"Water Rates: A Second Look"

As one who has worked in the regulatory environment for the last 23 years, certain accounting treatments deserve a second look to bring us back to basics. I raise the point because of an article I recently read by Dr. Janice A. Beecher and Dr. Patrick C. Mann, "Real Water Rates," published in the July 15, 1997 Public Utility Fortnightly (p. 42). At the outset, allow me to say that the opinion expressed is my own and does not represent the official position of the Delaware Public Service Commission.

In the portion of Dr. Beecher's and Dr.

Federal Agencies

Nuclear Plant Fines. The Nuclear Regulatory Commis-

sion has proposed fines totaling $2.1 million against Northeast Nuclear Energy Co. for many violations at the company's Millstone nuclear plant in Waterford, Conn. The fine marks the largest civil penalty ever proposed by the NRC. Northeast Utilities said it will pay the fine, which it called "a necessary and important step toward bringing to closure a very disappointing and difficult chapter in the company's history." The utility said it will not pass the cost onto ratepayers.

Electric Futures.

A COLORADO COOPERATIVE REMAINS SPLIT FROM THE NRECA and its general manager says a draft resolution against "federally mandated retail wheeling at this time" won't win it back. Stan R. Lewandowski Jr., Intermountain Rural Association's general manager, says the resolution, which will be considered at the National Rural Electric Cooperative Association annual meeting in March, would still make the association sound wishy-washy (see Public Utilities Fortnightly, Nov. 1, 1997, p. 50).

TWO WEB SITES ARE VYING FOR THE TITLE OF "FIRST Internet-based market for energy," one on the East Coast, the other out West. When last we checked, each traded only in natural gas, but each had plans in the works to expand to include electricity.

STILL TRADING BY PHONE. Southern California Gas Co. and Pacific Gas & Electric Co. went live on Nov. 19 with their on-line, shareholder-funded, "retail shopping center for natural gas," known as Energy Marketplace (www.energymarketplace.com).

NO ONE LIKES TO BE TOLD THAT HE OR SHE ISN'T CEN-

tral to the job at hand. But that was part of the message that Vinod Dar, managing director of Hagler Bailly's restructuring group, told a gathering of state public utility commissioners.

Take electric utility industry restructuring, for example. At the beginning of the game, Dar said, regulators are important because they create the intellectual structure. They are also important at the end game, to codify rules.

SINCE 1994, UTILITY ALLIANCES HAVE DOUBLED ANNUALLY: from 50 that year to more than 300 in 1997.

No longer is an alliance a two-company endeavor. Today's combos involve many partners and objectives, adding skills or products, spreading risk, increasing territory or creating common standards.

According to Andersen Consulting, multi-partner alliances account for an increasing percentage of all utility alliances, from 17 percent in 1994 to 50 percent in 1997.

WE HAVE SEEN THE FUTURE AND IT IS THE HOURLY pricing of electricity.

In California, the power exchange serves as the cornerstone for a restructured electric industry. The raison d'être of the PX is to reveal the hourly marginal cost of electricity. Now add PJM to the list. Like California, an integral aspect of the restructured Pennsylvania-New Jersey-Maryland Interconnection, as approved by the Federal Energy Regulatory Commission by order dated Nov. 25, 1997, is the mid-Atlantic market, which intends also to fix an hourly price for electricity.

THE RECENT SLOW-DOWN IN RAIL SHIPMENTS OF WESTERN coal has begun to claim victims in the electric utility industry. One of the largest in recent years, the current fuel "shortage" has hit big investor-owned utilities, small municipalities and co-ops. Increased alternative fuel and replacement purchased power cost utilities more than $150 million in 1997.

Union Pacific rail system is the source of most of the slow-down in western coal deliveries. As the company works to integrate recently acquired Southern Pacific railroad into its operations, it has encountered many difficulties.

POWER DISTURBANCES COST U.S. ELECTRIC CUSTOMERS about $26 billion each year: nearly three times the anticipated annual saving from deregulation.

Competition and restructuring will only turn up the pressure, as the grid carries more low-cost power over longer distances to a wider variety of customers.

Already we are seeing a rapid rise in wholesale power transactions. Some utilities now complete as many such transactions in one day as they previously made in one week. Overall, the value of wholesale transactions has increased fourfold over the last decade.

AFTER A FOUR-YEAR DEBATE ON ELECTRICITY REFORM, CALIfornia's powerful industry players have carved out a unique and broad new role for "scheduling coordinators." SCs have the central role in offering fully unbundled generation, transmission and retail-access services. But could these SCs, by controlling the market, also become the new monopolists?

California's highly complex scheme for markets, while said to be laissez faire, maintains several artificial constraints and market protocols that create advantages for SCs.