The committee’s dialogue revolved around the project’s financial modeling and revenue projections. Bob Boyd presented a financial analysis considering different take rates and price points. His conservative estimates highlighted the challenge of maintaining a high take rate in competition with Comcast, which offers competitive pricing. The analysis included scenarios with take rates of 50%, 60%, and 70% at a starting price of $85, but Boyd expressed skepticism about achieving these figures given current market conditions.

Committee members discussed the feasibility of a 50% take rate, which some believed was realistic based on prior surveys. However, concerns about achieving the necessary take rate persisted, especially if monthly charges were set lower than the estimated $85. Boyd emphasized the importance of conservative financial planning, warning against overestimating demand and drawing parallels to the town’s underutilized sewer system, which had resulted in financial burdens.

The committee also examined the potential for higher-tier services, such as a 10-gig option, to compete with Comcast. However, they acknowledged that many users do not fully utilize the bandwidth they purchase, complicating revenue projections. Business subscriptions were considered, with an estimated 60 to 120 businesses potentially contributing to revenue, but conservative financial estimates were deemed essential.

Governance and project management were topics, with the committee recognizing the need for a structured approach to oversee the initiative. The necessity for a comprehensive governance framework was underlined, as the current subcommittee lacks statutory authority. Suggestions included forming a Municipal Light Board to manage the project and appointing town employees to oversee operations without requiring full-time positions. A proposed budget for maintenance and infrastructure was discussed, with an annual figure of $103,000 mentioned.

The committee acknowledged that moving forward with the project would require a firm commitment once “make ready” costs were confirmed. There was consensus that the $3 million currently available was inadequate for the entire endeavor, necessitating further borrowing. A proposal to place a borrowing article on the warrant for the next annual town meeting was made, contingent on the select board’s approval. This proposal aimed to bridge the gap between estimated build-out costs and the initial funding.

In addition to financial concerns, the committee considered conducting a survey to gauge community interest and pricing preferences for the service. Although recognizing that survey responses might yield limited samples, they viewed it as a step towards understanding potential user demand.