Electronic Balloting Now Open; Paper Ballots Mailed March 14

Brighton, CO – Balloting in United Power’s 2025 Director Election is open. Members of the cooperative have the option to cast their ballots electronically through their online account or via paper ballot, mailed to members on Friday, March 14. Electronic and mail ballots must be received by 11:59 a.m. on April 15. Members may also vote in person at the cooperative’s Annual Meeting on April 16.

United Power encourages all members to cast their votes in the annual Director Election. Voting allows members to have a voice in their board representation and helps the cooperative better serve its members. Members may return their mail ballot via the postage-paid envelope included in the ballot packet, or they can log into their online account to cast an electronic ballot. Members voting online can access the ballot by clicking the “Vote Now” button.

Three positions on United Power’s Board are up for election this year – one seat in the North, Central, and South Districts. The director candidates are Ursula J. Morgan (incumbent) in the North District; Keith Alquist (incumbent) in the Central District; and Ryan Keefer and Beth Martin (incumbent) in the South District. Candidate statements are available online. 

Directors represent all members and are elected on an “at-large” basis to four-year terms. This means members may cast a vote for a director in each district and not just their own. Directors serve in geographic districts to ensure equitable representation of United Power’s member base in the cooperative’s governing body.

Director Election results will be announced at the 2025 Annual Meeting, held at the Riverdale Regional Park & Fairgrounds in Brighton on April 16. Registration for the meeting opens at 4:30 p.m. and balloting closes at the beginning of the official business meeting at 6:30 p.m. A livestream of the meeting will be hosted on the cooperative’s website at www.unitedpower.com/annual-meeting. 

About United Power

United Power is a member-owned, not-for-profit electric cooperative, delivering electricity to homes, farms, and businesses throughout Colorado’s northern front range. The cooperative is one of the fastest-growing electric co-ops in the nation, serving nearly 114,000 meters. Its 900-square mile service territory extends from the mountains of Coal Creek and Golden Gate Canyon, along the I-25 corridor and Carbon Valley region, to the farmlands of Brighton, Hudson, and Keenesburg. For more information about United Power, visit www.unitedpower.com or follow the cooperative on Facebook, X, LinkedIn, YouTube, and Instagram.

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A member recently asked a very good question about the price of utility-scale solar and how that related to the overall plan we have for the future of our power supply, particularly in light of the new 162 MW Mountain Peak Power natural gas plant being constructed in Weld County (where we also have 11 MW of battery storage). 

What drove the question was the announcement of our latest solar plant, the 150 MW Byers Solar Farm being built in Adams County with cooperation from one of our long-time partners, Silicon Ranch. The question also reflected on the decision we executed last year to regain our independence as a cooperative. 

The raw cost of energy is just one piece in the puzzle of activities that guide the operations of an electric distribution cooperative like United Power. Energy needs to cover every minute of every hour of every day, with enough back-up capacity to ensure the lights stay on and our economy keeps flowing. Buying energy and capacity requires a mix of supply options over a variety of contracts, and United Power — with the support of TEA Solutions, a national energy marketing and risk management services provider for community-owned utilities — works to balance the system both in real time and over the course of years. 

Determining power supply is a multi-factored math and physics activity, coordinated at the local and regional levels. It involves not just the power supply but transmission, as well. The reality for much of the West is that congestion on the transmission system is a challenge for planning and operations, much like getting to a Broncos game in highway congestion. 

We are receiving numerous well-priced power supply offers for the coming years. Unfortunately, the pathway to “bring it home” limits our ability to take advantage of some of best deals on the market. There are plans for new transmission across the West — plans that we support — but the harsh reality is that it will take a decade or more to develop, permit, and build. We simply cannot wait and hope for new transmission in time to meet our growing demand. 

Given these challenges, United Power has devised a three-pronged approach to maintain power supply for our growing member base over the coming years, laid out in the recently-revised Our Cooperative Roadmap (Roadmap). 

First, we are focusing on hyper-localization, which keeps generating resources inside our service territory. Local power means less need for transmission and fewer line losses (energy lost as electricity is transported from point-to-point due to resistance). Plus it contributes to local tax revenue. The Byers Solar Farm is a great example.

Second, we are continuously improving our system as we evolve into a distribution system operator, which will allow us to use what we already have more effectively. Adding battery energy storage systems merges these first two concepts. We now have nearly 20% of our load in either four- or six-hour storage systems. 

Finally, we are preparing for the Southwest Power Pool (SPP) West, a power market that will allow us to buy and sell power more efficiently. This is planned for Spring 2026, and United Power will be ready. 

We are living in a more dynamic energy market than any time in history, with more options than ever before. There is no single source of power that will supply all of our needs. That is why United Power truly believes in and acts on an “all of the above” energy strategy. Whether it is supporting nearly 13,000 residential solar systems, signing 30-year solar purchase power agreements, joining a market, or buying output from natural gas plants, the team works every day to anticipate and plan for your power needs. Just as we need a variety of transportation options — bicycles, cars, trucks, trains, and planes — so, too, do we need options in power supply.

As always, please feel free to reach out to me personally with any questions or comments. If you belong to a group that would like a United Power team member discuss the Roadmap at an upcoming meeting, please contact us.

United Power is pleased to announce the hiring of Jonathan Aust as the cooperative’s Vice President of Energy Resource Planning.

“Jonathan brings a wealth of experience and expertise to this key position,” stated Dean Hubbuck, Senior Vice President and Chief Energy Resource Officer. “Since United Power left its single wholesale power provider in 2024, it is vital to have the right talent on our team to oversee this essential function. Jonathan not only has outstanding credentials for this role, but he is also familiar with the local energy delivery market.”

Aust most recently served as Vice President of Power Operations for the Western Area Power Administration (WAPA). In this role he led a team of more than 80 employees to support power operations responsible for supporting a seven-state footprint and two balancing authorities, delivering power to energy providers across the footprint. Prior to that, he served as Vice President of Information Technology for SCADA/EMS, or supervisory control and data acquisition and energy management system, supporting WAPA’s control centers across a 15-state area.

Aust has served in leadership for a variety of key industry committees, including several representing the Western Electricity Coordinating Council (WECC). He was honored in 2022 with WECC’s Outstanding Contributor Award.

“Energy resource planning is a critical area for this cooperative,” said Mark A. Gabriel, United Power President and CEO. “As we continue to build our energy portfolio, it is vital that we have the right talent on our leadership team. Jonathan will be able to help us build out and maintain our portfolio, and his deep understanding of the energy markets will help us continue to make the right investments on behalf of the cooperative’s members.”

Updated Roadmap is Collective Vision to Successfully Deliver on Co-op’s Mission

United Power debuted its landmark action plan for preparing and adapting to industry changes nearly three years ago as it was about to enter new territory as an independent electric utility. Our Cooperative Roadmap (Roadmap) was a coordinated effort by co-op staff to identify a collective vision to guide the utility’s future decisions. The action plan is ever-evolving, proactively responding to anticipated shifts in the electric industry, and ensures United Power maintains its competitive advantage as an industry leader in power supply innovation, system performance, and member satisfaction. 

It was the strategic direction provided in the Roadmap’s first iteration that helped United Power secure a diverse portfolio of power supply agreements to meet the cooperative’s needs as it grows over the next several years. These agreements have already reduced the cooperative’s greenhouse gas emissions by 26% since May. United Power’s commitment to reducing emissions was a driving factor in obtaining nearly $262 million through the Empowering Rural America (New ERA) Program to support its clean energy transition. The Roadmap was also pivotal in providing investor confidence to help finance the move toward independence, deploying an innovative battery energy storage system to mitigate peak costs, and breaking ground on a natural gas plant to ensure resource adequacy and flexibility. 

Five guiding principles were identified to help the cooperative define, implement, and evaluate the Roadmap’s focus areas:

• Safety. Prioritize safety in every decision and action. Safety is reflected in every aspect of United Power’s operations by fostering a culture of transparency, trust, and teamwork.
• Reliability. Striving to deliver high-quality, uninterrupted service to members through the design, operation, protection, and maintenance of a robust and resilient electric distribution system. 
• Affordability. Commitment to securing fair and competitive wholesale rates, managing costs, and responsibly allocating those costs across the membership with stable and transparent rate options.
• Flexibility. Demonstrate maximum agility and adaptiveness through forward-looking plans, versatile and innovative programs and business models, and diverse power supply options as the cooperative responds to changes in its environment and the needs of members and communities.
• Responsibility. Act ethically, sustainably, and in the best interest of members and communities as the cooperative manages operations and secures resources. 

The four strategic focus areas identified in the first version of the Roadmap remain relatively the same in the updated Roadmap, stretching across all the core functions of the cooperative, including power supply; system reliability and resiliency; data safety and security; and member programs and community engagement. 

Empower and Engage with Members and Communities

Electric cooperatives are owned by the members they serve, which means the members are not just consumers but stakeholders in the cooperative’s success. 

Members can vote for who represents them on the United Power Board of Directors through the annual Director Election, but the cooperative also gives back to the community in many ways.

United Power is a community partner, helping them establish their goals and visions. This includes understanding the unique needs and challenges of the communities and businesses the cooperative serves. The co-op supports the economic vitality of local communities through collaboration with local leaders and economic development organizations on growth initiatives and assists businesses with energy advice and expertise to help them meet legislative and regulatory targets. 

Provide Flexible, Affordable, Responsible Power and Services

As the needs of the distribution system have increased, so has the need for United Power to evolve and optimize the supply of power and services to its members.

Becoming an independent electric utility provided United Power with more flexibility over its power supply options. The cooperative added more than 110 MW of battery energy storage to its distribution system last year and broke ground on an innovative gas peaking plant for an additional 160 MW of resource adequacy. The cooperative continues to pursue cost efficient power supply contracts while limiting greenhouse gas emissions.

Continuously Optimize the Electric Distribution System

The optimization of the electric distribution system is paramount as the cooperative confronts increasing demands and complexities driven by rapid electrification, the integration of distributed energy resources, and the evolving expectation of members.

United Power has experienced consecutive years of record-breaking reliability, ranking among the best electric utilities in the country. The cooperative’s strategic maintenance plan and innovative system design continue to provide positive results and demonstrate remarkable success. 

Achieve and Maintain Business Agility and Resilience

Business agility and resilience are key investments of United Power’s strategic and operational plans. 

Advancing technologies play a critical role in how United Power responds to and prevents outages. The cooperative is working to replace its distributed energy resource management system by early 2026 to better manage system operations and plans to roll out new tools to better manage materials and projects. 

Our Cooperative Roadmap, along with news and updates about its implementation, can be found here.

Much is being written these days about increasing electric demand in the face of declining central power stations, such as coal plants, and how the electric industry will manage this coming onslaught. People are especially concerned that data centers, driven by advancements in artificial intelligence (AI), will cause major problems for the electric grid.

United Power has been blessed with growth for nearly 20 years, and that trend is continuing. One only has to drive around our service territory to see what that growth looks like. Last summer we set a new all-time peak of nearly 650 MW, and this past December we hit nearly 500 MW, making us the largest electric distribution cooperative by load in Colorado and the third largest utility after Xcel and Colorado Springs Utilities.

We added nearly 3,300 meters in 2024 and our monthly electric load has increased consistently. More than 7,600 electric vehicles are registered in our service territory. Whether it is the coming of the new BNSF Intermodal Center in Hudson/Lochbuie, expanding existing data centers, or new residential developments, your cooperative is keeping up.

Recently, the Colorado Air Quality Control Commission adopted rules that require midstream gas suppliers reduce greenhouse gasses by 20.5% as compared to a 2015 baseline by 2030. This will require electrification of the oil the gas fields — a process United Power began several years ago. We are partnering with our oil and gas members to help them meet this mandate.

Our service territory is desirable and we regularly receive inquiries from developers and large loads known as hyperscalers (i.e., data centers). These facilities require large electric loads and heavy demand around the clock. The good news is partnering with them will provide additional backup capabilities, as well as allow us to purchase more power at lower costs for all members. Our Key Accounts Advisors are handling those requests and working closely with the engineering and power supply teams to ensure we can meet their energy demands. Millions of square feet of commercial and industrial space has also been added in just the past few years, especially along our interstate corridors.

While some utilities are turning down loads and wringing their hands over the increased demand, United Power believes it is critical to support our members where they are and when they need us. In order to do this, we follow the “LIT” process that involves closely working with potential loads as soon as practical. What does “LIT” involve?

• Location. Not every location is suitable to be supplied in a short period of time. Large loads that are moving into our service territory, such as data centers, are able to work with our team to locate areas where we can reasonably provide service within their timeframe. 
• Investment. Years ago, the United Power Board of Directors decided that “growth pays,” meaning any capital cost is born by the company or developer. This protects members from costs to add facilities — and yet helps lower other costs as we spread overhead across more members.
• Timing. Advanced planning is crucial to successfully adding infrastructure and we work closely with potential new members to get ahead of critical items such as ordering transformers, preparing the ground, and making sure we have capacity to handle the new load.

We are excited about this future and will continue to support all members, large and small. Anticipating and planning for electrification is at the heart of Our Cooperative Roadmap.

As always, feel free to reach out to me personally with any questions or comments.