A significant portion of the meeting was devoted to addressing public safety concerns about a damaged utility pole on Dobson Street, specifically pole nine, which had been hit in mid-2023. A member of the public, Charlie Protopapas, a 20-year lineman, voiced his worries about the prolonged time it takes to replace damaged poles and the handling of insurance claims. Protopapas highlighted that although the pole has been braced, it remains unstable, posing a potential safety hazard. He questioned why the replacement process was taking so long and sought clarity on the allocation of insurance funds received for the damaged pole. The board acknowledged the issue, with a member expressing the importance of avoiding “double poles” and emphasizing their commitment to improving response times and maintaining high safety standards. Protopapas was assured that the board would follow up on the concerns and was encouraged by their willingness to address these issues.

The board also tackled budgetary concerns, focusing on the implications of proposed rate increases for the 2025 fiscal year. The proposed base budget of approximately $45 million marks an increase of about 5.4% compared to the previous year. The board discussed the necessity of adjusting rates to align with revenue projections while managing significant investments in infrastructure. A participant raised concerns about the anticipated fuel cost increase and the broader impact of these rate changes on customers’ bills. The proposed increase for residential rates is approximately 5.5%, contingent on forecasted energy sales. The board acknowledged the importance of maintaining a balance between necessary revenue and customer affordability, with discussions highlighting the need to manage power supply costs and explore investment in utility assets like batteries and generators to handle peak demands effectively.

Governance and strategic planning were also topics. The board addressed the role and recognition of the Citizens Advisory Board (CAB) within the 20-year agreement framework. There was a push to solidify the CAB’s role through charter language, highlighting the ongoing debate around governance frameworks and the advisory role of committees. The board discussed the need for clarity in the charter to avoid ambiguity and ensure that the advisory role is acknowledged and respected.

The meeting included discussions on strategic policy and the importance of separating policies from procedures to streamline operations. The board emphasized the need for a comprehensive approach to strategy, particularly concerning long-term capital investments, and recognized the general manager’s responsibility in setting the organization’s strategy. There was a consensus that the board should maintain oversight without impeding operational effectiveness.

In the course of the meeting, the board also reviewed proposed changes to rate schedules effective from April 1, 2025, with a motion passed unanimously to approve the new rates and maintain the annual certificate retirement rate at 55% for 2025. The board expressed a desire to address imbalances between residential and commercial rates, recognizing the need for regular reviews in light of the changing economic landscape.

Additionally, the board considered staffing updates and legislative and regulatory engagements, such as modifying the heat pump program to introduce no-interest loans. They noted the importance of effective communication in engaging both legislative and regulatory audiences to secure future funding and support.

The meeting concluded with a review of performance feedback for the general manager, with discussions on contract interpretation and the process for providing feedback. The board recognized the challenges of balancing oversight responsibilities with personal commitments.