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Charter review panel questions changes to fire commission roles, disciplinary process and recruitment
Summary
At a Feb. 5 interview, the Charter Review Committee questioned longtime local official Beth Jones about keeping volunteer representation on the fire commission, whether to expand the commission, how discipline should align with the collective bargaining agreement and ways to recruit unaffiliated residents to serve.
Members of the Charter Review Committee interviewed Beth Jones on Feb. 5 about proposed revisions to the town charter affecting the fire commission, focusing on volunteer representation, commission size, disciplinary procedures and recruitment of volunteers.
Beth Jones, who identified herself as a former member of the Board of Selectmen, a former town councilor and a former member of the fire commission, told the committee the town remains “one of the very few in this state at least, that still has a combination department of paid firefighters and volunteer firefighters,” and that the arrangement works because a former active volunteer sits on the commission to ensure the volunteers’ perspective is represented. Jones said electing the public to those posts would remove a useful element of vetting and institutional knowledge.
Committee members discussed whether to expand the fire commission from three to five members. Jones said she is generally opposed to expansion, arguing that “three knowledgeable people” preserve expertise and that adding members could “water down” the commission. She also warned that state rules could allow a five-member commission to include four members of a single party and urged any change to include limits on party representation to protect balance.
The committee reviewed salary and oversight procedures for fire department personnel. Members and Jones agreed salaries are handled through the town budget process and informed by market surveys and HR input; the commission recommends and supervises but does not directly pay employees. On disciplinary procedures the discussion focused on aligning charter language with the department’s collective bargaining agreement (CBA) and on involving HR in the process rather than inserting detailed disciplinary steps into the charter. A participant said discipline “goes to HR” and then to the chief, with grievances and final steps described in the CBA.
Committee members pressed whether the commission should have greater visibility or input in CBA negotiations. Jones and others said the commission historically had more involvement but had been excluded in recent contract cycles; they suggested clarifying the charter to preserve the commission’s role without duplicating contractual language.
Members also discussed how to recruit and inform potential appointees, noting the town’s registration breakdown: 3,858 Democrats, 5,128 Republicans and 5,681 unaffiliated voters. The committee said multiple outreach channels—website postings, public forums and other outreach—are needed because many residents do not routinely consult official pages.
The committee asked for the current CBA and agreed to meet with town staff for HR guidance. The interview ended with a motion to adjourn; the transcript records the motion but not a roll-call vote.
