2022 CEO Cost and Pricing Tool rev 6 15 2016.xlsx
XLSX spreadsheet 77 KB Posted
- Attached to
- ENERGY PERFORMANCE CONTRACTING SERVICES
- Solicitation number
- ASU 2024-03
- Issued by
- Alamosa County, Colorado
About this file
The document is a comprehensive Cost and Pricing Tool Excel workbook developed by the Colorado Energy Office (CEO) for its Energy Performance Contracting (EPC) Program, specifically designed to provide a standardized approach for investment grade audits (IGA) and project cost details for pre-qualified Energy Service Companies (ESCOs). The tool is structured with five tabs providing overview, definitions, standard IGA pricing, project estimate worksheets, and cost estimate summaries, and is intended to support ESCOs in developing energy performance contract proposals for publicly-owned facilities like courthouses, schools, administrative offices, hospitals, and libraries.
The pricing tool outlines a tiered pricing structure for IGAs based on total project size and distance from Denver, with per-square-foot rates ranging from $0.200 to $0.300 depending on facility size and location. The document emphasizes open-book pricing, requires ESCOs to provide detailed cost breakdowns without markups, and mandates that profit be separately identified. For the specific opportunity with Adams State University, the goal is to evaluate facilities for energy and water efficiency upgrades, conduct an investment grade audit, support funding identification, and potentially execute an Energy Performance Contract that guarantees energy and water savings through comprehensive implementation, commissioning, and measurement and verification processes.
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| File | Type | Posted |
|---|---|---|
| ASU ESCO Selection RFP.pdf | ||
| KWH Usage Workbook.xlsx | XLSX spreadsheet |
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Overview and Instructions 2022 Cost and Pricing Tool
| Overview | Revised 6-15-2016 |
| This Excel workbook provides the Colorado EPC Program, its clients, and its pre-qualified ESCOs with standard investment grade audit pricing and ESCO project cost details. Certain information is required of pre-qualified ESCOs, and other information is leveraged at specific steps during EPC project development. |
There are five tabs to this workbook:
| 1 | Overview and Instructions |
| 2 | Definitions |
| 3 | Standard IGA Pricing Table |
| 4 | Project Estimate Worksheet |
| 5 | Cost Estimate Summary |
| Definitions | |
| Please review information provided in the Definitions tab before proceeding to the remaining tabs. | |
| Standard IGA Pricing Table | |
| The Standard IGA Pricing Table provides a matrix to determine the cost of investment grade audit (IGA) services for publicly-owned commercial buildings, such as county courthouses, school buildings, administrative offices, jails and prisons, hospitals, libraries and other community facilities. |
Consult the CEO's Secondary ESCO Selection Toolkit (available online on the CEO EPC Program webpage) for more information about IGA pricing for non-building facilities such as ball fields and exterior/street lighting.
| Maximum Percentages Updated at Annual ESCO Base Contract Renewal |
| When an ESCO obtains pre-qualified status from the Colorado Energy Office, it executes a multi-year Base Contract for As-Needed Energy Performance Contracting Services (Base Contract). The Base Contract includes a copy of this Cost and Pricing Tool as an exhibit. |
ESCO Base Contracts are subject to annual review and renewal during the multi-year contract cycle. If an ESCO is offered renewal, it has the opportunity to update the information provided in the exhibit for the upcoming contract year.
In the yellow cells of the Project Estimate Worksheet tab, below the Investment Grade Audit section, each ESCO identifies the maximum percentages it will charge any Colorado EPC Program client during the contract year. The CEO maintains those maximum percentages as confidential competitive information.
During a client's ESCO selection process, its CEO project consultant is engaged in the review of ESCO proposals and provides comments to the client's Selection Committee. During CEO project consultant reviews of ESCO proposals, they check each proposal's Cost and Pricing Tool Project Estimate Worksheet for two things:
| 1 | Accuracy of the information provided in the Investment Grade Audit section; and | |
| 2 | Comparison of percentages provided in the remaining yellow cells, against the maximum percentages on file with the ESCO Base Contracts. CEO project consultants inform their client whether or not each ESCO proposal is within their stated maximum percentages. | |
| During Project Development | ||
| ESCOs provide their clients with a completed Project Estimate Worksheet and Cost Estimate Summary during EPC project development: |
| > | During ESCO Selection and IGA Contract Negotiation | |
| > | As the EPC project proposal is developed and the EPC contract is negotiated. | |
| Important note: Any individual category costs, whether ESCO-direct or purchased from contractors, vendors, material providers, etc., shall not include markups or profit. All ESCO profit shall be presented in Line 26 of the Project Estimate Worksheet. | ||
| During ESCO Selection and IGA Contract negotiation: | ||
| Open the Project Estimate Worksheet tab. | ||
| 1 | ESCOs enter information in the yellow cells only. | |
| A | In the IGA section, ESCOs reference the square footage of facilities identified in the RFP, as well as the Standard IGA Pricing Table tab in this workbook. | |
| B | In the remaining yellow cells, ESCOs quote project-specific percentages not to exceed percentages submitted to the CEO at annual Base Contract renewal. | |
| 2 | ESCOs do not enter percentages for Trade Subcontracts, Design/Build Subcontracts, and Direct Purchase Equipment at this time, since these are actual costs that will be input during proposal development. | |
| During EPC project proposal development and EPC contract negotiations: | ||
| Open the Project Estimate Worksheet and Cost Estimate Summary tabs. | ||
| 1 | ESCOs will reference the Definitions tab before completing the spreadsheets. | |
| 2 | In both tabs, ESCOs will provide information in the blue cells. | |
| A | On the Project Estimate Worksheet tab, ESCOs enter IGA and Construction costs as actual costs. | |
| B | In the Project Estimate Worksheet , ESCOs enter Profit and Contigency as percentages of Estimated Project Amount. | |
| C | On the Cost Estimate Summary, ESCOs will note proper cost determination and expected length of service for all services. | |
| 3 | Orange cells in the Project Estimate Worksheet calculate automatically. | |
| 4 | ESCOs do not change the yellow cells in the Project Estimate Worksheet, so that CEO can confirm that IGA Contract Maximum % is not exceeded. If IGA Contract Maximum % is exceeded, orange cells turn red to indicate an error. |
Definitions Definitions
| PRE CONSTRUCTION COSTS |
| Pre-Construction Costs are all costs (except for costs contained in the IGA) which are required prior to commencing construction of all measures in the EPC. |
Costs presented for ESCO-direct work shall not include profit. Profit for the project shall be identified in the profit line item of the Project Estimate Worksheet.
The Colorado EPC Program requires open book pricing. ESCOs should be prepared to present direct costs and quotes to their clients.
| Design and Other Engineering |
| Design and other engineering includes all professional architectural and engineering costs required to design and specify projects to be installed as part of the Work. If design work is completed in-house, this includes burdened labor associated with design of measures included in the EPC. If design work is subcontracted to an A&E firm, this is the quoted cost from the A&E firm plus burdened labor from ESCO energy engineers to oversee and direct A&E design services. Design and other engineering services include applicable code review costs. Any non-billable time or non-engineering supervision of engineers associated with engineers and/or design efforts will be included in the Other Pre-Construction Costs category. |
Energy engineering is all energy modeling, energy savings calculations and any additional energy engineering costs that were not accounted for in IGA costs. Costs include burdened labor, any non-billable time for energy engineers, supervision of energy engineers or other support, training costs for energy engineers shall be included in the Other Pre-Construction Indirect Costs category.
| Pre-Construction Services |
| Pre-construction services include both construction management as well as project development services. |
In order to coordinate and bring many complex technical details together and present such proposal to the client, ESCO's may employ Business Development Representatives, Project Developers, and/or other resources that act as the key contact between the client and the ESCO. This line item includes all burdened labor, commission, and any other direct cost associated with presenting the best information to the client in an understandable format.
As an additional level of coordination, ESCOs may utilize a construction manager prior to construction of projects to solicit bids for final construction and also help review designs to ensure constructability. This cost includes all burdened construction manager costs associated with these efforts, if applicable.
| Other Pre-Construction Costs |
| Site visits and client meetings are necessary before construction to ensure designs and equipment meet customer needs and fit project objectives. Other Pre-construction Costs may include but are not limited to: administrative support, legal review, accounting services, printing, copying, binding, office supplies, business travel, business meals and supervision of project development staff. |
| CONSTRUCTION COSTS | ||
| For any components in this category that are directly purchased by the ESCO, such as from subcontractors, vendors, and material providers, to complete the Work, the costs presented shall not include any ESCO markups or profit. Costs presented for ESCO-direct work shall not include profit, as profit for the project shall be identified in the profit line item of the estimate summary. Profit for the project shall be identified in the profit line item of the estimate summary. ESCOs should be prepared to present direct costs and quotes to client through open book pricing. | ||
| Trade Subcontractors | ||
| Trade subcontractors are construction contractors that are mutually selected by the ESCO and Client, and subcontracted directly to the ESCO. These subcontractors are selected by the ESCO from bidding on specifications developed by the ESCO. Such subcontractors may include lighting contractors, sheet metal contractors, piping contractors, electricians, plumbers, carpenters, controls contractors, and other trade contractors as necessary to complete the Work. | ||
| Design-Build Subcontractors | ||
| Design-build subcontractors are construction and design contractors that are subcontracted directly to the ESCO, with Client approval and/or participation in the selection. Design-build subcontractors act as their own design agent and finalize the design of the Work Product to be installed. Such subcontractors include lighting contractors that complete their own audit and design; mechanical contractors that coordinate all of their own electrical, sheet metal work, piping and other support work; specialty contractors like pool cover vendors, and other specialty contractors necessary to complete the Work, are included in this category. The design-build subcontracts work is completed through the ESCO, with the ESCO approving all drawings specifications prior to construction, and with the ESCO taking responsibility for the performance of the design-build subcontractors. | ||
| Direct Purchase Equipment | ||
| Any equipment that is directly purchased by the ESCO is included in this category. | ||
| Construction Management | ||
| Construction Management includes the ESCO burdened labor cost of a construction manager and site superintendent directly supporting the implementation effort required and to oversee and coordinate subcontractors on the project, as profit for the project shall be identified in the profit line item of the estimate summary. | ||
| Project Engineering | ||
| During construction, ESCO design engineers or contract A&E firm may make periodic inspections of work and support the construction manager with engineering analysis of required field modifications. This cost includes the burdened cost of engineering labor or quoted subcontract A&E services to support the construction manager in this effort. | ||
| General Conditions | ||
| General Conditions may be required on larger and longer term projects. General conditions may cover miscellaneous non-staffing costs directly related to the project, such as; job trailer, trailer office equipment, temporary utilities, permanent utility connection fees, barriers/security fencing, scaffolding, equipment rental, site guards, cleaning and trash and recycling dumpsters. Again, costs for General Conditions shall not include markups of profit, as profit for the project shall be identified in the profit line item of the Project Estimate Worksheet. | ||
| Construction Completion | ||
| Commissioning | ||
| At the completion of the construction, the ESCO shall complete pre-functional and post-functional tests of all installed measures to ensure proper operation. This work is normally completed by commissioning agents. If this scope is completed by ESCO employees, it includes the burdened cost of commissioning staff. If this scope is outsourced to a commissioning firm, this cost includes the turnkey cost to provide necessary commissioning services. | ||
| Construction M&V | ||
| At the completion of construction, the ESCO shall complete the measurement and verification of installed equipment to verify post-retrofit energy efficiency and operation. This effort is necessary to ensure systems will meet the guaranteed energy savings and start the M&V Services phase. If completed by ESCO staff, this cost shall include burdened labor of Measurement & Verification Engineers. If completed by external M&V agency, this cost includes the turnkey cost to provide necessary measurement & verification services. | ||
| O&M Manuals | ||
| At the completion of projects, the ESCO is required to provide complete Operation and Maintenance Manuals to the client to allow for quick reference to written documents to provide sufficient maintenance to installed equipment. O&M manuals shall include necessary as-built architectural or engineering drawings. The cost to prepare most operations and maintenance raw materials should be included in relevant subcontractor costs above. This cost is to combine all subcontractor-provided material into single O&M Manuals; print, copy, bind and deliver both printed and electronic copies to the client. | ||
| Training | ||
| Training may be provided by subcontractors; if so, training costs will be included in their subcontractor bid. However, if the ESCO plans to provide training to the client, the burdened labor cost for such training shall be included in this line item. In addition to labor, this line item may include formal classroom training, training videos, online training programs, and other training efforts that include labor and materials required to provide necessary training to the client. This line item cannot be a repeat of training provided directly by subcontractors in subcontractor costs. Training labor may be utilized to supervise and coordinate subcontractor training sessions with the client. | ||
| Other Construction Costs | ||
| Site visits and client meetings are necessary at the conclusion of construction to ensure the project has been completed properly before client signs final acceptance notification. Such items as administrative support, legal review, accounting services, printing, copying, binding, office supplies, business travel, business meals and supervision of staff are all considered acceptable post-construction indirect costs. Other construction costs may include: | ||
| Permits | ||
| Construction is completed in various jurisdictions requiring compliance with jurisdictional codes. ESCO's must pay code reviewers to review design drawings; and render decisions on designs meeting code. In addition, the ESCO must apply for and receive any necessary construction permits based on designs and/or code review. These line items include all costs associated with paying code reviewers and application fees and inspections fees for such permits. This line item does not include design fees or engineering labor to work with code officials or submit permit applications. These burdened labor fees shall be included in the engineering and/or construction management categories listed above. | ||
| Insurance | ||
| ESCOs may be required to possess various levels of Builder's Risk Insurance, Automobile Liability Insurance, Professional Liability Insurance, and other General Liability Umbrella policies. This line item shall include an average amount of insurance that would be attributed to this project. Worker's Comp Insurance is not included in this line item and shall be included in the appropriate burdened labor cost categories. | ||
| Performance & Payment Bonds | ||
| All ESCOs are required to bond the performance and payment of all work by a reputable surety approved for such work. The cost of the performance and payment bond shall be included in this category for the anticipated amount of work to be completed without expending contingency funds. If and when contingency funds are expended, any increase in bond cost must be included with contingency cost expenditure proposals. | ||
| Warranty Labor | ||
| Warranty labor is the burdened labor cost associated with time anticipated to be expended by ESCO staff in supporting their direct purchase equipment warranties; and/or equipment provided by subcontractors. All actual warranty replacement costs shall be included with the three line-items above and shall not be included in this line item. | ||
| IMPLEMENTATION COSTS SUBTOTAL | ||
| This is a subtotal of all the implementation cost expended by the ESCO to complete the Work for the client. No profit can be included in this subtotal for the ESCO or any close affiliate, parent, or subsidiary entity belonging to the ESCO. The client is entitled to audit or request as part of any pay application any and all costs included in any and all cost categories to ensure that all costs can be accounted for within standard Generally Acceptable Accounting Principles (GAAP). | ||
| PROFIT | ||
| The anticipated, but not guaranteed, gross profit associated with the project. | ||
| ESTIMATE PROJECT AMOUNT | ||
| The estimated project amount is the Pre-Construction, Construction, and Profit associated with the construction project. | ||
| CONTINGENCY | ||
| The project contingency is the asset of the Agency, and is held in escrow or encumbered, with the project total financed funding. As part of the project’s overall budget, it is co-managed by the Agency and Contractor. The intended purpose of the project contingency is to provide funds for unforeseen elements of the scope of work, which may become known only after implementation of the scope of work has begun. The Contractor will identify any unforeseen scope of work items, as well cost impact for those unforeseen scope of work items, to the Agency for review and approval prior to any of the project contingency being spent. Contractor will maintain an on-going record of the project contingency throughout the project. If, once all of the contracted scope of work has been completed or is nearing completion and there are project contingency monies remaining the Contractor will work with the Agency to determine the best use of the remaining funds. One option is for the Agency to consider additional energy conservation or capital improvement measures for implementation utilizing the remaining contingency dollars. Contractor and Agency will work together to review the potential added measures with the finance company to assure that the potential added measures are acceptable to the finance company. | ||
| TOTAL FUNDED AMOUNT | ||
| The Total Funded Amount includes all costs associated with the EPC including IGA Costs, Estimated Project Amount, and the Contingency. | ||
| ANNUAL COST CATEGORIES found in the Cost Estimate Summary tab | ||
| Warranty | ||
| Warranty is the burdened labor cost associated with time anticipated to be expended by ESCO staff in supporting their direct purchase equipment warranties; and/or equipment provided by subcontractors. This warranty cost may also include costs for extended equipment warranties in those cases where the required/specified equipment warranty is longer than the equipment warranty offered by the manufacturer. | ||
| Measurement and Verification | ||
| The Measurement and Verification Services cost is the burdened cost for the services necessary after acceptance of the project to annually verify the Energy Performance Contract guarantees. The State requires a guarantee of Utility Cost Savings for a minimum of three years. The cost for measuring and verifying the guarantee is based upon the M&V option utilized, the risk of savings failure, the field time to measure building performance, and the time to document and present the report. | ||
| Other | ||
| ESCOs will describe on the Cost Estimate Summary tab the significance of Other. |
Standard IGA Pricing Table Standard Investment Grade Audit Pricing Table
The matrix below determines the cost of investment grade audit (IGA) services for publicly-owned commercial buildings, such as county courthouses, school buildings, administrative offices, jails and prisons, hospitals, libraries and other community facilities.
Consult the CEO's Secondary ESCO Selection Toolkit (available online) for more information about IGA pricing for non-building facilities such as ball fields and exterior/street lighting.
| Standard IGA Pricing Table | |||
| Tiered Pricing Table ($/Square Foot) | Total Project Size (Sq Ft) | ||
| Under | |||
| 250K Sq Ft | 250K-500K Sq Ft | Over |
500K Sq Ft
| Distance from CEO | |||||
| (1580 Logan St, Denver) | Under 75 miles | $ 0.250 | $ 0.225 | $ 0.200 | |
| 75-150 Miles | $ 0.275 | $ 0.250 | $ 0.225 | ||
| Over 150 Miles | $ 0.300 | $ 0.275 | $ 0.250 |
Project Estimate Worksheet Project Estimate Worksheet
| A | B | C | D | E | F | G | H | I | |
| Project Costing Categories | IGA Contract Maximum % of Total Project Cost | Actual Final IGA |
Calculated % of
| Total Project Cost | Actual | |||||||
| Final IGA Cost | Sub-Totals | Totals | Notes | |||||
| 1 | Investment Grade Audit (IGA) | |||||||
| 2 | Total Facility Area | Unique for each project | ||||||
| 3 | $ / Sq Ft | See Standard IGA Pricing Table tab. | ||||||
| 4 | Investment Grade Audit Total Cost | $ - 0 | G4 = F2*F3 | |||||
| 5 | ||||||||
| 6 | Implementation Costs | |||||||
| 7 | Pre-Construction Costs* | |||||||
| 8 | Design and Other Engineering | 0.00% | % in column E is calculated from estimated project amount | |||||
| 9 | Pre-Construction Services | 0.00% | % in column E is calculated from estimated project amount | |||||
| 10 | Other Pre-Construction Costs | 0.00% | % in column E is calculated from estimated project amount | |||||
| 11 | Pre-Construction Cost Subtotal | 0.00% | $ - 0 | G11 = sum (F8:F10) | ||||
| 12 | Construction Costs* | |||||||
| 13 | Trade Subcontracts | 0.00% | % in column E is calculated from estimated project amount | |||||
| 14 | Design/Build Subcontracts | 0.00% | % in column E is calculated from estimated project amount | |||||
| 15 | Direct Purchase Equipment | 0.00% | % in column E is calculated from estimated project amount | |||||
| 16 | Construction Management | 0.00% | % in column E is calculated from estimated project amount | |||||
| 17 | Project Engineering | 0.00% | % in column E is calculated from estimated project amount | |||||
| 18 | General Conditions | 0.00% | % in column E is calculated from estimated project amount | |||||
| 19 | Construction Completion | 0.00% | % in column E is calculated from estimated project amount | |||||
| 20 | Other Construction Costs | 0.00% | % in column E is calculated from estimated project amount | |||||
| 21 | Construction Cost Subtotal | 0.00% | $ - 0 | G21 = SUM(F13:F20) | ||||
| 22 | Implementation Costs Subtotal* | $ - 0 | H22 = SUM(G11+G21) | |||||
| 23 | ||||||||
| 24 | Profit* | $ - 0 | Value in column H is calculated from estimated project amount | |||||
| 25 | ||||||||
| 26 | Estimated Project Amount* | $ - 0 | H26 = SUM(H22 + H24) | |||||
| 27 | ||||||||
| 28 | Contingency* | $ - 0 | Value in column H is calculated from estimated project amount | |||||
| 29 | ||||||||
| 30 | Total Funded Amount* | $ - 0 | H30 = SUM(G4+H26+H28) |
*Please reference the Definitions tab for each term's definition.
Cost Estimate Summary Cost Estimate Summary
Below are two tables. The first transfers over subtotals and totals generated from the information detailed in the Project Estimate Worksheet. In the second table, ESCOs identify any annual costs included in a project proposal, for later incorporation into an energy performance contract.
| FINAL PROJECT PROPOSAL COST ESTIMATE SUMMARY | ||
| Category | % | Costs |
| Investment Grade Audit | $ - 0 | |
| Implementation Costs | ||
| Pre-Construction Costs | 0.00% | $ - 0 |
| Construction Costs | 0.00% | $ - 0 |
| Implementation Cost Total | $ - 0 | |
| Profit | 0.00% | $ - 0 |
| Estimated Project Amount | $ - 0 | |
| Contingency | 0.00% | $ - 0 |
| Total Funded Amount | $ - 0 |
| ANNUAL COSTS | |||
| Category | Total Annual Cost | How Price is Determined | Years Applied (One-time, Annual, etc.) |
| Warranty* | |||
| Measurement and Verification* | |||
| Other* |
* Please refer to the Definitions tab for more information.
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