Seattle City Councilmember Bruce Harrell

As Chair of the Seattle City Council’s Energy and Technology Committee, it is my job to make recommendations on policy and legislative matters regarding your largest public utility – Seattle City Light. My role includes reviewing its finances, rates, conservation policies and strategic plan. However, every four years I assume the role of “Board Chair” to examine whether the leader should keep his or her job or, in the alternative, whether new leadership is needed. That was the case four years ago when City Light Superintendent Gary Zarker was not confirmed.

How do you evaluate a CEO? Rate payers care about competitive and predictable rates. Customers care about customer service. Employees care about morale, trust and fairness in their workplace. Union members care about jobs for their members. Citizen advisors are concerned about the stability, predictability and condition of the utility’s aging network. Conservationists are concerned about City Light’s efforts to use new and renewable forms of energy and commitment toward sustainability. A strong evaluation considers all of these factors.

Personally, I was not looking for acceptable leadership or simple “competence.” I want remarkable leadership that understands what it takes to steer City Light back to its rightful place as one of the top public utilities in the nation. I believe that Superintendent Carrasco has set the wheels in motion to achieve that. The rates have remained competitive and stable, customer service has vastly improved, and progress is being made on an accelerated conservation plan that will account for 36% of new resources by 2020. Despite these achievements, City Light has issues that still require attention.

Continue Reading »

On Wednesday, June 18, 2008, Councilmember Harrell, chair of the Energy and Technology Committee will disclose his recommendation of whether or not to reconfirm Seattle City Light Superintendent Jorge Carrasco. The meeting begins at 2:00 p.m. in Council Chambers at City Hall. There will be a public comment session at the beginning of the meeting and the public is welcome to attend.

Councilmember Harrell began the reconfirmation process in the middle of February and has been very thorough in gathering information and establishing a process by which key department heads should be measured. There have been several “information gathering sessions” with City Light employees and ratepayers, as well as a May 13, 2008, public comment session in Council Chambers. He established a voluntary team of facilitators to assist in the process, oversaw City Light employee polling, and kept a log of all feedback, whether positive or negative. His work also included a review of Council recommendations to City Light within the last four years. All of the interaction with employees and ratepayers has played an important role in the development of Councilmember Harrell’s recommendation, which will be disclosed at the June 18th meeting.

After the recommendation passes out of the Energy and Technology Committee, it will go before the Full Council for a vote on Monday, June 23, 2008.

No Rubber Stamp on City Light Superintendent Confirmation

By Bruce Harrell

This spring, Seattle City Light Superintendent Jorge Carrasco is up for reconfirmation. It will focus on key issues defining successful leadership. We need strong, forward-thinking leadership that will provide solutions to the challenges the utility faces; that understands customers and their concerns about rates; and that is able to command the confidence and respect of the work force.

Owned and operated by the City of Seattle, City Light is one of the largest public utilities in the United States, receiving over $830 million in annual revenue. My father began his career with City Light as an apprentice lineman and retired after almost 30 years as the manager of internal audit. His tenure at City Light resulted in my life-long connection with the utility. As chair of the Energy and Technology Committee for the Seattle City Council, I am charged with its legislative oversight. As such, I fully accept my obligation to administer the reconfirmation process in a thorough manner. My background in law and organizational effectiveness will be useful tools; but more importantly, so will the feedback from its employees, customers and my colleagues on the Council.

Reconfirmation decisions should never be a slam dunk. Back in 2003, the Seattle City Council was faced with reconfirming City Light Superintendent Gary Zarker. He was drawing criticism for a 58% rate increase, doubling the debt, and failing to implement a critically important risk management plan. Faced with the reality that the City Council was not going to reconfirm him, Zarker abruptly retired. After a nationwide search, Carrasco accepted the helm.

But Superintendent Carrasco too has drawn criticism on a number of fronts: employee morale, risk management, and failing to promote from within.

On the other hand, rates have decreased by 13 percent over his tenure and the utility has begun work on Council mandated initiatives, specifically asset management, outage management, and strategic planning. It is my job to analyze the achievements as well as the deficiencies; to weigh and balance performance and service.

The absence of a risk management plan was one of the main elements that led to Zarker’s departure. Risk management is a critical tool for minimizing the risks inherent in energy trading. In order to balance power generation against customer demand, City Light buys power and also re-sells surplus power. The wholesale revenue generated from energy trading goes to offset costs, allowing it to keep rates lower. Managing risk in this trading scheme is critical for City Light’s success.

An employee survey of City Light Employees in 2007 suggested a possible disconnect between the workforce and management that could undermine the organization’s success. There are also new workforce challenges on the horizon. City Light will be faced with a large number of long-time employees retiring within the next several years. What is the plan to address this to ensure high performance?

City Light, like all large utilities, is also required by I-937 to carry out “cost-effective energy conservation” and acquire 15% of their electricity from new and renewable sources, such as wind and solar, by the year 2020. I would like to see City Light distinguish itself by fulfilling its mission to develop green alternatives and fully predict the localized impacts at the watershed level arising from global warming.

City Light Last, I see customer service as an over-arching principle that should guide the utility. Although City Light is owned by the public and operated on their behalf, it is a monopoly. The danger of operating like a monopoly can erode customer service and for that reason, it must be ever vigilant in demonstrating that it is meeting its customers’ needs. It is not sufficient to just “keep the lights on”. In a world where people are accustomed to choice in the marketplace, City Light must make the extra effort to add value to the service it provides. I will make this a touchstone of my tenure as Chair of the Committee.

Superintendent Carracso’s reconfirmation must be a thorough process. A process where all the elements are examined and proper constituent and employee outreach is conducted. That is what I intend to do.

1. Seattle City Light Superintendent Reconfirmation Process
2. SLU Substation and Network Plans
3. Resource Acquisition and Risk Management Plan
4. Reliability and Distribution Review
5. Long Term Financial Forecast Review
6. SCL Human Resource Evaluation
7. Broadband Initiative
8. Technology Infrastructure Optimization Review
9. Citizen Engagement Through Technology
10. Equal Access to Technology Initiative
11. Municipal Technology Global Evaluation