AGENDA – BOARD OF DIRECTORS – SAN DIEGO COMMUNITY POWER AGENDA
Regular Meeting
Board of Directors
Thursday, June 25, 2026
5:00 p.m.
Don L. Nay Port Administration Boardroom
3165 Pacific Hwy.
San Diego, CA 92101
The meeting will be held in person at the above date, time and location(s). Members of the Board of Directors and members of the public may attend in person. Under certain circumstances, Board members may also attend and participate virtually in the meeting, pursuant to the Brown Act (Gov.
Code § 54953). As a convenience to the public, San Diego Community Power provides a Zoom teleconference option for members of the public to virtually observe and provide public comments at its meetings. Additional details on in-person and virtual public participation are below. Please note that in the event of a technical issue causing a disruption in the call-in option or internet-based option, the meeting will continue unless otherwise required by law (such as when a Board member is virtually attending the meeting), pursuant to certain provisions of the Brown Act.
Note: Any member of the public may provide comments to the Board of Directors on any agenda item. When providing comments to the Board, it is requested that members of the public include their name and city of residence for the record. Commenters are requested to address their comments to the Board of Directors as a whole through the chairperson. Comments may be provided in one of the following ways:
1. Oral comments during a meeting. Anyone attending in person who wishes to address the Board of Directors is asked to fill out a speaker’s slip and present it to the clerk of the Board.
To provide remote comments during the meeting, join the Zoom meeting by computer, mobile phone or dial-in number. When participating in a Zoom video conference by computer or mobile phone, use the “Raise Hand” feature. This will notify the moderator that a member of the public wishes to speak during a specific item on the agenda or during the non-agenda public comment period. Members of the public will not be shown on video but will be able to speak when called upon. When participating in the meeting using the Zoom dial-in number, press *9 to request to speak. Comments will be limited to three minutes.
AGENDA – BOARD OF DIRECTORS – SAN DIEGO COMMUNITY POWER
2. Written Comments. Written public comments must be submitted prior to the start of the meeting to [email protected]. Members of the public are asked to indicate a specific agenda item when submitting comments. All written comments received prior to the meeting will be provided to members of the Board. At the discretion of the chairperson, the first 10 submitted comments shall be stated into the record of the meeting.
Comments read at the meeting will be limited to the first 400 words. Comments received after the start of the meeting will be collected, sent to the members of Board and become part of the public record.
If members of the public have any materials to be distributed to the Board, they should be sent to [email protected], who will distribute the information to Board members.
The public may participate using the following remote options:
Teleconference Meeting
sdcommunitypower-org.zoom.us/j/94274587066
Telephone (audio only) 669-900-6833 or 346-248-7799 | Webinar ID: 94274587066
WELCOME
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE
LAND ACKNOWLEDGMENT
SPECIAL PRESENTATIONS AND INTRODUCTIONS
- Presentation of Proclamation to Matthew Vasilakis, David Harris, Tara Hammond, and Lawrence Emerson for their years of service to the Community Advisory Committee - Introduction of New Community Power Staff
ITEMS TO BE ADDED, WITHDRAWN OR REORDERED ON THE AGENDA AGENDA – BOARD OF DIRECTORS – SAN DIEGO COMMUNITY POWER
PUBLIC COMMENTS
Opportunity for members of the public to address the Board on any items not on the agenda but within the jurisdiction of the Board. Members of the public may provide a comment in either manner described above.
CONSENT CALENDAR
All matters are approved by one motion without discussion unless a member of the Board requests a specific item to be removed from the Consent Calendar for discussion. A member of the public may comment on any item on the Consent Calendar in either manner described above.
1. Approve May 28, 2026, and June 18, 2026, Meeting Minutes
2. Receive and File Programs Update
3. Receive and File Power Services Update
4. Receive and File Customer Operations Update
5. Receive and File IT and Data Analytics Update
6. Receive and File Human Resources Update
7. Receive and File Marketing, Public Relations, and Local Government Affairs Update
8. Receive and File Treasurer’s Report for Nine-Month Period Ending March 31, 2026
9. Receive and File Regulatory and Legislative Affairs Update
10. Adoption of Resolution 2026-09, approving San Diego Community Power’s 2026 Integrated Resource Plan (IRP)
11. Update on the California Energy Commission’s Equitable Building Decarbonization Direct Install Program
AGENDA – BOARD OF DIRECTORS – SAN DIEGO COMMUNITY POWER
REGULAR AGENDA
The following items call for discussion or action by the Board of Directors. The Board may discuss and/or take action on any item listed below.
12. Public Hearing on the Status of Vacancies, Recruitment and Retention Efforts Recommendation: Hold a public hearing, receive comments, and accept report on the status of Community Power employee vacancy rates and recruitment and retention efforts.
13. Adoption of Resolution No. 2026-10, approving the FY 2026-2027 Operating Budget, the FY 2026-2027 Capital Budget, and the FY 2027-2031 Capital Investment Plan Recommendation: Adoption of Resolution No. 2026-10, approving the FY 2026-2027 Operating Budget, the FY 2026-2027 Capital Budget, and the FY 2027-2031 Capital Investment Plan.
14. Approve 15-Year Renewable Power Purchase Agreements with SunZia Wind North LLC and SunZia Wind South LLC for 25 MW of wind products in substantially final form and authorize the Acting Chief Executive Officer to execute the agreement Recommendation: Approve 15-Year Renewable Power Purchase Agreements with SunZia Wind North LLC and SunZia Wind South LLC for 25 MW of wind products in substantially final form and authorize the Acting Chief Executive Officer to execute the agreement.
15. Approve the proposed 9-Year Renewable Power Purchase Agreement (“PPA”) with Kumeyaay Wind LLC for 50 MWs of wind product in substantially final form and authorize the Acting Chief Executive Officer to execute the agreement Recommendation: Approve the proposed 9-Year Renewable Power Purchase Agreement (“PPA”) with Kumeyaay Wind LLC for 50 MWs of wind product in substantially final form and authorize the Acting Chief Executive Officer to execute the agreement.
ACTING CHIEF EXECUTIVE OFFICER REPORT
Community Power management may briefly provide information to the Board and the public. The Board may engage in discussion if the specific subject matter of the report is identified below, but the Board may not take any action other than to place the matter on a future agenda. Otherwise, there is to be no discussion or action taken unless authorized by law.
DIRECTOR COMMENTS
Board Members may briefly provide information to other members of the Board and the public, ask questions of staff, request an item to be placed on a future agenda or report on conferences, events AGENDA – BOARD OF DIRECTORS – SAN DIEGO COMMUNITY POWER or activities related to Community Power business. There is to be no discussion or action taken on comments made by Directors unless authorized by law.
CLOSED SESSION
1. CONFERENCE WITH LEGAL COUNSEL- ANTICIPATED LITIGATION Government Code section 54956.9(d)(2): One matter
2. CONFERENCE WITH LABOR NEGOTIATORS PURSUANT TO GOVERNMENT CODE SECTION 54957.6
Agency designated representative(s): Law Firm of Best, Best & Krieger Unrepresented employee(s): General Counsel
3. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PURSUANT TO GOVERNMENT CODE SECTION 54957
Title: Chief Executive Officer
4. PUBLIC EMPLOYEE APPOINTMENT PURSUANT TO GOVERNMENT CODE SECTION 54957 Title: Acting Chief Executive Officer
CALL TO ORDER – OPEN SESSION
ROLL CALL
REPORT FROM CLOSED SESSION
16. Approve Second Amendment to Employment Agreement for General Counsel Recommendation: Approve Second Amendment to General Counsel Employment Agreement.
ADJOURNMENT
The Board of Directors will adjourn until the next regular meeting scheduled for Thursday, August 27, 2026, at 5 p.m.
Compliance with the Americans with Disabilities Act
Community Power Board of Directors meetings comply with the Americans with Disabilities Act.
Individuals with a disability who require a modification or accommodation, including auxiliary aids or services, to participate in the public meeting may contact 888-382-0169 or AGENDA – BOARD OF DIRECTORS – SAN DIEGO COMMUNITY POWER [email protected]. Requests for disability-related modifications or accommodations require varying lead times and should be provided at least 72 hours in advance of the public meeting.
Availability of Board Documents
Copies of the agenda and agenda packet are available at Meetings and Agendas - San Diego Community Power. Late-arriving documents related to a Board meeting item are distributed to Members prior to or during the Board meeting and are available for public review as required by law.
Public records, including agenda-related documents, can be requested electronically from [email protected] or by mailing San Diego Community Power, Attn:
Clerk of the Board, P.O. Box 12716, San Diego, CA 92112. The documents may also be posted on Community Power’s website. Such public records are also available for inspection by contacting [email protected] to arrange an appointment.
SAN DIEGO COMMUNITY POWER
BOARD OF DIRECTORS
Regular Meeting Minutes
May 28, 2026
Don L. Nay Port Administration Boardroom
3165 Pacific Hwy.
San Diego, CA 92101
WELCOME
CALL TO ORDER
Vice Chair Yamane called the Community Power Board of Directors regular meeting to order at 5:00 p.m.
ROLL CALL
PRESENT: Vice Chair Yamane, City of National City; Director Elo-Rivera; City of San Diego; Director Inzunza, City of Chula Vista; Director Fisher, City of Imperial Beach; Director Suzuki, City of La Mesa; and Alternate Director Ehlers, City of Encinitas
ABSENT: Chair Lawson-Remer, County of San Diego
Staff Present: Chief Executive Officer Burns; General Counsel Tyagi; Chief Operating Officer Clark; Chief Commercial Officer Samuel; Senior Director of Data Analytics and Customer Operations Utouh; Senior Director of Finance and Risk Manglicmot; Senior Director of Public Affairs Lebron; Associate Director of Legislative Affairs Welch; Associate Director of Finance Capital Investment Plan Weissman; Senior Financial Analyst Do Clerk of the Board Hernandez; and Senior Executive Assistant Porras
CLOSED SESSION
1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PURSUANT TO GOVERNMENT CODE SECTION 54957
Title: Chief Executive Officer
7 2. CONFERENCE WITH LABOR NEGOTIATORS PURSUANT TO GOVERNMENT CODE SECTION 54957.6
Agency designated representative: General Counsel
Unrepresented employee: Chief Executive Officer
3. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PURSUANT TO GOVERNMENT CODE SECTION 54957
Title: General Counsel
4. CONFERENCE WITH LABOR NEGOTIATORS PURSUANT TO GOVERNMENT CODE SECTION 54957.6
Agency designated representative: Assistant General Counsel Unrepresented employee: General Counsel
There were no public comments on Closed Session Item Nos. 1-4.
The Board went into Closed Session at 5:03 p.m.
The Board reconvened to Open Session at 6:10 p.m.
PRESENT: Vice Chair Yamane, City of National City; Director Elo-Rivera; City of San Diego; Director Inzunza, City of Chula Vista; Director Fisher, City of Imperial Beach; and Director Suzuki, City of La Mesa; and Alternate Director Ehlers, City of Encinitas
ABSENT: Chair Lawson-Remer, County of San Diego
General Counsel Tyagi reported that the Board convened in Closed Session from 5:05 to 6:05 p.m., identified the members present, and stated there were no reportable actions.
PLEDGE OF ALLEGIANCE
Director Fisher led the Pledge of Allegiance.
LAND ACKNOWLEDGMENT
Vice Chair Yamane acknowledged the Kumeyaay Nation and all the original stewards of the land.
8 SPECIAL PRESENTATIONS AND INTRODUCTIONS
- Introduction of New Community Power Staff
Vice Chair Yamane welcomed new Chief Financial Officer Burlingame to introduce herself.
ITEMS TO BE ADDED, WITHDRAWN OR REORDERED ON THE AGENDA There were no items added, withdrawn, or reordered on the agenda.
PUBLIC COMMENTS
There were no public comments.
CONSENT CALENDAR
1. Approve April 23, 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 Nine-Month Period Ending February 28, 2026
9. Adopt Resolution No. 2026-08, Appointing Chief Financial Officer, Jannies Burlingame as San Diego Community Power’s Treasurer, and authorize execution of a bond in the amount of $1,000,000
There were no public comments on Consent Item Nos. 1-9.
Motioned by Director Inzunza and seconded by Director Suzuki to approve Consent Calendar Item Nos. 1-9. The motion carried 6/0 as follows:
AYES: Vice Chair Yamane, Directors Elo-Rivera, Fisher, Inzunza, and Suzuki; and Alternate Director Ehlers
NOES: None
9 ABSTAINED: None
ABSENT: Chair Lawson-Remer and Director Elo-Rivera
REGULAR AGENDA
10. Presentation of Draft of FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and FY 2027-2031 Capital Investment Plan, and Quarterly Risk Oversight Committee Report
Ms. Burns introduced the item and turned it over to Messrs. Manglicmot, Weissman, Do, Samuel, Clark, Welch, Santulli and Ms. Lebron to complete the presentation.
There were no public comments on Item No. 10.
After Board member comments, questions and discussion the preliminary draft FY 2026-27 Operating Budget, FY 2026-27 Capital Budget, and FY 2027-2031 Capital Investment Plan, and Quarterly Risk Oversight Committee Report was received and filed.
11. Update on Regulatory and Legislative Affairs
Messrs. Welch and Gunther and Ms. Cisna provided an update on Regulatory and Legislative Affairs.
There were no public comments on Item No. 11.
After Board member comments and questions, the update on Regulatory and Legislative Affairs received and filed.
CHIEF EXECUTIVE OFFICER REPORT
None.
DIRECTOR COMMENTS
None.
ADJOURNMENT
The meeting was adjourned at 7:45 p.m. to the next regular meeting scheduled for Thursday, June 25, 2026, at 5 p.m.
_____________________________
Maricela Hernandez, MMC, CPMC
Clerk of the Board
10 SAN DIEGO COMMUNITY POWER
BOARD OF DIRECTORS
Special Meeting Minutes
June 18, 2026
Chula Vista Council Chambers
276 Fourth Avenue
Chula Vista, CA 91910
WELCOME
CALL TO ORDER
Vice Chair Yamane called the Community Power Board of Directors special meeting to order at 5:43 p.m.
ROLL CALL
PRESENT: Vice Chair Yamane, City of National City; Director Inzunza, City of Chula Vista; Director San Antonio, City of Encinitas (Via Zoom Teleconference); Director Fisher, City of Imperial Beach; and Director Suzuki, City of La Mesa ABSENT: Chair Lawson-Remer, County of San Diego; Director Elo-Rivera, City of San Diego
Staff Present: General Counsel Tyagi; Clerk of the Board Hernandez; and Executive Assistant Porras
PUBLIC COMMENT
Rob Johnson provided public comment.
CLOSED SESSION
1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PURSUANT TO GOVERNMENT CODE SECTION 54957
Title: Chief Executive Officer
The Board went into Closed Session at 5:50 p.m.
11 CALL TO ORDER – OPEN SESSION
The Board reconvened the Open Session at 6:48 p.m.
ROLL CALL
PRESENT: Vice Chair Yamane, City of National City; Director Inzunza, City of Chula Vista; Director San Antonio, City of Encinitas (Via Zoom Teleconference); Director Fisher, City of Imperial Beach; and Director Suzuki, City of La Mesa
REPORT FROM CLOSED SESSION
Legal Counsel announced there were no reportable actions from the Closed Session.
ADJOURNMENT
The Board of Directors adjourned at 6:49 p.m. to their
next regular meeting scheduled for Thursday, June 25, 2026, at 5 p.m. _____________________________
Maricela Hernandez, MMC, CPMC
Clerk of the Board
12 SAN DIEGO COMMUNITY POWER
Staff Report – Item 2
To: Board of Directors
From: Colin Santulli, Senior Director of Programs
Via: Jack Clark, Acting Chief Executive Officer
Subject: Update on Programs
Date: June 25, 2026
Recommendation
Receive and file updates on customer energy programs.
Background
Staff will provide regular updates to the Board of Directors (“Board”) regarding the following Community Power customer energy programs: Residential Programs, Flexible Load Programs, Solar and Energy Storage Programs, and the San Diego Regional Energy Network.
Analysis and Discussion
Updates on customer energy programs are detailed below.
Residential Programs
California Energy Commission (“CEC”) Equitable Building Decarbonization Direct Install (“EBD DI”) Program
Status: Staff executed eight out of ten contracts with community-based organizations (CBOs), which will conduct marketing, education, and outreach activities for the Equitable Building Decarbonization Program. The two remaining CBO contracts are expected to be executed once CEC approves the budget.
Next Steps: Initiate marketing, education, and outreach activities in the community in collaboration with CBO partners.
13 Flexible Load Programs
Smart Energy Rewards (formerly Smart Home Flex) Pilot Project Status: Staff have renamed the program to Smart Energy Rewards in response to Board recommendations to improve community understanding of the program and its potential participation benefits.
Staff are extending the pilot to support data collection for pilot evaluation. The expanded pilot enrollment goal is 5,000 smart thermostats; incentive levels for enrollment and season participation will remain unchanged.
Additional data is required to complete the pilot evaluation, due to low air conditioning loads during summer of 2025 and uncertainty about customer equipment among the initial 2,000 enrollees.
Staff anticipates that the warmer temperatures projected for summer 2026, combined with enhanced applicant screening, will allow for a more robust impact assessment of the pilot, and a subsequent assessment of potential relaunch into a full program in Fiscal Year 2027-2028.
Next Steps: Staff will continue to work with Virtual Peaker to relaunch an expanded pilot for summer 2026. Staff will leverage the manufacturers' apps to send notifications promoting enrollment in the pilot. The Community Power webpage will be updated with more information and a link to the enrollment form.
EV Flex Connect Pilot Project
Status & Next Steps: Please refer to Item 2 of the March 2026 Board agenda packet for the most recent update on this program.
Solar and Energy Storage Programs
Solar Battery Savings (“SBS”) Program
Status: Since full program launch in September 2025, the program has received over 1,100 applications, 783 which have been approved, and 395 of which have been installed and activated. Of the 54 contractors approved to participate in the program, 49 have submitted applications. Sixty-five percent of applicants are market rate customers. Seventy-two percent of projects are for new solar and storage systems (as compared to storage being added to existing solar systems).
Staff will be holding Contractor Sales and Engagement Trainings over the months of June and July for approved contractors and their customer-facing staff. These sessions are designed to help sales teams confidently explain the program and set customer expectations.
Next Steps: Community Power expects to start SBS customer workshops in Q3 2026. 14 Solar Advantage Program (previously DAC-GT)
Status: Staff have continued engagement with San Diego Gas & Electric (“SDG&E”) and the California Public Utilities Commission (“CPUC”) Energy Division regarding the Supervisory Control and Data Acquisition (“SCADA”) requirements and associated interconnection costs under the Wholesale Distribution Access Tariff (“WDAT”), that are challenging the feasibility of Solar Advantage projects. Under CPUC program rules, Solar Advantage Program power procurement is subject to a “cost containment cap” that limits the maximum price Community Power can pay for project output; as a result, the significant interconnection and SCADA costs currently required under WDAT may challenge project eligibility, as the pricing required to recover these costs may exceed the allowable cap.
Next Steps: Staff will continue engagement with SDG&E and the CPUC Energy Division to pursue alternative solutions that reduce interconnection equipment costs and/or clarify interconnection requirements under WDAT to improve project viability. For shortlisted projects from the Solar Advantage Program’s Second RFO, Staff will not file an executed Power Purchase Agreement ("PPA") Advice Letter for CPUC approval. Instead, developers that bid into the Solar Advantage Program’s Second RFO will be invited to resubmit under RFO #3, set to release Q3 2026. Concurrently, Staff are incorporating lessons learned into RFO #3 solicitation materials, including updates intended to convey WDAT requirements to prospective bidders and to reference SDG&E’s Rule 21 “Unit Cost Guide” for improved cost transparency.
San Diego Regional Energy Network (“SDREN”)
Status: All SDREN contracts from the phased solicitations for third-party implementers have now been executed. The final contract from Phase 3 has been executed with the selected vendor:
• Market Access Program
o Vendor: Alternative Energy Systems Consulting, Inc.
o Contract Total: $3,991,587 (direct implementation), $9,006,228 (incentives) As programs begin enrollment, the SDREN Advisory Committee will be key in providing advisement on program implementation activities (i.e., effective outreach and engagement strategies to connect with underserved and hard-to-reach communities across the region), serving as an advocate for SDREN (i.e., providing letters of support if/when necessary) and spreading awareness of program benefits through community and regional networks. The SDREN Advisory Committee shall represent a diverse range of expertise and experience and be composed of up to 19 members from local and regional governments, non-profit organizations, public organizations, trade organizations and community-based organizations.
The committee shall reflect a broad cross-section of the region and include representation of community interests in each of the five County of San Diego Supervisorial Districts. The second SDREN Advisory Committee meeting took place on June 18, 2026. 15 In compliance with the CPUC Rolling Portfolio process for reviewing and approving portfolio administrators’ programs, SDREN submitted its 2028-2035 Strategic Business Plan and 2028-2031 Portfolio Plan Application on March 16, 2026, following approved CPUC templates and guidance. SDREN Application Materials can be found at sdren.org/regulatory-documents.
Next Steps: For all programs, staff continue to focus on pre-launch deliverables to begin participant enrollment. Future program launch updates will be published on the SDREN website at sdren.org, which went live on March 16, 2026.
SDREN funds are authorized by the CPUC and are disbursed to San Diego Community Power in accordance with the San Diego Regional Energy Network Energy Efficiency Programs and Budget Agreement for Years 2024-2027 executed between Community Power and SDG&E (under Resolution No. 2025-01). Staff report program expenditures monthly to the CPUC and these amounts are publicly available on the California Energy Data and Reporting System (CEDARS) website at https://cedars.cpuc.ca.gov/.
Fiscal Impact
N/A
Attachments
N/A
16 SAN DIEGO COMMUNITY POWER
Staff Report - Item 3
To: Board of Directors
From: Gordon Samuel, Chief Commercial Officer
Via: Jack Clark, Acting Chief Executive Officer
Subject: Update on Power Services
Date: June 25, 2026
Recommendation
Recommendation to receive and file update on Power Services.
Background
Staff provided the updates below to the Board of Directors regarding Community Power's energy procurement activities.
Analysis and Discussion
Commercial Operations
On June 1, 2026, two local storage projects began commercial operations. The North Johnson Energy Center and Chula Vista Energy Center projects, both developed by Wellhead, began providing local storage for energy arbitrage and resource adequacy. The projects combine nearly 100 MW of 4-hour battery storage.
Long-term Renewable Energy Solicitations
As Community Power strives to meet its environmental, financial, and regulatory compliance goals and requirements, long-term power purchase agreements (PPAs) provide developers with a certain revenue stream against which they can finance up-front capital requirements, so each long-term PPA that Community Power signs with a developing facility will underpin a new, incremental renewable energy and/or storage project. In addition, long-term PPAs lock in renewable energy supply around which Community Power can build its power supply portfolio while also hedging power supply costs. Moreover, the California Renewable Portfolio Standard (RPS), as modified in 2015 by Senate Bill 350, requires that Community Power 17 provide 65% of its RPS-required renewable energy from contracts of at least ten years in length. Finally, in California Public Utilities Commission (CPUC) Decision (D.) 21-06-025, the CPUC required each Load Serving Entity (LSE) in California to make significant long-term purchase commitments for resource adequacy from new, incremental generation facilities that will achieve commercial operation during 2023 through 2026 for purposes of “Mid Term Reliability” (MTR). These requirements have been augmented and extended into 2028 via CPUC D.23-02-040, where the CPUC additionally ordered procurement of long lead time resources by 2028, with the potential for extension through 2031. D.25-06-019 again ordered annual procurement of new resources from 2029-2032, with a quarter coming from long lead time resources.
In pursuit of long-term contracts for renewable energy and storage, staff have released several Requests for Offers (RFOs), including an RFO this year that targeted clean-firm resources that can provide 24/7 deliveries. Staff and the Energy Contracts Working Group (ECWG) evaluate submissions from solicitations as well as bilateral opportunities that staff recommend for shortlisting. Assuming that staff and shortlisted developers can agree to mutually agreeable contracts consistent with terms authorized by the ECWG, staff then review draft terms with Community Power Board of Directors for approval and authorization to execute the relevant documents. To date, staff have enabled the execution of over two dozen long-term contracts for energy, renewable energy credits and/or capacity from renewable and storage projects.
Going forward, staff expect to prioritize projects that increase the portfolio’s diversity in terms of technology and innovative contract structures to achieve a pathway to 100% clean energy.
Staff will also increasingly prioritize local distributed energy resources (DER) projects as described below.
Local Development
Local RFI
Community Power’s rolling Local RFI remains open and has yielded eight Board-approved contracts for local generation and storage facilities. After consultation with the ECWG, Community Power’s Board of Directors has approved a portfolio of PV PPAs and energy storage and service agreements and is actively negotiating with several local projects submitted to the Local RFI over the past several months. Community Power also released an RFO for distributed renewable energy resources (DERs), focusing on a broad range of distribution-level renewable projects within San Diego County. This solicitation has yielded nine Board-approved PPAs and energy storage agreements. Other ongoing local initiatives include continued collaboration with member agency staff and other local agencies to identify strategic opportunities to further infill development.
18 Community Power’s Local RFI and Feed-in Tariff remain open. More information is available about each at the links below:
• https://sdcommunitypower.org/resources/solicitations/ • https://sdcommunitypower.org/programs/feed-in-tariff/ Solar Advantage Program (previously DAC-GT)
Status: Staff have continued engagement with SDG&E and the California Public Utilities Commission (CPUC) Energy Division regarding the Supervisory Control and Data Acquisition (SCADA) requirements and associated interconnection costs under the Wholesale Distribution Access Tariff (WDAT), that are challenging the feasibility of Solar Advantage projects. Under CPUC program rules, Solar Advantage Program power procurement is subject to a “cost containment cap” that limits the maximum price Community Power can pay for project output; as a result, the significant interconnection and SCADA costs currently required under WDAT may challenge project eligibility, as the pricing required to recover these costs may exceed the allowable cap.
Next Steps: Staff will continue engagement with SDG&E and the CPUC Energy Division to pursue alternative solutions that reduce interconnection equipment costs and/or clarify interconnection requirements under WDAT to improve project viability. For shortlisted projects from the Solar Advantage Program’s Second RFO, Staff will not file executed Power Purchase Agreement ("PPA") Advice Letter for CPUC approval due to key interconnection-related challenges with the proposed projects. Instead, developers that bid into the Solar Advantage Program’s Second RFO are invited to resubmit under RFO #3, set to release Q3 2026. Concurrently, Staff are incorporating lessons learned into RFO #3 solicitation materials, including updates intended to convey WDAT requirements to prospective bidders and to reference SDG&E’s Rule 21 “Unit Cost Guide” for improved cost transparency.
Short-Term RPS Procurement
Community Power staff continue to actively manage its environmental position and closely monitor the market for opportunities to optimize the renewable and carbon-free portfolios.
Community Power has been evaluating solicitation offers, bilateral offers, and products that meet needs for multiple portfolios – thereby creating greater value for its customers.
Community Power will continue to prioritize environmental targets while also ensuring value for our customers.
Market Update
Due to resource availability in the broader Western Interconnection, lingering supply chain impacts and interconnection queues that have impacted development of new-build energy resources, and implementation of tariffs and duties on foreign imports, the market for renewable energy and resource adequacy (RA) continues to be uncertain. Staff are working with developers, industry groups, the CPUC, and CA Governor’s Office and legislators to (i) develop near-term solutions while also actively procuring short-term energy and capacity 19 products and long-term energy resources to meet Community Power 's portfolio needs practically and cost-effectively, and (ii) to establish a portfolio of resources that will provide value to Community Power and California's clean, reliable energy needs into the future.
California’s electric market achieved a milestone on May 1, 2026, as the California Independent System Operator (CAISO) launched the Extended Day-Ahead Market (EDAM), where Western utilities can join to coordinate utility-scale energy resource scheduling in the day-ahead timeframe for the first time. The increased West-wide coordination strengthens reliability and lowers costs by expanding regional coordination into the day-ahead timeframe, when most electricity deliveries are planned and scheduled, to leverage the West’s diverse energy resource mix and connected transmission system and to better prepare the system to meet real-time demand. Larger scale energy resource planning allows for more optimized resource commitments and transmission usage across major supply and load centers. Wider electric coordination reduces solar curtailments and reduces price volatility. Additionally, the new Day-Ahead Market Enhancements introduced a new energy product “Imbalance Reserves”, which pays dispatchable resources, like batteries, to be ready for dispatch for fluctuating renewable production or changes in demand.
Near-term California energy prices have been steady as markets are watching weather forecasts closely going into summer. There is potential for a highly variable summer season as markets remain sensitive to extreme weather events and unexpected supply shortages. At the same time, the increasing penetration of utility-scale storage resources connected to the grid is influencing daily load patterns and pushing down peak prices.
Summer 2026 Electric Grid Conditions
California’s energy supply outlook continues to materially improve compared to recent years, driven largely by accelerated development of new utility-scale renewable generation and battery storage resources. Since September 2025, an additional 2,127 MWs of nameplate capacity has been added to the California Independent System Operator (CAISO) grid, with an additional 6,194 MW forecasted to be online by June 1st, 2026. This includes 3,167 MW of wind capacity committed to California from the SunZia Wind project in New Mexico, a share of which is contracted to Community Power. Also important to summer energy supply is hydro generation and related conditions. As of April 1, 2026, on a statewide basis, the snow water content is the second lowest (after 2015) on record at 18% of average. This is due to a combination of warm storms and unusually hot temperatures in March that led to melting of what remained of this year’s already sparse snowpack. Overall, CAISO’s summer analysis projects capacity margins exceed forecasted demand and reserve requirements, showing sufficient energy supply to meet a wide range of conditions.
CAISO’s system peak demand for 2026 is forecasted in September, hour ending 19.
September remains the most stressed month on the grid, driven by high loads and reduced solar availability, with risk concentrated in hours ending 19 and 20. July has a similar demand profile, but it benefits from approximately 3.6 GW of more solar generation during the evening 20 peak hours compared to September. For summer 2026, there is an additional 3,079 MW of emergency energy supply accessible through the state’s Strategic Reliability Reserve (SRR) to support grid reliability in emergency conditions. Overall, total system peak demand forecasts remain moderate but rising with upside risk from extreme heat events.
The weather outlook for June-August show probability of above normal temperatures across the West, with the highest chances across the Intermountain West and Pacific Northwest.
While the first half of summer could have higher magnitude of above normal temperatures, forecasts also show an increased chance of above-normal temperatures across the West in August and September. The greatest uncertainty in the forecast is the level of warmth along California’s coast. While warmer sea surface temperatures are likely to increase overnight low temperatures, daytime highs will depend on how far westward and how persistently high pressure remains over the Intermountain West. Confidence is higher that interior California, the Pacific Northwest, and the Intermountain West have an increased chance of above-normal temperatures.
While weather is still the primary risk factor going into summer, even with the low hydro outlook, wholesale electric market prices remain on the lower side. There continues to be concern around price volatility in heatwaves and evening peak hours, if energy supply is unexpectedly constrained.
Community Power’s contribution to new energy resources online since September 2025 is summarized in the table below. Each new long term PPA and energy storage service agreement (ESSA) that reaches commercial operations contributes to the overall reliability of the electric grid, and acts as a financial hedge, reducing Community Power’s exposure to volatile electric prices. In addition to these Board approved long-term energy resource agreements, Power Services staff take additional action to prudently hedge portfolio supply costs as described in Community Power’s Energy Risk Management Policy (ERMP). As the 2026 summer season begins, short-term transactions from Power Services have reduced this market exposure and Community Power is well positioned for summer operations.
Summer 2026 Community Power
New Solar + Storage 35 MW
New Wind 150 MW
New Stand-alone
Storage 99.67 MW
Power Services Staffing
Building out a team of experienced, knowledgeable energy professionals has long been a top priority and allows Community Power not only to solicit, negotiate, and administer contracts for energy supply effectively, but also to monitor market activity, manage risk, bring in-house several activities that have historically been completed by consultants, and to dedicate 21 additional resources to local and distributed energy procurement and development efforts.
The Power Services team is now sixteen people strong, and we recently hired a Compliance and Contract Management Analyst who started on June 17, 2026.
Fiscal Impact
N/A
Attachments
N/A
22 SAN DIEGO COMMUNITY POWER
Staff Report – Item 4 _____________________________________________________________________ TO: Board of Directors
FROM: Lucas Utouh, Senior Director of Data Analytics and Customer Operations VIA: Jack Clark, Acting Chief Executive Officer
SUBJECT: Update on Customer Operations
DATE: June 25, 2026
_____________________________________________________________________ Recommendation
Receive and file an update on various customer operations initiatives.
Background
Staff will provide regular updates to the Board of Directors centered around tracking customer opt actions (i.e., opt outs, opt ups, opt downs, and re-enrollments) as well as customer engagement metrics. The following is a brief overview of items pertaining to customer operations.
Analysis and Discussion
A) Enrollment Update
As of May 26, 2026, Community Power is serving a cumulative total count of 969,794 active accounts.
Customers with newly established accounts or who have moved into a new service address within any and all of our member jurisdictions receive two post-enrollment notices through the mail at their mailing address on file within 60 days of their account start date, notifying them that they have defaulted to Community Power electric generation service.
B) Customer Participation Tracking
The below charts summarize customer participation by member agency as well as metrics for their elections into San Diego Community Power’s four (4) available service options. 23 Please note that Re-Enrollment metrics are captured and displayed through April 30, 2026. 24 25
26 27
28 29
30 31
C) Contact Center Metrics
As expected, calls to our Contact Center have decreased following the warm summer months that resulted in higher electric bills and have remained steady in the winter months.
The chart below summarizes contact made by customers into the Contact Center broken down by month. Contact Center Metrics are captured and displayed through April 30, 2026. 32 San Diego Community Power anticipates that the trend of customers calling into the Contact Center’s Interactive Voice Response (IVR) system tree and being able to self-serve their opt actions using the recorded prompts as well as utilizing Community Power’s website for processing opt actions will continue to account for the majority of all instances. The remaining portion of customer calls are connected to Customer Service Representatives to answer additional questions, assist with account support, or process opt actions.
As of this latest reporting month, Community Power has nine (9) Dedicated Customer Service Representatives staffed at the Contact Center and one (1) Supervisor. Robust Quality Assurance (QA) procedures are firmly in place to ensure that customers are getting world-class customer experience when they contact Community Power.
Fiscal Impact
N/A
Attachments
N/A
33 SAN DIEGO COMMUNITY POWER
Staff Report – Item 5
To: Board of Directors
From: Stephen Yi, Associate Director of IT and Data Analytics Via: Jack Clark, Acting Chief Executive Officer
Subject: Update on IT and Data Analytics
Date: June 25, 2026
Recommendation
Receive and file an update on IT and Data Analytics.
Background
Community Power continues to invest in a strong in-house IT and data analytics function to support efficient, secure, and scalable operations. Recent efforts remain focused on improving business processes, strengthening core systems, and expanding the organization’s ability to use data for decision-making in a practical and cost-effective way. Demand for IT services and data analytics continues to grow as the organization expands its systems, integrations, and data needs.
Analysis and Discussion
Information Technology
The IT team continues to provide reliable day-to-day support while advancing service improvements and standardizing core processes.
Key areas of focus include:
• Improving request intake and service delivery
• Supporting enterprise systems and cross-department workflows • Strengthening system reliability and operational consistency 34 Overall service levels remain strong despite increasing demand.
Cybersecurity
The team continues to strengthen cybersecurity and governance practices, including enhancements to access management, records retention, and system controls.
These efforts support a growing technology footprint and help ensure that systems and data remain secure and well-managed.
Data Analytics
Enterprise Data Platform – Phase 2
The Data Analytics team continues to expand access to trusted, standardized data across the organization through the Enterprise Data Platform (EDP).
Phase 2 Release 1 has moved into Production, and the team is validating the move. This release included:
• A set of standardized, secure options for sharing data with external vendors. • Automated external data feeds to support Load Flex, Vehicle Flex, and Day Ahead Load Forecasting.
• Infrastructure and networking to support connecting EDP and Community Power’s CRM platform.
• Customer 360 Report that provides a centralized view of account billing, payments, and usage
• Adjustments to support the medium and large customer class split • Database optimizations
The team will soon start on Phase 2 Release 2, which focuses on Power Services data pipeline automation and reports, building interval data tables, model pipeline automation, and geospatial data.
Fiscal Impact
N/A
Attachments
N/A
35 SAN DIEGO COMMUNITY POWER
Staff Report – Item 6
To: Board of Directors
From: Chandra Pugh, Senior Director of People Operations and Administration Via: Jack Clark, Acting Chief Executive Officer
Subject: Update on Human Resources
Date: June 25, 2026
RECOMMENDATION
Receive and file the Human Resources, Facilities, and Administration monthly report for June 25, 2026.
BACKGROUND
People Operations and Administration serve as a strategic partner to the organization, supporting workforce development, operational effectiveness, and safe, efficient workplace operations. These functions advance organizational priorities through talent management, employee engagement, administrative coordination, and facilities oversight. This report provides a summary of key activities and progress during May 2026.
Human Resources:
Recruitment efforts remain active, and onboarding processes were refined with HR/IT coordination. Performance management and compensation updates continue, and succession planning and internship development are also progressing to the implementation phase. The Facilities and Administration teams continue to work together on ongoing organizational priorities in support of our high-performing, safe, and efficient workplace.
We are excited to welcome several new team members this month, including four interns who will be assisting in various departments this summer.
36 Lun Hua:
Lun Hua joins us as our new Information Systems (IS) Manager. Lun brings more than 16 years of enterprise-level IT leadership experience having led IT strategy, operations, and service delivery in a complex, cloud-forward environment. He has a strong track record of partnering with leadership and cross-functional teams to design technology roadmaps, streamline business processes, and deliver solutions that support organizational goals.
Throughout his career, Lun has focused on building and mentoring high-performing teams, strengthening service delivery through IT Information Library based practices, and thoughtfully balancing security, reliability, and user experience. He is also known for being a collaborative partner who works closely with colleagues across departments to understand needs, connect systems and processes, and help teams succeed together.
Lauren Silver:
Lauren Silver is our new Compliance and Contract Management Analyst. Lauren recently graduated from UCSD with a master's degree in public policy, with a concentration in Environmental and Energy Policy. Last summer, she interned with the Public Utilities Commission (CPUC) on the Communications and Broadband Policy side. In Lauren's graduate work, she wrote an extensive research paper on Renewable Portfolio Standards (RPS) and the Geography of Utility-Scale Solar Deployment in the US.
Community Power Summer Interns
Jasmine Davis:
Jasmine is currently attending George Washington University as a Psychology and History major. Jasmine is driven to SDCP's commitment to equity, sustainability, and community impact. Some of Jasmine's accomplishments include being a finalist at the International Career Development Conference for her International Business Plan.
Rachel Noonan:
Rachel is a recent graduate of San Diego State University majoring in Human Resources. While at SDSU, she participated in the Society of Human Resources Management and has already participated in a Summer Internship program at House of Pancakes. Rachel brings a passion for making a difference in the San Diego community and is excited to grow as an HR professional.
37 Purnell Strom:
Purnell will be participating in the Summer Internship Program for the Regulatory and Legislative Affairs team. Purnell is a recent graduate of San Diego State University where he double majored in Political Science & International Security and Conflict Resolution (ISCOR).
In addition to his studies, Purnell brings experience from internships with our friends at Calpine Community Energy and the California State Assembly as a District Office Intern. Purnell is committed to serving his community and home here in San Diego while looking to grow his career in the clean energy policy sector.
Heewon Yang:
Heewon Yang is joining San Diego Community Power today as our Public Affairs Intern.
Heewon is a Psychology major at San Diego Miramar College and brings experience in community outreach, public engagement, and digital communications. Through her work, she has demonstrated a strong commitment to connecting organizations with the communities they serve, and we look forward to the contributions she'll make to Community Power.
Current Open Positions:
Marketing and Communications Associate
Data Engineer
Program Associate
FISCAL IMPACT
This is an informational report and does not have a direct fiscal impact.
ATTACHMENTS
N/A
38 SAN DIEGO COMMUNITY POWER
Staff Report – Item 7
To: Board of Directors
From: Jen Lebron, Senior Director of Public Affairs
Via: Jack Clark, Acting Chief Executive Officer
Subject: Update on Marketing, Public Relations, and Local Government Affairs Date: June 25, 2026
Recommendation
Receive and file an update on marketing, public relations, and local government affairs activities for San Diego Community Power (Community Power).
Background
Community Power has engaged in a variety of public relations, marketing, community outreach, and local government affairs activities to drive awareness, spark community engagement, and maintain high customer enrollment.
Analysis and Discussion
Community Power’s Public Affairs Department has been participating in events across our member agencies as it aims to increase general awareness and answer questions in a friendly, helpful manner.
Recent and Upcoming Public Engagement Events
San Diego Regional Economic Development Corporation
South County Economic Development Corporation
Spring Valley Day
City of Chula Vista
City of Imperial Beach
National City Collaborative
Imperial Beach Collaborative
Spirit of the Barrio
39 Chula Vista Electrification Fair
Day at the Park: Barrio Logan
Cyclovia Encinitas
San Diego Padres
City of Encinitas
Nipaquay Elementary Family STEAM Night
National City District 2 Town Hall
Equality California
City of Imperial Beach Seniors and Veterans Resource Fair EcoFest Encinitas
Olivewood Gardens Seedling Soiree
Rising Voices: Youth4Climate
Chula Vista Community Collaborative
19th Annual Native American Economic Development Conference San Diego Regional Climate Collaborative June Network Meeting Day at the Park: Bayfront Park
San Diego Pride Parade
Day of Play at Olivewood Gardens
Communications, Education, Outreach and Engagement
San Diego Community Power was honored as best brand by the American Marketing Association’s San Diego Chapter at the annual “Sandie Awards.” The panel of judges commended Community Power’s 2025 website redesign and brand overhaul for being customer-driven, grounded in community and providing clarity and accessibility for a complicated subject.
The brand refresh supports Community Power on its other priorities, which include campaigns to help customers save money and electricity before heading into warmer months.
The Public Affairs team has been working diligently behind the scenes to support programmatic efforts, including the launch of the San Diego Regional Energy Network and the Solar Battery Savings Program. The Public Affairs team is working closely with internal and external stakeholders to encourage participation in these programs and leveraging relationships with community partners to amplify our marketing and outreach efforts.
Community Power has continued its efforts to connect with local leaders through meetings and community events.
The Public Affairs team will continue to develop new strategies, processes and capacity over the next several months to conduct more community outreach, expand marketing and brand awareness efforts, and provide timely, accurate information across multiple channels. 40 Local Government Affairs
Community Power continues to meet with and work with local governments and tribal nations throughout the greater San Diego region, with a focus on opportunities for local development, providing education about legislative and regulatory affairs, and sharing information about services and programs.
Fiscal Impact
N/A
Attachments
N/A
41 SAN DIEGO COMMUNITY POWER
Staff Report – Item 8
To: Board of Directors
From: Jannies Burlingame Chief Financial Officer and Treasurer Via: Jack Clark, Acting Chief Executive Officer
Subject: Treasurer’s Report for 9-Month Period Ending March 31, 2026 Date: June 25, 2026
Recommendation
Receive and File Treasurer’s Report for 9-Month Period Ending March 31, 2026.
Background
San Diego Community Power (Community Power) prepares its accounting records on a full accrual basis under GAAP for governmental enterprise funds. Year-to-date financial statements for the 9-month period ending March 31, 2026, include budget comparisons.
The Board adopted an Investment Policy on May 25, 2023, with subsequent revisions on June 27, 2024, and August 28, 2025, to ensure the safeguarding of principal, preservation of liquidity, generation of returns, and adherence to a high standard of fiduciary care. The policy requires regular reporting to the Finance and Risk Management Committee (FRMC) via the Treasurer’s Report. As of March 31, 2026, the investment portfolio was compliant with the Community Power Investment Policy.
To enhance transparency, Community Power reports newly executed contracts between $50,000 and $150,000 in the Treasurer’s Report, per the Delegated Contract Authority Policy. Monthly operational metrics are presented at Board meetings, and key risk metrics are shared during FRMC meetings as part of the Treasurer’s Report. 42 On February 26, 2026, the Community Power Board of Directors (Board) approved the Amended Fiscal Year 2025-26 Operating Budget, which serves as the basis for comparison in this report.
Analysis and Discussion: Actual financial results for the period ending March 31, 2026: $981.2 million in net operating revenues were reported compared to $967.1 million budgeted for the period. Community Power’s change in net position of $208.5 million was reported year-to-date for Fiscal Year 2025-26. The following is a summary of the actual results through March 31, 2026, compared to the Fiscal Year 2025-26 Amended Budget:
• Operating revenues are $14.2 million, or 1.5% above budget assumptions primarily due to higher retail sales resulting from warmer temperatures. Uncollectable customer accounts are lower relative to budget.
• Cost of energy is $37.4 million, or 5.0% under budget, primarily due to lower energy costs resulting from lower load serving costs and lower renewable costs. • Professional Services and Consultants: $3.5 million below budget due to lower-than-expected utilization of outside professional services. • Personnel Costs: $0.6 million under budget, driven by vacancies and accrued vacation. • Non-Operating Revenues and Expenses:
• Total investment income of $13.3 million vs the budgeted $13.7 million. • $1.4 million in year-to-date interest and related expenses versus $1.1 million budgeted, in line with expectations.
The chart below shows the Budgeted Net Position as compared to actual operating income through the first 9 months of FY26:
-$10M
$M
$10M
$20M
$30M
$40M
$50M
$60M
$70M
8/31/2025 9/30/2025 10/31/2025 11/30/2025 12/31/2025 1/31/2026 2/28/2026 3/31/2026 Operating Income $33.8M $27.6M $62.4M $17.1M $4.2M $12.1M $5.8M $7.5M Budget Net Position $32.9M $21.3M $46.8M -$0.1M -$2.1M $8.2M -$2.7M $0.1M FY Budget Net Position to Operating Income
Operating Income
Budget Net Position
43 Financial Reserves:
Under Resolution 2025-23, Community Power’s revised Financial Reserves Policy establishes a minimum reserve requirement of 180 days cash on hand and a reserve target of 225 days cash on hand. For Fiscal Year 2025-26, this target equates to approximately $623 million, based on projected operating expenses.
Community Power reserves at the end of the period totaled $664.3 million, or 238 days cash on hand, including $468.1 million in unrestricted cash and $196.2 million in investment holdings. Total available liquidity (including unrestricted cash, investment holdings, and available lines of credit) was $887.3 million.
Presented below are charts showing Community Power’s rolling 12-month financial reserves relative to Reserve Policy thresholds, along with the composition of reserves between unrestricted cash and investments.
44 Presented below are the Budget to Actual results for the 9 months ending March 31, 2026. 45 Investment Portfolio Report
Chandler Asset Management manages Community Power’s investment portfolio. As of March 31, 2026, the market value of the portfolio was $124.9M and in compliance with Community Power’s Investment Policy. Presented below is a summary of the investment portfolio’s overall characteristics.
The chart below presents monthly and year-to-date investment income for the first nine months of FY26.
46 Contract Execution between $50,000 and $150,000
To ensure transparency and comply with Community Power’s Non-Energy Procurement Policy, the table below lists contracts or amendments with not-to-exceed values between $50,000 and $150,000 that were executed under the CEO’s authority for the month of May. • Agreement 2026-27 - Keyes and Fox LLP
• Engagement letter for legal services - Not-to-Exceed $50,000 • Agreement 2026-18 - The Urban Collective Project
• Marketing, Education and Outreach for the Equitable Building Decarbonization Direct Install Program, Southern Region – Not-to-Exceed $85,000 • Agreement 2026-11 - Aurora Energy Research LLC
• Subscription for Analytics Services, Advisory Services, and Software Solutions Not-to-Exceed $130,000
Capital Investment Program Fund
The FY 2026-30 Capital Investment Plan (CIP) contains all the individual capital projects, major equipment purchases, and major programs for the agency that are intended to span multiple years and that are considered one-time projects rather than recurring projects.
The first year of the FY 2026-30 CIP is Community Power’s capital budget shown in the Budgetary Comparison Schedule. Unspent funds are kept within the CIP and carried forward to the subsequent fiscal year. The CIP includes funding for local development feasibility studies, customer program pilot projects, member agency grants, community grants, a customer education platform, and other community-focused areas. 47 48
Customer Participation Rates
The participation rate for Community Power reflects full enrollment of current member agencies. We are reporting on the opt outs and eligible accounts associated with the enrollment phase based on those accounts that we have noticed for enrollment on a rolling basis as of the reporting month.
Presented below are the customer participation rates by jurisdiction as of May 1, 2026. 49 Presented below is the state of Community Power arrearages. The below arrearage data includes Community Power’s receivables aged 120+ days as of May 1, 2026. Community Power’s arrearages have increased since December 2025, consistent with the agency’s typical arrearage cycle, as higher summer 2025 bills have matured into the 120-day aging category.
Presented below is a breakout of Community Power’s arrearages data by residential and commercial customer class as of May 1, 2026. Additionally, on April 23, 2026, the Board approved a rate adjustment effective May 1, 2026, that included the creation of a new Medium Commercial customer class from the existing Small and Large Commercial and Industrial customer classes. As a result, starting in May, staff are reflecting only the Large Commercial customer class.
Fiscal Impact
N/A
50 Committee Review
The Treasurer’s Report was received and filed by the Finance and Risk Management Committee at their meeting of June 18, 2026,
Strategic Plan
Consistent with the Strategic Plan objective of implementing prudent fiscal strategies to support long-term organizational sustainability.
Attachments
A: FY 2026 Year-to-Date Period Ended March 31, 2026, Financial Statements B. Quarterly Investment Report for Period Ending March 31, 2026 51 ITEM 8
ATTACHMENT A
52 1
ACCOUNTANTS’ COMPILATION REPORT
Management
San Diego Community Power
Management is responsible for the accompanying financial statements of San Diego Community Power (a California Joint Powers Authority) which comprise the statement of net position as of March 31, 2026, and the related statement of revenues, expenses, and changes in net position, and the statement of cash flows for the nine months then ended in accordance with accounting principles generally accepted in the United States of America. We have performed a compilation engagement in accordance with Statements on Standards for Accounting and Review Services promulgated by the Accounting and Review Services Committee of the AICPA. We did not audit or review the accompanying statements nor were we required to perform any procedures to verify the accuracy or completeness of the information provided by management. Accordingly, we do not express an opinion, conclusion, nor provide any assurance on these financial statements.
Management has elected to omit substantially all of the note disclosures required by accounting principles generally accepted in the United States of America in these interim financial statements. San Diego Community Power’s annual audited financial statements include the note disclosures omitted from these interim statements. If the omitted disclosures were included in these financial statements, they might influence the user’s conclusions about the Authority’s financial position, results of operations, and cash flows. Accordingly, these financial statements are not designed for those who are not informed about such matters.
We are not independent with respect to the Authority because we performed certain accounting services that impaired our independence.
Maher Accountancy
San Rafael, CA
May 8, 2026
1101 Fifth Avenue, Suite 200 San Rafael, CA 94901 415 459 1249 mahercpa.com 53 Current assets
Cash and cash equivalents - unrestricted 468,121,901$
Cash and cash equivalents - restricted 33,257,761
Accounts receivable, net of allowance 95,036,245
Accrued revenue 41,669,537
Prepaid expenses 2,960,961
Other receivables 6,495,114
Deposits 981,712
Investments 85,172,937
Total current assets 733,696,168
Noncurrent assets
Cash and cash equivalents - restricted 10,414,994
Investments 111,046,243
Capital assets, net of depreciation and amortization 1,185,626 Total noncurrent assets 122,646,863
Total assets 856,343,031
Current liabilities
Accrued cost of electricity 95,926,366
Accounts payable 5,442,533
Other accrued liabilities 3,749,428
State surcharges payable 580,448
Deposits - energy suppliers 383,731
Lease liability 820,500
Advances from grantors 43,025,755
Total current liabilities 149,928,761
Noncurrent liabilities
Deposits - energy suppliers 3,867,810
Total noncurrent liabilities 3,867,810
Total liabilities 153,796,571
Net investment in capital assets 365,126
Restricted for security collateral 647,000
Unrestricted 701,534,334
Total net position 702,546,460$
NET POSITION
SAN DIEGO COMMUNITY POWER
STATEMENT OF NET POSITION
As of March 31, 2026
ASSETS
LIABILITIES
See accountants' compilation report. 2
54 OPERATING REVENUES
Electricity sales, net $ 978,185,279
Grant revenue 5,516,620
Liquidated damages revenue 2,348,023
Other income 704,173
Total operating revenues 986,754,095
OPERATING EXPENSES
Cost of electricity 729,660,805
Contract services 18,317,479
Staff compensation 15,544,629
Other operating expenses 9,325,319
Depreciation and amortization 685,456
Total operating expenses 773,533,688
Operating income 213,220,407
NON-OPERATING REVENUES (EXPENSES)
Investment income 13,253,348
Interest expense (159,459)
Nonoperating revenues (expenses), net 13,093,889
CHANGE IN NET POSITION 226,314,296
Net position at beginning of year 476,232,164
Net position at end of year $ 702,546,460
SAN DIEGO COMMUNITY POWER
STATEMENT OF REVENUES, EXPENSES
AND CHANGES IN NET POSITION
Nine Months Ended March 31, 2026
See accountants' compilation report. 3
55 CASH FLOWS FROM OPERATING ACTIVITIES
Receipts from customers $ 1,032,084,932
Receipts from grantors 23,213,460
Receipts of supplier security deposits 29,860,990
Receipts from wholesale sales and other operating activities 6,186,454 Payments to suppliers for electricity (737,632,210)
Payments for other goods and services (24,884,591)
Payments for deposits and collateral (5,330,351)
Payments for staff compensation (15,579,717)
Payments of state surcharges (1,790,551)
Net cash provided by operating activities 306,128,416
CASH FLOWS FROM NONCAPITAL FINANCING ACTIVITIES
Proceeds from bank note 19,000,000
Principal payments - bank note (19,000,000)
Interest payments (89,171)
Net cash provided (used) by noncapital
financing activities (89,171)
CASH FLOWS FROM CAPITAL AND RELATED
FINANCING ACTIVITIES
Lease payments (701,838)
Purchases of capital assets (553,539)
Net cash used by capital and related financing activities (1,255,377)
CASH FLOWS FROM INVESTING ACTIVITIES
Investment income received 13,382,686
Proceeds from investment sales and maturities of investments 5,201,815 Purchase of investments (130,747,959)
Net cash provided (used) by investing activities (112,163,458) Net change in cash and cash equivalents 192,620,410
Cash and cash equivalents at beginning of year 319,174,246 Cash and cash equivalents at end of year $ 511,794,656
Reconciliation to the Statement of Net Position
Unrestricted cash and cash equivalents - current $ 468,121,901 Restricted cash and cash equivalents - current 33,257,761 Restricted cash and cash equivalents - noncurrent 10,414,994 Cash and cash equivalents $ 511,794,656
NONCASH INVESTING ACTIVITIES
Change in fair value of investments $ (389,604)
Change in interest income receivable $ 260,266
SAN DIEGO COMMUNITY POWER
STATEMENT OF CASH FLOWS
Nine Months Ended March 31, 2026
See accountants' compilation report. 4
56 Operating income $ 213,220,407
Adjustments to reconcile operating income to net
cash provided by operating activities
Depreciation and amortization expense 685,456
(Increase) decrease in:
Accounts receivable, net 20,990,978
Accrued revenue 31,072,822
Prepaid expenses 20,841,174
Other receivables (2,134,857)
Deposits 10,112,499
Increase (decrease) in:
Accrued cost of electricity (6,275,800)
Accounts payable 1,631,561
Advances from grantors 17,770,041
Other accrued liabilities 1,589,473
State surcharges payable 45,302
Deposits - energy suppliers (3,420,640)
Net cash provided by operating activities $ 306,128,416
SAN DIEGO COMMUNITY POWER
STATEMENT OF CASH FLOWS (continued)
Nine Months Ended March 31, 2026
RECONCILIATION OF OPERATING INCOME TO NET
CASH PROVIDED BY OPERATING ACTIVITIES
See accountants' compilation report.
57 5
1 ACCOUNTANTS’ COMPILATION REPORT
Board of Directors
San Diego Community Power
Management is responsible for the accompanying operating fund and capital investment program fund budgetary comparison schedules of San Diego Community Power (SDCP), a California Joint Powers Authority, for the nine months ended March 31, 2026 and for determining that the budgetary basis of accounting is an acceptable financial reporting framework. We have performed a compilation engagement in accordance with Statements on Standards for Accounting and Review Services promulgated by the Accounting and Review Services Committee of the AICPA. We did not audit or review the accompanying statement nor were we required to perform any procedures to verify the accuracy or completeness of the information provided by management. Accordingly, we do not express an opinion, a conclusion, nor provide any assurance on this special purpose budgetary comparison statement.
These special purpose statements are prepared in accordance with the budgetary basis of accounting, which is a basis of accounting other than accounting principles generally accepted in the United States of America. This report is intended for the information of the Board of Directors of SDCP.
Management has elected to omit substantially all of the note disclosures required by accounting principles generally accepted in the United States of America in these interim financial statements.
SDCP’s annual audited financial statements will include the note disclosures omitted from these interim statements. If the omitted disclosures were included in these financial statements, they might influence the user’s conclusions about the Authority’s financial position, results of operations, and cash flows.
Accordingly, these financial statements are not designed for those who are not informed about such matters.
We are not independent with respect to SDCP because we performed certain accounting services that impaired our independence.
Maher Accountancy
San Rafael, CA
May 8, 2026
1101 Fifth Avenue, Suite 200 San Rafael, CA 94901 415 459 1249 mahercpa.com 58 Amended
Budget Actual
Amended
Budget Variance
(Under) Over
Actual/
Amended
Budget %
Amended
Budget
Amended
Budget
Remaining
REVENUES AND OTHER SOURCES
Gross Ratepayer Revenues $ 982,981,000 $ 993,081,502 $ 10,100,502 101% 1,194,789,000 $ $ 201,707,498 Less: Uncollectible Customer Accounts (15,924,000) (14,896,223) 1,027,777 94% (19,370,000) (4,473,777) Other Income 3,052,196 - 3,052,196 na (3,052,196) - Total Revenues and Other Sources 967,057,000 981,237,475 14,180,475 1,175,419,000 194,181,525
OPERATING EXPENSES
Cost of Energy 767,036,000 729,660,805 (37,375,195) 95% 969,917,000 240,256,195 Professional Services and Consultants 17,560,000 14,078,430 (3,481,570) 80% 23,414,000 9,335,570 Personnel Costs 14,709,000 14,071,273 (637,727) 96% 19,612,000 5,540,727 Marketing and Outreach 1,738,000 1,651,754 (86,246) 95% 2,317,000 665,246 General & Administrative 3,486,000 3,249,569 (236,431) 93% 4,648,000 1,398,431 Total Operating Expenses 804,529,000 762,711,831 (41,817,169) 1,019,908,000 257,196,169 Operating Income (Loss) 162,528,000 218,525,645 55,997,645 155,511,000 (63,014,645)
NON-OPERATING REVENUES (EXPENSES)
Investment Income 13,721,000 13,253,348 (467,652) 97% 18,295,000 5,041,652 Interest and Related Expenses (1,136,000) (1,406,130) (270,130) 124% (1,515,000) (108,870) Transfer to Capital Investment Program (21,881,000) (21,881,000) 100% (21,881,000) - - Total Non-Operating Revenues (Expenses) (9,296,000) (10,033,782) (737,782) (5,101,000) 4,932,782 NET CHANGE $ 153,232,000 $ 208,491,863 $ 55,259,863 $ 150,410,000 $ (58,081,863)
SAN DIEGO COMMUNITY POWER
BUDGETARY COMPARISON SCHEDULE
Nine Months Ended March 31, 2026
OPERATING FUND
Year-to-Date Annual
See accountants' compilation report.
59 Annual
Amended
Budget YTD Actual
Amended
Budget
Remaining
REVENUES AND OTHER SOURCES
Transfer in from Operating Fund $ 21,881,000 $ 21,881,000 $ - Grant Revenue - SDREN 31,868,547 4,822,057 (27,046,490) Grant Revenue - CDFA Efficient Refrigeration Pilot 694,563 - 694,563 Grant Revenue - DAC 589,822 (589,822) -
Total Revenue and Other Sources 54,339,369 26,703,057 (27,636,312)
EXPENDITURES AND OTHER USES
Program Expenditures 54,628,369 9,566,206 $ (45,062,163) Net increase (decrease) in fund balance $ (289,000) 17,136,851 Fund balance at beginning of period 10,340,567
Fund balance at end of period $ 27,477,418
BUDGETARY COMPARISON SCHEDULE
Nine Months Ended March 31, 2026
CAPITAL INVESTMENT PROGRAM FUND
See accountants' compilation report.
60 ITEM 8
ATTACHMENT B
61 INVESTMENT REPORT
San Diego Community Power | As of March 31, 2026
CHANDLER ASSET MANAGEMENT | chandlerasset.com
Chandler Team:
For questions about your account, please call (800) 317-4747, or contact [email protected]
Information contained herein is confidential. We urge you to compare this statement to the one you receive from 62 your qualified custodian. Please see Important Disclosures at the end of the statement.
TABLE OF CONTENTS
ECONOMIC UPDATE
ACCOUNT PROFILE
CONSOLIDATED INFORMATION
PORTFOLIO HOLDINGS
TRANSACTIONS
63 ECONOMIC UPDATE
64 ▪
▪
▪
March payrolls rebounded by 178,000 after February’s revised 133,000 decline, but the war in Iran and its disruption of the Strait of Hormuz have pushed crude oil above $112, injecting a potential inflationary shock into an economy contending with sticky core prices above 3%.
The Federal Reserve has held the funds rate at 3.50–3.75% and is signaling a cautionary stance, keeping open the option of delaying cuts if oil‑related inflation proves persistent rather than transitory. As the data flow normalizes, the Chandler team anticipates additional yield curve steepening as the Federal Reserve gradually guides the policy rate toward a more neutral range. The Federal Reserve’s March dot plot still projects one cut this year, yet the Iran-driven energy shock has narrowed the path toward easing.
The Federal Reserve’s March 2026 FOMC meeting ended with policymakers again holding the target range at 3.50%–3.75%, as the Committee maintained its pause following three late‑2025 rate cuts. Governor Stephen Miran dissented in favor of an additional quarter‑point reduction, while Christopher Waller joined the majority, tipping the vote 11–1 to leave the benchmark rate unchanged.
Meanwhile, President Trump’s nomination of Kevin Warsh to succeed Jerome Powell as chair has hit a roadblock after a Republican senator vowed to block Warsh’s confirmation amid the Justice Department’s ongoing probe of the central bank.
Treasury yields exhibited considerable first-quarter volatility as the Iran conflict injected energy-driven inflation fears into a market grappling with sticky core prices. At March month-end, the 2-year yield stood at 3.79%, up 32 basis points year-to-date, the 10-year at
4.32%, and the 30-year at 4.86%. The 2-year to 10-year spread narrowed to 52 basis points, reflecting pronounced flattening as short rates rose faster than longer maturities. One year ago, that spread stood near 32 basis points, providing context on normalization since the 2022 through 2024 yield curve inversion. The 3-month to 10-year spread was approximately 64 basis points at March month-end.
ECONOMIC UPDATE
65 -400
-200
0 200
400
600
800
1,000
MOM Change In Thousands (000's)
Nonfarm Payroll (000's)
Non-farm Payroll (000's)
3-month average (000's)
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Unemployment Rate
Underemployment Rate (U6)
Unemployment Rate (U3)
Rate (%)
March nonfarm payrolls rose by 178,000, a decisive reversal from February’s revised 133,000 decline that had been distorted by a Kaiser Permanente strike affecting over 30,000 healthcare workers and severe winter weather. Healthcare contributed 76,000 positions as striking nurses returned, while construction and leisure rebounded from weather-induced troughs. The unemployment rate edged lower to 4.3%, though partly from a labor force reduction rather than a hiring acceleration. Meanwhile, the underemployment rate edged up to 8.0% from
7.9% in February. Average hourly earnings rose 0.2% over the month and 3.5% year over year—the slowest annual pace since May 2021.
Source: US Department of Labor Source: US Department of Labor
EMPLOYMENT
66 0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Job Openings
Recession
Historical Average In Thousands (000's)
Job openings fell to 6.9 million in February from a revised 7.2 million in January, according to the Bureau of Labor Statistics’ Job Openings and Labor Turnover Survey. The ratio of openings to unemployed workers slipped to 0.9, reinforcing the gradual rebalancing of demand and supply. Hires decreased to 4.8 million, the lowest since April 2020, suggesting employers have grown selective about adding headcount.
Quits were little changed at 3 million. The data reflects a labor market consistent with the Federal Reserve’s characterization of a no-hire, no-fire environment.
Source: US Department of Labor
JOB OPENINGS & LABOR TURNOVER SURVEY
67 2.00
2.50 3.00
3.50 4.00
4.50 5.00
5.50 6.00
6.50 US Fuel Prices
Average Retail Price US Diesel
Average Retail Price US Gas
($) Per Gallon
40 60
80 100
120
140
160
Oil Prices
West Texas Intermediate (WTI Spot Cushing)
Dated Brent (Global Spot)
Price Per Barrel (WTI Spot)
Source: Bloomberg Indices Source: Bloomberg Indices
ENERGY MARKETS
Retail gasoline prices climbed steeply in March following the escalation of the U.S.-Iran conflict and the closure of the Strait of Hormuz.
According to AAA, the national average reached $4.06 per gallon by month-end, an increase exceeding a dollar from $2.98 on February 26.
Diesel prices reached $5.49 as tight global distillate supplies compounded the disruption. Cushing WTI crude settled at $101.38 per barrel on March 31, while Dated Brent closed at $126.97, producing a spread of roughly $25.60, the widest in more than five years. The gap reflects the disproportionate impact of shipping disruptions on internationally benchmarked crude relative to domestic supply bolstered by Strategic Petroleum Reserve releases.
68 0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Consumer Price Index (CPI)
CPI YOY % Change
Core CPI YOY % Change
YOY (%) Change
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
Personal Consumption Expenditures (PCE)
PCE Price Deflator
YOY % Change
PCE Core Deflator
YOY % Change
Fed Target
YOY (%) Change
Consumer Price Index (CPI) for March surged 0.9%, the highest monthly rate since June 2022, and was up 3.3% on an annual basis primarily due to spikes in energy and airfare prices. Notably, Core CPI was little changed with a monthly increase of 0.2% and an annual rise of 2.6% as costs for services and other goods remained subdued. Personal Consumption Expenditures (PCE) were little changed in February, with the headline PCE Price Index up 0.4% month-over-month and 2.8% year-over-year. The Fed’s preferred metric, Core PCE, which excludes food and energy, rose 0.4% during the month and 3.0% from February of 2025.
Source: US Department of Labor Source: US Department of Commerce
INFLATION
69 0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Retail Sales YOY % Change
YOY (%) Change
The Conference Board’s Consumer Confidence Index edged up to 91.8 in March from 91.0 in February, a second consecutive gain that nonetheless sits well below the all-time peak of 144.7 from early 2000. The Present Situation component rose 4.6 points to 123.3 on favorable assessments of business and labor conditions, while the Expectations Index slipped 1.7 points to 70.9. Inflation expectations climbed to their highest since August 2025, reflecting tariff passthrough and elevated gasoline prices. February retail sales rebounded 0.6% from January, with stronger auto and broad-based discretionary spending offsetting January’s weather- and vehicle-related weakness; the control group also advanced 0.5%, signaling firmer underlying consumer demand. 0 20
40 60
80 100
120
140
160
Index Level
Consumer Confidence
Recession
Source: US Department of Commerce Source: The Conference Board All time high is 144.70 (1/31/00); All time low is 25.30 (2/28/09)
CONSUMER
70 -25.0%
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
Leading Economic Indicators (LEI)
Recession
YOY (%) Change
-1.00
-0.75
-0.50
-0.25
0.00 0.25
0.50 0.75
1.00 Chicago Fed National Activity Index (CFNAI)
Recession
3 Month Average
The Chicago Fed National Activity Index (CFNAI) fell to ‑0.11 in February, following a positive revision to 0.20 in January. The index’s three‑month moving average edged up to ‑0.01 from ‑0.02 the prior month. Production and employment related indicators turned negative in February, while sales, orders, and inventories also remained in negative territory. The personal consumption and housing categories slipped modestly but stayed in positive territory. The Conference Board’s Leading Economic Index (LEI) declined 0.1% in January, an improvement from ‑0.2% in December, with consumer expectations and building permits the largest drags on the index. On a year‑over‑year basis, the LEI fell 3.8%, continuing to signal slower economic growth heading into 2026. Notably, the latest LEI data do not yet reflect the impact of the war in Iran.
Source: The Conference Board Source: Federal Reserve Bank of Chicago
LEADING INDICATORS OF ECONOMIC ACTIVITY
71 0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
In Thousands of Units
Annualized Housing Starts
Multi Family Housing Starts
Single Family Housing Starts
Housing starts rose 7.2% in January to an annualized pace of 1.487 million units, including 935,000 single-family and 552,000 multifamily starts. The January S&P Cotality Case-Shiller 20-City Composite posted a 1.18% year-over-year gain, continuing deceleration from December’s revised 1.43% annual increase. Inflation again outpaced home price appreciation, extending the erosion of real housing returns that began in the second half of 2025. The Freddie Mac 30-year fixed mortgage rate climbed to 6.46% as of April 2, its fifth consecutive weekly rise, reversing progress made when rates dipped below 6% in February. Higher borrowing costs and elevated prices continue to constrain affordability.
Source: US Department of Commerce Source: S&P
-20.0%
-16.0%
-12.0%
-8.0%
-4.0%
0.0%
4.0%
8.0%
12.0%
16.0%
20.0%
24.0%
S&P/Case-Shiller 20 City Composite Home Price Index
Recession
YOY (%) Change
HOUSING
72 40
45 50
55 60
65 70
Institute of Supply Management (ISM) Surveys
ISM Manufacturing ISM Services
EXPANDING
CONTRACTING
The Institute for Supply Management’s Manufacturing Index rose to 52.7 in March from 52.4, the fastest factory expansion since August 2022 and a third consecutive month above 50. Production accelerated to 55.1 from 53.5, though new orders decelerated to 53.5 from 55.8.
The prices subindex leaped to 78.3 from 70.5, reflecting elevated energy costs, metals tariffs, and Iran-related supply disruptions.
Employment remained in contraction at 48.7. The Services Index eased to 54.0 in March from 56.1 in February but still posted its 21st consecutive month of expansion. The expansion was mainly from an increase in prices, amid higher oil and fuel costs. With both measures above the 50 threshold, ISM data point toward a resilient if cost-pressured economy.
Source: Institute for Supply Management
SURVEY BASED MEASURES
73 Components of GDP 3/25 6/25 9/25 12/25
0.4% 1.7% 2.3% 1.3%
3.8% -2.7% 0.0% 0.4%
-4.7% 4.8% 1.6% -0.2%
-0.4% -0.4% 0.2% -1.2%
0.2% 0.3% 0.2% 0.2%
-0.6% 3.8% 4.4% 0.5%
Personal Consumption Expenditures
Gross Private Domestic Investment
Net Exports and Imports
Federal Government Expenditures
Total
State and Local (Consumption and Gross
Investment) -2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
Gross Domestic Product (GDP)
GDP QOQ % Change
GDP YOY % Change
Source: US Department of Commerce Source: US Department of Commerce The third and final estimate of real gross domestic product (GDP) showed fourth-quarter growth revised down to 0.5% from the initial 1.4% estimate. The slowdown from 4.4% in the third quarter primarily reflected a sharp pullback in government spending, as the federal government shutdown weighed on activity. The Bureau of Labor Statistics expects statistical distortions will persist into the spring due to data collection disruptions. Personal Consumption Expenditures also declined across both goods and services.
GROSS DOMESTIC PRODUCT (GDP)
74 Source: Federal Reserve Source: Bloomberg
0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Federal Reserve Balance Sheet Assets
Recession
In $ millions
The Federal Reserve left its benchmark interest rate unchanged in March, keeping the target range at 3.50% to 3.75% following three late‑2025 rate cuts that were justified by signs of softening in the labor market. The Federal Open Market Committee minutes showed some participants supported two-sided language on future rate direction given the upside risks to inflation and downside risks to employment being elevated. However, policymakers have grown wary of potential inflationary pressures stemming from tariffs, the war in Iran, and the ensuing spike in commodity prices. The Federal Reserve now projects just one rate cut in 2026, even as inflation expectations rise. The Committee also reaffirmed its December decision to halt balance sheet runoff and to reinvest principal and interest payments from its securities holdings, signaling a continued emphasis on maintaining ample reserves and supporting orderly market functioning.
FEDERAL RESERVE
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
Effective Federal Funds Rate
Recession
Yield (%)
75 Source: Bloomberg Source: Bloomberg
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
US Treasury Note Yields
2-Year
5-Year
10-Year
Yield (%)
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
5.0%
5.5%
US Treasury Yield Curve
Mar-26
Dec-25
Mar-25
Yield (%)
At March month-end, the 2-year Treasury yield stood at 3.79%, down approximately 9 basis points from one year ago, while the 10-year finished at 4.32%, roughly 11 basis points higher year-over-year. The spread between the two narrowed to 52 basis points, wider by 20 basis points year-over-year. The prior 2-year to 10-year inversion from July 2022 through August 2024 was historically long. The average spread since 2005 is approximately 95 basis points, suggesting the current slope sits well below its long-run norm. The 3-month to 10-year spread stood near 64 basis points at March month-end.
BOND YIELDS
76 ACCOUNT PROFILE
77 OBJECTIVES
Investment Objectives
The investment objectives of the San Diego Community Power are first, to provide safety of principal to ensure the preservation of capital in the overall portfolio; second, to provide sufficient liquidity to meet all disbursement requirements; and third, to earn an acceptable rate of return after first considering safety of principal and liquidity.
Chandler Asset Management Performance Objective
The performance objective for the portfolio is to earn a total rate of return through a market cycle that is equal to or above the return on the benchmark index.
Strategy
In order to achieve this objective, the portfolio invests in high-quality fixed income securities that comply with the investment policy and all regulations governing the funds. 78 PORTFOLIO CHARACTERISTICS
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 3/31/2026
Portfolio
12/31/2025
Portfolio
Average Maturity (yrs) 0.55 0.46
Average Modified Duration 0.47 0.39
Average Purchase Yield 3.73% 3.47%
Average Market Yield 3.79% 3.41%
Average Quality** AA+ AA+
Total Market Value 662,161,715 676,186,199
*Benchmark: NO BENCHMARK REQUIRED
**The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch. 79 STATEMENT OF COMPLIANCE
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Rules Name Limit Actual Compliance
Status Notes
AGENCY MORTGAGE SECURITIES
Max % (MV) 100.0 2.0 Compliant
Max % Issuer (MV) 30.0 2.0 Compliant
Max Maturity (Years) 5.0 4.8 Compliant
Min Rating (A-1 by 1, A- by 1) 0.0 0.0 Compliant
ASSET-BACKED SECURITIES (ABS)
Max % (MV; ABS & MBS) 20.0 3.4 Compliant
Max % Issuer (MV) 5.0 0.3 Compliant
Max Maturity (Years) 5.0 4.1 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant
BANKERS' ACCEPTANCES
Max % (MV) 40.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 180.0 0.0 Compliant
Min Rating (A-1 by 1) 0.0 0.0 Compliant
CERTIFICATE OF DEPOSIT PLACEMENT SERVICE
Max % (MV) 50.0 26.8 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (A-1 by 1, A- by 1) 0.0 0.0 Compliant
COLLATERALIZED BANK DEPOSITS
Max % (MV) 100.0 35.2 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
COLLATERALIZED TIME DEPOSITS (NON-NEGOTIABLE CD/TD)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (A-1 by 1) 0.0 0.0 Compliant
COMMERCIAL PAPER
Max % (MV) 25.0 0.0 Compliant
80 STATEMENT OF COMPLIANCE
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Rules Name Limit Actual Compliance
Status Notes
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 270.0 0.0 Compliant
Min Rating (A-1 by 1, A- by 1) 0.0 0.0 Compliant
CORPORATE MEDIUM TERM NOTES
Max % (MV) 30.0 4.4 Compliant
Max % Issuer (MV) 5.0 0.2 Compliant
Max Maturity (Years) 5.0 5.0 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant
FDIC INSURED TIME DEPOSITS (NON-NEGOTIABLE
CD/TD)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (A-1 by 1, A- by 1) 0.0 0.0 Compliant
FEDERAL AGENCIES
Max % (MV) 100.0 0.1 Compliant
Max % Issuer (MV) 30.0 0.1 Compliant
Max Callables (MV) 20.0 0.0 Compliant
Max Maturity (Years) 5.0 1.3 Compliant
Min Rating (A-1 by 1, A- by 1) 0.0 0.0 Compliant
JOINT POWERS AUTHORITY (JPA) / LOCAL
GOVERNMENT INVESTMENT POOL (LGIP)
Max % (MV) 100.0 1.5 Compliant
LOCAL AGENCY INVESTMENT FUND (LAIF)
Max % (MV) 100.0 11.3 Compliant
MONEY MARKET MUTUAL FUNDS
Max % (MV) 20.0 0.3 Compliant
Max % Issuer (MV) 20.0 0.3 Compliant
Min Rating (AAA by 2) 0.0 0.0 Compliant
MORTGAGE-BACKED SECURITIES (NON-AGENCY)
81 STATEMENT OF COMPLIANCE
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Rules Name Limit Actual Compliance
Status Notes
Max % (MV; ABS & MBS) 20.0 3.4 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant
MUNICIPAL SECURITIES
Max % (MV) 30.0 0.1 Compliant
Max % Issuer (MV) 5.0 0.1 Compliant
Max Maturity (Years) 5.0 3.5 Compliant
Min Rating (A-1 by 1 or A- by 1) 0.0 0.0 Compliant
NEGOTIABLE CERTIFICATES OF DEPOSIT (NCD)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (A-1 or A- by 1) 0.0 0.0 Compliant
SRI PROHIBITED INVESTMENTS
Prohibited Investment - Fossil Fuels 0.0 0.0 Compliant
SUPRANATIONAL OBLIGATIONS
Max % (MV) 30.0 0.1 Compliant
Max % Issuer (MV) 10.0 0.1 Compliant
Max Maturity (Years) 5.0 4.6 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant
U.S. TREASURIES
Max % (MV) 100.0 10.4 Compliant
Max Maturity (Years) 5.0 4.9 Compliant
Min Rating (A-1 by 1, A- by 1) 0.0 0.0 Compliant
82 PORTFOLIO CHARACTERISTICS
San Diego Community Power | Account #11293 | As of March 31, 2026 Benchmark* 3/31/2026
Portfolio
12/31/2025
Portfolio
Average Maturity (yrs) 2.65 2.93 3.03
Average Modified Duration 2.47 2.51 2.55
Average Purchase Yield 4.09% 4.16%
Average Market Yield 3.84% 4.02% 3.77%
Average Quality** AA+ AA+ AA
Total Market Value 124,884,349 104,590,213
*Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index **The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch. 83 SECTOR DISTRIBUTION
San Diego Community Power | Account #11293 | As of March 31, 2026 Sector as a Percentage of Market Value
Sector 03/31/2026 12/31/2025
US Treasury 55.09% 50.72%
Corporate 23.42% 26.66%
Agency CMBS 10.38% 10.19%
ABS 7.46% 9.38%
Money Mkt Fd 1.43% 0.38%
Supras 0.79% 0.95%
Agency 0.72% 0.87%
Muni Bonds 0.71% 0.86%
84 QUALITY DISTRIBUTION
Rating 03/31/2026 12/31/2025
AAA 8.11% 9.64%
AA 69.51% 65.07%
A 16.12% 20.29%
BBB 2.06% 1.83%
A-1+ 2.39% 0.95%
NA 1.81% 2.21%
Rating 03/31/2026 12/31/2025
Aaa 6.65% 7.74%
Aa 69.16% 65.28%
A 17.28% 20.42%
P-1 2.39% 0.95%
NA 4.52% 5.61%
Rating 03/31/2026 12/31/2025
AAA 15.32% 15.19%
AA 63.22% 62.72%
A 8.73% 9.31%
F1+ 2.39% 0.95%
NA 10.33% 11.82%
San Diego Community Power | Account #11293 | As of March 31, 2026 S&P Rating Moody’s Rating Fitch Rating
85 0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
Portfolio 3.5% 1.4% 8.0% 22.9% 26.5% 22.8% 14.8% 0.0% 0.0% ICE BofA 1-5 Year Unsubordinated US Treasury &
Agency Index 0.0% 0.0% 2.5% 35.8% 29.1% 20.5% 12.1% 0.0% 0.0%
DURATION DISTRIBUTION
San Diego Community Power | Account #11293 | As of March 31, 2026 Portfolio Compared to the Benchmark
86 INVESTMENT PERFORMANCE
San Diego Community Power | Account #11293 | As of March 31, 2026 Total Rate of Return: Inception | 10/01/2024
TOTAL RATE OF RETURN* 3 Months 12 Months 2 Years 3 Years 5 Years 10 Years Since Inception San Diego Community Power 0.25% 4.25% 3.79%
Benchmark 0.20% 3.87% 3.40%
*Periods over 1 year are annualized.
Total rate of return: A measure of a portfolio’s performance over time. It is the internal rate of return, which equates the beginning value of the portfolio with the ending market value; it includes interest earnings, realized and unrealized gains and losses in the portfolio.
Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index 87 PORTFOLIO CHARACTERISTICS
San Diego Community Power Reporting | Account #11451 | As of March 31, 2026 3/31/2026
Portfolio
12/31/2025
Portfolio
Average Maturity (yrs) 0.00 0.00
Average Modified Duration 0.00 0.00
Average Purchase Yield 3.65% 3.34%
Average Market Yield 3.73% 3.34%
Average Quality** AAA AAA
Total Market Value 537,277,366 571,595,985
*Benchmark: NO BENCHMARK REQUIRED
**The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch. 88 SECTOR DISTRIBUTION
San Diego Community Power Reporting | Account #11451 | As of March 31, 2026 Sector as a Percentage of Market Value
Sector 03/31/2026 12/31/2025
Collateralized Bank Deposit 43.36% 45.91%
Placement Service Deposit 32.97% 30.66%
LAIF 13.97% 0.02%
Cash 7.84% 23.42%
LGIP 1.86% --
89 PORTFOLIO HOLDINGS
90 HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
ABS
36269WAD1 GMALT 2024-2 A3 5.39
07/20/2027 233,006.72 --4.65%
235,852.91
233,531.36
100.23
4.22%
233,531.22
383.75
0.04%
(0.14)
NA/AAA
AAA
1.30 0.18
02582JJZ4 AMXCA 2023-1 A 4.87 05/15/2026 150,000.00 09/12/2024
4.24%
151,617.19
150,116.84
100.10
4.09%
150,149.25
324.67
0.02%
32.41 NA/AAA
AAA
0.12 0.12
362962AD4 GMALT 2025-2 A3 4.58
05/22/2028 285,000.00 05/20/20254.84%
284,995.27
284,996.60
100.47
4.11%
286,352.61
398.84
0.04%
1,356.01
NA/AAA
AAA
2.14 0.92
096912AD2 BMWLT 2025-1 A3 4.43
06/26/2028 630,000.00 11/14/20253.99%
633,912.89
633,095.18
100.33
4.16%
632,083.41
465.15
0.10%
(1,011.77)
NA/AAA
AAA
2.24 1.06
47800RAD5 JDOT 2024 A3 4.96 11/15/2028 163,135.44 07/30/2024
4.82%
163,772.69
163,451.20
100.58
4.15%
164,086.85
359.62
0.02%
635.65
Aaa/NA
AAA
2.63 0.67
437930AC4 HAROT 2024-2 A3 5.27
11/20/2028 118,535.06 07/19/20244.94%
119,539.83
119,056.36
100.76
4.16%
119,438.89
225.58
0.02%
382.53
NA/AAA
AAA
2.64 0.65
89237NAD9 TAOT 2024-B A3 5.33 01/16/2029 124,111.38 07/19/2024
4.94%
125,391.29
124,797.46
100.88
4.21%
125,202.32
294.01
0.02%
404.87
Aaa/AAA
NA
2.80 0.75
161571HV9 CHAIT 241 A 4.6 01/16/2029 225,000.00 --
4.61%
225,167.97
224,892.88
100.45
4.05%
226,019.48
460.00
0.03%
1,126.60
NA/AAA
AAA
2.80 0.76
92970QAA3 WFCIT 2024-1 A 4.94 02/15/2029 500,000.00 07/30/2025
4.31%
504,980.47
502,829.61
100.81
4.03%
504,058.50
1,097.78
0.08%
1,228.89
Aaa/AAA
AAA
2.88 0.84
096919AD7 BMWOT 2024-A A3 5.18
02/26/2029 119,228.32 07/19/20244.86%
120,043.35
119,666.35
100.66
4.30%
120,013.79
102.93
0.02%
347.44
Aaa/AAA
NA
2.91 0.70
43813YAC6 HAROT 2024-3 A3 4.57
03/21/2029 149,437.78 08/09/20244.66%
149,414.30
149,422.55
100.36
4.13%
149,970.97
189.70
0.02%
548.42
Aaa/NA
AAA
2.97 0.72
34531QAD1 FORDO 2024-B A3 5.1 04/15/2029 144,650.75 07/18/2024
4.79%
145,690.43
145,212.37
100.78
4.17%
145,774.25
327.88
0.02%
561.88
Aaa/AAA
NA
3.04 0.79
587918AD5 MBART 2024-1 A3 4.8 04/16/2029 202,213.42 --
4.58%
203,323.23
202,816.96
100.45
4.14%
203,129.65
431.39
0.03%
312.69
Aaa/AAA
NA
3.04 0.64
58768YAD7 MBALT 2025-A A3 4.61
04/16/2029 310,000.00 05/14/20254.66%
309,962.21
309,970.56
100.72
4.21%
312,245.64
635.16
0.05%
2,275.08
NA/AAA
AAA
3.04 1.61
05522RDJ4 BACCT 2024-1 A 4.93 05/15/2029 193,000.00 07/30/2024
4.58%
194,771.68
193,711.80
101.03
4.02%
194,996.39
422.88
0.03%
1,284.59
Aaa/AAA
NA
3.12 1.07
477911AD3 JDOT 2024-C A3 4.06 06/15/2029 500,000.00 01/22/2025
4.72%
493,320.31
495,123.49
100.01
4.09%
500,026.00
902.22
0.08%
4,902.51
Aaa/NA
AAA
3.21 1.09
91 HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
02589BAE0 AMXCA 2024-3 A 4.65 07/15/2027 400,000.00 --
2.88%
400,535.16
400,275.55
100.75
4.09%
402,991.20
826.67
0.06%
2,715.65
NA/AAA
AAA
1.29 1.23
34535VAD6 FORDO 2024-D A3 4.61
08/15/2029 210,000.00 11/19/20244.66%
209,993.26
209,995.19
100.61
4.14%
211,290.24
430.27
0.03%
1,295.05
Aaa/NA
AAA
3.38 1.19
89240JAD3 TAOT 2025-A A3 4.64 08/15/2029 300,000.00 01/22/2025
4.69%
299,987.97
299,991.07
100.65
4.10%
301,939.20
618.67
0.05%
1,948.13
Aaa/NA
AAA
3.38 1.10
47800DAD6 JDOT 2025 A3 4.23 09/17/2029 245,000.00 03/04/2025
5.09%
244,984.59
244,988.19
100.28
4.08%
245,684.53
460.60
0.04%
696.34
Aaa/NA
AAA
3.47 1.49
44935CAD3 HART 2025-A A3 4.32 10/15/2029 310,000.00 03/04/2025
4.84%
309,954.27
309,964.76
100.23
4.17%
310,724.78
595.20
0.05%
760.02
NA/AAA
AAA
3.54 1.25
437921AD1 HAROT 252 A3 4.15 10/15/2029 190,000.00 04/29/2025
4.15%
189,978.78
189,983.07
100.07
4.14%
190,124.26
350.44
0.03%
141.19
Aaa/NA
AAA
3.54 1.43
89231HAD8 TAOT 2025-B A3 4.34 11/15/2029 190,000.00 04/24/2025
4.82%
189,989.11
189,991.31
100.37
4.12%
190,710.79
366.49
0.03%
719.48
NA/AAA
AAA
3.63 1.42
362955AD8 GMCAR 2025-1 A3 4.62
12/17/2029 200,000.00 01/09/20255.03%
199,985.14
199,988.79
100.55
4.09%
201,105.80
385.00
0.03%
1,117.01
Aaa/NA
AAA
3.71 0.97
58773DAD6 MBART 2025-1 A3 4.78
12/17/2029 290,000.00 01/14/20254.84%
289,938.32
289,953.25
100.78
4.16%
292,258.23
616.09
0.04%
2,304.98
Aaa/NA
AAA
3.71 1.17
02582JKP4 AMXCA 2025-2 A 4.28 04/15/2030 505,000.00 05/06/2025
4.28%
504,990.86
504,992.50
100.35
4.14%
506,748.31
960.62
0.08%
1,755.81
NA/AAA
AAA
4.04 1.91
362549AD9 GMCAR 2025-2 A3 4.28
04/16/2030 150,000.00 05/06/20254.71%
149,977.92
149,981.87
100.19
4.17%
150,278.25
267.50
0.02%
296.38
Aaa/AAA
NA
4.04 1.28
92970QAJ4 WFCIT 2025-1 A 4.34 05/15/2030 750,000.00 09/03/2025
3.90%
759,023.44
757,106.88
100.52
4.12%
753,895.50
1,446.67
0.11%
(3,211.38)
NA/AAA
AAA
4.12 1.99
161571HZ0 CHAIT 2025-1 A 4.16 07/15/2030 1,500,000.00 --
3.83%
1,513,632.81
1,511,295.98
100.25
4.08%
1,503,816.00
2,773.33
0.23%
(7,479.98)
NA/AAA
AAA
4.29 2.14
Total ABS 9,287,318.87 4.34%
9,324,727.64
9,311,200.00
100.45
4.12%
9,328,646.31
17,119.10
1.41%
17,446.31
3.23 1.32
AGENCY
3133ERKR1 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.625 07/10/2026 200,000.00 07/23/20244.51% 200,424.00
200,059.22
100.23
3.74%
200,458.40
2,081.25
0.03%
399.18
Aa1/AA+
AA+
0.28 0.27
92 HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3130B2PJ8 FEDERAL HOME LOAN BANKS
3.625 09/04/2026 500,000.00 09/12/20243.70%
499,335.00
499,856.12
99.94 3.76%
499,688.00
1,359.38
0.08%
(168.12)
Aa1/AA+
AA+
0.43 0.42
3133ERMB4 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.25 07/23/2027 200,000.00 07/18/20244.26% 199,938.00
199,972.94
100.63
3.75%
201,265.40
1,605.56
0.03%
1,292.46
Aa1/AA+
AA+
1.31 1.26
Total Agency 900,000.00 4.00%
899,697.00
899,888.27
100.16
3.76%
901,411.80
5,046.18
0.14%
1,523.53
0.59 0.57
AGENCY CMBS
3137FJEH8 FHMS K-081 A2 3.9 08/25/2028 200,000.00 07/18/2024
4.54%
195,093.75
197,153.04
99.41 4.08%
198,824.60
650.00
0.03%
1,671.56
Aa1/AA+
AAA
2.40 2.22
3137FJKE8 FHMS K-082 A2 3.92 09/25/2028 413,000.00 08/29/2024
4.07%
410,096.09
411,239.33
99.45 4.08%
410,730.57
1,349.13
0.06%
(508.77)
Aa1/AA+
AAA
2.49 2.25
3137FJZ93 FHMS K-084 A2 3.78 10/25/2028 400,000.00 --
4.29%
391,750.00
395,049.42
99.11 4.08%
396,442.40
1,260.00
0.06%
1,392.98
Aaa/AA+
AA+
2.57 2.35
3137FK4M5 FHMS K-085 A2 4.06 10/25/2028 700,000.00 07/30/2025
4.17%
696,472.66
697,215.90
99.76 4.08%
698,293.40
2,368.33
0.11%
1,077.50
Aaa/AA+
AA+
2.57 2.36
3137FKSH0 FHMS K-086 A2 3.859 11/25/2028 400,000.00 --
4.29%
392,882.81
395,675.27
99.27 4.09%
397,088.00
1,286.33
0.06%
1,412.73
Aaa/AA+
AA+
2.65 2.43
3137FKUP9 FHMS K-087 A2 3.771 12/25/2028 580,857.42 12/11/2024
4.39%
567,402.40
571,785.05
99.06 4.09%
575,406.65
1,825.34
0.09%
3,621.60
Aa1/AAA
AA+
2.74 2.44
3137FKZZ2 FHMS K-088 A2 3.69 01/25/2029 303,000.00 --
4.34%
294,821.25
297,916.47
98.82 4.09%
299,416.42
931.73
0.05%
1,499.95
Aaa/AA+
AA+
2.82 2.56
3137H5YC5 FHMS K-748 A2 2.26 01/25/2029 500,000.00 08/26/2024
4.07%
464,140.62
477,254.39
95.16 4.12%
475,778.50
941.67
0.07%
(1,475.89)
Aa1/AA+
AAA
2.82 2.59
3137FLMV3 FHMS K-090 A2 3.422 02/25/2029 200,000.00 07/29/2024
4.46%
191,414.06
194,594.04
98.08 4.09%
196,158.00
570.33
0.03%
1,563.96
Aa1/AAA
AA+
2.91 2.66
3137FLN91 FHMS K-091 A2 3.505 03/25/2029 486,000.00 01/14/2025
4.85%
461,889.84
468,927.31
98.28 4.09%
477,643.23
1,419.53
0.07%
8,715.92
Aa1/AAA
AA+
2.98 2.68
3137FLYV0 FHMS K-092 A2 3.298 04/25/2029 500,000.00 08/07/2024
4.20%
480,722.66
487,520.40
97.64 4.09%
488,215.50
1,374.17
0.07%
695.10
Aa1/AA+
AAA
3.07 2.80
3137FMCR1 FHMS K-093 A2 2.982 05/25/2029 540,295.11 12/19/2024
4.70%
504,817.14
515,154.65
96.84 4.09%
523,196.93
1,342.63
0.08%
8,042.28
Aa1/AA+
AAA
3.15 2.76
93 HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3137FNAE0 FHMS K-095 A2 2.785 06/25/2029 200,000.00 07/17/2024
4.47%
185,398.44
190,503.65
96.08 4.10%
192,154.20
464.17
0.03%
1,650.55
Aa1/AA+
AAA
3.24 2.93
3137FNX54 FHMS K-097 A2 2.508 07/25/2029 425,000.00 12/19/2024
4.70%
386,982.42
397,650.38
95.03 4.11%
403,874.95
888.25
0.06%
6,224.57
Aaa/AA+
AA+
3.32 3.09
3137H9D71 FHMS K-750 A2 3.0 09/25/2029 600,000.00 11/05/2024
4.55%
562,218.75
573,157.69
96.62 4.14%
579,726.00
1,500.00
0.09%
6,568.31
Aa1/AA+
AAA
3.49 2.88
3137FQ3Z4 FHMS K-101 A2 2.524 10/25/2029 495,000.00 12/20/2024
4.69%
449,560.55
461,599.39
94.74 4.12%
468,974.39
1,041.15
0.07%
7,374.99
Aa1/AA+
AA+
3.57 3.28
3137FQKC6 FHMS K-102 A2 2.537 10/25/2029 750,000.00 09/03/2025
3.94%
710,537.11
715,988.52
94.83 4.12%
711,248.25
1,585.63
0.11%
(4,740.27)
Aa1/AA+
AAA
3.57 3.25
3137FQKN2 FHMS K-103 A2 2.651 11/25/2029 453,000.00 12/20/2024
4.69%
413,344.81
423,667.25
95.05 4.13%
430,570.61
1,000.75
0.07%
6,903.36
Aa1/AA+
AAA
3.65 3.34
3137FRUT6 FHMS K-106 A2 2.069 01/25/2030 750,000.00 06/17/2025
4.27%
682,089.84
693,675.24
92.74 4.14%
695,547.00
1,293.13
0.11%
1,871.76
Aa1/AA+
AAA
3.82 3.56
3137HA4B9 FHMS K-751 A2 4.412 03/25/2030 600,000.00 03/24/2025
4.40%
599,578.13
599,664.85
100.60
4.18%
603,595.20
2,206.00
0.09%
3,930.35
Aaa/AA+
AA+
3.98 3.29
3137FWG79 FHMS K-115 A2 1.383 06/25/2030 344,000.00 06/23/2025
4.23%
300,547.97
307,279.30
89.32 4.18%
307,258.74
396.46
0.05%
(20.56)
Aa1/AA+
AAA
4.24 3.98
3137FVNG3 FHMS K-114 A2 1.366 06/25/2030 750,000.00 01/28/2026
4.02%
670,546.88
673,608.56
89.21 4.18%
669,092.25
853.75
0.10%
(4,516.31)
Aa1/AA+
AAA
4.24 4.00
3137F62M8 FHMS K-118 A2 1.493 09/25/2030 700,000.00 --
4.02%
624,394.53
629,312.73
89.20 4.19%
624,434.30
870.92
0.09%
(4,878.43)
Aa1/AA+
AAA
4.49 4.17
3137F72P9 FHMS K-120 A2 1.5 10/25/2030 600,000.00 12/15/2025
3.98%
535,054.69
538,918.71
88.88 4.21%
533,261.40
750.00
0.08%
(5,657.31)
Aa1/AA+
AAA
4.57 4.29
3137F8ZV8 FHMS K-123 A2 1.621 12/25/2030 750,000.00 01/29/2026
4.05%
670,839.85
673,574.15
89.15 4.22%
668,594.25
1,013.13
0.10%
(4,979.90)
Aa1/AA+
AAA
4.74 4.36
3137F9Z79 FHMS K-125 A2 1.846 01/25/2031 300,000.00 01/23/2026
4.12%
269,707.03
270,767.87
89.80 4.22%
269,408.40
461.50
0.04%
(1,359.47)
Aa1/AA+
AAA
4.82 4.45
3137FXZ35 FHMS K-127 A2 2.108 01/25/2031 750,000.00 01/29/2026
4.06%
684,550.78
686,772.48
90.82 4.24%
681,183.00
1,317.50
0.10%
(5,589.48)
Aa1/AA+
AAA
4.82 4.45
Total Agency CMBS 13,690,152.53 4.28%
12,796,855.06
12,945,626.05
94.95 4.14%
12,976,117.13
30,961.52
1.96%
30,491.09
3.56 3.24
94 HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
CASH
90RCBB$01 RCB Lock Box x0584 12,915,405.99 --
0.00%
12,915,405.99
12,915,405.99
1.00 0.00%
12,915,405.99
0.00 1.95%
0.00 NA/NA
NA
0.00 0.00
90RCBB$02 RCB Operating x7892 26,867,218.63 --
0.00%
26,867,218.63
26,867,218.63
1.00 0.00%
26,867,218.63
0.00 4.06%
0.00 NA/NA
NA
0.00 0.00
90JPMC$10 Chase Checking x9617 2,280,057.77 --
1.15%
2,280,057.77
2,280,057.77
1.00 1.15%
2,280,057.77
0.00 0.34%
0.00 NA/NA
NA
0.00 0.00
CCYUSD Payable (993,786.91) -- (993,786.91)
(993,786.91)
1.00 (993,786.91)
0.00 (0.15%)
0.00 Aaa/AAA
AAA
0.00 0.00
CCYUSD Receivable 4,887.88 -- 4,887.88
4,887.88
1.00 4,887.88
0.00 0.00%
0.00 Aaa/AAA
AAA
0.00 0.00
CCYUSD Receivable 478,757.79 -- 478,757.79
478,757.79
1.00 478,757.79
0.00 0.07%
0.00 Aaa/AAA
AAA
0.00 0.00
Total Cash 41,552,541.15 0.06%
41,552,541.15
41,552,541.15
1.00 0.06%
41,552,541.15
0.00 6.28%
0.00 0.00
0.00 COLLATERALIZED
BANK DEPOSIT
90RCBB$03 RCB MMKT 232,745,315.34 --
3.96%
232,745,315.34
232,745,315.34
1.00 3.89%
232,745,315.34
0.00 35.20%
0.00 NA/NA
NA
0.00 0.00
Total Collateralized
Bank Deposit 232,745,315.34 3.96%
232,745,315.34
232,745,315.34
1.00 3.89%
232,745,315.34
0.00 35.20%
0.00 0.00
0.00 CORPORATE
69371RT30 PACCAR FINANCIAL CORP 4.45
08/06/2027 255,000.00 08/01/20244.50%
254,660.85
254,847.61
100.56
4.01%
256,437.44
1,733.65
0.04%
1,589.82
A1/A+
NA
1.35 1.29
89236TKQ7 TOYOTA MOTOR CREDIT CORP
4.625 01/12/2028 150,000.00 07/18/20244.65%
149,856.00
149,926.30
100.91
4.09%
151,368.15
1,522.40
0.02%
1,441.85
A1/A+
A+
1.79 1.68
95000U3R2 WELLS FARGO & CO 4.9
01/24/2028 500,000.00 01/16/20254.90%
500,000.00
500,000.00
100.36
4.43%
501,813.50
4,559.72
0.08%
1,813.50
A1/BBB+
A+
1.82 0.78
89115A3E0 TORONTO-DOMINION BANK 4.861
01/31/2028 335,000.00 01/28/20254.86%
335,000.00
335,000.00
100.80
4.40%
337,695.75
2,759.29
0.05%
2,695.75
A2/A-AA-1.84
1.72 95
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
74460WAD9 PUBLIC STORAGE OPERATING CO
1.85 05/01/2028 300,000.00 --4.61%
271,762.50
284,307.04
95.27 4.25%
285,806.40
2,312.50
0.04%
1,499.36
A2/A
NA
2.08 1.99
64952WFD0 NEW YORK LIFE GLOBAL FUNDING
4.9 06/13/2028 750,000.00 07/30/20254.24%
763,215.00
760,138.23
101.24
4.30%
759,288.75
11,025.00
0.11%
(849.48)
Aa1/AA+
AAA
2.20 2.04
87612EBU9 TARGET CORP 4.35 06/15/2028 230,000.00 06/05/2025
4.35%
229,997.70
229,998.32
100.47
4.12%
231,070.19
2,945.92
0.03%
1,071.87
A2/A
A
2.21 1.98
06406RBX4 BANK OF NEW YORK MELLON
CORP 4.89 07/21/2028 500,000.00 --4.67%
502,804.00
501,301.78
100.78
4.36%
503,902.00
4,754.17
0.08%
2,600.22
Aa3/A
AA-2.311.24
46647PEL6 JPMORGAN CHASE & CO 4.979
07/22/2028 300,000.00 --4.80%
301,428.00
300,630.56
100.67
4.50%
302,016.30
2,862.93
0.05%
1,385.74
A1/A
AA-2.311.24
06051GKW8 BANK OF AMERICA CORP 4.948
07/22/2028 300,000.00 --4.88%
300,574.50
300,254.84
100.65
4.97%
301,937.40
2,845.10
0.05%
1,682.56
A1/A-AA-2.31
1.25 61744YAK4 MORGAN STANLEY 3.591
07/22/2028 300,000.00 --4.66%
288,472.50
293,317.39
98.82 4.14%
296,473.50
2,064.83
0.04%
3,156.11
A1/A-A+2.31
1.25 40139LBM4 GUARDIAN LIFE GLOBAL FUNDING
4.066 09/05/2028 750,000.00 09/03/20253.98%
751,785.00
751,446.24
99.26 4.39%
744,446.25
2,202.42
0.11%
(6,999.99)
Aa1/AA+
NA
2.43 2.28
756109BS2 REALTY INCOME CORP 4.7
12/15/2028 750,000.00 --4.59%
752,505.50
751,883.60
100.56
4.47%
754,215.75
10,379.17
0.11%
2,332.15
A3/A-NA2.71
2.41 61690DK72 MORGAN STANLEY BANK NA
5.016 01/12/2029 300,000.00 01/16/20254.99%
300,258.00
300,154.66
101.07
4.44%
303,210.90
3,302.20
0.05%
3,056.24
Aa3/A+
AA-2.791.67
58989V2M5 MET TOWER GLOBAL FUNDING
4.0 01/14/2029 660,000.00 01/07/20264.05%
659,148.60
659,208.42
98.95 4.40%
653,081.22
5,646.67
0.10%
(6,127.20)
Aa3/AA-AA-2.79
2.59 91324PEU2 UNITEDHEALTH GROUP INC 4.25
01/15/2029 300,000.00 --4.42%
297,930.00
298,713.91
99.82 4.32%
299,466.90
2,691.67
0.05%
752.99
A2/A+
A
2.79 2.58
78017DAA6 ROYAL BANK OF CANADA 4.965
01/24/2029 450,000.00 01/21/20255.46%
450,000.00
450,000.00
100.93
4.44%
454,190.40
4,158.19
0.07%
4,190.40
A1/A
AA-2.821.71
69371RS80 PACCAR FINANCIAL CORP 4.6
01/31/2029 150,000.00 07/18/20244.64%
149,755.50
149,847.13
101.46
4.05%
152,191.50
1,169.17
0.02%
2,344.37
A1/A+
NA
2.84 2.62
74340XBL4 PROLOGIS LP 4.375 02/01/2029 300,000.00 --
4.55%
297,844.50
298,648.95
100.05
4.35%
300,163.20
2,187.50
0.05%
1,514.25
A2/A
NA
2.84 2.62
61747YFD2 MORGAN STANLEY 5.164
04/20/2029 300,000.00 11/07/20244.78%
303,570.00
302,126.69
101.15
4.78%
303,455.40
6,928.37
0.05%
1,328.71
A1/A-A+3.05
1.89 025816ED7 AMERICAN EXPRESS CO 4.731
04/25/2029 750,000.00 --4.64%
751,898.75
751,347.88
100.63
4.57%
754,740.75
15,375.75
0.11%
3,392.87
A2/A-A3.07
1.91 96
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
437076DC3 HOME DEPOT INC 4.75
06/25/2029 750,000.00 --4.41%
759,603.00
757,209.46
101.54
4.23%
761,526.75
9,500.00
0.12%
4,317.29
A2/A
A
3.24 2.87
713448FX1 PEPSICO INC 4.5 07/17/2029 300,000.00 --
4.24%
303,396.00
302,251.98
100.96
4.18%
302,883.30
2,775.00
0.05%
631.32
A1/A+
NA
3.30 2.94
06051GHM4 BANK OF AMERICA CORP 4.271
07/23/2029 600,000.00 --4.73%
591,312.00
594,160.94
99.59 4.69%
597,554.40
4,840.47
0.09%
3,393.46
A1/A-AA-3.31
2.16 46647PAV8 JPMORGAN CHASE & CO 4.203
07/23/2029 300,000.00 11/07/20244.77%
294,291.00
296,438.73
99.43 4.68%
298,275.30
2,381.70
0.05%
1,836.57
A1/A
AA-3.312.16
89236TMK8 TOYOTA MOTOR CREDIT CORP
4.55 08/09/2029 250,000.00 08/07/20244.57%
249,790.00
249,859.00
100.59
4.36%
251,485.25
1,643.06
0.04%
1,626.25
A1/A+
A+
3.36 3.06
532457CQ9 ELI LILLY AND CO 4.2 08/14/2029 300,000.00 --
4.19%
300,181.75
300,119.56
100.09
4.17%
300,284.10
1,645.00
0.05%
164.54
Aa3/A+
NA
3.37 3.10
171239AL0 CHUBB INA HOLDINGS LLC 4.65
08/15/2029 400,000.00 --4.53%
401,978.29
401,355.61
101.12
4.29%
404,497.20
2,376.67
0.06%
3,141.59
A2/A
A
3.38 3.01
30303M8S4 META PLATFORMS INC 4.3
08/15/2029 300,000.00 --4.28%
300,268.23
300,177.81
100.45
4.16%
301,338.30
1,648.33
0.05%
1,160.49
Aa3/AA-NA3.38
3.02 02665WFQ9 AMERICAN HONDA FINANCE
CORP 4.4 09/05/2029 250,000.00 10/02/20244.29%
251,157.50
250,806.64
99.10 4.69%
247,743.25
794.44
0.04%
(3,063.39)
A3/BBB+
NA
3.43 3.14
38141GD27 GOLDMAN SACHS GROUP INC
4.153 10/21/2029 970,000.00 --4.25%
970,195.00
970,166.63
99.07 4.54%
960,948.93
17,904.04
0.15%
(9,217.70)
A2/BBB+
A
3.56 2.35
14913UAU4 CATERPILLAR FINANCIAL SERVICES
CORP 4.7 11/15/2029 300,000.00 11/14/20244.74%
299,523.00
299,654.14
101.37
4.28%
304,124.70
5,326.67
0.05%
4,470.56
A2/A
A+
3.63 3.25
00287YBX6 ABBVIE INC 3.2 11/21/2029 750,000.00 10/23/2025
3.99%
727,957.50
730,311.27
96.41 4.28%
723,049.50
8,666.67
0.11%
(7,261.77)
A2/A-NA3.64
3.35 89236TNA9 TOYOTA MOTOR CREDIT CORP
4.95 01/09/2030 430,000.00 01/06/20255.00%
429,079.80
429,305.06
101.62
4.48%
436,973.31
4,848.25
0.07%
7,668.25
A1/A+
A+
3.78 3.38
46647PEB8 JPMORGAN CHASE & CO 5.012
01/23/2030 250,000.00 01/21/20255.02%
249,937.50
249,956.02
101.40
4.60%
253,497.75
2,366.78
0.04%
3,541.73
A1/A
AA-3.822.58
95000U3J0 WELLS FARGO & CO 5.198
01/23/2030 400,000.00 01/22/20255.13%
400,988.00
400,695.18
101.57
4.73%
406,270.00
3,927.38
0.06%
5,574.82
A1/BBB+
A+
3.82 2.57
02665WFY2 AMERICAN HONDA FINANCE
CORP 4.8 03/05/2030 425,000.00 03/03/20254.82%
424,626.00
424,706.29
99.95 4.81%
424,791.33
1,473.33
0.06%
85.04 A3/BBB+
NA
3.93 3.53
571748CA8 MARSH & MCLENNAN
COMPANIES INC 4.65 03/15/2030 750,000.00 --4.66%
749,787.00
749,844.25
100.71
4.45%
755,349.00
1,550.00
0.11%
5,504.75
A3/A-A-3.96
3.50 97
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
59217GEG0 METROPOLITAN LIFE GLOBAL
FUNDING I 2.95 04/09/2030 750,000.00 09/03/20254.27%
709,170.00
714,255.50
93.92 4.62%
704,395.50
10,570.83
0.11%
(9,860.00)
Aa3/AA-AA-4.02
3.67 57629TBX4 MASSMUTUAL GLOBAL FUNDING
II 4.55 05/07/2030 750,000.00 07/30/20254.51%
751,192.50
751,025.37
99.67 4.64%
747,561.00
13,650.00
0.11%
(3,464.37)
Aa3/AA+
AA+
4.10 3.63
69371RT71 PACCAR FINANCIAL CORP 4.55
05/08/2030 680,000.00 05/05/20254.59%
678,946.00
679,135.33
100.67
4.37%
684,561.44
12,290.06
0.10%
5,426.11
A1/A+
NA
4.10 3.64
747525BU6 QUALCOMM INC 4.5 05/20/2030 750,000.00 06/17/2025
4.45%
751,582.50
751,325.47
100.58
4.34%
754,373.25
12,281.25
0.11%
3,047.78
A2/A
NA
4.14 3.61
74153WCW7 PRICOA GLOBAL FUNDING I 4.7
05/28/2030 750,000.00 07/30/20254.55%
754,680.00
754,031.92
100.26
4.63%
751,964.25
12,043.75
0.11%
(2,067.67)
Aa3/AA-AA-4.16
3.68 74464AAC5 PUBLIC STORAGE OPERATING CO
4.375 07/01/2030 500,000.00 07/01/20254.44%
498,665.00
498,864.70
99.87 4.41%
499,334.00
5,468.75
0.08%
469.30
A2/A
NA
4.25 3.80
828807DK0 SIMON PROPERTYGROUP LP 2.65
07/15/2030 750,000.00 07/30/20254.46%
690,165.00
698,231.15
92.87 4.50%
696,502.50
4,195.83
0.11%
(1,728.65)
A3/A
NA
4.29 3.96
713448GH5 PEPSICO INC 4.3 07/23/2030 500,000.00 07/30/2025
4.36%
498,710.00
498,883.14
100.25
4.23%
501,268.50
4,061.11
0.08%
2,385.36
A1/A+
NA
4.31 3.80
437076DJ8 HOME DEPOT INC 3.95
09/15/2030 685,000.00 09/08/20254.03%
682,540.85
682,807.50
98.70 4.27%
676,080.62
1,202.56
0.10%
(6,726.89)
A2/A
A
4.46 4.03
40139LBN2 GUARDIAN LIFE GLOBAL FUNDING
4.327 10/06/2030 750,000.00 09/30/20254.33%
750,000.00
750,000.00
98.86 4.61%
741,426.75
15,775.52
0.11%
(8,573.25)
Aa1/AA+
NA
4.52 3.97
24422EYF0 JOHN DEERE CAPITAL CORP 4.375
10/15/2030 1,000,000.00 11/04/20254.22%
1,006,920.00
1,006,356.43
99.85 4.41%
998,526.00
20,173.61
0.15%
(7,830.43)
A1/A
A+
4.54 4.00
141781CF9 CARGILL INC 4.125 10/23/2030 750,000.00 --
4.14%
749,433.50
749,483.04
98.55 4.48%
739,135.50
13,578.13
0.11%
(10,347.54)
A2/A
NA
4.56 4.04
717081FD0 PFIZER INC 4.2 11/15/2030 700,000.00 12/08/2025
4.18%
700,518.00
700,484.95
99.31 4.37%
695,137.10
10,616.67
0.11%
(5,347.85)
A2/A
NA
4.63 4.10
14913UBH2 CATERPILLAR FINANCIAL SERVICES
CORP 4.15 01/08/2031 1,010,000.00 01/05/20264.16%
1,009,636.40
1,009,652.93
99.06 4.37%
1,000,541.35
9,663.74
0.15%
(9,111.58)
A2/A
A+
4.77 4.24
89236TPH2 TOYOTA MOTOR CREDIT CORP 4.2
01/10/2031 545,000.00 01/07/20264.21%
544,831.05
544,838.37
98.62 4.52%
537,490.99
5,023.08
0.08%
(7,347.38)
A1/A+
A+
4.78 4.24
66815L2Z1 NORTHWESTERNMUTUAL
GLOBAL FUNDING 4.3 01/13/2031 685,000.00 01/06/20264.30% 684,938.35
684,940.98
98.59 4.63%
675,352.46
6,381.92
0.10%
(9,588.52)
Aa1/AA+
AAA
4.79 4.23
92826CAZ5 VISA INC 4.1 02/12/2031 745,000.00 02/03/2026
4.13%
744,001.70
744,027.94
99.90 4.12%
744,263.20
4,157.51
0.11%
235.25
Aa3/AA-NA4.87
4.35 98
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
743315BC6 PROGRESSIVE CORP 4.6
03/26/2031 750,000.00 03/26/20264.67%
747,682.50
747,688.85
100.23
4.55%
751,713.00
479.17
0.11%
4,024.15
A2/A
A
4.99 4.34
Total Corporate 29,405,000.00 4.45%
29,270,151.82
29,296,151.70
99.60 4.44%
29,277,191.41
328,707.84
4.43%
(18,960.29)
3.64 3.08
LAIF
90LAIF$00 Local Agency Investment Fund
State Pool 74,999,195.70 --3.82%
74,999,195.70
74,999,195.70
1.00 3.82%
74,999,195.70
0.00 11.34%
0.00 NA/NA
NA
0.00 0.00
Total LAIF 74,999,195.70 3.82%
74,999,195.70
74,999,195.70
1.00 3.82%
74,999,195.70
0.00 11.34%
0.00 0.00
0.00 LOCAL GOV
INVESTMENT POOL
90CALFT$0 CalFIT 10,006,211.07 --
3.76%
10,006,211.07
10,006,211.07
1.00 3.76%
10,006,211.07
0.00 1.51%
0.00 NA/NA
NA
0.00 0.00
Total Local Gov
Investment Pool 10,006,211.07 3.76%
10,006,211.07
10,006,211.07
1.00 3.76%
10,006,211.07
0.00 1.51%
0.00 0.00
0.00 MONEY MARKET
FUND
31846V203 FIRST AMER:GVT OBLG Y 1,783,616.90 --
3.28%
1,783,616.90
1,783,616.90
1.00 3.28%
1,783,616.90
0.00 0.27%
0.00 Aaa/AAAm
AAA
0.00 0.00
Total Money Market
Fund 1,783,616.90 3.28%
1,783,616.90
1,783,616.90
1.00 3.28%
1,783,616.90
0.00 0.27%
0.00 0.00
0.00 MUNICIPAL BONDS
13063EGT7 CALIFORNIA STATE 4.5 08/01/2029 400,000.00 11/05/2024
4.38%
402,056.00
401,450.03
101.76
3.93%
407,050.80
3,000.00
0.06%
5,600.77
Aa2/AA-AA3.34
3.05 13063DRE0 CALIFORNIA ST 2.5 10/01/2029 500,000.00 03/24/2025
4.33%
462,780.00
471,166.34
95.34 3.94%
476,692.50
6,250.00
0.07%
5,526.16
Aa2/AA-AA3.50
3.30 Total Municipal
Bonds 900,000.00 4.35%
864,836.00
872,616.37
98.30 3.93%
883,743.30
9,250.00
0.13%
11,126.93
3.43 3.19
99 HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
PLACEMENT
SERVICE DEPOSIT
90RCBB$04 RCB ICS 176,985,203.21 --
4.01%
176,985,203.21
176,985,203.21
1.00 4.36%
176,985,203.21
0.00 26.76%
0.00 NA/NA
NA
0.00 0.00
Total Placement
Service Deposit 176,985,203.21 4.01%
176,985,203.21
176,985,203.21
1.00 4.36%
176,985,203.21
0.00 26.76%
0.00 0.00
0.00 SUPRANATIONAL
459058LY7
INTERNATIONAL BANK FOR
RECONSTRUCTION AND
DEVELOPM 3.5 10/28/2030
1,000,000.00
10/28/2025
3.68%
991,720.00
992,418.70
98.18 3.94%
981,814.00
14,875.00
0.15%
(10,604.70)
Aaa/AAA
NA
4.58 4.12
Total Supranational 1,000,000.00 3.68%
991,720.00
992,418.70
98.18 3.94%
981,814.00
14,875.00
0.15%
(10,604.70)
4.58 4.12
US TREASURY
912797SD0 UNITED STATES TREASURY
04/02/2026 1,000,000.00 01/29/20263.67%
993,796.73
999,899.95
99.99 3.69%
999,899.00
0.00 0.15%
(0.95)
P-1/A-1+
F1+
0.01 0.00
912797TL1 UNITED STATES TREASURY
05/05/2026 1,000,000.00 01/29/20263.65%
990,581.81
996,629.28
99.66 3.69%
996,577.00
0.00 0.15%
(52.28)
P-1/A-1+
F1+
0.10 0.09
912797TU1 UNITED STATES TREASURY
06/02/2026 1,000,000.00 03/31/20263.68%
993,786.91
993,786.91
99.38 3.68%
993,780.00
0.00 0.15%
(6.91)
P-1/A-1+
F1+
0.17 0.17
91282CKY6 UNITED STATES TREASURY 4.625
06/30/2026 250,000.00 --4.22%
251,818.36
250,235.73
100.22
3.71%
250,539.00
2,906.60
0.04%
303.27
Aa1/AA+
AA+
0.25 0.25
91282CHU8 UNITED STATES TREASURY 4.375
08/15/2026 500,000.00 --4.21%
501,574.22
500,293.91
100.21
3.78%
501,066.50
2,719.27
0.08%
772.59
Aa1/AA+
AA+
0.38 0.37
91282CHY0 UNITED STATES TREASURY 4.625
09/15/2026 500,000.00 --4.23%
503,902.35
500,853.39
100.39
3.75%
501,942.00
1,068.27
0.08%
1,088.61
Aa1/AA+
AA+
0.46 0.45
91282CLS8 UNITED STATES TREASURY 4.125
10/31/2026 1,000,000.00 11/12/20244.34%
995,937.50
998,793.15
100.18
3.81%
1,001,758.00
17,320.44
0.15%
2,964.85
Aa1/AA+
AA+
0.59 0.56
91282CJP7 UNITED STATES TREASURY 4.375
12/15/2026 1,000,000.00 --4.17%
1,004,296.88
1,001,345.66
100.43
3.75%
1,004,287.00
12,860.58
0.15%
2,941.34
Aa1/AA+
AA+
0.71 0.68
100
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CME8 UNITED STATES TREASURY 4.25
12/31/2026 1,000,000.00 01/07/20254.30%
999,101.56
999,659.04
100.35
3.76%
1,003,508.00
10,683.70
0.15%
3,848.96
Aa1/AA+
AA+
0.75 0.72
91282CMH1 UNITED STATES TREASURY 4.125
01/31/2027 1,000,000.00 01/28/20254.21%
998,476.56
999,363.49
100.31
3.74%
1,003,086.00
6,837.02
0.15%
3,722.51
Aa1/AA+
AA+
0.84 0.81
91282CKA8 UNITED STATES TREASURY 4.125
02/15/2027 500,000.00 --4.10%
500,269.54
500,098.98
100.31
3.76%
501,554.50
2,563.88
0.08%
1,455.52
Aa1/AA+
AA+
0.88 0.85
91282CMP3 UNITED STATES TREASURY 4.125
02/28/2027 1,500,000.00 08/14/20253.81%
1,507,031.25
1,504,166.20
100.33
3.75%
1,504,899.00
5,380.43
0.23%
732.80
Aa1/AA+
AA+
0.91 0.89
91282CKE0 UNITED STATES TREASURY 4.25
03/15/2027 1,200,000.00 --3.85%
1,209,515.63
1,204,366.31
100.48
3.73%
1,205,793.60
2,355.98
0.18%
1,427.29
Aa1/AA+
AA+
0.96 0.93
91282CEN7 UNITED STATES TREASURY 2.75
04/30/2027 500,000.00 09/11/20243.52%
490,390.63
496,056.15
98.92 3.78%
494,584.50
5,773.48
0.07%
(1,471.65)
Aa1/AA+
AA+
1.08 1.04
91282CET4 UNITED STATES TREASURY 2.625
05/31/2027 1,000,000.00 --3.74%
976,054.69
987,636.76
98.64 3.82%
986,445.00
8,798.08
0.15%
(1,191.76)
Aa1/AA+
AA+
1.17 1.12
91282CEW7 UNITED STATES TREASURY 3.25
06/30/2027 1,200,000.00 03/27/20253.99%
1,180,828.13
1,189,413.59
99.30 3.82%
1,191,656.40
9,803.87
0.18%
2,242.81
Aa1/AA+
AA+
1.25 1.20
91282CKZ3 UNITED STATES TREASURY 4.375
07/15/2027 500,000.00 --3.94%
505,843.75
502,596.63
100.68
3.83%
503,398.50
4,592.54
0.08%
801.87
Aa1/AA+
AA+
1.29 1.23
91282CNP2 UNITED STATES TREASURY 3.875
07/31/2027 1,000,000.00 07/30/20253.92%
999,101.56
999,401.86
100.04
3.84%
1,000,391.00
6,422.65
0.15%
989.14
Aa1/AA+
AA+
1.33 1.28
91282CLG4 UNITED STATES TREASURY 3.75
08/15/2027 2,000,000.00 06/23/20253.81%
1,997,343.75
1,998,298.23
99.88 3.84%
1,997,500.00
9,323.20
0.30%
(798.23)
Aa1/AA+
AA+
1.38 1.32
91282CFM8 UNITED STATES TREASURY 4.125
09/30/2027 1,200,000.00 03/27/20254.00%
1,203,656.25
1,202,183.37
100.41
3.84%
1,204,922.40
135.25
0.18%
2,739.03
Aa1/AA+
AA+
1.50 1.44
91282CLQ2 UNITED STATES TREASURY 3.875
10/15/2027 1,000,000.00 11/12/20244.31%
988,164.06
993,760.04
100.06
3.83%
1,000,625.00
17,884.62
0.15%
6,864.96
Aa1/AA+
AA+
1.54 1.45
91282CPE5 UNITED STATES TREASURY 3.5
10/31/2027 1,000,000.00 11/13/20253.60%
998,203.13
998,549.45
99.46 3.85%
994,648.00
14,696.13
0.15%
(3,901.45)
Aa1/AA+
AA+
1.59 1.50
91282CLX7 UNITED STATES TREASURY 4.125
11/15/2027 1,000,000.00 11/06/20244.25%
996,484.38
998,096.11
100.43
3.85%
1,004,297.00
15,611.19
0.15%
6,200.89
Aa1/AA+
AA+
1.63 1.53
91282CGC9 UNITED STATES TREASURY 3.875
12/31/2027 1,000,000.00 --4.11%
993,000.01
996,211.45
100.07
3.83%
1,000,703.00
9,741.02
0.15%
4,491.55
Aa1/AA+
AA+
1.75 1.66
91282CMF5 UNITED STATES TREASURY 4.25
01/15/2028 1,000,000.00 01/07/20254.37%
996,718.75
998,040.24
100.71
3.83%
1,007,070.00
8,922.65
0.15%
9,029.76
Aa1/AA+
AA+
1.79 1.70
101
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CGH8 UNITED STATES TREASURY 3.5
01/31/2028 1,000,000.00 01/28/20263.59%
998,359.38
998,498.34
99.43 3.82%
994,297.00
5,801.11
0.15%
(4,201.34)
Aa1/AA+
AA+
1.84 1.75
91282CGP0 UNITED STATES TREASURY 4.0
02/29/2028 1,000,000.00 12/30/20244.31%
990,820.31
994,444.50
100.33
3.82%
1,003,281.00
3,478.26
0.15%
8,836.50
Aa1/AA+
AA+
1.92 1.82
91282CMS7 UNITED STATES TREASURY 3.875
03/15/2028 2,000,000.00 03/25/20263.88%
1,999,609.38
1,999,612.64
100.11
3.81%
2,002,266.00
3,580.16
0.30%
2,653.36
Aa1/AA+
AA+
1.96 1.86
91282CGT2 UNITED STATES TREASURY 3.625
03/31/2028 1,200,000.00 --3.84%
1,191,730.48
1,195,263.22
99.64 3.82%
1,195,640.40
118.85
0.18%
377.18
Aa1/AA+
AA+
2.00 1.91
91282CHA2 UNITED STATES TREASURY 3.5
04/30/2028 1,000,000.00 --3.71%
994,277.34
995,846.02
99.37 3.82%
993,672.00
14,696.13
0.15%
(2,174.02)
Aa1/AA+
AA+
2.08 1.96
91282CHE4 UNITED STATES TREASURY 3.625
05/31/2028 1,000,000.00 03/27/20254.03%
988,085.94
991,875.84
99.61 3.81%
996,055.00
12,149.73
0.15%
4,179.16
Aa1/AA+
AA+
2.17 2.04
91282CHK0 UNITED STATES TREASURY 4.0
06/30/2028 500,000.00 --3.96%
500,628.91
500,370.93
100.42
3.80%
502,090.00
5,027.62
0.08%
1,719.07
Aa1/AA+
AA+
2.25 2.11
91282CHQ7 UNITED STATES TREASURY 4.125
07/31/2028 2,000,000.00 06/23/20253.80%
2,018,984.38
2,014,275.99
100.69
3.81%
2,013,750.00
13,674.03
0.30%
(525.99)
Aa1/AA+
AA+
2.33 2.19
91282CNU1 UNITED STATES TREASURY 3.625
08/15/2028 1,500,000.00 08/14/20253.70%
1,496,777.34
1,497,450.69
99.57 3.81%
1,493,613.00
6,759.32
0.23%
(3,837.69)
Aa1/AA+
AA+
2.38 2.25
91282CJA0 UNITED STATES TREASURY 4.625
09/30/2028 500,000.00 --3.90%
513,722.66
508,339.84
101.91
3.81%
509,570.50
63.18 0.08%
1,230.66
Aa1/AA+
AA+
2.50 2.34
91282CPC9 UNITED STATES TREASURY 3.5
10/15/2028 1,000,000.00 11/13/20253.60%
997,343.75
997,687.62
99.22 3.82%
992,227.00
16,153.85
0.15%
(5,460.62)
Aa1/AA+
AA+
2.54 2.37
9128285M8 UNITED STATES TREASURY 3.125
11/15/2028 2,000,000.00 09/03/20253.60%
1,971,406.25
1,976,522.77
98.26 3.83%
1,965,156.00
23,653.31
0.30%
(11,366.77)
Aa1/AA+
AA+
2.63 2.46
91282CJR3 UNITED STATES TREASURY 3.75
12/31/2028 1,000,000.00 --4.11%
986,164.07
991,014.28
99.80 3.83%
998,008.00
9,426.80
0.15%
6,993.72
Aa1/AA+
AA+
2.75 2.56
91282CPT2 UNITED STATES TREASURY 3.5
01/15/2029 1,000,000.00 01/28/20263.66%
995,507.81
995,765.22
99.15 3.82%
991,484.00
7,348.07
0.15%
(4,281.22)
Aa1/AA+
AA+
2.79 2.61
91282CJW2 UNITED STATES TREASURY 4.0
01/31/2029 1,000,000.00 01/28/20254.32%
988,281.25
991,701.56
100.45
3.83%
1,004,531.00
6,629.83
0.15%
12,829.45
Aa1/AA+
AA+
2.84 2.64
91282CQA2 UNITED STATES TREASURY 3.5
02/15/2029 1,300,000.00 03/10/20263.58%
1,296,953.14
1,297,012.82
99.13 3.82%
1,288,726.40
5,656.08
0.19%
(8,286.42)
Aa1/AA+
AA+
2.88 2.70
91282CQE4 UNITED STATES TREASURY 3.5
03/15/2029 2,000,000.00 03/25/20263.87%
1,979,218.75
1,979,333.67
99.12 3.82%
1,982,344.00
3,233.70
0.30%
3,010.33
Aa1/AA+
AA+
2.96 2.77
102
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CKG5 UNITED STATES TREASURY 4.125
03/31/2029 500,000.00 --3.87%
505,238.28
503,427.54
100.83
3.83%
504,160.00
56.35 0.08%
732.46
Aa1/AA+
AA+
3.00 2.80
91282CES6 UNITED STATES TREASURY 2.75
05/31/2029 2,000,000.00 03/25/20263.89%
1,932,343.75
1,932,693.09
96.76 3.85%
1,935,156.00
18,434.07
0.29%
2,462.91
Aa1/AA+
AA+
3.17 2.97
91282CKX8 UNITED STATES TREASURY 4.25
06/30/2029 1,000,000.00 --3.90%
1,014,421.88
1,010,354.47
101.21
3.85%
1,012,109.00
10,683.70
0.15%
1,754.53
Aa1/AA+
AA+
3.25 2.98
91282CLK5 UNITED STATES TREASURY 3.625
08/31/2029 1,000,000.00 --3.84%
990,937.50
993,487.25
99.23 3.87%
992,344.00
3,152.17
0.15%
(1,143.25)
Aa1/AA+
AA+
3.42 3.17
91282CLN9 UNITED STATES TREASURY 3.5
09/30/2029 2,400,000.00 09/16/20253.54%
2,396,250.00
2,396,748.64
98.80 3.87%
2,371,125.60
229.51
0.36%
(25,623.04)
Aa1/AA+
AA+
3.50 3.26
91282CLR0 UNITED STATES TREASURY 4.125
10/31/2029 1,000,000.00 11/12/20244.32%
991,562.50
993,908.06
100.82
3.88%
1,008,203.00
17,320.44
0.15%
14,294.94
Aa1/AA+
AA+
3.59 3.25
91282CMA6 UNITED STATES TREASURY 4.125
11/30/2029 1,000,000.00 01/23/20254.46%
985,664.07
989,161.03
100.83
3.88%
1,008,281.00
13,825.55
0.15%
19,119.97
Aa1/AA+
AA+
3.67 3.33
91282CMD0 UNITED STATES TREASURY 4.375
12/31/2029 1,000,000.00 01/10/20254.53%
993,242.19
994,893.44
101.69
3.88%
1,016,914.00
10,997.93
0.15%
22,020.56
Aa1/AA+
AA+
3.75 3.40
91282CGQ8 UNITED STATES TREASURY 4.0
02/28/2030 1,200,000.00 04/08/20253.92%
1,204,031.25
1,203,225.45
100.38
3.89%
1,204,546.80
4,173.91
0.18%
1,321.35
Aa1/AA+
AA+
3.91 3.58
91282CMU2 UNITED STATES TREASURY 4.0
03/31/2030 1,500,000.00 --3.82%
1,512,304.69
1,509,937.43
100.36
3.90%
1,505,391.00
163.93
0.23%
(4,546.43)
Aa1/AA+
AA+
4.00 3.66
91282CNG2 UNITED STATES TREASURY 4.0
05/31/2030 1,550,000.00 --3.94%
1,554,279.30
1,553,588.81
100.34
3.91%
1,555,266.90
20,780.22
0.24%
1,678.09
Aa1/AA+
AA+
4.17 3.75
91282CNN7 UNITED STATES TREASURY 3.875
07/31/2030 1,200,000.00 08/14/20253.81%
1,203,421.88
1,202,989.19
99.83 3.92%
1,197,984.00
7,707.18
0.18%
(5,005.19)
Aa1/AA+
AA+
4.33 3.93
91282CNX5 UNITED STATES TREASURY 3.625
08/31/2030 2,400,000.00 09/16/20253.58%
2,404,500.00
2,404,012.44
98.77 3.93%
2,370,561.60
7,565.22
0.36%
(33,450.84)
Aa1/AA+
AA+
4.42 4.02
91282CPA3 UNITED STATES TREASURY 3.625
09/30/2030 1,500,000.00 01/29/20263.78%
1,490,156.25
1,490,508.64
98.75 3.93%
1,481,308.50
148.57
0.22%
(9,200.14)
Aa1/AA+
AA+
4.50 4.11
91282CPD7 UNITED STATES TREASURY 3.625
10/31/2030 1,000,000.00 11/05/20253.76%
994,023.44
994,502.88
98.71 3.94%
987,070.00
15,220.99
0.15%
(7,432.88)
Aa1/AA+
AA+
4.59 4.11
91282CPR6 UNITED STATES TREASURY 3.625
12/31/2030 2,000,000.00 01/29/20263.80%
1,984,453.13
1,984,981.17
98.64 3.94%
1,972,812.00
18,225.14
0.30%
(12,169.17)
Aa1/AA+
AA+
4.75 4.28
91282CQD6 UNITED STATES TREASURY 3.5
02/28/2031 2,000,000.00 03/25/20263.97%
1,958,515.63
1,958,653.91
98.06 3.94%
1,961,250.00
6,086.96
0.30%
2,596.09
Aa1/AA+
AA+
4.91 4.45
103
HOLDINGS REPORT
San Diego Community Power ConsAgg | Account #11452 | As of March 31, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
Total US Treasury 69,100,000.00 3.90%
68,799,095.27
68,851,825.25
99.67 3.84%
68,866,125.10
468,622.72
10.41%
14,299.85
2.50 2.32
Total Portfolio 662,354,554.77 3.73%
661,019,166.16
661,241,809.70
19.30 3.79%
661,287,132.42
874,582.36
100.00%
45,322.72
0.55 0.47
Total Market Value +
Accrued 662,161,714.78
104
TRANSACTIONS
105
TRANSACTION LEDGER
San Diego Community Power ConsAgg | Account #11452|01/01/2026 Through 03/31/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss
ACQUISITIONS
Purchase 01/08/2026 14913UBH2 1,010,000.00
CATERPILLAR
FINANCIAL SERVICES
CORP 4.15 01/08/2031
99.964 4.16% (1,009,636.40) 0.00 (1,009,636.40) 0.00
Purchase 01/12/2026 89236TPH2 545,000.00
TOYOTA MOTOR
CREDIT CORP 4.2
01/10/2031
99.969 4.21% (544,831.05) 0.00 (544,831.05) 0.00
Purchase 01/13/2026 66815L2Z1 685,000.00
NORTHWESTERN
MUTUAL GLOBAL
FUNDING 4.3
01/13/2031
99.991 4.30% (684,938.35) 0.00 (684,938.35) 0.00
Purchase 01/14/2026 58989V2M5 660,000.00
MET TOWER GLOBAL
FUNDING 4.0
01/14/2029
99.871 4.05% (659,148.60) 0.00 (659,148.60) 0.00
Purchase 01/15/2026 90LAIF$00 195.70
Local Agency
Investment Fund State
Pool
1.000 3.93% (195.70) 0.00 (195.70) 0.00
Purchase 01/28/2026 3137F9Z79 300,000.00 FHMS K-125 A2 1.846 01/25/2031 89.902 4.12% (269,707.03) (415.35) (270,122.38) 0.00 Purchase 01/29/2026 91282CGH8 1,000,000.00
UNITED STATES
TREASURY 3.5
01/31/2028
99.836 3.59% (998,359.38) (17,309.78) (1,015,669.16) 0.00 Purchase 01/29/2026 91282CPT2 1,000,000.00
UNITED STATES
TREASURY 3.5
01/15/2029
99.551 3.66% (995,507.81) (1,353.59) (996,861.40) 0.00
Purchase 01/30/2026 3137F62M8 200,000.00 FHMS K-118 A2 1.493 09/25/2030 89.453 4.03% (178,906.25) (240.54) (179,146.79) 0.00 Purchase 01/30/2026 3137FVNG3 750,000.00 FHMS K-114 A2 1.366 06/25/2030 89.406 4.02% (670,546.88) (825.29) (671,372.17) 0.00 Purchase 01/30/2026 3137F8ZV8 750,000.00 FHMS K-123 A2 1.621 12/25/2030 89.445 4.05% (670,839.85) (979.36) (671,819.21) 0.00 Purchase 01/30/2026 3137FXZ35 750,000.00 FHMS K-127 A2 2.108 01/25/2031 91.273 4.06% (684,550.78) (1,273.58) (685,824.36) 0.00 Purchase 01/30/2026 91282CPA3 1,500,000.00
UNITED STATES
TREASURY 3.625
09/30/2030
99.344 3.78% (1,490,156.25) (18,224.59) (1,508,380.84) 0.00 106
TRANSACTION LEDGER
San Diego Community Power ConsAgg | Account #11452|01/01/2026 Through 03/31/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss Purchase 01/30/2026 912797SD0 1,000,000.00 UNITED STATES TREASURY 04/02/2026 99.380 3.67% (993,796.73) 0.00 (993,796.73) 0.00 Purchase 01/30/2026 91282CPR6 2,000,000.00
UNITED STATES
TREASURY 3.625
12/31/2030
99.223 3.80% (1,984,453.13) (6,008.29) (1,990,461.42) 0.00 Purchase 01/30/2026 912797TL1 1,000,000.00 UNITED STATES TREASURY 05/05/2026 99.058 3.65% (990,581.81) 0.00 (990,581.81) 0.00 Purchase 01/31/2026 90LAIF$00 74,899,000.00
Local Agency
Investment Fund State
Pool
1.000 3.91% (74,899,000.00) 0.00 (74,899,000.00) 0.00
Purchase 01/31/2026 90RCBB$04 610,964.28 RCB ICS 1.000 4.18% (610,964.28) 0.00 (610,964.28) 0.00 Purchase 02/12/2026 92826CAZ5 745,000.00 VISA INC 4.1
02/12/2031 99.866 4.13% (744,001.70) 0.00 (744,001.70) 0.00 Purchase 02/28/2026 90RCBB$03 38,668,439.19 RCB MMKT 1.000 4.04% (38,668,439.19) 0.00 (38,668,439.19) 0.00 Purchase 02/28/2026 90RCBB$04 542,043.09 RCB ICS 1.000 4.09% (542,043.09) 0.00 (542,043.09) 0.00 Purchase 03/11/2026 91282CQA2 1,300,000.00
UNITED STATES
TREASURY 3.5
02/15/2029
99.766 3.58% (1,296,953.14) (3,016.57) (1,299,969.71) 0.00 Purchase 03/26/2026 90CALFT$0 10,000,000.00 CalFIT 1.000 3.76% (10,000,000.00) 0.00 (10,000,000.00) 0.00 Purchase 03/26/2026 91282CES6 2,000,000.00
UNITED STATES
TREASURY 2.75
05/31/2029
96.617 3.89% (1,932,343.75) (17,527.47) (1,949,871.22) 0.00 Purchase 03/26/2026 91282CMS7 2,000,000.00
UNITED STATES
TREASURY 3.875
03/15/2028
99.980 3.88% (1,999,609.38) (2,316.58) (2,001,925.96) 0.00 Purchase 03/26/2026 91282CQD6 2,000,000.00
UNITED STATES
TREASURY 3.5
02/28/2031
97.926 3.97% (1,958,515.63) (4,945.65) (1,963,461.28) 0.00 Purchase 03/26/2026 91282CQE4 2,000,000.00
UNITED STATES
TREASURY 3.5
03/15/2029
98.961 3.87% (1,979,218.75) (2,092.39) (1,981,311.14) 0.00 Purchase 03/27/2026 743315BC6 750,000.00 PROGRESSIVE CORP
4.6 03/26/2031 99.691 4.67% (747,682.50) (95.83) (747,778.33) 0.00 Purchase 03/31/2026 90RCBB$03 897,393.99 RCB MMKT 1.000 3.96% (897,393.99) 0.00 (897,393.99) 0.00 Purchase 03/31/2026 90CALFT$0 6,211.07 CalFIT 1.000 3.76% (6,211.07) 0.00 (6,211.07) 0.00 Purchase 03/31/2026 90RCBB$04 589,672.73 RCB ICS 1.000 4.01% (589,672.73) 0.00 (589,672.73) 0.00 107
TRANSACTION LEDGER
San Diego Community Power ConsAgg | Account #11452|01/01/2026 Through 03/31/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss Purchase 04/01/2026 912797TU1 1,000,000.00 UNITED STATES TREASURY 06/02/2026 99.379 3.68% (993,786.91) 0.00 (993,786.91) 0.00 Total Purchase 151,158,920.05 (150,691,992.11) (76,624.86) (150,768,616.97) 0.00 TOTAL
ACQUISITIONS 151,158,920.05 (150,691,992.11) (76,624.86) (150,768,616.97) 0.00
DISPOSITIONS
Maturity 02/03/2026 912797SJ7 (500,000.00) UNITED STATES TREASURY 02/03/2026 100.000 3.86% 500,000.00 0.00 500,000.00 0.00 Maturity 03/03/2026 912797ST5 (500,000.00) UNITED STATES TREASURY 03/03/2026 100.000 3.87% 500,000.00 0.00 500,000.00 0.00 Total Maturity (1,000,000.00) 1,000,000.00 0.00 1,000,000.00 0.00 Sale 01/08/2026 438516CX2 (300,000.00)
HONEYWELL
INTERNATIONAL INC
4.65 07/30/2027
101.291 4.47% 303,873.00 6,122.50 309,995.50 3,146.96
Sale 01/08/2026 89115A3A8 (300,000.00)
TORONTO-DOMINION
BANK 4.568
12/17/2026
100.659 4.70% 301,977.00 799.40 302,776.40 2,322.97
Sale 01/08/2026 14913UAR1 (300,000.00)
CATERPILLAR
FINANCIAL SERVICES
CORP 4.4 10/15/2027
101.221 4.29% 303,663.00 3,043.33 306,706.33 3,093.39
Sale 01/08/2026 06368L8K5 (500,000.00) BANK OF MONTREAL
4.567 09/10/2027 100.370 4.47% 501,850.00 7,484.81 509,334.81 1,638.93 Sale 01/09/2026 24422EXZ7 (425,000.00) JOHN DEERE CAPITAL CORP 4.65 01/07/2028 101.775 4.66% 432,543.75 109.79 432,653.54 7,628.67 Sale 01/09/2026 857477CU5 (625,000.00) STATE STREET CORP
4.536 02/28/2028 101.508 4.51% 634,425.00 10,316.25 644,741.25 9,425.00 Sale 01/31/2026 90RCBB$03 (69,216,360.42) RCB MMKT 1.000 4.13% 69,216,360.42 0.00 69,216,360.42 0.00 Total Sale (71,666,360.42) 71,694,692.17 27,876.08 71,722,568.25 27,255.92 TOTAL
DISPOSITIONS (72,666,360.42) 72,694,692.17 27,876.08 72,722,568.25 27,255.92 108
IMPORTANT DISCLOSURES
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Security level ratings for U.S. Agency issued mortgage-backed securities (“MBS”) reflect the issuer rating because the securities themselves are not rated. The issuing U.S. Agency guarantees the full and timely payment of both principal and interest.
LGIP Yields: Reported yields for local government investment pools may be presented as either the 30-day yield or the monthly distribution yield, as applicable. For certain funds, the 30-day yield is calculated using reported daily yield data. Yield calculations are subject to change and may not be directly comparable across funds.
LAIF Yields: Additional Disclosure for CA Clients - As a result of a reporting lag from the Local Agency Investment Fund (LAIF), reported LAIF yieldsrepresent the most recently available Daily Effective Yield and may reflect data from approximately 7–10 days prior to month-end. 109
BENCHMARK DISCLOSURES
Benchmark Disclosure
ICE BofA 1-5 Yr Unsubordinated US
Treasury & Agency Index
The ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index tracks the performance of US dollar denominated US Treasury and nonsubordinated US agency debt issued in the US domestic market. Qualifying securities must have an investment grade rating (based on an average of Moody’s, S&P and Fitch). Qualifying securities must have at least one year remaining term to final maturity and less than five years remaining term to final maturity, at least 18 months to maturity at time of issuance, a fixed coupon schedule, and a minimum amount outstanding of $1 billion for sovereigns and $250 million for agencies. 110
SAN DIEGO COMMUNITY POWER
Staff Report – Item 9
To: Board of Directors
From: Patrick Welch, Associate Director of Legislative Affairs Via: Jack Clark, Acting Chief Executive Officer
Subject: Update on Regulatory and Legislative Affairs
Date: June 25, 2026
Recommendation
Receive and file the update on regulatory and legislative affairs.
Background
Staff provide regular updates to the Board of Directors regarding Community Power’s regulatory and legislative engagement.
Analysis and Discussion
A) Regulatory Updates
San Diego Gas & Electric (SDG&E) Energy Resource Recovery Account (ERRA) proceedings Energy Resource Recovery Account (ERRA) proceedings are used to determine investor-owned utilities’ (IOU) fuel and purchased power costs which can be recovered through rates.
The annual forecast proceeding is to review the forecasted costs that SDG&E will incur to procure energy resources in the coming year. Based on these forecasts, the California Public Utilities Commission (CPUC) approves rates that allow utilities to recover costs from customers. An annual ERRA compliance proceeding reviews SDG&E’s compliance in the preceding year regarding energy resource contract administration, least-cost dispatch, fuel procurement, and the ERRA balancing account.
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SDG&E 2024 ERRA Compliance Case
On May 8, 2026, Community Power and CEA jointly filed opening briefs on SDG&E’s 2024 ERRA Compliance Case, making the following recommendations to the CPUC:
• The Commission should order SDG&E to correct its accounting for resource adequacy (RA) it retained as a buffer during its 2024 solicitations and did not subsequently make available to the market.
• The Commission should expeditiously take up the issue of Bundled Procurement Plan revisions to ensure that there are prescriptive standards by which it can evaluate SDG&E’s Excess RA sales activities.
• The Commission should find that SDG&E’s plan to correct the Power Charge Indifference Adjustment (PCIA) vintage assignment for remaining impacted New Premises is reasonable.
Reply briefs were submitted on May 29, 2026.
Power Charge Indifference Adjustment (PCIA)
Track 2: Opening Testimony on Energy Division Staff Report On May 12, 2026, parties filed opening testimony on the CPUC Energy Division’s staff report in Track 2 of the Rulemaking to Update and Reform Energy Resource Recovery Account (ERRA) and Power Charge Indifference Adjustment (PCIA) Policies and Processes (R.25-02-005). Track 2 addresses the valuation of banked pre-2019 renewable energy credits (RECs) and how that valuation is applied to investor-owned utility (IOU) bundled customers and departed load customers, like those of community choice aggregators (CCAs), such as Community Power.
On May 12, 2026, Brian Dickman of NewGen Strategies prepared direct testimony on behalf of Community Power’s trade association, the California Community Choice Association (CalCCA), making the following recommendations:
• The Commission should adopt CalCCA’s proposal to value Pre-2019 Banked RECs at the current-year Renewables Portfolio Standard (RPS) Market Price Benchmark (MPB) when used for Current Bundled Customer RPS compliance, with the resulting value credited to the PCIA vintage subaccount corresponding to the year the RECs were generated.
• None of staff’s four options should be adopted.
• If the Commission determines that Pre-2019 Banked RECs should not be valued at the current-year RPS MPB, and should not be allocated to load serving entities, any alternative methodology adopted should reflect the compliance value of those RECs, i.e., the value staff itself identifies as the appropriate basis for valuation. CalCCA proposes that if its RPS MPB or allocation proposals are not adopted, the Commission consider valuing Pre-2019 Banked RECs using a weighted formula. 112
• The Commission’s decision on how to value Pre-2019 Banked RECs has no bearing on the Joint IOUs’ ability to use those RECs for RPS compliance.
Opening testimony was also filed by the Joint IOUs and CalCCA filed rebuttal testimony in response on May 22, 2026.
Track 3: Procedural Update
On May 5, 2026, the Administrative Law Judge of the Rulemaking to Update and Reform Energy Resource Recovery Account (ERRA) and Power Charge Indifference Adjustment (PCIA) Policies and Processes (R.25-02-005) sent a procedural update via email about anticipated upcoming events in Track 3 of the proceeding, including issuing a ruling setting the dates and times for a Track 3 Planning Workshop. The workshop will be split over three days: June 8, morning of June 9, and June 15, and will cover high level principles regarding customer indifference, scope of Track 3, and data access and confidentiality issues, respectively.
Resource Adequacy
On June 1, 2026, the California Public Utilities Commission (CPUC) issued a Proposed Decision in Track 1 of the Resource Adequacy (RA) rulemaking (R.25-10-003), adopting Local Capacity Requirements for 2027-2029, Flexible Capacity Requirements for 2027, and program refinements to the RA program.
The refinements include adopting an Unforced Capacity framework for implementation in the 2028 RA year, clarifying requirements for bidding and revenue allocation for Residual Unit Commitment and Imbalance Reserve products in the California Independent System Operator (CAISO) market, clarifying the definition of “load migration” to account for changes to community choice aggregators’ implementation plans, and modifying the RA penalty structure to account for deficiencies in charging sufficiency. The refinements also include various modifications to the qualifying capacity (QC) counting methodologies, including modifications to QC counting rules for storage resources to account for nonlinearity, modifications to the charging sufficiency rules to allow excess energy produced by a co-located energy only resource to count towards charging sufficiency requirements up to the Point of Interconnection limit, charging sufficiency requirements for long-duration energy storage resources, and modifications to QC counting for demand response resources on an interim basis to address misalignment issues.
The table below represents the Local Capacity Requirements (LCR) in megawatts as recommended by the 2027 CAISO LCR report, which impacts Community Power's Local RA obligations.
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Opening Comments on the Proposed Decision are due June 21, 2026.
SDG&E’s Palomar Decarbonization Demonstration Project Application On May 28, 2026, the CPUC issued a Scoping Memo and Ruling on SDG&E’s Application for Approval of Palomar Decarbonization Demonstration Project and associated cost recovery.
The Palomar Project is SDG&E’s integrated hydrogen system at the Palomar Energy Center, a 588 MW combined-cycle natural gas plant, which consists of onsite hydrogen production, storage, blending into turbines, and fueling of hydrogen vehicles. Community Power and the Clean Energy Alliance (CEA) had jointly filed a Protest of the Application on February 5, 2026; for additional details on that protest and background, please see the February 2026 staff report to the Board of Directors on page 314.
The scope includes several issues Community Power and CEA requested be included within scope, including review of how the project serves the public interest, how costs would be allocated between bundled and unbundled customers, and whether costs would be recovered through distribution or generation rates, among other issues. Community Power and CEA will coordinate submission of intervenor testimony from an expert witness by July 31. 2026.
Customer Renewables for Priority Communities
On May 28, the Administrative Law Judge (ALJ) issued a Proposed Decision (PD) modifying the Solar on Multifamily Affordable Housing (SOMAH) program and establishing reporting and wind-down requirements ahead of the program's statutorily mandated conclusion on 114
December 31, 2032. The PD declines to expand SOMAH eligibility to newly constructed or under-construction affordable multifamily properties and master-metered affordable multifamily properties, with or without submeters. The PD also directs the IOUs to first apply accrued interest on SOMAH funds to offset 2026 SOMAH budget allocations. Upon disposition of each IOU's final budget expenditure report Tier 2 AL, all remaining accrued interest and unused SOMAH funds are to be returned to the IOUs' GHG revenue accounts which flow back to customers via the Climate Credit. The SOMAH program has accumulated more than $100 million in accrued interest across all participating utilities. Comments on the proposed decision are due on June 17 and reply comments are due June 23.
Demand Response Rulemaking
On May 21, parties filed comments on the Ruling seeking input on Energy Division staff proposal on IOUs Bridge Year Funding which broadly recommends that the Commission authorize a two-year bridge extension of the IOUs’ 2027 DR program operations for 2028- 2029 and that the Commission should authorize additional time and funding for the IOUs to incorporate the Societal Cost Test (SCT) and other updates into their Demand Response Cost Effectiveness Reporting tools in time for the submission of their 2030-2034 DR applications.
While parties varied on specific details of Demand Response program modifications that they believe should be made for the 2028 and 2029 bridge years, the Investor Owned Utilities and Demand Response providers agree that ELRP should be continued during bridge years. This diverges from the Staff Proposal on bridge funding, which recommended no pilots be extended into the bridge years. Evidentiary hearing on Bridge Funding, if needed, will occur in July.
SDG&E’s Application to Withdraw from Regional Energy Efficiency Administration On May 1, 2026, SDG&E and the Public Advocates Office (PAO) filed the Joint Motion of SDG&E and PAO for Adoption of Settlement Agreement (Motion). The purpose of settlement is to seek to resolve disputes voluntarily, saving parties and the CPUC significant legal and administrative costs. No other parties joined the settlement, although Community Power requested inclusion in settlement deliberations twice and was denied both times. The terms of the settlement are as follows:
• Term 1: Those who join the settlement agree that SDG&E’s Application is reasonable in light of the whole record, consistent with law, in the public interest and should be approved.
• Term 2: SDG&E shall also withdraw from its administration of its regional codes and standards program.
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• Term 3: New, expanded, or incremental energy efficiency programs and associated budgets authorized after adoption of the settlement agreement with SDG&E’s territory shall meet IOU-specific performance requirements. • Term 4: Settling parties shall submit a joint filing outside the withdrawal proceedings to propose that the Commission expedite consideration of applying IOU-specific performance requirements to all energy efficiency Portfolio Administrators throughout the state.
On June 1, Community Power on behalf of SDREN, the Clean Energy Alliance, and the City of San Diego (“joint parties”) filed opening comments on the Motion. The joint comments argued the following:
• Term 1
o The joint parties do not oppose this term, which allows SDG&E to exit running local energy efficiency programs.
o If this term is approved, Term 2 should also be approved, as the two are closely connected.
o The joint parties do not agree with SDG&E’s broader justification for withdrawal (e.g., reducing funding for regional energy efficiency programs is beneficial for affordability), and preserve factual and policy arguments previously made in testimony.
• Term 2
o If Term 1 is adopted, Term 2 should be adopted.
o This position is limited and procedural; as indicated above, the joint parties do not agree with SDG&E’s broader justification for withdrawal. • Term 3
o The joint parties strongly oppose Term 3 because it would impose new rules that could limit local control and flexibility, especially for SDREN programs that serve underserved communities.
o Term 3 would make it harder to launch or expand programs, effectively creating barriers that could delay or constrain updates, particularly for equity-focused initiatives that may not meet strict cost-effectiveness tests. o It could also lead to regulatory disputes and litigation over future program approvals and the legality of these limits, creating uncertainty and potentially harming customers who depend on these programs.
• Term 4
o The joint parties oppose this term because it is not within the scope of this proceeding and relates to issues that are already slated to be addressed in other proceedings.
o Additionally, SDG&E and PAO already have the ability to take the actions described in Term 4; this term adds no value and creates unnecessary complications.
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The Small Business Utility Advocates (SBUA), California Efficiency and Demand Management Council (CEDMC), and joint RENs (Northern California Rural Regional Energy Network, Bay Area Regional Energy Network, Tri-County Regional Energy Network, and Inland Regional Energy Network) also filed opening comments. They were generally in alignment with the comments filed by Community Power, Clean Energy Alliance, and the City of San Diego; as such, Community Power does not plan to file reply comments due June 16.
The subsequent milestone in this proceeding is the filing of opening briefs, due July 1.
B) State Legislative Activities Update
Update on Legislation Community Power is Supporting or Opposing Community Power is monitoring around 147 bills that impact energy policy or local government operations. Under the Board approved Policy Platform, Community Power is currently supporting eight bills that are advancing in the legislative process as reflected in the prior month’s staff report. Community Power is also opposing one bill unless it is amended.
The Legislature will go on leave for a month’s long summer recess starting July 3 and will return on August 3 to close out the Legislative session by the constitutional deadline of August 15.
Community Power is newly supporting AB 1813 (Ward), which modifies the CPUC’s Community Renewable Energy program to require paired battery storage to help shift generation to higher-value hours and contribute to peak load reduction and ensures that projects are compensated at avoided cost values so the projects can be developed and operated economically while protecting ratepayers. Importantly, the bill will help Community Power access additional local renewable energy projects.
Community Power’s bill position letters can be found on the Legislative Priorities webpage.
State budget update.
Last month the Governor released the May Revision of his final budget proposal. The Governor proposed a balanced budget with some new revenues and some spending reductions. The Governor’s budget predicts a period of weaker economic growth in the near term due to a shift in timing and composition of economic shocks. In response to the release of the May Revision, the Legislative Analyst’s Office opined that while the budget is balanced, the state faces an ongoing structural imbalance between $20-$30 billion in the next three years. This could grow to $100 billion if the stock market declines.
Of interest to Community Power is a proposal in the budget that would preclude funding the CEC’s Demand Side Grid Support (DSGS) program, which funds residential batteries that support load flexibility. The Governor’s budget largely proposed abandoning funding of this program in favor of an alternative and less successful program at the CPUC. As DSGS is a 117
prospective outside funding source for Community Power and our customers, Community Power is part of a coalition pushing back against the Governor’s proposed cut to the DSGS program. As of the writing of this report, the Legislature appears poised to reject the Governor’s plan in favor of providing new, additional funds towards the DSGS program.
June 15 is the deadline for the Legislature and Governor to agree on a budget.
C) Federal Activities Update
House of Representatives advances bipartisan geothermal legislative package. Taken together, the bills advanced by the House on June 2 could shave time off the federal permitting process, reduce developer risk, and improve financing for new geothermal resources. Despite the bipartisan support, it remains unclear if the Senate plans to take these bills up.
1. H.R. 1077 (Streamlining Thermal Energy through Advanced Mechanisms (STEAM) Act):
This bill amends the Energy Policy Act of 2005 to expand and clarify categorical exclusions and expedited National Environmental Policy Act (NEPA) reviews for certain geothermal exploration, drilling, and development activities on federal lands.
By shortening environmental review timelines for low-impact geothermal projects, it aims to reduce permitting delays and development risk.
2. H.R. 398 (Geothermal Permitting Cost Recovery Act): This bill authorizes the Department of the Interior to recover certain administrative and environmental review costs directly from geothermal developers during the permitting process. The intent is to provide Interior with stable funding to process geothermal permits more efficiently.
3. H.R. 5617 (Environmentally Responsible Geothermal Development Act): This legislation directs the Department of the Interior to establish standardized, nationwide guidelines to ensure geothermal projects are developed in an environmentally responsible manner. The bill seeks to provide regulatory consistency across federal lands while maintaining environmental protections.
4. H.R. 5638 (Geothermal Royalty Reform Act): This bill adjusts how geothermal royalties from federal lands are calculated and shared, potentially modifying distributions between the federal government, states, and local entities. The goal is to modernize royalty structures to better reflect geothermal economics and encourage development.
5. H.R. 5631 (Geothermal Coordination and Permitting Improvement Act): This bill establishes a geothermal ombudsman and a dedicated geothermal permitting task force within the Department of the Interior to coordinate reviews across agencies and resolve permitting disputes. It is designed to improve transparency, accountability, and interagency coordination for geothermal approvals.
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Fiscal Impact
N/A
Attachments
N/A
119
SAN DIEGO COMMUNITY POWER
Staff Report - Item 10
To: Board of Directors
From: Gordon Samuel, Chief Commercial Officer
Erin Pennell, Power Contract & Compliance Manager
Via: Jack Clark, Acting Chief Executive Officer
Subject: Adoption of Resolution No. 2026-09, Approving San Diego Community Power’s 2026 Integrated Resource Plan (IRP)
Date: June 25, 2026
Recommendation
Adopt Resolution No. 2026-09 approving San Diego Community Power’s 2026 Integrated Resource Plan (IRP) in a form materially similar to the attached.
Background
Community Power prepared an IRP in accordance with Senate Bill (SB) 350. Public Utilities Code Sections 454.51 and 454.52 require the California Public Utilities Commission (Commission) to adopt a process for load serving entities (LSEs) to file an IRP that will accomplish the following:
A. Meet the greenhouse gas (GHG) emissions reduction targets required by the state; B. Procure at least 60% eligible renewable energy resources by December 31, 2030; C. Serve customers with just and reasonable rates;
D. Minimize impacts on ratepayers’ bills;
E. Ensure system and local reliability;
F. Maintain at least 65% of its Renewable Portfolio Standard (“RPS”) portfolio from long-term contracts; G. Strengthen the diversity, sustainability, and resilience of the bulk transmission and distribution systems, and local communities;
H. Enhance distribution systems and demand-side energy management; I. Minimize localized air pollutants and other greenhouse gas emissions, with early priority on disadvantaged communities; and
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J. Maintain a diverse portfolio of energy resources, which may include eligible energy resources procured by the Department of Water Resources.
Public Utilities Code Section 454.52(b)(3) requires Community Choice Aggregators (CCAs) to submit their IRPs to their governing boards for approval and certification. Community Power is presenting this IRP to it Board of Directors at the June 25, 2026, meeting, and will attach a resolution showing approval of this plan to the final submission that will be filed with the Commission and served on the service list for R.25-06-019 on or before August 10, 2026.
The final submission will not materially modify the IRP (attached) approved at the June 25, 2026 meeting without further review and approval by the Board.
By approving Community Power’s IRP, the Board of Directors confirms that it achieves the following:
A. Economic, reliability, environmental, security, and other benefits and performance characteristics that are consistent with the above listed requirements A-J; B. A diversified procurement portfolio consisting of short-term, midterm, and long-term electricity, electricity-related, and demand reduction products; and C. RA requirements consistent with Public Utilities Code Section 380.
Analysis and Discussion
Community Power staff engaged with Resilient Transitions consultants to create a model portfolio that meets the IRP requirements. This model incorporates our current contracted portfolio and presents an optimized potential portfolio that Community Power could procure to meet California’s planning goals.
Community Power’s conforming portfolio meets each of the IRP requirements and also incorporates Community Power’s internal portfolio goals.
A. GHG Emissions Targets
Community Power’s IRP portfolio meets or exceeds the state GHG emission reduction targets for the four reporting years. Numbers in below table are reported in million metric tons (MMT) of carbon dioxide (CO2).
2030 2035 2040 2045
Requirement 1.16 0.97 0.789 0.409
IRP Portfolio 0.96 0.67 0.42 0.401
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B. Renewable Resources
Community Power’s IRP portfolio exceeds the state’s 60% renewable by 2030 goal by meeting its internal goal of 100% renewable by 2035. The eligible renewable content for each reporting year is reflected below, reflected as a percent of retail sales. 2030 2035 2040 2045
Requirement 60% 60% 60% 60%
IRP Portfolio 89% 100% 102% 105%
C. Just and Reasonable Rates
Community Power’s IRP portfolio balances meeting state and internal compliance goals while maintaining just and reasonable rates for its customers.
D. Minimize Impacts on Ratepayers’ Bills
Community Power’s IRP portfolio is consistent with its Board-approved Rate Development Policy, and includes maintaining rate competitiveness, affordability, and stability as core objectives to maximize affordability.
E. System and Local Reliability
Community Power’s IRP portfolio ensures that all system and local reliability requirements are met to ensure grid stability while taking into account the impacts of climate change, building and transportation electrification, and other factors that could result in shortfalls.
F. 65% Long-Term RPS
Community Power’s IRP portfolio maintains that at least 65% of the renewable energy credits (RECs) used for compliance with RPS come from long-term contracts.
G. Transmission and Distribution
As a CCA, Community Power relies on its partner San Diego Gas and Electric (SDG&E) to provide transmission and distribution services to our customers.
H. Distribution and Demand-Side Energy Management
Community Power’s IRP portfolio considers its demand-side energy management programs, including the Flex Load Strategy that delivers a portfolio of programs that maximize the size and value of Community Power’s flexible resource base.
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I. Minimize Air Pollutants
Community Power’s IRP portfolio considers the impacts of air pollutants, especially on disadvantaged communities, and prioritizes contracting with resources that will minimize those impacts.
J. Diverse Portfolio
Community Power’s IRP portfolio prioritized diversity in its resource types to the extent feasible, considering affordability and resource availability in its selection process.
Community Power’s IRP meets the economic, reliability, environmental, security, and other benefits and performance characteristics as described above. Further, this IRP offers a procurement pathway for short-, medium-, and long-term procurement that could be used to meet the goals of the IRP. Finally, this IRP meets the goals of Public Utilities Section 380 because the proposed conforming portfolio meets all Resource Adequacy (RA) requirements as defined in the IRP Resource Data Template.
Fiscal Impact
N/A
Strategic Plan
This item advances the Community Power strategic plan in the following ways:
1. Develop a clean energy portfolio with renewable content of 100% no later than 2035, with interim targets of 75% by 2027 and 85% by 2030.
2. Support development of 1 Gigawatt of local renewable and clean energy capacity by 2035, of which 300 MW will be distributed energy resources (DERs) enabled by Community Power programs, tariffs, and procurement.
3. Ensure cost-effective compliance with RA and RPS requirements and all other regulatory obligations.
Attachments
A: San Diego Community Power 2026 Integrated Resource Plan (Redacted) B: Resolution No. 2026-09, approving Community Power 2026 Integrated Resource Plan 123
ITEM 10
ATTACHMENT A
124
Standard LSE Plan
San Diego Community Power
2026 INTEGRATED RESOURCE PLAN
August 10, 2026
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Table of Contents
I. Executive Summary .................................................................................................... 1 II. Study Design ............................................................................................................... 4 A. Objectives ........................................................................................................... 4 B. Methodology ....................................................................................................... 5 i. Modeling Tool(s) ................................................................................................ 5 ii. Modeling Approach ............................................................................................ 6 iii. Alternative Assumptions ................................................................................... 12 III. Study Results ............................................................................................................ 12 A. Conforming and Alternative Portfolio .............................................................. 12 B. Preferred Conforming Portfolio ........................................................................ 19 C. GHG Emissions Results .................................................................................... 25 D. Local Air Pollutant Minimization and Disadvantaged Communities ............... 26 i. Local Air Pollutants .......................................................................................... 26 ii. Focus on Disadvantaged Communities ............................................................. 27 E. Cost and Rate Analysis ......................................................................................... 33 F. System Reliability Analysis .................................................................................. 35 G. Existing Resource Planning .............................................................................. 36 H. Hydro Generation Risk Management ............................................................... 37 I. Long-Duration Storage Planning .......................................................................... 38 J. Clean Firm Power Planning .................................................................................. 38 K. Non-CAISO, including Out-of-State, Wind Planning ...................................... 39 L. Offshore Wind Planning ....................................................................................... 39 M. Transmission Planning ...................................................................................... 40 IV. Action Plan................................................................................................................ 42 A. Proposed Procurement Activities and Potential Barriers .................................. 42 i. Resources to meet D.21-06-035 and D.23-02-040 procurement requirements, including: .......................................................................................................... 43 ii. Plans for resources that are currently non-candidate in CPUC’s IRPs not described above ................................................................................................ 48 126
iii. Other renewable and/or zero-carbon resources not described above ................ 48 iv. Other energy storage not described above ........................................................ 48 v. Other demand response not described above .................................................... 48 vi. Other energy efficiency not described above .................................................... 48 vii. Other distributed generation not described above ............................................ 49 viii. Transportation electrification, including any investments that correspond to different levels than what is included in Integrated Energy Policy Report (IEPR) ............................................................................................................... 50 ix. Building electrification, including any investments that correspond to different levels than what is included in Integrated Energy Policy Report (IEPR) ........ 50 x. Potential Centralized Procurement, pursuant to AB 1373 ................................ 51 xi. Other ................................................................................................................. 51 B. Disadvantaged Communities (DACs)............................................................... 51 C. LSEs’ Tribal Customers .................................................................................... 54 D. Procurement Products ....................................................................................... 54 E. Commission Direction of Actions ........................................................................ 55 V. Lessons Learned ........................................................................................................ 57 Glossary of Terms ............................................................................................................ 60 127
1 I. Executive Summary
Introduction
San Diego Community Power (“SDCP”) prepared this Integrated Resource Plan (“IRP”) in accordance with Senate Bill (“SB”) 350. Public Utilities Code Sections 454.51 and 454.52 require the California Public Utilities Commission (“CPUC”) to adopt a process for load-serving entities (“LSEs”) to file an IRP that will accomplish the following:
A. Meet the greenhouse gas (“GHG”) emissions reduction targets required by the state; B. Procure at least 60% eligible renewable energy resources by December 31, 2030; C. Serve customers with just and reasonable rates;
D. Minimize impacts on ratepayers’ bills;
E. Ensure system and local reliability;
F. Maintain at least 65% of its Renewable Portfolio Standard (“RPS”) portfolio from long-term contracts; G. Strengthen the diversity, sustainability, and resilience of the bulk transmission and distribution systems, and local communities;
H. Enhance distribution systems and demand-side energy management; I. Minimize localized air pollutants and greenhouse gas emissions, with early priority on disadvantaged communities; and
J. Maintain a diverse portfolio of energy resources, which may include eligible energy resources procured by the Department of Water Resources.1 SDCP’s conforming portfolio meets all the above requirements, as further explained in this document. Since the last filing of an IRP in 2022, SDCP has made great strides in establishing itself as a leader in the clean energy sector. With ambitious goals focused on providing clean energy to customers while prioritizing affordability, SDCP’s conforming portfolio goes above and beyond the state requirements regarding renewable energy while maintaining reasonable rates.
1 Public Utilities Code Section 454.52(a).
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2 SDCP submits this plan to the CPUC in accordance with Decision (“D.”) 18-02-018 and D.22-02-004.
Overview of San Diego Community Power
San Diego Community Power is a Community Choice Aggregator (“CCA”) that commenced retail electric service in March 2021 to certain customers located within the cities of San Diego, Chula Vista, Encinitas, Imperial Beach, and La Mesa. SDCP was formed when these five municipalities created a Joint Powers Authority (“JPA”), effective October 1, 2019.2 SDCP
submitted its CCA Implementation Plan, which was certified by the CPUC on March 9, 2020, to address the anticipated consequences of CCA formation.3 Since it commenced service in March
2021, SDCP successfully completed planned phase-in activities, which have increased the number of customer accounts as well as related retail electric energy requirements.
In November 2021, SDCP’s Governing Board approved submittal of Addendum No. 1 to the Community Choice Aggregation Implementation Plan and Statement of Intent to Address Expansion to the City of National City and the unincorporated areas of San Diego County (Addendum No. 1); Addendum No. 1 was subsequently submitted to the CPUC on December 22, 2021, and was also served to parties of record in proceedings R.03-10-003, R.20-05-003, R.19- 11-009, and R.21-10-002 on that day. Addendum No. 1 was later certified by the CPUC’s Energy Division on February 28, 2022. As the document’s title suggests, Addendum No. 1 addressed the expansion of SDCP’s service territory to include the noted municipalities with 2 See Joint Powers Agreement, San Diego Regional Community Choice Energy Authority, October 1, 2019, available at https://sdcommunitypower.org/wp-content/uploads/2025/12/Amended-JPA-as-posted-on-website.pdf 3 See Letter Certifying San Diego Community Power’s Implementation Plan and Statement of Intent, California Public Utilities Commission, March 9, 2020.
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3 related customer service that commenced in April 2023. By the end of 2023, SDCP was serving nearly 940,000 customer accounts across all account classes.
At launch, SDCP’s Board of Directors (“Board”) approved a procurement target for a minimum 50 percent renewable energy supply portfolio. Initially, SDCP offered its customers two retail service offerings: (1) “PowerOn” that had a minimum 50 percent renewable energy supply ramping up to 100 percent by 2035, and (2) “Power100” a 100 percent renewable retail service option available on a voluntary basis. In July 2024, SDCP began offering “Power100 Green+”, a 100 percent renewable energy service offering that is supplied from Green-e® certified resources, and “PowerBase,” a product with lower renewable content than “PowerOn,” yet still meets annual RPS compliance requirements and provides a more affordable option for customers. As a relatively new CCA, SDCP had limited operational long-term renewable energy contracts at the time this product was first offered. PowerBase therefore served to shield price-sensitive customers from volatility in short-term renewable energy markets.
Reducing electric utility sector GHG emissions generated by residents and businesses within SDCP’s Member Agencies was a driving factor in the formation of SDCP. Climate Action Plans (“CAP”) adopted by SDCP’s Member Agencies establish a variety of GHG reduction and clean energy goals within their respective jurisdictions. The Member Agencies intend to contribute to achieving their CAP goals collaboratively, in part through SDCP by providing renewable electric energy to residential, commercial, and governmental electric accounts located within their communities. Additionally, SDCP maintains an objective of providing portfolio level renewable energy content of 100 percent in 2035 and beyond, based on annual accounting.
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4 Approval by San Diego Community Power Board of Directors Public Utilities Code Section 454.52(b)(3) requires CCAs to submit their IRPs to their governing boards for approval and certification. SDCP is presenting this IRP to its Board at the June 25, 2026 meeting, and will attach a resolution showing approval of this plan to the final submission that will be filed with the CPUC and served on the service list for R.25-06-019 on or before August 10, 2026.
Given the schedule of SDCP’s Board meetings and required public noticing, SDCP had to finalize this IRP ahead of the June 25, 2026 meeting. Accordingly, any procurement actions, including signing of additional Power Purchase Agreements (“PPAs”), after June 15, 2026 are not reflected in this IRP. Any additional procurement will be reflected in SDCP’s regularly submitted Procurement Status Updates and Mid-Term Reliability filings, also required through the IRP proceeding.
II. Study Design
A. Objectives
SDCP had the following objectives in performing the analytical work to develop its IRP:
1. Verify that SDCP’s Preferred Conforming Portfolio (“PCP”) is lower than the GHG Benchmarks for SDCP’s proportional share of the 8 million metric tons (“MMT”) reduction benchmark, as determined using the CPUC’s calculator.
2. Identify a PCP that achieves economic, reliability, environmental, security, and other benefits and performance characteristics that are consistent with the goals set forth in Section 454.52(a)(1)(A-J).
3. Identify diverse and balanced PCP that includes both short- and long-term electricity products as well as electricity-related demand reduction products.
4. Identify a PCP that achieves the resource adequacy requirements established pursuant to Public Utilities Code Section 380 and provide SDCP’s share of system reliability and renewable integration resources.
5. Identify a PCP that complies with all of SDCP’s Board-adopted procurement directives.
6. Identify a PCP that is compliant with SDCP’s obligations under the RPS program. 131
5 7. Identify a PCP that is cost-effective and minimizes rate impacts on SDCP’s customers.
B. Methodology
i. Modeling Tool(s)
In developing its planned conforming portfolio, SDCP contracted with Resilient Transition (“Resilient”) to utilize their RAVEN capacity expansion model and incorporated the data outputs into the Resource Data Template (“RDT”) and Clean System Power (“CSP”) templates as a starting point. After studying this modeling and its conclusions, SDCP used its own experience and expertise in procurement to quantify portfolio targets for renewable energy content, capacity, and portfolio GHG emissions, as well as physical and financial positions to ensure adherence to SDCP’s currently effective risk management policies and business practices.
SDCP uses quantitative models to assess annual, monthly, and hourly open positions, taking account of forecasted hourly electric loads and expected deliveries from SDCP’s resource portfolio. SDCP uses a proprietary financial model to project power supply costs and incorporates existing and planned procurement into an overall financial assessment of revenues, costs, and cash flows. SDCP also utilizes a commercially available energy trading and risk management system to monitor positions, market exposure, credit exposure, value-at-risk, and other risk management metrics.
For new resource selection, SDCP relied upon the modeling and assumptions in the Preferred System Portfolio (“PSP”), the results of Resilient’s modeling efforts which include forecasted resource costs from the Transmission Planning Process (“TPP”) base assumptions, and on SDCP’s ongoing and recent procurement experience, which provides insight into 132
6 resource availability and cost. The mix of new resources selected in the PCP is similar to the mix SDCP would select based on its procurement experience.
GHG emissions were assessed using the CPUC’s CSP tool.
ii. Modeling Approach
SDCP developed a single integrated resource portfolio scenario for this IRP cycle.
SDCP’s planning approach is grounded in meeting its customers’ load requirements reliably and cost-effectively while advancing California’s clean energy goals. Additionally, the portfolio also needed to account for the SDCP Board’s aggressive local distributed energy targets and 100 percent renewable target by 2035. The preferred portfolio chosen utilized base case future assumptions as SDCP determined that this scenario reflects the most reasonable and defensible trajectory for resource procurement given current market conditions, regulatory requirements, and its existing contract portfolio.
SDCP’s modeling consultant, Resilient’s software employs a portfolio optimization approach that distinguishes itself from other optimization tools by utilizing a stochastic modeling methodology rather than relying solely on deterministic inputs. This stochastic approach allows the model to account for uncertainty across a range of input variables, producing a robust and risk-informed portfolio outcome. The software was used to simulate energy dispatch, resource adequacy performance, capacity expansion needs, and portfolio economics across the planning horizon. SDCP provided all required data inputs to the modeling framework, including the data provided by the CPUC for use in this IRP: the finalized energy and peak demand load forecasts, and behind-the-meter photovoltaic (“BTM PV”) information that has been developed pursuant to an Administrative Law Judge (“ALJ”) January 16, 2026 Ruling. 133
7 Resilient’s software outputs provided key metrics used for SDCP’s portfolio analysis that are additional to those integrated into the RESOLVE and SERVM model. These metrics included the total cost of the conforming portfolio, hub and nodal price assumptions, recommended capacity expansion resource types and recommended contracting timelines, and other internal goals specific to SDCP including the goal of serving load with 100 percent renewable energy starting in 2035. SDCP then reviewed, interpreted, and applied these model-generated outputs to inform procurement planning and IRP compliance. The model outputs also included phase 1 (near term) procurement needs versus phase 2 (long-term) procurement needs starting in the early 2030s.
Load Forecast
SDCP developed this IRP using the finalized energy and peak demand load forecasts, and BTM PV information that has been developed pursuant to the ALJ January 16, 2026 Ruling4 and contained in the file “SDCP 2026 Filing Requirements Data,” provided to SDCP from Energy Division on January 26, 2026. SDCP would like to note that the load forecast provided by staff for the IRP is substantially higher than its internal load forecast. Specifically, a buildout to 4,879 GWh of electric vehicle load and 1,440 GWh of data center load by 2045 seem inconsistent with local observations and appear to be based on load share allocations versus economic and land use realities by service territory. The projected amount of data center load increases the overnight demand significantly leading to significant additional procurement to reduce reliance on System Power.
4 See 2026 LSE GHG Emission Benchmarks, LSE Demand Forecast (January 16, 2026) (hereinafter “GHG Benchmarks”), available at https://www.cpuc.ca.gov/-/media/cpuc-website/divisions/energy-division/documents/integrated-resource-plan-and-long-term-procurement-plan-irp-ltpp/2024-2026-irp-cycle-events-and-materials/2026-lse-ghg-emission-benchmarks.xlsx. 134
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10 Compiling Existing Resources
To populate its baseline resource templates, SDCP added existing resources from the following procurement categories:
• Energy Contracts
• Capacity (Resource Adequacy [“RA”]) Contracts
• Renewable and carbon-free attribute contracts
• SDCP’s assigned share of capacity for Cost Allocation Mechanism (“CAM”) resources, taken from the most recent year-ahead CAM resource list available on the CPUC’s Resource Adequacy Compliance Materials webpage
• SDCP’s selected Voluntary Allocation and Market Offer (“VAMO”) allocation of RPS resources from San Diego Gas & Electric Company (“SDG&E”) • SDCP’s allocation of Modified CAM from SDG&E
Selecting New Resources
To identify its new resource procurement opportunities, SDCP first determined the new resource capacity it intends to add each year, which considered resource needs (open positions), long-term renewable contracting requirements, renewable portfolio standards, hourly emissions reporting, resource adequacy requirements, the need for incremental resource adequacy capacity to contribute to system reliability and renewable integration needs, the potential for technological improvements, and financial considerations. SDCP selected resource types based on its experience with competitive solicitations for new renewable, carbon-free, and storage resources as well as consideration of the studies and modeling underlying the adopted PSP and proprietary cost forecasts integrated into the Resilient model. Finally, SDCP put restrictions on the model related to forced local procurement to meet Board targets and limiting import projects due to import right restrictions.
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13 Border January 1, 2026 Gas Turbine + BESS 52 MW
Chula Vista Energy
Center 2
June 1, 2026 4-hour BESS 49.7 MW
North Johnson
Energy Center
June 1, 2026 4-hour BESS 50 MW
Sunzia May 22, 2026 Wind 150 MW
Avocet Planned – 2026 4-hour BESS 200 MW
JVR Energy Park Planned – 2026 PV + BESS 90 MW Solar +
70 MW Storage
Vidal Planned – 2026 PV + BESS 160 MW Solar + 160
MW Storage
Athos Planned – 2027 4-hour BESS 200 MW
Pelicans Jaw Planned – 2027 PV + BESS 440 MW Solar +
238.5 MW Storage
Yellow Pine 3 Planned – 2027 PV + BESS 35 MW Solar + 35 MW Storage
Desert Sands Planned – 2027 8-hour BESS 60 MW
Purple Sage Planned – 2028 PV + BESS 400 MW Solar + 400 MW Storage
Euismod Planned – 2028 8-hour BESS 200 MW
Darden Planned – 2028 PV + BESS 91.48 MW Solar +
91.48 MW Storage
A more detailed description of these projects is provided below:
1. Pattern – Duran Mesa: a long-term (10-year) PCC1 supply agreement with Duran Mesa LLC, executed January 27, 2022, which will cause the delivery of approximately 170,000 MWh per year of renewable energy produced by 50 MW of new wind capacity located in Torrance County, New Mexico that achieved commercial operation on November 30, 2021 and began delivering power to SDCP on February 1, 2022, plus an additional RA-only agreement that began on January 1, 2025.
2. Intersect – Oberon: a long-term (15-year) PCC1 supply agreement with IP Oberon, LLC, executed on June 11, 2021, which will cause the delivery of approximately 225,000 140
14 MWh per year of renewable energy produced by a new 75-megawatt photovoltaic solar array located in Riverside County that commenced commercial operation in July 2023.
3. Ormat – Pomona 2: a long-term (15-year) storage agreement with Ormat, executed on December 1, 2023, which will provide 40 MWh of nameplate storage capacity produced by a 10 MW, 4-hour BESS located in Los Angeles County that commenced commercial operation in January 2024.
4. Arevon – Vikings: a long-term (20-year) PCC1 supply and RA agreement with Vikings Energy Farm, LLC, executed on May 3, 2021, which will cause the delivery of approximately 250,000 MWh per year of renewable energy produced by a new 132- megawatt photovoltaic solar array (plus battery storage) located in Imperial County that commenced commercial operation in August 2024.
5. Ormat – Arrowleaf: a long-term (20-year) PCC1 supply and RA agreement with Orni 30 LLC, executed on June 29, 2023, for a new 42-megawatt photovoltaic solar array (plus 35 MW battery storage) located in Imperial County that commenced commercial operation in December 2025.
6. Middle River Power – Enterprise: a long-term (15-year) storage and RA contract with Middle River Power executed on May 31, 2024, for a new 52 MW, 1-hour BESS added to an existing thermal generation unit located in San Diego County that began delivering RA on January 1, 2026 and the BESS unit is expected to be online mid-2027.
7. Middle River Power – Border: a long-term (15-year) storage and RA contract with Middle River Power executed on May 31, 2024, for a new 52 MW, 1-hour BESS added to an existing thermal generation unit located in San Diego County that commenced commercial operation on January 1, 2026.
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15 8. Wellhead – Chula Vista Energy Center 2: a long-term (15-year) storage and RA agreement with Wellhead, executed on February 2, 2024, which will provide 198.8 MWh of storage capacity produced by a new 49.7 MW, 4-hour BESS located in San Diego County that commenced commercial operation in June 2026.
9. Wellhead – North Johnson Energy Center: a long-term (15-year) storage and RA agreement with Wellhead, executed on February 2, 2024, which will provide 200 MWh of storage capacity produced by a new 50 MW, 4-hour BESS located in San Diego County that commenced commercial operation in June 2026.
10. Pattern – Sunzia: a long-term (15-year) PCC1 supply and RA agreement with SunZia Wind PowerCo LLC, executed on November 7, 2023, for a 150-megawatt portion of a new 3.5-gigawatt wind generation facility located in New Mexico that commenced commercial operation in May 2026.
11. Arevon – Avocet: a long-term (15-year) storage and RA agreement with Avocet, executed on January 12, 2024, for 800 MWh of storage capacity provided by a new 200 MW, 4-hour BESS located in Los Angeles County and was expected to reach commercial operation in 2026 but may be delayed to 2027 or 2028.
12. Baywa – JVR: a long-term (20-year) PCC1 supply and RA agreement with JVR Energy Park, LLC, executed on June 4, 2021, which will cause the delivery of approximately 260,000 MWh per year of renewable energy produced by a new 90-megawatt photovoltaic solar array (plus battery storage) located in San Diego County that is expected to commence commercial operation in late 2026.
13. Core – Vidal: a long-term (20-year) PCC1 supply and RA agreement with Vidal Solar, LLC, executed on Jan 2, 2024, for a new 160-megawatt photovoltaic solar array (plus 142
16 160 MW battery storage) located in San Bernardino County that is expected to commence commercial operation in December 2026;
14. SB Energy – Athos: a long-term (15-year) RA agreement with SB Energy, executed on June 12, 2025, for 800 MWh of storage capacity provided by a new 200 MW, 4-hour BESS located in Riverside County that is expected to commence commercial operation in January 2027.
15. SB Energy – Pelicans Jaw: a long-term (15-year) PCC1 supply and RA agreement with Pelicans Jaw Solar, LLC, executed on May 1, 2024, for a new 440-megawatt photovoltaic solar array (plus 238.5 MW battery storage) located in Kern County that has a guaranteed commercial operation date of April 2027 but is expected to commence commercial operation in late 2026.
16. NextEra – Yellow Pine 3: a long-term (20-year) PCC1 supply and RA agreement with Yellow Pine Solar III, LLC, executed on July 3, 2023, for a new 35-megawatt photovoltaic solar array (plus 35 MW battery storage) located in Clark County, Nevada that is expected to commence commercial operation in June 2027.
17. NextEra – Desert Sands: a long-term (20-year) storage and RA agreement with NextEra, executed on October 27, 2023, for 480 MWh of storage capacity provided by a new 60 MW, 8-hour BESS located in Clark County, Nevada that is expected to commence commercial operation in June 2027.
18. Primergy – Purple Sage: a long-term (20-year) PCC1 supply and RA agreement with Primergy, executed on March 15, 2024, for a new 400-megawatt photovoltaic solar array (plus 400 MW battery storage) located in Clark County, Nevada that is expected to commence commercial operation in June 2028.
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21 MMT PCP minimizes exposure to volatile natural gas prices as well as bill impacts that may result from periodic spikes in fossil fuel prices.
Further, in a policy environment that has a higher risk of increased PPA prices through unprecedented tariff volatility and the expiration of tax credits, SDCP has targeted procurement from safe-harbored projects and from developers who have robust portfolio-wide supply chain strategies, such that SDCP customers are not exposed to contractual price adjusters. (E) Ensure system and local reliability on both a near-term and long-term basis, including meeting the near-term and forecast long-term resource adequacy requirements of Section 380, and require sufficient, predictable resource procurement and development to avoid unplanned energy supply shortfalls by taking into account impacts due to climate change, forecasted levels of building and transportation electrification, and other factors that can result in those shortfalls.
SDCP’s proposed conforming portfolio ensures system and local reliability, as reflected in the reliability planning tab of the RDT. SDCP’s RA procurement strategy relies on both long-term contracts for new build resources and short-term contracts for near-term procurement.
When assessing whether to contract with new resources, SDCP considers how the resource will benefit the reliability of the grid based on ELCC value and estimated Net Qualifying Capacity (“NQC”) value. SDCP further does its own research and contracts with experts in forecasting to understand reliability requirements during the clean energy transition, with different resource profiles that shift supply as well as building and transportation electrification and climate change increasing demand.
(F) Comply with paragraph (1) of subdivision (b) of Section 399.13 (i.e., at least 65 percent of the LSE’s RPS procurement for each compliance period shall be from its contracts of 10 years or more in duration or in its ownership or ownership agreements for eligible renewable energy resources).
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22 SDCP’s proposed portfolio complies with paragraph (1) of subdivision (b) of Section 399.13. As can be seen in the RDT and CSP, of the annual renewable procurement (which ranges from 7,000 to 18,000 GWh per year from 2028-2045) the percent from short-term contracts has a maximum of 15 percent. This means that for all years SDCP has at least 85 percent of its renewable portfolio from contracts of 10 years or more. Further, since SDCP’s internal renewable goals exceed the 60 percent RPS requirements, the portion of SDCP’s Renewable Energy Certificates (“RECs”) used for RPS compliance could exceed 85 percent. (G)Strengthen the diversity, sustainability, and resilience of the bulk transmission and distribution systems, and local communities.
As a CCA, SDCP relies on its partner SDG&E to provide transmission and distribution services to unbundled customers. SDCP monitors transmission and distribution systems to understand potential impacts on its contracted projects and advocates for its local communities when needed. Currently, SDCP is working on enhancing the timelines for both front-of-meter and behind-the-meter distributed projects to be reviewed, approved, and set up for interconnection.
(H)Enhance distribution systems and demand-side energy management.
SDCP is planning on several demand-side energy management programs and related efforts. Primarily, the agency is implementing a Flex Load Strategy that delivers a portfolio of programs that maximizes the size and value of SDCP’s flexible resource base. This will enable customer load optimization, delivering direct bill savings to participants, while reducing procurement risks and costs, and enabling lower rates for the broader community. Moreover, this approach will align SDCP’s efforts with the broader policy goals of the state. SDCP’s Flex Load Strategy is also reflected in its Load Management Standards Compliance Plan, which was filed 149
23 with the California Energy Commission (“CEC”) on August 19, 2025, and approved by the CEC during the December 8, 2025, Business Meeting.
SDCP has several pilots and programs under development, including activities focused on energy efficiency, building electrification, managed electric vehicle charging, and energy storage. Each of these projects includes opportunities to incorporate load flexibility. As planning activities move forward, staff will focus on integrating flex load strategies into program design and delivery. These strategies will ensure that programs deliver the technical and financial assistance needed by customers, contractors, code officials, equipment manufacturers, and other market actors to select, install, integrate, and operate flexible load resources. To support the integration and dispatch of customer distributed energy resources (“DERs”), SDCP procured a Distributed Energy Resource Management Systems (“DERMS”). A DERMS is a software platform that incorporates various data points, such as weather, market/price data, and customer preferences, to optimize the operation of DERs in support of various grid services.
SDCP is involved or leading several regional programs that include demand-side energy management efforts, including the San Diego Regional Energy Network (“SDREN”) and the CEC Equitable Building Decarbonization (“EBD”) program. SDREN and the EBD program will result in thousands of devices being enrolled into the DERMS platform. Additionally, SDCP has an active managed charging pilot program as well as a behind-the-meter residential battery program that currently has over two thousand batteries enrolled in the DERMS. (I) Minimize localized air pollutants and other greenhouse gas emissions, with early priority on disadvantaged communities identified pursuant to Section 39711 of the Health and Safety Code.
As shown in the CSP calculator, SDCP’s portfolio minimized local air pollutants. The only remaining emissions from SDCP’s portfolio are from (1) System Power from its share of 150
24 non-displaceable system power or (2) System Power for periods (mostly overnight) where the procured generation does not cover demand. SDCP will continue to build out a renewable portfolio that limits the hours when it relies on System Power given the limitations it faces in procuring geothermal and wind due to import constraints. As noted above, a significant portion of the overnight System Power is related to a significant data center load forecasted in the ALJ January 16, 2026 Ruling.
(J) Maintain a diverse portfolio of energy resources, which may include eligible energy resources procured by the Department of Water Resources.
SDCP’s proposed portfolio is diverse in technologies and project locations. The portfolio is weighted more toward wind prior to 2040 and slightly more toward solar post-2040. This is due to a few factors. First, SDCP’s existing portfolio is weighted heavily toward solar and storage. Thus, the model selected a lot of wind procurement as the emissions pivoted to hourly reporting and SDCP’s portfolio needed more overnight renewable generation. Second, the model had import restrictions embedded which limited the ability to procure more geothermal or wind in later years. SDCP did not include any Department of Water Resources (“DWR”) centralized procurement in its underlying model assumptions for this IRP. If the DWR Resources can procure more geothermal, and shift the import/deliverability risk away from SDCP, then more geothermal may end up in SDCP’s portfolio. Finally, the CSP model assumes a heavy amount of solar curtailment post-2030, forcing over procurement of nameplate solar capacity to meet the emission targets. In summary, SDCP’s proposed portfolio matches the current realities and expected buildout of the CAISO grid while not overly relying on any one single resource type. 151
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28 6073012501 Chula Vista 91910
6073003403 San Diego 92102
6073003603 San Diego 92113
6073012502 Chula Vista 91910
6073003501 San Diego 92113
6073003301 San Diego 92113
6073002712 San Diego 92105
6073011700 National City 91950
6073002502 San Diego 92105
6073003502 San Diego 92113
6073004800 San Diego 92102
6073011601 National City 91950
6073011801 National City 91950
6073011602 National City 91950
6073011802 National City 91950
6073005100 San Diego 92113
6073013205 Chula Vista 91911
6073002402 San Diego 92105
6073010013 San Diego 92173
6073003303 San Diego 92113
6073002501 San Diego 92105
6073003602 San Diego 92113
6073012402 Chula Vista 91910
6073004000 San Diego 92102
6073003001 San Diego 92114
6073012600 Chula Vista 91910
6073012102 National City 91950
6073003305 San Diego 92113
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29 6073021900 National City 91950
6073013307 Chula Vista 91911
6073002202 San Diego 92105
6073004700 San Diego 92102
6073013103 Chula Vista 91911
6073010111 San Diego 92173
6073002711 San Diego 92105
6073022000 National City 91950
6073012700 Chula Vista 91910
6073003304 San Diego 92102
Figure 1: Map of DACs within SDCP’s Service Area
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30 Within these DACs, SDCP estimates a population of approximately 202,422 (CES 4.0 census data).
SDCP’s member agencies maintain additional lists of disadvantaged communities within their territories based on internally adopted metrics outside of those used for CalEnviroScreen.
The City of San Diego, one of SDCP’s members, has developed a citywide assessment of disadvantaged communities, or “Communities of Concern.” The City of Chula Vista, another member agency, has also developed a similar assessment. SDCP identifies Communities of Concern as those highlighted by the cities of San Diego and Chula Vista, and defaults to the DAC definition in other jurisdictions where a citywide assessment has not been conducted.
In developing its IRP, SDCP carefully considered the impact of its resource procurement on DACs and Communities of Concern. SDCP conducts regular outreach with community-based organizations and through monthly public meetings with its Community Advisory Committee to solicit input on procurement policies and strategies that inform the IRP process. As detailed in SDCP’s Action Plan in Section IV.B, SDCP developed a Community Power Plan (“CPP”) which provides a framework for community investment decisions informed by a community needs assessment and ongoing community engagement.
Power Procurement in DACs
SDCP does not currently procure electricity directly from any natural gas or other fossil fuel power plants. Further, SDCP does not own any thermal generation facility adjacent to any identified DACs. However, SDCP recognizes the need to help mitigate the impacts of air pollution in regions of the state where communities have been disproportionately impacted by the existing generating fleet and the need for economic development in areas with high unemployment and poverty. To date, SDCP has signed two long-term procurement contracts for 157
31 hybrid generation/storage projects that are in or near DAC areas where SDCP’s contracting supported adding batteries to the project sites to reduce (or potentially eliminate) the need to run the peaking natural gas units at the site. Studies in other regions have shown this approach significantly reduces the thermal run time and thus the localized emissions.
SDCP additionally evaluated its indirect impacts on disadvantaged communities throughout the state. SDCP’s reliance on System Power will decrease substantially over the planning period due to SDCP’s aggressive GHG reduction goals. SDCP’s portfolio includes ~19 percent System Power in 2030, and this declines to less than 7 percent in 2045. While SDCP strives to reduce its dependence on resources that emit GHGs and other local pollutants, SDCP must also balance that goal against reliability and affordability, which is what SDCP has strived to do in its PCP.
SDCP offers a feed-in tariff (“FIT”) program to help facilitate the development of local qualifying, small-scale, distributed renewable generating and energy systems. With a program capacity of 6 MW, SDCP encourages developers to submit proposals that are new resources at less than 1 MW in size. To promote economic development in DACs, SDCP provides bonus pricing per MWh to projects that are sited within a Community of Concern. The program offers a bonus pricing incentive for the first five (5) years of the contract on top of the base price for projects sited within a DAC, as defined by the California Office of Environmental Health Hazard Assessment, or within a very low to low access census tract found in the City of San Diego’s Climate Equity Index, or as the top 25 percent scoring areas within the City of Chula Vista’s Climate Equity Index at the time of FIT application submittal. Despite these incentives, unfortunately, the FIT has not attracted submittals. Small, distributed generation projects, particularly at this scale, require higher PPA prices than what is currently offered. SDCP believes 158
32 this to be due to a combination of high Distributed Generation (“DG”) interconnection costs and land costs both of which are key cost barriers to development in the San Diego region. SDCP is evaluating potential adjustments to the FIT program as well as alternative procurement vehicles that may be more successful in deploying these resources while containing costs.
LSE Activities and Programs Impacting DACs
Many qualifying SDCP customers located in DACs have access to several affordable rate options and programs. While not specific to DACs, SDCP’s customers still qualify and participate in the same electricity discount programs that they may already have participated in with SDG&E such as California Alternate Rates for Energy (“CARE”) and Family Electric Rate Assistance (“FERA”), and the Low-Income Home Energy Assistance Program (“LIHEAP”).
CARE customers save approximately 30-35 percent on their total bill.
SDCP customers with a qualifying medical condition or a need for certain medical devices may qualify for the medical baseline allowance program, which gives residential customers with qualified medical devices or conditions a higher usage baseline at the lowest rate available on their rate schedule.
SDCP customers on CARE or FERA with outstanding bills that are past due can also qualify for debt forgiveness through the Arrearage Management Plan (“AMP”). AMP is a 12- month payment plan that forgives one-twelfth of an eligible customer’s debt after each on-time payment of the current month’s bill, protecting them from disconnection. After twelve on-time payments, a customer’s debt will be fully forgiven up to a maximum of $8,000.
The Disadvantaged Communities Green Tariff (“DAC-GT”) program allows customers who reside within a disadvantaged community and are eligible for the CARE/FERA programs to receive 100 percent solar energy at a 20 percent discount on the electricity and delivery portion 159
33 of their otherwise applicable tariff. The program incentivizes the development of new, local generation.
SDCP issued its first DAC-GT Request for Offers (“RFO”) as part of the agency’s “Solar Advantage” program in August 2023. That procurement secured 4.66 MW of solar from four (4) projects with Commercial Operation Dates (“CODs”) in 2027. In April 2025, SDG&E issued a second RFO and shortlisted another 9.2 MW of solar with 2.5 MW of 4-hour battery energy storage. Due to the aforementioned barriers for DG development in the SDG&E territory, SDCP is not moving forward with contract negotiations due to cost-prohibitive terms and interconnection viability. SDCP is engaged with the CPUC, SDG&E and developers to better understand how such barriers can be mitigated for a subsequent solicitation to ensure a successful Solar Advantage program that will have direct and meaningful benefits to eligible customers.
E. Cost and Rate Analysis
SDCP’s 8 MMT portfolio is reasonable from a cost perspective. In selecting resources for its portfolios, SDCP carefully considered the cost implications of specific resource selections and procurement timing. This analysis was informed by SDCP’s procurement experience, the standard assumptions and results of the CPUC’s RESOLVE/SERVM modeling, and the additional assumptions and forecasts integrated into the Resilient model.
In general, SDCP sought to balance the need to procure resources with enough lead time to meet SDCP’s LSE-specific procurement targets and the CPUC-identified overall system new resource requirements with the potential cost-saving benefits of waiting to procure renewable and storage resources with downward sloping cost projections. SDCP also recognizes that future resource costs are highly uncertain, and technological advancement can happen unexpectedly; 160
34 SDCP’s procurement cycle is designed to take advantage of technological and cost improvements by incrementally adding new resource commitments over time.
SDCP’s PCP takes advantage of the fact that, compared to the IOUs, CCAs have significantly shorter generation project contracting timelines, in part due to the fact that CCAs do not require CPUC approval of such projects. These shorter timelines result in significant direct savings and give SDCP more flexibility to time its procurement activities in a way that takes advantage of falling renewable generation prices or other cost-effective procurement opportunities that may arise over time.
SDCP’s rate setting strategy, consistent with its Board-approved Rate Development Policy, uses a hybrid approach based on cost of service, including the costs in developing an 8 MMT portfolio, and the IOU indexed-focused rate-setting models. SDCP’s rate-setting strategy includes maintaining rate competitiveness, affordability, and stability as core objectives and, thus, passes on significant procurement direct savings and maximizes affordability in developing both a Preferred Conforming Portfolio and the associated rates.
First, SDCP determines the cost recovery required to meet expected procurement and operational expenses and sets rates to at least meet that amount. Next, SDCP adds ranges that target goals for financial stability, such as reserves contributions, and discretionary spending, such as programs or operational growth opportunities. Finally, SDCP targets a competitiveness metric with SDG&E, the incumbent IOU, to determine where rates should be within that range and modify the discretionary spending, accordingly, aiming for a discount when possible.
The Power Charge Indifference Adjustment (“PCIA”), charged to all customers by California IOUs, recovers above-market costs for power contracts or resources that were 161
35 acquired prior to a customer’s departure from an IOU to a CCA. This fee is factored in SDCP’s rate-setting strategy to maintain rate competitiveness, affordability, and stability.
SDCP currently provides four service options for its customers. The default service option, PowerOn, provides a discount to customers’ commodity rates in comparison to SDG&E when possible, and SDCP has also established a more affordable service option, PowerBase, that is a lower rate than PowerOn and SDG&E’s bundled commodity rates. SDCP’s two additional service options are both premium, 100 percent renewable service options that are currently at $0.01/kWh and $0.02/kWh premium on top of PowerOn rates respectively.
SDCP is committed to serving its customers at competitive rates and minimizing rate volatility by constructing a balanced and conservatively hedged power supply portfolio and minimizing rate adjustments to once per year when possible. SDCP also established a Rate Stabilization Reserve Policy in 2026 to allow the deferral of reserves to future years, also aimed at reducing the possibility of rate volatility.
F. System Reliability Analysis
As shown in the RDT (a portion included in the graph below), SDCP’s selected portfolio meets its reliability obligations for all years through 2045. The portfolio combines procurement of capacity through long-term contract with wind, geothermal, solar, and battery resources as well as short-term annual procurement of capacity. The ratio of short versus long-term procurement was stochastically modeled by Resilient to ensure the portfolio was focused on both reliability and cost. The following graph comes from the Reliability Planning tab of the RDT. 162
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37 market forces affecting the whole industry, including uncertainty around tariffs, the expiration of tax credits for solar and wind, and higher foreign material constraints for batteries. SDCP does not anticipate significant near-term stabilization
Looking ahead, SDCP is focused on addressing greenhouse gas emissions and optimizing our portfolio across the slice-of-day framework by continuing to diversify into clean firm resources. In parallel, SDCP remains committed to procuring RPS-eligible resources to keep pace with our growing load obligations. Additionally, SDCP recognizes the value of strategic participation in the short-term market as a tool for managing customer affordability, leveraging near-term trading opportunities to complement our long-term contracted position. SDCP plans to balance these factors, reliability, carbon reduction, and customer cost in its portfolio planning criteria, to create a robust and cost-efficient portfolio. With this in mind, SDCP has crafted a resource portfolio that balances the multiple needs of carbon reduction, system reliability, and cost to customers.
In the 2022 IRP 25 MMT scenario, SDCP relied upon 40 percent of existing resources to meet its 2030 energy demand and only 10 percent by 2035. Here, the 8 MMT PCP relies upon 70 percent of existing resources to meet the 2030 energy demand, only 35 percent by 2035, and ~1 percent by 2045. This highlights SDCP’s commitment to support and develop new resources.
H. Hydro Generation Risk Management
In developing its portfolios, SDCP took several steps to manage the risk of reduced hydro availability that may result from future in-state drought. As can be seen in the RDT and CSP, SDCP does not include any hydro resources in its PCP. This is a change from the 2022 portfolio, due to the risk associated with reliance on hydro. SDCP prefers to procure hydro resources in the short-term market if needed.
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38 I. Long-Duration Storage Planning
In response to Decision (D.) 21-06-025 and D.23-02-040, SDCP contracted with two 8-hr lithium-ion battery storage projects with guaranteed CODs in 2027 for a total capacity that exceeded SDCP’s allocation at the time, anticipating a need to invest in longer duration storage beyond the requirements of MTR compliance for reliability and portfolio diversity reasons and to take advantage of competitively priced opportunities. Through these two projects, SDCP has also met the incremental long-duration storage requirements under the most recent D.25-06-019.
In its PSP, SDCP expects 100-hour duration storage to be viable by 2040. The portfolio includes procurement of this type of long-duration storage in 2040 and 2045.
J. Clean Firm Power Planning
Since 2022, SDCP has issued several RFOs that included an emphasis on proposals that provide clean firm products, as well as two targeted clean-firm RFOs to source geothermal resources that could help meet SDCP’s clean-firm requirements under D. 21-06-025 and D.23- 02-040. Additionally, SDCP has engaged in bilateral discussions with several geothermal developers on early-stage geothermal pipeline opportunities. Finally, SDCP plans to issue in the third quarter of 2026 an All-Source RFO, targeting clean-firm resources among other 24/7 resources that can support around-the-clock GHG portfolio reductions.
Currently, SDCP is evaluating import capability risks associated with several out-of-CAISO geothermal resources. In particular, SDCP foresees a need for Maximum Import Capability (“MIC”) expansion at several interties that would facilitate imports for geothermal including the North of Songs 500 kV line and North of Songs substation. SDCP has a particular interest in contracting with geothermal resources from Imperial Valley as it would contribute to both SDCP’s clean-firm MTR requirements and our local procurement targets, which includes 165
39 Imperial Valley due to shared workforce opportunities for the clean energy transition. SDCP has also found that much of the later stage geothermal pipeline is fully contracted or under exclusivity and so SDCP is in discussions with several developers on earlier-stage geothermal opportunities that have the potential to meet the current 2031 procurement obligation deadlines and beyond.
K. Non-CAISO, including Out-of-State, Wind Planning
In order to meet SDCP’s GHG reduction target of 0.409 MMT, SDCP’s capacity expansion modeling indicates that 6,560 MWh is needed from wind resources by 2045. Wind assets provide a complementary delivery profile for SDCP’s solar-heavy portfolio. SDCP has found that the bulk of available wind, from both existing resources seeking to recontract or from new-build resources, are coming from outside CAISO. Therefore, like geothermal, MIC is required to secure RA value from these resources. SDCP’s wind portfolio is reliant on Pattern Energy’s SunZia and Duran Mesa import projects, which currently require imports at Willow Beach and Palo Verde, respectively. With SunZia, the expectation is that the Subscriber Participating Transmission Owner model, coupled with key network upgrades like the North Gila-Imperial Valley 500 kW transmission line, will unlock additional import capability.
Additionally, due to the limited availability of in-state wind assets, SDCP opted to participate in Pattern Energy’s auction for additional volume from SunZia for energy and RECs to help reduce SDCP’s hourly GHG emissions during non-solar hours.
L. Offshore Wind Planning
SDCP has not issued solicitations specifically targeting offshore wind, though such proposals for early engagement are welcome. Although current federal policies and approaches toward offshore wind development, which includes lease cancellations and a moratorium on new 166
40 permitting, have created large barriers to offshore wind development progress, SDCP is monitoring ongoing state-level initiatives, including funding for waterfront upgrades, the AB 525 Port Readiness Plan and offshore wind procurement efforts by the DWR for which solicitations are expected to kick off in 2027 per D.24-08-064.
M. Transmission Planning
Contracted Resources
In SDCP’s contracted portfolio, three contracts (two PPAs and one ESSA) are reliant on known transmission upgrades. These three are the Yellow Pine 3 Solar and Storage project, Desert Sands Long Duration Storage Project, and the Purple Sage Solar and Storage project. All three are impacted by the Lugo – Victorville 500 kV transmission upgrade that has been delayed but is now on track for 2027. SDCP does not expect the transmission upgrade timeline to impact the RDT/CSP calculations provided. Additionally, SDCP has one project located in WAPA territory that is slated to interconnect in late 2026 and should not have any delays that impact the RDT/CSP calculations.
Planned Resources
In identifying resource locations for all portfolios, SDCP was guided by the following considerations:
• SDCP has a general preference for resources located within its service area and the community it serves, but more generally, within Southern California. • SDCP prefers projects located in areas that can utilize existing transmission infrastructure with minimal upgrade/modification costs.
• SDCP prefers low-impact renewable energy projects that provide economic benefit to DACs, subject to community interest in siting projects within such locations.
Unlike the IOUs, SDCP is not a transmission and distribution (“T&D”) system operator. SDCP does not enjoy the benefits of a granular knowledge of SDG&E’s T&D system, and SDCP is not 167
41 best positioned to identify optimal resource locations. In practice, SDCP relies on consultants and project developers to conduct the research and technical studies necessary for siting potential generation projects. Once a project is offered to SDCP, then SDCP evaluates projects based on a variety of criteria, including transmission availability, timelines for any network upgrades required for deliverability, nodal prices and potential for congestion, project viability, environmental, workforce, and other factors. Projects that align with, or require minimal incremental augmentation to, existing or planned transmission upgrades are preferred. As such, SDCP generally utilized the PSP selected candidate resources as a guide for likely resource locations in its 8 MMT PCP. These should be treated as general expectations based on the aforementioned considerations, not definitive selections – actual project locations will be selected during SDCP’s future solicitation processes.
As discussed in prior sections, SDCP is very nimble in administering resource planning processes. More specifically, if SDCP’s expected resource locations become infeasible due to various constraints, or if the CPUC’s modeling efforts happen to indicate that certain resource locations are no longer feasible/desirable, then SDCP would ultimately locate and contract for alternative resources that fall in preferred locations.
As SDCP scopes and designs a portfolio of local renewable energy resources, staff will work with member agencies and local landowners to identify potential project sites that not only are consistent with local zoning regulations and climate action plans but also reduce the cost of necessary interconnection upgrades.
Availability of Deliverability and MIC Expansion
In the RDT, SDCP does not specify the location of hypothetical future procurement. The additional solar, wind, geothermal, and storage resources are primarily assumed to be located in 168
42 CAISO. SDCP did try to diversify project locations with limited import, some California baseline, and some focused on Southern California. Given that a majority of the new procurement is post 2033, SDCP hopes and expects the necessary transmission upgrades have been planned and completed by then.
SDCP is in favor of MIC expansion, especially for resources importing from IID territory and from Arizona/New Mexico. Those two areas are where SDCP sees the vast majority of geothermal and wind development taking place. Without MIC expansion, and a larger percentage of MIC allocated to SDCP, the modeling shows limited procurement of geothermal and wind from those resources, much below SDCP’s preferred volumes.
Adjustments from 25 MMT Portfolio Locations
SDCP’s 8 MMT portfolio locations differ significantly from the 25 MMT portfolio. First, as almost all known uncontracted geothermal development is outside of CAISO, the volume of geothermal was modeled to only be imported and the volume was reduced in the modeling due to import restrictions. Second, the volume of offshore wind was reduced to zero as the modeling does not show that resource type being available or viable at a cost that makes sense in the planning timeline. Finally, the 8 MMT portfolio does not rely on any large hydro resources.
IV. Action Plan
A. Proposed Procurement Activities and Potential Barriers SDCP has a well-established procurement process that it will use to steadily achieve its 8 MMT PCP between now and 2045. SDCP’s procurement process includes the following key activities:
• Identification of planned resources by type, desired online date, and capacity. 169
43 • Planning for procurement activities in consideration of SDCP’s risk management policy; resource acquisition lead times including, where applicable, development timelines; staff capacity; and financial considerations.
• Design and administration of resource solicitations. For new resources, these typically take the form of periodic request for proposal (RFP) processes, while for existing resources, procurement activity is more frequent and routinized. • Careful negotiation of contract terms to ensure positive outcomes for SDCP customers with appropriate risk mitigation.
• Ongoing contract management, including monitoring of development milestones and generator performance, as applicable.
• Conduct and participate in joint CCA solicitation processes in order to expand procurement opportunities available to SDCP.
With respect to procurement of the specific resources within its PCP, SDCP intends to:
• Periodically solicit offers for new renewable generation and storage projects. These resources are typically secured through long-term power purchase agreements. SDCP expects to secure power purchase agreements for new projects in multiple solicitations conducted over the next several years.
• Conduct one or more competitive solicitation(s) specifically for long duration storage. • Conduct one or more competitive solicitation(s) specifically for clean firm power. • Continue procurement of resources to meet any remaining assigned requirements from D.19-11-016, D.21-06-035, D.23-02-040, and D.26-02-057, as well as the specific sub-categories from those decisions. • Solicit offers periodically throughout the year for short-term renewable energy, resource adequacy, system energy, and other products needed to balance the portfolio and adhere to position limits established through SDCP’s risk management policy and practices.
These solicitations may take the form of formal request for offers processes, bilateral discussions, and/or transactions arranged through broker markets. i. Resources to meet D.21-06-035 and D.23-02-040 procurement requirements, including:
1,000 MW of firm zero-emitting resource requirements
Consistent with Ordering Paragraph 4 of CPUC D.21-06-035, and formalized via CPUC approval of SDG&E Advice Letter 3967-E, SDCP and SDG&E mutually agreed to reallocate resource requirements within D.21-06-035 to reflect load forecasts that were revised subsequent 170
44 to those that were incorporated into the analysis supporting D.21-06-035. SDCP’s resulting portion of firm zero-emitting resources to be procured is 39.7 MW.
In an effort to identify and procure geothermal to ensure compliance with D.21-06-035 and promote development of a diverse, clean, local portfolio, SDCP has sought out bilateral opportunities to contract with nearby clean-firm resources. SDCP has been actively engaging with geothermal developers who have the ability to deliver within or into the CAISO. Currently, SDCP is evaluating import capability risks associated with several out-of-CAISO geothermal resources, and SDCP foresees a need for MIC expansion at several interties that would facilitate imports for geothermal as also noted in III.M.
SDCP is actively broadening its search for clean firm resources through the launch of an all-source RFP in the third quarter of 2026. This includes a willingness to engage in earlier-stage geothermal opportunities that have the potential to meet the current 2031 procurement obligation deadlines and beyond. However, SDCP has found a lack of availability of clean firm projects that can come online before the 2031 MTR deadline. While supplier interest in development of these technologies is growing, project timelines can be misaligned with compliance requirements.
1,000 MW of long-duration storage resource requirements Consistent with Ordering Paragraph 4 of CPUC D.21-06-035, and formalized via CPUC approval of SDG&E Advice Letter 3967-E, SDCP and SDG&E mutually agreed to reallocate resource requirements within D.21-06-035 to reflect load forecasts that were revised subsequent to those that were incorporated into the analysis supporting D.21-06-035. SDCP’s resulting portion of long-duration storage resources under D.21-06-035 is 39.7 MW. 171
45 SDCP currently has two 8-hour storage resources under contract that will qualify for the D.21-06-035 long-duration storage requirements in excess of the 39.7 MW requirement. • Desert Sands: a 60 MW, 8-hour BESS located in Riverside County expected to come online June 1, 2027.
• Eusimod: a 200 MW, 8-hour BESS located in Kern County expected to come online June 1, 2028.
2,500 MW of zero-emissions generation, generation paired with storage, or demand response resource requirements
Consistent with Ordering Paragraph 4 of CPUC D.21-06-035 and formalized via CPUC approval of SDG&E Advice Letter 3967-E, SDCP and SDG&E mutually agreed to reallocate resource requirements within D.21-06-035 to reflect load forecasts that were revised subsequent to those that were incorporated into the analysis supporting D.21-06-035. SDCP’s resulting portion of zero-emissions generation, generation paired with storage, or demand response resources is 98.9 MW.
SDCP met its zero-emitting resource requirements via a contract with the Vikings hybrid solar-and-storage resource that came online in 2024.
All other procurement requirements
Consistent with Ordering Paragraph 4 of CPUC D.21-06-035, and formalized via CPUC approval of SDG&E Advice Letter 3967-E, SDCP and SDG&E mutually agreed to reallocate resource requirements within D.21-06-035 to reflect load forecasts that were revised subsequent to those that were incorporated into the analysis supporting D.21-06-035. SDCP’s overall D.21- 06-035 requirements, including the previously discussed sub-category requirements, are 455.7 MW.
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47 • Factors that may increase SDCP customer costs such as potential regulatory changes relating to the treatment of SDG&E generation costs and the share of costs allocated to SDCP customers through the PCIA.
• Technology availability and acceptance for long duration storage. The current generation of lithium-ion batteries has matured, but not to the degree needed for long duration.
SDCP plans to meet D.21-06-035 and D.23-02-040 requirements through the use of existing technologies whenever possible. SDCP does not want to risk non-compliance by relying on a large technological advancement. Therefore, SDCP will build out its portfolio with solar-battery, wind, and 4-hour battery storage including and in excess of D.23-02-040. This will allow SDCP to not only meet its mandated carbon emissions requirements but also SDCP’s own aggressive renewable and carbon-reduction goals.
SDCP will continue procurement efforts toward these mandates via an upcoming short-and long-duration energy storage solicitation, additional all-source or targeted Renewable Energy RFOs as appropriate, and ongoing bilateral market outreach and negotiations.
To date, SDCP has released the following solicitations:
1. 2020 Long-Term California RPS-Eligible Renewable Energy Request for Proposals (“RFP”) was issued on June 29, 2020.
2. Local Renewable Energy and Energy Storage Request for Information (“RFI”) was issued in 2021 and remains open with submissions accepted on a rolling basis.
3. Clean Firm Energy Resource RFO was issued May 27, 2022.
4. 2022 Long-Term California RPS-Eligible Renewable Energy RFP was issued on October 3, 2022.
5. 2023 Long-Term California RPS-Eligible Renewable Energy RFP was issued on January 26, 2023.
6. 2023 RFO for Standalone Storage was issued April 12, 2023. 174
48 7. 2023 RFI for CAISO 2024 Transmission Plan Deliverability (“TPD”) Allocation was issued in November 2023.
8. 2024 Cluster 15 Interconnection Process Enhancements Commercial Interest Allocation (“IPE”) RFP was issued on August 20, 2024.
9. 2024 All-Source RFO for Renewable Energy and Storage Projects was issued on September 24, 2024.
10. 2025 Clean-Firm RFO was issued on April 21, 2025.
ii. Plans for resources that are currently non-candidate in CPUC’s IRPs not described above
All planned resources were described above.
iii. Other renewable and/or zero-carbon resources not described above All renewable and/or zero-carbon resources were described above. iv. Other energy storage not described above
SDCP’s Solar Battery Savings (“SBS”) Program offers upfront rebates to customers to help lower the initial cost of installing a new home solar and battery system or adding a battery to an existing solar setup. Participating customers receive a performance incentive payment when their battery supports the grid on weekdays between 4 PM and 9 PM, when electricity is in high demand and most expensive. Enrolled customers are required to discharge 50 percent of their battery during the weekday dispatch window to power their home and support the local grid.
v. Other demand response not described above
All demand response was described above.
vi. Other energy efficiency not described above
All energy efficiency was described above.
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49 vii. Other distributed generation not described above SDCP believes that front-of-meter distributed energy resources (“FTM DERs”), including distribution-connected solar, storage, and solar-plus-storage projects, may play an increasingly important role in achieving California’s reliability, affordability, and decarbonization objectives. As California seeks to meet growing electricity demand and ambitious clean energy goals, FTM DERs may provide a complementary resource pathway alongside utility-scale generation, storage, and transmission development efforts. These resources can often be permitted, interconnected, and deployed more quickly than large transmission-connected resources and may help reduce overall system and customer costs.
SDCP is interested in evaluating opportunities to procure FTM DERs as part of its long-term resource portfolio. However, existing planning and procurement frameworks provide limited ability for these resources to receive recognition for the reliability and load-reduction benefits they may provide. Unlike behind-the-meter resources, which are reflected as load modifiers in statewide demand forecasts, FTM DERs are generally treated solely as supply-side resources, even when they directly serve distribution-connected load and reduce demand on the transmission system.
As a result, SDCP has not assumed significant deployment of FTM DERs in its Preferred Conforming Portfolio. Nevertheless, we believe these resources warrant further evaluation as a potentially cost-effective component of a least-cost portfolio and an important complement to California’s broader clean energy development strategy. 176
50 viii. Transportation electrification, including any investments that correspond to different levels than what is included in Integrated Energy Policy Report (IEPR) SDCP used the assumptions included in the 2024 IEPR report assumptions for this IRP.
For the next IEPR submission, SDCP will use the following assumptions.
Light-duty electric vehicle (“LDV”) charging adds incremental load above the 2024 embedded EV fleet baseline. The hourly shape reflects evening charging behavior driven by SDG&E Time-of-Use tariff incentives: a half-cosine curve centered at approximately 9 PM PST, tapering to near zero during midday.
The EV fleet is modeled using a stock modeling approach. Annual new registrations are estimated from market share assumptions and applied to total LDV sales in SDCP territory, net of retirements based on median California vehicle lifetime. Annual energy per EV is derived from FHWA vehicle miles traveled data (Highway Statistics VM-1) and a fleet average efficiency factor.
As of May 2026, the California Air Resources Board (“CARB”) Advanced Clean Cars II (“ACC II”) rule is under legal dispute following EPA revocation of California's Clean Air Act waiver. The MID scenario reflects moderate market-driven EV adoption without assuming mandate certainty. Federal IRA EV tax credits are not assumed to be available for the forecast period.
ix. Building electrification, including any investments that correspond to different levels than what is included in Integrated Energy Policy Report (IEPR) SDCP used the assumptions included in the 2024 IEPR report assumptions for this IRP.
For the next IEPR submission, SDCP will use the following assumptions.
Building electrification covers residential and small commercial conversions from gas to electric appliances for space heating, water heating, and cooking. The methodology uses a 177
51 Replacement on Burnout (“ROB”) framework: conversions occur at natural appliance end-of-life.
Gas appliance saturation is sourced from the California Residential Appliance Saturation Survey (“RASS 2019”) for the SDG&E service territory (DNV, October 2020). Owner-occupants and renters are modeled separately. Appliance lifetimes follow DOE/AHRI published medians, and energy impact per conversion reflects San Diego's mild climate where heat pump efficiency is high.
As of May 2026, no statewide appliance ban applies to existing buildings in San Diego County. Bay Area Air Quality Management District rules are Bay Area only; the proposed CARB statewide rule is not finalized; local reach codes apply to new construction only. x. Potential Centralized Procurement, pursuant to AB 1373 SDCP did not make any changes to its preferred conforming portfolio and contract planning strategy based on centralized procurement of long lead time resources as set forth in D.24-08-064.
xi. Other
SDCP does not have any other proposed activities or potential barriers to report.
B. Disadvantaged Communities (DACs)
SDCP is committed to promoting equity through the services and programs it provides, and as such, “Justice, Equity, Diversity and Inclusion” is one of SDCP’s core values. As noted in Section III.D.ii., while SDCP utilizes the statewide assessment tool, CalEnviroScreen 4.0, to identify DACs within its service territory, SDCP also leverages the work of its member agencies in identifying additional Communities of Concern based on local and regional criteria.
Communities of Concern have been defined as the top 25 percent scoring areas from 178
52 CalEnviroScreen, known as DACs, as well as the additional census tracts identified by the Cities of San Diego and Chula Vista through their Climate Equity Index (“CEI”) reports. Specifically, the City of San Diego identified these census tracts as areas with very low, low, and moderate access to opportunity, whereas the City of Chula Vista defined them as the top 25 percent scoring areas within its own analysis. If other member agencies were to identify additional census tracts as the cities of San Diego and Chula Vista have done, SDCP would recognize those designations under the umbrella of “Communities of Concern.” In alignment with this mission to prioritize investment and benefits within Communities of Concern, SDCP developed a strategic plan for customer energy programs, called the Community Power Plan (“CPP”). The CPP provides a decision-making framework to guide SDCP’s program and investment strategy for the selection and development of local programs based on community needs and gaps in program offerings. As part of the development of the CPP, SDCP conducted a community needs assessment, partnering with local community-based organizations (“CBOs”) to assist in community engagement. SDCP utilized multiple engagement methods, such as listening sessions, a survey instrument, interviews, attendance at community events, and workshops, to gather input from a large cross-section of its residents.
As noted in Section III.D.ii., SDCP is making strides to minimize both direct and indirect impacts to DACs. First, SDCP is substantially reducing its reliance on System Power over the planning period and is committed to aggressive GHG reductions. Additionally, SDCP has an active DAC-GT program, which specifically targets DAC and low-income communities and provides both renewable energy and discounted electric rates. Finally, SDCP’s FIT program promotes economic development in DACs by offering bonus pricing per MWh to projects that are sited within a Community of Concern.
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53 In addition to SDCP’s Board, SDCP also has a Community Advisory Committee (“CAC”) that hosts public monthly meetings. The CAC includes two representatives from each of the seven communities served by SDCP to ensure that the voices of SDCP’s local communities are represented in the Board’s decision-making process. The CAC assists with outreach to community members, including those located in DACs by supporting strategic marketing and communications efforts and assisting with implementation of the CPP.
SDCP’s Community Clean Energy Grants support projects and programs that create healthier, more sustainable communities in the San Diego region. Grant funding is available through two tracks:
• Clean Energy Infrastructure: This track primarily supports the establishment of clean energy infrastructure within Community Power’s service areas, prioritizing communities of concern. When applicable, projects will be strongly encouraged to enroll grant-funded distributed energy resources (“DERs”) into Community Power’s Virtual Power Plant (“VPP”).
• Clean Energy Programming: This track primarily supports programs that increase the overall energy literacy of Community Power customers. This can include energy-focused educational programs that encourage clean energy adoption, youth engagement programs and workforce development opportunities that support careers in the clean energy industry.
Grant recipients include nonprofit organizations, public agencies, and higher education institutions that use programs to benefit underserved communities, including residents of DACs.
For example, one program delivers climate and energy literacy, career training, and advocacy tools to residents in Communities of Concern. Another will educate 160 underserved youth on solar energy and sustainability through hands-on farming, solar installations, and cultural education in the Tijuana River Valley. A full list of grant recipients is available at:
https://sdcommunitypower.org/community-grant-program/.
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54 C. LSEs’ Tribal Customers
SDCP, in accordance with guidance provided by the CPUC, did not automatically enroll sovereign tribal nations customers into service during its mass enrollment periods in respect of tribal autonomy. There are currently 17 federally recognized tribes within San Diego County’s geographical boundaries, several of which have complex energy needs due to their gaming and hotel operations. Additionally, several tribes have already invested significantly in renewable generation through solar, wind, and battery storage.
SDCP has engaged with the tribes located in the San Diego region since 2021. SDCP participated in tribal En Bancs hosted by the CPUC, presented to the Southern California Tribal Chairman’s Association, and attended events, conferences and other tribal gatherings. Further, SDCP has developed a Tribal Electric Service Agreement that will allow tribal nations to enroll in our service and access programs and are currently meeting with tribal staff from several tribes exploring SDCP service options. Additionally, SDREN has a targeted tribal program that has created new avenues for robust tribal engagement. To date, there has not been any specific engagement with the tribes as it relates to the IRP.
D. Procurement Products
SDCP plans to use the following products as part of its conforming portfolio. These products are critical to reduce risk to ratepayers and lower the cost of long-term contracts.
Further, some of our customers require Green-e® compliant energy, which requires the purchase of carbon allowances.
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56 SDCP recommends that the Commission work with the CEC and CAISO to develop transparent criteria through which qualifying FTM DERs can be recognized as load modifiers that reduce net system demand and provide planning and reliability value. Such criteria would improve alignment across demand forecasting, integrated resource planning, transmission planning, and procurement processes while providing LSEs with an additional tool to meet reliability, affordability, and clean energy objectives. SDCP also encourages the Commission to continue evaluating whether existing planning tools and assumptions adequately capture the avoided transmission, distribution, congestion, and reliability benefits of well-sited distributed resources so that distributed and transmission-connected resources can be assessed on a more comparable basis in future planning cycles.
Reliance on System Power
SDCP has plans to reduce reliance on System Power. SDCP has internal goals to be 100 percent renewable by 2035 based on annual accounting. Thus, any emissions from its portfolio beyond 2035 would be from (1) hours not covered by the generation in its portfolio or (2) assigned System Power from the CSP. As can be seen in the CSP, SDCP’s reliance on System Power trends down from 2030-2045 with significant net supplies to the system by 2045.
However, the CSP assigns a share of non-displaceable System Power to each load serving entity that cannot be adjusted. These result in hours with system emissions even if the net supply from SDCP is negative and thus supplying power to the grid during that hour. These emissions cannot be adjusted no matter how much additional procurement SDCP plans in the RDT and thus CSP portfolio. As emission accounting shifts to hourly, SDCP will work to limit the hours it relies on System Power. However, due to import limits placed on SDCP by CAISO, projects with 183
57 overnight profiles (wind, geothermal, etc.) are severely limited even though SDCP has a desire to procure more.
V. Lessons Learned
First, SDCP in general recognizes the challenges of Energy Division Staff to consolidate and review IRP submissions from all LSEs. However, relying on Excel-based templates leads to (1) a time-consuming process preparing and reviewing submissions, (2) increased likelihood of human errors, and (3) inconsistencies across LSEs. Given that all the baseline portfolio data from each LSE has already been submitted to Energy Division in several other compliance processes, it seems prudent to allow for a database approach to RDT and CSP preparation. This would allow LSEs to either enter IRP-related additional contracts into a database or download a pre-populated RDT/CSP from the database to begin preparation. This would significantly improve the reliability of the data and save LSE and Staff time with the documents.
Second, the current IRP process does not seem to fully account for constraints to non-photovoltaic and non-4-hour battery storage projects within CAISO. Almost every sample conforming portfolio assumes a massive build out of in-state wind, offshore wind, and long-duration storage. While some of those may materialize post 2035, there is little actually planned before then that is not already under contract or under exclusivity with other LSEs. Additionally, absent CAISO buildouts, the planning process currently assumes no functional limits on the amount individual LSEs can procure from wind and geothermal resources outside of CAISO. In reality, each LSE has a firm import right limit and an even smaller limit on the amount it can lock in long-term under PPAs. These limits, without a massive policy shift in import right allocations by CAISO, will severely limit the amount each LSE can functionally procure. This will lead to conforming portfolios that overly rely on solar photovoltaic projects to meet the 184
58 emissions limits. This is not due to LSEs wanting to overbuild photovoltaics, but due to import limits and lack of in-state options for wind and geothermal.
Third, SDCP strongly encourages Energy Division Staff to update the System Power emission factors in the CSP. SDCP understands that the emission factor is needed (even if inaccurate for the 2026 grid let alone the 2045 grid) to signal procurement needs for retail suppliers. However, there are several other CPUC forums where it may be more appropriate to signal procurement needs such as the MTR orders. The current CSP emission values came from CARB around 2008 and no longer reflect the emissions from System Power on an increasingly renewable grid. Moreover, the emission intensities barely shift from 2028 to 2045 although the grid is supposed to move to carbon free during that time. The artificially high System Power emission intensity leads to several outcomes that could harm the state’s ability to meet its policy goals:
(1) When LSEs pivot to hourly emissions accounting, an artificially high emissions intensity for System Power will force LSEs to over procure solar and battery resources to meet overnight shortfalls (or include resources in their IRP plans that help with emissions but are unrealistic in practice and unlikely to be developed in CAISO).
(2) Resources will then be spent on such over procurement instead of being used to lower rates.
SDCP would encourage the System Power emission intensity to be updated annually (or at least every five years) to reflect the real resource mix of the CAISO grid and the emissions associated with that resource mix. At a minimum, if artificially high emission factors are kept in the CSP to signal to retail suppliers what they need to procure, the emission factor for System Power should be reviewed and adjusted for annual power source disclosure and power content label reporting.
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59 Finally, SDCP wants to stress the importance of transmission upgrades in the ability to timely bring on assets required to achieve state policy goals. Interconnection timelines have continued to lengthen, which risks the viability of many projects that rely on resource adequacy revenue streams to be viable. Non-IOU LSEs have no control over those processes and there is a lot of risk in delays for interconnection of renewables and for resources needed for reliability that could impact the portfolios submitted.
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60 Glossary of Terms
Alternative Portfolio: LSEs are permitted to submit “Alternative Portfolios” developed from scenarios using different assumptions from those used in the Preferred System Plan with updates. Any deviations from the “Conforming Portfolio” must be explained and justified.
Approve (Plan): the CPUC’s obligation to approve an LSE’s integrated resource plan derives from Public Utilities Code Section 454.52(b)(2) and the procurement planning process described in Public Utilities Code Section 454.5, in addition to the CPUC obligation to ensure safe and reliable service at just and reasonable rates under Public Utilities Code Section 451.
Balancing Authority Area (CAISO): the collection of generation, transmission, and loads within the metered boundaries of the Balancing Authority. The Balancing Authority maintains load-resource balance within this area.
Baseline resources: Those resources assumed to be fixed as a capacity expansion model input, as opposed to Candidate resources, which are selected by the model and are incremental to the Baseline. Baseline resources are existing (already online) or owned or contracted to come online within the planning horizon. Existing resources with announced retirements are excluded from the Baseline for the applicable years. Being “contracted” refers to a resource holding signed contracts with LSEs for much of its energy and capacity, as applicable, for a significant portion of its useful life. The contracts refer to those approved by the CPUC and/or the LSE’s governing board, as applicable. These criteria indicate the resource is relatively certain to come online. Baseline resources that are not online at the time of modeling may have a failure rate applied to their nameplate capacity to allow for the risk of them failing to come online. 187
61 Candidate resource: those resources, such as renewables, energy storage, natural gas generation, and demand response, available for selection in IRP capacity expansion modeling, incremental to the Baseline resources.
Capacity Expansion Model: a capacity expansion model is a computer model that simulates generation and transmission investment to meet forecasted electric load over many years, usually with the objective of minimizing the total cost of owning and operating the electrical system. Capacity expansion models can also be configured to only allow solutions that meet specific requirements, such as providing a minimum amount of capacity to ensure the reliability of the system or maintaining greenhouse gas emissions below an established level.
Certify (a Community Choice Aggregator Plan): Public Utilities Code Section 454.52(b)(3) requires the CPUC to certify the integrated resource plans of CCAs. “Certify” requires a formal act of the Commission to determine that the CCA’s Plan complies with the requirements of the statute and the process established via Public Utilities Code 454.51(a). In addition, the Commission must review the CCA Plans to determine any potential impacts on public utility bundled customers under Public Utilities Code Sections 451 and 454, among others.
Clean System Power (CSP) methodology: the methodology used to estimate GHG and criteria pollutant emissions associated with an LSE’s Portfolio based on how the LSE will expect to rely on System Power on an hourly basis.
Community Choice Aggregator: a governmental entity formed by a city or county to procure electricity for its residents, businesses, and municipal facilities. 188
62 Conforming Portfolio: the LSE portfolio that conforms to IRP Planning Standards, the 2045 LSE-specific GHG Emissions Benchmark, use of the LSE’s assigned load forecast, use of inputs and assumptions matching those used in developing the Reference System Portfolio, as well as other IRP requirements including the filing of a complete Narrative Template, a Resource Data Template and Clean System Power Calculator.
Effective Load Carrying Capacity: a percentage that expresses how well a resource is able to avoid loss-of-load events (considering availability and use limitations). The percentage is relative to a reference resource, for example a resource that is always available with no use limitations. It is calculated via probabilistic reliability modeling, and yields a single percentage value for a given resource or grouping of resources.
Effective Megawatts (MW): perfect capacity equivalent MW, such as the MW calculated by applying an ELCC % multiplier to nameplate MW.
Electric Service Provider: an entity that offers electric service to a retail or end-use customer, but which does not fall within the definition of an electrical corporation under Public Utilities Code Section 218.
Filing Entity: an entity required by statute to file an integrated resource plan with CPUC.
Future: a set of assumptions about future conditions, such as load or gas prices.
GHG Benchmark (or LSE-specific 2045 GHG Benchmark): the mass-based GHG emission planning targets calculated by staff for each LSE based on the methodology established 189
63 by the California Air Resources Board and required for use in LSE Portfolio development in IRP.
GHG Planning Price: the systemwide marginal GHG abatement cost associated with achieving a specific electric sector GHG planning target.
Integrated Resources Planning Standards (Planning Standards): the set of CPUC IRP rules, guidelines, formulas and metrics that LSEs must include in their LSE Plans.
Integrated Resource Planning (IRP) process: integrated resource planning process; the repeating cycle through which integrated resource plans are prepared, submitted, and reviewed by the CPUC
Long-term: more than 5 years unless otherwise specified.
Load-Serving Entity: an electrical corporation, electric service provider, community choice aggregator, or electric cooperative.
Load-Serving Entity (LSE) Plan: an LSE’s integrated resource plan; the full set of documents and information submitted by an LSE to the CPUC as part of the IRP process.
Load-Serving Entity (LSE) Portfolio: a set of supply- and/or demand-side resources with certain attributes that together serve the LSE’s assigned load over the IRP planning horizon.
Loss of Load Expectation (LOLE): a metric that quantifies the expected frequency of loss-of-load events per year. Loss-of-load is any instance where available generating capacity is insufficient to serve electric demand. If one or more instances of loss-of-load occurring within 190
64 the same day regardless of duration are counted as one loss-of-load event, then the LOLE metric can be compared to a reference point such as the industry probabilistic reliability standard of “one expected day in 10 years,” i.e. an LOLE of 0.1.
Maximum Import Capability: a California ISO metric that represents a quantity in MWs of imports determined by the CAISO to be simultaneously deliverable to the aggregate of load in the ISO’s Balancing Authority (BAA) Area and thus eligible for use in the Resource Adequacy process. The California ISO assesses a MIC MW value for each intertie into the ISO’s BAA and allocated yearly to the LSEs. A LSE’s RA import showings are limited to its share of the MIC at each intertie.
Net Qualifying Capacity (NQC): Qualifying Capacity reduced, as applicable, based on:
(1) testing and verification; (2) application of performance criteria; and (3) deliverability restrictions. The Net Qualifying Capacity determination shall be made by the California ISO pursuant to the provisions of this California ISO Tariff and the applicable Business Practice Manual.
Non-modeled costs: embedded fixed costs in today’s energy system (e.g., existing distribution revenue requirement, existing transmission revenue requirement, and energy efficiency program cost).
Nonstandard LSE Plan: type of integrated resource plan that an LSE may be eligible to file if it serves load outside the CAISO balancing authority area.
Optimization: an exercise undertaken in the CPUC’s Integrated Resource Planning (IRP) process using a capacity expansion model to identify a least-cost portfolio of electricity 191
65 resources for meeting specific policy constraints, such as GHG reduction or RPS targets, while maintaining reliability given a set of assumptions about the future. Optimization in IRP considers resources assumed to be online over the planning horizon (baseline resources), some of which the model may choose not to retain, and additional resources (candidate resources) that the model is able to select to meet future grid needs.
Planned resource: any resource included in an LSE portfolio, whether already online or not, that is yet to be procured. Relating this to capacity expansion modeling terms, planned resources can be baseline resources (needing contract renewal, or currently owned/contracted by another LSE), candidate resources, or possibly resources that were not considered by the modeling, e.g., due to the passage of time between the modeling taking place and LSEs developing their plans. Planned resources can be specific (e.g., with a CAISO ID) or generic, with only the type, size and some geographic information identified.
Qualifying capacity: the maximum amount of Resource Adequacy Benefits a generating facility could provide before an assessment of its net qualifying capacity.
Preferred Conforming Portfolio: the conforming portfolio preferred by an LSE as the most suitable to its own needs; submitted to CPUC for review as one element of the LSE’s overall IRP plan.
Preferred System Plan: the CPUC’s integrated resource plan composed of both the aggregation of LSE portfolios (i.e., Preferred System Portfolio) and the set of actions necessary to implement that portfolio (i.e., Preferred System Action Plan). 192
66 Preferred System Portfolio: the combined portfolios of individual LSEs within the CAISO, aggregated, reviewed and possibly modified by CPUC staff as a proposal to the CPUC, and adopted by the CPUC as most responsive to statutory requirements per Pub. Util. Code 454.51; part of the Preferred System Plan.
Short-term: 1 to 3 years (unless otherwise specified).
Staff: CPUC Energy Division staff (unless otherwise specified).
Standard LSE Plan: type of integrated resource plan that an LSE is required to file if it serves load within the CAISO balancing authority area (unless the LSE demonstrates exemption from the IRP process).
Transmission Planning Process (TPP): process conducted by the California Independent System Operator (CAISO) to identify potential transmission system limitations and areas that need reinforcements over 10-year and 15-year horizons. 193
Resource Data Template ("RDT")
194
Load Serving Entity Full Name: San Diego Community Power Load Serving Entity Abbreviation: SDCP
Submission Type: IRP Biennial Filing
Date of Filing: 8/10/2026
Title: Chief Commercial Officer
Name: Gordon Samuel
Email: [email protected]
Phone: 619-657-0407
Signature: /s/ Gordon Samuel
Title: Power Contracts & Compliance Manager
Name: Erin Pennell
Email: [email protected]
Phone: 619-732-4677
Signature: /s/ Erin Pennell
LSE Address Line 1: PO Box 12716
LSE Address Line 2:
LSE City: San Diego
LSE State: CA
LSE Zip: 92112
RDT Certification Form – Verification Declaration
LSE Officer
Backup Contact Information
Load Serving Entity Information
Note: Consistent with Rules 1.1 & 1.11 of the CPUC's Rules of Practice and Procedure, this Procurement Showing has been verified by an officer of the corporation or organization, who expressly certifies, under penalty of perjury, the following:
1. I have responsibility for the activities reflected in this showing;
2. I have reviewed, or have caused to be reviewed, this showing;
3. Based on my knowledge, information, or belief, this filing does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made;
4. Based on my knowledge, information, or belief, this filing contains all of the information required to be provided by CPUC orders, rules, and regulations. 195
lse_unique_contract_id resource alternative_resource_name contract_status project_interconnection_position interconnection_substation marginal_addition marginal_addition_to SDCP_2822_Viking_Solar VIKING_2_VCSSR1 Vikings Online 1825 COACHELV_2_N101 SDCP_2822_Viking_Storage 1 VIKING_2_VCBBT1 Vikings Online 1825 COACHELV_2_N101 SDCP_2822_Viking_Storage 2 VIKING_2_VCBBT1 Vikings Online 1825 COACHELV_2_N101 SDCP_2822_Viking_DCR VIKING_2_VCBBT1 Vikings Online 1825 COACHELV_2_N101 SDCP_2990_JVR_Solar JVREPK_1_KSOSB1_SUN JVR Solar Energy Park Development 1532 Carrizo Gorge Switchyard SDCP_2990_JVR_Storage JVREPK_1_KSOSB1_LESR JVR Solar Energy Park Development 1532 Carrizo Gorge Switchyard Duranmesa_3819_SDCP DURNMESA_3_WBDYN Duran Mesa Online Willow Beach 500/ELDORADO_ITC Clines Corners_3820_SDCP CLINESCO_3_WBDYN Clines Corner Online Willow Beach 500/ELDORADO_ITC Tecolote_3821_SDCP 1 TECOLOTE_3_WBDYN Tecolote Online Willow Beach 500/ELDORADO_ITC Tecolote_3821_SDCP 2 TECOLOTE_3_WBDYN Tecolote Online Willow Beach 500/ELDORADO_ITC SDCP_5009_YellowPine_Solar YELPIN_2_YP2SR1 Yellow Pine Development GIA-0708-05 North Brawley substationSDCP_5009_YellowPine_Storage YELPIN_2_YP2BT1 Yellow Pine Development GIA-0708-05 North Brawley substation SDCP_5216_DesertSands _NEW_GENERIC_BATTERY_STORAGE Desert Sands Development GIA-0708-05 North Brawley substation SDCP_5431_5432_Arevon_Avocet _NEW_GENERIC_BATTERY_STORAGE Avocet Development Q1608 SCE Hinson 220 kV Substation SDCP_5437_5438_Ormat_Pomona2 CHINO_2_PESBT1 Pomona 2 Online SCE’s Ganesh-Simpson 66 kV lineSDCP_5238_Pattern_Sunzia_North _NEW_GENERIC_WIND_OOS_AZNM Sunzia North Online PALOVRDE_ASR-APNDSDCP_5238_Pattern_Sunzia_South _NEW_GENERIC_WIND_OOS_AZNM Sunzia South Online PALOVRDE_ASR-APND SDCP_5469_Pattern_Duran Mesa LT RA DURNMESA_3_WBDYN Duran Mesa LT RA Online Western Spirit Switchyard SDCP_5455_5457_SBE_Pelicans Jaw_Solar _NEW_GENERIC_BATTERY_STORAGE Pelicans Jaw Development Q-1593 PG&E’s Gates-Midway SDCP_5455_5457_SBE_Pelicans Jaw_Storage _NEW_GENERIC_BATTERY_STORAGE Pelicans Jaw Development Q-1593 PG&E’s Gates-MidwaySDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell _NEW_GENERIC_BATTERY_STORAGE Pelicans Jaw Development Q-1593 PG&E’s Gates-MidwaySDCP_5489_5491_Noble Solar_Purple Sage_Solar _NEW_GENERIC_BATTERY_STORAGE Purple Sage Development Q-1800 Trout Canyon 230 kV Substation SDCP_5489_5491_Noble Solar_Purple Sage_Storage _NEW_GENERIC_BATTERY_STORAGE Purple Sage Development Q-1800 Trout Canyon 230 kV SubstationSDCP_5402_5405_Core_Vidal_Solar _NEW_GENERIC_BATTERY_STORAGE Vidal Development 19-DSR-12981 Blythe161 SDCP_5402_5405_Core_Vidal_Storage _NEW_GENERIC_BATTERY_STORAGE Vidal Development 19-DSR-12981 Blythe161SDCP_Aypa_Euismod LDS _NEW_GENERIC_BATTERY_STORAGE Euismood Development Q-1657 Whirlwind AES - Raceway_5564_June_Dec POLRIS_2_ASRSR1 Raceway Online Los Angeles County AES - Baldy_5563_July_Dec HAMLIN_1_BLDSB1_SUN Baldy Online Adelanto AES - McFarland_5565_June_Dec MCFLND_5_MFSSR1 McFarland A Online Dateland, AZDuranmesa_5230_SDCP DURNMESA_3_WBDYN Duran Mesa Online Willow Beach 500/ELDORADO_ITC Clines Corners_5229_SDCP CLINESCO_3_WBDYN Clines Corner Online Willow Beach 500/ELDORADO_ITC Tecolote_5233_SDCP_June_Dec TECOLOTE_3_WBDYN Tecolote Online Willow Beach 500/ELDORADO_ITC MSCG Bridge _BRANCH_GENERIC_NOB_ITC MSCG Bridge Online Various SDCP_5000_Arrowleaf_Solar ARLEAF_2_NBSSB0_SUN Arrowleaf Solar and Storage Online 230kV Trout Canyon 230kV Substation SDCP_5000_Arrowleaf_Storage ARLEAF_2_NBSSB1_LESR Arrowleaf Solar and Storage Online 230kV Trout Canyon 230kV Substation SDCP_Intersect_Darden_Solar _NEW_GENERIC_SOLAR_1AXIS DARDEN Development Q-1949 Harlan 400kV Switching Station SDCP_Intersect_Darden_Storage _NEW_GENERIC_BATTERY_STORAGE DARDEN Development Q-1949 Harlan 400kV Switching Station SDCP_5461_SBE_Athos _NEW_GENERIC_BATTERY_STORAGE Athos Development Q-1405 SCE Red Bluff 220 kV SDCP_5149_ESS_MesaHeights _NEW_GENERIC_BATTERY_STORAGE Mesa Heights Development W162 Mesa Heights SDCP_Wellhead_NJEC _NEW_GENERIC_BATTERY_STORAGE NJEC Online El Cajon 69/12kV SubstationSDCP_Wellhead_CVEC2 OTAY_6_CVEBT3 CVEC2 Online SDG&E Otay Substation 69kv busSDGE_Online_Battery _EXISTING_GENERIC_BATTERY_STORAGE CAM Online SDGE_Development_Battery_1 _NEW_GENERIC_BATTERY_STORAGE CAM OnlineSDGE_Development_Battery_2 _NEW_GENERIC_BATTERY_STORAGE CAM OnlineSDGE_Online_Peaker_1 _EXISTING_GENERIC_PEAKER CAM Online SDGE_Online_Peaker_2 _EXISTING_GENERIC_PEAKER CAM OnlineSDGE_Online_CHP_1 _EXISTING_GENERIC_COGEN CAM Online SDGE_Online_CHP_2 _EXISTING_GENERIC_COGEN CAM OnlineSDGE_Online_DR _EXISTING_GENERIC_DR CAM Online 196
lse_unique_contract_id total_nameplate_capacity contracted_nameplate_capacity sep_contracted_mw_nqc contract_gwh_annual is_hybrid_paired can_charge_from_grid total_generator_mw SDCP_2822_Viking_Solar ExistingSolarExistingStorage YESSDCP_2822_Viking_Storage 1 ExistingSolarExistingStorage YES SDCP_2822_Viking_Storage 2 ExistingSolarExistingStorage YES SDCP_2822_Viking_DCR ExistingSolarExistingStorage YES
SDCP_2990_JVR_Solar NewSolarNewStorage YESSDCP_2990_JVR_Storage NewSolarNewStorage NODuranmesa_3819_SDCP NotHybridClines Corners_3820_SDCP NotHybridTecolote_3821_SDCP 1 NotHybridTecolote_3821_SDCP 2 NotHybridSDCP_5009_YellowPine_Solar NewSolarNewStorage YESSDCP_5009_YellowPine_Storage NewSolarNewStorage YESSDCP_5216_DesertSands NotHybrid YES SDCP_5431_5432_Arevon_Avocet NotHybrid YESSDCP_5437_5438_Ormat_Pomona2 NotHybrid YESSDCP_5238_Pattern_Sunzia_North NotHybridSDCP_5238_Pattern_Sunzia_South NotHybridSDCP_5469_Pattern_Duran Mesa LT RA NotHybridSDCP_5455_5457_SBE_Pelicans Jaw_Solar NewSolarNewStorage YESSDCP_5455_5457_SBE_Pelicans Jaw_Storage NewSolarNewStorage YESSDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell NewSolarNewStorage YESSDCP_5489_5491_Noble Solar_Purple Sage_Solar NewSolarNewStorage YESSDCP_5489_5491_Noble Solar_Purple Sage_Storage NewSolarNewStorage YESSDCP_5402_5405_Core_Vidal_Solar NewSolarNewStorage NOSDCP_5402_5405_Core_Vidal_Storage NewSolarNewStorage NOSDCP_Aypa_Euismod LDS NotHybrid YES AES - Raceway_5564_June_Dec NotHybridAES - Baldy_5563_July_Dec NotHybridAES - McFarland_5565_June_Dec NotHybridDuranmesa_5230_SDCP NotHybridClines Corners_5229_SDCP NotHybridTecolote_5233_SDCP_June_Dec NotHybridMSCG Bridge NotHybridSDCP_5000_Arrowleaf_Solar NewSolarNewStorage NOSDCP_5000_Arrowleaf_Storage NewSolarNewStorage NOSDCP_Intersect_Darden_Solar NewSolarNewStorageSDCP_Intersect_Darden_Storage NewSolarNewStorage YESSDCP_5461_SBE_Athos NotHybrid YESSDCP_5149_ESS_MesaHeights NotHybrid YESSDCP_Wellhead_NJEC NotHybrid YESSDCP_Wellhead_CVEC2 NotHybrid YESSDGE_Online_Battery NotHybridSDGE_Development_Battery_1 NotHybridSDGE_Development_Battery_2 NotHybridSDGE_Online_Peaker_1 NotHybridSDGE_Online_Peaker_2 NotHybridSDGE_Online_CHP_1 NotHybridSDGE_Online_CHP_2 NotHybridSDGE_Online_DR NotHybrid 197
lse_unique_contract_id contracted_generator_mw total_storage_mw contracted_storage_mw solar_technology_sub_type storage_technology_sub_type total_storage_depth_mwh contracted_storage_depth_mwh SDCP_2822_Viking_Solar Axis Li 582
SDCP_2822_Viking_Storage 1 Axis Li 582SDCP_2822_Viking_Storage 2 Axis Li 582SDCP_2822_Viking_DCR Axis Li 582 SDCP_2990_JVR_Solar Axis Li 280
SDCP_2990_JVR_Storage Axis Li 280
Duranmesa_3819_SDCPClines Corners_3820_SDCPTecolote_3821_SDCP 1Tecolote_3821_SDCP 2SDCP_5009_YellowPine_Solar Axis Li 600 SDCP_5009_YellowPine_Storage Axis Li 600SDCP_5216_DesertSands Li 480 SDCP_5431_5432_Arevon_Avocet Li 800
SDCP_5437_5438_Ormat_Pomona2 Li 40
SDCP_5238_Pattern_Sunzia_NorthSDCP_5238_Pattern_Sunzia_SouthSDCP_5469_Pattern_Duran Mesa LT RASDCP_5455_5457_SBE_Pelicans Jaw_Solar Axis Li 954 SDCP_5455_5457_SBE_Pelicans Jaw_Storage Axis Li 954
SDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell Axis Li 120SDCP_5489_5491_Noble Solar_Purple Sage_Solar Axis Li 1600 SDCP_5489_5491_Noble Solar_Purple Sage_Storage Axis Li 1600 SDCP_5402_5405_Core_Vidal_Solar Axis Li 640
SDCP_5402_5405_Core_Vidal_Storage Axis Li 640SDCP_Aypa_Euismod LDS Li 2400 AES - Raceway_5564_June_DecAES - Baldy_5563_July_DecAES - McFarland_5565_June_DecDuranmesa_5230_SDCPClines Corners_5229_SDCPTecolote_5233_SDCP_June_DecMSCG BridgeSDCP_5000_Arrowleaf_Solar Axis Li 140 SDCP_5000_Arrowleaf_Storage Axis Li 140
SDCP_Intersect_Darden_Solar Axis Li 4600
SDCP_Intersect_Darden_Storage Axis Li 4600
SDCP_5461_SBE_Athos Li 1600
SDCP_5149_ESS_MesaHeights Li 4
SDCP_Wellhead_NJEC Li 200
SDCP_Wellhead_CVEC2 Li 198.8
SDGE_Online_Battery LiSDGE_Development_Battery_1 LiSDGE_Development_Battery_2 LiSDGE_Online_Peaker_1SDGE_Online_Peaker_2SDGE_Online_CHP_1SDGE_Online_CHP_2SDGE_Online_DR 198
lse_unique_contract_id viability_cod_reasonableness viability_technical_feasibility viability_financing_sitecontrol resource_mix cam_d1911016_vamo_ghgbuy_sell_own counterparty generator_supplier developer_name SDCP_2822_Viking_Solar Buy non-LSE supplier
SDCP_2822_Viking_Storage 1 Buy non-LSE supplier
SDCP_2822_Viking_Storage 2 Buy non-LSE supplier
SDCP_2822_Viking_DCR Buy non-LSE supplier
SDCP_2990_JVR_Solar Buy non-LSE supplier
SDCP_2990_JVR_Storage Buy non-LSE supplier
Duranmesa_3819_SDCP Buy non-LSE supplier
Clines Corners_3820_SDCP Buy non-LSE supplier
Tecolote_3821_SDCP 1 Buy non-LSE supplier
Tecolote_3821_SDCP 2 Buy non-LSE supplier
SDCP_5009_YellowPine_Solar Buy non-LSE supplier
SDCP_5009_YellowPine_Storage Buy non-LSE supplier
SDCP_5216_DesertSands Buy non-LSE supplier
SDCP_5431_5432_Arevon_Avocet Buy non-LSE supplier
SDCP_5437_5438_Ormat_Pomona2 Buy non-LSE supplier
SDCP_5238_Pattern_Sunzia_North Buy non-LSE supplier
SDCP_5238_Pattern_Sunzia_South Buy non-LSE supplier
SDCP_5469_Pattern_Duran Mesa LT RA Buy non-LSE supplier SDCP_5455_5457_SBE_Pelicans Jaw_Solar Buy non-LSE supplier SDCP_5455_5457_SBE_Pelicans Jaw_Storage Buy non-LSE supplier SDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell Sell San Jose Clean Energy SDCP_5489_5491_Noble Solar_Purple Sage_Solar Buy non-LSE supplier SDCP_5489_5491_Noble Solar_Purple Sage_Storage Buy non-LSE supplier SDCP_5402_5405_Core_Vidal_Solar Buy non-LSE supplier
SDCP_5402_5405_Core_Vidal_Storage Buy non-LSE supplier
SDCP_Aypa_Euismod LDS Buy non-LSE supplier
AES - Raceway_5564_June_Dec Buy non-LSE supplier
AES - Baldy_5563_July_Dec Buy non-LSE supplier
AES - McFarland_5565_June_Dec Buy non-LSE supplier
Duranmesa_5230_SDCP Buy non-LSE supplier
Clines Corners_5229_SDCP Buy non-LSE supplier
Tecolote_5233_SDCP_June_Dec Buy non-LSE supplier
MSCG Bridge hydro, biomass, wind] unspecified Buy non-LSE supplierSDCP_5000_Arrowleaf_Solar Buy non-LSE supplier SDCP_5000_Arrowleaf_Storage Buy non-LSE supplier
SDCP_Intersect_Darden_Solar Buy non-LSE supplier
SDCP_Intersect_Darden_Storage Buy non-LSE supplier
SDCP_5461_SBE_Athos Buy non-LSE supplier
SDCP_5149_ESS_MesaHeights Buy non-LSE supplierSDCP_Wellhead_NJEC Buy non-LSE supplierSDCP_Wellhead_CVEC2 Buy non-LSE supplierSDGE_Online_Battery CAM Buy San Diego Gas & ElectricSDGE_Development_Battery_1 CAM Buy San Diego Gas & ElectricSDGE_Development_Battery_2 CAM Buy San Diego Gas & ElectricSDGE_Online_Peaker_1 CAM Buy San Diego Gas & ElectricSDGE_Online_Peaker_2 CAM Buy San Diego Gas & ElectricSDGE_Online_CHP_1 CAM Buy San Diego Gas & ElectricSDGE_Online_CHP_2 CAM Buy San Diego Gas & ElectricSDGE_Online_DR CAM Buy San Diego Gas & Electric 199
lse_unique_contract_id capacity_area capacity_sub_area cpuc_approval_ref county COD_year COD_month COD_day contract_start_date_year contract_start_date_month contract_start_date_day contract_end_date_year SDCP_2822_Viking_Solar SCE SanDiegoCountySDCP_2822_Viking_Storage 1 SCE SanDiegoCountySDCP_2822_Viking_Storage 2 SCE SanDiegoCountySDCP_2822_Viking_DCR SCE SanDiegoCounty SDCP_2990_JVR_Solar SanDiegoImperialValley SanDiegoCountySDCP_2990_JVR_Storage SanDiegoImperialValley SanDiegoCountyDuranmesa_3819_SDCP NewMexicoClines Corners_3820_SDCP NewMexicoTecolote_3821_SDCP 1 NewMexicoTecolote_3821_SDCP 2 NewMexicoSDCP_5009_YellowPine_Solar NEVP NevadaCountySDCP_5009_YellowPine_Storage NEVP NevadaCountySDCP_5216_DesertSands SCE RiversideCountySDCP_5431_5432_Arevon_Avocet SCE LosAngelesCounty SDCP_5437_5438_Ormat_Pomona2 SCE LosAngelesCountySDCP_5238_Pattern_Sunzia_North PNM NewMexicoSDCP_5238_Pattern_Sunzia_South PNM NewMexico SDCP_5469_Pattern_Duran Mesa LT RA PNM No_sub_area NewMexico SDCP_5455_5457_SBE_Pelicans Jaw_Solar Kern Kern Westpark KernCountySDCP_5455_5457_SBE_Pelicans Jaw_Storage Kern Kern Westpark KernCountySDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell Kern Kern Westpark KernCountySDCP_5489_5491_Noble Solar_Purple Sage_Solar GRIDW No_sub_area NevadaSDCP_5489_5491_Noble Solar_Purple Sage_Storage GRIDW No_sub_area NevadaSDCP_5402_5405_Core_Vidal_Solar LABasin LA Basin Eastern SanBernardinoCounty SDCP_5402_5405_Core_Vidal_Storage LABasin LA Basin Eastern SanBernardinoCountySDCP_Aypa_Euismod LDS Kern NO_SUB_AREA KernCounty AES - Raceway_5564_June_Dec LosAngelesCountyAES - Baldy_5563_July_Dec LosAngelesCountyAES - McFarland_5565_June_Dec ArizonaDuranmesa_5230_SDCP NewMexicoClines Corners_5229_SDCP NewMexicoTecolote_5233_SDCP_June_Dec NewMexicoMSCG BridgeSDCP_5000_Arrowleaf_Solar IID ImperialCounty SDCP_5000_Arrowleaf_Storage IID ImperialCountySDCP_Intersect_Darden_Solar GreaterFresno Greater Fresno Coalinga FresnoCounty SDCP_Intersect_Darden_Storage GreaterFresno Greater Fresno Coalinga FresnoCounty SDCP_5461_SBE_Athos SCE LA Basin Eastern RiversideCountySDCP_5149_ESS_MesaHeights SanDiegoImperialValley SanDiegoCountySDCP_Wellhead_NJEC SanDiegoImperialValley SanDiegoCountySDCP_Wellhead_CVEC2 SanDiegoImperialValley SanDiegoCountySDGE_Online_BatterySDGE_Development_Battery_1SDGE_Development_Battery_2SDGE_Online_Peaker_1SDGE_Online_Peaker_2SDGE_Online_CHP_1SDGE_Online_CHP_2SDGE_Online_DR 200
lse_unique_contract_id contract_end_date_month contract_end_date_day contract_execution_date_year contract_execution_date_month contract_execution_date_day contract_type contract_price contract_price_unit tx_upgrades tx_upgrade_date_year SDCP_2822_Viking_SolarSDCP_2822_Viking_Storage 1SDCP_2822_Viking_Storage 2SDCP_2822_Viking_DCRSDCP_2990_JVR_SolarSDCP_2990_JVR_StorageDuranmesa_3819_SDCPClines Corners_3820_SDCPTecolote_3821_SDCP 1Tecolote_3821_SDCP 2SDCP_5009_YellowPine_Solar YES 2027SDCP_5009_YellowPine_Storage YES 2027SDCP_5216_DesertSands YES 2027SDCP_5431_5432_Arevon_AvocetSDCP_5437_5438_Ormat_Pomona2SDCP_5238_Pattern_Sunzia_NorthSDCP_5238_Pattern_Sunzia_SouthSDCP_5469_Pattern_Duran Mesa LT RASDCP_5455_5457_SBE_Pelicans Jaw_SolarSDCP_5455_5457_SBE_Pelicans Jaw_StorageSDCP_5455_5457_SBE_Pelicans Jaw_Storage_SellSDCP_5489_5491_Noble Solar_Purple Sage_Solar YES 2027SDCP_5489_5491_Noble Solar_Purple Sage_Storage YES 2027SDCP_5402_5405_Core_Vidal_SolarSDCP_5402_5405_Core_Vidal_StorageSDCP_Aypa_Euismod LDSAES - Raceway_5564_June_DecAES - Baldy_5563_July_DecAES - McFarland_5565_June_DecDuranmesa_5230_SDCPClines Corners_5229_SDCPTecolote_5233_SDCP_June_DecMSCG BridgeSDCP_5000_Arrowleaf_SolarSDCP_5000_Arrowleaf_StorageSDCP_Intersect_Darden_SolarSDCP_Intersect_Darden_StorageSDCP_5461_SBE_AthosSDCP_5149_ESS_MesaHeightsSDCP_Wellhead_NJECSDCP_Wellhead_CVEC2SDGE_Online_BatterySDGE_Development_Battery_1SDGE_Development_Battery_2SDGE_Online_Peaker_1SDGE_Online_Peaker_2SDGE_Online_CHP_1SDGE_Online_CHP_2SDGE_Online_DR 201
lse_unique_contract_id tx_upgrade_date_month tx_upgrade_date_day tx_upgrade_description d2106035_procurement_cat mtr_tranche1_NQC mtr_tranche2_NQC mtr_tranche3_NQC mtr_tranche4_NQC mtr_tranche5_NQC mtr_tranche6_NQC SDCP_2822_Viking_Solar generalSDCP_2822_Viking_Storage 1 generalSDCP_2822_Viking_Storage 2 generalSDCP_2822_Viking_DCR ZE_gen_paired_drSDCP_2990_JVR_Solar general SDCP_2990_JVR_Storage generalDuranmesa_3819_SDCP generalClines Corners_3820_SDCP generalTecolote_3821_SDCP 1 generalTecolote_3821_SDCP 2 generalSDCP_5009_YellowPine_Solar 3 1 Lugo – Victorville 500 kV general SDCP_5009_YellowPine_Storage 3 1 Lugo – Victorville 500 kV generalSDCP_5216_DesertSands 3 1 Lugo – Victorville 500 kV long_duration_storageSDCP_5431_5432_Arevon_Avocet general SDCP_5437_5438_Ormat_Pomona2 generalSDCP_5238_Pattern_Sunzia_North generalSDCP_5238_Pattern_Sunzia_South generalSDCP_5469_Pattern_Duran Mesa LT RA generalSDCP_5455_5457_SBE_Pelicans Jaw_Solar generalSDCP_5455_5457_SBE_Pelicans Jaw_Storage generalSDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell generalSDCP_5489_5491_Noble Solar_Purple Sage_Solar 3 1 Lugo – Victorville 500 kV general SDCP_5489_5491_Noble Solar_Purple Sage_Storage 3 1 Lugo – Victorville 500 kV generalSDCP_5402_5405_Core_Vidal_Solar general SDCP_5402_5405_Core_Vidal_Storage generalSDCP_Aypa_Euismod LDS long_duration_storageAES - Raceway_5564_June_Dec generalAES - Baldy_5563_July_Dec generalAES - McFarland_5565_June_Dec generalDuranmesa_5230_SDCP generalClines Corners_5229_SDCP generalTecolote_5233_SDCP_June_Dec generalMSCG Bridge generalSDCP_5000_Arrowleaf_Solar generalSDCP_5000_Arrowleaf_Storage generalSDCP_Intersect_Darden_Solar generalSDCP_Intersect_Darden_Storage generalSDCP_5461_SBE_Athos generalSDCP_5149_ESS_MesaHeights generalSDCP_Wellhead_NJEC generalSDCP_Wellhead_CVEC2 generalSDGE_Online_Battery NA SDGE_Development_Battery_1 NASDGE_Development_Battery_2 NASDGE_Online_Peaker_1 NA SDGE_Online_Peaker_2 NA
SDGE_Online_CHP_1 NASDGE_Online_CHP_2 NASDGE_Online_DR NA 202
lse_unique_contract_id mtr_NQC_ZE_gen_paired_dr mtr_tranche7_NQC mtr_tranche8_NQC mtr_tranche9_NQC mtr_bridge_to contract_RA_compliant engineering_assement_included capacity_factor SDCP_2822_Viking_SolarSDCP_2822_Viking_Storage 1SDCP_2822_Viking_Storage 2SDCP_2822_Viking_DCRSDCP_2990_JVR_Solar YESSDCP_2990_JVR_Storage YESDuranmesa_3819_SDCP SDCP_2822_VikingsClines Corners_3820_SDCP SDCP_2822_Vikings Tecolote_3821_SDCP 1 SDCP_2822_VikingsTecolote_3821_SDCP 2 SDCP_2990_JVRSDCP_5009_YellowPine_Solar YES SDCP_5009_YellowPine_Storage YESSDCP_5216_DesertSandsSDCP_5431_5432_Arevon_Avocet SDCP_5437_5438_Ormat_Pomona2SDCP_5238_Pattern_Sunzia_NorthSDCP_5238_Pattern_Sunzia_SouthSDCP_5469_Pattern_Duran Mesa LT RASDCP_5455_5457_SBE_Pelicans Jaw_SolarSDCP_5455_5457_SBE_Pelicans Jaw_StorageSDCP_5455_5457_SBE_Pelicans Jaw_Storage_SellSDCP_5489_5491_Noble Solar_Purple Sage_SolarSDCP_5489_5491_Noble Solar_Purple Sage_StorageSDCP_5402_5405_Core_Vidal_SolarSDCP_5402_5405_Core_Vidal_StorageSDCP_Aypa_Euismod LDSAES - Raceway_5564_June_Dec SDCP_2990_JVRAES - Baldy_5563_July_Dec SDCP_2990_JVRAES - McFarland_5565_June_Dec SDCP_2990_JVR Duranmesa_5230_SDCP SubstituteClines Corners_5229_SDCP SubstituteTecolote_5233_SDCP_June_Dec SDCP_2990_JVRMSCG Bridge SDCP_5009_YellowPineSDCP_5000_Arrowleaf_Solar SDCP_5000_Arrowleaf_StorageSDCP_Intersect_Darden_SolarSDCP_Intersect_Darden_StorageSDCP_5461_SBE_AthosSDCP_5149_ESS_MesaHeightsSDCP_Wellhead_NJECSDCP_Wellhead_CVEC2SDGE_Online_BatterySDGE_Development_Battery_1SDGE_Development_Battery_2SDGE_Online_Peaker_1SDGE_Online_Peaker_2SDGE_Online_CHP_1SDGE_Online_CHP_2SDGE_Online_DR 203
lse_unique_contract_id contract_changed previous_COD_year previous_COD_month previous_COD_day remediation_plan signed_contract notice_to_proceed public_contract buying_energy_capacity NQC_reporting_source SDCP_2822_Viking_Solar ES No EnergyCapacity In the contractSDCP_2822_Viking_Storage 1 ES No EnergyCapacity In the contractSDCP_2822_Viking_Storage 2 ES No EnergyCapacity In the contractSDCP_2822_Viking_DCR ES No EnergyCapacity In the contract SDCP_2990_JVR_Solar ES No EnergyCapacity In the contract SDCP_2990_JVR_Storage ES No EnergyCapacity In the contractDuranmesa_3819_SDCP ES No EnergyCapacity In the contractClines Corners_3820_SDCP ES No CapacityOnly In the contract Tecolote_3821_SDCP 1 ES No CapacityOnly In the contract Tecolote_3821_SDCP 2 ES No CapacityOnly In the contract SDCP_5009_YellowPine_Solar ES No EnergyCapacity In the contractSDCP_5009_YellowPine_Storage ES No EnergyCapacity In the contractSDCP_5216_DesertSands ES No CapacityOnly In the contract SDCP_5431_5432_Arevon_Avocet ES No EnergyCapacity In the contractSDCP_5437_5438_Ormat_Pomona2 ES No EnergyCapacity In the contractSDCP_5238_Pattern_Sunzia_North ES No EnergyCapacity In the contractSDCP_5238_Pattern_Sunzia_South ES No EnergyCapacity In the contractSDCP_5469_Pattern_Duran Mesa LT RA ES No CapacityOnly In the contract SDCP_5455_5457_SBE_Pelicans Jaw_Solar ES No EnergyCapacity In the contractSDCP_5455_5457_SBE_Pelicans Jaw_Storage ES No EnergyCapacity In the contractSDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell ES No EnergyCapacity In the contractSDCP_5489_5491_Noble Solar_Purple Sage_Solar ES No EnergyCapacity In the contract SDCP_5489_5491_Noble Solar_Purple Sage_Storage ES No EnergyCapacity In the contractSDCP_5402_5405_Core_Vidal_Solar ES No EnergyCapacity In the contractSDCP_5402_5405_Core_Vidal_Storage ES No EnergyCapacity In the contractSDCP_Aypa_Euismod LDS ES No EnergyCapacity In the contractAES - Raceway_5564_June_Dec ES No CapacityOnly In the contract AES - Baldy_5563_July_Dec ES No CapacityOnly In the contract AES - McFarland_5565_June_Dec ES No CapacityOnly In the contract Duranmesa_5230_SDCP ES No CapacityOnly In the contract
Clines Corners_5229_SDCP ES No CapacityOnly In the contract Tecolote_5233_SDCP_June_Dec ES No CapacityOnly In the contract MSCG Bridge ES No CapacityOnly In the contract
SDCP_5000_Arrowleaf_Solar ES No EnergyCapacity In the contractSDCP_5000_Arrowleaf_Storage ES No EnergyCapacity In the contractSDCP_Intersect_Darden_Solar ES No EnergyCapacity In the contractSDCP_Intersect_Darden_Storage ES No EnergyCapacity In the contractSDCP_5461_SBE_Athos ES No CapacityOnly In the contract SDCP_5149_ESS_MesaHeights ES No CapacityOnly In the contract SDCP_Wellhead_NJEC ES No EnergyCapacity In the contractSDCP_Wellhead_CVEC2 ES No EnergyCapacity In the contractSDGE_Online_Battery EnergyCapacitySDGE_Development_Battery_1 EnergyCapacitySDGE_Development_Battery_2 EnergyCapacitySDGE_Online_Peaker_1 CapacityOnlySDGE_Online_Peaker_2 CapacityOnlySDGE_Online_CHP_1 CapacityOnlySDGE_Online_CHP_2 CapacityOnlySDGE_Online_DR EnergyCapacity 204
lse_unique_contract_id procurement_origin planned_project_retention_priority csp_resource_category csp_annual_2028 csp_annual_2030 csp_annual_2035 csp_annual_2040 csp_annual_2045 macro_supertype notes SDCP_2822_Viking_Solar RPS,RA Hybrid_or_Paired_Solar_and_Battery (GWh) 338 330 322 0 specifiedimport SDCP_2822_Viking_Storage 1 RPS,RA Battery Storage (MWh Energy Capacity) physicalSDCP_2822_Viking_Storage 2 RPS,RA Battery Storage (MWh Energy Capacity) physicalSDCP_2822_Viking_DCR RPS,RA NA physical SDCP_2990_JVR_Solar RPS,RA Hybrid_or_Paired_Solar_and_Battery (GWh) 281 278 275 271 physical SDCP_2990_JVR_Storage RPS,RA Battery Storage (MWh Energy Capacity) physical Duranmesa_3819_SDCP RPS,RA specifiedimportClines Corners_3820_SDCP RA specifiedimportTecolote_3821_SDCP 1 RA specifiedimport Tecolote_3821_SDCP 2 RA specifiedimport
SDCP_5009_YellowPine_Solar RPS, RA Hybrid_or_Paired_Solar_and_Battery (GWh) 99 96 92.5 physical SDCP_5009_YellowPine_Storage RPS, RA Battery Storage (MWh Energy Capacity) physical SDCP_5216_DesertSands RA Battery Storage (MWh Energy Capacity) 480 480 480 newgenericSDCP_5431_5432_Arevon_Avocet RA Battery Storage (MWh Energy Capacity) 800 800 newgeneric SDCP_5437_5438_Ormat_Pomona2 RA Battery Storage (MWh Energy Capacity) 40 40 40 physical SDCP_5238_Pattern_Sunzia_North RPS,RA Wind New Mexico (GWh) 143 143 143 newgeneric SDCP_5238_Pattern_Sunzia_South RPS,RA Wind New Mexico (GWh) 331 331 331 newgeneric SDCP_5469_Pattern_Duran Mesa LT RA RA Battery Storage (MWh Energy Capacity) specifiedimport SDCP_5455_5457_SBE_Pelicans Jaw_Solar RPS, RA Hybrid_or_Paired_Solar_and_Battery (GWh) 1179 1147 newgeneric SDCP_5455_5457_SBE_Pelicans Jaw_Storage RPS, RA Battery Storage (MWh Energy Capacity) newgeneric SDCP_5455_5457_SBE_Pelicans Jaw_Storage_Sell RA NA newgenericSDCP_5489_5491_Noble Solar_Purple Sage_Solar RPS, RA Hybrid_or_Paired_Solar_and_Battery (GWh) 1183 1154 1125 newgenericSDCP_5489_5491_Noble Solar_Purple Sage_Storage RPS, RA Battery Storage (MWh Energy Capacity) newgenericSDCP_5402_5405_Core_Vidal_Solar RPS, RA Hybrid_or_Paired_Solar_and_Battery (GWh) 438 427 417 newgeneric SDCP_5402_5405_Core_Vidal_Storage RPS, RA Battery Storage (MWh Energy Capacity) newgeneric SDCP_Aypa_Euismod LDS RPS, RA Battery Storage (MWh Energy Capacity) 1600 1600 1600 newgeneric AES - Raceway_5564_June_Dec RA physical
AES - Baldy_5563_July_Dec RA physicalAES - McFarland_5565_June_Dec RA physical Duranmesa_5230_SDCP RA specifiedimportClines Corners_5229_SDCP RA specifiedimportTecolote_5233_SDCP_June_Dec RA specifiedimport MSCG Bridge RPS, RA unspecifiedimport
SDCP_5000_Arrowleaf_Solar RPS, RA Hybrid_or_Paired_Solar_and_Battery (GWh) 110.949 105.212 99.738 newgeneric SDCP_5000_Arrowleaf_Storage RPS, RA Battery Storage (MWh Energy Capacity) newgeneric SDCP_Intersect_Darden_Solar RPS, RA Hybrid_or_Paired_Solar_and_Battery (GWh) 110.949 105.212 99.738 newgenericSDCP_Intersect_Darden_Storage RPS, RA Battery Storage (MWh Energy Capacity) newgenericSDCP_5461_SBE_Athos RA Battery Storage (MWh Energy Capacity) 800 800 800 newgeneric SDCP_5149_ESS_MesaHeights RA Battery Storage (MWh Energy Capacity) 444 newgeneric SDCP_Wellhead_NJEC RA Battery Storage (MWh Energy Capacity) 200 200 200 newgeneric SDCP_Wellhead_CVEC2 RA Battery Storage (MWh Energy Capacity) 198.8 198.8 198.8 newgeneric SDGE_Online_Battery CAM Battery Storage (MWh Energy Capacity) 132.0336855 132.0336855 132.0336855 132.0336855 existinggenericSDGE_Development_Battery_1 CAM Battery Storage (MWh Energy Capacity) 451.8486127 451.8486127 451.8486127 451.8486127 newgeneric SDGE_Development_Battery_2 CAM Battery Storage (MWh Energy Capacity) 29.340819 29.340819 29.340819 29.340819 newgeneric SDGE_Online_Peaker_1 CAM NA 000 existinggeneric
SDGE_Online_Peaker_2 CAM NA 000 existinggeneric
SDGE_Online_CHP_1 CAM NA 000 existinggeneric
SDGE_Online_CHP_2 CAM NA 000 existinggeneric
SDGE_Online_DR CAM Shed DR (MW) 0 0 0 existinggeneric
205
lse_unique_contract_id resource alternative_resource_name contract_status project_interconnection_position interconnection_substation marginal_addition marginal_addition_to SDCP_4160_SENTNL_2_CTG1 SENTNL_2_CTG1 RA Online 3 Devers Substation 230kV Bus SDCP_4161_WSTWND_2_SBSBT1 _NEW_GENERIC_BATTERY_STORAGE WSTWND_2_SBSBT1 Development SDCP_4162_EDWARD_2_E21SB1 _NEW_GENERIC_BATTERY_STORAGE EDWARD_2_E21SB1 DevelopmentSDCP_4162_Ortega Grid Energy Storage _NEW_GENERIC_BATTERY_STORAGE Ortega Grid Energy Storage Development SDCP_4164_GATEWY_2_GESBT1 GATEWY_2_GESBT1 RA Online
SDCP_4164_JOANEC_2_STABT2 _EXISTING_GENERIC_BATTERY_STORAGE JOANEC_2_STABT2 Online SDCP_4164_KEARNY_6_NESBT1 KEARNY_6_NESBT1 RA Online
SDCP_4164_KEARNY_6_SESBT2 KEARNY_6_SESBT2 RA Online
SDCP_4164_Bright Canyon Energy Los Alamitos Energy Stor_NEW_GENERIC_BATTERY_STORAGE Bright Canyon Energy Los Alamitos Energy Storage Development SDCP_4164_VSTAES_6_VESBT1 VSTAES_6_VESBT1 RA OnlineSDCP_4165_VLCNTR_6_VCEBT1 VLCNTR_6_VCEBT1 RA OnlineSDCP_4165_VLCNTR_6_VCEBT2 VLCNTR_6_VCEBT2 RA OnlineSDCP_2964_Oberon_PCC1_1_SDCP _NEW_GENERIC_SOLAR_1AXIS Oberon Development 1642 Red Bluff Substation 500kV SDCP_3838_SCE_PCC1_4_SDCP _EXISTING_GENERIC_BIOMASS/WOOD PCC1 Biomass Online SDCP_3973_SDGE_PCC1_2_SDCP LASSEN_6_UNITS PCC1 Biomass OnlineSDCP_3590_DURANMESA_PCC1_LT_1_SDCP _CREZ_GENERIC_NEW_MEXICO_WIND Duran Mesa Online VAMO_LT_Solar _EXISTING_GENERIC_SOLAR_1AXIS VAMO Solar Online VAMO_LT_Wind _EXISTING_GENERIC_WIND VAMO Wind Online
SDCP_5010_SDGE_PCC1_PV _EXISTING_GENERIC_SOLAR_1AXIS Market Offer PV OnlineSDCP_5010_SDGE_PCC1_wind _EXISTING_GENERIC_SOLAR_1AXIS Market Offer Wind Online SDCP_46659_PGE_PCC1_PV _EXISTING_GENERIC_SOLAR_1AXIS Maker Offer PV Online SDCP_46659_PGE_PCC1_wind _EXISTING_GENERIC_SOLAR_1AXIS Maker Offer Wind Online IRP_ST RA_Thermal_2026 _EXISTING_GENERIC_COMBINED_CYCLE Online IRP_ST RA_Biogas_2026 _EXISTING_GENERIC_BIOGAS_LANDFILLGAS OnlineIRP_ST RA_Geo_2026 _EXISTING_GENERIC_GEOTHERMAL OnlineIRP_ST RA_Hydro_2026 _EXISTING_GENERIC_INSTATE_LARGE_HYDRO OnlineIRP_ST RA_4hrBESS_2026 _EXISTING_GENERIC_BATTERY_STORAGE OnlineIRP_ST RA_SolarNorCal_2026 _EXISTING_GENERIC_SOLAR_FIXED OnlineIRP_ST RA_SolarSocal_2026 _EXISTING_GENERIC_SOLAR_FIXED OnlineIRP_ST RA_SolarTrackingNorcal_2026 _EXISTING_GENERIC_SOLAR_1AXIS OnlineIRP_ST RA_SolarTrackingSoCal_2026 _EXISTING_GENERIC_SOLAR_1AXIS OnlineIRP_ST RA_WindNorCal_2026 _EXISTING_GENERIC_WIND OnlineIRP_ST RA_WindSoCal_2026 _EXISTING_GENERIC_WIND OnlineIRP_ST RA_Thermal_2027 _EXISTING_GENERIC_COMBINED_CYCLE OnlineIRP_ST RA_4hrBESS_2027 _EXISTING_GENERIC_BATTERY_STORAGE OnlineIRP_ST RA_SolarSocal_2027 _EXISTING_GENERIC_SOLAR_FIXED OnlineIRP_ST RA_Thermal_2028 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExisting IRP_ST RA_Thermal_2029 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2030 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2031 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2032 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2033 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2034 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2035 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2036 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2037 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2038 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2039 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2040 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2041 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExisting 206
lse_unique_contract_id total_nameplate_capacity contracted_nameplate_capacity sep_contracted_mw_nqc contract_gwh_annual is_hybrid_paired can_charge_from_grid total_generator_mw SDCP_4160_SENTNL_2_CTG1 NotHybridSDCP_4161_WSTWND_2_SBSBT1 NotHybridSDCP_4162_EDWARD_2_E21SB1 NewSolarNewStorage NOSDCP_4162_Ortega Grid Energy Storage NotHybridSDCP_4164_GATEWY_2_GESBT1 NotHybridSDCP_4164_JOANEC_2_STABT2 NotHybridSDCP_4164_KEARNY_6_NESBT1 NotHybridSDCP_4164_KEARNY_6_SESBT2 NotHybridSDCP_4164_Bright Canyon Energy Los Alamitos Energy Sto NotHybridSDCP_4164_VSTAES_6_VESBT1 NotHybridSDCP_4165_VLCNTR_6_VCEBT1 NotHybridSDCP_4165_VLCNTR_6_VCEBT2 NotHybridSDCP_2964_Oberon_PCC1_1_SDCP NotHybridSDCP_3838_SCE_PCC1_4_SDCP NotHybridSDCP_3973_SDGE_PCC1_2_SDCP NotHybridSDCP_3590_DURANMESA_PCC1_LT_1_SDCP NotHybridVAMO_LT_Solar NotHybridVAMO_LT_Wind NotHybridSDCP_5010_SDGE_PCC1_PV NotHybridSDCP_5010_SDGE_PCC1_wind NotHybridSDCP_46659_PGE_PCC1_PV NotHybridSDCP_46659_PGE_PCC1_wind NotHybridIRP_ST RA_Thermal_2026 NotHybridIRP_ST RA_Biogas_2026 NotHybridIRP_ST RA_Geo_2026 NotHybridIRP_ST RA_Hydro_2026 NotHybridIRP_ST RA_4hrBESS_2026 NotHybrid YES IRP_ST RA_SolarNorCal_2026 NotHybridIRP_ST RA_SolarSocal_2026 NotHybridIRP_ST RA_SolarTrackingNorcal_2026 NotHybridIRP_ST RA_SolarTrackingSoCal_2026 NotHybridIRP_ST RA_WindNorCal_2026 NotHybridIRP_ST RA_WindSoCal_2026 NotHybridIRP_ST RA_Thermal_2027 NotHybridIRP_ST RA_4hrBESS_2027 NotHybrid YESIRP_ST RA_SolarSocal_2027 NotHybridIRP_ST RA_Thermal_2028 NotHybridIRP_ST RA_Thermal_2029 NotHybridIRP_ST RA_Thermal_2030 NotHybridIRP_ST RA_Thermal_2031 NotHybridIRP_ST RA_Thermal_2032 NotHybridIRP_ST RA_Thermal_2033 NotHybrid IRP_ST RA_Thermal_2034 NotHybridIRP_ST RA_Thermal_2035 NotHybridIRP_ST RA_Thermal_2036 NotHybridIRP_ST RA_Thermal_2037 NotHybridIRP_ST RA_Thermal_2038 NotHybridIRP_ST RA_Thermal_2039 NotHybridIRP_ST RA_Thermal_2040 NotHybridIRP_ST RA_Thermal_2041 NotHybrid 207
lse_unique_contract_id contracted_generator_mw total_storage_mw contracted_storage_mw solar_technology_sub_type storage_technology_sub_type total_storage_depth_mwh contracted_storage_depth_mwh SDCP_4160_SENTNL_2_CTG1SDCP_4161_WSTWND_2_SBSBT1 Li 320SDCP_4162_EDWARD_2_E21SB1 Axis Li 1501 SDCP_4162_Ortega Grid Energy Storage Li 40
SDCP_4164_GATEWY_2_GESBT1 Li 1000
SDCP_4164_JOANEC_2_STABT2 Li 80
SDCP_4164_KEARNY_6_NESBT1 Li 40
SDCP_4164_KEARNY_6_SESBT2 Li 40
SDCP_4164_Bright Canyon Energy Los Alamitos Energy Stor Li 80 SDCP_4164_VSTAES_6_VESBT1 Li 160
SDCP_4165_VLCNTR_6_VCEBT1 Li 216
SDCP_4165_VLCNTR_6_VCEBT2 Li 200
SDCP_2964_Oberon_PCC1_1_SDCPSDCP_3838_SCE_PCC1_4_SDCPSDCP_3973_SDGE_PCC1_2_SDCPSDCP_3590_DURANMESA_PCC1_LT_1_SDCPVAMO_LT_SolarVAMO_LT_WindSDCP_5010_SDGE_PCC1_PVSDCP_5010_SDGE_PCC1_windSDCP_46659_PGE_PCC1_PVSDCP_46659_PGE_PCC1_windIRP_ST RA_Thermal_2026IRP_ST RA_Biogas_2026IRP_ST RA_Geo_2026IRP_ST RA_Hydro_2026IRP_ST RA_4hrBESS_2026 984.9858357IRP_ST RA_SolarNorCal_2026IRP_ST RA_SolarSocal_2026IRP_ST RA_SolarTrackingNorcal_2026IRP_ST RA_SolarTrackingSoCal_2026IRP_ST RA_WindNorCal_2026IRP_ST RA_WindSoCal_2026IRP_ST RA_Thermal_2027IRP_ST RA_4hrBESS_2027 791.56IRP_ST RA_SolarSocal_2027IRP_ST RA_Thermal_2028IRP_ST RA_Thermal_2029IRP_ST RA_Thermal_2030IRP_ST RA_Thermal_2031IRP_ST RA_Thermal_2032IRP_ST RA_Thermal_2033IRP_ST RA_Thermal_2034IRP_ST RA_Thermal_2035IRP_ST RA_Thermal_2036IRP_ST RA_Thermal_2037IRP_ST RA_Thermal_2038IRP_ST RA_Thermal_2039IRP_ST RA_Thermal_2040IRP_ST RA_Thermal_2041 208
lse_unique_contract_id viability_cod_reasonableness viability_technical_feasibility viability_financing_sitecontrol resource_mix cam_d1911016_vamo_ghgbuy_sell_own counterparty generator_supplier developer_name SDCP_4160_SENTNL_2_CTG1 Buy San Diego Gas & Electric CompanySDCP_4161_WSTWND_2_SBSBT1 Buy San Diego Gas & Electric CompanySDCP_4162_EDWARD_2_E21SB1 Buy San Diego Gas & Electric CompanySDCP_4162_Ortega Grid Energy Storage Buy San Diego Gas & Electric CompanySDCP_4164_GATEWY_2_GESBT1 Buy San Diego Gas & Electric CompanySDCP_4164_JOANEC_2_STABT2 Buy San Diego Gas & Electric CompanySDCP_4164_KEARNY_6_NESBT1 Buy San Diego Gas & Electric CompanySDCP_4164_KEARNY_6_SESBT2 Buy San Diego Gas & Electric CompanySDCP_4164_Bright Canyon Energy Los Alamitos Energy St Buy San Diego Gas & Electric CompanySDCP_4164_VSTAES_6_VESBT1 Buy San Diego Gas & Electric Company SDCP_4165_VLCNTR_6_VCEBT1 Buy San Diego Gas & Electric Company SDCP_4165_VLCNTR_6_VCEBT2 Buy San Diego Gas & Electric Company SDCP_2964_Oberon_PCC1_1_SDCP Buy OBERON - IP Oberon, LLC SDCP_3838_SCE_PCC1_4_SDCP Buy Southern California Edison Company SDCP_3973_SDGE_PCC1_2_SDCP Buy San Diego Gas & Electric Company SDCP_3590_DURANMESA_PCC1_LT_1_SDCP Duran Mesa, LLCVAMO_LT_Solar VAMO Buy San Diego Gas & Electric Company VAMO_LT_Wind VAMO Buy San Diego Gas & Electric Company
SDCP_5010_SDGE_PCC1_PV Buy San Diego Gas & Electric Company SDCP_5010_SDGE_PCC1_wind Buy San Diego Gas & Electric Company SDCP_46659_PGE_PCC1_PV Buy Pacific Gas & Electric Company SDCP_46659_PGE_PCC1_wind Buy Pacific Gas & Electric Company IRP_ST RA_Thermal_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_Biogas_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_Geo_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_Hydro_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_4hrBESS_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_SolarNorCal_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_SolarSocal_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_SolarTrackingNorcal_2026 Buy Multiple non-IOU LSEs IRP_ST RA_SolarTrackingSoCal_2026 Buy Multiple non-IOU LSEs IRP_ST RA_WindNorCal_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_WindSoCal_2026 Buy Multiple non-IOU LSEs
IRP_ST RA_Thermal_2027 Buy Multiple non-IOU LSEs
IRP_ST RA_4hrBESS_2027 Buy Multiple non-IOU LSEs
IRP_ST RA_SolarSocal_2027 Buy Multiple non-IOU LSEs
IRP_ST RA_Thermal_2028 Buy non-LSE supplier
IRP_ST RA_Thermal_2029 Buy non-LSE supplier
IRP_ST RA_Thermal_2030 Buy non-LSE supplier
IRP_ST RA_Thermal_2031 Buy non-LSE supplier
IRP_ST RA_Thermal_2032 Buy non-LSE supplier
IRP_ST RA_Thermal_2033 Buy non-LSE supplier
IRP_ST RA_Thermal_2034 Buy non-LSE supplier
IRP_ST RA_Thermal_2035 Buy non-LSE supplierIRP_ST RA_Thermal_2036 Buy non-LSE supplier IRP_ST RA_Thermal_2037 Buy non-LSE supplier
IRP_ST RA_Thermal_2038 Buy non-LSE supplier
IRP_ST RA_Thermal_2039 Buy non-LSE supplier
IRP_ST RA_Thermal_2040 Buy non-LSE supplier
IRP_ST RA_Thermal_2041 Buy non-LSE supplier
209
lse_unique_contract_id capacity_area capacity_sub_area cpuc_approval_ref county COD_year COD_month COD_day contract_start_date_year contract_start_date_month contract_start_date_day contract_end_date_year SDCP_4160_SENTNL_2_CTG1 LABasin RiversideCountySDCP_4161_WSTWND_2_SBSBT1 SCE KernCountySDCP_4162_EDWARD_2_E21SB1 SCE KernCountySDCP_4162_Ortega Grid Energy Storage SCE RiversideCountySDCP_4164_GATEWY_2_GESBT1 SanDiegoImperialValley SanDiegoCountySDCP_4164_JOANEC_2_STABT2 SanDiegoImperialValley OrangeCountySDCP_4164_KEARNY_6_NESBT1 SanDiegoImperialValley SanDiegoCountySDCP_4164_KEARNY_6_SESBT2 SanDiegoImperialValley SanDiegoCountySDCP_4164_Bright Canyon Energy Los Alamitos Energy Sto SanDiegoImperialValley OrangeCounty SDCP_4164_VSTAES_6_VESBT1 SanDiegoImperialValley SanDiegoCountySDCP_4165_VLCNTR_6_VCEBT1 SanDiegoImperialValley SanDiegoCountySDCP_4165_VLCNTR_6_VCEBT2 SanDiegoImperialValley SanDiegoCountySDCP_2964_Oberon_PCC1_1_SDCP RiversideCounty SDCP_3838_SCE_PCC1_4_SDCPSDCP_3973_SDGE_PCC1_2_SDCP LassenCounty SDCP_3590_DURANMESA_PCC1_LT_1_SDCP NewMexicoVAMO_LT_Solar SanDiegoCountyVAMO_LT_Wind SanDiegoCountySDCP_5010_SDGE_PCC1_PV Various SDCP_5010_SDGE_PCC1_wind VariousSDCP_46659_PGE_PCC1_PV VariousSDCP_46659_PGE_PCC1_wind VariousIRP_ST RA_Thermal_2026IRP_ST RA_Biogas_2026IRP_ST RA_Geo_2026IRP_ST RA_Hydro_2026IRP_ST RA_4hrBESS_2026IRP_ST RA_SolarNorCal_2026IRP_ST RA_SolarSocal_2026IRP_ST RA_SolarTrackingNorcal_2026IRP_ST RA_SolarTrackingSoCal_2026IRP_ST RA_WindNorCal_2026 Kern Kern Westpark ContraCostaCountyIRP_ST RA_WindSoCal_2026 SanDiegoImperialValley San Diego/Imperial Valley San Diego SanDiegoCountyIRP_ST RA_Thermal_2027IRP_ST RA_4hrBESS_2027IRP_ST RA_SolarSocal_2027 SanDiegoImperialValley San Diego/Imperial Valley San DiegoIRP_ST RA_Thermal_2028IRP_ST RA_Thermal_2029IRP_ST RA_Thermal_2030IRP_ST RA_Thermal_2031IRP_ST RA_Thermal_2032IRP_ST RA_Thermal_2033IRP_ST RA_Thermal_2034IRP_ST RA_Thermal_2035IRP_ST RA_Thermal_2036IRP_ST RA_Thermal_2037IRP_ST RA_Thermal_2038IRP_ST RA_Thermal_2039IRP_ST RA_Thermal_2040IRP_ST RA_Thermal_2041 210
211
lse_unique_contract_id tx_upgrade_date_month tx_upgrade_date_day tx_upgrade_description d2106035_procurement_cat mtr_tranche1_NQC mtr_tranche2_NQC mtr_tranche3_NQC mtr_tranche4_NQC mtr_tranche5_NQC mtr_tranche6_NQC SDCP_4160_SENTNL_2_CTG1 1SDCP_4161_WSTWND_2_SBSBT1 3SDCP_4162_EDWARD_2_E21SB1 3SDCP_4162_Ortega Grid Energy Storage 3SDCP_4164_GATEWY_2_GESBT1 3SDCP_4164_JOANEC_2_STABT2 2SDCP_4164_KEARNY_6_NESBT1 1SDCP_4164_KEARNY_6_SESBT2 1SDCP_4164_Bright Canyon Energy Los Alamitos Energy Sto2 SDCP_4164_VSTAES_6_VESBT1 1SDCP_4165_VLCNTR_6_VCEBT1 1SDCP_4165_VLCNTR_6_VCEBT2 1SDCP_2964_Oberon_PCC1_1_SDCP NASDCP_3838_SCE_PCC1_4_SDCP NASDCP_3973_SDGE_PCC1_2_SDCP NASDCP_3590_DURANMESA_PCC1_LT_1_SDCP NAVAMO_LT_Solar NAVAMO_LT_Wind NASDCP_5010_SDGE_PCC1_PV NASDCP_5010_SDGE_PCC1_wind NASDCP_46659_PGE_PCC1_PV NASDCP_46659_PGE_PCC1_wind NAIRP_ST RA_Thermal_2026 NAIRP_ST RA_Biogas_2026 NAIRP_ST RA_Geo_2026 NAIRP_ST RA_Hydro_2026 NAIRP_ST RA_4hrBESS_2026 NAIRP_ST RA_SolarNorCal_2026 NAIRP_ST RA_SolarSocal_2026 NAIRP_ST RA_SolarTrackingNorcal_2026 NA IRP_ST RA_SolarTrackingSoCal_2026 NAIRP_ST RA_WindNorCal_2026 NAIRP_ST RA_WindSoCal_2026 NAIRP_ST RA_Thermal_2027 NAIRP_ST RA_4hrBESS_2027 NAIRP_ST RA_SolarSocal_2027 NAIRP_ST RA_Thermal_2028IRP_ST RA_Thermal_2029IRP_ST RA_Thermal_2030IRP_ST RA_Thermal_2031IRP_ST RA_Thermal_2032IRP_ST RA_Thermal_2033IRP_ST RA_Thermal_2034IRP_ST RA_Thermal_2035IRP_ST RA_Thermal_2036IRP_ST RA_Thermal_2037IRP_ST RA_Thermal_2038IRP_ST RA_Thermal_2039IRP_ST RA_Thermal_2040IRP_ST RA_Thermal_2041 212
lse_unique_contract_id mtr_NQC_ZE_gen_paired_dr mtr_tranche7_NQC mtr_tranche8_NQC mtr_tranche9_NQC mtr_bridge_to contract_RA_compliant engineering_assement_included SDCP_4160_SENTNL_2_CTG1SDCP_4161_WSTWND_2_SBSBT1SDCP_4162_EDWARD_2_E21SB1SDCP_4162_Ortega Grid Energy StorageSDCP_4164_GATEWY_2_GESBT1SDCP_4164_JOANEC_2_STABT2SDCP_4164_KEARNY_6_NESBT1SDCP_4164_KEARNY_6_SESBT2SDCP_4164_Bright Canyon Energy Los Alamitos Energy StorageSDCP_4164_VSTAES_6_VESBT1SDCP_4165_VLCNTR_6_VCEBT1SDCP_4165_VLCNTR_6_VCEBT2SDCP_2964_Oberon_PCC1_1_SDCPSDCP_3838_SCE_PCC1_4_SDCPSDCP_3973_SDGE_PCC1_2_SDCPSDCP_3590_DURANMESA_PCC1_LT_1_SDCPVAMO_LT_SolarVAMO_LT_WindSDCP_5010_SDGE_PCC1_PVSDCP_5010_SDGE_PCC1_windSDCP_46659_PGE_PCC1_PVSDCP_46659_PGE_PCC1_windIRP_ST RA_Thermal_2026IRP_ST RA_Biogas_2026IRP_ST RA_Geo_2026IRP_ST RA_Hydro_2026IRP_ST RA_4hrBESS_2026IRP_ST RA_SolarNorCal_2026IRP_ST RA_SolarSocal_2026IRP_ST RA_SolarTrackingNorcal_2026IRP_ST RA_SolarTrackingSoCal_2026IRP_ST RA_WindNorCal_2026IRP_ST RA_WindSoCal_2026IRP_ST RA_Thermal_2027IRP_ST RA_4hrBESS_2027IRP_ST RA_SolarSocal_2027IRP_ST RA_Thermal_2028IRP_ST RA_Thermal_2029IRP_ST RA_Thermal_2030IRP_ST RA_Thermal_2031IRP_ST RA_Thermal_2032IRP_ST RA_Thermal_2033IRP_ST RA_Thermal_2034IRP_ST RA_Thermal_2035IRP_ST RA_Thermal_2036IRP_ST RA_Thermal_2037IRP_ST RA_Thermal_2038IRP_ST RA_Thermal_2039IRP_ST RA_Thermal_2040IRP_ST RA_Thermal_2041 213
lse_unique_contract_id capacity_factor contract_changed previous_COD_year previous_COD_month previous_COD_day remediation_plan signed_contract notice_to_proceed public_contract buying_energy_capacity SDCP_4160_SENTNL_2_CTG1 YES No CapacityOnlySDCP_4161_WSTWND_2_SBSBT1 YES No CapacityOnlySDCP_4162_EDWARD_2_E21SB1 YES No CapacityOnlySDCP_4162_Ortega Grid Energy Storage YES No CapacityOnlySDCP_4164_GATEWY_2_GESBT1 YES No CapacityOnlySDCP_4164_JOANEC_2_STABT2 YES No CapacityOnlySDCP_4164_KEARNY_6_NESBT1 YES No CapacityOnlySDCP_4164_KEARNY_6_SESBT2 YES No CapacityOnlySDCP_4164_Bright Canyon Energy Los Alamitos Energy Storage YES No CapacityOnlySDCP_4164_VSTAES_6_VESBT1 YES No CapacityOnlySDCP_4165_VLCNTR_6_VCEBT1 YES No CapacityOnlySDCP_4165_VLCNTR_6_VCEBT2 YES No CapacityOnlySDCP_2964_Oberon_PCC1_1_SDCP YES No EnergyOnlySDCP_3838_SCE_PCC1_4_SDCP YES No EnergyOnlySDCP_3973_SDGE_PCC1_2_SDCP YES No EnergyOnlySDCP_3590_DURANMESA_PCC1_LT_1_SDCP YES No EnergyOnlyVAMO_LT_Solar YES No EnergyOnlyVAMO_LT_Wind YES No EnergyOnlySDCP_5010_SDGE_PCC1_PV YES No EnergyOnly SDCP_5010_SDGE_PCC1_wind YES No EnergyOnly
SDCP_46659_PGE_PCC1_PV YES No EnergyOnly
SDCP_46659_PGE_PCC1_wind YES No EnergyOnly
IRP_ST RA_Thermal_2026 YES CapacityOnly
IRP_ST RA_Biogas_2026 YES CapacityOnlyIRP_ST RA_Geo_2026 YES CapacityOnly IRP_ST RA_Hydro_2026 YES CapacityOnlyIRP_ST RA_4hrBESS_2026 YES CapacityOnly IRP_ST RA_SolarNorCal_2026 YES CapacityOnly
IRP_ST RA_SolarSocal_2026 YES CapacityOnlyIRP_ST RA_SolarTrackingNorcal_2026 YES CapacityOnly IRP_ST RA_SolarTrackingSoCal_2026 YES CapacityOnlyIRP_ST RA_WindNorCal_2026 YES CapacityOnly IRP_ST RA_WindSoCal_2026 YES CapacityOnly
IRP_ST RA_Thermal_2027 YES CapacityOnlyIRP_ST RA_4hrBESS_2027 YES CapacityOnly IRP_ST RA_SolarSocal_2027 YES CapacityOnly
IRP_ST RA_Thermal_2028 NO CapacityOnly
IRP_ST RA_Thermal_2029 NO CapacityOnly
IRP_ST RA_Thermal_2030 NO CapacityOnly
IRP_ST RA_Thermal_2031 NO CapacityOnly
IRP_ST RA_Thermal_2032 NO CapacityOnly
IRP_ST RA_Thermal_2033 NO CapacityOnly
IRP_ST RA_Thermal_2034 NO CapacityOnly
IRP_ST RA_Thermal_2035 NO CapacityOnly
IRP_ST RA_Thermal_2036 NO CapacityOnly
IRP_ST RA_Thermal_2037 NO CapacityOnly
IRP_ST RA_Thermal_2038 NO CapacityOnly
IRP_ST RA_Thermal_2039 NO CapacityOnly
IRP_ST RA_Thermal_2040 NO CapacityOnly
IRP_ST RA_Thermal_2041 NO CapacityOnly
214
lse_unique_contract_id NQC_reporting_source procurement_origin planned_project_retention_priority csp_resource_category csp_annual_2028 csp_annual_2030 csp_annual_2035 csp_annual_2040 csp_annual_2045 macro_supertype notes SDCP_4160_SENTNL_2_CTG1 In the contract RA NA physical
SDCP_4161_WSTWND_2_SBSBT1 In the contract RA NA newgeneric SDCP_4162_EDWARD_2_E21SB1 In the contract RA NA newgenericSDCP_4162_Ortega Grid Energy Storage In the contract RA NA newgeneric SDCP_4164_GATEWY_2_GESBT1 In the contract RA NA physical SDCP_4164_JOANEC_2_STABT2 In the contract RA NA existinggenericSDCP_4164_KEARNY_6_NESBT1 In the contract RA NA physical SDCP_4164_KEARNY_6_SESBT2 In the contract RA NA physical SDCP_4164_Bright Canyon Energy Los Alamitos Energy Sto In the contract RA NA newgenericSDCP_4164_VSTAES_6_VESBT1 In the contract RA NA physical SDCP_4165_VLCNTR_6_VCEBT1 In the contract RA NA physical SDCP_4165_VLCNTR_6_VCEBT2 In the contract RA NA physical SDCP_2964_Oberon_PCC1_1_SDCP RPS Solar New SCE SDG&E (GWh) 455.548 446.298 434.736 newgeneric SDCP_3838_SCE_PCC1_4_SDCP RPS Biomass (GWh) existinggeneric SDCP_3973_SDGE_PCC1_2_SDCP RPS Biomass (GWh) physical
SDCP_3590_DURANMESA_PCC1_LT_1_SDCP RPS Wind New Mexico (GWh) 170.76 170.76 170.76 newresolve VAMO_LT_Solar allocation Solar Baseline California (GWh) 1525.81 1002.08 286.96 existinggeneric VAMO_LT_Wind allocation Wind Baseline California (GWh) 1304.36 640.68 183.47 existinggeneric SDCP_5010_SDGE_PCC1_PV RPS Solar Baseline California (GWh) 239.88 206.77 27.12 existinggenericSDCP_5010_SDGE_PCC1_wind RPS Wind Baseline California (GWh) 79.96 68.92 9.04 existinggeneric SDCP_46659_PGE_PCC1_PV RPS Solar Baseline California (GWh) 31.90 21.40 6.69 existinggeneric SDCP_46659_PGE_PCC1_wind RPS Wind Baseline California (GWh) 10.63 7.13 2.23 existinggeneric IRP_ST RA_Thermal_2026 In the contract RA NA existinggeneric IRP_ST RA_Biogas_2026 In the contract RA NA existinggeneric IRP_ST RA_Geo_2026 In the contract RA NA existinggeneric IRP_ST RA_Hydro_2026 In the contract RA NA existinggeneric IRP_ST RA_4hrBESS_2026 In the contract RA NA existinggeneric IRP_ST RA_SolarNorCal_2026 In the contract RA NA existinggeneric IRP_ST RA_SolarSocal_2026 In the contract RA NA existinggeneric IRP_ST RA_SolarTrackingNorcal_2026 In the contract RA NA existinggeneric IRP_ST RA_SolarTrackingSoCal_2026 In the contract RA NA existinggenericIRP_ST RA_WindNorCal_2026 In the contract RA NA existinggeneric IRP_ST RA_WindSoCal_2026 In the contract RA NA existinggenericIRP_ST RA_Thermal_2027 In the contract RA NA existinggeneric IRP_ST RA_4hrBESS_2027 In the contract RA NA existinggeneric IRP_ST RA_SolarSocal_2027 In the contract RA NA existinggeneric IRP_ST RA_Thermal_2028 RA NA existinggeneric
IRP_ST RA_Thermal_2029 RA NA existinggeneric
IRP_ST RA_Thermal_2030 RA NA existinggeneric
IRP_ST RA_Thermal_2031 RA NA existinggeneric
IRP_ST RA_Thermal_2032 RA NA existinggeneric
IRP_ST RA_Thermal_2033 RA NA existinggeneric
IRP_ST RA_Thermal_2034 RA NA existinggeneric
IRP_ST RA_Thermal_2035 RA NA existinggeneric
IRP_ST RA_Thermal_2036 RA NA existinggeneric
IRP_ST RA_Thermal_2037 RA NA existinggeneric
IRP_ST RA_Thermal_2038 RA NA existinggeneric
IRP_ST RA_Thermal_2039 RA NA existinggeneric
IRP_ST RA_Thermal_2040 RA NA existinggeneric
IRP_ST RA_Thermal_2041 RA NA existinggeneric
215
lse_unique_contract_id resource alternative_resource_name contract_status project_interconnection_position interconnection_substation marginal_addition marginal_addition_to total_nameplate_capacity IRP_ST RA_Thermal_2042 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExisting IRP_ST RA_Thermal_2043 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2044 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RA_Thermal_2045 _EXISTING_GENERIC_COMBINED_CYCLE PlannedExistingIRP_ST RPS_2030 _NEW_GENERIC_SOLAR_1AXIS PlannedNew IRP_ST RPS_2035 _NEW_GENERIC_SOLAR_1AXIS PlannedNewIRP_ST RPS_2045 _NEW_GENERIC_SOLAR_1AXIS PlannedNewIRP_DER_1 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_DER1_1 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_DER2_1 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_SCE Wind_1 _NEW_GENERIC_WIND_CA PlannedNewIRP_Geo_1 _NEW_GENERIC_GEOTHERMAL PlannedNewIRP_Wind_1 _NEW_GENERIC_WIND_OOS_AZNM PlannedNew IRP_Imperial PV_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNew IRP_SD PV_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2033_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2035_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2038_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2039_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2040_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2041_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2042_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2044_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Hybrid PV_2045_2 _EXISTING_GENERIC_SOLAR_1AXIS PlannedNewIRP_Wind East_2 _NEW_GENERIC_WIND_CA PlannedNewIRP_Wind NM_2 _NEW_GENERIC_WIND_OOS_AZNM PlannedNew IRP_Wind South_2 _NEW_GENERIC_WIND_CA PlannedNew
IRP_Hybrid BESS_2033_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2035_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2036_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2037_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2038_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2039_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2040_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2041_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2042_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2044_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Hybrid BESS_2045_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Imperial BESS_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_SD BESS_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_LDS_2040_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_LDS_2045_2 _NEW_GENERIC_BATTERY_STORAGE PlannedNewIRP_Geo_2040_2 _NEW_GENERIC_GEOTHERMAL PlannedNewIRP_Geo_2045_3 _NEW_GENERIC_GEOTHERMAL PlannedNew 216
lse_unique_contract_id contracted_nameplate_capacity sep_contracted_mw_nqc contract_gwh_annual is_hybrid_paired can_charge_from_grid total_generator_mw contracted_generator_mw total_storage_mw IRP_ST RA_Thermal_2042 NotHybridIRP_ST RA_Thermal_2043 NotHybridIRP_ST RA_Thermal_2044 NotHybridIRP_ST RA_Thermal_2045 NotHybridIRP_ST RPS_2030 NotHybridIRP_ST RPS_2035 NotHybridIRP_ST RPS_2045 NotHybridIRP_DER_1 NotHybrid YESIRP_DER1_1 NotHybrid YESIRP_DER2_1 NotHybrid YESIRP_SCE Wind_1 NotHybridIRP_Geo_1 NotHybridIRP_Wind_1 NotHybridIRP_Imperial PV_2 NewSolarNewStorageIRP_SD PV_2 NewSolarNewStorageIRP_Hybrid PV_2033_2 NewSolarNewStorageIRP_Hybrid PV_2035_2 NewSolarNewStorageIRP_Hybrid PV_2038_2 NewSolarNewStorageIRP_Hybrid PV_2039_2 NewSolarNewStorageIRP_Hybrid PV_2040_2 NewSolarNewStorageIRP_Hybrid PV_2041_2 NewSolarNewStorageIRP_Hybrid PV_2042_2 NewSolarNewStorageIRP_Hybrid PV_2044_2 NewSolarNewStorageIRP_Hybrid PV_2045_2 NewSolarNewStorageIRP_Wind East_2 NewWindNewStorageIRP_Wind NM_2 NewWindNewStorageIRP_Wind South_2 NewWindNewStorageIRP_Hybrid BESS_2033_2 NewSolarNewStorage YES IRP_Hybrid BESS_2035_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2036_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2037_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2038_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2039_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2040_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2041_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2042_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2044_2 NewSolarNewStorage YES
IRP_Hybrid BESS_2045_2 NewSolarNewStorage YES
IRP_Imperial BESS_2 NewSolarNewStorage YES
IRP_SD BESS_2 NewSolarNewStorage YES
IRP_LDS_2040_2 NotHybrid YES
IRP_LDS_2045_2 NotHybrid YES
IRP_Geo_2040_2 NotHybridIRP_Geo_2045_3 NotHybrid
217
lse_unique_contract_id contracted_storage_mw solar_technology_sub_type storage_technology_sub_type total_storage_depth_mwh contracted_storage_depth_mwh viability_cod_reasonableness viability_technical_feasibility viability_financing_sitecontrol IRP_ST RA_Thermal_2042IRP_ST RA_Thermal_2043IRP_ST RA_Thermal_2044IRP_ST RA_Thermal_2045IRP_ST RPS_2030IRP_ST RPS_2035IRP_ST RPS_2045IRP_DER_1 133.16IRP_DER1_1 240IRP_DER2_1 240IRP_SCE Wind_1IRP_Geo_1IRP_Wind_1IRP_Imperial PV_2IRP_SD PV_2IRP_Hybrid PV_2033_2IRP_Hybrid PV_2035_2IRP_Hybrid PV_2038_2IRP_Hybrid PV_2039_2IRP_Hybrid PV_2040_2IRP_Hybrid PV_2041_2IRP_Hybrid PV_2042_2IRP_Hybrid PV_2044_2IRP_Hybrid PV_2045_2IRP_Wind East_2IRP_Wind NM_2IRP_Wind South_2IRP_Hybrid BESS_2033_2 568IRP_Hybrid BESS_2035_2 2732IRP_Hybrid BESS_2036_2 968IRP_Hybrid BESS_2037_2 1124IRP_Hybrid BESS_2038_2 1048IRP_Hybrid BESS_2039_2 1348IRP_Hybrid BESS_2040_2 3696IRP_Hybrid BESS_2041_2 1324IRP_Hybrid BESS_2042_2 1812IRP_Hybrid BESS_2044_2 820IRP_Hybrid BESS_2045_2 1536IRP_Imperial BESS_2 392IRP_SD BESS_2 80IRP_LDS_2040_2 10000IRP_LDS_2045_2 2000IRP_Geo_2040_2IRP_Geo_2045_3 218
lse_unique_contract_id resource_mix cam_d1911016_vamo_gh buy_sell_own counterparty generator_supplier developer_name capacity_area capacity_sub_area cpuc_approval_ref county IRP_ST RA_Thermal_2042 Buy non-LSE supplierIRP_ST RA_Thermal_2043 Buy non-LSE supplierIRP_ST RA_Thermal_2044 Buy non-LSE supplierIRP_ST RA_Thermal_2045 Buy non-LSE supplierIRP_ST RPS_2030 Buy Multiple non-IOU LSEsIRP_ST RPS_2035 Buy Multiple non-IOU LSEsIRP_ST RPS_2045 Buy Multiple non-IOU LSEsIRP_DER_1 Buy non-LSE supplierIRP_DER1_1 Buy non-LSE supplierIRP_DER2_1 Buy non-LSE supplierIRP_SCE Wind_1 Buy non-LSE supplierIRP_Geo_1 Buy non-LSE supplierIRP_Wind_1 Buy non-LSE supplierIRP_Imperial PV_2 Buy non-LSE supplierIRP_SD PV_2 Buy non-LSE supplierIRP_Hybrid PV_2033_2 Buy non-LSE supplierIRP_Hybrid PV_2035_2 Buy non-LSE supplierIRP_Hybrid PV_2038_2 Buy non-LSE supplierIRP_Hybrid PV_2039_2 Buy non-LSE supplierIRP_Hybrid PV_2040_2 Buy non-LSE supplierIRP_Hybrid PV_2041_2 Buy non-LSE supplierIRP_Hybrid PV_2042_2 Buy non-LSE supplierIRP_Hybrid PV_2044_2 Buy non-LSE supplierIRP_Hybrid PV_2045_2 Buy non-LSE supplierIRP_Wind East_2 Buy non-LSE supplierIRP_Wind NM_2 Buy non-LSE supplierIRP_Wind South_2 Buy non-LSE supplierIRP_Hybrid BESS_2033_2 Buy non-LSE supplierIRP_Hybrid BESS_2035_2 Buy non-LSE supplierIRP_Hybrid BESS_2036_2 Buy non-LSE supplierIRP_Hybrid BESS_2037_2 Buy non-LSE supplierIRP_Hybrid BESS_2038_2 Buy non-LSE supplierIRP_Hybrid BESS_2039_2 Buy non-LSE supplierIRP_Hybrid BESS_2040_2 Buy non-LSE supplierIRP_Hybrid BESS_2041_2 Buy non-LSE supplierIRP_Hybrid BESS_2042_2 Buy non-LSE supplierIRP_Hybrid BESS_2044_2 Buy non-LSE supplierIRP_Hybrid BESS_2045_2 Buy non-LSE supplierIRP_Imperial BESS_2 Buy non-LSE supplierIRP_SD BESS_2 Buy non-LSE supplierIRP_LDS_2040_2 Buy non-LSE supplierIRP_LDS_2045_2 Buy non-LSE supplierIRP_Geo_2040_2 Buy non-LSE supplierIRP_Geo_2045_3 Buy non-LSE supplier 219
lse_unique_contract_id COD_year COD_month COD_day contract_start_date_year contract_start_date_month contract_start_date_day contract_end_date_year contract_end_date_month contract_end_date_day contract_execution_date_year IRP_ST RA_Thermal_2042IRP_ST RA_Thermal_2043IRP_ST RA_Thermal_2044IRP_ST RA_Thermal_2045IRP_ST RPS_2030IRP_ST RPS_2035IRP_ST RPS_2045IRP_DER_1IRP_DER1_1IRP_DER2_1IRP_SCE Wind_1IRP_Geo_1IRP_Wind_1IRP_Imperial PV_2IRP_SD PV_2IRP_Hybrid PV_2033_2IRP_Hybrid PV_2035_2IRP_Hybrid PV_2038_2IRP_Hybrid PV_2039_2IRP_Hybrid PV_2040_2IRP_Hybrid PV_2041_2IRP_Hybrid PV_2042_2IRP_Hybrid PV_2044_2IRP_Hybrid PV_2045_2IRP_Wind East_2IRP_Wind NM_2IRP_Wind South_2IRP_Hybrid BESS_2033_2IRP_Hybrid BESS_2035_2IRP_Hybrid BESS_2036_2IRP_Hybrid BESS_2037_2IRP_Hybrid BESS_2038_2IRP_Hybrid BESS_2039_2IRP_Hybrid BESS_2040_2IRP_Hybrid BESS_2041_2IRP_Hybrid BESS_2042_2IRP_Hybrid BESS_2044_2IRP_Hybrid BESS_2045_2IRP_Imperial BESS_2IRP_SD BESS_2IRP_LDS_2040_2IRP_LDS_2045_2IRP_Geo_2040_2IRP_Geo_2045_3 220
lse_unique_contract_id contract_execution_date_month contract_execution_date_day contract_type contract_price contract_price_unit tx_upgrades tx_upgrade_date_year tx_upgrade_date_month tx_upgrade_date_day tx_upgrade_description IRP_ST RA_Thermal_2042IRP_ST RA_Thermal_2043IRP_ST RA_Thermal_2044IRP_ST RA_Thermal_2045IRP_ST RPS_2030IRP_ST RPS_2035IRP_ST RPS_2045IRP_DER_1IRP_DER1_1IRP_DER2_1IRP_SCE Wind_1IRP_Geo_1IRP_Wind_1IRP_Imperial PV_2IRP_SD PV_2IRP_Hybrid PV_2033_2IRP_Hybrid PV_2035_2IRP_Hybrid PV_2038_2IRP_Hybrid PV_2039_2IRP_Hybrid PV_2040_2IRP_Hybrid PV_2041_2IRP_Hybrid PV_2042_2IRP_Hybrid PV_2044_2IRP_Hybrid PV_2045_2IRP_Wind East_2IRP_Wind NM_2IRP_Wind South_2IRP_Hybrid BESS_2033_2IRP_Hybrid BESS_2035_2IRP_Hybrid BESS_2036_2IRP_Hybrid BESS_2037_2IRP_Hybrid BESS_2038_2IRP_Hybrid BESS_2039_2IRP_Hybrid BESS_2040_2IRP_Hybrid BESS_2041_2IRP_Hybrid BESS_2042_2IRP_Hybrid BESS_2044_2IRP_Hybrid BESS_2045_2IRP_Imperial BESS_2IRP_SD BESS_2IRP_LDS_2040_2IRP_LDS_2045_2IRP_Geo_2040_2IRP_Geo_2045_3 221
lse_unique_contract_id d2106035_procurement_cat mtr_tranche1_NQC mtr_tranche2_NQC mtr_tranche3_NQC mtr_tranche4_NQC mtr_tranche5_NQC mtr_tranche6_NQC mtr_NQC_ZE_gen_paired_dr mtr_tranche7_NQC mtr_tranche8_NQC IRP_ST RA_Thermal_2042IRP_ST RA_Thermal_2043IRP_ST RA_Thermal_2044IRP_ST RA_Thermal_2045IRP_ST RPS_2030IRP_ST RPS_2035IRP_ST RPS_2045IRP_DER_1IRP_DER1_1IRP_DER2_1IRP_SCE Wind_1IRP_Geo_1IRP_Wind_1IRP_Imperial PV_2IRP_SD PV_2IRP_Hybrid PV_2033_2IRP_Hybrid PV_2035_2IRP_Hybrid PV_2038_2IRP_Hybrid PV_2039_2IRP_Hybrid PV_2040_2IRP_Hybrid PV_2041_2IRP_Hybrid PV_2042_2IRP_Hybrid PV_2044_2IRP_Hybrid PV_2045_2IRP_Wind East_2IRP_Wind NM_2IRP_Wind South_2IRP_Hybrid BESS_2033_2IRP_Hybrid BESS_2035_2IRP_Hybrid BESS_2036_2IRP_Hybrid BESS_2037_2IRP_Hybrid BESS_2038_2IRP_Hybrid BESS_2039_2IRP_Hybrid BESS_2040_2IRP_Hybrid BESS_2041_2IRP_Hybrid BESS_2042_2IRP_Hybrid BESS_2044_2IRP_Hybrid BESS_2045_2IRP_Imperial BESS_2IRP_SD BESS_2IRP_LDS_2040_2IRP_LDS_2045_2IRP_Geo_2040_2IRP_Geo_2045_3 222
lse_unique_contract_id mtr_tranche9_NQC mtr_bridge_to contract_RA_compliant engineering_assement_included capacity_factor contract_changed previous_COD_year previous_COD_month IRP_ST RA_Thermal_2042IRP_ST RA_Thermal_2043IRP_ST RA_Thermal_2044IRP_ST RA_Thermal_2045IRP_ST RPS_2030IRP_ST RPS_2035IRP_ST RPS_2045IRP_DER_1IRP_DER1_1IRP_DER2_1IRP_SCE Wind_1IRP_Geo_1IRP_Wind_1IRP_Imperial PV_2IRP_SD PV_2IRP_Hybrid PV_2033_2IRP_Hybrid PV_2035_2IRP_Hybrid PV_2038_2IRP_Hybrid PV_2039_2IRP_Hybrid PV_2040_2IRP_Hybrid PV_2041_2IRP_Hybrid PV_2042_2IRP_Hybrid PV_2044_2IRP_Hybrid PV_2045_2IRP_Wind East_2IRP_Wind NM_2IRP_Wind South_2IRP_Hybrid BESS_2033_2IRP_Hybrid BESS_2035_2IRP_Hybrid BESS_2036_2IRP_Hybrid BESS_2037_2IRP_Hybrid BESS_2038_2IRP_Hybrid BESS_2039_2IRP_Hybrid BESS_2040_2IRP_Hybrid BESS_2041_2IRP_Hybrid BESS_2042_2IRP_Hybrid BESS_2044_2IRP_Hybrid BESS_2045_2IRP_Imperial BESS_2IRP_SD BESS_2IRP_LDS_2040_2IRP_LDS_2045_2IRP_Geo_2040_2IRP_Geo_2045_3 223
lse_unique_contract_id previous_COD_day remediation_plan signed_contract notice_to_proceed public_contract buying_energy_capacity NQC_reporting_source procurement_origin planned_project_retention_priority IRP_ST RA_Thermal_2042 NO CapacityOnly RA
IRP_ST RA_Thermal_2043 NO CapacityOnly RAIRP_ST RA_Thermal_2044 NO CapacityOnly RAIRP_ST RA_Thermal_2045 NO CapacityOnly RAIRP_ST RPS_2030 NO EnergyOnly RPSIRP_ST RPS_2035 NO EnergyOnly RPSIRP_ST RPS_2045 NO EnergyOnlyIRP_DER_1 NO CapacityOnly RAIRP_DER1_1 NO CapacityOnly RAIRP_DER2_1 NO CapacityOnly RAIRP_SCE Wind_1 NO EnergyCapacity RPS, RAIRP_Geo_1 NO EnergyCapacity RPS, RAIRP_Wind_1 NO EnergyCapacity RPS, RAIRP_Imperial PV_2 NO EnergyCapacity RPS, RAIRP_SD PV_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2033_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2035_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2038_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2039_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2040_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2041_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2042_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2044_2 NO EnergyCapacity RPS, RAIRP_Hybrid PV_2045_2 NO EnergyCapacity RPS, RAIRP_Wind East_2 NO EnergyCapacity RPS, RAIRP_Wind NM_2 NO EnergyCapacity RPS, RAIRP_Wind South_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2033_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2035_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2036_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2037_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2038_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2039_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2040_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2041_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2042_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2044_2 NO EnergyCapacity RPS, RAIRP_Hybrid BESS_2045_2 NO EnergyCapacity RPS, RAIRP_Imperial BESS_2 NO EnergyCapacity RPS, RAIRP_SD BESS_2 NO EnergyCapacity RPS, RAIRP_LDS_2040_2 NO EnergyCapacity RAIRP_LDS_2045_2 NO EnergyCapacity RAIRP_Geo_2040_2 NO EnergyCapacity RPS, RAIRP_Geo_2045_3 NO EnergyCapacity RPS, RA 224
lse_unique_contract_id csp_resource_category csp_annual_2028 csp_annual_2030 csp_annual_2035 csp_annual_2040 csp_annual_2045 macro_supertype notes IRP_ST RA_Thermal_2042 NA existinggeneric
IRP_ST RA_Thermal_2043 NA existinggenericIRP_ST RA_Thermal_2044 NA existinggenericIRP_ST RA_Thermal_2045 NA existinggenericIRP_ST RPS_2030 Solar Baseline California (GWh) 614.92 0 0 0 newgeneric IRP_ST RPS_2035 Solar Baseline California (GWh) 0 1000 0 0 newgeneric IRP_ST RPS_2045 Solar Baseline California (GWh) 0 1000 1000 1000 newgeneric IRP_DER_1 Battery Storage (MWh Energy Capacity) 133.16 133.16 133.16 newgenericIRP_DER1_1 Battery Storage (MWh Energy Capacity) 240 240 240 newgenericIRP_DER2_1 Battery Storage (MWh Energy Capacity) 240 240 240 newgenericIRP_SCE Wind_1 Wind New SCE SDG&E (GWh) 2,015.63 2,015.00 2,015.00 newgeneric 2,015.00 IRP_Geo_1 Geothermal (GWh) 760.00 760.00 760.00 newgeneric 760.00 IRP_Wind_1 Wind New Mexico (GWh) 534.00 1,581.00 1,581.00 newgeneric 1,581.00 IRP_Imperial PV_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - 279.00 272.00 newgeneric 265.00 IRP_SD PV_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - 57.00 55.00 newgeneric 54.00 IRP_Hybrid PV_2033_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - 2,109.00 2,055.00 newgeneric 2,000.00 IRP_Hybrid PV_2035_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - 2,920.00 2,905.00 newgeneric 2,890.00 IRP_Hybrid PV_2038_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - - 753.00 newgeneric 747.00 IRP_Hybrid PV_2039_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - - 968.00 newgeneric 960.00 IRP_Hybrid PV_2040_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - - 730.00 newgeneric 722.00 IRP_Hybrid PV_2041_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - - - newgeneric 950.00 IRP_Hybrid PV_2042_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - - - newgeneric 1,303.00 IRP_Hybrid PV_2044_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - - - newgeneric 594.00 IRP_Hybrid PV_2045_2 Hybrid_or_Paired_Solar_and_Battery (GWh) - - - newgeneric 1,360.00 IRP_Wind East_2 Wind Baseline California (GWh) 421.00 415.00 410.00 newgeneric 405.00 IRP_Wind NM_2 Wind New Mexico (GWh) - - - newgeneric 1,419.00 IRP_Wind South_2 Wind New SCE SDG&E (GWh) - 703.00 1,148.00 newgeneric 1,140.00 IRP_Hybrid BESS_2033_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2035_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2036_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2037_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2038_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2039_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2040_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2041_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2042_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2044_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Hybrid BESS_2045_2 Battery Storage (MWh Energy Capacity) newgenericIRP_Imperial BESS_2 Battery Storage (MWh Energy Capacity) newgenericIRP_SD BESS_2 Battery Storage (MWh Energy Capacity) newgenericIRP_LDS_2040_2 Battery Storage (MWh Energy Capacity) 10000 10000 newgeneric IRP_LDS_2045_2 Battery Storage (MWh Energy Capacity) 2000 newgenericIRP_Geo_2040_2 Geothermal (GWh) 1,104.00 newgeneric 1,104.00 IRP_Geo_2045_3 Geothermal (GWh) newgeneric 400.00
225
Reliability Need - updated with 2025 Filing Requirements release 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 CAISO gross peak (MW) 60,556 62,505 64,292 66,076 68,093 69,939 71,976 73,218 74,668 76,057 77,338 78,968 79,726 80,523 81,423 82,089 82,936 PRM (%) 16% 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 14% 14% 14% 14% 14% 14% 14% 14%CAISO Total Reliability Need (TRN) (MW) 69,522 71,597 73,685 75,771 78,127 80,290 82,674 83,983 85,527 86,996 88,337 90,073 90,937 91,846 92,873 93,633 94,599 CAISO Reliability Procurement Need (RPN) (MW) 50,516 45,606 47,269 48,932 50,595 52,259 53,922 55,180 56,437 57,695 58,953 60,210 60,949 61,688 62,427 63,167 63,906 LSE share of load during critical hours (%) 4.63% 4.59% 4.60% 4.61% 4.62% 4.63% 4.64% 4.64% 4.64% 4.64% 4.63% 4.63% 4.62% 4.62% 4.61% 4.60% 4.60%LSE reliability procurement requirement (RPR) (MW) 2,341 2,092 2,173 2,255 2,337 2,420 2,503 2,560 2,617 2,674 2,731 2,788 2,818 2,848 2,879 2,909 2,939 BTM PV Forecast - updated with 2025 Filing Requirements release 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 Capacity (MW) 1,341 1,408 1,471 1,526 1,580 1,612 1,635 1,663 1,690 1,716 1,741 1,758 1,782 1,806 1,830 1,853 1,877 ELCC (%) - updated with 2025 Filing Requirements releaseResource Type 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045in_state_wind_south 20% 18% 15% 15% 15% 16% 17% 18% 19% 19% 18% 16% 14% 12% 11% 11% 11% 11% 12% 12%in_state_wind_north 30% 28% 26% 31% 35% 35% 35% 35% 35% 35% 33% 31% 28% 26% 24% 24% 24% 25% 25% 26%out_of_state_wind_WY 44% 44% 44% 41% 37% 38% 39% 40% 41% 41% 39% 37% 35% 33% 30% 32% 33% 35% 36% 38%out_of_state_wind_IDWAOR 27% 22% 17% 21% 25% 26% 27% 27% 28% 29% 27% 25% 23% 22% 20% 20% 20% 19% 19% 19%out_of_state_wind_AZNM 43% 43% 43% 39% 36% 37% 38% 40% 41% 42% 39% 37% 34% 32% 29% 30% 31% 32% 33% 34%offshore_wind_north 62% 65% 69% 63% 57% 55% 53% 51% 48% 46% 44% 42% 40% 38% 36% 36% 36% 36% 36% 36%offshore_wind_south 42% 45% 47% 39% 30% 29% 28% 26% 25% 23% 22% 20% 19% 18% 16% 17% 19% 20% 21% 22%utility_pv 8% 9% 10% 10% 10% 11% 11% 11% 11% 11% 11% 12% 12% 13% 13% 13% 12% 12% 11% 11%btm_pv 7% 8% 8% 8% 7% 8% 8% 8% 9% 9% 10% 10% 10% 11% 11% 11% 10% 10% 9% 9%4hr_batteries 92% 84% 75% 49% 22% 21% 20% 19% 18% 17% 17% 17% 17% 17% 17% 17% 17% 16% 16% 16%8hr_batteries 97% 92% 87% 63% 39% 36% 32% 29% 25% 22% 24% 25% 27% 28% 30% 30% 31% 31% 32% 32%12hr_batteries 94% 92% 91% 69% 47% 42% 37% 32% 27% 22% 24% 25% 27% 28% 30% 30% 31% 31% 32% 32%24hr_batteries 96% 94% 92% 74% 56% 50% 44% 37% 31% 25% 27% 29% 30% 32% 34% 34% 34% 34% 34% 35%100hr_batteries 99% 99% 98% 86% 74% 69% 64% 58% 53% 48% 49% 50% 51% 52% 53% 53% 52% 52% 51% 51%pumped_storage 90% 87% 85% 66% 48% 43% 37% 32% 27% 22% 24% 25% 27% 28% 30% 30% 31% 31% 32% 32%demand_response 94% 85% 76% 59% 42% 36% 30% 24% 18% 12% 12% 11% 11% 11% 11% 10% 10% 10% 9% 9%hydro 69% 66% 63% 57% 50% 48% 46% 44% 43% 41% 40% 39% 39% 38% 37% 36% 36% 35% 35% 34%small_hydro 42% 39% 36% 33% 30% 28% 26% 24% 22% 21% 21% 21% 21% 21% 21% 20% 20% 20% 19% 19%geothermal 91% 91% 92% 89% 87% 87% 87% 87% 87% 87% 87% 88% 88% 88% 88% 89% 89% 89% 89% 90%biomass_wood 100% 99% 99% 99% 99% 99% 99% 98% 98% 98% 98% 98% 99% 99% 99% 99% 98% 98% 98% 98%biogas 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99%nuclear 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%gas_cc 86% 85% 85% 83% 82% 82% 82% 83% 83% 83% 84% 85% 86% 87% 88% 87% 87% 86% 85% 84%gas_ct 69% 69% 69% 65% 62% 62% 62% 62% 61% 61% 64% 66% 69% 71% 74% 72% 71% 70% 68% 67%cogen 92% 91% 91% 91% 90% 90% 90% 90% 90% 90% 91% 92% 92% 93% N/A N/A N/A N/A N/A N/Aice 94% 94% 94% 94% 93% 93% 93% 93% 93% 93% 94% 94% 95% 95% 96% 95% 95% 95% 94% 94% 226
Contract ELCC (effective MW)
Resource Type Conrtact Status 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045hybrid Online - - - - - - - - - - - - - - - - - in_state_wind_south Online - - - - - - - - - - - - - - - - - in_state_wind_north Online - - - - - - - - - - - - - - - - - out_of_state_wind_WY Online - - - - - - - - - - - - - - - - - out_of_state_wind_IDWAOR Online - - - - - - - - - - - - - - - - - out_of_state_wind_AZNM Online 79 72 75 77 79 82 84 79 55 51 48 44 - - - - - offshore_wind_north Online - - - - - - - - - - - - - - - - - offshore_wind_south Online - - - - - - - - - - - - - - - - - utility_pv Online 18 18 18 18 19 19 19 20 20 21 22 23 22 21 21 5 - btm_pv Online - - - - - - - - - - - - - - - - -
4hr_batteries Online 385 175 166 157 148 139 130 100 100 101 101 100 82 78 78 6 - 8hr_batteries Online - - - - - - - - - - - - - - - - -
12hr_batteries Online - - - - - - - - - - - - - - - - - 24hr_batteries Online - - - - - - - - - - - - - - - - - 100hr_batteries Online - - - - - - - - - - - - - - - - - pumped_storage Online - - - - - - - - - - - - - - - - - demand_response Online - - - - - - - - - - - - - - - - - hydro Online - - - - - - - - - - - - - - - - -
small_hydro Online - - - - - - - - - - - - - - - - -
geothermal Online - - - - - - - - - - - - - - - - -
biomass_wood Online - - - - - - - - - - - - - - - - -
biogas Online - - - - - - - - - - - - - - - - -
nuclear Online - - - - - - - - - - - - - - - - -
gas_cc Online - - - - - - - - - - - - - - - - -
gas_ct Online 292 277 277 276 275 274 273 - - - - - - - - - - cogen Online - - - - - - - - - - - - - - - - -
ice Online - - - - - - - - - - - - - - - - -
hybrid Development 4 2 2 2 2 2 - - - - - - - - - - -
in_state_wind_south Development - - - - - - - - - - - - - - - - - in_state_wind_north Development - - - - - - - - - - - - - - - - - out_of_state_wind_WY Development - - - - - - - - - - - - - - - - - out_of_state_wind_IDWAOR Development - - - - - - - - - - - - - - - - - out_of_state_wind_AZNM Development - - - - - - - - - - - - - - - - - offshore_wind_north Development - - - - - - - - - - - - - - - - - offshore_wind_south Development - - - - - - - - - - - - - - - - - utility_pv Development 23 23 23 23 23 23 24 25 26 26 27 16 16 15 15 14 10 btm_pv Development - - - - - - - - - - - - - - - - -
4hr_batteries Development 670 305 289 274 253 237 222 223 224 225 226 211 176 111 110 109 102 8hr_batteries Development 163 101 92 84 75 66 57 61 65 69 73 77 79 80 19 19 19 12hr_batteries Development - - - - - - - - - - - - - - - - - 24hr_batteries Development - - - - - - - - - - - - - - - - - 100hr_batteries Development - - - - - - - - - - - - - - - - - pumped_storage Development - - - - - - - - - - - - - - - - - demand_response Development - - - - - - - - - - - - - - - - - hydro Development - - - - - - - - - - - - - - - - -
small_hydro Development - - - - - - - - - - - - - - - - - geothermal Development - - - - - - - - - - - - - - - - - biomass_wood Development - - - - - - - - - - - - - - - - - biogas Development - - - - - - - - - - - - - - - - -
nuclear Development - - - - - - - - - - - - - - - - -
gas_cc Development - - - - - - - - - - - - - - - - -
gas_ct Development - - - - - - - - - - - - - - - - -
cogen Development - - - - - - - - - - - - - - - - -
ice Development - - - - - - - - - - - - - - - - -
hybrid Review - - - - - - - - - - - - - - - - -
in_state_wind_south Review - - - - - - - - - - - - - - - - - in_state_wind_north Review - - - - - - - - - - - - - - - - - out_of_state_wind_WY Review - - - - - - - - - - - - - - - - - out_of_state_wind_IDWAOR Review - - - - - - - - - - - - - - - - - out_of_state_wind_AZNM Review - - - - - - - - - - - - - - - - - offshore_wind_north Review - - - - - - - - - - - - - - - - - offshore_wind_south Review - - - - - - - - - - - - - - - - - utility_pv Review - - - - - - - - - - - - - - - - -
btm_pv Review - - - - - - - - - - - - - - - - -
4hr_batteries Review - - - - - - - - - - - - - - - - -
8hr_batteries Review - - - - - - - - - - - - - - - - -
12hr_batteries Review - - - - - - - - - - - - - - - - - 24hr_batteries Review - - - - - - - - - - - - - - - - - 100hr_batteries Review - - - - - - - - - - - - - - - - - pumped_storage Review - - - - - - - - - - - - - - - - - demand_response Review - - - - - - - - - - - - - - - - - hydro Review - - - - - - - - - - - - - - - - -
small_hydro Review - - - - - - - - - - - - - - - - -
geothermal Review - - - - - - - - - - - - - - - - -
biomass_wood Review - - - - - - - - - - - - - - - - -
biogas Review - - - - - - - - - - - - - - - - -
nuclear Review - - - - - - - - - - - - - - - - -
227
228
229
230
231
Clean System Power ("CSP")
232
233
234
235
Emissions Summary
Emissions Total Unit 2028 2030 2035 2040 2045 Notes
CO2 MMt/yr 0.96 1.38 0.67 0.42 0.401 Includes both in-CAISO and import emissionsPM2.5 tonnes/yr 85 59 45 28 32 Only In-CAISO emissionsSO2 tonnes/yr 8 6 4 3 3 Only In-CAISO emissionsNOx tonnes/yr 117 85 67 66 36 Only In-CAISO emissions Emissions by resource typeCO2 Unit 2028 2030 2035 2040 2045 Notes Coal MMt/yr - - - - - Included in GHG emissions totalIFM CHP MMt/yr 0.18 0.19 0.19 - - Biogas MMt/yr - - - - -
Biomass MMt/yr - - - - - System Power Unadjusted MMt/yr 0.88 1.33 0.61 0.51 0.59 Includes emissions from in-CAISO dispatchable gas and unspecified imports System Power MMt/yr 0.78 1.19 0.47 0.42 0.40 Includes emissions from in-CAISO dispatchable gas and unspecified imports. After CSP - RESOLVE adjustment. Asset Controlling Supplier MMt/yr - - - - - Total MMt/yr 0.96 1.38 0.67 0.42 0.40 Includes both in-CAISO and import emissions Average emissions intensity tCO2/MWh 0.092 0.150 0.050 0.027 0.024 Emissions per MWh of salesOversupply Emissions Credits MMt/yr 0.11 0.02 0.28 0.53 0.25 When hourly supply exceeds hourly load and system power is on the margin, LSE recieves credit at the system power emissions rate. Impact included in Total.
PM2.5 Unit 2028 2030 2035 2040 2045 Notes
Coal tonnes/yr - - - - - Information only, not included in total IFM CHP tonnes/yr 11 10 11 - -
Biogas tonnes/yr - - - - -
Biomass tonnes/yr - - - - - System Power tonnes/yr 75 49 34 28 32 In-CAISO emissions only - unspecified import emissions excluded Total tonnes/yr 85 59 45 28 32 Only In-CAISO emissions
Average emissions intensity kg/MWh 0.0057 0.0092 0.0034 0.0018 0.0019 Emissions per MWh of sales SO2 Unit 2028 2030 2035 2040 2045 Notes
Coal tonnes/yr - - - - - Information only, not included in total IFM CHP tonnes/yr 1 1 1 - -
Biogas tonnes/yr - - - - -
Biomass tonnes/yr - - - - - System Power tonnes/yr 7 5 3 3 3 In-CAISO emissions only - unspecified import emissions excluded Total tonnes/yr 8 6 4 3 3 Only In-CAISO emissions
Average emissions intensity kg/MWh 0.0005 0.0009 0.0003 0.0002 0.0002 Emissions per MWh of sales NOx Unit 2028 2030 2035 2040 2045 Notes
Coal tonnes/yr - - - - - Information only, not included in total IFM CHP tonnes/yr 32 30 32 - -
Biogas tonnes/yr - - - - -
Biomass tonnes/yr - - - - - System Power tonnes/yr 85 55 35 66 36 In-CAISO emissions only - unspecified import emissions excluded Total tonnes/yr 117 85 67 66 36 Only In-CAISO emissions Average emissions intensity kg/MWh 0.0081 0.0126 0.0050 0.0042 0.0021 Emissions per MWh of sales 236
Supply and Demand Balance
Demand Summary Unit 2028 2030 2035 2040 2045
Managed Retail Sales Forecast (assigned to LSE) GWh 10,411 9,241 13,411 15,645 16,973 Sales forecast (before T&D losses increase demand at generator bus-bar)Baseline Demand, non-C&I GWh 5,363 5,352 5,580 5,942 6,121 Baseline Demand, C&I GWh 5,914 5,560 6,700 7,185 7,402Electric Vehicle Load GWh 693 1,219 2,765 4,011 4,879 Building Electrification GWh 320 614 1,371 1,706 1,956
Energy Efficiency GWh (362) (288) (491) (497) (522)
Data Center Load GWh 523 874 1,278 1,393 1,440
Climate Change Impact GWh 30 48 82 125 170BTM PV GWh (2,341) (2,136) (2,694) (2,837) (2,967) Demand (at generator bus-bar) GWh 11,337 10,062 14,602 17,034 18,480 Supply Summary Unit 2028 2030 2035 2040 2045 Notes
Large Hydro GWh - - - -
Imported Hydro GWh - - - - Asset Controlling Supplier GWh - - - - Nuclear GWh - - - - Biogas GWh - - - - Biomass GWh - - - - Geothermal GWh - 760 1,864 2,264Small Hydro GWh - - - - Wind CAISO GWh 3,411 3,850 3,768 3,560 Wind Out Of State GWh 1,179 2,055 2,055 3,000Wind Offshore GWh - - - - Solar Utility Scale GWh 2,868 2,677 321 1,000
Solar Distributed GWh - - - - Distributed solar generation that is in front of the meter Hybrid or Paired Solar and Battery GWh 3,740 9,007 10,169 12,116 Shed DR GWh - - - -
Pumped Storage GWh - - - - Negative because storage losses represent net negative energy production Battery Storage GWh (273) (277) (722) (607) Negative because storage losses represent net negative energy productionStorage Resource Custom Profile GWh - - - - Negative because storage losses represent net negative energy productionRPS Resource Custom Profile GWh - - - - GHG-free non-RPS Resource Custom Profile GWh - - - - Coal GWh - - - - IFM CHP GWh 318 339 - - Supply Demand Balance Summary Unit 2028 2030 2035 2040 2045 NotesLSE Supply, before curtailment and exports GWh 11,242 7,590 18,410 17,455 21,333 Represents LSE's net power production, before curtailment and exports reduce the power available to dispace CAISO dispatchable gas/unspecified imports Net Purchases, before curtailment and exports GWh 95 2,472 (3,808) (421) (2,853) The net system power that the LSE would consume (positive = consume from system, negative = supply to system) if dispatchable gas/unspecified imports we Curtailment GWh (1,888) (672) (4,959) (2,279) (4,159) Power that, if supplied to the system, would not displace CAISO dispatchable gas and/or unspecified import emissions and would instead be curtailedExports GWh (214) (185) (288) (217) (333) Power that, if supplied to the system, would not displace CAISO dispatchable gas and/or unspecified import emissions and would instead be exportedZero Emissions Power From System GWh 33 20 0 928 294 Power supplied to meet LSE demand that does not incur emissions. Oversupply conditions at the system level result in surplus zero emissions power in some h Net System Power (incurs emissions) GWh 2,177 3,296 1,439 1,147 1,345 Power supplied by the system (or sent back to the system from if negative) in hours when CAISO dispatchable gas and/or unspecified imports are on the marg Check: Supply equals demand TRUE TRUE TRUE TRUE TRUE
Renewable and GHG-Free % Unit 2028 2030 2035 2040 2045 Notes Retail Sales GWh 10,411 9,241 13,411 15,645 16,973
RPS-Eligible Delivered Renewable GWh 9,30 6,843 9 13,390 15,898 17,781 Represents delivered renewable energy. Not directly comparable to production from an LSE's RPS-eligible resources.
GHG free GWh 6,876 9,329 13,390 16,826 18,075 A small fraction of Asset Controlling Supplier imports are not counted as GHG-free RPS-Eligible Delivered Renewable Percentage % of retail sales 74% 89% 100% 102% 105% Represents delivered renewable energy. Not directly comparable to production from an LSE's RPS-eligible resources.
GHG-free Percentage % of retail sales 74% 90% 100% 108% 106% Summary of active inputs from Demand Inputs tabWind and solar values represent production potential (pre-curtailment). Curtailment is calculated at the portfolio level (as opposed to the resource level), and is included as a line item below 237
ITEM 10
ATTACHMENT B
238
RESOLUTION NO. 2026-09
A RESOLUTION OF THE BOARD OF DIRECTORS OF SAN DIEGO COMMUNITY POWER Approving San Diego Community Power’s 2026 Integrated Resource Plan (IRP)
THE BOARD OF DIRECTORS OF SAN DIEGO COMMUNITY POWER DOES HEREBY FIND, RESOLVE, AND ORDER AS FOLLOWS:
A. San Diego Community Power (“Community Power”) is a joint powers agency formed pursuant to the Joint Exercise of Powers Act (Cal. Gov. Code § 6500 et seq.), California Public Utilities Code § 366.2, and a Joint Powers Agreement effective on October 1, 2019, and amended and restated December 16, 2021 (“JPA Agreement”).
B. Pursuant to Section 4.6.16 of its JPA Agreement, the Community Power Board of Directors (“Board”) has the responsibility to exercise the Specific Powers identified in Section 3.2 except those which the Board may elect to delegate to the Chief Executive Officer.
C. Section 6.3 of its JPA Agreement requires Community Power to prepare an Integrated Resource Plan in accordance with California Public Utilities Commission regulations that will ensure the long-term development and administration of a variety of energy programs that promote local renewable resources, conservation, demand response, and energy efficiency, while maintaining compliance with other regulatory requirements including the State Renewables Portfolio Standard (RPS) and customer rate competitiveness. SDCP shall prioritize the development of cost competitive clean energy projects in San Diego and adjacent counties.
D. Public Utilities Code Section 454.52(b)(3) requires Community Choice Aggregators (CCAs) to submit their IRPs to their governing boards for approval and certification.
E. Public Utilities Code Sections 454.51 and 454.52 require the California Public Utilities Commission (Commission) to adopt a process for load serving entities (LSEs) to file an IRP that will accomplish the following:
239
A. Meet the greenhouse gas (GHG) emissions reduction targets required by the state;
B. Procure at least 60% eligible renewable energy resources by December 31, 2030;
C. Serve customers with just and reasonable rates;
D. Minimize impacts on ratepayers’ bills;
E. Ensure system and local reliability;
F. Maintain at least 65% of its Renewable Portfolio Standard (“RPS”) portfolio from long-term contracts;
G. Strengthen the diversity, sustainability, and resilience of the bulk transmission and distribution systems, and local communities;
H. Enhance distribution systems and demand-side energy management; I. Minimize localized air pollutants and other greenhouse gas emissions, with early priority on disadvantaged communities; and
J. Maintain a diverse portfolio of energy resources, which may include eligible energy resources procured by the Department of Water Resources.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of San Diego Community Power as follows:
1. The Board of Directors adopt Resolution No. 2026-09, approving Community Power’s Integrated Resource Plan.
2. By approving Community Power’s IRP, the Board of Directors confirms that it achieves the following:
A. Economic, reliability, environmental, security, and other benefits and performance characteristics that are consistent with the above listed requirements A-J;
B. A diversified procurement portfolio consisting of short-term, midterm, and long-term electricity, electricity-related, and demand reduction products; and C. RA requirements consistent with Public Utilities Code Section 380.
3. If any provision of this resolution, or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of the resolution which can be given effect without the invalid provision or application, and to this end the provisions of this resolution are severable. The Board of Directors hereby declares that it would have adopted this resolution irrespective of the invalidity of any particular portion thereof.
4. This resolution shall take effect immediately upon its adoption and shall remain in effect except as amended or until repealed by the Board of Directors. 240
PASSED, APPROVED AND ADOPTED at a meeting of the Board of Directors of San Diego Community Power held on June 25, 2026.
AYES:
NOES:
ABSTAIN:
ABSENT:
______________________________
Terra Lawson-Remer, Chair
Board of Directors
San Diego Community Power
ATTEST: APPROVED AS TO FORM:
___________________________ ___________________________ Maricela Hernandez, MMC, CPMC Veera Tyagi, General Counsel Clerk of the Board/Board Secretary San Diego Community Power San Diego Community Power
241
SAN DIEGO COMMUNITY POWER
Staff Report – Item 11
To: Board of Directors
From: Colin Santulli, Senior Director of Programs
Via: Jack Clark, Acting Chief Executive Officer
Subject: Update on the California Energy Commission’s Equitable Building Decarbonization Direct Install Program
Date: June 25, 2026
Recommendation
Receive and File Informational Update on the California Energy Commission’s (“CEC”) Equitable Building Decarbonization (“EBD”) Direct Install Program (“Program”).
Background
The EBD Program is a Statewide initiative to decarbonize buildings in a just and equitable transition. In the EBD Program Guidelines, the CEC acknowledges that “building decarbonization must prioritize low-income, disadvantaged, and tribal communities, who bear the highest energy burden and have suffered the most from historical environmental injustices, economic disparities, and the current climate crisis. The participation of all California communities will be needed for the state to achieve its climate and energy goals.” The EBD Program is available to single-family homes, multifamily homes (including apartments and condos) and mobile/manufactured homes located in under-resourced communities identified by the CEC as disadvantaged communities as designated by CalEnviroScreen 4.0 and/or designated as low-income (where median household incomes are at or below 80 percent of the statewide median income or at/or below the threshold designated as low-income by the Department of Housing and Community Development).
The EBD Program is open to low-income homeowners and renters and includes tenant protection mechanisms for participating homes. The Program will provide direct installation of measures and equipment that:
• Electrify homes by replacing existing gas-fired space heating and cooling equipment, water heaters, and ranges or cooktops.
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• Increase the homes’ energy efficiency through insulation, air sealing, lighting, and/or solar window film.
• Upgrade electric panels to support the new electric equipment. • Conduct basic remediation and safety upgrades, such as remediation of galvanized pipe, lead paint, asbestos, or mold, and energy efficiency work like air sealing and insulation.
The CEC divided the Statewide EBD Program into three regions – Northern, Central, and Southern, and allocated funding based on the relative population of under-resourced communities in each region. The Southern California region received $328.9 million in funding over five years, which includes $89 million of Federal Home Efficiency Rebates (“HOMES”) funding.
Staff worked with a coalition of Southern California agencies, led by Los Angeles County ("LA County") in its role as the Southern California Regional Energy Network ("SoCalREN"), to serve as the Program Administrator for the southern region of the EBD Program. In August 2024, the CEC selected LA County as the Program Administrator for the southern region, and in December 2025, the CEC formalized the agreement with LA County to administer the EBD Program.
In April 2025, Community Power’s Board of Directors approved a memorandum of understanding (MOU) with LA County accepting $1.4 million for marketing, education, and outreach (ME&O), allocating $737,000 to community-based organizations (CBOs) to implement ME&O activities. With the MOU approved and executed, Community Power became a “Community Partner” with LA County and their program implementation team. 243
Analysis and Discussion
Program Launch
The EBD Program is now open for enrollment for eligible residents in eligible communities.
Although the EBD program was initially expected to launch in summer 2025, it was delayed to the end of Q1 2026. Interested residents can complete an Interest Form at socalebd.org and a coalition member will follow up with next steps. We have begun following up with residents that have submitted an Interest Form. Community Power will work with CBOs to initiate targeted ME&O activities in eligible communities to inform eligible residents about the program and recruit participants.
Initial Community Focus Areas
In September 2025, the CEC announced the communities eligible for the program's first phase, known as the Initial Community Focus Areas (ICFAs). The areas were selected by the Program Administrator and approved by the CEC based on criteria established in the guidelines, including communities that are:
• Vulnerable to extreme heat, high fire risk, high levels of ambient air pollution or other climate risks,
• Underserved by existing programs that fund building decarbonization, weatherization, and related measures.
• Likely to experience higher than average energy burdens • More likely to experience utility bill savings as a result of decarbonization Staff suggested that the Program Administrator consider our Communities of Concern for the Initial Community Focus Areas. The list of Initial Community Focus Areas includes communities in incorporated and unincorporated areas of Chula Vista, El Cajon, Escondido, Oceanside, Ramona, San Marcos, Vista, and communities affected by January 2024 rainstorm and flooding (Figure 2). A full list of the ICFA can be found on the CEC’s EBD Statewide Direct Install Program webpage.
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Figure 2
The CEC has indicated that additional communities will be eligible to participate in future phases of the program. An application process is being developed; however, no additional details have been provided on the process or timing for adding additional communities. Staff will provide updates to the Community Advisory Committee and Board of Directors when more guidance has been provided by the CEC on the timing and mechanism for adding communities to be eligible for the EBD Program.
Marketing, Education and Outreach (ME&O)
Staff worked with Community Power’s Public Affairs and outreach teams to activate the Power Network and contract with CBOs to inform and enroll eligible residents. The outreach team issued a request for quotes to CBOs within the Power Network seeking support for ME&O activities. Staff proposed three levels of support, Lite, Core, and Advanced, to accommodate varying levels of a CBO’s organizational capacity. Each level of support corresponded with a range of potential, but not guaranteed, funding. Lite focused on lower-resource activities such as social media, digital campaigns, and newsletters, with a budget range of $10,000 to $30,000 per year. Core included everything in Lite plus more resource-intensive efforts such as tabling at events and co-hosting workshops, with a budget range of $30,000 to $40,000 per year. Advanced included Lite and Core activities plus more resource intensive activities such as door-to-door canvassing, co-hosting contractor trainings, and providing direct resident support, with a budget range of $50,000 to $60,000 per year.
Sixteen Power Network CBOs responded to the request for quotes. Staff evaluated the proposals for reach and experience, including serving communities considered ICFAs, and selected level of support and alignment of proposed activities and budget requested. Staff executed agreements with eight CBOs:
• Groundwork San Diego
• Good for Others Foundation
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• Center for Community Energy
• SanDiego350
• I Am Green
• I Love a Clean San Diego
• Urban Collaborative Project
• United Women of East Africa
Staff are waiting for budget approval by the CEC for two additional CBOs.
A kick-off meeting with Power Network CBOs was held on June 23 to educate partners on the program, begin coordination on ME&O strategies and materials, and provide administrative training. The goal of the meeting was to prepare CBOs to begin ME&O activities that encourage eligible residents in ICFAs to complete an enrollment form.
On the participant experience side, once an enrollment form is submitted, an EBD Program Advisor will assist residents through the program by completing eligibility checks, scheduling home assessments, selecting measures and equipment, coordinating installers, and conducting quality assurance checks. San Diego County will have two assigned Program Advisors, hired by Clean Energy Alliance and the San Diego Urban Sustainability Coalition; however, they will serve all eligible residents in eligible ICFA regardless of utility service territory.
Staff are coordinating with other Community Partners in San Diego, including GRID Alternatives, Clean Energy Alliance and Urban Sustainability Coalition on ME&O efforts to share lessons learned and support successful implementation of the EBD program. Staff will share outreach materials and resources with staff at our member agencies to support outreach and recruitment.
Retrofit Targets
The EBD program is targeting to retrofit nearly 10,500 units across the Southern California Region. In San Diego County, the program is targeting to retrofit more than 1,700 units. For the portion of San Diego represented by Community Power, the program is targeting to retrofit just under 1,400 units. The tables below show the total targets by year and building type:
YEAR
UNIT
GOAL
Single Family
(SF)
Mobile Home
(MH)
Multifamily
(MF)
2026 139 63 0 76
2027 500 139 0 361
2028 500 139 0 361
2029 250 69 0 181
Total 1,389 410 0 979
The EBD Program implementation team has indicated that an EBD Program budget reduction in FY 2027–2028 will affect unit targets. Additional information is expected in Q3 2026. 246
Rapid Start Project
As part of the EBD solicitation, the CEC strongly encouraged program administrators to identify “Rapid Start” projects that could begin EBD-funded retrofits while the broader program infrastructure (e.g., enrollment forms, application tracking systems, ME&O) was developed. This would allow the program to generate valuable insights and lessons learned into the retrofit process (e.g., permitting, installation) and deliver benefits to low-income households.
The southern region EBD Program Administrator selected McKinney Manor in San Diego as a Rapid Start project. This low-income, affordable housing development for seniors is located in an eligible ICFA. The McKinney Manor Rapid Start project successfully retrofitted 50 units with new heat pump water heaters, induction ranges and wiring. Total project costs were approximately $1.3 million (avg. $25,800 per unit). Although Community Power was not involved in selecting the Rapid Start project, we attended the ribbon-cutting and it is encouraging to see a successful project in our communities.
Fiscal Impact
N/A
Strategic Plan
The EBD Program supports the Community Power strategic goal of increasing program funding opportunities from external sources.
Attachments
N/A
247
SAN DIEGO COMMUNITY POWER
Staff Report – Item 12
To: Board of Directors
From: Chandra Pugh, Senior Director of People Operations and Administration Via: Jack Clark, Acting Chief Executive Officer
Subject: Public Hearing on the Status of Vacancies, Recruitment and Retention Efforts Date: June 25, 2026
Recommendation
Hold a public hearing, receive comments, and accept report on the status of Community Power employee vacancy rates and recruitment and retention efforts.
Background
Effective January 1, 2025, Assembly Bill (AB) 2561 (McKinnor) amended the Myers-Milias-Brown Act (MMBA) to add Government Code Section 3502.3, which created a new obligation for public agencies to present the status of vacancies and recruitment and retention efforts.
The public hearing must be held at least once per fiscal year prior to adopting an annual budget. During the hearing, the public agency shall identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process. The law also allows recognized employee organizations, which Community Power does not have, giving them an opportunity to present at the public hearing.
Analysis and Discussion
Status of Job Vacancies
For the Fiscal Year 2026, there were twenty-eight vacancies. Of these vacancies, twenty employees have been hired, two of which were filled by internal candidates, three positions are currently open, and four positions have not been posted. As shown in Table 1 below, the 248
three current vacancies are: Program Associate – SDREN, Data Engineer, and Marketing and Communications Associate - SDREN.
Community Power has been highly successful in recruiting vacant positions this past fiscal year, including fulfillment of critical Chief Commercial Officer, Chief Financial Officer, and Associate Director of Finance roles. Outside recruitment firms were utilized to minimize length of vacancy and disruption to the organization.
Table 1
Recruitment and Retention Efforts
The recruitment process involves three interview stages including a virtual and two in-person panel interviews.
Employee turnover at Community Power this past fiscal year stood at 3.16%, and employee retention stood at 97%, as shown in Table 2 below. Of the twenty-eight vacancies, twenty-three were new positions; four positions were backfilled, and one position being backfilled was split into two part-time hires. Community Power’s retention efforts include offering 249
competitive wages, 10% of base pay employer contribution to employee Money Purchase Plan retirement account, generous vacation and sick time, 11 paid holidays including a winter break, and a professional development stipend. Because Community Power has been highly successful in filling vacant positions this past fiscal year and retaining its employees, no changes are being recommended to its recruitment process and retention efforts.
Table 2
Fiscal Impact
N/A
Committee Review
This item was presented at the Finance and Risk Management Committee meeting of June 18, 2026. Committee members recommended the Board hold a public hearing.
Strategic Plan
Hire top talent according to plan and budget.
Attachments
N/A
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SAN DIEGO COMMUNITY POWER
Staff Report – Item 13
To: Board of Directors
From: Timothy Manglicmot, Senior Director of Finance and Risk Will Weisman, Associate Director of Finance
Mark Alfaro, Finance Manager
Chris Do, Senior Financial Analyst
Kevin Bateman, Financial Analyst
Julissa Mercedes, Financial Analyst
Via: Jack Clark, Acting Chief Executive Officer
Subject: Adoption of Resolution No. 2026-10, approving the FY 2026-2027 Operating Budget, the FY 2026-2027 Capital Budget, and the FY 2027-2031 Capital Investment Plan
Date: June 25, 2026
Recommendation
Adoption of Resolution No. 2026-10, approving the FY 2026-2027 Operating Budget, the FY 2026-2027 Capital Budget, and the FY 2027-2031 Capital Investment Plan.
Background
On October 1, 2019, the Founding Members of San Diego Community Power (Community Power) adopted the Joint Powers Agreement (JPA) which was amended and restated on December 16, 2021. Section 4.6.2 of the JPA specifies that the Community Power Board of Directors (Board) shall adopt an annual budget prior to the commencement of the fiscal year.
The JPA further provides that Community Power’s fiscal year runs from July 1 to June 30, unless changed by the Board.
Section 7.3.1 of the JPA requires that Community Power budgets be prepared and approved by the Board in accordance with its fiscal management policies that should include a deadline for approval.
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On July 28, 2022, the Board adopted a budget development schedule as part of the Community Power Budget Policy consistent with Table 1. This development schedule includes an annual budget review in May by the Finance and Risk Management Committee (FRMC), which occurs prior to the Community Power Board of Directors (Board) previewing the budget in May and prior to the Board potentially adopting the budget in June.
Table 1. Current Budget Development Schedule
Table 2 illustrates the Proposed FY 2026-2027 budget in comparison to Community Power’s budgets from prior years.
Table 2. Community Power Budget History
Operating Budget Net Revenues Total Expenses Net Position FY 2020-2021 Amendment $26,286,909 $34,135,000 ($7,848,091) FY 2021-2022 Amendment $378,053,506 $342,177,063 $35,876,443 FY 2022-2023 Amendment $929,791,929 $772,078,709 $157,713,220 FY 2023-2024 Amendment $1,304,274,067 $1,070,891,284 $233,382,783 FY 2024-2025 Amendment $1,221,258,172 $1,187,090,169 $34,168,003 FY 2025-2026 Amendment $1,175,418,913 $1,025,004,360 $150,414,553 FY 2026-2027 Proposed $918,820,685 $914,910,136 $3,910,549 Additionally, Community Power traditionally adopts an annual 5-year Capital Investment Plan (CIP). Community Power’s first CIP was approved on June 22, 2023, under Resolution No. 2023-24. The CIP contains all the individual capital projects; major equipment purchases and major programs for the agency that are intended to span multiple years and that are considered one-time projects rather than recurring projects. Further, the first year of the CIP represents the capital budget appropriation for the upcoming fiscal year.
On May 21, 2026, the FRMC received a presentation and provided feedback on the draft FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and FY 2027-2031 Capital Investment Plan. The presentation additionally included a Quarterly Risk Oversight Committee Report, pursuant to Section 7.3 of the agency’s Energy Risk Management Policy, 252
which reviewed the significant financial risks facing the agency most notably from the Power Charge Indifference Adjustment (PCIA).
Subsequently, on May 28, 2026, the Board received a similar presentation and provided feedback on the draft FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and FY 2027-2031 Capital Investment Plan, and the Quarterly Risk Oversight Committee Report.
Analysis and Discussion
The proposed FY 2026-2027 operating budget includes net operating revenue of $918,820,685 and total expenses of $914,910,136, resulting in net position of $3,910,549.
The proposed FY 2026-2027 capital budget includes $71,417,654 from a combination of internal and external sources to fund six projects. Including existing appropriations, a total of 19 active projects are proposed to be funded during the fiscal year.
The proposed FY 2027-2031 capital investment plan includes 19 projects that are planned to receive funding during the five-year period, totaling $310,265,290in investment. The first year of the FY 2027-2031 CIP reflects the proposed FY 2026-2027 capital budget. Additionally, $20,727,469 in unspent continuing funds were appropriated by the Board in prior fiscal years and is represented as carryforward budget. Separately, the Board authorized the full appropriation of $124,274,206for the San Diego Regional Energy network in 2025, of which $63,417,654 is included in the FY 2026-2027 capital budget.
Under the proposed FY 2026-2027 operating budget, Community Power is projected to have an ending reserve balance of $711.6 million- or 280-days cash on hand based on the operating expenses projected in FY 2026-2027.
The proposed budget includes the key assumptions outlined below.
Operating Revenue
Community Power’s net operating revenue consists primarily of revenues from sales of electricity. Assumptions regarding net operating revenue include:
• Enrollment of customers is complete from member jurisdictions in Phases 1, 2, 3 and
4. • 95% participation rate across all jurisdictions.
• An uncollectible rate of 1.5%, as compared to 1.75% in the prior fiscal year. • Rates that were set and approved by the Board on April 23, 2026, for the period from May 1, 2026, to December 31, 2026.
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• Power Charge Indifference Adjustment (PCIA) is consistent with SDG&E Partial Supplemental Advice Letter 4791-E-A filed on March 30, 2026, for the period from May 1, 2026, to December 31, 2026.
• Generation rates are projected to decrease between 15% to 20% between calendar years 2026 and 2027 and, within the FY27 Proposed Budget, for the period from January 1, 2027, to June 30, 2027.
• PCIA is expected to increase between 25% to 55% between calendar year 2026 and 2027 and, within the FY27 Proposed Budget, for the period from January 1, 2027, to June 30, 2027.
• Rates and PCIA for the period from January 1, 2027, to June 30, 2027, are forecasted based on Community Power’s latest forecasted energy, resource adequacy, and renewable energy prices through April 30, 2026.
• Power100 and Power100 Green-e Certified (Green-e Plus) will maintain premiums of $0.01/kWh and $0.02/kWh, respectively, compared to PowerOn. • Any further rate changes, including mid-year changes, are subject to Board discretion and approval.
Cost of Energy includes all the various services purchased from the power market through our counterparties to supply energy to Community Power’s customers. Assumptions regarding cost of energy include:
• Forecasts are based on contracts, long-term load, and energy forward prices through April 30, 2026.
• Open positions not yet under contract for energy are generally assumed to be closed based on the forecasted energy forward price for the period. • The Voluntary Allocation and Market Offer (VAMO) and Modified Cost Allocation Mechanism (MCAM) contracts with San Diego Gas & Electric (SDG&E) are based on Community Power’s latest forecasted energy, resource adequacy, and renewable energy prices through April 30, 2026.
Operating Expenses
Community Power’s non-energy operating expenses fall into four categories: “personnel costs”, “professional services and consultants”, “marketing and outreach”, and “general and administration.” Expense assumptions include the following:
• Personnel include salaries, payroll taxes, benefits, and excused absence and paid time off for staff. The recruitment strategy includes the addition of approximately five new staff members during the FY 2026-27 budget cycle, growing the agency to 106 total staff.
• Professional Services and Consultants include SDG&E fees, data management fees from Calpine, technical support (for rate setting, load analysis, energy scheduling, etc.), 254
legal/regulatory services and other general contracts related to IT services, audits and accounting services.
• Strategic Communications and Outreach includes expenses for mandatory notices and mailers, printing and outreach materials, communication consultants, and events and partnerships to increase awareness, drive customer enrollment, and build positive relationships.
• General and Administration budget covers the cost of office space, equipment, membership dues, and other general operational costs.
Non-Operating Expenses
Community Power’s budget also includes non-operating expenses related to interest and related expenses used to finance its operations. These costs are comprised of associated interest costs as well as potential renewal fees on debt or letters of credit.
Capital Investment Plan (CIP)
In FY 2026-2027 Community Power is continuing its Capital Investment Plan (CIP) which contains all the individual capital projects, equipment purchases, and major programs for the agency that are intended to span multiple years. The proposed FY 2026-2027 operating budget proposes a one-time transfer to the CIP as a continuing fund in which any unspent funds are kept within that fund and carried forward to the subsequent fiscal year to support internally funded programs. Operating budget contributions are funded through a combination of net operating revenues and non-operating investment income as appropriate based on program restrictions. The first year of the CIP is the proposed FY 2026-2027 capital budget.
For FY 2026-2027, Community Power proposes a one-time investment of $8.0 million into the agency’s Capital Investment Plan to support internally funded programs. This proposed contribution is primarily supporting the following programs:
• Solar Battery Savings: $3.5 million will continue investment in Solar Battery Savings, which offers upfront and performance-based incentives for home battery systems that boost resilience and reduce grid demand.
• Customer Pilot Programs: $2.5 million will support Customer Pilot Programs which represent small-scale, short-duration projects that can provide Community Power and stakeholders data on program design, technology acceptance and other information helpful for broader program delivery.
• Distributed Energy Resources Management Systems Software Platform: $1.5 million will support the Distributed Energy Resources Management Systems Software Platform to support the organization’s Flexible Load Strategy. 255
• EV Load Growth Study: $0.3 million will evaluate how increasing EV adoption will affect electricity demand across Community Power’s service territory, including impacts from different charging behaviors on load shape, peak demand, and system risk.
• IT Projects: $0.2 million will fund the optimization and expanded rollout of the agency’s central Enterprise Resource Planning (ERP) platform. While Phase 1 successfully established core budgeting functionalities, Phase 2 is being considered for strategic rescoping to prioritize immediate agency-wide operational controls and financial efficiencies. Once deployed, this phase will streamline cross-departmental workflows, enhance internal financial controls, and automate routine processes. This targeted optimization ensures the finance, non-energy procurement team and broader agency possess the scalable infrastructure required to support expanding community programs and minimize administrative overhead.
Net Income
The proposed FY 2026-2027 budget results in a net position of $3,910,549.
Reserves
Under Resolution No. 2025-23, Community Power’s revised Financial Reserves Policy established a minimum reserve requirement of 180 days cash on hand, a reserve target of 225 days cash on hand, and a maximum reserve of 270 days cash on hand.
Additionally, pursuant to Resolution No. 2026-07, Community Power established a Rate Stabilization Reserve (RSR). Under the resolution, the Target RSR Balance may be an amount up to or equivalent to 45 Days Cash on Hand, representing the Reserves between the Target Reserve Balance and Maximum Reserve Balance of Community Power’s Financial Reserves, as defined in the Financial Reserves Policy.
Under the proposed FY 2026-2027 operating budget, Community Power is projected to have an ending reserve balance of $711.6 million- or 280-days cash on hand based on the operating expenses projected in FY 2026-2027. Staff note that based on operating expenses projected in FY 2025-2026, the ending reserve balance would only have been 255 days cash on hand.
Pursuant to Community Power’s Reserve Policy, should fiscal year-end reserves exceed the maximum reserve balance of 270 days cash on hand, the Board may authorize excess reserve distributions at their discretion, including for Strategic Uses for a Programmatic Reserve. Staff recommend building reserves to 280-days cash on hand given the significant downside risk that staff project in calendar year 2027 and as discussed in the Risk Oversight Committee (ROC) Report in May 2026. Total projected ending liquidity (including unrestricted cash, investment holdings, and available lines of credit) for FY 2026-2027 is 370 days liquidity on hand. The following table illustrates Community Power’s proposed FY 2026-2027 operating budget compared to the amended budgets for FY 2024-2025 and FY 2025-2026. Staff note 256
certain figures presented in the associated attachments to the staff report may vary slightly due solely to rounding.
Table 3. Proposed FY 2026-2027 Budget compared to FY 2024-2025 and FY 2025-2026 Amended Budgets.
FY25 Amended FY26 Amended FY27 Proposed
Gross Revenue 1,243.0 1,194.8 932.8
Less Uncollectible Accounts -21.8 -19.4 -14.0
Net Operating Revenues 1,221.3 1,175.4 918.8
Cost of Energy 1,116.8 969.9 872.3
Non-Energy Costs 50.8 50.0 55.7
Subtotal Operating Expense 1,167.6 1,019.9 928.1
Investment Income 0.0 -18.3 -23.1
Debt Service 1.3 1.5 1.9
Capital Investment Plan (Transfer Out) 18.2 21.9 8.0
Total Expenses 1,187.1 1,025.0 914.9
Net Position 34.2 150.4 3.9
Amounts displayed in millions, $
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The next table illustrates Community Power’s proposed FY 2027-2031 Capital Investment Plan. The first year of the FY 2027-2031 Capital Investment Plan represents Community Power’s FY 2026-2027 Capital Budget.
Table 4. Community Power FY 2027-2031 Capital Investment Plan Carryforward FY27
Proposed FY28 FY29 FY30 FY31 Total
External Funding
Regional Energy Network - 63.1 51.4 42 43.7 45.5 245.7
DAC-GT 0.3 0.3 - - - - 0.6
Equitable Building
Decarbonization 1.4 - - - - - 1.4
Planning and Studies 0.7 - 0.7
Total External Funding 2.4 63.4 51.4 42 43.7 45.5 248.4 Internal Funding
Solar Battery Savings 10.8 3.5 10.4 8.3 8.5 7.6 49.1
Pilot Programs 2.0 2.5 - - - 4.5
Grants 1.3 - - - - - 1.3
Flexible Load 0.5 1.5 - - - - 2.0
IT Projects 3.2 0.2 - - - - 3.4
Planning and Studies 0.3 0.3 - - - - 0.6
Application Assistance 0.3 - 0.3 - - 0.3 0.9
Total Internal Funding 18.4 8.0 10.7 8.3 8.5 7.9 61.8
Total CIP Expenses 20.8 71.4 62.1 50.3 52.2 53.4 310.2
Amounts displayed in millions, $
Carryforward amounts reflect a point in time estimate during the budget development process. These amounts are subject to change over the remainder of the fiscal year and will be updated for the adopted budget.
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Since the Board meeting on May 28, 2026, staff further reviewed Community Power’s non-energy budget and are proposing to further reduce the non-energy budget by $0.8 million.
The majority of the reductions were from decreasing total proposed staffing from 108 full-time employees to 106 full-time employees by removing positions within the Programs and IT and Data Analytics departments.
Table 5. Community Power FY 2026-2027 Budget Draft vs Proposed FY27 Draft
May 28, 2026
FY27 Proposed
June 18, 2026 FY27 Difference
Gross Revenue 932.8 932.8 -
Less Uncollectible Accounts -14.0 -14.0 -
Net Operating Revenues 918.8 918.8 -
Cost of Energy 872.3 872.3 -
Non-Energy Costs 56.5 55.7 -0.8
Subtotal Operating Expense 928.9 928.1 -0.8
Investment Income -23.1 -23.1 -
Debt Service 1.9 1.9 -
Capital Investment Plan (Transfer Out) 8.0 8.0 -
Total Expenses 915.7 914.9 -0.8
Net Position 3.1 3.9 +0.8
Amounts displayed in millions, $
Fiscal Impact
The proposed FY 2026-2027 budget is expected to result in a net position of $3.9 million, with an ending reserve balance of $711.6 million or 280-days cash on hand based on the operating expenses projected in FY 2026-2027.
Community Power proposes a one-time investment of $8.0 million in the agency’s Capital Investment Plan, which is reflected in the operating budget. 259
Committee Review
At the June 18, 2026, meeting, the Finance and Risk Management Committee reviewed the proposed FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and FY 2027- 2031 Capital Investment Plan and recommended for Board approval.
Strategic Plan
This activity supports the strategic plan goal for Financial Stability and to practice fiscal strategies to promote long-term organizational stability. Specifically, this action supports the strategic goals of (1) obtaining a public investment grade credit rating by November 2027, and (2) building reserves by $150M to maintain a reserve target of at least 180 Days Cash On Hand by December 2027.
Attachments
A: Proposed FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and FY 2027- 2031 Capital Investment Plan (June 18 redlined).
B: Proposed FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and FY 2027- 2031 Capital Investment Plan (Clean)
C: A Resolution of the Board of Directors of San Diego Community Power Adopting the Fiscal Year 2026-2027 Operating Budget, the Fiscal Year 2026-2027 Capital Budget (Exhibit A), and the Fiscal Year 2027-2031 Capital Investment Plan (Exhibit B) 260
ITEM 13
ATTACHMENT A
261
1 FY 2026-2027 Operating Budget
FY 2026-2027 Capital Budget
FY 2027-2031 Capital Investment Plan
for the period
July 1, 2026
through
June 30, 2027
262
2 TABLE 1: PROPOSED FY2026-2027 BUDGET
San Diego Community Power
Draft Proposed FY 2026-27 Budget
Supplemental Details
OPERATING REVENUES
FY 2024-25
Amended Budget
FY 2025-26
Amended Budget
Gross Ratepayer Revenues $ 1,243,010,863 $ 1,194,789,046 (Less Uncollectible Customer Accounts) $ (21,752,690) $ (19,370,133) Net Operating Revenues $ 1,221,258,172 $ 1,175,418,914
COST OF ENERGY
Cost of Energy $ 1,116,836,549 $ 969,916,628
Total Cost of Energy $ 1,116,836,549 $ 969,916,628
Gross Net Position $ 104,421,623 $ 205,502,285
OPERATING EXPENSES
Professional Services and Consultants
Data Management $ 14,569,264 $ 13,819,264
SDG&E Fees $ 3,435,746 $ 3,835,746
Technical Support $ 2,098,333 $ 2,264,333
Legal/Regulatory $ 2,138,000 $ 1,226,200 $ 1,576,200 $ 1,501,200 Other Services $ 2,104,999 $ 2,268,835 $ 2,915,831 $ 2,912,081 Total Prof. Svcs. Costs $ 24,346,342 $ 23,414,378 $ 23,875,861 $ 23,797,111 Personnel Costs
Salaries $ 14,988,227 $ 15,298,873 $ 19,284,224 $ 18,676,333 Benefits (retirement/health) $ 2,549,522 $ 3,811,399 $ 4,210,527 $ 4,114,909 Payroll Taxes $ 1,030,146 $ 498,938 $ 640,131 $ 621,460 Total Personnel Costs $ 18,567,895 $ 19,609,209 $ 24,134,882 $ 23,412,702 2.6% 2.5% Strategic Communications and Community Outreach
Printing $ 1,107,143 $ 693,263 $ 640,865 $ 640,015
Memberships $ 1,201,450 $ 1,000,700 $ 214,790 $ 197,790 Strategic Communications and Community Outreach $ 670,000 $ 622,500 Total Strat Comm and Outreach Costs $ 2,978,593 $ 2,316,463 $ 2,433,155 $ 2,415,305 General and Administration
Other G & A $ 3,637,905 $ 2,824,997 $ 4,223,983 $ 4,218,733 Cal CCA Dues $ 460,000 $ 555,000
Rent $ 744,264 $ 935,784
Insurance $ 67,592 $ 331,414
Total G & A Costs $ 4,909,761 $ 4,647,195 $ 6,098,928 $ 6,093,678 Net Operating Expenses $ 50,802,591 $ 49,987,246 $ 56,542,826 $ 55,718,796 6.2% 6.1% Total Operating Expenses $ 1,167,639,140 $ 1,019,903,874 $ 928,885,852 $ 928,061,822 101.1% 101.0% Operating Income (Loss) $ 53,619,033 $ 155,515,040 $ (10,065,167) $ (9,241,136) -1.1% -1.0%
NON-OPERATING REVENUES (EXPENSES)
Investment income $ - $ 18,294,938
Interest and Related Expenses $ (1,276,000) $ (1,514,825) Transfer to Capital Investment Program $ (18,200,000) $ (21,880,600) Total Non-Operating Revenues (Expenses) $ (19,476,000) $ (5,100,487) CHANGE IN NET POSITION $ 34,143,033 $ 150,414,553 $ 3,086,519 $ 3,910,549 0.3% 0.4% $ 13,151,686
% of Net
Revenues
100.0%
94.9%
5.1%
2.6%
0.3%
0.7%
1.4%
$ 935,784
$ 384,161
$ 23,101,021
$ (1,949,335)
$ (8,000,000)
$ 46,477,659
$ 12,912,595
$ 3,456,000
$ 3,015,235
$ 1,577,500
$ 555,000
FY 2026-27
Proposed Budget
$ 932,812,878
$ (13,992,193)
$ 918,820,685
$ 872,343,026
$ 872,343,026
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3 Proposed Budget Overview
Budget-in Brief
The Proposed FY 2026-2027 Operating Budget continues full enrollment from Phases 1, 2, 3 and 4 for all ratepayers, inclusive of net-energy metering customers, from Community Power’s member jurisdictions within the San Diego region representing 8.3 million MWH of retail load in the fiscal year.
Energy costs represent the largest component of Community Power’s budget. Current projections reflect a year-over-year decline in energy costs driven by lower market price assumptions associated with Market Price Benchmark (MPB) volatility. The Proposed FY 2026-2027 Operating Budget therefore reflects lower cost of energy assumptions due to the ability to close open energy positions at reduced prices and lower projected renewable prices under the VAMO contract with SDG&E.
At the same time, lower forward market prices are driving a more significant reduction in projected ratepayer revenue. As reflected through the Power Charge Indifference Adjustment (PCIA) and SDG&E bundled rates, MPB volatility remains the most significant financial risk to Community Power. Recent declines in market prices are expected to reduce revenues year-over-year as higher PCIA charges coincide with lower competing utility rates. As a result, both revenues and energy costs are projected to decline year-over-year, with energy cost reductions only partially offsetting anticipated revenue pressure.
Because current market price projections are based on data available through April 30, 2026, and remain preliminary, updated Market Price Benchmarks from the California Public Utilities Commission (CPUC) later in the year are expected to provide greater clarity on second half fiscal year impacts and inform future reserve funding recommendations.
The Proposed FY 2026-2027 Operating Budget additionally contains prudently-managed and modest growth in non-energy operating budget categories. As Community Power has scaled to full enrollment, the agency is thoughtfully and prudently managing staffing levels by adding 3 staff to grow from 103 to 106 total staff. In FY 2026-2027, Community Power is expected to have a generally comparable operating budget and staffing levels compared to its peer Community Choice Aggregators (CCA) of similar customer and load size, while supporting a broader portfolio of customer programs and strategic initiatives.
By the end of FY 2026-2027, Community Power’s reserves are expected to grow to its maximum reserve level of 270 days cash on hand, mostly as a function of a lower operating expense base in FY 2026-2027.
Based on operating expenses projected in FY 2025-2026, the ending reserve balance would have been 255 days cash on hand. Actual cash reserves are projected to remain at a consistent level with the prior fiscal year, which should allow Community Power to navigate the volatile energy market and maintain its investment-grade credit rating.
264
4 Lastly, this budget continues to include the Community Power Capital Investment Plan (CIP) that contains one-time revenue and one-time expenses for programs and projects over multi-year periods, including one-time investments from the operating budget to the CIP. The first year of the FY 2027- 2031 CIP comprises the FY 2026-2027 capital budget, which proposes an investment of $8 million from the operating budget to support the CIP. This bolsters an overall project portfolio, including external funding sources, of $71.4 million for the fiscal year.
Draft Proposed Budget
The Community Power Draft Proposed FY 2026-2027 (FY2027) Budget is presented in further detail in the following pages. The table below summarizes the revenue and expense budgets proposed for FY2027 in comparison to the FY2025 and FY2026 Amended Budgets.
TABLE 2: OPERATING BUDGET OVERVIEW
FY25 Amended FY26 Amended FY27 Draft Proposed
Gross Revenue 1,243.0 1,194.8 932.8
Less Uncollectible Accounts -21.8 -19.4 -14.0
Net Operating Revenues 1,221.3 1,175.4 918.8
Cost of Energy 1,116.8 969.9 872.3
Non-Energy Costs 50.8 50.0 56.6 55.7
Subtotal Operating Expense 1,167.6 1,019.9 928.9 928.1
Interest Income 0.0 -18.3 -23.1
Debt Service 1.3 1.5 1.9
CIP 18.5 18.2 21.9 8.0
Total Expenses 1,197.4 1,187.1 1,025.0 915.7 914.9
Net Position 33.9 34.2 150.4 3.1 3.9
Amounts displayed in millions, $
265
5 Operating Revenue
Community Power’s main source of revenue is from the retail sale of electricity to its customers.
Revenue budgeted for FY 2026-2027 reflects a full fiscal cycle of retail sales to our commercial and industrial customer base and retail sales to our residential customer base. Generally, retail sales are calculated based on customer load (i.e. customer energy usage) multiplied by the associated rate class of the customer.
Additional assumptions for net operating revenue include:
• Enrollment of customers is complete from member jurisdictions in Phases 1, 2, 3 and 4. • 95% participation rate across all jurisdictions.
• An uncollectible rate of 1.5%, as compared to 1.75% in the prior fiscal year. a. Rates that were set and approved by the Board on April 23, 2026, for the period from July May 1, 2026, to December 31, 2026.
b. Power Charge Indifference Adjustment (PCIA) is consistent with SDG&E Partial Supplemental Advice Letter 4791-E-A filed on March 30, 2026, for the period from July May 1, 2026, to December 31, 2026.
c. Generation rates are projected to decrease between 15% to 20% between calendar years 2026 and 2027 and, within the FY2027 Draft Proposed Budget, for the period from January 1, 2027, to June 30, 2027.
d. PCIA is expected to increase between 25% to 55% between calendar year 2026 and 2027 and, within the FY2027 Draft Proposed Budget, for the period from January 1, 2027, to June 30, 2027.
• Rates and PCIA for the period from January 1, 2027, to June 30, 2027, are forecasted based on Community Power’s latest forecasted energy, resource adequacy, and renewable energy prices through April 30, 2026.
e. Power100 and Power100Green+ (Green-e® certified) service plans will maintain premiums of $0.01/kWh and $0.02/kWh, respectively, compared to PowerOn. • Any further rate changes, including mid-year changes, are subject to Board discretion and approval.
The following table summarizes the revenues for FY2027 Draft Proposed Budget compared to the FY2025 and FY2026 Amended Budgets. Note that Gross Revenue and Less Uncollectible Accounts are based on projected numbers from rate setting that was approved by the Board on January 15, 2026.
TABLE 3: OPERATING REVENUE BY BUDGET LEVEL 2
FY25 Amended FY26 Amended FY27 Proposed
Gross Revenue 1,243.0 1,194.8 932.8
Less Uncollectible Accounts -21.8 -19.4 -14.0
Net Operating Revenues 1,221.3 1,175.4 918.8
Amounts displayed in millions, $
266
6 Operating Expenses
Expenses in the Community Power Operating Budget fall into five budget level 2 categories: cost of energy, personnel costs, professional services and consultants, marketing and outreach, and general and administration.
• Cost of Energy – Cost of Energy includes all the various services purchased from the power market through our suppliers. This includes purchased energy, capacity (Resource Adequacy), renewables, CAISO fees and other miscellaneous power market expenses. • Personnel – Personnel costsinclude salaries, payrolltaxes, benefits, and excused absence and paid time off for staff. In addition, costs include assumptions from the Board adopted compensation policy including potential merit and cost-of-living increases. • Professional services and consultants
o Legal/Regulatory Services – Community Power retains outside legal counsel to assist with the complex aspects of the regulatory, compliance, power supply contract negotiations and its general legal needs. This line item will also allow for the retention of both a state and federal lobbyist to support Community Power’s legislative and regulatory efforts.
o Technical Support – Community Power engages consultants to assist with rate setting, policies, joint-rate comparisons with SDG&E, load analysis, and a scheduling coordinator. After electric power is scheduled for delivery to customers and consumed by those customers, the actual electric consumption must be trued up against the forecasted and scheduled energy. This true-up occurs through the settlement process.
Settlements also entail addressing several other market and regulatory requirements. As Community Power grows its internal staff, it will look to continue to in-house portions of this service.
o Other Services – Community Power contracts or plans to contract for Audit services (data and financial), Accounting services, and other services as needed. Community Power continues to examine if these services are more cost effective or efficient to bring in-house. As Community Power expands its in-house functions, Community Power expects a reduction in the related professional services support areas. o SDG&E Service Fees – Service fees paid to SDG&E consist of a charge of a fixed fee per account per month. The fees cover SDG&E’s costs associated with meter reading, additional data processing, and bill coordination as mandated and regulated by the CPUC. There are also numerous small fees associated with data requests. 267
7 o Data Management – Broad scope of services that includes all “back office” billing data validation, bill coordination with SDG&E, call center services and billing technical support, customer enrollment database management, move- in/move-out services, customer research for enrollment support, and many support functions related to data reporting.
f. Strategic Communications and Outreach – Strategic Communications and Outreach involves promoting Community Power services and engaging with the community through campaigns, public relations, events, and educational programs to increase awareness, drive customer enrollment, and build positive relationships. It also includes outreach to underserved communities to ensure equitable access to Community Power’s clean, renewable energy services. • General and Administration – General and Administration costs include leasing office space, industry fees, or memberships (e.g., CalCCA dues), equipment and software, as well as other general operational costs including Board and Committee expenses, Board stipends, staff travel or professional development, team building, etc. 268
8 The table below summarizes the expenses for the FY2027 Draft Proposed Budget compared to the FY2025 and FY2026 Amended Budgets.
TABLE 4: OPERATING EXPENSES BY BUDGET LEVEL 2
FY25 Amended FY26 Amended FY27 Draft
Proposed
Cost of Energy 1,116.8 969.9 872.3
Professional Services and Consultants 24.3 23.4 23.9 23.8 Personnel Costs 18.6 19.6 24.1 23.4
Strategic Communications and Community Outreach 3.0 2.3 2.4 General and Administration 4.9 4.7 6.1
Subtotal Operating Expenses 1,167.6 1,019.9 928.9 928.1 Interest Income 0.0 -18.3 -23.1
Debt Service 1.3 1.5 1.9
Capital Investment Program (Transfer Out) 18.2 21.9 8.0 Subtotal Non-Operating Expenses 19.5 5.1 13.2
Total Expenses
1,187.1 1,025.0 915.7 914.9
Amounts displayed in millions, $
Non-Operating Revenues (Expenses)
Non-operating revenue represents interest income earned on cash reserves. Non-operating expenses represent interest paid on borrowed funds under the bank credit facility maintained by Community Power used to finance a portion of its operations. Expenses also include other bank-related fees (i.e., letter of credit issuance fees, renewal fees, etc.).
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9 Community Power Capital Investment Program Plan (CIP) The CIP for FY 2027-2031 outlines the individual capital projects, major equipment purchases, and major programs for the agency that are intended to span multiple years. Contributions are considered one-time in nature and do not reflect future funding commitments. The first year of the FY 2027-2031 CIP is Community Power’s proposed capital budget for the upcoming fiscal year.
The Draft Proposed FY 2026-2027 Capital Budget totals $71.4 million, and the Draft Proposed FY 2027- 2031 CIP totals $310.7 million over the outlook period. The total CIP includes $21.3 million in unspent continuing funds which were appropriated by the Board in prior fiscal years and is reflected as carryforward budget. Carryforward amounts are point-in-time estimates during the budget development process and will be updated for the adopted budget. In addition to carryforward funds, the Draft Proposed FY 2026-2027 Capital Budget includes $63.1 million for the San Diego Regional Energy Network, recoverable through the California Public Utilities Commission, which was authorized by the Board in January 2025. Specifically, in January 2025, the Board approved, accepted and appropriated $124.3 million in funds for the San Diego Regional Energy Network, and $63.1 million of those previously authorized funds are expected to be expended in FY 2026-2027.
The Draft Proposed FY 2026-2027 operating budget proposes an $8.0 million transfer from operations into the CIP. This transfer is funded by a combination of net-operating revenue and non-operating investment income based on the nature of the project or program being funded. In contrast to the operating budget, these contributions are carried forward to subsequent fiscal years within the CIP, where they remain until expended or reappropriated through subsequent action. The draft proposed operating contribution primarily supports the following programs:
• $3.5 million, Solar Battery Savings: Community Power's Residential Solar Battery Savings Program is designed to help single-family homeowners in Community Power's service territory invest in clean energy and support the grid by installing solar and battery storage in their homes or complement an existing solar system with a new battery system. The program provides two financial incentives for participating customers: an upfront incentive to minimize the initial cost of the battery system and a performance incentive for a daily discharge of the battery (during a specified dispatch window during on-peak periods) to maximize benefits for the customer and the grid.
g. $2.5 million, Customer Pilot Programs: Pilot programs are small-scale, short-duration projects (6–18 months) that can provide Community Power and stakeholders data on program design, technology acceptance and other information helpful for broader program delivery. Pilot programs support Community Power staff's ability to properly and efficiently design and implement programs. Additionally, pilot programs can cover all customer segments and a variety of technologies or activities, including managed charging for electric vehicles and energy efficiency.
270
10 h. $1.5 million, Distributed Energy Resources Management Systems Software Platform:
Central to Community Power's Flexible Load Strategy is the selection and implementation of a Distributed Energy Resource Management System (DERMS). A DERMS is a software platform that incorporates various data points, such as weather, market/price data and customer preferences, to optimize the operation of distributed energy resources (DERs) in support of various grid services. Once operational, this system will allow Community Power to help customers reduce usage during high-cost on-peak periods, while managing portfolio-wide power procurement and resource adequacy costs and risk. i. $0.3 million, EV Load Growth Study: The Regional EV Load Analysis will forecast how growing EV adoption can impact electricity demand across Community Power’s service territory, including hourly load profiles, adoption scenarios and geographic variation. It will evaluate how different charging behaviors — especially unmanaged vs. managed charging — affect load shape, peak demand and system risks, with a focus on strategies (for example, time-of-use rates or managed charging) that can shift or mitigate EV-related peaks. Overall, the study aims to provide insights that support long-term planning, helping Community Power understand both the risks and opportunities of transportation electrification for load forecasting, Resource Adequacy and program design. j. $0.2 million, IT Projects: Focus on Community Power’s commitment to fiscal stewardship and operational scaling, this project funds the optimization and expanded rollout of the agency’s central Enterprise Resource Planning (ERP) platform. While Phase 1 successfully established core budgeting functionalities, Phase 2 is being considered for strategic rescoping to prioritize immediate agency-wide operational controls and financial efficiencies. Once deployed, this phase will streamline cross-departmental workflows, enhance internal financial controls, and automate routine processes. This targeted optimization ensures the finance, non-energy procurement team and broader agency possess the scalable infrastructure required to support expanding community programs and minimize administrative overhead.
TABLE 5: DRAFT PROPOSED FY 2026-2027 CAPITAL BUDGET
Carryforward FY27 Authorized
Budget
FY27 Draft
Proposed
Appropriation
Operating Transfer In 18.2 18.4 - 8.0
Regional Energy Network - 63.1 -
DAC-GT 0.3 0.3 -
CDFA 0.7 - -
Equitable Building Decarbonization 1.4 - -
Other Planning and Studies 0.7 -
271
11 Total 21.3 20.8 63.4 8.0
Amounts displayed in millions, $
TABLE 6: DRAFT PROPOSED FY 2026-2027 CAPITAL INVESTMENT PLAN Carryforward [1] FY27 FY28 FY29 FY30 FY31 Total
External Funding
Regional Energy Network - 63.1 51.4 42.0 43.7 45.5 245.7 DAC-GT 0.3 0.3 - - - - 0.6
CDFA 0.7 - - - - - 0.7
Equitable Building Decarbonization 1.4 - - - - - 1.4
Programs Evaluation Planning and
Studies 0.7 - - - - - 0.7
Subtotal 3.1 2.4 63.4 51.4 42.0 43.7 45.5 249.1 248.4
Internal Funding
Solar Battery Savings 10.8 3.5 10.4 8.3 8.5 7.6 49.1
Pilot Programs 1.8 2.0 2.5 - - - - 4.3 4.5
Grants 1.3 - - - - - 1.3
Flexible Load 0.5 1.5 - - - - 2.0
IT Projects 3.2 0.2 - - - - 3.4
Programs Evaluation Planning and
Studies 0.3 0.3 - - - - 0.6
Application Assistance 0.3 - 0.3 - - 0.3 0.9
Subtotal 18.2 18.4 8.0 10.7 8.3 8.5 7.9 61.6 61.8
Total CIP Expenses 21.3 20.8 71.4 62.1 50.3 52.2 53.4 310.7 310.2 Amounts displayed in millions, $
[1] The carryforward amount reflects actual financial data through January 31, 2026.
Carryforward amounts will be updated for the adopted budget and will be reconciled until the close of fiscal year 2025-2026 272
12 Operating Expenses by Department
The table below summarizes the Draft Proposed FY2027 Operating Budget expenses by department. All personnel costs including fringe benefits are included in the Operations department. The Power Services department includes Cost of Energy in their Expenses.
TABLE 7: OPERATING EXPENSES BY DEPARTMENT
FY25 Amended FY26 Amended FY27 Draft
Proposed
Power Services 1,118.9 972.0 875.3
Executive 0.2 0.1 0.4
Operations 20.7 20.9 24.3 23.6
Finance 2.1 2.8 5.0
Customer Operations 19.3 18.5 17.2
IT and Data Analytics 1.4 1.5 2.0
Public Affairs 1.8 1.7 1.8
Programs 0.0 0.0 0.0
Regulatory and Legislative Affairs 0.7 0.5 0.5
Human Resources and Administration 0.7 0.9 1.0
Legal 1.8 1.0 1.4 1.3
Total Operating Expenses 1,167.6 1,019.9 928.9 928.1
Amounts displayed in millions, $
273
13 Personnel by Department
The table below summarizes the projected personnel for the Draft Proposed FY2027 Operating Budget and the full-time equivalent (FTE) personnel in the FY2025 and FY2026 Amended Operating Budgets.
While personnel may be authorized, they must be filled. Detailed information showing filled and proposed FTE transfers by department is included in the following personnel by department section below. The personnel budget is included within the Operations department.
TABLE 8: PERSONNEL BY DEPARTMENT
FY25 Amended FY26 Amended FY27 Proposed
Power Services 16.0 15.0 16.0
Executive 5.0 5.0 5.0
Operations 5.0 6.0 6.0 5.0
Finance 9.0 13.0 13.0
Customer Operations 8.0 6.0 7.0 8.0
IT and Data Analytics 9.0 16.0 16.0 13.0
Public Affairs 12.0 11.0 13.0 14.0
Programs 12.0 16.0 17.0 16.0
Regulatory and Legislative Affairs 5.0 5.0 5.0
Human Resources and Administration 4.0 7.0 7.0 8.0
Legal 2.0 3.0 3.0
Total FTEs 87.0 103.0 108.0 106.0
274
14 Budget by Department
Power Services
Budget Highlights
• The cost of energy, the largest cost in Community Power’s budget, has decreased from $969.9 million to $872.3 million.
• The largest drivers reducing energy costs are market decreases to forward prices for energy which allows Community Power to close open energy positions at a lower cost. Additionally, lower forward prices for renewables drove down projected costs from Community Power’s Voluntary Allocation Market Offer (VAMO) contract with SDG&E. k. Open positions for energy, resource adequacy, and renewable energy for FY 2026-2027 are priced at the forward energy curves as of April 30, 2026. l. The FY 2026-2027 figures include long-term power-purchase agreements that are online or expected to be online during the fiscal year.
• The SDG&E VAMO contract is priced at Community Power’s latest CPUC Market Price Benchmark (MPB) projections as of April 30, 2026, which is markedly lower than the CPUC MPB from September 2026.
• The SDG&E Modified Cost Allocation Mechanism contract is similarly priced at Community Power’s latest CPUC MPB projection which has increased slightly since September 2026. • Power Services proposes adding one position for a Load Forecast Manager.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Power Services 16.0 15.0 16.0
TABLE 9: POWER SERVICES POSITIONS
Executive
Budget Highlights
• Executive budget has increased by $280,000 to support leadership and manager development, research projects, strategic planning and affordability efforts.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Executive 5.0 5.0 5.0
275
15 TABLE 10: EXECUTIVE POSITIONS
Operations
Budget Highlights
• The Operations department includes the Chief Executive Officer, Chief Operating Officer, Clerk of the Board, Office of Strategic Initiatives, and Project Management Office. • Decreased funding for travel costs across the agency. • Operations budget increases are largely due to personnel costs for proposed positions and for positions from last fiscal year being actualized over an entire fiscal year. • Healthcare costs increased as rates have increased since last year in addition to increased healthcare costs to support newly hired positions.
• Accrued PTO has increased as additional staff has been hired and as staff tenure has increased annual PTO earnings.
• Payroll taxes have increased as Community Power has completed Section 218 enrollment and has adjusted the resulting Federal Insurance Contributions Act (FICA) federal payroll tax. • Utilities for office space have increased consistent with recent burn rates and as Community Power has hired additional staff.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Operations 5.0 6.0 6.0 5.0
TABLE 11: OPERATIONS POSITIONS
Finance
Budget Highlights
• Bank service fees within Other G&A increased by approximately $1.4M, reflecting an updated utilization factor, higher transaction volume and program scale. m. Accounting services increased consistent with the annual escalation clause in the contract with Maher Accountancy, with additional pass-through costs as SDCP utilizes 276
16 more software resources, and with anticipated use of the contingency given usage in FY 2025-2026.
• Finance proposes to contribute an additional $217,500 into the Enterprise Resource Planning project and an additional $60,000 for ongoing operating costs to maintain the software. • Licenses for Microsoft Dynamics 365 were included as Community Power’s Enterprise Resource Planning project reaches substantial completion and ongoing licensing fees are included.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Finance 9.0 13.0 13.0
TABLE 12: FINANCE POSITIONS
277
17 Customer Operations
Budget Highlights
• Customer Operations manages contact center operations, supports key accounts and provides analytical insights to guide rate setting, forecasting and customer service enhancements. • Calpine Energy Solutions budget saw a $0.9 million reduction to reflect per-account billing agreement consistent with the agreement approved by the Board on March 26, 2026. • The Calpine Energy Solutions professional services agreement remains Community Power’s largest non-energy contract and provides significant data management separate from the IT and Data Analytics department.
n. San Diego Gas and Electric Service Fees had nominal reduction consistent with burn rates from FY 2025-2026.
• The Neyenesch Printers contract was reduced as Community Power is pursuing more electronic delivery channels reducing paper mail volumes.
• The Financial Credit Network budget had a small increase assuming a modest recovery for expected collections.
• Customer Operations proposes adding one position, Rates Analyst, to provide additional support needed for the shift to dynamic rates pursuant to SDG&E's 2026 Demand Flex Rate Application proceeding and Community Power’s California Energy Commission Load Management Standards plan, large load rate design, and other improvements and innovations in rate design to better serve our various customer classes. Positions between the FY2025 Amended budget and FY2026 Amended budget also included a reclassification of positions to the IT and Data Analytics department.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Customer Operations 8.0 6.0 7.0 8.0
TABLE 13: CUSTOMER OPERATIONS POSITIONS
IT and Data Analytics
Budget Highlights
• Budget has increased largely due to expenses associated with maintaining ongoing costs for the Enterprise Data Platform, Customer Relationship Management system and artificial intelligence exploration.
• AI Managed Services for AI enablement and implementation is included as an ask for this fiscal year.
Department Positions
278
18 FY25 Amended FY26 Amended FY27 Draft Proposed
IT and Data Analytics 9.0 16.0 16.0 13.0
TABLE 14: IT AND DATA ANALYTICS
Public Affairs
Budget Highlights
• Continued outreach to educate the community of the benefits of community choice and to encourage awareness of our mission, our programs, our rates, and our community activities. o. Public Affairs proposes adding two positions, Outreach Manager and SDREN Outreach Associate, the latter which would be supported by the SDREN budget.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Public Affairs 12.0 11.0 13.0 14.0
TABLE 15: PUBLIC AFFAIRS POSITIONS
279
19 Programs
Budget Highlights
p. An additional $8 million has been allocated to CIP projects including Solar Battery Savings, Distributed Energy Resource Management System (DERMS), various pilot programs, Enterprise Resource Planning, and the EV Load Growth study. q. Programs proposes to add one position, a Senior Program Associate, to support the DERMS as the technical lead.
Department Positions
FY25 Amended FY26 Amended FY27 Draft
Proposed
Programs 12.0 16.0 17.0 16.0
TABLE 16: PROGRAMS POSITIONS
Regulatory and Legislative Affairs
Budget Highlights
r. Budget remains the same as FY2026 with a transition of Federal Lobbyist services to the Public Affairs budget as a part of the LEAN Membership.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Regulatory Affairs 5.0 5.0 5.0
TABLE 17: REGULATORY AND LEGISLATIVE AFFAIRS POSITIONS
Human Resources and Administration
Budget Highlights
• The budget had very nominal increases to account for talent acquisition and supporting employee professional development.
• Increased budget for a Human Resources Intern which is not included in department positions.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Human Resources 4.0 7.0 7.0 8.0
280
20 TABLE 18: HUMAN RESOURCES POSITIONS
Legal
Budget Highlights
• Budget increases to support necessary external counsel to bolster regulatory counsel and other outside counsel to support strategic initiatives and other internal goals. • Additional support for Legal staff to attend mandatory training and conferences.
Department Positions
FY25 Amended FY26 Amended FY27 Draft Proposed
Legal 2.0 3.0 3.0
TABLE 19: LEGAL POSITIONS
281
21 Significant Budget Adjustments
The following section summarizes the most significant changes between the FY 2025-2026 Amended Budget and the FY 2026- 2027 Draft Proposed Budget across the operating budget, capital budget, and Capital Investment Plan (CIP). These adjustments reflect the combined impact of evolving market conditions, including lower energy price assumptions and associated revenue changes, as well as targeted investments in staffing, programs, and strategic initiatives. The table below highlights key year-over-year changes in major revenue, expense, and capital categories to provide a consolidated view of the primary drivers shaping Community Power’s financial outlook for FY 2026-27.
Adjustment Description Department FTE
Increases Expenses Revenues
Operating Revenues
Gross Ratepayer Revenues
Decrease
Generation rates are projected to decrease
between 15% to 20% and PCIA is expected to
increase between 25% and 55% between
calendar years 2026 and 2027, driving down
operating revenue and resulting from lower
projected forward market prices.
Finance – – ($256,598,228)
Uncollectible Adjustment
Reduced uncollectible allowance assumptions
from 1.75% to 1.5% in alignment with
uncollectible data through April 30, 2026.
Finance – – +5,377,940
Operating Expenses
Professional Services and Consultants
Data Management Decrease
Calpine Energy Solutions budget saw a $0.9
million reduction to reflect per-account billing
agreement consistent with the agreement
approved by the Board on March 26, 2026.
Customer
Operations – ($906,669) –
SDG&E Fees Decrease
San Diego Gas and Electric Service Fees had
nominal reduction consistent with burn rates
from FY 2025-26 and pursuant to the SDG&E fee
schedule outlined in SDG&E Electric Rule 27 and
Schedule CCA.
Customer
Operations – ($379,746) –
Scheduling Coordinator
Decrease
Lower usage anticipated with Tenaska Power
Services as Community Power unbundled
services and added new vendors for short-term
load forecasting and asset optimization.
Power
Services – ($131,000) –
Printing Decrease
Reduction in expected printing costs under the
professional services agreement with
Neyenesch Printers due to the optimization of
Customer
Operations – ($104,560) –
282
22 electronic delivery channels by reducing paper
mail volumes.
Incremental Load Forecast
Services Decrease Moved budget from Tenaska to Yes Energy. Power Services – ($100,000) – Renewable Energy Storage
Optimization Increase
Pursuant to the master-services agreement with
Ascend Analytics approved by the Board in
December 2025, to deploy advanced battery
optimization software, ensuring clean energy
grid reliability during peak demand. This cost is
based on the number of online projects, which
increased by 8 (~1GW of capacity) in 2026.
Power
Services – +$695,000 –
Regulatory Counsel Increase
Increase in legal support
for regulatory proceedings before the
CPUC consistent with the contract approved by
the Board in April 2026.
Legal – +$250,000 -
AI Managed Services
Increase
AI Managed Services for AI enablement and
implementation to expand functionality and
potential productivity within the agency.
IT and Data
Analytics – +$200,000 -
Accounting Services
Increase
Accounting services increased consistent with
the annual escalation clause in the contract with
Maher Accountancy, approved by the Board in
January 2025, with additional pass-through
costs as SDCP utilizes more software resources,
and with anticipated use of the contingency
given prior usage in FY 2025-2026.
Finance – +$175,842 -
Direct Access Managed
Service Increase
Remaining not-to-exceed expected to be spent
in FY2027, pursuant to contract with Aspen
Environmental Group approved by the Board in
October 2025.
IT and Data
Analytics – +$160,00 -
Long-Term Load Forecasting
Increase
Remaining not-to-exceed expected to be spent
in FY2027, pursuant to contract with Aspen
Environmental Group approved by the Board in
October 2025.
Power
Services – +$125,000 -
Personnel Costs
Healthcare Increase
Updated with the most current premiums and
factors in inflation for the upcoming renewal
cycle. Also factors in additional hires.
Operations – +$557,478 -
Accrued PTO Increase PTO accrual has increased as staff tenure increases and as PTO balances increase. Operations – +$520,648 - Retirement Payout Increase
Retirement contributions have
increased pursuant to Community Power
retirement benefits as additional staff are
hired.
Operations –
+$294,406
+214,396 -
283
23 FICA Increase
FICA payroll
taxes have increased as additional staff are
hired and in alignment with Community Power’s
Section 218 election.
Operations –
+$149,000
+122,522 -
Cost-Recoverable Salary and
Benefits
Updated salary budget for cost-recoverable
positions from mid-year review. Operations – ($1,186,612) - Lodging Reduced agency-wide staff travel in the
upcoming fiscal year. Operations – ($111,552) -
Community Engagement
Manager
Supports expansion of community partnerships
and engagement strategy.
Public
Affairs 1 +$159,000 -
Load Forecast Manager Improves forecasting accuracy for procurement and planning decisions.
Power
Services 1 +$159,000 -
Senior Program Associate
(DERMS Technical Lead)
Provides technical leadership for DERMS
implementation and grid integration. Programs 1
+$110,400
+$132,500 -
SDREN Outreach Associate
(Cost Recoverable)
Expands outreach capacity tied to externally
funded SDREN programs.
Public
Affairs 1 +$110,400 -
Rates Analyst Strengthens rate design and financial
sustainability analysis.
Customer
Operations 1 +$110,400 -
Strategic Communications and Community Outreach
Strategic Communications
and Community
Outreach Increase
Consolidates previously separate
communications, marketing, outreach and
engagement functions into a single category to
better reflect how work is executed through
targeted activities that include customer
education campaigns, community events,
partnerships with community-based
organizations, media relations, digital
communications (e.g. website, social media,
newsletters), and multilingual outreach. The
increased year-over-year budget supplements
current budget activities and contracts to
improve customer awareness and participation
in Community Power's expanding portfolio of
programs, including new pilots.
Public
Affairs –
+116,692
+98,842 -
General Administration
Bank Service Fees Increase
Increase reflects an
updated utilization factor for unused credit,
higher transaction volume and program scale.
Finance – +$1,353,852 -
Non-Operating Revenues (Expenses)
Investment Income
Investment Income Increase Additional investment income is anticipated as Community Power has grown its reserve
Finance – ($4,806,083) –
284
24 balance consistent with the reserve policy
adopted by the Board in December 2025.
Interest and Related Expenses
Interest and Related
Expenses Increase
Forecasted additional interest based on latest
projections for interest rates and assuming
$30.0 million usage of the Community Power
line-of-credit.
Finance – +$434,510 –
Capital Investment Plan (CIP)
CIP – DERMS Platform
Central to Community Power's Flexible
Load Strategy is the Distributed Energy
Resource Management System
(DERMS) platform. The DERMS platform
allows Community Power to help customers
reduce usage during high-cost on-peak periods,
while managing portfolio-wide power
procurement and resource adequacy costs and
risk. Funding supports annual platform fees and
service for the remainder of the Board-approved contract, including a 20% contingency.
Programs – +$1,500,000 –
CIP – Solar + Storage
Incentives
Community Power's Residential Solar Battery
Savings Program is designed to help our single-family homeowners and support the grid by installing solar and battery storage and
offset high-cost on-peak consumption. Funding
will support incentives for an additional ~675
program participants.
Programs – +$3,532,500 -
CIP – Customer Pilot
Programs
Provides dedicated funding for customer-facing
pilot initiatives that test new program concepts.
These pilots will primarily support customer
segments and technologies not targeted in
the initial tranche of Pilot Program
funds allocated in FY 2023-
2024 (e.g., Commercial, Non-Residential, Multi-Family, Renters, Commercial Fleets) and continue to focus on peak load shifting.
Programs – +$1,900,000 -
CIP – ERP System
The Enterprise Resource Planning (ERP)
project aims to implement an ERP system for
Community Power to streamline budgeting,
enhance reporting, manage procurement
and contracts and improve overall operational
efficiency. Additional funding is
an enhancement to the original ERP
contract with PS Hummingbird approved by the
Board in January 2026, and would allow Finance
to add a priority module for procurement and
contracts in the upcoming fiscal year.
Finance – +$217,500 -
CIP – BYOD Pilot Funds the continuation of the Smart Home Flex Pilot Project for an additional year. The
continuation of the pilot is expected to allow
Programs – +$600,000 -
285
25 an additional 5,000 participants. Funding is
primarily for participation
incentives, seasonal performance incentives and
device fees.
CIP – EV Load Study
Funds a study to assess electric vehicle (EV) load
growth potential and better understand how
increasing EV adoption may impact system
demand. This analysis will inform future
infrastructure planning and program design
by identifying expected load impacts and
helping the organization plan for evolving
customer energy needs.
Programs – +$250,000 -
CIP – Regional Energy
Network (External Funding)
The SDREN includes the rollout and execution of
10 programs during FY2027 and will deliver a
portfolio of energy efficiency programs across
residential, commercial, and public sectors,
providing direct customer benefits through
technical assistance, incentives, and equipment
installations to reduce energy use, lower
customer bills, and improve building
performance. The program includes offerings
such as single‑family and multifamily energy
upgrades, small‑business support (including
efficient refrigeration and energy coaching), and
targeted outreach to underserved and Tribal
communities, alongside broader strategies that
support electrification, demand response, and
distributed energy resource deployment. All
activities will be cost-recoverable through CPUC
funds and include funding for nine staff and
overhead support.
Programs – - +$63,117,653.66
CIP – DAC-GT
(External Funding)
The Disadvantaged Communities Green Tariff
(DAC-GT) program enables income-qualified
residential customers in DACs who may be
unable to install solar panels on their roof
to benefit from utility-scale clean energy and
receive a 20% bill discount. Funding is
external, originates from state Greenhouse Gas
(GHG) Auction Proceeds and Public Purpose
Program funds, and funds program
administration for program year 2026.
Programs – - +$300,000
286
ITEM 13
ATTACHMENT B
287
1 FY 2026-2027 Operating Budget
FY 2026-2027 Capital Budget
FY 2027-2031 Capital Investment Plan
for the period
July 1, 2026
through
June 30, 2027
288
2 TABLE 1: PROPOSED FY2026-2027 BUDGET
San Diego Community Power
Proposed FY 2026-27 Budget
Supplemental Details
OPERATING REVENUES
FY 2024-25
Amended Budget
FY 2025-26
Amended Budget
FY 2026-27
Proposed Budget
% of Net
Revenues
Gross Ratepayer Revenues $ 1,243,010,863 $ 1,194,789,046 $ 932,812,878 (Less Uncollectible Customer Accounts) $ (21,752,690) $ (19,370,133) $ (13,992,193) Net Operating Revenues $ 1,221,258,172 $ 1,175,418,914 $ 918,820,685 100.0%
COST OF ENERGY
Cost of Energy $ 1,116,836,549 $ 969,916,628 $ 872,343,026 Total Cost of Energy $ 1,116,836,549 $ 969,916,628 $ 872,343,026 94.9% Gross Net Position $ 104,421,623 $ 205,502,285 $ 46,477,659 5.1%
OPERATING EXPENSES
Professional Services and Consultants
Data Management $ 14,569,264 $ 13,819,264 $ 12,912,595
SDG&E Fees $ 3,435,746 $ 3,835,746 $ 3,456,000
Technical Support $ 2,098,333 $ 2,264,333 $ 3,015,235
Legal/Regulatory $ 2,138,000 $ 1,226,200 $ 1,501,200
Other Services $ 2,104,999 $ 2,268,835 $ 2,912,081
Total Prof. Svcs. Costs $ 24,346,342 $ 23,414,378 $ 23,797,111 2.6% Personnel Costs
Salaries $ 14,988,227 $ 15,298,873 $ 18,676,333
Benefits (retirement/health) $ 2,549,522 $ 3,811,399 $ 4,114,909 Payroll Taxes $ 1,030,146 $ 498,938 $ 621,460
Total Personnel Costs $ 18,567,895 $ 19,609,209 $ 23,412,702 2.5% Strategic Communications and Outreach
Printing $ 1,107,143 $ 693,263 $ 640,015
Memberships $ 1,201,450 $ 1,000,700 $ 197,790
Strategic Communications and Outreach $ 670,000 $ 622,500 $ 1,577,500 Total Strat Comm and Outreach Costs $ 2,978,593 $ 2,316,463 $ 2,415,305 0.3% General and Administration
Other G & A $ 3,637,905 $ 2,824,997 $ 4,218,733
Cal CCA Dues $ 460,000 $ 555,000 $ 555,000
Rent $ 744,264 $ 935,784 $ 935,784
Insurance $ 67,592 $ 331,414 $ 384,161
Total G & A Costs $ 4,909,761 $ 4,647,195 $ 6,093,678 0.7% Net Operating Expenses $ 50,802,591 $ 49,987,246 $ 55,718,796 6.1% Total Operating Expenses $ 1,167,639,140 $ 1,019,903,874 $ 928,061,822 101.0% Operating Income (Loss) $ 53,619,033 $ 155,515,040 $ (9,241,136) -1.0%
NON-OPERATING REVENUES (EXPENSES)
Investment income $ - $ 18,294,938 $ 23,101,021
Interest and Related Expenses $ (1,276,000) $ (1,514,825) $ (1,949,335) Transfer to Capital Investment Program $ (18,200,000) $ (21,880,600) $ (8,000,000) Total Non-Operating Revenues (Expenses) $ (19,476,000) $ (5,100,487) $ 13,151,686 1.4% CHANGE IN NET POSITION $ 34,143,033 $ 150,414,553 $ 3,910,549 0.4% 289
3 Proposed Budget Overview
Budget-in Brief
The Proposed FY 2026-2027 Operating Budget continues full enrollment from Phases 1, 2, 3 and 4 for all ratepayers, inclusive of net-energy metering customers, from Community Power’s member jurisdictions within the San Diego region representing 8.3 million MWH of retail load in the fiscal year.
Energy costs represent the largest component of Community Power’s budget. Current projections reflect a year-over-year decline in energy costs driven by lower market price assumptions associated with Market Price Benchmark (MPB) volatility. The Proposed FY 2026-2027 Operating Budget therefore reflects lower cost of energy assumptions due to the ability to close open energy positions at reduced prices and lower projected renewable prices under the VAMO contract with SDG&E.
At the same time, lower forward market prices are driving a more significant reduction in projected ratepayer revenue. As reflected through the Power Charge Indifference Adjustment (PCIA) and SDG&E bundled rates, MPB volatility remains the most significant financial risk to Community Power. Recent declines in market prices are expected to reduce revenues year-over-year as higher PCIA charges coincide with lower competing utility rates. As a result, both revenues and energy costs are projected to decline year-over-year, with energy cost reductions only partially offsetting anticipated revenue pressure.
Because current market price projections are based on data available through April 30, 2026, and remain preliminary, updated Market Price Benchmarks from the California Public Utilities Commission (CPUC) later in the year are expected to provide greater clarity on second half fiscal year impacts and inform future reserve funding recommendations.
The Proposed FY 2026-2027 Operating Budget additionally contains prudently-managed and modest growth in non-energy operating budget categories. As Community Power has scaled to full enrollment, the agency is thoughtfully and prudently managing staffing levels by adding 3 staff to grow from 103 to 106 total staff. In FY 2026-2027, Community Power is expected to have a generally comparable operating budget and staffing levels compared to its peer Community Choice Aggregators (CCA) of similar customer and load size, while supporting a broader portfolio of customer programs and strategic initiatives.
By the end of FY 2026-2027, Community Power’s reserves are expected to grow to its maximum reserve level of 270 days cash on hand, mostly as a function of a lower operating expense base in FY 2026-2027.
Based on operating expenses projected in FY 2025-2026, the ending reserve balance would have been 255 days cash on hand. Actual cash reserves are projected to remain at a consistent level with the prior fiscal year, which should allow Community Power to navigate the volatile energy market and maintain its investment-grade credit rating.
290
4 Lastly, this budget continues to include the Community Power Capital Investment Plan (CIP) that contains one-time revenue and one-time expenses for programs and projects over multi-year periods, including one-time investments from the operating budget to the CIP. The first year of the FY 2027- 2031 CIP comprises the FY 2026-2027 capital budget, which proposes an investment of $8 million from the operating budget to support the CIP. This bolsters an overall project portfolio, including external funding sources, of $71.4 million for the fiscal year.
Proposed Budget
The Community Power Proposed FY 2026-2027 (FY2027) Budget is presented in further detail in the following pages. The table below summarizes the revenue and expense budgets proposed for FY2027 in comparison to the FY2025 and FY2026 Amended Budgets.
TABLE 2: OPERATING BUDGET OVERVIEW
FY25 Amended FY26 Amended FY27 Proposed
Gross Revenue 1,243.0 1,194.8 932.8
Less Uncollectible Accounts -21.8 -19.4 -14.0
Net Operating Revenues 1,221.3 1,175.4 918.8
Cost of Energy 1,116.8 969.9 872.3
Non-Energy Costs 50.8 50.0 55.7
Subtotal Operating Expense 1,167.6 1,019.9 928.1
Interest Income 0.0 -18.3 -23.1
Debt Service 1.3 1.5 1.9
CIP 18.2 21.9 8.0
Total Expenses 1,187.1 1,025.0 914.9
Net Position 34.2 150.4 3.9
Amounts displayed in millions, $
291
5 Operating Revenue
Community Power’s main source of revenue is from the retail sale of electricity to its customers.
Revenue budgeted for FY 2026-2027 reflects a full fiscal cycle of retail sales to our commercial and industrial customer base and retail sales to our residential customer base. Generally, retail sales are calculated based on customer load (i.e. customer energy usage) multiplied by the associated rate class of the customer.
Additional assumptions for net operating revenue include:
• Enrollment of customers is complete from member jurisdictions in Phases 1, 2, 3 and 4. • 95% participation rate across all jurisdictions.
• An uncollectible rate of 1.5%, as compared to 1.75% in the prior fiscal year. • Rates that were set and approved by the Board on April 23, 2026, for the period from May 1, 2026, to December 31, 2026.
• Power Charge Indifference Adjustment (PCIA) is consistent with SDG&E Partial Supplemental Advice Letter 4791-E-A filed on March 30, 2026, for the period from May 1, 2026, to December 31, 2026.
• Generation rates are projected to decrease between 15% to 20% between calendar years 2026 and 2027 and, within the FY2027 Proposed Budget, for the period from January 1, 2027, to June 30, 2027.
• PCIA is expected to increase between 25% to 55% between calendar year 2026 and 2027 and, within the FY2027 Proposed Budget, for the period from January 1, 2027, to June 30, 2027. • Rates and PCIA for the period from January 1, 2027, to June 30, 2027, are forecasted based on Community Power’s latest forecasted energy, resource adequacy, and renewable energy prices through April 30, 2026.
a. Power100 and Power100Green+ (Green-e® certified) service plans will maintain premiums of $0.01/kWh and $0.02/kWh, respectively, compared to PowerOn. • Any further rate changes, including mid-year changes, are subject to Board discretion and approval.
The following table summarizes the revenues for FY2027 Proposed Budget compared to the FY2025 and FY2026 Amended Budgets. Note that Gross Revenue and Less Uncollectible Accounts are based on projected numbers from rate setting that was approved by the Board on January 15, 2026.
TABLE 3: OPERATING REVENUE BY BUDGET LEVEL 2
FY25 Amended FY26 Amended FY27 Proposed
Gross Revenue 1,243.0 1,194.8 932.8
Less Uncollectible Accounts -21.8 -19.4 -14.0
Net Operating Revenues 1,221.3 1,175.4 918.8
Amounts displayed in millions, $
292
6 Operating Expenses
Expenses in the Community Power Operating Budget fall into five budget level 2 categories: cost of energy, personnel costs, professional services and consultants, marketing and outreach, and general and administration.
• Cost of Energy – Cost of Energy includes all the various services purchased from the power market through our suppliers. This includes purchased energy, capacity (Resource Adequacy), renewables, CAISO fees and other miscellaneous power market expenses. • Personnel – Personnel costsinclude salaries, payrolltaxes, benefits, and excused absence and paid time off for staff. In addition, costs include assumptions from the Board adopted compensation policy including potential merit and cost-of-living increases. • Professional services and consultants
o Legal/Regulatory Services – Community Power retains legal counsel to assist with the complex aspects of the regulatory, compliance, power supply contract negotiations and its general legal needs. This line item will also allow for the retention of both a state and federal lobbyist to support Community Power’s legislative and regulatory efforts. o Technical Support – Community Power engages consultants to assist with rate setting, policies, joint-rate comparisons with SDG&E, load analysis, and a scheduling coordinator. After electric power is scheduled for delivery to customers and consumed by those customers, the actual electric consumption must be trued up against the forecasted and scheduled energy. This true-up occurs through the settlement process.
Settlements also entail addressing several other market and regulatory requirements. As Community Power grows its internal staff, it will look to continue to in-house portions of this service.
o Other Services – Community Power contracts or plans to contract for Audit services (data and financial), Accounting services, and other services as needed. Community Power continues to examine if these services are more cost effective or efficient to bring in-house. As Community Power expands its in-house functions, Community Power expects a reduction in the related professional services support areas. o SDG&E Service Fees – Service fees paid to SDG&E consist of a charge of a fixed fee per account per month. The fees cover SDG&E’s costs associated with meter reading, additional data processing, and bill coordination as mandated and regulated by the CPUC. There are also numerous small fees associated with data requests. 293
7 o Data Management – Broad scope of services that includes all “back office” billing data validation, bill coordination with SDG&E, call center services and billing technical support, customer enrollment database management, move- in/move-out services, customer research for enrollment support, and many support functions related to data reporting.
b. Strategic Communications and Outreach – Strategic Communications and Outreach involves promoting Community Power services and engaging with the community through campaigns, public relations, events, and educational programs to increase awareness, drive customer enrollment, and build positive relationships. It also includes outreach to underserved communities to ensure equitable access to Community Power’s clean, renewable energy services. • General and Administration – General and Administration costs include leasing office space, industry fees, or memberships (e.g., CalCCA dues), equipment and software, as well as other general operational costs including Board and Committee expenses, Board stipends, staff travel or professional development, team building, etc. 294
8 The table below summarizes the expenses for the FY2027 Proposed Budget compared to the FY2025 and FY2026 Amended Budgets.
TABLE 4: OPERATING EXPENSES BY BUDGET LEVEL 2
FY25 Amended FY26 Amended FY27 Proposed
Cost of Energy 1,116.8 969.9 872.3
Professional Services and Consultants 24.3 23.4 23.8
Personnel Costs 18.6 19.6 23.4
Strategic Communications and Community Outreach 3.0 2.3 2.4 General and Administration 4.9 4.7 6.1
Subtotal Operating Expenses 1,167.6 1,019.9 928.1
Interest Income 0.0 -18.3 -23.1
Debt Service 1.3 1.5 1.9
Capital Investment Program (Transfer Out) 18.2 21.9 8.0 Subtotal Non-Operating Expenses 19.5 5.1 13.2
Total Expenses
1,187.1 1,025.0 914.9
Amounts displayed in millions, $
Non-Operating Revenues (Expenses)
Non-operating revenue represents interest income earned on cash reserves. Non-operating expenses represent interest paid on borrowed funds under the bank credit facility maintained by Community Power used to finance a portion of its operations. Expenses also include other bank-related fees (i.e., letter of credit issuance fees, renewal fees, etc.).
295
9 Community Power Capital Investment Plan (CIP)
The CIP for FY 2027-2031 outlines the individual capital projects, major equipment purchases, and major programs for the agency that are intended to span multiple years. Contributions are considered one-time in nature and do not reflect future funding commitments. The first year of the FY 2027-2031 CIP is Community Power’s proposed capital budget for the upcoming fiscal year.
The Proposed FY 2026-2027 Capital Budget totals $71.4 million, and the Proposed FY 2027-2031 CIP totals $310.7 million over the outlook period. The total CIP includes $21.3 million in unspent continuing funds which were appropriated by the Board in prior fiscal years and is reflected as carryforward budget.
Carryforward amounts are point-in-time estimates during the budget development process and will be updated for the adopted budget. In addition to carryforward funds, the Proposed FY 2026-2027 Capital Budget includes $63.1 million for the San Diego Regional Energy Network, recoverable through the California Public Utilities Commission, which was authorized by the Board in January 2025. Specifically, in January 2025, the Board approved, accepted and appropriated $124.3 million in funds for the San Diego Regional Energy Network, and $63.1 million of those previously authorized funds are expected to be expended in FY 2026-2027.
The Proposed FY 2026-2027 operating budget proposes an $8.0 million transfer from operations into the CIP. This transfer is funded by a combination of net-operating revenue and non-operating investment income based on the nature of the project or program being funded. In contrast to the operating budget, these contributions are carried forward to subsequent fiscal years within the CIP, where they remain until expended or reappropriated through subsequent action. The proposed operating contribution primarily supports the following programs:
• $3.5 million, Solar Battery Savings: Community Power's Residential Solar Battery Savings Program is designed to help single-family homeowners in Community Power's service territory invest in clean energy and support the grid by installing solar and battery storage in their homes or complement an existing solar system with a new battery system. The program provides two financial incentives for participating customers: an upfront incentive to minimize the initial cost of the battery system and a performance incentive for a daily discharge of the battery (during a specified dispatch window during on-peak periods) to maximize benefits for the customer and the grid.
• $2.5 million, Customer Pilot Programs: Pilot programs are small-scale, short-duration projects (6–18 months) that can provide Community Power and stakeholders data on program design, technology acceptance and other information helpful for broader program delivery. Pilot programs support Community Power staff's ability to properly and efficiently design and implement programs. Additionally, pilot programs can cover all customer segments and a variety of technologies or activities, including managed charging for electric vehicles and energy efficiency.
296
10 c. $1.5 million, Distributed Energy Resources Management Systems Software Platform:
Central to Community Power's Flexible Load Strategy is the selection and implementation of a Distributed Energy Resource Management System (DERMS). A DERMS is a software platform that incorporates various data points, such as weather, market/price data and customer preferences, to optimize the operation of distributed energy resources (DERs) in support of various grid services. Once operational, this system will allow Community Power to help customers reduce usage during high-cost on-peak periods, while managing portfolio-wide power procurement and resource adequacy costs and risk. d. $0.3 million, EV Load Growth Study: The Regional EV Load Analysis will forecast how growing EV adoption can impact electricity demand across Community Power’s service territory, including hourly load profiles, adoption scenarios and geographic variation. It will evaluate how different charging behaviors — especially unmanaged vs. managed charging — affect load shape, peak demand and system risks, with a focus on strategies (for example, time-of-use rates or managed charging) that can shift or mitigate EV-related peaks. Overall, the study aimsto provide insights that support long-term planning, helping Community Power understand both the risks and opportunities of transportation electrification for load forecasting, Resource Adequacy and program design. e. $0.2 million, IT Projects: Focus on Community Power’s commitment to fiscal stewardship and operational scaling, this project funds the optimization and expanded rollout of the agency’s central Enterprise Resource Planning (ERP) platform. While Phase 1 successfully established core budgeting functionalities, Phase 2 is being considered for strategic rescoping to prioritize immediate agency-wide operational controls and financial efficiencies. Once deployed, this phase will streamline cross-departmental workflows, enhance internal financial controls, and automate routine processes. This targeted optimization ensures the finance, non-energy procurement team and broader agency possess the scalable infrastructure required to support expanding community programs and minimize administrative overhead.
TABLE 5: PROPOSED FY 2026-2027 CAPITAL BUDGET
Carryforward FY27 Authorized
Budget
FY27 Proposed
Appropriation
Operating Transfer In 18.4 - 8.0
Regional Energy Network - 63.1 -
DAC-GT 0.3 0.3 -
Equitable Building Decarbonization 1.4 - -
Planning and Studies 0.7 - -
297
11 Total 20.8 63.4 8.0
Amounts displayed in millions, $
TABLE 6: PROPOSED FY 2026-2027 CAPITAL INVESTMENT PLAN
Carryforward [1] FY27 FY28 FY29 FY30 FY31 Total
External Funding
Regional Energy Network - 63.1 51.4 42.0 43.7 45.5 245.7 DAC-GT 0.3 0.3 - - - - 0.6
Equitable Building Decarbonization 1.4 - - - - - 1.4
Planning and Studies 0.7 - - - - - 0.7
Subtotal 2.4 63.4 51.4 42.0 43.7 45.5 248.4
Internal Funding
Solar Battery Savings 10.8 3.5 10.4 8.3 8.5 7.6 49.1
Pilot Programs 2.0 2.5 - - - - 4.5
Grants 1.3 - - - - - 1.3
Flexible Load 0.5 1.5 - - - - 2.0
IT Projects 3.2 0.2 - - - - 3.4
Planning and Studies 0.3 0.3 - - - - 0.6
Application Assistance 0.3 - 0.3 - - 0.3 0.9
Subtotal 18.4 8.0 10.7 8.3 8.5 7.9 61.8
Total CIP Expenses 20.8 71.4 62.1 50.3 52.2 53.4 310.2
Amounts displayed in millions, $
[1] The carryforward amount reflects actual financial data through January 31, 2026.
Carryforward amounts will be updated for the adopted budget and will be reconciled until the close of fiscal year 2025-2026 298
12 Operating Expenses by Department
The table below summarizes the Proposed FY2027 Operating Budget expenses by department. All personnel costs including fringe benefits are included in the Operations department. The Power Services department includes Cost of Energy in their Expenses.
TABLE 7: OPERATING EXPENSES BY DEPARTMENT
FY25 Amended FY26 Amended FY27 Proposed
Power Services 1,118.9 972.0 875.3
Executive 0.2 0.1 0.4
Operations 20.7 20.9 23.6
Finance 2.1 2.8 5.0
Customer Operations 19.3 18.5 17.2
IT and Data Analytics 1.4 1.5 2.0
Public Affairs 1.8 1.7 1.8
Programs 0.0 0.0 0.0
Regulatory and Legislative Affairs 0.7 0.5 0.5
Human Resources and Administration 0.7 0.9 1.0
Legal 1.8 1.0 1.3
Total Operating Expenses 1,167.6 1,019.9 928.1
Amounts displayed in millions, $
299
13 Personnel by Department
The table below summarizes the projected personnel for the Proposed FY2027 Operating Budget and the full-time equivalent (FTE) personnel in the FY2025 and FY2026 Amended Operating Budgets. While personnel may be authorized, they must be filled. Detailed information showing filled and proposed FTE transfers by department is included in the following personnel by department section below. The personnel budget is included within the Operations department.
TABLE 8: PERSONNEL BY DEPARTMENT
FY25 Amended FY26 Amended FY27 Proposed
Power Services 16.0 15.0 16.0
Executive 5.0 5.0 5.0
Operations 5.0 6.0 5.0
Finance 9.0 13.0 13.0
Customer Operations 8.0 6.0 8.0
IT and Data Analytics 9.0 16.0 13.0
Public Affairs 12.0 11.0 14.0
Programs 12.0 16.0 16.0
Regulatory and Legislative Affairs 5.0 5.0 5.0
Human Resources and Administration 4.0 7.0 8.0
Legal 2.0 3.0 3.0
Total FTEs 87.0 103.0 106.0
300
14 Budget by Department
Power Services
Budget Highlights
• The cost of energy, the largest cost in Community Power’s budget, has decreased from $969.9 million to $872.3 million.
• The largest drivers reducing energy costs are market decreases to forward prices for energy which allows Community Power to close open energy positions at a lower cost. Additionally, lower forward prices for renewables drove down projected costs from Community Power’s Voluntary Allocation Market Offer (VAMO) contract with SDG&E. f. Open positions for energy, resource adequacy, and renewable energy for FY 2026-2027 are priced at the forward energy curves as of April 30, 2026. g. The FY 2026-2027 figures include long-term power-purchase agreements that are online or expected to be online during the fiscal year.
• The SDG&E VAMO contract is priced at Community Power’s latest CPUC Market Price Benchmark (MPB) projections as of April 30, 2026, which is markedly lower than the CPUC MPB from September 2026.
• The SDG&E Modified Cost Allocation Mechanism contract is similarly priced at Community Power’s latest CPUC MPB projection which has increased slightly since September 2026. • Power Services proposes adding one position for a Load Forecast Manager.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Power Services 16.0 15.0 16.0
TABLE 9: POWER SERVICES POSITIONS
Executive
Budget Highlights
• Executive budget has increased by $280,000 to support leadership and manager development, research projects, strategic planning and affordability efforts.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
301
15 Executive 5.0 5.0 5.0
TABLE 10: EXECUTIVE POSITIONS
Operations
Budget Highlights
• The Operations department includes the Chief Executive Officer, Chief Operating Officer, Clerk of the Board, Office of Strategic Initiatives, and Project Management Office. • Decreased funding for travel costs across the agency. • Operations budget increases are largely due to personnel costs for proposed positions and for positions from last fiscal year being actualized over an entire fiscal year. • Healthcare costs increased as rates have increased since last year in addition to increased healthcare costs to support newly hired positions.
• Accrued PTO has increased as additional staff has been hired and as staff tenure has increased annual PTO earnings.
• Payroll taxes have increased as Community Power has completed Section 218 enrollment and has adjusted the resulting Federal Insurance Contributions Act (FICA) federal payroll tax. • Utilities for office space have increased consistent with recent burn rates and as Community Power has hired additional staff.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Operations 5.0 6.0 5.0
TABLE 11: OPERATIONS POSITIONS
Finance
Budget Highlights
• Bank service fees within Other G&A increased by approximately $1.4M, reflecting an updated utilization factor, higher transaction volume and program scale. h. Accounting services increased consistent with the annual escalation clause in the contract with Maher Accountancy, with additional pass-through costs as SDCP utilizes 302
16 more software resources, and with anticipated use of the contingency given usage in FY 2025-2026.
• Finance proposes to contribute an additional $217,500 into the Enterprise Resource Planning project and an additional $60,000 for ongoing operating costs to maintain the software. • Licenses for Microsoft Dynamics 365 were included as Community Power’s Enterprise Resource Planning project reaches substantial completion and ongoing licensing fees are included.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Finance 9.0 13.0 13.0
TABLE 12: FINANCE POSITIONS
303
17 Customer Operations
Budget Highlights
• Customer Operations manages contact center operations, supports key accounts and provides analytical insights to guide rate setting, forecasting and customer service enhancements. • Calpine Energy Solutions budget saw a $0.9 million reduction to reflect per-account billing agreement consistent with the agreement approved by the Board on March 26, 2026. • The Calpine Energy Solutions professional services agreement remains Community Power’s largest non-energy contract and provides significant data management separate from the IT and Data Analytics department.
i. San Diego Gas and Electric Service Fees had nominal reduction consistent with burn rates from FY 2025-2026.
• The Neyenesch Printers contract was reduced as Community Power is pursuing more electronic delivery channels reducing paper mail volumes.
• The Financial Credit Network budget had a small increase assuming a modest recovery for expected collections.
• Customer Operations proposes adding one position, Rates Analyst, to provide additional support needed for the shift to dynamic rates pursuant to SDG&E's 2026 Demand Flex Rate Application proceeding and Community Power’s California Energy Commission Load Management Standards plan, large load rate design, and other improvements and innovations in rate design to better serve our various customer classes. Positions between the FY2025 Amended budget and FY2026 Amended budget also included a reclassification of positions to the IT and Data Analytics department.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Customer Operations 8.0 6.0 8.0
TABLE 13: CUSTOMER OPERATIONS POSITIONS
304
18 IT and Data Analytics
Budget Highlights
• Budget has increased largely due to expenses associated with maintaining ongoing costs for the Enterprise Data Platform, Customer Relationship Management system and artificial intelligence exploration.
• AI Managed Services for AI enablement and implementation is included as an ask for this fiscal year.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
IT and Data Analytics 9.0 16.0 13.0
TABLE 14: IT AND DATA ANALYTICS
Public Affairs
Budget Highlights
• Continued outreach to educate the community of the benefits of community choice and to encourage awareness of our mission, our programs, our rates, and our community activities. j. Public Affairs proposes adding two positions, Outreach Manager and SDREN Outreach Associate, the latter which would be supported by the SDREN budget.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Public Affairs 12.0 11.0 14.0
TABLE 15: PUBLIC AFFAIRS POSITIONS
305
19 Programs
Budget Highlights
k. An additional $8 million has been allocated to CIP projects including Solar Battery Savings, Distributed Energy Resource Management System (DERMS), various pilot programs, Enterprise Resource Planning, and the EV Load Growth study. l. Programs proposes to add one position, a Senior Program Associate, to support the DERMS as the technical lead.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Programs 12.0 16.0 16.0
TABLE 16: PROGRAMS POSITIONS
Regulatory and Legislative Affairs
Budget Highlights
m. Budget remains the same as FY2026 with a transition of Federal Lobbyist services to the Public Affairs budget as a part of the LEAN Membership.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Regulatory Affairs 5.0 5.0 5.0
TABLE 17: REGULATORY AND LEGISLATIVE AFFAIRS POSITIONS
306
20 Human Resources and Administration
Budget Highlights
• The budget had very nominal increases to account for talent acquisition and supporting employee professional development.
• Increased budget for a Human Resources Intern which is not included in department positions.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Human Resources 4.0 7.0 8.0
TABLE 18: HUMAN RESOURCES POSITIONS
Legal
Budget Highlights
• Budget increases to support necessary external counsel to bolster regulatory counsel and other outside counsel to support strategic initiatives and other internal goals. • Additional support for Legal staff to attend mandatory training and conferences.
Department Positions
FY25 Amended FY26 Amended FY27 Proposed
Legal 2.0 3.0 3.0
TABLE 19: LEGAL POSITIONS
307
21 Significant Budget Adjustments
The following section summarizes the most significant changes between the FY 2025-2026 Amended Budget and the FY 2026- 2027 Proposed Budget across the operating budget, capital budget, and Capital Investment Plan (CIP). These adjustments reflect the combined impact of evolving market conditions, including lower energy price assumptions and associated revenue changes, as well as targeted investments in staffing, programs, and strategic initiatives. The table below highlights key year-over-year changes in major revenue, expense, and capital categories to provide a consolidated view of the primary drivers shaping Community Power’s financial outlook for FY 2026-27.
Adjustment Description Department FTE
Increases Expenses Revenues
Operating Revenues
Gross Ratepayer Revenues
Decrease
Generation rates are projected to decrease
between 15% to 20% and PCIA is expected to
increase between 25% and 55% between
calendar years 2026 and 2027, driving down
operating revenue and resulting from lower
projected forward market prices.
Finance – – ($256,598,228)
Uncollectible Adjustment
Reduced uncollectible allowance assumptions
from 1.75% to 1.5% in alignment with
uncollectible data through April 30, 2026.
Finance – – +5,377,940
Operating Expenses
Professional Services and Consultants
Data Management Decrease
Calpine Energy Solutions budget saw a $0.9
million reduction to reflect per-account billing
agreement consistent with the agreement
approved by the Board on March 26, 2026.
Customer
Operations – ($906,669) –
SDG&E Fees Decrease
San Diego Gas and Electric Service Fees had
nominal reduction consistent with burn rates
from FY 2025-26 and pursuant to the SDG&E fee
schedule outlined in SDG&E Electric Rule 27 and
Schedule CCA.
Customer
Operations – ($379,746) –
Scheduling Coordinator
Decrease
Lower usage anticipated with Tenaska Power
Services as Community Power unbundled
services and added new vendors for short-term
load forecasting and asset optimization.
Power
Services – ($131,000) –
Printing Decrease
Reduction in expected printing costs under the
professional services agreement with
Neyenesch Printers due to the optimization of
Customer
Operations – ($104,560) –
308
22 electronic delivery channels by reducing paper
mail volumes.
Incremental Load Forecast
Services Decrease Moved budget from Tenaska to Yes Energy. Power Services – ($100,000) – Renewable Energy Storage
Optimization Increase
Pursuant to the master-services agreement with
Ascend Analytics approved by the Board in
December 2025, to deploy advanced battery
optimization software, ensuring clean energy
grid reliability during peak demand. This cost is
based on the number of online projects, which
increased by 8 (~1GW of capacity) in 2026.
Power
Services – +$695,000 –
Regulatory Counsel Increase
Increase in legal support
for regulatory proceedings before the
CPUC consistent with the contract approved by
the Board in April 2026.
Legal – +$250,000 -
AI Managed Services
Increase
AI Managed Services for AI enablement and
implementation to expand functionality and
potential productivity within the agency.
IT and Data
Analytics – +$200,000 -
Accounting Services
Increase
Accounting services increased consistent with
the annual escalation clause in the contract with
Maher Accountancy, approved by the Board in
January 2025, with additional pass-through
costs as SDCP utilizes more software resources,
and with anticipated use of the contingency
given prior usage in FY 2025-2026.
Finance – +$175,842 -
Direct Access Managed
Service Increase
Remaining not-to-exceed expected to be spent
in FY2027, pursuant to contract with Aspen
Environmental Group approved by the Board in
October 2025.
IT and Data
Analytics – +$160,00 -
Long-Term Load Forecasting
Increase
Remaining not-to-exceed expected to be spent
in FY2027, pursuant to contract with Aspen
Environmental Group approved by the Board in
October 2025.
Power
Services – +$125,000 -
Personnel Costs
Healthcare Increase
Updated with the most current premiums and
factors in inflation for the upcoming renewal
cycle. Also factors in additional hires.
Operations – +$557,478 -
Accrued PTO Increase PTO accrual has increased as staff tenure increases and as PTO balances increase. Operations – +$520,648 - Retirement Payout Increase
Retirement contributions have
increased pursuant to Community Power
retirement benefits as additional staff are
hired.
Operations – +$214,396 -
FICA payroll
taxes have increased as additional staff are
Operations – +$122,522 -
309
23 FICA Increase hired and in alignment with Community Power’s Section 218 election.
Cost-Recoverable Salary and
Benefits
Updated salary budget for cost-recoverable
positions from mid-year review. Operations – ($1,186,612) - Lodging Reduced agency-wide staff travel in the
upcoming fiscal year. Operations – ($111,552) -
Community Engagement
Manager
Supports expansion of community partnerships
and engagement strategy.
Public
Affairs 1 +$159,000 -
Load Forecast Manager Improves forecasting accuracy for procurement and planning decisions.
Power
Services 1 +$159,000 -
Senior Program Associate
(DERMS Technical Lead)
Provides technical leadership for DERMS
implementation and grid integration. Programs 1 +$132,500 - SDREN Outreach Associate
(Cost Recoverable)
Expands outreach capacity tied to externally
funded SDREN programs.
Public
Affairs 1 +$110,400 -
Rates Analyst Strengthens rate design and financial
sustainability analysis.
Customer
Operations 1 +$110,400 -
Strategic Communications and Outreach
Strategic Communications
and Outreach Increase
Consolidates previously separate
communications, marketing, outreach and
engagement functions into a single category to
better reflect how work is executed through
targeted activities that include customer
education campaigns, community events,
partnerships with community-based
organizations, media relations, digital
communications (e.g. website, social media,
newsletters), and multilingual outreach. The
increased year-over-year budget supplements
current budget activities and contracts to
improve customer awareness and participation
in Community Power's expanding portfolio of
programs, including new pilots.
Public
Affairs – +98,842 -
General Administration
Bank Service Fees Increase
Increase reflects an
updated utilization factor for unused credit,
higher transaction volume and program scale.
Finance – +$1,353,852 -
Non-Operating Revenues (Expenses)
Investment Income
Investment Income Increase Additional investment income is anticipated as Community Power has grown its reserve
Finance – ($4,806,083) –
310
24 balance consistent with the reserve policy
adopted by the Board in December 2025.
Interest and Related Expenses
Interest and Related
Expenses Increase
Forecasted additional interest based on latest
projections for interest rates and assuming
$30.0 million usage of the Community Power
line-of-credit.
Finance – +$434,510 –
Capital Investment Plan (CIP)
CIP – DERMS Platform
Central to Community Power's Flexible
Load Strategy is the Distributed Energy
Resource Management System
(DERMS) platform. The DERMS platform
allows Community Power to help customers
reduce usage during high-cost on-peak periods,
while managing portfolio-wide power
procurement and resource adequacy costs and
risk. Funding supports annual platform fees and
service for the remainder of the Board-approved contract, including a 20% contingency.
Programs – +$1,500,000 –
CIP – Solar + Storage
Incentives
Community Power's Residential Solar Battery
Savings Program is designed to help our single-family homeowners and support the grid by installing solar and battery storage and
offset high-cost on-peak consumption. Funding
will support incentives for an additional ~675
program participants.
Programs – +$3,532,500 -
CIP – Customer Pilot
Programs
Provides dedicated funding for customer-facing
pilot initiatives that test new program concepts.
These pilots will primarily support customer
segments and technologies not targeted in
the initial tranche of Pilot Program
funds allocated in FY 2023-
2024 (e.g., Commercial, Non-Residential, Multi-Family, Renters, Commercial Fleets) and continue to focus on peak load shifting.
Programs – +$1,900,000 -
CIP – ERP System
The Enterprise Resource Planning (ERP)
project aims to implement an ERP system for
Community Power to streamline budgeting,
enhance reporting, manage procurement
and contracts and improve overall operational
efficiency. Additional funding is
an enhancement to the original ERP
contract with PS Hummingbird approved by the
Board in January 2026, and would allow Finance
to add a priority module for procurement and
contracts in the upcoming fiscal year.
Finance – +$217,500 -
CIP – BYOD Pilot Funds the continuation of the Smart Home Flex Pilot Project for an additional year. The
continuation of the pilot is expected to allow
Programs – +$600,000 -
311
25 an additional 5,000 participants. Funding is
primarily for participation
incentives, seasonal performance incentives and
device fees.
CIP – EV Load Study
Funds a study to assess electric vehicle (EV) load
growth potential and better understand how
increasing EV adoption may impact system
demand. This analysis will inform future
infrastructure planning and program design
by identifying expected load impacts and
helping the organization plan for evolving
customer energy needs.
Programs – +$250,000 -
CIP – Regional Energy
Network (External Funding)
The SDREN includes the rollout and execution of
10 programs during FY2027 and will deliver a
portfolio of energy efficiency programs across
residential, commercial, and public sectors,
providing direct customer benefits through
technical assistance, incentives, and equipment
installations to reduce energy use, lower
customer bills, and improve building
performance. The program includes offerings
such as single‑family and multifamily energy
upgrades, small‑business support (including
efficient refrigeration and energy coaching), and
targeted outreach to underserved and Tribal
communities, alongside broader strategies that
support electrification, demand response, and
distributed energy resource deployment. All
activities will be cost-recoverable through CPUC
funds and include funding for nine staff and
overhead support.
Programs – - +$63,117,653.66
CIP – DAC-GT
(External Funding)
The Disadvantaged Communities Green Tariff
(DAC-GT) program enables income-qualified
residential customers in DACs who may be
unable to install solar panels on their roof
to benefit from utility-scale clean energy and
receive a 20% bill discount. Funding is
external, originates from state Greenhouse Gas
(GHG) Auction Proceeds and Public Purpose
Program funds, and funds program
administration for program year 2026.
Programs – - +$300,000
312
ITEM 13
ATTACHMENT C
313
RESOLUTION NO. 2026-10
A RESOLUTION OF THE BOARD OF DIRECTORS OF
SAN DIEGO COMMUNITY POWER ADOPTING THE FISCAL YEAR 2026-2027 OPERATING BUDGET, THE FISCAL YEAR 2026-2027 CAPITAL BUDGET, AND THE FISCAL YEAR 2027-2031 CAPITAL INVESTMENT PLAN.
A. WHEREAS, San Diego Community Power (“Community Power”) is a joint powers authority formed pursuant to the Joint Exercise of Powers Act, Cal. Gov. Code § 6500 et seq., California Public Utilities Code § 366.2, and a Joint Powers Agreement effective on October 1, 2019, and amended and restated on December 16, 2021 (“JPA Agreement”); and B. WHEREAS, the JPA Agreement provides that Community Power’s fiscal year (“FY”) shall be 12 months commencing each year on July 1 and ending on June 30 the following year; and
C. WHEREAS, the JPA Agreement further provides that all expenditures shall be made in accordance with the approved budget and upon the approval of any officer so authorized by the Board in accordance with its policies and procedures; and D. WHEREAS, Community Power Board proposes to adopt the FY 2026-2027 Operating Budget and the FY 2026-2027 Capital Budget, attached hereto as Exhibit A; and E. WHEREAS, Community Power Board further proposes to adopt the FY 2027- 2031 Capital Investment Plan that provides a comprehensive five-year plan for Community Power’s capital investment expenditures, attached hereto as Exhibit B; and F. WHEREAS, the FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and the FY 2027-2031 Capital Investment Plan, are based on the reasonable and necessary costs incurred by Community Power to operate and provide electric services, programs, and other offerings to Community Power customers; that the services, programs, and other offerings are reasonable and necessary; and that the costs have a fair and reasonable relationship to the benefit, privilege, service or product provided to the customer.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of San Diego Community Power as follows:
Section 1. The Board of Directors hereby adopts the FY 2026-2027 Operating Budget.
Section 2. The Board of Directors hereby adopts the FY 2026-2027 Capital Budget.
Section 3. The Board of Directors hereby adopts the FY 2027-2031 Capital 314
2 R2026-10
Investment Plan.
Section 4. The Board of Directors finds that the FY 2026-2027 Operating Budget, FY 2026-2027 Capital Budget, and the FY 2027-2031 Capital Investment Plan, are based on the reasonable and necessary costs incurred by Community Power to operate and provide electric services, programs, and other offerings to Community Power customers; that the services, programs, and other offerings are reasonable and necessary; and that the costs have a fair and reasonable relationship to the benefit, privilege, service or product provided to the customer.
Section 5. This resolution shall take effect immediately upon its adoption.
PASSED AND ADOPTED at a meeting of the Board of Directors of San Diego Community Power held on June 25, 2026.
AYES:
NOES:
ABSTAINED:
ABSENT:
____________________________
Terra Lawson-Remer, Chair
Board of Directors
San Diego Community Power
ATTEST: APPROVED AS TO FORM:
___________________________ _______________________________ Maricela Hernandez, MMC, CPMC Veera Tyagi, General Counsel Clerk of the Board/Secretary San Diego Community Power
San Diego Community Power
315
RESOLUTION
NO. 2026-10
EXHIBIT A
316
SAN DIEGO COMMUNITY POWER
Resolution 2026–XX Proposed: June 2026
Operating Budget
Fiscal Year
2026–2027
317
Contents
How to Use This Book 6
A Letter from the Chief Executive Officer7
Overview of San Diego Community Power 10
Who We Are 10
Our Story 10
How It Works 11
Serviced Communities 13
Service Area Map 13
Organizational Structure 16
Executive Team 16
Budget Process 18
Annual Budget Cycle 18
Budget Calendar 19
Strategic Planning 19
Core Strategic Goals 20
Community Outreach Strategy 21
Budget Guidelines 23
Joint Powers Agreement 23
Budget Policy 23
Budget Structure 24
Department Hierarchy 24
Budget Level Hierarchy 24
Fund Structure 27
FY 2026–2027 Budget Principles 28
Budget Overview 30
Budget in Brief 30
Proposed Operating Budget 31
Operating Revenue 32
Operating Expenses 33
Personnel by Department 34
Capital Budget 35
About the CIP 38
CIP Development Process 39
Operational Impact of Capital Projects 39
Multiyear Trends 41
Long-Range Operating Financial Plan 43
318
Budget by Department 46
Executive 46
Operations 47
Power Services 48
Finance 50
Customer Operations 51
IT and Data Analytics 52
Public Affairs 54
Programs 56
Regulatory and Legislative Affairs 58
Human Resources and Administration 60
Legal 61
Budget by Level 2 and Level 3 63
Operating Revenue 63
Cost of Energy 64
Professional Services and Consultants 65
Personnel Costs 66
Strategic Communications and Outreach 66
General and Administration 67
Debt Financing 69
Credit Facility 69
Debt Considerations 69
Financial Policies 72
Glossary of Terms 75
Budget Resolution 83
Acknowledgments 85
Financial Policies (Attachment 1) 87
Budget Policy 87
Financial Reserves Policy 89
Rate Stabilization Reserve Policy 91
Non-Energy Procurement Policy 93
Debt Policy 98
Investment Policy 106
Rate Development Policy 116
319
List of Figures
FIGURE 1. CCAS IN CALIFORNIA 11
FIGURE 2. SERVICE AREA MAP 13
FIGURE 3. SAN DIEGO COUNTY POPULATION 14
FIGURE 4. PARTICIPATION BY JURISDICTION 15
FIGURE 5. PARTICIPATION RATES ACROSS CCAS 15
FIGURE 6. MEMBER AGENCIES 15
FIGURE 7. ORGANIZATIONAL STRUCTURE 16
FIGURE 8. EXECUTIVE TEAM 16
FIGURE 9. TYPICAL ANNUAL BUDGET PROCESS 18
FIGURE 10. BUDGET CALENDAR 19
FIGURE 11. KEY DOCUMENTS PAGE ON WEBSITE 23
FIGURE 12. BUDGET STRUCTURE — DEPARTMENT HIERARCHY 24
FIGURE 13. BUDGET STRUCTURE — BUDGET LEVEL HIERARCHY 26 FIGURE 14. RATE PRODUCTS 28
FIGURE 15. BUDGET PRINCIPLES 28
FIGURE 16. PROPOSED OPERATING BUDGET OVERVIEW 31
FIGURE 17. OPERATING REVENUE BY BUDGET LEVEL 2 32
FIGURE 18. OPERATING EXPENSES BY BUDGET LEVEL 2 33
FIGURE 19. OPERATING EXPENSES BY DEPARTMENT 33
FIGURE 20. PERSONNEL BY DEPARTMENT 34
FIGURE 21. COMMUNITY POWER DEPARTMENTS 34
FIGURE 22. FY 2026–2027 CAPITAL BUDGET OVERVIEW 35
FIGURE 23. FY 2027–2031 CIP PROGRAMS AND PROJECTS 36
FIGURE 24. CIP DEVELOPMENT PROCESS 39
FIGURE 25. OPERATING REVENUES VS. EXPENDITURES 41
FIGURE 26. OPERATING BUDGET 42
FIGURE 27. RESERVE PROJECTIONS 44
FIGURE 28. EXECUTIVE ORGANIZATIONAL STRUCTURE 46
FIGURE 29. OPERATIONS POSITIONS 47
FIGURE 30. OPERATIONS ORGANIZATIONAL STRUCTURE 47
FIGURE 31: POWER SERVICES POSITIONS 49
FIGURE 32. POWER SERVICES ORGANIZATIONAL STRUCTURE 49
FIGURE 33. FINANCE POSITIONS 50
FIGURE 34. FINANCE ORGANIZATIONAL STRUCTURE 50
FIGURE 35. CUSTOMER OPERATIONS POSITIONS 51
FIGURE 36. CUSTOMER OPERATIONS ORGANIZATIONAL STRUCTURE 51 FIGURE 37. IT AND DATA ANALYTICS POSITIONS 53
FIGURE 38. IT AND DATA ANALYTICS ORGANIZATIONAL STRUCTURE 53 FIGURE 39. PUBLIC AFFAIRS POSITIONS 55
FIGURE 40. PUBLIC AFFAIRS ORGANIZATIONAL STRUCTURE 55
FIGURE 41. PROGRAMS POSITIONS 57
FIGURE 42. PROGRAMS ORGANIZATIONAL STRUCTURE 57
FIGURE 43. REGULATORY AND LEGISLATIVE AFFAIRS POSITIONS 59 320
FIGURE 44. REGULATORY AND LEGISLATIVE AFFAIRS ORGANIZATIONAL STRUCTURE 59 FIGURE 45. HUMAN RESOURCES AND ADMINISTRATION POSITIONS 60 FIGURE 46. HUMAN RESOURCES AND ADMINISTRATION ORGANIZATIONAL STRUCTURE 60 FIGURE 47. LEGAL POSITIONS 61
FIGURE 48. LEGAL ORGANIZATIONAL STRUCTURE 61
FIGURE 49. OPERATING REVENUE BY BUDGET LEVEL 2 AND LEVEL 3 63 FIGURE 50. COST OF ENERGY BY BUDGET LEVEL 2 AND LEVEL 3 64 FIGURE 51. PROFESSIONAL SERVICES AND CONSULTANTS BY BUDGET LEVEL 2 AND LEVEL 3 65 FIGURE 52. PERSONNEL COSTS BY BUDGET LEVEL 2 AND LEVEL 3 66 FIGURE 53. STRATEGIC COMMUNICATION AND OUTREACH BY BUDGET LEVEL 2 AND LEVEL 3 66 FIGURE 54. GENERAL AND ADMINISTRATION BY BUDGET LEVEL 2 AND LEVEL 3 67 FIGURE 55. DEBT PAYMENTS 69
FIGURE 56. DEBT FY 2021–2025 70
FIGURE 57. DEBT BY MONTH 70
FIGURE 58. EXAMPLE: EXPENSE TRANSFERS WITHIN BUDGET LEVEL 2 CATEGORIES 88 FIGURE 59. EXAMPLE: EXPENSE TRANSFERS BETWEEN BUDGET LEVEL 2 CATEGORIES 88 321
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 How to Use This Book 6 How to Use This Book
The San Diego Community Power (Community Power) Fiscal Year (FY) 2026–2027 operating budget contains agency budgetary and fiscal policy information as well as detailed operating budgets for agency divisions. The operating budget is organized into the following sections:
Executive Summary
Overview
Budget Overview Operational Budgets
Budget Information
and Summary Figures
Budget Process Additional Resources
Includes the Chief Executive
Officer’s Letter and the Executive
Summary of the adopted operating
budget and provides a high-level
overview of the agency’s budget,
the changes from the prior year
and other high-level details on
specific highlights and changes in
the adopted operating budget.
Provides a high-level overview of
Community Power’s governance,
structure and agency values and
priorities.
Describes the budget in brief,
financial data summarizing
Community Power’s adopted
budget, the Capital Investment
Plan and the agency’s five-year
financial plan.
Provides budgetary information
and operational priorities for each of
Community Power’s departments.
Department information includes
the following information:
• Mission and Services
• Department Highlights
• Professional Services Agreement
• Objective Key Results
• Department Positions
• Organizational Chart — depicts
the department’s organizational
structure
• Budget Data Summary — shows
a summary of total expenditures
and funded positions
Provides technical information
on the structure, policies and
processes that govern Community
Power’s budget development and
implementation as well as high-level financial data summarizing Community Power’s proposed
budget. The figures detail changes
over a two-year period: the
FY 2025–2026 Amended Budget
and the proposed FY 2026–2027
Operational Budget. The variance
column measures the dollar and
position differences between
fiscal years.
Describes the various financial
planning and budgeting processes
and reports that inform the
budget process.
Provides additional information,
including applicable Community
Power policies as well as a glossary
of commonly used terms.
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 How to Use This Book 6 322
A Letter from the Chief Executive Officer 7
A Letter from the
Chief Executive Officer
This year, San Diego Community Power proudly delivered the most competitive electricity generation rates in our history, helping our neighbors save money while expanding access to cleaner energy.
As a community choice energy provider and not-for-profit public agency, every decision we make is centered on delivering the best long-term value for our customers and supporting the communities we serve to advance a more equitable and sustainable future.
Despite uncertainty in the world around us, we remain focused on maintaining long-term stability.
We continue to be disciplined about how we invest our resources and plan carefully for an uncertain future. We stay focused on keeping energy costs as low as possible while we advance toward 100% renewable energy by 2035.
Affordability is at the forefront of all we do. In January 2026, we offered the largest discount — compared with San Diego Gas & Electric’s generation rates — in our agency’s history. PowerBase, our lowest-cost service plan, now provides a 10% discount over the competition while still meeting California’s clean energy standards. Meanwhile, we continue to deliver choice for customers who want 100% renewable energy today through our Power100 service plan, for only a few dollars more per month for the average residential customer.
Our strong financial footing allows us to offer such competitive prices. We achieved a significant agency milestone in March 2026 when we earned our first investment-grade issuer credit rating: an “A” with a stable outlook from S&P Global Ratings. This enhances our ability to secure better energy contract terms, which ultimately helps keep rates steady and competitive for our customers.
We are also strategically using “green bonds” issued by the California Community Choice Financing Authority to prepay long term Power Purchase Agreements (PPAs) at a lower interest rate. These financial tools support a disciplined, long-term approach to managing costs and strengthening financial stability. This fiscal year, we completed two prepay agreements that are expected to save customers a combined $97.3 million over the next nine years.
As we expand our renewable energy portfolio, we continue to invest in local projects that increase grid reliability and help keep power affordable for customers. During the fiscal year, we welcomed the completion of three battery storage facilities in the San Diego region, the construction of which supported hundreds of local jobs. These investments enhance reliability while supporting local jobs and economic development.
We continue to expand our program portfolio through the San Diego Regional Energy Network (SDREN) and have procured all implementers necessary to open 10 new energy efficiency programs for enrollment by the end of 2026. These programs will expand access to energy-saving solutions across the region.
Solar Battery Savings is one of our most successful programs and has earned national recognition as a model for customer-focused program design. By helping customers work with local contractors to install home batteries, it strengthens grid reliability while supporting workforce development across the San Diego region. This program reflects our broader commitments to build a more resilient grid, strengthen the local workforce and partner with industry leaders to deliver innovative, customer-centered solutions.
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 323
A Letter from the Chief Executive Officer 8
Chief Executive Officer
San Diego Community Power
The FY 2026–2027 budget builds on this progress and reflects our continued commitment to delivering value, stability and long-term impact. It ensures we remain financially strong while continuing to invest in what matters most to our communities. Key priorities include:
• Keeping rates competitive and stable
• Expanding access to cleaner, reliable energy
• Strengthening long-term financial stability
• Investing in local programs and workforce development • Delivering measurable value to our communities
As Community Power’s impact grows, so too will our reach. Community Power is currently the second-largest organization of its kind in the nation, serving nearly 1 million municipal, business and residential power customers in the cities of San Diego, Chula Vista, Encinitas, Imperial Beach, La Mesa and National City as well as the unincorporated communities of San Diego County. This year, the Coronado City Council voted unanimously to join Community Power and could begin receiving service as soon as 2028. This growth reflects the trust that local communities place in us to deliver reliable, affordable service.
With continued leadership from our Board of Directors, Community Advisory Committee and dedicated staff, San Diego Community Power is proud to deliver more affordable energy, strengthen our communities and build a cleaner, more resilient future for the San Diego region.
We thank our community for its continued trust and partnership.
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 324
01 Overview of San Diego
Community Power
325
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Overview of San Diego Community Power 10 Overview of San Diego Community Power
Who We Are
San Diego Community Power is a Community Choice
Aggregator (CCA) that gives customers an option to power their homes and businesses with significantly higher levels of renewable power at competitive rates. Since 2021, Community Power has grown to serve nearly 1 million residential, business and municipal power customers in the cities of San Diego, Chula Vista, Encinitas, Imperial Beach, La Mesa and National City as well as the unincorporated communities of San Diego County.
Community Power is a not-for-profit public agency that
provides affordable clean energy and invests in its local communities to create an equitable and sustainable future for the San Diego region.
Learn more at - SDCommunityPower.org.
Our Story
1 2 3
With support from local
communities, Community Power
was established as a Joint Powers
Authority by five cities in the San
Diego region. Community Power
submitted an implementation
plan to the California Public
Utilities Commission, outlining the
intended organizational structure,
operations and funding. Once
approved, our Board of Directors
began meeting regularly, and
implementation activities began. In
2020, a sixth municipality, National
City, and the County of San Diego
elected to join Community Power.
Through phased enrollment from
2021 through 2023, Community
Power gradually became the
official clean energy provider for
our member agencies. Customers
were automatically enrolled in our
service and received two notices
before and two notices after
enrollment.
Community Power is now the
second-largest CCA in the nation,
serving nearly 1 million customers
with competitively priced clean
energy; we are beginning to offer
customer programs and rebates as
well as continuing to support San
Diego County’s energy efficiency
goals through the San Diego
Regional Energy Network (SDREN).
FORMATION ENROLLMENT
2021–2023
TODAY
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2025–2026 Overview of San Diego Community Power 10 326
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Overview of San Diego Community Power 11 How It Works
About Community Choice
San Diego Community Power is one of 25 Community Choice Aggregators (CCAs) that serve a total of more than 15 million customers in California. The first CCA began service in 2010, and 25 CCAs are operating today.
Communities that participate in a CCA work together to
purchase clean energy and create local clean energy projects and programs for residents and businesses by pooling,
or aggregating, their electricity loads. CCAs work with the investor-owned utility that serves the community to deliver power and maintain the grid. For Community Power, this
means partnering with SDG&E.
FIGURE 1. CCAS IN CALIFORNIA
CCAs are making good on their commitments to invest in new renewable energy facilities throughout California.
To date, CCAs have contracted for more than 21,000
megawatts (MW) of new clean generation capacity through long-term power purchase agreements (PPAs) with terms of 10 years or more. CCA PPAs equate to:
• More than 21 gigawatts (GW) of new solar, wind, energy storage, geothermal and demand response resources
• Projects totaling more than 9,700 MW that are already operational and serving CCA customers
• Over $48.4 billion committed by CCAs to build and operate clean energy resources
• Support for more than 48,000 construction jobs
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2025–2026 Overview of San Diego Community Power 11 327
02 Serviced Communities
328
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Serviced Communities 13 Serviced Communities
County Population
San Diego County is the southernmost major metropolitan area in California and boasts a diverse and vibrant population.
According to the State of California Department of Finance, on January 1, 2026, San Diego County’s estimated population was 3.3 million. This figure represents an increase of 0.1% (approximately 5,000 individuals) from the January 1, 2025, estimate. By population, San Diego County ranks as the
second-largest county in California and the fifth-largest county nationwide. These rankings are based on data from the U.S.
Census Bureau, which relies on the 2021 population estimate.
Looking ahead, population estimates from the San Diego
Association of Governments (SANDAG) are projected to level off and slightly decline by mid-century. The San Diego regional population is expected to reach approximately 3.43 million by 2040, reflecting a substantial 21% increase compared with the year 2000, or a 30% increase compared with the year 2024.
FIGURE 2. SERVICE AREA MAP
Service Area Map
San Diego Community Power
Service Area Map
Roadways
Serviced jurisdictions
Unserviced jurisdictions
N
S
W E
7.5 15
Miles
3.75 LEGEND
76 78
78 56
52 54
67 54
94 78
78 79
79 5 76
5 5
8 8
8 5
15 15
15 805
805
94 94
125
905
125
163
163
COUNTY OF SAN DIEGO
ENCINITAS
SAN DIEGO
LA MESA
NATIONAL CITY CHULA VISTA
IMPERIAL BEACH
329
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Serviced Communities 14 FIGURE 3. SAN DIEGO COUNTY POPULATION
San Diego County Population
COUNTY/CITY Jan. 2022 Jan. 2023 Jan. 2024 Jan. 2025 Jan. 2026 Carlsbad 115,033 115,045 114,319 116,022 115,867
Chula Vista 275,427 276,813 278,247 281,850 282,999
Coronado 22,082 22,272 21,589 22,687 23,796
Del Mar 3,909 3,918 3,919 3,937 3,917
El Cajon 105,171 104,804 104,180 105,449 104,932
Encinitas 61,283 61,254 61,028 62,392 62,193
Escondido 150,419 150,571 150,002 151,932 152,196
Imperial Beach 26,163 26,109 26,096 26,362 26,066
La Mesa 60,412 60,753 60,620 61,863 61,707
Lemon Grove 27,109 27,517 27,568 28,445 28,233
National City 58,545 58,374 58,555 58,863 58,701
Oceanside 172,463 172,186 171,483 175,193 174,027
Poway 48,515 48,620 49,273 50,699 50,263
San Diego 1,375,687 1,383,623 1,385,379 1,409,429 1,419,531 San Marcos 93,851 94,823 95,998 97,647 97,554
Santee 58,886 59,574 59,195 60,044 59,812
Solana Beach 12,792 12,831 12,887 13,060 12,941
Vista 99,997 100,113 99,723 101,934 101,365
Balance of County 510,986 511,223 511,040 511,798 508,222 Incorporated 2,767,744 2,779,200 2,780,061 2,827,594 2,836,100 County Total 3,278,730 3,290,423 3,291,101 3,339,392 3,344,322 Source: U.S. Census, 2020 data; California Department of Finance 2026, estimates as of May 1, 2026 330
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Serviced Communities 15 100%
95.6%
City of
Chula Vista
City of
Encinitas
City of
Imperial
Beach
City of
La Mesa
96.0% 95.4%
City of
San Diego
96.6%
County of
San Diego
91.7%
City of
National
City
98.2%
93.3%
90%
80%
Participation by Jurisdiction
Participation Rates Across CCAs
JURISDICTION SERVICE
OPTION
DEFAULT
ELIGIBLE
ACCOUNTS
ENROLLED
ACCOUNTS
PARTICIPATION
RATE
City of Chula Vista PowerOn 100,404 96,029 95.6%
City of Encinitas Power100 29,071 27,130 93.3%
City of Imperial Beach PowerOn 10,826 10,395 96.0%
City of La Mesa PowerOn 29,620 28,245 95.4%
City of National City PowerOn 19,681 19,334 98.2%
City of San Diego PowerOn 634,403 613,139 96.6%
County of San Diego PowerOn 191,436 175,522 91.7%
Total 1,015,441 969,794 95.5%
FIGURE 5. PARTICIPATION RATES ACROSS CCAS
FIGURE 6. MEMBER AGENCIES
100%
95%
90%
85%
80%
75%
70%
98% 97% 96% 96% 96% 95% 95% 94% 94%
93% 93% 93% 91% 91% 91%
89% 89%
87% 87% 87%
85% 84% 83%
79%
San Jose Clean Energy
Peninsula Clean Energy
Ava Community Energy
Rancho Mirage Energy Authority
Silicon Valley Clean Energy
San Diego Community Power
Clean Power SF
Pico Rivera Innovative Municipal Energy
Central Coast Community Energy
Clean Power Alliance
Clean Energy Alliance
Lancaster Energy
Redwood Coast Energy Authority
San Jacinto Power
Energy for Palmdale’s Independent Choice
Pomona Choice Energy
MCE
Sonoma Clean Power
Valley Clean Energy
Apple Valley Choice Energy
Pioneer Community Energy
Desert Community Energy
Orange County Power Authority
Santa Barbara Clean Energy
Source: CalCCA, as of December 2025
*As of May 26, 2026
Governance and
Structure
In September 2019, the cities
of San Diego, Chula Vista,
Encinitas, Imperial Beach and La
Mesa adopted an ordinance and
resolution to form San Diego
Community Power, a California
Joint Powers Authority (JPA).
National City and the County
of San Diego voted to join
Community Power in 2020.
Community Power’s Board of
Directors is composed of an
elected representative from each
member jurisdiction, with each
member selecting an alternate
from the agency they represent.
The Board is publicly accountable
to Community Power ratepayers
and hosts monthly Board
meetings, where it establishes
policy, sets rates, determines
power purchase options and
maintains fiscal oversight.
As a public agency, Community
Power is designed to be fully
transparent with all official
meetings and information open
or available to the public.
FIGURE 4. PARTICIPATION BY JURISDICTION*
331
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Serviced Communities 16 Organizational Structure
Executive Team
FIGURE 7. ORGANIZATIONAL STRUCTURE
FIGURE 8. EXECUTIVE TEAM
Chief Executive
Officer
Karin
Burns
Chief Commercial
Officer
Gordon
Samuel
Chief Operating
Officer
Jack
Clark
General Counsel
Veera
Tyagi
Chief Financial
Officer and Treasurer
Jannies
Burlingame
BOARD OF DIRECTORS
Supervisor Terra Lawson-Remer
Chair
Sean Elo-Rivera
Councilmember
Michael Inzunza
Councilmember
Genevieve Suzuki
Councilmember
Councilmember Ditas Yamane
Vice Chair
Jack Fisher
Councilmember
Marco San Antonio
Councilmember
CHIEF EXECUTIVE OFFICER
Karin Burns
LEGAL
General Counsel
OPERATIONS
Chief Operating Officer
FINANCE
Chief Financial Officer/
Treasurer
POWER
SERVICES
Chief Commercial
Officer Customer Operations
IT and Data Analytics
Public Affairs
Programs
Regulatory and Legislative Affairs
Human Resources and Administration
Clerk of the Board
Finance and Risk
Management Committee
Community Advisory Committee
332
03 Budget Process
333
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Process 18 Budget Process
Annual Budget Cycle
On October 1, 2019, the Founding Members of San Diego
Community Power adopted the Joint Powers Agreement
(JPA), which was amended and restated on December 16,
2021. Section 4.6.2 of the JPA specifies that the Community Power Board of Directors (Board) shall adopt an annual budget before the commencement of the fiscal year. The JPA further provides that Community Power’s fiscal year runs from July 1 to June 30, unless changed by the Board. Section 7.3.1 of the JPA additionally specifies that the Board may revise the budget from time to time as may be reasonably necessary to address contingencies and unexpected expenses.
The Community Power Board adopted the Community Power
Budget Policy on July 28, 2022, which formally outlined the agency’s budget preparation steps and timeline. The Chief Financial Officer (CFO) begins the annual budget process in February of each year. The Finance Department develops
initial revenue and expense estimates and updates its short-term financial plan. In March and April, Community Power staff develop and refine budget proposals to develop an initial budget baseline for the agency’s upcoming budget year. The budget is further refined through strategic planning sessions and through the Community Power Finance and Risk Management Committee (FRMC).
The CFO is then required to prepare and submit to the Board a draft budget for the following fiscal year in May or no later than the second month immediately preceding the start of the fiscal year. The budget shall be aligned with established goals and shall reflect all activities, including operating programs, revenues and expenditures. The budget shall be approved by the Board at a public meeting in June or no later than the month immediately preceding the start of the respective fiscal year.
FIGURE 9. TYPICAL ANNUAL BUDGET PROCESS
• Develop Operating
Revenue and
Expense Estimates
• Draft Operational
Budget
• Finance and Risk
Management
Committee
Preview
• Community Power
Board Preview
and Public Budget
Hearing
• Community
Advisory
Committee Review
• Finance and Risk
Management
Committee Review
• Community Power
Board Approval
• Budget
Implemented
FEBRUARY MAY JUNE JULY 1
MARCH
-
APRIL
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2025–2026 Budget Process 18 334
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Process 19 Strategic Planning
San Diego Community Power’s budgeting process is directly informed by its Strategic Plan — a document co-created by the Board, Community Advisory Committee, executive leadership and staff — that translates community priorities into actionable goals. The Strategic Plan serves as a critical management tool, aligning resources, guiding operational decisions and driving long-term organizational focus across all departments and initiatives.
Community Power is sharpening its focus on delivering long-term value to the communities it serves through affordability, transparency and disciplined growth. The next chapter of the agency’s work will be defined by measurable outcomes, including maintaining competitive rates, strengthening financial resilience and advancing a cleaner, more renewable energy portfolio.
Central to this approach is a commitment to aligning fiscal decisions with community priorities. This budget reflects customer expectations, including rate stability, incentives that support grid reliability and continued progress toward sustainable, locally beneficial energy procurement. This is achieved by prioritizing the following items.
Budget Calendar
FIGURE 10. BUDGET CALENDAR
DATE MILESTONE
January 2026 Finance Department prepares for February launch of the annual budget cycle.
February 2026 Budget process begins. Initial revenue and expense estimates are developed.
March to April 2026 Departments propose unconstrained expense requests for review.
April 2026 Staff set initial budget baseline.
May 21, 2026 The Draft FY 2026–2027 budget is presented to the Finance and Risk Management Committee (FRMC) for feedback.
May 28, 2026 The Draft FY 2026–2027 budget is presented to the Board of Directors for feedback.
June 2026 The Proposed FY 2026–2027 budget is presented to the Community Advisory Committee and the FRMC.
June 25, 2026 The Board of Directors potentially adopts the FY 2026–2027 budget as an action item.
July 1, 2026 The FY 2026–2027 budget is implemented.
Affordability
All decisions are
evaluated with a
focus on customer
impact. Community
Power prioritizes
competitive rates,
minimizes volatility
and expands
programs that help
households and
businesses manage
energy costs.
By reinvesting
locally, Community
Power strengthens
regional economies,
supports workforce
development and
expands access
to programs,
with a focus on
benefiting historically
underserved
communities.
Financial
Strength and
Stability
Advancement
to 100%
Renewable
Energy Maintaining strong
reserves, actively
managing risk and
implementing
innovative financial
strategies position
the agency to
navigate market
uncertainty while
safeguarding long-term affordability
and organizational
resilience.
Community Power
expands access to
clean, renewable
energy through a
balanced approach
that prioritizes
reliability and cost
stability, supports local
project development
and ensures the
benefits are broadly
shared across the
communities it serves.
Strategic
Infrastructure
Local Impact
As a public agency,
Community Power
operates with
transparency and
is guided by public
input, ensuring
accountability to
ratepayers and
consistent delivery
on commitments.
335
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Process 20 Core Strategic Goals
1. Fiscal Sustainability
• Maintain fiscal strategies to promote long-term
organizational sustainability.
• Execute at least six clean prepayment transactions over the next three years to generate $30 million in annual
power cost savings.
• Obtain a public investment-grade credit rating by
November 2027.
• Grow reserves by $150 million to maintain 180 days cash on hand by December 2027.
• Build a $70 million Rate Stabilization Reserve to mitigate cost volatility.
• Strengthen financial controls across contracting, risk management and procurement.
2. Energy Portfolio Development
• Provide sufficient, affordable and clean electricity to our customers.
• Achieve 100% renewable energy by 2035 with interim
targets of 75% by 2027 and 85% by 2030.
• Support development of 1 gigawatt of new local clean
energy capacity by 2035, including 300 MW of infill and distributed energy resources (DERs).
• Ensure reliable and cost-effective compliance with all regulatory requirements.
• Create good-paying local jobs in clean energy sectors.
3. Community Program Delivery
• Implement programs that reduce greenhouse gas
emissions, align energy supply and demand, and benefit
our diverse communities.
• Deliver 150 MW of local DER capacity (of the 300 MW
total goal) by 2035 through programs like Solar Battery Savings.
• Launch all San Diego Regional Energy Network (SDREN)
programs in 2026.
• Implement a robust program evaluation framework in
2026.
• Expand external funding for clean energy programs.
4. Legislative and Regulatory Advocacy
• Advance policies that support Community Power’s
mission and customer goals.
• Educate policymakers and regulators to influence
outcomes consistent with our policy platform.
• Support and sponsor legislation aligned with our values and needs.
• Remain an active participant in coalitions such as CalCCA to amplify our voice.
• Strategically pursue public funding aligned with
agency goals.
5. Trusted Brand Building
• Build a trusted brand that supports engagement,
participation and program success.
• Position Community Power as a collaborative public
agency rooted in transparency.
• Grow the Power Network of nonprofit and community-based partners to expand community reach. • Elevate brand awareness through education and outreach. • Empower customers to take advantage of savings and
services through awareness, education and ongoing
communication programs.
6. Customer Care
• Ensure high customer satisfaction and retention.
• Refine rate structures to balance affordability, clean energy and fiscal prudence.
• Resolve SDG&E billing issues and improve customer
experience.
• Explore options for a best-in-class customer service
model.
• Address arrearages and connect customers to available resources.
7. Organizational Excellence
• Foster an innovative, inclusive and resilient workplace. • Transition into a learning organization by late 2026 with robust staff development.
• Maintain a high level of employee satisfaction through engagement and continuous feedback.
• Launch a new internship program for local college
students by FY 2027.
336
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Process 21 Community Outreach Strategy
San Diego Community Power is a not-for-profit public
agency that integrates community engagement directly into its decision-making and views outreach as a core function of governance. Through ongoing dialogue with customers, local leaders and regional partners, the agency ensures its budgeting reflects real-world priorities and evolving community needs.
This approach reinforces our commitment to affordability while maintaining strong accountability for how public funds are managed. By grounding financial planning in community input, Community Power strengthens organizational stability, supports local economic opportunities and accelerates the transition to cleaner energy while delivering benefits to the communities it serves.
Public Meetings and Oversight
Transparency and public oversight are built into Community Power’s operations. Consistent with its Rate Development Policy, rate setting occurs in an open, deliberative process led by staff and approved by the Board of Directors at publicly noticed meetings. This ensures the public has direct visibility into and input on decisions that shape costs, programs and long-term strategy.
Board decisions are informed and shaped by a subset of
members on the Finance and Risk Management Committee
(FRMC). The Community Advisory Committee (CAC) also
advises the Board and provides a venue for ongoing citizen support and engagement in Community Power. These regular meetings offer meaningful opportunities for community input on agency decisions.
Customer Information and Transparency
Clear, accessible information is essential in building trust with customers and supporting informed decision-making about service options. Community Power publishes an annual Joint Rate Comparison in coordination with SDG&E that allows
customers to easily evaluate pricing. The Power Content Label further reinforces transparency by providing a detailed look at the sources used for each service plan. In addition, Community Power’s website serves as a central resource for information, rebates, incentives and self-service tools.
Community Engagement
Staff regularly provide updates to member agencies and their elected bodies on Community Power’s performance, priorities and initiatives. Community Power also continues to expand its presence through events, partnerships and targeted outreach to reach a broad and diverse audience.
In FY 2025–2026, Community Power participated in 183 community events, resulting in 16,000 unique interactions and nearly 650,000 impressions. These in-person efforts are enhanced by strategic partnerships, sponsorships and targeted media outreach, including an ongoing partnership with CBS 8’s “Working for Our Communities” campaign, which highlights available services and opportunities for customers to save money. Regular newsletters also provide subscribers with updates on new initiatives and energy-saving tips.
These efforts create a strong, continuous feedback loop between the agency and the public, strengthening transparency, informing budget decisions and ensuring Community Power remains responsive, accountable and focused on delivering affordable, reliable and increasingly renewable energy solutions. 183 16,000 650,000 community events
unique
interactions impressions
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2025–2026 Budget Process 21 337
04 Budget Guidelines
338
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Guidelines 23 Joint Powers Agreement
On October 1, 2019, the founding members of Community
Power adopted the Joint Powers Agreement (JPA), which
was amended and restated on December 16, 2021. Several
sections of the JPA guide the development and management of the budget.
Section 4.6 Specific Responsibilities of the Board
The specific responsibilities of the Board of Directors (Board) shall be as follows:
4.6.2 Formulate and adopt an annual budget prior to the commencement of the fiscal year.
Section 7.2 Depository
7.2.3 All expenditures shall be made in accordance with the approved budget and upon the approval of any officer so authorized by the Board in accordance with its policies and procedures.
Section 7.3 Budget and Recovery Costs
7.3.1 Budget. The initial budget shall be approved by the Board. The Board may revise the budget from time to time as may be reasonably necessary to address contingencies and unexpected expenses. All subsequent budgets of
Community Power shall be prepared and approved by the
Board in accordance with its fiscal management policies that should include a deadline for approval. Section 4.6.2 of the JPA specifies that the Community Power Board shall adopt an annual budget with a fiscal year that runs from July 1 to June 30.
On July 28, 2022, the Community Power Board adopted the Community Power Budget Policy, which outlined the timeline for annual budget preparation and for discretionary budget adjustments. This Policy was adopted pursuant to Government Code Section 6508 et seq.
Budget Policy
Discretionary Budget Adjustments. The CEO or CFO will
have the discretion to authorize expense transfers from line items between and within Community Power’s Budget Level 2 categories as established and approved in the annual budget process by the Community Power Board, provided that net transfers total $150,000 or less from the budget category.
The CEO, under his or her discretion, may still require the Board’s approval for any budget changes that may fall under the discretion of the Policy. Amendments to the annual budget as approved by the Board will reset the original appropriation (revenue or expense) for the fiscal year for the purposes of the Policy.
A budget amendment is expected to occur in February of each calendar year to adjust the original appropriation as necessary and in alignment with Community Power’s rate-setting policy, in which Community Power’s rates are expected to be adjusted in January, the month prior.
Balanced Budget. A balanced budget shall exist when the total projected revenues are greater than or equal to the total projected expenses. Total revenues shall include all revenues from retail and wholesale sales of electricity. Total expenses shall include all operating expenses, program expenses and contributions to reserve funds. Any year-end surplus will be used to maintain reserve levels. Any decrease in revenues and/ or increase in expenditures that causes the budget to become imbalanced will require an amended budget. The CFO shall prepare a proposed amended budget and submit it to the
Board for approval.
Community Power also maintains several policies posted to its Key Documents page on its website that provide further fiscal guidance.
• Budget Policy
• Financial Reserves Policy
• Rate Stabilization Reserve Policy
• Non-Energy Procurement Policy
• Debt Policy
• Investment Policy
• Rate Development Policy
Other related policies that may directly affect Community Power’s finances include:
• Energy Risk Management Policy
• Delegated Contract and Signature Authority Policy
• Total Compensation Policy
• Board and Committee Compensation and
Reimbursement Policy
• Net Energy Metering (NEM) Policy
• Net Billing Tariff Aggregation Policy
• Sponsorship Policy
• Renewable Energy Self-Generation Bill Credit Transfer (RES-BCT) Tariff
• Collections and Delinquent Accounts Handling Policy
• Community Clean Energy Grant Program Policy
• Net Billing Tariff Policy
Budget Guidelines
FIGURE 11. KEY DOCUMENTS
PAGE ON WEBSITE
339
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Guidelines 24 Budget Structure
Community Power’s basis for budgeting is the accrual method.
This means planning that includes revenues and expenses in the budget of the year in which the underlying economic events are expected to occur, not necessarily in the year in which the related cash is expected to be received or paid.
Community Power’s basis of accounting, similarly, in its financial statements, is as an enterprise fund under the economic resources measurement focus and accrual basis of accounting, in accordance with Generally Accepted Accounting Principles (GAAP) for proprietary funds, as prescribed by the Governmental Accounting Standards Board (GASB).
Department Hierarchy
Community Power’s budget is developed as a line-item budget and is organized by department to indicate the agency’s organizational responsibility.
Budget Level Hierarchy
Additionally, and separately, the budget is organized by budget levels to sort expenses into relevant, related categories.
1. Operating Revenues
Allow for revenues from completed sales of electricity to customers. Assumptions include an overall 5% opt-out rate.
2. Operating Expenses
Fall into five Budget Level 2 categories: cost of energy, personnel costs, professional services and consultants, strategic communications and community outreach, and
general and administration.
I. Cost of Energy — Includes all the various services
purchased from the power market through our
suppliers. This includes purchased energy, capacity
(Resource Adequacy), renewables, CAISO fees and
other miscellaneous power market expenses.
II. Personnel — Includes salaries, payroll taxes, benefits, and excused absences and paid time-off for staff. In
addition, costs include assumptions from the Board-adopted compensation policy, including potential merit and cost-of-living increases.
III. Professional Services and Consultants — Includes
the following:
a. Legal/Regulatory Services — Community Power
retains outside legal counsel to assist with
complex legal and regulatory matters. This line
item will also allow for the retention of a state
lobbyist to support Community Power’s legislative
and regulatory efforts.
b. Technical Support — Community Power engages
consultants to assist with policies, load analysis
and a scheduling coordinator. After electric
power is scheduled for delivery to customers
and consumed by these customers, the actual
electric consumption must be trued up against
the forecasted and scheduled energy. This
true-up occurs through the settlement process.
Settlements also entail addressing several
other market and regulatory requirements. As
Community Power grows its internal staff, it
will look to continue performing portions of this
service in-house.
c. Other Services — Community Power contracts
or plans to contract for audit services (data
and financial), accounting services, and other
services as needed. Community Power continues
to examine whether these services are more
cost-effective or efficient to bring in-house. As
in-house functions are expanded, Community
FIGURE 12. BUDGET STRUCTURE — DEPARTMENT HIERARCHY
DEPARTMENT
Executive
Finance
Power Services
Legal
Operations
Customer Operations
IT and Data Analytics
Public Affairs
Programs
Regulatory and Legislative Affairs
Human Resources and Administration
340
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Guidelines 25 Power expects a reduction in the related
professional services support areas.
d. SDG&E Service Fees — These fees paid to
SDG&E consist of a fixed fee charge per account
per month. The fees cover SDG&E’s costs
associated with meter reading, additional data
processing, and bill coordination as mandated
and regulated by the CPUC. Numerous small
fees are also associated with data requests.
e. Data Management — This broad scope of
services includes all “back office” billing data
validation, bill coordination with SDG&E, call
center services and billing technical support,
customer enrollment database management,
move- in/move-out services, customer research
for enrollment support, and many support
functions related to data reporting.
IV. Strategic Communications and Outreach —
Involves promoting Community Power services and
engaging with the community through campaigns,
public relations, events and educational programs to
increase awareness, drive customer enrollment and
build positive relationships. It also includes outreach to underserved communities to ensure equitable access
to Community Power’s clean, renewable energy
services.
V. General and Administration — Includes leasing office space, industry fees or memberships (for example,
CalCCA dues), equipment and software, as well as
other general operational costs, including Board and
Committee expenses, Board stipends, staff travel or
professional development, team building, etc.
3. Non-Operating Expenses
Represents interest paid on borrowed funds under the
bank credit facility maintained by Community Power
used to finance a portion of its operations. Expenses
also include other bank-related fees (such as letter of credit issuance fees, renewal fees, etc.). Non-operating revenue included in this category represents interest
income earned on cash reserves.
4. Capital Investment Plan (CIP)
Community Power’s budget also includes non-operating
expenses related to the CIP. The CIP for FY 2027–2031
outlines the individual capital projects, major equipment purchases and major programs for the agency that
are intended to span multiple years. Contributions are
considered one-time in nature and do not reflect future funding commitments. The first year of the FY 2027–
2031 CIP is Community Power’s proposed capital budget
for the upcoming fiscal year.
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SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Guidelines 26 FIGURE 13. BUDGET STRUCTURE — BUDGET LEVEL HIERARCHY
FUNDS BUDGET LEVEL 1 BUDGET LEVEL 2 BUDGET LEVEL 3
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Operating Fund
Transfer Out
Revenue
Revenue
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Operating Expenses
Non-Operating Expenses
CIP
Gross Ratepayer
Revenues
(Less 1.5% Uncollectible
Customer Accounts)
Cost of Energy
Personnel Costs
Personnel Costs
Personnel Costs
Personnel Costs
Professional Services
and Consultants
Professional Services
and Consultants
Professional Services
and Consultants
Professional Services
and Consultants
Professional Services
and Consultants
Professional Services
and Consultants
Professional Service
and Consultants
Strategic Communications
and Outreach
Strategic Communications
and Outreach
Strategic Communications
and Outreach
General and
Administration
General and
Administration
General and
Administration
General and
Administration
Programs
Debt Service
CIP
Gross Ratepayer
Revenues
(Less 1.5% Uncollectible
Customer Accounts)
Cost of Energy
Salaries
Benefits (retirement/
health)
Payroll Taxes
Accrued PTO
Legal/Regulatory
Technical Support
Programs Consultant
Other Services
SDG&E Fees
Data Management
Contingency
Communications
Consultants
Printing
Sponsorships/Local
Memberships
CalCCA Dues
Insurance
Rent
Other General and
Administration
Programs
Interest and Related
Expenses
CIP
342
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Guidelines 27 Fund Structure
A fund is defined as a separate accounting entity with a self-balancing set of accounts recording cash and other financial resources together with related liabilities. Each fund was established for the purpose of accounting for specific activities in accordance with applicable regulations, restrictions or limitations. Community Power has two types of funds:
1. Operating Fund — Accounts for activities that are
supported by ratepayer funds. All of Community Power’s
general operating activities are included in the Operating Fund, which functions very similarly to the enterprise fund of a city or county. The Operating Fund is Community
Power’s primary fund and is considered an annual fund in which all unused funds at the end of a fiscal year revert to the agency’s fund balance.
The Operating Fund’s primary source of funding is
from ratepayers and may also include nonoperating
investment income. Community Power strongly believes
in maintaining a structurally balanced budget in which all ongoing operating activities are supported only by stable, ongoing revenue, such as ratepayer funding.
Community Power offers four service levels to its
customers that, taken together, ultimately comprise the source of ratepayer funds for the agency:
1. PowerBase, our most affordable service option, with a renewable content that is intended to meet or exceed
SDG&E’s whenever possible and provides customers
with a 10% discount compared with SDG&E’s rates.
2. PowerOn, our standard service offering that provides 53% renewable power and offers a 4% discount
compared with SDG&E’s rates.
3. Power100, our premium service that provides
customers with 100% renewable energy. It is currently
priced at an additional $0.01/kWh more than
PowerOn.
4. Powe100 Green+, is our stand-alone 100% renewable
and carbon-free service that is Green-e® Certified,
available only to commercial and industrial customers.
It is currently priced at $0.02/kWh more than
PowerOn.
2. Continuing Fund — accounts for one-time
activities in Community Power’s Capital Investment Plan and is supported by one-time funds. As a continuing fund, all unused funds at the end of the fiscal year continue to the next fiscal year. This fund is used to account for and report financial resources that are restricted, committed or assigned to expenditure for governmental capital assets or other one-time efforts.
Community Power’s Continuing Fund is composed of
these revenue sources:
• Community Power Operating Transfers — Through the
annual budget process, the Community Power Board
may approve an appropriation of funds to be transferred out of the operating budget and transferred into the
CIP. These funds will remain in a Community Power
continuing fund for use across multiple fiscal years, since CIP projects generally last longer than one year.
• California Public Utilities Commission (CPUC)
DAC-GT — The Disadvantaged Communities Green
Tariff (DAC-GT) program enables income-qualified
residential customers in DACs who may be unable to
install solar on their roof to benefit from utility-scale clean energy and receive a 20% bill discount. Funding
originates from state Greenhouse Gas (GHG) Auction
Proceeds and Public Purpose Program funds.
• CPUC Regional Energy Network (REN) — Public Purpose
Program Surcharge funds are available for RENs. On
August 7, 2024, the CPUC issued Decision 24-08-003,
approving and authorizing Community Power’s San Diego
Regional Energy Network (SDREN) as a new Energy
Efficiency Portfolio Administrator. This decision approved Community Power’s application in its entirety, including 2024–2027 energy savings goals and funding, as well as
a 2024–2031 Strategic Business Plan. SDREN will offer
10 energy-efficiency programs across San Diego County.
These programs will be available regardless of service
provider and will focus on achieving energy savings,
reducing emissions, enhancing grid reliability and educating customers on how to reduce energy usage.
• California Energy Commission (CEC) Equitable
Building Decarbonization — The Equitable Building
Decarbonization (EBD) Direct Install program is a
statewide initiative that offers no-cost installation of electric appliances, energy efficiency measures, basic
health and safety improvements and electrical panel
upgrades to income-qualified customers in identified
communities. It is overseen by the CEC and administered by the County of Los Angeles in the Southern California region.
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SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Guidelines 28 FIGURE 14. COMMUNITY POWER’S RATE PRODUCTS
FY 2026–2027
Budget Principles
FIGURE 15. BUDGET PRINCIPLES Fiscal Responsibility
Maintain a fiscally responsible budget in accordance with Community Power Budget Policy.
Sufficient Funding
Ensure sufficient funding to meet procurement needs,
sustain operational needs and support sustained growth
while delivering clean energy to the communities we serve.
Build Community Power Reserves
Build Community Power reserves and develop policies that consider future economic conditions.
Understandable and Transparent
Provide an understandable and transparent operating
budget for internal and external users.
People and Community
Develop a budget that will ultimately prioritize people and our communities.
Informed
Keep the Community Power Board of Directors and staff
informed of Community Power’s fiscal condition.
Budget Guidelines 28
344
05 Budget Overview
345
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Overview 30 Budget in Brief
The Proposed FY 2026–2027 Operating Budget continues full enrollment from Phases 1, 2, 3 and 4 for all ratepayers, inclusive of net-energy metering customers, from Community Power’s member jurisdictions in the San Diego region, representing
8.3 million MWH of retail load in the fiscal year.
Energy costs represent the largest component of Community Power’s budget. Current projections reflect a year-over-year decline in energy costs driven by lower market price assumptions associated with Market Price Benchmark (MPB) volatility. The Proposed FY 2026–2027 Operating Budget, therefore, reflects the lower cost of energy assumptions due to the ability to close open energy positions at reduced prices and lower projected renewable prices under the Voluntary Allocation, Market Offer (VAMO) contract with SDG&E.
At the same time, lower forward market prices are driving a more significant reduction in projected ratepayer revenue. As reflected through the Power Charge Indifference Adjustment (PCIA) and SDG&E bundled rates, MPB volatility remains the most significant financial risk to Community Power. Recent declines in market prices are expected to reduce revenues year over year as higher PCIA charges coincide with lower competing utility rates. As a result, both revenues and energy costs are projected to decline year over year, with energy cost reductions only partially offsetting anticipated revenue pressure.
Because current market price projections are based on data available through April 30, 2026, and remain preliminary, updated MPB from the California Public Utilities Commission (CPUC) later in the year are expected to provide greater clarity on second-half fiscal year impacts and inform future reserve funding recommendations.
The FY 2026–2027 Operating Budget additionally contains prudently managed and modest growth in non-energy
operating budget categories. As Community Power has scaled to full enrollment, the agency is thoughtfully managing staffing levels. In FY 2026–2027, Community Power is expected to have a generally comparable operating budget and staffing levels compared with its peer Community Choice Aggregators (CCAs) of similar customer and load size, while supporting a broader portfolio of customer programs and strategic initiatives.
By the end of FY 2026–2027, Community Power’s reserves are expected to grow to its maximum reserve level of 270 days cash on hand, mostly as a function of a lower operating expense base in FY 2026–2027. Based on operating expenses projected in FY 2025–2026, the ending reserve balance would have been 255 days cash on hand. Actual cash reserves are projected to remain at a consistent level with the prior fiscal year, which should allow Community Power to navigate the volatile energy market and maintain its investment-grade credit rating.
Lastly, this budget continues to include the Community
Power Capital Investment Plan (CIP) that contains one-time revenue and one-time expenses for programs and projects over multiyear periods, including one-time investments
from the operating budget to the CIP. The first year of the FY 2027–2031 CIP comprises the FY 2026–2027 capital budget, which proposes an investment of $8 million from the operating budget to support the CIP. This bolsters an overall project portfolio, including external funding sources, of $71.4 million for the fiscal year.
Budget Overview
8.3M MWh $71.4M
Retail load
represented in
FY 2026–2027
Full enrollment,
Phases 1–4
Includes external
funding sources
Overall CIP project
portfolio for the
fiscal year
346
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Overview 31 Proposed Operating Budget
The Community Power Proposed FY 2026–2027 Budget is presented in further detail in the following pages. The figure below summarizes the revenue and expense budgets proposed for FY 2026–2027 in comparison with the FY 2024–2025 and FY 2025–2026 Amended Budgets.
FY25 Amended FY26 Amended FY27 Proposed
Gross Revenue 1,243.0 1,194.8 932.8
Less Uncollectible Accounts (21.8) (19.4) (14.0)
Net Operating Revenues 1,221.3 1,175.4 918.8
Cost of Energy 1,116.8 969.9 872.3
Non-Energy Costs 50.8 50.0 55.7
Subtotal Operating Expense 1,167.6 1,019.9 928.1
Interest Income 0.0 (18.3) (23.1)
Debt Service 1.3 1.5 1.9
Capital Investment Program (Transfer Out) 18.2 21.9 8.0 Total Expenses 1,187.1 1,025.0 914.9
Net Position 34.2 150.4 3.9
FIGURE 16. PROPOSED OPERATING BUDGET OVERVIEW*
*Amounts displayed in millions of dollars
347
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Overview 32 Operating Revenue
San Diego Community Power operates as a Joint Powers
Authority (JPA), providing clean energy to residents and businesses in its service area. Revenue is generated primarily through electricity sales, with a core financial principle of maintaining a balanced budget. This requires electricity sales revenue to cover power generation costs — especially from renewable sources — and operational expenses. Financial sustainability is also pursued through strategies like
building reserves.
As a JPA, Community Power functions under distinct governing principles, unlike investor-owned utilities. Its primary goal is to deliver affordable, renewable power to diverse customers, ranging from large commercial and industrial entities to individual residential customers, including those with financial constraints. Affordability for our communities is highly valued, significantly shaping operational and rate-setting decisions.
Revenue budgeted for FY 2026–2027 reflects a full fiscal cycle of retail sales to our commercial and industrial customer base and retail sales to our residential customer base. Generally, retail sales are calculated based on customer load (that is to say, customer energy usage) multiplied by the associated rate class of the customer.
Additional assumptions for net operating revenue include:
• Enrollment of customers is complete from member
jurisdictions in Phases 1, 2, 3 and 4.
• 95% participation rate across all jurisdictions.
• An uncollectible rate of 1.5%, as compared with 1.75% in the prior fiscal year.
• Rates that were set and approved by the Board on
April 23, 2026, for the period from May 1, 2026, to
December 31, 2026.
• Power Charge Indifference Adjustment (PCIA) is
consistent with SDG&E Partial Supplemental Advice
Letter 4791-E-A filed on March 30, 2026, for the period from May 1, 2026, to December 31, 2026.
• Generation rates are projected to decrease 15% to 20% between calendar years 2026 and 2027 and, in the FY
2026–2027 Draft Budget, for the period from January 1,
2027, to June 30, 2027.
• PCIA is expected to increase 25% to 55% between
calendar year 2026 and 2027 and, in the FY 2026–2027
Proposed Budget, for the period from January 1, 2027,
to June 30, 2027.
• Rates and PCIA for the period from January 1, 2027,
to June 30, 2027, are forecasted based on Community
Power’s latest forecasted energy, resource adequacy and renewable energy prices through April 30, 2026.
a. Power100 and Power100Green+ (Green-e®
certified) service plans will maintain premiums
of $0.01/kWh and $0.02/kWh, respectively,
compared with PowerOn.
• Any further rate changes, including mid-year changes, are subject to Board discretion and approval.
The following table summarizes the revenues for FY 2026– 2027 Proposed Budget compared with the FY 2024–2025 and FY 2025–2026 Amended Budgets. Note that Gross Revenue
and Less Uncollectible Accounts are based on projected
numbers from rate setting that was approved by the Board on January 15, 2026.
Figure 17 summarizes the revenues for the FY 2024–2025
Amended Budget, FY 2025–2026 Amended Budget and
Proposed FY 2026–2027 Proposed Operating Budget.
FIGURE 17. OPERATING REVENUE BY BUDGET LEVEL 2*
FY25 Amended FY26 Amended FY27 Proposed
Gross Ratepayer Revenues 1,243.0 1,194.8 932.8
(Uncollectible Customer Accounts; FY25
and FY26 Less 1.75%, FY27 Less 1.5%)
(21.8) (19.4) (14.0)
Net Operating Revenues 1,221.3 1,175.4 918.8
*Amounts displayed in millions of dollars
348
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Overview 33 Operating Expenses
Expenses in the Community Power Operating Budget fall into five Budget Level 2 categories: cost of energy, personnel costs, professional services and consultants, strategic communication and outreach, and general and administration.
Figure 18, below, summarizes the expenses for the FY 2024–2025 Amended Budget, FY 2025–2026 Amended Operating Budget and Proposed FY 2026–2027 Proposed Operating Budget.
Operating Expenses by Department
Figure 19, below, summarizes the Proposed FY 2026–2027 Operating Budget expenses by department. All personnel costs, including fringe benefits, are included in the Operations Department. The Power Services Department includes Cost of Energy in its expenses.
FIGURE 18. OPERATING EXPENSES BY BUDGET LEVEL 2*
FY25 Amended FY26 Amended FY27 Proposed
Cost of Energy 1,116.8 969.9 872.3
Professional Services and Consultants 24.3 23.4 23.8
Personnel Costs 18.6 19.6 23.4
Strategic Communications and Outreach 3.0 2.3 2.4
General and Administration 4.9 4.7 6.1
Programs 0.0 0.0 0.0
Subtotal Operating Expenses 1,167.6 1,019.9 928.1
Interest Income 0.0 (18.3) (23.1)
Interest and Related Expenses 1.3 1.5 1.9
Capital Investment Program (Transfer Out) 18.2 21.9 8.0 Total Expenses 1,187.1 1,025.0 914.9
*Amounts displayed in millions of dollars
FIGURE 19. OPERATING EXPENSES BY DEPARTMENT*
FY25 Amended FY26 Amended FY27 Proposed
Power Services 1,118.9 972.0 875.2
Operations 20.6 20.9 23.6
Customer Operations 19.3 18.5 17.2
Finance 2.1 2.8 5.0
Public Affairs 1.8 1.7 1.8
IT and Data Analytics 1.4 1.5 2.0
Regulatory and Legislative Affairs 0.7 0.5 0.5
Human Resources and Administration 0.7 0.9 1.0
Legal 1.8 1.0 1.3
Programs 0 0 0
Executive Team 0.2 0.1 0.4
Total Expenses 1,167.6 1,019.9 928.1
*Amounts displayed in millions of dollars
349
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Overview 34 Personnel by Department
Figure 20 below summarizes the projected personnel for the Proposed FY 2026–2027 Operating Budget and the full-time equivalent (FTE) personnel in the FY 2024–2025 and FY 2025–2026 Amended Operating Budgets. While personnel may be authorized, the positions may not be filled. Detailed information showing filled positions and proposed FTE transfers by department is included in the following personnel by department section below. The personnel budget is included within Operations.
FIGURE 20. PERSONNEL BY DEPARTMENT
FY25 Amended FY26 Amended FY27 Proposed
Operating Fund
Power Services 16 15 16
Executive 5 5 5
Public Affairs 12 11 14
Programs 12 16 16
Finance 9 13 13
Customer Operations 8 6 8
Operations 5 6 5
IT and Data Analytics 9 16 13
Regulatory and Legislative Affairs 5 5 5
Human Resources and Administration 4 7 8
Legal 2 3 3
Total FTEs 87 103 106
External Funding (CIP)
Programs 3.8 5 7
Regulatory Affairs 0.5 0.7 0.7
Finance 1 1 2
Public Affairs 1 1 3
Power Services - 0.3 0.3
Subtotal External Funding FTEs 6.3 8 13
Net Operating FTEs 80.7 95 93
FIGURE 21. COMMUNITY POWER DEPARTMENTS
Executive
Team
Power
Services
Legal
Operations
Programs
IT and Data
Analytics
Human Resources
and Administration
Regulatory
and Legislative
Customer
Operations
Finance
Public
Affairs
350
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Overview 35 Capital Budget
The CIP for FYs 2027–2031 outlines the agency’s individual capital projects, major equipment purchases and major
programs that are intended to span multiple years.
Contributions are considered one-time in nature and do not reflect future funding commitments. The first year of the FY 2027–2031 CIP is Community Power’s proposed capital budget for the upcoming fiscal year.
The Proposed FY 2026–2027 Capital Budget totals $71.4
million, and the Proposed FY 2027–2031 CIP totals $310.7 million over the outlook period. The total CIP includes $21.3 million in unspent continuing funds, which were appropriated by the Board in prior fiscal years, and is reflected as a carryforward budget. Carryforward amounts are point-in-time estimates during the budget development process and will be updated for the adopted budget. In addition to carryforward funds, the Proposed FY 2026–2027 Capital Budget includes $63.1 million for the San Diego Regional Energy Network (SDREN), recoverable through the California Public Utilities Commission, that was authorized by the Board in January 2025. Specifically, in January 2025, the Board approved, accepted and appropriated $124.3 million in funds for SDREN, and $63.1 million of these previously authorized funds are expected to be expended in FY 2026–2027, as noted in the figure below.
The Proposed FY 2026–2027 operating budget proposes an
$8.0 million transfer from operations into the CIP. This transfer is funded by a combination of net operating revenue and non-operating investment income, based on the nature of the project or program being funded. In contrast to the operating budget, these contributions are carried forward to subsequent fiscal years within the CIP, where they remain until expended or reappropriated through subsequent action.
FIGURE 22. FY 2026–2027 CAPITAL BUDGET OVERVIEW*
Carryforward1 FY27 Authorized Budget FY27 Proposed
Appropriation
Operating Transfer Out 18.4 - 8.0
Regional Energy Network2 - 63.1 -
DAC-GT 0.3 0.3 -
Equitable Building Decarbonization 1.4 - -
Planning and Studies 0.7 - -
CIP Revenue 20.6 63.4 8.0
*Amounts displayed in millions of dollars
1 The carryforward amount reflects actual financial data through February 28, 2026.
Carryforward amounts will be updated for the adopted budget and will be reconciled until the close of fiscal year 2025–2026. 2 The Regional Energy Network was fully appropriated for $124M in January 2025 for Calendar Years 2024–2027. It is reflected in this table as anticipated spending by fiscal year.
351
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget Overview 36 FIGURE 23. FY 2027–2031 CIP PROGRAMS AND PROJECTS*
*Amounts displayed in millions of dollars
1 The carryforward amount reflects actual financial data through February 28, 2026.
Carryforward amounts will be updated for the adopted budget and will be reconciled until the close of fiscal year 2025–2026. 2 The Regional Energy Network was fully appropriated for $124M in January 2025 for Calendar Years 2024–2027. It is reflected in this table as anticipated spending by fiscal year.
Beginning
Balance
Expenses Carryforward1 5-Year Budget
FY26 FY26 FY26 FY27 FY28 FY29 FY30 FY31 Total
External Funding
Regional Energy
Network[2]
15.9 15.9 - 63.1 51.4 42.0 43.7 45.5 245.7
DAC-GT 0.5 0.2 0.3 0.3 - - - - 0.6
Equitable Building
Decarbonization
1.4 - 1.4 - - - - - 1.4
Planning and Studies 0.7 - 0.7 - - - - - 0.7
Subtotal 18.5 16.1 2.4 63.4 51.4 42.0 43.7 45.5 248.4
Internal Funding
Solar Battery Savings 21.9 11.1 10.8 3.5 10.4 8.3 8.5 7.6 49.1 Pilot Programs 2.3 0.5 2.0 2.5 - - - - 4.5
Grants 1.5 0.2 1.3 - - - - - 1.3
Flexible Load 0.6 0.1 0.5 1.5 - - - - 2.0
IT Projects 3.7 0.5 3.2 0.2 - - - - 3.4
Planning and Studies 0.3 - 0.3 0.3 - - - - 0.6
Application Assistance 0.3 - 0.3 - 0.3 - - 0.3 0.9
Subtotal 30.6 12.4 18.4 8.0 10.7 8.3 8.5 7.9 61.8
CIP Expense Total 49.1 28.5 20.8 71.4 62.1 50.3 52.2 53.4 310.2 352
06 Capital Investment Plan
353
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Capital Investment Plan 38 About the CIP
The Community Power Fiscal Year 2027–2031 Capital
Investment Plan (CIP) includes 10 investment categories that will receive funding during the five-year period, totaling $310.8 million in investments across San Diego County. More detail can be found in the companion FY 2027–2031 Capital Investment Plan book.
The Proposed FY 2026–2027 operating budget proposes an
$8.0 million transfer from operations into the CIP. This transfer is funded by a combination of net operating revenue and non-operating investment income, based on the nature of the project or program being funded. The draft operating contribution supports the following investments:
$3.5 million, Solar Battery Savings — Community Power's residential Solar Battery Savings Program is designed to help single-family homeowners in Community Power's service territory invest in clean energy and support the grid by installing solar and battery storage in their homes or complement an existing solar system with a new battery system. The program provides two financial incentives for participating customers: an upfront incentive to minimize the initial cost of the battery system and a performance incentive for participating in battery discharges during on-peak dispatch windows to maximize benefits for the customer and the grid.
$1.5 million, Distributed Energy Resources Management Systems Software Platform — Central to Community Power's Flexible Load Strategy is the selection and implementation of a Distributed Energy Resource Management System (DERMS). A DERMS is a software platform that incorporates various data points, such as weather, market/price data and customer preferences, to optimize the operation of distributed energy resources (DERs) in support of various grid services. Once operational, this system will allow Community Power to help customers reduce usage during high-cost on-peak periods, while managing portfolio-wide power procurement and resource adequacy costs and risk. $0.3 million, EV Load Growth Study — The Regional EV Load Analysis will forecast how growing EV adoption can impact electricity demand across Community Power’s service territory, including hourly load profiles, adoption scenarios and geographic variation. It will evaluate how different charging behaviors — especially unmanaged vs. managed charging — affect load shape, peak demand and system risks, with a focus on strategies (for example, time-of-use rates or managed charging) that can shift or mitigate EV-related peaks.
Overall, the study aims to provide insights that support long-term planning, helping Community Power understand both the risks and opportunities of transportation electrification for load forecasting, Resource Adequacy and program design.
$2.5 million, Customer Pilot Programs — Pilot programs are small-scale, short-duration projects (6–18 months) that can provide Community Power and stakeholders data on program design, technology acceptance and other information helpful for broader program delivery. Pilot programs support Community Power staff's ability to design and implement programs properly and efficiently. Additionally, pilot programs can cover all customer segments and a variety of technologies or activities, including managed charging for electric vehicles and energy efficiency. 354
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Capital Investment Plan 39 $0.2 million, IT Projects — Focused on Community Power’s commitment to fiscal stewardship and operational scaling, this project funds the optimization and expanded rollout of the agency’s central Enterprise Resource Planning (ERP) platform. While Phase 1 successfully established core budgeting functionalities, Phase 2 is being considered for strategic rescoping to prioritize immediate agency-wide operational controls and financial efficiencies. Once deployed, this phase will streamline cross-departmental workflows, enhance internal financial controls and automate routine processes. This targeted optimization ensures the finance, non-energy procurement team and broader agency possess the scalable infrastructure required to support expanding community programs and minimize administrative overhead.
This CIP continues Community Power’s commitment to plan and finance programs and projects that align with community and organizational priorities. The programs and projects compose a list that gives Community Power the confidence to target a core set of investment types that focus on community needs. It also provides Community Power the flexibility to co-design programs with community partners and to be
responsive to external funding opportunities as they emerge.
This plan is not a final or absolute list of funded projects, and projects may not have funding identified. Each funded and partially funded project identifies a potential source of funding, but this does not necessarily indicate that the project has been funded. As design requirements, budgets and priorities change, the planned projects may also move within the plan or drop out entirely.
Likewise, this list is not all-inclusive. Unexpected requirements often require adjustments in the design and execution process.
Projects, programs and funding are also subject to Board approval, consistent with the JPA and the agency’s internal policies and programs.
CIP Development Process
Community Power will update the CIP annually during its budget development process. Programs and projects are
included in the CIP based on community engagement and
alignment with Community Power’s strategic goals.
The capital budget and the CIP undergo a public outreach process comprising a wide range of stakeholder groups.
Additionally, the CIP is a dynamic document intended to be updated regularly as needs shift or fund availability changes.
All subsequent updates to the CIP will be brought to the Community Power Board for approval.
FIGURE 24. CIP DEVELOPMENT PROCESS
Operational Impact of Capital Projects
Projects outlined in Community Power’s CIP and Budget are generally designed to address the needs of existing assets while enabling the organization to scale its operational capabilities. These investments are not expected to significantly increase ongoing operating costs. However, when a project has a significant operational impact, associated costs are incorporated into Community Power’s Five-Year Financial Plan and reflected in the annual budget process. Additionally, staffing, facility operations, equipment maintenance and other related costs are reviewed and approved through the annual budget process and are reflected in the “Budget by Department” section under the sponsoring department.
Capital improvements represent strategic investments to enhance Community Power’s technology, systems and organizational infrastructure. While these improvements continue to support upgrades to physical assets and equipment, they are increasingly focused on strengthening the organization’s internal systems and processes to support long-term operational efficiency. As Community Power continues to mature, capital projects are shifting from building foundational capabilities to integrating and optimizing those systems across the organization for the long term. 355
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Capital Investment Plan 40 Several projects led by the IT and Data Analytics Department, in coordination with Finance, Power Services and Customer Operations, are central to these efforts. These investments support a more connected and data-driven operating environment while also improving efficiency, reducing manual processes and enabling the organization to scale its operations. Key areas of operational impact include the following:
Enterprise Data Integration and Accessibility — Community Power continues to expand its enterprise data platform by integrating data from internal systems and external partners.
This includes critical operational and financial data used across forecasting, rate design, customer programs and accounting.
By consolidating these data sources into a centralized
platform, the organization can improve data accessibility, reduce duplication of effort and support more consistent decision-making across departments.
Advanced Analytics and Insights — Building on its data
infrastructure, Community Power is expanding its use of advanced analytics and platforms to enhance operational performance. These capabilities support improved load
forecasting, financial planning and program evaluation while enabling staff to identify trends and proactively address operational challenges. By increasing automation and
analytical capacity, these investments reduce reliance on manual processes and improve overall efficiency.
Energy Trading and Risk Management Systems — Capital
investments in energy trading and risk management
systems strengthen the organization’s ability to monitor and manage its financial and market positions. These
systems support improved project tracking, coordination and visibility into project timelines, helping to strengthen project implementation across the agency. As a result, Community Power can improve risk management practices, reduce
operational complexity and support more informed financial decision-making.
Customer Operations and Billing System Enhancements —
Investments in customer operations systems focus on
improving billing accuracy, customer communication and
overall service delivery. These enhancements streamline customer-facing processes, reduce the need for manual
corrections and support greater operational efficiency. In addition, improvements in system integration help reduce reliance on external vendors, resulting in ongoing cost savings while enhancing the customer experience.
Project Management and Workflow Optimization —
Implementing project management and workflow tools
allows for more effective coordination across departments and improves project tracking and execution. These systems provide greater transparency into project timelines, resource allocation and performance, helping to standardize processes and reduce inefficiencies. As the organization continues to grow, these tools enable more consistent execution of strategic initiatives and strengthen overall organizational effectiveness.
Cybersecurity and System Resilience — As Community
Power’s reliance on digital systems continues to increase, capital investments in cybersecurity and IT infrastructure are essential to maintaining secure and reliable operations. These investments protect critical data and improve the security and reliability of critical systems as the organization continues to expand its digital infrastructure.
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2025–2026 Capital Investment Plan 40 356
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Capital Investment Plan 41 Multiyear Trends
This section presents a multiyear financial trend report for Community Power, reviewing the actuals from FYs 2022–
2023, 2023–2024 and 2024–2025 and the FY 2025–2026
Amended Budget. The report includes visualizations that illustrate key financial trends and variances, providing a clear and comprehensive picture of the organization’s fiscal trajectory over the past three years. By examining these figures, Community Power can gain insights into revenue patterns, expenditure changes and overall financial stability.
This analysis is essential for understanding how past financial outcomes align with future budgetary goals, ensuring effective financial planning and management.
Community Power has experienced substantial growth in
both operating revenues and expenditures since the agency’s inception in October 2019 through FY 2023–2024. In FY
2021–2022, Community Power’s operating revenues were
$386 million, increasing to $891 million in FY 2022–2023, and further rising to $1.2 billion in FY 2023–2024. This growth was primarily driven by expanding electricity sales and an increased customer base as Community Power finished
enrollment of customers from its member jurisdictions.
Concurrently, operating expenses have also escalated,
from $329 million in FY 2021–2022 to $746 million in FY 2022–2023, and reaching $1.083 billion in FY 2023–2024, reflecting higher costs associated with electricity procurement and use of contract services, similarly fueled by expanding electricity sales and an increased customer base. Despite these rising costs, Community Power has consistently maintained a positive operating income, indicating effective financial management and strategic planning. The FY 2025–2026
Amended Budget continued growth and stability, ensuring Community Power’s ability to meet its operational goals and effectively serve the community. Since FY 2023–2024, Community Power has had stable electricity sales and a stable customer base as enrollment of customers from Community Power’s member jurisdictions has been completed. As a result, Community Power’s revenues and expenditures have similarly stabilized since FY 2023–2024.
Total operating revenues Total operating expenses
FY 2022/23
$1,264,369,520
$1,082,692,389
$1,555,213,375
$891,178,064
$746,131,125
FY 2023/24 FY 2024/25
$1,243,031,946
FIGURE 25. OPERATING REVENUES VS. EXPENDITURES
FY 2022/23 FY 2023/24 FY 2024/25
OPERATING REVENUES
Electricity sales, net $891,178,064 $1,252,787,768 $1,239,973,471 Grant revenue $0 $983,500 $1,780,217
Liquidated damages $0 $0 $0
Other income $0 $10,598,252 $ 1,278,258
Total operating revenues $891,178,064 $1,264,369,520 $1,243,031,946
OPERATING EXPENSES
Cost of electricity $720,327,704 $1,047,553,476 $1,101,545,238 Contract services $15,957,376 $19,750,534 $19,487,406
Staff compensation $6,726,270 $11,399,388 $17,159,242
Other operating expense $2,866,222 $3,261,424 $16,295,134 Depreciation and amortization $253,553 $727,567 $726,355 Total operating expenses $746,131,125 $1,082,692,389 $1,155,213,375 NET POSITION $145,046,939 $181,677,131 $87,818,571
357
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Capital Investment Plan 42 Community Power’s FY 2024–2025 Amended Budget reflects
the organization’s strong financial growth and stability observed in past fiscal years. The budget included total operating revenues of $1.22 billion and total expenses of $1.18 billion, maintaining a balanced approach similar to previous years.
Revenue growth, driven by expanding electricity sales and an increasing customer base, aligns with the upward trend seen from FY 2021–2022 to FY 2023–2024. Increased costs in FY 2024–2025 are primarily due to higher electricity procurement expenses and investments in the CIP. Despite these rising costs, the positive net operating income highlights effective financial management and strategic planning.
FIGURE 26. OPERATING BUDGET*
Total operating budget expenses
Total operating budget revenues
$1,025M
$1,175M
FY25 Amended FY26 Amended FY27 Proposed
Gross Revenue 1,243.0 1,194.8 932.8
Less Uncollectible Accounts (21.8) (19.4) (14.0)
Net Operating Revenues 1,221.3 1,175.4 918.8
Cost of Energy 1,116.8 969.9 872.3
Non-Energy Costs 50.8 50.0 55.7
Subtotal Operating Expense 1,167.6 1,019.9 928.1
Interest Income 0.0 (18.3) (23.1)
Debt Service 1.3 1.5 1.9
Capital Investment Program (Transfer Out) 18.2 21.9 8.0 Total Expenses 1,187.1 1,025.0 914.9
Net Position 34.2 150.4 3.9
*Amounts displayed in millions of dollars
358
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Capital Investment Plan 43 Community Power uses a multiyear financial planning
framework to evaluate the sustainability of the annual budget and to support decisions related to rates, reserves, liquidity, and enterprise risk. Because certain forward-looking inputs — such as power market conditions, procurement strategies, contracting positions and customer load assumptions — are commercially sensitive, the budget document presents the agency’s financial outlook at a high level rather than as detailed line-item forecasts.
As part of the annual budget process, management reviews updated revenue, expenditure, load, regulatory and market assumptions; evaluates multiple planning scenarios; and performs financial stress testing to assess financial resilience under changing conditions. This analysis informs budget development, reserve adequacy and risk management
decisions and helps support alignment with Board-adopted financial policies and strategic objectives.
Key Assumptions and Financial Framework
The financial framework is based on a defined and regularly updated set of assumptions, including:
• Wholesale energy, capacity and renewable market
conditions
• Customer load forecasts, including large-load growth
• Power supply portfolio composition and procurement
strategy
• Retail rate competitiveness relative to incumbent utilities • Regulatory frameworks, including Power Charge Indifference Adjustment (PCIA) and CPUC market benchmarks
• Board-adopted reserve and risk management policies
Community Power’s financial framework is anchored by its Financial Reserves Policy (Resolution No. 2025-23), which establishes:
• A minimum reserve threshold of 180 days cash on hand
• A target reserve level of 225 days cash on hand
• A maximum reserve level of 270 days cash on hand
In addition, the Board established a Rate Stabilization Reserve (RSR) (Resolution No. 2026-07) to manage rate volatility. The RSR represents up to 45 days cash on hand above the target reserve level and provides a dedicated mechanism to mitigate near-term financial and rate impacts.
Long-Range Operating Financial Plan
Community Power evaluates long-range financial performance under multiple scenarios, including base-case conditions and Potential Future Exposure (PFE) stress-test scenarios, which assess reasonably foreseeable risks such as:
• Lower-than-forecast load
• Customer participation
• Volatility in wholesale energy markets and benchmark pricing Across these scenarios, the financial framework is designed to maintain cost recovery, protect existing customers from cost shifting, and ensure compliance with reserve targets.
Relationship to Strategic Goals, Risk
Management and the Budget Process
The multiyear financial planning framework is a central component of Community Power’s budget development,
rate-setting and risk management processes. It ensures that near-term decisions are consistent with long-term financial sustainability and strategic objectives, including:
• Maintaining rate competitiveness relative to SDG&E
bundled service
• Ensuring customer indifference and full cost recovery • Preserving financial resilience through policy-compliant reserves and liquidity
• Supporting a disciplined and diversified power
procurement strategy
As identified in the Community Power’s Quarterly Risk
Oversight Committee (ROC) reports to the Finance and Risk Management Committee and as stated in the Board meeting in December 2025, the most significant financial risk to Community Power is volatility in Market Price Benchmarks (MPBs) and its direct impact on the PCIA. Changes in MPBs can materially affect both:
• PCIA charges applied to customers, and
• Competitive benchmark rates of the incumbent utility
Declining market price benchmarks can increase PCIA
obligations while simultaneously lowering utility generation rates, creating downward pressure on net revenues and rate competitiveness. Community Power’s long-range financial plan explicitly incorporates this risk by modeling PFE stress-test scenarios that reflect benchmark volatility and its potential lagged impacts through PCIA true-ups.
359
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Capital Investment Plan 44 $1400.0M
$1200.0M
$1000.0M
$800.0M
$600.0M
$400.0M
$200.0M
$0.0M
01/01/26
02/01/26
03/01/26
04/01/26
05/01/26
06/01/26
07/01/26
08/01/26
10/01/26
11/01/26
12/01/26
01/01/27
02/01/27
03/01/27
04/01/27
05/01/27
06/01/27
07/01/27
08/01/27
09/01/27
10/01/27
01/01/27
12/01/27
09/01/26
Reserve Projections Low Price High Price
156-DCOH
Low-Price CYE 27
Reserve Balance
455-DCOH
High-Price CYE 27
Reserve Balance
FIGURE 27. RESERVE PROJECTIONS*
*Calendar Year End (CYE) 2027 Days Cash On Hand (DCOH)
To mitigate this exposure, Community Power integrates:
• Portfolio management strategies
(including energy position optimization)
• Contract structures that provide cost stability
• Reserve policies, including use of the RSR to smooth
rate impacts
This forward-looking approach allows Community Power to proactively manage financial risk while maintaining flexibility in a dynamic wholesale energy market.
360
07 Budget by Department
361
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget by Department 46 Executive
The Executive team provides strategic leadership and direction for Community Power. Led by the chief executive officer and supported by the executive team, the department ensures alignment across departments, fosters an accountable and inclusive culture and drives implementation of the agency’s strategic plan.
The Executive team represents Community Power in public forums, strengthens partnerships with member agencies, stakeholders and industry leaders, and guides internal systems that support effective operations. Through ongoing engagement with the Board of Directors, Community Advisory Committee and regional coalitions, the team builds trust and positions Community Power as a leading voice in California’s clean energy transition.
The Executive budget includes funding for special projects to work with organizations on research, strategic planning and affordability efforts. These initiatives support policy development, advance organizational priorities and ensure Community Power remains responsive to emerging issues and opportunities. • Advanced implementation of the Strategic Plan by aligning organizational and departmental priorities, resources and performance expectations
• Strengthened Community Power’s leadership position
through continued engagement with CalCCA, industry
boards and state policy forums
• Supported development of internal systems, training and culture initiatives to reinforce accountability, collaboration and performance
• Increased Community Power’s visibility and thought
leadership through external engagement with member
agencies, policymakers and regional stakeholders
• Strategic goals aligned across departments (target: seven) • Annual rate setting via public process
(target: effective February 1)
• Reserve balance and days cash on hand
(target: 180 days by FY 2028)
• Number of external events attended by executive staff (target: 60)
Department Description: Mission and Services
Department Organizational Structure
FY 2025–2026 Department Highlights Key Performance Indicators (KPIs) Budget by Department
FIGURE 28. EXECUTIVE ORGANIZATIONAL STRUCTURE
Karin Burns
Chief Executive
Officer
Jack Clark
Chief Operating
Officer
Jannies
Burlingame
Chief Financial
Officer and
Treasurer
Gordon
Samuel
Chief Commercial
Officer
Veera Tyagi
General Counsel
362
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget by Department 47 Operations
Improving internal operations and alignment to support strategic execution Operations is composed of several departments and divisions that ensure Community Power functions effectively and efficiently while advancing the agency’s strategic priorities. Led by the chief operating officer and supported by senior directors and project management staff, Operations drives internal coordination, strengthens alignment and operationalizes the strategic plan.
The group includes essential governance and organizational functions, including the Office of the Clerk of the Board, which manages Board and committee administration, agenda development, public meetings and records in accordance with applicable laws and transparency requirements. It also provides leadership for Human Resources and Administration, aligning workforce planning, organizational policies and day-to-day operations.
Operations includes the Office of Strategic Initiatives that advances cross-functional priorities tied to growth and long-term objectives. This work includes advancing local development, potential expansion into new member cities, coordination with local governments and oversight of the project management office.
Through these efforts, the group strengthens internal infrastructure, processes and governance to support efficient scaling, improve accountability and ensure alignment between agency priorities, departmental workplans and available resources.
Department Description: Mission and Services
• Advanced the Project Management Office (PMO) by
implementing standardized project charters, templates and governance processes, improving consistency, coordination and accountability across the organization
• Expanded agency-wide project tracking and utilization tools to improve transparency and understanding of
staff capacity, timelines and cross-functional priorities, supporting more effective resource planning and execution • Established the Office of Strategic Initiatives function in December to lead cross-functional efforts, which include shaping a local development strategy
• Continue to fully develop the PMO by strengthening project intake, prioritization, reporting and governance to improve execution and accountability across departments
• Advance strategic initiatives in support of local development efforts, potential expansion into new member communities and coordination with local governments
• Strengthen organizational alignment and efficiency by coordinating across departments, aligning workplans and resources with agency priorities and enhancing systems and processes to reduce manual work and support data-driven decisions
• Enhance governance and transparency through continued improvements in Board and committee processes,
documentation and public engagement
FY 2025–2026 Operations Highlights
FY 2026–2027 Priorities
• Compliance with governance and public meeting
requirements (target: 100% compliance)
• Centralized, cross-functional project schedule and tracking systems (target: update quarterly)
• Project reviews with the Executive team to ensure strategic alignment (target: quarterly reviews)
• Utilization and capacity planning framework to support resource allocation and workload management
(target: continuous improvement with annual assessment) Key Performance Indicators (KPIs)
Department Organizational Structure
FIGURE 29. OPERATIONS POSITIONS
FIGURE 30. OPERATIONS ORGANIZATIONAL STRUCTURE
DEPARTMENT
POSITIONS
FY26 Amended FY27 Proposed
Operations 5.0 5.0
Operations
Chief Operating Officer
Clerk of the Board
Associate Director of Strategic Initiatives
Local Government Affairs Manager
Project Management Office Manager
Assistant Clerk of the Board
363
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget by Department 48 Power Services
Developing a clean energy portfolio that is reliable, affordable and increasingly renewable The Power Services Department is responsible for managing Community Power’s energy procurement and delivery portfolio, ensuring that customers receive clean, reliable and competitively priced electricity. This includes all long- and short-term energy contracting, load forecasting, power scheduling, wholesale market participation, energy risk management and compliance with state regulatory mandates.
Under the leadership of the chief commercial officer, Power Services oversees competitive solicitations and negotiation of power purchase agreements (PPAs) and Energy Storage Service Agreements (ESSAs), working to meet state mandates and voluntary goals related to the Renewable Portfolio Standard (RPS) and Resource Adequacy (RA). The department also plays a key role in diversifying supply, expanding clean energy development and accelerating the build-out of local energy infrastructure, including distributed energy resources (DERs).
Department Description: Mission and Services
• Implemented Energy Trading Risk Management (ETRM)
system and portfolio analytics partners to maximize the value of data and portfolio optimization
• Maintained energy hedging strategy to mitigate cost
volatility and market exposure in FY 2026–2027 and beyond • Remained nimble and engaged in a dynamic environment
to maximize the value and viability of developing resources and to continue procurement of additional resources to
ensure portfolio breadth and depth
• Marked the onboarding of several local projects, including Arrowleaf Solar and Storage project in Imperial County, the Border Hybrid Energy Center, Chula Vista Energy Center
2 and North Johnson Energy Center projects across San
Diego County as well as the nation’s largest clean energy infrastructure project, the Sunzia wind project in New Mexico • Continued contracting for and managing the development of long-term clean energy resources to meet Community
Power’s 100% renewable energy goals
• Developed new workforce standards for new renewable
energy and battery storage procurement agreements
• Supported two prepayment transactions to save customers a combined $97.3 million over the next nine years
FY 2025–2026 Department Highlights
• Advance toward a 100% renewable energy portfolio by
2035 through the submission of the Integrated Resource
Plan (IRP) filing, the Mid-Term Reliability (MTR) update and issuance of the 2026 All-Source Request for Offers (RFO) with a clear focus on Clean-Firm resources, and completion of long-term procurement scenario modeling to inform a
phased and evolving strategy
• Bring online eight PPA/ESSAs for a total of 840 MW of generation and 668 MW of battery energy storage
systems (BESS)
• Optimize portfolio to manage risk, cost and reliability objectives through risk management tools, sufficient
staffing and staff training
• Clear focus and progress toward Power Service's 150MW DER goal
• Gain deeper knowledge of SDG&E interconnection/
deliverability viability and proactively engage in DER
policy advocacy
• Ensure cost-effective compliance with RA and RPS
requirements and all other state regulatory obligations • Prioritize projects and partnerships that help create high-quality local jobs in the clean energy economy FY 2026–2027 Priorities
364
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget by Department 49 • Maintain alignment with Community Power's energy risk management policy
• Ensure timely filing of all resource adequacy month-ahead filings as well as the year-ahead filing due in October 2026 • Submit IRP, RPS and Mid-Term Reliability updates
• Successfully on-board and implement new vendor tools:
YES — ST load forecast; Ascend — asset optimization; Aspen — LT load forecast
• Launch the behind-the-meter (BTM) procurement initiative by December 31, 2026, in support of 150MW DER goal
Key Performance Indicators (KPIs)
FIGURE 31. POWER SERVICES POSITIONS
DEPARTMENT
POSITIONS
FY26 Amended FY27 Proposed
Power Services 15.0 16.0
Department Organizational Structure
FIGURE 32. POWER SERVICES ORGANIZATIONAL STRUCTURE
Power Services
Chief Commercial Officer
Senior Director of Power Contracts
Director of Origination
Director of Portfolio Management
Associate Director of Settlements
Portfolio Analyst
Power Contract and Compliance Manager
Principal I — Portfolio Manager
Quantitative Energy Manager
Senior Local Development Manager
Load Forecast Manager*
Senior Portfolio Manager
Senior Portfolio Manager
Senior Settlements Analyst
Senior Origination Associate
Contract Management Associate
Power Contract Coordinator
*Positions proposed in FY 2026–2027
365
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget by Department 50 Finance
Promoting long-term organizational sustainability through sound fiscal management and strategic investment The Finance Department ensures the long-term fiscal health of Community Power through sound financial planning, risk management and transparency. The department manages budgeting, accounting, cash flow, reserves, audits, financial policy implementation and debt financing, including clean prepayment financing and fiscal compliance.
Finance supports the organization’s mission by maintaining strong financial controls, enabling informed decision-making and positioning the agency to invest in programs, infrastructure and operations that advance clean energy access and community benefits.
Department Description: Mission and Services
• Achieved an ”A” rating from S&P in March 2026, placing Community Power among the top-rated Community Choice
Aggregators in California
• Executed two prepayment bonds in FY 2025–2026
• Met the 180-day cash-on-hand goal in October 2025
• Built out risk management in FY 2025–2026 to actively develop and manage risk mitigation functions and processes • Developed effective vendor management processes and
brought consistency and visibility to solicitations through a centralized platform, PlanetBids, in May 2026
• Contributed $80M toward Community Power’s reserve goal by end of FY 2025–2026
FY 2025–2026 Department Highlights
• Obtain authorization and execute (if feasible) three
additional prepayment bond transactions to continue
generating power cost savings
• Fund the Rate Stabilization Reserve for strategic use in maintaining cost competitiveness through market volatility • Formalize and implement financial controls, policies
and procedures across the organization
• Continue risk management enhancements with
load forecasting capabilities and enterprise risk
management framework
• Advance SDREN and Capital Improvement Program
investments to support infrastructure growth
• Support fiscal stability through disciplined financial management during organizational expansion into
new communities
• Complete Enterprise Resource Planning (ERP) system
rollout, implementation milestones and performance
dashboard deployment
• Strengthen cost controls across budgeting, cost
management and procurement
• Establish procurement goals for local investment and vendor outreach to deliver local benefits to the San Diego region FY 2026–2027 Priorities
• Achieve reserve balance and days cash-on-hand goal
(target: 225 days by FY 2026–2027)
• Achieve rate stabilization reserve balance and days cash-on-hand goal (target: 45 days by FY 2026–2027) • Number of clean energy prepay transactions executed and savings achieved
• Identify financial efficiencies by reviewing budget-to-actuals to maintain investment-grade credit rating
Key Performance Indicators (KPIs)
FIGURE 33. FINANCE POSITIONS
DEPARTMENT
POSITIONS
FY26 Amended FY27 Proposed
Finance 13.0 13.0
Department Organizational Structure
FIGURE 34. FINANCE ORGANIZATIONAL STRUCTURE
Finance
Chief Financial Officer
Senior Director of Finance and Risk
Associate Director of Strategic Finance and
Procurement
Associate Director of Finance
Finance Manager
Procurement Manager
Procurement Manager
Risk Manager
Senior Financial Analyst
Senior Financial Analyst
Financial Analyst
Financial Analyst
Procurement Analyst
Procurement Analyst
366
SAN DIEGO COMMUNITY POWER OPERATIONAL BUDGET FY 2026–2027 Budget by Department 51 Customer Operations
Ensuring high customer satisfaction and retention through responsive service, affordability and clear communication The Customer Operations Department supports customer satisfaction and retention by ensuring clear, timely and accurate billing, analyzing usage trends and delivering exceptional account management services. Under the guidance of the chief operating officer and leadership of the senior director of data analytics and customer operations, the team manages contact center operations, supports key accounts and provides analytical insights to guide revenue recognition, rate strategy, load forecasting, arrearage management and customer service enhancements.
The department plays a central role in delivering Community Power’s promise of clean, affordable energy through customer-focused strategies. It leads ongoing efforts to evolve rate strategy to ensure competitiveness, affordability and long-term fiscal sustainability while developing targeted customer strategies to increase retention and engagement.
The department also supports interagency coordination with SDG&E and Calpine to resolve billing issues that cause customer confusion and complaints, mitigate errors and improve the overall customer experience. In parallel, the team is evaluating opportunities to develop best-in-class customer service capabilities, including exploration of a potential energy advisor center, while maintaining the tools and insights that drive high customer retention, satisfaction and service engagement.
Department Description: Mission and Services
• Proactively developed 2026 rates to mitigate risk, offering Community Power customers the largest discount
compared with SDG&E’s generation rates
• Collaborated with SDG&E to improve bill presentment and safeguard against split billing through My Energy Center updates • Partnered with SDG&E and Calpine to improve billing
accuracy and address customer concerns
• Oversaw more than $20 million in vendor service contracts, including Calpine and SDG&E in 2025
• Continued enhancements to internal data tools to track opt actions, revenues and customer engagement
• Maintained a customer participation rate of more than 95% over the past three years
FY 2025–2026 Department Highlights
• Evolve rate strategy to ensure competitiveness, affordability and fiscal sustainability, including the exploration of demand flexibility rate design and an internal rates database
• Maintain high levels of customer satisfaction and education through Key Accounts and Customer Service Center
• Launch the Commercial Energy Assistance Program (CEAP) through Key Accounts
• Resolve outstanding billing and communication issues with SDG&E and continue to advocate against split billing as a threat to customer satisfaction
• Develop a large load and data center framework and tariff • Implement measures to reduce customer arrearages and
improve long-term account health
• Support contact center training and performance
monitoring for consistent, high-quality service
FY 2026–2027 Priorities
• Customer retention rate (target: 90%+)
• Billing accuracy and timeliness (target: 99.99%)
• Customer satisfaction score via surveys (target: score 9/10) • Successful roll-out of the Commercial Energy Assistance Program (CEAP) (target: $5M+ in possible customer savings) • Number of service enhancements implemented or piloted (target: 2–3 new initiatives in FY 2026–2027)
Key Performance Indicators (KPIs)
FIGURE 35. CUSTOMER OPERATIONS POSITIONS