Electric Utility Benchmarking Assessment For Dover Electric Utility
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1 Electric Utility Benchmarking Assessment For Dover Electric Utility June 6, 2018 Avant Energy, Inc. 220 South Sixth Street, Suite 1300 Minneapolis, MN Tel: Fax : info@avantenergy.com
2 Table of Contents Section 1. Executive Summary 1 Section 2. Utility Leadership 4 Section 3. Evaluation of Utility Operations Common Themes 3.2 Transmission and Distribution 3.3 Engineering 3.4 System Operations 3.5 Metering 3.6 Generation 3.7 Indirect Service Centers Section 4. Electric Utility Financial Reporting and Benchmarking 37 Section 5. Alternative Organizational Constructs 42 Organizational Assumptions Summary of Alternatives Alternative 1) Group Engineering and T&D Alternative 2) Separate Divisions Alternative 3) Group Engineering and System Ops Alternative 4) Minimize Staffing Section 6. Recommendations for Implementation 55
3 Section 1. Executive Summary This section provides a high-level summary of the findings of the Electric Utility Benchmarking Assessment for the City of Dover Electric Utility.
4 2 Executive Summary
5 Executive Summary 3
6 Section 2. Utility Leadership This section provides a summary of the recommendations related to utility leadership based on Avant s meetings and other communications with Dover personnel.
7 Utility Leadership 5
8 6 Utility Leadership
9 Section 3. Evaluation of Utility Operations This section outlines recommendations for improving the operation of Dover s Electric Utility based on Avant s review of key documents and one-on-one interviews with Dover Electric Utility staff. Section 3 is broken down into the following sub-sections: 3.1 Key Focus Areas These are the key focus areas that apply to all departments within the Dover Electric Utility. Recommendations within each department are categorized by key focus area. 3.2 to 3.6 Specific Dover Electric Utility Departments The recommendations related to each department are based on industry best practices amassed from the Avant team s decades of utility operations and engineering experience. Recommendations are listed by priority order within each focus area. 3.7 Indirect Service Centers This section assesses how the City of Dover s indirect service centers interact with the Electric Department. Indirect service centers analyzed in this report include: Customer Service Procurement Finance Information Technology (IT) Human Resources (HR)
10 8 Evaluation of Utility Operations - Key Focus Areas
11 Evaluation of Utility Operations - Key Focus Areas 9
12 10 Evaluation of Utility Operations - Key Focus Areas
13 Evaluation of Utility Operations - Key Focus Areas 11
14 12 Evaluation of Utility Operations - Key Focus Areas
15 Evaluation of Utility Operations - Transmission and Distribution 13
16 14 Evaluation of Utility Operations - Transmission and Distribution
17 Evaluation of Utility Operations - Transmission and Distribution 15
18 16 Evaluation of Utility Operations - Transmission and Distribution
19 Evaluation of Utility Operations - Transmission and Distribution 17
20 18 Evaluation of Utility Operations - Transmission and Distribution
21 Evaluation of Utility Operations - Engineering 19
22 20 Evaluation of Utility Operations - Engineering
23 Evaluation of Utility Operations - Engineering 21
24 22 Evaluation of Utility Operations - Engineering
25 Evaluation of Utility Operations - System Operations 23
26 24 Evaluation of Utility Operations - System Operations
27 Evaluation of Utility Operations - System Operations 25
28 26 Evaluation of Utility Operations - Metering
29 Evaluation of Utility Operations - Metering 27
30 28 Evaluation of Utility Operations - Metering
31 Evaluation of Utility Operations - Generation 29
32 30 Evaluation of Utility Operations - Generation
33 Evaluation of Utility Operations - Generation 31
34 32 Evaluation of Utility Operations - Indirect Service Centers
35 Evaluation of Utility Operations - Indirect Service Centers 33
36 34 Evaluation of Utility Operations - Indirect Service Centers
37 Evaluation of Utility Operations - Indirect Service Centers 35
38 36 Evaluation of Utility Operations - Indirect Service Centers
39 Section 4. Electric Utility Financial Reporting and Benchmarking This section discusses key financial metrics for Dover s electric utility, including comparisons with competitors and peers.
40 Delaware Overall Rate Comparison 0.14 $ per kwh Delmarva Power City of Newark City of Milford Delaware Electric Coop Town of Middletown City of Dover Delaware Residential Rate Comparison 0.15 $ per kwh City of Newark City of Milford Town of Middletown Delmarva Power City of Dover Delaware Electric Coop Electric Utility Financial Reporting and Benchmarking
41 0.16 Delaware Commercial Rate Comparison $ per kwh Town of Middletown City of Newark City of Milford Delmarva Power City of Dover Delaware Electric Coop Delaware Commercial/Industrial Combined Rate Comparison 0.13 $ per kwh Delmarva Power City of Newark Delaware Electric Coop City of Milford City of Dover Town of Middletown Electric Utility Financial Reporting and Benchmarking 39
42 45 40 DEC 39.1 Newark Dover 17.3 Milford 21.5 DPL Electric Utility Financial Reporting and Benchmarking
43 Electric Utility Financial Reporting and Benchmarking 41
44 Section 5. Alternative Organizational Constructs This section provides an overview of alternative organizational constructs for Dover.
45 Alternative Organizational Constructs 43
46 44 Alternative Organizational Constructs
47 Alternative Organizational Constructs 45
48 46 Alternative Organizational Constructs
49 Electric Director Engineering Manager TEA NAES Electric Engineering T&D Supervisor Ops Supervisor T&D System Ops SCADA Tech Alternative Organizational Constructs 47
50 48 Alternative Organizational Constructs
51 Electric Director TEA Engineering Supervisor T&D Supervisor Ops Supervisor NAES Electric Engineering T&D System Ops SCADA Tech Alternative Organizational Constructs 49
52 50 Alternative Organizational Constructs
53 Electric Director Electric Engineering & System Operations Supervisor TEA Electric Engineering System Ops SCADA Tech NAES T&D Supervisor T&D Alternative Organizational Constructs 51
54 52 Alternative Organizational Constructs
55 Electric Director NAES TEA Contracted Engineering Lead T&D Supervisor Electric Engineering System Ops SCADA Tech T&D Alternative Organizational Constructs 53
56 54 Alternative Organizational Constructs
57 Section 6. Recommendations for Implementation This section provides a summary of recommendations from the benchmarking report.
58 56 Recommendations for Implementation
59 Recommendations for Implementation 57
60 BETTER IS POSSIBLE
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