PSPS PMO
Expectations
Responsible for creating all aspects of the end-to-end experience for critical customers (specifically Public Safety Partners) before, during, and after PSPS events.
As the subject matter expert, I was responsible for critical customer PSPS readiness and gathering feedback for process improvements from Public Safety Partners. We reached thousands through hosting segment webinars, workshops, pre/post-PSPS season listening sessions, and leading PSPS outreach efforts.
Highlights
Formalized the Societal Impact criteria and the customer list to be utilized in the OIC decision-making process when determining a PSPS event and backup power support
Facilitated 22 customer-facing listening sessions
Hosted 14 Public Safety Partner PSPS webinars
Led 13 outreach efforts to critical customers
Piloted a 2-phased resource and readiness outreach for frequently impacted Water Agencies
Continue to serve as Customer Care (CC) Coach for the EOC Situation Room.
Principal Program Manager
External Stakeholders
CPUC - Energy Division
Cal Fire
All County OESs in service territory
Publicly-owned utilities
Community Choice Aggregators
California Foundation for Independent Living Centers (CFILC)
Public Safety Partners
Critical Customer
New Tool: Interactive PSPS Planning Map
Based on feedback from Public Safety Partners, I co-led a team of contractors from Nexient and Keadjian to create and launch an external map that allows customers and agencies to search by address or jurisdiction information about past PSPS event impacts for planning purposes. In addition, they can see completed and planned system improvements to show how PG&E is actively reducing wildfire risk.
It was discovered that PG&E had significant ignition risk on Customer-Owned Lines (COL) upon re-energization from a PSPS event. I presented this concern to the Executive Wildfire Committee and requested approval to change PG&E's approach for COL facilities after a PSPS de-energization to require customer acknowledgment that it's safe to energize their facilities. This recommendation was unanimously approved, and resources were granted for implementation.
Once approved, I led a cross-functional team that consisted of Law, EP&R, DCC, GCC, PSPS PMO, and CC OECs. In 2 months, all COLs in the HFRA were inspected, isolation plans created, internal training held, and outreach was conducted to inform applicable customers of the new process and in-event expectations.
New Expectations: Customer-Owned Line Process
New Tool: PSPS critical infrastructure webpage
Working with Digital Strategies and the PSPS PMO, I initiated and project managed the creation of the PSPS critical infrastructure webpage, designed to provide large businesses and critical customers with various self-help PSPS resiliency tools and resources in one place. Customers and the CPUC have praised this webpage. Other California investor-owned utilities. have also mimicked this webpage.