NEPPA eNewsletter

Jonathan Elwell, village manager of Enosburg Falls, Vt., and Jonathan Fitch, general manager of Princeton (Mass.) Municipal Light Department, received the American Public Power Association's Larry Hobart Seven Hats Award at the association's national conference in Orlando, Fla. The award recognizes managers who perform a variety of duties in communities of 2,500 or fewer electric meters. Award recipients have demonstrated accomplishments in seven areas: planning and design, administration, public relations, field supervision, accounting, human resources and community leadership.

Elwell played a major role in the development of the community's capital improvement plan for 2005 to 2012, which includes substantial upgrades to the electric distribution system's poles, conductors, substations and vehicles. To finance some of the capital expenses, Elwell negotiated private financing terms with local banks and successfully procured federal stimulus funds. Enosburg Falls Electric Light Department serves 1,600 customers.

Fitch, general manager of Princeton Municipal Light Department, was a vital force in overseeing rebuilding of the town's electric distribution system after an ice storm in December 2008. He single-handedly processed all the Federal Emergency Management Agency and Massachusetts Emergency Management Agency project worksheets to obtain disaster relief funds for both the light department and the town. Fitch is a familiar figure in the town of Princeton, where he volunteers for many school and recreational programs. Each year the utility sponsors an electrical safety program for local children. Princeton serves 1,500 electricity customers.

Fitch also accepted honors on behalf of Princeton Municipal Light - which is a co-recipient of the 2010 Public Power Wind Award fromthe U.S. Department of Energy's (DOE's) Wind Program. This eighth annual award honors two American Public Power Association member organizations for their outstanding leadership, innovation and project creativity through the use of wind energy technologies. The consumer-owned utilities were selected among 13 others nominated from across the United States.

Princeton Municipal Light Department introduced wind power into its energy portfolio in 1984 and continues to invest in renewable energy. It frequently surveys and responds to customer interest in wind power and has used creative membership marketing strategies to lower the cost of additional wind power investments.

 

On left, Marc Gerken, 2009-2010 Chair of APPA's Board of Directors and President/CEO, American Municipal Power, Columbus, Ohio, presents Elwell with his award at APPA's National Conference in Orlando, Fla.

On right, Jonathan Fitch accepts a Department of Energy Power Wind Award.

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APPA's 2010 Alan H. Richardson Statesmanship Award was given to William J. Gallagher, the retired general manager of the Vermont Public Power Supply Authority. The award recognizes public power leaders who work successfully and tirelessly on APPA's behalf forging consensus on national issues that achieve public power's goals.

Gallagher began his public power career in 1963 and worked continuously in the field for 43 years before retiring in 2006. After becoming general manager of Vermont Public Power Supply Authority in 1990, Gallagher became very active in APPA while serving on the Legislative and Resolutions Committee, the Membership Committee, numerous special committees on retail wheeling and restructuring and APPA's board of directors.

Trained as an accountant, he graduated from Merrimac College in North Andover, Mass. in 1963 and immediately went to work for the U.S. Rural Electrification Administration in Washington, D.C. He later worked as a field representative for REA in Kentucky, North Carolina and Tennessee, returning in 1966 to New England. In 1969 he joined Vermont Electric Cooperative, where he worked as the chief financial officer and later as general manager. In 1989, Vermont Public Power Supply Authority hired him as a consultant to help resolve problems it was facing. In January 1990 he joined VPPSA as general manager.

Since his retirement as general manager of VPPSA, Gallagher has continued to serve as chair of APPA's CEO Task Force on Climate Change. He also represents public power on the North American Electric Reliability Corp.'s Member Representatives Committee and the North American Energy Standards Board's Executive Committee. He continues to do consulting work for Vermont Public Power Supply Authority, the Transmission Access Policy Study Group and others.

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When Dan Sack became superintendent of Concord Light in July 1988, the utility's one computer in the tiny office space on Keyes Road near Concord Center represented cutting-edge technology. Deregulation did not affect the electric industry, and most utilities were not involved in complex energy conservation projects.

At his retirement more than two decades later, everything about the way wholesale electricity is bought and sold has changed, there's an active project to bring smart grid capabilities to Concord and finding new ways to cut electricity demand is a priority. And that's just some of what Sack's career has covered as he steadily moved Concord Light into the future.

"Dan had 22 years of dedicated service and really brought the light plant up to the times, so to speak," said David Wood, who was named acting superintendent in January and is Concord Light's new director. "We wouldn't be where we are today without Dan's vision."

Highlights of Sack's career include settling a long-standing rate case with Boston Edison, constructing a 115 KV substation, rebuilding Concord's electric distribution system and completing a consolidated operations center on Elm Street near Route 2. A key achievement was a favorable post-deregulation agreement with Constellation Energy to supply all of the town's power needs from January 2002 through September 2009, a contract that saved the town an estimated $100 million in power supply costs.

"As the market went to 5, 6, 7, 11, 12 cents, we were buying at 4.5 cents a kilowatt-hour," Sack said. As prices rose during the contract period, he explained, Concord Light raised prices slightly to create a rate stabilization fund now being used to mitigate market prices.

Today, Concord's power supply is more diverse, including renewable energy sources such as wind, hydro, solar and methane.

"We have been doing conservation work for 20 years, but we weren't giving it anywhere near the attention we are now," he said. "It makes sense to not have all of your eggs in one basket, and it made sense to buy from renewables."

Sack came to Concord from RW Beck Consulting, where he was a partner focusing on rate case litigation. His retirement has been planned for a year to ensure a smooth transition.

"I still love the job and I still love the light plant, but I figured 47 years of work were enough, and it was time to sit back and enjoy the other parts of my life a little bit," he said.

Dan Sack retired June 18 after heading Concord Light for 22 years.

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Mutual Aid: How Does it Work?

The NEPPA Mutual Aid Committee met recently to review the new website developed for this important program. Scott Edwards, committee chair, highlighted the features designed to help NEPPA members request and provide assistance to other New England public power systems in times of need. Since many of our members have not participated in a mutual aid event in recent years, it is probably a good time to review basic procedures and protocols which have been established for this program.

What is the NEPPA "Mutual Aid Agreement" I have heard about?

The "New England Consumer-Owned Utilities Emergency Assistance Agreement" (also referred to as the "NEPPA Aid Agreement") was developed in 1990 by a group of public power systems that wanted to formalize procedures and understandings in the event that "outside assistance" was needed to help restore service after a storm. The agreement contains definitions and guidelines for systems that are either seeking or providing assistance. A copy of the agreement and a summary of its major features are available on the NEPPA mutual aid web (www.neppa.org at the Mutual Aid tab).

What is the "FEMA Aid Agreement" I have heard about?

The Federal Emergency Management Agency (FEMA) requires any electric utility that seeks federal reimbursement for costs related to restoration of service after a storm or other disaster must have signed a written agreement relating to the provision of assistance from other utilities. For this reason, a simple one-page form was made available to all public power systems to be signed. The American Public Power Association (APPA) has agreed to serve as coordinating organization for the collection of these forms from public power systems around the country. Since the NEPPA Aid Agreement (developed before the FEMA Aid Agreement) already serves this purpose, it is not necessary that a New England public power system sign the FEMA Aid Agreement if it has already signed the NEPPA Aid Agreement.

What do I have to do if I need assistance from other systems after a storm?

The NEPPA Mutual Aid System has established five regions within New England to coordinate provision of assistance to systems in need. Find your region on the NEPPA Mutual Aid website by clicking on your location in New England. Each region has a designated mutual aid coordinator who is responsible for receiving calls for assistance and contacting nearby utilities to ask if they can provide assistance. So, the simplest way to request assistance is to contact your regional coordinator and tell what type of assistance is needed (nature of emergency, number of line crews needed, equipment, other personnel, etc.) It is then the responsibility of the coordinator to contact other utilities (through a phone network which has already been established) and try to secure the requested assistance.

What do I have to do if I want to provide assistance to others after a storm?

First, be sure that your utility has accurately listed its contact names and numbers on the NEPPA Mutual Aid website. To do this, simply go to the "Regional Contacts" tab and click on your region and your system name. This will provide a screen that you can fill in to update contact names and numbers. Second, you may contact your regional coordinator during or after a storm or other emergency to advise that your utility is willing to assist other systems by sending crews and equipment if necessary, after which attempts will be made to match up assistance requirements with assistance providers.

Who pays for my crews if I send them to another system that requests assistance?

Under the NEPPA Aid Agreement, it is the responsibility of the requesting utility to reimburse any assisting utilities for costs incurred. These costs typically include hourly wages of each employee (as provided in existing labor contracts or other wage agreements), meals, lodging, fuel expenses for vehicles and equipment, minor repairs if necessary and reasonable personal expenses such as laundry and telephone. It is also expected the assisting utility will provide a detailed invoice for all expenses within a reasonable period of time following the event, and that invoices will be paid within 30 days of receipt.

In addition to fuel costs, can I charge for the use of my equipment if I provide assistance to another utility?

The Federal Emergency Management Agency (FEMA) has established a schedule of equipment rates for major disasters and emergencies, which is also included on the NEPPA Mutual Aid website (under the "FEMA Equipment Rates" tab). These rates include all costs associated with equipment use, such as fuel, lubricants, tires, depreciation, etc. In situations where a federal declaration of disaster area has taken place, FEMA will reimburse utilities and contractors for use of specific equipment at hourly rates listed on this schedule. In cases where a federal disaster is not declared and FEMA reimbursements are not involved, assisting utilities typically charge the requesting utility only for fuel costs and minor repairs.

Who is liable for any damages that might occur as a result of my crews providing assistance to another system?

Under the NEPPA Aid Agreement, utilities that request assistance shall indemnify and hold harmless any utility that provides assistance to them. This indemnification also applies to regional coordinators NEPPA, and the NEPPA Mutual Aid Committee.

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William A. "Min" Mageau, 75, of Centennial St., Pascoag, died May 28 at Landmark Medical Center. He was the loving husband of Patricia J. (Bowie) Mageau. They were married Nov. 17, 1956.

Born in Woonsocket, he was a son of the late William E. and Mary Jane (Aubuchon) Mageau and was a lifelong resident of Pascoag.

Mageau was employed as a lineman for the Pascoag Utility District for more than 38 years. After his retirement, he was elected to the Board of Utility Commissioners and was serving the community in that capacity until his death. He also served as a volunteer Pascoag firefighter for more than 20 years and retired with the rank of Lieutenant.

He was a passionate hockey fan. His love of the sport, whether as a participant or spectator, lasted throughout his life. Recent years found him as a proud member of the "Old-Timers, Has-Been & Never Was" team, a group of local gentlemen coming together to play and share their enthusiasm for hockey.

In addition to his wife of 53 years, he is survived by several nieces and nephews and their families, his extended family including many cousins and many friends in the community.

Donations in his memory may be made to VNA of RI, 475 Kilvert St., Suite 400, Bldg. A., Warwick, RI 02886, or VNS of Greater RI, 6 Blackstone Valley Pl., Suite 515, Lincoln, RI 02865.

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The following lineworkers were not recognized in the June article praising New England public power workers for aiding CMLP when high winds and heavy rain caused outages. We apologize for the omission.

Westfield Gas and Electric Department provided four linemen - Brian Butler, Larry Cincotta, Matt Fitzgerald and James Laramy.

Wallingford (Conn.) Electric Division has a separate mutual aid agreement with CMLP and also responded to its direct request for assistance with two crews (4 men, 2 trucks) on March 14. They spent one day/evening in East Haddam, Conn., then the next six days in the Norwich area.

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Jennifer M. Santoro of Belmont has been named energy services and communications coordinator for the Belmont Municipal Light Department (BMLD) with responsibility for promoting and implementing energy conservation programs.

Prior to being named, Santoro was associated with BMLD as a public relations intern for more than two years. As an intern, she worked with BMLD management to implement energy conservation programs, promote energy efficiency through bi-monthly publications, develop business relationships and respond to customer inquiries.

She will continue to be active in the Municipal Electric Association of Massachusetts.

Santoro is a graduate of Lasell College, where she majored in public relations with an additional concentration in business management. She also attended the University of Massachusetts at Boston and majored in business management. She is working toward energy efficiency management certification through the American Public Power Association.

"We are pleased to have Jennifer Santoro work with us in this capacity," BMLD Manager Tim Richardson said. "She will draw upon her extensive experience as a BMLD intern to address customer utility and conservation concerns and work as a liaison between the outside energy audit providers and web service providers. Additionally, she will assist BMLD regarding legislative and regulatory developments by researching and applying for federal and state conservation grant programs."

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NEPPA raised approximately $2,500 at the Benevolent Fund Golf Tournament on June 10 in Westminister. Proceeds from this annual tournament are donated to the New England Public Power Benevolent Fund, established to aid public power employees or their families who are facing financial difficulties due to disabling accidents, extended illness or loss of life.

The New England public power community has a long tradition of rallying to provide support to its family members when tragedy strikes. These funds will help continue that tradition.

Tournament Winners:
First Place: Bill Bottiggi, Vin Cameron, Joe Gilmore, John Tzimorangas
Second Place: Alex Grier, Kyle Johnson
Third Place: Jeff Zahner, Jim Kelley, Dan Folding, Mike Cloutier

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Aug. 15 - 18 Annual Conference Renaissance Hotel Providence, R.I Sept. 24 A Business Forum Chocksett Inn, Sterling, Mass.

Oct. 7 Fundamentals of Utility Accounting 8:30 a.m. – 2:30 p.m. Chocksett Inn, Sterling, Mass. Nov. 5 Annual Membership Meeting Mechanics Hall Worcester, Mass.

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Fifteen participants completed the six-session program held May 27 at The Chocksett Inn in Sterling, Mass. It was the second year NEPPA offered the training.

The curriculum consisted of six topics, including Customer Service in the Public Power Industry, Communicating with Confidence and Professionalism, Using Effective Telephone Skills, Dealing with Challenging Situations, Working with Internal Customers and Bringing It All Back Home (taking the message back).

The following students completed the program:

Norwich, CT - Cindi Serwinski, Barbara Baribeault, Suzanne MacDowell, Aggie Grant

Wallingford, CT - Sharron Emmons

Pascoag, RI - Cathleen Gilmour

Middleborough, MA - Helen Hardy, Marybeth Norman

Taunton, MA - Kristine Sullivan, Dianne Hunt

Reading, MA - Laura DeMone, Maureen Hanifan

Templeton, MA - Jennifer Belliveau

Braintree, MA - Marie Hynes

Hudson, MA - Karen Shooni

"Customer service is a difficult job," said NEPPA Training & Education Director Rockie Blunt, who taught the course, "but based on the knowledge, experience and enthusiasm exhibited by these talented students, customers at the utilities listed above are in good hands."

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Lineworker apprentices had skills assessed on June 16-17 at the NEPPA Lineworker's Rodeo, which is part of the Apprentice Lineworker Program. The event was held at the NEPPA Training Facility in Pascoag, R.I. and opened with the playing of the national anthem. Steve Socoby, NEPPA technical trainer, led the group in the pledge of allegiance before apprentices participated in timed exercises including pole top rescue, transformer and cross arm change out. The Pascoag line crews prepared a barbecue lunch including chili and burgers.

To view a slide show of the event, click here.

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By Rockie Blunt, Director of Training and Education

Sometimes you just need to get away. That's what Norwich Public Utilities decided recently when it arranged for a day-and-a-half retreat at a conference center in Rhode Island to discuss its project management system.

Fifteen participants - project managers, sponsors and team members, as well as General Manager John Bilda - engaged in various exercises and discussions intended to examine the role communication plays in the numerous projects the utility is undertaking.

As NEPPA's director of training and education, I was asked to facilitate the retreat. In that role, my job was not to tell the group what to do, but rather to ask them a number of questions and coordinate their conversation.

Questions included:

• Who are a project's stakeholders? (Individuals who are affected by the project and who need regular information about its status.)

• Who communicates with whom, and about what?

• Which communication channels (phone, email, face-to-face meetings) are appropriate for what kinds of messages?

• What are some common barriers that interrupt or get in the way of effective communication?

• What does it mean to work as a team?

We also discussed time management, policies surrounding meetings at the utility and knowledge management - how organizations create knowledge, gather it, store it and share it with others to improve operations.

After a review of elements of a Project Communications Plan - the messages a project manager communicates, to whom, by what channel and how often - the retreat culminated in a group exercise. Working collaboratively, participants created a document, "Principles of Effective Project Communication," that establishes common practices and standards for all future projects.

The retreat was clearly a success. According to Robin Elgin, senior accounting analyst, "Everyone came together and participated. Everyone was positive. It reminded us of where we want to be." It was also the first time some participants had formally discussed communication styles and expectations. For Commercial & Industrial Coordinator Fawn Walker, it was helpful to understand each person's role in the utility's various projects. "I learned a lot about people who I hadn't known much about," she said. "It was a neat retreat, very helpful."

For me, it was an opportunity to demonstrate I am available to work with any NEPPA member who needs a customized session - either training or facilitation - on communication or interpersonal skills, team building, time management, leadership, stress management, conducting meetings, problem-solving or supervisory skills.

Whether the session is held on site or off, sometimes we need to retreat to go forward.

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By Rick Dacri, Dacri & Associates
The most important responsibility of any trustee or board is to hire a top-notch general manager. The success of your light department is dependent upon having a highly qualified executive steering your operation. Absent that, you can expect trouble big time. Focus lots of time and attention on bringing into your organization the best of the best. Good executives are out there. Your job is to find them - or engage someone who can.

Recruiting good candidates is not an easy task for anyone. The process is complicated and candidates often know what to say and do to get the job, and it is going to get more difficult.  The American Public Power Association's Workforce Planning Study cited the growing shortage of executive talent. It further noted the loss of critical industry knowledge due to retirement and inability to find replacements with utility specific skills are the two biggest challenges public power utilities face. So what should you do?

Putting together a successful recruitment search requires expertise, experience and know-how. Understanding what you are looking for, finding the right candidate and getting him or her to say "yes" to your offer requires a comprehensive plan.

To begin, profile your ideal candidate.  This sounds simple, but so often employers do not know which candidate will be successful in their organization and which one will fail.  Knowing this is critical.  Often we start the recruitment process without truly understanding what we are looking for.  Job descriptions are helpful.  They define the education, experience and tasks the new hire will perform.  What they do not do is identify the traits -those qualitative factors that tell you who will fit and who will not.  To do this, ask yourself these two questions: 1) What type of person will be most successful in our organization and community?  2) What type will not?  How you answer these questions will focus your entire recruitment search.

It is also important to understand that positions change and evolve over time. With rapid changes in technology, customer demands and new regulations, the type of GM you need now may be very different from your previous manager. As such, simply using an outdated job description and a profile of the incumbent will not give you a clear picture of a successful new hire. It will not help you identify what you need today and what you will need in the future. Remember, each time you are faced with making a hire, you must go through this process. Your investment in time now will yield good long-term rewards.

In developing the profile of your ideal general manager, look at six critical elements: 1) job priorities; 2) business/management skills; 3) essential personal traits; 4) negative traits -traits that would make the individual unsuccessful; 5) short-term challenges the candidate would face immediately upon starting the job; and 6) the long-term challenges faced in the community and department. Armed with this profile, you can use this tool to identify what you need in a candidate, what you do not want, where you should find such a candidate and what questions you should ask during the interview.

Finally, hire for fit. Though you now have the profile of your ideal candidate, you must focus on the person who will fit within your organization - the one who can work with your staff, elected officials and customers; assimilate within your culture; and adopt your organization's belief systems. Find people who best meet the requirements of the job. Critical job skills go beyond the technical - they must include personality traits and include those soft skills such as teamwork, relational competences and empathy. Finally, select candidates with the right attitude. Remember, one thing you cannot change in people is their inherent attitudes. Evaluate the impact your new hire will have on your staff, customers and community. Be uncompromising about hiring the right person.  If you make a bad hiring decision, you will soon have to make the tough decision to say goodbye.

There are many steps in finding the right general manager for your organization. Understanding what you truly need will put you closer to recruiting the right candidate.

Rick Dacri provides organizations with powerful, sustainable workforce strategies tailored to help them accomplish goals and better use their greatest resource - employees. Dacri is a recognized national speaker and is the author of the book Uncomplicating Management: Focus on Your Stars & Your Company Will Soar. Dacri & Associates is a NEPPA member and consults to many members. Rick can be reached at 800-892-9828, rick@dacri.com or www.dacri.com.

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