Leadership Workshop: Preparing Today’s Leaders for Tomorrow’s … · 2019-08-13 · Leadership Workshop: Preparing Today’s Leaders for Tomorrow’s Utility Instructed by: Tom

Denver Marriott South at Park MeadowsLone Tree, CO

August 14-15, 2019

Leadership Workshop: Preparing Today’s Leaders for Tomorrow’s Utility

Instructed by:Tom Casey, Managing Principal, Discussion Partners Collaborative, Inc.

Ed Gonzales, Director, Performance Testing & Analysis, Xcel Energy Chad Orvis, Sr. Manager, Employee Relations, Tri-State Generation and Transmission Assn.

Geln Justis, Sr. Partner, Experience on DemandMark Cosby, Sr. Manager, Non-Regulated Products & Services, Electrification, Evergy, Inc.

Pamela Feuerstein, COO, Intermountain Rural Electric Assn.Maria Jenks, VP, Supply Chain, Evergy, Inc.

Eric Tharp, Chief Energy Services Officer, Colorado Springs UtilitiesKevin Howard, COO, Western Area Power Administration

John Romero, System Control Manager, Colorado Springs UtilitiesLibby Clark, Director, Human Resources & Safety, Platte River Power Authority

RMEL ~ 6855 S. Havana, Ste 430 ~ Centennial, CO 80112 ~ (303) 865-5544 ~ FAX: (303) 865-5548 ~ www.RMEL.org

WiFi InformationNetwork: Marriott_Conference Password: RMEL2019

Wednesday, August 14, 20198:00 a.m. -8:30 a.m.Welcome & Introductions

8:30 a.m. – 9:30 a.m.Collaborate or PerishKeynote Speaker: Tom Casey, Discussion Partners Collaborative, Inc.If teamwork is deemed as essential for enterprise success, why is C-Suite satisfaction with proficiency so critical? There have been hundreds of books, articles and blogs written on the topic, each with a new twist, all suggesting the necessity for Collaboration. The com-mon conclusion is the focus and material success of companies on Collaboration while elusive, should never be abandoned. Discussion Partners Collaborative, Inc. has conducted an annual survey of more than 1,500

C-Suite executives since 2007 on identified “key chal-lenges.” While Collaboration as an aspiration has always made the list, it has ranked #2 since 2015, primarily due to C-Suite frustration with the perceived lack of ability to embed its importance into the DNA of their enterprise.

9:30 a.m. – 9:45 a.m.Networking Break

9:45 a.m. – 10:45 a.m.Context Driven Communication Tom Casey, Discussion Part-ners Collaborative, Inc.

10:45 a.m. – 11:30 a.m.Deployment of Renewable GenerationEd Gonzales, Xcel Energy

11:30 a.m. – 12:00 p.m.Table Top Exercise

12:00 p.m. – 1:00 p.m.Networking Lunch

1:00 p.m. – 2:00 p.m.Managing Managers – Establishing Behaviors and Actions that Transition Managers into Leaders Chad Orvis, Tri-State Generation & Transmission Association It is no secret that good managers can make all the difference when it comes to effective teams and engaged employees. The elusive ques-tion is what makes a “good” manager? This presentation will discuss the behaviors and actions that managers must engage in as they move from managing employees to managing managers.

Your management journey most likely started when you were recognized you as a star performer and subsequently tapped to the ranks of management. As a new manager, you adopted

Workshop AgendAmany of the characteristics and traits needed to suc-cessfully manage employees. However, as you move into the role of managing manag-ers, this shift in landscape requires you to learn new behaviors and actions that will transition you from the role of managing people to the role of leading your organization.

2:00 p.m. – 2:45 p.m.Strategic and Emerging Risks to Electric UtilitiesGlen Justis, Sr. Partner, Experience on DemandThis session provides an overview of strategic and emerging enterprise risks to electric utilities, plus best practices for how they can be managed.*Drivers for increased focus on enterprise risk manage-ment *Top strategic risks for elec-tric utilities *Emerging risks *The difference between ad hoc versus structured risk management *Leadership lessons for managing risk in an electric utility environment.

2:45 p.m. – 3:00 p.m.Networking Break

3:00 p.m. – 3:45 p.m.Insights From the Front: Evergy’s EV Charging Network Mark Cosby, EvergyEvergy’s Clean Charge Network (CCN) is currently the largest installed and operating utility-owned EV network in the US. This ses-sion will provide an overview of CCN and progress to-date and discuss other issues fac-ing utilities, including: Why multiple business models are required to support future EV charging requirements; A review of industry initiatives advancing EV adoption; What we are learning from charging data.

Keynote Speaker Tom Casey

August 14, 2019 8:30 a.m. – 9:30 a.m.

COLLABORATE OR PERISHTom Casey, Discuss Partners Collaborative, Inc. If teamwork is deemed as essential for enterprise success, why is C-Suite satisfaction with proficiency so critical? There have been hundreds of books, articles and blogs written on the topic, each with a new twist, all suggesting the necessity for Collaboration. The common conclusion is the focus and material success of companies on Collaboration while elusive, should never be abandoned. Discussion Partners Collaborative, Inc. has conducted an annual survey of more than 1,500 C-Suite

executives since 2007 on identified “key challenges.” While Collaboration as an aspiration has always made the list, it has ranked #2 since 2015, primarily due to C-Suite frustration with the perceived lack of ability to embed its importance into the DNA of their enterprise.

LEADErSHIP WorkSHoP: PrEPArINg ToDAY’S LEADErS for TomorroW’S UTILITY

A Workshop for Aspiring and Early Leaders Who

Have Their Eye on the Future

Thank You RMEL Vital Issues Committee

The rmEL Vital Issues Committee plans all rmEL Vital Issues events. If you’d like to send information

to the committee, email Ashleigh Iverson at [email protected].

CHAIRTim mallen

kansas City Power & Lightmanager, field Support

operations & Contract man-agement

VICE CHAIRSarah LaBarre

Colorado Springs Utilitiesmanaging Engineer

Tyson ArchiePlatte river Power Authority

reliability Compliance manager

Catherine CrowfootTri-State generation and

Transmission Assn.Senior manager organiza-

tional Development

David DalyArizona Public Service

Program manager Employee Engagement

Jim TraskBurns & mcDonnell

Sr. mechanical Engineer

Steve YexleyWestern Area Power Ad-

ministration Electric Power Training CenterEPTC manager

3:45 p.m. – 4:15 p.m.Table Top Exercise/Review of the Day

4:15 p.m.Networking Reception

Thursday, August 15, 20198:00 a.m. – 8:30 a.m.Open Discussion/Recap

8:30 a.m. – 9:30 a.m.Executive Leadership PanelPanelist #1: Pamela Feuer-stein, COO, Intermountain Rural Electric Assn.Panelist #2: Maria Jenks, Vice President, Supply Chain, Evergy Panelist #3: Eric Tharp, Chief Energy Services Officer, Colorado Springs UtilitiesPanelist #4: Kevin Howard, COO, Western Area Power AdministrationPanelists will discuss the role of a senior leader and how to set the expectations for your organization. Ways to help develop emerging leaders and how to find high potentials will be shared, along with lessons learned from past experiences. This panel will help attendees of all leadership levels to think about the best way to develop yourself and others.

9:30 a.m. – 9:45 a.m.Networking Break

9:45 a.m. – 10:30 a.m.The Future of the Electric IndustryJohn Romero, GM, Distribu-tion Collection and Treat-ment, Colorado Springs Utilities The electric utility industry is undergoing a transformation due to disruptive technolo-gies such as wind, solar and energy storage. The rapid change in our industry is un-precedented and requires us to think differently, partner closer with customers, evalu-ate rate options and adapt to quickly changing conditions. This presentation will cover:•Demand and energy sales trends•Impacts of solar, wind and energy storage•Potential changes in the electric utility business model for future success

10:30 a.m. – 11:15 a.m.Succession Planning: Preparing Today’s Talent for Tomorrow LIbby Clark, Platte River Power Authority

Keynote Address: Collaborate or Perish

Tom Casey Managing Principal

Discussion Partners Collaborative, Inc.

RMEL Leaders Workshop: Preparing Today’s Leaders For Tomorrow’s Utility

August 14‐15, 2019Tom Casey, Discussion Partner Collaborative LLC

Managing Principal 1

Discussion Partner Collaborative

RMEL Executive BriefingCollaborate OR Perish

Denver COAugust 4, 2019

Tom Casey, Managing Principal

Collaboration by the Numbers…..

Discussion Partner Research –COLLABORATE OR PERISH!

The “New Worker” Recent Research

Managing The Moment‐Collaborate OR ????

About Discussion Partner Collaborative LLC

Session Construct

Page 1 2019 DPC Copyright




Five Best Example of High Performing Teams

$ 1

$ 2

$ 3

$ 4

$ 5

Any “table team” that can tell us what at are the 5 best examples of High

Performing Teams will win $100.00 for Charity!

Page 2 © 2013 All rights reserved DPC

Five Best Example of High Performing Teams

– Medical‐ER or Surgical Wing

– Special Operations or SWAT

– Musical‐Ballet or Symphony

– Sports

– Ants or Bees

What Do These Teams Have In Common? Redeem Yourselves by

Guessing The Secret Word!





RMEL Status

What are the Strengths and

Challenges of

RMEL Companies In Respect to

Collaboration?

How Do RMEL Companies Compare?

Page 4

Photo source: http://davidjwinter.com/author/davidjwinter4/

© 2013 All rights reserved DPC

Discussion Partners Best Seller!

© 2012 All rights reserved DPC5




DPC Research‐The Common Denominators of High Performing Teams

Clarity of Objectives

Personal Accountability

Effective Communication

Sense of Urgency

Conflict Resolution


We Cannot Outrun The Demographics Implication for RMEL Companies





Where is the Domestic Growth?

Age of Workers

Percent Growth in U.S. Workforce by Age: 2000-2020

7% 8% 7%

-10%

3%

73%

54%

-20%

0%

20%

40%

60%

80%

under 14 15-24 25-34 35-44 45-55 55-64 65+

Source: U.S. Census Bureau


Under 5% 5% to 12.4% 12.5% to 20% Above 20%

In 2000, A Fairly “Young” World . . .

Percent of Population Age 60+ 2000






. . . Rapidly Aging by 2025

Under 5% 5% to 12.4% 12.5% to 20% Above 20%

Percent of Population Age 60+ 2025



DPC Research‐And The C‐SuiteWhat Are They Thinking?????





What Are the 2020 Enterprise Priorities?

Page 12

DPC Research 1500 C‐Suite Executives


RMEL Companies DOC REsearch

Research on C‐Suite Aspirations

Page 13

Position for Global Success

Leverage Social

Networking

Shifting DemographicsDevelop Orderly

Transitions

Improve Employee

EngagementDPC

“Top 5”CEO Goals





What Does The C‐Suite Envision As Barriers To Success For Strategic Achievement?

Page 14

If Any Team Can Give Us 3 Correct Answers They Win $100.00.

Win For $100.00 for Charity!


Common Restraints in Strategic Achievement

Page 15

Communication

Clarity Regarding Goals

Sense of Urgency

Collaboration DPC“Top 5”

Challenges


Conflict Resolution




DPC Research‐Succession Inadequacy

1. Global Orientation

2. Writing Capabilities

3. Work Ethic

4. Intellectual Curiosity

5. Collaboration Skills


Jim Collins – Great By Choice

Leadership Hypothesis: Not‐Visionary, Risk Takers, nor Creative

10X Leaders ARE‐ Frantically Disciplined, Empirically Orientated, & Productively Paranoid!





Avoiding Legends In Own Mind Syndrome

When Companies Apply The

Null Hypothesis to

Collaboration……

What are Top 5 Areas of Focus?

Win For $100.00 for Charity!


Collaboration “Triggers” Where Null Hypothesis Created

1‐Strategy

2‐Leadership Development

3‐Enagagement

4‐Decision Making

5‐Performance Management





Avoiding Legends In Own Mind Syndrome

Think Disruptively!

Re‐position Your Personal

Brand!

You are an Executive who is an

SME NOT a SME who is an

Executive!

Change the Playing Field‐C‐Suite


If I Were You?????

First‐Know The Business Model!

Second‐Think Like The C‐Suite

Third‐Apply Null Hypothesis

Fourth‐Disruptive Thinking

Fifth‐Focus Collaboratively

Top 5 Suggestions From Peru!





AboutDiscussion Partner Collaborative

Tom Casey, Managing [email protected]

www.discussionpartners.com

Briefing

Books Authored by Tom Casey





Discussion Partner Collaborative Locations

Atlanta

Austin

Baltimore

Bangalore, India

Berlin, Germany

Boston

Caracas

Chicago

Cincinnati

Dallas

Detroit

Dubai, UAE

Lima

London

Los Angeles

Madrid

New York

Philadelphia

Seattle

San Diego

Toronto

Washington

Page 24 © 2017 All rights reserved

Contact Us

Thomas F. CaseyManaging Principal

Discussion Partner CollaborativeUS Phone: 781‐640‐1622

Peru Cellular: 51 993‐809‐212

EM: [email protected]

www.discussionpartners.com

http://talentreadiness.wordpress.com/

Page 25 © 2017 All rights reserved

Context Driven Communication

Tom Casey Managing Principal

Discussion Partners Collaborative, Inc.




Discussion Partner Collaborative

RMEL Executive BriefingContext Driven Communication

Denver CO.August 14 2019


Understand The Numbers

Discussion Partner Research Generations –Appreciate or Disintegrate

C‐Suite Reinforcement

Discussion of Client Driven Client Solutions

About Discussion Partner Collaborative

Session Construct





Numbers You Should Know!

$ 14M residents vs. 15M residents

$ 45 years of age vs. 74 years of age

$ 67% Identified Breakdown

$ 40% of Student Population

$ 34% of Workforce

$ 31 Month Tenure

$ 5.5 Years Tenure

Any “table team” that can tell us what 3 of these numbers correspond to will

win $100.00 for Charity!


Discussion Partners Best Seller!





Source: Executive Transitions-Plotting The Opportunity 2013

To Appreciate Stay at 10,000 Feet

How Do The Four Age Cohorts Differ????

Traditionalist Boomer Generation X Generation Y

Born 1928-1945 Born 1946-1964/5 Born 1965/6-1976-80 Born 1980-2000

Conformance

Lack of Conflict

Pace

Stability

Economic success

Personal expression

Idealism

Consensus

Modicum of Conflict

Measurable Results

Tribes

Technology Mindset

Friendship First

Cynicism of Bad Behaviors

Accelerated Pace

“Texting Fiends”

Lack Patience

Privacy vs. Primacy

Community Oriented


Formally, communication looks like this.

Feedback

Receiver

Sender

encodes

Sender

Receiver

decodes




Informally, it looks like this.

Statistics show communications are:

percent verbal (words)

percent vocal (volume, pitch, etc.)

percent body movements (mostly facial expressions)

7

7

5538




Communication….Normal Rules Do Not Apply

Belief System‐Guiding Principles

Optimal Platform Showcasing Capabilities

Nuclear & Extended Family Perceptions of Commitment and Support

Avenues for Intellectual and Spiritual Challenge and Fulfillment

Aspirations to Make a Meaningful Difference in Other’s Lives

Reflective Reputational Legacy by Family, Friends, Community & Commercial Networks

Inflection Points

Key Factors-Vision, Adaptation, Speed, Competence,

Measurement, Validation

© 2014 All rights reserved DPCPage 8

Poor Communication Drivers

1. Communication Lacks Context

2. Communication Assumes Understanding

3. Communication Deficient in Validation

4. Communication Decisions Not Implemented





Scenario Elements‐Role Play

Test Theory

1. Current Underperformer‐Not Stupid!

2. Work Ethic and Accountability Issues

3. Inflection Point‐Improve or Go

4. 3 Month Time Frame


Communication‐Recommendations





Recommendations‐Avoid The “C0LCA TURN”!

– Prepare for Interactions

– Validate Understanding

– Ding The Dubious

– Confront Bad Behviors

– Appreciate Context

– Do Not Assume “Just Like Me”

– Measure Impact!!!!


Xcel Energy Deployment of Renewable

Generation

Ed Gonzales Director, Performance Testing & Analysis

Xcel Energy


August 14‐15, 2019Ed Gonzales, Xcel EnergyDirector, Performance Testing & Analysis

1

Deployment of Renewable GenerationEd Gonzales

Operational Support Manager

August 14, 2019

Vision• We will be the preferred and trusted provider of the energy

our customers need.

• Cut carbon emission though renewable energy generation and new technologies.

• Goal: provide customers carbon-free electricity by 2050.

• Interim goal: reduce carbon emissions by 80% from 2005 levels by 2030

• Provide affordable, reliable, safe energy

2



2

Xcel Energy

3

MinnesotaNorth Dakota

South Dakota Wisconsin

Colorado

New Mexico

Texas

FOUR Operating companies

EIGHTStates

3.6 MElectric customers

2.0 MNatural gas customers

$27 BRate base

18 GWGenerating capacity

11,100Employees

Xcel Energy - Colorado

• System peak demand (MW):

2017 – 6,671

2018 – 6,718

• 2018 electric sales (retail):

1.5 million customers, 29 million MWh

• Total assets: $17.3 billion

4



3

Currently Available Technologies

• Combustion turbines

• Hydro

• Pumped/hydro storage

• Wind turbines

• Solar collectors

• Battery storage

• Nuclear

6

Fuel TypeInstalled Capacity

(MW) Resource %

Coal 2137 Coal 20.0%

Combustion Turbines 4723 Gas 44.1%

Hydro 63 Hydro 0.6%

Wind 3157 Wind 29.5%

Storage 324 Pump/Hydro 3.0%

Solar 306 Solar 2.9%

Total 10,710 Total 100.0%

2019 Generation Resources

Fuel Type

2019 Generation Mix



4

Generation Mix Analysis

• With a greater emphasis on renewable and storage

technologies, Xcel Energy will achieve its carbon emission

reduction goals.

• The following discussion is one scenario that is being considered

for the future. The final generation mix portfolio may differ from

what is proposed depending on advancements in new

technology.

7

2030 Generation Mix

Fuel TypeInstalled Capacity

(MW) Resource %

Coal 1179 Coal 7.1%

Combustion Turbines 5439 Gas 32.8%

Hydro 63 Hydro 0.4%

Wind 4254 Wind 25.7%

Storage 960 Various 5.8%

Solar 4671 Solar 28.2%

Total 16,566 Total 100.0%

2030 Generation Resources

Fuel Type



5

2050 Aspiration Depends on the Advancement of Carbon-free Technology

9

Examples include:

• Natural gas with carbon capture and storage

• Deep rock geothermal

• Advanced battery storage

• Advanced nuclear

• Advanced solar collectors

• Seasonal storage

• Others

Organizational Structure

10

Energy Supply has recently completed a restructure of its organization. The intent of this new structure was to position our resources to better manage our generation portfolio as additional renewables are installed.



6

Your thoughts?

Managing Managers – Establishing Behaviors and Actions that Transition Managers into

Leaders

Chad Orvis Sr. Manager, Employee Relations

Tri-State Generation and Transmission Assn.


August 14‐15, 2019Chad Orvis, Tri‐State G&T Assn. Sr. Manager, Employee Relations

1

Managing Managers –

Establishing Behaviors And Actions that Transitions Managers Into Leaders

Presented by: Chad Orvis, Senior Manager Employee Relations

You’ve just been promoted to a Manager, now what?



2

Challenges You Faced as a First-Time Manager◦ Shifting from co-worker to boss◦ Communicating effectively with your employees◦ Managing your time◦ Setting clear goals and expectations ◦ Encourage productivity◦ Meeting expectations without micromanaging◦ Technical skills◦ Hiring / Firing

What do these behaviors all have in common?



3

They are essential for successfully managing people to do the work of the business.

Now your managing managers – what’s changed?



4

Management and Leadership

Management consists of controlling a group or a set of entities to accomplish a goal.



5

Leadership refers to an individual’s ability to influence, motivate, and enable others to contribute toward

organizational success.

Effective leadership behaviors

Managers earn the trust of their team through strong leadership behaviors



6

Act with integrity and high ethical standards

Committed to doing the right things for the right reasons, even when it is difficult or unpopular to stay the course.

Communication

Effective communication skills are the key to building trust with your team and getting them to buy into your vision.



7

Embody the values of your organization

Leaders must align with the culture and model desired behaviors.

Cultivate an inspiring vision

Leader have the unique opportunity to motivate and inspire people to do their best work and pursue projects and goals that

enable them to grow.



8

Learn compassionate management

Compassion is the key to being more in touch with your team.

Embrace a coaching mindset

By coaching, managers partner with their team to establish a shared vision and how goals will be accomplished.



9

Adapt to change

Great leaders are able to quickly change course themselves and also help their team evolve with the organization’s needs.

Positive and Optimistic

Leaders maintain a positive attitude and see opportunity and possibilities in everything that happens.



10

Strong Decision Maker

Great leaders to take on the hard decisions with authority and confidence.

Excellence

Effective leaders demand the best from themselves and from those around them, and they help others to produce their best.



11

Empowers team

We become more powerful when we empower others.

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Jack Welch

Strategic and Emerging Risks to Electric Utilities

Glen Justis Sr. Partner

Experience on Demand


August 14‐15, 2019Glen Justis, Experience on Demand, LLCSr. Partner 1

Strategic and Emerging Risks in the Electric Utility Industry

P. Glen JustisEnergy & Utilities Practice Leader

Confidential – For internal use only

Overview

• Introduction and Background

• Perspectives on Leadership

• Drivers for Increased Focus on Enterprise Risk Management

• Strategic and Emerging Risks

• Structured vs. Ad Hoc Risk Management

• Concluding Thoughts

Proprietary Information ‐ Not for Reproduction or Redistribution 2



• St. Louis‐based management consulting firm, serving multiple industries

• Core services – Strategic planning and execution support

– Economics, finance, and risk management

– IT strategy

– HR strategy

– Supply chain management

– Process improvement

– Project management support

– Executive coaching

– Training

3


Proprietary Information ‐ Not for Reproduction or Redistribution

• Energy & Utilities Practice

4


• Strategic planning and execution support

• Enterprise risk management• Energy risk management• Resource planning• Forecasting, budgeting, and analytics

• Process improvement• Supply chain optimization• Training




Professional Background


BSNE

Union Electric

Nuclear Fuel

Engineer

MBA

Ameren

Corporate Planning, Energy

Marketing & Trading

R. W. Beck

Risk and Energy Markets Consulting Practices

DeloitteGlobal Energy

Markets / GRRS

Ameren

Transmission Capital & Risk Management


Management Consulting

Investor‐Owned Utilities

All forms of Electric Utilities; Financial

Institutions

UtilitiesGovernmentInfrastructure

PowerWater

Manufacturing

Discussion

What are the biggest uncertainties facing your

organization?




Discussion

How many of you have a formal enterprise risk

management program in your organization?


Perspectives on Leadership


• While risk management is often viewed as a technical or compliance‐driven function, its really a leadership activity





The Power of a LeaderTrue Leaders are not those who striveto be first but those who are first tostrive and give their all for thesuccess of the team. True leaders arefirst to see the need, envision theplan, and empower the team foraction. By the strength of theleader’s commitment, the power ofthe team is unleashed.

www.successories.com


It is better to lead from behind and to putothers in front, especially when youcelebrate victory when nice things occur.You take the front line when there isdanger. Then people will appreciate yourleadership.

Nelson Mandela




Drivers for Increased Focus on Enterprise Risk Management

The attention on ERM is cyclical, but continues to expand


Development

1992: COSO Internal Control: Integrated Framework

1995: AS/NZS 4360: Risk Management

2001: Enron collapse and bankruptcy

2002: Sarbanes Oxley Act

2004: OMB Circular A‐123 update: Management’s Responsibility for Internal Control

2004: COSO Enterprise Risk Management: Integrated Framework

2009: ISO 31000: Risk Management

2016: OMB Circular A‐123 update: Management’s Responsibility for Enterprise Risk Management and Internal Control

Strategic and Emerging Risks

• Property & People– Property markets hardening– Workplace issues– D&O





• Regulatory & Strategic

– NERC compliance

– Climate change science and politics

– Renewable energy mandates

– Distributed energy resources

– Electrification

– Workforce trends

– Changing customer expectations and wants



• Energy Risk Management

– Volumetric uncertainty

–Wholesale power price volatility

– Fuel price volatility

– Congestion cost volatility

– Outage risk

– Trading operations risk

–Wholesale credit risk


Re‐emerging




• Incumbent utilities have unique advantages

– Access to the grid for reliability

– Convenience

– Safety

– Connection to community

– What are some others?


Paul ZummoDirector, Policy Research and AnalysisAmerican Public Power Association

However, game can still be lost


• Lessons from History– All businesses face the risk of failure

• Major companies and brands that are no longer with us





• Ways to lose– Negligence causing harm to people or property

– High prices combined with poor service• Higher prices in general and/or large price fluctuations

• Poor reliability

• Poor customer service

– Inability to sustain required pricing

– Inability to obtain capital• Erosion of liquidity and cash flow to the point where debt service cannot be met



• Ways to lose

– Ignoring …• Customer trends

• Workforce trends

• Technology trends




Structured vs. Ad Hoc Risk Management


• Key Features of Structured Energy Risk Management Programs

– Clear risk terminology, tolerance, and appetite

– Defined risk management framework

– Cultural transformation activities



• Common Risk Taxonomy

– Strategic

– Operational

– Financial

– Legal/Regulatory

– Hazard/Acts of Nature




21

Clarify objectives

Identify risks

Assess risksMitigate

risks where possible

Measure performance

& refine approach

Common Framework Elements



• COSO Enterprise Risk Management – Integrated Framework

22Proprietary Information ‐ Not for Reproduction or Redistribution




• ISO 31000: Risk Management



• Common Traits of Successful ERM Programs

– Strong leadership and support from top

– Culture of transparency

– Integration with strategic planning and budgeting

– Clarity on roles

– Experienced staff

– Strong methods

• Identification

• Assessment

• Quantification

• Aggregation

• Reporting

– Clear and concise program documentation


ERM leaders are focusing more efforts here





A leading ERM trend is risk quantification

How Great Leaders Manage Risk

• They ask the right questions

• Consult with a mix of people, with different perspectives, backgrounds and knowledge to predict, assess and manage risk

• Demonstrate integrity, courage and compassion


www.Iveybusinessjournal.com/publication/the‐role‐of‐leadership‐in‐managing‐risk



How Great Leaders Manage Risk

• Summary– Successful risk management across the utility enterprise is

achieved through

• Leadership Excellence and creating a culture of – Trust

– Transparency

– Accountability

– Humility

• Process and Information Technology Excellence– Clarity in risk management terminology

– Risk identification processes

– Risk assessment and communication processes

– Strong analytics

– Risk mitigation toolkit


+

Contact Information

28

We appreciate the opportunity to serve

P. Glen JustisSenior PartnerEnergy & Utilities Practice LeaderExperience on Demandglen.justis@experience‐on‐demand.com314‐619‐3430


Insights From the Front: Evergy’s EV Charging Network

Mark Cosby Sr. Manager, Non-Regulated Products & Services,

Electrification Evergy, Inc.


August 14‐15, 2019Mark Cosby, EvergySr. Manager, Non‐Regulated Products & Services, Electrification 1

Public

Insights from the front: Evergy’s EV Charging Network

Mark Cosby

Senior Manager, Energy Solutions

Non-Regulated Products & Services Electrification

Public

2

Beneficial Electrification

Beneficial Electrification: Ensuring Electrification is in the Public Interest.Regulatory Assistance Project (RAP) 2018 study

For electrification to be considered beneficial, it must meet one of more of the following conditions without adversely affecting the other two:

1. Saves consumers money over the long run

2. Enables better grid management

3. Reduces negative environmental impacts.



Public

3

Grid Productivity Challenge

Challenge

Public

4

EV’s as Strategic Grid Assets

Mandates & Aging Grid: Costs

kWh’s: Solar & EE Electric Vehicles



Public

5

What percentage of new car sales are projected to be electric in 2025?

5%

10%

15%

20%

Public

6

What percentage of new car sales are projected to be electric in 2025?

5%

10%

15%

20%



Public

7

Time Magazine

Public

8

KC Metro: #1 in the Top Thirty Metros



Public

Clean Charge Network (CCN)• Launched in January of 2015

• Deployment: • 2,2000+ Level 2 charger ports • 58 DC Fast Chargers • 95% of sites complete

• Establish one standard communications and payment platform

• Turnkey utility infrastructure installation• Currently the largest installed and operating utility-

owned EV network in the US

9

Public

10

DC Fast Charge- Kansas Turnpike

Governor Laura Kelly



Public

11

CCN Goals

• Eliminate range anxiety• Increase EV adoption rate• Support drivers without dedicated home charging• Supplement home charging• Enable long-distance travel

• Grow EV adoption• Educate customers• Drives economic and environmental benefits• Provides for stabilized rates for all customers

• Real data: Understand and influence grid impacts• Integrate with the utility grid• Analyze charging models/load shapes• Explore managed charging opportunities

• Develop customer solutions: Strategic/Beneficial Growth

Public

12

Site Host Framework

Site Host agrees to provide public access to charging infrastructure and to dedicate an agreed number of parking spaces

10 Year agreement

Site characteristics Safe environment Convenient access Available for general public use Sufficient power infrastructure • L2 sites publicly accessible, high population density / long dwell

time areas, workplaces and geographic dispersion• DCFC sites near highway corridor



Public

KCP&L EV Adoption

Source: EPRI KCP&L Vehicle Registrations February 2019

2,220+Ports

4,063

The PHEV and BEV wedges represent cumulative registrations The black dots represent the total vehicles estimated to be in operation. Vehicle crashes, sales and relocation account for differences between these vehicle counts

Public

Year Over Year Sales Growth

38.2%

47.5%

17.3%

56.3%

50.7%

37.9%

45.1%46.6%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

National Kansas City Baltimore Boston Denver Phoenix Las Vegas St Louis

YOY EV Sales Growth – 2017 to 2018

CAGR 2015-2019: 70% +



Public

Energy Usage

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Kilowatt Hours

2017 2018 2019

Public

Charging Sessions Per Month

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2017 2018 2019



Public

Impact of CCN Environmental Benefits

Source: ChargePoint Dashboard

Public

18

Environmental benefits can be massive



Public

19

Grid Optimization Opportunity

Public

20

Workplace Charging Load Shape



Public

21

Retail Charging Load Shape

Public

22

Influencing Charging Pattern

Source: EPRI Ph 2 Analysis

Managed

Unmanaged

Managed



Public

Q&A

[email protected]

Executive Leadership Panel

Pamela Feuerstein COO

Intermountain Rural Electric Assn.

Maria Jenks VP, Supply Chain

Evergy, Inc.

Eric Tharp Chief Energy Services

Colorado Springs Utilities

Kevin Howard COO

Western Area Power Administration

The Future of the Electric Industry

John Romero System Control Manager Colorado Springs Utilities


August 14‐15, 2019John Romero, Colorado Springs Utilities GM Distribution Collection and Treatment 1

The Future of the Electric Industry

John Romero


August 2019


• We serve more than 220,000 householdsand businesses

• An annual budget of $1 billion

• $4.8 billion in total assets

• Citizen-owners elect our governing Board

• Four utility services in one efficient organization

• Up to 530 square mile service territory

• Over 1800 employees



Colorado Springs Utilities 3

221,796 electric / 475 sq mi196,635 gas / 527 sq mi140,139 water / 195 sq mi136,147 wastewater / 195 sq mi

Electric System Overview — (1,128 MW generation capacity / 956 MW peak demand*)

Drake – 208 MW CoalNixon – 268 MW Coal Front Range – 460 MW Gas Birdsall – 55 MW Gas

Local Hydro – 35 MW Solar – 19 MWNew Solar – 95 MW

What We Do

WAPA Hydro – Avg. 83 MW

* July 2019









gfg

‐5.00%

‐3.00%

‐1.00%

1.00%

3.00%

5.00%

7.00%

9.00%

11.00%

13.00%

15.00%

CSU CO US Poly. (US)




0

100

200

300

400

500

600

700

800

900

1000

Hourly Load

, MW

Load (MW)

10% of resources used 1% of the time

Load ControlConservation Voltage ReductionExisting Distributed Generation


Residential Solar Installations








Grid‐scale batteries are being installed coast‐to‐coast as this snapshot from 2017 indicates. Source: U.S. Energy Information Administration, U.S. Battery Storage Market Trends, 2018.





All of the new utility‐scale electricity capacity coming online in the United States in 2019 will be generated through natural gas, wind and solar power as coal, nuclear and some gas plants close. U.S. Energy Information Administration




What would you do if 20% of your business was gone in 1 year?

Certify Q1 SpendSmart report





0

100

200

300

400

500

600

700

800

900

1000

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Native Load

(MW)

Load

(kW

)

Hour Ending

Average E1R Load Shapes ‐ 7/27/2016

E1R‐AC

E1R‐nonAC

E1R‐Solar‐AC

E1R‐Solar‐nonAC

E1R‐ECO

Native Load


More Than Half of US States Are Studying or Changing Net Metering Policies

A new report by the N.C. Clean Energy Technology Center lists distributed solar policy changes in Q3 from around the country.by Julia PyperNovember 13, 2015



Net Zero – Produce as much energy as is used over the course of a year




Electricity | Natural Gas | Water | Wastewater

Smart Energy Infrastructure

Storage Demand Response (DR) Electric Vehicles (EVs) Outage Detection

Distributed Energy Resources (DERs) Home Automation Rate Redesign

Conservation Voltage Reduction (CVR) Transformer Load Management (TLM)

Smart Building Technologies Control Center Sensors


Declining salesIncreasing regulations

Customer owned resourcesThink differently

Customer partnershipsEngineer our electric systems

Rate redesignTrain our employeesEngage our customersDiscipline and creativity




$1.21 May 2002$25.60 Jan 2011


1889: “Fooling around with alternating current (AC) is just a waste of time. Nobody will use it, ever.”— Thomas Edison

“There is no reason anyone would want a computer in their home.” Ken Olson, president Digital Equipment Corp (1977)

“In five years I don't think there'll be a reason to have a tablet anymore.” Thorsten Heins, BlackBerry CEO (2013)

Succession Planning: Preparing Today’s Talent for

Tomorrow

Libby Clark Director, Human Resources & Safety

Platte River Power Authority


August 14‐15, 2019Libby Clark, Platte River Power Authority

Director, Human Resources & Safety 1

Libby Clark, director of human resources and safety

Succession planning: preparing today’s talent for tomorrow

What is succession planning?




Succession planning

Succession planning is the process of identifying high-potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions that are key to the success of business operations and objectives.

Succession planning involves:• Understanding the organization’s long-term goals and

objectives.• Identifying the high-potential candidates and their respective

developmental needs.• Determining workforce trends and predictions.

Source: Society for Human Resource Management

Considerations

Organizational assessment

Individual assessment





Structure Scope

Leader effectiveness

Cultural appetite


Structure Scope


Cultural appetite

• Formal vs. informal

• Closed vs. open





Structure Scope


Cultural appetite

• All-in vs. key positions

• Leadership vs. craft


Structure Scope


Cultural appetite

• Sr. leader buy-in

• Recognized value to organization

• Change management





Structure Scope


Cultural appetite

• Skills to assess and manage talent

• Openness to cross-functional movement

Considerations







• High potentials

• Solid performers

• Underperformers

Traditional identification

• Key assets

• Blockers

Vulnerabilities

Standard approach

Properly placed High professional High potential

Remain at current level, has likely achieved highest career level

Able to do bigger job at same level in the next 1-2 years

Able to do work at the next level in 3-5 years or sooner

Ou

tsta

nd

ing

/ E

xcel

len

ce

4Highly valued, should remain at current level

2Does extremely well at current job, help prepare leader for next level

1Consistently performs well and is a prime target for recruitment by other companies

Eff

ecti

ve

7Probably solid performer, could progress in higher specialty

5Should be considered for a bigger job at same level

3Current role may still provide growth, focus on helping improve performance

Nee

ds

imp

rove

men

t

9Consider reassignment, reclassification or exit

8Tight performance, consider helping manage time

6May be job mismatch or new hire with lots of potential and may require coaching




The link

Key position title Name

Position vulnerability Succession candidates

Open in < 1 year

Open in 1-3 years

Open in 3+ years

Ready in < 1 year

Ready in 1-3 years

Ready in 3+ years


• High potentials

• Solid performers

• Underperformers

Traditional identification

• Key assets

• Blockers

Vulnerabilities




Potential pitfalls

• Unconscious bias

• Not considering the needs of the utility of the future

• Specifically for leadership positions, only focusing on technical talent

• Resorting to contingency plans

What can I do as a leader today?

• Recognize Achievements

• Deliver Accurate feedback

• Understand Abilities

• Discover Ambitions

• Take Action




Thank you!

Documents

Leadership Workshop: Preparing Today’s Leaders for Tomorrow’s … · 2019-08-13 · Leadership Workshop: Preparing Today’s Leaders for Tomorrow’s Utility Instructed by: Tom