HomeMy WebLinkAbout17 Budget Workshop #2 Staff ReportTRUCKEE DONNER
Public Utility District
MEETING DATE: October 6, 2021
TO: Board of Directors
AGENDA ITEM #17
FROM: Michael R. Salmon, Chief Financial Officer
SUBJECT: Budget 2022 & 2023 - Workshop number 2 - Discussion of Goals,
Objectives, and Key Assumptions and Schedule Public Notice on
11 /3/2021 for the Budget 2022 and 2023.
Brian C. Wright, General Manager
RECOMMENDATION:
a) Receive the information from this workshop item and provide strategic direction to staff
regarding Budget 2022 & 2023 preparations.
b) Schedule the Budge Public Hearing on 11/3/2021 for the Budget 2022 & 2023.
DISCUSSION:
For over a decade, the District has prepared the budget on a biennial basis. This is the 2nd
workshop for the FY2022-23 budget development, utilizing the current budget, actual and forecast
trends, as well as the strategic plan as the foundational basis.
The current Board approved Budget 2022- 2023 workshops and approval schedule is as follows:
• August 18, 2021 —Workshop #1 - Discussion of Goals, Objectives, and Key Assumptions;
• October 6, 2021 (tonight) — Workshop #2 — Purchased Power Plan, Operating & Capital
Budgets for Electric and Water Utilities, and Financial Master Plan drafts; Public Hearing
Notice of 11/3/2021 Public Hearing on Budget 2022 & 2023 Approval
• October 20, 2021 (5pm-7pm) — Workshop #3 — Operating and Capital Budgets for all
support services, Revenue/Rates, Reserves & Financial Master Plan drafts
• November 3, 2021 (6pm start) — Public Hearing and Action Item — Review and approval of
Budget 2022 & 2023
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District's Mission
The Mission of the Truckee Donner Public Utility District is to provide reliable, high quality utility
and customer services while managing District resources in a safe, open, responsible, and
environmentally sound manner at the lowest practical cost.
Values of the District
Safety — Safety is our way
Safety is our first priority. We are committed to the health and safety of our
employees, customers, and community through the continuous practice of
prevention, education, and awareness.
Communication — Send and receive
Foster positive engagement by creating a strong communicative environment that
includes; active listening, transparency, clear, concise, and the timely transmission
of information, with empathy and respect. This also includes providing and receiving
honest feedback.
Integrity — Honest and ethical
Highest quality service to the public and employees, utilizing honest and ethics as
our base principles.
Accountability — Own it
A strong performing team with the obligation and willingness to accept responsibility
for our actions, maintaining a sense of humility and inclusiveness.
Timeliness — Meet our goals and commitments
A highly effective agency and responsive organization meeting goals and
expectations in a timely manner.
Work Life Balance — Work hard, play hard
We value every employee and foster a healthy work life balance culture, allowing
employees to bring their best selves to work every day.
Strategic Plan
In May 2021, the Board adopted a Strategic Plan. The plan included four key initiatives as follows:
■ Undergrounding of Overhead Power lines
■ 100% Clean Renewable Energy
■ Local Clean Power Generation
■ Community Broadband
Resources must be committed to these initiatives.
Reference Documents
The following links provide useful financial information:
o August 18, 2021 — Workshop #1 - Discussion of Goals, Objectives, and Key Assumptions
Workshop #1 starts on Page 54 of PDF
o Strategic Plan 2021 — 2024
o 2020 Comprehensive Annual Financial Report
o 2020 and 2021 Budget (Current Budget)
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o District Code Title 3 Finance and Accounting
Workshop #2 Agenda detail for current draft of 2022 & 2023 Budget is presented below:
A) Purchased Power Budget
B) Electric Utility Budget (Attachment 1)
C) Water Utility Budget (Attachment 2)
D) Personnel Budget (Attachment 4)
E) Reserves Budget (Attachment 5)
F) Financial Master Plan, 10 Years, 2022 to 2031 (Attachment 6)
Capital Expenditure Summary and Detail, Electric and Water (Attachment 3)
A) Purchased Power Budget
• Represents approximately 53% of Electric Utility's operating expenses, therefore an
important estimate in Budget
• Demand is relatively consistent, readily estimated
• Costs can be volatile
• District has an Electric Rate Reserve policy (50% of annual power costs) with a balance of
$6.4 million as of June 30, 2021 and is generally consistent with policy; but will need to be
adjusted each year to keep pace with purchase power costs budgeted.
Electric Utility Purchased Power Delivered (Energy Supply and Transmission); Includes $150,000
charged to Conservation Renewable Power:
Annual Budgets and Last Twelve Months (LTM): Mega Watt Hours (MWh)
Budget 2021
6/30/2 TM
8/31/2 TM
Budget 2022
Budget 2023
Amount
$13,065
$12,277
$12,886
$13,659
$14,132
Variance to
Budget'22
$594
$1,382
$773
$473
% Variance
4.5%
11.2%
6.0%
3.3%
MWh
168,590
171,509
171,792
172,651
173,515
Cost/MHh
$77.50
$71.58
$75.01
$79.11
$81.45
The Budget 2022 amount of $13,659,000 represents a 4.5% increase over Budget 2021 and a
6.0% increase to LTM 8/31/2021. This latter LTM variance of $773K/6.0% is comprised of the
following drivers:
- $387K / 3.0% base inflation increase assumption
- $ 64K / 0.5% customer growth demand impact
- $322K / 2.5% contingency for cost volatility (based on recent trending)
This 2.5% contingency is included due to the significant materiality of this budgeted line
item and recent trending cost increases not fully factored in the LTM basis of calculation.
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Utilizing the LTM 8/31/2021 cost of $12,886,000 as a starting point of calculation of Budget 2021,
inherently includes the most recent MWh demand trend for the utility; which is not estimated to
decline. The Budget 2022 MWh of 172,651 represents a 0.5% increase over the LTM MWh, and
Budget 2023 MWh of 173,515 represents 0.5% growth to Budget 2022. Last four years MWh
actual are:
• 166,209 MWh in 2020
• 160,683 MWh in 2019
• 158,790 MWh in 2018
• 161,518 MWh in 2017
B) Electric Utility Budget
The current draft of Budget 2022 (B22) and Budget 2023 (B23) is provided as Attachment 1.
B22 notables in comparison to Budget 2021 (1321) are provided below.
Operating Expenses
Include the annual operating expenses association with providing and maintaining electrical
service. Operating Expenses B22 of $26.8 million are $2.66m or 11 % greater than B21. The
primary drivers of this cost increase are as follows ($ in thousands):
1) $594 - Purchased Power, as detail previously in section A)
2) $500 - Wildfire Defensible Space increase from $1.03 B21 to $1.53 B22
3) $234 - Rate of Pay Increase impact of assumption of 4.5%, based on Memorandum of
Understanding (MOU) and Federal Bureau of Labor Statistics (BLS) related
specifications.
a. The BLS CPI-W for August was 4.9%, the MOU maximum cap is 5.0%. Next
update and MOU specified CPI-W is the October figure. (includes overhead,
across all departments)
4) $104 - Impact of Rate of Pay increases in 2020 & 2021 greater than Budget 2020 &
2021
5) $160 - Strategic Plan Initiatives funding to continue momentum (Dept. BoD)
6) $ 75 - other legal costs estimate (Dept. BoD)
7) $150 - additional FTE, 50% Electric, Human Resources Director (Dept. Gen.Mgmt)
8) $99 - additional FTE, 50% Electric, Safety & Risk Coordinator (Dept. Gen.Mgmt)
9) $94 - additional FTE, -50% Electric, Vehicle Mechanic (cost charged through
Transportation Overhead, across all Depts.)
10)$87 - additional FTE, 50% Electric, Communications Specialist (Dept. Gen.Mgmt)
11)$30 - Grant application/writing professional services (Dept. Gen.Mgmt)
12)$28 - Laserfiche & Microimaging services (Dept. Gen.Mgmt)
13)$48 - safety programs, costs increases $23 and new SIDS subscription $25 (Dept.
ELOps)
14)$30 - Avian program development (Dept. ELOps)
15)$15 - Survey services (Dept. Gen.Mgmt)
16) ($264) - transfer 1 FTE, Electrician to Water Operations (Dept. ELOps)
17) ($132) - drop'/2 FTE, Electrician 2nd half of 2022 (Dept. ELOps)
18)$64 - Compensation Study contingency, including overhead (across all departments)
19)$345 General Services organizational structure changes, add 2 FTEs to adequately
service facilities throughout the District, this cost on Electric is recovered partially via
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Rent charged to Water Division
20)$399 — net increase +3.6%, all other changes +/- (across all departments)
Capital Expenditures reflect the long-term investment in capital infrastructure necessary to
provide electric utility service to customers. Capital investment includes replacement of
depreciated capital assets, as well as, expansion capital investment due to growth and
changing needs of the utility.
A 10 year capital improvement plan for the electric utility has been prepared and includes an
10 year total of $85.1 M or an average of $8.5M per year. The plan includes $6M for a new
building located at the corporate yard for electric and the building is drafted in budget to be
funded by the issuance of bonds, which spreads the cost (and rate impact) at a low interest
rate over proposed 20 year debt service schedule.
Capital expenditures for B22 of $16.75M and include the notable projects of ($ thousands):
1) $6,000 Proposed new building at corp yard (bond debt financed)
2) $3,000 District Office building modernization (water pays a portion of this thru rent)
3) $1,500 District Office drainage system and paving (water pays a portion of this thru
rent)
4) $1,300 SCADA Reliability Improvement Project Phase 6
5) $ 520 Line Extensions and Upgrades
6) $ 444 Pole Replacements (q50)
7) $ 455 SRIP Pole Replacements (q33)
8) $ 390 Martis Valley Substation Rebuild (planning costs) ($1.4m in 2023 to complete)
9) $ 356 Glenshire Substation Rebuild (planning costs) ($2.1 m in 2023/2024 to
complete)
10)$ 652 Information Technology projects, including $150k GIS/OMS software and $75k
for Fleet GPS hard/software, and $125k for call recording/reporting hard/software
11)$ 497 Vehicles — five new/add equipment items and $39k to replace a dump trailer
Capital expenditure details can be further referenced in Attachment 3.
Reserves for the electric utility are established in District Code and are designed to ensure
the financial stability and resilience. Reserves are part of all governmental and special districts
and need to be appropriately funded over time in accordance District Code. Reserves are
also utilized to balance spikes in annual expenditures planned or unplanned.
In B22, vehicle reserves of $497,000 are utilized for vehicle purchases, capital reserves of
$6.1 M are utilized to fund the $4.5M in District Office facility projects and $1.6M to fund other
capital expenditures. A B22 funding (transfer to) vehicle reserves of $670,000 is planned to
replenish the B22 expense, as well as improve the funding level based on the 10-year vehicle
capital expenditure plan. A B22 funding (transfer to) the rate reserve fund of $326,000 is
planned to increase the reserve balance to achieve policy balance of 50% of purchased power
costs.
The net result of General Fund for B22 is a positive $247,000, which increases the operating
Page 5 of 11
reserve balance (District Policy is 50% of operating expenses). The operating reserve
(General Fund) at the end of both B22 and B23 is +3% to policy target balance.
Regarding General Fund Operating Reserve [District Code 3.01.01.04] — Staff will be
recommending revisions to this policy during the budget process
• Current District code wording for Electric is as follows:
o Electric general fund should have a cash reserve equal to one half of the annual
budgeted operating expenses, excluding depreciation
• Recommended revision to the following:
o Electric general fund should have a cash reserve equal to one half of the annual
budgeted operating expenses, excluding depreciation and purchased power
• Staff recommends this modification to the reserve policy due the existence of an Electric
Rate Reserve. As the reserve policy is currently defined, including purchased power costs,
Electric's operating reserve is relatively high, as 53% of the operating expenses are
purchased power. This is deemed as duplicative or too conservative, as there is a separate
Electric Rate Reserve.
• With the change in policy definition, the amount in excess of goal for operating general fund
would be transferred to the Electric Capital Reserve. The subject funds are rate generated
and the capital reserve fund `bucket' is a Board designation.
o $11,394 Operating general fund reserve balance 12/31/2020
0 (490) transfer to rate reserve in 2021
0 2,730 net result increase in balance, 2021 forecast results (driving in large part
due to lower capital expenditures than budgeted, excluding transfers
0 (7,430) transfer to electric capital reserve in 2021
0 $ 6,204 Operating general fund reserve balance 12/31/2021 Forecast
0 $ 6,261 50% of Operating Expenses, excluding Deprecation & Purchased Power
• $3,637 Capital reserve fund balance 12/31/2020
• 257 funding as budgeted in 2021
• 13 investment income
• 0 use of capital reserve funds in 2021 (budget was $1.8m)
• 7,430 transfer in from operating general fund in 2021
• $11,337 Capital reserve fund balance 12/31/2021 Forecast
• $ 5,846 Policy average annual capital expenditures
Capital reserve balance significantly higher than policy, due to lower capital
expenditures in recent years, the draw down/use in B22 is $6.1 M
Further information on reserves is provided in section E), attachment 5 and attachment 6.
Revenues for the electric utility are primary generated from customer rates. The revenue
requirement to balance the utility's budget is based on the cost of service result of various
components including operating expenses, capital expenditures, reserve requirements, and
debt service requirements.
Budget 2022 operating revenues of $31.65M represent an increase over B21 of $3.97M or
13.7%. This 13.7% increase is comprised of the following component; customer growth 0.5%,
4.7% current demand trend change from B21 expectations, and rate increase of 8.5%.
Page 6 of 11
The Budget 2022 includes an 8.5% average rate increase and Budget 2023 includes an
average rate increase of 6.0%. An independent consultant is concurrently preparing a cost of
service analysis for the District, with results expected in November. Post the noted planned
increases, the District electric utility rates will remain competitive in the region and below
average for California market.
C) Water Utility Budget
The current draft of Budget 2022 (1322) and Budget 2023 (1323) is provided as Attachment 2.
B22 notables in comparison to Budget 2021 (B21) are provided below.
Operating Expenses include the annual operating expenses association with providing water
service and maintaining water service assets including wells, tanks, pump stations and
pipelines.
Operating Expenses B22 of $10.92 million are $1.13m or 12% greater than B21. The primary
drivers of this cost increase are as follows ($ in thousands):
1) $ 234 — Rate of Pay Increase impact of assumption of 4.5%, based on Memorandum
of Understanding (MOU) and Federal Bureau of Labor Statistics (BLS) related
specifications.
a. The BLS CPI-W for August was 4.9%, the MOU maximum cap is 5.0%. Next
update and MOU specified CPI-W is the October figure. (Includes overhead,
across all departments)
2) $104 — Impact of Rate of Pay increases in 2020 & 2021 greater than Budget 2020 &
2021
3) $ 75 — other legal costs estimate (Dept. BoD)
4) $150 — additional FTE, 50% Water, Human Resources Director (Dept. Gen.Mgmt)
5) $ 99 — additional FTE, 50% Water, Risk & Compliance Coordinator (Dept. Gen.Mgmt)
6) $ 87 — additional FTE, 50% Water, Communications Specialist (Dept. Gen.Mgmt)
7) $ 30 — Grant application/writing professional services (Dept. Gen.Mgmt), successful
grant fund applications will more than offset the additional administrative costs
8) $ 27 — Laserfiche & Micro imaging services (Dept. Gen.Mgmt)
9) $ 15 — Survey services (Dept. Gen.Mgmt)
10)$ 94 — additional FTE, —50% Water, Vehicle Mechanic (cost charged through
Transportation Overhead, across all departments)
11)$ 264 — transfer 1 FTE, Electric to Water Operations (Dept. Water Ops)
12)$ 177 — additional FTE, Maintenance Program Lead (Dept. Water Ops)
13)$ 64 — Compensation Study contingency, including overhead (across all departments)
14)($ 292) — net decrease of 3.0%, all other changes +/- (across all departments)
Capital Expenditures reflect the long-term investment in capital infrastructure necessary to
provide water utility service to customers. Capital investment includes replacement of
depreciated capital assets, as well as, expansion capital investment due to growth and
changing needs of the utility.
A 10 year capital improvement plan for the water utility has been prepared and includes a 10
year total of $90.7M or an average of $9.1 M per year. The plan includes $15M of projects
funded by the issuance of bonds, which spreads the cost (and rate impact) at a low interest
Page 7 of 11
rate over a proposed 25 year debt service schedule at $960K range per year. This new debt
service is at a level that replaces the current debt service that falls off by a similar amount.
Capital expenditures for B22 of $15.28M and include the notable projects of ($ thousands):
1) $1,000 new water tank, facility fees portion funded
2) $3,000 new water tank, new debt financed
3) $2,721 pump station replacement, Martiswoods, new debt financed
4) $2,384 pipeline replacement, new debt financed
5) $1,965 new pipeline. new debt financed
6) $1,345 pump station rehabilitations
7) $ 949 water tank rehabilitations
8) $ 463 Information Technology projects, including $150k GIS/OMS software and $75k
for Fleet GPS hard/software, and $125k for call recording/reporting hard/software
9) $ 644 Vehicles — four truck replacements and two trailer replacement
Capital expenditure details can be further referenced in Attachment 3.
Reserves for the water utility are established in District Code and are designed to ensure the
financial stability and resilience. Reserves are part of all governmental and special districts
and need to be appropriately funded over time in accordance District Code. Reserves are
also utilized to balance spikes in annual expenditures planned or unplanned.
In B22, water vehicle reserves of $644,000 are utilized for vehicle purchases and capital
reserves, of which $0 are utilized in 2022 (cap reserve balance is only $1.OM). A B22 funding
(transfer to) vehicle reserves of $240,000 is planned to replenish the B22 spend, as well as,
improve the funding level based on the 10-year vehicle capital expenditure plan. A B22 funding
(transfer to) the capital reserve fund of $620,000 is planned to increase the significantly
underfunded capital reserve balance.
The net result of General Fund for B22 is a positive $3,719, which increases the operating
reserve balance, which has a policy of 50% of operating expenses. The operating reserve
(General Fund) is at the end of both B22 and B23 is in the 80% range (short 20%) to policy
target balance.
Further information on reserves is provided in section E), attachment 5 and attachment 6
Revenues for the water utility are primary generated from customer rates. The revenue
requirement to balance the utility's budget is based on the cost of service result of various
components including operating expenses, capital expenditures, reserve requirements, and
debt service requirements.
Budget 2022 operating revenues of $16.43M represent an increase over B21 of $2.23M or
15.7%. This 15.7% increase is comprised of the following component; customer growth 0.5%,
6.0% rate increase in 2021 greater than B21 expectation, 0.2% current demand trend change
from B21 expectations, and rate increase of 9.0% (as approved in December 2020).
The Budget 2022 includes a 9.0% average rate increase and Budget 2023 includes an
average rate increase of 8.0%. An independent consultant prepared a cost of service
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analysis/rate recommendation in 2020 and the Board adopted the recommendation in included
in B22/B23 and the Financial Master Plan. Post the planned increases, the District water
utility rates will remain competitive in the region.
D) Personnel
• The District has reviewed the organizational structure numerous times over last 18-24
months and has developed several recommend changes to align the structure with the
evolving landscape of public utility operations and management, consistent with the
District's Mission, Values, and Strategic Plan.
• Changes approved in 2020 and 2021 that differ from Budget, and impact 2022 and 2023
Budget:
o Additions
■ Human Resources Manager (B22 step up/promotion to Director)
■ Vehicle Mechanic
■ Accounting Specialist Lead
o Eliminations
■ Financial Analyst
o Modifications or re -alignments
■ Administrative Services Director to Chief Financial Officer (no change in
FTEs)
■ Electric reorg to three line crews and eliminate service crew, add Troubleman
position and second substation lineman/Inspector (no change in FTEs)
o All of above; + 2 FTE's net impact on Budget 2022/2023 compared to Budget 2021
• Potential changes proposed for Budget 2022 (and continuing in 2023)
o ADD (+6 FTEs)
■ General Administration — Communications Analyst/Tech
■ General Administration —Risk & Compliance Coordinator
■ Water Ops — Maintenance Program Technician
■ Water Ops — Water SCADA Pump and Motor Controls Technician
■ General Services Manager
■ Facilities Maintenance Lead
o Change (-.5 FTE in 2022, -1.0 FTE in 2023)
■ Electric Ops — change 2 Apprentice Lineman positions to Journeyman
Lineman positions (no FTE impact)
■ Electric Ops — eliminate one Electrician position 2023 (1/2 FTE impact)
■ Transfer 1 Electrician position from Electric Ops to Water Ops (no FTE
impact)
• Net FTEs
0 73.0 Budget 2021
0 80.5 Budget 2022
0 80.0 Budget 2023
FTEs by Department and other information on personnel is provided in attachment 4.
Page 9 of 11
E) Reserves
Electric Utility has the following reserve accounts:
General Fund
Rate Reserve
Capital Reserve
Vehicle Reserve
Facility Fees
Deferred Liability
(The General Fund is commonly referred to as the `operating reserve')
Electric's General Fund and Rate Reserve are generally sufficiently funded at policy levels,
both at six months or 50% of annual operating expenses (excluding depreciation and
purchased power) and purchased power costs, respectively.
Electric Capital Reserve has a target balance of one year's annual capital expenditures
and the balance has built up over the target balance. In essence, over the last 18-24
months planned operating rate funded capital projects have been delayed/deferred,
primarily due to the pandemic. The funds were accumulated for capital expenditures, and
are now planned in B22 to be expended. The B22 electric capital reserve beginning
balance of $11.3M is drawn down by $6.1 M by end of B22, as a significant and appropriate
planned use of the reserve funds.
Water Utility has the following reserve accounts:
General Fund
Capital Reserve
Vehicle Reserve
Facility Fees
Deferred Liability
(The General Fund is commonly referred to as the `operating reserve'.)
Water Utility General Fund is in the 80% range to policy level of six months or 50% of annual
operating expenses (excluding depreciation). The funding level is improved over time to the
policy goal in the Financial Master Plan, discussed in next section.
Water's Capital Reserve has a target balance of one year's annual capital expenditures and
the current balance is significantly under the target balance of one year's annual capital
expenditures. The B22 water capital reserve beginning balance of $1.OM has a funding in B22
of 620K and then in B23 a use of 650k. The funding level is improved over time to the policy
goal in the Financial Master Plan, discussed in next section.
Attachment 5 provides additional reserves information for B22 and B23.
The Financial Master Plan, attachment 6, provides reserve information for 10 years.
Page 10 of 11
F) Financial Master Plan
The Financial Master Plan (FMP) is a tool to help the Board and staff understand how the
proposed budget impacts long-term goals. The FMP includes revenues and expenditures the
current budget cycle years, as well as, the following eight years, for a 10 year horizon view of the
financial position, in particular reserve balances, for the District. Further, the FMP is reviewed
during the budget cycle to ensure that the proposed budget is consistent with long-term goals.
The FMP makes assumptions on customer growth and inflation. Further, the FMP incorporates
the 10 year capital improvement plans of the utilities.
The key measure of financial stability for the District in the FMP is reserve balances.
Electric Utility achieves the policy target balances most years in the plan.
Water Utility achieves the policy target balances only in the final year 2031, due primarily to the
current low reserve balances compared to policy targets and a $9.1 m/year average capital
improvement plan expenditure level.
Attachment 6, Financial Master Plan, provides FMP draft Electric and Water utilities key
summary pages of revenue, expenditures, and reserve information for the subject 10 year period.
FISCAL IMPACT:
There is no direct fiscal impact associated with this workshop item.
ATTACHMENTS:
A. Electric Utility Budget Summary
B. Water Utility Budget Summary
C. Capital Expenditure Summary and Detail, Electric and Water
D. Personnel FTE Budget
E. Reserves Budget
F. Financial Master Plan, 10 Years, 2022 to 2031
Page 11 of 11
Attachment 6
Truckee Donner Public Utility District
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
Financial Master Plan Summary - Assumptions
FY22 through FY31
* Customer Growth -
Electric - 2022 & 2023 0.5%, thereafter 1.0% per year
Water - 2022 & 2023 0.5%, thereafter 0.8% per year
[2015 to 2020 Growth Rate - Electric 1.2% Water 0.8%]
* Purchased Power - 3% increase for inflation + 1.0% for customer growth impact; 4.0% Total / year
* All Other Costs -
Electric - 2022 as detail planned, 2023 as detail planned, thereafter 3.5% per year inflation
Water - 2022 as detail planned, 2023 as detail planned, thereafter 3.5% per year inflation
* Capital Expenditures - refer to Attachment 3, Capital Expenditure 10 year Plan, Electric and Water
* New Debt - Electric $61VI Water $15M; both bond issuances in 2022
Pension Obligation Bonds not in current Budget/FMP draft - POB's estimated to have small net impact on cash flow
* In 2022 the rate funded water debt will be cut in half due to the refunding portion of the former
2006 COP debt and the Prop 55 water system improvement debt will be paid off
* Interest earned projected at 0.30%22, 0.50%23, gradually increasing to 1.0% in 2027 and thereafter
* AB32 cap and trade auction proceeds are projected to fall from approxamately $1.4m per year in 2020
to $750,000 in 2021, and stabilize at $350,000 thereafter
Attachment 6 - FMP - Page 1 of 5
9/29/2021 3:06 PM I:\BUDGET\CYB\Central\Financial Master Plan Assumptions
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021) Attachment 6
Financial Master Plan Summary
FY22 through FY31
(in thousands)
ELECTRIC
FY22
FY23
FY24
FY25
FY26
FY27
FY28 FY29
FY30 FY31
Operating Cash Flow
Operating revenue
$ 31,654
$ 33,919
$ 34,941
$ 35,994
$ 37,078
$ 38,194
$ 39,344 $ 40,529
$ 41,749 $ 43,006
Operating expenses
(26,824)
(27,758)
(28,799)
(29,880)
(31,001)
(32,164)
(33,371) (34,624)
(35,925) (37,275)
Other revenue/(expenses)
(105)
(214)
(196)
(173)
(144)
(113)
(96) (80)
(69) (59)
Net Income
$
4,725
$ 5,947
$ 5,946
$ 5,941
$ 5,933
$ 5,917
$
5,877
$ 5,825
$ 5,755
$ 5,672
Transfer from/(to)funds
6,599
1,277
1,973
(942)
(777)
(1,525)
(1,615)
236
424
588
Debt principal payments
(323)
(201)
(210)
(218)
(227)
(236)
(245)
(255)
(265)
(276)
Debt proceeds (new debt) - $6,000
6,000
-
-
-
-
-
-
-
-
-
Capital projects
(16,754)
(6,355)
(6,984)
(3,808)
(4,447)
(3,495)
(3,274)
(5,798)
(5,891)
(5,957)
Change in Operating Cash
$
247
$ 668
$ 726
$ 974
$ 482
$ 661
$
743
$ 9
$ 23
$ 28
Cash & Reserve Balances
Operating Cash Balance (GenFd)
$
6,451
$ 7,120
$ 7,847
$ 8,821
$ 9,302
$ 9,964
$
10,706
$ 10,715
$ 10,737
$ 10,765
Rate Reserve Balance
6,774
7,011
7,291
7,582
7,885
8,200
8,527
8,867
9,221
9,589
Capital Reserve Balance
5,271
4,332
2,853
3,872
4,903
6,452
8,016
7,997
7,677
7,303
Capital Vehicle Reserve Balance
374
433
491
471
294
358
496
384
366
226
Deferred Liability
2,100
2,108
2,119
2,133
2,150
2,172
2,194
2,216
2,238
2,260
Facility Fee Reserve Balance
204
386
18
148
279
418
565
720
883
1,054
Cash & Reserve Balances
$
21,174
$ 21,390
$ 20,619
$ 23,027
$ 24,813
$ 27,564
$
30,504
$ 30,899
$ 31,122
$ 31,197
Change to Proposed FY22 & FY23
0.0%
0.0%
Proposed rate chanqe
8.5%
6.5%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Attachment 6 - FMP - Page 2 of 5
9/29/2021 3:06 PM I:\BUDGET\CYB\Central\Financial Master Plan Electric View1
$34,000
$32,000
$30,000
$28,000
$26,000
$24,000
$22,000
$20,000
$18,000
$16,000
$14,000
$12,000
$10,000 —
$8,000 —
$6,000 —
$4,000 —
$2,000 —
FY22
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
Financial Master Plan Summary
FY22 through FY31
(in thousands)
Electric Projected Cash & Reserve Balance
Cash & Reserve Balances Goal
FY23 FY24 FY25 FY26 FY27 FY28 FY29
Attachment 6
FY30 FY31
Attachment 6 - FMP - Page 3 of 5
9/29/2021 3:06 PM I:\BUDGET\CYB\Central\Financial Master Plan Electric View1
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
Attachment 6
Financial Master Plan Summary
FY22 through FY31
(in thousands)
WATER
FY22
FY23 FY24 FY25 FY26 FY27
FY28
FY29
FY30 FY31
Operating Cash Flow
Operating revenue
$ 16,434
$ 17,784 $ 19,324 $ 20,810 $ 22,413 $ 24,141
$ 25,551
$ 27,020
$ 28,306 $ 29,373
Operating expenses
(10,922)
(11,486) (11,959) (12,367) (12,789) (13,226)
(13,678)
(14,145)
(14,628) (15,127)
Other revenue and expenses
(693)
(959) (913) (864) (815) (759)
(709)
(661)
(607) (550)
Net income
$ 4,819 $
5,339 $
6,452
$ 7,579
$ 8,809
$ 10,156 $
11,164
$ 12,214 $
13,071 $
13,696
Transfers from/(to) funds
1,243
1,016
124
1,429
77
(1,092)
(559)
(23)
(1,702)
(3,678)
Debt principal payments
(846)
(1,015)
(1,055)
(1,100)
(1,140)
(1,186)
(1,233)
(1,276)
(1,324)
(1,373)
Debt proceeds (new debt) - $15,000
10,070
3,451
1,479
-
-
-
-
-
-
-
Capital expenditures
(15,284)
(8,784)
(6,990)
(8,074)
(7,736)
(7,592)
(8,791)
(10,238)
(9,219)
(8,021)
Change in Operating Cash
$ 2 $
7 $
10
$ (166)
$ 10
$ 286 $
581
$ 677 $
826 $
624
Cash & Reserve Balances
Operating Cash Balance (GenFd)
$ 4,710 $
4,717 $
4,727 $
4,561 $
4,571 $
4,856 $
5,437 $
6,114 $
6,940 $
7,564
Capital Reserve Balance
1,640
996
1,211
119
395
1,899
2,918
3,447
5,567
9,822
Vehicle Reserve Balance
110
207
280
358
415
415
382
314
329
202
Deferred Liability
107
107
108
108
108
109
109
109
110
110
Facility Fee Balance
1,427
1,539
1,518
1,497
1,480
1,482
1,502
1,539
1,598
1,679
Cash & Reserve Balances
$ 7,994 $
7,566 $
7,844 $
6,643 $
6,969 $
8,761 $
10,348 $
11,523 $
14,544 $
19,377
Change to Proposed FY22 & FY23
0.0%
0.0%
Proposed rate chanqe
8.9%
7.9%
8.0%
7.0%
7.0%
7.0%
5.1 %
5.0%
4.0%
3.0%
Attachment 6 - FMP - Page 4 of 5
9/29/2021 3:06 PM I:\BUDGET\CYB\Central\Financial Master Plan Water View1
$22,000
$20,000
$18,000
$16,000
$14,000
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
Financial Master Plan Summary
FY22 through FY31
(in thousands)
Water Projected Cash & Reserve Balance
Cash & Reserve Balances
Goal
Attachment 6
FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
Attachment 6 - FMP - Page 5 of 5
9/29/2021 3:06 PM I:\BUDGET\CYB\Central\Financial Master Plan Water View1
ATTACHMENT 5
ELECTRIC UTILITY
(A)
General Fund
(B)
Rate Reserve
(C)
Capital Reserve
(D)
Vehicle Reserve
(E)
Facility Fees
(F)
Deferred Liability
Total Reserves
(G) AB32 Cap&Trade
WATER UTILITY
(H)
General Fund
(1)
Operating Reserve
(J)
Capital Reserve
(K)
Vehicle Reserve
(L)
Facility Fees
(M)
Deferred Liability
Total Reserves
TDPUD Budget FY2O22 and FY2023 (Draft 10/6/2021)
Financial Master Plan - RESERVE BALANCES - Actual I Forecast I Goal
Actual
Actual
Forecast
Forecast
BUDGET
BUDGET
BUDGET
BUDGET
12/31/2019
12/31/2020
2021
12/31/2021
2022
12/31/2022
2023
12/31/2023
2023
Balance
Balance
Change
Balance
Change
Balance
Change
Balance
Goal
$
9,965,241
$
11,393,734
$
(5,190,000)
$ 6,203,734
$
247,494
$ 6,451,228
$
669,232
$ 7,120,460
'.
$ 6,888,000
5,870,208
5,938,528
490,000
6,428,528
345,000
6,773,528
237,000
7,010,528
6,991,000
2,426,319
3,636,649
7,700,000
11,336,649
(6,065,990)
5,270,659
(938,917)
4,331,742
74%
5,846,000
402,741
626,347
(453,412)
172,935
201,052
373,987
58,518
432,505
:' .
400,000
918,914
748,126
(739,000)
9,126
194,727
203,854
182,535
386,389
2,053,044
2,085,918
8,456
2,094,374
5,626
2,100,000
8,000
2,108,000
2,122,000
$
21,636,467
$
24,429,302
1 $
1,816,044
$ 26,245,346
$
(5,072,090)
$ 21,173,256
1 $
216,369
$ 21,389,624
$ 22,247,000
1,538,617
1,606,959
(694,000)
912,959
(647,000)
265,959
(199,000)
66,959
NA
$
2,582,902
$
3,085,600
$
1,620,447
$ 4,706,047
$
3,719
$ 4,709,766
$
7,036
$ 4,716,802
82%
$ 5,743,000
1,599,909
1,618,447
(1,618,447)
-
-
-
-
-
NA
-
-
1,016,721
1,016,721
623,050
1,639,771
(643,441)
996330
7,800,000
-
197,987
286,341
484,328
(374,464)
109,864
96,771
206:636
200,000
1,430,706
2,024,309
253,821
2,278,130
(851,174)
1,426,956
112,035
1,538,991
104,927
106,226
411
106,637
320
106,957
321
107,278
849.000
$
5,718,444
$
7,032,569
1 $
1,559,294
$ 8,591,863
1 $
(598,548)
$ 7,993,315
1 $
(427,277)
$ 7,566,037
$ 14,592,000
(A) DC 3.01.04 - Electric General Fund cash reserve equal to one half of the annual budgeted operating expenses, excluding depreciation and purchased power*
* the addition of the words to exclude 'purchased power' is a recommended 2021 change to District Code wording for Electric's General Fund cash reserve goals
(B) DC 3.01.04 -Electric Rate Reserve minimum cash reserve equal to six months of the budgeted cost of purchased power
(C) DC 3.01.05 -Electric Capital Reserve goal equal to the average annual budget for capital replacement
(D) no specific DC for Electric Vehicle Reserve goal, staff recommends a goal of $200,000 minimum balance to enable ability to address unplannned / unexpected needs.
(E) Electric Facility Fees managed by facility fee restrictions for use.
(F) DC 3.01.04 - Electric Deferred Liability reserve intent is to provide reserves for unfunded liabilities such as pension costs; reserve goal established by Board annually.
(G) AB32 Cap & Trade funds are restricted; use of funds lowers rates revenue requirement. $1.4 million used in 2020 and 2021. Auction sales in 2021 $700k, 2022 $350k,
impacting 2022 and 2023 use accordingly. Thereafer, estimate stablize at $350,000 range each year in FMP.
(H) DC 3.01.04 - Water General Fund cash reserve equal to one half of the annual budgeted operating expenses, excluding depreciation
( I ) The Operating Reserve was not in District Code, this reserve was consolidated into General Fund reserve in 2021
(J) DC 3.01.05 -Water Capital Reserve goal equal to the average annual budget for capital replacement
(K) no specific DC for Water Vehicle Reserve goal, staff recommends a goal of $200,000 minimum balance to enable ability to address unplannned / unexpected needs.
(L) Water Facility Fees managed by facility fee restrictions for use.
(M) DC 3.01.04 - Water Deferred Liability reserve intent is to provide reserves for unfunded liabilities such as pension costs; reserve goal established by Board annually.
District Code (DC)
Attachment 5 - Reserves - Page 1 of 1
(A)
(B)
(C)
(D)
(E)
(F)
(G)
(H)
(J)
(K)
(L)
(M)
9/29/2021 2:30 PM I:\BUDGET\CYB\Central\Financial Master Plan Reserves
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
BUDGETED POSITIONS BY HOME DEPARTMENT
Full Time Equivalents (FTE)
Payroll Dollars (base pay, including paid time off)
Before any allocations to other Departments, Capital, and or Overhead(s)
Budget FTE and Dollars I POSITIONS by DEPARTMENT
2021 2022 2023
ELECTRIC OPERATIONS
1.00
1.00
1.00
Electric Utility Director
1.00
1.00
1.00
Electric Engineering Manager
2.00
2.00
2.00
Electric Engineer
1.00
1.00
1.00
Electric Operations Manager
1.00
1.00
1.00
Assistant Electric Operations Manager
2.00
3.00
3.00
Foreman, Power Services
1.00
Foreman, Service Crew
1.00
1.00
1.00
Foreman, Electricians
3.00
1.50
1.00
Electrician/Meter Technician (1 move to Water, 1 eliminate beg.H2'22)
1.00
1.00
1.00
Meter Read/Utility/WMP
1.00
2.00
2.00
Substation Lineman/Inspector
1.00
1.00
Troubleman/Mark&Loc.
1.00
Lead Lineman
7.00
9.00
9.00
Journeyman Linemen
3.00
Apprentice Linemen
Standby/Overtime
Compensation Study Factor
26.00
24.50
24.00
FTE Total
(1.50)
(0.50)
FTE Change
$ 3,777,435
$ 3,882,468
$ 3,933,726
Payroll Dollars ELECTRIC OPERATIONS
$ 105,032
$ 51,259
Change, Dollars
2.8%
1.3%
Change, Percentage
WATER OPERATIONS
1.00
1.00
1.00
Water Utility Director
1.00
1.00
1.00
Water System Engineer
1.00
1.00
1.00
Water Operations Manager
1.00
1.00
1.00
Water SR Quality Inspector
2.00
2.00
2.00
Water Foremen
2.00
2.00
2.00
Water Leadmen
5.00
6.00
6.00
Water Service Technicians
2.00
1.00
1.00
Water Service Technicians - in Training
1.00
1.00
Water Helper I (two part-time, summer) (non -benefited)
1.00
1.00
P&M Controls Electrician (position from Electric Ops)
1.00
1.00
Maintenance Program Lead
Standby/Overtime
Compensation Study Factor
15.00
18.00
18.00
FTE Total
3.00
-
FTE Change
$ 1,893,141
$ 2,388,686
$ 2,457,912
Payroll Dollars WATER OPERATIONS
$ 495,545
$ 69,226
Change, Dollars Attachment 4 - Personnel - Page 1 of 4
26.2%
2.9%
Change, Percentage
9/29/2021 1:39 PM Appendices APPENDIX 2
APPENDIX 2 Page 1 of 4
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
BUDGETED POSITIONS BY HOME DEPARTMENT
Full Time Equivalents (FTE)
Payroll Dollars (base pay, including paid time off)
Before any allocations to other Departments, Capital, and or Overhead(s)
Budget FTE and Dollars I POSITIONS by DEPARTMENT
GENERAL MANAGEMENT
1.00
1.00
1.00
General Manager
1.00
1.00
1.00
District Clerk / Executive Assistant
1.00
1.00
1.00
Public Information & Strategic Affairs Director
1.00
1.00
1.00
Contract Administrator
1.00
1.00
1.00
Record Coordinator/Tech
1.00
1.00
1.00
Administrative Tech
-
1.00
1.00
Communications Coordinator
1.00
1.00
Human Resources Director
1.00
1.00
Safety and Risk Coordinator
Compensation Study Factor
6.00 9.00
3.00
$ 793,139 $ 1,192,853 $
$ 399,713 $
50.4%
9.00
FTE Total
-
FTE Change
1,213,977
Payroll Dollars
21,124
Change, Dollars
1.8%
Change, Percentage
1.00
-
-
-
1.00
1.00
1.00
1.00
1.00
1.00
-
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
4.00
4.00
4.00
17.00 16.00
(1.00)
$ 1,601,193 $ 1,510,602 $
$ (90,591) $
-5.7%
GENERAL MANAGEMENT
ADMINISTRATIVE SERVICES
Business Operations Manager, HR & Risk Manager
Chief Financial Officer
Finance & Accounting Manager
Senior Accountant/Accounting Analyst
General Accounting Supervisor
Work Order Accounting Supervisor
Work Order Clerk
Accounting Specialist Lead
Acg Specialist - Payroll and Accounts Payable Clerk
Buyer/Clerk
Warehouse/Utility Worker
Customer Services Manager
Customer Billing and CSR Supervisor
Billing Clerk
Conservation Specialist (position moved to Conservation Dept for B'22'
Customer Service Representatives (4)
Overtime
Compensation Studv Factor
16.00
FTE Total
-
FTE Change
1,555,846
Payroll Dollars
45,244
Change, Dollars
3.0%
Change, Percentage
ADMINISTRATIVE SERVICES
Attachment 4 - Personnel - Page 2 of 4
9/29/2021 1:39 PM Appendices APPENDIX 2 APPENDIX 2 Page 2 of 4
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
BUDGETED POSITIONS BY HOME DEPARTMENT
Full Time Equivalents (FTE)
Payroll Dollars (base pay, including paid time off)
Before any allocations to other Departments, Capital, and or Overhead(s)
Budget FTE and Dollars
POSITIONS by DEPARTMENT
MAINTENANCE SERVICES
1.00
1.00
Maintenance Services Manager
1.00
1.00
Facilities Maintenance Foreman
1.00 1.00
1.00
Facilities Maintenance Coordinator
1.00 1.00
1.00
Vehicle Mechanic Foreman
1.00
1.00
Vehicle Mechanic
Standby/Overtime
Compensation Studv Factor
2.00
5.00
5.00
FTE Total
3.00
-
FTE Change
$ 214,918
$ 546,596
$ 564,327
Payroll Dollars
MAINTENANCE SERVICES
$ 331,678
$ 17,731
Change, Dollars
154.3%
3.2%
Change, Percentage
CONSERVATION
1.00
1.00
1.00
Program Manager, CSR & Conservation
-
1.00
1.00
Conservation Specialist (positiong moved from AdminSvcs Dept for B'2,
-
-
Overtime
-
-
-
Compensation Study Factor
1.00
2.00
2.00
FTE Total
1.00
-
FTE Change
$ 114,598
$ 204,943
$ 209,351
Payroll Dollars
CONSERVATION
$ 90,346
$ 4,408
Change, Dollars
78.8%
2.2%
Change, Percentage
IT/GIS
1.00
1.00
1.00
IT Director/CIO
1.00
1.00
1.00
IT/SCADA Engineer
1.00
1.00
1.00
Network & System Administrator
1.00
1.00
1.00
GIS Coordinator
1.00
1.00
1.00
Data Analyst & Administrator
1.00
1.00
1.00
IT Security & Applications Manager
Compensation Study Factor
6.00
6.00
6.00
FTE Total
-
-
FTE Change
$ 870,559
$ 908,532
$ 917,446
Payroll Dollars
IT/GIS
$ 37,973
$ 8,914
Change, Dollars
4.4%
1.0%
Change, Percentage
Attachment 4 - Personnel - Page 3 of 4
9/29/2021 1:39 PM Appendices APPENDIX 2 APPENDIX 2 Page 3 of 4
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
BUDGETED POSITIONS BY HOME DEPARTMENT
Full Time Equivalents (FTE)
Payroll Dollars (base pay, including paid time off)
Before any allocations to other Departments, Capital, and or Overhead(s)
Budget FTE and Dollars I POSITIONS by DEPARTMENT
DISTRICT TOTAL (excluding Board of Directors)
73.00 80.50 80.00 FTE Total
7.50 (0.50) FTE Change DISTRICT TOTAL (excluding
9,264,983 $ 10,634,680 $ 10,852,585 Payroll Dollars
$ 1,369,6971 $ 217,905 Change, Dollars Board of Directors)
14.8% 2.0% Change, Percentage
Attachment 4 - Personnel - Page 4 of 4
9/29/2021 1:39 PM Appendices APPENDIX 2 APPENDIX 2 Page 4 of 4
ELECTRIC Division, by Funding Source
Electric Department Expenditures:
Facility Fees
Operating (Rates)
Operating (Rates) New Debt
Truckee Donner Public Utility District
TDPUD Capital Budget 2022 & 2023 and Forecast 2024-2031 (Draft 10/6/2021)
Capital Expenditures Summary
2022 2023 2024
0 0 500,000
9,605,250 4,828,066 5,782,041
6,000,000 0 0
2025 2026
0 0
2,586,097 3,569,106
0 0
2027
0
2,703,242
0
2028 2029 2030 20311 10 YR TOTALS
0 0 0 0
2,790,832 4,981,306 5,137,767 5,036,995
0 0 0 0
500,000
47,020,702
6,000,000
0
0
subtotal (see subschedule for projects)
15,605,250
4,828,066
6,282,041
2,586,097
3,569,106
2,703,242
2,790,832
4,981,306
5,137,767
5,036,995
53,520,702
Information Technology projects
651,900
762,400
345,400
769,400
249,650
401,400
157,650
214,650
236,115
259,727
4,048,292
funded from Operating (Rates) (see subschedule for projects)
Vehicle Reserves Expenditures
497,193
763,164
356,143
452,159
628,608
390,133
325,724
602,411
517,435
659,784
5,192,754
funded from Vehicle Reserves (via Rates) (see subschedule for projects)
Capital Expenditures, subtotal
16,754,343
6,353,630
6,983,584
3,807,656
4,447,364
3,494,775
3,274,206
5,798,367
5,891,317
5,956,506
62,761,748
Contributed Capital projects
1,947,946
2,004,324
2,064,454
2,126,387
2,190,179
2,255,884
2,323,561
2,393,268
2,465,066
2,539,018
22,310,086
funded by transaction customers
Electric Division Total $
18,702,289 $
8,357,954 $
9,048,038
$ 5,934,043 $
6,637,543 $
5,750,659 $
5,597,767 $
8,191,635
$ 8,356,383
$ 8,495,523
$ 85,071,834
WATER Division by Funding Source
2022
2023
2024
2025
2026
2027 2028
2029
2030
2031
Water Department Expenditures:
Facility Fees
1,000,000
0
0
0
0
0 0
0
0
0
Operating (Rates)
3,106,405
4,894,590
5,065,616
7,458,277
7,261,623
7,085,981 8,297,897
9,642,512
8,678,586
7,299,025
Operating (Rates) New Debt
10,070,167
3,450,673
1,479,160
0
0
0 0
0
0
0
10 YR TOTALS
1,000,000
68,790,512
15,000,000
0
0
subtotal (see subschedule for projects) $ 14,176,572 $ 8,345,263 $ 6,544,776 $ 7,458,277 $ 7,261,623 $ 7,085,981 $ 8,297,897 $ 9,642,512 $ 8,678,586 $ 7,299,025 1 $ 84,790,512
Information Technology projects 462,900
281,150
255,400
421,900
249,650
213,900
157,650
214,650
236,115
259,727
2,753,042
funded from Operating (Rates) (see subschedule for projects)
Vehicle Reserves Expenditures 644,306
157,720
189,546
193,335
224,727
292,600
335,683
380,499
304,074
461,903
3,184,393
funded from Vehicle Reserves (via Rates) (see subschedule for projects)
Capital Expenditures, subtotal 15,283,778
8,784,133
6,989,722
8,073,512
7,736,000
7,592,481
8,791,230
10,237,661
9,218,775
8,020,655
90,727,947
Contributed Capital projects 0
0
0
0
0
0
0
0
0
0
0
funded by transaction customers
Water Division Total $ 15,283,778 $
8,784,133 $
6,989,722
$ 8,073,512 $
7,736,000 $
7,592,481 $
8,791,230
$ 10,237,661 $
9,218,775 $
8,020,655
$ 90,727,947
Attachment 3 Capital Expenditures - Page 1 of 5
9/28/20219:09 PM I:\BUDGET\CYB\Capital\Capital Plan for Budget 10yr Summary
row Funding
ref
Source Project Name
1
OR
Conduit & Boxes - BWO
2
OR
Line Extensions & Upgrades
3
OR
Pole replacements (FY21-50, FY22-39, FY23-45, FY24-60, FY25-50)
4
FF
Truckee Substation Rebuild
5
OR
Martis Vallev Substation Rebuild
6 OR Glenshire Substation Construction ('24 less $500k FF)
7 ORD Electric Operations Building (Bond $8M in FY22, design in FY21)
8 OR
District Office Bldg Modernization
9 OR
District Office Drainage System & Paving
.Ti ...................._ELF.Deployment......................................................................................................................................
OR
System Hardening Projects
12 OR
SRIP Pale Replacements (FY21-33, FY22-40, FY23-20, FY24-0,
FY25-20)
13 OR
SCADA Reliability Improvement Project (FY22-Phase 6, FY24-
Phase 7) (includes Fiber build -out)
14 OR
Master Plan - Northwoods Rebuild (FY21-27, FY22-25, FY23-20,
FY24-30, FY25-30)
15 OR
_Joint _UG_Projects_with _Town ofTruckee
16 OR
Summit Drive OH Project
17 OR
row 17 not used
18 OR
Master Plan - 1 R30 Replacement (DL-3)
19 OR
Master Plan - R35 Replacement (MV-2)
20 OR
.............................................................................................................................................................................................................................
.
Additional SPEAR Reclosers
21
Master Plan - Project DL-02 (DL-3) (4 poles)
22 OR
Master Plan - Project DL-01 (DL-3) (15 poles)
23 OR
Master Plan - 1 R20 Replacement (DL-3)
24 OR
Master Plan - Project TR-02 (TR-5) (42 poles)
25 OR
26 OR
_1R50_Replacement(DL-3)
Master Plan - Project TR-01 (TR-1) (8 poles)
27 OR
Master Plan - Project TD-04 (TD-2) (24 poles)
28 OR
METER REPLACEMENT beginning in 2029
29 OR
row 29 not used
30 OR
row 30 not used
...........................................................................................................................................................................................................................
31 .
District Building HVAC Improvements
32 OR
Fleet Scan Tool
33 OR
Substation Phasing Equipment
34 OR
Substation Grounds (Safety Equip)
35 OR
Electric Distribution Grounds (Safety Equip)
........
36 OR
Metering test equipment
37 OR
Drone Inspecton equipment
38 OR
row 38 not used
39 FF
Glenshire Substation Construction -Facility Fees portion
40 OR
row 40 not used
Truckee Donner Public Utility District
TDPUD Capital Budget 2022 & 2023 and Forecast 2024-2031 (Draft 10/6/2021)
ELECTRIC Department
2022
2023
2024
i
I
2025 1
2026
I
$ 13,520
$
14,061
$ 14,623
$
15,208
$
15,816
$
520,000
540,800
562,432
584,929
608,326
443,834
527,480
724,405
621,781
512,348
389,750
1,405,049
356,433
6,000,000
3,000,000
1,500,000
318575.........
201,042
455,214
1,344,150
284,509
205,000
49,173
30,900
9 ................
44,21
63,000
30,000
50,000
20,000
30,000
50,000
367,126
328,132
......................
207,074
234,435
230,746
234,435
211,386
31,827
160,432
50,648
234,435
50,000
1, fbb,U3b
213,286
1,505,231
362,203
217,727
265,615
52,167
79,317
500,000
.......................
219,684
248,712
373,069
226,275
512,348
950,658
512,348
2027
16449 $
632:660
527,718
233,063
527,718
527,718
2028
2029
2030
2031
17,107
$ 17,791
$ 18503
$ 19,243
657,966
684,285
711:656
740,122
543,550
559,856
576,652
593,951
240,055 247,257 254,674
543,550 559,856 576,652
543,550 1 559,856 1 576,652
593,951
593,951
267.777
2,100, 000 1 2,163, 000 1 2,228,000
ELECTRIC DEPARTMENT TOTAL:
$
15,605,250 $
4,828,066 $
6,282,041 $
2,586,097 $
3,569,106 $
2,703,242 $
2,790,832 $
4,981,306 $
5,137,767 $
5,036,995
Total planned pole replacements:
1
120 I
120
120 I
124 I
120 I
120 I
120
120
0
120
by Funding Source Totals
10 YR TOTALS
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
FF Facility Fees
500,000
0
0
500,000
0
0
0
0
0
0
0
OR Operating (Rates)
47,020,702
9,605,250
4,828,066
5,782,041
2,586,097
3,569,106
2,703,242
2,790,832
4,981,306
5,137,767
5,036,995
ORD Operating (Rates) Debt Issuance
6,000,000
6,000,000
0
0
0
0
0
0
0
0
0
CR Capital Reserves
0
0
0
0
0
0
0
0
0
0
0
OS Other Sources
0
0
0
0
0
0
0
0
0
0
0
ELECTRIC DEPARTMENT TOTAL:
$ 53,520,702 $
15,605,250 $
4,828,066 $
6,282,041 $
2,586,097 $
3,569,106 $
2,703,242 $
2,790,832 $
4,981,306 $
5,137,767 $
5,036,995
Note - this schedule excludes Contributed Capital, IT, and Vehicle projects.
Attachment 3 Capital Expenditures - Page 2 of 5
Truckee Donner Public Utility District
TDPUD Capital Budget 2022 & 2023 and Forecast 2024-2031 (Draft 10/6/2021)
WATER Department
row Funding
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
ref Source
Project Type
1 OR
New PRV Station
$
65,892 s $
181,803 s $
$
$
$
$
$
$
$
-
2 OR
New Pipeline
116,586 i
337,862 i
1,734,361 i
1,707,086 i
618,449 i
1,195,103 i
1,504,222 i
1,242,508 i
1,292,208
3 OR
Pipeline Replacement
1,945,603
2,708,813
2,817,166
2,929,853
3,047,047
3,168,928
3,295,686
3,427,513
4 OR
Pump Station Replacement
507,195
383,015
2,182,880
5 OR
Pump Station Rehabilitation
1,345,344 s
1,259,242 s
1,309,612 s
1,361,996 s
1,416,476 s
1,473,135 s
1,149,045 s
1,242,807 s
1,292,520
6 OR
PRV Rehabilitation
93,600
97,344
202,476
78,965
82,124
85,409
88,825
92,378
96,074
99,916
7 OR
Well Rehabilitation
327,473
169,671
117,638
122,344
127,238
579,357
80,278
83,490
86,829
90,302
8 OR
Well Replacement
9 OR
Tank Rehabilitation
949,096 s
879,990 s
915,189 s
951,797 s
989,869 s
1,029,464 s
1,070,642 s
876,979 s
912,058 s
948,541
10 OR
New Tank
11 OR
Water SCADA
100,000 s
108,160 s
112,486 s
116,986 s
121,665 s
126,532 s
131,593 s
136,857 s
142,331 s
148,024
12 OR
Generator
1,358,280 s
13 OR
Facilities
metering impv i
200,000
216,320
14 OR
Equipment
test bench
25,000
15 OR
Pipe Modification
fire flow
32,013
76,112
16 OR
Service Modification
sery pressure i
92,737
167,671 i
17 OR
Meter MTLls
placeholder
1,535,363
1,596,778
1,660,293
18
19 ORD
New Pipeline
1,965,141 s
1,348,940 s
1,479,160 s
20 ORD
Pipeline Replacement
2,384,025
1,668,432
21 ORD
New Tank
3,000,000 s
22 ORD
Well Replacement
433,301 s
23 ORD
Pump Station Replacement
2,721,000
24
25 FF
New Tank
1,000,000 s
26
27
28
29
30
WATER DEPARTMENT TOTAL:
i $
14,176,571 $
8,345,263 $
6,544,775 $
7,458,277 $
7,261,623 $
7,085,981 $
8,297,897 $
9,642,512 $
8,678,586 $
7,299,025
91
by Funding Source Totals
10 YR TOTALS
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
FF
Facility Fees
1,000,000
1,000,000 i
OR
Operating (Rates)
68,790,513 i
3,106,405
4,894,590
5,065,616
7,458,277
7,261,623
7,085,981 i
8,297,897
9,642,512
8,678,586
7,299,025
ORD
Operating (Rates) Debt Issuance
15,000,000
10,070,167
3,450,673 i
1,479,160 i
CR
0i
OS
0i
WATER DEPARTMENT TOTAL:
$ 84,790,513 $
14,176,572 $
8,345,263 $
6,544,776 $
7,458,277 $
7,261,623 $
7,085,981 $
8,297,897 $
9,642,512 $
8,678,586 $
7,299,025
Note - this
schedule excludes Contributed Capital, 1T and Vehicle projects.
Attachment 3 Capital Expenditures - Page 3 of 5
TDPUD Capital Budget 2022 & 2023 and Forei
Capital Projects Expenditure Plan - Informatic
Project Name
Split
E
W
Buildout Completion
100%
0%
Hardware Refresh
50%
50%
Enterprise Software -
50%
50%
GIS/OMS
Enterprise Software
50%
50%
Agenda Management
50%
50%
Software
Fleet GPS mobile units and
50%
50%
software
Call Recording/Reporting
50%
50%
System
:ast 2024-2031 (Draft 10/6/2021)
in Technology
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
189,000 481,250 90,000 347,500 - 187,500 - - - -
110,800 312,300 510,800 343,800 499,300 427,800 315,300 429,300 472,230 519,453
300,000 - - - - - - - - -
100,000 250,000 - 500,000 - - - - - -
15,000 - - - - - - - - -
150,000
250,000
Annual Totals
1,114,800 1,043,550 600,800 1,191,300 499,300 615,300 315,300
429,300 472,230
519,453
Electric Total
651,900 762,400 345,400 769,400 249,650 401,400 157,650
214,650 236,115
259,727
Water Total
462,900 281,150 255,400 421,900 249,650 213,900 157,650
214,650 236,115
259,727
10 year total
6,801,333
Electric
4,048,292
(X) this item included in Electric Department - SCADA build -out phases
Water
2,753,042
Attachment 3 Capital Expenditures - Page 4 of 5
9/28/2021 9:09 PM I:\BUDGET\CYB\Capital\Capital Plan for Budget IT Page 4 of 5
TDPUD Capital Budget 2022 & 2023 and Forecast 2024-2031
(Draft 10/6/2021)
Capital Projects Expenditure Plan - Vehicles
Project Name
2022 2023
2024
E Electric fleet
497,193 763,164
356,143
W Water fleet
644,306 157,720
189,546
Total
2025
2026
2027
2028
2029
2030
2031
452,159
628,608
390,133
325,724
602,411
517,435
659,784
193,335
224,727
292,600
335,683
380,499
304,074
461,903
1 $ 1,141,499 $ 920,884 $ 545,689 $ 645,494 $ 853,335 $ 682,733 $ 661,407 $ 982,910 $ 821,509 $ 1,121,687
Electric Division 497,193 763,164 356,143 452,159 628,608 390,133 325,724 602,411 517,435 659,784
Water Division 644,306 157,720 189,546 193,335 224,727 292,600 335,683 380,499 304,074 461,903
10 year total 8,377,147
Eletric Fleet includes support pool vehicles. Electric 5,192,754
Water 3,184,393
Current fleet count, 81 There are 6 additions in proposed vehicle reserves capital plan, highlighted below.
Current average age of fleet, 9.9 years old.
For 10-year plan, the average age at replacement year is 16.1
Future years include 2.0% inflation factor applied to current replacement cost estimates.
11 Ford F-550 (11yo)
11 Ford F-550(11yo)
11 Ford F-550(11yo)
06 Chevy Silverado 3500 (18yo)
New Pole Trailer
New Electric Excavator and attachments
New IT Truck
New Line Crew UTV
New 3500 Foreman Truck
89 Backhoe Transport Trailer(33yo)
04 Dump Trailer(18yo)
06 Halmark Leak Trailer(16yo)
2022
Electrtic
Water
Electrtic Water
149,602
149,602
149,602
-
101,647
13 Ford Escape(10yo)
56,290 -
44,166
-
06 Chevy Silverado 3500 (17yo)
152,633 -
143,540
-
New Substation/Inspector Truck
103,704 -
66,249
-
New Digger Derrick
450,537 -
88,332
-
08 John Deer 410 J (15yo)
- 157,720
116,261
-
38,645
2023
763,164 157,720
38,645
-
-
55,208
497,193
644,306
Attachment 3 Capital Expenditures - Page 5 of 5
9/28/2021 9:09 PM I:\BUDGET\CYB\Capital\Capital Plan for Budget Vehicles
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
WATER OPERATIONS REVENUE STATEMENT
OPERATING
BUDGET
PRIOR 12 MOS
BUDGET
$BUDGET
%BUDGET
BUDGET
$BUDGET
%BUDGET
REVENUE
FY21
ENDING 6.2021
FY22
CHANGE
CHANGE
FY23
CHANGE
CHANGE
Residential Sales
$12,094,808
$12,509,773
$14,169,117
$2,074,309
17°%
$15,379,160
$1,210,043
9°%
Commercial Sales
1,661,919
1,705,402
1,818,345
156,426
9°%
1,973,631
155,286
9°%
Misc. Operating Revenue
252,578
274,820
272,382
19,804
8°%
258,669
(13,713)
-5°%
Miscellaneous Rents
76,651
110,800
69,261
(7,390)
-10°%
69,608
347
1°%
Standby Revenue
119,582
114,800
104,742
(14,840)
-12°%
102,647
(2,095)
-2°%
TOTAL OPERATING REVENUE
$14,205,538
$14,715,595
$16,433,847
$2,228,309
16%
$17,783,715
1,349,868
8%
Interest Income
(General Fund only)
103,000
69,865
14,000
(89,000)
-86%
19,000
5,000
36%
Transfer in from
Facilities Fees & Reserve - Debt - 2006 COP
356,179
356,179
1,358,008
1,001,829
281%
358,672
(999,336)
0%
Transfer in from
DLAD surcharge for debt payment
800,852
800,852
0
(800,852)
-100%
0
0
-
Transfer in from
DLAD billing surcharge - 2006 COPs
96,216
98,504
99,060
2,844
3%
97,837
(1,223)
-1%
Transfer in from
Capital Reserve Fund
0
0
0
650,000
650,000
-
Transfer in from
Vehicle Reserve Fund
270,000
270,000
644,306
374,306
139%
157,720
(486,586)
100%
Transfer in from
overhead to cover CalPers sidefund interest payment
13,022
13,022
2,663
(10,359)
100%
0
(2,663)
-100%
Transfer in from
Prop 55 reserve for final debt payment
342,000
342,000
0
(342,000)
100%
0
0
-
TOTAL WATER REVENUE & TRANSFERS
$16,186,807
$16,666,017
$18,551,884
$2,365,078
15%
$19,066,944
$515,060
3%
Attachment 2 - Water - Page 1 of 2
9/29/2021 1:22 PM I:\BUDGET\CYB\Central\Summary Budget Sheets Op Rev-Wtr
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
SUMMARY OF WATER REVENUES AND EXPENSES
BUDGET I PRIOR 12 MOS BUDGET $ BUDGET % BUDGET BUDGET 1 $ BUDGET I % BUDGET
RECAP REVENUES LESS EXPENSES I FY21 ENDING 6.2021 FY22 CHANGE I CHANGE FY23 CHANGE CHANGE
WATER REVENUES & TRANSFERS
$16,186,807
$169666,017
$18,551,884
$2,365,078
15%
$19,066,944
$5159060
3%
LESS EXPENSES
Board of Directors
166,110
223,089
283,747
117,637
71%
2179295
(66,452)
-23%
General Management
798,223
946,873
15400,126
6019903
75%
15449,941
49,815
4%
Administrative Services
1,429,038
1,431,346
15383,501
(45,537)
-3%
15432,912
49,411
4%
Conservation
104,846
585291
80,887
(23,959)
-23%
93,945
13,058
16%
Water Operations
5,991,979
5,780,211
65425,148
433,169
7%
65853,011
427,863
7%
Information Technology (IT)
767,900
7325002
858,121
909221
12%
8669351
8,230
1%
Interdepartmental Rent (Appendix 1)
536,536
521,688
490,824
(45,712)
-9%
572,076
81,252
17%
TOTAL OPERATING EXPENSES
$9,794,633
$9,693,501
$10,9225354
$15127,721
12%
$11,485,531
$5639177
5%
Debt Service (Appendix IX)
3,087,521
3,215,064
1,552,201
(15535,320)
-50%
1,993,917
4419716
28%
Transfer to Vehicle Reserve Fund
2795950
279,950
240,000
(39,950)
-14%
247,000
79000
3%
Transfer to Capital Reserve
1,015,747
1,015,747
620,000
(395,747)
-39%
0
(620,000)
-100%
TOTAL EXPENSES & TRANSFERS
$149177,851
$149204,262
$13,3345555
($843,296)
-6%
$13,726,448
$3919893
3%
NET AVAILABLE FOR CAPITAL
$2,008,956
$2,461,756
$5,217,330
$3,2089374
160%
$5,3409496
$1239167
2%
Capital Expenditures
(2,008,956)
(3,100,000)
(159283,778)
(139274,822)
661%
(8,784,133)
6,499,645
-43%
Bond Debt Proceeds Utilized
-
-
10,070,167
10,0709167
-
3,450,673
(6,619,494)
-66%
Net Change in General Fund $ - $ (638,244) $ 3,719 3,719 - $ 7,036 3,318 89%
Budget 2022 and 2023, the Increase in General Fund is to improve operating reserve (general fund reserve) based on District Code defined goal.
Attachment 2 - Water - Page 2 of 2
9/29/2021 1:22 PM I:\BUDGET\CYB\Central\Summary Budget Sheets Rev-Exp Sum-Wtr
TDPUD Budget FY2022 and FY2023
(Draft 10/6/2021)
ELECTRIC OPERATIONS
REVENUE STATEMENT
BUDGET
$ BUDGET
% BUDGET
OPERATING
BUDGET
PRIOR 12 MOS
REVENUE
FY21
ENDING 6.2021
FY22
CHANGE I
CHANGE
Residential Sales
$14,705,571
$15,822,797
$17,523,806
$2,818,235
19%
Commercial Sales
10,677,560
10,692,605
11,855,692
1,178,132
11%
Interdepartmental Sales
1,308,775
1,241,201
1,373,234
64,459
5%
Miscellaneous Operating Revenue
170,578
117,614
115,785
(54,793)
-32%
Standby Revenue
18,225
18,670
17,000
(1,225)
-7%
Pole Replacements and Contacts
267,266
477,231
277,231
9,965
4%
Interdepartmental Rent
536,536
521,688
490,824
(45,712)
-9%
TOTAL OPERATING REVENUE
$27,684,511
$28,891,806
$31,653,572
$3,969,061
14%
Interest Income (General Fund Only)
388,712
175,111
19,000
(369,712)
-95%
Transfer in from Vehicle Reserve Fund
450,000
450,000
497,193
47,193
10%
Transfer in from Capital Reserve Fund
1,772,658
0
6,100,000
4,327,342
244%
Transfer in from Facility Fees Fund
72,428
72,428
0
(72,428)
-100%
Transfer in from overhead to cover CalPers sidefund interest payment 19,532
19,532
3,994
(15,538)
-80%
Transfer in from AB32 Reserve Fund
1,400,000
1,400,000
1,000,000
(400,000)
-29%
BUDGET
$BUDGET
% BUDGET
FY23
CHANGE
CHANGE
$18,756,168
$1,232,362
7%
12,689,444
833,752
7%
1,489,959
116,725
9%
116,364
579
1%
16,600
(400)
-2%
278,617
1,386
0%
572,076
81,252
17%
$33,919,228
$2,265,656
7%
26,000
7,000
37%
763,164
265,971
53%
960,000
(5,140,000)
-84%
0
0 -
0
(3,994)
-100%
550,000
(450,000)
-45%
TOTAL ELECTRIC REVENUE & TRANSFERS $31,787,842 $31,008,878 $39,273,759 $7,485,917 241/6 $36,218,392 ($3,055,367) -8%
9/29/2021 Attachment 1 Electric - Page 1 of 2
TDPUD Budget FY2022 and FY2023 (Draft 10/6/2021)
SUMMARY OF ELECTRIC REVENUES AND EXPENSES
BUDGET PRIOR 12 MOS BUDGET $ BUDGET % BUDGET BUDGET $ BUDGET % BUDGET
RECAP REVENUES LESS EXPENSES FY21 ENDING 6.2021 FY22 CHANGE CHANGE FY23 CHANGE CHANGE
ELECTRIC REVENUES & TRANSFERS
$31,787,842
$31,008,878
$39,273,759
$7,485,917
24%
$36,218,392
($3,055,367)
-8%
LESS EXPENSES:
Board of Directors
166,110
224,019
443,745
277,635
167%
377,289
(66,456)
-15%
General Management
902,536
1,030,575
1,501,269
598,733
66%
1,574,895
73,626
5%
Administrative Services
1,417,122
1,503,496
1,414,263
(2,859)
0%
1,459,057
44,794
3%
Conservation
817,370
463,553
883,580
66,210
8%
915,902
32,322
4%
Electric Operations
5,979,295
7,096,277
6,645,504
666,209
11%
6,973,868
328,364
5%
Information Technology (IT)
1,529,658
1,206,919
1,633,393
103,735
7%
1,659,323
25,930
2%
Purchased Power
12,915,399
12,206,025
13,509,000
593,601
5%
13,982,000
473,000
3.5%
Building Maintenance (cost 100% distributed)
440,391
329,696
792,774
352,383
80%
815,705
22,931
3%
TOTAL OPERATING EXPENSES
$27,758,039
$934,511
3%
$24,167,881
$24,060,561
$26,823,528
$2,655,647
11%
Debt Service (Appendix Vlll)
642,933
632,409
447,394
(195,539)
-30%
441,491
(5,903)
-1%
Transfer to Vehicle Reserve
214,556
214,556
675,000
460,444
215%
786,000
111,000
16%
Transfer to Electric Rate Reserve Fund
0
0
326,000
326,000
0%
210,000
(116,000)
-36%
Transfer to Electric Capital Fund
257,486
257,486
0
(257,486)
-100%
0
0
0%
TOTAL EXPENSES & TRANSFERS
25,282,856
25,165,012
28,271,922
2,989,066
12%
29,195,530
923,608
3%
NET AVAILABLE FOR CAPITAL
$6,504,986
$5,843,866
$11,001,837
$4,496,851
69%
$7,022,862
($3,978,975)
-36%
Capital Expenditures
(6,504,986)
(5,300,000)
(16,754,343)
(10,249,357)
158%
(6,353,630)
10,400,713
-62%
Bond Debt Proceeds
-
-
6,000,000
6,000,000
-
-
(6,000,000)
-100%
Net Change in General Fund $ - $ 543,866 $ 247,494 247,494 - $ 669,232 421,738 170%
Budget 2022 and 2023, the Increase in General Fund is to improve operating reserve (general fund reserve) based on District Code defined goal.
9/29/2021 Attachment 1 Electric - Page 2 of 2