With competition looming, electric utilities increasingly resort to price discounts, both to retain customers and to alleviate some of the pressure to introduce retail competition. Performance-based ratemaking (PBR), which allows utilities greater flexibility in offering price discounts, is emerging as an integral component of many restructuring proposals.
However, flexible pricing can create inequity among ratepayers.
Quizzed by lawmakers, and buffeted by political winds, regulators ponder an uncertain future.
Agree or not, utility commissioners are part judge, part regulator, and part politician.
Now that incumbent LECs must offer all services for resale, state regulators must decide the appropriate level of discount for the new resale tariffs.
Discounts could put incumbent LECs at a disadvantage, since many local exchanges already price below the cost of service, particularly for basic residential access.
Objective. Estimate market impacts of "1+" dialing parity plus eliminating traditional LATA boundary.
Model. Measure shifts in market dominance between major competitors, by assuming price changes and estimating revenue impacts across range of demand elasticities, to reflect both changed rates and market shares. Also consider changes to revenues collected by U S WEST through carrier access charge (CAC).
Scope. Limited to residential toll calls carried by AT&T and U S WEST. Does not examine commercial toll customers.
Data.
Flexible pricing schemes generally fall into four categories:
Load Retention Rates. Can prevent a customer from exiting system, either by relocating or choosing to self-generate. If retail competition is allowed, load retention rates can prevent customers from choosing a different generation company.
Economic Development Rates. May attract new customers to a service territory, or encourage existing customers to expand operations and boost demand. Differ from load retention rates by purporting to create jobs.
Flexible Rates (Flexrates).
After a year and two task forces, the National Association of Regulatory Utility Commissioners (NARUC) could soon have a new structure.
"With all these industry changes, we need to look internally, as commissions are also being asked to change, to see what changes will compliment what's happening out there in the industry," says John Gawronski, NARUC spokesman.
As state public utility commissions (PUCs) undergo restructuring, consumer advocate services also face possible cutbacks.
California PUC:
In California, the CPUC's Vision 2000 plan would affect various independent departments, such as the Division of Ratepayer Advocates (DRA), Office of Administrative Law, and Department of Policy. It would recast those agencies into eight divisions: customer services (consumer complaints), human resources, information services, energy, telecommunications, rail safety, carriers, and water.
Penn. Examines
Utility Accountability
for Contractors
Pennsylvania State Senator Albert V. "Bud" Belan (D-West Mifflin) has disagreed with the findings of an internal investigative report by former state Attorney General Walter Cohen that exonerated Peoples Natural Gas Co. (PNG) from any responsibility for the alleged attack and rape of a utility customer by a private contractor hired to read gas meters.
To prepare a report on stranded investment mandated by the Texas legislature, the Texas Public Utilities Commission (PUC) has asked electric utilities to file the required financial information using a new model.
The model consists of six scenarios that use a number of variables approved by the PUC to yield a broad estimate of excess cost over market (ECOM) (em a measure of potential stranded costs. Each utility will file 54 "snapshots" of its potential excess-cost factors based on various competitive market scenarios and market-price assumptions.
$8.5-million refund for customers of Orange & Rockland Utilities, Inc. (O&R) in light of improprieties committed by some of the utility's former senior executives (Case 96039/95E0491). Since the investigation began, O&R has terminated or retired eight of 11 senior managers and replaced its external auditing firm.