The Recal project at the senior center is facing challenges due to escalating solar energy costs. As the board deliberated on options for roof-mounted solar and ground-source heat pumps, a speaker mentioned ongoing communications with Mark Doxer for potential support in advancing Recal’s solar initiatives. The board’s focus remained on finding cost-effective solutions to tackle the rising expenses, maintaining their commitment to sustainable energy projects despite financial hurdles.

Simultaneously, the board tackled the unexpected cost overrun in the installation of Advanced Metering Infrastructure (AMI). The project, initially budgeted at one million dollars, saw the actual bid soar to two million dollars, primarily due to Massachusetts’ prevailing wage laws requiring government entities to pay union rates. This revelation prompted the board to question the accuracy of the initial bid and the assumptions regarding labor costs. Concerns were raised about the adequacy of the bid process, particularly whether the necessary considerations for prevailing wages were included in the scope of the bid.

The conversation highlighted the importance of understanding budgetary quotes and the implications of prevailing wages on overall cost estimates. A participant noted the need to establish fair compensation rates for various labor types, drawing comparisons to previous projects where contractors hesitated to bid due to wage requirements. The board explored alternatives to mitigate costs, including utilizing internal staff for the meter installation, which could potentially save approximately 1.4 million dollars compared to the external bid.

A critical aspect of this discussion focused on the division of responsibilities between the utility and the customer concerning meter socket issues. Concerns were expressed about assuming liability for customer-owned equipment, as participants debated the utility’s role in addressing potential problems during the meter changeover. The board stressed the importance of clear communication with customers regarding the installation process and any associated responsibilities, planning an informational campaign to notify them about the upcoming changes.

In another significant segment of the meeting, the board addressed the relationship with external contractors, particularly regarding the $86,000 three-year contract with Abode for heat pump and weatherization consultative services. The board sought clarity on the contract’s structure, emphasizing the need for a detailed breakdown of services to ensure a comprehensive understanding before the next budget cycle. The conversation revealed concerns about the lack of standalone home energy assessments, a decision driven by the transition to a combined heat pump and weatherization program. Some members voiced skepticism about this shift, questioning whether the new program could adequately meet customer needs, especially for those not interested in heat pumps but still seeking energy efficiency improvements.

The board’s discussions also touched on the broader implications of customer engagement and communication strategies. A customer segmentation study revealed a favorable environment for outreach among early adopters, yet highlighted the need to adjust marketing strategies to effectively engage less responsive segments. The board acknowledged the importance of understanding customer demographics and preferences to enhance engagement efforts and align service offerings with customer needs.