Author: Mary Tiger (Page 3 of 5)

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Release of Revenue Resiliency Review for Water Utilities

Mary Tiger is the Chief Operating Officer of the Environmental Finance Center at University of North Carolina at Chapel Hill.

The water industry, just like any other, suffers from a variety of financial constraints and challenges. Over the last decade the water industry has endured myriad challenges that impact the most common business models, including a decrease in water demand, economic recession, increasing need for infrastructure replacement, growing stakeholder involvement and concerns, and extreme weather impacts. And while these issues are a concern for many, there is no universal list that encompasses the suite of financial issues each utility faces, and subsequently, there is no single “silver bullet” strategy for revenue resiliency.  There are, however, many lessons that can be learned in assessing how well a water utility’s business model has endured over the last decades and in investigating how those in the industry (and beyond) are thriving despite hardship. And that is just what the Environmental Finance Center, in partnership with Raftelis Financial Consultants, has been doing on behalf of the Water Research Foundation.

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More than Meets the Metric: Credit Rating Considerations for Water Utilities

Mary Tiger is the Chief Operating Officer of the Environmental Finance Center at University of North Carolina at Chapel Hill.

Testing the Waters

Testing the Waters

Measurements, benchmarks, and metrics. We’re no stranger to them at the Environmental Finance Center. In fact, we’re fans. (Have you seen our dashboards?)  Credit rating agencies are also big fans of metrics. But when assessing a utility’s credit worthiness, credit rating agencies look at more than metrics to inform their ratings. This subjectivity can be challenging for a utility that wants to make sure that it is in the best position to go out to the debt market, making sure all of their financial t’s are crossed and i’s are dotted. The following blog post summarizes some of the most commonly cited themes in a review of recent credit rating summaries for water utilities in the U.S.

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Marketing a Monopoly

Mary Tiger is the Chief Operating Officer of the Environmental Finance Center at the University of North Carolina.

Water is the talk of the town these days – or at least that is what a series of marketing campaigns are hoping. Lately, it seems that almost every water industry association around has a marketing campaign for water.

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Water batteries: With the right rate structure, water utilities can back-up the electricity grid

The Electric Power Research Institute and the U.S. Environmental Protection Agency estimate that 3-4% of national energy consumption is used for drinking water and wastewater services in the United States. Pumping –  raw water, treated water, and wastewater – demands the bulk of that energy. While the industry has little control over its wastewater pumping load, it has more control over when and how it pumps raw and treated water into and within its system. Through modification to pumping schedules, water utilities across the country have an enormous potential to reduce peak load on the country’s electricity grid and subsequently save quite a bit of money. In other words, water utilities can use most of their energy at night, when energy is relatively abundant and less expensive, to fill reservoirs and elevated storage tanks. Operating this way, the country can use its water infrastructure as a battery for its electric infrastructure.

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Trends in the Water Industry and Common Strategies to Mitigate and Master an Uncertain Future (Hint: You can’t do it alone!)

Mary Tiger is the Chief Operating Officer of the Environmental Finance Center at the University of North Carolina.

A few months ago a group of over 20 utility managers from some of the largest water utilities in the country convened in Denver, Colorado to discuss strategies that are working (and not working) to mitigate and master issues facing their individual utilities. Beyond having size in common, it was a diverse group, representing a spectrum of ownership and service models, as well as geographical and service characteristics.  As such, the impact of common trends in the industry (as projected in the Water Research Foundation report “Forecasting the Future: Progress, Change, and Predictions for the Water Sector”) varied greatly between them.   Continue reading

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