EEI’s David K. Owens seeks incremental improvements to competitive markets.
For a front-line perspective on FERC’s policy direction, we asked one of the industry’s most prominent policy representatives, David K. Owens at the Edison Electric Institute, to provide his take on FERC’s competition conference and Order 890.
(April 2007) FPL Group Inc. announced that Toni Jennings was elected to the company’s board of directors. Sierra Pacific Resources announced that Michael W. Yackira was elected president and COO and a member of the company’s board of directors, and Brian J. Kennedy was elected to the company’s board of directors. The board of directors of PG&E Corp. elected Thomas B. King as the corporation’s president. Energy East Corp. announced that its board of directors promoted Richard R. Benson, Robert D. Kump and F. Michael McClain. And others...
If private equity makes a killing, Congress should require full disclosure.
There’s just no stopping it. The capital amassed by private takeover firms is simply overwhelming. Any reasonable person could conclude that public utilities face wholesale changes in terms of corporate ownership. Investor-owed? You bet. But the “public” part may well give way to “private.”
When summer heat waves cause electric demand to peak, they also often cause wholesale electricity prices to rise substantially above their average levels. However, since most electricity customers face retail rates that do not reflect this movement in wholesale market prices, they do not modify their consumption patterns, causing a significant drop in economic efficiency. The Energy Policy Act of 2005 calls upon states and utilities to evaluate and implement DR programs to mitigate this problem.
Presenting 5 critical factors in realizing merger-related savings.
Booz Allen consultants offer five critical factors in realizing merger-related savings.
Billions in new revenue could be realized early in the transition.
In a hydrogen-electric economy, power companies could see very large market opportunities—and play a major role in enabling and accelerating implementation.
Everyone is in favor of more demand response, but little gets delivered when system operators need it the most.
Despite overwhelming theoretical and empirical evidence, we aren’t seeing more DR when it is needed most—during emergency periods. The reasons boil down to two obstacles, both of which must be addressed before widespread DR implementation can move forward.
Using demand response to mitigate rate shocks.
In the minds of many policy-makers, DR has become associated with rate shocks, rate volatility, unpredictability, and loss of control over energy costs—the very things DR was designed to overcome. What can be done to change this?
How demand response programs contribute to energy efficiency and environmental quality.
Demand response reduces overall energy usage, but the magnitude of the reduction depends on whether the technologies are developed and deployed with efficiency in mind.
IT officers are getting more efficient, but guess what keeps them up at night?
Ever-present security concerns are keeping utility chief information officers up at night. With their IT budgets under constraints in a back-to-basics era, four CIOs speak out about their concerns over funding, staffing, and the future.