Central to the meeting was the discussion surrounding the GE contract, set to expire on December 31, 2026. This contract has been pivotal in the transition from analog to smart meters, with the current cost running approximately $1.5 million annually for 27,000 meters. The board expressed concern over the significant increase in the cost per meter read, which had escalated from around a dollar to approximately $488. As a result, there was a examination of potential alternatives.

A primary focal point was the proposed new seven-year contract with Itron, a GE subcontractor that manages meter reading services. The transition to Itron is projected to reduce the cost per meter read to $144, resulting in estimated savings of $1.1 million over the contract’s duration compared to remaining with GE. The board faced a financial hurdle due to the overlap between the contracts with GE and Itron, which would impose an additional burden of about $1 million.

Negotiations with GE were ongoing to potentially reduce the exit costs associated with their contract. The board was optimistic about the possibility of a zero-cost exit, although this outcome was still pending formal agreement. As part of the deliberations, a financial chart was reviewed. The board appeared inclined to classify the Itron contract decision as an extraordinary measure, potentially bypassing a lengthy bidding process. The legal review of the Itron contracts was still in progress, awaiting the finalization of terms with GE.

Discussions also touched on the operational specifics of the Itron partnership. The leasing agreement set the monthly cost at $144 per meter, accompanied by an annual software management fee of around $500. The expected lifespan of these meters is estimated at three to five years, with each unit priced at approximately $300. Concerns were raised regarding the proprietary nature of the software, which might limit future data access. There was consideration for a shorter contract with rollover options, but the board ultimately felt confident in the proposed terms.

In addition to contract negotiations, the board addressed preparations for an impending storm. The focus was on coordinating debris management and electric service restoration. Participants were advised to ensure readiness of relevant contractors and to plan for burning debris at the landfill, thereby lowering costs. Communication with the public was emphasized, particularly through social media, as traditional channels might be disrupted during the storm. Electric crews were instructed to operate only under wind speeds below 40 miles per hour for safety reasons.

The board discussed prioritizing power restoration efforts post-storm, with a focus on restoring primary circuits that serve critical facilities like hospitals and government units before less critical areas. Emphasis was placed on maximizing efficiency during restoration, meaning crews would prioritize areas affecting larger groups of customers. Challenges from the recent storm, Helen, were acknowledged, including difficulties in securing mutual aid. Efforts were made to bring in a small crew from North Carolina to assist with restoration.

It was noted that the town’s website might not be mobile-compatible, potentially hindering access to information during outages. As a result, social media was identified as a crucial platform for updates. Participants were encouraged to reach out with questions or concerns.