HomeMy WebLinkAboutPACKET Town Board 2020-02-25The Mission of the Town of Estes Park is to provide high-quality, reliable services
for the benefit of our citizens, guests, and employees, while being good stewards
of public resources and our natural setting.
The Town of Estes Park will make reasonable accommodations for access to Town services,
programs, and activities and special communication arrangements for persons with disabilities.
Please call (970) 577-4777. TDD available.
BOARD OF TRUSTEES - TOWN OF ESTES PARK
Tuesday, February 25, 2020
7:00 p.m.
PLEDGE OF ALLEGIANCE.
(Any person desiring to participate, please join the Board in the Pledge of Allegiance).
AGENDA APPROVAL.
PUBLIC COMMENT. (Please state your name and address).
TOWN BOARD COMMENTS / LIAISON REPORTS.
TOWN ADMINISTRATOR REPORT.
CONSENT AGENDA:
1.Bills.
2.Town Board Minutes dated February 11, 2020 and Town Board Study Session
Minutes dated February 11, 2020.
3.Estes Valley Planning Commission Minutes and Study Session minutes dated January
21, 2020 and Estes Valley Planning Commission Study Session minutes dated
November 19, 2019 (acknowledgment only).
4.Family Advisory Board Minutes dated January 9, 2020 (acknowledgment only).
5.One-year Contract Extension for InVision GIS Professional Services.
6.Resolution 14-20 Acknowledgment of Fiber Asset Transfer from Platte River Power
Authority to the Town of Estes Park.
PLANNING COMMISSION ITEMS: Items reviewed by Planning Commission or staff for
Town Board Final Action.
1. ACTION ITEMS:
A. RESOLUTION 11-20 APPROVING SUPPLEMENTAL MAP #5 OF ESTES PARK
CONDOMINIUMS, LOT 1 EPCO SUBDIVISION, 220 VIRGINIA DRIVE, UNIT 20.
Planner Bergeron.
Approval of the fifth and final supplemental map for the EPCO Condomuniums
development.
ACTION ITEMS:
1. RESOLUTION 12-20 SUPPLEMENTAL BUDGET APPROPRIATIONS. Director
Hudson.
Amend the 2020 Budget for various changes, including the Prospect Mountain Water
District and Glacier Water Treatment Plant projects.
Prepared 02-14-2020
*Revised
1
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was prepared.
2. POLICY 671 REVISIONS – TOWN FUNDING OF OUTSIDE ENTITIES. Director
Hudson.
Revise Policy 671 to exclude Trailblazer Broadband promotional sponsorships.
3. ELECTRIC VEHICLE CHARGING STATION LICENSE AGREEMENT. Grant
Specialist Crosser.
Ten-year license agreement to allow ChargePoint Inc., to install and operate four
Direct Current Fast Chargers in the Town’s Visitor Center parking lot.
4. RESOLUTION 13-20 SETTING THE PUBLIC HEARING DATE FOR 2020-2022
ELECTRIC RATES. Director Bergsten.
Setting the public hearing date of April 14, 2020 to adopt new electric rates.
5. ESTES PARK PLANNING COMMISSION AND BOARD OF ADJUSTMENT
INTERVIEW COMMITTEE APPOINTMENTS. Town Clerk Williamson.
REQUEST TO ENTER INTO EXECUTIVE SESSION:
For a conference with an attorney for the Board for the purposes of receiving legal advice on
specific legal questions - Section 24-6-402(4}(b}, C.RS., and for the purpose of determining
positions relative to matters that may be subject to negotiations, developing strategy for
negotiations, and/or instructing negotiators - Section 24-6-402(4}(e}, C.RS. – Downtown
Estes Loop Project.
ADJOURN.
2
Town of Estes Park, Larimer County, Colorado, February 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 in said Town of
Estes Park on the 11th day of February, 2020.
Present: Todd Jirsa, Mayor
Ron Norris, Mayor Pro Tem
Trustees Carlie Bangs
Eric Blackhurst
Patrick Martchink
Ken Zornes
Also Present: Travis Machalek, Town Administrator
Jason Damweber, Assistant Town Administrator
Dan Kramer, Town Attorney
Bunny Victoria Beers, Recording Secretary
Absent: Trustee Marie Cenac
Mayor Jirsa called the meeting to order at 7:00 p.m. and all desiring to do so, recited the
Pledge of Allegiance.
AGENDA APPROVAL.
It was moved and seconded (Martchink/Zornes) to approve the Agenda, and it passed
unanimously.
PUBLIC COMMENTS.
David Batey, Historic Stanley Home Community Advisory Board member addressed the
public accusation pertaining to a racial restrictive covenant on a real estate sale deed
placed during the early 1940s on a lot in the Stanley Heights Subdivision east of the
Stanley Hotel. He presented an evidentiary report which noted the sale agreement
created a month before F.O. Stanley’s death did not contain a race restriction of any kind.
He further stated there is no historical support for the accusations.
John Meissner, Town citizen, stated his support for staff researching additional ridership
options for the Town shuttles.
TOWN BOARD COMMENTS
The Board agreed to hold an executive session to discuss the LOOP project and legal
issues.
Mayor Pro Tem stated the Family Advisory Board meeting would be held on February 13,
2020. He added the Board should consider who would replace him as liaison once his
term expires.
Trustee Zornes stated the Larimer County Behavioral Health Policy Committee provided
funds to the Estes Park High School which have been applied toward the Coffee Cart
program which students have named Cat Chat. He added there is additional information
on the Trustee public emails regarding the program and its benefits.
Trustee Blackhurst requested a Board member replace him as liaison to the Estes Valley
Planning Commission where the Elkhorn Lodge would be discussed. Additionally, he
stated he would be absent the February 25, 2020 Board Meeting.
TOWN ADMINISTRATOR REPORT.
None.
CONSENT AGENDA:
1. Bills.
Board of Trustees – February 11, 2020 – Page 2
2. Town Board Minutes dated January 28, 2020.
3. Parks Advisory Board Minutes dated November 21, 2019 and December 19, 2019
(acknowledgement only).
4. Transportation Advisory Board Minutes dated November 20, 2019 and December
18, 2019 (acknowledgement only).
It was moved and seconded (Norris/Martchink) to approve the Consent Agenda,
and it passed unanimously.
ACTION ITEMS:
1. ORDINANCE 01-20 AMENDING CHAPTER 2.04 OF THE ESTES PARK
MUNICIPAL CODE CONCERNING MUNICIPAL ELECTIONS. Town Clerk
Williamson reviewed the continued item from January 28, 2020 which included the
red lined changes for Board review. The proposed changes to the code would align
with the Colorado Revised Statute dates for write-in candidates and cancellation
of elections. Additionally, staff requested language be added to Section 2.04.030
to allow the Board a formal process for cancelling a referred measure. There being
no further discussion, it was moved and seconded (Zornes/Martchink) to
approve Ordinance 01-20 as presented, and it passed unanimously.
2. CONTRACT WITH HOST COMPLIANCE FOR VACATION HOME MONITORING
SERVICES. The contract with Host Complaince was delayed due to planning
changes with Larimer County. The Town has contracted with Host Compliance
since January 2017 to provide vacation home compliance and enforcement
through address identification, trend monitoring and 24/7 hotline. Larimer County
has shared cost of the contract 50/50 for the past three years which totaled
$30,000 in 2019. In 2020, the County has elected to establish a separate contract
with Host Compliance to monitor vacation homes in the unicorporated area of the
Estes Valley. The County would begin registering and monitoring vacation homes
located within the unincorporated Larimer County as of April 1, 2020. The
amended contract for 2020 would include properties/vacation home listings within
Town limits only at a cost of $34,000 for services January 1, 2020 through
December 31, 2020. The increase in cost is due to the increase in vacation rentals
and the number of listings which are estimated at over 1500. Town Clerk
Williamson stated the increase in listings could be a result of hotel/motel units
which are being advertised on vacation home website such as AirBnb and VRBO.
Administrator Machalek clarified the primary function of the contract is to ensure
vacation homes are not operating in residential zones without a registration. Board
comments have been summarized: Board concern was heard related to the
number of rentals identified by Host Compliance compared to the number of
registered vacation homes; the process for a property which is non-compliant, and
whether property managers are held responsible for violations as well as
homeowners. Staff would determine the descrepancy in the numbers and issue
an RFP for 2021 services. It was moved and seconded (Martchink/Bangs) to
approve the contract with Host Compliance, and it passed unanimously.
3. ORDINANCE 02-20 AUTHORIZING ISSUANCE OF A USDA WATER REVENUE
BOND. The ordinance adopts a Water Enterprise Fund Revenue Bond authorizing
the issuance of bonds to USDA to finance improvements to the former Park
Entrance Mutual Pipeline and Water Company (PEMPWCO) water distribution
infrastructure. PEMPWCO customers are being asborbed by the Town. The Town
used existing reserves to finance the project. The bond would reimburse the Town
for the expended funds towards the project. The 40 year term amount of $658,000
at an annual interest rate of 2.25% would be repaid through monthly payments of
approximately $2,086. Discussions with USDA confirmed the service customers
would have the option to pay the debt in full up front. A payoff amount can be
provided to the 18 customers over the duration of the loan. A separate charge
would be established in the utility billing system. The Board requested the amount
of interest which customers would be charged, whether there would be pentalites
Board of Trustees – February 11, 2020 – Page 3
for early payment and the balance each customer would owe. John Meissner,
Town citizen questioned the amount of interest charged to each customer if the
loan was paid off early by all 18 customers. Town Attorney Kramer stated staff
would need Board approval to change the water rate classifications adding the
user class for properites which do not participate in early pay-off. It was moved
and seconded (Norris/Zornes) to approve Ordinance 02-20, and it passed
unanimously.
4. ORDINANCE 03-20 CONVERTING THE ESTES VALLEY DEVELOPMENT
CODE TO THE ESTES PARK DEVELOPMENT CODE. The Intergovernmental
Agreement (IGA) for land-use planning between the Town and County would
expire on March 31, 2020. The conversion renames the code to the Estes Park
Municipal Code applicable within Town limits only. Additional changes were
outlined: proposed formation of the Estes Park Planning Commission of five
members which must be Town residents as required by state law; Estes Park
Board of Adjustment appointment by the Town Board for three-year terms; and
other housekeeping matters, such as authority for removal of members and a
requirement for approval of bylaws. Vacation home updates included a Town cap
which would be determined by the number of Town vacation homes after the
March 31, 2020 renewal deadline. The Town would manage vacation homes within
Town limits only. Director Hunt presented a draft proposed zoning map for the
Town limits. Director Hunt stated a public meeting would be held on February 12,
2020 in Town Hall rooms 202/203 with County staff in attendance to discuss the
IGA and land use transtion. There being no further discussion, it was moved and
seconded (Bangs/Martchink) to approve Ordinance 03-20, and it passed with
Trustee Zornes voting “No”.
Whereupon Mayor Jirsa adjourned the meeting at 8:04 p.m.
Todd Jirsa, Mayor
Bunny Victoria Beers, Recording Secretary
6
Town of Estes Park, Larimer County, Colorado, February 11, 2020
Minutes of a Study Session meeting of the TOWN BOARD of the Town of
Estes Park, Larimer County, Colorado. Meeting held in Town Hall Rooms
202 and 203, Town of Estes Park on the 11th day of February, 2020.
Board: Mayor Jirsa, Mayor Pro Tem Norris, Trustees Bangs,
Blackhurst, Cenac, Martchink, and Zornes
Attending: Mayor Jirsa, Mayor Pro Tem Norris, Trustees Bangs,
Blackhurst, Martchink, and Zornes
Also Attending: Town Administrator Machalek, Assistant Town Administrator
Damweber, Manager Landkamer and Solesbee, Engineer
Barr and Town Clerk Williamson
Absent: Trustee Cenac
Mayor Jirsa called the meeting to order at 4:40 p.m.
FACILITIES MASTER PLAN.
The Facilities Master Plan team of StudioTerra, Studio Architecture and BBC Research
& Consulting provided an update on the project. The team has completed Phase I –
Collection of Existing Conditions of the four-phase process. Work on Phase 2 –
Analysis of Opportunities, Constraints, and Future Requirements would begin and start
the discussions for Phase 3 – Implementation Strategies and Conceptual Vision. The
first phase completed an analysis of the physical and operational aspects of eight
primary buildings and determined the efficiency of the buildings as determined by
BOMA, Building Operation & Management Association. The efficiency of Town Hall
was established at 73.5% of useable space. The staff survey provided common themes
on the lack of sufficient work, storage, meeting and training space. Staff also stated a
lack of privacy, high level of noise, and consistent interruptions. Public commonly
needs assistance finding locations, and insufficient parking for both staff and the public
slows down work. Technology needs are met. The Leadership questionnaire input
found the need to continue to be in close proximity for collaboration; need for adequate
public meeting space; and need to update lighting, HVAC, access to natural light,
wayfinding, professional and welcoming environment, etc. The operation and
maintenance annual funding for facilities has been sufficient. The current funding for
capital has not been sufficient to fund the over $45 million in needs, and would require
150 years to fully fund at today’s funding rate. The Town would need to prioritize needs
to meet the 20-, 30- and 40-year requirements. Manager Landkamer stated the team
would return in May or June to review Phase III concepts.
2020 TRANSIT ROUTES PROPOSAL.
Manager Solesbee provided an overview of the proposed 2020 service details for Estes
Transit, including staff and consultant analysis of historical program data, new service
offerings, stakeholder input and alignment with the Town’s strategic plan. Since 2013,
ridership of the Town’s free shuttles has decreased every year, with the exception of
2016, while annual operating cost have increased. The Board directed staff to review
how Estes Transit service could provide viable and convenient alternatives for
employees, and encourage increased utilization of both the parking garage and the
park-n-ride at the Event complex for long term parking stays. Staff has completed a
robust analysis of the service, including ridership data, routes, hourly boarding data,
cost of service, input from the Transportation Advisory Board and Shuttle Committee,
shuttle driver exit interviews, staff input log, and coordination with key Town and
community partners.
The 2020 Service Plan proposal included service adjustment and additions, including
expanding the total number of days served from May 23 – June 28 (Sat & Sun only);
7
Town Board Study Session – February 11, 2020– Page 2
daily service June 29 – October 4; daily service hours 10 am – 7 pm on the Gold,
Brown, Blue and Silver routes and 10 am – 11 pm on the Red (trolley) route; repurpose
the underperforming Silver route into a new Express route; and transition from a “fixed
route” to a “deviated fixed route” service to better serve riders of all ages and abilities.
Route maps were reviewed with the Board. The Estes Transit would continue to serve
community special events. CDOT has approved the expansion of Bustang with 40
weekend service days May through September. The 2020 proposed service would not
require additional funds. Trustee Bangs arrived at 5:36 p.m.
Board discussion was heard and has been summarized: what would be the appropriate
cost per rider, maintain town ridership, and inclusion of routes outside of town limits.
Manager Solesbee would follow up on the industry standard for cost per rider based on
community size and visitor base.
2020 STREET IMPROVEMENT PLAN.
Engineer Barr provided a recap of the 2019 projects completed, including 1.3 miles of
overlay, 6 miles of chip seal and 7 miles of crack seal. A parking lot slurry seal of the
Town Hall parking lot was completed. Approximately 50% of the 56 miles of road have
seen either chip seal, patching or overlays since the 1A tax was approved by the voters
in 2014. He stated we are on target to improve every street by 2024 with approximately
6.5 miles completed each year. The 2020 paving and surface treatments would include
overlay and patching of Big Horn Drive, Lexington Lane, and Pine Knoll Drive and 10
other locations for large patching with curb and gutter replacement as needed. The
interim improvement to Cleave Street to improve pavement and drainage would begin
the fall of 2020.
The 1A Trail fund has provided 2019 improvements to Brodie Avenue with the
assistance of the Safe Routes to School grant to improve drainage, parking, safe
access to school and pavement improvements. The Town was awarded a 2019 Safe
Routes to School grant to improve access along Graves Avenue with design to be
completed in 2020 and construction during the summer of 2021 as requested by the
School District. The Fall River trail improvements from Aspen Glen Campground to the
Methodist Church parking lot, 1.2 miles, would be awarded and construction to begin
the spring of 2020. The Town has submitted a Transportation Alternative Program
(TAP) grant for $1.5 million with a $400,000 match to complete a segment of the Fall
River trail. An additional Multi-Modal Opportunity Fund (MMOF) grant for $500,000 with
a $100,000 match has been submitted. If the MMOF grant is received the funds could
be used as the match for the TAP grant.
TRUSTEE & ADMINISTRATOR COMMENTS & QUESTIONS.
Trustee Blackhurst suggested an abbreviated report at the Town Board meeting to
provide the community an understanding of how their tax dollars are being spent on
transit, street improvements and trails.
FUTURE STUDY SESSION AGENDA ITEMS
The Town Board’s self-governing policy would be scheduled for the next meeting.
Seasonal paid parking updates would be scheduled for March 24 and May 12, 2020.
CIRSA would provide the Board with liability training at the May 12, 2020 meeting. The
Board consensus was not to revisit discussion on the Stanley Historic District.
ADJOURN.
There being no further business, Mayor Jirsa adjourned the meeting at 6:28 p.m.
Jackie Williamson, Town Clerk
8
RECORD OF PROCEEDINGS
Estes Valley Planning Commission
January 21,2020
Board Room, Estes Park Town Hall
Commission: Chair Bob Leavitt, Vice-Chair Sharry White, Commissioners Steve
Murphree, Frank Theis, Nick Smith, Dave Converse, Matt Comstock
Attending: Chair Leavitt, Vice-Chair White, Commissioners Murphree, Theis,
Converse, Smith, Comstock
Also Attending: Director Randy Hunt, Senior Planner Jeff Woeber, Recording
Secretary Karin Swanlund, Town Board Liasion Eric Blackhurst,
Town Attorney Dan Kramer
Absent: None
OPEN MEETING
Chair Leavitt called the meeting to order at 6:00 p.m. There were three people in
attendance. Chair Leavitt introduced new Town Appointed Commissioner Matt Comstock.
APPROVAL OF AGENDA
It was moved and seconded (Smith/White) to amend the agenda to add the
election of Officers for 2020 and the motion passed 7-0.
PUBLIC COMMENT
Ruth and Jim Kelley, town citizens, spoke on the construction happening at the
Stanley Hotel, backing up to their property on Findley Court. An email from John
Cullen was read and provided the commission with handouts highlighting
deviations from what was written in the email and the Master Development Plan.
Response from Community Director Hunt (summarized):
• Parking lots are categorized as a Grading Permit and considered an accessory to
the property.
• This lot is associated with the entire campus, not just the film center.
• There is a piece of the Master Plan that specifies a 10-foot buffer between
parking lot development between Lot 1 and Lot 3.
• There is no Development Plan or Codes required for the Stanley Historic District.
Lot 4 falls under a different set of regulations.
• There are no requirements for the Hotel to notify neighbors.
The Technical Review Committee (TRC) is comprised of town staff and members
appointed at the request of the owner of the hotel. Speaking candidly, Hunt
stated he has never seen an agreement like this in his time as a Planner.
It was agreed to request a meeting with John Cullen and the neighbors, as well
as asking that situation be addressed by the Town Administrator and the Town
9
RECORD OF PROCEEDINGS
Estes Valley Planning Commission
January 21,2020
Board Room, Estes Park Town Hall
Board at a Study Session. Attorney Kramer stated that it would require a
considerable amount of review but noted that change to development
agreements are possible. It was reiterated that the Planning Commission has no
jurisdiction over the Stanley Historic District.
CONSENT AGENDA
1. Study Session Minutes dated November 19, 2019
2. Meeting Minutes dated November 19, 2019
It was moved and seconded (Theis/Converse) to approve the consent agenda
as presented and the motion passed 6-0 with Smith abstaining.
ACTION ITEMS
1. CODE AMENDMENT: AMENDED PLAT REVIEW PROCESS
It was mutually decided to withdrawal by staff the Code Amendment until
further notice.
2. ELECTION OF OFFICERS:
Commissioner Converse moved to retain the Chair and Vice-Chair for the
remaining two months of the current Planning Commission with
Commissioner Smith seconding the movement. The vote passed 7-0.
REPORTS
An update was given from the November meeting that the Fire District was notified and
responded to the Taharaa Development Plan.
Open houses/informational sessions on the future of the Estes Valley Land Use are being
planned for dates in February. Staff from both Town and County will attend these
meetings. March 31 is the date the IGA expires.
With the departure of Linda Hardin, the Planning Division is currently down two positions,
with interviews for the Planning Technician taking place within the next few weeks.
ADJOURN
There being no further business Chair Leavitt adjourned the meeting at 6:55 p.m.
_________________________________
Bob Leavitt, Chair
_________________________________
Karin Swanlund, Recording Secretary
10
Town of Estes Park, Larimer County, Colorado January 21, 2020
Minutes of a Study Session meeting of the PLANNING COMMISSION of the Estes Valley, Larimer
County, Colorado. Meeting held in Room 202-203 Town Hall.
Commission: Chair Leavitt, Vice-Chair White, and Commissioners Murphree, Smith,
Theis, Converse, Comstock
Attending: Leavitt, Theis, Murphree, White, Converse, Smith, Comstock
Also Attending: Town Board Liaison Blackhurst, Director Hunt, Senior Planner Woeber,
Recording Secretary Swanlund, and Town Attorney Kramer
Absent: None
Chair Leavitt called the meeting to order at 4:00 p.m., introducing new town appointed Commissioner
Matt Comstock. There were three people in the audience. This study session was recorded and has
been uploaded to the Town of Estes Park YouTube channel.
Code Amendment: Amended Plat reviews
Planner Woeber reviewed a proposed Code Amendment to the current process in which boundary
line adjustments, amended plats and lot consolidations are reviewed as a “Minor Adjustment” and
processed as a staff-level review. This applies to any zone district where a house can be built. The
amendment also proposes increasing the time for submitting a subdivision plat for recording from the
current 60 days to 180 days. Density perimeters and density calculations were discussed. Impacts
of potential zone changes are a concern for Theis. Converse had concerns about the wording and
taking the amendment to the Estes Park Town Board, rather than the Governing Body. Hunt
apologized and stated it was an inadvertent typographical error. It was agreed that this is a
significant enough change, it should wait until the new Planning Commission is formed.
Future Projects:
Director Hunt reviewed the upcoming projects that have been submitted to the Planning Office. The
Stanley Hotel Arts Center will be heard by the Technical Review Committee (TRC), not the Planning
Commission. This Committee only hears Stanley Hotel Lot 1 projects. Elkhorn Lodge Development
Plan will be before the Planning Commission in February or March. This will be a Planned Unit
Development (PUD) and has a large floodplain review. West Park Center Condos brings an
interesting dynamic in that it proposes to convert 8 apartments to 8 Vacation Homes, thus depleting
long term housing. This is a good subject for the Comprehensive Plan update.
IGA Update:
Director Hunt gave an update on the current status of the IGA with Larimer County. After the
November 14th meeting, there was a lack of agreement between the two bodies. Liaison Blackhurst
stated that the Town Board of Trustees was instructed to move forward as a single Planning
Commission, not a joint Planning Commission. April 1 will bring a new Estes Park Development
Code rather than the Estes Valley Development Code. The question was asked whether the Town
appointed Commissioners would be interested in being on the new Planning Commission. Once the
Code applies only to Town, general broad modifications will be ready. The Town Board Ordinance to
address these issues, without going line by line, will be voted on at the February 11 Town Board
meeting, to go into effect April 1, 2020.
11
Planning Commission Study Session January 21, 2020 – Page 2
DOLA Planning Workshop Summary:
Leavitt reviewed the workshop held in Greeley in December. There was a lot of information on
demographics given. Dense development helps with needs relating to transportation, water and most
other resources. Also discussed at the workshop were vacation rentals and ADU’s.
Questions/Future Items
Election of Officers should take place at the first meeting of the year. Given the current situation,
Leavitt and White agreed to serve for the next 2 months. There will be an amendment to the agenda
at the public meeting.
Development Perimeters
No Code Amendment decisions now through March.
Chair Leavitt adjourned the study session at 5:31 p.m.
_____________________________________
Bob Leavitt, Chair
Karin Swanlund, Recording Secretary
12
Town of Estes Park, Larimer County, Colorado November 19, 2019
Minutes of a Study Session meeting of the PLANNING COMMISSION of the Estes Valley, Larimer
County, Colorado. Meeting held in Room 202-203 Town Hall.
Commission: Chair Leavitt, Vice-Chair White, and Commissioners Murphree, Smith,
Theis, and Converse
Attending: Leavitt, Theis, Murphree, White, and Converse
Also Attending: Town Board Liaison Blackhurst, Director Hunt, Planning Technician
Kreycik, Senior Planner Woeber, Planner II Bergeron, Recording
Secretary Swanlund, and Town Attorney Kramer
Absent: Smith
Chair Leavitt called the meeting to order at 4:00 p.m. Director Hunt introduced new Planner II Alex
Bergeron. There were two people in the audience. This study session was recorded and has been
uploaded to the Town of Estes Park YouTube channel.
Development Plan, Taharaa parking
Director Hunt reviewed the plan in the absence of Planner Hardin. The owner is proposing to add fifty
parking spaces to the property to accommodate additional restaurant patrons and wedding guests.
The alternative landscaping plan does not include interior landscaping. The Planning Commission
has the authority to approve alternative landscape plans. The existing facility falls under the Event
Facility Code. Chair Leavitt wondered if there was anything that could be done to prevent sliding
down the steep lower drive, which can be quite dangerous with cars sliding into Highway 7.
Converse agreed with the steep grade issue and suggested entering through the South entrance. He
also questioned what the maximum capacity is for events as there is not enough parking for over 200
people. Fire protection comments on page 3 need to be clarified. Approving with conditions or a
continuance can be voted on at the public hearing.
Amended Plat, Mountain Village Townhomes
Planner Woeber reviewed the Amended Plat for Estes Park Resorts Townhome Subdivision,
explaining the initial review in 2017 and what is being proposed today. The owner would like to
reconfigure and eliminate two of the 32 lots.
Code Amendment: Amended Plat reviews
Planner Woeber reviewed a proposed Code Amendment to the current process in which boundary
line adjustments and lot consolidations are reviewed, suggesting that a staff-level review would be
sufficient for many of these applications as they have little or no impact on the surrounding properties.
This is basically differentiating a Minor Adjustment from a Minor Subdivision. This would streamline
the process and save time and money for all parties. Director Hunt explained that drawing a
‘development perimeter’ would still allow for dealing with matters like density in the overall footprint of
a project. Unified Development Code, which we don’t have, fuses development and subdivisions.
Converse would like both positive and negative examples added to staff reports. Director Hunt
answered that verbal negatives could be provided. This amendment is being proposed now due to
Attorney Kramer agreeing with the objective. Theis recommended keeping it to residential lots only. 13
Planning Commission Study Session November 19, 2019 –Page 2
Code Amendment: Change of Use in Development Plans
Director Hunt explained how Vacation Homes are considered a change of use. There may be some
merit in rethinking how this code amendment might affect Vacation Homes. Town Clerk Williamson
explained the Vacation Home registration process. Although Community Development approves the
use of the home, what could occur is that a Development Plan would need to be approved due to it
being considered a “Change of Use.” A change, by ordinance, to the Building Code requiring Life
Safety Inspections could be done prior to a home receiving a registration is planned to be in place by
April 1, 2020. Attorney Kramer noted that this is a work in progress and many things can be added,
such as waivers, to make it a desirable policy decision to fit the needs of the planning process.
IGA Update:
Director Hunt gave an update on the current status of the IGA with Larimer County. After the
November 14th meeting, there was a lack of agreement between the two bodies. The default
assumption is that the current IGA is extended until March 31, 2020 and there will not be an IGA after
that date. It is the responsibility of Town and County staff to figure things out. Leavitt stated that until
the governing bodies state their reasons for their position, meaningful discussion and resolution won't
happen. Theis noted that the Planning Commission should have some credibility when discussing
the comprehensive plan to the elected officials. Converse made note of the “opt-out clause” on all of
the items in Option B, thus leaving it with no teeth.
Future use of Resolutions for Planning Commission Items:
Director Hunt explained the lack of having resolutions for Planning Commission items. Having an
accompanying resolution better memorializes the decision, though. Past decisions, where something
was done by a motion, has sometimes lacked clarity in decision making. Resolutions should include
areas where the Commission wants to expand on the findings, especially on conditions of approval.
Attorney Kramer stated that a resolution is nothing more than a written motion, for the purpose of
clarity and documentation.
Questions/Future Items
Development Perimeters
Chair Leavitt adjourned the study session at 5:33 p.m.
_____________________________________
Bob Leavitt, Chair
Karin Swanlund, Recording Secretary
14
Town of Estes Park, Larimer County, Colorado, January 9, 2020
Minutes of a regular meeting of the Family Advisory Board of the Town of Estes Park,
Larimer County, Colorado. Meeting held in the Room 202 of the Estes Park Town Hall,
on the 9th day of January, 2020.
Present: Rachel Balduzzi
Laurie Dale Marshall
Michael Moon
Karen Randinitis
Jodi Roman
Sue Strom
Nancy Almond
Also Present: Travis Machalek, Town Administrator
Suzanna Simpson, Recording Secretary
Absent: Christy DeLorme
John Bryant
Chair Dale Marshall called the meeting to order at 3:34 p.m.
PUBLIC COMMENTS:
Town Administrator Machalek provided an update on the previous discussion about
marijuana clubs. The current ordinance would prohibit this type of establishment so there
is no action needed from the Family Advisory Board.
TRUSTEE LIAISON REPORT
No report.
APPROVAL OF DECEMBER MINUTES:
It was moved and seconded (Randinitis/Strom) to approve the December meeting
minutes with corrections and the motion passed unanimously.
FAMILY CONNECTION OPPORTUNITIES
Member Roman shared that the support group for parents of children with special needs
has resumed and the next meeting will be in February. She thanked EVICS and the school
district for their support of the program.
Member Randinitis shared that the Library will begin the Powerful Tools for Caregivers
program in March. The program focuses on self-care, tools and support for caregivers.
Begins March 12 for 6 weeks. Also, working with Communities that Care on hosting the
QPR (question, persuade, respond) Suicide Prevention program April 29. Both of these
programs are free to the public.
15
Family Advisory Board – January 9, 2020 – Page 2
Member Almond shared an update from EVICS that the childcare scholarship program
had a 60% increase from 2018 to 2019. This is attributed to CCAP remaining frozen. The
numbers of families and children served did not increase significantly, but they are being
served for a longer period of time. Of note, 28 of the 38 served were single parents. The
largest percentage work in resort/housekeeping and then food service.
Chair Dale Marshall shared that at the last Childcare Collaborative meeting they
discussed using common data to help identify gaps and assess what programs are most
commonly accessed.
2020 FOCUS AREA AND ADVOCACY AT TOWN BOARD MEETINGS
Chair Dale Marshall proposed that the board discuss keeping the 2019 focus area, as
she feels that not enough progress was made to move on to something different. The
board discussed the benefits and challenges of the focus area and what next steps could
be taken. Town Administrator Machalek added that Awareness is a barrier that has been
identified based on the discussion. There is concern that the board as a whole has not
agreed on the identified barriers and work needs to be done to develop the list, along with
their impacts. Town Administrator Machalek recommended that the board finalize their
list of barriers and present a report on those barriers to the Town Board at a future
meeting. If the FAB wanted to, they could bring families at that time to help present and
testify to the list of barriers. Each board member will compile their list of up to 10 barriers
and their impacts and send them to Town Administrator Machalek and Executive
Assistant Simpson by end of day January 27. Executive Assistant Simpson will include
the already established list in the February packet.
Discussion continued on how to address the problem of compiling data. Town
Administrator Machalek recommended that if the FAB is interested in more data, they
could consider making a recommendation to the Town Board expressing the need for a
demographic profile of the community to aid in awareness of the challenge families face
living in Estes Park.
It was moved and seconded (Almond/Balduzzi) to continue the focus area of ”identifying
barriers to family success in Estes Park” for 2020 and the motion passes unanimously.
OTHER BUSINESS:
Seeing no further business, the meeting was adjourned at 4:42 p.m.
NEXT MEETING
The next meeting of the Family Advisory Board will take place Thursday, February 13 at
3:30 p.m. in room 203 at Town Hall.
Suzanna Simpson, Recording Secretary
16
UTILITIES Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Reuben Bergsten, Utilities Director
Date: February 25, 2020
RE: One-Year Contract Extension for InVision GIS Professional Services
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
To obtain approval for a one-year extension of our contract with InVision GIS.
Present Situation:
Since 2012 InVision GIS has consistently added value to our organization. InVision
GIS’s five-year contract was awarded through a competitive Request For Proposals
(RFP) process in 2015. Their performance has exceeded our expectations throughout
this tenure. It is in our best interest to extend this contract through the end of 2020. This
will allow us to continue working without disruption while giving us time to develop and
publish another RFP later this year.
The Town’s water and electric infrastructure are worth over $37 million. The combined
systems cover approximately 300 square miles. Our GIS and asset management
software help us improve reliability, efficiently manage our work and prioritize capital
projects. InVision GIS has played a key role by implementing these software packages
in a way that makes it easy for staff to access and use.
Within the past five years, we have leveraged these tools from basic information
retrieval to more technical and customized automated workflow functions. Examples of
this include combining GIS with Lucity asset management software, Innovyze water
modeling software, and geographically linking capital projects with fiscal year budgeting.
Here are examples of other projects and tools that have been created:
-Online Power Outage management and information
-An online outage reporting form for Town employees and the public to report
outages. Their reports populate directly onto maps used by the Power &
Communications team.
-A mobile application that connects to our GPS base station and provides real-
time survey-grade locations of future construction designs on aerial maps. As 17
crews walk the construction site they are able to see where future utilities will be
located.
- Smart meter outages mapped in real-time onto maps used by the Power &
Communications team, lowering outage durations.
- Property boundary corrections
- Infrastructure assessments and data collection within a high-accuracy GPS tool
- A work order system that tracks labor, material and equipment costs and is
integrated with our inventory management system
- Work cost estimating system which generates invoices for electric construction
and is tied into finance’s payment collection workflow
- Mobile meter change-out system tied to utility billing
- Internet construction status on a public information map
- Fiber conduit system design and management
Currently, the spectrum of their GIS specialties come from their team of 6 people with
the following specialized knowledge:
1. A geographer with extensive GIS experience
2. Registered professional engineer
3. Water system computer modeling expertise
4. GIS data entry specialist
5. GIS database administrator
6. GPS equipment specialist
7. GIS and Lucity Implementer
8. ArcGIS online developer
9. Crystal Reports specialist
10. A Journey Lineworker to accurately collect data on field assets
By spreading their time between clients like Lafayette and Louisville we gain
collaborative benefits. None of our three municipalities have enough work to keep a
complete in-house team of GIS professionals busy. By using the same consultant, the
three municipalities can share solutions developed in one municipality with the other
municipalities.
Over the past several years staff have reported positive endorsements of this
consultant. They are impressed with the quality of their work as well as their
responsiveness and willingness to go above and beyond to exceed expectations. Our
current workload is historically high; Trailblazer Broadband ($26 million), Prospect
Mountain Water ($11 million), and the Glacier Water Treatment Plant Sed Basins ($12
million). It would be beneficial to maintain our current work with this contractor for
another year.
Proposal:
We propose extending our contract with InVision GIS for the fiscal year 2020.
Advantages:
● Allows time to revise the 2014 GIS RFP
● Provides uninterrupted support from a team with knowledge of our infrastructure,
projects, and personnel 18
● Ready access to a wide scope of technical skills needed at irregular intervals
● Maintain the intergovernmental relationships through InVision GIS
Disadvantages:
● Potentially higher cost; however, the wide range of technical abilities from this
consultant would require at least six highly skilled employees plus the overhead
costs often overlooked when adding staff.
● Consultants are outside the direct control of the Town’s organization; however,
they provide expertise and third-party objectivity focused on the project at hand
without distractions from interdepartmental obligations.
Action Recommended:
Staff recommends approval of the one-year extension of the InVision GIS contract to
provide GIS technical services for Utilities.
Finance/Resource Impact:
2020 funds have been budgeted for this vendor’s work. As a reference, we spent
$340,000 in 2019.
Level of Public Interest
Low
Sample Motion:
I move for the approval/denial for the one-year extension of the InVision GIS contract.
Attachments:
InVision GIS Contract Extension
19
20
21
TOWN OF ESTES PARK:
Mayor Date
State of )
) ss:
County of )
The foregoing instrument was acknowledged before me by Todd Jirsa, as Mayor of the Town of
Estes Park, a Colorado municipal corporation, on behalf of the corporation, this day of
, 2020.
Witness my hand and official seal.
My Commission Expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
22
UTILITIES DEPT Memo
To: Town Board
Through Town Administrator Machalek
From: Utilities Director Bergsten
Date: February 25, 2020
RE: Resolution 14-20 Acknowledgement of Fiber Asset Transfer from PRPA to
the Town
Objective:
To increase the quality and reliability of electric service and broadband service by taking
partial ownership of PRPA’s Fiber Optic Ring from PRPA.
Present Situation:
PRPA is transferring ownership of a portion of its fiber optic ring in Estes Park to the
Town. They have provided documentation to be signed by the Mayor. The
documentation describes which fibers within each cable will become ours and which
fibers will remain theirs. This transfer comes with existing licensed obligations to third
parties.
A PRPA Fiber Management IGA was approved by Town Board at their February 12,
2019 Board Meeting. The IGA allows PRPA to negotiate and enter into fiber use license
agreements on behalf of the Town. A copy of the IGA is attached to this memo.
Proposal:
Staff recommends Town Board approve the acknowledgment of Fiber Asset Transfer
from PRPA to the Town.
Advantages:
We will own the fiber optic ring which supports the Town’s electric smart grid.
Disadvantages:
With ownership comes responsibilities for maintenance and repair, however, these
costs will be funded through Trailblazer Broadband and smart grid revenues.
Action Recommended:
Staff recommends accepting the transfer of optical fiber to the Town.
Finance/Resource Impact:
Minimal. Ownership costs are offset through revenue generated from revenue-
generating services.
23
Level of Public Interest
Low
Sample Motion:
I move to approve Resolution 14-20.
Attachments:
Resolution 14-20 Approving an Acknowledgment of Asset Transfer with PRPA
Acknowledgment of Asset Transfer
PRPA’s Resolution 14-18 “Acknowledgment of Asset Transfer Document”
PRPA’s Existing “Fiber Use License Agreements”
“Intergovernmental Agreement for Fiber Management Between Town of Estes Park City
of Fort Collins City of Longmont City of Loveland And Platte River Power Authority”
24
RESOLUTION 14-20
A RESOLUTION APPROVING AN ACKNOWLEDGMENT OF ASSET TRANSFER
WITH PLATTE RIVER POWER AUTHORITY
WHEREAS, the Town Board is willing to accept from Platte River Power Authority
partial ownership of the Estes Park fiber optic ring.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the Acknowledgment of
Asset Transfer in substantially the form now before the Board.
DATED this day of , 2020.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
25
RESOLUTION NO. 14-18
WHEREAS, Platte River Power Authority (Platte River) constructed a fiber optic network
(the "Fiber Optic Network") in and around Platte River's owner communities of Estes Park, Fort
Collins, Longmont and Loveland, Colorado, (the "Owner Communities") which network includes
a fiber ring ("Local Fiber Optic Loop") in each of these communities; and
WHEREAS , installation of the Fiber Optic Network was necessary to replace and upgrade
the communication systems used for Platte River's operational control of the transmission
substations through which Platte River delivers power to the Owner Communities; and
WHEREAS, costs associated with the Fiber Optic Network are allocated as set forth in
Platte River's Fiber Optic Network Accounting Policy, adopted through Resolution No. 16-17, as
such policy may be updated from time to time ; and
WHEREAS, due to the insignificant incremental cost of installing fiber beyond the
operational needs of Platte River, as installed Platte River's Fiber Optic Network includes more
fiber than required for Platte River's purposes (the "Excess Fiber"); and
WHEREAS, the Excess Fiber was intended to be used by the Owner Communities for
their purposes; and
WHEREAS, the cost of the Excess Fiber has been fully depreciated, resulting in a
reduction of equity in Platte River for each respective Owner Community; and
WHEREAS, in 1998 Platte River transferred title to Longmont of One Hundred and Thirty-
Two (132) strands of Excess Fiber in the Longmont Local Fiber Optic Loop for its use; and
WHEREAS, Estes Park desires to take ownership of the Sixty (60) strands of Excess Fiber
located within the Estes Park Local Fiber Optic Loop, and ownership of other assets owned by
Platte River that support connectivity and operation of such Excess Fiber (the "Associated
Assets"); and
Resolution No. 14-18: Estes Park Local Fiber Optic Loop Transfer of Ownership Page 1 of 4 26
WHEREAS, Platte River desires to grant ownership of the Sixty (60) strands of Excess
Fiber located within the Estes Park Local Fiber Optic Loop, and ownership of Associated Assets,
to the Town of Estes Park; and
WHEREAS, Platte River desires to retain ownership of fiber and other assets required to
operate Platte River's electric system (the "Platte River Fiber"); and
WHEREAS, Platte River and Estes Park desire to enter into an Intergovernmental
Agreement for Fiber Management ("Fiber Management IGA") which defines their respective
responsibilities related to the operation of the Fiber Optic Network; and
WHEREAS, Platte River desires to document its right to occupy and maintain the Platte
River Fiber within the Estes Park municipal streets, rights-of-way and electric infrastructure.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of Platte River that the
General Manager be, and hereby is, authorized to:
(1) Upon execution of a Fiber Management IGA acceptable to the parties, and upon
development of a mutually acceptable detailed description of the assets to be
conveyed, transfer ownership of Sixty (60) strands of Excess Fiber located within
the Estes Park Local Fiber Optic Loop to the Town of Estes Park, and transfer
ownership of Associated Assets; and
(2) Execute an Acknowledgement of Asset Transfer document to evidence the
transfer of the Excess Fiber and Associated Assets from Platte River to the Town
of Estes Park, which Acknowledgement of Asset Transfer document shall be
substantially in the form set forth in Exhibit A, attached hereto and incorporated
herein by this reference; and
(3) Convey additional Excess Fiber and Associated Assets to the Town of Estes Park
subject to the Fiber Management IGA. In addition to the Sixty (60) strands of
Excess Fiber referenced above, Platte River and Estes Park may from time to time
identify additional Excess Fiber and Associated Assets owned by Platte River that
Resolution No. 14-18: Estes Park Local Fiber Optic Loop Transfer of Ownership Page 2 of 4 27
may be transferred to Estes Park. Upon the request of Estes Park, and upon
development of a mutually acceptable detailed description of the assets to be
conveyed, the General Manager is authorized to transfer ownership of such
additional Excess Fiber and Associated Assets within the Fiber Optic Network to
the Town of Estes Park by execution of an Acknowledgement of Asset Transfer
document in the form provided herein upon a finding by the General Manager that
such Excess Fiber and Associated Assets are no longer needed for Platte River's
purposes; and
(4) Work cooperatively with the Town of Estes Park to identify and address physical
access and security issues associated with shared assets including patch panels
and ports; and
(5) Execute such agreements as may be necessary and appropriate to document
Platte River's right to occupy and maintain the Platte River Fiber within the Estes
Park municipal streets, rights-of-way and electric infrastructure.
AS WITNESS, I have executed my name as Secretary and have affixed the corporate seal of the Platte River Power Authority this c9J day of &pkrnb...e.A , 2018.
secret
Adopted: September 27, 2018 Vote: 7-0
Resolution No. 14-18: Estes Park Local Fiber Optic Loop Transfer of Ownership Page 3 of 4 28
EXHIBIT A
Acknowledgement of Asset Transfer
September Q7, 2018
This is to acknowledge that Platte River Power Authority has this day transferred to the Town of
Estes Park Sixty (60) strands of Excess Fiber located within the Estes Park Local Fiber Optic
Loop, and Associated Assets, more particularly described in Attachment A, attached hereto and
incorporated herein by this reference. The cost of the fiber has been fully depreciated, resulting
in a reduction of the Town of Estes Park equity in Platte River Power Authority over the period of
1999 to 2018, thus is transferred to the Town of Estes Park for no compensation.
By: F--6-~
Jason Frisbie, General Manager/CEO
Platte River Power Authority
Accepted By:---------------
[Title]
Town of Estes Park
Resolution No. 14-18: Estes Park Local Fiber Optic Loop Transfer of Ownership Page 4 of 4 29
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PROCEDURE FOR LAND USE PUBLIC HEARING
Applicable items include: Annexation, Amended Plats, Boundary Line Adjustments, Development
Plans, Rezoning, Special Review, Subdivision
1.MAYOR.
The next order of business will be the public hearing on PLANNING COMMISSION
ACTION ITEM 1.A. RESOLUTION 11-20 APPROVING SUPPLEMENTAL MAP
#5 OF ESTES PARK CONDOMINIUMS, LOT 1 EPCO SUBDIVISION, 220
VIRGINIA DRIVE, UNIT 20.
At this hearing, the Board of Trustees shall consider the information
presented during the public hearing, from the Town staff, from the
Applicant, public comment, and written comments received on the
application.
Has any Trustee had any ex-parte communications concerning this
application(s) which are not part of the Board packet.
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.
Review any conditions for approval not in the staff report.
3.APPLICANT.
The applicant makes their presentation.
4.PUBLIC COMMENT.
Any person will be given an opportunity to address the Board concerning the
application. 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.
5.REBUTTAL.
75
The applicant will be allowed a rebuttal that is limited to or in response to
statements or questions made after their presentation. No new matters may
be submitted.
6.MAYOR.
Ask the Town Clerk whether any communications have been received in regard
to the application which are not in the Board packet.
Ask the Board of Trustees if there are any further questions concerning the
application.
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.
7.SUGGESTED MOTION.
Suggested motion(s) are set forth in the staff report.
8.DISCUSSION ON THE MOTION.
Discussion by the Board on the motion.
9.VOTE ON THE MOTION.
Vote on the motion or consideration of another action.
76
COMMUNITY DEVELOPMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Alex Bergeron, Planner II
Date: February 25, 2020
RE: Resolution 11-20 Supplemental Map #5 of EPCO Condominiums, Lot 1
EPCO Subdivision, 220 Virginia Drive Unit 20
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Conduct a public hearing to consider Supplemental Map #5 of EPCO Condominiums,
the fifth and final supplemental map for the EPCO Condominiums development which
establishes Unit 20 and completes the associated development plan, for compliance
with the Estes Valley Development Code (EVDC).
Present Situation:
Lot 1 of the EPCO Subdivision was originally platted to accommodate construction of
four additional single-family condominium units within the larger, 13-unit EPCO
Condominiums development. Actual development has resulted in a 12-unit
condominium development, governed by the Estes Highlands HOA, with Unit 20 being
the third and final building of Lot 1 and the final residential unit to be included in the
HOA. The change from four to three condominium units being developed within the
Subdivision was approved and accepted by the Town Board with its approval of
Supplemental Map #3 of EPCO Condominiums on October 24, 2017.
The site is centrally located in the town along MacGregor Avenue approximately one-
tenth of a mile south of W Wonderview Avenue and one-tenth of a mile north of Bond
Park within the RM (Multi-family Residential) Zone District. See attached vicinity map.
Proposal:
The owner, Anita Thapa, requests approval of Supplemental Condominium Map #5, the
recordation of which will permit legal recognition of the recently-constructed
condominium unit and formally complete development of the EPCO Subdivision.
77
Advantages:
This proposal complies the applicable standards of the EVDC, specifically:
Section 3.9.E “Standards of Review” for subdivisions, and Section 10.5.H
“Condominiums, Townhouses and Other Forms of Airspace Ownership.”
Disadvantages:
None identified.
Action Recommended:
The Estes Valley Planning Commission having no review role for supplemental maps,
staff recommends approval of Supplemental Map #5 of EPCO Condominiums.
Finance/Resource Impact:
Little or none.
Level of Public Interest:
Low: The Community Development Department has not received any verbal or written
public comments or inquiries to date.
Sample Motions:
I move the Town Board of Trustees Approve Resolution 11-20.
I move the Town Board of Trustees deny the Supplemental Map #5 of EPCO
Condominiums, finding that [state findings for denial].
Attachments:
Resolution 11-20
Vicinity Map
Letter of Intent
Attorney Certificate
EPCO Condominiums Supplemental Map #5
Full Application: www.estes.org/currentapplications
78
RESOLUTION 11-20
APPROVING SUPPLEMENTAL MAP #5 OF EPCO CONDOMINIUMS, LOT 1 EPCO
SUBDIVISION TOWN OF ESTES PARK, COLORADO
WHEREAS, an application for a Supplemental Map which legally establishes
Unit 20 of EPCO Condominiums was filed by Anita Thapa/ Cornerstone Engineering &
Surveying, Inc. (owner/applicant);
WHEREAS, the original plat map EPCO Subdivision is recorded in the records of
the Larimer County Clerk and Recorder at Reception No. 20040026748 to
accommodate condominium construction on a 1.703-acre parcel located within the RM
(Multi-family Residential) Zone District;
WHEREAS, establishment of Unit 20 via Supplemental Map #5 completes
development of Lot 1 EPCO Subdivision and the associated development plan;
WHEREAS, The Board of Trustees has previously approved Supplemental Maps
1-4 of EPCO Condominiums with the most recent being accepted and approved on
August 14, 2018; and
WHEREAS, the Board of Trustees finds the applicant has complied with the
applicable requirements of the Estes Valley Development Code
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
TOWN OF ESTES PARK, COLORADO:
Supplemental Map #5 of EPCO Condominiums is hereby approved.
DATED this day of , 2020.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
79
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PHONE970.5862458FAX970586.2459E-MAILces@ces-ccc.comWBwwwres-ccccom1692BIgTbonpon.Suite200CDlr’JE(HSrQEEttesPark. Colorado80517FHGlNlFFFING&SURVEYING.INC.December10,2019Mr.RandyHuntCommunity DevelopmentDirectorTownofEstesParkP.O.Box1200EstesPark,Co.80517RE:“SupplementalMap#5ofEPCOCondominiumsUnit20”StatementofIntentDearMr.Hunt:CornerstoneEngineeringandSurveying,Inc.(CES)ispleasedtosubmitplansandcorrespondenceforthe“SupplementalMap#5ofEPCOCondominiumsUnit20,TownofEstesPark, StateofColorado”.EXISTING CONDITIONSPresently,thepropertyisdevelopedwitheleven(11)separate condominimzedstructures.ThepropertyiszonedRM-Multi-familyandisborderedbysimilarlyzonedproperties.Theproperty densityallowsforthireen(13)unitswiththesubjectproperty beingthefinalapprovedstructure allowedbytheapproveddevelopmentplan.PROJECTDESCRIPTIONTheproposedsupplementalcondominiummapwillfinalizethenewlyconstructedUnit#20.Noimprovementsareproposedwith thissubmittal.ACCESSPrimaryaccesstotheproperyisoffofMacGregorAvenue.AdditionalaccessisoffofVirginiaDrive.Pleasecontactusifyouhaveanyquestions.Sincerely,JesReetzPlanner81
82
83
84
85
2/27/2020
1
Supplemental Map #5
EPCO Condominiums
February 25, 2020
Planner Bergeron
Vicinity Map
1
2
2/27/2020
2
Key Points
Lot 1 of the EPCO Subdivision was originally platted to accommodate construction of four additional single‐family
condominium units within the larger, 13‐unit EPCO Condominiums development
Actual development has resulted in a 12‐unit condominium development, governed by the Estes Highlands HOA,
with Unit 20 being the third and final building of Lot 1 and the final residential unit of the development
The change from four to three condominium units being developed within Lot 1 of the EPCO Subdivision was
accepted by the Town Board with its approval of Supplemental Map #3 of EPCO Condominiums on October 24,
2017
Advantages: This proposal complies the applicable standards of the EVDC, specifically: Section 3.9.E “Standards of
Review” for subdivisions, and Section 10.5.H “Condominiums, Townhouses and Other Forms
of Airspace Ownership
Disadvantages: None identified
Level of public interest: Low
Staff recommends APPROVAL
3
4
86
FINANCE DEPARTMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Finance Director Hudson
Date: Feb 25, 2020
RE: Resolution 12-20 Supplemental Budget Appropriations
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Amend the 2020 budget for various changes and additions including debt service on the
Park Entrance Mutual Pipeline Water Company USDA financing, capital expenditures
for Prospect Mountain Water Company infrastructure upgrades, and the engineering
costs for the Glacier Creek Water Treatment Plant Disinfection Outreach Verification
Effort improvements.
Present Situation:
The 2020 budget as adopted Nov 26, 2019 and amended Jan 14, 2020 did not include
some projects still under development and other items which were not apparent at that
time. The following paragraphs explain the proposed appropriation changes by fund in
more detail.
General Fund: Increase $1,500
The Museum budget is being increased $1,500 for acquisition of a few additional folding
tables for the meeting room. The additional tables are being paid for by additional
rental revenues not anticipated during the original budget development.
Emergency Response Fund: Increase $6,000
Appropriations are being increased $5,000 to replace some of the Emergency
Operations Center computers and $1,000 to acquire a map table with a dry erase cover
for use during events.
Water Fund: Increase $12,156,279
Debt service expenditures are being increased $20,860 for payments on the USDA loan
approved Feb 11, 2020 for the Park Entrance Mutual Pipeline Water Company
(PEMPWCO) infrastructure improvement project. The debt service will be covered by
the additional water charges to the 18 impacted properties. 87
Capital expenditures are being increased by $11,040,000 for the Prospect Mountain
Water Company system upgrades, similar to the PEMPWCO project. The Town will
seek a construction loan later this spring to fund the project costs until completion, at
which time a separate USDA loan and matching grant will pay off the construction loan
similar to the PEMPWCO USDA loan above. The budget includes this construction
funding as well as the increased appropriations.
Capital expenditures are also being increased by $1,100,000 to begin the engineering
design for the upgrades at the Glacier Creek Water Treatment Plant as mandated by
the State’s Disinfection Outreach Verification Effort (DOVE) program. These design
costs will be eligible for future reimbursement by another USDA loan, currently going
through the approval process. Timing of this project is critical due to the need to
coordinate shut down of the Glacier plant with water flowing through the Adams Tunnel
to feed the Mary’s Lake Water Treatment Plant. As a reminder, when the Glacier plant
is down, the only source of water for the Town is the Mary’s Lake plant which gets its
water through the tunnel. Water Superintendent Eshelman was able to work with the
US Bureau of Reclamation to keep some water flowing through the tunnel over the fall
of 2021 so the project needs to be completed before the tunnel shut down in fall of
2022. These design costs will be funded out of Water Fund reserves with construction in
2021 funded by another construction loan, similar to Prospect Mountain Water
Company above.
Payment in lieu of taxes from the Water Fund to the General Fund are being reduced by
$4,581 to correspond with an equivalent property tax calculation on Water Fund capital
assets. General Fund revenues were already stated correctly in the original budget.
Proposal:
To complete these items, the moneys must be appropriated within the proper funds.
The attached budget resolution provides for the required appropriations.
Advantages:
The Town will be able to complete these projects and make the operational changes as
proposed and requested.
Disadvantages:
This will appropriate Town funds for these purposes, reducing funding available for
other purposes.
Action Recommended:
Staff recommends approval of the supplemental budget resolution as presented.
88
Finance/Resource Impact:
After reflecting these changes, the General Fund is projected to end 2020 with a 30.0%
fund balance. Each fund is expected to end 2020 with a positive fund balance as well.
Level of Public Interest
The amount of public interest in these amendments is expected to be minimal. No
communication from the public has been received regarding these proposed
amendments.
Sample Motion:
I move for the approval/denial of Resolution #12-20 Supplemental Budget
Appropriations to the 2020 Budget.
Attachments:
Attachment A – Resolution # 12-20 Supplemental Budget Appropriations to the 2020
Budget
Attachment B – Recap of proposed Budget Amendments and supporting schedules
89
Attachment A - Resolution
RESOLUTION 12-20
SUPPLEMENTAL BUDGET APPROPRIATIONS TO THE 2020 BUDGET
WHEREAS, the Board of Trustees of the Town of Estes Park has adopted the 2020
annual budget in accordance with the Local Government Budget Law on November 26th, 2019;
and
WHEREAS, additional projects and activities have been identified that were not known or
included in the original annual budget; and
WHEREAS, it is not only required by law, but also necessary to appropriate the revenues
provided in the budget to and for the purposes described below, so as not to impair the
operations of the Town of Estes Park.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
TOWN OF ESTES PARK, COLORADO:
That the appropriations be increased by $12,163,779 for the funds specified below and
these amounts are hereby appropriated from additional revenue or available fund balance of
each fund.
Fund
#
Fund Name Existing
Appropriations
Amendment Amended
Appropriations
101 General Fund 23,537,689 1,500 23,539,189
204 Community Reinvestment Fund 4,806,046 0 4,806,046
211 Conservation Trust Fund 31,678 0 31,678
220 Larimer County Open Space Fund 596,027 0 596,027
236 Emergency Response System Fund 51,544 6,000 57,544
238 Community Center Fund 837,327 0 837,327
244 Trails Fund 930,419 0 930,419
256 Parking Services Fund 681,232 0 681,232
260 Street Fund 2,063,935 0 2,063,935
502 Power and Communications Fund 20,829,385 0 20,829,385
503 Water Fund 7,383,764 12,156,279 19,540,043
606 Medical Insurance Fund 2,493,000 0 2,493,000
612 Fleet Maintenance Fund 858,541 0 858,541
625 Information Technology Fund 879,656 0 879,656
635 Vehicle Replacement Fund 176,450 0 176,450
645 Risk Management Fund 307,344 0 307,344
Total All Funds 66,464,037 12,163,779 78,627,816
90
Attachment A - Resolution
ADOPTED this 25th day of Feb, 2020.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
91
TOWN OF ESTES PARKBUDGET RECAP BY FUNDFOR YEAR ENDED 12-31-2020BUDGET AMENDMENT #4101204211220236238244256260GENERAL FUNDCOMMUNITY REINVESTMENT CONSERVATION TRUSTLARIMER COUNTY OPEN SPACEEMERGENCY RESPONSECOMMUNITY CENTERTRAILSPARKING SERVICES FUNDSTREETRevenues$22,882,606 $4,808,046$32,300$660,500$83,983$837,327$921,263$740,109 $2,049,585Expenses23,539,189 4,806,04631,678596,02757,544837,327930,419681,232 2,063,935Net(656,583)2,00062264,47326,4390(9,156)58,877 (14,350)Estimated Beginning Fund Balance, 1/1/206,693,637071,227107,906112,27419,94819,58158,877 583,022Estimated Ending Fund Balance, 12/31/20$6,037,054$2,000$71,849$172,379$138,713$19,948$10,425$117,754 $568,672Budgeted Reserves Thumb Open Space Reserve- - 70,000 171,700 - - - - - Pkg Garage Maint Reserve 101-1700-417-37-9924,000 - - - - - - - - Nonspendable Prepaid Fund Bal & Restr Donations122,000 - - - - - - - - Policy 660 Fund Balance Reserves4,915,005 - - - - - - - - Total Reserved Fund Balance5,061,005 - 70,000 171,700 - - - - - Unreserved Budgetary Fund Balance$976,049$2,000$1,849$679$138,713$19,948$10,425$117,754 $568,672502503606612625635645POWER AND COMMUNICATIONS WATERMEDICAL INSURANCE FLEETINFORMATION TECHNOLOGYVEHICLE REPLACEMENTRISK MANAGEMENT TOTALRevenues, As Amended$18,561,873 $18,895,486 $2,489,578$507,766$898,729$478,889$307,344 $75,155,384Expenses, As Amended20,829,385 19,540,043 2,493,000858,541879,656176,450307,344 78,627,816Net(2,267,512)(644,557)(3,422)(350,775)19,073302,4390 (3,472,432)Estimated Beginning Fund Balance, 1/1/209,964,903 3,457,358 1,292,794452,902266,053245,0560 23,345,538Estimated Ending Fund Balance, 12/31/20$7,697,391 $2,812,801 $1,289,372$102,127 $285,126 $547,495 $0 $19,873,106Budgeted Reserves Thumb Open Space Reserve- - - - - - - 241,700 Pkg Garage Maint Reserve 101-1700-417-37-99- - - - - - - 24,000 Nonspendable Prepaid Fund Bal & Restr Donations- - - - - - - 122,000 Equipment Reserve1,651,484 505,590 - - - 547,495 - 2,704,569 Policy 660 Fund Balance Reserves4,786,096 - 930,376 85,854 200,000 - - 10,917,331 Total Reserved Fund Balance6,437,580 505,590 930,376 85,854 200,000 547,495 - 14,009,600 Unreserved Budgetary Fund Balance1,259,811 2,307,211 358,996 16,273 85,126 - - 5,863,506 Attachment B - Budget Recap92
TOWN OF ESTES PARK
SUMMARY OF ANTICIPATED REVENUE
FOR YEAR ENDED 12-31-2020
BUDGET AMENDMENT #4
Fund/Dept Fund Name
2020
Original Amendment 2020 Amended
101 GENERAL FUND 22,880,206 2,400 22,882,606
204 COMMUNITY REINVESTMENT 4,808,046 - 4,808,046
211 CONSERVATION TRUST 32,300 - 32,300
220 LARIMER COUNTY OPEN SPACE 660,500 - 660,500
236 EMERGENCY RESPONSE 83,983 - 83,983
238 COMMUNITY CENTER 837,327 - 837,327
244 TRAILS 921,263 - 921,263
256 PARKING SERVICES FUND 740,109 - 740,109
260 STREET 2,049,585 - 2,049,585
502 POWER AND COMMUNICATIONS 18,561,873 - 18,561,873
503 WATER 7,176,626 11,718,860 18,895,486
606 MEDICAL INSURANCE 2,489,578 - 2,489,578
612 FLEET 507,766 - 507,766
625 INFORMATION TECHNOLOGY 898,729 - 898,729
635 VEHICLE REPLACEMENT 478,889 - 478,889
645 RISK MANAGEMENT 307,344 - 307,344
TOTAL 63,434,124 11,721,260 75,155,384
Attachment B - Budget Recap
93
TOWN OF ESTES PARK
SUMMARY OF APPROPRIATIONS
FOR YEAR ENDED 12-31-2020
BUDGET AMENDMENT #4
Fund/Dept Fund Name
2020
Original Amendment 2020 Amended
101 GENERAL FUND
101-1100 Legislative 345,792 - 345,792
101-1190 Town Attorney 338,847 - 338,847
101-1200 Judicial 76,187 - 76,187
101-1300 Town Administrator's Office 370,082 - 370,082
101-1400 Town Clerk's Office 347,940 - 347,940
101-1500 Finance 579,008 - 579,008
101-1600 Com Dev ( Planning) 835,211 - 835,211
101-1700 Facilities 1,108,864 - 1,108,864
101-1800 Employee Benefits 318,618 - 318,618
101-1900 Community Service Grants 1,359,306 - 1,359,306
101-2100 Police - Patrol 3,944,293 - 3,944,293
101-2155 Police - Communications 989,092 - 989,092
101-2175 Police - Comm Svcs 375,388 - 375,388
101-2185 Police - Code Enforcement 163,394 - 163,394
101-2300 Building Safety Divison 647,900 - 647,900
101-2400 Engineering 402,211 - 402,211
101-2600 Visitor Center 504,551 - 504,551
101-3100 Streets 1,291,037 - 1,291,037
101-5200 Parks 1,317,867 - 1,317,867
101-5304 Senior Center - - -
101-5500 Special Events 2,252,573 - 2,252,573
101-5600 Transportation 589,694 - 589,694
101-5690 Parking Services - - -
101-5700 Museum 401,079 1,500 402,579
101-9000 Transfers 4,978,755 - 4,978,755
101 GENERAL FUND 23,537,689 1,500 23,539,189
204 COMMUNITY REINVESTMENT 4,806,046 - 4,806,046
211 CONSERVATION TRUST 31,678 - 31,678
220 LARIMER COUNTY OPEN SPACE 596,027 - 596,027
236 EMERGENCY RESPONSE 51,544 6,000 57,544
238 COMMUNITY CENTER 837,327 - 837,327
244 TRAILS 930,419 - 930,419
256 PARKING SERVICES FUND 681,232 - 681,232
260 STREET 2,063,935 - 2,063,935
502 POWER AND COMMUNICATIONS 20,829,385 - 20,829,385
503 WATER 7,383,764 12,156,279 19,540,043
606 MEDICAL INSURANCE 2,493,000 - 2,493,000
612 FLEET 858,541 - 858,541
625 INFORMATION TECHNOLOGY 879,656 - 879,656
635 VEHICLE REPLACEMENT 176,450 - 176,450
645 RISK MANAGEMENT 307,344 - 307,344
TOTAL ALL FUNDS 66,464,037 12,163,779 78,627,816
Attachment B - Budget Recap
94
TOWN OF ESTES PARK
GENERAL FUND BUDGET RESERVE RATIO
FOR YEAR ENDED 12-31-2020
BUDGET AMENDMENT #4
General Fund
Comm
Reinvestment
Fund Total
Fund Balance $6,037,054 $2,000 $6,039,054
Reserves to Exclude
Parking Garage Maintenance Reserve 24,000 24,000
Prepaids and Restricted Donations Estimate 122,000 122,000
146,000 - 146,000
Fund Balance Subject to Reserve Calculation 5,891,054 2,000 5,893,054
Total Expenditures 23,539,189 4,806,046 28,345,235
Less Transfers Out Between GF & CRF 4,793,046 3,555,919 8,348,965
Net Expenditures 18,746,143 1,250,127 19,996,270
Less Capital Expenditures
Cap Outlay - Front End Loader (Bi-annual Trade In) - Streets 20,000 20,000
Cap Outlay - Bobcat Trade Ins 2 (Annual trade in) - Parks 6,450 6,450
Cap Outlay - CIP - Town Hall VRF Phase 1 (Air Conditioners) 198,000 198,000
CIP - Downtown Wayfinding 2020 50,000 50,000
CIP - Events Center Stall Leveling 61,800 61,800
Total Capital to Exclude 26,450 309,800 336,250
Total Expenditures Subject to Reserve Calculation 18,719,693 940,327 19,660,020
Reserve Ratio 31.5% 0.2% 30.0%
Attachment B - Budget Recap
95
TOWN OF ESTES PARK
GENERAL FUND ONGOING REVENUE VS ONGOING EXPENDITURES
FOR YEAR ENDED 12-31-2020
BUDGET AMENDMENT #4
General Fund
Community
Reinvestment
Fund Total
Total Revenues 22,882,606 4,808,046 27,690,652
Less:
Capital Grants (One time funds)---
Transfers between GF & CRF 3,555,919 4,793,046 8,348,965
3,555,919 4,793,046 8,348,965
Net Ongoing Revenues 19,326,687 15,000 19,341,687
Total Expenditures 23,539,189 4,806,046 28,345,235
Less:
Transfers between GF & CRF 4,793,046 3,555,919 8,348,965
Less One Time Expenditures:
Parking Garage Maintenance Reserve 12,000 -12,000
Cap Outlay - Front End Loader (Bi-annual Trade In) - Streets 20,000 -20,000
Cap Outlay - Bobcat Trade Ins 2 (Annual trade in) - Parks 6,450 -6,450
Cap Outlay - CIP - Town Hall VRF Phase 1 (Air Conditioners)-198,000 198,000
CIP - Downtown Wayfinding 2020 -50,000 50,000
CIP - Events Center Stall Leveling -61,800 61,800
Barn Repairs 101-5500-455-25-02 15,000 -15,000
VC Lobby/Driver Lounge Furniture 101-2600-426-26-23 8,000 -8,000
PTWIN data migration 101-1400-414-22-13 8,000 -8,000
Property File Scanning Temp 101-1400-414-22-13 25,000 -25,000
Parking Division Startup Transfer 185,709 -185,709Painting/Staining Outside of Visitor Center 33,000 -33,000Increase in Community Initiative 50,000 -50,000Community Initiative Funding 101-1900-419-91-47 100,000 100,000
Infant/Toddler Childcare Capital Grant Pool 10,000 -10,000
473,159 309,800 782,959
Net Ongoing Expenditures 18,272,984 940,327 19,213,311
Net Ongoing Rev vs Exp 1,053,703 (925,327) 128,376
Attachment B - Budget Recap
96
TOWN OF ESTES PARK
GENERAL FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes 12,402,321 13,842,631 14,346,299 15,218,010 - 15,218,010
Intergovernmental -2,721----Rental Income 35,102 30,602 30,599 30,600 -30,600
Investment Income 18,351 53,071 125,000 115,000 -115,000Miscellaneous18,571 32,534 37,811 27,778 -27,778
Transfers In 1,768,749 1,875,924 4,382,534 5,414,484 - 5,414,484Departmental Revenues 3,557,564 7,938,020 3,201,715 2,074,334 2,400 2,076,734
Total Revenues 17,800,658 23,775,503 22,123,958 22,880,206 2,400 22,882,606
Legislative 174,603 208,236 298,985 345,792 -345,792
Attorney --201,942 338,847 -338,847Judicial57,705 76,471 83,174 76,187 -76,187
Town Administrator 506,367 329,092 433,677 370,082 -370,082Town Clerk 451,486 478,534 489,372 347,940 -347,940
Finance 471,796 519,073 572,545 579,008 -579,008Planning1,005,643 727,119 1,173,323 835,211 -835,211
Facilities 938,061 973,354 1,409,451 1,108,864 - 1,108,864Human Resources 115,108 94,403 212,963 318,618 -318,618
Community Svcs 998,270 1,125,668 1,186,277 1,359,306 - 1,359,306Police - Patrol 3,000,366 3,286,926 4,029,471 3,944,293 - 3,944,293
Police - Communications 1,253,765 907,050 1,052,547 989,092 -989,092Police - Comm Svc 324,440 351,972 335,500 375,388 -375,388
Police - Code Enforcement --62,264 163,394 -163,394Building Safety 532,077 529,267 588,379 647,900 -647,900
Engineering 669,046 588,661 384,003 402,211 -402,211Visitor Services 417,208 437,098 549,335 504,551 -504,551
Streets and Highways 5,239,372 1,217,558 1,262,009 1,291,037 - 1,291,037
Parks 1,007,346 1,136,797 1,245,082 1,317,867 - 1,317,867
Senior Center 316,52913,233----
Special Events 1,840,231 2,106,676 2,128,760 2,252,573 - 2,252,573
Transit 432,628 458,402 1,463,054 589,694 -589,694
Parking -24,872 260,161 ---Museum 300,739 360,349 401,354 401,079 1,500 402,579
Transfers Out 977,921 1,350,322 4,273,100 4,978,755 - 4,978,755
Total Expenditures 21,030,707 17,301,133 24,096,728 23,537,689 1,500 23,539,189
Net Income (Loss)(3,230,049) 6,474,370 (1,972,770) (657,483)900 (656,583)
Beginning Fund Balance 5,422,086 2,192,037 8,666,407 6,693,637 6,036,154 6,693,637
Ending Fund Balance 2,192,037 8,666,407 6,693,637 6,036,154 6,037,054 6,037,054
Attachment B - Budget Recap
97
TOWN OF ESTES PARK
COMMUNITY REINVESTMENT FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Intergovernmental 3,080,1632,284,195----
Investment Income 10,525 20,732 7,500 15,000 -15,000Miscellaneous29,52038,239----
Transfers In 977,921 1,350,322 4,258,100 4,793,046 - 4,793,046Debt Proceeds 4,552,617- ----
Departmental Revenues -- ----
Total Revenues 8,650,746 3,693,488 4,265,600 4,808,046 - 4,808,046
Community Reinvestment Fund 20,125 18,467 200,750 22,000 -22,000Capital Outlay 8,433,309 2,029,886 2,044,972 309,800 -309,800
Debt Service 773,437 916,754 918,413 918,327 -918,327Transfers Out -- 2,460,564 3,555,919 - 3,555,919
Rounding (1)- ----
Total Expenditures 9,226,870 2,965,107 5,624,699 4,806,046 - 4,806,046
Net Income (Loss)(576,124) 728,381 (1,359,099) 2,000 -2,000
Beginning Fund Balance 1,206,842 630,718 1,359,099 -2,000 -
Ending Fund Balance 630,718 1,359,099 -2,000 2,000 2,000
Attachment B - Budget Recap
98
TOWN OF ESTES PARK
CONSERVATION TRUST FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Intergovernmental 30,765 31,687 32,000 32,000 -32,000
Investment Income 419 670 300 300 -300Miscellaneous-- ----
Total Revenues 31,184 32,357 32,300 32,300 -32,300
Conservation Trust Fund 11,786 16,709 31,678 31,678 -31,678
Rounding (1)- ----
Total Expenditures 11,785 16,709 31,678 31,678 -31,678
Net Income (Loss)19,399 15,648 622 622 -622
Beginning Fund Balance 35,558 54,957 70,605 71,227 71,849 71,227
Ending Fund Balance 54,957 70,605 71,227 71,849 71,849 71,849
Attachment B - Budget Recap
99
TOWN OF ESTES PARK
LARIMER COUNTY OPEN SPACE FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Intergovernmental 1,975,384 1,122,088 1,165,000 658,000 -658,000
Investment Income 240 4 2,000 2,500 -2,500Miscellaneous41,524- ----
Transfers In -- ----
Total Revenues 2,017,148 1,122,092 1,167,000 660,500 -660,500
Open Space 110,599 70,384 82,497 73,527 -73,527
Capital Outlay 1,600,951 126,427 1,230,073 522,500 -522,500Transfers Out 430,000 -300,000 ---
Rounding (1)- ----
Total Expenditures 2,141,549 196,811 1,612,570 596,027 -596,027
Net Income (Loss)(124,401) 925,281 (445,570) 64,473 -64,473
Beginning Fund Balance (247,404) (371,805) 553,476 107,906 172,379 107,906
Ending Fund Balance (371,805) 553,476 107,906 172,379 172,379 172,379
Attachment B - Budget Recap
100
TOWN OF ESTES PARK
EMERGENCY RESPONSE SYSTEM FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes 69,220 75,215 78,834 83,733 -83,733
Investment Income 325 334 250 250 -250Miscellaneous-276----
Debt Proceeds --325,000 ---
Total Revenues 69,545 75,825 404,084 83,983 -83,983
Emergency Response System 29,930 28,265 78,305 51,544 6,000 57,544Capital Outlay 11,694 -325,000 ---
Transfers Out ------Rounding - (1)----
Total Expenditures 41,624 28,264 403,305 51,544 6,000 57,544
Net Income (Loss)27,921 47,561 779 32,439 (6,000) 26,439
Beginning Fund Balance 36,013 63,934 111,495 112,274 144,713 112,274
Ending Fund Balance 63,934 111,495 112,274 144,713 138,713 138,713
Attachment B - Budget Recap
101
TOWN OF ESTES PARK
COMMUNITY CENTER FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes 692,196 752,155 788,340 837,327 -837,327
Intergovernmental -- ----Charges for Services -- ----
Rental Income -- ----Investment Income ------
Miscellaneous -- ----Transfers In -- ----
Debt Proceeds -- ----Departmental Revenues (1)-----
Total Revenues 692,195 752,155 788,340 837,327 -837,327
Community Center 692,196 752,155 768,392 837,327 -837,327
Transfers Out -- ----Rounding -- ----
Total Expenditures 692,196 752,155 768,392 837,327 -837,327
Net Income (Loss)(1)-19,948---
Beginning Fund Balance 1 --19,948 19,948 19,948
Ending Fund Balance --19,948 19,948 19,948 19,948
Attachment B - Budget Recap
102
TOWN OF ESTES PARK
TRAILS EXPANSION FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes 346,098 376,077 394,170 418,663 -418,663
Intergovernmental 115,217 --500,000 -500,000Charges for Services -- ----
Rental Income -- ----Investment Income 5,473 3,349 2,000 2,600 -2,600
Miscellaneous 69,880- ----Transfers In -- ----
Debt Proceeds -- ----Departmental Revenues -- ----
Total Revenues 536,668 379,426 396,170 921,263 -921,263
Trails Expansion Operations --33,537 28,919 -28,919
Capital Outlay 334,205 -955,773 901,500 -901,500Transfers Out 673,000 - ----
Rounding (2)(1)----
Total Expenditures 1,007,203 (1) 989,310 930,419 -930,419
Net Income (Loss)(470,535) 379,427 (593,140) (9,156)-(9,156)
Beginning Fund Balance 703,829 233,294 612,721 19,581 10,425 19,581
Ending Fund Balance 233,294 612,721 19,581 10,425 10,425 10,425
Attachment B - Budget Recap
103
TOWN OF ESTES PARK
STREET IMPROVEMENT FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes 1,661,271 1,805,171 1,892,015 2,009,585 - 2,009,585
Intergovernmental -- ----Charges for Services -- ----
Rental Income -- ----Investment Income 54,498 78,967 15,000 40,000 -40,000
Miscellaneous 6- ----Transfers In 1,103,000- ----
Debt Proceeds -- ----Departmental Revenues -- ----
Total Revenues 2,818,775 1,884,138 1,907,015 2,049,585 - 2,049,585
Street Improvement Operations 1,818,796 601,201 701,633 727,835 -727,835
Capital Outlay 111,179 2,059,154 4,180,312 1,336,100 - 1,336,100Transfers Out -- ----
Rounding 1- ----
Total Expenditures 1,929,976 2,660,355 4,881,945 2,063,935 - 2,063,935
Net Income (Loss)888,799 (776,217) (2,974,930) (14,350)-(14,350)
Beginning Fund Balance 3,445,370 4,334,169 3,557,952 583,022 568,672 583,022
Ending Fund Balance 4,334,169 3,557,952 583,022 568,672 568,672 568,672
Attachment B - Budget Recap
104
TOWN OF ESTES PARK
POWER AND COMMUNICATIONS FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental 1,031,2023,344----Charges for Services 15,915,519 16,787,139 17,023,722 18,329,373 - 18,329,373
Rental Income 292- ----Investment Income 87,206 165,002 64,000 120,000 -120,000
Miscellaneous 472,396 322,017 134,578 112,500 -112,500Transfers In 365,7032,139,306----
Debt Proceeds -- 33,358,267 ---Departmental Revenues -- ----
Total Revenues 17,872,318 19,416,808 50,580,567 18,561,873 - 18,561,873
Source of Supply 7,350,123 7,670,249 7,554,806 7,983,854 - 7,983,854
Distribution 4,356,498 4,480,158 4,140,905 4,329,144 - 4,329,144Customer Accounts 445,111 478,638 449,154 451,758 -451,758
Admin & General 2,460,966 2,252,805 2,382,807 2,302,700 - 2,302,700Debt Service 151,307 139,811 3,771,466 1,539,928 - 1,539,928
Broadband -- 1,040,000 816,972 -816,972Capital Outlay 51,095 93,250 28,473,279 1,685,000 - 1,685,000
Transfers Out 1,646,929 1,731,228 1,772,928 1,720,029 - 1,720,029Rounding-1 ----
Total Expenditures 16,462,029 16,846,140 49,585,345 20,829,385 - 20,829,385
Net Income (Loss)1,410,289 2,570,668 995,222 (2,267,512)- (2,267,512)
Beginning Fund Balance 8,328,795 8,325,317 8,969,681 9,964,903 7,697,391 9,964,903
Ending Fund Balance 9,739,084 10,895,985 9,964,903 7,697,391 7,697,391 7,697,391
Attachment B - Budget Recap
105
TOWN OF ESTES PARK
WATER FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental (1,395) (2,959)-- 6,547,000 6,547,000Charges for Services 5,410,607 6,627,848 5,677,964 6,173,376 - 6,173,376
Rental Income -4,000----Investment Income 60,028 142,126 30,000 105,000 -105,000
Miscellaneous 278,116 75,167 40,000 440,250 -440,250Transfers In -551,956----
Debt Proceeds --20,000 458,000 5,151,000 5,609,000Departmental Revenues ------
Total Revenues 5,747,356 7,398,138 5,767,964 7,176,626 11,698,000 18,874,626
Source of Supply 98,192 106,625 202,200 202,200 -202,200
Purification 876,336 986,706 1,132,927 1,164,367 - 1,164,367Distribution2,624,412 2,435,980 1,589,206 1,933,551 - 1,933,551
Customer Accounts 351,088 338,156 298,992 257,185 -257,185Admin & General 643,529 780,028 799,587 852,070 (4,581) 847,489
Debt Service 123,081 118,454 410,270 396,355 20,860 417,215Capital Outlay 18,931 9,145 4,549,001 2,439,500 12,140,000 14,579,500
Transfers Out 121,820 144,696 149,042 138,536 -138,536Rounding-- ----
Total Expenditures 4,857,389 4,919,790 9,131,225 7,383,764 12,156,279 19,540,043
Net Income (Loss)889,967 2,478,348 (3,363,261) (207,138) (458,279) (665,417)
Beginning Fund Balance 5,473,725 6,470,992 6,820,619 3,457,358 3,250,220 3,457,358
Ending Fund Balance 6,363,692 8,949,340 3,457,358 3,250,220 2,791,941 2,791,941
Attachment B - Budget Recap
106
TOWN OF ESTES PARK
MEDICAL INSURANCE FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental -- ----Charges for Services 2,343,365 2,546,120 2,447,907 2,469,328 - 2,469,328
Rental Income -- ----Investment Income 5,885 23,158 3,500 20,000 -20,000
Miscellaneous 506 23,980 -250 -250Transfers In -- ----
Debt Proceeds -- ----Departmental Revenues -- ----
Total Revenues 2,349,756 2,593,258 2,451,407 2,489,578 - 2,489,578
Medical Insurance Fund Operations 1,904,193 2,132,406 2,352,416 2,493,000 - 2,493,000
Rounding - (2)----
Total Expenditures 1,904,193 2,132,404 2,352,416 2,493,000 - 2,493,000
Net Income (Loss)445,563 460,854 98,991 (3,422)-(3,422)
Beginning Fund Balance 243,637 732,949 1,193,803 1,292,794 1,289,372 1,292,794
Ending Fund Balance 689,200 1,193,803 1,292,794 1,289,372 1,289,372 1,289,372
Attachment B - Budget Recap
107
TOWN OF ESTES PARK
FLEET MAINTENANCE FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental -515----Charges for Services 456,458 487,938 502,053 506,219 -506,219
Rental Income -- ----Investment Income 2,098 4,852 1,000 1,547 -1,547
Miscellaneous 3,8972,194----Transfers In -- ----
Debt Proceeds -- ----Departmental Revenues -- ----
Total Revenues 462,453 495,499 503,053 507,766 -507,766
Fleet Maintenance 392,357 402,937 465,516 458,541 -458,541
Capital Outlay --44,000 400,000 -400,000Rounding-- ----
Total Expenditures 392,357 402,937 509,516 858,541 -858,541
Net Income (Loss)70,096 92,562 (6,463) (350,775)- (350,775)
Beginning Fund Balance 285,138 363,419 459,365 452,902 102,127 452,902
Ending Fund Balance 355,234 455,981 452,902 102,127 102,127 102,127
Attachment B - Budget Recap
108
TOWN OF ESTES PARK
INFORMATION SYSTEMS TECHNOLOGY FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental 5,9008----Charges for Services 611,055 719,629 841,731 892,729 -892,729
Rental Income -- ----Investment Income 6,339 5,457 5,000 5,000 -5,000
Miscellaneous 2,073 3,219 1,500 1,000 -1,000Transfers In -- ----
Debt Proceeds -- ----Departmental Revenues -- ----
Total Revenues 625,367 728,313 848,231 898,729 -898,729
IT Operations 609,392 668,724 768,216 799,656 -799,656
Capital Outlay --89,000 80,000 -80,000Transfers Out 365,703 - ----
Rounding -- ----
Total Expenditures 975,095 668,724 857,216 879,656 -879,656
Net Income (Loss)(349,728) 59,589 (8,985) 19,073 -19,073
Beginning Fund Balance 591,255 223,862 275,038 266,053 285,126 266,053
Ending Fund Balance 241,527 283,451 266,053 285,126 285,126 285,126
Attachment B - Budget Recap
109
TOWN OF ESTES PARK
VEHICLE REPLACEMENT FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental -- ----Charges for Services 869,624 270,793 455,898 478,139 -478,139
Rental Income -- ----Investment Income 12,517 13,291 10,000 750 -750
Miscellaneous 45,46059,970----Transfers In -- ----
Debt Proceeds -- ----Departmental Revenues -- ----
Total Revenues 927,601 344,054 465,898 478,889 -478,889
Fleet Replacement Operations 605,410321,074----
Capital Outlay 381,415 125 532,214 176,450 -176,450Transfers Out -2,691,262----
Rounding -- ----
Total Expenditures 986,825 3,012,461 532,214 176,450 -176,450
Net Income (Loss)(59,224) (2,668,407) (66,316) 302,439 -302,439
Beginning Fund Balance 2,865,183 3,322,783 311,372 245,056 547,495 245,056
Ending Fund Balance 2,805,959 654,376 245,056 547,495 547,495 547,495
Attachment B - Budget Recap
110
TOWN OF ESTES PARK
RISK MANAGEMENT FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental -- ----Charges for Services --273,947 307,344 -307,344
Rental Income -- ----Investment Income ------
Miscellaneous -- ----Transfers In -- ----
Debt Proceeds -- ----Departmental Revenues ------
Total Revenues --273,947 307,344 -307,344
Risk Management Operations --273,947 307,344 -307,344
Rounding -- ----
Total Expenditures --273,947 307,344 -307,344
Net Income (Loss)-- ----
Beginning Fund Balance -- ----
Ending Fund Balance -- ----
Attachment B - Budget Recap
111
TOWN OF ESTES PARK
PARKING SERVICES FUND
SUMMARY BY DEPARTMENT
BUDGET AMENDMENT #4
2017 Actual 2018 Actual
2019 EOY
Estimate 2020 Original Amendment
2020
Amended
REVENUE
Taxes -- ----
Intergovernmental -- ----Charges for Services ---554,400 -554,400
Rental Income -- ----Investment Income ------
Miscellaneous -- ----Transfers In ---185,709 -185,709
Debt Proceeds -- ----Departmental Revenues -- ----
Total Revenues ---740,109 -740,109
Parking Services Operations ---681,232 -681,232
Rounding -- ----
Total Expenditures ---681,232 -681,232
Net Income (Loss)---58,877 -58,877
Beginning Fund Balance ----58,877 58,877
Ending Fund Balance ---58,877 58,877 117,754
Attachment B - Budget Recap
112
FINANCE DEPARTMENT Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Finance Director Hudson
Date: Feb 25, 2020
RE: Policy 671 Revisions – Town Funding of Outside Entities
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER Approval Motion
QUASI-JUDICIAL YES NO
Objective:
Revise Policy 671 to exclude Trailblazer Broadband promotional sponsorships from this
policy.
Present Situation:
When the Town made the decision to start its own broadband service, it was entering
into a new world where we compete with other businesses to provide broadband
services to customers. This is fundamentally different from providing electricity or water
services since these utilities are monopolies and there is no direct competition.
However, since broadband services are not monopolistic in nature, the Town has
developed a marketing strategy and implementation plan. An important part of that is
the ability to sponsor events and other activities around the Town as a way of promoting
the new service.
As Trailblazer Broadband was beginning to start its marketing campaign, it was noticed
that the wording in Policy 671 - Town Funding of Outside Entities could be interpreted to
apply to their sponsorship campaign. Sponsorship of events and other activities had
been planned as an integral part of the marketing efforts for Trailblazer Broadband.
Policy 671 c) Event Sponsorship Funding was intended to apply to entities approaching
the Town for sponsorship of their event, not marketing efforts, although its wording can
be interpreted more broadly.
Proposal:
To eliminate any confusion with Policy 671, staff is proposing that the marketing efforts
of Trailblazer Broadband be exempted from the policy’s criteria and processes. A
simple exclusionary section is presented in the attached draft policy to make it clear that
the Trailblazer Broadband marketing efforts are not subject to these Policy 671
limitations. 113
Advantages:
This amendment makes it clear that Trailblazer Broadband marketing efforts can move
forward as originally envisioned.
Disadvantages:
None identified at this time.
Action Recommended:
Staff recommends approval of Revised Policy 671 – Town Funding of Outside Entities
as presented.
Finance/Resource Impact:
This will authorize the Trailblazer Broadband Division of the Power and Communication
Fund to sponsor events and activities as deemed appropriate within their marketing plan
and available budget.
Level of Public Interest
The amount of public interest in these amendments is expected to be minimal. No
communication from the public has been received regarding this amendment.
Sample Motion:
I move for the approval/denial of the revisions to Policy 671 – Town Funding of
Outside Entities as presented.
Attachments:
Attachment A – Finance Policy 671 – Town Funding of Outside Entities, vs. 3.12
114
Document Title Policy 671 – Town Funding of Outside Agencies 7/24/201802/25/2020
Revisions: 12 Town of Estes Park, Finance Page 1 of 5
Effective Period: Until superseded
Review Schedule: Triennially
Effective Date: 08/01/201802/25/2020
References: Governing Policies Manual 3.113.12
FINANCE
671
Town Funding of Outside Entities
1. PURPOSE
To provide a process by which the Town of Estes Park allocates and distributes funding
to outside entities.
2. POLICY
The Town of Estes Park recognizes the important role that outside entities play in meeting
the needs of the residents of the Estes Valley. Accordingly, when adequate funds are
available, the Town may make financial contributions to these entities in accordance with
the procedure below.
3. PROCEDURE
a. Base Funding
i. Purpose
Base funding from the Town is intended to support the general operations and
overhead of nonprofit entities that play a critical role in supporting the Town’s
Strategic Plan.
ii. Eligibility
The following entities are eligible to apply for Base funding from the Town of Estes
Park:
1) Crossroads Ministry of Estes Park
2) Estes Park Economic Development Corporation
3) Estes Park Housing Authority
4) Estes Park Nonprofit Resource Center
5) Estes Valley Crisis Advocates
6) Estes Valley Investment in Childhood Success
7) Salud Family Health Centers (Estes Park)
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Document Title Policy 671 – Town Funding of Outside Agencies 7/24/201802/25/2020
Revisions: 12 Town of Estes Park, Finance Page 2 of 5
8) Via Mobility Services
9) Estes Valley Watershed Coalition
iii. Review of Eligible Entities
The Town Board will review the list of entities eligible to apply for Base funding at
every scheduled review of this policy. This review will also include opportunity for
public comment.
iv. Application
Eligible entities seeking Base funding from the Town shall submit a completed
“Base Funding Application” (Exhibit A) to the Assistant Town Administrator by July
1st of each calendar year for the next year’s budget (i.e. by 07/01/2017 for the 2018
budget year).
v. Process
Applications for Base funding will be processed as a departmental budget request
by Town staff and presented to the Town Board as such. The following information
will be presented by staff to the Town Board during the public budget hearings:
1) The Base funding request from each entity; and
2) The Base funding support recommended by the Town Administrator.
vi. Annual Report
Any entity receiving Base funding must submit an annual report to the Assistant
Town Administrator by May 30th of the year following the year in which funding was
received (i.e. May 30th, 2019 for funding received for the 2018 calendar year). This
report must be no more than 350 words and should be structured as a press
release on what programs and services the entity used the Town funding to
support.
b. Community Initiative Funding
i. Purpose
Community Initiative funding is intended to support specific projects and programs
that advance one or more Outcome Areas in the Town’s Strategic Plan.
ii. Eligibility
Any entity or group serving the Estes Valley is eligible to apply for Community
Initiative funding, except those groups receiving Base funding under Section 3.a
of this policy. Base funding recipients must ask for all desired funds through the
Base funding process.
116
Document Title Policy 671 – Town Funding of Outside Agencies 7/24/201802/25/2020
Revisions: 12 Town of Estes Park, Finance Page 3 of 5
iii. Application
Eligible entities seeking Community Initiative funding shall submit a completed
“Community Initiative Funding Application” (Exhibit B) to the Executive Assistant
in Administration on or before August 31st of every year.
iv. Process
Applications for Community Initiative funding will be reviewed and ranked by each
Board member individually in advance of the annual public budget hearings.
Funding decisions will be made by the Board as a whole and will be adopted along
with the budget.
v. Criteria
The following criteria will be used in the evaluation of Community Initiative funding
applications:
1) Application Quality – is the application complete and does it adequately
describe the proposed project or program?
2) Strategic Plan Advancement – how well, or to what degree, does the
proposed project/program advance the Town’s Strategic Plan?
3) Initiative Reach – how many residents of the Estes Valley will benefit from
the proposed project or program?
vi. Project Report
Any recipient of Community Initiative funding must submit a project/program report
to the Assistant Town Administrator upon completion of the project/program that
received funding from the Community Initiative funding process. The report must
be no more than 350 words and should be structured as a press release that the
Town may use to tell the story of the project.
c. Event Sponsorship Funding
i. Purpose
Event Sponsorship funding is intended to demonstrate the Town’s support for
community events.
ii. Eligibility
Any nonprofit organization that is organizing a local event (serving the Estes
Valley) that is open to the public may request Event Sponsorship funding from the
Town.
iii. Application
Eligible entities seeking event sponsorship funding shall submit a completed
“Event Sponsorship Funding Application” (Exhibit C) to the Executive Assistant in
Administration.
117
Document Title Policy 671 – Town Funding of Outside Agencies 7/24/201802/25/2020
Revisions: 12 Town of Estes Park, Finance Page 4 of 5
iv. Process
All Event Sponsorship funding applications will be reviewed and awarded by the
Leadership Team. No sponsorship shall exceed $1,000 and an organization may
only receive one (1) sponsorship per calendar year (no in-kind funding requests
will be considered). A budget for event sponsorships will be adopted annually and
will be distributed on a first-come, first-served basis.
v. Criteria
The Leadership Team will evaluate Event Sponsorship funding applications using
the following criteria:
1) Vision Alignment – does the event align with the Town’s Vision?
2) Cost of Event Attendance – is the event free or affordable for the general
public?
3) Reach of Event – how many people does the event expect to attract?
4) Other Funding – have the organizers of the event received any other
funding?
vi. Exclusions
Promotional sponsorships funded by Trailblazer Broadband are excluded from
subsection (c), including the Event Sponsorship Funding criteria and processes.
d. Limitations on Off-Cycle Funding Requests
i. Definitions
For the purposes of this policy, an “Off-Cycle Funding Request” is any request for
financial support from an eligible outside entity that occurs outside of the
procedures established in Sections 3.a, 3.b, and 3.c of this policy.
ii. Purpose
The Town of Estes Park strives to consider all funding requests from eligible
outside agencies in a holistic manner in order to best prioritize these requests. To
this end, the Town does not accept or grant off-cycle funding requests with the
exception of those described in Section 3.d.iii.
iii. Exceptions
The Town will only consider off-cycle funding requests from entities that are eligible
for Community Initiative funding, and only in the following circumstances:
1) The Town is being asked to fund the final gap of a fundraising effort for a
time-sensitive project or program, and the Town’s contribution represents
twenty-five percent (25%) or less of the total amount fundraised; or
2) There is a time-limited opportunity to leverage a significant amount of
outside funding (at least a 1:1 match of the funding requested from the
Town).
118
Document Title Policy 671 – Town Funding of Outside Agencies 7/24/201802/25/2020
Revisions: 12 Town of Estes Park, Finance Page 5 of 5
iv. Application
Eligible entities seeking off-cycle funding must submit the following to the Town
Administrator:
1) A completed “Community Initiative Funding Application” (Exhibit B); and
2) A letter (no more than 500 words) explaining why the request qualifies under
one of the exceptions listed in Section 3.d.iii of this policy.
v. Process
If the off-cycle funding request application falls under one of the two exceptions
listed in Section 3.d.iii of this policy, the Town Administrator will schedule the
consideration of said request as an action item for a Town Board meeting.
Approved:
_____________________________
Todd Jirsa, Mayor
_____________
Date
119
120
Public Works Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Christy Crosser, Grant Specialist
Vanessa Solesbee, Parking & Transit Manager
Date: February 25, 2020
RE: Electric Vehicle Charging Station License Agreement
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
Public Works (PW) staff is seeking approval from the Board for a ten-year Charging
Station License Agreement with ChargePoint, Inc. to install and maintain electric vehicle
(EV) supply equipment (charging stations) in the Town’s Visitor Center parking lot.
Present Situation:
The Colorado Energy Office (CEO) manages the ALT Fuels Colorado Plug-in Electric
Vehicle (PEV) Direct Current Fast Charging (DCFC) corridors grant program. This
project aims to tackle one of the major barriers to PEV adoption in the state: the lack of
publicly available fast charging along highways. The program also received support
from the Colorado Department of Transportation (CDOT) with Federal Highway
Administration (FHWA) funds. Additionally, funds were received by the state from the
settlement of the Volkswagon litigation.
Six highway corridors were selected including the route from Boulder to Dinosaur
through Estes Park. As a Tier 1 distinguished destination, Estes Park is eligible for four
(4) fast charging stations. ChargePoint was awarded the grant from CEO to install
charging stations along all six of these corridors.
This project requires a local cost share; however, the requested Town contribution was
not funded in the 2020 budget. After much deliberation between ChargePoint and CEO,
the Town was informed that our local match requirement could be satisfied over an
extended time period during which ChargePoint could recover their capital investment.
Proposal:
ChargePoint is willing to pay 100% of the design and construction costs to install 4 fast
charging stations at the Visitors Center at the locations shown on the attached map.
121
These charging stations will be owned, operated and maintained by ChargePoint for a
period of 10 years. The Town’s responsibilities are to provide the 4 parking stalls and
allow ChargePoint to pay the Town the municipal rate for the electricity as outlined in
the attached agreement.
Advantages:
•As a premiere destination, this is an exceptional service for our guests and residents who
own electric vehicles.
•This project illustrates the Town’s commitment to protect our natural resources and be good
stewards of our environment.
•These fast charging stations expand the EV infrastructure in the state which encourages the
sale and use of electric vehicles.
•This project expands the Town’s demonstrated commitments to EVs already made with the
purchase of two electric trollies and 3 other Level II EV charging stations.
•The Town will receive overstay parking fees during the term of the agreement.
•The Town could receive revenue from these charging stations once the Town owns these.
Disadvantages:
•Use of four parking spaces at the Visitors Center will be limited to EVs at a location that
experiences high parking demand during the peak guest season.
•The agreement redirects potential EV user revenue to ChargePoint instead of the Town
during the ten-year term of the proposed agreement.
Action Recommended:
PW staff recommends the Town Board authorize the Mayor to sign the license
agreement with ChargePoint. The signed agreement will authorize ChargePoint to
install the EV chargers. The CEO has requested installation be complete by June 2020.
Finance/Resource Impact:
There is no local cost share required for this project as originally proposed. PW staff will
be responsible for paying the electric bill for these charging stations, and will be
reimbursed by ChargePoint. The Town will receive overstay parking fees from
ChargePoint (paid on the user’s smart phone app).
Level of Public Interest
There is moderate to high interest by those who own EVs, people who are interested in
our environmental stewardship, and those in the tourism industry.
Sample Motion:
I move for the approval/denial of the Charging Station License Agreement with
ChargePoint, Inc.
Attachments:
Map location of proposed fast charging stations
Charging Station License Agreement
122
Exhibit A – Licensed Spaces
Figure A1 Parking lot site plan above shows the location context for the planned section of the
Parking facility for the ChargePoint Express equipment installation.
Figure A2 Electric Vehicle Supply Equipment (EVSE) design above shows details for the
ChargePoint electric vehicle supply equipment installation. Site specific details will be confirmed
with engineered design and utility coordination.
Sattelite view of parking lot with licensed stalls clearly boxed
123
Exhibit “B”
Installation Scope of Work
TO BE COMPLETED WITH SITE SPECIFIC INFORMATION
1. Statement of Work
Will be provided per Section 4 for Host approval.
2. Clarifications
3. Excluded Items Outside of Agreement
4. Overhead Map View
5. Focused Installation View
124
6. Site Design Layout
Will be provided per Section 4 for Host approval.
7. Single Line Diagram
Will be provided per Section 4 for Host approval.
[ ] [PREFERRED INSTALLER]
By: By:
Name: Name:
Title: Title:
Address for Notices: Address for Notices:
125
Page 1 of 19
CHARGING STATION LICENSE AGREEMENT
This CHARGING STATION LICENSE AGREEMENT (this “License Agreement”),
effective as of the date indicated below (the “Effective Date”), is between CHARGEPOINT INC,
a Delaware corporation with its principal place of business located at 254 East Hacienda Avenue,
Campbell, CA 95008 (“Licensee”), and the Town of Estes Park, Colorado, a Colorado municipal
corporation, with its principal place of business located at 170 MacGregor Ave., Estes Park, CO
80517 (“Host”). Each of Licensee and Host is a “party,” and together they are the “parties,” to
this License Agreement.
BACKGROUND
A. Licensee has established a business to provide a variety of vehicle charging and
support services to owners of plug-in electric vehicles (“EVs”);
B. Licensee desires to license the use of parking spaces (as more fully described
below) from Host for the purpose of installing electric vehicle charging stations (“Charging
Stations”) and providing charging services to EV Drivers and Host desires to license the use of
those spaces to licensee; and
C. This License Agreement sets forth the parties’ agreement with respect to Host’s
grant of the License to Licensee.
A G R E E M E N T
1. Grant of License and License Term. Host, for and in consideration of the sum of TEN
AND NO/100 DOLLARS ($10.00) paid by Licensee, and other good and valuable consideration,
the sufficiency of which is acknowledged, grants to Licensee a limited, non-exclusive license
(“License”) to use a portion of Host’s property agreed to by the Parties (each such Host location is
hereby defined as a “Host Property”), for the purposes described in this License Agreement (each
parking space identified in Exhibit A is a “Licensed Space”). Exhibit A attached to this License
Agreement sets forth the list of potential Host Properties on which Licensee may operate a
Charging Station. The final list of Host Properties shall be subject to agreement of the Parties.
Each License of a Licensed Space is for an initial term of ten (10) years (the “License Term”),
beginning on the date on which the Charging Station servicing that Licensed Space is operational
(the “License Commencement Date”) and ending on the date that is ten (10) years from the
License Commencement Date (as extended, the “License Expiration Date”). Licensee’s right to
begin a License Term or install Charging Stations under this Agreement shall expire six (6) years
after the Effective Date. After the License Expiration Date for a Licensed Space, the parties shall
meet and confer to discuss a renewal term in good faith, unless either party gives written notice of
termination of the License with respect to that Licensed Space to the other party no later than
ninety (90) days before the applicable License Expiration Date (the date on which the License
Term for any Licensed Space ends is the “License Termination Date”). Licensee shall have the
exclusive right to operate one or more Charging Stations (as agreed to by the Parties) at Licensed
126
Page 2
Spaces identified on Exhibit A. In no event shall Host grant any license, lease or other possessory
right to any third party for the purpose of operating a Charging Station at any Host Property.
2. Licensed Space Use. Licensee may use each Licensed Space solely for the purposes of
installing, maintaining, repairing, and operating, all in accordance with this License Agreement,
one or more Charging Stations (as defined below), and the ancillary uses stated in this License
Agreement. The number and approximate location of the Charging Stations and Licensed Spaces
at any given Host Property is shown in the Exhibit A. Each License covers only the applicable
Licensed Space and the areas of Host’s adjacent property (other than the areas located within any
buildings or other structures located on such adjacent property) that are reasonably necessary to
provide access to and from that Licensed Space and the Charging Stations, for the purposes stated
in this License Agreement. The parties recognize that the License allows a right of use and does
not grant an interest in real property. Except as expressly stated otherwise, all personal property
placed, installed, or affixed to or otherwise located in any Licensed Space by Licensee is the sole
and exclusive property of Licensee.
3. Charging Models. Licensee shall select the EV charging stations (each a “Charging
Station”) to be installed in each Licensed Space. The number, design, make, model, and
manufacturer of each Charging Station are at Licensee’s sole discretion and may be specified in
Exhibit A, together with other additional services, equipment or facilities for servicing EVs that
Licensee may with Host’s consent elect to offer its customers from time to time during the License
Term as specified in an applicable Addendum to this Agreement as agreed to by the Parties
memorializing such change in services provided. Licensee, at any time and for any reason during
the License Term, may elect to upgrade, revise, alter, or swap any Charging Station installed in
any Licensed Space. Host shall be given thirty (30) days’ prior written notice of any such
upgrade, revision, alteration or swap of the Charging Station; provided that standard software
upgrades and defective station maintenance to the Charging Station shall not require written notice
to Host. Licensee will require access to Host Property and the Licensed Space to replace or
upgrade any Charging Stations during the License Term. Such replacement or upgrade will be
Licensee’s sole responsibility and will cause minimal disruption to the Host’s operation as no
additional construction, trenching, repaving, or landscaping will be required.
4. Installation; Ownership. Licensee is solely responsible for supervising and performing
or causing the performance of the construction and installation activities, including upgrades, for
all Charging Stations. No construction, installation or modification of a Charging Station shall be
undertaken other than pursuant to a scope of installation agreed to between the Licensee and Host,
which shall take the form attached as Exhibit B hereto. Licensee shall schedule the date and time
of construction and installation activities with Host in a manner intended not to interfere with
Host’s business operations and will provide notice to Host at least thirty (30) days before such
scheduled date and time. Such schedule shall be binding unless a party provides at least five (5)
business days’ prior written notice of any need to reschedule. Except in those instances where
Licensee is merely replacing or upgrading Charging Stations, Licensee shall submit detailed plans
and specifications (prepared by Licensee’s appropriately licensed electrical contractor) relating to
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the construction and installation of the Charging Station to Host for Host’s approval. Host agrees
to either approve or deny the submitted plans and construction schedule promptly, but in any event
within ten (10) days; provided that Host’s failure to approve or deny the submitted plans within
such ten (10) day period shall be deemed an approval of such plans. No work will begin until
plans have been approved (or deemed approved) by Host and all applicable permits and
certifications have been obtained. Once approved, and on the parties’ respective demonstration
that all insurance coverages required by this License Agreement are in place, Licensee will, at its
sole expense, cause the installation of all Charging Stations, including, to the extent applicable, the
hiring and coordination of all vendors and contractors; the installation of electrical equipment
utility lines in coordination with the Town Utilities Department, Power & Communications
Division, hardware, and software; site preparation, trenching, repaving, and landscaping in
coordination with the Town Public Works Department, Parks Division; and installation of all
Licensee-branded signage, if any, approved by Host in accordance with Section 12 of this License
Agreement. Host recognizes that Charging Stations will require the installation of dedicated
electrical service, supporting concrete pads, protective bollards and other associated equipment
necessary for the safe and effective provision of charging services to EV Drivers. Licensee will, at
its sole cost and expense, obtain from applicable governmental authorities all licenses, permits, or
other approvals required to install the Charging Stations, and Host will reasonably cooperate (at no
out-of-pocket expense to Host) on request with Licensee’s efforts to do so. On completion of the
installation of a Charging Station, that Charging Station is the personal property of Licensee, and
is not considered to be a fixture or in any way the property of Host during the License Term.
Host acknowledges and agrees that Licensee may retain contractors (and such contractors
may retain subcontractors) (collectively, “Contractors”) to perform some or all of Licensee’s
obligations under this License Agreement. Licensee shall not permit any mechanics' or other liens
to stand against the Licensed Space or Host’s adjacent property for work or material furnished
Licensee. If any mechanic's or materialmen's lien or notice of lien shall at any time be filed
against the Licensed Space or Host’s adjacent property by reason of work, labor, services or
materials performed or furnished to or on behalf of Licensee, Licensee shall promptly cause the
same to be discharged of record. Except during the pendency of any proceedings instituted by
License to contest any such lien or notice, if Licensee shall fail to cause such lien or notice of lien
to be discharged within thirty (30) days after the filing thereof, then, in addition to any other rights
and remedies available to Host at law, or in equity or under this License Agreement, Host may,
but shall not be obligated to, discharge the same by paying the amount claimed to be due, and the
amounts so paid by Host and all costs and expenses, including reasonable attorneys' fees, incurred
by Host in paying or procuring the discharge of such lien, shall be due and payable by Licensee to
Host within thirty (30) days of demand therefor.
5. Operation and Maintenance. Except as otherwise provided in this License Agreement,
Licensee will, at its sole cost and expense, maintain, operate, and take good care of the Charging
Stations, including making all necessary repairs, arrange for appropriate remote monitoring, and
obtain and have installed appropriate software and hardware upgrades. In addition, Licensee
agrees to keep the Charging Station in good working order and in a safe condition.
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Notwithstanding the foregoing, all damage or injury to the Charging Stations, whether requiring
structural or nonstructural repairs, that result solely from the negligent conduct of Host, or its
agents, contractors, or employees, acting in the course of their job duties for the Host, will be
repaired by Licensee, but at Host’s sole cost and expense, to the condition that existed before the
damage. Host shall have no obligation as to the condition or operability of the Charging Station
and Licensee hereby waives any claims or cause of action against Host in connection therewith;
provided that, Host agrees that it shall permit EV Drivers access to the Licensed Spaces. Host
shall ensure that the Licensed Space and the area appurtenant to the Licensed Spaces is free and
clear of debris. Additionally, Host shall maintain the general cleanliness and appearance of the
Charging Stations. Host shall maintain adequate lighting for the Licensed Spaces. Host shall
provide Licensee at least fourteen (14) days prior written notice of any scheduled maintenance or
repairs to the Host Property, and reasonably prompt notice of emergency event at the Host
Property, that could have the effect of denying access to the Licensed Spaces.
6. Utility Availability; General Obligations of Host. Host agrees (at no out-of-pocket
expense to Host) to reasonably cooperate in the facilitation of the provision of electricity and any
other utilities necessary to operate Charging Stations in each Licensed Space, including by
granting (for property owned by Host) or consenting to the granting of (for property leased by
Host) appropriate easements to local utility providers; provided, however, that Host is not required
to pay money to accomplish the provision of those utilities. Neither Host nor Licensee has any
responsibility or liability for interruption, curtailment, failure, or defect in the supply or character
of utilities furnished to facilities or equipment located in any Licensed Space, unless the cause of
the interruption is covered by the party’s indemnity provided for in this License Agreement. Host
shall, at its sole cost and expense, take commercially reasonable actions to maintain each Licensed
Space in a clean, safe, and orderly condition, to at least the same standard as it customarily
maintains the common areas that support its business conducted at the property adjacent to any
Licensed Space. Host shall promptly notify Licensee and, as appropriate, emergency response
personnel regarding any perceived malfunction or perceived dangerous condition pertaining to a
Charging Station.
7. Utility Metering and Electricity Costs. Host shall be responsible for paying the
electricity costs associated with the use of the Charging Stations. Licensee shall reimburse Host
for such electricity costs within thirty (30) days of invoice. Furthermore, the Host may set a
maximum length of time that a single vehicle may continuously occupy a Licensed Space, and a
fee for exceeding that length of time (“Overstay Parking Fee”). Licensee shall collect each
Overstay Parking Fee and shall remit such revenues promptly to the Host.
(a) Separately Metered Sites. Charging stations will be separately metered and Host
shall pay all electrical bills directly to the utility provider.
8. Casualty and Condemnation
(a) Damage. If any Licensed Space or any Charging Station is damaged by fire or
other casualty, then Licensee, at its sole option, may elect within thirty (30) days of date of fire or
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other casualty to terminate the License with respect to that Licensed Space on written notice to
Host. Alternatively, should the parties elect to restore the Charging Station and the Licensed
Space, Licensee is responsible for restoring the Charging Station and appurtenant installations as
described in Section 5, while Host is responsible for restoring the Licensed Space itself within a
reasonable amount of time. If Licensee elects to terminate the License with respect to that
Licensed Space, it shall remove all of Licensee’s property from the affected License Space and
restore the Licensed Space in accordance with Section 15 of this License Agreement. Any repair
and restoration performed by Licensee to restore the Licensed Space to its prior or better condition
shall commence within sixty (60) days of date of Licensee’s election and shall be completed no
later than 120 days thereafter.
(b) Condemnation/Taking. If any Licensed Space or other nearby space is
condemned or taken in any manner for a public or quasi-public use that could adversely affect the
use of the Charging Stations, then the parties will use commercially reasonable efforts to find an
alternate location for that Licensed Space elsewhere on Host’s property. The costs of the
relocation of any Charging Station shall be paid by Licensee. Licensee may file a separate claim
to the condemning authority for any relocation award made as a result of that condemnation;
provided, however, in no event shall such claim reduce the Host’s award related to such
condemnation or taking. On Licensee’s sole election, Licensee may elect to terminate the License
with respect to any condemned Licensed Space in lieu of relocation effective as of the date title to
the Licensed Space is transferred to the condemning authority.
(c) Suspension of Term. During any time that any Licensed Space or any portion of it
is under repair or being relocated pursuant to this Section, the License Term shall be temporarily
suspended on a day-for-day basis.
9. Limitation.
In no event shall either Party be liable to the other party or any other person or entity for
any special, exemplary, indirect, incidental, consequential or punitive damages of any kind or
nature whatsoever (including, without limitation, lost revenues, profits, savings or business, or
contribution or indemnity in respect of any claim against the party), whether in an action based on
contract, warranty, strict liability, tort (including, without limitation, negligence) or otherwise,
even if such party has been informed in advance of the possibility of such damages or such
damages could have been reasonably foreseen by such Party.
10. Insurance.
(a) Minimum Coverage. Beginning on the Effective Date and continuing through the
License Term, Licensee shall maintain in full force and effect, at its cost and expense, the
following coverages and amounts of insurance:
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(i) Workers Compensation Insurance required by applicable state laws;
Employers Liability Insurance with limits of not less than $500,000 each Accident;
$500,000 each Employee – Disease; and $500,000 Policy Limit-Disease.
(ii) Full replacement Property Insurance (written on an “all risk” basis) for
personal property, machinery, equipment and trade fixtures to be insured by
Licensee. Licensee shall obtain an endorsement waiving rights to subrogation in
favor of Host for losses covered by such Property policy.
(iii) Commercial General Liability insurance covering bodily injury, including
death, and property damage (including loss of use thereof), personal/advertising
injury, and products and completed operations, with limits of liability not less than
the following amounts:
(1) $1,000,000 Per Occurrence Limit;
(2) $1,000,000 Personal and Advertising Injury Limit;
(3) $2,000,000 General Aggregate (Other than Products-Completed
Operations); and
(4) $1,000,000 Products-Completed Operations Aggregate Limit.
(iv) Business Auto Liability Insurance covering all owned, non-owned and hired
vehicles, with limits of not less than $1,000,000 per occurrence combined single
limit for bodily injury and property damage.
(v) Umbrella coverage in the amount of $4,000,000 per occurrence and
$4,000,000 in the aggregate.
(b) Licensee agrees that loss or damage to its owned or leased equipment, tools, or
supplies used in performance of this License Agreement will be at Licensee’s own risk.
11. Signage. Licensee shall not paint, place, erect, project, nor cause or permit to be painted,
placed, erected, or projected, any sign, mark, or advertising device in, on, or about the Licensed
Space or elsewhere on the Host’s property without in each case first obtaining Host's written
consent (which may be granted or denied in Host’s commercially reasonable discretion). Licensee
shall, at its own cost and expense, obtain any and all permits necessary for the installation of its
signs, and Licensee shall be solely responsible for all costs and expenses associated with such
permitting, the erection of such sign(s), and the maintenance and operation thereof.
Notwithstanding anything to the contrary contained in this License Agreement, Licensee shall be
permitted to place signs indicating that the licensed parking spaces are for the use of electric
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vehicles only. Signage on the State Highways will require, among any other necessary approvals,
a Colorado Department of Transportation (CDOT) Special Use Permit and Town Right-of-Way
Permit.
12. Assignment. This License Agreement is binding on and inures to the benefit of the parties
and their respective heirs, successors, assigns, and personal representatives. Host recognizes that
the License is not personal to Licensee. Neither party may assign its rights and obligations in and
under this License without first obtaining prior written consent of the other party, which shall not
be unreasonably withheld; provided, however, that either party may assign its rights and
obligations in and under the License Agreement to a wholly-owned subsidiary or successor by
merger or acquisition at any time and without consent, provided further that such assignee agrees
to be bound by the terms of this License Agreement.
13. Taxes. Licensee is solely responsible for personal property taxes imposed on Charging
Stations, and any other equipment installed by it, that are located in a Licensed Space. All other
real or personal property taxes related to each Licensed Space are the sole obligation of Host,
subject to the tax-exempt status of Host. Each party is responsible for its own income, franchise,
margin, and similar taxes.
14. Representations. Each of Host and Licensee hereby represents and warrants to the other
that it has the authority to enter into this License Agreement that this License Agreement is not in
contravention of any other License Agreement or contract or obligation of Licensee or Host.
15. Licensed Space on Termination. Host hereby grants Licensee the right, upon the
termination of this License Agreement, to enter upon the Licensed Space within 30 days after such
termination and to remove any and all Charging Stations as well as any other ancillary property of
Licensee relating thereto. Upon removal, Licensee shall ensure that all wiring is capped and left in
a safe condition that is in compliance with all applicable laws. Licensee shall coordinate the
removal of the Charging Stations with Host.
16. Recordation. Licensee may not record any memorandum or other documentation in the
public registries that reflects Licensee’s rights and its ownership of any property pursuant to this
License Agreement without first obtaining Host’s consent (and the consent of any lessor of Host)
in each instance, which consent shall not be unreasonably withheld, conditioned or delayed.
17. Access; Construction. Subject to any restrictions and limitations on construction and
access to the Licensed Space set forth in Section 5 above, Licensee may use each Licensed Space
and Host’s adjacent property for the construction and installation of the Charging Stations, and
shall confine its operations strictly to those sites permitted by applicable law, ordinances, permits,
and Host. Only those materials and equipment that are being used directly in the construction and
installation of Charging Stations shall be brought to and stored on that Licensed Space and its
adjacent areas. Licensee shall ensure that, subject to reasonable and unavoidable interruptions, all
work is performed in a manner that affords continuous, reasonable access to Host’s adjacent
property.
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18. Intellectual Property. As used in this License Agreement, “Intellectual Property” means
all copyrights, patents, trademarks and service marks/names, all registrations for copyrights,
patents, trademarks and service marks/names, trade secrets, know-how, and all unique concepts,
information, data and knowledge that is eligible for legal protection under applicable laws as
intellectual property, whether protected through confidentiality, registration or pending
registration, regardless of form, whether disclosed in writing, electronically, orally or through
visual means, whether learned or obtained orally, through observation, through the discharge of
responsibilities under this License Agreement, or through analysis of that information, data or
knowledge. The parties agree that, as between them, Licensee has and retains ownership of all
copyrights, trade secrets, patents, and other intellectual property rights in Licensee’s Intellectual
Property, and Host has no right, and may not obtain any right, in any Licensee Intellectual
Property other than the specific trademark license granted pursuant to this License Agreement.
19. Confidentiality Covenant. In connection with their discharge of duties and
responsibilities under this License Agreement, each of Licensee and Host may provide to the other
certain confidential or proprietary information not publicly known. Licensee and Host agree to
treat any confidential or proprietary information (as defined below) in the manner required by this
License Agreement.
(a) Confidential Information. The term “Confidential Information” includes all
information, data and knowledge concerning either party, including soft or electronic copies of
data, the party’s Intellectual Property or its operations, regardless of form, that is delivered or
disclosed, in connection with the undertakings of the License Agreement by or on behalf of either
party to the recipient in writing, electronically, orally or through visual means, or by which the
recipient learns or obtains orally, through observation or through analysis of such information,
data or knowledge; provided, however, if such information is oral or visual, it must be identified
as secret, confidential or proprietary prior to disclosure and is summarized in a writing marked
secret, confidential or proprietary and delivered within ten (10) days following the oral or visual
disclosure or must, due to its nature or the context of its disclosure, be the sort of information that
the recipient should reasonably deem to be confidential. Confidential Information does not
include information that (i) was or becomes generally available to the public other than as a result
of a disclosure by the recipient, (ii) was or becomes available to the recipient from a source other
than either party or its Affiliates, so long as that other source is not bound by a confidentiality
agreement regarding that information, (iii) was within the recipient’s possession before the
information was furnished to the recipient by the other party, or (iv) is independently developed
by the recipient, provided that the development was by or on its own behalf without the use of, or
any reference to, any Confidential Information.
(b) Respecting Confidentiality. Each party agrees to keep Confidential Information
confidential. Each party agrees that it will not provide any Confidential Information to a third
party, including, without limitation, the fee owner or ground lessee of any Licensed Space or
proposed Licensed Space, unless the other party to this License Agreement has approved that in
writing, and the third party is advised of and agrees to be bound by the provisions of this Section
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21. Within fifteen (15) days of written request following a breach by the other party of the License
Agreement, or on termination of the License Agreement, the recipient shall promptly return to the
disclosing party all written or other tangible manifestations of material containing Confidential
Information, and will not retain any copies.
(c) Publicity. Neither party will use the name(s), trademark(s) or trade name(s),
whether registered or not, of the other party in publicity or press releases or advertising or in any
manner, including customer lists, without that party’s prior written consent, which consent shall
not be unreasonably withheld, conditioned or delayed.
(d) Conformity to Law. Host is bound by the Colorado Open Records Act.
Notwithstanding anything to the contrary in this section, Host may release any records as required
by law, but shall give Licensee a reasonable opportunity to review records requests for
Confidential Information prior to disclosure. Should Licensee and Host disagree regarding
whether the records must be disclosed, Host shall give Licensee a reasonable opportunity to seek a
protective order from a court of competent jurisdiction.
20. Independent Contractors. The parties shall act as and be independent contractors in the
performance of this License Agreement. Nothing in the License Agreement shall be deemed or
construed to create a joint venture, partnership, fiduciary, or agency relationship between the
parties for any purpose, and the employees of one party shall not be deemed to be the employees
of the other party. Except as otherwise stated in this License Agreement, neither party has any
right to act on behalf of the other, nor represent that it has such right or authority. Licensee shall
perform all Services under this Agreement as an independent contractor, and not as an agent or
employee of Host. No employee or official of Host shall supervise Licensee. Licensee shall
exercise no supervision over any employee or official of Host. Licensee shall not represent that it
is an employee or agent of the Host in any capacity. Licensee’s officers, employees and agents
are not entitled to Workers' Compensation benefits and is obligated to pay federal and state
income tax on money earned under this Agreement. Except as this Agreement expressly states,
Licensee shall, at its sole expense, supply all buildings, equipment and materials, machinery, tools,
superintendence, personnel, insurance and other accessories and Services necessary. This
Agreement is not exclusive; subject the terms of this Agreement, Host and Licensee may each
contract with other parties.
21. Independent Agreements. The parties acknowledge and agree that the rights and
obligations under the License Agreement are separate and independent from, and shall not be
conditioned on or affected by the performance or non-performance of the terms of, any other
agreement between Licensee and Host.
22. Notice. Any notice provided or permitted to be given under the License Agreement must
be in writing and be served either by (i) deposit in the mail, addressed to the party to be notified,
postage prepaid, and registered or certified, with a return receipt requested, or (ii) deposit with an
internationally-recognized overnight delivery carrier, with notice of delivery to the recipient party.
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Notice given by registered mail or overnight carrier shall be deemed delivered and effective on the
date of delivery shown on the return receipt or proof of receipt. For purposes of notice the
addresses of the parties shall be as follows:
If to Licensee:
ChargePoint, Inc.
254 East Hacienda Avenue
Campbell, CA 95008
Attn:Infrastructure Deployment Group
With a copy to (which shall not constitute notice):
ChargePoint, Inc.
254 East Hacienda Avenue
Campbell, CA 95008
Attn: General Counsel
If to Host:
Town of Estes Park
Attn: Vanessa Solesbee, Parking & Transit Division, Public Works Dept
PO Box 1200
Estes Park CO 80517
With a copy to (which shall not constitute notice):
Town of Estes Park
Attn: Christy Crosser, Grant Specialist, Public Works Dept
Each party may change its address for notice by giving notice thereof to the other party.
23. Waiver. The failure of a party to insist on strict performance of any provision of the
License Agreement does not constitute a waiver of, or estoppel against asserting, the right to
require performance in the future. A waiver or estoppel given in any one instance does not
constitute a waiver or estoppel with respect to a later obligation or breach.
24. Severability. If any term of this License Agreement is held by any court of competent
jurisdiction to contravene, or to be invalid under, the laws of any political body having jurisdiction
over this subject matter, that contravention or invalidity shall not invalidate the entire License
Agreement. Instead, this License Agreement shall be construed as reformed to the extent
necessary to render valid the particular provision or provisions held to be invalid, consistent with
the original intent of that provision and the rights and obligations of the parties shall be construed
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and enforced accordingly, and this License Agreement shall remain in full force and effect as
reformed.
25. Governing Law. This License Agreement shall be governed by and interpreted in
accordance with the internal laws of the State of Colorado without giving effect to conflict of law
rules. The parties further agree that all actions brought under this License Agreement shall be
brought in the State courts located in the County of Larimer, Colorado.
26. Construction. The headings in this License Agreement are inserted for convenience and
identification only and are not intended to describe, interpret, define, or limit the scope, extent, or
intent of this License Agreement or any other provision hereof. When the context requires, the
gender of all words used in this License Agreement shall include the masculine, feminine, and
neuter, and the number of all words shall include the singular and the plural.
27. Counterpart Execution. This License Agreement may be executed in counterparts,
which together will constitute one and the same agreement. Each party will have the right to rely
on a facsimile or electronic signature on this License Agreement, and such signature shall be
deemed an original signature for purposes of validity of this License Agreement.The parties agree
that signatures that are transmitted electronically, including both facsimile and manual signatures,
shall be binding as of the date signed and to the same extent as original signatures.
27. Successors and Assigns. Except as otherwise provided, this License Agreement shall
apply to, and is binding on, the parties hereto, their respective successors and permitted assigns,
and all persons claiming by, through, or under any of these persons.
29. Written Amendment. This License Agreement may not be modified except by a written
agreement signed by both parties.
30. Cumulative Rights. The rights and remedies provided by this License Agreement are
cumulative, and the use of any right or remedy by any party does not preclude or waive its right to
use any or all other remedies. These rights and remedies are given in addition to any other rights a
party may have under Applicable Law, in equity or otherwise.
31. Further Assurances. Each party agrees to execute (and acknowledge, if requested) and
deliver additional documents and instruments and to perform additional acts as may be reasonably
necessary or appropriate to effectuate, carry out, and perform all of the terms, provisions and
conditions of this License Agreement.
32. Survival. Sections 4, 8, 9, 10, 11, 14, 15, 16, 20, 21 and 27 shall survive the expiration,
termination or cancellation of this License Agreement, regardless of reason.
33. No Third Party Beneficiary. This License Agreement does not confer any rights or
remedies on any Person other than the parties and their respective successors and permitted
assigns.
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34. Warranties. The parties represent and warrant that each has the authority, power, and
rights necessary to perform its obligations under this License Agreement, without violating the
rights of any other party or applicable laws.
35. Drafting Party. This License Agreement expresses the mutual intent of the parties to this
License Agreement. Accordingly, the rule of construction against the drafting party has no
application to this License Agreement.
36. Incorporation of Exhibits. All documents or items attached to, or referred to in, this
License Agreement are incorporated into this License Agreement as fully as if stated within the
body of this License Agreement.
37. INTENTIONALLY DELETED.
38. Force Majeure. Neither party is responsible for any delay or failure in performance of
any part of this License Agreement to the extent that delay or failure is caused by fire, flood,
explosion, war, embargo, government requirement, civil or military authority, act of God, act or
omission of carriers or other similar causes beyond the party’s control. The License for the
affected Licensed Space may be terminated without a Termination Fee or any other penalty by the
party whose performance has not been affected if non-performance continues for more than thirty
(30) days.
39. Termination for Cause. This License Agreement or the License for a particular Licensed
Space may be immediately terminated for cause by either party in the event of the following:
(a) Breaches. The other party breaches or fails to perform any of its obligations in any
material respect, and such breach or failure continues uncured for thirty (30) days after receipt of
written notice. Notwithstanding, for those breaches and failures to perform which cannot be cured
within thirty (30) days, including, but not limited to construction or installation activities, but
specifically excluding Licensee’s payment obligations to Host hereunder, the breaching party shall
have such time as is necessary, but not to exceed ninety (90) days, to cure such breach or failure to
perform provided that the breaching party has commenced the cure within ten (10) business days
after receipt of written notice and diligently pursues such cure until completion.
(b) Assigns. The other party attempts to assign or otherwise transfer its rights,
obligations, or duties under this License Agreement in a manner prohibited by this License
Agreement.
(c) Insolvency. The other party becomes insolvent or proceedings are instituted by or
against it under any provision of any federal or state bankruptcy or insolvency laws.
(d) Uneconomic Purpose. If any time after the five year anniversary of this
Agreement, Licensee in its sole discretion determines that the Charging Stations cannot be
operated at a profit, Licenesee shall have the right to terminate this License by providing thirty
(30) days prior written consent to Host.
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Upon any termination for cause by Host pursuant to this Section 39, there shall be no termination
fee or any other sum due from Host to Licensee. Upon any termination for cause pursuant to this
Section 39, both parties are relieved of any further obligations contained in this License
Agreement for the terminated Licensed Space, as applicable, except for those that by their nature
survive or may require performance after termination pursuant to Section 32.
40. Term of Agreement. This Agreement shall become effective on the Effective Date and
shall continue until all License Terms have been terminated or have otherwise expired pursuant to
the terms of this Agreement.
41. Compliance with Laws. Licensee is responsible for and does represent that it will comply
with all federal, state, and local laws, rules, regulations (including, without limitation, all zoning
ordinances and building codes), applicable to Licensee’s use of the Licensed Space, this License
Agreement or to the performance thereof and as may be applicable to Licensee’s operation and
ownership of the Charging Station. This Agreement does not create a multiple fiscal year direct or
indirect debt or other financial obligation. All financial obligations of the Host under this
Agreement are contingent upon appropriation, budgeting, and availability of specific funds to
discharge such obligations.
[Signature page(s) follow]
138
Signature Page
SIGNATURE PAGE TO CHARGING STATION LICENSE AGREEMENT
EXECUTED this day of ______________________, 2020.
HOST
Town of Estes Park, Colorado
By:
Name: Todd Jirsa
Title: Mayor
State of )
) ss:
County of )
The foregoing instrument was acknowledged before me by Todd Jirsa, as Mayor of the Town of
Estes Park, a Colorado municipal corporation, on behalf of the corporation, this day of
, 2020.
Witness my hand and official seal.
My Commission Expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
139
Signature Page
Licensee
ChargePoint, Inc.
By:
Name: Rex S. Jackson
Title: Chief Financial Officer
Date
Title: _______________________________
ACKNOWLEDGMENT
STATE OF CALIFORNIA)
) ss
COUNTY OF SANTA CLARA)
The foregoing instrument was acknowledged before me this __________ day of
____________________, 2020, by Rex S. Jackson, as Chief Financial Officer of ChargePoint,
Inc.. (If by natural person or persons, insert name or names; if by person acting in representative or
official capacity or as attorney-in-fact, insert name of person as an executor, attorney-in-fact, or
other capacity or description; if by officer of corporation, insert name of such officer or officers as
the President or other officers of such corporation, naming it.)
Witness my hand and official seal.
My Commission Expires .
Notary Public
Witness my hand and official Seal.
My Commission expires .
Notary Public
140
UTILITIES Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Utilities Director Bergsten
Date: February 25, 2020
RE: Resolution 13-20 Electric Rates – Request for Public Hearing Date
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
To ensure we generate adequate revenues to fund the continuation of high-quality,
reliable electric service, we are requesting the Board set a public hearing for the
proposed adoption of new electric rates.
The requested hearing is at 7:00 p.m. during the April 14, 2020, Town Board meeting in
the Board Room at 170 MacGregor Avenue.
Present Situation:
We have completed an electric rate study. The study analyzed current and future
expenses. Expenses and revenues must balance out to maintain good financial health.
We are proposing an overall revenue increase of 5.9% spread out over three years.
The study also ensures equitable rates among customer classes, so that one customer
class does not subsidize another. Residential customers make up 70%, and small
commercial (aka commercial) make up 22% of our customers.
Rate Class Monthly Increase, 2019 to 2022
(spread out over three years)
Residential $9
Small Commercial $2
Hard copies of the study and proposed rate sheet are located at the Municipal building
and library for the public to review. They are also on our website.
Proposal:
Staff requests a public hearing on the proposed rates be held during the April 14, 2020
Town Board meeting in the Board Room at 170 MacGregor Avenue.
141
The proposed rate change and public hearing date will be promoted in the newspaper,
on social media, and an insert will be included in Utility bills mailed out in June.
Advantages:
•Public notice will be given that each municipal utility customer shall have the right
to appear, personally or through counsel, at such hearing for the purpose of
providing testimony regarding the proposed new schedule.
•The Town will meet its legal obligations for notifications under Colorado Law.
Disadvantages:
•None
Action Recommended:
Staff recommends setting the public hearing on electric rates for the April 14, 2020
Town Board meeting to take place at 7:00 p.m. in the Board Room at 170 MacGregor
Avenue.
Finance/Resource Impact:
N/A
Level of Public Interest
High. Every effort will be made to follow proper procedure to communicate proposed
rate changes to our customers. Our customers can share comments and concerns with
the Town Board at the public hearing, and with the Town Clerk.
Sample Motion:
This item is on consent. If it is removed from consent the following sample motion can
be made:
I move for the approval of Resolution 13-20.
Attachments:
Resolution 13-20
Rate Study
Rate Sheet
Presentation
142
RESOLUTION 13-20
SETTING THE PUBLIC HEARING FOR PROPOSED CHANGES TO
ELECTRIC RATES 2020-2022
BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF ESTES
PARK, COLORADO:
That a date be set for a public hearing regarding proposed electric rate changes for
the customers of the Town of Estes Park Power and Communications Division, which will
allow for a minimum 30-day notice of proposed changes.
It is hereby ordered that a public hearing on said proposed electric rates for years
2020 to 2022, and thereafter unless amended, shall be April 14, 2020, during the regularly
scheduled Town Board Meeting at 7:00 P.M. in the Estes Park Municipal Building at 170
MacGregor Ave.
DATED this day of , 2020.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
143
ELECTRIC RATE STUDY - FINAL DRAFT
Town of Estes Park, Colorado
Estes Park Power and Communications
REPORT | February 2020
www.newgenstrategies.net
PREPARED BY:
SUSTAINABILITYSTAKEHOLDERS ECONOMICS STRATEGY
Economics | Strategy | Stakeholders | Sustainability
www.newgenstrategies.net
225 Union Boulevard
Suite 305
Lakewood, CO 80228
Phone: (720) 633-9514
February 5, 2020
via email
Mr. Reuben Bergsten
Utilities Director
Town of Estes Park
170 MacGregor Ave.
Estes Park, CO 80517
Subject: Electric Cost of Service and Rate Design Study
Dear Mr. Bergsten:
NewGen Strategies & Solutions, LLC is pleased to submit the enclosed report to the Town of Estes Park
conveying the analysis, conclusions, and recommendations from the conduct of a comprehensive cost of
service and rate design study for the electric utility. This project could not have been completed without
the assistance of the Town of Estes Park’s staff for which we are very grateful.
We appreciate the opportunity to assist you in this important project. Please contact me if you have any
questions regarding this report.
Sincerely,
NewGen Strategies and Solutions, LLC
Joe Mancinelli
President and CEO
Economics | Strategy | Stakeholders | Sustainability
Table of Contents
Section 1 PROJECT SUMMARY ......................................................................................... 1‐1
Introduction .................................................................................................................. 1‐1
Electric Utility Description ............................................................................................. 1‐1
Projected Energy Requirements ................................................................................... 1‐2
Usage Characteristics by Customer Class ...................................................................... 1‐2
Financial and Rate Making Tools ................................................................................... 1‐3
Financial Forecast ............................................................................................... 1‐4
Cost of Service and Rate Design Process Overview ...................................................... 1‐5
Cost of Service Results .................................................................................................. 1‐6
Rate Design .................................................................................................................... 1‐7
Section 2 REVENUE REQUIREMENT .................................................................................. 2‐1
Revenue Requirement................................................................................................... 2‐1
Section 3 COST OF SERVICE .............................................................................................. 3‐1
Functionalization of Revenue Requirement .................................................................. 3‐1
Purchased Power Function ................................................................................. 3‐1
Distribution Function .......................................................................................... 3‐1
Customer Service Function ................................................................................. 3‐2
Revenue Requirement by Function ............................................................................... 3‐2
Classification of Costs .................................................................................................... 3‐3
Allocation of Costs ......................................................................................................... 3‐4
Customer Class Allocation Factors ...................................................................... 3‐4
Cost of Service Results ........................................................................................ 3‐7
Cost of Service Results Compared to Current Revenue ................................................ 3‐9
Section 4 RATE DESIGN .................................................................................................... 4‐1
Rate Design Offerings .................................................................................................... 4‐1
Rate Design Objectives .................................................................................................. 4‐2
Electric Rate Structure ................................................................................................... 4‐3
Rate Design Results ....................................................................................................... 4‐3
Residential Service (R) ........................................................................................ 4‐3
Residential Demand Service (RD) ....................................................................... 4‐7
Residential Energy Time‐of‐Day Service (RE) ...................................................... 4‐8
Residential Energy Basic Time‐of‐Day Service (RB) ............................................ 4‐8
Small Commercial Service (C) ............................................................................. 4‐9
Small Commercial Energy Time‐of‐Day Service (CE)......................................... 4‐11
Large Commercial Service (CL) .......................................................................... 4‐12
Large Commercial Time‐of‐Day Service (CT) .................................................... 4‐14
Municipal Service (M) ....................................................................................... 4‐14
Rocky Mountain National Park Administrative Housing (AH) .......................... 4‐15
Rocky Mountain National Park Small Administrative Service (AS) ................... 4‐15
Rocky Mountain National Park Large Administrative Service (AL) ................... 4‐16
Table of Contents
ii
Renewable Energy Charge ................................................................................ 4‐16
Outdoor Area Lighting ....................................................................................... 4‐17
Revenue Adequacy of Proposed Electric Rates ........................................................... 4‐17
Section 5 CONCLUSIONS AND RECOMMENDATIONS ........................................................ 5‐1
Conclusions .................................................................................................................... 5‐1
Rate Recommendations ................................................................................................ 5‐1
Avoided Cost for Net Meter Customers ........................................................................ 5‐2
AMI Opt‐Out Fees .......................................................................................................... 5‐2
Other Work Performed ................................................................................................. 5‐3
List of Tables
Table 1‐1 Estimated Annual Energy Requirements ................................................................. 1‐2
Table 1‐2 2022 Summary of Projected Electric Utility Characteristics by Customer
Class .............................................................................................................................. 1‐3
Table 1‐3 Comparison of 2022 Revenues Under 2019 Rates with Cost of Service
Results .......................................................................................................................... 1‐7
Table 2‐1 Revenue Requirement Development ...................................................................... 2‐3
Table 3‐1 Revenue Requirement by Function ......................................................................... 3‐2
Table 3‐2 Functionalized Revenue Requirement ..................................................................... 3‐3
Table 3‐3 Classified Revenue Requirement ............................................................................. 3‐4
Table 3‐4 Demand Allocator Comparisons .............................................................................. 3‐5
Table 3‐5 Energy Allocator Comparisons ................................................................................. 3‐6
Table 3‐6 Unbundled Cost of Service Results by Customer Class ($000) (1) ............................. 3‐7
Table 3‐7 2022 Revenue Shortfall with No Rate Increases ...................................................... 3‐9
Table 4‐1 Retail Rate – Customer Class / Sub‐Customer Class ................................................ 4‐2
Table 4‐2 Residential Service Cost of Service, Current, and Proposed Rates .......................... 4‐4
Table 4‐3 Residential Demand Service Cost of Service, Current, and Proposed Rates ........... 4‐7
Table 4‐4 Residential Energy Time‐of‐Day Service Cost of Service, Current, and
Proposed Rates ............................................................................................................. 4‐8
Table 4‐5 Residential Energy Basic Time‐of‐Day Service Cost of Service, Current,
and Proposed Rates ...................................................................................................... 4‐8
Table 4‐6 Small Commercial Service Cost of Service, Current, and Proposed Rates ............... 4‐9
Table 4‐7 Small Commercial Energy Time‐of‐Day Service Cost of Service, Current,
and Proposed Rates .................................................................................................... 4‐11
Table 4‐8 Large Commercial Service Cost of Service, Current, and Proposed Rates ............. 4‐12
Table 4‐9 Large Commercial Time‐of‐Day Service Cost of Service, Current, and
Proposed Rates ........................................................................................................... 4‐14
Table 4‐10 Municipal Service Cost of Service, Current, and Proposed Rates ........................ 4‐15
Table 4‐11 Rocky Mountain National Park Administrative Housing Service Cost of
Service, Current, and Proposed Rates ........................................................................ 4‐15
Table 4‐12 Rocky Mountain National Park Small Administrative Service Cost of
Service, Current, and Proposed Rates ........................................................................ 4‐16
Table 4‐13 Rocky Mountain National Park Large Administrative Service Cost of
Service, Current, and Proposed Rates ........................................................................ 4‐16
Table 4‐14 Renewable Energy Charge Cost of Service, Current, and Proposed Rates .......... 4‐16
Table of Contents
iii
Table 4‐15 Outdoor Area Lighting Cost of Service, Current, and Proposed Rates ................ 4‐17
Table 4‐16 Revenue Requirement and Projected Rate Revenue from Proposed
Rates ........................................................................................................................... 4‐17
Table 5‐1 AMI Opt‐out Enrollment and Monthly Fees ............................................................ 5‐2
List of Figures
Figure 1‐1: Financial and Cost‐of‐Service Tools and Relationships ......................................... 1‐4
Figure 1‐2: Financial Forecast Model Development ................................................................ 1‐4
Figure 1‐3. Cost of Service Process ......................................................................................... 1‐6
Figure 4‐1. Residential Service Rate Comparison ................................................................... 4‐5
Figure 4‐2. Residential Service Billing Impacts: Percent Change in Bills from 2019 to
2022 .............................................................................................................................. 4‐6
Figure 4‐3. Residential Service Billing Impacts: Dollar Change in Bills from 2019 to
2022 .............................................................................................................................. 4‐7
Figure 4‐4. Small Commercial Energy Service Rate Comparison ............................................ 4‐9
Figure 4‐5. Small Commercial Energy Service Billing Impacts: Percent Change in
Bills from 2019 to 2022 .............................................................................................. 4‐10
Figure 4‐6. Small Commercial Energy Service Billing Impacts: Dollar Change in Bills
from 2019 to 2022 ...................................................................................................... 4‐11
Figure 4‐7. Large Commercial Service Rate Comparison ...................................................... 4‐12
Figure 4‐8. Large Commercial Service Billing Impacts: Percent Change in Bills from
2019 to 2022 .............................................................................................................. 4‐13
Figure 4‐9. Large Commercial Service Billing Impacts: Dollar Change in Bills from
2019 to 2022 .............................................................................................................. 4‐14
Appendix A – Histograms and Cost Curves from Selected Customer Classes
Figure A‐1. Residential Demand Rate Comparison
Figure A‐2. Residential Demand Billing Impacts: Percent Change in Bills from 2019 to 2022
Figure A‐3. Residential Demand Billing Impacts: Dollar Change in Bills from 2019 to 2022
Figure A‐4. Residential Energy Time‐of‐Day Rate Comparison
Figure A‐5. Residential Energy Time‐of‐Day Billing Impacts: Percent Change in Bills from 2019
to 2022
Figure A‐6. Residential Energy Time‐of‐Day Billing Impacts: Dollar Change in Bills from 2019
to 2022
Figure A‐7. Residential Basic Energy Time‐of‐Day Rate Comparison
Figure A‐8. Residential Basic Energy Time‐of‐Day Billing Impacts: Percent Change in Bills from
2019 to 2022
Figure A‐9. Residential Basic Energy Time‐of‐Day Billing Impacts: Dollar Change in Bills from
2019 to 2022
Figure A‐10. Small Commercial Energy Time‐of‐Day Rate Comparison
Figure A‐11. Small Commercial Energy Time‐of‐Day Billing Impacts: Percent Change in Bills
from 2019 to 2022
Figure A‐12. Small Commercial Energy Time‐of‐Day Billing Impacts: Dollar Change in Bills from
2019 to 2022
Figure A‐13. Municipal Rate Comparison
Figure A‐14. Municipal Billing Impacts: Percent Change in Bills from 2019 to 2022
Figure A‐15. Municipal Billing Impacts: Dollar Change in Bills from 2019 to 2022
Table of Contents
iv
Appendix B
Schedule 1 – Electric Ten‐Year Financial Plan
Schedule 2 – Functional Unbundling of Test Year Revenue Requirement
Schedule 3 – Classification of Purchased Power Costs
Schedule 4 – Classification of Distribution Costs
Schedule 5 – Classification of Customer Costs
Schedule 6 – Cost of Service by Customer Class
Schedule 7 – Revenue Summary by Customer Class
Schedule 8 – Proposed Rate Schedules
Economics | Strategy | Stakeholders | Sustainability
Section 1
PROJECT SUMMARY
Introduction
In November 2018, the Town of Estes Park, Colorado (Town or Estes Park)/Estes Park Power and
Communication (EPPC or the Utility) hired NewGen Strategies and Solutions, LLC (NewGen) to develop a
Financial Forecast (Forecast), Cost of Service (COS) and proposed Rate Design Study analysis, collectively
the Study (Study), for their electric utility.
The Study determined the total cost of providing electric services, the cost responsibility for the various
customer classes, and the design of rates to safeguard the financial integrity of the utility. The total cost
of providing services predominately includes operations and maintenance (O&M) expenses, debt service,
and cash capital outlays required to rebuild and modernize the Electric System (System). This Electric Rate
Study Report (Report) discusses the process, analyses, and recommendations related to the Study.
The Town’s fiscal year (FY) is from January 1 to December 31. Unless otherwise stated in this Report, all
data presented herein is shown in FYs. The Study included an analysis of an estimated Test Year Revenue
Requirement (Revenue Requirement), an unbundled COS analysis based on FY 2022 (Test Year), a rate
analysis, and the development of proposed new electric rates for several customer classes. Various policy
issues were also identified and discussed. EPPC provided the majority of the System‐specific data utilized
for the Study. In certain cases, where information was not 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.
Section 1
1‐2
Purchased Power / Transmission
Estes Park is one of four owner communities of the Platte River Power Authority (Platte River). Platte
River provides the power and owns, operates and purchases transmission capacity for its owner
communities. Platte River initiated wholesale rate changes, which impact the rates and rate structures
for EPPC, and are incorporated into the analysis conducted for this Study.
EPPC Distribution
The EPPC distribution system consists of a total of approximately 330 circuit miles of conductor, of which
approximately 35% are underground. The distribution system has approximately 231 miles of secondary
line, approximately 32% are underground.
Projected Energy Requirements
EPPC’s electric consumption used in the Study is shown in Table 1‐1 and is based on estimates made for
the Test Year 2022. Total consumption reflects sales to EPPC retail customers plus System losses of
approximately 4.54%. Energy sales to retail customers were based on EPPC’s projected energy sales
during the Study period.
Table 1-1
Estimated Annual Energy Requirements
Test Year
Retail Sales
(kWh)
System
Losses
(kWh)
Total Net Energy
for Load (kWh)
2022 127,367,597 6,060,260 133,427,858
Usage Characteristics by Customer Class
The COS analysis examines detailed customer usage characteristics by customer class. Table 1‐2
summarizes these characteristics for the existing customer classes, including estimated revenue
generated at 2019 rates in the 2022 Test Year by each customer class and the number of customers in
each customer class, according to EPPC’s electric utility statistics.
PROJECT SUMMARY
1‐3
Table 1-2
2022 Summary of Projected Electric Utility Characteristics by Customer Class
Customer Class
Rate
Code(s)
Retail kWh
Sales(1)
No. of
Customers(1)
Revenue at
Current
Rates
Avg. Annual
kWh Sales
per Customer
Avg. Annual
Revenue per
Customer
Residential Service R/RD/RE/RB 57,610,664 8,152 $ 8,749,429 7,067 $ 1,073
Small Commercial C 28,933,187 2,357 4,347,393 12,276 1,845
Small Commercial Energy Time-of-Day CE 679,330 29 85,069 23,738 2,973
Large Commercial CL 35,687,102 113 3,695,196 316,410 32,762
Large Commercial Energy Time-of-Day CT 137,894 1 18,327 137,894 18,327
Municipal M 3,340,617 74 442,979 44,897 5,954
RMNP Administrative Housing (2) AH 9,232 4 1,738 2,308 434
RMNP Small Administrative (2) AS 269,060 22 21,154 12,230 962
RMNP Large Administrative (2) AL 700,510 6 39,490 116,752 6,582
Total 127,367,597 10,758 $ 17,400,775 11,839 $ 1,617
(1) Based on a projection from data for 2018 provided by EPPC
(2) Electricity provided by the United States Bureau of Reclamation. The Town is paid to deliver the electricity.
Financial and Rate Making Tools
NewGen created three core financial and rate modeling tools. These tools work together and are
integrated to help EPPC make rate and financial related decisions. The tools help EPPC manage the
financial performance of the utility, forecast debt requirements, and rate changes needed for operations
and capital, and translate system‐wide rate changes into customer class specific rates and bill impacts.
The figure below illustrates the relationship between the tools, their recommended use, and when they
should be updated.
Section 1
1‐4
Figure 1-1: Financial and Cost-of-Service Tools and Relationships
Financial Forecast
The financial forecast model is used to optimize the mix of rate changes and debt issues to meet the
electric system financial needs, perform multiple analyses, and identify the key drivers impacting financial
performance. The results of this analysis created the final Revenue Requirement and formed the basis
for the final recommendations for rate changes. This process is summarized in Figure 1‐2.
Figure 1-2: Financial Forecast Model Development
Financial
Forecast
Cost‐of‐
Service
Rate Design
& Impacts
Recommended Use
Apply system‐wide rate changes
to customer classes
Calculate customer class specific
cost of service and rate
structures
Ensure equity and alignment with
rate strategy
Forecast financial performance
and key financial metrics
Calculate debt and rate funded
capital needs
Calculate system‐wide rate
changes and scenarios
Update in conjunction with cost‐
of‐service
Update fixed and variable
components within customer
class
Update to base or pass through
rate components
Design customer class base and
pass through rates
Fixed and variable rate design
Proof of revenue adequacy
Monthly bill impacts
Update every five years
Update for major changes to
system (e.g., power supply,
new industrial customer, class
consolidation)
Update annually
Significant changes in capital
and/or changes in debt/cash
needs
When to Update
Test Year Revenue
Requirement and Rate
Revenues
EPPC Operating and Capital
Expenses, Audited Rate
Revenues
Forecast Revenue
Requirement and
Revenues
EPPC System Load,
Rates and Expense
Forecasts
Adjust Use of Debt
and Rate Changes
to Cover Costs
EPPC Customer Base
Rate Changes and
Annual Debt Issues
PROJECT SUMMARY
1‐5
NewGen developed a ten‐year financial forecast model for EPPC to evaluate rate changes required to
meet the financial needs of the utility. NewGen reviewed historical and budgeted operating data, capital
expenditures, and operating expenses in the development of the financial forecast.
Cost of Service and Rate Design Process Overview
The COS and rate design process includes five steps as follows:
1. Determination of the Revenue Requirement – This first step examines the utility’s financial needs
and determines the amount of revenue that must be generated from rates. For municipal utilities,
the revenue requirement is determined on a “cash basis.” A “cash basis” analysis examines the
cash obligations of the utility such as O&M expenses, debt service, cash funded capital projects,
transfers, any required contributions to reserves, and payments to the Town. Rates are set such
that the utility can pay its bills on an annual going‐forward basis.
In preparing our analysis of the electric rates and the development of the revenue requirement,
NewGen relied upon records of operation, customer billing data, and other detailed information
and data compiled and provided by the Town and EPPC’s management and staff.
2. Functionalization and Sub‐functionalization of Costs – The revenue requirement is then assigned
to the particular function or sub‐function of the utility. Utilities, like Estes Park, typically have
purchased power / production, transmission, distribution, and customer services functions. As
indicated, Platte River provides the purchased power / production and transmission functions for
EPPC. Distribution sub‐functions may include distribution infrastructure by voltage, metering,
services, etc. Customer sub‐functions include billing and collections, customer service, meter
reading, etc.
3. Classification of Costs – Once costs are functionalized, costs are then classified based on the
underlying nature of the costs. Of particular importance is the determination of fixed versus
variable costs. Fixed costs remain a financial obligation of the utility regardless of the amount of
energy used whereas variable costs fluctuate based on System energy requirements. Further,
fixed and variable costs are associated with utility requirements to meet customer demand,
energy, and customer service needs.
4. Allocation of Costs – Once costs are classified, they are then allocated to the various customer
classes. Allocation factors align with cost classification. Therefore, demand‐related costs are
allocated on measures of customer class demand such as customer class contribution to the
System coincident peak (CP). Energy allocation factors are based on energy consumed by
customers. Customer allocation factors are based on the number of customers.
5. Rate Design – The fifth and final step is rate design, which translates COS results into rates for
each customer class.
Section 1
1‐6
These first four steps in the COS process are depicted in the figure below.
Figure 1-3. Cost of Service Process
Cost of Service Results
Section 3 of the Report describes the COS process. The results of the COS analysis provide a detailed
assessment of the costs required to serve each of the customer classes. These customer class costs are
unbundled into utility functions and classified into demand, energy, and customer components. customer
class costs are compared to the projected revenues under current rates to determine if current rates are
sufficient to meet costs. Once completed, the COS analysis is the basis for rate design. A comparison of
the Revenue Requirement by customer class and revenues collected under 2019 tariffs is shown in Table
1‐3.
PROJECT SUMMARY
1‐7
Table 1-3
Comparison of 2022 Revenues Under 2019 Rates with Cost of Service Results
Customer Class
Revenue
Requirement
($)
Projected Revenues
Under 2019
Rates ($)
Projected
Over /
(Under)
Recovery ($)
Difference
(%)
Residential Service $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%)
Small Commercial 4,456,635 4,347,393 (109,242) (2.5%)
Small Commercial
Energy Time-of-Day 81,613 85,069 3,456 4.1%
Large Commercial 4,084,202 3,695,196 (389,006) (10.5%)
Large Commercial
Energy Time-of-Day 20,772 18,327 (2,445) (13.3%)
Municipal 387,246 442,979 55,733 12.6%
RMNP Administrative
Housing 3,195 1,738 (1,457) (83.9%)
RMNP Small
Administrative 25,009 21,154 (3,855) (18.2%)
RMNP Large
Administrative 30,126 39,490 9,364 23.7%
Total $ 18,432,217 $ 17,400,775 ($ 1,031,442) (5.9%)
The COS indicates that overall projected costs exceed System rate revenues under 2019 rates by
approximately 5.9%.
Rate Design
Rate design is the culmination of a COS study as the rates and charges for each customer class are designed
to equitably and fully recover the System‐wide COS and customer class revenue requirements by the end
of the rate period. Section 4 of the Report describes proposed rate design for each 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.
Section 1
1‐8
Based on a review of the existing rate structure, it was determined that the cost recovery components
(e.g., customer, energy, and/or demand charges) were not in alignment with the COS results. Proposed
rates in the Study were designed to move each customer class closer to its COS while evaluating the impact
of rate changes on customers’ monthly bills. NewGen performed a detailed analysis of monthly bill
impacts associated with proposed rates on the majority of EPPC customers. In consideration of customer
bill impacts, proposed rates, although moving closer to the customer class COS, do not precisely match
the classification of costs for each rate customer class. The Town’s objectives for rate design, as discussed
herein, were also incorporated into the proposed rate design.
Based on our analysis of rate impacts and conversations with EPPC management and staff, it was
determined that new rates would be phased in over a three‐year period. The first rate changes would be
implemented in 2020, the second in 2021, and the third in 2022. This implementation reduces the overall
rate impact from the proposed changes in base rates in any one year. Additional information and analysis
for EPPC’s proposed rates are included in Section 4 of the Report.
Economics | Strategy | Stakeholders | Sustainability
Section 2
REVENUE REQUIREMENT
As part of the Study, NewGen developed a Revenue Requirement inclusive of all of EPPC’s cash operating
and capital expenses paid for from rates. The Revenue Requirement is based on projected Test Year
operating and financial results. Development of the Revenue Requirement was based on projected cost
information provided by EPPC, the Town and Platte River. The Revenue Requirement development
process is detailed in this section.
Revenue Requirement
To remain financially sound, EPPC’s electric rates must produce sufficient revenues to recover the total
costs of providing electric service to their customers. These costs imposed on the System by customers
are commonly referred to as the utility’s “revenue requirement” and consist of normal operating
expenses, debt service, capital improvements and additions, transfers to the Town, non‐operating
expenses, and reserve requirements. These total revenue requirements are then compared to utility
revenues to evaluate the need for rate changes. The revenue requirement acts as the foundation of a
COS study.
The following is a discussion of the core components of the Revenue Requirement and significant
differences from the 2019 Board adopted final budget and the Revenue Requirement (see Table 2‐1). The
Revenue Requirement was developed utilizing EPPC’s system of accounts, then allocated to each
functional element of the utility operations (purchased power/transmission, distribution, and customer).
Purchased Power
Purchased power costs for EPPC consists exclusively of purchased power costs (including transmission)
from Platte River. The Test Year cost for purchased power is based on a Platte River forecast.
Distribution
Distribution includes personnel expenses, professional contracting, repair and maintenance costs, and
other costs associated with utility operations of the distribution system. The Test Year cost for distribution
is based on the 2019 final budget inflated based on the nature of the cost. For example, labor related
costs are increased at 2.1% per year based on the Blue Chip Economic Indicators GDP Chained Price Index.
Customer Service
Customer service includes personnel expenses, professional contracting, and other costs associated with
meeting the customer needs of the utility. The Test Year cost for customer service related costs is based
on the 2019 final budget inflated based on the nature of the cost.
Administration and General
Administration and General includes administrative management services, residential / commercial
energy efficiency expenses, franchise fees, and other costs associated with administration and general
functions of the utility. The Test Year cost for administration and general related costs is based on the
2019 final budget inflated based on the nature of the cost.
Section 2
2‐2
Debt Service
EPPC has existing debt associated with its Electric System and Fiber/Communications System. The Series
2007 Bond was refinanced in 2019, and this new issue is scheduled to be fully repaid in 2039. The Test
Year debt service is based on the debt service schedule for the new Series 2019 Bond.
General Fund Transfer
The general fund transfer is approximately 10.5% of total revenue.
Change in Working Capital
Change in working capital accounts for any shortfalls between the working capital balance at the
beginning of the year and the working capital goal for that year in order to maintain EPPC’s policy of 90
days of working capital, consistent with EPPC’s bond covenants.
Capital
Capital expenses include costs associated with power line construction, fleet replacements, meter
upgrades, and other capital expenses. The Test Year capital expenses are based on an annualized capital
need assessment, with most of the annual costs increased at 2.1% per year. The Test Year value for these
expenses is projected to be approximately $1,747,792, of which approximately $319,612 is expected to
be funded by customer contributed capital.
Offsets to Revenue Requirement
Offsets to the projected Revenue Requirement include reductions associated with investment income,
miscellaneous non‐rate revenues, and planned under‐recovery as developed by the ten‐year financial
plan, as shown in Appendix B, Schedule 1.
The planned under‐recovery is reflective of the policy decision to draw down on existing financial reserves
to fully fund capital needs of the utility while allowing rates to be increased more gradually. The ten‐year
financial plan contemplated a drawdown of reserves but remaining above the 90‐day target.
REVENUE REQUIREMENT
2‐3
Table 2-1
Revenue Requirement Development
Item
2019 Board
Adopted Difference Test Year
O&M Expenses
Purchased Power $ 7,776,362 $ 364,034 $ 8,140,396
Distribution 3,748,771 594,088 4,342,859
Customer Service 442,985 35,929 478,914
Administration and General 2,304,701 167,708 2,472,409
Subtotal O&M Expense $ 14,272,819 $ 1,161,759 $ 15,434,578
Debt Service $ 449,813 $ 141,488 $ 591,300
General Fund Transfer 1,772,928 225,115 1,998,043
Change in Working Capital - 112,267 112,267
Capital Expenditures 2,292,000 (544,208) 1,747,792
Less Interest Income (78,083) 8,170 (69,913)
Less Miscellaneous Revenue (708,578) 181,732 (526,846)
Less Customer Contributions (300,000) (19,612) (319,612)
Less Planned Under-Recovery (per Financial Plan) (307,503) (227,887) (535,391)
Revenue Requirement $ 17,393,395 $ 1,038,822 $ 18,432,217
Economics | Strategy | Stakeholders | Sustainability
Section 3
COST OF SERVICE
After determining the Revenue Requirement, a COS for each customer class is developed to determine
the specific costs to serve each customer class. Customer class revenues are compared to customer class
Revenue Requirements to evaluate the ability of the current rates to recover costs. NewGen analyzed the
cost to serve each customer class based on the Revenue Requirement developed in Section 2.
Once completed, the COS results indicate the degree to which existing rates recover the costs to serve
customers. The COS results are then used to design new electric rates.
The COS analyses relied on the following key supporting data and analysis:
Revenue Requirement and revenues based on current rates;
System and customer class demand and energy requirements;
Actual and assumed customer service characteristics; and
Information obtained from customer accounts and records.
Functionalization of Revenue Requirement
EPPC’s electric rates were unbundled into three functions: purchased power, distribution, and customer
service, as shown in Appendix B, Schedule 2. The assignment of costs by function falls into two general
categories: 1) direct assignments and 2) derived allocations. Direct assignments are costs that are readily
associated with a specific utility function and are directly assigned to that function. For example, the
energy expense is clearly an expense solely related to purchased power, so it is directly assigned to that
function.
Derived allocators are allocation factors that are based on the sum, average, or weighted effect of
different underlying factors. Derived allocators can be complex and should reflect the logical answer to
the following question – what underlying activities drive the cost of this item? For example, administrative
and general expenses are associated with the O&M of all utility functions. Thus, administrative and
general expenses are allocated to each utility function using a derived allocator. Each of the three utility
functions is described below.
Purchased Power Function
The production function consists of costs associated with purchased power and transmission services
from Platte River as well as an allocated portion of payment in lieu of taxes, franchise fees and a small
number of other expenses.
Distribution Function
The distribution function consists of costs associated with operating and maintaining the distribution
portion of the electric grid and making capital investments, as necessary. The distribution facilities deliver
power to retail customers after it has been transmitted. This includes low voltage distribution lines,
distribution poles, underground lines, customer service connections, meters, and lighting‐related assets.
Section 3
3‐2
Customer Service Function
The customer service function consists of costs associated with operating and maintaining the
customer‐related facilities to meet customer support needs. This includes, but is not limited to, customer
service, billing and collection, and meter reading.
Revenue Requirement by Function
The Revenue Requirement determined was “unbundled” into the three functional areas of the System –
purchased power, distribution, and customer. The results of the functional unbundling are summarized
in Table 3‐1.
Table 3-1
Revenue Requirement by Function
Item
Purchased
Power Distribution Customer Total
O&M Expenses
Purchased Power $ 8,140,396 $ - $ - $ 8,140,396
Distribution - 4,342,859 - 4,342,859
Customer - - 478,914 478,914
Administration and General 156,368 1,995,287 320,754 2,472,409
Subtotal O&M Expense $ 8,296,764 $ 6,338,146 $ 799,668 $ 15,434,578
Debt Service $ - $ 591,300 $ - $ 591,300
General Fund Transfer - 1,998,043 - 1,998,043
Change in Working Capital 2,407 97,552 12,308 112,267
Capital Expenditures - 1,370,798 376,994 1,747,792
Less Interest Income (31,360) (35,974) (2,580) (69,914)
Less Miscellaneous Revenue - (20,582) (506,264) (526,846)
Less Customer Contributions - (319,612) - (319,612)
Less Planned Under-Recovery (per Financial Plan) - (535,391) - (535,391)
Revenue Requirement $ 8,267,811 $ 9,484,280 $ 680,126 $ 18,432,217
A comparison of the relative contribution to the Revenue Requirement by function, and average
functional rate is provided in Table 3‐2. The average rate was derived from the total expense divided by
total projected energy sales for the Test Year period.
COST OF SERVICE
3‐3
Table 3-2
Functionalized Revenue Requirement
Function Revenue Requirement $/kWh % of Total
Purchased Power $ 9,396,018 $0.0649 45%
Distribution 8,419,310 0.0745 51%
Customer 340,877 0.0053 4%
Revenue Requirement $ 18,156,205 $0.1447 100%
The purchased power function represents approximately 45% of the Revenue Requirement. The
distribution function represents approximately 51% of the Revenue Requirement. The customer function
represents approximately 4% of the Revenue Requirement.
Classification of Costs
To provide a reasonable basis for the assignment of the total Revenue Requirement to each customer
class, costs for each function in the Electric System have been analyzed and classified into four rate‐making
cost classifications, as described below.
Demand Costs – Capacity (fixed‐ or demand‐related) costs are those costs incurred to maintain a
utility system in a state of readiness to serve, enabling it to meet the total combined demands of
its customers. Capacity costs include the portion of O&M expenses, debt service, capital
expenditures, and other costs that are generally fixed and do not vary materially with the quantity
of usage or that cannot be designated specifically as a customer or variable cost.
Energy Costs – Energy, or variable costs, are costs that vary directly with energy usage, including
such items as fuel, energy‐related purchased power, and a portion of O&M expenses.
Customer Costs – Customer costs are those costs directly related to the number and type of
customers, such as customer accounting, billing, and meter related expenses.
Direct Assignment Costs – Direct assignment costs are those costs that are readily identifiable and
applicable to a particular customer or customer class.
Once the costs within each function are assigned to each service category, the demand, energy, customer,
and direct assignment component of each service is calculated. The classification of costs functionalized
to Purchased Power are shown in Appendix B, Schedule 3. The classification of costs functionalized to
Distribution are shown in Appendix B, Schedule 4. The classification of costs functionalized to Customer
are shown in Appendix B, Schedule 5.
As provided in Table 3‐3, three major cost categories (demand, energy, and customer) cover the majority
of all functional costs. This breakdown of demand, energy, customer, and direct assignment costs is later
applied to each customer class to facilitate rate design, as provided in Section 4.
Section 3
3‐4
Table 3-3
Classified Revenue Requirement
Classification
Revenue
Requirement $/kWh
% of
Total
Purchased Power
Customer $ 509,556 $0.0040 3%
Energy 4,964,087 0.0390 27%
Demand 2,666,753 0.0209 14%
PILOT, Franchise Fees and Other 127,415 0.0010 1%
Subtotal $ 8,267,811 $0.0649 45%
Distribution
Demand $ 5,208,314 $0.0409 28%
Customer 2,420,247 0.0190 13%
General Fund Transfer 1,855,719 0.0146 10%
Subtotal $ 9,484,280 $0.0745 51%
Customer
Customer $ 680,126 $0.0053 4%
Subtotal $ 680,126 $0.0053 4%
Revenue Requirement $ 18,432,217 $0.1447 100%
In total, approximately 27% of EPPC’s total Revenue Requirement is energy‐related or variable costs. The
remaining 73% of the Revenue Requirement is fixed in nature and classified as demand, customer, or
directly assigned to particular customer classes.
Allocation of Costs
Once costs are functionalized and classified, they are then allocated to the various customer classes.
Customer Classes represent aggregations of customers that have similar customer usage characteristics
and use the System in a similar manner.
Customer Class Allocation Factors
Based upon actual and assumed customer service characteristics, NewGen developed various factors for
use in allocating the adjusted Revenue Requirements to individual customer classes. These allocation
factors reflect accepted ratemaking principles and were based upon embedded cost allocation
procedures.
We have developed demand‐related, energy‐related, customer‐related, and direct assignment allocation
factors, as described below.
Demand Allocations
Demand allocators are derived based on the demand requirements of individual customers and customer
classes. Purchased Power‐related demand costs are allocated to customer classes based on the customer
class’s contribution to the System peak, or coincident peak (CP) allocators. This is a measure of each
COST OF SERVICE
3‐5
customer classes’ cost responsibility associated with the infrastructure required to meet the System peak
demand. As you move from the generator to the meter, the measure of peak demand responsibility
changes from a System perspective (CP), to a customer class perspective (non‐CP), to a customer
perspective (demand at meter). Demand contributions at these various points in the System are
determined based on load research, billing data provided by EPPC, and industry research and experience.
Demand allocators can be based on the one peak month during a year, multiple months (such as the four
summer months), or the 12 months of the year, depending on how the underlying costs are incurred (cost
causation).
For this Study, the Platte River Summer (Summer CP) and Non‐Summer (Non‐Summer CP) coincident
peaks were used to allocate purchased power‐related summer and non‐summer demand costs
respectively. The summer season for Platte River occurs from June through September while the Non‐
Summer season occurs from October through May. For purchased power transmission demand, a
transmission with ratchet allocator (Transmission) was used. The Transmission allocator was a
combination of the EPPC 12‐month coincident peak (12CP) allocator and EPPC 1‐month coincident peak
(1CP) allocator. The 12CP allocator was used to allocate transmission costs before the ratchet, while the
1CP allocator was used to allocate the incremental transmission costs associated with the ratchet.
A Non‐coincident peak (NCP) allocator is typically used to allocate distribution costs. This is a measure of
localized peak demands rather than the System peak demand. The distribution‐related demand costs
were allocated using a 9‐month non‐coincident peak (9NCP) for substations, overhead, and underground.
For transformers, the sum of max demands (SMD) allocator was used.
Table 3‐4 compares the various demand allocators utilized in the Study.
Table 3-4
Demand Allocator Comparisons
Customer Class
Summer
CP
Non-Summer
CP Transmission 9NCP SMD
Residential Service 49% 54% 51% 51% 66%
Small Commercial 23% 20% 21% 21% 18%
Small Commercial Energy
Time-of-Day 0% 0% 0% 0% 0%
Large Commercial 25% 23% 25% 24% 13%
Large Commercial Energy
Time-of-Day 0% 0% 0% 0% 0%
Municipal 2% 2% 2% 2% 2%
RMNP Administrative Housing 0% 0% 0% 0% 0%
RMNP Small Administrative 0% 0% 0% 0% 0%
RMNP Large Administrative 0% 0% 0% 1% 0%
Total 100% 100% 100% 100% 100%
Note: 0% shown in table may reflect fractions of a percent
Energy Allocations
Energy allocation factors are the basis for allocating costs or expenses classified as variable or
energy‐related and are assumed to vary directly with kWh sales. Energy‐related costs classified as variable
were wholesale energy costs and renewable energy from Platte River. Net energy for load (NEFL), or the
Section 3
3‐6
energy necessary to supply each customer class, is used to allocate these types of costs to individual
customer classes. NEFL is also sometimes called adjusted metered load or energy at generation, as it
takes into consideration energy losses that occur on the transmission and distribution systems between
the power supplier delivery point and the customer’s meter. The energy from production utilized several
different NEFL allocators. Summer energy used a NEFL summer allocator, while non‐summer energy used
a NEFL non‐summer allocator. The summer and non‐summer seasons were based on Platte River’s
seasons. The renewable energy was allocated based on the NEFL allocator.
Table 3‐5 lists the energy allocation factors utilized in the Study, which incorporates the losses at the
various levels of the System.
Table 3-5
Energy Allocator Comparisons
Customer Class
Net Energy
for Load
Summer
Net Energy
for Load Non-
Summer
Net Energy
for Load
Residential Service 38% 49% 46%
Small Commercial 25% 22% 23%
Small Commercial Energy
Time-of-Day 0% 1% 1%
Large Commercial 33% 26% 28%
Large Commercial Energy
Time-of-Day 0% 0% 0%
Municipal 3% 3% 3%
RMNP Administrative Housing 0% 0% 0%
RMNP Small Administrative 0% 0% 0%
RMNP Large Administrative 0% 0% 0%
Total 100% 100% 100%
Note: 0% shown in table may reflect fractions of a percent
Customer Allocations
Customer costs are defined as those costs related to the number of customers and the type of service
required. Included in the customer‐related costs are the costs associated with meter reading, customer
service, billing, collection, and other customer‐related activities. The customer allocation factors were
largely based on the number of customers in each customer class. These allocations included a weighting
factor depending on the nature and size of the customer served in each customer class. Weighting reflects
that servicing certain types of customers requires more effort and expenses than other types of
customers. Weighting factors were developed based on discussions with EPPC staff, as well as applying
industry knowledge and practices. Weighting factors derive relationships between the customer classes
and equipment or services needed to serve the customer class and the relative costs of those items.
COST OF SERVICE 3‐7 Cost of Service Results The unbundled COS results by customer class is shown in Table 3‐6. See Appendix B, Schedule 6 for additional detail. Table 3-6 Unbundled Cost of Service Results by Customer Class ($000) (1) Classification Residential Small Commercial Small Commercial Energy Time-of-Day Large Commercial Large Commercial Time-of-Day Municipal Rate RMNP Admin. Housing RMNP Small Admin. RMNP Large Admin. Total Purchased Power Customer $ 349 $ 101 $ 1 $ 48 $ 0 $ 10 $ 0 $ 0 $ 0 $ 510 Energy Summer (En) 523 345 6 446 3 38 0 0 0 1,361 Energy Non-Summer (En) 1,564 704 18 847 2 83 0 0 0 3,218 Renewable Intermittent Adder 176 88 2 109 0 10 0 0 0 386 Demand Summer (D) 210 101 1 109 1 10 0 0 0 432 Demand Non-Summer (D) 386 145 3 164 0 17 0 0 0 715 Demand Transmission 771 325 7 378 2 37 0 0 0 1,519 PILOT, Franchise Fee & Other 62 28 1 33 0 3 0 0 0 127 Subtotal Production $ 4,041 $ 1,836 $ 40 $ 2,134 $ 9 $ 207 $ 0 $ 0 $ 0 $ 8,268 Distribution Demand Related Substations $ 1,120 $ 465 $ 10 $ 538 $ 2 $ 53 $ 0 $ 5 $ 12 $ 2,205 Overhead 821 341 7 394 2 39 0 3 8 1,616 Underground 462 192 4 222 1 22 0 2 5 910 Transformers 317 87 1 62 0 8 0 1 1 477 Customer Related Overhead 732 212 3 101 1 20 0 2 1 1,072 Underground 410 119 1 57 1 11 0 1 0 600
Section 3 3‐8 Table 3-6 Unbundled Cost of Service Results by Customer Class ($000) (1) Classification Residential Small Commercial Small Commercial Energy Time-of-Day Large Commercial Large Commercial Time-of-Day Municipal Rate RMNP Admin. Housing RMNP Small Admin. RMNP Large Admin. Total Transformers 217 63 1 30 0 6 0 1 0 318 Services 69 20 0 10 0 2 0 0 0 102 Metering 225 65 1 31 0 6 0 1 0 329 General Fund Transfer 464 923 11 441 4 0 2 9 2 1,856 Subtotal Distribution $ 4,837 $ 2,486 $ 40 $ 1,886 $ 12 $ 167 $ 3 $ 24 $ 30 $ 9,484 Customer Customer $ 465 $ 134 $ 2 $ 64 $ 1 $ 13 $ 0 $ 1 $ 0 $ 680 Subtotal Customer 465 134 2 64 1 13 0 1 0 680 Revenue Requirement $ 9,343 $ 4,457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432 Summarized Total Demand $ 4,087 $ 1,656 $ 34 $ 1,867 $ 8 $ 185 $ 1 $ 11 $ 26 $ 7,875 Energy 2,263 1,136 27 1,402 5 131 0 0 0 4,964 Customer 2,467 713 9 341 3 68 1 6 2 3,610 General Fund Transfer, PILOT, Franchise Fees and Other 526 951 12 474 4 3 2 9 2 1,983 Revenue Requirement $ 9,343 $ 4,457 $ 82 $ 4,084 $ 21 $ 387 $ 3 $ 25 $ 30 $ 18,432 (1) Numbers may not sum due to rounding
COST OF SERVICE
3‐9
Cost of Service Results Compared to Current Revenue
To evaluate the ability of current rates to adequately recover the COS, NewGen estimated revenues based
on Test Year billing determinants and current rates, then compared resulting revenues to the COS for each
customer class. The results of the comparison are shown in Table 3‐7. Note that the Revenue
Requirement in Table 3‐7 for RMNP only includes the cost to deliver electricity.
Table 3-7
2022 Revenue Shortfall with No Rate Increases
Customer Class
Revenue
Requirement
($)
Projected Revenues
Under 2019
Rates ($)
Projected
Over /
(Under)
Recovery ($)
Difference
(%)
Residential Service $ 9,343,420 $ 8,749,429 ($ 593,991) (6.8%)
Small Commercial 4,456,635 4,347,393 (109,242) (2.5%)
Small Commercial
Energy Time-of-Day 81,613 85,069 3,456 4.1%
Large Commercial 4,084,202 3,695,196 (389,006) (10.5%)
Large Commercial
Energy Time-of-Day 20,772 18,327 (2,445) (13.3%)
Municipal 387,246 442,979 55,733 12.6%
RMNP Administrative
Housing 3,195 1,738 (1,457) (83.9%)
RMNP Small
Administrative 25,009 21,154 (3,855) (18.2%)
RMNP Large
Administrative 30,126 39,490 9,364 23.7%
Total $ 18,432,217 $ 17,400,775 ($ 1,031,442) (5.9%)
The percentage increase / (decrease) shown in the table above provides guidance for future rate design
but does not reflect policy decisions that could impact recommended rates. Recommendations for new
rates are presented in Section 4.
Economics | Strategy | Stakeholders | Sustainability
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.
Section 4
4‐2
Table 4-1
Retail Rate – Customer Class / Sub-Customer Class
Customer Class Code
Estimated
Number of
Customers
(Test Year)
Estimated
Test Year
Revenues
($000) Comments
Residential Energy R 7,631 $ 8,027 Standard residential service
Residential Demand RD 212 569 Optional rate, > 15,000 kWh/year,
closed to new customers
Residential Energy Time-of-Day RE 282 707 Optional rate, only energy storage
for heating
Residential Basic Energy Time-of-Day RB 27 49 Optional rate, open to all residential
customers
Total Residential 8,152 $ 9,352
Small Commercial C 2,357 $ 4,441 Non-Residential use, <= 35 kW
Small Commercial Energy Time-of-Day CE 29 85 Non-Residential use, <= 35 kW,
energy storage for heating
Large Commercial CL 113 4,029 Non-Residential use, > 35 kW in
two consecutive months
Large Commercial Time-of-Day CT 1 20 Non-Residential use, > 35 kW in
two consecutive months
Total Commercial 2,500 $ 8,575
RMNP Administrative Housing AH 4 $ 2 Alternate power source, housing
RMNP Small Administrative AS 22 21 Alternate power source, <= 35 kW
RMNP Large Administrative AL 6 39 Alternate power source, > 35 kW in
two consecutive months
Total RMNP 32 $ 62
Municipal M 74 $ 443 Includes municipal street, park
lighting, and municipal buildings
Total (1) 10,758 $ 18,432
(1) Excludes outdoor lighting, revenue from which was treated as an offset to the Revenue Requirement
Rate Design Objectives
In general, proposed rate structures for this Study should meet the following objectives and best practices:
Rates should be equitable among customer classes and individuals within customer classes, taking
into consideration the costs incurred to serve each customer class.
Rates may take into consideration other important factors, such as competitive concerns, policies,
or the public interest.
Rates should be simple and understandable.
The foundation of rate design is COS results tempered with policy considerations important to the
community. Specific rate design goals for EPPC include:
RATE DESIGN
4‐3
Based on COS results
Improved fixed cost recovery
Phase‐in rate changes to reduce undue rate impacts to customer classes (i.e., rate shock)
Move towards COS results by customer class to decrease intra‐class subsidization
Update seasonal price differentiations based on Platte River costs
One of the key rate design policy objectives was related to customer classes that were projected to be
over‐recovering the COS. These customer classes were eventually going to need rate increases, according
to the ten‐year financial plan. Thus, the decision was made to set rates for these customers to maintain
the current level of revenue for the customer class. Thus, these customers would move towards COS
gradually over time. This also lessened the need for more drastic rate adjustments for customer classes
that were projected to be under‐recovering the COS, as illustrated in Appendix B, Schedule 7.
Electric Rate Structure
The proposed base electric rates include a customer charge, an energy charge, and demand charge, where
applicable. Generally, the customer charge should be designed to recover customer‐related costs; the
energy charge should be designed to recover all applicable power production costs; and the demand
charge should be designed to recover demand‐related costs. The customer, energy, and demand charges
are commonly referred to as “base rates”, as they exclude the rate riders, such as the renewable rate
adder or increases in the purchase power costs passed‐through to customers via the wholesale power
cost adjustment.
Customer and demand charges generally collect revenues that cover EPPC’s fixed costs. Energy charges
may collect revenues to recover both fixed and variable costs. For customer classes that do not have
demand charges, a large portion of fixed costs may be collected through the energy charge.
Rate Design Results
Appendix B, Schedule 8 includes a summary of all proposed rates by customer class. The proposed rates
are summarized for each customer class below. A histogram of customer monthly billing impacts and
effective rates by load factor or consumption is included to illustrate and compare current rates, proposed
2022 rates, and COS results. Histograms of bill impacts are based on customer usage patterns from
January 2018 to December 2018, as provided by EPPC.
Residential Service (R)
The Residential Service customer class is available to all residential customers. It is composed of
residential customers served on a retail basis and includes a customer charge and an energy charge. Table
4‐2 compares the COS rates, current rates, and proposed rates for the Residential Service customer class.
Section 4
4‐4
Table 4-2
Residential Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 25.06 22.70 23.47 24.23 25.00
Energy Charge $/kWh 0.1188 0.1095 0.1119 0.1144 0.1168
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
The COS analysis indicates that the customer charge and energy charge are currently lower than the COS.
The proposed customer and energy charges are increased annually from 2020 to 2022 in approximately
equal increments to move the customer class gradually towards COS and improve fixed cost recovery.
The wholesale power cost adjustment is zero for proposed 2020 rates and increases annually to reflect
the estimated increases in the cost of purchased power from Platte River.
Figure 4‐1 shows the relationship between customer usage and COS. Low energy users have a higher
average COS per kWh than high energy users. This relationship exists because each customer has a similar
fixed cost associated with infrastructure required to connect the customer to the System and meet their
peak demand requirements. High users are able to spread these fixed costs over more energy resulting
in a lower average rate. Increasing the Residential Service customer charge improves fixed cost recovery
and reduces subsidies between customers within the Residential Service customer class.
RATE DESIGN
4‐5
Figure 4-1. Residential Service Rate Comparison
Bill Impacts
Customer bill impacts, on a percentage basis, for all residential customers is shown in Figure 4‐2 (reflecting
the change from 2019 to 2022 rates).
Section 4
4‐6
Figure 4-2. Residential Service Billing Impacts: Percent Change in Bills from 2019 to 2022
Customer bill impacts, on a dollar basis, for all residential customers is shown in Figure 4‐3 (reflecting the
change from 2019 to 2022 rates).
RATE DESIGN
4‐7
Figure 4-3. Residential Service Billing Impacts: Dollar Change in Bills from 2019 to 2022
Residential Demand Service (RD)
The Residential Demand Service customer class is an optional rate for customers that use electricity as a
primary source of heat, as well as use greater than 15,000 kWh over 12 months. The demand charge is
only assessed in the winter season (September through April) and the energy charge switches to the
Residential Service energy charge during the summer (May through August). This rate tariff is closed to
new customers. Table 4‐3 compares the COS rates, current rates, and proposed rates.
Table 4-3
Residential Demand Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 27.46 26.10 26.90 27.70 28.50
Energy Charge Summer (1) $/kWh 0.1126 0.1095 0.1119 0.1144 0.1168
Energy Charge Winter $/kWh 0.0365 0.0654 0.0645 0.0636 0.0627
Demand Charge $/kW 12.53 13.60 13.60 13.60 13.60
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) Equal to the Residential Service customer class energy charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
Section 4
4‐8
The histograms and cost curves for the Residential Demand Service customer class can be found in
Appendix A.
Residential Energy Time-of-Day Service (RE)
The Residential Energy Time‐of‐Day Service customer class is an optional rate available to all residential
customers who use energy storage equipment for space heating. Table 4‐4 compares the COS rates,
current rates, and proposed rates.
Table 4-4
Residential Energy Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 27.76 26.10 26.90 27.70 28.50
Energy Charge On-Peak $/kWh 0.1689 0.1520 0.1566 0.1612 0.1658
Energy Charge Off-Peak $/kWh 0.0928 0.0760 0.0806 0.0852 0.0898
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
The histograms and cost curves for the Residential Energy Time‐of‐Day Service customer class can be
found in Appendix A.
Residential Energy Basic Time-of-Day Service (RB)
The Residential Energy Basic Time‐of‐Day Service customer class is an optional rate available to all
residential customers. The energy charge for this customer class is only assessed during the winter season
(September through April). During the summer season (May through August) the standard Residential
Service energy charge is assessed. Table 4‐5 compares the COS rates, current rates, and proposed rates.
Table 4-5
Residential Energy Basic Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 28.08 26.10 26.90 27.70 28.50
Energy Charge Summer (2) $/kWh 0.1166 0.1095 0.1119 0.1144 0.1168
Energy Charge Winter On-Peak $/kWh 0.1689 0.1345 0.1470 0.1595 0.1719
Energy Charge Winter Off-Peak $/kWh 0.0928 0.1077 0.1038 0.0998 0.0959
Wholesale Power Cost
Adjustment Charge (3) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Equal to the Residential Service customer class energy charge
(3) Proposed Wholesale Power Cost Adjustment Charges are estimates
RATE DESIGN
4‐9
The histograms and cost curves for the Residential Energy Basic Time‐of‐Day Service customer class can
be found in Appendix A.
Small Commercial Service (C)
The Small Commercial Service customer class is composed of commercial users served at primary and
secondary voltages with maximum monthly usage that does not exceed 35 kW. Table 4‐6 compares the
COS rates, current rates, and proposed rates.
Table 4-6
Small Commercial Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 25.22 33.37 33.25 33.12 33.00
Energy Charge $/kWh 0.1266 0.1140 0.1154 0.1169 0.1183
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
Figure 4‐4 shows the relationship between customer usage and COS for the Small Commercial Service
customer class.
Figure 4-4. Small Commercial Energy Service Rate Comparison
Section 4
4‐10
Bill Impacts
Customer bill impacts for customers in this customer class are provided in Figure 4‐5 and Figure 4‐6.
Figure 4-5. Small Commercial Energy Service Billing Impacts: Percent Change in Bills from 2019 to 2022
RATE DESIGN
4‐11
Figure 4-6. Small Commercial Energy Service Billing Impacts: Dollar Change in Bills from 2019 to 2022
Small Commercial Energy Time-of-Day Service (CE)
The Small Commercial Energy Time‐of‐Day Service customer class is an optional rate available to all small
commercial customers who use energy storage equipment for space heating with on‐peak demands that
do not exceed 35 kW. Table 4‐7 compares the COS rates, current rates, and proposed rates.
Table 4-7
Small Commercial Energy Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 25.22 36.77 36.51 36.26 36.00
Energy Charge On-Peak $/kWh 0.1353 0.1615 0.1526 0.1438 0.1349
Energy Charge Off-Peak $/kWh 0.0876 0.0708 0.0763 0.0818 0.0872
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
The histograms and cost curves for the Small Commercial Energy Time‐of‐Day Service customer class can
be found in Appendix A.
Section 4
4‐12
Large Commercial Service (CL)
The Large Commercial Service customer class is available for commercial customers with demands more
than 35 kW for two consecutive months. Table 4‐8 compares the COS, current rates, and proposed rates.
Table 4-8
Large Commercial Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 252.23 45.23 45.49 45.74 46.00
Energy Charge $/kWh 0.0547 0.0625 0.0633 0.0640 0.0648
Demand Charge $/kW 19.55 14.80 15.87 16.93 18.00
Wholesale Power Cost
Adjustment Charge (1) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) Proposed Wholesale Power Cost Adjustment Charges are estimates
Figure 4‐7 shows the relationship between customer usage and average COS. There is a wide range of
load factors with a significant number of customers clustered between 20% and 50%. Load factor is a
measure of efficiency and is the relationship between monthly demand and monthly energy usage. Higher
load factor reflects a more efficient use of the System. The average monthly demand was approximately
61 kW. Note: the load factor percentages reflected in the figure represent the high end of the 10% range
(i.e., the count of customers shown at 100% load factor represents the customers with load factor
between 90% and 100%).
Figure 4-7. Large Commercial Service Rate Comparison
RATE DESIGN
4‐13
Bill Impacts
Customer bill impacts for customers in this customer class are provided in Figure 4‐8 and Figure 4‐9.
Figure 4-8. Large Commercial Service Billing Impacts: Percent Change in Bills from 2019 to 2022
Section 4
4‐14
Figure 4-9. Large Commercial Service Billing Impacts: Dollar Change in Bills from 2019 to 2022
Large Commercial Time-of-Day Service (CT)
The Large Commercial Time‐of‐Day Service customer class is available for commercial customers with
demands more than 35 kW for two consecutive months. Table 4‐9 compares the COS rates, current rates,
and proposed rates.
Table 4-9
Large Commercial Time-of-Day Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 252.23 53.18 53.79 54.39 55.00
Energy Charge On-Peak $/kWh 0.0774 0.0820 0.0848 0.0876 0.0904
Energy Charge Off-Peak $/kWh 0.0365 0.0445 0.0461 0.0478 0.0495
Demand Charge $/kW 19.49 17.45 18.30 19.15 20.00
Wholesale Power Cost
Adjustment Charge (1) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) Proposed Wholesale Power Cost Adjustment Charges are estimates
Municipal Service (M)
The Municipal Service customer class is available for municipal street, park lighting, and municipal
buildings. Table 4‐10 compares the COS rates, current rates, and proposed rates.
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%($500)($464)($429)($393)($357)($321)($286)($250)($214)($179)($143)($107)($71)($36)$0$36$71$107$143$179$214$250$286$321$357$393$429$464$500PERCENT OF CUSTOMERSCHANGE IN MONTHLY BILL ($/MONTH)
RATE DESIGN
4‐15
Table 4-10
Municipal Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 75.67 0.00 9.00 18.00 27.00
Energy Charge $/kWh 0.0929 0.1171 0.1149 0.1128 0.1106
Wholesale Power Cost
Adjustment Charge (2) $/kWh 0.0028 0.0035 0.0000 0.0014 0.0028
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
(2) Proposed Wholesale Power Cost Adjustment Charges are estimates
The Municipal Service rate structure changes significantly with the introduction of a customer charge.
This aligns the Municipal Service customer class with the other retail customers. The histograms and cost
curves for the Municipal Service customer class can be found in Appendix A.
Rocky Mountain National Park Administrative Housing (AH)
The Rocky Mountain National Park Administrative Housing Service customer class is available for Rocky
Mountain National Park service administrative single housing accounts. There are no rate changes
proposed for this customer class. Table 4‐11 compares the COS rates, current rates, and proposed rates.
Note that this customer class has no wholesale power cost adjustment charge since the power from Platte
River is paid for directly by the U.S. Bureau of Reclamation.
Table 4-11
Rocky Mountain National Park Administrative Housing Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 21.65 22.70 22.70 22.70 22.70
Energy Charge $/kWh 0.2323 0.0690 0.0690 0.0690 0.0690
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
Rocky Mountain National Park Small Administrative Service (AS)
The Rocky Mountain National Park Small Administrative Service customer class is available for Rocky
Mountain National Park service administrative accounts with maximum demand equal to or less than 35
kW. There are no rate changes proposed for this customer class. Table 4‐12 compares the COS rates,
current rates, and proposed rates. Note that this customer class has no wholesale power cost adjustment
charge since the power from Platte River is paid for directly by the U.S. Bureau of Reclamation.
Section 4
4‐16
Table 4-12
Rocky Mountain National Park Small Administrative Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS (1)
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 21.65 33.37 33.37 33.37 33.37
Energy Charge $/kWh 0.0715 0.0456 0.0456 0.0456 0.0456
(1) The fixed demand-related costs are shown in the energy COS because this customer class does not have a demand charge
Rocky Mountain National Park Large Administrative Service (AL)
The Rocky Mountain National Park Large Administrative Service customer class is available for Rocky
Mountain National Park service administrative accounts with maximum demand greater than 35 kW.
There are no rate changes proposed for this customer class. Table 4‐13 compares the COS rates, current
rates, and proposed rates. Note that this customer class has no wholesale power cost adjustment charge
since the power from Platte River is paid for directly by the U.S. Bureau of Reclamation.
Table 4-13
Rocky Mountain National Park Large Administrative Service
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 21.65 45.23 45.23 45.23 45.23
Energy Charge $/kWh 0.0000 0.0185 0.0185 0.0185 0.0185
Demand Charge $/kW 15.33 12.50 12.50 12.50 12.50
Renewable Energy Charge
The renewable energy charge is an optional charge added to all otherwise applicable energy charges,
including the wholesale power cost adjustment charge, for customers that would like to support
renewable generation. It is available to all customer classes and customers may subscribe in 100 kWh
blocks or opt to have all energy subscribed. Currently residential, residential energy time‐of‐day, small
commercial, and municipal customer classes contain renewable energy subscribers. There are no rate
changes proposed for this rate. Table 4‐14 compares the current rates, the COS rates, and the proposed
rates.
Table 4-14
Renewable Energy Charge
Cost of Service, Current, and Proposed Rates
Item Unit
COS
2022
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Subscribed Customers $/kWh 0.0254 0.0275 0.0275 0.0275 0.0275
RATE DESIGN
4‐17
Outdoor Area Lighting
The Outdoor Area Lighting customer class is available for outdoor private lighting and is a flat monthly
rate per fixture. In this analysis, outdoor lighting revenue was treated as an offset to the Revenue
Requirement and the expenses for outdoor lighting were not segregated from other expenses. There are
no rate changes proposed for this rate. Table 4‐15 compares the current rates, the COS rates, and the
proposed rates.
Table 4-15
Outdoor Area Lighting
Cost of Service, Current, and Proposed Rates
Item Unit
Current
2019
Proposed
2020
Proposed
2021
Proposed
2022
Customer Charge $/Month 36.49 36.49 36.49 36.49
Revenue Adequacy of Proposed Electric Rates
The rates presented in this section have been designed to recover revenues equal to the Revenue
Requirement in the final year of the rate plan and to incorporate the rate strategies enclosed herein.
Rates were designed based on forecasted billing information provided and utilizing information from the
2018 billing data. To the extent actual billing determinants vary from projections, actual revenues may
vary from the expected revenues as presented herein. Table 4‐16 shows the projected Revenue
Requirement and the projected revenue from proposed 2022 rates.
Table 4-16
Revenue Requirement and Projected Rate Revenue from Proposed Rates
Customer Class
Revenue
Requirement
2022
Projected
Revenue
Over/(Under)
Recovery
Residential Service $ 9,343,420 $ 9,351,732 $ 8,312
Small Commercial 4,456,635 4,441,023 (15,612)
Small Commercial Energy Time-of-Day 81,613 85,069 3,456
Large Commercial 4,084,202 4,028,609 (55,592)
Large Commercial Energy Time-of-Day 20,772 20,423 (349)
Municipal 387,246 442,979 55,733
RMNP Administrative Housing 3,195 1,738 (1,457)
RMNP Small Administrative 25,009 21,154 (3,855)
RMNP Large Administrative 30,126 39,490 9,364
Total System $ 18,432,217 $ 18,432,217 $ 0
Economics | Strategy | Stakeholders | Sustainability
Section 5
CONCLUSIONS AND RECOMMENDATIONS
In reliance upon the data received by EPPC, the Town, and Platte River, and the analyses described herein,
we conclude and recommend the following.
Conclusions
Revenue Requirement
Based on our development of the Revenue Requirement, current and projected costs exceed
current rates. On a System‐wide basis, current rate revenues require a 5.9% increase.
Cost of Service
The rates for several customer classes are below their COS, while some are currently above
their COS. However, the customer classes that are currently above their COS are projected to
eventually need rate increases according to the ten‐year financial plan.
Rate Design
EPPC’s rates require modification to better align with the COS and policy objectives of the
Town.
Although not reflected in the proposed rates in Section 4, the Town could also consider
eliminating the Residential Demand Service customer class, which is currently closed to new
customers. If these roughly 200 customers were moved to the regular Residential Service
customer class, the Town is projected to collect approximately the same revenue annually
from these customers. Eliminating the Residential Demand Service customer class would
simplify the overall rate tariff as well as residential rate options and ease the administrative
burden on EPPC.
Rate Recommendations
Based on our conclusions, and supporting analyses, NewGen recommends the following:
The Town should adopt rates that reduce subsidization among customer classes. The majority of
EPPC’s rate structure should be modified to improve fixed cost recovery in a gradual manner.
The Town should adopt the rate plan as proposed in this Report.
EPPC should continue to perform a comprehensive COS study every two to three years, or when
aligned with a major change, such as significant changes in projected price for purchased power, a
new large industrial customer, or significant change in System operations.
If EPPC is going to allow customers to opt‐out of an AMI capable meter a one‐time enrollment fee
of $75 and a monthly fee of $20 should be charged to defray the costs of accommodating these
customers (as discussed below).
Section 5
5‐2
Avoided Cost for Net Meter Customers
Customers with on‐site renewable generation (e.g., solar panels) may qualify to be paid for energy
generated, in excess of what the customer uses, annually at what is referred to as the avoided cost. The
avoided cost is determined by the blended cost per kWh for energy supplied by Platte River, less $0.01
per kWh for administrative costs. The costs for EPPC administering this program are likely more than
$0.01 per kWh, but only subtracting $0.01 per kWh allows for a generous interpretation of the avoided
cost.
AMI Opt-Out Fees
As automated metering infrastructure (AMI) or advanced meters become more commonplace with
utilities, many customers are becoming more comfortable and aware of the technology. However, utilities
still face customers who wish to opt out of having an advanced meter on their home. EPPC should
consider fees for customers who choose to opt out of the advanced meter and AMI system, thus
requesting a digital meter without radio transmitting capability that requires manual meter reading and
related customer billing support.
Several utilities have implemented an initial cost to install the non‐AMI capable meter, or an “enrollment
fee”, related to potential increased cost for the non‐AMI meter. Additional monthly fees are typically
assessed related to a meter reader’s time, transportation to read the meter, and the cost to upload the
meter read to the customer billing system. Secondary research summarized in Table 5‐1 shows one‐time
enrollment fees as well as monthly charges to recover the ongoing costs of manual meter reading and
customer data. Secondary research also suggests less than 0.5% of customers will opt‐out of an advanced
meter.
Table 5-1
AMI Opt-out Enrollment and Monthly Fees
Utility / Jurisdiction
Enrollment
Fee (One-time) Monthly Fee
Austin Energy (Texas) $75 $10
AEP Texas Central $105 - $214 (1) $19
AEP Texas North $105 - $257 (1) $36
CenterPoint $204 (2) $33
Oncor $191 - $564 (1) $27
California $75 $10
Maryland $75 $11 - $17
Keys Energy (Florida) $90 $15
Lafayette Utilities System (Louisiana) Unknown $12.20
United Power None $19.83
(1) Fees based on existing meter remaining, new analog meter installed, and AMI with disabled
communications.
(2) CenterPoint charges a minimum of $204, plus the incremental difference in the cost between a standard meter and the advanced meter functionality.
CONCLUSIONS AND RECOMMENDATIONS
5‐3
Based on this secondary research, NewGen recommends that, if the Town is going to allow customers to
opt‐out of an AMI capable meter, a one‐time enrollment fee of $75 and a monthly fee of $20 should be
charged to defray the costs of accommodating these customers.
Other Work Performed
For other work performed by EPPC, such as meter replacements or line extensions, the developer or
customer must pay for work performed as required to meet their needs and EPPC’s standards. Payment
must be made before the work is scheduled. The amount of payment will be estimated based on the cost
of labor, materials, equipment, and overhead.
Economics | Strategy | Stakeholders | Sustainability
Appendix A
HISTOGRAMS AND COST CURVES
Economics | Strategy | Stakeholders | Sustainability
Appendix A
HISTOGRAMS AND COST CURVES
Figure A-1. Residential Demand Rate Comparison
Appendix A
A‐2
Figure A-2. Residential Demand Billing Impacts: Percent Change in Bills from 2019 to 2022
Figure A-3. Residential Demand Billing Impacts: Dollar Change in Bills from 2019 to 2022
HISTOGRAMS AND COST CURVES
A‐3
Figure A-4. Residential Energy Time-of-Day Rate Comparison
Figure A-5. Residential Energy Time-of-Day Billing Impacts: Percent Change in Bills from 2019 to 2022
Appendix A
A‐4
Figure A-6. Residential Energy Time-of-Day Billing Impacts: Dollar Change in Bills from 2019 to 2022
Figure A-7. Residential Basic Energy Time-of-Day Rate Comparison
HISTOGRAMS AND COST CURVES
A‐5
Figure A-8. Residential Basic Energy Time-of-Day Billing Impacts: Percent Change in Bills from 2019 to 2022
Figure A-9. Residential Basic Energy Time-of-Day Billing Impacts: Dollar Change in Bills from 2019 to 2022
Appendix A
A‐6
Figure A-10. Small Commercial Energy Time-of-Day Rate Comparison
Figure A-11. Small Commercial Energy Time-of-Day Impacts: Percent Change in Bills from 2019 to 2022
HISTOGRAMS AND COST CURVES
A‐7
Figure A-12. Small Commercial Energy Time-of-Day Billing Impacts: Dollar Change in Bills from 2019 to 2022
Figure A-13. Municipal Rate Comparison
Appendix A
A‐8
Figure A-14. Municipal Billing Impacts: Percent Change in Bills from 2019 to 2022
Figure A-15. Municipal Billing Impacts: Dollar Change in Bills from 2019 to 2022
Economics | Strategy | Stakeholders | Sustainability
Appendix B
SCHEDULES
Estes Park Power and CommunicationsSchedule 1Electric Ten‐Year Financial Plan ABCDEFGHIJKLMNOProjectedLine No.Account Descriptions2016 2017 2018 Budget2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 20291 Operating Revenues2 Rate Revenue14,550,689 15,004,484 16,018,524 17,268,39517,648,03118,035,91318,432,21718,922,62719,404,708 19,908,01320,425,93120,960,76821,513,96322,091,7973 Intergovernmental153,652 1,031,202 24,252 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4 Investment Income78,448 87,206 68,000 78,083 75,766 73,508 69,913 66,384 63,771 59,673 54,035 48,724 45,881 45,546 5 Miscellaneous Revenue 367,446 1,101,099 977,836 708,578 526,217 526,528 526,846 527,232 527,613 528,010 528,419 528,840 529,275 529,729 6Total Operating Revenue15,150,235 17,223,991 17,088,612 18,055,05618,250,01518,635,94919,028,97719,516,24319,996,093 20,495,69621,008,38521,538,33222,089,11922,667,0727 Operating Expenses8 Source of Supply7,161,617 7,350,123 7,544,166 7,776,362 7,788,528 7,964,397 8,140,396 8,318,487 8,491,035 8,687,898 8,883,260 9,083,938 9,278,903 9,502,184 9 Distribution 3,104,575 3,658,860 4,152,418 3,748,771 3,935,086 4,132,138 4,342,859 4,453,972 4,568,254 4,685,808 4,806,739 4,931,156 5,059,171 5,190,902 10 Customer Accounts 384,020 445,111 501,036 442,985 454,980 466,776 478,914 491,405 504,261 517,493 531,114 545,137 559,575 574,441 11 Administration/General2,460,229 2,460,966 2,644,817 2,304,701 2,360,904 2,415,963 2,472,409 2,530,280 2,589,616 2,650,459 2,712,851 2,776,835 2,842,458 2,909,767 12 Transfers Out ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13Total Operating Expenses13,110,441 13,915,060 14,842,437 14,272,81914,539,49814,979,27515,434,57815,794,14416,153,167 16,541,65816,933,96517,337,06617,740,10718,177,29314Balance Available for Debt Service2,039,794 3,308,931 2,246,175 3,782,237 3,710,518 3,656,674 3,594,398 3,722,099 3,842,926 3,954,037 4,074,420 4,201,266 4,349,012 4,489,779 15 Debt Service (cash basis)16 Existing/Refinanced Debt‐ ‐ ‐ 449,813 580,128 596,900 591,300 596,300 595,050 597,800 594,300 594,600 184,450 183,950 17 New Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18Total Debt Service: Cash Basis‐ ‐ ‐ 449,813 580,128 596,900 591,300 596,300 595,050 597,800 594,300 594,600 184,450 183,950 19Debt Service Coverage Ratio NA NA NA 8.46.46.1 6.1 6.2 6.5 6.6 6.9 7.1 23.6 24.420 Other Income (Expenditures)21 Transfers In711,942 365,703 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 22 General Fund Transfer(1,391,740) (1,646,929) (1,731,233) (1,772,928) (1,916,252) (1,956,775) (1,998,043) (2,049,206) (2,099,590) (2,152,048) (2,205,880) (2,261,525) (2,319,357) (2,380,043) 23 Reserve Fund Adjustments‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 24 Change in Working Capital‐ ‐ ‐ ‐ (65,756) (108,438) (112,267) (88,660) (88,526) (95,793) (96,733) (99,395) (99,380) (107,799) 25 Gain (Loss) on Sale of Assets(91,430) ‐ ‐ 125,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 26Total Other Income (Expenditures)(771,228) (1,281,226) (1,731,233) (1,647,928) (1,982,008) (2,065,213) (2,110,309) (2,137,866) (2,188,116) (2,247,841) (2,302,613) (2,360,920) (2,418,737) (2,487,842) 27Balance Available for Retained Earnings & Capital1,268,566 2,027,705 514,942 1,684,497 1,148,382 994,561 892,789 987,933 1,059,761 1,108,397 1,177,507 1,245,746 1,745,824 1,817,987 28 Capital Expenditures29 Uses‐CIP and Recurring Capital Expenses2,292,000 1,676,634 1,711,843 1,747,792 1,685,721 1,721,121 2,124,414 2,169,026 2,214,576 2,261,082 2,308,565 30 Sources‐Contributed Capital 300,000 306,600 313,039 319,612 326,324 333,177 340,174 347,317 354,611 362,058 369,661 31 Sources ‐ Contruction Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 32 Sources ‐ Cash Available1,992,000 1,370,034 1,398,805 1,428,180 1,359,397 1,387,944 1,784,240 1,821,709 1,859,965 1,899,024 1,938,903 33 Flow of Funds34Cash In Excess of the Minimum Requirement35 Cash Beginning of Year4,442,774 4,135,271 3,913,619 3,509,375 2,973,984 2,602,521 2,274,338 1,598,495 954,293 340,075 186,875 HistoricalProjectedPrepared by NewGen Strategies and Solutions Page 1 of 2DRAFT
Estes Park Power and CommunicationsSchedule 1Electric Ten‐Year Financial Plan ABCDEFGHIJKLMNOProjectedLine No.Account Descriptions2016 2017 2018 Budget2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029HistoricalProjected36 Deposits‐ Operations1,684,497 1,148,382 994,561 892,789 987,933 1,059,761 1,108,397 1,177,507 1,245,746 1,745,824 1,817,987 37 Electric loan to Broadband (2,500,000) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 38 Broadband loan repayment2,500,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 39 Withdrawals ‐ Capital Plan(1,992,000) (1,370,034) (1,398,805) (1,428,180) (1,359,397) (1,387,944) (1,784,240) (1,821,709) (1,859,965) (1,899,024) (1,938,903) 40Cash In Excess of the Minimum Requirement Balance (EOY)4,135,271 3,913,619 3,509,375 2,973,984 2,602,521 2,274,338 1,598,495 954,293 340,075 186,875 65,959 41 Days of Cash on Hand (Cash,FC,WC)196 187 174 159 149 140 124 110 96 93 90 42 Working Capital Reserve43 Days of O&M Reserve90 90 90 90 90 90 90 90 90 90 90 44 WC BOY3,519,325 3,519,325 3,585,082 3,693,520 3,805,786 3,894,447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 45 Deposits/Withdrawals ‐ 65,756 108,438 112,267 88,660 88,526 95,793 96,733 99,395 99,380 107,799 46Working Capital Balance3,519,325 3,585,082 3,693,520 3,805,786 3,894,447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 4,482,072 47 WC Goal 3,519,325 3,585,082 3,693,520 3,805,786 3,894,447 3,982,973 4,078,765 4,175,498 4,274,893 4,374,273 4,482,072 48 Days of Working Capital 90 90 90 90 90 90 90 90 90 90 90 49 Interest Income50Reserve Fund Average Year Balance‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 51 Interest on FundsShort Term Interest‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 52Cash Available Average Year Balance4,289,022 4,024,445 3,711,497 3,241,680 2,788,253 2,438,430 1,936,416 1,276,394 647,184 263,475 126,417 53 Interest on Funds Short Term Interest 42,890 40,244 37,115 32,417 27,883 24,384 19,364 12,764 6,472 2,635 1,264 54Working Capital Cash Average Year Balance3,519,325 3,552,203 3,639,301 3,749,653 3,850,117 3,938,710 4,030,869 4,127,132 4,225,196 4,324,583 4,428,173 55 Interest on Funds Short Term Interest 35,193 35,522 36,393 37,497 38,501 39,387 40,309 41,271 42,252 43,246 44,282 56Other Fund Balance57 Other Fund BalanceInflation‐GDP‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 58 Interest on FundsShort Term Interest‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 59Other Fund Balance60 Other Fund BalanceInflation‐GDP‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 61 Interest on FundsShort Term Interest‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 62Total Interest Income78,083 75,766 73,508 69,913 66,384 63,771 59,673 54,035 48,724 45,881 45,546 63 Key Performance Indicators2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 202964 DSC Ratio8.4 6.4 6.1 6.1 6.2 6.5 6.6 6.9 7.1 23.6 24.465 Cash Available Balance ($) 4,135,271 3,913,619 3,509,375 2,973,984 2,602,521 2,274,338 1,598,495 954,293 340,075 186,875 65,959 66 Construction Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 67 Capital Plan ($)2,292,000 1,676,634 1,711,843 1,747,792 1,685,721 1,721,121 2,124,414 2,169,026 2,214,576 2,261,082 2,308,565 68 Days of Working Capital 90 90 90 90 90 90 90 90 90 90 90 69Rate Changes70 Electric71 Overall System Revenue/kWh Increase Required1.96% 1.96% 1.96% 2.32% 2.32% 2.32% 2.32% 2.32% 2.32% 2.32%Prepared by NewGen Strategies and Solutions Page 2 of 2DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total1Operation and Maintenance Expense2Purchased Power3502‐6100‐520.28‐08 Purchased Power Supply8,140,396 8,140,396 Purchased Power8,140,3960 0 8,140,3964502‐6100‐520.28‐18 Wind Power‐ 0 Purchased Power00 005502‐6100‐520.28‐19 Wheeling Chgs‐FR Hydro‐ 0 Purchased Power00 006Total Purchased Power8,140,39608,140,3968,140,3960 0 8,140,3967TOTAL PURCHASED POWER8,140,39608,140,3968,140,3960 0 8,140,3968Distribution9502‐6301‐540.11‐01 Supervisors37,531 37,531 Distribution 0 37,531 0 37,53110502‐6301‐540.11‐02 Regular Staff1,734,043 1,734,043 Distribution0 1,734,043 0 1,734,04311502‐6301‐540.11‐03 Seasonal Staff‐ 0 Distribution00 0012502‐6301‐540.11‐04 Staff Overtime191,767 191,767 Distribution0 191,767 0 191,76713502‐6301‐540.11‐05 Seasonal Overtime‐ 0 Distribution00 0014Total Personal Services/Salaries 1,963,341 ‐ 1,963,341 ‐ 1,963,341 ‐ 1,963,341 15502‐6301‐540.13‐01 Cell Phone17,205 17,205 Distribution0 17,205 0 17,20516502‐6301‐540.13‐03 Vehicle Allowance‐ 0 Distribution00 0017Total Additional Compensation17,205017,2050 17,205 0 17,20518502‐6301‐540.14‐11 Medical Insurance386,351 386,351 Distribution0 386,351 0 386,35119502‐6301‐540.14‐12 Life Insurance6,208 6,208 Distribution0 6,208 0 6,20820502‐6301‐540.14‐14 Employee Assistance Prog1,297 1,297 Distribution0 1,297 0 1,29721502‐6301‐540.14‐15 Dental Insurance26,177 26,177 Distribution0 26,177 0 26,17722502‐6301‐540.14‐16 Vision Insurance6,225 6,225 Distribution0 6,225 0 6,22523502‐6301‐540.14‐17 MASA2,139 2,139 Distribution0 2,139 0 2,13924502‐6301‐540.14‐18 Telephone Doc1,037 1,037 Distribution0 1,037 0 1,03725502‐6301‐540.14‐21 Taxes/FICA‐Medicare146,224 146,224 Distribution0 146,224 0 146,22426502‐6301‐540.14‐31 Retirement/ICMA 401(A)‐ 0 Distribution00 0027502‐6301‐540.14‐32 Retirement/PERA284,304 284,304 Distribution0 284,304 0 284,30428502‐6301‐540.14‐41 Workers' Compensation24,744 24,744 Distribution 0 24,744 0 24,74429502‐6301‐540.14‐90 Pension Benefit Expense‐ 0 Distribution00 0030502‐6301‐540.14‐99 Salary Capital Contra Act‐ 0 Distribution00 0031Total Employer Benefits884,7060884,7060 884,706 0 884,70632502‐6301‐540.21‐01 Property‐ 0 Distribution00 0033502‐6301‐540.21‐02 Liability17,981 17,981 Distribution0 17,981 0 17,98134502‐6301‐540.21‐50 Unemployment‐ 0 Distribution00 00Prepared by NewGen Strategies and Solutions Page 1 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total35Total Insurance Premiums17,981 ‐ 17,981 ‐ 17,981 ‐ 17,981 36502‐6301‐540.22‐02 Engineering31,961 31,961 Distribution0 31,961 0 31,96137502‐6301‐540.22‐13 Contract/Skilled Services5,327 5,327 Distribution0 5,327 0 5,32738502‐6301‐540.22‐14 Lab Testing8,523 8,523 Distribution0 8,523 0 8,52339502‐6301‐540.22‐24 GIS138,499 138,499 Distribution0 138,499 0 138,49940502‐6301‐540.22‐26 Insurance Calims28,338 28,338 Distribution0 28,338 0 28,33841502‐6301‐540.22‐30 Land Use Fees3,196 3,196 Distribution0 3,196 0 3,19642502‐6301‐540.22‐98 Other7,307 7,307 Distribution0 7,307 0 7,30743Total Prof. Services/Fees223,152 ‐ 223,152 ‐ 223,152 ‐ 223,152 44502‐6301‐540.24‐02 Real Property2,557 2,557 Distribution0 2,557 0 2,55745Total Rentals2,557 02,5570 2,557 0 2,55746502‐6301‐540.25‐01 Maintenance Contracts55,399 55,399 Distribution0 55,399 0 55,39947502‐6301‐540.25‐02 Buildings10,654 10,654 Distribution0 10,654 0 10,65448502‐6301‐540.25‐05 Machinery/Tools3,729 3,729 Distribution0 3,729 0 3,72949502‐6301‐540.25‐06 Meters‐ 0 Distribution00 0050502‐6301‐540.25‐07 Transformer10,654 10,654 Distribution0 10,654 0 10,65451502‐6301‐540.25‐08 Laboratory‐ 0 Distribution 0 0 0 052502‐6301‐540.25‐30 Street Lights53,269 53,269 Distribution0 53,269 0 53,26953502‐6301‐540.25‐31 Substation181,114 181,114 Distribution0 181,114 0 181,11454502‐6301‐540.25‐32 Power Line Maintenance639,225 639,225 Distribution0 639,225 0 639,22555502‐6301‐540.25‐33 Inactive Underground Main‐ 0 Distribution00 0056502‐6301‐540.25‐34 Customer Service Lines‐ 0 Distribution 0 0 0 057502‐6301‐540.25‐98 Other Equipment/Machinery1,598 1,598 Distribution0 1,598 0 1,59858Total Repair and Maintenance955,6410955,6410 955,641 0 955,64159502‐6301‐540.26‐01 Office Supplies746 746 Distribution0 746 074660502‐6301‐540.26‐04 Freight/Shipping1,065 1,065 Distribution0 1,065 0 1,06561502‐6301‐540.26‐05 Janitorial533 533 Distribution 0 533 0 53362502‐6301‐540.26‐06 Small Tools15,981 15,981 Distribution0 15,981 0 15,98163502‐6301‐540.26‐07 Small Hardware5,327 5,327 Distribution0 5,327 0 5,32764502‐6301‐540.26‐19 Traffic Control10,654 10,654 Distribution0 10,654 0 10,65465502‐6301‐540.26‐20 Electrical5,327 5,327 Distribution0 5,327 0 5,32766502‐6301‐540.26‐33 Data Processing Equipment10,654 10,654 Distribution0 10,654 0 10,65467502‐6301‐540.26‐34 Meters37,288 37,288 Distribution0 37,288 0 37,28868502‐6301‐540.26‐48 Shop Equipment4,261 4,261 Distribution0 4,261 0 4,26169502‐6301‐540.26‐55 Street Lights31,961 31,961 Distribution0 31,961 0 31,961Prepared by NewGen Strategies and Solutions Page 2 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total70502‐6301‐540.26‐57 Overhead Lines‐ 0 Distribution 0 0 0 071Total Materials and Supplies123,7970123,7970 123,797 0 123,79772502‐6301‐540.27‐01 Personal Safety Equipment58,596 58,596 Distribution 0 58,596 0 58,59673502‐6301‐540.27‐03 Vehicle Allowance‐ 0 Distribution00 0074502‐6301‐540.27‐04 Education/Training95,884 95,884 Distribution0 95,884 0 95,88475502‐6301‐540.27‐06 Employee Recognition‐ 0 Distribution00 0076502‐6301‐540.27‐07 Mileage Reimbursement‐ 0 Distribution00 0077502‐6301‐540.27‐21 Employee Recruitment‐ 0 Distribution00 0078Total Job Performance Expenses 154,4790154,4790 154,479 0 154,47979502‐6301‐540.29‐90 Short/Over Inventory Acct‐ 0 Distribution00 0080502‐6301‐540.29‐95 Depreciation‐ 0 Distribution 0 0 0 081502‐6301‐540.29‐97 Accumulated Pant‐ 0 Distribution 0 0 0 082Total Other Current Expenses00000 0083TOTAL DISTRIBUTION4,342,85904,342,8590 4,342,859 0 4,342,85984Customer ServicesCurrent Expenditures85502‐6401‐550.11‐01 Supervisors71,737 71,737 Customer 0 0 71,737 71,73786502‐6401‐550.11‐02 Regular Staff146,163 146,163Customer00 146,163 146,16387502‐6401‐550.11‐03 Seasonal Staff‐ 0Customer00 0088502‐6401‐550.11‐04 Staff Overtime13,850 13,850Customer00 13,850 13,85089502‐6401‐550.11‐05 Seasonal Overtime80 80Customer00 808090Total Personal Service/Salaries231,8300231,83000 231,830 231,83091502‐6401‐550.13‐01 Cell Phone419 419Customer00 41941992502‐6401‐550.13‐03 Vehicle Allowance‐ 0Customer00 0093Total Additional Compensation419 ‐ 419 ‐ ‐ 419 419 94502‐6401‐550.14‐11 Medical Insurance55,635 55,635Customer00 55,635 55,63595502‐6401‐550.14‐12 Life Insurance908 908Customer00 90890896502‐6401‐550.14‐14 Employee Assistance Prog230 230Customer00 23023097502‐6401‐550.14‐15 Dental Insurance3,987 3,987Customer00 3,987 3,98798502‐6401‐550.14‐16 Vision Insurance1,027 1,027Customer00 1,027 1,02799502‐6401‐550.14‐17 MASA416 416Customer00 416416100502‐6401‐550.14‐18 Telephone Doc202 202Customer00 202202101502‐6401‐550.14‐21 Taxes/FICA‐Medicare18,870 18,870Customer00 18,870 18,870Prepared by NewGen Strategies and Solutions Page 3 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total102502‐6401‐550.14‐31 Retirement/ICMA 401(A)‐ 0Customer00 00103502‐6401‐550.14‐32 Retirement/PERA31,762 31,762Customer00 31,762 31,762104502‐6401‐550.14‐41 Workers' Compensation763 763Customer00 763763105502‐6401‐550.14‐90 Pension Benefit Expense‐ 0Customer00 00106502‐6401‐550.14‐99 Salary Capital Contra Act‐ 0Customer00 00107Total Employer Benefits113,799 ‐ 113,799 ‐ ‐ 113,799 113,799 108502‐6401‐550.21‐02 Liability1,681 1,681Customer00 1,681 1,681109502‐6401‐550.21‐50 Unemployment‐ 0Customer00 00110Total Insurance Premiums1,681 ‐ 1,681 ‐ ‐ 1,681 1,681 111502‐6401‐550.22‐09 Info Technology Services‐ 0Customer00 00112502‐6401‐550.22‐10 Bank Fees533 533Customer00 533533113502‐6401‐550.22‐13 Contract/Skilled Services‐ 0Customer00 00114502‐6401‐550.22‐26 Insurance Claims‐ 0Customer00 00115502‐6401‐550.22‐98 Other1,233 1,233Customer00 1,233 1,233116Total Prof. Services/Fees1,76501,76500 1,765 1,765117502‐6401‐550.23‐01 Publication Fees‐ 0Customer00 00118Total Publishing‐ ‐ ‐ ‐ ‐ ‐ ‐ 119502‐6401‐550.24‐01 Equipment1,278 1,278Customer00 1,278 1,278120502‐6401‐550.24‐03 Lease4,800 4,800Customer00 4,800 4,800121Total Rentals6,078 ‐ 6,078 ‐ ‐ 6,078 6,078 122502‐6401‐550.25‐01 Maintenance Contracts8,789 8,789Customer00 8,789 8,789123502‐6401‐550.25‐03 Furniture/Fixtures‐ 0 Customer 0 0 0 0124502‐6401‐550.25‐98 Other Equipment/Machinery533 533Customer00 533533125Total Repair and Maintenance9,322 ‐ 9,322 ‐ ‐ 9,322 9,322 126502‐6401‐550.26‐01 Office Supplies3,729 3,729 Customer 0 0 3,729 3,729127502‐6401‐550.26‐02 Postage42,517 42,517 Customer 0 0 42,517 42,517128502‐6401‐550.26‐03 Printing Forms27,840 27,840Customer00 27,840 27,840129502‐6401‐550.26‐04 Freight/Shipping799 799Customer00 799799130502‐6401‐550.26‐17 Catering/Spec Circumstanc799 799Customer00 799799131502‐6401‐550.26‐23 Furniture/Fixtures2,131 2,131Customer00 2,131 2,131132502‐6401‐550.26‐32 Data Processing Software3,018 3,018Customer00 3,018 3,018133502‐6401‐550.26‐33 Data Processing Equipment2,131 2,131Customer00 2,131 2,131134502‐6401‐550.26‐42 Office Equipment799 799 Customer 0 0 799 799Prepared by NewGen Strategies and Solutions Page 4 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total135502‐6401‐550.26‐46 Communication Equipment‐ 0Customer00 00136Total Materials and Supplies83,763 ‐ 83,763 ‐ ‐ 83,763 83,763 137502‐6401‐550.27‐04 Education/Training13,317 13,317Customer00 13,317 13,317138502‐6401‐550.27‐05 Member Dues/Subscriptions533 533Customer00 533533139502‐6401‐550.27‐06 Employee Recognition266 266Customer00 266266140502‐6401‐550.27‐07 Mileage Reimbursement160 160Customer00 160160141502‐6401‐550.27‐21 Employee Recruitment‐ 0Customer00 00142Total Job Performance Expenses14,276 ‐ 14,276 ‐ ‐ 14,276 14,276 143502‐6401‐550.29‐07 Uncollectible Accounts15,981 15,981Customer00 15,981 15,981144502‐6401‐550.29‐25 Promotion‐ 0Customer00 00145502‐6401‐550.29‐31 Uncollected Taxes‐ 0Customer00 00146Total Other Current Expenses15,981 ‐ 15,981 ‐ ‐ 15,981 15,981 147Total Current Expenditures478,914 ‐ 478,914 ‐ ‐ 478,914 478,914 Administration/General148502‐6501‐560.11‐01 Supervisors172,182 172,182 Total Labor W/O A&G0 153,998 18,184 172,182149502‐6501‐560.11‐02 Regular Staff429,569 429,569 Total Labor W/O A&G0 384,202 45,366 429,569150502‐6501‐560.11‐03 Seasonal Staff‐ 0 Total Labor W/O A&G00 00151502‐6501‐560.11‐04 Staff Overtime26,634 26,634 Total Labor W/O A&G0 23,822 2,813 26,634152Total Personal Service/Salaries628,3850628,3850 562,022 66,363 628,385153502‐6501‐560.13‐01 Cell Phone2,918 2,918 Total Labor W/O A&G0 2,610 308 2,918154502‐6501‐560.13‐03 Vehicle Allowance‐ 0 Total Labor W/O A&G00 00155Total Additional Compensation2,918 ‐ 2,918 ‐ 2,610 308 2,918 156502‐6501‐560.14‐11 Medical Insurance81,835 81,835 Total Labor W/O A&G0 73,192 8,642 81,835157502‐6501‐560.14‐12 Life Insurance1,817 1,817 Total Labor W/O A&G0 1,625 192 1,817158502‐6501‐560.14‐14 Employee Assistance Prog461 461 Total Labor W/O A&G0 413 49461159502‐6501‐560.14‐15 Dental Insurance7,639 7,639 Total Labor W/O A&G0 6,832 807 7,639160502‐6501‐560.14‐16 Vision Insurance2,138 2,138 Total Labor W/O A&G0 1,912 226 2,138161502‐6501‐560.14‐17 MASA833 833 Total Labor W/O A&G0 745 88833162502‐6501‐560.14‐18 Telephone Doc404 404 Total Labor W/O A&G0 361 43404163502‐6501‐560.14‐21 Taxes/FICA‐Medicare51,147 51,147 Total Labor W/O A&G0 45,746 5,402 51,147164502‐6501‐560.14‐31 Retirement/ICMA 401(A)6,164 6,164 Total Labor W/O A&G0 5,513 651 6,164165502‐6501‐560.14‐32 Retirement/PERA78,563 78,563 Total Labor W/O A&G0 70,266 8,297 78,563166502‐6501‐560.14‐35 Retirement/ F.P.P.A‐ 0 Total Labor W/O A&G 0 0 0 0Prepared by NewGen Strategies and Solutions Page 5 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total167502‐6501‐560.14‐41 Workers' Compensation3,277 3,277 Total Labor W/O A&G0 2,931 346 3,277168502‐6501‐560.14‐90 Pension Benefit Expense‐ 0 Total Labor W/O A&G00 00169502‐6501‐560.14‐99 Salary Capital Contra Act‐ 0 Total Labor W/O A&G00 00170Total Employer Benefits234,278 ‐ 234,278 ‐ 209,537 24,742 234,278 171502‐6501‐560.21‐01 Property34,397 34,397 Total Gross Plant0 34,397 0 34,397172502‐6501‐560.21‐02 Liability9,493 9,493 Total Gross Plant0 9,493 0 9,493173Total Insurance Premiums43,891 ‐ 43,891 ‐ 43,891 ‐ 43,891 174502‐6501‐560.22‐01 Auditing24,504 24,504RevReq10,991 12,608 904 24,504175502‐6501‐560.22‐02 Engineering15,981 15,981 Distribution0 15,981 0 15,981176502‐6501‐560.22‐06 Medical2,267 2,267 Total Labor W/O A&G0 2,028 239 2,267177502‐6501‐560.22‐07 Recording Fees266 266 Distribution0 266 0266178502‐6501‐560.22‐08 Legal26,634 26,634 Distribution0 26,634 0 26,634179502‐6501‐560.22‐09 Info Technology Services129,996 129,996 Total Labor W/O A&G0 116,267 13,729 129,996180502‐6501‐560.22‐10 Bank Fees2,663 2,663 O&M W/O Fuel PP 57 2,314 292 2,663181502‐6501‐560.22‐24 GIS42,615 42,615 Distribution0 42,615 0 42,615182502‐6501‐560.22‐33 Data Processing‐ 0NA00 00183502‐6501‐560.22‐89 Utility Financial Studies‐ 0NA00 00184502‐6501‐560.22‐98 Other64,789 64,789 Distribution0 64,789 0 64,789185Total Prof. Services/Fees309,7150309,71511,048 283,502 15,164 309,715186502‐6501‐560.23‐01 Publication Fees7,458 7,458 Total Labor W/O A&G0 6,670 788 7,458187Total Publishing7,458 ‐ 7,458 ‐ 6,670 788 7,458 188502‐6501‐560.24‐01 Equipment‐ 0NA00 00189502‐6501‐560.24‐02 Real Property95,884 95,884 Distribution0 95,884 0 95,884190502‐6501‐560.24‐03 Lease‐ 0NA00 00191Total Rentals95,884 ‐ 95,884 ‐ 95,884 ‐ 95,884 192502‐6501‐560.25‐01 Maintenance Contracts99,108 99,108 Total Gross Plant0 99,108 0 99,108193502‐6501‐560.25‐02 Buildings1,065 1,065 Total Gross Plant0 1,065 0 1,065194502‐6501‐560.25‐03 Furniture/Fixtures1,065 1,065 Total Gross Plant0 1,065 0 1,065195502‐6501‐560.25‐04 Vehcile Equipment53,269 53,269 Total Labor W/O A&G0 47,643 5,626 53,269196502‐6501‐560.25‐05 Machinery/Tools533 533 Distribution0 533 0533197502‐6501‐560.25‐09 Vehicle Repairs‐Fleet Shp138,499 138,499 Total Labor W/O A&G0 123,872 14,627 138,499198502‐6501‐560.25‐44 Future Vehicle Purchase‐ 0NA00 00199502‐6501‐560.25‐98 Other Equipment/Machinery533 533 Distribution0 533 0533200Total Repair and Maintenance294,071 ‐ 294,071 ‐ 273,819 20,252 294,071 Prepared by NewGen Strategies and Solutions Page 6 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total201502‐6501‐560.26‐01 Office Supplies21,307 21,307 Total Labor W/O A&G0 19,057 2,250 21,307202502‐6501‐560.26‐02 Postage8,523 8,523 Total Labor W/O A&G0 7,623 900 8,523203502‐6501‐560.26‐03 Printing Forms1,065 1,065 Total Labor W/O A&G0 953 113 1,065204502‐6501‐560.26‐06 Small Tools533 533 Total Labor W/O A&G0 476 56533205502‐6501‐560.26‐13 Medical2,663 2,663 Total Labor W/O A&G0 2,382 281 2,663206502‐6501‐560.26‐14 Laboratory‐ 0 NA 0 0 0 0207502‐6501‐560.26‐15 Exhibit/Display138,499 138,499Customer00 138,499 138,499208502‐6501‐560.26‐17 Catering/Spec Circumstanc4,261 4,261 Total Labor W/O A&G 0 3,811 450 4,261209502‐6501‐560.26‐23 Furniture/Fixtures5,327 5,327 Total Labor W/O A&G0 4,764 563 5,327210502‐6501‐560.26‐25 Energy Efficiency106,537 106,537 Total Labor W/O A&G0 95,286 11,251 106,537211502‐6501‐560.26‐32 Data Processing Software21,307 21,307 Total Labor W/O A&G0 19,057 2,250 21,307212502‐6501‐560.26‐33 Data Processing Equipment10,654 10,654 Total Labor W/O A&G0 9,529 1,125 10,654213502‐6501‐560.26‐39 Fuel & Oil53,269 53,269 Total Labor W/O A&G 0 47,643 5,626 53,269214502‐6501‐560.26‐42 Office Equipment3,196 3,196 Total Labor W/O A&G0 2,859 338 3,196215502‐6501‐560.26‐43 Heavy Equipment2,131 2,131 Total Labor W/O A&G0 1,906 225 2,131216502‐6501‐560.26‐46 Communication Equipment21,307 21,307 Total Labor W/O A&G0 19,057 2,250 21,307217Total Materials and Supplies400,581 ‐ 400,581 ‐ 234,404 166,177 400,581 218502‐6501‐560.27‐02 Uniform Allowance2,131 2,131 Total Labor W/O A&G0 1,906 225 2,131219502‐6501‐560.27‐03 Vehicle Allowance‐ 0NA00 00220502‐6501‐560.27‐04 Education/Training12,784 12,784 Total Labor W/O A&G0 11,434 1,350 12,784221502‐6501‐560.27‐05 Member Dues/Subscriptions13,850 13,850 Total Labor W/O A&G0 12,387 1,463 13,850222502‐6501‐560.27‐06 Employee Recognition3,729 3,729 Total Labor W/O A&G0 3,335 394 3,729223502‐6501‐560.27‐07 Mileage Reimbursement533 533 Total Labor W/O A&G0 476 56533224502‐6501‐560.27‐10 Meal Reimbursement‐Emerg.2,131 2,131 Total Labor W/O A&G0 1,906 225 2,131225502‐6501‐560.27‐21 Employee Recruitment‐ 0NA00 00226Total Job Performance Expenses35,157 ‐ 35,157 ‐ 31,444 3,713 35,157 227502‐6501‐560.28‐01 Telephone8,523 8,523 Total Labor W/O A&G0 7,623 900 8,523228502‐6501‐560.28‐02 Natural Gas9,588 9,588 Total Labor W/O A&G0 8,576 1,013 9,588229502‐6501‐560.28‐03 Electrical Energy56,465 56,465 Total Labor W/O A&G0 50,502 5,963 56,465230502‐6501‐560.28‐04 Water4,794 4,794 Total Labor W/O A&G0 4,288 506 4,794231502‐6501‐560.28‐05 Sewer1,598 1,598 Total Labor W/O A&G0 1,429 169 1,598232502‐6501‐560.28‐06 Trash Disposal13,850 13,850 Total Labor W/O A&G0 12,387 1,463 13,850233Total Utility Expenditures94,818 ‐ 94,818 ‐ 84,805 10,014 94,818 234502‐6501‐560.29‐06 Interest on Deposits1,278 1,278 Customer 0 0 1,278 1,278235502‐6501‐560.29‐08 Payment In Lieu Of Taxes10,603 10,603 RevReq 4,756 5,456 391 10,603Prepared by NewGen Strategies and Solutions Page 7 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total236502‐6501‐560.29‐09 PUC Gross Receipt Taxes17,046 17,046RevReq7,646 8,771 629 17,046237502‐6501‐560.29‐10 Franchise Fees296,327 296,327RevReq132,918 152,475 10,934 296,327238502‐6501‐560.91‐28 Housing‐ 0NA00 00239Total Other Current Expenses325,254 ‐ 325,254 145,320 166,701 13,233 325,254 240Total Administration/General2,472,409 ‐ 2,472,409 156,368 1,995,287 320,754 2,472,409 241TOTAL CUSTOMER SERVICE2,951,323 ‐ 2,951,323 156,368 1,995,287 799,668 2,951,323 242Total O&M Expense 15,434,578 0 15,434,578 8,296,764 6,338,146 799,668 15,434,578243Total O&M Expense Excluding Purchased Power & Depr.7,294,182 0 7,294,182 156,368 6,338,146 799,668 7,294,182244Debt Service:245502‐6700‐470.22‐10 Bank Fees‐ 0NA00 00246502‐6700‐470.29‐67 Amort Exp/Bond Issue Cost‐ 0NA00 00247502‐6700‐470.41‐01 Principal on Bonds400,000 400,000 Total Net Plant0 400,000 0 400,000248502‐6700‐470.41‐02 Interest on Bonds191,300 191,300 Total Net Plant0 191,300 0 191,300249502‐6700‐470.41‐05 Principal/Capital Lease‐ 0NA00 00250502‐6700‐470.41‐06 Interest/Capital Lease‐ 0NA00 00251Total Debt Service591,300 0 591,300 0 591,300 0 591,300252Other Funds253502‐6600‐491.90‐01 General1,998,043 1,998,043 Distribution0 1,998,043 0 1,998,043254502‐6600‐491.90‐04 Community Reinvestment‐ 0NA00 00255502‐6600‐491.90‐06 Medical Insurance‐ 0NA00 00256502‐6600‐491.90‐07 Museum‐ 0NA00 00257502‐6600‐491.90‐29 Fire Service Fund‐ 0NA00 00258502‐6600‐491.90‐35 Vehicle Replacement‐ 0NA00 00259502‐6600‐491.92‐31 Urban Renewal Authority‐ 0 NA 0 0 0 0260Total Other Funds1,998,043 0 1,998,043 0 1,998,043 0 1,998,043261Change in Working Capital112,267 112,267 O&M W/O Fuel PP 2,407 97,552 12,308 112,267262Capital Paid from Current Earnings263502‐7001‐580.32‐22 Building Remodeling‐ 0NA00 00264502‐7001‐580.33‐30 Station Equipment‐ 0NA00 00265502‐7001‐580.33‐31 Furniture/Fixtures‐ 0NA00 00Prepared by NewGen Strategies and Solutions Page 8 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total266502‐7001‐580.33‐32 Office Equipment‐ 0NA00 00267502‐7001‐580.33‐33 Data Processing Equipment‐ 0NA00 00268502‐7001‐580.33‐34 Meters106,537 106,537 Distribution0 106,537 0 106,537269502‐7001‐580.33‐35 Transformers159,806 159,806 Distribution0 159,806 0 159,806270502‐7001‐580.33‐36 Communication Equipment170,460 170,460 Total Labor0 152,458 18,002 170,460271502‐7001‐580.33‐37 Laboratory Equipment‐ 0NA00 00272502‐7001‐580.33‐38 Shop Equipment‐ 0NA00 00273502‐7001‐580.33‐39 Stores Equipment‐ 0NA00 00274502‐7001‐580.33‐41 Tools26,634 26,634 Distribution0 26,634 0 26,634275502‐7001‐580.33‐98 Other Equipment172,591 172,591 Distribution0 172,591 0 172,591276502‐7001‐580.34‐42 Trucks372,881 372,881 Total Labor0 333,502 39,380 372,881277502‐7001‐580.34‐98 Other Machinery/Equipment‐ 0NA00 00278502‐7001‐580.35‐55 Street Lights21,307 21,307 Distribution0 21,307 0 21,307279502‐7001‐580.35‐56 Poles/Towers/Fixtures‐ 0NA00 00280502‐7001‐580.35‐57 Power Line Construction312,732 312,732 Distribution0 312,732 0 312,732281502‐7001‐580.35‐58 Inactive Underground‐ 0NA00 00282502‐7001‐580.35‐59 Customer Service Lines319,612 319,612 Customer 0 0 319,612 319,612283502‐7001‐580.35‐62 UT System Master Plan‐ 0NA00 00284502‐7001‐580.35‐66 Fiber Optic Install‐ 0NA00 00285502‐7001‐580.37‐01 Software Development85,230 85,230 Distribution0 85,230 0 85,230286Total Capital 1,747,792 0 1,747,792 0 1,370,798 376,994 1,747,792287Subtotal Revenue Requirement 19,883,980 0 19,883,980 8,299,171 10,395,839 1,188,970 19,883,980288Less Other Income289Additional Heater656 656Customer00 656656290Customer Contribution319,612319,612 Distribution0 319,612 0 319,612291Investment Income69,91369,913RevReq31,360 35,974 2,580 69,913292Info Technology Services00Customer00 00293Pole Rental9,0009,000 Distribution0 9,000 0 9,000294Vehicle Work Orders00Customer00 00295Field Work Orders400,000400,000Customer00 400,000 400,000296Development Fees00Customer00 00297Meter Reading40,00040,000Customer00 40,000 40,000298Buildings00Customer00 00299Other50,00050,000Customer00 50,000 50,000300Fiberoptic Lease00Customer00 00301Special Initial Reads13,00013,000Customer00 13,000 13,000302Outdoor Area Lights9,552 9,552 Distribution 0 9,552 0 9,552Prepared by NewGen Strategies and Solutions Page 9 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total303Surge Arrestor895 895 Distribution0 895 0895304Write Off2,608 2,608Customer00 2,608 2,608305Electric Metering1,135 1,135 Distribution0 1,135 0 1,135306Total Miscellaneous Revenue916,3720916,37231,360 376,168 508,844 916,372307Total Other Income916,372 0 916,372 31,360 376,168 508,844 916,372308Forecasted Under‐Recovery (per Financial Plan)535,391535,391 Distribution0 535,391 0 535,391309Total O&M Expense15,434,578 0 15,434,578 8,296,764 6,338,146 799,668 15,434,578310Debt Service591,300 0 591,300 0 591,300 0 591,300311Total Other Funds1,998,043 0 1,998,043 0 1,998,043 0 1,998,043312Change in Working Capital112,267 0 112,267 2,407 97,552 12,308 112,267313Capital Paid from Current Earnings1,747,792 0 1,747,792 0 1,370,798 376,994 1,747,792314Less Other Income916,372 0 916,372 31,360 376,168 508,844 916,372315Less Planned Under‐Recovery (per Financial Plan)535,391 0 535,391 0 535,391 0 535,391316Total Revenue Requirement18,432,217018,432,2178,267,811 9,484,280 680,126 18,432,217317ALLOCATION FACTORS318Direct Assignment Allocators319100 1320Purchased Power FunctionPurchased Power100%0% 0% 100%321010 1322Distribution FunctionDistribution 0% 100% 0% 100%323001 1324Customer FunctionCustomer 0% 0% 100% 100%325Derived Allocations326100 1327Purchased Power AllocationPurchased Power Allocation100%0% 0% 100%3288,267,811 9,484,280 680,126 18,432,217329Total Revenue RequirementRevReq 45% 51% 4% 100%330010 1331Total CapitalTotal Capital 0% 100% 0% 100%332010 1333Total DebtTotal Debt 0% 100% 0% 100%Prepared by NewGen Strategies and Solutions Page 10 of 11DRAFT
Estes Park Power and CommunicationsSchedule 2Functional Unbundling of Test Year Revenue RequirementABCDEFGHIJLine No. Account Account Description Test Year 2022 Adjustments Adjusted Test Year Allocation Factor Purchased PowerDistribution Customer Total3340 2,525,363 298,193 2,823,555335Total Labor (Includes Cust. Billing xfer)Total Labor0% 89% 11% 100%336Purchased Power00337Transmission0338Distribution1,963,341 1,963,341339Customer Service231,830 231,830340Subtotal0 1,963,341 231,830 2,195,171341Total Labor Without A>otal Labor W/O A&G0% 89% 11% 100%3428,296,764 6,338,146 799,668 15,434,578343Total O&MO&M 54% 41% 5% 100%344156,368 6,338,146 799,668 7,294,182345Total O&M without the Purchased Power cost from PRPAO&M W/O Fuel PP2% 87% 11% 100%3460 16,110,397 0 16,110,397347Total Net PlantTotal Net Plant 0% 100% 0% 100%Prepared by NewGen Strategies and Solutions Page 11 of 11DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total1Operation and Maintenance Ex2Purchased Power3502‐6100‐520.28‐08Purchased Power Supply8,140,396 PP509,5560 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,140,3964502‐6100‐520.28‐18Wind Power‐ NA000000000 005502‐6100‐520.28‐19Wheeling Chgs‐FR Hydro‐ NA000000000 006Total Purchased Power8,140,396 509,556 ‐ 1,360,770 3,217,708 ‐ 385,609 432,250 715,416 1,519,087 ‐ 8,140,396 7TOTAL PURCHASED POWER8,140,396 509,556 ‐ 1,360,770 3,217,708 ‐ 385,609 432,250 715,416 1,519,087 ‐ 8,140,3968Distribution9502‐6301‐540.11‐01Supervisors‐ NA000000000 0010502‐6301‐540.11‐02Regular Staff‐ NA000000000 0011502‐6301‐540.11‐03Seasonal Staff‐ NA 0 0 0 0 0 0 0 0 0 0 012502‐6301‐540.11‐04Staff Overtime‐ NA 0 0 0 0 0 0 0 0 0 0 013502‐6301‐540.11‐05Seasonal Overtime‐ NA000000000 0014Total Personal Services/Salaries0000000000 0015502‐6301‐540.13‐01Cell Phone‐ NA000000000 0016502‐6301‐540.13‐03Vehicle Allowance‐ NA000000000 0017Total Additional Compensation‐ NA000000000 0018502‐6301‐540.14‐11Medical Insurance‐ NA000000000 0019502‐6301‐540.14‐12Life Insurance‐ NA000000000 0020502‐6301‐540.14‐14Employee Assistance Prog‐ NA 0 0 0 0 0 0 0 0 0 0 021502‐6301‐540.14‐15Dental Insurance‐ NA000000000 0022502‐6301‐540.14‐16Vision Insurance‐ NA000000000 0023502‐6301‐540.14‐17MASA‐ NA000000000 0024502‐6301‐540.14‐18Telephone Doc‐ NA000000000 0025502‐6301‐540.14‐21Taxes/FICA‐Medicare‐ NA000000000 0026502‐6301‐540.14‐31Retirement/ICMA 401(A)‐ NA000000000 0027502‐6301‐540.14‐32Retirement/PERA‐ NA000000000 0028502‐6301‐540.14‐41Workers' Compensation‐ NA000000000 0029502‐6301‐540.14‐90Pension Benefit Expense‐ NA000000000 0030502‐6301‐540.14‐99Salary Capital Contra Act‐ NA000000000 0031Total Employer Benefits0000000000 0032502‐6301‐540.21‐01Property0NA000000000 0033502‐6301‐540.21‐02Liability0NA000000000 0034502‐6301‐540.21‐50Unemployment0NA000000000 0035Total Insurance Premiums‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 36502‐6301‐540.22‐02Engineering‐ NA000000000 0037502‐6301‐540.22‐13Contract/Skilled Services‐ NA000000000 0038502‐6301‐540.22‐14Lab Testing‐ NA000000000 0039502‐6301‐540.22‐24GIS‐ NA000000000 0040502‐6301‐540.22‐26Insurance Calims‐ NA000000000 0041502‐6301‐540.22‐30Land Use Fees‐ NA000000000 0042502‐6301‐540.22‐98Other‐ NA000000000 0043Total Prof. Services/Fees‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 44502‐6301‐540.24‐02Real Property‐ NA000000000 0045Total Rentals‐ 000000000 00Prepared by NewGen Strategies and Solutions Page 1 of 8DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total46502‐6301‐540.25‐01Maintenance Contracts‐ NA000000000 0047502‐6301‐540.25‐02Buildings‐ NA000000000 0048502‐6301‐540.25‐05Machinery/Tools‐ NA000000000 0049502‐6301‐540.25‐06Meters‐ NA000000000 0050502‐6301‐540.25‐07Transformer‐ NA000000000 0051502‐6301‐540.25‐08Laboratory‐ NA000000000 0052502‐6301‐540.25‐30Street Lights‐ NA000000000 0053502‐6301‐540.25‐31Substation‐ NA000000000 0054502‐6301‐540.25‐32Power Line Maintenance‐ NA000000000 0055502‐6301‐540.25‐33Inactive Underground Main‐ NA000000000 0056502‐6301‐540.25‐34Customer Service Lines‐ NA000000000 0057502‐6301‐540.25‐98Other Equipment/Machinery‐ NA000000000 0058Total Repair and Maintenance0000000000 0059502‐6301‐540.26‐01Office Supplies‐ NA 0 0 0 0 0 0 0 0 0 0 060502‐6301‐540.26‐04Freight/Shipping‐ NA000000000 0061502‐6301‐540.26‐05Janitorial‐ NA000000000 0062502‐6301‐540.26‐06Small Tools‐ NA000000000 0063502‐6301‐540.26‐07Small Hardware‐ NA000000000 0064502‐6301‐540.26‐19Traffic Control‐ NA000000000 0065502‐6301‐540.26‐20Electrical‐ NA000000000 0066502‐6301‐540.26‐33Data Processing Equipment‐ NA000000000 0067502‐6301‐540.26‐34Meters‐ NA000000000 0068502‐6301‐540.26‐48Shop Equipment‐ NA000000000 0069502‐6301‐540.26‐55Street Lights‐ NA000000000 0070502‐6301‐540.26‐57Overhead Lines‐ NA000000000 00Total Materials and Supplies071502‐6301‐540.27‐01Personal Safety Equipment‐ NA000000000 0072502‐6301‐540.27‐03Vehicle Allowance‐ NA000000000 0073502‐6301‐540.27‐04Education/Training‐ NA 0 0 0 0 0 0 0 0 0 0 074502‐6301‐540.27‐06Employee Recognition‐ NA000000000 0075502‐6301‐540.27‐07Mileage Reimbursement‐ NA000000000 0076502‐6301‐540.27‐21Employee Recruitment‐ NA000000000 0077Total Job Performance Expenses0000000000 0078502‐6301‐540.29‐90Short/Over Inventory Acct‐ NA000000000 0079502‐6301‐540.29‐95Depreciation‐ NA000000000 0080502‐6301‐540.29‐97Accumulated Pant‐ NA000000000 00Total Other Current Expenses081TOTAL DISTRIBUTION0NA000000000 0082Customer ServicesCurrent Expenditures83502‐6401‐550.11‐01Supervisors‐ NA000000000 0084502‐6401‐550.11‐02Regular Staff‐ NA000000000 0085502‐6401‐550.11‐03Seasonal Staff‐ NA 0 0 0 0 0 0 0 0 0 0 086502‐6401‐550.11‐04Staff Overtime‐ NA 0 0 0 0 0 0 0 0 0 0 087502‐6401‐550.11‐05Seasonal Overtime‐ NA000000000 0088Total Personal Service/Salaries‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Prepared by NewGen Strategies and Solutions Page 2 of 8DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total89502‐6401‐550.13‐01Cell Phone‐ NA000000000 0090502‐6401‐550.13‐03Vehicle Allowance‐ NA000000000 0091Total Additional Compensation‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 92502‐6401‐550.14‐11Medical Insurance‐ NA000000000 0093502‐6401‐550.14‐12Life Insurance‐ NA000000000 0094502‐6401‐550.14‐14Employee Assistance Prog‐ NA 0 0 0 0 0 0 0 0 0 0 095502‐6401‐550.14‐15Dental Insurance‐ NA000000000 0096502‐6401‐550.14‐16Vision Insurance‐ NA000000000 0097502‐6401‐550.14‐17MASA‐ NA000000000 0098502‐6401‐550.14‐18Telephone Doc‐ NA000000000 0099502‐6401‐550.14‐21Taxes/FICA‐Medicare‐ NA000000000 00100502‐6401‐550.14‐31Retirement/ICMA 401(A)‐ NA000000000 00101502‐6401‐550.14‐32Retirement/PERA‐ NA000000000 00102502‐6401‐550.14‐41Workers' Compensation‐ NA000000000 00103502‐6401‐550.14‐90Pension Benefit Expense‐ NA000000000 00104502‐6401‐550.14‐99Salary Capital Contra Act‐ NA000000000 00105Total Employer Benefits‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 106502‐6401‐550.21‐02Liability‐ NA000000000 00107502‐6401‐550.21‐50Unemployment‐ NA000000000 00108Total Insurance Premiums‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 109502‐6401‐550.22‐09Info Technology Services‐ NA000000000 00110502‐6401‐550.22‐10Bank Fees‐ NA000000000 00111502‐6401‐550.22‐13Contract/Skilled Services‐ NA000000000 00112502‐6401‐550.22‐26Insurance Claims‐ NA000000000 00113502‐6401‐550.22‐98Other‐ NA000000000 00114Total Prof. Services/Fees‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 115502‐6401‐550.23‐01Publication Fees‐ NA 0 0 0 0 0 0 0 0 0 0 0116Total Publishing‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 117502‐6401‐550.24‐01Equipment‐ NA000000000 00118502‐6401‐550.24‐03Lease‐ NA000000000 00119Total Rentals‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 120502‐6401‐550.25‐01Maintenance Contracts‐ NA000000000 00121502‐6401‐550.25‐03Furniture/Fixtures‐ NA000000000 00122502‐6401‐550.25‐98Other Equipment/Machinery‐ NA000000000 00123Total Repair and Maintenance‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 124502‐6401‐550.26‐01Office Supplies‐ NA 0 0 0 0 0 0 0 0 0 0 0125502‐6401‐550.26‐02Postage‐ NA000000000 00126502‐6401‐550.26‐03Printing Forms‐ NA000000000 00127502‐6401‐550.26‐04Freight/Shipping‐ NA000000000 00128502‐6401‐550.26‐17Catering/Spec Circumstanc‐ NA 0 0 0 0 0 0 0 0 0 0 0129502‐6401‐550.26‐23Furniture/Fixtures‐ NA000000000 00130502‐6401‐550.26‐32Data Processing Software‐ NA000000000 00131502‐6401‐550.26‐33Data Processing Equipment‐ NA000000000 00132502‐6401‐550.26‐42Office Equipment‐ NA000000000 00Prepared by NewGen Strategies and Solutions Page 3 of 8DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total133502‐6401‐550.26‐46Communication Equipment‐ NA000000000 00134Total Materials and Supplies‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135502‐6401‐550.27‐04Education/Training‐ NA 0 0 0 0 0 0 0 0 0 0 0136502‐6401‐550.27‐05Member Dues/Subscriptions‐ NA000000000 00137502‐6401‐550.27‐06Employee Recognition‐ NA000000000 00138502‐6401‐550.27‐07Mileage Reimbursement‐ NA000000000 00139502‐6401‐550.27‐21Employee Recruitment‐ NA000000000 00140Total Job Performance Expenses‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 141502‐6401‐550.29‐07Uncollectible Accounts‐ NA000000000 00142502‐6401‐550.29‐25Promotion‐ NA000000000 00143502‐6401‐550.29‐31Uncollected Taxes‐ NA 0 0 0 0 0 0 0 0 0 0 0144Total Other Current Expenses‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 145Total Current Expenditures‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Administration/General146502‐6501‐560.11‐01Supervisors‐ NA000000000 00147502‐6501‐560.11‐02Regular Staff‐ NA000000000 00148502‐6501‐560.11‐03Seasonal Staff‐ NA 0 0 0 0 0 0 0 0 0 0 0149502‐6501‐560.11‐04Staff Overtime‐ NA 0 0 0 0 0 0 0 0 0 0 0150Total Personal Service/Salaries‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 151502‐6501‐560.13‐01Cell Phone‐ NA000000000 00152502‐6501‐560.13‐03Vehicle Allowance‐ NA000000000 00153Total Additional Compensation‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 154502‐6501‐560.14‐11Medical Insurance‐ NA000000000 00155502‐6501‐560.14‐12Life Insurance‐ NA000000000 00156502‐6501‐560.14‐14Employee Assistance Prog‐ NA 0 0 0 0 0 0 0 0 0 0 0157502‐6501‐560.14‐15Dental Insurance‐ NA000000000 00158502‐6501‐560.14‐16Vision Insurance‐ NA000000000 00159502‐6501‐560.14‐17MASA‐ NA000000000 00160502‐6501‐560.14‐18Telephone Doc‐ NA000000000 00161502‐6501‐560.14‐21Taxes/FICA‐Medicare‐ NA000000000 00162502‐6501‐560.14‐31Retirement/ICMA 401(A)‐ NA000000000 00163502‐6501‐560.14‐32Retirement/PERA‐ NA000000000 00164502‐6501‐560.14‐35Retirement/ F.P.P.A‐ NA000000000 00165502‐6501‐560.14‐41Workers' Compensation‐ NA000000000 00166502‐6501‐560.14‐90Pension Benefit Expense‐ NA000000000 00167502‐6501‐560.14‐99Salary Capital Contra Act‐ NA000000000 00168Total Employer Benefits‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 169502‐6501‐560.21‐01Property‐ NA000000000 00170502‐6501‐560.21‐02Liability‐ NA000000000 00171Total Insurance Premiums‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 172502‐6501‐560.22‐01Auditing10,991 General Fund Transfer & Other0 10,9910000000 0 10,991173502‐6501‐560.22‐02Engineering‐ NA000000000 00174502‐6501‐560.22‐06Medical‐ NA000000000 00Prepared by NewGen Strategies and Solutions Page 4 of 8DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total175502‐6501‐560.22‐07Recording Fees‐ NA000000000 00176502‐6501‐560.22‐08Legal‐ NA000000000 00177502‐6501‐560.22‐09Info Technology Services‐ NA000000000 00178502‐6501‐560.22‐10Bank Fees57 General Fund Transfer & Other057 0 0 0 0 00 0057179502‐6501‐560.22‐24GIS‐ NA000000000 00180502‐6501‐560.22‐33Data Processing‐ NA000000000 00181502‐6501‐560.22‐89Utility Financial Studies‐ NA000000000 00182502‐6501‐560.22‐98Other‐ NA000000000 00183Total Prof. Services/Fees11,048 ‐ 11,048 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,048 184502‐6501‐560.23‐01Publication Fees‐ NA 0 0 0 0 0 0 0 0 0 0 0185Total Publishing‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 186502‐6501‐560.24‐01Equipment‐ NA000000000 00187502‐6501‐560.24‐02Real Property‐ NA000000000 00188502‐6501‐560.24‐03Lease‐ NA000000000 00189Total Rentals‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 190502‐6501‐560.25‐01Maintenance Contracts‐ NA000000000 00191502‐6501‐560.25‐02Buildings‐ NA000000000 00192502‐6501‐560.25‐03Furniture/Fixtures‐ NA000000000 00193502‐6501‐560.25‐04Vehcile Equipment‐ NA000000000 00194502‐6501‐560.25‐05Machinery/Tools‐ NA000000000 00195502‐6501‐560.25‐09Vehicle Repairs‐Fleet Shp‐ NA000000000 00196502‐6501‐560.25‐44Future Vehicle Purchase‐ NA000000000 00197502‐6501‐560.25‐98Other Equipment/Machinery‐ NA000000000 00198Total Repair and Maintenance‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 199502‐6501‐560.26‐01Office Supplies‐ NA 0 0 0 0 0 0 0 0 0 0 0200502‐6501‐560.26‐02Postage‐ NA000000000 00201502‐6501‐560.26‐03Printing Forms‐ NA000000000 00202502‐6501‐560.26‐06Small Tools‐ NA000000000 00203502‐6501‐560.26‐13Medical‐ NA000000000 00204502‐6501‐560.26‐14Laboratory‐ NA000000000 00205502‐6501‐560.26‐15Exhibit/Display‐ NA 0 0 0 0 0 0 0 0 0 0 0206502‐6501‐560.26‐17Catering/Spec Circumstanc‐ NA 0 0 0 0 0 0 0 0 0 0 0207502‐6501‐560.26‐23Furniture/Fixtures‐ NA000000000 00208502‐6501‐560.26‐25Energy Efficiency‐ NA000000000 00209502‐6501‐560.26‐32Data Processing Software‐ NA000000000 00210502‐6501‐560.26‐33Data Processing Equipment‐ NA000000000 00211502‐6501‐560.26‐39Fuel & Oil‐ NA000000000 00212502‐6501‐560.26‐42Office Equipment‐ NA000000000 00213502‐6501‐560.26‐43Heavy Equipment‐ NA000000000 00214502‐6501‐560.26‐46Communication Equipment‐ NA000000000 00215Total Materials and Supplies‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 216502‐6501‐560.27‐02Uniform Allowance‐ NA000000000 00217502‐6501‐560.27‐03Vehicle Allowance‐ NA000000000 00218502‐6501‐560.27‐04Education/Training‐ NA 0 0 0 0 0 0 0 0 0 0 0219502‐6501‐560.27‐05Member Dues/Subscriptions‐ NA000000000 00220502‐6501‐560.27‐06Employee Recognition‐ NA000000000 00Prepared by NewGen Strategies and Solutions Page 5 of 8DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total221502‐6501‐560.27‐07Mileage Reimbursement‐ NA000000000 00222502‐6501‐560.27‐10Meal Reimbursement‐Emerg.‐ NA000000000 00223502‐6501‐560.27‐21Employee Recruitment‐ NA000000000 00224Total Job Performance Expenses‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 225502‐6501‐560.28‐01Telephone‐ NA000000000 00226502‐6501‐560.28‐02Natural Gas‐ NA000000000 00227502‐6501‐560.28‐03Electrical Energy‐ NA000000000 00228502‐6501‐560.28‐04Water‐ NA000000000 00229502‐6501‐560.28‐05Sewer‐ NA000000000 00230502‐6501‐560.28‐06Trash Disposal‐ NA 0 0 0 0 0 0 0 0 0 0 0231Total Utility Expenditures‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 232502‐6501‐560.29‐06Interest on Deposits‐ NA 0 0 0 0 0 0 0 0 0 0 0233502‐6501‐560.29‐08Payment In Lieu Of Taxes4,756 General Fund Transfer & Other0 4,7560000000 0 4,756234502‐6501‐560.29‐09PUC Gross Receipt Taxes7,646 General Fund Transfer & Other0 7,6460000000 0 7,646235502‐6501‐560.29‐10Franchise Fees132,918 General Fund Transfer & Other0 132,918 0 0 0 0 0 0 0 0 132,918236502‐6501‐560.91‐28Housing‐ NA000000000 00237Total Other Current Expenses145,320 ‐ 145,320 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 145,320 238Total Administration/General156,368 ‐ 156,368 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 156,368 239TOTAL CUSTOMER SERVICE156,368 ‐ 156,368 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 156,368 240Total O&M Expense without Depr. Exp.8,296,764 509,556 156,368 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,296,764241Total O&M Expense Excluding Purchased Power & Depr.156,368 0 156,368 0 0 0 0 0 0 0 0 156,368242Debt Service:243502‐6700‐470.22‐10Bank Fees‐ NA000000000 00244502‐6700‐470.29‐67Amort Exp/Bond Issue Cost‐ NA000000000 00245502‐6700‐470.41‐01Principal on Bonds‐ NA000000000 00246502‐6700‐470.41‐02Interest on Bonds‐ NA 0 0 0 0 0 0 0 0 0 0 0247502‐6700‐470.41‐05Principal/Capital Lease‐ NA000000000 00248502‐6700‐470.41‐06Interest/Capital Lease‐ NA000000000 00249Total Debt Service000000000000250Other Funds251502‐6600‐491.90‐01General‐ General Fund Transfer & Other00 0 00 0 00 000252502‐6600‐491.90‐04Community Reinvestment‐ NA000000000 00253502‐6600‐491.90‐06Medical Insurance‐ NA000000000 00254502‐6600‐491.90‐07Museum‐ NA000000000 00255502‐6600‐491.90‐29Fire Service Fund‐ NA 0 0 0 0 0 0 0 0 0 0 0256502‐6600‐491.90‐35Vehicle Replacement‐ NA000000000 00257502‐6600‐491.92‐31Urban Renewal Authority‐ NA000000000 00258Total Other Funds000000000000Prepared by NewGen Strategies and Solutions Page 6 of 8DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total259Change in Working Capital2,407 General Fund Transfer & Other0 2,407 0 0 0 0 0 0 0 0 2,407260Capital Paid from Current Earnings261502‐7001‐580.32‐22Building Remodeling‐ NA000000000 00262502‐7001‐580.33‐30Station Equipment‐ NA000000000 00263502‐7001‐580.33‐31Furniture/Fixtures‐ NA000000000 00264502‐7001‐580.33‐32Office Equipment‐ NA000000000 00265502‐7001‐580.33‐33Data Processing Equipment‐ NA000000000 00266502‐7001‐580.33‐34Meters‐ NA000000000 00267502‐7001‐580.33‐35Transformers‐ NA 0 0 0 0 0 0 0 0 0 0 0268502‐7001‐580.33‐36Communication Equipment‐ NA000000000 00269502‐7001‐580.33‐37Laboratory Equipment‐ NA000000000 00270502‐7001‐580.33‐38Shop Equipment‐ NA000000000 00271502‐7001‐580.33‐39Stores Equipment‐ NA000000000 00272502‐7001‐580.33‐41Tools‐ NA000000000 00273502‐7001‐580.33‐98Other Equipment‐ NA000000000 00274502‐7001‐580.34‐42Trucks‐ NA000000000 00275502‐7001‐580.34‐98Other Machinery/Equipment‐ NA000000000 00276502‐7001‐580.35‐55Street Lights‐ NA000000000 00277502‐7001‐580.35‐56Poles/Towers/Fixtures‐ NA000000000 00278502‐7001‐580.35‐57Power Line Construction‐ NA000000000 00279502‐7001‐580.35‐58Inactive Underground‐ NA000000000 00280502‐7001‐580.35‐59Customer Service Lines‐ NA000000000 00281502‐7001‐580.35‐62UT System Master Plan‐ NA000000000 00282502‐7001‐580.35‐66Fiber Optic Install‐ NA000000000 00283502‐7001‐580.37‐01Software Development‐ NA000000000 00284Total Capital 000000000000285Subtotal Revenue Requirement 8,299,171 509,556 158,775 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,299,171286Less Other Income287Additional Heater‐ NA000000000 00288Customer Contribution‐ NA000000000 00289Investment Income31,360 eneral Fund Transfer & Oth0 31,3600000000 0 31,360290Info Technology Services‐ NA000000000 00291Pole Rental‐ NA000000000 00292Vehicle Work Orders‐ NA000000000 00293Field Work Orders‐ NA000000000 00294Development Fees‐ NA000000000 00295Meter Reading‐ NA000000000 00296Buildings‐ NA000000000 00297Other‐ NA000000000 00298Fiberoptic Lease‐ NA000000000 00299Special Initial Reads‐ NA000000000 00300Outdoor Area Lights‐ NA000000000 00301Surge Arrestor‐ NA000000000 00302Write Off‐ NA000000000 00303Electric Metering‐ NA 0 0 0 0 0 0 0 0 0 0 0304Total Miscellaneous Revenue31,3600 31,3600000000 0 31,360Prepared by NewGen Strategies and Solutions Page 7 of 8DRAFT
Estes Park Power and CommunicationsSchedule 3Classification of Purchased Power CostsAB CDEFGHIJKLMNOLine No. Account Account Description Test Year 2022 Allocation Factor Customer GFT & OtherEnergy Summer (En)Energy Non‐Summer (En)Renewable tariff 7 AdderRenewable Intermittent AdderDemand Smmer (D)Demand Non‐Summer (D)Demand Transmission DA RMNP Total305Total Other Income31,360 0 31,360 0 0 0 0 0 0 0 0 31,360306‐ NA00 0 00 0 00 000307156,3680 156,3680000000 0 156,368308Purchased Power8,140,396 509,556 0 1,360,770 3,217,708 0 385,609 432,250 715,416 1,519,087 0 8,140,396309Debt Service000000000000310Total Other Funds000000000000311Change in Working Capital2,407 0 2,407 0 0 0 0 0 0 0 0 2,407312Capital Paid from Current Earnings000000000000313Less Other Income31,360 0 31,360 0 0 0 0 0 0 0 0 31,360314000000000000315Total Revenue Requirement8,267,811509,556 127,415 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,267,811316ALLOCATION FACTORS317Production Allocation Factors31810 0 00 0 00 001319CustomerCustomer100%0%0%0% 0%0%0% 0%0% 0% 100%32001 0 00 0 00 001321General Fund Transfer and OtherGeneral Fund Transfer & Other0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 100%32200 1 00 0 00 001323Energy SummerEnergy Summer0%0% 100%0% 0%0%0% 0%0% 0% 100%32400 0 10 0 00 001325Energy Non‐SummerEnergy Non‐Summer0%0%0%100% 0%0%0% 0%0% 0% 100%32600 0 01 0 00 001327Renewable Tariff 7 AdderRenewable Tariff 7 Adder0% 0% 0% 0% 100% 0% 0% 0% 0% 0% 100%32800 0 00 1 00 001329Renewable Intermittent AdderRenewable Intermittent Adder0% 0% 0% 0% 0% 100% 0% 0% 0% 0% 100%33000 0 00 0 10 001331Demand SummerDemand Summer0%0%0%0% 0%0%100% 0%0% 0% 100%33200 0 00 0 01 001333Demand Non‐SummerDemand Non‐Summer0%0%0%0% 0%0%0% 100%0% 0% 100%33400 0 00 0 00 101335Demand TransmissionDemand Transmission0%0%0%0% 0%0%0% 0% 100% 0% 100%33600 0 00 0 00 011337DA RMNPDA RMNP0%0%0%0% 0%0%0% 0%0% 100% 100%338509,556 127,415 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,267,811339Production revenue requirementProd_revenue reqt6%2% 16%39% 0%5%5% 9%18% 0% 100%340509,5560 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,140,396341Purchased PowerPP6%0% 17%40% 0%5%5% 9%19% 0% 100%342509,556 156,368 1,360,770 3,217,7080 385,609 432,250 715,416 1,519,087 0 8,296,764343Total O&MTotal O&M6%2% 16%39% 0%5%5% 9%18% 0% 100%34400 0 00 0 00 000345Not ApplicableNA0%0%0%0% 0%0%0% 0%0% 0% 0%3460 156,3680000000 0 156,368347Production Revenue Requirement w/o fuel and PPProd_No Fuel & PP 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 100%Forecasted Under‐Recovery (per Financial Plan)Total O&M Expense without Depr or PPLess Planned Under‐Recovery (per Financial Plan)Prepared by NewGen Strategies and Solutions Page 8 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total12Component Demand RelatedCustomer Related3Overhead60%40%4Underground60%40%5Transformers60%40%6Operation and Maintenance Expense7Purchased Power8502‐6100‐520.28‐08 Purchased Power Supply‐ NA0000000 0 00009502‐6100‐520.28‐18 Wind Power‐ NA0000000 0 000010502‐6100‐520.28‐19 Wheeling Chgs‐FR Hydro‐ NA0000000 0 000011Total Purchased Power00000000 0 000012TOTAL PURCHASED POWER‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13Distribution14502‐6301‐540.11‐01 Supervisors37,531 Total Plant12,811 5,1306,1312,509 3,420 4,087 1,673 697 1,07300 37,53115502‐6301‐540.11‐02 Regular Staff1,734,043 Total Plant591,917 237,027 283,250 115,919 158,018 188,833 77,279 32,212 49,58800 1,734,04316502‐6301‐540.11‐03 Seasonal Staff‐ NA0000000 0 000017502‐6301‐540.11‐04 Staff Overtime191,767 Total Plant65,460 26,213 31,325 12,819 17,475 20,883 8,546 3,562 5,48400 191,76718502‐6301‐540.11‐05 Seasonal Overtime‐ NA0000000 0 000019Total Personal Services/Salaries1,963,341670,188 268,369 320,705 131,248 178,913 213,803 87,498 36,472 56,14600 1,963,34120502‐6301‐540.13‐01 Cell Phone17,205 Labor5,235 3,7522,071896 2,485 1,361597 232 57600 17,20521502‐6301‐540.13‐03 Vehicle Allowance‐ NA0000000 0 000022Total Additional Compensation17,2055,235 3,7522,071896 2,485 1,361597 232 57600 17,20523502‐6301‐540.14‐11 Medical Insurance386,351 Labor117,558 84,260 46,515 20,116 55,791 30,553 13,411 5,212 12,93500 386,35124502‐6301‐540.14‐12 Life Insurance6,208 Labor1,889 1,354747323 896491215 84 20800 6,20825502‐6301‐540.14‐14 Employee Assistance Prog1,297 Labor395 28315668 18710345 17 4300 1,29726502‐6301‐540.14‐15 Dental Insurance26,177 Labor7,965 5,7093,1521,363 3,780 2,070909 353 87600 26,17727502‐6301‐540.14‐16 Vision Insurance6,225 Labor1,894 1,358749324 899492216 84 20800 6,22528502‐6301‐540.14‐17 MASA2,139 Labor651 466258111 30916974 29 7200 2,13929502‐6301‐540.14‐18 Telephone Doc1,037 Labor316 22612554 1508236 14 3500 1,03730502‐6301‐540.14‐21 Taxes/FICA‐Medicare146,224 Labor44,493 31,890 17,6057,613 21,115 11,564 5,076 1,973 4,89500 146,22431502‐6301‐540.14‐31 Retirement/ICMA 401(A)‐ NA0000000 0 000032502‐6301‐540.14‐32 Retirement/PERA284,304 Labor86,508 62,005 34,229 14,803 41,055 22,483 9,868 3,835 9,51800 284,30433502‐6301‐540.14‐41 Workers' Compensation24,744 Labor7,529 5,3972,9791,288 3,573 1,957859 334 82800 24,74434502‐6301‐540.14‐90 Pension Benefit Expense‐ NA0000000 0 000035502‐6301‐540.14‐99 Salary Capital Contra Act‐ NA0000000 0 000036Total Employer Benefits884,706269,197 192,948 106,516 46,063 127,756 69,964 30,709 11,935 29,61900 884,70637502‐6301‐540.21‐01 Property‐ NA0000000 0 000038502‐6301‐540.21‐02 Liability17,981 Labor5,471 3,9222,165936 2,597 1,422624 243 60200 17,98139502‐6301‐540.21‐50 Unemployment‐ NA0000000 0 000040Total Insurance Premiums17,9815,471 3,9222,165936 2,597 1,422624 243 60200 17,98141502‐6301‐540.22‐02 Engineering31,961 Total Plant10,910 4,3695,2212,137 2,913 3,481 1,424 594 91400 31,96142502‐6301‐540.22‐13 Contract/Skilled Services5,327 Total Plant1,818 728870356 485580237 99 15200 5,32743502‐6301‐540.22‐14 Lab Testing8,523 Transformers ‐ Plant0005,11400 3,409 0 000 8,52344502‐6301‐540.22‐24 GIS138,499 Total Plant47,277 18,931 22,6239,259 12,621 15,082 6,172 2,573 3,96100 138,49945502‐6301‐540.22‐26 Insurance Claims28,338 Total Plant9,673 3,8744,6291,894 2,582 3,086 1,263 526 81000 28,33846502‐6301‐540.22‐30 Land Use Fees3,196 Substations ‐ Plant 3,196000000 0 000 3,19647502‐6301‐540.22‐98 Other7,307 Total Plant2,494 9991,194488 666796326 136 20900 7,307Prepared by NewGen Strategies and Solutions Page 1 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total48Total Prof. Services/Fees223,15275,369 28,901 34,537 19,248 19,267 23,025 12,832 3,928 6,04600 223,15249502‐6301‐540.24‐02 Real Property2,557 Total Plant873 350418171 233278114 47 7300 2,55750Total Rentals2,557873 350418171 233278114 47 7300 2,55751502‐6301‐540.25‐01 Maintenance Contracts55,399 Total Plant18,911 7,5739,0493,703 5,048 6,033 2,469 1,029 1,58400 55,39952502‐6301‐540.25‐02 Buildings10,654 Total Plant3,637 1,4561,740712 971 1,160475 198 30500 10,65453502‐6301‐540.25‐05 Machinery/Tools3,729 Total Plant1,273 510609249 340406166 69 10700 3,72954502‐6301‐540.25‐06 Meters‐ NA0000000 0 000055502‐6301‐540.25‐07 Transformer10,654 Transformers ‐ Plant0006,39200 4,261 0 000 10,65456502‐6301‐540.25‐08 Laboratory‐ NA0000000 0 000057502‐6301‐540.25‐30 Street Lights53,269 Total Plant18,183 7,2818,7013,561 4,854 5,801 2,374 990 1,52300 53,26958502‐6301‐540.25‐31 Substation181,114 Substations ‐ Plant 181,114000000 0 000 181,11459502‐6301‐540.25‐32 Power Line Maintenance639,225 Overhead0 383,53500 255,69000 0 000 639,22560502‐6301‐540.25‐33 Inactive Underground Main‐ NA0000000 0 000061502‐6301‐540.25‐34 Customer Service Lines‐ NA0000000 0 000062502‐6301‐540.25‐98 Other Equipment/Machinery1,598 Total Plant545 218261107 14617471 30 4600 1,59863Total Repair and Maintenance955,641223,663 400,573 20,361 14,725 267,049 13,574 9,817 2,316 3,56500 955,64164502‐6301‐540.26‐01 Office Supplies746 Total Plant255 10212250 688133 14 2100 74665502‐6301‐540.26‐04 Freight/Shipping1,065 Total Plant364 14617471 9711647 20 3000 1,06566502‐6301‐540.26‐05 Janitorial533 Total Plant182738736 495824 10 1500 53367502‐6301‐540.26‐06 Small Tools15,981 Total Plant5,455 2,1842,6101,068 1,456 1,740712 297 45700 15,98168502‐6301‐540.26‐07 Small Hardware5,327 Total Plant1,818 728870356 485580237 99 15200 5,32769502‐6301‐540.26‐19 Traffic Control10,654 Overhead/Underground0 4,8545,8000000 0 000 10,65470502‐6301‐540.26‐20 Electrical5,327 Total Plant1,818 728870356 485580237 99 15200 5,32771502‐6301‐540.26‐33 Data Processing Equipment10,654 Total Plant3,637 1,4561,740712 971 1,160475 198 30500 10,65472502‐6301‐540.26‐34 Meters37,288 Metering ‐ Plant0000000 0 37,28800 37,28873502‐6301‐540.26‐48 Shop Equipment4,261 Metering ‐ Plant0000000 0 4,26100 4,26174502‐6301‐540.26‐55 Street Lights31,961 Total Plant10,910 4,3695,2212,137 2,913 3,481 1,424 594 91400 31,96175502‐6301‐540.26‐57 Overhead Lines‐ NA0000000 0 000076Total Materials and Supplies123,79724,438 14,640 17,4954,786 6,524 7,796 3,191 1,330 43,59700 123,79777502‐6301‐540.27‐01 Personal Safety Equipment58,596 Labor17,829 12,7797,0553,051 8,462 4,634 2,034 790 1,96200 58,59678502‐6301‐540.27‐03 Vehicle Allowance‐ NA0000000 0 000079502‐6301‐540.27‐04 Education/Training95,884 Labor29,175 20,912 11,5444,992 13,846 7,583 3,328 1,293 3,21000 95,88480502‐6301‐540.27‐06 Employee Recognition‐ NA0000000 0 000081502‐6301‐540.27‐07 Mileage Reimbursement‐ NA0000000 0 000082502‐6301‐540.27‐21 Employee Recruitment‐ NA0000000 0 000083Total Job Performance Expenses154,47947,005 33,691 18,5998,043 22,308 12,216 5,362 2,084 5,17200 154,47984502‐6301‐540.29‐90 Short/Over Inventory Acct‐ NA0000000 0 000085502‐6301‐540.29‐95 Depreciation‐ NA0000000 0 000086502‐6301‐540.29‐97 Accumulated Pant‐ NA0000000 0 000087Total Other Current Expenses00000000 0 000088TOTAL DISTRIBUTION4,342,8591,321,439 947,145 522,865 226,115 627,131 343,439 150,744 58,586 145,39600 4,342,85989Customer ServicesCurrent Expenditures90502‐6401‐550.11‐01 Supervisors‐ NA0000000 0 000091502‐6401‐550.11‐02 Regular Staff‐ NA0000000 0 000092502‐6401‐550.11‐03 Seasonal Staff‐ NA0000000 0 000093502‐6401‐550.11‐04 Staff Overtime‐ NA0000000 0 0000Prepared by NewGen Strategies and Solutions Page 2 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total94502‐6401‐550.11‐05 Seasonal Overtime‐ NA0000000 0 000095Total Personal Service/Salaries00000000 0 000096502‐6401‐550.13‐01 Cell Phone‐ NA0000000 0 000097502‐6401‐550.13‐03 Vehicle Allowance‐ NA0000000 0 000098Total Additional Compensation00000000 0 000099502‐6401‐550.14‐11 Medical Insurance‐ NA0000000 0 0000100502‐6401‐550.14‐12 Life Insurance‐ NA0000000 0 0000101502‐6401‐550.14‐14 Employee Assistance Prog‐ NA0000000 0 0000102502‐6401‐550.14‐15 Dental Insurance‐ NA0000000 0 0000103502‐6401‐550.14‐16 Vision Insurance‐ NA0000000 0 0000104502‐6401‐550.14‐17 MASA‐ NA0000000 0 0000105502‐6401‐550.14‐18 Telephone Doc‐ NA0000000 0 0000106502‐6401‐550.14‐21 Taxes/FICA‐Medicare‐ NA0000000 0 0000107502‐6401‐550.14‐31 Retirement/ICMA 401(A)‐ NA0000000 0 0000108502‐6401‐550.14‐32 Retirement/PERA‐ NA0000000 0 0000109502‐6401‐550.14‐41 Workers' Compensation‐ NA0000000 0 0000110502‐6401‐550.14‐90 Pension Benefit Expense‐ NA0000000 0 0000111502‐6401‐550.14‐99 Salary Capital Contra Act‐ NA0000000 0 0000112Total Employer Benefits00000000 0 0000113502‐6401‐550.21‐02 Liability‐ NA0000000 0 0000114502‐6401‐550.21‐50 Unemployment‐ NA0000000 0 0000115Total Insurance Premiums00000000 0 0000116502‐6401‐550.22‐09 Info Technology Services‐ NA0000000 0 0000117502‐6401‐550.22‐10 Bank Fees‐ NA0000000 0 0000118502‐6401‐550.22‐13 Contract/Skilled Services‐ NA0000000 0 0000119502‐6401‐550.22‐26 Insurance Claims‐ NA0000000 0 0000120502‐6401‐550.22‐98 Other‐ NA0000000 0 0000121Total Prof. Services/Fees00000000 0 0000122502‐6401‐550.23‐01 Publication Fees‐ NA0000000 0 0000123Total Publishing00000000 0 0000124502‐6401‐550.24‐01 Equipment‐ NA0000000 0 0000125502‐6401‐550.24‐03 Lease‐ NA0000000 0 0000126Total Rentals00000000 0 0000127502‐6401‐550.25‐01 Maintenance Contracts‐ NA0000000 0 0000128502‐6401‐550.25‐03 Furniture/Fixtures‐ NA0000000 0 0000129502‐6401‐550.25‐98 Other Equipment/Machinery‐ NA0000000 0 0000130Total Repair and Maintenance00000000 0 0000131502‐6401‐550.26‐01 Office Supplies‐ NA0000000 0 0000132502‐6401‐550.26‐02 Postage‐ NA0000000 0 0000133502‐6401‐550.26‐03 Printing Forms‐ NA0000000 0 0000134502‐6401‐550.26‐04 Freight/Shipping‐ NA0000000 0 0000135502‐6401‐550.26‐17 Catering/Spec Circumstanc‐ NA0000000 0 0000136502‐6401‐550.26‐23 Furniture/Fixtures‐ NA0000000 0 0000137502‐6401‐550.26‐32 Data Processing Software‐ NA0000000 0 0000138502‐6401‐550.26‐33 Data Processing Equipment‐ NA0000000 0 0000139502‐6401‐550.26‐42 Office Equipment‐ NA0000000 0 0000Prepared by NewGen Strategies and Solutions Page 3 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total140502‐6401‐550.26‐46 Communication Equipment‐ NA0000000 0 0000141Total Materials and Supplies00000000 0 0000142502‐6401‐550.27‐04 Education/Training‐ NA0000000 0 0000143502‐6401‐550.27‐05 Member Dues/Subscriptions‐ NA0000000 0 0000144502‐6401‐550.27‐06 Employee Recognition‐ NA0000000 0 0000145502‐6401‐550.27‐07 Mileage Reimbursement‐ NA0000000 0 0000146502‐6401‐550.27‐21 Employee Recruitment‐ NA0000000 0 0000147Total Job Performance Expenses00000000 0 0000148502‐6401‐550.29‐07 Uncollectible Accounts‐ NA0000000 0 0000149502‐6401‐550.29‐25 Promotion‐ NA0000000 0 0000150502‐6401‐550.29‐31 Uncollected Taxes‐ NA0000000 0 0000151Total Other Current Expenses00000000 0 0000152Total Current Expenditures‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Administration/General153502‐6501‐560.11‐01 Supervisors153,998 Labor46,858 33,586 18,5418,018 22,238 12,178 5,345 2,077 5,15600 153,998154502‐6501‐560.11‐02 Regular Staff384,202 Labor116,905 83,792 46,257 20,004 55,481 30,383 13,336 5,183 12,86300 384,202155502‐6501‐560.11‐03 Seasonal Staff‐ NA0000000 0 0000156502‐6501‐560.11‐04 Staff Overtime23,822 Labor7,248 5,1952,8681,240 3,440 1,884827 321 79800 23,822157Total Personal Service/Salaries562,022171,011 122,573 67,665 29,262 81,159 44,445 19,508 7,582 18,81600 562,022158502‐6501‐560.13‐01 Cell Phone2,610 Labor794 569314136 37720691 35 8700 2,610159502‐6501‐560.13‐03 Vehicle Allowance‐ NA0000000 0 0000160Total Additional Compensation2,610794 569314136 37720691 35 8700 2,610161502‐6501‐560.14‐11 Medical Insurance73,192 Labor22,271 15,9638,8123,811 10,569 5,788 2,541 987 2,45000 73,192162502‐6501‐560.14‐12 Life Insurance1,625 Labor495 35419685 23512956 22 5400 1,625163502‐6501‐560.14‐14 Employee Assistance Prog413 Labor126905021 603314 6 1400 413164502‐6501‐560.14‐15 Dental Insurance6,832 Labor2,079 1,490823356 987540237 92 22900 6,832165502‐6501‐560.14‐16 Vision Insurance1,912 Labor582 417230100 27615166 26 6400 1,912166502‐6501‐560.14‐17 MASA745 Labor227 1639039 1085926 10 2500 745167502‐6501‐560.14‐18 Telephone Doc361 Labor110794319 522913 5 1200 361168502‐6501‐560.14‐21 Taxes/FICA‐Medicare45,746 Labor13,919 9,9775,5082,382 6,606 3,618 1,588 617 1,53200 45,746169502‐6501‐560.14‐31 Retirement/ICMA 401(A)5,513 Labor1,678 1,202664287 796436191 74 18500 5,513170502‐6501‐560.14‐32 Retirement/PERA70,266 Labor21,381 15,3258,4603,658 10,147 5,557 2,439 948 2,35200 70,266171502‐6501‐560.14‐35 Retirement/ F.P.P.A‐ NA0000000 0 0000172502‐6501‐560.14‐41 Workers' Compensation2,931 Labor892 639353153 423232102 40 9800 2,931173502‐6501‐560.14‐90 Pension Benefit Expense‐ NA0000000 0 0000174502‐6501‐560.14‐99 Salary Capital Contra Act‐ NA0000000 0 0000175Total Employer Benefits209,53763,757 45,698 25,227 10,910 30,258 16,570 7,273 2,827 7,01500 209,537176502‐6501‐560.21‐01 Property34,397 Net Plant10,581 4,9206,9172,031 3,280 4,611 1,354 61 64200 34,397177502‐6501‐560.21‐02 Liability9,493 Labor2,889 2,0701,143494 1,371751330 128 31800 9,493178Total Insurance Premiums43,89113,470 6,9908,0602,525 4,651 5,362 1,683 189 96000 43,891179502‐6501‐560.22‐01 Auditing12,608 RevReq2,931 2,1491,210634 1,425798423 135 437 2,4670 12,608180502‐6501‐560.22‐02 Engineering15,981 Total Plant5,455 2,1842,6101,068 1,456 1,740712 297 45700 15,981181502‐6501‐560.22‐06 Medical2,028 Labor617 442244106 29316070 27 6800 2,028182502‐6501‐560.22‐07 Recording Fees266 Total Plant91364418 242912 5 800 266183502‐6501‐560.22‐08 Legal26,634 Total Plant9,092 3,6414,3511,780 2,427 2,900 1,187 495 76200 26,634184502‐6501‐560.22‐09 Info Technology Services116,267 Labor35,378 25,357 13,9986,054 16,790 9,195 4,036 1,568 3,89300 116,267Prepared by NewGen Strategies and Solutions Page 4 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total185502‐6501‐560.22‐10 Bank Fees2,314 Total O&M706 487285123 32318882 32 77 130 2,314186502‐6501‐560.22‐24 GIS42,615 Total Plant14,547 5,8256,9612,849 3,883 4,641 1,899 792 1,21900 42,615187502‐6501‐560.22‐33 Data Processing‐ NA0000000 0 0000188502‐6501‐560.22‐89 Utility Financial Studies‐ NA0000000 0 0000189502‐6501‐560.22‐98 Other64,789 Total Plant22,116 8,856 10,5834,331 5,904 7,055 2,887 1,204 1,85300 64,789190Total Prof. Services/Fees283,50290,931 48,978 40,286 16,963 32,525 26,706 11,308 4,554 8,772 2,4800 283,502191502‐6501‐560.23‐01 Publication Fees6,670 Labor2,030 1,455803347 963527232 90 22300 6,670192Total Publishing6,6702,030 1,455803347 963527232 90 22300 6,670193502‐6501‐560.24‐01 Equipment‐ NA0000000 0 0000194502‐6501‐560.24‐02 Real Property95,884 Total Plant32,730 13,106 15,6626,410 8,738 10,442 4,273 1,781 2,74200 95,884195502‐6501‐560.24‐03 Lease‐ NA0000000 0 0000196Total Rentals95,88432,730 13,106 15,6626,410 8,738 10,442 4,273 1,781 2,74200 95,884197502‐6501‐560.25‐01 Maintenance Contracts99,108 Total Plant33,830 13,547 16,1896,625 9,031 10,793 4,417 1,841 2,83400 99,108198502‐6501‐560.25‐02 Buildings1,065 Total Plant364 14617471 9711647 20 3000 1,065199502‐6501‐560.25‐03 Furniture/Fixtures1,065 Total Plant364 14617471 9711647 20 3000 1,065200502‐6501‐560.25‐04 Vehcile Equipment47,643 Labor14,497 10,3915,7362,481 6,880 3,768 1,654 643 1,59500 47,643201502‐6501‐560.25‐05 Machinery/Tools533 Total Plant182738736 495824 10 1500 533202502‐6501‐560.25‐09 Vehicle Repairs‐Fleet Shp123,872 Labor37,692 27,016 14,9146,450 17,888 9,796 4,300 1,671 4,14700 123,872203502‐6501‐560.25‐44 Future Vehicle Purchase‐ NA0000000 0 0000204502‐6501‐560.25‐98 Other Equipment/Machinery533 Total Plant182738736 495824 10 1500 533205Total Repair and Maintenance273,81987,110 51,390 37,361 15,769 34,090 24,704 10,513 4,214 8,66800 273,819206502‐6501‐560.26‐01 Office Supplies19,057 Labor5,799 4,1562,294992 2,752 1,507661 257 63800 19,057207502‐6501‐560.26‐02 Postage7,623 Labor2,319 1,662918397 1,101603265 103 25500 7,623208502‐6501‐560.26‐03 Printing Forms953 Labor290 20811550 1387533 13 3200 953209502‐6501‐560.26‐06 Small Tools476 Labor145 1045725 693817 6 1600 476210502‐6501‐560.26‐13 Medical2,382 Labor725 520287124 34418883 32 8000 2,382211502‐6501‐560.26‐14 Laboratory‐ NA0000000 0 0000212502‐6501‐560.26‐15 Exhibit/Display‐ NA0000000 0 0000213502‐6501‐560.26‐17 Catering/Spec Circumstanc3,811 Labor1,160 831459198 550301132 51 12800 3,811214502‐6501‐560.26‐23 Furniture/Fixtures4,764 Labor1,450 1,039574248 688377165 64 16000 4,764215502‐6501‐560.26‐25 Energy Efficiency95,286 Total Plant32,526 13,025 15,5656,370 8,683 10,376 4,247 1,770 2,72500 95,286216502‐6501‐560.26‐32 Data Processing Software19,057 Labor5,799 4,1562,294992 2,752 1,507661 257 63800 19,057217502‐6501‐560.26‐33 Data Processing Equipment9,529 Labor2,899 2,0781,147496 1,376754331 129 31900 9,529218502‐6501‐560.26‐39 Fuel & Oil47,643 Labor14,497 10,3915,7362,481 6,880 3,768 1,654 643 1,59500 47,643219502‐6501‐560.26‐42 Office Equipment2,859 Labor870 623344149 41322699 39 9600 2,859220502‐6501‐560.26‐43 Heavy Equipment1,906 Labor580 41622999 27515166 26 6400 1,906221502‐6501‐560.26‐46 Communication Equipment19,057 Labor5,799 4,1562,294992 2,752 1,507661 257 63800 19,057222Total Materials and Supplies234,40474,857 43,365 32,314 13,613 28,772 21,378 9,075 3,647 7,38200 234,404223502‐6501‐560.27‐02 Uniform Allowance1,906 Labor580 41622999 27515166 26 6400 1,906224502‐6501‐560.27‐03 Vehicle Allowance‐ NA0000000 0 0000225502‐6501‐560.27‐04 Education/Training11,434 Labor3,479 2,4941,377595 1,651904397 154 38300 11,434226502‐6501‐560.27‐05 Member Dues/Subscriptions12,387 Labor3,769 2,7021,491645 1,789980430 167 41500 12,387227502‐6501‐560.27‐06 Employee Recognition3,335 Labor1,015 727402174 482264116 45 11200 3,335228502‐6501‐560.27‐07 Mileage Reimbursement476 Labor145 1045725 693817 6 1600 476229502‐6501‐560.27‐10 Meal Reimbursement‐Emerg.1,906 Labor580 41622999 27515166 26 6400 1,906230502‐6501‐560.27‐21 Employee Recruitment‐ NA0000000 0 0000231Total Job Performance Expenses31,4449,568 6,8583,7861,637 4,541 2,487 1,091 424 1,05300 31,444232502‐6501‐560.28‐01 Telephone7,623 Labor2,319 1,662918397 1,101603265 103 25500 7,623Prepared by NewGen Strategies and Solutions Page 5 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total233502‐6501‐560.28‐02 Natural Gas8,576 Labor2,609 1,8701,032447 1,238678298 116 28700 8,576234502‐6501‐560.28‐03 Electrical Energy50,502 Labor15,367 11,0146,0802,629 7,293 3,994 1,753 681 1,69100 50,502235502‐6501‐560.28‐04 Water4,288 Labor1,305 935516223 619339149 58 14400 4,288236502‐6501‐560.28‐05 Sewer1,429 Labor435 31217274 20611350 19 4800 1,429237502‐6501‐560.28‐06 Trash Disposal12,387 Labor3,769 2,7021,491645 1,789980430 167 41500 12,387238Total Utility Expenditures84,80525,804 18,495 10,2104,415 12,246 6,706 2,944 1,144 2,83900 84,805239502‐6501‐560.29‐06 Interest on Deposits‐ NA0000000 0 0000240502‐6501‐560.29‐08 Payment In Lieu Of Taxes5,456 RevReq1,268 930524274 617345183 58 189 1,0670 5,456241502‐6501‐560.29‐09 PUC Gross Receipt Taxes8,771 RevReq2,039 1,495842441 991555294 94 304 1,7160 8,771242502‐6501‐560.29‐10 Franchise Fees152,475 RevReq35,443 25,984 14,6357,670 17,230 9,646 5,113 1,634 5,285 29,8340 152,475243502‐6501‐560.91‐28 Housing‐ NA0000000 0 0000244Total Other Current Expenses166,70138,750 28,409 16,0008,385 18,838 10,546 5,590 1,787 5,778 32,6170 166,701245Total Administration/General1,995,287 610,812 387,886 257,689 110,373 257,158 170,081 73,582 28,274 64,336 35,097 ‐ 1,995,287 246TOTAL CUSTOMER SERVICE1,995,287 610,812 387,886 257,689 110,373 257,158 170,081 73,582 28,274 64,336 35,097 ‐ 1,995,287 247Total O&M Expense without Depr. Exp.6,338,1461,932,2501,335,031 780,555 336,488 884,289 513,520224,325 86,860 209,732 35,097 0 6,338,146248Total O&M Expense Excluding Purchased Power & Depr.6,338,146 1,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146249Debt Service:250502‐6700‐470.22‐10 Bank Fees‐ NA0000000 0 0000251502‐6700‐470.29‐67 Amort Exp/Bond Issue Cost‐ NA0000000 0 0000252502‐6700‐470.41‐01 Principal on Bonds400,000 Total Plant136,540 54,676 65,339 26,740 36,451 43,559 17,826 7,431 11,43900 400,000253502‐6700‐470.41‐02 Interest on Bonds191,300 Total Plant65,300 26,149 31,248 12,788 17,433 20,832 8,525 3,554 5,47100 191,300254502‐6700‐470.41‐05 Principal/Capital Lease‐ NA0000000 0 0000255502‐6700‐470.41‐06 Interest/Capital Lease‐ NA0000000 0 0000256Total Debt Service591,300 201,841 80,825 96,587 39,528 53,883 64,391 26,352 10,984 16,909 00 591,300257Other Funds258502‐6600‐491.90‐01 General1,998,043 DA‐GFT0000000 0 0 1,998,0430 1,998,043259502‐6600‐491.90‐04 Community Reinvestment‐ NA0000000 0 0000260502‐6600‐491.90‐06 Medical Insurance‐ NA0000000 0 0000261502‐6600‐491.90‐07 Museum‐ NA0000000 0 0000262502‐6600‐491.90‐29 Fire Service Fund‐ NA0000000 0 0000263502‐6600‐491.90‐35 Vehicle Replacement‐ NA0000000 0 0000264502‐6600‐491.92‐31 Urban Renewal Authority‐ NA0000000 0 0000265Total Other Funds1,998,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,998,043266Change in Working Capita97,552 O&M W/O Depr or PP 29,740 20,548 12,014 5,179 13,610 7,904 3,453 1,337 3,228 5400 97,552267Capital Paid from Current 268502‐7001‐580.32‐22 Building Remodeling‐ NA0000000 0 0000269502‐7001‐580.33‐30 Station Equipment‐ NA0000000 0 0000270502‐7001‐580.33‐31 Furniture/Fixtures‐ NA0000000 0 0000271502‐7001‐580.33‐32 Office Equipment‐ NA0000000 0 0000272502‐7001‐580.33‐33 Data Processing Equipment‐ NA0000000 0 0000273502‐7001‐580.33‐34 Meters106,537 Metering ‐ Plant0000000 0 106,53700 106,537274502‐7001‐580.33‐35 Transformers159,806 Transformers ‐ Plant000 95,88400 63,922 0 000 159,806275502‐7001‐580.33‐36 Communication Equipment152,458 Labor46,390 33,250 18,3557,938 22,016 12,057 5,292 2,057 5,10400 152,458276502‐7001‐580.33‐37 Laboratory Equipment‐ NA0000000 0 0000277502‐7001‐580.33‐38 Shop Equipment‐ NA0000000 0 0000Prepared by NewGen Strategies and Solutions Page 6 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total278502‐7001‐580.33‐39 Stores Equipment‐ NA0000000 0 0000279502‐7001‐580.33‐41 Tools26,634 Total Plant9,092 3,6414,3511,780 2,427 2,900 1,187 495 76200 26,634280502‐7001‐580.33‐98 Other Equipment172,591 Total Plant58,914 23,591 28,192 11,538 15,728 18,795 7,692 3,206 4,93600 172,591281502‐7001‐580.34‐42 Trucks333,502 Labor101,477 72,734 40,152 17,364 48,159 26,374 11,576 4,499 11,16500 333,502282502‐7001‐580.34‐98 Other Machinery/Equipment‐ NA0000000 0 0000283502‐7001‐580.35‐55 Street Lights21,307 Total Plant7,273 2,9133,4811,424 1,942 2,320950 396 60900 21,307284502‐7001‐580.35‐56 Poles/Towers/Fixtures‐ NA0000000 0 0000285502‐7001‐580.35‐57 Power Line Construction312,732 Overhead0 187,63900 125,09300 0 000 312,732286502‐7001‐580.35‐58 Inactive Underground‐ NA0000000 0 0000287502‐7001‐580.35‐59 Customer Service Lines‐ NA0000000 0 0000288502‐7001‐580.35‐62 UT System Master Plan‐ NA0000000 0 0000289502‐7001‐580.35‐66 Fiber Optic Install‐ NA0000000 0 0000290502‐7001‐580.37‐01 Software Development85,230 Total Plant29,093 11,650 13,9225,698 7,767 9,281 3,798 1,583 2,43700 85,230291Total Capital 1,370,798 252,239 335,418 108,453 141,626 223,131 71,727 94,417 12,236 131,55100 1,370,798292Subtotal Revenue Requirement 10,395,839 2,416,070 1,771,822 997,608 522,821 1,174,913 657,542 348,547 111,416 361,420 2,033,6800 10,395,839293Less Other Income294Additional Heater‐ NA0000000 0 0000295Customer Contribution319,612 RevReq 74,295 54,467 30,677 16,077 36,118 20,220 10,718 3,426 11,079 62,5360 319,612296Investment Income35,974 RevReq8,362 6,1313,4531,810 4,065 2,276 1,206 386 1,247 7,0390 35,974297Info Technology Services‐ NA0000000 0 0000298Pole Rental9,000 RevReq2,092 1,534864453 1,017569302 96 312 1,7610 9,000299Vehicle Work Orders‐ NA0000000 0 0000300Field Work Orders‐ NA0000000 0 0000301Development Fees‐ NA0000000 0 0000302Meter Reading‐ NA0000000 0 0000303Buildings‐ NA0000000 0 0000304Other‐ NA0000000 0 0000305Fiberoptic Lease‐ NA0000000 0 0000306Special Initial Reads‐ NA0000000 0 0000307Outdoor Area Lights9,552 RevReq2,220 1,628917480 1,079604320 102 331 1,8690 9,552308Surge Arrestor895 Overhead 0 537 0 0 358 0 0 0 0 0 0 895309Write Off‐ NA0000000 0 0000310Electric Metering1,135 Metering ‐ Plant0000000 0 1,13500 1,135311Total Miscellaneous Revenue376,16886,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,2050 376,168312Total Other Income376,168 86,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,2050 376,168313Forecasted Under‐Recovery (per Financial Plan)535,391 RevReq124,453 91,240 51,387 26,931 60,502 33,870 17,954 5,739 18,558 104,756 0 535,391314Total O&M Expense without Depr or PP6,338,146 1,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146315Debt Service591,300 201,841 80,825 96,587 39,528 53,883 64,391 26,352 10,984 16,909 00 591,300316Total Other Funds1,998,043 0 0 0 0 0 0 0 0 0 1,998,043 0 1,998,043317Change in Working Capital97,552 29,740 20,548 12,014 5,179 13,610 7,904 3,453 1,337 3,228 540 0 97,552318Capital Paid from Current Earnings1,370,798 252,239 335,418 108,453 141,626 223,131 71,727 94,417 12,236 131,55100 1,370,798319Less Other Income376,168 86,970 64,297 35,910 18,820 42,638 23,669 12,546 4,011 14,104 73,2050 376,168320Less Planned Under‐Recovery (per Financial Plan)535,391 124,453 91,240 51,387 26,931 60,502 33,870 17,954 5,739 18,558 104,7560 535,391321Total Revenue Requireme9,484,2802,204,647 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,7190 9,484,280322ALLOCATION FACTORS323Direct Assignment Allocators32400000000101Prepared by NewGen Strategies and Solutions Page 7 of 8DRAFT
Estes Park Power and CommunicationsSchedule 4Classification of Distribution CostsAB CDEFGHIJKLMNOPLineTest YearDemand RelatedCustomer RelatedDirect AssignmentNo.Account2022Allocation Factor Substations Overhead‐D Underground‐D Transformers‐D Overhead‐C Underground‐C Transformers‐C Services Metering Outdoor Ltg Street Ltg Total325Outdoor LightingOutdoor Ltg0% 0%0%0% 0%0%0% 0% 0% 100% 0% 100%3261,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146327Total O&MTotal O&M30% 21%12%5% 14%8%4% 1% 3% 1% 0% 100%3281,932,250 1,335,031 780,555 336,488 884,289 513,520 224,325 86,860 209,732 35,0970 6,338,146329O&M W/O Depr or PPO&M W/O Depr or PP30% 21%12%5% 14%8%4% 1% 3% 1% 0% 100%330Total Distribution Excluding Labor994,530 712,833 393,515 170,177 471,986 258,476 113,451 44,092 109,42700 3,268,487331LaborLabor30% 22%12%5% 14%8%3% 1% 3% 0% 0% 100%3324,640,616 2,157,629 3,033,598 890,679 1,438,419 2,022,399 593,786 26,744 281,43915,085,308333Net Plant (without lighting)Net Plant31% 14%20%6% 10%13%4% 0% 2% 0% 0% 100%3348,982,4038,982,403335Substations ‐ PlantSubstations ‐ Plant100% 0%0%0% 0%0%0% 0% 0% 0% 0% 100%3363,596,9062,397,9385,994,844337OverheadOverhead0% 60%0%0% 40%0%0% 0% 0% 0% 0% 100%3384,298,3452,865,5637,163,908339UndergroundUnderground0% 0%60%0% 0%40%0% 0% 0% 0% 0% 100%3401,759,0861,172,7242,931,810341Transformers ‐ PlantTransformers ‐ Plant0% 0%0%60% 0%0%40% 0% 0% 0% 0% 100%342488,822488,822343ServicesServices0% 0%0%0% 0%0%0% 100% 0% 0% 0% 100%344752,509752,509345Metering ‐ PlantMetering ‐ Plant0% 0%0%0% 0%0%0% 0% 100% 0% 0% 100%34611347Direct Assign General Fund TransferDA‐GFT0% 0%0%0% 0%0%0% 0% 0% 100% 0% 100%3488,982,403 3,596,906 4,298,345 1,759,086 2,397,938 2,865,563 1,172,724 488,822 752,50910 26,314,2973490000000 0 0(1) 0(1)3508,982,403 3,596,906 4,298,345 1,759,086 2,397,938 2,865,563 1,172,724 488,822 752,50900 26,314,296351Total Plant (without lighting)Total Plant34% 14%16%7% 9%11%4% 2% 3% 0% 0% 100%3523,596,906 4,298,3457,895,251353Overhead/UndergroundOverhead/Underground0% 46%54%0% 0%0%0% 0% 0% 0% 0% 100%3542,204,647 1,616,286 910,311 477,070 1,071,774 600,002 318,047 101,667 328,758 1,855,7190 9,484,280355Revenue RequirementRevReq23% 17%10%5% 11%6%3% 1% 3% 20% 0% 100%35631063373357OH Miles of LineOH Miles Line83% 0%0%0% 17%0%0% 0% 0% 0% 0% 100%35815829188359UG Miles of LineUG Miles Line84% 0%0%0% 16%0%0% 0% 0% 0% 0% 100%360468000 9200 0 000 561361Total Miles of LineAll Miles Line84% 0%0%0% 16%0%0% 0% 0% 0% 0% 100%362000000000000363Not ApplicableNA0% 0%0%0% 0%0%0% 0% 0% 0% 0% 0%Prepared by NewGen Strategies and Solutions Page 8 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total1Operation and Maintenance Expense2Purchased Power3502‐6100‐520.28‐08Purchased Power Supply‐ NA0 04502‐6100‐520.28‐18Wind Power‐ NA 0 05502‐6100‐520.28‐19Wheeling Chgs‐FR Hydro‐ NA0 06Total Purchased Power‐ ‐ ‐ 7TOTAL PURCHASED POWER‐ ‐ ‐ 8Distribution9502‐6301‐540.11‐01Supervisors‐ NA0 010502‐6301‐540.11‐02Regular Staff‐ NA0 011502‐6301‐540.11‐03Seasonal Staff‐ NA0 012502‐6301‐540.11‐04Staff Overtime‐ NA0 013502‐6301‐540.11‐05Seasonal Overtime‐ NA0 014Total Personal Services/Salaries‐ ‐ ‐ 15502‐6301‐540.13‐01Cell Phone‐ NA0 016502‐6301‐540.13‐03Vehicle Allowance‐ NA0 017Total Additional Compensation‐ ‐ ‐ 18502‐6301‐540.14‐11Medical Insurance‐ NA0 019502‐6301‐540.14‐12Life Insurance‐ NA0 020502‐6301‐540.14‐14Employee Assistance Prog‐ NA0 021502‐6301‐540.14‐15Dental Insurance‐ NA 0 022502‐6301‐540.14‐16Vision Insurance‐ NA0 023502‐6301‐540.14‐17MASA‐ NA0 024502‐6301‐540.14‐18Telephone Doc‐ NA0 025502‐6301‐540.14‐21Taxes/FICA‐Medicare‐ NA0 026502‐6301‐540.14‐31Retirement/ICMA 401(A)‐ NA0 027502‐6301‐540.14‐32Retirement/PERA‐ NA0 028502‐6301‐540.14‐41Workers' Compensation‐ NA0 029502‐6301‐540.14‐90Pension Benefit Expense‐ NA0 030502‐6301‐540.14‐99Salary Capital Contra Act‐ NA0 031Total Employer Benefits‐ ‐ ‐ 32502‐6301‐540.21‐01Property‐ NA0 033502‐6301‐540.21‐02Liability‐ NA0 034502‐6301‐540.21‐50Unemployment‐ NA0 035Total Insurance Premiums‐ ‐ ‐ 36502‐6301‐540.22‐02Engineering‐ NA0 037502‐6301‐540.22‐13Contract/Skilled Services‐ NA0 038502‐6301‐540.22‐14Lab Testing‐ NA0 039502‐6301‐540.22‐24GIS‐ NA0 040502‐6301‐540.22‐26Insurance Calims‐ NA0 041502‐6301‐540.22‐30Land Use Fees‐ NA0 042502‐6301‐540.22‐98Other‐ NA0 0Prepared by NewGen Strategies and Solutions Page 1 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total43Total Prof. Services/Fees‐ ‐ ‐ 44502‐6301‐540.24‐02Real Property‐ NA0 045Total Rentals‐ ‐ ‐ 46502‐6301‐540.25‐01Maintenance Contracts‐ NA0 047502‐6301‐540.25‐02Buildings‐ NA0 048502‐6301‐540.25‐05Machinery/Tools‐ NA0 049502‐6301‐540.25‐06Meters‐ NA0 050502‐6301‐540.25‐07Transformer‐ NA0 051502‐6301‐540.25‐08Laboratory‐ NA0 052502‐6301‐540.25‐30Street Lights‐ NA0 053502‐6301‐540.25‐31Substation‐ NA 0 054502‐6301‐540.25‐32Power Line Maintenance‐ NA0 055502‐6301‐540.25‐33Inactive Underground Main‐ NA0 056502‐6301‐540.25‐34Customer Service Lines‐ NA0 057502‐6301‐540.25‐98Other Equipment/Machinery‐ NA0 058Total Repair and Maintenance‐ ‐ ‐ 59502‐6301‐540.26‐01Office Supplies‐ NA0 060502‐6301‐540.26‐04Freight/Shipping‐ NA0 061502‐6301‐540.26‐05Janitorial‐ NA0 062502‐6301‐540.26‐06Small Tools‐ NA 0 063502‐6301‐540.26‐07Small Hardware‐ NA0 064502‐6301‐540.26‐19Traffic Control‐ NA0 065502‐6301‐540.26‐20Electrical‐ NA0 066502‐6301‐540.26‐33Data Processing Equipment‐ NA0 067502‐6301‐540.26‐34Meters‐ NA0 068502‐6301‐540.26‐48Shop Equipment‐ NA0 069502‐6301‐540.26‐55Street Lights‐ NA0 070502‐6301‐540.26‐57Overhead Lines‐ NA0 071Total Materials and Supplies‐ ‐ ‐ 72502‐6301‐540.27‐01Personal Safety Equipment‐ NA0 073502‐6301‐540.27‐03Vehicle Allowance‐ NA0 074502‐6301‐540.27‐04Education/Training‐ NA0 075502‐6301‐540.27‐06Employee Recognition‐ NA0 076502‐6301‐540.27‐07Mileage Reimbursement‐ NA0 077502‐6301‐540.27‐21Employee Recruitment‐ NA0 078Total Job Performance Expenses‐ ‐ ‐ 79502‐6301‐540.29‐90Short/Over Inventory Acct‐ NA0 080502‐6301‐540.29‐95Depreciation‐ NA0 081502‐6301‐540.29‐97Accumulated Pant‐ NA0 082Total Other Current Expenses‐ ‐ ‐ 83TOTAL DISTRIBUTION00 0Prepared by NewGen Strategies and Solutions Page 2 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total84Customer ServicesCurrent Expenditures85502‐6401‐550.11‐01Supervisors71,737 Customer 71,737 71,73786502‐6401‐550.11‐02Regular Staff146,163 Customer 146,163 146,16387502‐6401‐550.11‐03Seasonal Staff‐ Customer0 088502‐6401‐550.11‐04Staff Overtime13,850 Customer 13,850 13,85089502‐6401‐550.11‐05Seasonal Overtime80 Customer80 8090Total Personal Service/Salaries231,830 231,830 231,830 91502‐6401‐550.13‐01Cell Phone419 Customer419 41992502‐6401‐550.13‐03Vehicle Allowance‐ Customer0 093Total Additional Compensation419 419 419 94502‐6401‐550.14‐11Medical Insurance55,635 Customer 55,635 55,63595502‐6401‐550.14‐12Life Insurance908 Customer908 90896502‐6401‐550.14‐14Employee Assistance Prog230 Customer230 23097502‐6401‐550.14‐15Dental Insurance3,987 Customer3,987 3,98798502‐6401‐550.14‐16Vision Insurance1,027 Customer1,027 1,02799502‐6401‐550.14‐17MASA416 Customer416 416100502‐6401‐550.14‐18Telephone Doc202 Customer202 202101502‐6401‐550.14‐21Taxes/FICA‐Medicare18,870 Customer 18,870 18,870102502‐6401‐550.14‐31Retirement/ICMA 401(A)‐ Customer0 0103502‐6401‐550.14‐32Retirement/PERA31,762 Customer 31,762 31,762104502‐6401‐550.14‐41Workers' Compensation763 Customer763 763105502‐6401‐550.14‐90Pension Benefit Expense‐ Customer0 0106502‐6401‐550.14‐99Salary Capital Contra Act‐ Customer0 0107Total Employer Benefits113,799 113,799 113,799 108502‐6401‐550.21‐02Liability1,681 Customer 1,681 1,681109502‐6401‐550.21‐50Unemployment‐ Customer0 0110Total Insurance Premiums1,681 1,681 1,681 111502‐6401‐550.22‐09Info Technology Services‐ Customer0 0112502‐6401‐550.22‐10Bank Fees533 Customer533 533113502‐6401‐550.22‐13Contract/Skilled Services‐ Customer0 0114502‐6401‐550.22‐26Insurance Claims‐ Customer0 0115502‐6401‐550.22‐98Other1,233 Customer1,233 1,233116Total Prof. Services/Fees1,765 1,765 1,765 117502‐6401‐550.23‐01Publication Fees‐ Customer0 0118Total Publishing‐ ‐ ‐ 119502‐6401‐550.24‐01Equipment1,278 Customer1,278 1,278120502‐6401‐550.24‐03Lease4,800 Customer4,800 4,800121Total Rentals6,078 6,078 6,078 122502‐6401‐550.25‐01Maintenance Contracts8,789 Customer8,789 8,789123502‐6401‐550.25‐03Furniture/Fixtures‐ Customer0 0Prepared by NewGen Strategies and Solutions Page 3 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total124502‐6401‐550.25‐98Other Equipment/Machinery533 Customer 533 533125Total Repair and Maintenance9,322 9,322 9,322 126502‐6401‐550.26‐01Office Supplies3,729 Customer3,729 3,729127502‐6401‐550.26‐02Postage42,517 Customer 42,517 42,517128502‐6401‐550.26‐03Printing Forms27,840 Customer 27,840 27,840129502‐6401‐550.26‐04Freight/Shipping799 Customer799 799130502‐6401‐550.26‐17Catering/Spec Circumstanc799 Customer799 799131502‐6401‐550.26‐23Furniture/Fixtures2,131 Customer 2,131 2,131132502‐6401‐550.26‐32Data Processing Software3,018 Customer3,018 3,018133502‐6401‐550.26‐33Data Processing Equipment2,131 Customer 2,131 2,131134502‐6401‐550.26‐42Office Equipment799 Customer799 799135502‐6401‐550.26‐46Communication Equipment‐ Customer0 0136Total Materials and Supplies83,763 83,763 83,763 137502‐6401‐550.27‐04Education/Training13,317 Customer 13,317 13,317138502‐6401‐550.27‐05Member Dues/Subscriptions533 Customer533 533139502‐6401‐550.27‐06Employee Recognition266 Customer266 266140502‐6401‐550.27‐07Mileage Reimbursement160 Customer 160 160141502‐6401‐550.27‐21Employee Recruitment‐ Customer0 0142Total Job Performance Expenses14,276 14,276 14,276 143502‐6401‐550.29‐07Uncollectible Accounts15,981 Customer 15,981 15,981144502‐6401‐550.29‐25Promotion‐ Customer 0 0145502‐6401‐550.29‐31Uncollected Taxes‐ Customer0 0146Total Other Current Expenses15,981 15,981 15,981 147Total Current Expenditures478,914 478,914 478,914 Administration/General148502‐6501‐560.11‐01Supervisors18,184 Customer 18,184 18,184149502‐6501‐560.11‐02Regular Staff45,366 Customer 45,366 45,366150502‐6501‐560.11‐03Seasonal Staff‐ Customer0 0151502‐6501‐560.11‐04Staff Overtime2,813 Customer2,813 2,813152Total Personal Service/Salaries66,363 66,363 66,363 153502‐6501‐560.13‐01Cell Phone308 Customer308 308154502‐6501‐560.13‐03Vehicle Allowance‐ Customer0 0155Total Additional Compensation308 308 308 156502‐6501‐560.14‐11Medical Insurance8,642 Customer8,642 8,642157502‐6501‐560.14‐12Life Insurance192 Customer192 192158502‐6501‐560.14‐14Employee Assistance Prog49 Customer49 49159502‐6501‐560.14‐15Dental Insurance807 Customer807 807160502‐6501‐560.14‐16Vision Insurance226 Customer 226 226161502‐6501‐560.14‐17MASA88 Customer88 88162502‐6501‐560.14‐18Telephone Doc43 Customer 43 43163502‐6501‐560.14‐21Taxes/FICA‐Medicare5,402 Customer5,402 5,402Prepared by NewGen Strategies and Solutions Page 4 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total164502‐6501‐560.14‐31Retirement/ICMA 401(A)651 Customer651 651165502‐6501‐560.14‐32Retirement/PERA8,297 Customer8,297 8,297166502‐6501‐560.14‐35Retirement/ F.P.P.A‐ Customer0 0167502‐6501‐560.14‐41Workers' Compensation346 Customer346 346168502‐6501‐560.14‐90Pension Benefit Expense‐ Customer0 0169502‐6501‐560.14‐99Salary Capital Contra Act‐ Customer0 0170Total Employer Benefits24,742 24,742 24,742 171502‐6501‐560.21‐01Property‐ Customer0 0172502‐6501‐560.21‐02Liability‐ Customer0 0173Total Insurance Premiums‐ ‐ ‐ 174502‐6501‐560.22‐01Auditing904 Customer904 904175502‐6501‐560.22‐02Engineering‐ Customer0 0176502‐6501‐560.22‐06Medical239 Customer239 239177502‐6501‐560.22‐07Recording Fees‐ Customer0 0178502‐6501‐560.22‐08Legal‐ Customer0 0179502‐6501‐560.22‐09Info Technology Services13,729 Customer 13,729 13,729180502‐6501‐560.22‐10Bank Fees292 Customer292 292181502‐6501‐560.22‐24GIS‐ Customer0 0182502‐6501‐560.22‐33Data Processing‐ Customer0 0183502‐6501‐560.22‐89Utility Financial Studies‐ Customer0 0184502‐6501‐560.22‐98Other‐ Customer0 0185Total Prof. Services/Fees15,164 15,164 15,164 186502‐6501‐560.23‐01Publication Fees788 Customer788 788187Total Publishing788 788 788 188502‐6501‐560.24‐01Equipment‐ Customer0 0189502‐6501‐560.24‐02Real Property‐ Customer0 0190502‐6501‐560.24‐03Lease‐ Customer0 0191Total Rentals‐ ‐ ‐ 192502‐6501‐560.25‐01Maintenance Contracts‐ Customer0 0193502‐6501‐560.25‐02Buildings‐ Customer0 0194502‐6501‐560.25‐03Furniture/Fixtures‐ Customer0 0195502‐6501‐560.25‐04Vehcile Equipment5,626 Customer5,626 5,626196502‐6501‐560.25‐05Machinery/Tools‐ Customer0 0197502‐6501‐560.25‐09Vehicle Repairs‐Fleet Shp14,627 Customer 14,627 14,627198502‐6501‐560.25‐44Future Vehicle Purchase‐ Customer0 0199502‐6501‐560.25‐98Other Equipment/Machinery‐ Customer0 0200Total Repair and Maintenance20,252 20,252 20,252 201502‐6501‐560.26‐01Office Supplies2,250 Customer2,250 2,250202502‐6501‐560.26‐02Postage900 Customer900 900203502‐6501‐560.26‐03Printing Forms113 Customer113 113204502‐6501‐560.26‐06Small Tools56 Customer 56 56205502‐6501‐560.26‐13Medical281 Customer281 281Prepared by NewGen Strategies and Solutions Page 5 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total206502‐6501‐560.26‐14Laboratory‐ Customer0 0207502‐6501‐560.26‐15Exhibit/Display138,499 Customer 138,499 138,499208502‐6501‐560.26‐17Catering/Spec Circumstanc450 Customer450 450209502‐6501‐560.26‐23Furniture/Fixtures563 Customer563 563210502‐6501‐560.26‐25Energy Efficiency11,251 Customer 11,251 11,251211502‐6501‐560.26‐32Data Processing Software2,250 Customer2,250 2,250212502‐6501‐560.26‐33Data Processing Equipment1,125 Customer 1,125 1,125213502‐6501‐560.26‐39Fuel & Oil5,626 Customer5,626 5,626214502‐6501‐560.26‐42Office Equipment338 Customer338 338215502‐6501‐560.26‐43Heavy Equipment225 Customer225 225216502‐6501‐560.26‐46Communication Equipment2,250 Customer2,250 2,250217Total Materials and Supplies166,177 166,177 166,177 218502‐6501‐560.27‐02Uniform Allowance225 Customer225 225219502‐6501‐560.27‐03Vehicle Allowance‐ Customer0 0220502‐6501‐560.27‐04Education/Training1,350 Customer1,350 1,350221502‐6501‐560.27‐05Member Dues/Subscriptions1,463 Customer1,463 1,463222502‐6501‐560.27‐06Employee Recognition394 Customer394 394223502‐6501‐560.27‐07Mileage Reimbursement56 Customer 56 56224502‐6501‐560.27‐10Meal Reimbursement‐Emerg.225 Customer225 225225502‐6501‐560.27‐21Employee Recruitment‐ Customer0 0226Total Job Performance Expenses3,713 3,713 3,713 227502‐6501‐560.28‐01Telephone900 Customer900 900228502‐6501‐560.28‐02Natural Gas1,013 Customer1,013 1,013229502‐6501‐560.28‐03Electrical Energy5,963 Customer5,963 5,963230502‐6501‐560.28‐04Water506 Customer506 506231502‐6501‐560.28‐05Sewer169 Customer 169 169232502‐6501‐560.28‐06Trash Disposal1,463 Customer1,463 1,463233Total Utility Expenditures10,014 10,014 10,014 234502‐6501‐560.29‐06Interest on Deposits1,278 Customer1,278 1,278235502‐6501‐560.29‐08Payment In Lieu Of Taxes391 Customer391 391236502‐6501‐560.29‐09PUC Gross Receipt Taxes629 Customer 629 629237502‐6501‐560.29‐10Franchise Fees10,934 Customer 10,934 10,934238502‐6501‐560.91‐28Housing‐ Customer0 0239Total Other Current Expenses13,233 13,233 13,233 240Total Administration/General320,754 320,754 320,754 241TOTAL CUSTOMER SERVICE799,668 799,668 799,668 242Total O&M Expense without Depr. Exp.799,668 799,668 799,668243Total O&M Expense Excluding Purchased Power & D799,668799,668 799,668244Debt Service:245502‐6700‐470.22‐10Bank Fees‐ Customer0 0Prepared by NewGen Strategies and Solutions Page 6 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total246502‐6700‐470.29‐67Amort Exp/Bond Issue Cost‐ Customer 0 0247502‐6700‐470.41‐01Principal on Bonds‐ Customer0 0248502‐6700‐470.41‐02Interest on Bonds‐ Customer0 0249502‐6700‐470.41‐05Principal/Capital Lease‐ Customer0 0250502‐6700‐470.41‐06Interest/Capital Lease‐ Customer0 0251Total Debt Service000252Other Funds253502‐6600‐491.90‐01General‐ Customer 0 0254502‐6600‐491.90‐04Community Reinvestment‐ Customer0 0255502‐6600‐491.90‐06Medical Insurance‐ Customer0 0256502‐6600‐491.90‐07Museum‐ Customer0 0257502‐6600‐491.90‐29Fire Service Fund‐ Customer0 0258502‐6600‐491.90‐35Vehicle Replacement‐ Customer0 0259502‐6600‐491.92‐31Urban Renewal Authority‐ Customer0 0260Total Other Funds000261Change in Working Capital12,308 Customer 12,308 12,308262Capital Paid from Current Earnings263502‐7001‐580.32‐22Building Remodeling‐ Customer0 0264502‐7001‐580.33‐30Station Equipment‐ Customer0 0265502‐7001‐580.33‐31Furniture/Fixtures‐ Customer0 0266502‐7001‐580.33‐32Office Equipment‐ Customer0 0267502‐7001‐580.33‐33Data Processing Equipment‐ Customer0 0268502‐7001‐580.33‐34Meters‐ Customer0 0269502‐7001‐580.33‐35Transformers‐ Customer0 0270502‐7001‐580.33‐36Communication Equipment18,002 Customer 18,002 18,002271502‐7001‐580.33‐37Laboratory Equipment‐ Customer0 0272502‐7001‐580.33‐38Shop Equipment‐ Customer0 0273502‐7001‐580.33‐39Stores Equipment‐ Customer0 0274502‐7001‐580.33‐41Tools‐ Customer0 0275502‐7001‐580.33‐98Other Equipment‐ Customer0 0276502‐7001‐580.34‐42Trucks39,380 Customer 39,380 39,380277502‐7001‐580.34‐98Other Machinery/Equipment‐ Customer0 0278502‐7001‐580.35‐55Street Lights‐ Customer0 0279502‐7001‐580.35‐56Poles/Towers/Fixtures‐ Customer0 0280502‐7001‐580.35‐57Power Line Construction‐ Customer0 0281502‐7001‐580.35‐58Inactive Underground‐ Customer0 0282502‐7001‐580.35‐59Customer Service Lines319,612 Customer 319,612 319,612283502‐7001‐580.35‐62UT System Master Plan‐ Customer 0 0284502‐7001‐580.35‐66Fiber Optic Install‐ Customer0 0285502‐7001‐580.37‐01Software Development‐ Customer0 0286Total Capital 376,994 376,994 376,994287Subtotal Revenue Requirement 1,188,970 1,188,970 1,188,970288Less Other IncomePrepared by NewGen Strategies and Solutions Page 7 of 8DRAFT
Estes Park Power and CommunicationsSchedule 5Classification of Customer CostsAB CDEFLine No.AccountAccount Description Test Year 2022 Allocation Factor Customer Total289Additional Heater656 Customer656 656290Customer Contribution‐ Customer0 0291Investment Income2,580 Customer2,580 2,580292Info Technology Services‐ Customer0 0293Pole Rental‐ Customer0 0294Vehicle Work Orders‐ Customer 0 0295Field Work Orders400,000 Customer 400,000 400,000296Development Fees‐ Customer0 0297Meter Reading40,000 Customer 40,000 40,000298Buildings‐ Customer0 0299Other50,000 Customer 50,000 50,000300Fiberoptic Lease‐ Customer0 0301Special Initial Reads13,000 Customer 13,000 13,000302Outdoor Area Lights‐ Customer0 0303Surge Arrestor‐ Customer0 0304Write Off2,608 Customer 2,608 2,608305Electric Metering‐ Customer 0 0306Total Miscellaneous Revenue508,844508,844 508,844307Total Other Income508,844 508,844 508,844308Forecasted Under‐Recovery (per Financial Plan)‐ Customer00309Total O&M Expense without Depr or PP799,668 799,668 799,668310Debt Service000311Total Other Funds000312Change in Working Capital12,308 12,308 12,308313Capital Paid from Current Earnings376,994 376,994 376,994314Less Other Income508,844 508,844 508,844315Less Planned Under‐Recovery (per Financial Plan)000316Total Revenue Requirement680,126680,126 680,126317ALLOCATION FACTORS318Allocators31911320CustomerCustomer100% 100%32100322Not ApplicableNA0% 0%Prepared by NewGen Strategies and Solutions Page 8 of 8DRAFT
Estes Park Power and CommunicationsSchedule 6Cost of Service by Customer Class B C D E F G H I J K L MLineNo.TotalAllocation FactorResidentialSmall CommercialSmall Commercial Energy Time‐of‐DayLarge CommercialLarge Commercial Time‐of‐DayMunicipal RateRMNP Administrative HousingRMNP Small AdministrativeRMNP Large AdministrativeTotal1Production2Customer509,556 No. Customers W/O RMNP 349,109 100,931 1,226 48,299 433 9,559000 509,5563Energy Summer (En)1,360,770 NEFL @ Trans ‐ PR Summer 522,735 344,569 6,421 445,769 3,401 37,874000 1,360,7704Energy Non‐Summer (En)3,217,708 NEFL @ Trans ‐ PR Winter 1,564,232 703,545 18,188 847,008 1,594 83,141000 3,217,7085Renewable Tariff 7 Adder0NEFL @ Trans00000 000006Renewable Intermittent Adder385,609NEFL @ Trans175,769 88,274 2,073 108,880 421 10,192000 385,6097Demand Summer (D)432,250 Summer PR CP Platte River 210,336 100,864 1,377 108,795 823 10,055000 432,2508Demand Non‐Summer (D)715,416 Winter PR CP Platte River385,877 145,191 3,158 164,320 312 16,557000 715,4169Demand Transmission1,519,087 Transmission with Ratchet 771,107 324,602 7,009 378,229 1,534 36,608000 1,519,08710DA RMNP0NA00000 0000011Subtotal PRPA8,140,3963,979,163 1,807,977 39,451 2,101,301 8,517 203,986000 8,140,39612PILOT, Franchise Fees and Other127,415PRPA Bill62,283 28,299 617 32,890 133 3,193000 127,41513Total Production8,267,811 4,041,446 1,836,276 40,069 2,134,191 8,650 207,179 ‐ ‐ ‐ 8,267,811 14CheckTRUE15Distribution16Demand Related17Substations2,204,647 9 NCP W/ RMNP1,119,763 465,436 10,020 537,634 2,419 53,0222374,537 11,579 2,204,64718Overhead1,616,286 9 NCP W/ RMNP820,928 341,223 7,346 394,154 1,773 38,8721743,326 8,489 1,616,28619Underground910,311 9 NCP W/ RMNP462,356 192,181 4,137 221,992 999 21,893981,873 4,781 910,31120Transformers477,070 Sum of Max Demands W/ RMNP 316,610 86,551 1,403 61,693 353 8,27655800 1,329 477,07021Subtotal ‐ Distribution ‐ Demand Related5,208,3142,719,658 1,085,391 22,907 1,215,471 5,544 122,064564 10,537 26,179 5,208,31422Customer Related23Overhead1,071,774 No. Customers W/ RMNP732,309 211,718 2,571 101,315 907 20,0513631,996544 1,071,77424Underground600,002 No. Customers W/ RMNP409,962 118,524 1,439 56,718 508 11,2252031,117305 600,00225Transformers318,047 No. Customers W/ RMNP217,311 62,827 763 30,065 269 5,950108592162 318,04726Services101,667 No. Customers W/ RMNP69,466 20,083 244 9,611 86 1,9023418952 101,66727Metering328,758 No. Customers W/ RMNP224,630 64,943 789 31,077 278 6,151111612167 328,75828Subtotal ‐ Distribution ‐ Customer Related2,420,2471,653,678 478,094 5,805 228,786 2,049 45,2798204,507 1,229 2,420,24729Direct Assignment30General Fund Transfer1,855,719GFT463,930 922,522 11,201 441,461 3,953 01,5818,697 2,372 1,855,719310NA000000000032Subtotal ‐ Distribution ‐ Direct Assignment1,855,719463,930 922,522 11,201 441,461 3,953 01,5818,697 2,372 1,855,71933Total Distribution9,484,280 4,837,266 2,486,007 39,913 1,885,719 11,546 167,343 2,964 23,742 29,781 9,484,28034CheckTRUE35Customer36Customer680,126 No. Customers W/ RMNP464,708 134,352 1,631 64,292 576 12,7242301,267345 680,12637Total Customer680,126 464,708 134,352 1,631 64,292 576 12,724 230 1,267 345 680,12638CheckTRUE39Total Cost of Service18,432,217 9,343,420 4,456,635 81,613 4,084,202 20,772 387,246 3,195 25,009 30,126 18,432,217 41COS ($/kWh)$0.1622 $0.1540 $0.1201 $0.1144 $0.1506 $0.1159 $0.3461 $0.0929 $0.0430 $0.145842Load Factor17.8% 32.7% 47.4% 56.6% 38.2% 39.5% 25.9%DescriptionAPrepared by NewGen Strategies and Solutions Page 1 of 3DRAFT
Estes Park Power and CommunicationsSchedule 6Cost of Service by Customer Class B C D E F G H I J K L MLineNo.TotalAllocation FactorResidentialSmall CommercialSmall Commercial Energy Time‐of‐DayLarge CommercialLarge Commercial Time‐of‐DayMunicipal RateRMNP Administrative HousingRMNP Small AdministrativeRMNP Large AdministrativeTotalDescriptionA43ALLOCATION FACTORS44Fundamental Allocators ‐ Jurisdictional4514,411 5,867 120 7,275 70 687000 28,43146Demand (1 CP) Estes Park1 CP Estes Park51% 21% 0% 26% 0% 2%0%0%0% 100%4740,757 14,546 322 15,624 22 1,807000 73,07848Demand (3 CP) Estes Park3 CP Estes Park56% 20% 0% 21% 0% 2%0%0%0% 100%4952,072 19,443 429 20,875 29 2,276000 95,12550Demand (4 CP) Estes Park4 CP Estes Park55% 20% 0% 22% 0% 2%0%0%0% 100%5169,868 30,067 651 33,549 70 3,401000 137,60752Demand (6 CP) Estes Park6 CP Estes Park51% 22% 0% 24% 0% 2%0%0%0% 100%53124,605 52,516 1,136 61,054 235 5,915000 245,46054Demand (12 CP) Estes Park12 CP Estes Park51% 21% 0% 25% 0% 2%0%0%0% 100%5513,473 4,871 124 5,585 48 578000 24,67956Demand (1 CP) Platte River1 CP Platte River55% 20% 1% 23% 0% 2%0%0%0% 100%5739,260 13,448 292 13,567 20 1,523000 68,11058Demand (3 CP) Platte River3 CP Platte River58% 20% 0% 20% 0% 2%0%0%0% 100%5951,015 17,088 365 18,889 27 2,101000 89,48560Demand (4 CP) Platte River4 CP Platte River57% 19% 0% 21% 0% 2%0%0%0% 100%6172,367 25,093 571 27,631 40 2,893000 128,59562Demand (6 CP) Platte River6 CP Platte River56% 20% 0% 21% 0% 2%0%0%0% 100%63117,780 47,663 911 53,117 196 5,212000 224,88064Demand (12 CP) Platte River12 CP Platte River52% 21% 0% 24% 0% 2%0%0%0% 100%6532,409 15,542 212 16,763 127 1,549000 66,60266Summer PR CP Platte RiverSummer PR CP Platte River49% 23% 0% 25% 0% 2%0%0%0% 100%6785,371 32,122 699 36,354 69 3,663000 158,27868Winter PR CP Platte RiverWinter PR CP Platte River54% 20% 0% 23% 0% 2%0%0%0% 100%69Tranmission Cost Before Ratchet12 CP Estes Park743,892 313,522 6,782 364,491 1,401 35,311 ‐ ‐ ‐ 1,465,39870Additional Trasnmission Cost associated with Ratchet1 CP Estes Park27,214 11,080 227 13,738 133 1,297 ‐ ‐ ‐ 53,68971Total Transmission Cost771,107 324,602 7,009 378,229 1,534 36,608 ‐ ‐ ‐ 1,519,08772TransmissionTransmission with Ratchet51% 21% 0% 25% 0% 2%0%0%0% 100%7316,813 6,953 185 8,376 96 885772181 33,56774Demand (1 NCP) with RMNP1 NCP W/ RMNP50% 21% 1% 25% 0% 3%0%0%1% 100%7562,013 25,816 605 30,250 219 3,10320262686 122,97476Demand (4 NCP) with RMNP4 NCP W/ RMNP50% 21% 0% 25% 0% 3%0%0%1% 100%7790,389 37,253 844 43,447 250 4,36826370979 177,92678Demand (6 NCP) with RMNP6 NCP W/ RMNP51% 21% 0% 24% 0% 2%0%0%1% 100%79129,362 53,770 1,158 62,111 279 6,12527524 1,338 254,69580Demand (9 NCP) with RMNP9 NCP W/ RMNP51% 21% 0% 24% 0% 2%0%0%1% 100%81159,885 68,692 1,369 78,348 305 7,66327635 1,558 318,48282Demand (12NCP) with RMNP12 NCP W/ RMNP50% 22% 0% 25% 0% 2%0%0%0% 100%83443,504 121,240 1,965 86,418 494 11,594771,121 1,862 668,27484Sum of Max Demands with RMNPSum of Max Demands W/ RMNP66% 18% 0% 13% 0% 2%0%0%0% 100%8557,610,664 28,933,187 679,330 35,687,102 137,894 3,340,617000 126,388,79586kWh Sold @ MeterkWh @ Meter46% 23% 1% 28% 0% 3%0%0%0% 100%Prepared by NewGen Strategies and Solutions Page 2 of 3DRAFT
Estes Park Power and CommunicationsSchedule 6Cost of Service by Customer Class B C D E F G H I J K L MLineNo.TotalAllocation FactorResidentialSmall CommercialSmall Commercial Energy Time‐of‐DayLarge CommercialLarge Commercial Time‐of‐DayMunicipal RateRMNP Administrative HousingRMNP Small AdministrativeRMNP Large AdministrativeTotalDescriptionA8760,351,830 30,309,853 711,653 37,385,125 144,455 3,499,567000 132,402,48388NEFL (Transmission Service)NEFL @ Trans46% 23% 1% 28% 0% 3%0%0%0% 100%8915,116,679 9,964,416 185,685 12,890,958 98,349 1,095,265000 39,351,35290NEFL (Transmission Service) PR SummerNEFL @ Trans ‐ PR Summer38% 25% 0% 33% 0% 3%0%0%0% 100%9145,235,151 20,345,438 525,968 24,494,167 46,106 2,404,301000 93,051,13192NEFL (Transmission Service) PR WinterNEFL @ Trans ‐ PR Winter49% 22% 1% 26% 0% 3%0%0%0% 100%93number of customer months97,828 28,283 343 1,353 12 8934826773 129,10194Weighting1.0 1.0 1.0 10.0 10.0 3.01.01.01.095Weighted Customer Months97,828 28,283 343 13,535 121 2,6794826773 143,17796Weighted Number of Customer Months (Meter Based) with RMNPNo. Customers W/ RMNP 68% 20% 0% 9% 0% 2% 0% 0% 0% 100%9797,828 28,283 343 13,535 121 2,679000 142,78998Weighted Number of Customer Months (Meter Based) without RMNPNo. Customers W/O RMNP 69% 20% 0% 9% 0% 2% 0% 0% 0% 100%99000000 0 0 0 1100General Fund TransferGFT 25% 50% 1% 24% 0% 0% 0% 0% 0% 100%10100000 09,232 269,060 700,510 978,802102Rocky Mountain National Park Direct AssignmentRMNP DA0% 0% 0% 0% 0% 0%1%27%72% 100%103000001 0 0 0 1104MuncipalMunicipal 0% 0% 0% 0% 0% 100% 0% 0% 0% 100%1053,979,163 1,807,977 39,451 2,101,301 8,517 203,986000 8,140,396106PRPA BillPRPA Bill 49% 22% 0% 26% 0% 3% 0% 0% 0% 100%107000000 0 1 0 1108Not ApplicableNA 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%Prepared by NewGen Strategies and Solutions Page 3 of 3DRAFT
Estes Park Power and CommunicationsSchedule 7Revenue Summary by Customer ClassABCDEFGHIJKLM2019 Rates COSTY 2022 TY 2022 Modified TY 2022Proposed TY 2022Line No. Class TY 2022 Units Revenue ($) Difference ($) Difference (%) Target Increase Target Increase Actual Increase Difference ($) Difference (%) Revenue ($) Difference ($) Difference (%)1 Residential7,501,239$ 8,114,870$ 613,632$ 8.18% 613,632$ 525,939$ 525,939$ 0$ 0.00% 8,027,177$ 525,939$ 7.01%2 Residential Demand568,569 460,850 (107,719) (18.95%) (107,719) 000 0.00% 568,569 0 0.00%3 Residential Energy Time-of-Day630,458 719,554 89,096 14.13% 89,096 76,364 76,364 (0) 0.00% 706,822 76,364 12.11%4 Residential Energy Basic Time-of-Day 49,164 48,145 (1,019) (2.07%) (1,019) 000 0.00%49,164 0 0.00%5 Small Commercial4,347,393 4,456,635 109,242 2.51% 109,242 93,630 93,6300 0.00% 4,441,023 93,630 2.15%6 Small Commercial Energy Time-of-Day 85,069 81,613 (3,456) (4.06%) (3,456) 0(0) (0) 0.00%85,069 (0) (0.00%)7 Large Commercial3,695,196 4,084,202 389,006 10.53% 389,006 333,414 333,414 (0) 0.00% 4,028,609 333,414 9.02%8 Large Commercial Time-of-Day18,327 20,772 2,445 13.34% 2,445 2,096 2,0960 0.00%20,423 2,096 11.44%9 Municipal442,979 387,246 (55,733) (12.58%) (55,733) 0(0) (0) 0.00% 442,979 (0) (0.00%)10 RMNP Administrative Housing1,738 3,195 1,457 83.87% 1,457 000 0.00%1,738 0 0.00%11 RMNP Small Administrative21,154 25,009 3,855 18.22% 3,855 000 0.00%21,154 0 0.00%12 RMNP Large Administrative39,490 30,126 (9,364) (23.71%) (9,364) 000 0.00%39,490 0 0.00%13 Total17,400,775$ 18,432,217$ 1,031,442$ 5.93% 1,031,442$ 1,031,442$ 1,031,442$ 0$ 0.00% 18,432,217$ 1,031,442$ 5.93%Increase over 2019 RatesActual Increase versus TargetIncrease from 2019 to 2022Prepared by NewGen Strategies and Solutions Page 1 of 1DRAFT
Estes Park Power and CommunicationsSchedule 8Proposed Rate SchedulesABCDEFGHRate 2022 2019 2020 2021 2022Line No. Class Component Units COS Rate Rate Rate Rate1Residential2Customer Charge$/Bill 25.06 22.70 23.47 24.23 25.003Energy Charge$/kWh 0.1188 0.1095 0.1119 0.1144 0.11684Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.002856Average Rate$/kWh 0.1695 0.1565 0.1602 0.1639 0.167678Residential Demand9Customer Charge$/Bill 27.46 26.10 26.90 27.70 28.5010Energy Charge Summer$/kWh 0.1126 0.1095 0.1119 0.1144 0.116811Energy Charge Winter$/kWh 0.0365 0.0654 0.0645 0.0636 0.062712Demand Charge$/kW 12.53 13.60 13.60 13.60 13.6013Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00281415Average Rate$/kWh 0.1105 0.1355 0.1358 0.1360 0.13631617Residential Energy Time‐of‐Day18Customer Charge$/Bill 27.76 26.10 26.90 27.70 28.5019Energy Charge On-Peak$/kWh 0.1689 0.1520 0.1566 0.1612 0.165820Energy Charge Off-Peak$/kWh 0.0928 0.0760 0.0806 0.0852 0.089821Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00282223Average Rate$/kWh 0.1384 0.1209 0.1259 0.1309 0.135924ProposedPrepared by NewGen Strategies and Solutions Page 1 of 3DRAFT
Estes Park Power and CommunicationsSchedule 8Proposed Rate SchedulesABCDEFGHRate 2022 2019 2020 2021 2022Line No. Class Component Units COS Rate Rate Rate RateProposed25Residential Energy Basic Time‐of‐Day26Customer Charge$/Bill 28.08 26.10 26.90 27.70 28.5027Energy Charge Summer$/kWh 0.1166 0.1095 0.1119 0.1144 0.116828Energy Charge On-Peak$/kWh 0.1689 0.1345 0.1470 0.1595 0.171929Energy Charge Off-Peak$/kWh 0.0928 0.1077 0.1038 0.0998 0.095930Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00283132Average Rate$/kWh 0.1365 0.1389 0.1391 0.1392 0.13943334Small Commercial35Customer Charge$/Bill 25.22 33.37 33.25 33.12 33.0036Energy Charge$/kWh 0.1266 0.1140 0.1154 0.1169 0.118337Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00283839Average Rate$/kWh 0.1540 0.1504 0.1515 0.1525 0.15354041Small Commercial Energy Time‐of‐Day42Customer Charge$/Bill 25.22 36.77 36.51 36.26 36.0043Energy Charge On-Peak$/kWh 0.1353 0.1615 0.1526 0.1438 0.134944Energy Charge Off-Peak$/kWh 0.0876 0.0708 0.0763 0.0818 0.087245Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00284647Average Rate$/kWh 0.1201 0.1248 0.1249 0.1251 0.125248Prepared by NewGen Strategies and Solutions Page 2 of 3DRAFT
Estes Park Power and CommunicationsSchedule 8Proposed Rate SchedulesABCDEFGHRate 2022 2019 2020 2021 2022Line No. Class Component Units COS Rate Rate Rate RateProposed49Large Commercial50Customer Charge$/Bill 252.23 45.23 45.49 45.74 46.0051Energy Charge$/kWh 0.0547 0.0625 0.0633 0.0640 0.064852Demand Charge$/kW 19.55 14.80 15.87 16.93 18.0053Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00285455Average Rate$/kWh 0.1144 0.1036 0.1067 0.1098 0.11295657Large Commercial Time‐of‐Day58Customer Charge$/Bill 252.23 53.18 53.79 54.39 55.0059Energy Charge On-Peak$/kWh 0.0774 0.0820 0.0848 0.0876 0.090460Energy Charge Off-Peak$/kWh 0.0365 0.0445 0.0461 0.0478 0.049561Demand Charge$/kW 19.49 17.45 18.30 19.15 20.0062Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00286364Average Rate$/kWh 0.1506 0.1331 0.1381 0.1431 0.14816566Municipal67Customer Charge$/Bill 75.67 0.00 9.00 18.00 27.0068Energy Charge$/kWh 0.0929 0.1171 0.1149 0.1128 0.110669Wholesale Power Cost Adjustment Charge$/kWh 0.0028 0.0035 0.0000 0.0014 0.00287071Average Rate$/kWh 0.1159 0.1327 0.1327 0.1326 0.1326Prepared by NewGen Strategies and Solutions Page 3 of 3DRAFT
TOWN OF ESTES PARK, COLORADO
PROPOSED Electric Rate Summary 2020-2022, Public Meeting 4/14/2020
On-Peak Off-Peak Standard
Customer Energy Energy Demand Rate for
Customer Rate Class Year (2)Charge Consumption Consumption Charge May thru
$/Month Charge Charge $/kW August
$/kWh $/kWh $/kWh
RESIDENTIAL (1)2020 $22.70 $0.1095 $0.00349 ---------
June 2020 $23.47 $0.1119 $0.00000 ---------
2021 $24.23 $0.1144 TBD ---------
2022 $25.00 $0.1168 TBD ---------
RESIDENTIAL DEMAND (1)2020 $26.10 $0.0654 $0.00349 ---$13.60 ---
June 2020 $26.90 $0.0645 $0.00000 ---$13.60 ---
2021 $27.70 $0.0636 TBD ---$13.60 ---
2022 $28.50 $0.0627 TBD ---$13.60 ---
RESIDENTIAL ENERGY TIME-OF-DAY (1)2020 $26.10 $0.1520 $0.00349 $0.0760 ------
June 2020 $26.90 $0.1566 $0.00000 $0.0806 ------
2021 $27.70 $0.1612 TBD $0.0852 ------
2022 $28.50 $0.1658 TBD $0.0898 ------
RESIDENTIAL ENERGY BASIC TIME-OF-DAY (1)2020 $26.10 $0.1345 $0.00349 $0.1077 ---$0.1095
June 2020 $26.90 $0.1470 $0.00000 $0.1038 ---$0.1119
2021 $27.70 $0.1595 TBD $0.0998 ---$0.1144
2022 $28.50 $0.1719 TBD $0.0959 ---$0.1168
SMALL COMMERCIAL (1)2020 $33.37 $0.1140 $0.00349 ---------
June 2020 $33.25 $0.1154 $0.00000 ---------
2021 $33.12 $0.1169 TBD ---------
2022 $33.00 $0.1183 TBD ---------
SMALL COMMERCIAL ENERGY TIME-OF-DAY (1)2020 $36.77 $0.1615 $0.00349 $0.0708 ------
June 2020 $36.51 $0.1526 $0.00000 $0.0763 ------
2021 $36.26 $0.1438 TBD $0.0818 ------
2022 $36.00 $0.1349 TBD $0.0872 ------
LARGE COMMERCIAL (1)2020 $45.23 $0.0625 $0.00349 ---$14.80 ---
June 2020 $45.49 $0.0633 $0.00000 ---$15.87 ---
2021 $45.74 $0.0640 TBD ---$16.93 ---
2022 $46.00 $0.0648 TBD ---$18.00 ---
LARGE COMMERICIAL TIME-OF-DAY (1)2020 $53.18 $0.0820 $0.00349 $0.0445 $17.45 ---
June 2020 $53.79 $0.0848 $0.00000 $0.0461 $18.30 ---
2021 $54.39 $0.0876 TBD $0.0478 $19.15 ---
2022 $55.00 $0.0904 TBD $0.0495 $20.00 ---
OUTDOOR AREA LIGHTING 2020 $36.49 ---------------
June 2020 $36.49 ---------------
2021 $36.49 ---------------
2022 $36.49 ---------------
RENEWABLE ENERGY CHARGE (1)2020 ---$0.0275 $0.00000 ---------
June 2020 ---$0.0275 ---------
2021 ---$0.0275 ---------
2022 ---$0.0275 ---------
MUNICIPAL RATE (1)2020 $0.00 $0.1171 $0.00349 ---------
June 2020 $9.00 $0.1149 $0.00000 ---------
2021 $18.00 $0.1128 TBD ---------
2022 $27.00 $0.1106 TBD ---------
RMNP ADMINISTRATIVE HOUSING 2019 $22.70 $0.0690 N/A ---------
June 2020 $22.70 $0.0690 N/A ---------
2021 $22.70 $0.0690 N/A ---------
2022 $22.70 $0.0690 N/A ---------
Available for electricty use on municipal property
Available to Rocky Mountain National Park residences
having an alternate power source delivered to Estes
Park's distribution system
Voluntary participation available to all classes; charge per
100 kWh block
Purchase Power
Rider $/kWh
Available to all residential customers and residential
customers with electric heat up to 25,000 kWh annually.
Available to existing customers on this rate, September
through April. All other times the Residential energy
charge would apply.
Available to all residential customers using electric
thermal storage heat.
Available to all residential customers not using electric
thermal storage heat. These rates apply September
through April. Standard rates apply May through August.
Available to all commercial customers with demands of
35 kW or less.
Available to all commercial customers using electric
thermal storage heat with demands of 35 kW or less
Available to all commercial customers with demands
exceeding 35 kW
Available to all commercial customers with demands
exceeding 35 kW
Available for lighting outdoor private areas
144
On-Peak Off-Peak Standard
Customer Energy Energy Demand Rate for
Customer Rate Class Year (2)Charge Consumption Consumption Charge May thru
$/Month Charge Charge $/kW August
$/kWh $/kWh $/kWh
Purchase Power
Rider $/kWh
RMNP SMALL ADMINISTRATIVE 2020 $33.37 $0.0456 N/A ---------
June 2020 $33.37 $0.0456 N/A ---------
2021 $33.37 $0.0456 N/A ---------
2022 $33.37 $0.0456 N/A ---------
RMNP LARGE ADMINISTRATIVE 2020 $45.23 $0.0185 N/A ---$12.50 ---
June 2020 $45.23 $0.0185 N/A ---$12.50 ---
2021 $45.23 $0.0185 N/A ---$12.50 ---
2022 $45.23 $0.0185 N/A ---$12.50 ---
NOTES:
(1) Purchase Power Rider is a pass-through of wholesale increases from PRPA; TBD for years 2021-2022
(2) The 2022 rates remain in effect until new rates are adopted by the Town Board.
Residential Energy "Basic" Time-of-Day is available for every residential customer except as stated above.
These rates apply only September thru April (for May thru August, the standard Residential rate applies):
ON-PEAK for Residential "Basic" Time-of-Day Customers: 4:00 pm to 7:00 pm weekdays
Updated 02-10-2020
OFF-PEAK for Residential Time-of-Day Customers: 1:00 pm to 3 pm and 10:00 pm to 6:00 am
weekdays and all day on weekends and holidays (New Years Day, Memorial Day, Independence Day,
Labor Day, Thanksgiving Day, Christmas Eve and Christmas Day)
Fees for other work performed, such as service upgrades or line extensions, the developer or customer must pay for work performed.
Payment must be made before the work is scheduled. The payment covers the cost of labor, materials, equipment, and overhead.
Available to RMNP administrative accounts having an
alternate power source delivered to Estes Park's
distribution system with demands of 35kW or less
Available to RMNP administrative accounts having an
alternate power source delivered to Estes Park's
distribution system with demands exceeding 35kW
Residential Energy Time-of-Day available only for residential customers using electric thermal storage heat:
Smart Meter/Advanced Metering Infrastructure Opt-Out Fees - One Time Enrollment Fee of $75 and monthly fee of $20
Avoided Cost paid to Net Meter Customers = $0.0175, the wholesale cost of energy minus $0.01 for administrative costs
ON-PEAK for Residential Time-of-Day Customers: 6:00 am to 1:00 pm and 3:00 pm to 10:00 pm
weekdays
OFF-PEAK for Residential "Basic" Time-of-Day Customers: 7:00 pm to 4:00 pm the following day and all day weekends and the
following holidays: Labor Day, Thanksgiving Day, Christmas Eve, Christmas Day and New Years Day
145
Date
Financial Forecast, Cost of Service, and Rate Design Study
Cost of Service And Rate Design Process Overview
1
2 146
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
3
Cost of Service (COS)
Determine cost to provide electric serve to different customer classes,
identifying the fixed and variable cost components.
Rate Design
Use the COS results, rate strategy and policies to guide rate design.
Rates must fully recover all costs.
Rates In Three Steps
Framework and guide for COS, financial and rate related decisions for
(vision, goals, metrics, etc.)
Revenue Requirement
Identify cost to operate utility to determine rate revenue required to
keep utility financially solvent.
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Desired Outcomes
• Financial Strength
• Bond covenants
• Adherence to Cost of Service
principles
• Rate design
– Various service offerings
– Avoid complexity
– Transparency
– Funding conservation efforts
– Avoid Rate Shock
–Etc.
4
Economics
Fairness
Utility Financial Strength
Energy
Conservation
Understandable
Transparent
Adhere to
Laws/Regulations
Principles of
Cost of Service
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Steps
5
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirement of the utility
Unbundle costs by functions
and services (purchased power,
distribution, customer services.)
Classify costs (demand, energy,
fixed, variable, etc.)
Allocate cost among customer
classes (residential, small
commercial, etc.)
Design rates that generate the
revenue requirement
Cost Allocation
Rate Design
Revenue Requirement
Determination
STEP 2
STEP 4
STEP 3
STEP 5
Unbundle costs by functions
and services (purchased power,
distribution,customer services.)
Classify costs (demand, energy,
fixed, variable, etc.)
Allocate cost among customer
classes (residential, small
commercial, etc.)
Design rates that generate the
revenue requirement
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 1 Revenue Requirement Determination
• Revenue Requirement (RR) equals the
revenue that must be generated from
electric rates
– Total system operating costs less other
sources of revenue, example, interest income
– Initially expressed one amount then divided
out to each customer class
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 1 Revenue Requirement
7
Financial Forecasting
• 10 year projection
• Predicts utility financials:
•Revenues
•Expenses
•Capital Improvement Projects (CIP)
•Bond financing and payments
•Cash reserve requirements
•Etc.
• Enables scenario analyses which
helps us understand the impact on
electric rates (example, if a project is
bond financed vs using cash reserves)
P&C Financials were used as the basis to forecast future RR
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 1 Revenue Requirement
• Test Year RR is a projection of costs based on changes (adjustments) in the cost of doing business
– Adjustments
• Known and Measurable
• Prudent
• Reasonable and Necessary
8
P&C Financials
Dist. Engineering
Dist. Labor
Dist. Materials
Capital Projects
Adjustments
Known/measurable
Inflation/escalation
Load growth (development)
Future RR Target Year
(aka Test Year -TY)
TY Dist. Engineering
TY Dist. Labor
TY Dist. Materials
TY Capital Projects
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Steps in the Rate Design Process
9
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
Classify costs (demand, energy,
customer costs, etc.)
Allocate cost among customer
classes
Design rates
Revenue Requirement
Determination
Cost Allocation
Rate Design
STEP 4
STEP 3
STEP 5
Classify costs (demand, energy,
customer costs, etc.)
Allocate cost among customer
classes
Design rates
STEP 1 Determine the revenue
requirements of the utility
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 2 Functions
10
The Electric
Utility Grid
Configuration
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 2 Functions
11
Platte River Power Authority
(PRPA)
“Generation” & “Transmission”
Town of Estes Park
Power & Communications
(P&C):
“Distribution” &
“Customer Service”
NEWGEN STRATEGIES AND SOLUTIONS, LLC
• The generation function is
responsible for producing
energy and meeting the
maximum customer demand
– The power plant portfolio is
sized to meet the maximum
demand requirements of the
system (PRPA)
– Energy is produced by wind,
solar and burning fuel to meet
customer demand over time
• Electricity is transmitted to the
Town through transmission
lines
Cost of Service and Rate Design Overview
PRPA -Generation And Transmission Functions
12
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
• The distribution function
distributes electricity
from the substation to
customers
– Tree trimming
– Respond to outages
– Street light maintenance
– Billing
Cost of Service and Rate Design Overview
Town of Estes Park Distribution Function
13
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Steps in the Rate Design Process
14
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
Classify costs (demand, energy,
customer costs, etc.)
Allocate cost among customer
classes
Design rates
Revenue Requirement
Determination
Cost Allocation
Rate Design
STEP 1
STEP 2
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
STEP 4
STEP 5
Allocate cost among customer
classes
Design rates
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Typical Cost
Functions
Typical Cost
Classifications
Production: Demand-related
Energy-related
Transmission: Demand-related
Direct Assignments
Distribution: Demand-related
Customer-related
Direct Assignments
Customer Service: Utility Billing,
Customer questions
Cost of Service and Rate Design Overview
Step 3 Cost Classification
15
NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Step 3 Cost Classification
• Fixed or Variable costs
– Fixed costs vary with capacity additions
• Examples: labor expense & depreciation
• Demand-related and customer-related costs are
fixed
– Variable costs vary with energy consumed,
delivered, or purchased
• Example: energy component of PRPA’s wholesale
rate
• Energy-related costs are variable
16
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Steps in the Rate Design Process
17
STEP 1
STEP 2
STEP 4
STEP 3
STEP 5
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
Classify costs (demand, energy,
customer costs, etc.)
Allocate cost among customer
classes
Design rates
Revenue Requirement
Determination
Cost Allocation
Rate Design
STEP 1
STEP 2
STEP 3
Determine the revenue
requirements of the utility
Unbundle costs by functions
and services (production,
transmission, distribution, etc.)
Classify costs (demand, energy,
customer costs, etc.)
STEP 5 Design rates
NEWGEN STRATEGIES AND SOLUTIONS, LLC
• Residential
• Residential Demand
• Residential Energy TOD
• Residential Energy Basic
TOD
• Small Commercial
• Small Commercial
Energy TOD
• Large Commercial
• Large Commercial TOD
• Outdoor Area Lighting
• Renewable energy
Charge
• Municipal Rate
•RMNP
Cost of Service and Rate Design Overview
Step 4 Twelve (12) L&P Rate Classes
18
Customer Classes are grouped by similar size, consumption,
requirements, and characteristics
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Cost Allocation to Classes
• Cost of service differentials
– Different load characteristics
• Large Commercial (example Water Plants)
• T-Shirt shops
• Residential
– Different service voltages
– Metering (the YMCA is on one primary meter)
– Customer service requirements (net meters)
– Other
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
COS and Rate Making
Cost of Service vs. Rate Making
Cost accounting, allocate utility
costs with use, classification
Used to incentivize specific
behavior, example, net metering.
Rates do not have to match COS,
but industry practice is to align
rates with COS
Power Supply
(Demand and
Energy
Components)
Transmission
(Demand
Components)
Distribution
(Demand and
Customer
Components)
Customer
(Customer
Components)
Utility Functions:
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NEWGEN STRATEGIES AND SOLUTIONS, LLC
Cost of Service and Rate Design Overview
Potential Objectives for Tariffs and Rates
• Legislative and regulatory compliance
• Conservation/DSM (Behavior Modification)
• Distributed Generation
– Traditional
– Renewables (roof top solar)
• Revenue stability
• Alignment with cost of service
• Simplicity
• Other
21
22 156
DISCUSSION
157
158
TOWN CLERK Memo
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Jackie Williamson, Town Clerk
Date: February 25, 2020
RE: Interview Committee for the Estes Park Planning Commission and Board
of Adjustment.
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
To appoint Town Board members to the interview committee for the Estes Park
Planning Commission and Estes Park Board of Adjustment.
Present Situation:
Ordinance 03-20 approved the formation of the Estes Park Planning Commission and
Estes Park Board of Adjustment beginning April 1, 2020 due to the expiration of the
Intergovernmental Agreement for land use between the Town and Larimer County on
March 31, 2020. These are replacing the current Estes Valley Planning Commission
and the Estes Valley Board of Adjustment. The Planning Commission will consist of five
volunteer Town residents and the Board of Adjustment will consist of three volunteer
Town residents.
Proposal:
Policy 101 Section 6 states all applicants for Town Committees/Boards are to be
interviewed by the Town Board, or its designee. Any designee will be appointed by the
Town Board. Therefore, two members of the Board would interview all interested
applicants for the Board positions.
Announcements have been published for both Boards with a final submittal date of
Friday, March 6, 2020. Interviews would likely be held the week of March 9th to allow
appointments at the March 24, 2020 meeting.
Advantages:
To move the process forward and allow interviews to be conducted for interested
applicants.
159
Disadvantages:
Appointments would not be recommended to the full Town Board and positions would
remain vacant. Land use applications would not have a mechanism for review,
approval or recommendation to the Town Board starting in April without appointments to
each Board.
Action Recommended:
To appoint two Trustees to the interview committees.
Finance/Resource Impact:
None.
Level of Public Interest:
Moderate.
Sample Motion:
I move to approve/deny the appointment of Trustees __________ and ___________ to
the Estes Park Planning Commission and the Estes Park Board of Adjustment interview
panel.
Attachments:
None.
160