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首页> 外文会议>Annual North American Waste to Energy Conference(NAWTEC14); 20060501-03; Tampa,FL(US) >Maximizing Energy Revenues - Providing the Best Incentive to the Contract Operator
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Maximizing Energy Revenues - Providing the Best Incentive to the Contract Operator

机译：最大限度地提高能源收入-为合同运营商提供最佳激励

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摘要

Communities that own waste-to-energy (WTE) facilities rely heavily on the revenues generated by their facility to help pay for the costs to finance, operate and maintain these facilities. The two primary revenue streams are tipping fees and energy sales, generally in the form of electricity. While communities often retain all of the tipping fee revenue, revenue from the sale of energy is nearly always shared with the contract operator. In some cases the shared energy revenues include both capacity and electricity payments. The basis of this strategy is to offer the contract operator an added incentive to maximize this revenue stream through more efficient operation and, in the case of capacity payments, to meet certain capacity commitment criteria required by the energy purchaser. This strategy recognizes that the contract operator has some degree of control over the factors that affect energy production. Under most existing service agreements, which date back to the 1980s, energy revenues are shared on a 90/10 basis, with 90 percent going to the community. Now that many of these service agreements are coming up for renewal or are expiring, communities will need to revisit how best to share energy revenues with the contract operator in order to maximize the total revenues retained by the community. This paper analyzes several different approaches to sharing energy revenues in light of the operational experience gained over the past 20 plus years and concludes that, while energy revenue sharing is still in the best interest of the community, the widely employed strategy of a 90/10 split may not offer the best incentive, and therefore may not lead to the maximization of energy revenues to the community.
机译：拥有垃圾发电设施的社区在很大程度上依赖于其设施产生的收入来帮助支付融资，运营和维护这些设施的成本。两个主要的收入来源是小费和能源销售，通常以电的形式。虽然社区通常会保留所有的小费收入，但能源销售收入几乎总是与合同运营商共享。在某些情况下，共享的能源收入包括容量和电费。该策略的基础是为合同运营商提供额外的激励，以通过更有效的运营来最大化该收入流，并且在支付容量的情况下，满足能源购买者所要求的某些容量承诺标准。该策略认识到合同经营者对影响能源生产的因素有一定程度的控制。根据可追溯到1980年代的大多数现有服务协议，能源收入按90/10的比例分配，其中90％用于社区。现在，许多服务协议即将续订或即将到期，社区将需要重新考虑如何最好地与合同运营商分享能源收益，以使社区保留的总收益最大化。本文根据过去20多年的运营经验分析了几种不同的共享能源收益的方法，并得出结论，尽管能源收益共享仍然符合社区的最大利益，但广泛采用的90/10战略拆分可能不会提供最佳激励，因此可能无法使社区获得最大的能源收益。

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