The board’s central concern was the evaluation of the General Manager (GM) and the identification of performance deficiencies. Members discussed whether the GM’s performance was satisfactory, with particular focus on issues such as overtime scheduling, customer communications, and project management. The conversation underscored the necessity of documenting any perceived deficiencies in a formal list to be addressed within a specified timeframe. A motion was put forward to vote on these issues, which included project management challenges and the unmet goals for personnel growth. Some members raised concerns about including certain projects, notably a discontinued generation project, in the list of deficiencies.

Compounding the discussion on performance evaluation was the board’s examination of communication failures, particularly related to customer interactions. The board identified ongoing website issues, errors in solar communication, and delays in disseminating “Shred the Peak” emails as areas needing improvement. These failures were linked to the underutilization of the $3 million Energy Efficiency budget, with $1 million unspent. The board recognized the need for better communication strategies and acknowledged the recent appointment of a new communications person to address these issues.

Additionally, the board discussed the importance of setting specific and measurable goals, particularly in management training and productivity metrics. The dialogue revolved around defining what constitutes “increased training” and establishing clear benchmarks for tracking progress. A proposal suggested providing at least 10 hours of leadership training annually as a concrete metric. The board agreed on the necessity of developing a dashboard to track key productivity metrics and proposed semiannual reporting on formal training.

The meeting also covered the proposed execution of an anonymous employee engagement survey, emphasizing the importance of gathering authentic employee feedback. The board agreed that external facilitation would help avoid internal biases and improve the effectiveness of the survey process. This approach aims to understand employee sentiments and enhance engagement within the organization.

Land acquisition for future projects was another topic of interest. The board discussed the need for a plan and business case before pursuing land purchases. Past discussions on carbon capture fuel cells were referenced, with concerns regarding project management and feasibility influencing the decision-making process. The board agreed that land acquisition should support a well-defined project plan rather than simply fulfilling a metric.

Further discussions focused on solar energy initiatives, with a call for increased customer participation in solar programs. Board members emphasized the potential of underutilized spaces like rooftops and parking lots for solar energy use. The conversation also touched on the electrification of the railroad behind the department’s facility, considering the potential for liaison roles to maintain engagement with town committees and the Massachusetts Bay Transportation Authority.

The board also addressed the Citizens Advisory Board’s (CAB) role, acknowledging the need for greater integration and clearer definitions of roles within existing policies. A CAB member expressed appreciation for management’s efforts to engage with the CAB and highlighted the importance of including CAB input in goal-setting processes for the GM.