PTI Local Government Energy Assurance Guidelines - Metropolitan ...

2 Issues to Consider When Developing
a Local Energy Assurance Plan
2.1 Collaborating on Local Energy Assurance Planning: Relationship Building
Partnering with stakeholders is essential in developing an EAP. Including partners in the planning process makes it
possible to develop and implement EAPs that are meaningful and effective. Partnering also helps ensure that the end
product is relevant to all stakeholders and their constituents. In order to identify and cultivate the most constructive
relationships, it will help to become familiar with this and other relevant energy assurance documents. Simply taking
note of named agencies, points of contact, and suggested relationships will result in a fairly comprehensive list of
potential partners to invite to the planning process. Changes to that initial list will no doubt occur as some of the
initial participants drop off due to time pressures, lack of interest, or reluctance to prioritize local energy assurance
planning activities.
A major part of building and retaining relationships is having a clear vision and timeline for the work that is to be
undertaken. The individuals who are most capable of building a successful plan are often that the ones who are most
in demand due to their own responsibilities and participation in other projects. Key stakeholders may not have time
for open-ended processes or murky goals and objectives. Ideally, there should be a clear definition of the roles and
responsibilities that are required to develop and implement the plan, as well as a good idea of the knowledge, skills
and abilities of those who are invited into the process.
In the past, the most effective energy emergency responses have been characterized by close cooperation between the
public and private sector. On the public sector side, the National Association of Regional Councils (NARC) is a good
resource for making connections with other relevant agencies, such as councils of government and metropolitan
planning organizations. It may also be useful to involve State agencies in the local planning process, depending upon
the resources with the potential to be impacted by an energy emergency. The State Energy Office or its equivalent
is likely to be needed at the table. Other local governments should also be considered, as it may be necessary to
establish a mutual aid agreement with one or more over time. Other potentially valuable partners include emergency
management agencies, energy service providers, key infrastructure operators and major business owners/operators.
The Federal government can play a key role, and has a wealth of experience in emergency planning and response.
Quasi-governmental agencies, including those that manage wastewater and water supply, can also be critical
partners. Private sector partners, non-governmental organizations and citizen groups all have unique contributions
to make, and should be considered as potential members of the collaborative. The goal is to leverage existing public
and private partnerships and bring in as many sources of assistance as possible. Ideally, most of this assistance will
be provided free of charge.
2.2 Taking an All-Hazards Approach
Since 2001, common practice has been to develop and implement emergency response plans that encompass “allhazards.”
The 2010 Energy Sector-Specific Plan: An Annex to the National Infrastructure Protection Plan describes
all-hazards as a grouping classification encompassing all conditions, environmental or manmade, that have the
potential to cause injury, illness, or death; damage to or loss of equipment, infrastructure services, or property; or
alternatively causing functional degradation to social, economic, or environmental aspects.
Local Government Energy Assurance Guidelines – Version 2.0 | 7