PTI Local Government Energy Assurance Guidelines - Metropolitan ...

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The following public agencies, where present, are often represented on energy assurance working groups: ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ ■■ Emergency Management Environment General Services Communications/Public Affairs Fleet Management Facilities Management Fire Department Police Department Public Works Health Services Energy Management Procurement Electricity/Gas/Water Utilities Information Technology (IT) Local Voices Tucson, Arizona City of Tucson officials stress that bringing in and interfacing with emergency management and electric and gas utility officials familiar with the Federal requirements associated with energy assurance is one of the most important things planners can do when starting their working group. Says one senior city official, “Utilities need to know that your energy assurance plan is not going to be another layer of needless bureaucracy, and that means you have to educate them early. They have the data, and very few people in local government even know about the data they have. You need to bring them to the table quickly. You also need to work with the U.S. Department of Homeland Security and U.S. Department of Energy where you can…they know about energy assurance protocols and can make the process easier for you.” It can be helpful to involve State energy assurance representatives (from the State Energy Office or Public Utility Commission) and regional government leaders in the working group. These individuals may not be able to attend every working group meeting, but keeping them abreast of local government efforts and involving them as resources and advocates can yield many benefits for the planning process. For example, State energy assurance contacts can help local planners interface with important Federal agencies such as DOE and DHS. They can also introduce local planners to existing Federal energy assurance protocols and resources. Regional government representatives can be familiar with complex issues that often cross government geographic boundaries, especially during energy and natural disasters. 32 | 3 – How to Develop or Enhance a Local Energy Assurance Plan
Every local government has different ideas about the subcommittee needs of its working group. Subcommittees may not be necessary at all, depending on the group’s needs and objectives. It may be possible to meet all objectives through one working group. Considering the subcommittee needs up-front might make it easier to select working group members. It may be useful to include the following subcommittees in the energy assurance working group. ■ ■ Communications: To organize internal and external crisis and non-crisis communications. ■ ■ Energy Infrastructure: To gather energy supply and demand data, including the locations of key pipelines, power plants, distribution networks, energy profile information, etc. and create a city energy profile. ■ ■ Executive Committee: To chart the direction of the working group; this subcommittee is often comprised of a core group of senior managers and the coordinator. ■ ■ Legal Issues: To determine local legal authorities and their relationship to State and Federal authorities. ■ ■ Key Assets: To identify Key Assets as part of the EAP. ■ ■ Partnerships: To build private and public sector partnerships for a successful energy assurance planning effort. The City of Tucson, Arizona decided to create two energy assurance working groups, one comprised of internal city staff and the other comprised of external experts and utility representatives. City staffers say that the internal working group will do the lion’s share of the early energy assurance research and groundwork for the city over the first few months, and then the external group will get involved and utilize the data assembled by the internal group to develop components of the plan. Tucson officials say that both groups will work together to develop and implement their plan. It may be necessary for some local government staff to sit on multiple subcommittees. The City of Raleigh, North Carolina’s coordinator included the directors of Public Works and Facilities on almost every subcommittee, as their expertise is needed across many substantive issues. It was easier to involve them in the discussions in “real time” instead of coming to them later with questions. Notably, Raleigh’s Emergency Management director and coordinator also attends each subcommittee meeting. Local Government Energy Assurance Guidelines – Version 2.0 | 33
Page 1: Local Government Energy Assurance G
Page 4 and 5: Copyright © 2011 Public Technology
Page 7 and 8: Contents Acknowledgements..........
Page 9 and 10: Acknowledgements The U.S. Departmen
Page 11 and 12: 1 Introduction 1.1 Purpose of the G
Page 13 and 14: Local Government Energy Assurance P
Page 15 and 16: 2 Issues to Consider When Developin
Page 17 and 18: Although the concept of interdepend
Page 19 and 20: 2.4 Understanding Continuity of Ope
Page 21 and 22: complementary efforts can actually
Page 23 and 24: 3. Economic impact information: Thi
Page 25 and 26: Case Study 1. PV Supporting Emergen
Page 27 and 28: Wind Energy Options Developing and
Page 29 and 30: Energy Efficiency Efficient energy
Page 31 and 32: CHP is acknowledged as a proven, va
Page 33 and 34: Case Study 4. 30-Kilowatt Natural G
Page 35 and 36: Direct Threats The most obvious cyb
Page 37 and 38: 3 How to Develop or Enhance a Local
Page 39: The coordinator should be a consens
Page 43 and 44: Local Voices Portland, Oregon “Th
Page 45 and 46: Figure 3. Public and Private Energy
Page 47 and 48: Key Questions …in Knowing Emergen
Page 49 and 50: involve private sector energy emerg
Page 51 and 52: The National Response Framework (NR
Page 53 and 54: 3.5 Step Four: Know the Local Gover
Page 55 and 56: Local Voices Asheville, North Carol
Page 57 and 58: Working with an Investor Owned Util
Page 59 and 60: Key Questions …in Identifying Loc
Page 61 and 62: The sections below reference NASEO
Page 63 and 64: Energy Supplier Contacts Section 3.
Page 65 and 66: Local Voices Casper, Wyoming From o
Page 67 and 68: Figure 6. Critical Facilities, Serv
Page 69 and 70: ■ ■ Length of time before the o
Page 71 and 72: 3.9.1 Internal Protocols/Message Co
Page 73 and 74: The Energy Assurance Coordinator’
Page 75 and 76: 3.10 Step Nine: Develop Additional
Page 77 and 78: State Government ■ ■ Emergency
Page 79 and 80: Local Voices The Salvation Army The
Page 81 and 82: Include a Budget for the Plan Updat
Page 83 and 84: developing these tabletop exercises
Page 85 and 86: within the local government. Where
Page 87 and 88: Appendix A. Glossary of Key Terms T
Page 89 and 90: Key Assets Local Government Metropo
Page 91 and 92:
Appendix B. Local Government Energy
Page 93 and 94:
Appendix C. Federal Energy Assuranc
Page 95 and 96:
C.3 National Infrastructure Protect
Page 97 and 98:
energy emergency coordinators may a
Page 99 and 100:
Appendix D. Related PTI Guidance In
Page 101 and 102:
Appendix E. Additional Agencies and
Page 103 and 104:
■■ ■■ The North American El
Page 105 and 106:
Appendix F. Bibliography “A Check
Page 108:
Published by Public Technology Inst
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