On the agenda: Lauderdale By The Sea Regular Town Commission Meeting — Automated License Plate (Sep 23)

Town of Lauderdale-By-The-Sea

Regular Town Commission
Agenda
Wednesday, September 23, 2026
6:30 PM

Jarvis Hall 4505 N. Ocean Drive
www.Lauderdalebythesea-fl.gov
LAUDERDALE-BY-THE-SEA TOWN COMMISSION
Mayor Edmund Malkoon
Vice Mayor Randy Strauss
Commissioner Richard DeNapoli
Commissioner John A. Graziano
Commissioner Theo Poulopoulos
Ken Rubach, Town Manager
Susan Trevarthen, Town Attorney
Melissa Vasami, Town Clerk

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Regular Town Commission
Wednesday, September 23, 2026, 6:30 PM
Jarvis Hall 4505 N. Ocean Drive
1.

CALL TO ORDER, MAYOR EDMUND MALKOON

2.

PLEDGE OF ALLEGIANCE TO THE FLAG

3.

INVOCATION

4.

ADDITIONS, DELETIONS, DEFERRALS OF AGENDA ITEMS

5.

PRESENTATIONS
5.a.

Check Presentation by State Representative Chip LaMarca for Bougainvilla and
Poinciana Street Improvement Project Funding

6.

PUBLIC COMMENTS

7.

PUBLIC SAFETY DISCUSSION

8.

7.a.

BSO August 2026 Public Safety Report

7.b.

BSO Unmanned Aircraft System (UAS) Technology and Water Rescue Capabilities
Presentation

TOWN MANAGER REPORT
8.a.

9.

Town Manager Report

TOWN ATTORNEY REPORT

10. APPROVAL OF MINUTES
10.a. Approval of Minutes of the August 25, 2026, Regular Town Commission Meeting
11. CONSENT AGENDA
11.a. Hardship Parking Permit Applications
12. OLD BUSINESS
12.a. Fire Rescue Feasibility Study
13. NEW BUSINESS
14. COMMISSIONER PRESENTATIONS
15. COMMISSIONER COMMENTS
16. ORDINANCES 1st Reading
17. ORDINANCES 2nd Reading
18. RESOLUTIONS – PUBLIC COMMENTS
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18.a. RESOLUTION 2026-37: A RESOLUTION OF THE TOWN COMMISSION OF THE
TOWN OF LAUDERDALE-BY-THE-SEA, FLORIDA, AMENDING THE 2025/2026
FISCAL YEAR BUDGET IN ACCORDANCE WITH THE ATTACHED EXHIBIT "A";
AUTHORIZING APPROPRIATIONS AND EXPENDITURES IN ACCORDANCE
WITH THE 2025/2026 FISCAL YEAR BUDGET AS AMENDED; PROVIDING FOR
CONFLICTS AND AN EFFECTIVE DATE.
19. QUASI JUDICIAL PUBLIC HEARINGS
20. ADJOURNMENT

THE TOWN OF LAUDERDALE-BY-THE-SEA WILL FURNISH APPROPRIATE AUXILIARY AIDS AND SERVICES
NECESSARY TO AFFORD INDIVIDUALS AN EQUAL OPPORTUNITY TO PARTICIPATE IN MEETINGS OF THE TOWN
COMMISSION. IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT AND FLORIDA STATUTE 286.26,
PERSONS WITH DISABILITIES NEEDING SPECIAL ACCOMMODATION TO PARTICIPATE IN THIS PROCEEDING
SHOULD CONTACT THE TOWN CLERK NO LATER THAN TWO (2) DAYS PRIOR TO THE MEETING AT (954) 640-4200
FOR ASSISTANCE.
IF ANY PERSON DECIDES TO APPEAL ANY DECISION MADE BY THE TOWN COMMISSION WITH RESPECT TO ANY
MATTER CONSIDERED AT SUCH MEETING OR HEARING, HE/SHE WILL NEED A RECORD OF THE PROCEEDINGS AND
FOR SUCH PURPOSES MAY NEED TO ENSURE THAT A VERBATIM RECORDING OF THE PROCEEDINGS IS MADE,
WHICH RECORD INCLUDES THE TESTIMONY AND EVIDENCE UPON WHICH THE APPEAL IS TO BE BASED.
PROCEDURES FOR PUBLIC COMMENTS:
Public Comments may address issues that are not on this meeting’s agenda, but should relate to the business of the Town, and
should not contain personal attacks. If your comment requires follow up, the Town Manager will have a staff person respond to
your concerns, and will advise us of the outcome.
The Town Clerk will read off the names of those who have signed up to speak. When your name is called, please come to the
podium, state your name for the record, and indicate whether you are a Town resident. Do not state your address. You have up
to three minutes to make your comments, but there is no requirement to use the entire time. If you wish to address a particular
Commissioner or member of Town Administration, please do so by use of their title.
If you wish to approach the Commission dais to hand out a document or for some other reason, please request permission and
state your reason for doing so. All documents to be provided to the Commission should be handed to the Town Clerk for
distribution.
These procedures have been developed to assure that the Town Commission meeting time is efficiently used, and that meetings
are conducted in a polite and respectful manner. More information on the decorum rules for Town Commission meetings is
available in Section 2-23 of the Town Code of Ordinances.
INVOCATION:
The Invocation before each Town Commission meeting is a voluntary service of a private citizen, offered to serve the spiritual
needs of the members of the Town Commission and solemnize the meeting. It is not intended to be an opportunity to advance or
disparage one faith or belief over another. The views expressed in the Invocation have not been previously reviewed by the
Town and do not necessarily represent the beliefs of any Town employee or official. No person is required to be present at or
participate in the Invocation, and the decision whether to be present or participate in the Invocation will not affect any person's
right to actively participate in the official business of the Town or obtain any benefit from the Town. The Town's written Invocation
policy is available on its website, and upon written request to the Town Clerk.all static

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Agenda Item No: 5.a.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Courtney Easley, Assistant to Town Manager
Submitting Department: Administration
Item Type: Presentation
Agenda Section:PRESENTATIONS
Subject Title: Check Presentation by State Representative Chip LaMarca for Bougainvilla and
Poinciana Street Improvement Project Funding
Explanation: State Representative Chip LaMarca will present the Town Commission with a
check for funding for the Bougainvilla and Poinciana Street Improvement Project.
Recommendation: N/A
Exhibits: None

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Agenda Item No: 7.a.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Chris Sutter, Captain, Broward Sheriff's Office
Submitting Department: Public Safety
Item Type: Public Safety Discussion
Agenda Section:PUBLIC SAFETY DISCUSSION
Subject Title: BSO August 2026 Public Safety Report
Explanation: BSO August 2026 Public Safety Report prepared by Captain Chris Sutter
Recommendation:
Exhibits:
1.
August BSO Public Safety Report

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Date:

September 4, 2026

To:

Ken Rubach
Town Manager

From:

Captain Christopher Sutter
Commander, Lauderdale by the Sea District

Subject:
BSO Public Safety Report- August 2026
______________________________________________________________________
PERSONNEL CHANGES: None
EMPLOYEE OF THE MONTH: Detective Ben Koos
On August 10, 2026, a Lauderdale-By-The-Sea resident reported his bicycle stolen after it was
taken from near the municipal public parking lot in the 4500 block of N. Ocean Drive. An unknown
suspect took the bicycle, valued at more than $1,500, and rode it across the bridge into Fort
Lauderdale. Detective Koos immediately began investigating the incident and obtained video
evidence from the Town’s CCTV system, which captured the suspect. Utilizing his investigative
experience, persistence, and knowledge of the area, Detective Koos positively identified the
suspect within two days.
Detective Koos continued his investigation and located the suspect in Fort Lauderdale while he
still possessed the stolen bicycle. He arrested the suspect, obtained several admissions after
Miranda warnings, and recovered the bicycle, which was returned to its rightful owner. Detective
Koos’s prompt response, investigative initiative, and determination resulted in the identification
and apprehension of the offender and the recovery of the victim’s property. His actions
demonstrate his continued commitment to protecting the residents and business owners of
Lauderdale-By-The-Sea and exemplify the high level of service expected of a Broward Sheriff’s
Office deputy.

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COMMUNITY PROGRAMS AND SERVICES: These ancillary programs and services are
available to residents on an ongoing basis.


Elder Links: This program offers referral services to elderly residents and other senior
citizens in need of medical and mental health care, meal delivery, or other social services.



Business and Residential Security Surveys: The Business and Residential Security
Survey program teaches participants to secure their business, home, or condominium to
reduce the likelihood of burglary and theft. Security surveys, conducted by a certified law
enforcement security specialist, are provided upon request at no charge to the business
owner or resident.



Vacation House Watch Program: Residents who are traveling out of town may register
for this program. Deputies will conduct periodic checks of their residence until their return.



Neighborhood Crime Prevention Program: The Neighborhood Crime Prevention
program liaison organizes and conducts crime prevention and security seminars at the
request of neighborhood civic and condominium associations. We will also help facilitate
any Neighborhood Crime Watch programs in which the residents wish to participate.



Identity Theft and Scam Prevention Program: The Identity Theft and Scam
Prevention program is designed to inform residents about identity theft and how to lessen
their chances of becoming a victim of a scam. Residents are informed about the
importance of shredding documents, being aware of suspicious individuals, protecting
passwords, and exercising caution when revealing information. Our Shred-A-Thon to
reduce identity theft event is incorporated into this program.



Enhanced Marine Law Enforcement Patrol Program: The BSO Marine Patrol Unit
participates in the Enhanced Marine Law Enforcement Grant on behalf of Lauderdale-bythe-Sea. This grant enables additional maritime patrols throughout the Town’s waterways
and adjacent ocean areas.



Citizen Observer Patrol (COP) Program: COP volunteers are local residents who
receive public safety training. They are a tremendous asset to the Town of Lauderdaleby-the-Sea. COP members alternate between assisting with administrative duties and
patrolling local neighborhoods as an extra pair of eyes and ears, supplementing deputy
sheriff patrols. COP members also attend monthly patrol information and criminal
intelligence briefings. A summary of COP statistical activity is included at the end of this
report.



Sexual Offender Tracking Program: There are no individuals legally classified as a
sexual offender residing within Town limits. The sex offender database is routinely
checked by BSO to ensure compliance with the State of Florida legal mandates. Existing
municipal ordinances prohibit persons classified as sexual offenders or sexual predators
from residing within Town limits.



Bicycle Patrol: Deputies utilize specialized patrol bicycles to enhance public safety and
community outreach. This patrol mode allows deputies to interact one-on-one with our
residents and visitors.

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

All-Terrain Vehicle Patrol: The ATVs / Polaris are primarily utilized on the beach areas
in order to conduct patrols to deter criminal activity and maintain the security of the beacharea properties. The ATV patrol plays a crucial role in marine fisheries regulation,
enforcement, and protection.



Crisis Intervention Team / Homeless Outreach Team Programs: The C.I.T. / H.O.T.
program is comprised of specially trained patrol deputies and supervisors who are able to
intervene in situations involving persons with mental illness or who are otherwise
experiencing mental health crises or are homeless and in need of services. Five (5)
individuals were experiencing a mental health crisis. They were transported to the hospital
for treatment.



Automated License Plate Reader Camera System: The ALPR system installation was
completed in October 2014. The system is proving to be an effective tool for Public
Safety. See Notable Incidents/Arrests below.



e-Alerts: This information initiative allows Town residents to stay informed, via email or
text messages, of important topics such as criminal activity, traffic information, upcoming
events, security issues, and other important public safety information throughout Broward
County and Lauderdale-by-the-Sea. Residents can register for this program through either
the Lauderdale-by-the-Sea or the Broward Sheriff’s Office website @ www.sheriff.org.



Electronic Message Board: The BSO Lauderdale-by-the-Sea district continues to utilize
the electronic traffic safety message board at various locations within the Town. This
enables the district to notify residents about any traffic issues and other significant public
safety concerns affecting them.



SaferWatch: SaferWatch is an application (app) that gives citizens the power to record
or report non-emergency incidents as they happen. It provides another option to the “If
you see something, say something” message and allows individuals that “If you see
something, SEND something” via a mobile application (app) from your smartphone.



TWITTER: The Broward Sheriff's Office has provided an official Twitter account to
Captain Sutter to provide information to the public via social media. Follow us
@BSOLBTS.

SPECIAL EVENTS: These events required the participation of the BSO LBTS district.
None
NOTABLE INCIDENTS / ARRESTS:
CASE:
13-2608-000040 (Deputy Ramcharan)
DATE/TIME: 08/01/2026 @ 1618 hours
LOCATION: 5200 N Ocean Blvd (Sea Ranch Lakes North)
ARRESTEE: Tabitha Calise (W/F 02/10/1989)
INCIDENT: Warrant (Arrest)
SUMMARY: Deputies responded regarding a trespass investigation. Deputies contacted a
female in the property's garage area. A teletype check revealed that Tabitha Calise had an active
warrant for Public Camping. Deputies confirmed the warrant and transported Tabitha to the Main
Jail.
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CASE:
13-2608-000325 (Deputy Figueroa)
DATE/TIME: Between 2130 hours on 8/6/2026 and 0030 hours on 8/7/2026
LOCATION: 4243 Bougainvilla Dr (Airbnb)
SUSPECT/S: Unknown.
VICTIM:
(B/F 2/24/1998), and three unidentified B/M.
INCIDENT: Burglary Residential (Unoccupied)
SUMMARY: Unknown subject/s gained access through a rear sliding door that was left
unlocked by the Airbnb guests. Two “Chanel” and two “Louis Vuitton” female handbags and one
passport were stolen. According to the victim, the total value of the stolen items is estimated at
approximately $22,500. Three B/M victims also reported having stolen items, but they refused to
cooperate with the investigation. They didn’t provide their information or a description of the stolen
items. Video surveillance cameras were located at the front and rear of the property. Detective
Sheffield is currently investigating.
CASE:
13-2608-000540 (Deputy Suarez)
DATE/TIME: 08/10/2026 @ 0924 hours
LOCATION: 4404 Bougainvilla Drive
VICTIM:
W/M (07/10/1980)
SUSPECT: Joseph Kane W/M
INCIDENT: Grand Theft – Bicycle (Arrest)
SUMMARY: Deputy Suarez met with the victim, who reported a delayed theft of his bicycle
valued at $1,500. The bicycle was left unsecured behind the BVR restaurant when an unknown
male suspect grabbed the bicycle from the bushes and rode off Westbound over the
bridge. Incident captured on the Town’s CCTV.
Update:
Detective Ben Koos utilized the Town’s surveillance cameras, which captured the
suspect, Joseph Kane, stealing the bicycle. Det. Koos shared the picture with surrounding
jurisdictions, which led him to the suspect near the intersection of Oakland Park Blvd and Federal
Highway. The suspect still had the stolen bicycle when he was arrested. The suspect was
arrested and transported to the main jail. Det. Koos returned the stolen bicycle to the victim.
CASE:
13-2608-000638 (Deputy Pitulan)
DATE/TIME: 08/12/2026 @ 0012 hours
LOCATION: 4328 N Ocean Drive #22
VICTIM:
W/M (4/14/1999)
SUSPECT: Devyn M Olsen W/M DOB: 04/18/2000
INCIDENT: Domestic Battery / Aggravated Assault (Arrest)
SUMMARY: Suspect and the victim have maintained a relationship for approximately 9 months.
The suspect and victim were smoking methamphetamine together when they started having a
verbal argument, which led to a physical altercation. The suspect placed the victim in a chokehold
and covered the victim's mouth, which caused the victim to feel like he was suffocating. The victim
was able to temporarily get away from the suspect by biting the hand the suspect had placed over
his mouth. The suspect then obtained a steak knife from the kitchen and punctured the victim's
bicycle tires, along with attempting to stab the victim with the knife. The suspect grabbed the
victim's phone while he attempted to call 911, ultimately throwing the phone and breaking the
screen. The victim was finally able to get away and ran across the road screaming for help. A
neighbor heard the screams for help and called emergency services. The suspect was charged
with Domestic Battery by Strangulation, Domestic Battery, Agg Assault W/Deadly Weapon,
Criminal Mischief, and Deprivation of 911 Services. Transported to the Main Jail.

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CASE:
90-2608-004845 (Deputy Ramcharan)
DATE/TIME: 8/13/1026 @ 1139 hours
LOCATION: 221 Commercial Blvd (Truist Bank)
SUSPECT: Unknown
VICTIM:
W/M (11-09-1934)
INCIDENT: Fraud
SUMMARY: The victim reported that he noticed fraudulent activity on his Truist Bank checking
account on 07/31/2026. Brohammer visited his branch at 221 Commercial Blvd to report the
incident. Unknown suspect(s) created checks and used the victim’s account number from
unknown locations. The victim provided copies of checks cashed in the amount of $11,260
against his account. Truist Bank reimbursed the victim; Truist Bank Management requested a
police report for fraud. He was advised to make an Identity Theft report with FLPD, the jurisdiction
where he lives, so the case can be properly investigated.
CASE:
13-2608-000910 (Deputy Yates)
DATE/TIME: 08/16/2026 @ 0938 hours
LOCATION: 4319 N Ocean Drive (Walgreens)
SUSPECT: Elliott Kendrick B/M (10/27/1977)
INCIDENT: Petit Theft (Waiver of Prosecution)
SUMMARY: Deputy Yates was parked in the Walgreens Parking lot performing active security
patrol. He observed a male exit the store carrying a gray duffle bag while being followed by the
store manager. The manager flagged down Deputy Yates and advised that the black male
suspect had just stolen diapers from Walgreens. Deputy Yates contacted the suspect, Elliott
Kendrick. The property was recovered, and the store manager did not wish to prosecute. Kendrick
was issued a trespass warning at the request of the store manager. The diapers were valued at
$66.00. Deputy Yates obtained a BSO Waiver of Prosecution. Good job, Deputy Yates.
CASE:
13-2608-000920 (Deputy Suarez)
DATE/TIME: 08/14 – 08/16, 2026 (1900-1200 hours)
LOCATION: 4660 El Mar Dr (Plunge Beach Resort Hotel)
REPORTEE: W/F (12/01/1986)
SUSPECT: Unknown
INCIDENT: Criminal Mischief
SUMMARY: The victim stated that between Friday (August 14, 2026, at 1900 hrs.) and Sunday
(August 16, 2026, at 1200 hrs.), an unknown person damaged her driver’s door mirror on her
2019 Gray Toyota Rav4. A Michelob Ultra-Light beer bottle was found next to her vehicle on the
ground, which may have been used to smash her mirror. The cost of the mirror is approximately
three hundred fifty ($350.00) dollars. The vehicle was parked in the very last row on the southeast
corner under some trees. The Plunge Beach Resort Hotel cameras could not capture where the
vehicle was parked.
CASE:
13-2608-001137 (Deputy Figueroa)
DATE/TIME: 8/19/2026 @ 2012 hours
LOCATION: 4444 El Mar Drive “Village by the Sea” condominium
VICTIM:
W/F (2/24/1963)
VEHICLE:
BMW 440i
INCIDENT: Vehicle Fire (Inside Garage)
SUMMARY: An unoccupied vehicle on fire, located inside the parking garage of “Village by the
Sea” condominium, caused a lot of smoke and activated the sprinklers. There were no visible
flames coming out of the vehicle. The fire was underneath the vehicle's hood. Pompano Beach
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Fire Rescue responded and successfully extinguished the fire. No injuries were reported.
Pompano Beach Fire Inspector also responded to check on the building’s safety and conduct a
fire investigation. The investigation revealed that the fire was caused by an electrical/mechanical
failure of the vehicle. The building’s safety was not compromised. Because the alarms and
sprinklers went offline and needed repairs, the building was placed on fire watch.
CASE:
13-2608-001163 (Deputy Bickel)
DATE/TIME: 08/20/2026 @ 0747 hours
LOCATION: 2 Washingtonia Ave (Washingtonia Beach Portal)
SUSPECT: Samantha Mathieu-Honore B/F (02/22/1992)
INCIDENT: Obstruction w/o Violence (Arrest)
SUMMARY: Deputy Bickel was proactively patrolling, and he observed a person sleeping at the
Washingtonia Beach Portal. He made contact with the person to check on their welfare. The
person refused to identify herself. They were arrested for obstruction without violence. PostMiranda, and with the assistance of BSO investigative research tools/techniques/procedures, the
suspect was positively identified as Samantha Mathieu-Honore. Mathieu-Honore was charged
with Obstruction W/O Violence. She was served with a written warning for sleeping at the
Washingtonia Portal. She was transported to the BSO Main Jail. LBTS CCTV was checked to
verify this incident.
CASE:
13-2608-001181(Deputy Seedig)
DATE/TIME: 08/20/2026 @ 1447 hours
LOCATION: 4655 Bougainvilla Drive
SUSPECT: Stephen Tyler (W/F 05/28/1991)
INCIDENT: Warrant (Arrest)
SUMMARY: Deputy Seedig was working a traffic operation in the LBTS D13 area. He observed
the suspect driving the listed vehicle near 4655 Bougainvilla Drive. A check of teletype revealed
an active warrant for the suspect for Operating Without a Valid Driver’s License. The suspect was
arrested and taken to jail.
CASE:
13-2608-001220
DATE/TIME: 08/21/2026 @ 0600 hours
LOCATION: LBTS District 13 Probation Sweep
DEPUTIES ON SCENE:
 Team 1: Captain Sutter, Probation Officer Solenski, Deputy Redl, Detective Sheffield,
Deputy Klier, Deputy Ramcharan
 Team 2: Lieutenant Hopkins, Probation Officer Mock, Deputy Bickel, Deputy Swadkins,
Deputy Reis, Sergeant Murphy
INCIDENT: LBTS District 13 Probation Sweep
SUMMARY: Probation and Parole Officers and LBTS D13 Deputies, Detective, and Command
performed a successful Probation Sweep within the LBTS District. Officers visited the listed
probationers at their provided addresses/residences. NOTE: This event was coordinated in
advance for July and August 2026 with Probation and Parole and LBTS D13 Bravo Shift. No
violations were found during this operation. Future operations will ensure probationers residing
in the town abide by their probation terms.

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CASE:
13-2608-001257 (Deputy Figueroa)
DATE/TIME: 8/21/2026 @ 2039
LOCATION: 4300 Poinciana St
DRIVER:
John Andrew Bracknell W/M (7/17/1954)
INCIDENT: Traffic Crash – DUI (Arrest)
SUMMARY: V2 (Unoccupied) was legally parked in one of the street parking spaces on
Poinciana St. V1 exited the Truist Bank parking lot where it was parked and turned south onto
Poinciana St. The right front of V1 then collided with the rear bumper of V2. V1 continued driving
and stopped when it hit the curb before the intersection with Commercial Blvd. V1 driver, who
sustained a small scratch on his right elbow, refused to be checked by PBFR. BSO DUI unit
responded to the scene and administered Field Sobriety Tests on the V1 driver, who showed
signs of impairment. He was placed under arrest and later transported to BSO main jail without
issue. V1 was towed by Sal’s Towing.
CASE:
13-2608-001486 (Dep Suarez)
DATE/TIME: 08/25/2026 @ 1130 hrs. – 1530 hrs.
LOCATION: 117 Commercial Blvd (Rear Alleyway)
VICTIM:
W/M (06/01/1967)
SUSPECT: Unknown
INCIDENT: Grand Theft - e-bicycle
SUMMARY: Deputy Suarez met with the victim, who reported a delayed theft of his bicycle
valued at $2,300.00. The e-bicycle was left unsecured by the victim’s son behind 117 Commercial
Blvd when an unknown suspect removed the bicycle without the victim’s consent. Sworn
Statement obtained. Det. Koos is actively following up, checking for CCTV.
CASE:
13-2608-001526 (Det. Sheffield)
DATE/TIME: 08/26/2026 @ 1413 hours
LOCATION: 4660 N Ocean Drive (The Plunge)
ARRESTEE: Amber Russel W/F (05/25/1978)
INCIDENT: Disorderly Intoxication (Arrest)
SUMMARY: Detective Sheffield was at the Plunge Resort following up on a case when he
encountered a disorderly, intoxicated female who was disrupting the peace inside the hotel. After
the defendant continued her disruptive behavior, she was arrested for disorderly intoxication and
transported to jail.
CASE:
13-2608-001665 (Deputy Roach)
DATE/TIME: 8/29/26 @ 1826 hours
LOCATION: 4549 N Ocean Dr
OFFENDER: Unknown black male
VICTIM:
(W/M 1/19/61)
INCIDENT: Petit Theft
SUMMARY: Deputy Roach responded to the above location in reference to a theft call.
Investigation revealed that on 8/26/26, an unknown black male offender approached an
unsecured package drop-off box used by condominium residents to receive packages. The
offender removed a package delivered for the victim and left the area with it. The package
contained ant traps valued at $30. Surveillance video recorded the offender stealing the package.

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MONTHLY ARREST LOGS:
Misd/Fel
Fel
Fel
Fel
Misd
Misd
Misd

Charge
Warrant
Grand Theft
Domestic Battery
Obstruction w/o violence
DUI
Disorderly Intoxication

Street
5200 N Ocean Blvd
4404 Bougainvilla Dr
4328 N Ocean Drive
2 Washingtonia Ave
4300 Poinciana St
4660 N Ocean Drive

Case
13-2608-000040
13-2608-000540
13-2608-000638
13-2608-001163
13-2608-001257
13-2608-001526

CRIME STATISTICS:

CRIME
AUTO THEFT
BURGLARY-BUSINESS
BURGLARY-CONVEYANCE
BURGLARY-RESIDENCE
BURGLARY-STRUCTURE
FORCIBLE SEX
ARSON
ASSAULT-AGGRAVATED
HOMICIDE
ROBBERY
THEFT-GRAND
THEFT-PETIT
TOTALS

CURRENT
MONTH
0
0
0
1
0
0
0
1
0
0
2
2
6

PRIOR
MONTH
2
0
0
0
0
0
0
0
0
0
0
2
4

2025
YTD
11
1
6
4
2
2
0
1
0
2
7
22
58

2026
YTD
4
0
6
4
0
0
0
3
0
0
8
22
47

CITIZEN OBSERVER PATROL STATISTICAL SUMMARY:
COP Activity
Number of Volunteers
COP Hours Worked - Month
COP Patrol Miles - Month
COP Hours Worked - YTD
COP Patrol Miles - YTD

Total
20
44
360
716
3192

COP Bike Patrol Hours - Month
COP Bike Patrol Hours - YTD

0
9

COP Beach Patrol Hours – Month
COP Beach Patrol Hours - YTD

1.5
104.5

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RESERVE DEPUTY ASSISTANCE: Reserve Deputies are part-time, fully sworn deputies who
provide supplemental staffing to LBTS, when available, at NO cost to the Town.
Reserve Deputy - Days Worked
Reserve Deputy - Hours Worked

Month
2
12

2026 YTD
25
273

MONTHLY STAFFING AND STATISTICAL REPORT:
The August 2026 Monthly Staffing and Statistical Report is attached.

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Agenda Item No: 7.b.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Chris Sutter, Captain, Broward Sheriff's Office
Submitting Department: Public Safety
Item Type: Public Safety Discussion
Agenda Section:PUBLIC SAFETY DISCUSSION
Subject Title: BSO Unmanned Aircraft System (UAS) Technology and Water Rescue
Capabilities Presentation
Explanation: Representatives from the Broward Sheriff’s Office (BSO) will provide a
presentation to the Town Commission on Unmanned Aircraft System (UAS) technology and its
use in Lauderdale-By-The-Sea. The presentation will include an overview of the drone, its
capabilities and technology, and its use as a tool to assist with water rescue operations.
Recommendation: N/A
Exhibits: None

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Agenda Item No: 8.a.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Ken Rubach, Town Manager
Submitting Department: Administration
Item Type: Town Manager Report
Agenda Section:TOWN MANAGER REPORT
Subject Title: Town Manager Report
Explanation: Boo By The Sea
Boo returns Saturday, October 24th, from 10:00 a.m.- 1:00 pm.
We are always looking for ways to keep our events fresh, engaging, and reflective of what our
community enjoys. Following an internal review of Boo By The Sea, we are excited to
introduce a new format for this year’s event.
This year, Boo By The Sea will move to Friedt Family Park, located behind the Lauderdale-ByThe-Sea Fire Station. For several years, the event has been spread throughout the West
plazas, relying heavily on participating businesses to create individual activations for
attendees. While this format has provided opportunities for businesses to participate, varying
levels of participation and activation have made it increasingly challenging to create a
consistent and engaging experience for attendees.
Moving the event to Friedt Family Park will allow the Town to create one cohesive destination
where families can gather, enjoy entertainment, participate in activities, and experience the
Halloween fun together. The current format has also dedicated a significant portion of the
event budget to candy for participants, rather than programmed experiences. The new format
gives the Town greater ability to plan and guarantee the entertainment and activations offered,
rather than having the overall experience depend on the level of participation at individual
locations.
The move will also help streamline event logistics and traffic management, creating a more
controlled environment for attendees and allowing staff and public safety partners to better
support the event.
Town businesses will continue to play an important role in Boo By The Sea and will be
encouraged to participate in the event. Businesses will have the opportunity to sell food and
beverages, treats, merchandise, and other goods, allowing them to connect directly with

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attendees and showcase what they have to offer while the Town provides the centralized
entertainment and activities that make up the overall event experience.
While the format may look a little different this year, the goal remains the same: to provide a
fun, family-friendly Halloween experience for our residents and visitors. We are excited about
the opportunity to build on the tradition of Boo By The Sea and create an event that is more
cohesive, engaging, and sustainable for years to come.
Music By The Sea
Aruba Beach Cafe and Pier 14 have been hosting their monthly Music By The Sea series
Downtown. At the Commission meeting on August 25, the Commission approved three Fall
event dates (October 21, November 18, December 16). The Permit Holder is requesting
permission to move the November 18th event to the following week, Wednesday, November
25, 2026.
Town Manager Evaluation
The Town Manager evaluation forms have been distributed to the Town Commission. The
completed evaluations and the overall results will be reviewed and discussed at the October
13 Commission Meeting.
Veterans Day 2026
Historically, a sitting member of the Town Commission has volunteered to serve as
Commission Chair for the Town’s annual Veterans Day Ceremony, held each year on
November 11th in El Prado Park.
Due to the timing of the 2026 election, only two members of the current Town Commission will
have terms extending through the date of this year's ceremony. Accordingly, staff is requesting
that an eligible member of the Commission volunteer to serve as the Commission Chair for the
Town's 2026 Veterans Day ceremony.
Upcoming Meetings
Code Compliance Hearing- Thursday, September 24, 2026, at 5:00 pm
Planning and Zoning Board Meeting- Wednesday, October 7, 2026, at 6:00 pm
Town Commission Meeting- Tuesday, October 13, 2026, at 6:30 pm
Recommendation:
Exhibits: None

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Agenda Item No: 10.a.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Melissa Vasami, Town Clerk
Submitting Department: Administration
Item Type: Approval of Minutes
Agenda Section:APPROVAL OF MINUTES
Subject Title: Approval of Minutes of the August 25, 2026, Regular Town Commission
Meeting
Explanation:
Recommendation: Accept/Approve
Exhibits:
1.
Draft Minutes of the Town Commission Meeting – August 25, 2026

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DRAFT
TOWN OF LAUDERDALE-BY-THE-SEA
TOWN COMMISSION
Jarvis Hall
4505 N. Ocean Drive
Tuesday, August 25, 2026
6:30 PM
1.

CALL TO ORDER, MAYOR EDMUND MALKOON

DR
A

FT

Mayor Edmund Malkoon called the meeting to order at 6:30 p.m. Also present were Vice
Mayor Randy Strauss, Commissioner Richard DeNapoli, Commissioner Theo
Poulopoulos, Commissioner John A. Graziano, Town Manager Ken Rubach, Town
Attorney Susan Trevarthen, Public Works Director Chris Lips, Finance Director Lucila
Lang, Development Services Director Jhanelle Campbell, Assistant to the Town
Manager Courtney Easley, Events and Marketing Manager Katie Anderson, and Town
Clerk Melissa Vasami.
2.

PLEDGE OF ALLEGIANCE TO THE FLAG

3.

INVOCATION

Pauline Brooks McGuinness gave the Invocation.
4.

ADDITIONS, DELETIONS, DEFERRALS OF AGENDA ITEMS

Mayor Malkoon advised that Item 13.a would be heard immediately following Public
Comments.
Commissioner DeNapoli recommended that Item 18.a be deferred until after the results
of the November 2026 election are known, specifically with regard to Amendment 3 on
the ballot. He noted that the Item had not been previously discussed by the
Commission. Town Manager Ken Rubach explained that the purpose of Resolution
2026-28 is not to expend any funds, but to establish a process for reimbursement in the
event the Town chooses to issue a bond for a new public safety complex. He
emphasized that the Resolution does not authorize any issuance of debt.

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August 25, 2026
Town Attorney Susan Trevarthen further clarified that the process referred to in
Resolution 2026-28 is required under the Internal Revenue Code. In order to allow the
Town to reimburse itself in the future, its language is based on the premise of issuing a
bond. It does not mean a bond will ultimately be issued. She concluded that passing the
Resolution in advance of a decision allows the Town to reimburse itself for any
expenses incurred.

FT

Mayor Malkoon observed that the Resolution creates a path toward potential action and
expressed concern with the idea of authorizing up to $35 million in debt when no
decision has been made regarding the creation of a public safety campus. He pointed
out that the Town does not yet know what would be included in this campus or the costs
associated with its buildings.

DR
A

Commissioner Graziano stated that he did not see a reason to propose borrowing
money until the Commission knows what it would be getting with those funds. He
agreed with Commissioner DeNapoli that the Resolution seems premature, and
concluded that if the Commission discusses Item 18.a, he recommends moving it to an
earlier position on the Agenda.

Commissioner Poulopoulos also concurred, asserting that $35 million was an extremely
large number for a Town of Lauderdale-By-The-Sea's size. He also noted that the costs
associated with the public safety campus or building have increased significantly over
time, as is the nature of construction projects. He concluded that he was also in favor of
deferral until the scope of the project has been determined.
Town Attorney Trevarthen further clarified that the $35 million referenced in the
Resolution establishes a maximum amount; it does not tie the Town to that amount if
they proceed with a public safety building or campus.
Vice Mayor Strauss requested clarification that the proposed Resolution is a requisite
item under tax law if the Town chooses to proceed in the future with a bond. Town
Attorney Trevarthen advised that the Resolution is not a requirement; it establishes a
process by which the Town may reimburse itself for preliminary expenses incurred
before a bond is voted into existence. It does not bind the Town to any action.

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Regular Town Commission Meeting
August 25, 2026
Vice Mayor Strauss also asked if there were any negatives to moving forward with
Resolution 2026-28. Town Attorney Trevarthen replied that there is no harm from a legal
perspective. There is also no harm associated with waiting to approve the Resolution.
Vice Mayor Strauss concluded that the Resolution is non-binding and there were no
negatives associated with its approval.

FT

Commissioner Poulopoulos reiterated that he would rather know the estimated costs of
whatever project the Commission chooses to proceed with instead of creating a $35
million ceiling. He wanted more information in order to establish a realistic cap.
Vice Mayor Strauss stated that he saw the Resolution as a way for the Town to protect
itself through reimbursement up to a maximum amount. He also cautioned that prices
will continue to increase if the public safety project is not begun soon.

DR
A

Mayor Malkoon noted again that he was not comfortable proceeding with this Item until
there is greater clarity regarding costs and financing as well as consensus on how to
proceed.
Commissioner Graziano suggested that if the Resolution is approved in the future, he
was interested in potentially including an income-producing component in the proposed
facility.
Commissioner DeNapoli asked if reimbursing expenditures meant including the amount
of those expenditures in the amount of the bond. Town Attorney Trevarthen confirmed
this, adding that this would not be an option unless the Resolution is adopted before the
issuance of bonds. She also noted that attachment of a maximum number is required in
order for the Resolution to be valid. The language of the Resolution is standard to
ensure it is appropriate under the Internal Revenue Code.
Town Manager Rubach recalled that there are two options under the unsolicited
proposal: a complex including public safety, Development Services, and Jarvis Hall, and
an option for an entire campus. The interim agreement with the entity which offered the
unsolicited proposal refers to both options. He pointed out that at least one entire
building would have to be redone in order to accommodate existing standards for a Fire
Station. He emphasized that the design presented to the Commission would not
represent the final design, but a starting point for the Commission to determine what is
needed.
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August 25, 2026
Commissioner Graziano pointed out that the Town does not yet have a contract with a
Fire/Rescue service provider, which means they do not yet know what that provider will
require. Town Manager Rubach explained that the requirements of the National Fire
Protection Association (NFPA) are standard and will be accepted by any provider with
which the Town contracts. He recalled that the Commission had directed Staff to
proceed with plans for a reasonably affordable building which met these standards.
Town Manager Rubach concluded that the Resolution can be brought back at a later
date.

DR
A

FT

Commissioner Poulopoulos asked when a Resolution must be passed in order to
establish reimbursement for the Town's design costs. Lori Smith-Lalla, associate of the
Town Attorney and partner at Weiss Serota Helfman Cole & Bierman, explained that
while some “soft costs” have no time limit associated with them, other costs require the
Commission to pass its intent to issue bonds and reimburse the Town for bond
proceeds. Reimbursable costs must have been incurred no more than 90 days before
the passage of the Resolution.
Attorney Smith-Lalla recommended that the Resolution be passed 90 days prior to
consideration of the issuance of bonds. Town Manager Rubach clarified that expenses
eligible for reimbursement include engineering and architectural costs. He concluded
that while the project team had felt tonight's meeting was a good time to bring the
Resolution forward, there was no urgency requiring it to be passed at this time.

Commissioner Graziano made a motion, seconded by Commissioner DeNapoli. to
defer the Item until after the Commission has had an opportunity to hold a
workshop and determine the scope of the project. Motion carried 4-1 (Vice Mayor
Strauss dissenting).
5.

PRESENTATIONS

a.
Broward County Public Schools
Regarding the Next Generation Referendum

Informational

Presentation

Sarah Leonardi, Chair of the Broward County School Board, advised that tonight's
presentation is intended for informational purposes only regarding an upcoming School
Board-related referendum on the November 2026 ballot. She briefly reviewed recent

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Regular Town Commission Meeting
August 25, 2026
successes by Broward County public schools, including ratings as well as the highest
graduation rate in the history of these schools.
Broward County School Board Chief of Staff John Sullivan showed an informational
presentation on the upcoming referendum, noting that State Statutes require voter
approval to continue an existing tax. Passage or failure of the tax would impact Broward
County schools in fiscal year (FY) 2027-2028. It generates approximately $358 million
across all Broward County schools, including charter schools.

FT

The referendum funds three components:
• Teacher and Staff allocation supplements
• School safety personnel
• Mental health personnel

DR
A

At present, $173 million goes toward teacher and eligible staff compensation each year.
There are similar referenda in place in Miami-Dade and Palm Beach Counties, which
means if the Broward County referendum does not pass, Broward County would be put
at a disadvantage in competition for employees.
The funds also pay for 393 school safety personnel as well as $1.7 million in software,
such as the panic buttons currently worn by staff. There are also 224 mental health
personnel funded by the referendum.
Mr. Sullivan noted that while there is some negative press associated with the bond
program, this is primarily directed at bonds for facilities rather than the operational uses
covered by the referendum. The School Board voted on how the allocation would be
spent if the referendum is successful:
• 90% toward teacher and staff compensation
• 10% for safety, including School Resource Officers (SROs) and mental health
professionals

The referendum is the only mechanism through which the School Board generates
revenue in addition to what is received from the state. As enrollment has decreased, the
School Board has taken action to reduce expenditure. 1,000 positions were reduced in
the current school year, including reductions in district-level staff. This resulted in annual
savings of roughly $54 million. They have also restructured health care to realize
savings of $46 million. Seven schools which were under-enrolled have been closed, and

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an additional 10 are being considered for closure in the 2027-2028 school year. There
will be community outreach to discuss those closures.
Mr. Sullivan noted that while the savings cited above totaled approximately $100 million,
this has only addressed the shortfall incurred over the last two years. He pointed out
that roughly half of Florida's school districts have similar referenda and are experiencing
similar funding shortfalls.

FT

Residents' costs will vary depending upon their properties' assessed value. The current
investment for the average homeowner is approximately $418/year or $35/month, while
for the average condominium owner it is $230/year or $19/month. This investment
generates an annual $350 million for the life of the referendum.

DR
A

Should the referendum not be renewed, the School Board does not have sufficient fund
balance to cover the shortfall. Their fund balance is at 3%, which is required by State
Statute; if the balance falls below this level, the state may carry out intervention in the
district.
Additional information is available on the School Board's website.

Commissioner Graziano asked how many students from Lauderdale-By-The-Sea are
enrolled in the Broward County public school system. Mr. Sullivan advised that he would
have to follow up with this information.
Commissioner Graziano continued that while most residents were unlikely to be
opposed to the referendum funding professional staff, he was less certain they were in
favor of more funding for facilities.
6.

PUBLIC COMMENTS

At this time, Mayor Malkoon opened public comment.

John Boutin, resident, advised that an economic downturn which began approximately
three years ago is negatively affecting his business, the Windjammer Resort. He felt this
was due in part to the increase of sargassum on the beach and advised that his
research indicated burying this material on the beach is not a proper means of disposal.
He encouraged the Town to seek a more permanent solution to this problem.

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Regular Town Commission Meeting
August 25, 2026
Commissioner DeNapoli noted that South Florida is currently experiencing a recordbreaking level of sargassum and asked if Broward County has made any additional
efforts to address this. Town Manager Rubach advised that most communities have
traditionally buried this material, as it can present a cost issue. The only community that
hauls sargassum away is Fort Lauderdale, as hauling can incur significant expense.
The Town pays roughly $235,000 annually to bury the material, while removal is
estimated to cost $400,000 or more.

FT

Bill Ciani, resident, addressed the Resolution proposed under Item 18.a, which
addressed reimbursement through bond funds. He felt a parking garage would provide
the Town with a return on its investment and attract more visitors to the Town. He added
that he would also recommend allowing the construction of a large hotel at the Holiday
Inn site, as well as reestablishing Anglin's Pier, which has been closed for several years.

DR
A

Kimberly Bertsch, resident, stated that she wished to correct false statements made at
the previous Town Commission meeting regarding an individual who spoke during
public comment. She advised that the individual had not been able to speak for her
allotted three minutes, had not claimed that her positions are non-partisan, and had
provided context for her comments rather than promoting or campaigning for any
candidate. She concluded that residents should have the opportunity to bring forward
their concerns to the Commission without interruption.
Howard Goldberg, resident, commended the Commission on its decision not to proceed
with Resolution 2026-28 at this time, pointing out that the Town has always operated
with zero municipal debt. He felt the proposal authorizing a $35 million bond would
represent a major shift in the Town's conservative financial strategy.
Cristie Furth, resident, stated that she shared Mr. Boutin's concerns regarding
sargassum, which has impacted summer tourism in the Town. She expressed concern
with rising prices at all types of businesses. She concluded that she was not in favor of
construction of a large and expensive public safety campus.
James Espada, owner of Open Air Art Studio, provided the Commissioners with printed
materials and explained that his business offers guided dinner painting classes on the
beach. He thanked supporters of his business for their patience while he seeks a way to
offer these classes in Lauderdale-By-The-Sea, concluding that they are currently being
held at Broward County parks and private homes.

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August 25, 2026
With no other individuals wishing to speak at this time, Mayor Malkoon closed public
comment.
The following Item was taken out of order on the Agenda.
13.

NEW BUSINESS
a.

Special Event Application: Howard Alan Art Fair November 2026

FT

Events and Marketing Manager Katie Anderson advised that resident Ellen Zavell,
representing the Lauderdale-By-The-Sea Lodging Association, submitted a special
event application for the Howard Alan Craft Fair to be hosted in the Town on Saturday,
November 7 and Sunday, November 8, 2026. Setup would begin on Saturday at
approximately 2 a.m., and the event would be live from 10 a.m. to 5 p.m. on both days,
with cleanup following the Sunday event.

DR
A

Howard Alan is a professional festival organization that produces art shows nationwide
and throughout the state of Florida. Participating vendors will include artists, jewelers,
home décor craftsmen, and other artisans. The Town previously hosted art shows by
this organization in 2015 and 2016.
Setup for the event would take over Commercial Boulevard from A1A to El Mar Drive, as
well as the west lane of El Mar Drive from the alleyway south of Commercial Boulevard
to the Driftwood Resort parking lot. Northbound lanes on El Mar Drive would remain
open to vehicular traffic. The closed roadways would serve as the event site for
approximately 80 to 90 vendor tents, for which setup would be completed by the
Howard Alan team.
Closing the west side of El Mar Drive would eliminate 16 Town parking spaces.
Reimbursement for these spaces would be compensated by the Applicant at $672.

Per Resolution 2024-29, any road closure fees for events with more than 200 guests
are set by the Commission based on purpose, number of attendees, and impact. The El
Mar Drive parking lot is also incorporated into the site map and would remain closed on
both Saturday and Sunday over the course of the event. The buyout of this parking lot
totals $1,050 for 25 spaces.

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Broward Sheriff's Office (BSO) participation would be required to ensure a secure event
throughout the weekend. The Applicant is responsible for direct coordination with BSO
to determine the appropriate number of detail Officers necessary for the event. The
Applicant must also secure that detail and its associated financial costs.

FT

Setup will begin at 2 a.m. on Saturday, November 7. The Applicant must coordinate
necessary road closures with BSO and has requested that Town barricades be used to
assist with the closure. After internal discussions with the Town's BSO team, Staff
recommends that the installation of public safety bollards also be required to ensure
safety and security at the event site. This would require Town Staff to have personnel
on-site before setup. It has been determined that two Public Works employees would be
required from 1:30 a.m. to 5:30 a.m. until regularly scheduled Town Staff is available.

DR
A

Town Staff will also be required for breakdown of the event, which is listed on the event
application at 7 p.m. Based on historical experience with breakdown of smaller events,
the Town anticipates that a longer time will be required, estimating cleanup and
breakdown to conclude by 9 p.m. to 10 p.m.
Load-in and -out for the vendors would take place along the inside lanes of El Mar Drive
from the Driftwood Resort parking lot to El Prado Park. Vendors will be asked to pull up
along the median, find their designated spaces, unload their items, and then park their
vehicles before returning to the site to complete setup. Vendor parking would be
permitted along the El Mar Drive median south of the event site, beginning just south of
the Downtown public restrooms and continuing as far south as necessary.

The number of vendors using Town parking has not been determined. A pay-by-phone
code would be enacted for those vendors to submit payment at the $21 daily event
parking rate. Overnight parking would not be permitted, and payment would be required
for each day the vendors park along the median. The existing parking lot would remain
open for attendees and other Town patrons and visitors.
A special outdoor event permit application is required by Pompano Beach Fire Rescue
(PBFR) and must be completed independently by the Applicant and submitted directly to
PBFR. Any application fees must be paid directly to PBFR by the Applicant. The $125
Town special event application fee has been paid by the Applicant.
Staff recommends approval of the Application based on the conditions outlined in the

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permit and requests Commission direction on any road closure fees the Commission
wishes to include as well as permit requirements.
Applicants Ellen Zavell, president of the Lauderdale-By-The-Sea Lodging Association,
and Howard Alan, president of Howard Alan Events, provided additional information
about the proposed event, emphasizing that the craft show will bring foot traffic to the
Town during the off-season when it is needed most.

FT

Mayor Malkoon asked if any of the businesses that will be directly affected by the event
have reached out to Staff. Events and Marketing Manager Anderson replied that she
has not had any direct contact from Town businesses regarding the event.

DR
A

With regard to the road closure, Mayor Malkoon requested clarification of the typical fee
that would be charged. Events and Marketing Manager Anderson stated that at this
time, Staff has recommended fees that are directly outlined in Resolution 2024-29 and
the costs of parking spaces that will mean a loss of revenue for the Town. Because the
proposed event is larger than most Town events, she concluded that the fees are left to
the Commission's discretion.
Commissioner DeNapoli noted that the Commissioners' backup information for the
event lists fees at $3,327.63. Events and Marketing Manager Anderson confirmed that
this is Staff's recommendation based on the Resolution and Town standards. This
amount covers overtime for Staff and loss of parking spaces for the weekend.
Commissioner DeNapoli emphasized the need for more off-season events in order to
help Town businesses.
Commissioner Graziano stated that he was in favor of the event as long as it does not
negatively impact businesses.
Vice Mayor Strauss commented that the event will benefit the Town and bring in visitors.
He encouraged similar events for the Town in the future.
Ms. Zavell stated that the cost of the El Mar Drive parking spaces is estimated at $672
and the El Mar Drive parking lot at $1,050. She requested that the Commission consider
waiving these costs, as the Town will receive increased parking revenue from attendees
of the event.

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August 25, 2026
Ms. Zavell also suggested placing more tents on the east side of El Mar Drive, leaving
the alley turnaround open for waste removal vehicles. Town Manager Rubach advised
that this is a new request that has not been previously reviewed, and he would need to
see the layout before speaking to this change.
Commissioner Graziano requested clarification of the event costs. Town Manager
Rubach noted that the Town is not charging a road closure fee, the cost of barricades,
or other additional costs. He was not supportive of 100% mitigation of all costs for the
event, which total $3,300. Commissioner Graziano suggested waiving half of this cost.

DR
A

FT

Ms. Zavell noted that $9,839 includes the cost of two BSO Officers, Public Works setup
and breakdown, the El Mar Drive parking lot spaces, and the 16 spaces on El Mar
Drive. Town Manager Rubach further clarified that BSO costs are separate; the
Applicant would pay the cost of the lost parking spaces at the daily rate of $21. Events
and Marketing Manager Anderson added that the parking lot would be used for
placement of portable restrooms and will be closed for the entirety of the weekend. The
lot will be inaccessible to vehicles.
Mayor Malkoon observed that discussion of this event included changes to the Site Plan
which have not previously been reviewed or discussed.
It was clarified that half of the $3,327.63 would be $1,663.82.
Commissioner Poulopoulos indicated his agreement with the proposal to halve the fees
but was not in favor of changing the Site Plan at this time.
Commissioner Graziano made a motion, seconded by Vice Mayor Strauss, to
recommend approval of the Special Event Application based on conditions
outlined in the permit, with fees to the Town of $3,327.63 to be reduced to 50%,
with no road closure fees. Motion carried 5-0.
7.

PUBLIC SAFETY DISCUSSION
a.

BSO July 2026 Public Safety Report

Broward Sheriff's Office (BSO) Captain Christopher Sutter reported that Deputy Jeffrey
Bickel is the Employee of the Month for July 2026 in recognition of his efforts in locating
a subject. BSO is currently awaiting an arrest warrant for this individual.
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Captain Sutter recalled the success of the World Cup Watch Party and July 4th events in
the Town. He added that from July 24 and 27, 2026, BSO provided training for Town
Staff on critical events with active assailants, including emergency care for injuries.
There were two auto thefts in July.
TOWN MANAGER REPORT
a.

Town Manager Report

FT

8.

Town Manager Rubach reviewed recent events in the Town, including the filming of
scenes for a television show. He characterized this as a good way to highlight the
community and noted that filming for other series may be done in the Town in the future.

DR
A

The Town is working with Circuit to provide free rides for residents on the upcoming
Election Day. Circuit will take residents from their homes to Jarvis Hall to vote. This
location is currently the only polling place in Lauderdale-By-The-Sea. Signage will be
placed at previous polling places to ensure all are aware of this change.
Dine Out Lauderdale runs from August 1-September 30, 2026. Several Town
restaurants are participating in this event.
The following meetings are scheduled:
• Code Compliance hearing: Thursday, August 27, 2026, at 5 p.m.
• First budget hearing: Wednesday, September 9, 2026, at 5:01 p.m.
• Regular Town Commission meeting: Wednesday, September 9, 2026, at 6:30
p.m.
Mayor Malkoon requested an update on informational campaigns. Town Manager
Rubach confirmed that Staff is working with Conceptual Communications to make
election information available. This will be shared through social media as well as the
Town's weekly posts.
Mayor Malkoon noted that there are also plans to share information on the upcoming
referendum on the November 2026 ballot. Town Clerk Melissa Vasami advised that the
Broward County Supervisor of Elections anticipates a sample ballot will be available

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before September 14. When it is provided, she will post this ballot on the Broward
County Legal Notices website as well as the Town's election page.
Mayor Malkoon requested an update on the status of Mr. Espada's beach business,
which was raised during Public Comments. Development Services Director Jhanelle
Campbell advised that she has polled surrounding communities and has not yet
identified a community that allows business to be conducted on the beach. She will
present her research on this issue at an upcoming meeting along with her
recommendations.

FT

Commissioner DeNapoli recalled that before the previous general election, the Town
issued a postcard with voter information. Town Manager Rubach confirmed that this can
be done again. The postcard will list items that will be included on the November 2026
ballot. Election information will also be available in Town Topics. Town Attorney
Trevarthen advised that she will evaluate the information to be included on the postcard
to ensure the Town complies with State Statutes.
May 2026 Finance Report

c.

June 2026 Finance Report

DR
A

b.

Howard Goldberg, resident, addressed the Town's millage rate, noting that Staff has
proposed several budget cuts to make up for an estimated shortfall of $958,048 which
would result from proposed tax reform. He cautioned that these cuts would affect
marine safety, community engagement, nonprofit assistance, and elimination of a
position focused on business opportunities. He suggested that the Town look more
closely at cuts that will maintain the Town's community and culture while reducing
unnecessary spending, such as leases, insurance costs, and sale of Town properties.
Mr. Goldberg concluded that the Town should review the full budget line-by-line to
ensure there are no unnecessary costs.
Finance Director Lucila Lang reviewed the May and June 2026 Finance Reports, noting
that most funds remain within budget for those months. She recommended reviewing
Fire and Emergency Medical Services (EMS) costs before the end of the current fiscal
year, as these expenses will require a budget amendment. She will bring the
amendment before the Commission in September.

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Finance Director Lang also noted that building permit revenues have been significantly
lower in the current fiscal year.

FT

At the July 28, 2026, Commission meeting, Commissioner DeNapoli requested that
Staff look at the possible investment of approximately $3 million from the Parking Fund.
Finance Director Lang advised that if these dollars will be used toward the public-private
partnership (P3) currently under consideration, the Town will need to keep the term of
the investment in mind. She has spoken with Truist Bank regarding earnings credits and
service charges. If the $3 million were invested in a Certificate of Deposit (CD), current
rates are 3.25% for a three-month CD and 3.40% for a six-month CD. This investment
would keep the funds within the Town's banking services so they would continue to
receive earnings credit for them, with no service charges.
Finance Director Lang continued that she also looked into investment with Florida
Prime. The 30-day average yield for that institution is between 3.83% and 3.84%. The
Town may also consider additional investment with South State.

DR
A

Commissioner DeNapoli requested clarification of the rate at which the Town's money is
currently invested. Finance Director Lang replied that this rate is 2.75%. Commissioner
DeNapoli estimated that investing the $3 million from the Parking Fund with Florida
Prime would yield $114,900, which is an increase of $32,400 annually. He
recommended that the Commission make this change.

Commissioner Poulopoulos addressed public comments on this Item, stating that he
was not certain why any Town property would be considered for liquidation at this time.
He noted that the only Town-owned properties that might be sold would be Town parking
lots. The Parking Fund has generated $2 million in revenue thus far in the current year
and remains one of the Town's biggest revenue drivers. He concluded that he was not in
favor of liquidating any assets that are driving revenue.
Commissioner Graziano noted that the Town may need money from the Parking Fund
within the next few months if it is to be used toward the P3. Commissioner DeNapoli
replied that moving these funds for investment would only require minor administrative
work. Commissioner Graziano concluded that he was in favor of the proposed
investment of Parking Fund dollars.
Mayor Malkoon requested more information on the upcoming budget amendment to
which Finance Director Lang had referred. Finance Director Lang explained that the
Page 14 of 21
Page 33 of 134

Lauderdale-By-The-Sea
Regular Town Commission Meeting
August 25, 2026
Town budgeted $1.4 million toward EMS services and has spent $1.36 million as of
June 2026. The expense for PBFR is roughly $300,000 to $350,000 per month. July,
August, and September remain to be paid in the current fiscal year.
The Fire Fund was budgeted at $2.16 million for FY 2026. Roughly $107,000 remains in
this fund after June 2026. The Town will need to take money for both EMS and Fire
services from its unencumbered funds for payment.

FT

Mayor Malkoon asked if a higher amount is anticipated in the FY 2027 budget. Finance
Director Lang replied that the coming year was budgeted using the proposed $6.5
million cost provided by Fort Lauderdale Fire Rescue.
It was confirmed that Commission direction was sufficient to make changes to the
Town's investments as discussed.
9.

DR
A

None.

TOWN ATTORNEY REPORT

10.

APPROVAL OF MINUTES

a.
Approval of the Minutes of the July 14, 2026, and July 28, 2026
Regular Town Commission Meetings

Commissioner DeNapoli noted a correction to p.20, paragraphs 6 and 7 of the July 28,
2026, meeting minutes: the word “maximum” should precede “millage rate” in both of his
motions.
Vice Mayor Strauss made a motion, seconded by Commissioner DeNapoli, to
approve [as amended]. Motion carried 5-0.

The Commission took a brief recess at this time.
11.

CONSENT AGENDA
a.
RESOLUTION NO. 2026-26: A RESOLUTION OF THE TOWN
COMMISSION OF THE TOWN OF LAUDERDALE-BY-THE-SEA, FLORIDA,
APPROVING A FIRST AMENDMENT TO A PIGGYBACK AGREEMENT WITH
Page 15 of 21
Page 34 of 134

Lauderdale-By-The-Sea
Regular Town Commission Meeting
August 25, 2026
CIRCUIT TRANSIT
INC.
FOR
POINT-TO-POINT
MICRO-TRANSIT
TRANSPORTATION SERVICES, UTILIZING THE TERMS AND CONDITIONS
OF THE CITY OF POMPANO BEACH CONTRACT AWARDED PURSUANT TO
REQUEST FOR QUALIFICATIONS NO. 25-015; AUTHORIZING THE TOWN
MANAGER TO EXECUTE THE FIRST AMENDMENT; PROVIDING FOR AN
EFFECTIVE DATE.
Special Event Application: Fall Beach Baptism 10.03.26

c.

Special Event Application: Music By The Sea October-December 2026

FT

b.

Commissioner DeNapoli made a motion,
Poulopoulos, to approve. Motion carried 5-0.
12.

OLD BUSINESS

by

Commissioner

DR
A

None.

seconded

13.

NEW BUSINESS

b.
RESOLUTION NO. 2026-27: A RESOLUTION OF THE TOWN
COMMISSION OF THE TOWN OF LAUDERDALE-BY-THE-SEA, FLORIDA,
APPROVING A LICENSE AGREEMENT BETWEEN THE TOWN OF
LAUDERDALE-BY-THE-SEA AND PLANTATION FARMERS MARKET CO-OP
LLC D/B/A COMMUNITY FARMERS MARKETS OF SOUTH FLORIDA FOR THE
OPERATION OF THE TOWN'S FARMERS' MARKET AT EL PRADO PARK;
AUTHORIZING THE TOWN MANAGER TO EXECUTE THE AGREEMENT;
PROVIDING FOR IMPLEMENTATION; AND PROVIDING FOR AN EFFECTIVE
DATE.

Events and Marketing Manager Anderson stated that the Town's annual Farmers Market
is scheduled to resume activity on the first weekend of December 2026. In 2002, the
Town conducted a request for proposal (RFP) process for its Farmers Market program.
Community Markets of South Florida has successfully operated this market in the years
since.
In recent years, Staff has worked closely with the market team to implement growth and
new ideas. The current agreement with the provider expires in September 2026, and a
Page 16 of 21
Page 35 of 134

Lauderdale-By-The-Sea
Regular Town Commission Meeting
August 25, 2026
new contract is required to continue operations. The proposed agreement includes the
following:
• An initial three-year term with two optional one-year renewals
• The Town retains the right to terminate the agreement at any time if performance
standards or other contractual obligations are not met
Staff recommends approval of Resolution 2026-27.

FT

Mayor Malkoon noted that the fee is $200 per market and asked if the Town has
reviewed this against what is provided by the Town, including utilities and promotion.
Events and Marketing Manager Anderson confirmed that this was done.

DR
A

Commissioner Graziano advised that he wished to ensure the Town's businesses have
the right of first refusal, as the Farmers Market may include potential competitors.
Events and Marketing Manager Anderson explained that she was not certain that it
would be appropriate for Staff to tell the contractor when certain vendors may or may
not participate without additional information. Staff may suggest the inclusion of certain
vendors as long as they have been a good partner in the past and meet all required
parameters. She requested that any businesses that feel they were excluded from
participation reach out to Town Staff, who can address it with the contractor.
Commissioner Graziano proposed that businesses be encouraged in this manner via
Town Topics. Events and Marketing Manager Anderson added that Staff's Business
Outreach Team also sends regular emails to Town businesses and can include the
opportunity to seek participation there as well.
Vice Mayor Strauss made a motion, seconded by Commissioner Poulopoulos, to
approve. Motion carried 5-0.
14.

COMMISSIONER PRESENTATIONS

None.
15.

COMMISSIONER COMMENTS

Commissioner Poulopoulos addressed the Public Safety Report from earlier in the
meeting, pointing out that crime is down by 27% year-over-year as of July 2026. He
emphasized the importance of determining the proper design for the Town's proposed
Page 17 of 21
Page 36 of 134

Lauderdale-By-The-Sea
Regular Town Commission Meeting
August 25, 2026
new public safety building before making a decision to commit to any type of bond. He
asserted that he was not in favor of a bond for $35 million and advised that the Town will
provide its next contractor with what is necessary to ensure public safety without going
above and beyond those needs.
Commissioner Poulopoulos continued that the goal for upcoming budget discussions is
to keep taxes as low as possible by cutting unnecessary line items while maintaining
income-producing properties such as Town parking lots.

DR
A

FT

Commissioner Graziano stated that there have been no changes to his ongoing
communications with Florida Power and Light (FPL), and the Town remains excluded
from the state's Storm Secure Underground Program (SSUP) at present. He also
reported that it may be possible to reproduce the Town's mural on retail items, which
can help provide some of the funds needed to illuminate the mural. He is awaiting
approval from the building owner who commissioned the artwork. He felt LauderdaleBy-The-Sea should be marketed as a boutique community between Pompano Beach
and Fort Lauderdale.
Commissioner Graziano continued that the Town welcomes its visitors and part-time
residents from Canada and hoped that the federal government will find a good solution
to current tariff issues so they do not impact the community.
Commissioner DeNapoli stated that he was also not in favor of a $35 million bond,
emphasizing the Commission's fiscal responsibility to keep the Town's essential
services strong while keeping taxes low. He added that he will continue to correct any
false statements made at meetings in order to ensure the accuracy of the public record.
Commissioner DeNapoli encouraged residents to review their emergency plans and
supplies related to hurricane season. He also referred residents to the most recent
Town Topics, which includes information from Broward County Animal Care on how to
keep pets safe in the summer heat.
A Full Moon Party will be hosted by the Plunge Beach Resort on Friday, August 28,
2026, from 7 p.m. until 10 p.m. Free parking is available for local residents after 4 p.m.
Commissioner DeNapoli also congratulated all candidates who were successful in the
previous week's Primary Election. He reminded all present that the next scheduled

Page 18 of 21
Page 37 of 134

Lauderdale-By-The-Sea
Regular Town Commission Meeting
August 25, 2026
Commission meeting will be Wednesday, September 9, 2026, following the first public
budget hearing at 5:01 p.m.

FT

Vice Mayor Strauss addressed Resolution 2026-28, clarifying that while he was not
prepared to support an expense of $35 million for a new public safety building at this
time, he felt it would be irresponsible not to preserve every opportunity for the Town to
receive reimbursement, particularly when that preservation would come at no financial
risk or commitment on the Town's part. The Town has not yet seen an estimated figure
for the cost of this building, which will be constructed to meet accepted requirements for
Fire, EMS, and Police personnel. When that figure is available, the Commission will
review it thoroughly to ensure they proceed with the best possible product.
Vice Mayor Strauss encouraged individuals interested in sargassum to reach out to Dr.
Brian LaPointe at Florida Atlantic University, who is a global expert on oceanic
sargassum.

DR
A

Vice Mayor Strauss congratulated Aruba Beach Cafe and Pier 14 for the recent music
event held in the Downtown square, and commended local businesses for providing
entertainment in the Town. He also recognized the 34th anniversary of Hurricane
Andrew, which struck South Florida on August 24, 1992, and reminded all residents to
update their hurricane preparedness plans for the remainder of the season.
Dredging continues in the Hillsboro Inlet to allow vessels to safely enter and exit that
waterway.
Vice Mayor Strauss concluded by reminding all present that the final deadline for voter
registration is October 5, 2026. Residents are encouraged to contact the Town Clerk's
Office for more information on how to register.
Mayor Malkoon thanked all who attended tonight's meeting and encouraged their
ongoing participation throughout budget season. The maximum millage rate has been
established at 3.9000, which is the same as the current rate. This will require roughly $1
million in budget cuts. The Commission has identified approximately half of this amount
and will continue to discuss ways to trim the budget further and keep taxes low.
Mayor Malkoon continued that he was also opposed to taking on $35 million in debt for
a full public safety campus and felt that while Resolution 2026-28 would not have
committed the Town to that debt, it would have created a path forward for that project
before it has been determined whether or not the project is needed.
Page 19 of 21
Page 38 of 134

Lauderdale-By-The-Sea
Regular Town Commission Meeting
August 25, 2026
16.

ORDINANCES 1ST READING
a.
ORDINANCE 2026-05: AN ORDINANCE OF THE TOWN COMMISSION
OF THE TOWN OF LAUDERDALE-BY-THE-SEA, FLORIDA, APPROVING AN
EXTENSION OF THE 2021 RESTATED SOLID WASTE, BULK WASTE, AND
RECYCLING COLLECTION FRANCHISE AGREEMENT WITH WASTE PRO
USA, INC., FOR A ONE (1) YEAR PERIOD FROM OCTOBER 31, 2026, TO
OCTOBER 31, 2027; PROVIDING FOR CODIFICATION, SEVERABILITY,
CONFLICTS, AND AN EFFECTIVE DATE

FT

At this time, Mayor Malkoon opened public comment, which he closed upon receiving
no input.
It was clarified that the Town's current contract with Waste Pro is scheduled to expire in
October 2026.

DR
A

Town Manager Rubach advised that this Ordinance would keep the Town's rates the
same for an additional year. The contract will be evaluated in 2027 in advance of the
expiration of this one-year extension. The Ordinance freezes the contract at its current
rates.
Commissioner DeNapoli asked when the Commission typically places this contract out
for bid. Town Manager Rubach replied that the Town has authorized extensions of the
contract for some time. If the Commission wishes to proceed with the RFP process, it
will be done in advance of the extension's expiration.
Commissioner Graziano made a motion, seconded by Vice Mayor Strauss, to
approve. Motion carried 5-0.
17.

ORDINANCES 2ND READING

None.
18.

RESOLUTIONS – PUBLIC COMMENTS
a.
RESOLUTION NO. 2026-28: A RESOLUTION OF THE TOWN
COMMISSION OF THE TOWN OF LAUDERDALE-BY-THE-SEA, FLORIDA,
INDICATING THE OFFICIAL INTENT OF THE TOWN TO ISSUE TAX-EXEMPT
Page 20 of 21
Page 39 of 134

Lauderdale-By-The-Sea
Regular Town Commission Meeting
August 25, 2026
BONDS OR NOTES IN THE AMOUNT OF UP TO $35,000,000 TO FINANCE
THE COSTS OF THE DESIGN AND CONSTRUCTION OF A COMBINED
GOVERNMENT CENTER PROJECT AND TO USE A PORTION OF THE
PROCEEDS OF SUCH BONDS OR NOTES TO REIMBURSE EXPENDITURES
PAID OR INCURRED PRIOR TO THE DATE OF ISSUANCE THEREOF.
This Item was discussed earlier in the meeting under Additions, Deletions, and Deferrals
of Agenda Items.
QUASI JUDICIAL PUBLIC HEARINGS

None.
20.

ADJOURNMENT

FT

19.

DR
A

With no other business to come before the Commission at this time, the meeting was
adjourned at 9:06 p.m.

__________________________________
Mayor Edmund Malkoon

ATTEST:

____________________________________
Melissa Vasami, Town Clerk

___________________
Date

Page 21 of 21
Page 40 of 134

Agenda Item No: 11.a.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Chris Lips, Public Works Director
Submitting Department: Administration
Item Type: Action Item
Agenda Section:CONSENT AGENDA
Subject Title: Hardship Parking Permit Applications
Explanation: Section 19-26(c) of the Town's Code of Ordinances (the "Town Code")
addresses hardship parking permits for the customers of hotels, motels, apartments, and other
businesses. A hardship parking permit allows the permit holder to park in an open metered
space within a designated area. There are no spaces reserved for hardship parking permits,
and hardship parking permits cannot be used to park in a space reserved for those with a
Residential Parking Permit.
Under the Town Code, the Town Commission shall consider "all applications for nonexclusive
hardship permits for the use by and may approve or deny applications for hardship permits for
meters within specific geographic locations.” Approval of a hardship permit is subject to
payment of a fee, currently $324 annually (plus $22.68 tax) per space, pursuant to Resolution
No. 2025-36.
The request and staff recommendation are outlined in the table below.

Page 41 of 134

Parkhill, 4144 El Mar Drive, has an open Code Compliance case, No. 24100003, which was initiated for
violations of the following sections:
• Section 105.1 – Work Done Without a Permit
• Section 6-41(b) – Exterior Building Maintenance
The work without permit violation has been addressed through the submittal of Permit No. LBS25-017248,
and the property owner is currently working to correct the remaining violation related to exterior building
maintenance.
Based on the current status of the property and the ongoing efforts to address the remaining violation, we
would recommend that a hardship permit may be granted, provided the following conditions are met:
1. Permit No. LBS25-017248 remains active and does not expire. The current expiration date is
October 24, 2026.
2. All required inspections are called in and completed in a timely manner.
3. The exterior of the property is maintained in good condition throughout the duration of the hardship
permit, including maintaining the property free of other maintenance issues and other applicable
Code violations.
Provided these conditions continue to be satisfied, the hardship permit may remain in effect. Failure to
maintain the permit or the property in compliance may result in further review and/or enforcement action.

Recommendation: Staff recommends that the Town Commission approve the forty-one (41)
Hardship Parking Permit Applications for FY 2026/27, subject to the conditions outlined above
for the Parkhill application.
Exhibits:
1.
Resolution 2025-36 Amending Parking Fees and Meter Rates

Page 42 of 134

Docusign Envelope ID: 304A48D3-2059-4B66-9323-8BB6FBB11C33

RESOLUTION 2025-36

1
2
3
4
5
6
7
8
9
10

WHEREAS, Sections 19-26 and 19-28 of the Town Code provide that the parking

11

fees and meter rates in the Town will be set by resolution of the Town Commission; and

12

WHEREAS, on August 11, 2015, the Town Commission adopted Resolution No.

13

2015-30, approving a schedule of parking fees and meter rates, based on the

14

recommendations of Desman & Associates, as provided in their parking study final

15

report; and

16
17

A RESOLUTION OF THE TOWN COMMISSION OF
THE TOWN OF LAUDERDALE-BY-THE-SEA,
FLORIDA, ADOPTING THE AMENDED SCHEDULE
OF PARKING FEES AND METER RATES;
PROVIDING FOR CONFLICTS AND FOR AN
EFFECTIVE DATE.

WHEREAS, on December 15, 2019, the Town Commission adopted Resolution
No. 2019-43, adopting an amended schedule of parking fees and meter rates; and

18

WHEREAS, on September 28, 2021, the Town Commission adopted Resolution

19

No. 2021-56, approving an amended schedule of parking fees and meter rates effective

20

January 1, 2022; and

21

WHEREAS, on January 24, 2023, the Town Commission adopted Resolution No.

22

2023-04, approving an amended schedule of parking fees and meter rates effective March

23

1, 2023; and

24

WHEREAS, on June 11, 2024, the Town Commission adopted Resolution No.

25

2024-22, approving an amended schedule of parking fees and meter rates effective June

26

17, 2024; and

27

WHEREAS, on July 23, 2024, the Town Commission adopted Resolution No.

28

2024-27, approving an amended schedule of parking fees and meter rates effective August

29

15, 2024; and

Page 43 of 134

Docusign Envelope ID: 304A48D3-2059-4B66-9323-8BB6FBB11C33

30

WHEREAS, staff recently completed a review of Town parking policies; and

31

WHEREAS, as part of this review, it was noted that monthly parking permits for

32

the A1A lot have been issued without restrictions on eligibility, which is inconsistent with

33

the Town’s other monthly permits; and

34

WHEREAS, staff recommends that the eligibility requirements for the A1A lot be

35

amended to require proof of residency or proof of employment at a business located within

36

the corporate boundaries of Lauderdale-By-The-Sea, as set forth in the amended schedule

37

of parking permits attached hereto as Exhibit “A” (the “Amended Permit Schedule”); and

38

WHEREAS, the Town Commission finds the adoption of the Amended Fee

39

Schedule is in the best interest of the Town.

40
41
42
43
44

NOW, THEREFORE, BE IT RESOLVED BY THE TOWN
COMMISSION OF THE TOWN OF LAUDERDALE-BY-THE-SEA,
FLORIDA:

45

correct and incorporated herein by this reference.

SECTION 1. Recitals. Each “WHEREAS” clause set forth above is true and

46

SECTION 2. Fees. The Amended Fee Schedule, attached as Exhibit “A,” is

47

hereby approved. The Amended Fee Schedule shall become effective September 15, 2025.

48

SECTION 3. Conflict. All resolutions or parts of resolutions in conflict with this

49

resolution are hereby repealed to the extent of such conflict.
SECTION 4. Effective Date.

50

This Resolution shall become effective upon

51

passage and adoption.

52

PASSED AND ADOPTED this 10th day of September 2025.

53
54
55
56
57
58

____________________________________
Mayor Edmund Malkoon
Attest:

Page 44 of 134

Docusign Envelope ID: 304A48D3-2059-4B66-9323-8BB6FBB11C33

59
60
61
62
63
64
65
66
67
68
69

_____________________
Courtney Easley, Acting Town Clerk
(CORPORATE SEAL)
APPROVED AS TO FORM:
________________________________
Susan L. Trevarthen, Town Attorney

Page 45 of 134

Docusign Envelope ID: 304A48D3-2059-4B66-9323-8BB6FBB11C33

Exhibit "A" to Resolution 2025-36

Line No.

Town of Lauderdale-By-The-Sea
Parking Rates Effective September 15, 2025

Permit

(1)

March 3, 2025

1

A1A Parking Lot Government Permit

2

A1A Parking Lot Permit

Annual

Monthly

N/A

N/A

(2)

(11)

$105

3

Bougainvilla (south) Overnight Parking Permit

4

Employee Permit

5

Event Pre-Paid Permit

6

Hardship Permit

7

Hardship Visitor Permit (24 hours)

8

Reserved Parking Space Permit

9

Resident Permit

(2)

$85
$32

(4)

$324
$38.00 per permit

(5)

(6) (CORRECTED)

10 Residential Permit - senior

(6)

$55.00

(2)

$0.00

11 Government Official Permit
12 Valet Parking Permit

$65.00

(8)

Application Fee

$100

Permit Renewal

$100

Permit Revision

$50

13 Visitor Center Overnight Parking Permit

(10)

$105

14 Sea Ranch Lakes Resident Permit

$100

Meter Rates (1)

August 5, 2024
Hourly

15 Beach District

$4.00

16 Bougainvilla Drive

$4.00

17 Poinciana Blvd.
18 Commercial Blvd Business District

$4.00

19 West Tradewinds Ave.

$1.75

20 Friedt Park

$4.00

21 A1A Lot

$4.00

22 South Ocean (4312) Lot

$4.00

23 El Mar Lot
24 El Prado Lot

$4.00

25 Town Hall Lot (weekend and event parking)

Daily

$1.75

$4.00
(7)

$4.00

26 Special Events

$21.00

Policy & Procedures

(1) Sales Tax: Sales Tax on permits shall be in addition to the permit fee. In off-street parking areas that use Pay Stations, the sales tax shall be in addition to the hourly
meter rate. For single space meters, the sales tax shall be included in the hourly fee charged.

(2) Government Permits: Town Manager is authorized to provide parking permits to governmental agencies without charge for the use of the A1A Parking Lot for periods

not to exceed 24 hours and annual permits for the district County Commissioner, and Federal and State Represenatives, and Senators.
(3) Bougainvilla Permit: This permit is available to those residing in Town and allows overnight parking in the 22 parking spaces on South Bougainvilla with locations,
days, and hours to be determined by the Town Manager based on availability, location and lot usage.
(4) Pre-Paid Permit: This permit may be approved by the Town Manager for activities such as special events, private events and similar activities. If approved, a pre-paid
parking permit shall be specific to the location, time and date. The applicant shall pay the meter rate for the hours the meter is reserved when the meter would otherwise
be used by the public.
(5) Temporary Business Permit: This permit may be approved by the Town Manager upon a showing that the reservation of a specific parking space(s) for a short period of
time would reduce the inconvenience to the public and decrease the time necessary for a business to conduct a business activity. The applicant shall pay the meter rate
for the hours the meter is reserved when the meter would otherwise be used by the public.

(6) Resident and Senior Permit Discounts: Effective July 1st of each year, Resident Permits and Senior Resident Permits shall be discounted 40%.
(7) Waiver of Parking Requirements: Town Manager is authorized to waive parking requirements for Town events or civic organizations meeting at Town Hall or Jarvis
Hall or to waive parking requirements or authorize parking on El Mar for people attending Town sponsored events.

(8) Valet Parking Operations: Valet parking operations may be approved through the special event applicaton process and no Valet Parking Permit Application is required.
(9) Special Events: A flat rate may be instituted for special events with approval of the Town Manager for specific lots, meters, or other designated parking areas as
deemed necessary for the event.

10 Visitor Center Permit: This permit is available to those residing in Town and allows overnight parking in the 8 parking spaces within the Visitor Center Lot with
locations, days, and hours to be determined by the Town Manager based on availability, location and lot usage.

11 A1A Permit: This permit is available to those residing in Town and those employed within Town with locations, days, and hours to be determined by the Town
Manager based on availability, location and lot usage.

Page 46 of 134

Agenda Item No: 12.a.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Ken Rubach, Town Manager
Submitting Department: Administration
Item Type: Action Item
Agenda Section:OLD BUSINESS
Subject Title: Fire Rescue Feasibility Study
Explanation: BACKGROUND
At the request of the Town Commission, Matrix Consulting Group conducted a feasibility study
to determine whether the Town of Lauderdale-By-The-Sea could establish and operate its own
municipal fire rescue department.
The study evaluates the existing fire and emergency medical service delivery system and the
organizational, operational, financial, staffing, facility, equipment, regulatory, and administrative
requirements associated with establishing an independent municipal department.
Matrix concludes that formation of a municipal fire rescue department is feasible if the Town
has the estimated time available to complete this process. The report further states that
whether the Town should establish its own department or contract for services with another
agency remains a policy decision for the Town Commission.
A finding of feasibility establishes that the Town can create and operate a department if the
necessary personnel, equipment, funding, regulatory approvals, facilities, aid agreements, and
organizational support can be put in place. It does not eliminate the need to evaluate the
assumptions underlying the proposed staffing, cost, recruitment, implementation schedule, and
long-term organizational structure.
The Commission’s consideration therefore extends beyond whether a municipal department
can be established as a theoretical matter, to whether those assumptions can reasonably be
achieved in the Town’s current conditions and whether municipal operation represents the
preferred method of providing fire rescue services to the community.
FEASIBILITY STUDY OVERVIEW
1. Staffing Models - Cross-Trained or Separate Roles

Page 47 of 134

Matrix evaluated two municipal staffing models, both designed to maintain the Town’s existing
minimum daily staffing level of six personnel: three assigned to a fire suppression unit and
three assigned to an Advanced Life Support (ALS) rescue unit.
Under the cross-trained model, the ALS rescue unit would be staffed with
Firefighter/Paramedics capable of augmenting fire scene operations. Under the separate-roles
model, those positions would be EMS-only paramedics who would not be able to support fire
scene operations. Both models maintain the same 24 operational positions and six-person
minimum daily staffing.
Cross-Trained Model
Level of Training of Personnel 6 personnel would be fully
(per shift)
cross-trained and could be
utilized on all apparatus;
everyone on shift would be
able to assist in fire
operations.

Separate Roles Model
4 personnel (Quint/Engine, plus
rescue Lieutenant) could assist
with fire operations; 2 EMS-only
paramedics unable to assist.

Comparison to Prior Service
Model

Same model used by the City Similar to VFD model; however,
of Pompano Beach, City of
AMR was not able to provide
Fort Lauderdale, and Broward any assistance with fire
Sheriff’s Office
operations

Estimated First Year
Recurring Personnel Costs

$5.56 million

$5.4 million ($159,000 less)

Estimated all-in Costs the
First Year

$8.46 million

$8.3 million

Ability to Hire Promptly

Likely more difficult

EMS-only paramedics who are
not cross-trained are
easier to find and hire

Shift Coverage

EMS-only paramedics would
All personnel would be able to only be able to cover for
cover all positions (more
staffing flexibility)
other EMS-only paramedics,
not for those on the fire
apparatus (less staffing
flexibility)

Page 48 of 134

Recommendation

Town Manager
Recommendation

Matrix recommendation

Matrix estimates that the separate-roles model costs approximately $159,000 less in the first
year (which are recurring) and, importantly, provides a broader recruitment pool for about
37.5% of the positions because the EMS-only positions do not require firefighter certification.
The trade-off is operational: EMS-only paramedics cannot augment fire scene operations,
while Firefighter/Paramedics assigned to the rescue unit can do so when they are available.
A note about recurring first-year costs — overtime, salaries, and benefits increase with
inflation. They also must reflect market conditions if the Town is able to retain qualified
personnel. We are advised that the market is currently quite tight and is not projected to
improve in the short term. If the Town's EMS-only personnel pursue dual certification for fire
overtime/coverage, that would increase their compensation packages while benefiting the
Town’s service. Finally, the Town’s new fire department would be eligible to pursue
unionization, which would bring additional considerations related to collective bargaining.
The Town currently receives service from the City of Pompano Beach utilizing a cross-trained
firefighter/paramedic model. If the Commission elects to establish a municipal department, my
preferred approach would be to continue utilizing a cross-trained model, which would provide
us more flexibility in the field as well as for covering shifts/overtime as needed.
While the separate-roles model presents a modest cost savings and potentially easier hiring
process for 37.5% of the personnel, the cross-trained model more closely maintains the
operational structure under which the Town is currently served and provides additional fire
scene flexibility by allowing rescue personnel to perform both fire and EMS functions when
circumstances require. For a small, single-station department with limited staffing depth, I
believe that additional flexibility warrants consideration beyond the cost difference alone.
Accordingly, while Matrix identifies the separate-roles model as the lower-cost alternative, I
would recommend that the Commission evaluate the cross-trained model as the preferred
staffing configuration if it elects to proceed with a Town-operated department.
2. Operational Support Positions
The proposed organization includes 24 operational positions together with a Fire Chief,
Assistant Chief/Fire Marshal, Administrative Assistant, Human Resources Generalist, and
Finance Account Specialist. The Human Resources and Finance positions would be hired on
as Townwide support positions rather than Fire Rescue employees, but their costs are
included because they are directly attributable to the establishment of the department.
3. Recurring and Transitional Costs
Under Matrix’s separate-roles model, recurring first-year operating costs are approximately
$5.40 million, or approximately $5.03 million net of estimated transport revenue. Matrix also

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identifies approximately $2.90 million in one-time transition expenses for apparatus and
vehicles, interim station improvements, turnout gear and uniforms, recruitment and screening,
pre-opening payroll, and technology and billing setup. This produces an all-in first-year outlay
of approximately $8.30 million gross, or $7.93 million net of estimated transport revenue.
Because the one-time transition costs are essentially the same under both staffing models, the
principal difference is personnel cost. Under the cross-trained model, Matrix estimates the firstyear outlay at approximately $8.46 million gross, or $8.09 million net of estimated transport
revenue, approximately $159,000 more than the separate-roles model.
The report also estimates approximately $375,000 in first-year EMS transport revenue and
identifies the ability to retain Chapter 175 firefighter premium tax revenue, which totaled
approximately $267,700 in 2025. It is important to note that the 175 money is utilized to fund
future pension obligations that would become the responsibility of the Town and cannot be
used towards other operational costs, thus not reducing the gross expense of the cost of
providing service.
CURRENT SERVICE LEVEL AND RESPONSE PERFORMANCE
The municipal model (Town-run Department) is designed to maintain substantially the same
initial service configuration currently provided by Station 12: a three-person suppression unit
and a three-person rescue unit.
Establishing a Town department would not, by itself, improve the geographic limitations
associated with serving the Town from one station.
The Town would also continue to depend upon mutual aid, as do all communities. Six Town
personnel cannot independently assemble the full effective response force required for a
significant structure fire, and outside resources are also relied upon during simultaneous
incidents. During the study period, a unit from outside Station 12 arrived first in approximately
11.1 percent of incidents. Reliable mutual-aid agreements would therefore remain essential
under municipal operation.
PRINCIPAL ADVANTAGES AND DISADVANTAGES/RISKS
Potential Advantages of Municipal Operation
• Greater local control – Direct control over staffing, policies, performance standards,
and service priorities.
• Direct accountability – The Fire Chief would be hired by and report to the Town
Manager, providing direct accountability to the Commission.
• Service tailored to the Town – Prevention, community outreach, staffing policies,
training, and performance measures could be developed specifically for Lauderdale-ByThe-Sea.
• Control over personnel and organizational culture – The Town would select its
leadership and establish its own expectations for service, training, accountability, and
employee development.
• Greater operational flexibility – The Town could select the cross-trained
Firefighter/Paramedic model and modify staffing or service delivery as future needs

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develop.
• Reduced dependence on another provider’s decisions – The Town would no longer
depend on another agency’s willingness to provide service, contract terms, or future
pricing methodology.

Potential Disadvantages / Risks of Municipal Operation
• Full operational responsibility – The Town assumes responsibility for continuous 24/7
Fire Rescue operations, staffing, labor relations, liability, regulatory compliance, and
service continuity.
• Significant organizational expansion – Approximately 29 positions would be added to
a municipal workforce of roughly 43 employees, substantially increasing the size and
complexity of the organization.
• Competitive recruitment environment – The Town would need to build a department
from a standing start in a highly competitive South Florida market, including command
and experienced personnel.
• Uncertain staffing requirements – The initial staffing model may not ultimately provide
sufficient relief, supervisory, EMS, or command capacity once actual leave, overtime,
vacancies, injuries, training, and turnover are known.
• Uncertain financial savings – The modeled savings depend upon lean staffing,
overtime, compensation, recruitment, and support-service assumptions. Additional
personnel or higher actual costs could substantially reduce or eliminate those savings.
• Significant start-up costs – Apparatus, vehicles, equipment, recruitment, technology,
and pre-opening payroll would become Town responsibilities.
• Permanent capital obligations – The Town would be responsible for maintaining and
replacing expensive Fire Rescue apparatus and equipment indefinitely.
• Additional Townwide resources may be required – Finance, HR, IT, legal, risk
management, procurement, and executive management would experience increased
workload even with the added positions. Additional positions, including potentially a
Deputy Town Manager, could be necessary.
• Specialized outside expertise may be required – The Town would need outside
assistance to recruit and evaluate its first Fire Chief and may require other specialized
professional support during implementation.
• Implementation and transition risk – Recruitment, apparatus delivery, station
improvements, licensing, COPCN approval, Medical Director services, communications,
mutual aid, training, and other requirements must be implemented before operations
can begin.
• Potential bridge-service duplicate costs – Delays could result in the Town carrying
municipal start-up expenses while also paying another provider to continue service.
• Existing geographic limitations remain – Municipal operation does not change the
location of Station 12 or inherently improve the existing geographic response limitations.
• Limited staffing depth – A six-person, single-station Town department has less
internal redundancy for vacancies, injuries, training, simultaneous incidents, or
apparatus outages than a larger City/County Department.

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Items That Do Not Distinguish Municipal Operations
Certain financial items identified in the feasibility study should not be viewed as a
distinguishing advantage of municipal operation. The Town would retain EMS transport
revenue under the Fort Lauderdale and Broward Sheriff’s Office proposals as well as the
municipal operation. Chapter 175 premium-tax revenue is restricted to firefighter pension
purposes and is not unrestricted revenue available to offset general Fire Rescue operating
costs. Similarly, the lower cost projected for municipal operation represents a modeled
outcome based upon specific staffing and operating assumptions rather than a guaranteed
financial benefit.
The advantages and disadvantages must be evaluated together. Municipal operation provides
greater control and direct accountability, but it also transfers substantially greater financial,
personnel, regulatory, administrative, and operational responsibility to the Town.
WHAT WOULD BE REQUIRED TO ESTABLISH THE DEPARTMENT
If the Commission elected to establish a municipal department, several major work streams
would need to proceed concurrently.
Use the pre-existing code language to establish a fire rescue department and update any code
sections as required; establish the department budget; recruit and appoint a Fire Chief;
establish compensation, classifications, benefits, and the applicable pension structure; initiate
apparatus procurement; and complete interim station improvements.
The Town would also need to establish the regulatory structure required to provide fire and
emergency medical services. Among other requirements, these include registration with the
State Fire Marshal, firefighter credentialing, a physician Medical Director agreement, Broward
County Certificate of Public Convenience and Necessity, State ALS provider licensing, DEA
requirements for controlled substances, CMS/NPI enrollment for transport billing, HIPAA
compliance, dispatch and communications integration, automatic and mutual-aid agreements,
and the requirements associated with establishing an ISO Public Protection Classification.
Several of these items are prerequisites to beginning operations rather than matters that can
be completed after the department goes live. Currently, the service we receive from the City of
Pompano Beach ends next summer, leaving a short time to resolve all of these tasks.
The Town would concurrently need to recruit and onboard personnel; develop Standard
Operating Procedures and Guidelines; conduct initial training; establish payroll, benefits,
purchasing and financial systems; implement NERIS/EMSTARS records and reporting
functions; establish EMS billing; and complete apparatus and equipment testing.
Matrix organizes these requirements into a twelve-to-eighteen-month implementation period,
with apparatus acquisition, recruitment, licensing, communications, and mutual-aid
agreements among the critical-path activities.
KEY ASSUMPTIONS AND UNRESOLVED VARIABLES

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Recruitment Timeline and Workforce Availability
The Town would need to recruit approximately 29 operational, command, administrative, and
support positions from a standing start.
Matrix describes staffing as a critical implementation path and presents three recruitment
scenarios: approximately six months under favorable conditions; approximately nine to twelve
months under its expected scenario; and twelve to eighteen months or longer under difficult
recruitment conditions. In speaking with several departments in the area, I believe the vast
majority of positions would fall into the longest-range scenario (difficult recruitment conditions),
especially for higher-ranking positions.
The report recommends recruiting already-certified employees rather than sponsoring recruits
through fire academy training and suggests hiring command and company officers first so they
can assist with department organization, policies, and onboarding.
Matrix estimates approximately $75,000 to $150,000 for first-year recruitment, testing,
screening, and related costs and also includes approximately $250,000 in pre-opening payroll
in its transition budget. Personnel will need to be hired before operations begin so they can
participate in orientation, policy development, training, and apparatus setup.
The availability of Pompano Beach personnel beyond the current length of their contract
should not be treated as a certainty. The establishment of a Lauderdale-By-The-Sea
department is not expected to result in layoffs of Pompano Beach personnel, who have been
using overtime services to staff most of the time at our station. Pompano Beach currently has
staffing needs within its broader fire rescue system and is expected to transition affected
personnel to other stations or assignments as operational needs require.
Some Pompano Beach employees may nevertheless choose to apply for positions with the
Town. Their experience could materially assist implementation, but the number who may
apply, meet the Town’s qualifications, and ultimately accept employment cannot be known at
this time.
The Town’s implementation plan should therefore be based on an independent recruitment
strategy, while treating applications from experienced Pompano Beach personnel as a
potential benefit rather than an assumed source of employees.
The central question is not simply whether sufficient employees can eventually be hired, but
whether the Town can assemble the appropriate mix of command officers, company officers,
firefighters, paramedics, and administrative personnel within the required implementation
period and sustain that workforce after operations begin.
Matrix also notes that new departments may experience elevated early turnover, which has a
greater operational effect in a small department where staffing depth is limited.
Staffing Relief Factor, Overtime, and Work Schedule
The proposed base model uses 24 operational employees to maintain six continuously staffed
positions under a 24/48 (24 hours on, 48 hours off) schedule.

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Matrix characterizes this as a lean staffing model and notes that it provides only a limited
buffer for Kelly days (an extra day off built into the shift rotation) and other absences. Overtime
is budgeted at approximately 15 percent of base salary.
Local comparison information raises an important question regarding whether the proposed
staffing complement will prove sufficient once actual leave use, training, vacancies, injuries,
workers’ compensation, turnover, and other absences are experienced.
Information provided to the Town identifies relief factors of approximately 4.30 for BSO and
4.53 for Fort Lauderdale, with variation among other Broward County agencies. Those factors
cannot simply be applied to Lauderdale-By-The-Sea because schedules, leave provisions,
staffing practices, and collective bargaining agreements differ, but they demonstrate the
importance of stress-testing the proposed complement. Currently, the relief factor being used
in the report for the Town Fire Rescue Department is 4.0.
Matrix’s own staffing sensitivity analysis demonstrates how quickly costs change. Maintaining
six daily positions on a 24/72 (24 hours on, 72 hours off) schedule would require approximately
32 operational employees rather than 24 and would increase annual personnel costs by
approximately $1.2 million. Adding a seventh continuously staffed position under the 24/48
(the traditional set-up of 24 hours on 48 hours off) model would require approximately 28
operational employees. The 24/72 schedule is becoming a significant draw for fire personnel
and has been enacted in several locations in South Florida.
The Commission should therefore view 24 operational employees as the proposed starting
assumption rather than a guaranteed permanent staffing requirement, as the relief factor of 4.0
is considered to be a "lean model" according to Matrix.
Apparatus, Facilities, and Equipment Timeline
The Town owns the existing Quint and two Polaris units, but additional apparatus would be
required to operate independently.
Matrix’s planning model includes two command vehicles, a fully equipped rescue unit, a used
reserve ambulance, and a used reserve engine, with a combined planning value of
approximately $1.4 million. Availability of used reserve apparatus is described as
opportunistic, and appropriate mechanical and service-life inspections would be necessary
before acquisition.
The report also identifies significant short-term deficiencies in the existing station and
recommends interim improvements (approximately $850,000-$1,000,000). However, given the
plans to move forward with a fire station, I believe we may be able to avoid spending these
funds as we focus on the new building in the upcoming year.
Apparatus availability presents one of the most significant schedule risks. New apparatus build
times may extend beyond one year. If personnel are hired before apparatus and licensing are
ready, the Town could incur municipal payroll costs while continuing to pay another provider
for service. Conversely, delaying hiring until equipment delivery is certain could leave the Town
with apparatus but insufficient personnel to operate it.
The implementation date therefore cannot be considered reliable until actual procurement

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options, delivery commitments, reserve apparatus availability, condition assessments, and
station-improvement schedules are better defined.
Service-Continuity Risk
Matrix appropriately treats the twelve-to-eighteen-month implementation period as a planning
target rather than a guarantee.
If recruitment, apparatus procurement, licensing, or another critical-path activity delays the golive date, the Town would require a short-term service arrangement with Pompano Beach or
another provider, and at this time we do not know if this is feasible.
Matrix estimates the potential cost of such a service-continuity bridge at approximately $0.9
million to $2.1 million for a three-month delay; $1.8 million to $4.2 million for a six-month
delay; and $3.6 million to $8.3 million for a twelve-month delay. These figures are planning
estimates rather than negotiated short-term provider costs.
Matrix further notes that because Pompano Beach intends to discontinue the arrangement, a
bridge with another provider may be required and could fall toward the higher end of the range.
The Town would also continue carrying payroll for employees already hired during any delay.
This significant risk should be considered when evaluating both implementation timing and
projected savings.
Future Fire Rescue Staffing Requirements
The study evaluates an initial organization designed to establish and begin operating the
department. It cannot determine with certainty what staffing will be necessary after several
years of actual experience.
Future requirements may be affected by overtime and leave usage, recruitment and retention,
EMS workload, training requirements, inspection and prevention workload, regulatory
requirements, quality assurance, controlled-substance oversight, emergency management
responsibilities, collective bargaining, or future changes in service level.
Matrix specifically notes that adding a position for an EMS supervisor may become desirable
as the department matures for training, quality assurance/quality improvement, and controlledsubstance accountability. Adding this position increases the long term recurring cost
assumptions. It also identifies limited command redundancy as an issue that should be
monitored, suggesting the potential need for additional command positions.
Accordingly, the approximately 29-position organization should be understood as the proposed
minimum starting organization rather than a permanent guaranteed maximum staffing level.
Each additional staff person increases the cost of the Town Department model, and reduces or
eliminates its financial advantage over the contract model.
TOWNWIDE ORGANIZATIONAL IMPACT AND MANAGEMENT CAPACITY
Establishing a municipal Fire Rescue Department would represent considerably more than the
addition of another operating department. It would constitute one of the largest organizational

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changes in the Town’s history and would materially increase both the size and complexity of
the municipal organization.
Matrix estimates that the Town currently employs approximately 43 people. Adding
approximately 29 Fire Rescue, administrative, and support positions would increase the
workforce to approximately 72 employees. In addition to nearly doubling the Town’s workforce,
the expansion would place the Town above the 50-employee thresholds associated with the
Affordable Care Act and Family and Medical Leave Act and create additional requirements
relating to benefits administration, leave management, tracking, reporting, and regulatory
compliance for all Town employees.
Matrix therefore includes a Human Resources Generalist as part of the cost of establishing the
department. The study also recognizes increased demands on Finance resulting from a larger
and more complex payroll, FLSA 7(k) overtime requirements, pension administration, EMS
billing and revenue, purchasing, capital assets, grants, insurance, and related financial
responsibilities. Additional impacts would also be experienced by information technology, legal,
procurement, risk management, workers’ compensation, records management, emergency
management, and other Town functions.
The recruitment of the Town’s first Fire Chief would also require professional outside
assistance. The Town does not currently possess in-house fire service management expertise
necessary to independently evaluate candidates for the executive position that would
ultimately be responsible for establishing and leading the new department. If the Commission
elects to proceed with a municipal department, staff would recommend engaging an executive
recruitment firm to assist with developing the candidate profile, conducting a regional or
national search, evaluating professional qualifications and experience, and supporting the
selection process. The Fire Chief would be one of the earliest and most consequential hires
because that individual would then play a central role in recruiting command personnel,
developing operating procedures, evaluating equipment and apparatus, and building the
department’s organizational structure.
Although the Fire Chief would be responsible for the day-to-day operation of Fire Rescue,
establishment of the department would necessarily require significantly greater involvement by
the Town Manager. Fire Rescue would represent a substantial portion of the Town workforce
and would involve significant public-safety, personnel, labor, financial, regulatory, and
operational responsibilities. The Town Manager would therefore need to devote considerably
more time to oversight of Fire Rescue than is required under the current contracted service
model.
The organizational issue is consequently not simply whether additional administrative support
is required for Fire Rescue itself. Establishing the department would require a redistribution of
executive management responsibilities throughout the Town organization so that appropriate
oversight of existing departments and services can be maintained while the Town Manager
assumes these additional Fire Rescue responsibilities.
The Deputy Town Manager position that was removed from the proposed budget will therefore
need to be reconsidered if the Commission elects to establish a municipal Fire Rescue
Department. The purpose of the position would not be to duplicate the responsibilities of the
Fire Chief or create another layer of Fire Rescue management. Rather, as the Town Manager

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devotes additional time to the establishment and ongoing oversight of Fire Rescue, a Deputy
Town Manager would assume greater responsibility for overseeing and coordinating certain
existing Town departments, operations, projects, and organizational priorities.
This redistribution of responsibilities would allow the Town Manager to provide the level of
executive oversight appropriate for a 24-hour public-safety department while ensuring that the
addition of Fire Rescue does not diminish management attention devoted to the Town’s
existing departments, capital projects, services, Commission initiatives, and other priorities.
The cost of a Deputy Town Manager is not included in Matrix’s Town Fire Rescue cost model.
If this additional executive capacity becomes necessary as a result of establishing a municipal
department, the salary and benefits associated with the position should be included in the
Town’s final comparison of municipal and contracted service. We previously estimated this
position with benefits would cost approximately $263,000 in the first year.
Depending upon the compensation and benefit package ultimately established, this additional
cost could consume a significant portion of the projected recurring financial savings associated
with municipal operation and further narrow the difference between establishing a Town
department and contracting for service. Accordingly, the position should be considered part of
the organizational and financial impact of establishing a municipal Fire Rescue Department
rather than as an unrelated Town expense.
The practical feasibility and comparative cost of municipal operation should therefore be
evaluated based not only upon the positions and expenditures assigned directly to Fire
Rescue, but also upon the executive and administrative capacity necessary to successfully
manage the substantially larger and more complex Town organization that would result.
LONG-TERM CAPITAL AND FINANCIAL CONSIDERATIONS
The financial impact extends beyond start-up. In a Town department, the Town owns all of the
equipment, and the related capital spending for purchases, maintenance, and replacement.
Matrix proposes gradually increasing the annual apparatus-replacement contribution from
approximately $50,000 initially to approximately $229,300 annually by Year 5. The intent is to
establish a capital replacement reserve before major apparatus reaches replacement age
rather than rely on issuing debt to cover these obligations.
Personnel represents more than 90 percent of the operating budget, making staffing,
compensation, benefits, overtime, and future labor agreements the most significant variables
affecting long-term cost.
Matrix characterizes the municipal department as the lowest-cost sustainable option under the
assumptions of a lean model used in the study. Its principal provider comparison uses the
lower-cost separate-roles model, with approximately $5.66 million in first-year operating costs
compared with approximately $6.82 million for Fort Lauderdale and $8.31 million for BSO.
Under both the municipal option and contract option, the Town retains estimated EMS
transport revenue.
However, because my preferred staffing configuration for a Town department is the crosstrained model currently used to serve the Town and proposed by both BSO and Fort

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Lauderdale, the Commission should understand the financial difference between the two
municipal approaches.
Matrix estimates that the cross-trained model costs approximately $159,000 more in the first
year than the separate-roles model. Over the longer term, the difference continues but remains
relatively modest compared with the overall department budget. Matrix projects a ten-year
cumulative net cost of approximately $66.5 million for the cross-trained model compared with
approximately $65.1 million for the separate-roles model, a difference of approximately $1.36
million over ten years.
In my assessment, that additional cost should be weighed against the operational benefit of
maintaining Firefighter/Paramedics on the rescue unit who can augment fire scene operations
and against the value of maintaining a staffing structure substantially similar to the model
currently serving the Town.
The municipal cost comparisons also require qualification. The municipal option includes
substantial first-year capital and transition expenditures. The approaches are also not identical,
and the municipal cost advantage is sensitive to the staffing, overtime, implementation, and
capital assumptions used.
Most importantly, Matrix expressly recognizes that its cost advantage rests on lean staffing and
overtime assumptions. A higher relief factor, additional staffing, increased overtime, longer
recruitment period, apparatus delay, service-continuity bridge, or additional Townwide support
requirements would increase municipal costs and narrow or even eliminate the projected
difference between municipal and contracted service.
FINANCIAL SCENARIOS FOR COMMISSION CONSIDERATION
If the Town Commission decides to pursue a Town-operated Fire Rescue department, my
belief is that additional analysis is necessary beyond what is contained in the report. To
evaluate the alternatives realistically, staff believe the municipal model should be considered
under several scenarios (sensitivity analyses).
Matrix Separate-Roles Scenario: Matrix’s lowest-cost municipal model using 24 operational
employees, EMS-only rescue paramedics, the 24/48 schedule, the 15-percent overtime
assumption, planned capital reserve, and twelve-to-eighteen-month implementation schedule.
Cross-Trained Scenario (Administration Preferred): The same basic staffing and
implementation assumptions but utilizing Firefighter/Paramedics on the rescue unit consistent
with the Town’s current service model and my preferred municipal configuration. Matrix
estimates this approach at approximately $159,000 more in the first year than the separateroles model. This would be a recurring cost averaging $136,000 annually for the first ten
years.
Higher Staffing Scenario: The cost of increasing the number of employees required if actual
staffing requirements more closely resemble relief factors experienced by comparable Broward
County agencies.
Alternative Schedule Scenario: The cost and recruitment implications of a 24/72 schedule or

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another schedule if the proposed 24/48 model proves difficult to recruit or retain.
Implementation Delay Scenario: The cost of delayed apparatus, recruitment, or licensing,
including pre-opening payroll and transitional provider service.
Future Staffing Scenario: The potential need to add supervisory, EMS, prevention,
operational, or command personnel after actual operating experience is available.
Townwide Organizational Scenario: Additional Human Resources, Finance, information
technology, legal, risk management, executive management, or other resources required to
support the larger organization.
These scenarios should then be compared against the outside-provider alternatives over
equivalent periods using consistent treatment of escalation, transport revenues, capital and
apparatus responsibilities, Town-retained costs, and service levels.
TOWN MANAGER ASSESSMENT
The feasibility study provides the Commission with a comprehensive framework for
understanding what would be required for Lauderdale-By-The-Sea to establish its own Fire
Rescue Department.
Matrix concludes that municipal operation is feasible and cost-competitive with the contracted
alternatives evaluated. The report also demonstrates that a municipal department could
provide the same initial six-person service level while giving the Town substantially greater
control over staffing, policies, service standards, capital investment, and long-term
organizational decisions.
If the Commission elects to establish a municipal department, I would recommend utilizing the
cross-trained staffing model and completing the additional analyses outlined above.
The Town currently receives service from Pompano Beach under a cross-trained model, and
continuing that structure would maintain greater continuity with the service currently provided.
More importantly, in a small, single-station department with limited staffing depth, I believe
there is operational value in having Firefighter/Paramedics assigned to the rescue unit who
can augment fire scene operations when available.
Matrix estimates that this model costs approximately $159,000 more in the first year than the
separate-roles model and approximately $1.36 million more cumulatively over ten years. In
the context of the overall cost of the department, I believe the Commission should weigh that
additional expense against the operational flexibility and continuity provided by the crosstrained model, as well as the number of assumptions that could understate the eventual costs
or even eliminate the cost savings. Even the base assumptions provided in the report are
estimates and may differ materially from actual experience.
At the same time, feasibility should not be interpreted as certainty.
The distinction is between whether the Town can establish the department, and the conditions
under which the Town can successfully establish and sustainably operate it.

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The most significant uncertainties are the ability to timely recruit and retain a complete and
appropriately experienced workforce; whether the proposed staffing complement and relief
assumptions will prove sufficient in actual operations; the availability and timely delivery
schedule for required apparatus; the ability to complete regulatory and operational
prerequisites within the implementation period; the cost of maintaining contracted service if
implementation is delayed; future Fire Rescue staffing requirements; and the additional
administrative and executive resources required to manage a substantially larger municipal
organization.
The Town should also plan its recruitment strategy independently of Pompano Beach. While
experienced Pompano Beach personnel may choose to apply, the implementation plan should
not depend on those employees becoming available.
None of these considerations establishes that municipal operation is infeasible. Rather, they
identify the areas in which actual experience may differ from the assumptions used in the
feasibility model and therefore affect cost, timing, organizational capacity, and the comparative
advantage of municipal versus contracted service.
COMMISSION CONSIDERATION/NEXT STEPS
1. Consider the advantages, disadvantages, costs, implementation requirements, and
operating assumptions associated with establishing a municipal department;
2. Consider the Town Manager’s preference for a cross-trained staffing model should the
Commission elect to establish a municipal department;
3. Consider the proposals and service-delivery alternatives available from outside
providers;
4. Identify any additional information necessary regarding staffing (sensitivity analyses),
recruitment, equipment, implementation timing, organizational capacity, or comparative
cost; and
5. Provide direction regarding the preferred fire rescue service delivery model and any
additional analysis necessary before a final decision.
Recommendation: Provide direction to the Town Manager on the next steps.
Exhibits:
1.
LBTS DFR 9-12-26

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FORMATION OF A MUNICIPAL FIRE RESCUE DEPARTMENT DRAFT

FORMATION OF A MUNICIPAL
FIRE RESCUE DEPARTMENT
SEPTEMBER 14, 2026

LAUDERDALE BY THE SEA, FL

MATRIX CONSULTING GROUP

0

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FORMATION OF A MUNICIPAL FIRE RESCUE DEPARTMENT DRAFT

TABLE OF CONTENTS

INTRODUCTION AND EXECUTIVE SUMMARY

1

COMMUNITY PROFILE

4

DEPLOYMENT EVALUATION

16

CAREER FIRE DEPARTMENT FEASIBILITY

20

FEASIBILITY AND IMPLEMENTATION

58

APPENDICES

69

MATRIX CONSULTING GROUP

1

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FORMATION OF A MUNICIPAL FIRE RESCUE DEPARTMENT DRAFT

INTRODUCTION AND EXECUTIVE SUMMARY
The Town of Lauderdale-By-The-Sea engaged Matrix Consulting Group to evaluate the feasibility of
establishing a municipal fire rescue department and to develop required staffing, apparatus, facility, and
cost estimates. The study was prompted by the City of Pompano Beach’s transition to a “true cost” fee
model and its notice of intent to terminate the current interlocal agreement for fire and emergency
medical services.

SCOPE OF WORK
The scope of this study included an assessment of the current fire and emergency medical service
delivery system and an analysis of the organizational, operational, and financial requirements of a
standalone Town department, including the following key areas:
•

Response capabilities.

•

Response time analysis.

•

Resource locations.

•

Available resources required to serve the Town.

•

Staffing, capabilities, and financial position.

This study used comprehensive approaches, as described below.

APPROACHES UTILIZED IN THE STUDY
The project team assessed the current fire and emergency medical service delivery system and the
requirements of a municipal department. The principal approaches utilized by the project team in this
study included, but were not limited to, the following:
Interviews: The project team interviewed Town officials, management, and other stakeholders involved in
delivering and overseeing fire and emergency medical services.
Data Collection: The project team collected a wide variety of external and internal data documenting the
structure, operations, and organization, including:
•

Staffing and scheduling.

•

Documentation reflecting operations management.

•

Numerous output data points reflect the services provided.

•

Various other performance information and indicators.

MATRIX CONSULTING GROUP

1

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FORMATION OF A MUNICIPAL FIRE RESCUE DEPARTMENT DRAFT

This data was summarized in a descriptive profile of current fire and emergency medical services, which
Town staff reviewed and revised to ensure a factual foundation for the study.

EXECUTIVE SUMMARY
The Town of Lauderdale-By-The-Sea engaged the Matrix Consulting Group to evaluate the feasibility of
establishing its own municipal fire rescue department. The Town currently receives fire, rescue, and
emergency medical services from the City of Pompano Beach under an interlocal agreement, but
Pompano Beach has moved to a “true cost” fee model, estimated at $3.6 million and trending toward $4
million annually, and has given notice of its intent to terminate the agreement. The Town must therefore
decide how it will provide these services going forward. This study assesses whether operating a Town
department is feasible, what it would cost, and how that cost compares with the Town's alternatives.
Lauderdale-By-The-Sea is a compact barrier-island community of about 1.5 square miles, with a
permanent population of roughly 6,200 that swells in winter and skews older; about 65% of residents are
aged 60 and over. The Town generates about 1,700 calls for service a year, roughly 68% medical; call
volume is stable, and structure fires are infrequent. This high-EMS, low-structure-fire profile over short
response distances supports a lean but fully capable department. Service continuity is also a live
concern: under the current contract, townwide response met the 6½-minute standard on only 76.6% of
calls against a 90% target, and compliance fell from 87.2% in 2023 to 69.2% in 2025.
The study concludes that forming a municipal fire rescue department is feasible for the Town. Whether
to establish a Town department or contract for services with another agency is a policy decision for the
Town Commission; this study is intended to inform that decision by outlining the cost, staffing, and
service implications of each option. The study evaluated two staffing models for a Town department,
both sized to the Town's six-person minimum daily staffing: a Quint crew of a Captain, a Driver/Engineer,
and a Firefighter/EMT, and a Rescue crew of a Lieutenant and two paramedics, each requiring 24
operational and five administrative and support personnel, the Town's existing Station 12 and Townowned Quint, a rescue transport unit, two command vehicles, and interim station renovations. The
models differ only in how the two rescue paramedics are employed: the cross-trained model staffs them
as fire-certified Firefighter/Paramedics who can augment the fireground, while the separate-roles model
staffs them as EMS-only paramedics, which lowers cost and broadens the candidate pool but provides
no fireground augmentation. Should the Town elect to form a department, the analysis indicates the
separate-roles model would be the lower-cost of the two approaches.
Under the separate-roles model, first-year startup costs are estimated at approximately $7.94 million, of
which about $2.28 million is one-time capital for apparatus, vehicles, and station improvements. Firstyear operating costs are approximately $5.66 million (about $5.29 million net of estimated transport
revenue); this figure still carries roughly $260,000 of one-time initial outfitting (turnout gear and
uniforms). Excluding that one-time item, ongoing operating costs are approximately $5.40 million (about
$5.03 million net of transport revenue), rising to roughly $6.37 million by Year 5. Personnel accounts for
more than 90% of the operating budget, reflecting a career-staffing model and the Town's fully employer-

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paid family benefit package. The cross-trained model costs about $159,000 more per year. The report
includes a ten-year projection with sensitivity scenarios and a phased capital-replacement reserve.
The municipal department is also the lowest-cost sustainable option. The Town received proposals from
two outside providers, the Broward Sheriff's Office and the City of Fort Lauderdale, each offering the
same six-person service level. At approximately $5.66 million a year, the municipal department comes in
well below both the Fort Lauderdale proposal ($6.82 million) and the BSO proposal ($8.31 million), and
its five-year cost is lower as well. On a recurring basis, it is broadly comparable to the Pompano Beach
“true cost” a renewed contract would charge, but unlike any contract, it builds Town-owned assets and
gives the Town direct control over its service levels.
This cost advantage rests on lean planning assumptions, and the Town should weigh them clearly. The
municipal figure reflects a six-person minimum daily staffing carried by the smallest relief complement
that reliably sustains it, overtime budgeted at 15% of base pay, and a capital-replacement contribution
that ramps to the fully funded reserve level by Year 5. These assumptions are appropriate for a
department of this size, but staffing and overtime are the variables that most affect cost: a higher relief
factor or a larger overtime allowance would raise the municipal figure and narrow its margin over the
contracted alternatives, while funding apparatus replacement fully from the first year rather than
ramping to it would add a smaller, front-loaded increment. The department remains feasible under more
conservative assumptions; however, its cost would rise within the ranges developed in the staffing and
schedule sensitivity, the capital replacement schedule, and the ten-year sensitivity analysis.
Operating the service also lets the Town keep revenue that a contract would direct to the provider. A firebased transport service would generate an estimated $375,000 a year in net transport revenue, and by
establishing its own Chapter 175 pension plan, the Town would recapture the firefighter premium tax—
$267,708 in 2025 —that the current agreement assigns to Pompano Beach. Establishing transport
service requires a Certificate of Public Convenience and Necessity from Broward County, state EMS
licensure, and a physician medical director, among other prerequisites.
Should the Town elect to form a department, the separate-roles model would provide the required level
of service at the lowest cost, while the cross-trained model remains available if fireground flexibility is
later prioritized. Because the current agreement is ending, any transition would be time-sensitive:
standing up a department would require a significant first-year capital investment and a twelve-toeighteen-month effort, and several regulatory prerequisites—the medical director agreement, county and
state EMS licensure, dispatch arrangements, and mutual-aid agreements—fall on the critical path and
would need to begin promptly to preserve continuity of service. The following chapters detail the options,
staffing, cost, revenue, and implementation analysis to inform the Town Commission's decision.

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COMMUNITY PROFILE
This chapter provides an overview of the Town of Lauderdale-By-The-Sea, including its history,
geography, demographics, and the characteristics that shape the demand for fire and emergency
medical services.

BACKGROUND AND OVERVIEW
Located along the Atlantic Coast, Lauderdale-By-The-Sea is approximately 33 miles north of Miami on a
barrier island separated from the mainland by the Intracoastal Waterway. A single point on Commercial
Boulevard provides access to the mainland, with a drawbridge over the waterway. Additional access
points are available approximately 1 mile south and 3 miles north of the Town.
Lauderdale-By-The-Sea was founded in the early 1920s, when land was purchased, and plans were made
to create a beachside community. The Town was first incorporated in 1927, and its charter was revoked
in 1933. The Town was then reincorporated in 1947. In its early years, the Town established height limits
for buildings along the beach, which still stand today to preserve ocean views. In the early 2000s, the
Town annexed land to the north, doubling its size and including several high-rise buildings.
Today, Lauderdale-By-The-Sea encompasses 1.5 square miles, of which 0.88 square miles is land, with
an estimated permanent population of 6,232, according to the 2024 U.S. Census Bureau estimate. During
the winter months, the population reportedly increases to approximately 12,000 people, an increase of
approximately 93%. Based on the permanent population, this creates a population density of
approximately 7,082 people per square mile.
Located in Broward County, the Town is governed by a five-member Town Commission. The Mayor
serves a two-year term, while the Commissioners serve four-year terms. Each election will place the
Mayor and two Commissioner positions on the ballot. The Commissioners must reside in one of two
districts (North or South) but are elected at-large.
Under Resolution No. 2023-24, the Town of Lauderdale-By-The-Sea approved an interlocal agreement
with the City of Pompano Beach for fire rescue, suppression and prevention services, and emergency
medical services (EMS). The agreement replaced the Town's prior arrangement with a volunteer fire
department and its separate EMS contract with American Medical Response. The agreement became
effective on September 1, 2023, and has an initial term through March 31, 2028. The agreement includes
two additional five-year renewal periods, extending the potential term through March 31, 2038.
DEMOGRAPHIC PROFILE
The following table illustrates the Town’s demographic profile and changes since 2010.

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LAUDERDALE-BY-THE-SEA DEMOGRAPHICS

US Census Bureau

2010

2020

2024

Estimated Town Population

6,056

6,198

6,232

Median Age

62.1

60.2

62.7

0.6%
5.4%
39.8%
54.1%
9.6%
7.5%
$51,725

0.9%
4.2%
44.2%
50.5%
6.9%
2.4%
$69,860

0.9%
7.3%
26.7%
65.4%
3.1%
6.7%
$81,655

1.7%
5.2%
4.7%
4.2%
13.8%
3.7%
2.3%
13.8%
16.7%
13.0%
11.0%
6.5%
4.9%

0.2%
4.9%
4.8%
4.9%
14.2%
3.9%
6.2%
17.3%
19.2%
13.8%
3.8%
3.9%
3.0%

0.0%
2.6%
6.9%
4.1%
13.6%
4.0%
3.3%
18.0%
18.7%
13.2%
8.8%
3.2%
3.4%

Children Under Age 5
Children Ages 5 to 19 years
Persons Age 20 to 59 years
Persons Age 60 and Over
Population in Poverty
Civilian Labor Force Unemployed
Median Household Income
Employment Sectors:
Agriculture, Forestry, Fishing
Construction
Manufacturing
Wholesale Trade
Retail trade
Transportation, Warehousing, Util.
Information
Finance, Insurance, Real Estate
Professional, Scientific, Mgm't.
Education, Health Care, Soc Svcs.
Arts, Entertainment, Recreation
Other Services
Public Administration

Since 2010, the area has grown by about 2.9%, or an estimated 176 residents. During the same period,
the community’s median age remained roughly the same, from 62.1 to approximately 62.7 years, while
the community remains retirement age overall. The share of the population aged 60 and over increased
by 11.3 percentage points over the past 14 years, from 54.1% to 65.4%.
The following map illustrates population density.

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As expected for a coastal community, the Town has a high population density throughout its limits.

FIRE SERVICES ORGANIZATION
ORGANIZATION
Pompano Beach provides fire and EMS coverage to the Town from a station in Lauderdale-By-The-Sea.
Minimum staffing includes one advanced life support (ALS) fire suppression unit and one ALS rescue
unit. Pompano Beach also provides technical rescue, hazardous materials response, fire prevention, fire

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investigation, code enforcement, emergency management assistance, and public education services.
The following mission statement and core values belong to the Pompano Beach Fire Department.
MISSION

To respond without delay to emergency requests and to give the highest quality care to the
residents and visitors of Pompano Beach at the lowest cost possible.

CORE VALUES

Meet the needs of every customer
Adhere to the principles of honesty and hard work
Respect the dignity of all persons we serve
Be prudent and responsible with the resources entrusted to us by the community.

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ORGANIZATIONAL STRUCTURE

The following chart outlines the organization of the Pompano Beach Fire Department:

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POMPANO BEACH FIRE DEPARTMENT ORGANIZATION
City Manager
(Pompano Beach)

Fire Chief

Department Head
Secretary
Emergency
Management
Advisor
Emergerncy
Management
Coordinator

Logistics
Manager

Fire Marshal

Assistant
Chief Training

Logistics
Analyst

Risk
Reduction
Officer

Fire Training
Captain (2)

Material Handling
Specialist II

Fire Plans
Examiner (3)

Administrative
Coordinator

Material Handling
Specialist I
General Trades
Mechanic

Assistant
Chief EMS
Battalion
Chief (3)

Ocean
Rescue
Supervisor

Assistant Fire
Chief
Battalion
Chief (3)

Battalion
Chief (3)

Fire Captain
(13)

Fire Captain
(13)

Fire Captain
(13)

Fire Inspector II
(2)

Lieutenant
(14)

Lieutenant
(14)

Lieutenant
(14)

Fire Inspector I
(3)

Diver
Engineer (12)

Diver
Engineer (12)

Diver
Engineer (12)

Life Safety
Educator

Firefighter
(25)

Firefighter
(25)

Firefighter
(25)

Accountant

Ocean Rescue
Lifeguard II (2)
Ocean Rescue
Lifguard I (16)

Secreatary I

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OPERATIONS AND TRAINING
PHYSICAL RESOURCES

Pompano Beach operates and staffs Lauderdale-By-The-Sea Station, as shown on the following map.

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FIRE STATION DETAILS

Station 12
4504 Bougainvillea Drive
Assigned Apparatus
Unit ID

Staffing

Resource Description

Scheduled

Minimum

Quint 12

2023 Pierce 75-foot Heavy Duty Aerial Ladder

3

3

Rescue 12

Pompano Beach Owned Ambulance

3

3

Brush/Water Tank

2018 Polaris Ranger 1000 Utility

Ocean Rescue 312

2020 Polaris Ranger 1000 Ocean Rescue

HISTORICAL WORKLOAD
Fire departments respond to emergency and non-emergency calls for service. The following table shows
calls for service from Station 12 for 2023–2025.
CALLS FOR SERVICE 2023 – 2025

Call Type
Auto Accidents
Marine Accidents
Medical Calls
Medical, Auto Accidents, & Marine
Fire Alarm
Other Type of Fire Calls
Smoke Scare
Structure Fire
Vehicle Fire
All Fire Calls
Rescue Calls – Elevator
Rescue Calls – High Angle
Rescue Calls – Water
All Rescue Calls
Hazardous Material
Hazardous Conditions
Service Calls
Other Types of Calls
Total Calls for Service
Year over Year Change
Average Calls per Day

2023
61
12
1,193
1,266
225
45
3
14
2
289
51
1
3
55
1
6
102
109
1719
4.7

2024
33
9
1,208
1,250
270
37
1
6
1
315
72
1
3
76
1
9
96
106
1747
1.6%
4.8

2025
38
5
1,087
1,130
259
23
2
14
2
300
110
0
4
114
1
8
70
79
1623
-7.1%
4.4

Total
132
26
3,488
3,646
754
105
6
34
5
904
233
2
10
245
3
23
268
294
5,089

PCT
2.6%
0.5%
68.5%
71.6%
14.8%
2.1%
0.1%
0.7%
0.1%
17.8%
4.6%
0.0%
0.2%
4.8%
0.1%
0.5%
5.3%
5.8%

The data shows that medical calls make up most of the activity. From 2023 to 2025, the Town handled
5,089 calls for service. Of those, 3,488 (68.5%) were medical calls. When auto accidents and marine calls

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are combined with medical calls, that figure rises to 3,646 calls, or 71.6% of the total, which is common
in dual-service departments.
Fire-related activity accounted for 904 calls (17.8%), with 34 structure fires (0.7%) during the three years.
Rescue calls totaled 245 (4.8%), and Other Types of Calls accounted for 294 (5.8%).
Overall, the call volume has been relatively stable, with a small increase from 2023 to 2024 followed by a
7.1% drop in 2025. The available data does not explain the 2025 decline. Average daily calls stayed
between 4.4 and 4.7.
The following table displays the total number of calls for service managed by the fire department by
each hour and day of the week for the past three years. Both emergency and non-emergency calls for
service are included to provide an overall view of the call demand on the emergency services system.
2023 – 2025 CALLS BY HOUR AND DAY

12 am
1 am
2 am
3 am
4 am
5 am
6 am
7 am
8 am
9 am
10 am
11 am
12 pm
1 pm
2 pm
3 pm
4 pm
5 pm
6 pm
7 pm
8 pm
9 pm
10 pm
11 pm

Sun

Mon

Tue

Wed

Thu

Fri

Sat

0.41%

0.35%

0.22%

0.35%

0.49%

0.39%

0.49%

0.37%

0.33%

0.14%

0.33%

0.37%

0.28%

0.33%

0.29%

0.31%

0.18%

0.28%

0.33%

0.26%

0.22%

0.29%

0.18%

0.26%

0.31%

0.12%

0.29%

0.28%

0.33%

0.20%

0.33%

0.31%

0.31%

0.53%

0.18%

0.29%

0.33%

0.31%

0.20%

0.31%

0.22%

0.26%

0.47%

0.35%

0.35%

0.51%

0.35%

0.20%

0.29%

0.51%

0.47%

0.29%

0.39%

0.53%

0.59%

0.53%

0.53%

0.75%

0.63%

0.61%

0.77%

0.73%

0.65%

0.73%

0.81%

0.65%

0.59%

0.77%

0.81%

0.47%

0.94%

0.96%

0.94%

0.65%

0.77%

0.67%

0.79%

0.65%

0.96%

0.77%

0.77%

1.06%

0.67%

0.84%

0.59%

0.83%

0.86%

0.77%

0.51%

0.83%

0.69%

0.88%

0.61%

0.81%

1.06%

0.92%

0.77%

1.02%

0.77%

0.63%

0.67%

0.94%

0.81%

1.10%

0.77%

0.69%

0.71%

0.92%

0.77%

0.59%

0.71%

0.98%

0.83%

0.61%

0.67%

0.67%

0.57%

0.90%

0.92%

0.98%

0.86%

0.67%

0.75%

0.79%

0.65%

0.71%

0.65%

0.65%

1.08%

0.81%

0.73%

1.02%

1.00%

0.71%

0.65%

0.69%

0.69%

0.51%

0.90%

0.79%

0.90%

0.73%

0.98%

0.75%

0.67%

0.61%

0.88%

0.67%

0.57%

0.55%

0.67%

0.57%

0.65%

0.73%

0.57%

0.47%

0.67%

0.39%

0.61%

0.67%

0.83%

0.47%

0.31%

0.24%

0.31%

0.55%

0.57%

0.43%

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Call distribution by time of day indicates that peak activity during the weekday work week (Monday
through Friday) occurs between 8:00 a.m. and 8:00 p.m. On weekends, call volume tends to peak later,
with activity increasing around 10:00 a.m. and remaining elevated through about 10:00 p.m.
The busiest hour is 1:00 p.m., with 6:00 p.m. nearly equal. In contrast, activity is lowest in the early
morning, specifically at 3:00 a.m.
The following chart further illustrates the calls for service by the hour of the day.
Calls by Time of Day
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%

12 am

3 am

6 am

9 am

12 pm

3 pm

6 pm

9 pm

As illustrated in the hourly distribution analysis, call volume begins increasing gradually at 7:00 a.m., then
remains elevated from late morning to late afternoon, peaking at 1:00 p.m. Call activity begins to
significantly decline around 9:00 p.m., tapering into the overnight hours. Activity is lowest in the 3:00
a.m. hour.
The following map, created using geospatial mapping, illustrates call demand by outlining where most
calls for service occurred.

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As shown, most calls occur in the southern section of the Town.

FINANCIAL RESOURCES
Lauderdale-By-The-Sea pays Pompano Beach a base annual fee of approximately $1.4 million for fire
rescue, suppression, prevention, and EMS services. Lauderdale-By-The-Sea pays the base fee in monthly
installments by electronic funds transfer, with the first payment due within 30 days of the effective date.
Beginning in the second year, the base amount increases by 5% annually. This base fee is the only dollar
amount specified in the agreement.

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The agreement also identifies several categories of fees that Pompano Beach collects and retains
directly, separate from the base payment. These include EMS transport fees, Chapter 175 premium tax
revenue, and fees for hazardous materials mitigation services. The agreement does not set specific
rates for these fees. Instead, it ties them to Pompano Beach's own adopted fee schedules, which may be
amended from time to time, and provides that Town residents will be treated at least as favorably as
Pompano Beach residents.
The Town continues to collect fees directly from its residents for fire inspections, plan reviews, and fire
investigations, then pays Pompano Beach's invoice for these services within 30 days of receipt. The
Town also collects fire code enforcement fees and splits them evenly between the two parties. As with
the other fee categories, these rates are set according to Chapter 95 of the Pompano Beach Code of
Ordinances rather than stated as a specific amount in the agreement.
The agreement states that the base annual fee covers all costs for the services described, except for the
additional fees expressly identified elsewhere in the agreement. Pompano Beach must provide 60 days'
notice before implementing any new charge.
BASE FEE CONTRACT PAYMENTS

Contract Year

Period

Annual Base Fee

Year 1 (Initial)

September 1, 2023 – August 31, 2024

$1,400,000

Year 2

September 1, 2024 – August 31, 2025

$1,470,000

Year 3

September 1, 2025 – August 31, 2026

$1,543,500

Year 4

September 1, 2026 – August 31, 2027

$1,620,675

Since the summer of 2025, the City of Pompano Beach has moved to a “true cost” fee model rather than
the previous contracted rate. This fee model was based on an estimate of $3.6 million annually, but in
2026 the cost is trending closer to $4 million. Additionally, Pompano Beach Fire notified the Town of its
intent to terminate the agreement and has expressed no desire to submit any additional proposal.

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DEPLOYMENT EVALUATION
This chapter examines the Town’s current delivery and performance of fire and emergency medical
services, based on three years of computer-aided dispatch records covering 2023 through 2025. The
analysis evaluates service demand, response time performance against the standard established in the
current service contract, the geographic distribution of incidents, the system's ability to concentrate
resources, and its reliability during overlapping calls. Because the analysis reflects the current system
operating from the Town's Station 12, it establishes the performance baseline that a municipal
department would inherit and be measured against.

SERVICE DEMAND
Over the 2023 through 2025 period, the Town generated 5,089 incidents, an average of approximately
1,700 per year, of which 68.5 percent were medical, as detailed in the Historical Workload section.
Demand is concentrated in the central and southern Town. The following table summarizes incidents by
response district.
SERVICE DEMAND BY RESPONSE DISTRICT, 2023–2025

Response District

Incidents

Percent of Total

District 12A

3,403

66.9%

District 12B (northern annexed area)

1,459

28.7%

223

4.4%

4

0.1%

5,089

100%

District 12C
Other (island/offshore)
Total

Among responding units, the rescue unit (R12) was the busiest resource, arriving first on 2,204 incidents
(43% of all responses), consistent with its predominantly medical workload. The Quint (Q12) and a
second medic unit accounted for the majority of the remaining first-due responses.

RESPONSE TIME PERFORMANCE
Response time was measured for each incident using recorded timestamps. The current service
contract establishes a performance standard of 1½ minutes for turnout and 5 minutes for travel time, a
combined 6½ minutes, to be met on 90% of responses. Dispatch processing is fast and consistent, with
a 90th percentile value of 31 seconds. Because the source data did not record en route times, turnout and
travel cannot be reported separately; the combined turnout and travel interval, measured from dispatch
to arrival, is therefore compared against the combined 6½ minute standard.

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TURNOUT AND TRAVEL PERFORMANCE AGAINST THE CONTRACT STANDARD (6:30 AT 90%)

Category

90th Percentile

% Meeting 6:30

Townwide

8:01

76.6%

2023

6:55

87.2%

2024

8:25

72.5%

2025

8:20

69.2%

District 12A

7:21

84.0%

District 12B (northern)

8:43

60.1%

District 12C

9:00

69.6%

Medical calls

7:41

79.1%

Fire-related calls

8:28

71.2%

Townwide, the combined turnout and travel time met the 6½ minute standard on 76.6 percent of
responses, below the 90% compliance target. Compliance has also declined over the study period, from
87.2% in 2023 to 69.2% in 2025, and it varies significantly by area, from 84.0% in District 12A to 60.1% in
the northern annexed District 12B.

DISTRIBUTION
The Town is a narrow barrier island served by a single station, and the geographic distribution of
incidents and response times reflects this configuration. As illustrated in the following figure, response
times are shortest in the central and southern Town, nearest the station, and longest in the northern
annexed area, where the high-rise corridor and greater distance from the station increase travel and
building access times. The single point of vehicular access across the Intracoastal Waterway further
constrains coverage of the outlying areas.

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INCIDENT DISTRIBUTION BY TOTAL RESPONSE TIME, 2023–2025

CONCENTRATION AND EFFECTIVE RESPONSE FORCE
With a single station and a minimum daily staffing of six personnel, the Town cannot independently
assemble the effective response force required for a structure fire, which recognized standards place at
approximately 15 to 17 personnel for a low-hazard structure. The system therefore depends on
automatic and mutual aid to concentrate sufficient resources at working incidents. Structure fires are

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infrequent, with 34 recorded over the three years, but the reliance on outside resources for a full-alarm
assignment is an inherent characteristic of a single-station department. The Town must preserve this
capability through formal automatic- and mutual-aid agreements as it establishes its own department.

RELIABILITY
The system operates with substantial available capacity but relies on backup resources during
overlapping calls. In 89% of incidents, no other call was active at the time of dispatch; in the remaining
11%, at least one other incident was already in progress, with two calls active in 9.7% of cases and three
or more in 1.1%. Consistent with this pattern, a unit from outside Station 12 arrived first on 11.1% of
incidents, reflecting how often the Town's own units were already committed or a closer partner unit
responded. Individual unit utilization is low, which is typical of a community of this size and supports a
lean single-station, two-unit deployment, provided that reliable automatic and mutual aid remains
available for concurrent and escalating incidents.

COMMUNITY RISK
The Town's risk profile is shaped by the high-rise corridor in its northern annexed area, a seasonal
population that increases substantially during the winter months, and barrier-island geography with a
single bridge access point. These factors increase both response-time challenges, reflected in weaker
performance in the northern districts, and the resource demand associated with a working structure fire
in a high-rise occupancy. They reinforce the importance of maintaining an adequate, effective response
force through aid agreements and of monitoring response performance in the northern area as the Town
establishes its department.

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CAREER FIRE DEPARTMENT FEASIBILITY
This chapter evaluates the feasibility and estimated costs of establishing a career municipal fire
department for the Town of Lauderdale-By-The-Sea. The analysis examines organizational structure,
staffing requirements, personnel and operating costs, facility needs, apparatus, and the addition of firebased emergency medical transport services. The goal is to give the Town Commission a clear, realistic
picture of what it takes to operate an independent fire department and how those costs compare with
current alternative service delivery options.

ASSUMPTIONS
The main assumption in this section is the contract cancellation and complete separation from
Pompano Beach Fire. The following table outlines additional key planning assumptions used to structure
the town’s Fire Department.

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PLANNING ELEMENTS AND ASSUMPTIONS

Elements

Assumptions

Management/Administration

The Chief of the Fire Department would report directly to the Lauderdale-ByThe-Sea Town Manager under the overall policy direction of the Mayor and
Board of Commissioners.

Current Contract

Although the interlocal agreement’s nominal term extends to 2028,
Pompano Beach has provided notice of its intent to terminate. For planning
purposes, the Town’s separation from Pompano Beach is assumed to
occur no later than 2027.

Staffing and Compensation

The Fire Department would be staffed by career personnel with salary and
benefits in accordance with a new compensation plan. For purposes of this
study, local fire service pay scales will be averaged.

Operating Expenses

Estimates are based on costs observed in similarly situated career fire
departments in South Florida, adjusted for local conditions and the Town’s
call volume.

Physical Facilities

The Town currently owns a fire department facility, but it needs
rehabilitation or replacement.

Apparatus and Major Equipment

The Town currently owns one Quint and two Polaris Rangers as well as the
equipment on each vehicle.

Impact on Support Services in
other Town Departments

Town support departments, including human resources, legal and risk
management, finance, and fleet, will face an increased workload, requiring
existing support personnel to absorb these duties or additional personnel in
Town departments to support the Fire Department.

Service Delivery

Current service delivery levels are satisfactory to Town residents, and the
new Fire Department will provide similar levels of fire and emergency
medical service.

ORGANIZATION OVERVIEW
The first step to the formation of a municipal fire department is to establish the department as part of
the Town by ordinance, under the Town’s home rule authority in Article VIII, Section 2(b) of the Florida
Constitution and Section 166.021, Florida Statutes, similar to how other Town departments are created.
The fire department should have duties and requirements similar to other municipal departments.
The following organizational chart illustrates a proposed organization for a municipal fire department.
Changes to meet the department's needs can be made depending on the direction and authority the
department is permitted to have.

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LAUDERDALE-BY-THE-SEA FIRE DEPARTMENT

Town Manager

Fire Chief
Adminsitrative
Assistant
Asst. Chief / Fire Marshal

A Shift

B Shift

C Shift

Captain

Captain

Captain

Driver /
Engineer

Lieutenant

Driver /
Engineer

Lieutenant

Driver /
Engineer

Lieutenant

Firefighter /
EMT-A

Firefighter /
EMT-P

Firefighter /
EMT-A

Firefighter /
EMT-P

Firefighter /
EMT-A

Firefighter /
EMT-P

Firefighter /
EMT-P

Firefighter /
EMT-P

Firefighter /
EMT-P

FIRE DEPARTMENT ADMINISTRATIVE FUNCTIONS
Beyond personnel and operational considerations, a fire department carries a range of administrative
and regulatory functions unique to fire and emergency medical services that the Town would need to
establish from the outset. At the regulatory level, the department must be registered with the Florida
State Fire Marshal, and its firefighters must be registered and compliant through the Bureau of Fire
Standards and Training. If the department provides emergency medical services, it must obtain a
Certificate of Public Convenience and Necessity (COPCN) from Broward County and an EMS provider
license through the Florida Department of Health. If it delivers advanced life support, it must enter into a
physician medical director agreement and maintain a controlled-substance program, including federal
registration and tracking for medications carried on its units.

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EMERGENCY MEDICAL SERVICES
Establishing an emergency medical transport service requires several approvals from various agencies.
The process typically takes several months. The following sections include the required agencies and
steps.
STATE REQUIREMENTS

(Florida Statutes Chapter 401 and Florida Administrative Code Chapter 64J-1)
•

Medical Director: The Town must contract with a Florida-licensed physician (M.D. or D.O.) who holds
a current DEA registration for controlled substances, develops and approves standing orders or
protocols, oversees quality assurance, authorizes medications and equipment, and ensures clinical
standards are met. The Town must maintain a formal written contract on file.

•

Certificate of Public Convenience and Necessity (COPCN): Before the State will issue an ALS license,
the Town must first obtain a valid COPCN from Broward County.

•

Vehicle Permits: Every vehicle used for ALS, whether it transports or not, must receive an individual
permit from the Department of Health. Vehicles must meet standard published design and equipment
standards. Each permitted vehicle requires a $25 fee for a two-year permit.

•

Minimum Equipment and Medications: Each ALS transport unit must carry the equipment and
medications listed in Tables I and II of Rule 64J-1.003, F.A.C. (or the Medical Director’s approved
equivalent list). This includes cardiac monitors and defibrillators, advanced airway equipment, IV
supplies, specific medications, oxygen, immobilization devices, and more. The Medical Director must
approve the minimum equipment list.

•

Staffing: State law requires at least one paramedic and one EMT on an ALS transport unit. However,
Broward County (Section 3 ½ - 12 (d)(1)) requires two state-certified paramedics on ALS transport
units.

•

Insurance: Proof of adequate vehicle liability insurance (or approved self-insurance) must be
submitted.

•

Communications: The service must have an approved radio communications system capable of
communicating with hospitals and other emergency responders (Med 8 or equivalent as required
under the State EMS communication plan).

•

Trauma Transport Protocols: The service must adopt and maintain trauma transport protocols
consistent with state and regional trauma system requirements.

•

Continuous Service Commitment: Once licensed, the service must begin operations within 30 days
and provide continuous 24/7 service.

The State may issue an ALS license once these steps are completed; the current biennial fee is $1,375.

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BROWARD COUNTY REQUIREMENTS

Broward County requires every ALS provider within the county to hold a COPCN issued by the Broward
County Board of Commissioners. For a municipal fire department, this is typically a Class 1-ALS Rescue
certificate. The process to obtain this generally includes the following:
•

Submission of a formal application to the Broward County Resilient Environment Department,
Consumer Protection Division (Plantation), which includes:
•

Service description and area to be served

•

Staffing patterns and hours of operation

•

Copy of Medical Director contract and DEA registration

•

Proof of insurance

•

Vehicle information

•

Treatment protocols

•

Application processing fee (currently $722) plus annual COPCN/license and vehicle permit fees

•

Review by County staff and EMS Review Committee

•

Public hearing before the Board of County Commissioners.

•

Final approval by the Board

The County evaluates whether the proposed service meets the public convenience and necessity of the
county residents. Municipal fire departments that provide first response and transport within their own
jurisdiction are routinely granted Class 1 certificates, but they must still follow the formal process.
FEDERAL REQUIREMENTS

•

DEA Registration: Required for the Medical Director and the service to obtain, store, and administer
controlled substances

•

Centers for Medicare and Medicaid Services (CMS): If billing Medicare, Medicaid, or other insurers
for transports, the service must be enrolled as an ambulance provider, obtain a National Provider
Identifier (NPI), and comply with Medicare ambulance billing rules and documentation standards.

•

HIPAA Compliance: The department must implement policies, training, and technical safeguards to
protect patient health information under the Health Insurance Portability and Accountability Act.

STANDARD OPERATING GUIDELINES
Developing a comprehensive set of Standard Operating Procedures (SOPs) and Standard Operating
Guidelines (SOGs) is a foundational requirement for a new fire department, defining how the organization
operates on emergency scenes and in daily activities and providing the consistency, accountability, and
safety a newly formed department requires. Because the Town would build its department from the

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ground up, it must develop and adopt this framework before placing the department in service. Although
the terms are often used interchangeably, SOPs are prescriptive and mandatory for functions that allow
little deviation. At the same time, SOGs provide a framework that allows officers and firefighters to
exercise professional judgment under dynamic conditions, a distinction that also carries important riskmanagement implications. A complete framework spans administrative, operational, safety, and, where
EMS is provided, clinical treatment procedures, addressing areas such as the incident command system,
fireground operations, personnel accountability, apparatus operation, communications, mutual aid, and
member health and safety. Rather than drafting each document from scratch, the department can
accelerate the process by adapting established model policies to its specific needs, ensuring alignment
with recognized NFPA standards and applicable regulations, securing review by the legal and medical
directors where appropriate, and training all personnel on the procedures before they take effect. As
living documents, SOPs and SOGs should be maintained on a regular review cycle, and the Town should
treat the development of this framework as a priority task to be substantially completed before the
department begins providing service.
OTHER ADMINISTRATIVE SYSTEMS
Other administrative programs include scheduled apparatus and equipment testing and documentation
consistent with NFPA standards, annual pump testing, aerial and ground ladder testing, hose testing, and
self-contained breathing apparatus flow and fit testing, supported by a fleet maintenance, recordkeeping,
and capital replacement program. The department should also develop the capacity to pursue and
administer fire-specific grant programs, such as the Assistance to Firefighters and SAFER grants, and to
track response-time and performance data against recognized benchmarks.
Several of these requirements are not optional startup tasks but prerequisites to placing the department
in service. In particular, the medical director agreement and EMS licensure (COPCN and state provider
license), dispatch and communications arrangements, mutual-aid agreements, and the elements
necessary for the ISO Public Protection Classification must be in place before the department can begin
operations. The Town should therefore treat these items as part of the department's implementation
critical path, rather than as functions to be developed after the department is established.
TRAINING AND EDUCATION

Training is a core program that a department of this size can manage through a collateral assignment
rather than a dedicated position. The training function is typically assigned to a shift officer, most often a
Lieutenant, who serves as the department's training officer in addition to company duties. This officer
maintains the annual training plan, schedules and documents company and multi-company drills, tracks
certifications and continuing-education hours, and keeps the records required for Florida minimum
standards and ISO credit. Florida also sets distinct certification-maintenance requirements for the two
disciplines, and the training program must track both. Firefighters hold a Firefighter Certificate of
Compliance that renews every four years under Section 633.414, Florida Statutes, retained through active
service or, absent sufficient active time, a forty-hour retention refresher course. The Florida Department
of Health licenses emergency medical personnel on a two-year cycle, and they must complete continuing

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education to recertify: generally a thirty-hour refresher that includes pediatric content and current CPR
for emergency medical technicians, and thirty hours of continuing education plus ACLS for paramedics.
Because operational personnel hold both firefighter and EMS credentials, the training officer would track
overlapping four-year firefighter and two-year EMS renewal timelines, which makes centralized
scheduling and recordkeeping essential. Because a single-station department has limited internal
instructor depth, the Town should supplement in-house training with regional and mutual-aid drills, a
regional fire academy such as the Broward Fire Academy, and online and virtual training programs.
Online and virtual platforms suit a small department: they deliver standardized company-level and
continuing-education content, support document completion for recordkeeping, and reduce staffing and
overtime costs associated with sending personnel to off-site training.
COMMUNITY RISK REDUCTION

Fire prevention and life safety can follow the same lean model, dividing the work between the Assistant
Chief/Fire Marshal and on-duty crews. Florida requires fire safety inspections under the Florida Fire
Prevention Code, which adopts national model codes with state amendments, and requires that
personnel with state Fire Safety Inspector certification perform them. The Assistant Chief/Fire Marshal
would therefore need the appropriate inspector and, ideally, fire investigator credentials and would hold
the functions that require regulatory authority and certification, including plan review, code enforcement,
complex and high-hazard inspections, permitting, and fire investigation. On-duty companies, directed by
the shift Lieutenant, would handle routine fieldwork, including annual occupancy inspections, preincident surveys, public education, and smoke-alarm and community-risk-reduction activities, an
approach that also familiarizes crews with the buildings they protect.
The Town's risk profile should shape where the prevention program concentrates its effort. The high-rise
corridor in the northern annexed area places a premium on built-in fire protection, making oversight of
fire alarm, sprinkler, and standpipe testing, and pre-incident planning for those structures, a priority,
particularly given the single point of vehicular access to the island. The community's older and
seasonally larger population points toward targeted public education, including residential smoke-alarm
and fire- and fall-safety programs for older residents. This structure keeps the department lean while
delivering a complete prevention program, and it establishes the workload basis for staffing the function
with a single Assistant Chief/Fire Marshal at the outset. Because the Town already collects fees for
inspections, plan review, and fire investigations, a municipal program would also allow the Town to retain
those fees and keep responsibility for providing the service.

FIRE DEPARTMENT STAFFING
The work schedule and staffing model for personnel in this study is twenty-four (24) continuous hours on
duty and forty-eight (48) continuous hours off duty, otherwise referred to as a 24/48 schedule. To reduce
overtime and keep personnel at an average 48-hour workweek, a Kelly Day is generally inserted every
seven shifts to keep hours at or below one hundred forty-four (144) hours in a 21-day work cycle.
Pompano Beach Fire Rescue currently uses this schedule model. The following table illustrates a typical
staffing model for covering a single position.

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24/48 Schedule
122
18
4
4
96
1.27
3.81

Single Position
Shifts for one Firefighter
Kelly Days per year
Sick Days per year
Vacation days per year
Shifts Available to work
People to cover 122 shifts.
People to cover 24 / 7 / 365

The current service delivery model requires a minimum of three personnel on the suppression (Quint)
crew, consisting of a Captain, a Driver/Engineer, and a Firefighter/EMT, and three on the Rescue unit,
consisting of a Lieutenant and two Firefighter/Paramedics, for a minimum daily staffing of six. Cover
scheduled time off and call-offs as reasonably as possible. The following table illustrates the number of
personnel required to staff Station 12.
24/48 Schedule – Fire Department
6
7.62
8

Single Shift
Minimum Staffing per Shift
Number Assigned per Shift
Number Needed per Shift (rounded)

3
8
24

Department
Number of Shifts to Cover
Assigned staffing per Shift
Department Staffing for Operations

The calculation shows 7.62 personnel required to staff one continuous 24/48 shift at minimum staffing;
it is rounded to 8 assigned personnel. This is standard practice and provides a minimal buffer so that
one firefighter can be off without falling below the minimum staffing of six. As illustrated, the Fire
Department will need at least twenty-four (24) shift personnel to operate. Across the three shifts, these
positions comprise three Captains, three Lieutenants, three Driver/Engineers, six Firefighter/EMTs, and
nine Firefighter/Paramedics. Even with a shift-assigned personnel count of 8, there will likely be
occasional overtime to provide coverage. As seniority builds, more senior personnel will accumulate
additional time off, which may necessitate more overtime to provide coverage or the addition of
personnel to cover that time off.
Salary ranges were developed by benchmarking against surrounding departments and calibrating to
what is appropriate for a town of this size in southern Florida. Ending salaries reflect the rate after four
years of service, which includes three annual 4% increases on the anniversary of hire.

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SALARY RANGES — CROSS-TRAINED MODEL

Beginning
Annual Salary

Ending Annual
Salary

Captain

$102,000

$114,736

Lieutenant

$92,575

$104,134

Driver / Engineer

$82,000

$92,239

Firefighter / Paramedic

$75,000

$84,365

Firefighter / EMT

$65,000

$73,116

Position

Notes
Includes a 4% increase annually on the
anniversary date of hire.
Includes a 4% increase annually on the
anniversary date of hire.
Includes a 4% increase annually on the
anniversary date of hire.
Includes a 4% increase annually on the
anniversary date of hire.
Includes a 4% increase annually on the
anniversary date of hire.

The following table illustrates the operational personnel costs for the Lauderdale-By-The-Sea Fire
Department. These costs are for the first year of operations.
OPERATIONS PERSONNEL COST – FIRST YEAR — CROSS-TRAINED MODEL

Salary

Benefits

Captain

$102,000

$92,659

Turnout
Gear /
Uniforms
$10,000

Driver / Engineer

$82,000

$85,129

Firefighter / EMT

$65,000

Lieutenant
Firefighter /
Paramedic
Total Personnel
Cost

Overtime

Total
Cost

Number of
Personnel

Total First
Year Cost

$15,300

$219,959

3

$659,877

$10,000

$12,300

$189,429

3

$568,287

$78,319

$10,000

$9,750

$163,069

6

$978,414

$92,575

$89,016

$10,000

$13,886

$205,477

3

$616,431

$75,000

$82,224

$10,000

$11,250

$178,474

9

$1,606,266

24

$4,429,275

Benefits are built from the Town’s actual employer costs. The largest component is the Town’s benefit
package: family-tier health, dental, vision, gap, and HRA coverage, which the Town funds at 100% for all
employees at approximately $53,124 per employee per year, applied to every position. On top of that flat
amount sit the salary-driven components: Social Security and Medicare, retirement (a local Chapter 175
plan for firefighters and the Florida Retirement System for civilian and EMS-only positions), and workers’
compensation, which the Town’s carrier quotes at $64,522 for the department. Because the benefit
package is a large fixed per-employee cost, the effective load is high and declines as salary rises — from
roughly 110% to 120% of base pay for a firefighter to about 69% for the Fire Chief. The Town can refine
the figures further once it finalizes the Chapter 175 actuarial contribution rate and the firefighter-versusFRS retirement decision.
For planning purposes, overtime is set at 15% of base salary. This rate reflects typical backfill needs on a
24/48 schedule for vacation, sick leave, Kelly days, training, workers’ compensation, and residual
vacancies, and aligns with observed experience in South Florida municipal departments. Similarly, the
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turnout gear and uniform estimate reflects averages of observed costs in South Florida and is
considered first year only. Subsequent years will likely cover only replacement costs and annual uniform
allowances.
The budget should also plan for out-of-class pay when a Captain, a Driver/Engineer, or a Lieutenant is off
duty. These absences are typically covered by an appropriate lower-ranking candidate and are
compensated at the base rate for the position filled. The following illustrates the cost of covering these
shifts.
OUT OF CLASS ESTIMATED PAY

Position Covered
Driver / Engineer

Daily increase from
lower rank
$58

Total Days to Cover

Total Annual Cost

78

$4,524

Lieutenant

$87

78

$6,786

Captain

$78

78

$6,084

Total Yearly Cost

$17,394

Additional staffing includes administrative staff. Included in this section are the Fire Chief and the
Assistant Chief/Fire Marshal. In this size department, the Fire Chief would serve as the primary
administrator and incident commander for major emergencies. The Assistant Chief’s primary function
would be to perform fire prevention activities, plan review, and inspections. A secondary function would
be to fill in for the Fire Chief during vacations and other absences, as well as assist in commanding
major incidents. The administrative staff also includes an Administrative Assistant to support day-to-day
office operations, records, scheduling, and payroll input. As discussed under Human Resources in the
Support Services chapter, the Town should also add a Human Resources Generalist to manage
recruitment, benefits and leave administration, personnel records, and compliance for the new
workforce; that role is established as a Town position outside the Fire Department but is a direct cost of
the service and is carried in the cost summaries below on the same civilian basis. Benefits for these
civilian positions are estimated at approximately 44% of base salary, including Florida Retirement
System Regular Class retirement at 13.63%, rather than the firefighter benefit load, because they are not
sworn positions. The table below illustrates these first-year costs.

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ADMINISTRATIVE AND SUPPORT PERSONNEL COST – FIRST YEAR

Fire Chief
Asst. Chief/Fire
Marshal
Human Resources
Generalist (Town
position)
Administrative
Assistant
Account Specialist
(Town position,
finance)
Total Administrative &
Support Personnel
Cost

Salary

Benefits

$175,000

$120,874

Turnout
Gear /
Uniforms
$10,000

$155,000

$113,144

$66,000

Total Cost

Number of
Personnel

Total First
Year Cost

$305,874

1

$305,874

$10,000

$278,144

1

$278,144

$67,829

$0

$133,829

1

$133,829

$66,000

$67,829

$0

$133,829

1

$133,829

$42,000

$62,482

$0

$104,482

1

$104,482

5

$956,158

The total first-year cost for department and support personnel is $5,402,827, including $260,000 for
turnout gear and uniforms.
RECRUITMENT AND RETENTION
Establishing the department requires the Town to recruit a full complement of roughly twenty-nine
positions from a standing start and retain them in a competitive South Florida labor market — a
feasibility question. The projected twelve-to-eighteen-month implementation window is achievable, but
staffing is the critical path. The Town should begin recruitment as soon as the governing body commits
to and adopts the pay plan. It should recruit already-certified personnel—state-certified firefighters and
licensed paramedics —rather than sponsor recruits through a fire academy, so personnel can be placed
in service without a multi-month training lead time. Hiring in cohorts, with command and company
officers first to lead orientation and develop standard operating procedures and then line personnel,
reduces the risk of reaching the service-start date short-staffed.
Applicant supply varies by classification. Certified Firefighter/EMTs and Firefighter/Paramedics are in
relatively strong regional supply, and the separate-roles model widens the pool further by allowing singlerole EMS paramedics who need not also hold firefighter certification. Company and command officers
are harder to recruit because they require experience and are in demand across the region; the Town
should expect to fill these through lateral hires, and the interlocal agreement's preferential-hiring
provision for displaced Pompano Beach personnel is a natural, time-saving source of experienced,
already-oriented staff.
If line positions are not filled by the service-start date, the department cannot meet its six-person
minimum daily staffing without heavy overtime or a delayed start. The Town can manage this risk by
phasing the go-live date, retaining a short mutual-aid or transition bridge with the current provider, and

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over-recruiting slightly to absorb early attrition. The Town should also budget pre-opening payroll:
officers, trainers, and a share of line personnel will be on the payroll for orientation, policy development,
and apparatus check-out before the department begins billing for service — a first-year cost the
implementation budget should carry.
Recruitment carries direct costs the Town should budget in the first year — advertising and job-fair
presence, the physical ability test (commonly the CPAT), and background, medical, and psychological
screening — along with any hiring or lateral-transfer incentives used to compete for experienced
personnel. A first-year recruitment allowance in the range of $75,000 to $150,000 is a reasonable
planning figure, to be refined once the hiring approach is set. The new Chapter 175 firefighter pension is
itself a recruitment asset, as is a competitive step schedule (documented in Appendix A) and the
opportunity for early advancement in a new organization.
The Town will recruit largely from the same departments it benchmarks against: Pompano Beach, Coral
Springs, Fort Lauderdale, and Coral Gables. Its planned salaries sit within those departments' current
ranges, making the Town competitive on base pay. Still, a new, single-station department competes
against larger organizations that offer deeper promotional ladders, specialty assignments, and longestablished pensions. To compete, the Town should lean on the levers it controls: local quality-of-life
appeal, the new pension, the schedule, and the chance to help shape a new department from the ground
up.
New departments typically see elevated turnover in their first years, as some personnel test the fit or
treat the position as a stepping-stone, and a small department feels each departure acutely because
coverage is thin and re-recruitment is costly. Retention over the first five to ten years rests on
competitive, escalating pay; the Chapter 175 pension; clear career-development and promotional
pathways; certification and continuing-education support; and wellness and peer-support programs. The
Town should track time-to-fill and turnover as management indicators from the outset and adjust pay
and incentives if signals difficulty.
The pace of hiring and its cost are not certain. The scenarios below bracket the range the Town should
plan for.
RECRUITMENT SENSITIVITY — TIME TO FULL STAFFING

Scenario

Time to Full
Staffing

Favorable

~ 6 months

Expected
Difficult

Principal Driver

Cost Implication

Strong lateral supply; displaced
Pompano Beach staff hired

Minimal overtime; on-time
service start

~ 9–12 months

Phased cohort hiring; officers recruited
first

Modest pre-opening payroll
and ramp-up overtime

12–18+ months

Officer shortage and regional
competition; certification and screening
delays

Higher overtime; possible
delayed start; transitionbridge cost

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STAFFING AND SCHEDULE SENSITIVITY
The department's twenty-four operational positions follow directly from two choices: a six-person
minimum daily staffing and the 24/48 shift schedule. Applying the relief factor that accounts for
scheduled leave, Kelly days, and absences, staffing one continuous position around the clock requires
roughly 7.6 people, so three platoons of eight assigned personnel, twenty-four in total, hold the sixperson minimum. The six-person floor is not arbitrary: it reflects the crew needed to place both the
suppression and rescue units in service and to begin assembling an effective response force for a
structure fire. Reducing it would lower cost but would compromise the department's ability to meet that
standard without immediate mutual aid.
The table below shows how operational headcount and personnel cost change with staffing level and
shift schedule, holding the separate-roles model constant. Figures scale roughly with headcount and are
approximate.
STAFFING AND SCHEDULE SENSITIVITY

Scenario

Min. Daily
Staffing

Schedule

Operational
Personnel

Approx. Annual
Personnel Cost

Note

Base case

6

24/48

24

≈ $3.63M

Report basis

Reduced staffing

5

24/48

~ 20

≈ $3.03M

Below effective-responseforce practice; not
recommended

Added position

7

24/48

~ 28

≈ $4.24M

e.g., an EMS supervisor or a
fourth suppression seat

Alternative
schedule

6

24/72

~ 32

≈ $4.84M

One day on, three off; about
a third more personnel

The 24/72 schedule, one day on followed by three off, is sometimes used to improve work-life balance
and reduce fatigue, and it can be a recruitment and retention advantage. For a department of this size,
however, it requires a fourth platoon and therefore about one-third more operational personnel (roughly
thirty-two rather than twenty-four), raising annual personnel cost by approximately $1.2 million. The
24/48 schedule remains the more cost-effective basis; the 24/72 alternative is presented so the Town
can weigh the trade-off, and it could be revisited if recruitment or retention proves difficult under the
24/48 model.

PHYSICAL RESOURCES
FACILITIES
The 2021 Matrix Consulting Group Audit of the Volunteer Fire Department identified multiple deficiencies
in the Town’s existing fire station. These included shared sleeping quarters with no privacy, limited
restroom and shower capacity, no exhaust system in the bay, and overall, a lack of modern upgrades that
address firefighter health, safety, and operational standards.

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Even though discussions have occurred as of mid-2026, these shortcomings remain unaddressed. While
the Town continues the planning process for a new public safety facility, interim improvements to the
current 2,500-square-foot station living quarters are strongly recommended. These updates will improve
living conditions, privacy, health, and operational effectiveness, and support workplace morale and
recruitment. Recommended interim improvements include:
•

Individual or semi-private bunk spaces;

•

Expansion and modernization of restroom and shower facilities;

•

Upgrades to the kitchen and food preparation area;

•

Acoustic and environmental separation between living quarters and apparatus bays; and

•

Installation of a proper apparatus exhaust capture system.

The renovation items listed above fall into the moderate-to-heavy category. Recent industry data for
living quarters renovations of this scope typically fall within the range of $300 to $400 per square foot.
Applying this range to the approximately 2,500 square feet of station living quarters yields a projected
cost of $750,000 to $1,000,000, with a planning figure of $875,000. These figures are planning-level
estimates and should be refined through a detailed space assessment and design study once the Town
moves forward with interim improvements.
VEHICLES AND APPARATUS
The Town owns three pieces of emergency apparatus. The one most recently purchased is the 2023
Pierce Aerial known as Quint 12. Pompano Beach Fire Rescue uses this aerial as the front line for all
engine- and ladder-related responses out of Station 12.
Because Quint 12 serves as the primary vehicle for both engine and aerial functions, it accumulates
significantly higher mileage and operational hours than a dedicated aerial typically would. This
accelerated wear can shorten its effective front-line service life and increase long-term maintenance
costs. A quint is a capital-intensive apparatus to replace, with a new unit commonly falling between $1.5
million and $2 million. For these reasons, the Town should maintain a reserve engine so a mechanical
failure of Quint 12 does not leave the department without an operational pumper, and should plan to
replace Quint 12 as part of its capital program. A used Type 1 engine provides cost-effective backup for
the primary pumping and suppression function at a fraction of the cost of a reserve aerial; ladder
capability during the infrequent incident requiring aerial operations can be maintained through automatic
and mutual aid until Quint 12 returns to service.
A new rescue unit is expected to cost between $500,000 and $650,000 fully equipped. The following
table uses the minimum equipment list contained in Florida Statutes Chapter 401 and Florida
Administrative Code Chapter 64J-1. The Medical Director must approve the equipment to be carried and
may require additional items.

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The following table shows the minimum equipment lists for Basic Life Support (BLS) and Advanced Life
Support (ALS) vehicles. The ALS vehicle must carry both equipment lists approved by the Medical
Director.

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MINIMUM EQUIPMENT FOR EMS RESCUE

Category

Description
Basic Life Support

Airway & oxygen

Portable O₂ ("D"/"E" cylinders, reg/gauge); installed O₂ ("M" cylinder); O₂ masks
(adult/child/infant); nasal cannula; bag-valve-mask resuscitators; oro- and
nasopharyngeal airways; portable suction (GSA KKK-A-1822E)

Spinal &
immobilization

Long & short spine boards w/ straps; cervical immobilization devices
(adult/peds); rigid cervical collars; pediatric lateral spine padding; extremity
immobilization devices; lower-extremity traction splint

Wound & trauma
care

Bandaging/dressing/taping supplies; occlusive dressings; multitrauma
dressings; burn sheets; bandage shears

Monitoring &
assessment

Blood pressure cuffs (infant/peds/adult); stethoscopes (peds/adult); pediatric
length-based measurement device

OB

Sterile obstetrical kit; separate bulb syringe

Patient
comfort/linens

Blankets; sheets; pillows/covers; disposable blanket or rain cover; thermal
reflective blanket

Crew protection
(BSI)

Gloves; surgical/respiratory face masks; ANSI Z87.1 safety goggles; biohazard
waste bag/container (64E-16)

Other

Patient restraints (wrist/ankle); flashlight w/ batteries
Advanced Life Support

Medications

Atropine sulfate; dextrose 50%; epinephrine 1:1,000 & 1:10,000; ventricular
dysrhythmic agent; benzodiazepine sedative/anticonvulsant; naloxone;
nitroglycerin 0.4 mg; inhaled beta-adrenergic agent w/ nebulizer

IV solutions

Lactated Ringer's or Normal Saline

Airway (advanced)

Laryngoscope handle & blades (adult/child/infant); endotracheal tubes (all
sizes) & stylets; Magill forceps; neonatal meconium suction device; flexible
suction catheters

IV/IO access

IV cannula (14–24 ga); micro & macro drip sets; IV pressure infuser; needles
(18–25 ga); intraosseous needles & 3-way stopcocks; syringes (1–20 ml);
pediatric IV arm board/splint

Cardiac & monitoring

Battery portable monitor w/ defib & pacing; monitoring electrodes (adult/peds);
pacing electrodes (adult/peds); glucometer; waveform capnography (real-time
+ printing)

Other

Tourniquets; sharps container (64E-16)

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The Fire Chief and Assistant Chief will also need vehicles. Current pricing for fully outfitted command
SUVs ranges from $75,000 to $100,000 each.
RESERVE APPARATUS
The Town should also budget for a reserve ambulance so that transport service continues when the
front-line rescue unit is out of service for maintenance, repair, or a lengthy out-of-area transport. For a
single-station department, a used unit is the cost-effective choice. A serviceable used Type I or Type III
ambulance typically costs between $50,000 and $150,000, depending on age, mileage, and condition,
with low-mileage or remounted units reaching roughly $175,000; the used vehicle itself costs about
$75,000. Equipping it with its own functional advanced life support package, including a cardiac monitor
and defibrillator, a powered stretcher and load system, a mechanical CPR device, airway and suction
equipment, radios, and supplies, adds roughly $125,000, for an equipped planning figure of
approximately $200,000. Carrying its own equipment allows the reserve to be placed in service
immediately when the front-line unit is unavailable, without transferring equipment between vehicles. As
with any used apparatus, the purchase should be conditioned on a pre-purchase inspection of the
chassis and patient module and an assessment of remaining service life, and availability is
opportunistic.
A reserve engine is likewise warranted. The Town operates a single quint that serves as both its pumper
and its aerial, and a single-station department has no backup apparatus when that unit is out of service
for maintenance, repair, or annual certification. A used Type 1 engine is a practical, cost-effective
reserve: it backs up the primary pumping and suppression function needed on most incidents, at a
fraction of the cost of a reserve aerial. A serviceable used Type 1 engine generally runs between
$150,000 and $400,000 depending on age, hours, and condition, and the used vehicle runs approximately
$250,000. A loose equipment complement, including hose, nozzles, and appliances; ground ladders; selfcontained breathing apparatus; hand and power tools; a thermal imaging camera; and radios, adds
roughly $140,000, for an equipped planning figure of approximately $390,000. Ladder capability while
Quint 12 is out of service, or during the infrequent incident requiring aerial operations, can be maintained
through automatic and mutual aid. As with any used apparatus, the purchase should be conditioned on a
pre-purchase pump and service test, a chassis and drivetrain inspection, and an assessment of
remaining service life; availability is opportunistic. Both reserve units, equipped, are included in the
vehicle and apparatus summary below.
ESTIMATED APPARATUS COST SUMMARY
The following table summarizes the estimated vehicle costs for the new Lauderdale-By-The-Sea Fire
Department.

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VEHICLE AND APPARATUS SUMMARY

Category

Needed

Estimated Cost Range

Budget Planning

Command SUVs

2

$150,000 - $200,000

$175,000

Rescue Unit (Fully equipped)
Reserve Ambulance (used,
equipped)
Reserve Engine (used,
equipped)
Total Required Vehicles

1

$500,000 - $650,000

$635,000

1

$150,000 - $300,000

$200,000

1

$300,000 - $540,000

$390,000

$1,100,000 – $1,690,000

$1,400,000

The required vehicles are those needed to establish and reliably operate a municipal fire department,
including reserve apparatus to maintain service when a front-line unit is out of service. Within each cost
range, planning figures were selected toward the upper end for long-lead apparatus, such as the rescue
unit, to provide a conservative budgeting basis, and near the midpoint for command vehicles and used
reserve apparatus; the Town should establish final amounts through competitive procurement.
CAPITAL REPLACEMENT SCHEDULE
Apparatus and vehicles are the department's largest long-term capital commitment, and replacing them
creates budget spikes unless the Town sets money aside over each unit's service life. A capital
replacement fund—a dedicated reserve built through a level annual contribution—spreads that cost
smoothly and ensures money is available when each unit reaches the end of its service life. The
schedule below applies standard service-life expectations, consistent with NFPA 1911 guidance and
regional practice, to the department's fleet, including the Town-owned 2023 aerial (Quint 12) that would
serve as the front-line suppression apparatus.
APPARATUS AND VEHICLE REPLACEMENT SCHEDULE

In
Service

FrontLine Life

Planned
Replacemen
t

Replacement
Cost (today's $)

Quint 12 — front-line aerial (Townowned)

2023

15 years

~ FY 2038

$1,750,000

$116,700

Rescue / ALS transport unit

Year 1

7 years

~ Year 7

$635,000

$90,700

Command vehicles (2 SUVs)

Year 1

8 years

~ Year 8

$175,000

$21,900

Reserve engine (used Type 1)

Year 1

Reserve

By rotation

$390,000

—

Reserve ambulance (used)

Year 1

Reserve

By rotation

$200,000

—

Apparatus / Vehicle

Front-line replacement reserve
(annual)

Annual
Reserve

≈ $229,300

Fully funded, the front-line fleet warrants a replacement reserve of approximately $229,300 per year in
today's dollars. Two practical points shape how the Town phases this in. First, no front-line unit is due for
replacement during the first five years, Quint 12 is a 2023 apparatus, and the rescue unit and command

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vehicles are new at start-up, so a modest early contribution that ramps toward the full level is
appropriate; the projection begins the capital line at $50,000 and ramps it to approximately $229,300 by
Year 5 as the replacement years approach. Second, apparatus costs have risen sharply in recent years
(commonly 5% or more annually, with multi-year build lead times), so the today's-dollar figures above
understate the eventual cost; a new aerial that runs $1.5 to $2.0 million today could approach twice that
by its 2038 replacement, which is precisely why funding the reserve early matters. Reserve units are
sustained through rotation: as each front-line unit is replaced, the retiring unit moves to reserve status,
and the oldest reserve is retired, so the reserves do not require a separate sinking fund. The Town should
revisit these figures and service-life assumptions every few years as actual usage, mileage, and market
pricing become known.
FUNDING THE RESERVE

The capital-replacement contribution shown in the five- and ten-year projections is deliberately phased in
rather than held level, reflecting that the reserve need not be fully funded before the fleet's first
replacements come due. A low initial contribution is defensible while no apparatus is due for
replacement, but holding it flat only enlarges the eventual catch-up: deferring the set-aside does not
avoid the cost; it converts a smooth annual expense into a future budget shock or a debt issuance when
a major unit comes due. The five- and ten-year projections accordingly ramp this contribution upward as
the fleet ages, from $50,000 in the early years to the fully funded level of roughly $229,300 in today’s
dollars by Year 5, rather than holding it flat at $50,000. Just as important, the amount and funding
mechanism should align with how the Town already provides for capital replacement elsewhere in its
budget. A Town that maintains a dedicated equipment-replacement fund would size the fire contribution
to that model; one that finances apparatus through lease-purchase or debt would budget the
corresponding debt service in place of a cash reserve; and one that funds replacements on a pay-as-yougo basis would instead plan for larger appropriations in the replacement years. The schedule here
assumes a straightforward reserve set-aside in constant dollars; the Town should confirm the approach
against its own capital-funding practices and set the final contribution accordingly, revisiting it as the
fleet ages and apparatus pricing becomes known.

OPERATIONS (NON-PERSONNEL)
In addition to personnel expenses, the new Lauderdale-By-The-Sea Fire Department will incur ongoing
operating costs for fuel, maintenance, medical supplies, utilities, training, insurance, and related items.
Startup costs would also include EMS program expenses, including IT, Medical Director setup, licensing,
and billing systems. The Town currently experiences approximately 1,700 calls for service per year. This
relatively modest call volume, combined with short response distances in a compact community,
supports a more restrained operating cost estimate than in larger or busier departments. The following
table provides a planning-level estimate of first-year non-personnel operating costs.

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NON-PERSONNEL OPERATING COST – FIRST YEAR

Category

Estimated Cost Range

Budget Planning

Fuel & Apparatus Maintenance

$70,000 - $100,000

$85,000

Medical Supplies & Pharmaceuticals

$45,000 - $60,000

$52,500

Station Utilities & Facility Maintenance

$30,000 - $45,000

$37,500

Training & Certifications

$20,000 - $30,000

$25,000

Insurance (Liability, Vehicle, Property)

$60,000 - $80,000

$70,874

PPE Replacement

$15,000 - $25,000

$20,000

Communications / Radio Fees

$8,000 - $15,000

$11,500

EMS Program Startup / Administrative

$20,000 - $30,000

$25,000

Office, Administrative & Miscellaneous

$20,000 - $30,000

$25,000

EMS Medical Director (contract)

$45,000 - $60,000

$50,000

Records / EMS Software (annual license)

$10,000 - $20,000

$15,000

$343,874 - $495,874

$417,374

Total Estimated First Year Operating Costs

FIRST YEAR STARTUP COST SUMMARY
The following chart summarizes the estimated first-year startup costs for the Lauderdale-By-The-Sea
Fire Department. Personnel and operational costs are subtotaled to show the estimated recurring costs
once major capital improvements are complete.
FIRST YEAR STARTUP COST SUMMARY — CROSS-TRAINED MODEL

Category
Personnel Salary and Benefits

Estimated Cost Range

Budget Planning

$5,402,827

$5,402,827.00

Non-Personnel Operating Costs

$343,874 - $495,874

$417,374.00

Subtotal Personnel & Operations

$5,746,701 – $5,898,701

$5,820,201.00

Capital – Apparatus & Vehicles

$1,100,000 – $1,690,000

$1,400,000.00

Capital – Station Improvements

$750,000 – $1,000,000

$875,000.00

Total Capital Costs

$1,850,000 – $2,690,000

$2,275,000.00

Total Estimated Startup Costs

$7,596,701 – $8,588,701

$8,095,201.00

In the first year, the percentage of the operating budget allocated to personnel costs is high, at 92% to
94%. This is partly due to hiring new personnel, competitive salaries in the current labor market, and the
lean operational assumptions used for this small department.
First-year startup costs range from approximately $7.60 million to $8.59 million, with a planning estimate
of approximately $8.10 million. Of the planning total, $2.28 million represents one-time capital for
apparatus, vehicles, and station improvements. After the first year, these capital costs are replaced by
ongoing maintenance and, if desired, replacement-fund contributions.

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EMERGENCY MEDICAL TRANSPORTS
A municipal fire department that provides emergency medical transport can generate offsetting revenue
through billing for those transports, and the Town should account for this potential revenue when
evaluating the department's net cost. Currently, the Town does not maintain its own transport billing
history, payer mix, or collection data because it has not previously operated a transport service. Without
that information, the Town can still develop a revenue projection using its historical call volume and
established industry benchmarks. The following projection is a planning-level estimate based on stated
assumptions rather than a precise forecast, and it should be refined as the department gains billing
experience.
The projection is developed in three steps. First, convert historical medical call volume into an estimated
number of billable transports. Over the past three years, the Town has averaged approximately 1,150
medical calls annually. Not every medical call results in a transport; many calls end in patient refusals,
treat-and-release contacts, lift assists, or cancellations, none of which generate transport revenue.
Industry experience indicates that roughly 60% to 70% of medical calls result in a billable transport.
Applying this range yields an estimated 690 to 805 transports per year, or approximately 750 transports
at the midpoint.
Second, apply an average net revenue figure to each transport. Emergency medical transports are billed
at a gross charge, but actual collections are substantially lower and vary by payer. Medicare and
Medicaid reimburse fixed and comparatively modest amounts, commercial insurers generally pay more,
and self-pay accounts typically collect very little. Because the Town's specific payer mix and collection
rates are not yet known, the most reliable approach is to apply a benchmarked net collected revenue per
transport, which inherently blends payer mix and collection performance into a single figure. Given the
community's older, coastal demographic profile, which points to a payer mix weighted heavily toward
Medicare, a realistic net collected figure ranges from approximately $400 per transport at the
conservative end to $600 at the optimistic end, with roughly $500 representing a reasonable moderate
planning point.
Third, these assumptions are combined to produce a projected annual revenue range. Using an
estimated 750 transports per year, the resulting projection is as follows:
MEDICAL TRANSPORT FIRST YEAR PROJECTED REVENUE

Estimated
Transports
750

Net Revenue per
Transport
$400

Projected Annual Transport
Revenue
~$300,000

Moderate (Planning)

750

$500

~$375,000

Optimistic

750

$600

~$450,000

Scenario
Conservative

On this basis, the Town can reasonably anticipate gross transport collections of approximately $375,000
annually as a planning figure, within a likely range of $300,000 to $450,000. When annual call volume
variation is also considered, the range extends from roughly $275,000 to $485,000.
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Several important considerations apply to this projection. First, these figures represent net collected
revenue, collections after payer-mix and collection-rate discounts, but before third-party billing costs; a
billing vendor's charge of roughly 5% to 8% of collections, or the equivalent in-house billing cost, would
modestly reduce the net revenue realized by the Town. Second, this revenue depends on the Town
actually performing the transports, which requires the department to hold the necessary transport
authority, including a Certificate of Public Convenience and Necessity and state licensure. If another
provider currently handles transports, this projection represents revenue the Town would capture by
operating its own transport service. Third, the community's demographic profile has offsetting effects: a
large senior population supports consistent call volume and steady Medicare reimbursement, but
Medicare's fixed payment rates also limit the collection potential, which is why the moderate scenario,
rather than the optimistic one, is recommended as the planning basis.
In summary, emergency medical transport revenue could offset a meaningful portion of the department's
annual operating cost, on the order of $375,000 per year under moderate assumptions. Present and
budget this figure as an estimated offset with a defined range, and validate and adjust it once the
department establishes its own transport billing history, ideally after its first full year of operation.
OTHER REVENUE CONSIDERATIONS
Beyond transport billing, a municipal department would let the Town capture two recurring revenue
sources that the current contract directs to Pompano Beach. The first is the Chapter 175 firefighter
premium tax. Under Section 175.101, Florida Statutes, the state levies a 1.85% excise tax on property
insurance premiums for property located within the Town. It distributes the proceeds each year to
municipalities that maintain a qualifying firefighter pension plan. Section 10.3.1.2 of the current
interlocal agreement assigns this revenue to Pompano Beach, which “shall directly collect and retain all
Chapter 175 premium tax revenue that would have otherwise been allotted to” the Town; by establishing
its own Chapter 175 plan, the Town would instead capture the premium tax generated within its
boundaries. This revenue is restricted because it must be applied to the firefighter pension, so it offsets
the Town's required pension contribution rather than serving as unrestricted general revenue. It is
nonetheless real value that the municipal option retains, and the contract does not. The Florida Division
of Retirement's 2025 premium tax distribution calculation shows that property located within the Town
generated $267,708.74 in firefighter premium tax that year, the entirety of which was reallocated to
Pompano Beach under the provision above. Operating its own department under a qualifying Chapter
175 plan, the Town would retain this revenue — roughly $246,000 net of the state's eight-percent
administrative charge — and apply it against the cost of the firefighter pension. Because the statutory
distribution formula weighs the plan's covered firefighter payroll, and the Town's sworn-firefighter payroll
is modest relative to its comparatively large coastal premium base, a portion of the annual amount may
be directed to a firefighter supplemental share plan rather than offsetting the Town's required
contribution dollar-for-dollar; the plan actuary would determine the precise split when the plan is
designed. Since the amount is dedicated to the plan and varies year to year with statewide premium
collections, it is best understood as reducing the net cost of the firefighter pension rather than as a
standalone revenue line. It is presented here as a recurring six-figure benefit of the municipal option that

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the current contract forgoes, to be confirmed at plan design, rather than carried as a fixed line in the netcost tables.
The second source is the fees the Town already charges for fire inspections, plan review, and fire
investigations. As noted in the financial overview, the Town collects these fees today but remits
Pompano Beach's invoice for performing the work, and it splits fire code enforcement fees evenly with
Pompano Beach. Under a municipal department, the Town would retain the full amount of these fees,
along with the cost and responsibility for providing the service. This revenue largely offsets the cost of
the prevention program described earlier rather than producing a net surplus. Still, it keeps within the
Town dollars that are currently shared with or passed through to the provider.
A third consideration is reallocating existing revenues and appropriations. The base contract fee the
Town now pays Pompano Beach, approximately $1.54 million in the current year, would be freed to help
fund the municipal department, as reflected in the current-cost baseline. Other Town revenues or budget
lines that presently support fire service would likewise be available for redirection. These reallocations
do not add new money, but they define the funding base the department would draw on. Taken together,
transport billing and retained service fees are recurring revenue the municipal department can present as
offsets against operating costs, while the Chapter 175 premium tax reduces the net cost of the pension;
recognizing all three ensures the net cost of the municipal option is not overstated.
FINANCIAL PROJECTION
This projection applies the planning-level cost estimates to the Fire Department’s future expenses.
Applying a 4% annual growth rate to salaries, benefits, overtime, and out-of-class pay, and a 3.5% annual
inflation rate for non-personnel costs, the following table shows the five-year projected costs for the
cross-trained Firefighter/Paramedic model.
FIRE DEPARTMENT FIVE-YEAR PROJECTION — CROSS-TRAINED MODEL

Line Item

Year 1

Year 2

Year 3

Year 4

Year 5

$5,402,827

$5,348,540

$5,562,482

$5,784,981

$6,016,380

Non-Personnel Expenditures

$417,374

$431,983

$447,102

$462,750

$478,946

Total Operating Expenditures

$5,820,201

$5,780,523

$6,009,584

$6,247,731

$6,495,326

Capital Investment

$2,275,000

$50,000

$110,000

$170,000

$229,300

Total Expenditures

$8,095,201

$5,830,523

$6,119,584

$6,417,731

$6,724,626

$375,000

$388,125

$401,709

$415,769

$430,321

$7,720,201

$5,442,398

$5,717,875

$6,001,962

$6,294,305

Salaries and Benefits

EMS Transport Revenue
Net Cost

The number of EMS calls for the past three years has been relatively steady at about 1,150 per year.
Using the 750 from the first-year projections and increasing net revenue by the 3.5% annual inflation rate,
revenue for this line item increases slightly.

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The five-year expenditure projection indicates that, after the significant first-year capital investment in
apparatus and station improvements, annual operating costs range from approximately $5.78 million in
Year 2 to approximately $6.50 million by Year 5. (Year 2 dips below Year 1 because the one-time turnoutgear and uniform expense is incurred only in the first year and is not carried into the escalated base.)
Including the capital-replacement contribution, which ramps from $50,000 to approximately $229,300 by
Year 5, total expenditures reach approximately $6.72 million by Year 5, offset by an estimated $430,000
in EMS transport revenue for a net cost of approximately $6.29 million. This capital line ramps the
apparatus-replacement contribution from $50,000 in the early years to the fully funded reserve of
approximately $229,300 per year by Year 5, as detailed in the Capital Replacement Schedule. These
figures provide a planning baseline for the long-term financial commitment required to operate an
independent career fire department.

STAFFING ALTERNATIVE
The preceding analysis examined a cross-trained model in which the two rescue paramedics are
Firefighter/Paramedics. An alternative approach staffs those two positions differently and is presented
below for comparison.
Under this alternative, the two paramedics on the Rescue unit are employed as EMS-only paramedics
rather than Firefighter/Paramedics. The Quint crew, a Captain, a Driver/Engineer, and a Firefighter/EMT,
and the rescue Lieutenant are unchanged, so the six-person minimum daily staffing and the overall
headcount of 24 are the same as in the cross-trained model. The difference is functional: because EMSonly paramedics are not fire-certified, they cannot augment the fireground, so a working structure fire
would draw the three-person Quint crew and the rescue Lieutenant until mutual aid arrives, whereas the
cross-trained model's Firefighter/Paramedics can cross to the fireground when the rescue unit is not
committed to a transport.
This model maintains the same 24/48 schedule and six-person daily minimum, and it creates a distinct
EMS-only career path that may expand the candidate pool, since rescue applicants need not hold both
firefighter and paramedic certifications. For EMS-only positions, a 36- or 40-hour week is also commonly
used and may be considered in the future.
ORGANIZATION OVERVIEW
All previous requirements and assumptions will remain in effect; the only changes are in personnel
classifications, numbers, and associated costs. The Town will still need to complete the previously
described steps to establish the fire department and an EMS transport program. The following chart
illustrates a proposed organization for this staffing model:

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LAUDERDALE-BY-THE-SEA FIRE DEPARTMENT

Town Manager

Fire Chief
Adminsitrative
Assistant
Asst. Chief / Fire Marshal

A Shift

B Shift

C Shift

Captain

Captain

Captain

Driver /
Engineer

Lieutenant

Driver /
Engineer

Lieutenant

Driver /
Engineer

Lieutenant

Firefighter /
EMT-A

EMTParamedic

Firefighter /
EMT-A

EMTParamedic

Firefighter /
EMT-A

EMTParamedic

EMTParamedic

EMTParamedic

EMTParamedic

Using the same 1.27 relief factor and 24/48 schedule as the cross-trained model, the department
requires the same twenty-four operational personnel to staff the six-person daily minimum. Across the
three shifts, these positions comprise three Captains, three Lieutenants, three Driver/Engineers, six
Firefighter/EMTs, and nine EMS-only Paramedics — the same rank distribution as the cross-trained
model, except that the nine rescue paramedics are employed as EMS-only Paramedics rather than
Firefighter/Paramedics. This provides a minimal buffer for Kelly days and absences, although overtime
may still be required at times. This lean model will help establish the department, but adding an EMS
supervisor may be desirable soon for training, QA & QI, and controlled-substance accountability.
PERSONNEL COSTS
The following table shows the salary costs for each classification, including a Paramedic and a
Firefighter position.

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SALARY RANGES — SEPARATE-ROLES MODEL

Beginning
Annual Salary

Ending Annual
Salary

Captain

$102,000

$114,736

Includes a 4% increase annually on the
anniversary date of hire.

Lieutenant

$92,575

$104,134

Includes a 4% increase annually on the
anniversary date of hire.

Driver / Engineer

$82,000

$92,239

Includes a 4% increase annually on the
anniversary date of hire.

Firefighter / EMT

$65,000

$73,116

Includes a 4% increase annually on the
anniversary date of hire.

Paramedic

$63,000

$70,866

Includes a 4% increase annually on the
anniversary date of hire.

Position

Notes

The above ranges are typical and competitive for South Florida. Commonly, but not always, when
firefighters graduate from school, they are certified as a firefighter and a basic EMT. The above rates
reflect this fact. As shown, the rate for paramedic-only positions is lower than the firefighter salary. The
following chart shows the first-year benefits cost for this staffing model:
OPERATIONS PERSONNEL COST – FIRST YEAR — SEPARATE-ROLES MODEL

Salary

Benefits

Captain

$102,000

$92,659

Turnout
Gear /
Uniforms
$10,000

Driver / Engineer

$82,000

$85,129

Firefighter / EMT

$65,000

EMS Lieutenant
Paramedic
Total Personnel
Cost

Overtime

Total
Cost

Number of
Personnel

Total First
Year Cost

$15,300

$219,959

3

$659,877

$10,000

$12,300

$189,429

3

$568,287

$78,319

$10,000

$9,750

$163,069

6

$978,414

$92,575

$89,016

$10,000

$13,886

$205,477

3

$616,431

$63,000

$83,886

$4,500

$9,450

$160,836

9

$1,447,524

24

$4,270,533

In the previous table, turnout gear and uniform requirements for the paramedic position are lower. EMSonly paramedics do not qualify for the Chapter 175 firefighter pension and would need to be enrolled in
the Florida Retirement System (FRS) Special Risk Class or a comparable local plan; because enrolling in
FRS is a separate and largely irrevocable decision for the Town as an FRS-participating employer, it
should be flagged as an open item with its own cost consequences. The Special Risk employer
contribution rate is higher than the local Chapter rate—applied here as an increase of roughly 12
percentage points of base pay—which raises the overall benefits cost for the paramedic position; once
confirmed, the two employer contribution rates should be stated explicitly. The starting operational level
cost for this model would be $4,270,533.

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Out-of-Class and Administrative Personnel Cost are the same as in the primary model, bringing total firstyear staffing cost to $5,244,085.
FIRST YEAR STARTUP COST SUMMARY
Carrying forward the non-personnel costs and the capital needs, the following shows the first-year
startup costs for this model.
FIRST YEAR STARTUP COST SUMMARY - ALTERNATIVE STAFFING MODEL

Category
Personnel Salary and Benefits

Estimated Cost Range

Budget Planning

$5,244,085

$5,244,085

Non-Personnel Operating Costs

$343,874 - $495,874

$417,374

Subtotal Personnel & Operations

$5,587,959 – $5,739,959

$5,661,459

Capital – Apparatus & Vehicles

$1,100,000 – $1,690,000

$1,400,000

Capital – Station Improvements

$750,000 – $1,000,000

$875,000

Total Capital Costs

$1,850,000 – $2,690,000

$2,275,000

Total Estimated Startup Costs

$7,437,959 – $8,429,959

$7,936,459

The first-year startup costs for this model are approximately $7,936,459. Because both models now
require 24 operational personnel to meet the six-person minimum daily staffing, this separate-roles
model is about $158,742 lower in the first year than the cross-trained model, because staffing the two
rescue positions with lower-cost EMS-only paramedics costs less than staffing them with
Firefighter/Paramedics, even after the higher Florida Retirement System contribution rate for EMS-only
positions. Over five years, the separate-roles model remains the lower-cost option, by roughly $640,000.
FINANCIAL PROJECTION – ALTERNATE STAFFING MODEL
The following projection applies the same planning-level cost assumptions used for the cross-trained
model, with 4% annual growth in salaries, benefits, overtime, and out-of-class pay, and 3.5% inflation on
non-personnel operating costs. This table represents the five-year projected costs for the alternative
staffing model that separates career firefighters from EMS-only paramedics.

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FIRE DEPARTMENT FIVE-YEAR PROJECTION — SEPARATE-ROLES MODEL

Line Item

Year 1

Year 2

Year 3

Year 4

Year 5

$5,244,085

$5,234,928

$5,444,326

$5,662,099

$5,888,582

Non-Personnel Expenditures

$417,374

$431,983

$447,102

$462,750

$478,946

Total Operating Expenditures

$5,661,459

$5,666,911

$5,891,428

$6,124,849

$6,367,528

Capital Investment

$2,275,000

$50,000

$110,000

$170,000

$229,300

Total Expenditures

$7,936,459

$5,716,911

$6,001,428

$6,294,849

$6,596,828

$375,000

$388,125

$401,709

$415,769

$430,321

$7,561,459

$5,328,786

$5,599,719

$5,879,080

$6,166,507

Salaries and Benefits

EMS Transport Revenue
Net Cost

Transport revenue is unchanged from the cross-trained model, since call volume and transport
assumptions do not vary with the staffing approach: approximately 750 billable transports annually,
escalated at 3.5% per year.
The five-year expenditure projection indicates that after significant first-year capital investment in
apparatus and station improvements, annual operating costs range from approximately $5.67 million in
Year 2 to approximately $6.37 million by Year 5. (Year 1 operating includes the one-time turnout-gear and
uniform expense; excluding that item, Year 1 recurring operating is about $5.40 million, and Year 2 is
essentially level before rising with escalation in later years.) Including the capital-replacement
contribution, which ramps from $50,000 to about $229,300 by Year 5, total expenditures reach about
$6.60 million by Year 5, offset by an estimated $430,000 in transport revenue for a net cost of about
$6.17 million. This separate-roles model has a lower ongoing expense than the cross-trained model—by
roughly $640,000 over five years, because, at the same 24-person headcount, EMS-only paramedics are
compensated below the firefighter/paramedic rate. The capital line ramps the apparatus-replacement
contribution from $50,000 in the early years to the fully funded reserve of approximately $229,300 per
year by Year 5, building the reserve ahead of the rescue unit’s replacement in Year 7. In contrast, no
front-line unit is due within the first five years, as detailed in the Capital Replacement Schedule. These
figures provide a planning baseline for the long-term financial commitment required to operate an
independent career fire department.

SUPPORT SERVICES
Establishing a municipal fire department does not affect the Fire Department alone; it adds workload and
cost to the Town's existing support functions and, in some cases, requires new support capacity. This
chapter consolidates those cross-departmental impacts — human resources, finance, legal, and
information technology and communications — and the positions and costs the Town should plan for to
support the department. The previous department analysis addresses personnel parameters that drive
the department's cost model, such as the fire service's overtime rules, the firefighter pension, and shift
staffing; this section focuses on the support the department needs from the rest of the Town
organization.

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HUMAN RESOURCES
Establishing a new municipal fire department is not solely an operational or capital undertaking; it also
carries significant human resources implications that must be addressed before the department can
function effectively and in compliance with state and federal law. Building a workforce from the ground
up requires a complete personnel infrastructure, job classifications and compensation, recruitment and
credentialing, work schedules that reflect the fire service's unique overtime rules, and benefits shaped by
Florida's fire-specific statutes, as well as labor relations, personnel policies, and health and wellness
programs suited to a high-risk profession. The considerations below outline the primary human
resources matters the Town should plan for in standing up the department.
Classification and Compensation. The Town will need job classifications and descriptions for every rank
and role, including firefighter/paramedic, driver/engineer, lieutenant, assistant fire chief, and fire chief,
each with defined duties, minimum qualifications, and physical requirements. The Town will also need a
formal pay plan and salary schedule, a promotional and step structure, and a defined approach to how
the new positions compare to the surrounding market.
Labor Relations. Collective bargaining is a significant consideration in Florida. Firefighters have
organizing rights under Chapter 447, Florida Statutes. If they petition the Public Employees Relations
Commission (PERC) for union recognition, the Town would be required to negotiate a collective
bargaining agreement covering wages, hours, and working conditions. Even before a union forms, this
possibility shapes how the Town should write its policies, because many terms become subject to
negotiation.
Recruitment, Hiring, and Credentialing. The Town will need a complete hiring process, including
recruitment, application screening, a physical ability test (commonly the CPAT), interviews, background
investigations, drug screening, and pre-employment medical and psychological examinations. Because
fire service is a licensed profession in Florida, the Town must also verify and track state certifications,
including Florida Firefighter Minimum Standards, EMT or paramedic licensure through the Department of
Health, and driver credentials, along with ongoing continuing education and recertification requirements.
Work Schedules and FLSA. The fire service operates under a special overtime framework, the FLSA 7(k)
exemption, which changes how the overtime threshold is calculated for firefighters relative to other
employees. The shift schedule design drives both staffing levels and overtime costs, making it as much
a human resources and budgetary decision as an operational one.
Benefits and Florida-Specific Statutory Obligations. Beyond standard health and dental coverage and
the Chapter 175 pension, Florida imposes fire-specific liabilities the Town must plan for, including the
heart/lung presumption and the firefighter cancer presumption and benefit statutes, which treat certain
conditions as job-related for workers’ compensation purposes. The Town will also need workers’
compensation coverage priced for the high-risk classification and a return-to-work and light-duty policy.
Health, Safety, and Wellness. The department will require a medical surveillance program and periodic
physicals consistent with NFPA 1582, fitness-for-duty standards, an infection control and exposure
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program, and a behavioral health, employee assistance, and peer support program appropriate to the
demands of the profession. This area also includes a designated safety officer and compliance with
applicable OSHA requirements, including the two-in/two-out rule.
Core Personnel Administration. The Town will need an employee handbook and personnel policies
addressing conduct, discipline, grievances, equal employment opportunity, ADA accommodation, and
leave, along with a performance evaluation system, a formal onboarding and field training program with
a defined probationary period, payroll and timekeeping setup, and records retention practices consistent
with Florida’s public records laws.
Statutory Thresholds. The Town currently employs approximately 43 people, which keeps it below two
federal thresholds tied to employer size. Standing up the department would add roughly 29 positions (24
operational and five administrative and support), raising the Town's workforce to about 72 and crossing
both thresholds. Under the Affordable Care Act (ACA), an employer with 50 or more full-time-equivalent
employees is an “Applicable Large Employer” subject to health-coverage tracking and annual IRS
reporting, and the expanded workforce places the Town over that line. The Family and Medical Leave Act
(FMLA) applies to employers with 50 or more employees within 75 miles, so the Town would also come
within its scope and must offer eligible employees job-protected leave. Under the FMLA, an employee is
eligible for leave when all of the following criteria are met:
•

The Town has employed the employee for at least 12 months;

•

The employee has completed at least 1,250 hours of service during the previous 12-month period;
and

•

The employee works at a site where the Town employs 50 or more employees within 75 miles of the
worksite at the time of the leave request.

As with the ACA, the FMLA requires tracking and evaluating employee eligibility, monitoring leave taken,
and meeting associated reporting obligations. These compliance activities will further add to the
workload of the Town's human resources function, and the Town should account for this increased
administrative demand when planning for the department.
Support Department Impact. Standing up the fire department also adds workload to the Town's support
functions, and at least one of those impacts should be staffed and budgeted from the outset. The Town
does not currently employ a dedicated human resources professional, yet standing up the department
would add approximately 29 positions to the Town's workforce, along with the fire service's specialized
requirements: collective bargaining, the firefighter presumption statutes, medical surveillance and
fitness-for-duty programs, certification and license tracking, and the ACA and FMLA obligations
described above. To absorb this workload, the analysis includes a Human Resources Generalist.
Because these responsibilities span the Town's broader personnel, benefits, and labor-relations
functions rather than fire-ground operations, the position is best established as a Town position
reporting to the Town Manager rather than within the Fire Department. However, it remains a direct cost
of standing up the service. The Generalist would manage recruitment and onboarding for the new

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department, benefits and leave administration, personnel records and compliance, and support for labor
relations. Fully loaded, the position is estimated at approximately $133,829 in the first year — a $66,000
base salary plus the Town’s benefit package, which is driven by the family health, dental, vision, gap, and
HRA coverage the Town funds at 100% for all employees — and its cost is carried with the administrative
and support personnel in the cost summaries that follow.
The finance department will also absorb additional payroll, pension, billing, purchasing, and claims
workload, as described under Finance below, and information technology and other support functions
may require added capacity. Evaluate these impacts and, where warranted, staff and budget them on the
same basis as the human resources position.
FINANCE
As noted, establishing a new fire department will place additional demands on the Town's finance
department that extend well beyond adding a new cost center to the budget. The department will
introduce a larger, more complex payroll; a public pension plan to administer; a new billing and revenue
function; higher purchasing volume; additional capital assets to track; and increased grant and insurance
activity. Each of these functions adds to the finance department's workload, and the Town should plan
for the possibility that additional finance staff or resources will be required to absorb them. The
following items outline the primary financial administration considerations the Town should anticipate.
Payroll Processing. Payroll is the most immediate impact, as the finance department will process pay
for approximately 29 additional positions (under the separate-roles model). Fire Department payroll is
also more complex than standard municipal payroll, because it must account for shift schedules, the
fire service's 7(k) overtime provisions under the Fair Labor Standards Act, holiday and overtime pay,
and pension deductions. This added complexity will increase the finance department's workload and
may require additional staff or resources.
Pension Plan Administration. The finance department will administer the Chapter 175 firefighter pension
plan. This includes remitting employer and employee contributions, tracking the state insurance
premium tax revenue that supports the plan, and coordinating with the plan's actuary and administrator.
These functions require ongoing reporting and reconciliation throughout the year.
Emergency Medical Transport Billing and Revenue. Adding a transport service will create a new revenue
stream that the finance department must manage. If the Town bills for emergency medical transports,
the finance department will oversee billing, reconcile collections, monitor accounts receivable, and
ensure compliance with applicable billing regulations. This oversight responsibility remains with the
finance department whether the billing function is performed in-house or by a third-party vendor.
Purchasing, Procurement, and Debt Service. The Fire Department will increase purchasing and accounts
payable activity. Apparatus, equipment, supplies, fuel, and maintenance all generate purchase orders,
invoices, and payments that the finance department must process, and larger purchases such as
apparatus may require competitive procurement. If the Town finances apparatus or a station through a

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lease-purchase agreement or debt issuance, the finance department will also manage the associated
debt service.
Capital Asset Management. The department will add significant capital assets that the finance
department must track and manage. This includes recording and depreciating apparatus and equipment
and planning a capital replacement schedule to fund the eventual replacement of those assets. Because
fire apparatus represents a substantial long-term investment, this planning function is an important
element of the Town's overall financial management.
Grant Accounting and Compliance. If the Town pursues grant funding such as the Assistance to
Firefighters or SAFER grants, the finance department will manage grant accounting, compliance, and
reporting requirements. These grants carry conditions that must be tracked and documented, and
depending on the amount awarded, they may also affect the scope of the Town's annual audit.
Risk Management and Insurance. Finally, the higher-risk nature of the fire service will increase the
volume of workers' compensation and insurance claims activity. Processing these claims, including
those arising under Florida's firefighter presumption statutes, will add further to the finance department's
workload.
LEGAL AND TOWN ATTORNEY
The Town Attorney's office will take on new and recurring work to stand up and operate the department.
At the outset, counsel would draft or review the enabling ordinance establishing the department, the
interlocal and transition agreements needed to wind down the current service arrangement, and the
procurement documents for apparatus, equipment, and professional services. Because Florida
firefighters have collective bargaining rights under Chapter 447, the Town should also anticipate the cost
of negotiating an initial collective bargaining agreement and administering it thereafter, whether through
the Town Attorney or specialized outside labor counsel.
On an ongoing basis, legal support extends to the EMS regulatory framework — the Certificate of Public
Convenience and Necessity, the state EMS provider license, HIPAA and controlled-substance
compliance, and the physician medical director agreement — as well as employment matters, public
records and Sunshine Law obligations, risk and liability questions, and grievance or disciplinary
proceedings. Because the Town’s legal services are provided by a contract Town Attorney who serves
several communities, much of this work is absorbed within the existing legal budget rather than added
as a new cost; the incremental legal expense is limited to occasional specialized labor or EMS counsel,
and the Town should confirm that its current retainer contemplates the added volume.
INFORMATION TECHNOLOGY AND COMMUNICATIONS
The department introduces information-technology and communications requirements that go beyond
general municipal systems and, in several cases, carry compliance obligations the Town does not
currently manage. The Town should scope and budget these with its information-technology function,
whether the systems are delivered in-house, through the county, or by outside vendors.
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Records Management Systems. The department will also require fire- and EMS-specific records and
reporting systems, including incident reporting through the National Emergency Response Information
System (NERIS). This U.S. Fire Administration platform has replaced NFIRS, and, for EMS, electronic
patient care reporting that feeds the state EMSTARS system. These functions require recordsmanagement software and, importantly, HIPAA-compliant handling of patient care records — a
compliance obligation that general municipal records do not carry. Should the department provide
transport, it would also need an EMS billing function, along with the associated payer enrollment and
compliance requirements.
Dispatch and Communications. Several functions depend on coordination with outside agencies. The
department must arrange dispatch and communications services, typically through the county or a
regional public safety answering point, including computer-aided dispatch integration and radio
interoperability on the county's 800 MHz system. For Lauderdale-By-The-Sea, that dispatch is provided
through the Broward County Regional Communications System, which is funded by the County and
operated by the Broward Sheriff’s Office and already serves most of the county’s municipalities;
participating cities do not pay a separate per-city fee for the dispatch service, so the department’s
communications cost is limited to radios, station alerting, and the computer-aided-dispatch interface
rather than the dispatch service itself. Formal automatic-aid and mutual-aid agreements with Broward
County and neighboring departments are essential to a smaller department's operational coverage and
require administrative negotiation and adoption. The establishment of the department will also prompt
an evaluation by the Insurance Services Office (ISO), which assigns a Public Protection Classification
based on staffing, apparatus, water supply, and communications; because this rating affects property
insurance premiums for residents and businesses, preparing for and managing the ISO grading is an
administrative priority.
SUPPORT SERVICES COST SUMMARY
The support functions above translate into a mix of new positions, added workload on existing Town
departments, and recurring service and compliance costs. Several are already reflected in the cost
model: the Human Resources Generalist is carried as a Town position at approximately $133,829 in the
first year, and the department's insurance, records systems, dispatch, and EMS billing costs are included
in the first-year operating estimate. The physician medical director agreement (approximately $50,000,
based on comparable Florida contracts) and the records-software license have now been folded into the
first-year operating estimate as well; the finance Account Specialist is carried with the personnel costs
above; the Broward regional dispatch is county-funded and adds no direct fee; EMS billing is handled by
a third-party vendor as a percentage of collections and is already netted into the transport-revenue
estimate; and the Town’s existing contract attorney largely absorbs legal support. These incremental
support-service costs are consolidated here so they can be read in one place alongside the department
budget.

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Support Function

Estimated FirstYear Cost

Basis / Status

Human Resources Generalist (Town
position)

$133,829

Costed; carried with administrative
and support personnel

Physician Medical Director agreement

≈ $50,000

Comparable-based (Marathon, FL
$60,000; Columbia County $45,000);
service contract, no benefit load;
confirm with a local physician quote

Dispatch and communications (PSAP fee,
CAD/radio interface)

~ $0 direct

County-funded Broward regional
system (BSO); radio, alerting, and CAD
interface carried in operating and
apparatus

Records management and EMS billing
systems

≈ $15,000

Records/reporting software (NERIS,
ePCR) annual license (estimated).
EMS billing is outsourced at a % of
collections and already netted into the
transport-revenue estimate.

Finance — Account Specialist (Town
position)

≈ $104,500

Confirmed: $42,000 base plus the
family benefit package (applied at the
family tier per Town policy)

Insurance — property, liability, vehicle,
apparatus

$70,874

Confirmed: property, GL, POL, EPLI,
apparatus, and vehicle policies.
Workers' compensation ($64,522) is a
payroll cost carried in personnel
benefits.

Largely absorbed

The Town’s contract attorney serves
several communities; most costs sit in
the existing legal budget, with
specialized labor/EMS counsel as
needed.

Total first-year support-service cost

≈ $374,200

Sum of the support-service items
above (dispatch and legal absorbed at
little or no direct cost)

Now reflected in the department budget

≈ $374,200

All items — including the Medical
Director and records software — are
carried in the personnel and nonpersonnel operating tables.

Legal / Town Attorney (bargaining,
regulatory support)

Remaining outside the department budget

$0

No material support-service cost falls
outside the operating budget

This summary consolidates the incremental cost that a municipal department places on Town support
functions. The Human Resources Generalist and finance Account Specialist are already reflected in the
report's cost model; the physician medical director (approximately $50,000) and records-management and
EMS-billing software (a modest annual license) are now included in the first-year operating estimate.
Dispatch and most legal support are absorbed at little or no direct cost, as detailed above. The Chapter 175

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premium tax discussed earlier is a restricted revenue offset to the firefighter pension, not a support-service
cost, so it is not included here.

BUDGET OUTLOOK AND MODEL COMPARISON
This section brings the first-year transition budget and the long-term financial outlook together and
compares the separate-roles model with the cross-trained alternative evaluated earlier. The two models
share the same apparatus, facilities, headcount, and one-time transition costs; they differ only in how the
two rescue paramedics are employed, which makes the separate-roles model modestly less expensive to
operate. The following tables present the separate-roles model in detail and then show, side by side, how
the cross-trained model compares on a first-year and a ten-year basis.
TRANSITION AND FIRST-YEAR BUDGET
It is useful to separate the one-time cost of standing up the department from the recurring cost of
operating it. One-time transition costs — apparatus, station improvements, initial outfitting, recruitment,
and pre-opening payroll — are incurred once, largely before or during the first year, while recurring
operating costs are the personnel and operating expenses the Town carries every year thereafter.
Distinguishing the two clarifies both the up-front investment the Town must fund and the ongoing budget
the department will require.
The report's first-year startup total of approximately $7.94 million already combines both: about $2.54
million in one-time costs (apparatus and station capital, plus initial turnout gear and uniforms) and about
$5.40 million in recurring operating costs. The budget below reorganizes those figures on that basis and
adds the one-time transition items not separately carried in the startup summary — recruitment and
screening, pre-opening payroll for orientation and set-up, a modest records- and technology-setup cost,
with the enabling-ordinance and organizational legal work handled within the Town’s existing contractattorney arrangement (see the Support Services chapter). With those additions, the total first-year outlay
is about $8.30 million gross (about $7.93 million net of transport revenue), of which roughly $5.40 million
recurs annually.

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TRANSITION AND FIRST-YEAR BUDGET — SEPARATE-ROLES MODEL

ONE-TIME TRANSITION COSTS
Apparatus and vehicles

$1,400,000

Station improvements (interim)

$875,000

Turnout gear and uniforms (initial outfitting)

$260,000

Recruitment, testing, and screening

≈ $100,000

Pre-opening payroll (orientation and set-up)

≈ $250,000

Records, technology, and EMS billing setup

≈ $15,000

Legal, ordinance, and organizational setup

In-town attorney contract

Subtotal — one-time transition

≈ $2,900,000

RECURRING FIRST-YEAR OPERATING
Personnel (salaries, benefits, overtime, out-of-class)
Non-personnel operating

$4,984,085
$417,374

Subtotal — recurring operating

$5,401,459

Less: estimated transport revenue

($375,000)

Net recurring operating

$5,026,459

TOTAL FIRST-YEAR OUTLAY
Gross (one-time + recurring operating)

≈ $8,301,459

Net of transport revenue

≈ $7,926,459

The recruitment and pre-opening-payroll figures are planning estimates that depend on the hiring schedule. The records- and technologysetup line reflects the estimated cost of records-management and EMS-billing software, and the enabling-ordinance and organizational
legal work is handled within the Town's existing contract-attorney arrangement rather than as a separate charge, as summarized in the
Support Services chapter. Recurring personnel excludes the one-time turnout-gear and uniform outfitting, which is carried as a one-time
transition cost — the reason the five-year projection's Year 2 operating cost falls slightly below Year 1.

Because the one-time transition costs are identical under both models, the only first-year difference is
recurring personnel. Staffing the two rescue paramedics as EMS-only paramedics rather than
Firefighter/Paramedics lowers recurring cost by approximately $158,742, so under the cross-trained
model the first-year outlay would be on the order of $8.46 million gross (about $8.09 million net of
transport revenue), compared with $8.30 million gross ($7.93 million net) for the separate-roles model.
TEN-YEAR OUTLOOK AND SENSITIVITY
The five-year projection establishes the near-term budget; a ten-year outlook shows the longer-term
commitment. The table below extends the separate-roles model through Year 10, applying the same
escalation assumptions used in the five-year projection: 4% annually on salaries and benefits and 3.5%
on non-personnel costs and transport revenue. The one-time first-year capital drops out after Year 1; the
recurring capital line then ramps from $50,000 toward the fully funded replacement reserve of
approximately $229,300 per year by Year 5 and holds there, consistent with the Capital Replacement
Schedule.

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TEN-YEAR FINANCIAL OUTLOOK — SEPARATE-ROLES MODEL

Year

Operating
Expenditures

Total
Expenditures

Capital

Transport
Revenue

Net Cost

Year 1

$5,661,459

$2,275,000

$7,936,459

$375,000

$7,561,459

Year 2

$5,666,911

$50,000

$5,716,911

$388,125

$5,328,786

Year 3

$5,891,428

$110,000

$6,001,428

$401,709

$5,599,719

Year 4

$6,124,849

$170,000

$6,294,849

$415,769

$5,879,080

Year 5

$6,367,528

$229,300

$6,596,828

$430,321

$6,166,507

Year 6

$6,619,836

$229,300

$6,849,136

$445,382

$6,403,754

Year 7

$6,882,150

$229,300

$7,111,450

$460,971

$6,650,479

Year 8

$7,154,871

$229,300

$7,384,171

$477,105

$6,907,066

Year 9

$7,438,411

$229,300

$7,667,711

$493,803

$7,173,908

Year 10

$7,733,199

$229,300

$7,962,499

$511,086

$7,451,413

Net annual cost rises from about $5.29 million in the first full year of operations to approximately $7.45
million by Year 10 under the base assumptions, and the cumulative ten-year net cost is on the order of
$65.1 million. Because that trajectory is sensitive to wage growth in particular — personnel is more than
90% of the operating budget — the table below brackets the ten-year outlook under lower- and highergrowth scenarios.
TEN-YEAR NET COST — STAFFING-MODEL COMPARISON

Year

Separate-Roles Net

Cross-Trained Net

Difference

Year 1

$7,561,459

$7,720,201

$158,742

Year 2

$5,328,786

$5,442,398

$113,612

Year 3

$5,599,719

$5,717,875

$118,156

Year 4

$5,879,080

$6,001,962

$122,882

Year 5

$6,166,507

$6,294,305

$127,798

Year 6

$6,403,754

$6,536,664

$132,910

Year 7

$6,650,479

$6,788,705

$138,226

Year 8

$6,907,066

$7,050,821

$143,755

Year 9

$7,173,908

$7,323,414

$149,506

Year 10

$7,451,413

$7,606,899

$155,486

$65,122,171

$66,483,244

$1,361,073

Ten-year cumulative

The annual difference is largest in the first year and narrows thereafter as it is absorbed into a growing
base, but it persists across the full horizon. Cumulatively, the cross-trained model costs about $1.36
million more over ten years, about $66.5 million versus $65.1 million net. That figure is the ten-year price
of the added fireground flexibility the cross-trained model provides; the separate-roles model remains
the lower-cost option in every year.

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TEN-YEAR SENSITIVITY — NET OPERATING COST

Scenario

Assumed Annual Cost
Growth

Year-10 Annual Net

10-Year Cumulative Net

Favorable

2.5%

$6,671,116

$61,856,289

Expected (base)

~ 4.0%

$7,450,430

$65,122,983

Difficult

5.5%

$8,359,311

$68,814,090

These ten-year figures are planning projections, not forecasts. Actual results will depend on collective-bargaining outcomes, call volume
and transport revenue, inflation, and the Town's capital-funding choices. The scenarios vary the assumed annual growth of net operating
cost from Year 2 forward and are illustrative; the favorable and difficult cases are not upper and lower bounds but a reasonable planning
range.

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FEASIBILITY AND IMPLEMENTATION
The current interlocal agreement for fire and emergency medical services is expected to end, and the
Town must select and implement a future service delivery approach. This chapter presents the available
service delivery options, staffing models for a Town department, the findings and considerations
relevant to the Town's decision, and an implementation plan and timeline if the Town elects to place a
municipal department in service.

SERVICE DELIVERY OPTIONS
The Town's decision should be understood in the context of its current circumstances. The Town
presently receives fire, rescue, and emergency medical services from the City of Pompano Beach under
an interlocal agreement, but Pompano Beach has moved to a “true cost” fee model and has provided
notice of its intent to terminate the agreement. As a result, continuing the current arrangement is not a
durable option, and the Town must select among the remaining alternatives.
CURRENT COST BASELINE
Under the existing base-fee contract, the Town’s current outlay is approximately $1.54 million in contract
Year 3 (the year ending August 2026), rising to approximately $1.62 million in Year 4. Both future paths —
a new “true cost” contract and a municipal department — cost substantially more than that baseline. The
table below shows the three on a common annual basis, with the municipal figure presented net of
estimated transport revenue.
Option

Annual Cost to the Town

Notes

Current contracted base fee
(contract Year 3, ending 8/2026)

≈ $1,543,500

The Town’s current actual outlay;
rises to ≈ $1,620,675 in Year 4

Contracted “true cost” model
(Pompano Beach, going forward)

≈ $3.6M – $4.0M

Basis for the provider’s new pricing;
contract is ending

Municipal department —
recommended separate-roles model,
Year 1

≈ $5.66M gross / ≈ $5.29M net Rises to ≈ $6.37M gross / ≈
of transport revenue
$5.94M net by Year 5

AVAILABLE OPTIONS
Three general options are available. The first is to negotiate a new services contract with another
provider, such as a neighboring municipality or Broward County, if one is willing and able to serve the
Town. The second is to establish a municipal fire rescue department, as analyzed in this report. The third
option, a return to a volunteer or combination model, is not viable given the Town's service demand, the
regulatory requirements for advanced life support transport, and contemporary staffing and safety

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standards. Two providers submitted proposals for the Town's consideration — the Broward Sheriff's
Office (BSO) and the City of Fort Lauderdale — which are compared against the municipal option below.
The following table compares the municipal department option with the current contracted model on the
principal decision factors. The contracted “true cost” figure reflects Pompano Beach's estimate of $3.6
million trending toward $4 million annually.
SERVICE DELIVERY OPTIONS COMPARISON

Municipal Department (Separate-Roles
Contracted Service (Current,
Model)
Ending)
~$5.66M in Year 1 (~$5.29M net of
Estimated annual operating cost transport revenue), rising to ~$6.37M ~$3.6M–$4.0M (“true cost”)
by Year 5
Factor

One-time startup cost

~$7.94M

None

EMS transport revenue offset

~$375,000 annually, retained by the
Town

Retained by the provider

Control over service levels and
staffing

Full local control

Limited; set by the provider

Administrative and HR burden

Significant; borne by the Town

Minimal

Availability

Requires a 12–18-month stand-up

Not available (termination notice
given)

On a recurring basis, the estimated cost of operating a municipal department, net of transport revenue, is
somewhat higher in the first year (about $5.29 million under the separate-roles model) than the “true
cost” the Town would pay under a contracted model. The municipal department requires a significant
one-time capital investment and adds administrative responsibility to Town departments, but it also
gives the Town direct control over its service levels and allows it to retain emergency medical transport
revenue. Because the current contract is ending, the practical choice is between securing a new contract,
if a willing provider exists, and establishing a municipal department; the municipal option is feasible and
provides the Town with lasting control over a core public safety service.
The service delivery options above can be evaluated further as governance models, which define not only
who provides the service but also how it is organized, funded, and overseen. In addition to a Townoperated municipal department and continued contracted service, a third model is available: an
independent special fire control district, a separate unit of local government created under Chapters 189
and 191, Florida Statutes, with its own governing board and, typically, independent ad valorem taxing
authority. The following table evaluates the three governance models against statutory compliance,
service delivery, administrative and operational considerations, political and community concerns, and
fiscal implications.
COMPARISON WITH OUTSIDE PROVIDER PROPOSALS
All options evaluated here deliver the same core level of service: a six-person minimum daily staffing—
three personnel on the suppression unit and three on the rescue unit, providing full fire suppression and

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Class 1 advanced life support transport from the Town's station. The current provider, both outside
proposals, and the municipal department are all built to that standard, allowing a like-for-like cost
comparison. The Town received formal proposals from the Broward Sheriff's Office and the City of Fort
Lauderdale; the current Pompano Beach arrangement is ending, and its going-forward pricing is reflected
in the “true cost” figure below.
Annually, the municipal department is the lowest-cost sustainable option at approximately $5.66 million
gross ($5.29 million net of transport revenue), compared with the Fort Lauderdale proposal at
approximately $6.82 million and the BSO proposal at approximately $8.31 million per year. Two
adjustments are needed for a fair comparison. First, the municipal figure carries a one-time first-year
startup investment of approximately $2.28 million in apparatus and station improvements (about $7.94
million in the first year including that capital) that the contract options avoid because the provider
supplies the apparatus; over the initial term, this one-time cost is absorbed, and it builds Town-owned
assets. Second, the municipal figure reflects the department's operating budget, which now includes the
physician medical director and records software; Broward regional dispatch is county-funded, and the
Town’s contract attorney largely absorbs legal support, so no material support-service cost remains
outside the figure. The municipal option also retains EMS transport revenue and the Chapter 175
premium tax, which the current contract does not. As noted in the Executive Summary, this cost
advantage also depends on the department’s lean staffing and overtime assumptions; a higher relief
factor or a larger overtime allowance would raise the municipal figure and narrow the margin over the
contracted alternatives.
PROVIDER COST COMPARISON — ANNUAL AND INITIAL TERM

Option
Municipal department
(recommended)

Annual Cost (Year 1)

Town Retains
Transport

Initial-Term Total

≈ $5.66M gross /
$5.29M net

≈ $32.5M gross /
$30.5M net (5 yrs)

Yes — plus
Chapter 175

City of Fort Lauderdale proposal

≈ $6.82M /
≈ $6.45M net

≈ $35.5M (5 yrs, 6%
esc.) / ≈ $32M net

Yes

Broward Sheriff's Office (BSO)
proposal

≈ $8.31M /
≈ $7.94M net

≈ $33.0M minimum (4
yrs) / ≈ $30.5M net

Yes

≈ $3.6M – $4.0M

—

No

Pompano Beach “true cost”
(contract ending)

Annual figures are Year 1. Municipal figures are from this report's five-year projection (separate-roles model); the municipal initial-term total
includes the one-time startup capital and is shown gross and net of estimated transport revenue. Outside-provider figures are drawn from
the proposals summarized in the Town's Fire Rescue Provider Discussion materials (Exhibit 2): BSO base annual fee $8,313,425 with a
stated four-year minimum of $33,000,000; Fort Lauderdale base annual fee $6,819,191 with a five-year total of $35,458,011 assuming 6%
annual escalation. Term lengths differ (BSO: four years; Fort Lauderdale and the municipal projection: five years), so the term totals are not
directly comparable.

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GOVERNANCE COMPARISON

Criterion

Municipal Department

Contracted Service

Independent Special District

Statutory
compliance

Straightforward; established
by ordinance under Article
VIII home-rule authority and
Section 166.021

Straightforward under
Section 163.01 interlocal
authority, but requires a
willing partner agency

More complex; requires
creation under Chapters
189/191 and legislative or
county approval.

Service
delivery

Full local control over
service levels, staffing, and
standards

Service levels set by the
provider; limited Town
control, as demonstrated by
the ending contract

Independent operation;
control resides with the
district board rather than the
Town

Administrative
/ Operational

Town assumes full
operational and
administrative responsibility

Minimal Town burden; the
provider performs
operations and
administration

District maintains its own
administration, separate
from and partly duplicative
of Town functions

Political /
community

Direct accountability to the
elected Town Commission
and responsiveness to
residents

Accountability diffused to
another jurisdiction, with
reduced local voice

Adds a separate layer of
government and a separate
governing board, diluting
Town control

Fiscal

Town bears startup and
operating costs and retains
transport revenue; funded
through the Town budget.

No capital cost and
predictable fees, but subject
to provider pricing, as the
"true cost" increase shows

Independent taxing authority
funds the service outside
the Town budget, but
creates a separate tax and
reduces Town fiscal control.

Each path carries a different mix of trade-offs. A municipal department offers the simplest statutory
path, the greatest local control over service levels, direct accountability to the Town's elected officials,
and retention of transport revenue and the Chapter 175 premium tax, in exchange for the Town
assuming operational, administrative, and capital responsibility. Contracting with an outside agency
shifts operational and capital responsibility to the provider and avoids the first-year capital investment, in
exchange for less direct control over service levels and exposure to future provider pricing; because the
current provider has given notice of termination, continued contracting would require a new agreement
with the Broward Sheriff's Office, the City of Fort Lauderdale, or another provider. An independent special
district would add a separate layer of government and taxing authority. The study finds a municipal
department feasible and cost-competitive with the contracted alternatives; the Town Commission must
choose among these approaches, and this study is intended to inform that decision.

STAFFING MODEL COMPARISON
This section compares the two staffing models. Both use the same Quint crew (a Captain, a
Driver/Engineer, and a Firefighter/EMT) and a Rescue crew led by a Lieutenant. They differ in how the
two rescue paramedics are employed: the cross-trained model staffs them as Firefighter/Paramedics,
and the separate-roles model staffs them as EMS-only paramedics.

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Each approach affects cost, staffing levels, and recruitment differently. The comparison below highlights
the main differences so the Town Commission can weigh the tradeoffs.
STAFFING MODEL COMPARISON

Model 1 – Cross-Trained
Pros

Cons

Model 2 – Separate Roles

•

Rescue medics are fire-certified and can
augment the fireground

•

Lower overall cost (~$159K/yr less than
cross-trained)

•

More firefighting depth at a working
structure fire

•

Broader candidate pool (single-role EMS-only
paramedics)

•

Single rescue medic classification
(Firefighter/Paramedic)

•

Clear, separate career paths for fire and EMS

•

Higher overall cost (~$159K/yr more than
the separate-roles model)

•

Rescue paramedics are not fire-certified and
cannot augment the fireground

•

Smaller labor pool for the rescue (must find
Firefighter/Paramedics)

•

Higher FRS contribution rate for EMS-only
personnel (offset by lower base pay)

•

Higher training burden (rescue medics
maintain both certificates)

•

Separate fire and EMS career tracks to
manage

The market for Firefighter/Paramedic remains highly competitive in southern Florida. Several counties
and municipalities have open or continuous hiring processes through 2026, with a conservative estimate
of 80 to 120 openings or pending positions in the region.
The separate-roles model offers a larger candidate pool by allowing the Town to hire single-role
firefighter and EMS-only positions, which could help the new department get established more quickly. It
is also the lower-cost option now that both models require 24 personnel to meet the six-person minimum
daily staffing, because EMS-only paramedics are compensated below the firefighter/paramedic rate.
Once the department is fully staffed and operational, the Town could later consider cross-training the
roles if greater deployment flexibility becomes a priority.
SPAN OF CONTROL
An effective organizational structure maintains supervisory spans of control within recognized limits.
Incident command and organizational management best practices, including the National Incident
Management System, identify an optimal span of control of approximately one supervisor to five
subordinates, with a workable range of one to three through one to seven. The proposed organization for
the Town's department, the separate-roles model, maintains spans within the workable range at each
level.
The Fire Chief would directly oversee the Assistant Chief/Fire Marshal and, through the on-duty company
officers, the three operational shifts, resulting in an effective span of about four direct reports, well within

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the recommended range. The Assistant Chief/Fire Marshal would supervise the fire prevention, plan
review, and inspection functions and serve as secondary command, with a limited number of direct
reports. On each shift, two company officers share supervision: a Captain leads the three-person Quint
crew and a Lieutenant leads the Rescue crew, so each officer's span stays well within the one-to-five
optimum. This arrangement is the same in both staffing models. A dedicated emergency medical
services supervisor may still be desirable as the department matures, for quality assurance and
controlled-substance oversight.
The primary organizational consideration for a department of this size is therefore not span of control,
which remains within accepted limits, but command depth and continuity. The structure relies on the Fire
Chief to serve as incident commander for major incidents while the on-duty Captain and Lieutenant
supervise routine operations, with the Assistant Chief providing backup command during the Chief's
absence. This arrangement suits a single-station department but provides limited command redundancy,
and the Town should monitor the need for additional command or supervisory capacity, including a
dedicated emergency medical services supervisor for quality assurance and controlled-substance
oversight, as the department matures.

FINDINGS AND CONSIDERATIONS
If the Town elects to form a municipal fire rescue department, it is achievable but requires deliberate,
sequenced implementation. Several required actions are prerequisites to placing the department in
service and must be completed before the Town can operate independently, while others can proceed in
parallel. Because the current interlocal agreement is expected to end no later than 2027, the Town
should treat department establishment as time-sensitive and begin critical-path items as early as
possible. The single most significant scheduling constraint is apparatus lead time, as new fire apparatus
currently carries build times that can extend well beyond a year; any required apparatus would therefore
need to be ordered at the outset.
If the Town forms a department, the analysis indicates the separate-roles model is the more economical
approach—staffing the two rescue paramedics as EMS-only paramedics—because it delivers the
required level of service at the lowest cost and offers the broader candidate pool of single-role hiring. If
the Town prefers fire-certified rescue medics with greater fireground flexibility, it can staff those
positions with Firefighter/Paramedics (the cross-trained model) at a modestly higher cost
(approximately $159,000 more per year). The following table summarizes the key implementation
actions, their priority, and the target timeframe measured from a decision to proceed.
On service level, the separate-roles model is designed to keep the Town's current level of fire and
emergency medical service constant: it preserves the existing minimum daily staffing of six—three on
the suppression unit and three on the rescue unit—and continues to operate from Station 12. It does not,
on its own, improve current response-time performance. The existing system meets the contract
standard on 76.6% of responses against a 90% target, and compliance has declined from 87.2% in 2023
to 69.2% in 2025; a new department that inherits the same single station and staffing will inherit the
same performance, particularly in the northern annexed area (District 12B), where compliance is 60.1%.

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If the Town forms a department, it should also adopt its own measurable response-time standards and
monitor performance in the northern area, so service expectations are set locally rather than carried over
by default from the ending contract.
KEY IMPLEMENTATION ACTIONS, PRIORITY, AND TIMEFRAME

#

Action

Priority

Target Timeframe

1

Select the staffing model (separate roles recommended)
and authorize the department

Critical

Month 0

2

Adopt an ordinance establishing the Fire Rescue
Department under the Town's home-rule authority

Critical

Months 0–3

3

Appropriate first-year funding and establish the department
Critical
budget

Months 0–3

4

Recruit and appoint a Fire Chief to lead the standup effort

Critical

Months 0–3

5

Order apparatus and vehicles (rescue unit and command
vehicles) to accommodate lead times

Critical

Month 0

6

Establish the Chapter 175 firefighter pension plan (and FRS
Critical
enrollment for EMS-only staff under the alternative model)

Months 0–6

7

Execute a physician Medical Director agreement

Critical

Months 3–6

8

Obtain a Certificate of Public Convenience and Necessity
(COPCN) from Broward County

Critical

Months 3–9

9

Obtain the State ALS provider license through the Florida
Department of Health

Critical

Months 6–9

10

Arrange dispatch and communications (PSAP, CAD
integration, 800 MHz interoperability)

Critical

Months 3–9

11

Execute automatic-aid and mutual-aid agreements with
Broward County and neighboring departments

Critical

Months 3–9

High

Months 3–12

12 Complete interim renovations to Station 12
13

Recruit, hire, and onboard operational and administrative
personnel

High

Months 6–12

14

Develop the Standard Operating Procedures and Guidelines
High
and complete initial training

Months 6–12

15

Stand up HR, finance, records (NERIS/EMSTARS), and IT
systems

High

Months 6–12

16

Engage the Insurance Services Office (ISO) for a Public
Protection Classification

High

Months 3–12

17

Establish the EMS transport billing function (CMS
enrollment, NPI, vendor or in-house staff)

Medium

Months 9–12

High

Months 6–12

18 Adopt local, measurable response-time standards and
monitor performance in the northern area (District 12B)

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IMPLEMENTATION PLAN
The implementation can be understood in four phases. In the first phase, the Town makes the policy
decision, adopts the enabling ordinance, appropriates funding, appoints a Fire Chief, and immediately
orders apparatus so that long build times do not delay the go-live date. In the second phase, the Town
completes the regulatory prerequisites that fall on the critical path, including the Medical Director
agreement, the COPCN, the state ALS license, dispatch arrangements, and mutual-aid agreements; these
determine when the department is legally able to operate and should be pursued in parallel.
In the third phase, the Town recruits and trains personnel, develops its Standard Operating Procedures
and Guidelines, and establishes the human resources, finance, records, and billing infrastructure needed
to support operations. In the final phase, the department completes state and ISO inspections, places
apparatus and personnel in service, and begins transport billing.
Should the Town elect to proceed, a twelve-to-eighteen-month implementation period measured from the
decision to proceed is a reasonable target, recognizing that apparatus availability may extend this
timeline and that the critical-path licensing actions would need to begin promptly to preserve continuity
of service when the current agreement ends.
The twelve-to-eighteen-month target assumes that recruitment and apparatus procurement proceed
without material delay, and both carry real risk of slippage. Apparatus build times can extend well
beyond a year, and recruiting a full operational complement in a competitive South Florida market may
take longer than planned — the lateral pool of displaced Pompano Beach personnel assumed as a nearterm source may prove smaller or slower to materialize than the schedule anticipates. If either the fleet
or the workforce is not ready by the target go-live date, the Town cannot place the department in service
on schedule and would need a service-continuity bridge, a short extension or transitional arrangement
with the current or a neighboring provider, to avoid any gap in fire and emergency medical coverage.
Such a bridge carries its own cost. The table below brackets that cost at a planning level, scaled to how
long the go-live date slips and to which provider bridges the gap. The Commission should therefore treat
the twelve-to-eighteen-month period as a planning target rather than a guarantee: the analysis supports
moving forward, but the critical-path licensing, recruitment, and apparatus actions should begin
immediately to preserve the widest possible margin against delay.
ESTIMATED SERVICE-CONTINUITY BRIDGE COST BY DELAY

Go-Live Slip

Estimated Bridge Cost
(Planning Range)

Basis

3 months

≈ $0.9M – $2.1M

Low: current-provider true-cost rate;
high: outside-provider (BSO) rate

6 months

≈ $1.8M – $4.2M

Scales with the length of the delay

12 months

≈ $3.6M – $8.3M

Approximately one year of bridged
provider service

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The range reflects continued service priced from the current provider’s going-forward “true cost” rate
(approximately $3.6–4.0 million per year, roughly $300,000–335,000 per month) at the low end to an
outside provider’s proposal rate (up to approximately $8.31 million per year) at the high end. Because the
current provider has signaled its intent to exit, the higher end is more likely, and a bridge would more
likely take the form of a short arrangement with a neighboring provider. The Town would also continue to
carry pre-opening payroll for any officers, trainers, and line personnel already hired during the delay. The
Town should confirm actual bridge pricing with the bridging provider once the transition approach is set.

APPENDICES
APPENDIX A: SALARY BENCHMARKING
This appendix documents the basis for the personnel salary ranges used in the feasibility study. Each
sworn rank is compared against the current adopted pay schedules of four comparable South Florida
departments, including the Town's current service provider, the City of Pompano Beach. The comparison
confirms that the report's planning salaries fall within the prevailing market for every rank.
REPORT PLANNING SALARIES BY RANK
Position

Beginning Annual Salary

Ending Annual Salary (Year
4)

Captain

$102,000

$114,736

Lieutenant

$92,575

$104,134

Driver / Engineer

$82,000

$92,239

Firefighter / Paramedic

$75,000

$84,365

Firefighter / EMT

$65,000

$73,116

EMS-only Paramedic

$63,000

$70,866

Beginning salaries reflect entry pay; ending salaries reflect the rate after four years of service (three annual 4% steps). The EMS-only
Paramedic classification applies to the separate-roles model, in which the two rescue paramedics are single-role, non-firefighter positions;
it is benchmarked against EMS/paramedic pay rather than the sworn firefighter ranks above.

MATRIX CONSULTING GROUP

66

Page 128 of 134

FORMATION OF A MUNICIPAL FIRE RESCUE DEPARTMENT DRAFT

COMPARISON TO COMPARABLE DEPARTMENTS — ANNUAL BASE SALARY RANGE
(MINIMUM–MAXIMUM)
Position

Report
Beginning

Pompano
Beach

Coral Springs

Fort Lauderdale

Coral Gables

Captain

$102,000

$81,596–
$124,181

$74,112–
$130,151

$101,413–
$119,520

$77,433–
$137,444

Lieutenant

$92,575

$74,009–
$112,634

$66,258–
$118,318

$86,623–
$111,979

$75,178–
$120,761

Driver / Engineer

$82,000

$67,128–
$102,162

$63,423–
$111,366

$80,141–
$103,533

$72,988–
$108,144

Firefighter /
Paramedic

$75,000

$60,887–
$92,666 *

$65,678–
$106,064

$64,897–
$95,151 †

$70,862–
$102,995

Firefighter / EMT

$65,000

$60,887–
$92,666 *

$59,092–
$88,240

$64,897–
$95,151 †

—

* Pompano Beach maintains a single Firefighter classification ($60,887–$92,666); paramedic certification is paid as a supplement above base.
† Fort Lauderdale pays Firefighter and Paramedic/Firefighter on the same base range; paramedic duty is a supplement. Effective dates:
Pompano Beach and Coral Springs, October 2025; Coral Gables, FY 2026; Fort Lauderdale, October 2023.

FINDINGS
•

In every rank, the report's starting salary falls within the adopted pay range of all four comparable
departments, generally at the minimum to lower-middle of those ranges—appropriate entry pay for a
newly formed department, with room to advance through the steps as personnel gain seniority.

•

The comparison includes the Town's current provider, the City of Pompano Beach: the report's figures
for every rank fall within Pompano Beach's current pay ranges, so the planning salaries align with the
compensation the Town's service is built on today.

•

Coral Springs uses the same rank structure as the separate-roles model (Firefighter/EMT,
Firefighter/Paramedic, Driver/Engineer, Lieutenant, Captain), providing a direct, like-for-like reference;
the report's figures track its step minimums closely.

•

Because these are collectively bargained municipal schedules that escalate annually, the report's
beginning figures are conservative relative to where the market will sit over the implementation
period.

SOURCES
City of Pompano Beach Classification Plan by Title (revised October 2025); City of Coral Springs–Parkland Fire Department IAFF
collective bargaining agreement, wage schedule effective October 1, 2025; City of Fort Lauderdale Local 765 IAFF collective
bargaining agreement, Appendix A wage schedule effective October 1, 2023; City of Coral Gables Fire Department IAFF
collective bargaining agreement (2020–2026), FY 2026 step schedule. Municipal firefighter pay is set through collective
bargaining and escalates by contract; figures reflect the most recent schedules available and should be refreshed at adoption.

MATRIX CONSULTING GROUP

67

Page 129 of 134

Agenda Item No: 18.a.

Town Commission Agenda Item Report
Meeting Date: September 23, 2026
Submitted By: Lucila Lang, Finance Director
Submitting Department: Finance
Item Type: Resolution
Agenda Section:RESOLUTIONS – PUBLIC COMMENTS
Subject Title: RESOLUTION 2026-37: A RESOLUTION OF THE TOWN COMMISSION OF
THE TOWN OF LAUDERDALE-BY-THE-SEA, FLORIDA, AMENDING THE 2025/2026
FISCAL YEAR BUDGET IN ACCORDANCE WITH THE ATTACHED EXHIBIT "A";
AUTHORIZING APPROPRIATIONS AND EXPENDITURES IN ACCORDANCE WITH THE
2025/2026 FISCAL YEAR BUDGET AS AMENDED; PROVIDING FOR CONFLICTS AND AN
EFFECTIVE DATE.
Explanation: The Town operates on a fiscal year beginning October 1 and ending September
30. Each year, the Town Commission adopts the annual budget at the second public hearing
held in September. As the fiscal year concludes, staff reviews actual revenues and
expenditures and prepares budget amendments to align the budget with actual results.
Pursuant to Florida Statutes § 166.241, all necessary amendments must be completed within
60 days after the close of the fiscal year.
Staff is requesting Commission approval of the following amendments to the FY26 Annual
Budget:
Recognition of additional revenues and expenditures in the following categories:
General Fund:
• Funding from the State of Florida-Emergency Supplemental Funding
• Additional miscellaneous revenues
• Additional Insurance Reimbursement
• Interest Income
• Emergency Medical Services
• Advertisements
• Temporary Salaries
Fire Fund

Page 130 of 134

• City of Pompano Beach Fire Rescue expenditures
Capital Fund
• Funding from the State of Florida
• Resilient Florida Program
Parking Fund
• Interest Income
Exhibit "A" to the attached resolution includes additional details and identifies the specific
department(s) for the above-mentioned amendments for FY25-26.
Recommendation: Approve Resolution 2026-37 amending fiscal year 2025-2026 budget.
Exhibits:
1.
Resolution 2026-37 Budget Amendment
2.
Exhibit "A" : FY 2025-26 EOY -Budget Amendment

Page 131 of 134

RESOLUTION NO. 2026-37
A RESOLUTION OF THE TOWN COMMISSION OF THE TOWN
OF LAUDERDALE-BY-THE-SEA, FLORIDA, AMENDING THE
2025/2026 FISCAL YEAR BUDGET IN ACCORDANCE WITH THE
ATTACHED EXHIBIT “A”; AUTHORIZING APPROPRIATIONS
AND EXPENDITURES IN ACCORDANCE WITH THE 2025/2026
FISCAL YEAR BUDGET AS AMENDED; PROVIDING FOR
CONFLICTS AND AN EFFECTIVE DATE.
WHEREAS, the Town Manager has made recommendations to the Town
Commission, which require amendment of the 2025/2026 Fiscal Year budget; and
WHEREAS, the Town Commission, in accordance with the requirements of Section
166.241, Florida Statutes, wishes to amend the 2025/2026 Fiscal Year Budget for the transfer
of said funds consistent with the recommendations of the Town Manager.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COMMISSION OF THE
TOWN OF LAUDERDALE-BY-THE-SEA, FLORIDA, THAT:
Section 1:

Recitals. The foregoing “Whereas” clauses are hereby ratified and

confirmed as being true and correct and incorporated herein by this reference. All exhibits
attached hereto are hereby incorporated herein.
Section 2:

Budget Amended.

The Town Commission of the Town of

Lauderdale-By-The-Sea, Florida, hereby amends the 2025/2026 Fiscal Year Town Budget as
set forth in Exhibit “A.”
Section 3.

Appropriations and Expenditures.

The appropriations and

expenditures set forth in Exhibit “A” are hereby approved.

1
Page 132 of 134

Section 4.

Implementation. The Town Administration is directed to effectuate

the appropriations and expenditures reflected in Exhibit “A” by necessary transfers.
Section 5.

Conflicts. All prior resolutions or parts thereof in conflict herewith

are repealed to the extent of such conflict.
Section 6.

Effective Date. This Resolution shall become effective immediately

upon passage and adoption.
PASSED AND ADOPTED on this 23rd day of September 2026.
___________________________
MAYOR EDMUND MALKOON
Attest:
____________________________
Melissa Vasami, Town Clerk
APPROVED AS TO FORM:

_____________________________
Susan L. Trevarthen, Town Attorney

2
Page 133 of 134

FY 2025/2026 Budget Amendment
REVENUES

Exhibit A to Resolution 2026-37

Fund

Department / Project Number

Current Budget

Proposed Budget

001-General

380200-Appropriated Fund Balance

$

$

2,991,844.00

$

383,901.00

334930-Emergency Supplemental Funding

$

-

$

6,224.00

$

6,224.00

369100-Miscellaneous Revenues
322400-Sign Permits
369901-Insurance Reimbursement
361100- Interest Earnings

$
$
$
$

10,000.00 $
$
15,000.00 $
500,000.00 $

65,894.00
1,840.00
33,645.00
516,496.00

$
$
$
$

55,894.00
1,840.00
18,645.00
16,496.00

115-Fire

380203-Appropriation From Fire Fund

$

150,000.00 $

776,998.00

$

626,998.00

300-Capital

380200-Appropriated Fund Balance

$

700,000.00 $

455,055.00

$

(244,945.00)

334929-Friedt Park Funding

$

-

$

200,000.00

$

200,000.00

334933-Resilient Florida Program (DEP)

$

-

$

55,173.00

$

55,173.00

Budgetary amendment to recognize Funding from the State of Florida for Resilient Florida
(DEP) Program

361100-Interest Earnings

$

-

$

38,441.00 $

38,441.00

Budgetary amendment to recognize Investment Interests

310- Parking

2,607,943.00

Total Revenues

Variance

Explanation
Budgetary amendment from appropriate fund balance to cover Emergency Medical
Services Expenditures
Budgetary amendment to recognize Funding from State of Florida- Emergency
Supplemental Funding
Budgetary amendment to recognize additional miscellaneous revenues
Budgetary amendment to recognize Sign Permits revenues
Budgetary amendment to recognize additional Insurance Reimbursement
Budgetary amendment to recognize additional interests
Budgetary amendment from appropriate Fire Fund to cover Pompano Beach Fire Rescue
Expenditures
Budgetary amendment to recognize Funding from the State of Florida
Budgetary amendment to recognize Funding from the State of Florida for Friedt Park

$ 1,158,667.00

EXPENDITURES
Fund

Department / Project Number

Current Budget

Proposed Budget

001- General

511200- Visitor Center (500311 Advertisements)
513000-Administration (500121 Temporary Salaries/Interns)
519100-Tourism & Community Outreach (500311 Advertisements)
523000-Emergency Medical Services (500345 Contractual Services)

$
$
$
$

6,795.00
15,000.00
13,000.00
1,440,000.00

$
$
$
$

2,653.00
17,142.00
1,938,000.00

$
$
$
$

(4,142.00)
(15,000.00)
4,142.00
498,000.00

Budgetary amendment to recognize expenditure for advertisements
Budgetary amendment to eliminate budgeted Temporary Salaries /Interns
Budgetary amendment to recognize expenditures for advertisements
Budgetary amendment to recognize Emergency Medical Services Expenditures

500345-Contractual Services

$

2,160,000.00

$

2,936,998.00 $

776,998.00

500624- Capital Outlay -Building Improvement

$

150,000.00

$

-

$

(150,000.00)

Budgetary amendment to recognize Contractual Services Expenditures
Budgetary amendment to eliminate budgeted amount for Contractual Services
Expenditures

$

10,228.00 $

10,228.00

Budgetary amendment to recognize Resilient Florida Program Expenditures

542,500.00 $

580,941.00 $

38,441.00

Budgetary amendment to recognize investment interests

001- General

Variance

Explanation

115-Fire

300- Capital

576305- Resilient Florida Program (500630)

310-Parking

500345- Contractual Services

Total Expenditures

$

$ 1,158,667.00

Page 134 of 134