Public Power's 75 Years of Strength

PUBLIC
POWER
Powerful
Leadership
SEVENTY-FIVE
YEARS
of Strength page 6
What Is
LEADERSHIP,
Anyway? page 32
The
Leadership
Issue

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COLUMNS
4 Public Power Lines by Sue Kelly
46 Washington Report
47 Engineering
48 Security
49 Innovation
50 Resources: Outage Management
52 100 Years of Pride in Public Power
6 Seventy-Five Years of
Strength
A look back at public power’s roots
shows achievement in the face of
overwhelming force and continued
advancement in the average
American’s quality of life.
20 Powerful Leadership
Public power’s leaders steer their
community-owned utilities with
communication, collaboration and
strength.
32 What Is Leadership,
Anyway?
Editor, author and APPA National
Conference speaker Geoff Colvin
maps the path to success that anyone
can follow.
38 Top 10 Leadership
Reads
Get the best insight on leadership
with these books recommended
by public power’s leadership in
Washington.
FEATURES
CONT ENT S
Cover illustration by Jeanine Henderson
The Leadership Issue
#PublicPower
Search for American Public Power and Connect with US
PublicPower.org / @APPAnews 3

4 Public Power / May-June 2015
Those of you who studied Roman mythology
in school might remember Janus. He was the Ro-
man god who had two faces, one looking to the
past and one to the future. According to Wikipe-
dia — and isn’t that where we get our information
in this digital age — he “frequently symbolized
change and transitions,” and was invoked during
rites of passage such as marriages and death.
When I read the articles on leadership in
this issue of Public Power, I thought of both
our leadership in the past, and out into the
future. One article reminds us of the tough
fights we had when public power got its start,
and how we grew to be a force in our industry.
Visionary leaders like Alex Radin and Leland
Olds dedicated their careers to the principle
that power could be delivered to the people, re-
liably and at cost, and that public power could
serve as a competitive yardstick — a function
it still serves today.
But we are now going through a transition
that will call for new leadership, and new lead-
ers. First, we are seeing a wave of retirements
in public power, as long-time general manag-
ers and CEOs, and employees throughout the
ranks, reach the end of their careers and move
into their well-earned leisure years. We need
to make sure that a new generation of experi-
enced and thoughtful leaders is there to take
their places. And given the increasing diversity
of our nation, our customer base and our own
workforces, that leadership will be increasingly
diverse — as illustrated by the people profiled
in our article on public power leaders.
Second, and every bit as important, we are going through a period
of accelerating technological change. New technology is impacting and
will continue to affect all parts of the electricity production and delivery
chain. We will eventually see a much more distributed, decentralized
and automated grid. Retail customers will have new options for how
they use, or even generate, their power, and new companies will be
eager to help them do it. We, as not-for-profit, community-owned
power providers, can be at the forefront of these changes, and serve as
a valuable resource for our retail customers as they negotiate these new
options. But we have to engage early and we have to lead if we do not
want to end up following. The new generation of leaders now taking the
helm will have to take on this important task.
APPA itself is in transition too. By the time this magazine hits your
inbox, I will have been on the job for a year.
Leadership —
Looking Both Back and Forward
PUBLIC POWER LINES
So, like Janus,
let’s look in both
directions at once,
taking inspiration
from our past
leaders and using
that inspiration
to meet the
challenges ahead
of us.
Looking back, like Janus, it was a year of change, including a number
of staffing changes and our move to Crystal City, Virginia, and leaving
the District after 74 years. This year, we are in the midst of strategic
planning — with the goal of ensuring that we are using our human
and financial resources as efficiently as we can to support our members
as they deal with the changes facing our industry. While negotiating
change can be unsettling, and even hard at times, it is certainly prefera-
ble to what will happen if we look only backward, and assume the future
will be like the past. You can safely bet it won’t be. So, like Janus, let’s
look in both directions at once, taking inspiration from our past leaders
and using that inspiration to meet the challenges ahead of us. ■

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SEVENTY-FIVE YEARS OF
Strengthby Anthony J. Rivera

In the face of formidable
challenges, public
power’s leaders past
and present do not
shrink from the task —
they make the most of
the times given to them
and in doing so leave
us with an incredible
legacy.

“
Itell people I was a strong advocate of public
power because I was offered 87 cents an hour,”
said Joe Exum, who served as chairman of the
American Public Power Association’s board of
directors from 1987 to 1988.
Exum had just gotten out of the Navy after
World War II and wasn’t interested in working
for anything less than 50 cents an hour. That’s
when someone from the Jackson Electric De-
partment, now the Jackson Energy Authority
in Tennessee, offered him a part-time job. He
took the position, moved up through the ranks
and stayed at the utility for 42 years.
“I think it is important for institutions as
well as individuals to be aware of their roots,
in order to place present issues in perspective,
1942 1946 1947 1951 1955 19801940
Sept. 11 magazine and newsletter
Manager, on loan from Loup River
Public Power District, opens first
APPA office
General Manager
Conference in
Memphis
summary of
operations of
public power
systems
report contest
becomes General
Manager (Read
more about
Radin on page
10)
Manual
published
its research and
development
arm,
Demonstration
of Energy &
Efficiency
Developments
and to assess prospects for the future,” former
APPA Executive Director Alex Radin wrote in
a 1986 article for Public Power magazine the
year of his retirement. Radin passed away in
2014.
Public power’s 75th anniversary is an op-
portunity to look back at the roots laid by
founders such as Radin and Exum, put per-

1986 1987 1995 2001 2007 2009 2010 2014
becomes
Executive
Director
Power Week
celebration
becomes
Executive
Director
Power
Lineworkers
Rodeo held with
Santee Cooper
becomes CEO applications
reviewed
utilities
designated
becomes CEO
spective on the present and assess the future
for community-owned utilities — from the
smallest municipal distributors to the larg-
est federally-owned generators. It’s not just to
reﬂect on achievements in the face of over-
whelming forces, but also to celebrate a con-
tinuing advancement in the average American’s
quality of life.
“Public power utilities provide more than
just keeping our lights on and our televisions
running, [they provide] a critical service to fam-
ilies and businesses across the country, includ-
ing in my home state of Washington,” said Sen.
Patty Murray, D-Wash., in an email. Her state’s
public power industry serves roughly half of her
constituents and she’s cosponsored legislation
in the past to extend investment incentives.
Talk to any former APPA board member and
a few themes repeatedly surface. Among them
are the need for transparency and fairness in
wholesale power transactions as well as fair
and open access to transmission, especially for
transmission-dependent utilities.
continued on page 12
Share your
#PublicPower
milestones.

By 1986, Radin had time to move on from that
period of history but kept his focus on his old
friend. In his farewell article, he described how
Olds had helped fuel a failed filibuster against
privatization measures being proposed in the
Senate for the Atomic Energy Act. It was
another defeat but Radin kept it as a treasured
memory.
To this day, former chairmen of APPA still
feel the sharp acrimony for Johnson. Olds had
set the bar high for serving the utility needs of
the public and Radin’s 42 years extended that
bar. Their values have been infused thoughout
the public power community.
Alex Radin, the beloved executive director of
the American Public Power Association, who
passed away a little more than a year ago, said
it best while reflecting on his nearly 40-year
career at the organization.
“So virulent was the antagonism of the power
companies toward the federal power program
that they published national advertising which
equated public power with socialism, and
pictured haggard people behind the barbed
wires of a concentration camp,” Radin wrote
in his 1986 farewell article for Public Power
magazine.
He knew the politics of public power. He had
seen firsthand the lengths its enemies would
go to take down a person standing in their
way. One such person was the Federal Power
Commission’s chairman, Leland Olds, an
admired public servant and disciple of Franklin
Roosevelt and the New Dealers. The rise and
fall of Olds occupies several chapters of author
Robert Caro’s 2002 opus, Master of the Senate.
At one point, Caro vividly recounts Olds’
character assassination at the hands of
subcommittee chairman and future president
of the United States, Lyndon B. Johnson.
Johnson had hoped to win over the deep-
pocketed Texas interests once he took down
Olds.
The author describes his interview with Radin.
The bitterness Radin still felt for Johnson’s
attack on his old friend was palpable. Caro
notes that Radin had a transcript from the
vicious re-nomination hearing sitting out, the
pages were “battered and dog-eared.”
“‘Yes, I’ve read it and re-read it many times,’
Radin said,” according to the book. He’d
clearly searched it for answers time and again.
Olds was never the same after that hearing,
some said.
Alex Radin, Leland Olds and the Master of the Senate
Alex Radin was a reporter in
Tennessee before he moved
to Washington in 1941.

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National advertising campaigns published
in the 1950s aimed to smear public power’s
reputation. The ad above was printed in
U.S. News and World Report in 1956 and is
housed in APPA’s Smithsonian collection.
‹‹‹‹‹

The Smithsonian National
Museum of American
History accepted APPA’s
historical collection on
“Advertising For and Against
Public Power,” in 2014, an
acknowledgement that it
is valuable documentation
of the political aspects
and controversies of
public power, which is of
interest to researchers. The
collection is available for
review by appointment. Visit
americanhistory.si.edu/
archives/collections for
more information.
Economies of Scale
Anyone who’s served in APPA’s leadership
knows how important organizing has been.
Small municipal utilities found themselves
surrounded by enormous private utility
companies. Joining together was the only
option.
“We just didn’t have the economies of scale
that the competition had,” said Bob Nelson,
APPA chairman in 1991. It was, for instance,
unusual for public power facilities to get access
to transmission lines before joint action agen-
cies existed, he said.
For the past 15 years, Nelson has been
helping locals in the East Indies maintain and
operate their own electric and water utilities.
Unknown Adversaries
It took a coalition to fight for the public good
in the electric utility industry, said Eldon
Cotton, APPA chairman from 1995 to 1996.
That’s one of the reasons why organizations
like APPA exist, he said. APPA and the history
of public power cannot truly be understood
unless you understand the predatory pricing
practices by private utilities in the early 20th
century.
“You never know for sure who your adver-
saries are but you suspect,” Cotton said when
reflecting on his own experiences competing
with investor-owned utilities.
Radin had been very aware of public pow-
er’s adversaries since the 1950s.
“Although the federal power program
had received a significant push during the
presidency of Franklin D. Roosevelt — espe-
cially in the Tennessee Valley and the Pacific
Northwest — each proposal for a new federal
power project was the subject of bitter oppo-
sition from private power companies,” Radin
wrote in 1986.
WATCH: Hear more of Radin’s
wisdom immortalized in
APPA’s 70th Anniversary
video at publicpower.org/
videos/70years
continued from page 9
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He started out on the island of Kosrae in Mi-
cronesia and has since become a consultant to
various other islands.
Public power has done great work with
joint action agencies, Nelson said. APPA took
a strong role in getting the agencies started as a
viable organizational vehicle for matching the
economies of scale in the market. Bill Carna-
han, APPA chairman from 1986 to 1987, said
joint action agencies allow smaller utilities to
match the size of some of the investor-owned
utilities.
“You know, the whole idea that competi-
tion solves our problems — well competition
isn’t competition when you have a monopoly
or a near-monopoly,” said Rep. Peter DeFazio,
D-Ore., a progressive lion and outspoken advo-
cate of public services.
In some cases, joint action agencies allowed
public utilities to build their own facilities.
In other cases, they had
the negotiating power to
get better wholesale power
contracts and transmission
delivery.
Small distribution utilities
don’t have the access to ser-
vice at wholesale in the power
business, said Cotton. There
also isn’t much leverage for the
price if you wanted to, say, have
access to a transmission line.
“It’s a whole different ball-
game,” Cotton said. “Individual
managers became aware that
they had a good story to tell but
they were lone rangers against a
huge cavalry of investor-owned
utilities that were often times be-
having in corrupt fashion.”
This 1955 ad printed in The
American Magazine exempliﬁes
public power’s adversaries’
attempt to brand the industry
sector as socialistic.

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Bedrock Policy
“Quite frankly, [tax exempt financing] is a
bedrock of public power,” Carnahan said.
“Because, after all, we’re non-profit. So we’re
not going to borrow cheaper money and then
declare higher dividends because that’s not
who [we] are.”
Tax exemption often comes into play as a
budget-balancing measure, Carnahan said,
and both side of the aisle in Congress are
guilty of it. Politicians look at the cost of bor-
rowing and misunderstand the purpose of it,
he said.
Challenge Du Jour
During Carnahan’s time on the board at
APPA, he said there was always the challenge
du jour and for others, too, throughout public
power’s history.
Acid rain caught national attention during
Nelson’s tenure. Regulators from the Environ-
mental Protection Agency were looking at the
effects of coal-fired power plant pollution. As
a way to work with the EPA, Nelson said APPA
helped create the concept of carbon credits, a
pillar of cap-and-trade.
In the 1980s, the Chernobyl nuclear disas-
ter caused ripple effects across the energy sec-
tor, Exum said. He attended an energy con-
ference in Paris, which sought to address the
effects of the disaster. He said he remembers
European representatives from places such as
Italy and Sweden and the resulting changes
made in nuclear energy policy.
Still, Exum said, nuclear needs to be part
of the mix of energy options as the industry
explores further into other, cleaner sources
of energy.
Sustainable Public Power
Looking ahead at the EPA’s proposed carbon-
dioxide reduction rule for existing plants,
Carnahan said, it is affecting a lot of existing
facilities. California’s standards, where he’s
from, are already stronger than the rule, he
said. But on a national scale it is a challenge.
It’s not good when decisions are based on
politics rather than on what’s best for the
customer all around, including economically,
Carnahan said.
If the history of APPA and public power is
any indication, these new challenges will be
formidable but not impossible to overcome.
As Radin said in a 2009 interview, the fu-
ture of public power is great, if the industry
recognizes and deals with impending change.
APPA President and CEO Sue Kelly echoed
Radin’s sentiment in her inaugural National
Conference speech in 2014. “We need to have
a vision that spans not just the next two or
even the next ten years, but beyond, to fu-
ture generations of public power customers,”
Kelly said. “We need to continue to diversify
our generation and demand-side resources
to ensure a sustainable future — sustainable
in both the environmental and the economic
sense of the word. We need to plant seeds, as
Alex did, for the long term.” ■
WATCH: See APPA President and
CEO Sue Kelly’s inaugural National
Conference speech from 2014 at
publicpower.org/videos/2014natcon

APPA recognizes individuals and member utilities
for signiﬁcant contributions made to public power, and
provides its members with many opportunities to earn
deserved recognition through its annual award programs.
Receiving a national award from APPA is a high honor that
can be achieved by public power systems of all sizes and
by individuals in various career stages. Please consider
nominating commendable individuals and public power
utilities for an APPA award in 2016.
2015 awards will be presented at APPA’s National
Conference, June 5-10 in Minneapolis, Minnesota.
Search for “APPAAcademy” in the App Store or Android
Market to download this free app onto your iOS or Android
device. Look for the National Conference app in June.
■ Create your own customized conference schedule
■ Access presentations and take notes on conference
sessions
■ Share your contact information with other attendees
■ Learn about the conference sponsors and exhibitors
■ Know where you’re going with interactive ﬂoor plans
Check Public Power TV in mid-June for the annual awards video and look for winner bios
on publicpower.org or read about them on the APPA Academy mobile app.

Power
Let the APPA Academy provide you with the knowledge
you need to perform your job at the highest level.
Register for these events today at PublicPower.org/APPAAcademy.
Conferences
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& Public Power Expo
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& Workshops
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Featuring the following courses:
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Series: Overview of Utility Financial
Operations for Board and Council
Members
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Series: Accounting Standards and
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90 APPA Academy PPM Ad.indd 1 4/8/15 2:31 PM

Powerful
LeadershipPublic power’s leaders achieve success through
communication, collaboration and strength.
By Laura D’Alessandro, Integrated Media Editor, APPA
Hundreds if not thousands of history’s great-
est thinkers have espoused witticisms on lead-
ership principles. Not insignificant among those
quotes is the somewhat ominous proverb that
without a visionary leader, the people will not
survive. In the business of electricity, leading an
organization that delivers a necessary resource
is, indeed, a vital task.
But for public power, keeping the lights on
is unlike other utility business models. To suc-
ceed, a public power utility needs support from
its community, rather than shareholders. Top
dollar isn’t top priority; service is inherent in
the culture of public power.
Public power’s leaders create a culture
of service within their utility by filling their
teams with people they trust. They stay out of
the way and let their employees do what they
do best: their jobs. And they bring employees,
board members and elected officials from all
levels and backgrounds together to common
ground.
Leading a community organization is a
task like no other in both its challenges and
rewards, according to public power’s top dogs.
With that comes a collaborative, family-like at-
mosphere that takes nurturing, just like a real
family does.
Show us your #PublicPower leaders

When something goes wrong at
Manitwoc Public Utilities in Wisconsin,
the buck stops with its general
manager, 56-year-old Nilaksh Kothari.
Accountability is everything, Kothari
said, and he takes responsibility for it.
An environmental engineer by
training, Kothari has always wanted
to lead, he said. The modest manager
credits his success, not surprisingly,
to his team. And he draws inspiration
from his family and from others who
are driven and passionate about causes
beyond themselves.
And what is Kothari passionate about?
Listening — communicating with his
employees and community. “The most
important quality of a leader is listening
and accepting ideas of others — listening
to employees, having empathy with the
employees, builds trust and trust, is
needed for consensus building.”
The bottom line for Kothari is
relationships. “It’s all about building
relationships,” he said.
nilaksh Kothari: the Communicator

Draft Picks
Accountability is not only key to
the leadership role, Kothari said, but to an
entire team within an organization. Making
employees accountable and appropriately
rewarding them builds ownership, he said.
“The secret to building a good team is
defining expectations. And employees must
feel challenged, at the same time, in what
they’re doing.”
Master Lessons
Kothari said he always tells
employees they need to find opportunities
for what they define their success to be; his
responsibility is to support them in achieving
their success. In typical fashion, Kothari said
the buck stops with him if his employees
are not satisfied to stay where they are. “If
they want to go somewhere else and be
more successful, I have failed to keep them
challenged and it is my problem.”
Crisis Control
For Kothari, leading in a crisis is
all about “just being there.” It is a leader’s
job to provide the necessary resources for
employees to address the issue and ensure
communication is very clear across the
organization. But otherwise, he said, stay out of
the way. “Frankly, they know what they have
to do. A trained set of employees will do what
has to be done because they know they have to
take ownership of the assets that we have.”
Outside the Office
Currently reading: Being Mortal by Atul Gwande
Favorite destination: A beach
What to do with a free hour: Nap, walk or read
Most important part of the daily routine: Prayer
The one thing I’d change in the world is: Provide safe drinking water, sanitation
and power to all or storage of electricity
SAFETY IS
For us, safety is a way of life and we wouldn’t have it any other way. We work proactively
to maintain a well-trained staff, instilling safe work practices every step of the way.
From the innovative tools we use, to the safety measures we live by,
we work together to ensure a safe and productive work place.
At Asplundh, is the only way to get the job done.

Spending ﬁve years as a labor negotiator
for the city of Los Angeles will teach
someone a lot about striking an agreement.
It did for Phyllis Currie, the 67-year-old
general manager of Pasadena Water and
Power in Pasadena, California.
“You learn after a while that it’s better
to encourage a certain level of agreement
than to be so stubborn in your point of
view that you can’t see what the other
person’s point of view is,” Currie said.
The skill that she was lucky enough to
develop early on is something she brings
to the table as a leader, and one that all
leaders should strive to cultivate, she
said. One of the keys to being such a
good negotiator is keeping your cool.
“Too often it’s our emotions that will
drive us to do something that won’t
be productive in the end,” she
said. And helping everyone
work together brings out the
best in the people she’s leading,
Currie said.
To do that, people might have
to get a little uncomfortable — in a
good way. Currie said it’s all about getting
out of your comfort zone. “Challenge
yourself,” she said. “As a leader, that’s
something you always have to do,
challenge yourself to make sure you’re
providing that sense of vision.”
Phyllis Currie: the Consensus Builder

Draft Picks
A lot can be said for preparation.
Sometimes the secret behind a good team is
proper planning on behalf of the leader. “Some
of it is thinking ahead of time what it is that
you want out of the perfect candidate for a
given role,” Currie said.
Master Lessons
Like others, Currie recognizes
that helping employees be their best means
risking that they could get snatched up by
someone else. But Currie said that may just
be reality. “I try to get my staff to look at
developing their skills and abilities, not just
for a job at Pasadena, because that job may
not materialize for them, but to think that
they are in an industry where there is a wide
range of opportunity,” she said. “I push that
because I think that raises the whole level of
the organization.”
Crisis Control
Her afﬁnity for encouraging
agreement extends into every situation, even
those you just can’t plan. In a crisis, Currie
said, she is working to keep everyone calm
enough to make good decisions. “The crisis
that you plan for may not be the crisis that
you experience,” she said.
Outside the Office
Currently reading: Natchez Burning by Greg Iles
Favorite destination: Europe
What to do with a free hour: Go shopping all by myself
Most important part of the daily routine: Going for a walk or working out at the
gym
The one thing I’d change in the world is: Work with kids to help them see that
life is full of possibilities and they should get out of their comfort zone and learn about
other people and new things

There are a lot of sayings at Easton Utilities
Commission in Easton, Maryland. But for
president and CEO Hugh Grunden, there’s
just one that sticks. “One of the things I
keep driving home to all my colleagues is
what I call T of R — test of reasonableness.”
If something doesn’t make sense, then
someone hasn’t asked enough questions.
“I say that at least twice a day to my
colleagues. In decision-making, it’s better
to sit in adjudication than have a knee-jerk
reaction.”
Grunden, like his slogan of choice, is
concise and careful, giving credit to his
engineering background for his practicality.
The 56-year-old Easton native was inspired
by his father, a bricklayer, who knew the
value of hard work and integrity. He takes
that inspiration to work with him every day.
“We value integrity over expediency,” he
said. “We have a lot of sayings in our ofﬁce.
If we make a mistake, we make it right,
short of losing the farm.”
To ensure that, Grunden said, his
guiding principle is fairness. “When you’re
dealing with anybody, as long as there is a
sense of respect and fairness at the end of
the interaction, that’s the enduring sense
they will have. Really it’s a backdrop against
which you make decisions and interact with
colleagues and customers.”
hugh grunden: the Critical thinker

Draft Picks
Having the right colleagues goes back
to Grunden’s nature to think critically — he hires
the best people he can ﬁnd and then ensures
they are challenged. And everyone knows good
talent should not go unchallenged. “If you don’t
challenge them after you’ve hired the best, they
have the capability to go elsewhere.”
Master Lessons
To be a prevailing leader, Grunden
said, the key is in continuing to learn. To put
it simply, he said, “ﬁnd an excellent mentor,
and in that context, expand your listening and
contain your speaking.”
Crisis Control
The biggest crisis in Grunden’s time,
an ice storm in 1994, taught him lessons of
resource allocation that he said can’t be found
in any book. “We also learned that goodwill
that has been banked over time is necessary
when the lights are off for seven or eight days.
The banking of goodwill, as far as a leadership
component, is just something you have to make
sure your colleagues are doing every day.”
Outside the Office
Currently reading: Eat, Move, Sleep by Tom Rath
Favorite destination: Any blue-water beach will do!
What to do with a free hour: My guilty pleasure is home repair
Most important part of the daily routine: My morning review of the weather and
calendar
The one thing I’d change in the world is: Ensure a fair and equitable opportunity
for all to achieve their goals

When Mike Peters walks away from
the ofﬁce after a day at WPPI Energy,
he said he truly walks away. “I’m
connected to email like everyone else,”
but he aims for the distance to clear
the mind. “I think I’m very good at
compartmentalizing.”
The 52-year-old president and CEO of
a joint action agency and power supplier
for customers in Wisconsin, Upper
Michigan and Iowa is not short on things
that could keep him up at night — he
just doesn’t let them.
When asked what one word friends
would use to describe him, Peters said,
“laid-back.” His cool attitude doesn’t just
insulate his sanity, it’s a leadership tool,
too. A leader’s most important task, for
Peters, is setting direction, but you don’t
set that direction alone. “It’s built over
time, through multiple conversations and
pulling all the pieces and people together
to achieve it,” he said.
Mike Peters: the Optimist

Draft Picks
People are the most important piece.
“For us, it’s not just about hiring a skill set
anymore. Personality and the ability to work
with others is more important to some extent.
We’re hiring for the right attitude.”
Master Lessons
It’s Peters’ attitude that makes him
such a good leader, he said. “For my staff to
know me and my leadership style really puts
them at ease. I’m not a dictatorial leader but
one that leads by consensus — lots of talking. I
think being a good leader is being open-minded
to other people’s ideas.”
Crisis Control
While a crisis at WPPI may be less
immediate than a crisis at a utility — long-
term power prices versus long-term power
outages — Peters approaches it like he would
any situation, with “lots of talking.” Conﬂict
resolution was a skill set for Peters, an attorney
by training, so ﬁnding consensus is his strategy.
Outside the Office
Currently reading: Nature’s Metropolis: Chicago and the Great West by William
Cronon
Favorite destination: Any place warm
What to do with a free hour: Read anything, or Netflix
Most important part of the daily routine: Exercise and a healthy breakfast
The one thing I’d change in the world is: Eradicate extreme poverty through
education, basic healthcare, basic nutrition and electrification
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For someone who loves math and solving
puzzles, engineering was a natural path. As
the general manager and CEO of Platte River
Power Authority in Fort Collins, Colorado,
Jackie Sargent ﬁnds the best strategies to
solve problems regularly. Sargent, 54, said
her background helps her take a big picture
look at problems rather than getting too into
the weeds.
Also key to Sargent’s problem solving is
not her own strategy, but that presented to
her by her senior team. “They’re doing their
jobs and I’m support for them — they’re my
customers. I ask myself what I can do so
they can do their jobs, how can I help them,
so I can focus on the strategy and looking
ahead.”
Sargent wouldn’t be able to rely on her
team without trust, which she said is the
most important thing a leader can have.
“You have to know what your strengths
and weaknesses are, communicate and talk
about those and build those relationships to
ﬁll those gaps. Everybody is working toward
the same end. If that trust isn’t there, then
your employees aren’t going to be engaged.”
Jackie Sargent: the Strategist

Draft Picks
For Sargent, a team should also feel
like a family, and hers does. “People really care
about each other. You have to balance that, too,
because you have to strike the right balance
of caring about each other and accountability.
With peers, you want them to hold each
other accountable — that kind of family
environment.”
Master Lessons
To craft Sargent’s strategic MO, she
said take yourself out of the picture. “Get some
distance. Look at things from a much broader
view and get comfortable with ambiguity. Get
comfortable that there may not be one right
answer and that the strategy has to evolve over
time.”
Crisis Control
In a crisis, Sargent will rely on her
trustworthy team to map out what the problem
really is and the best way to handle it. She said
it’s also important to keep that logical, strategic
vision. “Take charge, get the facts. If you’re
prepared, you’ll have emergency procedures in
place.”
Outside the Office
Currently reading: The Martian by Andy Weir
Favorite destination: The Black Hills of South Dakota
What to do with a free hour: Put my dog on my lap and call family and friends to
catch up or go through the stack of non-technical magazines like Better Homes and
Gardens or Vogue
Most important part of the daily routine: My morning exercise routine, the Five
Tibetan Rites
The one thing I’d change in the world is: To end religious extremism

What does it take to succeed?
Deliberate hard work, according to
Geoff Colvin, senior editor-at-large
at Fortune magazine and author of
the book Talent Is Overrated. The
book’s title says it all about Colvin’s
theory. Work hard and purposefully
at anything and you will master
it — even the most accomplished
experts need about 10 years of hard
work before reaching master status,
what Colvin calls the 10-year Rule.
But how do these strategies apply to
leadership? Colvin tells Public Power
how leaders can apply deliberate
practice to succeed.
Define leadership — what are the
key skills or areas of expertise for a
leader?
If I really had to boil it down, I would say it
is to give hope, to set a clear direction and
to say, “The future is better, I see it, follow
me.” That’s a very boiled down version of
it, but that really, I think, is the essence. It
varies, of course, with the kind of situation
you’re in, what you have to do, but the key
thing to remember here, I think, is that
people want to be led. We hear a lot about
the need to flatten hierarchies and we hear
a lot about servant leadership, and these
are all valid points. But the fundamental
reality to remember is people want to be led.
If someone can step up and say they have
a vision of a better future and how to get
there, follow me, people want to follow. That
really will work.
That being said, what are key
deliberate practices for someone
who wants to end up a leader?
As in all forms of deliberate practice, the
key is analyzing or getting help analyzing
where you stand now, and then figuring
out the next thing you have to work on.
In other words, you don’t look just at your
ultimate goal, which may be quite a long
ways down the road. You look at your state
of development right now and what is the
next thing you have to work on. And by the
way, you will probably benefit by getting
someone else’s perspective in addition to
your own on this matter.
So, with regard to leadership, the
question is where do you stand now. It
may be that the next thing for you to
develop is a way of addressing people,
actually standing up and talking in a way
that engages and inspires. That happens
to be one of the easier things to practice,
because you can usually find situations
where you have an opportunity to do that.
It may be in your work, in other activities in
your life, but you can find ways to get up and
speak to people and that’s something you
can practice pretty easily.
Another thing that you may find you need to
work on is actually giving people evaluations
of where you think they stand. This is
something leaders have to do. And most
people find it difficult and they don’t like it,
but you can usually find ways to practice
that, too.
The premise of your book Talent
is Overrated is start young — get
experience, get that deliberate
practice. What does this say about
the theory that some people are
born leaders?
What it says very clearly is that people are
not born leaders. And that’s great news. It’s
very liberating news, because if you believe
that some people are just born leaders, then
you may well conclude that you’re not one.
Almost all of us will have problems early in our
lives or in our careers where we maybe are in
a leadership role and things don’t go very well
— that’s normal. But if you think some people
are born leaders, then when that happens to
you, you’ll think, “Oh well, I guess I’m not a
born leader,” and then you’ll give up — which
is logical in light of what you believe.
But it’s a tragedy because all leaders, even
the greatest, encountered difficulties along
the way, failures, mistakes. But they didn’t
stop and no one should stop. The fact is, and
it’s absolutely clear, leaders are made not
born. If that’s what you want to be, you can
be one. That’s the message of the research
behind my book. It says great performance
is not reserved for a pre-ordained few; it’s
available for you.
What Is Leadership, Anyway?
Geoff Colvin, senior editor-at-large at Fortune magazine and author of the book
Talent Is Overrated, is a keynote speaker at APPA’s National Conference in June.

Speaking personally, as a leader
and expert in your field, how have
you applied deliberate practices to
end up where you are today?
Well, in a number of ways. I have to tell
you that doing the work that led to [Talent
Is Overrated] really did influence me. I
began to look much more closely at the
various things I do, writing is part of it,
speaking is part of it, trying to be a leader
— a thought leader. And what I’ve found
myself doing is what everyone finds, that
you start to look in much finer detail at
what you do.
For example, in writing, trying to be
effective — I’ve done this my entire career,
but I now find that I look much more
closely at the specific elements of writing.
Am I using quotations most effectively? Am
I organizing the argument most effectively?
When you start applying deliberate practice
principles… you start focusing on even finer
details within that. Is it more effective if
I state this point as a question and then
answer it? Or can I set it up in a different
way that’s more effective? Every time you
do it, you focus on a finer level of detail.
The essence of mastering any field is
focusing on ever-finer levels of detail in
understanding what you do.
Is there anything else you’ve
learned about leaders in your
research?
Leaders need to be visible, and this may
sound obvious, but the reality is that in
those situations where leadership is most
called for, it’s also generally most difficult
for the leader to be visible. When there’s
a crisis, that’s precisely when the leader is
constantly on the phone, in small meetings
with various people, precisely when his or
her time is most consumed, and yet it’s
also the time when he or she must be most
visible. So it’s a real problem, but that’s the
nature of it.
Another element of it is that the leader
must project fearlessness and confidence.
And again, this is often a challenge when
it’s most important. In a crisis, the leader
actually may not have the answer for what
to do next, because it’s impossible to know,
and yet that’s when the leader must say
everything is going to be OK and project
calm and fearlessness. Those things are
enormously important, and often they are
where leaders fall short when it’s most
important. ■
Join us in person
and online for the
#PublicPower
National
Conference in
Minneapolis June
5-10

Ability to
inspire
Characteristics gathered from interviews, the Wharton School of Business and Forbes
Creativity
Vision
Communication
Intuition
Confidence,
in self
and others
Positive
attitude
Exemplifying
organization's
values
Courage/
fearlessness

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Good to Great
Jim Collins
As public power leaders know, working with
what we have within our community is our
specialty. Follow Jim Collins’ lead and make
your utility the best it can be — not just good,
but great. The timeless book lays out common
challenges to the conventional notion of corpo-
rate success paired with dozens of case studies.
PUBLIC POWER’S
TOP10LEADERSHIP READS
By APPA Staff
Fire up your Kindle and enrich your leadership learning
with these picks from public power’s senior leadership in
Washington.

Steve Jobs
Walter Isaacson
Love him or hate him, Steve Jobs was one of the
biggest innovators of our era. And his innova-
tions touch the electricity industry, too — what
phone are most people likely using your utility’s
apps on? To boot, innovation is a key tenet of
leadership, according to public power’s leaders,
and a skill we should all seek to hone. Take
it from the 21st century’s master innovator
himself.
The Tipping Point
Malcolm Gladwell
Innovation may be at the top of all our minds,
but we know that change doesn’t happen over-
night. That’s what Malcolm Gladwell’s Tipping
Point is all about, incremental change up until
the moment when a new idea goes viral, as
they call it these days. Take this and make
your utility the Internet’s next Grumpy Cat.
Lean In
Sheryl Sandberg
This one’s for the ladies — actually, it’s for ev-
eryone. Many of public power’s leaders, not just
the ones highlighted in this issue, are women.
As the community-owned utility workforce
continues to diversify and better reﬂect the
community it serves, so do the women in lead-
ership roles grow. Men and women alike will
beneﬁt from this powerful read about women
in the workforce.

Smart Power
Peter Fox-Penner
Sometimes, leadership expertise is sector-spe-
cific. In our sector, staying ahead of the curve
is just part of the territory. Peter Fox-Penner’s
book lays out what some have called the most
disruptive technology to face the electric indus-
try to date, but in a way we can all understand.
From the Battlefield
to Bottom Line:
Leadership Lessons of
Ulysses S. Grant
Bil Holton
This issue’s feature Seventy-Five Years of
Strength tells the tale that public power is
steeped in American history and strength. So
is this lesson in leadership. The book is a com-
panion piece to author Bil Holton’s From Battle-
field to Boardroom: The Leadership Lessons of
Robert E. Lee. These books take lessons from
forefathers in the trenches and apply them to
the challenges facing business warriors today.
Daring Greatly
Brene Brown
Vulnerability is not just a characteristic of the
power grid – powerful leaders are vulnerable,
too. In this book, Brene Brown encourages
readers to embrace vulnerability and live
courageously. And public power leaders know
that being a strong, courageous leader is most
important.
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The Corner Office
Adam Bryant
If there’s anything that says anyone can do it, it
is a heartening story of someone else’s climb to
the top. In The Corner Office, New York Times
feature writer Adam Bryant takes his stories
from the pages of the newspaper and brings to
life the lessons learned from some of the most
prominent CEOs.
has his prevailing presidency that followed. In
public power, we deal with elected officials all
the time. We could all use a little of Lincoln’s
political genius.
All I Really Needed
to Know I Learned in
Kindergarten
Robert Fulghum
Public power leaders know there’s something
to be said for some simple common sense. This
timeless classic has been educating leaders
for more than 40 years through a collection of
essays that helps us navigate the sometimes-
unnecessary complications of adulthood.
We could all use a moment to ponder on
simplicity. ■
Team of Rivals: The
Political Genius of
Abraham Lincoln
Doris Kearns Goodwin
What better way to learn about leadership than
to look at one of the greats. This award-winning
book illustrates Abraham Lincoln’s triumph
over three rivals to become president as well
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Diamond
Benton PUD, Wash.
Braintree Electric Light Department, Mass.
Bristol Tennessee Essential Service, Tenn.
Burbank Water and Power, Calif.
City of Clinton Department of Public Works,
S.C.
City of Lompoc Electric, Calif.
Fort Pierce Utilities Authority, Fla.
Greeneville Light & Power System, Tenn.
Holland Board of Public Works, Mich.
Holyoke Gas & Electric Department, Mass.
Idaho Falls Power, Idaho
Knoxville Utilities Board, Tenn.
Lakeland Electric, Fla.
Lincoln Electric System, Neb.
Lowell Light and Power, Mich.
Memphis Light, Gas & Water Division, Tenn.
Norwich Public Utilities, Conn.
Oconomowoc Utilities, Wis.
Pasadena Water and Power, Calif.
Piqua Power System, Ohio
Sacramento Municipal Utility District, Calif.
Shakopee Public Utilities Commission, Minn.
Town of Albemarle, N.C.
Two Rivers Water & Light, Wis.
Waverly Light and Power, Iowa
Platinum
Borough of Ephrata Electric, Pa.
City of Calhoun, Ga.
City of Cartersville Electric System, Ga.
City of College Station, Tex.
City of Elizabeth City, N.C.
City of Gastonia, N.C.
City of High Point Electric Utility, N.C.
City of Jackson Electric Operations, Mo.
City of Kirkwood, Kirkwood Electric, Mo.
City of Lodi Electric Utility, Calif.
City of New Bern, N.C.
City of Rochelle, Ill.
City of Rock Hill, S.C.
City of Shelby, N.C.
City of Tallahassee Electric Utility, Fla.
Cleveland Public Power, Ohio
Coldwater Board of Public Utilities, Mich.
Columbia Water and Light, Mo.
Douglas County PUD, Wash.
Eugene Water and Electric Board, Ore.
Freeport Electric, N.Y.
Greenville Utilities Commission, N.C.
Hannibal Board of Public Works, Mo.
Johnson City Power Board, Tenn.
Kansas City Board of Public Utilities, Kan.
Kissimmee Utility Authority, Fla.
Loveland Water and Power, Colo.
McMinnville Electric System, Tenn.
Montpelier Municipal Electric, Oh.
Municipal Commission of Boonville, N.Y.
Navajo Tribal Utility Authority, Ariz.
Owensboro Municipal Utilities, Ky.
Richland Center Electric Department, Wis.
River Falls Municipal Utilities, Wis.
Springville City Electric Department, Utah
Town of Granite Falls, N.C.
Town of Wake Forest, N.C.
Traverse City Light & Power, Mich.
Tullahoma Utilities Board, Tenn.
Wisconsin Rapids Water Works and Lighting
Commission, Wis.
CongratulationsCongratulations to the 2015 Reliable Public Power Provider (RP3) program designees. APPA salutes your
commitment to operating at the highest levels of reliability, safety, workforce development and system improvement.
Gold
American Samoa Power Authority, American
Samoa
Anderson Municipal Light and Power, Ind.
Azusa Light & Water, Calif.
City of Bowling Green, Ohio
City of Harrisonville Electric Dept., Mo.
City of Kinston, N.C.
City of Lumberton - Electric Utility, N.C.
City of Milan Department of Public Utilities,
Tenn.
City of Morganton, N.C.
City of Palo Alto Utilities, Calif.
City of Rock Falls, Ill.
City of Winfield, Kan.
Cowlitz County Public Utility District No. 1,
Wash.
Denton Municipal Electric, Tex.
Evansville Water and Light, Ind.
Grand Haven Board of Light and Power, Mich.
Heber Light and Power, Utah
Hudson Public Power, Ohio
Lehi City Power, Utah
Macon Municipal Utilities, Mo.
Mansfield Municipal Electric Department,
Mass.
Mount Pleasant City Power, Utah
Murfreesboro Electric Department, Tenn.
New Martinsville Municipal Electric Utility,
W. Va.
Newnan Utilities, Ga.
Northern Wasco County People’s Utility
District, Ore.
Orrville Utilities, Ohio
Paris Board of Public Utilities, Tenn.
Stillwater Electric Utility, Okla.
Town of Clayton, N.C.
Town of Smithfield, N.C.
Truckee Donner Public Utility District, Calif.
Special thanks to the RP3 Industry Support Council members for their support of this program

Public Power Stands Behind Fair Treatment of Small
Utilities, Solar Deployment
WASHINGTON REPORT
Protecting small utilities under the Regulatory Flexibility Act and sup-
porting responsible, community-driven solar deployment were among
2015 priorities set when more than 600 members from public power utili-
ties from throughout the nation gathered in Washington in March.
The American Public Power Association’s legislative and resolutions
committee passed six resolutions, which will come before the general
membership at the association’s annual business meeting in Minneapolis
in June.
The resolution for equitable treatment under the Regulatory Flex-
ibility Act was proposed by members from the Illinois Municipal Electric
Agency, Kissimmee Utility Authority in Florida and Owensboro Munici-
pal Utilities in Kentucky with additional support from the city of Idaho
Falls, Idaho.
While large cities may have 500 employees or more within their
municipality — the requirement that knocks a business out of the “small”
category under the existing law — only a few of those employees may ac-
tually be employed by the utility, said Kevin Gaden, president and CEO of
the Illinois joint action agency. What should be considered a large utility
makes up only about 25 to 30 of the public power utilities in the nation,
said Gaden and APPA Senior Vice President of Legislative and Political
Affairs Joy Ditto.
Other issues made a priority by the association’s legislative and resolu-
tions committee are improving problematic coal shipments by rail; easing
access to unmanned aerial aircraft for utility-related operations; protect-
ing preference customers from the costs of transmission projects; ad-
dressing the U.S. Environmental Protection Agency’s final coal ash rule;
and supporting the affordable, reliable deployment of solar power.
Access to coal shipments by rail has been an ongoing nationwide prob-
lem. Most of the coal that supplies 39 percent of the nation’s electricity
needs is transported by rail, APPA said, but transportation costs are often
unreasonably high and utilities are unable to negotiate those costs. Federal
regulators have been examining issues with railroads on the behalf of
utilities, both investor and municipally-owned. For public power, APPA
president and CEO Sue Kelly said, reliability is just as important an issue
with coal deliveries as it is for other utilities.
While Ditto said the Surface Transportation Board has not been
looking out for utilities and modifications in oversight are necessary,
Vote on APPA’s policy resolutions
When: June 9, 2015, 4:15 p.m.
Where: APPA National Conference, Minneapolis, Minn.
Who should attend: APPA’s voting delegates
Information: publicpower.org/nationalconference
some small tweaks
have been made. The
fee to file rate cases
has been reduced,
Kelly said. But more
oversight is necessary,
they said, particularly into what Ditto called the monopoly nature of the
railroads.
Solar power is another issue that has been growing in popularity, at-
tention to which has been burgeoning among electricity consumers. The
United States added 4 gigawatts of solar generation to its grid in 2013 —
public power utilities contributed 200 megawatts to that total. The public
power solar generation capacity is nearing 1 GW. In continuing to pursue
solar responsibly with attention to reliability, community solar power is
the best option for public power, according to experts and public power
leaders. ■
Read public power’s 2015 policy priorities
in full at publicpower.org/resolutions and
visit APPA on Pinterest to see the 2015
Legislative Priorities infographics
Challenging the status quo in Energy.
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transactional, regulatory or litigation matters, rely on
Dentons’ award-winning energy practice to provide
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Public Power Is Meeting 21st Century
Electricity Challenges
By Paul Ciampoli, News Director, APPA
ENGINEERING
Public power utilities are deploying new technologies and making
smart grid advancements, a public power general manager told the House
Energy and Commerce Committee’s Subcommittee on Energy and Power
in March.
Joel Ivy, general manager of Lakeland Electric from Lakeland, Florida,
joined electricity industry experts before the committee to talk about 21st
century electricity challenges.
Lakeland has achieved full deployment of advanced metering infra-
structure and was awarded a smart grid investment grant from the U.S.
Department of Energy, Ivy told the committee. Lakeland Electric serves
about 122,000 customer accounts and has been in operation for more
than 100 years.
“Since the initial deployment, Lakeland has been working to add data
management tools and processes to best leverage the new information
we are receiving through the AMI technology,” Ivy said in his testimony.
Lakeland has integrated information into its grid monitoring pro-
gram, often referred to as SCADA — system control and data acquisition.
“Using new graphic-based tools, our system operators are able to spot
problems on our circuits well before our customers notify us of outages,
and more effectively determine the number of utility employees needed
to remedy the problem,” Ivy said.
In his remarks before the committee, Ivy said that APPA and Lakeland
are generally supportive of distributed energy resource technologies, but
skeptical of rate programs that continue to spur this investment, while
allowing utilities recovery of ﬁxed costs.
He said net metering, for example, in places like Lakeland might pro-
vide a customer credit based on the full retail rate of electricity. This could
allow customers to reach a net zero bill annually, he said. “Changes to
our rates must not punish the early adopters who invested in older, more
expensive solar technologies,” he said.
Along with Lakeland, other municipal utilities have deployed smart
grid technologies. A report issued in 2014 by the Department of Energy
detailed the beneﬁts that have resulted from smart grid deployment by
three municipal utilities. ■

Sharing threat information is of the utmost importance to ensure grid
reliability. The electricity industry has been working with government
agencies to increase communication about threats and potential vulner-
abilities to the reliability of the grid. Here are the top ﬁve reasons to partici-
pate in NERC’s Electricity Sector Information Sharing and Analysis Center
(ES-ISAC) to help promote effective industry-wide information sharing.
1A central hub
The ES-ISAC is meant to be the central hub for all electricity sector
information on physical and cyber security. The group is working to
streamline and consolidate information sharing to be more effective in
analyzing and collaborating on emerging threats.
2A trusted environment
Increasing trust between government and industry is like building
trust in any relationship — it takes time. But time is of the essence in
securing the grid. Don’t be hesitant when it comes to sharing threat
information through the ES-ISAC. NERC has adopted a strict code of
conduct barring transfer of attributable information between the ES-
ISAC and the rest of NERC.
Top 5 Reasons for Information Sharing
By Nathan Mitchell, Senior Director of Electric Reliability Standards & Security, APPA
SECURITY
3Easy reporting
The portal is a useful and usable tool, through which industry can report
threats, as well as receive technical guidance products from NERC and
government agencies. The ES-ISAC is always looking for ways to enhance
the portal so they can deliver timely and actionable security reports in a
one-stop fashion. Industry feedback on the effectiveness of the portal is
needed.
4More aggregation, collaborative analysis
The industry needs the latest analytic tools to anticipate and respond to
the next cyber attack. The ES-ISAC is developing ways to expand the
use of those tools and increase the speed of mitigation development with
near real-time delivery of threat indicators and mitigation measures to
the industry.
5CEO engagement
Information sharing is essential to risk mitigation. Senior leaders within
the federal government and CEOs of electric utilities are engaged through
the Electricity Subsector Coordinating Council in policy discussions that
will foster greater collaboration and information sharing between govern-
ment and industry. This high level dialog will help focus resources and
optimize the threat information sharing processes that take place through
the ES-ISAC. ■
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All-in-One System Demonstrates Generation,
Storage and Electric Vehicle Integration
By Michele Suddleson, DEED Program Director, APPA
INNOVATION
The evolving electricity customer of the future is driving an electric
vehicle, installing rooftop solar panels to generate power, storing energy
for use when the sun doesn’t shine, feeding excess power back to the
grid, and monitoring energy use through smart devices. Managing these
new trends and technologies is a challenge for utilities. Questions arise
such as when and where electric vehicles will
charge, what the load impact will be, and
how photovoltaic generation will impact grid
stability.
North Carolina State University research-
ers sought to address a range of such issues
through their Vehicle Energy Storage and
Solar Demonstration project funded by the
American Public Power Association’s Dem-
onstration of Energy & Efficiency Develop-
ments program. They designed and installed
a single, integrated system to generate solar
power, charge electric vehicles, store energy
up to 20 kWh, connect to the local microgrid
and educate the public about intelligent
energy management. While it seems like a
tall order, the project has demonstrated how
small distributed generation systems, energy
storage, and electric vehicles can be intel-
ligently integrated and controlled so there is
no harm to the grid.
N.C. State designed, built and operated
the solar powered electric vehicle charging
station with capacity for 10 chargers that is
coupled with an energy storage system. The
station is installed in the parking deck of the
Keystone Science Center at the university.
The system is tied to the 12.4-kV Green
Energy Hub microgrid. An LCD touchscreen
is mounted to the parking structure to
monitor energy generation and flow between
components in real time, and to educate visi-
tors. The system integrates several advanced
energy technologies and serves as a test bed
for intelligent integration of renewable gen-
eration and storage within microgrids.
The project also sought to build a fully
direct current system, where solar energy is
not converted from direct current to alternat-
ing current, but is collected, moved to the
batteries, and used to charge vehicles as
DC energy. This was possible in a research
setting but DC input vehicle chargers are
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not commercially available yet. But the project yielded data to infer the
efficiencies of such a system. The integrated system includes a battery
that serves as an energy buffer to isolate distribution from the demand
spikes and to even out the production of the intermittent solar energy. ■

In his previous position as director of the electric department for the City
of Hamilton, Ohio, Tony Pochard contended with energy analysis soft-
ware and a geographic information system that were difficult to upgrade
and had limited capabilities. In 2014, Pochard oversaw the city’s transition
to the mapping and analysis software from Milsoft Utility Solutions. To-
day, as Electric Utility Director for Anderson Municipal Light & Power in
Indiana, Pochard manages the utility’s full-scale deployment of Milsoft’s
engineering and operations suite, including outage management and IVR
communications.
When Pochard arrived at Anderson Municipal Light & Power, the util-
ity had already deployed the field engineering and analysis, GIS, OMS and
IVR software packages from Milsoft. During an outage, if the Anderson
phone lines become overloaded, the system automatically switches the
overflow to a server hosted off site by Milsoft and customers never receive
a busy signal when trying to report an outage or request information on
service restoration.
In addition, staff can access the OMS via a web browser on a tablet.
“Wherever we are, we can call up the OMS data to see instantly where
the problem is,” Pochard said. “Also, because the OMS information is
linked to GPS information on our utility vehicles, we can see where our
crews are in relation to the outage zone. With the outage information
linked to the city’s website, customers can call up outage information
wherever they have Internet access. And with the OMS linked to our AMI
system, we can pinpoint trouble to individual houses or transformers.”
Along with IVR systems that are installed on-site and maintained by
utility personnel, Misoft maintains a cloud-based solution hosted. For
the small City of Napoleon, Ohio, the hosted IVR solution from Milsoft is
proving to be a very effective customer service tool.
During a wide-spread, weather-related outage in July 2014, the high
volume of calls reporting outages overwhelmed the city’s administration,
police dispatch and electric department. Internal communications were
nearly impossible as all phone lines were being used to answer customer
calls. Tracking outages using the internal messaging and job board
method was quickly found to be inadequate. The staff decided that an IVR
system would be the best way to proceed in the future.
“The most important beneficiaries have been our customers, who now
have the instant ability to report a problem with their electric service,”
said Todd Wachtman, substation specialist for the City of Napoleon Light
& Power. “By simply calling in to the system, they are guaranteed the
best level of service from our crews in restoring their power. The electric
department staff is now able to focus on managing an outage instead of
being inundated with calls. We also have a reliable means to track crew
progress on each ticket.” ■
Hometown Connections is the utility services subsidiary of the American
Public Power Association and a marketing affiliate of Milsoft Utility
Solutions.
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IVR Communications
By Susan Ryba, Hometown Connections
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American Transmission Company...........................................www.atcllc.com..................................Outside Back Cover
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Hendrix Wire & Cable, Inc....................................................www.hendrix-wc.com............................................................5
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High Voltage Inc........................................................................www.hvinc.com...............................................................37
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MasTec North America, Inc.....................................................www.mastec.com.............................................................36
National Information Solutions Cooperative.............................www.nisc.coop................................................................43
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SEL.............................................................................................www.selinc.com.................................................................1
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Thomas & Betts............................................................www.tnb.com/stormhardening.........................Inside Front Cover
Thomas & Betts................................................................www.tnb.com/switchgear.........................................................2

#PublicPower
100 YEARS OF PRIDE IN PUBLIC POWER
Juneau
True to by-the-people, for-the-people form, Juneau,
Wisconsin’s electric utility was created by a special
election in 1914. The ballot asked residents to vote
on the construction of an electric transmission and
distribution system. In approving the measure, the
small city created a utility that it still owns and
operates today.
Situated west of the Rock River, Juneau is a place
to work, live and play, and is anchored by a large in-
dustrial company. To keep up with its customer base,
General Manager Ed Brockner said, the utility has
recently embarked on a project to install advanced
metering infrastructure.
New projects come at a cost. Brockner said a ma-
jor challenge for Juneau has been keeping rates low
and competitive in recent years. But that’s not the
only competition Juneau has faced with surrounding
investor-owned utilities.
“The biggest challenge today is keeping linework-
ers,” Brockner said. “Being a small utility and having a
couple investor-owned utilities nearby — it certainly
will be a challenge for us.”
Attracting the next generation of workers, includ-
ing line apprentices and journeymen, is a challenge
all public power utilities face. But linework is a career
with heritage and utilities are ﬁnding some new line-
workers with grandparents and/or parents who have
been in the ﬁeld. Captain Public Power is helping to
recruit.
Continuing to face formidable challenges head-on
is also one of the foundations of public power. In 100
years of business, Juneau has done just that. Why?
“Nothing beats local control and decisions,”
Brockner said. ■
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Public Power's 75 Years of Strength

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