The Northeast energy markets are working hard to establish new levels of regional coordination and cooperation. The region’s concerted effort is essential to resolving some of the industry’s toughest issues since the individual markets evolved. These issues include the elimination, reduction, or bridging of seams issues that prevent the economic transfer of capacity and energy between neighboring wholesale electricity markets, or control areas, as a result of incompatible market rules or designs.

Calling himself the “world’s greatest consumer,” utility watchdog Michael Shames helped in 1981 to create the Utility Consumers’ Action Network (UCAN), where he has served as executive director since 1985. That may make Shames one of, if not the longest-serving ratepayer advocates in the country.

(October 2007) J. William Ichord joined Sempra Energy as vice president of government relations. DPL Inc. appointed Frank F. Gallaher to the boards of directors of DPL and The Dayton Power and Light Co. The board of directors of NiSource Inc. elected Deborah S. Coleman, executive vice president and COO of the National Urban League, to the NiSource board of directors. And others...

Last month’s “Frontlines” column invoked the dreaded “R” word: “recession.” In what turned out to be Executive Editor Richard Stavros’s final column in this space (Richard left the Fortnightly in September to join Dominion Resources in Richmond, Va.), he suggested the industry’s fortunes might actually benefit from an economic downturn, as Wall Street money flees toward defensive investments.

As utilities grapple with aging infrastructure and outage management, they are evaluating their GIS and considering the best way to keep up with the shifting demands of the electric-power industry.

The complex process of selecting an AMI system takes considerable time, goes through distinct phases, and is subject to outside influences that will interrupt progress. The authors list several success factors that must be addressed to avoid the risks of poor choices, ruined budgets, and failed implementation.

Utility commissions are responding to their constituents by dramatically increasing emphasis on funding for energy-efficiency and demand-response programs. They believe—and expect—advanced metering infrastructure (AMI) will contribute substantially to both areas.

(September 2007) A senior executive at Accenture broadens the financial metrics behind the Fortnightly 40 to expound on the high performance behind this year’s ratings—and show the way for utilities aspiring to make the list in future years.

(September 2007) The impact of dividend policies, capital expenditures, and publicly traded equities highlights an in-depth look at what goes into the modified Dupont Model behind the Fortnightly 40 financial rankings for utilities.

(September 2007) Consistent performance over time is the Holy Grail of corporate management, and a focus of many of the executives who made this year’s ranking. Who returned to the list, and who fell off? And more important, why?