Montgomery Township weighs shift to 24/7 career fire staffing, board reviews phased cost options

Montgomery Township supervisors discussed a proposal to expand the township fire department from weekday career coverage to a full 24/7 career staffing model supplemented by volunteers, reviewing cost estimates, operational changes and public outreach plans.

Township staff presented two options: hire 19 full‑time firefighters immediately (staff estimate roughly $3,000,000 in total new costs) or phase in hires at six per year (with a seventh in the final year), which staff estimated would reduce near‑term new‑hire costs to roughly $1,000,000. Staff said the phased six‑hire scenario still creates significant overtime needs; payroll calculations using the department’s collective bargaining agreement produced an estimated $575,702.08 in overtime for 2026 under the six‑hire plan and projected roughly a 0.27 mill increase to township taxes.

“Those numbers were reviewed by the finance director, myself, and Chief Wegman,” the presenter told the board, adding that the $575,702 overtime figure reflects 27,040 uncovered hours under the proposed schedule and that the $1,800,000 figure shown in the packet represents wages only for the new hires and does not include benefits.

Board members and staff discussed how a phased conversion would change schedules and shift structure rather than simply adding personnel to the existing hours. One board member summarized the public safety committee’s view: committee members supported the expansion in principle but recommended an extensive public information campaign, including social media, HOA meetings and two town‑hall sessions, before the board decides how to include this in the 2026 budget.

Several residents spoke during public comment. Adam Morrow, a current volunteer firefighter and township business owner, said he supports moving toward career staffing but urged a facilities and long‑term forecast before large tax commitments, noting current station capacity limits and the prospect of additional capital costs for a new facility.

“I fully support where we’re going. It’s inevitable,” Morrow said, adding that the township should consider intermediate options such as 12‑hour shifts and longer‑range planning for facilities before committing to hiring 19 full‑time staff.

Resident Rick Warra pressed the board about the scale of the potential tax hit, saying residents hear a “38%” figure that many find alarming and asking whether the operational data justify a large increase. Warra urged the board to be precise in public communications so taxpayers can weigh the tradeoffs.

Chief Wegman clarified the difference between commonly circulated “first arriving unit” statistics and the department’s first‑arriving fire apparatus metric. “Our career staff arrives on scene in 4 minutes and 25 seconds,” he said; he said volunteers’ on‑scene average was 9 minutes and 49 seconds and stipend personnel averaged 7 minutes and 7 seconds in his analysis. He explained that the automated monthly report residents often see shows first arriving unit (which can be the chief’s car) and understates the gap between career‑staff apparatus arrival and volunteer apparatus arrival.

Staff told the board they are preparing a public‑facing summary and a dedicated webpage with three years of underlying data (1,615 data points) to improve transparency. They also asked the board to give direction by the township’s first September meeting so staff can finalize budget scenarios in time for the October budget work session.

No formal decision was taken at the meeting. The board requested further outreach materials and clearer, reader‑friendly explanations of the operational metrics and tax scenarios before it considers including any conversion option in the 2026 budget presentation.