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Home My WebLink AboutPACKET Utilities Committee 2004-08-12- AGENDA TOWN OF ESTES PARK UTILITIES COMMITTEE August 12, 2004, 8:00 a.m. Preparation date: 8/6/04 *Revision date: 8/10/04 ACTION ITEMS 1. Fall River Corridor 8" Water Line and 300,000-gallon Storage Tank â€¢ Request approval of Cornerstone Engineering's cost proposal of $714,049 with Cornerstone acting as the General Contractor *2. Christmas Decoration Project â€¢ Request approval to continue use of private contractors for the decoration project with recommendation REPORTS Light and Power 1. Light and Power Financial Data 2. Charter Communications Water 3. Water Department Financial Data 4. Misc. Note: The Utilities Committee reserves the right to consider other appropriate items not available at the time the agenda was prepared. TOWN of ESTES PARK Inter-Office Memorandum July 30,2004 TO: Utilities Committee FROM: Bill Linnane 04) SUBJECT: Fall River Corridor 8" Water Line and 300,000-Gallon Storage Tank Approval of Cornerstone Engineering Cost Proposal of $714,049 with Cornerstone Acting as General Contractor Background: Please refer to the attached sketches of the proposed project. The project will increase fire protection to Fall River Estates and the area we currently serve. It will increase the area that can be served in the future. (Service area on attached sketch.) The project consists of: â€¢ 1,600 feet of new 8" water main from Fish Hatchery Road to a new 300,000-gallon below-ground concrete storage tank to be constructed on the property just west of McGregor Mountain Lodge on US Hwy. 34. (Location on the attached sketch.) â€¢ A vault and control valve located at the existing 100,000-gallon storage tank in Fall River Estates. (Location on the attached sketch.) â€¢ Miscellaneous electric and SCADA control components necessary for remote operation of the pumps. Data from both tanks wi]1 be used to control the pump system. This updates existing 1988 SCADA equipment at the Fall River Estates pump house and tank. (Location on the attached sketch.) CosUBudget: 2003 Cost: $714,049 - refer to the attached General and Subcontractor/Cost Breakdown 2003 Budget: $760,000 Action: Staff requests approval of the $714,049 proposal from Cornerstone Engineering with Cornerstone acting as the General Contractor for this project. BG/lb Attachments 1-1 437 South St. Vrain CORNE?STONE Estes Park, CO 80517 (970) 586-2458 Fax (970) 586-2459 ENGINEERING & SURVEYING, INC. E-mail: ces@charter.net 4 July 26,2004 Mr. Bob Goehring Public Works Department Town o f Estes Park P.O. Box I200 Estes Park, CO 80517 Re: MeGregor Mountain Water Tank Construction Dear Bob: Cornerstone Construction Concepts, Inc. (CCC) would like consideration for the construction of the MeGregor Mountain Water Tank and associated improvements. CCC would manage the project similar to the design build of the Mary's Lake Raw Water Pump Station. The methodology of the design build approach allows for more local involvement, streamlining of the project, cost savings, coordination and accountability ofthe project. Project Overview The construction of the MeGregor Mountain Water Main Extension would be per Cornerstone Engineering & Surveying, Inc. (CES) plans as approved by the Town of Estes Park. The major components included in the work are as follows: Â· Installation of approximately 1600 linear feet of 8" Class 52 duetile iron pipe. Â· Crossing of County Road 20C (Fish Hatchery Road) with County Right of Way Utility Permit. â€¢ Crossing of State Highway 34 with State Highway Right of Way Utility Permit. â€¢ Crossing of Fall River with Army Corp of Engineers 404 Permit and Larimer County Flood Plain Special Review Application. Â· Crossing of four separate parcels of private property, which water line easements are being obtained. The construction of the McGregor Mountain Water Storage Tank would be per CES plans as approved by the Town of Estes Park. The major components included in the work are as follows: June 26,2004 Mr. Bob Goehring Town of Estes Park Page 2 â€¢ Excavation o f approximately 3,000 cubic yards for the below grade water storage tank. Â· A temporary access road for tank construction. Â· A 300,000 gallon reinforced concrete water storage tank. The tank is to be 50 feet in diameter and 26 feet in height. â€¢ A 5 foot diameter by 7 foot deep manhole with SCADA controlled valves. â€¢ Irrigation system for revegetation of the disturbed area around the storage tank. Â· SCADA control panel for remote water system control of the McGregor Mountain Water Storage Tank, Fall River Water Storage Tank and the Fall River Pump Station. â€¢ Obtain a State Highway Access Permit. Cornerstone Construction Concepts, Inc. would like to stress the following aspects: â€¢ Local Involvement The YMCA water tank was competitively bid and awarded to a local concrete contractor. Our goal would be to utilize local subcontractors and complement with regional services as required. Due to the complexity ofthe project, SCADA, electrical, excavations, concrete and utility installation, we feel that our involvement will be necessary to involve local subcontractors and suppliers. Cost The YMCA water tank was constructed by local subcontractors at an approximate 10% savings. CCO would provide similar savings to the Town by utilizing these proven, economical subcontractors. Additionally, fees associated with the "construction related engineering services" would not be charged during the construction process. Having first hand knowledge of the design and intent of the project, better allows us to more efficiently construct the project. â€¢ Coordination Using the design build approach, allows us to act as project managers, giving us more control over scheduling and construction methodology. The project will involve coordination o f the subcontractors associated with excavation, concrete, utility installation, electrical and SCADA. Additionally, careful attention must be given to CDOT traffic control, Army Corps of Engineers 404 Permit, State Stonnwater Discharge Permit, Safety, Special Use Permit with Rocky Mountain National Park and Utility Easement holders. Our knowledge gained through the design process and similar projects would make us a valuable asset during the construction. Accountability With both design and construction on the hands of a single entity, there is a single point o f responsibility for quality, cost and schedule adherence. July 26,2004 Mr. Bob Goehring Town of Estes Park Page 3 Construction CCC is requesting approval to perform as a general contractor for the construction o f the project. CCC has solicited bids from various material suppliers and subcontractors to develop a bid for the construction of the project. CCC contractor fees are 9% above construction cost. Attached is a breakdown of cost along with a list of subcontractors and a proposed schedule. CCC's bid as a General Contractor for the construction of MeGregor Mountain Water Storage Tank and Water Line is $735,445. Proiect Funding COC Bid for construction $681,821.00 9% Margin: A 9% margin is requested due to the winter construction time, unforeseen obstacles and contingency. $ 61,364.00 Total Construction Budget $743,185.00 $75,784 was approved by the Town in September 2003 for final design ($46,648) and construction related engineering ($29,136). With CCC perfonning as General Contractor, the construction related engineering is included in the OCC bid for construction. Therefore, the $29,136 construction related engineering services can be utilized for the budget. -$ 29,136.00 Total recommended funding for the construction o f the McGregor Mountain Water Storage Tank and Water Line. $714,049.00 Floor Plain $8,000 has been included in the cost for the Larimer County Flood Plain Special Review process for the crossing of Fall River. This cost is pending annexation of Fall River and further Town direction. July 26,2004 Mr. Bob Goehring Town of Estes Park Page 4 Cost Comparison to YMCA Water Storage Tank The total construction cost ofthe YMCA 300,000 gallon storage tank, including change orders and related construction Engineering was $419,940. The equivalent portion of work for the McGregor Mountain Water Storage Tank including general conditions is $410,372. Our professional capabilities are a direct reflection of our experienced staff. Our background is very diverse. Being able to resource and allocate this combined experience guarantees professional management expertise that assures project success. If you should have questions or concerns, please call. Sincerely, Cornerstone Construction Concepts, Inc. 1147 3722 Michael S. Todd, P.E. Principal CORNEASTONE (970) 586-2458 437 South St. Vrain Estes Park, CO 80517 Fax (970) 586-2459 ENGINEERING & Â»' (2* XX SURVEYING, INC. E-mail: ces@charter.net SUBCONTRACTOR LIST â€¢ Excavation: Kearney & Son's Excavation ' Concrete: Cornerstone Concrete, Inc. m Larimer County Special Flood Plain Review: Civil Resources, Inc. â€¢ Revegetation: Custom Services o f Colorado, Inc. â€¢ Electrical: Erie Electric, Inc. â€¢ SCADA: Integrated Telecommunication Systems, Inc. BID SUMMARY 2004 TOWN OF ESTES PARK MCREGOR MT. WATER STORAGE TAN K DIVISION COST DIVISION 1 - GENERAL CONDITIONS $64,253.00 DIVISION 2 - SITEWORK $312,082.00 DIVISION 3 - CONCRETE $266,681.00 DIVISION 4 - MASONRY $0.00 DIVISION 5 - METALS $0.00 DIVISION 6 - WOODS AND PLASTICS $0.00 DIVISION 7 - THERMAL AND MOISTURE PROTECTION $0.00 DIVISION 8 - DOORS AND WINDOWS $0.00 DIVISION 9 - FINISHES $0.00 DIVISION 10 - SPECIALTIES $0.00 DIVISION 11 - EQUIPMENT $4,917.00 DIVISION 12 - FURNISHINGS $0.00 DIVISION 13 - SPECIAL CONSTRUCTION None DIVISION 14 - CONVEYING SYSTEMS None DIVISION 15 - MECHANICAL $0.00 DIVISION 16 - ELECTRICAL $33,888.00 CONSTRUCTION COST $681,821.00 MARGIN @ 9.0% $61,364.00 TOTAL BID COST $743,185.00 Cost does not include fees for Larimer County Building Permit X X X X X X XX X X 7 Lk# 4 XX 12/ h fa X X X X XX X XX X X X XX X X X X X X XX X XX X X X X X X X X X X X X X XX X X X X X X X X X X X X X X X X X X X XXXX X XXXX X X X X X X X X X X X X XX X X X 61320274111825 1 8 15 22 1 6 13 20 27 3 10 17 24 1 7 14 21 1 14 21 28 4 11 18 25 ACTIVITY SEP-- OCT NOVEMBER DECEMBER .ANUAR" FEBRUARY MARCH APRIL MCGREGOR MOUNTAIN TOWN OF ESTES PARK WATER STORA< . T 2034 2005 CONSTRUCTION SCHEDULE CLEARING AND GRUBSTNG STRUCTURAL FILL CLASS 6 ABC PIPE UNDERDRAIN SYSTEM TANK FLOOR SYSTEM TANK WALL AND COLUMNS TANK ROOF SYSTEM +1O1VH '830097 'UN3A ON]1033NISIO 'SNINÂ¥310>INÂ¥1 SNIOVk!9 3115 ONV 111=1>13Vg FGISAS 10211NOO VGVOS EXCAVATION 12" DLP OUTLET P/PE eun JoleM dia .8 3Nll NIVED dia .9 SNUS31 >INÂ¥1 NOU91/9)38 108-INOO NOISOUE FALL RIVER CORRIDOR TANK AND WATER LINE SERVICE AREA July 04 New 300,000 gal tank and SCADA Equipment 'N ~ SERVICE AREA /A 4. ISH HATCHERY R *44> - '#/ i-3 Clif t>â€ži a... a 4204%:4"U.U'.7/.,1 SERVICE AREA New 8" Line o 4"*'*.u\44'- -1 (RED) '04 4 A 1,4 9.37 4 t=* Fall River Estates Tank .11~~ FALL RIVER ESTATES TANK - (existing) New Vault and Control Valve Update SCADA Equipment 12,)LF=4 '41â€¢14 FALL RIVER CORRIDOR TANK AND WATER LINE July 04 | New 300,000 gal tank and SCADA Equipment ~ 8 '44 New 8" Line I H & d (RED) ~ RD Ap J V / 0 00 0 444 , / Fall River Estates Tank .1 MG FALL RIVER ESTATES TANK L--33==0 3 LU (existing) 0 New Vault and Control Valve Update SCADA Equipment .=A \ e / 4 , : 4 1 \ 44%7 n FALL RIVER PUMP HOUSE ~ . :J- - (existing) Update SCADA Equipment - 1 1 D au : CE \----; \ 94 . :111 . I C A./ 1 1 6 ,\ / -41 1.1 fi\L" -- TOWN OF ESTES PARK Inter-Office Memorandum DATE: August 9,2004 TO: Public Works Committee FROM: Bill Linnane 6~*/ SUBJECT: Christmas Decorations Project Comparison of In-House and Out-of-House Project Costs Background: During the budget process in 2003, the Public Works Department was asked to reevaluate the cost effectiveness of privatization of the installation of the Town's Christmas decorations by comparing in-house vs. out-of-house cost scenarios. Until 1996, the Christmas decorations throughout the Town were installed by Light and power Department crews. In 1996 the project was privatized. Currently, these decorations include eight scenes by Buel Porter, 120 rebar Christmas trees installed on streetlights, and string lights or twinkle lights installed on 190 trees along Elkhorn Avenue. It has been a high priority to have the project installation completed no later than the Wednesday before Thanksgiving. I. In-House: A) Costs: 1) Tangible In-house Costs: As mentioned above, staff was directed to compare in-house vs. out-of-house costs to perform the project. The project would be performed as a multi-department endeavor with all Public Works Department personnel involved, not just Light and Power employees. This would be the most efficient use of people given the schedule and project tasks. Attachment 1 lists those project tasks. The in-house cost estimate is based upon the following: . To avoid reinventing the wheel, the out-of-house contractor man hours and vehicle hours (pickup truck and bucket 2-1 A) Costs: 1) Tangible In-house Costs: (Continued from page 1) truck) used during the bid process were also used as the basis of the cost estimate. (See Attachment 2.) â€¢ Pete Brandjord, Finance Director, provided an average wage for the employees (less supervisors) that would be involved in the project. The average wage was $24.24. He then added the Town's portion of FICA, Workers Compensation and PERA. This brought the average man hour cost to $28.74. â€¢ Fleet Superintendent Dave Mahany was contacted for vehicle costs. The rates of $2.50/hr. for pickups and $15 for bucket trucks were used. These rates do not include vehicle replacement costs, just fuel and maintenance. Hrs $/hour Labor 1,576 x $28.74 = $45,294 Overtime (hr x 1.5) 69 x $43.11 = $2,974 Pickup truck 588 x $ 2.50 = $5,880 Bucket 267 x $15.00 = $10,012 Truck Total tangible in-house cost = $53,743 Double Check: â€¢ 1995 cost estimate by staff: $42,000. â€¢ $42,000 was the basis as documented by the 1995 Light and Power Committee minutes. (See Attachment 3.) â€¢ 20% salary adjustment - 1995 to present. â€¢ 25% project growth: 1995 - 125 twinkle lights; Present - 190 twinkle lights; no change to Buel Porter displays. $42,000 x 1.2 x 1.25 = $63,000 (relatively close) The tangible in-house cost estimate is $53,743. 2) Intangible In-house Costs: Several intangible costs of the project are: . Adverse effect to scheduling and completion of the Pl, P2 2-2 and P3 (as defined below) projects. â€¢ Missing the Thanksgiving deadline due to weather and/or Pl projects is a distinct possibility. Staff categorizes projects as a Priority 1, 2 or 3 Project. A detailed list is provided in Attachment 4. Priority 1 (Pl): Predominantly emergency work that needs to be done immediately (power outages, water main breaks, serious customer complaint issues, etc.). Priority 2 (P2): Non-emergency scheduled work to be performed short-term/less than 1 year (water plant maintenance, projects, etc.) Priority 3 (P3): Non-emergency scheduled work to be performed long-term/more than one year (Light and Power Department pole replacement projects, etc.). Generally, the higher its priority, the sooner a project is completed. The in-house Christmas Decorations Project would bump other projects out of their rankings. 3) In-house Cash Flow: The Light and Power Department cash flow - $ 0. B) Benefits: The in-house benefits are: 1) The $53,000 market value of the Christmas Decorations Project. 2) No Light and Power Department Priority Project benefit realized. II. Out-of-House A) Costs: 1) Tangible In-house Costs: Currently Public Works bids this project for two years and this was last done in May 2003. We received bids from two local contractors: Estes Valley Home and Garden Center Inc. and TA Enterprises Inc. A summary of the bid tally is shown below. Estes Valley Home and Garden Center Inc. was selected to install the decorations for 2003 and tentatively 2004. 2003 2004 EV Home & Garden Center $51,300 $52,300 TA Enterprises Inc. $57,650 $60,039 The out-of-house cost is $52,300. 2-3 2) Intangible In-house Costs: Experience indicates no apparent intangible costs in the out-of-house Christmas Decorations Project. 3) Cash Flow: The Light and Power cash flow = (- $53,000) B) Benefits: The out-of-house benefits are: 1) The $53,000 market value of the Christmas Decorations Project. 2) Market value of the Light and Power Priority Project, estimated at $60,000 (same construction period as the out-of-house project). The $60,000 market value of that project has been estimated based upon these assumptions: â€¢ Material costs are equal for both projects . Material costs equal labor costs â€¢ A 30% labor market value benefit has been added to the Light and Power Priority Project due to the use of our technically trained workforce. â€¢ Priority Project market value: $53,000 + ($26,000 x .3) = $60,000 +/- Cost/Benefit: I. In-House: Note: To be conservative, cash flow instead of tangible costs will be used in this comparison. Costs: Costs Cash flow $0 Intangible costs Deadline risk; impact upon customer service Benefits: Benefits Decorations Project $53,000 L& P Priority Project $0 Cost: $0 + intangible costs Benefits: $53,000 Net benefit: $53,000 minus intangible costs (customer service and potential risk in missing the Thanksgiving completion deadline) 2-4 II. Out-of-House: Costs: Costs: Cash flow $53,000 Intangible costs Benefits: Benefits: Decorations Project $53,000 L& P Priority Project $60,000 Costs: $53,000 Benefits: $113,000 Net benefit: $60,000 Action: Staff requests approval to continue the use of out-of-house contractors for the Christmas Decorations Project due to the net benefits realized when compared to the in-house alternative. BL/lb Attachments 2-5 ATTACHMENT 1 Proiect Tasks: â€¢ If the Public Works Department is to assume this responsibility, the installation of all decorations needs to begin in mid-October, as the work needs to be completed by Thanksgiving. â€¢ During the time the decorations are up it is necessary to routinely inspect them for wind damage and replace burned-out lights. This is accomplished by two men in a vehicle, two nights a week, two hours per night patrolling the decorations and making repairs ifpossible, or noting and scheduling repairs for the next work day. A pickup, two men and a ladder are used to service the Buel Porter scenes and the rebar trees. A bucket truck is required to service the twinkle lights. Note: A severe windstorm or heavy snow will require additional maintenance. â€¢ The Buel Porter scenes and Christmas trees need to be taken down after the first of the year. The twinkle lights, however, remain lit until after Valentine's Day in mid-February. â€¢ Public Works will use three departments: Parks and Streets, Light and Power and the Water Department for the Christmas Decorations Project. To avoid scheduling conflicts, we should divide the project into three separate projects, one for each department. Each department superintendent could complete their project as manpower and equipment within their department became available. â€¢ Coincidentally, the Christmas Decorations Project has three different types of decorations. They are the Buel Porter scenes, the rebar Christmas trees and the twinkle lights. There are different requirements for manpower and equipment to install and maintain each type of decoration. â€¢ The Parks and Streets Department would be an excellent candidate to install the Buel Porter scenes. All but two ofthe scenes are located within the Town's parks system. They also have the manpower and equipment necessary to install these scenes. â€¢ The Water Department would install the 120 rebar trees. These trees extend out Highway 7, Highway 34, Highway 36 and Elkhorn Avenue. â€¢ The Light and Power Department would install the twinkle lights. All of those lights are in the trees on Elkhorn Avenue and in Bond Park. This involves aerial bucket trucks and is the most labor-intensive work. â€¢ A schedule between departments would be worked out for maintenance and light bulb replacement to avoid any duplication of effort or unnecessary overtime. Examples: 1) If current Light and Power service installation lead time is now two weeks, in the future it might become three weeks. 2) Current response time to water quality complaints - two days, in the future it could become three days. The delays may seem insignificant, but a one-day delay to certain personality types could have a confrontational result. Operations Impact We have an ongoing work list of Priority 1 and Priority 2 items. Additional requests arrive each day by fax or phone to Public Works Department supervisors. This work is usually generated by someone other than the supervisor, such as citizens, contractors or administration. These tasks are very customer-service oriented and treated as urgent. Upon completion of Priority 1 and 2 items, supervisors will assign Priority 3 infrastructure maintenance items to be worked on. These items are also prioritized as to their importance, I.E., so that if something needs to be painted, it doesn't get painted before oil is added to a motor. There is always a list of Priority 3 infrastructure maintenance items to be done. The significance of this is that the Christmas Decorations Project is a large project, involving approximately 1,650 man hours. We would schedule it as a Priority 2, as it has specific deadlines. In certain cases, however, it could be used as a filler between Priority 1 projects. Unfortunately, any major disruptions to this tentative schedule - such as a series of snowstorms or prolonged windy weather - would make it necessary to throw additional manpower, possibly overtime at the project to meet the project deadlines. The realio' is that we risk not meeting the Thanksgiving deadline and at the same time provide a lower level of customer service as compared to today's levels. ATTACHMENT 2 . Estes Valley Home & Garden Center Inc. 1755 Col Hwy 66 Estes Park, Co 80517 (970) 586-4461 Fax (970) 586-8464 TOEP Christmas Decorations 2003-2004 Displays Installation 6 mc 160hrs Equipment 2 Trucks 5 Days Install Flood Lights ect. 3mc 35hrs Equipment 1 Truck 2.5 Days Dismantle 4 mc 75 hrs Equipment 1 Truck 3 Days Maintenance on Floods and Displays 21 hrs (including nightly spot checks) Equipment Truck 2.5 I)ays Displays took aprox. 15 days to, put up, Take Down, Install floods, trees and bows, maintain and store. 291 hrs Rebar Trees Check and repair trees for Installation 125 hrs Installation of Trees 4 mc 144 hrs Equiprnent 2 Trucks 3 Days Take Down 4 mc 65 hrs Equipment 2 Trucks 2 Days Maintenance 2 mc- 48 hrs Equipment 1 Truck 6 Days 382 hrs I . String Lights Installation 6 to 8 mc 575 hrs Equipment 2 Trucks 13 Days 1 Bucket Truck 13 Days Maintenance November 2 mc 40 hrs Equipment 1 Bucket Truck 3 Days 1 Truck 1 Day Maintenance December 2 mc 75 hrs Equipment 1 Bucket Truck 4 Days 1 Truck 2 Days Maintenance January 2 mc 35 hrs Equipment 1 Bucket Truck 25 hrs 1 Truck 2 Days Maintenance thru February 15th 2 mc 15 hrs Equipment 1 Bucket Truck 10 hrs 1 Truck 1.5 Days Take Down Lights 4 mc 200 hrs Equipment 1 Bucket Truck 6 -7 Days 1 Truck 6-7 Days Bond Park Lights 4 mc 32 hrs Equipment 2 Bucket Trucks 1 Day Total Hrs 1695 hrs Equipment Bucket Truck Aprox. 34 Days 2 Trucks For Aprox. 39 Days This Estimate is Based on actual hrs in 2003-2004 Season. Miscellaneous Hrs have been spent on saving string lights for next year and organizing boxes for next year. Aprox. 25 hrs. Also time for checking string lights will need to be estimated. Aprox. 4mc 2 Days PROJECT Christmas Dec Hours are from Estes Valley Homes & Garden Center Inc. 2003 Parks/ Streets 7 displays 80 man/crew hr ot pickup bucket 15-Oct Installation 6 160 Install floods lights / trees 3 35 20 1-Jan Dismaltle 4 75 24 Oct-Jan Maintenance 2 21 20 Water 120 rebar trees Preinspection and repair 2 80 15-Oct Installation 4 144 48 1-Jan Dismaltle 4 65 32 Oct-Jan Maintenance 2 45 48 48 L&P twinkles (175 trees) 15/10 Installation 8 575 208 104 Nov Maintenance 2 40 8 24 Dec Maintenance 2 75 16 32 Jan Maintenance 2 35 16 25 Feb Maintenance 2 15 12 10 15-Feb Dismaltle 4 200 56 56 1-Jan Bond Park Lights 4 32 16 Total 1576 69 588 267 Unit Cost 28.74 43.11 2.5 15 TOTAL 45294.24 2974.59 1470 4005 53743.83 ATTACHMENT 3 disconnect/reconnect charge from $15 to $30 during business hours, and from $30 to $60 after hours will require an ordinance. Following discussion, it was moved and seconded (Pauley/Marshall) Items 1-5 in the Shutoff Policy be adopted as presented, authorizing Town Attorney White to prepare an Ordinance (Item #6), and it passed unanimously. Items 1-5 will be effective the beginning of November. -~ B. Christmas Decorations Installation and Maintenance. Director *- Matzke reported that two bids were received for the installation and maintenance of all Christmas decorations. The lowest bid, in the amount of $49,750, was submitted by Rocky Mountain Lawn Care. Director Matzke noted that the Light and Power Dept. has traditionally installed and maintained the Christmas decorations, and this is the first attempt to privatize this project. Internal cost estimates are $42,000; however, this figure may not include the entire realm of expenses. .Administrator Klaphake voiced his support of the privatization as it will allow skilled labor to focus their efforts on capital projects not decorations. This privatization avoids a fulltime equivalent on the workforce, and staff believes that in the long-term, it will be cost efficient. It was moved and seconded (Marshall/Pauley) the low bid in the amount of $49,750 submitted by Rocky Mountain Lawn Care be accepted, and it passed unanimously. The start date is by October 15, 1996. 2. Resolution #15-96 Ratifying/Affirming Telephone Access Facility Charge for E911. Police Chief Repola reviewed the current E911 Intergovernmental Agreement, requesting approval of a resolution ratifying/affirming the Telephone Access Facility Charge for E911 of $.50/month/exchange, which will allow a continuance of the rate at its current level. Chief Repola thoroughly reviewed the Larimer Emergency Telephone Authority (LETA) and E911 capabilities/facilities. Larimer County has already approved a similar Resolution, which is expected to be followed by each of the LETA Members. It was moved and seconded (Doylen/Baudek) Resolu,tion #15-96 be approved, and it passed unanimously. Trustee Doylen. noted that the E911 System is operating efficiently in Estes Park due, in part, to the well-trained personnel. 3. Resolution #16-96 - Intent to Annex "Elm Road Second Addition". Town Administrator Klaphake reported that the Town has been working on a proposal to better coordinate trash services, and this annexation is an integral portion of the plan. A-1 Trash is submitting a Development Plan and Site Plan for review by the Planning Commission. Staff reviewed the preliminary annexation map, and Clerk O'Connor read the Resolution. It was moved and seconded (Barker/Doylen) Resolution #16-96 be approved, referring Elm Road Second Addition to the Planning Commission for their meeting October 24, 1996, and it passed unanimously. 4. Town Administrator's Report. A. Municipal Parking Lot Renovation. Administrator Klaphake announced that EPURA has begun reconstruction of the Municipal Parking Lot. A parking map was distributed, and all Municipal Building employees have been directed to park their vehicles at Bond Park or up MacGregor Ave. for duration of construction (approximately 2 months, depending upon the weather). Phasing was reviewed, as well as a drainage easement which was cooperatively provided by the First National Bank. EPURA will maintain reasonable access to the ,: Library, .and a parking space in front of the Building has ATTACHMENT 4 Pl: Light & Power Department: outages, billing, locates, power drops, citizen complaints, meeting the public. Water Department: outages, snowplowing, billing, locates, water quality, citizen complaints, water main breaks, metering problems. Streets/Parks Department: snowplowing, drainage, citizen complaints, irrigation leaks, flood preparation, street safety, streetscape-related high-visibility damage. P2: Non-emergency scheduled work with critical work task deadlines Support ofcapital projects, flushing fire hydrants, building underground power lines for subdivisions, repair of stopped water meters, start and stop bleeders, hook-up new electric service, overhead line replacement, streetlight repair, mowing and weeding flower beds, planting flower beds, meter reading, operate water plants, provide construction-related work, etc. P3: Non-emergency scheduled work with no critical work task deadlines; infrastructure maintenance, extremely important, but only after Priority 1 and 2 items are completed. Screen-sanding materials, paint buildings, striping, install snow fence, calibrate water quality equipment, calibrate SCADA equ*ment, replace cross arms, replace poles, re-sag lines, read reclosure and tap changer counters, electric meter change out, shoulder new asphalt, water meter change out, localized tree trimming, change out reclosure and tap changers, street light replacement, testing backflow preventors, tree pruning, street sign replacement, replace transformers, check oil in mixers, check oil in pumps, crack-sealing, street sign replacement, sidewalk replacement, parks paver repair. Example of the Impact to a Specific Proiect Addition of the project to the Public Works Department workload will result in additional lead time notification by customers requesting service; additional lead times for scheduled projects; and longer completion times for projects and tasks. The non-emergency projects categorized on the previous pages will then move downward in ranking. Electric Financials.xls 8/11/2004 LIGHT AND POWER FUND 2003 VS. 2004 MONTH-TO-DATE CASH FLOW COMPARISON JULY JULY 2003 2004 Difference Revenues Utility Sales $ 607,072 $ 667,120 $ 60,048 Other 50,994 11,258 (39,736) Total Revenues $ 658,066 $ 678,378 $ 20,312 Expenditures Operation and Maintenance Expense Source of Supply $ 328,301 $ 338,051 $ 9,750 Distribution and Maintenance 88,428 107,789 19,360 Customer Billing and Accounts 46,310 44,418 (1,892) Administration and General 77,534 61,651 (15,883) Transfer to Vehicle Fund 2,617 4,240 1,624 Total Operation and Maintenance Expense $ 543,191 $ 556,149 $ 12,958 Debt Service 24,917 25,170 254 Capital 459 57,909 57,450 Transfers to General Fund and Museum 59,573 72,322 12,749 Total Expenditures 628,139 711,550 83,411 Total Surplus (Deficiency) $ 29,927 $ (33,172) $ (63,099) Note 1) Transfer and debt service are annual amounts accrued on a monthly basis. R L&P 1 Electric Financials.xls 8/11/2004 LIGHT AND POWER FUND 2003 VS. 2004 YEAR-TO-DATE CASH FLOW COMPARISON YTD YTD July July 2003 2004 Difference Revenues Utility Sales $ 4,666,674 $ 5,097,795 $ 431,121 Other 265,132 160,679 (104,452) Total Revenues 4,931,806 5,258,475 $ 326,669 Expenditures Operation and Maintenance Expense Source of Supply $ 2,325,157 $ 2,445,291 $ 120,134 Distribution and Maintenance 683,576 824,703 141,127 Customer Billing and Accounts 373,482 365,095 (8,387) Administration and General 608,505 608,479 (26) Transfer to Vehicle Fund 18,317 29,682 11,365 Total Operation and Maintenance Expense 4,009,037 4,273,250 $ 264,212 Debt Service 174,417 176,193 1,776 Capital 729,627 158,726 (570,901) Transfers to General Fund and Museum 417,009 506,253 89,245 Total Expenditures $5,330,090 $5,114,422 $ (215,668) Total Surplus (Deficiency) $ (398,284) $ 144,053 $ 542,337 Note 1) Transfer and debt service are annual amounts accrued on a monthly basis. R L&P 2 Electric Financials.xls 8/11/2004 LIGHT AND POWER FUND 2004 TOTAL BUDGET VS. ACTUAL YTD CASH FLOW ANALYSIS YTD Budget July YTD % of Target 2004 2004 Budget % Revenues Utility Sales $ 8,868,949 $ 5,097,795 57% 59% Other 391,835 160,679 41% 58% Total Revenues $ 9,260,784 $ 5,258,475 57% 59% Expenditures Operation and Maintenance Expense Source of Supply $ 4,440,000 $ 2,445,291 55% 58% Distribution and Maintenance 1,580,649 824,703 52% 58% Customer Billing and Accounts 713,137 365,095 51% 58% Administration and General 1,206,092 608,479 50% 58% Transfer to Vehicle Fund 50,883 29,682 58% 58% Total Operation and Maintenance Expense $ 7,990,761 $ 4,273,250 53% 58% Debt Service 302,045 176,193 58% 58% Transfers to General Fund and Museum 867,863 506,253 58% 58% Capital 735,254 158,726 22% 58% Total expenditures $ 9,895,923 $ 5,114,422 52% 58% Note 1) Charge for Services and Source of Supply target % based on historical data. R L&P 3 I ..-9. ....'ll'-I-~ ...~ 4 . - 4 4 'f 39.,2 . 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Â·, 4-1 , 1 >, 1 â‚¬ 0*Web ' â€¢i - 1 , 1~ N.N..N + g.L -- i 1. 4 . a , 1 I â‚¬ . e. O 0 0 Â» 0 O d' 0 0 Ok 0 8 .8 1 48% 8 O. O O O. O 0- iq . o O * - O 6 0.0 0 8 *2 0 0 : 8 0 0 0 0 0 0 CD 0 0 01 0 9.00. 1 70 . 09 . 45 - - '- 00 1< '11 Unt 19 (\1 r 44 $ Â¥ %44 1 ($)1931,VS 3140 01 ElÂ¥31 e u: i + . r , I , + i.. 4 2 4 + ... A I I I SALEHIST.XLS 8/9/2004 Z001 i des AR TO DATE EL SALES TOWN QF ESTES VS 2003 ' ~8,868,949~ . 9.24% 2004 OL-d91 hi 2 / I -0 Â¢0 . # O,000,Pod' 8/9/2004 2004 Year-to-Date Electric Revenues vs Budget ~ 4 4 10,000,000 1' .. I 8,000,000 - f - 1 I 4 6,000,000 ~Â·-4 - ------~ - 0 Budget 4,000,000 - â€¢ Actual k 5â€¢ 2,000,00~ ~~~ _2~222 . . I >oÂ· Â· r 4 2 2 4 5 4.4 2 2 8 2 3 1 & . 2004 Year-to-Date , . h PRPA Invoices vs: Budget - i . q '' 63 5,000,000 4. r 1% 4,000,0.00 t. - 3,000,000 - O Budget 2,000,00@ â€¢Actual 1,000,000 ----4 4 1 R L&P-11 Water Financials.xls 8/11/2004 WATER FUND 2003 VS. 2004 MONTH-TO-DATE CASH FLOW COMPARISON JULY JULY 2003 2004 Difference Revenues Water Sales $ 240,095 $ 212,991 $ (27,104) Plant Development Tap Fees 15,672 1,840 (13,832) Water Rights Tap Fees 34,220 5,400 (28,820) Other 8,773 8,007 (765) Total Revenues $ 298,760 $ 228,239 $ (70,521) Expenditures Operation and Maintenance Expense Source of Supply $ - $ - $ - Purification 33,854 38,946 5,092 Distribution and Maintenance 36,440 43,663 7,223 Customer Billing and Accounts 10,289 20,527 10,238 Administration and General 42,207 35,651 (6,556) Transfer to Vehicle Fund 396 1,167 771 Total Operation and Maintenance Expense $ 123,186 $ 139,953 $ 16,768 Debt Service 25,348 24,492 (857) Capital 75,369 44,643 (30,725) Transfer to General Fund 6,199 6,199 Total Expenditures $ 223,903 $ 215,287 $ (8,615) Monthly Surplus (Deficiency) $ 74,857 $ 12,952 $ (61,906) Note 1) Transfer and debt service are annual amounts accrued on a monthly basis. RW1 Water Financials.xls 8/11/2004 . WATER FUND 2003 VS. 2004 YEAR-TO-DATE CASH FLOW COMPARISON YTD YTD July July 2003 2004 Difference Revenues Water Sales $ 1,076,285 $ 1,173,175 $ 96,890 Plant Development Tap Fees 168,169 73,022 (95,147) Water Rights Tap Fees 222,885 195,008 (27,878) Other 137,451 26,209 (111,241) Total Revenues $ 1,604,789 $ 1,467,414 $ (137,375) Expenditures Operation and Maintenance Expense Source of Supply $ 75,769 $ 98,057 $ 22,288 Purification 258,839 257,150 (1,689) Distribution and Maintenance 290,359 308,075 17,716 Customer Billing and Accounts 70,582 118,280 47,698 Administration and General 383,017 331,023 (51,994) Transfer to Vehicle Fund 2,771 8,167 5,396 Total Operation and Maintenance Expense $ 1,081,337 $ 1,120,751 $ 39,414 Debt Service 177,436 171,441 (5,996) Capital 1,012,323 112,533 (899,790) Transfer to General Fund 43,392 43,392 Total Expenditures $ 2,271,096 $ 1,448,117 $ (822,979) Annual Surplus (Deficiency) $ (666,307) $ 19,297 $ 685,603 Note 1) Transfer and debt service are annual amounts accrued on a monthly basis. RW2 Water Financials.xls 8/11/2004 WATER FUND 2004 TOTAL BUDGET VS. ACTUAL YTD CASH FLOW ANALYSIS YTD Budget July YTD % of Target 2004 2004 Budget % Revenues Water Sales $ 2,047,000 $ 1,173,175 57% 54% Plant Development Tap Fees 200,000 73,022 37% 54% Water Rights Tap Fees 300,000 195,008 65% 54% Other 100,842 26,209 26% 54% Total Revenues $ 2,647,842 $ 1,467,414 55% 54% Expenditures Operation and Maintenance Expense Source of Supply $ 130,000 $ 98,057 75% 90% Purification 411,825 257,150 62% 58% Distribution and Maintenance 499,592 308,075 62% 58% Customer Billing and Accounts 219,647 118,280 54% 58% Administration and General 640,874 331,023 52% 58% Transfer to Vehicle Fund 14,000 8,167 58% 58% Total Operation and Maintenance Expense $ 1,915,938 $ 1,120,751 58% 58% Debt Service 293,898 171,441 58% 58% Capital 1,166,020 112,533 10% 58% Transfer to General Fund 74,387 43,392 58% 58% Total Expenditures $ 3,450,243 $ 1,448,117 42% 58% Note 1) Charge for Services target based on previous years data. Note 2) Source of Supply target based on previous years NCWCD invoices. Note 3) All other targets based on % of Year complete. RW3 1 , 9,11#111/1/1,11,1,10: P I ;R ' '411""""#08/,0,1,#. 1 .01,1,/<1,1,/,/,/,/,1,/30: . - 1 1 9/1/1//1/1/0//2//0/1/10/01,/0/2/1,00#01,10, hillill'illixilixilli/illillill'. Vt####**##m######2#**/f'*t/****1~*,2~###*/. 4/I'lli/*illiÂ«Â«Â«Â©~Â»Â»Â»Â»XeNâ€¢> \ 4,i,,##ii,#,ii,##*'''#l''#,* i--).ill''rivilil'Zilli, *Â©4**Â¢4~Â©Â©Â©Â©aX*6Â»X 3Â»Â»ill'lill"ll'll'i f////////////~////// Â©00Â©Â¢Â©eONâ€¢:4Â»X Â»04Â»14 Ntt#*'ll#",2,1,1,8. A.)â€žâ€žXÂ»XÂ«Â»xÂ»Â»xÂ»x i '411'#15'11'12'015"fâ€¢ 0 - J 1 Sales.xls 8/9/2004 02002 Â£001Â¤ t001 0 oaa AON PO deS Bng in unr XeIN Jdv Jel/\1 qe=1 Water Sales by Month 300,000 - 000'09 L 9Mhl 200,000 Â· - 000'00, -000'09 250,000 - - \4*2000#//1/#11##IN/21**/##*#/ifill/:$*** 4 4 .1 .:I///,/,I,/0,/1/,//#21""""""1,1\ 0 Â»:410 ~110 10 11101111!0000 010 01111~1. . i P /4 1 -- 1 - 1 4/,1.0,50#,5/,5/. -*#f'**54 911 09 utr**4Â»7*4>Â»Â»Â»Â» 00 - . C\10,1 Vii##11,1,1,1,1,111,6 OC! 0 CIO 1- 1 N##10#~15- - -3=li . 1 0 KnÂ»NÂ«Â«Â»XÂ» 44'.1/"Im/<11111111. : 1Â«Â«Â»Â»Â»N '19,0,#,1,04 CD - 1 *,r#r,XX 1 ElÂ· V,""'. 1 IPÂ»:3 -0 Vt"f.U- 00 C m 0 Sales.xls 8/9/2004 Dea AON 20 deS Bnv Inf unr Ae'Al idv Jel/\1 Water Sales Year-To-Date 2,500,000 9 Mhl $2,047,000 2,000,000 X02002 02003 2004 000'000' L - .1 - 000'009 1,500,000 YTD July-04 Year-end Projected Water Rights Surplus With Actual Up To Date Monthly Use (A.Ft.) 111 121 (21 211 10 actual projected projected projected projected water rights water rights water rights water rights water rights owned available use lease surplus (A.Ft.) (A. Ft.) (A.Ft.) (A.Ft.) (A. Ft.) (C2-C3-01=C5) USA 500 500 500 0 0 WG 300 300 (1) 86 (2) 10 (4) 204 CBT 1207 @ 60%= 724 (5) 262 197 (3) (6) 265 TOTAL 1524 848 207 469 Note 1: Ordered 300 of 300 Town owned Windy Gap Units Note 2: May YTD Projected use of WG = Glacier Creek projected use (779 af) ** multiplied by the Augmentation Plan YTD depletetion factor (0.108) * = 84 af. Note 3: RedSchool Districts Lease 75 AF CBT Units Note 4: Glacier View 1 AF WG Units (Released on 6/1/04) MacGregor Mountain Lodge 1 AF WG Units Continental Water Bank 8 AF WG Units 85 AF Note 5: Quota increased from 50% to 60% at the NCWCD Meeting in April Note 6: PRPA 100 AF CBT Units Greg White / Client 22 AF CBT Units 122 AF YTD July-04 Year-end Projected Water Use With Actual Up To Date Monthly Use (A.Ft.) Estimate Estimate Estimate Depletion Depleted | USA WG CBT CBT Actual Actual factor Actual Actual Actual Actual Actual Marys Glacier Glacier Glacier | (Replacement) (Carryover) (A.Ft.) (A.Ft.) (A.Ft.) (A.Ft.) (A.Ft.) (A.Ft.) (A.Ft.) 2003 Oct 0.08 0 Nov 0 87 0.06 5 2 0 0 0 Dec 87 1 0.06 0 61 26 0 0 2004 Jan 88 0 0.06 0 88 0 0 0 Feb 87 0 0.06 0 87 0 0 0 March 98 0 0.06 0 98 0 0 0 April 92 0 0.07 0 92 0 0 0 May 114 31 0.12 4 72 5 35 June 74 92 0.17 16 0 18 57 July 62 108 0.13 14 0 17 45 Aug 60 190 0.11 21 0 15 55 Sept 60 150 0.10 15 0 5 40 Oct 0 121 0.08 10 0 30 TOTAL 823 779** 84 500 86 262 0 May, YTD Projected Year-end Depletion Factor: 84 / 779 = 10.8% * VicRie O'Connor From: Bill Linnane Sent: Wednesday, August 11, 2004 5:44 PM To: Dept Heads Subject: FW: Charter Issues We will continue to bug charter and get the static problem fixed. -----Original Message----- From: Richard Matzke Sent: Wednesday, August 11, 2004 2:09 PM To: Bill Linnane Cc: Bob Goehring; Laurie Button Subject: Charter Issues Matt Warford, the lead technician for Charter Communications in this area called and said no one would be able to attend the Utilities Committee tomorrow. He confirmed that they have no knowledge of customers unable to receive Channel 16. He also confirmed that Charter has no immediate plans to extend cable to the Uplands, but at present they are not aware of any customers in that subdivision who are requesting service. He also asked to be on the routing list for our Committee agendas. He will call when he is in the area and has time to troubleshoot the static problem on Channel 39 with us. I told him that the School Board meets on August 18th, so it would be nice to clear this problem before then, if not at least prior to the next Town Board meeting. Thanks! Richard E. Matzke Town of Estes Park, CO Light and Power Department (970) 577-3582 (970) 586-6909 (fax) 1