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HomeMy WebLinkAbout2023-02-23 RMLD Citizens Advisory Board MinutesTown of Reading T 0 A N CLERK $ Meeting Minutes - -=f, ''A. ce ie6 2123 DEC 20 NI 1: O 1 Board - Committee - Commission - Council: RMLD Citizens Advisory Board Date: 2023-02-23 Time: 6:00 PM Building: Reading Municipal Light Building Location: Winfred Spurr Audio Visual Room Address: 230 Ash Street Session: Open Session Purpose: General Business Version: Final Attendees: Members - Present: Vivek Soni, Chair (Reading); Ken Welter, Vice Chair (Lynnfield); Dennis Kelley (Wilmington); Jason Small (North Reading Members - Not Present: George Hooper (Wilmington) Others Present: RMLD Board of Commissioners Representative: Robert Coulter, Commissioner RMLD Staff: Gregory Phipps, General Manager; Sarah Harrington, Director of Human Resources; Julie Blackley, Communications Manager; Kathleen Rybak, Operational Assistant Minutes Respectfully Submitted By: Vivek Soni, Chair -,,,o,,,,,,,,., Topics of Discussion: All meeting materials can be found in the RMLD CAB Meeting Packet on the RMLD website Chair Soni called the meeting of the Citizens' Advisory Board (CAB) to order at 6:00 PM and noted the meeting was being audio recorded. Chair Soni, and Commissioner Coulter attended the meeting remotely. Approval of Minutes Materials: RMLD Clbzens'Advisory Board Packet (attachment 1) The minutes of the June 23, 2022, meeting were approved as written. Mr. Kelley made a motion, seconded by Vice Chair Welter, that the Citizens' Advisory Board approve the minutes of the June 23, 2022, meeting as written. Motion Carried: 4:0:1 (4 in favor, 0 opposed, 1 absent). Roll Call: Chair Son; Aye; Vice Chair Welter, Aye; Mr. Kelley, Aye; Mr. Small, Aye. Mr. Hooper was absent from the meeting. General Manager's Report Materials: RMLD Citizens' Advisory Board Packet (attachment 2) Gregory Phipps, General Manager, provided a GM update to the CAB. Pape 1 1 Preliminary Ash Street Development Milestones (slide 2) Mr. Phipps discussed the Ash Street development milestones as outlined on slide 2. Mr. Phipps noted that there has been over 10 years of discussion between RMLD and the Town of Reading about developing the Ash Street campus. The site's significance for the Town of Reading is due to its size and proximity to the downtown area. RMLD Is Interested in reconfiguring the site. The main reason relates to 218/226 Ash Street which houses RMLD's equipment, and trucks (and Credit Union) and 232 Ash Street (partial warehouse for stores storage). The Town and RMLD have had preliminary discussions on RMLD possibly moving its headquarters out of 230 Ash, with the intention of staying within Reading. There is the potential of building a new multi-level building at 218 Ash with line truck equipment on the first floor. The actual building design would be determined by an architect. Mr. Phipps discussed the key development milestones as outlined on slide 2. RMLD and the Town of Reading are taking a collaborative approach to make progress. The long-tens goal is to transition by the second quarter of 2029. Mr. Phipps noted that the first actionable item is hosting a public event in the RMLD parking lot with the Town of Reading in July or August. Consideration will be given to RMLD operations during this event. Mr. Kelley asked about the location of RMLD trucks and Mr. Phipps clarified the trucks would be located inside the building with garage doors on both the North and South sides. Chair Soni asked about the ownership and driving force behind the project. Mr. Phipps responded that the Town of Reading Is the primary driver with RMLD's support. Mr. Phipps discussed the properties RMLD owns, including the building and land of 230 and 218 Ash Street. The neighboring property behind RMLD HQ at 230 Ash Street, is 232 Ash street owned by another party. Chair Soni asked about the financial implications of the project on RMLD's net assets. Mr. Phipps indicated that the discussion is still at a high level and detailed financial modeling has not been done. Communications Update Materials: RMLD Citizens'Advisory Board Packet (attachment 3) Julie Blackley, Communications Manager, provided a communications update to the CAB. Customer Satisfaction Survey Update (slide 2) Ms. Blackley discussed the Customer Satisfaction Survey as outlined on slide 2. Website Refresh (slide 2) Ms. Blackley discussed the website refresh as outlined on slide 2. Ms. Blackley mentioned the constraints of the current website provider. Minor updates were made for a cleaner mobile look and a significant redesign is planned for later in 2023. The focus is on highlighting new programs, making the site easier to navigate, and capturing a more modem aesthetic. Social Media (slide 2) Ms. Blackley discussed RMLD's social media, as outlined on slide 2. Page 1 2 Home Energy Audit Webinar (slide 2) Ms. Blackley gave an update on the Home Energy Audit Webinar, as outlined on slide 2. Ms. Blackley noted that there was an increase in audit registrations post-webinar, resulting in a long waiting list. RMLD Bill increase (slide 2) Ms. Blackley discussed the bill increase announcement, as outlined on slide 2. RMLD's goal was to be proactive, and the Department was successful in getting key messages across in the media coverage. RMLD provided an emphasis on the reason for the increase and as well as a comparison with IOUs. Other Highlights (slide 2) Ms. Blackley discussed other communications highlights as outlined on slide 2. Vice Chair Welter inquired about any unique operating concerns during the cold snap. Mr. Phipps responded no, not during the most recent cold snap and referenced a separate cold snap event on December 241h which had a combination of wind and snow. Chair Soni inquired about RMLD's communication strategy, and asked If there are any bench marking or overall goals? Ms. Blackley highlighted the focus on growing Facebook followers and mentioned the challenges In comparison IOUs, due to utility size differences. Mr. Phipps added that RMLD is looking at larger IOUs for web development inspiration and has held discussions with larger utilities relative to website and mobile app design. RMLD's intention is to incorporate these lessons into the current website redesign. Commissioner Coulter cautioned against copying certain designs and highlighted the importance of avoiding project management and not exceeding the Initial scope of the project. Commissioner Coulter noted the potential cost implications of IT expansion. Mr. Phipps acknowledged Commissioner Coulter's caution on IT expansion and discussed the importance of automation in parts of the rebate program for efficiency. Complex services are still manually handled through the customer service center. Commissioner Coulter emphasized the balance between IT expansion and its necessity for the towns. Mr. Phipps acknowledged the importance of this balance. Human Resources (HR) Reoort Materials: RMLD Citizens'Advisory Board Packet (attachment 4) Sarah Harrington provided an HR update to the CAB. Introduction (slide 2) Ms. Harrington Introduced herself as the newly hired Director of HR for RMLD. Ms. Harrington brings 20 years of HR experience, including 14 years with ADP, an HR outsourcing platform. Ms. Harrington also teaches an HR class at Middlesex Community. Ms. Harrington discussed the agenda highlights as outlined on slide 2. Ms. Harrington emphasized RMLD's focus on recruitment. Currently, there are 79 employees at RMLD, with a target of 100 employees by December 31st. There are 21 positions to fill, which marks a 33% Increase in headcount by year-end. This is a challenging goal, but RMLD is committed to achieving this target. RMLD plans to enhance employee career development plans with the introduction of soft skills training and elective training modules, e.g., time management. Page 1 3 The Department plans to implement a new Human Resource Information System (HRIS). The system will provide human capital metrics and include dashboards for tracking numbers and organizational health insights. XCM — Workforce by Generation (slide 3) Ms. Harrington discussed RMLD's workforce by generation, as outlined on slide 3. RMLD's workforce is predominantly Gen X and Gen Y (Millennials), with Boomers In third place. Ms. Harrington highlighted the specific needs and desires of each generation: • Boomers: Desire phased retirement, part-time work, and health benefits. • Gen X: Seek independence, flexible work schedules, and may have responsibilities for caregivi ng towards older generations. • Gen Y (Millennials): Often misunderstood or stereotyped, they value job stability, education, and have a mindset focused on "what's in it for me". • Gen Z: Prioritize financial security and robust mental health support. Ms. Harrington emphasized the imminent retirement of Boomers, and the importance of capturing "tribal knowledge" from retiring Boomers to ensure a smooth transition and prevent the loss of institutional knowledge. There is a need for a proactive approach in identifying successors and facilitating knowledge transfer. Departures (slide 4) Ms. Harrington discussed RMLD departures as outlined on slide 4. In 2021 there was a total of 10 departures. There was one termination within the first 12 months (new hire termination). In 2022 there was a total of 19 departures. There were 2 terminations within the first 12 months. Two terminations have occurred so far in 2023. Ms. Harrington noted that there is a significant reduction in the number of projected retirements when the retirement age is increased from 60 to 65. Tenure (slide 5) Ms. Harrington discussed RMLD employee tenure as outlined on slide 5. 50% of the workforce has been with RMLD for five years or less and 40% have been employed for 12 months or less. With the addition of 20 more employees, over 50% will be in their first year by the end of 2023. Ms. Harrington outlined the drivers of retention: • Relationship with Manager: Building trust and open communication channels between managers and employees is vital. • Work-Ufe Balance: Employees should feel a clear separation between their work and personal lives. • Recognition and Appreciation: Not always monetary; verbal acknowledgments are significant. RMLD is exploring internal promotion techniques, such as quarterly spotlight features, for divisions that excel and plans to display team pictures and accomplishments on bulletin boards. • Career Development and Training: Career development plans are in place. Upcoming manager training includes mandatory courses like preventing harassment and Page 14 discrimination. Optional courses will include topics like effective meeting management. There will be an emphasis on staying compliant with federal and state laws. • Policies and Procedures: RMLD regularly reviews and updates policies and procedures to ensure relevance and clarity. Employees have easy access to these policies and can inquire about them with the Director of HR, the GM, etc. Ms. Harrington emphasized the importance of not only recruiting top talent but ensuring retention by addressing primary needs and concerns. Recruiting (slide 6) Ms. Harrington discussed RMLD recruiting as outlined on slide 6. Ms. Harrington reiterated the importance of strategic recruitment to both fill existing roles and expand the company's workforce to meet its growth goals. Plans are underway to hire approximately 26 to 28 employees in 2023 to achieve the target of 100 employees. The focus is initially on backfilling existing vacancies, followed by filling the new positions. RMLD plans to hire summer interns, given the success and positive contributions of interns in the previous year. Active recruitment efforts are ongoing for this initiative. Recruiting Avenues (slide 7) Ms. Harrington discussed RMLD recruiting avenues and strategy as outlined on slide 7. Historically, job postings were passively displayed on RMLD's website, occasionally grabbed by platforms such as Indeed. Since January, RMLD has actively used ZipRecruiter and Linkedln, resulting in an increased number of quality resumes. The objective is to achieve a unified messaging across all social platforms, including LinkedIn, Instagram, and Facebook. Three job listings are shared monthly with the Chamber of Commerce to maintain freshness in the listings. RMLD is actively participating in career fairs, including recent visits to WPI and Merrimack. Upcoming visits are scheduled to UMass Lowell, Endicott College, Wentworth, and Mass Maritime. Two recent hires were made through internal referrals, emphasizing the importance and effectiveness of this recruitment method. While external recruiters haven't been used extensively, Ms. Harrington acknowledged their potential need for hard -to -fill positions. Vice Chair Welter inquired about the size of the engineering staff at RMLD. Mr. Phipps clarified there are five engineers on staff, with open positions in Engineering and Operations (E&0) and Integrated Resources (IRD). The IRD engineers focus on projects, including generation and solar, while E&O engineers are distribution centric. Chair Soni posed a question regarding interns and the possibility of accessing grants from the Massachusetts Clean Energy Center (Mass CEC) to fund intern positions. Mr. Phipps responded that it was a great recommendation that RMLD will look into. It was clarified that the Massachusetts Clean Energy Center supports various initiatives across the state. Leadership and Supervisor Development (slide 8) Ms. Harrington discussed RMLD leadership/supervisor development as outlined on slide 8. Page 1 5 RMLD has existing Career Development plans in place. Regular training sessions are being conducted specifically for the RMLD management team. Plans are underway to extend this training to supervisors and first-time managers. The objectives of these training courses are to equip leaders with essential tools to prevent any missteps or miscommunication and enhance their management skills for better team handling and fostering trust with employees. Ms. Harrington noted that there are training resources from MIIA which RMLD can leverage. Third -party training sessions are also under consideration, in addition to creating in-house training content. The Society for Human Resource Management (SHRM) offers a vast library of training resources, and emphasized the ability to customize these resources to suit RMLD's needs. Training calendars will be made available, and managers will have the flexibility to choose mandatory training sessions and any additional electives they wish to pursue. Streamlining processes (slide 9) Ms. Harrington discussed streamlining processes as outlined on slide 9. Ms. Harrington emphasized the usefulness of HRIS in automating many manual processes that the HR department currently performs. Ms. Harrington noted the convenience of the system for new hires. Instead of filling out numerous hard copy fortes, new hires can simply log in and complete their paperwork online. With online submission, there's no need for scanning and maintaining physical files, making record-keeping more efficient. Ms. Harrington added that HRIS would allow for the creation of insightful dashboards. This could include real-time dashboards on topics like overtime earnings categorized by week, month, and quarter as well as insights into general earnings. Other dashboard examples are an overview snapshot of the company which could include headcount, overtime statistics, reasons employees stay, etc. The system can provide insights into the current utilization of benefits by the employees and help determine if the benefits RMLD offer align with the needs and desires of the current workforce generation, thus ensuring employee satisfaction and retention. The projected implementation of the HRIS is set for the third quarter of 2023. Prior to HRIS deployment, some existing platforms will require updates. Mr. Kelley raised concerns about the increase in staff numbers to reach 100 employees and the associated financial implications, questioning whether it could lead to an increased overhead. Mr. Phipps clarified that the overhead is less than 3% and explained that the change in headcount is due to the introduction of new positions and filling vacancies. The organization plans to gradually increase overhead to about 5-5.5% in the coming years, re- investing the funds back into the business. Mr. Phipps discussed the reason for increasing staff. The company is focusing on in -territory generation. Key projects include the Maple Meadow project, commercial and industrial solar projects, as well as residential solar initiatives. RMLD will be utilizing the new Inflation Reduction Act (IRA) and associated grants to fund these projects and the required personnel. Mr. Phipps mentioned challenges faced by the team in achieving project targets and the need for more manpower to achieve these. Mr. Phipps highlighted upcoming projects, including developments on Upton Road, and the importance of substations. Page 1 6 Vice Chair Welter questioned the involvement of RMLD's own crew in the projects. Mr. Phipps stated that while third parties would handle actual construction, the RMLD team would manage line work leading to the substation. Mr. Phipps discussed accelerating the replacement of aging equipment, notably transformers. There's a 10 to 15 -year program for transformer replacement. There are challenges with pole replacements due to shared ownership with Verizon. Mr. Phipps emphasized the anticipation of significant load growth, expecting it to double by 2050. This growth is due to an influx from the industrial side and the transition from gas - powered to electric -powered delivery vehicles. Efforts are ongoing to maintain and upgrade the distribution network to handle the anticipated load. Mr. Phipps noted the potential of adding a fourth high point at Maple Meadows and assessing how RMLD can add value on the wholesale side from a storage perspective. The aim is to maintain reliability, keep rates low, and focus on non -carbon initiatives. Mr. Phipps emphasized that the aim is to maintain reliability, keep rates low, and focus on non -carbon initiatives. There is a need for Innovative strategies to address long-term planning without a dear blueprint yet. Materials: RMLD Citizens' Advisory Board Packet (attachment 5) Mr. Phipps provided an IRD update to the CAB Introduction (slide 1) Mr. Phipps introduced Bill Bullock as the new Director of IRD. Mr. Bullock brings over 25 years of experience in the energy industry. His prior experience includes Massachusetts Municipal Wholesale Electric Company MMWEC, (Massachusetts Municipal Wholesale Electric Company), where he worked on a significant battery storage system across multiple MLPs (Municipal Light Plants) and managing energy efficiency programs at Eversource. Mr. Bullock is a valuable asset to IRD. Hedaina — evaluating near-term increase to 90% (slide 2) Mr. Phipps discussed RMLD's power supply portfolio and hedging as outlined on slide 2. Mr. Phipps stated that the current portfolio state is satisfactory. The state compliance target will be in effect from 2030. Internally, RMLD's Policy 30 provides guidelines for the retirement of certificates with a goal of 50% non -carbon energy by 2030. Mr. Phipps referred to the hedged snapshot outlined on slide 2. Mr. Phipps discussed the graphical representation on slide 2. • The graph shows around-the-clock prices. • The January 2022 to January 2023 timeline is displayed. • The peak in the middle represents July -August, with prices falling in October. • The Blue line represents 2023, red for 2024, and other lines indicating subsequent years. Chair Soni clarified that the blue line represents the forward price curve from January 2023 to 2024. Chair Soni questioned the look -ahead duration for the top line and Mr. Phipps confirmed a twelve-month forward-looking period and noted that each vertical line on the graph represents an average price for an entire year. Page 17 Mr. Phipps discussed the decreased forward price curve for upcoming years and the current downward pressure on the natural gas market as outlined on slide 2. Natural gas affects 50% of generation costs in the region. Mr. Phipps discussed potentially increasing hedge to 90% rather than the current 85-80%, as outlined on slide 2. Chair Soni sought clarification regarding the recent significant drop in natural gas prices and how it Impacts the organization's mandate for carbon -free energy. Mr. Phipps explained that in 2023, 29% of the energy RMLD sells will be carbon -free according to certificates retirements. RMLD's policy involves buying certificates associated with the energy purchased. RMLD's compliance is in a strong position with both internal Policy 30 and the state mandate. Mr. Phipps specified that RMLD is above 50% for the current year, nearing 60% of energy purchases with associated certificates. The goal, as per policy 30, is to retire only 29% of these certificates and sell the surplus. The percentage will vary based on actual consumption. Mr. Phipps noted that the open market positions match the mix from ISO New England, which is approximately 50% natural gas. The regional wholesale snap shot of power supply per the ISO website during the BoC meeting was 56% natural gas, 25% nuclear, 13% hydro, 4% renewables, and 2% coal. The total demand is 16,580 MWs. Vice Chair Welter observed that there is no oil in the mix, to which Mr. Phipps clarified it's less than 1%, though more oil was burned in January. Chair Soni confirmed that contracts are with specific entities and not ISO New England. Mr. Phipps reaffirmed and added that all long-term contracts are with specific assets or parts of assets. Palmer (slide 3) Mr. Phipps provided an update on the Palmer Renewables project as outlined on slide 3. The project was originally in partnership with several MLPs and was scheduled to be operational by March 2022. An extension was granted to the end of March 2023. However, it is highly improbable that the project will be commercially operational by that deadline. Mr. Phipps emphasized that no power is currently being taken from the Palmer Renewables project, and there are no plans to source power from it in the near future. Mr. Phipps discussed the termination letter to Palmer, as outlined on slide 3. Vice Chair Welter sought a more in-depth explanation of the project. Mr. Phipps elaborated that the main intent of Palmer Renewables was to utilize tree trimmings as the primary fuel source. Such an approach would be carbon -based and would produce carbon emissions. The initial idea was to leverage tree trimmings, which typically go to landfills, as an alternative fuel source. Similar plants are operational in the northern parts of New England. Mr. Phipps noted that the project had been under development since 2012. The initiative faced considerable opposition. However, the project was able to secure funding, which allowed it to proceed until last year when opposition effectively killed the project. Coincident Industrial Peak Rate — Concent (slide 4) Mr. Phipps provided an update on the Coincident Industrial Peak Rate as outlined on slide 4. Pape 1 8 Mr. Phipps introduced the Coincident Industrial Peak Rate diagram, a concept currently under formalization and analysis. The main goal is to reinvigorate the Peak Management program for industrial customers. The initial focus is on the top two or three dozen clients. Mr. Phipps discussed the proposed shift as outlined on slide 4. The aim is to sync the efforts of industrial clients with monthly transmission and capacity peaks, resulting in mutual benefits. Businesses will be able to directly see the benefits of the program each month, based on how much load they reduce. Mr. Phipps emphasized that reducing load during peaks leads to direct cost reduction for the organization, which then benefits all rate payers. Mr. Kelley expressed concerns about industries adhering to this program, especially manufacturers with tight schedules. Mr. Phipps clarified that businesses could adjust their operational hours to avoid peaks. Some companies have started earlier and ended earlier, successfully avoiding peak times. Chair Soni inquired about the difference between capacity and transmission peaks. Mr. Phipps explained that while both peaks often coincide, capacity is regional while transmission is more local. There are separate transmission peaks for Eversource and National Grid connections. The challenge lies in predicting peaks due to variables like weather changes. Mr. Small shared personal experience, and noted that certain businesses, due to their operational requirements, may find it challenging to adapt to this model. Mr. Phipps acknowledged that the feasibility of participating in this program would vary among businesses. Mr. Phipps emphasized the importance of RMLD's communication and engagement strategies to increase participation in the Peak Management Program. Mr. Phipps highlighted ongoing and future communication initiatives to accomplish this, Including newsletters, social media, and the key account manager's engagement with larger customers. Mr. Phipps reiterated the ultimate goal is to achieve higher participation in the peak management program, which will benefit all RMLD rate payers. Revised A2 ToU Rate — EV Compatible (slide 5) Mr. Phipps gave an update on the Revised A2 ToU (time -of -use) Rate as outlined on slide S. Mr. Phipps provided an overview of A2, A3, and EV1 rates. Previous work was done this past spring relative to designing time -of -use rates. However, this work was paused due to the need for second meters. Based on feedback from the Board of Commissioners, RMLD plans to refine the A2 rate (residential ToU rate). The primary objective is to encourage customers to move load to night hours for efficiency and the goal is to reflect the cost of energy more accurately during specific hours. Mr. Phipps referenced the data chart on slide 5, which depicts the energy usage patterns of 500 residential customers. All peaks occurred In the early noon / late evening. Mr. Phipps noted that the July and August months had higher peaks due to air conditioning. Mr. Phipps discussed the rate mechanism as outlined on slide S. Mr. Phipps emphasized the importance of time -of -use rates for promoting electric vehicle compatibility and home energy management. Mr. Kelley clarified cost implications for consumers based on the time -of -use. Vice Chair Welter emphasized that car charging is more cost-efficient after 8 p.m Page 19 Mr. Phipps highlighted the features in modern vehicles and charging stations that allow users to schedule charging. Vice Chair Welter inquired about the rate variations and the current billing system. Mr. Phipps explained possible changes to make the billing less complicated and more user- friendly. RMLD is also in the process of updating the website to improve customer data access. Mr. Small highlighted the issue of appliances such as Keurig's and microwaves leading to increased energy consumption in school buildings. Mr. Small suggested the need for educational resources to make consumers aware of 'phantom power' consumption. Mr. Phipps agreed with Mr. Small's suggestion to provide quantified data on phantom power consumption and outlined plans for upcoming communications, Including energy and tech tips. Battery Storage (slide 6) Mr. Phipps provided an update on RMLD battery storage as outlined on slide 6. Mr. Phipps discussed the status of RFP submissions and focus areas, as outlined on slide 6. The target timeline is 2024-2025 for most projects. Mr. Phipps noted that the primary objective is driven by economic considerations. The goal is to reduce costs by managing peak energy consumption, changing the timing of energy use without necessarily altering the amount of energy consumed. RMLD is engaging in ongoing discussions with two players for longer -tens duration systems and storage systems that do not use lithium -ion technologies. These technologies aim for economically shifting energy. RMLD's aim is to collaborate with younger companies developing technologies and to conduct pilot projects with long -storage companies. RMLD's load represents a microcosm of what's seen in New England, encompassing industrial, residential, commercial, and municipal loads. Mr. Phipps highlighted that the role of battery storage is for energy storage as opposed to generation. Battery storage is an essential part of RMLD's future portfolio. Updates on projects will be provided when contracts are finalized. Mr. Kelley asked a question related to energy recovery from battery storage. Mr. Phipps responded that different technologies have varied returns. - Lithium ion: 80-90% return but has variables and losses. - Longer -duration technologies: Less than 80% cycle efficient but are typically less expensive upfront. Mr. Phipps reiterated that the goal of alternative storage technologies is to reduce costs and maintain reliability while considering energy loss during energy storage cycles. Mr. Phipps provided example of alternative energy storage technologies: - Flywheel: RMLD is considering this as mechanical storage, currently more for power quality management. - Energy Vault: Entails moving concrete blocks up and down a tower. Not suitable for RMLD territory unless implemented underground. - Pumped Hydro: RMLD is considering low head pumped hydro for lower elevations. RMLD's strategic objective is to apply technology to solve challenges, rather than developing the technology. The aim is to collaborate with innovators for pilot projects without bearing the capital costs. Page 110 Mr. Small mentioned reporting requirements associated with battery storage. Mr. Phipps noted that ISO New England's Order 2222, which was issued 18 months ago, relates to reporting requirements for assets five megawatts or over. Mr. Phipps emphasized that RMLD will ensure compliance, particularly in relation to the five megawatts per circuit and 20 megawatts per tie point requirements. Mr. Phipps highlighted the importance of considering where load growth is occurring. The goal is to align network upgrades with the timing and geography of load growth, though this is a moving target. Vice Chair Welter inquired about the challenges faced by the engineering teams. Mr. Phipps emphasized the complexity in determining how to generate, manage the economics, and distribute energy. It's about how energy is moved around the network and delivered to the point of use. The next CAB meeting will be held on March 23, 2023 Vice Chair Welter made a motion to adjourn, seconded by Mr. Kelley. Motion Carried: 4:0:1 (4 in favor, 0 opposed, 1 absent). Roll Call: Chair Soni, Aye; Vice Chair Welter, Aye; Mr. Kelley, Aye; Mr. Small, Aye. Mr. Hooper was absent from the meeting. The RMLD CAB meeting adjourned at 7:37 PM. As approved on December 13, 2023. Page 1 11