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Home My WebLink AboutPACKET Town Board 2020-03-10 — Prepared 02-28-2020 'Revised 1 TC)�N aF EST F�S PAI�� The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our citizens, guests, and employees, while being good stewards of public resources and our natural setting. The Town of Estes Park will make reasonable accommodations for access to Town services, programs, and activities and special communication arrangements for persons with disabilities. Please call(970)577-4777. TDD available. BOARD OF TRUSTEES-TOWN OF ESTES PARK Tuesday. March 10, 2020 7:00 p.m. PLEDGE OF ALLEGIANCE. (Any person desiring to participate, please join the Board in the Pledge of Allegiance). SWEARING IN OF K9 DIEGO. AGENDA APPROVAL. PUBLIC COMMENT. (Please state your name and address). TOWN BOARD COMMENTS/ LIAISON REPORTS. TOWN ADMINISTRATOR REPORT. CONSENT AGENDA: 1. Bills. 2. Town Board Minutes dated February 25, 2020 and Town Board Study Session Minutes dated February 25, 2020. 3. Estes Valley Board of Adjustment Minutes dated December 3, 2019 (acknowledgment only). 4. Transportation Advisory Board Minutes dated January 15, 2020 (acknowledgment only). 5. Parks Advisory Board Minutes dated January 16, 2020 (acknowledgment only). 6. Approval to Spend $1.2 Million for the Glacier Plant Pretreatment Engineering with HDR. REPORTS AND DISCUSSION ITEMS: 1. ELECTRIC RATE INCREASE REPORT. Director Hudson. Presentation of rate study results and public comment prior to the upcoming public hearing. 2. 2020 STREET IMPROVEMENT PLAN & TRAIL EXPANSION PROGRAM UPDATE. Engineer Barr. 3. 2020 TRANSIT ROUTES PROPOSAL. Manager Solesbee. � � REQUEST TO ENTER INTO EXECUTIVE SESSION: For discussion of a personnel matter - Section 24-6-402(4)(f), C.R.S. and not involving: any specific employees who have requested discussion of the matter in open session; any member of the Town Board; the appointment of any person to fill an office of the Town Board; or personnel policies that do not require discussion of matters personal to particular employees—Town Administrator and Town Attorney Reviews. ADJOURN. NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was Q 2 prepared. Town of Estes Park, Larimer County, Colorado, February 25, 2020 Minutes of a Regular meeting of the Board of Trustees of the Town of Estes Park, Larimer County, Colorado. Meeting held in the Town Hall in said Town of Estes Park on the 25th day of February, 2020. Present: Todd Jirsa, Mayor Ron Norris, Mayor Pro Tem Trustees Carlie Bangs Marie Cenac Patrick Martchink Ken Zornes Also Present: Travis Machalek, Town Administrator Jason Damweber, Assistant Town Admi ator Dan Kramer, Town Attorney Jackie Williamson, Town Clerk Bunny Victoria Beers, Recordin retary Absent: Trustee Eric Blackhurst Mayor Jirsa called the meeting to order at 7:00 and all ring to do so, recited the Pledge of Allegiance. AGENDA APPROVAL. It was moved and seconded (Cenac to appr e Agenda, and it passed unanimously. PUBLIC COMMENTS. Edward Hayek/Town citi ene Ha own citizen and Jim Kelley/Town citizen voiced concern for the rova the Sta Hotel Arts Center plan and the process which directly affec e rights neighb properties. Concerns included noise, process for proje hich ch merci sidential interface, and referenced the Stanley Historic Di Ma quires Technical Review for alteration of open space and all m n to existing evelopment projects. John r ' en sted changes to the layout of the Elected Officials Public Em ' eb page mov ' ws" and sort by date. Additionally, he requested cl tion on the tra ight a the Alarado property project. Director Hunt stated the dev committed t tall a traffic light which has undergone Colorado Department of Tran ation (CD review. Staff would provide more information to the Board on the proje TOWN BOAR MENTS Trustee Martchin attended the Estes Valley Planning Commission meeting on February 18, 2020. Town and County staff continue to work together during the transition through the expiring Intergovernmental Agreement. The County plans to create an Estes Valley overlay using the Estes Valley Development Code with minor changes including no longer offering workforce or attainable housing density and height bonuses. He reviewed pros and cons of the changes to the Planning Commissions. He stated the County would honor the Residential zoned vacation home cap number which would be achieved after the renewal deadline of March 31, 2020. A special Planning Commission meeting was held to review the Elkhorn Lodge Mixed Use Planning Unit Development which was approved. Estes Park Health plans to open a new location (Alarado)on May 18, 2020 with services for urgent care, rehab, and a specialty clinic. He congratulated Adam Shake who was named PresidenUCEO of the Estes Park Economic Development Corporation. Trustee Cenac attended the Trustee Talk with Trustee Martchink on February 19, 2020 and encouraged public attendance. She stated the Regular Municipal Election would occur April 7, 2020 and reminded citizens to vote. 3 Board of Trustees—February 25,2020—Page 2 Trustee Bangs stated community members were concerned about the closing of the Boys and Girls Club summer program due to lack of funding and staff. An attempt has been made to keep the program open through local efforts. She was accepted to attend a Leadership Summit which focuses on connecting kids to nature and hopes the information would be beneficial to the Board and the community. During the study session the Board discussed board governance and wanted to let the public know she is open for communication related to any items presented to the Board where she recuses herself and the reason for recusing herself from various Board items. Mayor Pro Tem Norris reminded the public of the upcoming election and encouraged voter participation. He stated interest in more information related to the Stanley Historic District and process of projects. Trustee Zornes echoed Mayor Pro Tem Norris's comments related to tanley Historic District projects. TOWN ADMINISTRATOR REPORT. None. CONSENT AGENDA: 1. Bills. 2. Town Board Minutes dated February 11, own Board Study Session Minutes dated February 11, 2020. 3. Estes Valley Planning Comm ' utes and Session minutes dated January 21, 2020 and Estes Va mmis Study Session minutes dated November 19, 2019 (ackn dgm 4. Family Advisory Bo � tes dat uary 9, 2020 (acknowledgement only). 5. One-year Con Extens for InVi GIS Professional Services. 6. Resolution Ack Fiber Asset Transfer from Platte River Power Authori t wn o ark. It wa sec d (Norris/Zornes)to approve the Consent Agenda,and it d unani ly. PL NG COMMIS ITEMS: 1. A N ITEM RESO 11-20. APPROVING SUPPLEMENTAL MAP #5 OF ESTES PARK C OMINIUMS, LOT 1 EPCO SUBDIVISION, 220 VIRGINIA DRIVE, UNIT 20. Planner Bergeron stated supplemental map #5 of the condominiums would be the fifth and final for the development which establishes Unit 20 and completes the associated development plan.The item underwent staff review and was not presented to the Planning Commission per the Development Code. He added there has not been any public comment received on the project.There being no further discussion, it was moved and seconded (Norris/Bangs) to approve Resolution 11-20, and it passed unanimously. ACTION ITEMS: 1. RESOLUTION 12-20 SUPPLEMENTAL BUDGET APPROPRIATIONS. The changes and additions to the 2020 budget included debt service on the Park Entrance Mutual Pipeline Water Company USDA financing, Capital Expenditures for Prospect Mountain Water Company infratrcture upgrades, and the engineering costs for the Glacier Creek Water Treatment Plant Disinfection Outreach Verification Effort improvements. If approved the appropriations would be 4 Board of Trustees—February 25,2020—Page 3 increased by $12,163,779. It was moved and seconded (Zornes/Norris) to approve Resolution 12-20, and it passed unanimously. 2. POLICY 671 REVISIONS—TOWN FUNDING OF OUTSIDE ENTITIES. Director Hudson stated the proposed amendments to the policy would exempt Trailblazer Broadband from the funding criteria and processes related to promotional sponsorships. The change would allow marketing efforts to move forward as a competetive business providing services to customers. It was moved and seconded (Norris/Martchink) to approve the revisions to Policy 671, and it passed unanimously. 3. ELECTRIC VEHICLE CHARGING STATION LICENSE AGREEMENT. Approval was requested from the Board for a ten-year Charging Station License agreement to install and maintain electric vehicle supply equipment a Visitor Center parking lot. The Colorado Energy Office (CEO)manages t Fuels Colorado Plug-in Electric Vehicle(PEV)Direct Current Fast Chargi FC)corridors grant program. The program initiative aims to provide fast tations along six highway corridors. ChargePoint was awarded the fro . The project requires local cost share which was not approved ' e 2020 bu hargePoint would be willing to fund 100% of the design a nstruction cost ' stall four fast charging stations as the Visitors Center rgePoint would own, te and maintain the stations for a period of ten so lon the Town pro ides the four parking stalls and allows ChargePoi ay t wn the municipal rate for the electricity as outlined in the agreem s moved and seconded (Norris/Bangs) to approve the electric v charging station license agreement, and it passed una ly. 4. RESOLUTION 13-20 SETTING E AR DATE FOR 2020-2022 ELECTRIC RATES. Staff reque the public hearing date of April 14, 2020 for the pro 2020-2 tric rates. A rate study was conducted by NewGen Strat lutions to analyze current and future expenses. The proposed r ang uld be verall revenue increase of 5.9%allocated over three . The i ase wo ensure the Town generates adequate revenues t the c i quality, reliable electric service. Director Bergsten stat e s impact to commercial rates. He reviewed cost of service a design overview,the established method for cost of service a ' n ov . He reviewed potential objectives for tariffs and rates. He d pub �ce o earing would be promoted in the newspaper, on social edia and an rt wo e included in Utility bills. John Meissner/Town citizen uestioned the ease amount to the base rate. Director Bergsten stated the e rate for res tial customers would be increased to approximately$27.00 a . It was ed and seconded (Martchink/Cenac)to approve Resolution 13- d it ed unanimously. 5. ESTES K PLANNING COMMISSION AND BOARD OF ADJUSTMENT INTERVIEW COMMITTEE APPOINTMENTS. Ordinance 03-20 approved the formation of the Estes Park Planning Commission and Estes Park Board of Adjustment beginning April 1, 2020 due to the expiration of the Intergovernmental Agreement for land use between the Town and Larimer County on March 31,2020. Interviews would be conducted for replacment of the current Estes Valley Planning Commission and the Estes Valley Board of Adjustment members. The Planning Commission would consist of five volunteer Town residents and the Board of Adjustment would consist of three volunteer Town residents. It was moved and seconded (Norris/Zornes)to appoint Mayor Jirsa and Trustee Blackhurst with Mayor Pro Tem Norris as an alternate to the Estes Park Planning Commission and Board of Adjustment Interview Committees with Director Hunt and an existing Town appointed Planning Commissioner in attendance, and it passed unanimously. REQUEST TO ENTER EXECUTIVE SESSION: It was moved and seconded (Cenac/Martchink) to enter into Executive Session for the purpose of receiving legal advice on specific legal questions — Section 24-6- 5 Board of Trustees—February 25,2020—Page 4 402(4)(b),C.RS.and determining positions relative to matter that may be subject to negotiations, developing strategy for negotiations, and/or instructing negotiators — Section 24-6-402(4)(e), C.R.S. — Downtown Estes Loop Project, and it passed unanimously. The Board entered executive session at 8:41 p.m. and concluded the executive session at 9:57 p.m. Mayor Jirsa reconvened the Open Meeting at 10:04 p.m. where it was moved and seconded (Norris/Cenac) to waive attorney client privilege with respect to legal advice regarding the Town's reimbursable agreement on the Downtown Estes Loop Project with Central Federal Lands as it relates to TABOR,and it passes unanimously. Whereupon Mayor Jirsa adjourned the meeting at 10:06 p.m. Todd Jirsa, or Bunny Victoria Beers, Recording Secretary 6 RECORD OF PROCEEDINGS Town of Estes Park, Larimer County, Colorado February 25, 2020 Minutes of a Study Session meeting of the TOWN BOARD of the Town of Estes Park, Larimer County, Colorado. Meeting held at Town Hall in the Board Room in said Town of Estes Park on the 25th day of February, 2020. Board: Mayor Jirsa, Mayor Pro Tem Norris, Trustees Bangs, Blackhurst, Cenac, Martchink, and Zornes Attending: Mayor Jirsa, Mayor Pro Tem Norris, Trustees Bangs, Cenac, Martchink, and Zornes Also Attending: Town Administrator Machalek, Assistan n Administrator Damweber, Town Attorney Kramer a ording Secretary Disney Absent: Trustee Blackhurst Mayor Jirsa called the meeting to order at 5:45 p.m. SEMI-ANNUAL COMPLIANCE REVIEW WIT R ERNING POLICIES — POLICY 1.10 SELF-MONITORING OF THE BO Jirsa presented the Semi- Annual Compliance Review and the Board discusse al of voting and appropriate reasons for recusal, level of public tru oviding corr rmation to the public, and governing policies. Board members nstructi 'sm from other Trustees and constituents. FOLLOW UP DISCUSSION OF BUILDI E CODE. Director Hunt and SAFEb ' Buildi I Rusu provided a brief background of the Building Maintena cussio m July 23, 2019. The Board discussed public input, educat' ppo ies, co tion with the Estes Valley Protection District and Lari ounty and el of staff interaction depending on maintenance issue staff would provide the Board with an update of the conver onduc ith the Estes Valley Fire Protection District, Larimer C th, iness and property owners which could be affected by adoptin al Maintenance Code. FIS CHERY N TEP . Assis wn Admi tor Damweber presented a discussion on the Town's Fish Hatcher rty, h ided a brief history of the development of workforce housing at the pro s previously directed, reviewed sewer district capabilities to support appr 100 residential units, development limitations in regards to water access on both orth and south sides of Fall River, and potential development of 50- acres of the 75-acre site on the north side of Fall River due to floodplain and topographical limitations. Staff sought direction from the Board to either reissue a Request for Proposals, enter into an agreement with one of the firms which already provided proposals, or taking no action. The Board discussed land swapping and additional development firms which may be interested. The Board reached consensus to have the two original development firms present their proposals to the Board during the Study Session on March 10, 2020. TRUSTEE 8�ADMINSTRATOR COMMENTS 8�QUESTIONS. Mayor Jirsa stated Judge Thrower's presentation at the Citizen Information Academy would be provided to the Board for consideration in his upcoming review. FUTURE STUDY SESSION AGENDA ITEMS. 7 RECORD OF PROCEEDINGS Town Board Study Session—March 10, 2020—Page 2 Town Administrator Machalek stated a Budget Review has been requested for the March 10, 2020 Study Session with a budget amendment at the March 24, 2020 regular meeting. It was determined to schedule the review for March 10, 2020. There being no further business, Mayor Jirsa adjourned the meeting at 6:40 p.m. Kimberly Disney, Recording Secretary 8 RECORD OF PROCEEDINGS Estes Valley Board of Adjustment December 3, 2019, 9:00 a.m. Board Room, Estes Park Town Hall Board: Chair Jeff Moreau, Vice-Chair John Lynch, Members Rex Poggenpohl, Wayne Newsom, Joe Holtzman Attending: Moreau, Lynch, Newsom, Poggenpohl, Holtzman Also Attending: Director Randy Hunt, Planner I Linda Hardin, Recording Secretary Karin Swanlund Absent: none Chair Moreau called the meeting to order at 9:00 a.m. and introduced the Board Members and staff. There were three people in attendance. 1. AGENDA APPROVAL It was moved and seconded (Lynch/Newsom) to approve the agenda. The motion passed 5-0. 2. PUBLIC COMMENT None 3. CONSENT AGENDA Approval of minutes dated October 1, 2019 It was moved and seconded (Newsom/Poggenpohl) to approve the Consent Agenda. The motion passed 5-0. 4. VARIANCE REQUEST, 4070 Little Valley Road, Owner: Tom Everitt Planner Hardin reviewed the variance request. During the zoning review for this permit it was discovered that the existing deck on the southeast of the property encroached into the 35-foot setback by 4'7". A permit for this deck was not found. On March 6, 2000, the Board of Adjustment granted a setback variance from 50 feet to 35 feet along the rear lot line. An as-built approval will be needed from Larimer County. Commission Discussion: Poggenpohl questioned why a building permit was issued with a nonconforming condition on the site, which he will address with Larimer County Board of Appeals. Applicant Discussion: Jackie Wiedow, Aldrich Builders, a representative of the applicant, stated that the as-built permit is in progress and will be submitted to Larimer County soon. It was moved and seconded (Lynch/Poggenpohl) to approve the requested variance with findings and conclusions outlined within the staff report that the owner must apply for an 5 g RECORD OF PROCEEDINGS Estes Valley Board of Adjustment 2 December 3, 2019 as-built permit with Larimer County, and if necessary, bring the deck up to current building code standards. The motion passed 5-0. 5. REPORTS: • New Planner II, Alex Bergeron, started November 1, 2019 • It is not clear if Griffith Court is a private or public road. More untangling is needed. A Code Amendment is in the works for development reviews in situations like this. • The IGA will expire on March 31, 2020. The Town and County have not agreed on what a new IGA will look like as there was a split vote between the boards. • Second-hand information on the Mountain Coaster appeal is that the Colorado Supreme Court has set a date for January 2020. Election of Officers: It was decided by the Board to wait to elect new officers until the IGA is figured out, hopefully by the February 4 meeting date. There being no other business before the Board, the meeting adjourned at 9:21 a.m. Jeff Moreau, Chair Karin Swanlund, Recording Secretary 6 10 l�EC�RC] dF PRdCEEQINGS Town of Estes Park, Larimer County, Colorado, January 15, 2020 Minutes of a regular meeting of the Transportation Advisory Board of the Town of Estes Park, Larimer County, Colorado. Meeting held in the Room 202 of Town Hall on the 15�"day of January, 2020. Present: Belle Morris Gordon Slack Stan Black Tom Street Ron Wilcocks Janice Crow Linda Hanick Ann Finley Also Present: Trustee Carlie Bangs, Town Board Liaison Vanessa Solesbee, Parking &Transit Manager David Hook, Engineering Manager Greg Muhonen, Public Work Director Megan Van Hoozer, Public Works Administrative Assistant John Hannon, Rocky Mountain National Park Absent: Scott Moulton Janice Crow Chair Morris called the meeting to order at 12:01 p.m. PUBLIC COMMENT: No public in attendance. Solesbee reported that the owner of Solitude Cabins contacted her and expressed her interest in having the Silver Route resume 2018 routes. Solesbee recommended the owner write a letter to the TAB. The 2018 Silver Route was considered low-ridership. APPROVAL OF MINUTES: A motion was made and seconded (Slack/Street)to approve the December meeting minutes and all were in favor. TAB OFFICER ELECTIONS Chair Morris reminded the group that the January meeting entails TAB Officer elections. Co-Chair Street indicated he would be glad to continue as Co-Chair but isn't tied to it and offered the opportunity for nominations. Chair Morris shared the same sentiment. Member Black re-nominated Belle Morris as Chairperson and Tom Street as Co-Chair. Member Slack seconded the nomination, and all were in favor. Officer elections will occur again in January 2021. TAB MEMBER EXPECTATIONS Morris introduced the TAB Job Description (proposed), TAB By-laws and TAB Code of Conduct to the members and requested all review the documentation individually and bring feedback to the February 19, 2020 regularly scheduled TAB meeting. Member Slack requested clarification on the reference to "3-yr term" in the TAB By-laws. Slack asked that it state whether it is a single 3-year term, or multiple 3-year term allowance, requesting consistency and clarity amongst the citizen advisory boards. The ninth item in the Code of Conduct needs elaboration. Manager Solesbee will visit with Town Administrator Machalek. � 11 Transportation Advisory Board—January 20,2020—Page 2 Member Finley said the document needs to make it clear that each member supports team decisions. Both Co-Chair Street and Member Wilcocks stressed the importance of gaining clarity on sharing personal opinions representing self, versus time representing the TAB. Clarification needs made regarding the appropriateness of a TAB member speaking in front of the Town Board as a private citizen in disagreement with TAB decisions. Morris stated that in order to maintain citizen trust, it is inappropriate for a TAB member to create dissent for the TAB's decision, provide false information or inaccuracies. It's important to clarify that what is being expressed is opinion. RIVERWALK ACCESS TO BICYCLES Co-Chair Street spoke to his motivation to find a way to bicycle down the Riverwalk path. In the winter, he's observed the area and has measured to determine potential conflicts with pedestrians. During winter months there is minimal conflict. Street recommends two types of sharing along that area. Sharrows are symbolic and, in theory, say to motorists to"watch for bicycles"to avoid conflicts. Street stated this is still a very dangerous approach and creates a false sense of security. He finds it ironic that a 30-Ib bicycle is expected to share the road with a 5,000 Ib.vehicle traveling down Elkhorn Avenue. Member Street made a motion to request a trial allowance of cyclists on the Riverwalk from November 2020 through April 2021. Member Slack has visited the area and has measured the distance as about one-quarter mile. Slack stated that it is neither smooth or straight and there are different measurements depending where you are along the walk. Due to dog-walking and leashes, children running and playing, and the tourist population it was determined appropriate to continue to have riders dismount in the Riverwalk area. Wilcocks recommended the Downtown Plan be referenced as this concern was addressed during its creation. Additionally, private ownership along the Riverwalk may create a situation wherein a portion of the Riverwalk may be closed due to backlash from the property owner(s). Member Street withdrew his motion. He feels there should be more bicycle accommodations in Town. TAB PRIORITY MATRIX Chair Morris discussed re-ranking the TAB Priority Matrix and add needed items to align with Public Works goals and objectives for 2020. She began by suggesting the Safe Routes to School (SRTS) grants and objectives be pursued and be ranked high in the matrix. Several recommended additions were discussed including: Moraine Avenue's underpass as outlined in the Downtown Plan; a CDOT study of US 34 for pedestrian crossing east of existing crossing (Visitor Center to Stanley Village); doing more to achieve year-round shuttle service; moving the RMNP Hiker Shuttle and Town Shuttle to the Events Complex to alleviate Visitor Center parking lot congestion and traffic issues; the Comprehensive Transportation Plan; and fast-charging stations for electric vehicles. Suggested additions and individual rankings will be brought back to the regularly schedule February TAB meeting for discussion. PROJECT UPDATES (Public Works Director Greq Muhonen) Director Muhonen informed the TAB that the Better Utilizing Investments to Leverage Development(BUILD)Transportation Discretionary Grant program plans to release a call for projects sometime in February. Muhonen will collect feedback from the grantors from the last application to develop lessons learned and improve the next application made by the Town. Muhonen updated the TAB on the Downtown Estes Loop discussion held at the recent Town Board Study Session. It was communicated to the Town Board Trustees that Central Federal Lands(CFL)would be requesting funding for the gap in federal funding for the fiscal year. Lack of these funds would further delay the project, however would not stop the project. Muhonen will continue to collaborate with CFL and CDOT on updating the existing agreement for the project and on establishing a proposal for how to come up with the funding needed to proceed through the fiscal year gap. CDOT is $ 12 Transportation Advisory Board—January 20,2020—Page 3 providing over$500K and the same is being requested of the Town. Member Finley made a motion for the TAB put together a letter of support to the Town Board encouraging the Town to provide the needed funding, emphasizing the benefits of moving forward with the project. The motion was seconded by Wilcocks and all were in favor. PROJECT UPDATES (Enqineerinq Manaaer David Hook) Manager Hook was in attendance to provide high-level updates on the projects for which he oversees: - Alarado Project—Review of the development is currently under way. - Elkhorn Lodge—The development submittal has been received realigning the entrance with Filby Court and incorporating trail improvements. Review is under way. - US 36&Community Drive Roundabout—The environmental and land use issues have been addressed and design of the project is resuming. - Wayfinding -The Town has hired a consultant to design the wayfinding signage for the parking lot changes. A proposal is in-hand for review. - Fall River Trail Extension—A Request for Proposal will go out this month for construction of a portion of the Fall River Trail. A couple of grant applications have been submitted for unfunded portions of the trail PROJECT UPDATES (Parkinq 8�Transit Manaqer Vanessa Solesbee) Manager Solesbee informed the TAB there would be a joint planning meeting with the Shuttle Committee. Solesbee will provide the needed information for this meeting by the end of the week. She further updated the TAB that the Title VI portion of the ADA would go before the Town Board on January 28 for approval. This is required as federal funding was received for the electric shuttle. The new electric trolley will be ready for a February delivery. Solesbee stated that the contract for the Paid Parking Consultant was approved by the Town Board. The contract includes management of the paid parking program, permit program, staffing, etc.for the initial rollout of paid parking in downtown Estes Park. OTHER BUSINESS With no other business to discuss, Chair Morris adjourned the meeting at 2:00 p.m. Recording Secretary Megan Van Hoozer, Public Works Department 9 13 �� ` �� ♦ O �` �� a �� 0 14 REC4R0 D� PR�C�EDINGS Town of Estes Park, Larimer County, Colorado, January 16�h, 2020 Minutes of a regular meeting of the Parks Advisory Board of the Town of Estes Park, Larimer County, Colorado. Meeting held in Room 202 of Estes Park Town Hall on the 16th day of January 2020. Present Merle Moore Vicki Papineau Ron Wilcocks Also Present: Patrick Martchink, Town Board Liaison Brian Berg, Parks Supervisor Kevin McEachern, Public Works Operations Manager Greg Muhonen, Public Works Director Absent: Dewain Lockwood Chair Merle Moore called the meeting to order at 8:39 a.m. PUBLIC COMMENT: No public comment. APPROVAL OF MINUTES A motion was made and seconded (Papineau/Wilcocks)to approve the December meeting minutes and all were in favor. NOXIOUS WEED ORDINANCE DISCUSSION Lt. Life of the Estes Park Police Department(EPPD)was in attendance to speak to the status of the proposed Noxious Weed Ordinance. Life stated he's had meetings with Code Enforcement Officer Michael Madachy, Parks Supervisor Brian Berg, and Town Attorney Kramer, to review both the existing and proposed Noxious Weed Ordinance language. Life stated he has a list of key issues to present to the PAB. Life is requesting help to determine how the EPPD can collaborate with the PAB on establishing an education program for noxious weeds. Lt. Life would prefer to provide understanding of what noxious weeds can to do the community, thus creating buy-in, as a preferred enforcement method to issuing citations. He'd like to first get the community going in the right direction. By pointing out that some of these weeds are toxic to wildlife and are not intended to reside in the region, Life hopes that citizens and/or business owners will better relate to the severity of the situation. Law enforcement could continue to get involved per the existing ordinance, however there are issues associated with heightened enforcement and would require a specialized individual to identify,with 100% certainty that the weed is in fact, noxious. Life provided one example he's learned which are that there are several different types of thistle, some native and some noxious. To properly enforce, there must be the ability to present a case that is beyond a reasonable doubt. Law enforcement must be able to establish probable cause and an expert must be able to confirm the weed is noxious. This process would be extremely time-consuming and potentially more costly. Madachy stated he's cited only one individual this year but was unable to take the matter to court 11 15 RECORD OF PROCEEOINGS Parks Advisory Board—January 16,2020—Page 2 due to the complexity of the law. The EPPD can enforce Class C noxious weeds (i.e. Downy Brome), if local board determines it is a community threat. Unenforceable are weeds on properties bordering public rights of way and easements unless diligently maintained by the Town. Another complexity to enforcing this ordinance is ensuring that the herbicides required in order to manage some noxious weeds, are not required to be sprayed by licensed pesticide applicators. Member Papineau stated that a key educational component is the Weed Management attachment. Life stated the educational document needs to be presented and published more aggressively. Life would be hesitant to make this attachment part of the ordinance due to the complexities of modifying the document (educational sheet). Supervisor Berg suggested the potential addition to the policy. Papineau stated that this is State law and asked why this is treated differently than other State laws. Papineau doesn't feel either education or enforcement is unattainable. She stated that it is better than in the past, with the educational component in place, but she doesn't believe it insurmountable, especially if the primary focus is only on the noxious weeds listed in Fourteen Very Unwanted Weeds in the Estes Valley—Identification and Management Guide. Papineau has a copy of a past letter sent by the Town of Estes Park notifying a property owner of potential fines for noxious weeds. Supervisor Berg asked the PAB if all members viewed the Town Board Study Session where this ordinance discussion was held as he'd suggested. It is important to hear with the Town Board is requesting of the PAB before such an ordinance is considered. Chair Moore feels that what was asked has already been done stating the Estes Land Stewardship Association (ELSA) publishes educational material for the community each year. Papineau stated there's potentially only one percent of property owners, once educated, that may not comply. The Town needs a strong ordinance, not as stringent, but stressing the educational component. The ordinance, as proposed, would make it easier for all parties. Member Wilcocks asked what is needed to make this acceptable for the Town Board. The language of either existing or proposed ordinance would generate the same penalties. The focus needs to be on education. Papineau recommended a meeting be scheduled to identify the needed ordinance language. The Town Board does not like the new requirements referenced by Larimer County. Papineau stated the proposed ordnance mirrors what is done in Carriage Hills and other areas of Town that are outside Town limits leaving different treatment for violations within the same town. Berg stated that Larimer County is set up much differently than the Town of Estes Park in that they've been assigned the needed resources and personnel to perform this level of enforcement, in addition to those performing the weed management functions on properties that aren't being managed by the property owner. The Town does not have the ability to enforce the same way Larimer County is able. All members agree that education is the key. A meeting will be set up to review the concerns provided and a modified version will be brought back to the PAB. MRS WALSH'S GARDEN COMMITTEE UPDATE The Town published a Request for Proposal (RFP)yesterday for the Mrs. Walsh's Garden Master Plan creation. 12 16 RECORD OF PROCEEOINGS Parks Advisory Board—January 16,2020—Page 3 The last committee meeting involved discussion regarding the planning for the next garden season which is June. Planning will continue and updates will be provided moving forward. The committee has a new member. Her name is Lisa Hutchins, an Estes Park resident and former Executive Director of the Audubon Society in Denver. The group continues to work toward their Google group transition from the former member that created the Google group. HISTORIC WOMEN OF ESTES SUBCOMMITTEE UPDATE Member Wilcocks stated the subcommittee is making good progress. With nearly 40 individuals on the subcommittee, there is lots of energy. Over the past couple months work has occurred determining the type of art will be used for this recognition, the desired location, and needed attributes. Wilcocks stated that a vote was held in December generating the creation of resolution with specifics, which Wilcocks provided via hand-out to the PAB. He requested the members review the information and bring their feedback to the next meeting and to discuss whether or not the resolution is ready to be presented to the Town Board. The next committee meeting will be held the first Wednesday in February, 2020. Wilcocks would like to have feedback from the PAB on any suggested edits to the language and clarification on the resolution content. He stated that the resolution asks only for the Town's support regarding the selected location and that there's no reference to a request for funding. As a subcommittee, the resolution would be taken to the Town Board via the PAB and staff liaison once deemed ready. Chair Moore asked Town Board Liaison Martchink if it is appropriate to identify locations at this stage of the process. Martchink doesn't feel this is the appropriate time, however Muhonen reminded the group that the location of the monument is key to the mission of this subcommittee. Wilcocks further stated that the subcommittee critically needs to have a Fundraising Chair in place. Nominations have been solicited and the group is proceeding with ballots. Supervisor Berg stated the importance of the Sunshine Law and that any feedback provided on the resolution language needs to be individually sent to Wilcocks. It is important there are no violations. PAB members agreed to maintain only individual communication with Wilcocks on this matter until the next regularly scheduled meeting. PARKS UPDATES The Mountain Heritage Festival planning is moving forward. An individual from the school joined the group. The group decided to move the pool to the West Barn. The festival will take place on April 24�h. There will be informational and educational table and the Parks Division, Estes Land Stewardship Association, the Parks Advisory Board and Mrs. Walsh's Garden will have tables together. OFFICER ELECTIONS Chair Moore determined that, due to being in mid-recruitment for PAB members, it would be best to defer officer elections to the regularly scheduled February meeting. 13 17 RECORD OF PROCEEOINGS Parks Advisory Board—January 16,2020—Page 4 OTHER BUSINESS Moore asked that everyone ensure they have a full copy of the handouts for review and feedback next month (i.e. PAB Bylaws, Town Committee Policy, Code of Conduct). Moore provided a handout to the PAB containing the proposed outline of an AIPP funding presentation for the Town Board created by Rex Poggenpohl. Moore requested feedback on the document at the next meeting. Wilcocks provided the PAB a second handout with a mission statement and defined structure for the potential development of an Arts Advisory Committee (AAC). There are currently 35 stakeholders involved in discussions regarding the potential of establishment of the AAC. Wilcocks stated that, in speaking with arts community, he's witnessed excitement for something that will bring the art community together. Wilcocks stated that even if this is not approved as a PAB subcommittee, he's hoping for it to be its own Board. Muhonen agreed that, based on whaYs been presented, it should be its own Board. He further stated that it would prove beneficial to have artists solicit support from the Town Board of Trustees, wherein majority support would be required (4),to get something established. Moore agrees there is argument for the AAC to be its own Board. With no other business to discuss, a motion was made and seconded (Papineau/ Wilcocks)to adjourn the meeting at 10:10 a.m. and all were in favor. Recording Secretary Megan Van Hoozer, Public Works �a �g i T��N o� ESTES PARr Memo To: Honorable Mayor Jirsa Board of Trustees Through: Town Administrator Machalek From: Water Superintendent Eshelman Utilities Director Bergsten Date: March 10, 2020 RE: Approval to Spend $1.2 Million for the Glacier Plant Pretreatment Engineering (Mark all that apply) ❑ PUBLIC HEARING ❑ ORDINANCE ❑ LAND USE ❑ CONTRACT/AGREEMENT ❑ RESOLUTION � OTHER QUASI-JUDICIAL ❑ YES � NO Obiective: To provide high-quality reliable water service to our residents, businesses, and guests by improving the pretreatment process at the Glacier Water Treatment Plant. To obtain Board approval for the Mayor to sign a purchase order for the engineering expenditure of$1.2 million. Present Situation: The budget for the engineering was approved by the board at its February 25t" meeting. The Town's procurement policy requires the Mayor to sign purchase orders over $100,000. The Board must vote to authorize the Mayor to sign this purchase order for $1,200,000. Through the state's Disinfection Outreach Verification Effort (DOVE), the Glacier Creek Water Treatment Plant designation changed from Conventional Filtration to Direct Filtration. Our water quality remains superb, but this change means our regulatory standards have become stricter, making it difficult to increase the plant's output during the summer season. We have prioritized this project ensure we stay within compliance. The 50-year old Glacier Water Treatment Plant has exceeded its useful life and must be rebuilt. This project will be the first phase and is designed to be complementary to the future plant. �5 �g Last year we engaged our engineer at HDR Engineering to complete a Preliminary Engineering Report and Environmental Study. These reports were required in our $11 million application for USDA project financing. We hope to hear back from the USDA within two months. We need to proceed with engineering as soon as possible to reduce the vulnerability of our raw water supply. The Marys Lake Plant will be our only supply of potable water during construction, approximately 18 months. Marys raw water supply is from the Adam Tunnel. Every fall, the Adams Tunnel is shut down for maintenance. Superintendent Eshelman has worked with the Bureau of Reclamation to make sure some water continues to flow through the Adams Tunnel during the BOR's 2021 fall maintenance. Construction needs to be completed before the fall of 2022 to avoid the risk from a second tunnel closure and the resulting risk that it presents to our raw water source. A delay in engineering will delay the whole project. We are using fund balance to begin the engineering work. The engineering costs are eligible to be financed That is, our fund balance will be restored from the USDA project loan. Proposal: Staff proposes the Board authorize the Mayor to sign the $1.2 million purchase order to HDR Engineering for the final design of the Glacier Plant pretreatment project. Advantaaes: • The project is designed to integrate with the future reconstruction of the treatment plant as well as the new raw water intake at the confluence of the Glacier Creek and Big Thompson River • Maintain compliance with the increased regulatory requirements • The engineering firm has in-depth knowledge because they created the preliminary engineering and environmental reports required for the application for USDA financing. Disadvantaaes: • This project is expensive; however, we anticipated replacing this 50-year-old plant and began raising rates eight years ago to build the financial strength to afford future loan payments. Action Recommended: Staff recommends approving the engineering costs. Finance/Resource Impact: $1.2 million, Budgeted Level of Public Interest Low 16 20 Sample Motion: This will be on the consent agenda. Should it be removed the following sample motion could be used. I move to approve/deny the engineering costs to design the Glacier Pretreatment project. Attachments: Purchase Order 37508 �� 21 PURCHASE TOWN OF ESTES PARK PAGE. 1 ORDER P.O. BOX 1200 Po.No037508 ESTES PARK, COLORADO 80517 DAT�2�28�2� Phone (970) 586-5331 TO: SHIP T0: HDR ENGINEERING SERVICES, INC. Town of Estes Park 303 E 17TH AVE 577 ELM ROAD SUITE 700 ESTES PARK, CO 80517 DENVER, CO 80203-1256 VENDOR NO. "�Ff17 DEUVER BY � � SHIP VIA � F.O.B. I TERMS 02/28/2� � I INET CONFIRM BY I CONFIRM TO I REQUISITIONED BY I WATER DEPARTMENT pEB H FOR REUBEN B FREIGHT � CONTRACT NO. I ACCOUNT N0. � PROJECT I REQ.N0. � REQ.DATE 5 3-7000-580 . 32-22 GCDOVE NA 02 28/20 � ! • � • � � � . . � � � � • � 1 1;:00000 . 00 A 9 7 015 MISCELLANEOUS SERVICES 1 . 0000 1200000 . 00 E GINEERING SERVICES � F NAL DESIGN-GLACIER P�:E-TREATMENT SUB-TOTAL 1200000 . 00 TOT�L, 1200000 . 00 AUTHORIZED BY 18 22 i T��N o� ESTES PARr Report To: Honorable Mayor Jirsa Board of Trustees Through: Town Administrator Machalek From: Director Hudson Superintendent Lockhart NewGen Strategies & Solutions, Joe Mancinelli Date: March 10, 2020 RE: Electric Rate Increase Report Obiective: To publicly present the electric rate study results prior to the Public Meeting and Town Board vote on at 7:00 p.m. during the April 14, 2020 Town Board Meeting in the Town Board Room at 170 MacGregor Avenue. Present Situation: To ensure continued high-quality utility services and plan for future upgrades through capital improvement projects, we periodically review the cost of providing services as well as projected revenue - the rates paid by customers. The Town's public electric utility is a cost-based entity that relies solely on user fees to operate. Costs and revenues must be balanced in order to maintain operations and keep utilities in line with ever-increasing federal standards. We are proposing an overall revenue increase of 5.9% spread out over three years. The study also ensures equitable rates among customer classes, so that one customer class does not subsidize another. Residential customers make up 70%, and small commercial (aka commercial) make up 22% of our customers. The following tables show the proposed rate impacts: Averagelncrease Residentia! Manthfy Bill D�erall 3-Year Increase Monthly � Annuaf kWh�Mo 2019 2D22 $ °Ip $ °Io 400 $ 67.9� $ 72.83 $ 4.94 7.3% $ 1.65 2.4% 500 $ 79.2d $ 84.79 $ 5.5� 7.1% $ 1.87 �.3°/a 6�� $ �a.49 $ g5.75 $ 5.25 6.9°/0 $ 2.d8 2.3°/0 7Q� $ 1Q1.79 $ 1�8.71 $ 5.91 6.8% $ 2.3Q 2.2°/a $00 $ �.13.�9 $ 12d.56 $ 7.57 C.7% $ 2.52 2.2% 9�� $ i24.39 $ �.32.52 $ 8.23 5.5°Io $ 2.74 2.2°Io �s 23 Small A�erage In�rease Commer�ial Monthly Bill D�erall 3-Year Increase Monthly � Annual kWh�Mo 2019 2022 $ % $ % 250 $ 62.74 $ 63.Z7 $ D.53 ❑.8% $ 0.18 0.3% 75D $ 121.49 $ 123.81 $ 2.32 1.9% $ �.77 �.5% 1,25❑ $ 18�.23 $ 184.35 $ 4.12 2.3% $ 1.37 ❑.8% 1,75❑ $ 238.95 $ 244.89 $ 5.91 2.5% � 1.97 ❑.8% 2,25D $ �97.7� $ 3�5.43 $ 7.71 2.F% $ 2.57 D.9% 2,75D $ 355.47 $ 365.97 $ 9.50 2.7% $ 3.�7 �.9% 3,25� $ 415.21 $ 426.51 $ 11.3n 2.7% $ 3.77 �.9% Hard copies of the study and proposed rate sheet are located at the Municipal building and library for the public to review. They are also on our website. Proposal: The proposed electric rate schedule, the entire rate study, and rate study presentation is attached. Advantaqes: • Maintain adequate financial strength required to operate the enterprise • Meet our bond covenants obligations • Fund project required to improve reliability, quality and safety of our system Disadvantaqes: Higher cost of electricity; however, our daily use of electricity requires reliable, safe electricity. Action Recommended: Staff recommends the Board asks questions to increase your confidence in your vote on April 14t" Finance/Resource Impact: Over three years electric revenues will increase 5.9°/o Level of Public Interest High, increases to utility rates will touch every Power and Communications customer Attachments: Rate Sheet Rate Study - Link 20 24 TOWN OF ESTES PARK COLORADO I PROPOSED Electric Rate Summa 2020-2022 Public Meetinq 4/14/2020 � 5 T E 5 L� P A R K � � c o � o R A o 0 On-Peak Off-Peak Standard Customer Energy Energy Demand Rate for CUstomer Rate Class Year�1� Charge Consumption Purchase Power Consumption Charge May thru $/Month Charge Rider$/kWh Charge $/kW August $/kWh $/kWh $/kWh RESIDENTIAL''' � 2020 � $22.70 � $0.1095 � $0.00349 � "' � � June 2020 � $23.47 � $0.1119 � $0.00000 � --- � --- � --- Available to all residential customers and residential 2021 � $24.23 � $0.1144 � TBD � � � customers with electric heat up to 25,000 kWh annually. 2022 � $25.00 � $0.1168 � TBD � --- � --- � --- RESIDENTIAL DEMAND''' � 2020 � $26.10 � $0.0654 � $0.00349 � --- � $13.60 � --- Available to existing customers on this rate,Seotember June 2020 � $26.90 � $0.0645 � $0.00000 � --- � $13.60 � --- throuah Aqril. All other times the Residential energy 2021 � $27.70 � $0.0636 � TBD � --- � $13.60 � --- charge would apply. 2022 � $28.50 � $0.0627 � TBD � --- � $13.60 � --- RESIDENTIAL ENERGY TIME-OF-DAY''' � 2020 � $26.10 � $0.1520 � $0.00349 � $0.0760 � "'" � '"' June 2020 � $26.90 � $0.1566 � $0.00000 � $0.0806 � --- � --- Available to all residential customers using electric 2021 27.70 $0.1612 TBD � --- � --- thermal storage heat. � $ � � � $0.0852 2022 � $28.50 � $0.1658 � TBD � $0.0898 � --- � --- RESIDENTIAL ENERGY BASIC TIME-OF-DAY"' � 2020 � $26.10 � $0.1345 � $0.00349 � $0.1077 � --- � $0.1095 Available to all residential customers not using electric June 2020 � $26.90 � $0.1470 � $0.00000 � $0.1038 � --- � $0.1119 thermal storage heat.These rates apply September 2021 � $27.70 � $0.1595 � TBD � $0.0998 � --- � $0.1144 throuah Aqril.Standard rates apply May through August. 2022 � $28.50 � $0.1719 � TBD � $0.0959 � --- � $0.1168 SMALL COMMERCIAL''' � 2020 � $33.37 � $0.1140 � $0.00349 � "' � � June 2020 � $33.25 � $0.1154 � $0.00000 � --- � --- � --- Available to all commercial customers with demands of y021 � $33.12 � $0.1169 � TBD � � � 35 kW or less. 2022 � $33.00 � $0.1183 � TBD � --- � --- � --- SMALL COMMERCIAL ENERGY TIME-OF-DAY"� I 2020 � $36.77 � $0.1615 � $0.00349 � "'" � '"' $0.0708 June 2020 � $36.51 � $0.1526 � $0.00000 � $0.0763 � --- � --- Available to all commercial customers using electric 2021 36.26 $0.1438 TBD � --- � --- thermal storage heat with demands of 35 kW or less � $ � � � $0.0818 2022 � $36.00 � $0.1349 � TBD � $0.0872 � --- � --- LARGE COMMERCIAL''' � 2020 � $45.23 � $0.0625 � $0.00349 � --- � $14.80 � --- June 2020 � $45.49 � $0.0633 � $0.00000 � --- � $15.87 � --- Available to all commercial customers with demands y021 � $45.74 � $0.0640 � TBD � --- � $16.93 � --- exceeding 35 kW 2022 � $46.00 � $0.0648 � TBD � --- � $18.00 � --- LARGE COMMERICIAL TIME-OF-DAY''' � 2020 � $53.18 � $0.0820 � $0.00349 � $0.0445 � $17.45 � --- June 2020 � $53.79 � $0.0848 � $0.00000 � $0.0461 � $18.30 � --- Available to all commercial customers with demands 2021 --- exceeding 35 kW � $54.39 � $0.0876 � TBD � $0.0478 � $19.15 � 2022 � $55.00 � $0.0904 � TBD � $0.0495 � $20.00 � --- OUTDOOR AREA LIGHTING � 2020 � $36.49 � "' � "' � "' � � June 2020 � $36.49 � --- � --- � --- � --- � --- Available for lighting outdoor private areas 2021 � $36.49 � --- � --- � --- � --- � --- 2022 � $36.49 � --- � --- � --- � --- � --- RENEWABLE ENERGY CHARGE''' � 2020 � --- � $0.0275 � $0.00000 I "' I I June 2020 --- � � --- � --- � --- $0.0275 Voluntary participation available to all classes;charge pe�� y021 � _ � $0.0275 � � ___ � ___ � ___ 100 kWh block Zozz � � $0.02�5 I I I I MUNICIPAL RATE''' � 2020 � $0.00 � $0.1171 � $0.00349 � "' � � June 2020 � $9.00 � $0.1149 $0.00000 --- � --- � --- Available for electricty use on municipal property 2021 � $18.00 � $0.1128 � TBD � --- � --- � --- 2022 � $27.00 � $0.1106 � TBD � --- � --- � --- RMNP ADMINISTRATIVE HOUSING � 2019 � $22.70 � $0.0690 � N/A I "' I I Available to Rocky Mountain National Park residences June 2020 $22.70 $0.0690 � N/A � --- � --- � --- having an alternate power source delivered to Estes 2021 � $22.70 � $0.0690 � N/A � --- � --- � --- Park's distribution system 2022 � $22.70 � $0.0690 � N/A � � � 21 25 On-Peak Off-Peak Standard Customer Energy Energy Demand Rate for Customer Rate Class Year�`� Charge Consumption Purchase Power Consumption Charge May thru $/Month Charge Rider$/kWh Charge $/kW August $/kWh $/kWh $/kWh RMNP SMALL ADMINISTRATIVE 2020 $33.37 $0.0456 N/A --- --- --- Available to RMNP administrative accounts having an June 2020 $33.37 $0.0456 N/A --- --- --- alternate power source delivered to Estes Park's 2021 � $33.37 � $0.0456 � N/A � --- � --- � --- distribution system with demands of 35kW or less 2022 � $33.37 � $0.0456 � N/A � --- � --- � --- RMNP LARGE ADMINISTRATIVE 2020 $45.23 $0.0185 N/A --- $12.50 --- Available to RMNP administrative accounts having an June 2020 $45.23 $0.0185 N/A --- $12.50 --- alternate power source delivered to Estes Park's 2021 � $45.23 � $0.0185 � N/A � --- � $12.50 � --- distribution system with demands exceeding 35kW 2022 � $45.23 � $0.0185 � N/A � --- � $12.50 � --- NOTES: Fees for other work performed, such as service upgrades or line extensions,the developer or customer must pay for work performed. Payment must be made before the work is scheduled.The payment covers the cost of labor, materials, equipment, and overhead. (1) Purchase Power Rider is a pass-through of wholesale increases from PRPA; TBD for years 2021-2022 (2)The 2022 rates remain in effect until new rates are adopted by the Town Board. Residential Enerav Time-of-Dav available o�for residential customers using electric thermal storaae heat: OFF-PEAK for Residential Time-of-Day Customers: 1:00 pm to 3 pm and 10:00 pm to 6:00 am weekdays and all day on weekends and holidays(New Years Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Eve and Christmas Day) ON-PEAK for Residential Time-of-Day Customers: 6:00 am to 1:00 pm and 3:00 pm to 10:00 pm weekdays Residential Enerqv"Basic"Time-of-Dav is available for every residential customer except as stated above. These rates apply onlv Seatember thru April (for May thru August, the standard Residential rate applies): OFF-PEAK for Residential "Basic"Time-of-Day Customers: 7:00 pm to 4:00 pm the following day and all day weekends and the following holidays: Labor Day, Thanksgiving Day, Christmas Eve, Christmas Day and New Years Day ON-PEAK for Residential "Basic"Time-of-Day Customers: 4:00 pm to 7:00 pm weekdays Smart Meter/Advanced Meterinq Infrastructure Opt-Out Fees-One Time Enrollment Fee of$75 and monthly fee of$20 Avoided Cost paid to Net Meter Customers =$0.0175, the wholesale cost of energy minus$0.01 for administrative costs Updated 02-10-2020 Zz 26 • • • ' - • 1 1 ELECTRIC RATE STUDY - FINAL DRAFT ' Town of Estes Park, Colorado Estes Park Power and Communications � � — : �-�- � � •..e.....� - - � �� `h- � �' ��'� 1 �1 �� C� �� A a .'.�.�� - - � tr � � �.� 6/r-` ��t'��( . J� �(iV � ' ��' � / � � �;�' �,.��' ��, � �� r� �� #� �,` � r`R ��,, � =� rllll�l�� i t� r,�� w � �Y ,� � � \ j + �s,: � n�r t�=. i �" .: ��k��.%�a +d:_: *#.�l��,� � � � ��' Y , t'h`�,�{�'jq�'i��Ei}fpff�� -•y ie,,,Fg�#�s�- � "'-.�m'�M1r�, : � \ h. \ �,� F�i � j�V'Y-Ff� 4 s� �'d�. `� . �1,� �� y,� � S� II \�� \ '. � � � S�SB�"y.� r�n. �\_ �.I I��I�I��II III�I � . .�` ,�t ��-y� �� \ � � _.�.—�y�� *i��'� i�. � YR ��" \\ � __ aw�p�o-r .�� _ - � ' � �� .�'T'r'�r'. 3�. s,� yq•� �- � F�� . ��{.'- - _ - PREPARED BY: . . - � ' � ' & SO�UtI011S . ECONOMICS STRATEGY STAKEHOLDERS SUSTAINABILITY www.newgenstrategies.net 27 225 Union Boulevard Suite 305 � ` Lakewood, CO 80228 � + + � � [��u}��n� Phone: (120) 633-9514 . J 4 February 5, 2020 via email Mr. Reuben Bergsten Utilities Director Town of Estes Park 170 MacGregor Ave. Estes Park, CO 80517 Subject: Electric Cost of Service and Rate Design Study Dear Mr. Bergsten: NewGen Strategies & Solutions, LLC is pleased to submit the enclosed report to the Town of Estes Park conveying the analysis, conclusions, and recommendations from the conduct of a comprehensive cost of service and rate design study for the electric utility. This project could not have been completed without the assistance of the Town of Estes Park's staff for which we are very grateful. We appreciate the opportunity to assist you in this important project. Please contact me if you have any questions regarding this report. Sincerel � Y, NewGen Strategies and Solutions, LLC � Joe Mancinelli President and CEO Economics � Strategy � Stakeholders � Sustainability www.newgenstrategies.net 28 Table of Contents Section 1 PROJECT SUMMARY......................................................................................... 1-1 Introduction ..................................................................................................................1-1 Electric Utility Description.............................................................................................1-1 Projected Energy Requirements ...................................................................................1-2 Usage Characteristics by Customer Class......................................................................1-2 Financial and Rate Making Tools...................................................................................1-3 FinancialForecast...............................................................................................1-4 Cost of Service and Rate Design Process Overview......................................................1-5 Cost of Service Results ..................................................................................................1-6 RateDesign....................................................................................................................1-7 Section 2 REVENUE REQUIREMENT..................................................................................2-1 Revenue Requirement...................................................................................................2-1 Section 3 COST OF SERVICE..............................................................................................3-1 Functionalization of Revenue Requirement..................................................................3-1 Purchased Power Function.................................................................................3-1 Distribution Function..........................................................................................3-1 Customer Service Function.................................................................................3-2 Revenue Requirement by Function...............................................................................3-2 Classificationof Costs....................................................................................................3-3 Allocationof Costs.........................................................................................................3-4 Customer Class Allocation Factors......................................................................3-4 Cost of Service Results........................................................................................3-7 Cost of Service Results Compared to Current Revenue................................................3-9 Section 4 RATE DESIGN....................................................................................................4-1 RateDesign Offerings....................................................................................................4-1 RateDesign Objectives..................................................................................................4-2 Electric Rate Structure...................................................................................................4-3 RateDesign Results.......................................................................................................4-3 Residential Service (R) ........................................................................................4-3 Residential Demand Service (RD) .......................................................................4-7 Residential Energy Time-of-Day Service (RE)......................................................4-8 Residential Energy Basic Time-of-Day Service (RB) ............................................4-8 Small Commercial Service (C) .............................................................................4-9 Small Commercial Energy Time-of-Day Service (CE).........................................4-11 Large Commercial Service (CL)..........................................................................4-12 Large Commercial Time-of-Day Service (CT) ....................................................4-14 Municipal Service (M).......................................................................................4-14 Rocky Mountain National Park Administrative Housing (AH) ..........................4-15 Rocky Mountain National Park Small Administrative Service (AS)...................4-15 Rocky Mountain National Park Large Administrative Service (AL)...................4-16 '' ' & SOILIt1D1T5 Economics � Strategy � Stakeholders � Sustainability 29 Table of Contents Renewable Energy Charge ................................................................................4-16 Outdoor Area Lighting.......................................................................................4-17 Revenue Adequacy of Proposed Electric Rates...........................................................4-17 Section 5 CONCLUSIONS AND RECOMMENDATIONS........................................................5-1 Conclusions....................................................................................................................5-1 RateRecommendations................................................................................................5-1 Avoided Cost for Net Meter Customers........................................................................5-2 AMIOpt-Out Fees..........................................................................................................5-2 OtherWork Performed .................................................................................................5-3 List of Tables Table 1-1 Estimated Annual Energy Requirements.................................................................1-2 Table 1-2 2022 Summary of Projected Electric Utility Characteristics by Customer Class..............................................................................................................................1-3 Table 1-3 Comparison of 2022 Revenues Under 2019 Rates with Cost of Service Results ..........................................................................................................................1-7 Table 2-1 Revenue Requirement Development ......................................................................2-3 Table 3-1 Revenue Requirement by Function .........................................................................3-2 Table 3-2 Functionalized Revenue Requirement.....................................................................3-3 Table 3-3 Classified Revenue Requirement.............................................................................3-4 Table 3-4 Demand Allocator Comparisons..............................................................................3-5 Table 3-5 Energy Allocator Comparisons.................................................................................3-6 Table 3-6 Unbundled Cost of Service Results by Customer Class ($000) �1�.............................3-7 Table 3-7 2022 Revenue Shortfall with No Rate Increases......................................................3-9 Table 4-1 Retail Rate—Customer Class/Sub-Customer Class................................................4-2 Table 4-2 Residential Service Cost of Service, Current, and Proposed Rates..........................4-4 Table 4-3 Residential Demand Service Cost of Service, Current, and Proposed Rates ...........4-7 Table 4-4 Residential Energy Time-of-Day Service Cost of Service, Current, and ProposedRates.............................................................................................................4-8 Table 4-5 Residential Energy Basic Time-of-Day Service Cost of Service, Current, andProposed Rates......................................................................................................4-8 Table 4-6 Small Commercial Service Cost of Service, Current, and Proposed Rates...............4-9 Table 4-7 Small Commercial Energy Time-of-Day Service Cost of Service, Current, andProposed Rates....................................................................................................4-11 Table 4-8 Large Commercial Service Cost of Service, Current, and Proposed Rates.............4-12 Table 4-9 Large Commercial Time-of-Day Service Cost of Service, Current, and ProposedRates...........................................................................................................4-14 Table 4-10 Municipal Service Cost of Service, Current, and Proposed Rates........................4-15 Table 4-11 Rocky Mountain National Park Administrative Housing Service Cost of Service, Current, and Proposed Rates........................................................................4-15 Table 4-12 Rocky Mountain National Park Small Administrative Service Cost of Service, Current, and Proposed Rates........................................................................4-16 Table 4-13 Rocky Mountain National Park Large Administrative Service Cost of Service, Current, and Proposed Rates........................................................................4-16 Table 4-14 Renewable Energy Charge Cost of Service, Current, and Proposed Rates..........4-16 i i 30 Table of Contents Table 4-15 Outdoor Area Lighting Cost of Service, Current, and Proposed Rates................4-17 Table 4-16 Revenue Requirement and Projected Rate Revenue from Proposed Rates...........................................................................................................................4-17 Table 5-1 AMI Opt-out Enrollment and Monthly Fees............................................................5-2 List of Figures Figure 1-1: Financial and Cost-of-Service Tools and Relationships.........................................1-4 Figure 1-2: Financial Forecast Model Development................................................................1-4 Figure 1-3. Cost of Service Process.........................................................................................1-6 Figure 4-1. Residential Service Rate Comparison...................................................................4-5 Figure 4-2. Residential Service Billing Impacts: Percent Change in Bills from 2019 to 2022..............................................................................................................................4-6 Figure 4-3. Residential Service Billing Impacts: Dollar Change in Bills from 2019 to 2022..............................................................................................................................4-7 Figure 4-4. Small Commercial Energy Service Rate Comparison............................................4-9 Figure 4-5. Small Commercial Energy Service Billing Impacts: Percent Change in Bills from 2019 to 2022..............................................................................................4-10 Figure 4-6. Small Commercial Energy Service Billing Impacts: Dollar Change in Bills from2019 to 2022......................................................................................................4-11 Figure 4-7. Large Commercial Service Rate Comparison......................................................4-12 Figure 4-8. Large Commercial Service Billing Impacts: Percent Change in Bills from 2019 to 2022 ..............................................................................................................4-13 Figure 4-9. Large Commercial Service Billing Impacts: Dollar Change in Bills from 2019 to 2022 ..............................................................................................................4-14 Appendix A— Histograms and Cost Curves from Selected Customer Classes Figure A-1. Residential Demand Rate Comparison Figure A-2. Residential Demand Billing Impacts: Percent Change in Bills from 2019 to 2022 Figure A-3. Residential Demand Billing Impacts: Dollar Change in Bills from 2019 to 2022 Figure A-4. Residential Energy Time-of-Day Rate Comparison Figure A-5. Residential Energy Time-of-Day Billing Impacts: Percent Change in Bills from 2019 to 2022 Figure A-6. Residential Energy Time-of-Day Billing Impacts: Dollar Change in Bills from 2019 to 2022 Figure A-7. Residential Basic Energy Time-of-Day Rate Comparison Figure A-8. Residential Basic EnergyTime-of-Day Billing Impacts: Percent Change in Bills from 2019 to 2022 Figure A-9. Residential Basic Energy Time-of-Day Billing Impacts: Dollar Change in Bills from 2019 to 2022 Figure A-10. Small Commercial Energy Time-of-Day Rate Comparison Figure A-11. Small Commercial Energy Time-of-Day Billing Impacts: Percent Change in Bills from 2019 to 2022 Figure A-12. Small Commercial Energy Time-of-Day Billing Impacts: Dollar Change in Bills from 2019 to 2022 Figure A-13. Municipal Rate Comparison Figure A-14. Municipal Billing Impacts: Percent Change in Bills from 2019 to 2022 Figure A-15. Municipal Billing Impacts: Dollar Change in Bills from 2019 to 2022 iii 31 Table of Contents Appendix B Schedule 1— Electric Ten-Year Financial Plan Schedule 2— Functional Unbundling of Test Year Revenue Requirement Schedule 3—Classification of Purchased Power Costs Schedule 4—Classification of Distribution Costs Schedule 5—Classification of Customer Costs Schedule 6—Cost of Service by Customer Class Schedule 7— Revenue Summary by Customer Class Schedule 8— Proposed Rate Schedules iv 32 Section 1 PROJECT SUMMARY Introduction In November 2018, the Town of Estes Park, Colorado (Town or Estes Park)/Estes Park Power and Communication (EPPC or the Utility) hired NewGen Strategies and Solutions, LLC (NewGen) to develop a Financial Forecast (Forecast), Cost of Service (COS) and proposed Rate Design Study analysis, collectively the Study (Study),for their electric utility. The Study determined the total cost of providing electric services, the cost responsibility for the various customer classes, and the design of rates to safeguard the financial integrity of the utility. The total cost of providing services predominately includes operations and maintenance (O&M)expenses, debt service, and cash capital outlays required to rebuild and modernize the Electric System (System). This Electric Rate Study Report (Report) discusses the process, analyses, and recommendations related to the Study. The Town's fiscal year (FY) is from January 1 to December 31. Unless otherwise stated in this Report, all data presented herein is shown in FYs. The Study included an analysis of an estimated Test Year Revenue Requirement (Revenue Requirement), an unbundled COS analysis based on FY 2022 (Test Year), a rate analysis,and the development of proposed new electric rates for several customer classes. Various policy issues were also identified and discussed. EPPC provided the majority of the System-specific data utilized for the Study. In certain cases,where information was not available, NewGen developed estimates based on our experience and publicly available information. Analyses were performed in accordance with generally accepted industry practices for municipal electric utilities. Our report contains five sections as follows: • Section 1—Project Summary: Provides an overview of the Study and EPPC • Section 2—Revenue Requirement: Discusses the development of the Revenue Requirement • Section 3—Cost of Service: Provides the COS results through functionalization, classification, and allocation • Section 4—Rate Design: Presents the proposed electric rates for full requirements service • Section 5—Conclusions and Recommendations: Summarizes conclusions and recommendations Electric Utility Description During the Test Year, EPPC is projected to serve, approximately 11,000 retail electric customers with annual electricity sales of approximately 127 million kilowatt-hours (kWh). EPPC serves all customers within the Town,as well as some customers outside the Town. The electricity supplied to Rocky Mountain National Park (RMNP) is provided by the United States Bureau of Reclamation and the Town is only paid to deliver that electricity. •� • & Solutions Economics � Strategy � Stakeholders � Sustainability 33 Section 1 Purchased Power / Transmission Estes Park is one of four owner communities of the Platte River Power Authority (Platte River). Platte River provides the power and owns, operates and purchases transmission capacity for its owner communities. Platte River initiated wholesale rate changes, which impact the rates and rate structures for EPPC, and are incorporated into the analysis conducted for this Study. EPPC Distribution The EPPC distribution system consists of a total of approximately 330 circuit miles of conductor, of which approximately 35%are underground. The distribution system has approximately 231 miles of secondary line, approximately 32%are underground. Projected Energy Requirements EPPC's electric consumption used in the Study is shown in Table 1-1 and is based on estimates made for the Test Year 2022. Total consumption reflects sales to EPPC retail customers plus System losses of approximately 4.54%. Energy sales to retail customers were based on EPPC's projected energy sales during the Study period. Table 1-1 Esti mated Annual F�-iergy Requi��.,w�.;a �� Retail Sales Losses Total Net Er�-gy Test Ye�ar (kV1Ah) (kV1Ai) far Load(kV1Ah) 2022 127,367,597 6,060,260 133,427,858 Usage Characteristics by Customer Class The COS analysis examines detailed customer usage characteristics by customer class. Table 1-2 summarizes these characteristics for the existing customer classes, including estimated revenue generated at 2019 rates in the 2022 Test Year by each customer class and the number of customers in each customer class, according to EPPC's electric utility statistics. 1-2 34 PROJECT SUMMARY Table 1-2 2022 Sumrr�ary af Projected EJectric Utility Characteristics by Glista�ner Class Revenue at Avg.Annual Avg.Annual Rate FZetail kVVh No.af Currerrt kVVh Sales Revenue per custorn�-aass c«le(s) sa�es�'� cust«rers�� Rates per customer customer Re.sidential Service WRD/RE/RB 57,610,664 8,152 $ 8,749,429 7,067 $ 1,073 �nall Corrme�-aal C 28,933,187 2,357 4,347,393 12,276 1,845 Srr�all Corrrr�eraal EnergyTime-of-Dray CE 679,330 29 85,069 23,738 2,973 LargeC,ormieraal CL 35,687,102 113 3,695,196 316,410 32,762 LargeCorrrr�-aal EnergyTime-of-Day CT 137,894 1 18,327 137,894 18,327 Muniapal M 3,340,617 74 442,979 44,897 5,954 RNNPAdministrative Housing�2> AH 9,232 4 1,738 2,308 434 RNNPS�nallAdministrative�2> AS 269,060 22 21,154 12,230 962 RNNP Large Administrative�2> AL 700,510 6 39,490 116,752 6,582 Total 127,367,597 10,758 $17,400,775 11,839 $ 1,617 (1) Based on a projection from data for 2018 provided by EPPC (2) �edridty provided by the United States Bureau of Redamation. The Town is paid to deliver the eledriaty. Financial and Rate Making Tools _ - NewGen created three core financial and rate modeling tools. These tools work together and are integrated to help EPPC make rate and financial related decisions. The tools help EPPC manage the financial performance of the utility,forecast debt requirements, and rate changes needed for operations and capital, and translate system-wide rate changes into customer class specific rates and bill impacts. The figure below illustrates the relationship between the tools, their recommended use, and when they should be updated. 1-3 35 Section 1 Recommended Use When to Update � ■ Forecast financial performance and key financial metrics ■ Update annually ■ Calculate debt and rate funded ■ Significant changes in capital capital needs and/or changes in debt/cash � • Calculate system-wide rate needs changes and scenarios \ ■ Apply system-wide rate changes to customer classes ■ Update every five years ■ Calculate customer class specific ■ Update for major changes to • • cost of service and rate system (e.g., power supply, structures new industrial customer,class ■ Ensure equity and alignment with consolidation) rate strategy ■ Design customer class base and ' Update in conjunction with cost- � pass through rates of-service . � . ■ Fixed and variable rate design ' Update fixed and variable components within customer ; � , ■ Proof of revenue adequacy class ■ Monthly bill impacts ■ Update to base or pass through rate components Fgure 1-1: Fnanaal and Cost-of-Service Tools and Relationships Financial Forecast The financial forecast model is used to optimize the mix of rate changes and debt issues to meet the electric system financial needs, perform multiple analyses,and identify the key drivers impacting financial performance. The results of this analysis created the final Revenue Requirement and formed the basis for the final recommendations for rate changes.This process is summarized in Figure 1-2. -. . •. . . . . . •.- . .. ... . .- � . -. . .- . . � �-. Fgure 1-2: Fnanaal Forecast Nbdel Developrr�errt 1-4 36 PROJECT SUMMARY NewGen developed a ten-year financial forecast model for EPPC to evaluate rate changes required to meet the financial needs of the utility. NewGen reviewed historical and budgeted operating data, capital expenditures, and operating expenses in the development of the financial forecast. Cost of Service and Rate Design Process Overview The COS and rate design process includes five steps as follows: 1. Determination of the Revenue Requirement—This first step examines the utility's financial needs and determines the amount of revenue that must be generated from rates. For municipal utilities, the revenue requirement is determined on a "cash basis." A "cash basis" analysis examines the cash obligations of the utility such as O&M expenses, debt service, cash funded capital projects, transfers, any required contributions to reserves, and payments to the Town. Rates are set such that the utility can pay its bills on an annual going-forward basis. In preparing our analysis of the electric rates and the development of the revenue requirement, NewGen relied upon records of operation, customer billing data, and other detailed information and data compiled and provided by the Town and EPPC's management and staff. 2. Functionalization and Sub functionalization of Costs—The revenue requirement is then assigned to the particular function or sub-function of the utility. Utilities, like Estes Park, typically have purchased power/ production, transmission, distribution, and customer services functions. As indicated, Platte River provides the purchased power/production and transmission functions for EPPC. Distribution sub-functions may include distribution infrastructure by voltage, metering, services, etc. Customer sub-functions include billing and collections, customer service, meter reading, etc. 3. Classification of Costs — Once costs are functionalized, costs are then classified based on the underlying nature of the costs. Of particular importance is the determination of fixed versus variable costs. Fixed costs remain a financial obligation of the utility regardless of the amount of energy used whereas variable costs fluctuate based on System energy requirements. Further, fixed and variable costs are associated with utility requirements to meet customer demand, energy, and customer service needs. 4. Allocation of Costs — Once costs are classified, they are then allocated to the various customer classes. Allocation factors align with cost classification. Therefore, demand-related costs are allocated on measures of customer class demand such as customer class contribution to the System coincident peak(CP). Energy allocation factors are based on energy consumed by customers. Customer allocation factors are based on the number of customers. 5. Rate Design —The fifth and final step is rate design, which translates COS results into rates for each customer class. 1-5 37 Section 1 These first four steps in the COS process are depicted in the figure below. i � � � � � � � � � � „ � � � I i � � � � ��.�.-j: Fgure 1-3. Cost aF Service Prooess Cost of Service Results Section 3 of the Report describes the COS process. The results of the COS analysis provide a detailed assessment of the costs required to serve each of the customer classes. These customer class costs are unbundled into utility functions and classified into demand,energy,and customer components. customer class costs are compared to the projected revenues under current rates to determine if current rates are sufficient to meet costs. Once completed, the COS analysis is the basis for rate design. A comparison of the Revenue Requirement by customer class and revenues collected under 2019 tariffs is shown in Table 1-3. `�� 1-6 38 PROJECT SUMMARY Table 1-3 Comparison af 2022 Revenues Under 2019 Rates with Cost aF Servioe Re.sults Projected Revenue Projected Revenues Over/ Requirerr�erit Under 2019 (Under) Difference Custorr�e�-Class ($) Rates($) Rec�ove�Y($) (%) Resideritial Service $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%) Srriall Corrrr�eraal 4,456,635 4,347,393 (109,242) (2.5%) Srr�all Corr7r�eraal 81,613 85,069 3,456 4.1% Er�ergy Tirr�-of-Dey LargeCorrrn�-aal 4,084,202 3,695,196 (389,006) (10.5%) ��a� 20,772 18,327 (2,445) (13.3%) Er�ergy Tirr�-of-Day Muniapal 387,246 442,979 55,733 12.6% F�MPAdrrinistrative 3,195 1,738 (1,45� (83.9%) Fiousiriy RNNPSr�II 25,009 21,154 (3,855) (18.2%) Administrative �P�� 30,126 39,490 9,364 23.7% Adrrinistrative Total $18,432,217 $17,400,775 ($1,031,442) (5.9%) The COS indicates that overall projected costs exceed System rate revenues under 2019 rates by approximately 5.9%. _ � Rate Design Rate design is the culmination of a COS study as the rates and charges for each customer class are designed to equitably and fully recover the System-wide COS and customer class revenue requirements by the end of the rate period. Section 4 of the Report describes proposed rate design for each customer class. EPPC's electric rates include the following components: ■ Customer Charge • Energy Charge • Demand Charge (as applicable) • Wholesale Power Cost Adjustment • Time of Use Charges (as applicable) • Renewable Rider (as applicable) Base rates include the customer charge, energy charge, and demand charge, and are applied to the appropriate monthly billing determinants (e.g., number of customer months, kWh consumption, etc.) to project the new rate revenues by customer class. These projected revenues from the proposed rates are compared to the Revenue Requirement to ensure that rates generate sufficient revenue to recover the Revenue Requirement. 1-7 39 Section 1 Based on a review of the existing rate structure, it was determined that the cost recovery components (e.g., customer, energy, and/or demand charges) were not in alignment with the COS results. Proposed rates in the Study were designed to move each customer class closer to its COS while evaluating the impact of rate changes on customers' monthly bills. NewGen performed a detailed analysis of monthly bill impacts associated with proposed rates on the majority of EPPC customers. In consideration of customer bill impacts, proposed rates, although moving closer to the customer class COS, do not precisely match the classification of costs for each rate customer class. The Town's objectives for rate design, as discussed herein, were also incorporated into the proposed rate design. Based on our analysis of rate impacts and conversations with EPPC management and staff, it was determined that new rates would be phased in over a three-year period. The first rate changes would be implemented in 2020,the second in 2021,and the third in 2022. This implementation reduces the overall rate impact from the proposed changes in base rates in any one year. Additional information and analysis for EPPC's proposed rates are included in Section 4 of the Report. 1-8 40 Section 2 REVENUE REQUIREMENT As part of the Study, NewGen developed a Revenue Requirement inclusive of all of EPPC's cash operating and capital expenses paid for from rates. The Revenue Requirement is based on projected Test Year operating and financial results. Development of the Revenue Requirement was based on projected cost information provided by EPPC, the Town and Platte River. The Revenue Requirement development process is detailed in this section. Revenue Requirement To remain financially sound, EPPC's electric rates must produce sufficient revenues to recover the total costs of providing electric service to their customers. These costs imposed on the System by customers are commonly referred to as the utility's "revenue requirement" and consist of normal operating expenses, debt service, capital improvements and additions, transfers to the Town, non-operating expenses, and reserve requirements. These total revenue requirements are then compared to utility revenues to evaluate the need for rate changes. The revenue requirement acts as the foundation of a COS study. The following is a discussion of the core components of the Revenue Requirement and significant differences from the 2019 Board adopted final budget and the Revenue Requirement(see Table 2-1).The Revenue Requirement was developed utilizing EPPC's system of accounts, then allocated to each functional element of the utility operations (purchased power/transmission, distribution, and customer). Purchased Power Purchased power costs for EPPC consists exclusively of purchased power costs (including transmission) from Platte River. The Test Year cost for purchased power is based on a Platte River forecast. Distribution Distribution includes personnel expenses, professional contracting, repair and maintenance costs, and other costs associated with utility operations of the distribution system. The Test Year cost for distribution is based on the 2019 final budget inflated based on the nature of the cost. For example, labor related costs are increased at 2.1%per year based on the Blue Chip Economic Indicators GDP Chained Price Index. Customer Service Customer service includes personnel expenses, professional contracting, and other costs associated with meeting the customer needs of the utility. The Test Year cost for customer service related costs is based on the 2019 final budget inflated based on the nature of the cost. Administration and General Administration and General includes administrative management services, residential / commercial energy efficiency expenses, franchise fees, and other costs associated with administration and general functions of the utility. The Test Year cost for administration and general related costs is based on the 2019 final budget inflated based on the nature of the cost. • •� • & Salutions Economics � Strategy � Stakeholders � Sustainability 41 Section 2 Debt Service EPPC has existing debt associated with its Electric System and Fiber/Communications System. The Series 2007 Bond was refinanced in 2019, and this new issue is scheduled to be fully repaid in 2039. The Test Year debt service is based on the debt service schedule for the new Series 2019 Bond. General Fund Transfer The general fund transfer is approximately 10.5%of total revenue. Change in Working Capital Change in working capital accounts for any shortfalls between the working capital balance at the beginning of the year and the working capital goal for that year in order to maintain EPPC's policy of 90 days of working capital, consistent with EPPC's bond covenants. Capital Capital expenses include costs associated with power line construction, fleet replacements, meter upgrades, and other capital expenses. The Test Year capital expenses are based on an annualized capital need assessment,with most of the annual costs increased at 2.1% per year. The Test Year value for these expenses is projected to be approximately $1,747,792, of which approximately $319,612 is expected to be funded by customer contributed capital. Offsets to Revenue Requirement Offsets to the projected Revenue Requirement include reductions associated with investment income, miscellaneous non-rate revenues, and planned under-recovery as developed by the ten-year financial plan, as shown in Appendix B, Schedule 1. The planned under-recovery is reflective of the policy decision to draw down on existing financial reserves to fully fund capital needs of the utility while allowing rates to be increased more gradually. The ten-year financial plan contemplated a drawdown of reserves but remaining above the 90-day target. 2-2 42 REVENUE REQUIREMENT Table 2-1 Revenue FZequirernerrt Developrnerrt 2019 Board pifference Test Year Item Adop�ed O�&M E�er�.ses Purdiased Pav�er $ 7,776,362 $ 364,034 $ 8,140,396 Distribution 3,748,771 594,088 4,342,859 Q�sta�ner Se�vice 442,985 35,929 478,914 Administration arid C�erieral 2,304,701 167,708 2,472,409 Sul�otal Or4dl�Expense $14,272,819 $1,161,759 $15,434,578 Debt Service $ 449,813 $ 141,488 $ 591,300 Ger�eral FundTransfer 1,772,928 225,115 1,998,043 Charige in Vuaidng Capital - 112,267 112,267 Capital F�erxlitures 2,292,000 (544,208) 1,747,792 Less Interest Incorr�e (78,083) 8,170 (69,913) Less Nisc:ellar�eous Revenue (708,578) 181,732 (526,846) Less C�sta�ner Contributioris (300,000) (19,612) (319,612) Less Planned Under-Recovery(per Fnanaal Plan) (307,503) (227,887) (535,391) Revenue Requirerr�errt $17,393,395 $ 1,038,822 $18,432,217 � 2-3 43 Section 3 COST OF SERVICE After determining the Revenue Requirement, a COS for each customer class is developed to determine the specific costs to serve each customer class. Customer class revenues are compared to customer class Revenue Requirements to evaluate the ability of the current rates to recover costs. NewGen analyzed the cost to serve each customer class based on the Revenue Requirement developed in Section 2. Once completed, the COS results indicate the degree to which existing rates recover the costs to serve customers. The COS results are then used to design new electric rates. The COS analyses relied on the following key supporting data and analysis: ■ Revenue Requirement and revenues based on current rates; ■ System and customer class demand and energy requirements; ■ Actual and assumed customer service characteristics; and ■ Information obtained from customer accounts and records. Functionalization of Revenue Requirement EPPC's electric rates were unbundled into three functions: purchased power, distribution, and customer service, as shown in Appendix B, Schedule 2. The assignment of costs by function falls into two general categories: 1) direct assignments and 2) derived allocations. Direct assignments are costs that are readily associated with a specific utility function and are directly assigned to that function. For example, the energy expense is clearly an expense solely related to purchased power, so it is directly assigned to that function. Derived allocators are allocation factors that are based on the sum, average, or weighted effect of different underlying factors. Derived allocators can be complex and should reflect the logical answer to the following question—what underlying activities drive the cost of this item? For example,administrative and general expenses are associated with the O&M of all utility functions. Thus, administrative and general expenses are allocated to each utility function using a derived allocator. Each of the three utility functions is described below. Purchased Power Function The production function consists of costs associated with purchased power and transmission services from Platte River as well as an allocated portion of payment in lieu of taxes, franchise fees and a small number of other expenses. Distribution Function The distribution function consists of costs associated with operating and maintaining the distribution portion of the electric grid and making capital investments,as necessary. The distribution facilities deliver power to retail customers after it has been transmitted. This includes low voltage distribution lines, distribution poles, underground lines, customer service connections, meters, and lighting-related assets. • •� • & Salutions Economics � Strategy � Stakeholders � Sustainability 44 Section 3 Customer Service Function The customer service function consists of costs associated with operating and maintaining the customer-related facilities to meet customer support needs. This includes, but is not limited to,customer service, billing and collection, and meter reading. Revenue Requirement by Function The Revenue Requirement determined was "unbundled" into the three functional areas of the System — purchased power, distribution, and customer. The results of the functional unbundling are summarized in Table 3-1. Table�1 Revenue Requiremer�t by Function Purchased Item Poen�er' Distribution Custa�r�cr Tokal OS�M E�er�ses Purchased Pov�er $ 8,140,396 $ - $ - $ 8,140,396 Distribution - 4,342,859 - 4,342,859 C�storr�er - - 478,914 478,914 Administration and General 156,368 1,995,287 320,754 2,472,409 Su�otal O�d1AExpense $ 8,296,764 $ 6,338,146 $ 799,668 $15,434,578 Debt Servioe $ - $ 591,300 $ - $ 591,300 General Fund Transfer - 1,998,043 - 1,998,043 Change in V�brking Capital 2,407 97,552 12,308 112,267 Capital E�erxlitures � - 1,370,798 376,994 1,747,792 Less Ir�terest Inoorr�e (31,360) (35,974) (2,580) (69,914) Less Niscellaneous Revenue - (20,582) (506,264) (526,846) Less Q�sta�ner Coritributions - (319,612) - (319,612) Less Planned Under-Recovery(per Finariaal Plan) - (535,391) - (535,391) Revenue Requirerr�errt $ 8,267,811 $ 9,484,280 $ 680,126 $18,432,217 A comparison of the relative contribution to the Revenue Requirement by function, and average functional rate is provided in Table 3-2. The average rate was derived from the total expense divided by total projected energy sales for the Test Year period. 3-2 45 COST OF SERVICE Table�2 Furxx:tionalized Revenue Requiremerrt Function Revenue Requirerrierrt $/kVVh °/a of Total Purd�sed Pou�r $ 9,396,018 $0.0649 45% Distribution 8,419,310 0.0745 51°/a GUstorner 340,877 0.0053 4% RevenueRequirerr�errt $18,156,205 $0.1447 100% The purchased power function represents approximately 45% of the Revenue Requirement. The distribution function represents approximately 51%of the Revenue Requirement. The customer function represents approximately 4%of the Revenue Requirement. Classification of Costs To provide a reasonable basis for the assignment of the total Revenue Requirement to each customer class,costs for each function in the Electric System have been analyzed and classified into four rate-making cost classifications, as described below. • Demand Costs—Capacity (fixed- or demand-related) costs are those costs incurred to maintain a utility system in a state of readiness to serve, enabling it to meet the total combined demands of its customers. Capacity costs include the portion of O&M expenses, debt service, capital expenditures, and other costs that are generally fixed and do not vary materially with the quantity of usage or that cannot be designated specifically as a customer or variable cost. • Energy Costs— Energy, or variable costs, are costs that vary directly with energy usage, including such items as fuel, energy-related purchased power, and a portion of O&M expenses. • Customer Costs — Customer costs are those costs directly related to the number and type of customers, such as customer accounting, billing, and meter related expenses. ■ Direct Assignment Costs—Direct assignment costs are those costs that are readily identifiable and applicable to a particular customer or customer class. Once the costs within each function are assigned to each service category,the demand,energy,customer, and direct assignment component of each service is calculated. The classification of costs functionalized to Purchased Power are shown in Appendix B, Schedule 3. The classification of costs functionalized to Distribution are shown in Appendix B, Schedule 4. The classification of costs functionalized to Customer are shown in Appendix B, Schedule 5. As provided in Table 3-3, three major cost categories (demand, energy, and customer) cover the majority of all functional costs. This breakdown of demand, energy, customer, and direct assignment costs is later applied to each customer class to facilitate rate design, as provided in Section 4. 3-3 46 Section 3 Table�3 qassified Revenue Requirement Revenue %of qassific�tion Requirerrierrt $/kV1Ai Tatal Purchased Povuer GLstorr�- $ 509,556 $�.0040 3% Er�er'gy 4,964,087 0.0390 27% Derr�nd 2,666,753 0.0209 14% PILOT,Franchise Fees and Other 127,415 0.0010 1% Subt�al $ 8,267,811 $0.0649 45% Distribution Derriand $ 5,208,314 $0.0409 28% C�stomer' 2,420,247 0.0190 13% Gerieral Fund Transfer 1,855,719 0.0146 10% Subtotal $ 9,484,280 $0.0745 51% (Lstorrer C�storr�- $ 680,126 $0.0053 4% Subtotal $ 680,126 $0.0053 4% Reverlue RequirerTlerlt $18,432,217 $0.1447 100% In total, approximately 27%of EPPC's total Revenue Requirement is energy-related or variable costs. The remaining 73% of the Revenue Requirement is fixed in nature and classified as demand, customer, or directly assigned to particular customer classes. Allocation of Costs Once costs are functionalized and classified, they are then allocated to the various customer classes. Customer Classes represent aggregations of customers that have similar customer usage characteristics and use the System in a similar manner. Customer Class Allocation Factors Based upon actual and assumed customer service characteristics, NewGen developed various factors for use in allocating the adjusted Revenue Requirements to individual customer classes. These allocation factors reflect accepted ratemaking principles and were based upon embedded cost allocation procedures. We have developed demand-related, energy-related, customer-related, and direct assignment allocation factors, as described below. Demand Allocations Demand allocators are derived based on the demand requirements of individual customers and customer classes. Purchased Power-related demand costs are allocated to customer classes based on the customer class's contribution to the System peak, or coincident peak (CP) allocators. This is a measure of each 3-4 47 COST OF SERVICE customer classes'cost responsibility associated with the infrastructure required to meet the System peak demand. As you move from the generator to the meter, the measure of peak demand responsibility changes from a System perspective (CP), to a customer class perspective (non-CP), to a customer perspective (demand at meter). Demand contributions at these various points in the System are determined based on load research, billing data provided by EPPC, and industry research and experience. Demand allocators can be based on the one peak month during a year, multiple months (such as the four summer months),or the 12 months of the year,depending on how the underlying costs are incurred (cost causation). For this Study, the Platte River Summer (Summer CP) and Non-Summer (Non-Summer CP) coincident peaks were used to allocate purchased power-related summer and non-summer demand costs respectively. The summer season for Platte River occurs from June through September while the Non- Summer season occurs from October through May. For purchased power transmission demand, a transmission with ratchet allocator (Transmission) was used. The Transmission allocator was a combination of the EPPC 12-month coincident peak (12CP) allocator and EPPC 1-month coincident peak (1CP) allocator. The 12CP allocator was used to allocate transmission costs before the ratchet, while the 1CP allocator was used to allocate the incremental transmission costs associated with the ratchet. A Non-coincident peak(NCP) allocator is typically used to allocate distribution costs.This is a measure of localized peak demands rather than the System peak demand. The distribution-related demand costs were allocated using a 9-month non-coincident peak(9NCP)for substations,overhead,and underground. For transformers,the sum of max demands (SMD) allocator was used. Table 3-4 compares the various demand allocators utilized in the Study. Table 3-4 Dernand Allocator Comparisons Surrrrier IVor}Surr�rricr Custorr�'Class CP CP Trarismission 9NCP SND Residential Service 49°/o 54% 51% 51% 66% Sr�l I Corm'�'aal 23% 20% 21% 21% 18% Srr�all C,orrrnercial Enc'gy 0% 0% 0% ° Tme-of Ddy 0% 0% L'arge Corr�rr�r'Cial 25% 23% 25% 24% 13% L.arge C,orm'�►'aal Er�ergy 0% 0% 0% 0% 0% Tirr�-of-Day Muniapal 2% 2% 2% 2°/o 2% F�MPAdrrinistrative Housing 0% 0% 0% 0% 0% F�MP Srriall Adrrinistrative 0% 0% 0% 0°/o 0% RNNP Large Administrative 0% 0% 0% 1% 0% Total 100% 100% 100% 100% 100% Note: 0%shown in table rr�y refled fractions of a pc'cent Energy Allocations Energy allocation factors are the basis for allocating costs or expenses classified as variable or energy-related and are assumed to vary directly with kWh sales. Energy-related costs classified as variable were wholesale energy costs and renewable energy from Platte River. Net energy for load (NEFL), or the 3-5 48 Section 3 energy necessary to supply each customer class, is used to allocate these types of costs to individual customer classes. NEFL is also sometimes called adjusted metered load or energy at generation, as it takes into consideration energy losses that occur on the transmission and distribution systems between the power supplier delivery point and the customer's meter. The energy from production utilized several different NEFL allocators. Summer energy used a NEFL summer allocator,while non-summer energy used a NEFL non-summer allocator. The summer and non-summer seasons were based on Platte River's seasons. The renewable energy was allocated based on the NEFL allocator. Table 3-5 lists the energy allocation factors utilized in the Study, which incorporates the losses at the various levels of the System. Table�5 Friergy AI locator Comparisons Net Energy Net Erie�-gy for Load for Load IVorr Net Frier-gy Custorr�er Class Sum�r�er Sum�rier for Load F�esidential Servioe 38% 49% 46% Srr�all Corrrr�-aal 25% 22% 23% �nall C,orm�eraal Energy Ti me-of-Dray 0% 1% 1% L.arge Corr7r�-aal 33% 26% 28% Large C,orrrr�eraal Energy Tirrie-of-Day 0% 0% 0% Ml.IniCl�l 3% 3% 3% RNNPAdministrative Housing 0% 0% 0% RIVNP Srtiall Administrative 0% 0% 0% RIVNP Large Administrative 0% 0% 0% Tatal 100% 100% 100% Note: 0%shov�n in table rrey refled fradiais of a perc�nt Customer Allocations Customer costs are defined as those costs related to the number of customers and the type of service required. Included in the customer-related costs are the costs associated with meter reading, customer service, billing, collection, and other customer-related activities. The customer allocation factors were largely based on the number of customers in each customer class. These allocations included a weighting factor depending on the nature and size of the customer served in each customer class. Weighting reflects that servicing certain types of customers requires more effort and expenses than other types of customers. Weighting factors were developed based on discussions with EPPC staff, as well as applying industry knowledge and practices. Weighting factors derive relationships between the customer classes and equipment or services needed to serve the customer class and the relative costs of those items. 3-6 49 COST OF SERVICE Cost of Service Results The unbundled COS results by customer class is shown in Table 3-6. See Appendix B, Schedule 6 for additional detail. Table�6 Unbundled Cost af Service Results by C�storr�-qass($000)c�) �nall CaYrr�eraal Large Srr�all Er�e�-gy Time- Large Cormxraal Muniapal I�IVNP Admin. RNNP Srr�all RNNP Large Classification Residential Corrrr�-cial of-Day Corrrr�ercial Time-aF Day Rate Housing Admin. Admin. Tatal Pu'chased Power Custa�er $ 349 $ 101 $ 1 $ 48 $ 0 $ 10 $ 0 $ 0 $ 0 $ 510 Er�ergy Surrmer(En) 523 345 6 446 3 38 0 0 0 1,361 Energy Nor�Sumr�-(En) 1,564 704 18 847 2 83 0 0 0 3,218 Renewable Intermitterit Adder 176 88 2 109 0 10 0 0 0 386 Derr�and Sum�riei-(D) 210 101 1 109 1 10 0 0 0 432 Derr�and NorrSumi'ier(D) 386 145 3 164 0 17 0 0 0 715 Derr�and Transrrission 771 325 7 378 2 37 0 0 0 1,519 PILOT,Franchise Fee&Othei- 62 28 1 33 0 3 0 0 0 127 Subtotal Production $ 4,041 $ 1,836 $ 40 $ 2,134 $ 9 $ 207 $ 0 $ 0 $ 0 $ 8,268 Distribution Derr�arid Related Substations $ 1,120 $ 465 $ 10 $ 538 $ 2 $ 53 $ 0 $ 5 $ 12 $ 2,205 Overhead 821 341 7 394 2 39 0 3 8 1,616 Underground 462 192 4 222 1 22 0 2 5 910 Transforrr�ers 317 87 1 62 0 8 0 1 1 477 (�storr�er Related O�ert�ead 732 212 3 101 1 20 0 2 1 1,072 Underground 410 119 1 57 1 11 0 1 0 600 3-7 50 Section 3 Table�6 Unbundled Cost af Servioe Re,sults by Custa�rier Class($000)c�) srrrall Camieraal Large Srr�all Er�ei-gy Time- Large Corrrricrcial Municipal RNNP A�dmin. RNNP Srriall RNNP Large Classification Residerrtial Corrrr�craal of-Day Corrrr�-cial Time-aF Day Rate Housing A�dmin. A�dmin. Tatal Transforrr�ers 217 63 1 30 0 6 0 1 0 318 Service.s 69 20 0 10 0 2 0 0 0 102 Metering 225 65 1 31 0 6 0 1 0 329 Gerteral FurtdTransfer 464 923 11 441 4 0 2 9 2 1,856 Subtotal GYstribution $ 4,837 $ 2,486 $ 40 $ 1,886 $ 12 $ 167 $ 3 $ 24 $ 30 $ 9,484 (�storrer Qastorr�' $ 465 $ 134 $ 2 $ 64 $ 1 $ 13 $ 0 $ 1 $ 0 $ 680 Subtotal Custar�- 465 134 2 64 1 13 0 1 0 680 Revenue Requirerr�errt $ 9,343 $ 4,457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432 Summarized Total Derr�nd $ 4,087 $ 1,656 $ 34 $ 1,867 $ 8 $ 185 $ 1 $ 11 $ 26 $ 7,875 Energy 2,263 1,136 27 1,402 5 131 0 0 0 4,964 C�sta�- 2,467 713 9 341 3 68 1 6 2 3,610 Gerieral Fund Transfer,PILOT, Franchise Fees and Other 526 951 12 474 4 3 2 9 2 1,983 Revenue Requirerr�errt $ 9,343 $ 4�457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432 (1) Nurrt�ers may not sum due to rounding 3-8 51 COST OF SERVICE Cost of Service Results Compared to Current Revenue To evaluate the ability of current rates to adequately recover the COS, NewGen estimated revenues based on Test Year billing determinants and current rates,then compared resulting revenues to the COS for each customer class. The results of the comparison are shown in Table 3-7. Note that the Revenue Requirement in Table 3-7 for RMNP only includes the cost to deliver electricity. Table�7 2022 Revenue Shatfall with No Rate I� Projected Revenue Projected Revenues Over'/ Requiremerrt Urxler 2019 (Urxler) Difference C�.�storr�er Class ($) Rates($) R�cbvery($) (°/a) Resiclential Service $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%) Srriall Corr7'r�r'cial 4,456,635 4,347,393 (109,242) (2.5%) Srr�ll Corr�rr�-aal 81,613 85,069 3,456 4.1% Eriergy Tirr�e-of-Day La�'geC,ori7i'�rcial 4,084,202 3,695,196 (389,006) (10.5%) ��q� 20,772 18,327 (2,445) (13.3%) Energy Time�of-Day Muniapal 387,246 442,979 55,733 12.6% RNNPAdministrative 3,195 1,738 (1,457) (83.9°/o) �busir�g R�/NPSr�'�II 25,009 21,154 (3,855) (18.2%) Adrrinistrative RNNP Large 30,126 39,490 9,364 23.7% Adrrinistrative Total $18,432,217 $17,400,775 ($1,031,442) (5.9%) The percentage increase / (decrease) shown in the table above provides guidance for future rate design but does not reflect policy decisions that could impact recommended rates. Recommendations for new rates are presented in Section 4. 3-9 52 Section 4 RATE DESIGN Rate design is the culmination of a COS study where the rates and charges for each customer classification are established in such a manner that the total Revenue Requirement of the Utility will be recovered in an equitable manner consistent, to the extent reasonable and practical, with EPPC and Town policies. Consideration was given to the proper level of recovery of fixed costs in the customer and demand charges, as well as phasing in the proposed rates over time. Rate Design Offerings EPPC currently offers a variety of rates to its customers, depending on the nature of the end-use of the electricity (e.g., residential, non-residential) and the level of energy consumed. Rate riders offered by EPPC include a renewable generation option called the Renewable Energy Purchase Program (REPP). Customers may subscribe to the REPP in 100 kWh blocks or opt to have all energy subscribed. The results of the Study do not suggest the need to change the current renewable rate adder of$0.0275 per kWh for the REPP. Table 4-1 provides a summary of the rate customer classes and sub-customer classes, the number of customers in each customer class(estimated for the Test Year),the total estimated revenue generated by each customer class/sub-customer class for the Test Year under proposed rates,and comments regarding the applicability of each customer class / sub-customer class (see EPPC rate tariffs for specific tariff applicability rules and regulations). For all seasonal rate applications, EPPC's summer season includes billings based on meter reading in the months of May, June, July, and August. The Non-summer period consists of the remaining eight month period.These seasons are different from Platte River. • •� • & Salutions Economics � Strategy � Stakeholders � Sustainability 53 Section 4 Table 41 R,e�ail Rate—(�sta�r�-qass/Sut�Custaiier Class Estimated Estimated IVumber aF Test Year (�stomers Revenues C�.�starer Class Code (Test Year) ($000) G...�.��;a R�.sidential Er�ergy R 7,631 $ 8,027 Staridard residential service Optional rate,>15,000 kV�lz/year, Residential Derr�and RD 212 � d�tonewa.�star�rs 282 707 �tional rate,only energy sta�age Residential F�ergyTime-of-DaY � forheating Optional rate,open to all residential R�sidential BasicF�ergyTime-of-DaY F2B 27 �9 custorr�ers Tatal Fie.sider�tial 8,152 $ 9,352 Srr�all Ca�rrr�raal C 2,357 $ 4,441 NorrR�esideritial use,�35 � � NorrR�.sidential use,�35 kVV, Small Ca�r�rr�eraal F�ergy Time-of-Day CE er�-gy sta-age for heating NorrResidential use,>35 kW in Large C.a�rrr�eraal CL 113 4�� tuw consea�ive rrpnths NorrR�.sidential use,>35 kW in Large Ca�rrr�eraal Time-of-Day � � � tuw oonsecxative rrpnths Takal Carmeraal 2,5U0 $ 8,575 RNNP Adrrinistrative Housing AH 4 $ 2 Altemate pa�n,er source,housing WVNP Small Administrative AS 22 21 Altemate poenaer sa.arce,�35 kW 6 � Alterr�ate pov�r'source,>35 kW in RIVNP Large Administrative A� tv�,o consecutive months Tatal RNNP 32 $ � M 74 � � Indudes muniapal street,park M,aniapal lighting,arid muniapal buildings Total�'> 10,758 $�8,� (1) Exdudes outdoor lighti ng,revenue from wtiich was treated as an offset to the Revenue Requirerrient Rate Design Objectives In general,proposed rate structures for this Study should meet the following objectives and best practices: • Rates should be equitable among customer classes and individuals within customer classes,taking into consideration the costs incurred to serve each customer class. • Rates may take into consideration other important factors, such as competitive concerns, policies, or the public interest. • Rates should be simple and understandable. The foundation of rate design is COS results tempered with policy considerations important to the community. Specific rate design goals for EPPC include: 4-2 54 RATE DESIGN ■ Based on COS results ■ Improved fixed cost recovery ■ Phase-in rate changes to reduce undue rate impacts to customer classes (i.e., rate shock) ■ Move towards COS results by customer class to decrease intra-class subsidization ■ Update seasonal price differentiations based on Platte River costs One of the key rate design policy objectives was related to customer classes that were projected to be over-recovering the COS. These customer classes were eventually going to need rate increases,according to the ten-year financial plan. Thus, the decision was made to set rates for these customers to maintain the current level of revenue for the customer class. Thus, these customers would move towards COS gradually over time. This also lessened the need for more drastic rate adjustments for customer classes that were projected to be under-recovering the COS, as illustrated in Appendix B, Schedule 7. Electric Rate Structure The proposed base electric rates include a customer charge,an energy charge,and demand charge,where applicable. Generally, the customer charge should be designed to recover customer-related costs; the energy charge should be designed to recover all applicable power production costs; and the demand charge should be designed to recover demand-related costs. The customer, energy,and demand charges are commonly referred to as "base rates", as they exclude the rate riders, such as the renewable rate adder or increases in the purchase power costs passed-through to customers via the wholesale power cost adjustment. Customer and demand charges generally collect revenues that cover EPPC's fixed costs. Energy charges may collect revenues to recover both fixed and variable costs. For customer classes that do not have demand charges, a large portion of fixed costs may be collected through the energy charge. Rate Design Results Appendix B, Schedule 8 includes a summary of all proposed rates by customer class. The proposed rates are summarized for each customer class below. A histogram of customer monthly billing impacts and effective rates by load factor or consumption is included to illustrate and compare current rates, proposed 2022 rates, and COS results. Histograms of bill impacts are based on customer usage patterns from January 2018 to December 2018, as provided by EPPC. Residential Service (R) The Residential Service customer class is available to all residential customers. It is composed of residential customers served on a retail basis and includes a customer charge and an energy charge. Table 4-2 compares the COS rates, current rates, and proposed rates for the Residential Service customer class. 4-3 55 Section 4 Table 42 R�.sider�tial Service Cost aF Service, Currerit,ar�d Proposed Rates C��1) Cl.l1"1"� PI'OpOSECI PI"OFJO6ECI PPO� Item Unit 2022 2019 2020 2021 2022 Qastar�er'Charge $/Month 25.06 22.70 23.47 24.23 25.00 Er�-gy Charge $/MNh 0.1188 0.1095 0.1119 0.1144 0.1168 ��e�� $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment Charge c2> (1)The fixed derrianckdated oosts are shoNm in the energy C06 because this custarer dass does not have a derr�nd charge (2)Pra�w�-iaesale Pov�-c,ost,odjustrr�,t ax�-ges are estimates The COS analysis indicates that the customer charge and energy charge are currently lower than the COS. The proposed customer and energy charges are increased annually from 2020 to 2022 in approximately equal increments to move the customer class gradually towards COS and improve fixed cost recovery. The wholesale power cost adjustment is zero for proposed 2020 rates and increases annually to reflect the estimated increases in the cost of purchased power from Platte River. Figure 4-1 shows the relationship between customer usage and COS. Low energy users have a higher average COS per kWh than high energy users. This relationship exists because each customer has a similar fixed cost associated with infrastructure required to connect the customer to the System and meet their peak demand requirements. High users are able to spread these fixed costs over more energy resulting in a lower average rate. Increasing the Residential Service customer charge improves fixed cost recovery and reduces subsidies between customers within the Residential Service customer class. � 4-4 56 RATE DESIGN � : , •��. SD.45 1,840 $0.4D l,f DD x Y $fl.35 1,400 � ` � � $�.3fl -�� 2 1,2tl0 � � � V N JD.ZS L��Q� � 0 �: fl W So.zo �� saa ? c� 1.-- _ � $0.15 -- -.- - - ------z_ _ bOD � > -- -- ---^� � . $0.1D � , � 400 $O.D5 �-�--�� 2D0 $O.DO ` �. _ 80 222 371 520 673 823 974 1,121 1,2b7 1,885 I AVERAGE M�NTHLY USAGE(ICWH) ..... .... �.--,. . _ • .- �;� Fgure 41. Resideritial Service Rate Comparison Bill Impacts Customer bill impacts,on a percentage basis,for all residential customers is shown in Figure 4-2(reflecting the change from 2019 to 2022 rates). ,`1 - � 4-5 57 Section 4 ,,; . 35% 30Rb V] 5 OW ^ L�� ` � V! � LL 2� � � Z V 15�0 � W � 1V/O s% v � ❑�o 3: c�'+ b� 3'+ Z'+ 3� Z: 3�: cl'+ 3'+ 3� ?'+ a`+ � �` �'+ 3'+ 3'+ 3'+ 3� � a'+ 3'+ 3'+ � 3'+ Z: 3� 3: o m �n m � � r� o rri �n m ti a n o n � ,1 m w m o n v � m �n m o o vi ad .n�' � � �n. �. � m. �. ni ,-i o o a � ry �i rri � ui ui � n r: oo vi � � �. �. �. .� .� .� .� �. �i� =''.!' . �."t(i' I:'l'.:irtr.i' •�:�� Fgure 42. Re.siderrtial Service Billing Impacts: Percerit Change in&Ils from 2019 to 2022 Customer bill impacts, on a dollar basis,for all residential customers is shown in Figure 4-3 (reflecting the change from 2019 to 2022 rates). � 4-6 58 RATE DESIGN Z 5°/0 � �� ` � � O w � � 1596 o — � z — W V �p� �y�j ZVlO 1 - 5% ! D% � � � I I I-I f� � � � o rn n �n � ri � o m n �n v m N o `� m � �o n m o - -•. - m n rn o N r-I '-I c-I r-I c-I '-I r-I Sl'F V} t!F S!'F V} V} SI'F V} Sh SR SA Sh V} rl � e-I !-I r-I N th 4A SA th 4A t11 tA 1/} .... .... .... ._. .__. .__. ._. tIl V} V} 1!i t!F V} t11 t!F r-:,. .,^..��- �^..;•,Sr"]*,�T:.,..,•�:-:!:. -:..:1r r•..�T:.,1 Fgure 43. Resideritial Service Billing Impacts: Dollar Change in Bills fra�n 2019 to 2022 Residential Demand Service (RD) The Residential Demand Service customer class is an optional rate for customers that use electricity as a primary source of heat, as well as use greater than 15,000 kWh over 12 months. The demand charge is only assessed in the winter season (September through April) and the energy charge switches to the Residential Service energy charge during the summer (May through August). This rate tariff is closed to new customers. Table 4-3 compares the COS rates, current rates, and proposed rates. Table 43 Re.siderrtial Derr�and Servioe Cost aF Service, Currerit,and Proposcd Rates � currer,t Proposed Proposed Proposed Item Unit 2022 2019 2020 2021 2022 C�sta�ner Charge $✓Month 27.46 26.10 26.90 27.70 28.50 F_riei-gy Charge Sumr�-��> $/kV�h 0.1126 0.1095 0.1119 0.1144 0.1168 Energy Charge V�f r�er $✓kV�h 0.0365 0.0654 0.0645 0.0636 0.0627 Derr�and Charge $✓kW 12.53 13.60 13.60 13.60 13.60 ��e�� $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment Charge c2� (1)Equal to the Residential Seivioe custorr�er dass enerc,7Y d�arge (2)Pra�w�-iaesale Pa�c�-Gosc ad�ustrr�,t a,arges are estimates 4-7 59 Section 4 The histograms and cost curves for the Residential Demand Service customer class can be found in Appendix A. Residential Energy Time-of-Day Service (RE) The Residential Energy Time-of-Day Service customer class is an optional rate available to all residential customers who use energy storage equipment for space heating. Table 4-4 compares the COS rates, current rates, and proposed rates. Table 44 Resider�tial Fr�ergy Time-of-Day Service Cost aF Servioe, Currerrt,and ProposEd Rates C�(�� CIACPEI'lt PPOnOS�CI PPO�OSECI PPOpO6CCI Item Unit 2022 2019 2020 2021 2022 Custarer Charge $/Month 27.76 26.10 26.90 27.70 28.50 Friergy Charge OrrPeak $✓kV�h 0.1689 0.1520 0.1566 0.1612 0.1658 Energy Charge OFf-Peak $/kV�h 0.0928 0.0760 0.0806 0.0852 0.0898 ��e�� $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment Charge c2� (1)The fixed derrianckelated costs are sho�wn in the energy Co6 because this custarn�-dass does not have a derr�nd charge (2)P�'oposed�M�olesale Pow�r Cost Pdjustment Charc,�es are estimates The histograms and cost curves for the Residential Energy Time-of-Day Service customer class can be found in Appendix A. Residential Energy Basic Time-of-Day Service (RB) The Residential Energy Basic Time-of-Day Service customer class is an optional rate available to all residential customers.The energy charge for this customer class is only assessed during the winter season (September through April). During the summer season (May through August) the standard Residential Service energy charge is assessed. Table 4-5 compares the COS rates, current rates, and proposed rates. Table 45 Resider�tial Fr�ergy Basic Time-af-Day Service Cost of Service, Current,and Pro�osed Rates C��) CI.ICP�P1t PP'0�06� PI"Op06� PI"OpOS� Item Unit 2071 2019 ZO20 2021 2022 Custorr�-Charge $/Month 28.08 26.10 26.90 27.70 28.50 Er�'gy Charge Surrme�'�2� $✓kV�h 0.1166 0.1095 0.1119 0.1144 0.1168 Energy Charge Wir�ter OrFPeak $JkV�h 0.1689 0.1345 0.1470 0.1595 0.1719 Er�ergy Charge V�irrter OFF Peak $/kVbh 0.0928 0.1077 0.1038 0.0998 0.0959 V�A�desale Pa✓�r Cost $�kVbh 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustmerit Charge(3) (1)The fixed derrnnc�related oosts are sFaNm in the er�ergy C06 because this custarer dass does not have a derr�rid charge (2)Equal to the Residential Seivice custarer dass energy charge (3)Pro�Osed�Midesale Po�r Cost Pdjustrr��t Charges are estirr�tes 4-8 60 RATE DESIGN The histograms and cost curves for the Residential Energy Basic Time-of-Day Service customer class can be found in Appendix A. Small Commercial Service (C) The Small Commercial Service customer class is composed of commercial users served at primary and secondary voltages with maximum monthly usage that does not exceed 35 kW. Table 4-6 compares the COS rates, current rates, and proposed rates. Table 46 Srriall Comreraal Service Cost aF Service, Currerrt,and ProposEd FZates C�(�� CIACfEIIt PPO�OSCCI PPOpO6EC1 PPO�OSCCI Item Unit 2022 2019 2020 2021 2022 C�.istarer Charge $/Month 25.22 33.37 3325 33.12 33.00 Energy Charge $/kV�h 0.1266 0.1140 0.1154 0.1169 0.1183 1M�desale Po�-Cost �� 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment C�arge c2) (1)The fixed derrerx�related costs are shown in the energy CQ6 because this custa�r dass does not have a derrend charge (2)Roposed�Miolesale Pa�n�er Cost Acfjustment Charges are estirrt�tes Figure 4-4 shows the relationship between customer usage and COS for the Small Commercial Service customer class. So.ao �oo $D.35 " 6DD _ $0.3D , � 5DD Y � � � �0.75 Z W = � 4� � y $0.20 � � � � 3flD fl � $0.15 - - - � � - -- �, v Q $0.10 _ �� $D.05 ��°1 1DD $D.00 � � ` e � _ 127 357 621 871 1,125 1,375 1,621 1,866 2,117 4,516 AVERAGE MQNTHLY USAGE(KWH) ��Customerfount Current TY 2022 fd5 Fgure 4-4� Small Carnieraal F_riergy Service Rate Comparison 4-9 61 Section 4 Bill Impatts Customer bill impacts for customers in this customer class are provided in Figure 4-5 and Figure 4-6. 9°. — 8a� N'! �% � C' WC C Cp � � V!� � u 5�: O � � Z 4or. W ! �..1 � y..i — — a 3g' 2% 1°�a �. , 0°�a — — d'� �4� �Ol, '�h', 'y�, �iJ 1�� all '�.�� '�o �'� �� do �'� �� $� od� `ti� �ti �� `ti ��. `o- `a� �o- �o� o� �� o� �� o� ti� ti� '�� ti� ti� '�CrNT I=i�i�"ti(;�� I'•1':A�NT�i+ypl" Fgure 45. Small Corrrnercial Ene�-gy Service&Iling Impacts: Percerrt Change in&Ils from 2019 to 2022 �___. -,__ � 4-10 62 RATE DESIGN � �,,- s�io — — N! � fl J� � � � LL 4% — � fl � — 2 V ��O S s W d 2/o I 1% 0% — — p0� ,�4�1 s��o1 „�"'�1 y'v� g�i1 �'1� ba1 ,yry1 �0�3 �0'L1' �pDP' �p�o1 ��°� �,�^,.1 �,�3'� �,y*�sO �,y`b �,LCP `�,ti• `�,,,. `�,y• `�,y `�,y L�d• `��. ��0. ��- -:.;;'�Pti(;�.. i�..i�.1n^tiT�;'y ul:' fC'`.;1r�^,�r;;j Fgure 46. �nall Corrrnercial Energy Service&Iling Impacts: Dollar(�ange in Bills from 2019 to 2022 Small Commercial Energy Time-of-Day Service (CE) The Small Commercial Energy Time-of-Day Service customer class is an optional rate available to all small commercial customers who use energy storage equipment for space heating with on-peak demands that do not exceed 35 kW. Table 4-7 compares the COS rates, current rates, and proposed rates. Table 47 Srrrall Cormier-aal Erie�-gy Time-aF Day Service Cost aF Service, Currerit,and Proposcd Rates C�(�� Cl.l1"C'EI'1� PI'O� PI"O�CCI PI"UpO6ECI Item Unit 2022 2019 2020 2021 2022 Qistomer'Charge $�Morith 25.22 36.77 36.51 36.26 36.00 Energy Charge OrrPeak $✓kVbh 0.1353 0.1615 0.1526 0.1438 0.1349 Energy Charge OFf-Peak $✓k1M� 0.0876 0.0708 0.0763 0.0818 0.0872 ��e�� $/MNh 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment Char'ge(2) (1)The fixed derrnrx�related oosts are shown in the energy CCX�66 because this custa r�-dass does not have a derrnnd charge (2)Proposed�Miolesale Power Cost Pdjustrr�nt Charges are estimates The histograms and cost curves for the Small Commercial Energy Time-of-Day Service customer class can be found in Appendix A. 4-11 63 Section 4 Large Commercial Service (CL) The Large Commercial Service customer class is available for commercial customers with demands more than 35 kW for two consecutive months.Table 4-8 compares the COS, current rates, and proposed rates. Table 48 Large Corrrr�eraal Service Cost aF Service, Currerit,and Proposcd Rates � Currer�t Proposed Proposed Proposed Item Unit 2022 2019 2020 2021 2022 C�storr�r'Charge $/Month 252.23 45.23 45.49 45.74 46.00 Energy Charge $/kV�h 0.0547 0.0625 0.0633 0.0640 0.0648 Derr�and Charge $/kW 19.55 14.80 15.87 16.93 18.00 ��e�� $/MNh 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment Char'ge(�) (1)Proposed�Miolesale Power Cost Pdjustment Charges are estimates Figure 4-7 shows the relationship between customer usage and average COS. There is a wide range of load factors with a significant number of customers clustered between 20% and 50%. Load factor is a measure of efficiency and is the relationship between monthly demand and monthly energy usage. Higher load factor reflects a more efficient use of the System. The average monthly demand was approximately 61 kW. Note:the load factor percentages reflected in the figure represent the high end of the 10% range (i.e., the count of customers shown at 100% load factor represents the customers with load factor between 90% and 100%). 30 $0.40 � — 25 � $0.35 x � � $0.30 2D � � z W ! 7 � $0.25 � fl � 15 � O $0.2fl � — p W � � � a sa.i5 �: io � W � � $0.10 ---- _ 5 $O.DS �� ` $a.� _ � � �� f � {� - 1Q96 20% 3096 40% 5096 60% 7096 809b 9096 1Q03b LQA�FACTDR .....��ta. [: .i.: - (.. . - -- _T+; ��:...-. flc I Fgure 47. Large C...,.,.�.�.:al Service Rate Comparison 4-12 64 RATE DESIGN Bill Impatts Customer bill impacts for customers in this customer class are provided in Figure 4-8 and Figure 4-9. 3096 — ,,, 2 5% s WC G I fl �p� y �V/O � v � D � 15% z � � � W � 1� I 5% D% ■ I I � � � d� 3' 3' 3' 3' a'. �'. 3'. 3`. �' 3� 3'. �' 3' p � ry M a +r � p�p T q �- �� _�; Q ta`Ii �r, � M N � o o� �r �. � �. �. �. .� .-� � ,-. � .� � � N � � � p�r;�rn1T r.�-�ANGr �rJ�:9C1NTH�.rF��. Fgure 48. Large Corrrncrcial Service Billing Irrpacts: Percent Charx,�e in&Ils from 2019 to 2022 �___. -,__ � 4-13 65 Section 4 Z��a 18�� 16% � 14�� _ � w � O 12% _ � � LL 10% O — r w 8�� a 6% 4% 2�� 0 Do � l o�, — — — — - O � Ol M 1� c-I l0 O � Ol M 1� c-I l0 O lD �--I I� M Ql � O lD �--I I� M Ql � O O l0 N Ol u1 N 00 u1 �--I 1� � O I� M U} c�'1 I� O � I� �--I i/1 00 N L!1 Ol N lD O u1 � V M M M N N N �--I c-I �--I V? L1 � � `~ � � N N N M c'+1 M � � LIl V? V1 V? V} V? V} L1 V? L1 N V} V? � � V} V} U} V} U} V} L? V} V} U} V} L? CHANGE IN MONTHLY BILL($/MONTH) Fgure 49. Large C......�.�:pl Service Billing Impacts: Dollar Change in Bills from 2019 to 2022 Large Commercial Time-of-Day Service (CT) The Large Commercial Time-of-Day Service customer class is available for commercial customers with demands more than 35 kW for two consecutive months. Table 4-9 compares the COS rates, current rates, and proposed rates. Table 49 Large Comrr�-cial Time-af-Day Servioe Cost aF Service, Currerit,and Proposed Rates � Currerrt Proposcd Proposed Proposed Item Unit 2022 2019 2020 2021 2022 C�sta�ner Charge $✓Month 252.23 53.18 53.79 54.39 55.00 Energy Charge OrFPeak $/MNh 0.0774 0.0820 0.0848 0.0876 0.0904 F_riergy Charge OFF Peak $✓k1Mi 0.0365 0.0445 0.0461 0.0478 0.0495 Derr�and Charge $✓kW 19.49 17.45 18.30 19.15 20.00 ��e�� $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment Charge c�) (1)Pra�sea vU,ae�le Pan�-Gosc ad�ustrr�,t a,arc��s are estirr�ates Municipal Service (M) The Municipal Service customer class is available for municipal street, park lighting, and municipal buildings.Table 4-10 compares the COS rates, current rates, and proposed rates. 4-14 66 RATE DESIGN Table 410 Muniapal Service Cost aF Service, Currerit,ar�d Proposed Rates C��1) Cl.l1"1"� PI'OpOSECI PI"OFJO6ECI PPO� Item Unit 2022 2019 2020 2021 2022 Qastar�er'Charge $/Month 75.67 0.00 9.00 18.00 27.00 Energy Charge $/MNh 0.0929 0.1171 0.1149 0.1128 0.1106 ��e�� $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 Adjustment Charge c2> (1)The fixed derrianckdated oosts are shoNm in the energy C06 because this custarer dass does not have a derr�nd charge (2)Pra�w�-iaesale Pov�-c,ost,odjustrr�,t c�arges are estimates The Municipal Service rate structure changes significantly with the introduction of a customer charge. This aligns the Municipal Service customer class with the other retail customers. The histograms and cost curves for the Municipal Service customer class can be found in Appendix A. Rocky Mountain National Park Administrative Housing (AH) The Rocky Mountain National Park Administrative Housing Service customer class is available for Rocky Mountain National Park service administrative single housing accounts. There are no rate changes proposed for this customer class. Table 4-11 compares the COS rates, current rates, and proposed rates. Note that this customer class has no wholesale power cost adjustment charge since the power from Platte River is paid for directly by the U.S. Bureau of Reclamation. Table 411 Rocky Mourytain Natior�al Park A�rinistrative Housing Service Cost aF Service, Currerrt,and Proposed Rates C�(1) Cl.11"P'EI'lt PI"OpOS� PP'Op06� PI"OpOS� Item Unit 2022 2019 2020 2021 2022 Custa�er Charge $/Month 21.65 22.70 22.70 22.70 22.70 Energy Charge $✓kV�h 0.2323 0.0690 0.0690 0.0690 0.0690 (1)The fixed derrianckelated costs are sha�m in the e�iergy Co6 because this custorr�-dass does not have a derriand charge Rocky Mountain National Park Small Administrative Service (AS) The Rocky Mountain National Park Small Administrative Service customer class is available for Rocky Mountain National Park service administrative accounts with maximum demand equal to or less than 35 kW. There are no rate changes proposed for this customer class. Table 4-12 compares the COS rates, current rates,and proposed rates. Note that this customer class has no wholesale power cost adjustment charge since the power from Platte River is paid for directly by the U.S. Bureau of Reclamation. 4-15 67 Section 4 Table 412 Rocky Nburrtain National Park Small A�dministwative Servioe Cost aF Service, Currerit,ar�d Proposed Rates C��1) Cl.l1"1"� PI'OpOSECI PI"OFJO6ECI PPO� Item Unit 2022 2019 2020 2021 2022 Qastar�er'Charge $/Month 21.65 33.37 33.37 33.37 33.37 Energy Charge $/MNh 0.0715 0.0456 0.0456 0.0456 0.0456 (1)The fixed demar�related oosts are sliov�m i n the energy C06 because this aasta r�er dass does not have a demand charge Rocky Mountain National Park Large Administrative Service (AL) The Rocky Mountain National Park Large Administrative Service customer class is available for Rocky Mountain National Park service administrative accounts with maximum demand greater than 35 kW. There are no rate changes proposed for this customer class. Table 4-13 compares the COS rates, current rates, and proposed rates. Note that this customer class has no wholesale power cost adjustment charge since the power from Platte River is paid for directly by the U.S. Bureau of Reclamation. Table 413 Rocky Mourytain National Park Large Administrative Service Cost aF Servioe, Currerrt,and P�-oposEd Rates � Currerit Proposed Proposed Proposed Item Unit 2022 2019 2020 2021 2022 Custa�er Charge $/Month 21.65 45.23 45.23 45.23 45.23 Er�ergy Charge $✓k1M� 0.0000 0.0185 0.0185 0.0185 0.0185 Derr�and Charge $✓kW 15.33 12.50 12.50 12.50 12.50 Renewable Energy Charge The renewable energy charge is an optional charge added to all otherwise applicable energy charges, including the wholesale power cost adjustment charge, for customers that would like to support renewable generation. It is available to all customer classes and customers may subscribe in 100 kWh blocks or opt to have all energy subscribed. Currently residential, residential energy time-of-day, small commercial, and municipal customer classes contain renewable energy subscribers. There are no rate changes proposed for this rate. Table 4-14 compares the current rates, the COS rates, and the proposed rates. Table 414 Rer�ble Er�ergy Charge Cost aF Service, Currerrt,and ProposEd Rates � Currerit Proposed Proposed Proposed Item Unit 2022 2019 2020 2021 2022 Subsaibed Custarers $/MNh 0.0254 0.0275 0.0275 0.0275 0.0275 4-16 68 RATE DESIGN Outdoor Area Lighting The Outdoor Area Lighting customer class is available for outdoor private lighting and is a flat monthly rate per fixture. In this analysis, outdoor lighting revenue was treated as an offset to the Revenue Requirement and the expenses for outdoor lighting were not segregated from other expenses. There are no rate changes proposed for this rate. Table 4-15 compares the current rates, the COS rates, and the proposed rates. Table 415 OutdoorAr�Vghting Cost aF Service, Currerit,ar�d Proposcd Rates Currerit Proposed Proposed Proposed Item Unit 2019 2020 2021 2022 Custorr�-Charge $/Month 36.49 36.49 36.49 36.49 Revenue Adequacy of Proposed Electric Rates The rates presented in this section have been designed to recover revenues equal to the Revenue Requirement in the final year of the rate plan and to incorporate the rate strategies enclosed herein. Rates were designed based on forecasted billing information provided and utilizing information from the 2018 billing data. To the extent actual billing determinants vary from projections, actual revenues may vary from the expected revenues as presented herein. Table 4-16 shows the projected Revenue Requirement and the projected revenue from proposed 2022 rates. Table 416 Revenue Requirerrierrt and Projected Rate Revenue from Proposed Rates 2071 Revenue Projected Over/(Urx�er) Customer qass Requiremerrt Revenue Recovery Re.sidential Service $ 9,343,420 $ 9,351,732 $ 8,312 S7nall Corrme�-aal 4,456,635 4,441,023 (15,612) Srr�all Corrrr�eraal EnergyTime-of-Day 81,613 85,069 3,456 Large Corrmeraal 4,084,202 4,028,609 (55,592) Large Corrrr�-aal Energy Time-of-Day 20,772 20,423 (349) Muniapal 387,246 442,979 55,733 RNNPAdministrative Housing 3,195 1,738 (1,457) RNNP57nallAdministrative 25,009 21,154 (3,855) RNNPLargeAdrrinistrative 30,126 39,490 9,364 Total System $18,432,217 $18,432,217 $ 0 4-17 69 Section 5 CONCLUSIONS AND RECOMMENDATIONS In reliance upon the data received by EPPC,the Town,and Platte River,and the analyses described herein, we conclude and recommend the following. Conclusions • Revenue Requirement • Based on our development of the Revenue Requirement, current and projected costs exceed current rates. On a System-wide basis, current rate revenues require a 5.9% increase. ■ Cost of Service • The rates for several customer classes are below their COS, while some are currently above their COS. However,the customer classes that are currently above their COS are projected to eventually need rate increases according to the ten-year financial plan. • Rate Design • EPPC's rates require modification to better align with the COS and policy objectives of the Town. • Although not reflected in the proposed rates in Section 4, the Town could also consider eliminating the Residential Demand Service customer class, which is currently closed to new customers. If these roughly 200 customers were moved to the regular Residential Service customer class, the Town is projected to collect approximately the same revenue annually from these customers. Eliminating the Residential Demand Service customer class would simplify the overall rate tariff as well as residential rate options and ease the administrative burden on EPPC. Rate Recommendations Based on our conclusions, and supporting analyses, NewGen recommends the following: • The Town should adopt rates that reduce subsidization among customer classes. The majority of EPPC's rate structure should be modified to improve fixed cost recovery in a gradual manner. ■ The Town should adopt the rate plan as proposed in this Report. ■ EPPC should continue to perform a comprehensive COS study every two to three years, or when aligned with a major change, such as significant changes in projected price for purchased power, a new large industrial customer, or significant change in System operations. ■ If EPPC is going to allow customers to opt-out of an AMI capable meter a one-time enrollment fee of $75 and a monthly fee of $20 should be charged to defray the costs of accommodating these customers (as discussed below). • •� • & Salutions Economics � Strategy � Stakeholders � Sustainability 70 Section 5 Avoided Cost for Net Meter Customers Customers with on-site renewable generation (e.g., solar panels) may qualify to be paid for energy generated, in excess of what the customer uses, annually at what is referred to as the avoided cost. The avoided cost is determined by the blended cost per kWh for energy supplied by Platte River, less $0.01 per kWh for administrative costs. The costs for EPPC administering this program are likely more than $0.01 per kWh, but only subtracting $0.01 per kWh allows for a generous interpretation of the avoided cost. AMI Opt-Out Fees As automated metering infrastructure (AMI) or advanced meters become more commonplace with utilities,many customers are becoming more comfortable and aware of the technology. However,utilities still face customers who wish to opt out of having an advanced meter on their home. EPPC should consider fees for customers who choose to opt out of the advanced meter and AMI system, thus requesting a digital meter without radio transmitting capability that requires manual meter reading and related customer billing support. Several utilities have implemented an initial cost to install the non-AMI capable meter, or an "enrollment fee", related to potential increased cost for the non-AMI meter. Additional monthly fees are typically assessed related to a meter reader's time, transportation to read the meter, and the cost to upload the meter read to the customer billing system. Secondary research summarized in Table 5-1 shows one-time enrollment fees as well as monthly charges to recover the ongoing costs of manual meter reading and customer data. Secondary research also suggests less than 0.5%of customers will opt-out of an advanced meter. Table�1 AM Op�t-out Enrdlment and Mor�thly Fee.s Enrollmerrt lJtility/Jurisdiction Fee(One-time) Morithly Fee Austin Energy(Te�s) $75 $10 AEP Texas Central $105-$214��> $19 AEP Te�s North $105-$257�� $36 CeriterPoirit $204�2> $33 Orxa- $191-$564�� $27 Califomia $75 $10 Marylar�d $75 $11-$17 Keys Er�ergy(Florida) $90 $15 Lafayette Utilities S�rstem(Louisiana) Unlvia�n $12.20 United Pov�- None $19.83 (1) Fees based on e�asting meter rerr�ining,nevvarialog meter iristalled,arid AM v�,ith disabled oorrrrunications. (2) CenterPoint charges a rrinirrum of$204,plus the increrr�ental difference in the cost befineen a starxl�rd meter and the advarx�d meter fundionality. 5-2 71 CONCLUSIONS AND RECOMMENDATIONS Based on this secondary research, NewGen recommends that, if the Town is going to allow customers to opt-out of an AMI capable meter, a one-time enrollment fee of$75 and a monthly fee of$20 should be charged to defray the costs of accommodating these customers. Other Work Performed For other work performed by EPPC, such as meter replacements or line extensions, the developer or customer must pay for work performed as required to meet their needs and EPPC's standards. Payment must be made before the work is scheduled. The amount of payment will be estimated based on the cost of labor, materials, equipment, and overhead. 5-3 72 Appendix A HISTOGRAMS AND COST CURVES • •� • & Salutions Economics � Strategy � Stakeholders � Sustainability 73 Appendix A HISTOGRAMS AND COST CURVES � ��.�, �� 45 5�.30 — ao _ � 5�.25 35 � � � � � 5�.2D � � _ 30 � V Vr�7 2 5 � � 50.15 - � � 2d v�i n � � � � � s❑.10 ~~ �� , 15 � —� 10 $�.05 � � � � �' S 50.00 . . , _ 10°k 20% 30% 40% 50% 60% 70°/0 $D% 90°/0 1D�% LC1AL7 FACTflR ^Custoni�r Cntin[ CEIf�!�llY TY 207_2 C�S Fgure Ar1. Residential Demarxl Rate Comparison � • •� • & Salutions Economics � Strategy � Stakeholders � Sustainability 74 Appendix A I 4�^ — 35°/0 v� W 3D°/o � O � 2 5°.� V LL O ��°�O Z i.a L] � 15`:� a 10�5 54b o� ■ � � ■ � � — i�°�1 I�1 I�°�1 i�°�1 i5�1 I4°�1 I3°�1 iz°�1 Ils�l o�.� i% z� 3�.� a�.� 5� ��.s �s� s�� 9�� rnC'PJT C�';'��J[,' I",��;�n^.ir,.,.�u�.. Fgure Ar2. Residential Derr�and Billing Impacts: Peroent Change in Bills from 2019 to 2022 2D% N � — a � � a 15°.� � � � V � ❑ H i(�O� W +'-'•V V �C 0. ! f�� ! i;i, 0 li i �Ml l�.l LI � 1 l.�l I+i ($1�) (59) (58) ($7J {56) ($4J (53) ($�J (51) (S�) $1 $2 $3 54 56 S7 58 $9 $1� CI IFIN�,f IN[NC7N71II.Y f31!! {51MC7N7!i} Fgure Ar3. R�e.sidential Derrrand&Iling Impacts: Dollar Change in Bills from 2019 to 2022 A-2 75 HISTOGRAMS AND COST CURVES ti:.i� ��:; SO $0.20 7D r � � 6� � � z � $�.15 � q� �� 5D � � � � �� ' , � o no fl W $0.1D v, i7 � � � 3d � W ^ � � $D.05 — 2D 1D $o.� I� l—I � n _ 3D1 77D 1,243 1,706 2,235 2,667 3,292 3,7D0 4,226 8,754 AVERAGE MQNTHLY USAGE(KWH) .,..r•:..� �. ... . 'i., ,: _i:� Fgure A 4. Residerrtial Er�ergy Time-of-Day Rate Comparison s0°!o I � 35% �, � I � 30°/0 - cA � � 2 59b ❑ r- i,�, 2�% . V � W a 1536 1�9'0 � , 5°k O!D ■ � . j W 3� � � 3� 3� � a° a° 3� � 3� 3� � � p M N M �T �1'I tG 00 Ot G N N r�'1 '�V u�'I N N W eN�l e��l N Ot 00 �D w � M N N rM e�l '-I r-I H '-1 PERCENT CHANGE IN MflN7HLY 61LL Fgure Ar5. R�esidential Energy Time-aF Day&Iling Impacts: Perc:ent Charx�e in&Ils from 2019 to 2022 A-3 76 Appendix A 15°I: - 14°c s.�.i 12°/a � � 1�JC - I 1 I V LL fl 8�, ` 2 V (.O� - W �+•V d 4% ! 2aa �o, � Im . � � � � tfl M O� � N ff1 u"V '-I 00 � '-I f� � C V: N � r�-I r�-I N N N M M M C C � �I"V � � iY1 m m N N N rl rl rl Vl SA V'F t!} Sh Vl V} VS Vl V} Vl i!S V'1 V'1 Vl Sh SA 4A th SA SJ'1 SA t/} SJ'F V} V1 SA -__. �. -_- � _".ir.. I`. .."�`.iT:. v:.l �. �,.�iT,_{} Fgure Ar6. Resider�tial F�-gy Time-of-Day Billing Impacts: Dollar Charx�e in Bills from 2019 to 2022 $O.f,Q 7 So.So � � � x � 5 � $�-4Q � � s � � � � � y $0.30 '� � � � � ■ � 3 � � 54.zo � 2 ¢ ��----- - •-�•�.. .__._, Sa.1a — � _�� 1 $�.Q� �i .� . 78 375 551 973 1,1b5 1,357 1,586 1,838 2,185 3,312 AVERAGE MflNTHLY USAGE(KWH) � I r�,t��„��r��,�,� Cfirrrn' TY 7f177 C(}S Fgure Ar7. R�.e.sidertitial Basic Er�ergy Time-of-Day Rate Comparison A-4 77 � � � PERCEN7 flF CUST�MERS � F'�RCENT DF CU57�MER5 � F+ N M1.1 W � - N _ � �, ae a`� � `� � � �" °� � . N : � � � � a � I52n} � � � �0 iio.o�a} ($19} �� [9.39`a) � ($17) � [$.6`Ya) � ($16} � (7.9°Ya) � I � ($14J � [7.19`0) c�� IS13} 0 n i6.49`a) = I ($11} 0 � (5.79'n) � I (sio� � is.o�o} � fS9J � I � i4.39`a} � I57} � , [3.59'oj I �, z {S6) 0 $o' ,� (2.99'a) � I �$ ^' {S4� 0 `G � �Z.��a� � � `G — � � (53} - I � [1.49'oj �' �J �' � ISs) r � � - (a.�s�o) � — � iso� � — n.o�o � i � - cc $1 : � I � 0.79'c � I r �1 `— $3 F •. 1.49`a � I � $40 � 2.19'0 � I � p ,. �1 � $6 � � — 2.9`Yc � I = � S7 3.6`Ya � $9 � 4.3�'a � � $1� 5.0�'a � �• . a � $11 � 5.79'a � I y m $13 � , I � 6.4�'a � � Z � $14 4� 7.19'o p � $16 3 7.99'0 � I n O s $17 � $.69'0 �Y= I � O $19 � 9.3`Yo �,,,�J C � $2� � 10.09`0 '� D � in � - - — vf � � Appendix A �:. ,:. SD.45 --- 5 $0.40 _ Y 50.35 4 � � I ' z � So.3o � � V � 5�.�� ~ 3 � � S0.2D �_ 1��1 � � � 2 " ° $0.15 _�� I � �� a ,. --_.� $0.1D � 1 $0.05 �� $O.DO . _ 1D0 352 617 828 1,180 1,280 1,b91 1,865 2,062 4,374 AVERAGE MflN7HLY USAGE(KWH) f I,14'�.�.�;.. �_;':I,li+. r I.1"� - T�'� �. . . :.I_1` Fgure Ar10. Small Ca�rirr�ercial Eriergy Time-aF Day Rate Comparison ��°/v I cA C W � �7 15°k - ci! � V � 4 � W �� V a � � W � 5% � I � � � 046 � � � � � � � � � ' _� � � � � � � � � � u�`i u�i c - rci r,i iri iv ra`.i � � o � c .� � ev ry m %�: �. _ . �n �n �n w �'CRCFNT C�-itlN�� IN M(�NT��Y[�II f. Fgure Ar11.Small C...,.,�.�.�al Energy Time-aF Day Impacts: Percent Change in Bi Ils from 2019 to 2022 A-6 79 HISTOGRAMS AND COST CURVES f ; zo�ra � � � � � 0 1 s9� � � � V � 0 � �p� WZVlO V � � W S 5e - - ., - i o� I I I � � � � � o a� n �u v m N o rn n w a m -- . J „ „ � � � .. � .: .� .., � N r-I r-I r-I r-I r-I r-I r-I tA il1 iR iM1 il1 V3 c.rs ••' • ••' • �> tn � t/Y iA i.I? tIY i11 i.R i./1 i./1 "-' '—' �. "-' '—' '—' '—' �.�1 � tJl 1.r1 tJl S.Il 1Jl tJ3 r=-d;`,:J[,F IN',�1�-�:Jr:,�:Y�il!i f5�'.1��lTi11 Fgure Ar12. Small Corrrncraal Energy Time-aF Day Billing Impacts: Dollar Change in Bills from 2019 to 2022 5a.x� z� $D.80 � — .� $0.70 20 x � � $O.fiD �— � � z V 15 � � $0.5D � � � � $0.40 p L' 1D v�i � � 1 � 4� $0.30 L `-' W � � a $0.20 5 $0.10 i � I � 1 I � � � � n � n � $D.OD - 1D3 439 728 98fi 1,341 1,617 1,908 2,235 2,558 11,233 AVERAGE MflNTHLY USAGE(KWH) 'C!is�nmer Cn!,n� C�.irrevit TY 2��2 CC]5 Fgure Ar13. Muniapal Rate Comparison A-7 80 D — a � � PERCEN7 aF CU57�MER5 PERCENT pF CL1570MER5 � e� 1--+ 1--� N N W I-+ F-+ h] �, � :,, g � � � � o � � � _ � : �. o a� o � o � a� � a� �• fS5o1 � (iaa�a) a 31 = f5n�7 p � (53�a1 � {$431 � {$fi`YaJ � (�3�3;1 � � (799�af � ($36} Q � (71°/a) � [$3Zl �7 � (b49'o) Q. l$�gl y {s7°�a7 � f52s� � �so�} � {$2!] � (43Jof �� -, [$i8] �. _� (36%a) — z (514] �] -� (299'a) � iS111 � �� (219'af ,, � [$71 •• (14°!aJ $ � [$4] � � (7`1'a) � T iSol p l' �os�) i � � � $4 � � 7ry• $7 0 � lA�,. � � � � �11 � � 1�', � I 7� � • � QJ � $Z4 ' I � �'x 7"�'; � fA � $18 � � 3�;';s. ] � 4 $21 ! �� 43% � � I �3 $25 F i 4 � 50g'a � I $29 I � 57�Y � cc � 0 532 0 54°� � � $35 � 71`,',• � 539 79I $43 8�i% �] 546 93`Y� $50 1009'a w � Appendix B SCHEDULES �_==: • •� • & Salutions Economics � Strategy � Stakeholders � Sustainability 82 Estes Park Power and Communications Schedule 1 Electric Ten-Year Financial Plan A B C D E F G H I 1 K L M N O Historical � Projected � Projected � Line No. Account Descriptions 2016 2017 2018 Budget� 2019 � 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 � 1 Operatin�Revenues 2 Rate Revenue 14,550,689 15,004,484 16,018,524 17,268,395 17,648,031 18,035,913 18,432,217 18,922,627 19,404,708 19,908,013 20,425,931 20,960,765 21,513,963 22,091,797 3 Intergovernmental 153,652 1,031,202 24,252 - - - - - - - - - - - 4 Investment Income 78,448 87,206 68,000 78,083 75,766 73,508 69,913 66,384 63,771 59,673 54,035 48,724 45,881 45,546 5 Miscellaneous Revenue 367,446 1,101,099 977,836 708,578 526,217 526,528 526,846 527,23 527,613 528,010 528,419 528,840 529,275 529,729 6 Total Operating Revenue 15,150,235 17,223,991 17,088,612 18,055,056 18,250,015 18,635,949 19,028,977 19,516 19,996,093 20,495,696 21,008,385 21,538,332 22,089,119 22,667,072 7 Op2fdtlll�E%p211525 8 Source of Supply 7,161,617 7,350,123 7,544,166 7,776,362 7,788,528 7,964,397 8,140,396 8,318,487 ,035 8,687,898 8,883,260 9,083,938 9,278,903 9,502,184 9 Distribution 3,104,575 3,658,860 4,152,418 3,748,771 3,935,08fi 4,132,138 4,342, 4,453,972 4, 4 4,685,808 4,806,739 4,931,156 5,059,171 5,190,902 10 CustomerAccounts 384,020 445,111 501,036 442,985 454,980 466,776 47 491,405 504, 517,493 531,114 545,137 559,575 574,441 11 Administration/General 2,460,229 2,460,96fi 2,644,817 2,304,701 2,360,904 2,415,963 ,409 2 ,280 2,589,616 2,650,459 2,712,851 2,776,835 2,842,458 2,909,767 12 Transfers Out - - - - - - - - - - - - - 13 Total Operating Expenses 13,110,441 13,915,060 14,842,437 14,272,819 14,539,498 14,979,275 15,43 , ,794,144 16,153,167 16,541,655 16,933,965 17,337,066 17,740,107 18,177,293 lq Balance Available for Debt Service 2,039,794 3,308,931 2,246,175 3,782,237 3,730,518 3,65 4 98 ,099 3,842,926 3,954,037 4,074,420 4,201,266 4,349,012 4,489,779 15 Debt Service(cash basis) 16 Existing/Refinanced Debt - - - 449,813 5 596,90 591,300 596,300 595,050 597,800 594,300 594,600 184,450 183,950 17 New Debt - - - - - - - - - - - - - - 18 Total Debt Service:Cash Basis - - - 449,813 580,128 596,900 591,300 596,300 595,050 597,800 594,300 594,600 184,450 183,950 19 Debt Service Coverage Ratio NA NA NA 8.4 4 . 6.1 6.2 6.5 6.6 6.9 7.1 23.6 24.4 20 Other Income(Exqenditures) 21 Transfersln 711,942 365,703 - - - - - - - - - - - 22 General Fund Transfer (1,391,740) (1,646,929) (1,731 (1,772,928) 6,252) (1,956,775) (1,998,043) (2,049,206) (2,099,590) (2,152,048) (2,205,880) (2,261,525) (2,319,357) (2,380,043) 23 Reserve Fund Adjustments - - - - - - - - - - - - - - 24 Change in Working Capital - - - - ,756) (108,438) (112,267) (88,660) (88,526) (95,793) (96,733) (99,395) (99,380) (107,799) 25 Gain(Loss)on Sale of Assets (91,430) - - 000 - - - - - - - - - - 26 Total Other Income(Expenditures) (771,228) (1,281,226) (1,731,233) (1,6 ,982,008) (2,065,213) (2,110,309) (2,137,866) (2,188,116) (2,247,841) (2,302,613) (2,360,920) (2,418,737) (2,487,842) Balance Availablefor Retained z7 Earnings&Capital 1,268,566 2,027,705 514,942 1,684,497 1,148,382 994,561 892,789 987,933 1,059,761 1,308,397 1,177,507 1,245,746 1,745,824 1,817,987 28 Caqital Exqenditures 29 Uses-CIP and Recurring Capital Expenses 2,292,000 1,676,634 1,711,843 1,747,792 1,685,721 1,721,121 2,124,414 2,169,026 2,214,576 2,261,082 2,308,565 30 Sources-Contributed Capital 300,000 306,600 313,039 319,612 326,324 333,177 340,174 347,317 354,611 362,058 369,661 31 Sources-Contruction Fund - - - - - - - - - - - 32 Sources-CashAvailable 1,992,000 1,370,034 1,398,805 1,428,180 1,359,397 1,387,944 1,784,240 1,821,709 1,859,965 1,899,024 1,938,903 33 Flow of Funds 34 Cash In Excess of the Minimum Requirement 35 CashBeginningofYear 4,442,774 4,135,271 3,913,619 3,509,375 2,973,984 2,602,521 2,274,338 1,598,495 954,293 340,075 186,875 Prepared by NewGen Strategies and Solutions PagE��of 2 Estes Park Power and Communications Schedule 1 Electric Ten-Year Financial Plan A B C D E F G H I 1 K L M N O Historical � Projected � Projected � Line No. Account Descriptions 2016 2017 2018 Budget� 2019 � 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 � 36 Deposits-Operations 1,684,497 1,148,382 994,561 892,789 987,933 1,059,761 1,108,397 1,177,507 1,245,746 1,745,824 1,817,987 37 Electric loan to Broadband (2,500,000) - - - - - - - - - - 38 Broadband loan repayment 2,500,000 - - - - - - - - - - 39 Withdrawals-CapitalPlan (1,992,000) (1,370,034) (1,398,805) (1,428,180) (1,359,397) ,387,944) (1,784,240) (1,821,709) (1,859,965) (1,899,024) (1,938,903) 40 Cash In Excess of the Minimum Requirement Balance(EOY) 4,135,271 3,913,619 3,509,375 2,973,984 2,602,52 ,274,338 1,598,495 954,293 340,075 186,875 65,959 41 Days of Cash on Hand(Cash,FC,WC) 196 187 174 159 140 124 110 96 93 90 42 Workine Caoital Reserve 43 Days of O&M Reserve 90 90 90 90 90 90 90 90 90 90 90 44 WC BOY 3,519,325 3,519,325 3,585,082 3,693, 3,805,786 3, 7 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 45 Deposits/Withdrawals - 65,756 108,438 1 88,660 88, 95,793 96,733 99,395 99,380 107,799 46 Working Capital Balance 3,519,325 3,585,082 3,693,520 , 86 3 447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 4,482,072 47 WC Goal 3,519,325 3,585,082 3,693,520 3, 6 4,447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 4,482,072 48 Days of Working Capital 90 90 90 90 90 90 90 90 90 90 49 Interest Income 50 Reserve Fund Average Year Balance - - - - - - - - - - 51 Interest on Funds Short Term Interest - - - - - - - - - 52 Cash Available Average Year Balance 4,289,022 4,024,445 3,711, 1,680 ,788,253 2,438,430 1,936,416 1,276,394 647,184 263,475 126,417 53 Interest on Funds ShortTerm Interest 42,890 37,11 32,417 27,883 24,384 19,364 12,764 6,472 2,635 1,264 54 Working Capital Cash Average Year Balance 3,519,325 ,203 639,301 3,749,653 3,850,117 3,938,710 4,030,869 4,127,132 4,225,196 4,324,583 4,428,173 55 Interest on Funds ShortTerm Interest 35,193 35,522 36,393 37,497 38,501 39,387 40,309 41,271 42,252 43,246 44,282 56 Other Fund Balance 57 Other Fund Balance Inflation-GDP - - - - - - - - - 58 Interest on Funds Short Term Interest - - - - - - - - - - 59 Other Fund Balance 60 Other Fund Balance Inflation-GDP - - - - - - - - - - - 61 Interest on Funds Short Term Interest - - - - - - - - - - - 62 Totallnterestlncome 78,083 ,766 73,508 69,913 66,384 63,771 59,673 54,035 48,724 45,881 45,546 63 KevPerformancelndicators 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 64 DSC Ratio 6.4 6.1 6.1 6.2 6.5 6.6 6.9 7.1 23.6 24.4 65 Cash Available Balance($) 4,135, 3,913,619 3,509,375 2,973,984 2,602,521 2,274,338 1,598,495 954,293 340,075 186,875 65,959 66 Construction Fund - - - - - - - - - - - 67 Capital Plan($) 2,292,000 1,676,634 1,711,843 1,747,792 1,685,721 1,721,121 2,124,414 2,169,02fi 2,214,576 2,261,082 2,308,565 68 Days of Working Capital 90 90 90 90 90 90 90 90 90 90 90 69 Rate Changes 70 Electric 71 Overall5ystem Revenue/kWh Increase Required 1.96% 1.96% 1.96% 2.32% 2.32% 2.32% 2.32% 2.32% 2.32% 2.32% Prepared by NewGen Strategies and Solutions PagE�Fof 2 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total � Operation and Maintenance Expense z Purchased Power 3 502-6100-520.28-08 Purchased Power Supply 8,140,396 8,140,396 Purchased Power 8,140,396 0 0 8,140,396 a 502-6100-520.28-18 Wind Power - 0 Purchas wer 0 0 0 0 s 502-6100-520.28-19 Wheeling Chgs-FR Hydro - 0 Purc Power 0 0 0 0 6 Total Purchased Power 8,140,396 0 8,140,396 8,140,396 0 0 8,140,396 � TOTAL PURCHASED POWER 8,140,396 0 8,140,396 8,140,396 0 0 8,140,396 s Distribution 9 502-6301-540.11-01 Supervisors 37,531 3 Distribution 0 37,531 0 37,531 io 502-6301-540.11-02 Regular Staff 1,734,043 1,734,0 Distribution 0 1,734,043 0 1,734,043 ii 502-6301-540.11-03 Seasonal Staff - 0 Distribution 0 0 0 0 iz 502-6301-540.11-04 Staff Overtime 191,767 767 Distribution 0 191,767 0 191,767 i3 502-6301-540.11-OS SeasonalOvertime - istribution 0 0 0 0 ia Total Personal Services/Salaries 1,963,341 - ,9 1 - 1,963,341 - 1,963,341 is 502-6301-540.13-01 Cell Phone 17,205 7,205 Distribution 0 17,205 0 17,205 i6 502-6301-540.13-03 Vehicle Allowance - 0 Distribution 0 0 0 0 i� Total Additional Compensation 17,205 7,205 0 17,205 0 17,205 is 502-6301-540.14-11 Medicallnsurance 38 386,351 Distribution 0 386,351 0 386,351 i9 502-6301-540.14-12 Life Insurance ,208 6,208 Distribution 0 6,208 0 6,208 zo 502-6301-540.14-14 Employee Assistance Prog 1,297 1,297 Distribution 0 1,297 0 1,297 zl 502-6301-540.14-15 Dentallnsurance 177 26,177 Distribution 0 26,177 0 26,177 zz 502-6301-540.14-16 Vision Insurance 6,225 Distribution 0 6,225 0 6,225 z3 502-6301-540.14-17 MASA 2, 2,139 Distribution 0 2,139 0 2,139 za 502-6301-540.14-18 Telephone Doc 1,037 1,037 Distribution 0 1,037 0 1,037 zs 502-6301-540.14-21 Taxes/FICA-Medicare 146,224 146,224 Distribution 0 146,224 0 146,224 z6 502-6301-540.14-31 Retirement/ICMA401(A) - 0 Distribution 0 0 0 0 z� 502-6301-540.14-32 Retirement/PERA 284,304 284,304 Distribution 0 284,304 0 284,304 zs 502-6301-540.14-41 Workers'Compensation 24,744 24,744 Distribution 0 24,744 0 24,744 z9 502-6301-540.14-90 Pension Benefit Expense - 0 Distribution 0 0 0 0 30 502-6301-540.14-99 Salary Capital Contra Act - 0 Distribution 0 0 0 0 31 Total Employer Benefits 884,706 0 884,706 0 884,706 0 884,706 3z 502-6301-540.21-01 Property - 0 Distribution 0 0 0 0 3s 502-6301-540.21-02 Liability 17,981 17,981 Distribution 0 17,981 0 17,981 3a 502-6301-540.21-50 Unemployment - 0 Distribution 0 0 0 0 Prepared by NewGen Strategies and Solutions Page 18b�11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total 3s Total Insurance Premiums 17,981 - 17,981 - 17,981 - 17,981 36 502-6301-540.22-02 Engineering 31,961 31,961 Distribution 0 31,961 0 31,961 3� 502-6301-540.22-13 Contract/Skilled Services 5,327 5,327 Distri n 0 5,327 0 5,327 3s 502-6301-540.22-14 LabTesting 8,523 8,523 Di tion 0 8,523 0 8,523 39 502-6301-540.22-24 GIS 138,499 138,499 ' ution 0 138,499 0 138,499 ao 502-6301-540.22-26 Insurance Calims 28,338 28,338 ist on 0 28,338 0 28,338 al 502-6301-540.22-30 Land Use Fees 3,196 3,196 Distrib 0 3,196 0 3,196 az 502-6301-540.22-98 Other 7,307 7,307 Distributio 0 7,307 0 7,307 a3 Total Prof.Services/Fees 223,152 - 223, - 223,152 - 223,152 aa 502-6301-540.24-02 Real Property 2,557 2,5 Distribution 0 2,557 0 2,557 as Total Rentals 2,557 0 2,557 0 2,557 0 2,557 a6 502-6301-540.25-01 Maintenance Contracts 55,399 istribution 0 55,399 0 55,399 a� 502-6301-540.25-02 Buildings 10,654 4 Distribution 0 10,654 0 10,654 as 502-6301-540.25-OS Machinery/Tools 3,729 ,729 Distribution 0 3,729 0 3,729 a9 502-6301-540.25-06 Meters - 0 Distribution 0 0 0 0 so 502-6301-540.25-07 Transformer 10,654 ,654 Distribution 0 10,654 0 10,654 sl 502-6301-540.25-08 Laboratory - 0 Distribution 0 0 0 0 sz 502-6301-540.25-30 Street Lights 53,269 53,269 Distribution 0 53,269 0 53,269 s3 502-6301-540.25-31 Substation 18 181,114 Distribution 0 181,114 0 181,114 sa 502-6301-540.25-32 Power Line Maintenance , 25 639,225 Distribution 0 639,225 0 639,225 ss 502-6301-540.25-33 Inactive Underground Main - 0 Distribution 0 0 0 0 s6 502-6301-540.25-34 Customer Service Lines - 0 Distribution 0 0 0 0 s� 502-6301-540.25-98 Other Equipment/Machinery 1,598 Distribution 0 1,598 0 1,598 ss Total Repair and Maintenance 955, 0 955,641 0 955,641 0 955,641 s9 502-6301-540.26-01 Office Supplies 746 746 Distribution 0 746 0 746 so 502-6301-540.26-04 Freight/Shipping 1,065 1,065 Distribution 0 1,065 0 1,065 6i 502-6301-540.26-OS Janitorial 533 533 Distribution 0 533 0 533 sz 502-6301-540.26-06 Small Tools 15,981 15,981 Distribution 0 15,981 0 15,981 6s 502-6301-540.26-07 Small Hardware 5,327 5,327 Distribution 0 5,327 0 5,327 sa 502-6301-540.26-19 Traffic Control 10,654 10,654 Distribution 0 10,654 0 10,654 6s 502-6301-540.26-20 Electrical 5,327 5,327 Distribution 0 5,327 0 5,327 66 502-6301-540.26-33 Data Processing Equipment 10,654 10,654 Distribution 0 10,654 0 10,654 6� 502-6301-540.26-34 Meters 37,288 37,288 Distribution 0 37,288 0 37,288 68 502-6301-540.26-48 Shop Equipment 4,261 4,261 Distribution 0 4,261 0 4,261 69 502-6301-540.26-SS Street Lights 31,961 31,961 Distribution 0 31,961 0 31,961 Prepared by NewGen Strategies and Solutions Page 2�11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total �0 502-6301-540.26-57 Overhead Lines - 0 Distribution 0 0 0 0 n Total Materials and Supplies 123,797 0 123,797 0 123,797 0 123,797 �z 502-6301-540.27-01 Personal Safety Equipment 58,596 58,596 Distri n 0 58,596 0 58,596 �s 502-6301-540.27-03 Vehicle Allowance - 0 Di tion 0 0 0 0 �a 502-6301-540.27-04 Education/Training 95,884 95,884 ution 0 95,884 0 95,884 �s 502-6301-540.27-06 Employee Recognition - 0 ist on 0 0 0 0 �6 502-6301-540.27-07 Mileage Reimbursement - 0 Distrib 0 0 0 0 n 502-6301-540.27-21 Employee Recruitment - 0 Distributio 0 0 0 0 �s TotalJob Performance Expenses 154,479 0 154, 0 154,479 0 154,479 �9 502-6301-540.29-90 Short/Over Inventory Acct - Distribution 0 0 0 0 so 502-6301-540.29-95 Depreciation - 0 Distribution 0 0 0 0 sl 502-6301-540.29-97 Accumulated Pant - 0 Distribution 0 0 0 0 sz Total Other Current Expenses 0 0 0 0 0 0 s3 TOTAL DISTRIBUTION 4,342,859 ,859 0 4,342,859 0 4,342,859 sa Customer Services CurrentExpenditures ss 502-6401-550.11-01 Supervisors 71,737 71,737 Customer 0 0 71,737 71,737 s6 502-6401-550.11-02 Regular Staff 14 146,163 Customer 0 0 146,163 146,163 s� 502-6401-550.11-03 Seasonal5taff - 0 Customer 0 0 0 0 ss 502-6401-550.11-04 Staff Overtime 13,850 13,850 Customer 0 0 13,850 13,850 s9 502-6401-550.11-OS SeasonalOvertime 80 80 Customer 0 0 80 80 90 Total Personal Service/Salaries 2 0 0 231,830 0 0 231,830 231,830 91 502-6401-550.13-01 Cell Phone 419 419 Customer 0 0 419 419 9z 502-6401-550.13-03 Vehicle Allowance - 0 Customer 0 0 0 0 93 Total Additional Compensation 419 - 419 - - 419 419 9a 502-6401-550.14-11 Medicallnsurance 55,635 55,635 Customer 0 0 55,635 55,635 9s 502-6401-550.14-12 Life Insurance 908 908 Customer 0 0 908 908 96 502-6401-550.14-14 Employee Assistance Prog 230 230 Customer 0 0 230 230 9� 502-6401-550.14-15 Dentallnsurance 3,987 3,987 Customer 0 0 3,987 3,987 98 502-6401-550.14-16 Vision Insurance 1,027 1,027 Customer 0 0 1,027 1,027 99 502-6401-550.14-17 MASA 416 416 Customer 0 0 416 416 ioa 502-6401-550.14-18 Telephone Doc 202 202 Customer 0 0 202 202 ioi 502-6401-550.14-21 Taxes/FICA-Medicare 18,870 18,870 Customer 0 0 18,870 18,870 Prepared by NewGen Strategies and Solutions Page"��f 11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total ioz 502-6401-550.14-31 Retirement/ICMA401(A) - 0 Customer 0 0 0 0 io3 502-6401-550.14-32 Retirement/PERA 31,762 31,762 Customer 0 0 31,762 31,762 ioa 502-6401-550.14-41 Workers'Compensation 763 763 Customer 0 0 763 763 ios 502-6401-550.14-90 Pension Benefit Expense - 0 Cust r 0 0 0 0 io6 502-6401-550.14-99 Salary Capital Contra Act - 0 C er 0 0 0 0 io� Total Employer Benefits 113,799 - 113,799 - - 113,799 113,799 ios 502-6401-550.21-02 Liability 1,681 1,681 Custo 0 0 1,681 1,681 io9 502-6401-550.21-SO Unemployment - 0 Customer 0 0 0 0 iio Total Insurance Premiums 1,681 - 1, - - 1,681 1,681 iii 502-6401-550.22-09 Info Technology Services - Customer 0 0 0 0 iiz 502-6401-550.22-10 Bank Fees 533 533 Customer 0 0 533 533 ii3 502-6401-550.22-13 Contract/Skilled Services - 0 Customer 0 0 0 0 iia 502-6401-550.22-26 Insurance Claims - Customer 0 0 0 0 iis 502-6401-550.22-98 Other 1,233 Customer 0 0 1,233 1,233 ii6 Total Prof.Services/Fees 1,765 ,765 0 0 1,765 1,765 ii� 502-6401-550.23-01 Publication Fees - 0 Customer 0 0 0 0 iis Total Publishing - - - - - - ii9 502-6401-550.24-01 Equipment 1,278 Customer 0 0 1,278 1,278 izo 502-6401-550.24-03 Lease , 00 4,800 Customer 0 0 4,800 4,800 izi Total Rentals 6,078 - 6,078 - - 6,078 6,078 izz 502-6401-550.25-01 Maintenance Contracts 8,789 Customer 0 0 8,789 8,789 izs 502-6401-550.25-03 Furniture/Fixtures 0 Customer 0 0 0 0 iza 502-6401-550.25-98 Other Equipment/Machinery 533 533 Customer 0 0 533 533 izs Total Repair and Maintenance 9,322 - 9,322 - - 9,322 9,322 iz6 502-6401-550.26-01 Office Supplies 3,729 3,729 Customer 0 0 3,729 3,729 iz� 502-6401-550.26-02 Postage 42,517 42,517 Customer 0 0 42,517 42,517 iza 502-6401-550.26-03 Printing Forms 27,840 27,840 Customer 0 0 27,840 27,840 iz9 502-6401-550.26-04 Freight/Shipping 799 799 Customer 0 0 799 799 i3o 502-6401-550.26-17 Catering/Spec Circumstanc 799 799 Customer 0 0 799 799 i3i 502-6401-550.26-23 Furniture/Fixtures 2,131 2,131 Customer 0 0 2,131 2,131 i3z 502-6401-550.26-32 Data Processing Software 3,018 3,018 Customer 0 0 3,018 3,018 133 502-6401-550.26-33 Data Processing Equipment 2,131 2,131 Customer 0 0 2,131 2,131 i3a 502-6401-550.26-42 Office Equipment 799 799 Customer 0 0 799 799 Prepared by NewGen Strategies and Solutions Page�`11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total i3s 502-6401-550.26-46 Communication Equipment - 0 Customer 0 0 0 0 ise Total Materials and Supplies 83,763 - 83,763 - - 83,763 83,763 i3� 502-6401-550.27-04 Education/Training 13,317 13,317 Cust r 0 0 13,317 13,317 i3a 502-6401-550.27-OS Member Dues/Subscriptions 533 533 C er 0 0 533 533 139 502-6401-550.27-06 Employee Recognition 266 266 mer 0 0 266 266 iao 502-6401-550.27-07 Mileage Reimbursement 160 160 Cu r 0 0 160 160 iai 502-6401-550.27-21 Employee Recruitment - 0 Custo 0 0 0 0 iaz Total Job Performance Expenses 14,276 - 14,276 - - 14,276 14,276 ias 502-6401-550.29-07 Uncollectible Accounts 15,981 1 Customer 0 0 15,981 15,981 iaa 502-6401-550.29-25 Promotion - Customer 0 0 0 0 ias 502-6401-550.29-31 Uncollected Taxes - 0 Customer 0 0 0 0 ia6 TotalOtherCurrentExpenses 15,981 - ,981 - - 15,981 15,981 ia� Total Current Expenditures 478,914 - 47 4 - - 478,914 478,914 Administration/General iaa 502-6501-560.11-01 Supervisors 172,182 ,182 Total Labor W/O A&G 0 153,998 18,184 172,182 ias 502-6501-560.11-02 Regular Staff 429,569 9,569 Total Labor W/O A&G 0 384,202 45,366 429,569 iso 502-6501-560.11-03 Seasonal 5taff - 0 Total Labor W/O A&G 0 0 0 0 isi 502-6501-560.11-04 Staff Overtime 2 26,634 Total Labor W/O A&G 0 23,822 2,813 26,634 isz Total Personal Service/Salaries , 85 628,385 0 562,022 66,363 628,385 iss 502-6501-560.13-01 Cell Phone 918 2,918 Total Labor W/O A&G 0 2,610 308 2,918 isa 502-6501-560.13-03 Vehicle Allowance 0 Total Labor W/O A&G 0 0 0 0 iss Total Additional Compensation 2, - 2,918 - 2,610 308 2,918 is6 502-6501-560.14-11 Medical lnsurance 81,835 81,835 Total Labor W/O A&G 0 73,192 8,642 81,835 is� 502-6501-560.14-12 Life Insurance 1,817 1,817 Total Labor W/O A&G 0 1,625 192 1,817 isa 502-6501-560.14-14 Employee Assistance Prog 461 461 Total Labor W/O A&G 0 413 49 461 is9 502-6501-560.14-15 Dental Insurance 7,639 7,639 Total Labor W/O A&G 0 6,832 807 7,639 i6o 502-6501-560.14-16 Vision Insurance 2,138 2,138 Total Labor W/O A&G 0 1,912 226 2,138 i6i 502-6501-560.14-17 MASA 833 833 Total Labor W/O A&G 0 745 88 833 i6z 502-6501-560.14-18 Telephone Doc 404 404 Total Labor W/O A&G 0 361 43 404 163 502-6501-560.14-21 Taxes/FICA-Medicare 51,147 51,147 Total Labor W/O A&G 0 45,746 5,402 51,147 i6a 502-6501-560.14-31 Retirement/ICMA 401(A) 6,164 6,164 Total Labor W/O A&G 0 5,513 651 6,164 i6s 502-6501-560.14-32 Retirement/PERA 78,563 78,563 Total Labor W/O A&G 0 70,266 8,297 78,563 166 502-6501-560.14-35 Retirement/F.P.P.A - 0 Total Labor W/O A&G 0 0 0 0 Prepared by NewGen Strategies and Solutions Page�11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total i6� 502-6501-560.14-41 Workers'Compensation 3,277 3,277 Total Labor W/O A&G 0 2,931 346 3,277 i6s 502-6501-560.14-90 Pension Benefit Expense - 0 Total Labor W/O A&G 0 0 0 0 169 502-6501-560.14-99 Salary Capital Contra Act - 0 Total Labor W/O A&G 0 0 0 0 vo Total Employer Benefits 234,278 - 234,278 - 209,537 24,742 234,278 vi 502-6501-560.21-01 Property 34,397 34,397 T ss Plant 0 34,397 0 34,397 i�z 502-6501-560.21-02 Liability 9,493 9,493 al lant 0 9,493 0 9,493 i�3 Total Insurance Premiums 43,891 - 43,891 - 43,891 - 43,891 i�a 502-6501-560.22-01 Auditing 24,504 24, RevReq 10,991 12,608 904 24,504 i�s 502-6501-560.22-02 Engineering 15,981 1 istribution 0 15,981 0 15,981 i�6 502-6501-560.22-06 Medical 2,267 2,2 otal Labor W/O A&G 0 2,028 239 2,267 in 502-6501-560.22-07 Recording Fees 266 266 Distribution 0 266 0 266 i�s 502-6501-560.22-08 Legal 26,634 6,634 Distribution 0 26,634 0 26,634 i�9 502-6501-560.22-09 Info Technology Services 129,996 T Labor W/O A&G 0 116,267 13,729 129,996 iso 502-6501-560.22-10 Bank Fees 2,663 &M W/O Fuel PP 57 2,314 292 2,663 isi 502-6501-560.22-24 GIS 42,615 ,615 Distribution 0 42,615 0 42,615 isz 502-6501-560.22-33 Data Processing - 0 NA 0 0 0 0 iss 502-6501-560.22-89 Utility Financial Studies - 0 NA 0 0 0 0 isa 502-6501-560.22-98 Other 64,789 4,789 Distribution 0 64,789 0 64,789 iss Total Prof.Services/Fees 309,715 309,715 11,048 283,502 15,164 309,715 is6 502-6501-560.23-01 Publication Fees ,458 7,458 Total Labor W/O A&G 0 6,670 788 7,458 is� Total Publishing 7,458 - 7,458 - 6,670 788 7,458 iss 502-6501-560.24-01 Equipment 0 NA 0 0 0 0 is9 502-6501-560.24-02 Real Property 95, 95,884 Distribution 0 95,884 0 95,884 i90 502-6501-560.24-03 Lease - 0 NA 0 0 0 0 i9i Total Rentals 95,884 - 95,884 - 95,884 - 95,884 i9z 502-6501-560.25-01 Maintenance Contracts 99,108 99,108 Total Gross Plant 0 99,108 0 99,108 193 502-6501-560.25-02 Buildings 1,065 1,065 Total Gross Plant 0 1,065 0 1,065 i9a 502-6501-560.25-03 Furniture/Fixtures 1,065 1,065 Total Gross Plant 0 1,065 0 1,065 i9s 502-6501-560.25-04 Vehcile Equipment 53,269 53,269 Total Labor W/O A&G 0 47,643 5,626 53,269 196 502-6501-560.25-OS Machinery/Tools 533 533 Distribution 0 533 0 533 i9� 502-6501-560.25-09 Vehicle Repairs-Fleet Shp 138,499 138,499 Total Labor W/O A&G 0 123,872 14,627 138,499 i9a 502-6501-560.25-44 Future Vehicle Purchase - 0 NA 0 0 0 0 199 502-6501-560.25-98 Other Equipment/Machinery 533 533 Distribution 0 533 0 533 zoo Total Repair and Maintenance 294,071 - 294,071 - 273,819 20,252 294,071 Prepared by NewGen Strategies and Solutions Page�11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total zoi 502-6501-560.26-01 Office Supplies 21,307 21,307 Total Labor W/O A&G 0 19,057 2,250 21,307 zoz 502-6501-560.26-02 Postage 8,523 8,523 Total Labor W/O A&G 0 7,623 900 8,523 zo3 502-6501-560.26-03 Printing Forms 1,065 1,065 Total Labor O A&G 0 953 113 1,065 zoa 502-6501-560.26-06 Small Tools 533 533 Total L /O A&G 0 476 56 533 zos 502-6501-560.26-13 Medical 2,663 2,663 Tot W/O A&G 0 2,382 281 2,663 zo6 502-6501-560.26-14 Laboratory - 0 0 0 0 0 zo� 502-6501-560.26-15 Exhibit/Display 138,499 138,499 Custo 0 0 138,499 138,499 zoa 502-6501-560.26-17 Catering/Spec Circumstanc 4,261 4,26 Total Labor W/ 0 3,811 450 4,261 zo9 502-6501-560.26-23 Furniture/Fixtures 5,327 5, Tot Labor W/O A 0 4,764 563 5,327 zio 502-6501-560.26-25 Energy Efficiency 106,537 1 Labor W/O A&G 0 95,286 11,251 106,537 zii 502-6501-560.26-32 Data Processing Software 21,307 21,3 otal Labor W/O A&G 0 19,057 2,250 21,307 ziz 502-6501-560.26-33 Data Processing Equipment 10,654 10,654 Total Labor W/O A&G 0 9,529 1,125 10,654 zi3 502-6501-560.26-39 Fuel&Oil 53,269 ,269 I Labor W/O A&G 0 47,643 5,626 53,269 zia 502-6501-560.26-42 Office Equipment 3,196 T Labor W/O A&G 0 2,859 338 3,196 zis 502-6501-560.26-43 Heavy Equipment 2,131 1 tal Labor W/O A&G 0 1,906 225 2,131 zi6 502-6501-560.26-46 Communication Equipment 21,307 ,307 Total Labor W/O A&G 0 19,057 2,250 21,307 zi� Total Materials and Supplies 400,581 - 0,581 - 234,404 166,177 400,581 zis 502-6501-560.27-02 Uniform Allowance 2,131 2,131 Total Labor W/O A&G 0 1,906 225 2,131 zi9 502-6501-560.27-03 Vehicle Allowance - 0 NA 0 0 0 0 zzo 502-6501-560.27-04 Education/Training 1 12,784 Total Labor W/O A&G 0 11,434 1,350 12,784 zzi 502-6501-560.27-OS Member Dues/Subscriptions , 50 13,850 Total Labor W/O A&G 0 12,387 1,463 13,850 zzz 502-6501-560.27-06 Employee Recognition 3,729 3,729 Total Labor W/O A&G 0 3,335 394 3,729 zz3 502-6501-560.27-07 Mileage Reimbursement 533 533 Total Labor W/O A&G 0 476 56 533 zza 502-6501-560.27-10 Meal Reimbursement-Emerg. 2,131 Total Labor W/O A&G 0 1,906 225 2,131 zzs 502-6501-560.27-21 Employee Recruitment 0 NA 0 0 0 0 zz6 TotalJob Performance Expenses 35,157 - 35,157 - 31,444 3,713 35,157 zz� 502-6501-560.28-01 Telephone 8,523 8,523 Total Labor W/O A&G 0 7,623 900 8,523 zza 502-6501-560.28-02 Natural Gas 9,588 9,588 Total Labor W/O A&G 0 8,576 1,013 9,588 zz9 502-6501-560.28-03 Electrical Energy 56,465 56,465 Total Labor W/O A&G 0 50,502 5,963 56,465 z3o 502-6501-560.28-04 Water 4,794 4,794 Total Labor W/O A&G 0 4,288 506 4,794 z3i 502-6501-560.28-OS Sewer 1,598 1,598 Total Labor W/O A&G 0 1,429 169 1,598 z3z 502-6501-560.28-06 Trash Disposal 13,850 13,850 Total Labor W/O A&G 0 12,387 1,463 13,850 z33 Total Utility Expenditures 94,818 - 94,818 - 84,805 10,014 94,818 z3a 502-6501-560.29-06 Interest on Deposits 1,278 1,278 Customer 0 0 1,278 1,278 z3s 502-6501-560.29-08 Payment In Lieu Of Taxes 10,603 10,603 RevReq 4,756 5,456 391 10,603 Prepared by NewGen Strategies and Solutions Page�11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total z36 502-6501-560.29-09 PUC Gross ReceiptTaxes 17,046 17,046 RevReq 7,646 8,771 629 17,046 z3� 502-6501-560.29-10 Franchise Fees 296,327 296,327 RevReq 132,918 152,475 10,934 296,327 z3a 502-6501-560.91-28 Housing - 0 NA 0 0 0 0 z39 Total Other Current Expenses 325,254 - 325,254 145,320 166,701 13,233 325,254 zao Total Administration/General 2,472,409 - 2,472,409 156,368 1,995,287 320,754 2,472,409 zai TOTAL CUSTOMER SERVICE 2,951,323 - 2,951,323 156,368 1,995,287 799,668 2,951,323 zaz Total O&M Expense 15,434,578 0 15,434, 8,296,764 6,338,146 799,668 15,434,578 za3 Total O&M Expense Excluding Purchased Power&Depr. 7,294,182 0 7,294,1 156,368 6,338,146 799,668 7,294,182 zaa Debt Service: zas 502-6700-470.22-10 BankFees - NA 0 0 0 0 za6 502-6700-470.29-67 Amort Exp/Bond Issue Cost - 0 NA 0 0 0 0 za� 502-6700-470.41-01 Principal on Bonds 400,000 ,000 Total Net Plant 0 400,000 0 400,000 zaa 502-6700-470.41-02 Interest on Bonds 191,300 1,300 Total Net Plant 0 191,300 0 191,300 za9 502-6700-470.41-OS Principal/Capital Lease - 0 NA 0 0 0 0 zso 502-6700-470.41-06 Interest/Capital Lease - 0 NA 0 0 0 0 zsi Total Debt Service 591,300 591,300 0 591,300 0 591,300 zsz OtherFunds zss 502-6600-491.90-01 General 98,043 1,998,043 Distribution 0 1,998,043 0 1,998,043 zsa 502-6600-491.90-04 Community Reinvestment - 0 NA 0 0 0 0 zss 502-6600-491.90-06 Medicallnsurance 0 NA 0 0 0 0 zs6 502-6600-491.90-07 Museum 0 NA 0 0 0 0 zs� 502-6600-491.90-29 Fire Service Fund - 0 NA 0 0 0 0 zss 502-6600-491.90-35 Vehicle Replacement - 0 NA 0 0 0 0 zs9 502-6600-491.92-31 Urban Renewal Authority - 0 NA 0 0 0 0 z6o Total Other Funds 1,998,043 0 1,998,043 0 1,998,043 0 1,998,043 z6i Change in Working Capital 112,267 112,267 0&M W/O Fuel PP 2,407 97,552 12,308 112,267 z6z Capital Paid from Current Earnings z6s 502-7001-580.32-22 Building Remodeling - 0 NA 0 0 0 0 z6a 502-7001-580.33-30 Station Equipment - 0 NA 0 0 0 0 z6s 502-7001-580.33-31 Furniture/Fixtures - 0 NA 0 0 0 0 Prepared by NewGen Strategies and Solutions Page�11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total z66 502-7001-580.33-32 Office Equipment - 0 NA 0 0 0 0 z6� 502-7001-580.33-33 Data Processing Equipment - 0 NA 0 0 0 0 z6a 502-7001-580.33-34 Meters 106,537 106,537 Distribution 0 106,537 0 106,537 z69 502-7001-580.33-35 Transformers 159,806 159,806 Distri n 0 159,806 0 159,806 z�o 502-7001-580.33-36 Communication Equipment 170,460 170,460 To bor 0 152,458 18,002 170,460 z�i 502-7001-580.33-37 Laboratory Equipment - 0 A 0 0 0 0 z�z 502-7001-580.33-38 Shop Equipment - 0 0 0 0 0 z�3 502-7001-580.33-39 Stores Equipment - 0 NA 0 0 0 0 z�a 502-7001-580.33-41 Tools 26,634 26,634 Distributio 0 26,634 0 26,634 z�s 502-7001-580.33-98 Other Equipment 172,591 172, Distribution 0 172,591 0 172,591 z�6 502-7001-580.34-42 Trucks 372,881 3 otal Labor 0 333,502 39,380 372,881 zn 502-7001-580.34-98 Other Machinery/Equipment - NA 0 0 0 0 z�a 502-7001-580.35-SS Street Lights 21,307 21,307 Distribution 0 21,307 0 21,307 z�9 502-7001-580.35-56 Poles/Towers/Fixtures - 0 NA 0 0 0 0 zso 502-7001-580.35-57 Power Line Construction 312,732 istribution 0 312,732 0 312,732 zsi 502-7001-580.35-58 Inactive Underground - 0 NA 0 0 0 0 zsz 502-7001-580.35-59 Customer Service Lines 319,612 ,612 Customer 0 0 319,612 319,612 zs3 502-7001-580.35-62 UT System Master Plan - 0 NA 0 0 0 0 zsa 502-7001-580.35-66 Fiber Optic Install - 0 NA 0 0 0 0 zss 502-7001-580.37-01 Software Development 85,230 5,230 Distribution 0 85,230 0 85,230 zs6 Total Capital 1,747,792 ,747,792 0 1,370,798 376,994 1,747,792 zs� Subtotal Revenue Requirement 19 , 80 19,883,980 8,299,171 10,395,839 1,188,970 19,883,980 zsa Less Other Income zs9 Additional Heater 6 656 Customer 0 0 656 656 z90 Customer Contribution 319, 319,612 Distribution 0 319,612 0 319,612 z9i Investment Income 69,913 69,913 RevReq 31,360 35,974 2,580 69,913 z9z Info Technology Services 0 0 Customer 0 0 0 0 z93 Pole Rental 9,000 9,000 Distribution 0 9,000 0 9,000 z9a Vehicle Work Orders 0 0 Customer 0 0 0 0 z9s Field Work Orders 400,000 400,000 Customer 0 0 400,000 400,000 z96 Development Fees 0 0 Customer 0 0 0 0 z9� Meter Reading 40,000 40,000 Customer 0 0 40,000 40,000 z9a Buildings 0 0 Customer 0 0 0 0 z99 Other 50,000 50,000 Customer 0 0 50,000 50,000 soo Fiberoptic Lease 0 0 Customer 0 0 0 0 3oi Special Initial Reads 13,000 13,000 Customer 0 0 13,000 13,000 3oz Outdoor Area Lights 9,552 9,552 Distribution 0 9,552 0 9,552 Prepared by NewGen Strategies and Solutions Page�`11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total sos Surge Arrestor 895 895 Distribution 0 895 0 895 3oa Write Off 2,608 2,608 Customer 0 0 2,608 2,608 3os Electric Metering 1,135 1,135 Distribution 0 1,135 0 1,135 306 Total Miscellaneous Revenue 916,372 0 916,372 31,360 376,168 508,844 916,372 30� Total Other Income 916,372 0 916,372 31,360 376,168 508,844 916,372 sos Forecasted Under-Recovery(per Financial Plan) 535,391 535,391 Distrib 0 535,391 0 535,391 309 Total O&M Expense 15,434,578 0 15,434, 8,296,764 6,338,146 799,668 15,434,578 sio Debt Service 591,300 0 5 0 591,300 0 591,300 sii Total Other Funds 1,998,043 0 1,998,0 0 1,998,043 0 1,998,043 siz Change in Working Capital 112,267 0 112,267 2,407 97,552 12,308 112,267 sis Capital Paid from Current Earnings 1,747,792 0 7,792 0 1,370,798 376,994 1,747,792 sia Less Other Income 916,372 0 31,360 376,168 508,844 916,372 3is Less Planned Under-Recovery(per Financial Plan) 535,391 0 5 1 0 535,391 0 535,391 3i6 Total Revenue Requirement 18,432,217 ,217 8,267,811 9,484,280 680,126 18,432,217 sv ALLOCATION FACTOR 3is Direct Assignment Allocators 319 1 0 0 1 szo Purchased Power Function Purchased Power 100% 0% 0% 100% 321 0 1 0 1 szz Distribution Function Distribution 0% 100% 0% 100% 323 0 0 1 1 sza Customer Function Customer 0% 0% 100% 100% szs Derived Allocations 326 1 0 0 1 sz� Purchased PowerAllocation Purchased PowerAllocation 100% 0% 0% 100% 3zs 8,267,811 9,484,280 680,126 18,432,217 3z9 Total Revenue Requirement RevReq 45% 51% 4% 100% 330 0 1 0 1 sai Total Capital Total Capital 0% 100% 0% 100% 332 0 1 0 1 sas Total Debt Total Debt 0% 100% 0% 100% Prepared by NewGen Strategies and Solutions Page 1((�11 Estes Park Power and Communications Schedule 2 Functional Unbundling of Test Year Revenue Requirement A B C D E F G H I J Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total saa 0 2,525,363 298,193 2,823,555 33s Total Labor(Includes Cust.Billing xfer) Total Labor 0% 89% 11% 100% sae Purchased Power 0 0 337 Transmission 0 s3a Distribution 1,963,341 1,963,341 339 Customer Service 231,830 231,830 sao Subtotal 0 1,963,341 231,830 2,195,171 3ai Total Labor WithoutA&G Total Labor &G 0% 89% 11% 100% saz 8,296,764 6,338,146 799,668 15,434,578 3a3 Tota10&M 0&M 54% 41% 5% 100% saa 156,368 6,338,146 799,668 7,294,182 3as Total 0&M without the Purchased Power cost from PRPA 0&M W/O Fuel PP 2% 87% 11% 100% sa6 0 16,110,397 0 16,110,397 3a� Total Net Plant otal Net Plant 0% 100% 0% 100% Prepared by NewGen Strategies and Solutions Page 11�11 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total i Operation and Maintenance E� z Purchased Power a 502-6100-520.25-08 PurchasedPowerSupply 8,140,396 PP 509,556 0 1,360,770 3,217,705 0 385,609 432,250 715,416 1,519,087 0 5,140,396 a 502-6100-520.25-18 Wind Power - NA 0 0 0 0 0 0 0 0 0 0 0 5 502-6100-520.25-19 WheelingChgs-FRHydro - NA 0 0 0 0 0 0 0 0 0 0 0 s Total Purchased Power 8,140,396 509,556 - 1,360,770 3,217,705 - 385,609 432,250 715,416 1,519,087 - 5,140,396 � TOTAL PURCHASED POWER 8,140,396 509,556 - 1,360,770 3,217, - 385,609 432,250 715,416 1,519,087 - 5,140,396 s Distribution s 502-6301-540.11-01 Supervisors - NA 0 0 0 0 0 0 0 0 0 0 io 502-6301-540.11-02 Regular5taff - NA 0 0 0 0 0 0 0 0 0 0 n 502-6301-540.11-03 Seasonal5taff - NA 0 0 0 0 0 0 0 0 0 iz 502-6301-540.11-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0 is 502-6301-540.11-05 SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0 ia Total Personal5ervires/Salaries 0 0 0 0 0 0 0 0 0 0 0 is 502-6301-540.13-01 Cell Phone - NA 0 0 0 0 0 0 0 0 0 0 i5 502-6301-540.13-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 v TotalAdditionalCompensa[ion - NA 0 0 0 0 0 0 0 0 0 is 502-6301-540.14-11 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 i5 502-6301-540.14-12 Life Insurance - NA 0 0 0 0 0 0 0 0 0 0 zo 502-6301-540.14-14 EmployeeAssistanceProg - NA 0 0 0 0 0 0 0 0 0 0 0 u 502-6301-540.14-15 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 zz 502-6301-540.14-16 Visionlnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 zs 502-6301-540.14-17 MASA - NA 0 0 0 0 0 0 0 0 0 za 502-6301-540.14-18 Telephone Doc - NA 0 0 0 0 0 0 0 0 0 zs 502-6301-540.1441 Taxes/FlCA-Medicare - 0 0 0 0 0 0 0 0 0 0 z5 502-6301-540.14-31 Retirement/ICMA401(A) - 0 0 0 0 0 0 0 0 0 0 z� 502-6301-540.14-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0 zs 502-6301-540.14-41 Workers'Compensation NA 0 0 0 0 0 0 0 0 0 0 0 z5 502-6301-540.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 30 502-6301-540.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0 ai Total Employer Benefits 0 0 0 0 0 0 0 0 0 0 0 0 3z 502-6301-540.21-01 Property 0 NA 0 0 0 0 0 0 0 0 0 0 0 as 502-6301-540.21-02 Liability 0 NA 0 0 0 0 0 0 0 0 0 0 0 aa 502-6301-540.21-50 Unemployment 0 NA 0 0 0 0 0 0 0 0 0 0 0 as Total Insurance Premiums - - - - - - - - - - - - 35 502-6301-540.22-02 Engineering - NA 0 0 0 0 0 0 0 0 0 0 0 a� 502-6301-540.22-13 Contract/Skilled Services - NA 0 0 0 0 0 0 0 0 0 0 0 as 502-6301-540.22-14 Lab Testing - NA 0 0 0 0 0 0 0 0 0 0 0 a5 502-6301-540.2244 GIS - NA 0 0 0 0 0 0 0 0 0 0 0 ao 502-6301-540.22-26 Insurance Calims - NA 0 0 0 0 0 0 0 0 0 0 0 ai 502-6301-540.22-30 Land Use Fees - NA 0 0 0 0 0 0 0 0 0 0 0 az 502-6301-540.22-98 Other - NA 0 0 0 0 0 0 0 0 0 0 0 as TotalProf.Services/Fees - - - - - - - - - - - - aa 502-6301-540.24-02 Real Property - NA 0 0 0 0 0 0 0 0 0 0 0 as Total Rentals - 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solu[ions Pa��of 8 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total a5 502-6301-54025-01 Maintenance Contracts - NA 0 0 0 0 0 0 0 0 0 0 0 a7 502-6301-54025-02 Buildings - NA 0 0 0 0 0 0 0 0 0 0 0 as 502-6301-54025-05 Machinery/Tools - NA 0 0 0 0 0 0 0 0 0 0 0 a9 502-6301-540.25-06 Meters - NA 0 0 0 0 0 0 0 0 0 0 0 so 502-6301-54025-07 Transformer - NA 0 0 0 0 0 0 0 0 0 0 0 si 502-6301-54025-08 Laboratory - NA 0 0 0 0 0 0 0 0 0 0 0 sz 502-6301-540.25-30 Street Lights - NA 0 0 0 0 0 0 0 0 0 0 53 502-6301-540.25-31 Substation - NA 0 0 0 0 0 0 0 0 0 0 sa 502-6301-54015-32 Power Line Maintenance - NA 0 0 0 0 0 0 0 0 0 0 0 ss 502-6301-540.25-33 Inactive Underground Main - NA 0 0 0 0 0 0 0 0 0 0 55 502-6301-54025-34 Customer5erviceLines - NA 0 0 0 0 0 0 0 0 0 0 s� 502-6301-540.25-98 OtherEquipment/Machinery - NA 0 0 0 0 0 0 0 0 0 ss Total Repair and Maintenance 0 0 0 0 0 0 0 0 0 0 0 s9 502-6301-54016-01 Office Supplies - NA 0 0 0 0 0 0 0 0 0 0 so 502-6301-54016-04 Freight/Shipping - NA 0 0 0 0 0 0 0 0 0 0 0 si 502-6301-54016-OS lanitorial - NA 0 0 0 0 0 0 0 0 0 0 sz 502-6301-54016-06 SmallTools - NA 0 0 0 0 0 0 0 0 0 0 sa 502-6301-54016-07 Small Hardware - NA 0 0 0 0 0 0 0 0 0 sa 502-6301-54016-19 Traffic Control - NA 0 0 0 0 0 0 0 0 0 ss 502-6301-54016-20 Electrical - NA 0 0 0 0 0 0 0 0 0 0 0 s5 502-6301-54016-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 s� 502-6301-54016-34 Meters - NA 0 0 0 0 0 0 0 0 0 0 ss 502-6301-54016-48 Shop Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 s9 502-6301-54016-55 Street Lights - NA 0 0 0 0 0 0 0 0 0 0 0 �0 502-6301-54016-57 Overhead Lines - NA 0 0 0 0 0 0 0 0 0 0 Total Materials and Supplies 0 �i 502-6301-54017-01 Personal5afety Equipment - 0 0 0 0 0 0 0 0 0 0 n 502-6301-54017-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 �a 502-6301-54017-04 Education/Training - NA 0 0 0 0 0 0 0 0 0 0 0 �a 502-6301-540.27-06 Employee Recognition - NA 0 0 0 0 0 0 0 0 0 0 0 �s 502-6301-54017-07 Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0 �5 502-6301-54017-21 Employee Recruitment - 0 0 0 0 0 0 0 0 0 0 0 n Total lob Performance Expenses 0 0 0 0 0 0 0 0 0 0 0 0 �s 502-6301-540.29-90 Short/Overinventory Acct - NA 0 0 0 0 0 0 0 0 0 0 0 �9 502-6301-540.29-95 Depreciation - NA 0 0 0 0 0 0 0 0 0 0 0 so 502-6301-540.29-97 Accumulated Pant - NA 0 0 0 0 0 0 0 0 0 0 0 Total OtherCurrent Expenses 0 s1 TOTAL DISTRIBUTION 0 NA 0 0 0 0 0 0 0 0 0 0 0 az Customer5ervices Current Expenditures sa 502-6401-550.11-01 Supervisoa - NA 0 0 0 0 0 0 0 0 0 0 0 sa 502-6401-550.11-02 RegularStaff - NA 0 0 0 0 0 0 0 0 0 0 0 as 502-6401-550.11-03 SeasonalStaff - NA 0 0 0 0 0 0 0 0 0 0 0 s5 502-6401-550.11-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0 0 s� 502-6401-550.11-OS SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0 0 as Total Personal Service/Salaries - - - - - - - - - - - - Prepared by NewGen Strategies and Solu[ions Pa��of 8 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total s9 502-6401-550.13-01 Cell Phone - NA 0 0 0 0 0 0 0 0 0 0 0 so 502-6401-550.13-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 si TotalAdditionalCompensation - - - - - - - - - - - - sz 502-6401-550.14-11 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 sa 502-6401-550.14-12 Life Insurance - NA 0 0 0 0 0 0 0 0 0 0 0 sa 502-6401-550.14-14 Employee Assistance Prog - NA 0 0 0 0 0 0 0 0 0 0 ss 502-6401-550.14-15 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0 96 502-6401-550.14-16 Vision Insurance - NA 0 0 0 0 0 0 0 0 0 0 0 s7 502-6401-550.14-17 MASA - NA 0 0 0 0 0 0 0 0 0 0 ss 502-6401-550.14-18 Telephone Doc - NA 0 0 0 0 0 0 0 0 0 0 99 502-6401-550.14-21 Taxes/FICA-Medicare - NA 0 0 0 0 0 0 0 0 0 ioo 502-6401-550.14-31 Retirement/ICMA401(A) - NA 0 0 0 0 0 0 0 0 0 0 ioi 502-6401-550.14-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0 ioz 502-6401-550.14-41 Workers'Compensation - NA 0 0 0 0 0 0 0 0 0 0 ios 502-6401-550.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 ioa 502-6401-550.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 ios Total Employer Benefits - - - - - - - - - - - ios 502-6401-55011-02 Liability - NA 0 0 0 0 0 0 0 0 0 io� 502-6401-550.21-50 Unemployment - NA 0 0 0 0 0 0 0 0 0 0 0 ios Total Insurance Premiums - - - - - - - - - - - ioe 502-6401-55022-09 InfoTechnology5ervices - NA 0 0 0 0 0 0 0 0 0 0 0 iio 502-6401-55012-10 Bank Fees - NA 0 0 0 0 0 0 0 0 0 0 0 iii 502-6401-55012-13 Contract/Skilled Services - NA 0 0 0 0 0 0 0 0 0 0 iia 502-6401-55012-26 Insurance Claims - NA 0 0 0 0 0 0 0 0 0 iis 502-6401-55012-98 Other - N 0 0 0 0 0 0 0 0 0 0 iia TotalProf.Services/Fees - - - - - - - - - - - iis 502-6401-55023-01 Publication Fees - NA 0 0 0 0 0 0 0 0 0 0 0 iis Total Publishing - - - - - - - - - - - - iv 502-6401-55014-01 Equipment - 0 0 0 0 0 0 0 0 0 0 0 iis 502-6401-55014-03 Lease - 0 0 0 0 0 0 0 0 0 0 0 iie Total Rentals - - - - - - - - - - - - izo 502-6401-550.25-01 Maintenance Contracts - NA 0 0 0 0 0 0 0 0 0 0 0 iu 502-6401-55025-03 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 izz 502-6401-550.25-98 OtherEquipment/Machinery - NA 0 0 0 0 0 0 0 0 0 0 0 izs Total Repair and Maintenance - - - - - - - - - - - - iza 502-6401-55016-01 Office Supplies - NA 0 0 0 0 0 0 0 0 0 0 0 izs 502-6401-55016-02 Postage - NA 0 0 0 0 0 0 0 0 0 0 0 izs 502-6401-55016-03 Printing Forms - NA 0 0 0 0 0 0 0 0 0 0 0 m 502-6401-55016-04 Freight/Shipping - NA 0 0 0 0 0 0 0 0 0 0 0 izs 502-6401-55016-17 Catering/Spec Circumstanc - NA 0 0 0 0 0 0 0 0 0 0 0 ize 502-6401-55016-23 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 iso 502-6401-55016-32 DataProcessing5oftware - NA 0 0 0 0 0 0 0 0 0 0 0 isi 502-6401-55016-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 isa 502-6401-55016-42 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solu[ions Pa�3of 8 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total iss 502-6401-55016-46 Communication Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 isa Total Materials and Supplies - - - - - - - - - - - - iss 502-6401-55027-04 Education/Training - NA 0 0 0 0 0 0 0 0 0 0 0 iss 502-6401-55027-OS Member Dues/Subscriptions - NA 0 0 0 0 0 0 0 0 0 0 0 is� 502-6401-55027-06 Employee Recognition - NA 0 0 0 0 0 0 0 0 0 0 0 iss 502-6401-55017-07 Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0 ise 502-6401-55017-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 iao TotaUob Performance Expenses - - - - - - - - - - - - iai 502-6401-55019-07 Uncollectible Accounts - NA 0 0 0 0 0 0 0 0 0 0 iaa 502-6401-55019-25 Promotion - NA 0 0 0 0 0 0 0 0 0 0 ias 502-6401-55019-31 Uncollected Taxes - NA 0 0 0 0 0 0 0 0 0 iaa Total Other Current Expenses - - - - - - - - - - ias Total Current Expenditures - - - - - - - - - - - Ad mi n i stretio n/G enerel ias 502-6501-560.11-01 Supervisoa - NA 0 0 0 0 0 0 0 0 0 0 ia� 502-6501-560.11-02 RegularStaff - NA 0 0 0 0 0 0 0 0 0 ias 502-6501-560.11-03 SeasonalStaff - NA 0 0 0 0 0 0 0 0 0 iae 502-6501-560.11-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0 0 iso TotalPersonalService/Salaries - - - - - - - - - - - isi 502-6501-560.13-01 Cell Phone - NA 0 0 0 0 0 0 0 0 0 0 0 isa 502-6501-560.13-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 iss TotalAdditionalCompensation - - - - - - - - - - isa 502-6501-560.14-11 Medicallnsurance - N 0 0 0 0 0 0 0 0 0 0 iss 502-6501-560.14-12 Lifelnsurance - 0 0 0 0 0 0 0 0 0 0 iss 502-6501-560.14-14 Employee Assistance Prog - NA 0 0 0 0 0 0 0 0 0 0 is� 502-6501-560.14-15 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 iss 502-6501-560.14-16 Vision Insurance - NA 0 0 0 0 0 0 0 0 0 0 0 155 502-6501-560.14-17 MASA - NA 0 0 0 0 0 0 0 0 0 0 0 iso 502-6501-560.14-18 Telephone Doc - 0 0 0 0 0 0 0 0 0 0 0 isi 502-6501-560.14-21 Taxes/FICA-Medicare - 0 0 0 0 0 0 0 0 0 0 0 isa 502-6501-560.14-31 Retirement/ICMA401(A) - NA 0 0 0 0 0 0 0 0 0 0 0 iss 502-6501-560.14-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0 0 isa 502-6501-560.14-35 Retirement/F.P.P.A - NA 0 0 0 0 0 0 0 0 0 0 0 iss 502-6501-560.14-41 Workers'Compensation - NA 0 0 0 0 0 0 0 0 0 0 0 iss 502-6501-560.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 is� 502-6501-560.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0 iss Total Employer Benefits - - - - - - - - - - - - is9 502-6501-560.21-01 Property - NA 0 0 0 0 0 0 0 0 0 0 0 vo 502-6501-56011-02 Liability - NA 0 0 0 0 0 0 0 0 0 0 0 vi Total Insurance Premiums - - - - - - - - - - - - General Fund Transfer& va 502-6501-56012-01 Auditing 10,991 Other 0 10,991 0 0 0 0 0 0 0 0 10,991 vs 502-6501-56012-02 Engineering - NA 0 0 0 0 0 0 0 0 0 0 0 va 502-6501-56012-06 Medical - NA 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solu[ions Pa��of 8 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total i�s 502-6501-560.22-07 Recording Fees - NA 0 0 0 0 0 0 0 0 0 0 0 vs 502-6501-56012-08 Legal - NA 0 0 0 0 0 0 0 0 0 0 0 v� 502-6501-56012-09 InfoTechnology5ervices - NA 0 0 0 0 0 0 0 0 0 0 0 General Fund Transfer& vs 502-6501-56012-10 BankFees 57 Other 0 57 0 0 0 0 0 0 0 0 57 175 502-6501-560.22-24 GIS - NA 0 0 0 0 0 0 0 0 0 0 0 iso 502-6501-560.22-33 Data Processing - NA 0 0 0 0 0 0 0 0 0 0 0 isi 502-6501-56012-89 UtilityFinancialStudies - NA 0 0 0 0 0 0 0 0 0 0 iaz 502-6501-560.22-98 Other - NA 0 0 0 0 0 0 0 0 0 0 ias TotalProf.Services/Fees 11,048 - 11,048 - - - - - - - - 11,048 isa 502-6501-560.23-01 Publication Fees - NA 0 0 0 0 0 0 0 0 0 0 ias Total Publishing - - - - - - - - - - ias 502-6501-56014-01 Equipment - NA 0 0 0 0 0 0 0 0 0 0 is� 502-6501-56014-02 Real Property - NA 0 0 0 0 0 0 0 0 0 0 iss 502-6501-560.24-03 Lease - NA 0 0 0 0 0 0 0 0 0 0 0 ise Total Rentals - - - - - - - - - - - i90 502-6501-560.25-01 Maintenance Contracts - NA 0 0 0 0 0 0 0 0 0 191 502-6501-560.25-02 Buildings - NA 0 0 0 0 0 0 0 0 0 iea 502-6501-56015-03 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 ies 502-6501-56015-04 Vehcile Equipment - NA 0 0 0 0 0 0 0 0 0 0 i9a 502-6501-560.25-OS Machinery/Tools - NA 0 0 0 0 0 0 0 0 0 0 ies 502-6501-56015-09 VehicleRepairs-FleetShp - NA 0 0 0 0 0 0 0 0 0 0 0 ies 502-6501-56015-44 Future Vehicle Purchase - NA 0 0 0 0 0 0 0 0 0 0 0 ie� 502-6501-56015-98 OtherEquipment/Machinery - NA 0 0 0 0 0 0 0 0 0 0 ies Total Repair and Maintenance - - - - - - - - - - - 199 502-6501-56016-01 OfficeSupplies - 0 0 0 0 0 0 0 0 0 0 zoo 502-6501-560.26-02 Postage - A 0 0 0 0 0 0 0 0 0 0 zoi 502-6501-560.26-03 Printing Forms - NA 0 0 0 0 0 0 0 0 0 0 0 zoz 502-6501-560.26-06 SmallTools - NA 0 0 0 0 0 0 0 0 0 0 0 aos 502-6501-56016-13 Medical - NA 0 0 0 0 0 0 0 0 0 0 0 zoa 502-6501-560.26-14 Laboratory - 0 0 0 0 0 0 0 0 0 0 0 zos 502-6501-560.26-15 Exhibit/Display - 0 0 0 0 0 0 0 0 0 0 0 aos 502-6501-56016-17 Catering/Spec Circumstanc - NA 0 0 0 0 0 0 0 0 0 0 0 am 502-6501-56016-23 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 aos 502-6501-56016-25 Energy Efficiency - NA 0 0 0 0 0 0 0 0 0 0 0 zo9 502-6501-560.26-32 DataProcessing5oftware - NA 0 0 0 0 0 0 0 0 0 0 0 no 502-6501-56016-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 zii 502-6501-56016-39 Fuel&Oil - NA 0 0 0 0 0 0 0 0 0 0 0 zia 502-6501-56016-42 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 zis 502-6501-56016-43 Heavy Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 na 502-6501-56016-46 Communication Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 zis Total Materials and Supplies - - - - - - - - - - - - ns 502-6501-56017-02 Uniform Allowance - NA 0 0 0 0 0 0 0 0 0 0 0 zv 502-6501-56017-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 na 502-6501-56017-04 Education/Training - NA 0 0 0 0 0 0 0 0 0 0 0 aie 502-6501-56017-OS Member Dues/Subscriptions - NA 0 0 0 0 0 0 0 0 0 0 0 zzo 502-6501-560.27-06 Employee Recognition - NA 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solu[ions P��S of 8 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total zu 502-6501-56017-07 Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0 zzz 502-6501-560.27-10 Meal Reimbursement-Emerg. - NA 0 0 0 0 0 0 0 0 0 0 0 azs 502-6501-56017-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0 aza TotaUob Performance Expenses - - - - - - - - - - - - azs 502-6501-56018-01 Telephone - NA 0 0 0 0 0 0 0 0 0 0 0 azs 502-6501-56018-02 Natural Gas - NA 0 0 0 0 0 0 0 0 0 0 0 m 502-6501-56018-03 Electrical Energy - NA 0 0 0 0 0 0 0 0 0 0 azs 502-6501-56018-04 Water - NA 0 0 0 0 0 0 0 0 0 0 aze 502-6501-56018-OS Sewer - NA 0 0 0 0 0 0 0 0 0 0 0 aso 502-6501-56018-06 Trash Disposal - NA 0 0 0 0 0 0 0 0 0 0 asi Total Utility Expenditures - - - - - - - - - - asa 502-6501-56019-06 InterestonDeposits - NA 0 0 0 0 0 0 0 0 0 0 General Fund Transfer& ass 502-6501-56019-08 Paymentln Lieu OfTaxes 4,756 Other 0 4,756 0 0 0 0 0 0 0 4,756 General Fund Transfer& zsa 502-6501-56019-09 PUCGrossReceiptTaxes 7,646 Other 0 7,6 0 0 0 0 0 0 0 0 7,646 General Fund Transfer& zss 502-6501-56019-10 Franchise Fees 132,918 Other 0 132, 0 0 0 0 0 0 0 132,918 zss 502-6501-560.91-28 Housing - NA 0 0 0 0 0 0 0 0 0 zs� Total OtherCurrent Expenses 145,320 - 145,32 - - - - - - - - 145,320 zss TotalAdministration/General 156,368 56,368 - - - - - - - - 156,368 z35 TOTAL NSTOMER SERVICE 156,368 - 56,368 - - - - - - - - 156,368 Total O&M Expense without zao Depr.Exp. 8,296,764 156,368 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,296,764 Total O&M Ezpense Excluding zai Purchased Power&Depr. 156,368 0 156,368 0 0 0 0 0 0 0 0 156,368 aaa Debt Service: aas 502-6700-47012-10 Bank Fees - 0 0 0 0 0 0 0 0 0 0 0 aaa 502-6700-47019-67 Amort Exp/Bond Issue Cost - 0 0 0 0 0 0 0 0 0 0 0 zas 502-6700-470.41-01 Principal on Bonds - NA 0 0 0 0 0 0 0 0 0 0 0 zas 502-6700-470.41-02 Interest on Bonds - NA 0 0 0 0 0 0 0 0 0 0 0 aa� 502-6700-470.41-OS Principal/Capital Lease - NA 0 0 0 0 0 0 0 0 0 0 0 aas 502-6700-470.41-06 Interest/Capital Lease - NA 0 0 0 0 0 0 0 0 0 0 0 za9 TotalDebtService 0 0 0 0 0 0 0 0 0 0 0 0 zso OtherFunds General Fund Transfer& asi 502-6600-491.90-01 General - Other 0 0 0 0 0 0 0 0 0 0 0 asa 502-6600-491.90-04 Community Reinvestment - NA 0 0 0 0 0 0 0 0 0 0 0 ass 502-6600-491.90-06 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 zsa 502-6600-491.90-07 Museum - NA 0 0 0 0 0 0 0 0 0 0 0 ass 502-6600-491.90-29 Fire Service Fund - NA 0 0 0 0 0 0 0 0 0 0 0 ass 502-6600-491.90-35 Vehicle Replacement - NA 0 0 0 0 0 0 0 0 0 0 0 zs� 502-6600-491.92-31 Urban Renewal Authority - NA 0 0 0 0 0 0 0 0 0 0 0 zss Total OtherFunds 0 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solu[ions P��b of 8 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total General Fund Transfer& zss Change in Working Capital 2,407 Other 0 2,407 0 0 0 0 0 0 0 0 2,407 zso Capital Paid from Current Earnings zsi 502-7001-580.32-22 Building Remodeling - NA 0 0 0 0 0 0 0 0 0 0 0 zsz 502-7001-580.33-30 Station Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 ass 502J001-58033-31 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 asa 502J001-58033-32 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 zss 502-7001-580.33-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 zss 502-7001-580.33-34 Meters - NA 0 0 0 0 0 0 0 0 0 0 as� 502J001-58033-35 Transformea - NA 0 0 0 0 0 0 0 0 0 0 zss 502-7001-580.33-36 Communication Equipment - NA 0 0 0 0 0 0 0 0 0 ase 502J001-58033-37 Laboratory Equipment - NA 0 0 0 0 0 0 0 0 0 0 z�o 502-7001-580.33-38 Shop Equipment - NA 0 0 0 0 0 0 0 0 0 0 zn 502J001-58033-39 Stores Equipment - NA 0 0 0 0 0 0 0 0 0 0 z7z 502-7001-580.33-41 Tools - NA 0 0 0 0 0 0 0 0 0 0 0 vs 502J001-58033-98 OtherEquipment - NA 0 0 0 0 0 0 0 0 0 0 z74 502-7001-580.34-42 Trucks - NA 0 0 0 0 0 0 0 0 0 0 vs 502J001-58034-98 OtherMachinery/Equipment - NA 0 0 0 0 0 0 0 0 0 vs 502J001-58035-55 Street Lights - NA 0 0 0 0 0 0 0 0 0 zn 502-7001-580.35-56 Poles/Towers/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 vs 502J001-58035-57 Power Line Construction - NA 0 0 0 0 0 0 0 0 0 0 z�9 502-7001-580.35-58 Inactive Underground - NA 0 0 0 0 0 0 0 0 0 0 zao 502J001-58035-59 Customer5erviceLines - NA 0 0 0 0 0 0 0 0 0 0 0 zai 502-7001-580.35-62 UT System Master Plan - NA 0 0 0 0 0 0 0 0 0 0 0 zaz 502-7001-580.35-66 Fiber Optic Install - NA 0 0 0 0 0 0 0 0 0 0 zas 502J001-58037-01 Software Development - NA 0 0 0 0 0 0 0 0 0 zea Total Capital 0 0 0 0 0 0 0 0 0 0 0 zas Subtotal Revenue Requirement 8,299,171 09,5 158,775 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,299,171 aes Less Other Income ae� Additional Heater - NA 0 0 0 0 0 0 0 0 0 0 0 zas Customer Contribution - 0 0 0 0 0 0 0 0 0 0 0 aee Investment Income 31,360�neral Fun er&0 0 31,360 0 0 0 0 0 0 0 0 31,360 aeo InfoTechnology5ervices - NA 0 0 0 0 0 0 0 0 0 0 0 z9i Pole Rental - NA 0 0 0 0 0 0 0 0 0 0 0 aea Vehicle Work Orders - NA 0 0 0 0 0 0 0 0 0 0 0 aes FieldWorkOrders - NA 0 0 0 0 0 0 0 0 0 0 0 aea Development Fees - NA 0 0 0 0 0 0 0 0 0 0 0 aes MeterReading - NA 0 0 0 0 0 0 0 0 0 0 0 z95 Buildings - NA 0 0 0 0 0 0 0 0 0 0 0 z9� Other - NA 0 0 0 0 0 0 0 0 0 0 0 z9s Fiberoptic Lease - NA 0 0 0 0 0 0 0 0 0 0 0 z99 Special Initial Reads - NA 0 0 0 0 0 0 0 0 0 0 0 30o OutdoorAreaLights - NA 0 0 0 0 0 0 0 0 0 0 0 aoi Surge Arrestor - NA 0 0 0 0 0 0 0 0 0 0 0 aw Write Off - NA 0 0 0 0 0 0 0 0 0 0 0 aos Electric Metering - NA 0 0 0 0 0 0 0 0 0 0 0 aoa Total Miscellaneous Revenue 31,360 0 31,360 0 0 0 0 0 0 0 0 31,360 Prepared by NewGen Strategies and Solu[ions P��of 8 Estes Park Power and Communications Schedule 3 Classification of Purchased Power Costs A B C D E F G H I J K L M N O Renewable Renewable Demand Energy Energy Non- tariff 7 Intermittent Demand Non- Demand Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total aos Total Other Income 31,360 0 31,360 0 0 0 0 0 0 0 0 31,360 3os Forecasted Under-Recovery(per Financial Plan) - NA 0 0 0 0 0 0 0 0 0 0 0 am Total O&M Expense without Depr or PP 156,368 0 156,368 0 0 0 0 0 0 0 0 156,368 aos Purchased Power 8,140,396 509,556 0 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 5,140,396 3os Debt Service 0 0 0 0 0 0 0 0 0 0 0 0 aio Total OtherFunds 0 0 0 0 0 0 0 0 0 0 0 aii Change in Working Capital 2,407 0 2,407 0 0 0 0 0 0 0 2,407 aia Capital Paid from Current Earnings 0 0 0 0 0 0 0 0 0 0 0 0 ais Less Other Mcome 31,360 0 31,360 0 0 0 0 0 0 0 31,360 3ia Less Planned Under-Recovery(per Financial Plan) 0 0 0 0 0 0 0 0 0 0 0 3is Total Revenue Requirement 8,267,811 509,556 127,415 1,360,7 3,217,708 385,609 432,250 715,416 1,519,087 0 8,267,811 sie ALLOCATION FACTORS sv Production Allocatian Factors 318 1 0 0 0 0 0 0 0 0 1 si5 Customer Customer 100% 0% 0% 0% 0% 0% 0% 0% 0% 100% 320 0 0 0 0 0 0 0 0 1 General Fund Transfer& su General Fund Transfer and Other Other 0% 100° 0% 0% 0% 0% 0% 0% 0% 0% 100% 322 0 1 0 0 0 0 0 0 0 1 szs Energy5ummer Energy5ummer % 0% 100% 0% 0% 0% 0% 0% 0% 0% 100% 324 0 0 0 1 0 0 0 0 0 0 1 szs Energy Non-Summer Energy Non-Summer 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 100% 326 0 0 1 0 0 0 0 0 1 sn RenewableTariff7Adder RenewableTa� dder / 0% 0% 0% 100% 0% 0% 0% 0% 0% 100% 328 0 0 0 0 1 0 0 0 0 1 Ren Intermitte sz5 RenewablelntermittentAdder A 0% 0% 0% 0% 0% 100% 0% 0% 0% 0% 100% 330 0 0 0 0 0 0 1 0 0 0 1 sai Demand Summer De mmer 0% 0% 0% 0% 0% 0% 100% 0% 0% 0% 100% 332 0 0 0 0 0 0 0 1 0 0 1 sas Demand Non-Summer Demand mer 0% 0% 0% 0% 0% 0% 0% 100% 0% 0% 100% 334 0 0 0 0 0 0 0 0 1 0 1 sas DemandTransmission DemandTransmi 0% 0% 0% 0% 0% 0% 0% 0% 100% 0% 100% 336 0 0 0 0 0 0 0 0 0 1 1 sa� DA RMNP DA RMNP 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 100% 33a 509,556 127,415 1,360,770 3,217,705 0 385,609 432,250 715,416 1,519,087 0 5,267,811 sa5 Production revenue requirement Prod_revenue reqt 6% 2% 16% 39% 0% 5% 5% 9% 1S% 0% 100% 3ao 509,556 0 1,360,770 3,217,705 0 385,609 432,250 715,416 1,519,087 0 8,140,396 sai PurchasedPower PP 6% 0% 17% 40% 0% 5% 5% 9% 19% 0% 100% 3az 509,556 156,368 1,360,770 3,217,705 0 385,609 432,250 715,416 1,519,087 0 5,296,764 sas TotalO&M TotalO&M 6% 2% 16% 39% 0% 5% 5% 9% 1S% 0% 100% 344 0 0 0 0 0 0 0 0 0 0 0 sas NotApplicable NA 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 3a6 0 156,368 0 0 0 0 0 0 0 0 156,365 Production Revenue Requirement sa� w/o fuel and PP Prod No Fuel&PP 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 100% Prepared by NewGen Strategies and Solu[ions P��of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total � 1 z �Component �DemandRelated �CustomerRelated s Overhead 60% 40% a Underground 60% 40% s Transformers 60% 40% 6 Operation and Maintenance Expense � Purchased Power a 502-6100-52018-OS PurchasedPowerSupply - NA 0 0 0 0 0 0 0 0 0 0 0 5 502-6100-520.28-18 Wind Power - NA 0 0 0 0 0 0 0 0 0 0 0 io 502-6100-520.28-19 WheelingChgs-FRHydro - NA 0 0 0 0 0 0 0 0 0 0 0 0 n Total Purchased Power 0 0 0 0 0 0 0 0 0 0 0 0 iz TOTAL PURCHASED POWER - - - - - - - - - - - is Distribution ia 502-6301-540.11-01 Supervisors 37,531 Total Plant 12,511 5,130 2,509 3,420 4,087 1,673 697 1,073 0 0 37,531 is 502-6301-540.11-02 RegularStaff 1,734,043 To[alPlant 591,917 237,027 283,2 115,919 158,018 188,833 77,D9 32,212 49,588 0 0 1,734,043 i5 502-6301-540.11-03 Seasonal5taff - NA 0 0 0 0 0 0 0 0 0 0 0 v 502-6301-540.11-04 Staff Overtime 191,767 Total Plant 65,460 2 31,325 2,819 17,475 20,883 8,546 3,562 5,484 0 0 191,767 is 502-6301-540.11-OS SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0 0 i5 Total Personal Services/Salaries 1,963,341 670,185 268,3 1 ,248 178,913 213,803 87,498 36,472 56,146 0 0 1,963,341 zo 502-6301-540.13-01 Cell Phone 17,205 Labor 5 3,752 2,071 896 2,485 1,361 597 232 576 0 0 17,205 zi 502-6301-540.13-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 zz TotalAdditionalCompensation 17,205 5,235 3,752 2,071 S96 2,485 1,361 597 232 576 0 0 17,205 zs 502-6301-540.14-11 Medicallnsurance 386,351 Labor 1ll,55S 46,515 20,116 55,791 30,553 13,411 5,212 12,935 0 0 386,351 za 502-6301-540.14-12 Life Insurance 6,205 Labor 1, , 747 323 896 491 215 84 208 0 0 6,205 zs 502-6301-540.14-14 Employee Assistance Prog 1,297 Labor 283 156 68 187 103 45 17 43 0 0 1,297 z5 502-6301-540.14-15 Dentallnsurance 26,177 5,709 3,152 1,363 3,780 2,070 909 353 S76 0 0 26,177 n 502-6301-540.14-16 Visionlnsurance 6,225 or 1, 1,358 749 324 899 492 216 84 208 0 0 6,225 za 502-6301-540.14-17 MASA 2,139 Labor 65 466 258 111 309 169 74 29 72 0 0 2,139 z5 502-6301-540.14-18 Telephone Doc 1,037 Labor 316 226 125 54 150 S2 36 14 35 0 0 1,037 ao 502-6301-540.14-21 Taxes/FICA-Medicare 146,224 Labor ,493 31,890 17,605 7,613 21,115 11,564 5,076 1,973 4,895 0 0 146,224 si 502-6301-540.14-31 Retirement/ICMA401(A) - 0 0 0 0 0 0 0 0 0 0 0 0 3z 502-6301-540.14-32 Retirement/PERA 284,304 86,508 62,005 34,229 14,803 41,055 22,483 9,865 3,835 9,518 0 0 284,304 ss 502-6301-540.14-41 Workers'Compensation 24,744 Lab 7,529 5,397 2,979 1,288 3,573 1,957 859 334 828 0 0 24,744 3a 502-6301-540.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 0 ss 502-6301-540.14-99 Salary CapitalContra Act - NA 0 0 0 0 0 0 0 0 0 0 0 0 36 Total Employer Benefits 884,706 269,197 192,948 106,516 46,063 127,756 69,964 30,709 11,935 29,619 0 0 884,706 3� 502-6301-540.21-01 Property - NA 0 0 0 0 0 0 0 0 0 0 0 0 3s 502-6301-540.21-02 Liability 17,981 Labor 5,471 3,922 2,165 936 2,597 1,422 624 243 602 0 0 17,981 39 502-6301-540.21-50 Unemployment - NA 0 0 0 0 0 0 0 0 0 0 0 0 ao Totallnsurance Premiums 17,981 5,471 3,922 2,165 936 2,597 1,422 624 243 602 0 0 17,981 ai 502-6301-540.22-02 Engineering 31,961 To[al Plant 10,910 4,369 5,221 2,137 2,913 3,481 1,424 594 914 0 0 31,961 az 502-6301-54Q22-13 Contract/Skilled Services 5,327 Total Plant 1,S1S 728 870 356 485 580 237 99 152 0 0 5,327 as 502-6301-540.22-14 LabTesting 8,523 Transformers-Plant 0 0 0 5,114 0 0 3,409 0 0 0 0 8,523 aa 502-6301-54012-24 GIS 138,499 Total Plant 47,277 18,931 22,623 9,259 12,621 15,082 6,ll2 2,573 3,961 0 0 138,499 as 502-6301-540.2b26 InsuranceClaims 28,335 To[alPlant 9,673 3,874 4,629 1,894 2,582 3,086 1,263 526 810 0 0 28,338 a5 502-6301-540.22-30 Land Use Fees 3,196 Substations-Plant 3,196 0 0 0 0 0 0 0 0 0 0 3,196 a� 502-6301-540.22-98 Other 7,307 Total Plant 2,494 999 1,194 4S8 666 796 326 136 209 0 0 7,307 Prepared by NewGen Strategies and Solutions P'a�'e7of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total ' as Total Prof.Services/Fees 223,152 75,369 25,901 34,537 19,248 19,267 23,025 12,832 3,928 6,046 0 0 223,152 a9 502-6301-540.24-02 Real Property 2,557 To[al Plant 873 350 418 171 233 278 114 47 73 0 0 2,557 so Total Rentals 2,557 873 350 418 171 233 278 114 47 73 0 0 2,557 si 502-6301-54015-01 Maintenance Contracts 55,399 TotalPlant 18,911 7,573 9,049 3,703 5,045 6,033 2,469 1,029 1,584 0 0 55,399 sz 502-6301-540.25-02 Buildings 10,654 To[al Plant 3,637 1,456 1,740 712 971 1,160 475 198 305 0 0 10,654 sa 502-6301-54015-05 Machinery/Tools 3,729 Total Plant 1,273 510 609 249 340 406 166 69 107 0 0 3,729 sa 502-6301-540.25-06 Meters - NA 0 0 0 0 0 0 0 0 0 0 0 ss 502-6301-540.25-07 Transformer 10,654 Transformers-Plant 0 0 0 0 0 4,261 0 0 0 0 10,654 ss 502-6301-540.25-08 Laboratory - NA 0 0 0 0 0 0 0 0 0 0 0 0 s� 502-6301-54015-30 Street Lights 53,269 Total Plant 18,153 7,281 8,701 3,561 5,801 2,374 990 1,523 0 0 53,269 ss 502-6301-540.25-31 Substation 181,114 Substations-Plant 181,114 0 0 0 0 0 0 0 0 0 181,114 se 502-6301-54015-32 Power Line Maintenance 639,225 Overhead 0 383,535 0 255,69 0 0 0 0 0 0 639,225 50 502-6301-540.25-33 Inactive Underground Main - NA 0 0 0 0 0 0 0 0 0 0 0 5i 502-6301-540.25-34 Customer Service Lines - NA 0 0 0 0 0 0 0 0 0 0 0 0 ez 502-6301-540.25-98 OtherEquipment/Machinery 1,598 To[alPlant 545 218 107 146 174 71 30 46 0 0 1,598 5s TotalRepav and Maintenance 955,641 223,663 400,573 20,3 14,725 267,049 13,574 9,Sll 2,316 3,565 0 0 955,641 5a 502-6301-54016-01 Office Supplies 746 Total Plant 255 122 50 68 81 33 14 21 0 0 746 5s 502-6301-540.26-04 Freight/Shipping 1,065 To[al Plant 364 74 71 97 116 47 20 30 0 0 1,065 66 502-6301-54016-05 lanitorial 533 Total Plant 182 36 49 58 24 10 15 0 0 533 e� 502-6301-540.26-06 SmallTools 15,981 TotalPlant 5,455 2,18 10 1,068 1,456 1,740 712 297 457 0 0 15,981 5a 502-6301-54016-07 Small Hardware 5,327 Total Plant 1 728 870 356 485 580 237 99 152 0 0 5,327 e9 502-6301-540.26-19 Traffic Control 10,654 Overhead/Underground 4,854 5,800 0 0 0 0 0 0 0 0 10,654 �0 502-6301-540.26-20 Electrical 5,327 Total Plant 1,518 728 870 356 485 580 237 99 152 0 0 5,327 �i 502-6301-540.26-33 Data Processing Equipment 10,654 To[alPlant 3,637 1,456 1,740 712 971 1,160 475 198 305 0 0 10,654 �z 502-6301-54016-34 Meters 37,2SS Metering-Plant 0 0 0 0 0 0 0 37,288 0 0 37,2SS �s 502-6301-540.26-48 ShopEquipment 4,261 Metering-Plant 0 0 0 0 0 0 4,261 0 0 4,261 �a 502-6301-54016-55 Street Lights 31,961 TotalPlant 4,369 5,221 2,137 2,913 3,481 1,424 594 914 0 0 31,961 �s 502-6301-540.26-57 Overhead Lines - 0 0 0 0 0 0 0 0 0 0 0 �5 Total Materials and Supplies 123,797 24, 14,640 17,495 4,786 6,524 7,796 3,191 1,330 43,597 0 0 123,797 n 502-6301-540.27-01 Personal5afety Equipment 58,596 Labor 7,529 12,779 7,055 3,051 8,462 4,634 2,034 790 1,962 0 0 58,596 �s 502-6301-540.27-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0 �e 502-6301-54017-04 Education/Training 95,SS4 or ,175 20,912 11,544 4,992 13,846 7,583 3,325 1,293 3,210 0 0 95,SS4 so 502-6301-540.27-06 Employee Recognition - 0 0 0 0 0 0 0 0 0 0 0 0 si 502-6301-540.27-07 Mileage Reimbursement - N 0 0 0 0 0 0 0 0 0 0 0 0 az 502-6301-540.27-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0 0 e3 TotalJob Performance Expenses 154,479 47,005 33,691 18,599 5,043 22,308 12,216 5,362 2,OS4 5,172 0 0 154,479 aa 502-6301-540.29-90 Short/OverinventoryAcct - NA 0 0 0 0 0 0 0 0 0 0 0 0 as 502-6301-540.29-95 Depreciation - NA 0 0 0 0 0 0 0 0 0 0 0 0 a5 502-6301-54019-97 Accumulated Pant - NA 0 0 0 0 0 0 0 0 0 0 0 0 a� TotalOtherCurrentExpenses 0 0 0 0 0 0 0 0 0 0 0 0 0 as TOTAL DISTRIBUTION 4,342,859 1,321,439 947,145 522,865 226,115 627,131 343,439 150,744 58,586 145,396 0 0 4,342,859 a9 Customer Services Current Expenditures 50 502-6401-550.11-01 Supervisors - NA 0 0 0 0 0 0 0 0 0 0 0 0 si 502-6401-550.11-02 RegularStaff - NA 0 0 0 0 0 0 0 0 0 0 0 0 5z 502-6401-550.11-03 SeasonalStaff - NA 0 0 0 0 0 0 0 0 0 0 0 0 sa 502-6401-550.11-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solutions P'a�'e�of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total � 9a 502-6401-550.11-OS SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0 0 0 ss TotalPersonalService/Salaries 0 0 0 0 0 0 0 0 0 0 0 0 0 s5 502-6401-550.13-01 Cell Phone - NA 0 0 0 0 0 0 0 0 0 0 0 0 5� 502-6401-550.13-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0 sa Total Additional Compensation 0 0 0 0 0 0 0 0 0 0 0 0 0 se 502-6401-550.14-11 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 0 ioo 502-6401-550.14-12 Life Insurance - NA 0 0 0 0 0 0 0 0 0 0 0 ioi 502-6401-550.14-14 EmployeeAssistanceProg - NA 0 0 0 0 0 0 0 0 0 0 0 ioz 502-6401-550.14-15 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 0 ios 502-6401-550.14-16 Vision Insurance - NA 0 0 0 0 0 0 0 0 0 0 0 �oa 502-6401-550.14-17 MASA - NA 0 0 0 0 0 0 0 0 0 0 0 ios 502-6401-550.14-18 Telephone Doc - NA 0 0 0 0 0 0 0 0 0 0 �os 502-6401-550.14-21 Taxes/FICA-Medicare - NA 0 0 0 0 0 0 0 0 0 0 0 io� 502-6401-550.14-31 Retirement/ICMA401(A) - NA 0 0 0 0 0 0 0 0 0 0 0 0 �os 502-6401-550.14-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0 0 io5 502-6401-550.14-41 Workers'Compensation - NA 0 0 0 0 0 0 0 0 0 0 0 �io 502-6401-550.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 ni 502-6401-550.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0 iiz TotalEmployerBenefits 0 0 0 0 0 0 0 0 0 0 0 0 ns 502-6401-550.21-02 Liability - NA 0 0 0 0 0 0 0 0 0 0 0 iia 502-6401-550.21-50 Unemployment - NA 0 0 0 0 0 0 0 0 0 0 0 ns Total Insurance Premiums 0 0 0 0 0 0 0 0 0 0 0 0 ne 502-6401-550.22-09 InfoTechnology5ervices - NA 0 0 0 0 0 0 0 0 0 0 0 0 iv 502-6401-55012-10 Bank Fees - NA 0 0 0 0 0 0 0 0 0 0 0 ns 502-6401-550.22-13 Contract/Skilled Services - NA 0 0 0 0 0 0 0 0 0 0 n5 502-6401-55012-26 InsuranceClaims - NA 0 0 0 0 0 0 0 0 0 0 0 �zo 502-6401-550.22-98 Other - 0 0 0 0 0 0 0 0 0 0 0 m Total Prof.Services/Fees 0 0 0 0 0 0 0 0 0 0 0 0 izz 502-6401-550.23-01 Publication Fees - NA 0 0 0 0 0 0 0 0 0 0 0 0 �zs Total Publishing 0 0 0 0 0 0 0 0 0 0 0 0 0 �za 502-6401-550.24-01 Equipment - 0 0 0 0 0 0 0 0 0 0 0 0 izs 502-6401-550.24-03 Lease - N 0 0 0 0 0 0 0 0 0 0 0 0 �ze Total Rentals 0 0 0 0 0 0 0 0 0 0 0 0 0 �n 502-6401-550.25-01 MaintenanceContracts - NA 0 0 0 0 0 0 0 0 0 0 0 0 iza 502-6401-550.25-03 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0 �z9 502-6401-550.25-98 OtherEquipment/Machinery - NA 0 0 0 0 0 0 0 0 0 0 0 0 i3o Total Repair and Maintenance 0 0 0 0 0 0 0 0 0 0 0 0 0 i3i 502-6401-550.26-01 Office Supplies - NA 0 0 0 0 0 0 0 0 0 0 0 0 �sz 502-6401-550.26-02 Postage - NA 0 0 0 0 0 0 0 0 0 0 0 0 ias 502-6401-55016-03 Printing Forms - NA 0 0 0 0 0 0 0 0 0 0 0 0 �sa 502-6401-550.26-04 Freight/Shipping - NA 0 0 0 0 0 0 0 0 0 0 0 0 ias 502-6401-55016-ll Catering/SpecCircumstanc - NA 0 0 0 0 0 0 0 0 0 0 0 0 is5 502-6401-550.26-23 Fumiture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0 ia� 502-6401-55016-32 DataProcessingSoftware - NA 0 0 0 0 0 0 0 0 0 0 0 0 �ss 502-6401-550.26-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 ias 502-6401-55016-42 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solutions P'a�'e�of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total � �ao 502-6401-550.26-46 Communication Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 iai Total Materials and Supplies 0 0 0 0 0 0 0 0 0 0 0 0 0 iaz 502-6401-55017-04 Education/Training - NA 0 0 0 0 0 0 0 0 0 0 0 0 �as 502-6401-550.27-OS Member Dues/Subscriptions - NA 0 0 0 0 0 0 0 0 0 0 0 0 iaa 502-6401-550.27-06 Employee Recognition - NA 0 0 0 0 0 0 0 0 0 0 0 0 �as 502-6401-550.27-W Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0 0 ia5 502-6401-550.27-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0 0 �a� TotaUob Performance Expenses 0 0 0 0 0 0 0 0 0 0 0 0 iaa 502-6401-550.29-W UnwllectibleAccounts - NA 0 0 0 0 0 0 0 0 0 0 0 0 ia5 502-6401-55019-25 Promotion - NA 0 0 0 0 0 0 0 0 0 0 0 �so 502-6401-550.29-31 Unwllected Taxes - NA 0 0 0 0 0 0 0 0 0 0 0 isi TotalOtherCurrentExpenses 0 0 0 0 0 0 0 0 0 0 0 isz Total Current Expenditures - - - - - - - - - - - - Ad m i ni stretion/Ge nere I �ss 502-6501-560.11-01 Supervisors 153,995 Labor 46,SSS 33,5 18$41 8,018 22,238 12,ll8 5,345 2,077 5,156 0 0 153,998 isa 502-6501-560.11-02 RegularStaff 384,202 Labor 116,905 8 46,257 0,004 55,451 30,383 13,336 S,1S3 12,863 0 0 384,202 �ss 502-6501-560.11-03 Seasonal5taff - NA 0 0 0 0 0 0 0 0 0 0 0 is5 502-6501-560.11-04 StaffOvertime 23,522 Labor 7,248 5,1 ,240 3,440 1.884 827 321 798 0 0 23,822 m Total Personal Service/Salaries 562,022 ll1,011 122,57 65 29,262 81,159 44,445 19,508 7,582 18,816 0 0 562,022 isa 502-6501-560.13-01 Cell Phone 2,610 Labor 569 314 136 377 206 91 35 S7 0 0 2,610 is5 502-6501-560.13-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0 �eo Total Additional Compensation 2,610 794 569 314 136 377 206 91 35 S7 0 0 2,610 iei 502-6501-560.14-11 Medicallnsurance 73,192 Labor 22, , 8,812 3,811 10,569 5,788 2,541 987 2,450 0 0 73,192 i5z 502-6501-560.14-12 Life Insurance 1,625 Labor 354 196 85 235 129 56 22 54 0 0 1,625 ies 502-6501-560.14-14 Employee Assistance Prog 413 90 50 21 60 33 14 6 14 0 0 413 i5a 502-6501-560.14-15 Dentallnsurance 6,832 r 2, 1,490 823 356 987 540 237 92 229 0 0 6,832 i5s 502-6501-560.14-16 Visionlnsurance 1,912 abor 58 4ll 230 100 276 151 66 26 64 0 0 1,912 166 502-6501-560.14-17 MASA 745 Labor 227 163 90 39 108 59 26 10 25 0 0 745 �5� 502-6501-560.14-18 Telephone Doc 361 abor 110 79 43 19 52 29 13 5 12 0 0 361 i5s 502-6501-560.14-21 Taxes/FICA-Medicare 45,746 or ,919 9,977 S,SOS 2,382 6,606 3,618 1,SSS 617 1,532 0 0 45,746 �e9 502-6501-560.14-31 Retirement/ICMA401(A) 5,513 1,678 1,202 664 2S7 796 436 191 74 185 0 0 5,513 i�o 502-6501-560.14-32 Retirement/PERA 70,266 Lab 21,351 15,325 8,460 3,658 10,147 5,557 2,439 948 2,352 0 0 70,266 m 502-6501-560.14-35 Retirement/F.P.P.A - NA 0 0 0 0 0 0 0 0 0 0 0 0 vz 502-6501-560.14-41 Workers'Compensation 2,931 Labor 892 639 353 153 423 232 102 40 98 0 0 2,931 ns 502-6501-560.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 0 va 502-6501-560.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0 0 ns Total Employer Benefits 209,537 63,757 45,698 25,227 10,910 30,258 16,570 7,273 2,827 7,015 0 0 209,537 n5 502-6501-560.21-01 Property 34,397 Net Plant 10,581 4,920 6,9ll 2,031 3,280 4,611 1,354 61 642 0 0 34,397 v� 502-6501-56011-02 Liability 9,493 Labor 2,SS9 2,070 1,143 494 1,371 751 330 128 318 0 0 9,493 ns Total Insurance Premiums 43,891 13,470 6,990 8,060 2,525 4,651 5,362 1,683 189 960 0 0 43,891 n5 502-6501-560.22-01 Auditing 12,605 RevReq 2,931 2,149 1,210 634 1,425 79S 423 135 437 2,467 0 12,608 iso 502-6501-56012-02 Engineering 15,951 Total Plant 5,455 2,184 2,610 1,068 1,456 1,740 712 297 457 0 0 15,951 iai 502-6501-560.22-06 Medical 2,028 Labor 617 442 244 106 293 160 70 27 68 0 0 2,028 iaz 502-6501-56012-07 Remrding Fees 266 Total Plant 91 36 44 18 24 29 12 5 8 0 0 266 �as 502-6501-560.22-08 Legal 26,634 To[alPlant 9,092 3,641 4,351 1,780 2,4D 2,900 1,187 495 762 0 0 26,634 isa 502-6501-56012-09 InfoTechnologyServices 116,267 Labor 35,378 25,357 13,995 6,054 16,790 9,195 4,036 1,565 3,893 0 0 116,267 Prepared by NewGen Strategies and Solutions P'a�'e�of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total ' �as 502-6501-560.22-10 Bank Fees 2,314 Total O&M 706 487 285 123 323 188 82 32 77 13 0 2,314 is5 502-6501-56012-24 GIS 42,615 Total Plant 14,547 5,825 6,961 2,849 3,SS3 4,641 1,899 792 1,219 0 0 42,615 �s� 502-6501-560.22-33 Data Processing - NA 0 0 0 0 0 0 0 0 0 0 0 0 ias 502-6501-56012-89 UtihtyFinancial5tudies - NA 0 0 0 0 0 0 0 0 0 0 0 0 �s9 502-6501-560.22-98 Other 64,789 TotalPlant 22,116 5,856 10,583 4,331 5,904 7,055 2,887 1,204 1,853 0 0 64,789 iso TotalProf.Services/Fees 283,502 90,931 48,978 40,256 16,963 32,525 26,706 11,305 4,554 5,772 2,480 0 283,502 isi 502-6501-56013-01 Publication Fees 6,670 Labor 2,030 1,455 803 347 963 SD 232 90 223 0 0 6,670 i5z Total Publishing 6,670 2,030 1,455 803 963 527 232 90 223 0 0 6,670 i5s 502-6501-560.24-01 Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 isa 502-6501-56014-02 Real Property 95,SS4 Total Plant 32,730 13,106 15,662 6p10 10,442 4,273 1,781 2,742 0 0 95,884 �9s 502-6501-560.24-03 Lease - NA 0 0 0 0 0 0 0 0 0 0 0 is5 TotalRentals 95,SS4 32,730 13,106 15, 6,410 8,73 10,442 4,273 1,781 2,742 0 0 95,SS4 is� 502-6501-56015-01 MaintenanceContracts 99,1OS TotalPlant 33,530 13,547 9 25 9,031 10,793 4,417 1,841 2,834 0 0 99,1OS �5s 502-6501-560.25-02 Buildings 1,065 To[al Plant 364 146 71 97 116 47 20 30 0 0 1,065 is5 502-6501-56015-03 Furmture/Fixtures 1,065 Total Plant 364 146 1 71 97 116 47 20 30 0 0 1,065 zoo 502-6501-560.25-04 Vehcile Equipmen[ 47,643 Labor 14,497 10,3 5,736 2,481 6,880 3,768 1,654 643 1,595 0 0 47,643 mi 502-6501-56015-05 Machinery/Tools 533 Total Plant 182 87 36 49 58 24 10 15 0 0 533 zoz 502-6501-560.25-09 VehideRepairs-FleetShp 123,872 Labor 37,692 27, 4 50 17,888 9,796 4,300 1,671 4,147 0 0 123,SR zos 502-6501-56015-44 Future Vehide Purchase - NA 0 0 0 0 0 0 0 0 0 0 zoa 502-6501-560.25-98 OtherEquipment/Machinery 533 TotalPlant 182 7 87 36 49 58 24 10 15 0 0 533 zos Total Repair and Maintenance 273,519 87 51,390 7,361 15,769 34,090 24,704 10,513 4,214 5,668 0 0 273,819 zo5 502-6501-560.26-01 Office Supplies 19,057 Labor 5,799 4,156 2,294 992 2,752 1,507 661 257 638 0 0 19,057 zm 502-6501-560.26-02 Postage 7,623 Labor 2,319 1,662 918 397 1,101 603 265 103 255 0 0 7,623 zoa 502-6501-560.26-03 Printing Forms 953 Labor 290 115 50 138 75 33 13 32 0 0 953 zo9 502-6501-560.26-06 Small Tools 476 Labor 57 25 69 38 17 6 16 0 0 476 zio 502-6501-560.26-13 Medical 2,352 Labor 520 287 124 344 188 83 32 80 0 0 2,352 zn 502-6501-560.26-14 Laboratory - 0 0 0 0 0 0 0 0 0 0 0 ziz 502-6501-560.26-15 Exhibit/Display - 0 0 0 0 0 0 0 0 0 0 0 zis 502-6501-560.26-17 Catering/SpecCi«umstanc 3,811 abor 1,16 S31 459 198 550 301 132 51 128 0 0 3,811 na 502-6501-56016-23 Furmture/Fixtures 4,764 Labor 1,450 1,039 574 248 688 377 165 64 160 0 0 4,764 zis 502-6501-560.26-25 Energy Efficiency 95,286 al Plant ,526 13,025 15,565 6,370 8,683 10,376 4,247 1,770 2,R5 0 0 95,286 n5 502-6501-56016-32 DataProcessingSoftware 19,057 or ,799 4,156 2,294 992 2,752 1,507 661 257 638 0 0 19,057 zv 502-6501-560.26-33 Data Processing Equipment 9,529 2,899 2,078 1,147 496 1,376 754 331 129 319 0 0 9,529 zia 502-6501-56016-39 Fuel&Oil 47,643 Lab 14,497 10,391 5,736 2,481 6,880 3,768 1,654 643 1,595 0 0 47,643 zi5 502-6501-560.26-42 Office Equipment 2,859 Labor 870 623 344 149 413 226 99 39 96 0 0 2,859 zzo 502-6501-560.26-43 Heavy Equipment 1,906 Labor 580 416 229 99 275 151 66 26 64 0 0 1,906 zzi 502-6501-560.26-46 Communication Equipment 19,057 Labor 5,799 4,156 2,294 992 2,752 1,507 661 257 638 0 0 19,057 zzz Total Materialsand Supplies 234,404 74,557 43,365 32,314 13,613 28,772 21,378 9,075 3,647 7,382 0 0 234,404 zza 502-6501-56017-02 Uniform Allowance 1,906 Labor 580 416 229 99 275 151 66 26 64 0 0 1,906 zza 502-6501-560.27-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0 zzs 502-6501-56017-04 Education/Training 11,434 Labor 3,479 2,494 1,377 595 1,651 904 397 154 383 0 0 11,434 zze 502-6501-560.27-OS Member Dues/Subscriptions 12,387 Labor 3,769 2,702 1,491 645 1,789 980 430 167 415 0 0 12,387 zz� 502-6501-560.27-06 Employee Recognition 3,335 Labor 1,015 727 402 174 482 264 116 45 112 0 0 3,335 zzs 502-6501-560.27-W Mileage Reimbursement 476 Labor 145 104 57 25 69 38 17 6 16 0 0 476 zz5 502-6501-56017-10 Meal Reimbursement-Emerg. 1,906 Labor 580 416 229 99 275 151 66 26 64 0 0 1,906 zso 502-6501-560.2b21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0 0 z3i TotalJob Performance Expenses 31,444 9,565 6,858 3,786 1,637 4,541 2,487 1,091 424 1,053 0 0 31,444 z3z 502-6501-560.28-01 Telephone 7,623 Labor 2,319 1,662 918 397 1,101 603 265 103 255 0 0 7,623 Prepared by NewGen Strategies and Solutions P'a�'er'i of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total � zss 502-6501-560.28-02 Natural Gas 8,576 Labor 2,609 1,870 1,032 447 1,238 678 298 116 2S7 0 0 8,576 zaa 502-6501-56018-03 Electrical Energy 50,502 Labor 15,367 11,014 6,OS0 2,629 7,293 3,994 1,753 681 1,691 0 0 50,502 zss 502-6501-560.28-04 Water 4,288 Labor 1,305 935 516 223 619 339 149 58 144 0 0 4,288 z35 502-6501-560.28-OS Sewer 1,429 Labor 435 312 172 74 206 113 50 19 48 0 0 1,429 zs� 502-6501-560.28-06 Trash Disposal 12,387 Labor 3,769 2,702 1,491 645 1,789 980 430 167 415 0 0 12,387 z3a Total Utility Expenditures 84,505 25,504 18,495 10,210 4,415 12,246 6,706 2,944 1,144 2,839 0 0 84,805 zas 502-6501-56019-06 Interest on Deposits - NA 0 0 0 0 0 0 0 0 0 0 0 0 zao 502-6501-560.29-08 Payment In Lieu Of Taxes 5,456 RevReq 1,268 930 524 617 345 183 58 189 1,067 0 5,456 zai 502-6501-560.29-09 PUC Gross ReceiptTaxes 8,771 RevReq 2,039 1,495 842 991 555 294 94 304 1,716 0 8,771 zaz 502-6501-560.29-10 Franchise Fees 152,475 RevReq 35,443 25,984 14,635 ,670 230 9,646 5,113 1,634 5,285 29,834 0 152,475 zas 502-6501-560.91-28 Housing - NA 0 0 0 0 0 0 0 0 0 0 0 zaa Total OtherCurrent Expenses 166,701 38,750 25,409 16,000 8,385 18, 10,546 5,590 1,787 5,778 32,617 0 166,701 zas Total Administration/General 1,995,287 610,512 387,886 2 1 73 257,155 170,081 73,582 28,274 64,336 35,097 - 1,995,287 za5 TOTALNSTOMERSERVICE 1,995,287 610,812 357,886 25 0,373 257,155 170,081 73$82 28,274 64,336 35,097 - 1,995,287 za� Total O&M Expense without Depr.Exp. 6,338,146 1,932,250 1,335,0 780,555 36,488 884,289 513,520 224,325 86,860 209,732 35,097 0 6,338,146 zas Total O&M Expense Excluding Purchased Power&Depr. 6,338,146 1,932,250 1,335, 5 88 884,289 513,520 224,325 86,860 209,732 35,097 0 6,338,146 za9 Debt Service: zso 502-6700-470.22-10 Bank Fees - NA 0 0 0 0 0 0 0 0 0 0 0 zsi 502-6700-470.29-67 Amort Exp/Bond Issue Cost - NA 0 0 0 0 0 0 0 0 0 0 0 zsz 502-6700-470.41-01 Principal on Bonds 400,000 Total Plant 6,540 54,676 65,339 26,740 36,451 43,559 17,526 7,431 11,439 0 0 400,000 zss 502-6700-470.41-02 Interest on Bonds 191,300 To[al Plant 65,300 26,149 31,245 12,788 17,433 20,832 8,525 3,554 5,471 0 0 191,300 zsa 502-6700-470.41-05 Principal/Capital Lease - NA 0 0 0 0 0 0 0 0 0 0 zss 502-6700-470.41-06 Interest/CapitalLease - NA 0 0 0 0 0 0 0 0 0 0 zss Total Debt Service 591,300 50,825 96,SS7 39,528 53,883 64,391 26,352 10,984 16,909 0 0 591,300 zs� OtherFunds zss 502-6600-491.90-01 General 1,998,043 A-GFT 0 0 0 0 0 0 0 0 0 1,998,043 0 1,998,043 zs5 502-6600-491.90-04 Community Reinvestment - NA 0 0 0 0 0 0 0 0 0 0 0 0 z5o 502-6600-491.90-06 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 0 z5i 502-6600-491.90-07 Museum - 0 0 0 0 0 0 0 0 0 0 0 0 z5z 502-6600-491.90-29 Fire Service Fund - 0 0 0 0 0 0 0 0 0 0 0 0 z5s 502-6600-491.90-35 Vehide Replacement - N 0 0 0 0 0 0 0 0 0 0 0 0 z5a 502-6600-491.92-31 Urban Renewal Authority - NA 0 0 0 0 0 0 0 0 0 0 0 0 z55 Total Other Funds 1,995,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,995,043 z55 Change in Working Capit; 97,552 O&M W/O Depr or PP 29,740 20,548 12,014 5,179 13,610 7,904 3,453 1,337 3,228 540 0 97,552 z5� Capital Paid from Current z5s 502-7001-580.3b22 Building Remodeling - NA 0 0 0 0 0 0 0 0 0 0 0 0 z55 502-7001-580.33-30 Station Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 no 502-7001-580.33-31 Fumiture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0 z�i 502-7001-580.33-32 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 nz 502-7001-580.33-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 z�s 502J001-58033-34 Meters 106,537 Metering-Plant 0 0 0 0 0 0 0 0 106,537 0 0 106,537 na 502-7001-580.33-35 Transformers 159,806 Transformers-Plant 0 0 0 95,884 0 0 63,922 0 0 0 0 159,806 z�s 502J001-58033-36 Communication Equipment 152,458 Labor 46,390 33,250 18,355 7,938 22,016 12,057 5,292 2,057 5,104 0 0 152,455 z�5 502-7001-580.33-37 Laboratory Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 zn 502-7001-580.33-38 Shop Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 Prepared by NewGen Strategies and Solutions P'a�'eb'of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total � ns 502-7001-580.33-39 Stores Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 z�5 502J001-58033-41 Tools 26,634 Total Plant 9,092 3,641 4,351 1,780 2,427 2,900 1,157 495 762 0 0 26,634 zao 502-7001-580.33-98 OtherEquipment 1R,591 TotalPlant 58,914 23,591 28,192 11,538 15,R8 15,795 7,692 3,206 4,936 0 0 1R,591 zai 502J001-58034-42 Trucks 333,502 Labor 101,477 72,734 40,152 17,364 48,159 26,374 11,576 4,499 11,165 0 0 333,502 zaz 502-7001-580.34-98 OtherMachinery/Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0 zas 502J001-58035-55 Street Lights 21,307 Total Plant 7,273 2,913 3,451 1,424 1,942 2,320 950 396 609 0 0 21,307 zsa 502-7001-580.35-56 Poles/Towers/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0 zas 502-7001-580.35-57 Power Line Construction 312,732 Overhead 0 187,639 0 0 25,093 0 0 0 0 0 0 312,732 za5 502-7001-580.35-58 Inactive Underground - NA 0 0 0 0 0 0 0 0 0 0 0 za� 502-7001-580.35-59 Customer Service Lines - NA 0 0 0 0 0 0 0 0 0 0 0 zas 502-7001-580.35-62 UTSystemMasterPlan - NA 0 0 0 0 0 0 0 0 0 0 0 0 za5 502J001-58035-66 Fiber Opti�Install - NA 0 0 0 0 0 0 0 0 0 0 0 z90 502-7001-580.37-01 Software Development 85,230 Total Plant 29,093 11,650 13,922 5,698 9,281 3,798 1,583 2,437 0 0 85,230 zsi Total Capital 1,370,798 252,239 335,418 108, 141,626 223,13 71,727 94,417 12,236 131,551 0 0 1,370,798 zsz Su6tatal Revenue Requirement 10,395,839 2,416,070 1,771,822 S 21 1,174,913 657,542 348,547 111,416 361,420 2,033,680 0 10,395,839 zss Less Other Income z5a Additional Heater - NA 0 0 0 0 0 0 0 0 0 0 0 zss Customer Contribution 319,612 RevReq 74,295 5 30,677 6,077 36,115 20,220 10,715 3,426 11,079 62,536 0 319,612 z55 Investment Income 35,974 RevReq 8,362 6, 3 10 4,065 2,276 1,206 386 1,247 7,039 0 35,974 zs� InfoTechnologyServices - NA 0 0 0 0 0 0 0 0 0 0 z9s Pole Rental 9,000 RevReq 2,092 1,53 64 453 1,011 569 302 96 312 1,761 0 9,000 zs5 VehideWorkOrders - NA 0 0 0 0 0 0 0 0 0 0 0 soo Field Work Orders - NA 0 0 0 0 0 0 0 0 0 0 0 aoi Development Fees - NA 0 0 0 0 0 0 0 0 0 0 0 0 soz Me[erReading - NA 0 0 0 0 0 0 0 0 0 0 0 0 aos Bulldings - NA 0 0 0 0 0 0 0 0 0 0 0 soa Other - NA 0 0 0 0 0 0 0 0 0 0 aos Fiberoptic Lease - NA 0 0 0 0 0 0 0 0 0 0 0 so5 Special Initial Reads - 0 0 0 0 0 0 0 0 0 0 0 30� OutdoorAreaLights 9,552 eq 2, 1,628 917 480 1,079 604 320 102 331 1,869 0 9,552 sos Surge Arrestor 895 erhead 537 0 0 358 0 0 0 0 0 0 895 ao5 Write Off - NA 0 0 0 0 0 0 0 0 0 0 0 0 sio Electric Metering 1,135 ing-Plant 0 0 0 0 0 0 0 0 1,135 0 0 1,135 aii Total Miscellaneous Revenue 376,168 6,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,205 0 376,165 3iz TotalOtherincome 376,168 86,970 64,297 35,910 15,820 42,635 23,669 12,546 4,011 14,104 73,205 0 376,168 ais Forecasted Under-Remvery(per Financial Plan) 535,391 RevReq 124,453 91,240 51,387 26,931 60,502 33,870 17,954 5,739 18,558 104,756 0 535,391 3ia Total O&M Expense without Depr or PP 6,335,146 1,932,250 1,335,031 780,555 336,488 884,259 513,520 224,325 86,560 209,732 35,097 0 6,335,146 sis DebtService 591,300 201,841 80,825 96,587 39,528 53,883 64,391 26,352 10,984 16,909 0 0 591,300 3i5 Total Other Funds 1,995,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,995,043 sv Change in Working Capital 97,552 29,740 20,548 12,014 5,179 13,610 7,904 3,453 1,337 3,228 540 0 97,552 3is CapitalPaidfrom CurrentEarnings 1,370,798 252,239 335,418 108,453 141,626 223,131 71,727 94,417 12,236 131,551 0 0 1,370,798 si9 Less Other Income 376,168 86,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,205 0 376,165 3zo Less Planned Under-Recavery(per Financial Plan) 535,391 124,453 91,240 51,357 26,931 60,502 33,870 17,954 5,739 15,558 104,756 0 535,391 su Total Revenue Requirem� 9,484,280 2,204,647 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,719 0 9,484,280 azz ALLOCATION FACTORS azs DirectAssignmentAllacators 324 0 0 0 0 0 0 0 0 1 0 1 Prepared by NewGen Strategies and Solutions P'a�e7 of 8 Estes Park Power and Communications Schedule 4 Classification of Distribution Costs A B C D E F G H I 1 K L M N O P �ine Test Year I Demand Related � Customer Related � Direct Assignment � No. Accaunt 2022 Allocation Factor �Substatians Overhead-D Underground-D Transfarmers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total � szs Outdoor Lighting Outdoor Ltg 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 0% 100% 3z5 1,932,250 1,335,031 780,555 336,488 884,259 513,520 224,325 86,860 209,732 35,097 0 6,335,146 sn TotalO&M To[al0&M 30% 21% 12% 5% 14% S% 4% 1% 3% 1% 0% 100% 3za 1,932,250 1,335,031 780,555 336,488 884,259 513,520 224,325 86,860 209,732 35,097 0 6,335,146 sz5 O&M W/O Depror PP O&M W/O Depr or PP 30% 21% 12% 5% 14% 8% 4% 1% 3% 1% 0% 100% 33o Total Distribution Excluding Labor 994,530 712,833 393,515 170,177 471,956 258,476 113,451 44,092 109,427 0 0 3,268,487 ssi Labor Labor 30% 22% 12% 5% 14% 8% 3% 1% 3% 0% 0% 100% 33z 4,640,616 2,157,629 3,033,598 590,679 , 38,419 2,022,399 593,786 26,744 281,439 15,OS5,308 sss Net Plant(without lighting) Net Plant 31% 14% 20% 10% 13% 4% 0% 2% 0% 0% 100% 334 8,952,403 8,952,403 sss Substations-Plant Substations-Plant 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% aa5 3,596,906 2, 5,994,844 ss� Overhead Overhead 0% 60% 0% 0% 0% 0% 0% 0% 0% 0% 100% 33a 4,295, 2,865,563 7,163,908 ss9 Underground Underground 0% 0% 0% 0% 40% 0% 0% 0% 0% 0% 100% 3ao 86 1,172,724 2,931,810 sai Transformers-Plant Transformers-Plant 0% 0% 60% 0% 0% 40% 0% 0% 0% 0% 100% aaz 488,522 488,522 sas Services Services 0% 0% 0% 0% 0% 0% 100% 0% 0% 0% 100% 3aa 752,509 752,509 sas Me[ering-Plant Metering-Plan[ 0% 0% 0% 0% 0% 0% 0% 100% 0% 0% 100% 346 1 1 sa� Direct Assign General Fund Transfer DA-GFT 0% 0 0°o 0% 0% 0% 0% 0% 0% 100% 0% 100% 3aa 8,952 3,596,906 8,345 1,759,086 2,397,938 2,565,563 1,172,724 488,522 752,509 1 0 26,314,297 sa9 0 0 0 0 0 0 0 0 (i� o �i� 350 2,403 96,906 ,295,345 1,759,086 2,397,938 2,565,563 1,172,724 488,522 752,509 0 0 26,314,296 ssi Total Plant(without lighting) Total Plant 34% 14% 16% 7% 9% 11% 4% 2% 3% 0% 0% 100% 35z 95,345 7,895,251 sss Overhead/Underground Overhead/Underground 54% 0% 0% 0% 0% 0% 0% 0% 0% 100% 35a 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,719 0 9,484,280 sss Revenue Requirement R 17% 10% 5% 11% 6% 3% 1% 3% 20% 0% 100% as5 63 373 sn OH Miles of Line iles Line 83 0% 0% 0% 17% 0% 0% 0% 0% 0% 0% 100% 35s 158 29 188 ss5 UG Miles of Line iles Line 84% 0% 0% 0% 16% 0% 0% 0% 0% 0% 0% 100% aeo 468 0 0 0 92 0 0 0 0 0 0 561 s5i Total Miles of Line All � e 84% 0% 0% 0% 16% 0% 0% 0% 0% 0% 0% 100% 362 0 0 0 0 0 0 0 0 0 0 0 0 ses NotApplicable NA 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Prepared by NewGen Strategies and Solutions P'a�e$of 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total i Operation and Maintenance Expense z Purchased Power 3 502-6100-520.28-08 Purchased PowerSupply - NA 0 0 a 502-6100-520.28-18 Wind Power - NA 0 0 s 502-6100-520.28-19 Wheeling Chgs-FR Hydro - NA 0 0 e Total Purchased Power - - � TOTALPURCHASEDPOWER - - - s Distributian 9 502-6301-540.11-01 Supervisors - NA 0 0 io 502-6301-540.11-02 RegularStaff - NA 0 0 ii 502-6301-540.11-03 Seasonal5taff - A 0 0 zz 502-6301-540.11-04 Staff Overtime - NA 0 0 za 502-6301-540.11-OS SeasonalOvertime - NA 0 0 za Total Personal Services/Salarie - - - is 502-6301-540.13-01 CeIlPhone - NA 0 0 ie 502-6301-540.13-03 Vehide Allow - NA 0 0 i� Total Additiona pens - - - za 502-6301-540.14-11 nsurance - NA 0 0 i9 502-6301-540.14-12 Life In nce - NA 0 0 zo 502-6301-540.14-14 Empl Assistance - NA 0 0 zi 502-6301-540.14-15 D - NA 0 0 zz 502-6301-540.14-16 nlnsuranc - NA 0 0 z3 502-6301-540.14-17 ASA - NA 0 0 za 502-6301-540.14-18 hone Doc - NA 0 0 zs 502-6301-540.14-21 Ta A-Medicare - NA 0 0 ze 502-6301-540.14-31 Retire ent/ICMA401(A) - NA 0 0 z� 502-6301-540.14-32 Retirement/PERA - NA 0 0 za 502-6301-540.14-41 Workers'Compensation - NA 0 0 z9 502-6301-540.14-90 Pension Benefit Expense - NA 0 0 ao 502-6301-540.14-99 Salary Capital Contra Act - NA 0 0 ai Total Employer Benefits - - - 3z 502-6301-540.21-01 Property - NA 0 0 33 502-6301-540.21-02 Liability - NA 0 0 aa 502-6301-540Z1-50 Unemployment - NA 0 0 as Total Insurance Premiums - - - ae 502-6301-540Z2-02 Engineering - NA 0 0 a� 502-6301-540Z2-13 Contract/Skilled Services - NA 0 0 aa 502-6301-540Z2-14 LabTesting - NA 0 0 a9 502-6301-540Z2-24 GIS - NA 0 0 ao 502-6301-540Z2-26 Insurance Calims - NA 0 0 ai 502-6301-540.22-30 Land Use Fees - NA 0 0 az 502-6301-540.22-98 Other - NA 0 0 Prepared by NewGen Strategies and Solutions Pa��of 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total aa Total Prof.Services/Fees - - - aa 502-6301-540Z4-02 Real Property - NA 0 0 as Total Rentals - - - ae 502-6301-540Z5-01 Maintenance Contracts NA 0 0 a� 502-6301-540.25-02 Buildings NA 0 0 aa 502-6301-540.25-OS Machinery/Tools - NA 0 0 a9 502-6301-540.25-06 Meters NA 0 0 so 502-6301-540.25-07 Transformer NA 0 0 si 502-6301-540Z5-08 Laboratory - NA 0 0 sz 502-6301-540.25-30 Street Lights - NA 0 0 s3 502-6301-540.25-31 Substation - A 0 0 sa 502-6301-540Z5-32 Power Line Maintenance - NA 0 0 ss 502-6301-540Z5-33 Ina�tive Underground Mai - NA 0 0 se 502-6301-540Z5-34 CustomerServiceLines - NA 0 0 s� 502-6301-540Z5-98 Other Equipm t Ma�hinery - NA 0 0 sa Total Repair ance - - - s9 502-6301-540Z6-01 Office Supplies - NA 0 0 eo 502-6301-540Z6-04 Fr i ht/Shipping - NA 0 0 ei 502-6301-540Z6-OS - NA 0 0 ez 502-6301-540Z6-06 Small s - NA 0 0 ea 502-6301-540Z6-07 Small ware - NA 0 0 ea 502-6301-540Z6-19 Tr - NA 0 0 es 502-6301-540Z6-20 rical - NA 0 0 ee 502-6301-540Z6-33 ata Processing Equipment - NA 0 0 e� 502-6301-540Z6-34 rs - NA 0 0 ea 502-6301-540Z6-48 Sh ipment - NA 0 0 e9 502-6301-540Z6-55 Stree ights - NA 0 0 �0 502-6301-540Z6-57 Overhead Lines - NA 0 0 �i Total Materials and Supplies - - - �z 502-6301-540.U-01 Personal Safety Equipment - NA 0 0 �a 502-6301-540.U-03 Vehide Allowance - NA 0 0 �a 502-6301-540.U-04 Education/Training - NA 0 0 �s 502-6301-540.U-06 Employee Recognition - NA 0 0 �e 502-6301-540.U-07 Mileage Reimbursement - NA 0 0 n 502-6301-540.U-21 Employee Recruitment - NA 0 0 �a Total Job Performance Expenses - - - �9 502-6301-540Z9-90 Short/Over Inventory Acct - NA 0 0 so 502-6301-540Z9-95 Depreciation - NA 0 0 si 502-6301-540Z9-97 A�cumulated Pant - NA 0 0 sz Total Other CurrentExpenses - - - s3 TOTAL DISTRIBUTION 0 0 0 Prepared by NewGen Strategies and Solutions Pa��of 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total sa Customer Services Current Expenditures ss 502-6401-550.11-01 Supervisors 71,737 Customer 71,737 71,737 se 502-6401-550.11-02 RegularStaff 146,163 Customer 146,163 146,163 s� 502-6401-550.11-03 Seasonal5taff - Customer 0 0 sa 502-6401-550.11-04 Staff Overtime 13,8 Customer 13,850 13,850 s9 502-6401-550.11-OS SeasonalOvertime Customer 80 80 90 Total Personal Servi�e/Salaries 30 231,530 231,530 ei 502-6401-550.13-01 Cell Phone Customer 419 419 ez 502-6401-550.13-03 Vehide Allowance - Customer 0 0 ea Total Additional Compensation 419 419 419 ea 502-6401-550.14-11 Medicallnsurance 55,635 Customer 55,635 55,635 es 502-6401-550.14-12 Life Insurance 908 Customer 90S 90S ee 502-6401-550.14-14 Employee Assistance Prog 230 Customer 230 230 e� 502-6401-550.14-15 Dentallnsura 3,987 Customer 3,987 3,987 9a 502-6401-550.14-16 Vision Insur 1,027 Customer 1,027 1,027 e9 502-6401-550.14-17 MASA 416 Customer 416 416 ioo 502-6401-550.14-18 Telephone Doc 202 Customer 202 202 ioi 502-6401-550.14-21 Ta es/FICA-Medi 18,870 Customer 15,870 18,870 ioz 502-6401-550.14-31 nt/ICMA - Customer 0 0 ioa 502-6401-550.14-32 Retire t/PERA 31,762 Customer 31,762 31,762 ioa 502-6401-550.14-41 Work ompensati 763 Customer 763 763 ios 502-6401-550.14-90 Pe s - Customer 0 0 ioe 502-6401-550.14-99 y Capita ct - Customer 0 0 io� tal Employer Benefits 113,799 113,799 113,799 ios 502-6401-SSOZ1-02 Li 1,681 Customer 1,681 1,681 io9 502-6401-SSOZ1-50 Une oyment - Customer 0 0 uo Total Insurance Premiums 1,681 1,681 1,681 m 502-6401-SSOZ2-09 InfoTechnologyServices - Customer 0 0 uz 502-6401-SSOZ2-10 BankFees 533 Customer 533 533 ua 502-6401-SSOZ2-13 Contract/Skilled Servi�es - Customer 0 0 ua 502-6401-SSOZ2-26 Insurance Claims - Customer 0 0 us 502-6401-SSOZ2-98 Other 1,233 Customer 1,233 1,233 ue Total Prof.Services/Fees 1,765 1,765 1,765 m 502-6401-SSOZ3-01 Publication Fees - Customer 0 0 us Total Publishing - - - ii9 502-6401-SSOZ4-01 Equipment 1,278 Customer 1,275 1,275 izo 502-6401-550.24-03 Lease 4,800 Customer 4,800 4,800 iu Total Rentals 6,078 6,075 6,075 izz 502-6401-SSOZS-01 Maintenance Contracts 8,789 Customer 8,789 8,789 iz3 502-6401-550.25-03 Furniture/Fixtures - Customer 0 0 Prepared by NewGen Strategies and Solutions Pa��3'of 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total iza 502-6401-550.25-98 Other Equipment/Ma�hinery 533 Customer 533 533 izs Total Repair and Maintenance 9,322 9,322 9,322 ize 502-6401-SSOZ6-01 Office Supplies 3,729 Customer 3,729 3,729 m 502-6401-SSOZ6-02 Postage 42,517 Customer 42,517 42,517 izs 502-6401-SSOZ6-03 Printing Forms 27,8 Customer 27,840 27,840 iz9 502-6401-SSOZ6-04 Freight/Shipping Customer 799 799 iao 502-6401-SSOZ6-1J Catering/Spec Circumstanc 99 Customer 799 799 iai 502-6401-SSOZ6-23 Furniture/Fixtures Customer 2,131 2,131 iaz 502-6401-SSOZ6-32 Data Processing Software 3, Customer 3,015 3,015 iaa 502-6401-SSOZ6-33 Data Processing Equipment 2,131 Customer 2,131 2,131 iaa 502-6401-SSOZ6-42 Office Equipment 799 ustomer 799 799 ias 502-6401-SSOZ6-46 Communi�ation Equipment - omer 0 0 iae Total Materials and Sup � 53,763 83,763 83,763 ia� 502-6401-SSO.U-04 Education/Training 13,317 Customer 13,317 13,317 ias 502-6401-SSO.U-OS Member Due bscriptions 533 Customer 533 533 ia9 502-6401-SSO.U-06 Employee R 266 Customer 266 266 iao 502-6401-SSO.U-07 Mileage Reim em 160 Customer 160 160 iai 502-6401-SSO.U-21 Employee Recr ent - Customer 0 0 iaz To alJob Perfor e nses 14,276 14,276 14,276 iaa 502-6401-SSOZ9-07 Uncol IeAc�ou 15,951 Customer 15,981 15,981 iaa 502-6401-550.29-25 Prom - Customer 0 0 ias 502-6401-SSOZ9-31 U - Customer 0 0 ia6 Other penses 15,951 15,981 15,981 ia� Current Expenditures 478,914 475,914 475,914 Admi tration/General ias 502-6501-560.11-01 Supervisors 18,184 Customer 15,184 18,184 ia9 502-6501-560.11-02 RegularStaff 45,366 Customer 45,366 45,366 iso 502-6501-560.11-03 Seasonal5taff - Customer 0 0 isi 502-6501-560.11-04 Staff Overtime 2,813 Customer 2,813 2,813 isz Total Personal Service/Salaries 66,363 66,363 66,363 is3 502-6501-560.13-01 Cell Phone 308 Customer 30S 30S isa 502-6501-560.13-03 Vehide Allowance - Customer 0 0 iss Total Additional Compensation 308 30S 30S ise 502-6501-560.14-11 Medicallnsurance 8,642 Customer 8,642 8,642 is� 502-6501-560.14-12 Life Insurance 192 Customer 192 192 iss 502-6501-560.14-14 Employee Assistance Prog 49 Customer 49 49 is9 502-6501-560.14-15 Dentallnsurance 807 Customer 807 807 ieo 502-6501-560.14-16 Visionlnsurance 226 Customer 226 226 iei 502-6501-560.14-17 MASA 88 Customer 8S 8S iez 502-6501-560.14-18 Telephone Doc 43 Customer 43 43 iea 502-6501-560.14-21 Taxes/FICA-Medicare 5,402 Customer 5,402 5,402 Prepared by NewGen Strategies and Solutions Pa��of 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total iea 502-6501-560.14-31 Retirement/ICMA401(A) 651 Customer 651 651 ies 502-6501-560.14-32 Retirement/PERA 8,297 Customer 8,297 8,297 iee 502-6501-560.14-35 Retirement/F.P.P.A - Customer 0 0 ie� 502-6501-560.14-41 Workers'Compensation 346 Customer 346 346 ies 502-6501-560.14-90 Pension Benefit Expense - Customer 0 0 ie9 502-6501-560.14-99 Salary Capital Contra Act Customer 0 0 i�o Total Employer Benefits 24,742 24,742 vi 502-6501-560Z1-01 Property - Customer 0 0 i�z 502-6501-560.21-02 Liability Customer 0 0 va Total Insurance Premiums - - - i�a 502-6501-560.22-01 Auditing 904 omer 904 904 vs 502-6501-560Z2-02 Engineering - Customer 0 0 ve 502-6501-560Z2-06 Medical 239 Customer 239 239 in 502-6501-560Z2-07 Recording Fees - Customer 0 0 vs 502-6501-560Z2-08 Legal - Customer 0 0 v9 502-6501-560Z2-09 InfoTechno 13,729 Customer 13,729 13,729 iso 502-6501-560.22-10 BankFees 292 Customer 292 292 iai 502-6501-560Z2-24 GIS - Customer 0 0 iaz 502-6501-560Z2-33 Data Processing - Customer 0 0 isa 502-6501-560Z2-89 ancial St - Customer 0 0 isa 502-6501-560.22-98 Other - Customer 0 0 ias Total .Services/F 15,164 15,164 15,164 iae 502-6501-560Z3-01 cation e 7S8 Customer 78S 78S is� tal Publishing 7S8 78S 78S ias 502-6501-560Z4-01 E nt - Customer 0 0 is9 502-6501-560Z4-02 Real perty - Customer 0 0 i90 502-6501-560Z4-03 Lease - Customer 0 0 i9i Total Rentals - - - i9z 502-6501-560Z5-01 Maintenance Contracts - Customer 0 0 i9a 502-6501-560Z5-02 Buildings - Customer 0 0 i9a 502-6501-560Z5-03 Furniture/Fixtures - Customer 0 0 i9s 502-6501-560Z5-04 Vehcile Equipment 5,626 Customer 5,626 5,626 i9e 502-6501-560Z5-OS Machinery/Tools - Customer 0 0 i9� 502-6501-560Z5-09 Vehide Repairs-Fleet Shp 14,627 Customer 14,627 14,627 i9s 502-6501-560Z5-44 Future Vehicle Purchase - Customer 0 0 i99 502-6501-560Z5-98 Other Equipment/Ma�hinery - Customer 0 0 zoo Total Repair and Maintenance 20,252 20,252 20,252 zoi 502-6501-560.26-01 Office Supplies 2,250 Customer 2,250 2,250 zoz 502-6501-560.26-02 Postage 900 Customer 900 900 zoa 502-6501-560Z6-03 Printing Forms 113 Customer 113 113 zoa 502-6501-560Z6-06 Small Tools 56 Customer 56 56 zos 502-6501-560.26-13 Medical 281 Customer 281 281 Prepared by NewGen Strategies and Solutions Pa��of 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total me 502-6501-560Z6-14 Laboratory - Customer 0 0 zo� 502-6501-560.26-15 Exhibit/Display 138,499 Customer 135,499 135,499 ms 502-6501-560Z6-17 Catering/Spec Circumstanc 450 Customer 450 450 zo9 502-6501-560Z6-23 Furniture/Fixtures 563 Customer 563 563 uo 502-6501-560Z6-25 Energy Efficien�y 11,251 Customer 11,251 11,251 ui 502-6501-560Z6-32 Data Processing Software 2,2 Customer 2,250 2,250 uz 502-6501-560Z6-33 Data Processing Equipment Customer 1,125 1,125 ua 502-6501-560Z6-39 Fuel&Oil 26 Customer 5,626 5,626 ua 502-6501-560Z6-42 Office Equipment Customer 33S 33S us 502-6501-560Z6-43 Heavy Equipment Customer 225 225 ue 502-6501-560Z6-46 Communi�ation Equipment 2,250 Customer 2,250 2,250 m Total Materials and Supplies 166,177 166,177 166,177 us 502-6501-560.U-02 Uniform Allowance 225 Customer 225 225 u9 502-6501-560.U-03 Vehide Allowance - Customer 0 0 zzo 502-6501-560.27-04 Education/Training 1,350 Customer 1,350 1,350 zu 502-6501-560.U-OS Member Due bscriptions 1,463 Customer 1,463 1,463 zzz 502-6501-560.27-06 Employee R 394 Customer 394 394 zz3 502-6501-560.27-07 Mileage Reim em 56 Customer 56 56 zza 502-6501-560.27-10 Meal Reimburs nt-Em 225 Customer 225 225 zzs 502-6501-560.U-21 E loyee Recrui - Customer 0 0 zz6 Perform xpenses 3,713 3,713 3,713 zz� 502-6501-560.28-01 Telep 900 Customer 900 900 zzs 502-6501-560.28-02 Na 1,013 Customer 1,013 1,013 zz9 502-6501-560Z8-03 rical Ener 5,963 Customer 5,963 5,963 zao 502-6501-560Z8-04 ater 506 Customer 506 506 zai 502-6501-560Z8-OS r 169 Customer 169 169 zaz 502-6501-560Z8-06 Tr 'posal 1,463 Customer 1,463 1,463 z33 Total ility Expenditures 10,014 10,014 10,014 zaa 502-6501-560Z9-06 Interest on Deposits 1,278 Customer 1,275 1,275 z3s 502-6501-560.29-08 Payment In Lieu Of Taxes 391 Customer 391 391 zas 502-6501-560Z9-09 PUC Gross Receipt Taxes 629 Customer 629 629 za� 502-6501-560Z9-10 Franchise Fees 10,934 Customer 10,934 10,934 zas 502-6501-56091-28 Housing - Customer 0 0 za9 Total Other CurrentExpenses 13,233 13,233 13,233 zao Total Administration/General 320,754 320,754 320,754 zai TOTALCUSTOMER SERVICE 799,668 799,665 799,665 zaz Total O&M Expense without Depr.Exp. 799,668 799,668 799,668 zas Total O&M Expense Excluding Purchased Power&D 799,668 799,668 799,668 zaa DebtSeroice: zas 502-6700-470.22-10 Bank Fees - Customer 0 0 Prepared by NewGen Strategies and Solutions Pa��of 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total zae 502-6700-470Z9-67 Amort Exp/Bond Issue Cost - Customer 0 0 za� 502-6700-470A1-01 Principal on Bonds - Customer 0 0 zas 502-6700-470A1-02 Interest on Bonds - Customer 0 0 za9 502-6700-470A1-OS Principal/Capital Lease - Customer 0 0 zso 502-6700-470A1-06 Interest/Capital Lease - Customer 0 0 zsi Total Debt Service 0 0 zsz OtherFunds zs3 502-6600-491.90-01 General Customer 0 0 zsa 502-6600-491.90-04 Community Reinvestment Customer 0 0 zss 502-6600-491.90-06 Medicallnsurance - Customer 0 0 zse 502-6600-491.90-07 Museum - ustomer 0 0 zs� 502-6600-491.90-29 Fire Servi�e Fund - omer 0 0 zss 502-6600-491.90-35 Vehide Replacement - Customer 0 0 zs9 502-6600-49192-31 Urban Renewal Authority - Customer 0 0 z6o Total Other Funds 0 0 0 zei Change in Working Capital 12,308 Customer 12,305 12,305 zez Capital Paid from Current Earnings zea 502-7001-58032-22 Bdlding Remode - Customer 0 0 zea 502-7001-58033-30 uipmen - Customer 0 0 zes 502-7001-58033-31 Furnit Fixtures - Customer 0 0 zes 502-7001-58033-32 Office ipment - Customer 0 0 ze� 502-7001-58033-33 Da nt - Customer 0 0 zes 502-7001-58033-34 rs - Customer 0 0 ze9 502-7001-58033-35 ansformers - Customer 0 0 z�o 502-7001-580.33-36 unication Equipment 18,002 Customer 15,002 18,002 z�i 502-7001-580.33-37 La ry Equipment - Customer 0 0 nz 502-7001-58033-38 Shop uipment - Customer 0 0 na 502-7001-58033-39 Stores Equipment - Customer 0 0 z�a 502-7001-580.33-41 Tools - Customer 0 0 z�s 502-7001-580.33-98 Other Equipment - Customer 0 0 ne 502-7001-58034-42 Trucks 39,380 Customer 39,380 39,380 n� 502-7001-58034-98 Other Machinery/Equipment - Customer 0 0 ns 502-7001-58035-55 Street Lights - Customer 0 0 n9 502-7001-58035-56 Poles/Towers/Fixtures - Customer 0 0 zao 502-7001-58035-57 Power Line Construction - Customer 0 0 zai 502-7001-580.35-58 Ina�tive Underground - Customer 0 0 zaz 502-7001-580.35-59 CustomerServiceLines 319,612 Customer 319,612 319,612 za3 502-7001-580.35-62 UT System Master Plan - Customer 0 0 zsa 502-7001-58035-66 Fiber Optic Install - Customer 0 0 zas 502-7001-580.37-01 Software Development - Customer 0 0 zae Total Capital 376,994 376,994 376,994 za� Subtotal Revenue Requirement 1,188,970 1,188,970 1,188,970 zas Less Other Incame Prepared by NewGen Strategies and Solutions Pa��Yof 8 Estes Park Power and Communications Schedule 5 Classification of Customer Costs A B C D E F Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total za9 Additional Heater 656 Customer 656 656 z90 Customer Contribution - Customer 0 0 z9i Investment Income 2,580 Customer 2,580 2,580 z9z InfoTechnologyServices - Customer 0 0 z9a Pole Rental - Customer 0 0 z9a VehideWorkOrders Customer 0 0 z9s Field Work Orders 40 Customer 400,000 400,000 z9e Development Fees - Customer 0 0 z9� Meter Reading Customer 40,000 40,000 z9s Buildings Customer 0 0 z99 Other 50,000 Customer 50,000 50,000 aoo Fiberoptic Lease - ustomer 0 0 3oi Spe�ial Initial Reads 13,000 omer 13,000 13,000 aoz OutdoorAreaLights - Customer 0 0 aoa Surge Arrestor - Customer 0 0 aoa WriteOff 2,608 Customer 2,605 2,605 aos Electric Meter - Customer 0 0 aos Total Miscellaneous Revenue 508,844 SOS,S44 SOS,844 am Total Other Income 508,844 SOS,844 508,844 aos Forecasted Under-Recovery(per Financial Plan) - Customer 0 0 ao9 Total O&M Expense without Depr or PP 799,668 799,665 799,665 aio Debt Service 0 0 0 an Total Other Funds 0 0 0 aiz Change in Working Capital 12,308 12,305 12,308 aia Capital Paid from Current E 376,994 376,994 376,994 aia Less Otherincome 508,844 SOS,844 508,844 ais Less Planned Under- ry(per Financial P 0 0 0 aie Total Revenue Require 680,126 680,126 680,126 av ALLOCATION FACTORS ais Allocators 319 1 1 am Customer Customer 100% 100% 321 � � azz Not Appli�able NA 0% 0% Prepared by NewGen Strategies and Solutions Pa��8'of 8 Estes Park Power and Communications Schedule 6 Cost of Service by Customer Class A B C D E F G H I 1 K L M Small Commercial Large RMNP �ine Small Energy Time- Large Commercial Municipal Administrative RMNP Small RMNP Large No. Description Total Allocation Factor Residential Commercial of-Day Commercial Time-of-Day Rate Housing Administrative Administrative 7otal � Production z Customer 509,556 No.Customers W/O RMNP 349,109 100,931 1,226 48,299 433 9,559 0 0 0 509,556 3 Energy Summer(En) 1,360,770 NEFL @ Trans-PR Summer 522,735 344,569 6,421 445 769 3,401 37,874 0 0 0 1,360,770 a Energy Non-Summer(En) 3,217,708 NEFL @ Trans-PR Winter 1,564,232 703,545 18,188 8 1,594 83,141 0 0 0 3,217,708 s Renewable Tariff 7 Adder 0 NEFL @ Trans 0 0 0 0 0 0 0 0 0 0 5 RenewablelntermittentAdder 385,609 NEFL @ Trans 175,769 88,274 2,07 08,880 421 10,192 0 0 0 385,609 � Demand Summer(D) 432,250 Summer PR CP Platte River 210,336 100,864 1 95 823 10,055 0 0 0 432,250 s Demand NomSummer(D) 715,416 Winter PR CP Platte River 385,877 145,191 8 1 312 16,557 0 0 0 715,416 9 Demand Transmission 1,519,087 Transmission with Ratchet 771,107 324,602 7,009 378, 1,534 36,608 0 0 0 1,519,087 10 DA RMNP 0 NA 0 0 0 0 0 0 0 0 0 n SubtotalPRPA 8,140,396 3,979,163 1,807 39,45 2,101,301 ,517 203,986 0 0 0 8,140,396 iz PILOT,Franchise Fees and Other 127,415 PRPA Bill 62,283 28,29 617 32,890 133 3,193 0 0 0 127,415 is Total Production 8,267,811 4,041 6 1,836,276 ,069 2,134,191 8,650 207,179 - - - 8,267,811 ia Check TRUE �5 Distribution ie Demand Related v Substations 2,204,647 9 NCP W/RMNP 1,119,76 ,436 0,020 537,634 2,419 53,022 237 4,537 11,579 2,204,647 is Overhead 1,616,286 9 NCP W/RMNP 820,928 41,223 7,346 394,154 1,773 38,872 174 3,326 8,489 1,616,286 i9 Underground 910,311 9 NCP W/RMN 62,356 92,181 4,137 221,992 999 21,893 98 1,873 4,781 910,311 zo Transformers 477,070 Sum of Max Deman RMNP 316,610 6,551 1,403 61,693 353 8,276 55 800 1,329 477,070 Zi Subtotal-Distribution-Demand Related 5,208,314 1, 5,391 22,907 1,215,471 5,544 122,064 564 10,537 26,179 5,208,314 zz Customer Related 23 Overhead 1,071,774 No.Cus rs W/R 732,309 211,718 2,571 101,315 907 20,051 363 1,996 544 1,071,774 za Underground 600,002 N MNP 409,962 118,524 1,439 56,718 508 11,225 203 1,117 305 600,002 u Transformers 318,047 ustomers G 217,311 62,827 763 30,065 269 5,950 108 592 162 318,047 z5 Services 101,667 0.Customers W/ 69,466 20,083 244 9,611 86 1,902 34 189 52 101,667 2� Metering 328,758 .Customers W/R 224,630 64,943 789 31,077 278 6,151 111 612 167 328,758 zs Subtotal-Distribution-Customer Related 2,420,247 1,653,678 478,094 5,805 228,786 2,049 45,279 820 4,507 1,229 2,420,247 z9 Direct Assignment ao General Fund Transfer 1,855,719 T 463,930 922,522 11,201 441,461 3,953 0 1,581 8,697 2,372 1,855,719 31 0 0 0 0 0 0 0 0 0 0 0 az Subtotal-Distribution-Direct Assignment 1,855,719 463,930 922,522 11,201 441,461 3,953 0 1,581 8,697 2,372 1,855,719 aa Total Distribution 9,484,280 4,837,266 2,486,007 39,913 1,885,719 11,546 167,343 2,964 23,742 29,781 9,484,280 3a Check TRUE ss Customer 35 Customer 680,126 No.Customers W/RMNP 464,708 134,352 1,631 64,292 576 12,724 230 1,267 345 680,126 a� TotalCustomer 680,126 464,708 134,352 1,631 64,292 576 12,724 230 1,267 345 680,126 3s Check TRUE 39 Total Cost of Service 18,432,217 9,343,420 4,456,635 81,613 4,084,202 20,772 387,246 3,195 25,009 30,126 18,432,217 ai COS($/kWh) $0.1622 $0.1540 $0.1201 $0.1144 $0.1506 $0.1159 $03461 $0.0929 $0.0430 $0.1458 az Load Factor 17.8% 32.7% 47.4% 56.6% 38.2% 39.5% 25.9Y Prepared by NewGen Strategies and Solutions P�Yof 3 Estes Park Power and Communications Schedule 6 Cost of Service by Customer Class A B C D E F G H I 1 K L M Small Commercial Large RMNP �ine Small Energy Time- Large Commercial Municipal Administrative RMNP Small RMNP Large No. Description Total Allocation Factor Residential Commercial of-Day Commercial Time-of-Day Rate Housing Administrative Administrative 7otal aa ALLOCATION FACTORS aa FundamentalAllocators-lurisdictional as 14,411 5,867 120 ,275 70 687 0 0 0 28,431 a5 Demand(1 CP)Estes Park 1 CP Estes Park 51% 21% 0% 26% 0% 2% 0% 0% 0% 100% a� 40,757 14,546 624 22 1,807 0 0 0 73,078 as Demand(3 CP)Estes Park 3 CP Estes Park 56% 20% % 0% 2% 0% 0% 0% 100% a9 52,072 19,443 429 20, 29 2,276 0 0 0 95,125 so Demand(4 CP)Estes Park 4 CP Estes Park 55% 20% 0% 22°o 0% 2% 0% 0% 0% 100% si 69,868 30, 65 33,549 70 3,401 0 0 0 137,607 sz Demand(6 CP)Estes Park 6 CP Estes Park 51% / 24% 0% 2% 0% 0% 0% 100% s3 124,605 5 , 6 61,054 235 5,915 0 0 0 245,460 sa Demand(12 CP)Estes Park 12 CP Estes Park 51% 21 0% 25% 0% 2% 0% 0% 0% 100% ss 13, 73 4,871 124 5,585 48 578 0 0 0 24,679 55 Demand(1 CP)Platte River 1 CP Platte River 20% % 23% 0% 2% 0% 0% 0% 100% s� 39 13,567 20 1,523 0 0 0 68,110 ss Demand(3 CP)Platte River 3 CP Platte River % 20% 0% 2% 0% 0% 0% 100% s9 51,01 8 365 18,889 27 2,101 0 0 0 89,485 5o Demand(4 CP)Platte River 4 CP Platte River 57° 19% 0% 21% 0% 2% 0% 0% 0% 100% 6i 72,367 25,093 571 27,631 40 2,893 0 0 0 128,595 5z Demand(6 CP)Platte River 6 CP Platte Ri 56% 20% 0% 21% 0% 2% 0% 0% 0% 100% 63 780 ,663 911 53,117 196 5,212 0 0 0 224,880 5a Demand(12 CP)Platte River 12 CP Platte 21% 0% 24% 0% 2% 0% 0% 0% 100% 6s 32,409 15,542 212 16,763 127 1,549 0 0 0 66,602 66 Summer PR CP Platte River Sum tte Ri 49% 23% 0% 25% 0% 2% 0% 0% 0% 100% 6� 85,371 32,122 699 36,354 69 3,663 0 0 0 158,278 5s Winter PR CP Platte River nter PR CP Plat r 54% 20% 0% 23% 0% 2% 0% 0% 0% 100% 69 Tranmission Cost Before Ratchet 12 CP Estes Park 743,892 313,522 6,782 364,491 1,401 35,311 - - - 1,465,398 Additional Trasnmission Cost associated with �o Ratchet P Estes Park 27,214 11,080 227 13,738 133 1,297 - - - 53,689 �i Total Transmission Cost 771,107 324,602 7,009 378,229 1,534 36,608 - - - 1,519,087 �2 Transmission Transmi tchet 51% 21% 0% 25% 0% 2% 0% 0% 0% 100% 73 16,813 6,953 185 8,376 96 885 7 72 181 33,567 �a Demand(1 NCP)with RMNP 1 NCP W/RMNP 50% 21% 1% 25% 0% 3% 0% 0% 1% 100% 75 62,013 25,816 605 30,250 219 3,103 20 262 686 122,974 �5 Demand(4 NCP)with RMNP 4 NCP W/RMNP 50% 21% 0% 25% 0% 3% 0% 0% 1% 100% n 90,389 37,253 844 43,447 250 4,368 26 370 979 177,926 �s Demand(6 NCP)with RMNP 6 NCP W/RMNP 51% 21% 0% 24% 0% 2% 0% 0% 1% 100% 75 129,362 53,770 1,158 62,111 279 6,125 27 524 1,338 254,695 eo Demand(9 NCP)with RMNP 9 NCP W/RMNP 51% 21% 0% 24% 0% 2% 0% 0% 1% 100% a1 159,885 68,692 1,369 78,348 305 7,663 27 635 1,558 318,482 s2 Demand(12NCP)with RMNP 12 NCP W/RMNP 50% 22% 0% 25% 0% 2% 0% 0% 0% 100% a3 443,504 121,240 1,965 86,418 494 11,594 77 1,121 1,862 668,274 ea Sum of Max Demands with RMNP Sum of Max Demands W/RMNP 66% 18% 0% 13% 0% 2% 0% 0% 0% 100% as 57,610,664 28,933,187 679,330 35,687,102 137,894 3,340,617 0 0 0 126,388,795 s5 kWh Sold @ Meter kWh @ Meter 46% 23% 1% 28% 0% 3% 0% 0% 0% 100% Prepared by NewGen Strategies and Solutions P��of 3 Estes Park Power and Communications Schedule 6 Cost of Service by Customer Class A B C D E F G H I 1 K L M Small Commercial Large RMNP �ine Small Energy Time- Large Commercial Municipal Administrative RMNP Small RMNP Large No. Description Total Allocation Factor Residential Commercial of-Day Commercial Time-of-Day Rate Housing Administrative Administrative 7otal e� 60,351,830 30,309,853 711,653 37,385,125 144,455 3,499,567 0 0 0 132,402,483 as NEFL(TransmissionService) NEFL@Trans 46% 23% 1% 28% 0% 3% 0% 0% 0% 100% s9 15,116,679 9,964,416 185,685 12,890,958 98,349 1,095,265 0 0 0 39,351,352 eo NEFL(Transmission Service)PR Summer NEFL @ Trans-PR Summer 38% 25% 0% % 0% 3% 0% 0% 0% 100% si 45,235,151 20,345,438 525,968 ,167 46,106 2,404,301 0 0 0 93,051,131 ez NEFL(TransmissionService�PRWinter NEFL@Trans-PRWinter 49% 22% 1% 26% 0% 3% 0% 0% 0% 100% s3 number of customer months 97,828 28,283 353 12 893 48 267 73 129,101 ea Weighting 1.0 1.0 10.0 3.0 1.0 1.0 1.0 ss Weighted Customer Months 97,828 28,283 343 13, 121 2,679 48 267 73 143,177 Weighted Number of Customer Months(Meter 96 Based)with RMNP No.Customers W/RMNP 68% 0% 9% 0% 2% 0% 0% 0% 100% 57 97,828 13,535 121 2,679 0 0 0 142,789 Weighted Number of Customer Months(Meter es Based)without RMNP No.Customers W/O RMNP 69% 2 0% 9% 0% 2% 0% 0% 0% 100% 99 0 0 0 0 0 0 0 0 0 1 ioo GeneralFund Transfer GFT 50% 1% 24% 0% 0% 0% 0% 0% 100% ioi 0 0 0 0 9,232 269,060 700,510 978,802 ioz Rocky Mountain National Park Direct Assignment RMNP DA / 0% 0% 0% 1% 27% 72% 100% 103 0 0 0 0 1 0 0 0 1 ioa Muncipal Municipal 0 0% 0% 0% 0% 100% 0% 0% 0% 100% ios 979,163 807,977 39,451 2,101,301 8,517 203,986 0 0 0 8,140,396 105 PRPA Bill PRPA Bill 49% 22% 0% 26% 0% 3% 0% 0% 0% 100% io� 0 0 0 0 0 0 0 1 0 1 ioa NotApplicable NA 0% 0% 0% 0% 0% 0% 0% 0% 0% Prepared by NewGen Strategies and Solutions P��of 3 Estes Park Power and Communications Schedule 7 Revenue Summary by Customer Class A B C D E F G H I J K L M 2019 Rates C06 Irxrease over 2019 Rates N 2022 TY 2022 Nbdified TY 2071 Pctual Ina�ease versus Target Proposecl N 2022 Ina�ease from 2019 to 2022 Line No. Gass N 2022 Units Revenue($) Differerx:e($) Differerroe(%) Target Increase Target Increase Pc�ual I ncrease Differerioe($) Differerx:e(%) Reve�iue($) Differerx:e($) Differerroe(%) 1 R2Sid2ntiel $ 7,501,239 $ 8,114,870 $ 613,632 8.18% $ 613,632 $ 525,939 $ 525,939 $ 0 0.00% $ 8,027,177 $ 525,939 7.01% 2 Residential Derr�arxJ 568,569 460,850 (107,719) (18.95%) (107,719) 0 0 0.00% 568,569 0 0.00% 3 Residential Er�ergyTim�df-Day 630,458 719,554 89,096 14.13% 89,096 76,364 (0) 0.00% 706,822 76,364 12.11% 4 ResidentialBiergyBasicTime-of-Day 49,164 48,145 (1,019) (2.07%) (1,019) 0 0 0 0.00% 49,164 0 0.00% 5 Srrgll Cam�erciial 4,347,393 4,456,635 109,242 2.51% 109,242 93,630 0 0.00% 4,441,023 93,630 2.15% 6 Srrt711 Corrrn�'dal Er�'gyTirr�-of-Qay 85,069 81,613 (3,456) (4.06%) (3,456) (0) 0.00% 85,069 (0) (0.00%) 7 LargeCorrir�'cial 3,695,196 4,084,202 389,006 10.53% 389,006 333,414 (0) 0.00% 4,028,609 333,414 9.02% 8 LargeCorm�eraalTme-of-Day 18,327 20,772 2,445 13.34% 2,445 ,096 2,096 0 0.00% 20,423 2,096 11.44% 9 Muniapal 442,979 387,246 (55,733) (12.58%) (55,733) 0 (0) (0) 0.00% 442,979 (0) (0.00%) 10 R�MPPdrrinistrativeFbusing 1,738 3,195 1,457 83.87% 1,457 0 0 0.00% 1,738 0 0.00% 11 RNNPSrrraIlPrJrrinistrative 21,154 25,009 3,855 1822% 3, 0 0 0.00% 21,154 0 0.00% 12 RnMPLargePdrrinistrative 39,490 30,126 (9,364) (2:3.71%) ( , 0 0 0.00% 39,490 0 0.00% 13 Total $ 17,400,775 $ 18,432,217 $ 1,031,442 5.93% $ 1,031,44 , 1,031,442 $ 0 0.00% $ 18,432,217 $ 1,031,442 5.93% Prepared by NewGen Strategies and Solutions Pag��f 1 Estes Park Power and Communications Schedule 8 Proposed Rate Schedules A B C D E F G H Proposed Rate 2022 2019 2020 2021 2022 Line No. Class Component Units C Rate Rate Rate Rate 1 Residential 2 (:ustorrier Charge 9'i/Bill 2 . 22.70 23.47 24.23 25.00 3 Fr�er'gy(;harge $/kV�h 0.1188 0.1095 0.1119 0.1144 0.1168 4 Wholesale Power Cast Adj�rrt Charge $/ 0.0028 0.0035 0.0000 0.0014 0.0028 5 6 Average Rate 9'i/MNh 0.1695 0.1565 0.1602 0.1639 0.1676 7 8 Residential Demand 9 Custorner'Charge 27.46 26.10 26.90 27.70 28.50 10 Fr�ergy Charge Surrrr�er 0.1126 0.1095 0.1119 0.1144 0.1168 11 Er�ergy(;harge Wirrter 0.0365 0.0654 0.0645 0.0636 0.0627 12 Derr�and Charge kW 12.53 13.60 13.60 13.60 13.60 13 Wholesale Powe�- ge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 14 15 Aver�e Rate $/kV�h 0.1105 0.1355 0.1358 0.1360 0.1363 16 17 Residential Energy Time-of-Day 18 (:ustorrier Charge 9'i/Bill 27.76 26.10 26.90 27.70 28.50 19 Fr�er'gy(;harge Or}Peak $/kV�h 0.1689 0.1520 0.1566 0.1612 0.1658 20 Er�ergy Charge Off-Peak $/MNh 0.0928 0.0760 0.0806 0.0852 0.0898 21 Wholesale Pov�-Cost Adjustirierrt Charge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 22 23 Aver�e Rate $/kV�h 0.1384 0.1209 0.1259 0.1309 0.1359 24 Prepared by NewGen Strategies and Solutions Page 1�91F 3 Estes Park Power and Communications Schedule 8 Proposed Rate Schedules A B C D E F G H Proposed Rate 2022 2019 2020 2021 2022 Line No. Class Component Units C Rate Rate Rate Rate 25 Residential Energy Basic Time-of-Day 26 (:ustorrier Charge 9'i/Bill 2 . 26.10 26.90 27.70 28.50 27 Energy(;harge Sumrr�er' $/kV�h 0.1166 0.1095 0.1119 0.1144 0.1168 28 Er�ergy Charge OrrPeak $/ 0.1689 0.1345 0.1470 0.1595 0.1719 29 Er�ergy(;harge Off-Peak $/ 0.0928 0.1077 0.1038 0.0998 0.0959 30 Wholesale Power Cast Adj�rrt Charge $/MNh 0.0028 0.0035 0.0000 0.0014 0.0028 31 32 Average Rate 0.1365 0.1389 0.1391 0.1392 0.1394 33 34 Small Commercial 35 Custorner'Charge 25.22 33.37 33.25 33.12 33.00 36 Fr�ergy Charge MNh 0.1266 0.1140 0.1154 0.1169 0.1183 37 Wholesale Powe�- ge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 38 39 Aver�e Rate $/kV�h 0.1540 0.1504 0.1515 0.1525 0.1535 40 41 Small Commercial Energy Time-o 42 (:ustorrier Charge 9'i/Bill 25.22 36.77 36.51 36.26 36.00 43 Fr�er'gy(;harge Or}Peak $/kV�h 0.1353 0.1615 0.1526 0.1438 0.1349 44 Er�ergy Charge Off-Peak $/MNh 0.0876 0.0708 0.0763 0.0818 0.0872 45 Wholesale Pov�-Cost Adjustmerrt Charge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 46 47 Aver�e Rate $/kV�h 0.1201 0.1248 0.1249 0.1251 0.1252 48 Prepared by NewGen Strategies and Solutions Page�F 3 Estes Park Power and Communications Schedule 8 Proposed Rate Schedules A B C D E F G H Proposed Rate 2022 2019 2020 2021 2022 Line No. Class Component Units C Rate Rate Rate Rate 49 Large Commercial 50 (:ustorrier Charge 9'i/Bill 25 . 45.23 45.49 45.74 46.00 51 Er�ergy(�iarge $/kV�h 0.054 0.0625 0.0633 0.0640 0.0648 52 Derrrand Charge $/ 19.55 14.80 15.87 16.93 18.00 53 Wholesale Pov�-Cost Adjustmerrt Charge $/ 0.0028 0.0035 0.0000 0.0014 0.0028 54 55 Aver�e Rate 0.1144 0.1036 0.1067 0.1098 0.1129 56 57 Large Commercial Time-of-Day 58 Custorrier Charge 'II 252.23 53.18 53.79 54.39 55.00 59 Energy(�iarge OrrPeak 0.0774 0.0820 0.0848 0.0876 0.0904 60 Er�ergy Charge Off-Peak MNh 0.0365 0.0445 0.0461 0.0478 0.0495 61 Dertiand Char'ge $/kW 19.49 17.45 18.30 19.15 20.00 62 Wholesale ast Adj $/MNh 0.0028 0.0035 0.0000 0.0014 0.0028 63 64 Average Rate 9'i/MNh 0.1506 0.1331 0.1381 0.1431 0.1481 65 66 Municipal 67 Custorner'Charge $/Bill 75.67 0.00 9.00 18.00 27.00 68 Er�ergy Charge $/MNh 0.0929 0.1171 0.1149 0.1128 0.1106 69 Wholesale Pov�-Cost Adjustrnerrt Charge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028 70 71 Aver�e Rate $/kV�h 0.1159 0.1327 0.1327 0.1326 0.1326 Prepared by NewGen Strategies and Solutions Page��F 3 3/6/2020 � �, ,;' �r�:�_- � �' ''�_ �.- �; , „N��s � , _.�� - � � � .. , .� �k1 � .� i' - 1 1 1 � ' • • • � ' � � • • • • � • � � � � � • � �l. �&Salutinns EStES pARIC C O LO RA�O E(ONOMI(S SiRAiEGY SiACEHOi�ERi S�SihINA6�LIiY nxn�i _ �:',li•�i��.•ii�- 1 Average Ir�crease Residential Monthly Bill O�erall 3-Year Increase Manthly � Annual kWh�Ma 2019 20Z2 $ % $ % 40a $ fi7.90 $ 72.83 $ 4.94 7.3°/0 $ 7..65 2.4°/a 500 $ 79.20 $ $4.79 $ 5.6a 7.1°/0 $ 1.87 2.3% 60d $ 9D.49 $ 95.75 $ 6.25 6.9°� $ 2.08 2.3% 7QD $ 101.79 $ 108.71 $ 5.91 6.8°/0 $ 2.3� �.2°/ 800 $ 113.�9 $ 120.66 $ 7.57 6.7% $ 2.52 2.2°/a 90Q $ 124.39 $ 132.62 $ 8.23 5.6°� $ 2.74 2.2% Small A�erage Increase Commercial Monthly Bill ❑�erall 3-Year Increase Monthly � Annual kWh/Mv zo�a zo�z $ ��o $ ��o Z50 $ 62.74 $ 63.27 $ Q.$3 Q.S% $ 0.1$ fl.3% 750 $ 121.49 $ 123.8I $ Z.32 1.9% $ 0.77 �.6% 1,250 $ 18�.23 $ 184.35 $ 4.12 2.3% $ 1.37 fl.8% 1,750 $ 238.98 $ 244.89 $ 5.91 2.5% $ 1.97 0.8% 7,Z5� $ 297.,72 $ 345.43 $ 7.71 2.6% $ 2.57 0.9°/a 2,750 $ 356.47 $ 355.97 $ 9.5❑ 2.7% $ 3.17 Q.9% 3,25❑ $ 415.�1 $ 4Z6.51 $ 11.30 2.7% $ 3.77 fl.9% 2 1271 . 1 1 Cost of Service and Rate Design Overview Rates In Three Steps Framework and guide for COS,financial and rate related decisions for (vision,goals,metrics,etc.) Revenue Requirement Identify cost to operate utility to determine rate revenue required to keep utility financially solvent. Cost of Service(COS) Determine cost to provide electric serve to different customer classes, identifying the fixed and variable cost components. Rate Design Use the COS results,rate strategy and policies to guide rate design. Rates must fully recover all costs. NEWGEN STRATEGIES AND SOLUTIONS,LLC 3 Cost of Service and Rate Design Overview Desired Outcomes . . • : � • • . � • • • � • • � � . • • • — • — • � • • • • ' . • . • • • . • • � • • � • NEWGEN STRATEGIES AND SOLUTIONS,LLC 4 3/6/2020 � • . • ' . � - • • _ � Revenue Requirement Determination Cost Allocation Rate Design . . . 5 • • . • � . � � • � ' � � � � � �• � � . • • Revenue Requirement (RR) equals the revenue that must be generated from electric rates — Total system operating costs less other sources of revenue, example, interest income — Initially expressed one amount then divided out to each customer class . . . 6 1293 3/6/2020 • � . • ' . - � - • • - - • ' - - - ' - • - - P&C Financials were used as the basis to forecast future RR Financial Forecasting • 10 year projection Operating Expenses/Revenue • Predicts utility financials �,,,,,:a,��,ve, _5,,,,;es&Be�e,;,, •Revenues _�hP,oPe�a��gE��s�ooe�a��gRe�e��e •Expenses s'°° •Capital Improvement Projects(CIP) �SZso _ . •Bond financing and payments SZo� -r'� � ' �� •Cash reserve requirements ,,� �� •Etc. >. • Enables scenario analyses which ,_ helps us understand the impact on „ electric rates(example, if a project is '°" �01e '°�" �°�° '°'� '°�� '°�� '°'a �°�` '°'� �°�' bond financed vs using cash reserves) I . . . 7 • • . • � . � ' • � ' � • � � � • • Test Year RR is a projection of costs based on changes (adjustments) in the cost of doing business — Adjustments • Known and Measurable • Prudent • Reasonable and Necessary P&C Financials Adjustments Dist.Engineering Known/measurable _ � _ Dist.Labor + Inflation/escalation � � ,,� Dist.Materials Load growth(development) � Capital Projects •� • ' • ' . . . $ 134� . 1 1 Cost of Service and Rate Design Overview Steps in the Rate Design Process STEP 1 �eterminethe revenue '-• �- - . • • . • � • NEWGEN STRATEGIES AND SOLUTIONS,LLC 9 Cost of Service and Rate Design Overview Step 2 Functions . �j�, ; .,�.;?�:�� ' . _ ; .S' ' 9 '� � *la � � • • • • �� :7�1 , E ti.. J F NEWGEN STRATEGIES AND SOLUTIONS,LLC 10 � 3/6/2020 • • . • ' . � - • • - • � Platte River Power Authority � ■ � (PRPA) � : P�o�S�o„o� "Generation" &"Transmission° � Pow..�.��,,om�e.= , , o,< ._-. ._ . �� o��,.,,: �� ,.a 5�bs�a _ _- —� � ��slr b�l��on Subclol�en Town of Estes Park v .vvE,,, ;.� ..� ,�:,.. _'='` o��,: ;;, ,; k..:�;mr�s�..:i.• i•sr-�. Power& Communications -— (P&C): {� Q�,'•iFIiJTI�?�v "Distribution" & � "Customer Service" � � % �-�''� � / o � . . . 11 • • . • � . � ' • � ' � � � � � . • . • . • • • The generation function is � ��'� responsible for producing ,4, ��E energy and meeting the , :�� maximum customer demand ` ```� ' — The power plant portfolio is �_��'�-- '�'��'� � �� sized to meet the maximum � demand requirements of the system(PRPA) t ,� — Energy is produced by wind, � � � :•.� solar and burning fuel to meet customer demand over time �. ` • Electricity is transmitted to the � Town through transmission - �-� : lines '�' ,k ,�`- • ;,,.f� � .+k � • • 12 13� 3/6/2020 • � . • ' . � - • • • � ' . � • • • • The distribution function T _ 's,,� �� distributes electricity �� r_.��alr, 9 _, ��. } , , from the substation to �'��:';�� v� ' , �� ,._ , r .;��, customers �- - � ` ,� � �'�"�I'� � r — Tree trimming `-�-�' �'"��'� — Respond to outages � � .- r — Street light maintenance -`� r`,�� — Billing ;,,. . �� ; _ � ' � , - �> .� �� :� I� { � 26 15 � � • • 13 � • . • � . � ' • � - • ' . � - • ' � • - - - Revenue Requirement Determination I . � Cost Allocation Rate Design . . . 14 133� 3/6/2020 • � . • ' . � - • • - • • . . • . . . . . . Production: Demand-related Energy-related Transmission: Demand-related Direct Assignments Distribution: Demand-related Customer-related Direct Assignments Customer Service: Utility Billing, Customer questions . . . 15 • • . • � . � � • � ' ' • • . . • • Fixed or Variable costs — Fixed costs vary with capacity additions • Examples: labor expense & depreciation • Demand-related and customer-related costs are fixed — Variable costs vary with energy consumed, delivered, or purchased • Example: energy component of PRPA's wholesale rate • Energy-related costs are variable . . . 16 13� . 1 1 Cost of Service and Rate Design Overview Steps in the Rate Design Process STEP 1 �etermine the rev ' -• requirements of th �_ _ � Unbundle costs by functio STEP 2 and services(production, transmission,distribution,etc.� . • • � . NEWGEN STRATEGIES AND SOLUTIONS,LLC 17 Cost of Service and Rate Design Overview Step 4 Twelve (12) L&P Rate Classes - - .- � - . • � ' �- �- • •- • ' - �- • • � �- � • � ' - �- - � :. • ��• ' - • • • � ' • • . •- � •. ' - Customer Classes are grouped by similar size,consumption, requirements,and characteristics NEWGEN STRATEGIES AND SOLUTIONS,LLC 18 • 3/6/2020 • • . • ' . � - • • • � • . � • . • Cost of service differentials — Different load characteristics • Large Commercial (example Water Plants) • T-Shirt shops • Residential — Different service voltages — Metering (the YMCA is on one primary meter) — Customer service requirements (net meters) — Other . . . 19 • • . • � . � � • � ' � ' . • . . • Cost of Service vs. Rate Making Cost accounting,allocate utility Used to incentivize specific costs with use,classification behavior,example, net metering. Rates do not have to match COS, but industry practice is to align rates with COS Utility Functions: Power Supply Transmission Distribution Customer (Demand and (Demand (Demand and (Customer Energy Components) Customer Components) Components) Components) . . . � 20 13� 3/6/2020 • • . • ' . � - • • ' • - . • • - • . . • ' . - • Legislative and regulatory compliance • Conservation/DSM (Behavior Modification) • Distributed Generation - Traditional - Renewables (roof top solar) • Revenue stability • Alignment with cost of service • Simplicity • Other . . . 21 Average Ir�crease Residential Monthly Bill O�erall 3-Year Increase Manthly � Annual kWh�Ma 2019 20Z2 $ % $ % 40a $ fi7.90 $ 72.83 $ 4.94 7.3°/0 $ 7..65 2.4°/a 500 $ 79.20 $ $4.79 $ 5.6a 7.1°/0 $ 1.87 2.3% 60d $ 9D.49 $ 95.75 $ 6.25 6.9°� $ 2.08 2.3% 7QD $ 101.79 $ 108.71 $ 5.91 6.8°/0 $ 2.3� �.2°/ 800 $ 113.�9 $ 120.66 $ 7.57 6.7% $ 2.52 2.2°/a 90Q $ 124.39 $ 132.62 $ 8.23 5.6°� $ 2.74 2.2% Small A�erage Increase Commercial Monthly Bill ❑�erall 3-Year Increase Monthly � Annual kWh/Mv zo�a zo�z $ ��o $ ��o Z50 $ 62.74 $ 63.27 $ Q.$3 Q.S% $ 0.1$ fl.3% 750 $ 121.49 $ 123.8I $ Z.32 1.9% $ 0.77 �.6% 1,250 $ 18�.23 $ 184.35 $ 4.12 2.3% $ 1.37 fl.8% 1,750 $ 238.98 $ 244.89 $ 5.91 2.5% $ 1.97 0.8% 7,Z5� $ 297.,72 $ 345.43 $ 7.71 2.6% $ 2.57 0.9°/a 2,750 $ 356.47 $ 355.97 $ 9.5❑ 2.7% $ 3.17 Q.9% 3,25❑ $ 415.�1 $ 4Z6.51 $ 11.30 2.7% $ 3.77 fl.9% 22 13171 3/6/2020 � ,�' 'r � �:: �= � mrtl��4 �.. :-�� . �� ' i• � i r i i; � � 23 13� Fwd: Comments on Electric Rate Hikes Chuck Bonza <cbonza1 @aol.com> Sat, Feb 29, 2020 at 6:48 AM To: townclerk@estes.org For Town Board I'm a 20 year full time resident in EP and have been through several rate hikes. My comments regarding the current proposal are: 1. Developers who come and go are still not required to leave behind an amount of money that would fund utility or infrastructure growth. Full time residents and commercial business carry the load. 2. Commercial businesses are already paying high rates. I assume we are close to including AirBnB and VRBO operations as commercial so they too will be paying these elevated rates. 3. Smart meters/fiber optics: simple solution -don't do smart meters, I'm not sure I want the electric company turning down my usage at peak periods anyway. 4. Full time residents bear the brunt of these increases compared to the summer residents and what I understand to be about 75% of the vacation rental license owners who are non- residents. 5. I am an advocate of zero cost based budgeting each year and would like to see the utilities become more efficient rather than always just tap the citizens and leave the developers to have their way. Whether it's water or power or sewage the arguments are all similar each time. Public input is requested but I'm not aware in my 20 years of any of these requests being modified. The Town Board pretends to listen to the public but all the requests go through. I'd like to see our current candidates for Board and Trustees take a public position on this request. My experience is that they'listen' during the campaign and then sink into the role of rubber stamping these requests and those of the Town administration. 1551 Fish Creek Road Estes Park Comments on Upcoming Electric Rates Chris Harris <chris.harris51 @outlook.com> Mon, Mar 2, 2020 at 11:20 AM To: "townclerk@estes.org" <townclerk@estes.org> This email concerns both water and electric rates charged to those who are summer residents. I live in Brentwood, Tennessee, a suburb of Nashville. My family has owned a summer residence in EP since 1949 (1061 Bailey Lane). My wife and I are the sole owners now. We use our residence a maximum of approximately 3 months per year. Our house is strictly a summer residence; therefore it is not usable the other 9 months each year. Accordingly, there is no usage of water or electricity the other nine months of the year. We have always paid the rates for the non-usage time without complaint. However, over the past several years these rates have increased DRAMATICALLY. Example, my records reflect the following: 2014 non-usage rate $38.45 2015 non-usage rate $38.65 23139 2016 non-usage rate $50.16 2017 non-usage rate $52.03 2018 non usage rate $52.50 2019 non-usage rate $56.40 2020 non-usage rate $66.17 This represents an approximate 72% increase over a 6 year period of time! (and now you want to raise these rates even more). I understand the necessity of charging summer residents a fee for the non-usage periods. However, in my opinion your fees imposed for non-usage have become unreasonable. And, now you propose to raise the electrical rate. It appears that you are allocating an unreasonably large portion of the electrical/water costs to summer residents (For example, last summer while we were using the house, the maximum charge we had was $92; now the charge for non-usage is $66). I urge you to reconsider the burden you place on summer residents—those of us who have no vote-and change your allocation method. Thank you for your consideration. Chris Harris 2M 40 Electric Rate Hike? David Standerfer<dstanderfer@hotmail.com> Thu, Mar 5, 2020 at 4:15 AM To: "townclerk@estes.org" <townclerk@estes.org> The Power and Communications Division is proposing a rate increase beginning in June 2020. Do we really need another rate hike? Prior to the 2011 rate hike, the base fee (i.e., customer charge)for residential electric service was $4.70 per month or$56.40 per year. Beginning on January 1, 2022, the proposed base fee for residential electric service will be $25 per month or$300 per year, an increase of 432% in 10.6 years. In just 3.3 years, the 2016 rate change increased residential base fees by 239%, which explains why 2019 revenues from residential base fees eclipsed 2016 by approximately$1.5 million. In 2016, the profit sent to the Town's General Fund was$1,391,740. In 2019, the profit transferred was $1,772,928, or 27.4% more than in 2016. From 2017 through 2019, the net increase in profits sent to the General Fund was $975,865. What did the additional $975,865 buy? As of February 25, 2020, there were 3,922 residential electric customers residing inside the Town of Estes Park and 4,239 customers residing in unincorporated Larimer County. Nearly 52°/o of electric customers have no voice at the ballot box, an important point since municipal utilities in Colorado operate independently of Colorado's Public Utility Commission. The long-held position has been that citizens, if unhappy with utility rates, can replace their trustees. But electric customers residing in Glen Haven, Allenspark, and other unincorporated areas cannot vote, and they cannot serve as a trustee or run for mayor. Just like in 2016, the 2020 rate announcement is full of"utility" gobbledygook, but nowhere does it talk about profits, how much will be transferred to the General Fund over the next three years, or how it will be spent. Why not? Why is the Town so adverse to full disclosure? The proposed 2020 rate change to the residential base fee will bring in an additional $38,000 in 2020, $113,000 in 2021, and $188,000 in 2022. Maybe the trustees could reduce the profit transfer from the Power and Communications Division accordingly and use increasing sales tax revenue to fill the General Fund gap. After the last three years, electric customers deserve a break. In the future, wouldn't it be more equitable and fair-minded to increase revenues for"Town" ideas and projects through "Town" property taxes, rather than profits derived from utility rates? 141 �...s.,�,,......._�.�...�...,,.. ._-.-�t„�'''"i �� MAR 0,5 2�20 �I� ApMINlSTRATN�SERVICES � BY. TEHlF. _ � .,..",....�,......�� February 24, 2020 TOWN OF ES7E5 PARK$OAR� R�: FISG4�IRRESPOSIBILIIY/ELECTRIC,WATER DEPARTMEN75 GENTLEMEN OF TFlE BOARD I cannot believe the Town of Es#es Park actually believes they are providing cost effective,and�scaily responsible services to the people of the Estes Par�C area. Most of the private sector bus€ness awners in the area would agree your departments ran by the Town government are totally out of contrpl when it comes to spending and hiring new employees. i ha�e witnessed an excessive amount af NEW equipment the town has acquired just in the past year, and the number of town employees at the electric de�artment and water department is staggering. All of this new electric line work and water main replacement work would and shouid be performed by private sector contractors at a fraction af the cast of equipment owner�hip and employee retainage by the town.Government Prajects performed by government eniities ha�e never and will never be cost effective to the public. fxamples of this wauld be Town of Estes Park E�ents Center with tran5portation hub no one uses, Empty b�ifding but the town keeps t#�e heat and electric on with a stafF of don't know how many people#o main�ain it. Naw I know you do not mak�any monQy on this you cant e�en make the mortgage payment ar�it from the re�enue it generates.What kind of sense does tt�at maice?Parking 5#ructure you cannot cf�arge for pa�king in,which remains empty but you have to maintain year round. Now you feel the need to raise electric and soon water rates due to your irrespon5ible management of funds. I would love to sit down with the financial manager of the tawn and go over the recnrc�s as�can tell you from an outsider position you are#lat broke folEcs this means you are in debt and you cannot and should not be buying new equipment nor hiring new employees as you CAN'T AFFORD IT. No private sector,for pro�t, business owner would be able to operate their business similar to haw yau are operating the town departments we would be bar�krupt in 6 rr�onths. f have operated a successful regional pr€vate sector business based in Estes Park for the past 29 years and what I and other successful private sector b�siness owners observe is a complete out of control board, inept financiaf management,and�scally irresponsible operation. This letter is not just about the raising of elec#rical and water ratQs it has mare to do with the observance of gorrernment out of cantrol spending at the loca�level. Perhaps it is time to step hack and look at the averall financial picture you are painting.As I see a complete recipe for�nancial disaster. Regards 5tephen E. Ingram President Ingram Drilling, Inc. 142 electric rates consideration Nancy Willocks <eemawowl@gmail.com> Mon, Mar 9, 2020 at 3:23 PM To: townclerk@estes.org Several municipalities in the State of Colorado have a rate class for those who use life saving medical equipment 24 hours a day. Unfortunately, Estes is not one of them. I am requesting that you reconsider this matter and make adjustments,just as you have the RMNP Administrators. Sincerely, Nancy L Willocks 970-217-1250 (and for all others who would benefit) 143 S#ateme�t to Town Board on March 'i 0, 2a20 The proposed reside�tia� electric rate incr�ase by adding $9 to the base electric charge is not needed. The i�crease is not justified. I have handed to you a few shee#s of information pertaining to the Ligf�t and Power Budget. I ha�e numbered these pages at �he 6ottom. Pfease fook a#tF�e Light and Power Fund Fir�al Budget (Page 97 which is my she�t# 1). T�ere is a transfer to the Generat Fund out of the Light & Power Fund of$1,772,928 after a!I expenses. Note that the supply source cost i�as remained fairly level from 2017 to 2019. Any request for addi#ional revenue from custamers should only occur after surplus funds are used. According to the Town of Estes Park, Notes to Financial Statemen#s, December 3�, 2018, Note 6 states that annually both the Light and Power and Water Funds subsidizes thte General F�nd out of surplus re�enues. {my Sheet#2} If the Zight and Power Fund has a surplus, it does not require t�e additional rate increase to fulfill it's ob�igation to the customers as sta#ed in the 3etter that accompa�ied the last biiling. If you look at the Electric Rate Summary, my shee##3, you will see that the base rate in 2a16 was $6.70 or$7.7D depending on rate class and rises steadily to $22.70 and $26.10 in 2019. This is an Encrease in the base rate of almost 250% - -there's something wrong with this picturel And now askir�g $9 more! Ther� are many low income residents who cannot afford these continued, unnecessary fncreases. This rate increase should be denied. Conn�e Phipps 585 West Wonden►iew Ave. Estes Park, Colorado 144 Light 8 Power Funci Enterprise Fund,#502 Town of�stes Park-2019 Budget.xlsx SCOPE OF SEANCES Lfght E Pawer prnvldes reflahfe quality ek[trk power to approrlmatdy 20,fl00 occnunts,ir�dudirtp Racky Mountcln Npdonaf Fark,A1J cvstomen are served thmuyh iwo su6stailorts wfth ekctrFclry proWded by Flntte Aiver PowerAutharlty.Llght�Pawer mu�ntulns oveF 300 mlfes ojdistribution lines&[onstrurts InfrCstructd►e for new devefopments.LfQht&Powerls n&o responsible jcr readfnQ aN elM�ir meters,mnlatenort[e oj cl!7own-owned street Ilqhts,o�d records mnnoyement frtcJudlny bilf�np lnformatfon a�d federaf reportlap.Thr Town prorrwtes e�erQy e/jFcknry and offers renewa6k er�erpy to a�l of fts custvrriers. Actuals Sud;et Est Aduals Final Budget 2017 2018 20i8 2019 UPERATING REVENUES Gharges for 5ervlces S 15.4I5,519 5 16,577,730 5 16,575,584 S 17,023,722 Miscellaneous Revenue 472,688 282,98� 221,991 134,578 Total Opantfn;Revenues ib,388,207 1fi,860,710 15.797,575 17,158,300 OpERATING EXPENSE$ Source of 5uppfy 7,350,123 7,SA4,166 7,554,1fifi 7,554,B06 Oistri6ut3cn Persannei 2.067,281 2,028,093 2,OS4,384 2.3fi4,449 Oprntions�iNaintenan[e 1,342,A13 2,098,502 2,020,69d 1,3$4,322 Cnstomer A[[ounts Persor�nel 3A3,878 374,i6S 247,fi71 318.357 pperatlons&Miinten�nce 501,233 126,871 1I6,871 12A,618 Admintstratior�/General Personnel 891,462 77D,808 786,352 799,078 Operatians&Maintenance 1569,504 1,874,q09 1.�50,4B5 1,SQ5,623 Tatal Opentfns Erpensa 13,6G5,894 14,816,61a 14,420,6i9 14,051,263 Opeatingintome 2,722,313 2,D44,096 2,376,95fi � 3,i07,037 Nt3�H OPERATIMG REHENUES(E1(PENSES} latergovernmental ftevenue 1,031,202 Z4,252 7fi4,14b 0 In�estment Income 87,20fi 68.400 70,778 64,OOQ Interest expense/�eht service payments {446,307} �446,632J (446,fi32� �470,213� [apltaliease Proceeds 0 0 0 125,Od0 Lass on 5ale of Asseu Q fl 22�� 9 Total nan-operedng revenues�expenses} fiJ2,501 �354,380) 610,315 {281,213] Net knmme 6e(are aplial contrlhutfar�s and uanslers 3,394,414 I,689,716 2,987,271 2,825,824 CAPITAL CONiRIBUTtONS AND TRANSFERS CaPltal 12,6Q3,399� �2.998.552y (2,232.691) �i.942,0p01 Transfers In 3fi5,793 0 2.139,306 a 7rdnsfersOut II,G46,929] �1,731,233� �1,731,233} �1,772,9281 �- [l�ange in Net PasiSlan (490,211� �3,030,069� 1.15Z,653 �Bfl9,104� NE7 POSffION.Beglnnlna' 8,B1S,S2B 8,325,317 8,325,317 9,467,970 NEF POSfiION,Endlnj• �.S 8.325.317 $ 5,295,248 S 9 A87.970 fi 8 598866 . ft�nd avallahillty is�altulatecf as"unratrlcted current assets less Inventories less p�epaid Items�ess current Iiabilities',(saurce:audited fln�nctal statements,page B fw the Rscal ye�r ended Dec.31,2fli7�.Amaunts for 2�i7 ending fund 6al�nce are:current asseu ($11,q8S,993�,less resiritted qsh and Invest{p), less 9nventories�5848,912J,less prep�ld Items ISx,261�less current Ika6llitles {52.044,999J,fa an avallable mdlnS fund balance of$8,325.317. � / � Page 97 af 134 145 TOWN OF E5TES PARK NO'CES 70 �INANCIAL STATEMENTS DECEMBER 31, 20'!8 Annual debt service requirements for the outstanding Lease Purchase Agreement at December 31, 2018 are as follows: Year Principal Interest Total 2019 $ 221,78B $ 178,145 $ 399,931 2Q20 231,879 168,053 399,932 2021 242,431 157,501 399,932 2022 253,463 146,469 399,932 2Q23 2fi4,997 134,934 399,931 2424202B 1,517,229 482,430 1,999,659 2029-2033 7,281,83'� t17,931 1,399,762 7ota! $ a,013,616 $ 1,385,463 $ 5,399,079 In pr�nr years,the Town was idenkified as a responsibie party in 4he miiigation of ground water and drainage issues at the El�n Road Landfill. 7he Town has recei�ed a mandated request From the State of Calorado to submit a drainage plan to acfdress the iss�es. During 2014, the Town contracted w� Steward Enviranrnental Consuftants, �LC regarding the identified drainage issues and the Town's estirrfated liabi€ity. The Tnwn's estimate was based on a drainage plan of the area and cost estimates far completing the sife specific controEs r�ecessary. Dc�ring 2�'!8, the Town rnade paym�nts in the amount of$15,408 for monitoring costs. As af December 31, 20�B, the Town's estimated liability is �75,000 which represents estimatet!monitoring costs€or�nra fiscaf years.TF�is amour�t has be�n repQrfed as a�ong-term liah€lity in the govemment wide financial statements. NOT� 6 INTERFUND TRANS�ERS InterFund trans#ers fflr the year ended December 31, 20�8, were comprised af the following: Transfers fn 'fransfers Out Amount General Fund Light and Powe��und .. .$ ��,�„ G�eneral�Fund Water fund 144,g9fi Camnuniiy Reinvestment Fund General Fund 1,350,322 Llght and Power Fund Vehicle Re�lacement Fund 2,�39,306 WaEer Fund VehEcle Replacement Fund 551,956 $ 5,917.508 �+ Annually, ths Li�ht and Power and Water Funds st�bsidizes tl�e General Fund aUt of se�r�lus rev�nues. NOTE 7 RESK MANAGEMENT The Town is exposed ta �ariaus risks of loss related to tarts; theft of, damage to, and destruction of assets; errors and omissions; injt�ries to employees; and natu�al disasters, For these rislcs of ioss, the Town is a member of the Coforada lnte�governmenta€ Risk Sharing Agency �CIRSA), a separake a�d independent govemrnentaf and lega# entity for�ned by intergfl�emmental agree�nent by member municipaliti�s pursuant to State statute. za �'d2 146 TOWN OF ESTES PARK, COLORADD �, Electric Rate Summa Z��-Z{�'9 � s r e s � r w k K � c O L O R � n o � On-Peak Ott Peak Standatd Customer Enerpy Enerpy Demand Rete for CuBbomer itate CIS88 Year Charga ConsumpUon Consumpt�a Charge May ihru � �IManth Charge Charge SlkW Aupust �licVYh ;lkWh �kVYl� �sia�nm�►�� zols E �s.7o � so.��z2s � - - � _ se�t'16 � S9Q.70 � so.�ose� - 1 --- 1 - AvaHable to all residentlal Customers and residenital ��7 ` ��,4.7D $0.10880 � -- � --- � - customers with electric heai up to 25,[!OD kWh 2fl7 B � 518.70 = SQ.10920 -- � --- - annuaUy- 2099 � �22.70 S0.9U950 ; --- � --- -- r��u��+�s,��,�s�- � Zois � ��.7a �' ao.o7��s � - � to s2 � .- '� Sept'1B � St2.30 � 50.08505 - � $12.0{} � - AvaNabls to existing cuslomers on this rate,September z617 � $1fi.90 E 50.06508 - � $12,50 � -- thrauph April. A�I othe�tlmes js ResEdenttal enerpy 2018 � $2�.50 E $0.06526 - � $73,10 --- �e��. 2D19 � $2fi.10 � $0.06544 � - � $13 fi0 � - RESIdENTIAL EN�RGYTIM�-0E-0AY"' � 2076 � 57.70 � SQ.93Q54 ��SO.Q7'IDO � -- J� --- Sept'16 � �12.30 � �0.13850 � �0.06820 � - � - Avaflable to all residential custamers using electdc x017 $1$.90 � �.1413D � $0.07060 � - � --- thermai atarage heat. 2018 � $2'i.50 $0.147Q0 � ao.o73as E --- i - 2019 E $2B.10 �t1.1520U �O.U755�� - - RESIDEMI'IAL ENERGY BASlC'�1ME-0E-�AY"' � 2096 � $7.7Q t S0.'i3100�50.94721 --- 30_11229 Availeble to slE resfdeMial customers��sla►g electric g�pt�18 � 3�2•3Q 1 $0•135D0 $0.10812 � - ��0.10885 thermal storaga heaL These ratea apply Seoternber_ 2017 1 $16.90 � $0.13350 � $0.10691 � - �$0.18890 throuah Anril.The standard Residential raie applies 2078 � $21.54 � 50.13400 � $0.1D73�$0.44920 May through August-see sixth calumn to the far right, ZD79 ! �2$.1[# � $0,13�50 � S0.'10771 $0.'i 095Q $MALL CQMMERClAL" 20�6 � 39_85 � 50.1�958 � - - - Sept'18 � $75.73 � $0.1D80U � -- ! ---• � --- Aeai�abie to all cammerdal customers wilh demands of 2017 1 $2�_61 � $0,1100fl � --- � -- � --- 39 kw or�ess. xp18 � $27.49 $0.11200 � - � - � - 2019 � $33,37 � �O,i940fl � --- � --- � -- L+��u��tlwui�w��.0«a:i��cu 1 �m�a�-ur-el�� '"�r 2016 � 514,85 E �0,Z3510 � $0.06571 - � 5ept'16 � $'i7.33 � $0.74300 � �0.06269 � --- Avauabia io ail commercial wstomers using etectdc 201T � $23.81 J $0.15000 � $0.06576 � --- � --- ##�ermai storage heat with demands of 3S kW or less 2018 � $3D.29 # $4.15600 � 50.06�39 � --- � --- 2078 j �ss,7� � 50.16150 � �o.o7oao � - � - l..ARG�CQMMERCIAL" ��2016�� 5�3.35 � �SO.Q5709 � �11.i4 � •- . Sapt"k6 $27,32 $0.05355 � �S13.OD� - Availahie to all commerdal raistamers with demands 2017 � $29.29 � $0.05640 � - � $13.65� --- exceedir�y 35 kW 2018 � $37.26 � $0.05950 � - ; $7425 � - 2019 5+�� 5.23 E $0.05250 � - i 514.BU� - LARG�COMMERlCIALTlME-0E-QAY" 2016 � 5�5.70 r SO_07296 � 3D.04484 � 513.40 --- Se�it'16 � �25.07 � 50.070D0 � �0.03795 � �15.25 - AYallOble Co 81t Gammercial custpmers wifh demands 2017 � $28_i2 � $0.07350 E �0.03985 � $16.00 � --- �xceeding 35 kW 2D18 � 535.77 � $0_07750 � $0.04242 � $16.85 � -- 2�79 � $53.18��$U-082i10 � $0.04448 � $17.45 � --- � �� 3 147 �� ` �� ♦ O �` �� a �� 148 i T��N o� ESTES PARr Report • To: Honorable Mayor Jirsa Board of Trustees Through: Town Administrator Machalek From: Ryan Barr, EI, Pavement Manager Greg Muhonen, PE, Public Works Director Date: March 10, 2020 RE: 2020 Street Improvement Plan & Trail Expansion Program Update Obiective: Provide the Board an update on the 2020 Street Improvement and Trail Expansion Program funded by the 2014 1A Tax Initiative. Present Situation: • In 2014, the citizens of Estes Park passed Ballot Issue 1A with a portion of the proceeds of this tax going towards street improvements and trails expansion in the Town of Estes Park. • A goal was set to raise the system-wide Pavement Condition Index (PCI) to above 70 by the end of the term of the tax in 2024. • The Public Works Department has evaluated the impact that the projected 1A tax revenue would have on the system-wide PCI through the year 2024. • The Public Works Department has continued to expand our trails system in accordance with the Estes Valley Master Trails Plan. Proposal: For 2020 the proposed spending is: $267,000 — Personnel, Spraypatcher, equipment, etc. $646,000 — Cleave Street Interim Improvements $675,000 — Overlays and Large Patches $250,000 — Chip & Crack Sealing $70,000 — Engineering Design Costs $125,000 — Parking Lot Rehabilitation 25149 $2,125,000 — Fall River Trail Improvements ($452,500 from 1A Trails Expansion Fund; $472,500 from Open Space Fund; $550,000 from Estes Valley Recreation and Parks District; $400,000 from Land & Water Conservation Fund grant; and $250,000 from Recreational Trails Program grant) $683,000 — Graves Avenue Sidewalks ($500,000 from Colorado Safe Routes to School grant, and $183,000 from 1A Trails Expansion Fund) Advantaaes: • This plan continues the work set forth in the original 2024 STIP plan. • Implementation of this plan will result in improved road conditions throughout Town, leading to higher citizen and guest satisfaction. • This plan includes preventive maintenance, which will impact a larger percentage of the roads in Town as opposed to only focusing on major repairs. • The entire road system is predicted to exceed an average PCI rating of 70 by the end of this program. We reached this system-wide average score in 2018 and will continue to plan cost-effective projects, in order to maintain a PCI above 70 for the duration of the program. Disadvantaaes: • Increased construction during the course of the program will produce detours and delays for motorists during the construction period. • Although the average system-wide PCI will be above 70 in 2024, current modeling indicates there will still be some roads with PCI ratings below 70. Action Recommended: Review the proposed 2020 Street Improvement Program. Provide comments to confirm or redirect the allocation of funds outlined in the 2020 plan. Finance/Resource Impact: These proposed street improvements are funded through the 1A Street Improvement Fund (Fund 260). The proposed trail improvements are funded through the 1A Trail Expansion Fund (Fund 244) and Larimer County Open Space Fund (Fund 220). Level of Public Interest The known level of public interest in this item is moderate. Attachments: 2020 Street Improvement Program and Trails Expansion slideshow 26150 3/4/2020 Town of Estes Pa rk 2020 Street Improvement Program _ ._ � T__ _ � _ �- -�ansion U ndate 1 Town of Estes Park Street Improvement Program Goal ' Develop and implement a street improvement program to raise the average Pavement Condition Index (PCI) of the Town of Estes Park to a value of 70 by the � year2024 � r Z 2�151 3/4/2020 PCI Example - 100 �:•f,y--� .r. -e._ "�. " - }. �r 1 -�.�.�� i'�t.. L�� Y�� / :��' .�' _ �'�'.i� 'fF S ` ^' .+ \ � .f,.� ' '. ..: i:v�,A,�,F..' ,.J� . ., _ i � 4' �2`�y,� �^��'•��Yy� `'1l '�a 1�a,, � � � ��` +� .. �� R. � '� � L 3 PCI Example - 85 w r a�.w� . } � ..-� = - ' -- j,_ ' �f.�-� a�,ti. n K.,� �� -'� �Y.. i J��..`�� t � u",4ii� � ,,, � • `',�{ .�.•-`� ' " ' ' ' - . • , . ir..' _- '. ,_ . -. . . •F ��' ' ,,r .' ,•�'�'• � . �. , . . . � 4 28152 3/4/2020 PCI Example - 72 ,!�, �� N%� . __ ,.• �""�-..�'� �� l''�'%� ��.�. � �' . � M � ,.,, . .re- ,.3�� -� _.r,- -• . ' �.r �..� � 5 PCI Example - 63 .� � � � � � � . �, . _ .� - _ � _ _ -- -�� . ;_ -:,�.'�� K�. ..�� K �. ,� �:, �*'�S �?�,��,�a'z�; � ' � 6 29153 3/4/2020 PCI Example - 53 . �!! � _ . �= --� - -_ �; :,: :�`.`" � � � PCI Example - 35 w � ,.. .. . _ _- .. � .�. ,. - . .. �� ..�-�;. .�. ^. ,_....►=^i �� .. �� - - -�:_;.}�-...,._�_.,. . . . '.'::w�.. -a'� .-. � _ .. _ .�-t'4.'��'". ��• �• ' ��kE.r �� i� , 4 . � �: ,� ., , �,F.., .� � � �� '� �Y�k � . � :--�.� �-;-::t !f :r;�.i� ., ''�r C . . �'r� . . . �� . 1� �`e 8 30154 3/4/2020 � � h� ;+__--•, _ V�� z - F � <y� �,<;_ : � E 3 �-��=. `��x��`'- ° Streets Overview � - F —�-.�,y, _ ' R�z "��,�„ = � _ ��' F.' .a .. �,s F �' `J�� f`Y, - ' _ � � . � � A�.� �� . ��' �� e ff�$ �a'., _$_ � �•�y q`�6`5 � £ _ s� _ E 9 � ,�.�;� �� ;��'.� ��= �; � � .:�-- � ;.:_. •i.r: - �. .� 2019 Street Imprc�v�m�nts _ ,� :��-�:.�: :� _ . __ � ':.,�,5��! Overlaid approximately 1 .3 miles '" of roadway and performed � � asphalt patches at 28 locations � Overlay and Patching Davis Street, `-��.� _ Elkhorn Avenue ��` Hillside Lane � - . �� 1 \ Skyline Drive 4tn Street ='�l�,; -.�,�`�+=�,�'�' � . .�.�.. : ► Davis Street `" �.�_ ► Elkhorn Resurfacing 4t" Street Rehabilitation .� __ _ _ � Brodie Avenue Improvements More details under Trails section 10 31155 3/4/2020 2�� 9 CtrAAt �rnnrny�rnAntc - 1�/�d111teC1dllCe � Chip Sealed approximately 6 miles Crack Sealed approximately 7 miles Parking Lot ,, � ��r�'' �;,:� -.... ::,� .` �� - � lurr e , . :� � �, S S a l � �.��y �. �f `�.T Y �, .,, _ F;�7 • _�, ,. , �� ::;�.t�: +�.� .� .�.:;�:.�r �. . 1 • - .y,tr.� � „�.$ �.• ;� -_ . ��~ � ,,ss. � ;'� ��~�� Town Hall - ��, � Parking Lot �`" . �• �" ,�;�;_ : .� � - _ •;� "" -, - .. ..� . �.��. .. -. :" . .,�:• 11 ESTES PARIC iPavement Curve PAVEMENTCONDITION INDEX -Estes Park System A�erage(69) - 1�� eoao � � �� 53 Square Foot � � MinorOverlay � FAIR �!'12 PCI Average-69 e� $SSquareFoot � ` o I MajorOverlay e5 �� ao POOR �$19 Square Foot� o Reconstruction � FAILED 0 1 3 5 7 9 11 13 15 17 19 21 Age o�Pa�en�ent�years� 12 32156 3/4/2020 Reach System-Wide PCI of 70 Annual Condition Plot(Area Weighted Average) J6 ]4 N bA �6 ]2 N > Q � v ]0 L 0A 3 - �' 68 � V a 66 � 64 2015 2016 2017 2018 2019 2020 2021 2022 Zoz3 2024 Year 13 Reach System-Wide PCI of 70 Annual Condition Plot(Area Weighted Average) 76 74 N on �72 N Q � �70 L 011 � 3 68 u � � 66 � � 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Year 14 33157 3/4/2020 Unfunded Condition Loss Annual Condition Plot(Area Weighted Average) 7fi 74 N .. on m�Z � v �--� ¢ �`.. � v�o t � on .� 3 ba u a bfi � 64 2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035 Year 15 Streets Improved - Cumulative `� � �._.`��,�� _ , ,.� .l' '_'_i � I �'� � & ._. t._.� � � i _� _._. � i 1i � � "i 3"w+m u.r_'_'_'_.� �_ I J I,� �� "��'�yl i —_'_'_'_'_'_'_'i �='r=l.l 13.___.'"_� � �._.__u._._._.__I_ _�1� �- ,` +f -.y� _n g ��o- /9 ��,��- "�"^a i`_",'xe.��. _r- j 't.� � eAoo� -] 'x. .. � � f r `1 i -i � . � w _ . or .,�,,.�; � � a �, i se ��' ! �� ;3 ��. �'i i � f �`E�., �jumrn�"°"m�. s I I � am� � I i � � � � �J�� r-'- ="i.�'i � i ,.�. � �� I � �a, q � /.. � i �F� i �i�' ! c i u�c�y�sioy°ro ; � 'Y"� I y r � �s. ` 1-i . o `l._. i, vc`�o� _ ��a�, ��ron"� �d i � . -pc„ay 4 �r �a ��a;.j � �, �� i `[A: i � 16 3M 58 3/4/2020 Street� ImnrnvPrl 17Q15) ��1.-;�^^;�xa`.i--: _, �" �._.J %,°$� ; � a ! I r"J ; � i � . 1 ,��3nwm vul._._._._.i •— .�t�r I h G j wiiRLRf➢Y ._I '_.--_. _---"I �a'r; i� j / � `i�y ' S�$ � � .� L._._._.�._._._._._Il�'�_r_ — � � L_i .. ,` . r �.. ,.�� `___�9 y , �� - '—i �` � ��. �`tr+��e'Fo+� � _ ��"r�.�°..._I" �L.� exooi wE] a. I � � ��Y �_j Eo r . � .., i i,.r`� r"f �� d� � �,: _� �. i� i 3 FGircvo'.�vantne�'o"°`�`k ____� � � p�J \ � I �f� +� ^ . .�� ` l_'- `"L.i 1 �� cu qp �"�.. r,. � -..�` � � .,,., �� ,.._4 I ��,.w��o, ' i J . �>�' i �'.� j J wS i_.� ME op �p�n `�h�n� �� ` �Y i �i � g g I i i e`"01w� ' �"i � 17 Streets Improved (2015 - 2016) y�,�:�,t�a-� o-'-� , �._.� �,_.$ ; - --� a � i ,� - ' �I' : .�� ,x�--_._., :_.'..�. ——'—'—'—'—'—'—'� �=�r—t.i'.�I� TM.; wifuokea � L__'_'J =l� � �._._. `� � — .� -----�--i__.__�� ;-,�_ �r `." ,,.N � � �� „� _ . ,� � � � �:_��s;.��;�.,_,_. t., "� �, ,�i � . `�;�ui Ee',.. � � �..,.� ,--� � �; e � �l ;3 -� 8� i " � .—.—. I 3 q I F4rs �+aa°°°v� ' �, ej �wxcs. i ! _ �i1°� . ` __ __ � � ` �.�. I' i.: ��l.i�i � ��. .,, I � I� � I irr� �: i �� o+am��i�wuop ', J � "`�' i f—' /' — i .�s° �_' i S I,_� i �v`° _ �`'�c. �t'+'�., � i � � . �;��,� g 1 t� i�;,� - p �.._`C�� i � 18 35159 3/4/2020 Street� Imrr��ri 1�Q15 - 2017) � i � �K,�, , � L._._., i .;-4 --�-� :._.� L_. j � I __'_ � I �I_�J ��13"�3�� ._._._.� I I I . .j � { .�l.f � �I ��AFv ! � 5'z � � �•L ,� � � ._._.,._._._._.__l�¢�4 . .� :._._._.�fi�"� ':�! i ..y,: o� — 'w`i'm _ g � � I I��,�. l.='". �,.., r_. 'i.� � �oo�..��1� �� li — � m � � i e� . .��,� i�.,� �•"�' .��L_ �t � �+�' �� E r � 3 W� E4��rr '�Potpe�i°�'�k �_'_"__'1 W �� 1 ¢sr i � ! � 1 F �p.� I__ / ' �"l.� i � �1SY ��' cli Rp �n�� I .!' % r�� I ,�_1 '_' �o �.��i If ��ve �<Gy, �t k'�hy �ff I `� _ i �� c��p � I��•' o � p �..�/ I c� 19 Streets Improved (2015 - 2018) ��:,-t ---, , i � � . � � � ° _ �._. � � , __. ; , - - �, �,.___._, � �"�� f�R ; -----�--�-i 1 s -i., � W j _ � �� -,� � G .' - .� � � � � ._._._.�� , ��,. _ � � �` �� . �, -,� ,� _ �.._ ,_. -. ��.,� � � 4 -� , �� .� E�;.._ � � ` � ' � � �.�,�'�� ,-i' � �, �. ;a ��+.-_ s� � �Fa�Ff`... �� _ i j y� E; ��e. i'_'_'_._i � � � � � � ,�. �� r'l.��i � ��._ i � i � I mr>o .., . ,r� � ��p ' . i �.AV i �- r ��s 'i._.J � �'-+ i ;J � �"eR ��P - M j � j q � 3 � G M�ays 4' � I �� :d � I � W � 2� 3�160 3/4/2020 Streets Improved (2015 - 2019) -r-� .._._._ ; I ---I .R ._._.1 -._ � i j__ I i wm�;.w•-�-�-�-• i 1 �j; _� �gm i . . . . . . �.; J '� .r _ � � -- . �� G. �I g � � `��.., L--_"�,T- - fi� i:�..i ' � 3 L: _nE � - ,�'^ f. I I _-� . ..... � ` ~li I mirFf i ; y' �, i �. '�a,.. � ��n E�.� �7 ��: � Y:•.R_��: _p 5 �-'-'--i y �'�ry . �r �� I 3 [ �—i �1'1 .. y�mi� � �' ' ' j . u� � r• �J rwnn�y�s.w�,� .. I _ .i b��i_I i ' `T,�T . 9i4g� 1'�'..~ I { Y 'M ! I � ; � f�rcqy�� y.'�C'�r I � I 21 Streets Improved (2015 - 2020 Proposed) �:f., ' ` ._.a �— -- � .. 1 � � I f ' i34m r„�_�� _ .i .. '-'---_'-i - .til J.S 1� �.- 1 � i t.�� '----� s J � �.�.------� � � r '_"• f � .. - ,e�`..' . r�"�_.r� � � .�* . ..� . ir •I � �� • � ; a:' y. `�� • �"c�...,� �www� � a �r r---� ` .� i" 1' ` � i 3 � - [ � `.'` � � �� .. � �� ! �,, ' �/ �i 1- '° wnw'k�wq, ...tii — _ -._` i 1 I _.i `� ti�:,,r L. i � ` � 1 ; - i � � `da.��, s_�y , . s 22 3�161 3/4/2020 Streets Improved — 1A Sales Tax Approximately 50% of 56 centerline miles of road have seen either chip seal, patching, or overlays. In order to reach every street by 2024, we need to touch approximately 6.5 miles each year. Currently on target I Pavement degradation is perpetual. Revenue from 1A tax is critical for maintaining PCI and public satisfaction 23 ,,,�d Funding localAgency iane rear M�iUa„�,r� � mne: preNemwe+ Sl�ane 75tl�Percentile=$7,5781anemile [n�k5eal mile .3,y o . - ,, Weighted Average=54,8461ane mile � ��a�r„3 � ..e �:�za I ,56. I s d I w 25thPercentile=53.0111enemile I n�a,�__�,��, I --� I a:za I - . - I s .o I v I �.a I I=-91 . . - I .- I vv''_ _ I �� I - I� 91 I s .= I 6 I ��+ I > > I=�a I s bsys.s, I s��:=e I e i ,.a, i i�o�,i i 5�=d i � Pavement Conditian Aspha ' �oam�e� ' 6,s �= a� ,om � ,,._ � � _ i i i: 9, , 5;,3, , , •. � � =s �=�a� � s�.�,� � _ I ��nr e I I= �I . I 5=2�u I Paven � ,�e��,e:� � �a �= a� � � s��ti_ � �� e� �= s� � � � a az�e��,�e � �=0.9� � 5.�_, � , � a,,.a� � �= s� � s:;_y � , ASSOC� I �-^I-��ak I 9s I�o��I o� I S�eb, I �9 �t"�' i��e„i�,�,�we=i � i=0.9 i i s,.<e; i ,s Trends for 2020 I��rwek[o�nn I z I��o I . I 531�1 I - I �=o�aa� rs I � I��9 I sL9��o I s=:+�- I � -- - - Over 62,OOOfenemilesmanaged6y �� ♦ � I o.e I I ao�I I s�.ose I e --- _- LoralAgenciescapNredinthis /\ I I I= a I I s�.�e� I �� I I I� 6 I I sz.�as I survey. "on�Vo�� _ °3� _-_ _ Repwsenfing B4%olLaralAgency s,aa�� ,,y esphalt peved wads sWlewitle. Loc� � ��3��a� � ; �= a� ,�oa� � � I � I I�-�a I -��- -� I ±--- I � -- OverS901M6udge�edforAnnual I +e I I=�s I I v:�ny I S�ree�Impmvement Pmgrams. Age r�� ' �o�� ' � s= ��a� , s,�� , s I I I=�9 I I s�:,�, I OverS]17M6udgetedforCapltal Im- I o.�a I s I��o I . I sa�� I e = pmvement Pwgrams_ I ��a I I> >I I si.�-�= I L��}�� I 5[e5ea I I� oI I sa-� I � = Mill&Ovedaypmgramsincreased L � r , I I�ea I I 5�=-� I � fundmganaverdge+fi�vs2019_ i i v o i i i I =�� a,a� I I��a I . I sao.,�-�: I su - Maintenance programs meinfsined I ��*�� I =� I=@�I �� I ss.r�_ I w fundinglevelsys.2019. I �e.e��= I a I:o�v I , I sa.�:�.e I � I ��a I �s I�ea I I s�.�� I io - -- . Funding$llanemilederreased I �_o��, I =a I�ea I s o�� I s;..-= I ' _ __ —2.5%fram54.973 in 2�19. � �.�e a , I ,6 I:o�s I . . I s=--�-�� I e - . ��.�.o .I I�09 I I u,�.: I u - - I a..� I I=�a I . I s�,.,._ I e. 90 Agencies indutled in 2�20 summary � nn o�irc � �z o I . � 5�0�:�� c�anei„nnon � imr �zmo I 5¢,�,om � S�p��. � i 5!��o�.v 24 38162 3/4/2020 STIP Production Summary � 2015 � 2015 � 2017 � 2018 � 2019 � 2020Proposed � lo:al Trea[ment I fenterline Numberof I[en�erline Num6erof I fenierline Num6ero!I[en[erline Num6er oF I[emeiline I NumBer oi I fenierline I Num6er o1l[encrrll�ie N��r-�Ler of Hliles Locaiions A4iles Locations M�les Lxa[ions Miles Locaiions Miles Locacions Nliles Locations Miles Lixaiior�s OVeflay I 8.7 I 2 I 1.8 I 4 I 1 I 3 I 1 I 3 I 13 I 6 I 1 I 6 I 6.8 I 22 � Chlp Sedl I - I - I b I 16 I 6 I 19 I 4.5 I 9 I 6 I 21 I 3 I 13 I 25.5 I 75 Rsphalg I _ _ I 8 I 8 I 10 I I 28 I 19 I 60 Patchin Pauh ng I � 1,9AS I - 1,516 I • I,tSd I - 7B3 I - I 683 I • TBO I - 6,Ifl6 ParkingLot I I I I - I R+verside I Spruce I Townflall I Oavis I I 4 Trads I - I - I 1 I 1 I 0.5 I 1 I - I - I 0.8 I 2 I 1.2 I 1 I 3.5 I 5 Milcs I �.7 I I 8.8 I I 7 5 I I 5.5 I I &1 I I 5 2 I I 35 S I Surfaced - 25 2020 - 1 A Streets Budget I 2020 Projected Expenditures $267,000 for personnel, spraypatcher, equipment, etc. $646,000 for Cleave Street Interim Improvements (Design &t Construction $675,000 for Overlays and large patches $250,000 for Chip &� Crack Sealing $70,000 for Engineering Design Costs � $125,000 for Parking Lot Rehabilitations I Contin�ency funds are included 26 39163 3/4/2020 2020 Paving �t Surface Treatment Project� Overlay and Patching - Approximately 1 centerline mile Big Horn Drive, Lexington Lane, Pine Knoll Drive Patching-Approximately 10 locations for large patch repairs Curb and Gutter replacement as needed Crack Seal - 6.5 miles Chip Seal - 3 miles Cleave Street Interim Improvements Public outreach meetings for community input on interim and long-term solutions Interim construction in fall of 2020 to improve pavement �t drainage, at a minimum Identify comprehensive redevelopment solution to align with downtown plan 27 1 A Trails Overview E.u.VJ4y TRAILS ESTES VAL�.EY MASTFRTRAILS PLAN # i�' � - +,,� � � � '' -.�_ � � �� SEGROUP w��-'%� Z$ 40164 3/4/2020 �I A T......I,. �.,.:.�.,.:�: Pro�nt P��o�ily iahle PotPf1Nl $dlPty n�m,�erot •:are��oi P�openyD.�e�sn'�p vu0sciroet immedd�e vu�amF/ �re�� uu�y .4uss.Ene�re�� V:�p�e imp�o�eme�V npn toiai v°o��:�, SuO�� Connxt�.nr Gran� p��e�aea BenHrteo nwn BarK�s' SaleAouieio i�ro�wwr�ent Fs��. 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Brodie Avenue Improvements - Constructed in 2019 � 10 foot wide concrete trail from Communit Drive to Fish�ek Trail � Y `•. $400,000 from 1ATrails Expansion Fund (Plus $464,000 fror�i 1AStreets Fund �t $336,000 from SRTS Grant) Project also included drainage, parking, and pavement improvements Fall River Trail Improvements Currently out to bid for 1.2 mile stretch from Aspen�len Campground in RMNP, along Fish Hatchery Rd, to the Methodist Church parking lot Anticipate construction starting in the spring and being completed by late summer . 30 41165 3/4/2020 2019 G�ant opplicat»ns � CPW Colorado the Beautiful (CtB) Non-Motorized Trails - Fall River Trail Awarded $363,000 with Local match $109,000 � Not Awarded: GOCO, People for Bikes, Colorado Health Foundation, CPW RTP, FLAP ► Awarded 2019 Safe Routes to School (SRTS) grant for Graves Avenue Sidewalks i Design in 2020 and targetin�construction in summer 2021 ► $500,000 award 31 Upcoming Grant Opportunities 2020 Grant Applications - Fall River Trail Transportation Alternatives Program (TAP) - Submitted in January 2020 Requested over$1.5 Million in grant funding, Local match of approximately$400,000 Multi-Modal Opportunity Fund (MMOF) - Submitted in January 2020 Requested $500,000 in grant funding, Local match of approximately$100,000 Able to use MMOF as local match for TAP, if awarded Typical grant applications - GOCO, SRTS, CPW LWCF, CPW NMT, etc. 32 42166 3/4/2020 Non Ballot 1 A Projects � US 36 and Community Roundabout � Downtown Wayfinding I Downtown Estes Loop (CFL) I US 34 and MacGregor Roundabout (CDOT) ► Other Operations &t Maintenance 33 Disclaimer � Projects can change based on various factors including Utility Work . Usage of Contingency Funds ► Bid Amounts ► Unforeseen Damage to Road ► Natural Disasters ► Etc. 34 43167 3/4/2020 I an ou . 35 4M 68 i T��N o� ESTES PARr Report • To: Honorable Mayor Jirsa Board of Trustees Through: Town Administrator Machalek From: Vanessa Solesbee, Parking & Transit Manager Greg Muhonen, Public Works Director Date: March 10, 2020 RE: 2020 Transit Routes Proposal Obiective: Provide an overview of proposed 2020 service details for Estes Transit, including staff and consultant analysis of historical program data, new service offerings, stakeholder input and alignment with the Town's strategic plan. Present Situation: Since 2013, ridership of the Town's free shuttles has decreased every year (except 2016) while annual operating costs have increased. When the Town Board approved implementation of seasonal paid parking on November 12, 2019, Trustees asked PW staff to be mindful of the impact to both visitors and locals that are accustomed to free parking in the downtown area. Trustees directed staff to take a more in-depth look at how Estes Transit service could help provide a viable and convenient alternative for employees, while also encouraging increased utilization of both the Parking Structure and Events Complex park-n-ride for longer term parking stays. Since the November meeting, PW staff has engaged in a robust analysis of Estes Transit service, including: • Ridership data from 2014-2019, with specific emphasis on stop, route and hourly boarding data from 2019; • Comprehensive cost of service (per rider); • Input from two citizen stakeholder groups: Transportation Advisory Board and Shuttle Committee; • Shuttle driver exit interviews; • 2019 ridership surveys; • 2019 staff input log; and, • Coordination with key Town and community partners (e.g., Community Services/Events, Rocky Mountain National Park). A consultant, SP+ Transportation, assisted with the data analysis and provided guidance to staff in development of the proposed 2020 Estes Transit service plan. Their 45169 effort was pro-bono and did not have to a cost to the Town beyond staff coordination time. Their full report is included as an attachment. Proposal: PW staff proposes the following transit service adjustments and additions for 2020: • Expand the total number of days served: o All Routes except Green (Express): ■ May 23 — June 28 (Sat & Sun only) ■ June 29 — October 4 (daily service) o Green Route: ■ May 23 — October 4 (Sat & Sun only) • Adjust the hours served per day: o Gold, Brown and Blue: 10 a.m. to 7 p.m. o Red (Trolley): 10 a.m. to 11 p.m. o Green: Noon (12:00 p.m.) to 6:00 p.m. • Repurpose the underperforming Silver route into a new Express (Green) route offering. • Transition from a "fixed route" to a "deviated fixed route" service to better serve riders of all ages and abilities. • Move the origination point for all Town routes from the Visitor Center to the Parking Structure. A detailed overview of specific stops by route can be found in the PowerPoint presentation included in the attachments. Advantaaes: • When approached incrementally and thoughtfully, transit service improvements have the potential to reverse the trend of decreasing ridership numbers. • Retaining 90% of stops from 2019 helps build year-over-year consistency. • Transitioning the origination location from the Visitor Center to the Parking Structure will likely improve convenience and safety for riders and pedestrians. • Adjusting the number of hours served per day will allow Estes Transit to extend its daily service season through the busy month of September. Disadvantaaes: • Removing five stops that were served in 2019 will impact businesses and residents located near those stops; however, ridership was very low and three of the five stoops can still be served in the 2020 deviation area. • Changing the origination location may initially confuse some riders; however, extensive outreach and education is planned to accompany route changes. Action Recommended: PW staff requests Trustee input on the proposed 2020 transit routes. Finance/Resource Impact: The 2020 Estes Transit service plan fits within the PW Parking & Transit Division's existing 2020 budget. No additional resources are requested. 4�170 Level of Public Interest Public interest in this item is high. Estes Transit is a well-liked service that is used by visitors and locals. Businesses located at or near stops served by Estes Transit also have high interest in the discussion about 2020 service plans. Attachments: • 2020 Transit Routes Proposal presentation • Transportation Analysis for Estes Park 2020 (SP+ Transportation) 4�171 • • ' � � 1 1 � *. P � �� _-. _ _ . �' . , - _ oute ,� � _ y �, � ' opos ' � . � rch 10, 2 �. Solesbe , king & Transit Manager � . ➢ Five routes serving 53 stops ➢ Service Days ■ Weekends only (May 23 — June 28) ■ Daily service (June 29 — Oct 4) ➢ Service Hours ■ 10 a.m. — 7 p.m. daily (Gold, Blue, and Brown) ■ 10 a.m. — 1 1 p.m. daily (trolley only) ➢ Green Route ■ Weekends only (May 23-Oct 4) ■ Noon (12 p.m.) to b p.m. ➢ Special Event Service ■ Serve 12 Town-produced special events ' - •- � -� • • •- ' • : � • • ' � � 1 1 . ➢ NEW in 2020: _ ■ All-electric trolley (grant- funded) - �. ■ Evening trolley service to , , - . ��" better serve employees � �� ' Ex ress Service to lar e 1 �� `� � ' p J parking areas (return of � , ; . the "Green" Route) - �- " ■ Route deviation �' ■ Return and expansion of Bustang! . ➢ Red Route/Trolley (Downtown) 1. Parking Structure 2. Bond Park (SW corner) 3. The Ore Cart Rock Shop 4. Tregent Park 5. West Park Center 6. Maxwell Inn 7. Lazy B at Elkhorn Lodge 8. Mrs. Walsh's Garden 9. The Grubsteak Restaurant 10. Moosely T's 1 1. Thirty Below ' - •- � -� • • •- ' • : . �- Town of Estes Park Shuttle Committee 3/4/2020 • • � • • - Q�.wy = e _ ' .I.I _ �R tg� � �� r ry � ��•�.��+,es:•��=w� . LJ W Wonderview A�E r: ,::._i�, ,. - ESteS Pdrk V�S�tOrS CPnt9r�.� s r:-'.�. !'i!1H� ai'l'�-. �G E l a 7 � 2 S �--I 9 1 F1 - �..�;,,,.� , .. Lf ��i ' Es[es Park�j Prospecl n�e �, z�'Reliance Fire Museum Ae-�ai Tramway s � — . � 3 ��o' �,� - ' + coast��cl��o: q Map 5aielli;� " � 5 � • . . . . •• • • � � � '• • - - • - . - • - - - • - � - • . . • • • •- • ' - • - - • - '• • • • • - • • • ' - : • - - • • . • ' - ' • • • - • .. ' - • � '- . 6 Respectfully Submitted by: Vanessa Solesbee, Parking & Transit Manager 5�74 Town of Estes Park Shuttle Committee 3/4/2020 _ . . � . . . . . :• • . . � • � :• • '• • • • � - ' • • - - • - - '• - • � �• • - - • - '• • - - • - '• - • • - 7 0 0 0 ��,:� I.'_]j �;iJf�.f,�lfl��i U o .c� a J�,��r rJo�ril.f,..:: O�- :1�� n, .. l Esi 1��K Esles Park;"` ��- Aerial Tramway`:� � 1 �-- __ � Beaver Meadows � 1� , Visitor Cen[ar - Prosped� _,;y:�rh?f� Moun[ain ~ � .':qc�r'.�..I-i� Map -=t�.�i _ _ 8 Respectfully Submitted by: Vanessa Solesbee, Parking & Transit Manager 5�75 • • ' � � 1 1 . 20 Service Pro osal ➢ Brown Route (Riverside Dr. & Hwy 66) 1. Parking Structure 2. Open Air�Fun City�Estes Park Brewery 3. Worldmark (on Riverside Dr.) 4. Manor RV 5. National Park Village (near Wayfinder Rest.) b. Alpine Trail Ridge Inn 7. Elk Meadow Lodge & RV Resort 8. Aerial Tramway 9. E. Riverside and Rockwell St. . . � 1a a � ' - •- � -� • • •- ' • : . �- • • ' � � 1 1 . 20 Service Proposal � o�d� G°3od4cc� Q o u� 4f�o�p�or� Qe�o � Drr�y C�d�¢[� G3doD 1. Parking Structure 2. Estes Mountain Lodge 3. Best Western Silver Saddle 4. Quality Inn 5. Antonio's Pizza b. Lake Estes Marina 7. West of Olympus Lodge 8. Estes Park KOA 9. Good Samaritan Estes Park Village 10. Talons Point & Falcon Ridge Apts. 1 1. Salud Family Health Center 12. Crossroads Ministry 13. Raven Ave. & Long Pine Dr. 14. Lake Front St. at Ranch Meadow 15. Lower Stanley Village ,: � � e, � ' - •- � -� • • •- ' • : • • ' � � 1 1 . ➢ Green Route (Express) 1. Events Complex 2. Parking Structure 3. Bond Park (@ Virginia Dr.) ➢ Route Deviation ➢ All routes must be able to deviate within 3/a mile of existing route and stops • Must be available upon passenger request or reservation (1-7 days in advance) • Offered during regular service hours • Provide "reasonable accommodation" • Contingency plan confirmed with VIA Mobility . ' � ' �, ' - •- � -� • • •- ' • : . �- • • ' � � 1 1 . 'ce - Budget Impact ➢ Financial Impact • No additional funds are requested. • All proposed changes are within the existing 2020 Transportation budget. ➢ Areas of budget realignment for 2020 • Extending the total days served • Route deviation contingency • Evening trolley service • Access gate for parking structure �. ��. �:�t` - �, � - �IL�� • ' - - - *, �fi�w._ . - ��_ `�� I � � M1 � � -_ � - - -'-��-=^�1. �- � � � � -=��i�.,.�_ � . i �� ' - •- � -� • • •- ' • : . �- ��_�i, TRANSPORTATION 1. Estes Park Transportation Overview 2020 The 2019 Estes Park Transit operation consists of five shuttle routes, Brown, Red, Blue, Gold, and Silver, which are active on a daily basis from mid-June to mid-September and some major events during the year. These 5 routes extend into the community to provide transportation access for both tourism and local access during the peak summer months. This shuttle review offers recommendations to the town of Estes Park to help increase ridership goals for 2020, alleviate personal motor vehicle traffic, and increase the overall efficiency of mobility within the town. 2. Current Operation: Five Estes Park Shuttles operate during peak tourist months to help provide access to local parks and businesses in the area. Shuttles are leased by Estes Park but operated by Rocky Mountain Transit Management (RMTM) on a contracted basis. RMTM provides all transportation related services with the expectation of dispatch and the leasing process. Services are available to the public for free as a way to promote tourism and give an environmentally friendly option to the community. Service Characteristics: LSD�c�J �VQ�D�Q o ��W� � �l�JlS ��1"J ��OVlS� �151"J Service Span 2019 6/22/2019- 6/22/2019- 6/22/2019- 6/22/2019- 6/22/2019- (7 days/week) g/8/2019 9/8/2019 9/8/2019 9/8/2019 9/8/2019 Hours of Service 9:00-21:00 9:00-21:00 9:00-21:00 9:00-21:00 9:00-21:00 Loop Frequency 30 Minutes 30 Minutes 30 Minutes 30 Minutes 15 Minutes Loops per Day 23 23 23 23 46 Capacity of Shuttle 24 Passenger 24 Passenger 15 Passenger 15 Passenger 24 Passenger Ave. Daily Ridership 552 pass. 552 pass. 345 pass. 345 pass. 552 pass. Capacity 2019 Ridership 14,190 Riders 15,543 Riders 11,659 Riders 8,110 Riders 22,881 Riders i - � Transportation Analysis for Estes Park 2020 5�180 ��_�i, TRANSPORTATION A. Shuttle Sizes and Capacities: Under the current operation, Estes Park currently operates two different coach sizes and one trolley on their routes. The primary breakdown of shuttles is as follows: o Brown Route: DC cutaway (24 pass. ADA compliant) o Blue Route: DC cutaway (24 pass. ADA compliant) o Gold Route: DC cutaway (15 pass. ADA compliant) o Silver Route: DC cutaway (15 pass. ADA compliant) o Red Route: Town Trolley (24 pass. ADA compliant) B. Shuttle Routes o Brown Route - Provide a loop transportation from the Estes Park Visitor Center westbound to Beaver Meadows making stops along the route as requested. o Blue Route - Provide a loop transportation from Estes Park Visitor Center Eastbound to provide access to the Olympus lodge and many of the apartment complexes in the community. o Gold Route- Provide a loop transportation from the Estes Park Visitor Center northwest towards the Fall River Visitor Center. The shuttle stops along the route at lodges and hotels for pick up and drop offs as needed. o Gray Route- Provide a loop transportation from Estes Park Visitor Center to the community to the south of the city. o Red Route- Provide a loop transportation from the Estes Park Visitor Center to the west of downtown and return. Only trolley style shuttle in the fleet. C. Shuttle Route Metrics The shuttle metrics measure the following: o Averaqe Dailv Boardinq: The average number of riders getting on the shuttle/trolley on a daily basis. o Boardinq per service hour: The average number of riders getting on the shuttle if distribution of ridership was spread evenly on an hourly basis based off of current service hours. o Averaqe Boardinq per trip: The average number of riders getting on the shuttle per loop if distribution of ridership was spread evenly. o Averaae cost per service hour: Based off of the budgeted all-inclusive spending rate for the season per shuttle per hour. o Averaae cost per rider per dav: Total cost of service for each shuttle by the average number of riders per day. . . Average Boarding Average Average Average Daily per Service Boarding Cost per cost per Boarding Hour per trip service rider hour perday 180 Pax. 15 Pax 7.5 Pax $81.78 $6.10 Passengers:abbreviated to Pax z - � Transportation Analysis for Estes Park 2020 5�181 ��_�i, TRANSPORTATION : • Average Boarding per Average Average Average Daily Service Hour Boarding Cost per Cost per Boarding per trip service hour rider per day 196 Pax. 16 Pax 8 Pax $81.78 $5.11 C�OOC� G�30��@: Average Boarding per Average Average Average cost Daily Service Hour Boarding Cost per per rider per Boarding per trip service hour day 147 Pax. 12 Pax 6 Pax $81.78 $7.49 ��OM@P GG�OGIf�@: Average Boarding per Average Average Average cost Daily Service Hour Boarding Cost per per rider per Boarding per trip service hour day 102 Pax. 8 Pax 4 Pax $81.78 $11.55 � ' • � • Average Boarding per Average Average Average cost Daily Service Hour Boarding Cost per per rider per Boarding per trip service hour day 289 Pax. 24 Pax 6 Pax $81.78 $3.35 D. Heat Map: In order to assist with providing accurate recommendations, we created a heat map for all routes. Below is the month of August when summer is in full swing to show an accurate representation for ridership on each route. A full 2019 Heat map is available upon request for further data analysis 3 - � Transportation Analysis for Estes Park 2020 58�$2 ��_i, TRANSPORTATION � C fD � � � _ = O � �� . �. �, t-� r�� r• r. r. `r� �: r. �� . �, r. r=� � `r� n i-� i�: �� r� � N P W N 10 L� P v N a A � v .1D � �O N W W A N �O V ti ~ � N y �+ �+ �+ ►+ (� �+ IMO d O ls L� C1 m 1~+ W v N G W � � W N P v �1 V W p 10 ~ I• 1.. �r �p W i� �.+ N t- t� P1 r P W �� O N N O� P A N P V W pC V W Ir O t w r.� N r_, p � w, P 0/ 07 Q� �O Q� W {A O Q� t� � � � V p WW W W �.� N •- � �. �. � �� e. W �y N p� �+ N W .V N N p N N {� W N V 1+ 10 w �� n V fa� � � �^ N I+ �� V W M N W � V N y1 � N � • � N W 01 +f� �.. � . . � �� , �D 1�+ 00 0� C.� lu 1~+ C? 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GGti � � � . o .. �., o �., o .. w i� V N �- M N �-- P r V N W O W T 1/� ► N ► N �-- r ►� N O N � � V h f'� V M W Q� N W • 0� r 1.� O O C� lr1 n.� V ♦ Ai W � (� �" O � � � � � � � x � � � � � � � c � g � � � : g � � � �.. � �+ W f � N N V V� N N � W W W W �./ �v W � � d � � d � � � � � � � � � � � a � � � � � � � � � �. s - � Transportation Analysis for Estes Park 2020 63�87 ��_�i, TRANSPORTATION 3. Kev Findinqs: The transportation that is operated by Estes Park is overall successful in moving consistent ridership throughout the city. However, there are different opportunities to improve the service as a whole and increase availability that have the ability to have a positive impact on the long term overall ridership. With all shuttles having ADA and wheelchair access, these shuttles are versatile in whom they can pick up. Below are the findings that we derived from data analysis and research. Brown Route: • Route perForms well as it travels to a high need destination. • Key stops are Elk Meadow, National Park Village and Bond Park which account for 42.7% of the stops that are made in 2019. • Between those 3 stops and Visitor Center Start, we cover 75.4% of all ridership at these stops. • The additions of the Meadow Mini Golf Stop and The Twisted Pine only accounted for 320 riders or 2.3°/a. • Aside from Elk Meadow, the National Park Village, and Bond Park, all stops on the route should be drive-bys with the ability to notify the driver of wanting to stop. Blue Route: • Shuttle route provides a much needed route for the community with access to many of the apartment complexes in the area with connections to the downtown area. • Ridership is consistent throughout the day with peaking hours between 3:OOPM and 5:30PM • Shuttle size is adequate for the demand and should not be changed. Red Route: • The most visible shuttle in terms of transportation being a Trolley style shuttle. • Peak hours occur between 11:OOAM and 5:30PM with 61.2% of all ridership. • Highest performing shuttle route with ease of access for on and off access. Gold Route: • The Gold shuttle route does a great job of providing transportation to the tourist lodging on the way to the Fall River Visitor Center. • Peak hours of service for the route fall between 1:30PM and 5:OOPM with 42% of riders taking the shuttle during these hours in 2019. • Gold route service could be utilized on an hourly basis rather than a 30 minute basis with a larger shuttle on the route and potentially combined with another service. Silver Route: • The Silver route is our most viable route for making changes too. With the ridership being] half of what we see on our next closest service, there is the most room for change. • The Silver route carries mostly the majority of its passengers being picked up from the visitor center with 51.4% of the pickups starting from that location and carries 24.3% of the riders to either the Recreation Center or the Events Park & Ride. • In total from the event center we had 4147 riders, with 1963 of them getting off at the Rec Center and the Park and Ride. The other stops combined carried 1960 riders. • Of that 1960 riders, 519 of them rode from the Dollar General as the heaviest traveled location on this route. 9 - � Transportation Analysis for Estes Park 2020 64�gg ��_�i, TRANSPORTATION 4. Recommendations This section details the opportunities that Estes Park has to help improve the overall service for the community and tourism in its town. Existing Shuttle Service Recommendations: 1. Shuttle Timing Reallocation Timing for shuttle services could be cut back to provide cost savings and expand the duration of the shuttle transportation if desired. From the table below, the majority of ridership is occurring between 10:OOAM and 7:OOPM. Route Blue Red Gold Brown Silver Average Percentage 77.8% 89.2% 80.2% 80.9% 81.8°/o 81.98% By cutting the service from 9:OOAM-9:OOPM (12.0) hours of service to 10:OOAM-7:OOPM (9.0) hours of service we save (3.0) hours per day per shuttle 3.0 hours x 5 shuttles = 15.0 Hours per day x 79 days = 1185.0 Hours saved over 2019 1185.0 x $81.73 per hour = $96,909.30 With reallocating these funds in the form of adding additional service days to a 9 hour transportation shift, Estes Park would have 131 individual shuttle Shifts or an additional 21 days of full service available to add to fit into the current budget. 2. Moving the Blue, Brown, and Silver shuttle routes to start from the Estes Park Event Complex. By moving the starting location from the Estes Park Visitors Center to the Estes Park Event Complex, Shuttles will have a considerably safer loading zone. As the Visitors Center has acted as the main hub while the transportation operation has grown, the infrastructure around the parking lot and building is not equipped to appropriately handle the number of people traveling through Estes Park. The Events Complex has upwards of 400 parking stalls that would help to alleviate the parking traffic that is diverted into town and causes additional traffic from pedestrians attempting to park personal vehicles. In the future, parking could be monetized and utilized as an additional source of revenue to assist in the funding of transportation operations. The move from the Visitor Center to the Event Complex would add an additional 4 to 6 minutes to the Blue, Brown, Gold and Silver Routes. Route deviations and re-evaluation may need to be done in order to accommodate the additional time. 3. Silver Route Repurposing. Currently the Silver Route is the most under, utilized route by almost 4,000 riders annually. When reviewing the ridership we saw that 8 Days in September and 4th of July account for 1,954 of the 8,110 riders that were reported on this route resulting in an inflated season count. With a ridership of 6,156 io - � Transportation Analysis for Estes Park 2020 65�gg ��_�i, TRANSPORTATION over 70 days or a total of 87 passengers per day, we found that the silver route had the largest room for improvement. With half of the ridership coming from the Events Center and The Park and Ride for the 2019 season we feel that the shuttle could be best suited running from the Estes Park Events Complex, to the Estes Park - Park and Ride, with a drop off at the Estes Park Visitors Center. On the return the stops would be at the Community Center and finally returning back to the Events Complex. This shuttle loop would be 12-15 minutes long with traffic in consideration. In order to create a successful and consistent parking option for riders, the shuttle would be best suited to make no longer than 15 minute loops to encourage parking at these locations over weekends and holidays. v�� a .. ,�,a ,#; - s r v�'-:.. �, � t .� '+. � q�� . �.. .,` ... -�. � • : � � �r;�. � i ,.; ��,� � �1'�'�.f �r '�- ��{,�k':i � �1,•�• _ •• '� ��P�r..� x* •' �,r � � ,T^. f- r • `�� r�.y ,y, •.- ��-�` �.� .i.t'� �.. a.� �'Y,'icr+ '� � �� i' t � _ ��j �-.1�� , �- �1y �,+_ � . f,..'O`.�� . . .. . 1 ��'��r� ia' 7� • � :,I .�%�,.-. OL�"Y2��'�SCr11'�,`�'i,�i°�S-"�,.� ' * ":`n.r,P�R R ♦ J ..,r5��anriiCS�]!�G��I �~�-��'�e �":'�� :. ��:'. ��,�r,i '^�1"4f1' .. •. � pr ��°^p�,.--'�,:� '.��w T - s .�y��C� a. `� � ��, � �� , • •... *��' , ;�� 'rj�'^,:F.,�,;,5�".' �.. �� . M ' �x. ♦ �� `�, . OL�'it�7't��.s,i�•1� ,� . ' .�� ypM .. � , ... rtvrw�'� � >a �f' � � `,,`-r4`` ' . ..� �'.. � i� 7 � , �� uh�4dl.L� �- � �� t ��T � �.f .z�.�� ,� � _ e '� � � l • > , ti�•��•�,.* , � '�,;�i e �, � � i•� i� �� A. • � i��a `'- (g .Yini LYil �.�� t.. �� r YZ��c .�� j / ��rZ'b�.,�l lr7_ . t�_ .�. %%�� i A.r a t :��rd� :�.�.;��zk�aia��.\\�. i .L�iC��w�� p�� a ��[�G vl:7:Y1�'�{s ,�� _ �w =�� h;��c�,x, ��5��\ ��C%d�Tr�,i��xs�,� �� ~� �'�rt��b, _ ��iw. ��.k�r,,� , . „ �,,,�_. .. r ' � . . . < . �..'� • "� ;� Crr�.rSJ F a�� y ,•t a r �. • � , tr'�s:[?r;� �. �,��;s �',��,�� ,s+�� + -� ^ iz m€� ,�UC�f ?�c�it� � � ��'aL�� . 3�, •i,� �' � j . r=' �'i,� � `' / -�Y��G?�Lin C�U� �� " . W � r t. p• �- - ��(} 'l�� l�rr11. .='�"� � { �.t , . + ��LisLS�� 6� '' r � _ `\ . f-...'` f � . z• � �4 �.` ; r y� r�?' � ��lj/ '.G�iY"�'' l C�it��GdY�.t'x�`�k'�"crr,"1 K�� Y � .�� ,r� r�[ �,,�� r - . f�. ' ' 7°�.��u-�,� �3.-. � • ..��. i'�., ..��. P o ��ICaI.-�� .c\ . �r{� �. I.s � � .. ��q,, � i ' .. ' �7�`V� %w� i.1 i��1�''�� ' I;�JYr - ' ' '�Y�-7U'A��'z °ti�A�� i3 I 1' �� -• . �- Y�#��.,�� F;n �r-��µ '��' *-k "� .- .`,�,. .: [�� - � .� �, .F r�;' ��I�`� F V . � � ��'�^ll�� - "'��3Gd-7�1.t,'�u�X71�. 'p �_ �1. �v ,r��r t�$�-:'a X 'Y-�;_ ?vT� `?3 l�r � �,� �"r._ � � I -,r 1� ,!: . '� �"+� T,. � 4�.�� r�CA��`L'� �;�� j �C1 yw 1 y 6 f" I ��- � ,� . � ��` k'��'�f' �,,�� n�' �y�,�t�i ��n v r.ne-'LdL�i��,CYC',� .� -_..._ . w QGit t uf-'1i�J` s.• ,,��'9�-�.'��l �, �� , c� +"�,��, ��+R l �. �C�-u'�tl'T��, " �,��`' s.-,, t��,- �� '� .� �� -,� '��"""�'jlr� �� ,e-�� '�-� � 4��y ,�'� � � ��r` - �� a "�. Ii,d��A1�i"''�'��'.�'"'�f_+��' .i��`.��:. 1�;�a�FX�.fi�ii�'��l�.��!:�S�T�1F.n��i. M;' _�.TI�`F��.� . � �'� , _. . ..� With the Silver route being dedicated route, it would encourage riders to utilize the parking options just outside of the downtown strip. They will still be able to catch the Trolley from the Visitors Center throughout the rest of downtown. 4. Brown Route Adjustments With the change of the Estes Park Events Complex as the starting location, the Brown Route has additional opportunities to connect with other RV Parks and provide additional access to the community while avoiding heavier traffic on Moraine Ave during Peak Season. We suggest adding in Manor RV and Spruce Lake RV to the loop on the way out to National Park Village by allowing the shuttle to utilize Prospect and Riverside Drives. A sample of stops would be as follows: ii - � Transportation Analysis for Estes Park 2020 s�l 90 ��_�i, TRANSPORTATION 1. Estes Park Events Complex 2. Audubon and Riverside Drive 3. WorldMark Estes Park 4. Manor RV 5. Spruce Lake RV 6. Elk Meadow Lodge and RV Park 7. National Park Village 8. West Bond Street 9. Estes Park Events Complex � _:��,,�* �� , rg , . `� �.;$ , .�.,f�,�,,� �p, � � ��„a �jY t r�P-a y,.+ G7G"�� .. ...tE3�� , ,� �A", t� n ,!�� -r , ��I`A ��r �� V�� L�� +d . � r � � � .� M +i�',�,[['�l 1 I�l��lC�.31fd � .L + � / F (�' �' �. .1.` . �'i � r „r�y �1 �. 'Ya l^ i `a� ;4�bi�,�si' " [�1�k1�7UrJ1?`3�II + ""t �i.`�� .. '� rt l�C� �F � � �� '� �� h ` - ,,:� � �. .. ,. �. } �'t � � LT I YTad� L�,1]Cx"��30� � u il i��`f-�f�b�l � t t � ��> s � q� , i � . * ��i. � n �. �� ,, � �r Y . . �.::M�..,�'J�'��{ � � ,`_ .� + � - „ � t cti - �mLflt�,(��fir - � ' C�I��i�ef�C � Y i Y W '. ,:r.� t� . '�. . I'� � �.,il�,-_'RF'i Cl� � .�AYi - �'�; �-��n��` ti •�� 1,�. ��:7Flf. ti.., yr .f�� ,� ��.;- � �=�.. .G,,,� �. A� - . � e.�t �dA+. . . .:i� y y "T�. �, ��Tl� wIC. �651 {;: _..P P k � �C7it;�� y�y. :'.' ��i�_ , r '.'� ��;, Cv�ur� �,:;k� 4,} , � -:: . ,�.� n � i �"� r i i � . . �. � .,b 4 -� ;��" I R7�i,r�� L� f�3TG�ld.�. 1�" t Ct�l�,�l{n l�li�l l 9`i.p�'r �.� r � � �r r ialt? rk ,�„ �` t � y� ..y�Y�e��a y � �;�'Y`L'� u��'° , "�4a �r-C�� iE F±k?. :�".^ ,..r�,; ��4 -- , '�'� � �� Rr', + �, �tXU C�f.�t�:�[l S � e� , r ��.� ` `"' �•'c�:�` � s� _.iyet �. � ',�,+; � „�"'� �s . •�� V' Itlf�3 � , 4 � ,y ].",+ ',* �„��+ r 1.j; � . � �� '11Y3� . � n' r �. �, ' � , �,. -� - �I .<II 1'� r �zi m« � ��,w„ ti ��_. . . �:�� p f,+� .� . � 4.K,t 9 �.t1'it i t i,s�IG�r �� ' sr�� ` EI A�. '� l _ �� `.f 4 ,�,. � ��au�� ,; .� ;� � ��E�.,,� r 'r+�P'°: C_�'r i'o� i1 �t..,6: t`� f�t�iY��rY� ,y� "�' �y, T�r �n 'C��:J� Arr � .-.. Y �S �Y�y•yi� S T�� ,�•, . . -l. r . r'ti. �'..Y�' Y��1 a.Fi%, r�.. . .�_ �f(,�- �.�"nL�.G�C�i:z�f,1 � � �—a iC�,,�: �-,�w� "� �tbM°y �°` �f � .r� ,, ' �r � � kc4 �t 4 1� � ;: Ctxlr�.Y9Cf 5 I�� L' �. i:; �.� �✓.p. r-�'"q'� p h4 � �y��r�'� '��C�� ull..,:#a,� ��? t i x '�`' � � r�.t`,a '�`y;si� � r ' ` � ` r' }� ,541 T '� � '+"�s lti � �. [�Gt�?�IX aL L�]:,�-1, �'�'1 �� :r� Y�, ��`�7c7t�".�'�� '-� O�2�• �C.SI�,.. �.�+i '� � i . s t� 7 y " eY�i'�I�cty�L�I,.. L � n rLL�EiaC�l 1 � - .. . . . . { �i � � � �e3 .µ�:� ��,� �k C��"� , �.. ,Si�iCx1[aJ. �..r,, . . '� -+R:� .l. a�5, ;s:..: '��. k' �.,a. i 11��S��.u�>, •. _ . . . .. . . �f� , } : ;;�,��„�r � -�,,�, � �;s"�'t .��!��.� ' `�,..,.,�i�r« `'�`�` 7t:,,rx �,;k�w,'S4 � '� �� . . ,r'�,� n r ?}..F t�F `ii,` .,.__ . t�a�,;; +7 `4.-�� e�4� .'+� b -�,�:. fT t.•� e a��`,:, � t�i-r !� 3� R.yy`$��t w � .:r ��d � \ ��J9 n {, �� ..�.:.• R7 �4 'f,i,� .��.. P y'�,p��y��'ICa��i'°„ tT,� � �.Y� _ s��'+�J` . �Ti..4Y , .. , . . . _ .... . . ,.�. -..�. . . , .'.n! S\:}T' . , �� 1�4. � .'��1�� The anticipated loop time would be 25 to 30 minutes with allocation for the return traffic. By utilizing Prospect Ave and Riverside Drive, the shuttle passes the Medical Center that was originally a stop on our Silver Route and can make call out stops there if desired. 5. YMCA/Fish CreeWMary's Lake/Community Reservation Shuttle When the ask from the community for a shuttle that travels to the YMCA as well as Fish Creek, the best option for addressing these outlier locations would be to establish a reservation shuttle. This shuttle would require 24- 48 hour notice from locations outside of the normal routes. From an operational perspective, Estes Park would have the team that currently operates the dispatching of the shuttles, book these reservations. With the need for a demand shuttle in the community for mobility limited individuals, this shuttle can assist with predetermined large group moves at billed at a limited cost to the group. From an operations perspective, the driver that operates breaks could also be the driver that runs the one-off group transportation. 12 — � Transportation Analysis for Estes Park 2020 6�191 ��_�i, TRANSPORTATION 6. Reporting Optimization If shuttle reporting is continued to be done by hand, all shuttle data should be entered by loop into an excel style spreadsheet for historical records. This not only ensures the accuracy of totals for each day but also allows for proper reports to be made. As a consistently growing service, the data of ridership is imperative to make adjustments and see where we are being successful. 7. Su ested Routin Schedule � � • � � - � • • GOLD (30-minute) - Fall River Road 1 Estes Park Events Complex 1 Estes Park Events Complex I 2 I Riverside Dr. & Prospect Village Dr. I I 2 I The Stanley Hotel I 3 I Worldmark I I 3 I Timber Creek Chalets I 4 I Manor RV I I 4 I McGregor Mtn Lodge � 5 � Spruce Lake RV � I 5 � Fall River Visitor Center I 6 I Elk Meadow Lodge and RV I I 6 I Estes Park Condos I 7 I National Park Village I I 7 I Aspen Winds on Fall River I 8 I Bond Park (West Side) I I 8 I Homestead Ln. & Fall River Rd. I 9 I Estes Park Events Complex I I 9 I Stonebrook Resort I 10 I Nickys Resort I 1 I Estes Park Events Complex � . . . � � 1 Estes Park Visitor Center • � I 2 I Estes Mountain Lodge I 1 Estes Park Events Complex I 3 I Best Western Plus Silver Saddle I I 2 I Estes Park Park and Ride I 4 I Quality Inn I I 3 I Estes Park Visitors Center I 5 I Antonio's Pizza I I 4 I Estes Park Community Center I 6 I Lake Estes Marina I 5 Estes Park Events Complex I 7 I West of Olympus Lodge I ' � � � • • • - 8 Estes Park KOA 1 Estes Park Visitor Center 9 Good Samaritan Village Estes Park 2 Bond Park (at Virginia Dr.) 10 Talons Pointe & Falcon Ridge Apts. I 3 I The Ore Cart Rock Shop Tregent Park 11 Salud Family Medical Center 4 I 12 I Crossroads Ministry I I 5 I West Park Center 13 Raven Ave. & Lone Pine Dr. I 6 Maxwell Inn I 14 I Lake Front Street at Ranch Meadow I I 7 I The Lazy B at Elkhorn Lodge I 15 I Lower Stanley Village I I 8 I Mrs. Walsh's Garden I 1 I Estes Park Visitor Center I I 9 I The Grubsteak Restaurant 13 - � Transportation Analysis for Estes Park 2020 s�l g2 ��_�i, TRANSPORTATION EXPERIENCE AND QUALIFICATIONS Uniquely Qualified SP Plus Corporation is a Delaware corporation qualified to provide consultation in the State of Colorado, is uniquely qualified and perfectly postured to analyze and provide recommendation for transportation and parking services for Estes Park. Organization SP Plus Corporation is a publicly traded company(NASDAQ: SP) having annual revenues in excess of$1,500,000,000. Founded in 1929,we provide shuttle bus transportation, ground transportation management,transportation systems design, parking and related services at airports, universities, medical complexes, corporate campuses and commercial establishments across the United States and Canada. We currently provide transportation services for 25 airports, and over 3,400 facilities (including medical complexes, universities, corporate campuses, office buildings, sports complexes, events, etc.) in hundreds of cities across North America. We safely and efficiently operate a fleet in excess of 825 vehicles in managing and operating ground transportation systems massive, midsize and small. We have over 22,000 dedicated and committed employees. Dedicated Transportation Group SP+Transportation, our dedicated Transportation Consulting Group, is staffed by experienced operations, fleet, maintenance managers with a rounded knowledge in customer service and financial analysis. Demonstrated Ability Significantly, SP+Transportation provides all-inclusive shuttle services for large diverse corporate campuses and medical complexes across the country, as well as for 30 U.S. airports, including Dallas-Fort Worth International, Portland International, Bush Houston Intercontinental, Salt Lake City International and Southwest Florida International. We also furnish customer service and ground transportation management services at several major international U.S. airports including Chicago O'Hare, Chicago Midway, Portland, Denver, Ft. Lauderdale-Hollywood, Oakland and Salt Lake City. We have planned, started-up, operated and maintained myriad system programs of similar public stature and are absolutely certain of our ability to deliver a comprehensive analysis,tailored to the specific needs of Estes Park and designed to respectfully serve your community. SP+Transportation brings a significant level of experience, a great depth of resources and a completely inclusive approach. All programs and mandates set forth in the analysis will serve as a foundation from which we will proudly work with Estes Park Staff to grow and evolve the transportation services. Shuttle Bus Experience Our experience in managing, operating and maintaining sophisticated shuttle bus systems is unmatched. Our collective, in-depth understanding of delivering safe, customer-driven,timely transportation, and of the fundamental issues impacting shuttle bus operations, melded with our ability to make informed decisions about customer service, costs, emergencies, safety and operating efficiencies,thoroughly prepares us to provide an exemplary analysis for Estes Park and its valued patrons. ia - � Transportation Analysis for Estes Park 2020 69193 ��_�i, TRANSPORTATION The following are brief summaries of a few of our operations that demonstrate our experience in managing and operating shuttle systems. � � �ESTE� �University is�xvE Hospitals .,�. SP+ provides the shuttle bus system for the multifaceted � ��1��..,_ Case Western Reserve University/University ' Hospitals � ; �.-��E"xS►�+�r1�'E , complex in the heart of Cleveland, Ohio. In addition to � ,-��'� ; ��—�"° ,; providing free transportation to students, facility, staff and � :�` �` visitors of the University and Hospitals, the system also serves the neighboring University Circle Institutions (museums, Botanical Garden, etc.) January 2005 to Present 1 Ford E550 buses (CNG) University and Medical Complex Shuttle 538,350 annual passengers System 57,036 annual service hours 7 days per week (16-24 hours/day) 296,401 annual miles 8 Ford E350 buses (gasoline) 65 dedicated employees 21 Ford E450 buses (gasoline) . • • • I ' I ■ 1 ��_. SP+ provides a full range of services to MIT in Cambridge, Massachusetts. We provide y�• all the vehicles, maintenance, labor, insurance, etc. for the Institute's comprehensive �-�::�_ ` ' and very intensely utilized shuttle transportation system. We also provide charter -,�_�:��i�,,; services. Moreover, we manage and operate the Institute's parking system, as well as e its "commuter services" (coordination with public transit agencies, sale of public transit ,� � �` u.S rt� . A,: . 141LL cards, issuance of on-campus and off-site parking passes, etc.) 1996 to Present 4 ElDorado 3200 (Aero Elite) buses (diesel) University Shuttle System 177,000 annual passengers 7 days per week (21 hours/day including 25,220 annual service hours SafeRide service) 203,642 annual miles 4 Glaval Titan buses (gasoline) 25 dedicated employees 5 ElDorado EZ Rider II buses (bio- diesel) is - � Transportation Analysis for Estes Park 2020 70194 ��_�i, TRANSPORTATION � � � � � �� _ .�1 1t�� In December 2016, SP+ began providing shuttle service for the tenants of the AON and Prudential buildings in Chicago to and from the train stations.This is the first shuttle system in Chicago which uses a fleet of electric buses. 2016 to Present 348,150 annual passengers Building/Facility Shuttle System 22,360 annual service hours 5 days per week (10 hours/day) 60,077 annual miles 10 Protera Catalyst buses (electric) 14 dedicated employees • • . . • � • • �� SP+ provides the vehicles, maintenance, labor, insurance, etc. for Southwest Florida International Airport, providing bumper-to-bumper parking lot shuttle and employee parking shuttle services. 1996 to Present 1,378,450 annual passengers Airport Public Parking and Employee Parking 84,506 annual service hours Shuttle System 734,360 annual miles 7 days per week (24 hours/day) 53 dedicated employees 19 Ford E450 buses (gasoline) 16 - � Transportation Analysis for Estes Park 2020 71195 �� ` �� ♦ O �` �� a �� 72196