Meeting Summary – 10/05/24 PUCT Workshop

0 – Chairman Gleeson calls meeting to order

• The meeting of the Public Utility Commission of Texas was called to order for October 5, 2024.
• The meeting will cover a number of items with opportunities for invited testimony and public comments.
• Housekeeping notes include location of exits and bathrooms.

0.1 – Remarks by Texas Lt. Governor Dan Patrick

• Lt. Governor Dan Patrick emphasized the importance of the hearing for citizens affected by the storm.
• He acknowledged the state and city’s response to the storm but criticized CenterPoint’s preparedness and communication.
• CenterPoint’s CEO Jason Wells was questioned about potential overcharging customers $100 million annually, but his responses were deemed unsatisfactory.
• The commission was urged to conduct an audit under PURA Sections 14.201 and 14.202.
• The purchase of $800 million in non-mobile generators by CenterPoint was criticized as against legislative intent and financially questionable.
• Patrick suggested the lease of these generators may have been motivated by profit interests rather than public service.
• He emphasized the need for an audit to determine how much CenterPoint has overcharged customers over the years.
• CenterPoint’s lack of basic maintenance, such as vegetation management, was linked to the prolonged power outages during the storm.
• Patrick suggested that the Board of CenterPoint should ask for Jason Wells’ resignation due to inadequate preparation and poor communication during the storm.
• He indicated that if the Commission does not act, the Business and Commerce Committee would explore further actions, including potential subpoenas.
• Patrick touched on broader energy concerns but noted they were for a different discussion.

0.2 – Commissioner Glotfelty’s comments on the Lt. Governor’s remarks

• 18 months ago, an application for a resilience grant was denied by the Department of Energy.
• CenterPoint and American Electric Power were involved in a Coastal resiliency plan.
• The application included a request for $100 million, with a total request amount of $300 million for resilience funding.
• Concerns were raised about Texas not receiving grant approval while other states did.
• Encouragement for the Legislature and State leadership to support future opportunities for funding.
• Acknowledgement of the challenges faced by the Commission.

0.3 – Remarks by Texas State Senator Carol Alvarado

• Acknowledgment of ERCOT meeting outside Austin for the first time in 20 years.
• Senator Alvarado holds nomination influence over commissioners.
• Call for accountability and responsibility, especially regarding audits and investigations.
• Expressed sympathy for those affected by Hurricane Beryl in Houston and the Gulf Coast.
• Criticized the power outages and infrastructure failures with 42 deaths.
• Concern over equity gaps in disaster responses, e.g., access to power generators.
• Upcoming legislation to prioritize customers over shareholders.
• Plan to ensure electric utilities hire more linemen and improve infrastructure.
• Intention to file legislation to protect seniors during disasters.
• Highlighted the need for TDUs to manage vegetation effectively.
• CenterPoint’s reduction in vegetation management and low lineman numbers noted.
• Emphasis on need for enhanced coordination and communication during outages.
• Addressing inconsistencies in communication with customers about outages.
• Focus on prioritizing equity in recovery efforts for vulnerable communities.
• Commitment to accountability and transparency in utility performance reviews.

0.4 – Remarks by Texas State Senator Molly Cook

• The aftermath of Hurricane Beryl was described as horrifying, with reports of people in senior living facilities without power or basic necessities.
• Concerns were raised about the lives and well-being of individuals, particularly those with disabilities, during the hurricane.
• Emphasis was placed on making every effort to prevent similar occurrences in the future.
• Senator Cook acknowledged the resources available to make the region hurricane resilient.
• A critique was made on CenterPoint’s inability to meet the needs of people during the hurricane.
• The senator emphasized the importance of ensuring public funds are used effectively to keep the power on and prevent outages, not just for recovery.
• Commitment was expressed to making legislative changes that translate into tangible improvements for citizens.
• The meeting mentioned a customer service table set up by CenterPoint for addressing questions from the public.

1 – Public comment for matters that are under the Commission’s jurisdiction, but not specifically posted on this agenda

• Speaker: Miss Dolores
  • Feeling of neglect and lack of control in low-income areas.
  • Suggestion for Centerpoint to involve local citizens and volunteers to assist with issues affecting them.
  • Experience of not being able to reach Centerpoint during a hurricane.
  • Advocacy for educating children about emergency preparedness.
• Speaker: Mitch Mayonn
  • Representation of IBEW Local Union and importance of union labor.
  • Union labor provides safer conditions and fair wages.
  • Acknowledgment of frustration in communities when power restoration is delayed.
• Speaker: Nick Nicoletti
  • Issues with Centerpoint’s responsiveness and reliability.
  • Challenges with the consistency of standards for installations.
  • Cost burdens on customers resulting from Centerpoint’s actions and lack of responsiveness.
• Speaker: Ed Allen
  • Representing utility workers and challenges faced during Hurricane Barrel restoration.
  • Importance of having sufficient in-house linemen.
  • Sympathy for loss of life and suggestions for elder care facilities to have onsite generation.
• Speaker: Various Public Speakers
  • Many citizens expressed frustration over Centerpoint’s slow response and inadequate communication during outages.
  • Numerous stories highlighted suffering due to lack of electricity, impacting health and safety.
  • Speakers called for accountability, improved infrastructure, better communication, and fair utility rates.

3 – Project No. 53404 – Temporary Emergency Electric Energy Facilities and Long LeadTime Facilities

• Introduction of Project No. 53404 by the chair.
• Focus on the development and deployment of temporary emergency electric energy facilities.
• Consideration of facilities with long lead times in context of emergency energy provisions.

4 – Project No. 56897 – Electric Utility Outage Trackers and Hazardous Condition Reporting

• Discussion on the role of outage trackers in improving reliability and communication.
• Importance of timely and accurate reporting on hazardous conditions.
• Consideration of technological upgrades to support outage tracking.
• Stakeholder input emphasized on how to enhance current reporting systems.
• Potential regulatory changes to enforce better tracking and reporting standards.

5 – Project No. 56898 – Provision of Emergency Contact Information to Transmission and Distribution Utilities by Retail Electric Providers

• The project focuses on ensuring that Retail Electric Providers (REPs) provide accurate emergency contact information to Transmission and Distribution Utilities (TDUs).
• Participants discussed the importance of having up-to-date and reliable contact information for effective communication during emergencies.
• Concerns were raised regarding the consistency and frequency of updating the emergency contact details.
• The meeting considered the implementation of standardized procedures for REPs to submit and update emergency contact information.
• Recommendations were made to establish a centralized database for easier access and management of contact details by TDUs.

9 – Project No. 56822 – Investigation of Emergency Preparedness and Response by Utilities in Houston and Surrounding Communities

• Discussion on Project No. 56822 regarding emergency preparedness.
• Focus on utilities serving Houston and surrounding communities.
• Investigation into current response strategies and their effectiveness.

9.1 – PUC Executive Director Connie Corona with Overview of the Investigation Schedule Related to Issues with Hurricane Beryl

• Requests for information were issued in August to electric, water, and communications service providers.
• Input was also invited from retail electric providers, power generators, and impacted groups like healthcare facilities.
• The collected information is being used to create a report.
• The final report is due by December 1 and will be presented at the November 21 Open Meeting.
• The report will assess utility preparedness, response, and recommendations.
• Staff is utilizing information from panelists to inform recommendations.
• The investigation involves over two dozen staff members from various divisions including engineers, attorneys, and investigators.
• The report will be submitted to the Commission, and eventually to the legislature and the Governor.

9.2 – Shaun Miller, Assistant Chief of Texas Division of Emergency Management on Response and Communication

• Shaun Miller introduces himself as the assistant chief with the Texas Division of Emergency Management (TDEM), responsible for emergency management programs in Southeast Texas.
• Local governments initiate and conclude disaster management, utilizing mutual aid and assistance from neighboring jurisdictions.
• State assistance is sought when local resources are inadequate.
• Effective emergency management requires integrated plans across local, state, and federal levels.
• TDEM provides state resources to local responders to protect life, property, and environment.
• State emergency management includes planning, training, exercising, response, recovery, and mitigation.
• Chapter 418 of the Texas Government Code mandates an emergency management agency for each county and city.
• TDEM coordinates a continuous process of emergency management involving preparedness, response, and recovery.
• TDEM mobilizes personnel and supplies across regions during disasters, addressing critical needs first.
• Collaboration with local, state, and federal agencies enhances disaster response.
• Disaster district activations ensure unified responses involving state and partner agencies.
• Preparedness programs focus on all hazards, planning, exercise, and improving resilience.
• Education on preparedness measures is crucial for community resilience.
• Personal preparedness is emphasized for both public and partners.
• Importance of learning from past experiences and continuously improving planning and cooperation.

9.3 – Agenda Item Name: Lance Wood, Houston-Galveston office of the National Weather Service with Post Tropical Cyclone Report

• Lance Wood thanked ERCOT for the opportunity to present.
• Discussed collaboration with the community for weather preparedness and emergency management.
• Beryl made landfall near Matagorda, Texas on July 8, with outer rain bands reaching southeast Texas on July 7.
• Beryl caused coastal flooding, flash flooding, wind damage, and power outages.
• Highest sustained wind gusts were 64 mph at Surfside Beach, with a gust up to 97 mph.
• Rainfall was prolific, with general 4 to 8 inches, but some areas received 10 to 15 inches.
• One confirmed EF1 tornado occurred in Jamaica Beach.
• Storm surge flooding had inundation generally 4 to 6 ft, with a maximum of 8 ft.
• A flood watch and tropical storm warning were issued for Harris County and Houston area starting July 6.
• Wind gusts in the Houston area were 60 to 70 mph, with some over 80 mph.
• Houston Hobby Airport recorded a wind gust of 84 mph.
• Beryl’s track was different from Hurricane Ike, but wind speeds were similar.
• Post-landfall heat indices reached 100 to 106 degrees, with heat advisories issued.
• Concern over heat stress due to power outages and adjusted heat advisory criteria.
• Potential hurricane activity discussed for the remainder of the season.

9.4 – Chairman Gleeson’s Question for Lance Wood concerning activity for the rest of hurricane season

• A tropical cyclone is forming in the Southern Gulf, likely to become a storm named Milton.
• The storm is expected to move East Northeast, posing more of a threat to Florida than Texas.
• October typically sees a shift in hurricane threat from Texas towards Florida and the Atlantic coast.
• Historically, Texas has not experienced a hurricane landfall after October 15 since reliable records have been kept.
• Despite the positive forecast, vigilance is still necessary as it is not yet October 15.
• A question was posed to Shaun about the Texas Division of Emergency Management’s (TDEM) procedures for maintaining and consulting a critical infrastructure list in preparation for emergencies.

9.5 – Commissioner Hjaltman’s question for Shaun Miller on communication of critical infrastructure

• Collaboration with local officials such as county judges, city mayors, emergency management coordinators, and utility districts is ongoing before and during disasters.
• Statewide weather calls are conducted to alert officials of potential disasters like storms, wildfire danger, or flooding.
• Communication channels are kept open consistently to ensure readiness for any emergency, allowing officials to contact ERCOT anytime.
• The list of contacts is updated more often than the required annual basis, including checks during and after events.
• There was a query about how community members recognize TDEM’s activity, whether through direct visibility or via state and local organizations.

9.6 – Commissioner Glotfelty’s question for Shaun Miller on community outreach

• ERCOT collaborates with local elected officials, mayors, judges, and emergency management coordinators to engage in community outreach.
• ERCOT representatives are visibly present in communities through the use of reflective vests or other identification methods.
• Coordination with public information officers helps disseminate messages to community members.
• ERCOT assisted with communication during the Deer Park and LaPorte pipeline fire by conducting preliminary damage assessments and working with local public information officers.
• ERCOT’s role does not include restoring power; this is the responsibility of utilities. ERCOT supports local communities in other ways.
• There is a focus on understanding and communicating weather patterns, involving communication with media, local utilities, and government entities.

9.7 – Commissioner Cobos’ question for Lance Miller concerning communication

• Partner webinars follow advisories from the National Hurricane Center to inform about impacts in Southeast Texas, covering 23 counties and offshore waters.
• Strong reliance on the media to disseminate messages, highlighting a great partnership with the media.
• Integrated warning team workshops are conducted once or twice a year to review and improve communication strategies.
• Use of web-based and social media communication channels.
• Provision of direct partner support, including participation in government officials’ conference calls when requested.
• No direct communication with utilities, but they can participate in calls and webinars.
• Webinars are recorded and uploaded to a YouTube channel for wider accessibility.
• Question raised about communication quality with CenterPoint during a storm, seeking feedback on its adequacy.

9.8 –  Commissioner Glotfelty’s Question for Shaun Miller on Communication with CenterPoint

• During the storm, a representative from CenterPoint was present at the Emergency Operations Center (EOC) to provide updates on restorations.
• The state operations center also works collaboratively with CenterPoint, Entergy, and other providers, especially during events like Beryl affecting areas such as Galveston.
• The public should be made aware of the ongoing collaboration between TDEM, local utilities, and government entities.
• There were no known issues reported from MUDs or critical infrastructures about contacting CenterPoint during the storm.
• Close collaboration with city and county officials ensured that any potential communication issues were monitored.
• Clarification was requested on how utilities utilize various hurricane models and whether they subscribe to the weather service or third-party models for storm tracking.

9.9 – Commissioner Glotfelty’s question for Lance Wood on utilities subscribing to their hurricane models

• Uncertainty regarding the specific models utilities consider for hurricanes.
• Government-run models are public domain and are considered among the best globally.
• Proprietary models also exist.
• Primary reliance on the National Hurricane Center’s forecast for simplicity and clarity in messaging.
• Confusion can arise from showing too many different model solutions.
• A suggestion to inquire with CenterPoint on the information they rely upon for decisions.
• Mention of a follow-up panel and filing of presentation materials in the PUC interchange, Project 56822.

9.10 – Mac Martin, Urban & Community Forestry Program Leader, Texas A&M Forest Service on storm resilience, tree placement and well-managed trees

• Mac Martin is the Urban and Community Forestry Program Leader for the Texas A&M Forest Service.
• The discussion centers around storm resilience, tree placement, and the benefits of well-managed trees.
• Severe weather events are becoming more frequent in Texas, and properly managed trees play a crucial role in community resilience.
• Trees help in mitigating flood risks by reducing runoff and stabilizing soil.
• Proper pruning and risk assessments of trees enhance their ability to withstand severe weather events.
• Emphasis is made on the ‘right tree, right place’ principle, highlighting the need to choose appropriate tree species for specific environments to avoid conflicts with utility infrastructure.
• The Treeline USA program by the Arbor Day Foundation is advocated for promoting the concept of selecting appropriate tree species and ensuring utility arboriculture best practices.
• Well-managed trees can significantly reduce energy consumption, especially during peak summer months by providing shade and reducing cooling costs.
• A single mature tree can save homeowners between $100 to $250 in energy costs annually.
• Collaboration between utility companies and municipal foresters is essential for sustainable tree management.
• Effective tree management programs can enhance community resilience and save Texans money.

9.11 – Michael Spoor, President of MG Spoor Consulting on Florida Power & Light’s grid resiliency journey

• Introduction by Michael Spore and Brian Olnick, both retired executives from Florida Power and Light (FPL).
• Presentation on FPL’s electric grid resiliency journey with three main areas of focus.
• Reason for embarking on the resiliency journey due to history of hurricanes impacting Florida, especially notable in the 2004-2005 seasons.
• FPL’s first hardening plan, Storm Secure, filed in 2006.
• Five key focus areas in the resiliency plan:
  • 1. Storm follow-up to ensure quick restoration of grid to pre-hurricane status.
  • 2. Hardening the grid by replacing wooden structures with concrete or steel and retrofitting mainline circuits to withstand higher wind speeds.
  • 3. Pole inspections with an eight-year cycle for 1.1 million distribution poles.
  • 4. Vegetation management with formal trim cycles on mainline feeders and neighborhood lines.
  • 5. Converting targeted facilities from overhead to underground, with an expanded focus since 2006.
• Positive impacts shown from the resiliency efforts, comparing hurricanes before and after the plans were implemented.
• Improved restoration performance with reduced time needed to restore power after hurricanes (e.g., Wilma took 18 days, Ian took 8 days).
• Significant reduction in damaged infrastructure like distribution poles and transmission structures after implementation of the resiliency efforts.
• Emphasis on realistic expectations that no grid is hurricane-proof but can be made more resilient to minimize restoration efforts.
• Conclusion by Brian Olnick, clarifying their positions as retired representatives, not speaking on behalf of FPL currently.

9.12 – Bryan Olnick, Founder of GridSky Strategies on Florida Power & Light’s best practices

• Discussed best practices and lessons learned from Florida Power & Light and other utilities, organizations, and industries.
• Highlighted the challenge of completely hurricane-proofing a system but emphasized the importance of strategic investments and planning.
• Shared that grid hardening is a long-term plan, potentially taking 20-30 years to complete.
• Acknowledged that what works in one state may not work in another due to different geographic and equipment considerations.
• Outlined a philosophy of prevention, mitigation, and restoration for grid resiliency and hardening.
• Stressed the importance of defining hardening and resiliency standards, drawing on changes made in Florida after Hurricane Andrew.
• Emphasized community involvement in defining critical infrastructure and prioritizing hardening efforts.
• Explored multiple technical solutions and strategies for integrating transmission and distribution systems.
• Described the creation of a toolkit for engineers to offer flexibility in problem-solving during grid hardening.
• Considered hardening efforts not only for transmission and distribution but also for IT systems and supply chains.
• Highlighted the significance of weather forecasting and modeling for damage prediction and resource allocation.
• Discussed restoration strategies, including resource allocation and the use of rapid patrols to assess damage.
• Addressed the logistics of restoration, including crew make-up and staging site management.
• Noted the role of communication and technology in improving restoration, such as using meter pinging.

9.13 – Scott Aaronson, Sr. VP for Security for Edison Electric Institute on Resiliency Tools and Planning Effectively

• Scott Aaronson introduced himself as the Senior VP for Security and Preparedness at Edison Electric Institute (EEI).
• EEI has been collaborating with electric companies worldwide since the 1930s for all-hazard preparedness.
• Aaronson also serves as the secretary for the Electricity Subsector Coordinating Council, facilitating collaboration between industry CEOs and government officials.
• EEI has been active in response to natural disasters, such as Hurricane Helene in North Carolina and Hurricane Beryl in Texas.
• The concept of ‘all hazards’ in electric infrastructure includes extreme weather, acts of war, cyber threats, and market-related challenges.
• Emphasis was placed on resilience, not by preventing incidents, but by reducing the impact and recovery time.
• Mutual assistance among electric companies has evolved since the 1800s and continues to be critical in emergency response.
• Community resilience involves interconnected sectors like telecommunications and fuel, requiring a holistic approach.
• The importance of unified communication among industry and government partners to ensure informed public decisions was highlighted.
• Investing in resilience is economically beneficial, demonstrated by Florida’s recovery improvements between hurricane seasons.

9.14 – Commissioner Jackson’s question for Michael Spoor concerning what they would have prioritized in retrospect

• The concept of hardening the electric grid was new at the start of their efforts.
• In retrospect, the initial efforts were slow due to development and piloting phases.
• There is now sufficient industry evidence to expedite grid resiliency efforts.
• Advancements in smart grid and self-healing grid technologies, which were in early stages at the beginning, are now more mature and important.
• Annual filing of plans with the Commission is crucial for measuring progress.
• Demonstrating progress on initiatives is vital due to the scale of electric infrastructure projects.
• Initial critical projects included hospitals, 911 centers, and ports to ensure community safety.
• Focus was also given to hardening community circuits to provide essential services in case of outages.
• Providing communities with access to essential services like grocery stores and pharmacies was a priority.

9.15 – Commissioner Jackson’s question for Bryan Olnick concerning what processes & standards they would have put into place in retrospect

• Importance of standardized circuit design metrics focused on hardened circuits to withstand extreme conditions.
• Challenges and complexities in rebuilding energized lines similar to repairing a moving car.
• Need for long-term agreements with vendors for consistent material and resources supply.
• Importance of creating a dedicated organization to manage the hardening process due to its massive scale.
• Advancements in technology, such as directional boring and smart grid devices, improve restoration efforts.
• Lessons learned include the importance of technology deployment for restoration, even before full hardening is complete.
• Significance of operational processes for recovery, emphasizing the need for staged setup before storms.
• Strategies like onsite housing for restoration crews to enhance productivity and reduce travel time.
• Emphasis on communication, including the installation of comprehensive radio systems for coordination during power outages.
• Regular training and simulations for storm preparation to ensure all processes are well understood by all team members.
• Standardization of processes and staging sites to facilitate decision-making and efficiency during crises.

9.16 – Commissioner Cobos’ thoughts on Michael Spoor & Brian Olnick’s Comments

• Michael Spoor and Brian Olnick worked for Florida Power and Light (FPL), which faced multiple massive hurricanes, prompting long-term investments in their system for resilience.
• These investments aimed to harden the system, not make it hurricane-proof, but to enable better response and recovery.
• FPL’s resiliency efforts were supported by gradual investments over years, with close stakeholder collaboration including ratepayers, industrial customers, and elected officials.
• The investments’ costs ultimately impacted ratepayers, thus, the need for just and reasonable investment strategies.
• ERCOT aims to learn from FPL’s model to ensure Texas utility systems are resilient and cost considerations are crucial.
• The importance of a long-term, prioritized investment strategy and stakeholder communication was emphasized for effective resilience.
• Incidents like Katrina and Sandy increase awareness of the need for resilience, but quick, large-scale investments are not feasible due to costs and practicality.
• Resilience planning should consider regional risks and be a partnership between electric companies, regulators, politicians, and the public.
• FPL’s initial hardening plan was innovative and uncertain but has proven effective over time, leading more utilities to adopt resilience plans.
• The discussion highlights the balance between investing in resilience and the financial impacts on ratepayers, with a focus on risk management.

9.17 – Commissioner Glotfelty’s thoughts concerning Michael Spoor & Bryan Olnick’s comments

• Discussions may not be helping the community understand future changes.
• Concern about solutions being five or ten years away following Hurricane Beryl.
• Community trust issues in discussions with the PUC.
• Need for community involvement as a priority rather than an afterthought.
• Interest in understanding model circuit designs and wind ratings.
• Question of vegetation management’s role in addressing wind issues.
• Request for understanding prioritization in infrastructure improvements.
• Inquiry about CenterPoint’s Houston Resiliency initiative involving power line trimming, pole replacement, and automated devices.
• Desire to know the specific areas impacted by vegetation management and pole replacement.
• Interest in understanding powerline improvements in relation to Florida Power and Light’s strategy.

9.18 – Commissioners questions for Michael Spoor and Bryan Olnick

• Initially filed a hardening plan in January 2006 following a commission order post-hurricanes.
• Started with pilot projects prior to full plan approval.
• Plans were filed in three-year increments with detailed one-year plans; now shifted to a ten-year plan.
• Had a general roadmap for long-term planning, supporting a 20-30 year outlook.
• Post-2004/2005 hurricane season, government entities were supportive of trying new strategies.
• Resiliency upgrades not only helped in recovery post-events but also improved daily operational reliability.
• Florida utilities had to file resiliency plans as part of a docket ordered by the Florida Commission.
• Differences in plans are attributed to variations in grid and geography among the three remaining investor-owned utilities in Florida.
• EEI, a national organization, provides information and coordination across the electric industry for hurricane preparedness.
• Developed a national response framework post-Superstorm Sandy to enhance regional collaboration.
• Conduct regular exercises to improve response strategies, emphasizing the importance of preparation.
• Engagement with Centerpoint occurred during Hurricane Beryl.

9.19 – Scott Aaronson on Mutual Assistance

• Scott Aaronson discussed mutual assistance within the context of regional groups, especially the Southeast Electric Exchange.
• Mutual assistance is broken into four phases: pre-positioning crews, accessing impacted areas, assessing damage, and restoring power.
• Tasks do not always occur sequentially, and challenges such as accessibility can complicate efforts.
• Different types of damage require various kinds of specialized crews, such as tree and vegetation management or distribution line experts.
• Mutual assistance involves a structured restoration effort prioritizing life-saving, life-supporting, and life-sustaining tasks.
• The sector’s unique capability allows it to mobilize thousands of workers; 12,000 for Hurricane Beryl and 50,000 for the Carolinas and Georgia during Hurricane Helene, highlighting the scale of response.
• Instances like Hurricane Maria have shown the importance of prioritization in restoration efforts, emphasizing life-saving and supporting infrastructure like hospitals and water treatment.
• Challenges during restoration include ensuring safety and forestalling further crises post-disaster.

9.20 – Scott Smith, Executive Director, Southeastern Electric Exchange on Mutual Assistance

• Scott Smith is the Executive Director of Southeastern Electric Exchange since 2011, with extensive experience in mutual assistance from his time at Tampa Electric Company.
• Southeastern Electric Exchange coordinates utility responses and restoration activities as needed, composed of 52 electric operating company members across 21 states and the District of Columbia.
• Mutual assistance is critical due to limited resources available to individual companies for large-scale emergencies.
• The organization facilitates best practice exchanges through 25 utility committees, meeting regularly to discuss improvements in substation transmission, overhead distribution, and other areas.
• The mutual assistance process is time-tested, with the Southeastern Electric Exchange being one of seven regions in the nation dedicated to restoration efforts.
• Assistance encompasses a wide array of skill sets beyond distribution and transmission, such as vegetation management and damage assessment, and includes the provision of specialized equipment when necessary.
• A mutual assistance process leader coordinates the resources based on specific utility needs, leveraging a secure web platform provided by Edison Electric Institute for resource and skill set management.
• The process is voluntary and runs parallel to other resource acquisition efforts by utilities, effectively matching available resources to needs efficiently.
• Pre-discussions and preparations for incoming weather events are ongoing with regional groups, highlighting the importance of relationships within the mutual assistance community.
• Present discussions are focused on improvement areas within the mutual assistance process, learning from past experiences such as winter storms and hurricanes.

9.21 – Commissioner Glotfelty’s Questions for Scott Smith & Scott Aaronson on Mutual Assistance

• Improved communication mechanisms among operators and need for an all-hands-on-deck call within two hours.
• SCE has a mutual assistance logistics committee to handle lodging, meals, and other logistics for utility crews.
• Continuous exchange of information among Texas utilities to enhance mutual assistance efficiency.
• Efficiency gains include faster crew deployment and improved work practices at staging sites, reducing windshield time.
• Importance of pre-event communication and coordination with local emergency managers and prioritization for high-priority customers.
• The need for common messaging from industry and government during events to maintain public calm and facilitate efficient operations.
• Plans are continuously improved through lessons learned from past events, but cannot predict every scenario due to variable storm impacts.
• Community safety concerns: Linemen being threatened while helping with restorations is an increasing issue.
• Emphasis on the role of leaders in encouraging the public to allow linemen to work safely.
• Mention of past incidents requiring security for linemen, such as Tampa Electric’s response after Hurricane Katrina.
• Discussion on public involvement through testimony highlighting community engagement.

9.22 – Jason Wells, CEO, CenterPoint on Customer’s Rates, Charges and Resiliency Investments

• Apology for inadequate response to Hurricane Beryl, including high number and duration of outages and poor communication.
• Claim that CenterPoint has not overcharged customers $100 million; rates are set and regulated publicly.
• Under-earning of allowed return due to increased investment in vegetation management.
• Proactive doubling of resiliency investment since four years with emphasis on transmission system and substations.
• Need for improved investment and performance in distribution system stressed.
• Launch of the Greater Houston Resiliency Initiative in August to enhance emergency response and communication.
• Commitment to investing $5 billion in Houston infrastructure from 2026 to 2028.
• Completion of immediate resiliency actions including trimming vegetation, installing stronger poles, and new automation devices.
• Community engagement through events and feedback for informing next steps of the initiative.
• Completion of 40 out of 42 commitments related to resiliency improvements by a September deadline, with remaining commitments on track.

9.23 – Darin Carroll, Sr. VP of Electric Operations, CenterPoint on resiliency, reliability, communication and community engagement

• CenterPoint focuses on improving system resiliency, communications, and community partnerships.
• The next phase of the Greater Houston Resiliency initiative will enhance reliability, communications, and community engagement.
• Planned improvements include storm-resilient poles, automated reliability devices, and intelligent grid switching devices.
• Efforts will be completed by June 1, 2025, ahead of the hurricane season.
• Investment in processes for weather events and outages, including better deployment of tree trimmers and mutual assistance crews.
• Commitment to hiring additional staff, with discussions planned with IBW 66.
• Resiliency actions include trimming vegetation, undergrounding power lines, and installing weather monitoring stations.
• Implementation of self-healing grid technologies to reduce outage times.
• Expected reduction of 125 million outage minutes per year for customers.
• Enhanced communication with customers through ongoing campaigns and improved outage tracking.
• Implementation of a Spanish language outage tracker and tools for customers to report hazards.
• Joint exercises with emergency management and provision of backup generators to community centers.
• Plan to propose investments from 2026-2028 for long-term resiliency upgrades.
• Commitment to learning from past experiences, like Hurricane Beryl, to regain trust of customers.

9.24 – Commissioner Glotfelty’s Question for Jason Wells Concerning Community Outreach

• Acknowledgment of community pain and commitment to prevent future occurrences.
• Appreciation for community members taking time to share feedback and feelings.
• Belief in importance and effectiveness of community organizations in outreach efforts.
• Encouragement for ERCOT to engage community organizations in communication and outreach strategies.
• Emphasis on developing renewed community relations efforts.
• Recognition of community willingness to engage and be informed about ERCOT’s operations and improvements.
• Jason Wells reaffirmed personal commitment to community outreach and partnership.
• Community outreach meetings initiated prior to formal open houses, with a commitment to continue them annually.
• Intent to repair trust and understanding with the communities served by ERCOT.
• Discussion of 40 action items completed by CenterPoint prior to and following Hurricane Beryl.
• Inquiry about CenterPoint’s readiness for effective response and communication in the event of future hurricanes.

9.25 – Commissioner Cobos’ Question for Jason Wells Concerning Readiness

• Jason Wells emphasized a new level of preparedness and commitment post experiences with past storms such as derecho and Hurricane Beryl.
• The company’s readiness for Hurricane Francine involved enhanced preparation, communication, and collaboration with state and local governments.
• There was a focus on implementing automation and segmentation to create a self-healing grid, aiming to restore power quickly during temporary outages.
• The goal is to improve both daily reliability and resilience against future storms by the start of the 2025 hurricane season.
• Importance of grassroots communication and building relationships with emergency management teams was highlighted.
• Encouragement to not only focus on emergency response but also improve normal operational performance.
• Continuous improvement and operational integrity management were stressed to ensure ongoing readiness and effectiveness.

9.26 – Commissioner Jackson’s Question for Jason Wells Concerning Customer Emergency Engagement

• Commitment to day-to-day reliability and vegetation management, not just storm preparedness.
• Launching of an initiative to donate 20 permanent generation devices to the community to ensure power availability during storms.
• Community resource centers will be equipped with permanent generation and serve as hubs for community engagement and information dissemination.
• Emphasis on building ongoing relationships with communities, rather than just making donations.
• Importance of innovation, relationship-building, compassion, credibility, and communication for leadership.
• Acknowledgment of public concerns and need for CenterPoint to act on feedback to avoid dangerous power outages.

9.27 – Commissioner Hjaltman’s question for Jason Wells concerning directly contacting all of today’s public speakers

• Commissioner Hjaltman requested Jason Wells to get the names of all public speakers and follow up on their raised issues.
• Hjaltman referred to a chart by FBL consultants related to previous storms, indicating a need for analytical comparison.
• The comparison focuses on evaluating performance against Florida Power and Light’s standard handling of storms.
• Commissioner suggested learning lessons from different storms considering their unique impacts.
• Requested a map showing replaced poles and cleared lines for vegetation management.
• Emphasized identification of critical segments for vegetation management in the next six months.

9.28 – Commissioner Glotfelty’s question for Jason Wells concerning the Florida Power & Light report

• The report in question is available and can be shared for comparison with Rachel and Beryl.
• Information regarding where the relevant work is occurring will be provided.
• Learning from industry peers, particularly Florida Power & Light, while acknowledging they are leaders in the industry.
• ERCOT is starting from a strong position due to previous investments in the transmission system.
• Acknowledgment that customer experiences were not acceptable, but confidence in improving outcomes due to system strength.
• Highlighting of a partnership with an artificial intelligence company to enhance decision-making in various areas like vegetation management and automation device placement.
• Usage of machine learning and AI for making targeted decisions on system hardening investments.

9.29 – Chairman Gleeson’s comments for Jason Wells concerning their duty to ratepayers

• Reliable electricity is foundational to safety and security.
• ERCOT has a duty to ensure the provision of reliable electricity.
• Chairman believes both ERCOT and regulators take their duties seriously.
• Encouragement for continued public engagement before and after storms.
• Effective communication with customers is crucial for problem-solving.
• The meeting emphasized the importance of engaging with the Public Utility Commission’s Office of Public Engagement.
• Gratitude expressed for participation on a Saturday and acknowledgment of input received.

10 – Project No. 56793 – Issues Related to the Disaster Resulting from Hurricane Beryl

10.1 – Connie Corona on Public Input Questionnaire Related to Issues with Hurricane Beryl

• ERCOT visited Houston to gather public input on Hurricane Beryl’s impact.
• Over 16,000 responses received from a public comment questionnaire, which remains open until Wednesday.
• Questionnaire focuses on outages due to Hurricane Beryl and May de Racho.
• Majority of respondents experienced outages of at least one day; many faced 5-7 days, and some over 7 days.
• 86% of respondents expressed dissatisfaction with communication from electric providers during outages.
• Stories shared included long power outages impacting businesses, public water systems, long-term care facilities, and families.
• The information gathered will help inform policy recommendations to the legislature.
• Upcoming expert discussions on storm preparedness and response best practices will further support policy development.
• The completed investigation report will be available on the ERCOT website.

10.2 – Chairman Gleeson Adjourns Meeting

• No further business was discussed.
• The meeting of the Public Utility Commission was adjourned.