BOARD OF COUNTY COMMISSIONERS

1. Introduction (Edward J. Dixon, County Administrator) 2. Fire and Emergency Management Services Presentation (Edward J. Dixon, County Administrator / Kris Hood, Chief / Andre Walker, Fire Coordinator) 3. Questions BOARD OF COUNTY COMMISSIONERS BUDGET WORKSHOP August 13, 2024 at 4:00 PM Gadsden County Board of County Commissioners Chambers Edward J. Butler Governmental Complex 9-B East Jefferson Street Quincy Agenda Items Call to Order, Invocation, and Pledge of Allegiance Invocation Pledge of Allegiance Citizens Requesting to be Heard on Non-Agenda Items (3-minutes Limit) The Gadsden County Board of County Commissioners welcomes and encourages public participation at all meetings of the Board. Citizens are free to speak for up to three (3) minutes on non-agenda items. Public comments and participation are also encouraged for items on the agenda. Additionally, if you are unable to attend a meeting in person, comments from the Public can also be submitted via email to CitizensToBeHeard@gadsdencountyfl.gov until noon on the date of the meeting. Comments submitted after the deadline, but prior to the meeting, will be added to the official record, but the County cannot guarantee that Commissioners and staff will have adequate time to review comments prior to the meeting. Citizens are further encouraged to participate on the County’s website at www.gadsdencountyfl.gov. General Business EMS and Fire Presentation.pdf FY23-24 EMS Revenue & Expenditures.pdf FY23-24 Fire Assessment Revenue & Expenditures.pdf Motion to Adjourn

Gadsden County Board of County Commissioners FY2024-25 Budget Workshop #5 August 13, 2024 Table of Contents 2 u I. Introduction u II. Emergency Medical Services u III. Fire Services EMERGENCY MEDICAL SERVICES EMERGENCY MEDICAL SERVICES 4 Gadsden County Emergency Services (GCES) was established as a County Department in October 1984. In addition to providing emergency medical services to the residents and visitors of Gadsden County, we also provide non-emergency ambulance transportation as well as stand-by services for events such as football games, music fests, bicycle and boat races, etc. GCES responds to approximately 10,000 requests for aid yearly which result in approximately 7,800 transports. GCES utilizes a combination of 6 Advanced Life Support (ALS) and Basic Life Support (BLS) ambulances, and 2 ALS Quick Response Vehicle (QRV) to rendered aid. The response vehicles are equipped with the latest equipment/technology available. Coupled with the latest evidence based medical guidelines, citizens and visitors of Gadsden County are assured of receiving the best care available EMERGENCY MEDICAL SERVICES- FY2024 RECAP 5 FY 2024 RECAP  CPR and AED training for citizens and county employees  Received two new ambulances- total amount $368,060.00  Received $12,173.00 County EMS grant for the purchase of radio and medical equipment  Received $94,335.31 EMS matching grant for the purchase of twenty sets of bullet proof vest and helmets for ems crews, One stretcher and mount for new ambulance  Participated in several community outreach events:  Public Safety Summer Initiative  Regularly attend TCC and Chipola Colleges EMT/PMD programs to showcase Gadsden County  The agency and county administration have completed 50% of the new EMS station design. Goal is to break ground in late 2024. 6 7 EMS Response by Station Volume Quincy Robertsville Chattahoochee Havana Midway 8 Transport Destinations Volume TMH NE TMH Main HCA Main HCA Lake Jackson HCA Gadsden Home 9 Destination Locations Total AIRHeart 2 Bainbridge Memorial 1 BAINBRIDGE MEMORIAL MANOR 1 Brooks rehab 2 C ALHOUN-LIBERTY HOSPITAL 3 C risp Regional Nursing Home & Rehab 1 FLORIDA STATE HOSPITAL 15 Gadsden C ounty Emergency Services 6 Gadsden C ounty Jail 1 GC ES 1 Greenwood Terrace Apartments 1 GULF C OAST REGIONAL MEDIC AL C ENTER 1 HC A Florida C apital Hospital 2182 HC A Florida Gadsden Emergency 1803 HC A Florida Lake Jackson Emergency 347 HC A FLorida North Florida Hospital 1 Home 30 JAC KSON HOSPITAL 45 Kearney C enter 1 Madion county memorial hospital 8 RIVERC HASE HEALTH AND REHABILITATION C ENTER 27 St Andrews Bay Skilled Nursing and Rehabilitation 1 Survival Flight 2 TALLAHASSEE MEMORIAL HOSPITAL 1667 TALLAHASSEE MEMORIAL HOSPITAL North East 602 UF HEALTH SHANDS HOSPITAL 3 Varnum's Rest Home 1 6747 EMERGENCY MEDICAL SERVICES- FY2025 OUTLOOK 10 FY 2025 FUTURE OUTLOOK  Board approved $360,000.00 from the RPA to remount two ambulances  Transition to 24/72 work schedule  Receive additional state and federal grants  Implement 10 Step pay plan with HR direction Schedule u Full time employees operate on a 48/96 schedule. What does this mean? • Full-time staff work 48 hours on duty and 96 hours off duty • Regular hours= 2,080 • Built in overtime hours= 848 • Total hours= 2,928 • Weekly average hours= 56.3 11 Current Staffing  Full time Employees: • Paramedics- 16 • EMT- 18  Part time Employees: • Paramedics- 4 • EMT- 19 12 13 Staffing Needs u Paramedics- 8 full time u EMT- 0 u What is GCES currently doing to improve staff Shortages? • Implemented a tuition reimbursement program for current EMT’s. Three EMT’s are scheduled to complete Paramedic school in the fall of 2024 and have signed a three year commitment to the agency. Additionally, three more EMT’s have signed the commitment for the reimbursement program and set to began Paramedic school in the fall of 2024, with a completion date in the fall of 2025 • Implemented FTO’s (field training officers) within the agency, these officers are responsible for training all students, new hires and are a huge part of our recruitment efforts. 14 EMS Stations u Quincy Main station- 276 Lasalle Lefall Drive. Houses five FTE every day. 1 Captain, 1 Paramedic, 3 EMT’s u Midway Station- Located at 1535 MLK BLVD. House two employees, generally a BLS unit due to staff shortages u Havana Station- Located at 6805 Fl Ga Hwy. House two employees, 1 Paramedic and 1 EMT u Robertsville Station- Located at 165 Hutchinson Ferry Rd. House three employees, 1 Paramedic and 2 EMT’s. This is a BLS unit with a Paramedic on a QRV u Chattahoochee Station- Located on the FSH grounds. House two employees, 1 Paramedic and 1 EMT. 15 Quincy Station Pros: 1.Good location 2.Plenty of storage rooms Cons: 1.No covered Bay area 2.No showers 3.Outdated 4.No Kitchen 16 Midway Station The Midway station is owned by the City of Midway and is shared with Gadsden EMS and Midway Fire Pros: Cons: 1.Newer station with covered bay 1. Not county owned 2. Shared space 17 Robertsville Station County owned station shared between Gadsden EMS and Robertsville VFD Pros: Cons: 1.County Owned 1.None 2.Covered bays 3.Full kitchen 4.Nice furniture 5.Remodeled bedrooms 6.Full Bathrooms 18 Chattahoochee Station Owned by Florida State Hospital Pros: Cons: 1.Quiet location 1.Deteiorating structure 2.Solely for EMS staff 2.No covered bays 19 Havana Station County owned building staffed with Gadsden County EMS employees Pros: Cons: 1.County Owned 1.Not ideal location 2.Solely for EMS 2.Crews must relocate during high winds 3.Newer building 3. No covered bays 20 Recommendations/Mitigating Factors u Continued effort to apply for grants that will help offset some of the costs of operating EMS Department. u Continued effort to work with our new billing company to ensure collection efforts are being maximized. There are certain factors in the EMS revenue cycle that are driven by the environment and cannot be controlled by staff. u Identify ways to reduce turnover and vacancies which result in a decrease in staff overtime wages. • If a month has 100 additional shifts that need coverage with additional overtime from full-time employees, the estimated impact on the budget of covering the 100 shifts, will be $60,069.03. In the example above, if we can reduce the additional overtime of covering 100 shifts by 15%, this would result in savings of $9,010.31 for that month. 21 Recruitment and Retention The pipeline for certified EMTs and paramedics is drying up. Many training programs shut down during the pandemic, decreasing the number of people able to become certified. And many people making career choices weigh the work-life balance of a 24/7, nights and weekends EMS schedule, time away from family and friends at holidays and life events, plus the risk of death. A career in EMS is not favorable to a work-life and personal safety balance, especially when compared with the frequent utilization of work-from-home hours in other industries. 22 Recruitment u Recruitment is essential to getting employees interested in a career in the EMS field. We must stay active and forever looking for ways to improve our recruitment efforts. Currently our best recruitment comes from the local colleges sending students for clinical rotations. We strive to take the extra time with this students all while putting them with the right employees to hopefully spark some interest after graduation. Effecting Factors: Our number one effecting factor of recruitment and retention is neighboring counties being more attractable Other effecting Factors: u Work life balance (alternative scheduling options) u Station conditions and amenities u Workload u Pay/salary u Incentives u Room for advancement u Up to date equipment 23 Retention u As recruitment is essential for obtaining employees. It has been a struggle to retain employees. What we are seeing: • Burnout/workload • Lack of room for advancement • Station conditions • Work schedules • Competitive pay- We must be the best to retain the best • Leave accrual- it takes an EMS employee three months to accrue enough time to take one day off work. Therefore, they work overtime to refrain from having to use leave time • Abuse of 911 system 24 What we are up against 25 It’s not just about money 26 Neighboring County Station 27 So, what do we do today? u Reduce burnout/workload – start with adding an additional ambulance u Plan for the launch of the new work schedule (24/72) u Remodel/reconstruct current stations for improving today's conditions. u Strategically plan for newly constructed stations to accommodate the future growth of the county. Also, with the proper planning will allow for better response times within the county. u Continue our efforts for promoting Gadsden County EMS. u Continue to set high standards and hold each other accountable to build the best team possible. u Continue looking for opportunities to obtain additional funding resources. u Continue to update the fleet with the latest up to date equipment. u Cease all interfacility hospital transfers- this is a huge burden on the agency and the county is not profiting from the transfers u Offer sign on or retention bonus u Update the leave accrual for EMS employees, these employees accumulate the same leave accrual rate as all other county employees that only work 40 hours a week 28 24-72 (Recommended Model) Full Time Positions # Of Positions Hourly Rate Regular Salary per employee Built in Overtime Salary per employee Total Salary FICA per employee Retirement per employee Health Insurance per employee at Single Coverage**** Total per Employee Total for all positions in that Category EMTs (0144) 24 $ 21.75 $ 40,716 $ 10,179 $ 50,895 $ 3,893 $ 16,688 $ 10,249 $ 81,726 $ 1,961,416 Lieutenant (0144) 4 $ 28.00 $ 52,416 $ 13,104 $ 65,520 $ 5,012 $ 21,484 $ 10,249 $ 102,265 $ 409,060 Medic FTO (0144) 4 $ 26.00 $ 48,672 $ 12,168 $ 60,840 $ 4,654 $ 19,949 $ 10,249 $ 95,692 $ 382,770 Medic (0144) 16 $ 25.50 $ 47,736 $ 11,934 $ 59,670 $ 4,565 $ 19,566 $ 10,249 $ 94,049 $ 1,504,788 Captain (0144) 4 $ 31.00 $ 58,032 $ 14,508 $ 72,540 $ 5,549 $ 23,786 $ 10,249 $ 112,124 $ 448,496 EMS Division Chief (0145) 1 $ 45.00 $ 93,600 $ 93,600 $ 7,160 $ 30,691 $ 10,249 $ 141,701 $ 141,701 Fire Coordinator (0105) 1 $ 43.00 $ 89,440 $ 89,440 $ 6,842 $ 29,327 $ 10,249 $ 135,858 $ 135,858 Chief (0145) 1 $ 50.00 $ 104,000 $ 104,000 $ 7,956 $ 34,102 $ 10,249 $ 156,306 $ 156,306 Total 55 $ 270 $ 430,612 $ 61,893 $ 492,505 $ 37,677 $ 161,492 $ 51,244 $ 763,415 $ 5,140,394 Workers Comp FY24 $ 131,523 Life Insurance $ 2,060 Holiday Pay $ 132,080 Total FT Employee $ 5,406,058 29 48-96 (Current Model) Full Time Positions # Of Positions Hourly Rate Regular Salary per employee Built in Overtime Salary per employee Total Salary FICA per employee Retirement per employee Health Insurance per employee at Single Coverage**** Total per Employee Total for all number of employees in that Category EMTs (0144) 18 15.50 32,240 19,716 51,956 3,975 17,036 10,249 83,216 1,497,883 Lieutenant (0144) 3 19.00 39,520 24,168 63,688 4,872 20,883 10,249 99,692 299,076 Medic FTO (0144) 3 18.50 38,480 23,532 62,012 4,744 20,334 10,249 97,338 292,015 Medic (0144) 12 18.00 37,440 22,896 60,336 4,616 19,784 10,249 94,985 1,139,815 Captain (0144) 3 21.00 43,680 26,712 70,392 5,385 23,082 10,249 109,107 327,322 EMS Divison Chief (0145) 1 32.00 66,560 66,560 5,092 21,825 10,249 103,726 103,726 Fire Coordinator (0105) 1 29.39 61,131 61,131 4,677 20,045 10,249 96,101 96,101 Chief (0145) 1 39.59 82,347 82,347 6,300 27,002 10,249 125,897 125,897 Total 42 $ 193 $ 401,398 $ 117,024 $ 518,422 $ 39,659 $ 169,991 $ 51,244 $ 684,165 $ 3,881,836 Workers Comp FY24 $ 131,523 Life Insurance $ 2,060 Holiday Pay $ 69,682 Total FT Employee $ 4,085,101 30 FIRE SERVICES FIRE SERVICES 32 The Gadsden County Fire service is served from 10 volunteer fire station locations. Chattahoochee, Concord, Gretna, Greensboro, Havana, Midway, Mt. Pleasant, Robertsville-St.Johns, Sycamore, and Wetumpka Volunteer Fire Department. The Gadsden County Fire Service provides fire prevention and suppression, technical rescue with more than a 100 qualified and dedicated line personnel to provide the vital services required for protecting the lives and property of the residents and visitors of Gadsden County. The focus of the Gadsden County Fire Service is on responding rapidly to emergencies, providing appropriate intervention and community education. We owe the residents of Gadsden County the highest quality of service possible, characterized by responsiveness, integrity and professionalism. We will continually strive for quality improvement. The goal of Gadsden County Fire Service is developing an organization to effectively administer and manage the resources of the Department, developing a system for minimizing the impact of disasters and other emergencies on life and property, providing an effective First Responder Service, and providing an effective Fire prevention and Public Safety System. FIRE SERVICES - FY2024 RECAP 33 Here are the accomplishments the Fire Service achieved in FY2024: • Provided Emergency Vehicle Operator Course (EVOC) Training: Successfully conducted EVOC training for Volunteer Fire Departments, enhancing their skills in safely operating emergency vehicles during response situations. • Renewed the Interlocal Fire and Rescue Agreement: Negotiated and implemented a renewed Interlocal Fire and Rescue Agreement with the Volunteer Fire Departments, establishing a three-year contract to continue providing fire and rescue services. • Increased Funding for Volunteer Fire Departments: Secured additional funding to enhance Volunteer Fire Departments’ readiness for fire and rescue response, ensuring they have the necessary resources to serve the community adequately. • Established Stipends for Volunteer Firefighters: Provided financial incentives in the form of stipends to Volunteer Fire Departments to attract and encourage more firefighters to respond to emergencies. FIRE SERVICES - FY2024 Recap 34 •Invested in a New Fire Truck: Successfully purchased a new fire truck to replace an aging vehicle, enhancing the operational capabilities and reliability of the fire service fleet. •Participated in Summer Youth Program: Engaged in a week-long summer youth program organized by the Pat Thomas Law Enforcement Academy, promoting interest and education in fire safety and emergency response among local youth. This initiative encouraged responsibility and teamwork. •Installed and Replaced Smoke Detectors: Assisted residents by installing new smoke detectors and replacing batteries in existing smoke detectors, enhancing home safety and fire prevention efforts. FIRE SERVICES - FY2025 OUTLOOK 35 FY 2025 OUTLOOK The Fire Service is planning to implement several proactive efforts aimed at enhancing our performance capability. These efforts are aimed at supporting our volunteer fire departments and improving community safety. Key focus areas for the upcoming fiscal year include: • Fire and Rescue Training Opportunities: We will provide a range of fire and rescue training opportunities for Volunteer Fire Department personnel. This will ensure that our volunteers are well-equipped with the necessary skills and knowledge to properly respond to emergencies and serve the community. • Tuition Reimbursement for Fire Training: To encourage professional development, we will introduce a tuition reimbursement program for individuals interested in enrolling in Firefighter 1 or 2 courses. This effort will support our volunteers in advancing their firefighting skills and certifications, ultimately benefiting the Fire Service and the community. • Continued Smoke Detector Assistance: We remain committed to community safety by continuing our efforts to assist residents in installing and replacing smoke detectors in their homes. This effort will further our mission of fire prevention and ensure residents have the necessary life-saving equipment. Purchase of New Fire Trucks A key initiative for FY 2025 will involve the procurement of fire trucks to replace aging and worn-out vehicles. This investment will enhance our response capabilities, ensure reliability during emergencies, and maintain the safety of our firefighters and the community they serve. The county currently owns a fleet of 11 fire apparatus, consisting of 8 fire engines and 3 tankers, all of which are over 20 years old. These vehicles have served faithfully over the years, responding to countless emergencies and protecting the community. However, as the years have progressed, the maintenance costs associated with keeping these trucks operational have risen significantly. Older fire engines and tankers require more frequent repairs and parts replacements, leading to increased expenditures, which strain the county's budget. Investing in newer, more efficient equipment could ultimately enhance public safety and reduce long-term operational costs. 36 New Fire Stations A new fire station would provide the necessary features, such as technology, safety equipment, and adequate space for personnel to do their job safely and properly. It would also provide better access to equipment and materials, which would help the firefighters respond to emergencies in a timely manner. Additionally, it would improve morale among the firefighters, which would in turn lead to better service and protection of the public. 37 Installation of Fire Hydrants We will focus on the installation of fire hydrants throughout the County to improve water supply for firefighting operations. Increasing fire hydrant availability will enhance our firefighting ability. To ensure operational performance, fire hydrants must be connected to waterlines 6 inches or larger, providing adequate water flow and pressure during emergencies. Additionally, these hydrants must be easily available to fire trucks from all directions. In residential areas, placing hydrants within close distance to homes ensures firefighters have immediate access to water sources during a fire. Blue fire hydrant reflectors: enhance fire safety and emergency response. These reflectors provide a highly visible marker for firefighters, allowing them to quickly locate hydrants in low-light conditions or during adverse weather, such as heavy rain or snow 38 Installation of Fire Hydrants Potential locations for fire hydrants include: Sheline Dr. & Christian Loop South (Lake Yvette West) In the area of 1221 Shade Farm Road Sheline Dr. & Christian Loop North (Lake Yvette West) Lake Tallavana Trail (Between the Lake Tallavan Cts) Raymond Road(Between Martin Ct & Blue Heron Lake Yvette East) Lake Tallavana Trail (near Lake Tallavana Trail Intersection) Scottland Road near Shady Rest Road Bear Creek Dr South (at the end of the road Richbay Road & Ruben Morgan Lane High Bridge Road & Burke Ct Bainbridge Hwy & Uptain Road Spooner Road (Between Shiloh Rd & Canopy Lane) Bainbridge Hwy (Between Uptain Rd & Carswell Rd) Spooner Road (Between Canopy Lane & Spring Meadow Rd) Bainbridge Hwy (Between Carswell Rd & Hutchinson Ferry #1) In the area of 11738 Old Federal Road Bainbridge Hwy (Between Carswell Rd & Hutchinson Ferry #2) Howell Road & Hwy 90 West Hwy 90 West (West of Hazel Green Road) In the area of 9400 Hwy 90 West. (East of Oak Grove) 39 FIRE SERVICES - FY2025 OUTLOOK FY 2025 OUTLOOK Overall, the Fire Service outlook in FY 2025 is growth and enhancement. This is as we work towards building a stronger, better-equipped fire service and ensuring the safety and well-being of our community. By investing in our personnel, equipment, and community programs, we aim to establish a mindset of preparedness, readiness, and proactive fire safety. 40 41 QUESTIONS?

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