Ann R. Chamberlain will manage rates and regulations, and plan and procure gas supplies in her new v.p. position with Virginia Natural Gas, Inc. She steps up from assistant v.p.

Boston Pacific Co., Inc. has added John T. Chang to the company's international power project development practice. He comes from Iroquois Gas Transmission System. Jonathan d'E. Coony was promoted to consultant and will continue work on financial evaluation of power projects in Indonesia, Pakistan, and other countries.

On a bookshelf behind my desk I've stacked up a few older issues of PUBLIC UTILITIES FORTNIGHTLY. Some of them go back more than a half-century. Every so often I pull down a copy to see if I can learn anything from history.

Yes, the advertisements appear quaint (Royal typewriters; IBM punch-card machines; Ditto-brand duplicators). But some of the ideas still have legs, with lively quotations from the likes of Louis Brandeis, Harold Ickes, Walter Lippmann, and Fiorello La Guardia.

Before the express train leaves the station, it's worth taking a look at the facts about new electric generating capacity in the United States.

Natural gas has become the primary energy source, accounting for about two-thirds of new capacity during the 1990. In contrast, market share for coal-which currently accounts for over 40 percent of all online capacity, and about 55 percent of online fossil-fuel capacity-is expected to grow only 10 to 15 percent in this decade.

Wyoming and Montana

are cracking Midwest coal markets,

despite local protectionism.

As pressures build steadily toward deregulation and increased competition between electric power generators, Western low-sulfur coal is emerging as the most economical fuel option for an increasing number of companies. The low cost of delivered fuel and avoidance of capital outlays offer attractive savings.

a strategy helps.

Gas markets in the United States are complicated, dynamic, and evolving. They offer significant commercial opportunities for some companies, commercial hazards for others.

Many companies find it difficult to estimate the price they will receive for gas the next year, month, week, or day.

Competition from Order 636 has gas customers rethinking their firm capacity options.

Just when everyone thought we had put Order 636 behind us, up pops perhaps our greatest challenge yet: the turnback (or "decontracting") of firm capacity on interstate natural gas pipelines. This phenomenon, now emerging on a few major pipelines, such as Transwestern, El Paso, and Natural Gas Pipeline Co. of America, inspires different reactions.

LDC Robustus? Which Would You Rather Be?

Post-Order 636 evolution depends on aggressive regulatory and legislative reform.

"Get out of the gas business. Drop the merchant function. We can't make any money selling gas and we are constantly at risk to having gas costs disallowed. It's a no-win situation.

As this snapshot look at the seven utility mergers announced since January 1995 demonstrates, traditional patterns are no longer being followed. A number of the announced transactions did not fit squarely into either the merger-of-equals model (little or no premium, fairly even equity and board split, CEO succession plan) or the acquisition model (high premium, disparate equity and board split, no CEO succession plan).

The California Public Utilities Commission (CPUC) has declined to adopt standards in the Energy Policy Act of 1992 (EPAct) that concern integrated resource planning and energy efficiency for electric and gas utilities, exempt wholesale generators and affiliated transactions, and investment in foreign utilities.