1. Segmenting Customers during Major Storm Recovery
Ken Barker
Vice President, Customer Solutions and Energy Conservation
Dominion Virginia Power

2. Dominion At a Glance
Leading provider of energy and energy services in the Midwest, Northeast and Mid-Atlantic regions of the U.S OH VA NC IL IN PA MA CT RI MD WV WI NY
27,400 MW of generation
6,300 miles of electric transmission
11,000 miles of natural gas transmission, gathering and storage
947 billion cubic feet of natural gas storage
Cove Point LNG Facility
2.5 million electric customers in VA and NC
1.3 million natural gas customers in OH & WV 2

3. Dominion Virginia Power
Electric Transmission
6,300 miles of transmission lines
Electric Distribution
56,900 miles of distribution lines
2.5 million electric customers in VA and NC
Dominion Retail
2.1 million non-regulated customers in 15 states 3

4. Our Commitment to Customers
Provide responsible, competitive rates and long-term value to retain and attract business.
Deliver safe, reliable electric service to customers’ homes and businesses now and into the future.
Be responsive and offer innovative energy solutions to meet customers’ energy needs and help them save money. 4

5. Hurricane Isabel 2003 A Defining Moment
1.8 Million Customers Without Electric Service
14-Day Restoration Effort
$208 Million Recovery Cost
Poles: 10,705
CrossArms:14,610
Spans of Wire: 13,018 (talking about the span of wire between poles)
Transformers: 7,900 5

6. Among the many Lessons Learned From Isabel . . .
Efficient restoration and being able to provide better customer information depends in part on our ability to:
Segment “Special Conditions” customers – including 911 centers and hospitals – and prioritize on a local level
Provide real-time restoration information to local officials and emergency management 6

7. Special Conditions Customers
With More than 8,400 Special Conditions customers, Setting Priorities is Vital
Critical
Large Industrial & Commercial
Large Medical
Homeland Security, Federal & Military
State & Local Government
Public Safety
Water Treatment / Pumping Stations
Telecommunications
Transportation
Educational
Operations
Special Conditions Customers
High Profile
Public Interest 7

8. If Everything is “Critical,” Then Nothing is Critical
Critical facilities are:
Those for which loss of service would severely impact other emergency responders and the ability to mobilize or implement response plans.
911 Centers
Emergency Operations Centers
Large Hospitals
Fire, Police, Rescue
Critical Water Treatment / Pumping Stations
Major TV/ Telecommunications
Major Airports
Homeland Security, Military
Primary Delivery Points
Critical to maintaining public health and safety
Priorities set by local emergency management – working with Dominion Virginia Power
Updated annually – before summer storm season
High Profile:
Customers where operational viability depend on dialogue, accurate information, and elevated response to make sound decisions.
Loss of service would not endanger wide-scale health and safety, but could create localized hardship, economic losses, or affect a large number of customers.
Includes large rehabilitation centers, nursing homes, large governmental facilities, emergency shelters, large universities, prisons, electrical delivery points, and major TV and radio stations.
Public Interest:
Communication, transportation and services facilities, which include a wide array of public facilities and equipment required to provide social services and supporting economic activity.
Includes fuel distribution terminals, assisted living facilities, fire, police and rescue squads, water and sewer pumps, critical cellular towers, neighborhood switching stations, drawbridges & railroad crossings, and primary & secondary schools. 8

9. What’s Considered High Profile and Public Interest?
Facilities for which loss of service could create localized hardship, economic losses, or affect a large number of customers
Critical Traffic Signals
Large Rehabilitation Centers
Nursing Homes
Emergency Shelters
Prisons
Major Radio Stations
Large Universities
Public Interest
Public facilities and equipment required to provide social services and supporting economic activity.
Fuel Distribution Terminals
Assisted Living
Water/ Sewer Pumps
Cellular Towers
Neighborhood Switching Stations
Railroad Crossings
Primary/Secondary Schools. 9

10. Priority Scoring Helps with Internal Visibility of Critical Customers
Scoring based on number of:
Customers affected
Customers with “recurring” outages
Special Conditions Customers

11. Helping Localities stay up-to-date Before, During and After the Storm
Annual storm drills – Dominion and Virginia Department of Emergency Management
Pre- and post-storm planning/update sessions and visits with local emergency management, especially for major events
Jurisdictional Data Sharing – detailed information about outages and restoration
Pre- and post-storm planning and information sessions:
Pre-storm: phone call, , personal visits to share vital restoration preparation information, including specific event issues
Municipal EOC Conference Calls, Updates – Pre-storm and during restoration
EOC visits by Dominion governmental relations team, directors, and executive team in hardest hit areas
Dedicated phone lines support EOCs emergency and technical needs – not for calling in outages.
Self Serve Data Sharing – multiple on-line tools for jurisdictions to use to retrieve critical information about outages and restoration progress
Updated as follows: 11

12. Regional outage maps and Customer Outage information by Jurisdiction12

13. Transformer-Level Outage Information by Locality13

14. Municipal Outage Viewer14

15. Widespread Catastrophic Damage; 100+ Degree Temps
June 29, 2012 “Derecho”
Widespread Catastrophic Damage; 100+ Degree Temps
More than 1 million customers impacted; multi-day restoration
More than 3,000 special conditions customers affected
Over 400 critical services without service
Hurricane-like damage across parts of western and Northern Virginia
A derecho is a widespread and unusually long-lived wind storm that is associated with a band of fast-moving thunderstorms. 
The storms form into a squall line that usually bow out in the direction of its movement.
While the storms can produce destruction similar to that of a tornado, the damage is typically produced by straight-line winds, blowing in one direction.
In the case of Friday night, damage was reported from near Chicago all the way to the Mid-Atlantic coast.
Dulles recorded 95+ for almost 9 days (June 30-July 8) 15

16. Communication and Collaboration Between Dominion and Localities was Key
Within hours of the storm’s impact, Dominion began working with local officials and emergency managers to identify:
Cooling centers
Nursing facilities lacking backup generation
Many of these locations were already identified through the Special Conditions process
Emergency officials provided the operations centers with lists of critical facilities and special priorities – such schools and other community locations that were to be used as cooling centers.
As for long-term nursing or care facilities, while we stay in close contact with local emergency operations centers and local officials, we do not know about every type of long-term care arrangement that might in place in a community. 
Working closely in this event to prioritize nursing homes and, as appropriate, other institutional long-term care facilities (such as assisted living) – especially those without backup generation – was critical. 16

17. It All Comes Back To Having a Highly Trained Workforce that . . .
Focuses on the safety of the public and fellow employees
Quickly assesses damage and translates that assessment into an effective work plan
Maintains strong partnerships with emergency managers and local officials
Remains committed to effective communications before, during, and after a major storm
Executes time-proven restoration plans and remains flexible No two storms are alike. 17