Porcentaje de psudoatrosis según rangos de edad

Nicole W. Sitaraman, Assistant People’s Counsel

Exelon-PHI Merger Application (EC14-96)

In July 2014, OPC filed comments regarding Exelon’s proposed acquisition of PHI. In its comments, OPC raised several concerns, including the fact that the proposed complex corporate structure resulting from the merger of Exelon and PHI would pose serious challenges for state regulators and consumer advocates. OPC anticipated that the proposed merger would diminish the ability of the DC PSC to ascertain and verify the workings of the Exelon corporate structure and craft orders and regulations that send the appropriate and effective regulatory signals. OPC also raised concern about the influence that a company the size of the proposed post-merger company would be able to exert on the PJM Interconnection, LLC (“PJM”) stakeholder process. By combining so many regulated utilities and unregulated affiliates under one corporate umbrella, the PJM stakeholder process would likely disproportionately reflect the views of one corporation. On November 20, 2014, FERC authorized the merger as consistent with the public interest.

Responsible Staff:

Nicole W. Sitaraman, Assistant People’s Counsel

EPA’s Proposed Rule on Standards of Performance for Greenhouse Gas Emissions from New Stationary Sources: Electric Utility Generating Units under Section 111(b) of the Clean Air Act (“Proposed 111(b) Rule”)

The Proposed 111(b) Rule consists of a two-tiered approach to reducing carbon emissions for new power plants. First, there will be two limits for fossil fuel-fired utility boilers and IGCC units that allow companies a choice between two compliance periods: (1) 1100 lb CO2/MWh gross over a 12 operating-month period; or (2) 1000- 1050 lb CO2/MWh averaged over an 84 operating month (seven year) period. Second, for natural gas combined cycle units, the proposed limits are (1) 1000 lb CO2/MWh gross for larger units (>850 mmBtu/h); or (2) 1100 lb CO2/MWh gross for smaller units (≤ 850 mmBtu/h). Also, the Proposed 111(b) Rule calls for any newly constructed fossil-fuel power plants to achieve these new standards through the use of carbon capture and sequestration technology. OPC submitted comments to the EPA on the proposed rule on May 9, 2014.

Responsible Staff:

Page 33 of 69

DC Council Legislation

Renewable Portfolio Standard Amendment

In October 2013, OPC submitted testimony to the DC Council Committee on Government Operations on this legislation, which would remove black liquor as a qualifying biomass under the RPS's Tier 1 category of renewable sources. Black liquor is an industrial by-product of the pulp and paper industry. Paper mill facilities located outside the District in states such as Maryland, Ohio, Virginia, Michigan, Pennsylvania and Kentucky burn black liquor to create electricity. They then sell that energy, in the form of renewable energy credits (RECs), to electricity suppliers servicing the District. These RECs are then counted toward the electricity suppliers' obligation under the RPS. OPC supported the overall objective of the legislation given black liquor's negative impact on public health and the environment as well as the rising cost of black liquor RECs in the PJM market. Subsequent to the submission of this testimony, OPC participated in an RPS Amendment Working Group to further refine the draft legislation.

Responsible Staff:

Nicole W. Sitaraman, Assistant People’s Counsel

Sustainable DC Omnibus Act

In FY 14, OPC submitted testimony to the DC Council Committee on Transportation and the Environment on this omnibus legislation, which contained a suite of bills seeking to codify policies set forth in the City’s Sustainable DC Plan. OPC submitted testimony on Title I, Subtitle C of the bill, which sought to amend the Clean and Affordable Energy Act of 2008 by eliminating the function of the SEU Advisory Board. OPC opposed this provision, which was subsequently removed from later drafts of the legislation. OPC later participated in an energy benchmarking working group to deliberate on the section of the legislation focused on enhancing data access for energy benchmarking in the District. This energy benchmarking working group successfully worked together to come to a consensus on how to refine this provision of the legislation. The Sustainable DC Omnibus Act was later passed by the DC Council. Responsible Staff:

Page 34 of 69

23. Did the agency meet the objectives set forth in its performance plan for FY14? Please provide a narrative description of what actions the agency undertook to meet the key performance indicators or any reasons why such indicators were not met.

In FY 2014, OPC staff received 3,294 consumer inquiries and complaints. Staff participated in 240 meetings during the fiscal year. In compliance with the Language Access Act of 2004, OPC’s meetings included outreach to the NEP/LEP communities. OPC’s outreach and education performance measurement for NEP/LEP consumers was not fully met in FY 14. This can be attributed to using attendance as a key performance indicator as opposed to the number of meetings conducted. Indeed OPC held more meetings in FY 14 than FY 13 for the NEP/LEP communities (61 meetings in FY 13 and 72 meetings in FY 14). The measure has been revised for FY 16.

Page 35 of 69

24. How well is OPC currently meeting the objectives set forth in its performance plan for FY15? Please provide a narrative description of what actions the agency is undertaking to meet the key performance indicators or any reasons why such indicators are not being met.

OPC is on course to meet its FY 2015 Performance Plan objectives. To date,, the agency is working diligently to effectively and efficiently assist D.C. consumers with individual complaints and concerns regarding their utility service and bills on both an informal and formal basis. OPC staff is also conducting consumer education events, which includes outreach to non-English speaking and senior consumers. In addition to its regular consumer education program, OPC is partnering with AARP to conduct educational workshops to seniors to educate them on competitive energy suppliers (“CES”). As a component of its CES monitoring program, OPC staff has and continues to schedule meetings with CES company representatives to discuss regulations governing sales and marketing to District consumers. OPC has also held briefings for consumers on the Exelon/Pepco merger and Pepco/DDOT Undergrounding Plan. In addition, OPC has provided educational briefings on WGL’s Accelerated Pipeline Replacement Program and Verizon’s transition from copper to fiber optic cable to consumers and community leaders.

Page 36 of 69

25. Please describe any initiatives of your agency implemented in FY14 or thus far in FY15, to improve the internal operation of the agency or the interaction of the agency with outside parties. Please describe the results, or expected results, of each initiative. If the results fall into the “expected” category, please provide a timeline explaining when the results can be expected.

To improve internal agency operation, OPC hired a Chief Operations Officer to oversee and manage the administrative operation of the agency; as well as upgraded its telecommunications and computer systems.

In efforts to foster a culture of inclusion and clear communication, the agency has begun holding regular, more comprehensive agency-wide staff meetings where the activities of all divisions and individuals are presented and discussed, in addition to holding more consistent divisional meetings. To further foster strong staff morale and collaboration for greater achievement of agency goals, OPC executive management hosted two staff appreciation lunches. Also note that to facilitate the establishment of clear performance expectations, managers took performance management training hosted by DCHR’s Center for Learning and Development (CLD).

In addition, OPC obtained expert guidance on how to enhance internal agency operations: Ivy Planning Group – FY14

OPC engaged the services of the Ivy Planning Group to perform a culture survey and assessment to provide the Agency a baseline understanding of the challenges and opportunities to operating as a high-performing team. As a result of the assessment and survey, OPC would receive recommendations for addressing any revealed issues, leveraging opportunities, and managing any resulting change.

The resulting recommendations, agreed to by agency staff included:

 Create an agreed-to culture (“One OPC”) to be characterized by inclusion, trust, and clear communication;

 Establish clear performance expectations and hold everyone accountable;

 Leverage employees’ connection to the OPC mission to motivate internal change.

Novatric – FY14

Novatrics worked with OPC for the purpose of proposing an organizational structure that facilitated and fostered appropriate executive level decision making and effective management; identify systemic flaws to the organizational structure and recommend corrective action; review position descriptions for consistency with actual on-the-job work proposals; and examine OPC’s organizational chart, strategic plan and organizational structure and propose direction, if needed, for a reorganization to achieve best staff alignment to conform with the Agency’s mission/vison and executive decision making.

Page 37 of 69