BY KARISSA MILLER
The Iredell County Board of Commissioners is reconsidering how the county funds the daily operations of volunteer fire departments throughout the county as well as how it will purchase fire apparatus in the future.
Recommendations for improvement in these areas were outlined in the North Carolina Fire Chief Consulting’s report, which commissioners discussed during a planning retreat last month.
The board is focusing on two key areas:
♦ Updating the fire funding formula to better reflect current needs/equity; and
♦ Ensuring a more structured, long-term approach to replacing fire apparatus across the county
Chairman Bert Connolly said the board is committed to thoroughly reviewing the consultant’s recommendations as it prepares for the upcoming fiscal year.
“We have a responsibility to the people in this county. We have to do it right,” he said.
As part of its evaluation of the fire services, the consultant met with representatives of each fire department and assessed their operations before making recommendations.
However, the board subsequently learned that there were some discrepancies in data the consultant had access to and county data. Examples include the number of dispatched calls and mileage on vehicles. The discrepancies are likely due to the process taking almost a year to complete.
As a result, the board decided through consensus that each volunteer fire department has until March 4 to update necessary data, provide them with feedback and return a funding formula worksheet to help with budget planning.
“Our whole motive for doing this is to provide better services to the citizens at the most efficient price possible,” said Commissioner Gene Houpe.
Commissioner Brad Stroud agreed, emphasizing the need to be as inclusive as possible with the fire departments as they chart a path forward.
Revamping the Funding Formula
One of the primary recommendations involves revising the funding formula to be more transparent and data-driven, taking into account factors such as service demand, operational needs and staffing.
The county sent the Funding Formula Worksheet via email to departments on January 20. The spreadsheet allows each department to see how different weighting factors affect overall funding allocations.
Commissioners say the goal is not just fairness, but sustainability. The revised approach helps ensure that funding aligns with real-world demands and provides a consistent framework for future budget planning.
New Reporting Expectations
County Finance Director Caroline Taylor said that beginning with the FY27 budget cycle, volunteer fire departments will be asked to submit their budget information annually to the county.
This includes detailing:
• How the department spent funds in the prior fiscal year;
• Where the department’s finances stand year-to-date; and
• The department’s needs for the upcoming year.
Taylor emphasized that the request would not include certain equipment, such as radios or turnout gear. Those items are paid for by the county, and those expenses are not part each fire department’s funding allocation.
County staff explained that the expanded reporting is intended to improve transparency and planning — not to add unnecessary work. The information will help county leaders better understand departmental needs and make informed funding decisions.
Apparatus Replacement Planning
Another major component of the consultant’s study involved reviewing the county’s Apparatus Replacement Schedule. The report provides recommended timelines for replacing fire engines, tankers, ladder trucks, and other critical units. The recommendations take into account age, condition and other factors.
“Fire apparatus replacement is very costly and now exceeds $1 million. The lead time is up to three years before it’s actually delivered,” explained County Manager Beth Milton.
Milton said that the changes have been influenced by economic conditions, such as supply chain impacts and the aftermath of Hurricane Helene.
Fire departments have been asked to review the proposed schedule and report any issues. If a department disagrees with a recommendation not to replace a particular unit, they are encouraged to provide a clear rationale for keeping that apparatus in service.
Looking Ahead
The consultant provided the county with a total of 21 recommendations, which could be rolled out in the future.
“The report provides a comprehensive look at everything from top to bottom throughout Iredell County,” Milton said.
Commissioners believe implementing some of the recommended changes will strengthen fire protection services, support volunteer departments and provide taxpayers with greater confidence in how public safety funds are managed.
Fire Study Information can be found on the Iredell County Website under the Fire Marshall’s tab: https://www.iredellcountync.gov/219/Fire-Marshals-Office
OTHER BUSINESS
Performance Review & Personnel Update
Iredell County conducts annual employee performance evaluations to help their staff grow and develop as a member of the “county team.”
Annual reviews are currently based on the employee’s anniversary date or promotion/demotion date if someone is in a new role.
The present policy uses a 1–3-point scale rating: exceeds (3), meets (2) or does not meet (1) expectations. Evaluations focus on enhancing employee skills, retaining staff and ensuring goals are met.
The county manager said the county needs to update the performance review process in reference to promotions and demotions.
Consultant Matt Reese of the Piedmont Triad Council of Governments asked the board what improvements they would like to see with the performance evaluation.
Commissioner Stroud, a retired county director, said he would like to see the process improved by offering “performance counseling” and giving feedback more frequently to employees.
“For me, I would like to see performance counseling. Some folks look at it like I got the evaluation out of the way, but it we do it monthly, quarterly or whatever and you document it … the employee has recovery time,” Stroud said.
Counseling, he continued, is not inherently negative.
“Getting it right is better than creating a product we are going to regret,” Stroud said.
Milton said that the county would have to make sure managers and department heads (evaluators) understand what’s being asked and make sure that it’s applicable to all the employees that they manage.
The other push to update the performance review process is that it needs to be automated, she added.
“We need to get rid of all the paper we are shoveling back and forth. We know we need to improve it,” Milton said.
It will take longer than one year to overhaul the performance review process, she added.
VIPER Simulcast Update and Voice Automated Dispatch Demonstration
Iredell County Emergency Communications officials are implementing improvements to the VIPER (Voice Interoperability Plan for Emergency Responders) radio systems.
The communication system requires a vast network of radio towers in order to operate. The county has added more towers and is awaiting their activation.
VIPER allows first responders and the county’s emergency communications center to work on one communication system.
This puts EMS personnel and first responders in Iredell County on a single radio platform. This eliminates the need to switch between systems, an issue that has contributed to interoperability challenges during emergency incidents.
The board also received a demonstration of the Voice Automated Dispatch system.