Board Meeting
November 24, 2025
Transcript
Describer:
CPNMD Board Meeting Agenda
Monday November 24th, 2025, at 6:00p.m. 7404 Yorkshire Drive, Castle Pines, CO 80108
I. Welcome. Call meeting to order. Pledge of Allegiance.
II. Roll call. Determination of quorum. Disclosure of potential conflicts.
III. Public comment period. (Three-minute maximum per person).
IV. Consent Agenda: The items listed below are a group of items to be acted on with a single motion, second and vote by the Board to expedite the handling of limited routine matters. The Board has previously received information on these matters and/or discussed them at a prior study session. Any board member may move an item from the consent agenda to the meeting agenda at this time.
A. Approve October 20th, 2025, Board Work Session Minutes.
B. Approve October 27th, 2025, Regular Board Meeting Minutes.
C. Ratify claims for payment including check numbers 29406 – 29449 and electronic payments issued from October 16th, 2025 to November 13th, 2025 totaling $1,255,195.94
D. Approve Kennedy Jenks Filter Bed Rehab Project amendment- Engineering Services for Design and Construction.
E. Ratify PCWRA Resolution 2025-1 Approving Loan from the Colorado Water Resources and Power Development Authority
F. Ratify PCWRA construction contract for Reuse reservoir lining and pump station awarded to GSE Construction.
Proposed Motion: I move to approve the items as presented in the consent agenda dated November 24th, 2025.
V. Consider: Approve Monday October 27th, 2025, board meeting agenda Proposed Motion: I move to approve the board meeting agenda dated Monday November 24th, 2025
VI. New employee introduction. Troy Buechler, Field Services Technician.
VII. Communication Director’s Report. Bryn Webster, Chuck Montera
A. Quarterly Report
B. Crisis Communications Plan
VIII. Finance Director's report. Molly Janzen, CPA.
A. Finance Report overview
IX. 2025 Budget Amendment
A. Presentation
B. Public Hearing
C. Consider: Adopt 2025 Budget Amendment Proposed Motion: I move to adopt the 2025 budget amendment, as presented.
X. 2026 Budget and Rates
A. Presentation
B. Public Hearing
C. Consider: Adopt 2026 Proposed rate structure Proposed Motion: I move to adopt the 2026 rate and fee structure, as presented.
D. Consider: Adopt 2026 Budget. Proposed Motion: I move to adopt the 2026 budget, as presented.
XI. 2026 Professional Services: Proposed Contracts and Agreements
A. Elevated Clarity- Financial Services
B. Sigler Communications- Communications and Public Relations
C. Kennedy Jenks - General Engineering Agreement
D. Semocor Inc- Utility Operations Proposed Motion: I mover to approve all professional service agreements listed under agenda item XI.
XII. Legal Counsel's Report. Paul Politio Esq.
A. Consider: Approve Ridge Golf Course Agreement. Proposed Motion: I move to approve the Ridge Water Service Agreement pending the review of The Ridge Golf Course, and that no substantive changes are made.
B. Resolution adopting CPNMD Colorado Open Records Act Rules and Policy
C. Consider: Approve Resolution of the Board of Directors of Castle Pines North Metropolitan District Colorado Open Records act Rules and Policy Proposed Motion: I move to adopt the Resolution of the Board of Directors of Castle Pines North Metropolitan District Colorado Open Records act Rules and Policy
XIII. District Manager’s Report. Nathan Travis CWP.
A. Presentation: Stantec Regional Water Supply Study
B. Update: Deputy District Manager Position
C. Consider: Vacate Scheduled December 2025 board meetings.
Proposed Motion: I move to vacate the CPNMD board meetings scheduled for December 2025.
XIV. Director’s Matters.
XV. Adjourn.
Board President Jason Blankaert:
Good evening, and welcome to the Castle Pines North Metropolitan District Board meeting tonight is Monday, November 24th, 2025 at 6 p.m.. I'd like to welcome everybody and call the meeting to order and begin with the Pledge of Allegiance.
All:
Gotcha. I Pledge allegiance to the flag of the United States of America and to the Republic for which it stands. One nation under God, indivisible, with liberty and justice for all.
Jason:
All right. Thank you. We will, move on to a roll call here,
Board Member Director James Mulvey:
Jim. Present. No conflicts.
Board Member Director Tera Radloff:
Tera present. No conflicts
Board Member Director Leah Enquist:
Leah. Present. No conflicts.
Jason:
And I'm Jason Blankaert present, no conflicts. We are missing, Jana Krell
Tonight. Okay, we'll, close item two and move to item three, the public comment period. I do have a couple people on my list that would like to speak. Let's start with the top. And, Steve, if you'd like to take the podium and give us your name and street address, please.
Steve Dawes, Castle Pines Resident:
Steve Dawes 5703 Jasper Point Circle, in Castle Pines. Very briefly. You've got a number of contracts up for consideration. This, tonight, I mentioned before that governmental entities, cannot be, have indemnification clauses, enforced against them. So if you look at the Elevated Contract at paragraph five, there's indemnification clause, the Semocor paragraph Roman numeral nine is indemnification clause.
Those I think should be stricken from the contracts because, as I said, they're not enforceable against the district. And in addition, the Kennedy Jenks contract at paragraph 18 has the applicable law of California. We've talked about that before. I think you want to revise that to Colorado, and that's all. Thank you.
Jason:
Thank you very much. Thanks, Steve.
And I'll leave that up to for Paul to deal with.
Legal Counsel Paul Polito, Esq.:
Yeah. Happy to address the in the legal counsel's report. It sounds good. Thank you. All right. We have one other person that would like to speak. Molly and I, and, sorry, I can't read the last name. And if you can just give us your, street as well.
Molly, Castle Pines Connection:
I don't live here. I work for the Castle Pines connection. Usually you get Terry but Terry is away. It's just me tonight. Just want to say thank you for for the continued partnership. It's been great. Nathan, as always, is wonderful. And it's been wonderful to work with these fine folks at Sigler. It's been a great communication partnership. So just want to say thank you.
With some little gifts.
Jason:
Thank you very much. I'm just gonna.
All right. We'll go ahead and close out the public comment period and we'll move item. Move on to item number four. Consent agenda. The items listed below are a group of items to be acted on with a single motion. Second, and a vote by the board to expedite the handling of limited routine matters. The board has previously received information on these matters and or discuss them at a prior study session.
Describer:
On Screen. See the Board Meeting Agenda.
Jason:
Any board member may move to may move an item from the consent agenda to the meeting agenda. At this time.
James:
I'd like to make a motion to remove the Kennedy Jenks filter bed rehab, for the reasons that Steve Dawes mentioned. If that's not going to be, handled tonight, or is it already stricken?
Paul:
You can approve it conditionally and without the indemnification clause and with, the jurisdiction in Colorado.
And so you can do that, remove it off the consent agenda?
James:
Remove it off the consent agenda,
Paul:
And then go ahead and approve it separately, conditionally.
James:
So I'll make my motion again, to remove the Kennedy Jenks filter bed rehab project amendment, engineering services for design and construction of the consent agenda for this evening.
Board Voting All Speak:
I'll. Second. We've got a second.
We'll go to vote. Jim, approve. Tera. Leah. Approve. I approve as well. The motion carries, and we'll move the Kennedy Jenks Filter Bed rehab. Do you want to put that, do you, Paul, or
Tera:
Just what do you think?
District Manager Nathan Travis:
I think we go ahead and put it under the proposed contracts and agreements, and then we can do one kind of sweeping motion to approve those with the same contingency.
Okay. So that'd be item 11.
Jason:
Okay. All right. Sounds good. Thank you.
James:
I mean, I have a question again for Paul. Mr. Dawes is kind of mentioned three things there. how have you identified those same three things, and are we going to talk about them in your report?
Paul:
In any contracts that I do review,
I always look for that. Okay. I haven't reviewed these contracts and I don't know what I've been away for this month other than back and forth to Boston and happy to address that later. But I just haven't seen these. So I agree with everything Mr. Dawes said. I think the board approves it conditionally with the removal of those and with jurisdiction being in Colorado.
I completely agree with that.
James:
Okay. Thank you.
Jason:
Great thanks.
Tera:
With that I will move to approve items A, B, C, E, and F as presented on the consent agenda.
Board Voting All Speak:
I'll second that. Okay. Having a second. We'll move to vote. Jim approved Tera I Leah approve and I approve as well. The motion passes.
Jason:
We'll go ahead and close out item four and we'll move on to item number five.
Consider approving. Monday, October 22nd, seven, 2025 Board Meeting Agenda. Actually, Nathan, it's wrong date again.
Consider to approve the Monday, November 24th, 2025. That's correct. So do I hear a motion
Board Voting All Speak:
Move to approve the, meeting agenda dated Monday, November 24th, 2025 as presented. Second, having second, we'll go to vote. Jim. Approve. Tera. Hi, Leah. I approve as well. The motion carries.
Jason:
We'll go ahead and close out item five and move to item number six.
The new employee introduction with Troy.
Good evening Troy.
Troy Buechler, CPNMD Field Services Technician:
Good evening everyone. My name is Troy, and I'm, the new field service technician out here. I want to say thank you for giving me a chance to work out here, and I'm really enjoying my time here.
Jason:
Welcome aboard. We appreciate you working.
Nathan:
I think Troy comes to us from Inverness and Cottonwood. He worked there for about 6 or 7 years.
And, I mean, it's been absolutely fantastic. Yes. We're glad to have him.
Board All Speak:
Welcome, Troy. Thanks for being here tonight. Thank you. Same and welcome.
Troy:
And thank you again. Have a good night.
Nathan:
Thanks, Troy.
Jason:
Thank you. Troy. We'll go ahead and close out item number six and we'll move to item number seven, the communication director's report with Bryn and Chuck.
Good evening.
Bryn Webster, Account Manager, Sigler Communications:
Good evening. We're going to use the slides from my computer.
Lisa Sigler, APR, President, Owner Sigler Communications:
Before Bryn and Chuck start the presentation, I just wanted to come and say hello. It's really good to see all of you. And, I just want to tell you how much we've appreciated working for the district this year. And we're looking very much forward to continuing our support. It's been a really good working relationship. And I want to say that, in Nathan's leadership, and responsiveness is, is really terrific.
And it really makes our job easier. So we want to thank Nathan for, the direction that he provides us on an ongoing basis. And we're happy to share the results for this quarter and answer any questions. So I'll turn it over to the team to present. Thanks.
Bryn and Chuck:
That's okay. Let's just. That it's okay. Let's just go to the old slide deck. Yeah. Not a problem.
Bryn:
Yeah. I mean like, really minor tweaks? No, not a deal.
Nathan:
So I don't have that pulled up. I'll have to do it inside of the, PDF.
Describer:
On screen. Title Slide. CPNMD Fall 2025. Communications Board Report 11.24.25
Chuck Montera, VP Sigler Communications:
All right. Okay. Good evening. board, I am Chuck Montera with Sigler Communications. I'm going to talk about some of our, fourth quarter fault communications results with you.
Describer:
On screen. Ongoing Communications: Fall
Updated/adjusted 20-30 website pages
45 social media posts on key conservation topics, projects and events (to date)
10 monthly ads + 3 stories in Castle Pines
Connection (conservation, text alerts + enews, protect your pipes)
9 (bimonthly) bill inserts (highlights:
conservation/rebates, text alerts, enews, rates hearing)
Chuck:
This slide is showing that we were very active on our three social media platforms Instagram Next door and Facebook. We did a total of, 45 posts between those three, social platforms.
We worked, with the Castle Pines connections to, we placed ten ads and actually three articles, which is kind of new. We've always done in the past, we've always done advertisements, but now we're, leveraging editorial content as well to support, the district's mission. And, some of the stories that we, promoted were your conservation programs.
We're always actively, encouraging folks to sign up for your text alerts. And we're also asking your customers to sign up to receive the E newsletter from the district. We've done a total of nine bill billing inserts. In these billing inserts actually kind of work together with a lot of the castle plans, advertisements and article information.
It's just another touchpoint to get, the district's messaging out, to your customer base. And again, we were promoting your conservation programs, text alerts. Sign up to the E! News.
Describer:
On screen. Communications Accomplishments: Fall
Finished Website Reorganization & Update
Rates Explanations & Graphics
Created Crisis Communications Plan
Project Communications - Wastewater System & Filter Replacements
Annual + Summer/Fall City Survey Results & Takeaways
Chuck:
And the most recent, bill insert was related to, asking, your ratepayers to solicit, to provide, comments on your rate hearings. If we could go to the okay, this slide, additional communications accomplishments
this quarter. We finished the website reorganization. So that entailed, obtaining about 30 pages on the website. Bottom line is we wanted to make the information, easier to access, easier to find. We wanted to improve your, customer experience for folks using the website. And then we also wanted to finalize ADA compliance for the district through the website.
And we have achieved that. We created some infographics, explaining your proposed, rate changes. We also created a crisis communications plan that was at Nathan's request. So we developed that this quarter. We've, continued, communications on your capital projects, including the wastewater lift station upgrades that are, upcoming and your filter replacement.
And, we finished the district's, we finished the, the district specific survey. And then we also got the results back from the city of Castle Pines, survey. And my colleague Brant is going to share, some of those findings in detail with you a little bit later.
Describer:
On screen. Website Reorg & Update
Better categorized information and removed old/non-ADA content.
Added central news location, rates info and projects pages.
Updated info on what not to flush.
Surveys show that website is an under-accessed but desirable resource. Visitors were able to find key info.
Chuck:
Let's see here website reorganization. So we tried to improve the user experience for folks coming to the website.
We categorized information so it's easier to fine. We also removed older or non ADA compliant information. So that has been removed. We added a central news location. We added information on for example, the proposed rate changes, updates on your capital projects. So folks can see, where, money is being spent to update and improve your water and wastewater infrastructure.
It's interesting. Bryn is going to go into this a little bit more in detail, but the district survey showed that the website currently is somewhat underutilized. But we know that a lot of your customers want to use the site. So it's our hope. By making the site more user friendly, more folks will end up using it.
So that was kind of the purpose of, of our, re-categorization and making things easier to find.
Describer:
On screen. Explaining CPNMD Rates & Costs
A picture of a dollar bill, cut into pieces and color coded to describe the percentage of each dollar paid is allocated to various work to be done by the district.
Behind Your Water & Wastewater Bills
How We Plan to Spend Each Dollar Received in 2026
19¢ Water Delivery & Wastewater Treatment ($2,921,632)
12¢ Maintenance & Emergency Repairs ($1,847,577)
50¢ Capital Projects & Reserves ($7,578,759)
10¢ Staffing Costs ($1,489.044)
9¢ Gas, Electric & Other Utility Costs ($1,320,506)
Chuck:
The next slide, I'd like to talk about the, infographic that we put together for you on your proposal. And the title should be proposed Rate Changes. And it's interesting, we basically wanted to provide, you know, you pay a dollar to the district.
This is where your money's going. About half of that is spent on capital projects. And the, about 20% of the, of, every dollar spent, goes to water treatment and delivery of wastewater and and water treatment. So those two areas combined, that's about 70% of your budget. And then the balance is made up in those other categories.
Describer:
On screen. Explaining CPNMD Rates & Costs
A picture of a Milk Carton Comparing the cost of water to the cost of everyday purchases.
CPNMD Water - Real Value. Right on Tap. Around a penny per gallon for great water.
Quality doesn't have to cost a fortune. Your water is a great value. For around a penny a gallon, you're getting high-quality water treated, tested and delivered directly to you.
BEST VALUE:
GALLON CPNMD WATER 1¢
$3.25 1.5L Bottle of water
$4.00 8-pack of Sparkling water
$4.00 Gallon of Milk
$5.70 Small Starbucks Latte - This costs over 5,000 x more than CPNMD water!
$12.50 6-pack of IPA Beer
The best choice isn't bottled - it's right at home.
Chuck:
The next infographic that we have is, comparing the cost of district water. You're at about a penny per gallon is what your customers are paying, for the water that they drink and then using their landscaping, etc.. And we compared that to other things that a lot of people use. My personal favorite on this list is beer at that very end.
But when you compare a gallon of your water at $0.01 per gallon, compared to bottled water, Starbucks, milk, the bottom line is that the district's water is a very good value.
budget. And then the balance is made up in those other categories.
Describer:
On screen. Crisis Comms Plan
• Prepares District for crisis events.
• Categorizes and includes detailed plan for outreach based on crisis tier.
• Outlines roles and contacts in case of emergency.
• Full plan in district packet.
Crisis Communications Plan Updated November 2025 (Revised with Recommendations)
Purpose
The purpose of this plan is to establish a comprehensive, single-stop framework for timely, accurate, and effective distribution of information to all relevant stakeholders during a crisis. This plan ensures staff, partners and residents are well-informed, engaged, and prepared for emergencies while maintaining trust and transparency.
Chuck:
The next slide I'm going to be talking about is the prices communications plan. And I believe a copy of this plan is in your full board packet.
Bottom line, we wanted to prepare the the district for a crisis. This plan outlines members of the crisis team, emergency contacts, crisis partners, for example, the Douglas County Sheriff's Department and price, crisis protocols and, so I encourage you, when you have a chance to, if you haven't already, to review that for, communications crisis communications plan at this time, I'd like to turn it over to my colleague Bryn to talk about, actual project communications and some of the survey findings.
Bryn:
Thanks, Chuck. So, as Chuck mentioned, we're working to make sure that we communicate clearly about projects both before they happen. And then as they're underway.
Describer:
On screen. Sharing About Projects
Clearly communicating impacts + need.
Maps/visuals of impacts and project scope.
Sharing project updates and impacts on Daupler, social and website - using alert banner as needed.
Signage at traffic construction locations and along trails. Crew cards for construction team. QR codes to project info.
Coordination with City of Castle Pines and Castle Pines Connection.
Board project overview sheet coming.
Bryn:
So what we're doing for a couple of them, like the wastewater lift station project, is we are putting together a mini communications plan. So we have everything lined up with sharing about each project before it kicks off as part of that larger project.
And we're sharing about those updates on Daupler, using those to target our messaging really well. Social media, the website. We're gonna use the alert banner on the website to really highlight what is happening. So right now we have the upcoming traffic, Hidden Point and Serena on the alert banner. And then we'll continue to use icons on the website and also some signage or, and to do, some signs around the traffic and also on the trail where there'll be a detour for the lift station project.
And in the crew cards the construction crew members will have, we're going to include QR codes to the website page, where we have a lot more dedicated information about the project, and we'll continue to update that regularly. And we'll also include some QR codes on the trail sign so people can scan them when they're walking by. Obviously, we're going to continue to work closely with the city with the paper to get out communications in advance when it is appropriate for it to be, citywide.
And we're also going to put together like a quick little sheet for you guys on this particular project so you can reference it if you have people coming to you with questions. And we'll do that for like larger projects. Next slide.
Describer:
On screen. City Survey: Results, Takeaways
Results:
Distributed through an independent method.
708 respondents to CPNMD Qs.
Takeaways:
Many participants (20%) still aren't signed up for alerts.
Participants least satisfied to date with rates comms.
Women/older audiences more pleased with comms.
Preferred communication methods:
1) eNews: 87%
2) Bill inserts & direct mailers: 34%
3) Web updates: 30%
4) Articles in local paper: 19%
5) Social media: 18%
Bryn:
So I wanted to touch briefly on the survey results from both the City of Castle Pine survey that went out, and then also our survey that we did.
There's a lot more information. Nathan has all of the details and the city is still going through their analysis. But I wanted to share with you some key takeaways that we got from the initial information. So the city distributed theirs through an independent method. So not using any of our channels, which is helpful for us getting more objective information.
We had a little over 700 respondents to our specific questions. So those are just people in your service area and some of the key takeaways. A lot of people weren't yet signed up for the alerts. Some people were, you know, wanting more information or better information on rate communications. Women and older audiences were more pleased than younger and male audiences.
And our preferred communication methods included e-newsletters first, bill inserts and direct mailers second, and web updates third. That's just kind of a high level of, you know, looking back at communication, both before when we took over and then just the couple of months before we sent out the survey.
Describer:
On screen. Takeaways:
Participants were most satisfied with emergency alerts.
Opinions on comms by topic:
A chart for responses to questions organized by topic. The categories are:
Total Satisfied
Emergency notifications 52%
District water and wastewater rates 49%
Current improvement projects 42%
Water conservation 37%
Uses of the District's budget 32%
Total Not Satisfied
Emergency notifications 18%
District water and wastewater rates 32%
Current improvement projects 20%
Water conservation 23%
Uses of the District's budget 23%
Very Satisfied
Emergency notifications 20%
District water and wastewater rates 14%
Current improvement projects 10%
Water conservation 10%
Uses of the District's budget 7%
Somewhat Satisfied
Emergency notifications 32%
District water and wastewater rates 35%
Current improvement projects 32%
Water conservation 27%
Uses of the District's budget 25%
Not Too Satisfied
Emergency notifications 13%
District water and wastewater rates 19%
Current improvement projects 12%
Water conservation 15%
Uses of the District's budget 14%
Not Satisfied at All
Emergency notifications 5%
District water and wastewater rates 13%
Current improvement projects 8%
Water conservation 8%
Uses of the District's budget 9%
No Opinion
Emergency notifications 30%
District water and wastewater rates 19%
Current improvement projects 38%
Water conservation 40%
Uses of the District's budget 45%
Bryn:
The next slide shows a little bit about it's a big chart.
You can digest it more later, but what are the opinions on our communications by topic and the topic people were most satisfied with was emergency notifications. So it's interesting. Not a lot of people signed up, but when they are high satisfaction and then some areas for growth were water conservation uses of the district's budget.
Describer:
On screen. CPNMD Survey: Results, Takeaways
Results:
Distributed through bill inserts, social media, CPC ads.
Encouraged participation with gift card.
46 participants.
Takeaways:
Participants wanted comms on all topics we listed, but especially emergencies (1), projects (2) and rates (3).
Many participants had not visited website; Those who had could find the info they needed.
Many participants weren't signed up for alerts or the eNews. Those who were expressed satisfaction.
Participants did not express a desire for District-specific outreach events on key issues.
Bryn:
So I'm going to talk a little bit more about our specific survey that we did this summer and fall.
We distributed this through our billing search, social media. The Castle Pine Connections ads helped promote it. We encouraged people to participate with the use of a gift card for incentive. And we had just under 50 participants, which I was actually really pleased that we got that many people to be involved. So some of the takeaways from this, again, much smaller group, people want communications on all the topics we listed, especially the emergency alerts, the projects and the rates.
A lot of individuals had not yet visited the website, but those who had could find most of the information they needed. So that was encouraging. Again, not a lot of people signed up for alerts or newsletters, but those who were expressed satisfaction with both communication methods and there wasn't a strong desire for in-person outreach events on any key issue, which we thought was a good thing.
It means that, you know, there are a lot of concerns and they're pleased with the communications we're doing today.
Describer:
On screen. Takeaways:
Preferred communication methods likely reflect distribution methods BUT still aligned with city survey results.
1) Bill inserts
2) Newsletters
Chart 1 -Q2 How have/do you currently receive key information about District rates,
projects, conservation programs and more? (Select all that apply). Answered: 45, Skipped 1
Email newsletter 48%
Social media updates 11%
District website 18%
Billing inserts/direct mailers from... 84%
Advertisements in the local paper 13%
Interaction at community events 3%
Other (please specify) 0%
Chart 2 -Q5 How would you prefer to receive information about District rates, projects, conservation programs and more? (Select all that apply) Answered: 46, Skipped 0
Email newsletter 67%
Social media updates 11%
District website 19%
Billing inserts/direct mailers from... 69%
Advertisements in the local paper 15%
Interaction at community events 0%
Other (please specify) 3%
Bryn:
This is a very hard graphic to read on this slide. So you want to look at it later. But on the left it shows what communication types people want to or sorry people are currently receiving. And on the right it shows which ones they want to receive.
And both of those largest bars are bill inserts and newsletters. So it is aligning very closely with the city survey results. We know that those need to continue to be our key methods of outreach.
Describer:
On screen. Survey Results: Next Steps
Continue to update website and encourage additional traffic to key pages.
Continue regular Newsletters + increase sign-ups by promoting on social, etc.
Continue promoting text alert signups to reach more customers, and use them regularly. Spring campaign.
Communicate more effectively/proactively on rates (already in process).
Proactively communicate around projects and District budget use.
Conduct event outreach around District successes:
treatment plant completion event.
Bryn:
Next steps A lot of what I already shared continued update the website, continue e-newsletters, increased signups. However, we can especially for text alerts. We're thinking about doing a social media, type of campaign in the spring to promote that and obviously cross promoting. However, we can continuing to promote, information on the rates and district budget and projects and then promoting district successes when we do in-person events, because why not?
We can talk about the treatment plant completion, and it's a great opportunity for a face to face over district success. So those are the high levels of the survey. Obviously, we can give you a lot more detail if you would like it. And Nathan also has a kind of a takeaway sheet you can look at as well. Highlights what I talked about. Next,
Describer:
On screen. Communications Efforts: Up Next
RATES VIDEO & ONGOING MESSAGING
BACKFLOW & PROIECT COMMUNICATIONS
NEXT QUARTERLY ENEWS (WINTER)
Bryn,
On our agenda, we'll be doing some messaging and some video starring Nathan on the rates and also some more information on the back flow project and our next quarterly e-newsletter, which will be Winter. Any questions?
Leah:
I have a question for Nathan and our comms team. But before the question, I just want to say thank you first. Fantastic partnership.
I'm really happy with the information that we're getting and, the professionalism with with which it's delivered. So thank you. Question. Nathan. Comms team. Any survey results that were surprising to you?
Bryn:
I think it was gratifying to see how high newsletters came out. I mean, we knew Bill inserts was high because that's how we got feedback. But seeing the newsletter was like number one on the city. And then also again on our own. It was number two. I think that was maybe surprising, maybe, you know, somewhat expected but very gratifying that like, we're doing that and people are interested.
I think we need to aim for younger audiences. I learned through that. You know, since we're hitting more of older, audiences are happier. Maybe it's also because we've done more historic, traditional outreach methods. So maybe we should, you know, lean into the social media and in newsletters, however we can definitely. I don't know about any other specifically surprising things.
Nathan.
Nathan:
I think the thing that caught me off guard, I guess, more in a positive way was the, like, higher approval of our emergency communications. And maybe that's just a function of, you know, I tend to hear from the people that are dissatisfied through those events more, but that was that was good to see. And I think that that's, really in large part a credit to the comms team has done a really great job helping us to find those.
And get actual processes in place. I don't know that it was necessarily surprising, but I was definitely interested. It was interesting to see kind of like Bryn pointed out, that split in demographic, how we, you know, have a much higher approval rating with older age groups than younger. I don't know what that says beyond, you know, a demographic we could do a better job reaching out to.
But those are the the couple things that that stood out to me. The city survey, I can't emphasize enough, was incredibly helpful. They just were able to get a lot higher response level than we were able to get. So getting that like 700 participants as opposed to like the 48 or whatever we got an answer was also really helpful.
Bryn:
Yeah, I'd say it's great for benchmarking since our communication methods that we've been leading and Sigler has only been for the last, you know, 7 or 8 months. So a lot of these initiatives are still starting to get out into people's awareness, like the E newsletters and the text layers. We're trying that that native has been doing longer.
We're trying to get those in front of people. So this is going to be a good benchmark. We can go back in a year and three years and see how have communications and people's understanding communications improved. So yeah.
Tera:
So could you level set that for me a little bit. The city survey only got 708 responses. And how many did it go out to.
Do you know?
Bryn:
That is, I do know I don't have a number of top of my head, but I can get back to you. Camden gave it to me. They're also still doing their own analysis on that particular survey. But yeah, there's was like 700 and ours was around 56, I think. So it's just they have a lot larger reach.
They probably use independent service to do it rather than, you know, using their existing channels, which is what we did because it was less expensive and more cost effective.
Tera:
Great. But 700 responses out of
Nathan:
Those are the responses. Those are the just the respondents to the people that took the survey about Castle Pines North Metro district. So I don't know what their broader survey response was.
Tera:
700 people out of, I don't know, 12, 14,000. It was my point.
Bryn:
I do have that information, Tera, and I can get it for you.
James:
Okay. I get a couple things in, I'll likewise. See. Thank you for, the way you present this, it's digestible and usable. Couple of comments. I don't mean them to sound negative at all, but, we put the dollar bill up, and we kind of lumped in capital projects. I don't know how that's fractioned. And I, you know, it's it's a big number.
And, it might be worthwhile, breaking that out or, having some stuff included in there. since it is such a large portion of our budget. The milk jug thing. Great. again, it's it's relatable, but one of the things that would be, I think more useful is we we paid for a rate survey.
I'm sure all these folks that are showing up here tonight are interested in rates, and how Castle Pines compares to other districts. So it's all fine and well to show a dollar for a penny per gallon, but, maybe some follow up there would be useful for people that didn't see that rate survey or, couldn't necessarily pull those details out of it, is how we how we're measuring against other municipalities of a similar size and similar, number of people that we serve.
And then this I think this last slide that you did going forward, is this a going forward slide? Okay. Because I wasn't sure that I had a feeling that's what it was, but I didn't know that the other people, you know, necessarily would know that in the audience. So, you know, future projects or things that are on the docket going forward.
I, I kind of make these comments every single year about planning and looking forward and what's what's in the budget and what are the big major capital projects going forward. And I think that would be, again, useful for people to see how we're spending people's money and what we're spending it on, and not just, you know, talk about it in sort of, I like details, you know, and I think other people like to see where their money's getting spent.
I mean it's my money too, it’t their money. So if we can include a little bit more detail on a going forward basis for 2026 year or a major capital projects, and you could just it's 50% of our budget or 75% of our budget for that year kind of thing. You don't have to go super detailed, but, it'd be nice to see what those projects are.
Thanks.
Bryn:
Totally. You'll be glad to know we already have plans for an infographic comparing you guys to other districts. We're just waiting for all the information so we can show it accurately. And also we do have our full budget in the packet, and it does detail how we would be spending our time and resources, but happy to provide more information broken out on that.
James:
And again, thank you. About the stuff we talked about, I think meeting or two ago about having some sort of handouts or something at each one of these major construction sites, and still would push for the map if people click into the website and they can literally go to the their address, or they can go in their neighborhood and click on a little thing that says one, two, three, four, five, six, and it pops up and it tells them we're fixing this or fixing that, or replacing a pipe or something like that.
I think it would be useful.
Tera:
Well, I want to add my thanks to you guys for being here, and I didn't know, couldn't remember if we've been working with you for a whole year, but seven, eight months. And Lisa, thank you for being here tonight. I feel like, you know, one of the, the things that we really want is transparency and, and that providing that to the people that we represent, and they feel like our relationship has really elevated that with the work that you've done.
And I want to I want to thank you for that. I do have a specific kind of question on the the crisis plan. If you don't mind me jumping in there, I think I saw a whole and I provided you a, a contact that I think to fill in for the Douglas County Sheriff's Office. But the other thing, and I do see it down here, under internal communications procedures during a crisis, but nowhere in sort of your contacts did I see the board.
And just like I sure that you guys didn't get out in front of us.
Chuck:
You're a mind reader. I was thinking about that. I was I was driving to this meeting. I was going to mention to Nathan that, Nathan, we need to include the board in our crisis communications plan. So that's a no. Excellent point. Duly noted. And that will be added.
Yes.
Jason:
Great. Well, we all thank you for all your hard work this year, and we look forward to moving on to next year. And, with that, we'll go ahead and close out item number seven. And we'll, move on to item number eight, the finance director’s report with, Molly Janzen. Good evening Molly.
Describer:
On screen. Packet Page 68
TO: Board of Directors - Castle Pines North Metropolitan District
FROM: Eric Harris, Elevated Clarity (EC)
DATE: November 24, 2025
RE: Financial Report - November 2025 Board of Directors Meeting
General Fund Activity
As of September 2025, the District recognized $983,587 in property tax revenues received from Douglas County and $56,805 in specific ownership tax revenues. This includes $13,196 in delinquent property taxes collected. This represents 99.50% of the budgeted property taxes from the District's mill levy year-to-date.
This is a slightly lower percentage than compared to-date in 2024 (99.99%).
Enterprise Fund Activity
Billed water usage in the month of October 2025 was 52,041,000 gallons, a 27.85% decrease from water usage in October 2024. Cumulatively for the calendar year at the end of October 2025, the District has billed 3.46% less gallons than in 2024.
Molly Janzen, Accountant:
Good evening.
Board. Beginning packet, page 68. You'll find the financial information included for tonight. To start with, we have the, memo that you've been used to seeing throughout this year. The first few pages just contain some data. nothing really, other than a couple things later on in the, memo that I wanted to point out on packet, page 70,
Describer:
On screen. Packet Page 70
2026 Proposed Budget
In October 2025, the Board received the 2026 Proposed Budget on October 15, 2025 to meet the statutory deadline. The 2026 Proposed Budget was discussed with the Board at the Board Work Session held on October 20, 2025, which included an overall review of the proposed rate increases.
Management proposes Rate Increases as follows:
Water Enterprise Fund: 4.00% increase for 2026
Wastewater Activity Enterprise Fund: 6.00% increase for 2026
Raw Water Delivery: $0.51 per 1,000 gallons, plus a fixed monthly charge of $22,562.98 during the seven-month irrigation season
Include the addition of a Cross Connection Fee that is assessed at $150/year or $12.50/month
Increase the Hydrant Meter Deposit from $3,500 to $5,500
Increase the Bulk Water Sale to $8.25/1,000 gallon
Molly:
when we talk about the 2026 proposed budget, you can see the Water Enterprise Fund, the 4% recommended increase in the wastewater fund, 6% recommended increase, and then various other fees.
So those are spelled out in this packet. You'll be hearing more about those rates, upcoming. But just wanted to point that out.
Describer:
On screen. Packet Page 71
Current Projects
Currently, EC is formalizing and documenting the District’s closing schedule related to its financial processes
as well as working with District employees on implementing the following process changes and projects.
The District has executed an agreement with CUSI for Advisory services to assist with the implementation of UB4 in the 1st Quarter of 2026.
EC and staff are working with Blackbaud Advisory Consultants on improvements to the
District’s General Ledger in the 4th quarter. These include updates to report groupings and the chart of account structure.
Molly:
The other thing in the memo that I wanted to point out is on packet page 71, the current projects that we, have underway, and that is to work, with district staff on the implementation of the UB4.
That's the billing system. So hopefully that will provide for some efficiencies in internal processes and should, not cause any issues for customers. It will just improve our processes overall. And so we're working on that. We're also working on some, enhancements in the financial system, taking advantage of things that the district has not up to this point.
That, again, will lead to efficiencies in the future. So we've started working on that. As you know, it's the time of the year where we're going to be talking about budgets and we're going to be talking about amending this year's budget, the 2025 budget, and the reasons for that. And then we'll also be talking about the 2026 budget a lot.
So with that, the next several pages are the full blown financials that we provide on a quarterly basis.
Describer:
On screen. Packet Page 72
BALANCE SHEET AND STATEMENT OF REVENUES & EXPENDITURES
BUDGETARY (NON-GAAP) BASIS
December 31, 2024 Actuals, 2025 Adopted Budget and 2025 Actuals
Projected Actuals, Budget and Variance Through September 30, 2025, and
2026 Proposed Budget
Molly:
And these I'm not going to go a lot into detail on these specific financials. What I want to do is focus in when we talked about the 2025 amended budget and the 2026 proposed budget, really focus in, on the numbers and what we're seeing and give you some context for why the numbers are what they are in the 2026 budget based on kind of where we're at this year.
However, I'd be happy to answer any questions on the detailed financials. But again, I will talk more about those and what we're seeing in the in the budget sections of this agenda.
Jason:
Questions for Molly okay, Molly, we'll go ahead and close out item number eight. And then we'll move right into item number nine the 2025 budget amendment.
Molly:
Okay.
So what I'd like to do is, have you turn to packet page 84.
Describer:
On screen. Packet Page 84
CASTLE PINES NORTH METROPOLITAN DISTRICT
STATEMENTS OF REVENUES AND EXPENDITURES WITH BUDGETS
BUDGETARY (NON-GAAP) BASIS
GENERAL FUND
2025 Projected Actuals, 2026 Proposed Budget, Variance and Analysis
DESCRIPTION, 2025 PROJECTED ACTUAL, 2026 PROPOSED BUDGET, VARIANCE & % OF INCREASE OR DECREASE
Beginning Funds Available
Restricted for TABOR 2025 $57,298 2026 $75,372 Variance $18,074 32% Increase
Unrestricted 2025 $95,832 2026 $122,410 Variance $26,578 28% Increase
Total Beginning Funds Available 2025 $153,130 2026 $197,782 Variance $44,652 29% Increase
Revenues 2025 $2,761,854 2026 $2,556,566 Variance $(205,288) -7% Decrease
Expenditures
Salaries and Benefits 2025 $495,061 2026 $698,356 Variance $203,295 41% Increase
Other
Professional Services 2025 $1,134,740 2026 $942,608 Variance $(192,132) -17% Decrease
Insurance 2025 $116,146 2026 $85,000 Variance $(31,146) -27% Decrease
Office & Other 2025 $286,498 2026 $288,491 Variance $1,993 1% Increase
Staff Support 2025 $27,547 2026 $28,649 Variance $1,102 4% Increase
Operations Support 2025 $75,542 2026 $78,564 Variance $3,022 4% Increase
Total Expenditures - Other 2025 $1,640,473 2026 $1,423,312 Variance $(217,161) -13% Decrease
Firm Commitments 2025 $581,668 2026 $184,563 Variance $(397,105) -68% Decrease
Total Expenditures 2025 $2,717,202 2026 $2,306,231 Variance $(410,971) -15% Decrease
Change in Funds Available 2025 $44,652 2026 $250,335 Variance $205,683 461% Increase
Restricted for TABOR 2025 $75,372 2026 $75,212 Variance $(160) 0% Increase
Unrestricted 2025 $122,410 2026 $372,905 Variance $250,495 205% Increase
ENDING FUNDS AVAILABLE 2025 $197,782 2026 $448,117 Variance $250,335 127% Increase
Molly:
So what we've tried to do is give you for your three major funds in the district, which are the General Fund, the Water Enterprise Fund, and the Wastewater Enterprise Fund. For those three funds, we've tried to give you a summary level of the numbers and then why there are fluctuations between what we think we'll end up with this year and what we're proposing in the budget.
We are projecting actual as you know, it's only November and we have to get till the end of December, so there can be surprises. But what we do throughout the year on a quarterly basis is we analyze where we're at at the end of each quarter and consider where we thought we would be at at that point in the year, and then project up to the end of the year.
So that's that 2025 projected column that you see there. When we have been talking about the financials this year, you know, that we've recommended changing and have built into our financials a new model where we are taking those combined costs that used to be split between your water and wastewater fund. And we're accounting for those now solely in the general fund meets that you talked about transparency.
And I think it makes a lot more transparent, to anybody trying to understand the financials, to see total salaries and benefits and not salaries and benefits in this fund and salaries and benefits in this fund. So, with that, this first page that we're looking at is the general fund, the 2025 projected actual column that you see, if the board amends the 2025 budget, the numbers that you see in that column will become your amended 2025 budget.
When we originally adopted the 2025 budget, we it was a different model. We didn't have those combined costs. So that's why we have to amend the budget. We only adopted a budget with it was about $1 million of expenditures. And as you can see, when we rolled those up into the general fund, if we left the budget without changing it, we would we would be over-budget.
And we can't do that according to law. So we need to amend the budget so that 2025 projected column would become your 2025 amended budget. You can see that we started the year with $153,130 revenues $2,761,854. Then you can see the breakdown of expenditures. We have salaries and benefits $495,061 and then the various categories under other professional services insurance office and other staff support operations support coming down to $1,640,473.
Then the firm commitments. The firm commitments are our relationship with the city of Castle Pines and that arrangement where, we are incurring costs and then billing the city of Castle Pines 50% of those costs in order to make that transition of the parks and open space over to the city. And then you can see. So total expenditures $2,717,202 that would become our total appropriations for 2025.
Resulting in a change in funds available of $44,652. The net impact of that would be, to increase your reserve level to $197,782. So about $44,000 is what we're expecting to see as an increase in to that reserve level for 2025. Are there any questions on this fund? On the 2025 projections? I will come back when we get to discussing the 2026 proposed budget.
I'll come back to this page and talk about the differences between what we're seeing for this year and the proposed budget, and kind of some of the variances and why they are what they are. But for now, if there aren't any questions for the 2025 projected actual, I can move on to the next fund.
Jason:
I think you can proceed.
Describer:
On screen. Packet Page 85
CASTLE PINES NORTH METROPOLITAN DISTRICT
STATEMENTS OF REVENUES AND EXPENDITURES WITH BUDGETS
BUDGETARY (NON-GAAP) BASIS
WASTE ENTERPRISE FUND
DESCRIPTION, 2025 PROJECTED ACTUAL, 2026 PROPOSED BUDGET, VARIANCE & % OF INCREASE OR DECREASE
Beginning Funds Available
Restricted for Renewable Water 2025 $15,383,518 2026 $15,464,451 Variance $80,933 1% Increase
Restricted for Capital 2025 $20,911,236 2026 $18,453,564 Variance $(2,457,672) -12% Decrease
Unrestricted 2025 $7,419,482 2026 $7,738,943 Variance $319,461 4% Increase
Total Beginning Funds Available 2025 $43,714,236 2026 $41,656,958 Variance $(2,057,278) -5% Decrease
Operating Revenues 2025 $4,607,184 2026 $4,184,142 Variance $(423,042) -9% Decrease
Operating Expenditures - Direct
Annual Charges/Assessments 2025 $637,496 2026 $644,958 Variance $7,462 1% Increase
Centennial Delivery Charges 2025 $150,000 2026 $350,000 Variance $200,000 133% Increase
Operations 2025 $598,280 2026 $754,998 Variance $156,718 26% Increase
Professional Services 2025 $391,269 2026 $583,503 Variance $192,234 49% Increase
Repairs and Maintenance 2025 $2,339,599 2026 $1,611,427 Variance $(728,172) -31% Decrease
Salaries and Benefits - Water Specific 2025 $21,795 2026 $90,330 Variance $68,535 314% Increase
Utilities 2025 $1,252,425 2026 $1,242,102 Variance $(10,323) -1% Decrease
Total Operating Expenditures - Direct 2025 $5,390,864 2026 $5,277,318 Variance $(113,546) -2% Decrease
Indirect Costs to General Fund (15% of Direct Costs) 2025 $808,630 2026 $791,598 Variance $(17,032) -2% Decrease
Total Operating Expenditures 2025 $6,199,494 2026 $6,068,916 Variance $(130,578) -2% Decrease
Operating Income/(Loss) 2025 $(1,592,310) 2026 $(1,884,774) Variance $(292,464) 18% Increase
Non-Operating Revenues 2025 $4,095,393 2026 $3,783,505 Variance $(311,888) -8% Decrease
Non-Operating Expenditures 2025 $4,560,361 2026 $13,170,000 Variance $8,609,639 189% Increase
Non-Operating Income/(Loss) 2025 $(464,968) 2026 $(9,386,495) Variance $(8,921,527) 1919% Increase
Change in Funds Available 2025 $(2,057,278) 2026 $(11,271,269) Variance $(9,213,991) 448% Increase
Restricted for Renewable Water 2025 $15,464,451 2026 $15,464,451 Variance $0 0% Increase
Restricted for Capital 2025 $18,453,564 2026 $7,316,069 Variance $(11,137,495) -60% Decrease
Unrestricted 2025 $7,738,943 2026 $7,605,169 Variance $(133,774) -2% Decrease
ENDING FUNDS AVAILABLE 2025 $41,656,958 2026 $30,385,689 Variance $(11,271,269) -27% Decrease
Molly:
Okay. So the next fund that we have information on is the Water Enterprise Fund. Again, the 2025 projected actual is here presented just for your information, we are not recommending to amend the budget. And that is because within the adopted budget, even though categories of expenditures have changed and some have moved into the general fund overall, the budget that was adopted had enough appropriations in it to cover what we're thinking.
We're going to end the year end with our expenditures. So that's why there's no recommendation to change the budget. But looking at the projected actual, you can see total beginning funds, $43,714,236. Operating revenues $4,607,184. Then we go down to operating expenditures $5,390,864. Indirect costs to general fund. That's that new line item that we incorporated.
Once we pulled those combined costs into the general fund, in order for the water and wastewater to pay a portion of those costs, because those funds do benefit from those services. That's why we charge that indirect costs rate. That becomes revenue to the general fund. So you can see the operating income was 1 million or it's a loss
$1,592,310. However, if you look down in Non-operating revenues, $4,095,393, non-operating revenues include our interest earnings, which are substantial enough at this point in time to kind of offset that operating loss that we're seeing here. One of the things that I know Bartle Wells has been doing is they've evaluated rates, is really looking at operating costs and capital projects and trying to considering the whole picture as we're moving through time.
So when I see that negative number, I'm not alarmed by it, because we do have offsetting revenues and not non-operating revenues right now. Non-operating expenditures $4,560,361 so non operating loss for $464,968 change the funds available a little over $2 million. So that's why you see the $41,656,958 in projected actual. That was not unexpected to decrease our reserves as we know, as we've been talking a lot about rates and capital projects and all of that, we intentionally want to use some of those reserves to, invest in, in the district.
So, that is not concerning at all to see that go down any questions on the water fund before we move on to the wastewater fund?
Jason:
I think we can proceed.
Describer:
On screen. Packet Page 86
CASTLE PINES NORTH METROPOLITAN DISTRICT
STATEMENTS OF REVENUES AND EXPENDITURES WITH BUDGETS
BUDGETARY (NON-GAAP) BASIS
2025 Projected Actuals, 2026 Proposed Budget, Variance and Analysis
WASTEWATER ENTERPRISE FUND
DESCRIPTION, 2025 PROJECTED ACTUAL, 2026 PROPOSED BUDGET, VARIANCE & % OF INCREASE OR DECREASE
Beginning Funds Available
Restricted for Capital 2025 $2,702,189 2026 $1,185,196 Variance $(1,516,993) -56% Decrease
Unrestricted 2025 $3,059,662 2026 $4,125,435 Variance $1,065,773 35% Increase
Total Beginning Funds Available 2025 $5,761,851 2026 $5,310,631 Variance $(451,220) -8% Decrease
Operating Revenues 2025 $2,679,397 2026 $3,038,589 Variance $359,192 13%
Operating Expenditures - Direct
PCWRA Sewer Charges 2025 $725,000 2026 $777,200 Variance $52,200 7% Increase
Operations 2025 $477,060 2026 $496,525 Variance $19,465 4% Increase
Professional Services 2025 $13,208 2026 $13,736 Variance $528 4% Increase
Repairs and Maintenance 2025 $279,107 2026 $310,271 Variance $31,164 11% Increase
Salaries and Benefits - Wastewater Specific 2025 $5,821 2026 $22,153 Variance $16,332 281% Increase
Utilities 2025 $96,088 2026 $160,352 Variance $64,264 67% Increase
Total Operating Expenditures - Direct 2025 $1,596,284 2026 $1,780,237 Variance $183,953 12% Increase
Indirect Costs to General Fund (15% of Direct Costs) 2025 $239,443 2026 $267,036 $27,593 12% Increase
Total Operating Expenditures 2025 $1,835,727 2026 $2,047,273 Variance $211,546 12% Increase
Operating Income/(Loss) 2025 $843,670 2026 $991,316 Variance $147,646 18% Increase
Non-Operating Revenues 2025 $251,771 2026 $4,900,000 Variance $4,648,229 1846% Increase
Non-Operating Expenditures 2025 $1,546,661 2026 $7,509,328 Variance $5,962,667 386% Increase
Non-Operating Income/(Loss) 2025 $(1,294,890) 2026 $(2,609,328) Variance $(1,314,438) 102% Increase
Change in Funds Available 2025 $(451,220) 2026 $(1,618,012) Variance $(1,166,792) 259% Increase
Restricted for Capital 2025 $1,185,196 2026 $0 Variance $(1,185,196) -100% Decrease
Unrestricted 2025 $4,125,435 2026 $3,692,619 Variance $(432,816) -10% Decrease
ENDING FUNDS AVAILABLE 2025 $5,310,631 2026 $3,692,619 Variance $(1,618,012) -30% Decrease
Molly:
So the wastewater fund, similar format. So you're going to see that we started the year $5,761,851 operating revenues $2,679,097. Operating expenditures $1,596,284. That indirect cost, that 15%. That goes to the general fund $239,443. For total operating revenues or expenditures of $1,835,727. This fund has an operating income, so $843,670.
Non-operating revenues $251,771. Non-operating expenditures $1,546,661. Total change in funds available, down about $450,000. You can see then that leaves us with an ending balance projected of $5,310,631. Also, and I should point this out with the water fund, we are now showing the different components of the reserves. So this will become important when we talk about the 2026 budget, where you're seeing a reserve for capital and an unrestricted reserve.
And that was really if you remember when we brought that into the financials, we just went back the last ten years and kind of rebuilt that reserve to see how did it end up that way, what money came in that led to that balance being what it is, because it's a very large balance. And what we discovered when we did that is that it was primarily related to, your capital fees, your, what are they?
Nathan, help me with the, tap fees, tap fees basically, and so, that is the the bulk of why the district's reserve is so substantial at this point. So we do want to keep and continue to, to monitor what those reserve levels are in each specific category. Are there any questions on the projected actual for this one?
Nope. The only other fund that the district has is another fund that does require a 2025 budget amendment. So and it did not. We did not do a summary like this for the Conservation Trust Fund. The reason we did not is because it really is just a pass through at this point. It is money specifically for parks that ends up with the city.
So until the district service plan has been amended, the money will continue to come to the district and then go to the city. And once that everything's been finalized, the city will receive those funds directly. We did not adopt a budget, a 2025 budget for the Conservation Trust Fund, probably because we thought at that point that we would that the city would be receiving those funds directly.
But if you look on page packet, page 77.
Describer:
On screen. Packet Page 77
CASTLE PINES NORTH METROPOLITAN DISTRICT
STATEMENTS OF REVENUES AND EXPENDITURES WITH BUDGETS
BUDGETARY (NON-GAAP) BASIS
December 31, 2024 Actuals
Actuals, Projected Actuals, Budget and Variance through September 30, 2025
2026 Proposed Budget
Conservation Trust Fund
DESCRIPTION, 12/31/2024 AUDITED ACTUALS, 2025 ADOPTED BUDGET, 2025 PROJECTED ACTUAL, ACTUAL THROUGH 9/30/2025, BUDGET THROUGH 9/30/2025, FAVORABLE (UNFAVORABLE) VARIANCE, 2026 PROPOSED BUDGET COMMENTS in this order.
Beginning Funds Available $0 $0 $46 $46 $0 $46 $0
Revenues
Lottery Proceeds $97,731 $0 $93,661 $55,246 $0 $55,246 $100,000 Comments Expected to Transfer to City in 2026 - Placeholder
Interest $260 $0 $561 $421 $0 $421 $500 Comments Expected to Transfer to City in 2026 - Placeholder
Total Revenues $97,991 $0 $94,222 $55,667 $0 $55,667 $100,500
Expenditures
IGA - City of Castle Pines $97,945 $0 $94,268 $55,713 $0 $(55,713) $100,500 Comments Expected to Transfer to City in 2026 - Placeholder
Total Expenditures $97,945 $0 $94,268 $55,713 $0 $(55,713) $100,500
Change in Funds Available $46 $0 $(46) $(46) $0 $(46) $0
Molly:
Very, very simple. There was a little fund balance, probably from some interest at the beginning of the year that didn't get remitted to the city. That was earned on these funds, that $46. Then you can see that we're projecting $94,222, projecting to send all of that money back over to the city. So it includes the quarterly, payments that are received, plus any interest that we earn on those funds.
Leaving no, no fund balance. Because we did not adopt a budget, though we do need to look at amending the Conservation Trust fund budget. So those are the two funds that we'll be looking at when we talk about amending the 2025 budget.
Are there any questions?
Jason:
Any of the board has any other questions? I think we've gone through this first the last 3 or 4 months. Pretty on the pretty close to being on same page.
Molly:
Yeah. Great. So I guess we just need to do the public hearing for the 2025. But.
Jason:
Paul, can you give me the verbiage on that.
Paul:
Yeah. So you just, you moved to.
Yeah. So you just need to open and you, you can just simply move to open the budget hearing. Very good. I move to open the public hearing for the budget 2025 amendment. So anybody have anything they'd like to speak about?
Take the mic and, give us your name and address, please. Steve.
Steve:
Steve does same address. Want to address two aspects of the, rate increase. One is the process of how the citizens are informed, and two is the substance of it. I am somewhat confused about Bartle Wells presentations here and I'm sure they're doing a good job on it, but,
Jason:
Steve, can I interrupt you for a second?
We're talking about the 2025 budget amendment. What? You're talking about is our next item. I see no problem. Thank you. Okay. Any other public comments about the 2025 Budget amendment hearing? None. I'll go ahead and close out the public hearing and we'll move on to item C.
Tera:
I move to approve. I move to adopt the 2025 budget amendment as presented.
Jason:
Do we have a second?
Board Voting All Speak:
Second? Having a second? We'll move to vote. Jim.... Approved. Tera I, Leah, approve. I approve as well. The motion to adopt the 2025 budget amendment passes.
Jason:
And with that, we'll go ahead and close our item number nine. And now we'll move on to item number ten, which is the 2026 budget and rates with the presentation from Molly and Erik.
Molly:
Thank you. So I'm gonna start off. I'm going to start first and go through. Now back to those same pages we just looked at. Go through what we're looking at for 2026 proposed budget wires. What the variances, what the primary drivers are in those variances between what we think will happen in 2025 and what we think will happen in 2026.
And then Erik Helgeson, I believe, is on line to give a little more information about the rates. Okay.
Describer:
On screen. Packet Page 84, see description above.
Molly:
So we'll look at starting on page 84 2026 proposed budget. Our total beginning funds available is what we anticipate ending the 2025 year. With that set, $197,782 revenues. We believe in the proposed budget to be $2,556,566. The primary reason for the decrease is the.
We have a $200,000 decrease from the amount projected for 2025 to the amount anticipated in 2026 for the City of Castle Pines IGA reimbursable costs revenue. So that is the 50% of the costs, engineering costs primarily that we've been billing the city for. That effort is starting to wind down. We're not going to see as many costs, which means we won't see as much revenue.
So that is one main reason for the decrease in the revenue. Salaries and benefits. Is it starting with expenditures now salaries and benefits? You can see a variance of 203,295 between what we're projecting in 2025 and what we think will happen in 2026. The primary reason for that is the addition of the deputy district manager. Then we get into the other categories of expenditures.
Professional services we believe won't go down. Primary reasons for that decrease is district staff is now internally handling accounts receivable. prior to a month or so ago, the district was still utilizing CRS for some of that work, reduction of some legal costs related to the parcel transfers. Again, because this has just been there have been a lot of those costs this year.
But we we believe that will wind down a little bit next year. And then we also had some one time costs for the mineral rights evaluation. So that's why you're seeing a decrease in those particular line items over a. insurance kind of similarly, we believe that will go down because of the transfer of certain assets to the city.
Property and liability insurance should go down for the district. And then those last few categories just very, very similar to current year, with the not a lot of, changes there. We did build in inflationary increases. But we also removed some of what we can think are one time costs that happened in 2025 that will not be ongoing.
So that's why you see that pretty flat with those line items. Then you get down into firm commitments. Again, the the reduction in costs associated with the parcel transfers, from the district to the city. That's why you see those costs going down, that $397,105, with projecting ending funds available for 2026, to be $448,117, which is about $250,000 more than we think we're going to end this year with.
We believe this just allows you to have a healthier, resilient third level. It's not it's it's not, extravagant by any means. However, what we will be doing this upcoming year is evaluating whether we need to bring a proposed policy to the board for reserves so that we can actually set some targets, because once we do that, once we say we believe the general fund reserve level should be this, then what it allows us to do is if all the other revenues are static, property taxes, that kind of thing, then it will allow us to look at that indirect cost rate that we're charging in the water and wastewater fund and potentially we kept it
at 15% for 2026, but potentially we could reduce that a little bit. So that is something we'll be monitoring and bring bringing to the board next year.
Jason:
Okay. Questions on the 2026 budget for the general fund.
Jasmes:
There you go. Oh, we
Tera:
Actually I was just going to say thank you for laying it out this way. What the, reasons of those things and your explanation that that really was easy to follow. Great.
James:
Similar comment. The increase decrease. We talked about it last week, and I'm really glad you could put that in.
Super helpful. Just really interesting, professional services, other the, and then the increase in salary and benefits, it looks like they nearly offset each other. Is that what I'm seeing? Just to confirm that.
Molly:
They they do. Okay. Very, very close. Okay.
James:
And, and that projection for that is to sort of continue on.
So we should see, you know, next year we're just going to be zero. Then I think, you know, as far as ups and downs because we'll have it in-house. So I appreciate it. And then, I think that's it. Thank you appreciate it.
Molly:
And just, for anybody watching that wants more information. The numbers that lead into these summarized categories are detailed out in the financials.
So if somebody really, really wants to see exactly what makes up the professional services, that ten line items or whatever, those are, those are in the packet.
Jason:
Great. Thank you. Let's move on then to the next fund.
Describer:
On screen. Packet Page 85-86, see description above.
Molly:
Okay. So then we get into the, water and wastewater funds again. I'll just go through kind of what I just did with General Fund, and then I'm going to turn it over to Erik to talk a little bit more about the rates.
All right. With the district's Water Enterprise Fund, total beginning funds available $41,656,958. And again, I just want to keep, reminding that this is our projected. So this number will absolutely change 100%. So, we still have to get through the rest of the year. But this is what we believe at this point in time. We'll start about there.
Then operating revenues $4,184,142 with operating revenues. We're projected to decrease. Three reasons for that decrease is anticipated water service revenue. down a little bit. We think this year might have been a little high. And then that's been considered in the rates as well. And then elimination of the $150,000 golf course water delivery revenue that just moved over to the wastewater fund.
So that is the primary. Those are the primary drivers for the reduction in revenue. There has been a new revenue incorporated into the 2026 proposed budget for the Cross Connection control program. So there is an additional revenue there. Then we get down into the expenditures. Annual charges and assessments are projected to remain relatively stable, with a nominal increase of $7,462.
Centennial delivery charges are projected to increase by $200,000 depending on the year. These these charges can fluctuate quite a bit. And so what we're trying to do is be conservative with our estimates, since it is a cost to the district. And not just automatically assume it would be about what it is this year.
Leah:
I have a clarifying question about that.
For the delivery charges you mentioned, they fluctuate quite a bit. What what causes of fluctuation?
Molly:
I'm going to turn it over to Nathan.
Nathan:
So, those fluctuations are driven primarily by weather. Honestly, it's, demand charge, specifically for this year, these centennial now Highlands ranch charge. We're expecting that to be a little bit higher for two reasons. One, we stayed off of the interconnect to allow Highlands Ranch to do a capital project.
And then we're anticipating being on that interconnect, into June rather than the normal May deadline to allow us to do our filter project.
Jason:
Thanks, Molly. Continue.
Molly:
Okay. Then we get into operations. Operations increase. $156,718 or 26%. Primary reason for that increase is attributed to additional one time costs related to water meters that we're we're hoping we'll we'll do in 2026, not necessarily ongoing costs. So again that comes into play later on. But that's why that that that went up.
Professional services increased $192,234 primary reasons for the increase, an increase in the cost associated with the back flow program, the water resource study, and the ATP and O&M manual. The increase in costs associated with the back flow program is offset partially by that new revenue that I just described. Both the water resource study and the site plan and manual development are not necessarily ongoing.
I know sometimes those types of projects can span several years, but generally once they get to a complete product, then there's just the maintenance. So, so those costs may go down in the future, but that is the primary reason for seeing the increase to next year. Repairs and maintenance costs are expected to decrease.
And, you know, this is no surprise. We've been talking about it all year that this has been, we've had a lot of cost in this area this year. So what we did is look back the last few years kind of considered what capital projects were happening. Can we lower this budget. So again, this is a difficult one to predict.
But we did lower this budget thinking that this year was an unusually high year. So that's why you see that decrease in this category. The next one, salaries and benefits. Water specific.
James:
Can I ask you a question? I mean, you lowered it, but what was the methodology to lower it, I mean, total I mean, I know we repaired and replaced a lot of pipe.
Yeah. Is it a percentage of what we repaired that we. You know,
Molly:
It wasn't as sophisticated as that. It was more just saying. Let's look at the last. I can't remember what we looked at the 3 to 5 years and kind of said, let's kind of average it out. So it wasn't, there wasn't a lot of detail that went into that estimate.
In the future, I know we've talked about we'll have better data. We'll have we'll have be more on the proactive side, and can hopefully come up with some mechanisms to say, okay, this is really where we think it should be. Ideally, you know, we get to a point where it would just be, you know, as long as we put in $500,000 every year, we're going to be good.
But we're still in the works with that kind of thing.
James:
Yeah. I guess my only issue with that is, could we do a better job there? I mean, looking at what's been replaced and upgraded and what have you, that shouldn't need replacement based on the total number of pipe feet we have in the in the district.
You know, I appreciate it's kind of a difficult thing to do at this point. I mean, we we truly are just in a mode where stuff is old and failing and we're doing a good job to replace it, but we can't do everything at once because of budget limitations. But, you know, going forward, we've talked about this over the year.
I think, when does that kick off, you think, Nathan like where we have enough base data to, you know, to, you know, get out of the mastication, kind of like and get into this. We have this we, we know this is going to replace or potentially break and has to be replaced. Is that a year or 2 or 3?
Nathan:
So that we should have a much better handle on that coming up in 2026. So the next evolution of the asset management program is a more comprehensive distribution system analysis. We're going to leverage a couple different tools. We haven't, completely defined the methodology yet, but essentially we're going to identify using historic records like our repair cost per lineal foot.
And we can use that to kind of chase out problem areas. And neighborhoods will get a lot more robust predictability out of that. That'll be built inside of our Ames platform.
James:
I appreciate it. I mean, again, I'm not trying to give him a hard time because, again, it is what it is. And, you know, this stuff's just getting old, so I appreciate it, but I just want to understand if we think we have enough in the budget for contingencies or not.
And that's the only concern I have is how we did that and whether or not we're going to get caught short next year if we have one or 2 or 3 events that we weren't projecting.
Molly:
And that that is, you know, getting back to the purpose of a budget is for planning. And, hopefully targeting where your funds are going to go.
And there are things that come up that are unexpected. And, if something like that happened and it were to create a situation where we would be over budget, then what we would be doing is coming back to the board and asking for a budget amendment and explaining why. So there isn't a, there there are ways we could handle it if that does end up occurring.
James:
I mean, and again, not to draw it out too much, but do we get into trouble, say we have a three, $400,000 hit that we weren't anticipating over and above? As far as budgetary and limitations. And what we can do is add a problem for us.
Molly:
No it isn't. But kind of going back to our discussion related to reserves, I do think that taking some time next year, while you are well positioned before you get into a situation where you don't have as healthy as reserves as you do, and we are going to intentionally spend those reserves.
So it would become more important to get to that baseline. And the policy can even incorporate into it what the leverage, what what it would be to kick in. Okay. If it goes below that, we have to replenish this reserve that has to be part of our plan is to replenish that reserve. So I know I got a little off track but did that.
James:
Yeah. Helps. again, I just I just had a concern of how we did that and what methodology we used. And, I think as we go forward in with all the repairs and replacement, everything, you know, one, the knowledge gets better. And two these costs should start decreasing or at least stabilize. I mean, there's always going to be stuff that breaks.
It's just a fact of life. It's just, you know, we had a couple rough years, I think so, thanks.
Molly:
All right. Moving on.
Leah:
Oh. Quick question. Paul, do we have any legal obligations around reserves?
Paul:
You have to you have to keep a certain amount. I want to say 3%, but other than that, I mean, you're free to go above it, but beyond that, there's there's no, no requirements.
Leah:
Thank you.
Describer:
On screen. Packet Page 85-86, see description above.
Molly:
All right. Looking down at the next category, salaries and benefits, one or specific. So I mentioned the general fund and that contains most of these types of costs. The only employee that we felt it was appropriate to charge directly to the enterprise funds is Troy, who you met tonight. because of the work that he does is solely related to these categories.
And 80% of his salary and benefits would be to the wastewater or the water fund, and 20% to the wastewater fund. So that's what you see in there. The reason for the difference is because he came on board the end of August and, so you only see a partial year for 2025 projected, but the 2026 proposed budget contains the full year, 80% of his costs here.
The next line item is utilities. Looking at kind of a moderate nominal increase here, we did incorporate inflationary, increases. However, the reuse pump pump pumping has been eliminated from the Water Enterprise Fund and moved over to the wastewater fund. So that that's why you're seeing that that line stay relatively flat. Then we get into non-operating revenues and non-operating expenditures.
We're looking at non-operating revenues going down by about $300,000. Primary reasons for that or an anticipated reduction in interest and elimination of the renewable water investment revenue. We still had some of that revenue come in in 2025. The reason we're anticipating a reduction in interest is interest is is can fluctuate anyway. But also as we spend reserves, we're not going to be earning as much money.
So that's partly the reason for that. Non-operating expenditures are projected to increase $8.6 million primary reasons for the that incorporating planned capital projects, as well as a loan from the water fund to the wastewater fund. So that's also included in that nono-perating expenditures category. And you'll be hearing more about that and how that would work, later.
But that's what's in that category, projecting to in the fund with $30,385,689, less than the ending funds available that we're projecting for 2025. Reason is the decrease is the intentional spending of reserves for capital projects. So if you look at, the different categories of reserves here, you'll see that the unrestricted went down slightly.
Not much. It's in that restricted for capital like nine of the reserves where you're seeing it go down by 11 million because of projects.
Any questions on any of that before we move on.
Tera:
So in the utilities line does that I know typically one of our really expensive line items is obviously electricity from core. And I know core had reached out a couple times about doing a rate study. Is any of that been done and is not included in here?
Nathan:
Yeah.
So it is captured. The rate study, has been completed. We're going to be changing the it's basically just a different rate code that Coral assigned to us. So they're looking between I think that like a 6% increase in their overall utility bills for us next year. what we're going to be able to reduce from that 6% increase will drop our rates about 4% total below that.
So it's not a huge savings, but better than nothing.
Describer:
On screen. Packet Page 86, see description above.
Molly:
Okay. Any other questions. All right then looking at the wastewater fund, proposed budget would be what we're projecting to in 2025 with that $5,310,631 operating revenues. $3,038,589. When we look at those operating revenues, the primary reason for the increase is the primary reason that the water fund get decreased and that is moving that golf course, water delivery revenue into the wastewater fund in the 2026 proposed budget.
Then we get into the expenditures, operating expenditures, PCWRA sewer charges expected to increase approximately 7%, resulting in that projected increase of $52,200 operations costs. We just built in an inflationary increase. Not a lot of, other considerations in that that line item for this particular fund, professional services, which in the wastewater fund is just sewer specific, engineering are projected to increase the inflationary amount, repairs and maintenance costs.
We built in a little bit of an increase, kind of the converse of what we're seeing in the water fund, thinking this might be a somewhat of a low year in this fund, again, going back over time. So we we, we increase that one a little bit. Salaries and benefits, wastewater specific. again, this would be 20% of your field services technician that's charged in this fund and utilities.
The primary reason for the increase is that that reuse pumping, came over into the wastewater fund from the Water Enterprise Fund. Then we get into non-operating revenues projected to increase by for that $4,648,229. The biggest driver of that is that $4.8 million loan that we've built in from the water fund to the wastewater fund. Non-operating expenditures projected to increase $5,962,667.
Again, due to incorporating costs for planned capital projects with an ending fund available to be $3,692,619 about $1.6 million, or 30% less than the ending funds available for 2025. Primary reason for that decrease is intentionally spending of reserves for capital projects. The result of that proposed activity year 2026 results in fully utilizing the capital the restricted for capital reserve leaving just that restricted as a sole category of reserves.
So that will be something again that we'll be talking about in the future. looking at once the big lift station project that spanned several years is completed. Is there a need to have a special revenue or something that is dedicated to capital, or are we then at a point where we can just carve out some of our other revenue to support any future capital projects?
So that's something we'll be continuing to look at. That's why when you look at the financials and you see that in the operating revenues and expenditures, this fund actually is covering its costs even before a rate increase. So that doesn't mean the rates don't have to go up because this this fund doesn't have enough money to handle the capital projects that it needs to handle.
So again, it's just something to be aware of, not anything that we have to do right now. But we need to just continue to monitor it.
And then I think with that, this is a good time to turn it over to, unless there are other questions.
Jason:
I have a quick question. So Nathan, last meeting or so you came to us with, I don't know, $80,000 for building security. Has that been factored into the budget for next year?
Nathan:
Yeah. So it was just over $60,000 at the board's request.
I'm looking for, just other better comparables. We did include that. It's part it's a component built into the water treatment plant. capital expenditure.
Jason:
Okay. Thanks. So, yes, now we can continue with Erik and do the rate study.
James:
I need a quick one, if you wouldn't mind. The water that we're, pumping to the golf courses,
Essentially, are they covering there? Are the those rates covering their costs at this point, or is it, you know, when you go back and you look at what we were charging them and what we were pumping?
Molly:
I think that is part of what Erik can. Can you address that question? Erik?
Erik Helgeson, Bartles & Wells:
Yes, I can I can address that. And, yeah.
So I'll address that first and go into what I was going to say and, thank you, Molly, and good evening, board. The, the, reuse rates. We reevaluated this year and we looked at all of their direct costs, which is which are the costs from PCWRA and, change, restructured, recommend a restructuring of their rate to have those costs be all recovered on a fixed, fixed basis.
For the seven, irrigation months. And those costs consisted of the PCWRA costs, potential, loan, from, you know, from the, the district to, a the cost of the savings rate of the district, over 30 years. So, but there are some unknowns with that. I think that whether or not there's going to be an SRF loan or not, for a component of the capital, from PCWRA but, essentially the fixed costs, the capital costs, repayment for the capital costs and, 3%, portion of operating costs, admin costs, was included in their fixed charges.
So there is a reimbursement to the district for the administrative expenses.
Jason:
Erik can I pause you for one second. Do we have a slide or anything to to highlight what we're talking about here.
Nathan:
Yeah. Erik you got a slide in your presentation. I think maybe we just go into the rates presentation and then we can hit that slide when we get to it.
Erik:
Yes. And actually we were just planning on doing a recap with the budget this time. So I will pull up the, I'll pull it up from I think the best thing is to pull up a table from the most updated, most updated analysis and just show that, I'll bring that up right now.
Describer:
On screen via Zoom Call. No in-house access to this information.
Table 12, Revenue Requirement - Reuse Customers Castle Pines North Metro District Wastewater Rate Study - Draft - Contact Bartles & Wells for access to this information.
Erik:
Yeah. So there were, PCWRA project, is now, I believe, considered one phase, but, the there's a current amount which they have funding for and a future amount, which will either be paid by the district and then the reuse, the golf course will pay back the district over time or a and restructure that to reflect the same terms as the Inter fund loan between, the water fund and the wastewater fund.
And then there was also the pond project, which we also assumed would be structured in the same way. And then there are the admin costs, which and the fixed costs from PCWRA. So all those are going to be recovered on a fixed basis. So there won't be any uncertainty or risk for either party. The district will be reimbursed for its costs, and the, golf course will know what it needs to pay.
And then on top of that, the, PCWRA charges a variable costs. And we are recommending that that just be passed through directly on a volumetric basis or whatever PCWRA, I believe it was, $0.51 a gallon. yeah. There's the current volumetric rate. And to just charge the, the golf course, that same rate so that, and just pass those, it's essentially a direct pass through to PCWRA.
Does that answer your question on the the, re-use rates?
James:
I know I asked the question, but, that was a lot of information. Maybe go back and just summarize this 20s or less.
Erik:
Sure. To summarize the the all of the costs are now we recommending being recover on a fixed basis, except for the volumetric rate charged by PCWRA. And we recommend just passing making that a direct pass through.
James:
Okay. Thank you. That helped.
Erik:
Thank you. So, today I was just going to summarize at a very high level, what we did, to get to, this point, the, the revenues that were recommended and included in the budget, reflect the, financial plans that we developed. Both enterprises are self-supporting, meaning rates are the primary, source of revenue for those enterprises.
We, as Molly was, saying, we looked at the operating costs, the district that, actual and budgeted operating costs. We also looked at the long term capital costs, and, and we looked at the current reserve level and a reasonable, ending reserve level in the next five and ten years to make sure that the trajectory of the revenue increases was, prudent and, to, not, be too high, but also keep the district in a, in a strong financial position.
We are recommending a 4% or about a $235,000 increase to water revenues and a 6% or $224,000 increase to annual wastewater revenues. And that will ensure that both enterprises maintain balanced budgets. And, in the long term, we recommend reevaluating that as, as time goes on. Seeing what kind of water years you have, whether you have, high use year or, year where there's depressed use could influence that.
And also seeing, the result of some of the capital costs and whether you get SRF financing on the wastewater side, and what the, you know, renewable water projects end up looking like, on the water side. We then took that amount of revenue that was needed and performed a full, cost of service evaluation.
So we, we identified the nexus between the current costs incurred by the district, what drives those costs, and how that relates to the, rates that are collected. So some of the rates in the, proposed rates don't exactly mirror the overall revenue increase, but they're, updated to reflect the current, cost structure of the district.
Since the we gave our presentation on the last, meeting, there have been a few updates to the budget which caused some of the cost of service allocations to change by a penny or two. But overall, the where the revenue is the same recommendation is the same, and the rates are very similar. And that concludes what I was ready to say.
Thank you.
Leah:
But I have a quick question. And more for context for the folks here. So when was the last time that we raised our rates and what's typical of this industry?
Erik:
Typically, rates are raised every year. that's the best practice because you want your rates to be you want your increases to be predictable and keep pace with inflation.
So if you have more, even incremental increases, you end up collecting more revenue over time to cash fund capital projects, reduce debt and, you know, it's a little more predictable. The district has, you know, had a good track record of doing that. You also have, higher reserves. So the last time the rates were raised was, I believe, 2021.
And so the district has maintained, even rates for several years, but now it is having to, get well, I believe the last rate increase was actually last year. I apologize before that. There was not a rate increase since 2021. So you had a period of of of about four years without rate increases, increased rates.
And now you're back on a trajectory victory of keeping pace with inflation.
Nathan:
And Erik, correct me if I'm wrong too, but this is, the first time we've done a full cost of service evaluation, at least since 2019. So there was and even that might have been a rate update. So it's been a while since we really went back to zero and built everything up with our projected costs and, and those types of things.
So that's included in this rate study.
Erik:
And I would say, I don't think that that hasn't been done since I've been involved. So, it hasn't been done that we since 2015.
Jason:
Great board. Do you have any other questions for Erik? Hearing none. Thank you very much, Erik, for your presentation. We'll go ahead and close the presentation and make a motion to open public hearing for the, adopt the 2026 proposed rate structure. I'm sorry to open the public hearing for the rate structure and the 2026 budget. Can't do both at once.
Okay. If there's anybody that would like to talk, please form a line at the microphone and we'll hear your questions.
It's all you, Steve.
Steve:
Steve Dawes 5703 Jasper Point Circle. That last presentation actually answered the number of my questions. So the good news is, I have less to talk about. The first time we received information from Bartle Wells was the report that they issued back in, October, which is this report. And as I understood it, they were proposing 4% & 4% increases for water and wastewater.
And now it's 4% and 6%. So I assume the wastewater increase of additional 2% is is based on a more detailed analysis and further information. Is that fair to say Erik? Either, Erik.
Erik:
I, I actually believe that must have been a typo on the wastewater slide. I believe the, the the revenue, recommendation was six. I apologize for that.
Steve:
Well, then I understand what the increase is. And I have to say that the last presentation was on explanations and micro print underneath the numbers, was very helpful. And I would assume that it would be helpful for members of the public to, have that information, maybe in a more summarized form, because it's still technical, but this is what I've been driving at the last number of times I've talked about this here public is why we're raising it four and 6%, and we're projecting increases similarly because primarily capital, of course, the way this was analyzed, I think that's the first time it's been done, at least that I can recall since I've been here.
And I commend that being done. And, and, would hope that Sigler or somebody could use that. And then their publications say, okay, here's this rate increases. You wonder why this is what it is. The only real substantive comment I have, though, is, this rate study that came out November 22nd was Saturday, and it appeared in the packet today.
And it appears to have a significant amount of information. And I'm wondering if there are some way in future years that this information can be published on the website more than two days before you're going to have a vote on the rates, and the information contained in the notes, more so that people have a chance to I mean, I'm just learning this isn't going along here.
And I would think that people would want to, have that information read more in advance. I think we made the same comments a year ago. But, you know, maybe maybe next year, Thank you.
Jason:
Thank you. Steve.
Okay. We'll go. Unless anybody else would like to speak. We'll go ahead and close out the public hearing. So hearing none, we'll close the public hearing, session and we'll move on to item number C, which is considering to adopt the 2026 proposed rate structure.
Board Voting All Speak:
So I hear a motion. I'll make a motion to adopt the 2026, rate structure as presented.
I'll second the motion to adopt the 2026 budget as presented. Thank you. Have in a second we'll move to vote. Jim. Approve. Tera I Leah approve I approve as well. The motion passes. The next item on the list is to consider the to adopt the 2026 budget. Do I hear a motion? I'll keep it going. I'll make a motion to adopt the 2026 budget as presented.
Second. Great. Having a second. We'll move to vote. Jim. Approve. Tera I Leah approve. I approve as well. The motion passes. And what's up with that? We'll close out item number ten.
Jason:
Okay. We'll move on to item number 11 than the 2026 professional services Proposed contractors and agreements will begin with, Elevated Clarity.
Describer:
On screen. Packet Page 93
Castle Pines North Metropolitan District
Contract Analysis Prepared: 11/20/2025
These are large grids with writing so small it cannot be read on screen. I refer you to the packet too and Molly will highlight important information.
Molly:
For getting that provided in your packet is the contract packet Page 181 is where that begins. Also, included going to page up in the supplemental information in the financial section there is page 93, 73, 93. Yeah. Thank you. based on some conversation that happened at the work session, tried to provide kind of a snapshot of what the differences are in current year contracts and what we're looking at for next year.
So I'll address Elevated Clarity. You can see that the dollar amount the current year contract was $135 going up to $147.50. And so there is an increase there. However, we also have built in additional hours to cover some of the projects I mentioned. The you before implementation and also looking at the financial system to gain some efficiencies.
So again, those are not necessarily ongoing dollars that would need to be committed to financial and accounting services, but we believe we're on track to, improve our services to you. And so that's why we are building in that that additional support there. And I'd be happy to address any question. This does include the same scope that we've been providing this year the budget, the audit, monthly board meetings, that kind of thing.
So similar scope. I just will say we we, are continuing to look at how we're providing information to you and we'll continue to work on that, and provide meaningful information to you.
Nathan:
Worth noting? because I don't think Molly would do it anyway, but the, proposed rate at the $147.50 an hour, that actually includes a small, deduction from their standard rate, standard rate at $150.50 an hour.
That's something that Eric and Molly did in their proposal unrequested they just added that to us, or did it on their own.
Leah:
I also wanted to say this view is fantastic. It's very helpful. So thank you very much.
Jason:
I agree questions, any other questions for Molly?
James:
Just a comment. again, thank you. And Eric, it's a welcome change from previous years.
Previous years, it was difficult to understand anything. And, I think we were finding mistakes repeatedly. And you guys uncovered a few of those in the past year. So thank you again. And, you know, just hope you can keep it up. Thank you.
Jason:
Great. Thank you. Molly, we'll move on to the Sigler communications contract. yep.
Describer:
On screen. Packet Page 93
Castle Pines North Metropolitan District
Contract Analysis Prepared: 11/20/2025
These are large grids with writing so small it cannot be read on screen. I refer you to the packet to and Nathan will highlight important information.
Nathan:
So, we included all of the information the board requested. Really? Just comparing it. The similar contract doesn't. Changing, substantially. They did have, some changes in their hourly fees, which are detailed. Let me down right here on the right slide. So I'm just going to be speaking from that page 93. you know, fairly nominal change year over year, $7,430.
And then that really does just include better planning. We have a better feel for the scope. We know what we're going to do next year. Any other questions on similar. Or. I can also just kind of roll through these really quick.
Jason:
Why don't you keep it going? so, Semocor. Whoops. Lost my page here.
The Semocor contract really didn't change. They didn't change their hourly rates, at all. There's a 2% escalation. What page did I say that it was Molly? Thank you. Which is the 2% that they have in their contract. If we didn't do anything to bump it up, it would just go up 2%. So there's, there aren't any other changes in scope, changes in hourly rates.
So they're, you know, after hours calls, time, materials. We're not going to see any increases there. And then Kennedy Jenks is actually, this is just for their general engineering services contract. They did have, changes in their rates. those averaged just under 5%. They're like 4.93%. The total overall scope is actually reduced for general engineering services this year.
It doesn't look like up there it is. So the really the only difference there is pulling that water treatment plant scope out. We had had we were doing a lot of on-call work at the treatment plant, and since now we're in the final capital phase with the filter project, we don't really need that on-call line item anymore.
That's included in the filter, rehab proposal. And so that one didn't change year over year. We're also only about 50% through that budget this year. So we'll we'll see how that pans out next year. But we're not asking for any additional money. We're just asking to keep it the same. In spite of their slightly increased, hourly charges.
Jason:
Okay. And at the board's request, we moved item number or item letter D, off of, number four to, this section as well, the Kennedy Jenks filter rehab contract for amendment.
Nathan:
Yep. I don't have anything additional to say with that one. If the board is ready to move or if you don't have any additional questions, I would ask for a contingent approval
removing the items that were identified by Mr. Dawes earlier,
Paul:
And that being the indemnification clauses and the, conditions. Jurisdiction, the clause, changing that to Colorado instead of any other states which California.
Tera:
So I move to approve all professional service agreements listed under item 11 and the Kennedy Jenks from the consent agenda. Conditional removing the indemnification clauses from all and updating the conditional to Colorado from California.
The jurisdiction conditional jurisdiction.
Jason:
Great. Having a motion to hear second, I second. Thank you. Having a second?
Board Voting All Speak:
Let's move to vote. Jim, approve as amended. Tera. I. Leah. Approve. And I approve as well.
Jason:
So the motion passes and we'll go ahead and close out. Item number 11, the 2026 Professional Services. That brings us to item 12, Legal Council's report with Paul.
Paul will come back and we'll talk to you about the Ridge Golf course agreements.
Paul:
Thank you. Yes. Good evening. Board. It's good to be back. This Ridge Golf course agreement, the marked up version of it is on page 214 of your packet. If that hurts, rise a little bit and you want to clean copy. That's on page 220.
Describer:
On screen. Packet Page 220
THE RIDGE AT CASTLE PINES WATER SERVICE AGREEMENT
This WATER SERVICE AGREEMENT ("Agreement") is effective as of
________________, 2026, by and between the Castle Pines North Metropolitan District ("District"), a quasi-municipal corporation and political subdivision of the state, whose address is 7404 Yorkshire Drive, Castle Pines, CO 80108, and Ridge CPN, LLC ("Ridge"), an Arizona corporation, whose address is 1414 Castle Pines Parkway, Castle Pines, Colorado, 80108.
District and/or Ridge may sometimes be referred to herein individually as a "Party" or collectively as "Parties."
RECITALS
WHEREAS, District is a Colorado special district that possesses all of the powers and authorities specified in C.R.S. §§ 32-1-1001 and 1004, including, without limitation, the power to acquire, hold, lease and dispose of real and personal property, including water and water rights; and
WHEREAS, the District provides water and sanitary sewer services to properties within and outside of its boundaries; and
WHEREAS, Ridge owns and operates The Ridge at Castle Pines North, an 18-hole golf course located wholly within the District's boundaries (the "Golf Course"); and
WHEREAS, on February 2, 1996, an Agreement (the "1996 Agreement") was executed
between the District and Castle Pines North Golf Company ("Company"); and
WHEREAS, Ridge is the successor in interest to the Company under the 1996
Agreement; and
Paul:
So this agreement was the last version of this agreement was entered into between the district and the Ridge Golf Course back in 2016, almost ten years ago. this change is to reflect mainly the rates and that have been discussed a little bit today to change it from a more variable rate, to a higher fixed cost and a smaller variable rate.
But I'll go ahead and go through some of the minor changes we've made along the way as well briefly. On paragraph one, it shows the changes here. As you can see. We did incorporate a daily maximum of 0.325 million gallons per day. We did clarify, at the request of the Ridge Golf Course in paragraph 2.1, the actual delivery point itself, which is a pipeline instead of the, the general pond, under section 2.3.
This is a section regarding the, the whether the district warrants, it's a certain quantity of water. There are a number of provisions here with within which the district has disclaimed, you know, the provision of a certain quantity of water. We expand that a little bit for system availability.
Going down to, let's see in section 3.1, this is the main reason for the for the amendment. And this is the new change. So, I don't know what happened with the with the track changes here. I don't see the what the prior, marginal cost was. I want to say it was within the $2 something range.
Nathan wasn't it?
Nathan:
Yeah. The original contract was for $2.60. The current rate that the ridge is paying is $3.40 per thousand gallons.
Paul:
Right. So this changes that to a monthly payment of $22,562. That's spread out over the seven months of the irrigation season. That was requested by the golf course. And we're happy to oblige. It doesn't, it doesn't make a difference as far as our accounting.
And then that lower marginal cost of $0.51 per thousand gallons.
Jason:
Is this contract renew annually because this 22,000 that it's in the contract like this. And next year we need to raise it 5% to cover our cost again, to have to come up with a whole new contract or how would you anticipate handling that?
Nathan:
So we have a notification period of in the current contract.
And this one of November 1st. So we're going to change the rate amount. We just have to notify them by November 1st. This should stay pretty static for a while. A large portion of this is that fixed cost that's directly related to the PCWRA reuse reservoir project. That's got a 30 year payback. So we also have a 30 year term for that built into this contract as well.
Tera:
And remind me how we're kind of helping control their consumption since when it was raining. If that was last week, they were watering while it was raining. So I know we had talked about, encouraging them to be water wise.
Nathan:
So for the well, I in for the board's information for last week, the recent watering that was going on is they're actually working to draw down their pond level and blow out their systems.
That was more operational. The guardrails that the contract puts in place now is really that guaranteed maximum delivery. So we're saying, previous the previous contract said that we provide up to 240 acre feet per year. There wasn't any restriction on how much water that would be per day. This one brings us down to 325,000 gallons a day, or 0.325 MGD.
And that's really what we can guarantee you for the most part, that we can deliver with renewable water. The contract does allow for additional water if they requested, but it ultimately gives us the ability to give them that water or not. That's not a functional change. It's really, really what this is doing is defining how we have been operating for a long time.
So we've we've supplemented with, well, water when we can, when they requested that we do have, a little bit of a hammer there to make sure that we can prevent them from running away with water.
Tera:
If they ask for additional water, do we charge them at a higher rate, kind of like we do our residential customers.
Nathan:
Not built into the reuse structure.
So that's one of the things that we, looked at doing. It was just a lot more simple to give it a contractual maximum. There's there's not really a good way to align that with the way that we do our residential side. We've got a fairly complicated rate structure that takes into account all kinds of things, like lot size.
It's one of the primary drivers. And then, you know, that also assumes that, you know, there's a house sitting there. And so with the Ridge being largely just irritable land, it didn't really seem to make a lot of sense. This also guarantees that we, get that capital investment back as well.
Board Voting All Speak:
Okay. We have a motion on this, point. I'll just make it. I move to approve the Ridge water service agreement pending the review of the Ridge Golf course. And then no substantive changes are made. Second, having a second, we'll go to vote. Jim. Approve. Tera, I, Leah, approve and I approve as well. So the motion passes.
Nathan:
The, the, additional requests that I have there. And I apologize for not including this in the agenda. If the board would be open to the idea, if the Ridge does have any changes that come back, presumably, if we don't have a meeting until January, if the board would be willing to designate a member of the board to give, what's the word
I'm looking for, delegated authority to sign an agreement if there are any requested changes that are beyond, that are subs that Paul would call or Kim's team would determined to be substantive, easy for me to say.
Jason:
I can make myself available to the board, and the rest of the board would like that.
Okay, we'll just go with that then. If there's a substantive changes, I'll be the, proxy for the board. Thank you.
Paul:
Okay. Thanks, Nathan. Second on the agenda for legal is a resolution to the Colorado Open Records Act. Rules and policy. The board already has a CORA policy in place. This just simply updates the amount that the district can charge on an hourly basis.
Describer:
On screen. Packet Page 226
RESOLUTION OF THE BOARD OF DIRECTORS
OF
CASTLE PINES NORTH METROPOLITAN DISTRICT
Colorado Open Records Act Rules and Policy
WHEREAS, Castle Pines North Metropolitan District (the “District”) is a quasi-municipal
corporation and political subdivision of the State of Colorado located in the County of Douglas, Colorado; and
WHEREAS, as a governmental entity, the District is subject to and required to comply with the Colorado Open Records Act, §§ 24-72-200.1 to – 206, C.R.S. (“CORA”); and
WHEREAS, CORA permits the adoption of policies specifying the applicable conditions concerning the research and retrieval of public records, including the imposition of a research and retrieval fee; and
WHEREAS, to provide guidance to persons who submit requests for public records to the District pursuant to CORA, the District desires to adopt a policy regarding requests for public records and the research and retrieval fees that apply when responding to CORA requests; and
NOW THEREFORE, be it resolved by the Board of Directors for the Castle Pines North Metropolitan District that the “Policy Regarding Requests for Public Records – Research and Retrieval” attached as Exhibit A to this resolution (“CORA Policy”), is approved.
APPROVED AND ADOPTED this 24th day of November, 2025.
Exhibit A
POLICY REGARDING REQUESTS
FOR PUBLIC RECORDS – Research and Retrieval
Requesting Public Records
To request public records, submit a request to the Districts’ official custodian of records, Nathan Travis, the District’s manager, at nathan@cpnmd.org. The custodian will produce or withhold records in accordance with CORA, and if the custodian does not have custody of the requested records, the custodian will explain the reason for the absence and identify any separate custodian that has custody of the records. Records requests must be in writing and directed to
the official custodian of records. General emails to the District (or inquiries on the District’s website or social media sites) will not be treated as records requests under CORA. Requests must be submitted to and received by the official records custodian.
All requests must contain the following information:
• Description of the records being requested. Describe the request as specifically as possible. If you are uncertain about which records contain the information you are seeking, provide a description of the type of information you are searching for, including date ranges.
• If photocopies or electronic copies are being sought, your contact information and preferred method of delivery of the records.
Limitations
The District will only produce records as permitted by CORA. Records that are prohibited from disclosure under CORA will not be released.
Fees and Costs
Fees for research and retrieval of public records may be imposed at the discretion of the records custodian as follows:
1st Hour - No Charge
More than 1 Hour - $41.37/hour
Hourly research and retrieval fees may be adjusted for inflation pursuant to C.R.S. § 24-72-205(6)(b). Other fees may be imposed at the discretion of the records custodian consistent withthe provisions of CORA.
Paul:
And it increases that amount on that second page, packet, page 227, to $41.37 an hour. If anybody requests any records in the district, the first hour is always free. From now on, if you approve the resolution instead of what it was prior, I think it was about $38 and change. Now it's $41.37. It's just in line with the statutory adjustment that was made.
So, we're just keeping in line with that.
And the board, unless the board has any questions, this point, you're free to entertain a motion to adopt the resolution.
Tera:
I move to adopt the resolution of the board of directors of Castle Pines North Metropolitan District, Colorado open Records act rules and policy.
Board Voting All Speak:
Second, having a second. We'll move to vote. Jim. Approve. Tera. I. Leah. Approve. And I approve a well I approve as well.
Jason:
So the motion passes.
James:
Quick question on that one. How many requests do we typically get? I haven't received any this year, actually. So we got one this year.
Paul:
We got. You got one? Yeah. Okay. Not many. One.
James:
Yeah. I was kind of didn't think there would be a whole lot, but thanks.
Paul:
It's lower than I would expect for a district this size.
To be honest. I've gotten a lot more for much smaller districts, but you never know. Sometimes it just takes one.
Jason:
All right, well, thank you, Paul. with that, I think we close out item number 12 and, close out the legal counsel's report. Thank you. Board. We will move on to item 13, the district manager's report with Nathan.
We'll start with, Stantec regional water supply study.
Describer:
On screen. Northwest Douglas County Regional Water Opportunities Progress Update November 2025, This is a very graphic and pictorial presentation. Much of it was not relevant to CPNMD, but was provided for informational purposes. Where it is relevant, Describer will describe the pictures, and Nathan will further describe.
Nathan:
So there is one more deliverable that I still over the board. I had, Microsoft Word document link stop working on me. And I haven't gotten the refreshed one. from Stantec, but. So that'll be the full report, along with an executive summary that really just includes what I'm about to go through in this presentation.
I don't want to spend a lot of time going through these individual examples, since at this stage they're largely theoretical. But this is, the PowerPoint presentation that was put together by Stantec. This is, for the benefit of the audience. What we're looking at, potential collaboration between Dominion Water and Sanitation District, also the provider for Sterling Ranch, Centennial Water and Sanitation District, ourselves and then Castle Pines North Metro District
Tera:
Centennial is Highlands Ranch.
Describer:
On screen. Project Update
• Approximately 40 available assets identified
• 12 Regional Opportunities Identified
- Opportunities are modular and could build on one another
-There are many "4-win" opportunities, with each entity either receiving new supplies, compensation, or both
- Multiple new storage options to select from
Nathan:
Yeah. Sorry if say that backwards. So we have identified approximately 40 available assets, culminating in 12, regional opportunities. A lot of the opportunities are modular and meaning that we can build them on top of each other. We were, heavily focused on looking for 4 win opportunities. So opportunities that benefited all four would benefit all four agencies in place.
And then we also looked at potential new storage, sites.
Describer:
On screen. Packet Page 233
Summary of Collective Assets for Regional Opportunity
A map showing Water Supply Needed, Available Water Supply, Available Storage, Future Storage Site, Available Conveyance, Available Water Treatment and Available Water Reclamation
It shows Chatfield State Park as a Future Storage site. A Pipeline called Available Conveyance which runs from Highlands Ranch to Castle Pines and another which runs from Castle Pines Village to Sterling Ranch. There are several future storage sites denoted and each designation is color coded based upon which water district to which it is assigned. Nathan will describe further.
Nathan:
So one step ahead of myself. This is really just an overview. It's a little bit ugly to look at, but, this presentation is in the packet as well. So anybody can kind of go back in through this really just identifies all of the existing assets that are and that are in place that we could potentially use for, regional collaboration.
So there's water supply locations, potential reservoir locations, existing infrastructure, reservoirs, pipelines, that kind of stuff.
All right. Sorry about that. So this is.
Describer:
On screen. Packet Page 233
A similar map with boxes with notes in them.
Box 1
Regional Opportunity Summary Ownership in existing regional projects (WISE, Reuter-Hess, etc.) could be used to access existing and new water supplies
Box 2
Existing and expanded infrastructure could be used to deliver water supplies from Chatfield Reservoir to all entities
Box 3
Multiple entities have both available reusable return flows and conditional water rights on either the South Platte River or East Plum Creek
Box 4
There are multiple potential storage sites such as Plum Creek Reservoir, Sharptail Reservoir, Penley Reservoir, and HRW-Area Reservoir
Nathan:
All right. So what this is really looking at is looking at so there's the identification that multiple entities have available reusable return flows. So those are, wastewater treatment plant effluent right now those end up in Chatfield State Park. There are also South Platte conditional rights and some to conditional rights on Plum Creek. Really, when we talk about conditional rights, we're talking about water rights that, in this case, the district owns that aren't always in priority or rarely in priority.
So like our South Platte rights, for example, we've been able to claim those once in the last eight years.
Both Dominion and Highlands Ranch both have, ownership, rights with the WISE project. So that's the regional water delivery service or system that brings water down from Denver and Aurora to deliver to a lot of entities in the South metro area. One of the bigger challenges with those is that those water rights are treated, and they're only available in the winter.
So one of the components that we need to look at is how to retime those if we're going to use them. So the there's a potential for different, storage, storage sites. As we, you know, joint joint use of the storage that we do have in Chatfield Reservoir, there's a potential water storage site near Plum Creek, which is our wastewater treatment plant, and then Sharp Tail and Penley Reservoirs, which are all kind of in the area.
Highlands ranch also has a number of identified sites. So what we what we want to do is look at the feasibility of potentially re timing wise, water or getting new storage rights diversions off of South Platte. There's a lot of different things we could look out there.
Leah:
Quick question then, is at this time, is there a cost overlay for these opportunities or is kind of step one here?
The opportunities if we want to continue to explore further than we do, like a
Nathan:
Perfect, great question. So the, we had originally accepted expected a deliverable around this time, kind of identifying those opportunities that we wanted to move forward with. Over the past 6 to 8 weeks. The individual entities started going through the scoring system that had been developed to kind of rank these.
One of the bigger roadblocks that we ran into was that we were we didn't have enough of that quantitative data, like quantitative data, like how much are these actually going to cost? It was relying far too heavily on kind of like a gut feel, like what are the individual managers and water rights attorneys think this would cost compared to the other one?
And it became really quickly apparent that it just wasn't enough data to move forward on. So this is kind of a high level overview of all of the ones that we're considering. We've haven't exhausted the entire Stantec budget yet. So study. So we're going to be reallocating that, pushing the deliverable back to start to assign some of those things to it.
So what are the costs. What are the firm water yields. Meaning how much wet water can we actually get. And what does that look like to get at least some high level numbers that are not so like gut feel based. And so that's the next evolution of this, of this is to get those numbers in place.
Tera:
One of those numbers would be the percentage of renewable water it yields.
Nathan:
Correct. Yeah. Number of acre feet is how we would term it.
James:
Right. If you wouldn't mind, can you back up one slide?
This guy, there's a ton of information here, and we kind of didn't spend enough time on it, for the benefit of people in line and people present. Could you just sort of introduce what we were talking about here? I understand that we've been talking about it and we've had sessions on it. But I it went through so fast that I doubt that people could absorb this detail as well as why we're even looking at this.
Describer:
On screen. Packet Page 233
Summary of Collective Assets for Regional Opportunity
Nathan Summarizes.
Nathan:
So the overall reason why we're looking at this is really sustainable, renewable water supplies, as well as Castle Pines North Metro District currently sits depending on the demand year, we're anywhere between 18 and 22% renewable water. We really like to see that target. The initial target that we've set is to be 85% renewable, which is a fairly industry standard.
It basically means that the vast majority of years, like eight out of ten years, essentially, you're meeting your demands with renewable water entirely. And then if there's drought specific years or years with lower and lower precipitation, then you can supplement with the renewable or with nonrenewable aquifers. That's a fairly standard model that most districts in, Douglas County are using.
And so one of the drivers for this specific and especially the utilities that we involved at this stage was the high degree of existing interconnect between the utilities. We have our interconnect with Highlands Ranch Water. It would be incredibly simple for us to connect water to Castle Pines, Metro District, our neighbors to the south. They're connected to Castle Rock.
Castle Rock is connected to Dominion, with which we call that Eastern Regional Pipeline. That's the Green line with the arrow kind of in the bottom center of the screen. And all of that goes up to, Dominion Water and Sanitation, which is basically the same thing as Sterling Ranch through the water provider to Sterling Ranch. And so this is really just a summary of, you know, Chatfield State Park or Chatfield Reservoir.
We all have some level of water storage in Chatfield. Some of us are utilizing it more than others. Highlands Ranch has the ability to pull water out of the Chatfield Reservoir and move that into Highlands Ranch. They're looking for, their prime already primarily renewable water, but a lot of their water is leased based, so they don't necessarily own all of it.
So they've got 100 year leases in place. So they want water they actually own, which is kind of what they're looking for in terms of their renewals, renewable supplies. There's the red line kind of moving where it says Highlands Ranch down to the southeast. That is the interconnect pump station or the Highlands Ranch delivery system to the interconnect pump station, which is the Yellow line.
So you can see the color codes kind of break us up by individual assets. Our renewable water need is what I just stated. And then, council Pines Metro district, currently doesn't have any renewable water. And so we would be part of the delivery structure to, water that goes down to them.
James:
What are the... I was talking to the guys developing Sterling Ranch, but what are the missing pieces at this point? As far as interconnect and infrastructure that would be required to implement this? If we chose to move forward with this process.
Nathan:
It is heavily dependent on what opportunities we decide to explore further. There are, there's one opportunity that we want to evaluate, or that we've evaluated that's actually worth moving forward now on.
That one doesn't require any additional infrastructure. And so the additional infrastructure component is part of that waiting category that we just didn't have those numbers on. So that's information that we we need to quantify more.
James:
We're being slightly obtuse here on purpose. Like it's an illegal thing or yes and
Paul:
No comment here okay.
Tera:
And then would you just clarify I thought I heard you say Highlands Ranch can, take water from Chatfield, but it looks like they have no storage rights.
Nathan:
Highlands ranch water is a primary storage right holder inside of Chatfield Reservoir. That's, I think, like 6000 acre feet or so.
Yeah. That's a I didn't I didn't catch that before. But yeah, they, they have they have a lot of storage in space. Yeah.
James:
One final one. Chatfield and Reuter Hess which are acre feet in one versus the other? You mean combined or,
Nathan:
We have 1007, acre feet of storage in Chatfield Reservoir that we are utilizing and is full and ruder has we have 1500 acre feet of storage. That is just a storage right? So there is no wet water that we can put there.
It's, it's like having a garage with no car is the best way to look at it. OR a way to look at it.
Leah:
Wait we have storage that we can't put water in?
Nathan:
We don't. Yeah. We don't have any water rights.
Leah:
We can't get water out?
Nathan:
Well we don't have any. We either we don't have a mechanism to get water out of Reuter Hess or to put water into Reuter has when it was being built there, you know, I think it was back 2007, 2008.
The existing district manager and staff did, bought into it, largely because it's a reservoir that's close by. Frank Yeager also had a water project that he was looking at that would have brought water clear from the western slope of Wyoming down to Douglas County. For a number of reasons that project was deemed not possible.
And so those evaluations just hadn't been completed. I think in early 2000s dollars. That project came back in with the price tag of $4 trillion. And that was assuming a lot of things. But.
Tera:
That's an asset that we can trade.
Nathan:
Correct. So that's one of the, one of the things that we're looking at is those kinds of assets, specifically Reuter Hess there are a few ways that we could look at that we could utilize or has we could take, wise water deliveries, push those through our system and then store them in.
Reuter Hess we could do,
If we were able to get a new water rate, we can put those into Reuter Hess. We could theoretically move some of our wastewater effluent in there. Realistically, on a long enough timeline, I really don't think that we're going to find anything that utilizes Reuter Hess that's going to be really all of that reasonable, most of the ways that we have to get water to Reuter Hess now would be taking treated water, putting it into an untreated reservoir, pulling it back out, treating it again, and then delivering it to our residents.
So that's an asset. They'll be looking at, as a potential joint use. If we can't really identify anything, the next step there would be looking at, just selling our interest in that reservoir. And so I have had, passive conversations about that with both Castle Rock and Parker and Parker's or Castle Rock's indicated that they'd be interested in that additional space if we wanted to do so.
They do have some renewable water rights that they can put in Reuter Hess, and existing agreements with Parker to get that infrastructure, to get that water out.
Tera:
And there you just described we put treated water in there, so we've had to treat it once we put it in there, and then we have to pay to treat it again when we take it out.
Sounds really expensive for the end user,
Nathan:
Right? Exactly. Which is. Why? It's a very unlikely and honestly pretty unreasonable chain of events.
James:
I mean, right now, what exists as far as, delivering water into Reuter Hess is that through Castle Rock or Parker, or is there no mechanism that we can utilize at this point?
Nathan:
We don't have any delivery structure to Reuter Hess.
James:
Who does?
Nathan:
Parker Castle rock, and I believe the winery does. So Parker gets the, you know, natural storm runoff that goes in there. They also have the ability to pipe their treated wastewater effluent into Reuter Hess. Castle Rock. I don't know that they have an existing delivery structure yet, but they're building a pipeline that goes from the waste to our wastewater treatment plant that we share with them over Happy Canyon Road to be able to put their treated effluent into Reuter Hess.
James:
So that's Plum Creek.
Nathan:
That's from Plum Creek. Waste rehab. Water reclamation. Okay. Yep.
James:
All right. as far as liabilities are concerned, if we're doing a pass through, you know, we're going from, say, Highlands Ranch to Castle Pines Metro to the village. Do we own any kind of. Obviously, it's a responsibility that we're going to take upon as a town to deliver water through, pipeline to them.
Is there any issues with, you know, you know, if we failed to do that or we have an outage or what have you, is there any additional capital or any redundancy that we'd have to build in or additional cross connections? You know, because we have that responsibility to supply them with water.
Nathan:
Yeah. It's very typical for those agreements to have some level of water quality requirements in place that it's, you know, potable and meets, state and federal regulations.
In terms of like redundancies, guaranteed firm deliveries, those kinds of things, those will all be negotiated into those contracts at a later date. So we don't have any, inherent liabilities, at this time. But those are things that the individuals, you know, districts, once they actually start forming agreements, will have to take a look at.
Describer:
On screen. Packet Page 235
Regional Opportunity Summary
• With limited new infrastructure, HRW could convey DWSD’s excess winter WISE water, and any excess junior rights or return flows in Chatfield Reservoir to CPMD and CPMD
• With additional diversion, conveyance, and storage these supplies could be retimed for year-round use by entities
• Reuter Hess storage could be utilized with additional conveyance and treatment, and potential PVWP participation
Nathan:
So this is,
The first one is the is the one that's probably worth taking a look at in a more near-term. So what, We're what we'd be talking about is taking Dominion Water and sanitation districts, or Highlands Ranch access wise water. So wise water has, a couple interesting contractual agreements that come with it. One It is primarily in the biggest one is it, it's use it.
It's take or pay is the term that they use a little misleading, but the individual wise members get allotted a certain amount of water that is available to them. They are charged for the full amount of that water, regardless of whether or not they pull it into their system. Highlands Ranch doesn't necessarily need their entire water delivery.
Dominion also isn't going to isn't going to need there's probably for a while if they ever need it at all. One of the key components to Wise when it was being put in place was that they would be looking at storage availabilities. So to retime some of this water, one of the big driving factors there, it's only available in off peak months, and the availability shifts a little bit depending on the year, but it's just the water.
They don't turn on that tap in the summer. And so it's available in the winter when no one really needs that additional water supply. And so one of the, big drivers behind or one of the drivers behind this project was to try and figure out, hey, how can we retime that water, especially since Highlands Ranch and Dominion are going to be paying for it no matter what?
It's not cheap. It comes in, at just over $8 A thousand gallons. The Dominion currently to get that water delivery. It comes I think it's a little bit over 12 because they have to wheel it through Castle Rock. Who? Parker, who puts a little bit on the top. Castles Rock puts a little bit on the top to recover their charges, and then they pump it all the way back to Dominion.
So to get from e470, it makes a pretty long loop to get back in. And so that water's fairly expensive when it's delivered, to Dominion. And so we've looked at a couple of different ways that we could, amend that. So one of them would be to move those deliveries through Highlands Ranch, to Castle Pines North Metro District and meet our wintertime demand with that wise water.
We need to be in order to make that feasible, we have to retime our be able to take our water rights out of Chatfield in the summer, which we currently don't have a contractual ability to do, to get rid of, to make that a possibility. That's why in our capital plan, we have the participation in the Highlands Ranch Water Treatment Plant upgrade.
If it's slated for like five years. And so what we'd be doing is buying capacity in their water treatment plant, which is their current hang up. Like they can't guarantee us that water delivery, what we'd be looking for in exchange is a guaranteed water delivery in the summertime. And then we would also want to take that current, demand or water availability fee of just under $500,000 a year.
It would increase, but it would also get repurposed. So rather than a water to, water availability or charge, it would be directly applied to our portion of the capital project. So I don't know exactly what those funds would look like. This one is very minimal infrastructure, and we would need to put our in order to get that water to Castle Pines Metro district.
There's enough water. The Dominion has enough water through that wise project. So does Highlands Ranch to actually fully meet our winter demand. And, Castle Pines Metro District's demand. So we would have to put an interconnecting place with Castle Pines Metro District that our utilities are heavily overlaid in a number of areas. It wouldn't be a it wouldn't be a difficult ask.
So that's one that we'll be exploring. And maybe even have some information as early as January to come back to the board to actually have some, like, contractual conversations around, possibility.
Leah:
This is great. Thank you. I have a question, and maybe you can't answer it and that's okay. But let's say let's say we move forward with these opportunities like we've done the cost benefit analysis and we've decided to move forward. Any idea. And it could just, you know, obviously ballpark. But where would that bring our renewable water percentage?
Nathan:
Those are back in some back of the napkin math with just this specific one. It would probably bump this about another 20% if we get that renewable or if we get that wintertime demand so met elsewhere. So it would be take us from 18 to 22, to around like, you know, 20 to 35 or 40.
James:
The if we had to do additional infrastructure, like you just said, to connect into gas supply and village, that water, what's the average age of those pipes? And the reason I'm asking is some of the things we discovered on Castle Pines Parkway with, you know, the quality or the condition of some of those pipes that we thought were going to be an easy, you know, interconnect.
And we had to back out of that operation and not in basically the other condition of those pipes was it was poor. And I'm just concerned that, you know, again, maybe you can't answer it. You haven't done any test holes to look at the condition in that pipe and that would be something I'd be interested in going forward.
Nathan:
Yeah. So there are two lines, two potable water lines that run from our district to our tanks. So set up by the country club on top of the hill. We have had eyes on both of those water lines recently, so, actually, they're both exposed right now as part of the, village's new tank project that they're looking at.
And honestly, they were both in fantastic condition. The biggest, hurdle there is what we're seeing with a lot of the breaks that we've had is that the valves weren't, weren't exercised and maintained properly for the first 15, 20 years of their existence of the valve isn't great. Valves are relatively easy to replace or cut in.
It's not necessarily cheap, but in terms of like actual pipe condition, they're in really good shape. And also because both of our current water storage tanks sit inside of Council Pines metro district boundaries, there's a lot of opportunities to pull, like even directly out of the tank for those two lines that feed those tanks. We had an existing interconnect in place with them.
It would be theoretically possible to reuse or reinstall that pipeline. We don't have a great, feel for the condition of that one. It was primarily disconnected or with the reason that we disconnected. It was a water, treatment issue. So we are a chloramine system. Centennial is a chlorine system, and you just can't mix those types of water without having all kinds of taste and odor issues.
And so we disconnected that it would just be a matter of reinstating it. As part of that process, they would have to install some additional treatment on their end. You can do something called breakpoint chlorination, which is basically you add a bunch of enough chlorine that you kind of without going through the whole Chlorination curve, you if you add a bunch of chlorine, you can turn chlorine for laminated water back into free chlorine water.
And so they could have just a fairly simple dosing station at that interconnect. those would be issues for the primarily for the metro district to resolve.
James:
Thank you. That was great. Appreciate.
Describer:
On screen. Packet Page 236
Regional Opportunity Summary
A very large and detailed chart, Nathan describes.
Nathan:
So this one goes, through this chart really just goes through the 12 primary opportunities that we want to further evaluate. And then it really just highlights the individual assets and components that would be needed to make all of them come to fruition.
If you, you know, if you're if the board is interested, I recommend kind of going back through this. There's a 70 page document that I sent that kind of ties to it. In terms of going through the individual components, I don't know that there's a lot of time value doing that now, just because that would be much more helpful when we've identified the ones that we might want to potentially take a look at, it's probably more reasonable to go more in depth through those at that point.
Right now, that projected deliverable is late quarter one, early quarter to 2026.
Describer:
On screen. Packet Page 237
Share Excess DWSD Water: Limited Infrastructure
A similar map with boxes with notes in them.
1a. DWSD’s excess winter WISE water (~1.25 MGD) delivered to HRW
1b. South Platte Juniors and DWSD’s excess return flows delivered to Chatfield Reservoir via South Platte River
2. HRW can deliver treated water to CPNMD via the Interconnect Pumping Plant, and use excess supplies
3. CPNMD & CPMD share winter WISE water via new interconnect, replacing Denver Basin groundwater use
4. EPC Juniors and CPNMD & CPMD’s return flows conveyed via EPC to Chatfield reservoir
5. Water is stored in existing Chatfield storage accounts
6. Water stored in Chatfield conveyed to HRW WTP
Nathan:
Got a little bit ahead of myself. This is just a chart that really kind of explains how the Access wire access Dominion Water and Sanitation District water, primarily the WISE water would be, could be theoretically conveyed. And this also includes, you know, any, excess like South South Platte conditional water rights that they'd be able to get in or South Platte junior water rights.
What's particularly enticing about all of these is that it really does leverage a ton of existing infrastructure, so that capital spend would be much lower. This is, leveraging water's ability to have a fourth state of existence where you really turn it into paper, move it for several miles, and then you can turn it back into water through contractual agreements.
So, that's just to summarize summary of that slide.
Describer:
On screen. Packet Page 238
3. Share Excess DWSD Water: EPC Diversion
A similar map with boxes with notes in them.
1a. DWSD’s excess winter WISE water (~1.25 MGD) delivered to HRW
1b. South Platte Juniors and DWSD’s excess return flows delivered to Chatfield Reservoir via South Platte River
2. HRW can deliver treated water to CPNMD via the Interconnect Pumping Plant, and use excess supplies
3. CPNMD & CPMD share winter WISE water via new interconnect, replacing Denver Basin groundwater use
4. New EPC Diversion and Treatment captures PCWRA return flows & available EPC juniors
5. 5. Water conveyed via the ERP or New Pipeline to DWSD
6. Water is stored in existing Chatfield accounts
7. Water stored in Chatfield conveyed to HRW WTP
Nathan:
So again, I'm just going to I'm just going to kind of roll through these I know we're getting we're getting a little bit late. And this is a 28 slide. But this really just kind of goes through those individual opportunities. One thing that I didn't mention earlier that's worth mentioning here is one of the things we want to look at, especially for that wise water is ASR, which is, storing treated water, inside of an existing aquifer.
So you can basically pump oil well, backwards. And so that's one of the things that we can look at doing with the wise water is bring it in because, you know, Dominion Highlands Ranch is required to take it. We can push that into existing groundwater. There are already existing mechanisms and regulations that apply for that. You have to do relatively little modifications to a while to make that happen.
And then some, permeability studies. So you want to really make sure that if you put that water back in there, that it stays around that wellhead. So the formation that the wells sits in has a, fairly heavy implication there. One of the things that's also important to note about that is especially with forever chemicals, PFOAs, PFAS, you really need to make sure that the water quality you're putting into the ground isn't anything that's going to contaminate the aquifer.
It's still not the most ideal scenario, because you're still effectively taking treated water and putting it in the ground and then pulling it out to retreat it. The primary difference there is that the treatment technique and capacity for groundwater, which is still considered at that point, those requirements are much lower than a surface water treatment plan.
So if we were putting it in do Reuter Hess to go through a surface water treatment plant, which has typically at a minimum, 4 or 5 more processes. 5 or 6 more chemical additions. It's a lot more expensive. Those plants are expensive. This with the ASR, we could pull the water back out and run it through our plant.
With the filter project, we actually have about 2 million gallons of capacity that we're not going to need, at least for the foreseeable future. So that would be an opportunity for us to use ASR, pull it back out and then treat it. So that's another option to do with that wise water. It's obviously preferable to put it into homes and not, you know, put something into the aquifer and pull it out.
But it would be it would be an option. Especially since the wise deliveries are going to exceed the winter demand needs of all of the entities involved.
Describer:
On screen. Packet Page 239
5. New Storage: Plum Creek Reservoir
A similar map with boxes with notes in them.
1a. DWSD’s excess winter WISE water (~1.25 MGD) delivered to HRW
1b. South Platte Juniors and DWSD’s excess return flows delivered to Chatfield Reservoir via South Platte River
2. HRW can deliver treated water to CPNMD via the Interconnect Pumping Plant, and use excess supplies
3. CPNMD & CPMD share winter WISE water via new interconnect, replacing Denver Basin groundwater use
4. EPC Juniors and PCWRA return flows stored in Plum Creek Reservoir
for retiming then conveyance to DWSD
5. New EPC Diversion and Treatment captures PCWRA return flows & EPC juniors released from storage
6. Water conveyed via the ERP/new raw water pipeline to DWSD
7. Water is stored in existing Chatfield accounts
8. Water stored in Chatfield conveyed to HRW WTP
Nathan:
This slide just talks about a potential, new storage reservoir, reservoir site that would be placed the Plum Creek Reservoir. It's, pretty close to our water tree or the existing Plum Creek wastewater treatment plant. It's actually on the same property. This would this would need, we do have some Plum Creek water rights that are available infrequently that we could put there.
We could also take water wise water through into that reservoir if we wanted to, this one would require the construction of a new, surface water treatment plant. There's a couple of options we could do with that. The village actually has, an existing groundwater plant that they've shuttered, that we could repurpose. But those are, again, some of the capital numbers and expenditures that we need to get, dialed in further.
Describer:
On screen. Packet Page 242
Plum Creek Reservoir Prospective Location
Nathan:
There is a pic, overview of that site.
Describer:
On screen. Packet Page 243
6A. New Storage: Penley Reservoir, SP Diversion
A similar map with boxes with notes in them.
1a. DWSD’s excess winter WISE water (~1.25 MGD) delivered to HRW
1b. SP juniors & DWSD return flows use SP diversion and new
conveyance into storage at Penley
2. HRW can deliver treated water to CPNMD via the Interconnect Pumping Plant, and use excess supplies
3. CPNMD & CPMD share winter WISE water via new interconnect, replacing Denver Basin groundwater use
4. PCWRA return flows and EPC juniors conveyed via EPC to Chatfield Reservoir
5. Raw water is moved via new conveyance from Penley to DWSD or treatment, bypassed into SP, sent via new conveyance to HRW
6. Convey to HRW and then to CPNMD and CPMD
Nathan:
This is a similar plan. So there's, Penley Reservoir. And. Oh, this is just a Penley Reservoir. So Penley’s these are all storage sites have already been identified by various entities. They're, reservoirs that have not been built, but there has been some level of engineering done. They've been identified as functional potential sites. Anytime you're looking at building a new reservoir, costs are definitely going to be a factor.
yeah.
Describer:
On screen. Packet Page 244
South Platte River Diversion to Penley Reservoir & Penney Reservoir to DWSD WTP
Nathan Describes.
Nathan:
These are, you can kind of see the sharp tail reservoir on the left there in the center, and then some other potential reservoir sites that have been looked at, by Highlands Ranch over the years. that would all exist out in there. Highlands Ranch, open space to the north of us.
It's going to keep kind of rolling through these ones.
And, it's the board would like to. I'd be more than happy to bring this back, like a work session, too, so we could take a deeper dive in it.
Jason:
Well, I think if we had some more information and if we can narrow it down to just what interest us.
Nathan:
Yeah, exactly.
James:
So, yeah, I guess, final stage of this, I mean, we get recommendations and scoring, but is there any kind of actual modeling done of various these various scenarios of, you know, pipe capacity, throughput, that kind of thing through the various facilities and see what breaks when.
And I don't mean physically breaks, but, you know, as far as delivery and then, I guess the end game is, is, you know, what is it cost per year? Again, I'll just throw the thousand gallons out kind of thing. You talked about some fairly expensive water. If we're pumping it around and having to do retreats and things like that.
So I think at the end of this, do we do we get that kind of, you know, modeling with, you know, engineering numbers as far as, you know, what facilities pumping what and what gets delivered to what and what gets tapped off where. And then, you know, what might get pumped back into the ground and that kind of thing.
Or is it going to be more, you know, qualitative.
Nathan:
So that would be the that kind of deeper dive and that information would be the next kind of iteration. So once we go through this process, the the end goal here is to really identify, you know, the 12 potential opportunities. Knock those down to four, 4 or 5, depending on, you know, where the kind of very preliminary numbers come back through.
And then the next step would be, you know, that kind of like more detailed hydraulic analysis, distribution system capacities, conveyance capacities, new infrastructure needed. So that would be the kind of next step beyond this study. So this is a very high level look to identify those opportunities. And then we'd need a lot of additional work to put those in place depending on you know, the opportunity for, you know, we're talking ten, 15, 20 years, maybe even longer for more of those, especially if we start looking at different storage components.
That will also be the end of this study will also be a little bit of a trigger point to evaluate what would be the best mechanism moving forward? You know, for moving kind of as individual entities, do we want to, maybe even potentially mirror what's been done with South Metro Water Supply Authority and create a new water authority to kind of, you know, identify and target these with numbers.
But that kind of detailed information. So the next evolution or iteration. Thank you.
James:
All right. We'll continue. We're going to pick up where we left off with an update on the deputy district manager position.
Nathan:
Yep. So we advertised the position several weeks ago. Now, we have, right now we've got three interesting candidates. One of them, would be eminently qualified.
So, it's still not quite the response that we were looking for. So right now we've only been carrying that on Indeed. I don't know if we either Today. Sometime this week, we're also going to be posting on our RMSAWWA, which is the Rocky Mountain section of the American Waterworks Association. They have a job board that people in the industry look to, and then they're also going to be, posting on the Special District Association of the Colorado, probably look to do hopefully first rounds of interviews, sometime in December.
But we'll, we'll see how that, how that moves along. Any questions?
Leah:
Do we have a contingency plan if those, low number of applicants continue?
Nathan:
Not right now. beyond broadening our advertising, advertising, we don't, but I can talk to our H.R. Firm and see if there's anything else they recommend.
Leah:
Yeah, it was more just like, do we need to look at adjusting the pay?
Do we need to look at adjusting qualifications? Without I mean, I don't I think it would depend on the reason why. Right. So I don't know if pay and qualifications are, part of it, but could that be, you know, I mean, for is that kind of up to the board?
Nathan:
Yeah. We can those are recommendations that we can look at if we don't get, a strong response.
Once you're into kind of the executive side of utilities, there's a pretty limited group of people, applicants that would even want to do that job, let alone they're qualified for it. We'll we'll see one of the, one of the current applicants is actually a pretty exciting one. So, I'm hopeful.
Leah:
Sorry. Last one.
If you have someone who's an exciting applicant like, we're not trying to draw out the process right to where we could potentially lose applicant.
Nathan:
Correct? Yeah. That's why we want to do that initial round of interviews to get those three that we've talked to, those will probably be high level phone interviews. And then, you know, if somebody really, really stands out in that process, well, we'd move quicker to, to bring them on board.
We just want to make sure that we don't put all of our eggs in that basket.
Jason:
All right. Very good. The next, the next item you have is, to discuss the schedule for December.
Nathan:
Yeah. So with, approving the budget and everything else that we have tonight, there's no real driving reason unless the board has something that they want to discuss or bring back to hold the meeting in December.
Generally speaking, most water districts, ourselves included, historically vacate those when possible, and you kind of keep them open if you have to do budget resolutions, get pushed back, those kinds of things. But we don't have anything pressing that we need to do.
Tera:
Isn't there paperwork or something that needs to be done by the 15th or something?
Nathan:
All the. Yeah, the, everything that we approved tonight gives them everything they need to file that paperwork. So there's no additional board action needed. Mill levy certification, DOLA filing.
Leah:
Yeah, the mill levy certifications mid-December, and then the DOLA filing into January timeline so.
James:
And at some point, you discussed tonight about there will be modifications and updates to the budget and we'll, you know, and again, I'm all for canceling the meeting, but how would we receive that update? Just you guys going to email that out or come to Nathan?
Molly:
So just to clarify, the 2025 budget that was amended and the 2026 proposed budget numbers will remain the same, those will not change.
What will change is the actual, the projected actual, because right now we're still just projecting what we think will happen, this year. And those numbers will change. The others will not. Okay. Once you adopt an amend it's done.
James:
No problem. I, I just misunderstood. Thank you. Yep.
Leah:
I make a motion or I move to vacate the Castle Pines North Metro District board meeting scheduled for December 2025.
Tera:
And the work study session and I second her motion.
Board Voting All Speak:
Having a second. We'll move to vote. Jim. approve. Tera, I. Leah, approve. I approve as well. The motion passes and we will not be having in meetings in December this year.
Molly:
And I just clarify one thing. I just kind of because you talked about the mill levy certification, if our assessed actual assessed valuation comes in different, it will change that revenue number.
That is the only number that I will change in the budget though. What the revenue number in the associated county collection fees, those two numbers, I don't expect them to change. They won't change materially at all. But just to clarify.
Nathan:
One thing for the before we jump to directors matters. One thing for you guys to look out with, look out for.
And I'll also send, you know, text messages or phone calls. December 1st we begin our contract with, on board the board package communication. So, intentionally to give us a couple months to play with it and get everybody set up. So there will be communication, getting you guys logging information and or setting up your accounts, that kind of stuff.
Jason:
Great. Okay. We'll, close out item number 13, the district manager's report, and open up item number 14, or sorry. Yeah. Item number 14, directors matters. Does Anybody Have a matter they'd like to bring up?
Hearing none. We'll go has been closed out that section, item number 14. And we'll move to item 15. And we will adjourn the meeting. Thank you everyone and have a happy holiday.