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APPA’s Delia Patterson, ElectriCities of North Carolina’s Jay Morrison Return As members Of DOE Panel

October 18, 2021

by Paul Ciampoli
APPA News Director
October 18, 2021

Delia Patterson, Senior Vice President of Advocacy and Communications and General Counsel at the American Public Power Association, and Jay Morrison, Chief Legal Officer at ElectriCities of North Carolina, are returning as members of the U.S. Department of Energy’s (DOE) Electricity Advisory Committee (EAC).

Each member of the EAC is appointed by the U.S. Secretary of Energy for a two-year term. The group works with the DOE’s Assistant Secretary for Electricity and meets three times a year to advise DOE on a variety of electricity issues.

The members of the EAC are from state governments, regional planning entities, utility companies, cyber security and national security firms, the natural gas sector, equipment manufacturers, construction and architectural companies, non-governmental organizations, and other electricity-related organizations.

During their term, the EAC members will advise DOE on current and future electric grid reliability, resilience, security, sector interdependence, and policy issues.

They will periodically review and make recommendations on DOE electric grid-related programs and initiatives, including electricity-related R&D programs and modeling efforts.

Members will also identify emerging issues related to electricity production and delivery and advise on Federal coordination with utility industry authorities in the event of supply disruptions and other emergencies.

A complete list of new and returning EAC members is available here.

Public Power Advocate William Gallagher Passes Away

October 18, 2021

by Paul Ciampoli
APPA News Director
October 18, 2021

William Gallagher, a longtime public power advocate, passed away on Oct. 15, 2021, at the age of 81.

“Bill was a tireless advocate for public power,” said Joy Ditto, President and CEO of the American Public Power Association (APPA). “There are so many things that Bill did during his decades in public power, including chairing the APPA Board of Directors, chairing the CEO Climate Change and Generation Policy Task Force for many years, and receiving the APPA Statesmanship Award,” she said.

Gallagher also served as General Manager of the Vermont Public Power Authority and as a consultant for the Transmission Access Policy Study Group.

“Bill brought the directness and forcefulness of a New Englander coupled with the warmth and collegiality of someone who understood and was imbued with the mission of public power,” Ditto went on to say.

Bill Gallagher
William Gallagher

In lieu of flowers, donations may be made to St Jude’s Hospital, the dearest to him of many children’s charities Bill gave to generously for decades.

A visitation will be held Saturday, October 23, 2021 from 10:00 a.m. to 11:00 a.m. at Serenity Funeral Home, 13401 Indian Rocks Road, Largo, FL 33774, followed by a memorial service beginning at 11:00 a.m.

Memories and expressions of sympathy may be shared at www.serenityfuneralhomelargo.com for the Gallagher family.

Public Power Entities Encouraged To Participate In APPA Energy Transition Group

October 15, 2021

by Paul Ciampoli
APPA News Director
October 15, 2021

The American Public Power Association (APPA) is encouraging public power entities to participate in the Energy Transition Community (ETC), a working group that is addressing grid operations, reliability, resiliency and recovery in a future low emission electricity delivery system, including advising APPA’s work on its Department of Energy (DOE) cooperative agreements.

The ETC will include representatives from public power utilities, joint action agencies, and state/regional associations who inform program activities to provide technical understanding of how individual public power utilities can achieve low emission goals and continue to deliver safe, reliable, and cost-effective electricity to their communities.

“We want to hear from leading public power utilities on their achievements, strategies for success, and the challenges they have faced and overcome on their journey,” said Nathan Mitchell, Senior Director for Operations Programs at APPA. “At the same time, a key goal of the ETC is to hear from those who have not started on the journey to understand the barriers and possible knowledge gaps or challenges on integrating low emission resources,” he said.

DOE funds will help APPA enhance certain existing programs such as APPA’s Moving Public Power Forward strategic initiative.

The ETC is expected to enhance APPA’s Smart Energy Provider (SEP) program by identifying leading practices in a wide range of areas including community solar, storage, distributed energy resources, demand response and electric vehicles. Findings of initial research will be utilized to identify gaps for further research.

The SEP designation program has identified those with leading practices in these areas.

The SEP applicants “will give us a forum of nearly 100 industry leaders who are on the leading edge with successful programs,” Mitchell said.

The SEP program is a best practices designation for utilities that show commitment to and proficiency in energy efficiency, distributed generation, renewable energy, and environmental initiatives. Additional information about the SEP program is available here.

Under a recently unveiled cooperative agreement with DOE, APPA will bring together public power utilities to facilitate discussion, evaluate opportunities, and define barriers to integrating energy storage technologies with power plants. APPA will also work with DOE and other stakeholders to mitigate these barriers. DOE will provide $100,000 per year for five years, while APPA will provide $25,000 of in-kind cost share per year for five years, for a total value of $625,000.

APPA is actively looking for members to join the ETC. Specifically, APPA is looking for subject matter experts from public power who work on low emission resource integration, resilience and customer side supply.

In terms of time commitment, full participants will be expected to devote approximately four to six hours per month for meeting and guidance review. Observers will be expected to commit to approximately two hours per month for awareness and some meetings.

To volunteer to participate in the ETC, send an email to: EnergyTransition@publicpower.org.

Gil Quiniones Resigns As President And CEO Of NYPA To Take Role As CEO Of Illinois Utility

October 15, 2021

by Paul Ciampoli
APPA News Director
October 15, 2021

The New York Power Authority (NYPA) announced on Oct. 14 that President and Chief Executive Officer (CEO) Gil Quiniones has resigned after 10 years in the role to accept a position as CEO at Illinois-based Commonwealth Edison Company, a subsidiary of investor-owned Exelon Corp.

Justin Driscoll, NYPA executive vice president and general counsel, will become the interim president and CEO. Quiniones will remain at NYPA until Nov. 5 and will work closely with Driscoll to support the transition, NYPA said.

Quiniones’ 10-year tenure makes him the longest-serving president and CEO in the history of NYPA. Overall, he has been at NYPA for 14 years, serving previously as executive vice president, energy marketing and corporate affairs and as chief operating officer.

Gil
Gil Quiniones 

Under Quiniones’ leadership, NYPA has carried out or planned a number of major initiatives to upgrade and modernize its power generation and transmission assets and has played a central role in New York State’s efforts to fight climate change, NYPA noted.

The largest of those undertakings are Next Generation Niagara, a 15-year, $1.1 billion modernization of NYPA’s Niagara hydroelectric project that is well underway, and the $11 billion Clean Path NY, a transmission and generation project that was recently selected by New York State in a request for proposals to deliver clean energy from upstate to New York City.  

Quiniones prioritized operational and financial excellence, innovation, resilience, strategic vision and social and environmental justice. Most recently, Quiniones ushered in NYPA’s 10-year strategic plan, Vision2030.

During his tenure, NYPA has aggressively promoted the growth of renewable energy technologies, energy efficiency and electric transportation, and efforts to become one of the nation’s first “end-to-end” digital utilities.

In 2017, he led NYPA in integrating the New York State Canal Corporation into its operations and has launched the Reimagine the Canals program, an effort focused on realizing the canals’ potential for tourism, recreation, and environmental protection.

Commonwealth Edison provides electric service to more than ​​​four million customers across northern Illinois, or 70 percent of the state’s population.

Ditto Details Utility Sector’s Proactive Approach to Guard Against Cyberattacks

October 13, 2021

by Paul Ciampoli
APPA News Director
October 13, 2021

Among the many steps that the electricity sector takes to proactively guard against cyberattacks are tabletop exercises under which utility operators respond to a scenario and work through responses, said Joy Ditto, President and CEO of the American Public Power Association (APPA), on Oct. 6.

If such a scenario becomes a reality, “they have those lessons learned to apply,” Ditto said during a cyber summit held by the Aspen Institute.

Collaboration among the electric sector, government agencies and other industries plays a key role in the success of these exercises, Ditto pointed out.

“There’s a lot we do to try to prepare,” she said. “We’re looking at prevention, but we’re also looking at if something happens and if we have to stand ourselves back up, how do we do that?”

There are various scenarios that are examined over time “because we don’t want to have the hubris that this is not going to ever have an operational consequence.”

One example of how the energy sector regularly drills for potential cyber and physical attacks is the North American Electric Reliability Corporation’s GridEx.

The GridEx exercise, which began in 2011, allows utilities, government partners and other critical infrastructure participants to engage with local and regional first responders, exercise cross-sector impacts, improve unity of messages and communication, identify lessons learned and engage senior leadership. Public power participation increased 47%, from GridEx IV in 2017 to GridEx V. The next GridEx takes place Nov. 16-17, 2021.

Meanwhile, Ditto noted that digital components began to be installed onto the power grid in the 1980s to create efficiency, foster situational awareness and boost reliability.

When this technology was first developed there was not a full appreciation for cybersecurity vulnerabilities.

“When we started to realize that there was a cybersecurity issue, we started to bake in cybersecurity but we had to go back and reconfigure some of those legacy systems and that’s been part of the challenge to us,” Ditto said.

Noting the wide range of sizes among public power utilities, Ditto said that about half of APPA’s member utilities have no digital components on their distribution grids.

“But they will be looking to do so in the future, and I think one advantage they may have there is they can really bake that cybersecurity in on the front end when they’re developing those digital systems” to do things like integrating distributed energy resources, responding to customer needs or thinking about greenhouse gas emissions reductions “more fully on their distribution grids.”

For those public power utilities that already have digital components on their grids, “as we create more digital components to address” evolving customer needs and climate change, “we do now have an opportunity to really think much more strategically and fully about cybersecurity and I know our vendor community is working with us very heavily to do that.”

In July 2021, the Biden Administration released a national security memorandum on cybersecurity for industrial control systems. The memorandum outlined how critical industry sectors including energy should protecting themselves from cyberattacks.

Ditto noted that in the memo and in some actions subsequently taken to flesh out that memo, there are performance goals that will apply across critical infrastructure sectors. “They are voluntary. We agree with the voluntary goals. Where we sometimes get a little bit concerned is” when there are mandates in this space. “Because it is ever evolving it might make us a little bit more about compliance rather than addressing things in a timely manner and in a flexible manner.”

She pointed out that “we’re the only critical infrastructure sector” of the 16 critical infrastructure sectors “that have mandatory and enforceable reliability standards on our bulk power system that include cybersecurity standards.”

Public Power Utilities Create Pathways For Next Generation Of Hispanic Leaders

October 13, 2021

by Tanya DiRivi
APPA News, and
Paul Ciampoli
APPA News Director
October 13, 2021

We began our coverage honoring National Hispanic Heritage Month – commemorated September 15 to October 15 – by profiling some of public power’s Hispanic heritage leaders at the chief executive and governing body leadership levels. In it they discussed the importance of sharing public power’s story and actively working to recruit and help develop future leaders. These are some success stories.  

Los Alamos County Department of Public Utilities – Los Alamos, New Mexico

Every public power utility has a unique story to share. Some happen to be more famous than others.

Los Alamos County may be immediately recognized as the place where the atomic bomb was created. It has been a beacon for PhD’s to work on pioneering technologies at the Los Alamos National Laboratory since the beginning of World War II’s “Manhattan Project.”

Attracting and retaining talent at the local utility can be especially challenging given that competition. It means that actively recruiting and developing home grown talent – both in skilled trades and professional positions – is especially important. Getting prospective employees in the public power pipeline early and then mentoring them throughout the training and development process is critical for small towns and cities like Los Alamos. Whether through summer college internships or branching out to surrounding high schools, participants usually leave impressed with what happens behind the scenes.

Steve Cummins, a New Mexico native, worked on the F-14 Tomcat Navy fighter jets before attending junior college to become an engineer. He had a lot of catching up to do. “It took me three years of junior college to catch up to the kids coming out of high school and going into engineering,” he recalled. With encouragement from his Navy mentors, he graduated with a degree in mechanical engineering from the University of New Mexico. Cummins ran his own painting business to pay for college and had no job prospects upon graduation. Until one of the property owners at an engineering company building he was painting told him he needed an engineer. These private industry leaders introduced him to Los Alamos County to lead the master planning efforts for the County’s domestic water system. These same leaders advised him to get private sector experience first. “They said, ‘The public sector needs good people.’ After seven years in consulting, I was working for the county utility,” Cummins said.

The utility’s job description had initially discouraged him from applying. Los Alamos seemingly wanted someone with 30 years of utility experience. Now Cummins is the deputy utility manager of power production and manages an electric coordination agreement with the Department of Energy for the Los Alamos National Laboratory, representing 80% of the utility’s load. He rose through the ranks not because of his engineering skills, but because he had good people skills – and opportunities for advancement. “At a small utility, we’re all working managers wearing multiple hats from managing power plants to implementing cybersecurity standards and operating transmission and distribution systems with real-time operators performing merchant services,” he said.

Cummins recalls, just 10 years ago, that he was seeking counsel from industry experts with 30 years of electric utility experience. “I didn’t have a mentor when I got into power. It was sink or swim,” he said. After two years of leaning on a PNM mentor, “he told me I’d be fine. He said, ‘I can’t teach you anymore. This industry is changing so fast that most of my knowledge doesn’t even apply anymore.’” Indeed, one of the most unique attributes at Los Alamos is the national lab. It employs over 13,000 people – and one quarter of them are PhD’s. “These are our customers and local leaders – so you have to be on your toes,” he said.
In recent years Los Alamos has increased recruitment efforts at local universities to find employees. They also must compete with big companies and large utilities (like PNM or SRP) that will pay more for engineers out of college. It means looking locally for teachable talent too. “We were looking for an electrical engineer for quite a while and found an ex-military guy with a geophysics degree who had a great personality,” Cummins said.

Another thing they look for is employees who call New Mexico home. “We were impressed with his experience and we talked up the opportunities with Los Alamos County. Now he’s working with us and studying for an electrical engineering degree. Hopefully we can keep him on our team.” Cummins also said that Los Alamos County benefits by being a close family, giving opportunities throughout the four-utility operation for advancement.

The recruitment challenge is compounded under municipal salary constraints in an area that lacks robust nightlife for a younger generation. But ultimately what brings people back is home. Once they find talent, “we find ourselves big on promoting from within. One of the biggest challenges is that there are a lot of prospective employees that don’t have a college education – and many of our jobs require that piece of paper. It’s a big hurdle. We have a tuition assistance program, but that’s still a big effort for the employee.” Cummins is working to help address that administrative challenge, of requiring a college degree, for the purpose of increasing the salary range to compete in the industry, so employees being recruited and trained today can have the opportunity to be tomorrow’s leaders.

At the mid-career level – and an emerging leader at Los Alamos – is Jordan Garcia, a power system supervisor with a finance degree. He had moved to Los Alamos to work for the national lab, where, while pursuing his MBA, met a senior utility leader in the same program. He was later contacted about an opening and has benefited from mentorship ever since. His passion for finance was a natural fit for power marketing. “Ultimately, it’s like being on Wall Street without actually being on Wall Street,” he said. Numerous functions have been consolidated under his oversight since being promoted into the position.

“I like to think that public power chose me,” he said. “There’s something for everyone – college educated or not. Some of the highest paid occupations, without a college degree, are right here,” he added, referring to work in generation, operations, transmission, substations and maintenance. He enjoys working for public power because he can see tangible results every day that affects people’s daily lives.

He credited Cummins for creating an environment that empowers employees to make decisions. “Steve is very level-headed and diplomatic,” Garcia said. “It’s really satisfying to be a part of that value.”

Garcia said that smaller public power systems have a lot to offer prospective employees, but more needs to be done to educate the community about job opportunities and how the electric lines above them turn the lights on. “We’re blessed and cursed at the same time” he said, referring to all the behind-the-scenes work to keep the system running while working on new technologies and customer programs. “I try to talk to anybody I can about my job, because people just don’t know about us,” he added.

Garcia has observed that public power is very humble, even in the face of criticism. “I’ve learned that it’s about the collective; we need to know what we don’t know and ask for help,” he said. That includes with the local community, by introducing high schoolers to what their local government does.

He said public power needs to do a better of job of telling the story, including in underrepresented areas. “We’re going to need a huge influx of skilled trades people and there’s something for everyone,” he said.

Isaac Montoya took a different path to public power. He grew up nearby and went to trade school after high school. His first job with Los Alamos County was in the parks department before applying to be a meter reader. A year later he applied to be a power system operator, believing it would be a reliable industry to get into. “Everyone needs power and water, plus the pay caught my attention – and no college experience was required,” he said. He has been with the utility for over 12 years.

“I know a little bit of everything now. When I first started, I didn’t know anything about generation or transmission,” he said. He credited Cummins for helping him better understand the industry. “Steve gave me a chance and I’m still learning every day. I find it all interesting,” Montoya added.

He said the utility industry needs to show prospective and newer employees that there is room for growth. “You need to put the word out there,” especially for a younger generation that wants hands on work. He credited Jordan Garcia for working with him to be promoted within the utility. In the future he would like to manage a bigger generation portfolio; until then he said he’ll keep gaining more knowledge.

losalaomos1
Steve Cummins, Isaac Montoya and Jordan Garcia

Cummins stressed the importance of continuing the discussion with human resource departments about offering competitive wages, aggressively recruiting locally, and promoting from within. “We have lots of people retiring and that’s kind of scary,” he said. Part of the challenge will be revising traditional job descriptions, including modifying some of the educational requirements. He noted, for example, that “my job required a P.E. But we recently changed that. I want Jordan and others to have this opportunity because when you get to my level, I don’t think you need to be an engineer. That P.E. requirement would have precluded Jordan from being able to move up, which would have been crazy because he has such a passion for this job and he has more than the applicable skill set to be successful.”

Orlando Utilities Commission-Orlando, Florida

Representing the community OUC serves has long been woven into the fabric of the public power utility’s being and in its workforce.

OUC is committed to creating a work environment where everyone feels welcomed, supported and heard, which is why diversity, equity and inclusion (DE&I) is a major component of its Connected 2025 Strategic Plan.

Last summer, Clint Bullock, OUC General Manager and CEO, held listening sessions where he heard from employees across the Commission about their experiences and accepted recommendations to enhance DE&I at OUC. The sessions brought many opportunities to light and as a result, the utility expanded its efforts to ensure equity was included in all that the utility does.

OUC also looked at its Code of Conduct and set forth on creating a DE&I roadmap that outlines its plans moving forward. OUC quickly realized that employee engagement plays a huge role in the utility’s success. So, a search has been launched for a Director of Diversity, Equity, Inclusion and Employee Engagement, which OUC hopes to have in place very soon.

Utility-wide, OUC strives to create a safe and productive work environment that embraces its employees’ personal and cultural identities. OUC believes that forging a community that bridges cultures, builds lasting friendships and promotes inclusiveness is more than just good business, it’s also the right thing to do.

Sheila Rivera has worked at OUC for 23 years and has held several positions during her tenure.

“I’m proud to say that I started my journey in the Customer Service Department, which acted as a foundation for all subsequent roles. After 12 years in the role, I transitioned to Conservation and Sustainability, in the role of Conservation Analyst,” she said.

Rivera remained in this role for three years until she was promoted to Conservation Coordinator. She served as a Conservation Coordinator for five years.

She is currently a Senior Business Process Analyst at OUC. As Senior Business Process Analyst, some of her responsibilities include, but are not limited to, performing analyses of processes, policies, and procedures in order to identify gaps and make recommendations for changes, serve as the operational subject matter expert resource for the Customer Care & Billing (CC&B) application, develop business requirements for test cases and user acceptance testing plans for system upgrades.

While she has not formally had a mentor at OUC, Rivera notes that she has been “very fortunate to work alongside many people who have provided guidance, motivation, and inspiration to continue to reach my full potential. I’ve been blessed to work with leaders who believed in and supported my professional development.”

She has had the opportunity to mentor employees while working as a customer service analyst. “I found that the experience helped develop my leadership skills and cultivated a sense of satisfaction from knowing that I’ve helped others expand on their knowledge and skills,” Rivera said.

While attending the University of Central Florida (UCF) in Orlando, Juan Diaz was part of an Honors Society called SHPE (Society of Hispanic Professional Engineers). During one of the meetings, OUC had a representative (Orlando Alancastro) who attended the session to discuss opportunities within the company.

Soon after, Diaz applied at OUC and was working as a summer intern within the Operations Department in 2003. Later that year, an opportunity opened up to apply for a position as an Electrical Engineer within the Distribution Engineering Department and he was hired.

Diaz worked as an Electrical Engineer for 14 years and was promoted to Manager of Electric Distribution in 2017.  In 2020, he was promoted to Director of Distribution Engineering, and he is now responsible for the delivery of quality electric and water distribution engineering services to OUC customers, including lighting engineering and construction services under the OUConvenient and OUConventional Lighting programs.

Diaz, who is OUC’s Director of Distribution Engineering, has had several mentors at OUC as he has continued his career. “I would say John Buchheit, Orlando Alancastro and LeMoyne Adams have been advocates contributing to my success at OUC.”

While there is not a specific person Diaz has mentored, he noted that he has trained various personnel within his department. “I hope that my training and leadership has provided guidance to some of our employees within the Distribution Engineering Department,” he said.

During her senior year of at UCF, professors stressed to Victoria Simanca the importance of internships. “I interviewed for multiple internship programs and decided to join OUC as a Water Engineering Intern,” she said. “Nearing graduation, I received a job offer from OUC, which I happily accepted given the great experience I had as an intern. My current responsibilities involve plan review for residential and commercial water connections for conformance with OUC standards for water construction.”

Simanca said that her supervisor, Charles DiGerlando, “and my coworkers have been a critical part of my career at OUC. I consider them my mentors because they helped me grow into the engineer I am today and continue to guide me along the way. I know I can count on them whenever I need help.”

She added, “Even though I don’t consider myself a mentor due to my short career, I know we have a great community at OUC where we all learn from each other.”

Even though Clara Lenis, Senior Marketing and Communications Coordinator at OUC, has been at OUC for a short time, “it has been extensively rewarding because of the team that I work with,” she said.

“I started recently, and it has been a constant learning experience. Coming from the media industry to OUC has helped me see the communications world differently, from how to write the correct message to what is going to be taken away by our customers, basically how they perceive OUC through our messaging.”

Her responsibilities at OUC vary from copywriting to creating key messages for Hispanic customers. “I’m in charge of developing and facilitating internal and external communications projects for our Marketing and New Products business unit.”

OUC is celebrating Hispanic Heritage Month by highlighting different employees’ stories, backgrounds and cultures and how they have contributed to OUC’s success.  “We also are sharing with our internal and external audiences facts about this important celebration that takes place for an entire month to honor contributions that Hispanics have made not only at OUC but to the United States,” she said.

The importance Of Diversity And Equity

Diversity and equity “are extremely important to me given my Hispanic heritage, which is why I feel so conformable at OUC. OUC provides a fair and level playing field for all. By creating an environment of equity, it should help to promote diversity,” said Simanca. “The diversity at OUC brings different ideas, cultures, and experiences to help create unique perspectives and problem-solving advantages within the workplace.”

Rivera said that “being both Hispanic and a woman, diversity and equity in the workplace are extremely important. Working in an environment that creates fair access, opportunity, and advancement for all has fostered a sense of pride and commitment towards my organization.”

Diaz said that diversity and equity “are important within any workplace to help retain employees by making them feel supported and valued. In addition, they encourage broader perspectives, provide opportunities and yield innovation, which aligns with our strategic initiatives.”

DE&I Initiatives

OUC supports numerous DE&I initiatives within its community and the utility. OUC’s commitment to the community not only means taking an interest in seeing the community succeed, but also actively working toward making it a better place to live.

Below are specific initiatives of OUC’s direct involvement in DE&I efforts:

OUC’s Empowerment Zone

As part of a long-term commitment to revitalizing low-income neighborhoods in the 32805 ZIP code, OUC launched a new employee task force in March 2020. With a focus on “sweat equity” and local involvement — as well as donations and nonprofit partnerships — the task force works to provide education, sustainable housing, career opportunities and more to help families and communities succeed.

City of Orlando’s Dr. Martin Luther King, Jr. Initiatives

For more than a decade, OUC has been an active sponsor and participant in the City of Orlando’s MLK Commission. With the goal to promote the celebration of Dr. King’s legacy of equality, justice, freedom, peace and harmony for all races and cultures in Greater Orlando, OUC employees have participated in the Pappy Kennedy Breakfast, parade, youth humanitarian awards and leadership forums. Corey Johnson, Supervisor of Meter Operations, has been a long-term committee member, as well, representing OUC.

Mayor Demings’ MLK Initiative

OUC supports the recently developed Orange County MLK initiative to recognize Dr. King’s legacy through programs that promote unity, diversity and connectivity, as well as provide awareness while engaging cultural differences to breed a sense of growth and cohesiveness. The utility notes that honoring Dr. King’s contribution to humanity as a community is a true reflection of the county’s mission and vision to be diverse.

onePULSE Foundation

Since its inception, OUC has supported the onePULSE Foundation to help create a sanctuary of hope in the community following the tragic day in American history five years ago, Sunday, June 12, 2016, to honor the 49 lives that were taken, the 68 others who were injured and the countless first responders and healthcare professionals who treated them. Each year OUC participates in the organization’s CommUNITY Rainbow Run and recently dedicated more than 300 volunteer hours to revitalizing the onePULSE Foundation facility’s grounds.

OUC’s 2021 OUCares Workplace Giving Campaign

United for Change focused on Diversity, Equity & Inclusion in the community. OUC joined the Heart of Florida United Way and its partner agencies to address topics like education, housing, socioeconomic status, job opportunities and compensation, all while promoting inclusivity. In 2021, OUC employees raised more than $215,000 to support these efforts.

Women in Energy

Florida’s Women in Energy Leadership Forum was launched to inform, inspire, and motivate by recognizing the success of women leaders in the energy industry. OUC has been involved for five years and OUC’s female leaders — including Linda Ferrone, Chief Customer and Marketing Officer, and Jenise Osani, Vice President of Marketing and New Product — have spoken on best practices in the industry.

Chambers of Commerce

In addition, OUC is a trustee and/or corporate sponsor for the following chambers of commerce in Central Florida:

Career Pathway Opportunities

Some of the career pathway opportunities OUC offers and continues to enhance include:

Beyond utility careers, OUC also offers vocational training partnerships, including:

Vocational Training Partnership: In May 2021, OUC launched the Vocational Training Partnership, a four-month, 420-hour pre-apprenticeship training program targeting residents in OUC’s Empowerment 4 the Future Zone. OUC contributed $35,000 to fund jobs training for up to 15 students interested in careers in either carpentry, plumbing, electrical or maintenance. The median salary for these trades is $50,000 a year. OUC’s funds covered tuition, the instructor’s salary, lab supplies, facility rental and participants’ stipends. 

Future Career Options

OUC also works closely with local groups and schools to help educate students on future career options. OUC employees often are requested to share their career journey and experiences.

Association of Latino Professional for America (ALPFA) Student Organization, University of Central Florida: OUC’s Human Resources’ Talent Acquisition team participate in many ALPFA events including a virtual program on effective negotiations, mock interviews and resume reviews;

After-School All-Stars: OUC employees work with the After-School All-Stars, a group devoted to helping students excel in school and life and prepare for today’s workplace by focusing on conservation and utility industry careers;

Youth Energy Academy: Sponsored by the Florida Chapter of the American Association of Blacks in Energy, this program provides opportunities for African-American middle and high school students to explore careers in STEM (science, technology, engineering and math) fields. While past events have included on-site visits to OUC locations, because of COVID, the event was virtual in 2020 and 2021, with local youth groups connecting via Zoom to career and conservation sessions taught by OUC professionals.

EV Commercial Charging Rate Aimed At Spurring Infrastructure In Los Angeles

October 13, 2021

by Paul Ciampoli
APPA News Director
October 13, 2021

The City of Los Angeles Board of Water and Power Commissioners recently approved a special electric vehicle (EV) commercial charging rate. By approving the new commercial charging rate, the board authorized the use of pilot five-year agreements for a special electric rate for commercial EV charging.

The goal is to encourage rapid expansion of EV charging infrastructure in publicly accessible locations and to spur greater electrification of regional bus fleets, commercial transport trucks and other commercial vehicles.

The five-year agreements will also be available to businesses for employee parking lots and for multi-family housing, such as apartments, condominiums or public housing, where property owners could install charging stations used by residents.

The board’s action in late September followed testimony at a hearing from Tesla, EVgo and Electrify America and local and state officials on the steps that are needed to enable the Los Angeles Department of Water and Power’s (LADWP) transportation electrification efforts to swiftly expand the department’s EV fast-charging footprint.

Representatives from Electrify America, EVgo and Tesla pointed out challenges that have contributed to building fewer fast-charging stations in LADWP’s service territory than other nearby areas. Among their chief concerns was the lack of a special rate structure for commercial EV charging.

Matthew Nelson, Director of Government Affairs for Electrify America, said the new rate structure introduced is “a huge step in the right direction,” and noted it will lower the operating costs of commercial charging stations in LADWP’s service territory.

Electrify America, which says it has the largest open DC fast charging network in the US, was formed in 2017 to manage $2 billion in investments in zero emission vehicle infrastructure. The funds come from its parent company and are mandated under a 2016 settlement of the Volkswagen emissions-cheating scandal. The settlement will cost the car manufacturer $14.7 billion over 10 years.

LADWP is spearheading the city’s efforts to achieve state and local transportation electrification goals.

LADWP staff updated the Board of Commissioners on EV-related customer rebate programs, equity initiatives, and efforts to streamline departmental processes for the approval, installation, and interconnection of new EV charging stations.

Following the testimony, Board President Cynthia McClain-Hill offered a series of motions aimed at improving oversight and accountability of LADWP’s EV initiatives, streamlining EV charger deployment, and exploring possible new incentives to install more EV chargers, particularly in disadvantaged communities, LADWP noted.

The motions, which will be considered for adoption at the board’s next meeting, also call for evaluating necessary upgrades of the local distribution system, improving rebate processing times, improving coordination with other agencies involved in EV charger installations, and increasing staff levels to accommodate the growing workload more efficiently.

Ann Santilli, LADWP’s chief financial officer, said the commercial EV charging rate agreements are designed to shift a portion of commercial rates to reflect the actual hours when the EV chargers are being used.

The commercial EV charging rate has two options. Both are designed to incentivize charging during daylight hours to take advantage of excess solar power. Expanding the use of excess solar power is a key strategy to helping LADWP achieve its aggressive goal to supply power that is 100% carbon-free by 2035, the public power utility noted.

LADWP staff offered several presentations on multiple initiatives to achieve local and state goals for expanding EV infrastructure throughout its service territory as well as increase accessibility to public chargers in low-income and disadvantaged communities.

To address EV industry concerns, LADWP is continuing efforts to streamline and expedite interconnecting charging stations with the electric grid, speed up the application process, improve communications with customers, and effectively collaborate with other city departments that are involved in inspecting and approving new charging infrastructure.

Over 60 Percent of Battery Storage Coming Online Will Be Co-located, EIA Says

October 12, 2021

by Peter Maloney
APPA News
October 12, 2021

Most of the battery storage expected to come online in the next five years will be co-located with a solar power plants, according to the Energy Information Agency’s (EIA) most recent annual electric generator report.

Of the 14.5 gigawatts (GW) of battery storage planned to begin come online between 2021 and 2024, 9.4 GW, or 63 percent, will be co-located with solar power, the EIA said. Another 1.3 GW of battery storage will be co-located at sites with wind turbines or fossil fuel-fired generators, such as natural gas-fired plants. The remaining 4 GW of planned battery storage will be located at standalone sites.

The EIA’s generator report collects information about existing and planned generation projects that are 1 MW or greater.

According to historical EIA data, most of the battery storage deployments in the United States have been done on a standalone basis. Of the 1.5 GW of battery storage that was in operation at the end of 2020, 71 percent was standalone, and 29 percent was co-located with other power generators.

A combination of falling prices for lithium-ion batteries and rising levels of wind and solar generation is driving an increase in renewable energy projects that include battery storage, according to Lawrence Berkeley National Laboratory.

Batteries can offset the intermittent nature of renewable resources such as wind and solar power. Solar power, in particular, can be effectively paired with battery storage because of their relatively regular daily generation patterns, EIA noted.

Predictability works well with battery systems because they are limited in how long they can discharge their power capacity before needing to recharge. If paired with a wind turbine, a battery system could go days before having the opportunity to fully recharge.

The EIA also pointed out that battery systems co-located with renewable energy resources also can take advantage of the Investment Tax Credit available for solar projects.

EIA data also show that most standalone battery storage sites have been planned or built in power markets that are governed by regional transmission organizations (RTOs) and independent system operators (ISOs). Some RTOs and ISOs have market rules that provide revenue streams for energy storage projects, which encourages developers to site projects there.

Of the utility-scale battery systems announced due online between 2021 and 2024, 97 percent of the standalone battery capacity and 60 percent of the co-located battery capacity are in RTO/ISO regions, EIA said. Outside of RTO and ISO regions, over 90 percent of planned battery storage is scheduled to be co-located with a solar photovoltaic plant, EIA said.

Massachusetts Public Power Utilities Extend Hydropower PPAs

October 10, 2021

by Paul Ciampoli
APPA News Director
and Peter Maloney
APPA News
October 10, 2021

Middleborough Gas and Electric Department (MGED) and Taunton Municipal Lighting Plant (TMLP) in Massachusetts have extended power purchase agreements for hydroelectric supplies.

MGED extended its contract with FirstLIght Power for an additional 10 years to 2040. MGED said the extension helps to keep its rates affordable while growing the amount of carbon dioxide-free power in its portfolio.

“MGED’s 2021 power portfolio is more than 60 percent carbon free,” Jackie Crowley, MGED’s general manager, said in a statement. “And with the 2021 FirstLight extension we can ensure a growing share of renewable energy through 2040 as we work to reach the MGED Board’s commitment to net zero emissions by 2050.”

The agreement will account for approximately 910,000 megawatt-hours, equivalent to more than 12 percent of MGED’s purchases for residential, commercial and industrial customers for the term.

MGED entered into an initial 2019 agreement with FirstLight Power. The agreement was developed by Energy New England with FirstLight to supply 21 Massachusetts, Rhode Island, and Vermont municipal utilities with hydropower.

“Never before have so many municipal light plants, municipal electric departments, and other public power utilities come together to buy emissions-free renewable power on this scale,” John Tzimorangas, president and CEO of Energy New England, said at the time.

In November 2020, the 21 utilities signed agreements to purchase 200 million kilowatt-hours (kWh) per year of hydroelectric power produced by FirstLight Power.

Meanwhile, TMLP on Oct. 6 announced that it has extended its contract with FirstLight Power. The transaction will now encompass an additional seven years to 2030.

TMLP was the first Massachusetts utility to enter into an initial 2018 agreement with FirstLight Power, the owner and operator of hydroelectric generation facilities in Massachusetts and Connecticut.

The extension helps TMLP “to lock in the resources it needs to decarbonize its electric generation output,” the utility said.

The extension will keep the TMLP power portfolio at nearly 26 percent of hydropower through the year 2030.

MGED serves customers in Middleborough and Lakeville by purchasing electricity from regional generating plants in New England. The utility also buys local energy produced by privately owned solar arrays. Almost all the electric power MGED’s buys comes from hydro, nuclear, wind or solar power with less than 1 percent coming from fossil fuel-burning plants that are mostly used during times of peak demand.

TMLP serves over 38,000 customers in Taunton, Raynham, Berkley, North Dighton and sections of Lakeville and Bridgewater.

FirstLight Power owns hydro generation stations in Massachusetts and Connecticut and has a total portfolio of more than 1,400 megawatts that includes two pumped hydro energy storage facilities, six conventional hydroelectric generation plants, five run-of-river hydroelectric generation plants, and one solar generation facility.

Two Temporary Mobile Generators Now Online In Roseville, Calif.

October 10, 2021

by Paul Ciampoli
APPA News Director
October 10, 2021

Two temporary mobile generators are now online in Roseville, Calif., following six weeks of construction at Roseville Energy Park, public power utility Roseville Electric recently reported.

The two generators were deployed by the California Department of Water Resources (DWR) following an emergency proclamation by Governor Gavin Newsom in July.

Each unit can produce up to 30 megawatts. The units run on natural gas but can run on a blend of up to 75 percent hydrogen.

The generators would be deployed under emergency conditions determined by the California Independent System Operator (ISO) under a contingency plan developed in coordination with the California Energy Commission and the California Public Utilities Commission.

In order to raise awareness in the communities surrounding these generators, the California Independent System Operator (CAISO) has posted a document outlining an order from the U.S. Department of Energy as well as the circumstances under which the CAISO can activate the units.