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Burke County manager outlines budget 're‑engineering'; in‑house EMS billing projected to boost revenue
Summary
County Manager Brian Epley told commissioners the county is pursuing a multi-pronged budget re‑engineering plan amid slow tax growth and lower sales tax receipts; shifting EMS billing in‑house is projected to become a roughly $6.9 million revenue source and raise average revenue per transport to about $370.
County Manager Brian Epley briefed the Burke County Board of Commissioners on Jan. 21 about a set of "budget re‑engineering" strategies intended to offset slowing revenue growth and prepare the county’s 2025–26 budget.
Epley said early property‑tax growth estimates are around 1.7–1.8%, below inflation, and sales‑tax receipts have shown a multi‑year decline; together those streams account for roughly 75% of the county’s general revenue. To shore up resources, Epley described cost‑avoidance and revenue‑maximization measures enacted or planned across departments.
Key measures include bringing solid‑waste transport in‑house (projected savings of more than $1 million), compacting cardboard at collection sites to retain market revenue, a staffing model review to reduce overtime (estimated $80,000 savings), and a procurement strategy that cut roughly $1.2 million from a public‑safety radio purchase.
Epley spent substantial time on EMS billing. The county moved billing from a third‑party contractor to an in‑house model last May; Epley said the county is "trending towards what we think is going to be about a $6.9 million revenue source" and that its average revenue per transport is running around $370. He told the board EMS handled more than 20,000 calls last year—its first year over that threshold—which increases collection opportunities. Epley also noted the county is pursuing debt‑setoff and wage‑garnishment tools and renegotiating hospital contracts to limit the cost of interfacility transports.
Epley framed these steps as part of a three‑phase administrative plan (react, rebuild, rethink) to create budget flexibility for the county’s strategic priorities. He said other anticipated savings include pharmaceutical cost reductions through formulary changes, estimated at about $1 million.
The board accepted the manager’s reports and directed staff to continue briefings on other re‑engineering strategies in the coming months.
