This publication provides industry data on electric power, including generating capability, generation, fuel consumption, cost of fuels, and retail sales and revenue.

What happens when electric utility monopolies pursue their acquisition interests—undisciplined by competition, and insufficiently disciplined by the regulators responsible for replicating competition? Since the mid-1980s, mergers and acquisitions of U.S. electric utilities have halved the number of local, independent utilities. Mostly debt-financed, these transactions have converted retiree-suitable investments into subsidiaries of geographically scattered conglomerates. Written by one of the U.S.’s leading regulatory thinkers, this book combines legal, accounting, economic and financial analysis of the 30-year march of U.S. electricity mergers with insights from the dynamic field of behavioral economics.

The economics of electric utilities -- Early commercialization -- The first electric utilities -- The adoption of state commission rate regulation -- Growth and growing pains -- Public utility holding companies: opportunity and crisis -- Public utility holding companies: indictment and "death sentence"--Hydroelectricity and the federal government -- Rural electrification -- Conclusion and a look forward from 1940

This book illuminates the role of technological stagnation in the decline of the American electric utility industry in the late 1960s and 1970s. Unlike other interpreters of the industry's woes, Professor Hirsh argues that a long and successful history of managing a conventional technology set the stage for the industry's deterioration. After improving steadily for decades, the technology that brought unequalled productivity growth to the industry appeared to stall in the late 1960s, making it impossible to mitigate the economic and regulatory assaults of the 1970s. Unfortunately, most managers did not recognize (or did not want to believe) the severity of the technological problems they faced, and they chose to focus instead on issues (usually financial or public relations) that appeared more manageable. Partly as a result of this lack of attention to technological issues, the industry found itself in the 1980s challenged by the prospects of deregulation and restructuring.

Around the world, liberalization and privatization in the electricity industry have lead to increased competition among utilities. At the same time, utilities are now exposed more than ever to risk and uncertainties, which they cannot pass on to their customers through price increases as in a regulated environment. Especially electricity-generating companies have to face volatile wholesale prices, fuel price uncertainty, limited long-term hedging possibilities and huge, to a large extent, sunk investments. In this context, Uncertainty in the Electric Power Industry: Methods and Models for Decision Support aims at an integrative view on the decision problems that power companies have to tackle. It systematically examines the uncertainties power companies are facing and develops models to describe them - including an innovative approach combining fundamental and finance models for price modeling. The optimization of generation and trading portfolios under uncertainty is discussed with particular focus on CHP and is linked to risk management. Here the concept of integral earnings at risk is developed to provide a theoretically sound combination of value at risk and profit at risk approaches, adapted to real market structures and market liquidity. Also methods for supporting long-term investment decisions are presented: technology assessment based on experience curves and operation simulation for fuel cells and a real options approach with endogenous electricity prices.

In June 2011, President Obama released "A Policy Framework for the 21st Century Grid" which set out a strategy for modernizing the electric grid. The initiative directed billions of dollars toward investments in 21st century smart grid technologies focused at increasing the grid's efficiency, reliability, and resilience, and making it less vulnerable to weather-related outages and reducing the time it takes to restore power after an outage occurs. Grid resilience is increasingly important as climate change increases the frequency and intensity of severe weather, which is the leading cause of power outages in the U.S. Between 2003 and 2012, an estimated 679 widespread power outages occurred due to severe weather. This report estimates the annual cost of power outages caused by severe weather between 2003 and 2012 and describes various strategies for modernizing the grid and increasing grid resilience. Over this period, weather-related outages are estimated to have cost the U.S. economy an inflation-adjusted annual average of $18 billion to $33 billion. Continued investment in grid modernization and resilience will mitigate these costs over time. Figures. This is a print on demand report.