Chad Remley Curran

The Board meeting included discussions on the administration of Oaths of Office, a legislative update from the Pacific Policy Group, and regulatory monitoring reports from Keyes & Fox. Key agenda items involved the authorization of extensions to comply with California Energy Commission's MIDAS rates upload, approval of amendments and task orders to the SMUD Master Service Agreement, discussion and action on the Renewables Power Purchase Agreement with Gibson Renewables LLC, and the receipt of audited financial statements for 2022. Additionally, the Board received updates on treasury and finance, an overview of the Inflation Reduction Act, and various staff reports.

This document outlines a 'Resilient Community Vision' designed as a framework for community action, city planning, and state policy for the 21st century. It defines resilience as the capacity to maintain essential quality of life functions and services during severe disruptive events, encompassing both sudden calamities and gradual socio-economic shifts. The vision details elements of resilience across six concentric layers: individual household/building, block, neighborhood, city, county/multi-county region, and state. Key strategic areas include energy efficiency, renewable energy integration, waste reduction, fostering local economies, enhancing community engagement, and establishing resilient infrastructure. The document envisions a fully resilient community by the year 2030, capable of robustly addressing various forms of instability.

This document outlines the process for Valley Clean Energy's 2025 Strategic Plan Major Update, designed to achieve better energy outcomes for its customers and communities by guiding organizational actions. The plan encompasses six key goals: maintaining financial strength, managing power supply for renewable energy and carbon neutrality, prioritizing community benefits and customer satisfaction, promoting decarbonization and grid innovation, advocating for supportive public policies, and optimizing organizational structure and technology. The update process involves a comprehensive review of existing goals, community and stakeholder feedback, and long-term adjustments to align with the evolving CCA environment.

The committee discussed task group reports, including outreach, legislative and regulatory matters, and power procurement updates. Key topics included the development of local program plans, specifically regarding large hydro power purchase agreements and electric transportation initiatives. Staff provided an update on the 2020 Power Charge Indifference Adjustment and Energy Resource Recovery Account, highlighting potential financial impacts. The committee held a preliminary discussion on restructuring task groups for the upcoming year and received an update on the status of a potential acquisition of local electricity distribution infrastructure. Additionally, members reviewed the long-range calendar and discussed the election of officers for the following year.

The committee meeting covered a legislative end-of-session update, including impacts from COVID-19, the state budget, and various supported bills. An operational budget update provided an overview of the financial context, highlighting volatility in pricing, energy costs, and load forecasting. The committee discussed the development of an expanded, cost-recovery-based customer rate structure, including a three-tiered option plan to maintain rate competitiveness. Additionally, the Outreach Task Group presented a report on community engagement strategies and marketing initiatives, and the committee reviewed the recruitment criteria for at-large committee seats.