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County fire chiefs present countywide fire and rescue study, urge new funding and volunteer recruitment
Summary
A consultant presented a comprehensive study showing rising call volume, weekday staffing gaps and equipment cost increases; the report recommends further board discussion, consideration of funding models and volunteer retention efforts.
Greg Grayson, a consultant with NC Fire Chief Consulting, told the Rutherford County Board of Commissioners that a countywide fire and rescue study found that response demand is rising and that weekday staffing shortages are the system’s weakest point.
The study, requested and coordinated by county fire chiefs, analyzed incident data, GIS risk mapping, department finances and volunteer staffing levels and produced a set of recommendations the chiefs asked the board to review. “Time is really important … seconds are the enemy in these emergency situations,” Grayson said, explaining that both cardiac and fire incidents grow rapidly with delay.
The report’s nut graf: the county’s largely volunteer fire system continues to provide service, but rising call volumes, higher equipment costs and an ongoing decline in volunteer numbers mean some sustained funding and targeted retention and recruitment work will be needed to preserve current service levels.
Key findings presented to the board included: call volume at many stations has increased over the study period; roughly 80% of responses meet a 10 minute 43 second benchmark used for volunteer systems; weekday hours (roughly 9 a.m.–9 p.m., peak 11 a.m.–7 p.m.) are the most stressed; equipment and apparatus costs have risen substantially in recent years; and volunteer ranks are declining, though Rutherford County’s annual loss rate is lower than state averages.
Grayson and county chiefs said the volunteer base remains a strength but recommended actions the board should consider: (1) review the study data and trend lines; (2) appoint board members to meet with chiefs and discuss funding options; and (3) prioritize volunteer recruitment and retention steps such as a countywide recruitment coordinator and increased outreach to high schools and community colleges.
The consultant presented three broad funding options in the report: continue the current system of individual fire service districts; establish a countywide single service district and tax rate; or create an overlay countywide service district dedicated to specific costs such as staffing or equipment. The chiefs expressed the most support for an overlay service district that would fund specific costs (for example, personnel) while leaving local districts in place.
Commissioners and chiefs discussed practical issues: some departments already have modest paid personnel while others are entirely volunteer; automatic mutual aid among departments is a key existing strength; equipment replacement cycles and increased apparatus costs affect budget needs; and any service-district change would require statutory compliance and decisions about municipal opt-ins.
The presentation closed with a request from Grayson that the board appoint members to meet with the fire chiefs to develop workable funding and recruitment options. The board did not take formal action on funding during the meeting; commissioners said they would continue discussions and review the written study.
Ending: The county received a full study packet and the board was asked to schedule follow-up meetings with chiefs to convert the study’s findings into a work plan for recruitment, retention and funding options.
