Technology

The electric utility industry is undergoing its most profound change since Thomas Edison and George Westinghouse battled over whether the American power system should be AC or DC. In essence, that technological choice shaped the industry we know today. Edison's low-voltage, DC system would have required many small generating stations and short distribution lines. The high-voltage Westinghouse AC system promoted development

of long-distance transmission networks that deliver electricity efficiently from large, remote power plants.

Salt River Project has appointed Capitol Hill veteran Renee Eastman manager of federal affairs. Eastman previously served four years as a representative for Sun Company, the nation's largest independent oil refiner and marketer.

Peter M. Schwolsky, former executive v.p. at New Jersey Resources Corp., has joined Columbia Gas System as senior v.p. He will become chief legal officer of the corporation later this year.

For the past several decades, utility regulation at the state level dealt with secure local markets and truly captive customers. A regulatory compact flourished that offered reasonable prices to customers, while guaranteeing the monopolist the opportunity to earn a fair rate of return on prudently incurred investments.

Philip R. Sharp, former 10-term congressman from Indiana, has been named director of the Institute of Politics at Harvard University's John F. Kennedy School of Government. Sharp assumes the position on July 1, succeeding Charles Royer, former mayor of Seattle, WA.

NICOR Inc. has elected Thomas L. Fisher, currently president and COO, to the additional position of CEO. Fisher will continue as president and CEO of Northern Illinois Gas Co., the company's largest subsidiary.

Charles W.

In his recent article, "The Future of Local Gas Distributors" (Feb 1, 1995, p. 20), Vinod Dar presents a vision of executives at the local distribution company (LDC) lining up to buy cemetery plots (em even as the gas marketers, charging on horseback, seize the high ground of "middle" and

core-markets.

That sort of bravado cannot substitute for an in-depth knowledge of gas distribution. Mr. Dar in fact distorts or ignores many realities of the gas business.

NorAm Energy Corp. has appointed Charles M. Oglesby president of the NorAm Trading & Transportation Group. NTTG includes NorAm's two pipelines, NorAm Field Services, and NorAm Energy Services. Oglesby was previously a v.p. of Coastal Corp. and president and CEO of Coastal Gas Services Co. William A. Kellstrom was promoted to v.p. of corporate business development. Kellstrom was previously president and COO of NorAm Energy Services, NTTG's marketing arm.

The Coastal Corp. has elected Richard G. Smead senior v.p.

An article by Renz Jennings et al. (Jan. 15, 1995), "DSM Programs Must Target Consumers, Not Just Technology," unintentionally implies that information from the national Database on Energy Efficiency Programs (DEEP) project "is not always available to the program analysts involved in designing, implementing, and evaluating programs conducted by their own organization." Nothing could be further from the truth.

Eugene P. Coyle works as an energy analyst for Toward Utility Rate Normalization (TURN), a consumer advocacy group in California that claims 30,000 members.

t t t t t

The January mini-forum failed to discuss a key underlying assumption made by PoolCo proponents. The assumption is that price competition will really exist in tomorrow's wholesale electric market.

When a steel mill threatened to pull out of New Jersey and move to the Southeast where electricity rates are cheaper, Public Service Electric & Gas Co. (PSE&G) did some creative thinking.

How could it keep the mill, Co-Steel Raritan, and its 500 jobs and $36-million annual payroll in Perth Amboy, NJ?

After considerable negotiation, PSE&G proposed an experimental hourly pricing plan that lets Co-Steel Raritan take advantage of the lowest fuel costs within the Pennsylvania-New Jersey-Maryland (PJM) pool.

Time was that operating changes drove communications changes, and employee acceptance was a given. The changes now permeating the utility industry, however, require us to think, and operate, differently. Operating and communications changes need to unfold simultaneously. If communications is constantly playing catch up to changing operations, employees begin to lose motivation and effectiveness. Eventually, customers notice and begin to complain.