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Consultants present 700+ page fire-feasibility study; recommend funding restructure, fire administrator and a fire commission
Summary
NC Fire Chiefs Consulting delivered a comprehensive fire-feasibility study to the Pitt County Board of Commissioners recommending a reassessment of funding structures, creation of a fire administrator role, and other measures to address rising call volumes, volunteer declines and aging apparatus.
Consultants from NC Fire Chiefs Consulting told the Pitt County Board of Commissioners that the county’s fire service faces mounting pressure from rising demand, aging apparatus and declining volunteer ranks, and offered 12 core recommendations to strengthen operations and funding.
Greg Grayson and Chief Scott Burnett presented a data-driven review — described in an executive summary and a 700-plus page report — that combined GIS analysis, incident history, equipment condition reviews and stakeholder interviews. The consultants found a roughly 38% increase in call volume over a six-year period and an average volunteer net loss of about 2.1% per year; they also highlighted steep increases in apparatus costs (an engine that cost approximately $600,000 pre‑COVID now approaches $1.2–$1.3 million) and an estimated $9.9 million of existing debt across departments.
Key recommendations for the commissioners included reconsidering the county’s funding model (options cited: a single fire tax district rate or an overlay district for capital needs), creating a standing fire commission with elected and citizen representatives, and hiring a county-level fire administrator to coordinate budgets, grants and capital planning. Consultants also urged a countywide capital-improvement plan specific to fire apparatus and facilities, expanded recruitment and retention programs for volunteers (including a central coordinator), and consideration of weekday-staffing models to address weakest service windows.
Chief Scott Burnett summarized fire chiefs’ concerns: “their primary worries are staffing, the rising cost of apparatus and turnout gear, and the long-term sustainability of the current service-delivery system,” and he urged county support for equitable funding and shared capital planning. The consultants recommended further engagement with municipal partners to design a cost-share model and urged the board to form a task team to select the most feasible funding alternative.
The presentation was delivered as a listening session; consultants emphasized next steps including data review by commissioners, formation of a joint body with fire chiefs to analyze funding options, and possible implementation planning in 2026 or 2027.
Next steps: commissioners were asked to review the report, consider a task team to consult with chiefs on funding options and to evaluate the case for a fire administrator and fire commission in follow-up meetings.
