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.
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.
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.
