central hudson storm report

8/3/2019 Central Hudson storm report

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16 NYCRR Part 105 Compliance Filing

Report and Evaluation ofHurricane Irene and Tropical Storm Lee

August 28 September 6, 2011

November 14, 2011


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TABLE OF CONTENTS

INTRODUCTION p. 1

OVERVIEW p. 1

ADVANCE PLANNING p. 3

SYSTEM RESTORATION p. 5

Outage Graph p. 8

CUSTOMER SUPPORT AND COMMUNICATIONS p. 9

STORM CRITIQUE AND ACTION ITEMS p. 12

System Restoration p. 12Customer Support and Communications p. 13Outage Management System p. 14

Line Clearance p. 14Safety p. 15Outage Prevention p. 15

CONCLUSION p. 15

APPENDICES

Appendix A NYMAG Call Dates/Times p. 16Appendix B Damage Assessment Personnel p. 17Appendix C Crew Staffing Summary p. 18

Appendix D Call Center Staffing p. 21Appendix E Hourly Phone Data p. 22Appendix F ETRs by Township p. 27Appendix G Dry Ice Distribution Locations p. 28Appendix H Photographic Documentation (Separate document)


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CHGE Storm Critique 1

INTRODUCTION

This report is being submitted in compliance with 16 NYCRR Part 105 regarding Central Hudson Gas &Electric Corporations storm preparation and outage restoration performance during the rain and windstorm which resulted from Hurricane Irene and Tropical Storm Lee, Aug. 28 through Sept. 6, 2011.

This document will evaluate Central Hudsons restoration procedures during these events as per our2011 Electric Emergency Plan (EEP).

OVERVIEW

Hurricane Irene began to have an impact on Central Hudson facilities beginning at approximately1:00 a.m. on Sunday morning, Aug. 28. Heavy rains and wind gusts caused trees and limbs to

contact our wires, resulting in widespread outages. By 6:00 a.m., over 21,000 customers wereaffected.

The heavy rains and gusty winds persisted across all of our divisions throughout the morning, onlybeginning to taper off in the late afternoon. However, in the early evening, after the worst of the

torrential rains had dissipated, strong wind gusts were experienced mainly in the northwestern part ofour service territory. The torrential downpours (up to 14 inches in the Catskills) caused severe

river/stream flooding and hillside run-off all across the Hudson Valley, washing away roads andbridges and uprooting many large, mature trees. NWS rainfall total maps for this event are shownbelow:

24 hrs endingAug 28 8 a.m.

24 hrs endingAug 29 8 a.m.


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By 8 p.m. on Sunday, the combination of high winds and heavy rains had interrupted service to theevent peak of 117,523 customers. At that time, our Outage Management System (OMS) waspredicting just over 900 outage cases, but within these there were many areas of embedded damage.The number of outage cases peaked at 1,371 during the afternoon of Monday, Aug. 29.

Because the severe weather experienced during this storm continued for such a long duration, manyoutage cases were restored prior to new outages being received. Therefore, the total number ofcases and customers that were restored during Irene were much higher than the one-time peak.151,263 unique customers experienced a power loss during this event, some more than once as areaspreviously restored went out again. Overall customer restorations totaled 174,790 for this event.

During the storm, 13 transmissions lines tripped out of service and 15 distribution breakers lockedopen. Washouts and flooding made many of the roads in our service territory impassable, hamperingour restoration efforts. Along with New York State, Ulster, Greene and Orange counties also declaredstates of emergency, as did many municipalities in our region.

Utilizing our own company crews, contractors and mutual aid crews from Westar Energy, we were

able to restore 50% of affected customers by 4 p.m. on Tuesday, Aug. 30. Restoration of 90% ofpeak customers was completed by 10 p.m. on Friday, Sept. 2. Before restoration was fully complete,

Tropical Storm Lee passed through our service territory, causing additional outages. We had restoredservice to all but just over 3,000 customers by midnight on Sunday, Sept. 4 when the second stormhit, causing customers affected to climb back up to 15,506.

Our Call Center handled over 249,000 calls during the combined storms, including those addressed byour automated systems and outsource call center. We communicated with customers, municipalofficials and the media throughout the event using several means to disseminate information.Customers affected and restoration time estimates were available through the StormCentral andStormCentral Mobile websites, on CSR outage screens and through the automated call-taking

systems. A special webpage was posted on our main website to provide information to the publicabout the restoration progress.

Twelve news releases were issued during the event, and daily conference calls were held withmunicipal leaders, emergency management agencies and elected officials. Central Hudson personnelwere stationed at 5 county emergency management offices where they had network access to ourcorporate computer systems, including OMS and the Customer Information System (CIS).

It is important to note that during this event our natural gas system experienced a high amount ofdamage as well. Both the gas transmission and distribution systems were undermined and exposedand in need of immediate repair in numerous locations. In one location, the undermining caused a10 steel transmission main to sheer in half allowing an unrestricted blowing natural gas emergency.

These situations resulted in the vast majority of our gas engineers, as well as gas construction andmaintenance crews being unavailable for electric storm duties such as material delivery, dry icedistribution and damage assessment. Finding alternate resources to perform these tasks was difficult,but ultimately all jobs were filled and performed as required. Our Commercial Representatives alsohad to respond to both electric and gas emergencies during this event, which was an unprecedentedoccurrence. In the city of Poughkeepsie, over two hundred gas customers had to be individuallylocked off and then later unlocked, again utilizing resources that would typically have been utilized inthe electric restoration effort.


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Overall, a workforce of over 1,150 personnel were mobilized during the event and service to allcustomers affected by the combined storms was restored by the morning of Sept. 7, with theexception of those customers who had not yet made repairs on their own equipment.

ADVANCE PLANNIN G

Both the National Weather Service (NWS) and other weather forecasters forecast the possibility thatHurricane Irene would affect our service territory well in advance. This allowed our company to takethe Pre-event Planning steps that are listed in Section 3 of our EEP. Actions taken were:

The first internal pre-storm planning meeting occurred on Aug. 24. From that date on,planning meetings were held at least once per day until the event occurred. The preparationactivities were performed on a company wide basis, all operating divisions were prepared for amajor storm event.

In the Poughkeepsie district, Central Hudson participated in 3 meetings with emergencymanagement officials, NYS bridge Authority officials, municipal officials, and law enforcementofficials to discuss the stability of the Walkway-over-the-Hudson Bridge. It had been

determined that the bridge may not be able to withstand winds in excess of 75 mph withoutreinforcement repairs. Based on these concerns, Central Hudson proceeded to institute aplan to mitigate the potential damage that could be caused by a failure of the bridge and theresulting damage that may occur if the propane tanks at the Poughkeepsie propane air facilitywere compromised. Central Hudson took action to transfer propane from the above groundtanks at the facility to a set of below ground tanks at the same facility, and then proceed toflare off the remaining propane. The transfer proceeded until the underground tanks were fullat which point we began to flare off the remaining propane. This activity continued untilweather conditions made it unsafe to proceed.

The Safety Director participated in the planning so that he could be aware of the safetybriefings that would be required for the visiting crews.

The Security Director obtained permission to utilize commercial vehicles on the TaconicParkway.

Central Hudson was in contact with PSC and Office of Emergency Management staff either viaemail, phone conversation, and/or in-person.

Central Hudson participated in 100% of the scheduled New York Mutual Assistance Group(NYMAG) conference calls. NYMAG call dates and times are listed in Appendix A.

On Friday, Aug. 26, Central Hudson performed automated outbound calls to notify personnelat critical facilities and municipal officials that we were preparing for a major storm event.

Our first press release was issued on Thursday, Aug. 25. We also utilized our web site andsocial media outlets in advance of the event to issue similar information.

Central Hudson personnel were assigned to monitor and report on the changing weatherforecasts. This included participation in the National Weather Service briefings.

Central Hudson personnel were assigned to track personnel and equipment availability. All of the Contract Line and Line Clearance companies that were working for us were notified

of our intention to use them during the storm response. As part of that process, wedetermined the number of contract crews that would be available.

The Engineering group was involved in the storm planning, and provided the status of thetransmission system and distribution breakers prior to the event.

Automated outbound calls were made to notify all Life Support Apparatus (LSA) and Elderly,Blind or Disabled (EBD) customers of the pending event on Friday, Aug. 26.

All routine maintenance on critical computer systems was canceled.


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The Information Technology Department scheduled employees during non-business hours inorder to provide extended coverage prior to and during the event.

The Drafting Department produced and sorted additional paper circuit maps for distribution tothe responding contract and mutual aid line crews.

Infrequently used or infrequently tested equipment, such as the computer equipment in the

Alternate Call Center in Newburgh, was tested and readied for use. Prior to the event, thedecision was made to staff both the Alternate Call Center, and the normal Call Center, toensure that we had an alternate plan immediately available in the event that Hudson RiverBridges were closed.

A group of CSRs, line crews and Commercial Representatives were scheduled to work

beginning at 4:00 a.m. Sunday so that these resources would be in place prior to the arrival ofthe storm system.

Rental vehicles were ordered and obtained for the damage patrollers The Transportation Department was involved with the storm preparation. This allowed them

to communicate the status of all vehicles that may be needed for the restoration. Whereverpossible, repairs to critical vehicles were expedited.

Fuel supplies were checked. Dry ice and bottled water were ordered. Emergency material stock levels were checked.

Because this event was predicted to affect the entire Eastern Seaboard, many resources such asmutual aid crews and dry ice were difficult to secure prior to the storm. Central Hudson beganrequesting crews during NYMAG calls as soon as confidence was high that our area would be affectedby the storm. However, due to the high demand for line crew resources all along the East Coast,considerable effort was required to locate assistance. On Friday, Aug. 26 we received a commitmentfor 30 crews from Westar Energy in the Topeka, Kansas area. By the end of the event we had alsobrought in crews directly from Oklahoma as well as crews from Florida, Canada, and New York thathad provided aid to other utilities prior to coming to Central Hudson.

Dry ice was ordered from suppliers and schedules were in place for delivery. However, once the fullimpact of the storm was realized, many suppliers could not fulfill their orders. Thus, dry ice deliverieswere scarce throughout all utilities affected by this event.

As late as Sunday, Aug. 27, both the NWS and our contract weather service, Telvent, were predictingthat the most damaging weather from the now Tropical Storm Irene would be from winds expectedto gust up to 75 mph. These wind speeds were forecast primarily in our Newburgh and Fishkilldivisions. During the last NWS briefing on Saturday, the NWS began to emphasize the possibility thattorrential rains in the Catskills and western parts of Ulster County were also a high probability.

The actual conditions that resulted from Irene were somewhat different than what was forecast.

Winds in our southern districts did not reach speeds predicted, and the northern districts didexperience wind gusts after the storm passed which were estimated to be in excess of 60 mph. Riverand stream flooding, as well as hillside run-off, was realized in the areas where it was predicted, butto a much higher degree than expected. While these differences between forecast and actualconditions would not have affected our planning or preparation for this event, they did require us toshift resources at the outset of the storm.

All preparation for this event was done in accordance with our EEP, and we believe our efforts weresuccessful in preparing our personnel and supplies as well as could be expected for the resultingrestoration effort.


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SYSTEM RESTORATION

The tropical storm conditions began to affect our service territory at approximately 1 a.m. on Sunday,Aug. 28 and outages began to be reported in all of our districts. Our line crews and Commercial Reps

responded to emergency calls throughout the day, but very limited restoration work could beperformed until late in the afternoon when the torrential rains and storm force wind gusts had dieddown; conditions were unsafe prior to that time due to high winds and falling trees. Additionaloutage reports were received and the customer count climbed to the peak of 117,523 by 8 p.m. onSunday.

Our storm organization was mobilized by mid-afternoon on Sunday with all storm positions staffedexcept for the damage assessment forces who were scheduled to come in at 6 a.m. the followingday. Sufficient daylight was not available after the weather cleared on Sunday to begin full-scaledamage assessment.

STAFFING

In accordance with our EEP, Operations was staffed in a decentralized organization with each

operating district coordinating and supervising repairs in their area. Centralized operations includedIncident Command, Call Center Operations, Logistics, Planning and Finance.

Emergency crews worked throughout the day on Sunday responding to emergency calls whereverweather and road conditions permitted. Once the weather had cleared and it was safe to beginrestoration, all remaining crews were brought in. Most of the day on Sunday was still dedicated toclearing roadways and responding to critical wire down reports. Full-scale restoration did not beginuntil 6 a.m. Monday when all crews were scheduled in.

During Sunday into Monday night, restoration plans were developed in accordance with our EEP,taking into consideration priority cases and available resources. Initially, our restoration effort beganwith only Central Hudson line crews and contract line and line clearance crews that had been workingin our area prior to the storm. The Westar Energy crews were available starting at 6:00 a.m. onMonday morning.

By Monday morning, based on SCADA information, 12 transmission lines were out of service, resultingin the loss of power to 4 distribution substations. Resources were assigned to work on the lines thatresulted in customer outages. Remaining line crews were assigned first to substation breakerlockouts and to outages affecting critical care customers (hospitals and major nursing facilities).

Damage assessment was in full-scale operation all day on Monday and continued through mid-week.

When their assigned areas had been assessed, patrollers then worked with the foreman or crew guidethat was designated to work that circuit. Some patrollers became crew guides themselves, if theyhad proper qualifications and experience. A complete list of damage assessment personnel, by dayduring this event is found in Appendix B.

The Westar Energy crews arrived at our headquarters on Sunday night, Aug. 28. By this time, it wasclear from field intelligence information that Ulster and Greene Counties were the hardest hit areas,so the Westar crews were assigned to the Kingston district and began work there on Monday, Aug. 29at 6:00 a.m.


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CREWING

At the peak of the restoration effort, 341 line and 186 line clearance personnel worked to repair linesand restore service. The crew complement included 108 Central Hudson line workers and 82 CentralHudson (normally scheduled contract) line clearance personnel. In addition, 46 loop (service) crew

personnel were mobilized, for an overall total of 573 restoration personnel. Additional fieldemployees provided assistance to the restoration crews by performing tasks such as material delivery,meal delivery and traffic control.

A full list of crewing for each day of the restoration can be found in Appendix C.

Crews generally worked 16-hour shifts from 6:00 a.m. to 10:00 p.m. to ensure we took maximumadvantage of daylight hours. Meals were provided to crews on-site via our meals on wheelsprogram, and refueling of vehicles was done overnight, thus maximizing the field productivity duringdaylight hours. A small complement of line crews was kept in each district during the overnight hoursto respond to emergencies.

RESTORATION PROGRESS

On the first full day of restoration, our crewing resources were primarily dedicated to responding tothe remaining priority emergency calls and transmission line repairs. Crews were also assigned todistribution circuits where damage could be repaired quickly and a large number of customersrestored. By the end of the day on Monday, service had been restored to over 51,000 customers.

All transmission lines that resulted in customer outages were restored by Tuesday, Aug. 30 atapproximately 10 p.m.

Once the critical transmission lines were restored, those resources were then reassigned to

distribution work. Again in accordance with our EEP, crews were assigned to outage cases that wouldrestore critical customers, or to those where repairs would result in the largest number of customersbeing restored. This meant that much of our efforts focused on restoring outages that resulted indistribution breaker lockouts, and on large three-phase devices such as reclosers.

All distribution breakers were restored by Tuesday, Aug. 30 except for Vinegar Hill Substation, whichwas not restored until Sept. 2 due to road impassability. In many cases, however, this meant thatonly the first zone of protection (from the breaker to the first mainline faultable device) was restored.Because the damage was so extensive, rarely did restoration of a single mainline device restore allcustomers beyond that point. Nearly all outages had embedded damage meaning that only parts ofeach circuit were restored at a time.

We reached the halfway point in our restoration effort by 4 p.m. on Tuesday, Aug. 30, havingrestored service to nearly 60,000 customers from the peak. By the end of the day on Wednesday, wehad restored over 75% of the affected peak customers, with just over 30,000 still remaining withoutservice.


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From this point forward, the restoration progress began to slow considerably as the remaining repairsrequired considerable work to restore fewer customers than at the start. Access to our facilities wasa challenge throughout this event due flooding and washouts. In addition, copper wire theft becamean issue during this event. In prevision storms, it was uncommon that wire would be missing upon

the crews arrival, during this storm; there were numerous documented cases of wire theft. This alsocreated additional work for our logistics and procurement organizations. By Friday, Sept. 2 at 10p.m., 90% of the peak customers affected had been restored. This meant that over 14,000 were stillout of service, however, and the remaining repairs were again those where significant effort would berequired to restore small numbers of customers at a time.

The number of customers still affected on the morning of Monday, Sept. 4 was just over 3,000 whenthe remnants of Tropical Storm Lee arrived. The heavy rains and wind from this storm caused newoutages, driving the affected customers to a new peak of 15,506. These new outages wereaddressed along with the remaining Irene repairs, giving consideration to those customers who hadbeen out of service the longest in addition to restoring the largest outages first.

All customers from the combined events were completely restored by the morning of Wednesday,Sept. 7, with the exception of customers with damage to their privately owned equipment.

Throughout this event, flooding of customer basements resulted in requests by local fire departmentsfor Central Hudson to shut off service to individual customers. These requests were handledimmediately and the resulting restoration after these customers premises had been authorized forrestoration continued well into the weeks and months following the storm.

The graph in Figure 1 on page 8 shows the progress of the restoration effort from the start of theevent, to the point at which 99% of affected customers were restored. The overall restoration effortincluded replacement of 351 broken poles and 450 transformers along with repairs to hundreds of

sections of primary and secondary wire.

The last of our mutual aid line and line clearance crews were released on Sept. 7 after completecircuit sweeps had been performed to identify any remaining equipment damage that could present arisk for future outages such as overhanging broken limbs, damaged cutouts, etc. Despite recordamounts of facility damage, the entire restoration was completed in just over 8 days from the time itwas safe to begin repairs.


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CUSTOMER SUPP ORT AND COMMUN ICATIONS

Following our emergency plan and lessons learned from prior events, Central Hudson made aconcerted effort to communicate with the public and with individual customers to the best extentpossible during this storm. Our Call Center and Corporate Communications departments responded

to customer calls, inquiries, and website traffic around the clock throughout the event.

Communication with PSC Staff was done via the EORS reports, phone contacts, and through directvisits with staff members who observed the restoration effort. Estimated Restoration Times (ETRs)were posted and/or updated in our Outage Management System as soon as information was known.Once in OMS, estimated restoration times were available to our live agents and could be accessed bycustomers using automated phone systems, our internet trouble report application and the

StormCentral outage map.

CALL CENTER

Because this storm was forecast well in advance, staffing to handle extra call volume was in place

prior to the start of the event. Both the main and alternate Call Centers were staffed so thatcoverage would be in place if either facility had to be shut down or was inaccessible.

A full listing of Call Center staffing, by day of the event, is found in Appendix D.

Over the course of the event, a total of 249,708 calls were received by our phone system. Twenty-first Century Communications (TFCC), our overflow call vendor, received 64,037 calls. Our CSRsreceived 51,850 calls, with the balance being handled by our internal IVR. Live agents, theautomated systems, our outsource call center (CBCS National), and internet outage reporting toolscombined to generate over 55,000 trouble orders during the event.

A complete schedule of calls answered by hour during this event is found in Appendix E.

LSA CALLS

On Friday, Aug. 26, outbound calls were made to LSA and EBD customers notifying them of thepossibility of a major storm and advising them to make arrangements for their special needs in theevent of power outages. Critical and industrial customers, along with municipal leaders also receivedan outbound call advising them to make preparations for backup for loss of power to critical systems.

During the course of the hurricane event, we received trouble orders from 189 LSA customers.Attempts to contact these customers were made daily by our Consumer Outreach department (3 full-time personnel), with assistance from as many as 9 other employees during peak times. Calls were

made first to the phone number listed on the customers account, and then to alternate andemergency contact numbers. If no contact was made, calls were attempted again throughout theday.

In all, more than 1,000 calls were made to LSA customers over the course of this storm. All LSAcustomers received a manual call after their power was restored in order to check on their well beingand to make sure their service was back on.


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PUBLIC COMMUNICATION

Our Corporate Communications group issued a news release prior to the storm, advising the public ofCentral Hudsons preparations for a major storm, steps residents should take to prepare, and safetyinformation. Press releases continued twice per day throughout the event, and included information

on the number of customers restored, the number still out of service, areas with the most significantamount of damage, available estimated restoration times, dry ice/bottled water distribution locations,emergency shelter information, as well as safety messages on carbon monoxide and staying awayfrom downed wires. Email blasts with the same information as well as links to helpful websites werealso sent to approximately 80,000 customers who have their email addresses registered in oursystem.

A webpage devoted to Hurricane Irene was established on Friday, Aug. 26, and served as aninformation source for all news and media announcements, dry ice and bottled water distributionlocations and times, shelter information, and links to safety tips featured on other sections of thewebsite. The StormCentral outage map displayed current outage locations and the latest availableEstimated Time of Restoration (ETR), updated every 30 minutes. Facebook and Twitter updates were

posted throughout the event, including safety information, restoration status, global ETRs and otherpertinent information as it became available. Approximately 430 comments were posted on Central

Hudsons Facebook page and these were responded to either individually, or as a group.

In all, there were 200,474 page views by 144,753 unique visitors on the website, and another 4,441views of the mobile version of the site. There were also 226,183 views of the Report Outage/GetRestoration page of the website.

MUNICIPAL AND GOVERNMENTAL CONTACTS

A critical part of all successful storm restoration efforts is communication with the community leaders

and governmental officials. Several steps were taken to ensure that these individuals had sufficientaccess to information throughout the event. Seven daily municipal briefings were held beginningSaturday, Aug. 27 and lasting until Friday, Sept. 2. Central Hudson responded to 87 news mediainquiries (16 of them prior to the storm), including more than 33 live radio interviews, andparticipated in two live webcasts hosted by a local daily newspaper, The Poughkeepsie Journal.

The Ulster County Executive, Mike Hein, and the President of Central Hudson Gas and ElectricCorporation, James Laurito, held a joint press conference on Monday, August 29th. The following dayseveral Central Hudson executives met with the county executive and Congressman Maurice Hincheyat Central Hudsons Lake Katrine office to update them on the progress of the restoration. StateAssemblyman Kevin Cahill was also invited, but he was unable to attend. On August 30th and 31st,Central Hudson participated in two additional press conferences with Ulster County officials. On

Friday, Sept. 2, Public Service Commission Chairman, Garry Brown, toured the Lake Katrine stormdispatch center and some of the damage in Ulster County with the president of Central Hudson. Theythen joined the Director of Ulster County Emergency Management, Art Snider, and held a pressconference to discuss the status of the restoration.

ESTIMATED RESTORATION TIMES

The global ETR for this event was published on our websites and via the EORS report on Tuesday,Aug. 30. Prior to this time, public information on restoration only indicated that this would be a multi-day restoration. Municipal ETRs were available at varying times throughout the event. The first


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townships to have ETRs available were in Dutchess and Orange counties because these areasreceived the least amount of damage.

Appendix F provides a list of the date when an ETR was available to each municipality within ourservice territory.

The global ETR for this event was Sunday, Sept. 4 at 11 p.m. for 90% of our customers. The 90%restoration mark was reached at 10 p.m. on Friday, Sept. 2 when 11,381 customers remained out ofservice. Thus the global ETR was met for this event. During the day on Sunday, Sept. 4, outboundcalls were made to the majority of customers who were not expected to have their service restoredby the 11 p.m. target.

DRY ICE AND BOTTLED WATER DISTRIBUTION

In accordance with our EEP and 16 NYCRR Part 105, dry ice was procured and distributed to ourcustomers beginning on Aug. 29. Bottled water was also supplied because many of our customershave privately owned wells. Over the course of the event, 75,600 pounds of dry ice and 119,000

bottles of water were distributed to approximately 38,500 customers.

A complete listing of dry ice distribution locations and amounts is found in Appendix G.


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STORM CRITIQUE AND ACTION ITEMS

Following the storm, a survey was performed of all employees who participated in the restoration toevaluate our response. A series of critique meetings was also held. The following areas werecritiqued and action items developed:

SYSTEM RESTORATION

Our evaluation of the restoration process for this storm found that we followed our EEP and executeda safe and effective restoration. We also observed significant improvement in the restoration effortdue to lessons learned from prior storms. Some examples include: prepackaging of materials forforeign crews, crew guide training and providing meals at hotels where crews were lodged.

No major areas of concern were noted, but the following areas where improvements could be madeare as follows:

Damage Assessment for an event of this magnitude, having a sufficient quantity of qualified

damage patrollers on hand is impractical. During this event the ability to staff the patroller positionwas aggravated by the need to provide crew guides for the foreign crews and also by the coincident

gas system damage. Many of the company employees who were trained to be electric damageassessors became assigned as crew guides, or worked on the gas system repairs (their area ofexpertise). For this reason, detailed damage assessment on some of the more remote areas of ourcircuits took longer than expected.

Recommendation: identify additional company and/or contract resources that can bedeployed as damage patrollers in major events. Provide training for these individuals.

Damage assessment information is currently recorded on paper maps and then called in to theDamage Assessment Coordinators by cell phone. This is effective in that it provides a complete

overview of the damage on each circuit, which can then be given to the foreman assigned to restorethat area. However, it makes tracking of damaged equipment difficult (counts are done manually)and creates a lag time between when the circuit is patrolled and when information can be input intoOMS and outage cases adjusted from their original predictions.

Recommendation: investigate the solutions for mobile damage assessment data collectioncurrently available on the market and determine if any would be feasible to implement atCentral Hudson.

Logistics lodging and meals for this event was once again very challenging as we were competingwith our customers for hotel rooms. We did make significant improvement in our lodging and mealsprocess since the snowstorm in March 2010, particularly in the area of supplying meals to crews atthe hotels where they were staying. However, the struggle to provide lodging near the work areas

for large numbers of foreign crews was again a source of anxiety during this storm.Recommendation: further expand and develop contracts and agreements with hotels and ornon-standard housing facilities such as colleges and ski resorts, which can be used, for lodgingduring major events.

Dry ice supply was also an area that fell short of our expectations. The number of utilities that wereattempting to get ice from the same vendors complicated the dry ice procurement procedure at thebeginning to the event.

Recommendation: attempt to locate dry ice suppliers that are not located along the EastCoast and accept delivery of dry ice before a predicted event.


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CUSTOMER SUPPORT AND COMMUNICATION

Our internal review of customer support and communication during this event indicated that this wasan area where we had great success. A large number of employees were dedicated to customer

communications during this event, and the feedback from our customers indicates that our effortswere well appreciated.

The Call Center staffing was adequate and average wait times were reasonable throughout most ofthe event. Corporate Communications kept the public informed of our restoration progress using thewebsite, press releases, Facebook and Twitter. Our Internet outage map was continually updatedand was available for all but the one time on Aug. 29 when it experienced a lock-up. County and

township ETR information, while it may not have been perfect, was highly accurate in most cases.When we were able to identify which customers would not be restored by the global restoration time,outbound calls were made to those customers with additional information.

We had up to a dozen employees checking in with LSA customers every day of their outages to

ensure their well-being. When special needs arose, our Outreach team arranged referrals to humanservices agencies and/or sent company personnel to provide assistance.

Another practice of which Central Hudson is most proud is that when we received notification fromour field crews that an outage case was restored, we then performed callbacks to each of thecustomers in that case that had reported no power to verify that their power was restored. For verylarge cases, e.g. substation breaker outages, these callbacks were done using our automatedsystems. However, any cases where callbacks could be done using live agents within a reasonableamount of time were being done manually. This way, when customers power is still off, agents couldget additional information from the customer as to the possible cause neighbors off also, wire downpole to building, etc. This effort required a large amount of staffing, and as such employees were

called in from around the company to assist with making the calls.

Overall, we believe that our efforts to communicate with customers and provide them with the mostinformation possible were outstanding during the Irene event. Two areas for improvement wereidentified:

Manual Callbacks the current CIS transaction that is used by agents for callbacks does not have afeature to allow information given from the customer to be easily entered into the order. The personperforming the callback had to use additional transactions to update the trouble report with additionalinformation.

Recommendation: Add a Special Info field to the callback transaction, which would update thetrouble order with any additional information given by the customer at the time of callback.

Frequency of Field Updates we felt that during this storm, communication from the crew guides tothe dispatchers was not done as frequently as we would have preferred. This was due to manyfactors, including the severity of the damage, location of repairs being in poor cell phone receptionareas, and inexperience of some of our crew guides.

Recommendation: 1. Emphasize the need for crew guides and foremen to provide frequentrestoration progress updates at future crew guide training classes. 2. Provide additionalpersonnel to assist with field communication when needed. 3. Investigate mobile applicationsand/or other communication technologies to enable more rapid updates from field forces.


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OUTAGE MANAGEMENT SYSTEM

With the enormous volume of trouble calls that our OMS system processes during events of thismagnitude, system problems are not unexpected. During Irene, OMS performed very well throughoutthe first day of the storm, processing over 31,000 trouble calls in a single day.

The system continued to operate without problems until mid-day on Monday, Aug. 29. With nearly1,400 outage cases on the system, the queries that build our internal reports and also theStormCentral outage map suddenly bogged down. As a result, the Internet outage map did notreceive current data from OMS from approximately 3:00 to 9:00 p.m. The problem was resolved byiFactor, the supplier of the outage-mapping product. The fix for this issue is permanent (improvedefficiency of the main query used for reports and StormCentral), so no further follow up is needed.

On Tuesday, Aug. 30, we became aware that not all calls were being sent from CIS to OMS. Thisproblem was tricky to solve as it was happening only intermittently. Programmers were eventuallyable to narrow the problem down to a batch job that resends orders when the initial storing of therecords in OMS fails. Changes were made to this program and all orders were sent to OMS properly

from that point forward.

Also on Tuesday, the OMS call processor experienced an error and stopped processing calls. Ourinternal support team was unable to find a cause and so GE was called in for assistance. It took GEssupport team several hours to isolate the problem, which ended up being one bad trouble call recordthat was hanging up the entire processor. When that record was deleted, the processor began toprocess all of the backlogged calls.

This caused difficulty for the operations group because some trouble calls that were already restoredshowed up back in the OMS system. District storm supervisors had to manually sort out the bona fidenew cases from the ones that were erroneously created from backlogged calls. This effort took a few

hours, but overall it caused only minor hardship and a few delays in callbacks for the calls that werestuck in the call processor.

The data error that caused the call processor lock-up is not expected to recur, and we plan toenhance our call processor monitoring process to include notification when errors are generated inthe processor.

Recommendations: 1. Create a process to monitor calls being sent from CIS to OMS andnotify OMS support staff when errors are found. 2. Enhance the call processor monitor toprovide notifications when the call processor stops processing calls due to an error.

LINE CLEARANCE

As is the case after every major storm, the Engineering group will study the areas that sustained themost damage and compare these to the current line clearance schedule. Recommendations toaccelerate the trimming schedule will be sent to the Director of Line Clearance.

Recommendation: Perform this study according to standard practice.


17/31


SAFETY

Our safety performance for this event was once again exemplary. No serious injuries were recordedand only one first aid treatment was necessary. The diligence of our foremen, crew guides andSafety Director in keeping our crews safe despite long hours and difficult working conditions is the

main factor in our safety success. No recommendations regarding safety were proposed.

OUTAGE PREVENTION

The ability of Central Hudsons electric distribution system to withstand a storm is dependent uponseveral variables, one of which is the effectiveness of the vegetation management program. In orderto maximize the efficiency of this program, Central Hudson will initiate a research and development

project to investigate the correlation between system reliability, line clearance, and weather. Thisproject will involve more detailed weather data collection and computer modeling to generate thecorrelations. Location specific weather data will be used to continually update the model. As themodel matures, it is our intention to utilize the results to optimize the line clearance program andincrease the systems resilience to hazardous weather conditions.

CONCLUSION

Forecasts for the Hurricane Irene event were sufficiently accurate as to allow us to plan well inadvance for the impact of tropical storm force weather on our electric transmission and distributionsystem. Advance planning was carried out according to our 2011 Electric Emergency Plan and ithelped prepare our field and office forces for the subsequent restoration effort.

We saw noticeable improvement in many areas from recommendations implemented after theFebruary 2010 snowstorm. The improvements we made to material stocking and pre-packagingpractices, district communication lines, CIS and web-based outage reporting systems for phone

number collection and check outage status options, equipment infrastructure in 911 centers, IVRoptions for recorded ice locations, OMS system upgrades/patches, and expanded employee trainingduring the course of the year all contributed to improvement in restoration times and customercommunication for this event.

After performing a comprehensive review of our response to the devastation caused by this storm, weconcluded that the restoration was performed effectively, safely, and in accordance with our EEP.The support provided to us by municipal officials, emergency responders and PSC Staff was highlyvaluable in our efforts to restore power under difficult conditions and with resources constrained bythe large footprint of this storm along all East Coast utilities.

The recommendations contained herein will be addressed during the coming months and where

applicable, will be incorporated into our 2012 emergency plan.

Central Hudson remains committed to executing the safest and most efficient restoration of service toall of our customers following major storm events. We will continue to look for process improvementsand new technologies to further streamline and improve our response to future storms.


18/31

Appendix A Mutual Aid Conference Calls

Central Hudson participated in the following mutual assistance conference calls:

Date/Time MutualAssistanceGroup8/25/11 11:00 New York Mutual Assistance Group8/26/11 08:00 New York Mutual Assistance Group8/27/11 12:00 New York Mutual Assistance Group8/28/11 11:30 New York Mutual Assistance Group8/28/11 18:00 New York Mutual Assistance Group8/29/11 11:30 New York Mutual Assistance Group8/29/11 17:00 New York Mutual Assistance Group8/30/11 11:30 New York Mutual Assistance Group8/30/11 17:00 New York Mutual Assistance Group8/31/11 11:30 New York Mutual Assistance Group8/31/11 17:00 New York Mutual Assistance Group9/1/11 11:30 New York Mutual Assistance Group9/1/11 17:00 New York Mutual Assistance Group9/2/11 11:30 New York Mutual Assistance Group9/2/11 17:00 New York Mutual Assistance Group9/3/11 11:30 New York Mutual Assistance Group9/3/11 17:00 New York Mutual Assistance Group

16


19/31

29-Aug 30-Aug 31-Aug 1-Sep 2-Sep 3-Sep 4-Sep 5-Sep

Kingston 3 3 3 2 3 3 3 3Catskill 0 2 3 5 4 0 0 0

Poughkeepsie 2 2 1 0 0 0 0 0

Newburgh 2 2 2 2 0 0 0 0

Fishkill 2 0 0 0 0 0 0 0

Total 9 9 9 9 7 3 3 3


Kingston 12 22 26 30 32 37 34 28

Catskill 0 14 24 20 20 0 0 0


Newburgh 12 10 4 2 0 0 0 0

Fishkill 10 0 0 0 0 0 0 0

Total 48 62 58 52 52 37 34 28


Kingston 15 25 29 32 35 40 37 31

Catskill 0 16 27 25 24 0 0 0


Newburgh 14 12 6 4 0 0 0 0

Fishkill 12 0 0 0 0 0 0 0

Total 57 71 67 61 59 40 37 31

Total Damage Assessment Personnel

Appendix B

Hurricane Irene Damage Assessment Personnel Summary

Damage Assessment Coordinators

Damage Assessment Patrollers

17


20/31

Crew Staffing Summary

SYSTEM

Line (FTE's)

Central Hudson 111 110 110 110 110 108 108 108 108 108 108

JBL 8 8 8 8 8 8 8 8 8 8 8

Thirau(PowerTel) 17 19 19 34 34 35 35 35 35 44 44

Calvary Construction 0 0 0 0 0 0 16 16 16 16 16

Fishel 0 0 0 0 50 59 59 59 59 59 59

D&D Power 0 0 0 0 0 0 0 0 0 0 27

Westar 100 83 83 83 83 69 69 69 69 79 79

Total Line FTE 236 220 220 235 285 279 295 295 295 314 341

Line Clearance Crews

Lewis 48 47 47 70 70 72 72 72 72 72 72

Asplundh 6 6 6 6 6 6 6 6 6 6 6

Dietz 2 2 2 2 2 2 2 2 2 2 2

Red Cedar 0 1 1 1 1 1 1 1 1 1 1

FTEs

Lewis 106 106 106 158 158 158 158 158 158 158 158

Asplundh 22 22 22 22 22 22 22 22 22 22 22

Bill Dietz 4 4 4 4 4 4 4 4 4 4 4

Red Cedar 0 2 2 2 2 2 2 2 2 2 2

Total Line Clearance Crews 56 56 56 79 79 81 81 81 81 81 81Loop (Service) Crews

Central Hudson 23 20 20 20 15 13 13 13 13 9 9

KINGSTON

Line (FTE's)

Central Hudson 26 46 46 46 46 46 46 46 46 55 67

JBL 0 8 8 8 8 8 8 8 8 8 8

Thirau(PowerTel) 8 0 0 15 15 15 15 15 15 44 44


Fishel 0 0 0 0 50 59 59 59 59 59 59

D&D Power 0 0 0 0 0 0 0 0 0 0 27

Westar 60 60 60 60 60 58 58 58 58 58 58

Total Line FTE 94 114 114 129 179 186 202 202 202 240 279


Lewis 20 25 25 48 48 48 48 48 48 64 64

Asplundh 3 3 3 3 3 3 3 3 3 3 3

Dietz 2 2 2 2 2 2 2 2 2 2 2

Red Cedar 1 1 1 1 1 1 1 1 1 1

FTEs

Lewis 40 50 50 102 102 102 102 102 102 142 142

Asplundh 12 12 12 12 12 12 12 12 12 12 12

Dietz 4 4 4 4 4 4 4 4 4 4 4

Red Cedar 2 2 2 2 2 2 2 2 2 2

Total Line Clearance Crews 25 30 30 53 54 54 54 54 54 70 70

Loop (Service) Crews

Central Hudson 6 6 6 6 6 6 6 6 6 9 9

09/2/11

12PM

09/2/11

7PM

09/3/11

7AM

09/3/11

3PM

08/31/11

7AM

08/31/11

12 noon

08/31/11

7 PM

09/1/11

7AM

09/1/11

12PM

09/1/11

7PM

09/2/11

7AM


21/31


09/2/11

12PM

09/2/11

7PM

09/3/11

7AM

09/3/11

3PM

08/31/11

7AM

08/31/11

12 noon

08/31/11

7 PM

09/1/11

7AM

09/1/11

12PM

09/1/11

7PM

09/2/11

7AM

CATSKILL

Line (FTE's)

Central Hudson 20 29 29 29 29 39 39 39 39 20 8

JBL 0 0 0 0 0 0 0 0 0 0 0

Thirau(PowerTel) 0 19 19 19 19 20 20 20 20 0 0


Fishel 0 0 0 0 0 0 0 0 0 0 0

D&D Power 0 0 0 0 0 0 0 0 0 0 0Westar 0 0 0 0 0 0 0 0 0 0 0

Total Line FTE 20 48 48 48 48 59 59 59 59 20 8


Lewis 11 13 13 13 13 15 15 15 15 3 3

Asplundh 3 3 3 3 3 3 3 3 3 3 3

Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0

FTEs

Lewis 31 34 34 34 34 38 38 38 38 6 6

Asplundh 10 10 10 10 10 10 10 10 10 10 10

Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0



Central Hudson 3 5 5 5 5 5 5 5 5 0 0

NEWBURGH

Line (FTE's)

Central Hudson 23 23 23 23 23 11 11 11 11 21 21

JBL 8 0 0 0 0 0 0 0 0 0 0

Thirau(PowerTel) 9 0 0 0 0 0 0 0 0 0 0


Fishel 0 0 0 0 0 0 0 0 0 0 0

D&D Power 0 0 0 0 0 0 0 0 0 0 0

Westar 0 0 0 0 0 0 0 0 0 0 0

Total Line FTE 40 23 23 23 23 11 11 11 11 21 21

Line Clearance (crews)

Lewis 7 7 7 7 7 7 7 7 7 3 3

Asplundh 0 0 0 0 0 0 0 0 0 0 0

Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0FTEs

Lewis 14 14 14 14 14 14 14 14 14 6 6

Asplundh 0 0 0 0 0 0 0 0 0 0 0

Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0



Central Hudson 7 7 7 7 2 2 2 2 2 0 0


22/31


09/2/11

12PM

09/2/11

7PM

09/3/11

7AM

09/3/11

3PM

08/31/11

7AM

08/31/11

12 noon

08/31/11

7 PM

09/1/11

7AM

09/1/11

12PM

09/1/11

7PM

09/2/11

7AM

POUGHKEEPSIE

Line (FTE's)

Central Hudson 30 6 6 6 6 6 6 6 6 6 6

JBL 0 0 0 0 0 0 0 0 0 0 0

Thirau(PowerTel) 0 0 0 0 0 0 0 0 0 0 0


Fishel 0 0 0 0 0 0 0 0 0 0 0

D&D Power 0 0 0 0 0 0 0 0 0 0 0Westar 0 0 0 0 0 0 0 0 0 0 0

Total Line FTE 30 6 6 6 6 6 6 6 6 6 6


Lewis 7 1 1 1 1 1 1 1 1 1 1

Asplundh 0 0 0 0 0 0 0 0 0 0 0

Bill Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0

FTEs

Lewis 15 2 2 2 2 2 2 2 2 2 2

Asplundh 0 0 0 0 0 0 0 0 0 0 0

Bill Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0



Central Hudson 2 2 2 2 2 0 0 0 0 0 0

FISHKILL

Line (FTE's)

Central Hudson 12 6 6 6 6 6 6 6 6 6 6

JBL 0 0 0 0 0 0 0 0 0 0 0

Thirau(PowerTel) 0 0 0 0 0 0 0 0 0 0 0


Fishel 0 0 0 0 0 0 0 0 0 0 0

D&D Power 0 0 0 0 0 0 0 0 0 0 0

Westar 0 0 0 0 0 0 0 0 0 0 0

Total Line FTE 12 6 6 6 6 6 6 6 6 6 6


Lewis 3 1 1 1 1 1 1 1 1 1 1

Asplundh 0 0 0 0 0 0 0 0 0 0 0

Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0FTEs

Lewis 6 6 6 6 6 2 2 2 2 2 2

Asplundh 0 0 0 0 0 0 0 0 0 0 0

Dietz 0 0 0 0 0 0 0 0 0 0 0

Red Cedar 0 0 0 0 0 0 0 0 0 0 0



Central Hudson 5 0 0 0 0 0 0 0 0 0 0


23/31

Date 12am - 6am 6am - 8am 8am - 12pm 12pm - 4pm 4pm - 6pm 6pm - 8pm

28-Aug 13 32 32 30 30 30

29-Aug 12 36 67 73 73 55 30-Aug 11 30 67 76 84 42

31-Aug 10 31 80 84 92 57

1-Sep 10 31 90 92 87 50

2-Sep 10 31 87 90 86 50

3-Sep 7 16 39 40 27 22

4-Sep 7 12 33 34 21 21

5-Sep 8 18 22 26 20 17

6-Sep 4 12 67 73 73 50

August 28 - September 5, 2011

Storm Staffing - Call Center


24/31

IVR

Service Abandon Avg Wait Report Gas Non- Total

Date Time Recei ved Answered Abandoned Level Rate Time (H:M:S Outage Odor Emergency To ta l Cal ls

8/28/2011 00:00 19 19 0 100.0 0.0 00:09:33

01:00 24 22 2 91.7 8.3 00:07:40 1 1

02:00 22 20 0 100.0 0.0 00:08:16 1 1

03:00 32 26 5 80.6 15.6 00:05:52 1 1

04:00 93 47 28 33.3 30.1 00:04:44 1 1

05:00 111 43 54 26.8 48.6 00:07:18 1 1

06:00 187 128 69 46.7 36.9 00:03:09 67 1 74

07:00 459 335 95 79.8 20.7 00:00:40 722 7 111 840

08:00 780 276 475 57.4 60.9 00:00:54 1827 33 292 2152

09:00 742 187 534 62.6 72.0 00:01:04 1531 15 310 1856

10:00 600 176 409 71.3 68.2 00:00:46 1268 17 318 1603

11:00 631 201 395 72.3 62.6 00:00:41 1207 16 419 1642

12:00 515 116 385 52.3 74.8 00:02:02 1670 40 420 2130

13:00 832 218 597 54.8 71.8 00:01:18 2220 28 540 2788

14:00 831 200 599 51.4 72.1 00:01:28 2262 34 586 2882

15:00 834 253 547 47.2 65.6 00:01:26 2251 30 572 2853

16:00 897 330 539 53.5 60.1 00:00:58 2075 27 680 2782

17:00 689 175 481 47.1 69.8 00:02:12 2216 21 683 292018:00 695 216 488 43.0 70.2 00:02:13 2226 34 599 2859

19:00 712 188 508 45.0 71.3 00:02:11 2410 42 659 3111

20:00 865 309 530 44.3 61.3 00:01:08 2065 40 523 2628

21:00 842 266 544 45.8 64.6 00:01:09 1343 26 345 1714

22:00 771 362 393 60.5 51.0 00:00:50 265 5 57 327

23:00 431 276 137 99.5 31.8 00:00:30 1 1

Total 12614 4389 7814 58.6 61.9 00:01:26 27631 415 7115 35167 582

8/29/2011 00:00 188 119 64 100 34.0 00:01:01 1 1

01:00 135 72 61 99.2 45.2 00:01:25 1 1

02:00 117 81 32 100 27.4 00:01:37 1 1

03:00 95 74 21 100 22.1 00:01:56 1 1

04:00 180 118 45 100 25.0 00:01:03 1 1

05:00 327 191 111 98.7 33.9 00:00:37 1 1

06:00 848 447 366 76.6 43.2 00:00:31 390 7 94 49107:00 863 312 506 50.7 58.6 00:00:53 1227 30 371 1628

08:00 412 363 31 85 7.5 00:00:41 1692 22 676 2390

09:00 432 354 57 71.8 13.2 00:00:50 1367 26 645 2038

10:00 833 594 211 99 25.3 00:00:20 1020 24 543 1587

11:00 868 647 195 98.2 22.5 00:00:19 869 20 434 1323

12:00 849 622 198 93.9 23.3 00:00:23 887 19 503 1409

13:00 905 667 217 98.3 24.0 00:00:20 808 15 415 1238

14:00 846 652 174 95.9 20.6 00:00:22 749 13 370 1132

15:00 787 634 129 98.7 16.4 00:00:21 763 7 388 1158

16:00 635 584 15 99.3 2.4 00:00:23 773 14 381 1168

17:00 602 540 25 83.9 4.2 00:00:35 527 5 244 776

18:00 552 425 108 46.5 19.6 00:01:05 324 4 136 464

19:00 523 419 69 58.6 13.2 00:00:51 83 2 38 123

20:00 314 107 166 25.6 52.9 00:07:10 265 3 97 365

21:00 241 132 108 39.2 44.8 00:03:23 8 2 10

22:00 169 87 64 45.7 37.9 00:01:59 1 1

23:00 94 70 15 94.1 16.0 00:02:03 1 1

Total 11815 8311 2988 85.3 25.3 00:00:51 11760 211 5337 17308 409

21st Century Data

Central Hudson Phone Data - HURR ICANE IRENECSR Phone Data

Appendix

22


25/31

IVR



21st Century Data


8/30/2011 00:00 46 39 4 100 8.7 00:03:57 1 1

01:00 33 22 3 100 9.1 00:06:15 1 1

02:00 12 10 0 100 0.0 00:15:03 1 1

03:00 16 13 1 100 6.3 00:12:02 1 1

04:00 18 16 0 100 0.0 00:10:02 1 1

05:00 49 40 4 100 8.2 00:03:43 1 1

06:00 211 161 23 92.4 10.9 00:01:03 3 3

07:00 451 247 160 31.4 35.5 00:01:36 108 2 42 152

08:00 273 230 47 6.5 17.2 00:03:31 541 13 357 911

09:00 269 203 38 5.8 14.1 00:03:55 799 15 500 1314

10:00 564 462 88 54.4 15.6 00:01:04 508 8 386 902

11:00 572 459 96 41.1 16.8 00:01:00 376 5 305 686

12:00 560 375 145 23.8 25.9 00:01:41 460 7 324 791

13:00 661 450 213 35.6 32.2 00:01:18 362 6 289 657

14:00 704 519 159 88.9 22.6 00:00:28 296 7 232 535

15:00 570 458 91 57.9 16.0 00:00:50 262 2 210 474

16:00 515 476 10 99.8 1.9 00:00:28 259 6 198 463

17:00 453 427 8 92.2 1.8 00:00:35 66 0 57 123

18:00 323 304 9 95.2 2.8 00:00:43 11 0 5 16

19:00 277 256 12 100 4.3 00:00:461 1

20:00 223 193 17 77.6 7.6 00:01:06 1 1

21:00 154 137 7 96.5 4.5 00:01:16 1 1

22:00 89 66 17 34.9 19.1 00:04:38 1 1

23:00 55 47 1 97.9 1.8 00:03:35 1 1

Total 7098 5610 1153 63.7 16.2 00:01:22 4062 71 2905 7038 233

8/31/2011 00:00 22 20 1 100 4.5 00:08:13 1 1

01:00 6 6 0 100 0.0 00:30:02 1 1

02:00 9 9 0 100 0.0 00:20:02 1 1

03:00 1 1 0 100 0.0 03:00:01 1 1

04:00 7 7 0 100 0.0 00:25:46 1 1

05:00 24 23 1 100 4.2 00:07:34 1 1

06:00 86 74 4 100 4.7 00:02:09 1 1

07:00 234 190 27 85.3 11.5 00:00:59 2 1 3

08:00 313 271 34 54.8 10.9 00:01:22 134 1 100 23509:00 251 174 50 21 19.9 00:03:29 212 4 268 484

10:00 273 241 23 39.4 8.4 00:02:11 111 2 166 279

11:00 273 241 8 73.9 2.9 00:01:10 90 2 124 216

12:00 261 229 17 46.7 6.5 00:01:27 34 2 57 93

13:00 220 167 30 75.6 13.6 00:01:17 26 0 36 62

14:00 268 225 26 99.6 9.7 00:00:46 14 1 25 40

15:00 385 290 63 71.4 16.4 00:00:58 50 1 60 111

16:00 383 315 47 28.7 12.3 00:01:35 48 1 62 111

17:00 305 250 36 30.1 11.8 00:02:39 25 25 50

18:00 211 202 7 92.3 3.3 00:01:02 1 1

19:00 129 115 2 100 1.6 00:01:33 1 1

20:00 164 153 1 99.4 0.6 00:01:09 1 1

21:00 126 116 3 99.2 2.4 00:01:32 1 1

22:00 93 71 16 46 17.2 00:03:06 1 1

23:00 43 39 3 90.5 7.0 00:04:20 1 1

Total 4087 3429 399 64.9 9.8 00:01:50 759 14 924 1697 148

23


26/31

IVR



21st Century Data


9/1/2011 00:00 18 16 0 100 0.0 00:10:38 1 1

01:00 8 7 0 100 0.0 00:16:56 1 1

02:00 10 9 0 100 0.0 00:22:33 1 1

03:00 4 4 0 100 0.0 00:45:03 1 1

04:00 6 4 1 100 16.7 00:30:02 1 1

05:00 15 15 0 100 0.0 00:12:03 1 1

06:00 77 72 2 98.6 2.6 00:02:28 1 1

07:00 189 166 13 84.9 6.9 00:01:11 1 1

08:00 502 337 151 36.3 30.1 00:01:26 39 1 55 95

09:00 442 246 169 18.8 38.2 00:03:48 186 253 439

10:00 493 398 101 56.1 20.5 00:01:03 62 1 103 166

11:00 417 300 100 28.8 24.0 00:01:53 52 1 100 153

12:00 441 304 98 28.4 22.2 00:01:47 18 1 44 63

13:00 405 292 117 33 28.9 00:03:18 39 1 69 109

14:00 400 322 58 64.7 14.5 00:00:57 9 20 29

15:00 421 327 74 15.5 17.6 00:02:10 26 70 96

16:00 319 300 14 47.1 4.4 00:01:30 10 15 25

17:00 262 237 14 55 5.3 00:01:31 3 1 4

18:00 165 157 2 99.4 1.2 00:01:13 1 1

19:00 96 90 1 100 1.0 00:02:031 1

20:00 79 66 9 86.7 11.4 00:02:34 1 1

21:00 49 42 4 89.1 8.2 00:03:59 1 1

22:00 43 35 2 83.8 4.7 00:04:38 1 1

23:00 21 18 0 100 0.0 00:09:30 1 1

Total 4882 3764 930 49.0 19.0 00:02:09 458 5 730 1193 146

9/2/2011 00:00 8 8 0 100 0.0 00:22:31 1 1

01:00 2 2 0 100 0.0 00:45:04 1 1

02:00 1 0 0 0 0.0 02:15:04 1 1

03:00 2 2 0 100 0.0 02:15:03 1 1

04:00 1 1 0 100 0.0 03:00:01 1 1

05:00 6 4 1 100 16.7 00:30:06 1 1

06:00 36 32 2 91.2 5.6 00:06:44 1 1

07:00 104 97 3 100 2.9 00:01:49 1 1

08:00 357 268 63 68 17.6 00:01:15 3 1 8 1209:00 403 257 129 16.1 32.0 00:03:58 63 3 135 201

10:00 406 346 81 24.8 20.0 00:02:15 33 2 89 124

11:00 356 247 70 32.8 19.7 00:02:45 19 1 41 61

12:00 346 249 94 9.3 27.2 00:04:12 21 2 45 68

13:00 345 199 123 16.1 35.7 00:05:22 42 3 81 126

14:00 376 262 96 14.2 25.5 00:03:02 4 19 23

15:00 318 228 77 6.9 24.2 00:04:38 26 1 39 76

16:00 290 274 18 45.2 6.2 00:01:52 2 3 5

17:00 211 183 23 24.3 10.9 00:03:12 1 1

18:00 122 111 3 97.4 2.5 00:01:40 1 1

19:00 74 68 2 100 2.7 00:02:40 1 1

20:00 55 50 4 85.2 7.3 00:03:31 1 1

21:00 50 35 3 93.5 6.0 00:03:50 1 1

22:00 29 28 0 100 0.0 00:06:14 1 1

23:00 9 9 0 100 0.0 00:20:03 1 1

Total 3907 2960 792 37.3 20.3 00:03:26 228 13 460 711 112

24


27/31

IVR



21st Century Data


9/3/2011 00:00 7 7 0 100 0.0 00:19:20 1 1

01:00 3 3 0 100 0.0 00:45:01 1 1

02:00 6 6 0 100 0.0 00:45:02 2 2

04:00 4 4 0 100 0.0 01:30:01 1 1

05:00 6 5 0 100 0.0 00:36:01 1 1

06:00 20 20 0 100 0.0 00:09:05 1 1

07:00 63 55 5 96.7 7.9 00:03:01 1 1

08:00 162 130 29 81.1 17.9 00:01:24 1 2 3

09:00 214 161 45 39.8 21.0 00:01:57 1 1

10:00 242 173 35 67.3 14.5 00:01:30 54 1 25 80

11:00 292 241 67 60.7 22.9 00:01:32 30 13 43

12:00 165 137 25 99.4 15.2 00:01:14 1 1

13:00 135 117 14 100 10.4 00:01:24 1 1

14:00 116 100 12 87.5 10.3 00:01:42 1 1

15:00 113 97 13 93.6 11.5 00:01:41 1 1

16:00 109 66 33 47.5 30.3 00:02:49 1 1

17:00 87 41 50 25.3 57.5 00:06:38 1 1

18:00 139 69 68 48.9 48.9 00:02:51 1 1 2

19:00 111 63 46 67.9 41.4 00:02:18 1 1

20:00 67 49 17 92.4 25.4 00:02:54 1 121:00 92 60 29 85.4 31.5 00:02:10 1 1

22:00 50 33 16 95.9 32.0 00:03:43 1 1

23:00 27 14 12 100 44.4 00:06:45 1 1

Total 2230 1651 516 74.0 23.1 00:02:41 106 1 41 148 63

9/4/2011 00:00 7 5 2 100 28.6 00:25:46 1 1

01:00 2 1 1 100 50.0 01:30:03 1 1

02:00 2 2 0 100 0.0 01:30:11 1 1

03:00 1 1 0 100 0.0 03:00:11 1 1

04:00 1 1 0 100 0.0 03:00:14 1 1

05:00 3 1 2 100 66.7 01:00:06 1 1

06:00 15 12 3 100 20.0 00:12:06 1 1

07:00 49 39 6 100 12.2 00:03:49 1 1

08:00 55 50 5 94.5 9.1 00:03:24 1 1

09:00 67 64 1 98.5 1.5 00:02:46 1 110:00 70 65 3 89.7 4.3 00:02:44 1 1

11:00 60 59 0 100 0.0 00:03:07 1 1

12:00 78 76 0 100 0.0 00:02:22 1 1

13:00 108 104 0 99 0.0 00:01:46 1 1

14:00 67 65 0 100 0.0 00:02:44 1 2 3

15:00 65 37 8 86.7 12.3 00:06:55 1 1

16:00 60 70 5 65.3 8.3 00:03:53 1 1

17:00 59 54 2 92.9 3.4 00:03:09 1 1

18:00 44 44 0 95.5 0.0 00:04:18 1 1

19:00 35 33 0 100 0.0 00:05:22 1 1

20:00 28 26 0 100 0.0 00:06:32 1 1

21:00 14 12 0 100 0.0 00:12:59 1 1

22:00 8 7 2 100 25.0 00:20:08 1 1

23:00 6 5 1 83.3 16.7 00:30:25 1 1

Total 904 833 41 94.3 4.5 00:05:14 24 0 2 26 31

25


28/31

IVR



21st Century Data


9/5/2011 00:00 8 7 0 100 0.0 00:22:49 1 1

01:00 29 26 0 96.2 0.0 00:06:35 1 1

02:00 111 84 22 27.4 19.8 00:03:17 1 1

03:00 117 97 12 37.6 10.3 00:03:20 1 1

04:00 51 45 5 88 9.8 00:03:52 1 1

05:00 60 50 4 98.1 6.7 00:03:10 1 1

06:00 209 131 45 42.6 21.5 00:02:32 55 13 68

07:00 284 112 145 24.5 51.1 00:06:39 421 4 94 519

08:00 464 269 227 44.6 48.9 00:01:34 57 11 68

09:00 410 214 178 60.7 43.4 00:01:02 1 1

10:00 238 158 82 81.3 34.5 00:01:05 1 1

11:00 113 86 26 100 23.0 00:01:42 1 1

12:00 398 196 197 60.8 49.5 00:01:07 59 12 71

13:00 354 176 165 76.5 46.6 00:00:58 3 1 4

14:00 287 178 112 76.6 39.0 00:01:03 1 1

15:00 210 125 80 87.8 38.1 00:01:05 1 1

16:00 151 103 45 87.2 29.8 00:01:25 1 1

17:00 226 122 93 64.2 41.2 00:01:19 1 1

18:00 194 118 79 77.2 40.7 00:01:16 1 1

19:00 102 58 43 78.2 42.2 00:02:19 1 120:00 146 111 29 86.4 19.9 00:01:30 1 1

21:00 92 60 28 92 30.4 00:02:06 1 1

22:00 40 30 8 97.4 20.0 00:04:41 1 1

23:00 19 15 3 88.9 15.8 00:09:37 1 1

Total 4313 2571 1628 67.1 37.7 00:01:59 614 4 131 749 129

Overall Total 51850 33518 16261 56.8 31.4 45642 734 17645 64037 1856

26


29/31

ETR by Township Appendix F

GEO AREA ID GEO AREA NAME UTILITY CODE

NUMBER OF

CUSTOMERS

SERVED

PEAK NUMBER OF

CUSTOMERS

AFFECTED

DATE ETR

PROVIDED

DATE ETR

REVISEDCOUNTY

OPERATING

DISTRICT

02099.0 Ancram town 90 1,101 467 8/30/2011 Columbia Poughkeepsie

02913.0 Athens town 69 1,386 294 9/1/2011 Greene Catskill

02902.0 Athens village 68 983 76 Restored 9/1 Greene Catskill

05100.0 Beacon city 22 5,823 1,788 8/30/2011 8/30/2011 Dutchess Fishkill

11649.0 Cairo town 70 4,032 2,088 9/1/2011 Greene Catskill

13013.0 Catskill town 67 4,451 4,068 9/1/2011 Greene Catskill

13002.0 Catskill village 66 2,454 1,142 9/2/2011 Greene Catskill

16408.0 Clinton town 16 2,077 68 8/30/2011 Dutchess Poughkeepsie

16694.2 Coeymans town 84 1,570 1,537 9/2/2011 Albany Catskill

16936.0 Cold Spring village 30 1,223 935 8/30/2011 Putnam Fishkill

18300.0 Cornwall town 43 4,336 3,947 8/30/2011 Orange Newburgh18333.0 Cornwall-on-Hudson village 42 1,429 1,430 8/30/2011 Orange Newburgh

18729.0 Coxsackie town 81 1,905 696 9/2/2011 Greene Catskill

18718.0 Coxsackie village 80 1,482 38 Restored 9/1 Greene Catskill

20247.0 Denning town 62 531 541 9/1/2011 Ulster Kingston

21204.0 Durham town 71 1,990 1,978 9/1/2011 Greene Catskill

21996.0 East Fishkill town 29 10,965 5,188 8/30/2011 Dutchess Fishkill

23965.0 Ellenville village 59 2,141 2,096 9/1/2011 Ulster Kingston

24691.0 Esopus town 48 4,369 4,462 9/1/2011 Ulster Kingston

25978.0 Fishkill town 24 8,260 457 8/30/2011 8/30/2011 Dutchess Fishkill

25967.0 Fishkill village 23 1,612 1 8/30/2011 8/30/2011 Dutchess Fishkill

28068.2 Gallatin town 1 415 46 8/30/2011 Columbia Poughkeepsie

28255.0 Gardiner town 52 2,794 2,892 9/1/2011 Ulster Newburgh

30620.0 Greenville town 72 2,130 2,211 9/1/2011 Greene Catskill

31907.0 Hamptonburgh town 36 1,997 1,923 8/30/2011 Orange Newburgh

36178.0 Hunter town 77 2,100 2,100 9/1/2011 Greene Catskill

36167.0 Hunter village 75 735 730 Restored 9/1 Greene Catskill

37143.0 Hurley town 47 3,266 3,304 9/1/2011 Ulster Kingston

37209.0 Hyde Park town 13 9,261 1,557 8/30/2011 Dutchess Poughkeepsie38638.2 Jewett town 79 847 871 9/1/2011 Greene Catskill

39727.0 Kingston city 44 12,016 8,016 9/1/2011 Ulster Kingston

39738.0 Kingston town 46 587 602 9/1/2011 Ulster Kingston

40299.0 La Grange town 14 6,550 515 8/30/2011 Dutchess Poughkeepsie

42202.0 Lexington town 78 931 923 9/2/2011 Greene Catskill

42994.0 Lloyd town 49 4,947 2,528 9/2/2011 Ulster Newburgh

45458.0 Marbletown town 56 3,425 3,506 9/2/2011 Ulster Kingston

45722.0 Marlborough town 34 4,018 676 9/2/2011 Ulster Newburgh

46162.0 Maybrook village 38 1,285 47 Restored 8/29 Orange Newburgh

47207.0 Milan town 5 1,395 409 8/30/2011 Dutchess Poughkeepsie

47273.0 Millbrook village 19 969 998 8/30/2011 Dutchess Poughkeepsie

47361.0 Millerton village 2 603 305 8/30/2011 Dutchess Poughkeepsie

48153.2 Montgomery town 39 2,827 411 8/30/2011 Orange Newburgh

48142.0 Montgomery village 37 1,570 620 8/30/2011 Orange Newburgh

49781.0 Nelsonville village 92 318 314 8/30/2011 Putnam Fishkill

49847.2 Neversink town 61 1,343 1,340 9/2/2011 Sullivan Kingston

49935.0 New Baltimore town 82 1,675 1,588 9/2/2011 Greene Catskill

50562.0 New Paltz town 51 3,382 1,550 9/1/2011 Ulster Newburgh

50551.0 New Paltz village 50 2,124 752 9/2/2011 Ulster Newburgh

50848.0 New Windsor town 35 10,598 3,520 8/30/2011 Orange Newburgh

50034.0 Newburgh city 33 11,340 1,876 8/30/2011 Orange Newburgh

50045.0 Newburgh town 32 12,850 3,065 8/30/2011 Orange Newburgh

51891.0 North East town 3 1,260 422 8/30/2011 Dutchess Poughkeepsie

54749.0 Olive town 57 2,776 2,790 9/2/2011 Ulster Kingston

57584.0 Philipstown town 31 3,385 2,168 8/30/2011 8/30/2011 Putnam Fishkill

58156.0 Pine Plains town 4 1,471 235 8/30/2011 Dutchess Poughkeepsie

58552.0 Plattekill town 53 4,633 1,454 9/1/2011 Ulster Newburgh

58695.0 Pleasant Valley town 15 4,504 761 8/30/2011 Dutchess Poughkeepsie

59641.0 Poughkeepsie city 11 13,905 1,838 8/30/2011 Dutchess Poughkeepsie

59652.0 Poughkeepsie town 12 17,715 2,073 8/30/2011 Dutchess Poughkeepsie

60675.0 Ravena village 83 1,492 1,489 Restored 8/30 Albany Catskill

60928.0 Red Hook town 8 3,168 2,226 8/30/2011 Dutchess Poughkeepsie

60895.0 Red Hook village 7 1,058 473 8/30/2011 Dutchess Poughkeepsie

61181.0 Rensselaerville town 73 1,414 1,409 9/1/2011 Albany Catskill

61357.0 Rhinebeck town 10 2,461 689 8/30/2011 Dutchess Poughkeepsie61346.0 Rhinebeck village 9 1,735 72 8/30/2011 Dutchess Poughkeepsie

63011.0 Rochester town 58 4,200 4,198 9/2/2011 Ulster Kingston

63737.0 Rosendale town 55 3,131 3,152 9/2/2011 Ulster Kingston

65299.0 Saugerties town 65 7,857 6,728 9/1/2011 Ulster Kingston

65288.0 Saugerties village 64 2,191 1,439 9/1/2011 Ulster Kingston

66674.2 Shawangunk town 41 2,510 2,413 9/1/2011 Ulster Newburgh

70662.0 Stanford town 17 2,104 1,112 8/30/2011 Dutchess Poughkeepsie

73143.0 Tannersville village 76 630 619 Restored 8/31 Greene Catskill

74023.0 Tivoli village 6 607 606 8/30/2011 Dutchess Poughkeepsie

75935.0 Ulster town 45 6,254 3,054 9/1/2011 Ulster Kingston

76166.0 Union Vale town 20 2,076 586 8/30/2011 Dutchess Poughkeepsie

78157.0 Wappinger town 25 9,580 373 8/30/2011 Dutchess Fishkill

78168.1 Wappingers Falls village (Fishkill) 27 2,259 190 Restored 8/29 Dutchess Fishkill

78168.2 Wappingers Falls village (Poughkeepsie) 26 565 0 No outages Dutchess Poughkeepsie

78388.0 Washington town 18 1,876 1,080 8/30/2011 Dutchess Poughkeepsie

78828.0 Wawarsing town 60 4,573 4,771 9/1/2011 Ulster Kingston

79851.0 Westerlo town 74 1,740 1,733 9/1/2011 Albany Catskill

83052.0 Woodstock town 63 4,624 4,643 9/1/2011 Ulster Kingston27


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DRY ICE DISTRIBUTION - HURRICANE IRENE

Day Location Address Town/City Received Distributed Balan

Ulster 1055 Rt 32 Rosendale, NY 12401 40,000 14,000

Orange 426 S. Plank Rd Newburgh, NY 12550 8,000

Ulster 2001 Rt 9W Lake Katrne, NY 12449 16,000

Dutches Rt 9 Home Depot Poughkeepsie, NY 12601 2,000

40,000 40,000

Greene Cairo Office & Rec Center Cairo, NY 12413 22,500 2,000 2Ulster Village Hall Ellenville, NY 12428 3,000 3

Ulster Grace Community Evangelical Lake Katrne, NY 12449 8,000 3

Totals 22,500 13,000 9

Ulster Town of Rochester Picked up Accord, NY 12404 2,000

Ulster Town of Rosendale Picked up Rosendale, NY 12401 2,000

Ulster Town of Woodstock Pickup Woodstock, NY 12498 3,000

Ulster Ellenville Village Hall Ellenville, NY 12428 0

Ulster Napanoch Firehouse Napanoch, NY 12458 0

Ulster Grace Community Evangelical Lake Katrine, NY 12449 0

Totals 0 7,000 2

Ulster Rochester Community Center Accord, NY 12404 40,000 2,000

Ulster Marbletown Elementary Stone Ridge, NY 12484 20,300 4,000

Ulster Woodstock Community Center Woodstock, NY 12498 3,000

Ulster Napanoch Firehouse (Warwarsing) Napanoch, NY 12458 2,000

Greene Hunter Town Hall Tannersville, NY 12485 4,000Greene Town of Hunter Lanesville 4,000

Albany Tri-Village Fire Co. Preston Hallow, Rensselaerville, NY 12147 3,000

Greene Cairo Office & Rec Center Cairo, NY 12413 8,000

Ulster Cantine Sports Complex Saugerties, NY 12477 1,000

60,300 31,000 31

Ulster Rochester Community Center Accord, NY 12404 40,000 2,000

Ulster Rock City Rd Woodstock, NY 12498 6,000


Greene Greene County Office of Emergency Preparedness Cairo, NY 12413 0

Ulster Cantine Sports Complex Saugerties, NY 12477 600

40,000 10,600 61

Ulster (Rochester) Accord Fire Dept Accord, NY 12404 2,000


Greene Greene County Office of Emergency Preparedness Cairo, NY 12413

0 5,000 56

162,800 75,600 56

Totals

8/29/2011

8/30/2011

Totals

TOTAL DRY ICE RECEIVED/DISTRIBUTED/ NOT TAKEN

8/31/2011

9/1/2011

Totals

9/3/2011

9/2/2011

Totals


31/31

Appendix H Photographic Documentation

Please see CD of photographs submitted with this report.

central hudson storm report

Documents