HomeMy WebLinkAboutPACKET Town Board 2020-03-10The 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.
Prepared 02-28-2020
*Revised
1 1
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was
prepared.
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.
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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 Administrator
Dan Kramer, Town Attorney
Jackie Williamson, Town Clerk
Bunny Victoria Beers, Recording Secretary
Absent: Trustee Eric Blackhurst
Mayor Jirsa called the meeting to order at 7:00 p.m. and all desiring to do so, recited the
Pledge of Allegiance.
AGENDA APPROVAL.
It was moved and seconded (Cenac/Martchink) to approve the Agenda, and it passed
unanimously.
PUBLIC COMMENTS.
Edward Hayek/Town citizen, Marlene Hayek/Town citizen and Jim Kelley/Town citizen
voiced concern for the approval of the Stanley Hotel Arts Center plan and the process
which directly affects the rights of neighboring properties. Concerns included noise,
process for projects which change commercial/residential interface, and referenced the
Stanley Historic District Master Plan which requires Technical Review for alteration of
open space and all modification to existing development projects.
John Meisner/Town citizen requested changes to the layout of the Elected Officials Public
Emails web page to remove “views” and sort by date. Additionally, he requested
clarification on the traffic light at the Alarado property project. Director Hunt stated the
developer committed to install a traffic light which has undergone Colorado Department
of Transportation (CDOT) review. Staff would provide more information to the Board on
the project.
TOWN BOARD COMMENTS
Trustee Martchink 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 President/CEO 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. DRAFT3
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 the Stanley Historic
District projects.
TOWN ADMINISTRATOR REPORT.
None.
CONSENT AGENDA:
1. Bills.
2. Town Board Minutes dated February 11, 2020 and Town Board Study Session
Minutes dated February 11, 2020.
3. Estes Valley Planning Commission Minutes and Study Session minutes dated
January 21, 2020 and Estes Valley Planning Commission Study Session minutes
dated November 19, 2019 (acknowledgment only).
4. Family Advisory Board Minutes dated January 9, 2020 (acknowledgement only).
5. One-year Contract Extension for InVision GIS Professional Services.
6. Resolution 14-20 Acknowledgement of Fiber Asset Transfer from Platte River
Power Authority to the Town of Estes Park.
It was moved and seconded (Norris/Zornes) to approve the Consent Agenda, and
it passed unanimously.
PLANNING COMMISSION ITEMS:
1. ACTION ITEMS:
RESOLUTION 11-20, APPROVING SUPPLEMENTAL MAP #5 OF ESTES
PARK CONDOMINIUMS, 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 beDRAFT
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 at the Visitor Center
parking lot. The Colorado Energy Office (CEO) manages the ALT Fuels Colorado
Plug-in Electric Vehicle (PEV) Direct Current Fast Charging (DCFC) corridors grant
program. The program initiative aims to provide fast charging stations along six
highway corridors. ChargePoint was awarded the grant from CEO. The project
requires local cost share which was not approved in the 2020 budget. ChargePoint
would be willing to fund 100% of the design and construction costs to install four
fast charging stations as the Visitors Center. ChargePoint would own, operate and
maintain the stations for a period of ten years so long as the Town provides the
four parking stalls and allows ChargePoint to pay the Town the municipal rate for
the electricity as outlined in the agreement. It was moved and seconded
(Norris/Bangs) to approve the electric vehicle charging station license
agreement, and it passed unanimously.
4. RESOLUTION 13-20 SETTING THE PUBLIC HEARING DATE FOR 2020-2022
ELECTRIC RATES. Staff requested the Board set the public hearing date of April
14, 2020 for the proposed 2020-2022 electric rates. A rate study was conducted
by NewGen Strategies & Solutions LLC to analyze current and future expenses.
The proposed rate change would be an overall revenue increase of 5.9% allocated
over three years. The increase would ensure the Town generates adequate
revenues to fund the continuation of high-quality, reliable electric service. Director
Bergsten stated the study resulted in less impact to commercial rates. He reviewed
cost of service and rate design overview, the established method for cost of service
and rate design overview. He reviewed potential objectives for tariffs and rates. He
stated public notice of the hearing would be promoted in the newspaper, on social
media and an insert would be included in Utility bills. John Meissner/Town citizen
questioned the increase amount to the base rate. Director Bergsten stated the
base rate for residential customers would be increased to approximately $27.00 a
month. It was moved and seconded (Martchink/Cenac) to approve Resolution
13-20, and it passed unanimously.
5. ESTES PARK 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-DRAFT5
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, Mayor
Bunny Victoria Beers, Recording Secretary DRAFT6
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, Assistant Town Administrator
Damweber, Town Attorney Kramer and Recording Secretary
Disney
Absent: Trustee Blackhurst
Mayor Jirsa called the meeting to order at 5:45 p.m.
SEMI-ANNUAL COMPLIANCE REVIEW WITH BOARD GOVERNING POLICIES –
POLICY 1.10 SELF-MONITORING OF THE BOARD. Mayor Jirsa presented the Semi-
Annual Compliance Review and the Board discussed recusal of voting and appropriate
reasons for recusal, level of public trust, providing correct information to the public, and
governing policies. Board members welcomed constructive criticism from other Trustees
and constituents.
FOLLOW UP DISCUSSION OF BUILDING MAINTENANCE CODE.
Director Hunt and SAFEbuilt Chief Building Official Rusu provided a brief background of
the Building Maintenance Code discussion from July 23, 2019. The Board discussed
public input, educational opportunities, coordination with the Estes Valley Protection
District and Larimer County Health, and level of staff interaction depending on
maintenance issues. The Board determined staff would provide the Board with an
update of the conversations conducted with the Estes Valley Fire Protection District,
Larimer County Health, and business and property owners which could be affected by
adopting the International Building Maintenance Code.
FISH HATCHERY NEXT STEPS.
Assistant Town Administrator Damweber presented a discussion on the Town’s Fish
Hatchery property, he provided a brief history of the development of workforce housing
at the property. Staff, as previously directed, reviewed sewer district capabilities to
support approximately 100 residential units, development limitations in regards to water
access on both the north 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 & ADMINSTRATOR COMMENTS & 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. DRAFT7
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 DRAFT8
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 Attend ing: 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 9
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
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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 15th 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.
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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-lb bicycle is expected to share the road with a 5,000 lb. 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 Greg 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
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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 (Engineering Manager 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 (Parking & Transit Manager 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
10 14
Town of Estes Park, Larimer County, Colorado, January 16th, 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
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
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 24th. 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
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 what’s 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
14 18
UTILITIES 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
Objective:
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 25th 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.
15 19
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.
Advantages:
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.
Disadvantages:
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
17 21
1822
UTILITIES 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
Objective:
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:
19 23
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.
Advantages:
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
Disadvantages:
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 14th.
Finance/Resource Impact:
Over three years electric revenues will increase 5.9%
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
PROPOSED Electric Rate Summary 2020-2022, Public Meeting 4/14/2020
On-Peak Off-Peak Standard
Customer Energy Energy Demand Rate for
Customer Rate Class Year (2)Charge Consumption Consumption Charge May thru
$/Month Charge Charge $/kW August
$/kWh $/kWh $/kWh
RESIDENTIAL (1)2020 $22.70 $0.1095 $0.00349 ---------
June 2020 $23.47 $0.1119 $0.00000 ---------
2021 $24.23 $0.1144 TBD ---------
2022 $25.00 $0.1168 TBD ---------
RESIDENTIAL DEMAND (1)2020 $26.10 $0.0654 $0.00349 ---$13.60 ---
June 2020 $26.90 $0.0645 $0.00000 ---$13.60 ---
2021 $27.70 $0.0636 TBD ---$13.60 ---
2022 $28.50 $0.0627 TBD ---$13.60 ---
RESIDENTIAL ENERGY TIME-OF-DAY (1)2020 $26.10 $0.1520 $0.00349 $0.0760 ------
June 2020 $26.90 $0.1566 $0.00000 $0.0806 ------
2021 $27.70 $0.1612 TBD $0.0852 ------
2022 $28.50 $0.1658 TBD $0.0898 ------
RESIDENTIAL ENERGY BASIC TIME-OF-DAY (1)2020 $26.10 $0.1345 $0.00349 $0.1077 ---$0.1095
June 2020 $26.90 $0.1470 $0.00000 $0.1038 ---$0.1119
2021 $27.70 $0.1595 TBD $0.0998 ---$0.1144
2022 $28.50 $0.1719 TBD $0.0959 ---$0.1168
SMALL COMMERCIAL (1)2020 $33.37 $0.1140 $0.00349 ---------
June 2020 $33.25 $0.1154 $0.00000 ---------
2021 $33.12 $0.1169 TBD ---------
2022 $33.00 $0.1183 TBD ---------
SMALL COMMERCIAL ENERGY TIME-OF-DAY (1)2020 $36.77 $0.1615 $0.00349 $0.0708 ------
June 2020 $36.51 $0.1526 $0.00000 $0.0763 ------
2021 $36.26 $0.1438 TBD $0.0818 ------
2022 $36.00 $0.1349 TBD $0.0872 ------
LARGE COMMERCIAL (1)2020 $45.23 $0.0625 $0.00349 ---$14.80 ---
June 2020 $45.49 $0.0633 $0.00000 ---$15.87 ---
2021 $45.74 $0.0640 TBD ---$16.93 ---
2022 $46.00 $0.0648 TBD ---$18.00 ---
LARGE COMMERICIAL TIME-OF-DAY (1)2020 $53.18 $0.0820 $0.00349 $0.0445 $17.45 ---
June 2020 $53.79 $0.0848 $0.00000 $0.0461 $18.30 ---
2021 $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 ---------------
2021 $36.49 ---------------
2022 $36.49 ---------------
RENEWABLE ENERGY CHARGE (1)2020 ---$0.0275 $0.00000 ---------
June 2020 ---$0.0275 ---------
2021 ---$0.0275 ---------
2022 ---$0.0275 ---------
MUNICIPAL RATE (1)2020 $0.00 $0.1171 $0.00349 ---------
June 2020 $9.00 $0.1149 $0.00000 ---------
2021 $18.00 $0.1128 TBD ---------
2022 $27.00 $0.1106 TBD ---------
RMNP ADMINISTRATIVE HOUSING 2019 $22.70 $0.0690 N/A ---------
June 2020 $22.70 $0.0690 N/A ---------
2021 $22.70 $0.0690 N/A ---------
2022 $22.70 $0.0690 N/A ---------
Available for electricty use on municipal property
Available to Rocky Mountain National Park residences
having an alternate power source delivered to Estes
Park's distribution system
Voluntary participation available to all classes; charge per
100 kWh block
Purchase Power
Rider $/kWh
Available to all residential customers and residential
customers with electric heat up to 25,000 kWh annually.
Available to existing customers on this rate, September
through April. All other times the Residential energy
charge would apply.
Available to all residential customers using electric
thermal storage heat.
Available to all residential customers not using electric
thermal storage heat. These rates apply September
through April. Standard rates apply May through August.
Available to all commercial customers with demands of
35 kW or less.
Available to all commercial customers using electric
thermal storage heat with demands of 35 kW or less
Available to all commercial customers with demands
exceeding 35 kW
Available to all commercial customers with demands
exceeding 35 kW
Available for lighting outdoor private areas
21 25
On-Peak Off-Peak Standard
Customer Energy Energy Demand Rate for
Customer Rate Class Year (2)Charge Consumption Consumption Charge May thru
$/Month Charge Charge $/kW August
$/kWh $/kWh $/kWh
Purchase Power
Rider $/kWh
RMNP SMALL ADMINISTRATIVE 2020 $33.37 $0.0456 N/A ---------
June 2020 $33.37 $0.0456 N/A ---------
2021 $33.37 $0.0456 N/A ---------
2022 $33.37 $0.0456 N/A ---------
RMNP LARGE ADMINISTRATIVE 2020 $45.23 $0.0185 N/A ---$12.50 ---
June 2020 $45.23 $0.0185 N/A ---$12.50 ---
2021 $45.23 $0.0185 N/A ---$12.50 ---
2022 $45.23 $0.0185 N/A ---$12.50 ---
NOTES:
(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 Energy "Basic" Time-of-Day is available for every residential customer except as stated above.
These rates apply only September thru April (for May thru August, the standard Residential rate applies):
ON-PEAK for Residential "Basic" Time-of-Day Customers: 4:00 pm to 7:00 pm weekdays
Updated 02-10-2020
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)
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.
Available to RMNP administrative accounts having an
alternate power source delivered to Estes Park's
distribution system with demands of 35kW or less
Available to RMNP administrative accounts having an
alternate power source delivered to Estes Park's
distribution system with demands exceeding 35kW
Residential Energy Time-of-Day available only for residential customers using electric thermal storage heat:
Smart Meter/Advanced Metering 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
ON-PEAK for Residential Time-of-Day Customers: 6:00 am to 1:00 pm and 3:00 pm to 10:00 pm
weekdays
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
22 26
ELECTRIC RATE STUDY - FINAL DRAFT
Town of Estes Park, Colorado
Estes Park Power and Communications
REPORT | February 2020
www.newgenstrategies.net
PREPARED BY:
SUSTAINABILITYSTAKEHOLDERS ECONOMICS STRATEGY 27
Economics | Strategy | Stakeholders | Sustainability
www.newgenstrategies.net
225 Union Boulevard
Suite 305
Lakewood, CO 80228
Phone: (720) 633-9514
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.
Sincerely,
NewGen Strategies and Solutions, LLC
Joe Mancinelli
President and CEO
28
Economics | Strategy | Stakeholders | Sustainability
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
Financial Forecast ............................................................................................... 1‐4
Cost of Service and Rate Design Process Overview ...................................................... 1‐5
Cost of Service Results .................................................................................................. 1‐6
Rate Design .................................................................................................................... 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
Classification of Costs .................................................................................................... 3‐3
Allocation of 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
Rate Design Offerings .................................................................................................... 4‐1
Rate Design Objectives .................................................................................................. 4‐2
Electric Rate Structure ................................................................................................... 4‐3
Rate Design 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
29
Table of Contents
ii
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
Rate Recommendations ................................................................................................ 5‐1
Avoided Cost for Net Meter Customers ........................................................................ 5‐2
AMI Opt‐Out Fees .......................................................................................................... 5‐2
Other Work 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
Proposed Rates ............................................................................................................. 4‐8
Table 4‐5 Residential Energy Basic Time‐of‐Day Service Cost of Service, Current,
and Proposed 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,
and Proposed 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
Proposed Rates ........................................................................................................... 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
30
Table of Contents
iii
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
from 2019 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 Energy Time‐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
31
Table of Contents
iv
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
32
Economics | Strategy | Stakeholders | Sustainability
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 ava ilable, 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. T he 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.
33
Section 1
1‐2
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
Estimated Annual Energy Requirements
Test Year
Retail Sales
(kWh)
System
Losses
(kWh)
Total Net Energy
for Load (kWh)
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.
34
PROJECT SUMMARY
1‐3
Table 1-2
2022 Summary of Projected Electric Utility Characteristics by Customer Class
Customer Class
Rate
Code(s)
Retail kWh
Sales(1)
No. of
Customers(1)
Revenue at
Current
Rates
Avg. Annual
kWh Sales
per Customer
Avg. Annual
Revenue per
Customer
Residential Service R/RD/RE/RB 57,610,664 8,152 $ 8,749,429 7,067 $ 1,073
Small Commercial C 28,933,187 2,357 4,347,393 12,276 1,845
Small Commercial Energy Time-of-Day CE 679,330 29 85,069 23,738 2,973
Large Commercial CL 35,687,102 113 3,695,196 316,410 32,762
Large Commercial Energy Time-of-Day CT 137,894 1 18,327 137,894 18,327
Municipal M 3,340,617 74 442,979 44,897 5,954
RMNP Administrative Housing (2) AH 9,232 4 1,738 2,308 434
RMNP Small Administrative (2) AS 269,060 22 21,154 12,230 962
RMNP 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) Electricity provided by the United States Bureau of Reclamation. The Town is paid to deliver the electricity.
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.
35
Section 1
1‐4
Figure 1-1: Financial 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.
Figure 1-2: Financial Forecast Model Development
Financial
Forecast
Cost‐of‐
Service
Rate Design
& Impacts
Recommended Use
Apply system‐wide rate changes
to customer classes
Calculate customer class specific
cost of service and rate
structures
Ensure equity and alignment with
rate strategy
Forecast financial performance
and key financial metrics
Calculate debt and rate funded
capital needs
Calculate system‐wide rate
changes and scenarios
Update in conjunction with cost‐
of‐service
Update fixed and variable
components within customer
class
Update to base or pass through
rate components
Design customer class base and
pass through rates
Fixed and variable rate design
Proof of revenue adequacy
Monthly bill impacts
Update every five years
Update for major changes to
system (e.g., power supply,
new industrial customer, class
consolidation)
Update annually
Significant changes in capital
and/or changes in debt/cash
needs
When to Update
Test Year Revenue
Requirement and Rate
Revenues
EPPC Operating and Capital
Expenses, Audited Rate
Revenues
Forecast Revenue
Requirement and
Revenues
EPPC System Load,
Rates and Expense
Forecasts
Adjust Use of Debt
and Rate Changes
to Cover Costs
EPPC Customer Base
Rate Changes and
Annual Debt Issues
36
PROJECT SUMMARY
1‐5
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.
37
Section 1
1‐6
These first four steps in the COS process are depicted in the figure below.
Figure 1-3. Cost of Service Process
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.
38
PROJECT SUMMARY
1‐7
Table 1-3
Comparison of 2022 Revenues Under 2019 Rates with Cost of Service Results
Customer Class
Revenue
Requirement
($)
Projected Revenues
Under 2019
Rates ($)
Projected
Over /
(Under)
Recovery ($)
Difference
(%)
Residential Service $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%)
Small Commercial 4,456,635 4,347,393 (109,242) (2.5%)
Small Commercial
Energy Time-of-Day 81,613 85,069 3,456 4.1%
Large Commercial 4,084,202 3,695,196 (389,006) (10.5%)
Large Commercial
Energy Time-of-Day 20,772 18,327 (2,445) (13.3%)
Municipal 387,246 442,979 55,733 12.6%
RMNP Administrative
Housing 3,195 1,738 (1,457) (83.9%)
RMNP Small
Administrative 25,009 21,154 (3,855) (18.2%)
RMNP Large
Administrative 30,126 39,490 9,364 23.7%
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 cu stomer 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.
39
Section 1
1‐8
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.
40
Economics | Strategy | Stakeholders | Sustainability
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.
41
Section 2
2‐2
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.
42
REVENUE REQUIREMENT
2‐3
Table 2-1
Revenue Requirement Development
Item
2019 Board
Adopted Difference Test Year
O&M Expenses
Purchased Power $ 7,776,362 $ 364,034 $ 8,140,396
Distribution 3,748,771 594,088 4,342,859
Customer Service 442,985 35,929 478,914
Administration and General 2,304,701 167,708 2,472,409
Subtotal O&M Expense $ 14,272,819 $ 1,161,759 $ 15,434,578
Debt Service $ 449,813 $ 141,488 $ 591,300
General Fund Transfer 1,772,928 225,115 1,998,043
Change in Working Capital - 112,267 112,267
Capital Expenditures 2,292,000 (544,208) 1,747,792
Less Interest Income (78,083) 8,170 (69,913)
Less Miscellaneous Revenue (708,578) 181,732 (526,846)
Less Customer Contributions (300,000) (19,612) (319,612)
Less Planned Under-Recovery (per Financial Plan) (307,503) (227,887) (535,391)
Revenue Requirement $ 17,393,395 $ 1,038,822 $ 18,432,217
43
Economics | Strategy | Stakeholders | Sustainability
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.
44
Section 3
3‐2
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 3-1
Revenue Requirement by Function
Item
Purchased
Power Distribution Customer Total
O&M Expenses
Purchased Power $ 8,140,396 $ - $ - $ 8,140,396
Distribution - 4,342,859 - 4,342,859
Customer - - 478,914 478,914
Administration and General 156,368 1,995,287 320,754 2,472,409
Subtotal O&M Expense $ 8,296,764 $ 6,338,146 $ 799,668 $ 15,434,578
Debt Service $ - $ 591,300 $ - $ 591,300
General Fund Transfer - 1,998,043 - 1,998,043
Change in Working Capital 2,407 97,552 12,308 112,267
Capital Expenditures - 1,370,798 376,994 1,747,792
Less Interest Income (31,360) (35,974) (2,580) (69,914)
Less Miscellaneous Revenue - (20,582) (506,264) (526,846)
Less Customer Contributions - (319,612) - (319,612)
Less Planned Under-Recovery (per Financial Plan) - (535,391) - (535,391)
Revenue Requirement $ 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.
45
COST OF SERVICE
3‐3
Table 3-2
Functionalized Revenue Requirement
Function Revenue Requirement $/kWh % of Total
Purchased Power $ 9,396,018 $0.0649 45%
Distribution 8,419,310 0.0745 51%
Customer 340,877 0.0053 4%
Revenue Requirement $ 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.
46
Section 3
3‐4
Table 3-3
Classified Revenue Requirement
Classification
Revenue
Requirement $/kWh
% of
Total
Purchased Power
Customer $ 509,556 $0.0040 3%
Energy 4,964,087 0.0390 27%
Demand 2,666,753 0.0209 14%
PILOT, Franchise Fees and Other 127,415 0.0010 1%
Subtotal $ 8,267,811 $0.0649 45%
Distribution
Demand $ 5,208,314 $0.0409 28%
Customer 2,420,247 0.0190 13%
General Fund Transfer 1,855,719 0.0146 10%
Subtotal $ 9,484,280 $0.0745 51%
Customer
Customer $ 680,126 $0.0053 4%
Subtotal $ 680,126 $0.0053 4%
Revenue Requirement $ 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
47
COST OF SERVICE
3‐5
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
Demand Allocator Comparisons
Customer Class
Summer
CP
Non-Summer
CP Transmission 9NCP SMD
Residential Service 49% 54% 51% 51% 66%
Small Commercial 23% 20% 21% 21% 18%
Small Commercial Energy
Time-of-Day 0% 0% 0% 0% 0%
Large Commercial 25% 23% 25% 24% 13%
Large Commercial Energy
Time-of-Day 0% 0% 0% 0% 0%
Municipal 2% 2% 2% 2% 2%
RMNP Administrative Housing 0% 0% 0% 0% 0%
RMNP Small Administrative 0% 0% 0% 0% 0%
RMNP Large Administrative 0% 0% 0% 1% 0%
Total 100% 100% 100% 100% 100%
Note: 0% shown in table may reflect fractions of a percent
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
48
Section 3
3‐6
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 3-5
Energy Allocator Comparisons
Customer Class
Net Energy
for Load
Summer
Net Energy
for Load Non-
Summer
Net Energy
for Load
Residential Service 38% 49% 46%
Small Commercial 25% 22% 23%
Small Commercial Energy
Time-of-Day 0% 1% 1%
Large Commercial 33% 26% 28%
Large Commercial Energy
Time-of-Day 0% 0% 0%
Municipal 3% 3% 3%
RMNP Administrative Housing 0% 0% 0%
RMNP Small Administrative 0% 0% 0%
RMNP Large Administrative 0% 0% 0%
Total 100% 100% 100%
Note: 0% shown in table may reflect fractions of a percent
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.
49
COST OF SERVICE 3‐7 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 3-6 Unbundled Cost of Service Results by Customer Class ($000) (1) Classification Residential Small Commercial Small Commercial Energy Time-of-Day Large Commercial Large Commercial Time-of-Day Municipal Rate RMNP Admin. Housing RMNP Small Admin. RMNP Large Admin. Total Purchased Power Customer $ 349 $ 101 $ 1 $ 48 $ 0 $ 10 $ 0 $ 0 $ 0 $ 510 Energy Summer (En) 523 345 6 446 3 38 0 0 0 1,361 Energy Non-Summer (En) 1,564 704 18 847 2 83 0 0 0 3,218 Renewable Intermittent Adder 176 88 2 109 0 10 0 0 0 386 Demand Summer (D) 210 101 1 109 1 10 0 0 0 432 Demand Non-Summer (D) 386 145 3 164 0 17 0 0 0 715 Demand Transmission 771 325 7 378 2 37 0 0 0 1,519 PILOT, Franchise Fee & Other 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 Demand 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 Transformers 317 87 1 62 0 8 0 1 1 477 Customer Related Overhead 732 212 3 101 1 20 0 2 1 1,072 Underground 410 119 1 57 1 11 0 1 0 600 50
Section 3 3‐8 Table 3-6 Unbundled Cost of Service Results by Customer Class ($000) (1) Classification Residential Small Commercial Small Commercial Energy Time-of-Day Large Commercial Large Commercial Time-of-Day Municipal Rate RMNP Admin. Housing RMNP Small Admin. RMNP Large Admin. Total Transformers 217 63 1 30 0 6 0 1 0 318 Services 69 20 0 10 0 2 0 0 0 102 Metering 225 65 1 31 0 6 0 1 0 329 General Fund Transfer 464 923 11 441 4 0 2 9 2 1,856 Subtotal Distribution $ 4,837 $ 2,486 $ 40 $ 1,886 $ 12 $ 167 $ 3 $ 24 $ 30 $ 9,484 Customer Customer $ 465 $ 134 $ 2 $ 64 $ 1 $ 13 $ 0 $ 1 $ 0 $ 680 Subtotal Customer 465 134 2 64 1 13 0 1 0 680 Revenue Requirement $ 9,343 $ 4,457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432 Summarized Total Demand $ 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 Customer 2,467 713 9 341 3 68 1 6 2 3,610 General Fund Transfer, PILOT, Franchise Fees and Other 526 951 12 474 4 3 2 9 2 1,983 Revenue Requirement $ 9,343 $ 4,457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432 (1) Numbers may not sum due to rounding 51
COST OF SERVICE
3‐9
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 3-7
2022 Revenue Shortfall with No Rate Increases
Customer Class
Revenue
Requirement
($)
Projected Revenues
Under 2019
Rates ($)
Projected
Over /
(Under)
Recovery ($)
Difference
(%)
Residential Service $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%)
Small Commercial 4,456,635 4,347,393 (109,242) (2.5%)
Small Commercial
Energy Time-of-Day 81,613 85,069 3,456 4.1%
Large Commercial 4,084,202 3,695,196 (389,006) (10.5%)
Large Commercial
Energy Time-of-Day 20,772 18,327 (2,445) (13.3%)
Municipal 387,246 442,979 55,733 12.6%
RMNP Administrative
Housing 3,195 1,738 (1,457) (83.9%)
RMNP Small
Administrative 25,009 21,154 (3,855) (18.2%)
RMNP Large
Administrative 30,126 39,490 9,364 23.7%
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.
52
Economics | Strategy | Stakeholders | Sustainability
Section 4
RATE DESIGN
Rate design is the culmination of a COS study where the rates a nd 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 unde r 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.
53
Section 4
4‐2
Table 4-1
Retail Rate – Customer Class / Sub-Customer Class
Customer Class Code
Estimated
Number of
Customers
(Test Year)
Estimated
Test Year
Revenues
($000) Comments
Residential Energy R 7,631 $ 8,027 Standard residential service
Residential Demand RD 212 569 Optional rate, > 15,000 kWh/year,
closed to new customers
Residential Energy Time-of-Day RE 282 707 Optional rate, only energy storage
for heating
Residential Basic Energy Time-of-Day RB 27 49 Optional rate, open to all residential
customers
Total Residential 8,152 $ 9,352
Small Commercial C 2,357 $ 4,441 Non-Residential use, <= 35 kW
Small Commercial Energy Time-of-Day CE 29 85 Non-Residential use, <= 35 kW,
energy storage for heating
Large Commercial CL 113 4,029 Non-Residential use, > 35 kW in
two consecutive months
Large Commercial Time-of-Day CT 1 20 Non-Residential use, > 35 kW in
two consecutive months
Total Commercial 2,500 $ 8,575
RMNP Administrative Housing AH 4 $ 2 Alternate power source, housing
RMNP Small Administrative AS 22 21 Alternate power source, <= 35 kW
RMNP Large Administrative AL 6 39 Alternate power source, > 35 kW in
two consecutive months
Total RMNP 32 $ 62
Municipal M 74 $ 443 Includes municipal street, park
lighting, and municipal buildings
Total (1) 10,758 $ 18,432
(1) Excludes outdoor lighting, revenue from which was treated as an offset to the Revenue Requirement
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:
54
RATE DESIGN
4‐3
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.
55
Section 4
4‐4
Table 4-2
Residential Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 25.06 22.70 23.47 24.23 25.00
Energy Charge $/kWh 0.1188 0.1095 0.1119 0.1144 0.1168
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges 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.
56
RATE DESIGN
4‐5
Figure 4-1. Residential 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).
57
Section 4
4‐6
Figure 4-2. Residential Service Billing Impacts: Percent Change in Bills 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).
58
RATE DESIGN
4‐7
Figure 4-3. Residential Service Billing Impacts: Dollar Change in Bills from 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 4-3
Residential Demand Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 27.46 26.10 26.90 27.70 28.50
Energy Charge Summer (1) $/kWh 0.1126 0.1095 0.1119 0.1144 0.1168
Energy Charge Winter $/kWh 0.0365 0.0654 0.0645 0.0636 0.0627
Demand Charge $/kW 12.53 13.60 13.60 13.60 13.60
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) Equal to the Residential Service customer class energy charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
59
Section 4
4‐8
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 4-4
Residential Energy Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 27.76 26.10 26.90 27.70 28.50
Energy Charge On-Peak $/kWh 0.1689 0.1520 0.1566 0.1612 0.1658
Energy Charge Off-Peak $/kWh 0.0928 0.0760 0.0806 0.0852 0.0898
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges 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 4-5
Residential Energy Basic Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 28.08 26.10 26.90 27.70 28.50
Energy Charge Summer (2) $/kWh 0.1166 0.1095 0.1119 0.1144 0.1168
Energy Charge Winter On-Peak $/kWh 0.1689 0.1345 0.1470 0.1595 0.1719
Energy Charge Winter Off-Peak $/kWh 0.0928 0.1077 0.1038 0.0998 0.0959
Wholesale Power Cost
Adjustment Charge (3) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Equal to the Residential Service customer class energy charge
(3) Proposed Wholesale Power Cost Adjustment Charges are estimates
60
RATE DESIGN
4‐9
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 4-6
Small Commercial Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 25.22 33.37 33.25 33.12 33.00
Energy Charge $/kWh 0.1266 0.1140 0.1154 0.1169 0.1183
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
Figure 4‐4 shows the relationship between customer usage and COS for the Small Commercial Service
customer class.
Figure 4-4. Small Commercial Energy Service Rate Comparison
61
Section 4
4‐10
Bill Impacts
Customer bill impacts for customers in this customer class are provided in Figure 4‐5 and Figure 4‐6.
Figure 4-5. Small Commercial Energy Service Billing Impacts: Percent Change in Bills from 2019 to 2022
62
RATE DESIGN
4‐11
Figure 4-6. Small Commercial Energy Service Billing Impacts: Dollar Change 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 4-7
Small Commercial Energy Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 25.22 36.77 36.51 36.26 36.00
Energy Charge On-Peak $/kWh 0.1353 0.1615 0.1526 0.1438 0.1349
Energy Charge Off-Peak $/kWh 0.0876 0.0708 0.0763 0.0818 0.0872
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment 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.
63
Section 4
4‐12
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 4-8
Large Commercial Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 252.23 45.23 45.49 45.74 46.00
Energy Charge $/kWh 0.0547 0.0625 0.0633 0.0640 0.0648
Demand Charge $/kW 19.55 14.80 15.87 16.93 18.00
Wholesale Power Cost
Adjustment Charge (1) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) Proposed Wholesale Power Cost Adjustment 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%).
Figure 4-7. Large Commercial Service Rate Comparison
64
RATE DESIGN
4‐13
Bill Impacts
Customer bill impacts for customers in this customer class are provided in Figure 4‐8 and Figure 4‐9.
Figure 4-8. Large Commercial Service Billing Impacts: Percent Change in Bills from 2019 to 2022
65
Section 4
4‐14
Figure 4-9. Large Commercial 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 4-9
Large Commercial Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 252.23 53.18 53.79 54.39 55.00
Energy Charge On-Peak $/kWh 0.0774 0.0820 0.0848 0.0876 0.0904
Energy Charge Off-Peak $/kWh 0.0365 0.0445 0.0461 0.0478 0.0495
Demand Charge $/kW 19.49 17.45 18.30 19.15 20.00
Wholesale Power Cost
Adjustment Charge (1) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) Proposed Wholesale Power Cost Adjustment Charges are estimates
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.
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%($500)($464)($429)($393)($357)($321)($286)($250)($214)($179)($143)($107)($71)($36)$0$36$71$107$143$179$214$250$286$321$357$393$429$464$500PERCENT OF CUSTOMERSCHANGE IN MONTHLY BILL ($/MONTH)
66
RATE DESIGN
4‐15
Table 4-10
Municipal Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 75.67 0.00 9.00 18.00 27.00
Energy Charge $/kWh 0.0929 0.1171 0.1149 0.1128 0.1106
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges 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 4-11
Rocky Mountain National Park Administrative Housing Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 21.65 22.70 22.70 22.70 22.70
Energy Charge $/kWh 0.2323 0.0690 0.0690 0.0690 0.0690
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand 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.
67
Section 4
4‐16
Table 4-12
Rocky Mountain National Park Small Administrative Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 21.65 33.37 33.37 33.37 33.37
Energy Charge $/kWh 0.0715 0.0456 0.0456 0.0456 0.0456
(1) The fixed demand-related costs are shown in the energy COS because this customer class 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 4-13
Rocky Mountain National Park Large Administrative Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 21.65 45.23 45.23 45.23 45.23
Energy Charge $/kWh 0.0000 0.0185 0.0185 0.0185 0.0185
Demand 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 4-14
Renewable Energy Charge
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Subscribed Customers $/kWh 0.0254 0.0275 0.0275 0.0275 0.0275
68
RATE DESIGN
4‐17
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 4-15
Outdoor Area Lighting
Cost of Service, Current, and Proposed Rates
Item Unit
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer 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 4-16
Revenue Requirement and Projected Rate Revenue from Proposed Rates
Customer Class
Revenue
Requirement
2022
Projected
Revenue
Over/(Under)
Recovery
Residential Service $ 9,343,420 $ 9,351,732 $ 8,312
Small Commercial 4,456,635 4,441,023 (15,612)
Small Commercial Energy Time-of-Day 81,613 85,069 3,456
Large Commercial 4,084,202 4,028,609 (55,592)
Large Commercial Energy Time-of-Day 20,772 20,423 (349)
Municipal 387,246 442,979 55,733
RMNP Administrative Housing 3,195 1,738 (1,457)
RMNP Small Administrative 25,009 21,154 (3,855)
RMNP Large Administrative 30,126 39,490 9,364
Total System $ 18,432,217 $ 18,432,217 $ 0
69
Economics | Strategy | Stakeholders | Sustainability
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).
70
Section 5
5‐2
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 5-1
AMI Opt-out Enrollment and Monthly Fees
Utility / Jurisdiction
Enrollment
Fee (One-time) Monthly Fee
Austin Energy (Texas) $75 $10
AEP Texas Central $105 - $214 (1) $19
AEP Texas North $105 - $257 (1) $36
CenterPoint $204 (2) $33
Oncor $191 - $564 (1) $27
California $75 $10
Maryland $75 $11 - $17
Keys Energy (Florida) $90 $15
Lafayette Utilities System (Louisiana) Unknown $12.20
United Power None $19.83
(1) Fees based on existing meter remaining, new analog meter installed, and AMI with disabled
communications.
(2) CenterPoint charges a minimum of $204, plus the incremental difference in the cost between
a standard meter and the advanced meter functionality.
71
CONCLUSIONS AND RECOMMENDATIONS
5‐3
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.
72
Economics | Strategy | Stakeholders | Sustainability
Appendix A
HISTOGRAMS AND COST CURVES
73
Economics | Strategy | Stakeholders | Sustainability
Appendix A
HISTOGRAMS AND COST CURVES
Figure A-1. Residential Demand Rate Comparison
74
Appendix A
A‐2
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
75
HISTOGRAMS AND COST CURVES
A‐3
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
76
Appendix A
A‐4
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
77
HISTOGRAMS AND COST CURVES
A‐5
Figure A-8. Residential Basic Energy Time-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
78
Appendix A
A‐6
Figure A-10. Small Commercial Energy Time-of-Day Rate Comparison
Figure A-11. Small Commercial Energy Time-of-Day Impacts: Percent Change in Bills from 2019 to 2022
79
HISTOGRAMS AND COST CURVES
A‐7
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
80
Appendix A
A‐8
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
81
Economics | Strategy | Stakeholders | Sustainability
Appendix B
SCHEDULES
82
Estes Park Power and CommunicationsSchedule 1Electric Ten‐Year Financial Plan ABCDEFGHIJKLMNOProjectedLine No.Account Descriptions2016 2017 2018 Budget2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 20291 Operating Revenues2 Rate Revenue14,550,689 15,004,484 16,018,524 17,268,39517,648,03118,035,91318,432,21718,922,62719,404,708 19,908,01320,425,93120,960,76821,513,96322,091,7973 Intergovernmental153,652 1,031,202 24,252 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4 Investment Income78,448 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 1,101,099 977,836 708,578 526,217 526,528 526,846 527,232 527,613 528,010 528,419 528,840 529,275 529,729 6Total Operating Revenue15,150,235 17,223,991 17,088,612 18,055,05618,250,01518,635,94919,028,97719,516,24319,996,093 20,495,69621,008,38521,538,33222,089,11922,667,0727 Operating Expenses8 Source of Supply7,161,617 7,350,123 7,544,166 7,776,362 7,788,528 7,964,397 8,140,396 8,318,487 8,491,035 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 3,935,086 4,132,138 4,342,859 4,453,972 4,568,254 4,685,808 4,806,739 4,931,156 5,059,171 5,190,902 10 Customer Accounts 384,020 445,111 501,036 442,985 454,980 466,776 478,914 491,405 504,261 517,493 531,114 545,137 559,575 574,441 11 Administration/General2,460,229 2,460,966 2,644,817 2,304,701 2,360,904 2,415,963 2,472,409 2,530,280 2,589,616 2,650,459 2,712,851 2,776,835 2,842,458 2,909,767 12 Transfers Out ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13Total Operating Expenses13,110,441 13,915,060 14,842,437 14,272,81914,539,49814,979,27515,434,57815,794,14416,153,167 16,541,65816,933,96517,337,06617,740,10718,177,29314Balance Available for Debt Service2,039,794 3,308,931 2,246,175 3,782,237 3,710,518 3,656,674 3,594,398 3,722,099 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‐ ‐ ‐ 449,813 580,128 596,900 591,300 596,300 595,050 597,800 594,300 594,600 184,450 183,950 17 New Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18Total 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 19Debt Service Coverage Ratio NA NA NA 8.46.46.1 6.1 6.2 6.5 6.6 6.9 7.1 23.6 24.420 Other Income (Expenditures)21 Transfers In711,942 365,703 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 22 General Fund Transfer(1,391,740) (1,646,929) (1,731,233) (1,772,928) (1,916,252) (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‐ ‐ ‐ ‐ (65,756) (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) ‐ ‐ 125,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 26Total Other Income (Expenditures)(771,228) (1,281,226) (1,731,233) (1,647,928) (1,982,008) (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) 27Balance Available for Retained Earnings & Capital1,268,566 2,027,705 514,942 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 28 Capital Expenditures29 Uses‐CIP and Recurring Capital Expenses2,292,000 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 ‐ Cash Available1,992,000 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 Funds34Cash In Excess of the Minimum Requirement35 Cash Beginning of Year4,442,774 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 HistoricalProjectedPrepared by NewGen Strategies and Solutions Page 1 of 2DRAFT83
Estes Park Power and CommunicationsSchedule 1Electric Ten‐Year Financial Plan ABCDEFGHIJKLMNOProjectedLine No.Account Descriptions2016 2017 2018 Budget2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029HistoricalProjected36 Deposits‐ Operations1,684,497 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 repayment2,500,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 39 Withdrawals ‐ Capital Plan(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) 40Cash In Excess of the Minimum Requirement Balance (EOY)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 65,959 41 Days of Cash on Hand (Cash,FC,WC)196 187 174 159 149 140 124 110 96 93 90 42 Working Capital Reserve43 Days of O&M Reserve90 90 90 90 90 90 90 90 90 90 90 44 WC BOY3,519,325 3,519,325 3,585,082 3,693,520 3,805,786 3,894,447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 45 Deposits/Withdrawals ‐ 65,756 108,438 112,267 88,660 88,526 95,793 96,733 99,395 99,380 107,799 46Working Capital Balance3,519,325 3,585,082 3,693,520 3,805,786 3,894,447 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 3,805,786 3,894,447 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 90 49 Interest Income50Reserve Fund Average Year Balance‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 51 Interest on FundsShort Term Interest‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 52Cash Available Average Year Balance4,289,022 4,024,445 3,711,497 3,241,680 2,788,253 2,438,430 1,936,416 1,276,394 647,184 263,475 126,417 53 Interest on Funds Short Term Interest 42,890 40,244 37,115 32,417 27,883 24,384 19,364 12,764 6,472 2,635 1,264 54Working Capital Cash Average Year Balance3,519,325 3,552,203 3,639,301 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 Short Term Interest 35,193 35,522 36,393 37,497 38,501 39,387 40,309 41,271 42,252 43,246 44,282 56Other Fund Balance57 Other Fund BalanceInflation‐GDP‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 58 Interest on FundsShort Term Interest‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 59Other Fund Balance60 Other Fund BalanceInflation‐GDP‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 61 Interest on FundsShort Term Interest‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 62Total Interest Income78,083 75,766 73,508 69,913 66,384 63,771 59,673 54,035 48,724 45,881 45,546 63 Key Performance Indicators2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 202964 DSC Ratio8.4 6.4 6.1 6.1 6.2 6.5 6.6 6.9 7.1 23.6 24.465 Cash Available Balance ($) 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 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 2,169,026 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 69Rate Changes70 Electric71 Overall System Revenue/kWh Increase Required1.96% 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 2 of 2DRAFT84
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total1Operation and Maintenance Expense2Purchased Power3502‐6100‐520.28‐08 Purchased Power Supply8,140,396 8,140,396 Purchased Power8,140,3960 0 8,140,3964502‐6100‐520.28‐18 Wind Power‐ 0 Purchased Power00 005502‐6100‐520.28‐19 Wheeling Chgs‐FR Hydro‐ 0 Purchased Power00 006Total Purchased Power8,140,39608,140,3968,140,3960 0 8,140,3967TOTAL PURCHASED POWER8,140,39608,140,3968,140,3960 0 8,140,3968Distribution9502‐6301‐540.11‐01 Supervisors37,531 37,531 Distribution 0 37,531 0 37,53110502‐6301‐540.11‐02 Regular Staff1,734,043 1,734,043 Distribution0 1,734,043 0 1,734,04311502‐6301‐540.11‐03 Seasonal Staff‐ 0 Distribution00 0012502‐6301‐540.11‐04 Staff Overtime191,767 191,767 Distribution0 191,767 0 191,76713502‐6301‐540.11‐05 Seasonal Overtime‐ 0 Distribution00 0014Total Personal Services/Salaries 1,963,341 ‐ 1,963,341 ‐ 1,963,341 ‐ 1,963,341 15502‐6301‐540.13‐01 Cell Phone17,205 17,205 Distribution0 17,205 0 17,20516502‐6301‐540.13‐03 Vehicle Allowance‐ 0 Distribution00 0017Total Additional Compensation17,205017,2050 17,205 0 17,20518502‐6301‐540.14‐11 Medical Insurance386,351 386,351 Distribution0 386,351 0 386,35119502‐6301‐540.14‐12 Life Insurance6,208 6,208 Distribution0 6,208 0 6,20820502‐6301‐540.14‐14 Employee Assistance Prog1,297 1,297 Distribution0 1,297 0 1,29721502‐6301‐540.14‐15 Dental Insurance26,177 26,177 Distribution0 26,177 0 26,17722502‐6301‐540.14‐16 Vision Insurance6,225 6,225 Distribution0 6,225 0 6,22523502‐6301‐540.14‐17 MASA2,139 2,139 Distribution0 2,139 0 2,13924502‐6301‐540.14‐18 Telephone Doc1,037 1,037 Distribution0 1,037 0 1,03725502‐6301‐540.14‐21 Taxes/FICA‐Medicare146,224 146,224 Distribution0 146,224 0 146,22426502‐6301‐540.14‐31 Retirement/ICMA 401(A)‐ 0 Distribution00 0027502‐6301‐540.14‐32 Retirement/PERA284,304 284,304 Distribution0 284,304 0 284,30428502‐6301‐540.14‐41 Workers' Compensation24,744 24,744 Distribution 0 24,744 0 24,74429502‐6301‐540.14‐90 Pension Benefit Expense‐ 0 Distribution00 0030502‐6301‐540.14‐99 Salary Capital Contra Act‐ 0 Distribution00 0031Total Employer Benefits884,7060884,7060 884,706 0 884,70632502‐6301‐540.21‐01 Property‐ 0 Distribution00 0033502‐6301‐540.21‐02 Liability17,981 17,981 Distribution0 17,981 0 17,98134502‐6301‐540.21‐50 Unemployment‐ 0 Distribution00 00Prepared by NewGen Strategies and Solutions Page 1 of 11DRAFT85
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total35Total Insurance Premiums17,981 ‐ 17,981 ‐ 17,981 ‐ 17,981 36502‐6301‐540.22‐02 Engineering31,961 31,961 Distribution0 31,961 0 31,96137502‐6301‐540.22‐13 Contract/Skilled Services5,327 5,327 Distribution0 5,327 0 5,32738502‐6301‐540.22‐14 Lab Testing8,523 8,523 Distribution0 8,523 0 8,52339502‐6301‐540.22‐24 GIS138,499 138,499 Distribution0 138,499 0 138,49940502‐6301‐540.22‐26 Insurance Calims28,338 28,338 Distribution0 28,338 0 28,33841502‐6301‐540.22‐30 Land Use Fees3,196 3,196 Distribution0 3,196 0 3,19642502‐6301‐540.22‐98 Other7,307 7,307 Distribution0 7,307 0 7,30743Total Prof. Services/Fees223,152 ‐ 223,152 ‐ 223,152 ‐ 223,152 44502‐6301‐540.24‐02 Real Property2,557 2,557 Distribution0 2,557 0 2,55745Total Rentals2,557 02,5570 2,557 0 2,55746502‐6301‐540.25‐01 Maintenance Contracts55,399 55,399 Distribution0 55,399 0 55,39947502‐6301‐540.25‐02 Buildings10,654 10,654 Distribution0 10,654 0 10,65448502‐6301‐540.25‐05 Machinery/Tools3,729 3,729 Distribution0 3,729 0 3,72949502‐6301‐540.25‐06 Meters‐ 0 Distribution00 0050502‐6301‐540.25‐07 Transformer10,654 10,654 Distribution0 10,654 0 10,65451502‐6301‐540.25‐08 Laboratory‐ 0 Distribution 0 0 0 052502‐6301‐540.25‐30 Street Lights53,269 53,269 Distribution0 53,269 0 53,26953502‐6301‐540.25‐31 Substation181,114 181,114 Distribution0 181,114 0 181,11454502‐6301‐540.25‐32 Power Line Maintenance639,225 639,225 Distribution0 639,225 0 639,22555502‐6301‐540.25‐33 Inactive Underground Main‐ 0 Distribution00 0056502‐6301‐540.25‐34 Customer Service Lines‐ 0 Distribution 0 0 0 057502‐6301‐540.25‐98 Other Equipment/Machinery1,598 1,598 Distribution0 1,598 0 1,59858Total Repair and Maintenance955,6410955,6410 955,641 0 955,64159502‐6301‐540.26‐01 Office Supplies746 746 Distribution0 746 074660502‐6301‐540.26‐04 Freight/Shipping1,065 1,065 Distribution0 1,065 0 1,06561502‐6301‐540.26‐05 Janitorial533 533 Distribution 0 533 0 53362502‐6301‐540.26‐06 Small Tools15,981 15,981 Distribution0 15,981 0 15,98163502‐6301‐540.26‐07 Small Hardware5,327 5,327 Distribution0 5,327 0 5,32764502‐6301‐540.26‐19 Traffic Control10,654 10,654 Distribution0 10,654 0 10,65465502‐6301‐540.26‐20 Electrical5,327 5,327 Distribution0 5,327 0 5,32766502‐6301‐540.26‐33 Data Processing Equipment10,654 10,654 Distribution0 10,654 0 10,65467502‐6301‐540.26‐34 Meters37,288 37,288 Distribution0 37,288 0 37,28868502‐6301‐540.26‐48 Shop Equipment4,261 4,261 Distribution0 4,261 0 4,26169502‐6301‐540.26‐55 Street Lights31,961 31,961 Distribution0 31,961 0 31,961Prepared by NewGen Strategies and Solutions Page 2 of 11DRAFT86
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total70502‐6301‐540.26‐57 Overhead Lines‐ 0 Distribution 0 0 0 071Total Materials and Supplies123,7970123,7970 123,797 0 123,79772502‐6301‐540.27‐01 Personal Safety Equipment58,596 58,596 Distribution 0 58,596 0 58,59673502‐6301‐540.27‐03 Vehicle Allowance‐ 0 Distribution00 0074502‐6301‐540.27‐04 Education/Training95,884 95,884 Distribution0 95,884 0 95,88475502‐6301‐540.27‐06 Employee Recognition‐ 0 Distribution00 0076502‐6301‐540.27‐07 Mileage Reimbursement‐ 0 Distribution00 0077502‐6301‐540.27‐21 Employee Recruitment‐ 0 Distribution00 0078Total Job Performance Expenses 154,4790154,4790 154,479 0 154,47979502‐6301‐540.29‐90 Short/Over Inventory Acct‐ 0 Distribution00 0080502‐6301‐540.29‐95 Depreciation‐ 0 Distribution 0 0 0 081502‐6301‐540.29‐97 Accumulated Pant‐ 0 Distribution 0 0 0 082Total Other Current Expenses00000 0083TOTAL DISTRIBUTION4,342,85904,342,8590 4,342,859 0 4,342,85984Customer ServicesCurrent Expenditures85502‐6401‐550.11‐01 Supervisors71,737 71,737 Customer 0 0 71,737 71,73786502‐6401‐550.11‐02 Regular Staff146,163 146,163Customer00 146,163 146,16387502‐6401‐550.11‐03 Seasonal Staff‐ 0Customer00 0088502‐6401‐550.11‐04 Staff Overtime13,850 13,850Customer00 13,850 13,85089502‐6401‐550.11‐05 Seasonal Overtime80 80Customer00 808090Total Personal Service/Salaries231,8300231,83000 231,830 231,83091502‐6401‐550.13‐01 Cell Phone419 419Customer00 41941992502‐6401‐550.13‐03 Vehicle Allowance‐ 0Customer00 0093Total Additional Compensation419 ‐ 419 ‐ ‐ 419 419 94502‐6401‐550.14‐11 Medical Insurance55,635 55,635Customer00 55,635 55,63595502‐6401‐550.14‐12 Life Insurance908 908Customer00 90890896502‐6401‐550.14‐14 Employee Assistance Prog230 230Customer00 23023097502‐6401‐550.14‐15 Dental Insurance3,987 3,987Customer00 3,987 3,98798502‐6401‐550.14‐16 Vision Insurance1,027 1,027Customer00 1,027 1,02799502‐6401‐550.14‐17 MASA416 416Customer00 416416100502‐6401‐550.14‐18 Telephone Doc202 202Customer00 202202101502‐6401‐550.14‐21 Taxes/FICA‐Medicare18,870 18,870Customer00 18,870 18,870Prepared by NewGen Strategies and Solutions Page 3 of 11DRAFT87
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total102502‐6401‐550.14‐31 Retirement/ICMA 401(A)‐ 0Customer00 00103502‐6401‐550.14‐32 Retirement/PERA31,762 31,762Customer00 31,762 31,762104502‐6401‐550.14‐41 Workers' Compensation763 763Customer00 763763105502‐6401‐550.14‐90 Pension Benefit Expense‐ 0Customer00 00106502‐6401‐550.14‐99 Salary Capital Contra Act‐ 0Customer00 00107Total Employer Benefits113,799 ‐ 113,799 ‐ ‐ 113,799 113,799 108502‐6401‐550.21‐02 Liability1,681 1,681Customer00 1,681 1,681109502‐6401‐550.21‐50 Unemployment‐ 0Customer00 00110Total Insurance Premiums1,681 ‐ 1,681 ‐ ‐ 1,681 1,681 111502‐6401‐550.22‐09 Info Technology Services‐ 0Customer00 00112502‐6401‐550.22‐10 Bank Fees533 533Customer00 533533113502‐6401‐550.22‐13 Contract/Skilled Services‐ 0Customer00 00114502‐6401‐550.22‐26 Insurance Claims‐ 0Customer00 00115502‐6401‐550.22‐98 Other1,233 1,233Customer00 1,233 1,233116Total Prof. Services/Fees1,76501,76500 1,765 1,765117502‐6401‐550.23‐01 Publication Fees‐ 0Customer00 00118Total Publishing‐ ‐ ‐ ‐ ‐ ‐ ‐ 119502‐6401‐550.24‐01 Equipment1,278 1,278Customer00 1,278 1,278120502‐6401‐550.24‐03 Lease4,800 4,800Customer00 4,800 4,800121Total Rentals6,078 ‐ 6,078 ‐ ‐ 6,078 6,078 122502‐6401‐550.25‐01 Maintenance Contracts8,789 8,789Customer00 8,789 8,789123502‐6401‐550.25‐03 Furniture/Fixtures‐ 0 Customer 0 0 0 0124502‐6401‐550.25‐98 Other Equipment/Machinery533 533Customer00 533533125Total Repair and Maintenance9,322 ‐ 9,322 ‐ ‐ 9,322 9,322 126502‐6401‐550.26‐01 Office Supplies3,729 3,729 Customer 0 0 3,729 3,729127502‐6401‐550.26‐02 Postage42,517 42,517 Customer 0 0 42,517 42,517128502‐6401‐550.26‐03 Printing Forms27,840 27,840Customer00 27,840 27,840129502‐6401‐550.26‐04 Freight/Shipping799 799Customer00 799799130502‐6401‐550.26‐17 Catering/Spec Circumstanc799 799Customer00 799799131502‐6401‐550.26‐23 Furniture/Fixtures2,131 2,131Customer00 2,131 2,131132502‐6401‐550.26‐32 Data Processing Software3,018 3,018Customer00 3,018 3,018133502‐6401‐550.26‐33 Data Processing Equipment2,131 2,131Customer00 2,131 2,131134502‐6401‐550.26‐42 Office Equipment799 799 Customer 0 0 799 799Prepared by NewGen Strategies and Solutions Page 4 of 11DRAFT88
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total135502‐6401‐550.26‐46 Communication Equipment‐ 0Customer00 00136Total Materials and Supplies83,763 ‐ 83,763 ‐ ‐ 83,763 83,763 137502‐6401‐550.27‐04 Education/Training13,317 13,317Customer00 13,317 13,317138502‐6401‐550.27‐05 Member Dues/Subscriptions533 533Customer00 533533139502‐6401‐550.27‐06 Employee Recognition266 266Customer00 266266140502‐6401‐550.27‐07 Mileage Reimbursement160 160Customer00 160160141502‐6401‐550.27‐21 Employee Recruitment‐ 0Customer00 00142Total Job Performance Expenses14,276 ‐ 14,276 ‐ ‐ 14,276 14,276 143502‐6401‐550.29‐07 Uncollectible Accounts15,981 15,981Customer00 15,981 15,981144502‐6401‐550.29‐25 Promotion‐ 0Customer00 00145502‐6401‐550.29‐31 Uncollected Taxes‐ 0Customer00 00146Total Other Current Expenses15,981 ‐ 15,981 ‐ ‐ 15,981 15,981 147Total Current Expenditures478,914 ‐ 478,914 ‐ ‐ 478,914 478,914 Administration/General148502‐6501‐560.11‐01 Supervisors172,182 172,182 Total Labor W/O A&G0 153,998 18,184 172,182149502‐6501‐560.11‐02 Regular Staff429,569 429,569 Total Labor W/O A&G0 384,202 45,366 429,569150502‐6501‐560.11‐03 Seasonal Staff‐ 0 Total Labor W/O A&G00 00151502‐6501‐560.11‐04 Staff Overtime26,634 26,634 Total Labor W/O A&G0 23,822 2,813 26,634152Total Personal Service/Salaries628,3850628,3850 562,022 66,363 628,385153502‐6501‐560.13‐01 Cell Phone2,918 2,918 Total Labor W/O A&G0 2,610 308 2,918154502‐6501‐560.13‐03 Vehicle Allowance‐ 0 Total Labor W/O A&G00 00155Total Additional Compensation2,918 ‐ 2,918 ‐ 2,610 308 2,918 156502‐6501‐560.14‐11 Medical Insurance81,835 81,835 Total Labor W/O A&G0 73,192 8,642 81,835157502‐6501‐560.14‐12 Life Insurance1,817 1,817 Total Labor W/O A&G0 1,625 192 1,817158502‐6501‐560.14‐14 Employee Assistance Prog461 461 Total Labor W/O A&G0 413 49461159502‐6501‐560.14‐15 Dental Insurance7,639 7,639 Total Labor W/O A&G0 6,832 807 7,639160502‐6501‐560.14‐16 Vision Insurance2,138 2,138 Total Labor W/O A&G0 1,912 226 2,138161502‐6501‐560.14‐17 MASA833 833 Total Labor W/O A&G0 745 88833162502‐6501‐560.14‐18 Telephone Doc404 404 Total Labor W/O A&G0 361 43404163502‐6501‐560.14‐21 Taxes/FICA‐Medicare51,147 51,147 Total Labor W/O A&G0 45,746 5,402 51,147164502‐6501‐560.14‐31 Retirement/ICMA 401(A)6,164 6,164 Total Labor W/O A&G0 5,513 651 6,164165502‐6501‐560.14‐32 Retirement/PERA78,563 78,563 Total Labor W/O A&G0 70,266 8,297 78,563166502‐6501‐560.14‐35 Retirement/ F.P.P.A‐ 0 Total Labor W/O A&G 0 0 0 0Prepared by NewGen Strategies and Solutions Page 5 of 11DRAFT89
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total167502‐6501‐560.14‐41 Workers' Compensation3,277 3,277 Total Labor W/O A&G0 2,931 346 3,277168502‐6501‐560.14‐90 Pension Benefit Expense‐ 0 Total Labor W/O A&G00 00169502‐6501‐560.14‐99 Salary Capital Contra Act‐ 0 Total Labor W/O A&G00 00170Total Employer Benefits234,278 ‐ 234,278 ‐ 209,537 24,742 234,278 171502‐6501‐560.21‐01 Property34,397 34,397 Total Gross Plant0 34,397 0 34,397172502‐6501‐560.21‐02 Liability9,493 9,493 Total Gross Plant0 9,493 0 9,493173Total Insurance Premiums43,891 ‐ 43,891 ‐ 43,891 ‐ 43,891 174502‐6501‐560.22‐01 Auditing24,504 24,504RevReq10,991 12,608 904 24,504175502‐6501‐560.22‐02 Engineering15,981 15,981 Distribution0 15,981 0 15,981176502‐6501‐560.22‐06 Medical2,267 2,267 Total Labor W/O A&G0 2,028 239 2,267177502‐6501‐560.22‐07 Recording Fees266 266 Distribution0 266 0266178502‐6501‐560.22‐08 Legal26,634 26,634 Distribution0 26,634 0 26,634179502‐6501‐560.22‐09 Info Technology Services129,996 129,996 Total Labor W/O A&G0 116,267 13,729 129,996180502‐6501‐560.22‐10 Bank Fees2,663 2,663 O&M W/O Fuel PP 57 2,314 292 2,663181502‐6501‐560.22‐24 GIS42,615 42,615 Distribution0 42,615 0 42,615182502‐6501‐560.22‐33 Data Processing‐ 0NA00 00183502‐6501‐560.22‐89 Utility Financial Studies‐ 0NA00 00184502‐6501‐560.22‐98 Other64,789 64,789 Distribution0 64,789 0 64,789185Total Prof. Services/Fees309,7150309,71511,048 283,502 15,164 309,715186502‐6501‐560.23‐01 Publication Fees7,458 7,458 Total Labor W/O A&G0 6,670 788 7,458187Total Publishing7,458 ‐ 7,458 ‐ 6,670 788 7,458 188502‐6501‐560.24‐01 Equipment‐ 0NA00 00189502‐6501‐560.24‐02 Real Property95,884 95,884 Distribution0 95,884 0 95,884190502‐6501‐560.24‐03 Lease‐ 0NA00 00191Total Rentals95,884 ‐ 95,884 ‐ 95,884 ‐ 95,884 192502‐6501‐560.25‐01 Maintenance Contracts99,108 99,108 Total Gross Plant0 99,108 0 99,108193502‐6501‐560.25‐02 Buildings1,065 1,065 Total Gross Plant0 1,065 0 1,065194502‐6501‐560.25‐03 Furniture/Fixtures1,065 1,065 Total Gross Plant0 1,065 0 1,065195502‐6501‐560.25‐04 Vehcile Equipment53,269 53,269 Total Labor W/O A&G0 47,643 5,626 53,269196502‐6501‐560.25‐05 Machinery/Tools533 533 Distribution0 533 0533197502‐6501‐560.25‐09 Vehicle Repairs‐Fleet Shp138,499 138,499 Total Labor W/O A&G0 123,872 14,627 138,499198502‐6501‐560.25‐44 Future Vehicle Purchase‐ 0NA00 00199502‐6501‐560.25‐98 Other Equipment/Machinery533 533 Distribution0 533 0533200Total Repair and Maintenance294,071 ‐ 294,071 ‐ 273,819 20,252 294,071 Prepared by NewGen Strategies and Solutions Page 6 of 11DRAFT90
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total201502‐6501‐560.26‐01 Office Supplies21,307 21,307 Total Labor W/O A&G0 19,057 2,250 21,307202502‐6501‐560.26‐02 Postage8,523 8,523 Total Labor W/O A&G0 7,623 900 8,523203502‐6501‐560.26‐03 Printing Forms1,065 1,065 Total Labor W/O A&G0 953 113 1,065204502‐6501‐560.26‐06 Small Tools533 533 Total Labor W/O A&G0 476 56533205502‐6501‐560.26‐13 Medical2,663 2,663 Total Labor W/O A&G0 2,382 281 2,663206502‐6501‐560.26‐14 Laboratory‐ 0 NA 0 0 0 0207502‐6501‐560.26‐15 Exhibit/Display138,499 138,499Customer00 138,499 138,499208502‐6501‐560.26‐17 Catering/Spec Circumstanc4,261 4,261 Total Labor W/O A&G0 3,811 450 4,261209502‐6501‐560.26‐23 Furniture/Fixtures5,327 5,327 Total Labor W/O A&G0 4,764 563 5,327210502‐6501‐560.26‐25 Energy Efficiency106,537 106,537 Total Labor W/O A&G0 95,286 11,251 106,537211502‐6501‐560.26‐32 Data Processing Software21,307 21,307 Total Labor W/O A&G0 19,057 2,250 21,307212502‐6501‐560.26‐33 Data Processing Equipment10,654 10,654 Total Labor W/O A&G0 9,529 1,125 10,654213502‐6501‐560.26‐39 Fuel & Oil53,269 53,269 Total Labor W/O A&G 0 47,643 5,626 53,269214502‐6501‐560.26‐42 Office Equipment3,196 3,196 Total Labor W/O A&G0 2,859 338 3,196215502‐6501‐560.26‐43 Heavy Equipment2,131 2,131 Total Labor W/O A&G0 1,906 225 2,131216502‐6501‐560.26‐46 Communication Equipment21,307 21,307 Total Labor W/O A&G0 19,057 2,250 21,307217Total Materials and Supplies400,581 ‐ 400,581 ‐ 234,404 166,177 400,581 218502‐6501‐560.27‐02 Uniform Allowance2,131 2,131 Total Labor W/O A&G0 1,906 225 2,131219502‐6501‐560.27‐03 Vehicle Allowance‐ 0NA00 00220502‐6501‐560.27‐04 Education/Training12,784 12,784 Total Labor W/O A&G0 11,434 1,350 12,784221502‐6501‐560.27‐05 Member Dues/Subscriptions13,850 13,850 Total Labor W/O A&G0 12,387 1,463 13,850222502‐6501‐560.27‐06 Employee Recognition3,729 3,729 Total Labor W/O A&G0 3,335 394 3,729223502‐6501‐560.27‐07 Mileage Reimbursement533 533 Total Labor W/O A&G0 476 56533224502‐6501‐560.27‐10 Meal Reimbursement‐Emerg.2,131 2,131 Total Labor W/O A&G0 1,906 225 2,131225502‐6501‐560.27‐21 Employee Recruitment‐ 0NA00 00226Total Job Performance Expenses35,157 ‐ 35,157 ‐ 31,444 3,713 35,157 227502‐6501‐560.28‐01 Telephone8,523 8,523 Total Labor W/O A&G0 7,623 900 8,523228502‐6501‐560.28‐02 Natural Gas9,588 9,588 Total Labor W/O A&G0 8,576 1,013 9,588229502‐6501‐560.28‐03 Electrical Energy56,465 56,465 Total Labor W/O A&G0 50,502 5,963 56,465230502‐6501‐560.28‐04 Water4,794 4,794 Total Labor W/O A&G0 4,288 506 4,794231502‐6501‐560.28‐05 Sewer1,598 1,598 Total Labor W/O A&G0 1,429 169 1,598232502‐6501‐560.28‐06 Trash Disposal13,850 13,850 Total Labor W/O A&G0 12,387 1,463 13,850233Total Utility Expenditures94,818 ‐ 94,818 ‐ 84,805 10,014 94,818 234502‐6501‐560.29‐06 Interest on Deposits1,278 1,278Customer00 1,278 1,278235502‐6501‐560.29‐08 Payment In Lieu Of Taxes10,603 10,603 RevReq 4,756 5,456 391 10,603Prepared by NewGen Strategies and Solutions Page 7 of 11DRAFT91
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total236502‐6501‐560.29‐09 PUC Gross Receipt Taxes17,046 17,046RevReq7,646 8,771 629 17,046237502‐6501‐560.29‐10 Franchise Fees296,327 296,327RevReq132,918 152,475 10,934 296,327238502‐6501‐560.91‐28 Housing‐ 0NA00 00239Total Other Current Expenses325,254 ‐ 325,254 145,320 166,701 13,233 325,254 240Total Administration/General2,472,409 ‐ 2,472,409 156,368 1,995,287 320,754 2,472,409 241TOTAL CUSTOMER SERVICE2,951,323 ‐ 2,951,323 156,368 1,995,287 799,668 2,951,323 242Total O&M Expense 15,434,578 0 15,434,578 8,296,764 6,338,146 799,668 15,434,578243Total O&M Expense Excluding Purchased Power & Depr.7,294,182 0 7,294,182 156,368 6,338,146 799,668 7,294,182244Debt Service:245502‐6700‐470.22‐10 Bank Fees‐ 0NA00 00246502‐6700‐470.29‐67 Amort Exp/Bond Issue Cost‐ 0NA00 00247502‐6700‐470.41‐01 Principal on Bonds400,000 400,000 Total Net Plant0 400,000 0 400,000248502‐6700‐470.41‐02 Interest on Bonds191,300 191,300 Total Net Plant0 191,300 0 191,300249502‐6700‐470.41‐05 Principal/Capital Lease‐ 0NA00 00250502‐6700‐470.41‐06 Interest/Capital Lease‐ 0NA00 00251Total Debt Service591,300 0 591,300 0 591,300 0 591,300252Other Funds253502‐6600‐491.90‐01 General1,998,043 1,998,043 Distribution0 1,998,043 0 1,998,043254502‐6600‐491.90‐04 Community Reinvestment‐ 0NA00 00255502‐6600‐491.90‐06 Medical Insurance‐ 0NA00 00256502‐6600‐491.90‐07 Museum‐ 0NA00 00257502‐6600‐491.90‐29 Fire Service Fund‐ 0NA00 00258502‐6600‐491.90‐35 Vehicle Replacement‐ 0NA00 00259502‐6600‐491.92‐31 Urban Renewal Authority‐ 0 NA 0 0 0 0260Total Other Funds1,998,043 0 1,998,043 0 1,998,043 0 1,998,043261Change in Working Capital112,267 112,267 O&M W/O Fuel PP 2,407 97,552 12,308 112,267262Capital Paid from Current Earnings263502‐7001‐580.32‐22 Building Remodeling‐ 0NA00 00264502‐7001‐580.33‐30 Station Equipment‐ 0NA00 00265502‐7001‐580.33‐31 Furniture/Fixtures‐ 0NA00 00Prepared by NewGen Strategies and Solutions Page 8 of 11DRAFT92
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total266502‐7001‐580.33‐32 Office Equipment‐ 0NA00 00267502‐7001‐580.33‐33 Data Processing Equipment‐ 0NA00 00268502‐7001‐580.33‐34 Meters106,537 106,537 Distribution0 106,537 0 106,537269502‐7001‐580.33‐35 Transformers159,806 159,806 Distribution0 159,806 0 159,806270502‐7001‐580.33‐36 Communication Equipment170,460 170,460 Total Labor0 152,458 18,002 170,460271502‐7001‐580.33‐37 Laboratory Equipment‐ 0NA00 00272502‐7001‐580.33‐38 Shop Equipment‐ 0NA00 00273502‐7001‐580.33‐39 Stores Equipment‐ 0NA00 00274502‐7001‐580.33‐41 Tools26,634 26,634 Distribution0 26,634 0 26,634275502‐7001‐580.33‐98 Other Equipment172,591 172,591 Distribution0 172,591 0 172,591276502‐7001‐580.34‐42 Trucks372,881 372,881 Total Labor0 333,502 39,380 372,881277502‐7001‐580.34‐98 Other Machinery/Equipment‐ 0NA00 00278502‐7001‐580.35‐55 Street Lights21,307 21,307 Distribution0 21,307 0 21,307279502‐7001‐580.35‐56 Poles/Towers/Fixtures‐ 0NA00 00280502‐7001‐580.35‐57 Power Line Construction312,732 312,732 Distribution0 312,732 0 312,732281502‐7001‐580.35‐58 Inactive Underground‐ 0NA00 00282502‐7001‐580.35‐59 Customer Service Lines319,612 319,612 Customer 0 0 319,612 319,612283502‐7001‐580.35‐62 UT System Master Plan‐ 0NA00 00284502‐7001‐580.35‐66 Fiber Optic Install‐ 0NA00 00285502‐7001‐580.37‐01 Software Development85,230 85,230 Distribution0 85,230 0 85,230286Total Capital 1,747,792 0 1,747,792 0 1,370,798 376,994 1,747,792287Subtotal Revenue Requirement 19,883,980 0 19,883,980 8,299,171 10,395,839 1,188,970 19,883,980288Less Other Income289Additional Heater656 656Customer00 656656290Customer Contribution319,612319,612 Distribution0 319,612 0 319,612291Investment Income69,91369,913RevReq31,360 35,974 2,580 69,913292Info Technology Services00Customer00 00293Pole Rental9,0009,000 Distribution0 9,000 0 9,000294Vehicle Work Orders00Customer00 00295Field Work Orders400,000400,000Customer00 400,000 400,000296Development Fees00Customer00 00297Meter Reading40,00040,000Customer00 40,000 40,000298Buildings00Customer00 00299Other50,00050,000Customer00 50,000 50,000300Fiberoptic Lease00Customer00 00301Special Initial Reads13,00013,000Customer00 13,000 13,000302Outdoor Area Lights9,552 9,552 Distribution 0 9,552 0 9,552Prepared by NewGen Strategies and Solutions Page 9 of 11DRAFT93
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total303Surge Arrestor895 895 Distribution0 895 0895304Write Off2,608 2,608Customer00 2,608 2,608305Electric Metering1,135 1,135 Distribution0 1,135 0 1,135306Total Miscellaneous Revenue916,3720916,37231,360 376,168 508,844 916,372307Total Other Income916,372 0 916,372 31,360 376,168 508,844 916,372308Forecasted Under‐Recovery (per Financial Plan)535,391535,391 Distribution0 535,391 0 535,391309Total O&M Expense15,434,578 0 15,434,578 8,296,764 6,338,146 799,668 15,434,578310Debt Service591,300 0 591,300 0 591,300 0 591,300311Total Other Funds1,998,043 0 1,998,043 0 1,998,043 0 1,998,043312Change in Working Capital112,267 0 112,267 2,407 97,552 12,308 112,267313Capital Paid from Current Earnings1,747,792 0 1,747,792 0 1,370,798 376,994 1,747,792314Less Other Income916,372 0 916,372 31,360 376,168 508,844 916,372315Less Planned Under‐Recovery (per Financial Plan)535,391 0 535,391 0 535,391 0 535,391316Total Revenue Requirement18,432,217018,432,2178,267,811 9,484,280 680,126 18,432,217317ALLOCATION FACTORS318Direct Assignment Allocators319100 1320Purchased Power FunctionPurchased Power100%0% 0% 100%321010 1322Distribution FunctionDistribution 0% 100% 0% 100%323001 1324Customer FunctionCustomer 0% 0% 100% 100%325Derived Allocations326100 1327Purchased Power AllocationPurchased Power Allocation100%0% 0% 100%3288,267,811 9,484,280 680,126 18,432,217329Total Revenue RequirementRevReq 45% 51% 4% 100%330010 1331Total CapitalTotal Capital 0% 100% 0% 100%332010 1333Total DebtTotal Debt 0% 100% 0% 100%Prepared by NewGen Strategies and Solutions Page 10 of 11DRAFT94
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total3340 2,525,363 298,193 2,823,555335Total Labor (Includes Cust. Billing xfer)Total Labor0% 89% 11% 100%336Purchased Power00337Transmission0338Distribution1,963,341 1,963,341339Customer Service231,830 231,830340Subtotal0 1,963,341 231,830 2,195,171341Total Labor Without A>otal Labor W/O A&G0% 89% 11% 100%3428,296,764 6,338,146 799,668 15,434,578343Total O&MO&M 54% 41% 5% 100%344156,368 6,338,146 799,668 7,294,182345Total O&M without the Purchased Power cost from PRPAO&M W/O Fuel PP2% 87% 11% 100%3460 16,110,397 0 16,110,397347Total Net PlantTotal Net Plant 0% 100% 0% 100%Prepared by NewGen Strategies and Solutions Page 11 of 11DRAFT95
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total1Operation and Maintenance Ex2Purchased Power3502‐6100‐520.28‐08Purchased Power Supply8,140,396 PP509,5560 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,140,3964502‐6100‐520.28‐18Wind Power‐ NA000000000 005502‐6100‐520.28‐19Wheeling Chgs‐FR Hydro‐ NA000000000 006Total Purchased Power8,140,396 509,556 ‐ 1,360,770 3,217,708 ‐ 385,609 432,250 715,416 1,519,087 ‐ 8,140,396 7TOTAL PURCHASED POWER8,140,396 509,556 ‐ 1,360,770 3,217,708 ‐ 385,609 432,250 715,416 1,519,087 ‐ 8,140,3968Distribution9502‐6301‐540.11‐01Supervisors‐ NA000000000 0010502‐6301‐540.11‐02Regular Staff‐ NA000000000 0011502‐6301‐540.11‐03Seasonal Staff‐ NA 0 0 0 0 0 0 0 0 0 0 012502‐6301‐540.11‐04Staff Overtime‐ NA 0 0 0 0 0 0 0 0 0 0 013502‐6301‐540.11‐05Seasonal Overtime‐ NA000000000 0014Total Personal Services/Salaries0000000000 0015502‐6301‐540.13‐01Cell Phone‐ NA000000000 0016502‐6301‐540.13‐03Vehicle Allowance‐ NA000000000 0017Total Additional Compensation‐ NA000000000 0018502‐6301‐540.14‐11Medical Insurance‐ NA000000000 0019502‐6301‐540.14‐12Life Insurance‐ NA000000000 0020502‐6301‐540.14‐14Employee Assistance Prog‐ NA 0 0 0 0 0 0 0 0 0 0 021502‐6301‐540.14‐15Dental Insurance‐ NA000000000 0022502‐6301‐540.14‐16Vision Insurance‐ NA000000000 0023502‐6301‐540.14‐17MASA‐ NA000000000 0024502‐6301‐540.14‐18Telephone Doc‐ NA000000000 0025502‐6301‐540.14‐21Taxes/FICA‐Medicare‐ NA000000000 0026502‐6301‐540.14‐31Retirement/ICMA 401(A)‐ NA000000000 0027502‐6301‐540.14‐32Retirement/PERA‐ NA000000000 0028502‐6301‐540.14‐41Workers' Compensation‐ NA000000000 0029502‐6301‐540.14‐90Pension Benefit Expense‐ NA000000000 0030502‐6301‐540.14‐99Salary Capital Contra Act‐ NA000000000 0031Total Employer Benefits0000000000 0032502‐6301‐540.21‐01Property0NA000000000 0033502‐6301‐540.21‐02Liability0NA000000000 0034502‐6301‐540.21‐50Unemployment0NA000000000 0035Total Insurance Premiums‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 36502‐6301‐540.22‐02Engineering‐ NA000000000 0037502‐6301‐540.22‐13Contract/Skilled Services‐ NA000000000 0038502‐6301‐540.22‐14Lab Testing‐ NA000000000 0039502‐6301‐540.22‐24GIS‐ NA000000000 0040502‐6301‐540.22‐26Insurance Calims‐ NA000000000 0041502‐6301‐540.22‐30Land Use Fees‐ NA000000000 0042502‐6301‐540.22‐98Other‐ NA000000000 0043Total Prof. Services/Fees‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 44502‐6301‐540.24‐02Real Property‐ NA000000000 0045Total Rentals‐ 000000000 00Prepared by NewGen Strategies and Solutions Page 1 of 8DRAFT96
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total46502‐6301‐540.25‐01Maintenance Contracts‐ NA000000000 0047502‐6301‐540.25‐02Buildings‐ NA000000000 0048502‐6301‐540.25‐05Machinery/Tools‐ NA000000000 0049502‐6301‐540.25‐06Meters‐ NA000000000 0050502‐6301‐540.25‐07Transformer‐ NA000000000 0051502‐6301‐540.25‐08Laboratory‐ NA000000000 0052502‐6301‐540.25‐30Street Lights‐ NA000000000 0053502‐6301‐540.25‐31Substation‐ NA000000000 0054502‐6301‐540.25‐32Power Line Maintenance‐ NA000000000 0055502‐6301‐540.25‐33Inactive Underground Main‐ NA000000000 0056502‐6301‐540.25‐34Customer Service Lines‐ NA000000000 0057502‐6301‐540.25‐98Other Equipment/Machinery‐ NA000000000 0058Total Repair and Maintenance0000000000 0059502‐6301‐540.26‐01Office Supplies‐ NA 0 0 0 0 0 0 0 0 0 0 060502‐6301‐540.26‐04Freight/Shipping‐ NA000000000 0061502‐6301‐540.26‐05Janitorial‐ NA000000000 0062502‐6301‐540.26‐06Small Tools‐ NA000000000 0063502‐6301‐540.26‐07Small Hardware‐ NA000000000 0064502‐6301‐540.26‐19Traffic Control‐ NA000000000 0065502‐6301‐540.26‐20Electrical‐ NA000000000 0066502‐6301‐540.26‐33Data Processing Equipment‐ NA000000000 0067502‐6301‐540.26‐34Meters‐ NA000000000 0068502‐6301‐540.26‐48Shop Equipment‐ NA000000000 0069502‐6301‐540.26‐55Street Lights‐ NA000000000 0070502‐6301‐540.26‐57Overhead Lines‐ NA000000000 00Total Materials and Supplies071502‐6301‐540.27‐01Personal Safety Equipment‐ NA000000000 0072502‐6301‐540.27‐03Vehicle Allowance‐ NA000000000 0073502‐6301‐540.27‐04Education/Training‐ NA 0 0 0 0 0 0 0 0 0 0 074502‐6301‐540.27‐06Employee Recognition‐ NA000000000 0075502‐6301‐540.27‐07Mileage Reimbursement‐ NA000000000 0076502‐6301‐540.27‐21Employee Recruitment‐ NA000000000 0077Total Job Performance Expenses0000000000 0078502‐6301‐540.29‐90Short/Over Inventory Acct‐ NA000000000 0079502‐6301‐540.29‐95Depreciation‐ NA000000000 0080502‐6301‐540.29‐97Accumulated Pant‐ NA000000000 00Total Other Current Expenses081TOTAL DISTRIBUTION0NA000000000 0082Customer ServicesCurrent Expenditures83502‐6401‐550.11‐01Supervisors‐ NA000000000 0084502‐6401‐550.11‐02Regular Staff‐ NA000000000 0085502‐6401‐550.11‐03Seasonal Staff‐ NA 0 0 0 0 0 0 0 0 0 0 086502‐6401‐550.11‐04Staff Overtime‐ NA 0 0 0 0 0 0 0 0 0 0 087502‐6401‐550.11‐05Seasonal Overtime‐ NA000000000 0088Total Personal Service/Salaries‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Prepared by NewGen Strategies and Solutions Page 2 of 8DRAFT97
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total89502‐6401‐550.13‐01Cell Phone‐ NA000000000 0090502‐6401‐550.13‐03Vehicle Allowance‐ NA000000000 0091Total Additional Compensation‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 92502‐6401‐550.14‐11Medical Insurance‐ NA000000000 0093502‐6401‐550.14‐12Life Insurance‐ NA000000000 0094502‐6401‐550.14‐14Employee Assistance Prog‐ NA 0 0 0 0 0 0 0 0 0 0 095502‐6401‐550.14‐15Dental Insurance‐ NA000000000 0096502‐6401‐550.14‐16Vision Insurance‐ NA000000000 0097502‐6401‐550.14‐17MASA‐ NA000000000 0098502‐6401‐550.14‐18Telephone Doc‐ NA000000000 0099502‐6401‐550.14‐21Taxes/FICA‐Medicare‐ NA000000000 00100502‐6401‐550.14‐31Retirement/ICMA 401(A)‐ NA000000000 00101502‐6401‐550.14‐32Retirement/PERA‐ NA000000000 00102502‐6401‐550.14‐41Workers' Compensation‐ NA000000000 00103502‐6401‐550.14‐90Pension Benefit Expense‐ NA000000000 00104502‐6401‐550.14‐99Salary Capital Contra Act‐ NA000000000 00105Total Employer Benefits‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 106502‐6401‐550.21‐02Liability‐ NA000000000 00107502‐6401‐550.21‐50Unemployment‐ NA000000000 00108Total Insurance Premiums‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 109502‐6401‐550.22‐09Info Technology Services‐ NA000000000 00110502‐6401‐550.22‐10Bank Fees‐ NA000000000 00111502‐6401‐550.22‐13Contract/Skilled Services‐ NA000000000 00112502‐6401‐550.22‐26Insurance Claims‐ NA000000000 00113502‐6401‐550.22‐98Other‐ NA000000000 00114Total Prof. Services/Fees‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 115502‐6401‐550.23‐01Publication Fees‐ NA 0 0 0 0 0 0 0 0 0 0 0116Total Publishing‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 117502‐6401‐550.24‐01Equipment‐ NA000000000 00118502‐6401‐550.24‐03Lease‐ NA000000000 00119Total Rentals‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 120502‐6401‐550.25‐01Maintenance Contracts‐ NA000000000 00121502‐6401‐550.25‐03Furniture/Fixtures‐ NA000000000 00122502‐6401‐550.25‐98Other Equipment/Machinery‐ NA000000000 00123Total Repair and Maintenance‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 124502‐6401‐550.26‐01Office Supplies‐ NA 0 0 0 0 0 0 0 0 0 0 0125502‐6401‐550.26‐02Postage‐ NA000000000 00126502‐6401‐550.26‐03Printing Forms‐ NA000000000 00127502‐6401‐550.26‐04Freight/Shipping‐ NA000000000 00128502‐6401‐550.26‐17Catering/Spec Circumstanc‐ NA 0 0 0 0 0 0 0 0 0 0 0129502‐6401‐550.26‐23Furniture/Fixtures‐ NA000000000 00130502‐6401‐550.26‐32Data Processing Software‐ NA000000000 00131502‐6401‐550.26‐33Data Processing Equipment‐ NA000000000 00132502‐6401‐550.26‐42Office Equipment‐ NA000000000 00Prepared by NewGen Strategies and Solutions Page 3 of 8DRAFT98
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total133502‐6401‐550.26‐46Communication Equipment‐ NA000000000 00134Total Materials and Supplies‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135502‐6401‐550.27‐04Education/Training‐ NA 0 0 0 0 0 0 0 0 0 0 0136502‐6401‐550.27‐05Member Dues/Subscriptions‐ NA000000000 00137502‐6401‐550.27‐06Employee Recognition‐ NA000000000 00138502‐6401‐550.27‐07Mileage Reimbursement‐ NA000000000 00139502‐6401‐550.27‐21Employee Recruitment‐ NA000000000 00140Total Job Performance Expenses‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 141502‐6401‐550.29‐07Uncollectible Accounts‐ NA000000000 00142502‐6401‐550.29‐25Promotion‐ NA000000000 00143502‐6401‐550.29‐31Uncollected Taxes‐ NA 0 0 0 0 0 0 0 0 0 0 0144Total Other Current Expenses‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 145Total Current Expenditures‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Administration/General146502‐6501‐560.11‐01Supervisors‐ NA000000000 00147502‐6501‐560.11‐02Regular Staff‐ NA000000000 00148502‐6501‐560.11‐03Seasonal Staff‐ NA 0 0 0 0 0 0 0 0 0 0 0149502‐6501‐560.11‐04Staff Overtime‐ NA 0 0 0 0 0 0 0 0 0 0 0150Total Personal Service/Salaries‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 151502‐6501‐560.13‐01Cell Phone‐ NA000000000 00152502‐6501‐560.13‐03Vehicle Allowance‐ NA000000000 00153Total Additional Compensation‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 154502‐6501‐560.14‐11Medical Insurance‐ NA000000000 00155502‐6501‐560.14‐12Life Insurance‐ NA000000000 00156502‐6501‐560.14‐14Employee Assistance Prog‐ NA 0 0 0 0 0 0 0 0 0 0 0157502‐6501‐560.14‐15Dental Insurance‐ NA000000000 00158502‐6501‐560.14‐16Vision Insurance‐ NA000000000 00159502‐6501‐560.14‐17MASA‐ NA000000000 00160502‐6501‐560.14‐18Telephone Doc‐ NA000000000 00161502‐6501‐560.14‐21Taxes/FICA‐Medicare‐ NA000000000 00162502‐6501‐560.14‐31Retirement/ICMA 401(A)‐ NA000000000 00163502‐6501‐560.14‐32Retirement/PERA‐ NA000000000 00164502‐6501‐560.14‐35Retirement/ F.P.P.A‐ NA000000000 00165502‐6501‐560.14‐41Workers' Compensation‐ NA000000000 00166502‐6501‐560.14‐90Pension Benefit Expense‐ NA000000000 00167502‐6501‐560.14‐99Salary Capital Contra Act‐ NA000000000 00168Total Employer Benefits‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 169502‐6501‐560.21‐01Property‐ NA000000000 00170502‐6501‐560.21‐02Liability‐ NA000000000 00171Total Insurance Premiums‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 172502‐6501‐560.22‐01Auditing10,991 General Fund Transfer & Other0 10,9910000000 0 10,991173502‐6501‐560.22‐02Engineering‐ NA000000000 00174502‐6501‐560.22‐06Medical‐ NA000000000 00Prepared by NewGen Strategies and Solutions Page 4 of 8DRAFT99
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total175502‐6501‐560.22‐07Recording Fees‐ NA000000000 00176502‐6501‐560.22‐08Legal‐ NA000000000 00177502‐6501‐560.22‐09Info Technology Services‐ NA000000000 00178502‐6501‐560.22‐10Bank Fees57 General Fund Transfer & Other057 0 0 0 0 00 0057179502‐6501‐560.22‐24GIS‐ NA000000000 00180502‐6501‐560.22‐33Data Processing‐ NA000000000 00181502‐6501‐560.22‐89Utility Financial Studies‐ NA000000000 00182502‐6501‐560.22‐98Other‐ NA000000000 00183Total Prof. Services/Fees11,048 ‐ 11,048 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,048 184502‐6501‐560.23‐01Publication Fees‐ NA 0 0 0 0 0 0 0 0 0 0 0185Total Publishing‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 186502‐6501‐560.24‐01Equipment‐ NA000000000 00187502‐6501‐560.24‐02Real Property‐ NA000000000 00188502‐6501‐560.24‐03Lease‐ NA000000000 00189Total Rentals‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 190502‐6501‐560.25‐01Maintenance Contracts‐ NA000000000 00191502‐6501‐560.25‐02Buildings‐ NA000000000 00192502‐6501‐560.25‐03Furniture/Fixtures‐ NA000000000 00193502‐6501‐560.25‐04Vehcile Equipment‐ NA000000000 00194502‐6501‐560.25‐05Machinery/Tools‐ NA000000000 00195502‐6501‐560.25‐09Vehicle Repairs‐Fleet Shp‐ NA000000000 00196502‐6501‐560.25‐44Future Vehicle Purchase‐ NA000000000 00197502‐6501‐560.25‐98Other Equipment/Machinery‐ NA000000000 00198Total Repair and Maintenance‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 199502‐6501‐560.26‐01Office Supplies‐ NA 0 0 0 0 0 0 0 0 0 0 0200502‐6501‐560.26‐02Postage‐ NA000000000 00201502‐6501‐560.26‐03Printing Forms‐ NA000000000 00202502‐6501‐560.26‐06Small Tools‐ NA000000000 00203502‐6501‐560.26‐13Medical‐ NA000000000 00204502‐6501‐560.26‐14Laboratory‐ NA000000000 00205502‐6501‐560.26‐15Exhibit/Display‐ NA 0 0 0 0 0 0 0 0 0 0 0206502‐6501‐560.26‐17Catering/Spec Circumstanc‐ NA 0 0 0 0 0 0 0 0 0 0 0207502‐6501‐560.26‐23Furniture/Fixtures‐ NA000000000 00208502‐6501‐560.26‐25Energy Efficiency‐ NA000000000 00209502‐6501‐560.26‐32Data Processing Software‐ NA000000000 00210502‐6501‐560.26‐33Data Processing Equipment‐ NA000000000 00211502‐6501‐560.26‐39Fuel & Oil‐ NA000000000 00212502‐6501‐560.26‐42Office Equipment‐ NA000000000 00213502‐6501‐560.26‐43Heavy Equipment‐ NA000000000 00214502‐6501‐560.26‐46Communication Equipment‐ NA000000000 00215Total Materials and Supplies‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 216502‐6501‐560.27‐02Uniform Allowance‐ NA000000000 00217502‐6501‐560.27‐03Vehicle Allowance‐ NA000000000 00218502‐6501‐560.27‐04Education/Training‐ NA 0 0 0 0 0 0 0 0 0 0 0219502‐6501‐560.27‐05Member Dues/Subscriptions‐ NA000000000 00220502‐6501‐560.27‐06Employee Recognition‐ NA000000000 00Prepared by NewGen Strategies and Solutions Page 5 of 8DRAFT100
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total221502‐6501‐560.27‐07Mileage Reimbursement‐ NA000000000 00222502‐6501‐560.27‐10Meal Reimbursement‐Emerg.‐ NA000000000 00223502‐6501‐560.27‐21Employee Recruitment‐ NA000000000 00224Total Job Performance Expenses‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 225502‐6501‐560.28‐01Telephone‐ NA000000000 00226502‐6501‐560.28‐02Natural Gas‐ NA000000000 00227502‐6501‐560.28‐03Electrical Energy‐ NA000000000 00228502‐6501‐560.28‐04Water‐ NA000000000 00229502‐6501‐560.28‐05Sewer‐ NA000000000 00230502‐6501‐560.28‐06Trash Disposal‐ NA 0 0 0 0 0 0 0 0 0 0 0231Total Utility Expenditures‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 232502‐6501‐560.29‐06Interest on Deposits‐ NA 0 0 0 0 0 0 0 0 0 0 0233502‐6501‐560.29‐08Payment In Lieu Of Taxes4,756 General Fund Transfer & Other0 4,7560000000 0 4,756234502‐6501‐560.29‐09PUC Gross Receipt Taxes7,646 General Fund Transfer & Other0 7,6460000000 0 7,646235502‐6501‐560.29‐10Franchise Fees132,918 General Fund Transfer & Other0 132,918 0 0 0 0 0 0 0 0 132,918236502‐6501‐560.91‐28Housing‐ NA000000000 00237Total Other Current Expenses145,320 ‐ 145,320 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 145,320 238Total Administration/General156,368 ‐ 156,368 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 156,368 239TOTAL CUSTOMER SERVICE156,368 ‐ 156,368 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 156,368 240Total O&M Expense without Depr. Exp.8,296,764509,556 156,368 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,296,764241Total O&M Expense Excluding Purchased Power & Depr.156,368 0 156,368 0 0 0 0 0 0 0 0 156,368242Debt Service:243502‐6700‐470.22‐10Bank Fees‐ NA000000000 00244502‐6700‐470.29‐67Amort Exp/Bond Issue Cost‐ NA000000000 00245502‐6700‐470.41‐01Principal on Bonds‐ NA000000000 00246502‐6700‐470.41‐02Interest on Bonds‐ NA 0 0 0 0 0 0 0 0 0 0 0247502‐6700‐470.41‐05Principal/Capital Lease‐ NA000000000 00248502‐6700‐470.41‐06Interest/Capital Lease‐ NA000000000 00249Total Debt Service000000000000250Other Funds251502‐6600‐491.90‐01General‐ General Fund Transfer & Other00 0 00 0 00 000252502‐6600‐491.90‐04Community Reinvestment‐ NA000000000 00253502‐6600‐491.90‐06Medical Insurance‐ NA000000000 00254502‐6600‐491.90‐07Museum‐ NA000000000 00255502‐6600‐491.90‐29Fire Service Fund‐ NA 0 0 0 0 0 0 0 0 0 0 0256502‐6600‐491.90‐35Vehicle Replacement‐ NA000000000 00257502‐6600‐491.92‐31Urban Renewal Authority‐ NA000000000 00258Total Other Funds000000000000Prepared by NewGen Strategies and Solutions Page 6 of 8DRAFT101
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total259Change in Working Capital2,407 General Fund Transfer & Other0 2,407 0 0 0 0 0 0 0 0 2,407260Capital Paid from Current Earnings261502‐7001‐580.32‐22Building Remodeling‐ NA000000000 00262502‐7001‐580.33‐30Station Equipment‐ NA000000000 00263502‐7001‐580.33‐31Furniture/Fixtures‐ NA000000000 00264502‐7001‐580.33‐32Office Equipment‐ NA000000000 00265502‐7001‐580.33‐33Data Processing Equipment‐ NA000000000 00266502‐7001‐580.33‐34Meters‐ NA000000000 00267502‐7001‐580.33‐35Transformers‐ NA 0 0 0 0 0 0 0 0 0 0 0268502‐7001‐580.33‐36Communication Equipment‐ NA000000000 00269502‐7001‐580.33‐37Laboratory Equipment‐ NA000000000 00270502‐7001‐580.33‐38Shop Equipment‐ NA000000000 00271502‐7001‐580.33‐39Stores Equipment‐ NA000000000 00272502‐7001‐580.33‐41Tools‐ NA000000000 00273502‐7001‐580.33‐98Other Equipment‐ NA000000000 00274502‐7001‐580.34‐42Trucks‐ NA000000000 00275502‐7001‐580.34‐98Other Machinery/Equipment‐ NA000000000 00276502‐7001‐580.35‐55Street Lights‐ NA000000000 00277502‐7001‐580.35‐56Poles/Towers/Fixtures‐ NA000000000 00278502‐7001‐580.35‐57Power Line Construction‐ NA000000000 00279502‐7001‐580.35‐58Inactive Underground‐ NA000000000 00280502‐7001‐580.35‐59Customer Service Lines‐ NA000000000 00281502‐7001‐580.35‐62UT System Master Plan‐ NA000000000 00282502‐7001‐580.35‐66Fiber Optic Install‐ NA000000000 00283502‐7001‐580.37‐01Software Development‐ NA000000000 00284Total Capital 000000000000285Subtotal Revenue Requirement 8,299,171 509,556 158,775 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,299,171286Less Other Income287Additional Heater‐ NA000000000 00288Customer Contribution‐ NA000000000 00289Investment Income31,360 eneral Fund Transfer & Oth0 31,3600000000 0 31,360290Info Technology Services‐ NA000000000 00291Pole Rental‐ NA000000000 00292Vehicle Work Orders‐ NA000000000 00293Field Work Orders‐ NA000000000 00294Development Fees‐ NA000000000 00295Meter Reading‐ NA000000000 00296Buildings‐ NA000000000 00297Other‐ NA000000000 00298Fiberoptic Lease‐ NA000000000 00299Special Initial Reads‐ NA000000000 00300Outdoor Area Lights‐ NA000000000 00301Surge Arrestor‐ NA000000000 00302Write Off‐ NA000000000 00303Electric Metering‐ NA 0 0 0 0 0 0 0 0 0 0 0304Total Miscellaneous Revenue31,3600 31,3600000000 0 31,360Prepared by NewGen Strategies and Solutions Page 7 of 8DRAFT102
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total305Total Other Income31,360 0 31,360 0 0 0 0 0 0 0 0 31,360306‐ NA00 0 00 0 00 000307156,3680 156,3680000000 0 156,368308Purchased Power8,140,396 509,556 0 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,140,396309Debt Service000000000000310Total Other Funds000000000000311Change in Working Capital2,407 0 2,407 0 0 0 0 0 0 0 0 2,407312Capital Paid from Current Earnings000000000000313Less Other Income31,360 0 31,360 0 0 0 0 0 0 0 0 31,360314000000000000315Total Revenue Requirement8,267,811509,556 127,415 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,267,811316ALLOCATION FACTORS317Production Allocation Factors31810 0 00 0 00 001319CustomerCustomer100%0%0%0% 0%0%0% 0%0% 0% 100%32001 0 00 0 00 001321General Fund Transfer and OtherGeneral Fund Transfer & Other0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 100%32200 1 00 0 00 001323Energy SummerEnergy Summer0%0% 100%0% 0%0%0% 0%0% 0% 100%32400 0 10 0 00 001325Energy Non‐SummerEnergy Non‐Summer0%0%0%100% 0%0%0% 0%0% 0% 100%32600 0 01 0 00 001327Renewable Tariff 7 AdderRenewable Tariff 7 Adder0% 0% 0% 0% 100% 0% 0% 0% 0% 0% 100%32800 0 00 1 00 001329Renewable Intermittent AdderRenewable Intermittent Adder0% 0% 0% 0% 0% 100% 0% 0% 0% 0% 100%33000 0 00 0 10 001331Demand SummerDemand Summer0%0%0%0% 0%0%100% 0%0% 0% 100%33200 0 00 0 01 001333Demand Non‐SummerDemand Non‐Summer0%0%0%0% 0%0%0% 100%0% 0% 100%33400 0 00 0 00 101335Demand TransmissionDemand Transmission0%0%0%0% 0%0%0% 0% 100% 0% 100%33600 0 00 0 00 011337DA RMNPDA RMNP0%0%0%0% 0%0%0% 0%0% 100% 100%338509,556 127,415 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,267,811339Production revenue requirementProd_revenue reqt6%2% 16%39% 0%5%5% 9%18% 0% 100%340509,5560 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,140,396341Purchased PowerPP6%0% 17%40% 0%5%5% 9%19% 0% 100%342509,556 156,368 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,296,764343Total O&MTotal O&M6%2% 16%39% 0%5%5% 9%18% 0% 100%34400 0 00 0 00 000345Not ApplicableNA0%0%0%0% 0%0%0% 0%0% 0% 0%3460 156,3680000000 0 156,368347Production Revenue Requirement w/o fuel and PPProd_No Fuel & PP 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 100%Forecasted Under‐Recovery (per Financial Plan)Total O&M Expense without Depr or PPLess Planned Under‐Recovery (per Financial Plan)Prepared by NewGen Strategies and Solutions Page 8 of 8DRAFT103
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total12Component Demand RelatedCustomer Related3Overhead60%40%4Underground60%40%5Transformers60%40%6Operation and Maintenance Expense7Purchased Power8502‐6100‐520.28‐08 Purchased Power Supply‐ NA0000000 0 00009502‐6100‐520.28‐18 Wind Power‐ NA0000000 0 000010502‐6100‐520.28‐19 Wheeling Chgs‐FR Hydro‐ NA0000000 0 000011Total Purchased Power00000000 0 000012TOTAL PURCHASED POWER‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13Distribution14502‐6301‐540.11‐01 Supervisors37,531 Total Plant12,811 5,1306,1312,509 3,420 4,087 1,673 697 1,07300 37,53115502‐6301‐540.11‐02 Regular Staff1,734,043 Total Plant591,917 237,027 283,250 115,919 158,018 188,833 77,279 32,212 49,58800 1,734,04316502‐6301‐540.11‐03 Seasonal Staff‐ NA0000000 0 000017502‐6301‐540.11‐04 Staff Overtime191,767 Total Plant65,460 26,213 31,325 12,819 17,475 20,883 8,546 3,562 5,48400 191,76718502‐6301‐540.11‐05 Seasonal Overtime‐ NA0000000 0 000019Total Personal Services/Salaries1,963,341670,188 268,369 320,705 131,248 178,913 213,803 87,498 36,472 56,14600 1,963,34120502‐6301‐540.13‐01 Cell Phone17,205 Labor5,235 3,7522,071896 2,485 1,361597 232 57600 17,20521502‐6301‐540.13‐03 Vehicle Allowance‐ NA0000000 0 000022Total Additional Compensation17,2055,235 3,7522,071896 2,485 1,361597 232 57600 17,20523502‐6301‐540.14‐11 Medical Insurance386,351 Labor117,558 84,260 46,515 20,116 55,791 30,553 13,411 5,212 12,93500 386,35124502‐6301‐540.14‐12 Life Insurance6,208 Labor1,889 1,354747323 896491215 84 20800 6,20825502‐6301‐540.14‐14 Employee Assistance Prog1,297 Labor395 28315668 18710345 17 4300 1,29726502‐6301‐540.14‐15 Dental Insurance26,177 Labor7,965 5,7093,1521,363 3,780 2,070909 353 87600 26,17727502‐6301‐540.14‐16 Vision Insurance6,225 Labor1,894 1,358749324 899492216 84 20800 6,22528502‐6301‐540.14‐17 MASA2,139 Labor651 466258111 30916974 29 7200 2,13929502‐6301‐540.14‐18 Telephone Doc1,037 Labor316 22612554 1508236 14 3500 1,03730502‐6301‐540.14‐21 Taxes/FICA‐Medicare146,224 Labor44,493 31,890 17,6057,613 21,115 11,564 5,076 1,973 4,89500 146,22431502‐6301‐540.14‐31 Retirement/ICMA 401(A)‐ NA0000000 0 000032502‐6301‐540.14‐32 Retirement/PERA284,304 Labor86,508 62,005 34,229 14,803 41,055 22,483 9,868 3,835 9,51800 284,30433502‐6301‐540.14‐41 Workers' Compensation24,744 Labor7,529 5,3972,9791,288 3,573 1,957859 334 82800 24,74434502‐6301‐540.14‐90 Pension Benefit Expense‐ NA0000000 0 000035502‐6301‐540.14‐99 Salary Capital Contra Act‐ NA0000000 0 000036Total Employer Benefits884,706269,197 192,948 106,516 46,063 127,756 69,964 30,709 11,935 29,61900 884,70637502‐6301‐540.21‐01 Property‐ NA0000000 0 000038502‐6301‐540.21‐02 Liability17,981 Labor5,471 3,9222,165936 2,597 1,422624 243 60200 17,98139502‐6301‐540.21‐50 Unemployment‐ NA0000000 0 000040Total Insurance Premiums17,9815,471 3,9222,165936 2,597 1,422624 243 60200 17,98141502‐6301‐540.22‐02 Engineering31,961 Total Plant10,910 4,3695,2212,137 2,913 3,481 1,424 594 91400 31,96142502‐6301‐540.22‐13 Contract/Skilled Services5,327 Total Plant1,818 728870356 485580237 99 15200 5,32743502‐6301‐540.22‐14 Lab Testing8,523 Transformers ‐ Plant0005,11400 3,409 0 000 8,52344502‐6301‐540.22‐24 GIS138,499 Total Plant47,277 18,931 22,6239,259 12,621 15,082 6,172 2,573 3,96100 138,49945502‐6301‐540.22‐26 Insurance Claims28,338 Total Plant9,673 3,8744,6291,894 2,582 3,086 1,263 526 81000 28,33846502‐6301‐540.22‐30 Land Use Fees3,196 Substations ‐ Plant 3,196000000 0 000 3,19647502‐6301‐540.22‐98 Other7,307 Total Plant2,494 9991,194488 666796326 136 20900 7,307Prepared by NewGen Strategies and Solutions Page 1 of 8DRAFT104
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total48Total Prof. Services/Fees223,15275,369 28,901 34,537 19,248 19,267 23,025 12,832 3,928 6,04600 223,15249502‐6301‐540.24‐02 Real Property2,557 Total Plant873 350418171 233278114 47 7300 2,55750Total Rentals2,557873 350418171 233278114 47 7300 2,55751502‐6301‐540.25‐01 Maintenance Contracts55,399 Total Plant18,911 7,5739,0493,703 5,048 6,033 2,469 1,029 1,58400 55,39952502‐6301‐540.25‐02 Buildings10,654 Total Plant3,637 1,4561,740712 971 1,160475 198 30500 10,65453502‐6301‐540.25‐05 Machinery/Tools3,729 Total Plant1,273 510609249 340406166 69 10700 3,72954502‐6301‐540.25‐06 Meters‐ NA0000000 0 000055502‐6301‐540.25‐07 Transformer10,654 Transformers ‐ Plant0006,39200 4,261 0 000 10,65456502‐6301‐540.25‐08 Laboratory‐ NA0000000 0 000057502‐6301‐540.25‐30 Street Lights53,269 Total Plant18,183 7,2818,7013,561 4,854 5,801 2,374 990 1,52300 53,26958502‐6301‐540.25‐31 Substation181,114 Substations ‐ Plant 181,114000000 0 000 181,11459502‐6301‐540.25‐32 Power Line Maintenance639,225 Overhead0 383,53500 255,69000 0 000 639,22560502‐6301‐540.25‐33 Inactive Underground Main‐ NA0000000 0 000061502‐6301‐540.25‐34 Customer Service Lines‐ NA0000000 0 000062502‐6301‐540.25‐98 Other Equipment/Machinery1,598 Total Plant545 218261107 14617471 30 4600 1,59863Total Repair and Maintenance955,641223,663 400,573 20,361 14,725 267,049 13,574 9,817 2,316 3,56500 955,64164502‐6301‐540.26‐01 Office Supplies746 Total Plant255 10212250 688133 14 2100 74665502‐6301‐540.26‐04 Freight/Shipping1,065 Total Plant364 14617471 9711647 20 3000 1,06566502‐6301‐540.26‐05 Janitorial533 Total Plant182738736 495824 10 1500 53367502‐6301‐540.26‐06 Small Tools15,981 Total Plant5,455 2,1842,6101,068 1,456 1,740712 297 45700 15,98168502‐6301‐540.26‐07 Small Hardware5,327 Total Plant1,818 728870356 485580237 99 15200 5,32769502‐6301‐540.26‐19 Traffic Control10,654 Overhead/Underground0 4,8545,8000000 0 000 10,65470502‐6301‐540.26‐20 Electrical5,327 Total Plant1,818 728870356 485580237 99 15200 5,32771502‐6301‐540.26‐33 Data Processing Equipment10,654 Total Plant3,637 1,4561,740712 971 1,160475 198 30500 10,65472502‐6301‐540.26‐34 Meters37,288 Metering ‐ Plant0000000 0 37,28800 37,28873502‐6301‐540.26‐48 Shop Equipment4,261 Metering ‐ Plant0000000 0 4,26100 4,26174502‐6301‐540.26‐55 Street Lights31,961 Total Plant10,910 4,3695,2212,137 2,913 3,481 1,424 594 91400 31,96175502‐6301‐540.26‐57 Overhead Lines‐ NA0000000 0 000076Total Materials and Supplies123,79724,438 14,640 17,4954,786 6,524 7,796 3,191 1,330 43,59700 123,79777502‐6301‐540.27‐01 Personal Safety Equipment58,596 Labor17,829 12,7797,0553,051 8,462 4,634 2,034 790 1,96200 58,59678502‐6301‐540.27‐03 Vehicle Allowance‐ NA0000000 0 000079502‐6301‐540.27‐04 Education/Training95,884 Labor29,175 20,912 11,5444,992 13,846 7,583 3,328 1,293 3,21000 95,88480502‐6301‐540.27‐06 Employee Recognition‐ NA0000000 0 000081502‐6301‐540.27‐07 Mileage Reimbursement‐ NA0000000 0 000082502‐6301‐540.27‐21 Employee Recruitment‐ NA0000000 0 000083Total Job Performance Expenses154,47947,005 33,691 18,5998,043 22,308 12,216 5,362 2,084 5,17200 154,47984502‐6301‐540.29‐90 Short/Over Inventory Acct‐ NA0000000 0 000085502‐6301‐540.29‐95 Depreciation‐ NA0000000 0 000086502‐6301‐540.29‐97 Accumulated Pant‐ NA0000000 0 000087Total Other Current Expenses00000000 0 000088TOTAL DISTRIBUTION4,342,8591,321,439 947,145 522,865 226,115 627,131 343,439 150,744 58,586 145,39600 4,342,85989Customer ServicesCurrent Expenditures90502‐6401‐550.11‐01 Supervisors‐ NA0000000 0 000091502‐6401‐550.11‐02 Regular Staff‐ NA0000000 0 000092502‐6401‐550.11‐03 Seasonal Staff‐ NA0000000 0 000093502‐6401‐550.11‐04 Staff Overtime‐ NA0000000 0 0000Prepared by NewGen Strategies and Solutions Page 2 of 8DRAFT105
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total94502‐6401‐550.11‐05 Seasonal Overtime‐ NA0000000 0 000095Total Personal Service/Salaries00000000 0 000096502‐6401‐550.13‐01 Cell Phone‐ NA0000000 0 000097502‐6401‐550.13‐03 Vehicle Allowance‐ NA0000000 0 000098Total Additional Compensation00000000 0 000099502‐6401‐550.14‐11 Medical Insurance‐ NA0000000 0 0000100502‐6401‐550.14‐12 Life Insurance‐ NA0000000 0 0000101502‐6401‐550.14‐14 Employee Assistance Prog‐ NA0000000 0 0000102502‐6401‐550.14‐15 Dental Insurance‐ NA0000000 0 0000103502‐6401‐550.14‐16 Vision Insurance‐ NA0000000 0 0000104502‐6401‐550.14‐17 MASA‐ NA0000000 0 0000105502‐6401‐550.14‐18 Telephone Doc‐ NA0000000 0 0000106502‐6401‐550.14‐21 Taxes/FICA‐Medicare‐ NA0000000 0 0000107502‐6401‐550.14‐31 Retirement/ICMA 401(A)‐ NA0000000 0 0000108502‐6401‐550.14‐32 Retirement/PERA‐ NA0000000 0 0000109502‐6401‐550.14‐41 Workers' Compensation‐ NA0000000 0 0000110502‐6401‐550.14‐90 Pension Benefit Expense‐ NA0000000 0 0000111502‐6401‐550.14‐99 Salary Capital Contra Act‐ NA0000000 0 0000112Total Employer Benefits00000000 0 0000113502‐6401‐550.21‐02 Liability‐ NA0000000 0 0000114502‐6401‐550.21‐50 Unemployment‐ NA0000000 0 0000115Total Insurance Premiums00000000 0 0000116502‐6401‐550.22‐09 Info Technology Services‐ NA0000000 0 0000117502‐6401‐550.22‐10 Bank Fees‐ NA0000000 0 0000118502‐6401‐550.22‐13 Contract/Skilled Services‐ NA0000000 0 0000119502‐6401‐550.22‐26 Insurance Claims‐ NA0000000 0 0000120502‐6401‐550.22‐98 Other‐ NA0000000 0 0000121Total Prof. Services/Fees00000000 0 0000122502‐6401‐550.23‐01 Publication Fees‐ NA0000000 0 0000123Total Publishing00000000 0 0000124502‐6401‐550.24‐01 Equipment‐ NA0000000 0 0000125502‐6401‐550.24‐03 Lease‐ NA0000000 0 0000126Total Rentals00000000 0 0000127502‐6401‐550.25‐01 Maintenance Contracts‐ NA0000000 0 0000128502‐6401‐550.25‐03 Furniture/Fixtures‐ NA0000000 0 0000129502‐6401‐550.25‐98 Other Equipment/Machinery‐ NA0000000 0 0000130Total Repair and Maintenance00000000 0 0000131502‐6401‐550.26‐01 Office Supplies‐ NA0000000 0 0000132502‐6401‐550.26‐02 Postage‐ NA0000000 0 0000133502‐6401‐550.26‐03 Printing Forms‐ NA0000000 0 0000134502‐6401‐550.26‐04 Freight/Shipping‐ NA0000000 0 0000135502‐6401‐550.26‐17 Catering/Spec Circumstanc‐ NA0000000 0 0000136502‐6401‐550.26‐23 Furniture/Fixtures‐ NA0000000 0 0000137502‐6401‐550.26‐32 Data Processing Software‐ NA0000000 0 0000138502‐6401‐550.26‐33 Data Processing Equipment‐ NA0000000 0 0000139502‐6401‐550.26‐42 Office Equipment‐ NA0000000 0 0000Prepared by NewGen Strategies and Solutions Page 3 of 8DRAFT106
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total140502‐6401‐550.26‐46 Communication Equipment‐ NA0000000 0 0000141Total Materials and Supplies00000000 0 0000142502‐6401‐550.27‐04 Education/Training‐ NA0000000 0 0000143502‐6401‐550.27‐05 Member Dues/Subscriptions‐ NA0000000 0 0000144502‐6401‐550.27‐06 Employee Recognition‐ NA0000000 0 0000145502‐6401‐550.27‐07 Mileage Reimbursement‐ NA0000000 0 0000146502‐6401‐550.27‐21 Employee Recruitment‐ NA0000000 0 0000147Total Job Performance Expenses00000000 0 0000148502‐6401‐550.29‐07 Uncollectible Accounts‐ NA0000000 0 0000149502‐6401‐550.29‐25 Promotion‐ NA0000000 0 0000150502‐6401‐550.29‐31 Uncollected Taxes‐ NA0000000 0 0000151Total Other Current Expenses00000000 0 0000152Total Current Expenditures‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Administration/General153502‐6501‐560.11‐01 Supervisors153,998 Labor46,858 33,586 18,5418,018 22,238 12,178 5,345 2,077 5,15600 153,998154502‐6501‐560.11‐02 Regular Staff384,202 Labor116,905 83,792 46,257 20,004 55,481 30,383 13,336 5,183 12,86300 384,202155502‐6501‐560.11‐03 Seasonal Staff‐ NA0000000 0 0000156502‐6501‐560.11‐04 Staff Overtime23,822 Labor7,248 5,1952,8681,240 3,440 1,884827 321 79800 23,822157Total Personal Service/Salaries562,022171,011 122,573 67,665 29,262 81,159 44,445 19,508 7,582 18,81600 562,022158502‐6501‐560.13‐01 Cell Phone2,610 Labor794 569314136 37720691 35 8700 2,610159502‐6501‐560.13‐03 Vehicle Allowance‐ NA0000000 0 0000160Total Additional Compensation2,610794 569314136 37720691 35 8700 2,610161502‐6501‐560.14‐11 Medical Insurance73,192 Labor22,271 15,9638,8123,811 10,569 5,788 2,541 987 2,45000 73,192162502‐6501‐560.14‐12 Life Insurance1,625 Labor495 35419685 23512956 22 5400 1,625163502‐6501‐560.14‐14 Employee Assistance Prog413 Labor126905021 603314 6 1400 413164502‐6501‐560.14‐15 Dental Insurance6,832 Labor2,079 1,490823356 987540237 92 22900 6,832165502‐6501‐560.14‐16 Vision Insurance1,912 Labor582 417230100 27615166 26 6400 1,912166502‐6501‐560.14‐17 MASA745 Labor227 1639039 1085926 10 2500 745167502‐6501‐560.14‐18 Telephone Doc361 Labor110794319 522913 5 1200 361168502‐6501‐560.14‐21 Taxes/FICA‐Medicare45,746 Labor13,919 9,9775,5082,382 6,606 3,618 1,588 617 1,53200 45,746169502‐6501‐560.14‐31 Retirement/ICMA 401(A)5,513 Labor1,678 1,202664287 796436191 74 18500 5,513170502‐6501‐560.14‐32 Retirement/PERA70,266 Labor21,381 15,3258,4603,658 10,147 5,557 2,439 948 2,35200 70,266171502‐6501‐560.14‐35 Retirement/ F.P.P.A‐ NA0000000 0 0000172502‐6501‐560.14‐41 Workers' Compensation2,931 Labor892 639353153 423232102 40 9800 2,931173502‐6501‐560.14‐90 Pension Benefit Expense‐ NA0000000 0 0000174502‐6501‐560.14‐99 Salary Capital Contra Act‐ NA0000000 0 0000175Total Employer Benefits209,53763,757 45,698 25,227 10,910 30,258 16,570 7,273 2,827 7,01500 209,537176502‐6501‐560.21‐01 Property34,397 Net Plant10,581 4,9206,9172,031 3,280 4,611 1,354 61 64200 34,397177502‐6501‐560.21‐02 Liability9,493 Labor2,889 2,0701,143494 1,371751330 128 31800 9,493178Total Insurance Premiums43,89113,470 6,9908,0602,525 4,651 5,362 1,683 189 96000 43,891179502‐6501‐560.22‐01 Auditing12,608 RevReq2,931 2,1491,210634 1,425798423 135 437 2,4670 12,608180502‐6501‐560.22‐02 Engineering15,981 Total Plant5,455 2,1842,6101,068 1,456 1,740712 297 45700 15,981181502‐6501‐560.22‐06 Medical2,028 Labor617 442244106 29316070 27 6800 2,028182502‐6501‐560.22‐07 Recording Fees266 Total Plant91364418 242912 5 800 266183502‐6501‐560.22‐08 Legal26,634 Total Plant9,092 3,6414,3511,780 2,427 2,900 1,187 495 76200 26,634184502‐6501‐560.22‐09 Info Technology Services116,267 Labor35,378 25,357 13,9986,054 16,790 9,195 4,036 1,568 3,89300 116,267Prepared by NewGen Strategies and Solutions Page 4 of 8DRAFT107
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total185502‐6501‐560.22‐10 Bank Fees2,314 Total O&M706 487285123 32318882 32 77 130 2,314186502‐6501‐560.22‐24 GIS42,615 Total Plant14,547 5,8256,9612,849 3,883 4,641 1,899 792 1,21900 42,615187502‐6501‐560.22‐33 Data Processing‐ NA0000000 0 0000188502‐6501‐560.22‐89 Utility Financial Studies‐ NA0000000 0 0000189502‐6501‐560.22‐98 Other64,789 Total Plant22,116 8,856 10,5834,331 5,904 7,055 2,887 1,204 1,85300 64,789190Total Prof. Services/Fees283,50290,931 48,978 40,286 16,963 32,525 26,706 11,308 4,554 8,772 2,4800 283,502191502‐6501‐560.23‐01 Publication Fees6,670 Labor2,030 1,455803347 963527232 90 22300 6,670192Total Publishing6,6702,030 1,455803347 963527232 90 22300 6,670193502‐6501‐560.24‐01 Equipment‐ NA0000000 0 0000194502‐6501‐560.24‐02 Real Property95,884 Total Plant32,730 13,106 15,6626,410 8,738 10,442 4,273 1,781 2,74200 95,884195502‐6501‐560.24‐03 Lease‐ NA0000000 0 0000196Total Rentals95,88432,730 13,106 15,6626,410 8,738 10,442 4,273 1,781 2,74200 95,884197502‐6501‐560.25‐01 Maintenance Contracts99,108 Total Plant33,830 13,547 16,1896,625 9,031 10,793 4,417 1,841 2,83400 99,108198502‐6501‐560.25‐02 Buildings1,065 Total Plant364 14617471 9711647 20 3000 1,065199502‐6501‐560.25‐03 Furniture/Fixtures1,065 Total Plant364 14617471 9711647 20 3000 1,065200502‐6501‐560.25‐04 Vehcile Equipment47,643 Labor14,497 10,3915,7362,481 6,880 3,768 1,654 643 1,59500 47,643201502‐6501‐560.25‐05 Machinery/Tools533 Total Plant182738736 495824 10 1500 533202502‐6501‐560.25‐09 Vehicle Repairs‐Fleet Shp123,872 Labor37,692 27,016 14,9146,450 17,888 9,796 4,300 1,671 4,14700 123,872203502‐6501‐560.25‐44 Future Vehicle Purchase‐ NA0000000 0 0000204502‐6501‐560.25‐98 Other Equipment/Machinery533 Total Plant182738736 495824 10 1500 533205Total Repair and Maintenance273,81987,110 51,390 37,361 15,769 34,090 24,704 10,513 4,214 8,66800 273,819206502‐6501‐560.26‐01 Office Supplies19,057 Labor5,799 4,1562,294992 2,752 1,507661 257 63800 19,057207502‐6501‐560.26‐02 Postage7,623 Labor2,319 1,662918397 1,101603265 103 25500 7,623208502‐6501‐560.26‐03 Printing Forms953 Labor290 20811550 1387533 13 3200 953209502‐6501‐560.26‐06 Small Tools476 Labor145 1045725 693817 6 1600 476210502‐6501‐560.26‐13 Medical2,382 Labor725 520287124 34418883 32 8000 2,382211502‐6501‐560.26‐14 Laboratory‐ NA0000000 0 0000212502‐6501‐560.26‐15 Exhibit/Display‐ NA0000000 0 0000213502‐6501‐560.26‐17 Catering/Spec Circumstanc3,811 Labor1,160 831459198 550301132 51 12800 3,811214502‐6501‐560.26‐23 Furniture/Fixtures4,764 Labor1,450 1,039574248 688377165 64 16000 4,764215502‐6501‐560.26‐25 Energy Efficiency95,286 Total Plant32,526 13,025 15,5656,370 8,683 10,376 4,247 1,770 2,72500 95,286216502‐6501‐560.26‐32 Data Processing Software19,057 Labor5,799 4,1562,294992 2,752 1,507661 257 63800 19,057217502‐6501‐560.26‐33 Data Processing Equipment9,529 Labor2,899 2,0781,147496 1,376754331 129 31900 9,529218502‐6501‐560.26‐39 Fuel & Oil47,643 Labor14,497 10,3915,7362,481 6,880 3,768 1,654 643 1,59500 47,643219502‐6501‐560.26‐42 Office Equipment2,859 Labor870 623344149 41322699 39 9600 2,859220502‐6501‐560.26‐43 Heavy Equipment1,906 Labor580 41622999 27515166 26 6400 1,906221502‐6501‐560.26‐46 Communication Equipment19,057 Labor5,799 4,1562,294992 2,752 1,507661 257 63800 19,057222Total Materials and Supplies234,40474,857 43,365 32,314 13,613 28,772 21,378 9,075 3,647 7,38200 234,404223502‐6501‐560.27‐02 Uniform Allowance1,906 Labor580 41622999 27515166 26 6400 1,906224502‐6501‐560.27‐03 Vehicle Allowance‐ NA0000000 0 0000225502‐6501‐560.27‐04 Education/Training11,434 Labor3,479 2,4941,377595 1,651904397 154 38300 11,434226502‐6501‐560.27‐05 Member Dues/Subscriptions12,387 Labor3,769 2,7021,491645 1,789980430 167 41500 12,387227502‐6501‐560.27‐06 Employee Recognition3,335 Labor1,015 727402174 482264116 45 11200 3,335228502‐6501‐560.27‐07 Mileage Reimbursement476 Labor145 1045725 693817 6 1600 476229502‐6501‐560.27‐10 Meal Reimbursement‐Emerg.1,906 Labor580 41622999 27515166 26 6400 1,906230502‐6501‐560.27‐21 Employee Recruitment‐ NA0000000 0 0000231Total Job Performance Expenses31,4449,568 6,8583,7861,637 4,541 2,487 1,091 424 1,05300 31,444232502‐6501‐560.28‐01 Telephone7,623 Labor2,319 1,662918397 1,101603265 103 25500 7,623Prepared by NewGen Strategies and Solutions Page 5 of 8DRAFT108
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total233502‐6501‐560.28‐02 Natural Gas8,576 Labor2,609 1,8701,032447 1,238678298 116 28700 8,576234502‐6501‐560.28‐03 Electrical Energy50,502 Labor15,367 11,0146,0802,629 7,293 3,994 1,753 681 1,69100 50,502235502‐6501‐560.28‐04 Water4,288 Labor1,305 935516223 619339149 58 14400 4,288236502‐6501‐560.28‐05 Sewer1,429 Labor435 31217274 20611350 19 4800 1,429237502‐6501‐560.28‐06 Trash Disposal12,387 Labor3,769 2,7021,491645 1,789980430 167 41500 12,387238Total Utility Expenditures84,80525,804 18,495 10,2104,415 12,246 6,706 2,944 1,144 2,83900 84,805239502‐6501‐560.29‐06 Interest on Deposits‐ NA0000000 0 0000240502‐6501‐560.29‐08 Payment In Lieu Of Taxes5,456 RevReq1,268 930524274 617345183 58 189 1,0670 5,456241502‐6501‐560.29‐09 PUC Gross Receipt Taxes8,771 RevReq2,039 1,495842441 991555294 94 304 1,7160 8,771242502‐6501‐560.29‐10 Franchise Fees152,475 RevReq35,443 25,984 14,6357,670 17,230 9,646 5,113 1,634 5,285 29,8340 152,475243502‐6501‐560.91‐28 Housing‐ NA0000000 0 0000244Total Other Current Expenses166,70138,750 28,409 16,0008,385 18,838 10,546 5,590 1,787 5,778 32,6170 166,701245Total Administration/General1,995,287 610,812 387,886 257,689 110,373 257,158 170,081 73,582 28,274 64,336 35,097 ‐ 1,995,287 246TOTAL CUSTOMER SERVICE1,995,287 610,812 387,886 257,689 110,373 257,158 170,081 73,582 28,274 64,336 35,097 ‐ 1,995,287 247Total O&M Expense without Depr. Exp.6,338,1461,932,2501,335,031 780,555 336,488 884,289 513,520224,325 86,860 209,732 35,097 0 6,338,146248Total O&M Expense Excluding Purchased Power & Depr.6,338,146 1,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146249Debt Service:250502‐6700‐470.22‐10 Bank Fees‐ NA0000000 0 0000251502‐6700‐470.29‐67 Amort Exp/Bond Issue Cost‐ NA0000000 0 0000252502‐6700‐470.41‐01 Principal on Bonds400,000 Total Plant136,540 54,676 65,339 26,740 36,451 43,559 17,826 7,431 11,43900 400,000253502‐6700‐470.41‐02 Interest on Bonds191,300 Total Plant65,300 26,149 31,248 12,788 17,433 20,832 8,525 3,554 5,47100 191,300254502‐6700‐470.41‐05 Principal/Capital Lease‐ NA0000000 0 0000255502‐6700‐470.41‐06 Interest/Capital Lease‐ NA0000000 0 0000256Total Debt Service591,300 201,841 80,825 96,587 39,528 53,883 64,391 26,352 10,984 16,909 00 591,300257Other Funds258502‐6600‐491.90‐01 General1,998,043 DA‐GFT0000000 0 0 1,998,0430 1,998,043259502‐6600‐491.90‐04 Community Reinvestment‐ NA0000000 0 0000260502‐6600‐491.90‐06 Medical Insurance‐ NA0000000 0 0000261502‐6600‐491.90‐07 Museum‐ NA0000000 0 0000262502‐6600‐491.90‐29 Fire Service Fund‐ NA0000000 0 0000263502‐6600‐491.90‐35 Vehicle Replacement‐ NA0000000 0 0000264502‐6600‐491.92‐31 Urban Renewal Authority‐ NA0000000 0 0000265Total Other Funds1,998,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,998,043266Change in Working Capita97,552 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 5400 97,552267Capital Paid from Current 268502‐7001‐580.32‐22 Building Remodeling‐ NA0000000 0 0000269502‐7001‐580.33‐30 Station Equipment‐ NA0000000 0 0000270502‐7001‐580.33‐31 Furniture/Fixtures‐ NA0000000 0 0000271502‐7001‐580.33‐32 Office Equipment‐ NA0000000 0 0000272502‐7001‐580.33‐33 Data Processing Equipment‐ NA0000000 0 0000273502‐7001‐580.33‐34 Meters106,537 Metering ‐ Plant0000000 0 106,53700 106,537274502‐7001‐580.33‐35 Transformers159,806 Transformers ‐ Plant000 95,88400 63,922 0 000 159,806275502‐7001‐580.33‐36 Communication Equipment152,458 Labor46,390 33,250 18,3557,938 22,016 12,057 5,292 2,057 5,10400 152,458276502‐7001‐580.33‐37 Laboratory Equipment‐ NA0000000 0 0000277502‐7001‐580.33‐38 Shop Equipment‐ NA0000000 0 0000Prepared by NewGen Strategies and Solutions Page 6 of 8DRAFT109
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total278502‐7001‐580.33‐39 Stores Equipment‐ NA0000000 0 0000279502‐7001‐580.33‐41 Tools26,634 Total Plant9,092 3,6414,3511,780 2,427 2,900 1,187 495 76200 26,634280502‐7001‐580.33‐98 Other Equipment172,591 Total Plant58,914 23,591 28,192 11,538 15,728 18,795 7,692 3,206 4,93600 172,591281502‐7001‐580.34‐42 Trucks333,502 Labor101,477 72,734 40,152 17,364 48,159 26,374 11,576 4,499 11,16500 333,502282502‐7001‐580.34‐98 Other Machinery/Equipment‐ NA0000000 0 0000283502‐7001‐580.35‐55 Street Lights21,307 Total Plant7,273 2,9133,4811,424 1,942 2,320950 396 60900 21,307284502‐7001‐580.35‐56 Poles/Towers/Fixtures‐ NA0000000 0 0000285502‐7001‐580.35‐57 Power Line Construction312,732 Overhead0 187,63900 125,09300 0 000 312,732286502‐7001‐580.35‐58 Inactive Underground‐ NA0000000 0 0000287502‐7001‐580.35‐59 Customer Service Lines‐ NA0000000 0 0000288502‐7001‐580.35‐62 UT System Master Plan‐ NA0000000 0 0000289502‐7001‐580.35‐66 Fiber Optic Install‐ NA0000000 0 0000290502‐7001‐580.37‐01 Software Development85,230 Total Plant29,093 11,650 13,9225,698 7,767 9,281 3,798 1,583 2,43700 85,230291Total Capital 1,370,798 252,239 335,418 108,453 141,626 223,131 71,727 94,417 12,236 131,55100 1,370,798292Subtotal Revenue Requirement 10,395,839 2,416,070 1,771,822 997,608 522,821 1,174,913 657,542 348,547 111,416 361,420 2,033,6800 10,395,839293Less Other Income294Additional Heater‐ NA0000000 0 0000295Customer Contribution319,612 RevReq 74,295 54,467 30,677 16,077 36,118 20,220 10,718 3,426 11,079 62,5360 319,612296Investment Income35,974 RevReq8,362 6,1313,4531,810 4,065 2,276 1,206 386 1,247 7,0390 35,974297Info Technology Services‐ NA0000000 0 0000298Pole Rental9,000 RevReq2,092 1,534864453 1,017569302 96 312 1,7610 9,000299Vehicle Work Orders‐ NA0000000 0 0000300Field Work Orders‐ NA0000000 0 0000301Development Fees‐ NA0000000 0 0000302Meter Reading‐ NA0000000 0 0000303Buildings‐ NA0000000 0 0000304Other‐ NA0000000 0 0000305Fiberoptic Lease‐ NA0000000 0 0000306Special Initial Reads‐ NA0000000 0 0000307Outdoor Area Lights9,552 RevReq2,220 1,628917480 1,079604320 102 331 1,8690 9,552308Surge Arrestor895 Overhead 0 537 0 0 358 0 0 0 0 0 0 895309Write Off‐ NA0000000 0 0000310Electric Metering1,135 Metering ‐ Plant0000000 0 1,13500 1,135311Total Miscellaneous Revenue376,16886,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,2050 376,168312Total Other Income376,168 86,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,2050 376,168313Forecasted Under‐Recovery (per Financial Plan)535,391 RevReq124,453 91,240 51,387 26,931 60,502 33,870 17,954 5,739 18,558 104,756 0 535,391314Total O&M Expense without Depr or PP6,338,146 1,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146315Debt Service591,300 201,841 80,825 96,587 39,528 53,883 64,391 26,352 10,984 16,909 00 591,300316Total Other Funds1,998,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,998,043317Change in Working Capital97,552 29,740 20,548 12,014 5,179 13,610 7,904 3,453 1,337 3,228 540 0 97,552318Capital Paid from Current Earnings1,370,798 252,239 335,418 108,453 141,626 223,131 71,727 94,417 12,236 131,55100 1,370,798319Less Other Income376,168 86,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,2050 376,168320Less Planned Under‐Recovery (per Financial Plan)535,391 124,453 91,240 51,387 26,931 60,502 33,870 17,954 5,739 18,558 104,7560 535,391321Total Revenue Requireme9,484,2802,204,647 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,7190 9,484,280322ALLOCATION FACTORS323Direct Assignment Allocators32400000000101Prepared by NewGen Strategies and Solutions Page 7 of 8DRAFT110
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total325Outdoor LightingOutdoor Ltg0% 0%0%0% 0%0%0% 0% 0% 100% 0% 100%3261,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146327Total O&MTotal O&M30% 21%12%5% 14%8%4% 1% 3% 1% 0% 100%3281,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146329O&M W/O Depr or PPO&M W/O Depr or PP30% 21%12%5% 14%8%4% 1% 3% 1% 0% 100%330Total Distribution Excluding Labor994,530 712,833 393,515 170,177 471,986 258,476 113,451 44,092 109,42700 3,268,487331LaborLabor30% 22%12%5% 14%8%3% 1% 3% 0% 0% 100%3324,640,616 2,157,629 3,033,598 890,679 1,438,419 2,022,399 593,786 26,744 281,43915,085,308333Net Plant (without lighting)Net Plant31% 14%20%6% 10%13%4% 0% 2% 0% 0% 100%3348,982,4038,982,403335Substations ‐ PlantSubstations ‐ Plant100% 0%0%0% 0%0%0% 0% 0% 0% 0% 100%3363,596,9062,397,9385,994,844337OverheadOverhead0% 60%0%0% 40%0%0% 0% 0% 0% 0% 100%3384,298,3452,865,5637,163,908339UndergroundUnderground0% 0%60%0% 0%40%0% 0% 0% 0% 0% 100%3401,759,0861,172,7242,931,810341Transformers ‐ PlantTransformers ‐ Plant0% 0%0%60% 0%0%40% 0% 0% 0% 0% 100%342488,822488,822343ServicesServices0% 0%0%0% 0%0%0% 100% 0% 0% 0% 100%344752,509752,509345Metering ‐ PlantMetering ‐ Plant0% 0%0%0% 0%0%0% 0% 100% 0% 0% 100%34611347Direct Assign General Fund TransferDA‐GFT0% 0%0%0% 0%0%0% 0% 0% 100% 0% 100%3488,982,403 3,596,906 4,298,345 1,759,086 2,397,938 2,865,563 1,172,724 488,822 752,50910 26,314,2973490000000 0 0(1) 0(1)3508,982,403 3,596,906 4,298,345 1,759,086 2,397,938 2,865,563 1,172,724 488,822 752,50900 26,314,296351Total Plant (without lighting)Total Plant34% 14%16%7% 9%11%4% 2% 3% 0% 0% 100%3523,596,906 4,298,3457,895,251353Overhead/UndergroundOverhead/Underground0% 46%54%0% 0%0%0% 0% 0% 0% 0% 100%3542,204,647 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,7190 9,484,280355Revenue RequirementRevReq23% 17%10%5% 11%6%3% 1% 3% 20% 0% 100%35631063373357OH Miles of LineOH Miles Line83% 0%0%0% 17%0%0% 0% 0% 0% 0% 100%35815829188359UG Miles of LineUG Miles Line84% 0%0%0% 16%0%0% 0% 0% 0% 0% 100%360468000 9200 0 000 561361Total Miles of LineAll Miles Line84% 0%0%0% 16%0%0% 0% 0% 0% 0% 100%362000000000000363Not ApplicableNA0% 0%0%0% 0%0%0% 0% 0% 0% 0% 0%Prepared by NewGen Strategies and Solutions Page 8 of 8DRAFT111
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total1Operation and Maintenance Expense2Purchased Power3502‐6100‐520.28‐08Purchased Power Supply‐ NA0 04502‐6100‐520.28‐18Wind Power‐ NA 0 05502‐6100‐520.28‐19Wheeling Chgs‐FR Hydro‐ NA0 06Total Purchased Power‐ ‐ ‐ 7TOTAL PURCHASED POWER‐ ‐ ‐ 8Distribution9502‐6301‐540.11‐01Supervisors‐ NA0 010502‐6301‐540.11‐02Regular Staff‐ NA0 011502‐6301‐540.11‐03Seasonal Staff‐ NA0 012502‐6301‐540.11‐04Staff Overtime‐ NA0 013502‐6301‐540.11‐05Seasonal Overtime‐ NA0 014Total Personal Services/Salaries‐ ‐ ‐ 15502‐6301‐540.13‐01Cell Phone‐ NA0 016502‐6301‐540.13‐03Vehicle Allowance‐ NA0 017Total Additional Compensation‐ ‐ ‐ 18502‐6301‐540.14‐11Medical Insurance‐ NA0 019502‐6301‐540.14‐12Life Insurance‐ NA0 020502‐6301‐540.14‐14Employee Assistance Prog‐ NA0 021502‐6301‐540.14‐15Dental Insurance‐ NA 0 022502‐6301‐540.14‐16Vision Insurance‐ NA0 023502‐6301‐540.14‐17MASA‐ NA0 024502‐6301‐540.14‐18Telephone Doc‐ NA0 025502‐6301‐540.14‐21Taxes/FICA‐Medicare‐ NA0 026502‐6301‐540.14‐31Retirement/ICMA 401(A)‐ NA0 027502‐6301‐540.14‐32Retirement/PERA‐ NA0 028502‐6301‐540.14‐41Workers' Compensation‐ NA0 029502‐6301‐540.14‐90Pension Benefit Expense‐ NA0 030502‐6301‐540.14‐99Salary Capital Contra Act‐ NA0 031Total Employer Benefits‐ ‐ ‐ 32502‐6301‐540.21‐01Property‐ NA0 033502‐6301‐540.21‐02Liability‐ NA0 034502‐6301‐540.21‐50Unemployment‐ NA0 035Total Insurance Premiums‐ ‐ ‐ 36502‐6301‐540.22‐02Engineering‐ NA0 037502‐6301‐540.22‐13Contract/Skilled Services‐ NA0 038502‐6301‐540.22‐14Lab Testing‐ NA0 039502‐6301‐540.22‐24GIS‐ NA0 040502‐6301‐540.22‐26Insurance Calims‐ NA0 041502‐6301‐540.22‐30Land Use Fees‐ NA0 042502‐6301‐540.22‐98Other‐ NA0 0Prepared by NewGen Strategies and Solutions Page 1 of 8DRAFT112
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total43Total Prof. Services/Fees‐ ‐ ‐ 44502‐6301‐540.24‐02Real Property‐ NA0 045Total Rentals‐ ‐ ‐ 46502‐6301‐540.25‐01Maintenance Contracts‐ NA0 047502‐6301‐540.25‐02Buildings‐ NA0 048502‐6301‐540.25‐05Machinery/Tools‐ NA0 049502‐6301‐540.25‐06Meters‐ NA0 050502‐6301‐540.25‐07Transformer‐ NA0 051502‐6301‐540.25‐08Laboratory‐ NA0 052502‐6301‐540.25‐30Street Lights‐ NA0 053502‐6301‐540.25‐31Substation‐ NA 0 054502‐6301‐540.25‐32Power Line Maintenance‐ NA0 055502‐6301‐540.25‐33Inactive Underground Main‐ NA0 056502‐6301‐540.25‐34Customer Service Lines‐ NA0 057502‐6301‐540.25‐98Other Equipment/Machinery‐ NA0 058Total Repair and Maintenance‐ ‐ ‐ 59502‐6301‐540.26‐01Office Supplies‐ NA0 060502‐6301‐540.26‐04Freight/Shipping‐ NA0 061502‐6301‐540.26‐05Janitorial‐ NA0 062502‐6301‐540.26‐06Small Tools‐ NA 0 063502‐6301‐540.26‐07Small Hardware‐ NA0 064502‐6301‐540.26‐19Traffic Control‐ NA0 065502‐6301‐540.26‐20Electrical‐ NA0 066502‐6301‐540.26‐33Data Processing Equipment‐ NA0 067502‐6301‐540.26‐34Meters‐ NA0 068502‐6301‐540.26‐48Shop Equipment‐ NA0 069502‐6301‐540.26‐55Street Lights‐ NA0 070502‐6301‐540.26‐57Overhead Lines‐ NA0 071Total Materials and Supplies‐ ‐ ‐ 72502‐6301‐540.27‐01Personal Safety Equipment‐ NA0 073502‐6301‐540.27‐03Vehicle Allowance‐ NA0 074502‐6301‐540.27‐04Education/Training‐ NA0 075502‐6301‐540.27‐06Employee Recognition‐ NA0 076502‐6301‐540.27‐07Mileage Reimbursement‐ NA0 077502‐6301‐540.27‐21Employee Recruitment‐ NA0 078Total Job Performance Expenses‐ ‐ ‐ 79502‐6301‐540.29‐90Short/Over Inventory Acct‐ NA0 080502‐6301‐540.29‐95Depreciation‐ NA0 081502‐6301‐540.29‐97Accumulated Pant‐ NA0 082Total Other Current Expenses‐ ‐ ‐ 83TOTAL DISTRIBUTION00 0Prepared by NewGen Strategies and Solutions Page 2 of 8DRAFT113
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total84Customer ServicesCurrent Expenditures85502‐6401‐550.11‐01Supervisors71,737 Customer 71,737 71,73786502‐6401‐550.11‐02Regular Staff146,163 Customer 146,163 146,16387502‐6401‐550.11‐03Seasonal Staff‐ Customer0 088502‐6401‐550.11‐04Staff Overtime13,850 Customer 13,850 13,85089502‐6401‐550.11‐05Seasonal Overtime80 Customer80 8090Total Personal Service/Salaries231,830 231,830 231,830 91502‐6401‐550.13‐01Cell Phone419 Customer419 41992502‐6401‐550.13‐03Vehicle Allowance‐ Customer0 093Total Additional Compensation419 419 419 94502‐6401‐550.14‐11Medical Insurance55,635 Customer 55,635 55,63595502‐6401‐550.14‐12Life Insurance908 Customer908 90896502‐6401‐550.14‐14Employee Assistance Prog230 Customer230 23097502‐6401‐550.14‐15Dental Insurance3,987 Customer3,987 3,98798502‐6401‐550.14‐16Vision Insurance1,027 Customer1,027 1,02799502‐6401‐550.14‐17MASA416 Customer416 416100502‐6401‐550.14‐18Telephone Doc202 Customer202 202101502‐6401‐550.14‐21Taxes/FICA‐Medicare18,870 Customer 18,870 18,870102502‐6401‐550.14‐31Retirement/ICMA 401(A)‐ Customer0 0103502‐6401‐550.14‐32Retirement/PERA31,762 Customer 31,762 31,762104502‐6401‐550.14‐41Workers' Compensation763 Customer763 763105502‐6401‐550.14‐90Pension Benefit Expense‐ Customer0 0106502‐6401‐550.14‐99Salary Capital Contra Act‐ Customer0 0107Total Employer Benefits113,799 113,799 113,799 108502‐6401‐550.21‐02Liability1,681 Customer 1,681 1,681109502‐6401‐550.21‐50Unemployment‐ Customer0 0110Total Insurance Premiums1,681 1,681 1,681 111502‐6401‐550.22‐09Info Technology Services‐ Customer0 0112502‐6401‐550.22‐10Bank Fees533 Customer533 533113502‐6401‐550.22‐13Contract/Skilled Services‐ Customer0 0114502‐6401‐550.22‐26Insurance Claims‐ Customer0 0115502‐6401‐550.22‐98Other1,233 Customer1,233 1,233116Total Prof. Services/Fees1,765 1,765 1,765 117502‐6401‐550.23‐01Publication Fees‐ Customer0 0118Total Publishing‐ ‐ ‐ 119502‐6401‐550.24‐01Equipment1,278 Customer1,278 1,278120502‐6401‐550.24‐03Lease4,800 Customer4,800 4,800121Total Rentals6,078 6,078 6,078 122502‐6401‐550.25‐01Maintenance Contracts8,789 Customer8,789 8,789123502‐6401‐550.25‐03Furniture/Fixtures‐ Customer0 0Prepared by NewGen Strategies and Solutions Page 3 of 8DRAFT114
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total124502‐6401‐550.25‐98Other Equipment/Machinery533 Customer 533 533125Total Repair and Maintenance9,322 9,322 9,322 126502‐6401‐550.26‐01Office Supplies3,729 Customer3,729 3,729127502‐6401‐550.26‐02Postage42,517 Customer 42,517 42,517128502‐6401‐550.26‐03Printing Forms27,840 Customer 27,840 27,840129502‐6401‐550.26‐04Freight/Shipping799 Customer799 799130502‐6401‐550.26‐17Catering/Spec Circumstanc799 Customer799 799131502‐6401‐550.26‐23Furniture/Fixtures2,131 Customer 2,131 2,131132502‐6401‐550.26‐32Data Processing Software3,018 Customer3,018 3,018133502‐6401‐550.26‐33Data Processing Equipment2,131 Customer 2,131 2,131134502‐6401‐550.26‐42Office Equipment799 Customer799 799135502‐6401‐550.26‐46Communication Equipment‐ Customer0 0136Total Materials and Supplies83,763 83,763 83,763 137502‐6401‐550.27‐04Education/Training13,317 Customer 13,317 13,317138502‐6401‐550.27‐05Member Dues/Subscriptions533 Customer533 533139502‐6401‐550.27‐06Employee Recognition266 Customer266 266140502‐6401‐550.27‐07Mileage Reimbursement160 Customer 160 160141502‐6401‐550.27‐21Employee Recruitment‐ Customer0 0142Total Job Performance Expenses14,276 14,276 14,276 143502‐6401‐550.29‐07Uncollectible Accounts15,981 Customer 15,981 15,981144502‐6401‐550.29‐25Promotion‐ Customer 0 0145502‐6401‐550.29‐31Uncollected Taxes‐ Customer0 0146Total Other Current Expenses15,981 15,981 15,981 147Total Current Expenditures478,914 478,914 478,914 Administration/General148502‐6501‐560.11‐01Supervisors18,184 Customer 18,184 18,184149502‐6501‐560.11‐02Regular Staff45,366 Customer 45,366 45,366150502‐6501‐560.11‐03Seasonal Staff‐ Customer0 0151502‐6501‐560.11‐04Staff Overtime2,813 Customer2,813 2,813152Total Personal Service/Salaries66,363 66,363 66,363 153502‐6501‐560.13‐01Cell Phone308 Customer308 308154502‐6501‐560.13‐03Vehicle Allowance‐ Customer0 0155Total Additional Compensation308 308 308 156502‐6501‐560.14‐11Medical Insurance8,642 Customer8,642 8,642157502‐6501‐560.14‐12Life Insurance192 Customer192 192158502‐6501‐560.14‐14Employee Assistance Prog49 Customer49 49159502‐6501‐560.14‐15Dental Insurance807 Customer807 807160502‐6501‐560.14‐16Vision Insurance226 Customer 226 226161502‐6501‐560.14‐17MASA88 Customer88 88162502‐6501‐560.14‐18Telephone Doc43 Customer 43 43163502‐6501‐560.14‐21Taxes/FICA‐Medicare5,402 Customer5,402 5,402Prepared by NewGen Strategies and Solutions Page 4 of 8DRAFT115
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total164502‐6501‐560.14‐31Retirement/ICMA 401(A)651 Customer651 651165502‐6501‐560.14‐32Retirement/PERA8,297 Customer8,297 8,297166502‐6501‐560.14‐35Retirement/ F.P.P.A‐ Customer0 0167502‐6501‐560.14‐41Workers' Compensation346 Customer346 346168502‐6501‐560.14‐90Pension Benefit Expense‐ Customer0 0169502‐6501‐560.14‐99Salary Capital Contra Act‐ Customer0 0170Total Employer Benefits24,742 24,742 24,742 171502‐6501‐560.21‐01Property‐ Customer0 0172502‐6501‐560.21‐02Liability‐ Customer0 0173Total Insurance Premiums‐ ‐ ‐ 174502‐6501‐560.22‐01Auditing904 Customer904 904175502‐6501‐560.22‐02Engineering‐ Customer0 0176502‐6501‐560.22‐06Medical239 Customer239 239177502‐6501‐560.22‐07Recording Fees‐ Customer0 0178502‐6501‐560.22‐08Legal‐ Customer0 0179502‐6501‐560.22‐09Info Technology Services13,729 Customer 13,729 13,729180502‐6501‐560.22‐10Bank Fees292 Customer292 292181502‐6501‐560.22‐24GIS‐ Customer0 0182502‐6501‐560.22‐33Data Processing‐ Customer0 0183502‐6501‐560.22‐89Utility Financial Studies‐ Customer0 0184502‐6501‐560.22‐98Other‐ Customer0 0185Total Prof. Services/Fees15,164 15,164 15,164 186502‐6501‐560.23‐01Publication Fees788 Customer788 788187Total Publishing788 788 788 188502‐6501‐560.24‐01Equipment‐ Customer0 0189502‐6501‐560.24‐02Real Property‐ Customer0 0190502‐6501‐560.24‐03Lease‐ Customer0 0191Total Rentals‐ ‐ ‐ 192502‐6501‐560.25‐01Maintenance Contracts‐ Customer0 0193502‐6501‐560.25‐02Buildings‐ Customer0 0194502‐6501‐560.25‐03Furniture/Fixtures‐ Customer0 0195502‐6501‐560.25‐04Vehcile Equipment5,626 Customer5,626 5,626196502‐6501‐560.25‐05Machinery/Tools‐ Customer0 0197502‐6501‐560.25‐09Vehicle Repairs‐Fleet Shp14,627 Customer 14,627 14,627198502‐6501‐560.25‐44Future Vehicle Purchase‐ Customer0 0199502‐6501‐560.25‐98Other Equipment/Machinery‐ Customer0 0200Total Repair and Maintenance20,252 20,252 20,252 201502‐6501‐560.26‐01Office Supplies2,250 Customer2,250 2,250202502‐6501‐560.26‐02Postage900 Customer900 900203502‐6501‐560.26‐03Printing Forms113 Customer113 113204502‐6501‐560.26‐06Small Tools56 Customer 56 56205502‐6501‐560.26‐13Medical281 Customer281 281Prepared by NewGen Strategies and Solutions Page 5 of 8DRAFT116
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total206502‐6501‐560.26‐14Laboratory‐ Customer0 0207502‐6501‐560.26‐15Exhibit/Display138,499 Customer 138,499 138,499208502‐6501‐560.26‐17Catering/Spec Circumstanc450 Customer450 450209502‐6501‐560.26‐23Furniture/Fixtures563 Customer563 563210502‐6501‐560.26‐25Energy Efficiency11,251 Customer 11,251 11,251211502‐6501‐560.26‐32Data Processing Software2,250 Customer2,250 2,250212502‐6501‐560.26‐33Data Processing Equipment1,125 Customer 1,125 1,125213502‐6501‐560.26‐39Fuel & Oil5,626 Customer5,626 5,626214502‐6501‐560.26‐42Office Equipment338 Customer338 338215502‐6501‐560.26‐43Heavy Equipment225 Customer225 225216502‐6501‐560.26‐46Communication Equipment2,250 Customer2,250 2,250217Total Materials and Supplies166,177 166,177 166,177 218502‐6501‐560.27‐02Uniform Allowance225 Customer225 225219502‐6501‐560.27‐03Vehicle Allowance‐ Customer0 0220502‐6501‐560.27‐04Education/Training1,350 Customer1,350 1,350221502‐6501‐560.27‐05Member Dues/Subscriptions1,463 Customer1,463 1,463222502‐6501‐560.27‐06Employee Recognition394 Customer394 394223502‐6501‐560.27‐07Mileage Reimbursement56 Customer 56 56224502‐6501‐560.27‐10Meal Reimbursement‐Emerg.225 Customer225 225225502‐6501‐560.27‐21Employee Recruitment‐ Customer0 0226Total Job Performance Expenses3,713 3,713 3,713 227502‐6501‐560.28‐01Telephone900 Customer900 900228502‐6501‐560.28‐02Natural Gas1,013 Customer1,013 1,013229502‐6501‐560.28‐03Electrical Energy5,963 Customer5,963 5,963230502‐6501‐560.28‐04Water506 Customer506 506231502‐6501‐560.28‐05Sewer169 Customer 169 169232502‐6501‐560.28‐06Trash Disposal1,463 Customer1,463 1,463233Total Utility Expenditures10,014 10,014 10,014 234502‐6501‐560.29‐06Interest on Deposits1,278 Customer1,278 1,278235502‐6501‐560.29‐08Payment In Lieu Of Taxes391 Customer391 391236502‐6501‐560.29‐09PUC Gross Receipt Taxes629 Customer 629 629237502‐6501‐560.29‐10Franchise Fees10,934 Customer 10,934 10,934238502‐6501‐560.91‐28Housing‐ Customer0 0239Total Other Current Expenses13,233 13,233 13,233 240Total Administration/General320,754 320,754 320,754 241TOTAL CUSTOMER SERVICE799,668 799,668 799,668 242Total O&M Expense without Depr. Exp.799,668 799,668 799,668243Total O&M Expense Excluding Purchased Power & D799,668799,668 799,668244Debt Service:245502‐6700‐470.22‐10Bank Fees‐ Customer0 0Prepared by NewGen Strategies and Solutions Page 6 of 8DRAFT117
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total246502‐6700‐470.29‐67Amort Exp/Bond Issue Cost‐ Customer 0 0247502‐6700‐470.41‐01Principal on Bonds‐ Customer0 0248502‐6700‐470.41‐02Interest on Bonds‐ Customer0 0249502‐6700‐470.41‐05Principal/Capital Lease‐ Customer0 0250502‐6700‐470.41‐06Interest/Capital Lease‐ Customer0 0251Total Debt Service000252Other Funds253502‐6600‐491.90‐01General‐ Customer 0 0254502‐6600‐491.90‐04Community Reinvestment‐ Customer0 0255502‐6600‐491.90‐06Medical Insurance‐ Customer0 0256502‐6600‐491.90‐07Museum‐ Customer0 0257502‐6600‐491.90‐29Fire Service Fund‐ Customer0 0258502‐6600‐491.90‐35Vehicle Replacement‐ Customer0 0259502‐6600‐491.92‐31Urban Renewal Authority‐ Customer0 0260Total Other Funds000261Change in Working Capital12,308 Customer 12,308 12,308262Capital Paid from Current Earnings263502‐7001‐580.32‐22Building Remodeling‐ Customer0 0264502‐7001‐580.33‐30Station Equipment‐ Customer0 0265502‐7001‐580.33‐31Furniture/Fixtures‐ Customer0 0266502‐7001‐580.33‐32Office Equipment‐ Customer0 0267502‐7001‐580.33‐33Data Processing Equipment‐ Customer0 0268502‐7001‐580.33‐34Meters‐ Customer0 0269502‐7001‐580.33‐35Transformers‐ Customer0 0270502‐7001‐580.33‐36Communication Equipment18,002 Customer 18,002 18,002271502‐7001‐580.33‐37Laboratory Equipment‐ Customer0 0272502‐7001‐580.33‐38Shop Equipment‐ Customer0 0273502‐7001‐580.33‐39Stores Equipment‐ Customer0 0274502‐7001‐580.33‐41Tools‐ Customer0 0275502‐7001‐580.33‐98Other Equipment‐ Customer0 0276502‐7001‐580.34‐42Trucks39,380 Customer 39,380 39,380277502‐7001‐580.34‐98Other Machinery/Equipment‐ Customer0 0278502‐7001‐580.35‐55Street Lights‐ Customer0 0279502‐7001‐580.35‐56Poles/Towers/Fixtures‐ Customer0 0280502‐7001‐580.35‐57Power Line Construction‐ Customer0 0281502‐7001‐580.35‐58Inactive Underground‐ Customer0 0282502‐7001‐580.35‐59Customer Service Lines319,612 Customer 319,612 319,612283502‐7001‐580.35‐62UT System Master Plan‐ Customer 0 0284502‐7001‐580.35‐66Fiber Optic Install‐ Customer0 0285502‐7001‐580.37‐01Software Development‐ Customer0 0286Total Capital 376,994 376,994 376,994287Subtotal Revenue Requirement 1,188,970 1,188,970 1,188,970288Less Other IncomePrepared by NewGen Strategies and Solutions Page 7 of 8DRAFT118
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total289Additional Heater656 Customer656 656290Customer Contribution‐ Customer0 0291Investment Income2,580 Customer2,580 2,580292Info Technology Services‐ Customer0 0293Pole Rental‐ Customer0 0294Vehicle Work Orders‐ Customer 0 0295Field Work Orders400,000 Customer 400,000 400,000296Development Fees‐ Customer0 0297Meter Reading40,000 Customer 40,000 40,000298Buildings‐ Customer0 0299Other50,000 Customer 50,000 50,000300Fiberoptic Lease‐ Customer0 0301Special Initial Reads13,000 Customer 13,000 13,000302Outdoor Area Lights‐ Customer0 0303Surge Arrestor‐ Customer0 0304Write Off2,608 Customer 2,608 2,608305Electric Metering‐ Customer 0 0306Total Miscellaneous Revenue508,844508,844 508,844307Total Other Income508,844 508,844 508,844308Forecasted Under‐Recovery (per Financial Plan)‐ Customer00309Total O&M Expense without Depr or PP799,668 799,668 799,668310Debt Service000311Total Other Funds000312Change in Working Capital12,308 12,308 12,308313Capital Paid from Current Earnings376,994 376,994 376,994314Less Other Income508,844 508,844 508,844315Less Planned Under‐Recovery (per Financial Plan)000316Total Revenue Requirement680,126680,126 680,126317ALLOCATION FACTORS318Allocators31911320CustomerCustomer100% 100%32100322Not ApplicableNA0% 0%Prepared by NewGen Strategies and Solutions Page 8 of 8DRAFT119
Estes Park Power and CommunicationsSchedule 6Cost of Service by Customer Class B C D E F G H I J K L MLineNo.TotalAllocation FactorResidentialSmall CommercialSmall Commercial Energy Time‐of‐DayLarge CommercialLarge Commercial Time‐of‐DayMunicipal RateRMNP Administrative HousingRMNP Small AdministrativeRMNP Large AdministrativeTotal1Production2Customer509,556 No. Customers W/O RMNP 349,109 100,931 1,226 48,299 433 9,559000 509,5563Energy Summer (En)1,360,770 NEFL @ Trans ‐ PR Summer 522,735 344,569 6,421 445,769 3,401 37,874000 1,360,7704Energy Non‐Summer (En)3,217,708 NEFL @ Trans ‐ PR Winter 1,564,232 703,545 18,188 847,008 1,594 83,141000 3,217,7085Renewable Tariff 7 Adder0NEFL @ Trans00000 000006Renewable Intermittent Adder385,609NEFL @ Trans175,769 88,274 2,073 108,880 421 10,192000 385,6097Demand Summer (D)432,250 Summer PR CP Platte River 210,336 100,864 1,377 108,795 823 10,055000 432,2508Demand Non‐Summer (D)715,416 Winter PR CP Platte River385,877 145,191 3,158 164,320 312 16,557000 715,4169Demand Transmission1,519,087 Transmission with Ratchet 771,107 324,602 7,009 378,229 1,534 36,608000 1,519,08710DA RMNP0NA00000 0000011Subtotal PRPA8,140,3963,979,163 1,807,977 39,451 2,101,301 8,517 203,986000 8,140,39612PILOT, Franchise Fees and Other127,415PRPA Bill62,283 28,299 617 32,890 133 3,193000 127,41513Total Production8,267,811 4,041,446 1,836,276 40,069 2,134,191 8,650 207,179 ‐ ‐ ‐ 8,267,811 14CheckTRUE15Distribution16Demand Related17Substations2,204,647 9 NCP W/ RMNP1,119,763 465,436 10,020 537,634 2,419 53,0222374,537 11,579 2,204,64718Overhead1,616,286 9 NCP W/ RMNP820,928 341,223 7,346 394,154 1,773 38,8721743,326 8,489 1,616,28619Underground910,311 9 NCP W/ RMNP462,356 192,181 4,137 221,992 999 21,893981,873 4,781 910,31120Transformers477,070 Sum of Max Demands W/ RMNP 316,610 86,551 1,403 61,693 353 8,27655800 1,329 477,07021Subtotal ‐ Distribution ‐ Demand Related5,208,3142,719,658 1,085,391 22,907 1,215,471 5,544 122,064564 10,537 26,179 5,208,31422Customer Related23Overhead1,071,774 No. Customers W/ RMNP732,309 211,718 2,571 101,315 907 20,0513631,996544 1,071,77424Underground600,002 No. Customers W/ RMNP409,962 118,524 1,439 56,718 508 11,2252031,117305 600,00225Transformers318,047 No. Customers W/ RMNP217,311 62,827 763 30,065 269 5,950108592162 318,04726Services101,667 No. Customers W/ RMNP69,466 20,083 244 9,611 86 1,9023418952 101,66727Metering328,758 No. Customers W/ RMNP224,630 64,943 789 31,077 278 6,151111612167 328,75828Subtotal ‐ Distribution ‐ Customer Related2,420,2471,653,678 478,094 5,805 228,786 2,049 45,2798204,507 1,229 2,420,24729Direct Assignment30General Fund Transfer1,855,719GFT463,930 922,522 11,201 441,461 3,953 01,5818,697 2,372 1,855,719310NA000000000032Subtotal ‐ Distribution ‐ Direct Assignment1,855,719463,930 922,522 11,201 441,461 3,953 01,5818,697 2,372 1,855,71933Total Distribution9,484,280 4,837,266 2,486,007 39,913 1,885,719 11,546 167,343 2,964 23,742 29,781 9,484,28034CheckTRUE35Customer36Customer680,126 No. Customers W/ RMNP464,708 134,352 1,631 64,292 576 12,7242301,267345 680,12637Total Customer680,126 464,708 134,352 1,631 64,292 576 12,724 230 1,267 345 680,12638CheckTRUE39Total Cost of Service18,432,217 9,343,420 4,456,635 81,613 4,084,202 20,772 387,246 3,195 25,009 30,126 18,432,217 41COS ($/kWh)$0.1622 $0.1540 $0.1201 $0.1144 $0.1506 $0.1159 $0.3461 $0.0929 $0.0430 $0.145842Load Factor17.8% 32.7% 47.4% 56.6% 38.2% 39.5% 25.9%DescriptionAPrepared by NewGen Strategies and Solutions Page 1 of 3DRAFT120
Estes Park Power and CommunicationsSchedule 6Cost of Service by Customer Class B C D E F G H I J K L MLineNo.TotalAllocation FactorResidentialSmall CommercialSmall Commercial Energy Time‐of‐DayLarge CommercialLarge Commercial Time‐of‐DayMunicipal RateRMNP Administrative HousingRMNP Small AdministrativeRMNP Large AdministrativeTotalDescriptionA43ALLOCATION FACTORS44Fundamental Allocators ‐ Jurisdictional4514,411 5,867 120 7,275 70 687000 28,43146Demand (1 CP) Estes Park1 CP Estes Park51% 21% 0% 26% 0% 2%0%0%0% 100%4740,757 14,546 322 15,624 22 1,807000 73,07848Demand (3 CP) Estes Park3 CP Estes Park56% 20% 0% 21% 0% 2%0%0%0% 100%4952,072 19,443 429 20,875 29 2,276000 95,12550Demand (4 CP) Estes Park4 CP Estes Park55% 20% 0% 22% 0% 2%0%0%0% 100%5169,868 30,067 651 33,549 70 3,401000 137,60752Demand (6 CP) Estes Park6 CP Estes Park51% 22% 0% 24% 0% 2%0%0%0% 100%53124,605 52,516 1,136 61,054 235 5,915000 245,46054Demand (12 CP) Estes Park12 CP Estes Park51% 21% 0% 25% 0% 2%0%0%0% 100%5513,473 4,871 124 5,585 48 578000 24,67956Demand (1 CP) Platte River1 CP Platte River55% 20% 1% 23% 0% 2%0%0%0% 100%5739,260 13,448 292 13,567 20 1,523000 68,11058Demand (3 CP) Platte River3 CP Platte River58% 20% 0% 20% 0% 2%0%0%0% 100%5951,015 17,088 365 18,889 27 2,101000 89,48560Demand (4 CP) Platte River4 CP Platte River57% 19% 0% 21% 0% 2%0%0%0% 100%6172,367 25,093 571 27,631 40 2,893000 128,59562Demand (6 CP) Platte River6 CP Platte River56% 20% 0% 21% 0% 2%0%0%0% 100%63117,780 47,663 911 53,117 196 5,212000 224,88064Demand (12 CP) Platte River12 CP Platte River52% 21% 0% 24% 0% 2%0%0%0% 100%6532,409 15,542 212 16,763 127 1,549000 66,60266Summer PR CP Platte RiverSummer PR CP Platte River49% 23% 0% 25% 0% 2%0%0%0% 100%6785,371 32,122 699 36,354 69 3,663000 158,27868Winter PR CP Platte RiverWinter PR CP Platte River54% 20% 0% 23% 0% 2%0%0%0% 100%69Tranmission Cost Before Ratchet12 CP Estes Park743,892 313,522 6,782 364,491 1,401 35,311 ‐ ‐ ‐ 1,465,39870Additional Trasnmission Cost associated with Ratchet1 CP Estes Park27,214 11,080 227 13,738 133 1,297 ‐ ‐ ‐ 53,68971Total Transmission Cost771,107 324,602 7,009 378,229 1,534 36,608 ‐ ‐ ‐ 1,519,08772TransmissionTransmission with Ratchet51% 21% 0% 25% 0% 2%0%0%0% 100%7316,813 6,953 185 8,376 96 885772181 33,56774Demand (1 NCP) with RMNP1 NCP W/ RMNP50% 21% 1% 25% 0% 3%0%0%1% 100%7562,013 25,816 605 30,250 219 3,10320262686 122,97476Demand (4 NCP) with RMNP4 NCP W/ RMNP50% 21% 0% 25% 0% 3%0%0%1% 100%7790,389 37,253 844 43,447 250 4,36826370979 177,92678Demand (6 NCP) with RMNP6 NCP W/ RMNP51% 21% 0% 24% 0% 2%0%0%1% 100%79129,362 53,770 1,158 62,111 279 6,12527524 1,338 254,69580Demand (9 NCP) with RMNP9 NCP W/ RMNP51% 21% 0% 24% 0% 2%0%0%1% 100%81159,885 68,692 1,369 78,348 305 7,66327635 1,558 318,48282Demand (12NCP) with RMNP12 NCP W/ RMNP50% 22% 0% 25% 0% 2%0%0%0% 100%83443,504 121,240 1,965 86,418 494 11,594771,121 1,862 668,27484Sum of Max Demands with RMNPSum of Max Demands W/ RMNP66% 18% 0% 13% 0% 2%0%0%0% 100%8557,610,664 28,933,187 679,330 35,687,102 137,894 3,340,617000 126,388,79586kWh Sold @ MeterkWh @ Meter46% 23% 1% 28% 0% 3%0%0%0% 100%Prepared by NewGen Strategies and Solutions Page 2 of 3DRAFT121
Estes Park Power and CommunicationsSchedule 6Cost of Service by Customer Class B C D E F G H I J K L MLineNo.TotalAllocation FactorResidentialSmall CommercialSmall Commercial Energy Time‐of‐DayLarge CommercialLarge Commercial Time‐of‐DayMunicipal RateRMNP Administrative HousingRMNP Small AdministrativeRMNP Large AdministrativeTotalDescriptionA8760,351,830 30,309,853 711,653 37,385,125 144,455 3,499,567000 132,402,48388NEFL (Transmission Service)NEFL @ Trans46% 23% 1% 28% 0% 3%0%0%0% 100%8915,116,679 9,964,416 185,685 12,890,958 98,349 1,095,265000 39,351,35290NEFL (Transmission Service) PR SummerNEFL @ Trans ‐ PR Summer38% 25% 0% 33% 0% 3%0%0%0% 100%9145,235,151 20,345,438 525,968 24,494,167 46,106 2,404,301000 93,051,13192NEFL (Transmission Service) PR WinterNEFL @ Trans ‐ PR Winter49% 22% 1% 26% 0% 3%0%0%0% 100%93number of customer months97,828 28,283 343 1,353 12 8934826773 129,10194Weighting1.0 1.0 1.0 10.0 10.0 3.01.01.01.095Weighted Customer Months97,828 28,283 343 13,535 121 2,6794826773 143,17796Weighted Number of Customer Months (Meter Based) with RMNPNo. Customers W/ RMNP 68% 20% 0% 9% 0% 2% 0% 0% 0% 100%9797,828 28,283 343 13,535 121 2,679000 142,78998Weighted Number of Customer Months (Meter Based) without RMNPNo. Customers W/O RMNP 69% 20% 0% 9% 0% 2% 0% 0% 0% 100%99000000 0 0 0 1100General Fund TransferGFT 25% 50% 1% 24% 0% 0% 0% 0% 0% 100%10100000 09,232 269,060 700,510 978,802102Rocky Mountain National Park Direct AssignmentRMNP DA0% 0% 0% 0% 0% 0%1%27%72% 100%103000001 0 0 0 1104MuncipalMunicipal 0% 0% 0% 0% 0% 100% 0% 0% 0% 100%1053,979,163 1,807,977 39,451 2,101,301 8,517 203,986000 8,140,396106PRPA BillPRPA Bill 49% 22% 0% 26% 0% 3% 0% 0% 0% 100%107000000 0 1 0 1108Not ApplicableNA 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%Prepared by NewGen Strategies and Solutions Page 3 of 3DRAFT122
Estes Park Power and CommunicationsSchedule 7Revenue Summary by Customer ClassABCDEFGHIJKLM2019 Rates COSTY 2022 TY 2022 Modified TY 2022Proposed TY 2022Line No. Class TY 2022 Units Revenue ($) Difference ($) Difference (%) Target Increase Target Increase Actual Increase Difference ($) Difference (%) Revenue ($) Difference ($) Difference (%)1 Residential7,501,239$ 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 Demand568,569 460,850 (107,719) (18.95%) (107,719) 000 0.00% 568,569 0 0.00%3 Residential Energy Time-of-Day630,458 719,554 89,096 14.13% 89,096 76,364 76,364 (0) 0.00% 706,822 76,364 12.11%4 Residential Energy Basic Time-of-Day 49,164 48,145 (1,019) (2.07%) (1,019) 000 0.00%49,164 0 0.00%5 Small Commercial4,347,393 4,456,635 109,242 2.51% 109,242 93,630 93,6300 0.00% 4,441,023 93,630 2.15%6 Small Commercial Energy Time-of-Day 85,069 81,613 (3,456) (4.06%) (3,456) 0(0) (0) 0.00%85,069 (0) (0.00%)7 Large Commercial3,695,196 4,084,202 389,006 10.53% 389,006 333,414 333,414 (0) 0.00% 4,028,609 333,414 9.02%8 Large Commercial Time-of-Day18,327 20,772 2,445 13.34% 2,445 2,096 2,0960 0.00%20,423 2,096 11.44%9 Municipal442,979 387,246 (55,733) (12.58%) (55,733) 0(0) (0) 0.00% 442,979 (0) (0.00%)10 RMNP Administrative Housing1,738 3,195 1,457 83.87% 1,457 000 0.00%1,738 0 0.00%11 RMNP Small Administrative21,154 25,009 3,855 18.22% 3,855 000 0.00%21,154 0 0.00%12 RMNP Large Administrative39,490 30,126 (9,364) (23.71%) (9,364) 000 0.00%39,490 0 0.00%13 Total17,400,775$ 18,432,217$ 1,031,442$ 5.93% 1,031,442$ 1,031,442$ 1,031,442$ 0$ 0.00% 18,432,217$ 1,031,442$ 5.93%Increase over 2019 RatesActual Increase versus TargetIncrease from 2019 to 2022Prepared by NewGen Strategies and Solutions Page 1 of 1DRAFT123
Estes Park Power and CommunicationsSchedule 8Proposed Rate SchedulesABCDEFGHRate 2022 2019 2020 2021 2022Line No. Class Component Units COS Rate Rate Rate Rate1Residential2Customer Charge$/Bill 25.06 22.70 23.47 24.23 25.003Energy Charge$/kWh 0.1188 0.1095 0.1119 0.1144 0.11684Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.002856Average Rate$/kWh 0.1695 0.1565 0.1602 0.1639 0.167678Residential Demand9Customer Charge$/Bill 27.46 26.10 26.90 27.70 28.5010Energy Charge Summer$/kWh 0.1126 0.1095 0.1119 0.1144 0.116811Energy Charge Winter$/kWh 0.0365 0.0654 0.0645 0.0636 0.062712Demand Charge$/kW 12.53 13.60 13.60 13.60 13.6013Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00281415Average Rate$/kWh 0.1105 0.1355 0.1358 0.1360 0.13631617Residential Energy Time‐of‐Day18Customer Charge$/Bill 27.76 26.10 26.90 27.70 28.5019Energy Charge On-Peak$/kWh 0.1689 0.1520 0.1566 0.1612 0.165820Energy Charge Off-Peak$/kWh 0.0928 0.0760 0.0806 0.0852 0.089821Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00282223Average Rate$/kWh 0.1384 0.1209 0.1259 0.1309 0.135924ProposedPrepared by NewGen Strategies and Solutions Page 1 of 3DRAFT124
Estes Park Power and CommunicationsSchedule 8Proposed Rate SchedulesABCDEFGHRate 2022 2019 2020 2021 2022Line No. Class Component Units COS Rate Rate Rate RateProposed25Residential Energy Basic Time‐of‐Day26Customer Charge$/Bill 28.08 26.10 26.90 27.70 28.5027Energy Charge Summer$/kWh 0.1166 0.1095 0.1119 0.1144 0.116828Energy Charge On-Peak$/kWh 0.1689 0.1345 0.1470 0.1595 0.171929Energy Charge Off-Peak$/kWh 0.0928 0.1077 0.1038 0.0998 0.095930Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00283132Average Rate$/kWh 0.1365 0.1389 0.1391 0.1392 0.13943334Small Commercial35Customer Charge$/Bill 25.22 33.37 33.25 33.12 33.0036Energy Charge$/kWh 0.1266 0.1140 0.1154 0.1169 0.118337Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00283839Average Rate$/kWh 0.1540 0.1504 0.1515 0.1525 0.15354041Small Commercial Energy Time‐of‐Day42Customer Charge$/Bill 25.22 36.77 36.51 36.26 36.0043Energy Charge On-Peak$/kWh 0.1353 0.1615 0.1526 0.1438 0.134944Energy Charge Off-Peak$/kWh 0.0876 0.0708 0.0763 0.0818 0.087245Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00284647Average Rate$/kWh 0.1201 0.1248 0.1249 0.1251 0.125248Prepared by NewGen Strategies and Solutions Page 2 of 3DRAFT125
Estes Park Power and CommunicationsSchedule 8Proposed Rate SchedulesABCDEFGHRate 2022 2019 2020 2021 2022Line No. Class Component Units COS Rate Rate Rate RateProposed49Large Commercial50Customer Charge$/Bill 252.23 45.23 45.49 45.74 46.0051Energy Charge$/kWh 0.0547 0.0625 0.0633 0.0640 0.064852Demand Charge$/kW 19.55 14.80 15.87 16.93 18.0053Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00285455Average Rate$/kWh 0.1144 0.1036 0.1067 0.1098 0.11295657Large Commercial Time‐of‐Day58Customer Charge$/Bill 252.23 53.18 53.79 54.39 55.0059Energy Charge On-Peak$/kWh 0.0774 0.0820 0.0848 0.0876 0.090460Energy Charge Off-Peak$/kWh 0.0365 0.0445 0.0461 0.0478 0.049561Demand Charge$/kW 19.49 17.45 18.30 19.15 20.0062Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00286364Average Rate$/kWh 0.1506 0.1331 0.1381 0.1431 0.14816566Municipal67Customer Charge$/Bill 75.67 0.00 9.00 18.00 27.0068Energy Charge$/kWh 0.0929 0.1171 0.1149 0.1128 0.110669Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00287071Average Rate$/kWh 0.1159 0.1327 0.1327 0.1326 0.1326Prepared by NewGen Strategies and Solutions Page 3 of 3DRAFT126
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March 10, 2020
Financial Forecast, Cost of Service, and Rate Design Study
Cost of Service And Rate Design Process Overview
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2
1
2
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Cost of Service and Rate Design Overview
3
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.
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.
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Desired Outcomes
• Financial Strength
• Bond covenants
• Adherence to Cost of Service
principles
• Rate design
– Various service offerings
– Avoid complexity
– Transparency
– Funding conservation efforts
– Avoid Rate Shock
–Etc.
4
Economics
Fairness
Utility Financial Strength
Energy
Conservation
Understandable
Transparent
Adhere to
Laws/Regulations
Principles of
Cost of Service
3
4
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Steps
5
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirement of the utility
Unbundle costs by functions
and services (purchased power,
distribution, customer services.)
Classify costs (demand, energy,
fixed, variable, etc.)
Allocate cost among customer
classes (residential, small
commercial, etc.)
Design rates that generate the
revenue requirement
Cost Allocation
Rate Design
Revenue Requirement
Determination
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 1 Revenue Requirement Determination
• 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
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5
6
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Cost of Service and Rate Design Overview
Step 1 Revenue Requirement
7
Financial Forecasting
• 10 year projection
• Predicts utility financials:
•Revenues
•Expenses
•Capital Improvement Projects (CIP)
•Bond financing and payments
•Cash reserve requirements
•Etc.
• Enables scenario analyses which
helps us understand the impact on
electric rates (example, if a project is
bond financed vs using cash reserves)
P&C Financials were used as the basis to forecast future RR
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 1 Revenue Requirement
• 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
8
P&C Financials
Dist. Engineering
Dist. Labor
Dist. Materials
Capital Projects
Adjustments
Known/measurable
Inflation/escalation
Load growth (development)
Future RR Target Year
(aka Test Year ‐TY)
TY Dist. Engineering
TY Dist. Labor
TY Dist. Materials
TY Capital Projects
7
8
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Cost of Service and Rate Design Overview
Steps in the Rate Design Process
9
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
Classify costs (demand, energy,
customer costs, etc.)
Allocate cost among customer
classes
Design rates
Revenue Requirement
Determination
Cost Allocation
Rate Design
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 2 Functions
10
The Electric
Utility Grid
Configuration
9
10
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Cost of Service and Rate Design Overview
Step 2 Functions
11
Platte River Power Authority
(PRPA)
“Generation” & “Transmission”
Town of Estes Park
Power & Communications
(P&C):
“Distribution” &
“Customer Service”
NEWGEN STRATEGIES AND SOLUTIONS, LLC
• The generation function is
responsible for producing
energy and meeting the
maximum customer demand
– The power plant portfolio is
sized to meet the maximum
demand requirements of the
system (PRPA)
– Energy is produced by wind,
solar and burning fuel to meet
customer demand over time
• Electricity is transmitted to the
Town through transmission
lines
Cost of Service and Rate Design Overview
PRPA - Generation and Transmission Functions
12
11
12
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
• The distribution function
distributes electricity
from the substation to
customers
– Tree trimming
– Respond to outages
– Street light maintenance
– Billing
Cost of Service and Rate Design Overview
Town of Estes Park Distribution Function
13
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Steps in the Rate Design Process
14
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
Classify costs (demand, energy,
customer costs, etc.)
Allocate cost among customer
classes
Design rates
Revenue Requirement
Determination
Cost Allocation
Rate Design
13
14
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Typical Cost
Functions
Typical Cost
Classifications
Production: Demand‐related
Energy‐related
Transmission: Demand‐related
Direct Assignments
Distribution: Demand‐related
Customer‐related
Direct Assignments
Customer Service: Utility Billing,
Customer questions
Cost of Service and Rate Design Overview
Step 3 Cost Classification
15
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 3 Cost Classification
• 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
15
16
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Cost of Service and Rate Design Overview
Steps in the Rate Design Process
17
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
Classify costs (demand, energy,
customer costs, etc.)
Allocate cost among customer
classes
Design rates
Revenue Requirement
Determination
Cost Allocation
Rate Design
NEWGEN STRATEGIES AND SOLUTIONS, LLC
• Residential
• Residential Demand
• Residential Energy TOD
• Residential Energy Basic
TOD
• Small Commercial
• Small Commercial
Energy TOD
• Large Commercial
• Large Commercial TOD
• Outdoor Area Lighting
• Renewable energy
Charge
• Municipal Rate
•RMNP
Cost of Service and Rate Design Overview
Step 4 Twelve (12) L&P Rate Classes
18
Customer Classes are grouped by similar size, consumption,
requirements, and characteristics
17
18
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Cost Allocation to Classes
• 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
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
COS and Rate Making
Cost of Service vs. Rate Making
Cost accounting, allocate utility
costs with use, classification
Used to incentivize specific
behavior, example, net metering.
Rates do not have to match COS,
but industry practice is to align
rates with COS
Power Supply
(Demand and
Energy
Components)
Transmission
(Demand
Components)
Distribution
(Demand and
Customer
Components)
Customer
(Customer
Components)
Utility Functions:
20
19
20
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Cost of Service and Rate Design Overview
Potential Objectives for Tariffs and Rates
• 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
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DISCUSSION
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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.
Chuck Bonza
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
24140
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% 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?
David Standerfer
141
äEfEWMAR0.52020ADMINISTRATIVESERVICESBY:February24,2020TOWNOFESTESPARKBOARDRE:FISCALIRRESPOSIBIUn/ELECTRIC,WATERDEPARTMENTSGENTLEMENOF THEBOARDIcannotbelievetheTownofEstesParkactually believestheyareprovidingcosteffective,andfiscallyresponsibleservicestothepeopleoftheEstesParkarea.MostoftheprivatesectorbusinessownersintheareawouldagreeyourdepartmentsranbytheTowngovernmentaretotallyoutofcontrolwhenitcomestospendingandhiringnewemployees.IhavewitnessedanexcessiveamountofNEWequipmentthetownhasacquiredjustinthepastyear,andthe numberoftownemployeesattheelectricdepartmentandwaterdepartmentisstaggering.Allofthisnewelectriclineworkandwatermainreplacementworkwouldand shouldbeperformedbyprivatesectorcontractorsatafractionofthecostofequipmentownershipandemployeeretainagebythetown.Governmentprojects performedbygovernment entitieshaveneverandwillneverbecosteffectivetothepublic.Examplesofthis wouldbeTownofEstesParkEventsCenterwithtransportationhubnooneuses,Empty buildingbutthetownkeepstheheatandelectriconwithastaffofdon’tknowhowmanypeopletomaintainit.NowIknowyoudonotmakeanymoneyonthisyoucantevenmakethemortgagepaymentonitfromtherevenueitgenerates.Whatkindofsensedoesthatmake?Parkingstructureyoucannotchargeforparkingin,whichremainsemptybutyouhavetomaintainyearround.Nowyoufeeltheneed toraiseelectricandsoonwaterratesduetoyourirresponsiblemanagementoffunds.IwouldlovetositdownwiththefinancialmanagerofthetownandgoovertherecordsasIcantellyoufromanoutsiderpositionyouareflatbrokefolksthismeansyouareindebtandyoucannotandshouldnotbebuyingnewequipmentnorhiringnewemployeesasyouCAN’TAFFORDIT.Noprivatesector,forprofit,businessownerwouldbeabletooperatetheirbusinesssimilartohowyouareoperatingthetowndepartmentswewouldbebankruptin6months.Ihaveoperatedasuccessful regionalprivatesectorbusinessbasedinEstesParkforthepast2yearsandwhatIandothersuccessfulprivatesectorbusinessownersobserveisacompleteoutofcontrolboard,ineptfinancialmanagement,andfiscallyirresponsibleoperation.Thisletterisnotjustabouttheraisingofelectricalandwaterratesithasmoretodowiththeobservanceofgovernmentoutofcontrolspending atthelocal level.Perhapsitistimetostepbackandlookattheoverallfinancialpictureyouarepainting.AsIseeacompleterecipefor financialdisaster.RegardsStephenE.IngramPresidentIngramDrilling,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
StatementtoTownBoardonMarch10,2020Theproposedresidentialelectricrateincreasebyadding$9tothebaseelectricchargeisnotneeded.Theincreaseisnotjustified.IhavehandedtoyouafewsheetsofinformationpertainingtotheLightandPowerBudget.Ihavenumberedthesepagesatthebottom.PleaselookattheLightandPowerFundFinalBudget(Page97whichismysheet#1).ThereisatransfertotheGeneralFundoutoftheLight&PowerFundof$1,772,928afterallexpenses.Notethatthesupplysourcecosthasremainedfairlylevelfrom2017to2019.Anyrequestforadditionalrevenuefromcustomersshouldonlyoccuraftersurplusfundsareused.AccordingtotheTownofEstesPark,NotestoFinancialStatements,December31,2018,Note6statesthatannuallyboththeLightandPowerandWaterFundssubsidizestheGeneralFundoutofsurplusrevenues.(mySheet#2)IftheLightandPowerFundhasasurplus,itdoesnotrequiretheadditionalrateincreasetofulfillit’sobligationtothecustomersasstatedintheletterthataccompaniedthe lastbilling.IfyoulookattheElectricRateSummary,mysheet#3,youwillseethatthebaseratein2016was$6.70or$7.70dependingonrateclassandrisessteadilyto$22.70and$26.10in2019.Thisisanincreaseinthebaserateofalmost250%- -there’ssomethingwrongwiththispicture!Andnowasking$9more!Therearemanylowincomeresidentswhocannotaffordthesecontinued,unnecessaryincreases.Thisrateincreaseshouldbedenied.ConniePhipps585WestWonderviewAve.EstesPark,Colorado144
Light&PowerFundEnterpriseFund,#502TownofEstesPark-2019Budget.xlsxSCOPEOFSERViCESLight&Powerprovidesreliablequalityelectricpowertoapproximately10,000occounts,includingRockyMountoinNotionolPork.Al?customersareservedthroughtwosubstationswithelectricityprovidedbyPlotteRiverPowerAuthority.Light&Powermaintainsaver300mile,ofdistributionlines&constructsinfrastructurefornewdevelapment&Light&Powerisalsoresponsibleforreadingoilelectricmeters,mointenonceofoilTown-ownedStreetlights,ondrecordsmanagementincludingbillingInformationandfederalreporting.TheTownpromotesenergyefficiencyandoffersrenewableenergytooilofitscustomers.ActualsBudgetEstActualsFinalBudget2017201220182019OPERATINGREVENUESChargesforServices$15,915,519$16,577,730$16,575,584$17023,722MiscellaneousRevenue472,688282,980221,991134,578TotalOperatingRevenues16.388,20716,8.50,71016,797,57517,158,300OPERATINGEXPENSESSourceofSupply7.350,1237,544,1667,554,1667,554,806DistributionPersonnel2,067,2812,028,0932,084,3842,364,449Operations&Maintenance1,342,4132,098,5022,020.6901,384,322CustomerAccountsPersonnel343,878378.165297,671318,367Operations8,Maintenance101.233126,871126,871124,618Administration/GeneraiPersonnel891,462770,808786,352799,078Operations&Maintenance1.569,5041,874.0091,550,4851.505,623TotalOperatingEspenses13,655,89414,816,61414,420,61914,051,263Operatingincome2,722,3132,044,0962,376.9563,107,037NONOPERATINGREVENUES(EXPENSES)intergovernmentalRevenue1,031,20224.252764,1460investmentincome&7,2C668,00070,77864,000Interesteapensefoebtservicepayments(446,307)(446,632)(446,632)(470,213)CapitalLeaseProceeds000125,000LossonSaleofAssets00222,0230Totalnon-operatingrevenues(expenses)672,101(354,380)610,315(281,213)Necincomebeforecapitalcontributionsandtransfers3,394,4141,689,7162,987,2712,825.824CAPITALCONTRIBUTIONSANDTRANSFERSCapital(2,603,399)(2,988,552)(2,232,691)(1,942,000)TransfersIn365,70302,139,3060TransfersOut(1.646,929)(1,731.233)1,731,233)(1.772,928)ChangeInNetPosition(490,211)(3,030,06911,162.653(889,104)NETPOSITION,Beginning8,815,5288325,3178,325,3179,487,970NETPOSITION,Endlng$8.325,317$5.295,248$9,487,970$8,598,866*FundavailabilityIscalculatedas“unrestrictedcurrentassetslessinventorieslessprepaiditemslesscurrentliabilities”,(source:auditedflnancialstatements,page2fortheflscalyearendedDec.31.2017).Amountsfor2017endingfundbalanceare:currentassets($11,085,993),lessrestrictedcashandlnve,t(0),lessinventories(5848,912),lessprepaidItems($2,161)lesscurrentliabilities($2,044,399),foranavailableendingfundbalanceof$8,325,317.Page97of134145
TOWNOFESTESPARKNOTESTOFINANCIALSTATEMENTSDECEMBER31,2018AnnualdebtservicerequirementsfortheoutstandingLeasePurchaseAgreementatDecember31,2018areasfollows:YearPrincipalInterestTotal2019$221786$178,145$3999312020231,879168,053399,9322021242,431157501399,9322022253463146469399,9322023264997134,934399,9312024-20281517229482,4301,999,6592029-20331281831117.9311,399,762Total$4.013,616$1,385,463$5,399,079Inprioryears,theTownwasidentifiedasaresponsiblepartyinthemitigationofgroundwateranddrainageissuesattheElmRoadLandfill.TheTownhasreceivedamandatedrequestfromtheStateofColoradotosubmitadrainageplantoaddresstheissues,During2014,theTowncontractedwithStewardEnvironmentalConsultants,LLCregardingtheidentifieddrainageissuesandtheTown’sestimatedliability.TheTown’sestimatewasbasedonadrainageplanoftheareaandcostestimatesforcompletingthesitespecificcontrolsnecessary.During2018,theTownmadepaymentsintheamountof$15,408formonitoringcosts.AsofDecember31,2018,theTown’sestimatedliabilityis$75,000whichrepresentsestimatedmonitoringcostsfortwofiscalyears.Thisamounthasbeenreportedasalong-termliabilityinthegovernment-widefinancialstatements.NOTE6INTERFUNDTRANSFERSInterfundtransfersfortheyearendedDecember31,2018,werecomprisedofthefollowing:TransfersInTransfersOutAnauntGeneralFundlightandPorFund$I,731,22&..GeneralFundWalerFund144696CormiunityReinueslmentFundGeneralFund1,350,322LightandPowerFundVehicleReplacementFund2,139,308WaterFundVehicleReplacementFund551,956$5,917,508Annually,theLightand_PowerandWaterFundssubsidizestheGeneralFundout ofsurplusrevenues.NOTE7RISKMANAGEMENTPublicEntityRiskPoolTheTownisexposedtovariousrisksoflossrelatedtotorts;theftof,damageto,anddestructionofassets;errorsandomissions;injuriestoemployees;andnaturaldisasters.Fortheserisksofloss,theTownisamemberoftheColoradolntergovemmentalRiskSharingAgency(CIRSA),aseparateandindependentgovernmentalandlegalentityformedbyintergovernmentalagreementbymembermunicipalitiespursuanttoStatestatute.26146
rTOWNOFESTESPARK,COLORADOflElectricRateSummary2016-20191STFSPARKOn-PeakOff-PeakStandardCustomerEnergyEnergyDemandRateforCustomerRateClassYearChargeConsumptIonConsumptiorChargeMaythw$iMonthChargeCharge$ikWAugust$IkWh$!kWtI$lkWhRESIDENTIAL2016$5.7050.11229———Sept’16$10.70$010885———Availabletoallresidentialcustomersandresidential2017$1470$010890——customerswithelectricheatupto25000kWh-annually218.70.2019$22.70$010950———RESIDENTIALDEMAND—2016$7.70$007175—10.62—Sept’16$12.30$006505—$12.00—Availabletoexistingcustomersonthisrate,September2017$16.90$006508—$12.50—throughApril.AllothertimesisResidentialenergy2018$21.50$006526—$13.10—.2019$26.1050.06544—$13.60—RESIDENTIALENERGYT1ME-OF-DAY2016$7.70$013054$007100——Sept’16$12.30$01365050.06820——AvailabletoallresidentialcustomersusingelectrIc2017$16.9050.14130$007060——thermalstorageheat.2018$21.5050.14700$0.07345——2019$26.10$01520050.07595——RESIDENTIALENERGYBASICTIME-OF-DAY—2016$7.70$013100$010721—$0.11229AvailabletoallresidentialcustomersjusingelectricSept’16$12.30$013500$010612—50.10885thermalstorageheat.TheseratesapplySeptember2017$16.90$01335050.10691—50.10890throughApril.ThestandardResidentialrateapplies2018$21.50$0.1340050.10731—$0.10920MaythroughAugust—seesixthcolumntothefarright.2019$26.10$013450$010771—$010950SMALLCOMMERCIAL’2016$9.8550.10958——-—Sept’16$15.7350.10800———Availabletoallcommercialcustomerswithdemandsof2017$21.6150.11000———35kWoriess.2018$27.4950.11200———2019533.3750.11400———SMALLCOMMERCIALENERGYTIME-OF-DAY2016$10.85$013510$006571——Sept’16$17.3350.1430050.06269——Availabletoallcommercialcustomersusingelectric2017$23.81$015000$006576——thermalstorageheatwithdemandsof35kWorless2018$30.29$0.15600$006639——2019$36.7750.16150$007080——URGECOMMERCIAL2016$13.3550.05709—$11.14—Sept’16$21.32$005355—$13.00—Availabletoallcommercialcustomerswithdemands2017$29.2950.05640—$13.65—exceeding35kW2018$37.2650.05950—$14.25—2019$45.23$0,06250-—$14.80—LARGEcOMMERIOIALTIME-oF-DAY2016$15.7050.07296$004484$13.40—Sept’16$25.07$007000$003795$15.25—Availabletoallcommercialcustomerswithdemands2017$28.12$00735050.03985$16.00—exceeding35kW2018535.77$007750$004202$16.85—2019$53.1850.08200$0.04446$17.45—147
148
PUBLIC WORKS 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
Objective:
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
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$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)
Advantages:
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.
Disadvantages:
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
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3/4/2020
Town of Estes Park 2020
Street Improvement Program
and Trails Expansion Update
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
year 2024
1
2
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3/4/2020
PCI Example - 100
PCI Example - 85
3
4
28152
3/4/2020
PCI Example - 72
PCI Example - 63
5
6
29153
3/4/2020
PCI Example - 53
PCI Example - 35
7
8
30154
3/4/2020
1A Streets Overview
2019 Street Improvements
Overlaid approximately 1.3 miles
of roadway and performed
asphalt patches at 28 locations
Davis Street,
Elkhorn Avenue,
4th Street
Overlay and Patching
Hillside Lane
Skyline Drive
Davis Street
Elkhorn Resurfacing
4th Street Rehabilitation
Brodie Avenue Improvements
More details under Trails section
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10
31155
3/4/2020
2019 Street Improvements - Maintenance
Chip Sealed approximately 6 miles
Crack Sealed approximately 7 miles
Parking Lot
Slurry Seal
Town Hall
Parking Lot
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12
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3/4/2020
Reach System-Wide PCI of 70
64
66
68
70
72
74
76
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024PCI Weighted AverageYear
Annual Condition Plot (Area Weighted Average)
Reach System-Wide PCI of 70
64
66
68
70
72
74
76
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024PCI Weighted AverageYear
Annual Condition Plot (Area Weighted Average)
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14
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3/4/2020
Unfunded Condition Loss
64
66
68
70
72
74
76
2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035PCI Weighted AverageYear
Annual Condition Plot (Area Weighted Average)
Streets Improved – Cumulative
15
16
34158
3/4/2020
Streets Improved (2015)
Streets Improved (2015 – 2016)
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18
35159
3/4/2020
Streets Improved (2015 – 2017)
Streets Improved (2015 – 2018)
19
20
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3/4/2020
Streets Improved (2015 – 2019)
Streets Improved (2015 – 2020 Proposed)
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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
Pavement degradation is perpetual. Revenue from 1A tax
is critical for maintaining PCI and public satisfaction
Colorado
Asphalt
Pavement
Association
(CAPA) –
Local
Agency
Listing
23
24
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3/4/2020
STIP Production Summary
2020 – 1A Streets Budget
2020 Projected Expenditures
$267,000 for personnel, spraypatcher, equipment, etc.
$646,000 for Cleave Street Interim Improvements (Design
& 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
Contingency funds are included
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3/4/2020
2020 Paving & Surface Treatment Projects
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 & drainage, at a minimum
Identify comprehensive redevelopment solution to align with downtown plan
1A Trails Overview
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28
40164
3/4/2020
1A Trails Priorities
(Dry Gulch / Devils Gulch Connection)
1A Trails Fund Impact
Brodie Avenue Improvements – Constructed in 2019
10 foot wide concrete trail from Community Drive to Fish Creek Trail
$400,000 from 1A Trails Expansion Fund (Plus $464,000 from 1A Streets Fund &
$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 Aspenglen 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
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3/4/2020
2019 Grant Applications
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
Design in 2020 and targeting construction in summer 2021
$500,000 award
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.
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32
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3/4/2020
Non Ballot 1A Projects
US 36 and Community Roundabout
Downtown Wayfinding
Downtown Estes Loop (CFL)
US 34 and MacGregor Roundabout (CDOT)
Other Operations & Maintenance
Disclaimer
Projects can change based on various factors including
Utility Work
Usage of Contingency Funds
Bid Amounts
Unforeseen Damage to Road
Natural Disasters
Etc.
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34
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3/4/2020
Thank You!
35
44168
PUBLIC WORKS 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
Objective:
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.
Advantages:
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.
Disadvantages:
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.
46170
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)
47171
Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
March 10, 2020
Vanessa Solesbee, CAPP
Parking & Transit Manager
2020 Transit
Routes
Proposal
2020 Service Proposal
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. – 11 p.m. daily (trolley only)
Green Route
Weekends only (May 23-Oct 4)
Noon (12 p.m.) to 6 p.m.
Special Event Service
Serve 12 Town-produced special events
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Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
NEW in 2020:
All-electric trolley (grant-
funded)
Evening trolley service to
better serve employees
Express Service to large
parking areas (return of
the “Green” Route)
Route deviation
Return and expansion of
Bustang!
2020 Service Proposal
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
11. Thirty Below
3
4
49173
Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
Red Route
2020 Service Proposal
Gold Route (Fall River Rd. / Hwy 7)
Top of hour (:00-:30)
1. Parking Structure
2. The Stanley Hotel
3. Timber Creek Chalets
4. McGregor Mountain Lodge
5. Fall River Visitor Center
6. Estes Park Condos
7. Aspen Winds on Fall River
8. Homestead Ln. on Fall River Rd.
9. Stonebrook Resort
10. Nicky’s Resort
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6
50174
Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
Gold Route (Fall River Rd. / Hwy 7)
Bottom of hour (:30-:60)
1. Bond Park (@ Virginia Dr.)
2. The Ridgeline Hotel
3. Estes Park Health
4. Dollar General
5. Estes Park Community Center
6. Estes Park Events Complex
Gold Route
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8
51175
Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
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.)
6. Alpine Trail Ridge Inn
7. Elk Meadow Lodge & RV Resort
8. Aerial Tramway
9. E. Riverside and Rockwell St.
Brown Route
9
10
52176
Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
1. Parking Structure
2. Estes Mountain Lodge
3. Best Western Silver Saddle
4. Quality Inn
5. Antonio’s Pizza
6. Lake Estes Marina
7. West of Olympus Lodge
8. Estes Park KOA
9. Good Samaritan Estes Park Village
10. Talons Point & Falcon Ridge Apts.
11. Salud Family Health Center
12. Crossroads Ministry
13. Raven Ave. & Long Pine Dr.
14. Lake Front St. at Ranch Meadow
15. Lower Stanley Village
Blue Route
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12
53177
Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
Green Route (Express)
1. Events Complex
2. Parking Structure
3. Bond Park (@ Virginia Dr.)
Route Deviation
All routes must be able to deviate within ¾ 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
Green Route
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54178
Town of Estes Park Shuttle Committee 3/4/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service – 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
Questions?
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Transportation Analysis for Estes Park 2020
1
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:
Service Span 2019
(7 days / week) 6/22/2019-
9/8/2019
6/22/2019-
9/8/2019
6/22/2019-
9/8/2019
6/22/2019-
9/8/2019
6/22/2019-
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
Capacity 552 pass. 552 pass. 345 pass. 345 pass. 552 pass.
2019 Ridership 14,190 Riders 15,543 Riders 11,659 Riders 8,110 Riders 22,881 Riders
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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 Average Daily Boarding: The average number of riders getting on the shuttle/trolley on a daily basis.
o Boarding 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 Average Boarding per trip: The average number of riders getting on the shuttle per loop if distribution
of ridership was spread evenly.
o Average cost per service hour: Based off of the budgeted all-inclusive spending rate for the season
per shuttle per hour.
o Average cost per rider per day: Total cost of service for each shuttle by the average number of riders
per day.
Brown Route:
Average
Daily
Boarding
Boarding
per Service
Hour
Average
Boarding
per trip
Average
Cost per
service
hour
Average
cost per
rider
per day
180 Pax. 15 Pax 7.5 Pax $81.78 $6.10
Passengers: abbreviated to Pax
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Blue Route:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average
Cost per
rider per day
196 Pax. 16 Pax 8 Pax $81.78 $5.11
:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average cost
per rider per
day
147 Pax. 12 Pax 6 Pax $81.78 $7.49
:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average cost
per rider per
day
102 Pax. 8 Pax 4 Pax $81.78 $11.55
:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average cost
per rider per
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
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3. Key Findings:
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%.
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 3:00PM 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 11:00AM 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 5:00PM 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.
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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
10:00AM and 7:00PM.
Percentage 77.8% 89.2% 80.2% 80.9% 81.8% 81.98%
By cutting the service from 9:00AM-9:00PM (12.0) hours of service to 10:00AM-7:00PM (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
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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.
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:
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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
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 Creek/Mary’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.
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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. Suggested Routing Schedule
BROWN (30-minute) - Riverside Dr/Moraine
Ave
GOLD (30-minute) - Fall River Road
1 Estes Park Events Complex 1 Estes Park Events Complex
2 Riverside Dr. & Prospect Village Dr. 2 The Stanley Hotel
3 Worldmark 3 Timber Creek Chalets
4 Manor RV 4 McGregor Mtn Lodge
5 Spruce Lake RV 5 Fall River Visitor Center
6 Elk Meadow Lodge and RV 6 Estes Park Condos
7 National Park Village 7 Aspen Winds on Fall River
8 Bond Park (West Side) 8 Homestead Ln. & Fall River Rd.
9 Estes Park Events Complex 9 Stonebrook Resort
10 Nickys Resort
1 Estes Park Events Complex
BLUE (30-minute) - Big Thompson Ave/
Dry Gulch
1 Estes Park Visitor Center SILVER (15 Minute) EPEC to EPVC
2 Estes Mountain Lodge 1 Estes Park Events Complex
3 Best Western Plus Silver Saddle 2 Estes Park Park and Ride
4 Quality Inn 3 Estes Park Visitors Center
5 Antonio's Pizza 4 Estes Park Community Center
6 Lake Estes Marina 5 Estes Park Events Complex
7 West of Olympus Lodge RED (30-minute) – Downtown (trolley)
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. 3 The Ore Cart Rock Shop
11 Salud Family Medical Center 4 Tregent Park
12 Crossroads Ministry 5 West Park Center
13 Raven Ave. & Lone Pine Dr. 6 Maxwell Inn
14 Lake Front Street at Ranch Meadow 7 The Lazy B at Elkhorn Lodge
15 Lower Stanley Village 8 Mrs. Walsh's Garden
1 Estes Park Visitor Center 9 The Grubsteak Restaurant
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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.
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The following are brief summaries of a few of our operations that demonstrate our experience in managing and
operating shuttle systems.
Case Western Reserve University / University Hospitals
SP+ provides the shuttle bus system for the multifaceted
Case Western Reserve University/University Hospitals
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
University and Medical Complex Shuttle
System
7 days per week (16-24 hours/day)
8 Ford E350 buses (gasoline)
21 Ford E450 buses (gasoline)
1 Ford E550 buses (CNG)
538,350 annual passengers
57,036 annual service hours
296,401 annual miles
65 dedicated employees
Massachusetts Institute of Technology
SP+ provides a full range of services to MIT in Cambridge, Massachusetts. We provide
all the vehicles, maintenance, labor, insurance, etc. for the Institute’s comprehensive
and very intensely utilized shuttle transportation system. We also provide charter
services. Moreover, we manage and operate the Institute’s parking system, as well as
its “commuter services” (coordination with public transit agencies, sale of public transit
cards, issuance of on-campus and off-site parking passes, etc.)
1996 to Present
University Shuttle System
7 days per week (21 hours/day including
SafeRide service)
4 Glaval Titan buses (gasoline)
5 ElDorado EZ Rider II buses (bio-
diesel)
4 ElDorado 3200 (Aero Elite) buses (diesel)
177,000 annual passengers
25,220 annual service hours
203,642 annual miles
25 dedicated employees
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AON / Prudential Plaza
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
Building/Facility Shuttle System
5 days per week (10 hours/day)
10 Protera Catalyst buses (electric)
348,150 annual passengers
22,360 annual service hours
60,077 annual miles
14 dedicated employees
Southwest Florida International Airport
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
Airport Public Parking and Employee Parking
Shuttle System
7 days per week (24 hours/day)
19 Ford E450 buses (gasoline)
1,378,450 annual passengers
84,506 annual service hours
734,360 annual miles
53 dedicated employees
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