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bods resume Atlanta, GA 30338. Coursework Columbia Edu? Accomplished Senior IT professional with a background in business intelligence, reporting systems, data quality (including ETL), software design and full life-cycle development. How To Write An Empathy Essay? Capable of managing numerous projects while leading cross-functional teams to coursework columbia, meet and exceed overall IT initiatives. Professionally College Admissions? Demonstrated consultative process skills with emphasis on technical, written, and relationship development. Coursework Edu? Business Objects Enterprise ETL (Data Services -- BODI / BODS, SSIS) Reporting (Web Intelligence, Xcelsius, Crystal Reports) Highlights of skills: Business Intelligence Data Warehousing Process Improvement Team Leadership Effectiveness. Strategic Planning Analysis Reporting Systems Architecture Process Implementation Software Design Development.
Consumer Products, Banking, Lumber, Legal, Logistics, Health Care, Chemicals, Pharmaceuticals, Dept. of Defense, Energy, Electric, Automotive, Government, Politics, Insurance, Data Quality, Telecommunications, Building Materials, Financial Services, Commodities, Fleet Management, Furniture, Food Beverages, Mining, Coal, Debit Credit Cards, Pet Food, Animal Feed, Incentives, Marketing, Education. Teradata Certified Professional, Teradata Certified SQL Specialist. Format For Term Paper Presentation? Development of BODS objects supporting multiple change data capture styles that include thousands of mappings and over columbia seventy SAP DSO destinations. All information sourced from and writing to SAP HANA. Created BODS specific portions of format paper presentation, mapping documents, including CDC information. Design (modeling) and construction of SAP HANA tables, functions, procedures, and views using a combination of coursework, Data Services, PowerDesigner, and HANA Studio. Performed modeling with HANA, using attribute, analytic, and calculation views. Migration of essay great expectations, information from multiple source systems (out of SAP HANA) into coursework columbia, SAP Bank Analyzer, with various data profiling and quality checks and use of a composite table to format for term presentation, ease maintenance/LI Environment: Data Services (BODS) 4, SAP HANA, SAP Bank Analyzer, DB2, PowerDesigner, Windows 7. Creation of executive dashboard illustrating volumes, imbalances, accounting details, and customer information related to acquisition. Improvement of existing dashboards – organization and coursework bug fixes.
Ensured data accuracy and providing of most important and up to date details by meeting with business analysts and management in multiple locales. Essay Descriptive Writing? Developed several multi-source IDT universes referencing relational databases, containing derived tables. Provided key and timely details in user-friendly dashboard to help management make informed decisions. Conversion of edu, existing dashboards from Xcelsius to Lumira, for comparison purposes. Professionally Written Admissions Essays? Environment: Xcelsius 4.1, SAP Lumira, IDT, MS Access 2012, SQL Server 2012, Windows 7. Successful and rapid conversion of coursework columbia edu, multiple Ab Initio processes to Data Services, implementing methodologies to format presentation, increase maintainability, including simplification, logging, and inline documentation. Coursework Columbia Edu? Data analysis, modeling, and profiling using SQL Server and do electric Data Services, to provide new and columbia edu improved structures and aid in data quality checks related to work on thesis, conversion efforts.
Cost savings through replacement of scheduler with scripting involving file watcher loops and, or database flag checks, moving files to staging and production folders, and coursework columbia edu emailing of results, including attachments. Executed technical leadership on the use of the technology platform and admissions tools, mentoring in optimal use of BODS in coursework columbia a SQL Server, SAP, and Unix environment. Environment: Data Services (BODS) 4, SQL Server 2008, Oracle, SAP, Ab Initio, Acorn, Windows 7, Unix. Created and written admissions essays optimized executive summary and several linked dashboards, including hierarchical selectors, flash variables, and coursework dynamic sales and marketing information based on live SAP BPC data. Built Crystal Reports detail reports connected to BI services pointed at Web Intelligence blocks containing BEx query details. Reports launched by and received prompts from Xcelsius dashboard. Professionally? Acted as go-to for the team for technical concerns and idea development. Significant contributions to columbia edu, dashboard and essay ETL architecture and design, including best practices.
Involved frequent discussions with offshore team members and business analysts. Troubleshooting of reporting, universe, and ETL issues with onshore and columbia offshore engineers. How To Write An Empathy Essay? Environment: Data Services (BODS) 4, Business Objects 4 (WebI, UDT), Oracle, SAP BW and ECC, Windows 7. Coursework Columbia? Acted as systems/software engineer for system architecture planning, technical design, software development and test, and software, hardware, and work on thesis interface integration. Installation and configuration of Business Objects Enterprise and Data Services, including Data Quality. Creation, improvement, and documentation of HR reports and related universe, including standardization and columbia edu applying best practices.
Environment: Data Services XI r3.2, Business Objects XI r3.2, SQL Server 2008; Win Server 2008. Engineered conversion projects, using a self-designed standardized process, for migrating information between SAP 4.7 and on the great expectations 6.0. Converted information from SAP modules, including manufacturing, material master, basic data, fico, general plant, mdm, mrp, purchasing, qm, sales data, units of measure, warehouse mgmt, and work scheduling. Built and implemented validation projects to ensure quality data migration. Frequent daily interaction with SAP functional analysts and business to review requirements and results. Environment: Data Services XI r3.2, Oracle 9i; SQL Server 2008; SAP ECC 4.7, 6.0; Win XP.
Converted and coursework edu enhanced Cognos into WebI, Crystal, and Xcelsius reports with SAP data (HCM and SCM). Mapping of reporting requirements from business terms into SAP objects. Creation and maintenance of OLAP universes sourced from do electric cars air pollution BEx queries. Writing and editing of SAP BEx queries using Query Designer. Writing of test scripts for coursework columbia edu, accuracy, formatting, and performance. Environment: Business Objects XI r3.2; SAP ECC 4.7 – HCM, SCM, SD; SQL Server 2008; Win XP. Guided and played key role in design document production, including ETL field mappings for 500+ fields in four systems (2000+ fields total), data dictionary, universe and report documents, and DDL scripts. Write An Empathy Essay? Constructed universe and related star schema database, with focus on user-friendly configuration of classes and objects.
Universe automatically updated with self-created automation tool. Edu? Led report development effort, including creation of essay on the great expectations, many Web Intelligence reports. Coursework Edu? Designed and implemented Business Objects architecture, including hardware and essay on the great software requirements, CMS information, security, and migration from XIr2 to XIr3. Championed standardization of field mappings, data dictionary, and universe and report documents. Coordinated offshore ETL efforts, including meetings and coursework columbia edu answering of daily questions. Environment: Business Objects XI r3.2; SQL Server 2008; Designer SDK; Crystal Enterprise SDK, Win XP.
Designed, created, implemented, and tested dataflows, workflows, scripts, and jobs for essay descriptive, multiple projects. Troubleshooting and performance tuning which reduced several jobs from several hours to less than one. Full lifecycle project focusing on surveys, including Data Services and Designer (universe) components. Coursework Columbia Edu? Migrated dataflows, workflows, scripts, and jobs between repositories. Environment: Data Services XI r3.2, Business Objects XI r3.2; SQL Server 2008; Windows Server 2008, Windows XP. Created and ran ETL jobs to load and manipulate Material Master and Vendor SAP information.
Generated, put into successful production, and trained others in data validation / testing tool, using Data Services and SQL Server procedures and functions. Administration and configuration of multiple datastores and servers. Format Paper Presentation? Upgrade of coursework columbia edu, First Logic / Data Quality to Data Services, with data and multiple country address cleansing. Developed, published, and scheduled batch and real-time jobs. Produced contact duplicate checking ETL project, including match transforms and adjustable parameters. Constructed dashboards to review data validation results. Environment: Data Services XI r3.1, 3.2; SQL Server 2005; SAP (extracts); Xcelsius 2008; Windows XP. Directed and coordinated organizational strategies of employees responsible for conceptualizing, designing, constructing, testing and implementing business and technical solutions for telecommunications data. Partnered with software and architectural teams to plan and essay descriptive writing build out new systems, understand scalability and constraints of software, and manage disaster recovery and business continuity planning. Acted as key developer, leading a team of four (mostly remote) developers in coursework the creation of Webi reports, universes, and Xcelsius dashboards consisting of proprietary telecommunications information.
Implemented ETL related to numerous systems, including creating and do electric cars cause manipulating tables with raw SQL/SQL Server Integration Services (SSIS) and coursework conversion of SAS into packages and write SQL. Guided and developed the Business Objects teams, including providing hiring recommendations, training, mentoring and monitoring staff performance to effectively adhere to company’s “best practice” initiatives. Coursework Edu? Environment: Business Objects XI r2 (Webi, Designer, CMS, Admin); Crystal Reports XI; Crystal Xcelsius 2008; SQL Server 2005; Teradata; SSIS; Netezza; SAS; Aqua Data Studio; Windows XP. Responsible for creating Business Objects universes and reports to provide information on clinical trials. Successfully migrated universes and reports from development to test to production. Created Oracle functions and work on thesis stored procedures to supply comma-delimited lists and date information. Created functional and technical documentation for all reports and coursework columbia universes, outlining processes to create an easily readable roadmap of all procedures for end users. Environment: BusinessObjects XI r2; Oracle 9i; ARISg; Windows XP. Led efforts in on the expectations the successful extraction and transformation of edu, information from Excel to SQL Server database, designing a database geared towards OLAP reporting and later Essbase loading. Created over two thousand transformations to descriptive, alter information extracted from coursework columbia edu Excel. Developed ETL program using VB with features for types of processes to display and run, status lists, storing metrics, HTML help, and options to skip process with errors to convert text values to zero’s.
Environment: SQL Server 2005; Visual Basic 6; Hyperion Essbase; Microsoft Excel 2003; OLAP; Windows XP. Responsible for about descriptive writing, gathering customer requirements, architecting prototypical solutions, acquiring customer acceptance, and managing software processes from initial design to final implementation and deployment. Primarily responsible for migrating Sybase, Business Objects (6.x), and Oracle Sagent data warehouses to provide commodities-related financial information to client and coursework edu internal business users. Key Projects: Migrated three reporting systems to Business Objects XI and Crystal Reports XI, with Oracle 9i. Administration using Central Management Console to schedule reports, configure user and group security, and manage categories, folders, universes, and licensing. Created and essay on the tested reports and universes with information about commodities, futures, and coursework options. Installed, tested, and professionally written admissions maintained Business Objects XI (including Crystal) client and server software. Environment: Oracle 9i; Business Objects XI r2 (Webi, Crystal Reports, Performance Management, SDK); Sagent; Visual Basic 6; Scripting (VB, Java, batch); ASP; HTML; XML; CSS; SDLC; Cisco VPN; Windows XP. IT Consultant 1995 to 2006. Key Clients: LeasePlan, Lockheed Martin, WPAFB (Air Force), Haworth, HPFS, ATT, Travelers, CIT, Cigna, Anheuser-Busch, Peabody Group, MasterCard, Ralston Purina, Maritz, Davis Interactive Client:nbspnbsp LeasePlan -nbspAtlanta, GA,nbsp Business Objects Expert (2005 to columbia edu, 2006) Created a Business Objects data warehouse to provide leasing information to 100 key clients. Designed and rolled out an innovative reporting system using Webi, including linked reports.
Created conversion utility supporting improved (Excel) and admissions essays unavailable formats (Word and HTML). Client:nbspnbsp Lockheed Martin (US Navy) -nbspNew Orleans, LA,nbsp Business Objects Expert (2004 to 2005) Gained acceptance of a conversion of an Access reporting system into Business Objects. Developed, documented, and performance tuned thirteen reports and associated universes. Conducted qualitative and quantitative analysis to columbia edu, define project scopes and technical criteria. Created many Data Integrator jobs, workflows, and dataflows supplying source data for systems. Collaborated with key internal and work on thesis external decision makers to recommend process enhancements, including creation of conversion utility for perfecting Word and Excel files from coursework columbia edu Excel exports. Recipient of the college, “Lockheed Martin Outstanding Performer” Award (2004). Coursework Columbia Edu? Client:nbspnbsp WPAFB (US Air Force) -nbspDayton, OH,nbsp Business Objects Technical Support Analyst (2005 to 2006) Provided expert analysis and assistance for admissions, the Air Force Knowledge System application, supporting over 450 tickets arising from over 300 users. Tested and troubleshot WIS and INF errors, training, and network, database and universe issues. Troubleshot invalid data resulting from universe and database problems.
Client:nbspnbsp Haworth -nbspHolland, MI,nbsp Data Integrator Developer (2005 to 2006) Gathered specifications and developed, tested, and rolled out transformations and universes for columbia edu, AP, PO, and essay about descriptive FA segments of Oracle Financials using Business Objects Data Integrator and Designer. Client:nbspnbsp HPFS -nbspMurray Hill, NJ,nbsp Business Objects Expert (2003) Served as financial reporting analyst, balancing data related to a conversion of a loan system. Provided support to users for report requests and maintenance, creating and testing 30 reports. Edu? Analyzed, documented, and implemented recommendations for SQL Server DTS scripts. Client:nbspnbsp ATampT -nbspBedminster, NJ,nbsp Business Objects Expert (2003) Reporting analyst/administrator for a data warehousing project targeted to analyze and improve call center performance and do electric cause processes. Responded to daily maintenance requests, streamlining processes through the columbia edu, installation, administration and configuration of Business Objects, including Publisher. Client:nbspnbsp Travelers -nbspHartford, CT,nbsp Business Analyst (2002 to 2003) Main point of contact in essay a Focus mainframe, SAS to client-server (Business Objects, Crystal Reports) migration and conversion of the Annuity Reporting System.
Collaborated with cross-functional teams to coursework, develop 42 reports including prototype creation, testing, documentation, performance tuning, and requirements gathering and written essays design. Conducted in-depth data analysis including data dictionary, physical data model, entity relationship diagrams, and PL/SQL queries for balancing and reviewing integrity of data. Client:nbspnbsp CIT Group -nbspLivingston, NJ,nbsp Business Objects Expert (2002) Served as lead financial reporting analyst in coursework columbia a Citation mainframe to client-server (ALS) Business Objects implementation of a data warehouse (Oracle, Sybase) for leasing. Partnered with end-users and key internal decision makers on requirements gathering. Full life-cycle development and performance tuning of 54 flawless reports using Business Objects Reporter, Designer, Supervisor, and Broadcast Agent. Trained, mentored and monitored new and about descriptive writing existing developers, instilling “best practices” to adhere to internal protocols and procedures. Client:nbspnbsp Cigna -nbspHartford, CT,nbsp Data Warehousing Consultant - Genio / Brio (2001 to 2002) Responsible for the enhancement and edu maintenance of a customized Brio data warehouse reporting application for investment data, including transforming source data (Genio). Gathered scopes and cars cause specifications to test and provide daily support of Brio and Genio.
Taught end users on the capabilities, enhancements, and limitations of Brio. Coursework Columbia? Client:nbspnbsp Anheuser-Busch, Inc. -nbspSt. Louis, MO,nbsp Senior Business Objects Developer (1999 to 2001) Implemented full lifecycle design of a 60 report data warehouse for pricing and promotions, that aided retailer sales tracking and marketing applications. Administered Business Objects repository, security, setup, universes, and format paper presentation report scheduling, including an upgrade from coursework version 4 to 5. Constructed automated universe and report documentation with Business Objects SDK. Participated in Oracle ETL (transformation) related efforts, including creation of PL/SQL functions, packages, stored procedures, views, tables, indexes, explain plans, and types. Client:nbspnbsp Peabody Group -nbspSt. Louis, MO,nbsp Business Objects Developer (1999) Production included report creation, design, and prototyping security, universe maintenance and origination, data definition and manipulation, testing and layout. Client:nbspnbsp MasterCard -nbspSt. Louis, MO,nbsp Consultant (1998 to 1999) Accountable for the conception of essay on the great, financial reporting system and associated graphical user interface, generating financial reports using Crystal Reports, VB, and Oracle. Client:nbspnbsp Davis Interactive (Interchange Technologies) -nbspSt. Coursework? Louis, MO,nbsp Consultant (1995 to 1999) Responsible for design and support of multimedia projects with Macromedia Director and work on thesis VB.
Created graphical user interfaces and database engines to interact with databases and kiosks. Assembled software for edu, reusable client incentive system (CIMS for Windows). Performed database administration, including backups, scheduling tasks, and setting up users and groups. Designed, developed, and tested reports and associated interface using Visual Basic and written college admissions essays Crystal Reports. Produced reusable Visual Basic tools, including batch form dynamic link library, report executable creator, system administration form creator, data source creator, and SQL Server administrative software. Edu? Environment: Visual Basic 6; Crystal Reports; SQL Server 6.5; Filemaker; Windows NT. About Writing? B.S. Accounting; Minor: Business Management, December 1996. Recipient of Academic Scholarship. Coursework Columbia? Tutor: General Statistics, 1995-97.
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Renewing Ontario’s Electricity Distribution Sector: Putting the Consumer First. In April 2012, the Ontario Minister of coursework columbia Energy established the Ontario Distribution Sector Review Panel to provide expert advice to the government on how to improve efficiencies in the sector with the aim of reducing the financial cost of electricity distribution for electricity consumers. In this report, Renewing Ontario’s Electricity Distribution Sector: Putting the Consumer First , the Panel has produced a thorough review of the sector. Our plan builds a new model for electricity distribution in cars cause, Ontario, one that creates robust, efficient and well-resourced utilities that will reduce costs to the consumer and coursework columbia edu, support the continued economic growth of about writing this province. From the start, the electricity distribution sector was helpful and supportive of our efforts, and their advice added immeasurably to our recommendations. We thank all those who met with us and provided written submissions.
We were ably supported by staff at the Ontario Ministry of coursework columbia edu Energy, especially Ken Nakahara, Kaleb Ruch and Elizabeth Farrelly. John McGrath supplied writing and editorial services, and air pollution, Navigant Consulting provided the technical and financial analysis of the sector. I personally wish to edu, thank my fellow Panel members, Floyd Laughren and David McFadden, for their commitment, their hard work and essay great, their pragmatism. It is now up to columbia, all the work on thesis, partners in the electric distribution sector, the government, utilities and their owners and the regulator to deliver on the challenge we have given them. Consumers deserve a successful transformation of coursework edu their electricity distribution sector. Murray Elston, Chair. Ontario Distribution Sector Review Panel.
The Report of the Ontario Distribution Sector Review Panel. Message from the professionally written college admissions, Chair Member Biographies – Ontario Distribution Sector Review Panel Preface LDC Service Areas in edu, Ontario Chapter 1 – The Imperfect World – How We Got Here Chapter 2 – The New World of Electricity Chapter 3 – The LDC of the an empathy, Future Chapter 4 – The Vision Chapter 5 – The Road Forward Chapter 6 – Recommendations Conclusion List of Presenters/Stakeholders Glossary Notes. Ontario Distribution Sector Review Panel. Mr. Elston has extensive energy sector experience, serving as a former president and CEO of the Canadian Nuclear Association and past member of the Board of Hydro One Inc. He also sits on an Advisory Board for columbia Samsung Canada. He is a current member and past Chair of the how to write, Canadian Nurses Foundation and a past Chair of the Board of the Walkerton Clean Water Centre. Mr.
Elston was a member of the Ontario Legislature from 1981 to 1995, holding such roles as Minister of Health, Chair of the Management Board of Cabinet, Minister of Financial Institutions, and Chair of the Public Accounts Committee. Mr. Laughren serves as Laurentian University’s Chair of the Board of Governors and is a member of Ontario’s Economic Advisory Committee. He was named Chair of the coursework columbia edu, Ontario Energy Board in March 1998, after a 27-year career in provincial politics. Mr. Laughren served as a member of the Ontario legislature from professionally written essays, 1971 to 1998, holding such roles as Deputy Premier and Minister of Finance. Columbia Edu? He chaired the Policy and Priorities Board of Cabinet, the Treasury Board and sat on work on thesis the Cabinet Subcommittee on Industrial Assistance. Mr. McFadden is a partner at Gowling Lafleur Henderson and is Chair of the firm’s International Management Committee.
He has served as past Chair of the Toronto Board of Trade and its Task Force on the Electricity Industry, and coursework edu, was a member of the work on thesis, Ontario government’s Electricity Conservation and Supply Task Force. Mr. Coursework Columbia Edu? McFadden is a member of the Smart Grid Forum of the expectations, Independent Electricity System Operator, the Energy Council of Canada and the Council for Clean and Reliable Electricity. Mr. McFadden served as a member of the columbia, Ontario legislature from 1985 to 1987. Ontario has developed a prosperous and professionally written college admissions, diversified economy over the past century. This has permitted the province to enjoy a high standard of columbia edu living combined with quality health care, education and other public services. This would not have been possible without efficient and cost-effective infrastructure, ranging from roads and transit systems to the provision of electricity. Investment in college admissions, cost-effective infrastructure also improves Ontario’s competitiveness with other jurisdictions in North America and around the world. In its most recent annual report, the Ontario government’s Task Force on Competitiveness, Productivity and Economic Progress said Ontario has great strengths economically and has achieved solid economic results.
The Task Force also said the columbia, province could do a lot better: “We have a wide prosperity gap with other large North American jurisdictions. The source of this gap is our inability to be as innovative as we could be in our economic life.” 1. Electricity is a critical building block not just of Ontario’s standard of living, but also of its ability to compete economically. In a highly competitive world, it is vital that electricity be delivered in the most efficient and cost-effective manner. That is essay great why the coursework columbia edu, Ontario government appointed the Ontario Distribution Sector Review Panel (Panel) to review the province’s local distribution companies (LDCs 2 ). Work On Thesis? In order to ensure that Ontario’s LDCs deliver power at the lowest possible cost and contribute to columbia edu, a strong economic future, the government 3 asked the Panel to look at whether a restructured distribution system could lead to price stability, a more efficient and how to essay, reliable system configuration, as well as fairness and value for money. While the Panel’s work involved a thorough review of the distribution sector, Panel members kept their efforts focused on one key question: How can the province’s LDCs deliver improved, cost-effective service to their customers while simultaneously supporting the future economic growth of Ontario?
Panel members recognized that their key responsibility was not to rearrange the pieces to deal with the issues of today, but to make sure the province’s electricity distribution system puts its customers first, so that Ontario can prosper a decade from now and beyond. The Panel members heard from columbia, close to 85 stakeholders including LDCs, associations, consumer groups, unions, municipalities, government ministries and agencies, financial and work on thesis, investment organizations and individuals from across the province. Edu? The Panel found that most presenters and submitters agreed that significant change is required if all the work on thesis, province’s LDCs are to adopt the technological innovations that will enhance the safety and reliability of the electricity system, reduce its operating cost, and enable a renewed focus on the customer. The Panel was encouraged to see that stakeholders in the industry are not wedded to the status quo. The Panel has also determined that Ontario’s electricity distribution system will require significant additional resources if it is to replace aging equipment and provide new services. The current structure of electricity distribution is a barrier to this required investment and needs to columbia, be changed. Ontario’s distribution system got started when community and work on thesis, business leaders realized in the early 1900’s that the economic well-being of their towns and cities depended on having electricity readily available at coursework columbia edu an affordable cost. The province faces a similar challenge today.
In order to ensure the future well-being of Ontarians, the electricity distribution system must be able to for term presentation, adapt to the coming technological and economic challenges. This is the most significant test the columbia, distribution system has faced in one hundred years. Failure to for term, meet the challenge will mean a diminished future for the people of Ontario. Figure 1: LDC Service Areas in Ontario. Source: Independent Electricity System Operator (IESO) Ontario’s Electricity Distribution System – Local Distribution Company Service Areas.
Serving: Sarnia, Point Edward, Petrolia, Alvinston, Oil Springs and Watford Brant County Power Inc. Brantford Power Inc. Burlington Hydro Inc. Cambridge and columbia edu, North Dumfries Hydro Inc. Canadian Niagara Power Inc. (Fortis)
Serving: Fort Erie and Port Colborne Cat Lake Power Utility Centre Wellington Hydro Ltd. Serving: Elora and Fergus Chapleau Public Utilities Corp Collus PowerStream. Serving: Collingwood, Stayner, Creemore and Thornbury Co-operative Hydro Embrun Inc. Cornwall Street Railway Light and essay on the, Power Company (Fortis) Dubreuil Forest Products Ltd. E.L.K. Energy Inc. Serving: Essex, Harrow, Belle River, Comber, Kingsville and Cottham Eastern Ontario Power (Fortis) Serving: Gananoque Enersource Hydro Mississauga Inc. Entegrus Powerlines Inc. Serving: Parkhill, Strathroy, Mount Brydges, Newbury, Dutton, Wallaceburg, Dresden, Bothwell, Thamesville, Ridgetown, Chatham, Blenheim, Merlin, Tilbury, Wheatley, Erieau EnWin Utilities Ltd.
Serving: Windsor Erie Thames Powerlines Corporation. Serving: Aylmer, Belmont, Burgessville, Beachville, Clinton, Embro, Ingersoll, Otterville, Port Stanley, Norwich, Tavistock and Thamesford, West Perth Espanola Regional Hydro Distribution Corporation. Serving: Espanola, Webbwood and Massey Essex Powerlines Corporation. Serving: Amherstburg, LaSalle, Leamington and Tecumseh Festival Hydro Inc. Serving: Stratford, St. Mary’s, Seaforth, Hensall, Brussels, Zurich and Dashwood Five Nations Energy. Serving: Attawapiskat First Nation, Fort Albany Power Corporation and Kashechewan First Nation Fort Frances Power Greater Sudbury Hydro Inc. Serving: Sudbury and West Nipissing Grimsby Power Inc. Guelph Hydro Electric Systems Inc. Serving: Guelph and Rockwood Haldimand County Hydro inc. Halton Hills Hydro Inc.
Hearst Power Distribution Company Limited Horizon Utilities Corporation. Serving: Hamilton, St. Catharines Hydro 2000 Inc. Serving: Ottawa, Casselman Innisfil Hydro Distribution Systems Limited Kitchener-Wilmot Hydro Inc. Kingston Hydro (Utilities Kingston) Kenora Hydro Electric Corporation Ltd. Lakefront Utilities Inc.
Serving: Cobourg Lakeland Power Distribution Ltd. Serving: Bracebridge, Burk’s Falls, Huntsville, Magnetawan and Sundridge London Hydro Inc. Midland Power Utility Corporation Milton Hydro Distribution Inc. Coursework Columbia Edu? Newmarket-Tay Power Distribution Ltd. Serving: Newmarket, Tay Township and work on thesis, Perth County Niagara-on-the-Lake Hydro Inc. Niagara Peninsula Energy Inc. Serving: Niagara Falls, Lincoln, Pelham and West Lincoln Norfolk Power Distribution Inc. North Bay Hydro Distribution Limited Northern Ontario Wires Inc. Serving: Cochrane, Iroquois Falls and Kapuskasing Oakville Hydro Electricity Distribution Inc.
Orangeville Hydro Limited. Serving: Orangeville and Grand Valley Orillia Power Distribution Corporation Oshawa PUC Networks Inc. Ottawa River Power Corporation. Serving: Almonte, Beachburg, Killaloe and Pembroke Parry Sound Power Corporation Peterborough Distribution Incorporated. Serving: Peterborough, Lakefield and Norwood PowerStream Inc. Serving: Alliston, Aurora, Barrie, Beeton, Bradford West Gwillimbury, Penetanguishene, Markham, Richmond Hill, Thornton, Tottenham and Vaughan PUC Distribution Inc. Serving: Sault Ste.
Marie Renfrew Hydro Rideau St. Lawrence Distribution Inc. Serving: Westport, Prescott, Cardinal, Iroquois, Morrisburg and columbia edu, Williamsburg Sioux Lookout Hydro Inc. St. Thomas Energy Inc. Thunder Bay Hydro Electricity Distribution Inc. Tillsonburg Hydro Inc. Toronto Hydro-Electric System Limited Veridian Connections Inc. Serving: Ajax, Beaverton, Belleville, Bowmanville, Cannington, Gravenhurst, Newcastle, Orono, Pickering, Port Hope, Port Perry, Sunderland and Uxbridge Wasaga Distribution Inc. Waterloo North Hydro Inc. Serving: Waterloo, Woolwich and Wellesley Welland Hydro-Electric System Corp.
Wellington North Power Inc. Serving: Holstein, Mount Forest and Arthur West Coast Huron Energy Inc. Serving: Hanover, Huron-Kinloss, Kincardine, Saugeen Shores, South Bruce, Wingham, Brockton and Minto Whitby Hydro Electric Corporation Woodstock Hydro Services Inc. The Imperfect World – How We Got Here. Ontario’s electricity distribution system is a product of its history.
One cannot understand how the province arrived at the current structure if one does not recognize the importance of the factors surrounding its birth. The province’s electricity distribution sector is the on the expectations, joint invention of the Ontario government and the province’s local distribution utilities. It was created in the early 1900’s under pressure from business leaders and politicians in Toronto, Kitchener, London and coursework columbia, other communities who understood that their communities needed an affordable supply of electricity in order to prosper. 4. The towns and cities in Ontario at the beginning of the 1900’s also knew they needed an assured supply of this new source of energy. So local politicians and business leaders campaigned for access to the electricity generated by Niagara Falls. The pressure grew to such an extent that in 1906 the Ontario government created the Hydro-Electric Power Corporation (HEPC) to transmit power from the Falls. 5 HEPC and its successor Ontario Hydro established the generation and transmission facilities that supplied electricity to generations of descriptive writing Ontarians. From that foundation, the province’s utilities grew as the province’s economy grew. At one point in 1923, Ontario had 393 different utilities supplying electricity to customers. 6 Essentially, any municipality could create a distribution utility, and coursework columbia edu, HEPC or Ontario Hydro would supply the power, both generation and cars cause air pollution, transmission.
This was basically the state of affairs until 1996, when a provincially appointed committee led by the Hon. Coursework Columbia Edu? Donald S. Work On Thesis? Macdonald recommended significant changes to the structure of municipal electricity utilities (MEUs). The Macdonald Committee 7 recommended that Ontario’s 307 remaining MEUs be merged with the distribution systems then operated by coursework Ontario Hydro to create shoulder-to-shoulder distribution utilities along regional and county lines. A shoulder-to-shoulder distribution system would have resulted in a smaller number of utilities with contiguous boundaries, and no distributors embedded inside another distributor’s territory. The 1996 report, “A Framework for Competition,” also proposed that Ontario Hydro be broken up into essay separate generation and transmission companies. 8. Two-and-a-half years later, the Ontario legislature passed the Energy Competition Act (ECA) , putting into place a number of the recommendations of the Macdonald Committee. The ECA created a new company for generating electricity (Ontario Power Generation) and columbia edu, another to take over Ontario Hydro’s transmission and distribution assets (Hydro One Inc.). The ECA did not however mandate the creation of shoulder-to-shoulder utilities that would follow regional or county boundaries. While the ECA did confirm that municipal governments owned the electricity utilities, it required that they be transformed into essay about descriptive business corporations under the Ontario Business Corporations Act (OBCA) , a departure from the past when local commissions were the norm. Even though the legislation did not mandate a wholesale consolidation of the province’s MEUs, a flurry of edu mergers and acquisitions did occur during this period, reducing the number of utilities from 307 to 89.
9. Many utilities were sold by their municipal owners, who took advantage of a temporary lifting of a transfer tax to monetize the do electric cause air pollution, value of the assets. The transfer tax holiday eliminated a 33% tax that would have been levied on edu the proceeds of the sale. 88 of the smaller utilities were bought by Hydro One Networks, and absorbed into for term its distribution network; an 89 th , Brampton Hydro, was purchased by columbia Hydro One Inc. and set up as a separate subsidiary. Larger utilities were created when their municipal owners were amalgamated, such as Hydro Ottawa, Chatham-Kent Hydro, Greater Sudbury Hydro, Hamilton Hydro, and essay descriptive writing, Toronto Hydro. Many other utilities merged with neighbouring utilities. Since then, there have been a handful of further consolidations among LDCs, including PowerStream, Veridian Connections, Horizon Utilities, and edu, Entegrus Powerlines. However, the pace of consolidation and rationalization of the distribution sector has slowed to a snail’s pace. Do Electric Cause Air Pollution? Today, Ontario continues to have a large number of LDCs, with a wide variety of coursework edu sizes.
Ontario’s fragmented system for on the distributing electricity is unique in Canada, a product of history rather than the outcome of coursework columbia edu rational planning. No other jurisdiction has chosen this structure as a desired outcome. There are, in fact, 80 licensed electricity distributors operating in Ontario. Work On Thesis? While they are all licensed by the Ontario Energy Board (OEB), the OEB does not regulate the rates charged by three of them: Cornwall Street Railway Light Power Company Ltd (Cornwall Electric) is exempt from rate regulation as it obtains its electricity from Quebec; Dubreuil Lumber operates mostly on company-owned land; and the distribution assets that serve the coursework columbia, Cat Lake community are managed by Hydro One Networks. 10. All the remaining utilities have their rates regulated by professionally written college admissions essays the OEB.
The rate-regulated utilities include the province’s largest LDC, Hydro One Networks, as well as 76 others. The range and variety of the coursework columbia edu, province’s LDCs is essay great expectations remarkable and cannot be found in any other jurisdiction in edu, Canada. One of the smaller utilities, Hydro 2000, serves just 1,208 customers in the eastern Ontario towns of Alfred and Plantagenet. 11 The largest distributor in work on thesis, the province, Hydro One Networks, has a thousand times as many customers. The province’s electricity distribution system is columbia also notable for written the large number of small LDCs. 12. There are 29 LDCs in Ontario that have fewer than 12,500 customers each. 13 These ‘small’ LDCs account for over a third of all the utilities in Ontario, but less than 4% of the province’s electricity customers. The median-sized LDC in Ontario has 19,885 customers. The average-sized LDC has 65,394 customers. The fact that the median is so far below the average shows that there is a preponderance of small LDCs in columbia, Ontario.
Hydro One Inc. put it this way in its submission: “When compared against other Canadian jurisdictions, Ontario has almost twice as many LDCs… as all of the remaining provinces combined.” 14. Source: Based on 2011 Ontario Energy Board Yearbook of Electricity Distributors Data. Not only do Ontario’s LDCs vary in cause air pollution, size, they vary in coursework columbia edu, the density of their customer base. 16. Toronto Hydro, which serves the province’s largest city, has an average of 71 customers for every kilometre of distribution line. Hydro One Networks, which predominately serves sparsely populated rural areas, has an average of just 10 customers for about descriptive every kilometre of coursework distribution line. Ontario’s distribution sector is unusual in how to write essay, another respect. The boundaries of many of the LDCs lack any coherence or consistency.
A number of utilities serve a patchwork of widely separated areas with noncontiguous boundaries. They include for example, Veridian Connections, Erie Thames Powerlines, and Entegrus Powerlines. Coursework Edu? Fig. About Descriptive? 3 shows the boundaries of columbia one of them, Veridian Connections. In most cases the intervening territory between these non-contiguous areas is served by Hydro One Networks. Figure 3: Veridian Connections Service Areas. At the same time, a number of municipalities have multiple distributors serving residents within their municipal boundaries. For example, residents and businesses in paper presentation, communities such as Ottawa, Hamilton, Chatham-Kent, Sudbury and Kingston are served by either Hydro One Networks or their local utility, depending on where they live. The boundaries of coursework edu these LDCs are a remnant of the cities’ preamalgamation borders and have not kept pace with change. The status quo also produces examples such as Thornton, a village near Lake Simcoe with 1,000 inhabitants, where the service areas of how to write an empathy three separate LDCs converge, namely Hydro One Networks, PowerStream and Innisfil Hydro.
Variation also exists in the ownership of LDCs, but to a much lesser extent. Ontario’s provincial and municipal governments own the vast majority of the columbia, province’s distribution utilities. The Ontario government owns Hydro One Inc., which in turn owns three distribution utilities: Hydro One Networks, Hydro One Brampton, and essay about descriptive, Hydro One Remote Communities. Hydro One Networks also operates the distribution assets that serve the Cat Lake community. There is only one private sector majority LDC owner in Ontario, FortisOntario. FortisOntario owns 100% of three smaller utilities in different parts of the coursework columbia, province: Algoma Power; Canadian Niagara Power, which serves customers in Port Colborne, Gananoque and Fort Erie; and Cornwall Electric. However, FortisOntario and two investment firms also hold minority interests in work on thesis, a number of other LDCs. FortisOntario owns 10% of coursework Westario Power, which serves communities in Bruce, Grey and Huron counties, as well as 10% of Rideau St Lawrence Distribution and Grimsby Power. In 2007, Corix Utilities, whose majority shareholder is the British Columbia Investment Management Corporation, bought a 10% interest in Chatham-Kent Energy, now known as Entegrus. A number of pension plans have found electricity distributors to be very attractive investments, as the stable rates-of-return they earn from a regulated industry are ideal for their portfolio.
In 2001, Borealis Infrastructure, the infrastructure investment arm of the Ontario Municipal Employees Retirement System (OMERS), bought a 10% stake in Enersource, which serves customers in Mississauga.17 Michael Nobrega, the President and CEO of OMERS, has said that the pension plan would like to an empathy essay, increase its investment in Enersource, and invest in coursework, other larger utilities in the province, but the existing transfer tax imposes a financial penalty to do so. 18,19. The rest of work on thesis Ontario’s LDCs are either wholly owned by one of the coursework columbia, province’s municipalities, or jointly owned by a number of municipalities. The municipal ownership of LDCs makes itself felt in format, a number of columbia edu ways. Municipal councillors are often appointed to the Boards of the cause, local utility and municipal governments frequently use the dividends they receive to coursework columbia edu, help pay for municipal services and capital projects. If Ontario was to set out to establish a new electricity distribution system from great, scratch, it is columbia highly doubtful that it would choose to descriptive, replicate the current structure. The arrangement of Ontario’s distribution system cannot be found anywhere else in Canada.
Many other provinces have only coursework columbia, a single electricity distributor that is part of a vertically integrated utility handling both the transmission and the distribution of electricity. Small or Medium Utility. There is further evidence that Ontario’s electricity distribution system is unique, and it comes from the cause, province’s natural gas sector. Ontario’s two main natural gas distributors are Enbridge and edu, Union Gas. Enbridge has 2 million customers, and Union has 1.4 million customers; both have more customers than the written admissions essays, province’s largest electricity distributor, Hydro One Networks. 20. The fragmentation that is the hallmark of the Ontario distribution system comes at a cost. The Panel’s research and analysis shows that the current approach to columbia edu, delivering electricity is costing families, farms and businesses more than it should. Compared to their larger counterparts, smaller LDCs tend to have higher per for term paper presentation, capita costs for Operations, Maintenance Administration (OMA), which are passed down to customers through rates.
There is edu a duplication of essay writing equipment and edu, facilities among neighbouring LDCs. The large number of LDCs also increases the cost of providing necessary regulation. LDCs have varying capabilities, which affects their capacity to format paper, meet evolving customer needs. The key question for the Panel is whether there is columbia a better way to manage the do electric, costs of delivering electricity to the consumer in columbia, Ontario. As Fig. 5 shows, 22% of what a typical residential customer in Ontario pays for electricity goes towards distribution charges paid to LDCs. Figure 5: Components of a Typical Residential Electricity Bill in Ontario.
Source: Ontario Energy Board. 51% Electricity (Commodity) Charges 22% Distribution Charges 7% Transmission Charges 4% Debt Retirement Charges 4% Regulatory Charges 12% Taxes. *Based on consumption of write 800 kWh per month, prices as of coursework November 1, 2012. The province’s distribution sector has been able to avoid a lot of attention from essay great expectations, consumers because local distribution costs encompass a smaller proportion of a typical electricity bill. The Panel believes however that there are efficiencies to be found that will ease future costs to columbia edu, consumers. Data show that there have been significant increases in cars cause air pollution, the OMA costs of the distribution sector. The OMA expenses for utilities increased by more than 42% between 2005 and 2011. During the same time the columbia, number of customers served by LDCs saw an write an empathy essay, increase of just 7% and inflation was just 11.6%.21 Moreover, when compared to municipalities, LDCs’ OMA costs increased by columbia 36% between 2005 and 2010, while the total operating costs of municipalities increased by just 26%. 22. The increase in OMA expenses was not spread evenly throughout the sector. When one looks closer at individual LDCs, it is clear that OMA costs per customer are generally higher for for term presentation smaller LDCs.
As Fig. Coursework? 6 and Fig. 7 shows, OMA costs follow a general rule: the larger the LDC, the lower the OMA costs per customer. Write Essay? 23. Figure 6: OMA Costs per Customer for Small, Medium and coursework columbia, Large LDCs. Source: Ontario Energy Board, 2011 Yearbook of how to write an empathy essay Electricity Distributors Data. Figure 7: OMA Costs per Customer by columbia edu LDC Size. Source: Ontario Energy Board, 2011 Yearbook of essay expectations Electricity Distributors Data.
To put it another way, in 2011 OMA costs per customer for small LDCs were, on average, 75% higher than for large LDCs. This is in part driven by the fact that small LDCs on average have approximately 2.2 full-time employees for every 1,000 customers, while medium and large LDCs have approximately 1.7 full-time employees for columbia every 1,000 customers. The cost of essay writing these additional employees is ultimately borne by the electricity consumer. Even though the operating costs of small LDCs are generally higher, they would be even greater if they incorporated the full cost of coursework columbia edu distributing low-voltage power to customers. Some LDCs, such as Hydro One Brampton, Hydro Ottawa and professionally college essays, PowerStream buy high-voltage power from Hydro One Networks, then run it through their own transformer stations to step down or reduce the voltage of the electricity before sending it to consumers. Some large LDCs and most small and mid-sized LDCs buy their power from columbia edu, Hydro One Networks but at a lower voltage after it has already been stepped down because they have no transformer stations themselves.
A number of small and mid-sized “embedded” LDCs buy low-voltage power directly from a “host” distributor. These are critical distinctions, as the small and mid-sized LDCs are charged for the use of the transformer stations and how to write an empathy essay, other distribution assets required to serve their customers. LDCs do not typically reflect these charges in the standard operating and capital costs reported to the OEB, leading to understated OMA totals, though they do ultimately pass these transformation and coursework columbia edu, low voltage distribution costs on to their customers through a separate recovery mechanism. Nonetheless, the differentiation between large and small LDCs’ OMA costs could be even greater. OMA costs are not the only reason that customers of smaller LDCs generally pay more for their electricity than customers of larger LDCs; there is also the issue of financing costs. Smaller LDCs usually have to pay more to raise money and write an empathy essay, attract investment. As Fig. 8 shows, smaller LDCs are typically charged higher interest rates and financing charges than LDCs that have a larger asset and customer base.
Larger LDCs generally have access to columbia, a wider variety of capital markets, and benefit from the best terms and lowest debt costs. Professionally Written College Essays? These lower financing costs are passed on to their customers. Figure 8: Average Financing Costs of coursework columbia Long-Term Debt by LDC Size. This difference in essay on the great expectations, financing costs will become only more significant in coursework columbia edu, the future. Utilities will need billions of dollars in additional investment to transform themselves into modern LDCs that use up-todate technology and offer higher levels of service to their customers. This investment will be more easily secured by larger LDCs. Currently, LDCs can turn to Infrastructure Ontario (IO) for loans.
This provincial government agency has loaned 22 LDCs more than $200 million for format paper capital projects. 24 It charges LDCs between 3.2% and 3.3% for columbia edu a 15-year loan.25 There seems to be little public policy rationale for a government adding to its debt load for write an empathy this purpose, when private financing is available. It is already a struggle for many small LDCs to meet the demands of renewing their networks and adding state-of-the-art technology and edu, services. Fig. 9 shows that small LDCs have typically focused their expenditures on maintaining their existing asset base, while medium and large LDCs have undertaken more improvements and capital projects that have added new capacity and services. Essay Descriptive? In addition, larger LDCs tend to reinvest the majority of their net income back into coursework columbia the business. This pattern of investment is a concern for essay writing the future of the electricity system in Ontario, and the families and businesses that depend on coursework columbia edu it. Unless the entire distribution industry spends the money needed to modernize its equipment and offer new services, differences will continue to grow between two classes of electricity consumers: those who have the ability to control costs and obtain value-added services from their electricity distributor; and those without access to such services. As a result of the current structure of the distribution sector, there are more facilities and distribution equipment in Ontario than are needed to efficiently serve electricity customers. Hydro One Networks, for instance, has divided the province into do electric 52 separate service areas for coursework columbia edu distribution.
Each of these 52 service areas has its own operations centre. Often these centres are just down the road, or in the case of essay on the great expectations Orangeville, just across the street from the operations centre owned by the local distributor. One of Entegrus Powerlines’ operations centres is just a few kilometres away from the Hydro One Networks’ operations centre in coursework, Chatham-Kent. Approximately half of these service areas, including Guelph, Peterborough, Kingston, Arnprior and Kapuskasing, have a Hydro One Networks operations centre as well as an operations centre for one or more LDCs within their boundaries. The OEB assumed responsibility for regulating the province’s distribution utilities in work on thesis, 1998. One of its roles is to coursework columbia, protect consumers by do electric setting just and reasonable rates while providing reasonable financial returns for the industry. The OEB’s operating budget for 2012/2013 is $34.97 million dollars.
26 The OEB recovers its costs from the utilities, agencies and retailers it regulates: approximately 80% of its revenue comes from the electricity sector; the other 20% is paid for by the natural gas sector. Columbia Edu? 27. The OEB’s operating costs, which are ultimately born by the consumer, are higher than they need be because of the fragmented nature of Ontario’s distribution sector. The large number of format for term LDCs in coursework, Ontario requires more OEB resources to work on thesis, monitor their operations and adjudicate their rate applications than would otherwise be the case. A review of the cost of regulation indicates that customers of small LDCs tend to pay more for the regulation of their utilities than customers of columbia edu large LDCs. According to a 2011 report by work on thesis Ontario’s Auditor General, the cost of edu filing a full Cost of cars Service (COS) rate application for many small and coursework edu, mid-sized LDCs ranges from $100,000 to $250,000. 28 While the cost of filing a COS application for larger LDCs can be as much as $1 million or more, 29 the cost per how to an empathy, customer is actually much lower because of their larger customer base. The Auditor General’s report noted that the cost of regulatory scrutiny can consequently be as high as $40 per customer for smaller utilities, while it shrinks to about $1 per customer for coursework the largest utilities. 30. The province’s distribution workforce is “greying,” and the wave of retirements expected over the coming decade threatens to cause a shortage of skilled labour in the province’s LDCs. Ontario’s LDCs employ a little over how to an empathy essay 10,200 people.
31 In 2008, a study for The Electricity Sector Council of Canada estimated that about 45% of the electricity distributors’ employees across Canada were between the ages of 45 and edu, 54, putting many of them now, four years later, on the edge of retirement. 32. According to this 2008 study the situation appears most critical for the highly skilled trades that are crucial to the safe and reliable operation of the electricity grid: 53% of descriptive writing power system operators across the electricity system were aged 45 to 54 years; 42% of power line workers were also in that age group; 74% of their managers and supervisors were 45 years of age or older. 33. Many of these employees cannot be replaced quickly. A linesperson requires extensive apprenticeship before he or she can work on dangerous high-voltage lines and electricity infrastructure. Coursework Columbia? Electrical engineers need significant training and experience to format for term paper presentation, design and maintain systems. The recent economic downturn has slowed down this oncoming skills shortage.
However, a wave of retirements is inevitable. 34. Consolidation can be of edu significant assistance in dealing with these workforce issues. Some of the job reductions that will come from the increased efficiency of the sector can be painlessly absorbed by retirements. There would also be a bigger talent pool in larger LDCs, making it easier to do electric cars cause air pollution, shift employees into edu vacant positions without the need for new hires. The next few years present a rare opportunity to rationalize the do electric air pollution, distribution system with a reduced impact on employees. The current distribution system in Ontario is mainly a product of history. There is a real danger that the heavy hand of coursework columbia history will hold the sector back from contributing to the future economic well-being of the province.
LDCs are a crucial part of the infrastructure that supports and format for term presentation, powers the columbia edu, province’s economy. Ontario needs to have them be creators, and not just observers, of its future economic growth. Around the world, dramatic changes are occurring to the way people generate and use electricity. Electricity distributors are having to rethink how they do business in order to stay ahead of the curve. For decades, LDCs were relatively passive players in the electricity sector, delivering electricity that was generated elsewhere. They have been the brokers of a one-way flow of energy. The electricity would be produced at a central generation station using hydroelectric, coal, or nuclear energy, where it would then be transmitted, often over long distances, to local communities and then distributed to customers. Jurisdictions everywhere are changing how they generate electricity and how they use it.
Instead of mega-projects, they are building smaller-scale distributed generation closer to where the energy will be consumed. In order to reduce the greenhouse gas (GHG) emissions that come from the cars air pollution, use of carbonbased fuels, industrialized nations everywhere are turning their minds towards new uses for electricity, such as emission-free electric vehicles. Electricity distributors will have to play a central role in making all of this work. This promises to be a far more complex and sophisticated role than Ontario’s LDCs are used to edu, currently. At the same time, many countries are facing a second challenge: they have to expectations, replace the aging and outmoded infrastructure they use to distribute electricity. This cannot be done on a simple likefor- like replacement. Electro-mechanical switches that were once the backbone of the transmission and distribution systems are going the columbia edu, way of the typewriter. The future for college admissions electricity distribution is computerized and data-driven.
If this were the recording industry, it would be like jumping from LPs to digital MP3 files. Just as this new digital world shook up telephone companies and led to the creation of new consumer services, the coursework columbia, advent of on the great computerized switching and columbia edu, digital data in electricity distribution will present challenges for LDCs. Some of the professionally written admissions, larger ones, such as Hydro One Networks, Horizon Utilities and PowerStream have already taken advantage of the new technology to coursework columbia, develop new services for customers. Others are in danger of being left behind. The investment needed to transform the province’s current electricity distribution system into great one that uses modern technology to provide new customer services will cost billions of dollars. This investment is critical to ensuring the preservation of and the future economic prosperity of sustainable communities throughout Ontario. With every challenge, there is an opportunity. The world of electricity is changing, and coursework, Ontario has the chance to harness these changes so that they enhance the province’s economic competiveness and format paper, the quality of life of its people.
This cannot be done without a modern, high-tech distribution system. Ontario now has the coursework columbia edu, opportunity to do electric cars, ensure that all utilities in the province are equipped to meet these future challenges and deliver the future to the electricity consumer as efficiently as possible. Ontario’s economic prosperity and the future of coursework columbia its communities depend upon it. Distributors throughout North America are starting to replace their aging infrastructure with new technology that is being widely described as the Smart Grid. The Smart Grid is a paradigm shift that changes the transmission and distribution of electricity much the way cell phones revolutionized telecommunications.
It uses computers, sensors, automation, digital communications and monitoring to add intelligence to networks whose architecture hasn’t changed substantially since the beginning of the 20 th century. Source: Ontario Ministry of do electric cars Energy. The Smart Grid gives consumers more control over coursework edu their electricity usage. The more immediate payoffs however are for the province’s distribution and transmission utilities. The Smart Grid allows them to integrate the variable output that comes from renewable energy sources and accommodate the charging of electric vehicles. When energy storage becomes commercially viable, the “smart” distribution networks will be able to handle that as well. Smart Grid switches also allow utilities to create self-healing distribution networks that can quickly reroute power around outages. The urgent need for this transformation was highlighted in the summer of 2012 by the widespread blackouts that hit millions of households in the northeast United States.
Repair crews could not restore power quickly because there were no high-tech sensors to allow them to locate outages and reroute power to isolate the problems. This scenario is less likely at some of Ontario’s more innovative utilities. For Term Paper Presentation? PowerStream for instance, which serves about 333,000 customers in York Region and Simcoe County, is coursework columbia edu one of the leaders in about, engineering computerized intelligence into the distribution network. Its new state-of-the-art control centre has led to enough improvement in outage response times that its reliability index now exceeds 99.99%. Trucks are often dispatched before the first customer calls in to complain about an outage. This is just the columbia, first step in Ontario.
As the government’s Long Term Energy Plan described it, “we are moving toward a modern, smart electricity system that will help consumers have greater control over their energy usage – even when they’re not at home… and make it easier for consumers to produce their own power.” 35. The first phase of this new world for energy consumers is great occurring in the home. It began with the smart meters that are installed in coursework columbia, virtually all homes and businesses. Following this, many homeowners applied for and received microFIT contracts that allowed them to descriptive writing, install solar panels and wind turbines to feed electricity back into the grid. Next, manufacturers developed stand-alone modules that allow homeowners to turn off lights and small appliances using a smart phone app. The same app can connect with a home thermostat, allowing homeowners to edu, raise or lower the temperature on their furnace or central air conditioner. A number of major appliance manufacturers are now selling washer/dryers and refrigerators with built-in Wi-Fi connectivity.
This functionality allows owners to program the appliances and to turn them on-andoff remotely using a home’s Wi-Fi network. These are just the first steps in the making of write an empathy a “Smart Home.” As the coursework columbia, “Smart Home” continues to do electric, develop, homeowners will have increasing opportunities to coursework, engage in their own energy management with easy-to-understand graphic displays of their moment-to-moment energy usage; program furnaces and air conditioners from anywhere that has the internet; and instruct fridges and dryers to paper, reduce consumption during periods of high prices. They will also be able to use energy they generate from their own solar panels and heat pumps to power the house, feed back into columbia the grid, or charge an presentation, electric vehicle. As the columbia edu, number of electric vehicles increase, they will have a number of significant impacts on on the the distribution system. They will not only increase the consumption of electricity but also put new pressure on coursework columbia the network’s reliability; an electric vehicle with a quick-charge capability may draw the format paper presentation, same amount of coursework columbia electricity as a single-family home.
Electric vehicles are not just a mode of transportation, but in the future they could also be storage devices. This would require an work on thesis, unprecedented sophistication in the distribution network. Coursework Columbia Edu? Owners could charge their vehicles overnight using lower-cost power, drive it to work, and sell the energy they do not need to return home back into the grid at higher prices during peak demand periods. There is write essay a new equation for delivering electricity to the customer. Instead of relying on large generating stations and transmitting the power over long distances, much smaller generators are being connected directly to distribution systems. Utilities around the world have found this an appealing alternative when faced with community opposition to large transmission lines.
Distributed energy comes in many shapes and sizes: While the distributed energy of today is renewable energy, in columbia, the future it will likely include energy storage. The increase in renewable energy generation has presented a challenge for format for term many LDCs in Ontario. Wind-power and solar-power generation took off in Ontario after the Ontario government introduced the Feed-In-Tariff (FIT) and microFIT programs, which provide set prices for the production of renewable energy. This began changing the traditional one-way flow of electricity from central generating stations such as Niagara Falls or the Darlington nuclear station into a more decentralized, intermittent two-way flow of electricity. Distribution companies now have to adjust to fluctuating power flows and changes in voltage. Many LDCs have found it difficult to connect FIT and microFIT projects because they have outmoded systems that were designed for one-way energy flows. The problem is a critical one for the distribution sector, because the Long-Term Energy Plan forecasts an increase of approximately 9,000 megawatts (MW) in renewable power (excluding renewable power from edu, hydroelectric) between 2010 and 2030.
36. This increase in renewable energy is just one aspect of a larger trend towards the decentralization of the power supply. Distributed generation would see smaller, cleaner sources of generation that reduce communities’ dependence on power transmitted over long distances from essay great expectations, large, centralized power plants. Distributed generation includes other “close-to-load” technologies, such as combined heat and power (CHP) and district energy, which are expected to increasingly provide an alternative to the conventional generation/transmission/distribution paradigm. Further off, but still expected, are improvements in energy storage. Edu? Wide-scale storage will fundamentally change the economics of essays electricity production, as it will allow the stockpiling of energy that previously had to be consumed as soon as it was produced.
High engineering and construction costs currently stand in the way of extensive adoption of energy storage, but technologies are improving. Like distributed generation, energy storage is ideal for coursework columbia edu local communities. Generation and consumption are not the only things that are changing in the energy world; so is the energy consumer. It used to be said that people just wanted the certainty that lights would go on work on thesis when they turned on the switch. This is no longer the case.
The new computerized networks are giving consumers power and choice they never had before. Instead of being passive consumers, many want to have increased control over the electricity they use. A recent study has shown there is a new emerging diversity of consumers with different needs and profiles. The consulting company, Accenture, recently published a report, Actionable Insights for the New Energy Consumer . Accenture proposes that there are now four broad types of electricity consumers: 37. Consumers who want predictability, with a consistent, stable bill.
Consumers who want the lowest possible price. Consumers who use the latest technology to control their consumption. Consumers who were willing to pay more for renewable energy. Accenture suggests these last two consumer groups, the “Save Time” and “Save the Planet” customers will grow in importance over time, as they are found more often in coursework columbia edu, the 18 to 34 age groups. As Accenture points out “more than ever, consumers are seeking added value, personal connection and products and services that align with their lifestyles – all of which go beyond the traditional energy experience.” 38. New electricity consumers take the same approach to energy that they take to everything else they buy. They are demanding more from the products and services they purchase.
If they are not satisfied, they will go elsewhere. Tomorrow’s LDCs must adapt to increased competition from other service providers such as telephone and cable companies if they hope to satisfy changing customer desires. They must master the new technologies and ways of doing business if they hope to survive as important players in how to an empathy, the energy world. There is coursework columbia edu a new era of electrification looming, and written college admissions, LDCs have to adapt, not just for their own sakes, but for their customers’ benefit as well. LDCs need to be an active contributor to an electricity system that will enhance the future competiveness of the provincial economy, and provide a firm foundation for sustainable communities. From the outset, the Panel’s mandate required that it not just address the status quo, but also position LDCs so they can flourish a decade from now and, in doing so, enhance the economic competitiveness of the province. Coursework? There will be increased demands for service, and increased requirements for investment to renew and transform the distribution network. Any electricity distributor of the future will need to meet a number of objectives if it is to serve its customers in the new era of electricity distribution.
The very idea of an LDC is do electric cause air pollution going to change. When Ontario’s distributors were born, they were the hightech companies of their age and coursework columbia, helped transform the how to write essay, economy. Coursework Edu? A lot has changed since then, but not in the distribution sector. If Alexander Graham Bell were alive today, he would not recognize the telephone he invented. Thomas Edison on the other hand, the father of the light bulb and electricity distribution, would feel quite at home with the current use of his inventions. Electricity distribution utilities are now facing a difficult challenge. Will they be able to transform themselves into essays modern high-tech energy companies? Some have already started down that road.
James Rogers, the Chair, President and CEO of Duke Energy, the largest electricity utility in North America, describes Duke as “a high-tech company disguised as a utility.” 39. This future is not that far away; parts of it are already here. If people look closely, they can see glimpses of what the electricity distributor of the future will look like. The new era of electrification will involve more efficient utilities, with a stronger capital base that will enable them to modernize their equipment and have a renewed focus on coursework columbia the consumer. Customer service is being revolutionized around the world.
Businesses know that good service brings added value to the customer and can establish a lasting relationship that will return dividends to the business in the future. To start with, all electricity consumers should be able to access immediate and responsive service from their LDC, whether it is a large utility or a small one. Yet many smaller utilities have been slow to adopt the provision of 24-hour service response. How To Write An Empathy? Most of columbia them do not have 24/7 control rooms to monitor and control their networks. There is a varying capacity among LDCs to adopt new practices. It is fair to admissions essays, say that innovations in customer service come from columbia, larger utilities more often than smaller ones. Two of the province’s larger utilities have used the cause, comprehensive digital data they have obtained to develop new services that bring added value for the customer. Hydro One Networks has a Geographic Information System (GIS) that gives it data on the location of all of the coursework edu, poles, transformers and equipment on its distribution network. It has used this information to build a smart-phone app that not only tells customers the location of a power outage, but how many people are affected, whether crews are on site, and when power will be restored.
At the end of October 2012, 30,550 customers of Hydro One Networks had downloaded the work on thesis, app. 40 Horizon Utilities, serving Hamilton and St. Catherines, has pioneered efforts in “energy mapping.” In a pilot project with the Ontario Power Authority (OPA), it is combining customer data from columbia, smart meters with information obtained from the Municipal Property Assessment Corporation on a home’s size, date of construction, energy type, air conditioning, and whether it has a finished basement and a swimming pool.41 That allows Horizon Utilities to identify customers who stand to on the great expectations, benefit the most from energy conservation programs. The aim is to develop a best practice that any LDC in Ontario can adopt. 42. As Chapter 1 has shown, the distribution sector has plenty of room to moderate its costs for columbia edu delivering electricity. Some smaller utilities have realized this and have developed ways to increase their efficiency that do not involve consolidation. The Cornerstone Hydro Electric Concepts Association (CHEC) is a group of 12 LDCs scattered from Prescott in eastern Ontario to Goderich in the west, and north to essay great, Huntsville. CHEC’s smallest member has 3,441 customers, while its largest has 15,723 customers. 43 Members of the columbia edu, CHEC Group have reduced their costs by jointly developing conservation and demand management (CDM) programs, sharing regulatory costs, and great, jointly purchasing smart meters and consulting services.
While the edu, CHEC Group has achieved savings, the co-operative model is not stable enough to format, be used as a template for the transformation of the distribution sector. For one thing, participation is voluntary; some CHEC members have stayed out of one or more related back-office arrangements. Coursework Columbia? This reduces the potential cost savings. Secondly, CHEC’s largest member, Collus Power, has entered into a partnership with PowerStream, to get the advantages that come from linking with a larger, innovative utility. There has been another more commonly seen method for increasing efficiency, and that is through the merger or acquisition of nearby utilities. The evidence shows that these consolidations have resulted in significant cost savings and efficiencies: 44. Veridian Connections, 1999: Veridian was created though the for term paper, consolidation of the coursework, three neighbouring distribution utilities in Pickering, Ajax and essay on the, Clarington. In the first three years of operation, Veridian reportedly achieved savings of 13% in OMA expenses.
PowerStream, 2004: PowerStream was created in coursework, 2004 with the an empathy, voluntary merger of the distribution utilities of Markham and Vaughan and the acquisition of Richmond Hill’s LDC. That consolidation brought about $6.9 million in annual cost savings Veridian Connections’ purchase of coursework Scugog and do electric cause, Gravenhurst Hydro, 2005: As a result of the acquisition, the total cost of coursework columbia edu operating, maintaining and administering the combined utility decreased from $21.1 million to $18.8 million, an 11% reduction. This works out to savings of almost $40 per customer per year. Chatham Kent Hydro’s Purchase of college admissions Middlesex Power Distribution, 2005: The consolidation of coursework edu each utility’s administrative functions resulted in format paper presentation, annual savings of coursework edu $450,000. Middlesex Power Distribution later acquired and consolidated Dutton Hydro and Newbury Power with its own operations.
In 2012, the do electric cars air pollution, operations of Chatham Kent Hydro and Middlesex Power Distribution were merged into coursework edu one new utility, Entegrus Powerlines. Entegrus Powerlines says the consolidations brought about annual savings of $1.3 million. “The experience of Entegrus confirms that significant savings, specifically in essay, the administrative functions, can be achieved through mergers and acquisitions.” 45 PowerStream’s merger with Barrie Hydro, 2009: The two utilities achieved $6.2 million in annual cost savings through their consolidation. Residential electricity consumers in Barrie typically saw distribution rate reductions of columbia 11.5% in an empathy essay, 2010 and, according to PowerStream, were expected to see another 5% decrease in 2013. The transition costs of implementing the merger equalled about one year of cost savings. It is clear from the coursework columbia, results of past mergers and acquisitions that further consolidation is a way to achieve added efficiencies. The added heft of these larger distributors will also have an additional benefit. It will make it easier for LDCs to attract the investment that all utilities are going to need in the future. As if the ongoing challenge of efficiently delivering electricity and energy services is not enough, LDCs are facing an additional financial challenge: persuading the write essay, consumer to pay for the renewal and transformation of the distribution networks upon edu, which they depend. As the written, province’s Task Force on Competitiveness, Productivity and coursework columbia edu, Economic Progress noted in its 2011 annual report, some of the an empathy essay, money will be needed to make up for past under-investment: “Ontario businesses have under invested in machinery, equipment and columbia edu, software relative to their counterparts in the United States, so that the capital base that supports workers in Ontario is not as modern as that of their counterparts in the peer states.” 46. Many LDCs in admissions, older downtowns will have to coursework, spend billions of dollars to about descriptive writing, upgrade their assets in order to maintain safety and reliability.
Utilities everywhere will also need to columbia, invest heavily in innovative technology in order to meet the format paper, challenges of the future. In an estimate released in April 2011, the Conference Board of Canada predicted that Ontario electricity distribution companies would need to invest $16.6 billion over columbia edu the next 20 years to maintain their current networks, and an additional investment of close to $4 billion to grow and work on thesis, serve new customers, new requirements, and columbia, new territories. 47. The Conference Board of Canada report acknowledges that this is only a preliminary picture of the financial demands facing distributors. The report anticipates three additional pressures will add to its $20.6 billion estimate of needed distribution investment.
48 The first is the additional investments that will be required to connect more distributed generation and renewable energy. A second pressure is the investments needed for the development of how to write an empathy essay a Smart Grid. The third is the changing electricity requirements that come from new technologies such as electric vehicles. Despite this need for new investment, LDCs are restricted in their ability to coursework, attract new financing. Essay About Descriptive? Municipal governments face legal barriers that make it difficult for them to make additional investments in the LDCs they own.
Additionally, there is a significant barrier to attracting private investment. Columbia? If the utility sells or transfers assets to a private investor, a transfer tax of up to 33% is paid to the province on the fair market value of those assets. While the transfer tax does serve an important function of protecting payments made by distributors in lieu of taxes (PILs), it is also a major deterrent for private sector investment in the sector. The mantra for modern business is “Innovate or Die.” In its 2011 annual report, the Ontario government’s Task Force on Competitiveness, Productivity and Economic Progress said improving innovation has to be the province’s priority for on the the coming decade: “When economists observe that productivity in columbia edu, Canada and Ontario is essay about descriptive writing lagging, they are seeing the results of a sub-standard innovation record among our businesses.” 49. The Smart Grid is just the beginning of what can be done with the digital sensing that will soon be the backbone of all distribution networks. Similar computerized intelligence is already being transferred to the home, allowing a thermostat, for instance, to sense when a family has left the home and coursework edu, reduce the level of format heating or air-conditioning in order to save money.
A number of coursework columbia edu LDCs say it can be difficult to be innovative in the current regulatory environment. They cite a recent OEB decision that prevented Guelph Hydro from recovering the costs of a pilot program for electric vehicles, or the costs of including additional technology in format for term, its smart meters to enhance communication with in-home displays and appliances. 50 While the OEB said it might allow the recovery of the additional smart meter costs in the future, the decision has persuaded many LDCs that innovation is too risky. The expectations and requirements of the LDCs and edu, the OEB need to be aligned if innovation is to be encouraged in Ontario’s distribution sector. The results of previous consolidations have shown that a reduction in the number of utilities can result in significant cost savings. It is important to acknowledge however that the consolidations of the past may understate the extent of possible savings in the future. That is because many of the consolidations were accomplished by amalgamating two utilities that were distances apart and did not have any adjoining boundaries. Four of the five examples of consolidations cited in this chapter did not eliminate any boundaries.
The existing boundaries were maintained; only the administration and operations were merged. Work On Thesis? Additional savings can be achieved when the boundaries themselves are erased, consolidating neighbouring utilities into coursework one new larger LDC with one contiguous boundary. Boundaries in fact are a problem in the current makeup of the distribution sector. Format Paper? There are too many of them. Boundaries are an obstacle because they inhibit the efficient use of capital and edu, resources. With fewer boundaries between utilities, they would be able to work on thesis, install new switches and sub-stations so that they serve a wider area. In addition, physical plants can be rationalized, eliminating the columbia, need for multiple control rooms in essay, favour of one advanced system control centre with computerized monitoring and columbia, controls. There will also be fewer instances of the oft-heard complaint that crews from one LDC must pass through another LDC’s service area in order to attend to its own customers, requiring trucks to drive further than what ought to be necessary – a clear example of inefficiency. Fewer boundaries and fewer LDCs will also mean better planning. Currently there is a perverse incentive for a utility to on the great expectations, build up its own capital base, rather than share equipment owned by coursework columbia another utility. LDCs earn revenue in part based on the assets they own.
As a result, the Panel has heard of instances where some LDCs have found it in their interest to work on thesis, install new equipment at their boundaries instead of leveraging assets owned by an adjacent utility. While it may be in the distributor’s interest to undertake such practices, it is clearly not to the customer’s benefit. The OEB’s recently released Renewed Regulatory Framework for Electricity concludes that LDCs will be expected to file evidence in rate and leave to construct proceedings that demonstrates that regional issues have been appropriately considered. 51 This requirement is itself an acknowledgement that the coursework, fragmented nature of the work on thesis, distribution system in Ontario is an impediment to the cost-effective planning and development of electricity infrastructure in the province. Coursework Columbia? A more practical and workable solution would be to have fewer utilities to deal with. A new world of electricity distribution is emerging, and it will look a lot different from what Ontarians see today.
In many ways, the change has been galvanized by the development of Smart Grid technology. The digital nature of modern electricity distribution has now made its way into the sensors and controls that are part of the “Smart Home.” The next steps will include the adoption of electric vehicles, the professionally college admissions essays, spread of energy storage and an increase in distributed energy. Over the next decade, Ontarians will be changing the way they generate, manage and consume electricity. This presents a big challenge for the province’s LDCs, the biggest challenge many have ever faced. Ontario’s LDCs will need to adopt new ways of columbia doing business if they are to meet the needs of the new electricity consumer. The Panel does not believe the current structure of the province’s distribution system will allow it to meet this challenge. The LDC of the future must have a stronger balance sheet, and the capacity to write an empathy essay, adopt new technology and columbia, offer advanced services in a cost-effective manner.
This requires “shoulder-toshoulder, robust, well-resourced, and efficient LDCs,” to borrow a phrase from the Electricity Distributors Association (EDA). 52. The Panel is supporting consolidation not as an end, but as a means to an end. Format Paper? The current fragmented nature of coursework edu Ontario’s electricity distribution system, with its large number of small distributors, is a barrier to the innovation that is needed in the sector, and that its customers deserve. It is also an obstacle in the way of the most cost-effective delivery of electricity. The Panel agrees with what The Conference Board of Canada said in its 2012 report, Needed: A Comprehensive Growth Strategy for essay great expectations Ontario: “…Ontario firms and organisations will have to step up their own commitments to strengthen productivity growth and competiveness. They can enhance their commitment to research and development in coursework edu, the province and work to build an essay great expectations, innovation culture within organizations of all sizes and types, one that places high value on new ideas and constant refinements to products and process.” 53. There is a strong consensus in the industry that consolidating the province’s LDCs will not only encourage innovation but also result in a less costly and more efficient delivery of coursework electricity. This is the view of the Ontario Energy Association: “…now is the ideal time for the Ontario government to move decisively to eliminate costly inefficiencies in the LDC sector to paper presentation, the benefit of ratepayers, and unlock the coursework, value of each company for its shareholder.
Rationalization of LDCs would bring economic benefit to all Ontarians – especially important given the province’s fiscal challenges and how to write an empathy essay, the broader economic landscape.” 54. A number of electricity customers share this opinion. In its presentation, the Retail Council of Canada (Council) said the current distribution system “causes extra administrative costs for coursework edu retailers in multiple service areas, costs that have no return on investment.” 55 The Council also said it “increases the cost and administrative burden of essay on the participation in distributor-level conservation programs.” 56 Many LDCs and stakeholders who made submissions or appeared before the Panel also felt that Ontario could be better served by a smaller number of larger utilities. This is supported not just by coursework columbia edu the experience of prior mergers and professionally essays, acquisitions in the Ontario distribution sector, but also by numerous international studies. A 2009 publication from Applied Economics found that large utilities could be more efficient than their smaller counterparts. It recommended that countries with a large number of small utilities allow mergers in order to columbia, exploit potential gains in efficiency. College? 57. A similar study published in 2007 in The Energy Journal stated a 16% reduction in expenses could be achieved by merging smaller utilities into large ones. 58 A Spanish study in 2009 by the Fundacion de Estudios de Economia Applicada found that company size is an important issue in the evolution of the industry’s productivity, and columbia edu, that technological advances can bring more benefits to professionally admissions essays, larger firms than smaller ones.
59,60. While most of the existing academic studies support the columbia edu, argument for consolidation, the research is not unanimous. Essay Descriptive Writing? A small number of reports examined by coursework columbia the Panel have found there were no cost savings or substantial economies of scale to be gained from creating a number of larger electricity distributors. How To Write An Empathy Essay? 61 However, the analysis of the experience in Ontario done by the Panel shows that there are cost savings that can be achieved. In Ontario, the report of The Commission on the Reform of coursework columbia Ontario’s Public Services supports the consensus view that consolidation is a way to reduce costs. The Commission, led by work on thesis economist Don Drummond, recommended that the province “Consolidate Ontario’s 80 local distribution companies (LDCs) along regional lines to coursework, create economies of scale. Reducing the for term paper presentation, $1.35 billion spent on coursework edu operations, maintenance and administrative costs for Ontario’s LDCs would result in direct savings on the delivery portion of the work on thesis, electricity bill.” 62.
In its presentation to the Panel the EDA, the voice of the edu, province’s LDCs, recognized that the consolidation of fragmented service areas was one of the ways to improve the efficiency of electricity distribution. “The efficiency of distribution utility and industry structure is affected by at least three important factors. The first is contiguity. Do Electric Cars Air Pollution? The wires business requires a single utility to coursework columbia edu, serve all customers within a contained area and for this reason service franchises have prevailed since the early years of electrification.” The second and third factors cited by the EDA were the scale and scope of a utility’s operations. 63. The EDA recommended the Panel consider a series of changes that would end with the creation of shoulder-to-shoulder, robust, well-resourced and efficient LDCs: “One of the principles which underlies this model is the potential for gains arising out of economies of contiguity. The technology of electricity distribution is such that it is more efficient to professionally college, service customers that populate a contiguous self-contained area.” 64. As noted in Chapter 1, the structure of the electricity distribution sector in coursework, Ontario is unique. No other jurisdiction in Canada has the number or share of small LDCs that are evident in Ontario’s distribution sector. While there was a general understanding that the status quo was no longer appropriate, there was also a surprising amount of agreement on what should replace the currently fragmented distribution system: a dramatically reduced number of LDCs. The Panel heard a broad range of proposals on the ideal number of utilities, and as well their optimum size.
One stakeholder suggested that only one distribution utility was needed to serve the entire province. Presentation? Others suggested there should be 6 to 7 LDCs, each with 500,000 to 800,000 customers apiece. Another participant felt Ontario should have 8 regional distributors centered on an urban hub, each with at least 500,000 customers and a rate base of at least $1 billion. In the end, Panel members agreed with this general direction. So it is recommending the consolidation of Ontario LDCs into 8 to coursework edu, 12 regional distributors that are large enough to how to write, deliver improved efficiency and columbia edu, enhanced customer focus, while at essay the same time maintaining connections with local communities. Edu? 65. The Panel’s recommendations will not apply to professionally college admissions essays, all LDCs in Ontario. On the basis of their unique constitutional status, the three First Nations’ utilities in northeast Ontario are not covered by the Panel’s recommendations , unless they decide otherwise. The three non-rate regulated utilities in edu, Ontario, Cornwall Electric, Dubreuil Lumber, and essay great, the assets serving the Cat Lake community will also be exempt unless they choose to join in. Cornwall Electric is exempt because it buys its electricity from Quebec; Dubreuil because it operates mainly on private property; and the distribution assets that serve the Cat Lake community are exempt because they are under the control of Hydro One Networks under an interim electricity distribution licence.
Hydro One Remote Communities will also remain separate, as it services off-grid communities in the north. The new regional distributor will be anchored by coursework edu one or more urban centres and work on thesis, will have to coursework columbia, provide service to customers in write essay, its territory regardless of the costs of service. Northern Ontario needs to be treated differently because of the smaller number of customers spread out over coursework columbia edu longer distances. There should be two regional distributors in do electric cars cause, the north, one serving the northeast part of Ontario, and the other serving the edu, northwest. This would leave the do electric, rest of the columbia, province to be served by between 6 and 10 regional distributors. Essay Descriptive? Of the existing LDCs, the Panel expects only columbia edu, one, Toronto Hydro, will remain unchanged as it is already large enough and has contiguous boundaries. It can thus be considered as one of the 6 to 10 regional distributors in southern Ontario. Each new regional distributor in southern Ontario should have a minimum of 400,000 customers. The Panel feels that the existing LDCs should be encouraged to voluntarily merge their distribution assets and create the new regional distributors within two years. While there was intense consolidation and sale activity in the years immediately following the passage of the ECA, the situation has been relatively stagnant in recent years. The Panel anticipates that its report will spark new activity in the industry as LDCs explore consolidating with each other.
Since consolidation is a proven method to on the great, curb costs, ensure the broadest adoption of columbia technological innovation and make the necessary funding available at the lowest price, inaction is not in the best interests of the great, consumers or the coursework edu, province. The Panel believes that establishing the boundaries of the new regional distributors is essay best left to the leadership of the distribution sector. However boundaries should follow the existing structure and architecture of the distribution system, and take into account the coursework columbia edu, existing Hydro One Networks service areas. The Panel understands that some stakeholders might prefer a more tangible depiction of what the new map of distribution might look like. So, for discussion purposes only, the Panel has prepared a map (Fig. 12) to essay, illustrate what the columbia edu, future could look like with 8 regional distributors. Figure 12: Illustration of 8 Regional Distributors 66. Map Schematic – 8 Regions. North West, North East, South East, East GGH, Central, Toronto, West GGh, South West. While the eventual number of professionally college essays utilities remains to be determined, there are additional principles the edu, Panel feels are essential if the province is to have an electricity distribution sector that supports the economic well-being of its citizens. Exempted utilities aside, there should only how to, be regional distributors.
The current situation where a smaller utility is embedded in, or surrounded by, the territory of another distributor should end. Columbia? The new regional distributors must have boundaries that are contiguous and stand shoulder-to-shoulder. There should be no across-the-board sale of Hydro One Inc.’s distribution assets (of its Networks or Brampton subsidiaries). The creation of the new system of regional distributors should be facilitated by the merger of its assets with those of existing distributors. As the shareholder of essay great Hydro One Inc., the coursework columbia, government benefits from the expectations, revenue streams it receives from its distribution businesses. Given current market conditions, it is unlikely that the sale price obtained for its distribution assets would be able to pay down a sufficient amount of public debt to be worthwhile. 67 A sale of Hydro One Brampton and Hydro One Networks’ distribution assets would almost certainly hurt the province’s fiscal position.
The recommendation to merge and coursework columbia, not sell Hydro One Networks’ distribution assets is in work on thesis, line with a recommendation from the Drummond Commission: “Do not partially or fully divest any or all of the province’s government business enterprises – Ontario Lottery and Gaming Corporation, Liquor Control Board of Ontario, Ontario Power Generation and Hydro One – unless the net, long-term benefit to coursework, Ontario is work on thesis considerable and can be clearly demonstrated through comprehensive analysis.” 68. The Panel is coursework columbia edu convinced that consolidating the applicable rate-regulated LDCs into for term presentation a smaller number of considerably larger utilities will significantly curb costs and generate benefits for the industry. The following are realistic efficiency targets that the Panel believes are achievable by the new regional distributors: In the first ten years after consolidation, $1.7 billion in coursework columbia edu, costs at net present value can be removed from the electricity distribution sector. 69 After allowing for $500 million in transaction and transition costs, it is expected that cost savings of $1.2 billion at net present value would be achieved across the sector over the first ten years for the benefit of college customers and coursework columbia, shareholders. This would be equivalent to approximately $70 per year for every electricity customer by the end of the tenth year. The benefits will largely come from a reduction in the OMA expenses of LDCs.
Regional distributors should be able to reduce sector-wide administration costs by on the great expectations 20% when compared to coursework columbia, a projection for the current, unconsolidated sector. Efforts to about descriptive, increase administrative efficiency should focus on customer care, billing and collections, facilities and facilities maintenance and administrative salaries and expenses. Similarly, reductions in operations and coursework, maintenance costs would amount to 2%. Benefits accrue from essay writing, curbing operating expenses, the coursework, number of service and control centres, and supervision and engineering costs. Consolidation will allow LDCs to avoid $1.3 billion in infrastructure investment over the first ten years resulting in a 5% reduction in depreciation and return on capital when compared to the continuation of the status quo – worth over $300 million in present terms. The new regional distributors will be able to do electric cars air pollution, utilize their existing equipment such as switches and coursework, sub-stations to serve a wider area more efficiently. In addition, duplicate service and control centres can be eliminated.
There will also be improved economies of scale for facilities and transportation, and for advanced computer software such as customer information systems. Fig. 13 and Fig. 14 illustrate the source and timeframe for do electric costs savings in the ten years following consolidation versus a projection of the status quo. The savings will continue to increase beyond ten years, with relatively more of the coursework, savings accruing from college, avoided infrastructure investments and the resulting reductions in coursework, the regulated asset base over time. Consolidation will not just reduce costs, but it will also enable the province’s LDCs to modernize their operations and professionally written admissions, regain their status as the high-tech companies they were at coursework their birth. The new regional distributors will be able to for term paper presentation, adopt a renewed focus on columbia customer service. This can include modern operation centres that offer 24/7 customer service throughout the province and how to write, enhance reliability using Smart Grid technology. Figure 13: Estimated Benefits from coursework, LDC Consolidation (First 10 Years) Figure 14: Breakdown of $1.7 Billion (Net Present Value) in on the expectations, Cost Savings. 64% – Administration 13% – Cost of coursework columbia edu Capital 18% – Capital Expenditures 5% – Operations and Maintenance Larger distribution utilities will have the resources and capacity to deal with the impending changes in electricity generation and about, consumption, including distributed generation, energy storage and electric vehicles.
It will also allow them to more quickly adopt the Smart Grid technology that will be the foundation for the sector’s future development. They will have the capacity to adopt and share best practices from other utilities, not just in coursework, Ontario but from written admissions, around the word. Columbia Edu? The innovation seen in Hydro One Networks’ outage app, or Horizon Utilities’ energy mapping cannot be as efficiently developed and utilized by smaller utilities. Larger, better-resourced distributors will be able to use enhanced asset management methods to focus replacement or upgrades on assets most at risk. Essay On The? They will be able to track the age and condition of equipment, and ensure that improvements are made where they are most needed. This will increase reliability and coursework, reduce the risk of power outages. Larger regional distributors will be better equipped to reduce their line losses. Right now distributors lose about 4% of the energy they purchase due to technical matters and theft. 70 Technical line losses are caused primarily by magnetic losses in transformers and by the electrical resistance inherent to sending lower-voltage electricity over how to long distances.
Line loss has historically been higher for coursework columbia smaller LDCs with older equipment than for larger newer ones, and this cost is passed on directly to expectations, consumers. Regional Planning will be easier. As noted previously, the OEB’s Renewed Regulatory Framework for Electricity concludes that LDCs will be expected to file evidence in rate and leave to construct proceedings that demonstrates that regional issues have been appropriately considered and, where applicable, addressed in coursework, the utility’s capital budget or infrastructure investment proposal. For Term Presentation? After consolidation, a lot of the work of planning the optimal investment in infrastructure at the lowest possible cost will be done as a matter of routine by the new regional distributor. Coursework Columbia Edu? Regional distributors will be better positioned to take a leadership role in innovation and promote conservation and demand management (CDM). For Term Presentation? This is not currently possible because many small LDCs do not have a strong enough balance sheet, making them naturally risk averse. A stronger financial balance sheet will provide distribution utilities with more resources and flexibility to coursework columbia, innovate and develop a range of new services that have an enhanced customer focus. There will be savings in regulatory costs. With a smaller number of utilities, there will be fewer rate applications for work on thesis the OEB to process and a reduced number of the other regulatory filings that are required by the OEB. Less diversity among LDCs will also allow the OEB to develop a more focused regulatory framework. These changes will have two benefits: It will allow the OEB to streamline operations and reduce its cost of regulation, thus saving customers money; and since the per customer cost of coursework regulatory filings is less for large utilities than small ones, consumers will receive a second, more immediate benefit.
Financing costs will be lower. For Term? As previously noted in Chapter 1, larger LDCs generally find it easier than smaller utilities to attract capital, often because they have gone through the discipline of being rated by columbia edu a credit agency. In general, smaller utilities have not found it worthwhile to undertake this activity. Written College Admissions Essays? The cost of columbia capital will be increasingly important in the future, as the electricity distribution sector requires billions of dollars of essay on the expectations additional infrastructure investment to renew and transform its distribution networks. Ontario needs to transform its distribution sector if it wants it to help and not hinder future economic growth. The Panel believes a system of much larger regional distributors will deliver increased efficiency and economies of scale, and create a potential for innovation and customer focus that is currently lacking in the industry as a whole. This will require a change in the attitudes and policies of a number of the players currently involved in coursework edu, the province’s electricity sector. Though it must lead the way, the task of professionally admissions essays changing the status quo does not rest solely with the provincial government. Everyone, from the LDCs and coursework columbia, municipalities to the provincial government and the OEB, must work together to ensure this new vision of distribution takes root and flourishes in work on thesis, Ontario. Substantial efficiencies will not occur unless Hydro One Networks is part of the solution. This single distribution company serves 25% of the 4.8 million electricity customers in coursework columbia, Ontario.
Without its cooperation, it will be impossible to realize the savings that will result from contiguous, shoulderto- shoulder regional distributors. The Panel recommends that the Ontario government, as the shareholder of Hydro One Inc., should give it clear, unambiguous direction to lead and engage in fair, market-value based discussions with LDCs in order to create the new regional distributors. Hydro One Inc. should put all of the distribution assets of its subsidiaries on the table in order to enable transactions that can result in the shoulder-to-shoulder consolidation of the industry as envisioned in essay about, Chapter 4. Coursework Edu? 71. In order to protect their investments, the current owners of the LDCs to be consolidated will receive equity in the new regional distribution utilities in proportion to the valuation of their assets used to create each of the new regional distributors. This will ensure the LDC shareholders’ fiscal positions are not adversely affected by the changes in the distribution sector. Since ownership of the new regional distributors will depend on essay expectations the assets that were contributed, it is possible that Hydro One Inc. or its subsidiaries could have significant ownership positions in edu, a number of the format paper, new regional entities. While some stakeholders argued for mandatory consolidation, others told the Panel that they preferred voluntary consolidation. The Panel’s preference is for voluntary consolidation, but action must be swift. The Panel recommends that licence applications of columbia all new regional distributors be submitted to essay about descriptive, the OEB within two years of the government adopting the recommendations of this report. Even though the Panel believes substantial consolidation can be achieved voluntarily within two years, it also feels immediate action must be taken if this is to succeed.
Therefore, the Panel is recommending that the coursework columbia edu, government appoint a Transition Advisor to monitor the process of consolidation. The Transition Advisor will advise the government on the progress being made, but will not act as a facilitator among LDCs as part of this process. Within six months of the government’s acceptance of the Panel’s recommendations, merging LDCs will provide a Progress Report to the Transition Advisor. Write? The Progress Report will include evidence of an agreement among the merging LDCs, such as a Memorandum of Understanding, committing them to work towards consolidation within the two-year time frame. After receiving a Progress Report, the Transition Advisor may advise LDCs of coursework columbia edu any conflicts that would inhibit the achievement of the Panel’s vision for the sector, such as mergers that may not result in paper, efficient, contiguous regions, or that may result in stranded service territories.
LDCs may then submit a revised Progress Report based on further negotiations before the edu, end of the initial six months. At the end of the on the, six-month period, the Transition Advisor will provide a Status Report to the government outlining the progress-to-date on coursework columbia the formation of regional distributors. The Transition Advisor will provide advice on the formation of contiguous and how to, shoulder-to-shoulder regional distributors. The Transition Advisor will notify the coursework edu, government of mergers that may not result in cause, efficient, contiguous regions as envisioned in Chapter 4, or that may result in stranded service territories. Columbia? The Transition Advisor will also report on instances where LDCs have not taken steps to essay, co-operatively create regional distributors. After consideration of the Status Report, if any of the proposed regional distributors need more time to finalize their voluntary agreements, the government may permit them up to three additional months to finish their work. At the end of this supplementary three-month period, the coursework columbia, Transition Advisor will submit a Final Report updating the government on the results. Where it is clear, after consideration of the Transition Advisor’s Status Report, or in the event that the government has sanctioned an additional 3 months, the Final Report, that formation of regional distributors cannot be completed through voluntary means, the do electric cars, Panel recommends that the government introduce legislation at coursework columbia that time to ensure consolidation is successfully completed. Fig. 15 illustrates the actions the Panel is proposing to ensure Ontario’s distribution sector is consolidated within its two-year time frame. * Should voluntary agreements not be arrived at by the drafting of the Status Report, the government may allow an do electric cars, additional 3 months of negotiations or proceed directly to mandatory consolidation.
Legislation would need to be drafted regardless during this 3 month period. ** Should voluntary agreements not be arrived at by the drafting of the Final Report, the government should proceed directly to mandatory consolidation. Figure 15: Timeline for Consolidation Illustration. Owners of the LDCs participating in voluntary consolidation will receive shares in the new regional distributors based on the valuation of their assets used to create each of the new regional distributors. LDCs that do not voluntarily agree to a merger and columbia edu, are amalgamated through mandatory mechanisms should have their assets assigned to do electric cars cause, the new regional distributors assessed at coursework book value. Utilities that successfully form a voluntary agreement during the initial six to about, nine month period, and coursework columbia edu, submit a licence application for the new regional distributor to the OEB within two years, should be allowed to essay on the great expectations, recover their prudent transaction costs, which may include the costs of a third-party facilitator. In order to facilitate consolidation, LDCs involved in any merger should not be required to coursework columbia edu, go through the OEB process for cars air pollution assessing mergers as it is currently operated.
The Panel is concerned that a regulatory process involving the consolidation of multiple LDCs will be cumbersome and drawn out. Coursework Columbia Edu? Mergers taking place within the two-year period for voluntary consolidations should be deemed by do electric cause the province to have delivered a net benefit to coursework edu, customers. Consumers will still be protected, as the OEB will have regulatory oversight over work on thesis any rate applications filed by distributors in the post-merger period. The new consolidated regional utilities will be able to offer improved efficiency and enhanced services for customers. Columbia Edu? In previous consolidations, the municipal shareholder often kept the funds that came from the sale of great buildings or property that were no longer required by the new utility. The Panel feels the coursework columbia edu, money should stay in the distribution system. Any shareholder gains from the work on thesis, disposal of excess utility assets prior to columbia, the merger are expected to be reinvested in the regional distributor to strengthen the system, and not used for dividends or other non-electricity purposes.
Any ongoing savings from the increased efficiency of the new regional distributors are anticipated to be shared between the shareholder and the customer. As the Panel has heard from many stakeholders that significant capital investment will be required over the coming years, the Panel expects that much of the savings accruing to the shareholder will be reinvested in cars cause air pollution, the electricity distribution system. Many utilities in Ontario have subsidiaries or non-regulated affiliates that provide services beyond the regulated poles and wires business of electricity distribution. Coursework Columbia Edu? These services include billing for water and wastewater services, construction, solar installation and district energy. When Markham Hydro became part of PowerStream, the an empathy essay, City of Markham kept ownership of the coursework edu, utility’s district energy affiliate. Affiliates currently owned by LDCs are not within the scope of this report. Expectations? The Panel believes there are two reasons to leave the affiliates out of the process: It will simplify the coursework columbia edu, mergers and eliminate the conflict that might occur when one LDC wants to have its affiliates included as part of the assets they bring to the table, while others want them excluded. Secondly, the Panel feels the consolidations that will create the new regional electricity businesses will take the full and uninterrupted attention of the new regional electricity distributors’ managers, and that they should not be distracted by any unregulated business affairs.
Only when the sector is fully consolidated should regional distributors begin to admissions essays, establish affiliate businesses. The existing Rural or Remote Rate Protection (RRRP) benefit should be reformed to become a Northern Rural or Remote Rate Protection benefit. Edu? Under RRRP, all electricity customers in Ontario pay a small charge to cushion the high-cost of electricity distribution for hard to serve rural or remote customers. In 2012, Hydro One Networks customers who qualify have their distribution service charge reduced by $28.50 a month. The Panel believes the RRRP will no longer be needed in written, southern Ontario because unlike the present situation, the contiguous, shoulder-to-shoulder regional distributors will have a mix of both urban and rural customers, allowing them to balance urban and rural rates within each region.
This change is not expected to affect customers of coursework First Nations’ LDCs, Hydro One Remotes Communities, or qualifying customers in areas of northern Ontario currently covered by the RRRP. The Panel feels that a lot of potential benefits of consolidation could be unleashed by making changes to the governance and management of the province’s LDCs. Strengthening managerial capacity was one of the recommendations of the Ontario government’s Task Force on Competitiveness, Productivity and Economic Progress. “Strong Management is important for sizing up competitive challenges and threats, assessing consumer behaviour for business opportunities, putting in place the necessary resources and capabilities, and work on thesis, building skills and talents in the organization.” 72. Since 1998, distribution utilities have been incorporated under the OBCA. The Panel feels it is time to treat the columbia, province’s LDCs as the commercial enterprises they are; this will require municipal shareholders to adopt best practices in the stewardship of the LDC assets in professionally written college admissions essays, order to ensure strong operating performance. The municipal owners of the province’s LDCs currently face barriers to coursework edu, making loans to the utilities in which they have an interest. Work On Thesis? This is a deviation from accepted practice, whereby shareholders of a corporation are responsible for ensuring it is adequately capitalized. Coursework Columbia Edu? The Panel believes the essay on the great expectations, distribution sector should be treated the same as other corporations in Ontario, and recommends the government eliminate the restrictions that prevent municipalities from making loans to distributors.
Many municipalities hold promissory notes from their LDCs that were taken out at the time of the utilities’ transformation into corporations under the OBCA. These notes have frequently continued to edu, bear the professionally college, higher interest rates that were common at the time. Municipalities should retire the outstanding notes with LDCs that are above market value, or renegotiate them so that they reflect current interest rates. Many stakeholders told the Panel that the current transfer tax acts as a barrier to the consolidation of the province’s distribution sector. The Panel recommends that Ontario enter into discussions with the coursework columbia, federal government on a tax agreement that would facilitate the removal of the transfer tax on the sale of LDC assets. The Panel believes that it is important to ensure that new sources of capital be made available to the regional distributors so they can meet the funding requirements that are outlined in this report. The Panel expects that the removal of the work on thesis, transfer tax will encourage pension plans to invest in distribution utilities. The investment by pension funds will not only columbia, help Ontario’s utilities meet their financing needs, but also provide a source of stable and secure income to the funds and their pensioners, and help pension funds deal with the market challenges they currently face. Investing in Ontario’s distribution utilities should, for Ontario-based pension plans, be a valuable alternative to investing in about writing, utilities in other countries. Infrastructure Ontario should stop its lending program providing subsidized credit facilities to LDCs, and edu, not make any additional loans to the regional distributors. Format Presentation? There seems to be little public policy rationale for coursework columbia the Ontario government to add to its debt load for this purpose, when private financing is available.
The new regional distributors will have sufficient assets and income to obtain the most favourable rates from banks and other private lenders. Given the importance of electricity distribution to the province’s economy, it is important that the Boards of Directors of the regional distributors display a high standard of corporate governance. To achieve this, the Panel recommends that at least two-thirds of the Board of Directors of regional distributors should be composed of independent directors. The Panel considers that it would be preferable to have 100% independent Board membership. This has worked with the work on thesis, merged utility of Bluewater Power Distribution, and would help to overcome conflicting local priorities. The Boards should be adequately sized to coursework edu, have directors with an format, appropriate range of skills and experience, and coursework columbia edu, be populated on the basis of directors’ qualifications to meet the management and oversight requirements of an electricity distribution utility. Some current Boards of LDCs are too small to provide adequate governance processes. Essay Writing? The Panel expects that the Boards of the columbia, regional distributors would have Boards with a range of 7 to 11 directors. Essay On The? Regional distributors should also encourage their Board members to acquire proper training in the areas of governance and coursework columbia edu, the roles of an empathy essay Boards. The importance of strong governance and leadership in the new regional utilities is highlighted by the business issues they will face in the period immediately following consolidation. The utilities will have to work through a number of issues such as the differing pension plans, labour rates and accounting standards that currently exist among the LDCs.
The Panel does not minimize the amount of coursework edu work that will have to be done, but does not believe the issues are an insurmountable barrier to consolidation. It is confident a new approach to leadership and governance will be sufficient to meet the challenge. The 73 LDCs that are the focus of this report should be consolidated into 8 to 12 larger regional distributors that are large enough to deliver improved efficiency and enhanced customer focus, while at essay about descriptive the same time maintaining a strong connection with their local communities. There should be two regional distributors to serve the north, one serving the edu, northeast part of Ontario, and for term, the other serving the northwest, leaving 6 to 10 regional distributors in southern Ontario. Any new regional distributor in columbia, southern Ontario should have a minimum of 400,000 customers. As it has already been consolidated, Toronto Hydro may be one of the 8 to 12 regional distributors. The three rate-regulated First Nations’ utilities, and the three utilities that are not rate-regulated (Dubreuil Lumber, Cornwall Electric, and Hydro One Networks Inc./Cat Lake Power Community) will be exempt from this consolidation, unless they decide they want to join in. Hydro One Remote Communities, because it serves off-the-grid communities, will remain separate. The new regional distributors must have boundaries that are contiguous and stand shoulder-to-shoulder. Boundaries should follow the cars air pollution, existing structure and architecture of the distribution system, and take into account the existing Hydro One Networks service areas. Consolidation should be completed within two years of the Government’s acceptance of the recommendations of coursework edu this report.
There should be no across-the-board sale of Hydro One Networks’ distribution assets. Air Pollution? The creation of the new system of regional distributors will be facilitated by coursework edu the merger of Hydro One Networks’ assets with those of the essays, other existing distributors. The Ontario government should give clear and unambiguous direction to Hydro One Inc. to columbia edu, lead and engage in the discussion of the merger of its distribution assets with the appropriate interested utilities. Essay About Descriptive? The goal is to create new regional distributors with contiguous boundaries. Columbia Edu? The discussions will be based on a fair, market-based evaluation of assets. The owners of the current LDCs will get shares in the new regional distributors they voluntarily create in proportion to the valuation of the assets they contributed. LDCs that are amalgamated through mandatory mechanisms will have their assets valued at book value. The government should appoint a Transition Advisor to oversee the consolidation process. The Transition Advisor will advise the government on how to the progress of achieving complete consolidation.
The Transition Advisor will not act as a facilitator among LDCs in columbia, the creation of the individual regional distributors. Within 6 months of the government’s acceptance of the Panel’s recommendations, merging LDCs will provide a Progress Report to the government-appointed Transition Advisor. The Progress Report will be required to include evidence of an agreement among the parties, such as a Memorandum of Understanding, committing them to proceed towards consolidation within the two-year timeframe. Upon receipt of a Progress Report, the great, Transition Advisor may indicate to coursework columbia edu, a proposed regional distributor where the merger may not result in an efficient, contiguous region or may result in stranded service territory. Format For Term Paper Presentation? Merging LDCs may then submit a revised Progress Report to the Transition Advisor before the end of the initial 6-month period. At the coursework columbia edu, end of the 6-month period, the Transition Advisor will provide a Status Report to the government outlining progress on the formation of regional distributors. Presentation? The report will provide information on the status of coursework regional distributor formation; indicate which proposed mergers do not result in efficient, contiguous regions, or create stranded service territories; and identify LDCs that have not been taking steps to create a regional distributor.
If any of the proposed regional distributors need more time to finalize their voluntary agreements, the government may decide to permit them up to three additional months to finish their work. The Transition Advisor will then submit a Final Report updating the how to write an empathy, government on the results before the coursework edu, end of this supplementary period. Where it is clear after consideration of the professionally written college essays, Transition Advisor’s Status Report, or in the event that the government has sanctioned an additional 3 months, the Final Report, that formation of regional distributors cannot be completed through voluntary means, the Panel recommends that the government take legislative action to ensure complete consolidation. The existing RRRP benefit should be reformed to become a Northern Rural or Remote Rate Protection benefit. Regional distributors will now have a mix of coursework edu urban and rural customers that will permit the respective rates to be balanced within each region in southern Ontario. The Ontario government should enter into cars cause air pollution discussions with the federal government to facilitate removal of the transfer tax on coursework columbia edu the sale of LDC assets to private investors.
Infrastructure Ontario should stop its lending program providing subsidized credit facilities to LDCs, and not make any additional loans to the regional distributors. LDCs that reach a successful voluntary agreement during the initial six to nine month period and submit a licence application for the new entity to format presentation, the OEB within two years should be allowed to recover their prudent transaction costs. This may include the costs of any third-party facilitation. LDCs involved in any voluntary consolidation should not be required to go through an OEB review of the merger, as it is currently set up. The mergers will be deemed by the province to have a net benefit to customers. The OEB will have regulatory oversight over any rate applications filed by distributors in the post-merger period.
The Panel anticipates that any funds from the disposal of excess utility assets would be re-invested in the regional distributors in order to columbia, strengthen the system, and not used for dividends or other non-electricity purposes. The Panel also anticipates that savings from the increased efficiency of the new regional distributors would be shared between the shareholder and customer. Given the requirement for essay great expectations significant capital investments, it is coursework columbia expected that much of the savings accruing to the shareholder will be reinvested in the electricity distribution system. Municipalities that hold promissory notes from their distributors should retire the outstanding notes that are above market value, or renegotiate them so that they reflect current interest rates. Restrictions that prevent municipal governments from making loans to the distributors in which they have an interest should be removed.
The membership of the work on thesis, Board of coursework columbia a regional distributor should have at least two-thirds independent directors. The Panel believes a Board with 100% independent membership would be preferable. The Boards should be adequately sized to have directors with an appropriate range of skills and experience, and be populated on the basis of directors’ qualifications to meet the management and oversight requirements of an electricity distribution utility. Professionally College? Utilities should ensure that their Board members have adequate training in governance and the roles of Boards, and represent an appropriate range of skills and columbia, experience. Affiliates currently owned by write essay LDCs will not be included in any consolidation. Ontario’s electricity distribution sector is at an historic turning point. The work that LDCs have been doing for the past century is undergoing a dramatic transformation: the nature of electricity generation is edu changing, and computers are turning electricity distribution into a digital, high-tech endeavour.
The foundation on which Ontario’s electricity system was built has served the province well and has supported the province’s economic growth. It is not suitable, however, for the challenges and the opportunities of the essay about descriptive writing, future. This province needs a stronger, more innovative distribution system that can meet the coursework edu, changing needs of the consumer and the province. The Panel believes most municipalities and essay on the, LDCs understand the coursework columbia edu, status quo will not serve the citizens of the province well in the decades to come. Substantial investments in infrastructure and new technologies will eventually have to be made; the written admissions, only question is columbia whether those investments will keep pace with the evolving nature of electricity distribution, or whether the sector will be scrambling to catch up. The Panel’s first priority in reviewing the distribution sector was to decide how electricity distributors could make their customers’ needs central to what they do, and enhance the economic competitiveness of this province. The Panel is write an empathy essay convinced that these proposals put this future within Ontario’s grasp. The Panel is confident the leaders of the edu, distribution sector have the vision and the skills to forge a new era in the distribution of electricity in Ontario. List of Presenters and Submitters.
Association of Municipalities of Ontario Association of Power Producers of Ontario Bluewater Power Distribution Corporation Brookfield Canadian Federation of Independent Business Canadian Manufacturers Exporters Canadian Union of Public Employees Ontario Capstone Infrastructure Corporation CIBC World Markets Inc. City of Barrie City of Cambridge City of Hamilton City of Port Colborne City of format Sault Ste. Marie City of Toronto Collus Power Corporation Consumers Council of Canada Corix Group of Companies Cornerstone Hydro Electric Concepts Association Electrical Contractors Association of Ontario Electrical Safety Authority Electricity Distributors Association Emera Inc. Coursework Columbia? Enersource Corporation Entegrus Powerlines Inc. Essay On The Great? EnWin Utilities Ltd Erie Thames Powerlines Corporation Fort Frances Power Corporation Fortis Inc.
FortisOntario Inc. Columbia Edu? Greater Sudbury Hydro Inc. Guelph Hydro Inc. Halton Hills Hydro Inc. Hamilton Chamber of Commerce Hamilton Utilities Corporation Horizon Utilities Corporation Hydro One Inc. Hydro Ottawa Holding Inc./Hydro Ottawa Group of Companies Independent Electricity System Operator International Brotherhood of how to an empathy Electrical Workers Lakefront Utilities Inc. KPMG London Hydro Inc. Low-Income Energy Network Ministry of coursework Labour Ministry of Municipal Affairs Housing Northeast Utilities Group Oakville Hydro Corporation Ontario Chamber of Commerce Ontario Energy Association Ontario Energy Board Ontario Financing Authority Ontario Municipal Employees Retirement System Ontario Power Authority Oshawa PUC Networks Inc.
Peterborough Distribution Inc. Work On Thesis? Power Workers’ Union PowerStream Inc. RBC Capital Markets Retail Council of Canada School Energy Coalition Simul/UtilityPULSE The Common Voice Northwest Energy Task Force The Federation of Northern Ontario Municipalities The Northwestern Ontario Municipal Association The Society of columbia edu Energy Professionals Toronto Hydro-Electric System Limited Town of Collingwood Town of Fort Frances Town of Niagara-on-the-Lake Township of work on thesis North Dumfries Utilities Kingston/Kingston Hydro Corporation Utilities Standards Forum Utility Collaborative Services Inc. Veridian Connections Inc./Veridian Corporation Whitby Hydro Electric Corporation. Donald Carmichael Gerhard Langematz John McNeil Parker Gallant Private Citizen Private Citizen Private Citizen. Contiguity: A boundary without any breaks or interruptions. An electricity distributor with a contiguous boundary serves a single, unified service territory. Electricity distributors with non-contiguous boundaries serve customers in a number of separate, unconnected service areas. Distribution: A distribution system carries electricity from the transmission system and delivers it to coursework, consumers.
Typically, the network would include medium-voltage power lines, substations and pole-mounted transformers, low-voltage distribution wiring and electricity meters. Feed-in Tariff (FIT): A guaranteed rate program that provides stable prices through long-term contracts for energy generated using renewable resources, including biogas, biomass, landfill gas, on-shore wind, solar photovoltaic and waterpower. Greenhouse Gas (GHG): Gases that contribute to the capture of heat in the Earth’s atmosphere. Carbon dioxide is the format paper presentation, most prominent GHG, in addition to coursework columbia, natural sources it is how to released into columbia the Earth’s atmosphere as a result of the about descriptive writing, burning of fossil fuels such as coal, oil or natural gas. Widely acknowledged as contributing to coursework columbia edu, climate change. Intermittent Power Generation: Sources of written college electricity that produce power only columbia edu, during certain times such as wind and solar generators whose output depends on wind speed and solar intensity. Infrastructure Ontario (IO): A crown corporation wholly owned by the Province of Ontario, the remit of work on thesis which includes the provision of financing for infrastructure purposes to municipalities and eligible public organizations. LDCs as municipal corporations are eligible to apply for an IO loan for capital expenditures. Kilowatt (kW): A standard quantity of power in a residential-size electricity system, equal to 1,000 watts (W).
Ten 100-watt light bulbs operated together consume one kW of power. Kilowatt-hour (kWh): A standard unit of electrical energy in edu, a residential-size system. One kWh (1,000 watt-hours) is the amount of electrical energy produced or consumed by a one-kilowatt unit during one hour. Ten 100-watt light bulbs, operated together for one hour, consume one kWh of energy. Local Distribution Company (LDC): An entity that owns a distribution system for the local delivery of about descriptive writing energy (gas or electricity) to consumers.
The focus of this report is solely electricity LDCs. Megawatt (MW): A unit of power equal to 1,000 kilowatts (kW) or one million watts (W). Megawatt-hour (MWh): A measure of the energy produced by a generating station over edu time: a one MW generator, operating for 24 hours, generates 24 MWh of work on thesis energy (as does a 24 MW generator, operating for one hour). MicroFIT: Ontario residents are able to develop a very small or “micro” renewable electricity generation project (10 kilowatts or less in size) on their properties. Under the microFIT Program, they are paid a guaranteed price for all the electricity they produce for at least 20 years. Municipal Electricity Utility (MEU): An infrequently used term for edu a LDC which faded from usage after 1998, when MEU’s were converted into corporations under the professionally, OBCA. Coursework? The term is still used in some legislation to work on thesis, describe LDCs. Ontario Power Authority (OPA): An Ontario government agency that assesses the long-term adequacy of electricity resources in edu, Ontario, plans and procures electricity supply, and coordinates province-wide conservation efforts. Operations, Maintenance and Administration (OMA): The cost of operating, maintaining and providing the work on thesis, back-office administration of a business. OMA expenses typically include salaries and equipment required to provide regulated services and maintain a state of good repair. Payments in Lieu of Taxes (PILs): In Ontario, electricity utilities that are at least 90% publiclyowned are exempt from corporate taxes.
Instead they pay PILs to the Ontario Electricity Financial Corporation (OEFC). PILs which replicate federal and provincial corporate taxes and property taxes payable by private sector companies, are used to coursework, help pay down the stranded debt of the former Ontario Hydro. Peak Demand: Peak demand, peak load or on-peak are terms describing a period in which electricity is expected to great, be provided for a sustained period at a significantly higher than average supply level. Rate Setting: The OEB sets an LDC’s rates to enable the LDC to recover the columbia, forecasted costs which it will prudently incur to provide regulated services. Once every four years, an LDC undergoes a comprehensive Cost of essay Service (CoS) application where the coursework columbia edu, OEB uses one year forecasted cost and revenue information submitted by the LDC to determine a base revenue requirement and the “base” rates that are set to recover that revenue requirement. In the intervening years, as part of the Incentive Regulation Mechanism (IRM) those base rates are adjusted annually according to an OEB-approved formula that includes components for inflation and the OEB’s expectations of efficiency and productivity gains. Written Admissions? The rate setting methods are being revised as part of the OEB’s Renewed Regulatory Framework for Electricity. Rural or Remote Rate Protection (RRRP): Rural or Remote Rate Protection was established by the Ontario government to keep distribution rates in rural and remote parts of the edu, province at levels similar to those paid by the rest of the province. The cost of the format for term paper, RRRP benefit is coursework edu recovered through a regulated charge on all Ontario electricity customers approved by the OEB. In 2012, this charge was set at 0.11 ?/kWh. Scale of Operations: The size of an LDC’s customer base and service area.
A large utility has a larger scale of operations than a small one. Scope of Operations: The extent to which an LDC also owns and admissions, operates other utility-like services. Coursework Columbia? An LDC that also provides natural gas and water and wastewater services has a larger scope of operations than a utility that restricts its operations to electricity distribution. Shoulder-to-Shoulder Distributors: Distributors which have adjacent contiguous service areas. See contiguity.
Smart Grid: A Smart Grid delivers electricity from written college, suppliers to edu, consumers using digital technology with two-way communications to control appliances at consumers’ homes to save energy, reduce costs and increase reliability and transparency. Structure and Architecture: The existing configuration of transformer stations and distribution and transmission lines that provide the framework and skeleton of the province’s electricity system. Cars Cause Air Pollution? The major building blocks of the system’s structure and architecture are the 52 services areas established by Hydro One Networks. Transmission: The movement or transfer of electricity over coursework columbia an interconnected group of lines and associated equipment between points of write an empathy essay supply and points at which it is transformed for delivery to consumers, or is delivered to other, separate electric transmission systems. Transmission of columbia edu electricity is professionally written essays done at high voltages; the energy is transformed to edu, lower voltages for distribution over local distribution systems. Ontario has several licenced electricity transmitters who own and operate parts of written college admissions Ontario’s transmission network; the largest by far is Hydro One Networks. 1 Task Force on Competitiveness, Productivity and Economic Progress, “Prospects for Ontario’s Prosperity,” November 2011, p. 4.
2 Industry jargon provides a wealth of synonyms for a local distribution company (LDC): distributor, local or electricity distributor, utility, local utility, distribution company and so on. Though there has been an edu, attempt to limit the number of times this occurs, please treat any such uses as completely interchangeable. 3 In this report, unless otherwise specified, references to ‘government’ and ‘province’ are taken to mean the Government of Ontario and the province of Ontario respectively. 4 N.B. Freeman, “The Politics of Power: Ontario Hydro and its Government, 1906-1995, 1996,” University of Toronto Press, p. 10-13. 7 Formally referred to as the Advisory Committee on Competition in paper, Ontario’s Electricity System. 8 Advisory Committee on Competition in Ontario’s Electricity System, “A Framework for Competition: The Report of the coursework columbia, Advisory Committee on Competition in Ontario’s Electricity System to the Ontario Minister of Environment and do electric cars air pollution, Energy,” May 1996. See Summary of Recommendations. 9 The reduction to coursework, 89 LDCs is based on an interview with Neil Freeman, author of The Politics of Power (see earlier references). 10 Hydro One Networks currently holds an essay great expectations, interim electricity distribution licence issued by the OEB under section 59(2) of the coursework columbia, Ontario Energy Board Act, 1998 under which Hydro One Networks has possession and paper, control of certain distribution businesses serving the Cat Lake community. 11 Data based on: Ontario Energy Board, “2011 Yearbook of Electricity Distributors,” September 2012.
Accessed October 2012. 13 Ibid. Note that OEB Yearbook data does not include: the three First Nations-owned LDCs (Attawapiskat Power, Fort Albany Power and Kashechewan Power); the three non-rate-regulated LDCs (cited previously in this chapter); and Hydro One Remote Communities’ customer numbers are included in Hydro One Networks’ customer numbers. 14 Quoted from Hydro One Inc.’s official submission to the Panel. 15 References to LDC sizes throughout this Report are based on these thresholds. 16 Based on: Ontario Energy Board, “2011 Yearbook of coursework Electricity Distributors,” op. Work On Thesis? cit. 17 According to edu, Borealis’ website. Accessed November 2012. 18 A provincial tax of as much as 33% is payable when a municipally-owned LDC transfers or sells assets to how to essay, a private investor. When the Ontario government gave municipalities ownership of their MEUs, they were provided with a source of coursework columbia income and the potential to realize significant profits should they sell their utilities. The transfer tax captures some of that gain to help pay down the stranded debt that occurred when Ontario Hydro was restructured.
19 Quoted from essay on the expectations, OMERS’ meeting with the Panel. 21 OMA and coursework columbia edu, customer analysis based on Ontario Energy Board Yearbook of Electricity Distributors from the years 2005 to 2011, inclusive, op. Format For Term Paper Presentation? cit. Inflation analysis based on seasonally adjusted Total Consumer Price Index, taken from coursework columbia, The Bank of Canada website. Accessed October 2012. 23 The OMA costs of the two largest utilities in Ontario, Hydro One Networks and professionally written admissions, Toronto Hydro, are excluded from the coursework columbia, charts in Fig. 6 and Fig. 7 because of their unique circumstances. Hydro One Networks has higher costs because its low overall customer density is spread out over a wide service area. Toronto Hydro also has unique cost pressures. Its aging assets have to serve a dense urban core that has the highest growth rate in paper, multi-residential buildings in North America.
24 Infrastructure Ontario – October 2012. 26 Ontario Energy Board, “2012-2015 Business Plan,” August 2012, p. 24. Accessed October 2012. 27 Ontario Auditor General, “2011 Annual Report of the Office of the Auditor General of columbia edu Ontario,” 2011, p. 67. 31 OEB – November 2012. 32 The Electricity Sector Council of Canada, “Powering up the Future: 2008 Labour Market Information Study,” 2008, p. 57.
34 Ontario Energy Association, “Ontario Distribution Sector Review Panel Submission,” July 2012, p. Essay Descriptive? 28. 35 Ontario Ministry of columbia Energy, “Ontario’s Long-Term Energy Plan: Building Our Clean Energy Future,” 2010, Queen’s Printer for Ontario, p. 3. 40 As of October 31 2012. Professionally Written College Admissions? Source: Hydro One Networks. 41 In developing this pilot, Horizon Utilities has followed the Ontario Information and Privacy Commissioner’s approach of “Privacy by Design.” More on “Privacy by Design.” 42 Horizon Utilities – November 2012. 43 Based on: Ontario Energy Board, “2011 Yearbook of Electricity Distributors,” op. Coursework Edu? cit. 44 Information compiled from a variety of sources, including the Panel’s own analysis. 45 Quoted from Entegrus Powerlines’ official submission to the Panel. 46 Task Force on Competitiveness, Productivity and Economic Progress, op. cit., p. 20.
47 B. Baker, L. Coad, T.A. Crawford, I. Sklokin, “Canada’s Electricity Infrastructure: Building a Case for Investment,” Conference Board of cars Canada, April 2011, p. 23. 49 Task Force on Competitiveness, Productivity and Economic Progress, op. cit., p. 12. 50 See Ontario Energy Board’s Decision and Order on columbia February 22, 2012 regarding EB-2011-0123. 52 Electricity Distributors Association, “The Power to professionally college admissions essays, Deliver: Recommendations for the future of electricity distribution in coursework columbia, Ontario,” August 2012, p. 5. 53 G. Hodgson, “Needed: A Comprehensive Growth Strategy for Ontario,” Conference Board of Canada, November 2012, p. 4. 54 Ontario Energy Association, “Ontario Distribution Sector Review Panel Submission,” July 2012, Cover Letter. 55 Quoted from the written essays, Retail Council of Canada’s official submission to columbia, the Panel. 57 C. Growitsch, T. Jamasb, M. On The Great? Pollitt, “Quality of service, efficiency and scale in network industries: an coursework, analysis of European electricity distribution,” Applied Economics 41 (2009), no.
20, p. 2555-2570. 58 N. Bagdadiolglu, C.W. Price, T. Weyman-Jones, “Measuring Potential Gains from Mergers among Electricity Distribution Companies in Turkey using a Non-Parametric Model,” The Energy Journal 28 (2007), no. 2, p. 109. 59 B. Tovar, F.J. Ramos-Real, E.F. de Almeida, “Productivity evolution and for term presentation, Scale effects in Brazilian Electricity Distribution Industry. Evidence from 1998-2005 period,” Fundacion de Estudios de Economia Aplicada 4 (2009), p. Columbia? 2. 61 See, for for term paper example: A. Yatchew, “Scale Economies in Electricity Distribution: A Semiparametric Analysis,” Journal of coursework columbia edu Applied Econometrics 15 (March/April 2000), no. Essay Great Expectations? 2, p. 187-210.
62 Commission on the Reform of Ontario’s Public Services, “Public Services for Ontarians: A Path to Sustainability and Excellence,” February 2012, p. 331. 63 Electricity Distributors Association, op. cit., p. 37. 65 Texts in bold face are summaries of the Panel’s recommendations. The formal recommendations can be found in Chapter 6. 66 ‘GGH’ is an abbreviation for Greater Golden Horseshoe. 67 Commission on the Reform of Ontario’s Public Services, op. cit., p. 406. See discussion on Asset Transactions.
69 Assumed annual discount rate of 6%. 70 Based on: Ontario Energy Board, “2011 Yearbook of Electricity Distributors,” op. cit. 71 Note that Hydro One Remote Communities and the distribution assets in edu, the Cat Lake community are considered out of scope. 72 Task Force on Competitiveness, Productivity and Economic Progress, op. cit., p. 41. 73 Built off the essay on the great expectations, glossary of: Ontario Ministry of Energy, “Ontario’s Long-Term Energy Plan: Building Our Clean Energy Future,” op. cit., p. 66-68.
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about computer essay This page analyzes a#xa0; computer games essay #xa0;and also notes how you can make good use of the question to plan and coursework, organize your essay. Take a look at this IELTS task 2 question: Nowadays many people have access to computers on a wide basis and a large number of professionally college admissions essays children play computer games.#xa0; What are the positive and negative impacts of coursework playing computer games and what can be done to minimize the work on thesis, bad effects? Remember to always analyze the question carefully. The topic should be fairly clear: Remember to also look carefully to see if the topic is being narrowed down to a particular aspect of the topic. In this case it is: Now you need to check what the task is. How many things do you have to write about? Hopefully you realized there are three things that you can easily turn into brainstorming questions: What are the coursework edu, positive impacts of computer games on children ? What are the write an empathy, negative impacts of computer games on children ? How can the negative impacts be minimized ? Your answers to these questions will form your computer games essay. Coursework! You do not have much time and you have three things to answer, so one or two ideas for each is how to write an empathy enough, as remember you will need to explain your ideas and edu, give examples. Now, take a look at the model answer.
You should spend about 40 minutes on this task. Write about the following topic: Nowadays many people have access to computers on work on thesis a wide basis and a large number of children play computer games. Coursework Columbia Edu! What are the positive and negative impacts of playing computer games and what can be done to minimize the work on thesis, bad effects? Give reasons for your answer and coursework, include any relevant examples from your own experience or knowledge. Essay About Descriptive! Write at coursework, least 250 words. Computer Games Essay Model Answer: Access to computers has increased significantly over recent decades, and paper presentation, the number of children playing games on coursework columbia edu computers has increased too. This essay will consider the positive and do electric, negative impacts of columbia this and discuss ways to work on thesis, avoid the potential negative effects.
With regards to the positive effects, playing computer games can develop children’s cognitive skills. Many popular games require abstract and high level thinking skills in order to columbia edu, win, skills that may not be taught at work on thesis, school. For example, children need to follow instructions, solve complex problems and use logic in many of the games that are currently popular. Edu! Such experience will be beneficial to a child’s progression into an adult. However, concerns have been raised about the format presentation, prolific use of computer games by children, much of this related to the violence they contain. The problem is that in many of the games children are rewarded for being more violent, and this violence is repeated again and again.#xa0;For instance, many games involve children helping their character to kill, kick, stab and shoot. This may lead to increased aggressive feelings, thoughts, and behaviours.#xa0;#xa0; In order to minimize these negative impacts, parents need to take certain steps. Firstly, some video games are rated according their content, so parents must check this and ensure their children are not allowed to have access to games that are unsuitable. Parents can also set limits on the length of time games are played. Columbia Edu! Finally, parents should also take an active interest in the games their children are playing so they can find out how they feel about what they are observing.#xa0; To sum up, there are benefits of computer games, but there are disadvantages too.
However, if parents take adequate precautions, the severity of these negative impacts can be avoided. This computer games essay is well-organized and it directly answers the question, with each paragraph addressing one of the tasks. Note how the cars cause air pollution, topic sentences match the tasks (which have been taken from the prompt): What are the positive impacts of computer games on children ? With regards to the positive effects, playing computers games can develop children’s cognitive skills. What are the negative impacts of computer games on children ? However, concerns have been raised about the prolific use of computer games by children, much of this related to the violence they contain. Coursework Columbia Edu! In order to write essay, minimize these negative impacts, parents need to take certain steps. This is why analyzing the edu, question is so important. Do Electric Cars Cause Air Pollution! This provides you with the basic building blocks with which to write your essay. Home › Sample Essays › Computer Games Essay.
Oct 02, 17 12:12 PM. You are going to another country to study. You would like to do a part-time job while you are studying, so you want to ask a friend who lives there for. September 2017 - Brainstorming and Planning an Essay. Columbia Edu! Oct 01, 17 04:32 PM. I sent you an essay question last Friday and asked you to come up with a plan to answer the question.
This was the essay question: The best way to understand. Multinational Organisations and Culture Essay. Oct 01, 17 04:11 PM. Multinational Organisations and Culture Essay: Improve you score for IELTS Essay writing by studying model essays. More Sample Essays: discuss two opinions. discuss two opinions. discuss two opinions.
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Strategic management: singapore airlines. PEST analysis is use extensively to organize the result of environmental scanning. Columbia Edu! The theory is believed to be originated in written admissions, the 1980s with various author included variations of the edu taxonomy classifications in a variety of orders: PEST, PESTLE, STEEPLE etc [Morrison, 2009]. PEST stands for Political, Economic, Social and Technology. The Extended forms of PESTLE have further includes Legal and Environment. Another version of STEEPLE has further extended to essay about descriptive writing, include Ethical or Education and coursework columbia, some even extended it to write an empathy, STEEPLED which includes demographic. It is coursework, important to understand the key drivers of change on work on thesis these factors and the differential impact of these external influences and drivers have on particular industries of interest [Johnson, Kevan and Richard 2007]. The SWOT analysis concept is coursework columbia edu, originated from SOFT analysis introduced by Albert Humphrey with original goal to study corporate planning. SOFT is the work on thesis acronyms for Satisfactory, Opportunity, Fault and Threat.
Urick and Orr introduce SWOT analysis in 1964 during a seminar in Long Range Planning changing Satisfaction and Fault into Strength and Weakness [Morrison 2009]. Opportunity and Threat are factors external to the organisation, PEST analysis is often perform for coursework columbia edu, this purposes. Strength and Weakness are factor internal to essay, the organisation, it is often done by analysing the organisation's financial position, product position, marketing capability, research and development capability, organisational structure, human resources, facilities/equipments and past objective and strategy [Thames Business School, P63]. Porter's five forces are developed by Michael E. Porter during 1979 as a framework to analyze industry and coursework columbia, business strategy [Wikipedia, 2008]. The five forces includes threat of new entrants, rivalry among existing firms, threat of a substitute products or services, bargaining power of work on thesis, buyers and bargaining power of suppliers. Freeman recommends a sixth force: Relative power of other stakeholders, being added to Porter's original five forces [Thames Business School, P61]. This analysis if often uses to evaluate an organisation's competitive strength and its position in the industry.
Singapore airlines were originated from coursework Malayan Airway Limited where the company started it business on year 1947. Due to political reason, the admissions company was renamed Malaysian Airways, Malaysia-Singapore Airlines and finally split to Singapore Airlines and Malaysia Airlines System in 1972. Singapore Airlines is owned by Temasek Holding which is coursework edu, a state owned investment house. 1977. Surviving this, in 1977 the airlines joint operation with British Airway to provide Concord jet service between Singapore and London, the format for term paper presentation service was terminated in 1980. This however was deem a marketing success as Singapore Airline were make famous around the globe with this achievement. At the same period, new Changi Airport was constructed, leading to a higher service standard being provided by edu, Singapore Airline. This has paid off and Singapore Airlines were the top preference in Asia-Pacific Region in 1981.
Singapore has a stable political environment, with its dominant political party People's Action Party (PAP) holding the for term paper presentation government since independences. Singapore government have allowed freedom in corporate governance and have set little restriction to the industry. The company are able to make over 90% of the decision on coursework its own. The government only influence the company by work on thesis, appointing director over the company [Sikorski, 1995]. The government also allowed SIA to coursework columbia, stress on an empathy essay profit when compare to public or social responsibility, the government supported the company for columbia, retrenchment practise during economy crisis [Sikorski, 1995]. The financial crisis on 2007 had severely hit countries around the world, which brings recession to most country. The crisis has last through 2008 and made financial institution very cautious in loaning money and companies have gone through tough cost cutting measure to survive.
Sign of recovery have shown during year 2009 and essay descriptive, IMF has predicted that most of the countries will be out of coursework columbia edu, recession at do electric cause, the end of coursework columbia edu, 2009. Singapore is an immigrant country and have a very diversify culture with close to 35% of its population is non citizen residing in the country, (25% of is foreigner and for term paper, 10% are permanent resident). Despite this high non-citizen to citizen ratio, the country are still promoting foreign talent and believing that the country will be in a shortage of labour if the immigrant policy were to stop. The population consist of more than 75% Chinese, follow by Malay and Indian; main religion is Buddhism, Islam, Christian, Taoism and Hinduism. Despite the rich Asian culture the country have, Singapore is also one of the most westernizes country within Asia. The recent growing China economy and its open door policy have landed Singapore with substantial foreign labour arrive from coursework columbia edu mainland China, this have created some cultural conflict among many Singaporean. The inventions of the computer, and subsequently Internet have prompt endless expansion of electronic and telecommunication innovation during the past decades. Professionally College Essays! Recent development of high density (HD) video providing more crisp images, together with high speed computer processing speed to compress and coursework columbia edu, decompress these images, and faster data transfer rate, resulted in high quality real time video conferencing with no time gap and clear sound and great expectations, image. This had made video conferencing very attractive to companies as substitute for business travelling [Yu, 23 Jun 2009].
The airline industry require a huge capital investment, with at coursework, least millions of capital required before any business process, it is estimate that the company require approximately $1 of capital to generate $1 of revenue. It would require a lot of do electric, logistic works, highly skilled personal such as pilots, aircraft technicians and specialise managerial personnel which are often limited in coursework columbia, resources in the industry. Limited access to airport and route are also another difficulty post to new entrant [Calingo. 1997] The goods in professionally essays, the airline industry have fairly short shelf live, the coursework service is consider a loss once the airplane take off, and all cost incur are not recoverable. Work On Thesis! The seats are usually around 75% full in capacity. Edu! Airlines that are dominant in Singapore region and consider in work on thesis, direct competition with SIA are very few, they are Malaysian Airlines System, Japan Airlines, Cathay Pacific and British Airway. 4.3 Threat of columbia edu, a substitute products or services.
SIA had target business traveller that emphasis on comfort and time when travelling and are less cost conscious, this have made other mode of transport a poor substitute for SIA, especially on medium and long haul flight. However technology advancement have evolve new treat. As discuss on previous section, video conferencing as a means of meeting relinquish the requirement for business travelling hence post serious treat as substitute to the whole airline industry. With technology advance, high quality video conferencing are able to be done at low capital investment of about descriptive, USD 18,500 and low maintenance fee [Calingo, 1997]. New feature had been introduce, such as sharing of coursework columbia, files, computer screen, recording while doing video conferencing have made video conferencing to be near equal to face-to-face meeting. Although video conferencing forms a good substitute for meeting, it is format presentation, only part of the reason for business travelling, other function such as inspection, discussion on sensitive issue, contractual support or hands-on servicing still require personnel to be present. In general, SIA have a medium to low treat on substitute of products or services.
The airline industry had been commoditise over the years, with objective of getting from coursework columbia one point to cars, another, it doesn't make a lot of coursework edu, difference on which airline they choose, this is format presentation, true especially for long to medium haul flight. As the air space deregulate, for example, the recent deregulation of Singapore-Malaysia air route had prompt an edu, influx of great expectations, other carrier such as Firefly and Air Asia to the market SIA and MAS (Malaysia Airlines System) once hold monopoly. SIA have its own subsidiary Singapore Airport Terminal Service for ground handling service such as baggage handling and in-flight food and beverages supply. SIA's other subsidiary SIA Engineering had been engage in aircraft maintenance and servicing. SIA are also financially strong hence does not depends heavily on financial institution for business process. This leaves the main suppliers of SIA only air craft manufacturer.
Jet fuel, even though form up to 40% of the airline expenditure (as of columbia, year 2008), is cars cause air pollution, a commodity that fluctuate with crude oil price. 4.6 Relative power of Other Stakeholders. Other stake holder that plays a major role includes Airline Pilot Association - Singapore (Alpa-S), Singapore Airline Staff Union (SIASU), Singapore Government and other regulatory authority at destination country. Alpa-S is SIA's pilot union, as pilot are normally highly trained and difficult to columbia edu, replace, they have a much power over the airlines and will severely affect the business if they were to go on strike. SIA often had to invite government involvement to mediate major dispute unresolved [Yun, 24th Apr 2009]. As compare with Alpa-S, SIASU had a lesser bargaining power as other staff and crew have less expertise comparing with Alpa-S and are very diversify in its members background and job scope. SIA is one of the few airlines that maintain its profitability over format paper presentation, the years, the group have maintains its profitability even during 2008 financial crisis up till 2009. As of coursework columbia edu, 2009, the group have assets worth SGD 24,818million and debt of how to write essay, SGD 1,693million, an equity-debt ratio of 0.12. The group also have a general reserve of SGD 12,815million and plans to invest SGD 12,300million in columbia, the next five year.
The Earning per Share (EPS) is 89.6cents with 5.6% profit margin and have liquid asset of SGD 2,805million. These demonstrate that the company are financially strong. A study by Aviation week magazine has rank SIA's financial health to be 99%, way ahead of nearest runner up [Aviation Week, 11th Sep 2009]. Total of AAPA member. Table 1 Comparison of RPK. Airlines market size can be measure by Revenue Passenger-Kilometer (RPK). Having based in Asia Pacific region, SIA, Cathay Pacific and do electric cars cause, Qantas all falls into the same category of medium cost, developed airlines. These airlines have similar offering and edu, price level. Write An Empathy! The RPK of columbia, these airlines are listed in Table 1. It can be seen that SIA, Cathay and Qantas have market share of similar size [AAPA, 2009]. Figure 2 shows of SIA's RPK trends shows a quick climb from 2005 to 2007 and hit a stagnant from 2007 till 2009 mainly due to financial crisis.
As the market just shows recovery from mid of essay on the great expectations, 2009, it is expected the market continue to columbia, shrink further and the RPK will further reduce on 2010 [SIA, 2005. The distribution channel of SIA is mainly by travel agents and internet booking. The airline are moving toward e-ticketing and are the first to provide full interline e-ticketing system allowing complete ticketless boarding for passenger even when connecting flight using partner airlines [SIA, 2009]. The company have also made good placement in essay, search engine, when searching using keyword 'Singapore Airline' and 'Singapore Air ticket', SIA had appear on top list, however the domain address www.sia.com and www.sia.com.sg is not owned by SIA which is an disadvantages. On marketing effort in social network website, the company have no present in twitter and columbia edu, limited present in Facebook [Facebook, 2009]. All this shows that the essay on the great company had not been very good at establishing itself on the internet even though the company is edu, promoting its business on the internet. The company have spends lesser amount on how to marketing effort, figure 3 shows the coursework columbia edu declining trend of essay about writing, sales cost. At year 2009, the sales cost is 5% of total expenditure. This is still a high figure when compare with Qantas figure of 4.4% where as Cathay pacific had negligible marketing cost. The SIA brands had a 19% drop from the previous year but still are the top Singapore brand [Hooi, 24th Jun 2009].
Standing at about SGD 4billion, the value shows that the coursework columbia edu company are still well recognized around the worlds. 5.4 Research and development capability. The company had strong financial background and are constantly improving on in-flight entertainment and comfort. Essay Descriptive Writing! Major improvements are the launching of lie-flat bed in 2002 and the commercial launching of coursework, first Airbus 380 flight and its new airline suite class in 2007. It also becomes the first carrier to admissions essays, offer i-pod and i-phone connection in conjunction with new PC-application that allows the passenger to access their personal media file in-flight. The company are also the first to be able to columbia edu, implement interline ticketing system with all partner airlines [SIA, 2009]. These track records had proved the company have strong capability in research and development. SIA's organisation is divided primarily by function and has disadvantages of low responsibility at bottom level staff and compartmentalize on manager. To tackle this, SIA have a flatten organisation chart with few level of descriptive writing, hierarchy within the organisation, this allows autonomy and create a more flexible and edu, dynamic business that empower people to make decision and professionally admissions essays, leads to job enrichment. The company also promotes independences and encourage senior staff to train and allow junior staff to made decision.
SIA's director are mainly appointed between year 2003 to columbia edu, 2007 and have a average age of 62 year old, the chief executive director Mr. Chew Chong Seng had been with the company for 30years. The directors have diversity of format presentation, background and holding key role from different but related industry, some are also government official and consultant. 4day to coursework, be spends on refresher course each year and written college, encourages self directive learning giving them responsibility on their own development. The result of the training is columbia edu, obvious with a clear result of self esteem, motivated, empathise and for term presentation, independence employee [Heracleous and Wirtz.
2009]. 5.7 Condition of columbia, facilities and equipment. SIA fleet is one of the youngest in the worlds, standing at a average age of 6year old, it is way ahead of worldwide average of essay on the expectations, 14 to 15years old [Prystay, 28th Aug 2009]. Using latest technology aircraft also helps to reduce maintenance cost and coursework edu, fuel cost. The company also spends SGD 570million in 2006 to upgrade its cabin, providing customer with latest in-flight entertainment system and more comfortable seat. The company also have excess aircraft due to fall of demand because of financial crisis.
SIA had mainly using related diversification strategy at the corporate level, expanding its business into airline catering, aircraft maintenance and airport terminal service. Work On Thesis! It used dual strategy of differentiation and cost leadership, achieving cost effective service excellence by exceptionally high business efficiency. The SWOT analysis of SIA is presented below. · Strong financial position with high reserve. · Considerate amount of market share. · Strong and established R D capability. · The company promotes autonomy hence able to quickly response to columbia, change of environment. · Strong human resource management with competence staffs that is highly motivated, service oriented and work on thesis, efficient. · Considerably new aircraft fleet and cabin design with excess capacity.
· Highly reputable in the industry with many awards. · Low present on the Internet. · Not good at horizontal integration with a few failed acquisition. · No domestic market, revenue highly dependent on long haul cross country flights and premium class. · The company uses internal growth strategy that is slow to gain size. · Have excess aircraft due to low demands. · Considerately high spending on marketing.
· Government is supportive and less restriction on the airline's operation allowing freedom to change. · Singapore have good relationship with other country. · Many countries are coming out from the financial crisis. · Singapore Tourism Board (STB) promoting MICE with good prospect of coursework edu, premium business traveller. · Local culture emphasize on teamwork, harmony and hardworking. · Low substitution on product offered.
· Have high bargaining power over the aircraft manufacturer. · Terrorism affecting airline industry. · Fluctuating oil price. · Video conferencing gaining popularity as substitute for do electric cause air pollution, business travelling. · Budget airline in the region getting establish and possible to venture into premium market. · Facing fierce competition on the industry with many equal size player. · Commoditizing of flight services and reduces in differentiation as competitor catching up on offering. · High bargaining power of passenger and travel agents. the following options have been considered: · Using Singapore's government connection and SIA brands and edu, reputation, explore new market in countries with potential demand. · Having able to do electric cars air pollution, be flexible on coursework edu operation, the company can divert low profitability route to professionally written, country that are out of financial crisis. · Using strong RD resources, review and develop a marketing campaign using the internet, this can bring down the marketing cost also.
· Having relied heavily on long haul flight and premium class for revenue, company can tapped on coursework columbia STB's MICE program to promote its brands on the event's boosting market share in this segment. · Having good service oriented culture and highly competence front line staff, it is possible to fostering relationship with passenger through personalize service; reduce down the effect of commoditising and crease differentiation. · Having excess reserve and work on thesis, strong financial background, the airline can look into investing in video conferencing business, diversifying its risk. · Having a slow growth rate, the company can maintain its position even in fierce competition avoiding price war as it does not needs to quickly expand its market share. · Having excess aircraft, the company can consider selling it off to low cost carrier that is the expanding its route and in needs to increase fleet.
The possibility of combining strategy is numerous, but with objective of maintaining profitability by continuous to coursework, use service excellence cost leadership strategy, it would recommend that the professionally college essays airlines employ cost cutting measure to reduce down the fleet size, selling the excess aircraft off to other low cost carrier that are expanding at the moment. In continuing to crease service excellence, the columbia company should look into do electric cause how the front line staff are able to further foster relationship with the passenger creating a personalize service that differentiate the columbia edu airlines with its competitor. As the pace of the world is getting quicker due to advancement of do electric cause, technology, SIA flexibility and ability to adapt to change will definitely enable the company to continue to strive in future. Johnson, Gerry. Scholes, Keven. And Whittington, Richard. 2007. Exploring Corporate Strategy. 09 result.
SIA. http://www.singaporeair.com/saa/en_UK/docs/company_info/investor/financial/AnalystBriefingFY0809.pdf. If this essay isn't quite what you're looking for, why not order your own custom Business essay, dissertation or piece of coursework that answers your exact question? There are UK writers just like me on hand, waiting to help you. Each of us is columbia, qualified to a high level in cars air pollution, our area of expertise, and we can write you a fully researched, fully referenced complete original answer to your essay question. Coursework! Just complete our simple order form and do electric cars air pollution, you could have your customised Business work in your email box, in as little as 3 hours. This Business essay was submitted to us by coursework, a student in order to help you with your studies. This page has approximately words.
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