HomeMy WebLinkAbout2023-06-23 BPMC Agenda and docsBRADLEY LAKE PROJECT MANAGEMENT COMMITTEE MEETING AGENDA Friday June 23, 2023 10:00 am
To participate dial 1-888-585-9008 and use code 212-753-619#
1. CALL TO ORDER
2. ROLL CALL (for Committee members)
3. PUBLIC ROLL CALL (for all others present)
4. AGENDA APPROVAL
5. PUBLIC COMMENTS
6. APPROVAL OF MEETING MINUTES – May 5, 2023
7. NEW BUSINESS
A. Resolution 23-01 – Authorizing Homer Electric Association to conduct competitive procurement on behalf of the project.
B. Retaining Consultant for engineering services to the BPMC – Lee Thibert
8. OLD BUSINESS
A. Railbelt Reliability Coordination Update Brian Hickey
i. GRIP III-Railbelt Innovation Resiliency Project Application
9. OPERATORS REPORT HEA
10. COMMITTEE REPORTS
A. Budget to Actuals Report Budget Subcommittee
B. O&D Report
11. EXECUTIVE SESSION – (Bylaws Section 5.11.4) – To discuss confidential financial matters
regarding Required Project Work and financing, the immediate knowledge of which may have
an adverse effect on the Authority or Project.
12. MEMBERS COMMENTS
13. NEXT MEETING DATE – July 28, 2023
14. ADJOURNMENT
Page 1 of 2 - BPMC RESOLUTION 23-01: AUHORIZING COMPETITIVE PROCUREMENT
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BRADLEY LAKE PROJECT MANAGEMENT COMMITTEE
RESOLUTION NO. 23- 01
AUTHORIZING HOMER ELECTRIC ASSOCIATION TO CONDUCT COMPETITIVE
PROCUREMENT ON BEHALF OF THE PROJECT
INTRODUCTION
The Bradley Lake Project Management Committee (“BPMC”) is responsible for the
management, operation, maintenance, and improvement of the Bradley Lake
Hydroelectric Project (the “Project”), subject to the non-delegable duties of the Alaska
Energy Authority (the “Authority”).
On December 10, 2021, the BPMC adopted Resolution 21-02 setting forth its intent to
improve the transmission grid from Homer to Fairbanks and help foster the deliverability
of sustainable low-cost clean energy produced by the Project. An essential element of the
grid improvement project is completing the required upgrades between the Soldotna
Substation and the Sterling Substation portion (“Soldotna to Sterling Line” or “SS Line”).
The improvements of the Line also include other rights relating to transmission capacity
and upgrades, and all became part of the assets of the Project through its purchase by
AEA.
The BPMC has determined that it is in the best interest of the Project to authorize Homer
Electric Association, Inc. (“HEA”) to utilize its procurement services to competitively
procure all necessary materials and services to complete the design of the Soldotna to
Sterling Line.
PURPOSE OF BPMC RESOLUTION 23-01
BPMC Resolution 23-01 continues the process of implementing improvements to the
transmission grid from Homer to Fairbanks by specifically authorizing HEA to
competitively procure materials and services for the planned upgrades to this portion of
the Soldotna to Sterling Line.
BPMC RESOLUTION NO. 23-01
WHEREAS, the Bradley Lake Project Management Committee (“BPMC”) receives its
authority under the Bradley Lake Hydroelectric Project Agreement for the Sale and
Purchase of Electric Power (“Power Sales Agreement”).
Page 2 of 2 - BPMC RESOLUTION 23-01: AUHORIZING COMPETITIVE PROCUREMENT
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WHEREAS, the BPMC is responsible for the management, operation, maintenance, and
improvement of the Project, subject to the non-delegable duties of the Authority.
WHEREAS, in Resolution No. 21-02 the BPMC determined that time is of the essence
to upgrade the entire SSQ Line including the Soldotna to Sterling Line, and further
authorized the use of in-house procurement services from the BPMC Purchasers to
provide a competitive procurement process for materials and services and to maximize
efficiency for the Project.
WHEREAS , the BPMC has determined that HEA, a Project Purchaser, is best able to
provide competitive procurement services for the Soldotna to Sterling Line upgrades.
WHEREAS, the BPMC intends that all other related tasks associated with the Soldotna
to Sterling Line shall be performed under written contract approved by the BPMC.
NOW THEREFORE, BE IT RESOLVED THAT, the aforementioned comments and
Recitals are incorporated and made part of this Resolution No. 23-01.
BE IT ALSO RESOLVED THAT, on behalf of the BPMC, HEA will provide its competitive
procurement services to advertise for any services necessary for the Soldotna to Sterling
Line and similarly provide competitive procurement services to procure all necessary
materials for the Soldotna to Sterling Line and oversee the project.
BE IT ALSO RESOLVED THAT, tasks associated with the Soldotna to Sterling Line not
included in this Resolution shall be performed under a written contract approved by the
BPMC.
DATED at Anchorage Alaska, this _____ day of June, 2023.
___________________________________________
Chair, Bradley P. Janorschke
Attest: ______________________________
Secretary, Curtis Thayer
Bradley Lake Project Management Commitee
Report on Railbelt Regional Coordina�on
Overview: The Bradley Lake Project Management Commitee has two primary objec�ves: increasing
the project's capacity limit from 90 MW to its full capacity of 120 MW, and ensuring reliable and resilient
delivery of energy and capacity to all project par�cipants. Addi�onally, the commitee aims to eliminate
large-scale, small signal instability oscilla�ons that occur when the Bradley Project interacts with the
Summer Valley system during low lake levels. To achieve these goals, the commitee has developed a
high-level regional transmission plan called the Grid Moderniza�on and Resiliency Plan (GMRP).
The implementa�on of this plan will bring several ancillary benefits to the grid. These benefits include an
enhanced, resilient, and hardened grid capable of withstanding extreme weather and other disrup�ve
events. Moreover, the modernized grid will facilitate the transfer of more power between regions,
reducing thermal reserves, fuel burn, and carbon emissions. Addi�onally, the upgraded grid will have an
improved capacity to integrate variable clean energy sources.
The following report provides a summary of our ac�vi�es related to this effort during the months of May
and early June. It outlines our progress on the DOE GRIP grant applica�ons and highlights other
ac�vi�es, such as mee�ngs and presenta�ons.
Grant Applica�ons: Proceeds from our grant applica�ons and matching funds are intended to
fund construc�on of the GMRP. There are four funding cycles in the Grid Resiliency and Innova�on
Partnerships (GRIP) grant applica�on process. The Funding cycles are 2022-23, 2024, 2025, and 2026.
We intend to apply for components of the GMRP in each GRIP in each funding cycle. To support our
Grant applica�on efforts, we have engaged several consultants, including Electric Power Systems, Lee
Thibert and Associates, Agnew Beck, LSI, and Brownstein Hyat.
In May, we completed and submited the GRIP Topic 3 applica�on on May 18th. We were fortunate to
secure a leter of support from the Governor and a joint Leter of Support from IBEW 1547, Railbelt
u�li�es, and AEA. These addi�ons are par�cularly valuable given the FOA requirements. We also
obtained leters of support from NECA, NEACA-BEW Training Trust, and numerous others.
The GRIP Topic 3 2022-23 project aims to construct a transmission line from Soldotna to Healy, including
an HVDC submarine cable beneath Cook Inlet, and batery energy storage in the three regions. The total
project cost is $822 million, and we have requested a grant of $411 million, which requires a $411
million match. We expect to receive a decision on our funding request in late fall 2023 or early winter
2024.
We also prepared for the APA fly-in by developing talking points, a three-page leave-behind document,
and maps for discussion and illustra�on. In addi�on to the APA mee�ng schedule, the team set up
mee�ngs with the following individuals:
Andrew Birke, USDA Administrator
Kaleb Froliech, COS to Senator Murkowski
Anton McParland, COS to Representa�ve Peltoa
David Turk, Deputy Secretary, DOE Secretary (Dep. Sec. Turk cancelled)
I atended the State's Sustainable Energy Conference during the week of May 22-25. Addi�onally, I
par�cipated in the APA DC fly-in, and we scheduled addi�onal mee�ngs with USDA and DOE during the
week of June 4-9.
Other Ac�vi�es: In addi�on to filing grant applica�ons and atending mee�ngs, we engaged in several
other suppor�ng ac�vi�es, including:
Providing updates on the progress of the S-Q line rebuild
Regular updates to the staff of the federal delega�on and the Special Assistant to the Governor
Obtaining an outline and documents for the transmission needs study and dra�ing a white paper for the
DOE Transmission Needs Study
Familiarizing ourselves with the IRA Pace and Next ERA programs as they relate to the Railbelt
Collabora�ng with BPMC counsel Joel Paisner on the batery lease and capacity structure development
rough dra�
Con�nuing work on the alterna�ve wheeling structure documents, including a white paper, financial
model, and a scope of work for GDS to evaluate the proposal. This analysis will u�lize the remaining
ARCTEC funds. I will coordinate with Arthur once I have a dra� developed.
Summary: We have successfully filed three grant applica�ons, reques�ng a total of nearly $530 million in
federal aid. However, it's important to manage expecta�ons, as these awards are compe��ve. In each
category (Topics 1, 2, & 3), we will be compe�ng against approximately 150 to 200 other applica�ons
na�onally, with 10 to 40 awards per category depending on the topic. I want to personally thank the
team of u�lity professionals, as well as our consul�ng team, for their dedica�on and perseverance. Filing
these three grant applica�ons in a �mely fashion would not have been possible without their
commitment. Addi�onally, their efforts to engage stakeholders, present our plans, and obtain support
demonstrate the team's commitment to this work and will be cri�cal to our overall success.
1
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
A. Cover Page
Railbelt Innovative Resiliency Project (RIR)
Topic Area 3: Grid Innovation
Applicant: The Alaska Energy Authority representing the State of Alaska
Technical and Business Point of Contact: Curtis Thayer, Executive Director, Alaska Energy
Authority
The Alaska Energy Authority and Railbelt utilities are partners in this project as collaborative
decision makers representing all the primary transmission owners and operators of Alaska’s
largest electrical grid (the Railbelt). The project partners (the Team) are:
1. The Alaska Energy Authority (AEA)
2. Chugach Electric Association Inc, a Central Region Cooperative (CEA)
3. Golden Valley Electric Association Inc., a Northern Region Cooperative (GVEA)
4. Homer Electric Association Inc., a Southern Region Cooperative (HEA)
5. Matanuska Electric Association Inc., a Central Region Cooperative (MEA)
6. The City of Seward, Alaska, dba Seward Electric System, a Southern Region Municipal
Utility (SES)
7. The Regulatory Commission of Alaska (RCA) is participating as a team member, in an
advisory and regulatory role, as permitted by their statutory authority and restrictions.
Project Location: All three regions (Northern, Central, and Southern) of the Ala ska Railbelt
electrical grid and the Eastern Region1.
1 Copper Valley Electric Association serves the Eastern Region and is a stakeholder knowledgeable about this
application but is not a project team member.
Area served by the
Railbelt grid
Area served by
Copper Valley
Electric Association
2
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
B. Project overview
B.1 Background
Vision and Opportunity
Alaska and the nation are at a critical transition point with a once-in-a-generation opportunity to
build resiliency and develop a fuel-diverse, low-carbon economy, by investing in essential
electrical infrastructure. The state’s largest, but electrically islanded, grid serves over 75% of the
state’s population including diverse and underserved communities, primary commerce and
shipping centers, strategic military bases, and access areas for key mineral deposits. However,
due to the relatively low population to share in costs, the electric system does not meet the
minimum standards of the Lower 48 states. This deficiency limits the grid’s resiliency and
undermines the ability to usher in a clean energy future.
At this intersection, the collective mission of the State of Alaska, and the interconnected Railbelt
electric utilities, is to build a resilient, clean, smart, and low-cost electrical grid. This grid must
support a fuel-diverse energy landscape that drives sustainable economic development in Alaska
and ensures a cost-effective delivery of energy to Railbelt consumers and beyond. The Railbelt
utilities and State share a vision: a collaborative future in the Railbelt in which our communities
come together and share resources to strengthen and build a smart, clean electrical grid that
promises our residents, our national defense infrastructure, and communities adjacent to the
Railbelt access to clean, low-cost energy from any source.
An innovative team has been assembled to manage the project consisting of relevant decision
makers in the region: Alaska Energy Authority (AEA) representing the State of Alaska, Regulatory
Commission of Alaska (RCA), and five electric utilities that make up the Railbelt electric grid. The
team will work under a structure like the Bradley Lake Project Management Committee (BPMC),
an organization with a 32-year history of successful project development and management.
The Railbelt Innovative Resiliency Project (RIR) will construct new transmission lines parallel to
the existing single regional ties and provide a looped transmission feed to the DOD ground-based
missile defense facility at Fort Greeley and interconnect the currently islanded Copper Valley
Electric Association with the Railbelt grid. The Project will incorporate a High Voltage Direct
Current (HVDC) submarine cable installed in a challenging marine environment. This cable circuit
will require significant innovation which is more fully described later in this document.
Alaskans are enthusiastic about funding opportunities to rise to their unique energy challenges.
A recent Op-Ed in the Anchorage Daily News, co-written by Alaska Governor Mike Dunleavy and
Doug Tansy, business manager for International Brotherhood of Electrical Workers No. 1547,
highlights this intent: “Right now, we have historic alignment of the players involved. Utilities,
the state of Alaska, and labor are working together in a way that has not been seen in our
lifetimes to build a reliable, resilient, and efficient grid for future families and business owners.
Now is the time for all the players to combine efforts and secure this investment for Alaskans.”
The total estimated cost for the construction of the line segments and associated station facilities
proposed in this funding cycle is approximately $822.7M. In this application we are requesting a
federal grant of $411.4M. We anticipate an eight-year project timeframe. The State of Alaska,
and the Railbelt utilities are committed to upgrading the Railbelt transmission grid. On December
2, 2022, the BPMC, through AEA, closed on a bond package for $166M, 65% of which will be
dedicated to match federal aid for transmission reconstruction and 35% to three-regional grid
3
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
stabilization battery energy storage systems (BESS), one of which is currently in service and two
of which are included in this grant application. This funding will begin work on the Grid
Modernization and Resiliency Plan (GMRP), but without Federal and State assistance it cannot be
completed in a reasonable time frame. We are seeking State funding assistance2 to help close
the gap between utility funding and federal assistance.3 4
History
The Railbelt electric grid is unique in North America as it is technically a fully functioning long-
distance electrical grid on a very small scale. The Railbelt is characterized by three load-
generation regions with four load-balancing areas. These load-generation concentrations, known
as the Northern Region (Fairbanks-Delta Junction), the Central Region (Anchorage-MatSu), and
Southern Region (the Kenai Peninsula), are tied together with two long transmission lines
operating at 115kV and 138KV.
The grid provides electricity to approximately 75% of the state's residents and generates 80% of
the electricity in Alaska. It extends over 700 miles from the Bradley Lake Project, located at the
head of Kachemak Bay near Homer, Alaska,
in the Southern Region, to Delta Junction in
Interior Alaska, roughly the distance from
Washington, DC to Atlanta, GA, as depicted
in figure 1. The grid transverses
inhospitable subarctic mountainous terrain
and the Cook Inlet with its tremendous
tides and currents.
The region is laced with highly active
seismic zones and is subject to volcanic
eruptions, forest fires, flooding, and fierce
annual winter storms. The grid's assets vary
from high voltage (138 kV and 230 kV) submarine cable crossings in Cook Inlet5 to remote
"helicopter/riverboat-access-only" river crossings and numerous transmission structures well
above 2000 feet (sub-arctic).
Unlike numerous areas in the contiguous lower forty-eight states, the Railbelt has received
minimal federal investment in grid development. The Eklutna Hydroelectric Project, initially
constructed in the 1950s, was the last major federal project in the Railbelt that included a
transmission line component. This project was rebuilt by the Bureau of Reclamation's Alaska
Power Administration after the 1964 "Good Friday” Earthquake and sold by the Federal
government to Central Region utilities in the early 1990s.
2 The Governor has submitted legislation to establish a funding agency for the purpose of energy related projects.
3 State matching funding is subject to Executive branch and Legislative approval. Utility funding is subject to
Cooperative and Municipal governing Board approval.
4 Given the duration of this project, and if selected for award, during the grant negotiation process the Team will
seek an inflation adjustment clause, based on actual inflation.
5 Cook Inlet is a silt laden 180-mile inlet reaching from Knik Arm to the Gulf of Alaska. The Inlet has the fourth
highest tidal range in the world at 35 feet and contains an endangered subspecies of the Beluga Whale.
Railbelt Grid
Figure 1: Alaska’s Relative Size
4
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
Due to the high cost of transmission lines, the regions are moderately interconnected, primarily
at 69kV, 115kV, 138KV, 230kV. A tight power pool operates in the Central region, and an active
economy energy market exists between regions but is severely limited by transmission
constraints. There is no formal interconnection queue. A reserve-sharing pool exists between all
three regions. Historically, due to weak interconnections the regions have planned for capacity
separately. The Railbelt grid is technically characterized as "transient stability limited," with
machines under dynamic stress swinging against other machines within the region; and with
regions swinging against each other across the light interregional interconnections. The grid is
susceptible to and has experienced large-scale6 small-signal instability oscillations. Voltage
stability, which varies from marginal to good depending on the specific area, has been improved
with the addition of six static VAR compensators at critical locations. The Railbelt grid operates
under a subset of North American Electric Reliability Corporation (NERC) standards modified to
account for the scale and nature of the interconnection (the grid's system bias is variable and
ranges from 3-10 MW/.1 hertz). The grid has a sophisticated under-frequency load shed scheme
which sheds load to match generation in four stages with varying time delays and, in some cases,
considering frequency rate-of-change. Traditional day-ahead and real-time security constrained
economic dispatch are run in each LBA with net interchange, and frequency monitored and
managed to NERC CPS 1 and 2. Dynamic events on the grid occur and resolve very quickly (2-10
seconds) when compared with the much larger North American grids which resolve in tens of
minutes. The grid's peak demand is roughly 750 MW compared to ERCOT's peak demand of
85,000 MW. The grid's annual energy consumption is approximately 4,500 GWH compared to
ERCOT at 339,000 GWH.
The Railbelt’s Grid Modernization Resiliency Plan (GMRP)
Today, the broader energy landscape in Alaska and across the world is being reshaped by multiple
change drivers. Geopolitical shifts are dramatically altering global energy markets.
Decarbonization policies and technological advancements, shaped by increasingly dramatic
climate change, are both the result of and contributor to a shift in focus on energy and the
environment. Regionally, uncertainty around Cook Inlet natural gas and broader fuel supply
issues for utility companies is a critical – and shared – challenge looming on the near-term
horizon. The Railbelt’s weakly interconnected grid is inadequate to meet the challenges of a
sustainable, fuel diverse, decarbonized future.
In response to this shared challenge, the Team has come together to develop a broad-based,
long-term plan to ensure the future energy viability of the Railbelt from a social, economic, and
technical perspective. The technical aspect of that Plan is the GMRP, of which the RIR is a
component. The Team will propose that the GMRP be incorporated into Alaska’s broader State
Energy Plan as that document is developed in the coming months.
6 Oscillations have been measured with a peak of 220 MW, a 1.1 second period and sustained for over 90 seconds
on a grid with a summer valley peak load of approximately 500MW.
5
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
Figure Two is a graphic representation of the Southern, Central, and Northern regions of the
Railbelt grid with the current system and the proposed
Southern and Central Region GMRP components overlayed.
The components of the GMRP in these regions that make up
the 22-23 funding cycle RIR are highlighted in yellow. A
more detailed listing of the Plan’s component projects
(transmission line segments and substations), and
estimated costs is outlined in the workplan. Figure Three is
a graphic representation of the entire Railbelt with the full
GMRP overlayed on the existing system. On this diagram,
yellow highlights indicate GRIP Topic 3 Railbelt Innovative
Resiliency (RIR) projects; rust and red highlights indicate
Topic 1 (RBR) projects; and the blue “C” indicates GRIP Topic
2 Smart Grid projects. This Plan is highly innovative and
transformational in that it will reshape the Railbelt in a way
that will usher in a sustainable fuel diverse low carbon
future.
As we describe below, the totality of this
transformation is innovative technically and
financially from both a teaming and regulatory
perspective. Given the operational nature of
the Railbelt and the disparate socioeconomic
status and vast diversity of its communities,
valuable lessons from this undertaking will be
broadly applicable to the larger grids of the
contiguous lower forty-eight states and North
America.
Our estimated total cost for the GMRP is
$2.87B over fifteen years. Without significant
Federal and State investment, the GMRP and
this Project are beyond the financial
capabilities of the Railbelt utilities.
The priority for diversifying the Railbelt fuel
supply and decarbonizing the Railbelt grid must
be to stabilize frequency and decongest the
transmission system. These improvements are
required irrespective of the nature of fuel
supply diversity and decarbonization solutions.
B.2 Project Goals
The RIR line segments considered in this
application will construct a second parallel
Figure 2: RIR Components in current funding
cycle
Figure 3: Railbelt Grid Modernization and Resiliency Plan
6
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
transmission line between the Southern, Central, and Northern regions of the Railbelt grid. The
current configuration lacks redundancy, impedes reliability, limits the ability to construct and
move clean energy from one region to another, and constrains economic dispatch, thus
increasing fuel burn, carbon emissions, and the cost of power to our member-ratepayers. In
addition, the project will allow the Team to engage in interregional planning and operations.
Further, this application includes completion of two grid-scale energy storage systems (that will)
augment the existing 46 MW- two-hour battery already installed on the Kenai Peninsula. These
three energy storage systems will be coordinated and operated in real-time with the HVDC
submarine cable to maximize transfer capability between regions and minimize spinning
reserves, thereby reducing fuel usage, and reducing carbon emissions. The three storage systems
will also provide coordinated regulation for system-wide renewables. As importantly, the energy
storage systems and new interties will stabilize grid frequency and eliminate the small signal
instability oscillations, decreasing the likelihood of large-scale system outages and machine
damage.
Goal Description
1 Completion of the transmission lines and HVDC submarine cable from Soldotna to Nikiski to Beluga and
on to Healy, using innovative and technical solutions to enhance resiliency in extreme environments.
2
Completion of BESS units in Northern and Central Regions to coordinate with existing BESS unit and
HVDC in Southern region to enhance resiliency and eliminate small signal instability events and
increase frequency control.
3
Significantly increase transfer capability between regions (75MW to 200-300 MW). The increased
capacity will enable regional participation in planning and clean energy projects, reduce capacity
limitations, add resiliency, redundancy, and improve economies of scale.
4
Reduce reliance on fossil fuels and improve resiliency; reduce carbon emissions; virtually eliminate
impacts of long-term outages due to extreme weather, wildfire, natural disasters, and other disruptive
events.
5 Document lessons learned that can be shared throughout Alaska, the nation, and the world.
6 Adoption of innovative rate-making techniques to incent transmission construction, easing
member/ratepayer burden in procuring matching funds for the project.
The project includes an innovative HVDC submarine circuit crossing Cook Inlet from Nikiski in the
Southern region to Beluga in the Central region. This crossing will present technical challenges
requiring innovative solutions and will subsequently provide important lessons that can be
shared throughout Alaska and the US, through DOE’s national laboratory system, with potential
specific applicability to offshore wind facilities.
As noted above, the RCA, a team member in this project, has agreed to consider innovative rate-
making techniques that will incent transmission construction, easing the member/ratepayer
burden in procuring matching funds for the project. These rate -making strategies could include
inclusion of costs in rate-base through the RCA’s Simplified Rate Filing (SRF) process, prior to the
assets being used and useful; or forward funding of the project costs. Either or both will
significantly reduce the carrying cost of capital thereby reducing the burden on the
membership/ratepayers and improving project benefit -cost metrics.
Achieving these objectives will have a significant impact on increasing the transfer capacity
between all regions, reducing the requirements for thermal generat ion reserve, and thus
7
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
lowering carbon emissions. It will also improve economic dispatch, further reducing carbon
emissions, and eliminate transmission capacity constraints that restricts the use of Bradley Lake
energy and capacity. It will allow flexibility to address shifts in load or generation, interregional
participation in clean energy projects, and improve economies of scale. As a result, increased
economies of scale will decrease the per unit cost of clean energy generation. From a resiliency
perspective, accomplishing these goals will reduce or eliminate the likelihood of outages or lack
of transfer capability due to small signal instability, flood, unbalanced snow loading, and tree and
animal related outages7. Innovative rate making will reduce capital carrying costs and improve
the benefit-cost ratio for projects incentivizing wise transmission investment. Finally, having a
robustly integrated grid will allow for interregional planning which, as noted above, will increase
economies of scale and operating efficiencies.
As previously referenced, we have formed a unique partnership between all relevant decision
makers in the Railbelt; the State of Alaska represented by the Alaska Energy Authority (AEA), the
four interconnected Railbelt Electric Cooperatives, the single Railbelt municipal utility, and the
utility regulator, the Regulatory Commission of Alaska (RCA). We have strong support from
organized labor, the International Brotherhood of Electrical Workers (IBEW) and other labor
unions; and strong support from other stakeholders including the Railbelt reliability Council the
Railbelt’s newly formed electric reliability organization , the National Electrical Contractors
Association (NECA). Together, the National Electrical Contractors Association (NECA) and the
International Brotherhood of Electrical Workers local 1547 (IBEW 1547) have a joint electrical
apprenticeship training center. This collaborative organization is prepared and excited about
ramping its activities up to train what will become that next generation of Alaskan electrical and
telecommunications workers required to staff the GMRP. In terms of regional planning and
coordination, this unique team has already enhanced collaboration between the State, the
regional cooperatives and Seward Electric System, a municipal utility, and the RCA.
Value Proposition
The value proposition for the residents of the Railbelt grid is clear, this project will position the
Railbelt for a fuel diverse, sustainable clean energy future and lower energy costs through more
efficient use of scarce Cook Inlet natural gas as we transition away from natural gas to a clean
energy future. Numerous tribal and disadvantaged communities exist within the Railbelt proper.
For the non-Railbelt communities that receive Power Cost Equalization (PCE) funds, most of
which are tribal and many of which are disadvantaged, the value proposition is the direct
economic benefits that will occur as we hold the Railbelt cost of power down and increase the
PCE energy subsidy to these stakeholders. For all rural villages (including non-PCE), as well as the
DOE and the nation, the lessons learned from the process of decarbonizing a sm all scale, fully
functioning grid will provide valuable best-method insights to execute this necessary regional
activity. Finally, improving the resiliency, reliability, and efficiency of the Railbelt grid will provide
7 The 2019 Swan Lake fire separated the Central and Northern regions from the Southern region and the Bradley
Lake hydroelectric project for ~135 Days resulting in millions of dollars of additional fuel burn (and Carbon
emissions) by the Northern and Central region utilities. The Alaska Intertie between Douglas and Healy is often
removed from service due to unbalanced heavy snow loading islanding the northern region from the Central and
Southern regions during periods of peak load.
8
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
a more secure energy supply to critical military defense infrastructure located in the three
Railbelt regions, enhancing national security and global stability.
B.3 DOE Impact
The total project cost is $ 822.7M with a federal grant assistance request of $411.4M. Matching
funds will be pursued from the State and to the degree required from the utilities. DOE
investment is critical to mobilizing this additional State and utility capital. Accomplishing a project
of this magnitude in a 10-to-15-year time frame is beyond the financial capabilities of the Railbelt
utilities without significant rate increases. The burden of such rate increases falls on all ratepayers
but disproportionately on the disadvantaged and underserved. With the completion of this
project, fuel burn (which represents about 40 % of an average consumer’s bill) can be reduced
10% to 15 %, exclusive of increased clean energy development.
Project Scale
In scale, this project will be the largest grid infrastructure project undertaken in the Railbelt since
the interconnection of the Central and Northern regions in 1984. The benefits of this project will
be significant and comparable to the recent economic benefit of converting the existing Railbelt
generation fleet from GE Frame units to aero-derivative units which reduced fuel burn by nearly
30%. The benefits of the RIR will come in terms of improved fuel efficiency, reducing fuel costs,
reduced carbon emissions, increased variable generation penetration, increased private capital
investment from IPPs in energy development, reduced O&M, and will result in extended
transition time to move away from Cook Inlet natural gas8. Finally, the project will promote
coordinated energy and capacity planning across the Railbelt.
Measures of Success
Metrics consistent with SMART9 goals and objectives will be utilized to measure success.
Examples of measurable success are System Average Heat Rate10 over time, CAIDI, SAIDI, and
SAIFI11 resulting from transmission outages, measured increased transfer capability, measured
frequency deviations, and reductions in CO2 emissions.
B. 4 Community benefit, Workforce Development, & Disadvantaged Communities
Improvements in Railbelt transfer capability, reliability, and resiliency will lower costs, and these
benefits will flow to the numerous tribal and disadvantaged communities on the Railbelt as well
as to the rural villages outside the Railbelt through Alaska’s unique Power Cost Equalization
program. As noted above and in their letter of support, the IBEW sees this as an opportunity to
train a new generation of linemen and wiremen, reinvigorating this sector of Alaska’s technical
workforce. The broad and inclusive outreach program envisioned in our CBP will ensure that
maximum benefit flows to the diverse and disadvantaged communities on the Railbelt.
8 The Cook Inlet Field provides heat to 140,000 homes and businesses in the Central region and is used to generate
70% of the electricity in the Railbelt. In early 2021, the field’s only remaining large-scale producer notified utilities
(both gas and electric) that they would not extend existing gas contracts, most of which expire in 2028. Railbelt
Utilities are working to develop alternatives in both the short, medium, and long -term. Extending the transition
time to move off Cook Inlet gas is a critical part of this plan.
9 SMART-Specific, Measurable, Achievable, Relevant and Time bound.
10 This is the total number of MWHR produced, divided by the total thermal fuel used, measured in MMBtu.
11 CAIDI the consumer average interruption duration index. SAIDI- the system average interruption duration index.
SAIFI System average interruption frequency index.
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B.5 Long-Term Constraints
This project will not create any long-term constraints on community access to natural resources
and tribal cultural resources.
B.6 Climate resiliency
This project installs new poles, wires, and undersea cable, as well as traditional substation
equipment. Design criteria will include where appropriate: mapping of avalanche chutes,
placement of structures outside of known avalanche, and powder blast paths. If such placement
is not possible, the use of breakaway conductor attachments, and poles in driven- pile-caisson
construction for ease of replacement where avalanche danger , cannot be mitigated. When
appropriate, a combination of wider than typical rights-of-way and taller structures may be used
to prevent trees from making contact with overhead conductors, providing both fire prevention
and protection. Ongoing right-of-way maintenance will also mitigate tree related outages.
Substations and switchyards will be hardened to current AK-CIP standards for physical and cyber
security.
C. Technical Description Innovation and Impact
C.1 Relevance and Outcomes
Relevance to the FOA
The RIR aligns perfectly with the FOA goals; transforming community, interregional and national
resilience including consideration of future shifts in generation and load; catalyzing and
leveraging State and private sector spending for impactful technology and infrastructure
development; and advancing community benefit especially to disadvantaged and tribal
communities. Further, the Project will provide training and job opportunities for the next
generation of power system linemen, wireman, equipment operators, technicians and engineers.
The Project has four primary components: the BESS, The HVDC submarine cable, the overhead
lines connecting the HVDC cable to the Healy switchyard in the Northern region and the Beluga
Switchyard in the Central region, and the lines connecting the Nikiski terminal with the Soldotna
substation in the Southern region. As a part of the RIR, the BESS will ensure grid reliability by
increasing interregional transfer capability, allowing for diversification of fuel supply, accelerating
the adoption of variable renewable generation, reducing carbon emissions, improving frequency
regulation, and eliminating potentially catastrophic small signal instability oscillations.
Additionally, the BESS and HVDC submarine cable, operating as separate but integrated
technologies and integrated with the second transmission path, will improve overall grid
resilience and lower costs. The State Energy Plan is under development and the Team will
propose that the GMRP be included in that plan.
Unique Teaming
The team, which has come together with the State through the Alaska Energy Authority,
represents a unique collaborative effort. This effort exists between the eligible entity AEA, (a
transmission and generation owner), a private non-profit electric cooperative representing all
balancing authorities in the Railbelt which also constitutes the remaining transmission and
generation owners and operators with in the Railbelt grid, a public municipal utility, and State’s
Utility regulator. These entities all working collaboratively on a significant interregional project
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will yield benefits for all Railbelt residents including disadvantaged and tribal communities and
the broader State through PCE, food, transportation, and national security.
C.2 Feasibility
Addressed within Feasibility and Need below.
C.3 Innovation and Impacts
In current practice, BESS are commonly used for system frequency and variable generation
regulation. System oscillation dampening is generally performed by Power Oscillation Dampers
(PODs) on Static VAR Compensators or Power System Stabilizers (PSS) on generator exciters (two
quadrant devices) which are secondary effect control devices as they attempt to control real
power oscillations using reactive power and weak coupling between real and reactive power.
Such devices have proven ineffective in dampening the small signal oscillations in the Railbelt.
Additionally, HVDC submarine cables are used to transmit bulk power across bodies of water or
asynchronously connect two grids and are not part of an oscillation control scheme.
Project Improvement and Innovation
Operating in a coordinated fashion, the BESS and HVDC line will increase transfer capability,
resiliency, and reliability, by performing three functions, all of which contribute to frequency
stabilization. The first function is increasing transfer capability. The second function is improved
frequency regulation. And the third function is stabilizing the grid in terms of small signal
instability. The HVDC controllers and the three BESS installations in three different regions of the
system will be operated in a coordinated manner12 to increase transfer limits across the
interconnecting transmission lines. From a small signal instability perspective, the BESS will
eliminate large power oscillations.
Following completion of the Nikiski-Beluga line or the Beluga–Healy section, the system controls
will be modified to optimize system security associated with the decreased inertia and generation
contingencies and increase the ability to accept renewables into the system by performing
regulation and reserve optimization. An increase of the interregional transfer capacity from
approximately 75MW to over 200MW will allow the generation with the highest costs and
emissions on the Railbelt to run only during rare contingencies. It will also allow the large-scale
wind projects of approximately 200MW capacity to be located as needed to take f ull advantage
of geographic diversity of wind resources, which will minimize the amount of fossil fuel
generation required to regulate the output of the Railbelt’s future wind generation portfolio. We
know of no other single transmission line that has the capability to consolidate multiple planning
areas into a single interregional planning area. Knowledge gleaned from this project’s unique
integration of multiple BESS and HVDC will be useful throughout the country and world as BESS
and HVDC systems are installed to facilitate increased variable clean energy project integration.
C. 4 State, Local, Tribal, Regional, and National Resilience, Decarbonization
Increasing grid resiliency and lowering the cost of Railbelt electricity will have direct positive
impacts on the tribal and disadvantage communities within the Railbelt as well as direct positive
impacts on rural PCE communities, which are most often tribal and disadvantaged communities.
12 If the grip Topic 2 application12 were to be approved, we would enhance this coordinated control with high
speed communications and a single master controller rather than using multiple local controllers and system
frequency as our primary direct control variable. Thus, Grip topic 2 and 3 are related but not dependent projects.
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C. 5 Deployment Impacts; Further Development; Additional Private Sector Investments
Development of a robust grid between regions in the Railbelt will facilitate the development of
larger-scale Independent Power Producer (IPP) clean-energy projects by allowing participation in
these projects by all the Railbelt utilities. Larger scale projects drive the price per unit of
electricity down and make the benefit-cost hurdle lower and more achievable driving greater
private sector investment in the Railbelt energy field.
C. 6 Grid Innovation Program
The BESS
Feasibility and Need
The Railbelt is transmission constrained so we are only able to move 10% or less of our peak load
between regions. Further, Railbelt utility engineers have observed several increasingly
concerning trends on the Railbelt over the past decade. These challenges include the degradation
of frequency regulation, decreasing system frequency response to generation trip disturbances,
and increasing magnitude and duration of natural frequency power oscillations and occasional
large power swings impacting the entire Railbelt. A global engineering firm was engaged by
Chugach to investigate the application of a battery energy storage system (BESS)13 as a solution
to address these concerns. While this firm was able to show BESS contributions to ge neral
improvement in frequency regulation on the Railbelt, they were unable to conclusively establish
a link between the BESS performance and the natural frequency, small-signal instability
oscillations. Building on work that had been done with global Pelton turbine manufacturer in
Zurich 14. In early 2004, Chugach followed up with an internal and more robust analysis and
validation of the Siemens PTI study15 but was without a conclusive link between the mechanical
phenomenon in the turbine pit and the electric power grid. In 2022, a local engineering firm with
a long history of study and evaluation of Railbelt grid phenomenon completed a study16
definitively showing that the cause of the oscillations was attributable to the characteristics of
the Bradley Lake power plant in a weak and oscillatory summer valley system.
The report indicates for a Douglas export of ~70 MW, the oscillations can be controlled with a
~45 MW absorption of a system BESS. If our Grip 2 project is funded, export limits could increase
to 100-250 MW, indicating a BESS or combination of BESS’s capable of absorbing ~70 MW to
~150MW may be required to prevent these oscillations. This “uncharged” BESS capacity would
be regulated and controlled across the system to meet this requirement. Based on these studies,
and other analyses performed by Railbelt utilities, three regional BESS units were proposed in
each of the Southern, Northern, and Central regions. Study work found that BESS units in the
three regions provided significant reliability and economic benefit to the Railbelt. Given the
13 Bansal A, Anantharaman A, Donlagic T, Feltes T, Orikhi Z, Rachinger S, Silva D, Grande-Moran C; Alaska Railbelt
Power System Oscillation Anchorage Bess unit Impact Analysis; 10-20-20; SPTI P# 620T-001718
14 List B, Amrein J, Heimann A, Furtner N, Keck H, Dorfler P, Hickey B, Stead D, Bradley Lake Deflector Divider Model
Tests; 9-10-2004 VA TCH Hydro
15 Thornton R, Bell J, McKinnon C, Reid P, Hickey B; South Central Battery Energy Storage System (BESS) Reliability
and Economic Evaluation Report; 4-13-21; Chugach Internal Study
16 Cote J, Burlingame D, Lai D; Railbelt Oscillation Investigation and Mitigation study; 3-1-22; Electric Power
Systems Inc.
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cause-and-effect relationship between the Bradley Lake Project (when operating at low lake
levels) and the Railbelt summer valley system resulting in the massive small signal instability
oscillations, the BESS were determined to qualify as Required Project work for the Bradley Lake
project, and 35 % of the recent $166M BPMC bond issue was allocated to BESS systems.
Concerns for the Railbelt
Railbelt steady-state frequency regulation has decreased over the past decade. Electrical system
frequency is the primary control variable for interconnected power systems (grids). System
frequency instantly telemeters the generation-load balance status to protection and control
system feedback loops throughout a grid. Frequency is also a physical phenomenon that changes
the actual electrical characteristic of the grid17. Many major power system components are
designed to operate at a specific frequency. Deviation from design frequency can cause increased
wear and tear and, in extreme cases, catastrophic damage.
The amount of generation that moves frequency measured in MW/.1 Hz is known as system
beta18 and is a measurement of stiffness or robustness of the grid. In the past seven years of
system event analysis, the system beta has fallen from approximately 10 MW/.1 Hz in the 1990s
to a current variable range between 3 and 13 MW/.1 Hz.
A study performed at Chugach revealed that in
2011, system frequency was at the nominal 60 Hz
about 44% of the time. In 2020, the time the
system was at nominal frequency had fallen to
about 15% of the time. This trend of straying from
nominal frequency more often is of concern.
Several drivers of the loss of frequency control are
lighter, more efficient turbines with less spinning
mass (rotating inertia), plant control systems that
prioritize efficiency over response, and the
introduction of non-dispatchable or variable
generation into the generation-load mix.
Alaska Railbelt Reliability Standards require that load shedding not occur when only one unit is
tripped from the system. Measurements, such as system Tesla recordings, relay event recordings,
and SCADA data, indicate that the ability of Railbelt generation to meet this requirement is
deteriorating without expensive fast response spinning reserve from gas-fired generation.
17 Electrical components are a combination of the either inductive, capacitive, or resistive elements. The
impedance presented to the grid by the inductive and capacitive components varies directly or inversely with
frequency.
18 This value is closely related, but differs, from system bias, the response conditioning variable in the Area Control
Error (ACE) equation.
Figure 4- Railbelt Frequency Control decline
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A significant and potentially catastrophic
problem developing on the Railbelt is the
increasing magnitude and duration of small
signal power oscillations during system
disturbances. When a generation unit trips
off-line, or another disturbance occurs,
power can begin to swing from one end of
the system to the other, much like the way
a spring oscillates back and forth when it is
drawn and released. The
frequencies at which the grid
oscillates are known as the natural
frequencies of the system, and these natural frequencies exist in most electro-mechanical
systems. Natural frequency oscillations can be made up of tens to hundreds of MWs of energy
transiting the length of the Railbelt in several tenths of a second. The energy associated with
these power swings creates massive reactive forces in the electrical generator's physical
infrastructure. Reactive forces in the physical generators create wear and tear in the in base-
loaded generation, and in extreme cases, can result in catastrophic failure. Natural frequency
oscillations have been a long-term characteristic of the Railbelt, leading to the installation of
damping equipment such as power system stabilizers at Bradley Lake and power oscillation
dampers on the equipment on the transmission system on the Kenai Peninsula. Natural
frequency power oscillations have been increasing across the Railbelt power system. These
natural frequency oscillations have been measured as large as 220 MW, shifting power from
Bradley Lake to Fairbanks every second, lasting for minutes. With newer and faster data
collection technology, it is clear that oscillations are a threat to system reliability and resiliency.
Even previously unexplained generator damage may be explained by these power oscillations.
For example, the Bradley Lake hydroelectric plant, which is known to participate in po wer
oscillations based on a 2019 study19, has experienced significant generator stator damage in the
past; the repairs approached $1 M.
The BESS Solution
In response to the concerns above, several potential solutions were informally considered
including batteries, grid-scale resistors (brakes), and converting existing frame generators to
synchronous condensers. Subsequently, given the advances in battery technology and the
improvements in battery cost-benefit profiles, analysis found that BESS units in the three regions
provided significant reliability benefit to Railbelt as a whole.
Regional BESS in the Railbelt will improve power system performance, given their high speed of
response and versatility. It was determined that BESS’s could successfully fulfill the required
energy response to a loss of generation in as quickly as less than one second, improving system
frequency. Furthermore, the study showed that a BESS could participate in balancing generation
and load, thereby improving frequency regulation. Another finding of the study was that a BESS
would help stabilize non-dispatchable renewables' output by smoothing the energy fluctuations
19 n (14)
Figure 5- June 3 2021-Representative Natural frequency Oscillation
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and controlling their release to the grid. It was also proven that adequate frequency control can
prevent severe and potentially damaging oscillations throughout the Railbelt associated with
Bradley Lake as well as mitigate oscillations resulting from transient swings following line trips.
Likewise, it was noted that with coordinated response, the transient frequencies across weak tie-
lines can be controlled and mitigated to increase transfer limits across the line.
Chugach also commissioned a nationally recognized economic and regulatory firm to study20 the
economic value of an investment in battery storage and evaluate the effect of battery storage on
the Chugach-MEA Power Pool. The study found that the BESS would allow for a more efficient
dispatch of generators in the Power Pool by providing fast spin and regulation of load.
Additionally, taking reserves and regulation off of gas-fired units will reduce fuel and O&M costs
by enabling a more efficient (lower cost) dispatch of the gas units. The study also found that the
potential to avoid a major power system outage adds value to consumers. The study concluded
that the battery would add significant value to the Power Pool.
After careful analysis, it has been determined that a Battery Energy Storage System (BESS)/ HVDC
can significantly enhance system performance and reduce operational limitations in power
systems. The proposed integrated BESS will bring a range of benefits to the Railbelt grid. These
benefits include improved oscillation damping, enhanced disturbance response rate, increased
transfer capability between regions, and less constrained economic dispatch. These
improvements will result in reduced fuel burn, lower carbon emissions, and most importantly,
greater ability to integrate variable generation such as wind and solar power into the grid. When
operated in a coordinated fashion with the HVDC submarine cable, these benefits are
significantly enhanced. The combined BESS system promises to be a valuable addition to the
Railbelt grid’s power infrastructure.
Southern Transmission upgrades HVDC and Interconnecting Transmission Lines
Feasibility and Need
The existing transmission system between the Southern and Central regions was originally
constructed to transmit 16 MW of power from the Cooper Lake Power Plant to the Anchorage
area. The addition of the 120 MW Bradley Lake hydro plant in 1991, as well as additional thermal
generation in the southern region, now relies exclusively on this 1961 constructed line21 to
transfer all power between the Central and Southern regions. This 218-mile series of single
transmission lines was never intended to transfer the power from Bradley Lake to Anchorage.
Currently, 100% of the energy produced for export from the Southern region is delivered over
the single 115 kV transmission line for the Central and Northern regions.
Although the transmission system has been upgraded in the past 30 years to include two Static
Var Compensation systems and certain northern sections of the 164 -miles of transmission lines
have been upgraded to 230 kV construction, a second or alternate transmission line has not been
constructed. The single line crosses over 80 avalanche chutes, transverses through both state
20 National Economic Research Associates (NERA) South Central Battery Energy Storage System (BESS) Reliability
and Economic Evaluation report (n11) pp 44
21 Several sections shave been rebuilt to 230 kV standards over the past 1-½ decades and the rate of about 10
miles every other year. Construction windows are limited to 60 days per year in order to prevent spilling water at
Bradley Lake. This constraint combined with restrictions around nesting migratory bird species and wetlands make
construction slow and costly. The second line from Soldotna to Beluga would eliminate this challenge.
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and national forest areas subject to forest fires and other hazards and parallels a Wild and Scenic
highway and the scenic Kenai River and other wilderness areas. Outages to the single line have
resulted in the separation of the Southern area from the bulk of the Railbelt for up to 135
continuous days in a single year (2019 Swan Lake fire), 60-day construction outages occur
annually or bi-annually, and multiple unplanned separations often occur in a single year.
Net of regional load, the Southern region has over 300MW of export capability and an additional
85MW of potential hydro as well as a large windfarm is under con sideration. Current export
capability and the single transmission line stifle the development of future hydro, wind, and PV
resources from being located in the Southern area. Additional renewable resources cannot be
developed in the region due to limited transfer capacity available on the existing single line, and
the risk of complete production curtailment when the single line is out of service.
The characteristics of the single transmission line result in weak coupling between the Southern
and Central regions, consequently, the stability limit of the transmission line is approximately
50% of the line’s thermal rating in one direction and approximately 30% in the other. The
displacement of thermal generation with renewable generation such as wind or PV will further
decrease the inertia in each of the regions and can negatively impact the stability limit across the
single inter-regional transmission lines.
In addition to the elimination of the large-scale oscillations and stability constraints, a new line
can eliminate the constraints on developing new sources of clean energy in both the central and
southern regions. However, without unconstrained access enabled by a new transmission line to
the southern resources, the potential development of renewable resources in each region will be
limited by each region’s ability to operate following a single contingency event.
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As opposed to an AC submarine cable and
transmission line, a new HVDC submarine
cable, and associated AC transmission lines, is
proposed. The HVDC submarine cable between
the Southern and Central regions is proposed
to utilize a bi-pole, 300 MW HVDC system and
will eliminate charging current challenges
posed by a long AC submarine cable. The
submarine cable will require considerable
design and mitigation measures within the
waters of Cook Inlet to avoid areas of scouring
from severe currents and shore ice. In addition,
the Inlet has active and abandoned oil and gas
pipelines as well as communication cables that
are critical to the infrastructure of the Alaskan
environment and economy. The use of a bi-
pole DC system will allow the Southern and
Central systems to remain interconnected and
operated as a single integrated system for
several years while the existing AC
transmission line is being converted to 230 kV.
As noted above, Cook Inlet has the highest
tides in the US and the fourth highest tides in
the world, resulting in very high tidal currents.
The cables routing is intended to mitigate
cable damage from these high currents which
carry abrasive silt, trees, and other debris down the inlet. The Inlet is home to an endangered
subspecies of Beluga whales. The significant tidal currents and ice scouring requires careful
consideration and planning for the cable’s location. The existing communications cables and oil
pipelines will require protection during the laying of the HVDC cable and state-of-the-art cathodic
protection during operation. Innovative construction techniques like full-time whale watch and
bubble noise dispersion technology will be used as required to mitigate potential harm to the
Belugas.
The installation of a bi-pole submarine cable will harden the Railbelt system against natural
disasters such as forest fires, avalanches, and floods, all of which can impact the existing
transmission line and result in islanding the Railbelt system into individually controlled area s for
extended lengths of time.
The assured interconnection of the Southern and Central regions through this additional
transmission line will remove hurdles to the development of additional clean energy resources.
The HVDC controller22 will play an integral part of stability control of the entire Railbelt grid. The
controller will work in concert with BESS controllers in the Northern, Central , and Southern
22 n (9)
Figure 6- Proposed HVDC Submarine Cable Routing
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regions to control transient frequencies in each of the islands to increase stability limits across
each of the AC transmission interconnections. The HVDC controller will help coordinate the
system-wide regulation of clean energy resources. It will be integral to the ability to black-start
either the Southern or Central region following a catastrophic event such as a repeat of the 1964
Good Friday Earthquake, the November 2018 earthquake or the tremendous windstorm of 2022.
The Railbelt’s Northern region is interconnected to the Central region by a single, 195-mile-long
transmission line. The Northern region, with the highest energy costs in the Railbelt, desires to
import as much energy from the Southern and Central regions as is technically and reliably
feasible. The existing transmission line has a stability limit of 65-84 MW, approximately 1/3 of
the thermal limit of the line. To allow large imports of power from the south, in 200 3 GVEA
installed a 46 MW/15-minute NiCad BESS. The BESS prevented large and sometimes total
blackouts of the GVEA system following the loss of Central region intertie.
The line has been de-energized for several weeks at a time due to severe icing or structure
damage at one of the many river crossings, and these events can occur multiple times per year
depending on weather.
Due to the single contingency line, the Northern system, like the Southern system, is limited in
the amount of renewable generation it can support on its system. However, unlike the Southern
system, the Northern system does not have base-line hydro generation on-line to provide grid-
strength, as measured by increased Short Circuit Ratio (SCR) following the loss of the tie to the
Central region. The extremely low SCR following the loss of the single line puts the system with
large motors, the existing SVCs and the existing BESS at risk.
The proposed Beluga – Healy line will increase transfer capabilities between regions. The line will
allow Northern region wind and PV resources to be totally developed as part of the integrated
grid, as opposed to as an isolated region. Regulation could be performed over multiple regions,
significantly reducing the integration costs for renewable resources. The geographical diversity
of wind resources will reduce the overall variability of wind and solar resources, reducing the
financial impact of regulation required by thermal resources. With the Beluga-Healy line, the
Northern region could be operated without thermal generation during much of the year, only
needed when system conditions or climatic events warrant it, or when renewables are
unavailable. Further, the proposed routing of the line along the existing AKLNG pipeline route
will open access to large, currently geographically unavailable, new wind resources.
The combination of the Beluga – Healy line with the proposed Soldotna – Beluga line virtually
eliminates transmission constraints on renewable development in the Railbelt. Additional lines
and upgrades may be needed to establish specific renewable projects. However, the bulk of the
benefits to the Railbelt are realized with these two transmission lines.
D. Work Plan
D.1 Project Objectives
Phases Description
1 230kV transmission connection between the Southern Region and the Central Region.
2 HVDC submarine circuit including HVDC terminals at Nikiski and Beluga.
3 Battery Energy Storage System (BESS) that is comprised of a BESS in both Central and North Regions.
4 230kV transmission link between the Central region and the Northern Region.
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D. 2 Technical Scope Summary
Phase 1
Phase 1 is a transmission tie connection that connects the HVDC submarine segments with the
existing transmission system. The overall objective of this segment is to construct a parallel path
between the Central region and Southern region to improve transfer capability and increase
resilience. The parallel line will reduce generating costs and will provide an optional path if fires
or avalanches interrupt power transfer. The tie connection adds a 230kV bay at Soldotna
substation, a new 25-mile 230kV overhead transmission segment from Soldotna to a new
terminal point at Nikiski where the 230kV AC system transitions to a HVDC system. A similar
process is repeated on the west side of Cook Inlet where the HVDC transitions back to 230kV AC
and connects to Beluga over a 5-mile transmission line. At Beluga a new 230kV circuit will
terminate in an existing 230kV bay where power will feed into the existing 230kV system feeding
both Central and Northern Regions.
Permitting and routing this segment will undergo a NEPA process expected to take three years.
A large portion of the study work was completed in 2003 th rough the Southern Intertie project
Environmental Impact Study (EIS). Routing for Soldotna to Nikiski Landing transmission segment
follows the recommended path in prior study effort, but additional analysis is likely as
conditions/property ownership may have changed since the original study.
Preliminary work will begin to secure right-of-way access through easement, special permit, or
land acquisition efforts. Once the final permits are secured, easements will be finalized. Land is
available at both the end points (Soldotna and Beluga), therefore permits should be minimal to
accommodate local design criteria. Land for both the Nikiski Landing and Beluga Landing will be
required for the switchyards and will be placed adjacent to the HVDC converter stations .
Transmission construction would start with right -of-way clearing followed by material delivery
and installation of structures and anchors. Following erection, down guys are installed to support
structures and conductors are strung using specialized pulling equipment. The conductor is then
sagged and pulled to proper tension. Following conductor installation, conductors are clipped
(attached to tangent and angle structures) or dead-ended (attached to end structures), and
jumpers are installed to carry current from one side of the dead-end structure to the other.
To expedite construction and minimize environmental impacts, helicopter construction is
recommended in inaccessible remote locations. The use of helicopters to set structures and pull
sock line (stringing line or rope) can reduce labor costs and increase productivity. Helicopters can
also be used to deliver material to staged locations along the transmission path.
Construction will add a 230kV bay at Soldotna that will include a termination structure for the
line and associated structures, switches, and breakers to interconnect the line with the existing
230kV substation. The interconnection will include relaying protection and communications to
safely operate the transmission line. The Nikiski Landing station on the north end of the project
will be a termination point, switching station and transition point from 230kV Alternating Current
(AC) system to a bi-pole HVDC station using a HVDC converter.
Phase 2 Construction
Phase 2 is a 38-mile HVDC submarine cable as described above. Preliminary routing studies were
completed to confirm feasibility of the crossing. HVDC terminals will be located at Nikiski and
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Beluga Substations. A combination of HVDC underground cables and overhead transmission lin es
will be utilized from the HVDC station to the submarine cable terminal.
Since the cables are solid dielectric construction, station service and buildings are not anticipated.
Due to the limited number of permitting agencies, we believe the permitting can be completed
in three years, even considering the substantial public interest expected on the project.
Phase 3 Construction
Phase 3 includes the addition of two Battery Energy Storage Systems (BESS). The new BESS units
will be located in both Northern and Central regions and will augment the existing BESS unit in
the Southern region. As discussed in the feasibility section, incorporating BESS units in all three
regions will provide significant reliability and economic benefit to the entir e Railbelt.
The Northern BESS will be installed within a building to provide maximum protection from
Fairbank’s extreme temperatures. Both BESS units will include battery modules, power
transformers, switchgear and associated bus, steel, control, fire suppression and
communications equipment.
Phase 4 Construction
Phase 4 is a 220-mile 230kV transmission link between Beluga in the Central Region and Healy in
the Northern Region. The transmission line uses an existing spare 230kV bay at the Beluga 230kV
yard and adds a 230kV substation at Healy. The transmission route is envisioned to follow the
AKLNG right of way to Healy. A route selection study will be completed to reach a final
determination on routing. Special considerations for outreach and flexibility in construction
techniques will be necessary and are expected as the line transitions Denali National and State
parks. Substation construction will include steel structures, foundations, conduit and cables, two
230kV/138kV power transformers and associated breakers and switches with SCADA,
communications, protection and control devices. Line construction is envisioned using a
combination of steel H structures, angle and deadend structures with all the associated guys,
anchors, and overhead conductor. A fiber optic cable will be included in the Optical Ground Wire
(OPGW) for communications. Due to the scale of the project (220-mile length), the project will
be broken into 4 sections for construction purposes with multiple contractors working concurrent
schedules to meet the construction timeline of just two years. Construction techniques are like
those discussed under Phase 1.
Phase 4 will provide improved energy transfer and resilience between the Central and North
Regions. The existing transmission line crosses some of the most difficult territory in Alaska
including numerous river crossings, snow and ice loading areas, mountain terrain , and proximity
to fire danger from lightning strikes prevalent in the area. An alternative path will increase
resiliency and reliability and reduce occurrences of transmission unavailability to transfer power
throughout the Railbelt. This additional line will provide needed access to new inaccessible
renewable energy opportunities such as wind, hydroelectric and PV. Phase 4 includes both a
230kV Substation and 230kV transmission line.
D.3 WBS and Task Description Summary
WBS Task Name Days *Resource Start Finish
1.000 Environmental/Permitting
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1.001 Cent. BESS Station 90 P1 11/5/2022 3/11/2025
1.002 No. BESS Station 45 P2 11/5/2025 1/7/2026
1.003 Preliminary Design and NEPA Process - EIS 1095 P3 5/15/2024 7/30/2028
1.004 Soldotna Switchyard 90 P1 7/15/2027 11/18/2027
1.005 Nikiski HVDC 180 P1 6/3/2025 2/10/2026
1.006 Beluga HVDC 270 P1 6/3/2025 6/17/2026
1.007 Healy 230kV Sub 90 P2 11/10/2029 3/16/2030
1.100 Approval Milestone
1.200 Go/No Go
2.000 Design & Engineering
2.001 Cent. BESS 208 D1 1/15/2024 11/2/2024
2.002 No. BESS 208 D1 1/15/2025 11/3/2025
2.003 Soldotna Switchyard 180 D1 1/17/2028 9/26/2028
2.004 Soldotna/Nikiski 230kV 360 D1 6/1/2027 10/18/2028
2.005 Nikiski HVDC Terminal/Switchyard 360 D3 7/1/2027 11/17/2028
2.006 Beluga HVDC Terminal/Switchyard 360 D3 7/1/2027 11/17/2028
2.007 HVDC Submarine Cable 180 D4 1/15/2028 9/23/2028
2.008 Nikiski/Beluga 230kV 270 D1 9/1/2028 9/15/2029
2.009 Beluga/Healy Transmission 1005 D2 1/15/2025 11/25/2028
2.010 Healy 230kV Sub 240 D2 12/1/2028 11/2/2029
2.100 Design Complete Milestone
3.000 Land Acquisition
3.001 No. BESS 90 L1 1/10/2026 5/16/2026
3.002 Soldotna/Nikiski 230kV 180 L2 8/10/2028 4/19/2029
3.003 Nikiski HVDC Terminal 180 L2 8/1/2028 4/10/2029
3.004 Beluga HVDC Terminal 270 L2 8/1/2028 8/15/2029
3.005 Nikiski/Beluga 230kV 270 L2 8/10/2028 8/24/2029
3.006 Beluga/Healy Transmission 730 L1 8/10/2028 5/31/2031
3.007 Healy 230kV Sub 90 L1 3/20/2030 7/24/2030
3.100 Approval Milestone
3.200 Go/No Go
4.000 Long-lead Equipment Purchase
4.001 Cent. BESS 263 PO1 5/5/2023 5/9/2024
4.002 No. BESS 263 PO1 11/5/2025 11/9/2026
4.003 Soldotna/Nikiski 230kV 180 PO1 10/22/2028 7/1/2029
4.004 Nikiski HVDC Terminal 526 PO1 6/5/2025 6/13/2027
4.005 Beluga HVDC Terminal 526 PO1 6/5/2025 6/13/2027
4.006 HVDC Cable 526 PO1 9/25/2028 10/3/2030
4.007 Nikiski/Beluga 230kV 180 PO1 9/20/2029 5/30/2030
4.008 Beluga/Healy 365 PO1 11/30/2028 4/26/2030
4.009 Healy 230kV Sub 526 PO1 11/10/2029 05/01/2031
4.100 Approval Milestone
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4.200 Go/No Go
5.000 Right-of-Way Clearing/Site Prep
5.001 Cent. BESS 30 C1 1/15/2025 2/26/2025
5.002 No. BESS 30 C2 1/15/2026 2/26/2026
5.003 Soldotna/Beluga Trans 125 R1 11/20/2028 5/14/2029
5.004 Nikiski HVDC 186 C1 6/10/2025 2/26/2026
5.005 Beluga HVDC 207 C1 6/10/2026 3/27/2027
5.006 Nikiski/Beluga 230kV 25 R1 6/5/2029 7/10/2029
5.007 Beluga/Healy Trans
5.008 Section 1 283 R1 1/15/2029 2/16/2030
5.009 Section 2 283 R2 1/15/2029 2/16/2030
5.010 Section 3 283 R3 1/15/2029 2/16/2030
5.011 Section 4 283 R4 1/15/2029 2/16/2030
5.012 Healy 230kV Sub 90 C2 1/15/2030 5/21/2030
5.100 Right-of-Way Clearing Milestone
6.000 Construction
6.001 Cent. BESS Sub 403 E1 3/5/2025 9/21/2026
6.002 Cent. BESS 360 E1 10/1/2026 2/18/2028
6.003 No. BESS Building 396 G1 3/5/2026 9/11/2027
6.004 No. BESS Sub 403 E2 3/5/2026 9/21/2027
6.005 No. BESS 360 E2 10/1/2027 2/17/2029
6.006 Soldotna Switchyard 140 E3 6/1/2029 12/14/2029
6.007 Soldotna/Nikiski Landing 230kV 251 L1 6/1/2029 5/19/2030
6.008 Nikiski Landing Switchyard 140 E3 12/20/2029 7/4/2030
6.009 Nikiski HVDC Terminal 433 E4 12/20/2029 8/19/2031
6.010 Beluga Landing Switchyard 140 E5 12/20/2028 7/4/2029
6.011 Beluga HVDC Terminal 431 E5 7/10/2029 3/7/2031
6.012 HVDC Submarine Cable Laying 90 Sub1 8/1/2031 12/5/2031
6.013 Beluga Landing/Beluga 230kV 157 L1 6/1/2030 1/7/2031
6.014 Beluga/Healy 230kV
6.015 Section 1 656 L2 1/10/2029 7/19/2031
6.016 Section 2 656 L3 1/10/2029 7/19/2031
6.017 Section 3 656 L4 1/10/2029 7/19/2031
6.018 Section 4 656 L5 1/10/2029 7/19/2031
6.019 Healy 230kV Sub 623 E4 1/4/2029 5/28/2031
6.100 Construction Completion Milestone
7.000 Commissioning/Testing
7.010 Cent. BESS 90 D1 10/1/2026 2/4/2027
7.020 No. BESS 90 D2 2/20/2029 6/26/2029
7.030 Nikiski HVDC 49 D1 8/22/2031 10/29/2031
7.040 Beluga HVDC 49 D1 3/12/2031 5/19/2031
7.050 Soldotna/Beluga Trans 30 D1 5/22/2031 7/3/2031
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7.060 Healy 230kV Sub 90 D2 5/30/2031 10/3/2031
7.070 Beluga/Healy Trans 30 D2 10/5/2031 11/16/2031
7.100 Commissioning/Testing Milestone
Resource Description Resource Description
C Civil Contractor D Design Engineering Firm
E Electrical Contractor G General Contractor
P Permit/Lands Company PO Purchasing Officer
L Line Contractor R ROW Clearing Contractor
Sub Submarine Cable Layer
D.4 Milestone Summary
Task Milestone Description Timeline Criteria
1.0 Project Management Plan and CBP 90 days Plan Submittal
2.0 Cybersecurity Plan 90 days Plan Submittal
3.0 Permits & CBP outreach complete Per schedule Record of Decision, permit issued, outreach
4.0 Land Acquisition Completion Per schedule Purchase/Easement documents executed
5.0 Long-lead Procurement Completion Per schedule Delivery Schedule Submitted
6.0 Construction Completion Monthly Monthly Progress Reports
7.0 Testing & Commissioning 120 days post Testing & Commissioning Report
*Quarterly milestones will be added as the design is further refined.
D. 5 Go/No Go Decision Points – Post NEPA
Description Criteria Budget Period
*Permitting Go/No Go Permit Issued 120 days
Land Acquisition Go/No Go Purchase /Easement Agreement 180 days
Long-lead Procurement Go/No Go P.O.’s secured 270 days
Construction Go/No Go Construction Contract 540 days
*Does not include NEPA Process Timeline- additional Go/No Go points will be added as design is further refined
Go/No go conditions can occur through the routing, permitting and land acquisition process.
Landowners/adjacent landowners/special interest groups and others can object to the use, view
or construction method being proposed. The outcomes of the objections could be route
adjustment, structure type change (wood pole to steel, fiberglass, or laminate), underground vs.
overhead, longer conductor span lengths or specialized conductors. Generally, the No Go option
results in a change rather than a complete loss of project.
Transmission line materials such as submarine cable, power transformers, transmission
structures, switches, breakers, anchors, and overhead conductor can have long lead times
depending on the materials and design used. A No Go condition could arise when certain
products are unavailable in the market to meet the project’s deadline. Options may include a
change in design/material to accommodate the unavailability, such as using fiberglass structures
rather than steel, or extending the completion time to accommodate the delivery schedule.
Go/No Go on construction would generally occur if labor and equipment were unavailable or in
short supply. Alternatives include using helicopter construction to reduce labor costs and speed
construction. Project labor agreements can be used to minimize labor disruptions and increase
available staffing using less skilled labor for less technical work such as hauling material ,
excavation, and general labor requirements.
D.6 End of Project Goal
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Goal Description
1 Completion of transmission lines/HVDC submarine cable from Soldotna to Nikiski to Beluga and to
Healy, using innovative and technical solutions in extreme environments.
2 Completion of BESS units in Northern and Central Regions to coordinate with existing BESS unit and
HVDC in Southern region to eliminate small signal instability events and increase frequency control.
3
Significant increase in transfer capability between regions (75MW to 200-300 MW). The increased
capacity will enable regional participation in clean energy projects, reduce capacity limitations, add
redundancy, and improve economies of scale.
4 Reduce reliance on fossil fuels and carbon emissions and improve resiliency; virtually eliminate impacts
of long-term outages due to extreme weather, wildfire, natural disaster and other disruptive events.
5 Document lessons learned that can be shared throughout Alaska, the nation, and the world.
6 Adoption of innovative rate-making techniques to incent transmission construction, easing
member/ratepayer burden in procuring matching funds for the project.
D.7 Project Schedule (Gantt Chart)
*A more detailed version of this Gantt chart is available for review.
D.8 Buy American Requirements for Infrastructure Projects
This project will not include applicable infrastructure work.
D.9 Project Management
Overall Approach
The project will use traditional project management techniques and controls such as change
management, budget and cost control, and scope management as identified in the Project
Management Body of Knowledge (PMBOK). A comprehensive risk log will be maintained by the
project manager. All risk and mitigation strategies will be upda ted, at a minimum, at each
milestone. The project will be managed by an overall project lead under the guidance of the
Team. The Team is comprised of Railbelt utility engineers, system operators, and managers.
Acting as the project steering committee, the Team will guide the project lead’s efforts and
provide access to resources and data. The Team and DOE will validate and verify the performance
of the systems at each milestone and go/no go point.
Role Description
Project Lead Manages overall project
Engineering Liaison Evaluates process to secure needed design & engineering expertise
Lands Liaison Evaluates process to secure land acquisition, easements, and permits
Construction Liaison Evaluates the best method to secure construction contracts
Labor Liaison Works with labor unions, workforce development organizations, universities, and
trade schools to arrange for needed labor
Project Management Lead Manages overall schedule and coordinates individual projects
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Finance & Grant
Management Lead Coordinates work with AEA, utilities, DOE, RUS, and private lenders
Government Relations
Lead Communicates project details with local, state, and federal entities
Purchasing & Materials
Lead
Assures key materials are available and monitors and works with vendors on
unforeseen Buy America goals
Public Relations Lead Communicates with key stakeholders and the general public, and executes the
Community Benefit Plan outreach
Legal & Contracts Lead Develops contracts and provides guidance with appropriate terms and conditions
Accounting and Closeout
Coordinator
Coordinates with project leads, assuring all proper documentation is secured to
timely close out projects; coordinates with Finance and Grant Management Lead
Project Value and Change
Management
Projects will be competitively bid. Traditional project change control methods will
be used.
Quality Assurance/Control
QA/QC
Performed by the project management team; strict check-out and commissioning
procedures will be developed in the Factory Acceptance (FAT)and Site
Acceptance test (SAT) plans.
Project Communication
Project initiation documents, and Project Management Plan (PMP) will contain a
project communications plan detailing chain of command and appropriate
communication meeting cadence and tempo.
E. Technical Qualifications and Resources
Combined, the Team combined has two hundred years of Railbelt system operations,
construction, and engineering experience. The Team is experienced and well versed in executing
complex transmission line and substation projects in Alaska’s challenging environment. The
Railbelt utilities have skilled engineers and designers, and the local work force includes IBEW
journeymen, technicians, and linemen who have built the electrical system we have today.
Engineering and design firms, who routinely propose projects as envisioned in the application ,
are available locally and in the Pacific Northwest.
Alaska has multiple highly-skilled electrical contractors through the National Electrical Contractor
Association (NECA), who employees workers from IBEW local 1547. They are versed in both high
voltage transmission and substation construction. The IBEW has out-of-state traveler availability
and a state-of-the-art apprenticeship school that can ramp up to meet demand. The NECA
contractors have specialized tools and equipment to undertake remote offroad transmission
construction. These specialized techniques have expedited construction and minimized
environmental damage.
E.1 Unique Qualifications and Expertise
The Project Team is unique in that it includes all relevant decision makers in the Railbelt. The
Team has decades of experience in constructing transmission lines and installing, operating, and
maintaining high voltage (34.5kV 138 kV and 230kV Alternating Current (AC)) submarine cables
in Cook Inlet. In addition, they have decades of experience with BESS systems. The existing BESS
in Fairbanks at 46MW for 5 Minutes was the largest BESS in the world at the time of its installation
in 2003, and, the Southern region BESS (46.5MW-2hours) was commissioned and installed in
2022. Further, with six Static VAR Compensators (SVCs) on the Railbelt the team is very familiar
with installation, commissioning, and operation of high-power electronics like those used in
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HVDC converters. The Team is currently rebuilding the 39-mile Sterling to Quarts Creek line to
230 kV. The Team has also collaborated on a number of other projects including the construction
of the $350M Bradley Lake Hydroelectric facility in 1991, $47M Battle Creek diversion at Bradley
Lake in 2020, and $10M Controls replacement on the Northern SVCS. Team members have also
done significant transmission line construction individually.
E.2 Existing Equipment and Facilities
The Team’s systems have complex state-of-the-art SCADA/EMS systems with an interregional
ICCP link for data transfer. A complex network of ringed SONET compatible digital microwave and
fiber assets and hardened stations for high-speed communications. The microwave and fiber
systems are currently used for SEL high speed mirrored bit communications to enable high speed
transfer tripping. As noted above, several high voltage AC submarine cables and BESS systems
and SVC’s as well as the equipment and technical know-how to work on them.
E.3 Relevant, Previous Work Efforts, Demonstrated Innovations
Numerous complex systems have been studied and successfully placed in the Railbelt by project
team members. For example, as previously referenced, in 2003 the Northern region BESS, in
2022 the Southern region BESS, and the Central region BESS which is currently under
procurement. High voltage AC Submarine cables have been installed, the earliest at 138kV in
1973. Static Var Compensators have been added, the earliest of which was 1985, and more
recently the control systems on all the Alaska Intertie and Bradley Lake SVCs have been
completely replaced. Installation of SCADA and EMS systems at all five utilities; installation of
interregional digital microwave and fiber optic systems; installation of high-speed
communication-assisted transfer trip and line current differential protection on all Railbelt
transmission lines; eigenvector/value analysis that defined and mitigated, the small signal
instability points between the weak summer valley Railbelt grid and the Bradley Lake
Hydroelectric project. The study of development and installation of the Railbelt’s multi-stage,
multi-delayed under frequency load shed schemes is another example of a complex real-time
control system developed and installed by members of the project team.
E.4 Key Team Members’ Time Commitment
Key members will be assigned to this project as necessary to ensure successful completion.
E.5 DOE Technical Services
None
CURTIS W. THAYER
Experience and Achievements
Alaska Energy Authority 2019-Present
The Alaska Energy Authority (AEA) is a public corporation of the State of Alaska governed by a board of directors with the
mission to “reduce the cost of energy in Alaska.” AEA is the state's energy office and lead agency for statewide energy
policy and program development.
Position: Executive Director
The Executive Director serves as the Chief Executive Officer of the Authority, responsible for all business and
operations. I work closely with the Board as it sets Authority policies, goals, and objectives, and is responsible for
the execution of Board directives. I have developed a close relationship with the Governor, Commissioners of
principal State departments, the Legislature, business community, and the public to advance the mission of the
Authority.
Achievements: Increased the profile and developed a strategic action plan to advance the goal and objectives of
the Authority
Worked with the Board to establish long-range vision, strategies, goals, policies, and plans; including leading the
strategic planning process and working with the Board and Legislature to implement the strategy to achieve that
vision.
Strengthening the working relationship with the five utilities is like shuttle diplomacy. A few of the key issues
during the three years have included purchase of develop a strategy and bonding package for a $170 million
upgrade for the transmission lines from Homer to Anchorage (closes 11/30/22), purchase SS/Q line ($17 million),
Battle Creek diversion and construction delays and construction claims, ligation on the SQ line, and Governor’s
goal of reducing the cost of power. Managing expectations of the Board, Governor’s Office, Legislature and our
five utility partners has proved to be challenging (and rewarding).
Oversight responsibility of the Authority’s rural energy programs, including energy system upgrades, loan programs,
alternative/renewable energy, energy efficiency, and the Power Cost Equalization program .
Reviewed and analyzed legislation, laws, regulations, and other public policies that may affect the Authority’s
mission and programs and recommends changes when appropriate.
Developing and maintaining professional/cooperative relationships with local, state, and federal agencies, and
Authority business partners.
Working with legislative or other government agencies regarding policies, programs, and budgets.
Alaska State Chamber of Commerce 2015-2019
The Alaska Chamber is a non-profit, membership funded advocacy organization founded in 1953. The Chamber
membership is comprised of companies, associations, and individuals from every business sector in Alaska. The Chamber’s
core mission is to make Alaska the best place to do business through its advocacy for and defense of sound business
policies based on the principles of free enterprise, personal responsibility, and limited government.
Position: President and CEO
As the President & Chief Executive Officer, I serve as the top administrative officer, principal spokesm an, chief
advocate in Juneau and Washington DC, chief finance officer and team leader.
Achievements: Raised the profile of the Alaska Chamber
Coordinated and guided the work of staff, lobbyists, counsel, committee, and volunteers in marshaling and
expressing the Chamber’s business perspective on public policy issues which has increased the profile of the
Alaska Chamber statewide through outreach and tackling tough legislative positions that benefit and promote
business.
Lead efforts to develop and manage coalitions involving other business associations, advocacy groups local
chambers and the US Chamber to achieve Chamber goals.
Grew Chamber membership for the last three straight years.
Developed and implemented a financial plan that has increased Chamber reserves by 15 percent within three years.
State of Alaska, Department of Administration 2012 – 2014
With 1,100 employees and an annual budget of $350 million, DoA facilitates state government operations by providing policy
leadership and management services in essential areas, including finance/accounting, payroll, human resources/retirement
benefits, information technology, labor negotiations, legal services, procurement/facilities, and risk management.
Positions: Commissioner & Deputy Commissioner
Served as the chief executive officer of DoA and as a member of Governor Sean Parnell’s cabinet. Unanimously
confirmed by the Alaska State Legislature.
Advised Governor on IT, pensions, healthcare, and labor relations with the Legislature and business community.
Responsible for development and implementation of all DOA policies and programs. Hired and managed two deputy
commissioners and ten division directors.
Achievements: Reducing the Cost of Government
Reformed PERS/TERS (state/local government pension programs) to reduce annual state contribution and ensure
long-term solvency. Annual savings are more than $300 million.
Restructured AlaskaCare (state healthcare program) to reduce state contribution without reducing core benefits .
Annual savings are more than $60 million.
Negotiated with the state’s eleven public employee’s unions to limit automatic merit increases, reduce leave
accruals, and cap benefit cash-outs, all without work stoppages. Annual savings are more than $20 million.
Worked with Legislature to revamp state procurement statutes to increase transparency and competition . Applied
new statutes and best practices to major telecom procurement, which reduced annual state expenses by 50%.
Previous Experience
2009-2012: Deputy Commissioner, State of Alaska, Department of Commerce, Community, and Economic
Development
2004-2009: Director, Corporate and External Affairs, ENSTAR Natural Gas Company
2002-2004: President & CEO, Thayer & Associates (political and corporate communications consulting)
2001-2002: External Affairs Advisor, Alaska Gas Producers Pipeline Team (BP, Phillips, Exxon)
1997-2000: Special Assistant, U.S Congressman Don Young (R-Alaska)
1993-1996: Professional Staff, U.S House Committee on Natural Resources
1991-1992: Management Specialist, Federal Bureau of Investigation (FBI)
Education
University of Alaska Fairbanks, Fairbanks, AK. Bachelor of Arts in Political Science and Business/Justice
National Renewable Energy Lab (NREL), Golden CO, Executive Energy Leadership Academy
University of Wisconsin, Institute of Organizational Management, U.S. Chamber
State of Alaska, Real Estate License
Community Activities
CURRENT
Alaska Board of Marine Pilots, Chair
Don Young Institute for Alaska, Chair
Alaska Leaders Archives, Treasurer
PAST
Alaska Gas Line Development Corporation, Director
Alaska Housing Finance Corporation, Director
Alaska Retirement Management Board, Trustee
Alaska Royalty Oil and Gas Development Advisory Board, Director
Abused Women Aid in Crisis (AWAIC), Director and Treasurer
Committee of 100 Top Chamber Executives, U.S. Chamber
Council of State Chamber Executives
Selected as “Top 40 under 40” community leader
CLAY CHRISTIAN MBA, MS, CPA, CIA
clay.christian@gmail.com • Cell: 301-706-1061• LinkedIn Profile
• Chief Financial Officer •
Chief financial officer with a long career of leadership for organizations undergoing major transitions.
Creative and sound decision-making through changes in strategic direction, mergers and acquisitions,
fundraising, debt and equity financing, performance improvement, financial audit restatements, and
information systems. Focus areas include capital programs, investment, restructuring and alignment,
asset management, procurement, real estate and construction, contract management, optimization,
compliance, team building, and continuous training and process improvement.
Deep experience with public and private partnerships, government sponsored entities, not-for-profit
companies, investment tax credit, and qualified opportunity zone business development programs.
Certified Public Accountant, Certified Internal Auditor, and Big 4 public auditor.
• CORE COMPETENCIES •
Chief Financial Officer • Strategic Planning • Risk Management • Capital Development • Not-for-Profit
Mergers and Acquisitions • Financial and Management Reporting • Change Management • Optimization
Excellent Written & Verbal Communication Skills • Leadership • Team Building and People Development
Information Systems • Internal Controls • Training • Continuous Process Improvement
• KEY ACHIEVEMENTS •
• Chief Financial Officer for Alaska Infrastructure Development and Export Authority (AIDEA) and
Alaska Energy Authority (AEA)
• Vice President, Finance for 130-year-old company, Crowley Fuels, Alaska
• Interim-Controller for start-up $3 billion Water Street Tampa real estate development
• Independent consultant through Cross Services LLC for numerous companies undergoing substantial
change (Fannie Mae, Muni Mae, Capital Petroleum Group, and above Water Street Tampa)
• Worked remotely through pandemic and delivered outstanding results
• Strong engagement with public auditors through new audits, consolidations, and financial restatements
• Frequent meetings with boards, executives, general counsel, and operational leaders
• Strategic and financial transformations
• PROFESSIONAL AND CONSULTING EXPERIENCE •
Chief Financial Officer: Alaska Infrastructure Development and Export Authority (AIDEA)
and Alaska Energy Authority (AEA) – Anchorage, Alaska 2023 – Present
Leading team of more than 22 professionals for both entities who manage more than $3 billion in
investment, federal, and state programs.
Vice President, Finance: Crowley Fuels – Anchorage, Alaska 2021 – 2023
Lead for more than 20 professionals; equity raise of $120m; capital improvements of $20m; budgeting,
forecasting, optimization, financial and compliance audits, investor presentations.
CLAY CHRISTIAN • clay.christian@gmail.com • Cell: 301-706-1061 • Page 2
Private Equity Investment Firm (Cross Services LLC) – Remote to Tampa, Florida 2019 – 2021
Privately held $3B real estate investment, backed by wealthy individuals.
• Interim controller; overseeing financial reporting, compliance, and leading accounting transformation
on behalf of RSM and Deloitte, global public accounting firms.
Capitol Petroleum Group (Cross Services LLC) – Washington, DC Metro Area 2011 – 2018
Privately held $1B firm focused on wholesale and retail motor fuel sales in East Coast markets.
• Led first-ever comprehensive audits of companies, developed compliance program and financial
reporting system. Worked closely with mezzanine investors and bankers through budgeting,
forecasting, financial restatements, and consolidations.
• Designed and developed systems using SQL programs, created executive dashboards, trained
accounting department, and implemented cloud-based applications to replace legacy systems.
Miscellaneous Clients (Cross Services LLC) – Washington, DC Metro Area 2009 – 2011
My private consulting firm, focusing on investment and capital raises for several non-public clients.
Municipal Mortgage & Equity LLC (Cross Services LLC) – Baltimore, Maryland 2007 – 2009
Real estate management company with portfolio of municipal and mortgage revenue bonds.
• Led team of 40 examining accounting and reporting of more than 20 business units subject to
consolidation as variable interest entities. Designed and conducted cash flow modeling, valuation, and
consolidation for 2,200 not-for-profit entities in affordable housing program.
Fannie Mae (Cross Services LLC) – Washington, DC Metro Area 2005 – 2006
Largest government sponsored entity providing mortgage capital to lenders, making housing more
accessible and affordable.
• Led team to review accounting policies and information systems for mortgage-backed securities
programs and investments in not-for-profit affordable housing organizations.
• Designed and developed SQL database to monitor and report operating performance.
• EARLIER EXPERIENCE •
Freddie Mac – Washington, DC Metro Area
Ø Senior Director, Sarbanes-Oxley Compliance
CohnReznick – Washington, DC Metro Area (lead CPA firm to low-income housing tax credit industry)
Ø Senior Manager, Consulting and Audit
Sodexo – Washington, DC Metro Area (global leader in food and facilities management services)
Ø Senior Director, Strategic Information Analysis
Ø Director, Internal Audit
Ernst & Young – Boston, Massachusetts (global leader in public accounting)
Ø Manager, Consulting and Audit
• EDUCATION AND CERTIFICATIONS •
MBA and MS, Accounting – Northeastern University, Boston, Massachusetts
MS, Economics and BA, Geography – West Virginia University, Morgantown, West Virginia
Certified Public Accountant – CPA (Massachusetts License No. 16762)
Certified Internal Auditor – CIA (Certificate No. 25966)
Pamela J. Ellis
Phone: (907) 771-3981 | Email: PEllis@akenergyauthority.org
EDUCATION
Master Class for Data Warehouse and Business Intelligence
University of Alaska Anchorage (Fall Semester 2015)
Bachelor of Arts, Major in Accounting / Minor in Management
College of Saint Benedict – Saint Joseph, Minnesota (1987-1989)
University of San Diego – San Diego, California (1985-1986)
EXPERIENCE
Alaska Energy Authority - Anchorage, Alaska
Controller | December 19, 2022 to Present
Supervisor: Curtis Thayer
Duties include supervision of the daily accounting functions, finance staff; Develop, design and implement policies,
procedures, internal controls and work processes; oversees the Finance section for the Alaska Energy Authority (AEA);
Direct supervision of a Project Controller and Assistant Controller; conducts and oversees research and implementation
of new accounting standards; controls budget and expenditures for both the AEA operations and capital budgets with
restrictions by funding source; Manages federal receipts by reviewing federal grant applications for sufficient federal
budget authorization and funding for match requirements; manages federal grant applications and ensures that finance
components of the federal financial assistance award applications are properly completed; Manages the financial
transactions of awarded federal grants and assures compliance with all federal financial reporting requirements;
Reviews and assists with the publication and audit, by external auditors, of the AEA annual Single Audit; Manages the
receipt and expenditure of all other funding sources of AEA. Including state funds and community grants that are
managed by AEA on behalf of communities; reviews all AEA sub-recipient grants for initial or amendment. Reviews
and approves all sub-recipient awards close outs; and responsible for the annual financial statements for AEA.
Oversees the annual financial audit with external auditors.
Municipality of Anchorage - Anchorage, Alaska
Assistant Controller (Acting Controller 2011 & 2019) | February 2008 to Present December 16, 2022
Supervisors (Controllers/CFOs (when Acting for over 6 months)): Teresa Peterson, David Ryan, Lucinda Mahoney (CFO 2011),
Nanette Spear, Tom Fink, Tammy Clayton, Alex Slivka (CFO 2019), and Mollie Mo rrison.
Supervision of up to seven staff accountants and up to four Contractors (Supervisory backfill during SAP
implementation) as Assistant Controller and up to twenty-three staff accountants and four supervisors as Acting
Controller for the Controller Division;
Duties of the Assistant Controller include review and creation of year-end workpapers, Detail Statements, capital asset
schedules, footnotes, required supplementary schedules (RSI’s), and statistical tables for the Annual Comprehensive
Financial Report (ACFR). Coordination with internal and external auditors including audit field work and audit of the
detailed statements and ACFR. As Acting Controller created the Letter of Transmittal and MD&A for the ACFR.
Created audit finding recommended corrective action plans. Creation of the GASB 34 conversion entries and all
required documentation. Recording of all debt financing activities at the governmental fund level and processing the
conversion to the government-wide level for government-wide financial statement presentation.
Create and post in the General Ledger (GL) all required GL transactions required for G.O. debt refunding’s. Review all
new G.O. debt GL postings for MOA’s Governmental Funds. Offer consultation with the Public Finance Division in
regard to capitalization of capital assets for upcoming G.O. Bond issues.
Incorporation of three discretely presented component units and one trust fund in the form of four separate stand -alone
audited financial statements into the government-wide financial statements for MOA.
Creation of a full set of stand-alone financial statements for CIVICVentures LLC (a blended component unit),
including the MD&A, financial statements (in the full accrual and modified accrual presentation) with a two-year
comparison and footnotes. Maintenance of inventory documentation and capital asset schedules. Participation in the
annual audit.
Oversight of all daily accounting functions of Governmental Funds (to include the General Fund), Enterprise Funds,
Internal Service Funds, Fiduciary Funds, and Suspense Funds (such as the Cash Pool Fund and the Employee Pay and
Benefits Fund). Oversight of the MOA’s capital asset and construction work in progress (CWIP) daily accounting
activities. The Assistant Controller supervises the Fixed Asset Accountant and Infrastructure Accountant for MOA.
Daily review and approval of journal entries, fund certifications of Municipal Assembly documents, and
reconciliations. Creation and management of month and year-end processing schedules. Responsible for period close
coordination with other Finance Directors. Hold weekly meetings as required. Process the year-end split payroll
postings and perform extensive reconciliations before posting.
Subject matter expert (SME) of the General Ledger (GL), Controlling Module (CO), Asset Management Module (AM),
and the Projects Module of SAP.
Assist with implementation of all new GASB pronouncements. Review and update of Finance policy and procedures.
Creation of internal control documentation and oversight of internal controls regarding the GL and creation of the
ACFR per GAAP. Acting Controller as required.
Fund / Reconciliation Accounting Supervisor | February 2005 to January 2008
Budget Coordinator Finance & CFO Departments
Supervisors: Teresa Peterson, Wanda Tankersley, Michelle Drew, and David Richards
Supervised five Senior Staff Accountants. Two reconciliation accountants and three fund accountants. Oversight of the
MOA’s daily accounting activities of the General Funds, Enterprise Funds, Special Revenue Funds, Debt Service
Funds, Internal Service Funds and Trust Funds (Fiduciaries). To include review of all fund certifications created for
the CFO for pending assembly legislation. Oversight of MOA’s capital asset module and creation of MOA’s capital
asset footnote for the ACFR. Creation of various footnotes, RSI’s, and statistic tables of the ACFR. Review of MOA’s
bank reconciliations, investment reconciliations, subledger to general ledger reconciliations and unclaimed property
filings. Assist four Finance Divisions of the Finance Department and the CFO Department with review and creation of
their annual operating budgets. Assist with review and updates to the intergovernmental cost allocation plans (IGCs)
and methodologies for the Finance and CFO Departments. Acting Controller as required.
General Fund Accountant | April 2004 to January 2005:
Supervisor: Guy Baily
Create workpapers, detail statements, RSI’s, and statistical tables for all of MOA’s General Funds. Review and MOA
wide department generated journal entries and creation of journal entries for all of MOA’s General Funds. Create fund
balance worksheets for the General Funds of MOA. Reconcile all balance sheet accounts of the MOA General Funds
and create year-end workpapers.
Grant Fund Accountant | October 2001 to March 2004
Supervisor: Catherine Gettler-Amyott
Create monthly and quarterly grant reports for state, state pass thru federal, and federal grants awarded to MOA.
Reconcile the GL to grant reports and make correcting entries in the GL as required. Receipt all grant proceeds and
create year-end accrual / deferral entries. Create workpapers for the generation of the Single Audit. This was for
MOA’s Capital Project Funds, Enterprise Funds and Special Revenue Funds. Assist in audit requests when being
audited by external or internal auditors.
Reconciliation Accountant | April 2001 to September 2001
Supervisor: David Richards
Reconciled the Accounts Payable subledger and Accounts Receivable subledger to the General Ledger. Reconciled the
revenue postings to all Governmental Capital Project Funds and created corrective entries.
PROFESSIONAL BOARDS AND PROFESSIONAL CERTIFICATES
Governmental Finance Officers Association – Member
Municipal Audit Committee – Member (when serving as the Acting Controller)
Lost Lake Run Board Member
GFOA certificate for Excellence in Financial Accounting and Reporting (2019 and 2020).
COMPUTER SKILLS
Microsoft Word
Microsoft Excel
Microsoft PowerPoint
Microsoft Outlook
PeopleSoft Financial Systems
Corel WordPerfect
Corel Quattro Pro
IBM Lotus
Yardi Property Management Software
Microsoft Dynamics NAV 365 Business
Central
Intuit Turbo Tax
Intuit QuickBooks Pro
SAP (to include completion of 1 semester SAP course
at UAA on Hana, BW, and NetWeaver)
Kronos and NEOGOV
Libra Accounting Software
Skyline Software Systems
Onsite Manager
Various Web Based Reporting Systems
BRANDY M. DIXON
13429 Karen Street
Anchorage, AK 99515
(907) 764-3928
bmdinak@gmail.com
SUMMARY OF QUALIFICATIONS
Creative, forward thinking, resourceful Communications Professional with 15+ years experience in all
facets of marketing, advertising, and public relations. Successfully promote diverse activities and events.
Conduct public information, social marketing, and education campaigns. Strengths include:
Written and Oral Communication Planning and Organizing
Managing and Mentoring Researching and Evaluating
Detail, results and goal oriented. Productive team member with dedication to quality and professionalism.
Proven track record of putting ideas into motion and creating engaging, targeted marketing campaigns.
SELECTED ACCOMPLISHMENTS
Written and Oral Communication
Executed mail and email broadcast campaigns, public relations, conferences shows, media
advertisements, promotions, customer communications, and other marketing plans to inform the
public.
Designed, scripted, edited and arranged production of internal/external newsletters, brochures, annual
reports, corporate profiles and submissions, and internal/external communications.
Served as spokesperson for the Alaska Native Medical Center (ANMC). Responded in timely matter
to media inquiries, arranged interviews, distributed press releases and media advisories to provide
accurate information. Encouraged positive and discreet communication on controversial, sensitive
and proprietary topics. Protected patients’ privacy and confidentiality according to the Health
Insurance Portability and Accountability Act guidelines.
Ensured cross-system coordination between ANMC and its Tribal Health Organization partners
throughout the state and interactions with media regarding personnel, programs, services and policies.
Managed interposition of vendors and contractors to successfully complete projects on time and on
budget.
Managing and Mentoring
Supervised team of five. Oversaw time and attendance, discipline, training, coaching, performance
evaluations and ongoing development opportunities. Facilitated staff meetings.
Delegated responsibilities and assignments among staff and monitored timely completion of projects.
Identified and coordinated specific training opportunities for employees in alignment with their
employee development plans.
Monitored and coached 25+ scholarship and internship participants throughout the course of the
Alaska Native Tribal Health Consortium’s (ANTHC) 9-week internship. Arranged travel, housing,
onboarding, interviewed department heads for intern placement matching at ANMC and conducted
periodic evaluations.
Managed database of 125+ scholarship and internship program participants via Microsoft Access to
monitor program success.
Developed and presented information to executives on department activities and goals to sustain
budget funding.
Planning and Organizing
In collaboration with leadership, developed short and long-term strategic communication plans for
ANMC to fulfill Board of Directors’ goals and objectives.
Planned and coordinated numerous company events for 2,000+ employees including Joint
Commission celebration, employee picnic, employee appreciation celebrations and United Way
campaigns. Provided key organization functions as a member of planning team for Annual Meeting
for four years with 100+ attendees.
Successfully led marketing activities to promote the Healthy Alaska Natives Foundations’ annual
fundraising ball for three years with an average attendance of 450+ attendees and celebrity guests.
Organized 20-30 employee forums over a two-year period with an average attendance of 30-40
people, which resulted in improved communication between hospital administration and staff.
Researching and Evaluating
Conducted focus groups in partnership with external contractor to gain insight on needs of target
audience. Developed communications plan based on results.
Initiated strategic planning and implementation on a variety of communication and marketing plans.
Reviewed ANTHC Scholarship and Internship applications, interviewed candidates and observed
disciplinary procedures for program and departmental positions. Researched, developed and
conducted trainings. Monitored and analyzed budgetary position for program.
EMPLOYMENT HISTORY
Communications Director
Communications and Events Director
Client Insights
Special Assistant to the CEO
Marketing Manager
Public Relations Manager
Manager of Public Relations
Senior Office Specialist
Program Assistant
Senior Office Assistant
Office Manager
Marketing Coordinator
Alaska Energy Authority, AK
Alaska Chamber, AK
Solstice Advertising, AK
Alaska Native Tribal Health Consortium, AK
Alaska Native Tribal Health Consortium, AK
Alaska Native Tribal Health Consortium, AK
Southcentral Foundation, AK
Alaska Native Tribal Health Consortium, AK
Alaska Native Tribal Health Consortium, AK
Alaska Native Tribal Health Consortium, AK
Rizzo & Company, AK
Microcom, AK
9/19 – Current
12/13 – 9-19
9/13 – 12/13
01/12 – 9/13
09/09 – 01/12
04/08 – 09/09
07/07 – 04/08
04/06 – 07/07
05/05 – 04/06
11/04 – 05/05
04/04 – 10/04
06/03 – 04/04
TECHNICAL SKILLS
Microsoft Office Suite: Adobe Software:
Access
Excel
Outlook
PowerPoint
Publisher
Visio
Word
Acrobat
Bridge
InDesign
Illustrator
Photoshop
PROFESSIONAL ORGANIZATIONS
American Marketing Association
Alaska Chapter
Public Relations Society of America
Alaska Chapter
Alaska Design Forum
Cook Inlet Regional Incorporation Shareholder
EDUCATION
Bachelor of Art, Art, University of Alaska Anchorage, AK
Diploma, Robert Service High School, Anchorage, AK
MARK ZIESMER
(907) 771-3985
mziesmer@aidea.org
EXPERIENCE
July 2022 to Current ALASKA ENERGY AUTHORITY, Anchorage, Alaska
Project Controller – Owned Assets
Responsible for all accounting activities related to utility assets.
Establish, monitor, and enforce internal controls and accounting procedures.
Prepare, analyze, and distribute quarterly financial and compliance reports.
Work with management and utility partners for development of the annual budget.
Coordinate, plan, and serve as point of contact for the annual audit.
July 2020 to July 2022 ALASKA SAUSAGE COMPANY, INC, Anchorage, Alaska
Controller
Responsible for all company financial and accounting operations.
Evaluated procedures and processes for effectiveness and adherence to GAAP.
Administered 401k plans, payroll, health insurance, and workers compensation.
Collaborated with outside consultants to complete annual review and tax return.
Prepared bank reconciliations and cash forecasts.
November 2010 to July 2020 DOYON UTILITIES, LLC, Fairbanks, Alaska
Senior Regulatory Analyst (April 2019 – July 2020)
Prepared revenue requirement schedules and depreciation studies for rate filings.
Submitted quarterly and annual regulatory reports to the Regulatory Commission of Alaska.
Assisted legal counsel with analyzing and developing regulatory strategic plans.
Aided the Regulatory Commission of Alaska in conducting utility audits and review of rate filings.
Provided guidance to corporate staff on regulatory matters.
Senior Financial Analyst (July 2018 – April 2019)
Supervised and reviewed day-to-day work of financial analyst team.
Prepared the annual corporate budget, financial projections, and variance analyses.
Provided analysis for tariff rate changes and known and measurable adjustments.
Business Systems Analyst (June 2017 – July 2018)
Maintained responsibilities held under Senior Utility Accountant/Analyst title.
Heavier focus on managing corporate wide system implementations and upgrades.
Senior Utility Accountant/Analyst (November 2010 – June 2017)
Project manager for corporate wide system implementations and upgrades.
Spearheaded system process improvements and integration projects.
Provided ad hoc reporting support for all departments.
Reviewed work of accounts payable, payroll, and general ledger staff.
Supervised monthly accounting close and financial reporting.
Maintained corporate debt balances and compliance reporting.
Prepared bank reconciliations and cash flow forecasts.
June 2010 to November 2010 KINROSS GOLD CORPORATION, Fairbanks, Alaska
Senior Accountant
Finance team member for an enterprise resource planning system implementation.
Provided cost and fixed asset accounting for capital projects.
Supervised and reviewed day-to-day work of accounts payable and payroll staff.
MARK ZIESMER
(907) 771-3985
mziesmer@aidea.org
EXPERIENCE (CONTINUED)
June 2009 to June 2010 DOYON UTILITIES, LLC, Fairbanks, Alaska
Asset Guardian Coordinator / Project Accountant
Project manager for asset management software implementation.
Develop work order, preventive maintenance, and asset tagging processes.
Assist controller with identifying and developing project and cost reporting capability.
April 2005 to May 2009 FLINT HILLS RESOURCES ALASKA, LLC, North Pole, Alaska
Project Controls (May 2007 to May 2009)
Accounts Payable Supervisor / Yield Analyst (December 2005 to April 2007)
Project Cost Analyst (April 2005 to November 2005)
October 2002 to March 2005 WILSON AND WILSON CPA’S, INC., Fairbanks, Alaska
Senior Accountant
EDUCATION
University of Alaska Fairbanks, Fairbanks, Alaska
Master of Business Administration, Capital Markets
University of Oklahoma, Norman, Oklahoma
Bachelor of Arts, Economics
CERTIFICATION
IMA Data Analytics & Visualization Fundamentals
Institute of Management Accountants
IMA Robotic Process Automation Series
Institute of Management Accountants
UNIX System Administrator
Cochise College
PROFESSIONAL ASSOCIATIONS
Institute of Management Accountants – Member, Treasurer
Government Finance Officers Association – Member
COMPUTER SKILLS
MS Office Suite, Microsoft Project, Microsoft Dynamics, MS SQL Server, Aspen Canopy, Oracle, Maximo,
JD Edwards, QuickBooks, Jet Reports, IBM Cognos Connection, UNIX, Linux
Bryan E. Carey, P.E.
13041 Ridgewood Road
Anchorage, Alaska 99516
(907) 382-0949 E-mail B3Alaska@Outlook.com
Summary of Qualifications
Professional Engineer with over 30 years project experience at remote Alaskan sites.
Experience in project management and working with varied teams of contractors and
clients. Experience in design and construction at locations with challenging logistics.
Strong verbal and written communication skills.
Education and Professional Certifications
Professional Engineer registration in Alaska CE - 10810
M.A., Business Administration, University of Alaska, Anchorage
B.S., Petroleum Engineering, University of Alaska, Fairbanks
Experience and Qualifications
Director of Owned Assets, Project Manager, Alaska Energy Authority AEA),
Anchorage, Alaska, 2001 to Present
Project Manager at the two largest state owned but utility operated hydroelectric projects in
the State (Bradley Lake and Snettisham). Responsibilities include insuring projects remain
in compliance with Federal Energy Regulatory Commission (FERC) license and state permits,
work with diverse group of utilities managers and professionals on project upgrades,
insurance and legal agreements, and insure the State ownership interest is not impaired.
Have recommended, worked with agencies and other stakeholders, and overseen multiple
project license amendments through FERC to reduce land fees and flow releases.
Oversee AEA owned Statewide transmission projects. Oversee planning and operation of
AEA owned and utility operated & maintained projects. Ensure insurance and permits
current and in compliance.
Board Member Railbelt Reliability Council (RRC) which is the certificated electric reliability
organization for the Railbelt region of Alaska. The goal of the RRC is to ensure grid
resilience and reduce long-term costs by developing and enforcing technically sound
reliability standards, conduction grid-wide integration resource planning, and designing
consistent interconnection protocols for grid users.
Reviewed Renewable Energy Fund (REF) proposals and managed grantee’s.
Proposed new West Fork Upper Battle Creek Diversion Project for Bradley Lake hydroelectric
Project to utilities. Oversaw all environmental and engineering studies. Filed FERC
documents, and acquired license amendment. Managed acquiring funding, bidding, and
oversaw construction of diversion project. Project completed on schedule and within budget
of $47 million. Project increases annual energy of the largest hydroelectric project in Alaska
by 10%.
Project Manager for feasibility and conceptual engineering studies for the Susitna
Hydropower Project. Oversaw engineering contractors to come up with conceptual designs
and costs to fit within the Railbelt Integrated Resource Plan (Utilities future electrical
demand and generation). Deliver presentations and question & answer at legislative
committees and public organizations. Oversaw all engineering and environmental work for
filing the Preliminary Application Document with FERC.
Managed contractors to design, acquire site control, project funding, and construct energy
projects at remote Alaskan communities. Projects required meeting with local community
leaders and design engineers to develop a project design. Site control was then obtained
and a Business Operating Plan developed and accepted by the project participants. Projects
were built using contract construction managers or competitive bid. Negotiation of scope
and changes occur at all phases with project participants and contractors.
Bulk fuel, power plant, and small hydroelectric projects were completed at approximately 20
remote rural communities. Many of the projects had multiple energy projects completed.
Remote work involved limited air or barge logistics. Steep terrain required several projects
to be completed with extensive use of helicopters to move equipment
William (Bill) Price Page | 1
William J. Price
25050 Cates Ave freedomsprice@live.com
Eagle River Ak, 99577 907-903-3377
SUMMARY
20 years of experience as an Engineer and Project Manager.
Received Bachelor’s in Mechanical Engineering from Utah State University in 2002.
Professional Mechanical Engineer, State of Alaska License #129742.
WORK EXPERIENCE
Senior Infrastructure Engineer August 2019 – Present Alaska Energy Authority Anchorage AK
Maintain transmission & generation infrastructure owned by the Alaska Energy Authority. This includes the Alaska
Intertie, Bradley Lake Hydro, and other related transmission infrastructure. Maintenance and operations managed
through Committees consisting of utility engineers and executives.
Represent AEA on Railbelt Reliability Council, and participate in creation of the State Energy Security Plan.
Responsible for project planning. This includes collecting and analyzing energy and community data, identifying
present and future needs, conceptualizing engineering solutions, and developing, reviewing, and analyzing plans and
proposals in order to determine the feasibility and appropriate technology for a prospective project. Conduct site
visits, including public meetings in order to discuss prospective projects with local entities and residents.
Direct design professionals and business consultants in the development of conceptual design reports, design
documents, business plans and cost estimates appropriate to the scope of the project.
Perform project construction management functions including overseeing the preparation of construction budgets,
schedules, work plans, quality control, oversight and on-site inspections during construction.
Administer technical services contracts including issuing invitation for bids, reviewing and evaluation bids, selecting
contractors, preparing documents, negotiating and awarding contracts, monitoring and supervising contractors,
preparing change orders, overseeing contract accounting, and evaluating contractor’s work.
Analyze data, research new technology, and propose solutions to technical problems. Develop comprehensive
reports and technical analysis to propose solutions and effective actions to solve technical problems.
Coordinate with agency staff, rural community entities, federal and state agencies and the public on project and
program-related topics.
Mechanical Project Engineer March 2017 – August 2019 RSA Engineering Anchorage AK
Responsibilities included working with the clients to develop concept designs, calculations, equipment selections,
mechanical design drawings, specifications and supporting documents. Work collaboratively with architects,
structural, civil engineers and in house electrical engineers to complete projects on time and on budget. Significant
projects summarized below:
Renovation of existing power plants in Kaktovik and Anaktuvuk Pass in the North Slope Borough. Project includes
new radiators, heat exchangers, pumps, waste heat recovery loops, day tank, and related systems.
Replaced boilers and renovated mechanical rooms in multiple properties owned by the Municipality of Anchorage
and the National Park Service. Replacement included site investigation, drawings, boiler selection and supporting
equipment and piping design.
Developed plans and bidding documents for replacement of all domestic water piping in Valdez hospital.
Designed water and waste connections for North Slope Borough commercial and residential buildings. Installations
included holding tanks, below and above grade sewer connections.
William (Bill) Price Page | 2
Mechanical Project Engineer Jan 2011 – Jan 2017 Gray Stassel Engineering Anchorage AK
Designed or assisted in the design of 13 rural power systems for Alaskan villages. Communities included
Atmautluak, Emmonak, Stebbins, Nunam Iqua, Teller, Togiak, Fort Yukon, Perryville, Kake and Heat Recovery
renovations in Buckland and King Cove.
Project Engineer for Kvichak River RISEC (River In Stream Energy Conversion) Project. Deployed two hydrokinetic
devices in the Kvichak River near Igiugig Alaska, which is home to one of the largest Salmon returns in the world
(Bristol Bay). Both devices were connected to the Igiugig electric grid during testing.
Developed and maintained, budgetary estimates, project schedules, permit requirements, and stakeholder meetings.
Designed new power plant with a biomass and district heating system in Fort Yukon Alaska. System includes 4
diesel generators which provide prime power for the community of Fort Yukon. The district heating system will
provide heat for 13 community buildings through nearly 9000 feet of arctic pipe and will offset approximately 50,000
gallons of heating oil annually in the community.
Assessed 7 rural Alaskan villages for new or updated heat recovery systems, resulting in construction of heat
recovery systems in King Cove, Buckland and Atmautluak, which offset nearly 62,000 gallons of heating fuel
annually.
Director of Operations Support May 2009 – December 2010 212 Resources Salt Lake City UT
Operations Support for treatment of water produced during Natural Gas production in Wyoming and Colorado.
Support included mechanical, process, and electrical engineering, IT, logistics, procurement, and corporate reporting.
Project Engineer for new produced water recycling facility in Colorado. Project vaporized produced water from
nearby natural gas production. Super concentrated brine was stored for disposal, condensate (primarily methanol)
was collected and clean water was discharged into a nearby tributary of the Colorado River.
Continued to serve as Field Engineer for both Colorado, and Wyoming sites. Supervised and assisted in installation
of new equipment, engineering support and technical problem solving. Primary contact for vendors, contractors,
consultants, manufacturers, and industry experts to solve problems and maintain field operations.
Developed and implemented a root cause analysis and corrective action program. Created documents and reporting
systems to track failure events and corrective actions. Trained operations staff in data collection, and root cause
investigation.
Field Engineer Aug 2008 – May 2009 212 Resources Grand Junction CO
Provided technical support, stress analysis, vibration analysis, PLC trouble shooting, and general problem solving for
24 hr field operations. The remote facility, circulated, vaporized and concentrated produced and ‘frac’ water from
natural gas production. The super condensed waste water, condensate and clean water were stored for the client
use or disposal.
Monitored process efficiency through data collection and trend analysis, process improvements and preventative
maintenance.
Supervise installation, repair or replacement of equipment, and manage corrective actions.
Support main office engineering staff through data collection, design engineering, testing and evaluation, field
inspections utilizing AutoDesk Inventor and AutoCAD.
Support construction efforts and new site preparation.
Work with clients to determine operation requirements and design solutions.
Visit vendors and contractors to inspect equipment and construction to verify specifications were met.
Ryan McLaughlin ryan.mclaughlin25@gmail.com
907.444.7886
Work Experience
Alaska Energy Authority -Anchorage,Alaska (05/2023-present)
Infrastructure Engineer (05/2023-present)
-Assisted in engineering studies,field investigations,and development of engineering
design for the Alaska Energy Authority’s owned assets.
Alaska Native Tribal Health Consortium -Anchorage,Alaska (01/2022-present)
Engineering Project Manager (01/2022-present)
-Managed water,sanitation,and solid waste infrastructure projects for 7 Alaska Native
communities in the Maniilaq and Norton Sound Regions of Alaska
-Developed strong relationships with key tribal and city members to help identify and
progress projects that were high priority community needs
-Secured project funding through numerous sources and ensured engineering and
construction was managed in compliance of funding requirements
-Negotiated and administered engineering and construction contracts,tracked and adjusted
consultant progress and ensured adherence to project scope,schedule,and budget
Alaska Solar -Anchorage,Alaska (06/2021-10/2021)
Solar Technician (06/2021-10/2021)
-Worked on a small team to install ~700KW of residential solar in Southcentral Alaska
-Interfaced with customers and provided easily digestible information on how the systems
would operate and produce
ConocoPhillips -Anchorage,Alaska (06/2015-03/2021)
DataOps Engineer (05/2020-03/2021)
-Collaborated with Amazon Web Services to develop a machine learning model that
optimized wiper trips for the Coiled Tubing Drilling Program
-Helped develop real-time and big data processing pipelines to support the Alaska Data
Science team in an e ort to move Company data from on-prem to the cloud
-Acquired proficiency in multiple programming languages (SQL,Python)through
on-the-job training and DataCamp curriculum
Coiled Tubing Drilling Engineer (09/2018-05/2020)
-Responsible for developing drilling programs and providing 24/7 engineering support
during execution phases of Coiled Tubing Drilling projects
-Delivered ~15 multi-million dollar projects on time and budget by working closely with
multi-disciplinary teams and overseeing projects from start to finish
-Managed all long-lead material and inventory needs for the Alaska CTD program
-Developed new and innovative technologies with 3rd party vendors
-Ensured strict compliance with government regulations and maintained close
communication with the Alaska Oil and Gas Association throughout all activities
Wells Supervisor (10/2016-09/2018)
-Responsible for the on-site execution,supervision,and safety for a wide range of well
intervention jobs including slickline,e-line,service coil,and frac work
-Managed up to 6 crews at a time and ensured all crews had procedures,permits,and
equipment necessary for daily activities
-Collaborated with engineers and contractors to come up with quick decisions for issues that
arose during Well Intervention operations
Performance Engineer (06/2015-10/2016)
-Created and provided near real-time performance reports and KPIs for Drilling Operations
-Early adopter of Spotfire for data visualization and helped save over $1MM through small
e ciencies gained on highly repeatable tasks on the drilling rigs
Education
B.S.Petroleum Engineering,University of Alaska Fairbanks,2015
-President -Tau Beta Pi,Engineering Honor Society (2014-2015)
-Chancellor’s List (3.95 GPA)
-Minor,Music Performance
-Fairbanks Symphony Orchestra (2013-2015)
-Member of AADE and SPE (2011-2015)
Extracurriculars
American Association of Drilling Engineers,Alaska Chapter
-Board Member,University Liaison (10/2019-03/2021)
Ski Summit of Mount Denali (Self-Guided,2019)
-Employed complex trip planning and risk management skills in a remote environment
Wilderness First Responder (2021)
-80 hr WFR certification to e ectively identify and manage medical emergencies in the
outdoors
Bear 100 (2021)
-100 mile mountain trail race in Utah,requiring a year of structured training,planning,and
discipline
Rebecca Garrett, PMP
AEA Rural Programs Manager
rgarrett@akenergyauthority.org
Professional Work Experience
State of Alaska, Alaska Energy Authority, Rural Energy Group
Rural Programs Manager September 2022 - Present
Oversee the Rural Programs Projects Managers and Grants section. Manage Rural Power System
Upgrade (RPSU) Program. Manage Bulk Fuel Upgrade (BFU) Program. Manage rural power system
construction projects. Collaborate with other agency staff, rural community entities, and federal
agencies to coordinate diverse interests in rural power system projects. Seek out and apply for funding
for agency and partner energy projects.
State of Alaska, Alaska Energy Authority, Rural Energy Group
Project Manager/Program Manager February 2018 – September 2022
Manager Rural Power System Upgrade (RPSU) Program. Manage rural power system construction
projects. Manage the active construction of 3 heat recovery systems around the state of Alaska. Manage
State Clean Diesel (DERA) program for Alaska Energy Authority. Manage the DERA rural powerhouse
engine replacement projects. Offer technical assistance to communities that need efficiency upgrades
and/or are experiencing problems with the power system. Assist rural communities with funding
opportunities and questions to expand the reach of energy projects and programs.
State of Alaska, Alaska Energy Authority, Rural Energy Group
Assistant Project Manager June 2014 – January 2018
Manage end use (conservation) projects. Manage rural power system construction. Manage the
construction of heat recovery systems around the state of Alaska. Manage State Clean Diesel (DERA)
program for Alaska Energy Authority. Offer technical assistance to communities that need efficiency
upgrades and/or are experiencing problems with the power system. Assist rural communities with
funding opportunities and questions to expand the reach of energy conservation. Coordinate the Rural
Energy Conference every 18 months (2002-2016).
State of Alaska, Alaska Energy Authority, Rural Energy Group
Project Development/Project Manager January 2009 - June 2014
Manage end use efficiency (conservation) projects. Develop and present regional energy fairs around
the state with a focus on energy efficiency. Assist rural communities with funding opportunities and
questions to expand the reach of energy conservation. Coordinate the Rural Energy Conference every 18
months (2002-2016). Monitor section needs and lobby for additional support when necessary.
State of Alaska, Alaska Energy Authority, Alternative Energy and Energy Efficiency Section
Program/Project Manager September 1999 – January 2009
Manage end use efficiency (conservation) program. Develop and present regional energy fairs around
the state with a focus on energy conservation. Assist rural communities with funding opportunities and
questions to expand the reach of energy efficiency. Authorize and release the Energy Cost Reduction
RFP. Administer each project that results from the Cost Reduction RFP analysis. Facilitate bi-weekly
section meetings, and collaborate with Accounting and Procurement. Oversee 20 projects with budgets
totaling over $20 million all over the state of Alaska. Coordinate the Rural Energy Conference every 18
months (2002-2016).
Work History
State of Alaska - Alaska Energy Authority, Rural Programs Manager September 2022 - Present
State of Alaska - Alaska Energy Authority, Project/Program Manager February 2018 – September 2022
State of Alaska - Alaska Energy Authority, Assistant Project Manager June 2014 – January 2018
State of Alaska - Alaska Energy Authority, Project Development January 2009 – June 2014
State of Alaska - Alaska Energy Authority, Energy Efficiency Program May 2001 – May 2009
State of Alaska - Alaska Energy Authority, Training Program Manager May 1997 – May 2001
State of Alaska – Division of Energy, Administrative Clerk III March 1997 – May 1997
Avis Rent-a-Car, Assistant Manager – Rental Counter September 1992 – December 1997
Certifications
Project Management Professional (PMP) May 2018
Project Management Institute September 2015
Meeting Professionals International March 2007
Notary Public May 1997 – present
E-Writing, Business and Technical Writing March 2006
Post Baccalaureate Course Work
University of Alaska, Fairbanks May 2021
Sustainable Energy Occupational Endorsement
University of Alaska, Anchorage September 2006 – May 2007
Organizational Behavior (BA 300), Technical Writing (ENGL 212)
University of Alaska, Fairbanks March 1998
Cultural Awareness
Education
BA History, University of Alaska, Anchorage May 1996
Dimond High School, Anchorage Alaska June 1991
Volunteer Experience
State of Alaska, Polling Place Worker, Anchorage AK August 2020 -Seasonal
Primary and Election day worker at local polling station
Gladys Wood Elementary School, Volunteer, Anchorage AK September 2006 – 2013
Parent working in the classroom and Parent-Teacher Organization
Karin St. Clair
AEA Grants Manager
907-771-3081
kstclair@akenergyauthority.org
Professional Experience
Alaska Energy Authority – Grants Manager - Dec 2011-2016 & Aug 2019-Present
Maintain grants management database. Prepare reports from grants management software.
Ensure data integrity in databases. Evaluate grantee proposal, plans and justifications to include
cost factors. Process grant applications and obtain outstanding materials. Monitor and ensure
timely receipt of reports from grantees. Monitor and administer federal and state grants and
contracts. Collect and analyze grant data. Maintain electronic and physical files related to all
aspects of the grant cycle. Prepare, scan, and verify historical documents for electronic
conversion. Prepare grant agreements, notification letters, applications, and letters of inquiry.
Communicate with Federal, State, and local agencies regarding award compliance. Review
contracts for completeness, accuracy, and conformance with state regulations. Provide technical
guidance to internal and external stakeholders on grant administration and financial policies,
procedures, statutes, and regulations. Serve as liaison between the project managers and
outside funding agencies; provides assistance in resolving issues and conflicts with funding
agencies; participates in meetings and discussions in which decisions affecting projects are
made. Inform grantees regarding regulation changes impacting grant opportunities. Process
amendments, modifications, extensions, and terminations of contracts and subcontracts
Alaska Energy Authority – Project Controls - Jul 2016-Jan 2020
Track status reporting, financial reporting, milestones, and deliverables of projects. Track and
audit internal controls and guidelines associated with project controls. Monitor budget, scope,
and milestones. Provide leadership and training to team members on internal controls and
guidelines associated with project controls. Recommend and execute corrective actions to
handle project compliance. Identify upcoming project milestones and customer requirements so
that Project Managers can ensure satisfaction of project milestones and customer requirements.
Monitor and implement approved project management plan changes. Management of less
complex projects and close outs. Identify all funding sources and develop a monitoring system
for funding opportunities. Assist communities in writing grant applications. Assist in writing grant
applications for agency.
Alaska Energy Authority – Administrative Assistant - Jun 2011-Dec 2011
Provided administrative support for various departments, including answering telephones,
assisting visitors, resolving various problems, and assisting with inquiries. Prepared, transcribed,
composed, typed, edited, and distributed agendas and minutes of numerous meetings.
Scheduled and coordinated meetings, teleconferences, appointments, events, and other similar
activities for staff, including travel and lodging arrangements. Assisted with Round V Grant
Application data entry and file setup. Scanned, labeled, and tracked grant documents in award
database (Navision). Entered milestones for grants in Navision. Created and maintained grant
files and related paper documents. Tracked grant applications for Commercial Audit Program.
Communicated with auditors and commercial owners regarding project progress and missing
information. Prepared reimbursement paperwork for the finance department
First National Bank Alaska - Administrative Assistant - 2009-2010
Prepared and assigned daily reports to Merchant Representatives. Logged and tracked the
completion of reports by Merchant Representatives. Attended weekly staff meeting and
transcribed meeting minutes. Arranged travel for Merchant Representatives. Monitored daily in
town travel of merchant representatives. Monitored and ordered all supplies for department.
Scheduled all trainings as well as reserved rooms and equipment needed. Composed and
prepared mass mailings to merchants. Performed credit checks, acquired financial statements
and business licenses for potential merchants. Worked with the IT Department in developing a
new program for Merchant Services using Access and Excel. Responsible for merchant billing and
collections. Answered multi-line phones, receive daily mail and incoming deliveries
Law Offices of Thom F. Janidlo Anchorage - Administrative Assistant - 2006-2009
Scheduled all attorney court hearings, client meetings and consultations. Transcribed during
appropriate trial setting conferences and client meetings. Transcribed and prepared legal court
documents. Performed legal research to assist attorneys with preparation of court documents.
Maintained accurate records for attorney’s billable hours. Identified more efficient and cost
saving methods for ordering office supplies. Initiated the use of a credit card machine to assist in
payment processing. Suggested the use of a scanner to replace paper processes, minimizing
paper waste and expense. Answered multi-line phones, received daily mail and courier services.
Computerized/Manual Accounts Payable/Receivable. Credit and Collections. Month-End-
Closings. Account Reconciliation. Monthly Payroll Processing. Statement Billings. Customer
Service/Client Relations. Office Management
Education
Project Management Institute- Project Management Foundation 2016
International Correspondence School- Medical Office Assistant Certificate 1999
Northwest College- General studies 1991-1992
Related Activities
- Thompson Grants
- Federal Grants Forum for State & Local Governments 2021
- Jim Hale
- Writing for the Workplace (one day seminar) 2014
- Gil Tran, Senior Technical Manager, OMB
- OMB’s Grant Reform and the Uniform Guidance (one day seminar) 2014
- Colleen Campbell, State of Alaska Single Audit Coordinator
- State Single Audit Presentation (one day seminar) 2014
- Grants Management Workshop
- Grants Management Certificate (two day workshop certificate attached) 2012
May 11, 2023
U.S. Department of Energy
Grid Deployment Office
1000 Independence Ave. SW
Washington D.C. 20585
RE: Letter of Commitment for Topic Area 3: Grid Innovation Program – Railbelt Innovative
Resiliency Project
To the U.S. Department of Energy,
Golden Valley Electric Association, Inc. (GVEA) is pleased to team with the State of Alaska, d/b/a
the Alaska Energy Authority, and the other Railbelt electric utilities 1 to partner in the funding
opportunity for the Railbelt Innovative Resiliency Project (RIR) (DE-FOA-0002740).
GVEA is a not-for-profit, member owned, electric cooperative that serves nearly 100,000 residents
in Interior Alaska. We operate and maintain nearly 3,300 miles of power lines, 35 substations and
nine generating facilities. GVEA’s electric system is interconnected with, and has the ability to
serve, four critical military installations - Fort Wainwright, Eielson AFB, Fort Greely, and Clear
AFS. GVEA is also interconnected to the other Railbelt electric utilities via a single transmission
line, the majority of which is the Alaska Intertie – a 170 mile long, 345 kilovolt (kV) transmission
line between Willow and Healy that operates at 138 kV. Together GVEA and the other Railbelt
electric utilities comprise what is commonly referred to as the Alaska Railbelt electric system and
provide electric service to approximately 75% of Alaska’s population.
GVEA is supportive of the Railbelt Innovative Resiliency Project proposal and hopes that the
proposal receives DOE approval. As a not-for-profit, member owned cooperative, GVEA has a
fiduciary responsibility to our member-consumers, to ensure that GVEA’s resources are used
wisely and prudently. As essential as the Railbelt Innovative Resiliency Project is to achieve
meaningful, transformative, long-term benefits on the Railbelt electric system, and to Copper
Valley Electric Association, the cost of achieving those benefits cannot, from a practical
perspective, be borne solely by Railbelt Ratepayers. Financial support in the form of Department
of Energy funding via the Infrastructure Investment and Jobs Act (IIJA) and the Inflation Reduction
Act (IRA) is critically necessary. For that reason, GVEA supports the cost allocation methodology
1 Chugach Electric Association, Inc., Homer Electric Association, Inc., Matanuska Electric Association,
Inc., and the City of Seward d/b/a Seward Electric System.
DOE Letter of Commitment (GVEA) – FOA-0002740
Page 2 of 2
outlined in this and other applications submitted by this project team to the DOE’s Grid Resilience
and Innovation Partnerships (GRIP) Program that prioritizes securing Federal IIJA/IRA funds with
State of Alaska matching funds for the “non-federal cost share requirement.” If necessary,
additional funding will also come from GVEA and the other Railbelt electric utilities, subject to
successful negotiation of the grant contract and receipt of Board of Directors, regulatory, and/or
third-party approvals required to ensure that costs incurred by the utilities can appropriately be
recovered from the Railbelt’s member-consumers. GVEA has been diligently working with the
other Railbelt electric utilities and with the Alaska Energy Authority to ensure that the opportunities
afforded by the DOE IIJA and IRA funding grants, once received, will meaningfully and positively
transform the Alaska Railbelt electric system.
GVEA fully supports the Railbelt Innovative Resiliency Project, as well as other aspects of the
broader Grid Modernization and Resiliency Plan that have been submitted to the DOE under
separate applications. As the applications reflect, there exists unprecedented alignment amongst
the Railbelt utilities and the Alaska Energy Authority to materially transform the Railbelt electric
system. We are committed to work collaboratively in order to strengthen and build a smart, clean
electrical grid that ensures residents, communities, and the military bases served by the Railbelt
electric utilities have access to clean, reliable, low-cost energy.
Sincerely,
John J. Burns
President & Chief Executive Officer
May 12, 2023
U.S. Department of Energy
Grid Deployment Office
1000 Independence Ave. SW
Washington D.C. 20585
RE: Letter of Commitment for Topic Area 3
Grid Innovation Program; Railbelt Innovative Resiliency Project
Dear Application Review Committee,
Matanuska Electric Association, Inc. (MEA) is pleased to team with the State of Alaska, d/b/a
the Alaska Energy Authority, and the other Rail belt electric utilities 1 to partner in the funding
opportunity for Railbelt Innovative Resiliency Project (RIR) (DE-FOA-0002740).
MEA is a not-for-profit, member owned, electric cooperative that serves almost 65,000 meters in
the fastest-growing area of Alaska. We operate and maintain nearly 4700 miles of power lines,
26 substations and self-generate the majority of our power. MEA is interconnected to the other
Rail belt electric utilities via a single transmission line, the majority of which is the Alaska lntertie
-a 170 mile long, 345 kilovolt (kV) transmission line between Willow and Healy that operates at
138 kV. Together, MEA and the other Railbelt electric utilities comprise what is commonly
referred to as the Alaska Rail belt Electric System and provides electric service to approximately
75°/o of Alaska's population.
MEA is supportive of the Rail belt Innovative Resiliency Project proposal and hopes that the
proposal receives DOE approval. As a not-for-profit, member owned cooperative, MEA has a
fiduciary responsibility to our member-consumers, to ensure that MEA's resources are used
wisely and prudently. As essential as the Railbelt Innovation Resiliency Project is to achieve
meaningful, transformative, long-term benefits on the Railbelt Electric System, the cost of
achieving those benefits cannot, from a practical perspective, be borne solely by our small
number of Railbelt ratepayers. Financial support in the form of Department of Energy funding
via the Infrastructure Investment and Jobs Act (IIJA) and the Inflation Reduction Act (IRA) is
critically necessary. For that reason, MEA supports the cost allocation methodology outlined in
this and other applications being submitted by this project team to the DOE's Grid Resilience
and Innovation Partnerships (GRIP) Program that prioritizes securing Federal IIJAIIRA funds
with State of Alaska matching funds for the "non-federal cost share requirement." If necessary,
additional funding will also come from MEA and the other Railbelt electric utilities, subject to
successful negotiation of the grant contract and receipt of any necessary Board of Directors,
regulatory, and/or third-party approvals required to ensure that costs incurred by the utilities can
appropriately be recovered from the Railbelt's member-consumers. MEA has been diligently
working with the other Rail belt electric utilities and with the Alaska Energy Authority to ensure
that the opportunities afforded by the DOE IIJA and IRA funding grants, once received, will
meaningfully and positively transform the Alaska Railbelt electric system.
1 Chugach Electric Association, Inc., Homer Electric Association , Inc., Golden Valley Electric Association,
Inc., and the City of Seward d/b/a Seward Electric System.
MATANUSKA ELECTRIC ASSOCIATION , INC . • P.O. Box 2929 • Palmer , Alaska 99645 • t 907.7 45.3231 • f 907 .7 61 .9368 • www .mea.coop
U.S. Department of Energy
Letter of Commitment for Topic Area 3
May 12, 2023
Page 2
MEA fully supports the Railbelt Innovative Resiliency proposal, as well as other aspects of the
broader Grid Modernization and Resiliency Plan that has and will be submitted to the DOE
under separate applications. As the application reflects, there exists unprecedented alignment
amongst the Railbelt utilities and the Alaska Energy Authority to materially transform the Railbelt
electric system. We are committed to work collaboratively in order to strengthen and build a
smart, clean electrical grid that ensures residents, communities, and the military bases served
by the Railbelt electric utilities have access to clean, reliable, low-cost energy.
Sincerely,
~ci/)L ff11. lzzv
Anthony M. WI
Chief Executive Officer
Corporate Office Central Peninsula Service Center
3977 Lake Street 280 Airport Way
Homer, Alaska 99603-7680 Kenai, Alaska 99611-5280
Phone (907) 235-8551 Phone (907) 283-5831
FAX (907) 235-3313 FAX (907) 283-7122
May 11, 2023
U.S. Department of Energy
Grid Deployment Office
1000 Independence Ave. SW
Washington D.C. 20585
RE: Letter of Commitment for Topic Area 3: Grid Innovation
Dear Grid Deployment Office:
Homer Electric Association, Inc. (HEA) is pleased to submit this letter expressing its support for
the funding proposal for improving Grid Innovation.
HEA is a not-for-profit, member owned, electric cooperative that serves the residents, businesses,
and industrial facilities of the entire western Kenai Peninsula in the state of Alaska. HEA’s electric
system is interconnected with the other Alaska Railbelt electric utilities via a single transmission
line between the HEA and Chugach Electric systems. Together HEA and the other Railbelt electric
utilities comprise what is commonly referred to as the Alaska Railbelt Electric System and provide
electric service to approximately 75% of Alaska’s population.
HEA supports the Railbelt Innovating Resiliency Project (RIRP) proposal and hopes that the
proposal receives DOE approval. As a not-for-profit, member owned cooperative, HEA has a
fiduciary responsibility to its member-consumers, to ensure that HEA’s resources are used wisely
and prudently. As essential as transmission improvements are to achieving, transformative, long-
term benefits on the Railbelt Electric System, the cost to HEA’s members of secure those benefits
must be understood before HEA can make a financial commitment to participate in funding the
project. For that reason, HEA expects financial support in the form of Department of Energy
funding via the Infrastructure Investment and Jobs Act (IIJA) and the Inflation Reduction Act
(IRA) to be critically necessary. Accordingly, HEA commits to work with the other utilities and
the State of Alaska to develop a firm cost allocation methodology for funding the “non-federal
cost share requirement” of the initiatives as described in the applications being submitted by the
Railbelt Utilities’ project team to the DOE’s Grid Resilience and Innovation Partnerships (GRIP)
Program. HEA’s funding obligation in this regard will be subject to HEA’s final approval of the
terms of the grant agreement and any necessary or appropriate Board of Directors, regulatory,
and/or third-party approvals.
HEA fully supports the RIRP proposal, as well as other aspects of the broader Grid Modernization
and Resiliency Plan that have been submitted to the DOE under separate applications. As the
application reflects, there exists unprecedented alignment among the Railbelt utilities and the
Alaska Energy Authority to create a resilient, reliable Railbelt electric system that would be on a
U.S. Department of Energy
Grid Deployment Office
May 11, 2023
Page 2
par with the systems currently enjoyed by the rest of the country. HEA is committed to work
collaboratively in order to achieve that end.
Sincerely,
Bradley P. Janorschke
General Manager
1
May 16, 2023
Gene Rodrigues, Assistant Secretary
U.S. Department of Energy
Office of Electricity
1000 Independence Avenue, SW
Washington, DC 20585
Dear Assistant Secretary Rodrigues,
We are writing in support of applications submitted by Matanuska Electric Association
and the Alaska Energy Authority (AEA) for FY2023 funding through Topic Areas 1, 2, and 3 the
Grid Resilience and Innovation Partnerships (GRIP) Program. The five Alaska Railbelt electric
utilities and the State of Alaska’s AEA are working in unison to design, fund and implement a
program of grid modernization that will directly benefit the 75 percent of the state’s population
connected to the grid and indirectly benefit rural Alaskans who are geographically isolated from
the Railbelt but are eligible for Alaska’s innovative rural electric subsidy Power Cost
Equalization program.
This is a once-in-a-generation opportunity for Alaskans to stabilize an aging grid by
bringing it up to modern standards and enhancing resiliency in the face of unprecedented natural
disasters, climate change and rugged geographic terrain. These improvements are critical to
preparing Alaska for a fuel-diverse clean energy future and integrating new sources of energy
along the grid, which spans a distance equivalent to the space between Atlanta, GA and
Washington, D.C.
The benefit of this work reaches far beyond our state. The Railbelt grid supplies energy to
five U.S. military bases of vital strategic importance to national security. These critical assets
contribute to the national defense from a broad range of perspectives including missile defense,
global telecommunications downlink infrastructure, and F-22 high-speed intercept capability.
The Railbelt grid serves the Port of Alaska, a federally designated strategic seaport which
provides virtually all of the cargo, food, fuel and building materials to the majority of Alaskans.
And finally, the Railbelt grid serves Ted Stevens Anchorage International Airport – the third
busiest airport in the world in terms of cargo throughput.
2
With the U.S. Department of Energy as a partner, Alaska’s utilities and the State of
Alaska will be positioned to demonstrate grid revitalization and decarbonization on a scale that
can be replicated.
Thank you for your consideration of this application. Consistent with applicable law,
policy, and guidance, we respectfully ask that you give due consideration to the Matanuska
Electric Association and AEA’s GRIP application. We ask that you keep our offices apprised of
the outcome.
100 Cushman Street, Suite 102, Fairbanks, AK 99701 | www.fairbankschamber.org | 907-452-1105
April 3, 2023
U.S. Department of Energy
Grid Deployment Office
Office of Clean Energy Demonstrations
Re: FOA DE-FOA-0002740
To Whom it May Concern:
We are writing today in support of the applications submitted by the members of
the Bradley Lake Project Management Committee to Topic Areas 1, 2 and 3 of
the Grid Resilience and Innovation Partnerships (GRIP) Program. The five railbelt
electric utilities and the Alaska Energy Authority are working in unison to design,
fund and implement a program of grid modernization, which will directly benefit
over 70% of the state’s population living connected to the railbelt grid and
indirectly benefit rural Alaskans who are geographically isolated.
This is a once-in-a-generation opportunity for Alaskans to stabilize an aging
grid, bringing it up to modern standards and creating resiliency in the face of
unprecedented natural disaster, climate change and rugged geographic terrain.
Perhaps most importantly, these improvements are critical to preparing the state
for the future and integrating new sources of energy, whatever they may be and
wherever they are created.
The Greater Fairbanks Chamber of Commerce supports efficient, affordable and
reliable power production for Interior Alaska. We have more than 600 members,
and they rely on the Golden Valley Electric Association, one of the railbelt
utilities, to power homes and businesses and drive manufacturing, support
resource development and bolster community services that make Alaska a place
where current and future generations will thrive.
We hope the benefits of this historic federal investment reach a wide and diverse group of Alaskans,
stimulates development opportunities and fosters growth.
Sincerely,
Greater Fairbanks Chamber of Commerce
Jeremy Johnson Patrick Cotter
President & CEO Board Chair
Grid Resilience and Innovation Partnerships (GRIP)
U.S. Department of Energy
DE-FOA-0002740
RE: Alaska’s Railbelt Grid Modernization and Resiliency Plan
To Whom It May Concern,
The Alaska Municipal League (AML) is a voluntary, nonprofit, nonpartisan, statewide organization of 165
cities, boroughs, and unified municipalities, wherein over 97 percent of Alaskans reside. Since the
passage of the Bipartisan Infrastructure Law, AML has focused its efforts to support strategic regional
projects that address the long-standing inadequacy of Alaska’s infrastructure. As part of this effort, we
are proud to support projects that improve the condition of communities and intersect with Alaska’s
municipalities. We are excited to see the proposed project for the Alaska Railbelt’s Grid Modernization
and Resiliency Plan (GMRP) move forward.
Working to decarbonize Alaska’s Railbelt grid is a particularly timely endeavor – state regulators have
recently indicated that the natural gas supply that both power generation and other users rely on may
not meet current demand within the next decade. This looming shortage puts economic activity
throughout the state at risk by introducing long-term uncertainty to the key services that local
governments and other organizations rely on from the Railbelt.
With some of the highest energy prices in the country, solutions to control cost are a critical economic
challenge facing Alaska’s communities and economic development. It’s important to note that in
addressing costs on the Railbelt, these projects also stand to benefit communities across the state via
the Power Cost Equalization program. The formula for this critical program ties subsidies for energy
across the state to Railbelt prices – thus, if the cost of electricity on the Railbelt is lowered, it provides a
greater subsidy to those communities who are experiencing high costs, and in effect lowering the cost to
consumers.
The GRMP is a strategic and collaborative effort that would go beyond the Railbelt to help make energy
and the rural economies that depend on it more affordable and resilient. We fully support the GRMP
and its associated projects.
Sincerely,
Nils Andreassen
Executive Director
510 L Street, Suite 603, Anchorage, AK 99501 • 907-258-3700 • www.AEDCweb.com
March 10, 2023 U.S. Department of Energy Grid Deployment Office Office of Clean Energy Demonstrations Re: FOA DE-FOA-0002740 To Whom it May Concern: I’m writing today in support of the applications submitted by the members of Alaska’s Bradley Lake Project Management Committee to Topic Areas 1,2 and 3 of the Grid Resilience and Innovation Partnerships (GRIP) Program. The five Railbelt electric utilities and the State of Alaska’s Alaska Energy Authority are working in unison to design, fund and implement a program of grid modernization that will directly benefit over 70% of the state’s population connected to the grid and indirectly benefit rural Alaskans who are geographically isolated from the Railbelt. This is a once-in-a-generation opportunity for Alaskans to stabilize an aging grid, bringing it up to modern standards and bringing resiliency in the face of unprecedented natural disaster, climate change and rugged geographic terrain. Perhaps most importantly, these improvements are critical to preparing Alaska for a fuel-diverse clean energy future and integrating new sources of energy, whatever they may be and wherever they are created. Anchorage Economic Development Corporation’s mission is to grow and diversify the economy of Anchorage and Alaska. The health and future success of the local economy relies on the Railbelt electric grid to power homes and businesses, drive manufacturing, support resource development and bolster community services that make Alaska a place where current and future generations will thrive. Going forward, we look forward to engaging with the utilities and the State and partnering to make sure the benefits of this historic federal investment reach a wide and diverse group of Alaskans. Thank you for your time and attention to Alaska’s infrastructure needs. You may reach me at 907-334-1206 or wpopp@aedcweb.com with any questions or requests for information. Sincerely, Bill Popp President & CEO
March 10, 2023
U.S. Department of Energy
Grid Deployment Office
Office of Clean Energy Demonstrations
Re: FOA DE-FOA-0002740
Subject: Letter of Support for Alaska Railbelt GRIP Applications
To Whom it May Concern:
This letter expresses support for the applications submitted by the members of Alaska’s Bradley Lake
Project Management Committee to Topic Areas 1, 2 and 3 of the Grid Resilience and Innovation
Partnerships (GRIP) Program.
The five railbelt electric utilities and the State of Alaska’s Alaska Energy Authority are working in unison
to design, fund and implement a program of grid modernization that will directly benefit over 70% of
the state’s population connected to the grid and indirectly benefit rural Alaskans who are
geographically isolated from the railbelt.
This is a once-in-a-generation opportunity for Alaskans to stabilize an aging grid, bringing it up to
modern standards and improving its resiliency against future natural disasters, climate change, and the
ongoing challenges wrought by our rugged geographic terrain. Perhaps most importantly, these
improvements are critical to preparing Alaska for a fuel-diverse clean energy future so new sources of
energy can be fully integrated, whatever and wherever they may be.
The Railbelt Reliability Council (RRC) is a non-profit corporation certificated by the Regulatory
Commission of Alaska (RCA) as the Electric Reliability Organization (ERO) responsible for performing
Integrated Resource Planning and developing and enforcing Reliability, Security, and Non-
Discriminatory Open Access Transmission and Interconnection Standards for the railbelt bulk energy
system. The capital projects proposed in the GRIP applications will directly impact the system under
the RRC’s ERO jurisdiction.
The RRC was certificated less than six months ago, and is still in the process of staffing and organizing.
As such, the RRC cannot at this time render opinions on the specific projects included within the GRIP
applications. The RRC can affirm that the existing Railbelt grid has multiple single contingency
elements, capacity bottlenecks, and technical and operational constraints that prevent optimal
dispatch of the region’s existing and potential future suite of generation resources. The RRC can also
confirm that the existing Railbelt grid leaves some regions isolated for up to several months every year
during periods of annual maintenance and, at times, for even longer due to natural disasters such as
wildland fires.
The projects within the GRIP applications will address these long-standing limitations, and the parties
involved in developing the GRIP applications are the best-available team to advance current proposals
GRIP Application Support letter
March 10, 2023 Page 2 of 2
for railbelt system improvements to address these limitations. Over the timeframe that these capital
projects would unfold, the RRC will become fully functional, implementing standards and integrated
resource plans that will in time directly influence the refinement, execution, and operation of the
capital upgrades proposed in the GRIP applications.
The RRC Board of Directors is a balanced independent and stakeholder board whose directors
represent the stakeholder interests of railbelt utilities, independent power producers, residential,
industrial, and environmental consumers, and state agencies. The stakeholder interests represented
on the RRC’s board individually and collectively rely on the railbelt electric grid to power homes and
businesses, drive manufacturing, support resource development, and bolster community services that
make Alaska a place where current and future generations will thrive.
The RRC looks forward to continuing engagement with the utilities and the State in partnership to
ensure the benefits of this historic federal investment reach a wide and diverse group of Alaskans.
Thank you for your time and attention to Alaska’s infrastructure needs. You may reach me via e-mail
with any questions or requests for information.
Sincerely,
RAILBELT RELIABILITY COUNCIL
Joel D. Groves. P.E.
President and Board Chair
joel@polarconsult.net
ALASKA JOINT ELECTRICAL APPRENTICESHIP AND TRAINING TRUST
MELISSA CARESS
Statewide Training Director
Tom Cashen Training Center
5800 B Street
Anchorage, AK 99518
Tel: (907) 337-9508
Fax: (907) 337-9500
CASEY PTACEK
Training Coordinator
Kornfeind Training Center
4782 Dale Road
Fairbanks, AK 99709
Tel: (907) 479-4449
Fax: (907) 479-0425
May 18, 2023 U.S. Department of Energy
Grid Deployment Office
Office of Clean Energy Demonstrations
Re: FOA DE‐FOA‐0002740
To Whom it May Concern:
I’m writing today in support of the applications submitted by the members of Alaska’s Bradley Lake
Project Management Committee to Topic Areas 1,2 and 3 of the Grid Resilience and Innovation
Partnerships (GRIP) Program. The five Railbelt electric utilities and the State of Alaska’s Alaska Energy
Authority are working in unison to design, fund and implement a program of grid modernization that will
directly benefit over 75% of the state’s population connected to the grid and indirectly benefit rural
Alaskans who are geographically isolated from the Railbelt.
This is a once‐in‐a‐generation opportunity for Alaskans to stabilize an aging grid, bringing it up to modern
standards and bringing resiliency in the face of unprecedented natural disaster, climate change and
rugged geographic terrain. Perhaps most importantly, these improvements are critical to preparing
Alaska for a fuel‐diverse clean energy future and integrating new sources of energy, whatever they may
be and wherever they are created.
The Alaska Joint Electrical Apprenticeship & Training Trust (AJEATT) is responsible for supplying
apprentice manpower to the IBEW Local 1547 and AK NECA. These organizations represent the majority
of the electrical work performed in the State of Alaska, whose members rely on the Railbelt electric grid
to power homes and businesses and drive manufacturing, support resource development and bolster
community services that make Alaska a place where current and future generations will thrive. Going
forward, we look forward to engaging with the utilities and the State and partnering to make sure the
benefits of this historic federal investment reach a wide and diverse group of Alaskans.
Thank you for your time and attention to Alaska’s infrastructure needs. You may reach me at
1‐907‐337‐9508, or melissa@ajeatt.org with any questions or requests for information.
Sincerely,
Melissa Caress
Statewide Training Director
AJEATT
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
1
STATEMENT OF PROJECT OBJECTIVES (SOPO)
Railbelt Innovation Resiliency Project (RIR)
A. OBJECTIVE
The Railbelt Innovation Resiliency Project (RIR) aims to enhance resiliency and transfer
capability among the three regions of the Railbelt. The Railbelt has experienced
decreasing frequency regulation, slowed disturbance response and increasing magnitude
natural frequency oscillations. The current configuration of the Railbelt system restricts
the adoption of clean energy, diversification of the fuel supply, and Alaska’s preparation
for a sustainable carbon-free future. A key priority to achieve this objective is to reinforce
interconnections between the primary regions of the Railbelt by adding parallel lines and
implementing Battery Energy Storage Systems (BESS) to resolve long-standing frequency
control and instability issues. Alongside the High Voltage Direct Current (HVDC)
submarine cable, these additions will alleviate transmission congestion and optimize
interregional transfer capability. The project's innovative so lutions hold the promise of
curbing escalating energy prices, which currently rank among the highest in the nation,
while providing rural residents and disadvantaged communities with an opportunity to
enhance community viability. Sharing these solutions with other communities will
support collective efforts toward achieving clean, reliable, and affordable energy for all.
B. SCOPE OF WORK
The RIR project involves four primary components to meet the project’s objectives. The
projects involve the interconnection of AC Transmission with a DC Bi-polar High Voltage
Direct Current (HVDC) submarine circuit and three large capacity Battery Energy Storage
systems (BESS). Coordinated interregional control and operations of the BESS and HVDC
line will tie all the individual systems together to maximize stability and limit congestion.
Phase 1 – New 230kV interconnection from Soldotna and Beluga to the terminals of the
Phase 2 HVDC submarine cable) – these components are necessary to add a parallel
interconnection between the Southern Region to the Central Region. Combined with the
HVDC line they will provide a second path from the Southern Region to Central region
that will provide redundancy and limit exposure to fire danger and avalanches and
maintenance and construction outages which have been the major cause of system
separation. Tying to Beluga is necessary to fully utilize the existing transmission
connections to the Central and Northern Regions.
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
2
Phase 2 - HVDC Submarine Circuit across Cook Inlet – The HVDC submarine Cable system
provides for increased transfer capability and the ability to mitigate system stability
challenges aiding in the elimination of interregional oscillations.
Phase 3 - BESS units in both Central Northern Regions and Southern (existing) will work
to control frequency caused by transmission line or generation trips from either
unplanned unit trips or non-dispatchable power swings caused by wind and solar. The
BESS units are necessary to fully integrate variable renewable generation and will work in
concert with the HVDC controllers to minimize system oscillations.
Phase 4 – New parallel interconnections between Central and Northern regions. Like
Phase 1, the new path between the regions will not only improve resiliency and reliability
but will increase energy transfer capability between the regions by 2-3 times. Providing
a parallel path assures that all energy will continue to flow if the alternative path is lost.
Major load swings between regions are also avoided by increasing system stability and
allowing the lines to carry additional capacity reducing congestion.
C. TASKS TO BE PERFORMED
Task 1.0: Project Management and Planning (PMP):
Subtask 1.1 – Project Management Plan (PMP):
A PMP will be submitted within 60 days of the award.
Subtask 1.2: National Environmental Policy Act (NEPA) Compliance
The Applicant will undertake an Environmental Impact Study (EIS) with a lead
agency (DOE) to identify and analyze possible adverse environmental impacts and
investigate reasonable alternatives as appropriate.
Subtask 1.3: Cybersecurity Plan (CSP)
The Applicant will focus its efforts on protecting the Federal systems and its
networks from cyber threats. The plan will incorporate processes to identify,
investigate and mitigate threats from targeted phishing, denial of service attacks,
and the introduction of malware into the system. A coordinated effort with the
State, the utilities, and DOE will be undertaken to implement the tools necessary
to provide continuous diagnostics and mitigation. The plan will be compliant with
AKCIP standards.
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
3
A full cybersecurity plan will be submitted during award negotiations and prior to
receiving project funding.
Subtask 1.4: Continuation Briefing(s):
A continuation briefing will be done on an annual basis to explain the plans,
progress, and results of the technical effort.
Task 2.0: Preliminary Design, Community Benefit Plan (CBP) Outreach & Engineering –
Design criteria for transmission lines, substations, submarine cable, converter stations,
and BESS units.
Subtask 2.1 – Risk Evaluation – Evaluate transmission components.
Subtask 2.11 – Evaluate new transmission corridor for known events such
as CBP input, avalanche, seismic, wildfire, heavy snow and ice loading.
Subtask 2.12 – Evaluate subsea cable routing for CBP input, undersea
obstructions, tidal currents, ice scouring, and Beluga whale migration.
Subtask 2.13 – Evaluate BESS units for CBP input, fire suppression,
temperature, and hazardous materials disposal.
Subtask 2.2 – Design Criteria – Develop tailored and innovative design criteria to
mitigate input and risks identified in 2.1. Evaluate alternative routing alignment
as necessary.
Subtask 2.3 – Preliminary Design – Engineer for submarine cable, converter
stations, BESS units, foundations, anchors, guys, structure type, span length,
conductor size, design, and sag. Evaluate potential right-of-way alignment, land
ownership and permit requirements.
Task 3.0: Public Notice – Provide public notice of intent to construct, provide data, seek
input, and provide feedback. Adjust design and routing as necessary to secure permits.
Task 4.0: Final Design & Engineering – Prepare final design documents for permitting and
construction.
Task 5.0: Permitting – Undertake EIS and apply for permits from appropriate agencies.
Subtask 5.1 – Notice of Intent to Prepare EIS
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
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Subtask 5.2 – Scoping process –Federal agency begins the scoping process by
publishing a Notice of Intent (NOI). The NOI describes the project and provides
background on potential impacts. The public provides comments on the proposed
project, proposed alternatives, and environmental impacts. Applicant holds
public meetings to obtain comments.
Subtask 5.3 – Notice of Availability of Draft EIS – the Draft EIS presents, analyzes,
and compares potential environmental impacts and proposed actions for
mitigation.
Subtask 5.4 – Notice of Availability of Final EIS – EIS prepared and distributed
including comments from Draft EIS.
Subtask 5.5 – Record of Decision – Notice of decision and rationale for decision
giving factors such as cost, technical feasibility, agency and national objectives,
and environmental impacts of any actions.
Task 6.0: Procurement – Secure long-term materials such as submarine cable, inverters,
converters, transformers, steel structures, and specialized equipment.
Task 7.0: Construction – Undertake construction process
Subtask 7.1 – Solicitation – prepare construction documents and evaluate most
cost-effective method to seek bids.
Subtask 7.2 – Award – Award contracts for construction
Subtask 7.3 – Construction Management – Initiate project management office
Subtask 7.4 – Construction Close Out Process
Task 8.0: Testing & Commissioning – Undertake final inspection, energization, and
cutovers as necessary.
D. DELIVERABLES
I. Management Reporting
a. Progress Report
b. Project Management Plan (PMP)
c. Cybersecurity Plan
d. Continuation Briefings
II. Financial Reporting
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
5
III. Closeout Reporting
E. BREIFINGS/TECHNCIAL PRESENTATIONS
Briefings and technical presentations will be prepared as requested by the Federal Project
Officer which may include a kickoff briefing, pre-continuation briefing, final project
briefing and other technical, financial and/or administrative briefings as requested by the
DOE.
Award Number:
Award Recipient:
(May be award recipient or sub-recipient)
Section A - Budget Summary
Federal Cost Share Total Costs Cost Share %Proposed Budget Period Dates
Budget Period 1 $103,376,300 $103,250,000 $206,626,300 49.97%1/1/2024-12/30/2025
Budget Period 2 $103,348,768 $103,250,000 $206,598,768 49.98%1/1/2026-12/30/2027
Budget Period 3 $102,801,234 $103,250,000 $206,051,234 50.11%1/1/2028-12/30/2029
Budget Period 4 $103,473,699 $103,250,000 $206,723,699 49.95%1/1/2030-12/30/2031
Budget Period 5 $0 $0 $0 0.00%
Total $413,000,000 $413,000,000 $826,000,000 50.00%
Section B - Budget Categories
CATEGORY Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 Total Costs % of Project Comments (as needed)
a. Personnel $3,249,314 $3,379,287 $3,509,259 $3,639,232 $0 $13,777,092 1.67%
b. Fringe Benefits $0 $0 $0 $0 $0 $0 0.00%
c. Travel $117,600 $117,600 $117,600 $117,600 $0 $470,400 0.06%
d. Equipment $100,000 $0 $0 $0 $0 $100,000 0.01%
e. Supplies $80,000 $80,000 $80,000 $80,000 $0 $320,000 0.04%
f. Contractual
Sub-recipient $0 $0 $0 $0 $0 $0 0.00%
Contractor $202,267,059 $202,177,059 $201,467,059 $201,977,059 $0 $807,888,237 97.81%
FFRDC $0 $0 $0 $0 $0 $0 0.00%
Total Contractual $202,267,059 $202,177,059 $201,467,059 $201,977,059 $0 $807,888,237 97.81%
g. Construction $0 $0 $0 $0 $0 $0 0.00%
h. Other Direct Costs $0 $0 $0 $0 $0 $0 0.00%
Total Direct Costs $205,813,974 $205,753,946 $205,173,919 $205,813,891 $0 $822,555,729 99.58%
i. Indirect Charges $812,326 $844,822 $877,315 $909,808 $0 $3,444,271 0.42%
Total Costs $206,626,300 $206,598,768 $206,051,234 $206,723,699 $0 $826,000,000 100.00%
Instructions and Summary
Date of Submission:
SUMMARY OF BUDGET CATEGORY COSTS PROPOSED
The values in this summary table are from entries made in subsequent tabs, only blank white cells require data entry
Additional Explanation (as needed):
Form submitted by:
Please read the instructions on each worksheet tab before starting. If you have any questions, please ask your DOE contact!
Do not modify this template or any cells for formulas!
1. If using this form for award application, negotiation, or budget revision, fill out the blank white cells in workbook tabs a. through j. with total project costs.
2. Blue colored cells contain instructions, headers, or summary calculations and should not be modified. Only blank white cells should be populated.
3. Enter detailed support for the project costs identified for each Category line item within each worksheet tab to autopopulate the summary tab.
4. The total budget presented on tabs a. through i. must include both Federal (DOE) and Non-Federal (cost share) portions.
5. All costs incurred by the preparer's sub-recipients, contractors, and Federal Research and Development Centers (FFRDCs), should be entered only in section f. Contractual. All other sections are for the costs of the preparer
only.
6. Ensure all entered costs are allowable, allocable, and reasonable in accordance with the administrative requirements prescribed in 2 CFR 200, and the applicable cost principles for each entity type: FAR Part 31 for For-Profit
entities; and 2 CFR Part 200 Subpart E - Cost Principles for all other non-federal entities.
7. Add rows as needed throughout tabs a. through j. If rows are added, formulas/calculations may need to be adjusted by the preparer. Do not add rows to the Instructions and Summary tab. If your project contains more than
five budget periods, consult your DOE contact before adding additional budget period rows and columns.
8. ALL budget period cost categories are rounded to the nearest dollar.
BURDEN DISCLOSURE STATEMENT
Public reporting burden for this collection of information is estimated to average 24 hours per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and
reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Office of Information Resources Management Policy, Plans,
and Oversight, AD-241-2 - GTN, Paperwork Reduction Project (1910-5162), U.S. Department of Energy 1000 Independence Avenue, S.W., Washington, DC 20585; and to the Office of Management and Budget, Paperwork Reduction Project (1910-
5162), Washington, DC 20503.
Time
(Hrs)
Hourly
Rate
($/Hr)
Total
Budget
Period 1
Time
(Hrs)
Hourly
Rate
($/Hr)
Total
Budget
Period 2
Time
(Hrs)
Hourly
Rate
($/Hr)
Total
Budget
Period 3
Time
(Hrs)
Hourly
Rate
($/Hr)
Total
Budget
Period 4
Time
(Hrs)
Hourly
Rate
($/Hr)
Total
Budget
Period 5
1 Sr. Engineer (EXAMPLE!!!)2000 $85.00 $170,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 200 $50.00 $10,000 2400 $190,000
2 Technicians (2)4000 $20.00 $80,000 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 0 $0.00 $0 4000 $80,000
1 thru 8 Contracting Officer 390 84.31 $32,881 390 $87.68 $34,196 390 $91.05 $35,511 390 $94.43 $36,827 - $0.00 $0 1560 $139,415
1 thru 8 Contracting Officer 1170 84.31 $98,643 1170 $87.68 $102,588 1170 $91.05 $106,534 1170 $94.43 $110,480 - $0.00 $0 4680 $418,245
1 thru 8 Executive Director 390 181.61 $70,828 390 $188.87 $73,661 390 $196.14 $76,494 390 $203.40 $79,327 - $0.00 $0 1560 $300,310
1 thru 8 Communication Director 1170 96.32 $112,694 1170 $100.17 $117,202 1170 $104.03 $121,710 1170 $107.88 $126,218 - $0.00 $0 4680 $477,824
1 thru 8 GIS 780 77.49 $60,442 780 $80.59 $62,860 780 $83.69 $65,278 780 $86.79 $67,695 - $0.00 $0 3120 $256,275
1 thru 8 Owned Assets Director 975 154.49 $150,628 975 $160.67 $156,653 975 $166.85 $162,678 975 $173.03 $168,703 - $0.00 $0 3900 $638,662
1 thru 8 Senior Infrastructure Engineer 1560 109.26 $170,446 1560 $113.63 $177,263 1560 $118.00 $184,081 1560 $122.37 $190,899 - $0.00 $0 6240 $722,689
1 thru 8 Infrastructure Engineer 1560 104.28 $162,677 1560 $108.45 $169,184 1560 $112.62 $175,691 1560 $116.79 $182,198 - $0.00 $0 6240 $689,750
1 thru 8 Program Project Manager 3,900 150.00 $585,000 3,900 $156.00 $608,400 3,900 $162.00 $631,800 3,900 $168.00 $655,200 - $0.00 $0 15600 $2,480,400
1 thru 8 Environmental Engineer 3,900 150.00 $585,000 3,900 $156.00 $608,400 3,900 $162.00 $631,800 3,900 $168.00 $655,200 - $0.00 $0 15600 $2,480,400
1 thru 8 Program Project Manager 3,900 104.28 $406,692 3,900 $108.45 $422,960 3,900 $112.62 $439,227 3,900 $116.79 $455,495 - $0.00 $0 15600 $1,724,374
1 thru 8 Program Project Manager 3,900 104.28 $406,692 3,900 $108.45 $422,960 3,900 $112.62 $439,227 3,900 $116.79 $455,495 - $0.00 $0 15600 $1,724,374
1 thru 8 Program Project Manager 3,900 104.28 $406,692 3,900 $108.45 $422,960 3,900 $112.62 $439,227 3,900 $116.79 $455,495 - $0.00 $0 15600 $1,724,374
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
$0 $0 $0 $0 $0 0 $0
Total Personnel Costs 27495 $3,249,314 27495 $3,379,287 27495 $3,509,259 27495 $3,639,232 0 $0 109980 $13,777,092
Additional Explanation (as needed):
Position Title
INSTRUCTIONS - PLEASE READ!!!
1. List project costs solely for employees of the entity completing this form. All personnel costs for subrecipients and contractors must be included under f. Contractual.
2. All personnel should be identified by position title and not employee name. Enter the amount of time (e.g., hours or % of time) and the base hourly rate and the total direct personnel compensation will automatically calculate. Rate basis (e.g., rate negotiated for each hour
worked on the project, labor distribution report, state civil service rates, etc.) must also be identified.
3. If loaded labor rates are utilized, a description of the costs the loaded rate is comprised of must be included in the Additional Explanation section below. DOE must review all components of the loaded labor rate for reasonableness and unallowable costs (e.g. fee or profit).
4. If a position and hours are attributed to multiple employees (e.g. Technician working 4000 hours) the number of employees for that position title must be identified.
5. Each budget period is rounded to the nearest dollar.
SOPO
Task #Rate BasisProject Total
Dollars
Budget Period 4 Budget Period 5
a. Personnel
Project
Total
Hours
Budget Period 1 Budget Period 2 Budget Period 3
Detailed Budget Justification
Labor Type Total Project
Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total Personnel Costs Rate Total
EXAMPLE!!! Sr. Engineer $170,000 20%$34,000 $10,000 20%$2,000 $10,000 20%$2,000 $10,000 20%$2,000 $10,000 20%$2,000 $38,000
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
Total:$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Detailed Budget Justification
b. Fringe Benefits
Additional Explanation (as necessary): Please use this box (or an attachment) to list the elements that comprise your fringe benefits and how they are applied to your base (e.g. Personnel) to arrive at your fringe benefit rate.
INSTRUCTIONS - PLEASE READ!!!
1. Fill out the table below by position title. If all employees receive the same fringe benefits, you can show "Total Personnel" in the Labor Type column instead of listing out all position titles.
2. The rates and how they are applied should not be averaged to get one fringe cost percentage. Complex calculations should be described/provided in the Additional Explanation section below.
3. The fringe benefit rates should be applied to all positions, regardless of whether those funds will be supported by Federal Share or Recipient Cost Share.
4. Each budget period is rounded to the nearest dollar.
______ A fringe benefit rate has been negotiated with, or approved by, a federal government agency. A copy of the latest rate agreement is/was included with the project application.*
______ There is not a current federally approved rate agreement negotiated and available.**
*Unless the organization has submitted an indirect rate proposal which encompasses the fringe pool of costs, please provide the organization’s benefit package and/or a list of the components/elements that comprise the fringe pool and the cost or percentage of each component/element allocated to the
labor costs identified in the Budget Justification (Form EERE 335.1).
**When this option is checked, the entity preparing this form shall submit an indirect rate proposal in the format provided in the Sample Rate Proposal at https://www.energy.gov/eere/funding/downloads/sample-indirect-rate-proposal-and-profit-compliance-audit , or a format that provides the same level of
information and which will support the rates being proposed for use in the performance of the proposed project.
A federally approved fringe benefit rate agreement, or a proposed rate supported and agreed upon by DOE for estimating purposes is required at the time of award negotiation if reimbursement for fringe benefits is requested. Please check (X) one of the options below and provide
the requested information if not previously submitted.
Budget Period 2 Budget Period 3Budget Period 1 Budget Period 4 Budget Period 5
SOPO
Task #Purpose of Travel Depart From Destination No. of
Days
No. of
Travelers
Lodging
per
Traveler
Flight
per
Traveler
Vehicle
per
Traveler
Per Diem
Per
Traveler
Cost per
Trip Basis for Estimating Costs
Domestic Travel
1 EXAMPLE!!! Visit to PV manufacturer 2 2 $250 $500 $100 $160 $2,020 Current GSA rates
1 and 2
In-State Trips - Northern Sites 10 trips per year; 2 people per trip.
Anchorage Northern Alaska 2 40 $250 $1,100 $100 $58,000 Previous experience
1 and 2
In-State Trips - Southern Sites 10 trips per year; 2 people per trip.
Anchorage Southern Alaska 2 40 $250 $500 $100 $34,000 Previous experience
1 and 2 Out of State Trips - 2 per year WA - DC Anchorage Out of State 5 2 $1,000 $1,500 $500 $12,000 Previous experience
1 and 2 Out of State Conference / Transmission Training Anchorage Out of State 5 2 $1,000 $1,500 $400 $500 $13,600 Previous experience
International Travel
$0
Budget Period 1 Total $117,600
Domestic Travel
3 and 4
In-State Trips - Northern Sites 10 trips per year; 2 people per trip.
Anchorage Northern Alaska 2 40 $250 $1,100 $100 $58,000 Previous experience
3 and 4
In-State Trips - Southern Sites 10 trips per year; 2 people per trip.
Anchorage Southern Alaska 2 40 $250 $500 $100 $34,000 Previous experience
3 and 4 Out of State Trips - 2 per year WA - DC Anchorage Out of State 5 2 $1,000 $1,500 $500 $12,000 Previous experience
3 and 4 Out of State Conference / Transmission Training Anchorage Out of State 5 2 $1,000 $1,500 $400 $500 $13,600 Previous experience
International Travel
$0
Budget Period 2 Total $117,600
Domestic Travel
5 and 6
In-State Trips - Northern Sites 10 trips per year; 2 people per trip.
Anchorage Northern Alaska 2 40 $250 $1,100 $100 $58,000 Previous experience
5 and 6
In-State Trips - Southern Sites 10 trips per year; 2 people per trip.
Anchorage Southern Alaska 2 40 $250 $500 $100 $34,000 Previous experience
5 and 6 Out of State Trips - 2 per year WA - DC Anchorage Out of State 5 2 $1,000 $1,500 $500 $12,000 Previous experience
5 and 6 Out of State Conference / Transmission Training Anchorage Out of State 5 2 $1,000 $1,500 $400 $500 $13,600 Previous experience
International Travel
$0
Budget Period 3 Total $117,600
Domestic Travel
7 and 8
In-State Trips - Northern Sites 10 trips per year; 2 people per trip.
Anchorage Northern Alaska 2 40 $250 $1,100 $100 $58,000 Previous experience
7 and 8
In-State Trips - Southern Sites 10 trips per year; 2 people per trip.
Anchorage Southern Alaska 2 40 $250 $500 $100 $34,000 Previous experience
7 and 8 Out of State Trips - 2 per year WA - DC Anchorage Out of State 5 2 $1,000 $1,500 $500 $12,000 Previous experience
7 and 8 Out of State Conference / Transmission Training Anchorage Out of State 5 2 $1,000 $1,500 $400 $500 $13,600 Previous experience
International Travel
$0
Budget Period 4 Total $117,600
Domestic Travel
$0
$0
$0
$0
International Travel
$0
Budget Period 5 Total $0
PROJECT TOTAL $470,400
INSTRUCTIONS - PLEASE READ!!!
1. Identify Foreign and Domestic Travel as separate items. Examples of Purpose of Travel are subrecipient site visits, DOE meetings, project mgmt. meetings, etc. Examples of Basis for Estimating Costs are past trips,
travel quotes, GSA rates, etc.
2. All listed travel must be necessary for performance of the Statement of Project Objectives.
3. Only travel that is directly associated with this award should be included as a direct travel cost to the award.
4. Federal travel regulations are contained within the applicable cost principles for all entity types.
5. Travel costs should remain consistent with travel costs incurred by an organization during normal business operations as a result of the organizations written travel policy. In absence of a written travel policy, organizations
must follow the regulations prescribed by the General Services Administration.
6. Columns E, F, G, H, I, J, and K are per trip.
7. The number of days is inclusive of the day of departure and the day of return.
8. Recipients should enter City and State (or City and Country for International travel) in the Depart from and Destination fields.
9. Each budget period is rounded to the nearest dollar.
Additional Explanation (as needed):
c. Travel
Detailed Budget Justification
Budget Period 1
Budget Period 2
Budget Period 3
Budget Period 4
Budget Period 5
SOPO
Task #Equipment Item Qty Unit Cost Total Cost Basis of Cost Justification of need
3,4,5 EXAMPLE!!! Thermal shock chamber 2 $70,000 $140,000 Vendor Quote - Attached Reliability testing of PV modules- Task 4.3
1,2 Office set-up 10 $10,000 $100,000 Previous experience 10 new staff office set-up
$0
$0
$0
$0
$0
Budget Period 1 Total $100,000
$0
$0
$0
$0
$0
$0
Budget Period 2 Total $0
$0
$0
$0
$0
$0
$0
Budget Period 3 Total $0
$0
$0
$0
$0
$0
$0
Budget Period 4 Total $0
$0
$0
$0
$0
$0
$0
Budget Period 5 Total $0
TOTAL EQUIPMENT $100,000
d. Equipment
Detailed Budget Justification
INSTRUCTIONS - PLEASE READ!!!
1. Equipment is generally defined as an item with an acquisition cost greater than $5,000 and a useful life expectancy of more than one year. Please refer to the applicable Federal regulations in 2 CFR 200 for
specific equipment definitions and treatment.
2. List all equipment below, providing a basis of cost (e.g. contractor quotes, catalog prices, prior invoices, etc.). Briefly justify items as they apply to the Statement of Project Objectives. If it is existing equipment,
provide logical support for the estimated value shown.
3. During award negotiations, provide a contractor quote for all equipment items over $50,000 in price. If the contractor quote is not an exact price match, provide an explanation in the additional explanation
section below. If a contractor quote is not practical, such as for a piece of equipment that is purpose-built, first of its kind, or otherwise not available off the shelf, provide a detailed engineering estimate for how
the cost estimate was derived.
4. Each budget period is rounded to the nearest dollar.
Additional Explanation (as needed):
Budget Period 3
Budget Period 2
Budget Period 1
Budget Period 4
Budget Period 5
SOPO
Task #General Category of Supplies Qty Unit Cost Total Cost Basis of Cost Justification of need
4,6 EXAMPLE!!! Wireless DAS components 10 $360.00 $3,600 Catalog price For Alpha prototype - Task 2.4
1,2 Misc. Supplies 40 $2,000.00 $80,000 Previous experience 20 staff members - $2,000/pp per year
$0
$0
$0
$0
$0
$0
Budget Period 1 Total $80,000
3,4 Misc. Supplies 40 $2,000.00 $80,000 Previous experience 20 staff members - $2,000/pp per year
$0
$0
$0
$0
$0
$0
$0
Budget Period 2 Total $80,000
5,6 Misc. Supplies 40 $2,000.00 $80,000 Previous experience 20 staff members - $2,000/pp per year
$0
$0
$0
$0
$0
$0
$0
Budget Period 3 Total $80,000
7,8 Misc. Supplies 40 $2,000.00 $80,000 Previous experience 20 staff members - $2,000/pp per year
$0
$0
$0
$0
$0
$0
$0
Budget Period 4 Total $80,000
$0
$0
$0
$0
$0
$0
$0
$0
Budget Period 5 Total $0
TOTAL SUPPLIES $320,000
Detailed Budget Justification
INSTRUCTIONS - PLEASE READ!!!
1. Supplies are generally defined as an item with an acquisition cost of $5,000 or less and a useful life expectancy of less than one year. Supplies are generally consumed during the project
performance. Please refer to the applicable Federal regulations in 2 CFR 200 for specific supplies definitions and treatment.
2. List all proposed supplies below, providing a basis of costs (e.g. contractor quotes, catalog prices, prior invoices, etc.). Briefly justify the need for the Supplies as they apply to the Statement of Project
Objectives. Note that Supply items must be direct costs to the project at this budget category, and not duplicative of supply costs included in the indirect pool that is the basis of the indirect rate applied
for this project.
3. Multiple supply items valued at $5,000 or less used to assemble an equipment item with a value greater than $5,000 with a useful life of more than one year should be included on the equipment tab. If
supply items and costs are ambiguous in nature, contact your DOE representative for proper categorization.
4. Add rows as needed. If rows are added, formulas/calculations may need to be adjusted by the preparer.
5. Each budget period is rounded to the nearest dollar.
Additional Explanation (as needed):
Budget Period 1
e. Supplies
Budget Period 2
Budget Period 3
Budget Period 4
Budget Period 5
SOPO
Task #
Sub-Recipient
Name/Organization Sub-Recipient Unique Entity Identifier (UEI) Purpose and Basis of Cost Budget
Period 1
Budget
Period 2
Budget
Period 3
Budget
Period 4
Budget
Period 5 Project Total
2,4 EXAMPLE!!! XYZ Corp.Partner to develop optimal lens for Gen 2 product. Cost estimate based
on personnel hours.
$48,000 $32,000 $16,000 $96,000
$0
$0
$0
$0
$0
$0
Sub-total $0 $0 $0 $0 $0 $0
SOPO
Task #Purpose and Basis of Cost Budget
Period 1
Budget
Period 2
Budget
Period 3
Budget
Period 4
Budget
Period 5 Project Total
6 Contractor for developing robotics to perform lens inspection. Estimate
provided by contractor.
$32,900 $86,500 $119,400
1 thru 8 State of Alaska or competitive bid $400,000 $400,000 $400,000 $400,000 $0 $1,600,000
1 thru 8 Competitive bid $42,059 $42,059 $42,059 $42,059 $168,237
2,3,4 Competitive bid $100,000 $100,000 $100,000 $100,000 $400,000
2 thru 8 Competitive bid $400,000 $400,000 $400,000 $400,000 $1,600,000
2,3,4 Lands Consultant Competitive bid $400,000 $400,000 $400,000 $400,000 $1,600,000
2 thru 7 Labor/Governmental Consulting Competitive bid $225,000 $225,000 $225,000 $225,000 $900,000
1 thru 8 Project Coordination Committee Competitive bid $600,000 $600,000 $60,000 $600,000 $1,860,000
1 thru 8 Contractor Federal Project Reporting Competitive bid $150,000 $150,000 $150,000 $150,000 $600,000
2 thru 7 Contractor Projects Competitive bid $199,500,000 $199,500,000 $199,500,000 $199,500,000 $0 $798,000,000
2 thru 8 Accounting & Auditing Services Competitive bid $150,000 $150,000 $150,000 $150,000 $600,000
4,5 Insurance Consultant Competitive bid $100,000 $10,000 $10,000 $10,000 $130,000
4,5 Competitive bid $200,000 $200,000 $30,000 $0 $430,000
Sub-total $202,267,059 $202,177,059 $201,467,059 $201,977,059 $0 $807,888,237
SOPO
Task #Purpose and Basis of Cost Budget
Period 1
Budget
Period 2
Budget
Period 3
Budget
Period 4
Budget
Period 5 Project Total
$0
$0
Sub-total $0 $0 $0 $0 $0 $0
$202,267,059 $202,177,059 $201,467,059 $201,977,059 $0 $807,888,237Total Contractual
Detailed Budget Justification
f. Contractual
INSTRUCTIONS - PLEASE READ!!!
1. The entity completing this form must provide all costs related to sub-recipients, contractors, and FFRDC partners in the applicable boxes below.
2. Sub-recipients (partners, sub-awardees): Subrecipients shall submit a Budget Justification describing all project costs and calculations when their total proposed budget exceeds either (1) $100,000 or (2) 25% of total award costs. These sub-recipient forms may be completed by either the
sub-recipients themselves or by the preparer of this form. The budget totals on the sub-recipient's forms must match the sub-recipient entries below. A subrecipient is a legal entity to which a subaward is made, who has performance measured against whether the objectives of the Federal
program are met, is responsible for programmatic decision making, must adhere to applicable Federal program compliance requirements, and uses the Federal funds to carry out a program of the organization. All characteristics may not be present and judgment must be used to determine
subrecipient vs. contractor status.
3. Contractors: List all contractors supplying commercial supplies or services used to support the project. For each Contractor cost with total project costs of $100,000 or more, a Contractor quote must be provided. A contractor is a legal entity contracted to provide goods and services within
normal business operations, provides similar goods or services to many different purchasers, operates in a competitive environment, provides goods or services that are ancillary to the operation of the Federal program, and is not subject to compliance requirements of the Federal program.
All characteristics may not be present and judgment must be used to determine subrecipient vs.contractor status.
4. Federal Funded Research and Development Centers (FFRDCs): FFRDCs must submit a signed Field Work Proposal during award application. The award recipient may allow the FFRDC to provide this information directly to DOE, however project costs must also be provided below.
5. Each budget period is rounded to the nearest dollar.
Additional Explanation (as needed):
Contractor
Name/Organization
EXAMPLE!!! ABC Corp.
Legal Services
Public Relations Firm
Cultural Consultation
Design & Engineering Consultant
NEPA Consultant
FFRDC
Name/Organization
SOPO
Task #General Description Cost Basis of Cost Justification of need
3 EXAMPLE ONLY!!! Three days of excavation for platform site $28,000 Engineering estimate Site must be prepared for construction of platform.
Budget Period 1 Total $0
Budget Period 2 Total $0
Budget Period 3 Total $0
Budget Period 4 Total $0
Budget Period 5 Total $0
TOTAL CONSTRUCTION $0
Detailed Budget Justification
g. Construction
PLEASE READ!!!
1. Construction, for the purpose of budgeting, is defined as all types of work done on a particular building, including erecting, altering, or remodeling. Construction conducted by the award recipient is
entered on this page. Any construction work that is performed by a contractor or subrecipient should be entered under f. Contractual.
2. List all proposed construction below, providing a basis of cost such as engineering estimates, prior construction, etc., and briefly justify its need as it applies to the Statement of Project Objectives.
3. Each budget period is rounded to the nearest dollar.
Overall description of construction activities: Example Only!!! - Build wind turbine platform
Additional Explanation (as needed):
Budget Period 1
Budget Period 2
Budget Period 5
Budget Period 3
Budget Period 4
SOPO
Task #General Description and SOPO Task # Cost Basis of Cost Justification of need
5 EXAMPLE!!! Grad student tuition - tasks 1-3 $16,000 Established UCD costs Support of graduate students working on project
Budget Period 1 Total $0
Budget Period 2 Total $0
Budget Period 3 Total $0
Budget Period 4 Total $0
Budget Period 5 Total $0
TOTAL OTHER DIRECT COSTS $0
Detailed Budget Justification
h. Other Direct Costs
Additional Explanation (as needed):
INSTRUCTIONS - PLEASE READ!!!
1. Other direct costs are direct cost items required for the project which do not fit clearly into other categories. These direct costs must not be included in the indirect costs (for which the indirect rate is
being applied for this project). Examples are: tuition, printing costs, etc. which can be directly charged to the project and are not duplicated in indirect costs (overhead costs).
2. Basis of cost are items such as vendor quotes, prior purchases of similar or like items, published price list, etc.
3. Each budget period is rounded to the nearest dollar.
Budget Period 1
Budget Period 3
Budget Period 2
Budget Period 4
Budget Period 5
Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5 Total
Provide ONLY Applicable Rates:
Overhead Rate 0.00%0.00%0.00%0.00%0.00%
General & Administrative (G&A)0.00%0.00%0.00%0.00%0.00%
FCCM Rate, if applicable 0.00%0.00%0.00%0.00%0.00%
OTHER Indirect Rate 25.00%25.00%25.00%25.00%0.00%
Indirect Costs (As Applicable):
Overhead Costs $812,326 $844,822 $877,315 $909,808 $0 $3,444,271
G&A Costs $0
FCCM Costs, if applicable $0
OTHER Indirect Costs $0
Total indirect costs requested:$812,326 $844,822 $877,315 $909,808 $0 $3,444,271
i. Indirect Costs
INSTRUCTIONS - PLEASE READ!!!
1. Fill out the table below to indicate how your indirect costs are calculated. Use the box below to provide additional explanation regarding your indirect rate calculation.
2. The rates and how they are applied should not be averaged to get one indirect cost percentage. Complex calculations or rates that do not do not correspond to the below categories should be described/provided in the Additional Explanation section below. If
questions exist, consult with your DOE contact before filling out this section.
3. The indirect rate should be applied to both the Federal Share and Recipient Cost Share.
4. NOTE: A Recipient who elects to employ the 10% de minimis Indirect Cost rate cannot claim resulting cost as a Cost Share contribution, nor can the Recipient claim "unrecovered indirect costs" as a Cost Share contribution . Neither of these costs
can be reflected as actual indirect cost rates realized by the orgnaization, and therefore are not verifiable in the Recipient records as required by Federal Regulation (200.306(b)(1))
5.. Each budget period is rounded to the nearest dollar.
Explanation of BASE
AEA is in the process of developing an indirect cost allocation plan (ICAP) and is working with independent contractor to develop a cost model to track and allocate indirect costs for federal cost recovery. AEA will seek approval of the ICAP by their cognizant agency
as required. AEA understands that this process will take up to two years for development of the ICAP and the required approval. Currently, AEA utilized the 10% de minimis rate in accordance with 2 CFR 200.414(f). AEA fully expects to have an approved ICAP
and indirect cost rate by July 1, 2025 and therefore, for budgetary purposes only, AEA has used an estimated rate of 25%. AEA will only request reimbursement based on the 10% de minimis rate or an approved indirect cost rate.
Detailed Budget Justification
You must provide an explanation (below or in a separate attachment) and show how your indirect cost rate was applied to this budget in order to come up with the indirect costs shown.
A federally approved indirect rate agreement, or rate proposed (supported and agreed upon by DOE for estimating purposes) is required if reimbursement of indirect costs is requested. Please check (X) one of the
options below and provide the requested information if it has not already been provided as requested, or has changed.
Example: Labor + Fringe
______ An indirect rate has been approved or negotiated with a federal government agency. A copy of the latest rate agreement is included with this application and will be provided electronically to the Contracting Officer for this project.
__X____ The organization does not have a current, federally approved indirect cost rate agreement and has provided an indirect rate proposal in support of the proposed costs.
__X____ This organization has elected to apply a 10% de minimis rate in accordance with 2 CFR 200.414(f).
Organization/Source Type (Cash or
In Kind)
Cost Share Item Budget
Period 1
Budget
Period 2
Budget
Period 3
Budget
Period 4
Budget
Period 5
Total Project
Cost Share
ABC Company
EXAMPLE!!!
Cash Project partner ABC Company will provide 20 PV modules for product
development at the price of $680 per module
$13,600 $13,600
State of Alaska 413000000 Subject to legislative approval, the state of Alaska will invest in this project $103,250,000 $103,250,000 $103,250,000 $103,250,000 $413,000,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL COST SHARE $103,250,000 $103,250,000 $103,250,000 $103,250,000 $0 $413,000,000
$826,000,000 50.0%
Additional Explanation (as needed):
Cost Share
Detailed Budget Justification
PLEASE READ!!!
1. A detailed presentation of the cash or cash value of all cost share proposed must be provided in the table below. All items in the chart below must be identified within the applicable cost category tabs a. through i. in addition
to the detailed presentation of the cash or cash value of all cost share proposed provided in the table below. Identify the source organization & amount of each cost share item proposed in the award.
2. Cash Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) for costs incurred and paid for during the
project. This includes when an organization pays for personnel, supplies, equipment, etc. for their own company with organizational resources. If the item or service is reimbursed for, it is cash cost share. All cost share items
must be necessary to the performance of the project. Contractors may not provide cost share. Any partial donation of goods or services is considered a discount and is not allowable.
3. In Kind Cost Share - encompasses all contributions to the project made by the recipient, subrecipient, or third party (an entity that does not have a role in performing the scope of work) where a value of the contribution can
be readily determined, verified and justified but where no actual cash is transacted in securing the good or service comprising the contribution. In Kind cost share items include volunteer personnel hours, the donation of space
or use of equipment, etc. The cash value and calculations thereof for all In Kind cost share items must be justified and explained in the Cost Share Item section below. All cost share items must be necessary to the
performance of the project. If questions exist, consult your DOE contact before filling out In Kind cost share in this section. Contractors may not provide cost share. Any partial donation of goods or services is considered a
discount and is not allowable.
4. Funds from other Federal sources MAY NOT be counted as cost share. This prohibition includes FFRDC sub-recipients. Non-Federal sources include any source not originally derived from Federal funds. Cost sharing
commitment letters from subrecipients and third parties must be provided with the original application.
5. Fee or profit, including foregone fee or profit, are not allowable as project costs (including cost share) under any resulting award. The project may only incur those costs that are allowable and allocable to the project
(including cost share) as determined in accordance with the applicable cost principles prescribed in FAR Part 31 for For-Profit entities and 2 CFR Part 200 Subpart E - Cost Principles for all other non-federal entities.
6. NOTE: A Recipient who elects to employ the 10% de minimis Indirect Cost rate cannot claim the resulting indirect costs as a Cost Share contribution.
7. NOTE: A Recipient cannot claim "unrecovered indirect costs" as a Cost Share contribution, without prior approval.
8. Each budget period is rounded to the nearest dollar.
Cost Share Percent of Award:Total Project Cost:
Award Number:
Federal Non-Federal Federal Non-Federal Total
(a)(b)(c)(d)(e)(f)(g)
1.Budget Period 1 $103,376,300 $103,250,000 $206,626,300
2.Budget Period 2 $103,348,768 $103,250,000 $206,598,768
3.Budget Period 3 $102,801,234 $103,250,000 $206,051,234
4.Budget Period 4 $103,473,699 $103,250,000 $206,723,699
5.Budget Period 5 $0 $0 $0
6.Totals $413,000,000 $413,000,000 $826,000,001
Budget Period 1 Budget Period 2 Budget Period 3 Budget Period 4 Budget Period 5
$3,249,314 $3,379,287 $3,509,259 $3,639,232 $0 $13,777,092
$0 $0 $0 $0 $0 $0
$117,600 $117,600 $117,600 $117,600 $0 $470,400
$100,000 $0 $0 $0 $0 $100,000
$80,000 $80,000 $80,000 $80,000 $0 $320,000
$202,267,059 $202,177,059 $201,467,059 $201,977,059 $0 $807,888,237
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
$205,813,974 $205,753,946 $205,173,919 $205,813,891 $0 $822,555,729
$812,326 $844,822 $877,315 $909,808 $0 $3,444,271
$206,626,300 $206,598,768 $206,051,234 $206,723,699 $0 $826,000,000
7.$0
SF-424A (Rev. 4-92)
Section B - Budget Categories
Applicant Name:0 0
Budget Information - Non Construction Programs
OMB Approval No. 0348-0044
Section A - Budget Summary
Grant Program Function or Activity
Catalog of Federal
Domestic
Assistance
Number
Estimated Unobligated Funds New or Revised Budget
h. Other
6.Object Class Categories Grant Program, Function or Activity Total (5)
a. Personnel
b. Fringe Benefits
c. Travel
d. Equipment
e. Supplies
f. Contractual
g. Construction
Authorized for Local Reproduction
i. Total Direct Charges (sum of 6a-6h)
j. Indirect Charges
k. Totals (sum of 6i-6j)
Program Income
Previous Edition Usable Prescribed by OMB Circular A-102
Railbelt Innovative Resiliency Project
Abstract
The Railbelt Innovative Resiliency Project (RIR) is a crucial initiative aimed at building a resilient, clean,
smart, and affordable electrical grid in Alaska. The project involves constructing new transmission lines,
providing a looped transmission feed to the DOD ground-based missile defense facility at Fort Greeley,
interconnecting the Copper Valley Electric Association with the Railbelt grid, and incorporating Battery
Energy Storage (BESS) and a High Voltage Direct Current (HVDC) submarine cable installed in a
challenging marine environment.
One of the primary objectives of the RIR is to address various challenges facing the electrical grid in the
three Railbelt regions of Alaska. These challenges include decreasing system frequency regulation,
slowing frequency response to disturbances, and increasing natural frequency power oscillations. To
overcome these challenges, the project emphasizes the need for BESS and a new transmission line
between the Northern, Central, and Southern regions of the Railbelt system. Not only will these projects
solve the challenges above they will increase interregional transfer capacity, fuel supply diversity,
interregional resilience and reliability, lower carbon emissions, reduce costs, and incentivize the
introduction additional private sector clean energy projects into the Railbelt. Finally, they will allow for
unconstrained interregional capacity planning and operation.
The RIR work plan involves four phases, each with its own set of objectives and steps involved in
construction, including permitting, routing, right-of-way access, and material delivery. The technical
aspects of structure placement, soil conditions, foundation, and anchor design, as well as the switching
and protection schemes required for the project, are also discussed.
The RIR is a unique partnership between relevant decision makers in the Railbelt, including the State of
Alaska, Railbelt Electric Cooperatives, Railbelt municipal utility, utility regulator, and labor unions. The
project will incentivize wise transmission investment through innovative rate-making techniques.
Furthermore, it will have a direct positive impact on tribal and disadvantaged communities within the
Railbelt and rural Power Cost Equalization communities.
Federal grant funding is critical to the success of the project. Without the significant rate increases that
would negatively affect all ratepayers and would disproportionately affect disadvantaged and
underserved communities, the investment required for this project exceeds the abilities of the Railbelt
utilities, private sector, and the State.
REDUCING THE COST OF ENERGY IN ALASKA
Prime Applicant: Alaska Energy Authority (AEA)
Project Title: Railbelt Innovative Resiliency Project
Total Project Costs $826 M
Federal Share $413 M
Match $413 M
Executive Director
Principal Investigator
•Curtis Thayer
•Bryan Carey
Key
Personnel
•William Price
•Clay Christian
•Mark Ziesmer
•Karin St. Clair
Key
Partners
•Chugach Electric Association, Inc.
•Golden Valley Electric Association, Inc.
•Homer Electric Association, Inc.
•Matanuska Electric Association, Inc.
•The City of Seward, Alaska dba Seward
Electric System
•Regulatory Commission of Alaska
Proposed
Project Duration •96 months
REDUCING THE COST OF ENERGY IN ALASKA
Alaska Energy Authority (AEA)
Railbelt Innovative Resiliency Project
Railbelt Innovative Resiliency Project (RIR-The Project) aims to build a resilient, clean, smart, and low-cost electrical grid in Alaska.
•The Project is part of the Grid Modernization and Resiliency Plan to build a fuel-diverse, low-carbon economy in the Alaskan Railbelt.
•The Project involves building new transmission lines, looped transmission feed to Fort Greeley, interconnecting Copper Valley Electric Association, and
incorporating BESS and HVDC submarine cable.
•BESS installations are needed to address challenges in the electrical grid such as decreasing system frequency regulation, slow frequency response to
disturbances, and increasing natural frequency power oscillations.
•New transmission is needed to allow for renewable resource development and eliminate constraints on renewable energy development in the Railbelt.
•Objectives of the RIR and GMRP include increasing interregional transfer capability, resiliency, reliability, and reducing carbon emissions.
•Unique partnership between all relevant decision-makers in the Railbelt includes the State of Alaska, Railbelt Electric Cooperatives, Railbelt municipal
utility, utility regulator, and labor unions.
•The Team has decades of experience in transmission line construction and operations including HV AC submarine cables, BESS installations, and power
electronics like those used in HVDC-Ac converters.
•The project will incentivize wise transmission investment through innovative rate-making techniques.
•Federal grant funding is critical to the project's success as the investment required exceeds the abilities of the Railbelt utilities and the State, in the absence
of significant rate increases that would disproportionately affect the disadvantaged and underserved.
•The Project has significant community benefit to underserved, disadvantaged, and tribal communities throughout the Railbelt and to all Alaska through the
Power Cost Equalization fund.
Grid Resilience and Innovation Partnership (GRIP)
U.S. Department of Energy
DE-FOA-0002740
Community Benefits Plan : Job Quality and Equity
The Bradley Lake Hydroelectric Project, completed in 1991, brought together the State of Alaska
(dba Alaska Energy Authority) and six of the Railbelt’s utility providers: 1) Chugach Electric
Association, 2) Golden Valley Electric Association, 3) Homer Electric Association, 4) Matanuska
Electric Association, 5) Seward Electric System, and 6) Municipal Light and Power1. The first four
are member-owned cooperatives; Seward Electric System is owned and operated by City of
Seward. Anchorage’s Municipal Light and Power was subsequently acquired by Chugach Electric
Association. Together they provide approximately 80% of Alaska’s electricity.2
The State and these utilities have developed an efficient partnership through management and
operation of the Bradley Lake Hydroelectric Project. Acting jointly, they assembled a project team
(the Team) and have drafted a Grid Modernization and Resiliency Plan (GMRP), which seeks to
update Alaska’s outdated grid infrastructure in order to unconstrain the Bradley Lake project (the
Project), improve the resiliency of power delivery from the Project and throughout the grid,
reduce carbon emissions, ease the entry barriers to other clean power projects, and lighten the
energy burden for three quarters of Alaska’s population.
Included in GMRP is the Railbelt Innovation Resiliency (RIR) project—the subject of this
application. In this funding cycle, the RIR seeks to construct an interregional transmission line
(including a high voltage direct current submarine cable) parallel to the line that currently ties
together the Railbelt’s Southern and Central regions, an interregional transmission line parallel
to the line that currently ties the Central and Northern regions together, as well as two Battery
Energy Storage Systems (BESS). In a future funding cycle, the RIR includes a transmission line from
the Central region to the Copper Valley system, and on to the Ground Based Missile Defense
System at Fort Greely in the Northern region. RIR is coordinated with, but distinct from, the
Team’s requests in GRIP Topic Areas 1 and 2. The group’s GRIP Topic Area 1 proposal seeks to
reconstruct the existing transmission system backbone, while our Topic Area 2 proposal seeks to
design and procure the interregional battery-HVDC control and monitoring system. Given the
interconnectedness of these three projects (which, taken together, compose the GMRP),
community vetting for all three projects will be completed through a single coordinated public
outreach effort as outlined below.
1. Community and Labor Engagement
The Team recognizes that broad support for GMRP is necessary for successful project
implementation. An effective public participation process draws on diverse perspectives from a
broad cross-section of stakeholders. The Team looks forward to incorporating this public
knowledge into both GMRP and RIR. The five utilities will form hubs for this process, since their
properties will host many of the physical improvements and they already possess open
communication channels with relevant stakeholders. Hiring a contractor to complete the GMRP
1 In 2020, Chugach Electric acquired Municipal Light and Power
2Alaska’s Energy Infrastructure | REAP (https://alaskarenewableenergy.org/ppf/alaskas-energy-infrastructure)
2
public participation plan is anticipated to cost $120,000. This cost is included in the project
budget.
GMRP Public Participation Plan
Phase 1: Draft GMRP Public Participation Plan (1st and 2nd quarter 2024).
Assuming we are selected for federal financial assistance and matching funds are in place, the
Team intends to complete the following deliverables by 3rd quarter 20243:
1. 1. Define purpose and goals of GMRP public participation plan.
2. 2. Select the team members to manage the GMRP public participation plan.
3. 3. Select consulting firm to assist with GMRP public participation plan.
4. 4. Select environmental consultant to complete EIS for underwater HVDC submarine cable
portion of RIR and field related stakeholder questions/input.
5. 5. Identify stakeholder groups affected by GMRP.
6. Draft stakeholder engagement strategies and outreach media. Include strategies designed to
ensure participation from minority groups and disadvantaged communities affected by
project.
7. Draft sample graphics and key messages. A focus group will be used to test the effectiveness
of these materials on diverse populations.
8. Draft SMART (specific, measurable, achievable, relevant, and time-bound) DEIA (Diversity,
Equity, Inclusion, Accessibility) goals, including potential support for creation of minority
business enterprises in disadvantaged communities; and SMART commitments to workers,
stakeholders, and those vulnerable to project activities, including a commitment that work
performed with GRIP funding will be done in compliance with Alaska public contracting law.
9. Finalize public participation plan schedule.
10. Launch GMRP website with public meeting schedule, GMRP description, and public comment
section. This website will remain live until at least January 2031.
Phase 2: Implement GMRP Public Participation Plan (2nd quarter 2024).
The Alaska Energy Authority, representing the State of Alaska, is the lead applicant for this
project. They are accustomed to engaging with local governments and tribal entities regarding
permitting and regulatory processes for capital projects. Under the GMRP public participation
plan, these conversations will begin early to inform project development in response to local
communities’ needs and concerns. The Team believes that local governments and tribal entities
are uniquely situated to identify actions the project can take to advance progressive workforce,
DEIA, and environmental justice outcomes at the community level. Certain local meeting series
may be accelerated as needed to allow time for sufficient public participation in individual
projects represented in GMRP (such as RIR) that may be ready for construction as early as spring
2024.
3 All dates are subject to revision based on grant award date and the timing of successful obtainment of matching funds.
3
AEA will work closely with each utility provider to determine the appropriate time and setting for
each community visit, taking care to avoid conflicts with other events. When possible, the AEA
will use existing community events and meetings to gather input. The core team will devote
special attention to ensuring diverse demographic participation at all meetings, including hosting
all meetings outside of working hours.
Task 1: Introductory Work Sessions (2nd or 3rd quarter 2024).
Each of the five utility providers will host an introductory public work session. These work
sessions will be advertised at least two weeks in advance via social media, public postings, utility
cooperative mailers, text messages, and the GMRP website. Topics will include:
Task 2: Data Collection and Materials Refinement (2nd or 3rd quarter 2024)
A series of core team meetings will be held to refine the GMRP public participation plan in light
of feedback gathered during initial work sessions. At this point, deadlines and core team leads
will be decided for the following deliverables:
1. Conduct data collection and research as needed (including surveys) to address data gaps
identified by the public. Surveys will be distributed electronically or made available at key
community locations. We would not expect to get a statistically valid sample of the entire Railbelt
population but enough feedback to assess community perspectives from a cross-section of
stakeholders.
1. Review the GMRP: Communicate what it encompasses, costs, and its projected timeline and
potential impacts; Identify stakeholders affected and their various value propositions; Provide
extra detail about projects in GMRP that are shovel ready such as segments of RIR included in
this GRIP application.
2. Communicate how the public can learn more, track project progress, and how their feedback will
be used.
3. Share success stories as well as lessons learned from other electrical infrastructure upgrades
conducted on the Railbelt.
4. Discuss structure of the Team and the roles and responsibilities of the six parties that constitute
it.
5. Discuss metrics that will be used to measure the success of GMRP implementation.
6. Share proposed list of community organizations with whom the Team will conduct one-on-one
outreach meetings, with an emphasis on organizations that serve disadvantaged populations.
Solicit suggestions for additional organizations.
7. Present and solicit feedback on SMART DEIA goals, including support for creation of minority
business enterprises in disadvantaged communities, and SMART commitments to workers,
stakeholders, and those vulnerable to project activities, as developed during Phase 1.
8. Identify areas where stakeholders wish to have more data or information via questions like:
“What should the Team consider that we haven't covered today?” “What information would you
like to see at a future meeting?” “What additional questions do you have?”
9. Query and catalog any public concerns regarding the project.
4
2. Develop ArcGIS Online mapping tool for GMRP website. By hosting an interactive map of the
project, the Team can solicit public comments that are geocoded by location, allowing
identification of site-specific issues, needs, and themes.
3. Minutes from introductory work sessions as well as public comments from GMRP website
coalesced to capture key themes and messages and posted to website.
4. Finalize: List of organizations with which to conduct one-on-one work sessions; SMART DEIA
goals; SMART commitments.
As part of this task, the core team will continue to utilize various stakeholder engagement tools
to share project information, promote opportunities to get involved, and invite public input.
Task 3: One-on-One Organizational Work Sessions and “Going to the People” (no later
than 1st quarter 2025)
Task 4: Public Feedback Sharing (3rdquarter 2024)
4 Asterisked organizations are those with whom preliminary contact about GMRP ha s already been made.
1. Work sessions with relevant organizations will be conducted. Early engagement with these groups
will guide GMRP revisions and establish constructive relationships, as many of these groups will be
critical partners throughout GMRP implementation. Discussion topics to include: environmental
impacts (particularly around HVDC submarine cable included in RIR), viewshed impacts,
subsistence impacts, state and federal land management, Power Cost Equalization, workforce
development (including apprenticeships), support for minority business enterprises, DEIA
recruitment, DEIA workplace policies, and state legislation.
These meetings will follow the same template as the intro public work sessions (Task 1),
communicating an overview of GMRP and inviting organizations to provide feedback. Minutes will
be recorded. Examples of relevant organizations and Minority Serving Institutions with whom
meetings will be sought include: Alaska Federation of Natives, Alaska Village Electric Cooperative*,
University of Alaska, Alaska Pacific University, Alaska Black Caucus*, RurAL CAP, Alaska Municipal
League*, IBEW Local 1547*, IUOE Local 302*, Alaska State Office of Veterans Affairs, Alaska
Chapter of the National Electrical Contractors Association*, Alaska Operating Engineers Training
Trust*, Alaska Joint Electrical Apprenticeship & Training Trust*, Railbelt Tribal councils, and Railbelt
City Councils.4
A. In addition to NEPA Process requirements, meetings will be sought with Alaska Department of
Fish and Game, National Marine Fisheries Service, and Kenaitze and Knik Tribal Councils to
discuss best practices to minimize environmental impacts from the placing of a submarine
HVDC cable through Cook Inlet, which is home to an endangered population of Beluga whales.
2. Additional outreach will be conducted at existing meetings in each project area, such as: Tribal
Council meetings, City Council meetings, and Chamber of Commerce lunches. Outreach will also
be conducted in more informal settings in an attempt to recruit a more diverse group of
stakeholders. The Team refers to this process as “G2P” or “Going to the People”. Examples of
events suitable for G2P include: Alaska Federation of Natives Convention, Alaska Black Caucus
Sunday night Zoom meetings, Alaska State Fair, community farmers’ markets, Juneteenth
programming, Alaska Federation of Filipino Americans programming, Sportsman shows, music
festivals, and more.
5
A second round of public meetings will be hosted by the five utilities as well as Alaska Energy
Authority. Topics will include:
Task 5: Internal GMRP Finalization (3rd quarter 2024)
The Team will meet to discuss the Public Feedback Sharing and assign task leads for the following
deliverables:
Task 6: Board/Leadership Presentations (4th quarter 2024)
2. Investing in the American Workforce
Alaska’s Economy Relies on the Railbelt
RIR and GMRP will provide significant secondary benefits to most sectors of Alaska’s economy.
In addition to serving as home to three quarters of Alaska’s population, the Railbelt, and
1. Recap GMRP purpose, goals, and timeline.
2. Themes and key takeaways from introductory work sessions, one-on-one org meetings, G2P
events, and survey results.
3. Share SMART DEIA goal revisions and SMART commitments revisions.
4. Have stations set up around different topics: Participants can walk from station to station to learn
about different elements of the project such as submarine HVDC cable, timeline, DEIA goals, labor
commitments, environmental impacts, employment opportunities, homeowner impacts, and ask
questions of project staff about the areas they are most interested in.
5. Demonstration and launch of ArcGIS mapping tool on GMRP website.
6. Request for additional feedback or concerns not captured thus far.
7. Minutes from this meeting will be posted to GMRP website.
1. GMRP final draft with incorporated stakeholder feedback.
2. Final draft of SMART DEIA goals and SMART commitments.
1. Final draft GMRP, SMART DEIA goals, and SMART commitments presented to each utility board and
AEA leadership by the Team. Requested changes catalogued in detail.
2. Core Team meetings to incorporate requested changes from utility boards and AEA leadership. If
funded through this application, these changes will be considered only whe re doing so allows GMRP
to remain in compliance with Department of Energy Grid Deployment Office DE -FOA-0002740 job
equality and equity, community and labor engagement, quality jobs, and DEIA requirements.
3. Revised final draft GMRP, SMART DEIA goals, and SMART commitments (including commitment to
comply with State of Alaska public contracting law) presented to each board and AEA leadership.
Presentations to focus on requested changes from previous meeting, and whether those changes
were implemented. Each board will be asked to ratify these documents. If they do not approve the
revised final drafts, a second round of edits and board presentations will be scheduled.
4. The board-ratified GMRP, SMART DEIA goals, and SMART commitments will be posted to the GMRP
website. Outreach media—including emails to those who attended the previous two public
meetings—will direct the public to these finalized documents.
6
particularly Anchorage, is the economic heart of Alaska, shunting labor, supplies, and goods to
and from all corners of the state. While a quantitative analysis of the impact of the Railbelt on
Alaska’s state economy lies outside the scope of this Community Benefits Plan, the magnitude of
its import can be illustrated through a quick overview of the Port of Alaska, a potential beneficiary
of this project as a customer of Chugach Electric Association:
The Port of Alaska, located in Anchorage, is a federally designated Strategic Seaport, and serves
90% of Alaska’s population. It receives 50% of all freight shipped into Alaska by all modes (marine,
truck, and air), and supports $14 billion of commercial activity in Alaska.5 74% of all waterborne
freight and ninety-five percent of refined petroleum products entering the state are shipped
through the Port of Alaska. This includes 100 % of the jet fuel supplied to Joint Base Elmendorf-
Richardson and 66 % of the jet fuel for Ted Stevens Anchorage International Airport6, which is, as
of April 2022, the third busiest cargo airport in the world.7
Despite its importance to the statewide economy, the Port of Alaska, like the rest of the Railbelt,
is served by inadequate electrical infrastructure. Tony Izzo, general manager of Matanuska
Electrical Authority, said: “We have one of the most fragile systems in the United States. I don’t
refer to the Alaska Railbelt as first-world, because it’s not.”8 Unlike the contiguous forty-eight
states, Alaska has received minimal federal investment in grid development. The Eklutna
Hydroelectric Project, constructed in the 1950s, was the last major federal project in the Railbelt
that included a transmission line component; RIR would change that.
Employment at Chugach Electric Association, Golden Valley Electric Association, Homer Electric
Association, Matanuska Electric Association, and Seward Electric System
More granularly, investment in RIR and GMRP will retain high-quality jobs with employer
sponsored benefits at all five Railbelt utilities by creating new infrastructure that will require
operation and maintenance for the next 25 years, as well as prepare the Railbelt grid for the
development of low carbon energy infrastructure projects. Approximately 650 of the 1,100 total
employees who work at these five utilities belong to labor unions.9 In addition, virtually all of the
contractors that support the utilities are signatory to collective bargaining agreements. Alaska is
not a Right to Work state; utility employees whose positions are covered by bargaining unit
agreements are required to join unions consistent with those agreements. These are highly
skilled and highly paid positions: the average wage of a journeyman lineman at these utilities
ranges from $54.40 to $58.00 an hour. The utilities sponsor the following benefits: medical,
dental, vision, life insurance, defined contribution retirement plans, 401(k), pension, short -term
disability, long/short-term disability, tuition reimbursement, paid time off, and paid holidays. The
659 unionized workers these utilities employ suggests they possess access to sufficient supplies
5 Port of Alaska in Anchorage, The Logistical and Economic Advantages of Alaska's Primary Inbound Port, McDowell
Group, October 2020.
6 Ten Year Tonnage Summary | Port of Alaska in Anchorage
7 Alaska Business Monthly, 04/13/23, "ANC Ranks 3rd in the World for Air Cargo"
8 Anchorage Daily News, 03/12/23, "Railbelt utilities again scramble to fill expected Cook Inlet gas shortages"
9 Email correspondence with Reagan M. Russel (see footnote 12); Justin Patterson (see footnote 13); phone
correspondence with Charlene Flyum, (907)235-3369, Human Resources, Homer Electric Association, Friday, March 10,
2023 9:26 AM; Candice Strandberg, Human Resources, Chugach Electric Association, (907)762-4788, Friday, March 10,
2023, 9:16 AM; and Rob Montgomery, General Manager, Seward Electric System, (907)224-4073, Wednesday, March 8,
2023, 3:10 PM.
7
of skilled labor, while their longstanding track records of providing power to Alaska residents in
remote and difficult environments demonstrates they are responsible employers. For
perspective, each of these utilities is significantly older than the State of Alaska (which achieved
statehood in 1959). Their years of founding are CEA: 1948; GVEA: 1947; HEA: 1945; MEA: 1941;
and SES: 1921.10 Importantly, the Team includes the State of Alaska dba Alaska Energy Authority.
With State support affirmed in this way, the GMRP public participation plan anticipates no issues
establishing partnerships with tribal entities, local governments, and other State of Alaska
departments with the goal of matching progressive workforce solutions to project needs.
The Team has long-term relationships with organized labor in Alaska. They have used project
labor agreements in the past for projects of this scale, such as construction of the Alaska Intertie.
Each of the utilities has collective bargaining agreements with IBEW, among other unions. As
outlined in detail in the GMRP public participation plan (Section 1), The Team plans to engage its
labor partners early to initiate discussions around labor agreements, local and targeted hiring
goals, card-check neutrality, and programs to attract, train, and retain new workers. HR directors
at these utilities confirmed that their organizations possess plans to minimize the risk of labor
disputes via contracts with “appropriate grievance resolution stipulations”11 and a staffed
position of “Labor Relations Program Manager”.12
Melinda Taylor, Communications Director at IBEW Local 1547, wrote: “We would generally
consider our relationship with each utility to be positive. We work well with each of these utilities
and understand that the success of our membership is tied to the success of each utility. Because
we have separate collective bargaining agreements with each utility (some of these utilities have
multiple CBAs), the applicable work rules and expectations are much clearer than if there were
no CBA in place. For these reasons, we believe that the IBEW is well-positioned to maintain
strong labor relations with our partner utilities throughout any Railbelt grid modernization and
revitalization projects.”13
Work performed with GRIP funding will be done in compliance with Alaska public contracting
law, which contains provisions for local hire, apprenticeship training, prevailing wages and other
forward-looking policies. Alaska has a unique labor market that results in construction employees
on projects of this scale being dispatched by organized labor and benefiting from registered
apprenticeship programs represented by the Alaska Apprenticeship Training Coordinators
Association (AATCA). AATCA, composed of 16 different construction trades, is a member of the
Alaska Works Partnership, a non-profit organization focused solely on getting Alaskans into
careers in the construction industry. Alaska Works is jointly funded by the U.S. Department of
Labor, the Alaska Department of Labor and Workforce Development, the Alaska Department of
Transportation and Public Facilities, and the North American Building Trades Unions. By
10 Homer Electric Association, Golden Valley Electric Association, Chugach Electric Association Inc., Matanuska
Electric Association, Inc., and phone call with Rob Montgomery, General Manager, Seward Electric System, (907)2 24-
4073, Wednesday, March 8, 2023, 3:10 PM
11 Email correspondence between Reagan M. Russell, RMRussel@gvea.com, Human Resources at Golden Valley
Electric Association, and Clare Boersma, clareboersma@northerncompassgroup.com, Monday, March 6, 2023, 10:39
AM.
12 Email correspondence between Justin Patterson, justin.patterson@mea.coop, Human Resources at Matanuska Electric
Association, and Clare Boersma, clareboersma@northerncompassgroup.com, Monday, March 9, 2023, 3:27 PM.
13 Email correspondence between Melinda Taylor, mtaylor@ibew1547.org, Communications Director IBEW 1547, and
Clare Boersma, clareboersma@northerncompassgroup.com, Tuesday, March 7, 2023, 6:00 PM.
8
complying with Alaska public contracting law and engaging registered apprentices in this project,
the Team is assured of accessing the resources brought to bear by the Alaska Works Partnership
in support of local hire, veteran hire, and as diverse a workforce as Alaska has to offer.
Tasks Related to Quality Jobs
3. Diversity, Equity, Inclusion, and Accessibility (DEIA)
It is a fundamental policy of all five Railbelt utilities and Alaska Energy Authority to assure equal
opportunity in employment to all individuals regardless of race, color, gender, religion, national
origin, age, genetic information, veteran status, or disability. Each utility provides reasonable
accommodations to applicants and employees who need them because of a disability or to
practice their religion. They maintain strict policies fostering safe, inclusive workplaces free of
discrimination and harassment. Hiring practices and standard operating procedures comply with
all Local, State, and Federal laws. Chugach Electric Association, Matanuska Electric Association,
Homer Electric Association and Golden Valley Electric Association are federal contractors. The
lone utility which is not—Seward Electric System—only has 10 employees. As federal contractors
these utilities are subject to the Office of Federal Contract Compliance Programs’ requirements
for hiring and adhering to an Affirmative Action Plan.
Alaska offers significant opportunities to engage underserved populations, including Alaska
Natives, Pacific Islanders, and veterans. The GMRP public participation plan is designed to identify
workforce partnerships to encourage participation of these and similar communities in the
project, including meetings with organizations representing DACs to discuss how GMRP can best
utilize and support minority business enterprises (MBEs), focus groups including minority
populations to test communication materials effectiveness, “Going to the People” public
outreach that target events with diverse populations, and hosting all public meetings after work
to reduce barriers to participation. The Team will measure DEIA goals against data collected by
Team HR departments related to workforce (including contractors), veteran status, ethnicity,
gender, and disability status. Finalized DEIA goals will be evaluated against this dataset. Potential
programs to increase diversity among project beneficiaries include affirmative action,
scholarships, and anti-bias trainings for hirers.
The Team’s members support continued development of a skilled, inclusive local workforce via
the IBEW-NECA Alaska Joint Electrical Apprenticeship and Training Trust, individual utility training
programs, and the University of Alaska System. Under Task 3 of the GMRP public participation
plan, meetings will be held between the Team, the Alaska Joint Electrical Apprenticeship and
Training Trust (AJEATT) and other relevant local training trusts. These meetings will assess how
the apprenticeship programs these organizations offer serve workers facing systematic barriers
to employment, and how to reduce those barriers through GMRP implementation.
Given assumptions of a 1-cent/kWh reduction in the cost of power, cumulative annual benefits
from the project in the form of reduced energy burdens of $18,215,330 will flow to DACs or Tribal
1. The Team will conduct one-on-one work sessions with IBEW Local 1547 and other relevant labor
organizations about GMRP and input their feedback into the finalized plan.
2. The Team will meet with tribal entities, local governments, and State of Alaska departments to
implement progressive workforce-related solutions into GMRP.
9
lands. For more detail on these benefits, see Section 4: “Project Benefits for Disadvantaged
Communities”.
Tasks Related to DEIA
1. Host public meetings outside of working hours; test communication materials on minority
populations for effectiveness; target diverse populations with “G2P” outreach.
2. Invite one-on-one organizational meetings with organizations representing DACs affected by
project, including tribal councils, Alaska Black Caucus, and Alaska Federation of Natives.
3. Share and refine SMART DEIA goals during GMRP public participation plan, including support
for MBEs.
4. Assess how AOEETT and AJEATT apprenticeship programs serve workers facing systematic
barriers to employment; implement improvements.
5. Collect data on workforce veteran status, ethnicity, gender, and disability throughout GMRP
implementation.
6. Use collected data to evaluate success of DEIA goals throughout GRIP performance period.
4. Justice40 Initiative
AEA is a state entity with obligations to the public interest, while the utilities are member-owned
cooperatives (one is municipal with responsibilities to the city’s residents). GMRP’s public
participation plan is designed to encourage local governments and tribes to identify actions the
project can take to advance environmental justice in their individual communities through this
project. This includes directing benefits to DACs and minority owned businesses through labor
agreements, training programs, and reduced long-term energy burdens and CO2 emissions.
The most significant potential negative environmental impact caused by RIR would be from the
submarine HVDC cable through Cook Inlet. Although Cook Inlet already hosts numerous subsea
petroleum and natural gas pipelines and high voltage AC submarine cables, it is home to an
endangered subspecies of Beluga whale. In addition to complying with all federal and state
environmental permitting requirements, including marine mammal monitoring during
construction, the Team will endeavor to convene a joint meeting with Alaska Department of Fish
and Game, National Marine Fisheries Service, and Kenaitze and Knik Tribal Councils (the
governing bodies for the two Alaska Native Village Statistical Area s whose lands are adjacent to
the intended path of the submarine cable through Cook Inlet) to discuss additional best practices
for minimizing potential disruptions to this Beluga population.
“America’s First Climate Refugees”
Nowhere is climate change more visible--or occurring faster--than in the far north. Driven by a
shift in popular sentiment, decarbonization policies and technological advancements are
reshaping Alaska’s energy landscape. Uncertainty around Cook Inlet natural gas, which fuels
approximately 70% of the Railbelt’s power, is a major challenge looming on the near-term
horizon.14 The Alaska Department of Natural Resources forecasts there will be supply shortfalls
of Cook Inlet gas starting around 2027; no alternative supply exists in-state.15 This economic
14 Alaska’s Energy Infrastructure | REAP (https://alaskarenewableenergy.org/ppf/alaskas-energy-infrastructure)
15 State of Alaska, Department of Natural Resources, Division of Oil and Gas 2022-cook-inlet-gas-forecast-report.pdf
10
reality exists alongside complex moral and social issues: a thawing arctic disproportionately
affects Alaska Native communities. For instance, Newtok Village, located on the Ninglick River,
and the Native Village of Napakiak, located on the Kuskokwim River, are both currently being
relocated to higher ground with over $60 million of federal aid; they are considered “America’s
first climate change refugees.”16
Rob Montgomery, General Manager of Seward Electrical System, writes: “The biggest obstacle
Railbelt utilities face in putting more renewable or carbon-free energy on the grid is the limited
capacity of existing transmission infrastructure. The Railbelt’s transmission system simply is not
robust enough to move electricity in large capacities that would ultimately drive down costs.”
RIR will increase transfer capacity between the three Railbelt regions, paving the way for
development of increased hydro-electric power generation and other clean energy solutions.
This will help mitigate environmental impacts from the 3,218 natural-gas-produced GWh on the
Railbelt each year, resulting in 1.61 billion kilograms of carbon dioxide equivalent.17 Additionally,
RIR is projected to result in a 10-15% reduction in thermal spending due to decreased line losses
and reduced reserves, and more efficient economic dispatch of generation units representing a
non-cumulative decrease of over 200 million kilograms of carbon dioxide equivalent per year.
Project Benefits for Disadvantaged Communities
Decreased Energy Burdens
This project is anticipated to provide significant benefits to Alaska’s DACs, both on and off the
Railbelt. There are 22 census tracts that qualify as disadvantaged18 on the Railbelt, with a
combined population of 81,921.19 There are a further 17 Alaska Native Village Statistical Areas
(ANVSA) on the Railbelt20, with a combined population of 160,486. These communities will
receive direct benefits from GMRP via reduction of their energy burdens. As mentioned, Railbelt
engineers believe GMRP’s decreased line losses and reduced reserves, due to increased transfer
capability and improved economic dispatch, will result in thermal spending reductions of 10-
15%.21 Because the utilities are member-owned, these savings will transfer directly to reduced
consumer costs.
The Railbelt’s 260,00022 residential utility accounts serve 623,916 individuals23, 242,407 of whom
live in a DAC or Alaska Native Village Statistical Area. Roughly speaking, Railbelt engineers project
that the GMRP’s overall fuel savings of 10-15% of fuel and variable operations and maintenance
could result in a reduction of approximately 0.5 cents/kWh to 1.5 cents/kWh for users24. The
combined Railbelt utilities sold 4,408 GWh (Gigawatt-Hours) in 202025, yielding a potential total
16 See: Alaska on the edge: Newtok's residents race to stop village falling into sea | The Guardian; Impossible Choice
Faces America's First 'Climate Refugees' : NPR; Alaska’s Climate Refugees - The Atlantic
17 Life Cycle Greenhouse Gas Emissions of Electricity Generated from Conventionally Produced Natural Gas -
O'Donoughue - 2014 - Journal of Industrial Ecology - Wiley Online Library
18 DOE Disadvantaged Communities Reporter
19 American Community Survey 2021 5 Year Population Estimates
20 2020 U.S. Census, DOE Disadvantaged Communities Reporter
21 Brian Hickey, Project Lead, P.E., Brian.Hickey@mea.coop, Zoom, 8:00-8:30 am, March 1st, 2023.
22 Summed from: Homer Electric Association, Golden Valley Electric Association, Chugach Electric Association Inc.,
Matanuska Electric Association, Inc.
23 Alaska Department of Labor and Workforce Development, Research and Analysis Section.
24 Production costing studies can be run to validate the accuracy of these estimates.
25 U.S. Energy Information Administration, 2020
11
savings of $44,080,000 for a 1-cent per kWh cost reduction based on historical generation data.
A significant portion of those annual savings realized should pass through to member-owners; as
a percentage of population served, 39% of these savings will flow to those who live in a DAC or
on Tribal Land.
A unique feature of RIR as a component of the GMRP is that it will also have significant economic
impacts outside of the Railbelt due to Alaska’s Power Cost Equalization program (PCE). The PCE
program was established in 1985 to provide economic assistance to residents and community
facilities in rural Alaska, where electricity rates can be two to five times higher than in more urban
areas. PCE was devised at the same time that state funds were used to construct major energy
projects for urban Alaska, such as the Four Dam Pool, Bradley Lake, and the Alaska Intertie.
The primary beneficiaries of PCE are residential customers, who are eligible for subsidy of actual
consumption up to 750 kWh (starting FY23; it has historically been 500 kWh). If a household uses
more than 750 kWh of electricity in a given month, the amount used above 750 kWh is not
subsidized. Community facilities are also eligible for actual consumption up to 70 kWh per month
per community resident. Community facilities must be nonprofit organizations that do not
receive the majority of their funding from state and federal sources. AEA administers the PCE
program by making payments directly to individual utilities enrolled in the program. The PCE
program is funded by earnings of the PCE Endowment Fund. Alaska Statute 42.45.085 provides
that five percent of the PCE Endowment Fund’s three-year monthly average market value may
be appropriated to the PCE Program. In recent years the 5% draw on the endowment has been
sufficient to fully fund PCE payments. PCE is determined for a utility as 95% of eligible power
costs above the “Average Class Rate” and below $1.00 per kWh. The Average Class Rate is derived
from the average electricity cost in Anchorage, Juneau, and Fairbanks (20.03¢/kWh for FY 2022).
Eligible costs are fuel expenses including transportation, and non-fuel expenses such as salaries,
insurance, taxes, parts, supplies, and interest.
By decreasing (or incrementally reducing over the long-term) electricity rates in Anchorage and
Fairbanks, GMRP will correspondingly decrease the Average Class Rate AEA uses to calculate PCE
for rural utilities, consequently increasing the PCE credit for eligible communities and residents.
In FY22 PCE served 188 communities, 15426 (82%) of whom qualify as DACs or Tribal lands.
Approximately 108,914,53027 of PCE-eligible kWh were produced between residential and
community facilities in those 154 DACs. AEA has estimated, based on the statutory PCE credit
formula, that the increased credit amount that would be issued by AEA to PCE-enrolled
communities is estimated to be $1,263,000, when applying a one-cent reduction in the average
class rate. Actual savings would be less than this, since Juneau, which is outside the Railbelt, is
included in the “Average Class Rate”, and their rates would not be affected by thermal spending
reductions from GMRP. It should also be noted that PCE payments received by a particular utility
are not uniformly distributed and will vary from year-to-year based on the utilities’ energy cost
reporting.
In sum: GMRP and RIR’s projected 1-cent/kWh reduction in energy costs for users is estimated
at a potential $44,080,000 in reduced energy burdens for on -Railbelt electricity users, 39% of
26 https://www.energy.gov/diversity/justice40-initiative
27 FY22 PCE Community Report.pdf (akenergyauthority.org)
12
whom belong to DACs or live on Tribal lands. Through AEA’s Power Cost Equalization program,
that same 1-cent/kWh reduction in on-Railbelt energy costs is anticipated to result in an
additional $1,263,00028 in PCE subsidies to off-Railbelt communities, 82% of which will flow to
DACs or Tribal lands, on a representative percentage basis. The GMRP presents a unique
opportunity for federal investment when considering the significant multiplier effects regarding
both direct and indirect benefits to be realized by both on and off-Railbelt DACs, by virtue of long-
standing existing programs seeking to equalize the cost of power between urban and rural areas
of the state.
Increased Energy Resilience
The Railbelt region is home to some of the harshest conditions on earth, making grid resilience a top
priority. Past disasters include volcanic activity, earthquakes, avalanches, forest fires, and landslides,
which have left communities isolated and without power for days or weeks. 26% of Railbelt
customers live in an ANVSA, many of which are located in remote areas with energy infrastructure
that is particularly vulnerable to natural disaster. Increased grid resiliency is a primary goal of this
project, best embodied by the interregional transmission line that will be installed parallel to the
line that currently ties together the Railbelt’s Southern and Central region s, and which will allow for
continued energy transmission between regions in the event of a major natural disaster. Additional
resilience benefits include right-of-way clearing, aerial inspections, and refurbishment of existing
lines and structures.
Increased High Quality Job Creation
Lastly, GMRP will create high paying jobs for members of DACs who live along the Railbelt. Working
with IBEW-NECA Alaska Joint Electrical Apprenticeship and Training Trust, individual utility training
programs, and local colleges and the University of Alaska System, the project team will create
apprenticeship and internship programs that streamline into jobs working on the grid. This will
improve regional economies as well as help locals take ownership of the project, ultimately
increasing energy democracy.
Tasks Related to Justice40 Initiative
1. Provide numerous opportunities and means for disadvantaged communities to voice potential
concerns over negative environmental impacts from GMRP through public participation
process; host joint organizational meeting regarding submarine HVDC cable through Cook
Inlet.
2. Me as ure decreased energy burdens for DACs on Railbelt.
3. Measure increased PCE credits for DACs off Railbelt.
4. Streamline apprenticeships and internships in remote communities into jobs working on
Railbelt grid.
28 FY22 PCE Community Report.pdf (akenergyauthority.org)
Prime or Sub Name City State Zip Code + 4
Prime Soldotna SubStation Soldotna Alaska 99669
Prime Sub Cable terminal Nikiski Alaska 99611
Prime Sub Cable terminal Beluga Alaska 99695
Prime Healy Substation Healy Alaska 99743
Prime Wilson Substation Fairbanks Alaska 99775
Prime International Substation Anchorage Alaska 99518
Locations of Work (DE-FOA-0002740)
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The following application tracking information was generated by the system:
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Number:GRANT13888581
F3N8ZSHJXUH8UEI:
Karin St. ClairSubmitter's Name:
CFDA Number:81.254
CFDA Description:Grid Infrastructure Deployment and Resilience
Funding Opportunity
Number:DE-FOA-0002740
Funding Opportunity
Description:BIL Grid Resilience and Innovation Partnerships ( GRIP)
Agency Name:National Energy Technology Laboratory
Application Name of
this Submission:Railbelt Innovative Resiliency Project (RIR)
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May 18, 2023 05:14:34 PM EDT
Bradley Lake Operator Report Page 1
Bradley Lake Operator Report
BPMC
JUNE 23, 2023
Unit Statistics:
Generation Unit 1 (MWhrs)Unit 2 (MWhrs)Total (MWhrs)
April 2023
May 2023
June 2023*
15,298
4,575
7,174
10,058
9,204
9,684
25,356
13,779
16,858
Hydraulics Avg. Lake Level (ft.)Usage (ac ft.)Fish water (cfs)
April 2023
May 2023
June 2023*
1,088
1,087
1,098
9
2,864
1,256
271
50
160
150
48
Battle Creek Inflows to Bradley
(ac ft.)
April 2023
May 2023
June 2023
0
1,072
3,014
*Lake Level – 1,098.5’ As of June 19, 2023
Activities
Dam – Completed the monthly safety inspections.
Dam Access Road – Road is clear up to the dam. We have begun to brush
hog the upper sections of the road. We have cleared and serviced the
bottom three campgrounds.
Battle Creek Diversion – Diversion was put in service on 17 May 2023. The road
was impassable due to large rock that came down from the hillside and blocked
the road. The crew removed it with the frontend loader. No damage to the pipe
was noted. The retainer block sustained some damage. The road is now passable
all the way to the diversion.
Bradley Lake new housing and renovations – The site survey was completed on
16 May 2023. We have begun work on the pad. We have requested bids for the
foundation footings, floor slab, electrical, and plumbing work. The house
package is expected to be delivered by 1 August 2023.
Bradley Lake Operator Report Page 2
o We have completed the employee housing kitchen remodel on all four
units.
Needle Valve purchase - Scheduled delivery is April 2024.
Fire system- RESPEC and Bradley staff have started weekly meeting to review the
project wide fire alarm system refresh.
Safety- There have been no lost time or reportable accidents for the months of
April, May, and as of this date in June 2023. Safety meeting was held on 7 June
2023. John Johnson of CEA conducted Switching and clearance training for the
Bradley staff.
o Next safety meeting is 12 July 2023
Barge trip – None scheduled.
Barge Dock – The public boat dock was installed on 4 June 2023.
Forced outage – On 13 June 2023 at 11pm the Diamond Ridge line experienced a
short on a Bradley Powerhouse lightning arrestor, causing the line breaker to open.
Both units remained online and continued to generate power on the Soldotna line.
On 14 June 2023 after flying the line dispatch closed in on the Bradley side causing
both units to trip. Unit outages lasted 13 minutes. The line was restored on 15 June
2023 at 11:33am. Quotes have been requested for new lightning arrestors to
replace the original existing equipment.
Contractors/ Visitors on site-
o Nick Huff the HEA Operation Technology Manager was on site for several
days with his crew to install and change over to the new Microwave
system.
o AEA conducted a tour for the LT Governor Nancy Dahlstrom and staff on
13 June 2023.
o Mike Toons from STAR Insurance inspected all the Bradley Project
pressure vessels.
Bradley Lake Operator Report Page 3
Bradley Lake level 1098.5 ft. 19 June 2023
Bradley Lake Operator Report Page 4
Battle Creek Diversion Road Rock Removal.blocked.
Developing pad for housing. Rendering of new House
Bradley Lake Operator Report Page 5
Visitors around the Project.
Alaska Energy Authority
Bradley Lake
Budget to Actual Expenses
07/01/2022 to 05/31/2023
Page 1 of 13
FY21 FY21 FY22 FY22 FY23 FY23
BUDGET ACTUALS BUDGET ACTUALS BUDGET ACTUALS
Replace/Automate Fish Water Valve Actuators 40,000 - - - - -
Upgrade Crews Quarters and Residents Kitchen 10,000 10,375 139,000 7,318 159,000 65,164
Battle Creek Bridge Repair - 141,368 80,000 112,337 - -
UPS Replacement 37,000 34,438 - - - -
IRIS Air Gap Monitoring System (computer) 45,000 - 45,000 86,805 65,000 -
Replace Dump Truck and Sander 170,000 166,608 20,000 - - 38,093
KVM switch for Emerson 3,000 - - - - -
Spare Trash Pump 20,000 - - - - -
Emerson Cybersecurity Update 137,000 138,555 - - - -
Heavy Duty trailer for equipment - - 20,000 - 20,000 20,000
ABB Replace GIS Actuators - - 240,000 - 309,000 238,263
Replacement pickup truck - - 45,000 - - 46,299
Needle Valve rebuild - - 150,000 29,727 150,000 -
Start new servo design - - 100,000 - 250,000 396,171
Soldotna SVC Battery Replacement - - 70,000 76 - -
North Fork Improvements - - - - 5,000 -
Mini Excavator - - - - 100,000 94,465
Install New Bradley Microwave System - - - -
500,000 177,537
Total Non R&C Capital Purchases 462,000 491,344 909,000 236,264 1,558,000 1,075,991
BRADLEY LAKE
CAPITAL PURCHASES NOT FUNDED BY R&C FUND
ALASKA ENERGY AUTHORITY
BRADLEY LAKE HYDROELECTRIC PROJECT
Schedule A
Expenses for the period 07/01/22 to 05/31/23
Page 2 of 13
ALASKA ENERGY AUTHORITY
BRADLEY LAKE OPERATIONS & MAINTENANCE
SCHEDULE B
BUDGET TO ACTUAL EXPENSES
FOR THE PERIOD 07/01/2022 THROUGH 05/31/2023
FY 23 FY 22
FY23 Approved
Budget
BUDGET %
07/01/2022 -
05/31/2023 HEA Actual CEA Actual AEA Actual Total Actual
(Over) Under
Budget to Date
FY22 Approved
Budget FY22 Actual
Summary by expense type
Staff Professional Services (Direct) 277,000 253,917 - - 231,191 231,191 22,726 274,000 212,299
Support Staff (Indirect) - - - - - - - - -
Labor & Benefits 1,997,876 1,831,386 896,714 25,643 523,620 1,445,976 385,410 1,307,994 1,150,586
Travel 84,950 77,871 1,668 - 7,953 9,621 68,250 38,450 10,436
Training 49,300 45,192 15,753 - 754 16,507 28,685 49,300 19,660
Contractual 1,215,727 1,114,416 366,956 - 447,185 814,141 300,276 1,156,343 1,069,547
Consulting-Administrative 249,375 228,594 - - 84,312 84,312 144,282 - 1,636
Supplies & Materials 329,232 301,796 103,795 - 8,890 112,685 189,111 429,345 213,468
Other Costs 79,318 72,708 28,557 23,809 2,002 54,368 18,340 97,318 63,178
Equipment, Furniture & Machinery 24,000 22,000 5,509 - - 5,509 16,491 73,000 5,084
Administrative Costs 1,492,905 1,368,496 27,293 - 1,186,256 1,213,548 154,948 1,884,844 1,968,101
Indirect Costs 1,486,285 1,362,428 1,118,800 - - 1,118,800 243,628 1,486,285 1,183,807
O&M 4% Allocation to Battle Creek (236,473) (216,767) - - - - (216,767) (190,710) -
Total Bradley Lake Budget 7,049,495 6,462,037 2,565,044 49,451 2,492,162 5,106,658 1,355,379 6,606,169 5,897,803
FERC 535 - Operation Supervision & Engineering
Operations Sup/Eng
Bradley Lake Operating
Labor & Benefits 108,311 99,285 94,271 - - 94,271 5,014 107,604 92,562
Travel 10,450 9,579 590 - - 590 8,989 10,450 1,715
Training 9,300 8,525 - - - - 8,525 9,300 4,087
Contractual 1,000 917 - - - - 917 11,000 -
Supplies & Materials 4,000 3,667 314 - - 314 3,353 4,000 942
Indirect Costs 155,698 142,723 124,791 - - 124,791 17,932 155,698 127,416
Bradley Lake Operating Total 288,759 264,696 219,966 - - 219,966 44,730 298,052 226,723
FERC 535 - Operation Supervision & Engineering Total 288,759 264,696 219,966 - - 219,966 44,730 298,052 226,723
FERC 537 - Hydraulic Expenses
Hydraulic Expenses
Bradley Lake Operating
Labor & Benefits 90,192 82,676 61,864 - - 61,864 20,812 84,192 69,712
Travel - - - - - - - 8,000 73
Contractual 123,000 112,750 87 - - 87 112,663 73,000 5,803
Supplies & Materials 32,000 29,333 1,804 - - 1,804 27,530 16,000 471
Equipment, Furniture & Machinery - - - - - - - 39,000 -
Indirect Costs 114,320 104,793 86,493 - - 86,493 18,300 114,320 93,656
Bradley Lake Operating Total 359,512 329,553 150,248 - - 150,248 179,305 334,512 169,715
FERC 537 - Hydraulic Expenses Total 359,512 329,553 150,248 - - 150,248 179,305 334,512 169,715
FERC 538 - Electric Expenses
Electric Expenses
Bradley Lake Operating
Labor & Benefits 218,044 199,874 191,228 - - 191,228 8,646 218,044 218,221
Travel 7,000 6,417 1,078 - - 1,078 5,339 7,000 4,381
Training 25,000 22,917 14,745 - - 14,745 8,172 25,000 10,743
Contractual 2,000 1,833 - - - - 1,833 5,000 -
Supplies & Materials 9,732 8,921 3,582 - - 3,582 5,339 42,732 255
Equipment, Furniture & Machinery - - - - - - - 11,000 -
Administrative Costs - - - - - - - - 37,738
Indirect Costs 262,004 240,170 211,556 - - 211,556 28,614 262,004 216,110
Bradley Lake Operating Total 523,780 480,132 422,188 - - 422,188 57,943 570,780 487,448
BRADLEY CIRCUITS/RADIO TO BERNICE LK
BRADLEY CIRCUITS/RADIO TO BERNICE LK Total - - - - - - - - -
FERC 538 - Electric Expenses Total 523,780 480,132 422,188 - - 422,188 57,943 570,780 487,448
FERC 539 - Misc. Hydraulic Power Generation Expenses
Misc Hydro Power Exp
Bradley Lake Operating
Labor & Benefits 105,742 96,930 74,783 - - 74,783 22,147 104,788 68,784
Training 15,000 13,750 1,009 - - 1,009 12,741 15,000 4,831
Contractual 315,867 289,545 188,444 - - 188,444 101,100 287,525 228,838
Supplies & Materials 17,900 16,408 19,135 - - 19,135 (2,726) 17,900 29,833
Other Costs - - - - - - - - (714)
Indirect Costs 114,320 104,793 98,867 - - 98,867 5,926 114,320 95,365
Bradley Lake Operating Total 568,829 521,427 382,238 - - 382,238 139,188 539,533 426,937
BRADLEY CIRCUITS/RADIO TO BERNICE LK
Other Costs 35,695 32,720 28,557 - - 28,557 4,164 35,695 34,920
BRADLEY CIRCUITS/RADIO TO BERNICE LK Total 35,695 32,720 28,557 - - 28,557 4,164 35,695 34,920
BRADLEY CIRCUITS BERNICE LK TO ANCH
Other Costs 29,773 27,292 - 23,809 - 23,809 3,483 29,773 28,734
BRADLEY CIRCUITS BERNICE LK TO ANCH Total 29,773 27,292 - 23,809 - 23,809 3,483 29,773 28,734
FERC 539 - Misc. Hydraulic Power Generation Expenses Total 634,297 581,439 410,795 23,809 - 434,604 146,835 605,001 490,592
FERC 541 - Maintenance Supervision & Engineering
Maint Supervision/Eng
Bradley Lake Operating
Labor & Benefits 116,171 106,490 94,981 - - 94,981 11,508 114,758 100,394
Indirect Costs 155,698 142,723 124,791 - - 124,791 17,932 155,698 128,372
Bradley Lake Operating Total 271,869 249,213 219,773 - - 219,773 29,441 270,456 228,766
FERC 541 - Maintenance Supervision & Engineering Total 271,869 249,213 219,773 - - 219,773 29,441 270,456 228,766
FERC 542 - Maintenance of Structures
Maintenance of Structures
Bradley Lake Operating
Labor & Benefits 86,639 79,419 56,587 - - 56,587 22,831 77,639 62,589
Contractual 56,000 51,333 59,713 - - 59,713 (8,380) 89,000 62,009
Supplies & Materials 94,000 86,167 6,442 - - 6,442 79,725 243,713 34,868
Equipment, Furniture & Machinery 19,000 17,417 4,325 - - 4,325 13,092 23,000 5,084
Administrative Costs - - - - - - - - 6,741
Indirect Costs 105,421 96,636 78,918 - - 78,918 17,718 105,421 80,072
Page 3 of 13
ALASKA ENERGY AUTHORITY
BRADLEY LAKE OPERATIONS & MAINTENANCE
SCHEDULE B
BUDGET TO ACTUAL EXPENSES
FOR THE PERIOD 07/01/2022 THROUGH 05/31/2023
FY 23 FY 22
FY23 Approved
Budget
BUDGET %
07/01/2022 -
05/31/2023 HEA Actual CEA Actual AEA Actual Total Actual
(Over) Under
Budget to Date
FY22 Approved
Budget FY22 Actual
Bradley Lake Operating Total 361,060 330,972 205,987 - - 205,987 124,985 538,773 251,363
FERC 542 - Maintenance of Structures Total 361,060 330,972 205,987 - - 205,987 124,985 538,773 251,363
FERC 543 - Maintenance of Reservoirs, Dams & Waterways
Maint Res, Dams, WWays
Bradley Lake Operating
Labor & Benefits 53,744 49,265 822 - - 822 48,444 40,744 431
Travel 1,000 917 - - - - 917 5,000 -
Contractual 22,500 20,625 5,114 - - 5,114 15,511 6,500 -
Supplies & Materials 20,000 18,333 - - - - 18,333 15,000 -
Indirect Costs 56,689 51,965 449 - - 449 51,516 56,689 501
Bradley Lake Operating Total 153,933 141,105 6,384 - - 6,384 134,721 123,933 932
BRADLEY POWER TUNNEL MAINT (Dam)
Contractual - - - - - - - 15,000 -
BRADLEY POWER TUNNEL MAINT (Dam) Total - - - - - - - 15,000 -
FERC 543 - Maintenance of Reservoirs, Dams & Waterways Total 153,933 141,105 6,384 - - 6,384 134,721 138,933 932
FERC 544 - Maintenance of Electric Plant
Maintenance of Elec Plant
Bradley Lake Operating
Labor & Benefits 309,110 283,351 224,013 - - 224,013 59,338 309,110 258,335
Travel 4,500 4,125 - - - - 4,125 4,500 376
Contractual 58,000 53,167 3,180 - - 3,180 49,987 49,000 104,828
Supplies & Materials 43,000 39,417 26,785 - - 26,785 12,632 30,000 20,620
Indirect Costs 423,178 387,913 313,104 - - 313,104 74,809 423,178 354,987
Bradley Lake Operating Total 837,788 767,972 567,082 - - 567,082 200,891 815,788 739,147
FERC 544 - Maintenance of Electric Plant Total 837,788 767,972 567,082 - - 567,082 200,891 815,788 739,147
FERC 545 - Maintenance of Misc. Hydraulic Plant
Maint of Misc Hydr Plant
Bradley Lake Operating
Labor & Benefits 69,297 63,522 57,671 - - 57,671 5,851 69,297 63,333
Contractual 3,900 3,575 7,276 - - 7,276 (3,701) 3,900 -
Supplies & Materials 29,000 26,583 33,538 - - 33,538 (6,955) 34,000 70,114
Equipment, Furniture & Machinery 5,000 4,583 1,184 - - 1,184 3,399 - -
Indirect Costs 98,957 90,711 79,830 - - 79,830 10,880 98,957 87,328
Bradley Lake Operating Total 206,154 188,975 179,500 - - 179,500 9,475 206,154 220,775
FERC 545 - Maintenance of Misc. Hydraulic Plant Total 206,154 188,975 179,500 - - 179,500 9,475 206,154 220,775
FERC 556 - System Control & Load Dispatching
System Cntl & Load Disp
Bradley Lake Operating
Labor & Benefits 20,174 18,493 18,055 - - 18,055 438 19,708 17,143
Contractual 85,500 78,375 47,868 - - 47,868 30,507 53,000 88,680
Supplies & Materials 12,000 11,000 3,828 - - 3,828 7,172 6,000 6,442
Bradley Lake Operating Total 117,674 107,868 69,752 - - 69,752 38,116 78,708 112,264
Snow Measurement
Bradley Lake Operating
Contractual 10,000 9,167 - - 9,600 9,600 (433) 10,000 9,507
Bradley Lake Operating Total 10,000 9,167 - - 9,600 9,600 (433) 10,000 9,507
Seismic Service
Bradley Lake Operating
Contractual 62,000 56,833 - - 53,952 53,952 2,881 62,000 66,095
Bradley Lake Operating Total 62,000 56,833 - - 53,952 53,952 2,881 62,000 66,095
Streamguaging Serv
Bradley Lake Operating
Contractual 218,000 199,833 - - 144,889 144,889 54,944 218,000 189,594
Bradley Lake Operating Total 218,000 199,833 - - 144,889 144,889 54,944 218,000 189,594
Permits
Bradley Lake Operating
Other Costs 350 321 - - 240 240 81 350 238
Bradley Lake Operating Total 350 321 - - 240 240 81 350 238
FERC 556 - System Control & Load Dispatching Total 408,024 374,022 69,752 - 208,681 278,433 95,589 369,058 377,698
FERC 562 - Station Expenses
Station Expenses
Bradley Lake Operating
Labor & Benefits 98,418 90,217 20,533 25,643 - 46,176 44,041 134,147 186,098
Travel 3,500 3,208 - - - - 3,208 3,500 241
Contractual 87,960 80,630 27,803 - - 27,803 52,827 61,600 209,009
Supplies & Materials 44,600 40,883 8,367 - - 8,367 32,516 15,000 49,923
Other Costs 1,500 1,375 - - - - 1,375 31,500 -
Bradley Lake Operating Total 235,978 216,313 56,704 25,643 - 82,346 133,967 245,747 445,271
FERC 562 - Station Expenses Total 235,978 216,313 56,704 25,643 - 82,346 133,967 245,747 445,271
FERC 571 - Maintenance of Overhead Lines
Maint of OH Lines
Bradley Lake Operating
Labor & Benefits 39,954 36,625 1,904 - - 1,904 34,720 27,963 12,984
Contractual 150,000 137,500 27,470 - - 27,470 110,030 100,000 20,523
Supplies & Materials 5,000 4,583 - - - - 4,583 5,000 -
Bradley Lake Operating Total 194,954 178,708 29,374 - - 29,374 149,334 132,963 33,507
FERC 571 - Maintenance of Overhead Lines Total 194,954 178,708 29,374 - - 29,374 149,334 132,963 33,507
FERC 920 & 930 - Administrative Expense
AEA Bradley Fixed Admin Fees
Bradley Lake Operating
Staff Professional Services (Direct) 277,000 253,917 - - 212,228 212,228 41,688 274,000 212,299
Travel - - - - 1,577 1,577 (1,577) - 3,650
Training - - - - 754 754 (754) - -
Consulting-Administrative - - - - 1,406 1,406 (1,406) - 1,636
Administrative Costs 2,500 2,292 - - 2,527 2,527 (235) 2,500 59,087
Page 4 of 13
ALASKA ENERGY AUTHORITY
BRADLEY LAKE OPERATIONS & MAINTENANCE
SCHEDULE B
BUDGET TO ACTUAL EXPENSES
FOR THE PERIOD 07/01/2022 THROUGH 05/31/2023
FY 23 FY 22
FY23 Approved
Budget
BUDGET %
07/01/2022 -
05/31/2023 HEA Actual CEA Actual AEA Actual Total Actual
(Over) Under
Budget to Date
FY22 Approved
Budget FY22 Actual
Bradley Lake Operating Total 279,500 256,208 - - 218,492 218,492 37,717 276,500 276,672
Bradley Lake Bond Financing
Staff Professional Services (Direct) - - - - 18,962 18,962 (18,962) - -
Bradley Lake Bond Financing Total - - - - 18,962 18,962 (18,962) - -
BRADLEY HEA BESS Preliminary Study
BRADLEY HEA BESS Preliminary Study Total - - - - - - - - -
Bradley Battle Creek Diversion
Bradley Battle Creek Diversion Total - - - - - - - - -
General & Administrative Costs
Supplies & Materials - - - - 1,950 1,950 (1,950) - -
Administrative Costs - - - - 45,398 45,398 (45,398) - -
General & Administrative Costs Total - - - - 47,348 47,348 (47,348) - -
Shared - 100% AEA Bradley Lake
Administrative Costs - - - - - - - - 69,726
Shared - 100% AEA Bradley Lake Total - - - - - - - - 69,726
Operating Committee Exp-Audit
Bradley Lake Operating
Administrative Costs 19,900 18,242 - - 32,520 32,520 (14,278) 19,900 22,494
Bradley Lake Operating Total 19,900 18,242 - - 32,520 32,520 (14,278) 19,900 22,494
Operating Committee Exp-Legal
Bradley Lake Operating
Administrative Costs 70,000 64,167 - - 137,928 137,928 (73,761) 70,000 231,567
Bradley Lake Operating Total 70,000 64,167 - - 137,928 137,928 (73,761) 70,000 231,567
Operat Committee Exp-Arbitrage
Bradley Lake Operating
Administrative Costs 5,000 4,583 - - - - 4,583 5,000 33
Bradley Lake Operating Total 5,000 4,583 - - - - 4,583 5,000 33
Trust & Account Fees
Bradley Lake Operating
Administrative Costs 13,000 11,917 - - - - 11,917 13,000 -
Bradley Lake Operating Total 13,000 11,917 - - - - 11,917 13,000 -
Misc Admin
Bradley Lake Operating
Administrative Costs 12,000 11,000 - - 13,604 13,604 (2,604) 12,000 12,976
Bradley Lake Operating Total 12,000 11,000 - - 13,604 13,604 (2,604) 12,000 12,976
Professional Consultants
Bradley Lake Operating
Labor & Benefits 682,080 625,240 - - 523,620 523,620 101,620 - -
Travel 58,500 53,625 - - 6,376 6,376 47,249 - -
Contractual 20,000 18,333 - - 238,744 238,744 (220,411) 111,818 84,662
Supplies & Materials 18,000 16,500 - - 6,940 6,940 9,560 - -
Other Costs 12,000 11,000 - - 1,762 1,762 9,238 - -
Bradley Lake Operating Total 790,580 724,698 - - 777,443 777,443 (52,744) 111,818 84,662
FERC 920 & 930 - Administrative Expense Total 1,189,980 1,090,815 - - 1,246,296 1,246,296 (155,481) 508,218 698,129
FERC 924 & 925 - Insurance Premiums
Insurance Premiums
Bradley Lake Operating
Administrative Costs 1,015,505 930,880 27,293 - 867,116 894,409 36,471 1,382,444 1,187,246
Bradley Lake Operating Total 1,015,505 930,880 27,293 - 867,116 894,409 36,471 1,382,444 1,187,246
Risk Management
Bradley Lake Operating
Administrative Costs - - - - - - - 25,000 -
Bradley Lake Operating Total - - - - - - - 25,000 -
FERC 924 & 925 - Insurance Premiums Total 1,015,505 930,880 27,293 - 867,116 894,409 36,471 1,407,444 1,187,246
FERC 923 - Outside Services Employed
Outside Services Employed
Bradley Lake Operating
Consulting-Administrative 249,375 228,594 - - 82,906 82,906 145,688 - -
Bradley Lake Operating Total 249,375 228,594 - - 82,906 82,906 145,688 - -
FERC 923 - Outside Services Employed Total 249,375 228,594 - - 82,906 82,906 145,688 - -
FERC 928 - Regulatory Commission Expenses
FERC Admin Fees
Bradley Lake Operating
Administrative Costs 150,000 137,500 - - - - 137,500 150,000 172,565
Bradley Lake Operating Total 150,000 137,500 - - - - 137,500 150,000 172,565
FERC Related Prof Services
BRADLEY FERC PART 12 INSPECTION
Administrative Costs 25,000 22,917 - - 435 435 22,481 25,000 57,905
BRADLEY FERC PART 12 INSPECTION Total 25,000 22,917 - - 435 435 22,481 25,000 57,905
BRADLEY CONTRACTUAL ENGINEER-FERC LICENSE ISSUES
Administrative Costs 180,000 165,000 - - 86,727 86,727 78,273 180,000 110,022
BRADLEY CONTRACTUAL ENGINEER-FERC LICENSE ISSUES Total 180,000 165,000 - - 86,727 86,727 78,273 180,000 110,022
FERC 928 - Regulatory Commission Expenses Total 355,000 325,417 - - 87,163 87,163 238,254 355,000 340,493
O&M 4% Allocation to Battle Creek (236,473) (216,767) - - - - (216,767) (190,710) -
Total Bradley Lake Budget 7,049,495 6,462,037 2,565,044 49,451 2,492,162 5,106,658 1,355,379 6,606,169 5,897,803
Page 5 of 13
Actual Projected Actual Projected Actual Projected
@ 6/30/21 TO REPAY Budget @ 6/30/22 TO REPAY Budget @ 6/30/23 TO REPAY Budget
Description Expense @6/30/21 FY21 Expense @6/30/22 FY22 Expense @6/30/23 FY23
R&C FUND PROJECTS
Governor - 4,052,070 - 4,052,070 - - 4,052,070 -
Replace RFLS - 251,093 - 251,093 - - 251,093 -
Replace Runners - 1,946,733 - 1,946,733 - - 1,946,733 -
Replace cable from dam to power house - 2,321,923 - 2,321,923 - - 2,321,923 -
Replace power system stabilizer - 619,205 - 619,205 - - 619,205 -
Replace two RTUs - 86,905 - 86,905 - - 86,905 -
Culvert Repairs - 675,967 - 675,967 - - 675,967 -
Tower Repair for Jack Frost Heaves - 887,597 - 887,597 - - 887,597 -
Replace Plant and SCADA Controls - 1,344,683 - 1,344,683 - - 1,344,683 -
Vibration Monitoring System - 490 - 490 - - 490 -
Fire Alarm System Replacement 64,452 105,631 150,000 28,593 134,225 150,000 3,173 137,397 1,500,000
Battle Creek Diversion - 1,170,000 - 1,170,000 - - 1,170,000 -
Bradley Replace Electro-Mechanical Relays - 1,277,197 - 1,277,197 - - 1,277,197 -
Fishwater Screen Debris Removal - 312,236 - 312,236 - - 312,236 -
Turbine Nozzel Repair - 1,428,861 - 1,428,861 - - 1,428,861 -
SVC replacement Daves Creek | Soldotna - 8,517,991 - 8,517,991 - - 8,517,991 -
Equipment Storage Shed - 510,550 - 510,550 - - 510,550 -
Emerson Operating System Upgrade - 622,665 - 622,665 - - 622,665 -
Generator #2 Replacement - 953,213 - 953,213 - - 953,213 -
Road Grader - - 370,000 342,330 342,330 - - 342,330 -
Battle Creek Construction 3,739,591 3,739,591 3,666,000 - 3,739,591 - - 3,739,591 -
Battle Creek Cash Call-Expended 750,000 750,000 750,000 - 750,000 - - 750,000 -
Battle Creek Cash Call-Paid by Utilities (750,000) (750,000) (750,000) - (750,000) - - (750,000) -
Needle Repairs 1,482,791 1,482,791 1,500,000 - 1,482,791 - - 1,482,791 -
Construct Additional Residence - - 69,594 69,594 980,000 57,404 126,998 -
Spillway Raise & Expansion Project (aka Dixon Diversion)**- - 547,699 547,699 800,000 563,703 1,111,402 1,500,000
5,286,834 32,307,392 5,686,000 988,217 33,295,609 1,930,000 624,280 33,919,888 3,000,000
Current Year R&C Repayment (2,209,060) (2,435,902) (2,757,013)
Adjust balance to $5 million - - -
Interest in Fund Applied to Repayment (269,487) (42,921) (86,809)
Net Transfer from Revenue Fund (2,478,548) (2,478,823) (2,843,822)
Cumulative Prior Years R&C Repayments (25,518,390) (27,707,352) (29,808,017)
Due to (from) Utilities 289,586 378,159 1,015,977
Adjust Due to R&C Actual - - -
(25,228,805) (27,329,193) (28,792,040)
NET DUE TO R&C FUND 4,600,040 3,487,592 2,284,027
R&C FUND CASH FLOW PROJECTION
Beginning Investment Balance 3,922,231 1,069,523 2,363,808
Disbursements-current year -Accrual (4,906,857) (514,976) -
Disbursements-prior year accrued (406,104) (379,977) (473,241)
Utilities' R&C Refund (18,294) (289,586) (378,159)
Net other cash inflow(outflow) - - -
Current year interest earnings 269,487 42,921 86,809
Participants Contributions to R&C Fund 2,209,060 2,435,902 2,757,013
Ending Investment Balance 1,069,523 2,363,808 4,356,230
Accrued Due to (from) Utilities (289,586) (378,159) (1,015,977)
R&C payable back to the revenue fund - - -
Accrued R&C vendor Payable at Year End (379,977) (473,241) (624,280)
PROJECTED NET DUE + ENDING INVESTMENT BALANCE 5,000,000 5,000,000 5,000,000
REPAYMENT AMOUNT
$1,649,677 X 25%
$4,139,810 X 25% **Spillway Raise & Expansion Project (aka Dixon Diversion)
$238,606.15 X 25%
$954,181.79 x 25% Paid with Bradley Lake R&C Fund 563,703
$756,665.11 x 25% all 4 years Paid with Renewable Energy Fund Grant 110,065
$1,455,830.05 x 25% all 4 years Total Project Cost at 5/31/23 673,768
$1,401,948.53 x 25% all 4 years
$1,834,499.92 x 25% yr 1 | 25% yr 2 | 50% yr 3
$3,330,802.80 x 25% yr 1 | 32% yr 2 | 25% yr 3 |18% yr4
$5,644,193.08 x 25% all 4 years
$1,341,405.96 x 25% all 4 years (FY18) 4th 335,351
$1,715,556.80 x 25% all 4 years (FY19) 3rd 428,889 4th 428,889
$412,050.13 x 25% all 4 years (FY20) 2nd 103,013 3rd 103,013 4th 103,013
$5,286,834.31 x 25% all 4 years (FY21) 1st 1,321,709 2nd 1,321,709 3rd 1,321,709
FY22 ACTUALS 1st 247,054 2nd 247,054
1st 156,070
2,188,962 2,100,664 1,827,845
BRADLEY LAKE
R&C FUND DISBURSEMENTS AND REPAYMENTS
SCHEDULE D
Expenses for the period 07/01/22 to 05/31/23
Page 6 of 13
FY21 FY21 FY22 FY22 FY23 FY23
Budget Actual Budget Actual Budget Actual
Battle Creek Diversion 320,000 7,913 - - - -
Battle Creek Associated Costs - - 15,000 22,196 15,000 11,986
Vent Enlargment - - 50,000 13,077 50,000 32,407
Pressure Sensor w SCADA - - 25,000 2,807 25,000 27,030
Power feed to LBC Bridge - - 25,000 19,548 - -
Total Non R&C Capital Purchases 320,000 7,913 115,000 57,628 90,000 71,423
BATTLE CREEK
CAPITAL PURCHASES NOT FUNDED BY R&C FUND
ALASKA ENERGY AUTHORITY
BRADLEY LAKE HYDROELECTRIC PROJECT
Battle Creek Capital Purchases
Schedule E
Expenses for the period 07/01/22 to 05/31/23
Page 7 of 13
BATTLE CREEK OPERATIONS & MAINTENANCE
SCHEDULE F
BUDGET TO ACTUAL EXPENSES
FOR THE PERIOD 07/01/2022 THROUGH 05/31/2023
FY 23 FY 22
FY23 Approved
Budget
BUDGET %
07/01/2022 -
05/31/2023 HEA Actual CEA Actual AEA Actual Total Actual
(Over) Under
Budget to Date
FY22 Approved
Budget FY22 Actual
Summary by expense type
Direct Purchases/Travel - - - - - - - - -
Staff Professional Services (Direct) - - - - 43,159 43,159 (43,159) 71,000 26,505
Support Staff (Indirect) - - - - - - - - -
Labor & Benefits - - 37,363 1,068 21,818 60,249 (60,249) - 48,457
Travel - - 69 - 331 401 (401) - 358
Training - - 656 - 31 688 (688) - 682
Contractual 126,000 115,500 15,290 - 126,657 141,947 (26,447) 126,000 149,484
Consulting-Administrative - - - - 3,513 3,513 (3,513) - 60
Supplies & Materials - - 4,325 - 370 4,695 (4,695) - 9,628
Other Costs - - 1,190 992 83 2,265 (2,265) - 2,376
Equipment, Furniture & Machinery - - 230 - - 230 (230) - 239
Administrative Costs 54,900 50,325 1,137 - 53,689 54,826 (4,501) 11,900 131,166
Indirect Costs - - 46,617 - - 46,617 (46,617) - 50,826
O&M 4% Allocation to Battle Creek 236,473 216,767 - - - - 216,767 190,710 -
Total Battle Creek Budget 417,373 382,592 106,877 2,060 249,652 358,590 24,002 399,610 419,780
FERC 535 - Operation Supervision & Engineering
Operations Sup/Eng
Battle Creek Operating
Labor & Benefits - - 3,928 - - 3,928 (3,928) - 3,989
Travel - - 25 - - 25 (25) - 77
Training - - - - - - - - 192
Supplies & Materials - - 13 - - 13 (13) - 44
Indirect Costs - - 5,200 - - 5,200 (5,200) - 5,485
Battle Creek Operating Total - - 9,165 - - 9,165 (9,165) - 9,788
FERC 535 - Operation Supervision & Engineering Total - - 9,165 - - 9,165 (9,165) - 9,788
FERC 537 - Hydraulic Expenses
Hydraulic Expenses
Battle Creek Operating
Labor & Benefits - - 2,578 - - 2,578 (2,578) - 3,019
Travel - - - - - - - - 3
Contractual 81,000 74,250 4 - 65,275 65,278 8,972 81,000 66,287
Supplies & Materials - - 75 - - 75 (75) - 22
Indirect Costs - - 3,604 - - 3,604 (3,604) - 4,014
Battle Creek Operating Total 81,000 74,250 6,260 - 65,275 71,535 2,715 81,000 73,345
FERC 537 - Hydraulic Expenses Total 81,000 74,250 6,260 - 65,275 71,535 2,715 81,000 73,345
FERC 538 - Electric Expenses
Electric Expenses
BRADLEY CIRCUITS/RADIO TO BERNICE LK
BRADLEY CIRCUITS/RADIO TO BERNICE LK Total - - - - - - - - -
Battle Creek Operating
Labor & Benefits - - 7,968 - - 7,968 (7,968) - 9,566
Travel - - 45 - - 45 (45) - 206
Training - - 614 - - 614 (614) - 461
Supplies & Materials - - 149 - - 149 (149) - 2
Administrative Costs - - - - - - - - 1,776
Indirect Costs - - 8,815 - - 8,815 (8,815) - 9,271
Battle Creek Operating Total - - 17,591 - - 17,591 (17,591) - 21,282
FERC 538 - Electric Expenses Total - - 17,591 - - 17,591 (17,591) - 21,282
FERC 539 - Misc. Hydraulic Power Generation Expenses
Misc Hydro Power Exp
BRADLEY CIRCUITS/RADIO TO BERNICE LK
Other Costs - - - - - - - - 538
BRADLEY CIRCUITS/RADIO TO BERNICE LK Total - - - - - - - - 538
BRADLEY CIRCUITS BERNICE LK TO ANCH
Other Costs - - - - - - - - 84
BRADLEY CIRCUITS BERNICE LK TO ANCH Total - - - - - - - - 84
Battle Creek Operating
Labor & Benefits - - 3,116 - - 3,116 (3,116) - 2,952
Training - - 42 - - 42 (42) - 28
Contractual - - 7,852 - - 7,852 (7,852) - 9,860
Supplies & Materials - - 797 - - 797 (797) - 1,288
Other Costs - - 1,190 992 - 2,182 (2,182) - 1,742
Indirect Costs - - 4,119 - - 4,119 (4,119) - 4,044
Battle Creek Operating Total - - 17,116 992 - 18,109 (18,109) - 19,915
FERC 539 - Misc. Hydraulic Power Generation Expenses Total - - 17,116 992 - 18,109 (18,109) - 20,537
FERC 541 - Maintenance Supervision & Engineering
Maint Supervision/Eng
Battle Creek Operating
Labor & Benefits - - 3,958 - - 3,958 (3,958) - 4,358
Indirect Costs - - 5,200 - - 5,200 (5,200) - 5,530
Battle Creek Operating Total - - 9,157 - - 9,157 (9,157) - 9,888
FERC 541 - Maintenance Supervision & Engineering Total - - 9,157 - - 9,157 (9,157) - 9,888
FERC 542 - Maintenance of Structures
Maintenance of Structures
Battle Creek Operating
Labor & Benefits - - 2,358 - - 2,358 (2,358) - 2,721
Contractual - - 2,488 - - 2,488 (2,488) - 2,715
Supplies & Materials - - 268 - - 268 (268) - 1,604
Equipment, Furniture & Machinery - - 180 - - 180 (180) - 239
Administrative Costs - - - - - - - - 317
Indirect Costs - - 3,288 - - 3,288 (3,288) - 3,419
Battle Creek Operating Total - - 8,583 - - 8,583 (8,583) - 11,015
FERC 542 - Maintenance of Structures Total - - 8,583 - - 8,583 (8,583) - 11,015
FERC 543 - Maintenance of Reservoirs, Dams & Waterways
Maint Res, Dams, WWays
Battle Creek Operating
ALASKA ENERGY AUTHORITY
Page 8 of 13
BATTLE CREEK OPERATIONS & MAINTENANCE
SCHEDULE F
BUDGET TO ACTUAL EXPENSES
FOR THE PERIOD 07/01/2022 THROUGH 05/31/2023
FY 23 FY 22
FY23 Approved
Budget
BUDGET %
07/01/2022 -
05/31/2023 HEA Actual CEA Actual AEA Actual Total Actual
(Over) Under
Budget to Date
FY22 Approved
Budget FY22 Actual
ALASKA ENERGY AUTHORITY
Labor & Benefits - - 34 - - 34 (34) - 20
Contractual - - 213 - - 213 (213) - -
Indirect Costs - - 19 - - 19 (19) - 24
Battle Creek Operating Total - - 266 - - 266 (266) - 44
FERC 543 - Maintenance of Reservoirs, Dams & Waterways Total - - 266 - - 266 (266) - 44
FERC 544 - Maintenance of Electric Plant
Maintenance of Elec Plant
Battle Creek Operating
Labor & Benefits - - 9,334 - - 9,334 (9,334) - 11,246
Travel - - - - - - - - 18
Contractual - - 132 - - 132 (132) - 4,839
Supplies & Materials - - 1,116 - - 1,116 (1,116) - 906
Indirect Costs - - 13,046 - - 13,046 (13,046) - 15,296
Battle Creek Operating Total - - 23,628 - - 23,628 (23,628) - 32,304
FERC 544 - Maintenance of Electric Plant Total - - 23,628 - - 23,628 (23,628) - 32,304
FERC 545 - Maintenance of Misc. Hydraulic Plant
Maint of Misc Hydr Plant
Battle Creek Operating
Labor & Benefits - - 2,403 - - 2,403 (2,403) - 2,736
Contractual - - 303 - - 303 (303) - -
Supplies & Materials - - 1,397 - - 1,397 (1,397) - 3,188
Equipment, Furniture & Machinery - - 49 - - 49 (49) - -
Indirect Costs - - 3,326 - - 3,326 (3,326) - 3,744
Battle Creek Operating Total - - 7,479 - - 7,479 (7,479) - 9,668
FERC 545 - Maintenance of Misc. Hydraulic Plant Total - - 7,479 - - 7,479 (7,479) - 9,668
FERC 556 - System Control & Load Dispatching
System Cntl & Load Disp
Battle Creek Operating
Labor & Benefits - - 752 - - 752 (752) - 542
Contractual - - 1,995 - - 1,995 (1,995) - 4,166
Supplies & Materials - - 160 - - 160 (160) - 303
Battle Creek Operating Total - - 2,906 - - 2,906 (2,906) - 5,011
Snow Measurement
Battle Creek Operating
Contractual - - - - 400 400 (400) - 493
Battle Creek Operating Total - - - - 400 400 (400) - 493
Seismic Service
Battle Creek Operating
Contractual - - - - 2,248 2,248 (2,248) - 2,147
Battle Creek Operating Total - - - - 2,248 2,248 (2,248) - 2,147
Streamguaging Serv
Battle Creek Operating
Contractual 45,000 41,250 - - 48,787 48,787 (7,537) 45,000 52,793
Battle Creek Operating Total 45,000 41,250 - - 48,787 48,787 (7,537) 45,000 52,793
Permits
Battle Creek Operating
Other Costs - - - - 10 10 (10) - 12
Battle Creek Operating Total - - - - 10 10 (10) - 12
FERC 556 - System Control & Load Dispatching Total 45,000 41,250 2,906 - 51,445 54,351 (13,101) 45,000 60,457
FERC 562 - Station Expenses
Station Expenses
Battle Creek Operating
Labor & Benefits - - 856 1,068 - 1,924 (1,924) - 7,242
Travel - - - - - - - - 11
Contractual - - 1,158 - - 1,158 (1,158) - 5,338
Supplies & Materials - - 349 - - 349 (349) - 2,271
Battle Creek Operating Total - - 2,363 1,068 - 3,431 (3,431) - 14,862
FERC 562 - Station Expenses Total - - 2,363 1,068 - 3,431 (3,431) - 14,862
FERC 571 - Maintenance of Overhead Lines
Maint of OH Lines
Battle Creek Operating
Labor & Benefits - - 79 - - 79 (79) - 67
Contractual - - 1,145 - - 1,145 (1,145) - 106
Battle Creek Operating Total - - 1,224 - - 1,224 (1,224) - 174
FERC 571 - Maintenance of Overhead Lines Total - - 1,224 - - 1,224 (1,224) - 174
FERC 920 & 930 - Administrative Expense
AEA Bradley Fixed Admin Fees
Bradley Lake Operating
Bradley Lake Operating Total - - - - - - - - -
Battle Creek Operating
Staff Professional Services (Direct) - - - - 43,159 43,159 (43,159) 71,000 26,505
Travel - - - - 66 66 (66) - 42
Training - - - - 31 31 (31) - -
Consulting-Administrative - - - - 59 59 (59) - 60
Supplies & Materials - - - - 81 81 (81) - -
Administrative Costs 43,000 39,417 - - 2,403 2,403 37,014 - 30,409
Battle Creek Operating Total 43,000 39,417 - - 45,799 45,799 (6,382) 71,000 57,016
Shared - 100% AEA Bradley Lake
Administrative Costs - - - - - - - - 681
Shared - 100% AEA Bradley Lake Total - - - - - - - - 681
Shared - 100% AEA Battle Creek
Administrative Costs - - - - - - - - 9,533
Shared - 100% AEA Battle Creek Total - - - - - - - - 9,533
Operating Committee Exp-Audit
Battle Creek Operating
Administrative Costs - - - - 1,355 1,355 (1,355) - 1,166
Battle Creek Operating Total - - - - 1,355 1,355 (1,355) - 1,166
Page 9 of 13
BATTLE CREEK OPERATIONS & MAINTENANCE
SCHEDULE F
BUDGET TO ACTUAL EXPENSES
FOR THE PERIOD 07/01/2022 THROUGH 05/31/2023
FY 23 FY 22
FY23 Approved
Budget
BUDGET %
07/01/2022 -
05/31/2023 HEA Actual CEA Actual AEA Actual Total Actual
(Over) Under
Budget to Date
FY22 Approved
Budget FY22 Actual
ALASKA ENERGY AUTHORITY
Operating Committee Exp-Legal
Bradley Battle Creek Diversion
Administrative Costs - - - - - - - - 133
Bradley Battle Creek Diversion Total - - - - - - - - 133
Battle Creek Operating
Administrative Costs 5,000 4,583 - - 5,747 5,747 (1,164) 5,000 17,373
Battle Creek Operating Total 5,000 4,583 - - 5,747 5,747 (1,164) 5,000 17,373
Operat Committee Exp-Arbitrage
Battle Creek Operating
Administrative Costs 2,000 1,833 - - - - 1,833 2,000 1,692
Battle Creek Operating Total 2,000 1,833 - - - - 1,833 2,000 1,692
Trust & Account Fees
Bradley Battle Creek Diversion
Bradley Battle Creek Diversion Total - - - - - - - - -
Battle Creek Operating
Administrative Costs 4,800 4,400 - - 4,000 4,000 400 4,800 4,058
Battle Creek Operating Total 4,800 4,400 - - 4,000 4,000 400 4,800 4,058
Misc Admin
Battle Creek Operating
Administrative Costs 100 92 - - 567 567 (475) 100 654
Battle Creek Operating Total 100 92 - - 567 567 (475) 100 654
Professional Consultants
Bradley Lake Operating
Bradley Lake Operating Total - - - - - - - - -
Battle Creek Operating
Labor & Benefits - - - - 21,818 21,818 (21,818) - -
Travel - - - - 266 266 (266) - -
Contractual - - - - 9,948 9,948 (9,948) - 739
Supplies & Materials - - - - 289 289 (289) - -
Other Costs - - - - 73 73 (73) - -
Battle Creek Operating Total - - - - 32,393 32,393 (32,393) - 739
FERC 920 & 930 - Administrative Expense Total 54,900 50,325 - - 89,861 89,861 (39,536) 82,900 93,044
FERC 924 & 925 - Insurance Premiums
Insurance Premiums
Battle Creek Operating
Administrative Costs - - 1,137 - 36,130 37,267 (37,267) - 56,628
Battle Creek Operating Total - - 1,137 - 36,130 37,267 (37,267) - 56,628
FERC 924 & 925 - Insurance Premiums Total - - 1,137 - 36,130 37,267 (37,267) - 56,628
FERC 923 - Outside Services Employed
Outside Services Employed
Battle Creek Operating
Consulting-Administrative - - - - 3,454 3,454 (3,454) - -
Battle Creek Operating Total - - - - 3,454 3,454 (3,454) - -
FERC 923 - Outside Services Employed Total - - - - 3,454 3,454 (3,454) - -
FERC 928 - Regulatory Commission Expenses
FERC Admin Fees
Battle Creek Operating
Administrative Costs - - - - - - - - 1,685
Battle Creek Operating Total - - - - - - - - 1,685
FERC Related Prof Services
BRADLEY FERC PART 12 INSPECTION
Administrative Costs - - - - - - - - 566
BRADLEY FERC PART 12 INSPECTION Total - - - - - - - - 566
BRADLEY CONTRACTUAL ENGINEER-FERC LICENSE ISSUES
Administrative Costs - - - - - - - - 1,075
BRADLEY CONTRACTUAL ENGINEER-FERC LICENSE ISSUES Total - - - - - - - - 1,075
Battle Creek Operating
Administrative Costs - - - - 3,487 3,487 (3,487) - 3,419
Battle Creek Operating Total - - - - 3,487 3,487 (3,487) - 3,419
FERC 928 - Regulatory Commission Expenses Total - - - - 3,487 3,487 (3,487) - 6,745
O&M Allocation to Battle Creek 236,473 216,767 - - - - 216,767 190,710 -
Total Battle Creek Budget 417,373 382,592 106,877 2,060 249,652 358,590 24,002 399,610 419,780
Page 10 of 13
FY21 FY21 FY22 FY22 FY23 FY23
Amended Amended Amended
Budget Actuals Budget Actuals Budget Actuals
SSQ Line Access Documentation 150,000 3,127 - 144,482 - 23,555
SSQ Line Acquisition Costs 40,000 46,029 - 2,026 - -
SSQ Soldotna-Qtz Ck 230kV Construction - - 750,000 91,051 - 280,665
Total Non R&C Capital Purchases 190,000 49,156 750,000 237,559 - 304,219
SSQ LINE CAPITAL PURCHASES NOT FUNDED BY R&C FUND
ALASKA ENERGY AUTHORITY
BRADLEY LAKE HYDROELECTRIC PROJECT
SSQ Line Capital Purchases
Schedule H
Expenses for the period 07/01/22 to 05/31/23
Page 11 of 13
ALASKA ENERGY AUTHORITY
SSQ LINE OPERATIONS & MAINTENANCE
SCHEDULE I
BUDGET TO ACTUAL EXPENSES
FOR THE PERIOD 07/01/2022 THROUGH 05/31/2023
FY 23 FY 22
FY23 Approved
Budget
BUDGET %
07/01/2022 -
05/31/2023 HEA Actual CEA Actual AEA Actual Total Actual
(Over) Under
Budget to Date
FY22 Approved
Budget FY22 Actual
Summary by expense type
Staff Professional Services (Direct)53,000 48,583 - - 36,957 36,957 11,626 42,000 8,473
Support Staff (Indirect)- - - - - - - - -
Labor & Benefits 56,999 52,249 521 - - 521 51,728 85,820 5,158
Travel - - - - - - - - 404
Contractual 200,000 183,333 12,768 - - 12,768 170,565 250,000 182,178
Permitting - - - - - - - - 2,848
Supplies & Materials 25,000 22,917 - - 570 570 22,347 56,992 1,561
Other Costs - - - - 1,275 1,275 (1,275) 7,711 1,250
Equipment, Furniture & Machinery - - 29 - - 29 (29) - -
Administrative Costs 2,000 1,833 - - 15,889 15,889 (14,056) 2,000 66,128
Total SSQ Line Budget 336,999 308,916 13,318 - 54,691 68,009 240,907 444,523 268,001
FERC 540 - Rents
FERC Land Use Fee
SSQ Line Operating
Other Costs - - - - 1,275 1,275 (1,275) - 1,250
SSQ Line Operating Total - - - - 1,275 1,275 (1,275) - 1,250
FERC 540 - Rents Total - - - - 1,275 1,275 (1,275) - 1,250
FERC 556 - System Control & Load Dispatching
Permits
SSQ Line Operating
Permitting - - - - - - - - 2,848
SSQ Line Operating Total - - - - - - - - 2,848
FERC 556 - System Control & Load Dispatching Total - - - - - - - - 2,848
FERC 571 - Maintenance of Overhead Lines
Maint of OH Lines
SSQ Line Operating
Labor & Benefits 56,999 52,249 521 - - 521 51,728 85,820 5,158
Travel - - - - - - - - 404
Contractual 200,000 183,333 12,768 - - 12,768 170,565 250,000 182,178
Supplies & Materials 25,000 22,917 - - - - 22,917 56,992 1,561
Other Costs - - - - - - - 7,711 -
Equipment, Furniture & Machinery - - 29 - - 29 (29) - -
SSQ Line Operating Total 281,999 258,499 13,318 - - 13,318 245,181 400,523 189,301
FERC 571 - Maintenance of Overhead Lines Total 281,999 258,499 13,318 - - 13,318 245,181 400,523 189,301
FERC 920 & 930 - Administrative Expense
AEA Bradley Fixed Admin Fees
SSQ Capital Acquisition
SSQ Capital Acquisition Total - - - - - - - - -
SSQ Line Operating
Staff Professional Services (Direct)53,000 48,583 - - 36,957 36,957 11,626 42,000 8,473
Administrative Costs - - - - 628 628 (628) - 39,776
SSQ Line Operating Total 53,000 48,583 - - 37,585 37,585 10,999 42,000 48,250
General & Administrative Costs
Supplies & Materials - - - - 570 570 (570) - -
Administrative Costs - - - - 13,262 13,262 (13,262) - -
General & Administrative Costs Total - - - - 13,831 13,831 (13,831) - -
Shared - 100% AEA SSQ Line
Administrative Costs - - - - - - - - 2,310
Shared - 100% AEA SSQ Line Total - - - - - - - - 2,310
Shared - 100% AEA Audit
Shared - 100% AEA Audit Total - - - - - - - - -
Operating Committee Exp-Legal
SSQ Line Operating
Administrative Costs - - - - - - - - 22,042
SSQ Line Operating Total - - - - - - - - 22,042
Trust & Account Fees
SSQ Line Operating
Administrative Costs 2,000 1,833 - - 2,000 2,000 (167) 2,000 2,000
SSQ Line Operating Total 2,000 1,833 - - 2,000 2,000 (167) 2,000 2,000
FERC 920 & 930 - Administrative Expense Total 55,000 50,417 - - 53,416 53,416 (2,999) 44,000 74,602
FERC 928 - Regulatory Commission Expenses
FERC Admin Fees
SSQ Line Operating
SSQ Line Operating Total - - - - - - - - -
FERC 928 - Regulatory Commission Expenses Total - - - - - - - - -
Total SSQ Line Budget 336,999 308,916 13,318 - 54,691 68,009 240,907 444,523 268,001
Page 12 of 13
Source
Construction Funds
at 12/17/20
Investment
Expenses
Calculated Capital
Reserve at
12/17/20
Purchase of HEA
SSQ Line
Released from
Capital Reserve
Total Available
Funding
SSQ Line Series 10 Bond Proceeds 17,000,000 (225,252) (1,239,986) (13,566,179) 810,478 2,779,061
SSQ Line Bond Series 10 Funded Capital Projects Project Total Funding Project Budget Encumbered Total Actual Costs
(Over) / Under
Project Budget to
Date
SSQ Line - 69kV Remediation SSQ
1,545,814 24,629 1,232,170 313,644
SSQ Line Due Diligence Inspect/Repair O/S Fire ZNE SSQ 175,000 - 2,350 172,650
Total SSQ Line Projects 2,779,061 1,720,814 24,629 1,234,520 486,295
Source
Construction Funds
at 11/30/22
Investment
Expenses
Calculated Capital
Reserve at
11/30/22
Earnings (Interest
Income)
Released from
Capital Reserve
Total Available
Funding
Required Project Work Bond Series 11 Funding 166,013,134 (157,250) (12,454,346) 2,520,005 - 155,921,543
BESS Required Project Work Bond Series 11 Funded Capital
Projects Allocate Total Funding Project Budget Encumbered Total Actual Costs
(Over) / Under
Project Budget to
Date
BRADLEY HEA BESS Preliminary Study 35% 54,572,540 75,000 22,725 706 74,294
Total BESS Capital Projects 54,572,540 75,000 22,725 706 74,294
Transmission Required Project Work Bond Series 11 Funded
Capital Projects Allocate Total Funding Project Budget Encumbered Total Actual Costs
(Over) / Under
Project Budget to
Date
65% 101,349,003 - - - -
Total Transmission Capital Projects 101,349,003 - - - -
Total Required Project Work 155,921,543 75,000 22,725 706 74,294
2,779,061
ALASKA ENERGY AUTHORITY
BRADLEY LAKE HYDROELECTRIC PROJECT
Capital Projects Funded by Bond Proceeds
Appendix A
05/31/23
Page 13 of 13
Page 1 of 2
Bradley Operation and Dispatch Committee Report
May - June 2023
Meeting Dates:
May 12, 2023
June 16, 2023
Notable Discussions and Items:
2023-2024 Water Year Inflows:
Water Year began June 1 and utilities are updating their generation plans for next 12
months to minimize risk of spill. Normal inflows of 404,000 acre-feet are forecasted and
the water year started with 260,000 acre-feet of Bradley storage capacity. Updates and
improvements to water tracking tools are made as needed.
Plant Trip on 6/14 with 54 MW load:
Both turbines tripped after bus breaker was closed
into transmission lines that contained a ground fault.
Fault was not identified prior to breaker closing,
though lines and equipment had been inspected.
Subsequent inspections revealed a failed lightning
arrestor at the Bradley end of the transmission line.
Failed equipment was replaced, and systems
returned to normal.
This event highlighted the need for replacements
since equipment is original from 1990’s construction
and subject to corrosive environment. A quote for
replacement of all six arrestors, plus additional
spares is being developed.
.
Page 2 of 2
Figure 1: June 16, 2023, Bradley Lake Level Report
Lake Level and Water Availability:
Lake inflows have begun with the reservoir dropping to a low of 1,083’ on May 10th
before starting its seasonal rise. The minimum normal operating level is 1,080’ so there
was little schedulable water remaining. Planned islanding events over the next 12 months
will play a significant role in lake levels and utility generation plans.
Committee Assignments:
• No assignments from the BPMC
• CEA is continuing work to address SCADA challenges to allow HEA wheeling capacity
as defined in the existing Bradley agreements.
• CEA investigating methodology for placing units in condense vs. Off.
• CEA investigating inability of Bradley breakers to close into grid.
Next Meeting:
July 21, 2023 (at Bradley Lake)
Current
lake level
Average lake
level