The green power mind-set is locked in the wholesale world, clueless about what it takes to perfect real consumer products.

Stephen W. Bergstrom was named president and chief operating officer of Dynegy Inc. Bergstrom formerly was president and COO of Dynegy Marketing and Trade and senior vice president of Dynegy Inc.

Texas-New Mexico Power Co. promoted Robert E. Castillo to vice president and regional customer officer for its Mountain Region. Castillo, formerly assistant vice president-New Mexico, replaces Allan Davis, who retired after 34 years with TNMP.

William W. Schivley was named president of Select Energy, Northeast Utilities System's marketing affiliate.

State PUCs

Gas Capacity Rights. The New York PSC told retail suppliers that to serve firm retail gas load they must have rights to firm, non-recallable, primary delivery point pipeline capacity for the five winter months, November through March, or else must augment secondary capacity with a standby charge payable to local distribution companies holding primary rights.

Even the FERC's own lawyers urge a new rule when a customer leaves a utility that already has too little capacity.

In a brief filed Aug. 18, staff counsel Theresa Burns and Diane Schratwieser urged the Federal Energy Regulatory Commission to rethink its policy on wholesale stranded costs when a customer threatens to leave but the utility is so short of generating capacity that it can easily make up any lost revenues by reallocating the reserves to other native load customers at prevailing, regulated embedded-cost retail rates.

Bigger payoffs for larger electric customers should surprise no one, says one exec, while a consultant blames the Fortnightly for obscuring the point.

It is not surprising that authors Bierman, Nelson and Stover ("Anomalies in Residential Electric Rates: Harbinger of Competition?" Public Utilities Fortnightly, July 15, 1999) found an increasing differential between residential and industrial rates. It also is not surprising that there is a correlation with deregulation activities. This situation is the natural result of competition causing subsidies to unwind.

Federal data suggest it's not so in an "electrifying" economy.

Energy-related carbon emissions in the United States remained relatively flat last year, despite 4 percent U.S. economic growth. Although one year's data does not a trend make, the federal statistics seem to fly in the face of the notion that strict emissions cuts threaten the economy by raising energy prices and unemployment. Instead, says technology strategist Mark P. Mills, the figures evince a decade-old shift toward an electricity-driven economy.

According to the U.S.

The crazy quilt emerging in restructured markets only impedes competition.

The enthusiasm among energy retailers has become infectious. It grows as each successive state opens its market to competition. Yet behind the promise lies a grim reality.

Retailers struggle against a tide of thin margins, high customer-acquisition costs, inconsistent rules and regulatory prescriptions for the unregulated market. With all the rulemakings and workshops, the dollars budgeted by utilities to implement retail choice rise above even the level of spending to eradicate the Y2K millennium bug.

Let customers choose their own billing format.

The information-management and transaction-cost problems facing deregulated markets are familiar to me. They describe precisely the same barriers I was trying to overcome when I founded Utility.com Inc., an entirely Internet-based energy service provider.

The Internet offers an especially powerful tool for customer service. With deregulation, customers face an enormous learning curve. Not only can they now choose their electric company, but they also must become familiar with new terminology and concepts.

Shopping credits, capacity rules and other mistakes from California and PJM.

With retail electric markets opening rapidly, why are so many getting off to a slow start? Why do suppliers abandon some markets and consumers decline to participate in others? The answer may lie in a series of disconnections between wholesale trading patterns and retail opportunities.