commission workshop · 2020-07-07 · •long range financial model •project funding evaluation...

Commission Workshop07/07/2020 AT 9:00 A .M.TELECONFERENCE VIA ZOOM AT H T T P S : / / Z O O M . U S / J / 9 1 1 1 5 4 7 5 1 5 2 ? P W D = T N V B O V N 3 C M F LY M D S E K F Q C H D H V G

D 5 Z Z 0 9 U S I N G PA S S C O D E 123803 OR CALL (253)215-8782 WEBINAR ID# 911 1547 5152

https://zoom.us/j/91115475152?pwd=TnVBOVN3cmFlYmdsekFQcHdhVGd5Zz09

AgendaPLANNING TRANSITION

BUDGET TIMELINE

KEY INITIATIVES

NEXT STEPS

Planning Process

Strategic Plan (10 Years)

Large Projects Plan

(5-10 Years)

3 Year Operating Plan

2 Year Budget

• Large Project Screening

• Project Prioritization

• Long Range Financial Model

• Project Funding Evaluation

Capital / Large

Projects

• O&M Cost Estimation

• O&M Cost Screening

• Project Review

• Project Scheduling

O&M

• BPA Rates & Credits

• Revenue Forecast

• Net Power Cost Model

• Cash / Reserves / Debt

• Final Draft Budget

Power Cost /

Revenue

• Public Hearing #1

• Amendments

• Public Hearing #2

• Amendments

• Adoption

Budget Review / Adoption

Today’s Workshop

Budgeting Basis• Old Process - Distributed Overhead • Previous budgets distributed expenses over “cost centers”. This is a generally accepted business

practice and follows utility accounting principles.

• The downside of this method is the lack of transparency for individuals without an accounting background.

• New Process – Cash• The new budgeting method tracks “cash-in and cash-out”.

• This method is easily understood and provides added transparency for the public and employees.

• Project costs include only “expenditures”. Overhead and labor are separately budgeted.

• The 2020 vs 2021-2022 budget.

• The budget is presented with 3 full years of expenditures and revenues. A multiyear budget will be presented in the fall for consideration by the Board. • The Board can amend the budget at any time.

Key Budget DriversFacilities Maintenance & Investment – 2021 Discussion

Fiber / Telecommunications – Ongoing Discussion

LED Street Lighting

Fleet Maintenance & Investment

Monthly Billing & AMI

Power Costs

System Activity

10 Year Capital Revitalization

Staffing & Employee Development

Long Term Funding Strategy – Rates vs Bonds

LED Street LightingConverting to LED street lights throughout the system creates several benefits.• Lower energy usage• Lower maintenance costs• Better light quality• Strategic infrastructure for using during an AMI conversion. (Can act as signal repeaters)• Lower Lighting Rates

• Current lighting infrastructure costs between $112 and $232 per fixture.

• Current lighting replacement parts are becoming scarce and expensive.

LED StreetLighting

Vehicles

2021 2022 2023

GENERAL

FLEET - TRANSPORTATION

Bucket Truck 450,000$ 395,000$

Chip Truck 130,000$ 130,000$

Equipment Trailer 18,000$

Flatbed F450 1 68,000$

Flatbed F450 2 68,000$

Forklift 50,000$

Line Truck #1 440,000$

Line Truck #2 440,000$

Passenger Vehicle 1 38,000$








Pickup 1 65,000$

Pickup 219 65,000$

Service Bucket 170,000$

Tree Bucket 260,000$

Vehicle Tracking/GPS System 30,000$

Wire Trailer 22,000$

Grand Total 1,048,000$ 1,017,000$ 1,055,000$

Monthly Billing & Advanced Metering Infrastructure (AMI)

• The PUD is currently transitioning to “monthly billing” no later than January 1st 2021.

• The transition will minimize the number of large customer bills with 60+ days in the billing cycle.

• The transition will also facilitate the transition to lower cost system vendors.• Included in the budget are the costs of making the shift to monthly billing,

AMI, enterprise wide software, SCADA, and pre-pay technology.• Staff has assumed a swift implementation schedule with several

conservative cost estimates.

($9,000,000)

($7,000,000)

($5,000,000)

($3,000,000)

($1,000,000)

$1,000,000

$3,000,000

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr 10 Yr 11 Yr 12 Yr 13 Yr 14 Yr 15 Yr 16 Yr 17 Yr 18 Yr 19 Yr 20

Financial Benefits

Cash Flow Cumulative Cost/Benefit - Financial

($9,000,000)

($7,000,000)

($5,000,000)

($3,000,000)

($1,000,000)

$1,000,000

$3,000,000

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr10

Yr11

Yr12

Yr13

Yr14

Yr15

Yr16

Yr17

Yr18

Yr19

Yr20

Financial & Efficiencies

Cash Flow & Effeciencies Cumulative Cost/Benefit - Financial & Efficiencies

($1,000,000)

$0

$1,000,000

$2,000,000

$3,000,000

Yr 0 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr10

Yr11

Yr12

Yr13

Yr14

Yr15

Yr16

Yr17

Yr18

Yr19

Yr20

Financial Benefits - w/Debt Funding

Cash Flow Cumulative Cost/Benefit - Financial

($1,000,000)

$0

$1,000,000

$2,000,000

$3,000,000

Yr 0 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr10

Yr11

Yr12

Yr13

Yr14

Yr15

Yr16

Yr17

Yr18

Yr19

Yr20

Financial & Efficiencies - w/Debt Funding

Cash Flow & Effeciencies Cumulative Cost/Benefit - Financial & Efficiencies

• AMI has a positive cashflow with or without realizing some of the anticipated system efficiencies.• When financed the project becomes cash positive several years sooner.

Power Costs

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000

$50,000,000

$55,000,000

2015 2016 2017 2018 2019

Bonneville (net of credits/discounts) White Creek Wind Nine Canyon Wind

Packwood Hydro Burton Creek Hydro Mill Creek Hydro

Market Purchases

Power costs are a significant portion of the budget. Added costs and regulatory pressure have steadily raised the cost of serving customers.

Bonneville

12091356

1488

1704

875

0

200

400

600

800

1000

1200

1400

1600

1800

2016 2017 2018 2019 2020

System Activity

Jan - May

YTD

• Work order activity continues to grow steadily.• Activity in 2019 was up 30% compared to 2016.• 2020 activity continues to look strong even with Covid-19.

30% Work OrdersWork Orders Jan - June

Capital Revitalization

Capital expenditure divided by depreciation for the year. This

demonstrates whether the PUD is in a capital investment phase, eg

ratio >1, or is no longer investing in assets, eg ratio <1. In most sectors

investors would expect this ratio to trend to 1.0 over the long term, as

assets are replaced at the same rate as they wear out.

• Staff has added several new capital programs into the budget.• Across the 3 year period capital expenditures are expected to

average roughly $13.9M per year.• Substation spending is expected to average nearly $4.5M per year.• AMI spending is expected to be $9M across the 3 year period.

*Does not include capitalized labor

2020 2021 2022 2023

Admin & General 3.23% 3.30% 3.22% 3.28%

Capital 6.21% 16.30% 14.37% 12.72%

Debt 3.01% 2.79% 4.09% 4.15%

Labor 21.03% 19.40% 20.48% 20.72%

Operating Expenses 61.03% 53.56% 53.20% 54.23%

Taxes 5.48% 4.65% 4.64% 4.90%


Developing a long term capital program is key to operating a reliable and fiscally conservative PUD.

By looking out 10 years and creating a 3 year operating plan we can have levelized costs and stabilized customer rates.

We can also leverage our low cost borrowing authority to match cost with benefit. i.e. customers who use the system, pay for the system.

Staff is analyzing a sustainable method for determining when capital costs should be “rate funded” and when they should be “debt funded”.

The following slide depicts how the PUD has been investing in the system over the past 15 years.• Investment below “1 to 1” means the system “aged”.• Investment above “1 to 1” means the system was “revitalized”.• Industry standard for similar utilities ranges from 1.2 to 1.4 to accommodate customer growth and technology.

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018


0.25

0.600.67

1.26

1.62

0.610.54 0.56

0.660.54

0.73

1.031.11

0.96

1.23

PUD 1

The PUD ratio has averaged .82 over the last 15 years.

Industry average for similar utilities ranges between 1.2 and 1.4

A ratio of “1” means capital investment equaled depreciation for the year.

$7.4M and $8.6 targeted investment levels


By increasing programmatic maintenance and planning ahead for renewals we…….• Decrease repairs• Decrease outages• Decrease liability• Create a safer system• Add beneficial customer programs• Lower overall costs

Time spent supporting Cowlitz Falls

Initial staffing and labor cost estimates project an average increase of roughly 4.51% over 3 years

* No new employees assigned to Fiber deployment


Employee Count

2020 2021 2022 2023

Accounting 8 10 10 10

Administration 3 3 3 3

Cowlitz Falls 12 14 16 16

Customer Service 20 19 19 12

Engineering 12 15 16 16

Human Resources 3 3 3 3

Information Systems 6 7 8 8

Operations 61 63 64 65

Power & Energy Services 5 5 6 6

Grand Total 130 139 145 139

2020 2021 2022 2023

Cowlitz Falls 12 14 16 16

Grand Total 12 14 16 16

ES Employees

2020 2021 2022 2023

Accounting 8 10 10 10

Administration 3 3 3 3

Customer Service 20 19 19 12

Engineering 12 15 16 16

Human Resources 3 3 3 3

Information Systems 6 7 8 8

Operations 61 63 64 65

Power & Energy Services 5 5 6 6

Grand Total 118 125 129 123

CFP Electric System

PUD Total



There are 3 major components putting upward pressure on staffing levels at the PUD.

Service

• Customer growth is increasing at a steady rate

• Added customer programs like online bill pay, online applications

• Grant development ($6M in the last 4 years) ($20M in the pipeline)

Reliability

• Preventative maintenance programs like substation inspections and tree trimming

• System design programs like protection scheme studies and root cause analysis

• Business continuity and succession planning

Compliance

• Existing compliance requirements

• Added compliance requirements from state and federal agencies

• CETA, I-937, Paid Leave, BIOP, EPA, FERC, NERC, Cyber Security, etc.


$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040

Total Debt Debt to Asset Max Debt to Asset Min

UNDER LEVERAGED

• Current debt levels are low and provide a strategic opportunity to capture historically low interest rates.• Issuing debt to fund long term capital matches cost with benefit. Customers using the infrastructure are

the ones who pay for it.• Large capital projects can put significant pressure on rates when the costs aren’t spread out over time.

US Inflation Rate *1.76% Ave20 Year Municipal Bond Rates

*1.5% - 2.0%


Next Steps

• Continue incorporating 2021, 2022, and 2023 budget items.

• Scrutinize and reduce expenditures where possible and prudent.

• Develop and enhance investment opportunities.

• Model and incorporate power costs using conservative planning.

• Model a Bond issuance for large capital projects.

• Continually drive BPA cost reductions.

Thank You.Chris Roden

800 562-5612

[email protected]

www.lcpud.org

Supplemental – Street Lighting

Draft 2021 ES Budget

2021 2022 2023

Sales ‐ Retail Electricity (71,349,500)$ (71,601,500)$ (74,806,300)$

Residential (40,151,700)$ (40,296,400)$ (42,022,000)$

Industrial (12,481,600)$ (12,531,100)$ (13,086,600)$

Commercial (11,451,500)$ (11,490,400)$ (12,079,400)$

Public Authorities (4,476,300)$ (4,494,100)$ (4,751,300)$

Industrial Transmission (2,352,000)$ (2,352,000)$ (2,414,300)$

Security Lighting (195,000)$ (195,800)$ (206,900)$

Street Lighting (132,800)$ (132,800)$ (132,800)$

Irrigation (73,600)$ (73,900)$ (78,000)$

Public Authorities ‐ Tax Exempt (35,000)$ (35,000)$ (35,000)$

Sales ‐ Other Revenue (5,406,300)$ (5,062,300)$ (5,191,100)$

2016 Bond Escrow Account Interest (9,000)$ (11,000)$ (13,000)$

2021 Bond Escrow Account Interest (20,000)$ (20,000)$ (20,000)$

A&G Charged To CFP Per Exhibit F (533,800)$ (534,800)$ (556,700)$

Chehalis Office Space Rent (46,800)$ (46,800)$ (46,800)$

Conservation EEI Admin/PP (210,180)$ (210,180)$ (210,180)$

Conservation EEI Funds ‐ PUD Lighting Project (100,000)$ (100,000)$ ‐$

Conservation EEI Rebate Funds (740,720)$ (740,720)$ (840,720)$

Customer Paid Construction Charges (1,648,000)$ (1,748,500)$ (1,800,900)$

Customer Paid Construction ENW Packwood Breakers (500,000)$ ‐$ ‐$

Fee ‐ Account Service Charge (37,100)$ (37,100)$ (37,100)$

Fee ‐ After Hours Reconnect (2,200)$ (2,200)$ (2,200)$

Fee ‐ Attachments (9,000)$ (9,000)$ (9,000)$

Fee ‐ Conservation Loan Origination (3,000)$ (3,000)$ (3,000)$

Fee ‐ Engineering Application (42,500)$ (45,000)$ (47,500)$

Fee ‐ Field Call (26,100)$ (26,100)$ (26,100)$

Fee ‐ Late Payment (225,000)$ (225,000)$ (225,000)$

Fee ‐ Meter Tampering (2,500)$ (2,500)$ (2,500)$

Fee ‐ Net Metering Connection (3,500)$ (3,500)$ (3,500)$

Fee ‐ NOANET Hosting (6,000)$ (6,000)$ (6,000)$

Fee ‐ Non‐Sufficient Funds (6,300)$ (6,300)$ (6,300)$

Fee ‐ Shut Off Non‐Pay (80,000)$ (80,000)$ (80,000)$

Green Power Program (5,600)$ (5,600)$ (5,600)$

Interest Income (150,000)$ (200,000)$ (250,000)$

Loan Interest (6,000)$ (6,000)$ (6,000)$

Meter and Meter Pole Sales (13,000)$ (13,000)$ (13,000)$

Misc Revenue Subject To Public Utility Tax (35,000)$ (35,000)$ (35,000)$

Pole Contact Revenue (425,000)$ (425,000)$ (425,000)$

Revenue From Merchandising (120,000)$ (120,000)$ (120,000)$

TransAlta Weatherization Board Grant Funds (400,000)$ (400,000)$ (400,000)$

Sales ‐ Wholesale (3,987,300)$ (4,326,900)$ (4,584,900)$

Sales ‐ Transmission (1,482,300)$ (1,482,300)$ (1,482,300)$

Sales ‐ Fiber (470,000)$ (500,000)$ (530,000)$

Admin & General 3,177,600$ 3,111,150$ 3,128,400$

Operating Expenses 51,497,820$ 51,439,920$ 51,727,320$

Capital 15,673,500$ 13,893,500$ 12,133,000$

(3) 69kV switch interrupters 15,000$ ‐$ ‐$

(5) 69kV switch motor operators for SCADA ‐$ 15,000$ ‐$

3 per yr. bus cover at tight clearances 9,000$ 9,000$ 9,000$

AMI 3,000,000$ 4,000,000$ 2,000,000$

Battery upgrades and charger systems 24,000$ ‐$ ‐$

Benaroya Industrial Substation Winlock ‐$ ‐$ ‐$

Bucket Truck 450,000$ 395,000$ ‐$

Capacitor Bank ‐$ 20,000$ ‐$

Chehalis Operations HVAC Replacement 55,000$ ‐$ ‐$

Chehalis Operations Parking Lot Repairs ‐$ 100,000$ 100,000$

Chip Truck 130,000$ ‐$ 130,000$

Coal Creek Rehab 1,000,000$ ‐$ ‐$

Convert Over Head to Under Ground 600,000$ 600,000$ 600,000$

Corkins 69kV Breaker replacement 500,000$ ‐$ ‐$

Customer Electrical Materials 10,000$ 10,000$ 10,000$

Customer Paid Conduit 371,800$ 383,000$ 400,000$

Customer Work ‐ Conduit 288,400$ 297,000$ ‐$

Customer Work ‐ Pad Mount Transformers 450,000$ 475,000$ 500,000$

Customer Work ‐ Pole Mount Transformers 154,500$ 160,000$ 165,000$

Distribution station SCADA ‐$ 500,000$ 750,000$

Easement Costs Not In Work Orders 3,000$ 3,000$ 3,000$

Equipment Trailer 18,000$ ‐$ ‐$

ERP Initial Installation 400,000$ ‐$ ‐$

Facilities Key Card ‐ Doors & Gates 200,000$ ‐$ ‐$

Fiber Materials & Supplies ‐ Exempt 1,000$ 1,000$ 1,000$

Fiber Materials & Supplies ‐ Nonexempt 10,000$ 10,000$ 10,000$

Draft 2021 Budget7/1/2020

1 of 2

Draft 2021 ES Budget

2021 2022 2023

Fiber System Additions 150,000$ 150,000$ 150,000$

Flatbed F450 1 68,000$ ‐$ ‐$

Flatbed F450 2 68,000$ ‐$ ‐$

Fords Prairie Convert 115kV & Rehab ‐$ ‐$ 2,200,000$

Forklift ‐$ 50,000$ ‐$

Fuel Station Canopy and Wash Rack 100,000$ ‐$ ‐$

Glenoma 3/5MVA transformer replace ‐$ 600,000$ ‐$

LED Street Lights (EEI Funded) 100,000$ 100,000$ ‐$

LED Street Lights (Self Funded) 300,000$ ‐$ ‐$

Leonard Rd 69kV breaker replacement ‐$ 200,000$ ‐$

Line Truck #1 ‐$ ‐$ 440,000$

Line Truck #2 ‐$ ‐$ 440,000$

Materials and Supplies ‐ Exempt 50,000$ 50,000$ 50,000$

Materials and Supplies ‐ Nonexempt 300,000$ 300,000$ 300,000$

Meter Installations & Replacements 128,800$ ‐$ ‐$

Misc 10,000$ 10,000$ 10,000$

Mobile substation for rebuilds / emergency service 1,200,000$ ‐$ ‐$

Morton Equipment Building Feasibility Study 30,000$ ‐$ ‐$

Morton Parking Lot repair 100,000$ ‐$ ‐$

Mossy Rock Rehab ‐$ 2,200,000$ ‐$

Overhead Conductor Renewals & Replacements 200,000$ 200,000$ 200,000$

Packwood 69kV bay and breaker addition for ENW 500,000$ ‐$ ‐$

Passenger Vehicle 1 38,000$ ‐$ ‐$



Passenger Vehicle 4 ‐$ 40,000$ ‐$




Passenger Vehicle 8 ‐$ ‐$ 45,000$

Pickup 1 ‐$ 65,000$ ‐$

Pickup 219 ‐$ 65,000$ ‐$

Pole and Fixture Renewals & Replacements 400,000$ 400,000$ 500,000$

Radio System Study 25,000$ ‐$ ‐$

Regulators ‐$ ‐$ ‐$

Renewals and Replacements ‐ Regulators 130,000$ 90,000$ 130,000$

Salkum Rehab ‐$ ‐$ 2,200,000$

Service Bucket 170,000$ ‐$ ‐$

Shop Equipment 20,000$ 20,000$ 20,000$

Substation Transformer Spare 115X69/25X12.5 kV 600,000$ ‐$ ‐$

Surface and ground improvements ‐step & touch potential 100,000$ 100,000$ 100,000$

System Protection and Sectioning ‐ Replacements & Renewa 450,000$ 400,000$ 400,000$

Test and Treat ‐ Pole Replacement 200,000$ 133,500$ ‐$

Tower Ground Conductor Replacement 20,000$ 20,000$ ‐$

Transmission Station SCADA ‐$ 500,000$ 250,000$

Transmission Upgrades 20,000$ 20,000$ 20,000$

Tree Bucket ‐$ 260,000$ ‐$

UG Feeder Improvement projects and failing cable 200,000$ 200,000$ ‐$

UG Feeder Improvement projects and failing cable 300,000$ 300,000$ ‐$

Uninjectable Cable Replacement 200,000$ 200,000$ ‐$

Vader Rehab 1,700,000$ ‐$ ‐$

Vehicle Tracking/GPS System 30,000$ ‐$ ‐$

Winlock Industrial 69kV loop and area upgrade ‐$ 100,000$ ‐$

Wire Trailer ‐$ 22,000$ ‐$

Labor 18,649,100$ 19,807,800$ 19,767,200$

Debt (6,337,800)$ (4,316,700)$ 678,300$

2016 Debt Service ‐ Interest 327,400$ 282,900$ 237,500$

2016 Debt Service ‐ Principal 2,134,800$ 2,182,200$ 2,222,600$

2021 Bond Proceeds (9,000,000)$ (8,000,000)$ (3,000,000)$

2021 Debt Service ‐ Interest 200,000$ 400,000$ 383,600$

2021 Debt Service ‐ Principal ‐$ 818,200$ 834,600$

Taxes 4,467,200$ 4,483,500$ 4,678,800$

Taxes ‐ Business & Sales 58,000$ 59,000$ 59,900$

Taxes ‐ Privilege 1,524,100$ 1,529,500$ 1,598,100$

Taxes ‐ Utility 2,885,100$ 2,895,000$ 3,020,800$

4,432,020$ 5,446,170$ 5,518,420$

Draft 2021 Budget7/1/2020

2 of 2

2021 2022 2023 2024 2025

Admin & General 1,516,300$ 1,478,850$ 1,493,700$ 1,506,500$ 1,502,700$

Operating Expenses 4,770,200$ 6,694,500$ 7,239,300$ 7,147,600$ 2,243,800$

O&M 2,341,900$ 2,195,200$ 1,358,800$ 1,042,100$ 1,507,300$

OR&R 2,428,300$ 4,499,300$ 5,880,500$ 6,105,500$ 736,500$

5‐Ton Bridge Crane 500,000$ ‐$ ‐$ ‐$ ‐$

Battery Bank Replacement ‐$ ‐$ ‐$ 80,000$ ‐$

Boat Barrier Replacement ‐$ ‐$ 120,000$ ‐$ ‐$

Campground A Loop Restroom ‐$ ‐$ 150,000$ ‐$ ‐$

Communications (Radios, etc.) 5,900$ 5,900$ 6,100$ 6,100$ 6,100$

Concrete Scanner 25,000$ ‐$ ‐$ ‐$ ‐$

Control Room / Office Area Repairs 40,000$ ‐$ ‐$ ‐$ ‐$

Debris Barrier Cathodic Protection 75,000$ ‐$ ‐$ ‐$ ‐$

Debris Barrier Coating 150,000$ ‐$ ‐$ ‐$ ‐$

Derby Site Enhancement 30,000$ 30,000$ ‐$ ‐$ ‐$

Diesel Generator Connection to Spillway Gates 2 & 3 ‐$ 14,000$ ‐$ ‐$ ‐$

Downstream Boat Ramp ‐$ 250,000$ ‐$ ‐$ ‐$

Exciter Brush Dust Vacuum System 120,000$ ‐$ ‐$ ‐$ ‐$

Exciter Replacement ‐$ ‐$ ‐$ 125,000$ 500,000$

Gantry Crane Controls and Drive Upgrade ‐ Design ‐$ ‐$ ‐$ ‐$ 150,000$

Generator Cooling Water Refurbishment ‐$ ‐$ ‐$ 78,000$ ‐$

Generator Hatch Cover Seals & Drains 120,000$ ‐$ ‐$ ‐$ ‐$

Generator Protective Relay Replacement ‐$ ‐$ ‐$ 150,000$ ‐$

Lathe 18,000$ ‐$ ‐$ ‐$ ‐$

Man‐Made Island Canal ‐$ 50,000$ ‐$ ‐$ ‐$

Mitigation Land 75,000$ 75,000$ 75,000$ 75,000$ 75,000$

Mobile Diesel Generator & Log Bronc Cover 25,000$ ‐$ ‐$ ‐$ ‐$

Mower ‐$ 22,000$ ‐$ ‐$ ‐$

New Office, WH, Shop Facility ‐ Construction ‐$ 1,800,000$ ‐$ ‐$ ‐$

New Office, WH, Shop Facility ‐ Design/Site Testing 230,000$ ‐$ ‐$ ‐$ ‐$

Rail Extension Over Spillway 4 170,000$ 525,000$ 1,082,000$ ‐$ ‐$

Revenue Meters ‐$ 24,000$ ‐$ ‐$ ‐$

RT Fork Lift 70,000$ ‐$ ‐$ ‐$ ‐$

Server/Cameras/Office Machines/Computers 5,400$ 5,400$ 5,400$ 5,400$ 5,400$

Service Air Compressor 1,000$ 1,000$ ‐$ ‐$ ‐$

Side By Side ‐$ ‐$ 30,000$ 30,000$ ‐$

Sluice Gate Construction ‐$ ‐$ 2,600,000$ 5,356,000$ ‐$

Sluice Gate Design ‐$ 835,000$ ‐$ ‐$ ‐$

Sluice Gate Replacement ‐ CFD & Physical Model Des 330,000$ 511,000$ ‐$ ‐$ ‐$

Sonar & Turbidity Sensors 150,000$ ‐$ ‐$ ‐$ ‐$

South Well Pump 3,000$ ‐$ ‐$ ‐$ ‐$

Spillway Gate Control ‐$ ‐$ ‐$ 200,000$ ‐$

Spillway Gate Finite Element Analysis 75,000$ ‐$ ‐$ ‐$ ‐$

Spillway Gate Hoist Covers ‐$ 120,000$ ‐$ ‐$ ‐$

Spillway Handrail & Guardrail 150,000$ ‐$ ‐$ ‐$ ‐$

Trash Rake Construction ‐$ ‐$ 1,770,000$ ‐$ ‐$

Trash Rake Design ‐$ 191,000$ ‐$ ‐$ ‐$

Vehicle for Gen Superintendent ‐$ 40,000$ ‐$ ‐$ ‐$

Vehicle for Resource Worker ‐$ ‐$ 42,000$ ‐$ ‐$

Warehouse Repairs 60,000$ ‐$ ‐$ ‐$ ‐$

Labor 3,661,900$ 4,000,900$ 4,151,500$ 4,275,000$ 4,401,800$

Taxes 65,100$ 65,100$ 65,100$ 65,100$ 65,100$

Project Reimbursement / Revenue (10,013,500)$ (12,239,350)$ (12,949,600)$ (12,994,200)$ (8,213,400)$

Wheeling ‐$ ‐$ ‐$ ‐$ ‐$

Total Revenue ‐$ ‐$ ‐$ ‐$ ‐$

Draft 2021 CFP Budget7/1/2020

1 of 1

commission workshop · 2020-07-07 · •long range financial model •project funding evaluation...

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