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16 NYCRR Part 105 Compliance Filing

Report and Evaluation of Hurricane Irene and Tropical Storm Lee August 28 September 6, 2011

November 14, 2011

TABLE OF CONTENTS

INTRODUCTION OVERVIEW ADVANCE PLANNING SYSTEM RESTORATION Outage Graph CUSTOMER SUPPORT AND COMMUNICATIONS STORM CRITIQUE AND ACTION ITEMS System Restoration Customer Support and Communications Outage Management System Line Clearance Safety Outage Prevention CONCLUSION APPENDICES Appendix A NYMAG Call Dates/Times Appendix B Damage Assessment Personnel Appendix C Crew Staffing Summary Appendix D Call Center Staffing Appendix E Hourly Phone Data Appendix F ETRs by Township Appendix G Dry Ice Distribution Locations Appendix H Photographic Documentation

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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 wind storm 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 our 2011 Electric Emergency Plan (EEP). OVERVIEW Hurricane Irene began to have an impact on Central Hudson facilities beginning at approximately 1:00 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 were affected. The heavy rains and gusty winds persisted across all of our divisions throughout the morning, only beginning 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 of our 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 and bridges and uprooting many large, mature trees. NWS rainfall total maps for this event are shown below:

24 hrs ending Aug 28 8 a.m.

24 hrs ending Aug 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 the event peak of 117,523 customers. At that time, our Outage Management System (OMS) was predicting 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, many outage cases were restored prior to new outages being received. Therefore, the total number of cases 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 areas previously 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 locked open. Washouts and flooding made many of the roads in our service territory impassable, hampering our restoration efforts. Along with New York State, Ulster, Greene and Orange counties also declared states 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% of peak 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 restored service to all but just over 3,000 customers by midnight on Sunday, Sept. 4 when the second storm hit, 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 by our automated systems and outsource call center. We communicated with customers, municipal officials and the media throughout the event using several means to disseminate information. Customers affected and restoration time estimates were available through the StormCentral and StormCentral 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 public about the restoration progress. Twelve news releases were issued during the event, and daily conference calls were held with municipal leaders, emergency management agencies and elected officials. Central Hudson personnel were stationed at 5 county emergency management offices where they had network access to our corporate 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 of damage as well. Both the gas transmission and distribution systems were undermined and exposed and in need of immediate repair in numerous locations. In one location, the undermining caused a 10 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 and maintenance crews being unavailable for electric storm duties such as material delivery, dry ice distribution 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 also had to respond to both electric and gas emergencies during this event, which was an unprecedented occurrence. In the city of Poughkeepsie, over two hundred gas customers had to be individually locked off and then later unlocked, again utilizing resources that would typically have been utilized in the electric restoration effort.

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Overall, a workforce of over 1,150 personnel were mobilized during the event and service to all customers affected by the combined storms was restored by the morning of Sept. 7, with the exception of those customers who had not yet made repairs on their own equipment. ADVANCE PLANNING Both the National Weather Service (NWS) and other weather forecasters forecast the possibility that Hurricane Irene would affect our service territory well in advance. This allowed our company to take the 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 preparation activities were performed on a company wide basis, all operating divisions were prepared for a major storm event. In the Poughkeepsie district, Central Hudson participated in 3 meetings with emergency management officials, NYS bridge Authority officials, municipal officials, and law enforcement officials 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 without reinforcement repairs. Based on these concerns, Central Hudson proceeded to institute a plan to mitigate the potential damage that could be caused by a failure of the bridge and the resulting damage that may occur if the propane tanks at the Poughkeepsie propane air facility were compromised. Central Hudson took action to transfer propane from the above ground tanks at the facility to a set of below ground tanks at the same facility, and then proceed to flare off the remaining propane. The transfer proceeded until the underground tanks were full at which point we began to flare off the remaining propane. This activity continued until weather conditions made it unsafe to proceed. The Safety Director participated in the planning so that he could be aware of the safety briefings that would be required for the visiting crews. The Security Director obtained permission to utilize commercial vehicles on the Taconic Parkway. Central Hudson was in contact with PSC and Office of Emergency Management staff either via email, 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 personnel at 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 and social media outlets in advance of the event to issue similar information. Central Hudson personnel were assigned to monitor and report on the changing weather forecasts. 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, we determined the number of contract crews that would be available. The Engineering group was involved in the storm planning, and provided the status of the transmission 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 in order to provide extended coverage prior to and during the event. The Drafting Department produced and sorted additional paper circuit maps for distribution to the 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, the decision was made to staff both the Alternate Call Center, and the normal Call Center, to ensure that we had an alternate plan immediately available in the event that Hudson River Bridges 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 of the 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. Wherever possible, 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 as mutual aid crews and dry ice were difficult to secure prior to the storm. Central Hudson began requesting crews during NYMAG calls as soon as confidence was high that our area would be affected by 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 commitment for 30 crews from Westar Energy in the Topeka, Kansas area. By the end of the event we had also brought in crews directly from Oklahoma as well as crews from Florida, Canada, and New York that had 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 full impact of the storm was realized, many suppliers could not fulfill their orders. Thus, dry ice deliveries were scarce throughout all utilities affected by this event. As late as Sunday, Aug. 27, both the NWS and our contract weather service, Telvent, were predicting that the most damaging weather from the now Tropical Storm Irene would be from winds expected to gust up to 75 mph. These wind speeds were forecast primarily in our Newburgh and Fishkill divisions. During the last NWS briefing on Saturday, the NWS began to emphasize the possibility that torrential 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 did experience wind gusts after the storm passed which were estimated to be in excess of 60 mph. River and stream flooding, as well as hillside run-off, was realized in the areas where it was predicted, but to a much higher degree than expected. While these differences between forecast and actual conditions would not have affected our planning or preparation for this event, they did require us to shift resources at the outset of the storm. All preparation for this event was done in accordance with our EEP, and we believe our efforts were successful in preparing our personnel and supplies as well as could be expected for the resulting restoration 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 be performed until late in the afternoon when the torrential rains and storm force wind gusts had died down; conditions were unsafe prior to that time due to high winds and falling trees. Additional outage reports were received and the customer count climbed to the peak of 117,523 by 8 p.m. on Sunday. Our storm organization was mobilized by mid-afternoon on Sunday with all storm positions staffed except for the damage assessment forces who were scheduled to come in at 6 a.m. the following day. Sufficient daylight was not available after the weather cleared on Sunday to begin full-scale damage 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 included Incident Command, Call Center Operations, Logistics, Planning and Finance. Emergency crews worked throughout the day on Sunday responding to emergency calls wherever weather and road conditions permitted. Once the weather had cleared and it was safe to begin restoration, all remaining crews were brought in. Most of the day on Sunday was still dedicated to clearing roadways and responding to critical wire down reports. Full-scale restoration did not begin until 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 began with only Central Hudson line crews and contract line and line clearance crews that had been working in our area prior to the storm. The Westar Energy crews were available starting at 6:00 a.m. on Monday morning. By Monday morning, based on SCADA information, 12 transmission lines were out of service, resulting in the loss of power to 4 distribution substations. Resources were assigned to work on the lines that resulted in customer outages. Remaining line crews were assigned first to substation breaker lockouts 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 guide that was designated to work that circuit. Some patrollers became crew guides themselves, if they had proper qualifications and experience. A complete list of damage assessment personnel, by day during this event is found in Appendix B. The Westar Energy crews arrived at our headquarters on Sunday night, Aug. 28. By this time, it was clear 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. 29 at 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 lines and restore service. The crew complement included 108 Central Hudson line workers and 82 Central Hudson (normally scheduled contract) line clearance personnel. In addition, 46 loop (service) crew personnel were mobilized, for an overall total of 573 restoration personnel. Additional field employees 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 maximum advantage of daylight hours. Meals were provided to crews on-site via our meals on wheels program, and refueling of vehicles was done overnight, thus maximizing the field productivity during daylight hours. A small complement of line crews was kept in each district during the overnight hours to respond to emergencies. RESTORATION PROGRESS On the first full day of restoration, our crewing resources were primarily dedicated to responding to the remaining priority emergency calls and transmission line repairs. Crews were also assigned to distribution circuits where damage could be repaired quickly and a large number of customers restored. 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 at approximately 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 would restore critical customers, or to those where repairs would result in the largest number of customers being restored. This meant that much of our efforts focused on restoring outages that resulted in distribution 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, which was not restored until Sept. 2 due to road impassability. In many cases, however, this meant that only 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 all customers beyond that point. Nearly all outages had embedded damage meaning that only parts of each circuit were restored at a time. We reached the halfway point in our restoration effort by 4 p.m. on Tuesday, Aug. 30, having restored service to nearly 60,000 customers from the peak. By the end of the day on Wednesday, we had restored over 75% of the affected peak customers, with just over 30,000 still remaining without service.

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From this point forward, the restoration progress began to slow considerably as the remaining repairs required considerable work to restore fewer customers than at the start. Access to our facilities was a challenge throughout this event due flooding and washouts. In addition, copper wire theft became an 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 also created additional work for our logistics and procurement organizations. By Friday, Sept. 2 at 10 p.m., 90% of the peak customers affected had been restored. This meant that over 14,000 were still out of service, however, and the remaining repairs were again those where significant effort would be required 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 when the remnants of Tropical Storm Lee arrived. The heavy rains and wind from this storm caused new outages, driving the affected customers to a new peak of 15,506. These new outages were addressed along with the remaining Irene repairs, giving consideration to those customers who had been 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 departments for Central Hudson to shut off service to individual customers. These requests were handled immediately and the resulting restoration after these customers premises had been authorized for restoration 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 the event, to the point at which 99% of affected customers were restored. The overall restoration effort included 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 complete circuit sweeps had been performed to identify any remaining equipment damage that could present a risk for future outages such as overhanging broken limbs, damaged cutouts, etc. Despite record amounts of facility damage, the entire restoration was completed in just over 8 days from the time it was safe to begin repairs.

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CUSTOMER SUPPORT AND COMMUNICATIONS Following our emergency plan and lessons learned from prior events, Central Hudson made a concerted effort to communicate with the public and with individual customers to the best extent possible 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 direct visits 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 by customers 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 that coverage 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. Twentyfirst Century Communications (TFCC), our overflow call vendor, received 64,037 calls. Our CSRs received 51,850 calls, with the balance being handled by our internal IVR. Live agents, the automated systems, our outsource call center (CBCS National), and internet outage reporting tools combined 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 the possibility of a major storm and advising them to make arrangements for their special needs in the event of power outages. Critical and industrial customers, along with municipal leaders also received an 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 fulltime 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 and emergency contact numbers. If no contact was made, calls were attempted again throughout the day. In all, more than 1,000 calls were made to LSA customers over the course of this storm. All LSA customers received a manual call after their power was restored in order to check on their well being and 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 of Central Hudsons preparations for a major storm, steps residents should take to prepare, and safety information. 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 significant amount 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 away from downed wires. Email blasts with the same information as well as links to helpful websites were also sent to approximately 80,000 customers who have their email addresses registered in our system. A webpage devoted to Hurricane Irene was established on Friday, Aug. 26, and served as an information source for all news and media announcements, dry ice and bottled water distribution locations and times, shelter information, and links to safety tips featured on other sections of the website. The StormCentral outage map displayed current outage locations and the latest available Estimated 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 other pertinent 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 4,441 views of the mobile version of the site. There were also 226,183 views of the Report Outage/Get Restoration 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 sufficient access to information throughout the event. Seven daily municipal briefings were held beginning Saturday, Aug. 27 and lasting until Friday, Sept. 2. Central Hudson responded to 87 news media inquiries (16 of them prior to the storm), including more than 33 live radio interviews, and participated 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 Electric Corporation, James Laurito, held a joint press conference on Monday, August 29th. The following day several Central Hudson executives met with the county executive and Congressman Maurice Hinchey at Central Hudsons Lake Katrine office to update them on the progress of the restoration. State Assemblyman 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 storm dispatch center and some of the damage in Ulster County with the president of Central Hudson. They then joined the Director of Ulster County Emergency Management, Art Snider, and held a press conference 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 multiday 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 areas received the least amount of damage. Appendix F provides a list of the date when an ETR was available to each municipality within our service 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 of service. Thus the global ETR was met for this event. During the day on Sunday, Sept. 4, outbound calls were made to the majority of customers who were not expected to have their service restored by 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 our customers beginning on Aug. 29. Bottled water was also supplied because many of our customers have 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 to evaluate our response. A series of critique meetings was also held. The following areas were critiqued and action items developed: SYSTEM RESTORATION Our evaluation of the restoration process for this storm found that we followed our EEP and executed a safe and effective restoration. We also observed significant improvement in the restoration effort due to lessons learned from prior storms. Some examples include: prepackaging of materials for foreign 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 made are 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 position was 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 damage assessors became assigned as crew guides, or worked on the gas system repairs (their area of expertise). For this reason, detailed damage assessment on some of the more remote areas of our circuits took longer than expected.

Recommendation: identify additional company and/or contract resources that can be deployed 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 the Damage 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 restore that 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 into OMS and outage cases adjusted from their original predictions.

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

Logistics lodging and meals for this event was once again very challenging as we were competing with our customers for hotel rooms. We did make significant improvement in our lodging and meals process since the snowstorm in March 2010, particularly in the area of supplying meals to crews at the 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 or non-standard housing facilities such as colleges and ski resorts, which can be used, for lodging during major events.

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

Recommendation: attempt to locate dry ice suppliers that are not located along the East Coast 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 was an 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 efforts were well appreciated. The Call Center staffing was adequate and average wait times were reasonable throughout most of the event. Corporate Communications kept the public informed of our restoration progress using the website, press releases, Facebook and Twitter. Our Internet outage map was continually updated and 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 human services agencies and/or sent company personnel to provide assistance. Another practice of which Central Hudson is most proud is that when we received notification from our field crews that an outage case was restored, we then performed callbacks to each of the customers in that case that had reported no power to verify that their power was restored. For very large cases, e.g. substation breaker outages, these callbacks were done using our automated systems. However, any cases where callbacks could be done using live agents within a reasonable amount of time were being done manually. This way, when customers power is still off, agents could get additional information from the customer as to the possible cause neighbors off also, wire down pole 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 most information possible were outstanding during the Irene event. Two areas for improvement were identified: Manual Callbacks the current CIS transaction that is used by agents for callbacks does not have a feature to allow information given from the customer to be easily entered into the order. The person performing the callback had to use additional transactions to update the trouble report with additional information.

Recommendation: Add a Special Info field to the callback transaction, which would update the trouble 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 to the dispatchers was not done as frequently as we would have preferred. This was due to many factors, including the severity of the damage, location of repairs being in poor cell phone reception areas, and inexperience of some of our crew guides.

Recommendation: 1. Emphasize the need for crew guides and foremen to provide frequent restoration progress updates at future crew guide training classes. 2. Provide additional personnel to assist with field communication when needed. 3. Investigate mobile applications and/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 this magnitude, system problems are not unexpected. During Irene, OMS performed very well throughout the 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 nearly 1,400 outage cases on the system, the queries that build our internal reports and also the StormCentral outage map suddenly bogged down. As a result, the Internet outage map did not receive current data from OMS from approximately 3:00 to 9:00 p.m. The problem was resolved by iFactor, the supplier of the outage-mapping product. The fix for this issue is permanent (improved efficiency 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. This problem was tricky to solve as it was happening only intermittently. Programmers were eventually able to narrow the problem down to a batch job that resends orders when the initial storing of the records 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. Our internal support team was unable to find a cause and so GE was called in for assistance. It took GEs support team several hours to isolate the problem, which ended up being one bad trouble call record that was hanging up the entire processor. When that record was deleted, the processor began to process all of the backlogged calls. This caused difficulty for the operations group because some trouble calls that were already restored showed up back in the OMS system. District storm supervisors had to manually sort out the bona fide new 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 were stuck in the call processor. The data error that caused the call processor lock-up is not expected to recur, and we plan to enhance our call processor monitoring process to include notification when errors are generated in the processor.

Recommendations: 1. Create a process to monitor calls being sent from CIS to OMS and notify OMS support staff when errors are found. 2. Enhance the call processor monitor to provide 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 the most damage and compare these to the current line clearance schedule. Recommendations to accelerate the trimming schedule will be sent to the Director of Line Clearance.

Recommendation: Perform this study according to standard practice.

CHGE Storm Critique

14

SAFETY Our safety performance for this event was once again exemplary. No serious injuries were recorded and only one first aid treatment was necessary. The diligence of our foremen, crew guides and Safety 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 upon several variables, one of which is the effectiveness of the vegetation management program. In order to 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. This project will involve more detailed weather data collection and computer modeling to generate the correlations. Location specific weather data will be used to continually update the model. As the model matures, it is our intention to utilize the results to optimize the line clearance program and increase the systems resilience to hazardous weather conditions. CONCLUSION Forecasts for the Hurricane Irene event were sufficiently accurate as to allow us to plan well in advance for the impact of tropical storm force weather on our electric transmission and distribution system. Advance planning was carried out according to our 2011 Electric Emergency Plan and it helped prepare our field and office forces for the subsequent restoration effort. We saw noticeable improvement in many areas from recommendations implemented after the February 2010 snowstorm. The improvements we made to material stocking and pre-packaging practices, district communication lines, CIS and web-based outage reporting systems for phone number collection and check outage status options, equipment infrastructure in 911 centers, IVR options for recorded ice locations, OMS system upgrades/patches, and expanded employee training during the course of the year all contributed to improvement in restoration times and customer communication for this event. After performing a comprehensive review of our response to the devastation caused by this storm, we concluded 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 highly valuable in our efforts to restore power under difficult conditions and with resources constrained by the 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 to all of our customers following major storm events. We will continue to look for process improvements and new technologies to further streamline and improve our response to future storms.

CHGE Storm Critique

15

Appendix A Mutual Aid Conference Calls

Central Hudson participated in the following mutual assistance conference calls: Date/Time 8/25/11 11:00 8/26/11 08:00 8/27/11 12:00 8/28/11 11:30 8/28/11 18:00 8/29/11 11:30 8/29/11 17:00 8/30/11 11:30 8/30/11 17:00 8/31/11 11:30 8/31/11 17:00 9/1/11 11:30 9/1/11 17:00 9/2/11 11:30 9/2/11 17:00 9/3/11 11:30 9/3/11 17:00 MutualAssistanceGroup New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group New York Mutual Assistance Group

16

Appendix B

Hurricane Irene Damage Assessment Personnel Summary Damage Assessment Coordinators 30-Aug 31-Aug 1-Sep 2-Sep 3 3 2 3 2 3 5 4 2 1 0 0 2 2 2 0 0 0 0 0 9 9 9 7

Kingston Catskill Poughkeepsie Newburgh Fishkill Total

29-Aug 3 0 2 2 2 9

3-Sep 3 0 0 0 0 3

4-Sep 3 0 0 0 0 3

5-Sep 3 0 0 0 0 3

Kingston Catskill Poughkeepsie Newburgh Fishkill Total

29-Aug 12 0 14 12 10 48

Damage Assessment Patrollers 30-Aug 31-Aug 1-Sep 2-Sep 22 26 30 32 14 24 20 20 16 4 0 0 10 4 2 0 0 0 0 0 62 58 52 52

3-Sep 37 0 0 0 0 37

4-Sep 34 0 0 0 0 34

5-Sep 28 0 0 0 0 28

Kingston Catskill Poughkeepsie Newburgh Fishkill Total

29-Aug 15 0 16 14 12 57

Total Damage Assessment Personnel 30-Aug 31-Aug 1-Sep 2-Sep 25 29 32 35 16 27 25 24 18 5 0 0 12 6 4 0 0 0 0 0 71 67 61 59

3-Sep 40 0 0 0 0 40

4-Sep 37 0 0 0 0 37

5-Sep 31 0 0 0 0 31

17

Crew Staffing Summary

Appendix C

08/31/11 7AM SYSTEM Line (FTE's) Central Hudson JBL Thirau(PowerTel) Calvary Construction Fishel D&D Power Westar Total Line FTE Line Clearance Crews Lewis Asplundh Dietz Red Cedar FTEs Lewis Asplundh Bill Dietz Red Cedar Total Line Clearance Crews Loop (Service) Crews Central Hudson 111 8 17 0 0 0 100 236 48 6 2 0 106 22 4 0 56 23

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

09/2/11 12PM

09/2/11 7PM

09/3/11 7AM

09/3/11 3PM

09/4/11 7AM

09/4/11 3PM

09/5/11 7AM

09/5/11 3PM

09/6/11 7AM

110 8 19 0 0 0 83 220 47 6 2 1 106 22 4 2 56 20

110 8 19 0 0 0 83 220 47 6 2 1 106 22 4 2 56 20

110 8 34 0 0 0 83 235 70 6 2 1 158 22 4 2 79 20

110 8 34 0 50 0 83 285 70 6 2 1 158 22 4 2 79 15

108 8 35 0 59 0 69 279 72 6 2 1 158 22 4 2 81 13

108 8 35 16 59 0 69 295 72 6 2 1 158 22 4 2 81 13

108 8 35 16 59 0 69 295 72 6 2 1 158 22 4 2 81 13

108 8 35 16 59 0 69 295 72 6 2 1 158 22 4 2 81 13

108 8 44 16 59 0 79 314 72 6 2 1 158 22 4 2 81 9

108 8 44 16 59 27 79 341 72 6 2 1 158 22 4 2 81 9

108 8 44 16 59 27 69 331 60 6 2 1 134 22 4 2 69 9

108 8 44 0 59 27 69 315 60 6 2 1 134 22 4 2 69 9

108 8 44 0 59 27 69 315 60 6 2 1 134 22 4 2 69 9

108 8 44 0 59 27 58 304 60 6 2 1 134 22 4 2 69 9

108 8 44 0 59 27 58 304 60 6 2 1 134 22 4 2 69 9

KINGSTON Line (FTE's) Central Hudson JBL Thirau(PowerTel) Calvary Construction Fishel D&D Power Westar Total Line FTE Line Clearance Crews Lewis Asplundh Dietz Red Cedar FTEs Lewis Asplundh Dietz Red Cedar Total Line Clearance Crews Loop (Service) Crews Central Hudson 26 0 8 0 0 0 60 94 20 3 2 46 8 0 0 0 0 60 114 25 3 2 1 50 12 4 2 30 6 46 8 0 0 0 0 60 114 25 3 2 1 50 12 4 2 30 6 46 8 15 0 0 0 60 129 48 3 2 1 102 12 4 2 53 6 46 8 15 0 50 0 60 179 48 3 2 1 102 12 4 2 54 6 46 8 15 0 59 0 58 186 48 3 2 1 102 12 4 2 54 6 46 8 15 16 59 0 58 202 48 3 2 1 102 12 4 2 54 6 46 8 15 16 59 0 58 202 48 3 2 1 102 12 4 2 54 6 46 8 15 16 59 0 58 202 48 3 2 1 102 12 4 2 54 6 55 8 44 16 59 0 58 240 64 3 2 1 142 12 4 2 70 9 67 8 44 16 59 27 58 279 64 3 2 1 142 12 4 2 70 9 77 8 44 16 59 27 58 289 52 3 2 1 118 12 4 2 58 9 69 8 44 0 59 27 58 265 52 3 2 1 118 12 4 2 58 9 69 8 44 0 59 27 58 265 52 3 2 1 118 12 4 2 58 9 69 8 44 0 59 27 58 265 52 3 2 1 118 12 4 2 58 9 69 8 44 0 59 27 58 265 52 3 2 1 118 12 4 2 58 9

40 12 4 25 6

18

Crew Staffing Summary

Appendix C

08/31/11 7AM CATSKILL Line (FTE's) Central Hudson JBL Thirau(PowerTel) Calvary Construction Fishel D&D Power Westar Total Line FTE Line Clearance Crews Lewis Asplundh Dietz Red Cedar FTEs Lewis Asplundh Dietz Red Cedar Total Line Clearance Crews Loop (Service) Crews Central Hudson 20 0 0 0 0 0 0 20 11 3 0 0 31 10 0 0 14 3

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

09/2/11 12PM

09/2/11 7PM

09/3/11 7AM

09/3/11 3PM

09/4/11 7AM

09/4/11 3PM

09/5/11 7AM

09/5/11 3PM

09/6/11 7AM

29 0 19 0 0 0 0 48 13 3 0 0 34 10 0 0 16 5

29 0 19 0 0 0 0 48 13 3 0 0 34 10 0 0 16 5

29 0 19 0 0 0 0 48 13 3 0 0 34 10 0 0 16 5

29 0 19 0 0 0 0 48 13 3 0 0 34 10 0 0 16 5

39 0 20 0 0 0 0 59 15 3 0 0 38 10 0 0 18 5

39 0 20 0 0 0 0 59 15 3 0 0 38 10 0 0 18 5

39 0 20 0 0 0 0 59 15 3 0 0 38 10 0 0 18 5

39 0 20 0 0 0 0 59 15 3 0 0 38 10 0 0 18 5

20 0 0 0 0 0 0 20 3 3 0 0 6 10 0 0 6 0

8 0 0 0 0 0 0 8 3 3 0 0 6 10 0 0 6 0

8 0 0 0 0 0 0 8 3 3 0 0 6 10 0 0 6 0

8 0 0 0 0 0 0 8 3 3 0 0 6 10 0 0 6 0

8 0 0 0 0 0 0 8 3 3 0 0 6 10 0 0 6 0

8 0 0 0 0 0 0 8 3 3 0 0 6 10 0 0 6 0

8 0 0 0 0 0 0 8 3 3 0 0 6 10 0 0 6 0

NEWBURGH Line (FTE's) Central Hudson JBL Thirau(PowerTel) Calvary Construction Fishel D&D Power Westar Total Line FTE Line Clearance (crews) Lewis Asplundh Dietz Red Cedar FTEs Lewis Asplundh Dietz Red Cedar Total Line Clearance Crews Loop (Service) Crews Central Hudson 23 8 9 0 0 0 0 40 7 0 0 0 14 0 0 0 7 7 23 0 0 0 0 0 0 23 7 0 0 0 14 0 0 0 7 7 23 0 0 0 0 0 0 23 7 0 0 0 14 0 0 0 7 7 23 0 0 0 0 0 0 23 7 0 0 0 14 0 0 0 7 7 23 0 0 0 0 0 0 23 7 0 0 0 14 0 0 0 7 2 11 0 0 0 0 0 0 11 7 0 0 0 14 0 0 0 7 2 11 0 0 0 0 0 0 11 7 0 0 0 14 0 0 0 7 2 11 0 0 0 0 0 0 11 7 0 0 0 14 0 0 0 7 2 11 0 0 0 0 0 0 11 7 0 0 0 14 0 0 0 7 2 21 0 0 0 0 0 0 21 3 0 0 0 6 0 0 0 3 0 21 0 0 0 0 0 0 21 3 0 0 0 6 0 0 0 3 0 11 0 0 0 0 0 0 11 3 0 0 0 6 0 0 0 3 0 11 0 0 0 0 0 0 11 3 0 0 0 6 0 0 0 3 0 11 0 0 0 0 0 0 11 3 0 0 0 6 0 0 0 3 0 11 0 0 0 0 0 0 11 3 0 0 0 6 0 0 0 3 0 11 0 0 0 0 0 0 11 3 0 0 0 6 0 0 0 3 0

19

Crew Staffing Summary

Appendix C

08/31/11 7AM POUGHKEEPSIE Line (FTE's) Central Hudson JBL Thirau(PowerTel) Calvary Construction Fishel D&D Power Westar Total Line FTE Line Clearance (crews) Lewis Asplundh Bill Dietz Red Cedar FTEs Lewis Asplundh Bill Dietz Red Cedar Total Line Clearance Crews Loop (Service) Crews Central Hudson 30 0 0 0 0 0 0 30 7 0 0 0 15 0 0 0 7 2

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

09/2/11 12PM

09/2/11 7PM

09/3/11 7AM

09/3/11 3PM

09/4/11 7AM

09/4/11 3PM

09/5/11 7AM

09/5/11 3PM

09/6/11 7AM

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 2

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 2

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 2

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 2

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

14 0 0 0 0 0 0 14 1 0 0 0 2 0 0 0 1 0

14 0 0 0 0 0 0 14 1 0 0 0 2 0 0 0 1 0

14 0 0 0 0 0 0 14 1 0 0 0 2 0 0 0 1 0

14 0 0 0 0 0 0 14 1 0 0 0 2 0 0 0 1 0

FISHKILL Line (FTE's) Central Hudson JBL Thirau(PowerTel) Calvary Construction Fishel D&D Power Westar Total Line FTE Line Clearance (crews) Lewis Asplundh Dietz Red Cedar FTEs Lewis Asplundh Dietz Red Cedar Total Line Clearance Crews Loop (Service) Crews Central Hudson 12 0 0 0 0 0 0 12 3 0 0 0 6 0 0 0 3 5 6 0 0 0 0 0 0 6 1 0 0 0 6 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 6 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 6 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 6 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0 6 0 0 0 0 0 0 6 1 0 0 0 2 0 0 0 1 0

20

Appendix D

Storm Staffing - Call Center August 28 - September 5, 2011 Date 12am - 6am 28-Aug 13 29-Aug 12 30-Aug 11 31-Aug 10 1-Sep 10 2-Sep 10 3-Sep 7 4-Sep 7 5-Sep 8 6-Sep 4 6am - 8am 32 36 30 31 31 31 16 12 18 12 8am - 12pm 32 67 67 80 90 87 39 33 22 67 12pm - 4pm 30 73 76 84 92 90 40 34 26 73 4pm - 6pm 30 73 84 92 87 86 27 21 20 73 6pm - 8pm 30 55 42 57 50 50 22 21 17 50 8pm - 10pm 20 30 28 26 14 14 19 21 12 12 10pm 12 Mid 16 14 12 12 12 12 17 15 10 10

21

Appendix E Central Hudson Phone Data - HURRICANE IRENE


Date Time Received Answered 8/28/2011 00:00 19 19 01:00 24 22 02:00 22 20 03:00 32 26 04:00 93 47 05:00 111 43 06:00 187 128 07:00 459 335 08:00 780 276 09:00 742 187 10:00 600 176 11:00 631 201 12:00 515 116 13:00 832 218 14:00 831 200 15:00 834 253 16:00 897 330 17:00 689 175 18:00 695 216 19:00 712 188 20:00 865 309 21:00 842 266 22:00 771 362 23:00 431 276 Total 12614 4389 8/29/2011 00:00 188 119 01:00 135 72 02:00 117 81 03:00 95 74 04:00 180 118 05:00 327 191 06:00 848 447 07:00 863 312 08:00 412 363 09:00 432 354 10:00 833 594 11:00 868 647 12:00 849 622 13:00 905 667 14:00 846 652 15:00 787 634 16:00 635 584 17:00 602 540 18:00 552 425 19:00 523 419 20:00 314 107 21:00 241 132 22:00 169 87 23:00 94 70 Total 11815 8311 21st Century Data CSR Phone Data IVR Service Abandon Avg Wait Report Gas NonTotal Time (H:M:S)Outage Odor Emergency Total Calls Abandoned Level Rate 0 100.0 0.0 00:09:33 1 1 2 91.7 8.3 00:07:40 1 1 0 100.0 0.0 00:08:16 1 1 5 80.6 15.6 00:05:52 1 1 28 33.3 30.1 00:04:44 1 1 54 26.8 48.6 00:07:18 67 1 74 69 46.7 36.9 00:03:09 722 7 111 840 95 79.8 20.7 00:00:40 1827 33 292 2152 475 57.4 60.9 00:00:54 1531 15 310 1856 534 62.6 72.0 00:01:04 1268 17 318 1603 409 71.3 68.2 00:00:46 1207 16 419 1642 395 72.3 62.6 00:00:41 1670 40 420 2130 385 52.3 74.8 00:02:02 2220 28 540 2788 597 54.8 71.8 00:01:18 2262 34 586 2882 599 51.4 72.1 00:01:28 2251 30 572 2853 547 47.2 65.6 00:01:26 2075 27 680 2782 539 53.5 60.1 00:00:58 2216 21 683 2920 481 47.1 69.8 00:02:12 2226 34 599 2859 488 43.0 70.2 00:02:13 2410 42 659 3111 508 45.0 71.3 00:02:11 2065 40 523 2628 530 44.3 61.3 00:01:08 1343 26 345 1714 544 45.8 64.6 00:01:09 265 5 57 327 393 60.5 51.0 00:00:50 1 1 137 99.5 31.8 00:00:30 7115 35167 58297 7814 58.6 61.9 00:01:26 27631 415 1 1 64 100 34.0 00:01:01 1 1 61 99.2 45.2 00:01:25 1 1 32 100 27.4 00:01:37 1 1 21 100 22.1 00:01:56 1 1 45 100 25.0 00:01:03 1 1 111 98.7 33.9 00:00:37 390 7 94 491 366 76.6 43.2 00:00:31 1227 30 371 1628 506 50.7 58.6 00:00:53 1692 22 676 2390 31 85 7.5 00:00:41 1367 26 645 2038 57 71.8 13.2 00:00:50 1020 24 543 1587 211 99 25.3 00:00:20 869 20 434 1323 195 98.2 22.5 00:00:19 887 19 503 1409 198 93.9 23.3 00:00:23 808 15 415 1238 217 98.3 24.0 00:00:20 749 13 370 1132 174 95.9 20.6 00:00:22 763 7 388 1158 129 98.7 16.4 00:00:21 773 14 381 1168 15 99.3 2.4 00:00:23 527 5 244 776 25 83.9 4.2 00:00:35 324 4 136 464 108 46.5 19.6 00:01:05 83 2 38 123 69 58.6 13.2 00:00:51 265 3 97 365 166 25.6 52.9 00:07:10 8 2 10 108 39.2 44.8 00:03:23 1 1 64 45.7 37.9 00:01:59 1 1 15 94.1 16.0 00:02:03 5337 17308 40900 2988 85.3 25.3 00:00:51 11760 211

22

Central Hudson Phone Data - HURRICANE IRENE


Date Time Received Answered 8/30/2011 00:00 46 39 01:00 33 22 02:00 12 10 03:00 16 13 04:00 18 16 05:00 49 40 06:00 211 161 07:00 451 247 08:00 273 230 09:00 269 203 10:00 564 462 11:00 572 459 12:00 560 375 13:00 661 450 14:00 704 519 15:00 570 458 16:00 515 476 17:00 453 427 18:00 323 304 19:00 277 256 20:00 223 193 21:00 154 137 22:00 89 66 23:00 55 47 Total 7098 5610 8/31/2011 00:00 22 20 01:00 6 6 02:00 9 9 03:00 1 1 04:00 7 7 05:00 24 23 06:00 86 74 07:00 234 190 08:00 313 271 09:00 251 174 10:00 273 241 11:00 273 241 12:00 261 229 13:00 220 167 14:00 268 225 15:00 385 290 16:00 383 315 17:00 305 250 18:00 211 202 19:00 129 115 20:00 164 153 21:00 126 116 22:00 93 71 23:00 43 39 Total 4087 3429 21st Century Data CSR Phone Data IVR Service Abandon Avg Wait Report Gas NonTotal Time (H:M:S)Outage Odor Emergency Total Calls Abandoned Level Rate 1 1 4 100 8.7 00:03:57 1 1 3 100 9.1 00:06:15 1 1 0 100 0.0 00:15:03 1 1 1 100 6.3 00:12:02 1 1 0 100 0.0 00:10:02 1 1 4 100 8.2 00:03:43 3 3 23 92.4 10.9 00:01:03 108 2 42 152 160 31.4 35.5 00:01:36 541 13 357 911 47 6.5 17.2 00:03:31 799 15 500 1314 38 5.8 14.1 00:03:55 508 8 386 902 88 54.4 15.6 00:01:04 376 5 305 686 96 41.1 16.8 00:01:00 460 7 324 791 145 23.8 25.9 00:01:41 362 6 289 657 213 35.6 32.2 00:01:18 296 7 232 535 159 88.9 22.6 00:00:28 262 2 210 474 91 57.9 16.0 00:00:50 259 6 198 463 10 99.8 1.9 00:00:28 66 0 57 123 8 92.2 1.8 00:00:35 11 0 5 16 9 95.2 2.8 00:00:43 1 1 12 100 4.3 00:00:46 1 1 17 77.6 7.6 00:01:06 1 1 7 96.5 4.5 00:01:16 1 1 17 34.9 19.1 00:04:38 1 1 1 97.9 1.8 00:03:35 4062 71 2905 7038 23370 1153 63.7 16.2 00:01:22 1 1 1 100 4.5 00:08:13 1 1 0 100 0.0 00:30:02 1 1 0 100 0.0 00:20:02 1 1 0 100 0.0 03:00:01 1 1 0 100 0.0 00:25:46 1 1 1 100 4.2 00:07:34 1 1 4 100 4.7 00:02:09 2 1 3 27 85.3 11.5 00:00:59 134 1 100 235 34 54.8 10.9 00:01:22 212 4 268 484 50 21 19.9 00:03:29 111 2 166 279 23 39.4 8.4 00:02:11 90 2 124 216 8 73.9 2.9 00:01:10 34 2 57 93 17 46.7 6.5 00:01:27 26 0 36 62 30 75.6 13.6 00:01:17 14 1 25 40 26 99.6 9.7 00:00:46 50 1 60 111 63 71.4 16.4 00:00:58 48 1 62 111 47 28.7 12.3 00:01:35 25 25 50 36 30.1 11.8 00:02:39 1 1 7 92.3 3.3 00:01:02 1 1 2 100 1.6 00:01:33 1 1 1 99.4 0.6 00:01:09 1 1 3 99.2 2.4 00:01:32 1 1 16 46 17.2 00:03:06 1 1 3 90.5 7.0 00:04:20 759 14 924 1697 14813 399 64.9 9.8 00:01:50

23

Central Hudson Phone Data - HURRICANE IRENE


Date Time Received Answered 9/1/2011 00:00 18 16 01:00 8 7 02:00 10 9 03:00 4 4 04:00 6 4 05:00 15 15 06:00 77 72 07:00 189 166 08:00 502 337 09:00 442 246 10:00 493 398 11:00 417 300 12:00 441 304 13:00 405 292 14:00 400 322 15:00 421 327 16:00 319 300 17:00 262 237 18:00 165 157 19:00 96 90 20:00 79 66 21:00 49 42 22:00 43 35 23:00 21 18 Total 4882 3764 9/2/2011 00:00 8 8 01:00 2 2 02:00 1 0 03:00 2 2 04:00 1 1 05:00 6 4 06:00 36 32 07:00 104 97 08:00 357 268 09:00 403 257 10:00 406 346 11:00 356 247 12:00 346 249 13:00 345 199 14:00 376 262 15:00 318 228 16:00 290 274 17:00 211 183 18:00 122 111 19:00 74 68 20:00 55 50 21:00 50 35 22:00 29 28 23:00 9 9 Total 3907 2960 21st Century Data CSR Phone Data IVR Service Abandon Avg Wait Report Gas NonTotal Time (H:M:S)Outage Odor Emergency Total Calls Abandoned Level Rate 1 1 0 100 0.0 00:10:38 1 1 0 100 0.0 00:16:56 1 1 0 100 0.0 00:22:33 1 1 0 100 0.0 00:45:03 1 1 1 100 16.7 00:30:02 1 1 0 100 0.0 00:12:03 1 1 2 98.6 2.6 00:02:28 1 1 13 84.9 6.9 00:01:11 39 1 55 95 151 36.3 30.1 00:01:26 186 253 439 169 18.8 38.2 00:03:48 62 1 103 166 101 56.1 20.5 00:01:03 52 1 100 153 100 28.8 24.0 00:01:53 18 1 44 63 98 28.4 22.2 00:01:47 39 1 69 109 117 33 28.9 00:03:18 9 20 29 58 64.7 14.5 00:00:57 26 70 96 74 15.5 17.6 00:02:10 10 15 25 14 47.1 4.4 00:01:30 3 1 4 14 55 5.3 00:01:31 1 1 2 99.4 1.2 00:01:13 1 1 1 100 1.0 00:02:03 1 1 9 86.7 11.4 00:02:34 1 1 4 89.1 8.2 00:03:59 1 1 2 83.8 4.7 00:04:38 1 1 0 100 0.0 00:09:30 930 49.0 19.0 00:02:09 458 5 730 1193 14658 0 100 0.0 00:22:31 1 1 0 100 0.0 00:45:04 1 1 0 0 0.0 02:15:04 1 1 0 100 0.0 02:15:03 1 1 0 100 0.0 03:00:01 1 1 1 100 16.7 00:30:06 1 1 2 91.2 5.6 00:06:44 1 1 3 100 2.9 00:01:49 1 1 63 68 17.6 00:01:15 3 1 8 12 129 16.1 32.0 00:03:58 63 3 135 201 81 24.8 20.0 00:02:15 33 2 89 124 70 32.8 19.7 00:02:45 19 1 41 61 94 9.3 27.2 00:04:12 21 2 45 68 123 16.1 35.7 00:05:22 42 3 81 126 96 14.2 25.5 00:03:02 4 19 23 77 6.9 24.2 00:04:38 26 1 39 76 18 45.2 6.2 00:01:52 2 3 5 23 24.3 10.9 00:03:12 1 1 3 97.4 2.5 00:01:40 1 1 2 100 2.7 00:02:40 1 1 4 85.2 7.3 00:03:31 1 1 3 93.5 6.0 00:03:50 1 1 0 100 0.0 00:06:14 1 1 0 100 0.0 00:20:03 1 1 792 37.3 20.3 00:03:26 228 13 460 711 11206

24

Central Hudson Phone Data - HURRICANE IRENE


Date Time Received Answered 9/3/2011 00:00 7 7 01:00 3 3 02:00 6 6 04:00 4 4 05:00 6 5 06:00 20 20 07:00 63 55 08:00 162 130 09:00 214 161 10:00 242 173 11:00 292 241 12:00 165 137 13:00 135 117 14:00 116 100 15:00 113 97 16:00 109 66 17:00 87 41 18:00 139 69 19:00 111 63 20:00 67 49 21:00 92 60 22:00 50 33 23:00 27 14 Total 2230 1651 9/4/2011 00:00 7 5 01:00 2 1 02:00 2 2 03:00 1 1 04:00 1 1 05:00 3 1 06:00 15 12 07:00 49 39 08:00 55 50 09:00 67 64 10:00 70 65 11:00 60 59 12:00 78 76 13:00 108 104 14:00 67 65 15:00 65 37 16:00 60 70 17:00 59 54 18:00 44 44 19:00 35 33 20:00 28 26 21:00 14 12 22:00 8 7 23:00 6 5 Total 904 833 21st Century Data CSR Phone Data IVR Service Abandon Avg Wait Report Gas NonTotal Time (H:M:S)Outage Odor Emergency Total Calls Abandoned Level Rate 0 100 0.0 00:19:20 1 1 0 100 0.0 00:45:01 1 1 0 100 0.0 00:45:02 2 2 0 100 0.0 01:30:01 1 1 0 100 0.0 00:36:01 1 1 0 100 0.0 00:09:05 1 1 5 96.7 7.9 00:03:01 1 1 29 81.1 17.9 00:01:24 1 2 3 45 39.8 21.0 00:01:57 1 1 35 67.3 14.5 00:01:30 54 1 25 80 67 60.7 22.9 00:01:32 30 13 43 25 99.4 15.2 00:01:14 1 1 14 100 10.4 00:01:24 1 1 12 87.5 10.3 00:01:42 1 1 13 93.6 11.5 00:01:41 1 1 33 47.5 30.3 00:02:49 1 1 50 25.3 57.5 00:06:38 1 1 68 48.9 48.9 00:02:51 1 1 2 46 67.9 41.4 00:02:18 1 1 17 92.4 25.4 00:02:54 1 1 29 85.4 31.5 00:02:10 1 1 16 95.9 32.0 00:03:43 1 1 12 100 44.4 00:06:45 1 1 516 74.0 23.1 00:02:41 106 1 41 148 6328 2 100 28.6 00:25:46 1 1 1 100 50.0 01:30:03 1 1 0 100 0.0 01:30:11 1 1 0 100 0.0 03:00:11 1 1 0 100 0.0 03:00:14 1 1 2 100 66.7 01:00:06 1 1 3 100 20.0 00:12:06 1 1 6 100 12.2 00:03:49 1 1 5 94.5 9.1 00:03:24 1 1 1 98.5 1.5 00:02:46 1 1 3 89.7 4.3 00:02:44 1 1 0 100 0.0 00:03:07 1 1 0 100 0.0 00:02:22 1 1 0 99 0.0 00:01:46 1 1 0 100 0.0 00:02:44 1 2 3 8 86.7 12.3 00:06:55 1 1 5 65.3 8.3 00:03:53 1 1 2 92.9 3.4 00:03:09 1 1 0 95.5 0.0 00:04:18 1 1 0 100 0.0 00:05:22 1 1 0 100 0.0 00:06:32 1 1 0 100 0.0 00:12:59 1 1 2 100 25.0 00:20:08 1 1 1 83.3 16.7 00:30:25 1 1 41 94.3 4.5 00:05:14 24 0 2 26 3128

25

Central Hudson Phone Data - HURRICANE IRENE


Date Time Received Answered 9/5/2011 00:00 8 7 01:00 29 26 02:00 111 84 03:00 117 97 04:00 51 45 05:00 60 50 06:00 209 131 07:00 284 112 08:00 464 269 09:00 410 214 10:00 238 158 11:00 113 86 12:00 398 196 13:00 354 176 14:00 287 178 15:00 210 125 16:00 151 103 17:00 226 122 18:00 194 118 19:00 102 58 20:00 146 111 21:00 92 60 22:00 40 30 23:00 19 15 Total 4313 2571 Overall Total 51850 33518 21st Century Data CSR Phone Data Service Abandon Avg Wait Report Gas NonTime (H:M:S)Outage Odor Emergency Total Abandoned Level Rate 0 100 0.0 00:22:49 1 1 0 96.2 0.0 00:06:35 1 1 22 27.4 19.8 00:03:17 1 1 12 37.6 10.3 00:03:20 1 1 5 88 9.8 00:03:52 1 1 4 98.1 6.7 00:03:10 1 1 45 42.6 21.5 00:02:32 55 13 68 145 24.5 51.1 00:06:39 421 4 94 519 227 44.6 48.9 00:01:34 57 11 68 178 60.7 43.4 00:01:02 1 1 82 81.3 34.5 00:01:05 1 1 26 100 23.0 00:01:42 1 1 197 60.8 49.5 00:01:07 59 12 71 165 76.5 46.6 00:00:58 3 1 4 112 76.6 39.0 00:01:03 1 1 80 87.8 38.1 00:01:05 1 1 45 87.2 29.8 00:01:25 1 1 93 64.2 41.2 00:01:19 1 1 79 77.2 40.7 00:01:16 1 1 43 78.2 42.2 00:02:19 1 1 29 86.4 19.9 00:01:30 1 1 28 92 30.4 00:02:06 1 1 8 97.4 20.0 00:04:41 1 1 3 88.9 15.8 00:09:37 1 1 1628 67.1 37.7 00:01:59 614 4 131 749 16261 56.8 31.4 45642 734 17645 64037 IVR Total Calls

12971 185671

26

ETR by Township
GEO AREA ID GEO AREA NAME UTILITY CODE NUMBER OF CUSTOMERS SERVED PEAK NUMBER OF CUSTOMERS AFFECTED DATE ETR PROVIDED DATE ETR REVISED COUNTY

Appendix F
OPERATING DISTRICT

02099.0 02913.0 02902.0 05100.0 11649.0 13013.0 13002.0 16408.0 16694.2 16936.0 18300.0 18333.0 18729.0 18718.0 20247.0 21204.0 21996.0 23965.0 24691.0 25978.0 25967.0 28068.2 28255.0 30620.0 31907.0 36178.0 36167.0 37143.0 37209.0 38638.2 39727.0 39738.0 40299.0 42202.0 42994.0 45458.0 45722.0 46162.0 47207.0 47273.0 47361.0 48153.2 48142.0 49781.0 49847.2 49935.0 50562.0 50551.0 50848.0 50034.0 50045.0 51891.0 54749.0 57584.0 58156.0 58552.0 58695.0 59641.0 59652.0 60675.0 60928.0 60895.0 61181.0 61357.0 61346.0 63011.0 63737.0 65299.0 65288.0 66674.2 70662.0 73143.0 74023.0 75935.0 76166.0 78157.0 78168.1 78168.2 78388.0 78828.0 79851.0 83052.0

Ancram town Athens town Athens village Beacon city Cairo town Catskill town Catskill village Clinton town Coeymans town Cold Spring village Cornwall town Cornwall-on-Hudson village Coxsackie town Coxsackie village Denning town Durham town East Fishkill town Ellenville village Esopus town Fishkill town Fishkill village Gallatin town Gardiner town Greenville town Hamptonburgh town Hunter town Hunter village Hurley town Hyde Park town Jewett town Kingston city Kingston town La Grange town Lexington town Lloyd town Marbletown town Marlborough town Maybrook village Milan town Millbrook village Millerton village Montgomery town Montgomery village Nelsonville village Neversink town New Baltimore town New Paltz town New Paltz village New Windsor town Newburgh city Newburgh town North East town Olive town Philipstown town Pine Plains town Plattekill town Pleasant Valley town Poughkeepsie city Poughkeepsie town Ravena village Red Hook town Red Hook village Rensselaerville town Rhinebeck town Rhinebeck village Rochester town Rosendale town Saugerties town Saugerties village Shawangunk town Stanford town Tannersville village Tivoli village Ulster town Union Vale town Wappinger town Wappingers Falls village (Fishkill) Wappingers Falls village (Poughkeepsie) Washington town Wawarsing town Westerlo town Woodstock town

90 69 68 22 70 67 66 16 84 30 43 42 81 80 62 71 29 59 48 24 23 1 52 72 36 77 75 47 13 79 44 46 14 78 49 56 34 38 5 19 2 39 37 92 61 82 51 50 35 33 32 3 57 31 4 53 15 11 12 83 8 7 73 10 9 58 55 65 64 41 17 76 6 45 20 25 27 26 18 60 74 63

1,101 1,386 983 5,823 4,032 4,451 2,454 2,077 1,570 1,223 4,336 1,429 1,905 1,482 531 1,990 10,965 2,141 4,369 8,260 1,612 415 2,794 2,130 1,997 2,100 735 3,266 9,261 847 12,016 587 6,550 931 4,947 3,425 4,018 1,285 1,395 969 603 2,827 1,570 318 1,343 1,675 3,382 2,124 10,598 11,340 12,850 1,260 2,776 3,385 1,471 4,633 4,504 13,905 17,715 1,492 3,168 1,058 1,414 2,461 1,735 4,200 3,131 7,857 2,191 2,510 2,104 630 607 6,254 2,076 9,580 2,259 565 1,876 4,573 1,740 4,624

467 294 76 1,788 2,088 4,068 1,142 68 1,537 935 3,947 1,430 696 38 541 1,978 5,188 2,096 4,462 457 1 46 2,892 2,211 1,923 2,100 730 3,304 1,557 871 8,016 602 515 923 2,528 3,506 676 47 409 998 305 411 620 314 1,340 1,588 1,550 752 3,520 1,876 3,065 422 2,790 2,168 235 1,454 761 1,838 2,073 1,489 2,226 473 1,409 689 72 4,198 3,152 6,728 1,439 2,413 1,112 619 606 3,054 586 373 190 0 1,080 4,771 1,733 4,643

8/30/2011 9/1/2011 Restored 9/1 8/30/2011 9/1/2011 9/1/2011 9/2/2011 8/30/2011 9/2/2011 8/30/2011 8/30/2011 8/30/2011 9/2/2011 Restored 9/1 9/1/2011 9/1/2011 8/30/2011 9/1/2011 9/1/2011 8/30/2011 8/30/2011 8/30/2011 9/1/2011 9/1/2011 8/30/2011 9/1/2011 Restored 9/1 9/1/2011 8/30/2011 9/1/2011 9/1/2011 9/1/2011 8/30/2011 9/2/2011 9/2/2011 9/2/2011 9/2/2011 Restored 8/29 8/30/2011 8/30/2011 8/30/2011 8/30/2011 8/30/2011 8/30/2011 9/2/2011 9/2/2011 9/1/2011 9/2/2011 8/30/2011 8/30/2011 8/30/2011 8/30/2011 9/2/2011 8/30/2011 8/30/2011 9/1/2011 8/30/2011 8/30/2011 8/30/2011 Restored 8/30 8/30/2011 8/30/2011 9/1/2011 8/30/2011 8/30/2011 9/2/2011 9/2/2011 9/1/2011 9/1/2011 9/1/2011 8/30/2011 Restored 8/31 8/30/2011 9/1/2011 8/30/2011 8/30/2011 Restored 8/29 No outages 8/30/2011 9/1/2011 9/1/2011 9/1/2011

8/30/2011

8/30/2011 8/30/2011

8/30/2011

Columbia Greene Greene Dutchess Greene Greene Greene Dutchess Albany Putnam Orange Orange Greene Greene Ulster Greene Dutchess Ulster Ulster Dutchess Dutchess Columbia Ulster Greene Orange Greene Greene Ulster Dutchess Greene Ulster Ulster Dutchess Greene Ulster Ulster Ulster Orange Dutchess Dutchess Dutchess Orange Orange Putnam Sullivan Greene Ulster Ulster Orange Orange Orange Dutchess Ulster Putnam Dutchess Ulster Dutchess Dutchess Dutchess Albany Dutchess Dutchess Albany Dutchess Dutchess Ulster Ulster Ulster Ulster Ulster Dutchess Greene Dutchess Ulster Dutchess Dutchess Dutchess Dutchess Dutchess Ulster Albany Ulster

Poughkeepsie Catskill Catskill Fishkill Catskill Catskill Catskill Poughkeepsie Catskill Fishkill Newburgh Newburgh Catskill Catskill Kingston Catskill Fishkill Kingston Kingston Fishkill Fishkill Poughkeepsie Newburgh Catskill Newburgh Catskill Catskill Kingston Poughkeepsie Catskill Kingston Kingston Poughkeepsie Catskill Newburgh Kingston Newburgh Newburgh Poughkeepsie Poughkeepsie Poughkeepsie Newburgh Newburgh Fishkill Kingston Catskill Newburgh Newburgh Newburgh Newburgh Newburgh Poughkeepsie Kingston Fishkill Poughkeepsie Newburgh Poughkeepsie Poughkeepsie Poughkeepsie Catskill Poughkeepsie Poughkeepsie Catskill Poughkeepsie Poughkeepsie Kingston Kingston Kingston Kingston Newburgh Poughkeepsie Catskill Poughkeepsie Kingston Poughkeepsie Fishkill Fishkill Poughkeepsie Poughkeepsie Kingston Catskill 27 Kingston

Appendix G

DRY ICE DISTRIBUTION - HURRICANE IRENE


Location Ulster Orange 8/29/2011 Ulster Dutches Day Address 1055 Rt 32 426 S. Plank Rd 2001 Rt 9W Rt 9 Home Depot Town/City Rosendale, NY 12401 Newburgh, NY 12550 Lake Katrne, NY 12449 Poughkeepsie, NY 12601 Totals Greene Ulster Ulster Cairo Office & Rec Center Village Hall Grace Community Evangelical Cairo, NY 12413 Ellenville, NY 12428 Lake Katrne, NY 12449 Totals Ulster Ulster Ulster 8/31/2011 Ulster Ulster Ulster Town of Rochester Picked up Town of Rosendale Picked up Town of Woodstock Pickup Ellenville Village Hall Napanoch Firehouse Grace Community Evangelical Accord, NY 12404 Rosendale, NY 12401 Woodstock, NY 12498 Ellenville, NY 12428 Napanoch, NY 12458 Lake Katrine, NY 12449 Totals Ulster Ulster Ulster Ulster Greene Greene Albany Greene Ulster Rochester Community Center Marbletown Elementary Woodstock Community Center Napanoch Firehouse (Warwarsing) Hunter Town Hall Town of Hunter Tri-Village Fire Co. Cairo Office & Rec Center Cantine Sports Complex Accord, NY 12404 Stone Ridge, NY 12484 Woodstock, NY 12498 Napanoch, NY 12458 Tannersville, NY 12485 Lanesville Preston Hallow, Rensselaerville, NY 12147 Cairo, NY 12413 Saugerties, NY 12477 Totals Accord, NY 12404 Woodstock, NY 12498 Napanoch, NY 12458 Cairo, NY 12413 Saugerties, NY 12477 Totals Ulster Ulster Greene (Rochester) Accord Fire Dept Napanoch Firehouse (Warwarsing) Greene County Office of Emergency Preparedness Accord, NY 12404 Napanoch, NY 12458 Cairo, NY 12413 Totals TOTAL DRY ICE RECEIVED/DISTRIBUTED/ NOT TAKEN 0 162,800 0 40,000 20,300 Received Distributed 40,000 14,000 8,000 16,000 2,000 40,000 40,000 22,500 2,000 3,000 8,000 13,000 2,000 2,000 3,000 0 0 0 7,000 2,000 4,000 3,000 2,000 4,000 4,000 3,000 8,000 1,000 31,000 2,000 6,000 2,000 0 600 10,600 2,000 3,000 5,000 75,600 Balance 0 0 0 0 0 2,500 3,500 3,500 9,500 0 0 0 0 0 0 2,500 0 0 0 0 0 0 0 0 0 31,800 0 0 0 0 0 61,200 0 0 0 56,200 56,200 Customers Notes 1400 800 Received 40,000lbs from vendor. 1600 Issued all Dry Ice at all locations 200 4,000 200 Received delivery of 22,500 lbs from 300 the Vendor, but was short 20,000 800 lbs of Dry Ice. However had 9,500lbs not taken. 1,300 200 200 300 0 0 0 700 200 400 300 200 400 Received 40,000 from NYSEG and 20,300 lbs from the vendor. 400 300 800 100 3,100 200 600 Received 40,000 lbs of Dry ice 200 pellets from vendor. Greene County 0 already has ice. 60 1,060 200 300 0 500 38,560

8/30/2011

22,500

9/1/2011

60,300 40,000

9/2/2011

Ulster Ulster Ulster Greene Ulster

Rochester Community Center Rock City Rd Napanoch Firehouse (Warwarsing) Greene County Office of Emergency Preparedness Cantine Sports Complex

40,000

9/3/2011

28

Appendix H Photographic Documentation

Please see CD of photographs submitted with this report.

29