Senior decision-makers come together to connect around strategies and business trends affecting utilities.


The Electric Coop and Utility Finance Function of the Future

Russ Hissom's picture
Owner, Utility Accounting Education Specialists -

Russ is the owner of Utility Accounting Education Specialists a firm that provides power utilities consulting services and online/on-demand courses on accounting, finance, FERC best-practices,...

  • Member since 2021
  • 113 items added with 34,357 views
  • Aug 17, 2021

In the “utility of the future,” the infrastructure and internal and external systems used to deliver electricity to end users will definitely be different than what is place today. it isn’t a stretch to consult our crystal ball, but current utility industry trends lead to these supportive assumptions:

  • Off-grid customer renewable energy resources

  • Delivery of electricity without wires

  • Cost recovery over a shrinking demand for services

  • Real-time pricing

  • Doing more with less due to a smaller workforce

  • Sustainability accounting requirements

  • Convergence of delivery of broadband and electricity

  • Cloud services to customers

  • Strategy driven by data analytics

While many changes are expected, one constant will be the need for accurate accounting information that not only tells the historical tale of operations but also readily supports utility strategy and real-time decision-making.

How will utility accounting and financial systems evolve to meet changing reporting requirements? How will utilities address shifting workforce needs? Utility leadership who oversee financial management, systems and reporting must consider such questions in their current reporting and long-term strategic planning process. Here we discuss a few of these topics:

  • Rate recovery

  • Financial reporting

  • Automation of financial business processes

  • State of the industry over the next 20 years

A survey by UtilityDive asked utility executives to project what their business model would be in 20 years compared to their current operations. The majority of the respondents noted the decline of the traditional integrated regulated utility and the necessity to morph into an energy services utility model or an integrator of utility services. Future trends lean toward increased customer choice and self-generating options and third-party infrastructure delivery systems.


Rate recovery

As the power industry transforms — from the today’s relative guarantee of cost recovery for infrastructure investments to a new model with flat or declining sales (due to greater efficiencies in electric consumption and in customer generation of electricity) — utility rate recovery methods will need to change. The overall process for developing rates will also need to be modified.

A transitional period will find declining units of services (kWh) to spread out over fixed investment costs. Couple this scenario with other transitional factors such as completing debt payments on current infrastructure assets while determining whether to replace these assets and/or move to new electric delivery technologies (smart meters, solar, wind) or whether to abandon the generation business altogether.


Potential rate recovery strategy: fixed charges should reflect full cost of service

The increase in distributed generation options underscores the need to ensure the customer fixed charge reflects all fixed infrastructure costs dedicated to customer service — whether or not customers take service. This “available for use” approach ensures customers pay their full share of fixed costs and other ratepayers do not subsidize the costs of serving distributed generation customers, who generate their own kWh’s through solar and wind power and do not always need to receive energy from the utility.

Potential rate recovery strategy: real-time pricing for all classes

With increased usage of smart meters, utilities are clearing the path for real-time usage analyses of all customers. Smart metering will provide the information to develop time-of-use rates for all customer classes. This approach can address the inequity that stems from customers that use electricity during off-peak times generally subsidizing peak users. Rates will be developed that consist of a three-part bill for customers:

  • Fixed charges for customer services

  • Energy charges (based on time of day)

  • Capacity charges for infrastructure and peak usage

While customer rates always have a political component and do not necessarily reflect the actual cost of service, it is important to know the customer class and inter-class characteristics to determine where cross-subsidies lie in a utility’s rate structure.

Financial reporting

Financial reporting and how your utility tracks various costs and revenues will also need to adapt to the changing landscape. Some notable areas for evaluation include:

  1. Does your utility use the Uniform System of Accounts published by the Federal Energy Regulatory Commission (FERC)? Using the FERC chart of accounts allows for proper classification of costs needed for cost of service studies.

  2. Utility costs should be fully unbundled into fixed and variable costs by activity. The FERC chart of accounts is built for this approach.

  3. If your utility is a vertically integrated utility (generation, transmission and distribution services), each service should have its own financial statement. In the case of generation services — if it is possible — each type of power supply source (coal, gas, hydro, solar, wind, biomass) should have its own income statement. This information is needed for cost of service determination, rates, gross margins, equitable cost allocations, profitability and strategy development.

  4. Utility rate models should have the ability to determine profitability by customer class and have the flexibility for various operating scenarios and impact on overall utility profitability.

These are just a few areas that require immediate focus. As financial systems and integration with real-time metering become more robust, the information gathered will be able to directly feed financial statements and mold cost allocations and rate model development into a more vibrant tool based on current customer usage patterns.                   

Automation of financial business processes

Many industries are in the process of automating repetitive functions. Financial processes are no exception. Automating routine business processes is a method for controlling costs and freeing workers to pursue other tasks. Areas of automation available currently include:

  • Accounts payable invoice routing, approval and payment

  • Purchase orders

  • Time-keeping

  • Materials management ordering

  • Online customer payments

  • Self-service customer kiosks

  • Contract analysis to determine lease components

  • Employee expense reporting and payment

  • Speed of financial reporting

  • Real-time integration of the utility construction process

Applications for the utility of the future will include real-time customer invoicing, billings and collection, general accounting, internal and external financial reporting, budgeting and others. Even financial audits will have a component of automation through integration of your systems and lessen demand on utility finance staff time. Greater value will be derived through more risk-based audit approaches than financial statement number crunching.

Providing training for workers displaced by automation must become part of your utility’s strategy. Enhancing the abilities of former accounts payable, payroll, customer service, meter reading and accounting personnel will aid your organization’s data analysis and decision-making. Mesh training with utility strategy to deliver services your customers expect now and in the future — perhaps ones your utility currently does not provide.

Embracing the utility of the future

The utility of the future is on the way. Your organization must proactively plan for its arrival by staying current and anticipating changes in the deployment of technology and human capital and the impact it will have on your utility’s business model in delivering customer service.

Russ Hissom is the owner of UAES, a company that offers online utility accounting, finance business process courses, and articles. You can reach him at The website has a wealth of articles and online resources that will benefit your utility’s accounting and customer ratemaking strategies.


No discussions yet. Start a discussion below.

Russ Hissom's picture
Thank Russ for the Post!
Energy Central contributors share their experience and insights for the benefit of other Members (like you). Please show them your appreciation by leaving a comment, 'liking' this post, or following this Member.
More posts from this member

Get Published - Build a Following

The Energy Central Power Industry Network is based on one core idea - power industry professionals helping each other and advancing the industry by sharing and learning from each other.

If you have an experience or insight to share or have learned something from a conference or seminar, your peers and colleagues on Energy Central want to hear about it. It's also easy to share a link to an article you've liked or an industry resource that you think would be helpful.

                 Learn more about posting on Energy Central »