanisms, and OCPA should advocate for a similar structure to be used going forward for additional DCPP extensions.
Prior to D.23-12-036, PG&E and SCE advocated for a far more rudimentary mechanism to be applied such that costs be allocated evenly to all LSE customers by simply dividing the annual cost of DCPP extension operations across all electricity sales in kWh. Such a mechanism is inequitable, and any argument for a similar mechanism for a future DCPP extension should be opposed by OCPA.
Environmental Issues
One of the largest concerns related to DCPP and nuclear power in general is the ongoing discourse around how to handle the nuclear waste material leftover from the power generation process. After removal from the DCPP reactor, the spent nuclear fuel assemblies are covered and moved to one of the two DCPP spent fuel pools. Historically, PG&E has removed spent fuel assemblies after about ten years. After fuel assemblies are removed from the spent fuel pools, they are placed in sealed, helium-filled containers and placed into a 20-foot tall concrete-filled storage enclosure made of steel. These enclosures are placed at the Independent Spent Fuel Storage Installation (ISFSI), which is located on-site just inland from the reactors. When DCPP was built, the expectation was the U.S. government would create a federal repository for all spent nuclear fuel associated with domestic nuclear power generation. However, despite approval of plans for this repository at Yucca Mountain as far back as 2002, development is completely stagnant and funding has not been allocated to process the license application by the NRC.18 Regardless of whether DCPP operations are extended beyond 2030, spent nuclear fuel assemblies will remain on-site at DCPP until the U.S. implements a long-term nuclear waste management plan. It is possible this remains the storage location for this spent nuclear waste for many years or even decades.
One of the other primary environmental concerns is DCPP’s impact on marine species. DCPP uses a once-through cooling system which withdraws ~2.5 billion gallons/day of seawater and discharges it back to the ocean at higher temperatures. This thermal discharge has impacts on marine species composition and migration patterns, and the withdrawing of ocean water results in the mortality of about 1.5 billion fish larvae per year.23 Diablo Canyon is adjacent to Point Buchon State Marine Reserve, which further increases ecological sensitivity for important species to the habitat.24
The state of California, NRC, and other governing bodies must fully analyze the economic damages associated with the environmental impacts that would occur due to potential extended operations for DCPP. These costs should be reflected in any cost-benefit analysis that occurs when considering the alternatives to another DCPP extension.
Next Steps
The potential extension of Diablo Canyon Power Plant operations beyond 2029/2030 is a consequential policy issue for OCPA and its customers due to the plant’s significant role in statewide reliability, greenhouse gas–free energy production, and ratepayer cost allocation. As a load-serving entity, OCPA would be directly impacted by any future legislative or regulatory decision related to DCPP through changes to resource adequacy requirements, cost allocation mechanisms, long-term planning assumptions, and potential rate impacts for customers.
For OCPA customers, the outcome of future DCPP-related decisions could have meaningful implications for electricity affordability, reliability, and progress toward the state’s clean energy and greenhouse gas reduction goals. While DCPP provides a large volume of GHG-free, baseload electricity, any additional extension would also carry cost, safety, environmental, and long-term waste management considerations that must be carefully evaluated. Many of these impacts—and how they ultimately affect OCPA customers—will depend on the specific details of future legislation, subsequent CPUC implementation, and the structure of cost and attribute allocation adopted by the state.
At this time, significant uncertainty remains. While legislation to extend DCPP operations is expected to be introduced as early as 2026, the scope, duration, conditions, and financial structure of any proposed extension are not yet known. If legislation is enacted, it is anticipated that one or more CPUC regulatory proceedings would follow to implement statutory direction, including but not limited to cost recovery, resource adequacy treatment, planning assumptions, and allocation of costs and benefits across load-serving entities. Additional reviews and approvals by state agencies would also be required.
Given this evolving landscape, staff will continue to monitor legislative activity, engage in relevant CPUC proceedings, and coordinate with CalCCA and other stakeholders to advocate for outcomes that protect OCPA customers. Key priorities will include ensuring fair and equitable cost allocation, transparency in affordability impacts, rigorous independent safety and environmental review, and alignment with California’s long-term clean energy and reliability objectives.
Staff anticipates returning to the Board at future points to provide updates as legislation is introduced, regulatory proceedings commence, or material new information becomes available.
This approach will allow OCPA to remain informed, engaged, and flexible as the state evaluates potential paths forward for Diablo Canyon, while ensuring that the interests of OCPA customers remain central to any future policy decisions.
FISCAL IMPACT
None
ATTACHMENTS
None
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.4
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Lisette Chel Walker, Interim Board Clerk
Approved by: Joe Mosca, Chief Executive Officer
Subject: APPOINTMENT OF BOARD DIRECTORS TO STANDING COMMITTEES Date: February 9, 2026
---------------------------------------------------------------------------------------------------------------------
RECOMMENDED ACTION
Consideration of appointments to the Marketing & Communications Committee and the Legislative & Regulatory Committee for 2026.
BACKGROUND
During the January 12, 2026 regular meeting of the Orange County Power Authority (OCPA) Board of Directors, the Board voted to re-appoint the chair, vice chair, and committee appointments consistent with 2025. Following the January regular meeting, the City of Irvine City Council voted to change its representatives at their January 13, 2026 council meeting, removing Director William Go (who is now an assigned alternate) and adding Director Kathleen Treseder (a returning Board member). As a result, staff are returning the appointment of the committee representatives for additional consideration.
In accordance with the adopted OCPA Bylaws, Article VII, Board Committees, Section 3, provides that the Chair may nominate committee members, subject to approval by a majority vote of the Board. If the Board fails to approve the Chair’s nomination(s) to a standing committee, the Board may entertain a motion for the appointment of committee members.
FISCAL IMPACT
None.
ATTACHMENTS
None.
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.5
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: Fred Jung, Director
Received by: Joe Mosca, Chief Executive Officer on January 5, 2026 Subject: BOARD OF DIRECTORS MILEAGE REIMBURSEMENT DISCUSSION Date: February 9, 2026
RECOMMENDED ACTION(S)
Discuss and provide direction to staff.
BACKGROUND
A board member has requested consideration of mileage reimbursement for board members attending Orange County Power Authority-related meetings and events.
DISCUSSION/ANALYSIS
Mileage reimbursement policies for board members vary across local agencies, Joint Powers Authorities (JPAs), and Community Choice Aggregators (CCAs).
Public agencies use mileage reimbursement or stipend policies to address personal travel costs for Board members when participating in agency-related meetings, events, and regional activities.
These policies are intended to reduce barriers to full engagement in governance activities, especially when agencies operate across multiple jurisdictions or require attendance at regional forums, partner agency meetings, or public events.
FISCAL IMPACT
None.
ATTACHMENT(S)
None.
ORANGE COUNTY POWER AUTHORITY
Staff Report – Item 8.6
--------------------------------------------------------------------------------------------------------------------- To: Orange County Power Authority Board of Directors
From: James Mai, Vice Chair of the OCPA Board of Directors Received by: Joe Mosca, Chief Executive Officer on January 29, 2026 Subject: FORMATION OF AN AD HOC COMMITTEE ON JOINT POWERS
AGREEMENT AMENDMENTS
Date: February 9, 2026
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RECOMMENDED ACTION
Discuss and provide direction to staff.
BACKGROUND
This item, initiated by Vice Chair James Mai, requests that the Board direct the formation of an Ad Hoc Committee to recommend amendments to the OCPA JPA Agreement. One specific amendment Vice Chair Mai wishes to consider is extending the period during which the City of Irvine maintains two seats on the Board. Currently, the City of Irvine has two Board members, a provision tied to the Irvine Capital Loan. That loan is scheduled to be repaid in full by the end of this year. Upon full repayment, the JPA Agreement requires the City of Irvine to reduce its representation to one Board seat.
The proposed Ad Hoc Committee would serve as an omnibus committee to facilitate the review and development of all necessary amendments to the JPA Agreement. The committee would report on its activities and progress at each Board meeting and is expected to deliver its recommendations no later than the middle of the third quarter of 2026. This timeline would allow the Board adequate time to consider the recommendations and enable OCPA staff to complete the required processes to amend the JPA Agreement and submit the amendment before the end of 2026.
FISCAL IMPACT
None.
ATTACHMENTS
None.
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: February 9, 2026
--------------------------------------------------------------------------------------------------------------------- Green Prepayment Bonds
On October 13, 2025, the Board authorized staff to continue evaluating and preparing for a potential Green Prepayment Bond transaction, including engaging PFM as municipal advisor and Chapman and Cutler (Chapman) as prepay and disclosure counsel. Consistent with that direction, staff issued a Request for Proposals on October 23, 2025, to select a prepay counterparty. Five proposals were received by the November 7 deadline, and a structured evaluation panel review was conducted on November 18. Based on demonstrated experience in the CCA prepayment market, competitive pricing, market reach, and familiarity with OCPA’s operations, Morgan Stanley & Co. LLC was selected as OCPA’s preferred prepayment counterparty. Transaction structuring and documentation began in early December 2025.
Since the selection, the staff and the transaction team, including PFM, Chapman, Morgan Stanley, and CCCFA as the conduit issuer, have advanced transaction structuring, documentation, and scheduling, with draft documents circulated and coordinated across parties. On December 8, 2025, the Board approved OCPA’s associate membership in CCCFA and authorized CCCFA to serve as the bond issuer for a potential 30-year, non-recourse energy prepayment transaction. Based on updated timing identified during the December 5 kickoff meeting, CCCFA also engaged Orrick, Herrington & Sutcliffe LLP as tax and bond counsel earlier than previously anticipated to support preparation of substantially final or “form of” transaction documents for Board consideration on January 12, 2026.
On January 12, 2026, the Board approved substantially final or “form of” transaction documents and the go-forward thresholds that must be met before the transaction may proceed. These thresholds include a maximum transaction size of $1.1 billion, a minimum Prepaid Discount of at least 8% for the initial period, and a total cost of issuance cap of 1.00% of bond proceeds. The bonds will be structured as limited obligations of CCCFA and will not constitute obligations of OCPA. The Board also authorized the CEO to negotiate, approve, and execute agreements, directly or through CCCFA, with identified service providers and any additional or miscellaneous service providers necessary to complete the transaction, subject to the 1.00% cost-of-issuance cap. On January 22, 2026, the CCCFA Board unanimously approved OCPA’s associate membership.
The target remains to price and close the transaction in the first quarter of 2026, subject to market conditions. This phased approach maintains Board oversight while allowing time for document review, CCCFA coordination, and market preparation, with the objective of maximizing long-term customer savings while maintaining appropriate financial and operational protections. 2026 OCPA Strategic Planning Workshop – March 18, 2026
Planning for this year’s annual OCPA strategic planning workshop is underway. The process began last year, when the OCPA team met during our year-end team-building and planning session to discuss goals and objectives for the upcoming fiscal year. That work will result in a draft update to the strategic plan, which will be shared at the workshop as a starting point for our discussions.
We have now confirmed the date and time for the workshop, which has been shared with you and added to your calendar. We are currently working to secure a location and plan to hold the session outside of the OCPA office in a setting that encourages a less formal atmosphere, creativity, and long-range thinking.
Please let me know if you have any ideas, priorities, or suggestions you would like us to consider for the workshop agenda. We look forward to your input and a productive discussion.
Stipend Adjustment as of January 2026
According to the OCPA JPA Agreement and Policy 005, the stipend paid to OCPA Board Members is linked to the compensation established by the OC Sanitation District. As of January 2026, the OC Sanitation District stipend has increased from $315.00 per meeting to $330.75 per meeting. OCPA staff will implement this change immediately. 2026 CalCCA Conference – Save the Date & Call for RSVPs Registration for this year’s 2026 CalCCA Conference is now open. The conference will take place from Tuesday, May 12, to Thursday, May 14, at the SAFE Credit Union Convention Center in Sacramento. Please confirm with Saul Viramontes or me if you can attend. This year's conference is particularly special, as it marks the 10th anniversary of CalCCA's founding.
Communications & External Affairs Updates
Communications
• Thank you to the Board for your feedback and further direction on our Communications & Engagement Plan regarding OCPA locking its 2025 rates for 2026. Many updates have been made, or are in production, including to the plan comparison that will be added to the Residential Rates landing page, the CEO Blog post that will be included in the OCPA Newsletter and added to the OCPA website, the stakeholder one-sheet for your use in conversations with city representatives, and the explainer video that will be posted to social media and on the OCPA YouTube page. More details will follow promptly to keep you apprised of our progress.
• U.S. News Express picked up our release announcing the reappointment of the OCPA Chair and Vice Chair.
• Our online Newsroom added two releases this week: Orange County Power Authority Maintains Rates For 2026 and Orange County Power Authority Announces 2026 Board Chair and Vice Chair.
• We are hosting our second Picturing a Better Tomorrow art contest. It is open to students in grades TK-6 who reside in or attend a school or after-school program in one of OCPA’s member cities, including Fountain Valley. Details and the entry form are available through the link.
Community Engagement & External Affairs
• Staff attended the kick-off for Sustain OC Foundation’s Sustainable Campus Challenge, which OCPA is sponsoring. High school student groups from across Orange County are working on projects that audit their campuses to identify concerns and solutions in areas such as energy use. We spoke with students from Corona Del Mar, Laguna Beach, Fullerton, Cypress, and Capistrano Valley. We also connected with other groups involved in the program, including Waste Management, The City of Irvine, UCI Sustainable Innovation, The Energy Coalition’s “Energy is Everything” program, and the City of Costa Mesa.
• The Customer Programs team is working with the City of Irvine on their Electrification 101 workshop that will be hosted on April 2. OCPA will have 10 minutes to share an update on the latest programs that support electrification, including the upcoming Direct-to-Resident program and customer tools such as the Incentive Finder and OCPA Marketplace.
• OCPA recently hosted its second Environmental Roundtable, which was a resounding success. Approximately 30 attendees from various generations, backgrounds, and cities across the country participated. During the event, OCPA provided a progress update, an overview of the 2026 rate stabilization plan, and shared updates from regulatory and legislative developments. Attendees also discussed their priorities for 2026, which included home electrification, transportation decarbonization, and the promotion of renewable energy.
• Staff attended an event hosted by OC Grantmakers called “Beyond the Headlines:
Sustaining Local News in Times of Change.” The event included local and regional media personnel from Orange County, San Diego, and LA. Much of the discussion centered on the budget cuts to reporting and the importance of non-profit and CBO involvement to help bolster local, responsible reporting. Orange County representation included LAist, Voice of OC, and OC Register. We are following up with LAist in hopes of connecting to deepen that relationship, which we’ve been working on for years. • We were also present at the Arab American Business Chamber’s (AABC) monthly business mixer in Irvine. We will follow up to schedule a presentation with the Chamber. • Staff tabled at the Black Chamber of Commerce Future Leaders Forum, where OCPA made connections with numerous organizations, including the UCI Office of Inclusive Excellence and the outreach team for the California Attorney General. • OCPA attended the Be Prepared OC Summit hosted by the United Way and 211 Orange County. We connected with the OC Chapter of the American Red Cross, and they shared the organization’s commitment to ESG, having developed a robust ESG report, which includes mention of increased disasters due to carbon emissions. We requested a copy. • Staff participated in the planning lunch in Fountain Valley for “OC Around the Table,” a regional community event set for September 27th. The event aims to break the Guinness World Record for the largest community potluck while promoting unity and diversity across Orange County. Being at the table during early planning allowed OCPA to engage with civic leaders in a collaborative setting.
• We also attended the ACC-OC Annual Board Installation Dinner in Los Alamitos to engage with elected officials from across Orange County.
Customer Programs
• Community Power Plan: The Community Power Plan is now complete, with the final touches being put on the landing page for the OCPA website, and other loose ends being tied up.
o Community Power Plan pilot program: We are working on a direct-to-renter program that offers quick, plug-in electric replacements for gas equipment that do not require landlord approval. The aim is not only to help customers electrify, but also for these appliances to save customers money on running central heating and air conditioning. We are striving for the launch of the new program in March. • Equitable Building Decarbonization Direct Install Grant: LA County is working through the CEC to get approval for the formal launch of the program. • Energy Efficiency Kits: Of the original 1,500 inventory, we have 10 kits remaining. Of the kits received by customers, 60% were ordered by CARE/FERA customers. The program has closed in the Marketplace, but customers can complete the form linked on the OCPA website to receive the few remaining kits.
• Residential Battery Rebate Program: To date, 48 applications have been approved for this program, and 12 rebates have been processed.
• Calpine Community Benefits Grant: Awardees have been notified, and contracts have been sent out for signature. Once the paperwork is processed, we look forward to sharing the funded projects with the Board.
• Clean Energy Access Program: COMING SOON! We are introducing a rate-based program that allows income-qualified customers to receive 100% renewable energy at a 20% discount on their bills. This initiative significantly benefits customers who need financial support the most.
• Green Discount Program: COMING SOON! We are excited to announce a new program designed to assist those in need of financial support for their electric bills. This program is available to all residential customers as an opt-down opportunity. It allows customers to receive up to 40% GHG-free electricity at a 1% discount to SCE’s equivalent generation rate. Income-qualified customers, such as those enrolled in the CARE or FERA programs, will be given priority.
Human Resources Updates
Recruitment
Board Clerk & Executive Assistant to the CEO: Recruitment remains underway. Phone interviews have concluded, and first-round panel interviews have begun and will continue into next week.
Internships: Recruitment for the Regulatory and Legislative Intern position is anticipated to open soon.
External Affairs Manager: The position remains open, with first-round panel interviews continuing in the coming weeks.
Data Analyst: Recruitment for this role is anticipated later this quarter.
Events & Stakeholder Outreach
The OCPA team has attended the following events and community meetings since our last Board meeting.
City Event & Meetings Date Time
Irvine Future Leaders Conference Thursday, January 15, 2026 11:00 AM - 1:30 PM Orange County Board of Directors Installation &
Networking Reception Thursday, January 15, 2026 5:30 PM - 7:30 PM Orange County OC Iranian Chamber New Year
Mixer Thursday, January 15, 2026 6:00 PM - 8:00 PM
Orange County Beyond The Headines -
Workshop/Networking Tuesday, January 20, 2026 9:00 AM - 12:00 PM Irvine
Greater Irvine Chamber of
Commerce - Annual Members
Meeting
Wednesday, January 21, 2026 8:30 AM - 10:00 AM
Irvine OCPA Environmental Roundtable Thursday, January 22, 2026 4:00 PM - 6:00 PM Irvine Business Lunch & Learn Thursday, January 22, 2026 11:30 AM - 1:30 PM Orange County Coffee Conversations with CA State
Senator Tony Strickland Friday, January 23, 2026 8:30 AM - 10:00 PM Orange County The Centennial Gala Saturday, January 24, 2026 5:30 PM - 8:30 PM Orange County Sustainable Campus Challenge Kick-Off Tuesday, January 27, 2026 4:00 PM - 6:00 PM Irvine Fundraiser Gala Thursday, February 5, 2026 5:00 PM - 8:00 PM Santa Ana Mayor's Prayer Breakfast Thursday, February 5, 2026 n/a Irvine Irvine Lunar New Year Event Saturday, February 7, 2026 11:00 AM - 4:00 PM Fountain Valley Lunar New Year Festival Saturday, February 7, 2026 10:00 AM - 1:00 PM We are looking forward to many opportunities to engage with the community and key stakeholders, including:
City Event & Meetings Date Time
Irvine Sustainability Commission Wednesday, February 11, 2026 4:00 PM - 5:30 PM Buena Park Buena Park Collaborative Thursday, February 12, 2026 10:00 AM - 12:00 PM Fountain Valley Mayor's Breakfast Wednesday, February 18, 2026 8:00 AM - 9:00 AM Irvine ABAOC Lunar New Year
Luncheon Thursday, February 19, 2026 11:30 AM - 1:00 PM Irvine Regional Readiness &
Resilience Thursday, February 19, 2026 1:00 PM - 7:00 PM Orange County
2026 Annual Dinner &
Installation of the Board of
Directors
Thursday, February 26, 2026 5:00 PM - 8:00 PM
Irvine Business Mixer: Orange County
Power Authority Thursday, February 26, 2026 5:00 PM - 7:00 PM Irvine Women of the Year Event Thursday, March 5, 2026 5:00 PM - 6:30 PM Fountain Valley 2026 Fountain Valley State of
the City Thursday, March 5, 2026 n/a
Attachments:
Attachment A – Non-Power Supply Contracts In Excess of $50,000 to Under $100,000 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