We are now in the midst of an economic period we have not seen since the 1970s and early 1980s. Interest rates are moving higher for the foreseeable future, inflation is at a level not seen in 40 years, and economic growth is slowing. This was called "stagflation" in the '70s and '80s.

The point of this article is to discuss how this economic environment impacts management issues at power and utilities organizations. We'll touch on the large areas for consideration. There are not always straightforward answers in these areas, but many points for consideration.

Electric cooperative financial strategies include operating cash flows, cash reserves, debt, and customer equity investments in the co-op, which are called patronage capital. What is patronage capital, and how can your cooperative establish a financial strategy that has a long-term balance of cash reserves, debt, and member equity. We discuss proven policies.

Environmental, Social, and Governance (ESG) and sustainable business practices are a key component of utility strategy. Success in moving the “E” factor towards reducing emissions can sometime put a dent in the utility or co-op electric budget. This article discusses the use of decoupling to mitigate budget damage and maximize budget recovery.