The Flagler County School Board held a comprehensive workshop on July 8, 2025, covering multiple critical issues, including school resource deputy contracts, budget challenges, mental health services, and academic program updates.
School Resource Deputy Contract Negotiations
The board spent considerable time discussing the proposed contract with the Flagler County Sheriff’s Office for school resource deputy services. Chief Strobridge from the Sheriff’s Office joined district officials to present two contract options, with the primary difference being the addition of a “floater deputy” position.
The floater deputy concept emerged from discussions about reducing overtime costs that have increased significantly in recent years. The largest reason is because of this. Again, we proposed a floater every time,” Chief Strobridge explained, noting that overtime costs reached approximately $78,000 last year for required school coverage when regular deputies were absent.
The floater position would cost an additional $154,000 annually but would theoretically eliminate the need for overtime coverage when regular school resource deputies are sick, injured, or attending training. The deputy would also assist with extracurricular event coverage on Friday evenings, particularly during football season.
However, board members expressed concerns about the financial investment during a time of budget constraints. Board member Lauren Ramirez questioned the utilization of the position, asking, “Do you have other plans to fully utilize that individual to their maximum utilization for that headcount?” She noted that for $154,000, the role appeared to cover filling empty spots and Friday evening events, which “doesn’t seem like a full-time role.”
The discussion revealed broader concerns about funding sources. While the state provides safe schools allocation, it has remained relatively flat, while deputy costs continue rising due to Florida Retirement System increases and cost-of-living adjustments. “Our safe school allocation remains relatively the same this year as it did last year,” noted district officials, meaning additional costs would come from the general fund.
Chief Strobridge acknowledged the funding challenges, stating, “The costs are what they are, and if the money’s not there to pay for it, then somebody else has to pay for it or we have to trim it down.”
The board requested additional data analysis before making a final decision, including comparisons of overtime costs under both scenarios and clearer utilization projections for the floater position.
Budget Challenges and Enrollment Concerns
Finance officials presented sobering budget realities for the upcoming school year. The district faces enrollment-driven funding challenges, as Florida’s funding formula relies heavily on student count rather than property values, despite Flagler County being considered property-rich.
“Student enrollment is really what we have to rely on,” explained budget officials. “We’ve talked many times in cabinet about marketing our district, getting back. We have a plan that our superintendent is working on to offer classes a la carte style to try to get some homeschool kids back.”
The district has already implemented a four percent budget cut across all departments and backed off hiring teachers in areas where enrollment projections don’t support additional positions. Officials warned that the coming weeks would be “very frustrating for our schools” as they staff based on state projections rather than actual enrollments until the official ten-day count after school begins.
“We have to wait for those ten days to ensure that not just at your school but across the district we are staffed appropriately,” administrators explained. This approach may result in classroom changes and teacher reassignments during the first weeks of school as actual enrollment numbers become clear.
The budget challenges were compounded by the end of federal COVID-19 relief funding, which had provided additional resources in recent years. “We have had the luxury for some time across the state with some of the additional federal dollars that have been provided through COVID relief,” officials noted, “but we’re at that place that we have to look and say what are the mandatory things that we have and then from there what are some nice to have things.”
Mental Health Services Progress
Despite budget constraints, the district’s mental health program continued showing positive outcomes. Mental Health Coordinator Miss Williams presented data showing increased Tier 2 interventions and decreased Tier 3 intensive services, indicating the program’s success in early intervention.
“The increase in tier 2 and the decrease in tier 3 and tier 3 intensive are great numbers,” officials explained. “It shows that we’re intervening earlier before students get to a point of significant crisis.”
The mental health plan identified 1,863 students for services during the past year, with 1,851 referred and 1,474 receiving services. Baker Act incidents on campus showed a slight decrease from the previous year, though county-wide numbers for individuals under 18 continued rising.
The district’s approach of building an internal mental health team rather than contracting with outside providers has gained recognition. “Miss Williams was asked by Florida DOE this year to present our plan at the state conference to all the other districts as a model plan,” officials reported.
Funding for mental health services remained flat for the upcoming year, with 90 percent of the allocation absorbed by salaries. The district maintained enough rollover funds to cover staffing for the coming year, but will need to monitor funding closely in future years.
Vehicle Fleet and Financial Management
The board reviewed significant vehicle purchases totaling approximately $800,000, down from $1 million the previous year. All vehicles represent replacements for aging fleet equipment, with some dating back to 2004.
Fleet Manager Marcus provided details about the district’s five-year rolling replacement plan, designed to avoid the excessive maintenance costs associated with aging vehicles. The purchases included F-450 trucks that provide multi-use capabilities, replacing single-purpose dump trucks with vehicles that can handle daily transportation, towing, and dumping functions.
Board members questioned whether all vehicles were being utilized efficiently and requested data on checkout systems and usage patterns. “We just don’t want cars sitting idly because if that’s the case, we have too many,” officials noted, adding that they were working toward a digital checkout system for better fleet management.
Academic Program Updates
The board received updates on several academic initiatives, including the comprehensive reading plan and Flagler Technical College fee schedules. Reading program officials reported that students who attended Flagler’s VPK program showed nine percent higher median scores and six percent higher pass rates compared to students who did not attend the district’s pre-K program.
“Students who attended Flagler PreK had a 9% higher median percentage skill score and a 6% higher pass rate than students who did not attend Flagler VPK,” officials reported. The advantage continued through elementary grades, with benefits still visible in third grade.
The Technical College maintained its fee schedule with minimal increases, offering programs ranging from truck driving to cosmetology at competitive rates. Board members praised the affordability and quality of programs, with one noting, “I can’t think of any group institution that can put on the quality and variety that you [offer] at that cost.”
School Choice Specialist Position
The board considered creating a new School Choice Specialist position to address the complex landscape of educational options facing families. The position would replace a vacant Student Engagement Specialist role, representing a $25,000 annual increase in salary level.
Superintendent Moore explained the need: “Right now, we don’t have a dedicated contact at our district that is working to help families navigate these non-traditional pathways.” The specialist would help families understand options, including hybrid programs, virtual learning, and scholarship programs, while working to retain students who might otherwise leave the district entirely.
“This person will be there to partner with those families to provide them with information to be a liaison that they can come to and get information,” Moore explained. The goal is to provide accurate information so families can make informed decisions rather than leaving due to misinformation or lack of awareness about available options.
Board members requested performance metrics for the position, expressing concern about investing in additional administrative roles during a time of declining enrollment. “If this is an investment role, then it should come with monitoring of the health of that investment,” one member noted.
Student Code of Conduct Updates
The board reviewed final revisions to the Student Code of Conduct for the upcoming school year. The changes included clarification that off-campus law violations “may be addressed by school district policy and state statute,” providing flexibility for responses that might include mental health support or behavior contracts rather than purely punitive measures.
Another addition directed families to proper procedures for medication administration, providing clearer guidance for prescription and non-prescription medications at school.
Transportation and Safety Measures
Vehicle fleet updates included consideration of safety improvements and cost-saving measures. The district’s transportation department continued working on efficiency improvements while maintaining safety standards for student transportation.
The comprehensive approach to safety extended beyond transportation to include ongoing partnerships with law enforcement, mental health services, and community organizations working together to support student well-being.
Looking Ahead
As the district prepares for the upcoming school year, officials emphasized the importance of transparent communication about budget constraints while maintaining focus on student achievement and safety. The challenges of declining enrollment, flat state funding, and increasing costs require careful balancing of resources and priorities.
Superintendent Moore concluded the workshop by acknowledging the difficulties ahead while expressing confidence in the district’s direction. The combination of budget pressures and commitment to student success will require continued collaboration between all stakeholders as the new school year approaches.
The board will reconvene on July 22nd to make final decisions on several items discussed during the workshop, including the school resource deputy contract, budget amendments, and personnel matters. These decisions will shape the district’s operations and service delivery as it navigates the complex educational and financial landscape of the coming year.
