Dr. House is an approved Senior Consultant at Appleton Greene and he has experience in management, production and finance. He has achieved a Doctorate in Engineering and Economics, a Master of Science in Environmental Studies and a Masters of Arts in Secondary Education. He has industry experience within the following sectors: Utilities; Energy; Consultancy; Government and Agriculture. He has had commercial experience within the following countries: United States of America; Mexico; Thailand; and United Kingdom, or more specifically within the following cities: Los Angeles CA; San Francisco CA; Mexico City; Bangkok and London. His personal achievements include: saved $35 million California water; water energy nexus implementation; California energy efficiency training audits and renewable energy development tariff rate evaluation. His service skills incorporate: policy guidance; strategic planning; project evaluation; renewable implementation and energy efficiency.
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Dr. House has worked for the California Energy Commission (CEC) as a utility planner, and was the Chief Utility Planner for the California Public Utilities Commission (CPUC). He taught engineering in Graduate School at U.C. Davis and is the founder of Hydropower for the U.C Davis Energy Institute. He is the Association of California Water Agencies (ACWA) energy consultant, representing 500 water agencies which are responsible for over 90 percent of the water delivered in California and is the California Rural Water Association (CRWA) energy specialist, representing over 1,100 rural water and wastewater systems. He works for the California Public Utilities Commission as an expert witness on transmission issues and their water-energy expert. He is the Energy and Efficiency Trainer for the National Rural Water Association (NRWA). He is also an investment management expert consultant in the water and energy areas for: Gerson Lehrman Group-GLG Scholar Program; eWork Markets; Price Waterhouse-Vantage Marketplace; Roundtable Group; Standard & Poor’s Society; and the Coleman Research Group. He has been responsible for the training and installation of over 25 small hydroelectric facilities in Southeast Asia.
Water and energy are both highly stressed sectors currently undergoing massive transformations. This transition phase is unsettled and presents many opportunities for customers to assist in guiding the discussion and development of the future regulatory environment, protect past investments, and to evaluate new investments to reduce their operating costs and comply with regulatory mandates like greenhouse gas emission reductions. Water: the procurement, treatment, distribution, and wastewater treatment are energy intensive, and proposed methods to address water quality and availability concerns as well as adapting to climate variations are even more energy intensive and costly. Improvements in water system energy efficiency and the development of alternatives like renewable energy can be quite cost effective options with rapid paybacks, and can not only improve operating budgets but can significantly reduce greenhouse gas emissions with relatively minor costs. The digitization of water system data also offers unique opportunities in system optimization, customer service, and the development of new revenue channels. The water infrastructure repair global market is being driven by unprecedented need for water infrastructure repair, global and regional population growth, climate changes, and new and emerging technologies. Energy: the intersection of dropping renewable energy costs, plummeting energy storage costs, and the digitization of utility data, and the imposition of greenhouse gas reduction targets is forcing utilities to radically change their business model. The monolithic electric utilities that generated power and then shipped it to customers over their wires are being forced by the availability of customer generation, energy storage, electric vehicles, digital appliances, and enhanced customer information to change their business plan in order to survive. This transition will change what opportunities customers have for electric service, what customers pay for electricity services, how they pay for those services, what customer responsibilities are with regards to their operation, and will present opportunities and challenges as incentives, and penalties, as well as changes in responsibilities become more common in the new electric utility industry. New and emerging technologies and policies present challenges for many customers. Customer need guidance from an active and knowledgeable participant in the transition. Knowledge of the available technologies as well as the transition environment and the regulatory framework that is being modified is essential for positioning customers to take advantage of these changes and position themselves for the future.
Four questions need to be answered: 1) Where are we now? 2) Where do we want to be? 3) How do we get there? 4) How do we measure progress?
Survey the history and current position. One of the most important components of planning is an initial evaluation of historical and current activities. From the evaluation, the organization should identify its strengths and weaknesses and determine its opportunities and threats. The evaluation of the past and current activities should include a thorough review of all aspects of its structure and operation including: scope; organization; personnel; fiscal resources; relationships and regulatory burden.
Identify Future Directions and Needs. Identifying future directions and needs which must be considered and addressed in strategic plans. There must also be an identification of new and emerging technologies, which impact activities and the changing needs of services provided.
Define Objectives and Actions and Assign Priorities. Develop a statement of objectives that includes a clearly defined purpose-measured process in an achievable time schedule. Qualitative as well as quantitative measurements are useful when developing objective statements.
Develop Goals to Meet Objectives. Develop a statement for each goal that includes a clearly defined purpose-measured process in a specific time period. Multiple goals may be required to meet a particular objective timelines and responsibilities.
The emphasis for this consulting service is water and energy. While water and energy are inextricably linked, they are often evaluated independently of each other. Combining their evaluation into a more integrated approach to address the challenges and opportunities of the water-energy nexus can have significant benefits for organizations and companies.
Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.
Organizations and companies are constantly challenged to manage complex and changing problems with limited resources. They must address new as well as ongoing responsibilities while containing and even reducing costs. A strategic plan is essential for success. Strategic planning requires broad-scale information gathering, an exploration of alternatives and an emphasis on the future implications of present decisions. It facilitates communication and participation and fosters orderly decision-making and successful implementation. A strategic plan is a practical action-oriented guide, based on an examination of internal and external factors, which directs goal-setting and resource allocation to achieve results over time. A strategic plan develops 1) a clear statement of the current status and mission and vision, 2) identifies a set of goals and objectives, 3) formulates key strategies that address those factors that are essential to the plan’s success, 4) assigns resources and responsibility for implementing components, and 5) develops evaluation metrics to determine progress in plan implementation. After the objective statements and established goals to achieve its objectives are established, the next step is to identify the implementation tasks for each goal. Establishing a plan to achieve each goal is essential to enable the determination of the required effort, the timing of that effort, the available resources, and the assignment of responsibilities.
The development of specific and measurable metrics and strategies, used to accomplish the stated goals and objective results in detailed work (action) plans. These work plans lead to resource allocations, responsibility assignments, and schedules for implementation. An Action Plan is a detailed description of the strategies used to implement an objective. Action plans break strategies into manageable parts for coordinated implementation of goals and objectives. Task specification includes: staff assignments; material resource allocations and schedules for completion. Action plans specify detailed cost and expenditure information and are often referred to as “operational plans” or “implementation plans.”
Perhaps one constant today is the notion of change. Increasing demands for services, shrinking resource bases, increased regulatory burdens, and greater expectations for service all combine to form a dynamic environment. Successful planning uses regular reviews and updates to check progress and reassess the validity of the plan based on changes in the environment it is operating in. The plan can be updated to make the adjustments necessary to respond to changing circumstances and take advantage of emerging opportunities. It sets targets for performance, incorporates ways to check progress, and provides guidance for on-going operational and capital plans and budgets. Intermediate performance measure targets should be established for each objective that represents incremental improvement.
Measuring progress in the execution of strategic plans consists of regular reviews and evaluations. The reviews should address objectives, goals, tasks, and target dates. Evaluations should determine whether the execution of the plan is producing the necessary accomplishments in the expected time frame. These regular reviews and evaluations are necessary to determine if progress toward meeting the objectives is on schedule. If needed, appropriate, corrective actions should be identified and implemented. Performance Accountability is a means of judging policies and programs by measuring their progress towards achieving agreed-upon performance targets. Performance accountability systems are composed of three component-defining performance measures including: outcomes; measuring performance and reporting results.