using economic costs to design time-of-use prices: a case study american public power association...
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Using Economic Costs to Design Time-of-Use Prices: A Case Study
American Public Power Association
Business & Financial Conference
Hyatt Regency
Savannah, Georgia
September 13-16, 2009
Presentation by:
John M. KellyDirector of Economics and ResearchAmerican Public Power AssociationWashington, D.C.
2
Largely a “How to” Presentation …
Rather than “Why?”
But …
3
Why Economic Costs?
Should Rate Patterns be Based on:
Tradition … inertia … and happenstance;
OR
A careful weighing of the relevant factors [costs] with a view of guiding consumers to make efficient use of the facilities that are available?
— William Vickrey, 1955
4
Why Economic Costs?
1. We are bombarded with information;
2. We have to sort the trivial from the important/relevant;
3. If we do not, we are lost in terminal overload;
4. The criteria for sorting must involve context and theory-- the larger perspective.
[For example, “What does the term cost mean, what is relevant and what is not?”].
Stephen Jay Gould
5
Why Economic Costs?
Generally, Pragmatically …
When prices reflect costs, good economic things
happen when they don’t, bad things
happen
Intuitively what competitive business do
They Work
6
Why Economic Costs?
Relevancy – Focuses on relevant cost of business decisions (how “bottom line” affected)
Efficiency Efficient use of current
facilities (lowers average Cost/price of Electricity Service
Efficient consumption (residential & business)
Sustainability -- Reflects prices in competitive market
7
Why Economic Costs?
Equity – Eliminates cross-class subsidies
Transparency (v. traditional cost of service)
8
Efficiency and the Structure of Electricity Prices
Rate Structure Capacity Utilization?
Flat Rate ? ? ? ? ?
? ?
? ?
? ?
Time-Varying
Rate ? ? ? ? ?
9
Efficiency and the Structure of Electricity Prices
Rate Structure Capacity Utilization?
Flat Rate 45% --55%
Time-Varying
Rate 65% -- 75%
10
APPA DEED Project
Sponsored by APPA Demonstration of Energy-Efficient Developments
Practical and Useful TOU Pricing Methodology
Grand Haven (MI) Board of Light & Power 13,000 customers $26 million revenues
11
Task Essentially is to …
1. Forecast structure of wholesale power prices based on past prices and utility budget information …
2. Adjusting for market power and price anomalies so to reflect economic costs
3. Determine seasons and daily time periods
12
APPA DEED Project (continued)
Commons costs of power supply (generation plants/wholesale purchases) not allocated
Wholesale Prices used to design structure of retail prices
Quantitative methods used to determine seasons and time periods (versus visual inspection of graphs)
13
Steps for Developing TOU Prices Based on Economic Costs
(Short-Run Marginal Costs)
Collect and Review 4-5 years of data on: -- Hourly Wholesale Market Prices -- Utility Sales and Revenues
Determine Seasons
Determine Daily Cost/Price Periods for Each Season
Calculate Average Period Costs
Estimate Revenue Impacts
Adjust TOU Price Structure to Recover All Power Supply Costs
14
Basic Data
Four-Five Years of Data
Wholesale Prices – MPPA (project) node prices in MISO wholesale market;
Utility Sales and Revenue
Budgets
15
Organization & Preliminary Analysis of
Data
1. Review 4-5 years of monthly hourly data, first graphically to identify and appropriately adjust for excessive prices and anomalies.
2. Compute average hourly prices for week day and weekend (plus holiday) hours.
3. Adjust increased hourly price by appropriate amounts based on future year budget estimates.
16
Mean Hourly Costs (May-Sept)
2040
6080
100
LMP
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour
May JuneJuly AugustSeptember
Mean LMP by Hour of Day (2007)
17
Precision/Accuracy
Objection: Forecasts are not precise
But … relative to what?
Essentially flat prices (or some related standard);
or
Time-varying costs of electricity power supply?
18
Costs: Traditional, Economic, Competitive,
and Wholesale2
46
810
1214
16Ce
nts
per K
Wh
0 2 4 6 8 10 12 14 16 18 20 22 24
Hour
SR Marginal Social Cost
Competitive Cost
Traditional Cost
a
24
68
1012
1416
Cent
s pe
r KW
h
0 2 4 6 8 10 12 14 16 18 20 22 24
Hour
Traditional Cost
SR Marginal Social Cost
Wholesale Market Cost
b
19
Precision/Accuracy
“One puts more food on the table by shooting at flying ducks than at floating decoys.”
William Vickrey
20
Methods for Identifying Seasons and Daily Time
Periods
1. Visual Inspection of Graphs
2. Visual Inspection of Graphs
- aided by “data mining,”
ANOVA, standard
deviations, pivot tables, etc.
3. Economic Estimates of Welfare Losses
21
Methods for Identifying Seasons and Daily Time
Periods
4. *Cluster Analysis
5. *Regression Trees
22
Mean Hourly Costs (May-Sept)
2040
6080
100
LMP
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour
May JuneJuly AugustSeptember
Mean LMP by Hour of Day (2007)
23
Determining Seasons (Step 1): Correlation
Matrix
May June July August September
May 1
June 0.9569 1
July 0.9361 0.996 1
August 0.9454 0.988 0.989 1
September 0.9218 0.92 0.901 0.9053 1
24
Determining Seasons (2): Sums of Absolute Differences of Hourly Costs (mill/kWh)
Year 2007
May – June = 297
June – July = 267
Average of 2005 and 2006 July Costs
May – June = 297
June – July = 159
25
Mean Hourly Costs (January-May and
September-December)20
4060
8010
0LM
P
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour
Jan FebMar Apr
May SepOct NovDec
(Weekdays, 2007)Mean Hourly LMP
26
Determining Hourly Cost Periods(Step 1): Cluster Analysis
Dendrogram (Summer Weekdays)0
5010
015
0L2
diss
imila
rity m
easu
re
1 6 7 2 3 4 5 8 24 9 23 10 22 11 12 19 20 21 13 18 14 15 17 16
(Weekdays, 2007)Dendrogram for Summer Cluster Analysis (June, July, August)
27
Determining Hourly Cost Periods (Step 2): Duda &
Hart Stopping Rule
Clusters Je(2)/Je(1) Pseudo T-squared
1 0.2113 82.12
2 0.2927 26.58
3 0.2618 25.38
4 0.4515 4.86
5 0.303 11.5
6 0.1772 13.93
7 0.239 6.37
8 0.3233 6.28
9 0.2383 15.98
10 0.0912 9.97
11 0.2526 2.96
12 0 .
13 0 .
14 0 .
15 0.1229 7.13
28
Determining Hourly Cost Periods (Step 3) Reviewing Resulting Hourly Clusters/Deciding on
Number of Periods
1st Cluster: 1 – 7
2nd Cluster: 8 – 9 and 23 – 24
3rd Cluster: 13 – 18
4th Cluster: 10 – 12 and 19 – 22
29
Hour Mon Tue Wed Thu
FriHour Mon Tue Wed Thu Fri
1 1
2 2
3 3
4 27 4 27
5 5
6 6
7 7
8 46 8
9 9
10 10 62
11 73 11
12 12
13 13
14 14
15 97 15 97
16 16
17 17
18 18
19 19
20 71 20
21 21 61
22 22
23 41 23
24 24
30
Revenue by Season and Time Period -- Hourly
(LMP) Cost
Season
Winter Middle Summer Total
Weekday 1 595,050 447,902 480,594 1,523,546
2 1,699,176 4,615,539 959,737 7,274,452
3 409,970 402,696 1,828,104 2,640,770
4 1,331,961 . 1,108,097 2,440,058
Weekend 1 208,561 326,723 209,184 744,468
2 522,091 702,699 387,931 1,612,721
3 213,315 . 271,325 484,640
Total 4,980,124 6,495,560 5,244,792 16,720,655
31
Revenue by Season and Time Period (Mean Cost)
Season
Winter Middle Summer Total
Weekday 1 546,847 485,891 493,896 1,526,634
2 1,715,492 4,319,627 979,230 7,014,349
3 410,311 426,118 1,828,664 2,665,092
4 1,411,395 . 1,149,352 2,560,747
Weekend 1 198,711 347,215 173,016 718,942
2 507,990 774,611 352,574 1,635,175
3 224,944 . 251,704 476,648
Total 5,015,689 6,353,462 5,228,436 16,597,587
32
Revenue Adjusted for Price Elasticity of
Demand
Summer Middle Winter Total
Weekday 1 530,340 507,701 559,514 1,597,555
2 962,622 4,836,860 1,695,001 7,494,483
3 1,826,963 426,415 412,776 2,666,154
4 1,097,885 . 1,381,278 2,479,163
Weekend 1 178,786 361,239 199,170 739,195
2 354,700 789,834 520,240 1,664,774
3 245,793 . 220,664 466,457
TOTAL 5,197,089 6,922,050 4,988,646 17,107,785
33
Recovery of Power Supply Costs
Determine Non-Power Supply Costs for Utility
Determine Non-Power Supply Costs by Customer Class
No Readily Accessible Estimates for GHBLP Estimated 70-75 percent 10-15 Percent Increase above
wholesale-cost based price structure (Lincoln Electric System estimates
about 10 percent)
Mark up Price Structure Uniformly
Mark up Price Structure Selectively
34
DEED Methodology versus Traditional (FAC)
Ratemaking
1. Standard/Core Methodology for Determining Costs and Prices (not secondary or option)
2. Power Supply Costs (generation and purchased power) not allocated
3. Rate Structure Based on Wholesale Power Market Prices
35
DEED Methodology versus Typical TOU
Pricing
SRMC instead of LMRC
More Pricing Periods
Wider Price Range (Highs and Lows)
More Reliance on Quantitative Methods for Determining Pricing Periods
36
DEED Methodology versus Real-Time Pricing
Real-Time Pricing -- Ideal or Goal but:
Complexity
Cost
Customer: Understanding and Convenience
37
Again … Accuracy/Precision
versus Relevance
“One puts more food on the table by shooting at flying ducks than at floating decoys.”
William Vickrey