budget and capital work plan

BUDGET AND CAPITAL WORK PLAN

The following pages include the supporting documentation for the 2017 Budget, 2018-2021 Forecast and 10-year capital work plan. It includes a review of the 2016 budget with estimated actuals for year end and it balances all sources of revenue to expenditures, presents the expected year end cash position of the District each year 2017-2021. Also, included is a 10 year projection of future capital projects and expenditures. This projection includes a facility improvement plan and vehicle replacement schedule. Lastly, this report includes some informational statistics of District operations. Matt Boast, Kittitas PUD General Manager

2017

2017 Budget Summary December 27, 2016


Table of Contents

PUD Mission and Objectives ………………………………………………………………………………………. 1

2016 Review ……………………………………………………………………………………………………….………. 3

2017 Budget Assumptions ………………………………………………………………………………………….. 5

2017 Executive Summary…………………………………………………………………………………………….. 7

2016 Estimated Budget and Five (5) Year Financial History …………………………………………. 9

2017 Budget and Five Year Financial Forecast …………………………………………………………….. 10

Budget Graphs …………………………………………….……………………………………………………………… 11

Financial Benchmark Graphs ………………………………………………………..…………………………….. 12

Ten (10) Year Capital Budget Forecast.…………………………………………………….………………….. 13

Vehicle Replacement Schedule.……………………………………………………………………….………….. 15

District Operation Statistics ……………………………….……………………………………………………….. 16

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The Commissioners, Management and Staff are committed to the stated mission and business

objectives of the District shown below. The 2017 budget is reflective of those statements. We

will continue to incorporate openness, transparency, ethics, integrity, honesty, respect and

perseverance. We want to provide excellent service to our customers while fostering a culture

of safety and stewardship. The budget documents which follow are based on a set of

assumptions which are also listed below.

PUD MISSION

To provide safe and reliable electric service at a reasonable cost while promoting

affordable energy efficiency and meeting the energy needs of our customers and communities

in Kittitas County.

PUD OBJECTIVES

1) Safety – No Injuries. 2) Reliability – Provide dependent and consistent power quality. 3) Customer Service – Ensure customer needs are met and they understand the

responsibilities and services of the PUD. 4) Asset Management – Assets are safeguarded and meet the needs of the PUD. 5) Rates – Provide cost-based rates. 6) Fiscal Sustainability – Long-term healthy financial status. 7) Workforce Development – Fully engaged and capable staff. 8) Governance – Aligned with laws and regulations, mission, strategic plan, policies and

roles.


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PUD Crew Overhead Re-conductor Project


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2016 Review:

The District commissioners set the example early in 2016, by adopting a Governance Policy designed to

provide guidance and structure for the District governance and management, demonstrating a

commitment to the highest level of accountability. The Commission also participated in forming an Audit

Committee with the General Manager and Auditor to provide appropriate oversight and reporting of

District compliance with laws and regulations, as well as, addressing internal and external audits

recommendations.

In late 2015, the Commission held several public meetings to redesign the irrigation rates. These

discussions carried into 2016 when the new rates went into effect. The District also addressed the

distributed generation rates and the impacts of net-metering and participation in the Washington State

Cost recovery Program. A new rate class was established allowing connection of solar and wind

generators without participation in the state incentive program. In addition, the District promoted

installation of new LED security lights. The District also promoted “In-Home” energy audits for

residential customers to identify potential conservation projects and help customers save money on

future power costs.

Besides promotions, policy and rates, the District reported monthly on all other aspects of District

operations, including new construction activity, which was at the highest level since 2008. The District

connected over 50 new customers, mostly residential, with several other projects for expansions or

upgrades of existing services, including a few cannabis production facilities. Irrigation and commercial

rate class experienced the largest increase in usage, with usage in other sectors staying fairly flat.

Consistent with our 2016-2017 Strategic Plan the District kept safety as the top priority. This focus

yielded an update to the Accident Prevention Plan adopting industry best practices in safety. The

previous version was adopted in 2000 and needed to be revised. The District also changed some

construction standards to improve safety and wildlife protection. One such example is the decision to

stop using self-protected transformers and install fused cut-outs on all transformer installs and to be

proactive in removing as many “live-front pad-mounted” transformers as possible within the budget. In

addition, the District line crew retired 4.63 miles of old hard-drawn copper and installed 7.6 miles of

stranded aluminum wire. They also retires 46 poles while installing 68 new poles. Lastly, .54 miles of

direct buried cable was retired and 2.79 miles of new conductor in conduit was installed.

The District servers and firewall were updated for provide better cyber security and physical security.

The internet service was upgraded to increase the upload-download bandwidth from 15Mbps to

500Mbps. So much of current business and personal transactions are done online these days, the

District must be diligent to mitigate the risks of an online presence. The District billing and accounting

software partner completed the PCI compliance requirements in late 2015. In September, the District

revised some customer data processes and adopted Data Privacy Guidelines as required by October

2016. Other improvements to the billing and accounting software included new business intelligence

reporting features and expanded scanning and storage features of customer payments, District

purchases and service orders.


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An exciting improvement at the District is the integration of the GIS (mapping software) to CIS

(billing/accounting software). This is the next logical evolution of our data systems and a necessary

progression to establish an engineering design/staking software package to streamline the work order

processes, which is planned for 2017. The District has been working toward this project for several years

and it is exciting to see it working. In addition to this data integration; outage information, tree trimming

areas and high resolution pictures are being incorporated into the geodatabase. Fleet tracking has also

been added to the tools used by the District in 2016. Allowing office staff to quickly locate vehicles and

for management to be notified after-hours when District vehicles “roll” for outages.

Scheduling capital projects and keeping up with new construction demands has been difficult for

Operations in the past, but especially in 2016 with the District increased attention to replacement of

aging infrastructure. Many times during the year, the Serviceman was pulled into the construction

activities for various reasons, occasionally to provide help during an illnesses or vacation of co-workers.

Management sought to correct this scheduling problem by adding another line-worker to help with the

scheduling struggle. In addition, the District brought locates back “in-house” as part of the justification

of expenses of the lineman. The District has been contracting for underground locates since 2009.

The District experienced a turn-over of 25% of the workforce in 2016, so a few projects planned this year

did not get completed, such as the oil containment system at Jenkins substation. Another is the

adoption of the District Facility Master Plan, which started in late summer, but has not been completed

or adopted yet. All except two open positions at the District have been filled. The District is fortunate to

have talented and dedicated employees, who will work to complete these projects and many more.

Interest in working for the District has been and is competitive. Management will continue to seek and

hire talented individuals to add to our strong team.

The District continued to confront legal challenges in 2016, and has seen some resolution to the past

issues. One employment lawsuit dating back to 2011 along with the Taylor Bridge Fire lawsuit have been

resolved. The 401k compliance process is still under review by the IRS and is expected to be resolved in

2017. The District utilizes several exceptional attorney groups to address legal concerns and protect the

interests of the District customers but these do come at additional cost to the District.

The District continued the inventory and asset management improvements this year. Since, 2015 was

the first full year with the new warehouse position in place at the District; the benefits of this position

are beginning to be realized as the District actively addresses systematic improvements in these areas.

More work needs to be done to improve inventory turn-over and lowering overall costs associated with

management of the warehouse and inventory. At the time of writing this summary, inventory variance

for the year is not known. An annual inventory variance of 5% or less is the target. Overall, it has been a

productive year for the District despite multiple challenges. Management recognizes that it takes

competent staff to run the District well. At this time, there are two open positions to be filled. We look

forward to continued progress in 2017.


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PUBLIC UTILITY DISTRICT #1 OF KITTITAS COUNTY

2017 BUDGET ASSUMPTIONS

OPERATING REVENUES

Rate increase to follow BPA Cost of Power increase listed below

COSA completed to determine rate class increase and rate design o October 2017 – September 2019 2.0% o October 2019 – September 2021 2.5%

kWh Increase per BPA Forecast o Slow growth – 0.6% annually

NONOPERATING REVENUES

Pole contact rate increase anticipated 2-3%

Increase application and service fees

Increase Investment income by moving Treasurer functions in house

COST OF POWER EXPENSE – average/low water year

Increase in Distribution per RIM Model prepared by Hope Ross – BPA o BP-18 – $34.99 o BP-18 – 5.0% (4% Power, 1% Transmission) o BP-20 – 7.0%

TIER 2 power 2020

Load shaping charges annually

Lookback credit expiration September 2019 - $100,000 annually

CRAC not estimable

LABOR EXPENSES

Increase each year o Non Union – 0% Cost of Living, 2.5% step increases o Union

2017 to 2021 – 2.5%

Staff o 2017 Operations position backfilled with Engineer

Benefits o Medical insurance

2017 to 2021 increase by 7% annually 2020 Cadillac tax

Crew time Capitalized Expense

o 2017 40% 60%


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GENERAL EXPENSES

Tree Trimming maintained at 2016 level

Meter Audit in 2017, then periodically

Engineering Expense increase with less outside services

Advertising/communications maintained

Training increased per supervisor goals

Association dues increase maintained at 2016 level

Plant Asset Validation and Project planning

BONDS

Projected balance – To Be Determined (currently 50% rates funding and DCOH of 180 days minimum)

o 2017 $ 0 – 2013 Bond Construction Fund o 2017 $ 1,110,000 – Construction (available General Fund Cash) o 2017 $ 4,574,736 – 180 days reserves o Short term financing beginning 2019 using least cost option of line of

credit, hybrid loan or bond anticipation note Costs estimated at $7,500 annually

2019 Refunding 2009 Bonds and New Money o Issuance costs $90,000

Inflation rate

1.5%

MATERIALS

2017-2021 1.5% Inflation

CAPITAL PROJECTS

Additional $200,000 Aging Infrastructure

Maintain system wide PUD work (600 series) $500,000

Naneum Road upgrade $60,000 odd years

Complete Burke road upgrade (deferred in 2016)

Contract Capacity Upgrade at Sentinel Gap point of delivery

Jenkins Sub – Oil Containment (deferred in 2016)

USBR Feeder E1 relocation (reimbursable)

FIXED ASSETS

Service Truck Purchase

Headquarters master plan design, project in 2018

Staking Package


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2017 Executive Summary:

The budget as presented represents a balanced budget and incorporates input from staff, management

and the Board of Commissioners. Using a conservative approach, the budget balances expenses with all

sources of revenue. The assumptions used are listed on the previous two pages and include an

anticipated 2% rate increase in power sales coincident with the expected Bonneville Power

Administration rate increase to power purchases in October 2017. Other assumptions include a

moderate 0.6% load growth for the year, 1.5% inflation rate and a 2.5% increase in labor costs.

The 2017 budget spreadsheet on pages 9 and 10 include a five year history and a four year forecast of

revenues and expenses with expected capital expenditures annually. Management with the Board of

Commissioners leveled capital spending between $1.9 and $2.2 million annually. Staff utilized the

twenty (20) year system study, completed in 2015, to prioritize and identify known and unknown system

improvements required for the first quartile of the system study. Approximately $1,500,000 per year is

planned for system wide improvements and another $500,000 average for vehicle and other facility

upgrades. The District is able to make these improvements without any additional borrowing or debt

until 2019 while still maintaining six months of reserves.

The budget spreadsheet includes several key indicators or targets highlighted green, near the bottom of

pages 9 and 10. The District established these targets to ensure that District Operations and work plans

are consistent with stated goals and the District maintain a strong financial position. These numbers

demonstrate the District is replacing aging infrastructure at a sustainable and proactive pace. They also

show the District operations is providing enough cash to make all debt payments and the District

maintains at least 50% equity of the District assets. The budget and key indicators are monitored

monthly by the Managers and Commissioners in the form of a trial balance. Full budget review,

including capital project progress, will be completed and reported to the Board of Commissioners

quarterly in accordance with the District Budget Policy.

Listed below are examples of these budgetary items included in this budget;

• Engineering and Operation department initiatives include replacement of aging infrastructure

including replacement hard drawn copper lines, old or damaged poles, live-front transformers, overhead

CSP transformers, and failed or aging “direct buried” cables. The department would like to continue to

improve our system reliability, as well as, reduce the outage time of restoration. The department will

continuation to work with the finance/billing department on the GIS to CIS data validation and

integration project. The District plans to purchase a staking package to streamline projects and continue

the line inspection and meter audit programs. The safety and standards committee will continue

improving the construction standards for employee, public safety and wildlife protection. The budget

includes replacement of the service truck, damaged tool replacements, oil testing and high PCB

equipment removal or mitigation, tree trimming and underground locates. Lastly, the department plans

to improve device numbering in the field for safer operations and communication. These include switch

labeling, structure tagging, underground cable numbers and labeling of all other potential hazards.


Page | - 8 -

Lastly, the budget includes a full-time engineer to help with line extensions, project and system design,

coordination studies, customer service, staking and estimating, and construction standard updates.

• Finance department priorities include monitoring financial targets, compliance with GAAP, monitoring

allocations rates, auditing of internal control procedures, quarterly rate reviews, evaluation of treasurer

and investment strategies and customer service improvements. The department will focus on

completing an “in-house” cost of service study by rate class to ensure rate designs are functioning as

intended and each class of customer is “paying” an appropriate share of the District expenses. Lastly,

the department will be working to improve bill presentation and financial data compilation and

reporting features.

• Administration budget plans includes completion of the Master Facility Plan, implementation and

evaluation of the 2016-2017 strategic plan, completion of a human resource procedure manual,

resolution of outstanding legal matters, state audit and regulatory compliance matters, adoption of a

workforce development program with succession planning, improved cyber and general security and

better communication both internally through-out the organization and with customers and associates

of the District.

The District will continue to offer low-income residential weatherization/conservation through Hope

Source, commercial building efficiency improvements and agriculture rebates. In addition, the District

will continue the “in-home” energy audit program and the LED security light promotion while budget

and supplies last.

Any amendments of the budget to increase the total expenditures will be approved by the Board of

Commissioners prior to action by staff or management. The “2017 Budget Summary” and the

complimentary “2016-2017 Strategic Plan” work together to support the District mission; “To provide

safe and reliable electric service at a reasonable cost”. Copies of these documents are available

on the District website www.kittitaspud.com or by request.

http://www.kittitaspud.com/


Page | - 9 -


2017 BUDGET

2011 2012 2013 2014 2015Actual Actual Actual Actual Actual Estimated Budget

OPERATING REVENUESSales of Electricity 7,351,039 8,166,368 8,693,886 8,589,754 8,683,513 9,024,790 8,565,334

Other Operating Revenue 269,055 221,964 227,331 109,781 290,772 201,648 292,353

Total operating revenue 7,620,094 8,388,332 8,921,216 8,699,535 8,974,285 9,226,438 8,857,687

OPERATING EXPENSESCost of power 2,805,499 2,991,334 3,264,061 3,588,408 3,551,771 3,836,986 3,608,571

Distribution expense 694,611 781,573 978,517 1,318,715 1,088,740 1,212,870 1,180,460

Consumer accounts expense 262,710 291,772 367,545 396,437 437,048 457,089 496,961

Administrative and general expense 734,030 785,920 751,132 953,094 1,070,824 965,693 1,032,758

Tax expense 426,903 459,127 487,628 464,309 468,519 477,916 497,082

Total operating expense 4,923,753 5,309,725 5,848,882 6,720,962 6,616,902 6,950,553 6,815,832

Operating income 2,696,341 3,078,607 3,072,334 1,978,574 2,357,383 2,275,885 2,041,855

OTHER INCOME AND EXPENSE

Investment income 5,257 16,383 25,991 18,963 23,596 33,859 20,836

Other nonoperating income (expense) (31,927) (370,643) 69,771 (20,004) 256,375 (90,995) (1,170)

Other income and (expense), net (26,671) (354,260) 95,762 (1,041) 279,971 (57,136) 19,666

Change in net position 2,669,670 2,724,347 3,168,097 1,977,532 2,637,354 2,218,749 2,061,521

Additions for CIAC 323,176 322,464 312,806 273,829 294,256 462,369 268,146

Change in net position 2,992,846 3,046,811 3,480,903 2,251,361 2,931,610 2,681,118 2,329,667

DEBT SERVICE

Principal 755,000 790,000 780,000 905,000 855,000 895,920 835,000

Interest 629,760 608,733 679,278 563,911 577,364 381,963 549,374

1,384,760 1,398,733 1,459,278 1,468,911 1,432,364 1,277,883 1,384,374

CASH FROM OPERATIONS AVAILABLE FOR CAPITAL OUTLAY 1,608,086 1,648,078 2,021,625 782,450 1,499,246 1,403,235 945,293

CAPITAL PROJECTS 2,534,021 1,294,904 1,118,356 1,473,957

Funds required to balance (1,751,571) 204,342 284,879 (528,664)

CONSTRUCTION FUND

Beginning balance 2,423,431 1,235,316 6,917 2,385,501 975,276 602,110 597,628

Short term financing/reserves 5,277

Bond Issuance 2,502,108

Construction Contribution 1,188,115 1,228,398 123,525 1,410,225 373,166 602,110 602,905

1,235,316 6,917 2,385,501 975,276 602,110 (0) 0

GENERAL FUND

Beginning Balance 2,259,792 3,018,778 3,880,374 4,836,928 4,719,112 5,031,910 5,235,638

Construction Contribution 849,100 786,483 1,065,072 900,266 921,738 516,246 602,905

Cash from Operations less Restricted 1,608,086 1,648,078 2,021,625 782,450 1,234,536 1,621,028 945,294

3,018,778 3,880,374 4,836,928 4,719,112 5,031,910 6,136,692 5,578,027

Minimum Cash Reserves 2,672,291 2,672,291 3,711,792 4,437,460

Six months Cash Reserves 3,810,047 4,194,166 4,460,608 4,349,768 4,487,142 4,512,395 4,428,844

RESTRICTED CASH(increase from General Fund) 780,666 958,577 973,682 1,051,552 1,615,240 1,362,541 998,594

DEPRECIATION 1,146,552 992,307 1,105,177 1,038,462 1,079,008 1,134,121 1,174,838

MARGINS 1,216,534 1,825,730 1,696,448 648,988 1,275,237 1,165,034 605,455

Debt Service Coverage - DSC 2.16 2.45 2.39 1.53 2.05 2.10 1.68

TIER 2.93 3.38 3.50 2.15 3.21 4.05 2.10

Equity 49.98% 53.79% 52.79% 55.24% 54.95% 57.56% 59.57%

Capital to Depreciation 244% 120% 99% 125%

2016


Page | - 10 -


2017 BUDGET

2017 2018 2019 2020 2021Budget Forecast Forecast Forecast Forecast

OPERATING REVENUESSales of Electricity 9,149,471$ 9,335,979$ 9,448,428$ 9,596,246$ 9,653,823$

Other Operating Revenue 218,268 218,876 219,487 220,103 220,721

Total operating revenue 9,367,739 9,554,855 9,667,915 9,816,348 9,874,544

OPERATING EXPENSESCost of power 3,840,864 3,908,095 4,082,642 4,160,715 4,345,916

Distribution expense 1,146,637 1,163,836 1,181,294 1,199,013 1,216,998

Consumer accounts expense 590,765 599,626 608,620 617,750 627,016

Administrative and general expense 996,997 1,011,952 1,027,132 1,042,538 1,058,177

Tax expense 548,665 554,665 561,617 576,809 580,448

Total operating expense 7,123,927 7,238,174 7,461,305 7,596,825 7,828,555

Operating income 2,243,812 2,316,681 2,206,610 2,219,523 2,045,990

OTHER INCOME AND EXPENSE

Investment income 61,836 61,836 61,836 61,836 61,836

Other nonoperating income (expense) (58,619) (93,743) (92,326) (68,878) (65,375)

Other income and (expense), net 3,217 -31,907 -30,490 -7,042 -3,539

Change in net position 2,247,028 2,284,774 2,176,120 2,212,481 2,042,451

Additions for CIAC 642,815 353,100 363,693 374,603 385,841

Change in net position 2,889,844 2,637,874 2,539,813 2,587,085 2,428,292

DEBT SERVICE

Principal 859,510 879,735 909,315 908,037 931,417

Interest 366,029 349,172 409,211 303,320 279,340

1,225,539 1,228,907 1,318,526 1,211,357 1,210,757

CASH FROM OPERATIONS AVAILABLE FOR CAPITAL OUTLAY 1,664,305 1,408,967 1,221,287 1,375,728 1,217,535

CAPITAL PROJECTS 2,115,348 2,040,019 1,923,519 2,203,025 2,096,798

Funds required to balance (451,043) (631,052) (702,232) (827,297) (879,263)

CONSTRUCTION FUND

Beginning balance (0) (0) (0) 26,070 44,701

Short term financing/reserves 650,000$ 750,000$ 650,000$

Bond Issuance

Construction Contribution 623,930 731,369 684,383

(0) (0) 26,070 44,701 10,318

GENERAL FUND

Beginning Balance 6,136,692 5,685,648 5,054,596 4,976,295 4,880,366

Construction Contribution 1,472,533 1,686,920 935,896 1,097,053 1,026,574

Cash from Operations less Restricted 1,021,489 1,055,867 857,595 1,001,125 831,693

5,685,648 5,054,596 4,976,295 4,880,366 4,685,485

Minimum Cash Reserves 4,605,744 4,477,298 4,815,493 4,637,771 4,545,591

Six months Cash Reserves 4,574,736 4,667,989 4,724,214 4,798,123 4,826,912

RESTRICTED CASH(increase from General Fund) 1,362,541 1,362,541 1,362,541 1,362,541 1,362,541

DEPRECIATION 1,170,182 1,208,182 1,246,182 1,284,182 1,306,918

MARGINS 1,353,633 1,080,520 884,420 999,583 842,034

Debt Service Coverage - DSC 2.36 2.15 1.93 2.14 2.01

TIER 2.94 3.08 2.27 3.06 2.63

Equity 62.89% 65.62% 66.96% 68.16% 69.41%

Capital to Depreciation 181% 169% 154% 172% 160%


Page | - 11 -

Sales of Electricity91%

Other Operating Revenue

2%

Investment income1%

Additions for CIAC6%

2017 Budgeted Revenue

Sales of Electricity

Other Operating Revenue

Investment income

Additions for CIAC

Cost of Power

Disctribution Expense

Consumer Accounts Expense

Admin & General Expense

Tax Expense

Interest

Depreciation

2017 Budgeted Expenses


Page | - 12 -

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Page | - 13 -

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20

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6


Page | - 15 -

Decem

ber

13, 2016

Pro

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No

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PU

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11,8

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Page | - 16 -

Kittitas PUD Year End Data Inputs2008 2009 2010 2011 2012 2013 2014 2015 2016

FTEs 12.50 13.75 12.25 12.50 11.00 12.00 14.00 15.10 14.35

Linemen/Union 6.00 7.00 6.00 6.00 5.00 5.00 5.50 6.00 6.10

Connections 4,227 4,289 4,359 4,385 4,355 4,406.00 4,437.00 4,515.00 4,565.00

Sales of Electricity 5,768,567 6,491,036 6,789,353 7,351,039 8,166,368 8,693,886 8,589,754 8,683,513 8,924,790

Cost of Power 2,090,891 2,646,387 2,856,619 2,805,499 2,985,663 3,261,302 3,580,022 3,550,497 3,736,986

Total Operating Expense 2,644,113 2,970,191 3,301,319 2,933,270 3,318,188 3,695,445 4,212,242 4,300,906 4,529,652

Construction Debt 12,200,000 15,385,000 14,730,000 13,975,000 13,185,000 14,840,000 13,935,000 13,140,419 12,244,499

General Fund 1,948,763 2,124,412 1,948,520 2,941,395 3,941,479 4,898,435 4,864,182 5,276,259 6,136,692

Restricted Cash 3,286,988 4,272,841 3,421,937 2,015,889 904,789 3,298,475 1,882,557 1,973,801 1,362,541

Net Capital Assets 18,079,459 20,111,466 22,446,771 23,749,179 24,777,298 24,986,616 26,060,931 26,044,844 25,964,432

Estimated Year End Values

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

2008 2009 2010 2011 2012 2013 2014 2015 2016

Construction Debt and Net Capital Assets

Construction Debt Net Capital Assets

-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

2008 2009 2010 2011 2012 2013 2014 2015 2016

Total Cash

General Fund Restricted Cash

Workforce Data2008 2009 2010 2011 2012 2013 2014 2015 2016

Connections / FTE 338 312 356 351 396 367 317 299 318

Revenue / FTE 461485 472075 554233 588083 742397 724491 613554 575067 621937

Expense / FTE 211529 216014 269495 234662 301653 307954 300874 284828 315655

Debt / FTE 976000 1118909 1202449 1118000 1198636 1236667 995357 870226 853275

0

50

100

150

200

250

300

350

400

450

0

200000

400000

600000

800000

1000000

1200000

1400000

2008 2009 2010 2011 2012 2013 2014 2015 2016

Workforce Data

Revenue / FTE Expense / FTE Debt / FTE Connections / FTE


Page | - 17 -

Average System Data2008 2009 2010 2011 2012 2013 2014 2015 2016

Revenue / Connection 1365 1513 1558 1676 1875 1973 1936 1923 1955

Expense / Connection 626 693 757 669 762 839 949 953 992

Debt / Connection 2886 3587 3379 3187 3028 3368 3141 2910 2682

Asset / Connection 4277 4689 5150 5416 5689 5671 5874 5769 5688

0

1000

2000

3000

4000

5000

6000

7000

2008 2009 2010 2011 2012 2013 2014 2015 2016

Average System Data

Revenue / Connection Expense / Connection Debt / Connection Asset / Connection

Kittitas PUD - kwh Data2012 2013 2014 2015 2016

KWH Purchased 96,289,285 99,347,421 99,428,313 98,651,049 99,142,261

KWH Sold 92,446,502 94,667,598 92,319,589 92,875,963 93,287,717

KWH Conserved* 104,114 553,478 161,197 510,304 330,247

KWH Produced (DG Net) 86,982 92,662 120,616 230,020 320,000

*Totals are BPA Fiscal Year Totals, not reconciled for Calendar Year

Estimated Year End Values

0

100,000

200,000

300,000

400,000

500,000

600,000

94,500,000

95,000,000

95,500,000

96,000,000

96,500,000

97,000,000

97,500,000

98,000,000

98,500,000

99,000,000

99,500,000

100,000,000

2012 2013 2014 2015 2016

KWH - Purchased, Conserved, Produced

KWH Purchased KWH Conserved*

KWH Produced (DG Net) Linear (KWH Conserved*)

Linear (KWH Produced (DG Net))


Page | - 18 -

Notes:

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Page | - 19 -

budget and capital work plan

Documents