HomeMy WebLinkAboutPACKET Town Board 2020-08-25 Prepared 08-14-2020
'Revised
1
1 `��rN aF EST F�S PAI��
The Mission of the Town of Estes Park is to provide high-quality, reliable services
for the benefit of our citizens, guests, and employees, while being good stewards
of public resources and our natural setting.
The Town of Estes Park will make reasonable accommodations for access to Town services,
programs, and activities and special communication arrangements for persons with disabilities.
Please call(970)577-4777. TDD available.
BOARD OF TRUSTEES —TOWN OF ESTES PARK
TO BE HELD VIRTUALLY
Tuesdav, Auaust 25, 2020
7:00 p.m.
Board Room — 170 MacGregor Avenue
Estes Park, CO 80517
The Town Board of Trustees will participate in the meeting remotely due to the Declaration of
Emergency signed by Town Administrator Machalek on March 19, 2020 related to COVID-19 and
provided for with the adoption of Ordinance 04-20 on March 18, 2020. Procedures for quasi-judicial
virtual public hearings are established through Emergency Rule 06-20 signed by Town Administrator
Machalek on May 8, 2020 and outlined below.
ADVANCED PUBLIC COMMENT
Options for the Public to Provide Public Input:
1. Bv Public Comment Form: Members of the public may provide written public comment on a
specific agenda item by completing the Public Comment form found at
. The form must be submitted by 12:00 p.m.,
Tuesday, August 25, 2020. All comments will be provided to the Board for consideration during the
agenda item and added to the final packet.
2. Bv Telephone Messaae: Members of the public may provide public comment or comment on a
specific agenda item by calling (970) 577-4777. The calls must be received by 12:00 p.m., Tuesday,
August 25, 2020. All calls will be transcribed and provided to the Board for consideration during the
agenda item and added to the final packet.
PUBLIC PARTICIPATION DURING BOARD MEETING
Options for participation in the meeting will be available by call-in telephone option or online via Zoom
Webinar which will be moderated by the Town Clerk's Office.
CALL-IN (TELEPHONE OPTION):
Dial public participation phone number,
Enter the Meeting ID for the August 25, 2020 meeting: � : .• � �- � followed by the pound
sign (#). The meeting will be available beginning at 6:30 p.m. the day of the meeting. Please
call into the meeting prior to 7:00 p.m., if possible. You can also find this information for
participating by phone on the website at www.estes.orq/boardsandmeetinqs by clicking on
"Virtual Town Board Meeting Participation".
Request to Speak: For public comment, the Mayor will ask attendees to indicate if they
would like to speak — phone participants will need to press *9 to "raise hand". Staff will be
moderating the Zoom session to ensure all participants have an opportunity to address the
Board.
Once you are announced by phone:
• State your name and address for the record.
• DO NOT watch/stream the meeting at the same time due to streaming delay and
possible audio interference.
Page 1
(Instructions continued on page 2,Agenda begins on page 3)
PUBLIC PARTICIPATION (ONLINE):
Individuals who wish to address the Board via virtual public participation can do so through
Zoom Webinar at https://zoom.us/i/98216902040 — Zoom Webinar ID: � •� � �- �. The
Zoom Webinar link and instructions are also available at www.estes.orq/boardsandmeetinqs
by clicking on "Virtual Town Board Meeting Participation". Individuals participating in the
Zoom session should also watch the meeting through that site, and not via the website, due
to the streaming delay and possible audio interference.
Start Time: The Zoom Webinar will be available beginning at 6:30 p.m. on the day of the
meeting. Participants wanting to ensure their equipment setup is working should join prior to
the start of the meeting at 7:00 p.m.
Request to Speak: For public comments, the Mayor will ask attendees to click the "Raise
Hand" button to indicate you would like to speak at that time. Staff will moderate the Zoom
session to ensure all participants have an opportunity to address the Board.
• You will experience a short delay prior to re-connecting with the ability to speak.
• State your name and address for the record.
In order to participate,you must:
• Have an internet-enabled smartphone, laptop or computer.
o Using earphones with a microphone will greatly improve your audio experience.
• Join the Zoom Webinar.
o The link can be found above.
• Click "Participate Virtually in the Regular Town Board Meeting of the Board of
Trustees".
• DO NOT watch/stream the meeting via the website at the same time due to delays and
possible feedback issues.
WATCH THE MEETING:
The Town Board meetings will be livestreamed at www.estes.orq/videos and will be posted within 48
hours of the meeting at the same location.
Documents to Share: If individuals wish to present a document or presentation to the
Board, material must be emailed by Monday, August 24, 2020 by 8:00 a.m. to the Town
Clerk's office at townclerk(c�estes.orq.
Quasi-Judicial Proceedings
(Quasi-Judicial items will be marked as such)
Written Testimony
Must be submitted by mail to Town Clerk, PO Box 1200, Estes Park, CO 80517 or by
completing the Public Comment form at
https://dms.estes.orq/forms/TownBoardPublicComment.
Members of the public may provide public comment or comment on a specific agenda item by
calling (970)577-4777. All calls must be received by 8:00 a.m., Monday,August 24, 2020.
All comments received will be provided to the Board and included in the final packet material.
Oral Testimony
To ensure your ability to provide comments during the meeting, you must register by emailing
townclerk(a�estes.orq or calling (970)577-4777 by Monday,August 24, 2020 at 5:00 p.m.
During the meeting, any individual who did not register to speak on a quasi-judicial item may
join public participation by following either the Call-In or Online option previously mentioned.
Individuals who do not register prior to the meeting risk being unable to testify due to
administrative/technical difficulty during the meeting.
Written presentation materials or exhibits must be delivered to townclerk(a�estes.orq by 8:00
a.m. Monday, August 24, 2020 in order to be presented during the meeting. No other written
presentations or exhibits will be accepted during oral testimony by any member of the public.
Packet Material
The packet material can be accessed through the following link: Town Board Packet or under
the Town Board section at www.estes.orq/boardsandmeetinqs or you may request a paper
packet by emailing townclerk(a�estes.org or calling (970) 577-4777.
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was Page 2
prepared.
Prepared 08-14-2020
'Revised
AGENDA
BOARD OF TRUSTEES—TOWN OF ESTES PARK
Tuesday.Auqust 25. 2020
7:00 p.m.
PLEDGE OF ALLEGIANCE.
(Any person desiring to participate, please join the Board in the Pledge of Allegiance).
PROCLAMATION— 100T"ANNIVERSARY OF THE PASSAGE OF THE 19T"AMENDMENT.
PROCLAMATION—CONSTITUTION WEEK.
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 August 11, 2020 and Town Board Study Session Minutes
dated August 11, 2020.
3. Estes Park Planning Commission Minutes dated June 16, 2020 and Study Session
Minutes dated July 21, 2020 (Acknowledgement only).
4. Family Advisory Board Minutes dated July 2, 2020 (Acknowledgement only).
ACTION ITEMS:
1. PUBLIC HEARING -ORDINANCE 11-20 PROPOSED ELECTRIC RATE INCREASE:
Director Bergsten.
• Present the electric rate study results.
• Continue Public Hearing and Board Action to September 8, 2020 allowing for
additional public comment.
ADJOURN.
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was Page 3
prepared.
I � Public Trustee <publictrustee@estes.org>
: STES Pp ? K
Re: Liaison report for Board meeting: Word Product private
1 message
Marie Cenac<mcenac@estes.org> Tue, Aug 25, 2020 at 3:42 PM
To: Wendy Koenig <wkoenig@estes.org>
These are the opinions of Western Heritage Membership Committee liaison, Marie Cenac, Estes Park Town Trustee.
Transparency and good governance are priorities of the Estes Park Town Board and Town Administration. We also
demand that our volunteers be appreciated and treated fairly. We should expect the same for the organizations with
which we have close financial and working ties.
Western Heritage is the current organization sharing a MOU with the Town of Estes Park which describes the utilization of
our staff and our facilities in order to operate the town owned Roottop Rodeo with the majority of the financial commitment
being from tax payer monies. I feel that the town needs more transparency and accountability from Western Heritage
through better checks and balances. The current MOU, with the deadline of cancellation being September 1 st, needs to
have those in place before it automatically renews.
According to the bylaws there is an election slated for their annual meeting dated for the third Thursday of September.
Although COVID has had its impact, it was communicated that the election would go on, as stated in those bylaws, thru
an email to both of the boards. It is required to call for nominations from the membership committee 30 days prior to that
annual meeting. To this date, there has been no call for nominations nor discussions, with the committee, as to how that
meeting could work, whether it be outdoors in groups or held virtually.
I feel that the Town Board of Estes Board, or its representative, should only consider signing any MOU with Western
Heritage once that election has been fulfilled in accordance to their own bylaws and that members are given a fair chance
to be elected to that board.
I am very concerned for the future of the the Town of Estes Park's Rooftop Rodeo and the wonderful group of dedicated
hardworking volunteers of the Western Heritage Committee and its board members if circumstances remain the same.
These recommendations should only be the first steps taken in order to help our relationship with the Western Heritage
organization move onto a healthier path.
Marie Cenac
Town of Estes Park Board of Trustee
On Tue, Aug 25, 2020, 2:24 PM Wendy Koenig <wkoenig@estes.org>wrote:
Hi Marie. Nothing received yet......Wendy
Sent from my iPhone
Town of Estes Park, Larimer County, Colorado, August 11, 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 and Virtually in
said Town of Estes Park on the 11th day of August, 2020.
Present: Wendy Koenig, Mayor
Patrick Martchink, Mayor Pro Tem
Trustees Carlie Bangs
Marie Cenac
Barbara MacAlpine
Scott Webermeier
Cindy Younglund
Also Present: Jason Damweber, Assistant Town Admini or
Dan Kramer, Town Attorney
Jackie Williamson, Town Clerk
Absent: Travis Machalek, Town Adminis t r
Mayor Koenig called the meeting to order at 7:00 and all desiring to recited
the Pledge of Allegiance.
AGENDA APPROVAL.
It was moved and seconded(Martchink/Cenac)to a e the Agenda as presented,
and it passed unanimously.
PUBLIC COMMENTS.
None.
TRUSTEE COMMENTS.
Trustee Younglund att d the ily Ad ry Board (FAB)where they defined family
and identified the b rs to su ss, whic e the same for both families and other
members of the c unity. T uld tinue to develop funding guidelines and
an application proc r c ' .
Mayor Ko PR � cussed the ability to shut down the coal fire plants prior to
2030 term ' wo difficult to meet customer needs any earlier.
Tr MacAlpine co nted t e Board of Adjustment met and approved a variance to
buil abitat for Hu ity homes located off of Raven Avenue. She joined a hike with
the Lan st of the T b property being acquired to enhance the open space of the
valley.
Trustee Cenac ded the Visit Estes Park monthly meeting where it was announced
Trustee Webermeier would replace Mayor Koenig on the Board. RMNP Public Affairs
Officer Patterson provided an update on park activities, including time entry process,
alluvial fan trail improvements, increase in visitors prior to the timed entry, the need for
changes to the time entry during the rut this fall, and the closure of Fall River Road in
October for repairs. The 2% sales tax funding VEP has seen a 25%decrease in returns.
Accommodations have experienced an increase in last minute bookings in 2020.
TOWN ADMINISTRATOR REPORT.
None.
1. CONSENT AGENDA:
1. Bills.
2. Town Board Minutes dated July 28, 2020 and Town Board Study Session Minutes
dated July 28, 2020.
Page 5
Board of Trustees—August 11,2020—Page 2
3. Estes Park Board of Adjustment minutes dated June 2, 2020 (Acknowledgement
only).
4. Revised Policy 101 Division of Responsibilities — Revise appointments with the
appointment of Trustee Webermeier.
5. Revised Policy 306 Leave-Amending Holidays Observed and Floating Holidays.
It was moved and seconded (Cenac/Younglund)to approve the Consent Agenda,
and it passed unanimously.
2. PLANNING COMMISSION ITEMS:
1. ACTION ITEMS:
A. RESOLUTION 53-20 ELKHORN LODGE FINAL SU SION PLAT, 600
WEST ELKHORN AVENUE. ZAHnIIREK CnNSE Y. LLC. OWNER.
EAST AVENUE DEVELOPMENT, LLC.A TEXAS USTIN MABEY,
APPLICANT. (Quasi-Judicial) Mayor Koenig ed t blic meeting.
Planner Woeber reviewed the application re ing approva inal plat for
the Elkhorn Lodge PUD consisting of 13 I ith lots ranging 0.276 to
3.291 acres in size. The preliminary pl approved by the To ard on
June 23, 2020.
Bill Kiefer/Elkhorn Condominium owner d the lighting be addressed
within the development to ensure it meets d lighting requirements of the
Development Code. Justi /Applicant the developmenYs intent
would be to meet the requi keep th ting to a minimum. He
also stated additional shrub has ed tween the river and the
restaurant and parking lot to p ry ri osphere.
Mayor Koeni e publ earing. It was moved and seconded
(Younglun gs) to prove olution 53-20 for the Elkhorn Lodge
Final PI cordin findings act with the findings and conditions
of appr eco , and it passed unanimously.
B. R UTIO 4-20 ELKHORN LODGE FINAL PLANNED UNIT
E UDI, 600 WEST ELKHORN AVENUE, ZAHOUREK
ONS CY OWNER, EAST AVENUE DEVELOPMENT, LLC, A
TEXAS LL C/O TIN MABEY, APPLICANT. (Quasi-Judicial) Mayor
Koenig open the public hearing. Planner Woeber stated the 13 lot PUD
oned CO mercial Outlying would contain a variety of commercial,
ommod and residential uses. The preliminary PUD was approved by
wn rd on June 23, 2020. Mayor Koenig closed the public hearing. It
wa and seconded(Younglund/Cenac)to approve Resolution 54-20
for th Ikhorn Lodge Final PUD according to findings of fact with the
findings and conditions of approval recommended by staff, and it passed
unanimously.
3. REPORT AND DISCUSSION ITEMS:
1. CONTINUED DISCUSSION ON OPEN CONTAINERS. Assistant Town
Administrator Damweber summarized the discussions at the Town Board Study
Session on June 23, 2020 and the Town Board meeting on July 14, 2020. The
Board tabled the discussion until the full Board could be present for the discussion
due to the resignation of Trustee Zornes and appointment of Trustee Webermeier.
Discussion amongst the Board has been summarized: Questioned if allowing
open containers in downtown parks would encourage gathering for more than 10
minutes; concerned with gatherings and the need for an increase in enforcement
efforts by the Police Department; suggested the Board could consider open
containers downtown from 6 pm to 9 pm; the local restaurants are able to seat
people and relaxing the open containers law does not have the same impact as
this spring when the businesses were closed; the item should be tabled and page 6
Board of Trustees—August 11,2020—Page 3
reviewed in the future; and businesses are not requesting the change at this time.
The Board consensus was to table the issue.
Whereupon Mayor Koenig adjourned the meeting at 7:46 p.m.
Wendy Koenig, Mayor
Jackie Williamson, Town Clerk
Page 7
RECORD OF PROCEEDINGS
Town of Estes Park, Larimer County, Colorado August 11, 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 and Virtually in said Town of Estes Park on the 11t" day of
August, 2020.
Board: Mayor Koenig, Mayor Pro Tem Martchink, Trustees Bangs,
Cenac, MacAlpine, Webermeier and Younglund
Attending: Mayor Koenig, Mayor Pro Tem Martchink, Trustees Bangs,
Cenac, MacAlpine, Webermeier and You d
Also Attending: Assistant Town Administrator Da er, Town Attorney
Kramer, Director Hunt and Recor ' tary Beers
Absent: Town Administrator Machale
Mayor Koenig called the meeting to order at 5:30 p
STANLEY HISTORIC DISTRICT OVERVIEW.
Director Hunt provided an overview of the Stan i District. Highlights of the
overview included: history, structure and process fo -use regulation, litigation over
the years and five sets of regulations ' e to the Sta Current use includes, hotel,
restaurants/bars, performance hall, t venue, special events. In 1994
the Stanley Historic District Maste lan te ong with development
agreements for lots undeveloped in t sub ' 's was the same year the
property was purchased b e current ohn en. Director Hunt presented
plats of the Stanley area wed sp s of the Master Plan and Stanley Historic
District structure. To torne ramer d the Development Agreements signed
created vested rig stablishi develop t through the guidelines of the Master
Plan. He stated t reemen x i while the others rights remain in effect.
Director Hunt state 5, d by the Town of Estes Park and held in a
conservation easeme ged by the Land Trust. The Colorado Historic Foundation
manages spac Lot 1 and keeps informed on Stanley projects. Director
Hunt the nica iew Committee (TRC), comprised of five members
incl three sta oint the Town Administrator and two outside design
pr 'onals provide the Stanley, reviews major projects on the property. Building
perm r the Stanley jects do not follow special process rules, nor do they have
non-sta Building e requirements or regulations. He added building permits and
plan revie an nley properties have been complex and difficult in recent years,
requiring mu its per project, and "partial" Certificates of Occupancy. He stated
this was prim due to buildings predating the current codes. The Stanley main
campus developments traditionally have not gone to the Planning Commission, and
parking lots and parking changes on the main campus have gone straight to building
permit review. The Board questioned the maze being allowed on the southern side of
the Stanley Hotel which is prohibited in the Master Plan. He stated there are future
plans for the Stanley property noting the only proposal under TRC review is the
Carriage House scheduled for August 24, 2020.
TRUSTEE 8�ADMINSTRATOR COMMENTS 8�QUESTIONS.
None.
Page 8
RECORD OF PROCEEDINGS
Town Board Study Session—August 11, 2020—Page 2
FUTURE STUDY SESSION AGENDA ITEMS.
Assistant Town Administrator Damweber requested Board interest to discuss Family
Advisory Board recommendations and childcare funding guidelines and it was
determined staff would bring more information to the Board for further discussion.
There being no further business, Mayor Koenig adjourned the meeting at 6:31 p.m.
Bunny Victoria Beers, Recording Secretary
Page 9
��
`
��
♦ O
�`
��
�
�
�
a
��
�
�
�
�
Page 10
RECORD OF PROCEEDINGS
Estes Valley Planning Commission
June 16, 2020
Board Room, Estes Park Town Hall
Commission: Acting Chair Matt Comstock, Commissioners Steve Murphree, Joe
Elkins, Matthew Heiser, Howard Hanson
Attending: Acting Chair Comstock, Commissioners Murphree, Elkins, Heiser,
Hanson
Also Attending: Director Randy Hunt, Senior Planner Jeff Woeber, Planner II Alex
Bergeron, Recording Secretary Karin Swanlund, Town Board Liaison
Barbara MacAlpine, Town Attorney Dan Kramer
Absent: None
OPEN MEETING
Acting Chair Comstock called the meeting to order at 1:30 p.m. The meeting was held
virtually via Google Meet and live-streamed on YouTube and Viebit.
APPROVALOFAGENDA
It was moved and seconded (Heiser/Hanson) to approve the agenda and the
motion passed 5-0.
PUBLIC COMMENT:
None
CONSENT AGENDA
1. Study Session Minutes dated May 19, 2020
It was moved and seconded (Heiser/Elkins) to approve the consent agenda as
presented and the motion passed 5-0
ELECTION OF OFFICERS
Acting Chair Comstock agreed to continue as Chair. Commissioner Heiser
accepted the position of Vice Chair.
It was moved and seconded (Hanson/Heiser) to approve Matt Comstock as Chair for
the remainder of the year. The motion passed 4-0. (Murphree unavailable)
It was moved and seconded (Comstock/Elkins) to approve Matthew Heiser as Vice
Chair for the remainder of the year. The motion passed 4-0. (Murphree unavailable)
1
Page 11
RECORD OF PROCEEDINGS
Estes Valley Planning Commission
June 16, 2020
Board Room, Estes Park Town Hall
ACTION ITEMS
1. LOCATION AND EXTENT, TOWN OF ESTES PARK WATER DIVISION PHASE 1,
1360 BROOK DRIVE
Director Hunt explained to the Commission what a Location and Extent review is. He then
reviewed the staff report, which was prepared by Ayres Associates. The property is 5.6
acres of land, zoned I-1-Restricted Industrial, and is developed with a two-story building
and accessory buildings. Phase I will entail several interior improvements to the main
building, including the installation of a new automatic fire sprinkler and alarm system along
with an interior remodel. This phase will also include grading for the access drive and 16
parking spaces. Drainage and wildlife reports were submitted. Staff recommended
approval of the Location and Extent Review, with the possibility of some additional
landscaping along the Brook Drive boundary.
Commission Comments/Questions with Responses from Town Water
Superintendent Chris Eshleman and Engineer David Bangs, and Director Hunt: the
following is a summary of the Location and Extent discussion.
• Chapter 3 states that development plans should be submitted: Chapter 7 is the
yard-stick measure. The Planning Commission does not have to be the body to
review the development plan.
• Primary access is off of Acacia, not Brook Drive: Plans were routed to the Fire
Department and LETA, but LETA rarely reviews Location and Extent. The primary
access will be most likely be on the lower portion of the lot.
• Gravel drives have been considered to not be impervious in the past. Will this make
the 80% coverage: Gravel is regarded to be an impervious surface per chapter 13
definition. (recommended that this should be revisited with a code amendment)
• Sidewalk requirements: Kearney & Sons Excavating installed a sidewalk between
Brook and Acacia. A water main will cross Brook Drive and the sidewalk will be
completed when that is finished.
• Geologic hazards and riparian mark: The line of plants along the right-hand sign of
Fish Creek shows delineated limits of the flood plain. The fence along this line is a
visual block.
• Increased Water run-off to Brook Drive due to the 16 vehicle parking lot: The design
of asphalt makes the run-off an improvement over gravel. The grade of the site
has the run-off draining into Fish Creek.
• Privacy Fence: Planned installation before Phase ll along Fish Creek Road.
Currently, the County is using the site for storage until their rebuild on Elm Road is
completed. This being an industrial site, there will be piles of dirt, pipes and
vehicles, but the applicant plans on being a good neighbor.
2
Page 12
RECORD OF PROCEEDINGS
Estes Valley Planning Commission
June 16, 2020
Board Room, Estes Park Town Hall
• Landscaping Plan along the residential side of Brook and Acacia? There are lilac
bushes above Brook Court and existing trees along Fish Creek. Applicant is open
to other landscaping ideas but contends this is an industrial site with industrial uses.
A minimal landscape model with more attention to keeping the site well maintained
and groomed would be appropriate.
• Extent of traffic increase: The traffic memo included a modest increase. The site
has had large equipment and the 50 peak trips per hour were not exceeded. There
will be very little public coming and most of the employees will enter and exit from
the lower Acacia entrance.
• What will the lot look like: There will be dirt piles that ebb and flow. Efforts will be
made to keep things neat and tidy.
• What will happen to the other two structures on the property: They were not part
of the plan, but they provide needed dry storage. The decision hasn't been made
yet.
• Retaining wall: This is part of Phase 1
• How much more grading will be needed: The driveway and around the backside is
Phase l, the lower grading will be part of Phase 11.
• Off-street parking, specifically the northwest parking space is within 15 feet of the
lot line: The limits of the paving will encroach slightly up the hill requiring some
excavation. This space was placed there due to existing utilities and easements
already in place. It is an increase and there are potential options for this particular
space.
• Moving of the water dispenser from 4t" street: This is a consideration for Phase 11,
but may depend on a future traffic study.
Commission comments: From a neighbor's perspective, this project will improve the site.
The plan addresses aesthetics, surface conditions, and provides improvements for the
residential areas. The extraneous uses will go away.
Public Comments:
An online comment was received from Karin Edwards asking what will be done to
maintain/improve the vegetation on the site and in the riparian corridor, and what will be
done to sustain Fish Creek? Coyote Willow is native and riparian and would be a good
choice.
A two-minute break was taken to allow for additional public comment. None was received.
It was moved and seconded (Hanson/Comstock) to approve the Water Division
application for a location and extent review with staff findings as presented. The
motion passed 5-0.
3
Page 13
RECORD OF PROCEEDINGS
Estes Valley Planning Commission
June 16, 2020
Board Room, Estes Park Town Hall
2. LOCATION AND EXTENT, TOWN OF ESTES PARK TRAILBLAZER BROADBAND,
1180 WOODSTOCK DRIVE
Director Hunt reviewed the staff report, which was prepared by Ayres Associates. The
property, which is zoned CO-Commercial Outlying, is developed with a 3,100 square foot
office building. The applicant seeks to demolish the interior space and refinish it with code-
compliant fixtures, equipment and materials. The only modification to the site will be the
removal of existing entry paving to accommodate the addition of a 65 square foot Entry
Foyer, which will be Phase II of the project. The principal concept behind this Location and
Extent review is to authorize the site for legitimate occupancy by a government agency.
There were no public comments received. Staff recommended approval.
Commissioner Comments/Questions
Vice Chair Heiser asked about the landscaping intent. Linda Swoboda, Project Manager,
stated that there would be minor landscaping along the perimeter. Ginny McFarland,
Project Designer, noted that the project would comply with code requirements in
anticipation of future development. Directed Hunt stated that landscaping is not required
as part of this review since the changes are so minimal. This review is for Phase I and II.
The design plans will be an administrative review by staff. It will not come back before the
Planning Commission if approved today.
A two-minute break was taken to allow for public comment. None was received.
It was moved and seconded (Murphree/Comstock)to approve the Town of Estes Park
Power and Communication Division's application for a Location and Extent Review
with staff findings as presented. The motion passed 5-0.
3. AMENDED PLAT, PARK SUITES, 215 PARK LANE
Senior Planner Woeber reviewed the staff report. The applicant requested approval of an
amended plat to reconfigure the existing lots. Plans are to keep one lot with a commercial
office building and to redevelop one lot for multi-family residential use. Staff recommends
approval of this Preliminary Amended Plat with the condition of labeling the lot lines more
clearly.
Commissioner Comments/Questions and Responses from Thomas Beck,
owner/applicant and Adam Kelly, engineer
Vice-Chair Heiser asked Attorney Kramer to explain the process involved if the
Commission does not agree with staff findings. Kramer answered that in general, it is the
Commissions' role to apply the review criteria to the application presented, and the
responsibility for interpreting the code lies with the Community Development Department.
Woeber clarified that tax parcels are assigned by the County Assessor and have nothing
4
Page 14
RECORD OF PROCEEDINGS
Estes Valley Planning Commission
June 16, 2020
Board Room, Estes Park Town Hall
to do with subdivision of lots and that this predates any Town requirements. Adam Kelly,
surveyor for the applicant, stated that even though you may have built a house over a
commonly owned property line in the past, it doesn't mean your right to a buildable parcel
goes away. There was talk of right-of-way and emergency access when fronting a building
to an alley. Heiser suggested the possibility of naming and addressing the building that
fronts the alley. Director Hunt clarified that the condition added was to clearly label what
was previously platted and what is being proposed. The dedication of easements will have
an acceptance signature block on the final plat approved by the Town Board of Trustees.
Thomas Beck, owner, stated that he intends to dedicate the easements for emergency,
sewer and access for all future tenants and owners. If the lot size can't meet code for
residential living, a variance may have to be applied for at the development plan stage.
Attorney Kramer stated that this is subdivision plat hearing and the Commission cannot
deny the application based on use. Mr. Kelly clarified that the L-shaped line on Lot 6A is
the existing asphalt area and can be removed for the final plat.
Director Hunt explained that Estes Park doesn't have a unified development code that
uses appropriate language to "blend" subdivisions and zoning provisions. Heiser noted
that the Development Code won't change if we keep finding ways to make things fit; we
need to work to make things better from a code perspective. It was agreed that code
amendments need to be done sooner rather than later. A study session on this topic is
the appropriate place for this discussion and will be planned for July.
It was moved and seconded (Hanson/Elkins) to recommend approval to the Town
Board of Trustees for the Park Suites Preliminary Amended Plat, being a Portion of
Lot 6, 7 and 8, Block 1, Second Amended Plat of the Town of Estes Park, as
described in the staff report, with the findings and condition recommended by staff.
The motion passed 4-0. (Murphree unavailable)
REPORTS
Study Session in July to discuss Code Amendments
Future meetings will be held on the Zoom platform. Training will be provided prior to July
21.
ADJOURN
There being no further business Chair Comstock adjourned the meeting at 4:15 p.m.
Matt Comstock, Chair
Karin Swanlund, Recording Secretary
5
Page 15
R��4RD �F PRQ�EEDII�C��
Town of Estes Park, Larimer County, Colorado July 21, 2020
Minutes of a Study Session meeting of the PLANNING COMMISSION of Estes Park, Larimer
County, Colorado. Meeting held virtually on Google Meet.
Commission: Chair Matt Comstock, Vice-Chair Matthew Heiser, Commissioners Joe
Elkins, Howard Hanson, Steve Murphree
Attending: Comstock, Elkins, Heiser, Hanson
Also Attending: Director Hunt, Senior Planner Woeber, Planner II Bergeron, Recording
Secretary Swanlund, Town Attorney Kramer
Absent: Murphree
Vice-Chair Heiser called the meeting to order at 11:00 a.m. This study session was held virtually via
Google Meet and was streamed and recorded on the Town of Estes Park YouTube channel.
Director Hunt reviewed the subject of this study session, which was wholly devoted to Estes Park
Development Code issues and concerns. In May of 2017, a master list of amendments needed was
presented to the Town Board and was approved. An outline list (approximately 50 items) was
presented for overall scope. Specific goals would be to shorten the Code by 25%, update language
and procedures to 21St Century standards and have clear and understandable regulations. The
Community Development staff hopes that pressing amendments can be moved on with "all deliberate
speed." Attorney Kramer stated that the Code needs to be updated from scratch, but intermittent
fixes will be necessary. Director Hunt is submitting grant proposal for a comprehensive plan rewrite
and is hoping for a 50% match from the State. Ideally, a comprehensive plan should precede the
code amendment rewrite. If the grant is not received, the comp plan updating will be delayed, but
code amendment rewrites will still need to be done. An important question is how much more
development we can accomodate without overly degrading the quality of life that citizens value.
Vice-Chair Heiser remarked that moving forward, redevelopment incentives and finding ways to make
investing money in older properties worthwhile should be a priority. Director Hunt agreed and noted
that Building Code and Development Code updates should overlap with a comp plan rewrite, and that
is often overlooked. He recognized that redevelopment is our economic future. Landscaping
requirements and parking standards are also high-priority, as are essential processes to address and
update.
If no rewrite happens, Commissioner Hanson suggested making a clear list of priorities and moving
ahead with some urgency, having a benign effect on the Comp Plan. Perhaps using another
community's code and modifying it to Estes Park could be an option rather than reinventing the
wheel. Attorney Kramer responded that a lot of the problems with our Code are nuts and bolts
problems about processes and getting everyone on board and understanding the `what' and `why' is a
process in its own right. Comstock wondered how to "eat the elephant". Noting that the Commission
is compiled of new members and the upcoming schedule is light, he asked if it would it be possible to
do two amendments per meeting. Heiser suggested that staff reach out to local design professionals
and ask what they see as hurdles and what could help their process. It would be useful to streamline
the time frame and process. Residents in the county feel disenfranchised, and the Planning
Commission will be scrutinized. Page 16
RECORD OF PROCEEDINGS
Planning Commission Study Session July 21, 2020 — Page 2
Attorney Kramer noted that the Planning Commission's role is to make recommendations and review
processes to the Town Board of Trustees. Code Amendments are ordinances and would be action
items for the Board of Trustees.
Possible steps to take:
• Prioritize most urgent
• Look at another community's Code
• Refer to an older version of Codes from Estes Park and find a middle ground
Amendments to get started on in September-October:
• Parking
• Downtown Building Height
Chair Comstock adjourned the study session at 12:55 p.m.
Karin Swanlund, Recording Secretary
Page 17
��
`
��
♦ O
�`
��
�
�
�
a
��
�
�
�
�
Page 18
RECORD OF PROCEEDINGS
Town of Estes Park, Larimer County, Colorado, July 2, 2020
Minutes of a regular meeting of the Family Advisory Board of the Town of Estes Park,
Larimer County, Colorado. Meeting held virtually on Google Meet, on the 2"d day of July,
2020.
Present: Rachel Balduzzi
Laurie Dale Marshall
Sue Strom
John Bryant
Jodi Roman
Christy DeLorme
Also Present:Cindy Younglund, Town Board Liaison
Jason Damweber, Assistant Town Administrator
Suzanna Simpson, Recording Secretary
Carlie Bangs, Trustee
Absent: Nancy Almond
Michael Moon
Guests: Chris Douglas, EVICS
Chair Dale Marshall called the meeting to order at 3:45 p.m.
PUBLIC COMMENTS:
None
TRUSTEE LIAISON REPORT
In lieu of a report, the board was introduced to Trustee Cindy Younglund, who is now
serving as the Trustee liaison.
APPROVAL OF MARCH MINUTES:
It was moved and seconded (DeLorme/Strom) to approve the March meeting minutes
and the motion passed unanimously.
FUTURE OF THE FAMILY ADVISORY BOARD
Chair Dale Marshall led the discussion about the future of the Family Advisory Board. She
stated that members have been feeling as though they are spinning their wheels and
there is a sense of frustration about the lack of action from the board. She mentioned that
a significant lesson learned from the community COVID-19 response is that collaboration
is essential. There has been hesitation from the board collectively to narrowly define a
Page 19
RECORD OF PROCEEDINGS
Family Advisory Board — July 2, 2020 — Page 2
family, and while she believes in that decision, it has also led to an inability to make solid
recommendations to the Town Board. Further, there is a sense that some board members
do not have clarity on the advisory role of the board and are frustrated at the inability to
be more action-oriented. She feels that the board might be more efficient, action-oriented
and productive if it was framed as a community services advisory board. This reframing
would broaden the scope of the board and allow subcommittees to work on specific areas
such as childcare, housing, or mental health. Further, there are multiple groups and
committees in town tackling many of these issues, and it would make more sense to have
them work on the subcommittees as well. As an example, the Estes Valley Childcare
Collaborative would be a logical subgroup as they have the expertise to support
recommendations around childcare.
Member Strom added that she has had a hard time understanding the role of the Family
Advisory Board and would need more direction as to how subgroups might work. Trustee
Bangs added her perspective as the Trustee liaison to the Transportation Advisory Board
and how that group has been able to come together to make recommendations to the
Town Board. Assistant Town Administrator Damweber stated that narrowly defining a
family is a challenge and he feels that reframing the work of the board will be more
productive and allow for more specific recommendations to be brought to the Town Board.
Member DeLorme inquired about the work of the Childcare and Housing Task Force and
asked if the Family Advisory Board could review the recommendations from the task
force.
Vice-Chair Balduzzi asked how the Family Advisory Board could receive better guidance
on the Town's budget and strategic plan in order to have good information to base
recommendations on moving forward. Member Bryant added that a previous discussion
about the budget was really helpful to build a base of knowledge for the board. He
recommends building agenda items around the Town's strategic plan and budget
timelines. Following this timeline allows the board to give informed and direct feedback to
the Town Board.
The board discussed the Town's Outside Entity Funding process as one way to make
recommendations. The board was encouraged to educate themselves on this process.
Assistant Town Administrator Damweber will provide the board with information on
funding.
Member Roman added that she had concerns about a complete reframing and wondered
if subgroups would be structured the same as the board. Chair Dale Marshall explained
that she viewed this as a way to be more connected to the work of the other groups and
provide a means to collaborate with the groups that are working on the same issues in
the community.
Page 20
RECORD OF PROCEEDINGS
Family Advisory Board — July 2, 2020 — Page 3
OTHER BUSINESS:
Seeing no further business, the meeting was adjourned at 5:02 p.m.
NEXT MEETING
The next regular meeting of the Family Advisory Board will take place Thursday, August
6 at 3:30 p.m. The format will be virtual through the Town's Zoom account.
Suzanna Simpson, Recording Secretary
Page 21
��
`
��
♦ O
�`
��
�
�
�
a
��
�
�
�
�
Page 22
I
PROCEDURE FOR PUBLIC HEARING
Applicable items include: Rate Hearings, Code Adoption, Budget Adoption
1. MAYOR.
The next order of business will be the public hearing on ACTION ITEM 1.
ORDINANCE 11-20 PROPOSED ELECTRIC RATE INCREASE.
❑ At this hearing, the Board of Trustees shall consider the information
presented during the public hearing, from the Town staff, public comment,
and written comments received on the proposed electric rate increase.
❑ Any member of the Board may ask questions at any stage of the public
hearing which may be responded to at that time.
❑ Mayor declares the Public Hearing open.
2. STAFF REPORT.
❑ Review the staff report.
3. PUBLIC COMMENT.
� 1 Any person will be given an opportunity to address the Board concerning the
Ordinance. All individuals must state their name and address for the record.
Comments from the public are requested to be limited to three minutes per
person.
4. MAYOR.
❑ Ask the Town Clerk whether any communications have been received in regard
to the item which are not in the Board packet.
❑ Ask the Board of Trustees if there are any further questions concerning the item.
❑ Indicate that all reports, statements, exhibits, and written communications
presented will be accepted as part of the record.
❑ Declare the public hearing closed.
� Request Board consider a motion.
5. BOARD DISCUSSION.
❑ Discussion by the Board.
Page 23
6. SUGGESTED MOTION.
❑ Suggested motion(s) are set forth in the staff report.
7. DISCUSSION ON THE MOTION.
❑ Discussion by the Board on the motion.
8. VOTE ON THE MOTION.
Vote on the motion or consideration of another action.
Page 24
i
Y
T��N oF ESTES PARI
Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Director Bergsten
Director Hudson
Superintendent Lockhart
NewGen Strategies & Solutions, Consultant
Date: August 25, 2020
RE: Ordinance 11-20 Proposed Electric Rate Increase
(Mark all that apply)
� PUBLIC HEARING � ORDINANCE ❑ LAND USE
❑ CONTRACT/AGREEMENT ❑ RESOLUTION ❑ OTHER
QUASI-JUDICIAL ❑ YES � NO
Obiective:
To provide reliable electric service for our customers by funding operations,
maintenance and capital improvements.
Present Situation:
The global pandemic has resulted in a one-year delay in the proposed electric rate
increases. To limit negative financial impacts Power and Communications has stopped
capital improvement projects and cut back on staff training, street light maintenance,
and a number of other activities. This is not sustainable.
The public can view on-demand, a complete presentation of the rate study given at the
March 10, 2020 Board Meeting. The following link to this on-demand video is titled
"Town of Estes Park Board Meeting - March 10, 2020 Part 1" and begins 23 minutes
into the meeting: Click Here: https://estesgovtv.viebit.com/plaver.php?hash=EXC30ATrLIQq
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
Page 25
commercial (aka commercial) make up 22% of our customers. The following tables
show the proposed rate impacts:
Average Increase
Residential Manthly Bill 2023 Overall 3-Year Increase Manthly � Annual
kWh�Ma 2Q19/2020 -�{}2�- $ % $ °/o
4D0 $ 67.9Q $ 72.83 $ 4.94 7.3% $ 1.65 2.4%
5a0 $ 79.20 $ 84.79 $ 5.60 7.1% $ 1.87 2.3%
600 $ 90.49 $ 96.75 $ 6.25 6.9% $ 2.08 Z.3%
700 $ 101.79 $ 108.71 $ 6.91 6.8% $ 2.30 2.2%
800 $ 113.09 $ 120.5� $ 7.57 6.7% $ 2.52 �.�%
900 $ 124.39 $ 132.52 $ 8.23 6.6% $ 2.74 2.2%
5mall Auerage increase
Commer�ial Monthly Bill 2p23 ��erall 3-Year increase Monthly � Annual
kWh�Mo 2019/2020 ��3-�-�- $ % $ %
25a $ 62.74 $ f3.27 $ �.53 a.8% $ 0.18 D.3%
75� $ 121.49 $ 123.81 $ 2.32 1.9% $ �.77 D.6%
1,�5� $ 1$�.23 $ 1$4.35 $ 4.12 2.3% $ 1.37 D.$%
1,75� $ 23$.9$ $ 244.$9 $ 5.91 2.5% $ 1.97 D.$I'a
2,25� $ 297.72 $ 3�5.43 $ 7.71 2.5% $ 2.57 D.9%
2�7JV � �J11.47 $ JlJJ.77 $ �.JU L.7�6 $ J.17 U.��6
�,��� $ 4is.z1 $ 42�.s� $ 11.�a z.�io $ �.�� o.�ra
The study includes charges for customers who opt out of smart metering. This is a new
charge to cover the cost of physically going to those customers' premise to manually
read their meters.
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. The Study has been
marked up in red to indicate the proposed implementation delay of one year.
Proposal:
Staff proposes continuation of this public meeting to September 8, 2020 to allow for
additional public comments before a Town Board vote. Staff recommends
implementing the rate increases January 2021.
Advantaqes:
• Maintain adequate financial strength required to operate the enterprise
• Meet our bond covenants obligations
• Fund project required to improve reliability, quality and safety of our system
Disadvantaqes:
Page 26
Higher cost of electricity; however, our daily need for electricity requires reliable, safe
electricity.
Action Recommended:
Staff recommends proposes continuation of this public meeting to September 8, 2020.
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
Sample Motion:
I move for the approval/denial continuation of the rate hearing to our September 8tn
board meeting.
Attachments:
1. Ordinance 11-20
2. Rate Sheet
3. Rate Studv Link
4. Revised Presentation
Page 27
Attachment 1
ORDINANCE NO. 11-20
AN ORDINANCE AMENDING THE POWER & COMMUNICATIONS RATE
SCHEDULES OF THE TOWN OF ESTES PARK, COLORADO
WHEREAS, the Board of Trustees has determined that it is necessary to amend
the Electric Rate Schedules of the Town of Estes Park.
NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO AS FOLLOWS:
Section 1: That the Town of Estes Park, Colorado Electric Rate Schedules shall
be amended to read as set forth in Exhibit A.
Section 2: These rate schedules will take effect the first full billing period in
January, 2021.
Section 3: This Ordinance shall be enforced thirty (30) days after its adoption and
publication.
PASSED AND ADOPTED by the Board of Trustees of the Town of Estes Park,
Colorado this day of , 2020.
TOWN OF ESTES PARK, COLORADO
By:
Mayor
ATTEST:
Town Clerk
I hereby certify that the above Ordinance was introduced at a regular meeting of the
Board of Trustees on the day of , 2020 and published in a
newspaper of general circulation in the Town of Estes Park, Colorado, on the day
of , 2020, all as required by the Statutes of the State of Colorado.
Town Clerk
APPROVED AS TO FORM:
�
Town Attorney
Page 28
Attachment 2
TOWN OF ESTES PARK, COLORADO �
PROPOSED Electric Rate Summa 2020-2023 Public Meetin 8/25/2020 � 5 T E s i8� " '° " �
rY , J � o � oRAofl
On-Peak Off-Peak Standard
Customer Energy Energy Demand Rate for
Customer Rate Class Year�`� Charge Consumption Purchase Power Consumption Charge May thru
$/Month Charge Rider$/kWh Charge $/kW August
$/kWh $/kWh $/kWh
RESIDENTIAL�'� � 2020 � $22.70 � $0.1095 � $0.00349 � --- � --- � ---
Jan 2021 � $23.47 � $0.1119 � $0.00000 � --- � --- � ---
Available to all residential customers and residential 2022 � $24.23 � $0.1144 � TBD � � �
customers with electric heat up to 25,000 kWh annually.
2023 � $25.00 � $0.1168 � TBD � --- � --- � ---
RESIDENTIAL DEMAND�'� � 2020 � $26.10 � $0.0654 � $0.00349 � --- � $13.60 � ---
Available to existing customers on this rate,September Jan 2021 � $26.90 � $0.0645 � $0.00000 � --- � $13.60 � ---
throuah Aoril. All other times the Residential energy 2022 � $27.70 � $0.0636 � TBD � --- � $13.60 � ---
charge would apply. 2023 � $28.50 � $0.0627 � TBD � --- � $13.60 � ---
RESIDENTIAL ENERGY TIME-OF-DAY�'� � 2020 � $26.10 � $0.1520 � $0.00349 � $0.0760 � --- � ---
Jan 2021 � $26.90 � $0.1566 � $0.00000 � $0.0806 � --- � ---
Available to all residential customers using electric 2022 � $27.70 � $0.1612 � TBD � $0.0852 � --- � ---
thermal storage heat.
2023 � $28.50 � $0.1658 � TBD � $0.0898 � --- � ---
RESIDENTIAL ENERGY BASIC TIME-OF-DAY�'� � 2020 � $26.10 � $0.1345 � $0.00349 � $0.1077 � --- � $0.1095
Available to all residential customers not using electric Jan 2021 � $26.90 � $0.1470 � $0.00000 � $0.1038 � --- � $0.1119
thermal storage heat.These rates apply Seotember 2022 � $27.70 � $0.1595 � TBD � $0.0998 � --- � $0.1144
throuqh April.Standard rates apply May through August. 2023 � $28.50 � $0.1719 � TBD � $0.0959 � --- � $0.1168
SMALL COMMERCIAL��'� � 2020 � $33.37 � $0.1140 � $0.00349 � --- � --- � ---
Jan 2021 � $33.25 � $0.1154 � $0.00000 � --- � --- � ---
Available to all commercial customers with demands of 2022 � $33.12 � $0.1169 � TBD � � �
35 kW or less.
2023 � $33.00 � $0.1183 � TBD � --- � --- � ---
SMALL COMMERCIAL ENERGY TIME-OF-DAY��� � 2020 � $36.77 � $0.1615 � $0.00349 � $0.0708 � --- � ---
Jan 2021 � $36.51 � $0.1526 � $0.00000 � $0.0763 � --- � ---
Available to all commercial customers using electric 2022 � --- � ---
thermal storage heat with demands of 35 kW or less � $36.26 � $0.1438 � TBD � $0.0818
2023 � $36.00 � $0.1349 � TBD � $0.0872 � --- � ---
LARGE COMMERCIAL�'� � 2020 � $45.23 � $0.0625 � $0.00349 � --- � $14.80 � ---
Jan 2021 � $45.49 � $0.0633 � $0.00000 � --- � $15.87 � ---
Available to all commercial customers with demands 2022 � $45.74 � $0.0640 � TBD � --- � $16.93 � ---
exceeding 35 kW
2023 � $46.00 � $0.0648 � TBD � --- � $18.00 � ---
LARGE COMMERICIAL TIME-OF-DAY�'� � 2020 � $53.18 � $0.0820 � $0.00349 � $0.0445 � $17.45 � ---
Jan 2021 � $53.79 � $0.0848 � $0.00000 � $0.0461 � $18.30 � ---
Available to all commercial customers with demands 2�22
exceeding 35 kW � $54.39 � $0.0876 � TBD � $0.0478 � $19.15 �
2023 � $55.00 � $0.0904 � TBD � $0.0495 � $20.00 � ---
OUTDOOR AREA LIGHTING � 2020 � $36.49 I --- I --- I --- I --- I ---
Jan 2021 � $36.49 � --- � --- � --- � --- � ---
Available for lighting outdoor private areas 2022 � $36.49 � --- � --- � --- � --- � ---
2023 � $36.49 � --- � --- � --- � --- � ---
RENEWABLE ENERGY CHARGE�'� � 2020 � --- � $0.0275 � $0.00000 I --- I I
Jan 2021 � --- � $0.0275 � � --- � --- � ---
Voluntary participation available to all classes;charge 2022 � --- � $0.0275 � � --- � --- �
per 100 kWh block
2023 � --- � $0.0275 � � --- � --- � ---
MUNICIPAL RATE�'� � 2020 � $0.00 � $0.1171 � $0.00349 � --- � --- � ---
Jan 2021 � $9.00 � $0.1149 � $0.00000 � --- � --- � ---
Available for electricty use on municipal property 2022 � $18.00 � $0.1128 � TBD � --- � --- � ---
2023 � $27.00 � $0.1106 � TBD � --- � --- � ---
Page 29
TOWN OF ESTES PARK, COLORADO ��
P P ED EI ri mm 2 2 -2 22 P li M in 2 2 2 r � T E S -�� " A a "
RO OS ect c Rate Su ary 0 0 0 , ub c eet g 8/ 5/ 0 0
C O L O R A D O
RMNP ADMINISTRATIVE HOUSING 2020 $22.70 $0.0690 N/A --- --- ---
Available to Rocky Mountain National Park residences Jan 2021 $22.70 $0.0690 N/A --- --- ---
having an alternate power source delivered to Estes 2022 � $22.70 � $0.0690 � N/A � --- � --- � ---
Park's distribution system 2023 � $22.70 � $0.0690 � N/A � � �
RMNP SMALL ADMINISTRATIVE 2020 $33.37 $0.0456 N/A --- --- ---
Available to RMNP administrative accounts having an Jan 2021 $33.37 $0.0456 N/A --- --- ---
alternate power source delivered to Estes Park's 2022 � $33.37 � $0.0456 � N/A � --- � --- � ---
distribution system with demands of 35kW or less 2023 � $33.37 � $0.0456 � N/A � --- � �
RMNP LARGE ADMINISTRATIVE 2020 $45.23 $0.0185 N/A --- $12.50 ---
Available to RMNP administrative accounts having an Jan 2021 $45.23 $0.0185 N/A --- $12.50 ---
alternate power source delivered to Estes Park's 2022 � $45.23 � $0.0185 � N/A � --- � $12.50 � ---
distribution system with demands exceeding 35kW 2023 � $45.23 � $0.0185 � N/A � --- � $12.50 � ---
NOTES:
Fees for other work performed, such as service upgrades or line extensions, the developer or customer must pay for work performed.
Payment must be made before the work is scheduled. The payment covers the cost of labor, materials, equipment, and overhead.
(1) Purchase Power Rider is a pass-through of wholesale increases from PRPA; TBD for years 2021-2023
(2)The 2023 rates remain in effective until new rates are adopted by the Town Board.
Residential Enerav Time-of-Dav,available only for residential customers using electric thermal storaqe heat:
OFF-PEAK for Residential Time-of-Day Customers: 1:00 pm to 3 pm and 10:00 pm to 6:00 am
weekdays and all day on weekends and holidays(New Years Day, Memorial Day, Independence Day,
Labor Day, Thanksgiving Day, Christmas Eve and Christmas Day)
ON-PEAK for Residential Time-of-Day Customers: 6:00 am to 1:00 pm and 3:00 pm to 10:00 pm
weekdays
Residential Enerqv"Basic"Time-of-Dav,is available for every residential customer except as stated above.
These rates apply onlv September thru April (for May thru August, the standard Residential rate applies):
OFF-PEAK for Residential "Basic"Time-of-Day Customers: 7:00 pm to 4:00 pm the following day and all day weekends and the
following holidays: Labor Day, Thanksgiving Day, Christmas Eve, Christmas Day and New Years Day
ON-PEAK for Residential "Basic"Time-of-Day Customers: 4:00 pm to 7:00 pm weekdays
Smart Meter/Advanced Meterinq Infrastructure Opt-Out Fees- One Time Enrollment Fee of$75 and monthly fee of$20
Avoided Cost paid to Net Meter Customers = $0.0175, the wholesale cost of energy minus$0.01 for administrative costs
Updated 05-21-2020
Page 30
Attachment 3
TOWN BOARD MEETING
August 25, 2020
Action Item 1. Ordinance 11-20 Proposed
Electric Rate Increase.
Attachment 3 — Electric Rate Studv can be
accessed bv clickin� here. v
Page 31
Attachment 4
, �, ,;' ��-
� �� � �
�; , �,u,�,��i�is �. ..,
_='li ' - � a �
.. , .� �k1 � .�
i' -
1 1 1
� ' • • • � ' � � • •
• • � • � � � � � • �
�l.
�&Salutinns
EStES pAR1C
C O LO RA�O E(ONOMI(S SiRAiEGY SiACEHOi�ER1 S�SihINA6�LIiY nxn�i _ �:',li•�i��.•ii�-
Average Ir�crease
Residential Monthly Bill 2023 O�erall 3-Year Increase Manthly � Annual
kWh�Ma 2019/2020 Z-02� $ % $ %
40a $ fi7.90 $ 72.83 $ 4.94 7.3°/0 $ 7..65 2.4°/a
500 $ 79.20 $ $4.79 $ 5.6a 7.1°/0 $ 1.87 2.3%
60d $ 9D.49 $ 95.75 $ 6.25 6.9°� $ 2.08 2.3%
7QD $ 101.79 $ 108.71 $ 5.91 6.8°/0 $ 2.3� �.2°/
800 $ 113.�9 $ 120.66 $ 7.57 6.7% $ 2.52 2.2°/a
90Q $ 124.39 $ 132.62 $ 8.23 5.6°� $ 2.74 2.2%
Small A�erage Increase
Commercial Monthly Bill 2023 a�erall 3-Year Increase Monthly � Annual
kWh/Mv Z019/2020 2fl��' $ °/❑ $ %
Z50 $ 62.74 $ 63.27 $ Q.$3 Q.S% $ 0.1$ fl.3%
750 $ 121.49 $ 123.8I $ Z.32 1.9% $ 0.77 �.6%
1,250 $ 18�.23 $ 184.35 $ 4.12 2.3% $ 1.37 fl.8%
1,750 $ 238.98 $ 244.89 $ 5.91 2.5% $ 1.97 0.8%
7,Z5� $ 297.,72 $ 345.43 $ 7.71 2.6% $ 2.57 0.9°/a
2,750 $ 356.47 $ 355.97 $ 9.5❑ 2.7% $ 3.17 Q.9%
3,25❑ $ 415.�1 $ 4Z6.51 $ 11.30 2.7% $ 3.77 fl.9%
Page 32
Cost of Service and Rate Design Overview
Rates In Three Steps
Framework and guide for COS,financial and rate related decisions for
(vision,goals,metrics,etc.)
Revenue Requirement
Identify cost to operate utility to determine rate revenue required to
keep utility financially solvent.
Cost of Service(COS)
Determine cost to provide electric serve to different customer classes,
identifying the fixed and variable cost components.
Rate Design
Use the COS results,rate strategy and policies to guide rate design.
Rates must fully recover all costs.
NEWGEN STRATEGIES AND SOLUTIONS,LLC 3
Cost of Service and Rate Design Overview
Desired Outcomes
. . •
: � • • .
� • • • �
• • �
� . • •
• — • — •
� • • • • '
. • .
• • • . • •
� • • � •
NEWGEN STRATEGIES AND SOLUTIONS,LLC 4
� • . • ' . � ' • �
_ �
Revenue Requirement
Determination
Cost Allocation
Rate Design
. . .
• • . • � . � ' • � '
� � � � � �• � � . •
• 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
. . .
Page 34
� � I � I . � •
� , � � � � , � �
P&C Financials were used as the basis to forecast future RR
Financial Forecasting
• 10 year projection Operating Expenses/Revenue
• Predicts utility financials �,,,,,:a,���,ve, _5,,,,;es&Be�e,;,,
•Revenues _�hP,oPe�a���gE����s�ooe�a���gRe�e��e
•Expenses s'°°
•Capital Improvement Projects(CIP) �SZso _ .
•Bond financing and payments SZo� -r'� � ' ���
•Cash reserve requirements ,,� �����������
•Etc. >.
• Enables scenario analyses which ,_
helps us understand the impact on „
electric rates(example, if a project is '°" �01e '°�" �°�° '°'� '°�� '°�� '°'a �°�` '°'� �°�'
bond financed vs using cash reserves)
I
. . .
• • . • � . � � • � '
� • � � � •
• Test Year RR is a projection of costs based on
changes (adjustments) in the cost of doing
business
— Adjustments
• Known and Measurable
• Prudent
• Reasonable and Necessary
P&C Financials Adjustments
Dist.Engineering Known/measurable _ � _
Dist.Labor + Inflation/escalation � � ,,�
Dist.Materials Load growth(development) �
Capital Projects •� • ' • '
. . .
Page 35
Cost of Service and Rate Design Overview
Steps in the Rate Design Process
STEP 1 �eterminethe revenue '-•
�- - . •
• . •
� •
NEWGEN STRATEGIES AND SOLUTIONS,LLC 9
Cost of Service and Rate Design Overview
Step 2 Functions
. �j�, ;
.,�.;?�:�� ��� �' .
_ ;
.S' '
9
'� �
*la
� � •
• • • �� �
:7�1
,
E
ti..
J
F
NEWGEN STRATEGIES AND SOLUTIONS,LLC 10
. • ' �
• • � • � � � ' • �
- • �
Platte River Power Authority � ■ �
(PRPA) � : P�o�S�o„o�
"Generation" &"Transmission° � Pow..�.��,,om�e.=
, , o,< ._-. ._ .
�� o���,.,,: �� �
,.a
5�bs�a _ _- —�
� ��slr b�l��on
Subclol�en
Town of Estes Park v .vvE,,, ;.� ..� ,�:,.. _'='` o��,: ;;, ,;
k..:�;mr�s�..:i.• i•sr-�.
Power& Communications -—
(P&C): {�
Q�,'•iFIiJTI�?�v
"Distribution" & �
"Customer Service" �
�
% �-�''�
� / o �
. . .
• • . • ' . � - . • -
� � � � - . • . • . • •
• The generation function is � ��'�
responsible for producing ,4, ��E
energy and meeting the , :��
maximum customer demand ` ```� '
- The power plant portfolio is �_���'�-- '�'��'� � ��
sized to meet the maximum
�
demand requirements of the
system(PRPA) t ,�
- Energy is produced by wind, � � �
:•.�
solar and burning fuel to meet
customer demand over time �. `
• Electricity is transmitted to the �
Town through transmission - �-� :
lines '�'
,k ,�`- ,
;,,.f� �
.+k
� • •
Page 37
• � � • � � � ' • �
• � � . � • • •
• The distribution function T _ 's,,�
��
distributes electricity �� r_.���alr, 9
_, ���. } , ,
from the substation to �'��:';�� � v� ' , ����
,._ , r .;��,
customers �- - � ` ,� � �'�"�I'�
� r
— Tree trimming `-�-�' �'"��'�
— Respond to outages � �
.- r
— Street light maintenance -`� r`,��
��
— Billing ;,,. . �� ; _ � ' � , -
�> .� �� �:� I�
{ � 26 15
�
� • •
� 1 I , I . � � •
� � I . � � • �
• - - - Revenue Requirement
Determination
I . � Cost Allocation
Rate Design
. . .
Page 38
• � � • � � � ' • �
' • • . . •
• •
. . . .
Production: Demand-related
Energy-related
Transmission: Demand-related
Direct Assignments
Distribution: Demand-related
Customer-related
Direct Assignments
Customer Service: Utility Billing,
Customer questions
. . .
• • � • � � � ' • � '
' • • . . •
• 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
. . .
Page 39
Cost of Service and Rate Design Overview
Steps in the Rate Design Process
STEP 1 �etermine the rev ' -•
requirements of th �_ _ �
Unbundle costs by functio
STEP 2 and services(production,
transmission,distribution,etc.�
. • •
� .
NEWGEN STRATEGIES AND SOLUTIONS,LLC 17
Cost of Service and Rate Design Overview
Step 4 Twelve (12) L&P Rate Classes
- - .- �
- . • �
' �- �- •
•- •
' - �- • • �
�- � • �
' - �- - � :. • ��• ' - • •
• � ' • •
. •-
� •. ' -
Customer Classes are grouped by similar size,consumption,
requirements,and characteristics
NEWGEN STRATEGIES AND SOLUTIONS,LLC 18
. • ' � �
• • � • � � � ' • �
• � • . � • .
• 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
. . .
• • . • ' . � - • • -
• '
. • . . •
Cost of Service vs. Rate Making
Cost accounting,allocate utility Used to incentivize specific
costs with use,classification behavior,example, net metering.
Rates do not have to match COS,
but industry practice is to align
rates with COS
Utility Functions:
Power Supply Transmission Distribution Customer
(Demand and (Demand (Demand and (Customer
Energy Components) Customer Components)
Components) Components)
. . . �
Page 41
• • � • � � � ' • �
� • ' . � • ' • . . • � . '
• Legislative and regulatory compliance
• Conservation/DSM (Behavior Modification)
• Distributed Generation
- Traditional
- Renewables (roof top solar)
• Revenue stability
• Alignment with cost of service
• Simplicity
• Other
. . .
Averagelncrease
Residential Monthly Bill 2023 O�erall 3-Year Increase Manthly � Annual
kWh�Ma 2019/2020 Z-02� $ % $ %
40a $ fi7.90 $ 72.83 $ 4.94 7.3°/0 $ 7..65 2.4°/a
500 $ 79.20 $ $4.79 $ 5.6a 7.1°/0 $ 1.87 2.3%
60d $ 9D.49 $ 95.75 $ 6.25 6.9°� $ 2.08 2.3%
7QD $ 101.79 $ 108.71 $ 5.91 6.8°/0 $ 2.3� �.2°/
800 $ 113.�9 $ 120.66 $ 7.57 6.7% $ 2.52 2.2°/a
90Q $ 124.39 $ 132.62 $ 8.23 5.6°� $ 2.74 2.2%
Small A�erage Increase
Commercial Monthly Bill 2023 a�erall 3-Year Increase Monthly � Annual
kWh/Mv Z019/2020 2fl��' $ °/❑ $ %
Z50 $ 62.74 $ 63.27 $ Q.$3 Q.S% $ 0.1$ fl.3%
750 $ 121.49 $ 123.8I $ Z.32 1.9% $ 0.77 �.6%
1,250 $ 18�.23 $ 184.35 $ 4.12 2.3% $ 1.37 fl.8%
1,750 $ 238.98 $ 244.89 $ 5.91 2.5% $ 1.97 0.8%
7,Z5� $ 297.,72 $ 345.43 $ 7.71 2.6% $ 2.57 0.9°/a
2,750 $ 356.47 $ 355.97 $ 9.5❑ 2.7% $ 3.17 Q.9%
3,25❑ $ 415.�1 $ 4Z6.51 $ 11.30 2.7% $ 3.77 fl.9%
Page 42
� ,�' 'r � ;::
�=
�
��,r�i�it �..
:-�� � . ��
�� ' �• � �
� ;
� �
Page 43
Ordinance 11-20 - Staff Letter in Response
to Public Comment provided 06-08-2020
�
TC��N oF ESTES PAI�
Aug 17, 2020
Town of Estes Park
Board of Trustees
170 MacGregor Ave
Estes Park, CO 80517
RE: Response to June 8 Letter Concerning Electric Rates
Mayor Koenig and Town Trustees,
On June 8, 2020, Mr. David Standerfer sent an email with an unsigned, undated commentary
on the Power and Communication rate study and the recommended rate increase for electric
service. In this letter, Mr. Standerfer made several comments and included selected
statistical data to support his position. This letter is staffs' response to many of the claims
and assertions made in this letter, hopefully providing more clarity into the proposed rates.
Throughout the letter, Mr. Standerfer focused entirely on only one of three rate components
used to calculate a customer's electric bill. The three components are the base fee,
consumption fee, and purchased power rider fee. It is important that the entire rate be
considered when looking at impacts to customers. Part of the rate setting process involves
looking at the individual components, setting them at the appropriate level, and then
evaluating the total impact. At times,the costs recovered through the individual components
are realigned based on modern rate design methodology.
Under the current methodology,the base fee is the flat monthly component of the rate which
is intended to cover most of the fixed costs of the system, i.e.the costs necessary to be ready
to serve the customer regardless of the amount of power sold. The distribution system must
be ready and in good working order, basic operations must be funded, and monthly billing
processes must be in place. These costs are incurred each and every month regardless of the
amount of power sold. The base fee should recover most of these costs. The base fee in the
past was not adequately covering these costs so it has been systematically raised over the
last few years to better align with this rate design methodology.
170 MACGREGOR AVE. P.O. BOX 1200,ESTES PARK CO. 80517 WWW.ESTES.ORG
Utility Department& 970-577-3560
Finance Department rbergsten@estes.org
dhudson@estes.org
Page 44
Capital costs and purchased power costs are additional costs that must be recovered through
rates and these have been generally recovered through the consumption and purchased
power rider components. The individual rate components are clearly displayed on each
utility bill.
Comments were made that increasing the base fee negatively impacts those who least can
afford it. Actually, when you look at the impact of the total rate changes, it actually benefits
the year-round residents, including those individuals who struggle the most with rate
increases. Setting the base fee at a rate that recovers the fixed costs as discussed earlier is
more equitable to all customers. These fixed costs are incurred whether a person uses no
power during part of the year, like our seasonal residents, or whether a person uses power
year-round. If the base fee was not increased to recover these costs,the costs would have to
be recovered through increased rates for the consumption and purchased power rider
components. The year-round resident would in effect subsidize the seasonal resident by
paying the increased consumption and purchased power rider rates.
A family living in Estes Park all year round using an average 700 kWH a month would have
seen a 19.3%increase over the last 3 years. A family who did not use their second home and
only paid a base fee would have seen the 239% increase indicated, covering their portion of
fixed system costs.
Much of the commentary was focused on the transfer of profits to the General Fund as the
owner of the utility. This is an annual transfer approved through the budget process and has
occurred for decades.
Mr. Standerfer questioned the motives for the transfer and even accused the Town of raising
the transfers specifically for new projects such as the Multi-Purpose Event Center and
parking structure. Actually, the amount to be transferred is calculated by estimating utility
revenues and then applying a percentage rate. The General Fund budget is then scaled to fit
the available revenues, not the other way around as suggested.
During development of the 2019 budget (mid-year in 2018) and the 2020 budget (mid-year
in 2019), the Finance Director reduced the percentage of revenues transferred in an effort
to limit growth in the amount transferred simply due to rate increases. The amount
calculated and budgeted is transferred equally each month. Because the budget is based
upon estimated revenues,the percentages of the resulting transfers to actual utility revenues
can fluctuate but the following chart reflects these reduction efforts. Contrary to repeated
accusations,the percentage of actual transfers to actual electric charges for service revenues
has gone down. Staff currently plan to continue this effort to gradually reduce the amount
transferred each year in an effort to bring this closer to an 8-9% target. This gradual
approach provides for a more measured transition of General Fund operations to a lower
dependence on transfers without resulting in a budgetary crisis of our own creation.
170 MACGREGOR AVE. P.O. BOX 1200,ESTES PARK CO. 80517 WWW.ESTES.ORG
Utility Department& 970-577-3560
Finance Department rbergsten@estes.org
dhudson@estes.org
Page 45
Fiscal Year Actual Electric Profit Transfer Percentage of
Ended Charges for to the General Actual
December 31, Services Fund Transfers to
Actual Charges
� 2015 � $13,639,816 � $1,351,884 � 9.91% �
� 2016 � 13,907,893 � 1,391,740 � 10.01% �
I 2017 � 15,287,109I 1,646,929I 10.77% �
� 2018 � 16,381,233 � 1,731,228 � 10.57% �
� 2019 � $17,856,743 � $1,772,928 � 9.93% �
As with most financial analysis, it is critical to try to compare "apples to apples." The
Town's finances are no different. The Town's operations have evolved over the years,with
the Multi-Purpose Events Center accounted for separately from the General Fund until
2015, after which it became another department within the General Fund. The Community
Reinvestment Fund must also be taken into account since its primary funding source is a
transfer from the General Fund. After factoring out the transfers between these operations
and comparing apples to apples,the "General Fund" expenditures totaled $12.7 million in
2011 compared to $18.4 million (unaudited number) in 2019. This was an increase of$5.7
million. During that same period, General Fund sales tax revenues grew from $7.6 million
to $13.4 million, an increase of$5.8 million. This is not"growth on the backs of electric
customers" as claimed.
As is true for many major initiatives and projects, members of the public will have different
perspectives and opinions. Trailblazer Broadband is a prime example. Over the last
several years, increasing the availability of high-speed internet services within the Estes
Valley has been a high priority for the community. In 2015,voters overwhelmingly (92%)
chose for the town to have the right to develop and provide this service. Most recently, in a
2018 citizen survey, 2/3 of respondents wanted better internet service, ranking it the
highest priority among 40 current and potential services. In response to this demand from
residents and businesses alike, the Town leveraged the capabilities of the Light and Power
Division's smart grid system, expanding it to include delivery of high-speed internet
services. In 2019, the Light and Power Division was renamed the Power and
Communications Division and the Town Board approved the sale of revenue bonds to make
the expansion of high-speed internet services a reality in direct response to the desires of
the majority of the community.
One of the primary benefits of a government owned and operated utility is access to the
governing board and local officials who help manage that utility. Mr. Standerfer pointed
out that approximately 53% of electric customers reside outside of the Town limits and do
not elect the Town Trustees who approve the electric rates for all customers. However, it
is not the ability to vote on the Town Trustees that provides the benefit but rather the
170 MACGREGOR AVE. P.O. BOX 1200,ESTES PARK CO. 80517 WWW.ESTES.ORG
Utility Department& 970-577-3560
Finance Department rbergsten@estes.org
dhudson@estes.org
Page 46
relatively easy access to discuss concerns with the Town Trustees. Individual members of
the public do not vote on Public Utility Commission members and probably have no idea
about who they are, where they live, or if the PUC member even has been to Estes Park.
However, chances are good that the customer will know how to contact the Mayor, Town
Trustees, Utility Director and Finance Director. Customers know or can easily find out
when the Town Board meets and how to contact them and/or relevant staff with questions
or concerns. The June 8th letter from Mr. Standerfer is proof of that ease of access.
Utility rate setting processes are held locally with hearings and discussion held during
regular public Town Board meetings. All public input is welcomed, regardless of where the
individual lives, including input from Mr. Standerfer. Trustees seriously consider the input
received and then must make a decision with the entire utility in mind. Living and working
in the local community, understanding of the local community, the topography of the area,
and the internal workings of the electric system are important considerations that can be
lost when going through a state-wide board such as the Public Utility Commission.
The Public Utility Commission is critical when dealing with private for-profit utility
companies. The individual customers of large corporate utilities such as Xcel Energy
generally do not take part in the corporate board room conversations, limiting the
individual customer's ability to have direct input into rate considerations. The PUC
performs a vital service by representing the interests of customers of these organizations,
among other duties. This is not necessary in a local government owned and operated
utility since customers can just email, call or participate during the very public rate
hearings held locally.
In conclusion, Mr. Standerfer raised three main questions as follows:
1) Is the Power and Communications Division a "municipally owned" utility service if
53.4% of residential customers live in unincorporated Larimer County? Or should it
be treated as a privately-owned public utility? Yes.the system is a municinallv
owned and onerated utilitv under C.R.S. 31-15-707.
2) Do the trustees of Estes Park have authority to unilaterally set utility rates? Or does
the Public Utilities Commission have jurisdiction and authority? If not,who
represents the majority? C.R.S. 40-3.5-102 exulicitiv assi�ns the Town Board of
Trustees the authoritv and resnonsibilitv to adont all necessary rates. char�es and
re�ulations within the municinal utilitv's authorized electric service areas which lie
outside the iurisdictional limits of the municinalitv. It�oes on to state the rate shall
not discriminate between or amon�those customers within the authorized service
area without PUC annroval. In accordance with this.the Town char�es the same
electric rates to customers both inside and outside the Town limits. therefore not
reauirin� PUC annroval.
170 MACGREGOR AVE. P.O. BOX 1200,ESTES PARK CO. 80517 WWW.ESTES.ORG
Utility Department& 970-577-3560
Finance Department rbergsten@estes.org
dhudson@estes.org
Page 47
3) Did Town trustees have unilateral authority to obligate electric customers in
unincorporated Larimer County to revenue bonds so that the Town could build a
"for-profit" internet service? As a TABOR exemnted Enternrise Fund (Article X.
Section 20(21(dl of the Colorado Constitutionl.ves. the Town Board of Trustees has
full authoritv to issue revenue bonds without an election.
Each customer is entitled to his or her opinion and those opinions are equally considered
by the board. The Town strives for transparency and openness in conduct of the public's
business and providing a clear understanding and open discussion of utility rates is no
exception.
Sincerely,
Duane Hudson, Finance Director
Reuben Bergsten, Utility Director
170 MACGREGOR AVE. P.O. BOX 1200,ESTES PARK CO. 80517 WWW.ESTES.ORG
Utility Department& 970-577-3560
Finance Department rbergsten@estes.org
dhudson@estes.org
Page 48
Ordinance 11-20 Public Comment provided 06-08-2020
Out of Control Uti I ities
The Power and Communications Division is
proposing another rate increase beginning in 2020.
If the trustees approve the proposed 2020 electric rate schedule,the base fee for residential service
will increase to $25 per month on January 1, 2022, marking a 432% increase in just 10.6 years.
In 10 years,the profit transfer from the Power and Communications Division to the Town's General
Fund went from $958,589 (2009)to $1,772,928 (2019), an increase of 85%. The first substantial
increase occurred in 2013 and the second in 2017.
Meanwhile,from 2009 through 2019, property tax revenue was flat, averaging$343,715 annually
(including a full property tax refund of$357,008 in 2017). Estes Park property taxes remain one of
the lowest in Colorado, a fact that is rolled out when utility profits are challenged.
In 2019, profits from electric rates accounted for 9%of General Fund revenues,while property taxes
accounted for 2%. Property tax revenue in 2019 was just$31,287 more than in 2009,while revenue
from electric utility profits in 2019 was$814,339 more than in 2009. Clearly,the Town "targets"
electric utility profits over property taxes to balance the budget.
The base electric fee for residential customers
rocketed 239% i n 3.3 yea rs
Prior to the rate increase on May 25, 2011,the base fee for residential electric service was just$4.70
per month. On February 20, 2013, after three rate increases, the base fee was$6.70 per month.
The 2016 rate schedule, beginning September 5, 2016, raised the residential base fee by 239% in
just 3.3 years to $22.70 per month. In less than 8 years,the base fee for residential services
increased 383%.
In 2011,the profit transfer from the Power and Communications Division to the Town's General
Fund was$1,039,550. In 2013, two years later,the profit transfer was$1,309,962, an increase of
$270,412, or 26%over 2011.
In 2016,the profit transfer to the Town's General Fund was$1,391,740. In 2019,three years later,
the profit transfer to the Town's General Fund was$1,772,928, an increase of$381,188, or 27.4%
more than 2016. As a result of the 2016 rate hike,the Town's General Fund raked in $975,865 in
additional profits, nearly$1 million in just 3 years.
Nowhere in the 2016 rate study, FAQ announcement,or during presentations, did the Town disclose
that profits would grow by nearly$1 million in a single rate cycle, or how the Town would spend its
newfound money. Deception as a tactic? Clever indeed: 1) mislead the consumer with "utility"
gobbledygook, 2) withhold pertinent details, 3) rake in profits, and 4) pay for more government
ideas.
Page 49
Do citizens even care? They do! The National Citizen Survey conducted in 2014, 2016, and 2018
evaluated governance in terms of"public confidence", "acting in the best interest of Estes Park",
"honesty", and "fair treatment". The 2018 results were significantly lower than 2016, and the 2016
results were lower than 2014. A trend going in the wrong direction.
The Town grew General Fund revenues by nearly
one million dollars in just 3 years on the backs of
electric customers.
What about families who struggle financially to pay for rent, food, childcare, and medical services,
among other necessities? Electricity is one of the most essential services in daily life,yet residential
base fees skyrocketed 239% in 3.3 years while the Town raked in more profits. What value did
families receive for digging deeper into their pockets? More importantly, what did families give up?
What about retirees who are living on a fixed income? According to the U.S. Census, residents 65
and older represent 33%of the population living in the 80517-zip code area. What about 44%of
households who make less than $45,000 annually, or the 25%of households who make less than
$30,000 annually? How did this effect their pocketbook?
Fact: A family with two children living in an 800 square foot home pays the same residential base
fee as a family living in a 3,200 square foot home. Targeting electric utility profits to grow
government puts an unfair burden on those who can least afford this life-essential service.
Now,four years later,the Town wants to hike electric rates again, and it's justifying it with the same
"utility" gobbledygook. In 2020 the Power and Communications Division is planning to transfer
$1,720,029 in profits to the Town's General Fund. Does the Power and Communications Division
really need more money?
The Town of Estes Park doesn't have a revenue
problem, it has a spending problem.
The sharp increase in profit transfers from the Power and Communications Division in 2013 and
again in 2017, coincided with the trustee's approval of the new Event Center(February 2013) and
approval of the parking structure (December 2016). The payment on the Event Center is
approximately$515,000 annually through December 1, 2027. The payment on the parking
structure is approximately$400,000 annually through January 1, 2032. Combined, the Town has a
$915,000 drag on its budget. Is this the reason the Town needed to rake in an additional $1 million
in just 3 years? Is this the real reason behind paid parking?
In 2011,the Town's General Fund expenditures were$10.8 million. In 2019,the Town's General
Fund expenditures were$19.7 million, an 82% increase in just 8 years. More employees, more
buildings, more vehicles, and more government ideas. The parking garage sits empty and the event
center is underutilized. Now the Town is launching a for-profit internet service. Will Trailblazer be
successful? If not,the burden shifts to the utility customer.
Page 50
In 2011, sales tax revenue for the General Fund
was $7,422,537. In 2019, it was $13,071,474,
a 76% increase in 8 years.
In the last 8 years, beginning in 2012, sales tax revenue going to the General Fund increased an
average of 7.45%year-over-year. In the last 3 years, beginning in 2017, sales tax revenue for the
General Fund increased an average of 8.43%year-over-year.
In 2019,the sales tax revenue going to the General Fund was a whopping$5.65 million more than in
2011, excludin� 1A sales tax revenue that raised more than $14 million in 5 years. Please reflect on
this forjust a moment. After citizens approved a 1%sales tax in April 2014, 60%going to local road
repair,the Town still didn't have enough money. So, in July 2016,trustees approved an increase in
the base electric rates and tapped the consumer for an additional $1 million over a 3-year period to
pay for more government.
More government ideas? More Spending
More debt?
What could possibly go wrong?
As of November 14, 2019, the Town trustees unilaterally raised approximately$26 million through
revenue bonds to build the Town's high-speed internet infrastructure—a subscription-based, for-
profit business venture known as Trailblazer. Internet is not a life-essential "public" service,yet
every electric customer is now responsible for paying off any portion of the revenue bonds and
interest not met through subscriptions, including those families who can least afford it. Why did the
Town align a risky business venture to an essential utility?
The Town is now fully committed to the buildout of Trailblazer. There is no turning back. In the
post COVID-19 economy, will consumer priorities and purchasing behavior change? In other words,
will consumers rein in discretionary spending? If so,will there be enough subscribers to meet
Trailblazer's debt payments? If not, stand by for another rate hike.
How did the Town finance its spending
splurge over the past six years?
In February 2013,The Town used the Town Hall municipal building and a portion of the parking lot
as collateral to finance construction of the event center($6,075,000). In December 2016,the Town
used the 18 Hole Golf Course and two buildings as collateral to finance the upper levels of the
parking garage ($4,225,749). In November 2019, after the town ran out of high value property to
collateralize,they offered up electric customers as bond guarantors so that the Town could build its
state-of-the-art internet service, including"bragging rights" over Longmont($26,000,000).
Next up? Paid parking in downtown to raise more revenue. And after that? A stormwater
"utility"to raise tens of millions for taming mother nature and protecting those who eagerly
Page 51
purchased property adjacent to mountain rivers. More government debt, more spending, and less
money for the people who earn it. Will the Town ever be satisfied?
Who do we hold accountable? Is it the high-priced consultants who cheer from the sidelines? Is it
Town staff who come up with grand ideas, craft the narrative, and offer creative financing? Is it the
trustees who fail to ask the hard questions? Is it"We"the people?
Over 53% of the residential electric customers
have no voice at the ballot box, and no choice.
On April 24, 2020,there were 3,992 residential electric customers residing inside the Town of Estes
Park(i.e., eligible voters) and 4,568 customers residing in unincorporated Larimer County. Over
53% of"We" the people have zero protections and no political recourse at the ballot box, a crucial
argument since municipally owned utilities operate independently of Colorado's Public Utilities
Commission.
The long-held legal position has been that citizens retain ultimate authority and control over
municipally owned utilities. If unhappy with rates or service,the "electorate" can replace trustees
on election day. But when 53.4%of non-residents generate a substantial share of the utility profits,
thereby keeping Town property taxes low, is there any incentive for the Town's electorate to act
(i.e., the law of inverse consequence)?
Town trustees use their authority to set electric rates and approve utility revenue bonds, but
represent just 46.6%of residential electric customers (i.e., eligible voters). The majority, on the
other hand, have no vote, cannot serve as a trustee, or run for mayor. With no vote and no choice,
the majority are left to the "whims and excesses" of Town government. "We" the people are
effectively silenced.
Should municipally owned utilities be a profit center, or should utilities operate as a not-for-profit
service? The most logical explanation for leaning on utility profits to help balance the budget is that
"public permission" is not necessary. Just hire consultants for legitimacy, cleverly craft the
narrative, raise rates incrementally, and hope that no one notices.
Several questions arise:
Is the Power and Communications Division a "municipally owned" utility service if 53.4%of
residential customers live in unincorporated Larimer County? Or should it be treated as a
privately-owned public utility?
Do the trustees of Estes Park have authority to unilaterally set utility rates? Or does the Public
Utilities Commission have jurisdiction and authority? If not,who represents the majority?
Did Town trustees have unilateral authority to obligate electric customers in unincorporated
Larimer County to revenue bonds so that the Town could build a "for-profit" internet service?
Email received from Mr. David StanderFer
Page 52
Ordinance 11-20 - Public Comment received 08-21-2020
: . . . . . . .
� .� . - .�,c}1"`,�.�?'`.-- � ' -
� r�;.��,_... ti
}' � �{ . .., .
r��� � . _: . � .
- -- ..� .i � .•'q�'�,'�S���i�
. 5'.��f � . -- 'y#.�t�.�...., ��y I � :" ��
E� ��''I �• ����q��* � ,� . �
� � ��� •{�����'_� __i _ -
r .. . ��_` � �� � �1�r,ld , � f .
1_� _ ._ .r .._ ��
�°� � � - - ti - - :�� i
J � . � I . . — ,.� _.�.r • � , i i
� � -I s ..
-- � � 'r ' ,��
:; �-.L�s �.�..��..':, :�.,���=�� _.11_� -.�� -
J�: t«,w� v�• � �° �e`� �� ��� � � '�� .
The Board of Trustees want to hear from members of the community. The following
form was created for general public comment or public comment on any agenda items.
The Town Board of Trustees will participate in meetings remotely due to the Declaration of
Emergency signed by Town Administrator Machalek on March 19, 2020 related to COVID-19
and provided for with the adoption of Ordinance 04-20 on March 18, 2020.
Regular meetings of the Town Board are held on the second and fourth Tuesdays of each
month at 7 p.m. Agendas and the agenda item list below will be posted the Wednesday prior to
each meeting.
Click here to view the current Agenda.
Please enter your full name.(This information is required to ensure the Town keeps accurate records of public
comment.
Name* Connie Phipps
Stance on item:* For Against Neutral
Public comment must be received by noon the day of the Town Board meeting. All comments will be
compiled for Board distribution prior to the meeting.
Agenda items are available the Wednesday prior to each Town Board meeting.To provide public
comment on an upcoming item please use the drop down below to select the Agenda item title.
Agenda Item Title* Ordinance 11-20 Proposed Electric Rate Increase.
If you do not see the Agenda Item Title please email public comment to townclerk@estes.org.
Public comment can be attached using the Upload button below or typed into the text box below.
File Upload Files are limited to PDF or JPG.
25 MB limit.Video files cannot be saved to the final packet and must be transcribed before submitting.
Page 53
Comments for the Limited to a maximum of 1000 characters.
Board of Trustees:* The proposed residential electric rate increase is not justified.The electric rate study
is a"tutorial"on how power is received and distributed--NOT about actual
revenues and expenditures that would indicate a need for increased rates.
The transfer of$1,771,928 from the Light and Power Fund to the General Fund in
December,2019, is excess income. (Budget: Light&Power Fund Details,Town of
Estes Park).WHY IS THIS RATE INCREASE REQUESTED?The base rate in 2016
was$6.70 or$7.70 depending on rate class and rises steadily to$22.70 and$26.10
in 2019.This is a flat customer charge that has nothing to do with usage and is an
increase of almost 250%and now requesting$9 more per month!
The current base rate in Longmont is$15.25.
There are many low income residents/households that cannot afford these
continued, unnecessary increased.
The rate increase should be denied.
Please note,all information provided in this form is considered public record and will be included as permanent record for
the item which it references.
� J
Page 54
Ordinance 11-20 - Public Comment received 08-24-2020
August 24, 2020
Dear Mayor and Trustees,
The proposed residential electric rate increase by adding $9 to the base electric charge
is not needed. The increase is not justified.
The electric rate study results is only a tutorial on how power is used and transferred - -
not on budget or costs and revenue balance.
Attached are sheets of information pertaining to the Light and Power Budget. I have
numbered these pages at the bottom.
Please look at the Light and Power Fund Final Budget (Page 97 which is my sheet# 1).
There is a transfer to the General Fund out of the Light 8� Power Fund of$1,772,928
after all expenses.
Note that the supply source cost has remained fairly level from 2017 to 2019.
According to the Town of Estes Park, Notes to Financial Statements, December 31,
2018, Note 6 states that annually both the Light and Power and Water Funds subsidizes
the General Fund out of surplus revenues. If the Light and Power Fund has a surplus, it
does not require the additional rate increase to fulfill it's obligation to customers.
If you look at the Electric Rate Summary, my sheet#2, you will see that the base rate in
2016 was $6.70 or $7.70 depending on rate class and rises steadily to $22.70 and
$26.10 in 2019. This is an increase in the base rate of almost 250% - - there's
something wrong with this picture! And now asking $9 more! I feel that we have been
overcharged apparently for years? There is definitely a lack of transparency.
There are many low income residents who cannot afford these continued, unnecessary
increases. Additionally, since there are surplus Light and Power funds, the town should
look at establishing a relief fund where households having adverse financial
consequences due to CoVID may apply and receive help. (Similar to the City of Grand
Junction). The town needs to postpone collections of past due accounts for another six
months until we get through the pandemic.
The rate increase must be denied.
Sincerely,
Connie Phipps
585 Wonderview Ave.
Estes Park, Colorado
Page 55
_ i �
Light� Power Fund Detaits
Enterprise Fund,#502
Town of Estes Park-2019 Budget.xisx
Actuals Budget Est Actuals Flnal Budget
2017 2018 2018 2019
Coveraae Data
Debt service rotio• 9.18 4.57 12.26 6.68
Bond covenant requirements 1.25 1.25 1.25 1.25
•Deht servlce ratio=(total revenues•[ohl expenditures+apltal+futurc vehfd e replacement+debt
90 days operating caverage•(>3.00) 2.50 1.46 2.70 2.50
'9D day O&M retio=fund balance/((total expenditures•apital-fut veh repl-tnns(ers out•debt svc)x.25)
Fund balance 5 8,325,317 5 5,295,248 $ 9,487,970 5 8,598,866
(90daycoverege-O&Mperabove) (3,331,690) (3,616,459? (3,517,460) (3,434,514)
Netfundbalanceafter90daycaverage 5 4,993,627 5 1,678,790 $ 5,970,510 $ 5,164,352
Summary of expendlture tlrpes
Saurce of Supply 5 7,350,123 5 7,544,166 S 7,554,166 $ 7,554,806
Personnel
Salaries 2,253,646 2,253,678 2,256,839 2,493,681 �
BeneHts 1,048,975 919,388 911,56B 988,213 ��
Operetions&Maintenance 3,013,150 4,099,382 3,698,046 3,014,563
Gpital 2,603,399 2,988,552 2,232,691 1,942,000
Debt Service 446,307 446,632 446,632 470,213
Transfers out 1.646,929 1.731,233 1.731.233 1.772,928
S 18,362,529 5 19.983,031 5 18,831,175 5 18,236.404
Personnel FTE level
Utflltfes Director 0.58 0.58 0.58 0.58
Utllltles Superintendent 0.00 0.00 0.00 0.00
Line Superintendent 1.00 1.00 1.00 1.00
Crew Chief 1.00 1.00 1.00 1.00
Lead Lineworker 4.00 4,00 4.00 3.00
Lineworker 5.00 5.00 5.00 6.00
Line Equlpment Speclallst 3.00 3.00 3.00 2.00
Graundworker 2.00 2.00 2.00 3.00
Material Mgmt.Speclalist 1.00 1.00 1.00 1.00
Utility Field Speclallst 1.00 1.00 1.00 1.00
Meter Technician 1.00 1.00 1.00 1.00
MeterTechnicfan-Temporary 0.33 0.33 0.33 1.00
Administrative Assistant 0.70 0.70 0.70 0.70
Administrative Assistant-Shop 1.00 1.00 1.00 1.00
Utllitles Coordinator 0.60 0.60 0.60 0.60
Project Manager 1.00 1.00 1.00 1.00
Oocument Tethnicfan 0.00 1.00 1.00 1.00
Facilitles Manager 0.07 0.07 0.07 0.07
Town Clerk 0.48 0.48 0.48 0.48
Administrative Assistant 0.48 0.48 0.48 0.48
Administrative Assistant 0.48 0.48 0.48 0.48
Human Resaurce Manager 0.48 0.48 0.48 0.48
Ffnance Director 0.26 0.26 0.26 0.26
AccountingManager 0.26 0.26 0.26 0.26
Attountant 016 0.26 0.26 0.26
Accounts Payable 016 016 0.26 0.26
UtilityBillingSpecfalist 0.68 0.68 0.68 0.68
Payroll7echnician 0.20 0.20 0.20 0.20
Administrative Clerk I/II{2) 1.22 1.22 1.22 1.22
Tawn Administratar 0.48 0.48 0.48 0.48
Assistant Town Administrator 0.48 0.48 0.48 0.48
Executive Secretary 0.48 0.48 0.48 0.48
Public Infarmation Officer 0.48 0.48 0.48 0.48
Total 30.26 31.26 31.26 31.93
Pa9e ss ot�s4 Page 56
^
f �e� . �
Light and Power Fund
Enterprise Fund,#502
Town of Estes Park-2019 Budget.xlsx
Actuals Budget Est Actuals final Budget
2017 2018 2018 2019
Debt Service
BANK FEES $ 150 $ 0 S 0 $ 400
PRINCIPAL ON BONDS 295,000 305,000 305,000 320,000
INTEREST ON BONDS 151,157 141,632 141,632 129,813
PRINCIPAL/CAPITALLEASE 0 0 0 15,500
INTEREST/CAPITAL LEASE 0 0 0 4,500
$ 446,307 $ 446,632 $ 446,632 $ 470,213
Capital
METERS $ 0 $ 515,000 $ 515,000 $ 100,000
TRANSfORMERS 0 157,824 157,824 150,000
COMMUNICATION EQUIPMENT 0 35,000 15,000 160,000
LABORATORY EQUIPMENT 2,552,304 0 0 0
TOOLS 0 40,638 40,638 25,000
OTHER EQUIPMENT 0 100,000 100,000 162,000
TRUCKS 0 0 39,753 0
STREET LIGHTS 0 50,000 50,000 20,000
OVERHEAD LINES 14,278 637,832 401,334 695,000
UNDERGROUNDCONDUCTORS 7,568 568,826 195,500 0
CUSTOMER SERVICE LINES 0 150,000 275,682 300,000
FIBER OPTIC INSTALL 29,249 597,806 351,960 250,000
SOFTWARE DEVELOPMENT 0 135,626 90,000 80,000
$ 2,603,399 $ 2,988,552 $ 2,232,691 $ 1,942,000
Pe9e�oo or�saPage 57
-- a -
TOWN OF ESTES PARK, COLORADO �
Electric Rate Summary 2016-2019 E S T E 5 r A R K
C O L O R A D O
�n-Peak Off-aeak Standard
Customer Energy Energy Demand Rate for
Customer Rate Class Year Charge Consumptior Consumptio�= Charge May thru
3AYlonth Charge Charge S�kW August
SIkWh E1kWh S/kWh
RESIDENTIAL'* � 2016 � $6.70 � $0.11229 � - � - � -
sept��s � $�o.�o � $o.�osss � - � - � -
Available to all residential customers and residen6al 2017 � $14.70 � $0.10890 � - � - � -
customers with electric heat up to 25,000 kWh 2018 � $18.70 � $0.10920 � - E - � -
annually.
2019 � $22.70 � $0.10950 � - � - J -
r::`r::.:.=.V YYAI.DEMAI►��`* � 2016 t $7.70 $0.07175 --- 10.62 --- -
Sept'16 � $12.30 � $0.06505 � - � $12.00 ] -
Available to e�asting customers on this rate,September 2017 � $16.90 � $0.06508 � - � $12.50 � -
through April. All other times is Residen8al energy 2018 � $21.50 � $0.06526 � - � $13.10 � -
charge.
2019 � $26.10 � $0.06544 � - � $13.60 � -
RESIDENTIAL ENERGY TIME-0E-0AY" � 2016 � $7.70 � $0.13054 � $0.07100 � - � -
Sept'16 � $12.30 � $0.13650 � $0.06820 � - � -
Available to all residential custamers using electric 2017 � $16.90 � $0.14130 � $0.07060 f - � -
thermal storage heat. 2018 � $21.50 � $0.14700 � $0.07345 � - � -
2019 J $26.10 � $0.15200 t $0.07595 � - J -
.
RESIDENTIAL ENERGY BASIC TIME-0E-DAY'* �� 2016 � $7.70 $0.13100 � $0.10721 � - �$0.11229
Available to all residential custamers not using electric Sept'16 � $12.30 � $0.13500 � $0.10812 J - �$0.10885
thermal storage heat These rates apply Seotember 2017 � $16.90 � $0.13350 � $0.10691 � - �$0.10890
throuah Anril.The standard ResidenGal rate applies 2018 � $21.50 � $0.13400 � $0.10731 � - �$0.10920
May through August-see sixth column to the far righG 2019 � $26.10 � $0.13450 � $0.10771 ' - �$0.10950
SMALL COMMERCIAL** � 2016 � $9.85 $0.10958 � - � - � - �
Sept'16 � $15.73 � $0.10800 � - � - � -
Available to all commeraal customers with demands of 2017 � $21.61 � $0.11000 f - � - � -
35 kW or less. 2018 � $27.49 i $0.11200 � - � - � -
2019 � $33.37 � $0.11400 � - � - � -
:i�rw��.�u�������.�:���►�� .....�����r=u4r �� 2016 � $10.85 � $0.13510 � $0.06571 1 -- � -- �
Sept'16 � $17.33 � $0.14300 � $0.06269 � - � -
Available to all commercial customers using electric 2017 [ $23.81 � $0.15000 i $0.06576 ' - � -
thermal storage heat with demands of 35 kW or less 2018 � $30.29 � $0.15600 � $0.06839 � - � -
2019 f $36.77 � $0.16150 � $0.07080 � - � -
LARGE COMMERCIAL" � 2016 � $13.35 � $0_05709 � - � � $11.14 � -
Sept'16 � $21.32 � $0.05355 � - � $13.00 � -
Available to all cammeraal customers with demands 2017 � $29.29 � $0.05640 � - � $13.65 � -
exceeding 35 kW 2018 � $37.26 � $0.05950 � - � $14.25 I -
2019 � $45.23 � $0.06250 � - � $14.80 � -
LARGE COMMERICIAL TIME-0E-DAY" 2016 $15.70 $0.07296 � $0.04484 � $13.40 � -
Sept'16 � $25.07 � $0.07000 f $0.03795 f $15.25 j -
Available to all commeraal customers with demands 2017 � $28.12 � $0.07350 � $0.03985 � $16.00 � -
exceeding 35 kW 2018 � $35.77 � $0.07750 � $0.04202 � $16.85 � -
2019 � $53.18 � $0.08200 � $0.04446 � $17.45 � -
OUTDOOR AREA LIGHTING � 2016 � $10.77 � - � - � - �� - �
sept��s f $��.20 l - I - ! - 1 -
Available for lighting outdoor private areas 2017 � $23.63 � - � - � - � -
2018 � $30.06 � - � - � - � -
2019 � $36.49 � - � - � - l -
Page 58
� SERVICE ADDRESS: � Last Bill Amount 148.87
Payments -148.87
ACCOUNT NUMBER CYCLE BILL DATE DUE DATE Adjustments .00
02-43 4/16/2020 5/5/2020 Balance Forward .00
Service Period .Days Meter Number Mutiplier Unit Current Readina Previous Readine s e
EL 3/2/2020 4/2/2020 31 77086619 100.0000 KVUH 74.22 68.52 570.00
WA 3/2/2020 4/2/2020 31 18904319 1000.0000 TGAL 1762.39 1757.54 4850.00�
�0
��
CURRENT CHARGES Speclal Bilt Message
SERVICE CONSUMPTION CHARGE TOTAL
The Town of Estes Park will continue to
CUSTOMER CHARGE .00 22.70 support its utility customers during the
USAGE 570.00 62.42 COVID-19 pandemic. All penalties and
WHOLESALE POWER COST 570.00 1.99 late fees, as well as all shut offs for
TOTAL ELECTRIC $���� nonpayment, have been suspended.
Please continue making full or partial
BASE FEE 2000.00 42.33 payments as you cam.Water and
WATER USAGE 2850.00 18.75 electric payments may be made at the
TOTAL WATER 61.08 curbside utility payment box on
MacGregor Avenue, or at
CITY TAX 4.36 4.36 �•estes.org/onlinepayments
If you have questions or concerns,
please reach out to our Utility Billing
team at 970-577-4800.
TOTAL CURRENT CHARGES 152.55
I PREVIOUS BALANCE DUE NOW .00
I TOTAL AMOUNT DUE 152.55 �
UTILITY BILLING OFFICE HOURS: MONDAY- FRIDAY 8 AM-5 PM
TOWN OF ESTES PARK, P.O. BOX 1747, ESTES PARK, CO 80517-174�
PHONE:970-577-4800AFTER HOURS EMERGENCIES:970-586-533 ,��
w�vw.estes.org
Page 59
• • • ' - • 1 1
ELECTRIC RATE STUDY - FINAL DRAFT
� Town of Estes Park, Colorado
Estes Park Power and Communications
•� —
—
��.
. �
_. 1 �.
� ..�.....�
� ,
V .,,;i .,...�, �..a.e.. r � ��� . ���i "� . �
� 1�ni
/ey� �-yi `�. f '�^� .�i t�.�� w. �.`E �� . I y�
.. �
�� �, ��� � ��F���x �
.
+�Yu # < ���
r
��!` �*v,�y> � :�� '� �'� ,,,'� � ` � �, (1������ �/ �
� I � ;�.
'+' F fi �y� W F E:" Yi � f�: 'AC 1 (;����� S. _� � __
{ f�} ' N 1 �i �' �1 �ry�f 1d:4'�`���^,`��',�� �°�� p.,i \ �
w ,
_!'��F'�N� i a ��''r y � , " ,�xxb�,� N�¢i _ r+,�� � . .
. .i'a � � �qE . . �"� �.' ��°�:� � �a-^ a.e� - I I
1(
s
�"'�` ��� �� ;,�w� �� a,,,_ '�_ ��iliiuu�,iiiiun ��
.. k , •�� � � �� , '
� i'.. h' {_
I .�,_�4�:. p :.��'f � /.) \\
� _ , '� — �` � �
91�e+�.�. . __� ���e� ������
� �� �.� i.7�.R.- ..R`���_
"'.-e�: 1 _ i
���x .
Due to COVID-19, the Town of Estes Park chose to delay proposed rates by one year.
The Electric Rate Study was not revised. Delays in proposed rates are marked in red.
PREPARED BY:
. .
- � ' � ' & SO�UtI011S
.
ECONOMICS STRATEGY STAKEHOLDERS SUSTAINABILITY www.newgenstrategies.net
225 Union Boulevard
Suite 305
� ` Lalcewood, CO 80228
� + � � ,Q [al�+�an� Phone: (120) 633-9514
.
UL J 4
February 5, 2020
via email
Mr. Reuben Bergsten
Utilities Director
Town of Estes Park
170 MacGregor Ave.
Estes Park, CO 80517
Subject: Electric Cost of Service and Rate Design Study
Dear Mr. Bergsten:
NewGen Strategies & Solutions, LLC is pleased to submit the enclosed report to the Town of Estes Park
conveying the analysis, conclusions, and recommendations from the conduct of a comprehensive cost of
service and rate design study for the electric utility. This project could not have been completed without
the assistance of the Town of Estes Park's staff for which we are very grateful.
We appreciate the opportunity to assist you in this important project. Please contact me if you have any
questions regarding this report.
Sincerely, `
NewGen Strategies and Solutions, LLC
Joe Mancinelli
President and CEO
Economics � Strategy � Stakeholders � Sustainability
www.newgenstrategies.net
Table of Contents
Section 1 PROJECT SUMMARY......................................................................................... 1-1
Introduction ..................................................................................................................1-1
Electric Utility Description.............................................................................................1-1
Projected Energy Requirements ...................................................................................1-2
Usage Characteristics by Customer Class......................................................................1-2
Financial and Rate Making Tools...................................................................................1-3
FinancialForecast...............................................................................................1-4
Cost of Service and Rate Design Process Overview......................................................1-5
Cost of Service Results ..................................................................................................1-6
RateDesign....................................................................................................................1-7
Section 2 REVENUE REQUIREMENT....................................................... ............2-1
Revenue Requirement...................................................................................................2-1
Section 3 COST OF SERVICE..............................................................................................3-1
Functionalization of Revenue Requirement..................................................................3-1
Purchased Power Function.................................................................................3-1
Distribution Function..........................................................................................3-1
Customer Service Function.................................................................................3-2
Revenue Requirement by Function...............................................................................3-2
Classificationof Costs....................................................................................................3-3
Allocationof Costs.........................................................................................................3-4
Customer Class Allocation Factors......................................................................3-4
Cost of Service Results........................................................................................3-7
Cost of Service Results Compared to Current Revenue................................................3-9
Section 4 RATE DESIGN....................................................................................................4-1
RateDesign Offerings....................................................................................................4-1
RateDesign Objectives..................................................................................................4-2
ElectricRate Structure...................................................................................................4-3
RateDesign Results.......................................................................................................4-3
Residential Service (R) ........................................................................................4-3
Residential Demand Service (RD) .......................................................................4-7
Residential Energy Time-of-Day Service (RE)......................................................4-8
Residential Energy Basic Time-of-Day Service (RB) ............................................4-8
Small Commercial Service (C) .............................................................................4-9
Small Commercial Energy Time-of-Day Service (CE).........................................4-11
Large Commercial Service (CL)..........................................................................4-12
Large Commercial Time-of-Day Service (CT) ....................................................4-14
Municipal Service (M).......................................................................................4-14
Rocky Mountain National Park Administrative Housing (AH) ..........................4-15
Rocky Mountain National Park Small Administrative Service (AS)...................4-15
Rocky Mountain National Park Large Administrative Service (AL)...................4-16
. ' � � � SOIU#�DRS
Economics � Strategy � Stakeholders � Sustainability
Table of Contents
Renewable Energy Charge ................................................................................4-16
Outdoor Area Lighting.......................................................................................4-17
Revenue Adequacy of Proposed Electric Rates...........................................................4-17
Section 5 CONCLUSIONS AND RECOMMENDATIONS........................................................5-1
Conclusions....................................................................................................................5-1
RateRecommendations................................................................................................5-1
Avoided Cost for Net Meter Customers........................................................................5-2
AMIOpt-Out Fees..........................................................................................................5-2
OtherWork Performed .................................................................................................5-3
List of Tables
Table 1-1 Estimated Annual Energy Requirements.................................................................1-2
Table 1-2 2022 Summary of Projected Electric Utility Characteristics by Customer
Class..............................................................................................................................1-3
Table 1-3 Comparison of 2022 Revenues Under 2019 Rates with Cost of Service
Results ..........................................................................................................................1-7
Table 2-1 Revenue Requirement Development ......................................................................2-3
Table 3-1 Revenue Requirement by Function .........................................................................3-2
Table 3-2 Functionalized Revenue Requirement.....................................................................3-3
Table 3-3 Classified Revenue Requirement.............................................................................3-4
Table 3-4 Demand Allocator Comparisons..............................................................................3-5
Table 3-5 Energy Allocator Comparisons.................................................................................3-6
Table 3-6 Unbundled Cost of Service Results by Customer Class ($000) �1�.............................3-7
Table 3-7 2022 Revenue Shortfall with No Rate Increases......................................................3-9
Table 4-1 Retail Rate—Customer Class/Sub-Customer Class................................................4-2
Table 4-2 Residential Service Cost of Service, Current, and Proposed Rates..........................4-4
Table 4-3 Residential Demand Service Cost of Service, Current, and Proposed Rates ...........4-7
Table 4-4 Residential Energy Time-of-Day Service Cost of Service, Current, and
ProposedRates.............................................................................................................4-8
Table 4-5 Residential Energy Basic Time-of-Day Service Cost of Service, Current,
andProposed Rates......................................................................................................4-8
Table 4-6 Small Commercial Service Cost of Service, Current, and Proposed Rates...............4-9
Table 4-7 Small Commercial Energy Time-of-Day Service Cost of Service, Current,
andProposed Rates....................................................................................................4-11
Table 4-8 Large Commercial Service Cost of Service, Current, and Proposed Rates.............4-12
Table 4-9 Large Commercial Time-of-Day Service Cost of Service, Current, and
ProposedRates...........................................................................................................4-14
Table 4-10 Municipal Service Cost of Service, Current, and Proposed Rates........................4-15
Table 4-11 Rocky Mountain National Park Administrative Housing Service Cost of
Service, Current, and Proposed Rates........................................................................4-15
Table 4-12 Rocky Mountain National Park Small Administrative Service Cost of
Service, Current, and Proposed Rates........................................................................4-16
Table 4-13 Rocky Mountain National Park Large Administrative Service Cost of
Service, Current, and Proposed Rates........................................................................4-16
Table 4-14 Renewable Energy Charge Cost of Service, Current, and Proposed Rates..........4-16
Table of Contents
Table 4-15 Outdoor Area Lighting Cost of Service, Current, and Proposed Rates................4-17
Table 4-16 Revenue Requirement and Projected Rate Revenue from Proposed
Rates...........................................................................................................................4-17
Table 5-1 AMI Opt-out Enrollment and Monthly Fees............................................................5-2
List of Figures
Figure 1-1: Financial and Cost-of-Service Tools and Relationships .........................................1-4
Figure 1-2: Financial Forecast Model Development................................................................1-4
Figure 1-3. Cost of Service Process.........................................................................................1-6
Figure 4-1. Residential Service Rate Comparison...................................................................4-5
Figure 4-2. Residential Service Billing Impacts: Percent Change in Bills from 2019 to
2022..............................................................................................................................4-6
Figure 4-3. Residential Service Billing Impacts: Dollar Change in Bills from 2019 to
2022..............................................................................................................................4-7
Figure 4-4. Small Commercial Energy Service Rate Comparison............................................4-9
Figure 4-5. Small Commercial Energy Service Billing Impacts: Percent Change in
Bills from 2019 to 2022..............................................................................................4-10
Figure 4-6. Small Commercial Energy Service Billing Impacts: Dollar Change in Bills
from2019 to 2022......................................................................................................4-11
Figure 4-7. Large Commercial Service Rate Comparison......................................................4-12
Figure 4-8. Large Commercial Service Billing Impacts: Percent Change in Bilis 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
iii
Table of Contents
Appendix B
Schedule 1— Electric Ten-Year Financial Plan
Schedule 2— Functional Unbundling of Test Year Revenue Requirement
Schedule 3—Classification of Purchased Power Costs
Schedule 4—Classification of Distribution Costs
Schedule 5—Classification of Customer Costs
Schedule 6—Cost of Service by Customer Class
Schedule 7— Revenue Summary by Customer Class
Schedule 8— Proposed Rate Schedules
—
iv
Section 1
PROJECT SUMMARY
Introduction
In November 2018, the Town of Estes Park, Colorado (Town or Estes Park)/Estes Park Power and
Communication (EPPC or the Utility) hired NewGen Strategies and Solutions, LLC (NewGen) to develop a
Financial Forecast (Forecast), Cost of Service (COS) and proposed Rate Design Study analysis, collectively
the Study (Study),for their electric utility.
The Study determined the total cost of providing electric services, the cost responsibility for the various
customer classes, and the design of rates to safeguard the financial integrity of the utility. The total cost
of providing services predominately includes operations and maintenance (O&M)expenses, debt service,
and cash capital outlays required to rebuild and modernize the Electric System (System). This Electric Rate
Study Report (Report) discusses the process, analyses, and recommendations related to the Study.
The Town's fiscal year (FY) is from January 1 to December 31. Unless otherwise stated in this Report, all
data presented herein is shown in FYs. The Study included an analysis of an estimated Test Year Revenue
Requirement (Revenue Requirement), an unbundled COS analysis based on FY 2022 (Test Year), a rate
analysis, and the development of proposed new electric rates for several customer classes. Various policy
issues were also identified and discussed. EPPC provided the majority of the System-specific data utilized
for the Study. In certain cases,where information was not available, NewGen developed estimates based
on our experience and publicly available information. Analyses were performed in accordance with
generally accepted industry practices for municipal electric utilities.
Our report contains five sections as follows:
• Section 1—Project Summary: Provides an overview of the Study and EPPC
• Section 2—Revenue Requirement: Discusses the development of the Revenue Requirement
� Section 3—Cost of Service: Provides the COS results through functionalization, classification, and
allocation
� Section 4—Rate Design: Presents the proposed electric rates for full requirements service
� Section 5—Conclusions and Recommendations: Summarizes conclusions and recommendations
Electric Utility Description
During the Test Year, EPPC is projected to serve, approximately 11,000 retail electric customers with
annual electricity sales of approximately 127 million kilowatt-hours (kWh). EPPC serves all customers
within the Town,as well as some customers outside the Town. The electricity supplied to Rocky Mountain
National Park (RMNP) is provided by the United States Bureau of Reclamation and the Town is only paid
to deliver that electricity.
•� • & Solutians
Economics � Strategy � Stakeholders � Sustainability
Section 1
Purchased Power / Transmission
Estes Park is one of four owner communities of the Platte River Power Authority (Platte River). Platte
River provides the power and owns, operates and purchases transmission capacity for its owner
communities. Platte River initiated wholesale rate changes, which impact the rates and rate structures
for EPPC, and are incorporated into the analysis conducted for this Study.
EPPC Distribution
The EPPC distribution system consists of a total of approximately 330 circuit miles of conductor, of which
approximately 35%are underground. The distribution system has approximately 231 miles of secondary
line, approximately 32% are underground.
Projected Energy Requirements
EPPC's electric consumption used in the Study is shown in Table 1-1 and is based on estimates made for
the Test Year 2022. Total consumption reflects sales to EPPC retail customers plus System losses of
approximately 4.54%. Energy sales to retail customers were based on EPPC's projected energy sales
during the Study period.
Table 1-1
Estimated Annual Fr�ergy Requiremerrts
��
Retail Sales Losses Total Net Friergy
Test Ye�ar (kV11h) (kV11h) for Load(kV11h)
2022 127,367,597 6,060,260 133,427,858
Usage Characteristics by Customer Class
The COS analysis examines detailed customer usage characteristics by customer class. Table 1-2
summarizes these characteristics for the existing customer classes, including estimated revenue
generated at 2019 rates in the 2022 Test Year by each customer class and the number of customers in
each customer class, according to EPPC's electric utility statistics.
1-2
PROJECT SUMMARY
Table 1-2
2022 Sum�r�ary af Projected EJec�ric Utility Characteristics by Custa�r�-qass
Revenue at Avg.Annual Avg.Annual
Rate FZetail kVVh No.aF Currerrt kVVh Sales Revenue per
CUSt01712P CIBSS COC�S� Sal2��� C�.IStOCT1�Y'S��� Rat@S �P CUSt01712P CUSt01712P
Residential Service WRD/RE/RB 57,610,664 8,152 $ 8,749,429 7,067 $ 1,073
Small Corrmeraal C 28,933,187 2,357 4,347,393 12,276 1,845
Srr�all Corrrr�eraal EnergyTime-of-Day CE 679,330 29 85,069 23,738 2,973
LargeCorrmeraal CL 35,687,102 113 3,695,196 316,410 32,762
LargeCorrrr�eraal EnergyTime-of-Dray CT 137,894 1 18,327 137,894 18,327
Muniapal M 3,340,617 74 442,979 44,897 5,954
RNNPAdministrative Housing�2> AH 9,232 4 1,738 2,308 434
RNNPSmallAdministrative�2> AS 269,060 22 21,154 12,230 962
RNNP Large Administrative�2> AL 700,510 6 39,490 116,752 6,582
Total 127,367,597 10,758 $17,400,775 11,839 $ 1,617
(1) Based on a projection from data for 2018 provided by EPPC
(2) �edridty provided by the United States Bureau of Redarrration. The Town is paid to deliver the eledridty.
Financial and Rate Making Tools _ �
NewGen created three core financial and rate modeling tools. These tools work together and are
integrated to help EPPC make rate and financial related decisions. The tools help EPPC manage the
financial performance of the utility,forecast debt requirements, and rate changes needed for operations
and capital, and translate system-wide rate changes into customer class specific rates and bill impacts.
The figure below illustrates the relationship between the tools, their recommended use, and when they
should be updated.
1-3
Section 1
Recommended Use When to Update
���
■ Forecast financial performance �
and key financial metrics ■ Update annually
■ Calculate debt and rate funded ■ Significant changes in capital
capital needs and/or changes in debt/cash
� • Calculate system-wide rate needs
changes and scenarios
■ Apply system-wide rate changes �
to customer classes ■ Update every five years
■ Calculate customer class specific ■ Update for major changes to
• • cost of service and rate system (e.g., power supply,
structures new industrial customer,class
■ Ensure equity and alignment with consolidation)
rate strategy
■ Design customer class base and ' Update in conjunction with cost-
pass through rates of-service
. � . ■ Fixed and variable rate design ' Update fixed and variable
components within customer
� , ■ Proof of revenue adequacy class
■ Monthly bill impacts ■ Update to base or pass through
rate components
Fgure 1-1: Fnaricial and Cost-af-Service Tools and Relatiaiships
Financial Forecast
The financial forecast model is used to optimize the mix of rate changes and debt issues to meet the
electric system financial needs, perform multiple analyses,and identify the key drivers impacting financial
performance. The results of this analysis created the final Revenue Requirement and formed the basis
for the final recommendations for rate changes.This process is summarized in Figure 1-2.
-. . •� . .
. . .
•.- . .. ... .
.- � . -. . .- .
. � �-.
Fgure 1-2: Fnaricial Forecast Nbcl�l Developrr�erit
1-4
PROJECT SUMMARY
NewGen developed a ten-year financial forecast model for EPPC to evaluate rate changes required to
meet the financial needs of the utility. NewGen reviewed historical and budgeted operating data, capital
expenditures, and operating expenses in the development of the financial forecast.
Cost of Service and Rate Design Process Overview
The COS and rate design process includes five steps as follows:
1. Determination of the Revenue Requirement—This first step examines the utility's financial needs
and determines the amount of revenue that must be generated from rates. For municipal utilities,
the revenue requirement is determined on a "cash basis." A "cash basis" analysis examines the
cash obligations of the utility such as O&M expenses, debt service, cash funded capital projects,
transfers, any required contributions to reserves, and payments to the Town. Rates are set such
that the utility can pay its bills on an annual going-forward basis.
In preparing our analysis of the electric rates and the development of the revenue requirement,
NewGen relied upon records of operation, customer billing data, and other detailed information
and data compiled and provided by the Town and EPPC's management and staff.
2. Functionalization and Sub functionalization of Costs—The revenue requirement is then assigned
to the particular function or sub-function of the utility. Utilities, like Estes Park, typically have
purchased power/ production, transmission, distribution, and customer services functions. As
indicated, Platte River provides the purchased power/production and transmission functions for
EPPC. Distribution sub-functions may include distribution infrastructure by voltage, metering,
services, etc. Customer sub-functions include billing and collections, customer service, meter
reading, etc.
3. Classification of Costs — Once costs are functionalized, costs are then classified based on the
underlying nature of the costs. Of particular importance is the determination of fixed versus
variable costs. Fixed costs remain a financial obligation of the utility regardless of the amount of
energy used whereas variable costs fluctuate based on System energy requirements. Further,
fixed and variable costs are associated with utility requirements to meet customer demand,
energy, and customer service needs.
4. Allocation of Costs — Once costs are classified, they are then allocated to the various customer
classes. Allocation factors align with cost classification. Therefore, demand-related costs are
allocated on measures of customer class demand such as customer class contribution to the
System coincident peak(CP). Energy allocation factors are based on energy consumed by
customers. Customer allocation factors are based on the number of customers.
5. Rate Design —The fifth and final step is rate design, which translates COS results into rates for
each customer class.
1-5
Section 1
These first four steps in the COS process are depicted in the figure below.
� � � � � a � �
, . , ,
,
�� � ��
,� _
„ .�r
-,�::,.;
��
i � � �
i� � � � ��,
,Yi � �-�l
Fgure 1-3. Cost of Service Prooess
Cost of Service Results
Section 3 of the Report describes the COS process. The results of the COS analysis provide a detailed
assessment of the costs required to serve each of the customer classes. These customer class costs are
unbundled into utility functions and classified into demand,energy,and customer components. customer
class costs are compared to the projected revenues under current rates to determine if current rates are
sufficient to meet costs. Once completed, the COS analysis is the basis for rate design. A comparison of
the Revenue Requirement by customer class and revenues collected under 2019 tariffs is shown in Table
1-3.
1-6
PROJECT SUMMARY
Table 1-3
Comparison af 2022 Revenues Under 2019 Rates with Cost aF Service R�esults
Projected
Revenue Projected Revenues Over/
Requirerr�errt Under 2019 (Under) Difference
Custorr�e�-Class ($) Rates($) Rec:overY($) (%)
Resideritial Service $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%)
Srriall Corrrr�eraal 4,456,635 4,347,393 (109,242) (2.5%)
Srnall Corr7rteraal 81,613 85,069 3,456 4.1%
Er�-gy Tirr�e-of-Dey
Large Cortme�-aal 4,084,202 3,695,196 (389,006) (10.5%)
Large Corrrr�eraal Zp,772 18,327 (2,445) (13.3%)
Er�ergy Tirr�-of-Day
Muniapal 387,246 442,979 55,733 12.6°/o
RNNPAdrrinistrative 3,195 1,738 (1,45� (83.9%)
Fiousiriy
RNNPSr�'�II 25,009 21,154 (3,855) (18.2%)
Administrative
F�MPLarge 30,126 39,490 9,364 23.7%
Adrrinistrative
Total $18,432,217 $17,400,775 ($1,031,442) (5.9%)
The COS indicates that overall projected costs exceed System rate revenues under 2019 rates by
approximately 5.9%.
;�. �
Rate Design
Rate design is the culmination of a COS study as the rates and charges for each customer class are designed
to equitably and fully recover the System-wide COS and customer class revenue requirements by the end
of the rate period. Section 4 of the Report describes proposed rate design for each customer class. EPPC's
electric rates include the following components:
■ Customer Charge
• Energy Charge
• Demand Charge (as applicable)
• Wholesale Power Cost Adjustment
• Time of Use Charges (as applicable)
• Renewable Rider (as applicable)
Base rates include the customer charge, energy charge, and demand charge, and are applied to the
appropriate monthly billing determinants (e.g., number of customer months, kWh consumption, etc.) to
project the new rate revenues by customer class. These projected revenues from the proposed rates are
compared to the Revenue Requirement to ensure that rates generate sufficient revenue to recover the
Revenue Requirement.
1-7
Section 1
Based on a review of the existing rate structure, it was determined that the cost recovery components
(e.g., customer, energy, and/or demand charges) were not in alignment with the COS results. Proposed
rates in the Study were designed to move each customer class closer to its COS while evaluating the impact
of rate changes on customers' monthly bills. NewGen performed a detailed analysis of monthly bill
impacts associated with proposed rates on the majority of EPPC customers. In consideration of customer
bill impacts, proposed rates, although moving closer to the customer class COS, do not precisely match
the classification of costs for each rate customer class. The Town's objectives for rate design, as discussed
herein, were also incorporated into the proposed rate design.
Based on our analysis of rate impacts and conversations with EPPC management and staff, it was
determined that new rates would be phased in over a three-year period. The first rate changes would be
implemented in 2020,the second in 2021,and the third in 2022. This implementation reduces the overall
rate impact from the proposed changes in base rates in any one year. Additional information and analysis
for EPPC's proposed rates are included in Section 4 of the Report.
1-8
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.
. •� • & Sol�utia�rs
Economics � Strategy � Stakeholders � Sustainability
Section 2
Debt Service
EPPC has existing debt associated with its Electric System and Fiber/Communications System. The Series
2007 Bond was refinanced in 2019, and this new issue is scheduled to be fully repaid in 2039. The Test
Year debt service is based on the debt service schedule for the new Series 2019 Bond.
General Fund Transfer
The general fund transfer is approximately 10.5%of total revenue.
Change in Working Capital
Change in working capital accounts for any shortfalls between the working capital balance at the
beginning of the year and the working capital goal for that year in order to maintain EPPC's policy of 90
days of working capital, consistent with EPPC's bond covenants.
Capital
Capital expenses include costs associated with power line construction, fleet replacements, meter
upgrades, and other capital expenses. The Test Year capital expenses are based on an annualized capital
need assessment,with most of the annual costs increased at 2.1% per year. The Test Year value for these
expenses is projected to be approximately $1,747,792, of which approximately $319,612 is expected to
be funded by customer contributed capital.
�
Offsets to Revenue Requirement
Offsets to the projected Revenue Requirement include reductions associated with investment income,
miscellaneous non-rate revenues, and planned under-recovery as developed by the ten-year financial
plan, as shown in Appendix B, Schedule 1.
The planned under-recovery is reflective of the policy decision to draw down on existing financial reserves
to fully fund capital needs of the utility while allowing rates to be increased more gradually. The ten-year
financial plan contemplated a drawdown of reserves but remaining above the 90-day target.
2-2
REVENUE REQUIREMENT
Table 2-1
Revenue Requirerr�errt Developrr�errt
2019 Board pifference Test Ye�ar
Item A�doF�ted
O�&M E�er�ses
Purchased Pav�er $ 7,776,362 $ 364,034 $ 8,140,396
Distribution 3,748,771 594,088 4,342,859
Custa�ner Service 442,985 35,929 478,914
Administration arid Gene�-al 2,304,701 167,708 2,472,409
Sul�otal Ck4dlAExpense $14,272,819 $1,161,759 $15,434,578
Debt Service $ 449,813 $ 141,488 $ 591,300
Ger�eral FundTransfer 1,772,928 225,115 1,998,043
Charige in V�bridng Capital - 112,267 112,267
Capital Exper�litures 2,292,000 (544,208) 1,747,792
Less Iriterest Incorr�e (78,083) 8,170 (69,913)
Less Nisc�ellaneous Revenue (708,578) 181,732 (526,846)
Less C�sta�ner Contributioris (300,000) (19,612) (319,612)
Less Planned Under-RecoverY(I�Fnanaal Plan) (307,503) (227,887) (535,391)
Revenue Requirerr�errt $17,393,395 $ 1,038,822 $18,43�217
_� �
2-3
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.
. •� • & Sol�utia�rs
Economics � Strategy � Stakeholders � Sustainability
Section 3
Customer Service function
The customer service function consists of costs associated with operating and maintaining the
customer-related facilities to meet customer support needs. This includes, but is not limited to,customer
service, billing and collection, and meter reading.
Revenue Requirement by Function
The Revenue Requirement determined was "unbundled" into the three functional areas of the System —
purchased power, distribution, and customer. The results of the functional unbundling are summarized
in Table 3-1.
Table�1
Revenue FZequiremerrt by Function
Purchased
Item Pan�er Distribution Custorr�er Tatal
O&M E�er�ses
Purd�ased Pov�er $ 8,140,396 $ - $ - $ 8,140,396
Distribution - 4,342,859 - 4,342,859
C�starer - - 478,914 478,914
Administration arid General 156,368 1,995,287 320,754 2,472,409
Su�otal 0�8dV1Expense $ 8,296,764 $ 6,338,146 $ 799,668 $15,434,578
Debt Service $ - $ 591,300 $ - $ 591,300
Ger�-al Fund Transfer - 1,998,043 - 1,998,043
Change in V�brkiing Capital 2,407 97,552 12,308 112,267
Capital E�enditures „ �� - 1,370,798 376,994 1,747,792
Less Iriterest Incorr�e (31,360) (35,974) (2,580) (69,914)
Less Niscellaneous Revenue - (20,582) (506,264) (526,846)
Less C�sta�ner Coritributions - (319,612) - (319,612)
Less Planned Under-Recovery(per Fnariaal Plan) - (535,391) - (535,391)
Revenue Requiremerrt $ 8,267,811 $ 9,484,280 $ 680,126 $18,432,217
A comparison of the relative contribution to the Revenue Requirement by function, and average
functional rate is provided in Table 3-2. The average rate was derived from the total expense divided by
total projected energy sales for the Test Year period.
3-2
COST OF SERVICE
Table�2
Furx:tionalized Revenue R,equirerr�errt
Function Revenue Requiremerrt $/MNh °/a of Total
Purdiased Pou�- $ 9,396,018 $0.0649 45%
Distribution 8,419,310 0.0745 51°/a
GLstorner 340,877 0.0053 4%
RevenueRequirerr�errt $18,156,205 $0.1447 100%
The purchased power function represents approximately 45% of the Revenue Requirement. The
distribution function represents approximately 51%of the Revenue Requirement. The customer function
represents approximately 4%of the Revenue Requirement.
Classification of Costs
To provide a reasonable basis for the assignment of the total Revenue Requirement to each customer
class,costs for each function in the Electric System have been analyzed and classified into four rate-making
cost classifications, as described below.
� Demand Costs—Capacity (fixed- or demand-related) costs are those costs incurred to maintain a
utility system in a state of readiness to serve, enabling it to meet the total combined demands of
its customers. Capacity costs include the portion of O&M expenses, debt service, capital
expenditures, and other costs that are generally fixed and do not vary materially with the quantity
of usage or that cannot be designated specifically as a customer or variable cost.
• Energy Costs— Energy, or variable costs, are costs that vary directly with energy usage, including
such items as fuel, energy-related purchased power, and a portion of O&M expenses.
• Customer Costs — Customer costs are those costs directly related to the number and type of
customers, such as customer accounting, billing, and meter related expenses.
■ Direct Assignment Costs—Direct assignment costs are those costs that are readily identifiable and
applicable to a particular customer or customer class.
Once the costs within each function are assigned to each service category,the demand,energy,customer,
and direct assignment component of each service is calculated. The classification of costs functionalized
to Purchased Power are shown in Appendix B, Schedule 3. The classification of costs functionalized to
Distribution are shown in Appendix B, Schedule 4. The classification of costs functionalized to Customer
are shown in Appendix B, Schedule 5.
As provided in Table 3-3, three major cost categories (demand, energy, and customer) cover the majority
of all functional costs. This breakdown of demand, energy, customer, and direct assignment costs is later
applied to each customer class to facilitate rate design, as provided in Section 4.
3-3
Section 3
Table�3
Classified R;evenue Requiremer�t
Revenue %a�
qassific�tion Requirerr�ent $/kV1Ai Tatal
Purchased Povuer
GLstorr�- $ 509,556 $�.0040 3%
Er�'gy 4,964,087 0.0390 27%
Derriand 2,666,753 0.0209 14%
PILOT,Franchise Fees and Othc�- 127,415 0.0010 1%
Subt�al $ 8,267,811 $0.0649 45%
Distribution
Derr�and $ 5,208,314 $0.0409 28%
Custaner' 2,420,247 0.0190 13%
Gerieral Fund Transfer 1,855,719 0.0146 10%
Subtotal $ 9,484,280 $0.0745 51%
(:ustorrer
Qista�ner $ 680,126 $0.0053 4%
Subtotal $ 680,126 $0.0053 4%
Revenue Requiremerrt $18,432,217 $0.1447 100%
In total, approximately 27%of EPPC's total Revenue Requirement is energy-related or variable costs. The
remaining 73% of the Revenue Requirement is fixed in nature and classified as demand, customer, or
directly assigned to particular customer classes.
Allocation of Costs
Once costs are functionalized and classified, they are then allocated to the various customer classes.
Customer Classes represent aggregations of customers that have similar customer usage characteristics
and use the System in a similar manner.
Customer Class Allocation Factors
Based upon actual and assumed customer service characteristics, NewGen developed various factors for
use in allocating the adjusted Revenue Requirements to individual customer classes. These allocation
factors reflect accepted ratemaking principles and were based upon embedded cost allocation
procedures.
We have developed demand-related, energy-related, customer-related, and direct assignment allocation
factors, as described below.
Demand Allocations
Demand allocators are derived based on the demand requirements of individual customers and customer
classes. Purchased Power-related demand costs are allocated to customer classes based on the customer
class's contribution to the System peak, or coincident peak (CP) allocators. This is a measure of each
3-4
COST OF SERVICE
customer classes'cost responsibility associated with the infrastructure required to meet the System peak
demand. As you move from the generator to the meter, the measure of peak demand responsibility
changes from a System perspective (CP), to a customer class perspective (non-CP), to a customer
perspective (demand at meter). Demand contributions at these various points in the System are
determined based on load research, billing data provided by EPPC, and industry research and experience.
Demand allocators can be based on the one peak month during a year, multiple months (such as the four
summer months),or the 12 months of the year,depending on how the underlying costs are incurred (cost
causation).
For this Study, the Platte River Summer (Summer CP) and Non-Summer (Non-Summer CP) coincident
peaks were used to allocate purchased power-related summer and non-summer demand costs
respectively. The summer season for Platte River occurs from June through September while the Non-
Summer season occurs from October through May. For purchased power transmission demand, a
transmission with ratchet allocator (Transmission) was used. The Transmission allocator was a
combination of the EPPC 12-month coincident peak (12CP) allocator and EPPC 1-month coincident peak
(1CP) allocator. The 12CP allocator was used to allocate transmission costs before the ratchet, while the
1CP allocator was used to allocate the incremental transmission costs associated with the ratchet.
A Non-coincident peak (NCP) allocator is typically used to allocate distribution costs.This is a measure of
localized peak demands rather than the System peak demand. The distribution-related demand costs
were allocated using a 9-month non-coincident peak(9NCP)for substations,overhead,and underground.
For transformers,the sum of max demands (SMD) allocator was used.
Table 3-4 compares the various demand allocators utilized in the Study.
Table 3-4
Derr�and Allocator Corr�parisais
Sum�rier Nor}Sum�r�er
Custa�rier Class CP CP Transmission 9NCP SND
Residential Seivice 49°/o 54% 51% 51% 66%
Sr�l I Corm�eraal 23% 20% 21% 21% 18%
Srr�all CArm�erCial Enc'gy 0% 0% 0% °
Tme-of D�y 0% 0%
Lai-ge Corr�r7�er'cial 25% 23% 25% 24% 13%
L.arge Corm�ercial Eriergy p% 0% 0% 0% 0%
Time-of-Dray
Muniapal 2% 2% 2% 2% 2%
F�MPAdrrinistrativeF-busing 0% 0% 0% 0% 0%
RIVNP Small Administrative 0% 0% 0% 0% 0%
RNNP Large Administrative 0% 0% 0% 1% 0%
Total 100% 100% 100% 100% 100%
Note: 0%shown in table rrgy refled iractions 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
3-5
Section 3
energy necessary to supply each customer class, is used to allocate these types of costs to individual
customer classes. NEFL is also sometimes called adjusted metered load or energy at generation, as it
takes into consideration energy losses that occur on the transmission and distribution systems between
the power supplier delivery point and the customer's meter. The energy from production utilized several
different NEFL allocators. Summer energy used a NEFL summer allocator,while non-summer energy used
a NEFL non-summer allocator. The summer and non-summer seasons were based on Platte River's
seasons. The renewable energy was allocated based on the NEFL allocator.
Table 3-5 lists the energy allocation factors utilized in the Study, which incorporates the losses at the
various levels of the System.
Table�5
Fr�ergy AI locator Comparisons
Net Energy Net Eriergy
for Load for Load Nor�- Net Friergy
Customer qass Sumrer Surrrr�er for Load
Residential Servioe 38% 49% 46%
Srr�all Corrrr�eraal 25% 22% 23%
�nall Comrt�raal Energy
Tlme-Of-D2�/ 0% 1% 1%
Large Corrrr�eraal 33% 26% 28%
Large C,orrrr�eraal Energy
Tim�f-Day 0% 0% 0%
Ml.IniCl�l 3% 3% 3%
RNNPAdrrinistrative Housing 0% 0% 0%
RNNP Small Administrative 0% 0% 0%
RNNP Large Administrative 0% 0% 0%
Total 100% 100% 100%
Note: 0%sh�n in table may refled fractiais 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.
3-6
COST OF SERVICE
Cost of Service Results
The unbundled COS results by customer class is shown in Table 3-6. See Appendix B, Schedule 6 for additional detail.
Table�6
Unbundled Cost af Service Results by C�sta�r�-qass($000)c�)
s�u
comrr�ercial Large
Srr�all Er�ergy Time- Large Corrrr�ercial Muniapal F�IVNP Admin. RNNP Srr�all RNNP Large
Classification Residential Corrrr�-aal of-Day Corrrr�ercial Time-aF Day Rate Housing Admin. Admin. Tatal
Pu'chased Poen�'
Custa�ee $ 349 $ 101 $ 1 $ 48 $ 0 $ 10 $ 0 $ 0 $ 0 $ 510
Eriergy Surrmer(En) 523 345 6 446 3 38 0 0 0 1,361
Energy Nor}Sumrier(En) 1,564 704 18 847 2 83 0 0 0 3,218
Renewable Intermitterit Adder 176 88 2 109 0 10 0 0 0 386
D�r�and Sumrriei-(D) 210 101 1 109 1 10 0 0 0 432
Derr�and f�brrSum�rier(D) 386 145 3 164 0 17 0 0 0 715
Derr�and Transrrission T!1 325 7 378 2 37 0 0 0 1,519
PILOT,Franchise Fee&Other 62 28 1 33 0 3 0 0 0 127
Subtotal Prod�ion $ 4,041 $ 1,836 $ 40 $ 2,134 $ 9 $ 207 $ 0 $ 0 $ 0 $ 8,268
Distribution
Derr�and 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
lJnderground 462 192 4 222 1 22 0 2 5 910
Transforrr�ers 317 87 1 62 0 8 0 1 1 477
(:ustorr�'Related
O�erhead 732 212 3 101 1 20 0 2 1 1,072
Underground 410 119 1 57 1 11 0 1 0 600
3-7
Section 3
Table�6
Unbundled Co�stt af Servic�e Results by Custorr�er Class($000)c�)
S'rr�ll
Camieraal Large
Srrtiall Er�ergy Time- Large Corrrr�crcial Municipal RNNP Admin. RIVNP Srr�ll RNNP Large
Classification Resider�tial Corrrreraal aF Day Corrrr�v-cial Time-of-Day Rate Housing A�dmin. A�dmin. Total
Transforrr�ers 217 63 1 30 0 6 0 1 0 318
Service.s 69 20 0 10 0 2 0 0 0 102
Metering 225 65 1 31 0 6 0 1 0 329
Ger�eral FundTransfer 464 923 11 441 4 0 2 9 2 1,856
Subtotal Ll"stribution $ 4,837 $ 2,486 $ 40 $ 1,886 $ 12 $ 167 $ 3 $ 24 $ 30 $ 9,484
(�.�storrier
Q�ta�ner $ 465 $ 134 $ 2 $ 64 $ 1 $ 13 $ 0 $ 1 $ 0 $ 680
Subtotal Custorr�- 465 134 2 64 1 13 0 1 0 680
Revenue Requiremerrt $ 9,343 $ 4,457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432
Summarized Total
Derr�nd $ 4,087 $ 1,656 $ 34 $ 1,867 $ 8 $ 185 $ 1 $ 11 $ 26 $ 7,875
F�-gy 2,263 1,136 27 1,402 5 131 0 0 0 4,964
Qastom�- 2,467 713 9 341 3 68 1 6 2 3,610
Gerieral Fund Transfer,PILOT,
Franchise Fces and Othe�- 526 951 12 474 4 3 2 9 2 1,983
Revenue Requirernerrt $ 9,343 $ 4,457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432
(1) Nurrt�ers rr�y not sum due to rounding
3-8
COST OF SERVICE
Cost of Service Results Compared to Current Revenue
To evaluate the ability of current rates to adequately recover the COS, NewGen estimated revenues based
on Test Year billing determinants and current rates,then compared resulting revenues to the COS for each
customer class. The results of the comparison are shown in Table 3-7. Note that the Revenue
Requirement in Table 3-7 for RMNP only includes the cost to deliver electricity.
Table�7
2022 R�nue Shatfall with No Rate I�
Projected
Revenue Projected Revenues Over-/
Requirerrierit Under 2019 (Under) Difference
Custorr�er Ciass ($) Rates($) Rec:overy($) (°/a)
Residential Se�vice $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%)
Srl�all Corrrr�r'cial 4,4�6,635 4,347,393 (109,242) (2.5%)
����a� 81,613 85,069 3,456 4.1%
Energy Tirr�e-of-Day
L�'ge G�i�i�i ual 4,084,202 3,695,196 (389,006) (10.5%)
Large Corrrr�eraal �,� 18,327 (2,445) (13.3%)
Energy Time-of-Day
Muniapal 387,246 442,979 55,733 12.6%
RNNPr'�..�����6���a��ve 3,195 1,738 (1,45� (83.9%)
Fbusir�g
RIVNPSr�'�II 25,009 21,154 (3,855) (18.2%)
QAai�n naii aii d@
RNNP L�►'ge 30,126 39,490 9,364 23.7%
Administrative
Total $18,432,217 $17,400,775 ($1,031,442) (5.9%)
The percentage increase / (decrease) shown in the table above provides guidance for future rate design
but does not reflect policy decisions that could impact recommended rates. Recommendations for new
rates are presented in Section 4.
3-9
Section 4
RATE DESIGN
Rate design is the culmination of a COS study where the rates and charges for each customer classification
are established in such a manner that the total Revenue Requirement of the Utility will be recovered in
an equitable manner consistent, to the extent reasonable and practical, with EPPC and Town policies.
Consideration was given to the proper level of recovery of fixed costs in the customer and demand
charges, as well as phasing in the proposed rates over time.
Rate Design Offerings
EPPC currently offers a variety of rates to its customers, depending on the nature of the end-use of the
electricity (e.g., residential, non-residential) and the level of energy consumed. Rate riders offered by
EPPC include a renewable generation option called the Renewable Energy Purchase Program (REPP).
Customers may subscribe to the REPP in 100 kWh blocks or opt to have all energy subscribed. The results
of the Study do not suggest the need to change the current renewable rate adder of$0.0275 per kWh for
the REPP.
Table 4-1 provides a summary of the rate customer classes and sub-customer classes, the number of
customers in each customer class(estimated for the Test Year),the total estimated revenue generated by
each customer class/sub-customer class for the Test Year under proposed rates,and comments regarding
the applicability of each customer class / sub-customer class (see EPPC rate tariffs for specific tariff
applicability rules and regulations). For all seasonal rate applications, EPPC's summer season includes
billings based on meter reading in the months of May, June, July, and August. The Non-summer period
consists of the remaining eight month period.These seasons are different from Platte River.
�
. •� • & Sol�utia�rs
Economics � Strategy � Stakeholders � Sustainability
Section 4
Table 41
Retail Rate—Custorr�er Class/Sub-Custa�r�er-qass
Estimated Estimated
Numbcr'aF Test Year
(:ustomers Revenues
Customer Class Cocie (Test Year) ($000) Corrrr�errts
Residential Er�ergy R 7,631 $ 8,027 Standard residential s�vice
Residential Diemand I;D 212 �g �Ptional rate,>15,000 kV�h/yea�-,
dosed to new a,�star�s
Residential Er�ergy Time�of-Day F� 282 707 �tiorial rate,onlY energy stp-age
for heating
Residential Basic Energy Time-of-Day RB 27 49 Optional rate,open to all residential
cxastorr�ers
Total Residential
$,�� $ 9,352
Small Ca�rr�eraal C 2,357 $ 4,441 Na-rResidential use,r_35 kW
Small C`.a�m��eraal Er�ergy Tirne-of-Day CE 29 � Rbn-Residential use,�35 kW,
ene►-gy sta-age fa-heating
L-arge C,orrrr�eraal CL 113 4,029 �Residential use,>35 kW in
tv�o consecx.►tive months
Large Ca�r�erdal Time-of-Day � � � Na�rResidential use,>35 kW in
tvw cor�cutive months
Total Corrrnercial
�•`� $ 8,575
RNNPAdministrativeF-busirig AH 4 $ 2 Attematepowe�-source,haasing
RMVP Small Ac�rrinistrative AS 22 21 Aftemate power source,�35 kW
R�MP Large Ar�ministrative q� g � Altemate pow�r source,>35 kW in
tuw cor�secutive rranths
Total RNNP
32 $ 62
Muniapal M 74 $ 443 I���uniapal street,park
lighting,and muniapal buildings
TO��'� 10,758 $18,432
(1) Exdudes outdoa�IigMi ng,revenue from which was treated as an offset to the Revenue Requirerrerrt
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 resuits tempered with policy considerations important to the
community. Specific rate design goals for EPPC include:
4-2
RATE DESIGN
■ Based on COS results
■ Improved fixed cost recovery
■ Phase-in rate changes to reduce undue rate impacts to customer classes (i.e., rate shock)
■ Move towards COS results by customer class to decrease intra-class subsidization
■ Update seasonal price differentiations based on Platte River costs
One of the key rate design policy objectives was related to customer classes that were projected to be
over-recovering the COS. These customer classes were eventually going to need rate increases,according
to the ten-year financial plan. Thus, the decision was made to set rates for these customers to maintain
the current level of revenue for the customer class. Thus, these customers would move towards COS
gradually over time. This also lessened the need for more drastic rate adjustments for customer classes
that were projected to be under-recovering the COS, as illustrated in Appendix B, Schedule 7.
Electric Rate Structure
The proposed base electric rates include a customer charge,an energy charge,and demand charge,where
applicable. Generally, the customer charge should be designed to recover customer-related costs; the
energy charge should be designed to recover all applicable power production costs; and the demand
charge should be designed to recover demand-related costs. The customer, energy,and demand charges
are commonly referred to as "base rates", as they exclude the rate riders, such as the renewable rate
adder or increases in the purchase power costs passed-through to customers via the wholesale power
cost adjustment.
Customer and demand charges generally collect revenues that cover EPPC's fixed costs. Energy charges
may collect revenues to recover both fixed and variable costs. For customer classes that do not have
demand charges, a large portion of fixed costs may be collected through the energy charge.
Rate Design Results
Appendix B, Schedule 8 includes a summary of all proposed rates by customer class. The proposed rates
are summarized for each customer class below. A histogram of customer monthly billing impacts and
effective rates by load factor or consumption is included to illustrate and compare current rates, proposed
2022 rates, and COS results. Histograms of bill impacts are based on customer usage patterns from
lanuary 2018 to December 2018, as provided by EPPC.
Residential Service (R)
The Residential Service customer class is available to all residential customers. It is composed of
residential customers served on a retail basis and includes a customer charge and an energy charge. Table
4-2 compares the COS rates, current rates, and proposed rates for the Residential Service customer class.
4-3
Section 4
Table 42
R�esider�tial Servioe
Cost aF Service, Currerrt,and Proposcd Rates
C�(�) Q.IPT'� �1"`Z�� 21� ���22� �`��N 23�
a,F,aiaa:W a•F••.�uaa vF,va:aa
Item Unit 2022 2019 �2� �1— �22�
C�sta�rier C�arge $/Month 25.06 22.70 23.47 24.23 25.00
Er�-gy C�'ge $/kV�h 0.1188 0.1095 0.1119 0.1144 0.1168
��e�� $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
Adjustmerit Charge c2>
(1)The fixed derr�nckelated oosts are shoNm in the er�-gy C06 because this custarer dass does rbt have a derr�nd charge
(2)Pra�wYio�esa�e Pov�-c,ost A�ijustrr�,t cJ�arges are estirr�ates
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.
. . _
�
2021 2022 2023
2021 2022 2023
4-4
RATE DESIGN
sa.as Z,soa
$0.40 � 1,60D
_
� $0.3 i 1,400
� �
� z
� $Q.30 � 1,200 �
� I �
� $�.25 ' � 1,D4D �
i i �
� $0.2Q j S00 �
� ' �� �
° 5�.15 � 6QD
� .
�
$0.1D — 400
$O.D5 -- - ,; — � z(�]
$D.4� -
8d 22� 371 52fJ 573 823 974 1,121 1,257 1,885
AVERAGE MaIVTHLY USAGE(KWH)
.. :�.: .. . , - -, _ri�
Fgure 41. Re.siderrtial Service Rate Co ,�� '.��� .
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).
�
4-5
Section 4
35°a
3Dsr�
�
�
�
� ;_
0 , _ .
�
�
� ,
� :
0
�
z
v s .i
11'
�
L{�i:
i_',..,._ .
�
3•`. Z.° 3: 3: �°. 3: �: 3: 3: 3: 3� 3.` 3: 3� V` .'` 3: �: c�` �: c: c � o\` � �� s, c Z
a � w m .� v n o m �o m � � n o n � � m �n m o � d� .� csi �a r+i ci
p 01 OU !� Y� ti? �'I u1 st tr'1 tV CV r-I O O O rl N N r�'1 � ��'1 ul tG f�. 5�.. QO aft O
� ____ ____ ____ ____ ____ ____ ___. .__- .__. .__- .__- .__. .__. �"�
. .��� � . . . �(i !'.,I ir •.I` . rl�. �.
Fgure 42. Re.siderrtial Service&Iling Impacts: Percerrt Change in&Ils from 2019 to 2022
Customer bill impacts, on a dollar basis,for all residential customers is shown in Figure 4-3 (reflecting the
change from 2019 to 2022 rates).
_
. s �
4-6
RATE DESIGN
Z 5'%
� �
a,�i 2[]'!a
O ��
�
� 15°l0
� —
�
z —
�s
t>
w l�a
a —
5°✓u
a�o � � ll Iln � � _ _
a cn n ia � m .� o m n w � n� � o •i m � m n rn o - •• -- sr n rn o
N r-II r-I r-I r-I '-I e-! r-N t!F V} V'} ti!'F i!} V} V} +f? *J}� tJT V} Sl1� t/Y r-� r � c-I r-I r-I N
tA V? V4 t!� t!? V1 f/} t!l •__. .__. v ____ ____ ____ ____ S/4� S/F ti/Y� 4/}� V�F t/'} S/'1� <l'F
r '•.i . I , ,'!i�fT:.:�:.�. . •.�.�....IT;.!'i
Fgure 43. Residerrtial Service&Iling 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 43
Re.siderrtial Demand Service
Cost of Service, Currerrt,and Proposed Rates
� �� �20�� �20� �20�
Item Unit 2022 2019 � �'� �
Custa�ner Charge $✓Month 27.46 26.10 26.90 27.70 28.50
Energy Charge Surrrrier��� $/MNh 0.1126 0.1095 0.1119 0.1144 0.1168
Energy Charge Vbf riter $/k1M� 0.0365 0.0654 0.0645 0.0636 0.0627
Derriand Charge $✓kW 12.53 13.60 13.60 13.60 13.60
�M�desale P°v�r Cost $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028
Adjustrr�ent Charge c2�
(1)Equal to the Residential Se�vice custorr�er dass energy d�arge
�2�Prop�ea who�esale P�-cost Ad�ustrr�,t a,ar�s are estirrr�tes
4-7
Section 4
The histograms and cost curves for the Residential Demand Service customer class can be found in
Appendix A.
Residential Energy Time-of-Day Service (RE)
The Residential Energy Time-of-Day Service customer class is an optional rate available to all residential
customers who use energy storage equipment for space heating. Table 4-4 compares the COS rates,
current rates, and proposed rates.
Table 44
Residerrtial Fr�ergy Time-of-Day Service
Cost aF Servioe, Currerrt,and ProposEd Rates
���� �rr� �202�1 �20�2 �202�3
Item Unit 2022 2019 ��A- �- ��-
Custa�'Charge $/Month 27.76 26.10 26.90 27.70 28.50
Energy Charge On-Peak $✓kVbh 0.1689 0.1520 0.1566 0.1612 0.1658
Energy C�'ge OFf-Peak $/k1M� 0.0928 0.0760 0.0806 0.0852 0.0898
��e�� $✓kWh 0.0028 0.0035 0.0000 0.0014 0.0028
Adjustrr�erit Charge c2�
(1)The fixed derr�nckelated costs are shown in the energy CQ6 because this custa�-dass does not have a derr�rid charge
(2)Proposed�Miolesale Pow�r Cost Adjustment Charges are estirrrates
The histograms and cost curves for the Residential Energy Time-of-Day Service customer class can be
found in Appendix A.
Residential Energy Basic Time-of-Day Service (RB)
The Residential Energy Basic Time-of-Day Service customer class is an optional rate available to all
residential customers.The energy charge for this customer class is only assessed during the winter season
(September through April). During the summer season (May through August) the standard Residential
Service energy charge is assessed. Table 4-5 compares the COS rates, current rates, and proposed rates.
Table 45
Residerrtial Fr�ergy Basic Time-af-Day Service
Cost af Service, Currer�t,and Pro�osed Rates
���� R+ACP�PIt PI"200pO6ECI PY oOnOS�CI PI" oOp06�-'�
Item Unit 2071 2019 � �'� �A�
Custa�r�-Charge $/Month 28.08 26.10 26.90 27.70 28.50
Eria'gy Charge Surrrr�'�2� $✓k1M� 0.1166 0.1095 0.1119 0.1144 0.1168
Energy Charge Wfr�ter OrFPeak $✓kV�h 0.1689 0.1345 0.1470 0.1595 0.1719
Er�ergy Charge 1Mnter OFF Peak $/kWh 0.0928 0.1077 0.1038 0.0998 0.0959
��e�� $✓kVbh 0.0028 0.0035 0.0000 0.0014 0.0028
Adjustmerit Charge c3)
(1)The fixed derrarid-related oosts are shoNm in the er�-gy C06 because this custa ner dass cloes not have a derr�rid charge
(2)Equal to the Residential Seivice custarer dass ene�-gy ch�-ge
(3)ProEx�sed�Midesale Power Cost Adjust���t Charges are estirr�tes
4-8
RATE DESIGN
The histograms and cost curves for the Residential Energy Basic Time-of-Day Service customer class can
be found in Appendix A.
Small Commercial Service (C)
The Small Commercial Service customer class is composed of commercial users served at primary and
secondary voltages with maximum monthly usage that does not exceed 35 kW. Table 4-6 compares the
COS rates, current rates, and proposed rates.
Table 46
Small Corrme�-aal Service
Cost aF Senrioe, Currerrt, and ProposEd Rates
��'� Current Pr2�opo ed P�-2�oposed P�-2�oposed
Item Unit 2022 2019 �2� � �-
Custa�r�er Charge $/Month 25.22 33.37 3325 33.12 33.00
Energy Charge $/kWh 0.1266 0.1140 0.1154 0.1169 0.1183
1M�desale Po�-Cost �� 0.0028 0.0035 0.0000 0.0014 0.0028
Acljustment C�arge(2)
(1)The fixed derrenc�related costs are showm in the energy CQ6 because this custa�r dass does not have a derrerxl charge
(2)Ro�sed�M�olesale Pa�n�er Cost Pifjustment Charges are estirrtates
Figure 4-4 shows the relationship between customer usage and COS for the Small Commercial Service
customer class.
So.ao �ao
$D.35 6DD
_ $4.3D
� 5C?D
�
� �
`r' $0.25 z
W �
� 4pQ D
� Sa.zo °�
� �
� 3flD �
� $0.15 �
ar - , c>
c2
¢ $0.10 — — , 20D
$Q.DS i_ 1QD
sa.� n � n n _
127 357 6z1 871 1,125 1,375 1,621 1,866 2,117 4,516
AVERAGE fV�[�NTHLY USAGE(KWH)
��Custam�rCoi3nt Curr�nt TY 2022 Cd5
Fgure 4-4. Small Comrr�ercial Friergy Service Rate Comparison
4-9
Section 4
Bill Impacts
Customer bill impacts for customers in this customer class are provided in Figure 4-5 and Figure 4-6.
� ;.
� 7%.
�
O 69'=
�
� 5`-
D
�
z q�;.;
V
5
� 3d,:
04a —
Oa `�� �``� `�'1 `y-• �� �'1 �� ^k.-�, � : � . �< �� ti. 7 �.�y �, �
4`l.� �'� �'� `'L �� �O� `O 4d �6� �'' �`� '.�' '�' �' 'y' 'y.' ti ,y' ,�'
��r��.E€`+1T[=+,rq��G� IiU?r:9r?h]T�{?�{n.l�.'-
Fgure 45. Small Comrr�rcial Ene�-gy Service&Iling Impacts: Percerrt Change in&Ils from 2019 to 2022
4-10
RATE DESIGN
,�
sf4 — —
�
�
�
� s� �
�
�
� Q� � — — — �
a
�
z
�, 3% —
s
�
210
145
oaro — —
o'� �� �� �� �.� �� �� o��, �.� c� ^�'� c,P� �,1 �,�s �,`' �,� �,� ��' cP
o '1 �i '� ^� � �o a 7. �a- �o. �o. �o. �o. ��.. ��.. �^s. ��, ��,,
��� `��� ��ti `�a� ��ti ��ad ��b ��� 4�
� tir is.i�.,,°1r�F�Tr�:. °I `'�:1n�dTi�.
Fgure 46. �nall Comrnercial Energy Service Billing Impacts: Dollar C�ange in&Ils from 2019 to 2022
Small Commercial Energy Time-of-Day Service (CE)
The Small Commercial Energy Time-of-Day Service customer class is an optional rate available to all small
commercial customers who use energy storage equipment for space heating with on-peak demands that
do not exceed 35 kW. Table 4-7 compares the COS rates, current rates, and proposed rates.
Table 47
Small Comrreraal Eriergy Time-aF Day Servic�e
Cost aF Service, Currerit,and Proposcd Rates
���� �� �202�1 �20�2 �202�3
Item Unit 2071 2019 �82& �'� �82�
C�star�er'Charge $�Month 25.22 36.77 36.51 36.26 36.00
Energy Char-ge OrrPeak �✓kVbh 0.1353 0.1615 0.1526 0.1438 0.1349
Energy Charge OFf-Peak $✓kV�h 0.0876 0.0708 0.0763 0.0818 0.0872
��e�� $/MNh 0.0028 0.0035 0.0000 0.0014 0.0028
Acfjustm�t Charge(2)
(1)The fixed demarx�related oosts are shown in the energy C06 beca�e this custa r�-dass does not have a demaixl charge
(2)Proposed�Miolesale Pou�er Cost Pcfjustment Charges are estimates
The histograms and cost curves for the Small Commercial Energy Time-of-Day Service customer class can
be found in Appendix A.
4-11
Section 4
Large Commercial Service (CL)
The Large Commercial Service customer class is available for commercial customers with demands more
than 35 kW for two consecutive months.Table 4-8 compares the COS, current rates, and proposed rates.
Table 48
Large Com�-cial Servic�e
Cost of Service, Current,and Proposed Rates
� Currer�t Pr��opo ed Pr��oposed Pr��oposed
Item Unit 2022 2019 �� �'� �
C�staree C�arge $/Month 252.23 45.23 45.49 45.74 46.00
Energy Char-ge $/kWh 0.0547 0.0625 0.0633 0.0640 0.0648
Demand Charge $✓kW 19.55 14.80 15.87 16.93 18.00
VU-idesale Pa�-Cost
Adjustrr�nt Charge��> �� 0.0028 0.0035 0.0000 0.0014 0.0028
(1)Proposed�Miolesale Po�,�er Cost Pdjustment Charges are estimates
Figure 4-7 shows the relationship between customer usage and average COS. There is a wide range of
load factors with a significant number of customers clustered between 20% and 50%. Load factor is a
measure of efficiency and is the relationship between monthly demand and monthly energy usage. Higher
load factor reflects a more efficient use of the System. The average monthly demand was approximately
61 kW. Note:the load factor percentages reflected in the figure represent the high end of the 10% range
(i.e., the count of customers shown at 100% load factor represents the customers with load factor
between 90% and 100%).
3�
$(1.40
� 25
� $Q.35
x
Y $Q.3(I 20 �
v� �
W �
� $Q.25 �
u
'� 15 +s`�+
� $'�•�� I 4
� $0.15 � lfl �'
�
�
� $D.10 ,
l �
$(1.�5 i � � �
S�.C1D -
1Q°!o 20°l0 3Q9"'o 40i°Jo 509'0 60i90 70% 809'0 90°/a 14096
LC1AD FACT+�R
. �� : - �- . - -- --. .' ..,-
Fgure 47. Large Corrniercial Service Rate Comparison
4-12
RATE DESIGN
Bill Impacts
Customer bill impacts for customers in this customer class are provided in Figure 4-8 and Figure 4-9.
�
0
� :
�, .
4
.�i
H ... _
Z
�
�
W
� �'�_$ '"
J!`
V0/'�O . ' ' � � �
� � � 'S9 � dg � �± � � 'da� �dg+ � `C�� p N N M 'aT iJ�'1 tp Cq _ C -� N M � 'L�lS.
e��l e��i N N � � �7 0o tp LA LY M N �r�l r-i ra ri x^I e-1 ey
�',-,-;�"c'�1T�:�-?APdGE INy.1ClhJT;-!•yF�+�
Fgure 48. Large Corm�-aal Service Billing Impacts: Percerrt(�ange in&Ils from 2019 to 2022
4-13
Section 4
zora
is°i
16%
� 14%
�
O 12%
�
11 ZO%
O
w 8��
�
�
a 6%
4%
2�� ,,., _ 0 Do � l
o�,
O � Ol M I� ci l0 O � Ol M 1� ci lD O l0 .--i I� M Ql � O lD .--i I� M Ql � O
O l0 N Ol u1 N o0 u1 c-I 1� CY O I� M � M I� O d' I� �--i �/1 00 N �fl Ql N l0 O
u1 �Y cl' M M M N N N c-I c-I �--I (/� L} � � `'� `"'� `-"� N N N M M M � d' �11
i/} t/} t/} i/} i/} i/} i/} t/? i/� i!? i/} i/� � � � � � � � � � � � � � �
CHANGE IN MONTHLY BILL($/MONTH)
Fgure 49. Large Corm�er�aal Service Billing Impects: Ddlar Change in&Ils from 2019 to 2071
Large Commercial Time-of-Day Service (CT)
The Large Commercial Time-of-Day Service customer class is available for commercial customers with
demands more than 35 kW for two consecutive months. Table 4-9 compares the COS rates, current rates,
and proposed rates.
Table 49
Large Camieraal Time-af-Day Servioe
Cost o�Service, Currerrt,and Proposed Rates
� �� �202�1_ �202�2 �202�3.
Item Unit 2022 2019 �& �'� �
Custarer Charge $✓Month 252.23 53.18 53.79 54.39 55.00
Er�-gy Charge OrrPeak $/MNh 0.0774 0.0820 0.0848 0.0876 0.0904
F_r�ergy Charge OFF Peak $✓k1M� 0.0365 0.0445 0.0461 0.0478 0.0495
Demand Charge $✓kW 19.49 17.45 18.30 19.15 20.00
��e�� $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028
Ac�justment Charge c�)
(1)Proposed�M�olesale 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.
4-14
RATE DESIGN
Table 410
Muniapal Servioe
Cost aF Service, Currerrt,and Proposcd Rates
C�(1) Q.IPT'� PP200� Pt' oO�J06� �1" 00�
Item Unit 2022 2019 �2� �'� �2�
C�sta�rier C�arge $/Month 75.67 0.00 9.00 18.00 27.00
Energy C�'ge $/kV�h 0.0929 0.1171 0.1149 0.1128 0.1106
��e�� $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
Adjustmerit Charge c2>
(1)The fixed derr�nckelated oosts are shoNm in the er�-gy C06 because this custarer dass does rbt have a derr�nd charge
(2)Pra�wYio�esa�e Pov�-c,ost A�ijustrr�,t 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 411
Rocky Mourytain National Park A�Iministrative Housing Service
Cost aF Service, Currerrt,and Proposed Rates
���� �� �202�1 �,202�2 �202�3
Item Unit 2022 2019 �2� —�A2a— �—
Custa�er Charge $JMonth 21.65 22.70 22.70 22.70 22.70
Er�ergy Charge $✓kVbh 0.2323 0.0690 0.0690 0.0690 0.0690
(1)The fixed demanckelated costs are shoNm in the energy Co6 because this aasta�-dass does not have a derriand charge
Rocky Mountain National Park Small Administrative Service (AS)
The Rocky Mountain National Park Small Administrative Service customer class is available for Rocky
Mountain National Park service administrative accounts with maximum demand equal to or less than 35
kW. There are no rate changes proposed for this customer class. Table 4-12 compares the COS rates,
current rates,and proposed rates. Note that this customer class has no wholesale power cost adjustment
charge since the power from Platte River is paid for directly by the U.S. Bureau of Reclamation.
4-15
Section 4
Table 412
Rocky Nburytain IVational Park Srr�all A�dministrative Servioe
Cost aF Service, Currerrt,and Proposed Rates
C�(�� Q.IPT'� PP2 U0� �2�O�J06� �1"2 00�
Item Unit 2022 2019 �2� �2-'� �2�
C�sta�rier C�arge $/Month 21.65 33.37 33.37 33.37 33.37
Energy Charge $/kV�h 0.0715 0.0456 0.0456 0.0456 0.0456
(1)The fixed demarid-r�ated oosts are sl�own i n the energy C06 because this c�tarer dass does not have a demand charge
Rocky Mountain National Park Large Administrative Service (AL)
The Rocky Mountain National Park Large Administrative Service customer class is available for Rocky
Mountain National Park service administrative accounts with maximum demand greater than 35 kW.
There are no rate changes proposed for this customer class. Table 4-13 compares the COS rates, current
rates, and proposed rates. Note that this customer class has no wholesale power cost adjustment charge
since the power from Platte River is paid for directly by the U.S. Bureau of Reclamation.
Table 413
Rocky Mourytain National Park Large Administrative Service
Cost aF Servioe, Currerrt,and ProposEd Rates
� �� �„202�1 �20�2 �,202�3
Item Unit 2022 2019 �82� � �8�
Custa�er C�arge $/Month 21.65 45.23 45.23 45.23 4523
Er�ergy Charge $/kV�h 0.0000 0.0185 0.0185 0.0185 0.0185
Derriand Charge $✓kW 15.33 12.50 12.50 12.50 12.50
Renewable Energy Charge
The renewable energy charge is an optional charge added to all otherwise applicable energy charges,
including the wholesale power cost adjustment charge, for customers that would like to support
renewable generation. It is available to all customer classes and customers may subscribe in 100 kWh
blocks or opt to have all energy subscribed. Currently residential, residential energy time-of-day, small
commercial, and municipal customer classes contain renewable energy subscribers. There are no rate
changes proposed for this rate. Table 4-14 compares the current rates, the COS rates, and the proposed
rates.
Table 414
Renewable Energy Charge
Cost aF Servioe, Currerrt,and ProposEd Rates
� �� �202�1 �202�2 �202�3
Item Unit 2022 2019 �82� � �82�
Subsaibed Custorr�ers $✓MNh OA254 0.0275 0.0275 0.0275 0.0275
4-16
RATE DESIGN
Outdoor Area Lighting
The Outdoor Area Lighting customer class is available for outdoor private lighting and is a flat monthly
rate per fixture. In this analysis, outdoor lighting revenue was treated as an offset to the Revenue
Requirement and the expenses for outdoor lighting were not segregated from other expenses. There are
no rate changes proposed for this rate. Table 4-15 compares the current rates, the COS rates, and the
proposed rates.
Table 415
Outdoor Ar�Lighting
Cost aF Service, Currerrt,and Proposcd Rates
Currerrt Pr��oposed Pr��opo ed Pr��op scd
Item Unit 2019 �82� -�-1- �-
C�torr�-Charge $/Month 36.49 36.49 36.49 36.49
Revenue Adequacy of Proposed Electric Rates
The rates presented in this section have been designed to recover revenues equal to the Revenue
Requirement in the final year of the rate plan and to incorporate the rate strategies enclosed herein.
Rates were designed based on forecasted billing information provided and utilizing information from the
2018 billing data. To the extent actual billing determinants vary from projections, actual revenues may
vary from the expected revenues as presented herein. Table 4-16 shows the projected Revenue
Requirement and the projected revenue from proposed 2022 rates.
Table 416
Revenue Requirerrierrt and Projected Rate Revenue from Proposed Rates
2022
Revenue Projected Over/(Under)
Custome�-Class Requirerr�errt Revenue Recovery
Residential Service $ 9,343,420 $ 9,351,732 $ 8,312
S7nall Cornrn�-aal 4,456,635 4,441,023 (15,612)
Srr�all Corrrr�eraal EnergyTime-of-Day 81,613 85,069 3,456
Large Corrmeraal 4,084,202 4,028,609 (55,592)
Large Corrrr�-aal Ene�-gy Time-of-Qay 20,772 20,423 (349)
Muniapal 387,246 442,979 55,733
RNNPAdministrative Housing 3,195 1,738 (1,457)
RIVNPSmallAdministrative 25,009 21,154 (3,855)
RNNPLargeAdrrinistrative 30,126 39,490 9,364
Total System $18,432,217 $18,432,217 $ 0
4-17
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).
, •� • & Solutia�rs
Economics � Strategy � Stakeholders � Sustainability
Section 5
Avoided Cost for Net Meter Customers
Customers with on-site renewable generation (e.g., solar panels) may qualify to be paid for energy
generated, in excess of what the customer uses, annually at what is referred to as the avoided cost. The
avoided cost is determined by the blended cost per kWh for energy supplied by Platte River, less $0.01
per kWh for administrative costs. The costs for EPPC administering this program are likely more than
$0.01 per kWh, but only subtracting $0.01 per kWh allows for a generous interpretation of the avoided
cost.
AMI Opt-Out Fees
As automated metering infrastructure (AMI) or advanced meters become more commonplace with
utilities,many customers are becoming more comfortable and aware of the technology. However,utilities
still face customers who wish to opt out of having an advanced meter on their home. EPPC should
consider fees for customers who choose to opt out of the advanced meter and AMI system, thus
requesting a digital meter without radio transmitting capability that requires manual meter reading and
related customer billing support.
Several utilities have implemented an initial cost to install the non-AMI capable meter, or an "enrollment
fee", related to potential increased cost for the non-AMI meter. Additional monthly fees are typically
assessed related to a meter reader's time, transportation to read the meter, and the cost to upload the
meter read to the customer billing system. Secondary research summarized in Table 5-1 shows one-time
enrollment fees as well as monthly charges to recover the ongoing costs of manual meter reading and
customer data. Secondary research also suggests less than 0.5%of customers will opt-out of an advanced
meter.
Table�1
AM Op�t-out Enrollmerit and Mor�thly Fee.s
Enrollmerrt
lJtility/Jurisdiction Fee(One-time) Monthly Fee
Austin Energy(Texas) $75 $10
AEP Texas Central $105-$214��> $19
AEP Texas North $105-$257��� $36
CeriterPoirit $204�z> $33
Oncor $191-$564��� $27
Califomia $75 $10
Maryland $75 $11-$17
Keys Energy(Florida) $JO $15
Lafayette Utilities S�rstem(Loui�ana) Unla�a�n $12.20
United Pov�er Norie $19.83
(1) Fees based on e�asting meter rerrnining,n�vanalog meter iristalled,arid AM with disabled
c;ormunications.
(2) CenterPoirrt charges a minirrum of$204,plus the increrr�ntal difference in the�ost bei�n,een
a standard meter and the advarx�d meter functionality.
5-2
CONCLUSIONS AND RECOMMENDATIONS
Based on this secondary research, NewGen recommends that, if the Town is going to allow customers to
opt-out of an AMI capable meter, a one-time enrollment fee of$75 and a monthly fee of$20 should be
charged to defray the costs of accommodating these customers.
Other Work Performed
For other work performed by EPPC, such as meter replacements or line extensions, the developer or
customer must pay for work performed as required to meet their needs and EPPC's standards. Payment
must be made before the work is scheduled. The amount of payment will be estimated based on the cost
of labor, materials, equipment, and overhead.
5-3
Appendix A
HISTOGRAMS AND COST CURVES
, �� � & Salutia�rs
Economics � Strategy � Stakeholders � Sustainability
Appendix A
HISTOGRAMS AND COST CURVES
st1.3� ����
45
sa.�v
�a
�
� so.z5 �5
� �
� so.zc� 3° �
�
� �� a
� �
° sa.�s �
�, r �o �
� �
� $C1.10 � 15
� I I
10
So.os
, �
sa.ao - -
1Q"/a 209b 30"/0 4C1°h SO°k b0°h 70"/0 $0°/a 90�Yo 100°l0
L(7AD FAC7t7R
��C��stt�rn+�rCnun� r,,i�=�nt TY?�17Z CCTS
Fgure Ar1. Residerrtial Demarxl Rate Comparison
_�
, •� • & Solutia�rs
Economics � Strategy � Stakeholders � Sustainability
Appendix A
���
,-;-<.
.�-
= �t�-..
�
0
�
� �s>,
�
�
� 20%
z
��.r
`� 15�-5
�
1l�";�
5';_
a�a �I n r�l � � � ,.
i�'�l i�°�1 I�°�1 i6ro) (��ol i4°�1 i�°�1 Iz°��) (i�,�) o�ro i� z� 3�.s a�rg �� ���4 �� s� 9p�
��sr�,r-=���T r�;;•�"`.ir1' ��.�•;�tr,z;i7:.�: �'I:
Fgure Ar2. Residerrtial Derr�and Billing Impacts: Peroent Change in Bills from 2019 to 2022
�SSa
20°/a
�
�
b i» �-
f-
�
u
�
�
f—
� �
� .
u
�
°,o;',
�-}.,,,,, � � i � � � - - . ..__ l--.I �
4510} Q591 d581 i571 (S6) ($4) (53j 45ZD �511 i5i�) S1 51 53 54 56 57 S$ $9 $10
CI ir�NGf IN^v1(�NT!aI Y RI�! (�I'�.��C}NT�a�
Fgure Ar3. Re.sidential Demand&Iling Impacts: Dollar Change in Bills from 2019 to 2022
A-2
HISTOGRAMS AND COST CURVES
�; ,:; ,:,�..�
80
Sa.zo
�o
x
� I
60 y—
� � z
W 50,i5 �
� f �� �
-. — �
O I . . , 40 p
„� $0.1D v�,
� �
� I 3� �
7
�
$0.45 2D
1D
$D.4� n n I� � _
3D1 770 1,243 1,706 2,235 2,667 3,292 3,70D 4,22fi 8,754
AVERAGE MQNTHLY USAC�E(KWH)
. _ c
Fgure A 4. Re.siderrtial Er�ergy Tirn�aF Day Rate Comparison
�o�ie
45°�:
A0�'�=.
� 35�''
�
ti 3(}"<
N
�
� 2�����.;.
a
w 2�,
u
�
i �5�:
za;>
s,;
�e:y, n n � . �
3`. 3' 3�` � �: 3` 3° 3° � 3' 3° � 3'. 3' a .-�i N M � � � 4�0 G�s � � N �*�"I '�V u�`'S
u'� �T m rV ,-� Cs t�+ u�7 th w et M. � � � ,� .� r+ r-i .-r
ry e-1 e-I rl .y i-I
PERCENT�HANGE IN Mf3NTHLY BILL
Fgure Ar5. Residential Energy Time-aF Day Billing Impacts: Percerrt Change in Bills from 2019 to 2022
A-3
Appendix A
16%
?�3e
� 1Z`'u
�
C�J
� 1C1�/
�
�
D g��,
�
�
�,�., �°�
�
�S!.
�n:;
D% � � n C�7
�O ��4 M Q1 tp N O5 u"! '-I OQ � r-I 1� � C � � � '�' — :: - _,: :-� �- -� ^ p
�V d c# i+l 1'rl n'1 N N N �! rl rl tA VT VF • . rti f4 r.� rr; M� n} e7 �el
SR t/1 4!'1 tA i!1 V1 Vl Vl V} S!5 V'F V1 -__. ti. -__. M1 t!F iA iJ} t!F t/1 i!F i!1 S/} i!F ifi 'V'k V'l
� . .:'"I . ��- ..'1 I"�'..;... � . . i^.iT;.
Fgure Ar6. Residential F�ergy Time-of-Day Billing Impacts: Dollar Charx�e in Bills from 2019 to 2022
5o.�a �
Sa.sn '�
s
� �
� 50.4D — — �
s
� 4 �
� SQ.3Cl °`
�
� 3 �
� SQ.2C1 `�
� �
�
50.1iJ � �I
1
� �
S�.QQ - _
78 3l5 65i 973 1,1b5 1,351 1,586 1,838 2,1�E, 3,312
AVERACeE Ms7NTHLY USAGE(KWH)
� ��i��4r:n�rr�r,iant C�ir��rri' Tl'7�a7'7 CC?S
Fgure Ar7. Resideritial Basic Eriergy Time-o�Day Rate C,��t..�:..:.w..
A-4
31 �
� �F.RCENT Of CUSTCA3'vlEtZS � F'ERCENI'QF CU57rJMERS
',1^ � . 4� 6'+ � �+ � o�� Yv ... ��9 J ... �G .
O M p�. q� 4+
W �
:�] i���� �. �Q, �Z�.p°1`a}
t7J "•
� {519} I9.39'�)
(517} � (8.69'�)
� (S16} � (7„99'a) � I
� {514�} � i7°.1�'�)
c�� IS13} � n i6.49'0} i _I
� (Sll} � (5,79'a) � I
� (sio� is.o���
� IS�� � � � ia.��ay
�� (571 0 , �3.6�'e9 I
��,+ � f 56) � �' _�� �z.99'e) � I
� `'��' {�4) 0 � _{ �2.19`0) � I
� r ��3� � I � [1.49'�) �— ' �J
�' � css� . � � - (o.7s�a�
�
— r i5o� 0 — - o.o�o � _i
'� �1 ° � � � � o.��a � _�
�-
r S� .. i.a�a � �
� 54 � � 2.19'0 � _I
� r,] '
� � 55 � � — 2.99'b � _I 2
� � �7 3.69'0 �
� $9 � 4.39'0 �
�
$1Q 5:09'c �
�• . a
� 511 � 5.79'a � I y
tp $13 I� � � 6.49'0 � I Z
� $14 4� �.19'o p
� $16 3 7:99'0 � I n
O
j $17 � 8:6% � I �
p $19 0 9.39'0 �+-._I C
� $20 � 10.0'Yo '�
D �Ul � {/�
Appendix A
so.45 �
So.ao � 5
i �
� 5�.35 �
� � � � �
� $0.30 �
� � v
� 50.25 3 �
�
� - [3
„", $0.20 vri
i7 —- �
2 v
� $Q.15
�
� --
SO.�o
1
So.o� —
So.00 _
100 352 617 �28 1,1Fi0 1,28{l 1,691 1,�65 2,062 4,374
AVERAGE M(7NTHLY USAGE(KWH)
(l.;S 1 .._ -..`Ur;: r-I:". �. �r`,.' . . :-(:iC
Fgure Ar10. Small Comrr�ercial Eriergy Time-aF Day Rate Comparison
,;;:,-
�
�
�
�
e : �
�-
�
�
�
0
�-
� s
�
�;
�
�:
�
,°
or � � � � } � � � � � �
e
a: a. a: a: :. _ _ _ _ a: a� _ _ ^ _: av �` �: a: ae �.
m �o .n +n c r"r; Fri iYi iv sv N ;� o o = .� r� e�e _ Y �n +n w �n
vrrrrrv7 r��nEv.r,[ iP��.�1nni7���v(�ii�
Fgure A�-11.Small Cam�-cial Eneegy Time-aF Day Impacts: Percent Charx�e in Bills from 2019 to 2022
A-6
HISTOGRAMS AND COST CURVES
'c�-
�
�
�
c :
�
�
L
�
c
�
z 1�s-�
n�.: -
t�
�
a
5°'c
9 � � �_ . _ �. � � � .:. �
a.s
o rn a: �ir v m N o c, -� = r_. ` v � ,:�o- � ',-. � ._: � .� " ._. -�
r•� ,� N N ,� .-y N N v> v-� cn .r vi vi .is ' ' " v> xr> va �n v> vs v� 1ri
v� tn v� cn vr tn tn tr� � -� -� -� �—.
r, ',�,![,� IN"ulri �;,,,,,�n�i? fS�`,-iri��T��}
Fgure Ar12. Slnall C..��.����.:al Energy Time-ofi Day Billing Impacts: Dollar Change in Bills from 2019 to 2022
5�.]D z 5
So.ao
._ So.�o zo
�
�
�. So.fio �
� z
u 15 �
� 50.50 _ D
� �
o So.�o 0
,,v, 10 v�s
t7 �
� $0.30 �'
W
�
� $D.20
5
I I - - -
$0.10 � �
$
�.� Ill � l � l � � 1� r� � � _
1D3 439 728 386 1,341 1,617 1,908 2,235 2,558 11,233
AVERAGE M{7NTHLY USAGE(KWHJ
� �r15T,Dflla!"f_nr1�7:' ( i..li[orlti � ?il?7 -��Y4
Fgure Ar13. Muniapal Rate Comparison
A-7
D a
� �
��RCE�t�`of er�sronnfF,s Pe�c�r�r o�cusrr�nn�as �
�
w � �
ff. . .. � r� �.n � s � �
�S�o1 �Zoo��) a
31
_ (��Gi � � (939'a1
c� {5n r;� � (S�s�pl
� 45���1 � � (79%1
u' f53r�p � � (���)
� �5321 � � (649'm�
4. fS29� � (579'a1
� �szsy — csas�}
� f52�.J � (439`0�
�' -� QSxBy c�. ,� (369�a1
— � d514} � -� (299�'a)
� l$�1� � :"'—' i�l.a`al
�
.. �� {�$7} �• (lA'''r,)
$ � f541 � = {�s��
� ��
�' = iS�] �J ,._w �o,..� . _ -
� �
� S4 � r ��;�,
� 5� � - �4t�, �
� �
� 5�1 � 21���, � -
3� � . •-.
� � 51�3 � � " 29`Y �
M --y— S 1`� � — 36% '—�
� N
4 ;:�1 � 43�y� .
3 5:"� � � 54� ��
� Sz� � s7i �
cfl
O 53z � 64% �
� $35 � 71�Y �
534 79%
543 8b% �J
S4� g��'�
$5Q 10D`Ya
Appendix B
SCHEDULES
, �� � & Salutia�rs
Economics � Strategy � Stakeholders � Sustainability
Estes Park Power and Communications
Schedule 1
Electric Ten-Year Financial Plan
A B C D E F G H I 1 K L M N O
� Historical � Projected � Projected �
Line No. Account Descriptions � 2016 2017 2018 Budget� 2019 � 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 �
1 Operatin�Revenues
2 Rate Revenue 14,550,689 15,004,484 16,018,524 17,268,395 17,648,031 18,035,913 18,432,217 18,922,627 19,404,708 19,908,013 20,425,931 20,960,765 21,513,963 22,091,797
3 Intergovernmental 153,652 1,031,202 24,252 - - - - - - - - - - -
4 Investment Income 78,448 87,206 68,000 78,083 75,766 73,508 69,913 66,384 63,771 59,673 54,035 48,724 45,881 45,546
5 Miscellaneous Revenue 367,446 1,101,099 977,836 708,578 526,217 526,528 526,846 527,23 527,613 528,010 528,419 528,840 529,275 529,729
6 Total Operating Revenue 15,150,235 17,223,991 17,088,612 18,055,056 18,250,015 18,635,949 19,028,977 19,516 19,996,093 20,495,696 21,008,385 21,538,332 22,089,119 22,667,072
7 Op2fdtlll�Exp2f15e5
8 Source of Supply 7,161,617 7,350,123 7,544,166 7,776,362 7,788,528 7,964,397 8,140,39fi 8,318,487 ,035 8,687,898 8,883,260 9,083,938 9,278,903 9,502,184
9 Distribution 3,104,575 3,658,860 4,152,418 3,748,771 3,935,086 4,132,138 4,342, 4,453,972 4, 4 4,685,808 4,806,739 4,931,156 5,059,171 5,190,902
10 CustomerAccounts 384,020 445,111 501,036 442,985 454,980 466,776 47 491,405 504, 517,493 531,114 545,137 559,575 574,441
11 Administration/General 2,460,229 2,460,966 2,644,817 2,304,701 2,360,904 2,415,963 ,409 2 ,280 2,589,616 2,650,459 2,712,851 2,776,835 2,842,458 2,909,767
12 Transfers Out - - - - - - - - - - - - -
13 Total Operating Expenses 13,110,441 13,915,060 14,842,437 14,272,819 14,539,498 14,979,275 15,43 , ,794,144 16,153,167 16,541,658 16,933,965 17,337,066 17,740,107 18,177,293
14 Balance Available for Debt Service 2,039,794 3,308,931 2,246,175 3,782,237 3,730,518 3,65 4 98 ,099 3,842,926 3,954,037 4,074,420 4,201,266 4,349,012 4,489,779
15 Debt Service(cash basisl
16 Existing/Refinanced Debt - - - 449,813 5 596,90 591,300 596,300 595,050 597,800 594,300 594,600 184,450 183,950
17 New Debt - - - - - - - - - - - - - -
18 Total Debt Service:Cash Basis - - - 449,813 580,128 596,900 591,300 596,300 595,050 597,800 594,300 594,600 184,450 183,950
19 Debt Service Coverage Ratio NA NA NA 8.4 4 . 6.1 61 6.5 6.6 6.9 7.1 23.6 24.4
20 Other Income(Exoenditures)
21 Transfersln 711,942 365,703 - - - - - - - - - - -
22 General Fund Transfer (1,391,740) (1,646,929) (1,731 (1,772,928) 6,252) (1,956,775) (1,998,043) (2,049,206) (2,099,590) (2,152,048) (2,205,880) (2,261,525) (2,319,357) (2,380,043)
23 Reserve Fund Adjustments - - - - - - - - - - - - - -
24 Changein Working Capital - - - - ,756) (108,438) (112,267) (88,660) (88,526) (95,793) (96,733) (99,395) (99,380) (107,799)
25 Gain(Loss)on Sale of Assets (91,430) - - 000 - - - - - - - - - -
26 Total Other Income(Expenditures) (771,228) (1,281,226) (1,731,233) (1,6 ,982,008) (2,065,213) (2,110,309) (2,137,866) (2,188,116) (2,247,841) (2,302,613) (2,360,920) (2,418,737) (2,487,842)
Balance Availablefor Retained
z7 Earnings&Capital 1,268,566 2,027,705 514,942 1,684,497 1,148,382 994,561 892,789 987,933 1,059,761 1,308,397 1,177,507 1,245,746 1,745,824 1,817,987
28 Caqital Exqenditures
29 Uses-CIP and Recurring Capital Expenses 2,292,000 1,676,634 1,711,843 1,747,792 1,685,721 1,721,121 2,124,414 2,169,026 2,214,576 2,261,082 2,308,565
30 Sources-Contributed Capital 300,000 306,600 313,039 319,612 326,324 333,177 340,174 347,317 354,611 362,058 369,661
31 Sources-Contruction Fund - - - - - - - - - - -
32 Sources-CashAvailable 1,992,000 1,370,034 1,398,805 1,428,180 1,359,397 1,387,944 1,784,240 1,821,709 1,859,965 1,899,024 1,938,903
33 Flow of Funds
34 Cash In Excess of the Minimum Requirement
35 CashBeginningofYear 4,442,774 4,135,271 3,913,619 3,509,375 2,973,984 2,602,521 2,274,338 1,598,495 954,293 340,075 186,875
Prepared by NewGen Strategies and Solutions Page 1 of 2
Estes Park Power and Communications
Schedule 1
Electric Ten-Year Financial Plan
A B C D E F G H I 1 K L M N O
� Historical � Projected � Projected �
Line No. Account Descriptions � 2016 2017 2018 Budget� 2019 � 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 �
36 Deposits-Operations 1,684,497 1,148,382 994,561 892,789 987,933 1,059,761 1,108,397 1,177,507 1,245,746 1,745,824 1,817,987
37 Electric loan to Broadband (2,500,000) - - - - - - - - - -
38 Broadband loan repayment 2,500,000 - - - - - - - - - -
39 Withdrawals-CapitalPlan (1,992,000) (1,370,034) (1,398,805) (1,428,180) (1,359,397) ,387,944) (1,784,240) (1,821,709) (1,859,965) (1,899,024) (1,938,903)
40 Cash In Excess of the Minimum Requirement Balance(EOY) 4,135,271 3,913,619 3,509,375 2,973,984 2,602,52 ,274,338 1,598,495 954,293 340,075 186,875 65,959
41 Days of Cash on Hand(Cash,FC,WC) 196 187 174 159 140 124 110 96 93 90
42 Workine Caqital Reserve
43 Days of O&M Reserve 90 90 90 90 90 90 90 90 90 90 90
44 WC BOY 3,519,325 3,519,325 3,585,082 3,693, 3,805,786 3, 7 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273
45 Deposits/Withdrawals - 65,756 108,438 1 88,660 88, 95,793 96,733 99,395 99,380 107,799
46 Working Capital Balance 3,519,325 3,585,082 3,693,520 , 86 3 447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 4,482,072
47 WC Goal 3,519,325 3,585,082 3,693,520 3, 6 4,447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 4,482,072
48 Days of Working Capital 90 90 90 90 90 90 90 90 90 90
49 Interest Income
50 Reserve Fund Average Year Balance - - - - - - - - - -
51 Interest on Funds Short Term Interest - - - - - - - - -
52 Cash Available Average Year Balance 4,289,022 4,024,445 3,711, 1,680 ,788,253 2,438,430 1,936,416 1,276,394 647,184 263,475 126,417
53 Interest on Funds ShortTerm Interest 42,890 37,11 32,417 27,883 24,384 19,364 12,764 6,472 2,635 1,264
54 Working Capital Cash Average Year Balance 3,519,325 ,203 639,301 3,749,653 3,850,117 3,938,710 4,030,869 4,127,132 4,225,196 4,324,583 4,428,173
55 Interest on Funds ShortTerm Interest 35,193 35,522 36,393 37,497 38,501 39,387 40,309 41,271 42,252 43,246 44,282
56 Other Fund Balance
57 Other Fund Balance Inflation-GDP - - - - - - - - -
58 Interest on Funds Short Term Interest - - - - - - - - - -
59 Other Fund Balance
60 Other Fund Balance Inflation-GDP - - - - - - - - - - -
61 Interest on Funds Short Term Interest - - - - - - - - - - -
62 Totallnterestlncome 78,083 ,766 73,508 69,913 66,384 63,771 59,673 54,035 48,724 45,881 45,546
63 KevPerformancelndicators 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
64 DSC Ratio 6.4 6.1 6.1 6.2 6.5 6.6 6.9 7.1 23.6 24.4
65 Cash Available Balance($) 4,135, 3,913,619 3,509,375 2,973,984 2,602,521 2,274,338 1,598,495 954,293 340,075 186,875 65,959
66 Construttion 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
69 Rate Changes
70 Electric
71 Overall5ystem Revenue/kWh Increase Required 1.96% 1.96% 1.96% 2.32% 2.32% 2.32% 2.32% 2.32% 2.32% 2.32%
Prepared by NewGen Strategies and Solutions Page 2 of 2
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
z Operation and Maintenance Expense
z Purchased Power
3 502-6100-520.28-08 Purchased Power Supply 8,140,396 8,140,396 Purchased Power 8,140,396 0 0 8,140,396
a 502-6100-520.28-18 Wind Power - 0 Purchas wer 0 0 0 0
s 502-6100-520.28-19 Wheeling Chgs-FR Hydro - 0 Purc Power 0 0 0 0
6 Total Purchased Power 8,140,396 0 8,140,396 8,140,396 0 0 8,140,396
� TOTAI PURCHASED POWER 8,140,396 0 8,140,396 8,140,396 0 0 8,140,396
s Distribution
9 502-6301-540.11-01 Supervisors 37,531 3 Distribution 0 37,531 0 37,531
io 502-6301-540.11-02 Regular Staff 1,734,043 1,734,0 Distribution 0 1,734,043 0 1,734,043
u 502-6301-540.11-03 Seasonal5taff - 0 Distribution 0 0 0 0
iz 502-6301-540.11-04 Staff Overtime 191,767 767 Distribution 0 191,767 0 191,767
i3 502-6301-540.11-OS SeasonalOvertime - istribution 0 0 0 0
ia Total Personal Services/Salaries 1,963,341 - ,9 1 - 1,963,341 - 1,963,341
is 502-6301-540.13-01 Cell Phone 17,205 7,205 Distribution 0 17,205 0 17,205
i6 502-6301-540.13-03 Vehicle Allowance - 0 Distribution 0 0 0 0
i� Total Additional Compensation 17,205 7,205 0 17,205 0 17,205
is 502-6301-540.14-11 Medicallnsurance 38 386,351 Distribution 0 386,351 0 386,351
i9 502-6301-540.14-12 Life Insurance ,208 6,208 Distribution 0 6,208 0 6,208
zo 502-6301-540.14-14 Employee Assistance Prog 1,297 1,297 Distribution 0 1,297 0 1,297
zl 502-6301-540.14-15 Dentallnsurance 177 26,177 Distribution 0 26,177 0 26,177
zz 502-6301-540.14-16 Vision Insurance 6,225 Distribution 0 6,225 0 6,225
z3 502-6301-540.14-17 MASA 2, 2,139 Distribution 0 2,139 0 2,139
za 502-6301-540.14-18 Telephone Doc 1,037 1,037 Distribution 0 1,037 0 1,037
zs 502-6301-540.14-21 Taxes/FICA-Medicare 146,224 146,224 Distribution 0 146,224 0 146,224
z6 502-6301-540.14-31 Retirement/ICMA401(A) - 0 Distribution 0 0 0 0
z� 502-6301-540.14-32 Retirement/PERA 284,304 284,304 Distribution 0 284,304 0 284,304
zs 502-6301-540.14-41 Workers'Compensation 24,744 24,744 Distribution 0 24,744 0 24,744
z9 502-6301-540.14-90 Pension Benefit Expense - 0 Distribution 0 0 0 0
30 502-6301-540.14-99 Salary Capital Contra Act - 0 Distribution 0 0 0 0
31 Total Employer Benefits 884,706 0 884,706 0 884,706 0 884,706
3z 502-6301-540.21-01 Property - 0 Distribution 0 0 0 0
33 502-6301-540.21-02 Liability 17,981 17,981 Distribution 0 17,981 0 17,981
3a 502-6301-540.21-50 Unemployment - 0 Distribution 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 1 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
3s Total Insurance Premiums 17,981 - 17,981 - 17,981 - 17,981
36 502-6301-540.22-02 Engineering 31,961 31,961 Distribution 0 31,961 0 31,961
3� 502-6301-540.22-13 Contract/Skilled Services 5,327 5,327 Distri n 0 5,327 0 5,327
3s 502-6301-540.22-14 LabTesting 8,523 8,523 Di tion 0 8,523 0 8,523
39 502-6301-540.22-24 GIS 138,499 138,499 ' ution 0 138,499 0 138,499
ao 502-6301-540.22-26 Insurance Calims 28,338 28,338 ist on 0 28,338 0 28,338
ai 502-6301-540.22-30 Land Use Fees 3,196 3,196 Distrib 0 3,196 0 3,196
az 502-6301-540.22-98 Other 7,307 7,307 Distributio 0 7,307 0 7,307
a3 Total Prof.Services/Fees 223,152 - 223, - 223,152 - 223,152
aa 502-6301-540.24-02 Real Property 2,557 2,5 Distribution 0 2,557 0 2,557
as Total Rentals 2,557 0 2,557 0 2,557 0 2,557
a6 502-6301-540.25-01 Maintenance Contracts 55,399 istribution 0 55,399 0 55,399
a� 502-6301-540.25-02 Buildings 10,654 4 Distribution 0 10,654 0 10,654
as 502-6301-540.25-OS Machinery/Tools 3,729 ,729 Distribution 0 3,729 0 3,729
as 502-6301-540.25-06 Meters - 0 Distribution 0 0 0 0
so 502-6301-540.25-07 Transformer 10,654 ,654 Distribution 0 10,654 0 10,654
sl 502-6301-540.25-08 Laboratory - 0 Distribution 0 0 0 0
sz 502-6301-540.25-30 Street Lights 53,269 53,269 Distribution 0 53,269 0 53,269
s3 502-6301-540.25-31 Substation 18 181,114 Distribution 0 181,114 0 181,114
sa 502-6301-540.25-32 Power Line Maintenance , 25 639,225 Distribution 0 639,225 0 639,225
ss 502-6301-540.25-33 Inactive Underground Main - 0 Distribution 0 0 0 0
s6 502-6301-540.25-34 Customer Service Lines - 0 Distribution 0 0 0 0
s� 502-6301-540.25-98 Other Equipment/Machinery 1,598 Distribution 0 1,598 0 1,598
ss Total Repair and Maintenance 955, 0 955,641 0 955,641 0 955,641
s9 502-6301-540.26-01 Office Supplies 746 746 Distribution 0 746 0 746
60 502-6301-540.26-04 Freight/Shipping 1,065 1,065 Distribution 0 1,065 0 1,065
61 502-6301-540.26-OS lanitorial 533 533 Distribution 0 533 0 533
sz 502-6301-540.26-06 Small Tools 15,981 15,981 Distribution 0 15,981 0 15,981
63 502-6301-540.26-07 Small Hardware 5,327 5,327 Distribution 0 5,327 0 5,327
6n 502-6301-540.26-19 Traffic Control 10,654 10,654 Distribution 0 10,654 0 10,654
6s 502-6301-540.26-20 Electrical 5,327 5,327 Distribution 0 5,327 0 5,327
66 502-6301-540.26-33 Data Processing Equipment 10,654 10,654 Distribution 0 10,654 0 10,654
6� 502-6301-540.26-34 Meters 37,288 37,288 Distribution 0 37,288 0 37,288
6s 502-6301-540.26-48 Shop Equipment 4,261 4,261 Distribution 0 4,261 0 4,261
69 502-6301-540.26-55 Street Lights 31,961 31,961 Distribution 0 31,961 0 31,961
Prepared by NewGen Strategies and Solutions Page 2 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
�0 502-6301-540.26-57 Overhead Lines - 0 Distribution 0 0 0 0
n Total Materials and Supplies 123,797 0 123,797 0 123,797 0 123,797
�z 502-6301-540.27-01 Personal Safety Equipment 58,596 58,596 Distri n 0 58,596 0 58,596
�s 502-6301-540.27-03 Vehicle Allowance - 0 Di tion 0 0 0 0
�a 502-6301-540.27-04 Education/Training 95,884 95,884 ution 0 95,884 0 95,884
�s 502-6301-540.27-06 Employee Recognition - 0 ist on 0 0 0 0
�6 502-6301-540.27-07 Mileage Reimbursement - 0 Distrib 0 0 0 0
n 502-6301-540.27-21 Employee Recruitment - 0 Distributio 0 0 0 0
�s TotalJob Performance Expenses 154,479 0 154, 0 154,479 0 154,479
�9 502-6301-540.29-90 Short/Over Inventory Acct - Distribution 0 0 0 0
so 502-6301-540.29-95 Depreciation - 0 Distribution 0 0 0 0
si 502-6301-540.29-97 Accumulated Pant - 0 Distribution 0 0 0 0
sz Total Other Current Expenses 0 0 0 0 0 0
s3 TOTAL DISTRIBUTION 4,342,859 ,859 0 4,342,859 0 4,342,859
sa Customer Services
CurrentExpenditures
ss 502-6401-550.11-01 Supervisors 71,737 71,737 Customer 0 0 71,737 71,737
86 502-6401-550.11-02 Regular Staff 14 146,163 Customer 0 0 146,163 146,163
s� 502-6401-550.11-03 Seasonal5taff - 0 Customer 0 0 0 0
ss 502-6401-550.11-04 Staff Overtime 13,850 13,850 Customer 0 0 13,850 13,850
s9 502-6401-550.11-OS SeasonalOvertime 80 80 Customer 0 0 80 80
90 Total Personal Service/Salaries 2 0 231,830 0 0 231,830 231,830
91 502-6401-550.13-01 Cell Phone 419 419 Customer 0 0 419 419
9z 502-6401-550.13-03 Vehicle Allowance - 0 Customer 0 0 0 0
93 Total Additional Compensation 419 - 419 - - 419 419
9a 502-6401-550.14-11 Medicallnsurance 55,635 55,635 Customer 0 0 55,635 55,635
9s 502-6401-550.14-12 Life Insurance 908 908 Customer 0 0 908 908
96 502-6401-550.14-14 Employee Assistance Prog 230 230 Customer 0 0 230 230
9� 502-6401-550.14-15 Dentallnsurance 3,987 3,987 Customer 0 0 3,987 3,987
9s 502-6401-550.14-16 Vision Insurance 1,027 1,027 Customer 0 0 1,027 1,027
99 502-6401-550.14-17 MASA 416 416 Customer 0 0 416 416
ioo 502-6401-550.14-18 Telephone Doc 202 202 Customer 0 0 202 202
ioi 502-6401-550.14-21 Taxes/FICA-Medicare 18,870 18,870 Customer 0 0 18,870 18,870
Prepared by NewGen Strategies and Solutions Page 3 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
ioz 502-6401-550.14-31 Retirement/ICMA401(A) - 0 Customer 0 0 0 0
io3 502-6401-550.14-32 Retirement/PERA 31,762 31,762 Customer 0 0 31,762 31,762
ioa 502-6401-550.14-41 Workers'Compensation 763 763 Customer 0 0 763 763
ios 502-6401-550.14-90 Pension Benefit Expense - 0 Cust r 0 0 0 0
io6 502-6401-550.14-99 Salary Capital Contra Act - 0 C er 0 0 0 0
io� Total Employer Benefits 113,799 - 113,799 - - 113,799 113,799
ios 502-6401-550.21-02 Liability 1,681 1,681 Custo 0 0 1,681 1,681
io9 502-6401-550.21-50 Unemployment - 0 Customer 0 0 0 0
iio Total Insurance Premiums 1,681 - 1, - - 1,681 1,681
iii 502-6401-550.22-09 Info Technology Services - Customer 0 0 0 0
iiz 502-6401-550.22-10 Bank Fees 533 533 Customer 0 0 533 533
ii3 502-6401-550.22-13 Contract/Skilled Services - 0 Customer 0 0 0 0
iia 502-6401-550.22-26 Insurance Claims - Customer 0 0 0 0
iis 502-6401-550.22-98 Other 1,233 Customer 0 0 1,233 1,233
ii6 Total Prof.Services/Fees 1,765 ,765 0 0 1,765 1,765
ii� 502-6401-550.23-01 Publication Fees - 0 Customer 0 0 0 0
iis Total Publishing - - - - - -
ii9 502-6401-550.24-01 Equipment 1,278 Customer 0 0 1,278 1,278
izo 502-6401-550.24-03 Lease , 00 4,800 Customer 0 0 4,800 4,800
izi Total Rentals 6,078 - 6,078 - - 6,078 6,078
izz 502-6401-550.25-01 Maintenance Contracts 8,789 Customer 0 0 8,789 8,789
iz3 502-6401-550.25-03 Furniture/Fixtures 0 Customer 0 0 0 0
iza 502-6401-550.25-98 Other Equipment/Machinery 533 533 Customer 0 0 533 533
izs Total Repair and Maintenance 9,322 - 9,322 - - 9,322 9,322
iz6 502-6401-550.26-01 Office Supplies 3,729 3,729 Customer 0 0 3,729 3,729
iz� 502-6401-550.26-02 Postage 42,517 42,517 Customer 0 0 42,517 42,517
iza 502-6401-550.26-03 Printing Forms 27,840 27,840 Customer 0 0 27,840 27,840
iz9 502-6401-550.26-04 Freight/Shipping 799 799 Customer 0 0 799 799
i3o 502-6401-550.26-17 Catering/Spec Circumstanc 799 799 Customer 0 0 799 799
i3i 502-6401-550.26-23 Furniture/Fixtures 2,131 2,131 Customer 0 0 2,131 2,131
i3z 502-6401-550.26-32 Data Processing Software 3,018 3,018 Customer 0 0 3,018 3,018
133 502-6401-550.26-33 Data Processing Equipment 2,131 2,131 Customer 0 0 2,131 2,131
i3a 502-6401-550.26-42 Office Equipment 799 799 Customer 0 0 799 799
Prepared by NewGen Strategies and Solutions Page 4 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
i3s 502-6401-550.26-46 Communication Equipment - 0 Customer 0 0 0 0
ise Total Materials and Supplies 83,763 - 83,763 - - 83,763 83,763
i3� 502-6401-550.27-04 Education/Training 13,317 13,317 Cust r 0 0 13,317 13,317
i3a 502-6401-550.27-OS Member Dues/Subscriptions 533 533 C er 0 0 533 533
139 502-6401-550.27-06 Employee Recognition 266 266 mer 0 0 266 266
iao 502-6401-550.27-07 Mileage Reimbursement 160 160 Cu r 0 0 160 160
iai 502-6401-550.27-21 Employee Recruitment - 0 Custo 0 0 0 0
iaz Total Job Performance Expenses 14,276 - 14,276 - - 14,276 14,276
ia3 502-6401-550.29-07 Uncollectible Accounts 15,981 1 Customer 0 0 15,981 15,981
ina 502-6401-550.29-25 Promotion - Customer 0 0 0 0
ias 502-6401-550.29-31 Uncollected Taxes - 0 Customer 0 0 0 0
in6 TotalOtherCurrentExpenses 15,981 - ,981 - - 15,981 15,981
ia� Total Current Expenditures 478,914 - 47 4 - - 478,914 478,914
Administration/General
iaa 502-6501-560.11-01 Supervisors 172,182 ,182 Total Labor W/O A&G 0 153,998 18,184 172,182
ia9 502-6501-560.11-02 Regular Staff 429,569 9,569 Total Labor W/O A&G 0 384,202 45,366 429,569
iso 502-6501-560.11-03 Seasonal 5taff - 0 Total Labor W/O A&G 0 0 0 0
isi 502-6501-560.11-04 Staff Overtime 2 26,634 Total Labor W/O A&G 0 23,822 2,813 26,634
isz Total Personal Service/Salaries , 85 628,385 0 562,022 66,363 628,385
is3 502-6501-560.13-01 Cell Phone 918 2,918 Total Labor W/O A&G 0 2,610 308 2,918
isa 502-6501-560.13-03 Vehicle Allowance 0 Total Labor W/O A&G 0 0 0 0
iss Total Additional Compensation 2, - 2,918 - 2,610 308 2,918
is6 502-6501-560.14-11 Medical Insurance 81,835 81,835 Total Labor W/O A&G 0 73,192 8,642 81,835
is� 502-6501-560.14-12 Life Insurance 1,817 1,817 Total Labor W/O A&G 0 1,625 192 1,817
isa 502-6501-560.14-14 Employee Assistance Prog 461 461 Total Labor W/O A&G 0 413 49 461
is9 502-6501-560.14-15 Dental Insurance 7,639 7,639 Total Labor W/O A&G 0 6,832 807 7,639
i6o 502-6501-560.14-16 Vision Insurance 2,138 2,138 Total Labor W/O A&G 0 1,912 226 2,138
i6i 502-6501-560.14-17 MASA 833 833 Total Labor W/O A&G 0 745 88 833
i6z 502-6501-560.14-18 Telephone Doc 404 404 Total Labor W/O A&G 0 361 43 404
i63 502-6501-560.14-21 Taxes/FICA-Medicare 51,147 51,147 Total Labor W/O A&G 0 45,746 5,402 51,147
i6a 502-6501-560.14-31 Retirement/ICMA 401(A) 6,164 6,164 Total Labor W/O A&G 0 5,513 651 6,164
i6s 502-6501-560.14-32 Retirement/PERA 78,563 78,563 Total Labor W/O A&G 0 70,266 8,297 78,563
166 502-6501-560.14-35 Retirement/F.P.P.A - 0 Total Labor W/O A&G 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 5 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
i6� 502-6501-560.14-41 Workers'Compensation 3,277 3,277 Total Labor W/O A&G 0 2,931 346 3,277
i6s 502-6501-560.14-90 Pension Benefit Expense - 0 Total Labor W/O A&G 0 0 0 0
169 502-6501-560.14-99 Salary Capital Contra Act - 0 Total Labor W/O A&G 0 0 0 0
i�o Total Employer Benefits 234,278 - 234,278 - 209,537 24,742 234,278
i�i 502-6501-560.21-01 Property 34,397 34,397 T ss Plant 0 34,397 0 34,397
i�z 502-6501-560.21-02 Liability 9,493 9,493 al lant 0 9,493 0 9,493
vs Total Insurance Premiums 43,891 - 43,891 - 43,891 - 43,891
i�a 502-6501-560.22-01 Auditing 24,504 24, RevReq 10,991 12,608 904 24,504
i�s 502-6501-560.22-02 Engineering 15,981 1 istribution 0 15,981 0 15,981
i�6 502-6501-560.22-06 Medical 2,267 2,2 otal Labor W/O A&G 0 2,028 239 2,267
in 502-6501-560.22-07 Recording Fees 266 266 Distribution 0 266 0 266
i�s 502-6501-560.22-08 Legal 26,634 6,634 Distribution 0 26,634 0 26,634
i�9 502-6501-560.22-09 Info Technology Services 129,996 T Labor W/O A&G 0 116,267 13,729 129,996
iao 502-6501-560.22-10 Bank Fees 2,663 &M W/O Fuel PP 57 2,314 292 2,663
isi 502-6501-560.22-24 GIS 42,615 ,615 Distribution 0 42,615 0 42,615
isz 502-6501-560.22-33 Data Processing - 0 NA 0 0 0 0
is3 502-6501-560.22-89 Utility Financial Studies - 0 NA 0 0 0 0
isa 502-6501-560.22-98 Other 64,789 4,789 Distribution 0 64,789 0 64,789
iss Total Prof.Services/Fees 309,715 309,715 11,048 283,502 15,164 309,715
is6 502-6501-560.23-01 Publication Fees ,458 7,458 Total Labor W/O A&G 0 6,670 788 7,458
is� Total Publishing 7,458 - 7,458 - 6,670 788 7,458
188 502-6501-560.24-01 Equipment 0 NA 0 0 0 0
is9 502-6501-560.24-02 Real Property 95, 95,884 Distribution 0 95,884 0 95,884
i90 502-6501-560.24-03 Lease - 0 NA 0 0 0 0
i9i Total Rentals 95,884 - 95,884 - 95,884 - 95,884
i9z 502-6501-560.25-01 Maintenance Contracts 99,108 99,108 Total Gross Plant 0 99,108 0 99,108
i93 502-6501-560.25-02 Buildings 1,065 1,065 Total Gross Plant 0 1,065 0 1,065
i9a 502-6501-560.25-03 Furniture/Fixtures 1,065 1,065 Total Gross Plant 0 1,065 0 1,065
195 502-6501-560.25-04 Vehcile Equipment 53,269 53,269 Total Labor W/O A&G 0 47,643 5,626 53,269
196 502-6501-560.25-OS Machinery/Tools 533 533 Distribution 0 533 0 533
i9� 502-6501-560.25-09 Vehicle Repairs-Fleet Shp 138,499 138,499 Total Labor W/O A&G 0 123,872 14,627 138,499
i9a 502-6501-560.25-44 Future Vehicle Purchase - 0 NA 0 0 0 0
199 502-6501-560.25-98 Other Equipment/Machinery 533 533 Distribution 0 533 0 533
zoo Total Repair and Maintenance 294,071 - 294,071 - 273,819 20,252 294,071
Prepared by NewGen Strategies and Solutions Page 6 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
zoi 502-6501-560.26-01 Office Supplies 21,307 21,307 Total Labor W/O A&G 0 19,057 2,250 21,307
zoz 502-6501-560.26-02 Postage 8,523 8,523 Total Labor W/O A&G 0 7,623 900 8,523
zo3 502-6501-560.26-03 Printing Forms 1,065 1,065 Total Labor O A&G 0 953 113 1,065
zoa 502-6501-560.26-06 Small Tools 533 533 Total L /O A&G 0 476 56 533
zos 502-6501-560.26-13 Medical 2,663 2,663 Tot W/O A&G 0 2,382 281 2,663
zo6 502-6501-560.26-14 Laboratory - 0 0 0 0 0
zo� 502-6501-560.26-15 Exhibit/Display 138,499 138,499 Custo 0 0 138,499 138,499
zoa 502-6501-560.26-17 Catering/Spec Circumstanc 4,261 4,261 Total Labor W/ 0 3,811 450 4,261
zo9 502-6501-560.26-23 Furniture/Fixtures 5,327 5, Tot Labor W/O A 0 4,764 563 5,327
zio 502-6501-560.26-25 Energy Efficiency 106,537 1 Labor W/O A&G 0 95,286 11,251 106,537
zii 502-6501-560.26-32 Data Processing Software 21,307 21,3 otal Labor W/O A&G 0 19,057 2,250 21,307
ziz 502-6501-560.26-33 Data Processing Equipment 10,654 10,654 Total Labor W/O A&G 0 9,529 1,125 10,654
zi3 502-6501-560.26-39 Fuel&Oil 53,269 ,269 I Labor W/O A&G 0 47,643 5,626 53,269
zia 502-6501-560.26-42 Office Equipment 3,196 T Labor W/O A&G 0 2,859 338 3,196
zis 502-6501-560.26-43 Heavy Equipment 2,131 1 tal Labor W/O A&G 0 1,906 225 2,131
zi6 502-6501-560.26-46 Communication Equipment 21,307 ,307 Total Labor W/O A&G 0 19,057 2,250 21,307
zv Total Materials and Supplies 400,581 - 0,581 - 234,404 166,177 400,581
zis 502-6501-560.27-02 Uniform Allowance 2,131 2,131 Total Labor W/O A&G 0 1,906 225 2,131
zi9 502-6501-560.27-03 Vehicle Allowance - 0 NA 0 0 0 0
zzo 502-6501-560.27-04 Education/Training 1 12,784 Total Labor W/O A&G 0 11,434 1,350 12,784
zzi 502-6501-560.27-OS Member Dues/Subscriptions , 50 13,850 Total Labor W/O A&G 0 12,387 1,463 13,850
zzz 502-6501-560.27-06 Employee Recognition 3,729 3,729 Total Labor W/O A&G 0 3,335 394 3,729
zz3 502-6501-560.27-07 Mileage Reimbursement 533 533 Total Labor W/O A&G 0 476 56 533
zza 502-6501-560.27-10 Meal Reimbursement-Emerg. 2,131 Total Labor W/O A&G 0 1,906 225 2,131
zzs 502-6501-560.27-21 Employee Recruitment 0 NA 0 0 0 0
zz6 TotalJob Performance Expenses 35,157 - 35,157 - 31,444 3,713 35,157
zz� 502-6501-560.28-01 Telephone 8,523 8,523 Total Labor W/O A&G 0 7,623 900 8,523
zza 502-6501-560.28-02 Natural Gas 9,588 9,588 Total Labor W/O A&G 0 8,576 1,013 9,588
zz9 502-6501-560.28-03 Electrical Energy 56,465 56,465 Total Labor W/O A&G 0 50,502 5,963 56,465
z3o 502-6501-560.28-04 Water 4,794 4,794 Total Labor W/O A&G 0 4,288 506 4,794
z3i 502-6501-560.28-OS Sewer 1,598 1,598 Total Labor W/O A&G 0 1,429 169 1,598
z3z 502-6501-560.28-06 Trash Disposal 13,850 13,850 Total Labor W/O A&G 0 12,387 1,463 13,850
z33 Total Utility Expenditures 94,818 - 94,818 - 84,805 10,014 94,818
z3a 502-6501-560.29-06 Interest on Deposits 1,278 1,278 Customer 0 0 1,278 1,278
z3s 502-6501-560.29-08 Payment In Lieu Of Taxes 10,603 10,603 RevReq 4,756 5,456 391 10,603
Prepared by NewGen Strategies and Solutions Page 7 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
z36 502-6501-560.29-09 PUC Gross Receipt Taxes 17,046 17,046 RevReq 7,646 8,771 629 17,046
z3� 502-6501-560.29-10 Franchise Fees 296,327 296,327 RevReq 132,918 152,475 10,934 296,327
z3a 502-6501-560.91-28 Housing - 0 NA 0 0 0 0
z39 Total Other Current Expenses 325,254 - 325,254 145,320 166,701 13,233 325,254
zao Total Administration/General 2,472,409 - 2,472,409 156,368 1,995,287 320,754 2,472,409
zai TOTAL CUSTOMER SERVICE 2,951,323 - 2,951,323 156,368 1,995,287 799,668 2,951,323
zaz Total O&M Expense 15,434,578 0 15,434, 8,296,764 6,338,146 799,668 15,434,578
za3 Total O&M Expense Excluding Purchased Power&Depr. 7,294,182 0 7,294,1 156,368 6,338,146 799,668 7,294,182
zaa Debt Service:
zas 502-6700-470.22-10 Bank Fees - NA 0 0 0 0
za6 502-6700-470.29-67 Amort Exp/Bond Issue Cost - 0 NA 0 0 0 0
za� 502-6700-470.41-01 Principal on Bonds 400,000 ,000 Total Net Plant 0 400,000 0 400,000
zas 502-6700-470.41-02 Interest on Bonds 191,300 1,300 Total Net Plant 0 191,300 0 191,300
za9 502-6700-470.41-OS Principal/Capital Lease - 0 NA 0 0 0 0
zso 502-6700-470.41-06 Interest/Capital Lease - 0 NA 0 0 0 0
zsi Total Debt Service 591,300 591,300 0 591,300 0 591,300
zsz OtherFunds
zs3 502-6600-491.90-01 General 98,043 1,998,043 Distribution 0 1,998,043 0 1,998,043
zsa 502-6600-491.90-04 Community Reinvestment - 0 NA 0 0 0 0
zss 502-6600-491.90-06 Medicallnsurance 0 NA 0 0 0 0
zs6 502-6600-491.90-07 Museum 0 NA 0 0 0 0
zs� 502-6600-491.90-29 Fire Service Fund - 0 NA 0 0 0 0
zss 502-6600-491.90-35 Vehicle Replacement - 0 NA 0 0 0 0
zs9 502-6600-491.92-31 Urban Renewal Authority - 0 NA 0 0 0 0
z6o Total Other Funds 1,998,043 0 1,998,043 0 1,998,043 0 1,998,043
z6i Change in Working Capital 112,267 112,267 0&M W/O Fuel PP 2,407 97,552 12,308 112,267
zez Capital Paid from Current Earnings
z63 502-7001-580.32-22 Building Remodeling - 0 NA 0 0 0 0
z6a 502-7001-580.33-30 Station Equipment - 0 NA 0 0 0 0
z6s 502-7001-580.33-31 Furniture/Fixtures - 0 NA 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 8 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
z66 502-7001-580.33-32 Office Equipment - 0 NA 0 0 0 0
z6� 502-7001-580.33-33 Data Processing Equipment - 0 NA 0 0 0 0
z6a 502-7001-580.33-34 Meters 106,537 106,537 Distribution 0 106,537 0 106,537
z69 502-7001-580.33-35 Transformers 159,806 159,806 Distri n 0 159,806 0 159,806
z�o 502-7001-58033-36 Communication Equipment 170,460 170,460 To bor 0 152,458 18,002 170,460
z�i 502-7001-580.33-37 Laboratory Equipment - 0 A 0 0 0 0
z�z 502-7001-580.33-38 Shop Equipment - 0 0 0 0 0
z�3 502-7001-580.33-39 Stores Equipment - 0 NA 0 0 0 0
z�a 502-7001-580.33-41 Tools 26,634 26,634 Distributio 0 26,634 0 26,634
z�s 502-7001-580.33-98 Other Equipment 172,591 172, Distribution 0 172,591 0 172,591
z�6 502-7001-580.34-42 Trucks 372,881 3 otal Labor 0 333,502 39,380 372,881
z�� 502-7001-580.34-98 Other Machinery/Equipment - NA 0 0 0 0
z�a 502-7001-580.35-SS Street Lights 21,307 21,307 Distribution 0 21,307 0 21,307
z�s 502-7001-580.35-56 Poles/Towers/Fixtures - 0 NA 0 0 0 0
zso 502-7001-580.35-57 Power Line Construction 312,732 istribution 0 312,732 0 312,732
zai 502-7001-580.35-58 Inactive Underground - 0 NA 0 0 0 0
zsz 502-7001-580.35-59 Customer Service Lines 319,612 ,612 Customer 0 0 319,612 319,612
zs3 502-7001-580.35-62 UT System Master Plan - 0 NA 0 0 0 0
zsa 502-7001-580.35-66 Fiber Optic Install - 0 NA 0 0 0 0
zss 502-7001-580.37-01 Software Development 85,230 5,230 Distribution 0 85,230 0 85,230
za6 Total Capital 1,747,792 ,747,792 0 1,370,798 376,994 1,747,792
zs� Subtotal Revenue Requirement 19 , 80 19,883,980 8,299,171 10,395,839 1,188,970 19,883,980
zss Less Other Income
zs9 Additional Heater 656 Customer 0 0 656 656
z90 Customer Contribution 319, 319,612 Distribution 0 319,612 0 319,612
z9i Investment Income 69,913 69,913 RevReq 31,360 35,974 2,580 69,913
z9z Info Technology Services 0 0 Customer 0 0 0 0
z93 Pole Rental 9,000 9,000 Distribution 0 9,000 0 9,000
z9a Vehicle Work Orders 0 0 Customer 0 0 0 0
z9s Field Work Orders 400,000 400,000 Customer 0 0 400,000 400,000
z96 Development Fees 0 0 Customer 0 0 0 0
z9� Meter Reading 40,000 40,000 Customer 0 0 40,000 40,000
z9a Buildings 0 0 Customer 0 0 0 0
z99 Other 50,000 50,000 Customer 0 0 50,000 50,000
30o Fiberoptic Lease 0 0 Customer 0 0 0 0
soi Special Initial Reads 13,000 13,000 Customer 0 0 13,000 13,000
3oz Outdoor Area Lights 9,552 9,552 Distribution 0 9,552 0 9,552
Prepared by NewGen Strategies and Solutions Page 9 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
soa Surge Arrestor 895 895 Distribution 0 895 0 895
3oa Write Off 2,608 2,608 Customer 0 0 2,608 2,608
3os Electric Metering 1,135 1,135 Distribution 0 1,135 0 1,135
306 Total Miscellaneous Revenue 916,372 0 916,372 31,360 376,168 508,844 916,372
30� Total Other Income 916,372 0 916,372 31,360 376,168 508,844 916,372
sos Forecasted Under-Recovery(per Financial Plan) 535,391 535,391 Distrib 0 535,391 0 535,391
309 Total O&M Expense 15,434,578 0 15,434, 8,296,764 6,338,146 799,668 15,434,578
sio Debt Service 591,300 0 5 0 591,300 0 591,300
sii Total Other Funds 1,998,043 0 1,998,0 0 1,998,043 0 1,998,043
siz Change in Working Capital 112,267 0 112,267 2,407 97,552 12,308 112,267
3i3 Capital Paid from Current Earnings 1,747,792 0 7,792 0 1,370,798 376,994 1,747,792
sia Less Other Income 916,372 0 31,360 376,168 508,844 916,372
3is Less Planned Under-Recovery(per Financial Plan) 535,391 0 5 1 0 535,391 0 535,391
3i6 Total Revenue Requirement 18,432,217 ,217 8,267,811 9,484,280 680,126 18,432,217
sv ALLOCATION FACTOR
sis Direct Assignment Allocators
319 1 0 0 1
3zo Purchased Power Function Purchased Power 100% 0% 0% 100%
321 0 1 0 1
3zz Distribution Function Distribution 0% 100% 0% 100%
323 0 0 1 1
3za Customer Function Customer 0% 0% 100% 100%
szs Derived Allocations
326 1 0 0 1
3z� Purchased PowerAllocation Purchased PowerAllocation 100% 0% 0% 100%
3zs 8,267,811 9,484,280 680,126 18,432,217
3z9 Total Revenue Requirement RevReq 45% 51% 4% 100%
330 0 1 0 1
ssi Total Capital Total Capital 0% 100% 0% 100%
332 0 1 0 1
sa3 Total Debt Total Debt 0% 100% 0% 100%
Prepared by NewGen Strategies and Solutions Page 10 of 11
Estes Park Power and Communications
Schedule 2
Functional Unbundling of Test Year Revenue Requirement
A B C D E F G H I J
Line No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased Power Distribution Customer Total
saa 0 2,525,363 298,193 2,823,555
33s Total Labor(Includes Cust.Billing xfer) Total Labor 0% 89% 11% 100%
sae Purchased Power 0 0
337 Transmission 0
s3a Distribution 1,963,341 1,963,341
339 Customer Service 231,830 231,830
3ao Subtotal 0 1,963,341 231,830 2,195,171
3ai Total Labor Without A&G Total Labor &G 0% 89% 11% 100%
3az 8,296,764 6,338,146 799,668 15,434,578
3a3 Tota10&M 0&M 54% 41% 5% 100%
saa 156,368 6,338,146 799,668 7,294,182
3as Total 0&M without the Purchased Power cost from PRPA 0&M W/O Fuel PP 2% 87% 11% 100%
sa6 0 16,110,397 0 16,110,397
347 Total Net Plant otal Net Plant 0% 100% 0% 100%
Prepared by NewGen Strategies and Solutions Page 11 of 11
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
i Operation and Maintenance E�
z Purchased Power
3 502-6100-520.25-08 PurchasedPowerSupply 8,140,396 PP 509,556 0 1,360,770 3,217,705 0 355,609 432,250 715,416 1,519,087 0 5,140,396
a 502-6100-520.25-18 Wind Power - NA 0 0 0 0 0 0 0 0 0 0 0
s 502-6100-520.25-19 Wheeling Chgs-FR Hydro - NA 0 0 0 0 0 0 0 0 0 0 0
5 Total Purchased Power 8,140,396 509,556 - 1,360,770 3,217,705 - 385,609 432,250 715,416 1,519,087 - 5,140,396
� TOTAL PURCHASED POWER 8,140,396 509,556 - 1,360,770 3,217, - 385,609 432,250 715,416 1,519,087 - 5,140,396
s Distribution
s 502-6301-540.11-01 Supervisoa - NA 0 0 0 0 0 0 0 0 0 0
io 502-6301-540.11-02 Regular5taff - NA 0 0 0 0 0 0 0 0 0 0
n 502-6301-540.11-03 Seasonal5taff - NA 0 0 0 0 0 0 0 0 0
iz 502-6301-54011-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0
is 502-6301-540.11-OS SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0
ia TotalPersonal5ervices/Salaries 0 0 0 0 0 0 0 0 0 0 0
is 502-6301-540.13-01 Cell Phone - NA 0 0 0 0 0 0 0 0 0 0
i5 502-6301-540.13-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0
v TotalAdditionalCompensation - NA 0 0 0 0 0 0 0 0 0
is 502-6301-540.14-11 Medicallnsuranre - NA 0 0 0 0 0 0 0 0 0 0 0
i5 502-6301-5401412 Life Insurance - NA 0 0 0 0 0 0 0 0 0 0
zo 502-6301-540.14-14 Employee Assistance Prog - NA 0 0 0 0 0 0 0 0 0 0 0
u 502-6301-540.1415 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
zz 502-6301-540.14-16 Visionlnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
zs 502-6301-5401417 MASA - NA 0 0 0 0 0 0 0 0 0
za 502-6301-540.14-18 Telephone Doc - NA 0 0 0 0 0 0 0 0 0
zs 502-6301-540.1421 Taxes/FICA-Medicare - 0 0 0 0 0 0 0 0 0 0
z5 502-6301-540.14-31 Retirement/ICMA401(A) - 0 0 0 0 0 0 0 0 0 0
n 502-6301-54014-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0
zs 502-6301-540.14-41 Workers'Compensation NA 0 0 0 0 0 0 0 0 0 0 0
z5 502-6301-540.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0
30 502-6301-540.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0
ai Total Employer Benefits 0 0 0 0 0 0 0 0 0 0 0 0
3z 502-6301-540.21-OS Property 0 NA 0 0 0 0 0 0 0 0 0 0 0
ss 502-6301-540.21-02 Liability 0 NA 0 0 0 0 0 0 0 0 0 0 0
aa 502-6301-540.21-50 Unemployment 0 NA 0 0 0 0 0 0 0 0 0 0 0
as Total Insurance Premiums - - - - - - - - - - - -
s5 502-6301-540.22-02 Engineering - NA 0 0 0 0 0 0 0 0 0 0 0
a� 502-6301-540.22-13 Contract/Skilled Services - NA 0 0 0 0 0 0 0 0 0 0 0
as 502-6301-540.22-14 Lab Testing - NA 0 0 0 0 0 0 0 0 0 0 0
a5 502-6301-540.22-24 GIS - NA 0 0 0 0 0 0 0 0 0 0 0
ao 502-6301-540.22-26 Insurance Calims - NA 0 0 0 0 0 0 0 0 0 0 0
ai 502-6301-540.22-30 Land Use Fees - NA 0 0 0 0 0 0 0 0 0 0 0
az 502-6301-540.22-98 Other - NA 0 0 0 0 0 0 0 0 0 0 0
as Total Prof.Services/fees - - - - - - - - - - - -
aa 502-6301-540.24-02 RealProperty - NA 0 0 0 0 0 0 0 0 0 0 0
as Total Rentals - 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 1 of 8
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
ae 502-6301-54015-0i Maintenance Contracts - NA 0 0 0 0 0 0 0 0 0 0 0
a� 502-6301-54015-02 Buildings - NA 0 0 0 0 0 0 0 0 0 0 0
as 502-6301-54025-05 Machinery/Tools - NA 0 0 0 0 0 0 0 0 0 0 0
a9 502-6301-54015-06 Meters - NA 0 0 0 0 0 0 0 0 0 0 0
so 502-6301-54015-07 Transformer - NA 0 0 0 0 0 0 0 0 0 0 0
si 502-6301-54015-08 Laboratory - NA 0 0 0 0 0 0 0 0 0 0 0
sz 502-6301-54025-30 Street Lighu - NA 0 0 0 0 0 0 0 0 0 0
ss 502-6301-54015-31 Substation - NA 0 0 0 0 0 0 0 0 0 0
sa 502-6301-54015-32 Power Line Maintenance - NA 0 0 0 0 0 0 0 0 0 0 0
ss 502-6301-54015-33 Inactive Underground Main - NA 0 0 0 0 0 0 0 0 0 0
se 502-6301-54025-34 Customer5erviceLines - NA 0 0 0 0 0 0 0 0 0 0
n 502-6301-54015-98 Other Equipment/Machinery - NA 0 0 0 0 0 0 0 0 0
ss Total Repair and Maintenance 0 0 0 0 0 0 0 0 0 0 0
s9 502-6301-54026-01 Office Supplies - NA 0 0 0 0 0 0 0 0 0 0
so 502-6301-54016-04 Freight/Shipping - NA 0 0 0 0 0 0 0 0 0 0 0
si 502-6301-54016-OS lanitorial - NA 0 0 0 0 0 0 0 0 0 0
5z 502-6301-54026-06 Small Tools - NA 0 0 0 0 0 0 0 0 0 0
sa 502-6301-54026-07 Small Hardware - NA 0 0 0 0 0 0 0 0 0
sa 502-6301-54016-19 Traffic Control - NA 0 0 0 0 0 0 0 0 0
55 502-6301-54016-20 Electrical - NA 0 0 0 0 0 0 0 0 0 0 0
s5 502-6301-54016-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0
s� 502-6301-54026-34 Meters - NA 0 0 0 0 0 0 0 0 0 0
ss 502-6301-54016-48 Shop Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
59 502-6301-54016-55 Street Lighu - NA 0 0 0 0 0 0 0 0 0 0 0
�0 502-6301-54016-57 Overhead Lines - NA 0 0 0 0 0 0 0 0 0 0
Total Materials and Supplies 0
�i 502-6301-54017-0i Personal5afety Equipment - 0 0 0 0 0 0 0 0 0 0
n 502-6301-54017-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0
�a 502-6301-54027-04 Education/Training - NA 0 0 0 0 0 0 0 0 0 0 0
�a 502-6301-540.D-06 Employee Recognition - NA 0 0 0 0 0 0 0 0 0 0 0
�s 502-6301-54017-07 Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0
�5 502-6301-54017-21 Employee Recruitment - 0 0 0 0 0 0 0 0 0 0 0
n TotaUob Performance Expenses 0 0 0 0 0 0 0 0 0 0 0 0
�e 502-6301-54019-90 Short/Overinventory Acct - NA 0 0 0 0 0 0 0 0 0 0 0
�9 502-6301-54019-95 Depreciation - NA 0 0 0 0 0 0 0 0 0 0 0
so 502-6301-54029-97 Accumulated Pant - NA 0 0 0 0 0 0 0 0 0 0 0
Total Other Current Expenses 0
s1 TOTAL DISTRIBUTION 0 NA 0 0 0 0 0 0 0 0 0 0 0
az Customer5ervices
Current Expenditures
as 502-6401-550.11-01 Supervisoa - NA 0 0 0 0 0 0 0 0 0 0 0
sa 502-6401-550.11-02 RegularStaff - NA 0 0 0 0 0 0 0 0 0 0 0
as 502-6401-550.11-03 SeasonalStaff - NA 0 0 0 0 0 0 0 0 0 0 0
se 502-6401-550.11-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0 0
a� 502-6401-550.11-05 SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0 0
as Total Personal Service/Salaries - - - - - - - - - - - -
Prepared by NewGen Strategies and Solutions Page 2 of 8
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
as 502-6401-550.13-01 Cell Phone - NA 0 0 0 0 0 0 0 0 0 0 0
eo 502-6401-550.13-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0
si Total Additional Compensation - - - - - - - - - - - -
sz 502-6401-550.14-11 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
ss 502-6401-550.14-12 Lifelnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
ea 502-6401-550.14-14 Employee Assistance Prog - NA 0 0 0 0 0 0 0 0 0 0
ss 502-6401-550.14-15 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0
ee 502-6401-550.14-16 Visionlnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
97 502-6401-550.14-ll MASA - NA 0 0 0 0 0 0 0 0 0 0
ss 502-6401-550.14-18 Telephone Doc - NA 0 0 0 0 0 0 0 0 0 0
99 502-6401-550.14-21 Taxes/FICA-Medicare - NA 0 0 0 0 0 0 0 0 0
ioo 502-6401-550.14-31 Retirement/ICMA401(A) - NA 0 0 0 0 0 0 0 0 0 0
ioi 502-6401-550.14-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0
ioa 502-6401-550.14-41 Workers'Compensation - NA 0 0 0 0 0 0 0 0 0 0
ios 502-6401-550.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0
ioa 502-6401-550.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0
ios Total Employer Benefits - - - - - - - - - - -
105 502-6401-55011-02 Liability - NA 0 0 0 0 0 0 0 0 0
im 502-6401-55011-50 Unemployment - NA 0 0 0 0 0 0 0 0 0 0 0
ios Total Insurance Premiums - - - - - - - - - - -
ios 502-6401-5501b09 InfoTechnologyServices - NA 0 0 0 0 0 0 0 0 0 0 0
uo 502-6401-55012-10 Bank Fees - NA 0 0 0 0 0 0 0 0 0 0 0
in 502-6401-55012-13 Contract/Skilled Services - NA 0 0 0 0 0 0 0 0 0 0
na 502-6401-55022-26 Insurance Claims - NA 0 0 0 0 0 0 0 0 0
iis 502-6401-55012-98 Other - N 0 0 0 0 0 0 0 0 0 0
iia TotalProf.Services/Pees - - - - - - - - - - -
iis 502-6401-55023-01 Publication Fees - NA 0 0 0 0 0 0 0 0 0 0 0
iis Total Publishing - - - - - - - - - - - -
iv 502-6401-55014-01 Equipment - 0 0 0 0 0 0 0 0 0 0 0
us 502-6401-55024-03 Lease - 0 0 0 0 0 0 0 0 0 0 0
iis Total Rentals - - - - - - - - - - - -
izo 502-6401-55015-01 Maintenance Contracts - NA 0 0 0 0 0 0 0 0 0 0 0
iu 502-6401-55025-03 Furniture/fixtures - NA 0 0 0 0 0 0 0 0 0 0 0
iza 502-6401-55015-98 OtherEquipment/Machinery - NA 0 0 0 0 0 0 0 0 0 0 0
izs Total Repair and Maintenance - - - - - - - - - - - -
iza 502-6401-55026-01 Office Supplies - NA 0 0 0 0 0 0 0 0 0 0 0
izs 502-6401-55016-02 Postage - NA 0 0 0 0 0 0 0 0 0 0 0
izs 502-6401-55016-03 Printing Forms - NA 0 0 0 0 0 0 0 0 0 0 0
iz� 502-6401-55016-04 Freight/Shipping - NA 0 0 0 0 0 0 0 0 0 0 0
izs 502-6401-55026-ll Catering/Spec Circumstanc - NA 0 0 0 0 0 0 0 0 0 0 0
izs 502-6401-55016-23 Furniture/Pixtures - NA 0 0 0 0 0 0 0 0 0 0 0
iso 502-6401-55016-32 DataProcessing5oftware - NA 0 0 0 0 0 0 0 0 0 0 0
isi 502-6401-55016-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
isa 502-6401-55026-42 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 3 of 8
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
iss 502-6401-55016-46 Communication Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
isa Total Materials and Supplies - - - - - - - - - - - -
iss 502-6401-55027-04 Education/Training - NA 0 0 0 0 0 0 0 0 0 0 0
iss 502-6401-SSO.D-OS Member Dues/Subscriptions - NA 0 0 0 0 0 0 0 0 0 0 0
is� 502-6401-55017-06 Employee Recognition - NA 0 0 0 0 0 0 0 0 0 0 0
iss 502-6401-55017-07 Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0
iss 502-6401-55027-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0
iao TotaUob Performance Expenses - - - - - - - - - - - -
iai 502-6401-55019-07 Uncollectible Accounts - NA 0 0 0 0 0 0 0 0 0 0
iaa 502-6401-55029-25 Promotion - NA 0 0 0 0 0 0 0 0 0 0
ias 502-6401-55019-31 Uncollected Taxes - NA 0 0 0 0 0 0 0 0 0
iaa Total OtherCurrent Expenses - - - - - - - - - -
ias Total Current Expenditures - - - - - - - - - - -
Ad mi n i stretio n/G enerel
ias 502-6501-560.11-01 Supervisoa - NA 0 0 0 0 0 0 0 0 0 0
ia� 502-6501-560.11-02 RegularStaff - NA 0 0 0 0 0 0 0 0 0
ias 502-6501-560.11-03 SeasonalStaff - NA 0 0 0 0 0 0 0 0 0
ia9 502-6501-560.11-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0 0
iso Total Personal Service/Salaries - - - - - - - - - - -
isi 502-6501-560.13-OS Cell Phone - NA 0 0 0 0 0 0 0 0 0 0 0
isz 502-6501-560.13-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0
iss TotalAdditionalCompensation - - - - - - - - - -
isa 502-6501-560.14-11 Medicallnsurance - N 0 0 0 0 0 0 0 0 0 0
iss 502-6501-560.14-12 Lifelnsurance - 0 0 0 0 0 0 0 0 0 0
is5 502-6501-560.14-14 Employee Assistance Prog - NA 0 0 0 0 0 0 0 0 0 0
is� 502-6501-560.14-15 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
iss 502-6501-560.14-16 Visionlnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
155 502-6501-560.14-ll MASA - NA 0 0 0 0 0 0 0 0 0 0 0
i5o 502-6501-560.14-18 Telephone Doc - 0 0 0 0 0 0 0 0 0 0 0
isi 502-6501-560.14-21 Taxes/FICA-Medicare - 0 0 0 0 0 0 0 0 0 0 0
isz 502-6501-560.14-31 Retirement/ICMA401(A) - NA 0 0 0 0 0 0 0 0 0 0 0
iss 502-6501-560.14-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0 0
i5a 502-6501-560.14-35 Retirement/F.P.P.A - NA 0 0 0 0 0 0 0 0 0 0 0
iss 502-6501-560.14-41 Workers'Compensation - NA 0 0 0 0 0 0 0 0 0 0 0
iss 502-6501-560.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0
is� 502-6501-560.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0
i5s Total Employer Benefiu - - - - - - - - - - - -
iss 502-6501-56011-OS Property - NA 0 0 0 0 0 0 0 0 0 0 0
vo 502-6501-56011-02 Liabiliry - NA 0 0 0 0 0 0 0 0 0 0 0
vi Total Insurance Premiums - - - - - - - - - - - -
General Fund Transfer&
nz 502-6501-56012-01 Auditing 10,991 Other 0 10,991 0 0 0 0 0 0 0 0 10,991
va 502-6501-56012-02 Engineering - NA 0 0 0 0 0 0 0 0 0 0 0
va 502-6501-56022-06 Medical - NA 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 4 of 8
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
vs 502-6501-5601b07 Recording Fees - NA 0 0 0 0 0 0 0 0 0 0 0
vs 502-6501-56012-08 Legal - NA 0 0 0 0 0 0 0 0 0 0 0
v� 502-6501-56012-09 InfoTechnologyServices - NA 0 0 0 0 0 0 0 0 0 0 0
General Fund Transfer&
vs 502-6501-56022-10 BankFees 57 Other 0 5� 0 0 0 0 0 0 0 0 57
v5 502-6501-56012-24 GIS - NA 0 0 0 0 0 0 0 0 0 0 0
ieo 502-6501-56012-33 Data Processing - NA 0 0 0 0 0 0 0 0 0 0 0
isi 502-6501-56022-89 UtilityFinancialStudies - NA 0 0 0 0 0 0 0 0 0 0
iaz 502-6501-56022-98 Other - NA 0 0 0 0 0 0 0 0 0 0
ias TotalProf.Services/Fees 11,048 - 11,048 - - - - - - - - 11,048
isa 502-6501-56013-01 Pubiication Fees - NA 0 0 0 0 0 0 0 0 0 0
ias Total Publishing - - - - - - - - - -
ias 502-6501-56014-01 Equipment - NA 0 0 0 0 0 0 0 0 0 0
is� 502-6501-56014-02 Real Property - NA 0 0 0 0 0 0 0 0 0 0
ias 502-6501-56024-03 Lease - NA 0 0 0 0 0 0 0 0 0 0 0
iae Total Rentals - - - - - - - - - - -
ieo 502-6501-56015-01 Maintenance Contracts - NA 0 0 0 0 0 0 0 0 0
iei 502-6501-56025-02 Buildings - NA 0 0 0 0 0 0 0 0 0
iea 502-6501-56015-03 Furniture/fixtures - NA 0 0 0 0 0 0 0 0 0 0 0
iea 502-6501-56015-04 Vehcile Equipment - NA 0 0 0 0 0 0 0 0 0 0
iea 502-6501-56015-05 Machinery/Tools - NA 0 0 0 0 0 0 0 0 0 0
ies 502-6501-56025-09 VehicleRepairs-FleetShp - NA 0 0 0 0 0 0 0 0 0 0 0
ies 502-6501-56015-44 Future Vehicle Purchase - NA 0 0 0 0 0 0 0 0 0 0 0
ie� 502-6501-56015-98 OtherEquipment/Machinery - NA 0 0 0 0 0 0 0 0 0 0
ies Total Repair and Maintenance - - - - - - - - - - -
199 502-6501-56016-01 Office Supplies - 0 0 0 0 0 0 0 0 0 0
zoo 502-6501-56016-02 Postage - A 0 0 0 0 0 0 0 0 0 0
zoi 502-6501-56026-03 Printing Forms - NA 0 0 0 0 0 0 0 0 0 0 0
zoa 502-6501-56026-06 SmallTools - NA 0 0 0 0 0 0 0 0 0 0 0
zoa 502-6501-56016-13 Medical - NA 0 0 0 0 0 0 0 0 0 0 0
zoa 502-6501-56016-14 Laboratory - 0 0 0 0 0 0 0 0 0 0 0
zos 502-6501-560.26-15 Exhibit/Display - 0 0 0 0 0 0 0 0 0 0 0
zo5 502-6501-56026-ll Catering/Spec Circumstanc - NA 0 0 0 0 0 0 0 0 0 0 0
zm 502-6501-56016-23 Furniture/fixtures - NA 0 0 0 0 0 0 0 0 0 0 0
zos 502-6501-56016-25 Energy Efficiency - NA 0 0 0 0 0 0 0 0 0 0 0
zo9 502-6501-56016-32 Data Processing Software - NA 0 0 0 0 0 0 0 0 0 0 0
zio 502-6501-56026-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
m 502-6501-56016-39 Fuel&Oil - NA 0 0 0 0 0 0 0 0 0 0 0
na 502-6501-56016-42 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
zis 502-6501-56016-43 Heavy Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
zia 502-6501-56026-46 Communication Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
ns Total Materials and Supplies - - - - - - - - - - - -
n5 502-6501-56017-02 Uniform Allowance - NA 0 0 0 0 0 0 0 0 0 0 0
zv 502-6501-56017-03 VehicleAllowance - NA 0 0 0 0 0 0 0 0 0 0 0
ns 502-6501-56017-04 Education/Training - NA 0 0 0 0 0 0 0 0 0 0 0
ns 502-6501-56017-OS Member Dues/Subscriptions - NA 0 0 0 0 0 0 0 0 0 0 0
zzo 502-6501-560.D-06 Employee Recognition - NA 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 5 of 8
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
zu 502-6501-56017-07 Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0
zzz 502-6501-56017-10 Meal Reimbursement-Emerg. - NA 0 0 0 0 0 0 0 0 0 0 0
zzs 502-6501-56017-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0
zza TotaUob Performance Expenses - - - - - - - - - - - -
zzs 502-6501-56018-01 Telephone - NA 0 0 0 0 0 0 0 0 0 0 0
zzs 502-6501-56018-02 Natural Gas - NA 0 0 0 0 0 0 0 0 0 0 0
zv 502-6501-56028-03 Electrical Energy - NA 0 0 0 0 0 0 0 0 0 0
zzs 502-6501-56018-04 Water - NA 0 0 0 0 0 0 0 0 0 0
zze 502-6501-56018-OS Sewer - NA 0 0 0 0 0 0 0 0 0 0 0
zso 502-6501-56018-06 Trash Disposal - NA 0 0 0 0 0 0 0 0 0 0
zsi Total Utility Expenditures - - - - - - - - - -
zsz 502-6501-56019-06 Interest on Deposits - NA 0 0 0 0 0 0 0 0 0 0
General Pund Transfer&
zss 502-6501-56029-08 Payment In Lieu Of Taxes 4,756 Other 0 4,756 0 0 0 0 0 0 0 4,756
General Fund Transfer&
zsa 502-6501-56019-09 PUCGrossReceiptTaxes 7,646 Other 0 7,6 0 0 0 0 0 0 0 0 7,646
General Fund Transfer&
z35 502-6501-560.29-10 Franchise Fees 132,918 Other 0 132, 0 0 0 0 0 0 0 132,918
zss 502-6501-560.91-28 Housing - NA 0 0 0 0 0 0 0 0 0
zs� Total OtherCurrent Expenses 145,320 - 145,32 - - - - - - - - 145,320
zss TotalAdministration/General 156,368 56,368 - - - - - - - - 156,368
z35 TOTAL NSTOMER SERVICE 156,368 - 56,368 - - - - - - - - 156,368
Total O&M Expense without
zao Depr.Exp. 8,296,764 156,368 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,296,764
Tatal O&M Ezpense Excluding
zai Purchased Power&Depr. 156,368 0 156,368 0 0 0 0 0 0 0 0 156,368
zaz Debt Service:
zaa 502-6700-47012-10 Bank Fees - 0 0 0 0 0 0 0 0 0 0 0
zaa 502-6700-47019-67 Amort Exp/Bond Issue Cost - 0 0 0 0 0 0 0 0 0 0 0
zas 502-6700-470.41-01 Principai on Bonds - NA 0 0 0 0 0 0 0 0 0 0 0
za5 502-6�00-470.41-02 Interest on Bonds - NA 0 0 0 0 0 0 0 0 0 0 0
za� 502-6700-470.41-OS Principai/Capital Lease - NA 0 0 0 0 0 0 0 0 0 0 0
zas 502-6700-470.41-06 Interest/Capital Lease - NA 0 0 0 0 0 0 0 0 0 0 0
za9 Total Debt Service 0 0 0 0 0 0 0 0 0 0 0 0
zso OtherFunds
General Fund Transfer&
zsi 502-6600-491.90-OS General - Other 0 0 0 0 0 0 0 0 0 0 0
zsz 502-6600-491.90-04 Community Reinvestment - NA 0 0 0 0 0 0 0 0 0 0 0
zss 502-6600-491.90-06 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0
zsa 502-6600-491.90-07 Museum - NA 0 0 0 0 0 0 0 0 0 0 0
zss 502-6600-491.90-29 Fire Service Fund - NA 0 0 0 0 0 0 0 0 0 0 0
zss 502-6600-491.90-35 Vehicle Replacemeni - NA 0 0 0 0 0 0 0 0 0 0 0
zs� 502-6600-491.92-31 Urban Renewal Authoriry - NA 0 0 0 0 0 0 0 0 0 0 0
zss Total OtherFunds 0 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 6 of 8
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
General Fund Transfer&
zss Change in Working Capital 2,407 Other 0 2,407 0 0 0 0 0 0 0 0 2,407
z5o Capital Paid from Current Eamings
zsi 502-7001-58032-22 Building Remodeling - NA 0 0 0 0 0 0 0 0 0 0 0
zsa 502-7001-58033-30 Station Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
z5s 502-7001-58033-31 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0
z5a 502-7001-58033-32 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0
zss 502-7001-58033-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0
zss 502-7001-58033-34 Meters - NA 0 0 0 0 0 0 0 0 0 0
z5� 502-7001-58033-35 Transformers - NA 0 0 0 0 0 0 0 0 0 0
z5s 502-7001-58033-36 Communication Equipment - NA 0 0 0 0 0 0 0 0 0
zs9 502-7001-58033-37 Laboratory Equipment - NA 0 0 0 0 0 0 0 0 0 0
no 502-7001-58033-38 Shop Equipment - NA 0 0 0 0 0 0 0 0 0 0
ni 502-7001-58033-39 Stores Equipment - NA 0 0 0 0 0 0 0 0 0 0
z7z 502-7001-58033-41 Tools - NA 0 0 0 0 0 0 0 0 0 0 0
z�s 502-7001-58033-98 OtherEquipment - NA 0 0 0 0 0 0 0 0 0 0
n4 502-7001-58034-42 Trucks - NA 0 0 0 0 0 0 0 0 0 0
ns 502-7001-58034-98 Other Machinery/Equipment - NA 0 0 0 0 0 0 0 0 0
z�5 502-7001-58035-55 Street Lights - NA 0 0 0 0 0 0 0 0 0
zn 502-7001-58035-56 Poles/Towers/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0
ns 502-7001-58035-57 Power Line Construction - NA 0 0 0 0 0 0 0 0 0 0
n9 502-7001-58035-58 Inactive Underground - NA 0 0 0 0 0 0 0 0 0 0
zao 502-7001-58035-59 Customer5erviceLines - NA 0 0 0 0 0 0 0 0 0 0 0
zai 502-7001-58035-62 UT System Master Plan - NA 0 0 0 0 0 0 0 0 0 0 0
zaa 502-7001-58035-66 Fiber Optic Install - NA 0 0 0 0 0 0 0 0 0 0
zss 502-7001-58037-01 Software Oevelopment - NA 0 0 0 0 0 0 0 0 0
zsa Total Capital 0 0 0 0 0 0 0 0 0 0 0
zas Subtotal Revenue Requirement 8,299,171 09,5 158,775 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,299,171
za5 Less Other Income
za� Additional Heater - NA 0 0 0 0 0 0 0 0 0 0 0
zas Customer Contribution - 0 0 0 0 0 0 0 0 0 0 0
zs9 Investment Income 31,360�neral Fun er&0 0 31,360 0 0 0 0 0 0 0 0 31,360
z90 InfoTechnology5ervices - NA 0 0 0 0 0 0 0 0 0 0 0
zei Pole Rental - NA 0 0 0 0 0 0 0 0 0 0 0
z9a Vehicle Work Orders - NA 0 0 0 0 0 0 0 0 0 0 0
zes FieldWorkOrders - NA 0 0 0 0 0 0 0 0 0 0 0
z9a Development Fees - NA 0 0 0 0 0 0 0 0 0 0 0
zes MeterReading - NA 0 0 0 0 0 0 0 0 0 0 0
z95 Buildings - NA 0 0 0 0 0 0 0 0 0 0 0
ze� Other - NA 0 0 0 0 0 0 0 0 0 0 0
z9s Fiberoptic Lease - NA 0 0 0 0 0 0 0 0 0 0 0
ze9 Special Initial Reads - NA 0 0 0 0 0 0 0 0 0 0 0
30o OutdoorAreaLights - NA 0 0 0 0 0 0 0 0 0 0 0
aoi Surge Arrestor - NA 0 0 0 0 0 0 0 0 0 0 0
3oz Write Off - NA 0 0 0 0 0 0 0 0 0 0 0
aoa Electric Metering - NA 0 0 0 0 0 0 0 0 0 0 0
3oa Total Miscellaneous Revenue 31,360 0 31,360 0 0 0 0 0 0 0 0 31,360
Prepared by NewGen Strategies and Solutions Page 7 of 8
Estes Park Power and Communications
Schedule 3
Classification of Purchased Power Costs
A B C D E F G H I J K L M N O
Renewable Renewable Demand
Energy Energy Non- tariff 7 Intermittent Demand Non- Demand
Line No. Account Account Description Test Year 2022 Allocation Factor Customer GFT&Other Summer(En) Summer(En) Adder Adder Smmer(D) Summer(D) Transmission DA RMNP Total
aos Total Other Income 31,360 0 31,360 0 0 0 0 0 0 0 0 31,360
aos Forecasted Under-Rewvery(per Financial Plan) - NA 0 0 0 0 0 0 0 0 0 0 0
sm Total O&M Expense without Depr or PP 156,368 0 156,368 0 0 0 0 0 0 0 0 156,368
aos Purchased Power 8,140,396 509,556 0 1,360,770 3,2ll,708 0 385,609 432,250 715,416 1,519,087 0 8,140,396
ao9 Debt Service 0 0 0 0 0 0 0 0 0 0 0 0
3io Total OtherFunds 0 0 0 0 0 0 0 0 0 0 0
3ii Change in Working Capital 2,407 0 2,407 0 0 0 0 0 0 0 2,407
aiz Capital Paid from Current Eamings 0 0 0 0 0 0 0 0 0 0 0 0
ais Less Otherincome 31,360 0 31,360 0 0 0 0 0 0 0 31,360
3ia Less Planned Under-Recovery(per Financial Plan) 0 0 0 0 0 0 0 0 0 0 0
3is Total Revenue Requirement 8,267,811 509,556 127,415 1,360,7 3,217,708 385,609 432,250 715,416 1,519,087 0 8,267,831
sie ALLOCATION FACTORS
3v Production Allocatian Factors
318 1 0 0 0 0 0 0 0 0 1
si5 Customer Customer 100% 0% 0% 0% 0% 0% 0% 0% 0% 100%
320 0 0 0 0 0 0 0 0 1
General fund Transfer&
3u GeneralFundTransferandOther Other 0% 100° 0% 0% 0% 0% 0% 0% 0% 0% 100%
322 0 1 0 0 0 0 0 0 0 1
szs Energy5ummer Energy5ummer % 0% 100% 0% 0% 0% 0% 0% 0% 0% 100%
324 0 0 0 1 0 0 0 0 0 0 1
3zs EnergyNon-Summer EnergyNon-Summer 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 100%
326 0 0 1 0 0 0 0 0 1
3z� RenewableTariff7Adder RenewableTa� dder / 0% 0% 0% 100% 0% 0% 0% 0% 0% 100%
328 0 0 0 0 1 0 0 0 0 1
Ren Intermitte
sz5 RenewablelntermittentAdder A 0% 0% 0% 0% 0% 100% 0% 0% 0% 0% 100%
330 0 0 0 0 0 0 1 0 0 0 1
sai Demand Summer De mmer 0% 0% 0% 0% 0% 0% 100% 0% 0% 0% 100%
332 0 0 0 0 0 0 0 1 0 0 1
3as Demand NomSummer Demand mer 0% 0% 0% 0% 0% 0% 0% 100% 0% 0% 100%
334 0 0 0 0 0 0 0 0 1 0 1
sas DemandTransmission DemandTransmi 0% 0% 0% 0% 0% 0% 0% 0% 100% 0% 100%
336 0 0 0 0 0 0 0 0 0 1 1
3a� DA RMNP DA RMNP 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 100%
33s 509,556 127,415 1,360,770 3,217,705 0 385,609 432,250 715,416 1,519,087 0 5,267,811
sa5 Production revenue requirement Prod_revenue reqt 6% 2% 16% 39% 0% 5% 5% 9% 1S% 0% 100%
3ao 509,556 0 1,360,770 3,217,705 0 385,609 432,250 715,416 1,519,087 0 8,140,396
3ai PurchasedPower PP 6% 0% 17% 40% 0% 5% 5% 9% 19% 0% 100%
3az 509,556 156,368 1,360,770 3,217,705 0 385,609 432,250 715,416 1,519,087 0 5,296,764
3aa TotalO&M TotalO&M 6% 2% 16% 39% 0% 5% 5% 9% 1S% 0% 100%
344 0 0 0 0 0 0 0 0 0 0 0
sas NotApplicable NA 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
3a6 0 156,368 0 0 0 0 0 0 0 0 156,368
Production Revenue Requirement
sa� w/o fuel and PP Prod No Fuel&PP 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 100%
Prepared by NewGen Strategies and Solutions Page 8 of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignment �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total '
t
z �Component �DemandRelated �CustomerRelated
s Overhead 60% 40%
a Underground 60% 40%
s Transformers 60% 40%
6 Operation and Maintenance Expense
� Purchased Power
a 502-6100-52018-08 PurchasedPowerSupply - NA 0 0 0 0 0 0 0 0 0 0 0
5 502-6100-520.28-18 Wind Power - NA 0 0 0 0 0 0 0 0 0 0 0
io 502-6100-520.28-19 WheelingChgs-FRHydro - NA 0 0 0 0 0 0 0 0 0 0 0 0
n Total Purchased Power 0 0 0 0 0 0 0 0 0 0 0 0
ia TOTAL PURCHASED POWER - - - - - - - - - - -
is Distribution
ia 502-6301-540.11-Ol Supervisors 37,531 Total Plant 12,511 5,130 2,509 3,420 4,087 1,673 697 1,073 0 0 37,531
is 502-6301-540.11-02 Regular5taff 1,734,043 TotalPlant 591,917 237,027 283,2 115,919 158,018 188,833 77,279 32,212 49,588 0 0 1,734,043
is 502-6301-540.11-03 Seasonal5taff - NA 0 0 0 0 0 0 0 0 0 0 0
i� 502-6301-540.11-04 Staff Overtime 191,767 Total Plani 65,460 2 31,325 2,819 17,475 20,883 8,546 3,562 5,484 0 0 191,767
is 502-6301-540.11-05 SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0 0
i5 Total Personal Services/Salaries 1,963,341 670,188 268,3 1 ,248 178,913 213,803 87,498 36,472 56,146 0 0 1,963,341
zo 502-6301-540.13-01 Cell Phone 17,205 Labor 5 3,752 2,071 896 2,485 1,361 597 232 576 0 0 17,205
u 502-6301-540.13-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0
zz Total Additional Compensation 17,205 5,235 3,752 2,071 896 2,485 1,361 597 232 576 0 0 17,205
zs 502-6301-540.14-11 Medicallnsurance 386,351 Labor 1ll,558 46$15 20,116 55,791 30,553 13,411 5,212 12,935 0 0 386,351
za 502-6301-540.14-12 Life Insurance 6,205 Labor l, , 747 323 896 491 215 84 208 0 0 6,208
zs 502-6301-540.14-14 EmployeeAssistanceProg 1,297 Labor 283 156 68 187 103 45 17 43 0 0 1,297
zs 502-6301-540.14-15 Dentallnsurance 26,177 5,709 3,152 1,363 3,780 2,070 909 353 S76 0 0 26,177
n 502-6301-540.14-16 Vision Insurance 6,225 or 1, 1,358 749 324 899 492 216 84 208 0 0 6,225
za 502-6301-540.14-ll MASA 2,139 Labor 65 466 258 I71 309 169 74 29 72 0 0 2,139
z5 502-6301-540.14-18 Telephone Doc 1,037 Labor 316 226 125 54 150 S2 36 14 35 0 0 1,037
ao 502-6301-540.1421 Taxes/FICA-Medicare 146,224 Labor ,493 31,890 17,605 7,613 21,115 11,564 5,076 1,973 4,895 0 0 146,224
si 502-6301-540.14-31 Retirement/ICMA 401(A� - 0 0 0 0 0 0 0 0 0 0 0 0
az 502-6301-54Q14-32 Retirement/PERA 284,304 86,508 62,005 34,229 14,803 41,055 22,483 9,865 3,835 9,518 0 0 284,304
ss 502-6301-540.14-41 Workers'Compensation 24,744 Lab 7,529 5,397 2,979 1,288 3,573 1,957 859 334 828 0 0 24,744
aa 502-6301-540.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 0
ss 502-6301-540.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0 0
36 Total Empioyer Benefits 884,706 269,197 192,948 106,516 46,063 127,756 69,964 30,709 11,935 29,619 0 0 884,706
a� 502-6301-540.21-01 Property - NA 0 0 0 0 0 0 0 0 0 0 0 0
ss 502-6301-540.21-02 Liability 17,981 Labor 5,471 3,922 2,165 936 2,597 1,422 624 243 602 0 0 17,981
a5 502-6301-54011-50 Unemployment - NA 0 0 0 0 0 0 0 0 0 0 0 0
ao Totallnsurance Premiums 17,981 5,471 3,922 2,165 936 2,597 1,422 624 243 602 0 0 17,981
ai 502-6301-540.22-02 Engineering 31,961 Total Plant 10,910 4,369 5,221 2,137 2,913 3,481 1,424 594 914 0 0 31,961
az 502-6301-540.22-13 Contract/Skilled Services 5,327 Total Plant 1,518 728 870 356 485 580 237 99 152 0 0 5,327
as 502-6301-540.22-14 LabTesting 8,523 Transformers-Plant 0 0 0 5,114 0 0 3,409 0 0 0 0 8,523
aa 502-6301-540.22-24 GIS 138,499 Total Plant 47,277 18,931 22,623 9,259 12,621 15,082 6,ll2 2,573 3,961 0 0 138,499
as 502-6301-540.2b26 InsuranceClaims 28,338 TotalPlani 9,673 3,874 4,629 1,894 2,582 3,086 1,263 526 S10 0 0 28,338
a5 502-6301-540.22-30 Land Use Fees 3,196 Substations-Plant 3,196 0 0 0 0 0 0 0 0 0 0 3,196
a� 502-6301-540.22-98 Other 7,307 Total Plant 2,494 999 1,194 488 666 796 326 136 209 0 0 7,307
Prepared by NewGen Strategies and Solutions Page 1 of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignment �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total '
as TotalProf.Services/Fees 223,152 75,369 25,901 34,537 19,248 19,267 23,025 12,832 3,928 6,046 0 0 223,152
a5 502-6301-540.24-02 Real Property 2,557 Total Plant 873 350 418 ll1 233 278 114 47 73 0 0 2,557
so Total Rentals 2,557 873 350 418 171 233 278 114 47 73 0 0 2,557
si 502-6301-540.25-01 MaintenanceContracts 55,399 TotalPlant 18,911 7,573 9,049 3,703 5,045 6,033 2,469 1,029 1,584 0 0 55,399
sz 502-6301-540.25-02 Buildings 10,654 Total Plant 3,637 1,456 1,740 712 971 1,160 475 198 305 0 0 10,654
sa 502-6301-540.25-05 Machinery/Tools 3,729 Total Plant 1,273 570 609 249 340 406 166 69 107 0 0 3,729
sa 502-6301-540.25-06 Meters - NA 0 0 0 0 0 0 0 0 0 0 0
ss 502-6301-54025-07 Transformer 10,654 Transformers-Plant 0 0 0 0 0 4,261 0 0 0 0 10,654
ss 502-6301-540.25-08 Laboratory - NA 0 0 0 0 0 0 0 0 0 0 0 0
s� 502-6301-540.25-30 Street Lights 53,269 TotalPlant 18,153 7,281 8,701 3,561 5,801 2,374 990 1,523 0 0 53,269
ss 502-6301-540.25-31 Substation 181,114 Substations-Plant 181,114 0 0 0 0 0 0 0 0 0 181,114
55 502-6301-540.25-32 Power Line Maintenance 639,225 Overhead 0 383,535 0 255,69 0 0 0 0 0 0 639,225
50 502-6301-540.25-33 Inactive Underground Main - NA 0 0 0 0 0 0 0 0 0 0 0
5i 502-6301-540.25-34 Customer Serwce Lines - NA 0 0 0 0 0 0 0 0 0 0 0 0
5a 502-6301-540.25-98 OtherEquipment/Machinery 1,598 TotalPlani 545 218 107 146 174 71 30 46 0 0 1$98
5a TotalRepairand Maintenance 955,641 223,663 400,573 20,3 14,725 267,049 13,574 9,Sll 2,316 3,565 0 0 955,641
5a 502-6301-540.26-01 Office Supplies 746 Total Plani 255 122 50 68 81 33 14 27 0 0 746
55 502-6301-540.26-04 Freight/Shipping 1,065 Total Plani 364 74 71 97 116 47 20 30 0 0 1,065
5s 502-6301-540.26-05 lanimrial 533 Total Plant 182 36 49 58 24 10 15 0 0 533
e� 502-6301-540.26-06 SmallTools 15,981 TotalPlant 5,455 2,18 10 1,068 1,456 1,740 712 297 457 0 0 15,981
5a 502-6301-540.26-07 Small Hardware 5,327 Total Plani 1 728 870 356 485 580 237 99 152 0 0 5,327
55 502-6301-540.26-19 Traffic Control 10,654 Overhead/Underground 4,854 5,800 0 0 0 0 0 0 0 0 10,654
�0 502-6301-54026-20 Electrical 5,327 Total Plant l,Sl8 728 870 356 485 580 237 99 152 0 0 5,327
n 502-6301-540.26-33 Data Processing Equipment 10,654 Total Plant 3,637 1,456 1,740 712 971 1,160 475 198 305 0 0 10,654
�z 502-6301-540.26-34 Meters 37,258 Metering-Plant 0 0 0 0 0 0 0 37,288 0 0 37,285
�s 502-6301-540.26-48 ShopEquipment 4,261 Metering-Plant 0 0 0 0 0 0 4,261 0 0 4,261
�a 502-6301-540.26-55 Street Lights 31,961 TotalPlant 4,369 5,221 2,137 2,913 3,481 1,424 594 914 0 0 31,961
�s 502-6301-540.26-57 Overhead Lines - 0 0 0 0 0 0 0 0 0 0 0
�5 Total Materials and Supplies 123,797 24, 14,640 17,495 4,786 6,524 7,796 3,191 1,330 43,597 0 0 123,797
n 502-6301-540.27-01 Personal5afety Equipment 58,596 Labor 7,529 12,779 7,055 3,051 8,462 4,634 2,034 790 1,962 0 0 58,596
�s 502-6301-540.D-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0
�z 502-6301-54017-04 Education/Training 95,584 or ,175 20,912 11,544 4,992 13,846 7,583 3,325 1,293 3,210 0 0 95,884
so 502-6301-540.27-06 Employee Recognition - 0 0 0 0 0 0 0 0 0 0 0 0
si 502-6301-540.27-07 Mileage Reimbursement - N 0 0 0 0 0 0 D 0 0 0 0 0
sa 502-6301-540.27-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0 0
s3 TotalJob Performance Expenses 154,479 47,005 33,691 18,599 5,043 22,308 12,216 5,362 2,OS4 5,172 0 0 154,479
aa 502-6301-54019-90 Short/OverinventoryAat - NA 0 0 0 0 0 0 0 0 0 0 0 0
as 502-6301-540.29-95 Depreciation - NA 0 0 0 0 0 0 0 0 0 0 0 0
s5 502-6301-54019-97 Accumulated Pant - NA 0 0 0 0 0 0 0 0 0 0 0 0
s� TotalOtherCurrentExpenses 0 0 0 0 0 0 0 0 0 0 0 0 0
ss TOTAL DISTRIBUTION 4,342,859 1,321,439 947,145 522,865 226,115 627,131 343,439 150,744 58,586 145,396 0 0 4,342,859
a9 Customer Services
Current Ezpenditures
50 502-6401-550.11-01 Supervisors - NA 0 0 0 0 0 0 0 0 0 0 0 0
si 502-6401-SSO.11-02 RegularStaff - NA 0 0 0 0 0 0 0 0 0 0 0 0
5z 502-6401-550.11-03 SeasonalStaff - NA 0 0 0 0 0 0 0 0 0 0 0 0
sa 502-6401-SSO.11-04 Staff Overtime - NA 0 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 2 of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignmen[ �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total �
9a 502-6401-550.11-05 SeasonalOvertime - NA 0 0 0 0 0 0 0 0 0 0 0 0
ss TotalPersonalService/Salaries 0 0 0 0 0 0 0 0 0 0 0 0 0
ss 502-6401-550.13-01 Cell Phone - NA � 0 0 0 0 0 0 0 0 0 0 0
5� 502-6401-550.13-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0
sa Total Additional Compensation 0 0 0 0 0 0 0 0 0 0 0 0 0
s5 502-6401-550.14-11 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 0
too 502-6401-550.14-12 Life Insurance - NA 0 0 0 0 0 0 0 0 0 0 0
mi 502-6401-550.1414 EmployeeAssistanceProg - NA 0 0 0 0 0 0 0 0 0 0 0
�oz 502-6401-550.14-15 Dentallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 0
zos 502-6401-550.14-16 Vision Insurance - NA 0 0 0 0 0 0 0 0 0 0 0
ioa 502-6401-550.14-ll MASA - NA 0 0 0 0 0 0 0 0 0 0 0
ios 502-6401-550.14-18 Telephone Doc - NA 0 0 0 0 0 0 0 0 0 0
io5 502-6401-550.14-21 Taxes/FICA-Medicare - NA 0 0 0 0 0 0 0 0 0 0 0
io� 502-6401-SSQ14-31 Retirement/ICMA401(A) - NA 0 0 0 0 0 0 0 0 0 0 0 0
tos 502-6401-550.14-32 Retirement/PERA - NA 0 0 0 0 0 0 0 0 0 0 0
ios 502-6401-550.14-41 Workers'Compensation - NA 0 0 0 0 0 0 0 0 0 0 0
ito 502-6401-550.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0
ni 502-6401-550.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0
t�z Total Employer Benefits 0 0 0 0 0 0 0 0 0 0 0 0
iis 502-6401-550.21-02 Liability - NA 0 0 0 0 0 0 0 0 0 0 0
iia 502-6401-550.21-50 Unemployment - NA 0 0 0 0 0 0 0 0 0 0 0
ns Total Insurance Premiums 0 0 0 0 0 0 0 0 0 0 0 0
�ts 502-6401-550.22-09 Info Technology Services - NA 0 0 0 0 0 0 0 0 0 0 0 0
iv 502-6401-550.22-10 Bank Fees - NA 0 0 0 0 0 0 0 0 0 0 0
t�.a 502-6401-550.22-13 Contract/Skilled Services - NA 0 0 0 0 0 0 0 0 0 0
iis 502-6401-550.22-26 InsuranceClaims - NA 0 0 0 0 0 0 0 0 0 0 0
izo 502-6401-550.22-98 Other - 0 0 0 0 0 0 0 0 0 0 0
m Total Prof.Services/Fees 0 0 0 0 0 0 0 0 0 0 0 0
izz 502-6401-550.23-01 Publication Fees - NA 0 0 0 0 0 0 0 D 0 0 0 0
�zs Total Publishing 0 0 0 0 0 0 0 0 0 0 0 0 0
tza 502-6401-550.24-01 Equipment - 0 0 0 0 0 0 0 0 0 0 0 0
as 502-6401-550.2403 Lease - N 0 0 0 0 0 0 D 0 0 0 0 0
iz5 Total Rentals 0 0 0 0 0 0 0 0 0 0 0 0 0
tn 502-6401-550.25-01 MaintenanceContracts - NA 0 0 0 0 0 0 0 0 0 0 0 0
iza 502-6401-55025-03 Furnrture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0
iz5 502-6401-550.25-98 Other Equipment/Machinery - NA 0 0 0 0 0 0 0 0 0 0 0 0
iao Total Repair and Maintenance 0 0 0 0 0 0 0 0 0 0 0 0 0
iai 502-6401-550.26-01 Office Supplies - NA 0 0 0 0 0 0 0 0 0 0 0 0
isz 502-6401-550.26-02 Postage - NA 0 0 0 0 0 0 0 0 0 0 0 0
iaa 502-6401-550.26-03 Printing Forms - NA 0 0 0 0 0 0 0 0 0 0 0 0
tsa 502-6401-550.26-04 Freight/Shipping - NA 0 0 0 0 0 0 0 0 0 0 0 0
ias 502-6401-550.26-ll Catering/SpecCircumstanc - NA 0 0 0 0 0 0 0 D 0 0 0 0
is5 502-6401-550.26-23 Fumiture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0
ia� 502-6401-550.2632 DataProcessingSoftware - NA 0 0 0 0 0 0 0 0 0 0 0 0
iss 502-6401-550.26-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
ias 502-6401-550.26-42 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 3 of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignmen[ �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total �
tao 502-6401-550.26-46 Communication Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
iai Total Materials and Supplies 0 0 0 0 0 0 0 0 0 0 0 0 0
iaz 502-6401-55017-04 Education/Training - NA � 0 0 0 0 0 0 0 0 0 0 0
tas 502-6401-550.27-OS Member Dues/Subscriptions - NA 0 0 0 0 0 0 0 0 0 0 0 0
iaa 502-6401-550.27-06 Employee Remgnition - NA 0 0 0 0 0 0 0 0 0 0 0 0
ias 502-6401-550.27-W Mileage Reimbursement - NA 0 0 0 0 0 0 0 0 0 0 0 0
ia5 502-6401-55017-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0 0
ta� TotaUob Performance Expenses 0 0 0 0 0 0 0 0 0 0 0 0
ias 502-6401-550.29-07 UncollectibleAccounts - NA 0 0 0 0 0 0 0 0 0 0 0 0
ia5 502-6401-55019-25 Promotion - NA 0 0 0 0 0 0 0 0 0 0 0
iso 502-6401-550.29-31 Unwllected Taxes - NA 0 0 0 0 0 0 0 0 0 0 0
isi TotalOtherCurrentExpenses 0 0 0 0 0 0 0 0 0 0 0
isz Total CurreM Expenditures - - - - - - - - - - - -
Ad m i ni stretion/Ge nere I
iss 502-6501-560.11-01 Supervisors 153,995 Labor 46,858 33,5 18,541 8,018 22,238 12,ll8 5,345 2,077 5,156 0 0 153,998
isa 502-6501-560.11-02 RegularStaff 384,202 Labor ll6,905 8 46,257 0,004 55,451 30,383 13,336 S,1S3 12,863 0 0 384,202
tss 502-6501-560.11-03 SeasonalStaff - NA 0 0 0 0 0 0 0 0 0 0 0
is5 502-6501-560.11-04 StaffOvertime 23,522 Labor 7,248 5,1 ,240 3,440 1.884 827 321 798 0 0 23,822
m TotalPersonalService/Salaries 562,022 171,011 122,57 65 29,262 81,159 44,445 19,508 7,582 18,816 0 0 562,022
isa 502-6501-560.13-01 Cell Phone 2,610 Labor 569 314 136 377 206 91 35 S7 0 0 2,610
isz 502-6501-560.13-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0
i5o Total Additional Compensation 2,610 794 569 314 136 377 206 91 35 S7 0 0 2,610
te� 502-6501-560.14-11 Medicallnsurance 73,192 Labor 22, , 8,812 3,811 10,569 5,788 2,541 987 2,450 0 0 73,192
i5z 502-6501-560.1442 Life Insurance 1,625 Labor 354 196 85 235 129 56 22 54 0 0 1,625
i53 502-6501-560.14-14 EmployeeAssistanceProg 413 90 50 21 60 33 14 6 14 0 0 413
i5a 502-6501-56Q1445 Dentallnsurance 6,532 or 2, 1,490 823 356 987 540 237 92 229 0 0 6,832
t55 502-6501-560.14-16 Vision Insurance 1,912 abor 58 417 230 S00 D6 151 66 26 64 0 0 1,912
i55 502-6501-560.14-17 MASA 745 Labor 227 163 90 39 108 59 26 10 25 0 0 745
i5� 502-6501-560.14-18 Telephone Doc 361 labor 110 79 43 19 52 29 13 5 12 0 0 361
i5s 502-6501-560.1421 Taxes/FICA-Medicare 45,746 or ,919 9,977 5,508 2,382 6,606 3,618 1,SSS 617 1,532 0 0 45,746
t55 502-6501-560.14-31 Retirement/ICMA401(A) 5,513 1,675 1,202 664 287 796 436 191 74 1S5 0 0 5,513
vo 502-6501-560.14-32 Retirement/PERA 7Q266 Lab 21,351 15,325 8,460 3,658 1Q147 5,557 2,439 948 2,352 0 0 70,266
m 502-6501-560.14-35 Retirement/F.P.P.A - NA 0 0 0 0 0 0 0 0 0 0 0 0
vz 502-6501-560.14-41 Workers Compensation 2,931 Labor 892 639 353 153 423 232 102 40 98 0 0 2,931
ns 502-6501-560.14-90 Pension Benefit Expense - NA 0 0 0 0 0 0 0 0 0 0 0 0
va 502-6501-560.14-99 Salary Capital Contra Act - NA 0 0 0 0 0 0 0 0 0 0 0 0
ns Total Empioyer Benefitr 209,537 63,757 45,698 25,2D 10,910 30,258 16,570 7,273 2,827 7,015 0 0 209,537
ne 502-6501-560.21-01 Property 34,397 Net Plant 10,581 4,920 6,9ll 2,031 3,280 4,611 1,354 61 642 0 0 34,397
v� 502-6501-560.21-02 Liability 9,493 Labor 2,SS9 2,070 1,143 494 1,371 751 330 128 318 0 0 9,493
ns Total Insurance Premiums 43,891 13,470 6,990 8,060 2,525 4,651 5,362 1,683 189 960 0 0 43,891
n5 502-6501-560.22-01 Auditing 12,608 RevReq 2,931 2,149 1,210 634 1,425 798 423 135 437 2,467 0 12,608
iso 502-6501-560.22-02 Engineering 15,951 Total Plant 5,455 2,184 2,610 1,068 1,456 1,740 712 297 457 0 0 15,951
is� 502-6501-560.22-06 Medical 2,028 Labor 617 442 244 106 293 160 70 27 68 0 0 2,028
iaz 502-6501-560.22-07 Remrding Fees 266 Total Plani 91 36 44 18 24 29 12 5 8 0 0 266
tss 502-6501-560.22-OS Legal 26,634 Total Plani 9,092 3,641 4,351 1,780 2,427 2,900 1,187 495 762 0 0 26,634
isa 502-6501-560.22-09 Info Technology Services 116,267 Labor 35,378 25,357 13,995 6,054 16,790 9,195 4,036 1,568 3,893 0 0 116,267
Prepared by NewGen Strategies and Solutions Page 4 of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignment �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total '
�as 502-6501-560.22-10 Bank Fees 2,314 Total O&M 706 487 285 123 323 188 82 32 77 13 0 2,314
is5 502-6501-560.22-24 GIS 42,615 Total Plant 14,547 5,825 6,961 2,849 3,883 4,641 1,899 792 1,219 0 0 42,615
is� 502-6501-560.22-33 Data Processing - NA 0 0 0 0 0 0 0 0 0 0 0 0
ias 502-6501-560.22-89 Utility Financial Studies - NA 0 0 0 0 0 0 0 0 0 0 0 0
is5 502-6501-560.22-98 Other 64,789 TotalPlani 22,116 8,856 10,583 4,331 5,904 7,055 2,887 1,204 1,853 0 0 64,789
iso TotalProf.Services/Fees 283,502 90,931 48,978 40,256 16,963 32,525 26,706 11,308 4,554 8,772 2,480 0 283,502
iei 502-6501-560.23-01 Pu6lication Fees 6,670 Labor 2,030 1,455 803 347 963 527 232 90 223 0 0 6,670
i5z Total Publishing 6,670 2,030 1,455 803 963 527 232 90 223 0 0 6,670
i5s 502-6501-560.24-01 Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
i5a 502-6501-560.24-02 Real Properry 95,SS4 Total Plant 32,730 13,106 15,662 6,410 10,442 4,273 1,781 2,742 0 0 95,884
i55 502-6501-560.24-03 Lease - NA 0 0 0 0 0 0 0 0 0 0 0
is5 TotalRentals 95,SS4 32,730 13,106 15, 6,410 8,73 10,442 4,273 1,781 2,742 0 0 95,884
is� 502-6501-56015-01 Maintenance Contracts 99,1OS TotalPlant 33,530 13,547 9 25 9,031 10,793 4,4ll 1,841 2,834 0 0 99,108
t5s 502-6501-560.25-02 Buildings 1,065 Total Plani 364 146 71 97 116 47 20 30 0 0 1,065
ies 502-6501-560.25-03 Furniture/Fixtures 1,065 Total Plant 364 146 1 71 97 116 47 20 30 0 0 1,065
zoo 502-6501-560.25-04 Vehcile Equipment 47,643 Labor 14,497 10,3 5,736 2,481 6,880 3,768 1,654 643 1,595 0 0 47,643
mi 502-6501-56015-05 Machinery/Tools 533 Total Plani 182 87 36 49 58 24 10 15 0 0 533
zo� 502-6501-560.25-09 VehideRepairs-FleetShp 123,872 Labor 37,692 27, 4 50 17,888 9,796 4,300 1,671 4,147 0 0 123,872
zos 502-6501-560.25-44 Future Vehide Purchase - NA 0 0 0 0 0 0 0 0 0 0
zoa 502-6501-560.25-98 OtherEquipment/Machinery 533 TotalPlant 182 7 87 36 49 58 24 10 15 0 0 533
zos Total Repair and Maintenance 273,819 87 51,390 7,361 15,769 34,090 24,704 10,513 4,214 8,668 0 0 273,819
m5 502-6501-56026-01 Office Supplies 19,057 Labor 5,799 4,156 2,294 992 2,752 1,507 661 257 638 0 0 19,057
zm 502-6501-560.26-02 Postage 7,623 labor 2,319 1,662 918 397 1,101 603 265 103 255 0 0 7,623
zoa 502-6501-560.26-03 Printing Forms 953 Labor 290 115 50 13S 75 33 13 32 0 0 953
zo9 502-6501-560.26-06 Small Tools 476 Labor 57 25 69 38 17 6 16 0 0 476
zio 502-6501-560.26-13 Medical 2,352 Labor 520 287 724 344 188 83 32 SO 0 0 2,382
zu 502-6501-560.26-14 Laboratory - 0 0 0 0 0 0 0 0 0 0 0
nz 502-6501-560.26-15 Exhibit/Display - 0 0 0 0 0 0 0 0 0 0 0
zis 502-6501-560.26-ll Catering/SpecCi«umstanc 3,811 abor 1,16 S31 459 198 550 301 132 51 128 0 0 3,811
na 502-6501-560.26-23 Furniture/Fixtures 4,764 Labor 1,450 1,039 574 248 688 377 165 64 160 0 0 4,764
zis 502-6501-560.26-25 Energy Efficiency 95,286 talPlant ,526 13,025 15,565 6,370 8,683 10,376 4,247 1,770 2,725 0 0 95,286
n5 502-6501-5601632 DataProcessingSoftware 19,057 or ,799 4,156 2,294 992 2,752 1,507 661 257 638 0 0 19,057
zv 502-6501-560.26-33 Data Processing Equipment 9,529 2,899 2,078 1,147 496 1,376 754 331 129 319 0 0 9,529
zia 502-6501-560.26-39 Fuel&Oil 47,643 Lab 14,497 10,391 5,736 2,481 6,880 3,768 1,654 643 1,595 0 0 47,643
zt5 502-6501-560.26-42 Office Equipment 2,859 Labor 870 623 344 149 413 226 99 39 96 0 0 2,859
zzo 502-6501-560.26-43 Heavy Equipment 1,906 Labor 580 416 229 99 275 151 66 26 64 0 0 1,906
zz� 502-6501-560.26-46 Communication Equipment 19,057 Labor 5,799 4,156 2,294 992 2,752 1,507 661 257 638 0 0 19,057
zzz Total Materials and Supplies 234,404 74,857 43,365 32,314 13,613 28,772 21,378 9,075 3,647 7,382 0 0 234,404
zza 502-6501-560.27-02 Uniform Allowance 1,906 Labor 580 416 229 99 275 151 66 26 64 0 0 1,906
zza 502-6501-560.27-03 VehideAllowance - NA 0 0 0 0 0 0 0 0 0 0 0 0
zzs 502-6501-560.27-04 Education/Training 11,434 Labor 3,479 2,494 1,377 595 1,651 904 397 154 383 0 0 11,434
zz5 502-6501-560.27-05 Member Dues/Subscriptions 12,387 Labor 3,769 2,702 1,491 645 1,789 980 430 167 415 0 0 12,387
zn 502-6501-560.27-06 Employee Remgnition 3,335 Labor 1,015 727 402 174 482 264 116 45 112 0 0 3,335
zzs 502-6501-560.D-07 Mileage Reimbursement 476 Labor 145 104 57 25 69 38 17 6 16 0 0 476
zzs 502-6501-560.27-10 Meal Reimbursement-Emerg. 1,906 Labor 580 416 229 99 275 151 66 26 64 0 0 1,906
zso 502-6501-560.D-21 Employee Recruitment - NA 0 0 0 0 0 0 0 0 0 0 0 0
zai TotalJob Performance Expenses 31,444 9,565 6,858 3,786 1,637 4,541 2,487 1,091 424 1,053 0 0 31,444
zaz 502-6501-560.28-01 Telephone 7,623 Labor 2,319 1,662 918 397 1,101 603 265 103 255 0 0 7,623
Prepared by NewGen Strategies and Solutions Page S of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignment �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total '
zss 502-6501-560.28-02 Natural Gas 8,576 Labor 2,609 1,870 1,032 447 1,238 678 298 116 287 0 0 8,576
zaa 502-6501-560.28-03 ElecVical Energy 50,502 Labor 15,367 11,014 6,OS0 2,629 7,293 3,994 1,753 681 1,691 0 0 50,502
zss 502-6501-560.28-04 Water 4,288 Labor 1,305 935 516 223 619 339 149 58 144 0 0 4,288
za5 502-6501-56018-05 Sewer 1,429 Labor 435 312 ll2 74 206 113 50 19 48 0 0 1,429
zs� 502-6501-560.28-06 Trash Disposal 12,387 Labor 3,769 2,702 1,491 645 1,789 980 430 167 415 0 0 12,387
z3a Total Utility Expenditures 84,505 25,504 18,495 10,210 4,415 12,246 6,706 2,944 1,144 2,839 0 0 84,805
zas 502-6501-56019-06 Interest on Deposits - NA 0 0 0 0 0 0 0 0 0 0 0 0
zao 502-6501-560.29-OS Payment In Lieu Of Taxes 5,456 RevReq 1,268 930 524 617 345 183 58 1S9 1,067 0 5,456
zai 502-6501-56029-09 PUC Gross Receipt Taxes 8,771 RevReq 2,039 1,495 842 991 555 294 94 304 1,716 0 8,771
zaz 502-6501-560.29-10 Franchise Fees 152,475 RevReq 35,443 25,984 14,635 ,670 230 9,646 5,113 1,634 5,285 29,834 0 152,475
za3 502-6501-560.91-28 Housing - NA 0 0 0 0 0 0 0 0 0 0 0
zaa TotalOtherCurrentExpenses 166,701 38,750 28,409 16,000 8,385 18, 10,546 5,590 1,787 5,778 32,6ll 0 166,701
zas Total AdminisVation/General 1,995,287 610,812 357,886 2 1 73 257,158 170,081 73$82 28,274 64,336 35,097 - 1,995,287
za5 TOTALNSTOMERSERVICE 1,995,287 610,812 387,886 25 0,373 257,158 170,081 73,582 28,D4 64,336 35,097 - 1,995,287
za� Total O&M Expense without Depr.Exp. 6,338,146 1,932,250 1,335,0 780,555 36,488 884,289 513,520 224,325 86,860 209,732 35,097 0 6,338,146
zaa Total O&M Expense Excluding Purchased Power&Depr. 6,338,146 1,932,250 1,335, 5 88 884,289 513,520 224,325 86,860 209,732 35,097 0 6,338,146
za5 Debt Service:
zso 502-6700-470.22-10 Bank Fees - NA 0 0 0 0 0 0 0 0 0 0 0
zsi 502-6700-470.29-67 Amort Exp/Bond Issue Cost - NA 0 0 0 0 0 0 0 0 0 0 0
zsz 502-6700-470.41-01 Principal on Bonds 400,000 Total Plant 6,540 54,676 65,339 26,740 36,451 43,559 17,526 7,431 ll,439 0 0 400,000
zss 502-6700-470.41-02 Interest on Bonds 191,300 Total Plant 65,300 26,149 31,245 12,788 17,433 20,832 8,525 3,554 5,471 0 0 191,300
zsa 502-6700-470.41-OS Principal/Capital Lease - NA 0 0 0 0 0 0 0 0 0 0
zss 502-6700-470.41-06 Interest/Wpital Lease - NA 0 0 0 0 0 0 0 0 0 0
zs5 Total Debt Service 591,300 50,825 96,SS7 39,528 53,883 64,391 26,352 10,984 16,909 0 0 591,300
zs� OtherFunds
zsa 502-6600-491.90-01 General 1,998,043 A-GFT 0 0 0 0 0 0 0 0 0 1,998,043 0 1,998,043
zs9 502-6600-491.90-04 Community Reinvestment - NA 0 0 0 0 0 0 0 0 0 0 0 0
z5o 502-6600-491.90-06 Medicallnsurance - NA 0 0 0 0 0 0 0 0 0 0 0 0
zsi 502-6600-491.90-07 Museum - D 0 0 0 0 0 0 0 0 0 0 0
z5z 502-6600-491.90-29 Fire Service Fund - 0 0 0 0 0 0 0 0 0 0 0 0
z5a 502-6600-491.90-35 Vehide Replacement - N 0 0 0 0 0 0 0 0 0 0 0 0
z5a 502-6600-491.92-31 Urban Renewal Authority - NA 0 0 0 0 0 0 0 0 0 0 0 0
z55 Total Other Funds 1,995,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,998,043
z55 Change in Warking Capit 97,552 O&M W/O Depr or PP 29,740 20,548 12,014 5,179 13,610 7,904 3,453 1,337 3,228 540 0 97,552
z5� Capital Paid from Current
z5s 502J001-580.32-22 Building Remodeling - NA 0 0 0 0 0 0 0 0 0 0 0 0
z55 502J001-58033-30 Station Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
no 502-7001-580.33-31 Furniture/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0
z�i 502J001-58033-32 Office Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
nz 502-7001-58033-33 Data Processing Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
z�s 502J001-58033-34 Meters 106,537 Metering-Plant 0 0 D 0 0 0 0 0 106,537 0 0 106,537
na 502-7001-58033-35 Transformers 159,806 Transformers-Plant 0 0 0 95,884 0 0 63,922 0 0 0 0 159,806
z�s 502J001-58033-36 Communication Equipment 152,458 Labor 46,390 33,250 18,355 7,938 22,016 12,057 5,292 2,057 5,704 0 0 152,455
n5 502-7001-580.33-37 LaboratoryEquipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
m 502J001-58033-38 Shop Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
Prepared by NewGen Strategies and Solutions Page 6 of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignment �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total '
ns 502-7001-580.33-39 Stores Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
z�s 502J001-58033-41 Tools 26,634 Total Plant 9,092 3,641 4,351 1,780 2,427 2,900 1,187 495 762 0 0 26,634
zao 502-700L58033-98 OtherEquipment ll2,591 TotalPlant 58,914 23,591 28,192 11,538 15,728 18,795 7,692 3,206 4,936 0 0 172,591
zai 502J001-58034-42 Trucks 333,502 Labor 101,477 72,734 40,152 17,364 48,159 26,374 11,576 4,499 11,165 0 0 333,502
zaz 502J001-580.34-98 OtherMachinery/Equipment - NA 0 0 0 0 0 0 0 0 0 0 0 0
zaa 502J001-58035-55 Street Lights 21,307 Total Plant 7,273 2,913 3,451 1p24 1,942 2,320 950 396 609 0 0 21,307
zsa 502-7001-580.35-56 Poles/Towers/Fixtures - NA 0 0 0 0 0 0 0 0 0 0 0 0
zas 502-7001-580.35-57 Power Line Construction 312,732 Overhead 0 187,639 0 0 25,093 0 0 0 0 0 0 312,732
za5 502-7001-58035-58 Inactive Underground - NA 0 0 0 0 0 0 0 0 0 0 0
za� 502J001-58035-59 Customer Service Lines - NA 0 0 0 0 0 0 0 0 0 0 0
zaa 502-7001-58035-62 UTSystemMasterPlan - NA 0 0 0 0 0 0 0 0 0 0 0 0
za5 502J001-58035-66 Fiber Optic Install - NA 0 0 0 0 0 0 0 0 0 0 0
z90 502-7001-580.37-01 Software Development 85,230 Total Plant 29,093 11,650 13,922 5,698 9,281 3,798 1,583 2,437 0 0 85,230
zsi Total Capital 1,370,798 252,239 335,418 108, 141,626 223,13 71,727 94,417 12,236 131,551 0 0 1,370,798
z9z Subtatal Revenue Requirement 10,395,839 2,416,070 1,771,822 S 21 1,174,913 657,542 348,547 111,416 361,420 2,033,680 0 10,395,839
zea Less Other Income
z5a Additional Heater - NA 0 0 0 0 0 0 0 0 0 0 0
zes CustomerConVibution 319,612 RevReq 74,295 5 30,677 6,077 36,115 20,220 10,715 3,426 ll,079 62,536 0 319,612
z55 investment Income 35,974 RevReq 8,362 6, 3 10 4,065 2,276 1,206 386 1,247 7,039 0 35,974
zs� InfoTechnologyServices - NA 0 0 0 0 0 0 0 0 0 0
z5s Pole Rental 9,000 RevReq 2,092 1,53 64 453 1,017 569 302 96 312 1,761 0 9,000
zss VehideWorkOrders - NA 0 0 0 0 0 0 D 0 0 0 0
soo FieldWorkOrders - NA 0 0 0 0 0 0 0 0 0 0 0
aoi Development Fees - NA 0 0 0 0 0 0 0 0 0 0 0 D
soz MeterReading - NA 0 0 0 0 0 0 0 0 0 0 0 0
aoa Buildings - NA 0 0 0 0 0 0 0 0 0 0 0
soa Other - NA 0 0 0 0 0 0 0 0 0 0
aos Fiberoptic Lease - NA 0 0 0 0 0 0 0 0 0 0 0
so5 Special Initial Reads - 0 0 0 0 0 0 0 0 0 0 0
30� Outdoor Area Lights 9,552 eq 2, 1,628 917 4S0 1,079 604 320 102 331 1,869 0 9,552
sos Surge Arrestor 895 erhead 537 0 0 358 0 0 0 0 0 0 895
aos Write Off - NA 0 0 0 0 0 0 0 0 0 0 0 0
sto ElectricMetering 1,135 ring-Plani 0 0 0 0 0 0 0 0 1,135 0 0 1,135
aii Total Miscellaneous Revenue 376,168 6,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,205 0 376,165
3iz TotalOtherincome 376,168 86,970 64,297 35,910 15,820 42,635 23,669 12,546 4,011 14,104 73,205 0 376,168
3i3 Forecasted Under-Recovery(perFinancialPlan) 535,391 RevReq 124,453 91,240 51,387 26,931 60,502 33,870 17,954 5,739 18,558 104,756 0 535,391
3ia Total O&M Expense without Depr or PP 6,335,146 1,932,250 1,335,031 780,555 336,488 884,259 513,520 224,325 86,860 209,732 35,097 0 6,335,146
sis Debt Service 591,300 201,841 50,825 96,587 39,528 53,883 64,391 26,352 10,984 16,909 0 0 591,300
316 Total Other Funds 1,995,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,995,043
sv Change in Working Capital 97,552 29,740 20,548 12,014 S,ll9 13,610 7,904 3,453 1,337 3,228 540 0 97,552
aia CapitalPaidfrom CurrentEarnings 1,370,798 252,239 335,418 108,453 141,626 223,131 71,727 94,417 12,236 131,551 0 0 1,370,798
si9 Less Other Income 376,165 86,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,205 0 376,165
3zo Less Planned Under-Recavery(per Financial Plan� 535,391 124,453 91,240 51,357 26,931 60,502 33,870 17,954 5,739 15,558 104,756 0 535,391
su Total Revenue Requirem� 9,484,250 2,204,647 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,719 0 9,484,280
azz ALLOCATION FACTORS
azs DirectAssignmentAllacators
324 0 0 0 0 0 0 0 0 1 0 1
Prepared by NewGen Strategies and Solutions Page 7 of 8
Estes Park Power and Communications
Schedule 4
Classification of Distribution Costs
A B C D E F G H I 1 K L M N O P
�ine Test Year I Demand Related � Customer Related � Direct Assignment �
No. Accaunt 2022 Allocation Fac[or �Substatians Overhead-D Underground-D Transformers-D I Overhead-C Underground-C Transformers-C Services Metering I Outdoor Ltg Street Ltg I Total '
szs Outdoor Lighting Outdoor Ltg 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 0% 100%
3z5 1,932,250 1,335,031 780,555 336,488 884,259 513,520 224,325 86,860 209,732 35,097 0 6,335,146
sn TotalO&M TotalO&M 30% 21% 12% 5% 14% S% 4% 1% 3% 1% 0% 100%
3zs 1,932,250 1,335,031 780,555 336,488 884,259 513,520 224,325 86,860 209,732 35,097 0 6,338,146
sz5 O&M W/O Depr or PP O&M W/O Depr or PP 30% 21% 12% 5% 14% 8% 4% 1% 3% 1% 0% 100%
33o Total Distribution Excluding Labor 994,530 712,833 393,515 170,177 471,956 258,476 113,451 44,092 109,427 0 0 3,268,487
ssi Labor Labor 30% 22% 12% 5% 14% 8% 3% 1% 3% 0% 0% 100%
33z 4,640,616 2,157,629 3,033,598 590,679 , 35,419 2,022,399 593,786 26,744 281,439 15,OS5,308
sss Net Plant(without lighting) Net Plant 31% 14% 20% 10% 13% 4% 0% 2% 0% 0% 100%
33a 8,952,403 8,952,403
sss Substations-Plant Substations-Plant 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 100%
336 3,596,906 2, 5,994,844
ss� Overhead Overhead 0% 60% 0% 0% 0% 0% 0% 0% 0% 0% 100%
aaa 4,295,3 2,865,563 7,163,908
ss5 Underground Underground 0% 0% 0% 0% 40% 0% 0% 0% 0% 0% 100%
300 86 1,172,724 2,931,810
sai Transformers-Plant Transformers-Plant 0% 0% 60% 0% 0% 40% 0% 0% 0% 0% 100%
aaz 488,522 488,522
sas Services Services 0% % 0% 0% 0% 0% 0% 100% 0% 0% 0% 100%
aaa 752,509 752,509
sas Metering-Plant Metering-Plant 0% 0% 0% 0% 0% 0% 0% 100% 0% 0% 100%
346 1 1
sa� Direct Assign General Fund Transfer DA-GFT 0% 0 0°o 0% 0% 0% 0% 0% 0% 100% 0% 100%
3as 8,952 3,596,906 8,345 1,759,086 2,397,938 2,865,563 1,172,724 488,522 752,509 1 0 26,314,297
349 0 0 0 0 0 0 0 0 (1) 0 (1)
350 2,403 96,906 ,298,345 1,759,086 2,397,938 2,865,563 1,172,724 488,522 752,509 0 0 26,314,296
ssi Total Plant(without lighting) Total Plant 34% 14% 16% 7% 9% 11% 4% 2% 3% 0% 0% 100%
35z 98,345 7,895,251
sss Overhead/Underground Overhead/Underground 54% 0% 0% 0% 0% 0% 0% 0% 0% 100%
asa 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,719 0 9,484,280
sss Revenue Requirement R 17% 10% 5% 11% 6% 3% 1% 3% 20% 0% 100%
as5 63 373
sn OH Miles of Line iles Line 83 0% 0% 0% 17% 0% 0% 0% 0% 0% 0% 100%
35s 158 29 188
ss5 UG Miles of Line iles Line 84% 0% 0% 0% 16% 0% 0% 0% 0% 0% 0% 100%
360 468 0 0 0 92 0 0 0 0 0 0 561
s5i Total Miles of Line All � e 84% 0% 0% 0% 16% 0% 0% 0% 0% 0% 0% 100%
362 0 0 0 0 0 0 0 0 0 0 0 0
ses NotApplicable NA 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Prepared by NewGen Strategies and Solutions Page 8 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
i Operation and Maintenance Expense
z Purchased Power
a 502-6100-520.28-08 Purchased PowerSupply - NA 0 0
a 502-6100-520Z8-18 Wind Power - NA 0 0
s 502-6100-520.28-19 Wheeling Chgs-FR Hydro - NA 0 0
s Total Purchased Power - -
� TOTALPURCHASEDPOWER - - -
s Distribution
e 502-6301-54011-01 Supervisors - NA 0 0
io 502-6301-54011-02 RegularStaff - NA 0 0
ii 502-6301-54011-03 Seasonal5taff - A 0 0
iz 502-6301-540.11-04 Staff Overtime - NA 0 0
ia 502-6301-54011-OS SeasonalOvertime - NA 0 0
ia Total Personal Services/Salarie - - -
is 502-6301-540.13-01 Cell Phone - NA 0 0
ze 502-6301-540.13-03 Vehide Allow - NA 0 0
v Total Additiona pens - - -
is 502-6301-540.1411 nsurance - NA 0 0
z9 502-6301-540.14-12 Life In nce - NA 0 0
zo 502-6301-540.14-14 Empl Assistance - NA 0 0
zi 502-6301-540.14-15 D - NA 0 0
zz 502-6301-540.1416 n Insuranc - NA 0 0
za 502-6301-540.14-ll ASA - NA 0 0
za 502-6301-540.14-18 hone Doc - NA 0 0
zs 502-6301-540.14-21 Ta A-Medicare - NA 0 0
ze 502-6301-540.1431 Retire ent/ICMA401(A) - NA 0 0
z� 502-6301-540.14-32 Retirement/PERA - NA 0 0
za 502-6301-540.14-41 Workers'Compensation - NA 0 0
z9 502-6301-540.14-90 Pension Benefit Expense - NA 0 0
ao 502-6301-540.1499 Salary Capital Contra Act - NA 0 0
ai Total Employer Benefits - - -
az 502-6301-540.21-01 Property - NA 0 0
33 502-6301-540.21-02 Liability - NA 0 0
aa 502-6301-540Z1-50 Unemployment - NA 0 0
as Total Insurance Premiums - - -
ae 502-6301-540.22-02 Engineering - NA 0 0
a� 502-6301-540.22-13 Contract/Skilled Services - NA 0 0
aa 502-6301-540.22-14 LabTesting - NA 0 0
a9 502-6301-540Z2-24 GIS - NA 0 0
ao 502-6301-540.22-26 Insurance Calims - NA 0 0
ai 502-6301-540.22-30 Land Use Fees - NA 0 0
az 502-6301-540.22-98 Other - NA 0 0
Prepared by NewGen Strategies and Solutions Page 1 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
a3 Total Prof.Services/Fees - - -
aa 502-6301-540Z4-02 Real Property - NA 0 0
as Total Rentals - - -
ae 502-6301-540.25-01 Maintenance Contracts NA 0 0
a� 502-6301-540Z5-02 Buildings NA 0 0
aa 502-6301-540Z5-OS Machinery/Tools - NA 0 0
a9 502-6301-540.25-06 Meters NA 0 0
so 502-6301-540.25-07 Transformer NA 0 0
si 502-6301-540Z5-OS Laboratory - NA 0 0
sz 502-6301-540Z5-30 Street Lights - NA 0 0
s3 502-6301-540.25-31 Substation - A 0 0
sa 502-6301-540.25-32 PowerLine Maintenance - NA 0 0
ss 502-6301-540.25-33 Inactive Underground Mai - NA 0 0
se 502-6301-540Z5-34 CustomerServiceLines - NA 0 0
s� 502-6301-540.25-98 Other Equipm t Machinery - NA 0 0
ss Total Repair ance - - -
s9 502-6301-540Z6-01 Office Supplies - NA 0 0
eo 502-6301-540Z6-04 Fr i ht/Shipping - NA 0 0
ei 502-6301-540.26-OS - NA 0 0
ez 502-6301-540Z6-06 Small s - NA 0 0
ea 502-6301-540Z6-07 Small ware - NA 0 0
ea 502-6301-540Z6-19 Tr - NA 0 0
es 502-6301-540.26-20 rical - NA 0 0
ee 502-6301-540.26-33 ata Processing Equipment - NA 0 0
e� 502-6301-540Z6-34 rs - NA 0 0
es 502-6301-540Z6-48 Sh ipment - NA 0 0
e9 502-6301-540.26-55 Stree ights - NA 0 0
�0 502-6301-540.26-57 Overhead Lines - NA 0 0
n Total Materials and Supplies - - -
�z 502-6301-540.27-01 Personal Safety Equipment - NA 0 0
�a 502-6301-540.U-03 Vehide Allowance - NA 0 0
�a 502-6301-540.U-04 Education/Training - NA 0 0
�s 502-6301-540.U-06 Employee Recognition - NA 0 0
�e 502-6301-540.27-07 Mileage Reimbursement - NA 0 0
n 502-6301-540.U-21 Employee Recruitment - NA 0 0
�a Total Job Performance Expenses - - -
�9 502-6301-540Z9-90 Short/Over Inventory Acct - NA 0 0
so 502-6301-540.29-95 Depreciation - NA 0 0
si 502-6301-540.29-97 Accumulated Pant - NA 0 0
az Total Other CurrentExpenses - - -
s3 TOTAL DISTRIBUTION 0 0 0
Prepared by NewGen Strategies and Solutions Page 2 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
aa Customer Services
Current Expenditures
ss 502-6401-550.11-01 Supervisors 71,737 Customer 71,737 71,737
se 502-6401-550.11-02 Regular5taff 146,163 Customer 146,163 146,163
a� 502-6401-550.11-03 Seasonal5taff - Customer 0 0
ss 502-6401-550.11-04 Staff Overtime 13,8 Customer 13,850 13,850
s9 502-6401-550.11-05 SeasonalOvertime Customer 80 80
90 Total Personal Service/Salaries 30 231,830 231,530
ei 502-6401-550.13-01 Cell Phone Customer 419 419
ez 502-6401-550.13-03 Vehide Allowance - Customer 0 0
93 Total Additional Compensation 419 419 419
ea 502-6401-550.14-11 Medicallnsurance 55,635 Customer 55,635 55,635
es 502-6401-550.14-12 Life Insurance 908 Customer 90S 90S
ee 502-6401-550.14-14 Employee Assistance Prog 230 Customer 230 230
9� 502-6401-550.14-15 Dentallnsura 3,987 Customer 3,987 3,987
9a 502-6401-550.14-16 Vision Insur 1,027 Customer 1,027 1,027
e9 502-6401-550.14-17 MASA 416 Customer 416 416
ioo 502-6401-550.14-18 Telephone Doc 202 Customer 202 202
ioi 502-6401-550.14-21 Ta es/FICA-Medi 18,870 Customer 18,870 18,870
ioz 502-6401-550.14-31 nt/ICMA - Customer 0 0
ioa 502-6401-550.14-32 Retire t/PERA 31,762 Customer 31,762 31,762
ioa 502-6401-550.14-41 Work ompensati 763 Customer 763 763
ios 502-6401-550.14-90 Pe s - Customer 0 0
ioe 502-6401-550.14-99 y Capita ct - Customer 0 0
io� tal Employer Benefits 113,799 113,799 113,799
ios 502-6401-550.21-02 Li 1,681 Customer 1,681 1,681
io9 502-6401-550.21-50 Une oyment - Customer 0 0
uo Total Insurance Premiums 1,681 1,681 1,681
m 502-6401-SSOZ2-09 InfoTechnology5ervices - Customer 0 0
uz 502-6401-550.22-10 BankFees 533 Customer 533 533
ua 502-6401-550.22-13 Contract/Skilled Services - Customer 0 0
ua 502-6401-SSOZ2-26 Insurance Claims - Customer 0 0
iis 502-6401-550.22-98 Other 1,233 Customer 1,233 1,233
ue Total Prof.Services/Fees 1,765 1,765 1,765
u� 502-6401-SSOZ3-01 Publication Fees - Customer 0 0
us Total Publishing - - -
ii9 502-6401-SSOZ4-01 Equipment 1,278 Customer 1,275 1,278
im 502-6401-550.24-03 Lease 4,800 Customer 4,800 4,800
iu Total Rentals 6,078 6,075 6,078
izz 502-6401-SSOZS-01 Maintenance Contracts 8,789 Customer 8,789 8,789
iza 502-6401-SSOZS-03 Furniture/Fixtures - Customer 0 0
Prepared by NewGen Strategies and Solutions Page 3 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
iza 502-6401-550.25-98 Other Equipment/Machinery 533 Customer 533 533
izs TotalRepairand Maintenance 9,322 9,322 9,322
izs 502-6401-SSOZ6-01 Office Supplies 3,729 Customer 3,729 3,729
iz� 502-6401-SSOZ6-02 Postage 42,Sll Customer 42,517 42,517
izs 502-6401-550.26-03 Printing Forms 27,8 Customer 27,840 27,840
iz9 502-6401-SSOZ6-04 Freight/Shipping Customer 799 799
iao 502-6401-SSOZ6-ll Catering/Spec Circumstanc 99 Customer 799 799
iai 502-6401-SSOZ6-23 Furniture/Fixtures Customer 2,131 2,131
iaz 502-6401-550.26-32 Data Processing Software 3, Customer 3,015 3,018
iaa 502-6401-SSOZ6-33 Data Processing Equipment 2,131 Customer 2,131 2,131
iaa 502-6401-SSOZ6-42 Office Equipment 799 ustomer 799 799
ias 502-6401-SSOZ6-46 Communi�ation Equipment - omer 0 0
iae Total Materials and Sup � 53,763 83,763 83,763
ia� 502-6401-SSO.U-04 Education/Training 13,3ll Customer 13,317 13,3ll
i3s 502-6401-550.27-OS Member Due bscriptions 533 Customer 533 533
ia9 502-6401-550.27-06 Employee R 266 Customer 266 266
iao 502-6401-SSO.U-07 Mileage Reim em 160 Customer 160 160
iai 502-6401-SSO.U-21 Employee Recr ent - Customer 0 0
iaz To alJob Perfor e nses 14,276 14,276 14,276
iaa 502-6401-SSOZ9-07 Uncol IeAccou 15,951 Customer 15,981 15,981
iaa 502-6401-550.29-25 Prom - Customer 0 0
ias 502-6401-550.29-31 U - Customer 0 0
ia6 Other penses 15,981 15,981 15,981
ia� Current Expenditures 478,914 475,914 475,914
Admi tration/General
ias 502-6501-560.11-01 Supervisors 18,154 Customer 18,184 18,184
ia9 502-6501-560.11-02 RegularStaff 45,366 Customer 45,366 45,366
iso 502-6501-560.11-03 Seasonal5taff - Customer 0 0
isi 502-6501-560.11-04 Staff Overtime 2,813 Customer 2,813 2,813
isz Total Personal Service/Salaries 66,363 66,363 66,363
is3 502-6501-560.13-01 Cell Phone 308 Customer 30S 30S
isa 502-6501-560.13-03 Vehide Allowance - Customer 0 0
iss Total Additional Compensation 308 30S 30S
ise 502-6501-560.14-11 Medicallnsurance 8,642 Customer 5,642 8,642
is� 502-6501-560.14-12 Life Insurance 192 Customer 192 192
iss 502-6501-560.14-14 Employee Assistance Prog 49 Customer 49 49
is9 502-6501-560.14-15 Dentallnsurance 807 Customer 807 S07
ieo 502-6501-560.14-16 Vision Insurance 226 Customer 226 226
iei 502-6501-560.14-ll MASA 88 Customer 88 8S
iez 502-6501-560.14-15 Telephone Doc 43 Customer 43 43
iea 502-6501-560.14-21 Taxes/FICA-Medicare 5,402 Customer 5,402 5,402
Prepared by NewGen Strategies and Solutions Page 4 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
iea 502-6501-560.14-31 Retirement/ICMA401(A) 651 Customer 651 651
ies 502-6501-560.14-32 Retirement/PERA 8,297 Customer 8,297 8,297
ies 502-6501-560.14-35 Retirement/F.P.P.A - Customer 0 0
ie� 502-6501-560.14-41 Workers'Compensation 346 Customer 346 346
ies 502-6501-560.14-90 Pension Benefit Expense - Customer 0 0
ie9 502-6501-560.14-99 Salary Capital Contra Act Customer 0 0
i�o Total Employer Benefits 24,742 24,742
vi 502-6501-560.21-01 Property - Customer 0 0
vz 502-6501-560.21-02 Liability Customer 0 0
va Total Insurance Premiums - - -
i�a 502-6501-560.22-01 Auditing 904 omer 904 904
vs 502-6501-560.22-02 Engineering - Customer 0 0
vs 502-6501-560.22-06 Medical 239 Customer 239 239
v� 502-6501-560Z2-07 Recording Fees - Customer 0 0
vs 502-6501-560Z2-08 Legal - Customer 0 0
v9 502-6501-560.22-09 Info Techno 13,729 Customer 13,729 13,729
iso 502-6501-560.22-10 BankFees 292 Customer 292 292
iai 502-6501-560Z2-24 GIS - Customer 0 0
iaz 502-6501-560.22-33 Da a Processing - Customer 0 0
isa 502-6501-560Z2-89 ancial St - Customer 0 0
isa 502-6501-560.22-95 Other - Customer 0 0
ias Total .Services/F 15,164 15,164 15,164
iae 502-6501-560.23-01 cation e 788 Customer 78S 78S
is� tal Publishing 7S8 78S 78S
ias 502-6501-560Z4-01 E nt - Customer 0 0
is9 502-6501-560.24-02 Real perty - Customer 0 0
i90 502-6501-560.24-03 Lease - Customer 0 0
i9i Total Rentals - - -
i9z 502-6501-560.25-01 Maintenance Contracts - Customer 0 0
i9a 502-6501-560Z5-02 Buildings - Customer 0 0
194 502-6501-560Z5-03 Furniture/Fixtures - Customer 0 0
iss 502-6501-560Z5-04 Vehcile Equipment 5,626 Customer 5,626 5,626
i9e 502-6501-560.25-OS Machinery/Tools - Customer 0 0
i9� 502-6501-560Z5-09 Vehide Repairs-Fleet Shp 14,627 Customer 14,627 14,627
i9s 502-6501-560Z5-44 Future Vehicle Purchase - Customer 0 0
i99 502-6501-560Z5-98 Other Equipment/Machinery - Customer 0 0
zoo Total Repair and Maintenance 20,252 20,252 20,252
mi 502-6501-560Z6-01 Office Supplies 2,250 Customer 2,250 2,250
zoz 502-6501-560.26-02 Postage 900 Customer 900 900
zoa 502-6501-560.26-03 Printing Forms 113 Customer 113 113
ma 502-6501-560.26-06 Small Tools 56 Customer 56 56
ms 502-6501-560Z6-13 Medical 281 Customer 281 281
Prepared by NewGen Strategies and Solutions Page 5 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
me 502-6501-560Z6-14 Laboratory - Customer 0 0
zm 502-6501-560.26-15 Exhibit/Display 138,499 Customer 138,499 138,499
ms 502-6501-560.26-ll Catering/Spec Circumstanc 450 Customer 450 450
zo9 502-6501-560Z6-23 Furniture/Fixtures 563 Customer 563 563
uo 502-6501-560Z6-25 Energy Efficiency 11,251 Customer 11,251 11,251
ui 502-6501-560.26-32 Data Processing Software 2,2 Customer 2,250 2,250
uz 502-6501-560.26-33 Data Processing Equipment Customer 1,125 1,125
zia 502-6501-560Z6-39 Fuel&Oil 26 Customer 5,626 5,626
ua 502-6501-560Z6-42 Office Equipment Customer 33S 33S
us 502-6501-560.26-43 Heavy Equipment Customer 225 225
us 502-6501-560Z6-46 Communi�ation Equipment 2,250 Customer 2,250 2,250
zv Total Materials and Supplies 166,177 166,177 166,177
us 502-6501-560.27-02 Uniform Allowance 225 Customer 225 225
u9 502-6501-560.U-03 Vehide Allowance - Customer 0 0
zm 502-6501-560.U-04 Education/Training 1,350 Customer 1,350 1,350
zzi 502-6501-560.27-OS Member Due bscriptions 1,463 Customer 1,463 1,463
zzz 502-6501-560.27-06 Employee R 394 Customer 394 394
zza 502-6501-560.U-07 Mileage Reim em 56 Customer 56 56
zza 502-6501-560.U-10 Meal Reimburs nt-Em 225 Customer 225 225
zzs 502-6501-560.U-21 E loyee Recrui - Customer 0 0
zze Perform xpenses 3,713 3,713 3,713
zn 502-6501-560Z8-01 Telep 900 Customer 900 900
zzs 502-6501-560.28-02 Na 1,013 Customer 1,013 1,013
zz9 502-6501-560Z8-03 rical Ener 5,963 Customer 5,963 5,963
zao 502-6501-560.28-04 ater 506 Customer 506 506
zai 502-6501-560Z8-OS r 169 Customer 169 169
zaz 502-6501-560.28-06 Tr �posal 1,463 Customer 1,463 1,463
z33 Total ility Expenditures 10,014 10,014 10,014
zaa 502-6501-560.29-06 Interest on Oeposits 1,278 Customer 1,278 1,275
z3s 502-6501-560.29-08 Payment In Lieu Of Taxes 391 Customer 391 391
zae 502-6501-560Z9-09 PUC Gross Receipt Taxes 629 Customer 629 629
za� 502-6501-560.29-10 Franchise Fees 10,934 Customer 10,934 10,934
zas 502-6501-560.91-28 Housing - Customer 0 0
za9 Total Other CurrentExpenses 13,233 13,233 13,233
zao Total Administration/General 320,754 320,754 320,754
zai TOTAL CUSTOMER SERVICE 799,668 799,665 799,665
zaz Total O&M Expense without Depr.Exp. 799,668 799,668 799,668
zas Total O&M Expense Excluding Purchased Power&� 799,668 799,668 799,668
zaa DebtSeroice:
zas 502-6700-470.22-10 Bank Fees - Customer 0 0
Prepared by NewGen Strategies and Solutions Page 6 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
zae 502-6700-470Z9-67 Amort Exp/Bond Issue Cost - Customer 0 0
za� 502-6700-470A1-01 Principal on Bonds - Customer 0 0
zas 502-6700-470A1-02 Interest on Bonds - Customer 0 0
za9 502-6700-470.41-OS Principal/Capital Lease - Customer 0 0
zso 502-6700-470A1-06 Interest/Capital Lease - Customer 0 0
zsi Total Debt Service 0 0
zsz OtherFunds
zs3 502-6600-491.90-01 General Customer 0 0
zsa 502-6600-491.90-04 Community Reinvestment Customer 0 0
zss 502-6600-491.90-06 Medicallnsurance - Customer 0 0
zss 502-6600-491.90-07 Museum - ustomer 0 0
zs� 502-6600-491.90-29 Fire Service Fund - omer 0 0
zss 502-6600-491.90-35 Vehide Replacement - Customer 0 0
zs9 502-6600-49192-31 Urban Renewal Authority - Customer 0 0
zeo Total Other Funds 0 0 0
zei Change in Working Capital 12,308 Customer 12,305 12,308
zez Capital Paid from Current Eamings
zea 502-7001-580.32-22 Bulding Remode - Customer 0 0
zea 502-7001-58033-30 uipmen - Customer 0 0
zes 502-7001-58033-31 Furnit Fixtures - Customer 0 0
zes 502-7001-58033-32 Office ipment - Customer 0 0
ze� 502-7001-580.33-33 Da nt - Customer 0 0
zes 502-7001-58033-34 rs - Customer 0 0
ze9 502-7001-58033-35 ansformers - Customer 0 0
z�o 502-7001-58033-36 uni�ation Equipment 18,002 Customer 15,002 18,002
ni 502-7001-580.33-37 La ry Equipment - Customer 0 0
z�z 502-7001-58033-38 Shop uipment - Customer 0 0
na 502-7001-58033-39 Stores Equipment - Customer 0 0
z�a 502-7001-58033-41 Tools - Customer 0 0
ns 502-7001-580.33-98 Other Equipment - Customer 0 0
z�e 502-7001-58034-42 Trucks 39,380 Customer 39,380 39,380
zn 502-7001-58034-95 Other Machinery/Equipment - Customer 0 0
z�s 502-7001-58035-SS Street Lights - Customer 0 0
n9 502-7001-580.35-56 Poles/Towers/Fixtures - Customer 0 0
zao 502-7001-58035-57 Power Line Construction - Customer 0 0
zai 502-7001-580.35-SS Inactive Underground - Customer 0 0
zaz 502-7001-58035-59 CustomerServiceLines 319,612 Customer 319,612 319,612
zsa 502-7001-580.35-62 UT System Master Plan - Customer 0 0
zsa 502-7001-58035-66 Fiber Optic Install - Customer 0 0
zas 502-7001-58037-01 Software Development - Customer 0 0
zas Total Capital 376,994 376,994 376,994
za� Subtotal Revenue Requirement 1,188,970 1,188,970 1,188,970
zas Less Other Incame
Prepared by NewGen Strategies and Solutions Page 7 of 8
Estes Park Power and Communications
Schedule 5
Classification of Customer Costs
A 8 C D E F
Line No. Account Account Description Test Year 2022 Allocation Factor Customer Total
za9 Additional Heater 656 Customer 656 656
z90 CustomerContribution - Customer 0 0
z9i Investment Income 2,580 Customer 2,580 2,580
z9z InfoTechnology5ervices - Customer 0 0
zsa Pole Rental - Customer 0 0
z9a VehideWorkOrders Customer 0 0
z9s Field Work Orders 40 Customer 400,000 400,000
z9s Development Fees - Customer 0 0
zs� Meter Reading Customer 40,000 40,000
z9s Buildings Customer 0 0
z99 Other 50,000 Customer 50,000 50,000
30o Fiberoptic Lease - ustomer 0 0
3oi Special Initial Reads 13,000 omer 13,000 13,000
aoz OutdoorAreaLightr - Customer 0 0
3oa Surge Arrestor - Customer 0 0
aoa WriteOff 2,608 Customer 2,605 2,605
3os Electric Meter - Customer 0 0
306 Total Miscellaneous Revenue 508,844 SOS,S44 508,844
am Total Other Income 508,844 SOS,844 508,844
aos Forewsted Under-Recovery(per Financial Plan) - Customer 0 0
ao9 Total O&M Expense without Depr or PP 799,668 799,665 799,668
3io Debt Service 0 0 0
an Total Other Funds 0 0 0
aiz Change in Working Capital 12,308 12,308 12,308
3ia Capital Paid from Curzent E 376,994 376,994 376,994
aia Less Otherincome 508,844 508,844 508,844
ais Less Planned Undery ry(per Financial P 0 0 0
3is Total Revenue Require 680,126 680,126 680,126
av ALLOCATION FACTORS
3is Albcators
319 1 1
am Customer Customer 100% 100%
321 � �
azz Not Applicable NA 0% 0%
Prepared by NewGen Strategies and Solutions Page 8 of 8
Estes Park Power and Communications
Schedule 6
Cost of Service by Customer Class
A B C D E F G H I 1 K L M
Small
Commercial Large RMNP
�ine Small Energy Time- Large Commercial Municipal Administrative RMNP Small RMNP Large
No. Description Total Allocation Factor Residential Commercial of-Day Commercial Time-of-Day Rate Housing Administrative Administrative Total
� Production
z Customer 509,556 No.Customers W/O RMNP 349,109 100,931 1,226 48,299 433 9,559 0 0 0 509,556
3 Energy Summer(En) 1,360,770 NEFL @ Trans-PR Summer 522,735 344,569 6,421 445 769 3,401 37,874 0 0 0 1,360,770
a Energy Non-Summer(En) 3,217,708 NEFL @ Trans-PR Winter 1,564,232 703,545 18,188 8 1,594 83,141 0 0 0 3,217,708
s Renewable Tariff 7 Adder 0 NEFL @ Trans 0 0 0 0 0 0 0 0 0 0
5 Renewable Intermittent Adder 355,609 NEFL @ Trans 175,769 88,274 2,07 08,880 421 10,192 0 0 0 385,609
� Demand Summer(D) 432,250 Summer PR CP Platte River 210,336 100,864 1 95 823 10,055 0 0 0 432,250
s Demand Non-Summer(D) 715,416 Winter PR CP Platte River 385,877 145,191 8 1 312 16,557 0 0 0 715,416
9 Demand Transmission 1,519,087 Transmission with Ratchet 771,107 324,602 7,009 378, 1,534 36,608 0 0 0 1,519,087
10 DA RMNP 0 NA 0 0 0 0 0 0 0 0 0
ii Subtotal PRPA 8,140,396 3,979,163 1,807 39,45 2,101,301 ,517 203,986 0 0 0 8,140,396
iz PILOT,Franchise Fees and Other 127,415 PRPA Bill 62,283 28,29 617 32,890 133 3,193 0 0 0 127,415
i3 Total Production 8,267,811 4,041 6 1,836,276 ,069 2,134,191 8,650 207,ll9 - - - 8,267,811
ia Check TRUE
�5 Distribution
is Demand Related
v Substations 2,204,647 9 NCP W/RMNP 1,119,76 ,436 0,020 537,634 2,419 53,022 237 4,537 11,579 2,204,647
is Overhead 1,616,286 9 NCP W/RMNP 820,928 41,223 7,346 394,154 1,773 38,872 174 3,326 8,489 1,616,286
i9 Underground 910,311 9 NCP W/RMN 62,356 92,181 4,137 221,992 999 21,893 98 1,873 4,781 910,311
zo Transformers 477,070 Sum of Max Deman RMNP 316,610 6,551 1,403 61,693 353 8,276 55 800 1,329 477,070
Zi Subtotal-Distribution-Demand Related 5,208,314 1, 5,391 22,907 1,215,471 5,544 122,064 564 10,537 26,ll9 5,208,314
zz Customer Related
13 Overhead 1,071,774 No.Cus rs W/R 732,309 211,718 2,571 101,315 907 20,051 363 1,996 544 1,071,774
za Underground 600,002 N MNP 409,962 118,524 1,439 56,718 SOS 11,225 203 1,117 305 600,002
zs Transformers 318,047 ustomers P 217,311 62,827 763 30,065 269 5,950 108 592 162 318,047
z5 Services 101,667 0.Customers W/ 69,466 20,083 244 9,611 86 1,902 34 189 52 101,667
n Metering 328,758 .Customers W/R 224,630 64,943 789 31,077 278 6,151 111 612 167 328,758
za Subtotal-Distribution-CustomerRelated 2,420,247 1,653,678 478,094 5,805 228,786 2,049 45,279 820 4,507 1,229 2,420,247
z9 Direct Assignment
3o Genera�Fund Transfer 1,855,719 T 463,930 922,522 11,201 441,461 3,953 0 1,581 8,697 2,372 1,855,719
31 0 0 0 0 0 0 0 0 0 0 0
az Subtotal-Distribution-Direct Assignment 1,855,719 463,930 922,522 11,201 441,461 3,953 0 1,581 8,697 2,372 1,855,719
aa Total Distribution 9,484,280 4,837,266 2,486,007 39,913 1,885,719 11,546 167,343 2,964 23,742 29,781 9,484,280
sa Check TRUE
ss Customer
35 Customer 680,126 No.Customers W/RMNP 464,708 134,352 1,631 64,292 576 12,724 230 1,267 345 680,126
a� Total Customer 680,126 464,708 134,352 1,631 64,292 576 12,724 230 1,267 345 680,126
ss Check TRUE
39 Total Cost of Service 18,432,21� 9,343,420 4,456,635 81,613 4,084,202 20,772 387,246 3,195 25,009 30,126 18,432,217
a1 COS($/kWh) $0.1622 $0.1540 $0.1201 $0.1144 $0.1506 $0.1159 $03461 $0.0929 $0.0430 $0.1458
az Load Factor 17.8% 32.7% 47.4% 56.6% 38.2% 39.5% 25.9Y
Prepared by NewGen Strategies and Solutions Page 1 of 3
Estes Park Power and Communications
Schedule 6
Cost of Service by Customer Class
A B C D E F G H I 1 K L M
Small
Commercial Large RMNP
�ine Small Energy Time- Large Commercial Municipal Administrative RMNP Small RMNP Large
No. Description Total Allocation Factor Residential Commercial of-Day Commercial Time-of-Day Rate Housing Administrative Administrative Total
aa ALLOCATION FACTORS
aa FundamentalAllocators-Jurisdictional
as 14,411 5,867 120 ,275 70 687 0 0 0 28,431
a5 Demand(1 CP)Estes Park 1 CP Estes Park 51% 21% 0% 26% 0% 2% 0% 0% 0% 100%
a� 40,757 14,546 624 22 1,807 0 0 0 73,078
as Demand(3 CP)Estes Park 3 CP Estes Park 56% 20% % 0% 2% 0% 0% 0% 100%
a9 52,072 19,443 429 20, 29 2,276 0 0 0 95,125
so Demand(4 CP)Estes Park 4 CP Estes Park SS% 20% 0% 22°o 0% 2% 0% 0% 0% 100%
si 69,868 30, 65 33,549 70 3,401 0 0 0 137,607
sz Demand(6 CP)Estes Park 6 CP Estes Park Sl% / 24% 0% 2% 0% 0% 0% 100%
s3 124,605 5 , 6 61,054 235 5,915 0 0 0 245,460
sa Demand(12 CP)Estes Park 12 CP Estes Park Sl% 21 0% 25% 0% 2% 0% 0% 0% 100%
ss 13, 73 4,871 124 5,585 48 578 0 0 0 24,679
55 Demand(1 CP)Platte River 1 CP Platte River 20% % 23% 0% 2% 0% 0% 0% 100%
s� 3 13,567 20 1,523 0 0 0 68,110
ss Demand(3 CP)Platte River 3 CP Platte River % 20% 0% 2% 0% 0% 0% 100%
s9 51,01 8 365 18,889 27 2,101 0 0 0 89,485
5o Demand(4 CP)Platte River 4 CP Platte River 57° 19% 0% 21% 0% 2% 0% 0% 0% 100%
6i 72,367 25,093 571 27,631 40 2,893 0 0 0 128,595
5z Demand(6 CP)Platte River 6 CP Platte Ri 56% 20% 0% 21% 0% 2% 0% 0% 0% 100%
63 780 ,663 911 53,117 196 5,212 0 0 0 224,880
5a Demand(12 CP)Platte River 12 CP Platte 21% 0% 24% 0% 2% 0% 0% 0% 100%
es 32,409 15,542 212 16,763 127 1,549 0 0 0 66,602
66 Summer PR CP Platte River Sum tte Riv 49% 23% 0% 25% 0% 2% 0% 0% 0% 100%
e� 85,371 32,122 699 36,354 69 3,663 0 0 0 158,278
5a Winter PR CP Platte River nter PR CP Plat r 54% 20% 0% 23% 0% 2% 0% 0% 0% 100%
69 Tranmission Cost Before Ratchet 12 CG Estes Park 743,892 313,522 6,782 364,491 1,401 35,311 - - - 1,465,398
Additional Trasnmission Cost associated with
�o Ratchet P Estes Park 27,214 11,080 227 13,738 133 1,297 - - - 53,689
n Total Transmission Cost 771,107 324,602 7,009 378,229 1,534 36,605 - - - 1,519,087
�z Transmission Transmi tchet Sl% 21% 0% 25% 0% 2% 0% 0% 0% 100%
73 16,813 6,953 185 8,376 96 885 7 72 181 33,567
�a Demand(1 NCP)with RMNP 1 NCP W/RMNP 50% 21% 1% 25% 0% 3% 0% 0% 1% 100%
75 62,013 25,816 605 30,250 219 3,103 20 262 686 122,974
�5 Demand(4 NCP)with RMNP 4 NCP W/RMNP 50% 21% 0% 25% 0% 3% 0% 0% 1% 100%
77 90,389 37,253 844 43,447 250 4,368 26 370 979 177,926
�s Demand(6 NCP)with RMNP 6 NCP W/RMNP 51% 21% 0% 24% 0% 2% 0% 0% 1% 100%
75 129,362 53,770 1,158 62,111 279 6,125 27 524 1,338 254,695
ao Demand(9 NCP)with RMNP 9 NCP W/RMNP 51% 21% 0% 24% 0% 2% 0% 0% 1% 100%
a1 159,885 68,692 1,369 78,348 305 7,663 27 635 1,558 318,482
e2 Demand(12NCP)with RMNP 12 NCP W/RMNP 50% 22% 0% 25% 0% 2% 0% 0% 0% 100%
a3 443,504 121,240 1,965 86,418 494 11,594 77 1,121 1,862 668,274
aa Sum of Max Demands with RMNP Sum of Max Demands W/RMNP 66% 18% 0% 13% 0% 2% 0% 0% 0% 100%
ss 57,610,664 28,933,187 679,330 35,687,102 137,894 3,340,617 0 0 0 126,388,795
a5 kWh Sold @ Meter kWh @ Meter 46% 23% 1% 28% 0% 3% 0% 0% 0% 100%
Prepared by NewGen Strategies and Solutions Page 2 of 3
Estes Park Power and Communications
Schedule 6
Cost of Service by Customer Class
A B C D E F G H I 1 K L M
Small
Commercial Large RMNP
�ine Small Energy Time- Large Commercial Municipal Administrative RMNP Small RMNP Large
No. Description Total Allocation Factor Residential Commercial of-Day Commercial Time-of-Day Rate Housing Administrative Administrative Total
a� 60,351,830 30,309,853 711,653 37,385,125 144,455 3,499,567 0 0 0 132,402,483
aa NEFL(TransmissionService) NEFL@Trans 46% 23% 1% 28% 0% 3% 0% 0% 0% 100%
s9 15,116,679 9,964,416 185,685 12,890,958 98,349 1,095,265 0 0 0 39,351,352
eo NEFL(Transmission Service)PR Summer NEFL @ Trans-PR Summer 38% 25% 0% % 0% 3% 0% 0% 0% 100%
si 45,235,151 20,345,438 525,968 ,167 46,106 2,404,301 0 0 0 93,051,131
ez NEFL(Transmission5ervice�PRWinter NEFL@Trans-PRWinter 49% 22% 1% 26% 0% 3% 0% 0% 0% 100%
s3 number of customer months 97,828 28,283 353 12 893 48 267 73 129,101
9a Weighting 1.0 1.0 10.0 3.0 1.0 1.0 1.0
ss Weighted Customer Months 97,828 28,283 343 13, 121 2,679 48 267 73 143,177
Weighted Number of Customer Months(Meter
96 Based)with RMNP No.Customers W/RMNP 68% 0% 9% 0% 2% 0% 0% 0% 100%
57 97,828 13,535 121 2,679 0 0 0 142,789
Weighted Number of Customer Months(Meter
9a Based)without RMNP Na Customers W/O RMNP 69% 2 0% 9% 0% 2% 0% 0% 0% 100%
99 0 0 0 0 0 0 0 0 0 1
ioo GenerafFund Transfer GFT 50% 1% 24% 0% 0% 0% 0% 0% 100%
1oi 0 0 0 0 9,232 269,060 700,510 978,802
ioz Rocky Mountain National Park Direct Assignment RMNP DA / 0% 0% 0% 1% 27% 72% 100%
103 � � � � 1 � � � 1
ioa Muncipal Municipal 0 0% 0% 0% 0% 100% 0% 0% 0% 100%
ios 979,163 807,977 39,451 2,101,301 8,517 203,986 0 0 0 8,140,396
105 PRPA Bill PRPA Bill 49% 22% 0% 26% 0% 3% 0% 0% 0% 100%
io� 0 0 0 0 0 0 0 1 0 1
ioa NotApplicable NA 0% 0% 0% 0% 0% 0% 0% 0% 0%
Prepared by NewGen Strategies and Solutions Page 3 of 3
Estes Park Power and Communications
Schedule 7
Revenue Summary by Customer Class
A B C D E F G H I J K L M
2019 Rates 006 Ina-ease over 2019 Rates TY 2022 TY 2022 Modified TY 2022 Actual Ina�ease versus Target Proposecl N 20?2 Irxrease irom 2019 to 2022
Line No. Gass lY 2022 Units Revenue($) Differerxe($) Differer�oe(%) Target Increase Target Increase Pctual I ncrease Differer�oe($) Difference(%) Reve�i�($) Differerxe($) Differer�oe(%)
1 Residential $ 7,501,239 $ 8,114,870 $ 613,632 8.18% $ 613,632 $ 525,939 $ 525,939 $ 0 0.00% $ 8,027,1T/ $ 525,939 7.01%
2 Resiclential Derr�arxl 568,569 460,850 (107,719) (18.95%) (107,719) 0 0 0.00% 568,569 0 0.00%
3 Residerrti2l F�'gyTirre-of-Day 630,458 719,554 89,096 14.13% 89,096 76,364 (0) 0.00% 706,822 76,364 12.11%
4 ResidentialBiercJyBasicTime-of-Day 49,164 48,145 (1,019) (2.07%) (1,019) 0 0 0 0.00% 49,164 0 0.00%
5 Srrgll CCrm�'Cial 4,347,393 4,456,635 109,242 2.51% 109,242 93,630 0 0.00% 4,441,023 93,630 2.15%
6 SrrT�ll Cq1771e1'Clal Erle�'gyTlrrle-of-Day 85,069 81,613 (3,456) (4.06%) (3,456) (0) 0.00% 85,069 (0) (0.00%)
7 LargeCorn�'cial 3,695,196 4,084,202 389,006 10.53% 389,006 333,414 (0) 0.00% 4,028,609 333,414 9.02%
8 LargeCorm�eraalTrrie-of-Day 18,327 20,772 2,445 13.34% 2,445 ,096 2,096 0 0.00% 20,423 2,096 11.44%
9 Munidpel 442,979 387,246 (55,733) (12.58%) (55,733) 0 (0) (0) 0.00% 442,979 (0) (0.00%)
10 f�VNPPdrrinistrativeFbusing 1,738 3,195 1,457 83.87% 1,457 0 0 0.00% 1,738 0 0.00%
11 RNNPSrrrallPiimnistrative 21,154 25,009 3,855 1822% 3, 0 0 0.00% 21,154 0 0.00%
12 RJVNPL�gePdrrinistrative 39,490 30,126 (9,364) (23.71%) ( , 0 0 0.00% 39,490 0 0.00%
13 Total $ 17,400,775 $ 18,432,217 $ 1,031,442 5.93% $ 1,031,44 , 1,031,442 $ 0 0.00% $ 18,432,217 $ 1,031,442 5.93%
Prepared by NewGen Strategies and Solutions Page 1 of 1
Estes Park Power and Communications
Schedule 8
Proposed Rate Schedules
A B C D E F G H
Proposed
Rate 2022 2019 �A2$- �A�� ��
Line No. Class Component Units C Rate Ra�e Ra�e Ra�e
1 Residential
2 (:ustorr�-Cha�-ge $/Bill 2 . 22.70 23.47 24.23 25.00
3 Er�er'gy(:harge $/kV�h 0.1188 0.1095 0.1119 0.1144 0.1168
4 Wholesale Power Cost Adjustrn�rrt Charge $✓ 0.0028 0.0035 0.0000 0.0014 0.0028
5
6 Average Rate $/kV�h 0.1695 0.1565 0.1602 0.1639 0.1676
7
8 Residential Demand
9 Custon�-Charge 27.46 26.10 26.90 27.70 28.50
10 Fr�e►-gy Charge Surrrrier 0.1126 0.1095 0.1119 0.1144 0.1168
11 Er�ergy(:harge Wirrter 0.0365 0.0654 0.0645 0.0636 0.0627
12 Derrr�nd Charge kW 12.53 13.60 13.60 13.60 13.60
13 Wholesale Povu�- ge $/k1M� 0.0028 0.0035 0.0000 0.0014 0.0028
14
15 Average Rate $/kV�h 0.1105 0.1355 0.1358 0.1360 0.1363
16
17 Residential Energy Time-of-Day
18 (:ustorr�-Cha�-ge $/Bill 27.76 26.10 26.90 27.70 28.50
19 Er�er'gy(:harge On-Peak $/kV�h 0.1689 0.1520 0.1566 0.1612 0.1658
20 Ere�-gy Charge Off-Peak $✓kV�h 0.0928 0.0760 0.0806 0.0852 0.0898
21 Wholesale Pov�-Cost Adjustrrierrt Charge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028
22
23 Average Rate $/k1M� 0.1384 0.1209 0.1259 0.1309 0.1359
24
Prepared by NewGen Strategies and Solutions Page 1 of 3
Estes Park Power and Communications
Schedule 8
Proposed Rate Schedules
A B C D E F G H
Proposed
Rate 2022 2019 �� �A�� ��
Line No. Class Component Units C Rate �a�e �a�e �a�e
25 Residential Energy Basic Time-of-Day
26 (:ustorr�er Cha�-ge $/Bill 2 . 26.10 26.90 27.70 28.50
27 Er�er'gy(:harge Surmicr $/kV�h 0.1166 0.1095 0.1119 0.1144 0.1168
28 Ere►-gy Charge OrrPeak $✓ 0.1689 0.1345 0.1470 0.1595 0.1719
29 Er�ergy(:harge Off-Peak $/ 0.0928 0.1077 0.1038 0.0998 0.0959
30 Wholesale Power Cast Adjustrrerrt Charge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028
31
32 Average Rate 0.1365 0.1389 0.1391 0.1392 0.1394
33
34 Small Commercial
35 Custat�-Charge 25.22 33.37 33.25 33.12 33.00
36 Ere►-gy Charge kV�h 0.1266 0.1140 0.1154 0.1169 0.1183
37 Wholesale Povu�- ge $/k1M� 0.0028 0.0035 0.0000 0.0014 0.0028
38
39 Average Rate $/kV�h 0.1540 0.1504 0.1515 0.1525 0.1535
40
41 Small Commercial Energy Time-o
42 (:ustorr�er Cha�-ge $/Bill 25.22 36.77 36.51 36.26 36.00
43 Er�er'gy(:harge On-Peak $/kV�h 0.1353 0.1615 0.1526 0.1438 0.1349
44 Ere�-gy Charge Off-Peak $✓k1/�h 0.0876 0.0708 0.0763 0.0818 0.0872
45 Wholesale Pov�-Cost Adjustrnerrt Charge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028
46
47 Average Rate $/k1M� 0.1201 0.1248 0.1249 0.1251 0.1252
48
Prepared by NewGen Strategies and Solutions Page 2 of 3
Estes Park Power and Communications
Schedule 8
Proposed Rate Schedules
A B C D E F G H
Proposed
Rate 2022 2019 �� �r
Line No. Class Component Units C Rate �a�e Rate Ra�e
49 Large Commercial
50 (:ustomer Cha�-ge $/Bill 25 . 4523 45.49 45.74 46.00
51 Er�ergy(:harge $/kV�h 0.054 0.0625 0.0633 0.0640 0.0648
52 Derrrand Charge $✓ 19.55 14.80 15.87 16.93 18.00
53 Wholesale Pov�-Cost Adjustrnerrt Charge $/ 0.0028 0.0035 0.0000 0.0014 0.0028
54
55 Average Rate 0.1144 0.1036 0.1067 0.1098 0.1129
56
57 Large Commercial Time-of-Day
58 (:ustorr�r Charge 'II 252.23 53.18 53.79 54.39 55.00
59 Er�ergy(:harge Or}Peak 0.0774 0.0820 0.0848 0.0876 0.0904
60 Erei-gy Charge Off-Peak kV�h 0.0365 0.0445 0.0461 0.0478 0.0495
61 Derr�and Charge $/kW 19.49 17.45 18.30 19.15 20.00
62 Wholesale Pan ost Adj $/MNh 0.0028 0.0035 0.0000 0.0014 0.0028
63
64 Average Rate $/kVbh 0.1506 0.1331 0.1381 0.1431 0.1481
65
66 Municipal
67 Custorr�-Charge $/Bill 75.67 0.00 9.00 18.00 27.00
68 Ere►-gy Charge $✓kV�h 0.0929 0.1171 0.1149 0.1128 0.1106
69 Wholesale Pov�-Cost Adjustrnerrt Charge $/kV�h 0.0028 0.0035 0.0000 0.0014 0.0028
70
71 Average Rate $/k1M� 0.1159 0.1327 0.1327 0.1326 0.1326
Prepared by NewGen Strategies and Solutions Page 3 of 3
pigi(ally zigned by Reuben
Reuben Bergsten ae�9��e�
oa�e-zozo os i a ie.aa-i z-0e�oo�