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BEFORE THE IDAHO PUBLIC UTILITIES COMMISSION
IN THE MATTER OF THE APPLICATION
OF IDAHO POWER COMPANY FOR
AUTHORITY TO INCREASE ITS RATES
AND CHARGES FOR ELECTRIC SERVICE)
TO ELECTRIC CUSTOMERS IN THE
STATE OF IDAHO. CASE NO. IPC-E-O3-13
DIRECT TESTIMONY AND EXHIBITS OF
PIKE TEINERT
ON BEHALF OF
INDUSTRIAL CUSTOMERS OF IDAHO POWER
Teinert
IPC-O3-
TABLE OF CONTENTS
QUALIFICATIONS .......................................
INTRODUCTION AND OVERVIEW OF TESTIMONY. . . . . . . . . . . . . . . 4
FACTUAL BACKGROUND. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
RATE DESIGN & COST OF SERVICE ISSUES................ 12
Teinert
IPC-O3-
PLEASE STATE YOYR NAME AND BUSINESS ADDRESS.
My name is Pike Teinert and my business address is
834 Harcourt Road Boise , Idaho 83702.
WHAT IS YOUR OCCUPATION?
principal Energy Strategiesconsul tant
Group LLC, a consulting firm that provides services to clients in
the public utility industry.
ARE YOU SPONSORING ANY EXHIBITS WITH THIS TESTIMONY?
I am sponsoring Exhibit Nos. 206 through 208.Yes.
QUALIFICATIONS
PLEASE DESCRIBE YOUR QUALIFICATIONS TO TESTIFY AS AN
EXPERT IN THIS PROCEEDING.
I am an electrical engineer and I have thirty-four
years experience in the energy industry in positions ranging from
design engineer to Vice President. A complete resume, including
my educational background and employment history, is presented as
Attachment A.
HAVE YOU PREVIOUSLY APPEARED AS AN EXPERT WITNESS
BEFORE THIS COMMISSION?
have provided direct Idahotestimony in theNo.
Public Utilities Commission Case No.regarding anIPC-E-00-
industrial class customer and Schedule 19.
Teinert
IPC-O3-
INTRODUCTION AND OVERVIEW OF TESTIMONY
WHY ARE YOU TESTIFYING IN THIS CASE NO. IPC-E-O3-13?
retained by experthavebeentheICIP
wi tness assist the analysis Idaho Power rate
application case.filed this filingIdaho forPower
industrial customers, especially the proposed Schedule 19 is new
and radically different from its current rate Schedule 19. I have
reviewed the Company testimony and its exhibi ts well
discovery responsefiledintervenorsandthe the
Company. My testimony will focus primarily on Schedule 19 , but
silence other issues necessarily imp 1 Ydoesnot
of the Company s position.acceptance
PLEASE DESCRIBE HOW YOUR TESTIMONY IS ORGANIZED.
testimony and exhibits designwill address rate
issues and components but will cost of servicealso address
issues raterelatedspecific design elements and
parameters. Specific issues addressed will be the mandatory time-
of-use provisions in Schedule 19,cost of service for Schedule
19,service charges,line extension provisions of Schedule 19,
and power factor adj ustment provisions of Schedule 19.
Teinert
IPC-O3-
C. FACTUAL BACKGROUND
Q. YOU SAY THE PROPOSED SCHEDULE 19 IS RADICALLY DIFFERENT
FROM THE CURRENT SCHEDULE 19. CAN YOU GIVE EXAMPLES?
A. Yes. There have been many proposed changes to most of
the components of the current Schedule 19. An example of one of
the most radical is a proposed increase in the current Customer
Charge of $5.54 to a Service Charge of $500 per month, more
9000%theincrease.than Another radical difference
complexity and multiple combinations of Demand and Energy Charges
in the proposed Schedule 19 as required in its mandatory time-
use component. The current Schedule 19 has one Demand and Energy
Charge for each service level. The proposed Schedule 19 has as
many as three different Demand Charges and five different Energy
Charges. The proposed Demand and Energy Charges result in eight
different combinations of Demand and Energy Charges. There are
other examples of significant differences that I will discuss in
this testimony, but these two provide a striking contrast between
the current Schedule 19 and the Company s proposed Schedule 19.
HAS THE COMPANY EXPLAINED THE DIFFERENCES AND
COMPLEXITY PROPOSED SCHEDULE SCHEDULETHEITS
CUSTOMERS?
The Company has not provide records of meetings and
discussions they have had with Schedule 19 customers as requested
in ICIP'Production Request No.Al though the Company met36.
Teinert
IPC-03-
with the ICIP customers and some Specialsome Schedule
regarding rate case proposals there is noContract Customers
indication that the Company explained in detail the complexity of
the proposed Schedule 19 and no records of the meeting were
provided.
WHY IMPORTANT FOR THE COMPANY TO MEET WITH
CUSTOMERS AND DISCUSS THE DIFFERENCES THE CURRENTBETWEEN
SCHEDULE 19 AND THE PROPOSED SCHEDULE 19 RATES?
Time-of-use rates are very complex and require that
the clearly understand impacts the mul tiplethecustomer
pricing combinations for Demand and Energy Charges in different
seasons and different times of the day. When the customer clearly
understands these and other differences, then and only then, can
weigh increased electrici tythe continuingcosts
operate as he has in the past under the proposed Schedule
against making required changesthe in his operation torate
reduce summer season on peak demand and energy consumption.
WHAT TYPES OF CHANGES WILL A CUSTOMER CONSIDER WHEN
ATTEMPTING TO ADJUST TO SEASONAL AND TIME-OF-USE PRICE SIGNALS
A. Most importantly, customers will analyze the financial
impact of operating electrical equipment in off peak versus on
peak and hours.Examples financial impacttheseason
operational changes are; potential increased labor costs, reduced
production,addi tional capi tal more efficientforcostsnew
equipment,and increased O&M costs of changing the operation of
Teinert
IPC-O3-
electrical equipment. There are also employee moral issues that
changes employee work schedules necessary foraccompany
operational modifications.These are a few of the significant
changes customers analyze in attempting to adjust to seasonal
time-of-use rates and that is why it is important for the Company
to clearly communicate with the customer the specific changes in
the proposed Schedule 19.
HAS THE COMPANY ANALYZED AND/OR COMMUNICATED TO THE
CUSTOMER THE POTENTIAL BENEFITS OF PROPOSED SCHEDULE 19 TIME-OF-
USE RATE TO HELP OFFSET THESE FINANCIAL IMPACTS?
The Company First ProductionresponseICIP'
2 states,No analyses attempting to identify anyRequest No.
potential benefit or savings associated with mandatory time-of-
use for Schedule 19 customers has been performed.
HAS THE COMPANY ANALYZED ITS POTENT IAL BENEFITS
SAVINGS AND INCREASED REVENUES FROM THE PROPOSED SCHEDULE 19
MANDATORY TIME-OF-USE RATE?
The Company states in its response to ICIP'First
Production No.that,studiesRequestother have been
prepared of the benefits, savings and increased revenues for any
rate class other than the Residential rate class
Q. WHAT IS YOUR CONCLUSION BASED ON THE COMPANY'S LACK
ANALYSES OF THE BENEFITS SAVINGS AND INCREASED REVENUES FOR
EITHER THE COMPANY OR THE CUSTOMER FROM THE PROPOSED SCHEDULE 19
MANDATORY TIME-OF-USE RATE?
Teinert
IPC- E-O3-
A. Based on the responses to ICIP's Production Requests,
it seems clear that Idaho Power is proposing the implementation
of the mandatory time-of-use rate without carefully analyzing the
impact of the proposed Schedule 19 rate on either the Company or
the Schedule customers.The analysisCompanylack
indicates implement the proposedthatunprepared
Schedule 19. It also indicates that the Company is insensi ti ve to
impact its industrialthetheproposedSchedule
their employees and the communities in with they arecustomers,
located.
Q. DOES THE COMPANY PROVIDE ANY REASON FOR PROPOSING THE
MANDATORY TIME-OF-USE FOR ONLY SCHEDULE 19 CUSTOMERS?
The Company states in Ms. Brilz ' testimony on page 27
beginning at line 11 that Schedule 19 customers have the metering
in place Mr.Galethe hourly pricing.Alsoaccommodate
testimony beginning on page 13 at line 22 reasons that the cost
based approach to ratemaking influenced the Company s decision to
propose seasonal and time-of-use rates for certain rate classes.
DOES MR.GALE OFFER ADDITIONAL REASONS FOR THE
COMPANY'S DECISION TO PROPOSE MANDATORY TIME-OF-USE RATES.
Yes, in his testimony on page 11 beginning at line 6
explains primaryGalethattheCompany approachMr.
ratemaking during the last several general rate cases has been to
reflect costs as accurately as possible. Then Mr. Gale states:
Teinert
IPC-03-
Accordingly,the Company ratemaking proposals usually
advocate movement cost-of-service which assigntowardresul ts
to those customers that cause the Company to incur thecosts
costs. "
DO YOU BELIEVE THAT THE SCHEDULE 19 CUSTOMERS HAVE
CAUSED THE COMPANY TO INCUR THE COSTS ASSOCIATED WITH THE NEED
FOR SUMMER PEAKING RESOURCES?
Said in his testimony beginning on page No.Mr.
beginning at line 17 states:
Load customergrowthwi thin variousthe classes has
tended to be much more seasonal and dependent upon weather.As a
resul t of the loss of relatively flat loads and the addition of
non-interruptible Integratedseasonalloads,the Company
Resource Plan now shows the need for summer peaking resources
July,(Novemberand winter peaking resourcesJune,and August)
and December) .
The response the CommissiondatatheCompany
Staff's Second Production Request No. 15 and the Company s 2002
Said,clearlyIntegratedPlanreferencedResourceMr.
demonstrate notthatSchedulehave caused thecustomers
Company to incur the costs associated with the need for summer
peaking resources. Teinert Exhibit No. 206 includes the following
graph that contrasts the consumption patterns for the Schedule 19
customer class with the residential customer class.
Teinert
IPC-O3-
1---Total Monthly kWh - Residential & Industrial
class , Jan. 2001 - Sept. 2003
:5: 600 000 000
~ 500,000 000
:c 400 000 000
r:: 300,000,000
:E 200 000 000
n; 100,000 000'0
---
Addi tionally,
.......
c::
....... ....... N C")a a a a c:: ;:.. c. c. ..c.A' Q) -, Z ....... C/) u..
Jan. 2001 - Sept. 2003
C")
..l..
I .Tot. kWh Residential
Customers
Tot. kWh Industrial
Customers
----~--~~~~----
Teinert Exhibit No.207 which uses data
from MS. Brilz ' Exhibit No. 40 page 1 , also illustrates the lack
of seasonal variance in Schedule 19 customer loads. The following
graph, taken from Teinert Exhibit No. 207, summarizes the data in
the exhibi t .
Teinert
IPC-03-
1----~nth ~nC~dent Deman~ ~ G neration
~----
"C:;::: 1 200,000
I ~: 1
000 000
, '
0 c 800 000u ~
~ ~\ ~ 600 000
:5 ~..J 400 000
g ~ 200 000:i:
3: CIII ~c
)rit ~qj ~rit
-\
C;)
- -,--------- ~------ _.,---
20 O ~Mont
~__~_. -------_
These graphs clearly display
variance of the Residential rate class
demand versus the modestpatterns
Schedule rate class.The graph
illustrate customerIndustrialthatthe
-+-
Residential kW
--Schedule 19
the dramatic seasonal
energy consumption and
seasonal changes the
and Exhibi t No.205 also
class has not grown.
Certainly Schedule 19 customers have not caused the Company to
incur costs associated withthe the
believe Mr.resources.are
need peakingforsummer
Gales when states,
Accordingly, the Company s ratemaking proposals usually advocate
cost-of-service resul tstowardmovemen t which assign costs
those customers that cause the Company to incur the costs." Then
Schedule 19 customers ' rates should not include mandatory time-
design.Gale,(Referenceuserate
added) .
Di.emphasis
Teinert
IPC-O3-
STRUCTURE CUSTOMERSWHATRATEFORSCHEDULE
APPROPRIATE FOR SCHEDULE CUSTOMERS BASED MR.
TESTIMONY AND WHY?
illustrated in the graph in my Exhibit No.
GALE'S
206,
Schedule 19 customers contribute very little seasonal variance to
the Company s load shape in comparison to other customer classes
and the current rate structure for Schedule 19 customers,
Demand oneChargeand Energy Charge that does notone
seasonally or diurnally,acknowledges the relatively flat nature
with
vary
of Schedule 19 customer s load. Therefore I believe the current
Schedule rateappropriatethe mostratestructure for
Schedule 19 customers and should be the rate proposed in this
filing for Schedule 19 customers.
RATE DESIGN & COST OF SERVICE ISSUES
IN THE FACTUAL BACKGROUND OF THIS TESTIMONY YOU
DISAGREE WITH MANDATORY TIME-OF-USE FOR SCHEDULE 19 CUSTOMERS.
ARE THERE OTHER ELEMENTS OF THE PROPOSED SCHEDULE 19 RATE
YOU WILL ADDRESS?
THAT
A. Yes. I will address the service charge, line extension
and power factor adjustment provisions in the proposed Schedule
19.
Teinert
IPC-O3-
Q. WHAT ARE YOUR CONCERNS RELATED TO THE SERVICE CHARGE IN
THE PROPOSED SCHEDULE 19 RATE?
The Company proposes as shown in Ms.Brilz Exhibi t
No.pages through 76,increase the current Customer
Charge (the Customer Charge is proposed to be renamed Service
to $500 per month,an increase of more than 9000% forCharge)
secondary service level Schedule 19 customers and more than 500%
for Primary and Transmission service level customers. This is an
unexpected radical increaseand from the Company current
Customer Charge.
WHAT IS THE COMPANY'S RATIONALE FOR PROPOSING THIS
DRAMATIC INCREASE IN SERVICE CHARGE?
Ms. Brilz ' direct testimony on page 26 line 1 through
line 9 states that "The Company plans to emphasize increases to
both the demand and customer charges so that these components are
more reflective of costs." The Company s rationale is to recover
fixed cost associated with delivering energy andthemore
providing andservicesrelatedincreasingdemandcustomer
customer charges. The Company s calculations and data supporting
increase customerstheServiceChargeforSchedule
documented in Ms.The Company,Brilz Exhibit No.42 page
wi thout perexplanation,includes monthly meter reading cost
customer of $331.55 in its calculation of the Service Charge for
Schedule 19 customer.
Teinert
IPC-O3-
Q. DO YOU DISAGREE WITH THE COMPANY'S PROPOSED INCREASE IN
THE SERVICE CHARGE FOR SCHEDULE 19 CUSTOMERS AND IF SO WHY?
increases of from over 500% toYes.The Company
9000%Service explainedforChargesadequatelynotare
detailed meterit'testimony reading chargeandthe
$331.55 is an example of an unexplained and extremely high cost
for reading one meter.The Company should provide a much more
detailed breakdown, explanation and justification of all elements
of the Service Charge for all service levels included in the Cost
of Service Study. They do not provide this information in their
testimony and should therefore be denied the requested increase
in Service Charge for Schedule 19.
Q. WHY DO YOU DISAGREE WITH THE LINE EXTENSION PROVISIONS
IN THE PROPOSED SCHEDULE 19?
Ms.Brilz Exhibit page under AVAILABILITY
outlines the Company procedure for charging Schedule
customers for the construction additional substation and
transmission facilities required to serve the customer load.
The Company s administration of this provision of Schedule 19 has
been discriminatory and capricious and therefore should not be
included in the proposed Schedule 19.
Q. ARE THERE OTHER REASONS YOU DISAGREE WITH THE COMPANY'
PROVISIONS FOR LINE EXTENSION CHARGES FOR SCHEDULE 19 CUSTOMERS?
The Company s procedure for estimating new Yes.
loads customers flawed becauseaddedforSchedule the
Teinert
IPC-O3-
the insteadcustomerconnectedloadCompanyuses
diversified load in calculating the customer s contracted load.
Therefore, facilities required to serve the load, such as service
transformers distributionand facili ties pointfromthe
delivery to the substation are frequently over sized. When these
facili ties over sized the contribution aidare
construction, CIAC, is inflated and the customer is overcharged.
Teinert excessExhibi t 207 analyzes and calculatesNo.
distribution customerscapacitytransformerforSchedule
based data provided Exhibi tthe No.207Company.
calculates an installed distribution service transformer capacity
of 596,832 kva using data from the Company s Response to ICIP'
First Production Request No.alsoTeinert Exhibit No.14.207
uses a total Schedule 19 customer Coincident Demand ~ Generation
Level of 304,371 kW for July in the 2003 test year thefrom
Exhibit No.40 page Large Power Service column.Company
ratio 96%installed service capacityThetransformer
greater than the Schedule 19 peak test yearloadforthe
2003. This large excess distribution service transformer capacity
exceeds the capacity needed to serve the load.Schedule 19far
customers are therefore overcharged for this excessive capacity
in CIAC charges and in an inflated rate base fordistribution
the Schedule 19 customer class.
WHAT DO YOU CONCLUDE FROM YOUR FINDING THAT SERVICE
TRANSFORMER CAPACITY IS 96% GREATER THAN SCHEDULE 19 PEAK DEMAND?
Teinert
IPC-O3-
certainly theraisesquestionsrelati ve
appropriate level of rate base assigned to these customers.
raises questionsalso relati ve the Company planning
I know the Commission does not want to micro manageparameters.
the Company, however I believe this finding warrants a thorough
investigation in a separate docket that is opened for just that
purpose.
Q. DO YOU DISAGREE WITH THE COMPANY'S INCREASE IN THE
POWER FACTOR ADJUSTMENT MINIMUM FROM 85% TO 90%?
adj ustment providefactorclauses theYes.Powe r
Company with a method of recovering deli very capacity by reducing
reacti ve evidenceflow.Idaho does offerPowernotpower
testimony that its delivery system is capacity constrained due to
factor.Therefore,increase the minimumthe notpower
warranted.
ARE THERE OTHER CONCERNS YOU HAVE RELATED TO IDAHO
POWER'S PROPOSED RATES AND REGULATIONS FOR SCHEDULE 19 CUSTOMERS?
Each Schedule monthlyYes.customer pays
conservation Energy EfficiencychargethroughIdahoPower
Rider,oneSchedule91.Until 1997 Idaho had leastPower
Conservation customerspecificallyIndustrialfortheProgram
class.Currently Idaho administerdoesPowe r not any
Conservation or specifically for the ScheduleDSM programs
appropriateclass.that the Schedulecustomernot
Teinert
IPC-O3-
class contributes Rider butfundscustomerEnergyEfficiency
receives no direct benefit from them.
Q. SHOULD THE COMPANY'S CONSERVATION PLAN INCLUDE PROGRAMS
THAT USE ENERGY EFFICIENCY RIDER FUNDS FOR CONSERVATION PROGRAMS
SPECIFICALLY FOR SCHEDULE 19 CUSTOMERS AND WHAT DO YOU RECOMMEND?
This is the self-funding concept the ICIP hasYes.
promoted in the past.We strongly believe that each industrial
and special contract customer should be allowed to use the funds
contributes efficiency rider forIdahoPowerenergy
proj ects their appreciate theindustrialsites.own
Company efficiency bestNevertheless,theefforts.
conservation programs for any particular industrial customer can
only be identified by that customer.By allowing self-funding of
conservation assured thethatproj ects cantheCompany
individual measures are fully embraced by the host industrial
facili ty.This added benefit makes it more likely that whatever
conservation measure is installed will be maintained and updated
as necessary.
Q. DOES THIS CONCLUDE YOUR TESTIMONY?
A. Yes it does.
Teinert
IPC-O3-
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Calculation of Excess Distribution Service Trans. capacity for Schedule 19 customers
using data from the Company s Response to ICIP's First Production Request No. 14
and the Company s Exhibit No. 40 page 1, Large Power Service column.
Service Transformer size Number of transformers Installed kva
130
1245
2400
37.412.
127 6350
6675
100 7500
112 1456
112.337.
150 2550
167 11690
200 600
225 4050
250 7250
300 12300
333 5994
500 42500
600 1200
750 17250
833 10829
1000 63000
1500 109500
2000 4000
2500 111 277500
596832 kva
Total Schedule 19 Coincident Demand (fY Generation level of 304 371 kW for July 2003 -
from the Company s Exhibit No. 40 page 1 , large Power Service column = 304 371 kW
Total Installed Distribution Service Transformer capacity for Schedule 19 customers
Schedule 19 customer Coincident Demand ~ Generation Level for July in the 2003 test year
596,832 kv
304.371 kW
9609
This calculation yields an installed service transformer capacity that is 96%
greater than the Schedule 19 peak load for the test year 2003.
IPC-03-
Teinert Exhibit No. 208 page 1 of 1
ATTACHMENT A July, 2003
Pike Teinert
Principal Consultant, energy strategies group LLC
Pike Teinert, Principal Consultant
esg
energy strategies group LLC
834 Harcourt Road
Boise, Idaho 83702
Work (208) 429-0808Cell (208) 761-0808Fax (208) 342-1711
Email pteinert&cableone. net
Home (208) 429-9292
PROFESSIONAL BACKGROUND
Thirty-four years of experience in the energy industry in positions
ranging from Design Engineer to Vice President provide a breath and
depth of experience uncommon in the industry.
Encompassing positions at investor
Electric Power Research Institute,
industry experience has provided a
and challenging energy industry.
An engineer by education, with several years of engineering/technical
background, positions in customer services, marketing and sales
management positions have for the last 30 plus years immersed me in the
industry s complex marketplace. At Texas Utili ties Company during the
mid 1980' s head-to-head competition with gas and electric energy
companies provided the experience of successfully competing in an
industry that had been heavily regulated and noncompetitive for many
years. This unique blend of experience with some of the industry '
leading companies offers an exceptional resource for industrial
institutional, commercial and mass-market clients that require
strategic energy service/solutions.
owned/public power utilities, the
EPRI, and consulting this broad
unique perspective of the changing
SUMMARY
Extensive experience in the utility industry encompassing engineering,
electric service rules and regulations, consulting, sales, human
resources, field management, regional operations management, corporate
management and executive management positions provide a diverse and
solid base of experience. Significantly, this background with public
power, investor owned utilities and energy R&D, is vital experience in
understanding today ' s complex energy challenges. Frequent meetings with
client and company management and roundtable discussions with non-
management staff are important communications and discovery tools used
to develop understanding, consensus and solution driven results andvalue.
As Corporate Account Executive, Regional Operations Manager and Retail
Regional Manager for EPRI, the energy industry s premier R & D
organization, an understanding of a broad range of energy industry
organizations, functions and practices have been added to my experience
base. Complex strategic sales to clients like, Southern Company, TVA,
TXU, Williams Energy, Reliant Energy, UtiliCorp and other North
American energy companies averaging $ 4 5 million per year in sales
provide insight and understanding of strategies and practices in North
America s leading energy companies.
As Vice President at the Orlando Utilities Commission, I reorganized
the 207 employee, $10 million annual budget, Customer Service &
Conservation business unit into a customer driven, rapid response team
that reduced department expense by $1, 000, 000 annually and increased
Conservation program participation by 300%.
At Texas Utilities, I analyzed, planned and negotiated contracts with
large industrial, commercial and institutional customers such as Texas
Instruments, Abbott Laboratories, Nucor Steel, Baylor University, EDS
and the Ft. Hood Military Base in Killeen , Texas. These agreements
increased their reliability, provided effective and efficient service
extensions, decreased their exposure to sabotage, improved their energy
efficiency and reduced their per unit electricity costs. At Ft. Hood, 9
distribution points of delivery were reduced to 2 transmission points
for this 62 MW client and included a facilities lease and maintenance
agreement.
As proj ect team leader at Texas Power & Light Company, I developed
TP&L I s and subsequently Texas Utili ties first interruptible rate, which
ultimately served multiple customers with over 600 MW of dispatchable,interruptible load. This rate offered customers discounted energy costs
in return for demand interruption and also gave TP&L/TU an attractive
capacity avoidance and economic development/customer retention program
element.
In summary, this background and experience offers breath and depth that
is uncommon, unique, extremely beneficial and timely given the energyindustrys rapidly changing and complex environment.
EXPERIENCE , EDUCATION , PROFESSIONAL
Principal (February 2003 to Present)
esg, energy strategies group LLC, Boise, Idaho
Founded esg, energy strategies group LLC, an energy consulting firm, to
provide all markets with a strategic energy consulting practice
dedicated to energy solutions that ensure a stable and sustainable
energy future. Develops energy extension/service options that improve
service efficiency and effectiveness and provide value driven rate
options. Demand side strategies designed to develop, deploy and manage
strategic energy solutions for efficient and economic energy use. Using
industry leading technology and 30 plus years of experience, esg,
energy strategies group, LLC based in Boise, helps Idaho plan a clear
and concise energy road map for a stable and sustainable energy future.
Corporate Account Executive - (November 2001 to January 2003)
EPRI , Dallas, Texas
Managed the relationship/sales engagement with EPRI' s largest clients,
TVA, Southern Company, TXU and many other North American energy
companies. Responsibilities included initiating, developing and
maintaining account plans for each of these large and complex accounts,
including all business units. Account plans integrated the strategy,goals and obj ecti ves of all business units with corporate
vision/mission and EPRI resources including future, current and pastproducts and services. Responsible and accountable for $ 4 5M in total
annual sales of EPRI resources to these key clients. Initiated and
maintained Value Analysis and Partnership Plans for each of the key
clients which demonstrated the value of EPRI resources in their
companies and provided a roadmap for continued high value benefits.
Retail Regional Manager - (January 2000 to November 2001)
EPRI , Dallas, Texas
Manage EPRI' s Retail Sector sales in South Central North America
averaging over $11 million annually, exceeding maximum sales goals.
EPRI's Retail Sector includes Industrial, Commercial and Mass markets
technologies for end use equipment efficiency, load management, market
research, power quality, customer service, transportation and
marketing/trading leading edge technologies.
Regional Operations Manager - (January 1998 to January 2000)
EPRI , Dallas, Texas
Managed EPRI Regional Operations for South Central North America, with
sales averaging $70 million annually. This new position forecasted,
contracted, monitored, expedited and reported and tracked sales for the
region. Customer contract and project status reporting was a critical
client contact function of this position that improved customersatisfaction significantly.
Retail Regional Manager - (January 1996 to January 1998)
EPRI , Dallas, Texas
A new position that managed EPRI' s Retail Sector sales in South Central
North America averaging more than $ 11 million annually. Focused
heavily on customer care for EPRI' s Retail sector, technologies which
includes Industrial, Commercial and Mass markets for end use equipment,
efficiency, load management, market research, power quality, customer
service, transportation and marketing/trading technologies.
Self Employed (August 1994 to January 1996)
Orlando, Florida
Managing family equity assets during this time increased my knowledge
of financial markets in the U. S. and abroad. Success in this endeavor
provided time to re-examine past experience and affirm career
aspirations for the future. As the energy industry continued to move
toward deregulation and a competitive future, more innovative customer
options providing value added products, services and pricing became
available to the marketplace and provided significantly greater energy
industry opportunities.
Vice President, Customer Services and Conservation - (September 1993 to
September 1994)
Orlando Utilities Commission , Orlando, Florida
Direct responsibility for the 207 employee Customer Service,
Operations and Conservation Divisions for this 1100 employee,
customer electric and water utility. Overall, preparing these
Field
240,000
di visions
at OUC to be successful in the competi ti ve marketplace was the primary
goal. Reducing costs; improving service through benchmarking; improving
response time; consolidating and reorganizing nonresidential customer
service functions; develop, acquire and install a new state-of-the-art
customer information system and changing the conservation function to
increase customer participation in programs were methods used to reach
Customer Service and Field Operations mission and budget goals. Staff
were reduced, customer service improved, and response time reduced and
customer participation in conservation programs more than tripled.
Overall, quarterly customer opinion surveys improved as the three
divisions in this department prepared for the competi ti ve future.
Manager, Customer Services - (December 1992 to August 1993)
Orlando Utilities Commission , Orlando, Florida
Selected for this position in October 1992 by OUC' s General Manager and
an executive peer group committee in a vigorous and detailed selection
procedure following a national search. Primary goal of the selection
procedure was to find and hire an experienced knowledgeable leader to
manage the new Customer Service department and to prepare it for the
competi ti ve marketplace.
Corporate Customer Service Consultant - (October 1991 to November 1992)
Texas Utili ties Electric Company , Dallas, Texas
Customer Service, Technical and Marketing Support for 47 408 commercial
and industrial customers with an annual revenue of $333,711,000.
Competition for new customers, increasing sales to existing customers
and marketing demand side management technologies were most important
functions. Team Leader for New Rate Implementation and Distributed
Energy Interconnection Guideline committees.
Manager of Technical Services - (August 1985 to October 1991)
Texas Utili ties Electric Company , Dallas, Texas
Developed customer service and marketing policies, practices and
procedures for residential, commercial and industrial customers
encompassing 1,122,000 customers and $1,956,609,000 annual revenue.
Successfully downsized this office by 18 employees during company
mergers. Chaired Edison Electric Institute s Commercial & Industrial
Applications and Cogeneration/Customer Service Committees at the
Company.
Manager of Industrial Services (December 1980 to July 1985)
Texas Power & Light Company , Dallas, Texas
Developed policies, practices and procedures for new service,
marketing, sales strategy and tactics for 108,000 commercial and
industrial customers with annual revenue of $553,357 000. Held
positions on Edison Electric Institute and Electric Power Research
Institute Committees.
Manager, Bonham Office - (March 1979 to December 1980)
Texas Power & light Company, Bonham, Texas
Accountable for all operations, civic and community responsibilities
for Bonham and several surrounding towns for this investor owned
utility. Represented the Company before county and city officials, onci vic and community boards and was accountable for all Company
functions in the service area.
Assistant to the District Manager - (November 1977 to March 1979)
Texas Power & Light Company, Richardson, Texas
Responsible for management of all district employees in the largest
district in the Company, including approximately 80, 000 customers, 100
employees in construction, engineering, accounting and customer service
functions with a construction and operating budget of $10, 000, 000
annually.
Supervisor of Employment and Recruiting - (June 1974 to November 1977)
Texas Power & Light Company , Dallas, Texas
Interviewed and hired all professional personnel for the Company and
all non-exempt personnel for the corporate office. During fall and
spring recruiting seasons, supervised 5 to 10 recruiters on each trip
to 12 maj or uni versi ty campuses and filled an average of 30
engineering, accounting and sales positions each regular semester.
Power Consultant - (December 1972 to June 1974)
Texas Power & Light Company, Waco, Texas
Accountable as professional sales representative for 50 of the
Company s largest commercial and industrial customers, with annual
revenues of $35, 000, 000. Responsible for sales, billing concerns, new
service, service expansion/extension, rates and demand side management
programs.
Engineer - (September 1968 to December 1972)
Texas Power & light Company, Dallas, Texas
Designed electrical facilities for new and existing central station
power plants in the 375 to 750 megawatt range, with project costs up to
$350, 000,000. Interfaced with mechanical and civil engineering design
teams to integrate electrical design with their system.
Education, Professional, Civic
BS, Electrical Engineering - (September 1968)
Texas Tech University, Lubbock, Texas
Bachelor of Science, Electrical Engineering, 1968
Registered Professional Engineer - Texas, 1991-1998.
In Texas: Rotary International, Chamber of Commerce,Lions Club
CERTIFICATE OF SERVICE
I HEREBY CERTIFY that on this (qjh day of February, 2004, I caused a true and
correct copy of the foregoing DIRECT TESTIMONY OF PIKE TEINERT to be served by
the method indicated below, and addressed to the following:
Jean Jewell
Idaho Public Utilities Commission
472 West Washington Street
Post Office Box 83720
Boise, Idaho 83720-0074
( ) u.S. Mail, Postage Prepaid
fXJ Hand Delivered
( ) Overnight Mail
( ) Facsimile
( ) Electronic Mail
Barton L. Kline
Monica B. Moen
Idaho Power Company
PO Box 70
Boise, ID 83707-0070
bkline~idahopower.com
mmoen~idahopower.com
( ) U.S. Mail, Postage Prepaid
Hand Delivered
( ) Overnight Mail
( )
Facsimile
( ) Electronic Mail
Lisa Nordstrom
Weldon Stutzman
Deputy Attorney Generals
Idaho Public Utilities Commission
PO Box 83720
Boise, ID 83720-0074
1nordst~puc.state.id.
( ) U.S. Mail, Postage Prepaid
~Hand Delivered
( ) Overnight Mail
( )
Facsimile
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John R. Gale
VP - Regulatory Affairs
Idaho Power Company
Post Office Box 70
Boise, Idaho 83707-0070
rga1e~idahopower.com
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fMHand Delivered
( ) Overnight Mail
( )
Facsimile
( ) Electronic Mail
Randall C. Budge
Eric L. Olsen
Racine, Olson, Nye, Budge, Bailey, Chartered
PO Box 1391
Pocatello, ID 83204-1391
rcb~racinelaw .net
elo~racinelaw .net
( ) U.S. Mail, Postage Prepaid
( ) Hand Delivered
~vernight Mail
( ) Facsimile
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IPC-O3-
CERTIFICATE OF SERVICE - 1
Anthony Yankel
29814 Lake Road
Bay Village, OH 44140
yankel~attbi.com
( ) u.S. Mail, Postage Prepaid
( ) Hand Delivered
Overnight Mail
( ) Facsimile
( ) Electronic Mail
Lawrence A. Gollomp
Assistant General Counsel
United States Department of Energy
1000 Independence Ave., SW
Washington, DC 20585
lawrence.gollomp~hq .doe.gov
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( ) Hand Delivered
IX? Overnight Mail
( )
Facsimile
( ) Electronic Mail
Dennis Goins
Potomac Management Group
5801 Westchester Street
Alexandria, VA 22310-1149
dgoinspmg~ao1.com
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( ) Hand Delivered
rxrOvernight Mail
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Dean J. Miller
McDevitt & Miller LLP
PO Box 2564
Boise, ID 83701
joe~mcdevitt -miller. com
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MHand Delivered
( ) Overnight Mail
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Jeremiah J. Healy
United Water Idaho, Inc.
PO Box 190420
Boise, Idaho 83719-0420
j erry .healy~united water. com
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William M. Eddie
Advocated for the West
PO Box 1612
Boise, ID 83701
billeddie~nnci.net
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( ) Hand Delivered
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IPC-O3-
CERTIFICATE OF SERVICE - 2
Nancy Hirsch
NW Energy Coalition
219 First Ave. South
Suite 100
Seattle, WA 98104
nancvcmnwenergv.org
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Conley Ward
Givens Pursley LLP
601 W. Bannock Street
PO Box 2720
Boise, Idaho 83701-2720
cew~givenspurs1ev.com
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Hand Delivered
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Dennis E. Peseau, Ph.
Utility Resources, Inc.
1500 Liberty Street SE, Suite 250
Salem, OR 97302
dennytempcmvahoo. com
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Brad M. Purdy
Attorney at Law
2019 N. 17th Street
Boise, Idaho 83702
bmpurdvcmhotmail.com
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Michael Karp
147 Appaloosa Lane
Bellingham, W A 98229
Michae1~awish.net
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IPC-O3-
CERTIFICATE OF SERVICE - 3
Don Reading
Ben Johnson Associates
6070 Hill Road
Boise, Idaho 83703
dreading~mindspring.com
Michael L. Kurtz, Esq.
Kurt J. Boehm, Esq.
Boehm, Kurtz & Lowry
36 E. Seventh Street, Suite 2110
Cincinnati, OH 45202
mkurtz1aw~ao 1. com
IPC-O3-
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Nina M. Curtis