Burlington Fire Department briefed Board of Finance on staffing, ambulance revenue and lost one-time ARPA funding

Chief Matthew LaChance, Burlington Fire Department, told the Board of Finance on May 14 that the department responded to almost 11,000 calls for service last year and faces a budget shaped mainly by personnel costs.

"We did, just shy of 11,000 calls for service last year, 1,592 fire responses, which is which was 67 structural fires, 7,100 emergency medical responses, and 2,200 other responses," LaChance said in his presentation. He also said the department currently lists about 95 operational staff and one office manager.

Why it matters: Fire personnel pay and minimum-staffing rules account for roughly 93% of the department’s budget, the chief said, leaving little room for non‑labor cuts. The department expects a roughly $2.2 million increase in general‑fund support in FY26 after one‑time federal American Rescue Plan Act (ARPA) money used in earlier years was no longer available.

LaChance told counselors that the department’s "minimum staffing is 22. We never have fewer than 22 people on, on at all times," and that vacancies force the city to rely on overtime. He said overtime costs have fallen in recent years—"our overtime has declined, 15, 18%"—and the department is trying to keep staffing levels healthy to limit mandatory overtime.

On revenue, the chief said ambulance billing is an important but limited source of funds because many patients are covered by Medicare and Medicaid with fixed reimbursement rates. "We brought in 18% more than the expected revenue" last year, LaChance said; as of the presentation the department was about 76% of expected revenue with the fiscal year roughly three‑quarters complete.

LaChance described pilot programs the department has stood up to reduce high‑cost responses and connect vulnerable residents to services: a community response team, collaboration with Howard Center and Howard Mental Health, and a street outreach program offering buprenorphine. "We're trying to get out a bit proactively with our community health program, with our community response team," he said.

Counselors asked several follow‑up questions during the allotted Q&A. Councilor Jeffers asked whether the FY26 budget assumes a cost‑of‑living adjustment (COLA) for both union and nonunion staff; LaChance replied that negotiations are active and the department would not disclose assumed settlement numbers in public while bargaining is underway.

On training and supplies, the department said medical supply costs and supplier tariffs are pressuring the budget: "Medical supplies have seen a double digit increase," LaChance said, citing examples such as a bag‑valve mask priced around $15 and a single dose of glucagon costing about $235. He also described a federal training grant the department received that carries a 10% local match: "We received $200,000 ... there is a 10% match, which is about $10,000."

What was not decided: The meeting was an informational budget session; the Board of Finance did not vote on the department budget. The only formal action recorded on the agenda was the unanimous adoption of the meeting agenda earlier in the session.

What's next: LaChance said the department plans to continue the lateral hiring program to reduce onboarding time (a six‑week lateral class versus a typical 22‑week academy) and to work with city negotiators on labor settlements.

(Quote sources: Chief Matthew LaChance; Councilor Jeffers.)