Transcript Presentation title (Calibri 28 pt)

BGE’s Incident Command System
Logistics of Disaster Management
June 19, 2013
Copyright © 2013 by BGE. Published and used by INCOSE and affiliated societies with permission
Lecture Agenda

Company overview
Managing events
Incident Command System
Example – Hurricane Irene
Continuous improvement
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Questions
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Exelon Utilities
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1.2 million electric customers
650,000 gas customers
Service Territory: 2,300 square miles
Member – MAMA and SEE
1.6 million electric customers
494,000 gas customers
Service Territory: 2,100 square miles
Member – MAMA and SEE
Exelon utilities serves more
than 6.6 million electric
and 1.2 million gas
customers.
• 3.8 million electric customers
• Service Territory: 11,300 square miles
• Member – Great Lakes and Mid West
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Life Cycle of an Electric Trouble Job
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OMS Job Prediction
OMS Job
Created
Outage Call
Substation
Line Fuse
Line Fuse
Line Fuse
Transformer
Transformer
Transformer
House
Service
House
Service
House
Service
House
Service
OMS Shows
Customers Out
Job Management by Organization
Call Center
Checks for existing trouble in CC&B for that customer providing
feedback OR creates new trouble ticket
Receives Call
Distribution Control Room
Receives Trouble Job in Outage Management
System
Analyzes Job
Dispatches a First Responder
First Responder
Receives Job on Mobile Data
Terminal and proceeds to Job site
Makes safe
Restores Service
Damage work referred to repair
crews
Repair Crew
Receives Job in MDS
Restores remaining service or refers back to 1st responder to restore
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Restoration Priorities and Job Management
1. Public safety/critical customers receive first priority*
* Work closely with MEMA to identify outages affecting public
safety and critical infrastructure and coordinate restoration to key
traffic signals
2. Next, main power lines and equipment that restore
largest number of customers
3. Finally, individual transformers/smaller lines to
individual homes/businesses, as well as customers out
the longest
1. Transmission Lines
Bring bulk power from power plants
Connect to several substations
10,000+ customers affected
2. Substations
Distribute power to several circuits
6,000+ customers affected
3. Distribution Lines
Form power networks connecting
communities and
industries
1,500+ customers affected
Diagram
4. Overhead Lines
Serve smaller customer groups or
neighborhoods
50+ customers affected
5. Transformers
Reduce level to usable voltage for your home
or business
1 - 8 customers affected
6. Line to Your Home or Business
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BGE Storm Preparedness Philosophy
Have scalable plans in place to respond to electric system
emergencies:
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Determine what plans are needed and when;
Document the plans;
Determine when the plans are to be implemented and by who;
Train and drill on the plans;
Implement the plans when required;
Review what was done, make adjustments, then re-train and drill.
Since plans are scalable. All employees are assigned a storm
response role for all event levels.
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Event Preparations
Storm Training
Table Top
Exercise
Actual Weather
Events &
Critiques
Lessons
Learned
Severe
Impact Storm
Training
Severe
Impact Storm
Drills
Annual Storm Preparedness Cycle consists of multiple training sessions, table top drills,
comprehensive drills, critiques and feedback processes to facilitate continuous
improvement.
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BGE Version of NIMS Incident Command System
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ICS was first developed after a series of wildfires in California in
1970
After 9/11, the federal government focused on developing and
mandating that emergency responders follow a national allhazards approach to large-scale incidents
– DHS issued guidelines for two systems: the National Incident
Management System (NIMS), incorporating ICS, and the National
Response Plan (NRP), which became the National Response Framework
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ICS is a standardized, on-scene, all-hazard incident management
concept, which allows responders to adopt an integrated
organizational structure to match the complexities and demands
of incidents.
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BGE Version of NIMS Incident Command System
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ICS is activated by an event
Five function organizational foundation at BGE
– Incident Commander: Sets incident objectives, strategies, and priorities. Overall management
responsibility.
– Planning: Coordinates the restoration/response plan at the job level. Analyzes work, then
prioritizes and distributes work to the appropriate groups.
– Operations: Manages and executes the response plan. Manages resources responsible for
execution of the plan.
– Logistics: Provides support, resources, and services required including opening of staging
areas, procurement and delivery of vehicles, supplies , materials, food and lodging when
required, etc.
– Finance/Administration: Monitors costs. Manages acquisition and on-boarding of Mutual
Assistance Crews. Documents actions taken during the event. Provides weather updates.
Incident
Commander
Operations Section
Planning Section
Logistics Section
Finance and Administration
Section
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BGE’s ICS Structure
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BGE’s ICS Organization is Scalable
Wire Down
Manhole Fire
Severe Storm
Event Size and Complexity
Incident
Commander
Incident
Commander
Safety/Security
Incident Commander
Operations
The initial Incident Commander (IC)
will be the senior-most person on
the overhead or service crew. The
IC will have responsibility for
management of the event – from
the safety, communications,
operations, logistics, and planning
perspectives. In the event that the
incident grows in complexity,
incident command will be handed
off (via a face-to-face interaction)
from the initial IC to the designated
IC for the size and scope of the
event.
Crisis Information
Team
Logistics/Planning
The IC will be an individual identified prior to the
event with the ability to manage personnel and
resources and ensure a successful resolution to
the event. The entire ICS structure will not need
to be activated, but, in addition to the IC, the
Operations and Logistics/Planning sections may
be activated (logistics and planning may be
combined into a single section). The IC will have
responsibility for management of the event,
including safety, liaising with government
agencies and responders, communications,
public information, etc.
Government
Affairs
Legal
Deputy Incident
Commander
Operations
Logistics
Planning
Finance &
Admin
The entire ICS organization should be activated prior
to the storm or event (assuming that there is
warning). An EOC should be activated in order to
promote communication between all response
personnel. Frequent conference calls should be held
that include all section chiefs
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Staying Ahead of Events - Weather Monitoring and Alerts
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BGE subscribes to two meteorological service providers.
Maintain a database of “analog” storms.
Mobilization and response strategies matched to various Weather Alerts.
Receive and review detailed forecast summaries 24x7.
BGE and service providers communicate Threat and Alert Levels based on
BGE defined criteria.
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Threat – Confidence in achieving Alert Level.
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Alert – Matrix of various predicted weather speeds or amounts.
Note: “Lx” in the table above = Lightning
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Experience Based Alert Triggers
Figure 20: May - September Weather Alert Level Matrix
Alert Level
Weather Event
Level 1
Level 2
Level 3
Level 4
Sustained Winds
20 - 25 mph
26 - 30 mph
31 - 35 mph
>36 mph
Wind Gusts
30 - 35 mph
36 - 45 mph
46 – 55 mph
> 56 mph
Thunderstorms
General
Slight Risk
Moderate Risk
High Risk
Lightning Strikes
Scattered
Occasional
Frequent
Widespread/Frequent
1"-1.5"
1.5 - 2"
2.1"-3"
>3"
Rainfall
Tropical Cyclone
Review Severe Impact Storm Guidelines
Figure 21: October - April Weather Alert Level Matrix
Alert Level
Weather Event
Level 1
Level 2
Level 3
Level 4
Sustained Winds
26 - 30 mph
31 - 35 mph
36 - 40 mph
>40 mph
Wind Gusts
35 - 45 mph
46 - 55 mph
56 - 65 mph
> 65 mph
Thunderstorms
General
Slight Risk
Moderate Risk
High Risk
Lightning Strikes
Scattered
Occasional
Frequent
Widespread/Frequent
Wet Snow
3”-6"
6"-9”
9"-12”
>12"
Dry Snow
6"-12”
12"-18”
18"-24”
>24"
Ice
<.25"
.25"-.5"
.5"-.75"
>.75"
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Storm Staffing Preparedness
Threat
Level
Recommended
Staffing
Anticipated
Impact
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Establishing Response Levels and Descriptions – Scalable
Plans
Level &
Weather
Op Con
Definition
Customers
Affected
Typical Weather Conditions
Estimated
OMS
Outages per
Event
Level 1
Blue Sky
Operations
Less than 1%
Normal weather
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• Distribution system configuration and activity is within normal parameters
• Current support level is adequate.
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• Weather is on the system (wind, rain, snow etc.) or there is an imminent threat
• Notice received from Department of Homeland Security of threat
• Number of jobs and or level of damage being experienced (or anticipated) exceeds staffing
levels dedicated, at the time, specifically to service restoration
• The Shift Supervisor’s decision to declare Adverse Weather is driven by multiple factors,
including, but not limited to: weather status; # of jobs; # of customers out; and # of crews
currently working service restoration
• Discretionary initiation of: conference calls, activation of EOB-EOC by Incident Commander
and possible activation of local/regional incident command
• BGE crew holdover, scheduling and/or callouts as required and OH construction crews
activated
• Underground and Substation crews may be utilized
• Hourly Event Paging and notification to CIT/Government Affairs/Regulators (REQUIRED
when 10,000 customers are without service for 3 consecutive hours)
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Widespread severe weather (icing, winds >40mph sustained) or locally extreme weather
existing or anticipated
• Multiple significant events in progress
• Activities or events occurring or expected to occur on transmission system
• Possible activation of local/regional incident command
• Hourly event paging and event report faxing initiated (REQUIRED)
• Incident Command may be implemented for severe localized system storm damage
• System monitoring and possible configuration changes to relieve loading or voltage
problems
Level 2
Adverse
Weather
Level 3
Minor Storm
Heightened
Alert
Enhanced
Support
Less than 1% or
Normally associated with heavy
3,000 – 12,000
wind and moisture
out
1%-2% or
12,000-25,000
customers out
Associated with isolated gusty
thunderstorms, causing damage
to all or parts of BGE’s system
Level Description and Key Activities
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Establishing Event Levels and Responses – A Scalable Plan
Level &
Weather
Op Con Definition
Customers
Affected
Typical Weather Conditions
Associated with extreme
weather systems (heavy
2%-8% or
Level 4
Comprehensive
ice, winds >50 mph
25,000-100,000
Minor Storm
Support
sustained) causing damage
customers out
to all or parts of BGE’s
system
Level 5
Major Storm
Level 6
Severe Impact
Emergency
Support
Normally associated with
8%-20% or
tropical storms, hurricanes,
between 100,000 significant ice accumulation or
and 250,000 heavy wet snowfall, resulting in
customers
significant damage to BGE’s
distribution system
Catastrophe
Normally associated with the
20% to 100%
impacts associated with
approximately
tropical storms, hurricanes,
from 250,000
significant ice accumulation or
customers to all
heavy wet snowfall
Estimated
OMS
Outages per
Event
Level Description and Key Activities
500
Widespread extreme weather existing or anticipated
• All actions from Level 1 through 3 events (as above)
• BGE Crew holdover, scheduling and/or callouts as needed
• TSO/ DSO Shift Manager shall submit required form to the DOE when 50,000
customers without service for >than 1 hr
• Contractor usage should be considered or activated
• Mutual Assistance from Exelon Utilities considered or activated
• Mutual Assistance from other utilities considered
• Whenever restoration is expected to last beyond 24 hours, leadership should
consider opening a Regional Command Center (RCC) to either support additional
internal resources or external resources.
1,500
• A transmission event has occurred that requires immediate action to prevent a voltage
collapse, cascading transmission outages or significant restoration effort.
• The 100,000 customer limit is based upon a PSC mandate that Maryland utilities report all
major storms (10% of electric customers or 100,000 electric customers interrupted, whichever
is less).
• All actions from Level 1 through 4 events (as above)
• BGE Crew holdover, scheduling and/or callouts as needed
• Activation of RCC(s)
• Activation of Load Shedding Plan
10,000
• These events are characterized by a significant loss of electric service to BGE’s customers
system-wide, or as a large percentage of a region
• May cause catastrophic damage to BGE’s transmission and distribution systems and the
transportation and communication infrastructure
• Destruction or events causing multiple fatalities along with significant system or facility
damage
• All actions from Level 1 through 5 events (as above)
• Given such widespread damage, acquisition and use of external crews would be essential.
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Hypothetic Impact and Response
Internal Response
Staffing
Internal staffing working
planned work
Blue Sky Trouble
Additional Trouble
(weather)
Plans in place to adjust/increase staffing,
add support, and alter job management in
advance of these types of events to help
mitigate the potential of this happening
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Expanding the Response Staff – Utilizing Mutual Assistance
•Most events use available in house resources
•Mutual assistances is used for extreme events
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Expanding the Response Staff – Utilizing Mutual Assistance
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BGE considers Mutual Assistance in advance of significant events like
hurricanes, blizzards, ice storms, or other similar events .
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Mutual Assistance Groups:
– Maryland Utilities Group for Mutual Assistance (MUGMA)
– Mid-Atlantic Mutual Assistance Group (MAMA)
– Southeastern Electric Exchange (SEE)
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After an event has started, the need for Mutual Assistance is re-evaluated if
it appears that the restoration will take more than 24-36 hours from the
time the event clears the system
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Additionally, standardize practices are under development to enable crews
from the three EU utilities to seamlessly support restoration efforts on one
another’s systems when needed.
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The large number of off-system crews required for large events necessitates
securing a site(s) where these crews can assemble and be managed. Such a
site is referred to as a “Staging Area”.
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BGE Staging Area Locations
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Staffing by Weather Event Type
Level 4 Minor Storm
Level 5 Major Storm
100,000 Customers Out
Level 3 Minor Storm
100,000 Customers Out
12,000 Customers Out
Level 2 Adverse Weather
Response Organization Staffed
At ~75,000 Out – Hybrid
External Crews may be
External Crews/Mutual
Response EOC Staff increased by requested and Staging Areas or Assistance requested with one
opening RCC. Staging Area may
additional Staging Areas
or more RCCs opened as well as
be opened
opened
one or more Staging Areas
25,000 Customers Out
Additional Control Room/IFS
Staff
Level 6 Severe Impact Storm
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Storm Monitoring and Preparing Example – Hurricane Irene 2011
Sunday, Aug. 21
Monday, Aug. 22
Tuesday, Aug. 23
Wednesday, Aug. 24
Thursday, Aug. 25
Friday, Aug. 26
Saturday, Aug. 27
Weather Conference Calls
• BGE tracking the
storm
Mutual Assistance Calls – SEE, MAMA, MUGMA
• Requested 650 crews
(linemen and 100 tree
personnel) through mutual
assistance organization
• External crews begin
arriving
• External crews
continued to arrive
• Requested additional
external crews
• External crews continued
to arrive
• Increased our request to
800 crews
• External crews continued
to arrive
• Requested additional
crews
• External crews continue
to arrive
Staging Areas – Regional Command Centers
• Logistics team began
investigating possible
staging areas
• BGE began preparations
for Severe Impact
Storm organization:
• Mobilization
organization began
external staffing process
• Called for volunteers
from outside the
organization for
temporary public
safety response
• Identified Lockheed
Martin as a second
staging area additional to
BWI-Marshall
• Completed set up of Piney
Orchard Regional
Command Center
• Began set up of BWIMarshall and Lockheed
Martin staging areas
• Scheduled training for
public safety crews
• Identified crew guides for
external crews
• Completed set up of White
Marsh Regional Command
Center
• Storm Leadership finalized
mobilization plans and
prepared notifications
• Investigated the possibility
of Oregon Ridge as a third
staging area
• Mobilized the storm
center, crews, patrollers,
public safety stand-by
personnel and RCC staff
• Opened BWI and Lockheed
Martin staging areas
Hurricane Irene enters
BGE service territory
at 2:30 PM
Communications
• Proactive
communication begins:
• Press release
• Proactive communication
continued:
• daily press releases
• media interviews
• social media postings
Earthquake
• Proactive communication
continued:
• predictive dialer to
all residential
customers
• predictive dialer to
special needs
customers
• daily press release
• media interviews
• social media postings
• Proactive communication
continued:
• press release
• media interviews
• social media postings
• videos and photos
posted
Minor Storm
• Proactive communication
continued:
• 2nd predictive dialer to
special needs customers
• IVR updated with
pre-storm message
• press release
• media interviews
• social media
postings
• videos and photos
posted
• Proactive communication
continued:
• IVR updated
• press release
• media interviews
• social media postings
• videos and photos
posted
• 200 Customer Contact
Center Representatives
mobilized and available
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Hurricane Irene – 5 days before entering BGE’s territory
1st formal
request for
external
assistance on
Tuesday morning
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Off-System Support for Hurricane Irene
Over 2,500 overhead and tree resources from 20 states
Home States of External Crews
Supporting BGE’s Hurricane Irene Restoration Efforts
MN
MI
PA
IL
NC
TN
AR
LA
SC
GA
MS
TX
VA
KY
MO
OK
OH
IN
AL
FL
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Systematic Approach to “Scaling-up” Trouble Management
Electric Operations
Building
Emergency
Operations Center
Electric Operations
Building
Distribution Control
Room
Regional Command Center 2
Regional Command Center 1
Piney
Orchard
Service
Center
(south)
Staging
Area 1
Howard
Service
Center
(west)
Staging
Area 2
Staging
Area 3
Typical
Day
Severe
Small Minor
Weather
Minor
Storm
Large
damage
Event >– 75,000
12,000
Storm
Out
75,000
Necessary
field
resources are moved
from planned work to
restoration work –
For an area with
minor adjustment to severe localized
damage – Mobile
field and Control
Operations
Room staffing
Front Street
Service
Center
(central)
Staging 4
Cockeysville
Service
Center
(north)
Staging 5
Center
dispatched
Perry Hall
Service
Center (east)
Staging 6
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Potential Scaling Constraints
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The extent to which the plan can actually be scaled is limited
by a number of constraints :
– Availability of resources;
• Impact area;
• Commute time;
– Logistical challenges;
• Hotels
• Staging sites
– Infrastructure limitations;
• Work stations
• Command Centers
• PCs
– Command and control
• Ratios of off-system crews to company crew guides
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Aftermath of Major Storms
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Continuous Improvement – Overview
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We work to identify opportunities for improvement.
We hold critiques and benchmark with other utilities.
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Continuous Improvement - Post Irene Action Plan
Post Irene Action Items
Due Date
Develop standardized pre-scripted employee mobilization communications for severe impact storms.
April 1st, 2012
Develop pre-assigned staffing assignments for severe impact storms.
April 1st, 2012
Standardized daily conference call schedules and protocols.
April 1st, 2012
Modify operational IT systems and/or processes to ensure performance does not diminish during peak usage periods.
April 1st, 2012
Modify logistics plan to separate construction and public safety staging sites
April 1st, 2012
Modify logistics plan to utilize major account reps for local hotel chains to aid booking hotel rooms during severe impact storms.
April 1st, 2012
Develop a process to conduct periodic status calls with local officials during major storms.
April 1st, 2012
Interface with local municipalities to reinforce road closure procedures.
June 1st, 2012
Modify technology and logistics plans to include additional computers/printer/copy at Staging sites.
July 1st, 2012
Participate in PSC ETR working group and update ETR practices as needed.
July 1st, 2012
Update and modify customer communications based on lessons learned from Irene.
July 1st, 2012
Review and modify the Damage Assessment process used for severe impact storms based on the lessons learned from Irene.
July 1st, 2012
Review and modify the Patrol & Public Safety process used for severe impact storms based on the lessons learned from Irene.
July 1st, 2012
Review and modify the Job Packaging process used for severe impact storms based on the lessons learned from Irene.
July 1st, 2012
Modify the process for issuing permits and tags during severe impact storms to reduce bottlenecks experienced during Irene.
July 1st, 2012
Modify the materials tracking processes to facilitate better tracking for reporting after severe impact storms.
July 1st, 2012
Modify the process to ensure that accurate and timely data is being provided from the field during a severe impact storm.
July 1st, 2012
Consolidate Severe Impact Storm Rosters.
July 1st, 2012
Incorporate changes from the Irene Lessons Learned teams into the severe impact storm training .
August 1st, 2012
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Continuous Improvement - 1st extensive use of Smart Meters at BGE
during Hurricane Sandy
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Historically, BGE staff called customers to verify service status
prior to assigning work to a crew.
– Based on job age
– No calls performed at night.
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Smart Meters allow staff to verify electric service to the meter
at any time of the day.
During Hurricane Sandy, a total of 7,347 smart meters (out of
129,00 installed), mostly in Anne Arundel County, were pinged.
A total of 387 outage events were successfully removed from
the restoration queue preventing unnecessary truck rolls.
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Questions ?
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