The meeting began with an in-depth examination of the fire department’s budget, highlighting substantial overtime expenses. The fire chief reported that the department had already utilized 86% of its overtime budget for the year, primarily due to FMLA-related absences. He detailed how last year four employees required FMLA leave, each resulting in 12 weeks of paid absence that necessitated overtime coverage. With two more employees expected to take FMLA shortly, the department anticipates continued challenges. The chief emphasized that contractual restrictions prevent the hiring of part-time employees for shift coverage, making full-time hires a more viable solution.

The proposed hiring of two additional full-time firefighters, estimated to cost $70,000 each, aims to reduce reliance on overtime. This strategic move could also address the anticipated 500 to 600 additional emergency runs per year, spurred by the opening of a new walk-in clinic. The chief outlined the billing process for these runs, noting the disparity between rates billed to fully insured patients and the lower reimbursement rates from government programs like Medicaid and Medicare.

Further discussion touched on the department’s gear and training expenses. The current Collective Bargaining Agreement (CBA) allows for education reimbursements up to $2,500 per firefighter, which seven members are currently utilizing. Concerns were raised about the increasing costs associated with these reimbursements, which total $17,500. To manage compliance with National Fire Protection Association (NFPA) standards, the department plans to replace gear on a calculated rotation, purchasing six new sets annually to spread costs evenly.

The conversation then shifted to the fire department’s budget adjustments related to electricity and outside services. Discrepancies in financial figures were noted, with members debating the accuracy of the budget sheet. The chief acknowledged the need for outside services funding and proposed reallocating funds from the electricity budget to address this need. The committee discussed the chief’s intention to purchase electricity credits, despite current rates appearing inflated.

Vehicle maintenance costs were another focal point, with the chief outlining recent expenditures. Challenges included a $7,000 expense for a new turbo and programming costs for vehicle repairs. The discussion also covered a rotation system for ambulance replacements, with a new ambulance having been received two and a half years prior.

Another topic was the potential impact of the local walk-in clinic on the town’s emergency services. Members expressed concern over the clinic’s limitations in handling severe medical issues, resulting in unnecessary ambulance transports. The proposed hiring of additional staff was seen as a measure to mitigate these impacts by ensuring adequate coverage and reducing overtime reliance.

The meeting also touched on various budget requests from the capital planning committee, with a certified free cash amount of approximately $1.3 million reported. Discussions included updates on the Silver Lake Regional School Committee’s budget, which projected a $44 million total for FY26.