We supported a southern California utility in delivering comprehensive program management and construction oversight for the Strategic Undergrounding Program (SUG), achieving significant performance gains in safety, cost efficiency and stakeholder engagement.
Across North America, in areas struggling with drought and wildfires, one major concern is ensuring continuous power distribution to communities. To support efforts to reduce wildfires and reduce the likelihood of Public Safety Power Shutoffs, our confidential Southern California utility client launched the Strategic Undergrounding Program (SUG), a key component of its Wildfire Mitigation Plan. We were selected to lead the program’s execution, providing program management services, pre-construction support, construction oversight and other related tasks. We were challenged with coordinating multiple contractors to improve governance and reporting to strengthen quality and reduce costs on a per unit basis, whilst progressing the undergrounding program and expanding stakeholder engagement. In its first year, we helped the client underground 112 miles of powerlines — a 53 percent increase over the previous year — while reducing cost per mile by 23 percent. These results reflect a scalable, innovative approach to utility infrastructure modernization in areas prone to wildfires.
Comprehensive delivery model for programmatic success
Our delivery model encompassed 18 functional service categories, ranging from engineering and design to environmental and tribal affairs, to sustainability. As strategic partners, the team quickly integrated with the client’s existing operations and local subcontractors to institutionalize best practices and improve program governance. Our programmatic approach included organizational change management, personnel resource management and continuous improvement, ensuring alignment with the client’s priorities and regulatory requirements. Over 30 local businesses, many certified by the California Public Utilities Commission as Diverse Business Enterprises (DBE), enhanced our team as subcontractors. We structured the program into 3 phases — Strike, Bridging and Steady State — to enable rapid mobilization, seamless transition, and long-term operational success.
Collaborative execution with continuous improvement focus
During the strike phase, day 0–90, we deployed a seasoned initiation team to conduct a maturity assessment and develop a program execution plan. This foundational work included interviews with client leadership and contractors to identify gaps and align strategies.
The bridging phase, day 90–year 1 – 6 months total, focused on scaling operations, implementing best practices, transitioning pre-construction, project management, and construction oversight lead duties from the client to our teams, and bringing on core subcontractors.
In the steady state phase, year 1+, we delivered all governance and service category functions. We pursued key program targets for underground miles energized and cost per mile — and concentrated on other priority goals in areas like safety, DBE procurement, easements, permitting, and sustainability, all while regular evaluation and continuous improvement took place. Development of focused dashboards and key performance indicator tracking led to rapid identification of potential bottlenecks and collaboration with the client for real-time solutions that we implemented quickly to keep project goals at the forefront. By collaborating with the client and subcontractors, we implemented a continuous improvement process that minimized re-work and kept the project on track.
Scalable model for utility resilience and growth
In 2024, our leadership in the SUG Program yielded measurable results: an impressive 38 percent DBE procurement spend, 112 miles undergrounded, and a 0.29 Days Away, Restricted, or Transferred safety rate (well below the industry average of 1.5). The team also improved construction and design schedules and engaged nine regional Tribes through 37 meetings and 4 events. Our collaborative approach fostered trust among property owners, agencies, and community groups, streamlining permitting and easement processes. An impressive 340 easements, 158 local County permits, and 71 Caltrans permits were obtained in year 1. The documented framework and tools provided a scalable, replicable model that addressed the client’s immediate wildfire mitigation and infrastructure modernization needs and established a foundation for their future utility resilience and large-scale infrastructure initiatives.
