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Board approves line‑item transfers to replace fire rescue equipment, pay for stormwater permit, salt supplies, building repairs and an HR search
Summary
The Board of Finance approved several line‑item transfers totaling multiple items: $78,480 for replacement of a generator and rescue equipment after a fire/damage incident, $24,000 for a new stormwater industrial permit, $55,000 for salt and overtime, smaller transfers for building maintenance and HVAC repairs, and $17,500 to fund an HR recruiting firm to search for a charter-required administrative officer.
Woodbridge’s Board of Finance approved a slate of line‑item transfers at its Feb. 19 meeting to cover emergency equipment replacement, new regulatory fees, winter operations and personnel recruitment.
Key approvals: the board approved line‑item transfer 2526‑15 for $78,480 to replace a generator and the hydraulic rescue equipment damaged in an October incident; members were told the total claim was $185,884 and that insurance covered a portion, leaving the town balance to fund. The board also approved transfer 2526‑10 ($24,000) to pay fees for a new stormwater general permit covering industrial activity (including the public works facility), transfer 2526‑11 ($55,000) to address shortfalls in salt and overtime after a heavy winter, transfer 2526‑12 ($5,000) for building‑maintenance unanticipated costs, and transfer 2526‑13 ($25,000) to cover repairs for municipal buildings (library and police HVAC, asbestos abatement and an air‑compressor failure).
Personnel and reorganization: the board approved transfer 2526‑14 ($17,500) to hire a recruiting firm to run a search for a full‑time administrative officer (the charter‑required executive role). Town staff described a plan for Tony to shift to a part‑time finance director role while the new administrative officer would serve as the town’s chief operating officer; the recruiting firm quoted a flat $15,000 fee plus estimated expenses and expected a 4–5 month search with a limited replacement guarantee if the hire departs within a year.
What members said: Tony opened the meeting with a fiscal report projecting a modest year‑end deficit and highlighted revenue shortfalls tied to lower transfer‑station tonnage and child‑center rental income; he and other members repeatedly emphasized trying to cover shortfalls from within departments before drawing on contingency.
Votes and procedure: motions for each transfer were made, seconded and approved by voice vote; the board noted the contingency balance and that several transfers draw on completed capital projects or internal departmental surpluses where possible.
