The board’s discussion regarding ambulances centered on the need to replace two aging vehicles, with one being a 20-year-old backup. The proposed plan involves retiring one ambulance after twelve years and the other after nine, thereby avoiding a simultaneous double replacement in six years, which would pose a substantial financial challenge. The conversation acknowledged the trade-in value differences between older and newer vehicles.

The current fleet consists of three ambulances, with the two primary vehicles nearing ten years of service. The board recognized the necessity of implementing a nine-year replacement cycle earlier, which would have ensured all vehicles were updated by now. The discussion included the potential use of retained earnings to fund the new ambulances, although this may reduce available funds for future budgets, complicating financial planning. Opinions varied on whether retained earnings should be used immediately or reserved for future replacements, sparking a debate over the financial self-sufficiency of the ambulance service.

A compromise proposal suggested staggered replacement durations for each ambulance to maintain a stable financial outlook and avoid budget spikes every three years. Concerns were raised about the long-term financial implications of such a schedule, with suggestions that a consistent budget could be more manageable.

In discussing specifications, it was noted that while the available ambulance differs from the custom order, it meets essential functional criteria. Cosmetic differences, such as cabinet doors and flooring, were deemed non-critical, with assurances that necessary modifications like a power lift for the stretcher could be accommodated within reasonable costs.

The meeting also featured a discussion on a grant application spearheaded by the Sunderland Energy Committee for upgrading the building management system at Sunderland Elementary School. The grant aims to replace the outdated system with a new Schneider Electric Ecostructure, incorporating advanced controllers and lighting controls. The project is estimated to cost approximately $189,000, with potential Eversource incentives reducing the grant request to about $164,000. The board unanimously endorsed the grant proposal, emphasizing its alignment with the payback period—a critical criterion for funding approval.

In local community matters, the board approved a one-day liquor license for Greenfield Cooperative Bank and both a liquor and entertainment license for the annual Potato Festival, reflecting support for community engagement. The meeting also addressed the ongoing discussions surrounding the South County Senior Center project, which is being considered for structuring as a lease arrangement rather than a capital request. This proposal would require spring town meeting approval.

The board acknowledged the need for a timely resolution on the ambulance issue, with a potential special town meeting on the horizon. Coordination with the finance committee was deemed critical to setting a date, possibly before Thanksgiving, to address the pressing ambulance needs.