COVID-19 Response – Power Marketing Administrations (2020 Transition)

Book 2 - Issue Papers
Entire 2020 DOE Transition book As of October 2020

The pandemic of Coronavirus disease 2019 (COVID-19), caused by Severe Acute Respiratory Syndrome Coronavirus 2 (SARS-CoV-2), has played a defining role in 2020. With COVID-19 came new challenges to the energy sector, including the Department of Energy’s (DOE) four Power Marketing Administrations (PMAs):

• Bonneville Power Administration (BPA)
• Southeastern Power Administration (SEPA)
• Southwestern Power Administration (SWPA)
• Western Area Power Administration (WAPA)

The PMAs have coordinated with both DOE’s Office of Electricity (OE) and industry partners to ensure the successful and safe continuation of operation of their respective electric systems while operating within the COVID-19 environment.

Summary

BPA, SEPA, SWPA, and WAPA quickly responded to the national emergency associated with the global COVID-19 pandemic of 2020, having coordinated with both DOE and electric utility industry partners, and in accordance with guidelines provided by the Centers for Disease Control and Prevention (CDC); the Office of Management and Budget (OMB); and the Office of Personnel Management (OPM).

The PMAs continue to actively participate in electric utility industry and Government working groups and task forces to adopt the best applicable processes and practices in dealing with COVID-19. Thus far, these processes and practices have allowed for continued reliable operation of the Nation’s electric power system.

Major Actions Taken

Ensured business continuity

Ensured business continuity by implementing COVID-19 safety precautions, such as CDC-approved cleaning procedures, social distancing, and the use of face coverings.

• Implemented home-to-work transportation for field workers, greatly reducing the risk of COVID-19 exposure from coworkers.
• Planned resiliency and continuity options around the sequestration of certain essential personnel (e.g., control center employees) at control centers or other facilities in order to decrease the risk of infection.

Established a maximum telework posture

• Increased information systems functionality and security to maximize telework capabilities using remote access and collaboration tools for all telework-capable employees.
• Established new safety procedures for personnel who operate and maintain the transmission system—such as electric power transmission system dispatchers, maintenance employees, and hydro and transmission schedulers—and whose operation and maintenance of the transmission system required reporting to their normal worksites.
• Developed and instituted field crew safety procedures.
• Redesigned control centers to allow social distancing.

Activated the Incident Command System (ICS)

Activated the Incident Command System (ICS), which was enhanced by developing and implementing dashboards that automate the retrieval and presentation of COVID-19-related data.

Closely coordinated with OE

Closely coordinated with OE to develop return to workplace (RTW) plans.

Regularly reported to employees

Regularly reported to employees current regional and service area COVID-19 statistics as indicators for decision on workforce status.

Implemented administrative leave

Implemented administrative leave approved by DOE for caregiving responsibilities, thus providing additional support for those employees who needed it.

Surveyed employee wellness

Surveyed employee wellness periodically, following-up with virtual town hall meetings to address concerns and obtain additional feedback.

Broadly shared pandemic plans

Broadly shared pandemic plans and RTW plans across industry.

Funding the Response

PMA funding that needs to be carried forward for any future pandemic response is listed below. This type of funding was categorized as non-reimbursable in the ratemaking process by the DOE Chief Financial Officer in consultation with OMB and Congressional staff. BPA did not request any funding from DOE for the listed assistance.

To enable telework capability for COVID-19 response, the PMAs received Coronavirus Aid Relief Economic Security (CARES) Act funding, which was provided to DOE departmental administrations and administered by the Chief Information Officer’s office as follows:

• SEPA—$50,000
• SWPA—$550,000
• WAPA—$2 million

To procure needed supplies, such as personal protective equipment (PPE), the PMAs combined supplies provided by DOE and the National Stockpile with additional PMA-purchased supplies from external vendors. The PMAs fell under an OE-led ICS within the DOE hierarchy and received non-reimbursable PPE through:

• The Office of Cybersecurity, Energy Security, and Emergency Response (CESER);
• The Federal Emergency Management Agency (FEMA); and
• Surplus from other DOE organizations (e.g., other offices).

To set up recreational vehicles or other living arrangements for sheltering or sequestering mission essential employees at work if needed, the PMAs received funding from CESER.

OMB provided guidance for the use of CESER funds following two WAPA sequestration pilots in the Sierra Nevada region for its power system dispatchers April 27-May 1, 2020, and May 1-May 5, 2020.

Continuing and Upcoming Needs and Concerns

As the PMAs continue to assess workforce posture and respective RTW plans, the following needs and concerns remain:

• The Secretary’s authorization of home-to-work transportation usage expires March 26, 2021, and may require extension to maintain a safe work posture for those critical positions listed in the Secretary’s existing authorization.
• Individual PMAs still need the ability during national emergencies to provide meals to sequestered employees, as the sequestration of mission-essential employees may still be necessary in the future.
• The PMAs could be impacted if wholesale power customers are unable to pay their bills due to “no shut-off” polices.
• Telework status will eventually change upon entry into new phases of crisis response and may require a change in management process.
• Management of social distancing by locality.

See also

• 2020 Presidential transition Issues Papers table of contents