| description abstract | Hydrologic variability can cause large swings in hydropower generation, inducing significant volatility in power sales. Dry years often result in low revenues that can threaten a hydropower supplier’s ability to meet its fixed costs, leading to budget shortfalls, lower credit ratings, higher interest rates, and, ultimately, higher rates. This is particularly true for suppliers in hydropower-dominated regions, such as the Bonneville power administration (BPA). The BPA strategy for managing its hydrologic financial risk is multilayered, involving cash reserves, a line of credit, and tariff adjustments. Yet, compared to its long-term energy contracts and debt service, BPA’s risk assessment is conducted on a short-term basis, thereby neglecting medium- and long-term temporal dynamics impacting their financial risk. This paper focuses on (1) evaluating BPA’s hydrologic financial risk; and (2) testing the effectiveness of BPA’s existing risk management strategy. Results suggest that BPA’s financial risk will grow substantially over the next 20 years as its risk management tools become increasingly inadequate, providing cautionary lessons for organizations in similarly hydrodominated systems despite the current use of common risk management tools. | |
