Evan Mabe, introduced at the meeting as CPS Energy’s head of energy, presented an update on CPS Energy’s multi‑year technology transformation program to replace a 25‑year‑old SAP core and modernize customer, billing and field systems.

The program’s goals, Mabe said, are to improve customer self‑service options, give field crews real‑time access to information, automate field operations and modernize billing and customer interfaces. He described a phased implementation approach: initial design and configuration, followed by staged releases beginning in fiscal 2027 and completion targeted around 2029.

Budget and staffing: Mabe told the committee that the program’s total cost is “about $300 million” (as stated in the presentation), and that CPS has budgeted for that investment across the relevant fiscal years. He said the project team includes roughly 40 dedicated internal staff, about 200 subject‑matter experts across the organization, and more than 300 workshops conducted as part of the design process. Mabe said independent validation and third‑party partners are engaged to help manage risk and implementation quality.

Controls and procurement: Mabe described governance controls, independent validation and quarterly committee reporting on vendor and internal performance. He said the program team has been selective about balancing internal resources and external vendors and is using a modular, staged rollout so the organization can adopt new processes iteratively rather than switching all systems at once.

Customer access and equity: Committee members raised concerns about seniors and customers with limited digital access. Mabe said CPS will continue to offer paper bills and maintain non‑digital payment options, including barcode payment at retail locations, and that customers may opt out of digital billing.

Risk and timeline: The presentation noted that vendor support for older systems is time‑limited and that a staged implementation is intended to reduce operational risk. Mabe emphasized regular reporting to council committees, vendor accountability clauses in contracts, and built‑in program controls to avoid cost or schedule overruns. No formal council action or vote on the program budget was recorded in the meeting; Mabe said CPS would continue to seek council support and funding as part of the city’s budget process.

Ending: Councilmembers thanked staff for the overview and asked for ongoing reporting; staff committed to quarterly updates and to continuing outreach on customer access options.