The logo redesign was a prominent topic, with members expressing divergent views on the newly adopted color scheme. The discussion revealed dissatisfaction with the current logo, particularly regarding its practicality and visibility on vehicles. The board considered conducting another survey to gather structured feedback from the public. One member advocated for a return to the previous logo design, highlighting its stronger visual identity due to the light bulb motif. Concerns about the new design’s integration with the department’s website and digital formats were also raised, emphasizing the need for a cohesive digital presence. Members discussed the potential costs and challenges of reverting to the previous design, ultimately deciding to explore further research into customer preferences to guide future decisions.

Financial contributions to the town of Reading were another point of discussion. The board examined the formula used to calculate contributions, which is based on a three-year rolling average of kilowatt sales. A representative from the Reading Select Board expressed confusion over a recent decrease in contributions, questioning the unexpected trend given the historical increase in kilowatt sales. The board clarified that the formula accounts for fluctuations in energy sales due to factors like weather and population changes. Despite the decrease, the overall contributions remained stable, though members acknowledged the need for further clarification on the impacts of seasonal variations on sales.

As the meeting progressed, attention turned to the general manager search process, particularly the salary range for the position. Members engaged in a detailed debate about how to structure the salary, balancing the need to attract qualified candidates with fiscal responsibility. Concerns about “salary inflation” and “salary pressure” were voiced, with suggestions for a range of $220,000 to $260,000. The board also considered data from a peer group of similar positions, recognizing that RMLD’s unique status as a single-business entity might warrant a different salary structure. The job description for the general manager was revised to better reflect the organization’s mission and expectations, emphasizing the need for “progressive leadership experience” and clarifying responsibilities such as attending off-hour meetings.

The meeting also covered the department’s financial health, with a presentation of the 2024 financial audit findings. The auditor, Scott McIntyre, reported an “unmodified” audit opinion. A discussion on long-term liabilities, including net pension and other post-employment benefits (OPEB), highlighted favorable investment activities that led to a decrease in the net pension liability.

Additionally, the board addressed the department’s engagement with Energy New England (E&N), considering the appointment of a new class B director on the E&N board. Members discussed the benefits of their ownership stake in E&N and the need for a presentation to gain clarity on the services and strategies offered by the entity. This was deemed critical, especially since several board members were relatively new and required a comprehensive understanding of E&N’s contributions to RMLD’s operations.