man000172 19

11 This comparison together with per-customer trends of plant investment, operating expenses and annual revenue are shown in the next tabulation: Year Customers per 10 0 of Population Iff Plant In-'* Operating vestment per Expenses 1/ Customer per Customer Annual Revenue 2/ per Customer 1940 27.2 $45.40 $33.07 1941 $26.94 27.4 53.73 43.52 27.07 1942 28.6 53.28 27.02 28.53 1943 29.6 59.33 24.55 26.61 1944 2 6 .8 60.47 > 74.37 Y *75.57 W \ 76.68 W 27.19 25.90 1945 26.8 39.54 26.42 1946 27.4 22.91 27.48 1947 29.1 28.76 C ) 28.07 1948 31.6 75.36 24.66 V V 27.16 1949 32.4 90.33 24.32 l\$T 26.41 X V 26.22 1950 (Est.) 35.6 95v49- <\ 0r*«J V 26.51 Thus, it is seen that the density in customers per 10 0 of population has increased from 26.8 in 1945 to 32.4 in 1949, and with an estimate of 35.6 for 1950, an increase of 32.8$ over the 1945 figure Plant investment per customer has increased from $59.33 in 1943 to $90.33 in 1949, with an estimated capital cost per customer of $95.49 in 1950, an increase of 60.9$ in the 7-year period 1943 to 1950. Operating expenses, in spite.of a 75$ increase in most labor and material costs, have on the average undergone little change, in­dicating in part an efficient operation of the water system. It is likewise well known that after a certain point is reached in plant growth, sizeable increases in operating costs occur, principally through the need of added personnel. Attention is again directed to the fact that revenue per cus­tomer, during the past 12 years, has remained practically constant. Thus the users of water service in Las Vegas have not participated in paying for any of the very substantial increases in costs of furnishing that service. 1/ Including joint facility rents as recorded; excluding income taxes. 15/ Under present rates.