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Cost of Service Regulation In the Investor-Owned Electric Utility Industry
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1 Cost of Service Regulation In the Investor-Owned Electric Utility Industry A History of Adaptation Prepared by: Dr. Karl McDermott June 20122 2012 by the Edison Electric Institute (EEI). All rights reserved. Published Printed in the United States of America. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage or retrieval system or method, now known or hereinafter invented or adopted, without the express prior written permission of the Edison Electric Institute. Attribution Notice and Disclaimer This work was prepared by Dr. Karl McDermott. When used as a reference, attribution to EEI is requested. EEI, any member of EEI, and any person acting on its behalf (a) does not make any warranty, express or implied, with respect to the accuracy, completeness or usefulness of the information, advice or recommendations contained in this work, and (b) does not assume and expressly disclaims any liability with respect to the use of, or for damages resulting from the use of any information, advice or recommendations contained in this work. The views and opinions expressed in this work do not necessarily reflect those of EEI or any member of EEI. This material and its production, reproduction and distribution by EEI does not imply endorsement of the material. Published by: Edison Electric Institute 701 Pennsylvania Avenue, N.W. Washington, D.C Phone: Web site:3 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation Table of Contents Acknowledgements... v Executive Summary... vii I: Introduction: Regulation as an Ongoing Equilibrium Process... 1 II. The Structure of Cost of Service Regulation... 3 A. The Origin of the End Results Doctrine... 3 B. The Utility as a Public Service Firm... 4 C. The Regulatory Compact... 5 D. Total Revenue Requirement... 8 E. Implementation of the Bargain via the Rate Case F. Operationalizing the Bargain: A Framework for Analysis III: The Evolution of Regulatory Policy A. The Golden Age: Build and Grow, 1940 through B. 1970s: The Rise of Inflation and the Crash in Growth C. 1980s: Issues of Nuclear Prudence and Plant Cancellation D. Market Restructuring in the 1990s E. Post Markets: Restoring Customer and Investor Confidence IV. Conclusions References Articles, Books, and Reports Laws, Tariffs, Legal and Regulatory Cases iii4 5 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation Acknowledgements As in all projects of this nature the author is indebted to a number of people who have taken the time to review the monograph and provide comments. I would like to thank Eric Ackerman, Ken Costello, Michael Crew, Brent Gale, Mathew Morey, and Carl Peterson. In particular I would like to thank Carl Peterson, as he has so often in the past, as a colleague and friend spent considerable time trying to disabuse me of certain modes of thought and historical inaccuracies, that he is not always successful is not his fault for lack of trying. A project of this nature always benefits from the research that came before and the bibliography hopefully gives credit to the many thinkers on whose shoulders this work product stands, in particular the work of James Bonbright, Paul Joskow, and Alfred Kahn significantly influenced the development of the author s thinking. Any remain errors, of course, are solely the responsibility of the author. v6 7 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation Executive Summary This paper examines the history of cost of service regulation in the investor-owned electric utility industry. Its purpose is to provide perspective on the issues facing utilities, their customers, and their regulators today. Section I, Introduction, describes Cost of Service Regulation (COSR) as an ongoing equilibrium process that is forever rebalancing the relationship between customers and investors. Although observers have periodically argued the need for reform, COSR has proven remarkably resilient and useful precisely because it has responded in a pragmatic fashion to new issues as they have arisen. Section II, The Structure of Cost of Service Regulation, describes the development, through the Supreme Court s Hope decision in 1944, of a core structure that has endured through the present time. The Court in Munn v. Illinois (1877) first acknowledged the need to protect the public from the exercise of monopoly power by railroads, although the means for such protection (what was to become COSR) was not available in 1877 and had to be developed through a process of trial and error. In Hope, the Court recognized that the regulatory contract involved a balancing of interests between investors and consumers. The Court recognized that regulators need to be free to employ a wide range of methods to ensure that the bargain is preserved under changing economic conditions. It is the end result, not the methods employed, that is the regulator s responsibility. Co-evolving during the early days of regulation was a legal theory of the public service firm (i.e., the public utility). In Smyth v. Ames (1898) the Supreme Court found that a railroad is a public highway: even though the railroad was constructed and maintained by a private corporation, the railroad derived its existence and powers (e.g., of eminent domain) from the state. In effect, it was recognized as performing a function of the state. The concept of the Regulatory Compact recognized a set of mutual rights, obligations, and benefits forming, in effect, a relational contract between utilities and their customers. The utility was granted an exclusive service franchise/territory, and in exchange, accepted the responsibility to serve everyone in the territory and submit to price (rate) regulation. The utility was obligated to supply service efficiently, but had the right to recover its costs, including an opportunity to earn a return/profit equal to its market-determined cost of debt and equity capital. Required revenues the total of all costs prudently incurred to provide service is a key element of COSR. In order to establish a just and reasonable rate, regulators identify costs incurred during a test year, which is a snapshot of ongoing utility costs. In general, required revenues are defined as: TR TC [ RB D] ROR OE d T (1) Where: TR = total revenue TC = total cost RB = rate base or value of capital D = accumulated depreciation vii8 Executive Summary ROR = rate of return OE = operating expenses d = annual depreciation cost T = taxes. Required revenues and the rates necessary to realize them are established via the rate case, which is a quasijudicial procedure designed to provide due process to all affected parties (e.g., the utility, investors, customers) and produce rates which are just and reasonable. As part of the rate case process, regulators evaluate the prudency (i.e., recoverability) of costs after they are incurred. In effect, regulation serves as an administrative replacement for the market in determining whether costs are efficient. Once the revenue requirement is established, the rates are applied to the real time, real world market place where a set of dynamic factors, including demand growth, inflation, and government mandates determines the actual cash flows and earnings of the utility. To the extent that the real world approximates the assumptions used to establish the total revenue requirements, the COSR model can operate effectively with regulatory lag serving as an incentive to control costs. However, if technical, economic, and financial shocks negate these assumed conditions, regulators have been required to search for pragmatic policy adjustments in order to re-establish the balance of interests. Section III, The Evolution of Regulatory Policy, reviews the administration of the foregoing regulatory structure in the decades since Hope, demonstrating that while the structure has changed little, key aspects of regulatory policy have changed a great deal. Key policy adaptations are summarized in Table 1. Table 1. Changes to Regulatory Compact Over Time Assumptions for Initial Regulatory Bargain Major Issues Adaptations Golden Age ( ) Growth in sales Economies of scale Stable input prices Management control over all cost factors Expanding sales to fuel growth in economy Financially healthy utilities No major federal legislation TRR, historic test years, and no post-test year ratemaking Historic depreciated cost valuation of rate base (as a result of Hope) Changes in Assumptions for Regulatory Bargain Major Issues Adaptations Rise of Inflation (1970s) Sales growth slows Unstable input prices Rising interest rates Economies of scale fading (construction cost increases) Financial instability for utilities Higher prices for consumers Capital cost overruns and cancellations of major plant investment Nuclear safety Construction Works in Progress Rise of fuel adjustment charges with more regulatory oversight Federal legislation (PURPA, Fuel Use Act, etc.) Changes in nuclear industry regulation viii9 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation Excess Capacity (1980s) Sales growth rebounds, but at lower levels Input prices begin to stabilize Economies of scale largely eroded Public planning process for new generation capacity Demand-side management programs are emphasized Capital cost overruns and cancellations begin to affect rates Incentives for least-cost operation and investment questioned Integrated resource planning Implementation of PURPA tariffs for buying power from non-utility generation sources FERC action on opening transmission networks to promote wholesale competition Experimentation with incentive regulation, bidding for new capacity, and programs to promote demand-side resources Incentives and Markets (1990s) Breakdown of trust in regulatory incentives to produce lowest longrun cost Input prices are stable Restructuring of some vertically integrated companies Opening of retail markets to competition Retail competition Provider of last resort service Rate freezes and transmission periods Competition in wholesale generation markets proving to be effective at providing competitively priced power and energy. Stranded costs of existing generation Fewer rate cases Incentive regulation Federal legislation to open markets and planning (EPACT) Post Markets: Restoring Customer and Investor Confidence (2000 ) Partial market meltdown (gas and electric) Uncertainty concerning structure of industry Regulatory compact under stress Bankruptcy and financial stress Wholesale prices volatile and increasing Concern over financing new power plants Retail competition backtracking Competitive procurement for captive customers Pre-approval of construction costs of new generation Continued downward trend in sales growth Concern over exposing retail customers to wholesale market prices Incentive regulation continues Tracking costs and decoupling mechanisms Diminished trust in markets From the 1940s through the 1960s a set of self-reinforcing events produced a virtuous growth cycle in which increasing electricity consumption was viewed as synonymous with the public good. As demand for electricity grew and technological change captured greater economies of scale, prices fell and earnings were relatively stable. The oil shocks of the 1970s disrupted this virtuous growth cycle, escalating fuel costs, cutting demand growth dramatically, and producing unprecedented inflation in labor, capital costs, and construction materials. The result was a rapid deterioration in utility credit worthiness. Policymakers responded by extending the use of fuel adjustment clauses (FACs). A more fundamental problem was that, given a reliance on volumetric (kwh-based) rate designs to recover fixed costs from residential and small commercial customers, the sudden slowdown in demand growth meant that utilities were not realizing the incremental cash flows that had helped finance new construction in the past. Policymakers responded to this problem by approving the use of construction work in progress (CWIP) to provide ix10 Executive Summary additional cash flow during multi-year construction projects. 1 In effect, CWIP substituted for sales growth to restore balance to the compact. During the 1980s the inflation and sudden slowdown in demand growth of the 1970s simultaneously produced excess capacity and dramatic cost overruns in both coal and nuclear units that were under construction. Policymakers responded by expanding oversight of the prudence (recoverability) of project costs: between 1975 and 1985 over 50 major cases were brought before state commissions, with the result that through 1989 some $14 billion in construction costs were disallowed. Policymakers also introduced phase-in plans to mitigate the rate impact of new generating units, and they emphasized least-cost planning, and integrated resource planning to compensate for perceived limitations in utility planning methodologies. They also considered the need for explicit incentives for utilities to plan and operate their systems as efficiently as possible. Such policies took the form of either targeted or holistic general incentives. During the 1990s the lack of confidence in utility planning, and subsequently, in the whole institution of COSR, led policymakers in a growing number of states to decide to rely on competitive markets for the supply of electric power. Regional disparities in rates contributed to customers desire to shop the grid. Ultimately, 19 states, plus the District of Columbia, implemented retail choice, this typically required the incumbent utility to divest its generation and become a wires-only distribution utility. In the restructured states, policymakers were presented with a host of new issues requiring significant policy responses. The first was stranded cost whether and how to allow utilities to recover their unamortized investments in generating units that had been built under COSR which now would be exposed to market prices. Given low natural gas prices, market prices would not allow utilities to fully recover their sunk costs. In virtually every jurisdiction stranded cost recovery was allowed, because it was necessary to honor the regulatory compact, and was consistent with the development of efficient competition. A second major issue involved the development of market rules for competition among regulated utilities, their unregulated affiliates, and third parties. A third major policy issue involved provider of last resort (POLR) service (i.e., regulated power supply to serve customers not supplied by the market). The cost of POLR supply became a dominant component of the revenue requirements of restructured (wires-only) utilities, creating new risk exposures. Policymakers responded with new authorities to recover energy and fuel costs through energy cost adjustment mechanisms (ECAM) and other new policy mechanisms. During the 2000s the California energy crisis of 2000 and 2001 and the collapse of Enron triggered a flight of investors out of the electric sector. These events demonstrated to investors that the electricity business had changed in ways they did not understand, and that restructured markets presented substantially greater risks than they had faced in the traditional business. In order to regain investor confidence, policymakers adopted new approaches to resource planning and approval which were designed to mitigate perceived regulatory risk. Chief among these innovations was the adoption of pre-approval of the rate treatment to be accorded new investments binding, by law, on future commissions. Another important innovation was the use of state-approved auctions to procure power supply by restructured utilities. Continued market evolution during the 2000s (e.g., reflecting technological change, financial deregulation, environmental programs, and energy efficiency concerns) placed additional categories of costs outside of management s control, rendering the traditional rate case mechanism inadequate and requiring new rate policies, including riders or surcharge mechanisms (Riders/Surcharge), trackers for special construction programs (Trackers), ECAMs, and additional safety mechanisms such as balancing accounts and true-up mechanisms (Balancing/True-up). 1 CWIP allows for the recovery of construction-related interest expense as it is incurred, rather than capitalizing it on the balance sheet as AFUDC, allowance for funds used during construction. x11 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation Section IV, Conclusions, recognizes the foregoing history in arriving at six overall conclusions, as follows: 1. The Regulatory Compact, which lies at the heart of cost of service regulation, involves a set of mutual rights, obligations, and benefits that exist between the utility and its customers. Regulators objectives have been to preserve the balance between customers and stockholders through modifications and adaptations of COSR policies. 2. Beginning in the 1970s and continuing through the present time, economic, technical, and financial factors have threatened to disrupt the fundamental balance of the Compact. Chief among these has been the loss of sales growth, which traditionally provided revenues to help fund new construction, and offset other rising costs between rate cases. 3. Regulators have responded to the foregoing challenge by adopting new policies to restore balance by mitigating regulatory lag. Key innovations have included construction work in progress, cost trackers, riders, fuel and energy cost adjustment mechanisms, and balancing/true-up mechanisms. 4. Today, investor-owned electric utilities point to a paradigm shift caused by the need for large new capital additions at a time of declining sales growth and reduced credit worthiness. They urge the development of new regulatory frameworks which provide for cost recovery outside of the traditional rate case. 5. There is little doubt that new policies and frameworks are needed. The question is how to configure new frameworks so that they strike an appropriate balance between shareholders and consumers. 6. Regulatory leadership will be critical to negotiating new frameworks. xi12 13 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation I: Introduction: Regulation as an Ongoing Equilibrium Process Much of the history of administrative regulation of utilities is a history of the perception of deficiencies and of crises, and therefore a history of a succession of official and unofficial inquiries and reports directed at reform. The concept of crisis has been given the most kaleidoscopic substance, depending upon whose definition of the situation is being acted upon: different identifications of deficiencies have led to different perceptions of crisis and to different reform recommendations. The evocative establishment of a crisis is part of the complex process of public policy making, and attempts at crisis identification are not always successful. Reform, therefore, is itself kaleidoscopic in substance, as complex and variegated as the perception of deficiencies and solutions. (Samuels [64]:x xi) What is interesting about this observation regarding the regulatory process is how well it captures the truth that in the U.S. political framework regulation is under continuous pressure to adapt to changing perceptions of crisis. What is perhaps more remarkable is that even under this pressure the regulatory framework has played a stabilizing role while the process of public policy responds to the crisis de jour. The regulatory framework has been resilient in the face of the flux brought about by economic, technical, and financial shocks that often nullified one or more of the assumptions underlying the original framework, precisely because of the willingness to adopt incremental changes to the process. Like a set of genetic adaptations, the regulatory process retains its form but the substance has subtlety changed over time resulting in a more fit institutional structure. These adaptations, in response to environmental stimuli, enabled the regulatory structure to maintain the fundamental risk-sharing arrangements that were part of the original regulatory bargain whose structure was effectively established in the early 19th century and solidified after the Federal Power Commission v. Hope Natural Gas Co. (Hope) decision in 1944 as described more fully below. For over 60 years the rate base rate-of-return method of regulation has weathered many storms and been adjusted to better match the changing economic, legal, and social environment. In explaining how this pragmatic regulatory structure has adapted to a progression of financial, technical, and economic shocks, it has been the willingness of policymakers to modify existing institutional structures to maintain the balance of interests that has been the central characteristic of the modern history of regulation. While the central regulatory framework has remained intact, regulators have shown a willingness to make the pragmatic adjustments necessary to meet the threats raised by the variety of shocks that have buffeted the industry and the economy. The paper is organized as follows: in Section II the fundamental structure of COSR is established, focusing on the objective of the regulatory contract of balancing the interests of customers and stockholders, the End Result Doctrine enabling regulators to employ pragmatic adjustments to regulatory methods in order to preserve that balance, and a brief examination of the special nature of the public service firm (public utility) within our capitalistic market structure. The paper then explores the special aspects of the regulatory contract outlining the trade-offs, obligations, and the relational nature of the compact between society and the public utility. In order to place this contract into operation, regulators established a set of core components that constitute the traditional regulation framework, including a characterization of the core economic assumptions and legal principles that have evolved in order to establish a well-functioning administrative process. Through the rate case process and the use of the total revenue requirement, regulators established a 114 I. Introduction: Regulation as an Ongoing Equilibrium Process method for estimating the required revenues to ensure that the utility can meet its obligations to serve customers. If all of the assumptions underlying this snapshot estimate of costs hold, then a utility should have a reasonable opportunity to earn its allowed rate of return if it operates efficiently. Section III examines the historic period from the late 1940s until the present and identifies periods when the model of regulation worked effectively and periods in which regulators were required to make pragmatic adjustments to their policies in order to maintain the necessary balance between customers and stockholders. This history of adaptation brought about by changes in the underlying conditions that deviate from the assumptions embedded within the traditional model can be seen as a natural outgrowth of the need to maintain the fundamental characteristics of the original regulatory bargain. 215 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation II. The Structure of Cost of Service Regulation COSR represents an evolution in regulatory method designed to implement the regulatory bargain which has evolved through time starting with the Supreme Court s recognition that state regulation of price in certain markets was a necessary component of our modern economic structure. In the following subsections, the relationship between the legal and economic aspects of regulation are examined, tracing the history and characteristics of the regulatory bargain, the role of the public service firm, and the method of implementing the regulatory bargain up to the Supreme Court s decision in the Hope Natural Gas case. A. The Origin of the End Results Doctrine In Munn v. Illinois the Supreme Court established the legal basis for state regulation by recognizing that certain economic activities were so critical to the functioning of a modern society that government has the right to oversee the prices charged to assure that such services are provided to the public in a reasonable manner. Yet the Court s decision in Munn did not adopt a particular process for establishing the prices that could be charged by those entities deemed to be critical to the modern society (often we call these entities utilities ). Indeed, it was not until the early 20th century that the commission-based regulation of public utilities that is so prevalent today was implemented. Regulation of private entities by expert commissions was something new and there were no text books to turn to for guidance. The process of regulation involved much trial and error and experimentation. For instance, the development of the uniform system of accounts, procedural due process, and economic and administrative theory all evolved concurrently to establish what has become the modern regulatory system (Covaleksi [11]). 2 By 1944 the Supreme Court articulated the now well-known premise that the regulatory process involved a balancing of customer and stockholder interests. The Court stated: [t]he rate-making process i.e., the fixing of just and reasonable rates, involves a balancing of the investor and the consumer interest. (Hope at 603) This End Result Doctrine states that it was not the method employed in setting rates that controls whether a result is reasonable; rather it is the end result that matters for setting just and reasonable rate levels. The Court reasoned that: It is not the theory but the impact of the rate order which counts. If the total effect of the rate order cannot be said to be unjust and unreasonable, judicial inquiry under the Act is at an end. The fact that the method employed to reach that result may contain infirmities is not then important. Moreover, the commission s order does not become suspect by reason of the fact that it is challenged. It is the product of expert judgment which carries a presumption of validity. (Hope at 602) In Hope, the Court determined that any method of regulation that results in a balancing of the interests of customers and stockholders is permissible. No single method, formula, or ideal process will necessarily balance the interests of stakeholders under all circumstances. The Court in Hope opted for a method of pragmatic adjustment, enabling regulators to adapt to changing conditions (Id.). Indeed, Hope was a turning point for ratemaking. Prior to Hope, in establishing the prudent total cost of service for a utility the focus of debate had been on the valuation of the capital component of service. 2 Many of the accounting concepts were still controversial as late as 1965 (Price [59]). 316 II. The Structure of Cost of Service Regulation Ironically, regulators interpretation of Hope resolved that debate by permitting the use of historic (original) depreciated cost for capital investment, as opposed to an unobservable market valuation which had consumed many hours of debate in the prior 40 years. In the end, the End Result Doctrine resulted in most regulators adopting an accounting cost standard for valuation of utility property which remains the standard today in most cases (see, e.g., Seigel [68] and Copeland [10]). B. The Utility as a Public Service Firm As the regulatory framework evolved toward the End Result Doctrine, so too did the utility s role as a public service business. Since the inception of regulation, the symbiotic relationship between serving the public interest and private property rights represented one of the most unique aspects of modern capitalism. While it may not have been accepted by all parties at the time, the creation of this special purpose entity that was clothed in the public interest, known as a public utility or public service company, did not exactly fit into the traditional definitions of a private firm in the laissez-faire world of turn-of-the-century America. The franchise arrangement and the obligation to serve have no analog in an unregulated market and with few exceptions the certificate of public convenience and necessity has no role in a market where free entry and exit are the norm. This new entity was created to serve a special public interest to serve the public in proxy for the state serving the public. Justice Frankfurter expressed the idea as follows: No task more profoundly tests the capacity of our government than its share in securing for society those essential services which are furnished by public utilities. Our whole social structure presupposes dependen[ce] upon private economic enterprise. To think of contemporary America without the intricate and pervasive systems which furnish light, heat, power, transportation, and communication is to conjure up another world. The needs thus met are today as truly public services as the traditional governmental functions of police and justice. That both law and opinion differentiate from all other economic enterprise the economic undertakings which furnish these newer services is not the slightest paradox. The legal conception of public utility is merely the law s acknowledgement of irreducible and stubborn facts. (Frankfurter [21]:81; emphasis added) The stubborn fact that there are some private entities that are critical to the functioning of modern economic organization defines the condition for regulation. Justice Bradley recites the Court s precedent: The inquiry there [Munn v. Illinois] was to the extent of the police power in cases where the public interest is affected; and [the Court] held that, when an employment or business becomes a matter of such public interest and importance as to create a common charge or burden upon citizens; in other words, when it becomes a practical monopoly, to which the citizen is compelled to resort, and by means of which a tribute can be exacted from the community, it is subject to regulation by the legislative power. (dissenting opinion in Sinking Fund Cases [96]) Indeed, there is a recurring theme in the legal history of regulation placing the utility in the role of representative of the state. For instance, in Smyth v. Ames the Court explicitly stated as much: A railroad is a public highway and none the less so because constructed and maintained through the agency of a corporation deriving its existence and powers from the state. Such corporation was created for the public purposes. It performs a function of the state. Its authority to exercise the right of eminent domain and to charge tolls was given primarily for the benefit of the public. (Smyth v. Ames [113]) 417 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation Justice Bradley, in another context, claimed that chartered by the state means for the purpose of performing a duty which belongs to the state itself (dissenting opinion in Citizens, Milwaukee & St. Paul RR [88]). Justices Brandies and Holmes argued that [T]he investor agrees that [the utility s] charges to the public shall be reasonable... [and the utility] is a substitute for the state in the performance of the public service; becoming a public servant. (Southwest Bell [114] at 547). Finally, Justice Sanford, in writing for the Court, summed up the issue up neatly: Whether the use of the railroad is a public or private one depends in no measure upon the question of who constructed it or owns it. No matter who is the agent, the function performed is that of the state. Through the ownership is private, the use is public. (Millheim v. Moffat Tunnel Improvement [103]) For the Court the public utility concept represented an instrumentality a tool designed to adjust economic and social relations; its purpose to impose new balance where a maladjusted (i.e., natural monopoly) economic structure existed. That the Munn Court had already come to this conclusion many years before is attested to by Glaeser: the doctrine of public interest referred to in the Munn case [is the] recognition that the notion of a common necessity for civilized life underlies [it]. The concept of a public utility thus becomes a legal instrumentality to achieve an improvement of the standard of life. (Glaeser [22]:179) As a result, the institution of regulation creates a special relationship between the owners of the private property and the regulator (i.e., the agent of the state) where the lines between conventional notions of managerial prerogative are altered under the regulatory certificate. The public service aspect of the utility cannot be separated from the objectives of society. Indeed, to ensure that these objectives are met, society established the process of regulation where regulators have oversight over this special purpose entity. It is also necessary to examine the mechanism through which society and the special purpose entity codified their relationship. C. The Regulatory Compact In order to facilitate this relationship between society and the special purpose entity or utility, the concept of a regulatory contract, compact, or bargain has been employed to characterize the set of mutual rights, obligations, and benefits that exist between the utility and society. In order to induce a utility to commit private capital in the service of society we should expect that it would seek to clarify the terms and conditions under which service is rendered. As under any normal contractual relationship where both parties make tradeoffs in establishing their rights and responsibilities, the purpose of a contract is to establish terms and conditions to allocate risks. That this relationship is a contract can be gleaned from the evolution of regulation from the 19th century. First, most strong regulation began with an explicit franchise contract that identified the specific terms of the deal, including price, duration, quality of service, and other conditions of service. 3 These franchise contracts later evolved into commission-based regulation in the early 20th century as a result of the inflexibly of the arrangement (Jones [30]). Second, the bargain between society and the utility is best captured by the Court s opinion in The Binghamton Bridge Case in 1865 where the Court noted: 3 Strong Regulation refers to the commission-based regulation. Prior to the early 20th century, other forms of weaker regulation were attempted, but ultimately abandoned. See, e.g., McDermott [45]. 518 II. The Structure of Cost of Service Regulation The [capital needed is] beyond the ability of individual enterprise, and can only be accomplished through the aid of associated wealth. This will not be risked unless privileges are given and securities furnished in an act of incorporation. The wants of the public are often so imperative that a duty is imposed on the Government to provide for them; and, as experience has proved that a State should not directly attempt to do this, it is necessary to confer on others the faculty of doing what the sovereign power is unwilling to undertake. The legislature, therefore, says to public-spirited citizens: If you will embark, with your time, money, and skill, in an enterprise which will accommodate the public necessities, we will grant to you, for a limited time period or in perpetuity, privileges that will justify the expenditure of your money, and the employment of your time and skill. Such a grant is a contract, with mutual consideration, and justice and good policy alike require that the protection of the law should be assured to it. (The Binghamton Bridge Case [80]) Under this contract both the utility and consumers give up certain rights, or in contract law terms, exchange detriments. Utilities accept the obligation to serve and charge regulated cost-based rates, and customers accept limited entry (i.e., loss of choice) for protection from monopoly pricing. This bargain represents an ongoing mutual relationship between the owners of the utility (and their agents) and the customers; in effect, a relational contract overseen by the regulator (Goldberg [23]). Under this agreement, the utility is provided the opportunity to recover its actual legitimate or prudent costs determined by a public examination of the utility s outlays plus a fair return on capital investment as measured by the cost of obtaining capital in a competitive capital market. Investors will only provide capital for provision of utility services if they anticipate obtaining a return that is consistent with returns they might expect from employing their capital in an alternative use with similar risk; customers will only accept utility rates if they perceive that the rates fairly compensate the utility for its costs, but are not excessive as a result of the utility taking advantage of its privileged position. Justice Holmes aptly described this process as finding the midpoint between protecting property and protecting customers from monopoly power: An adjustment of this sort under the power to regulate rates has to steer between Scylla and Charybidis. On one side, if the franchise is taken to mean that the most profitable return that could be got, free from competition, is protected by the Fourteenth Amendment, then the power to regulate is null. On the other hand, if the power to regulate withdraws the protection of the Amendment all together, then the property is naught. This is not a matter of economic theory, but of fair interpretation of a bargain. Neither extreme can have been meant, a midway between them must be hit. (Cedar Rapids Gas Co. [87]) The regulatory contract has a two-fold focus: (1) establish prices based on the actual prudent costs (i.e., avoid monopoly pricing); and (2) provide incentives to maintain a reasonable level of efficiency in serving the customers. Rates are set with reference to the Total Revenue Requirement (TRR), discussed in more detail in the next section. The TRR identifies the actual prudent costs necessary to enable an efficiently managed firm to operate effectively and allow the company an opportunity to earn a fair return on a forward going basis. Once the rates are set, the regulator becomes somewhat passive as the utility interacts with the forces of input markets and customers demand to produce a flow of services, incur actual costs, and receive cash flows. If the flow of services, costs, and revenues reasonably reflect the conditions expected at the time the rates were set, then a fair balance is achieved where the utility can continue to operate as expected. Alternatively if market forces unexpectedly alter the actual costs or revenues from the expected levels, then an adjustment in the form of a new rate case is initiated. That is how the traditional regulatory framework ensures that investors continue to provide capital and consumers continue to receive universal service at reasonable prices. 619 Cost of Service Regulation in the Investor-Owned Electric Utility Industry: A History of Adaptation Managers of unregulated firms face oversight from several different sources including pressure from competitors, competition for the control of the management of the firm, pressure from bondholders and banks, as well as explicit regulation truncating property rights such as labor laws, safety regulation, and environmental regulation, in addition to the implicit public regulation that private firms, especially large corporations, often face under the guise of corporate social responsibility. All of these factors impinge on the prerogative of management. The utility faces all of these same pressures, with the exception of the pressure from competitors i.e., market forces. 4 In managing the implementation of the regulatory compact, and the balance implied by the bargain, the regulator is placed in the same position as the market in an unregulated industry. The regulator with the power to audit, investigate, confer, and evaluate of necessity diminishes the prerogatives of management, just as market forces compel managers of unregulated firms to conform to operations that promote cost efficiencies. The Court has connected this efficiency standard to the fair return allowed to the utility investors: A public utility is entitled to such rates as will permit it to earn a return equal to that generally being made in other business undertakings which are attended by corresponding risks and uncertainties it has no constitutional right to profits [made by] highly profitable enterprises or speculative ventures. The return should be reasonably sufficient to assure confidence in the financial soundness of the utility, and should be adequate under efficient and economical management, to maintain and support its credit and enable it to raise the money necessary for the proper discharge of its public duties. (Bluefield Water Works [82]; emphasis added) In modern regulation this efficient and economical management standard is implemented through the prudence standard. 5 Some will argue that the prudence review and oversight is a poor substitute for the market, perhaps because the prudence standard is not a market efficiency standard; rather it is a reasonableness standard. Yet markets are not, at all times and for every firm, an absolute efficiency standard either. There are many examples of unregulated firms operating inefficiently or managers in an industry making decisions that are not, strictly speaking, efficient. The reasonableness standard, then, may not be as far off from the market standard as many have supposed (although the notion that cost-based regulation may not be perfect in providing incentives for production efficiency is widely supported in the economics literature). There remains at least one major difference, however, between public utilities and unregulated firms: public utilities are, by extension, an arm of the legislature and, in turn, the people. 6 The people may, from time to time, make policy decisions that are designed to further the public interest, often over a longer time frame than private markets tend to utilize (e.g., energy efficiency investments, smart grid, environmental measures, etc.). The utility and its management serve as an instrument, through the regulatory contract, to achieve these goals and it is reasonable for regulators to provide an adjustment to the contract to take into account new duties that are assigned to the utility over time. In sum, since the Hope decision regulation has created the terms and conditions of the regulatory contract, yet these terms and conditions are often not spelled out in an explicit way or may be implemented on an asneeded basis. Because the regulator is the arbiter of the on-going adaptation of the contract over time, the terms and conditions of the bargain must change as economic and other environmental conditions change. As 4 Although in many cases utilities may face competition, or potential competition (e.g., on-site generation) for portions of its customer base. 5 Despite the Court s use of the terms efficient and economical in Bluefield, the prudence standard has evolved as a reasonable manager standard which precludes regulators from stepping into the shoes of management. Prudence is discussed in more detail below. 6 Many will argue this is true of any corporation that obtains its right to operate from the legislature. This may be true, but the degree to which utilities are connected to the whims of the people is much stronger than with other corporations. 720 II. The Structure of Cost of Service Regulation a result, no single set of terms and conditions will characterize the relational contract for all times under all circumstances. Yet no matter how conditions change, the regulator must always keep in mind the Hope End Result Doctrine the aim of regulation is to preserve the balance of the original bargain between investors and customers. This process implies that utilities must be provided some assurance on an expected basis, not necessarily in actual outcome of cost recovery. One may say that this cost recovery process inherently allocates the risks associated with investment and that is a fair characterization, if by risk one means the possibility that rates will rise over time. The original bargain assigned the duty of cost recovery for prudently incurred costs to customers. If, alternatively, one thinks of risk as the normal business risk faced by the utility, then it is beyond doubt that the utility (i.e., investors) bear that risk and is compensated through the opportunity cost of capital. The question for the regulator in implementing the regulatory contract becomes this: which types of risks are part of the normal cost recovery process and should be assigned to customers and which are normal business risks that are born by investors? It is this question that has confronted the regulatory process throughout history and has become more acute in recent years as some of the long-held beliefs about the operation of utilities have been challenged. For instance, the assumption that growth in sales will provide the necessary cash flow to support capital investment is, perhaps, no longer a reasonable assumption. Further, the belief that costs are stable over time or that utility mangers have control over those costs has, in some cases, been shown to be mistaken as a result of broader changes in the economy. Finally, since the utility is an extension of the state, policy changes requiring the outlay of costs further change the method by which the bargain is implemented. When these exogenous shocks disrupt the process, regulators have adapted by making pragmatic adjustments to re-establish the original bargain in order to preserve the original risk and cost allocations (i.e., the fair balance between investors and customers). D. Total Revenue Requirement The revenue requirement is typically given by the following equation: TRR = TC = [RB D]ROR + OE + d + T (1) Where: TRR = total revenue TC = total cost RB = rate base or value of capital D = accumulated depreciation ROR = weighted average cost of capital equals the cost of equity (profit to owners) multiplied by the percent of equity used to fund the firm plus the cost of debt (average interest rate paid on bonds) multiplied by the percent of debt used to fund the firm OE = operating expenses d = annual depreciation cost T = taxes. The equation above provides a simplistic exposition of the total revenue requirement required by the utility and masks the complexities of the administrative process. In practice, each cost component involves direct analysis of the costs in question as well as application of the regulatory policies and rules derived from 8 View more
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