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Fortnightly Magazine - September 2005

Hold the Champagne?

There is much to celebrate in the Energy Policy Act of 2005, but what will federal regulators do?

Richard Stavros

When we least expected it, the politicians finally were able to pull a multi-billion white rabbit out of their hat—enacting a comprehensive national energy law (Energy Policy Act of 2005) that will usher in extraordinary changes in the industry However, just how the new law really will affect the industry is the question of the hour, with many provisions of the law left to the interpretation of regulators.


(September 2005) The Consolidated Edison Inc. board of directors elected Kevin Burke as a member. Great River Energy named Greg Ridderbusch vice president, business development and strategy. Millennium Pipeline named Dick Leehr as president. And others...

Wholesale Competition: The Big-Bang Effect

Consider the opening of the PJM market, and its effect on prices.

Gary Hunt, Doug Buresh, and Mark Turner

Wholesale competition is working, and the best evidence to date is the savings produced from the opening of the PJM market to competitive power generation from the Midwest. A real-time case study unfolded before our eyes in May and October 2004.

Letter to the Editor

Chris King and Dan Delurey provide additional analysis for their recent paper, “Energy Efficiency and Demand Response: Twins, Siblings, or Cousins?” Fortnightly, March 2005.

New Jersey’s BGS Auction: A Model for the Nation

Internet procurement may be used in other states.

Jeanne M. Fox

Since 2002, the annual energy auctions created and administered by the New Jersey Board of Public Utilities have proven to be an innovative and successful way to meet our state's growing demand for electricity. We were the first state in the nation to procure most of its electric needs through an Internet-based auction. We will keep moving forward at a measured, prudent pace on hourly pricing.

Coal's Raw Deal

The bias in RTO markets, and how FERC might fix it.

Bruce W. Radford

RTO practice creates less risk and uncertainty over the nominal short-term wholesale price of power, but more risk and uncertainty over the long-term cost of transmission. That spells trouble for the coal-fired plant, sited far off at the mine mouth, needing long-haul transmission over a long-enough term to pay back the capital costs.

Restructuring Utility Leadership

How Exelon uses its human resources department as a strategic weapon.

Bob Shields

What sort of leadership does today's utility need for the future? How does the culture need to change? Who should be hired from within the industry? Who should be hired from outside the industry? Exelon has sought to answer all of these questions, using human resources as a strategic advantage.

Smart Meters on The March

New federal policies portend a wave of demand-response programs, and perhaps a new era in resource planning.

Michael T. Burr

When President Bush signed the energy bill on August 8, he set in motion a chain of events that might lead to major changes in the way utilities price and meter retail electric services—and ultimately in the way they value and use non-traditional energy resources.

The Fortnightly 40 Financial Ratings

Which is the best energy company?

Richard Stavros

(September 2005) Top honors in our first annual financial ranking go to those staying with the basics and to those dealing with soaring commodity prices.

Capital Management: The Missing Performance Driver

Does your company measure up?

Jim Hendrickson, with Marco Bruzzano and Jim Mazurek

Few companies achieve sustainable high performance. Markets change but companies fail to adapt, and investors are unforgiving. Utilities, and new entrants, learned this lesson during the first competitive market cycle of the late 1990s and early 2000s, when few companies sustained a high-performance leadership.