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ourselves in a problem with when the revenues begin to decline are the<br />
costs <strong>of</strong> the labor. It’s a very much labor intensive organization that we<br />
have. The costs <strong>of</strong> the employee benefits that are associated with that<br />
labor, and also the debt service that we have inside Proposition 2 ½ that if<br />
it gets too high can compete with the costs that we need to actually provide<br />
the services.<br />
I want to point out we’re working very closely with our <strong>Town</strong>’s<br />
entire work force on proposals that are out there to use some furloughs in<br />
the short term to help lower labor costs and avoid lay<strong>of</strong>fs that would have a<br />
tremendously negative effect on reducing all <strong>of</strong> our services levels.<br />
We’ve also eliminated a great many positions in the <strong>Town</strong>’s<br />
budgets, especially over the last three years. It does put a lot <strong>of</strong> stress on<br />
the <strong>Town</strong>’s services, but you have to eliminate these structural issues that<br />
plague the budget and make it so that you run deficits.<br />
We’ve also, on the employee benefit side, another structural<br />
problem that we’ve had, we’ve identified some very specific ways to control<br />
health insurance costs while also preserving the comprehensive benefit<br />
levels that we enjoy, and we’re rolling out these programs; there’s a<br />
tremendous amount <strong>of</strong> negotiations and discussions that we need to<br />
provide health insurance that is sustainable moving forward, but we have<br />
the programs and we have the discussions in place and that I think is<br />
some specific examples <strong>of</strong> how we’re going about addressing some <strong>of</strong> the<br />
Tinkham Reporting<br />
(508) 759-9162<br />
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