2014 Transmission & Distribution Benchmarking
Data Review Conference
Distribution
June 25-27, 2014
Nashville, TN
1
Agenda
 Introduction
 Statistics and System Activity
● Guidelines
● Statistical Report
● Anomalies, Issues, Outliers and Corrections
 Financial
● Guidelines
● Statistical Report
● Anomalies, Issues, Outliers and Corrections
 Practices
● Guidelines
● Statistical Report
● Anomalies, Issues, Outliers and Corrections
 Next Steps
2
Statistics (ST)
and
System Activity (SA)
3
Purpose of the Section
 The purpose of this section of the questionnaire is twofold: to gather
statistical information about the existing electric system, and then to gather
further information about activities during the year that affect the system
and the company.
 The statistical section gathers a variety of demographic information that
describes each company's system in terms of size, voltage, customer
density, etc. This information is used in doing analysis of the results,
understanding the inherent advantages and limitations of the circumstances
facing each utility.
 The system activity portion of the questionnaire is designed to identify work
load drivers associated with activity. There are a variety of questions
designed to understand the amount of capital activity as well as things that
are done for O&M.
4
Transmission versus Distribution
For purposes of this survey, we define distribution to be a voltage level of 45kV
and below. The distinction is somewhat arbitrary, but picks a point between 69kv
which is generally considered a transmission (or at least sub-transmission) level
and 21kV which would generally be considered distribution.
It is unrealistic to ask utilities to redefine their cost or reliability reporting on the
basis of these definitions. However, a utility that has very different definitions
may want to restate these statistics to better compare their performance.
Distribution Voltage Classes
 5kV class (>1kV, <=9kV)
 15kV class (>9kV, <=15kV)
 25kV class (>15kV to <=26kV)
 35kV class (>26kV to <=36kV)
 44kV class (>36kV to <=44kV)
Transmission classes >=45kV
 <69kV class (>=45kV <69kV)
 69kV class (>=69kV <100kV)
 100kV class (>=100kV <200kV)
 200kV Class (>=200kV <300kV)
 300kV Class (>=300 kV <400 kV)
 400kV and above
5
Substation Definitions
One way to determine whether a substation is Transmission vs. Distribution would be
based upon usage.
 For multi-purpose substations, you may either segregate costs or assign costs based
upon predominant use.
For purposes of this survey, we generally will recommend a low-side definition based upon
a 45kV or below as a distribution substation.
 It is unrealistic to ask utilities to redefine their cost or reliability reporting on the basis
of these definitions. We will rely on each utility’s self-assigned definitions. However,
a utility that has very different definitions may want to restate these statistics to better
compare their performance.
Distribution Voltage Classes
 5kV class (>1kV, <=9kV)
 15kV class (>9kV, <=15kV)
 25kV class (>15kV to <=26kV)
 35kV class (>26kV to <=36kV)
 44kV class (>36kV to <=44kV)
Transmission classes >=45kV
 <69kV class (>=45kV <69kV)
 69kV class (>=69kV <100kV)
 100kV class (>=100kV <200kV)
 200kV Class (>=200kV <300kV)
 300kV Class (>=300 kV <400 kV)
 400kV and above
Note: We will have transmission-only and distribution-only entities participating in this survey.
Undoubtedly their voltage levels will not necessarily line-up with the above definitions.
6
Substation Definitions (cont.)
 Because our benchmarking is done at a relatively high level, we want
to include transmission substations that have auto-transformers, but
not AC/DC converter stations.
● While these components aren’t all directly measurable, nor are the MVA
calculations comparable, we want to recognize the existence of these units of
property to make the benchmarking as comparable as possible.
 Customer-owned or dedicated substations are an issue in making
comparisons.
● If customers own and maintain their own stations, the reporting option for this
questionnaire is clear – please exclude both the O&M costs and the capacity for
those stations.
● In the event that you maintain one or more customer-owned stations, the answer
may be different. The preferred approach to responding to this portion of the
questionnaire is to exclude the costs of the customer-owned stations, and
exclude the capacity as well. However, if you cannot practically exclude them,
then be sure that both the O&M costs and the capacity are included in all your
answers.
 Small, pole-mounted mini-substations (e.g. transformers, protective
devices and a switch) should not be counted as substations.
7
Substation Transformer Nameplate rating
 Generally speaking, we want to measure transformers by MVA rating at
normal operating conditions.
 Since utilities have different operating conditions and different
manufacturers have different ratings, we will rely on each utility to report
their own conditions. Use the number you report in FERC Form 1.
 We recognize that autotransformers may have a different set of conditions
and that the comparison is imprecise, however, we think this is a better
solution than leaving them out entirely.
8
System Activity Section
 This section of the questionnaire is designed to identify work load drivers




associated with activity.
There are a variety of questions designed to understand the amount of
capital activity and that ask for capital unit additions
Other questions ask about selected O&M activities for the year.
The goal is to understand the major drivers of work, not to capture all of the
individual work activities.
The questions are separated into Distribution Lines, Substations, and
Transmission Lines
9
Distribution Lines Demographic Profile
Service Territory
Density: Customers per Square mile
Density: Customers per Dist Circuit mile
Percent of Dist Circuit Miles Underground
Percent of Switches outside the substation remotely operated
Managed Trees per OH Dist Structure Mile
Wage Rate: Dist Journey Level Line Worker
Distribution Staffing: FTEs per 100,000 Customers
Percent of staffing group represented by a union/bargaining unit: Dist
Field
KWh Sold per Dist End-Use Customer
Percent of Customers: Commercial/Industrial
Percent of Load: Commercial/Industrial
System - Demographics
Voltage Levels
5kV class = >1kV, <=9kV
15kV class = >9kV, <=15kV
25kV class = >15kV to <=26kV
35kV class = >26kV to <=36kV
44kV class = >36kV to <=44kV
Financial - Demographics
Distribution Line Assets per Customer
Min
Mean
Max
# of Bars
1.90
17.61
13%
0%
13.25
$36.89
39.54
235.17
42.25
41%
24%
13.25
$39.38
86.79
802.31
72.23
100%
70%
13.25
$41.97
143.02
10
9
10
9
1
7
6
17%
23121
9.10%
12.57%
76%
29383
12.13%
53.27%
100%
35496
18.28%
66.67%
8
8
11
10
0.0%
13.0%
0.0%
0.0%
0.00%
10.9%
64.0%
15.1%
10.0%
0.00%
57.0%
99.0%
86.7%
53.9%
0.00%
10
10
10
10
10
$1,672
$2,884
$4,207
7
Customer density
Density provides clues regarding environment and system configuration
Customers Per Square Mile
Questions ST5, ST30, Page 3
Customers Per Distribution Circuit Mile
Questions ST5, ST35, Page 4
11
Mobile Spare Transformers as % of Total
Not surprisingly, there are many more companies with Distribution mobile spares
than Transmission mobile spares
Distribution Mobile Spares
Question ST90, Page 15
Transmission Mobile Spares
Question ST95, Page 17
12
Issues found: Distribution System Statistics
Page #
Q#
Primary Issue
Who
3
ST5
Value should not be zero – number corrected
since draft report #2
28
3
ST5
Square Miles figure is too high
29
6
ST10
Outlier - % of Commercial/Industrial load
30
8
ST17
Missing data elements – non-urban customers
23
26
ST115
Fix axis labels
1QC
32
ST120
Outlier – circuit vs structure miles
35
35
DF70,
ST35
Asset value appears low
33
13
Issues found: Distribution System Statistics
(Continued)
Page #
Q#
Primary Issue
Who
21 vs. 24
ST110 vs.
ST115
The relative values for these two questions are
not logical. We would expect that the % of
customers on circuits with SCADA at
substation breaker (Page 24, ST115 response)
would be equal to or somewhat larger than the
% of circuits with SCADA at substation breaker
(Page 21, ST110 response)
27,30
22 vs. 25
ST110 vs.
ST115
The relative values for these two questions are
not logical. We would expect that the % of
customers on circuits with remote switching
outside of the substation (Page 25, ST115
response) would be equal to or somewhat
larger than the % of switches outside of the
substation that can be remotely operated
(Page 22, ST110 response)
28,30,33
14
Pole Treatment Choices
There’s a significant difference in the inspection/treatment approach for
Distribution versus Transmission poles. At an average of about ½% replaced
per year, the life-cycle appears long.
Distribution Poles Inspected/Treated
Question SA20, Page 10
Transmission Poles Inspected/Treated
Question SA65, Page 29
15
Issues found: Distribution System Activity
The data provided to date appears reasonably accurate. We could use some
additional data in a few areas.
Page #
Q#
Many
18, 19
SA40,
SA45
Primary Issue
Who
Pages show calculations representing question
numbers from 2013 (calculations are correct, just
labeled incorrectly)
1QC
Calculation needed – not a fixed %
1QC
16
Financial –
Overview of the Cost Model
Working with an adjusted FERC model
and the
Activity-Based Cost Model
17
Financial Section Overview
 The Financial sections of the questionnaire (Sections DF and TF) ask for
the costs of running the business, separated into Capital and O&M costs.
We also further ask companies to allocate costs to Substations. There are
two alternative cost reporting systems:
● FERC: The overall cost model is based on the FERC system of accounts, with a
number of adjustments designed to make the cost reporting more consistent
between the companies. Specific questions within the questionnaire ask for the
data reported in individual FERC accounts, and then subsequent questions ask
for the information required to make the desired adjustments.
● ACTIVITY-BASED: The guiding principle of the activity cost model is to capture
the expenditures associated with the year in which they were made, regardless of
when they were actually reported to FERC. The activities also are more aligned
with typical budgetary categories, such as New Business (capital) and Vegetation
Management (O&M). While budget categories differ among utilities, we have
developed a generic budget categories that most companies have been able to
use.
 The Financial Section also covers assets reported to FERC, separated by
Distribution and Transmission. We also ask companies to allocate assets
between lines and substations. Construction Work In Progress (CWIP) is
also covered in this section.
18
FERC: Specific Adjustments
 The following page is a schematic of how basic FERC cost data will be adjusted for this
benchmarking study.
● A&G costs will be excluded – Utilities are asked to adjust their costs to exclude costs typically
reported as A&G (e.g. pensions and benefits) from their O&M data.
● General plant costs will be excluded – Utilities are asked to adjust their costs to exclude costs
typically reported as General Plant (e.g. IT/Communications infrastructure) from their T&D
Capital data.
● Other T&D Capital exclusions:
 Transmission: Land acquisitions and extraordinary items
 Distribution: Land acquisitions, street lighting and extraordinary items
● Other O&M exclusions:
 Transmission: Wheeling, Rents/Leases, IT costs, extraordinary items. If you charge IT
support to account 569, you should exclude it. Regional Market Expenses (Accts 575, 576).
 Distribution: Streetlight Maintenance, Rents/Leases, IT costs, extraordinary items. If you
charge IT support to Distribution O&M accounts, you should exclude it.
 If you normally charge R&D, such as EPRI dues, to O&M, include it, unless it is an unusually
large amount for this year
● Substation costs will be allocated from Transmission and Distribution accounts, and similar
adjustments made.
 The goal of the exclusions is to provide a fairer comparison of T&D operational performance, by
excluding certain costs that relate to demographic differences not under the control of T&D
management.
19
FERC: The ADJUSTED FERC COST MODEL
FERC provides a general framework
 Certain costs must be excluded to provide fair comparisons that focus on operations
 Substation costs must be separated out, including certain allocations
General Plant
FERC Costs
A&G
Transmission
Capital
Substations
Distribution
O&M
Capital
O&M
Trans Lines
Trans Lines
Dist Lines
Dist Lines
Exclusions
Exclusions
Exclusions
Exclusions
Trans
Substations
Trans
Substations
Dist
Substations
Dist
Substations
20
FERC: Rationale for Exclusions - Distribution
 Do not include land acquisition costs or rents/leases. Although less
common for distribution, land acquisition costs vary greatly by region and
also can occur at very different points in time, based upon land policies.
Similarly, rents/leases are an alternative to ownership and have some of the
same shortcomings from a benchmarking perspective.
 Do not include street lighting capital or expense costs. There is a large
variation of what street lighting exists in a service territory and what percent
is owned and operated by the incumbent utility.
 Do not include extraordinary items. These can run the gamut and should be
identified individually.
 Storm costs should be excluded if they are outside your “normal”
experience. This is to account for the fact that some utilities utilize an
“insurance reserve”, so that extraordinary storm expenses are charged to
the “reserve” account, and are not “O&M” expenses. If your utility uses an
“insurance reserve” account, you do not need to make any adjustment.
21
FERC: CIAC
2. Electric Plant To Be Recorded at Cost.
A. All amounts included in the accounts for electric plant acquired as an operating unit or system, except as otherwise
provided in the texts of the intangible plant accounts, shall be stated at the cost incurred by the person who first devoted
the property to utility service. All other electric plant shall be included in the accounts at the cost incurred by the utility,
except for property acquired by lease which qualifies as capital lease property under General Instruction 19. Criteria for
Classifying Leases, and is recorded in Account 101.1, Property under Capital Leases, or Account 120.6, Nuclear Fuel
under Capital Leases. Where the term cost is used in the detailed plant accounts, it shall have the meaning stated in this
paragraph.
B. When the consideration given for property is other than cash, the value of such consideration shall be determined on a
cash basis (see, however, definition 9). In the entry recording such transition, the actual consideration shall be described
with sufficient particularity to identify it. The utility shall be prepared to furnish the Commission the particulars of its
determination of the cash value of the consideration if other than cash.
C. When property is purchased under a plan involving deferred payments, no charge shall be made to the electric plant
accounts for interest, insurance, or other expenditures occasioned solely by such form of payment.
D. The electric plant accounts shall not include the cost or other value of electric plant contributed to the company.
Contributions in the form of money or its equivalent toward the construction of electric plant shall be credited to accounts
charged with the cost of such construction. Plant constructed from contributions of cash or its equivalent shall be shown
as a reduction to gross plant constructed when assembling cost data in work orders for posting to plant ledgers of
accounts. The accumulated gross costs of plant accumulated in the work order shall be recorded as a debit in the plant
ledger of accounts along with the related amount of contributions concurrently be recorded as a credit.
The actual expenditures, on the other hand, may or may not be net, depending on how the company accounting
works. When the company issues an invoice for the contribution, it should credit to the plant accounts when the invoice
is issued, whether or not the invoice is ever collected, so the actual expenditures should also be net, unless they don’t
issue the invoice timely. I believe that the way most companies do it, and the prudent business practice, would be to
issue the invoice, and maybe collect it, before construction begins.
22
FERC: Distribution Capital Adjustments
Each portion of the financial section asks for the key FERC accounts, and then
asks for the information necessary to make the adjustments. In the figure below
(taken directly from the questionnaire), the blue arrow highlights the value to
insert for the exclusion, if it isn't already clear. As noted on the preceding page,
FERC costs are net of CIAC.
23
FERC: Distribution O&M Adjustments
For Distribution Line O&M expenses, the Substations expenses need to be
removed from the overall Distribution expenses (shown with the blue
arrow). Then individual exclusions are identified as well.
24
ACTIVITY-BASED Cost Model
While FERC has the benefit of being a uniform system of accounts, there are
several important shortcomings:
• FERC capital spending lags behind actual spending; costs for large projects
go into a Construction Work in Progress (CWIP) account and are not
transferred until the assets are placed into service, sometimes a several year
lag.
• FERC capital accounts generally follow plant accounts and units of property
(e.g. poles, towers, and fixtures) – not the typical reasons why utilities spend
(e.g. new business)
• FERC O&M accounts tend to be more activity-oriented, but do not
necessarily track important categories (e.g. vegetation management)
For those reasons, a simplified Activity- Based Costing system was developed to
get current year spending by activity. The following diagram depicts the ActivityBased approach
25
Activity-Based Cost Model
The activity-based cost model breaks the expenditures into capital and
O&M, and then splits them into the activities shown on the process model
introduced above. The following 3 pages provide more details of the
individual activities for Transmission, Substations, and Distribution.
Activity-Based
Costs
Transmission Lines
Transmission Subs
Distribution Subs
Transmission Line Capital
• Serve New
• Expand
• Sustain
• Other
• CIAC
T&D Substation Capital
• Serve New
• Expand
• Sustain
• Other
• CIAC
Transmission Line O&M
• Sustain the Network
• Operate the Network
T&D Substation O&M
• Sustain the Network
• Operate the Network
• Other
Distribution Lines
Distribution Line Capital
• Serve New
• Expand
• Sustain
• Other
• CIAC
Distribution Line O&M
• Sustain
• Other
26
Activity Based Costs – Distribution Lines
 Almost all of O&M is considered to be work designed to “sustain the
network” or “operate the network”.
 Capital work is split among adding new customers, expanding the system,
and sustaining the network
Distribution Line Capital
• Serve New: Extension to new distribution customers
• Expand: Capacity Additions (adding additional lines,
increasing capacity of existing lines)
• Sustain: System improvement (reliability/efficiency
including distribution automation, feeder hardening,
worst circuits, etc.)
• Sustain: Replace/Repair in kind (not including meters &
transformers)
• Sustain: Service Restoration
• Sustain: Line Relocations
• Sustain: Distribution Operations Center
• Sustain: Meter Purchases (including AMS investment)
• Sustain: Transformer Purchases
• Other
• CIAC
Distribution Line O&M
• Inspection & Maintenance (planned
or unplanned not associated with
service restoration)
• Vegetation Management
• Service Restoration
• Distribution Operations Center
• O&M associated with capital work
• Engineering/Design O&M (Planning
studies, standards, mapping)
• Damage Prevention/Facility
Locating
• Field Switching
• Meter Expenses (O&M)
• Transformer Expenses (O&M)
• Other
27
Activity-Based: Distribution Capital Activities
 In order to better understand your capital spending, we ask that the capital
figures be allocated in accordance with a specified list of activities.
 The total capital activity is intended to be the amount actually spent during
the year, not necessarily what was reported to FERC (and not necessarily
the “adjusted FERC capital” reported in this survey); we believe that this
eliminates some of the perturbations caused by changes in CWIP accounts.
DF50 Allocate your Distribution Line capital expenditures to each of the activities.
This should not be equal to FERC. However, excludes the same cost categories as were excluded from the
FERC questions.
Serve New: Service extension to new distribution
customers
DF55 Allocate your Distribution Substation capital expenditures to each of the activities.
Expand: Capacity Additions (Adding additional lines,
This should not be equal to FERC. However, excludes the same cost categories as were excluded from the
increasing capacity of existing lines)
FERC questions.
Sustain: System Improvement (Reliablity/efficiency
Serve New: New Substation capacity to serve specific new customer
including distribution automation, feeder hardening, worst
requests
circuits, etc)
Sustain:
Repair/Replace In-kind (not including meters
Expand: Capacity Additions to meet generic load growth
Sustain: Repair/Replace In-kind
and transformers)
Sustain: System Improvement (reliability or efficiency, system hardening,
Sustain: Service Restoration (including major events)
physical security)
Sustain: Line Relocations
Sustain: Service Restoration
Sustain: Distribution Operations Center
Sustain: Mobile/Spare Transformer Purchases
Other: Meter Purchases (Includes AMS investment)
Other
Other: Transfomer Purchases
CIAC
Other
Total
0
CIAC
Total
0
DF52 Allocate your Transformer and Meter Purchases from Question DF50 above
Serve New: Meters for new installations
Serve New: Line Transforrmers for New Installations
Sustain: Meter Purchases for replacement (including AMS
investment)
Sustain: Transformer Purchases for replacement
28
Activity-Based: Distribution O&M
 As is done with Capital, we ask that the O&M figures be allocated in
accordance with a specified list of activities.
 Unlike Capital, we expect the O&M Expense should equal the amount
reported as “Adjusted FERC”
DF60 Allocate the adjusted Distribution Line O&M expense amount above to each activity
Sustain: Inspection and Maintenance Expense: (planned or unplanned
not associated with service restoration)
Sustain: Vegetation Management
Sustain: Service Restoration (including storms and major events)
Sustain: Distribution Operations Center
Sustain: O&M associated with capital work
Sustain: Engineering/Design O&M (Planning studies, standards,
mapping)
Sustain: Damage Prevention/Facility Locating
Sustain: Field Switching
Sustain: Meter Expenses (O&M)
Sustain: Transformer Expenses
Other
Total
0
DF61 What's included in "Other" above?
DF65 Allocate the adjusted Distribution Substation O&M expense amount above to each activity
Sustain: Inspection and Maintenance Expense
Sustain: Service Restoration
Sustain: Substation Operations
Sustain: Engineering / Design O&M (Planning studies, standards,
mapping)
Other
Total
0
DF66 What's included in "Other" above?
29
Distribution Assets
The last series of questions in the Distribution Financial section asks about the
FERC account values for the existing assets. These values are needed in order
to determine asset replacement rates
30
Distribution Line Cost Profile
2013YE
2012YE
# of
Bars
Mean
Q1
Q2
Q3
# of
Bars
$83.46 $116.85
8
$82.68
$71.07
$77.31
$99.31
18
$2,613
$2,956
$3,190
8
$4,001
$2,474
$3,157
$5,314
18
$2.61
$1.91
$2.56
$3.07
7
$3.04
$2.50
$2.69
$3.76
17
3.12%
1.83%
2.27%
2.87%
7
2.86%
2.13%
2.94%
3.55%
18
5.02%
6.76%
3.65%
3.20%
8
4.17%
5.12%
3.50%
2.95%
15
Mean
Q1
Dist O&M per customer
$87.42
$53.38
Dist O&M per circuit miles
$2,862
Dist O&M per MWh
Dist O&M per Total Dist. Assets
Q2
Q3
O&M Costs
Investment Rate
Dist Line Capital Spending less
New Lines per Asset [Activity
Based]
31
Data issues in cost figures
This chart shows missing values for capital for 2 companies
Distribution Line O&M + Capital per Customer
Question DF20, page 3
32
Outliers – examples for Investigation
O&M Per Asset
Questions DF20, DF70, Page 14
Vegetation Management Expense
Per Structure Mile Trimmed
Questions DF60, SA22, Page 16
33
Data Validation – Activity versus FERC Capital
Timing of job close-out should explain the differences between FERC-reported
and Activity-based capital additions.
FERC vs Activity-Based Capital Additions
Questions DF%, DF50, Page 46
34
Activity-Based Capital Costs
We appear to have had reasonable success with the refined set of capital
and O&M activities in reducing the “other”, while most companies could
allocate spending in almost all the categories of activities
Activity-Based Capital Additions per Asset
Questions DF50, DF70, Page 25
Activity-Based O&M per Asset
Questions DF60, DF70, Page 35
35
Issues found: Distribution financial
Page #
Q#
Primary Issue
Who
3,4
DF20
Missing Capital figures
21, 40
14
DF20,
DF70
Outlier – O&M per asset– asset base appears
very low
33
16
DF60,
SA22
Outlier – worth investigating
40
21, 22
DF50
Surprising – no expansion or system
improvement
27
27
DF50,DF70
Only 1 category of capital spending?
28
29
DF50, DF80
Negative value – verify
38
33
DF60
Odd spending allocations
40
35
DF60
Missing Vegetation Management
33
47
DF20, DF60
Outlier – should be close to 1.0
33
36
Distribution Line Practices/
Initiatives (DP)
37
Practices Vs. Initiatives
For our purposes:
 Practices are activities, programs or processes that have been around
for a while. For these, sufficient time has passed in which to assess their
success or failure. We mostly ask about practices that have proven
successful in accomplishing a specific goal.
 Initiatives are new activities, programs or processes that have been
enacted recently with the goal of improvement. These are so recent (1 to
2 years) that insufficient time has passed in which to assess their
success.
38
Distribution Practices
This section is organized around the following topics:
 Distribution Automation – A very brief section with a couple of questions about distribution








automation and smart grid initiatives and goals
Metering – a section asking status of smart metering, impacts in storm response, and uses of the
information from the smart meters
Asset Management – organizational role, regulatory drivers, software tools, pole and cable
management
Quality Management – One question about quality management approaches in use
Network Expansion – These questions focus on design software, standards, construction and
construction productivity
Sustain Network – These questions focus on vegetation management, including trim cycles,
improvement initiatives, and contracting structure
Replacement Planning, Execution – This section covers maintenance activities, crew sizes, grid
hardening and resiliency
Distribution Operations Center – This covers several items about improvement initiatives,
Advanced DMS
Distribution Customer Satisfaction and Customer Experience – A few questions asking for
JDPower scores, and a little bit about Customer Experience initiatives
39
Distribution Practices Part 2 – New Business
This section is organized around the following topics:
 New Business - This covers customer contributions, which are defined as work performed,
materials contributed or payments. We ask who does various parts of the work of installations,
and a few on performance measurement
 Cost and Staffing Approaches – This section provides a few new business scenarios and asks
who does the work (utility or contractor/developer), and asks a second question asking for
detailed cost breakdowns for the scenarios.
 Crew Sizes and vehicles – This section asks for crew sizes, makeup, and vehicle support for
each of 4 new business scenarios
40
Meter Reading Approaches
For the first time in our group, fewer than half of the meters (from
reporting companies) are manually read watt-hour meters.
Question DP40, Page 11
41
Issues found: Distribution Practices/Initiatives
Page #
Q#
Primary Issue
Who
6
DP25
Reported value (70%) appears high. Please
verify that your calculation was consistent with
the Glossary definition for “Percent of Load That
Is Interruptible”
27
29
DP120
Need to print out the “other” answers (all the
answers are “other”)
1QC
41
DP160
Answers cut off – need to wrap text
1QC
48
DP200
Answers should sum to 100%
28
49
DP201
Don’t put the company name in the answer
27
62
DP240
No answers – please answer this question.
1QC to check if reporting problem
All, 1QC
63-73
DP250
No answers shown – 1QC to investigate
1QC
87-99
DP15
Move this section up to the front – along with
the other questions on distribution strategy
1QC
42
Thank you for your Input and Participation!
Your Presenters
Dave Canon
Dave.Canon@1qconsulting.com
817-980-7909
Debi McLain
Debi.McLain@1QConsulting.com
760-272-7277
Ken Buckstaff
Ken.Buckstaff@1QConsulting.com
310-922-0783
Dave Carter
Dave.Carter@1qconsulting.com
414-881-8641
Tim. Szybalski
Tim.Szybalski@1QConsulting.com
301-535-0590
About 1QC
First Quartile Consulting is a utility-focused consultancy providing a full range of consulting services including continuous process
improvement, change management, benchmarking and more. You can count on a proven process that assesses and optimizes your
resources, processes, leadership management and technology to align your business needs with your customer’s needs.
Visit us at www.1stquartileconsulting.com | Follow our updates on LinkedIn
Satellite Offices
Corporate Offices
California
Maryland
400 Continental Blvd. Suite 600
El Segundo, CA 90245
(310) 426-2790
3 Bethesda Metro Center Suite 700
Bethesda, MD 20814
(301) 961-1505
New York | Texas | Washington | Wisconsin
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