2025-04-21-BOCC-Workshop

Flagler County Board of County Commissioners Workshop Agenda Monday, April 21, 2025• 1:00 p.m. Government Services Complex, 1769 E. Moody Blvd., Bldg 2, Board Chambers, Bunnell, FL 32110 View the meeting broadcast live on cable television: Spectrum Channel 492 View the meeting streamed live on the County’s YouTube Channel: www.YouTube.com/FlaglerCounty 1. Call to Order 2. Pledge to the Flag and Moment of Silence 3. Welcome: Flagler County Board Chair 4. License for Access to Justice Lane – Removed by Staff, Will Reschedule if Needed 5. County Attorney Position Discussion 6. Beach Management Update 7. Fire Rescue Department Needs Presentation 8. Legislative Update 9. Other Items for Discussion as Needed 10. Public Comment: This thirty-minute time period has been allocated for public comment. Each speaker will be allowed up to three (3) minutes to address the Commission. Speakers should approach the podium, identify themselves and direct comments to the Chair. 11. Adjournment While this is a workshop only and no decisions are expected to be made by any of the governmental bodies, if a person decides to appeal any matter that may be discussed for a future proceeding, a record of the workshop may be needed and, for such purposes, the person may need to ensure that a verbatim record of the workshop is made. In accordance with the Americans with Disabilities Act, persons needing assistance to participate in this meeting should contact the (386) 313-4001 at least 48 hours prior to the meeting.

FLAGLER COUNTY BOARD OF COUNTY COMMISSIONERS WORKSHOP / AGENDA ITEM # 5 00/00/2022 Requested by 00/00/2022 Approved by Financial Services Director, E John Brower SUBJECT: County Attorney Position Discussion DATE OF MEETING: April 21, 2025 OVERVIEW/SUMMARY: On March 5, 2025, County Attorney, Albert Hadeed provided Human Resources a formal notice of his intent to retire, effective at close of business on August 1, 2025. Mr. Hadeed has served with distinction and has played a vital role in providing trusted legal counsel to the Board of County Commissioners and all departments within Flagler County government. We extend our sincere gratitude for his years of service and commitment to Flagler County and must begin preparations for this transition. Working in conjunction with the County Attorney, we have updated the official job description for the County Attorney role and have established a recruitment process. In the coming weeks, the County will distribute a recruitment brochure and job advertisement across appropriate legal and governmental channels. The goal is to ensure a seamless leadership transition and continued excellence in legal service to our community. STRATEGIC PLAN: • Focus Area: Effective Government o Goal 4 – Create a Culture of Performance Excellence FUNDING INFORMATION: None at this time. Any future expenditures related to recruitment advertising or external support services will be managed within existing budget allocations within the Human Resources operating budget. DEPARTMENT CONTACT: Human Resources, Charlie Picano, (386) 313 – 4033. RECOMMENDATION: Staff are requesting that the Board provide direction, guidance and form a consensus on the proposed approach to filling the upcoming County Attorney vacancy. ATTACHMENTS: 1. County Attorney Job Description 2. Recruitment Brochure

Flagler Flagler County Board of County Commissioners County Attorney Page 1 | 3 Position Title: County Attorney Department: County Attorney Reports to: Board of County Commissioners Category: Contract Position Summary The County Attorney is responsible for supervising, managing, and coordinating a substantial volume of legal advice and representation to the Board of County Commissioners, County Administrator and its subordinate departments. The County Attorney’s legal service also extends to Flagler County’s appointed boards, councils and committees as requested and as it may be advisable in the County’s interest. The County Attorney is also available to the County’s constitutional officers for assistance when requested and the matter does not involve a conflict with the legal interest of the County Commission. Essential Functions  Manages the daily operations of the County Attorney’s Office and assigns and reviews casework of all County attorneys.  Provides legal counsel and advice on matters of government law to various County departments.  Manages all litigation involving the County and shall determine if outside counsel or subject matter experts are needed for a particular case or matter.  Prepares briefs, pleadings, and other legal documents and supervises necessary investigations, including interviewing witnesses. Tries cases and appeals adverse judgments to higher courts. Research, perform discovery and prepares for trials and appeals.  Prepares or reviews ordinances, resolutions, interlocal agreements, contracts, procurement actions, and matters affecting taxation or assessments.  Advises officials and employees on legal questions and prepares legal opinions. Researches and gathers facts, prepares, investigation reports, reviews files, answers correspondence, prepares responses to legal requests.  Provides legal assistance in the annual Florida and Federal legislative process on issues affecting the County.  Involved in land use matters; purchase of real estate; Canvassing Board matters as its counsel; code enforcement proceedings including those before a special magistrate or court; animal cruelty and dangerous dog cases; emergency declarations and related implementing actions.  Attends Board of County Commissioners’ meetings, and advisory committee meetings.  Participates in the preparation and presentation of seminars on various legal issues.  Supervises the public records request process to assure compliance with Florida’s public records law.  Deals with public professionally, courteously, with poise, tact, and patience. Attachment 1

Flagler Flagler County Board of County Commissioners County Attorney Page 2 | 3  May be required to attend and speak to various civic organizations.  Prepares the annual department budget; approves department expenditures and payroll.  Involved in the hiring of all personnel within the office. This includes deputy and assistant county attorneys, office assistants, legal assistants, and law clerks or interns.  Shall be member of the Florida Association of County Attorneys and shall take advantage of its continuing education programs and study groups.  In the event of an emergency or non-emergency situation, a 24-hour on-call status is required.  In the event of an emergency or crisis situation, position is required to respond/perform recovery duties.  During emergencies, all employees are considered essential personnel and may be required to perform alternate duties. These Essential Functions and Responsibilities are not to be construed as a complete statement of all duties performed. All employees will be required to perform other job- related duties as required. Knowledge, Skills and Abilities  Knowledge of common law and of local, state, and federal laws and precedents.  Ability to litigate cases and follow judicial procedures and the rules of evidence.  Knowledge of the principles, methods, materials, and practices of legal research.  Knowledge of matters pertaining to local government and administrative practices.  Ability to draft legal instruments, proposed legislation and legal opinions.  Ability to meet with citizens, County officials and/or Commissioners regarding items of public concern.  Ability to review agenda items and/or proposed departmental policies/procedures and offer sound legal advice.  Ability to deal tactfully and effectively with County personnel, court officials and personnel and the public.  Ability to complete a project from beginning to end. Physical Requirements Physical Demand: Sedentary  10 lbs. maximum lifting.  Occasional lifting, carrying, pushing and pulling.  Some walking, standing may be required.  Expressing or exchanging ideas by spoken word or perceiving sound by ear.  Good eyesight for production or safety of self and others. Education, Experience and Training  Graduation from an accredited college or university school of law a Juris Doctorate Degree.

Flagler Flagler County Board of County Commissioners County Attorney Page 3 | 3  10 years of experience in the practice of law, with experience in federal, state of local government or agency or within the private practice of law with emphasis on local government law, real estate, eminent domain or any other county related matters to include extensive trial practice/experience.  2 years of supervising or managing other attorneys is preferred.  Member of the Florida Bar. Eligible for license in Federal Courts and U.S. Court of Appeals. Flagler County is a drug free workplace, some positions may require a pre-employment drug screen. Flagler County, Florida is an Equal Opportunity Employer. In compliance with the Americans with Disabilities Act, Flagler County, Florida will provide reasonable accommodations to qualified individuals with disabilities and encourages both prospective and current employees to discuss potential accommodations with the employer. All job descriptions are subject to revision and amendment. I have received a copy of this job description and am fully aware of the expectations of the job. Employee Signature:__________________________ Date:______________ Supervisor Signature:_________________________ Date:______________

County Attorney Flagler County, Florida E X E C U T I V E R E C R U I T M E N TDraft Attachment 2

Photo by Ian HathawayDraft

Flagler County Government is staffed by a dedicated team of 400+ employees and more than 20 departments and divisions. Our vision is to have a vibrant and prosperous community with a focus on exceptional quality of life. We achieve this by providing high- quality services through our responsive workforce, who are committed to excellence and integrity – in collaboration with our municipalities – to deliver fiscally responsible stewardship to our residents. Founded in 1917, Flagler County has 18 miles of pristine beaches along the Atlantic Ocean. The Intercoastal Waterway also provides marine opportunities, such as kayaking, for residents and visitors alike. Landlubbers can enjoy about 100 miles of trails for hiking, jogging, and biking. Our natural assets provide quiet enjoyment for all. The five cities within Flagler County offer visitors a taste of old and new Florida. Residents enjoy a quality of life that couples carefully considered, focused development with vigorous preservation of our natural areas. Welcome to Flagler County “Palm trees, ocean breeze, salty air, sun-kissed hair, that endless summer, take me there.” Unknown Photo by Melanie Fletcher Flagler Schools leverage a full range of technology and digital resources for students. They provide “Flagship Choice Programs” to all schools. Daytona State College has a campus in Palm Coast. Regional colleges and universities include: Embry-Riddle Aeronautical University and Bethune-Cookman in Daytona Beach; Stetson University in DeLand; Flagler College in St. Augustine and the University of St. Augustine for Health Sciences; and, the University of North Florida and the Florida Coastal School of Law in Jacksonville. Executive RecruitmentDraft

Effective Government Growth and Infrastructure Economic Vitality Public Health and Safety Strategic planning for the future is the most hopeful indication of our increasing intelligence. Flagler County will pursue four individual goals to ensure it attains its primary function for citizens: to be an effective government. High performing organizations are those that learn to anticipate and adapt to change. Growth and Infrastructure – defined as any effort based on either physical structures or technology – will be closely monitored and enhanced for the benefit of residents and businesses in Flagler County. Improve quality of life by enhancing economic vitality in Flagler County. Flagler County will strive to enhance its public safety component to improve quality of life. Each year, the Flagler County Board of County Commissioners conducts a comprehensive Strategic Plan review. Board priorities are identified or reaffirmed to ensure those priorities are being addressed. There are five Commissioners on the Board who each serve four-year terms. The full 28-page strategic plan is available here. The Board of County Commissioners is the legislative and policy-making body of county government. The Board establishes policy, sets legislative priorities and makes all budget decisions with regard to funding appropriations for county departments and some constitutional officers. Executive Recruitment William H. Hastie The Organization and Strategic PlanningDraft

ANDY DANCE represents District 1, which is within Palm Coast and includes the “E” section, “R” section, parts of the “W” section and Town Center. Dance is Chair of the County Commission and selected seven committee assignments for 2024-25 where he will be the designee, as well as two committees where he will serve as alternate. He serves on the following committees: Canvassing Board; Career Source Brevard Flagler Volusia; Tourist Development Council; Northeast Florida Regional Council; Volusia Flagler Transportation Planning Organization; School Planning Oversight Committee; Small County Coalition of Florida; and as an alternate for Heritage Crossroads; and, the Transportation Disadvantaged Local Coordinating Board. GREG HANSEN represents District 2 in northeast Flagler County – including the Hammock and areas bounded by Interstate 95 and the ocean, and Beverly Beach north to the county line. Hansen serves on the following committees: Florida Agricultural Legacy Learning Center Board of Trustees; Friends of A1A Scenic and Historic Coastal Byways Group; A1A Scenic Pride; Management Advisory Group for GTMNERR; Small County Coalition of Florida; and, the Town of Marineland CRA Board. KIM CARNEY represents District 3 in east Flagler County – including the municipality of Flagler Beach. Carney serves on five committees: Department of Juvenile Justice Council; Department of Juvenile Justice Circuit Advisory Council; Early Learning Coalition of Flagler and Volusia County; Flagler County Affordable Housing Advisory Committee; and, the School Planning Oversight Committee. She also serves as an alternate on six committees: Flagler County Library Board of Trustees; Friends of A1A Scenic and Historic Coastal Byways Group; A1A Scenic Pride; Management Advisory Group for GTMNERR; Public Safety Coordinating Council; and, the Town of Marineland CRA Board. LEANN PENNINGTON represents District 4, which includes the City of Bunnell and the areas west of U.S. 1. Pennington is Vice Chair of the County Commission and is the designee for the Flagler County Library Board of Trustees; and, Heritage Crossroads. She also serves as an alternate on the following committees: Career Source Brevard Flagler Volusia; Department of Juvenile Justice Council; Department of Juvenile Justice Circuit Advisory Council; Early Learning Coalition of Flagler and Volusia County; Family Life Center; Flagler County Cultural Council; Northeast Florida Regional Council; Volusia Flagler Transportation Planning Organization; and, the Value Adjustment Board. PAM RICHARDSON represents District 5, which includes the north area of Palm Coast and largely west of Interstate 95. Richardson serves on five committees as the designee: Family Life Center; Flagler County Cultural Council; Public Safety Coordinating Council; Transportation Disadvantaged Local Coordinating Board; and, the Value Adjustment Board. Additionally, she is an alternate for the following committees: the Canvassing Board; Flagler County Affordable Housing Advisory Committee; and, the Flagler County Tourist Development Council. FLAGLER COUNTY BOARD OF COUNTY COMMISSIONERS Andy Dance District 1 Greg Hansen District 2 Kim Carney District 3 Leann Pennington District 4 Pam Richardson District 5Draft

The County Attorney represents the county in court proceedings, both as plaintiff and defendant, to ensure aggressive prosecution or defense of the county’s legal rights. It offers legal advice and representation to the Board of County Commissioners, appointed boards, councils and committees, and is available to all Constitutional Officers for assistance when requested. Office of the Attorney The Flagler County Attorney’s Office is proactive in all legal issues presented for consideration by the Board of County Commissioners – such as ordinances, resolutions, contracts, bidding, and interlocal agreements – to ensure compliance with all federal and state regulations. It provides the fullest legal protection for the Board of County Commissioners. This Code constitutes a complete codification of the general and permanent ordinances of Flagler County. Flagler County Code of Ordinances The County Attorney is responsible for supervising, managing, and coordinating a substantial volume of legal advice and representation to the Board of County Commissioners, County Administrator and its subordinate departments. Executive Recruitment This is the Official Internet Site of the Florida Legislature. Florida Constitution Online Sunshine Florida Statutes Pursuing Justice. Promoting Professionalism. Protecting the Public. The Florida Bar Association The Florida Consumer Services' Division of Consumer Services is the state’s clearinghouse for consumer complaints, information and protection. Division of Consumer ServicesDraft

Responsibilities | Essential Functions Manages the daily operations of the County Attorney’s Office and assigns and reviews casework of all County attorneys. Provides legal counsel and advice on matters of government law to various County departments. Manages all litigation involving the County and shall determine if outside counsel or subject matter experts are needed for a particular case or matter. Prepares briefs, pleadings, and other legal documents and supervises necessary investigations, including interviewing witnesses. Tries cases and appeals adverse judgments to higher courts. Research, perform discovery and prepares for trials and appeals. Prepares or reviews ordinances, resolutions, interlocal agreements, contracts, procurement actions, and matters affecting taxation or assessments. Advises officials and employees on legal questions and prepares legal opinions. Researches and gathers facts, prepares, investigation reports, reviews files, answers correspondence, prepares responses to legal requests. Provides legal assistance in the annual Florida and Federal legislative process on issues affecting the County. Involved in land use matters; purchase of real estate; Canvassing Board matters as its counsel; code enforcement proceedings including those before a special magistrate or court; animal cruelty and dangerous dog cases; emergency declarations and related implementing actions. Attends Board of County Commissioners’ meetings, and advisory committee meetings. Participates in the preparation and presentation of seminars on various legal issues. Supervises the public records request process to assure compliance with Florida’s public records law. Deals with public professionally, courteously, with poise, tact, and patience. May be required to attend and speak to various civic organizations. Prepares the annual department budget; approves department expenditures and payroll. Involved in the hiring of all personnel within the office. This includes deputy and assistant county attorneys, office assistants, legal assistants, and law clerks or interns. Shall be member of the Florida Association of County Attorneys and shall take advantage of its continuing education programs and study groups. In the event of an emergency or non-emergency situation, a 24-hour on-call status is required. In the event of an emergency or crisis situation, position is required to respond/perform recovery duties. During emergencies, all employees are considered essential personnel and may be required to perform alternate duties. Knowledge | Skills Knowledge of common law and of local, state, and federal laws and precedents. Ability to litigate cases and follow judicial procedures and the rules of evidence. Knowledge of the principles, methods, materials, and practices of legal research. Knowledge of matters pertaining to local government and administrative practices. Ability to draft legal instruments, proposed legislation and legal opinions. Ability to meet with citizens, County officials and/or Commissioners regarding items of public concern. Ability to review agenda items and/or proposed departmental policies/procedures and offer sound legal advice. Ability to deal tactfully and effectively with County personnel, court officials and personnel and the public. Ability to complete a project from beginning to end. Education | Experience Graduation from an accredited college or university school of law with a Juris Doctorate Degree. 10 years of experience in the practice of law, with experience in federal, state of local government or agency or within the private practice of law with emphasis on local government law, real estate, eminent domain or any other county related matters to include extensive trial experience. 2 years of supervising or managing other attorneys is preferred. Member of the Florida Bar. Eligible for license in Federal Courts and U.S. Court of Appeals. Flagler County is a drug free workplace, some positions may require a pre-employment drug screen. Flagler County, Florida is an Equal Opportunity Employer. In compliance with the Americans with Disabilities Act, Flagler County, Florida will provide reasonable accommodations to qualified individuals with disabilities and encourages both prospective and current employees to discuss potential accommodations with the employer. FlaglerCounty.gov/JOBSDraft

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FLAGLER COUNTY BOARD OF COUNTY COMMISSIONERS April 21, 2025 - Workshop Update on the Beach Management Plan and Current Projects Hamid Tabassian, P.E. htabassian@flaglercounty.gov Ansley Wren-Key, Ph.D. awren-key@flaglercounty.gov Item 6

Agenda • Background History • Beach Management Plan Overview • Reach II Beach Nourishment Project • Reach III Beach Nourishment Project • Interim Dune-Only Recovery Projects • Questions & Answers

Overview & History 2003 A comprehensive Feasibility Study was initiated and conducted by the US Army Corps in 2003 2014 In 2014 the USACE study determined 2.6 miles within the City of Flagler Beach to met the criteria for the Coastal Storm Risk Management (CSRM) beach and dune nourishment project 2016 2017 Due to continued annual erosion and Hurricanes Matthew (2016), Irma (2017) and Dorian (2019), several major restoration and repair projects were required 2019 In 2019, the Board established a consensus to initiate the necessary work for development of a comprehensive Beach Management Plan for Flagler’s 18-mile coastline 2021 In 2021, the Board approved an amendment to Olsen Contract to conduct a Beach Management Study which would serve as the basis for the development and implementation of a sustainable, long-term, Beach Management Plan 2023 In 2018 FDOT Beach and Dune Nourishment Project funded the remaining critically eroded shoreline north and south of the Federal Project in the City of Flagler Beach Matthew Irma Dorian Ian & Nicole 2018 2022 In 2022, the Beach Management Study provided recommendations to move forward with a Beach Management Plan 2024 In 2024, the USACE Coastal Storm Risk Management (CSRM) beach nourishment project was completed In 2023, the BOCC adopted the Beach Management Plan with recommended implementation steps for a County- wide management plan

In October 2023, a Beach Management Plan was approved by the BOCC to serve as the basis for the development and implementation of a comprehensive, sustainable, and long- term, Beach Management Plan for Flagler’s entire 18-mile coastline. Beach Management Plan • Establish Governance/Administration (County, Special District, other) • Identify/Establish Local Funding Source • Map Coquina Rock Outcropping (northern 7.6 miles of shoreline) • Assess Feasibility of Various Sand Delivery Methods • Initiate a Detailed Design Investigation of the Selected Plan • Expand Offshore Sand Borrow Area • Pursue Regulatory permits • Pursue Long-term easements • Petition FDEP to Reassess Critical Erosion Eligibility (annually) • Assess Potential Benefits of New USACE Feasibility Study • Develop County-wide Public Beach Access and Parking inventory BMS Recommended Tasks for Flagler County:

R-101 R-94 R-16 R-46 R-80 R-2.3 Flagler County Beach Management Plan Implementation Reaches Reach I Beach Nourishment 2024 Reach II Beach Nourishment 2025 Reach III Dune / Beach Nourishment 2027/28 Reach IV Dune Maintenance South Reach II (FDOT Wall) Beach Nourishment (1.6 mi) FDOT Secant Wall GRMSRA Non-Fed Taper Non-Fed Taper City of Flagler Beach Beverly Beach Painters Hill Varn Park Hammock Dunes Ocean Hammock Hammock Beach Washington Oaks Garden State Park Marineland 2.7 miles5.5 miles5.5 milesFederal CSRM 2.6 miles Milton Cat G (9,000cy) R24.3 – R15.9 (1.6 m) Milton Cat G (19,400 cy) R11.8 – R2.3 (1.8 m) Milton Category G (87,200 cy) R-65 to R-47.9 (2.8 miles) FDEP 23FL2 Agreement – Design/Permitting ($2 million) & Construction – Total Funding: $44,544,370 Reach 3A R-47.9 to R-35.1 (2.3 miles) Hammock Dunes Nourishment Proj FDEP 25FL1 Agreement Budget: $8.8M FDEP: $4.4M HDOA: $2.2M HDOA Agreement BoCC: $2.2M (Funds 1111 & 1311) Approx. sand 8 cy/ft Permit: EFO Reach 3B R-35.1 to R-24.3 Ocean & Beach Club Dune Recovery Budget: $5.5 M OAs: $1M Permit: EFO BoCC: $4.5 M (23FL4: $1.3M & $3.2 M 23FL2) Approx. sand 6 cy/ft Hammocks MOA Interim Dune-Only Trucked Sand Project Eastman Amendment #10 Project No. ITB 23-010B Eastman & CEI Amendments Processed, NTP Issued in May Begin Construction: late May 2025 Access Points: Varn Park, Jungle Hut, Old Salt, Malacompra, River To Sea & WOGSP Reach 3C R24.3 – R15.9 (1.6 m) Dune Recovery FEMA CAT G Permit: EFO Cost: $4.5M Approx. sand 6 cy/ft WOGSP Dune-only 6 cy/ft Cost: $1.3M Funding FDEP 100% Reach 3D R24.3 – R15.9 (1.8 m) FEMA CAT G Permit: EFO Cost: $5M Approx. sand 6 cy/ft

Reach II Beach Nourishment Project  Scope: 5.5 miles of Dune Restoration, 1.8 Million CY offshore sand resources by dredge operations  Status: FDEP Permit acquired Feb. 2025, USACE permit and BOEM Lease Agreement anticipated June 30th  Solicitation Date: anticipated June 30, 2025  Cost Estimate: $36 Million; Two separate periods of performance, 2025 and 2026, may produce two costs

Reach II Beach Nourishment Project  Scope: 7 miles of Dune Restoration, 2 Million CY offshore sand resources by dredge operations  Permit and Regulatory Requirements:  Modification of the Environmental Assessment  Additional review time with BOEM would add approx. 3-4 months  Cost Estimate/Schedule: $40Million; anticipated to be Spring 2026

Reach III Beach Nourishment Project  Scope: Environmental studies, alternatives analysis, and permitting and design for beach nourishment project  Status: Moffat & Nichol’s new PSA will be presented at the April 21 st BOCC meeting for approval  Schedule: Field studies to begin Summer 2025, permit application submitted Q4 2025, assuming 18 months of regulatory review, permits obtained summer 2027  Funding: 23FL2 FDEP Agreement - $1.9 Million for design and permitting  Cost for implementation depends on the alternative and design selected

Hammock Dunes Project (Reach 3A)  Scope: 2.3 miles of Dune Restoration; 100,000 CY sand or approx. 8 CY/ft Funding: FDEP Grant Agreement 25FL1 executed April 10, 2025  Award: Eastman Aggregate Enterprises, LLC  Anticipated Construction: late May 2025  Anticipated Construction Completion: August 2025  Cost: $8.8M Funded by 50% FDEP/25% HDOA /25% local funds

Ocean Hammock and Hammock Beach Resort (Reach 3B)  Scope: 2 miles of Dune Restoration; approx. 64,000 CY sand; 6 CY/ft  Project Cost: $5.5 Million  Funding: $4.5M FDEP Grant Agreements ($1.3M - 23FL4 ; $3.2M - 23FL2 ) / $1 M OHPOA and HB Resort  Award: Eastman Aggregate Enterprises, LLC  Anticipated Construction: mid-July 2025 – September 1, 2025

FEMA Category G Funded Project (Reaches 3C & 3D)  Scope: 3.3 miles of Dune Restoration; 115,000cy Sand or approx. 6 CY/ft  Project Cost: ~$10 Million  Funding: Funded by FEMA 75% / FDEP 12.5% / FDEM 12.5%  Status: Under FEMA review, expected approval June 1  Award: Eastman Aggregate Enterprises, LLC  Anticipated Construction: September 1, 2025  Anticipated Construction Completion: November 31, 2025

Washington Oaks Gardens State Park (WOGSP) Project  Scope: 0.75 mile of Dune Restoration, 24,000 CY  Cost: $1.3M 100% FDEP funding  Contract Agreement: 23FL2  Construction Commencement: After turtle season  Construction Completion: December 2025

Questions?? FLAGLER COUNTY BOARD OF COUNTY COMMISSIONERS

Item 7

1 | P a g e Table of Contents Executive Summary ....................................................................................................................................... 2 Definitions ................................................................................................................................................. 4 Response Time Criteria ................................................................................................................................. 6 Fire Dynamics ............................................................................................................................................ 7 NFPA Time Components ......................................................................................................................... 10 Cardiac Arrest Survival ............................................................................................................................ 10 Historical Time Criteria Performance ...................................................................................................... 12 Current Conditions ...................................................................................................................................... 13 Community Served.................................................................................................................................. 13 Flagler County Fire Rescue ...................................................................................................................... 15 Distribution and Deployment Criteria ..................................................................................................... 25 Insurance Services Office (ISO) ........................................................................................................... 25 National Fire Protection Association ................................................................................................... 30 Station Location Optimization ..................................................................................................................... 32 Base Model ............................................................................................................................................. 34 Service Demand .......................................................................................................................................... 37 Service Demand by Station ..................................................................................................................... 37 Service Demand by Incident Type ........................................................................................................... 38 Service Demand by Historical Incident Frequency.................................................................................. 38 Service Demand by Incident Frequency Projections............................................................................... 39 Service Demand by Historical Incident Location ...................................................................................... 41 Service Demand Temporal Analysis .................................................................................................... 42 System Response Reliability .................................................................................................................... 43 Service Demand Overlapping Incidents .................................................................................................. 44 Future System Demand Projections ............................................................................................................ 44 Population Growth Projections ............................................................................................................... 44 Station Location Considerations ................................................................................................................. 46 Optimization Potential ........................................................................................................................ 46

2 | P a g e Executive Summary The placement of fire stations is a complex process that is heavily dependent upon the needs and expectations of the community. There is no “one-size-fits-all” solution to determining the number and location of each fire station within a community. However, there are principles that should be considered when evaluating the need to either construct or relocate an emergency services facility. The purpose of this report is to understand the current system design of Flagler County Fire Rescue and its ability to serve the residents and visitors to Flagler County and make changes compared to optimized station locations using a variety of industry best practices. These best practices include criteria utilized by the Insurance Services Office (ISO) in grading fire departments across the United States and response time components developed by the National Fire Protection Association (NFPA) The development of this report involved evaluating historical incident data contained with the department’s records management system (ESO) to communicate historical incident activity and develop projections for future years. Flagler County’s GIS team assisted in the development of station location optimization models using ESRI GIS software. Nearly all of the County’s current emergency response facilities have been proven to be in dire need of replacement and are not strategically located to provide a timely response. In addition to presenting possible station relocation and construction sites, this report presents “level of service” and “station location” considerations the Board of County Commissioners can utilize in determining future fire station locations as well as “implementation points” to assist in the addition of emergency response resources to serve residents and visitors to Flagler County Levels of Service Considerations Performance Metrics Performance Benchmark Performance Target Call Handling Time 1:00 (mm:ss) 90% First Unit Turnout Time 1:00 (mm:ss) 90% First Unit Travel Time 6:30 (mm:ss) 90% Total First Unit Response Time 8:30 (mm:ss) 90% Station Location Considerations The following criteria will be considered optimal when planning and selecting fire station locations: • Location within approximately five road miles (ISO standards) from an existing structure, except in rural and remote areas, or where a mutual aid agreement is not possible; • Location will help achieve the Flagler County identified response time for a given service demand zone; • Demand in the proposed service area exceeds agency goals for availability, reliability and concentration; • County and municipal response overlap, if any, will be coordinated between the respective agencies to ensure any overlap occurs in a manner that benefits both agencies and their respective constituents and maintain a distributed workload;

3 | P a g e • Potential for municipal annexation and growth will be considered to avoid future station relocation. Station Consolidation Considerations The determination of when to consolidate Fire Rescue facilities will be based on, but not limited to, all or any combination of the following: • Reduction of service area due to annexation or other causes; • Ability to contract with another service provider for adequate service delivery; (or) • Reduction in the number of calls and ability to serve the location from other existing FCFR facilities. EMS Levels of Service Flagler County Fire Rescue shall provide an initial emergency response to emergency medical service incidents at the Advanced Life Support medical calls countywide.

4 | P a g e Definitions Note: The following definitions are derived from the National Fire Protection Association’s NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. Automatic Aid: Aid provided as part of an agreement between two, or more, parties to provide immediate joint response for the response to initial alarms. Mutual-Aid: Aid provided as part of an agreement between two, or more, parties to provide assistance upon request for personnel, equipment, or expertise in a specific manner. Alarm: A notification indicating the existence of an emergency situation requiring the response of emergency personnel and equipment. Alarm Answering Time (AA): The time period starting when the alarm is received in the primary PSAP (communications communications) center and ends when the alarm is acknowledged in the communications center. Alarm Handling Time (AH): The time period from when the alarm is acknowledged in the PSAP (communications center) until beginning transmission of the alarm to emergency response facilities/units. Alarm Processing Time (AP): The time period from when the alarm is acknowledged in the PSAP (communications center) until beginning transmission of the alarm to emergency response facilities/stations. AP=AA+AH. Advanced Life Support: Medical interventions that include advanced airway management, advanced cardiac monitoring, defibrillation, intravenous access, and drug therapy. Basic Life Support: Medical treatment that includes maintaining an airway, breathing, and circulation, as well as controlling bleeding, preventing shock, and immobilizing skeletal fractures. Aircraft Rescue and Fire Fighting: Fire suppression activities that involve aircraft and the rescue of people from aircraft. Marine Rescue and Fire Fighting: Fire suppression activities that involve marine vessels and the rescue of people from bodies of water. Structural Fire Fighting: Fire suppression activities, including the conservation of property, that involve buildings. Fire-Due Response Zones: A designated geographic area surrounding an emergency services facility from which an emergency response unit will be the first to arrive at an incident. Geographic Isolation: A geographic area where more than 80 percent of the response area is more than a 10-minute travel time from the nearest staffed facility. Geographic Restriction: a defined condition, or infrastructure design limiting the ability to respond in a timely manner or produces delays that can be predicted.

5 | P a g e Geographic Areas by Population Rural: An area with fewer than 500 people per square mile. Urban: An area with a population density of over 30,000 people and/or a population density of 1,000 to 2,999 people per square mile. Wildland: An area in which development is essentially nonexistent except for roads, railroads, powerlines, and similar transportation facilities with structures widely scattered. Wildland Urban Interface: The line or zone in where structures and other development intermingle with undeveloped wildland or vegetative fuels and are within or adjacent to private/public property where mitigation actions can prevent damage/loss from wildfire. Occupancy Types Low-Hazard Occupancy: An occupancy with a low history or, a low potential for loss of life, or low economic impact to the community should a fire occur (i.e., single story office building, mortuary, florist/greenhouse). Moderate-Hazard Occupancy: An occupancy with a potential for moderate loss of life or moderate negative impact to the community should a fire occur (i.e., two to three story office buildings, wholesale outlet stores, shopping centers, airport, marina, restaurants, auto sales/repairs, light manufacturing). High-Hazard Occupancy: An occupancy with a potential for a high loss of life or high negative impact on the community should a fire occur (i.e., four story building, condominiums, multi-family apartments, hotel/motel, heavy manufacturing facilities). Incident Commander: The individual responsible for incident activities, strategies, and tactics. Initial Full Alarm Assignment: Personnel, equipment, and resources identified as part of a planned response to certain incident types. Initial Rapid Intervention Crew (IRIC): Two members of the initial attack crew, positioned outside the IDLH, trained and equipped as specified in NFPA 1407, who are assigned for rapid deployment (i.e., two in/two out) to rescue lost or trapped firefighters. Intergovernmental Agreement: A formal written agreement between two or more governmental bodies authorizing the provision of designated services. Company Officer: An individual responsible for serving is the supervisor for a crew of people. Emergency Operations: Activities relating to rescue, fire suppression, emergency medical care, and special operations, Special Operations: emergency incidents to which an emergency services provider responds that require specific and advanced training and specialized equipment. Performance Objective: A specific measurement utilized at the end of an activity to understand organizational effectiveness relative to a desired outcome. Public Safety Answering Point: A facility in which 911 calls are answered.

6 | P a g e Rapid Intervention Crew (RIC): A crew of at least one officer and three personnel dedicated to the purpose of locating and rescuing lost/trapped firefighters. Initial Rapid Intervention Crew (IRIC): A crew of two members of the initial attack crew positioned outside of the IDLH to rescue lost/trapped firefighters (aka, 2-in/2-out). Rescue: Activities directed at locating and removing endangered persons, as well providing treatment and transportation to an appropriate healthcare facility. Response Time Components Initiating Action/Intervention Time: Total Response Time: The time period from receipt of the alarm at the PSAP (communications center) to when the first unit is initiating action or intervening to control the incident. Travel Time: The time period from alarm notification by the first unit is enroute to the incident until the first unit arrives on scene. Turnout Time: The time period from alarm notification to the facility/unit until acknowledgement of being enroute. Response Time Criteria The commonly understood performance criteria of any emergency services provider is its response time. The ability to respond in a timely manner is a key factor in the ability of emergency responders to effectively bring resolution to the emergency incident. Generally speaking, most stakeholders only interact with emergency responders when a call for service has been initiated, and the time taken for personnel to arrive will also have an impact upon the confidence stakeholders have in the ability of the emergency response agency to handle the emergency. To effectively measure the response time performance of career fire services, NFPA 1710 has been used as this is the most applicable standard for career fire services agencies. Response time performance is comprised of the following components: • Call-Processing Time: The amount of time between when a call is answered by the 911 Primary Public Safety Answering Point, or dispatch center, and when resources are dispatched. • Turnout Time: The time interval between when units are notified of the incident and when the apparatus responds. • Travel Time: The amount of time the responding unit actually spends on the road traveling to the incident until arrival at the scene. This is a function of speed and distance. • Response Time: This time is calculated from the time the fire department is dispatched to the arrival of the first apparatus. Response Time equals the sum of “Turnout Time” and “Travel Time.” • Total Response Time: This is the most apparent time to the caller requesting emergency services. Total response time is the amount of time that occurs from the time they place the emergency call until the first unit arrives. This time often includes factors both within and outside the control of the fire department, particularly when another agency provides dispatch services.

7 | P a g e Tracking the individual components of response time will enable Flagler County to identify any deficiencies and areas for improvement. Once these components are understood individually, leadership can develop specific goals that are both relevant and achievable. Once the goal of each individual component is established and measured, Fire Rescue leadership can then begin to monitor them collectively to understand the system’s total response time performance. The response time continuum is comprised of the three elements described above. Total response time is the sum of all times starting with the call-processing time, turnout time, and travel time. The following figure is an illustration of the total response time continuum. Figure 1: Response Time Continuum Fire Dynamics A brief overview of fire dynamics aids in understanding the importance and basis of a desirable response time. Absent any unusual factors impacting the growth rate of fire (i.e., accelerants), fires generally develop in a predictable fashion. Once a fire starts, it may take several minutes or even hours for the presence of a fire to be discovered. This early development stage is very dangerous as the fire smolders in hidden locations while the thermal energy builds. This is of serious concern during the time periods in which occupants are sleeping. It is during this time that large volumes of toxic smoke and gases are created that can overcome building occupants. Undetected fires are also of serious concern in commercial occupancies when occupants are absent during overnight hours, weekends, and holidays. Once a fire “breaks out”, the cascading series of events begin to occur at an exponential rate unless acted upon by an opposing force (i.e. fire suppression systems). Combustible material in the proximity of the fire begins to burn which in turn begins to generate thermal energy which causes the fire to extend further and becomes larger. As the fire becomes larger and consumes more fuel, super-heated gases collect at the ceiling of the room.

8 | P a g e Smoke from fire containing unburned products of combustion reaching ceiling levels will eventually become heated to a point where the fuel inside of the smoke begins to burn. This begins to spread fire and at that point, an event termed “flashover” occurs; the gases and other material ignite, which in turn ignites everything in the room. Once a flashover occurs, damage caused by the fire is significant and the environment within the room can no longer support human life. Flashover usually occurs about five to eight minutes from the appearance of a flame in a typically furnished and ventilated building. Since a flashover has such a dramatic influence on the outcome of a fire event, the goal of any fire department is to apply water to a fire before flashover occurs. Although current building and fire codes have made the occurrence of fires in newer structures more infrequent, today’s energy-efficient construction (designed to hold heat during the winter) also tends to confine the heat of a hostile fire. In addition, research has shown that modern furnishings generally ignite more quickly, burn faster, and burn hotter (polymers and plastics). In the 1970s, scientists at the National Institute of Standards and Technology found that after a fire broke out, building occupants had about 17 minutes to escape before being overcome by heat and smoke. Today, that estimate is as short as three minutes.1 The necessity of effective early warning (smoke alarms), early suppression (fire sprinklers), and the arrival of a sufficient number of firefighters at the scene of a fire in the shortest span of time is more critical now than ever. The prompt arrival of an effective response force is critical when fire occurs inside of a structure. Florida State law (F.S. 633.508) and Federal regulations (CFR 1910.134) require that personnel entering a building involved in fire must be in groups of at least two personnel. Further, before personnel can enter a building to extinguish a fire, at least two personnel must be on the scene and assigned to conduct search and rescue in case the fire attack crew becomes trapped. This is referred to as the “two-in, two-out” rule. Should firefighters discover that victims are present in the structure, Florida statute allows them to deviate from this “two-in, two-out” rule and can impact a rescue. In addition to preventing a flashover, the quick extinguishment of a fire can minimize damage to the structure itself and enhance the potential for property owners to rebuild. Materials used to construct buildings today are often less fire-resistive than the heavy structural skeletons of older frame buildings. Roof trusses and floor joists are commonly made with lighter materials that are more easily weakened by the effects of fire. “Lightweight” roof trusses fail after five to seven minutes of direct flame impingement. Plywood I-beam joists can fail after as little as three minutes of flame contact. This creates a dangerous environment for firefighters. In addition, the contents of buildings today have a much greater potential for heat production than in the past. The widespread use of plastics in furnishings and other building contents rapidly accelerates fire spread and increases the amount of water needed to effectively control a fire. All of these factors make the need for early application of water essential to a successful fire outcome. The following figure provides a graphical understanding of a fire’s progression from the point of ignition through flashover. Any intervention in this timeline can have a positive impact upon the outcome of the incident. 1 https://nvlpubs.nist.gov/nistpubs/Legacy/TN/nbstechnicalnote1455-1r2007.pdf

9 | P a g e Figure 2:Fire Growth to Reaction Time As presented in this sequence of events, the application of water in time to prevent flashover is a serious challenge for any fire department. In recognizing how serious the challenge is, it is critical, as studies of historical fire losses can demonstrate, that fire departments establish deployment models to maximize firefighters' ability to achieve this goal. The National Fire Protection Association found that fires contained to the room of origin (typically extinguished prior to or immediately following flashover) had significantly lower rates of death, injury, and property loss when compared to fires that had an opportunity to spread beyond the room of origin (typically extinguished post-flashover). As evidenced in the following figure, fire losses, casualties, and deaths rise significantly as the extent of fire damage increases in residential structures.2 Table 1: Fire Rates per 1,000 Fires Extension Rates per 1,000 Fires Civilian Deaths Civilian Injuries Avg. Loss / Fire Confined to room of origin 1.91 25.32 $2,993 Beyond room of origin but confined to floor of origin 22.73 64.13 $7,445 Beyond the floor of origin 24.63 60.41 $58,431 2 https://www.usfa.fema.gov/downloads/pdf/statistics/confined-structure-fires.pdf

10 | P a g e Relative to mitigating an emergency, time is a critical consideration. However, an effective emergency response must also include proper equipment and a well-trained staff from strategically located facilities. NFPA Time Components The following chart contains the various time components that make up the response time continuum identified in figure 1 above. While not a required standard, adoption of each metric in evaluating a community’s emergency response system is considered an industry “best practice”. Table 2: NFPA 1710 Response Time Components Component Time Performance Standard Alram Answering 15 Seconds / 40 Seconds 95% / 99% Alarm Processing 64 Seconds / 106 Seconds 90% / 95% EMD Required 90 Seconds /120 Seconds 90% / 99% Language Translation 90 Seconds /120 Seconds 90% / 99% TTY/TDD Devices 90 Seconds /120 Seconds 90% / 99% Criminal Activity 90 Seconds /120 Seconds 90% / 99% Hazardous Materials 90 Seconds /120 Seconds 90% / 99% Technical Rescue 90 Seconds /120 Seconds 90% / 99% Insufficient Location 90 Seconds /120 Seconds 90% / 99% Text Message 90 Seconds /120 Seconds 90% / 99% Turnout Time 60 Seconds EMS 80 Seconds Fire 90% Travel Time (First Arriving) 240 Seconds (4-minutes) 90% Travel Time (4 personnel of not on First Arriving) 360 Seconds (6-minutes) 90% Travel Time (Initial Full Alarm “ERF) 480 Seconds (8-minutes) 90% Travel Time (High Rise/Initial Full Alarm) 610 Seconds (10-Minutes:10 Seconds) 90% Travel Time (First Arriving EMS/AED) 240 Seconds (4-minutes) 90% Travel Time (First Arriving EMS/ALS 480 Seconds (8-minutes) 90% Cardiac Arrest Survival Certain types of emergency medical incidents (i.e., respiratory arrest, cardiac arrest, etc.) are more critical than others to the prompt arrival of emergency first responders. While there are no national standards that dictate an acceptable response time for the arrival of paramedics and firefighters at the scene of an emergency, there are nationally recognized benchmarks that have been determined utilizing scientifically accepted criteria. Figure 3 and figure 4 demonstrate how crucial a prompt emergency response time is in enabling a reasonable chance of surviving an instance of cardiac arrest.

11 | P a g e Figure 3: Cardiac Arrest Survival Percentages According to the American Heart Association (AHA), the chances of survival for an individual suffering from a cardiac arrest incident decrease the longer an individual goes before the initiation of life-saving CPR and defibrillation. A robust community CPR program has proven to be a significant component to increasing the cardiac arrest survivability of a community. However, the prompt arrival of emergency response personnel trained to deliver advanced life support (ALS) treatments and transport to a hospital capable of delivering further definitive care is critical to a potential successful outcome.

12 | P a g e Figure 4: Cardiac Arrest Survivability - 2022 CARES Annual Report3 Historical Time Criteria Performance Currently Flagler County Fire Rescue utilizes ESO® as its records management system. ESO® is a leading provider of software utilized to fire incident report writing EMS report writing, EMS billing, and a variety of analytics. FCFR does not utilize the entirety of the ESO® suite of services due to the fact that several of the ESO® offerings are not as robust as current FCFR software services (i.e., inventory control and fire inspections). Using ESO® Insight Analytics to review incident data for calendar year 2023 to determine call handling, first unit turnout, first unit travel, and total response time (First unit) for emergent and non-emergency incidents. The following table provides an understanding of the results. Table 3: FCFR Response Time Continuum Performance (FY 2023) Performance Metric Actual Performance Fractile Performance Level Call Handling Time Om:55s 90% First Unit Turnout Time (All Incidents) 2m:07s 90% First Unit Travel (8-min) Time (Emergent) 9m:37s 90% Response Time (First Unit - Emergent) 10m:35s 90% A variety of factors impact an agency’s ability to achieve a desired response time. Key among these is the crew member’s ability to reach the truck in a timely manner and begin the process of driving to the incident. A fire station’s design (layout) plays a major role in this as well as the working condition of the response apparatus. Fire stations that are not designed with an efficient travel path from areas inside of the station to the bay areas where apparatus is located will experience longer turnout times than facilities that have been designed with an efficient travel path to response apparatus. Additionally, equipment that 3 2022 CARES Annual Report (mycares.net)

13 | P a g e requires extended time to “air-up” braking and emergency alert (air horns) systems will also slow an agencies turnout time. NFPA 1710 has established the desired time metric for turnout time for EMS incidents at 60 seconds and fire incidents at 80 seconds. The basis for differentiating between the two incident types is the requirement for personnel to don personal protective equipment (PPE) when dispatched to incidents where fire suppression activities are expected to occur. FCFR has established a common turnout time metric of 90 seconds for all EMS and fire related incidents. Currently, FCFR is able to achieve this turnout time in 79 percent of these incidents. It can be reasonably expected that as fire stations are reconstructed, and newer apparatus are placed in service this turnout time will decrease to the desired target goal. Utilizing the American Heart Association research and National Fire Protection Association Standards, FCFR has established a “travel time” performance standard of four minutes (90 percent of incidents) to all emergent incidents for the arrival of the first unit on scene. Currently, FCFR has been successful in achieving this goal for 81 percent of all emergent EMS incidents, 72 percent for fire incidents, and 83 percent for all other incidents. Table 4: FCFR Travel Time Goal vs Performance Comparison (FY 2023) Incident Type Travel Time Goal Actual Performance EMS 8 minutes (480 seconds) 81% Fire 8 minutes (480 seconds) 72% All Other Incidents 8 minutes (480 seconds) 83% Current Conditions The following section of this document provides an overview of the community served, geographical boundaries, fire department operations, and historical service demand. Community Served Flagler County is located along the northeastern coast of Florida and named after Henry Morrison Flagler, who built the Florida East Coast Railway. The County is part of the Deltona–Daytona Beach–Ormond Beach, Florida Metropolitan Statistical Area and located approximately 70 miles North of Orlando and 60 miles south of Jacksonville. Flagler County is also recognized as being part of Florida’s High-Tech Corridor.4 In total, the county is 571 square miles and is comprised of the municipalities of Beverly Beach, Bunnell, Flagler Beach, Marineland, and Palm Coast as well as thirteen identified unincorporated communities. Of the 571 square miles, 485 is land and 85 square miles are water. As of the 2023 University of Florida, Bureau of Economic and Business Research report5, Flagler County is home to 130,756 residents with 495 living in Beverly Beach, 4,027 living in Bunnell, 5,216 living in Flagler Beach, 12 living in Marineland, and 4 https://jaxusa.org/the-region/flagler-county/ 5 Population | B.E.B.R. - Bureau of Economic and Business Research (ufl.edu)