Emergency Response Community Insights Conference August 18-21,2015 Minneapolis, MN 2015 Electric T&D Benchmarking

Emergency Response

Community Insights Conference

August 18-21,2015

Minneapolis, MN

2015 Electric T&D Benchmarking

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Agenda – Emergency Response

◼ Overview

◼ Profiles & Trends

◼ 2014 Benchmarking Results Key Measures Correlations

◼ Practices Current Practices Key Success Factors

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Overview

◼ While no hurricanes made landfall in North America last year, 2014 was still a relatively busy year for storm activity within our T&D community

◼ The community’s 2014 average storm CAIDI results were generally better than the average results recorded in the community from 2007 to 2013

◼ Hours to Restore results on most of the 2014 major and catastrophic storms were as good or better than what our correlation analyses would predict

◼ Restoration Cost Per Customer Restored results on the 2014 storms were mixed. The overall average was higher than what was recorded in our community from 2007 to 2013 and the results for most of the individual storms diverged significantly from our correlation trend lines

◼ The 2014 survey responses on storm practices indicate that companies in our community are continuing to refine and improve their storm restoration processes

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Profiles and Trends

Emergency Response

Storm Activity Profiles

2014 YE 2013 YE 2007-2012

Min Mean Max# of Bars

Min Mean Max# of Bars

Mean# of Bars

Number of Storm Events Per Company Per Year

Significant Storms (>1% to 10% out) 0 9.8 21 14 3 7.6 15 10 9.3 16

Major Storms (>10% to 20% out) 0 0.5 2 14 0 0.5 2 10 0.7 18

Catastrophic Storms (>20% out) 0 0.2 1 14 0 0.1 1 10 0.2 18

Average Storm CAIDI Per Event (minutes)

Significant Storms (>1% to 10% out) 77 175 482 13* 99 213 692 10* 184 16*

Major Storms (>10% to 20% out) 183 508 904 5* 104 607 1158 4* 526 10*

Catastrophic Storms (>20% out) 543 1102 1661 2* 465 465 465 1* 1133 9*

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* # of reporting companies that experienced storms in these size ranges

Storm frequency was higher in 2014 than in 2013, and higher than the average for the prior six years. Average storm CAIDI values were generally lower in 2014

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Number of Storm Events – 2014

Min 0

Mean 10.5

Max 21

Storm experience varied widely across the community in 2014

Emer. Response Page 2 --- ER5

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Average Storm CAIDI – 2014

Avg. for Significant Storms 175

Avg. for Major Storms 508

Avg. for Catastrophic Storms

1102

As expected, the overall averages for Storm CAIDI increased with storm size. There were some rather wide variations in Storm CAIDI values within each size grouping


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2014 Major and Catastrophic Storms – Percent of Poles Replaced

2014 2007 - 2013

# Bars 7 27

Min 0.0009% 0.0033%

Mean 0.0341% 0.1048%

Max 0.0852% 0.9471%

Pole damage reported for the 2014 storms was much lower than what the community reported on storms from 2007 to 2013

Emer. Response Page 8 --- ER25, ST45

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2014 Major and Catastrophic Storms - Peak Line Staffing Per 1,000 Customers Out at Peak

Emer. Response Part 2, Page 2 – ER30, ER25

2014 2007 - 2013

# Bars 6 33

Min 1.1 2.3

Mean 5.5 7.5

Max 17.0 33.5

Peak line staffing levels per 1,000 customers out at peak on the 2014 storms were lower than on the storms that were reported by the community from 2007 through 2013

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2014 Major and Catastrophic Storms - Peak Total Field Staffing Per 1,000 Customers Out at Peak

Emer. Response Part 2, Page 3 -- ER30, ER25

2014 2007 - 2013

# Bars 6 33

Min 1.1 5.0

Mean 9.5 11.5

Max 31.8 40.3

The peak total field staffing per 1,000 customers out at peak were also somewhat lower on the 2014 storms than on the storms that were reported by the community in 2007 to 2013

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2014 Major and Catastrophic Storms – Total Restoration Cost per Customer Restored (Capital + O&M)

2014 2007 - 2013

# Bars 6 30

Min $5.59 $3..16

Mean $78.08 $62.25

Max $171.52 $131.61

The 2014 average Restoration Costs per Customer were considerably higher than the community average for 2007 to 2013 storms


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Restoration Curves for Major Storms (>10 to 20% of Customers Interrupted)

Source: ER35, ST5

Performance on the four analyzed 2014 major storms ranged from Q1 to Q3

13 of 26 total analyzed 2007-2014 major storms were fully restored within 3 days; 24 of 26 were fully restored within 5 days

Major Restoration % of Peak Still Out (2007 to 2014 Events)Milestones AVG Quartile 1 Quartile 2 Quartile 324 hours (1 Day) After Peak 17.9% 5.7% 16.8% 28.2%48 Hours (2 Days) After Peak 8.0% 0.9% 4.5% 12.2%72 Hours (3 Days) After Peak 1.6% 0.0% 0.4% 2.7%96 Hours (4 Days) After Peak 0.2% 0.0% 0.0% 0.2%120 hours (5 Days) After Peak) 0.1% 0.0% 0.0% 0.0%

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Restoration Curves for Catastrophic Storms (>20% of Customers Interrupted)

Performance on the two analyzed 2014 catastrophic storms ranged from Q2 to Q311 of 20 analyzed 2007-2014 catastrophic storms were fully restored within 6 days;17 of 20 were fully restored within 9 days

Source: ER35, ST5

Major Restoration % of Peak Still Out (2007 to 2014 Events)Milestones AVG Quartile 1 Quartile 2 Quartile 324 hours (1 Day) After Peak 49.9% 34.1% 44.0% 67.0%48 Hours (2 Days) After Peak 25.0% 9.2% 18.1% 38.4%72 Hours (3 Days) After Peak 15.6% 2.7% 8.3% 21.6%96 Hours (4 Days) After Peak 10.0% 0.0% 1.9% 12.2%120 Hours (5 Days) After Peak 6.8% 0.0% 0.4% 6.7%144 Hours (6 Days) After Peak 5.2% 0.0% 0.0% 2.4%168 hours (7 days) After Peak 3.9% 0.0% 0.0% 0.5%

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Correlations 2007 to 2014 T&D Major and Catastrophic

Storms

Emergency Response

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Hours to Complete Restoration versus Peak Customer Outages For Major and Catastrophic Storms

Source: ER20, ST5

This analysis excluded three 2014 storms at company 39 which were restored unusually quickly due to minimal damage on their distribution system. Four of the other 2014 storms plot far below the trend line, two plot very close to the trend line and one plots far above the trend line

The data for 2007 to 2014 shows a pretty strong correlation between restoration times and the peak percentage of utility customers that were out simultaneously during each major and catastrophic storm event

2014 storms are plotted with red markers

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Hours to Complete Restoration versus Pole Damage For Major and Catastrophic Storms

Source: ER20, ST45

This analysis excluded three 2014 storms at company 39 which were restored unusually quickly due to minimal damage on their distribution system. Three of the other 2014 storms for which pole damage data was provided plot on or very close to the trend line and one plots significantly above the trend line

The data for 2007 to 2014 storms also shows a pretty strong correlation between restoration times and the relative amount of pole damage

2014 storms are plotted with red markers (two storms plot at nearly the same point)

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Total Restoration Cost versus Customers Restored -- Major and Catastrophic Storms

Source: ER20

• Variances above and below the trend line are partially explained by the relative amounts of pole damage (see page 18 for a correlation chart that factors in both customers interrupted and pole damage)

• Two of the six 2014 storms for which cost data was provided plot relatively close to the trend line, three plot significantly above the trend line and one plots significantly below the trend line

The correlation between total restoration cost and the number of customers interrupted and restored is also pretty strong


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Restoration Costs Per Customer versus Pole Damage -- Major and Catastrophic Storms

Source: ER20, ST45

Two 2014 storms for which both restoration cost and pole damage data were provided plot very close to the trend line. The third plots significantly above the trend line

The variation in restoration costs per customer is partially explained by the relative amount of pole damage


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Practices

Emergency Response

Develop System Strategy

Develop and Approve Asset Plans

Project/Portfolio Management

Expand System

A Process Model for Managing the T&D Business

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Operate System

Sustain System

Indicates separate D, S, T components

Add New Customers

Respond to Emergencies

Utilities need to effectively respond to a variety of potential emergencies. At this time, our T&D benchmarking study focuses on just storm emergencies, since storms are frequent and can disrupt electric service to large numbers of customers, creating a variety of economic and public safety issues

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Storm Response Process Model

Emergency Preparedness

Emergency Plan

Emergency Organization

Weather Tracking

Communications/Alert System

Prediction Models

Planning Criteria

Resource Planning/

Recruitment

Pre-Event External Communications

Storm Restoration - Execution

Short-Term Preparations

Damage Assessment Restoration Wrap-Up and

Demobilization

Management, Support, & Logistics

Communications – with customers, outside stakeholders

• Mobilization/Deployment

• Field Restoration

• Progress Tracking

• Ramp-down, cleanup

• Post-storm critique, follow-up

• Command Center Operations

• Logistics• IT and Telecom. Systems

• Safety Management

• Status reporting, conference calls

• Customer Communications

• EMA and Other Agencies

The 2015 survey included 17 questions that focus on the portions of Storm Restoration process that are highlighted in red, below

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Changes or Enhancements Made to Storm Plan

Organization Structure/ICS17 Structure was added to the Command Center Response Group. Specifically, service center coordinators will remain at their posts; a team

will gather in the Command Center located in the Operations Center. Backup locations have been identified; mobile office trailers will be dispatched as necessary.

21 Updated the Incident Command Chart and instituted an Incident Command Quarterly Meeting with the Command and General Staff members.

27 For the second year consecutively, a Fall drill was conducted in preparation for winter storms. Injects other than storm related damage were included. For example, an angry customer threatening a service center

38 The company defined and adopted a customized ICS Planning process. The procedures are documented in our response plan.

Process Changes 18 Added 3rd party vendor for pole delivery, expanded our Storm Trailers

22 Performing reviews of restorations after major storms.

28 implemented common Lock-out/Tag-out processes at sister utilities to more effectively utilize crews between utilites, enhanced documentation of a circuit-based restoration process

33 creation of wire down personnel

40 Advanced post storm inspection activities from after the event to the final day of the event to leverage remaining resources before storm conclusion

Technology18 integration of Remote Dispatching, added additional Mobile Data devices for Damage Assessment

No Major Changes 22 Minor evolution of software/programs to track resources during a major storm.31 Storm plan is reviewed annually, minor changes only.37 Reviewed all sections of SERP, there were no major changes in 201439 Essentially the same

Companies continue to develop and enhance their storm plans. The 2014 changes included development and drilling of the storm organization structure, process changes and introductions of new technology

Emer. Response Page 11 -- ER100

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Use of Incident Command System Organizational Model During Large Storm Events

Using ICS Model 17 18 21 22 24 25 27 28 31 33 37 38 39 40

Yes ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 92.9%No ♦ 7.1%

Emer. Response Page 12 - ER105

The ICS organizational model has now been widely adopted throughout the community

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Use of Statistical Prediction Models

Using Statistical Models 17 18 21 22 25 27 28 31 33 37 38 39 40

Yes ♦ ♦ ♦ ♦ ♦ 38.5%No ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 61.5%

ID Model Description

18 Our Predict Storm Model uses the following weather inputs, Wind (Sustain), Wind (Gust), Lightning Density, Leaf Coverage, Snow (Inches), Snow Type (Wet/Normal, Dry), Ice (inches) Duration and Coverage. Outputs of the model will predict the number of outage cases per region.

22 Developed using past storm data, statistical models were perfected to predict what actually occurred. These models have proven to be effective when used to predict restoration completion date and time. The information from damage assessors is entered into a web based program. When paired with the available manpower, the data supports several in house developed programs that estimate man-hours, material, and expected time of restoration.

28 Predict customer outages based on forecasted wind, lightning, leaves/no leaves.

37 Inputs to model are from OMS system and include outage details such as start and end time. Output is a system wide storm ERT that can be communicated by media channels

Five companies have developed statistical models to predict storm damage impacts, restoration labor requirements and/or global restoration times

Emer. Response Pages 13 and 14 -- ER110, ER111

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Criteria For Deploying Field Damage Assessors

Deploy Selectively

21 Field Damage assessors, whose only job is assessment, are only deployed as part of a Task Force once control is moved from the Dispatch Center to the Field Operations crews.

22 Local management (in the area affected by the storm) makes the decision to use damage assessors. Damage assessors are deployed in the early stages of restoration to review 10% of the feeders in the damaged area. This “fast assessment” gives management an estimate of the overall damage. Damage assessors will then be assigned OMS events to investigate and create work orders. Depending on the event types electronic maps will be used to document and supplement the Work order information.

27 Magnitude of damage and how widespread the damage determines the use of field damage assessors.

31 Decision is based on number of customers and type of event.

40 Based upon system damage clues in OMS and feedback from patrollers and crew leaders working larger outages

33 under extreme damage conditions

37 If we are not able to get an accurate reflection of damage from our OMS system, we will send Initial Evaluators and/or Secondary Evaluators. If we are trying to determine the level of damage, we send Initial Evaluators to the field that can assess damages based on pre-determined routes that are driven out, and they return to their respective service center within a two hour period. To get a more thorough assessment, we send Secondary Evaluators that walk property lines, etc. to get an accurate evaluation of system damages

Deploy on All or Most Storms24 We deploy them on most storms.

38 We deploy field damage assessors for all major events.

17 'Breaker operations that lead to lock-out during storm. If possible, aerial patrol. Dispatch service personnel as appropriate to assess extent of damage. Also, for notification of substation outage (those not SCADA enabled )

18 Damage Assessors are deployed to assess undispatched orders.

Most companies deploy field damage assessors on a selective basis, after assessing clues about the extent of damage


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Automation of Damage Assessment Data Collection

Automated Data Collection

18 Electronic assessment is compiled by company crews that are equipped with Mobile devices. For non mobile crews we utilizes paper maps and forms.

21 Field Maps, Tablets, Tough Books, ICS forms

24 Created a damage assessment form that is built into our Mobile Dispatch system.

31 Our Designers have tablets they can use to update the WMS remotely.

Manual Data Collection

17 Visual inspections and aerial patrols, weather permitting. System Disturbance Reports (SDR) provide outage notifications.

22 The information from the damage assessors is captured through the Work orders generated in OMS. Damage is sumarized from the maps used by damage assessors. The data supports several in house developed programs that estimate man-hours, material, and expected time of restoration.

27 Currently done on paper, by radio, and by cell phone.

33 at the present it is a manual process

37 Currently, assessors are required to utilize hard copy circuit maps to mark up damage in the field. We are currently looking at tablets and damage assessment tools that would assist us with this. The hard copy marked up circuit maps are given to teh Evaluation and Information team at the service center, and communicated to the Information Chief and his staff at the Emergency Operation System, and they can in turn put notes into OMS

38 Paper, SharePoint, OMS and Outage Tracker.

Only a few companies have provided their field personnel with automated tools to collect damage assessment data


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Tools/Systems Used to Track Off-System Crews

In-House Developed Systems

18 We use an Resource Tracking Database (Access Database) which was developed in-house.

22 Web based spread sheet and data entry programs designed in house.

27 LOTUS NOTES Storm Crew Database. Also used to track internal crews.

37 Home grown intranet storm application

Work Management System Modules

25 Standard work management tools

38 We leverage SAP and a custom built module of SAP called Employee Storm Roster.

Excel Spreadsheets

21 ICS forms; excel spreadsheets

24 Use of ARCOS and in-house developed spreadsheet for tracking contractor/mutual assistance crews

28 excel spreadsheets

Manual Methods/No Formal System

17 No formal system in place

31 Crews are tracked on a white board in the system control office and an Excel spread sheet.

33 Company personnel assigned to the crews for communications

A little more than half of the reporting companies are using automated systems to track the acquisition, travel and deployment of off-system crews during large storm events


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Work Dispatching and Tracking

Dispatch All Work Under a Patrol, Inspect and Repair Strategy17 Not having an OMS, we patrol, inspect, and repair during major and catastrophic storms. 39 Patrol, inspect, repair - OMS system just installed.

Dispatch Some Work Via OMS and Some Via a Patrol, Inspect and Repair Strategy18 We use OMS for service restoration, however we have the ability to restore by feeder using a Field System Operator approach which

relies on a patrol, inspect, repair from the substation breaker21 Use a combination of OMS and patrols based on OMS information

24 Both. We continue to use OMS; however, for very heavily damaged areas, we transfer control to the field with specialized restoration teams.

25 Completed using both - dependant upon severity of event

27 Both are used. The OMS is used to track customer notifications while damage assessment is taking place.

28 Based on the extent of damage, we implement a 'circuit-based response' for heavily damaged areas, which is more of a patrol, inspect, repair approach. Generally, we do OMS-based restoration (largest customer count order)

37 No, a hybrid is sometimes utilized where rural areas may decentralize and patrol/inspect/repair on their own with daily deliverables to synchronize the OMS system with the work that was completed

38 If the extent of the damage is such that the OMS is overwhelmed, we use the patrol, inspect, repair strategy.

Dispatch All Work Via OMS22 We continue to migrate to using OMS for all levels of damage. We continue to evolve away from 'off ticket' restoration. We continue to

employ damage assessors, but are attempting to use OMS created events to direct their work locations31 OMS exclusively.

33 OMS is used for service restoration

40 OMS jobs are assigned to regional storm support for tracking and are closed out upon completion of field paperwork

The majority of the companies have provisions to dispatch at least a portion of their restoration work during large storm events via a “Patrol, Inspect, Repair” strategy

Emer. Response Page 17- ER120

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Work Typically Assigned To Off-System Crews

Emer. Response Pages 21 and 22--- ER140

Companies vary regarding what work is typically assigned to off-system crews during major and catastrophic storm events

* Other Work Assigned to Off-System Crews:

21 Would be part of a Task force. An experienced Task Force commander would be given 'off system' crews and would be responsible for providing them work in his/her sector during the emergency. This would usually be in a heavily damaged area but would have already been initially patrolled by the Task Force commander prior to the group's arrival.

24 Wire watching and occasionally vegetation crews27 Clean up or wrecking out a damaged line.31 Civil work - underground, foundation work.40 Usually assign all jobs on a particular distribution feeder to an off-system crew, with company crew guide

Work Typically Assigned To Off-System Crews

17 18 21 22 24 27 28 31 33 37 38 40

Patrol/inspect/repair projects in heavily damaged areas

♦ ♦ ♦ ♦ ♦ ♦ 50.0%

Individual OMS outage tickets -- primary work

♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 66.7%

Individual OMS outage tickets --xfmr and secondary work

♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 66.7%

Transmission system repairs ♦ ♦ ♦ ♦ ♦ 41.7%Other * ♦ ♦ ♦ ♦ ♦ 41.7%

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Processes Used to Track Work Completed By Off-System Crews

Tracked and Reported By Company Field Personnel/Crew Guides18 Work can be dispatched to foreign crews via voice to voice communication or assigned to a company representative who acts as the 'bird

dog/crew guide' for those crews. Work assigned to a company rep is done via a Mobile device. If that individual does not have a Mobile device (MDT), then voice to voice communication is utilized.

21 Reported through SPOC (crew guide)

22 Daily or more frequent updates to their crew guides. Crew guides or their support network will complete/update the assigned OMS events.

27 Off-system crews are assigned a company employee to track progress and update the OMS.

33 Company personnel with mobile data terminals enters the information

Reported Directly to Central Command Office17 Communications with the Command Center Response Group

24 By having them call into a dedicated dispatcher. The dispatcher records the information on the OMS ticket.

31 As work is issued through our WMS and completed, tsystems operations is notified of completion, and they give direction on whether the customer is back in service. They also update our OMS

37 Our Evaluation & Information team tracks the work, and we have a group that closes out the tickets in the OMS system

38 Information is captured on a paper-based work packet and is keyed into the OMS nightly.

Companies responses are evenly split between those that use company field personnel to track the work completed by off-system crews and those that have the off-system crews communicate directly with a central command office

Emer. Response Page 23- ER145

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Arrangements for Crew Staging Sites

Arrangements for Staging Site Locations18 Company has pre-defined staging sites and contracts in place21 We have MOUs with several local industrial companies to use their campuses for staging during major events.22 We have several locations in our major metro area identified as staging areas. Some with a standing agreement for use as a staging

location. 24 We have verbal agreements to use private property locations for staging material and to establish base camps.25 We have some pre-identified staging areas, and some of these are under pre-arranged agreement.27 Each of the regions have identified staging areas where a tent camp could be set up. Property owners have been contacted and have

agreed to let us use the area.37 Each year, we work with hotels that are able to provide lodging and meals on-sight or within walking distance. We also look for those

hotels that are able to provide a laydown area for materials. In the event of a massive storm, we will operate laydown areas out of large parking areas on both sides of the state line (e.g., stadiums and grocery store parking lots)

38 We have numerous agreements in place with strategic locations within and around the city to utilize their facilities as staging sites.

40 Can use several local sites as staging areas, distributed across service territory

Arrangements For Staging Site Logistics18 3rd party vendors provide staging site support (Alternative housing and feeding).21 utilize pre-existing logistics contracts31 We utilize internal resources from Material Operations, HEAT and Alliance contract security.

33 Currently have a vendor that has the full capability to supply our staging area needs38 Contracts in place for food service, laundry and other necessary services

No Arrangements17 No formal arrangements/contracts are in place. Staging areas are sought and arrangements made on an as-needed basis28 We do not currently need to implement a large-scale staging-area approach, but are investigating the potential.

Emer. Response Page 20-- ER130

The majority of companies have pre-defined arrangements for crew staging site locations. Several also have pre-defined arrangements for logistical support services at those locations

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Pre-Negotiated Arrangements for Lodging of Off-System Crews

Pre-Negotiated Arrangements With Hotels

17 Contracts are in place to provide hotel rooms and meal deliveries

27 Hotels are contacted annually to establish rates and update contact information. Each resource has an 'information card' maintained in our Storm Crew database. These resources are set up on direct bill to expedite invoice processing

37 Each year, we work with hotels that are able to provide lodging and meals on-sight or within walking distance

40 Negotations with local hotels

Pre-Negotiated Arrangements With Logistics Vendors

18 Contracts with 3rd party vendors for alternative housing

21 We would use existing logistics contracts and/or local hotels

24 Typically, we will use hotels. However, we do have the ability to bed down personnel in tents ot sleeping trailers through the use of our Base Camps contractors

25 Contract in-place to set-up base camps

33 Currently have a vendor that has the full capability to supply our staging area needs

No Pre-Negotiated Arrangements22 First choice will be to accquire hotels rooms for lodging. 2nd choice is tents/cots.

31 None

38 Formal agreements with local hotels are not in place due to the fact that we do not know which facilities will be able to operate after an event.

The majority of the companies have pre-negotiated arrangements for the lodging of off-system crews either with local hotels or with logistics vendors that can provide alternative housing


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Handling of Wire Down Reports During Large Storm Events

ID Response

Deploy Wire Down Guards21 We have 'wire watchers' that can be called up to provide support as needed22 Wire down guards are posted to the location until a crew arrives to repair/make safe. Emergencies are communicated through the call

center. When an emergency responder arrives on scene, they become the communication and coordination contact.

24 We have a Wire Watcher dispatch center that will deploy wire watchers to those locations to relieve those agencies33 Creation of non typical personnel to respond to wire down orders

37 Wire down team coordinates wire guards to mark off and stand by near downed wires to prevent public contact40 Use public safety standby crews to guard downed wires after location has been patrolled/assessed. Storm support staff dedicated to

government communications.Provide Fire and Police A Direct Communications Link With Utility Dispatch Personnel 18 County 911 Communication Centers have a portal to enter calls directly into our Outage Management System. They also have direct

800#'s to our Distribution Control Centers (DCC) to reports any critical (entrapment/rescue) calls. The calls are coded as Emergency/911 calls and dispatched as a high priority call. The DCC has direct/non-emergency contact numbers to report back ETA and response information to the reporting 911 Communication Center.

21 Working through the activated local Emergency Operation Centers, we prioritize 'wire down' calls based on fire/police response.. The local PD/FD use an integrated CAD system to provide information to the utilities on locations of 'wire down” calls.

24 For life threatening conditions, the municipalities have a priority line into our Call center and our Operations Control Center. .

25 If activated, we have personnel dedicated to coordinating activities with fire and law enforcement agencies27 In some areas, local management contacts the police/fire dispatcher to see if any of their resources are at wire down locations. In other

areas, police/fire have phone numbers for local management to let them know a wire is down so a company employee can be dispatched to replace the police/fire personnel.

38 The fire department has a direct line to our control room which enables us to prioritize calls from them. Customer service will call us when they receive calls from the police department

Common tactics for handling wire down reports during large storm events include deploying “wire down guards” and providing fire and police agencies with a direct communications link to utility dispatch personnel

Emer. Response Pages 18 to 19- ER125

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Response Time Agreements With Governmental Agencies

31 Our System Control and Reliability has an agreement with local emergency departments and first responders. This agreement mandates that Company personnel will respond to calls, which involve hazards to public health and property calls, within fifteen minutes. These calls include poles/wires down; structure fires etc. Hazards communicated through our customer service, and not through an emergency department, are given the highest priority in our outage management system and when dispatching.

Other Comments About Handling of Wire Down Reports24 Wires down reported by customers generate a ticket and will also indicate if police or fire departments are standing by those locations.

28 Events of this type are prioritized PF1, PF2, and PF3, based on input from the indentifying entity. These priority definitions are pre-arranged with the municipalities. Response is prioritized on that basis. Non-outage wire down reports are screened for ownership and priority

38 Wire-down calls are flagged in graphical and the controller will send a crew to investigate them before re-energizing that section of the circuit. Fuse, transformer and single level cases are dispatched to the crews and they are responsible for investigating and repairing or making it safe before re-energizing the equipment..

17 Dispatch service personnel to the site. Emergency responders are contacted to re-route traffic, if necessary.

Handling of Wire Down Reports During Large Storm Events (Continued)

Only one company reported that they have agreements with government agencies regarding response times to wire down reports

Emer. Response Pages 18 to 19- ER125

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Non-Line Labor Resources Used On Residential Service Reconnections

Use Supplemental Company Labor18 We use our company electricians for service restoration, patrolling primary lines and refusing switches. We train our electricians to

repair/replace services, refuse both transformer switches and tap switches. There is a hands on portion to this training that they must be signed off. The training for patrolling lines for damage assessment involves hands on training at our training center were they are taught to use the mobile system to report damage as well as going through a skill assessment in our training yard. We also require the patroller to take an annual refresher via a CBT training module . We do not use outside commercial electricians to assist with service restorations.

22 Use supplemental company resources. If their normal job includes reconnects they will be utilized in that manner.

24 We use Transmission & Substation and Underground resources to assist with service connections.

38 Yes - all line skills and metering resources are utilized within the bounds of the skill set they possess.

40 Substation and other non-distribution personnel have been trained to work as loop crews

Use Supplemental Company Labor and Commercial Electricians37 We utilize service crews to do this work. We also have an approved electrician list that we pull from in a time of need

No Use of Supplemental Company Labor or Commercial Electricians21 No, however, this is something we are re-evaluating at this time.

25 Use only line personnel, including mutual assistance crews if necessary

31 No

33 as of now we do not. In house we are discussing this posibility

A little more than half of the reporting companies use supplemental (non-line) company labor resources to assist with residential service reconnections during large storm events. One company also has established arrangements to use commercial electrician resources in this work, if needed


36

Process For Developing Global ERT Estimates

ERT Estimates Based On A Formal Analysis of Damage and Available Resources18 During major and catastrophic storm events, we suppress system generated ERTs for up to 18 hours after the storm event ends. Once a

preliminary assessment of damage is completed, we apply and communicate an area/global ERT to customers. Area/Global ERT's are refined as we progress through our dispatch cycle.

21 Operations and Planning develop the ERT and this is communicated through our PIO group. This is disseminated through our Customer Care group and through Social Media as well as our Outage Portal

22 Data from damage assessment is paired with information about available resources to create an estimate of expected restoration date and time. We can limit (by service center territory) the input data and pair that information with resources in the same area to develop an expected restoration date and time. This information is passed to local news outlets to be released to the public. Write ups concerning expected restoration date and time is placed on our company web site (accessible to the public).

27 There are 3 different storm levels for ERT's: Level 1 is 12 hours, Level 2 is 72 hours, and Level 3 is 120 hours. As soon as possible at the beginning of an event, local supervision determines the level to be set. Once the Service Operator puts an area in storm level all of the ERT's are reported according to the storm level. A section of town or the whole division can have a storm level set

37 Storm ERT model developed to generate ERTs 24 hours after storm hits, generated ERT will be communicated to public affairs for broadcast to the public

38 The information gathered from the work packets is keyed into the OMS. The OMS converts that data to zip-code level data. That information is made available to the public through our Outage Tracker application.

No Formal Analysis Process Described17 Corporate Communications, and direct contact between our Operations group and customer staff.

31 Web based outage map, Twitter, Press releases.

33 predetermined storm ERT numbers

40 Made in conjunction with input from storm leadership team and damage assessment team

Most companies described a formal analytical process that they use to develop global ERT estimates.


37

Providing Individual Customer ERTs During Large Storm Events

Provide Individual Customer ERTs

17 18 21 22 24 25 27 28 31 33 37 38 40

Yes ♦ ♦ ♦ ♦ ♦ 38.5%No ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 61.5%

ID Response – How Individual Customer ERTs are Developed and Maintained

18 Area/Global ERT's are refined to individual customer outage ERTs as we progress through our dispatch cycle. For example, a customers ERT may be updated when the job is identified to be on the next day’s work plan and then updated again when a crew is onsite and ready to make the final repair. All customers get messages via text, email, and voice message to phone, unless they choose to opt-out of the program.

27 Once a mobile unit is onsite, the mobile user can override the storm level ERT and provide more specific information.

28 ETRs are assigned to each OMS event based on the restoration strategy, and updated when crews arrive on site. Individual customers receive ETRs based the event they are connect with

33 initial storm ERTs are put into place then field crews update as needed

Five of the reporting companies provide individual customer ERT estimates during large storm events. These individual customer ERTs are refined as activity progresses through work planning and dispatch processes

Emer. Response Pages 28 and 29-- ER170 , ER171

1QC Community Key Success FactorsStorm Response (Focusing on Electric T&D Organization Responsibilities)

Document the emergency response plan, organizational structure and roles & responsibilities; conduct training and drills to solidify and test the plan

Use planning models to predict storm damage and labor resource needs; acquire and position needed off-system resources as early as possible

Execute a comprehensive and efficient physical damage assessment process; use the information to create and adjust resource plans

Ensure that field labor resources are efficiently deployed and closely track their work progress

Provide sufficient material deliveries and other logistical support (lodging, food, fuel, crew guides, system maps, etc.) to enable an efficient restoration effort

Follow a well thought-out process to create, update and communicate Estimated Restoration Times (ERTs) at a sufficiently granular level to meet stakeholder needs

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About 1QC

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Documents

Emergency Response Community Insights Conference August 18-21,2015 Minneapolis, MN 2015 Electric T&D Benchmarking