Picture this scenario: At 2:47 AM on a wind-whipped October morning, an electric utility meteorologist stares at forecast models with growing unease. What had been predicted as manageable 35 mph winds twelve hours earlier now shows catastrophic potential: sustained winds of 45 mph with gusts reaching 70. In twelve hours, the electric utility might need to make a decision that would have been unthinkable just five years ago: intentionally cutting power for up to 50,000 customers in order to prevent a high-probability catastrophic wildfire.

For electric utilities in wildfire-risk areas nationwide, this scenario represents the new reality of operations. Public Safety Power Shutoffs (PSPS), once a radical concept, have rapidly evolved into the new standard of care. Today, regulators don’t just expect electric utilities to have PSPS programs: they consider it negligent not to have them, even if they’re rarely used.

This requires electric utilities to embrace a fundamental change in mindset, from “we will never turn off the power” to “we will do everything in our power to create a safe community, and minimize the impact of PSPS if it needs to be used.” This comes with a change in operational approach, which requires data, precision and communication to approach PSPS surgically: only when necessary and only where necessary.

The Sprint Against Time

Unlike traditional electric utility operations that can unfold over days or weeks, PSPS decisions happen in a compressed timeframe that leaves no room for hesitation. Electric utilities have maybe 48 to 72 hours from the moment they can forecast high-risk conditions to the moment they need to notify customers. In that window, they’re analyzing thousands of assets, running risk calculations on hundreds of circuits, and making decisions that affect tens of thousands of lives.

This isn’t leisurely analysis: it’s a sprint requiring immediate action and coordinated responses. The process has evolved dramatically since those early days of broad shutoffs, with electric utilities developing increasingly precise approaches to minimize customer impacts while maintaining safety.

But this precision comes at a cost: the need for split-second decision-making under enormous pressure.

The Meteorologist’s Critical Role

In this new paradigm, electric utility meteorologists have become the first line of defense in wildfire prevention. No longer simply weather forecasters, they’re now critical decision-makers whose forecasts trigger million-dollar operational responses. Meteorologists who once focused on telling operations teams what weather to expect now must identify which areas face the highest ignition risk.

The integration between meteorology and operations has become seamless by necessity. Weather data flows directly into asset risk models, which feed into circuit-level decision matrices, which trigger customer notification systems—all within hours of a forecast update.

Building Your Decision-Making Framework

For electric utilities developing or refining their PSPS capabilities, the operational challenge centers on key questions that must be answered before the next high-risk weather event:

Decision Prioritization: What sequence of decisions needs to be established in advance? How do you move from weather forecast to asset evaluation to customer notification in compressed timeframes? Which decisions can be made in parallel, and which must follow a specific order?

Rapid Asset Evaluation: When analyzing thousands of assets under time pressure, how do you prioritize which circuits or equipment to evaluate first? What criteria determine high-priority versus lower-priority areas for immediate risk assessment?

Internal Capability Requirements: What roles and expertise need to be available 24/7 during high-risk periods? How do you structure teams to enable rapid decision-making across meteorology, operations, and customer communications?

Communication Coordination: How do you ensure seamless information flow from weather forecasting through operational decisions to customer notifications? What internal processes prevent communication delays when every hour matters?

These questions don’t have universal answers: each electric utility’s responses will depend on their specific territory, asset configuration, and risk profile. But addressing them in advance creates the foundation for effective PSPS decision-making when time is critical.

The Path Forward

The evolution is measurable: PG&E has brought down its number of impacted customers by over 10x per year through wildfire forecasting, asset-level risk analysis, and circuit control improvements since 2018. What once seemed like an impossible balance (safety and reliability) has become the new standard of excellence.

For electric utility leaders still navigating this transition, PSPS isn’t just another tool in the wildfire mitigation toolkit. It’s a fundamental reimagining of what it means to serve communities responsibly in an era of climate risk. The electric utilities that thrive will be those that embrace this paradigm shift completely, investing in the meteorological capabilities, operational precision, and community relationships that make PSPS not just possible, but optimized and exemplary.

The lights may go out by design, but the mission has never been clearer: keeping communities safe through decisive operational decision-making.

Duration: 45 minutes

As wildfire threats grow in more regions, electric utilities need to rethink how they assess and manage risk. In this webinar, Technosylva’s Steve Vanderburg explains why it’s critical to shift from static assessments to dynamic, real-time tools.

Learn how utilities are using advanced modeling, AI, and weather data to:

• Move from one-time assessments to continuous risk analysis
• Make real-time operational decisions during fire events
• Prioritize mitigation efforts with circuit-level precision
• Strengthen wildfire response plans and infrastructure protection

For decades, the core mission of an electric utility has been straightforward: keep the lights on. Reliability was the scorecard. Outages were the enemy. That mission has not changed, but the conditions surrounding it have.

Public Safety Power Shutoffs (PSPS), the practice of proactively de-energizing lines that pose an ignition risk during dangerous weather conditions, have become an essential part of wildfire mitigation for utilities across the country. For many utilities, especially those that have not historically dealt with significant wildfire exposure, building a PSPS program represents a genuine operational and cultural shift. It asks utility teams to do something that runs counter to everything they have been trained to prioritize: intentionally turn off the power.

Understanding why that shift is necessary, and how to make it work, is where most utilities need to start.

Why PSPS Is Becoming a Standard of Care

PSPS is no longer just a tool used by large California utilities. Regulators across the country are increasingly expecting utilities of all sizes to have a PSPS program in place, even if they do not anticipate using it frequently. The underlying logic is straightforward: when weather conditions create a high risk of an asset-caused ignition, proactively de-energizing the at-risk lines is preferable to allowing an uncontrolled outage or, worse, a wildfire.

Allowing extreme weather conditions to dictate the outcome, rather than acting ahead of them, removes control from the utility entirely. A forced outage under high-wind, low-humidity conditions carries the same ignition risk as an intentional one, but without any of the preparation, communication, or community protection that a well-executed PSPS provides.

The shift toward what many utilities now call a “surgical PSPS” reflects a maturation in how this tool is being applied. Rather than shutting off power across broad areas whenever a Red Flag Warning is issued, utilities are using better risk intelligence to isolate the specific circuits where ignition risk is genuinely elevated. The result is fewer customers affected, shorter outage durations, and more defensible decisions.

What Operationalizing PSPS Actually Looks Like

For utilities building or refining a PSPS program, the process typically involves three connected challenges.

The first is identifying risk early enough to act. Most utilities have a 48 to 72 hour customer notification requirement before a PSPS event. That window sounds manageable until you consider what needs to happen inside it: analyzing weather forecasts, assessing fuel and terrain conditions across potentially thousands of miles of line, identifying candidate circuits, and making go or no-go decisions with incomplete information. For smaller utilities without large operations centers or dedicated meteorological support, that compressed timeline can be particularly demanding. Access to reliable forecasted risk data, updated continuously, is what makes the difference between a confident decision and a reactive one.

The second is the decision itself. Utility personnel making PSPS calls are balancing real competing interests. Customers lose power, sometimes for extended periods. Businesses are disrupted. Medically dependent customers face heightened risk. These are not abstract tradeoffs. The best PSPS programs build clear decision frameworks that give operations teams the authority and the data they need to make those calls without hesitation when conditions warrant it.

The third is communication. A well-executed PSPS is not just an operational event, it is a communication event. Customers who understand why power is being shut off, what conditions triggered the decision, and when they can expect restoration are far more likely to accept the disruption than those who receive little to no explanation. Leading utilities are investing in transparent, proactive communication before, during, and after PSPS events, and the trust that builds over time is one of the most durable outcomes of doing this well.

The Bottom Line

Building a PSPS program is achievable for utilities of any size. It does not require an unlimited budget or a large dedicated team. It requires clear protocols, reliable risk data, and a willingness to reframe what operational excellence looks like in a world where wildfire risk is part of the job.

The utilities navigating this transition most successfully are not the ones that have eliminated the tension between reliability and safety. They are the ones that have learned to manage it, one well-informed decision at a time.

A well-executed Public Safety Power Shutoff (PSPS) can prevent a catastrophic wildfire. But if the customers affected by that shutoff do not understand why it happened, what it prevented, and how the decision was made, the operational success can still become a communications failure.

For electric utility operations teams, this is an increasingly important part of the job. Managing wildfire risk is not just a technical challenge anymore. It is a trust challenge.

The Gap Between What Utilities Know and What Customers Understand

Utility risk managers live with the complexity of wildfire operations every day. They understand fuel conditions, ignition probability, circuit-level risk, and the tradeoffs involved in a de-energization decision. Their customers do not, and they should not have to. What customers do need is enough context to understand that the utility is making careful, informed decisions on their behalf.

That context is currently missing in many PSPS communications. When customers receive a shutoff notice with limited explanation, or hear about a PSPS after the fact through news coverage, the most natural response is frustration. The utility turned off the power. Nothing happened. Why was that necessary?

The answer to that question, clearly communicated, is what separates utilities that build trust through wildfire operations from those that erode it.

Reframing PSPS as a Standard of Care

Part of the communication challenge is that PSPS is still widely described, including by utilities themselves, as a measure of last resort. That framing made sense when PSPS events were rare. It is increasingly at odds with the reality that PSPS is becoming a standard operational tool for utilities operating in wildfire-prone conditions, including many that did not historically see themselves as high-risk.

Customers who hear “last resort” and then experience multiple PSPS events in a season begin to question either the utility’s judgment or its honesty. A more accurate framing is that PSPS is a proactive safety measure, one that a responsible utility deploys when the risk of an asset-caused ignition crosses a threshold that justifies temporary disruption to prevent permanent harm.

Making that case clearly and consistently, before, during, and after events, is what builds the kind of public understanding that sustains a utility’s ability to use this tool when it is needed.

What Better Communication Actually Looks Like

Leading utilities are approaching PSPS communication in three ways that smaller utilities can adopt regardless of the size of their operations or communications teams.

The first is making the risk concrete. Abstract language about elevated fire weather conditions does not land with most customers. What does land is specificity: the number of structures that could have been in a fire’s path, the neighborhoods that would have been affected, the conditions that made that day different from a normal windy day. When utilities share the forecast and simulation data that drove their decision, in accessible terms, customers can begin to understand what the shutoff actually prevented.

The second is communicating before the event, not just during it. Customers who receive advance notice, with a clear explanation of what is coming and why, are far better prepared to manage the disruption than those who find out at the last minute. Even a smaller utility with limited staff can establish simple, consistent notification protocols that give customers enough lead time to make arrangements and enough information to understand the reasoning.

The third is building relationships outside of events. The utilities that navigate PSPS communications most effectively are the ones that have already established credibility with their communities before a high-risk weather season begins. That means being visible about proactive mitigation efforts, sharing information about what the utility is doing to reduce ignition risk year-round, and creating channels for community feedback that go beyond crisis notifications.

The Bottom Line

Customers are not asking utilities to eliminate wildfire risk overnight. They are asking to be treated as partners in managing it. That means honest, timely, and accessible communication about what the utility knows, what it is doing, and why the decisions it makes during high-risk events are the right ones.

For operations teams building or refining their PSPS programs, communication is not a separate workstream from the operational work. It is part of it. A shutoff decision that is well-explained is a decision that holds up, with customers, with regulators, and with the broader community the utility is there to serve.

For a long time, catastrophic wildfires ignited by electrical equipment felt like a California problem. Utilities in the Midwest, the South, the Mountain West, and the Northeast could look at those headlines and reasonably feel they were watching someone else’s problem. That distance is closing.

Extreme weather driven by a changing climate is introducing wildfire conditions to regions that have little history with them and limited institutional experience managing them. Utilities that have never written a wildfire mitigation plan are now being asked to produce one. Utilities that have never considered a Public Safety Power Shutoff (PSPS) program are being told by regulators, investors, and insurers that they need one. And many of them are sitting with a quiet but persistent thought: we do not actually have wildfire risk.

That assumption is worth revisiting. Climate patterns are shifting, and the conditions that drive ignition risk are showing up in places and at times that historical data did not predict.

Why Low-Risk Does Not Mean No-Risk

Wildfire risk exists on a spectrum, and most utilities sit somewhere on it, even if they have never experienced a significant wildfire event. The conditions that drive ignition risk, dry fuels, low humidity, wind, and an asset failure at the wrong moment, can come together in regions that have historically seen little fire activity. When they do, a utility with no operational experience and no mitigation plan in place is starting from zero in a situation that moves fast.

The regulatory and financial community has already reached this conclusion. Credit rating agencies, insurers, and state regulators are not waiting for utilities to experience a wildfire before expecting them to demonstrate that they understand and are managing their exposure. For utilities that have not yet built that capability, the pressure is coming regardless of whether they have had an incident.

The question is not whether to take wildfire risk seriously. It is how to build the knowledge and tools to manage it without years of operational experience to draw from.

Taking the Guesswork Out

Technosylva Vice President for Weather and Risk Solutions Steve Vanderburg explored this challenge in a recent Utility Dive piece, drawing on years of experience in emergency operations centers during high-stakes fire weather events. The scenario he describes is one many utility engineers and risk managers will recognize: a historic red flag warning covering your entire service territory, leadership looking to you for answers about which circuits are at risk, and no meteorologist on staff to help interpret what the data means for your specific system.

The challenge for utilities new to wildfire risk management is that the decisions involved are genuinely complex. Understanding how weather conditions translate into ignition risk at specific assets, how a fire starting from one of those assets would behave given local fuels and terrain, and how to weigh the disruption of a PSPS against the risk of not acting requires a level of fire weather expertise that most utility operations teams have not needed before.

One thing Steve’s piece makes clear is that context matters as much as the data itself. A 40 mph wind event does not carry the same risk everywhere. In parts of Wyoming, that is an ordinary Tuesday. In a region where vegetation is not conditioned to strong winds and assets have not been evaluated against those conditions, the same gust creates a very different exposure. Generic weather warnings do not make that distinction. Utility-specific risk modeling does.

The tools and data that support these decisions are accessible to utilities of any size. Weather forecast data integrated with fire behavior modeling can give an operations team a clear, current view of where ignition risk is elevated in their territory, days in advance, without requiring in-house meteorologists to interpret it. That shift, from relying on general weather warnings to having a utility-specific risk picture, is what takes the guesswork out of wildfire decision-making.

Building the Foundation

For utilities that are earlier in this process, the priority is establishing the fundamentals. That means developing a basic understanding of local fire weather patterns and the conditions that drive elevated ignition risk in your specific geography. It means identifying the assets and circuits most exposed to those conditions. And it means building operational protocols, including notification processes, de-energization decision frameworks, and communication plans, before they are needed rather than during a crisis.

The investment does not have to happen all at once. Many utilities start by getting the right data in place and building operational protocols around it, adding capability over time as their program matures. The key is starting before the pressure becomes acute, because the utilities that wait until regulators, insurers, or a close call forces the issue are the ones with the least time to do it well.

The Bottom Line

Wildfire risk is no longer confined to the regions that have historically carried it. Every utility operating in conditions where dry fuels, wind, and an asset failure could combine to start a fire has reason to understand that risk and manage it proactively.

The tools to do that are available. The regulatory and financial expectations are already here. Read Steve’s full piece in Utility Dive for a closer look at what it takes to build that capability and what becomes possible when the guesswork is removed from the decision.

What a PSPS Actually Is

A PSPS is the proactive de-energization of power lines and equipment during weather conditions that create an elevated risk of an asset-caused ignition. When winds are strong, humidity is low, and fuels are dry, damaged or downed equipment can spark a fire that spreads rapidly. By shutting off power to at-risk circuits before those conditions peak, a utility removes the ignition source from the equation and maintains control over the situation.

The alternative, waiting to see what happens, carries real risk. An unplanned outage under high-wind, low-humidity conditions carries the same ignition potential as a planned one, but without any of the preparation, crew positioning, or customer communication that a well-executed PSPS provides. A utility that acts proactively has options. One that waits for conditions to force the issue has fewer of them.

Why It Is Never an Easy Call

For anyone who has spent a career in utility operations, the instinct to keep the lights on runs deep. Reliability is the core of what utilities do and how they measure success. Intentionally shutting off power to customers, sometimes tens of thousands of them, for an extended period runs directly against that instinct.

That tension is real and worth acknowledging. A PSPS affects customers and communities, and the operations teams making that call understand the responsibility that comes with it.

What makes it manageable is having a clear framework for the decision and the data to support it. When an operations team can see, days in advance, that specific circuits in their territory will carry elevated ignition risk on a given day, and can quantify what a fire starting from one of those circuits could affect in terms of structures and population, the decision becomes more grounded. It does not get easier, but it gets clearer.

What Good PSPS Execution Looks Like

The utilities that execute PSPS programs most effectively share a few common characteristics regardless of their size.

They are working with current, granular risk data. Rather than relying on broad weather warnings to trigger their process, they are monitoring circuit-level ignition risk on a rolling basis, updated continuously as forecasted conditions evolve. That means when a high-risk period is developing, they already know which circuits are candidates for de-energization before the decision window opens.

They have clear protocols in place before they need them. The 48 to 72 hour customer notification window that most utilities operate under is not much time if the operational analysis is still happening. Utilities that have pre-defined their decision criteria, communication templates, and crew deployment plans can move quickly and confidently when conditions warrant it.

They make PSPS events as surgical as possible. A PSPS that affects only the circuits where risk is genuinely elevated impacts fewer customers, requires less restoration work, and is far easier to explain and defend than a broad area shutoff. For smaller utilities where every outage has a disproportionate impact on the community, that precision matters especially.

And they communicate clearly throughout. Customers who understand what triggered the shutoff, what it was designed to prevent, and when restoration is expected are far more likely to accept the disruption than those who receive minimal information. Clear communication before, during, and after a PSPS event is not a secondary consideration. It is part of what makes the program work.

The Bottom Line

PSPS programs are becoming a standard part of wildfire risk management for utilities across the country, including many that are building this capability for the first time. The goal is not to use PSPS frequently. It is to have the data, the protocols, and the organizational readiness to use it well when conditions require it, and to make each event as targeted, as brief, and as well-communicated as possible.

A PSPS done well protects communities. It also demonstrates that a utility understands its risk, takes it seriously, and is prepared to act on it. That is worth the difficulty of the decision.