A significant portion of the meeting focused on a communication failure regarding demand response during a heatwave. A board member expressed frustration over the delay in sending mass emails to inform the public about demand response measures. Despite notifying management about the impending extreme temperatures on June 20th, it took until August 2nd for another email to be sent out. Initially attributed to IT problems, the delay was later revealed to stem from an unpaid invoice, which could have been resolved quickly. The board member emphasized the importance of timely communication, stating, “the whole board’s sitting here telling you… six weeks go by till you fix it,” raising concerns about the department’s overall operational efficiency.

Further dissatisfaction was expressed over the focus on a proposed carbon capture fuel cell project, deemed speculative due to a lack of land approvals and regulatory backing. The board member pointed out that no key elements were in place to support the project, stating, “none of these legs of the stool were there.” The board’s subsequent vote against the project was unanimous, leading to concerns about the allocation of resources to initiatives considered impractical.

The discussion then turned to leadership effectiveness within RMLD, with serious doubts raised about current management’s performance. One board member suggested that current employees might have differing opinions on management’s effectiveness compared to former employees, urging for a broader perspective on leadership performance. They stated, “it might be beneficial to talk to some current employees,” indicating that views on leadership might vary based on recent experiences.

Personnel turnover was another issue, with a member highlighting that high attrition rates are a significant indicator of employee engagement. They remarked on the surprising figure of 20 employees having left, contrasting it with previous assertions that turnover was solely due to retirements. The sentiment was echoed that such turnover raises alarms about the workplace environment and leadership stability. A member stressed, “you can’t build if you can’t hold,” emphasizing the need for retention to build a strong team.

A motion was introduced to review the general manager’s performance, following concerns raised during the discussions. However, this motion faced opposition from several members who deemed it premature and not in alignment with the meeting agenda. One member cautioned against making hasty judgments. They said, “we need to work through those questions and get guidance,” advocating for a more measured approach to evaluating leadership.

In addition to these issues, the board discussed the ongoing challenges related to the department’s energy incentive programs. Megan, the new director of RMLD, provided a load management update, focusing on changes to the residential incentive programs. She outlined that the department currently offers rebates for 25 types of appliances, including washers and electric vehicle chargers. However, the average processing time for rebate applications was noted as being 70 days, prompting a reconsideration of the process. The department plans to eliminate rebates for many common appliances, retaining them only for specific products like electric vehicle chargers and energy-efficient ranges. This shift aims to better allocate a limited budget towards more impactful technologies like heat pumps and electric vehicle chargers.

A discussion ensued regarding the potential continuation of rebates for converting gas dryers to electric. One member raised concerns about the significant investment required for homeowners to switch from gas to electric, emphasizing that such a conversion could lead to substantial savings on energy bills. Despite the rise in electric yard equipment availability, skepticism remained regarding the durability and battery life of these tools. The need for clarity on the financial breakdown of the $390,000 spent on incentives, specifically how much was allocated to appliances versus yard equipment, was emphasized.

The heat pump rebate program was another focal point. The board plans to revise the heat pump rebate structure, with potential increases in incentives for whole-house installations. A proposed new structure would provide $10,000 incentives for whole-house systems, as the average installation cost ranges from $25,000 to $35,000. The board emphasized the need for equitable choices for customers based on their financial situations.

The board also discussed several initiatives related to electric vehicle (EV) integration and load management. A notable topic was the collaboration with a tech company called Stepwise, which focuses on developing a product named EV Tab to mitigate costs associated with upgrading electrical panels when homeowners install Level 2 EV chargers. This product aims to modulate charging and discharging. The board highlighted the importance of ensuring that any modifications to electrical panels comply with inspection requirements.