Taking Action on Rising Costs

From the Office of the Fire Chief

Taking Action on Rising Costs

I want to speak directly to the residents of Sandisfield about where we are as a department, what we’re seeing across the region, and more importantly—what we’re doing about it.

If you’ve been following what’s happening around Berkshire County, you’ve likely seen the same thing I have. Ambulance services are struggling. Costs are rising, reimbursements aren’t keeping up, and more and more departments are going back to their towns asking for increased funding just to maintain the same level of service.

That’s not a one-town problem—it’s happening everywhere.

The difference here is that we’re not waiting for that to hit Sandisfield. We saw it coming months ago and made the decision to act early.

Over the past several months, we’ve built out an interfacility transport program—transporting patients between hospitals and care facilities. This is where we’ve started to see real results.

In the last week of January alone, the department brought in approximately $20,000. In February, that increased to about $27,000. Historically, the town has only seen between $4,000 and $8,000 per month in ambulance-related revenue. So this is a major shift.

That growth isn’t by accident. It comes from working closely with the VA nursing home here in town and building relationships with regional hospitals. Sandisfield sits in a unique location—we’re in the middle of Fairview, BMC, Baystate, Holyoke, and facilities over the line in Connecticut like Winsted Health and Charlotte Hungerford. That puts us in a position to provide a service that’s in demand.

We also have an advantage that not every department has. Many of our members are Connecticut-certified EMTs, which—with the proper paperwork—allows us to operate across state lines. That opens the door for more opportunities and expands what this program can become.

Right now, we’re still in the pilot phase, and we’re intentionally taking it slow. But even at this pace, the program is already growing.

What makes this work—and why it matters to taxpayers—is how we’re structured.

Our largest ongoing expense is the per-diem staffing program, which runs about $24,000 per month. That’s what guarantees 24/7 coverage with two personnel in the station, supported by volunteers.

The transport program, on the other hand, is run mostly by volunteer members—many of them newer EMTs or in paramedic school who are looking to gain experience. Because of that, the actual cost to perform these transports is very low—primarily fuel, maintenance, and basic supplies like oxygen.

So unlike many services that lose money on transports, we’re in a position where we are already generating revenue because our operating costs are low.

At the same time, we’ve made sure this doesn’t impact emergency response. We kept the second ambulance in service so there is always one available in town for 911 calls. That doesn’t change.

At its core, what we’re doing is simple: we’re shifting the cost of service away from the taxpayer and onto the user when possible. The more the service is used, the more revenue comes in—and the more we can offset the cost to the town.

That’s the direction we’re heading.

As we continue to build this program, the goal is to offset a significant portion of our operating costs—and work toward covering as much of the budget as possible through revenue instead of taxes.

The warrant articles in front of you are designed to support that approach.

Article 4 creates a Fire/EMS Stabilization Fund, replacing the current Ambulance Stabilization Fund. This allows us to use revenue not just for ambulance replacement, but for broader needs like equipment and apparatus—while still requiring Town Meeting approval for any spending.

Article 6 keeps the current structure of splitting ambulance revenue, with 50% going into that stabilization fund and 50% supporting the General Fund. That ensures the entire town benefits from the revenue we’re generating.

These articles don’t increase spending—they give us a better way to manage and reinvest the revenue we’re already bringing in, with full transparency and taxpayer control.

As we approach one year since restructuring the department, the focus is straightforward: improve service, control costs, and reduce the burden on taxpayers wherever we can.

Costs are going up everywhere—we’re not ignoring that. We’re planning for it.

The Sandisfield Fire Department is going to keep pushing forward, continue building this program, and make sure we’re doing everything we can to deliver strong service in a way that’s financially sustainable for this community.

Respectfully,

Chief Michael Grillo

Sandisfield Fire Department