Calendar of Events

Oct 20, 2014 to Oct 23, 2014 | Orlando, FL
Oct 27, 2014 to Oct 31, 2014 | Clearwater Beach, FL
Nov 05, 2014 to Nov 06, 2014 | Las Vegas, Nevada

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Public Utilities Reports

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IT

Rate-Case Mania: Lessons for a New Generation

Ahmad Faruqui and Robert Earle

This overview of ratemaking and rate-design principles should ease the myriad tasks awaiting new rate analysts and attorneys, while provoking nostalgia among industry veterans still manning the ratemaking stations.

The CIO Forum: The Changing Face of Energy I.T.

Budgets are expected to increase, even as new IT challenges present themselves.

Christian Hamaker

In our annual technology forum, we talk with tech/information specialists at four companies: Patricia Lawicki at PG&E; Ken Fell at the New York ISO; Mark C. Williamson at American Transmission Co.; and John Seral at GE Energy.

NERC Knows Best?

FERC this year must select a reliability czar. But the obvious choice could prove less than ideal.

Richard Stavros, Executive Editor

NERC up until now has been, in its own words, “a self regulatory organization, relying on reciprocity, peer pressure, and the mutual self-interest of all those involved in the electric system.” Nevertheless, can this tradition of kind, gentle, and voluntary consensus-building stand NERC in good stead as it seeks to transform itself in to a steel-fisted czar that would enforce mandatory standards?

Before the Utility Merger: Thinking Through IT Integration

The way senior tech executives and business managers define success has changed.

Gary A. Curtis and Robert Laurens

Alignment of the business and the information technology (IT) functions within a company is critical to the effectiveness of any strategic initiative. Three years ago, our research identified a number of best practices in IT integration, as they affected M&A execution. What changed, according to our new survey, is the way senior IT executives and senior business managers define success in a merger transaction. With so much at stake in any merger, the distinctions between these two important management constituencies are critical.

Beyond Sarbanes-Oxley

Energy Trading & Risk Management: How to evaluate risk and improve decision-making capabilities.

James W. DeLoach and David M. Johnson

With a heightened focus on risk management, it has become increasingly clear that traditional risk-management approaches do not adequately identify, evaluate and manage risk. An ERM approach integrates risk management with existing management processes, identifies future events that can have both positive and negative effects, and evaluates the effectiveness of strategies for managing the organization's exposure to those possible future events. ERM transforms risk management to a proactive, continuous, value-based, broadly focused, and process-driven activity.

Utility M&A: How Many Deals, and How Soon?

By opening the field to far-flung deals, PUHCA’s repeal changes the merger game.

Michael T. Burr

The repeal of the 1935 Public Utility Holding Company Act has attracted a surprising amount of attention in the business and consumer press. But while some analysts predict a wave of utility M&A activity, others are more sanguine about the change.

Following Up on a Capital Performance

Utility stocks have outperformed the broader market. Can the industry deliver a show-stopping second act?

Paul Donahue

The utility sector has been one of the best performing sectors in the equity capital markets for more than two years. In many respects, this has been a case of the rising tide lifting all ships.

Maintaining Control Over Outsourcing

Utilities can transform the business while managing risk.

Victor Reyes, Cathy Newman, and Defne Dellaloglu

In a survey of 305 North American utilities, 51 percent of the respondents said they either had outsourced or were planning to outsource a customer-care function in the next two years. But despite its advantages, outsourcing remains fraught with risk—the very reason that traditionally conservative utility companies have in the past shied away from letting third parties take over parts of their business.

Finding the Utility's Core

Where should outsourcing end—and the real utility begin?

Richard Charles

When utilities evaluate business process outsourcing, they need to determine which processes are most advantageous to outsource—core or non-core? Rather than debating the merits of core or non-core, perhaps the more critical questions utilities should ask are: How are our key processes performing? Are they cost-efficient and effective? Do they enhance or inhibit our corporate performance?

Outsourcing: All It's Cracked Up to Be?

Despite several high-profile deals, utilities remain cautious about outsourcing their key business processes.

Michael T. Burr

It seems that "outsourcing" has become a dirty word among utility executives. But though left unsaid in polite conversation, the word is still on everybody's mind. They might even be doing it. They just aren't talking about it.

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