2 Board of Directors
Regular Meeting
April 23, 2026
3 Welcome and Call to Order
4 Roll Call
55 6
Land Acknowledgement
7 Special Presentations and Introductions
8 Will Weisman
Associate Director of Finance
Capital Investment Plan
WELCOME NEW STAFF
9 Items to be Added, Withdrawn or
Reordered on the Agenda
10 Public Comment on Non-Agenda Items
11 Consent
Calendar
1. Approve March 26, 2026, Meeting Minutes
2. Receive and File Update on Programs
3. Receive and File Update on Power Services
4. Receive and File Update on Customer Operations
5. Receive and File Update on IT and Data Analytics
6. Receive and File Update on Human Resources
7. Receive and File Update on Marketing, Public Relations, and Local Government Affairs
8. Receive and File Treasurer’s Report for Seven-Month Period Ending January 31, 2026
9. Receive and File Community Advisory Committee Monthly Update
10. Receive and File Update on Regulatory and Legislative Affairs
11. Approve Agreement Renewal with Keyes & Fox LLP for Regulatory Counsel Services through May 31, 2028, for a Total Not-To-Exceed Contract Amount of $1,200,000
12 Public Comment on Consent Calendar
13 Regular
Agenda
12. Consider and Approve Appointment of Molly Hintlian to the Community Advisory Committee to fill City of Encinitas
Vacancy
13. Approve Ten-Year Agreements with the City of San José to Sell MTR Eligible Resource Adequacy and Buy System
Resource Adequacy for a total net notional of $4,500,000 and authorize the Chief Executive Officer to execute the agreements
14. Review and Approve 2026 Community Power Rates
Adjustment, to be effective as of May 1, 2026
15. Receive and File Local Development Strategy
14 Item No. 12
Consider and Approve
Appointment of
Molly Hintlian to the
Community Advisory
Committee to fill City
of Encinitas Vacancy
Presenters:
Director Marco San Antonio
Xiomalys Crespo, Senior Community Engagement Manager
Recommendation:
Consider and approve appointment of Molly
Hintlian to the Community Advisory
Committee (CAC) to fill the City of Encinitas
vacancy.
15 Membership Criteria and Selection Process
• The Community Advisory Committee (CAC) includes 2 members from each member agency. • Appointments are to prioritize residents from diverse social, economic, and racial backgrounds that are representative of all residents within Community Power's service territory. • Staff promoted the vacancy via social media, the Board of Directors, the CAC and directly engaging with member agency staff and the public; and worked with Director San Antonio to review the process and the application received to determine an appointment based on Membership Terms & Criteria.
• Director San Antonio has nominated Molly Hintlian.
16 Molly Hintlian
17 Public Comment on
Item No. 12
18 Item No. 12
Board Members
Comments or
Questions
Consider and Approve
Appointment of Molly Hintlian
to the Community Advisory
Committee to fill City of
Encinitas Vacancy
Recommendation:
Consider and approve appointment of
Molly Hintlian to the Community Advisory
Committee (CAC) to fill the City of Encinitas
vacancy.
19 Item No. 13
Approve Ten-Year
Agreements with the
City of San José to Sell
MTR Eligible Resource
Adequacy and Buy
System Resource
Adequacy for a total
net notional of
$4,500,000
Presenter:
Kenny Key, Senior Director of Power Contracts
Recommendation: Receive and file
Community Power’s revisions to the existing
Net Energy Metering Tariff/Program (NEM)
and to the existing Net Billing Tariff (NBT) and
Community Power’s establishment of the new
Net Billing Tariff and a Net Billing Tariff
Aggregation (NA) for all new customers who
elect this and who have installed onsite
generation on or after February 15, 2024 that
qualifies for the tariff and for existing
customers transitioning out of the Virtual Net
Energy Metering Tariff (VNEM) or the Net
Energy Metering Aggregation Tariff (NEMA)
following the conclusion and/or termination of
their NEMA legacy period.
Recommendation:
Approve ten-year agreements with the City of
San José as follows:
a) Sell MTR Eligible Resource Adequacy for a
total of $43,200,000 and authorize the
Chief Executive Officer to execute the
agreement.
b) Buy System Resource Adequacy for a total
of $47,700,000 and authorize the Chief
Executive Officer to execute the
agreement.
20 Background
• Community Power must comply with annual procurement obligations under CPUC Decisions 21-06-035 and 23-02-040 (“MTR”) and has length in its portfolio for 2027 and 2028
• Fellow CCAs have approached Community Power to help fill open positions in 2027 or 2028 as it is already too late to contract with new build resources
2027 2028
Obligation 80 MW 79 MW
Contracted 444 MW 341 MW
21 Resource Adequacy Transactions with City of San José Both transactions:
• Start deliveries in June 2027
• Contract term: 10 years
• Pricing: fixed for 10 years
• Swap notional impact: $4.5M cost to Community Power
Sell Overview:
• Notional Value: $4,320,000 a year, $43,200,000 total
• Resource Adequacy Type: 4-hour battery (MTR eligible) • Delivering from a Community Power project coming online in 2026 Buy Overview:
• Notional Value: $4,770,000 a year, $47,700,000 total
• Resource Adequacy Type: 24/7
• Community Power is protected from damages for failure to deliver the contracted quantity due to mutual volume reduction clause should either party not deliver 22 Staff Analysis
• This transaction allows Community Power to sell a 4-hour resource adequacy product for a 24-hour resource adequacy product • In the new slice of day resource adequacy framework, this allows Community Power to better fill its open positions and reduce costs for ratepayers
Source: https://www.publicadvocates.cpuc.ca.gov/press-room/commentary/232212-resource-adequacy-part-i 23 Public Comment on
Item No. 13
24 Item No. 13
Board Members
Comments or
Questions
Approve Ten-Year
Agreements with the City of
San José to Sell MTR Eligible
Resource Adequacy and Buy
System Resource Adequacy
for a total net notional of
$4,500,000
Recommendation:
Approve ten-year agreements with the City of
San José as follows:
a) Sell MTR Eligible Resource Adequacy for a
total of $43,200,000 and authorize the
Chief Executive Officer to execute the
agreement.
b) Buy System Resource Adequacy for a total
of $47,700,000 and authorize the Chief
Executive Officer to execute the
agreement.
25 Item No. 14
Review and Approve
2026 Community
Power Rates
Adjustment, to be
Effective as of May 1,
2026.
Presenters:
Karin Burns, Chief Executive Officer
Lucas Utouh, Senior Director of Data Analytics and Cust. Ops Tim Manglicmot, Senior Director of Finance
Recommendation: Receive and file
Community Power’s revisions to the existing
Net Energy Metering Tariff/Program (NEM)
and to the existing Net Billing Tariff (NBT) and
Community Power’s establishment of the new
Net Billing Tariff and a Net Billing Tariff
Aggregation (NA) for all new customers who
elect this and who have installed onsite
generation on or after February 15, 2024 that
qualifies for the tariff and for existing
customers transitioning out of the Virtual Net
Energy Metering Tariff (VNEM) or the Net
Energy Metering Aggregation Tariff (NEMA)
following the conclusion and/or termination of
their NEMA legacy period.
Recommendation:
Review and approve rate adjustments for the
PowerOn and PowerBase services, as
contained in Attachment A, to go into effect as
of May 1, 2026. The recommendation includes
continuing to offer San Diego Community
Power (Community Power) default PowerOn
service electricity generation/commodity rates
that are 4% cheaper compared to San Diego
Gas and Electric’s (SDG&E) generation rates
and PowerBase service electricity generation
rates that are 10% cheaper than SDG&E’s
generation rates. Power100 and Power100
Green-e Certified (Green-e Plus) will maintain
premiums of $0.01/kWh and $0.02/kWh,
respectively, compared to PowerOn.
26 2026-2027 Rates Timeline
January 1, 2026
Annual rate update;
Community Power
established PowerOn 4%
and PowerBase 10%
Discount.
March 2, 2026
SDG&E filed AL 4791-E to
implement GRC P2 and
Wildfire Mitigation Costs
on April 1st.
March 23, 2026
SD CCAs file protest to
AL, as PCIA rates are
calculated incorrectly.
March 30, 2026
SDG&E filed 4791-E-A,
agreeing on PCIA
miscalculation and
providing the corrected
rates.
April 1, 2026
SDG&E's rate change goes
into effect. Community
Power implements
structural changes only, to
align customer billing.
April 23, 2026
Community Power’s
Board adopts staff
recommended rate, to be
effective on May 1.
27 Community Power Rate Components
Community
Power
Rates
SDG&E
Generation Rates
PCIA Franchise
Fee
April 1, 2026, SDG&E April 1, 2026, SDG&E
Varies by Customer & Vintage
Customer Classes:
Residential
Small Commercial
Medium Commercial
Large C&I
Agriculture
Lighting
Vintage Year
Vintage 2020 – Phase 1 & 2
Vintage 2021 – Phase 3
Vintage 2022 – Phase 4
Unchanged 2026 SDG&E
1.1% x SDG&E’s Gen rates
May 1, 2026
Community Power Gen rates
28 Rate Trifurcation
• Community Power's Phase 1 and 2 customers
(vintage 2020), Phase 3 customers (vintage 2021),
and Phase 4 customers (vintage 2022) are all
charged a different PCIA by SDG&E because they
are assigned different vintage years.
• Due to the substantial deltas expected between
PCIA vintages 2020, 2021, and 2022, staff
continues to recommend trifurcation of three sets
of rates to the Board to ensure customer equity.
• This trifurcation of Community Power rates by
vintage maintains a fair, equitable, and balanced
rate structure for all customers.
Illustrative Trifurcation Example
Competitive Factor (Discount) 4% 4% 4%
Rates ($/kWh) Vintage 2020 Vintage 2021 Vintage 2022
SDG&E Commodity Rate 0.1800 0.1800 0.1800
PCIA 0.0100 0.0280 0.0540
Franchise Fees (FF) 0.0020 0.0020 0.0020
Resulting Illustrative Community Power Rate 0.1590 0.1410 0.1150 Community Power Rate + PCIA + FF 0.1710 0.1710 0.1710
29 Highlights of SDG&E General Rate Case Phase 2 Rate Changes • Creates a new Medium Commercial customer class for
customers with demand between 20-200 kW.
• Impacts SDG&E generation and PCIA rates.
New Medium
Commercial Customer
Class (effective 4/1)
• Updates on how the revenue requirement is collected
from the customer classes.
• Better aligns with cost of service.
• Impacts SDG&E generation and PCIA rates.
Revenue Allocation
Updates (effective 4/1)
• Extends existing weekday Super Off-Peak (10am - 2pm), currently applied to March and April, to the full year. • Reduces prices to encourage load-shifting to the mid-day period.
• Overall revenue decrease for Community Power.
Time-of-Use (TOU)
Super Off-Peak
Extension (effective 4/1)
30 Rate Development
Policy Objectives Competitiveness
Equity
Simplicity Reserves
Stability
Cost
Recovery
Cost of
Service
Avoid Cost-Shifting
Transparency
31 Staff Recommendation
Maintain Value Proposition
PowerOn Premium/Discount Compared to SDG&E 4% Discount
PowerBase Premium/Discount Compared to SDG&E 10% Discount CY2026 Net Revenue $1,043 million
CY2026 Operating Expenses Energy1 $950 million
Nonenergy2 $76 million
CY2026 Net Operating Margin
(Potential Reserve Contribution) 3 $17 million
Focuses on Customer Affordability?
Maintains Reserves?
Maintains Credit Rating Metrics?
1 Energy costs are projections based on contracts, forward energy curves, and projected load as of March 31, 2026. 2Nonenergy includes nonenergy cost projections as of March 31, 2026, and includes capital investment plan contributions. 3Net Operating Margin is Net Revenue minus Operating Expenses and excludes debt service and finance and investment income. 32 Projected Residential Bill Impact for Staff Recommendation TOU-DR-1
SDG&E
(41% RPS)*
Community Power Service Options
PowerBase to
SDG&E Delta
PowerOn to
SDG&E Delta
Power100 to
SDG&E Delta Residential PowerBase
(45% RPS)*
PowerOn
(53% RPS +
2% Carbon Free)*
Power100
(100% RPS)*
Generation ($) $40.44 $39.80 $43.16 $46.48
PCIA ($) $16.56 $11.83 $11.83 $11.83
Franchise Fees ($) $1.74 $1.74 $1.74 $1.74
Total Generation ($) $58.74 $53.37 $56.73 $60.05 -9% -3% 2% Delivery ($) $101.93 $101.92 $101.92 $101.92
Average Monthly Bill ($) $160.67 $155.29 $158.65 $161.97 -3% -1% 1% Assumptions
Rates as of May 1, 2026.
Average monthly usage of 332 kWh.
2021 PCIA vintage.
The TOU Super Off-Peak expansion, effective April 1st, is excluded in this analysis. *Renewable Portfolio Standards (RPS) Content based on most recent 2024 Power Content Label. 33 Projected Small Commercial Bill Impact for Staff Recommendation TOU-A (Secondary Voltage)
SDG&E
(41% RPS)*
Community Power Service Options
PowerBase to
SDG&E Delta
PowerOn to
SDG&E Delta
Power100 to
SDG&E Delta Commercial PowerBase
(45% RPS)*
PowerOn
(53% RPS +
2% Carbon Free)*
Power100
(100% RPS)*
Generation ($) $130.97 $126.89 $137.42 $148.65
PCIA ($) $42.61 $29.14 $29.14 $29.14
Franchise Fees ($) $5.10 $5.10 $5.10 $5.10
Total Generation ($) $178.68 $161.13 $171.66 $182.89 -10% -4% 2% Delivery ($) $290.48 $290.45 $290.45 $290.45
Average Monthly Bill ($) $469.16 $451.58 $462.11 $473.34 -4% -2% 1% Assumptions
Rates as of May 1, 2026.
Average monthly usage of 1,123 kWh.
Average monthly demand of 5.3 kW.
2020 PCIA vintage.
The TOU Super Off-Peak expansion, effective April 1st, is excluded in this analysis. *Renewable Portfolio Standards (RPS) Content based on most recent 2024 Power Content Label. 34 Projected Medium Commercial Bill Impact for Staff Recommendation AL-TOU-M (Secondary Voltage)
SDG&E
(41% RPS)*
Community Power Service Options
PowerBase to
SDG&E Delta
PowerOn to
SDG&E Delta
Power100 to
SDG&E Delta Commercial PowerBase
(45% RPS)*
PowerOn
(53% RPS +
2% Carbon Free)*
Power100
(100% RPS)*
Generation ($) $3,927.63 $3,711.17 $4,017.95 $4,266.29
PCIA ($) $1,131.20 $836.17 $836.17 $836.17
Franchise Fees ($) $106.33 $106.32 $106.32 $106.32
Total Generation ($) $5,165.16 $4,653.67 $4,960.44 $5,208.78 -10% -4% 1% Delivery ($) $4,607.77 $4,607.03 $4,607.03 $4,607.03
Average Monthly Bill ($) $9,772.93 $9,260.69 $9,567.47 $9,815.81 -5% -2% 0.5% Assumptions
Rates as of May 1, 2026.
Average monthly usage of 24,834 kWh.
Average monthly demand of 67.6 kW.
2020 PCIA vintage.
The TOU Super Off-Peak expansion, effective April 1st, is excluded in this analysis. *Renewable Portfolio Standards (RPS) Content based on most recent 2024 Power Content Label. 35 Projected Large C&I Bill Impact for Staff Recommendation AL-TOU-L (Secondary Voltage)
SDG&E
(41% RPS)*
Community Power Service Options
PowerBase to
SDG&E Delta
PowerOn to
SDG&E Delta
Power100 to
SDG&E Delta Commercial PowerBase
(45% RPS)*
PowerOn
(53% RPS +
2% Carbon Free)*
Power100
(100% RPS)*
Generation ($) $11,134.92 $10,551.01 $11,432.07 $12,177.10 PCIA ($) $3,393.60 $2,508.51 $2,508.51 $2,508.51
Franchise Fees ($) $380.97 $380.95 $380.95 $380.95
Total Generation ($) $14,909.49 $13,440.46 $14,321.52 $15,066.55 -10% -4% 1% Delivery ($) $20,105.20 $20,102.98 $20,102.98 $20,102.98 Average Monthly Bill ($) $35,104.69 $33,543.44 $34,424.51 $35,169.53 -4% -2% 0.5% Assumptions
Rates as of May 1, 2026.
Average monthly usage of 74,503 kWh estimated.
Average monthly demand of 210 kW estimated.
2020 PCIA vintage.
The TOU Super Off-Peak expansion, effective April 1st, is excluded in this analysis. *Renewable Portfolio Standards (RPS) Content based on most recent 2024 Power Content Label. 36 Staff Recommendation
• Continue to adopt Community Power’s deepest discount since enrolling customers: PowerOn electricity generation rates with a 4% value proposition compared to SDG&E and PowerBase electricity generation rates with a 10% value proposition compared to SDG&E, to be effective as of May 1, 2026.
• Renewable content of all Community Power products being higher than SDG&E’s, with the most recent 2024 Power Content Label.
• Maintains current reserve levels and work toward a 225- to 270-days cash on hand reserve target, to account for volatility from market uncertainty and potential 2027 PCIA snapback. • Satisfies credit obligations with lenders and power purchase agreements. • Prepares for market fluctuations and cost shifts.
37 Public Comment on
Item No. 14
38 Item No. 14
Board Members
Comments or
Questions
Review and Approve
2026 Community
Power Rates
Adjustment, to be
Effective as of May 1,
2026.
Recommendation:
Review and approve rate adjustments for the
PowerOn and PowerBase services, as
contained in Attachment A, to go into effect
as of May 1, 2026. The recommendation
includes continuing to offer San Diego
Community Power (Community Power)
default PowerOn service electricity
generation/commodity rates that are 4%
cheaper compared to San Diego Gas and
Electric’s (SDG&E) generation rates and
PowerBase service electricity generation
rates that are 10% cheaper than SDG&E’s
generation rates. Power100 and Power100
Green-e Certified (Green-e Plus) will maintain
premiums of $0.01/kWh and $0.02/kWh,
respectively, compared to PowerOn.
39 Item No. 15
Receive and File Local
Development
Strategy
Presenters:
Karin Burns, Chief Executive Officer
Lee Friedman, Associate Director of Strategic Partnerships Morgan Adam, Senior Local Development Manager
Recommendation: Receive and file
Community Power’s revisions to the existing
Net Energy Metering Tariff/Program (NEM)
and to the existing Net Billing Tariff (NBT) and
Community Power’s establishment of the new
Net Billing Tariff and a Net Billing Tariff
Aggregation (NA) for all new customers who
elect this and who have installed onsite
generation on or after February 15, 2024 that
qualifies for the tariff and for existing
customers transitioning out of the Virtual Net
Energy Metering Tariff (VNEM) or the Net
Energy Metering Aggregation Tariff (NEMA)
following the conclusion and/or termination of
their NEMA legacy period.
Recommendation:
Receive and File Informational Update on San
Diego Community Power’s Local
Development Strategy.
40 Local Development Strategy - Purpose
• Strategic goal set to procure 300 megawatts (MW) through distributed energy resources by 2035
o 150MW though implementation of programmatic efforts (e.g. Solar Battery Savings) o 150MW through deployment/procurement of local renewable energy resources by Power Services team
• Local DERs support resource adequacy, reliability, and resilience closer to load • Keeps investment, jobs, and economic benefits within Community Power communities
41 Local Development Strategy – What “Local” Means
• Eligible projects must be located in:
o San Diego County
o Imperial County
• Includes front-of-the-meter and
behind-the-meter distributed resources
• Emphasis on infill and community-scale
development over greenfield
42 Local Development Strategy – Vision & Guiding Principles Vision
• Advance a portfolio of local distributed energy resources that delivers clean, reliable, and affordable power while strengthening community resilience, local jobs, and regional equity Guiding Principles
• Transparency
• Workforce Development
• Resiliency
• Feasibility
• Ratepayer Protection
• Equity & Community Benefit
• Community Scale
43 Local Development Strategy – Opportunity Areas
• Community Power has assessed the distributed resource landscape to identify the most viable local development opportunities and key barriers to deployment. • Current vulnerabilities include:
o Grid interconnection
o Operational limitations
o Restricted resource valuation
• Community Power has identified several opportunities to increase project viability and value:
o Direct engagement with SDG&E on mitigation of cost prohibitive barriers to interconnection o Engagement on policy and advocacy with other CCA’s and industry stakeholders o Exploring alternative wholesale procurement vehicles like behind-the-meter resources 44 Local Development Strategy – Local Development Opportunity Areas (continued)
Sector analysis helps distinguish opportunities based on:
o Site control and real estate availability
o Load profile and energy needs
o Transaction complexity and timelines
o Resilience and community co-benefits
Energy Proposal Evaluation Criteria (EPEC)
• The EPEC framework identifies not only a project’s forecasted costs, revenue and compliance value, but also additional co-benefits that extend beyond wholesale markets and regulatory compliance. These benefits may include enhanced grid and community resilience, improved local air quality, job creation, and broader local economic development. 45 Local Development Strategy – Community & Stakeholder Engagement
• Protects Project Viability and Timelines
Early, proactive engagement reduces opposition, permitting delays, and redesign risk— particularly for community-scale and front-of-the-meter projects. • Aligns Projects with Community Needs
Engagement helps ensure projects deliver locally relevant benefits, especially in Communities of Concern and at critical facilities.
• Supports Member Agency Coordination
Alignment with local planning, permitting staff, and elected officials reduces duplicative efforts and improves project predictability.
• Builds Trust and Transparency
Clear communication about project purpose, impacts, and benefits strengthens public confidence in local development efforts.
46 Local Development Strategy – Community & Stakeholder Engagement (continued)
Developer Responsibilities
• Primary responsibility for community outreach and
engagement, scaled to project size and impact
• Identify and engage affected stakeholders,
including residents, businesses, community
organizations, Tribal entities, and local
governments
• Conduct early and ongoing outreach prior to
permitting and construction milestones
• Clearly communicate project scope, timeline,
benefits, and potential impacts
• Respond to community concerns and adapt project
design where feasible
Community Power Responsibilities
• Set clear engagement expectations through
procurement requirements and pathways
• Provide transparency around Community Power
goals, procurement processes, and evaluation
criteria
• Serve as a public agency point of contact for policy, procurement, and program questions
• Facilitate introductions to appropriate Member
Agency staff or stakeholders, where appropriate
• Maintain internal coordination to ensure early
awareness of projects and potential issue
47 Local Development Strategy – Procurement Pathways (Front-of-the-Meter) Role in Local Development Strategy
• Primary pathway for larger-scale local DERs that deliver system-wide value • Contributes energy, capacity, and compliance attributes through CAISO markets • Enables achievement of MW targets with fewer, higher-impact projects Key Attributes
• Interconnected on the utility side of the meter
• Provides wholesale market revenues and potential resource adequacy • Offers greater economies of scale
Key Challenge
• Viability heavily constrained by interconnection cost, timing, and deliverability potential. 48 Local Development Strategy – Procurement Pathways (Behind-the-Meter) Role in Local Development Strategy
• Near-term, lower-risk pathway for accelerating local deployment • Well suited for public agencies, schools, and C&I customers • Supports both SDCP system needs and host-site resilience Key Attributes
• Located on the customer side of the meter
• Faster and more predictable interconnection outcomes
• Reduces Community Power load and resource adequacy obligation • Batteries can provide outage resilience for host sites Key Challenge
• Host site constraints
• Reduced volume on transmission & distribution could have impacts on rates/cost recovery 49 Local Development Strategy – Procurement Pathways (Feed-in Tariff & Solar Advantage)
Feed-in Tariff (FIT)
• Streamlined option for small, community-scale front-of-the-meter renewable projects • Standard pricing and simplified PPA; no competitive solicitation required • Projects must meet eligibility, interconnection, and deliverability requirements Solar Advantage
• Community-scale solar in or near disadvantaged communities, procured via RFO • Provides 20% bill discount for qualifying low-income customers (up to 20 years) • 20.16 MW program cap; two RFOs completed, third planned Spring 2026 50 Local Development Strategy – Procurement Pathways (Public Private Partnerships)
Role in Local Development Strategy
• Tool to advance projects that may not be achievable through traditional procurement • Particularly valuable for resilience-focused or capital-intensive projects Key Use Cases
• Military installations and large institutional campuses • Rural and underserved communities
• Projects leveraging philanthropic, federal, or private capital Key Principles
• Clear governance, roles, and risk allocation
• Alignment with Community Power public purpose and procurement rules • Transparency, feasibility, and deliverability remain mandatory 51 Local Development Strategy – Implementation
Local Development Priorities
• Engage directly with SDG&E on interconnection & deliverability • BTM development as a near-term opportunity
• Selectively approach FTM opportunities that meet certain feasibility criteria • Consider public private partnerships to unlock more complex opportunities In order for Community Power to be best positioned to advance viable local development opportunities, proactive engagement is necessary. This includes, but is not limited to, the following actions:
• Assess appropriate procurement pathways early in project development • Design and piloting new procurement pathway(s)
• Develop a “heatmap” of high priority development areas • Educate decision makers on key project considerations and various procurement pathways • Monitor policy, regulatory, and funding developments
• Facilitate early-stage coordination among stakeholders 52 Public Comment on
Item No. 15
53 Item No. 15
Board Members
Comments or
Questions
Receive and File Local
Development
Strategy.
Recommendation:
Receive and File Informational Update on San
Diego Community Power’s Local
Development Strategy.
54 Chief Executive Officer Report
55 Board Member Announcements
56 Adjournment
57 Next Regular Community
Power Board Meeting
May 28, 2026
[email protected]