Whole Community
Concept
Portland General Electric
Joint Use Association Annual Meeting
Jay Jewess
Business Continuity & Emergency Management
06 October 2016
© 2014 Portland General Electric. All rights reserved.
Discussion Goals Overview
 PGE power restoration
 PGE’s Incident Command System overview
 Whole community approach
 Energy sector issues after a Cascadia
Subduction Zone (CSZ) Earthquake
 Joint utility coordination
Seven Steps to Power Restoration
PGE and the
Incident
Command
System
What is an Incident?
Incident: Occurrence – caused
by human, technological, or
natural phenomena – that
requires response actions to
prevent or minimize loss of life,
or damage to property, the
environment, reputation,
financial or other impact areas.
Business Continuity & Emergency Management
Incident Life Cycle
Business-As-Usual through “Business Unusual” to Business-As-Usual
[Time]
Emergency
Response
Initial
life
safety
actions
Incident
occurs
Business Continuity
Emergency response and
incident stabilization
continue; business
continuity actions increase
Business continuity actions to restore
critical business functions continue.
Ramp down and return to normal
operations when possible.
Return to normal
operations
Business Continuity & Emergency Management
Lean Forward – Think Ahead
• Levels –
Declaring an
Emergency
• Added Level 4
Catastrophic in
2016
• Remember – An
incident within
an incident
• Lean Forward
Incident Complexity and Resource Needs
Resource needs
Complexity
Duration
ICS structure
ICS structure
Resource needs
Incident complexity
As the incident complexity or duration escalates, the ICS Structure must be able to
nimbly grow accordingly.
PGE’s Incident Management Team
10
Incident Management – Top Priorities
Life Safety
•
•
•
•
Self Assessment
Medical Triage and Aid
Evacuation/Shelter-in-Place
Search and Rescue if needed
Incident
Stabilization
•
•
•
•
Scene Size up (Sit Stat)
Coordinated Operating Picture (Damage Assessment)
Incident Commander activation as required
Demobilization Planning Begins
•
•
•
•
Capacity and Capabilities
Devices, systems, and infrastructure
Concept of Operations
Internal/External
•
•
Command and General Staff
Incident Command Posts, Branches and
Emergency Operations Center components
Incident Action Plan, Span of Control
Transfer of Command, Demobilization
#1
#2
#3
H
O
W
Communications
ICS/IAP/EOC
•
•
Whole Community Concept
Whole Community - Dependencies
13
Energy Sector Issues
Following a Cascadia
Subduction Zone
(CSZ) Earthquake
Clear Path IV – Energy Sector Exercise
•
Exercise Name: Clear Path IV Energy Sector Focused Disaster Response Exercise
•
Overview: Department of Energy Exercise series designed to strengthen cooperation between government and industry to facilitate energy sector restoration following a catastrophic incident.
•
Date: April 19‐20, 2016
–
•
Day 1 Tabletop Exercise, Day 2 Functional Exercise
Location:
– World Trade Center (Portland OR) (Day 1 & 2)
– Department of Energy Headquarters (Washington, DC) (Day 2)
Exercise Overview
Purpose:
•
•
•
Address the challenges the energy sector (petroleum, gas, electric) may face during a catastrophic Cascadia Subduction Zone earthquake and tsunami Focus on the collaboration between government and industry Facilitate the delivery of capabilities across internal and mutual assistance networks
Scope:
Day 1 explored specific components of the energy sector’s incident response to include…
•
o
o
o
o
•
Joint operations Fuel system management
Power restoration
State coordination
Day 2 explored the operational exercise played from… o DOE Headquarters o Energy Response Organization o Unified Command Structure at the DOE Emergency Operations Center, coordinated with simulated field operations in the Pacific NW. Exercise Participants
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
American Fuel & Petrochemical Manufactures
American Petroleum Institute American Public Power Association
APR Energy
ARCOS
Arizona Department of Emergency & Military Affairs
Bonneville Power Administration
BP
BP Fuels North America
Chevron
City of Portland
City of Salem
Civil Air Patrol
Clackamas County Disaster Mgmt
Clark Public Utilities
Consolidated Edison of New York
Coos‐Curry Electric Cooperative
Defense Logistics Agency Energy Americas
Department of Energy
Department of Commerce
Devon Energy
Edison Electric Institute EIS Council
Environmental Protection Agency
Eugene Water & Electric Board
Exelon Corporation
Federal Emergency Management Agency HAMMER Federal Training Center
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Idaho Pacific Utilities Commission
Israel National Emergency Mgmt Authority
Kinder Morgan
Marion County Emergency Management
Montana Department of Environmental Quality
National Association of State Energy Officials National Energy Technology Laboratory
National Governors Association National Petroleum Council
National Rural Electric NJ Resources
NV Energy
NW Natural
Obsidian Oregon Army National Guard
Oregon Department of Energy
Oregon Department of Justice Fusion Center
Oregon Office of Emergency Management Pacific Gas & Electric Pacific Northwest National Laboratory
Pacific Power
PacifiCorp Peak Reliability
Portland General Electric Puget Sound Energy
PNNL
•
Shell Energy Resources
•
Southern California Edison
•
Tacoma Public Utilities
•
Tesoro Companies
•
TransCanada Pipelines Limited •
U.S. Army Corps of Engineers
•
U.S. Bureau of Reclamation
•
U.S. Coast Guard
•
U.S. Department of Energy
•
U.S. Department of Homeland Security
•
U.S. Northern Command
•
U.S. Oil & Refining Co.
•
Utah Division of Emergency Management
•
WA Army National Guard
•
WA Department of Commerce
•
WA Emergency Management Division
•
WA Utilities & Transportation Commission
•
Washington County Emergency Management
•
Washington State Department of Commerce
•
Western Area Power Administration
•
Western Electricity Coordinating Council
•
Williams Northwest Pipeline
•
And many more!
Map shows power plants/sub-stations
and transmission lines. Brown shading
is ground shaking intensity (MMI).
Electrical Power Infrastructure Impacts
Federal Disaster Declaration for CSZ Earthquake
Unified Coordination Group Organization
FEMA Incident Support Structure
Key Takeaways

Public/ Private Sector Coordination Essential


Debris clearance, fuel, staging areas, generators, clearances, waivers, drones, etc
Mutual Assistance – National Response Event

Currently designed for personnel - what about other resources?

Waivers (i.e. DOT/EPA)

Public Sector – Supportive vs Prescriptive

Situational Awareness/ Damage Assessments

National Response Framework – FEMA Power Outage Annex

Mass Power Outage Plan (FEMA)
Joint Utility
Coordination
Joint Utility Coordination
Need a stronger interface between
joint pole owners, electric utility,
CATV, telecomm, wireless, water and
local gas distribution companies
 Strengthens coordination –
restoration concerns, issues,
priorities, messaging
 Improves partner efficiency and
effectiveness – better
management of limited
resources
 Reduces global estimated
time of restoration (ETR) for
all involved
 Potential Liaison role in
Incident Command System
(ICS)
Joint Utility Coordination
When an elevated height of readiness is
necessary – with notice (incoming
weather) or no-notice (earthquake, fire)
 Shared company contact
information (not a person’s
number) for primary contact in
each company prior to the
emergency (local)
 Use our Customer Contact
Center vice Emergency Repair
Dispatch contact number for
situational updates
 Critical issues identified / shared
Joint Utility Coordination
 “Make safe” vs. “Restoration”
 Clearing of blocked roads –
coordination with government
entities (local, state)
 Coordination of Trees / Tree Removal
 Flaggers, night lighting,
traffic management
 Developing “joint objectives”
when needed
Questions?
Jay Jewess
Business Continuity & Emergency Management
[email protected]
(503) 464-8837
"We did not anticipate that airliners would be
commandeered and turned into guided missiles; but
the fact that we practiced for other kinds of disasters
made us far more prepared to handle a catastrophe
that nobody envisioned."
-Rudolph W. Giuliani, former mayor of New York
System impacts, incident causes
Natural / Nature
Technological
Human
 High winds, hurricane,
tornado

Electrical, generator
Accidental or intentional

Transportation
 Human error
 Winter / ice storm

Fuel or supply shortage
 Riot, labor strike
 Earthquake, tsunami

Water / sewer
 VIP situation
 Temperature extremes,
drought

Steam

Fire Systems
 Armed intruder, hostage,
civil disturbance

IT, security system
 Sabotage

Structural damage
 Dam failure
 Chemical, biological,
radiological
 Volcanic
 Nuclear
 Pandemic, epidemic
 Mail System
 Thunder, electrical storm
 Flood
 Fire
 Landslide
 Food, water contamination
 Vandalism
PGE and the Incident Command System (ICS)
What is ICS? A standardized, all‐hazards incident management system that:
 Enables a coordinated response.
 Establishes common processes for planning and management of resources.
 Allows for integration within a common organizational structure. 27
Incident Command System (ICS)







Reduces confusion in an emergency
Improves safety, coordination, communication
Supports efficient use of resources
Defines emergency roles and responsibilities
Defines common terminology
Manages span of control
Modular structure/adaptable to be scaled to meet demands of
a variety of events
 National model for public safety/first responders
 Virtual or Physical Location Activation
Examples of Priorities
1. Support to Search & Rescue and
other life saving resources
2. Critical life sustaining facilities
(hospitals, nursing homes)
3. Shelters – feeding, sleeping, local
distribution points
4. Police, Fire/EMS, 911, EOC’s
5.
Water/Sewer, Tower sites and other
communication nodes
6.
Traffic routes
7. Major waterways / commerce
All Hazards Approach
PGE’s Incident Management Team
Command: Overall responsibility for
incident. Sets objectives, monitors /
adjusts as necessary.
Incident
Commander
Safety/Security
Officers
Liaison**
Officer(s)
Joint Utility Liaison for
Wire Down
(GA, BCG, TCC, BCEM)
Public Information
Officer (PIO)
Command
Staff
General
Staff
Operations
Section
Operations:
Develops tactical
organization, directs
all resources to carry
out Incident Action
Plan, accomplish the
stated objectives.
Planning
Section
Planning: Develops
Incident Action Plan to
accomplish objectives
by facilitating process
for IMT on behalf of
Incident Commander.
Logistics
Section
Logistics: Provides
resources and all other
services needed to
support incident and
ensures facilities,
communications and
medical plan.
Safety: Safety of incident w/
delegated authority from IC.
Security: Security of incident
to protect staff, property,
assets.
Liaison: Integration with
other stakeholders
PIO: Management,
communication of info with
approval from IC.
Finance/Admin
Section
Finance/Admin:
Monitors costs
related to incident.
Provides overall
fiscal guidance,
processes claims.
Oregon Preparedness Video
•
Placeholder for Oregon Preparedness Earthquake Video