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Energy Assurance Plan Coordinator, Plan Type, and Working Group

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  • The EAP coordinator will be responsible for guiding and facilitating discussions with the planning team, and in some instances, with outside interest groups. The EAP coordinator’s ability to explain, engage, motivate, and in some cases inspire, is critically important to the overall success of the EAP. The EAP coordinator should have a specific set of skills that will allow him/her to build consensus, be the EAP’s primary architect, and become the internal and external champion/advocate for the EAP.   While it is certainly a bonus, the EAP coordinator does not have to be an expert in energy or emergency response. It is more important that the EAP coordinator have a good understanding of the local government’s capabilities and its relationship with outside governments and organizations. While it is not essential, it is often very helpful if your coordinator has a direct line of communication with senior local government officials, as often times your energy assurance planning group is comprised of several department heads. Identify your coordinator on page 2 of your workbook, if you have not already done so.
  • The coordinator is often described as the “hub” around which most EA information flows. While most coordinators are selected from an existing employee pool, if hiring from the outside, consider employing a coordinator on a long term contract (1 -2 years) if possible as most plans are designed and implemented over multiple years. Also having a “constant and familiar” face behind this effort is important. A short time coordinator will not be cost effective in the long run as experience has shown us that often times, the loss of the coordinator stalls or even stops the EA planning and development process. If a short time contract for a coordinator IS your only option than selecting someone who can fill his or her shoes quickly and assume responsibilities is important! Your coordinator will often be charged with briefing people about a relatively new concept – Energy Assurance so excellent communication and public speaking skills are a must. As mentioned before, the coordinator’s ability to explain, engage and motivate is critically important to the overall success of the EA Plan! The coordinator should also be a consensus builder. He or she will likely participate in many one on one meetings with public and private sector representatives where there will be opportunities to build trust with these officials. Lastly, it is also helpful if the coordinator has the ability to tailor EA information for diverse audiences as ideally your EA plan working group will be comprised of individuals from different departments and industries.
  • Pg 31 of Version 2 workbook
  • Will your EAP be a stand-alone document or integrated into another local plan like an Energy Operations, General, Continuity of Operations (COOP), Hazard Mitigation (HMP), Emergency Operations/Management, Utility Restoration, or Climate Action Plan?   Integrated Plan: Experience suggests that integrating your EAP into another plan may be more cost-effective than producing a stand-alone plan because it builds on information that you may have already collected. Another benefit of integration is that your community might be eligible to seek Federal Mitigation Grants that assist with the implementation of any energy assurance projects you identify. Stand-Alone Plan : On the other hand, a stand-alone plan is handy in that it is self-contained (all relevant information is in one place). Since this type of plan is devoted solely to energy assurance, its focus can be much more specific than a plan that covers other Topics such as the information contained in a climate or emergency response plan.
  • The EAP working group is responsible for the development and review of the EAP. The EAP working group should be made up of entities within and outside government referred to as stakeholders. One of the most important stakeholders is your energy service company(s); they often present the greatest participation challenge. The size of your working group may well depend on the size of your community. Whereas a large community may have many stakeholders, smaller communities may only have the need for a few formal members. Working group size also depends on how comprehensive you want your EAP to be. Do you want it to address ‘all’ the facilities in your community or just those that are publicly owned and just those that deal with just liquid fuels for example?   In order to respond to the variable sizes of the working group, you can form it as a single group that expands and contracts as the scope of your EAP changes, or it can be made up of subcommittees that convene to discuss a particular subject (like threats and hazards). Examples of stakeholders include:   Emergency Management Environmental Services General Services Communications/Public Affairs Fleet Management Facilities Management Fire Department Police Department Public Works Health/Hospital Services Energy Management Procurement/Purchasing Office Municipal Electricity/Gas/Water Utilities Information Technology (IT)   We recommend that you have back-ups for your working group members so as to maintain continuity between meetings; if the primary person cannot attend, then perhaps his/her backup will be able to. The communities that have a large working group should consider establishing a core group that is committed to attend a majority of the meetings throughout the duration of the planning process.   At your discretion, others may be solicited for involvement in the EAP planning process such as the Salvation Army, Red Cross, schools, and financial institutions. The State Energy Office and/or Public Utilities Commission and regional government leaders are also commonly involved. These representatives may not be able to attend every EAP working group meeting, but keeping them abreast of your efforts and involving them as resources and advocates is important.
  • As with any project where a team is involved, it is important to have a common purpose. The creation of an Energy Assurance Plan is no different. Below you will find several purpose statements that you can use as a guide in the development of your own.   Assist in preparing for, responding to, and recovering from energy emergencies Assure that liquid fuels for mobile and stationery uses are continuously available during an energy disruptive event Minimize local economic, health and safety effects from a disruption in energy service Assure Key Assets have the energy they need to sustain essential services for an extended response and short-term recovery from major outages (minimum of 72 hours) Assure reliable power to essential functions and services during an extended power outage Increase energy resiliency during the next energy emergency Assure that Key Assets--and the essential services these assets provide--are maintained at their highest operational level during the course of an energy disruption Prevent or mitigate harm to life, property and the environment Record your EAP purpose statement here. Provide a safe environment for the community by minimizing the impact of fire, disaster, hazardous conditions, illness and injury through information, public education, quality service and efficient utilization of resources
  • You may skip this step if you chose an integrated plan in Topic 1.2, and if that plan already contains a community profile.   A Community Profile provides information about your jurisdiction to help: 1) assess threats and hazards; 2) discover potential impacts to vulnerable population groups such as the very young or old that might be susceptible to temperature extremes or other sensitive factors; 3) perform long range planning for the siting of Key Assets; 4) predetermine where current development might be subject to energy disruptions; and 5) discover community resources that can be used to identify and implement energy assurance Actions and Projects. See the Glossary in Appendix 6 for term definitions such as Key Assets, Actions, and Projects.   This Topic should make use of the information generated by the private sector, government organizations and nongovernmental organizations. For example, your jurisdiction may already have extensive demographic and land use information. You may also maintain data on the structural integrity of buildings, the codes in effect at time of construction, and the hazards that a code addresses, if any.   Private utilities are sources for information on the potential damage to and the restoration time for Key Assets while the Chamber of Commerce may offer a perspective on damage to businesses and general economic loss. Your community profile can be updated and added to as necessary so it is not imperative that your first generation of this profile be the final version; it will likely be an iterative process.   Below is a checklist to assist you in getting started on this Topic. Choose the Topics you feel are important, adding and deleting as necessary. An example of a community profile is presented in Appendix 1.0. Physical Setting Development History and Trends Demographics Land Use Climate Other (list) Regulatory Authorities Municipal Energy Plans & Programs, Regulations, Codes, Policies, and Ordinances Historical Catastrophic Events (number, location, type etc.)
  • Leap sc-topics1 3-scea

    1. 1. Topic 1. Plan Coordinator, PlanTopic 1. Plan Coordinator, PlanType, and Working GroupType, and Working Group
    2. 2. Topic 1.1 CoordinatorTopic 1.1 Coordinator• Guiding and facilitating discussions• Must have ability to explain, engageand motivate!• Must also have a good understandingof the local government’s capabilities
    3. 3. Topic 1.1 CoordinatorTopic 1.1 Coordinator• “Hub” around which most energyassurance information flows• Existing employee v. Contractedemployee• Public speaking & consensus buildingskills are a must!
    4. 4. Topic 1.1 CoordinatorTopic 1.1 CoordinatorQuestions to ask when selecting acoordinator
    5. 5. Topic 1.2 Type of PlanTopic 1.2 Type of PlanStand – Alone•Self contained•More specific•Devoted solely toEnergy AssuranceIntegrated•More cost effective•Builds on existinginformation•Potential eligibility forFederal MitigationGrants
    6. 6. Topic 1.3 Working GroupTopic 1.3 Working GroupMember Name/ Title(Back up member)Organization/AffiliationContact InformationJoe Smith- Director of EAPlanningSouth Carolina EnergyOffice(888) 555-1212Bob Williams* - EA PlanningSection HeadSouth Carolina EnergyOffice(888) 555-1214Lee Johnson – AssistantFire ChiefCity of Columbia (888) 555-1216Sara Davis – Public WorksDirectorCity of Columbia (888) 555-1218Mary Jones* – Public WorksCrew LeaderCity of Columbia (888) 555-1220* Backup team members
    7. 7. Topic 2. Purpose of the PlanTopic 2. Purpose of the Plan• Assist in preparing for, responding to, and recoveringfrom energy emergencies• Assure key assets have the energy they need to sustainessential services for an extended response and shortterm recovery from major outages (minimum of 72hours)• Increase energy resiliency during the next energyemergency• Other examples?
    8. 8. Topic 3. Community ProfileTopic 3. Community ProfilePopulation City of CarolinaTotal Population 189,992Males 94,260Females 95,732Median Resident Age 38.7Median Household Income $ 60,000Per Capita Income $ 41,346Median House Value $ 309,700Race City of CarolinaWhite (non-Hispanic) 127,640 (67.2%)Black 1,635 (0.9%)American Indian 532 (0.3%)Asian 20,792 (10.9%)Pacific Islander 595 (0.3%)Other Race 395 (0.2%)Two or More Races 5,992 (3.2%)Hispanic 32,411 (17.1%)The fictitious City of Carolinahas a population ofapproximately 190,000residents within an area ofapproximately 27.7 squaremiles. Tables provide anoverview of the population dataand racial makeup for the Cityof Carolina based on the 2010Census.http://factfinder.census.govCity of Carolina