Strategic Planning Session
Key Focus Areas
and Goals
June 11, 2022
Introduction and Process Overview
Financial Stability
(Financial Sustainability)
Practice fiscal strategies to
promote long-term organizational
sustainability
4 GOALS
Adopt financial controls and policies to meet or
exceed best practices and manage risk.
Obtain an investment grade credit rating by Nov
2025.
Adopt plan to increase reserves to $175M by
10/2023 (90 DCOH) and $360M by 10/2025 (180
DCOH).
Develop Rate Stabilization Reserve of $70M to
mitigate power cost fluctuations and economic
downturns.
Energy
Portfolio Development
(Power Procurement)
Provide sufficient, reasonably
priced, clean electricity to our
customers
6 GOALS
Manage portfolio to address risk, cost, and reliability objectives through risk management tools, sufficient
staffing, and staff training.
Develop secure Clean Energy Portfolio with goals of 50% RE (2022), 75% (2027), 85% (2030), and 100% (2035).
15% of our energy will come from new, distributed infill storage/solar+ storage resources within Member Agencies by 2035.
Support development of innovative energy sources to
improve resiliency through pilot programs, grant programs, and partnerships.
Create high quality local jobs in renewable energy that support healthy families and vibrant communities.
Community Program
Delivery (Community
Projects & Programs)
Implement energy projects and programs
that reduce greenhouse gas emissions,
align energy supply and demand, and
provide benefits to community
stakeholder groups
8 GOALS
Implement CPP recommended programs through
continuous community engagement and benefits
assessment while considering technology/ market
changes and changing community needs.
Invest in programs that target underserved
communities (communities of concern) that are
distributed throughout our Member Agencies.
Invest in programs that promote residential and
commercial solar, infill solar and/or distributed battery storage.
Develop local support for deep decarbonization
through building and transportation electrification.
9 GOALS
(Continued)
Develop workforce opportunities in the local clean
energy economy (green careers).
Support local government and state initiatives to
advance decarbonization in alignment with
Member Agency Climate Action Plans.
Provide all customers with actionable clean
energy education.
Maintain appropriate and sufficient data sources
to support smart program design, implementation
and evaluation.
Marketing/Branding
(Trusted Brand Building)
Develop trusted brand reputation to
help drive participation in programs
and support customer service
and retention
11 GOALS
Identify and address gaps between perception
and desired brand identity.
Translate policy issues into consumer-friendly information and communication. Become known as leadership experts on the
CCA model and the industry.
Foster relationships with city planning
offices, CBOs, NGOs, and Trade Associations.
Develop relationships with industry media
and influencers.
Engage community through participation in
local events.
Legislative/Regulatory
(Public Policy)
Advocate for public policies
that advance
SDCP organizational priorities
13 GOALS
Develop plan to meet more proactively with
and educate key decisionmakers (e.g. CEC,
CPUC commissioners).
Coordination with Member Agency government
affairs’ teams to align on legislative positions.
Continue to be an active participant in CalCCA
and develop partnerships and coalitions to
advance SDCP’s policy and legislative agenda
through CalCCA efforts.
14 GOALS
Proactively educate and engage policymakers
to develop policies that support SDCP’s
organizational priorities, including advocacy
around PCIA reductions.
Sponsor and support legislation and regulation
that is consistent with SDCP’s mission, vision,
and goals.
Develop annual legislative plan to advance and
support SDCP objectives and share with local
Senate and Assembly members and staff.
Customer Service
(Customer Care)
Ensure high customer retention
and satisfaction
16 GOALS
Ensure customer satisfaction through
key relationships including back-office support
and key stakeholders.
Continually strive to offer competitive rates.
Maintain and grow high levels of customer
participation and satisfaction.
Achieve 10% of our load at the Power 100
service level by 2027.
Build a robust data ecosystem for effective
procurement, including program design,
management & evaluation.
Organizational Development/
Culture (Organizational Excellence)
Ensure excellence by adopting sustainable
business practices and fostering a workplace
culture of innovation, diversity,
transparency and integrity
18 GOALS
Create an organizational culture of inclusion,
mutual respect, trust, innovation, and
collaboration that upholds organization's core
values
Develop an annual staffing plan that identifies
and addresses resource needs and gaps.
Provide training and professional development
opportunities that build new skills and abilities.
Foster culture of innovation to yield solutions
that accelerate our mission and drive toward
SDCP’s vision.
19 GOALS
(Continued)
Design & implement an internal recruitment
program that attracts workforce from our
member cities and creates opportunities for
candidates new to CCAs and the industry.
Build capacity of CAC to support the mission
and core goals of SDCP.
Discussion
Q&A
Working SDCP
Mission Statement
San Diego Community Power is a community-owned
organization that provides affordable clean energy and
invests in the community to create an equitable and
sustainable future for the San Diego region.
Working SDCP
Vision Statement
A global leader inspiring
innovative solutions to
climate change by
powering our
communities with 100%
clean affordable energy
while prioritizing equity,
sustainability, and high-quality jobs.